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Resolution - 23-10- 20230614 - FY24 Budget and Action Pl
RESOLUTION NO. 23-10 RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ADOPTING THE BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2024 AND THE CAPITAL IMPROVEMENT AND ACTION PLAN 2024-2026 WHEREAS, the Board of Directors of the Midpeninsula Regional Open Space District (Board) desires to establish a Budget for the Fiscal Year Ending June 30, 2024, attached hereto as Exhibit A — FY24 Budget and Action Plan; and WHEREAS, the Board desires to establish a Capital Improvement and Action Plan, which addresses the following program areas: Land Acquisition and Preservation; Natural Resources Protection and Restoration; Public Access, Education, and Outreach; and Assets and Organizational Support, attached hereto as Exhibit A — Section 3. NOW, THEREFORE, the Board of Directors of the Midpeninsula Regional Open Space District does resolve as follows: SECTION ONE. Adopt the budget for the Midpeninsula Regional Open Space District for the Fiscal Year Ending June 30, 2024 (FY24), a complete copy of which is attached hereto as Exhibit A, summarized as follows: DISTRICT BUDGET BY FUND FY24 PROPOSED BUDGET Fund 10 — General Fund Operating $45,488,494 Fund 20 — Hawthorns $37,200 Fund 30 — MAA Capital $12,800,647 Fund 40 — General Fund Capital $10,296,776 Fund 50 — Debt Service $14,171,263 TOTAL $82,794,380 SECTION TWO. Adopt the proposed Capital Improvement and Action Plan 2024- 2026. SECTION THREE. The projects scheduled for implementation for the Fiscal Year Ending June 30, 2024 shall be included in the Capital and Operating Budget of the District's Proposed Budget for Fiscal Year 2023-24. SECTION FOUR. The following transfers are approved and the General Manager or designee is authorized to implement said transfer during the Fiscal Year Ending June 30, 2024: $2,062,386 from the General Fund Unassigned Fund Balance to Committed for Future Acquisitions & Capital Projects and $2,059,535 from the General Fund Unassigned Fund Balance to Committed for Capital Maintenance. SECTION FIVE. Monies are hereby appropriated in accordance with said budget. * * * * * * * * * * * * * * * * * * * * Resolutions2023/23-10_FY24BudgetandActionPlan PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on June 14, 2023, at a regular meeting thereof, by the following vote: AYES: CYR, GLEASON, KERSTEEN-TUCKER, KISHIMOTO, MACNIVEN, RIFFLE NOES: NONE ABSTAIN: NONE ABSENT: HOLMAN ATTEST: Craig Gleason, Secretary Board of Directors APPROVED AS TO FORM: Hilary Stevenson, General Counsel APPROVED: Yb ko Kishimoto, President d of Directors I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. • oria, District Cler 2 Resolutions'2o23 /23- I o_FY24BudgetandActionPlan Budget and Action Plan F I S C A L Y E A R E N D I N G J U N E 3 0 , 2 0 2 4 A D O P T E D J U N E X , 2 0 2 3 EXHIBIT A F R O N T C O V E R P H O T O C R E D I T S Top: Skyline Ridge Open Space Preserve (Mark Hehir) Lower left: Russian Ridge Open Space Preserve (Lex Fletcher) Lower middle: Rancho San Antonio Open Space Preserve (Jack Gescheidt) Lower right: Sierra Azul Open Space Preserve (Basim Jaber) Long Ridge Open Space Preserve (Frances Freyberg) Attachment 1 - Exhibit A Table of Contents Click on the table of contents below to jump to that page. You can also click on the table of contents icon at the bottom of every page to jump back to this table of contents. 4 S E C T I O N 1 : I N T R O D U C T I O N 4 General Manager’s Transmittal 6 Board of Directors and Management 7 Organizational Chart 8 Strategic Plan Goals and Objectives 10 Regional Map 11 About Us 12 Demographics 14 Board Resolution 17 S E C T I O N 2 : B U D G E T S U M M A RY A N D O V E R V I E W 18 Budget Summary and Overview 20 Revenues 22 Expenditures 26 Staffing 31 Hawthorns Fund 32 Measure AA Projects 34 Vision Plan 37 Debt Service 40 Grants Program 42 General Fund Balance 44 Long-Range Financial Planning 45 Climate Action Plan 46 Delivering on the Mission 48 Budget Process 51 Financial Policies 53 S E C T I O N 3 : C A P I T A L I M P R O V E M E N T A N D A C T I O N P L A N 54 Capital Improvement and Action Plan Overview 61 Land Acquisition and Preservation 79 Natural Resource Protection and Restoration 127 Public Access, Education and Outreach 173 Assets and Organizational Support 209 S E C T I O N 4 : D E PA R T M E N T S U M M A R I E S 211 Departments Overview 212 Administrative Services Business Line 216 Engineering and Construction 220 Office of the General Counsel 222 Office of the General Manager 224 Land and Facilities Services 228 Natural Resources 232 Planning 236 Public Affairs 238 Real Property 242 Visitor Services 246 V I S I O N P L A N A C T I O N S O V E R V I E W 248 G L O S S A RY 3Section 1 • Budget and Action Plan FY24 Se c t i o n 1 • In t r o d u c t i o n Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n General Manager’s Transmittal Dear Board of Directors and Midpen Constituents, I am pleased to present Midpeninsula Regional Open Space District’s Budget and Action Plan for the fiscal year ending June 30, 2024, a Districtwide spending plan totaling $82.8 million that projects our planned progress for the coming year in service of our mission to preserve, protect and care for over 70,000 acres of open space and agricultural lands across the greater Santa Cruz Mountains and portions of the Baylands in perpetuity. As this FY24 plan was being compiled, a series of strong winter storms struck the region and many Midpen preserves and trails sustained significant damage. Cleanup efforts began immediately, and by early spring, crews had removed more than 1,000 trees brought down by high winds, unclogged more than 100 culverts and cleared dozens of landslides. Work continues to repair access to roads and trails that have washed out and severely damaged. Hard- hit areas will take some time to reopen safely. Overall, the storms caused at least $8 million in damages. This Budget and Action Plan has been adjusted, reflecting the need to reassign staff from other planned projects and focus on the extensive storm-damage repair work. Scientists attribute the intensity of these storms to our changing climate. Open space lands play a vital role in building climate resiliency and much of Midpen’s primary work in natural resource protection and restoring the ecosystem functions of natural and working lands forms part of the solution to address this challenging issue. Priorities for this fiscal year include progress on restoration projects, improvements to conservation grazing infrastructure, creating safe wildlife passages, continuing our fuel reduction work and adding prescribed fire to our Wildland Fire Resiliency Program toolbox. The proposed FY24 budget also finalizes the payment of a significant new land acquisition to preserve 650 acres of significant open space and agricultural lands at Johnston Ranch from Peninsula Open Space Trust, the nonprofit land trust partnership that Midpen helped create in 1972. This purchase will ensure the continued protection of rare and important coastal grassland ecosystems while preserving local agricultural and rural character. In addition, funds are also allocated to complete the purchase of redwood forested upper watershed lands in San Mateo County. Both of these lands are important for connecting wildlife habitat and regional trails for ecologically sensitive public access. As our region continues to develop and the human population continues to grow, the essential need for public access to nature for community well-being also increases. Work continues on several large-scale Midpen projects to improve access this coming fiscal year, including the Highway 35 Multi-Use Trail Crossing and Parking project, Upper and Middle Stevens Creek Trail Connections, the Purisima-to-the-Sea Regional Trail, Alpine Road Regional Trail, Bay Area Ridge Trail and Highway 17 Trail Crossing and Connections. Midpen is also working on expanding its existing trail systems as part of the Black Mountain Trail in Monte Bello, connecting Eagle Rock to Devils Canyon in Long Ridge, and through the development of the Hawthorns Area Plan. Additionally, feasibility studies for improved multimodal options and parking to connect people to the preserves are underway. More than 10 miles of new trail will be under construction and more than 19 miles will be in the planning phases through FY24. Our local wildlife also depend on these lands, and Midpen’s wildlife research continues with a focus on habitat assessments and enhancements for native species like mountain lions, newts and the Santa Cruz kangaroo rat. Wildlife corridor projects like the Highway 17 Wildlife Crossing and Alma Bridge Road Wildlife Passage will establish safer, connected natural habitats for wildlife traveling across major roadways in known roadkill hot spots. Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower percentage of the total budget (55%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 28% of the budget and debt service totals 17%. Total revenues and other funding sources are projected at $83 million, which include property tax revenues at $71.9 million, bond reimbursements at $7.4 million and other funding sources at $3.6 million, balancing a budget of $82.8 million in expenses. Respectfully submitted, /s/Ana María Ruiz Ana María Ruiz General Manager 4 Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Bear Creek Redwoods Open Space Preserve (Paolo Vescia)5Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Board of Directors and Management District Wards (Effective November 8, 2022)Left to right: Craig Gleason, Karen Holman, Margaret MacNiven, Zoe Kersteen-Tucker, Jed Cyr Yoriko Kishimoto, Curt Riffle ——————————————————————————––––––––––––—————————————————————————————————————————————————— Craig Gleason–Board Secretary Ward 1: Cupertino, Lexington Hills, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––—————————————————————————————————————————————————— Yoriko Kishimoto–Board President Ward 2: Cupertino, Los Altos, Los Altos Hills, Loyola, Mountain View, Palo Alto, Stanford ——————————————————————————––––––––––––—————————————————————————————————————————————————— Jed Cyr Ward 3: Cupertino, Sunnyvale ——————————————————————————––––––––––––—————————————————————————————————————————————————— Curt Riffle–Board Treasurer Ward 4: Cupertino, Los Altos, Mountain View, Sunnyvale ——————————————————————————––––––––––––—————————————————————————————————————————————————— Karen Holman Ward 5: East Palo Alto, Menlo Park, Mountain View, Palo Alto, Sunnyvale——————————————————————————––––––––––––—————————————————————————————————————————————————— Margaret MacNiven–Board Vice Ward 6: Atherton, La Honda, Ladera, Loma Mar, Menlo Park, North Fair Oaks, President Pescadero, Portola Valley, Redwood City, West Menlo Park, Woodside——————————————————————————––––––––––––—————————————————————————————————————————————————— Zoe Kersteen-Tucker Ward 7: El Granada, Emerald Lake Hills, Half Moon Bay, Montara, Moss Beach, Redwood City, San Carlos, Woodside——————————————————————————––––––––––––—————————————————————————————————————————————————— Executive Management Ana María Ruiz–General Manager Hilary Stevenson–General Counsel Mike Foster–Controller Susanna Chan–Assistant General Manager/Project Planning and Delivery Brian Malone–Assistant General Manager/Visitor and Field Services Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services Mission Statement ——————————————————————————–––––—————————————————–––––––—————————————————————————————— To acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the natural environment, and provide opportunities for ecologically sensitive public enjoyment and education. Coastside Protection Mission Statement ——————————————————————————–––––—————————————————–––––––—————————————————————————————— To acquire and preserve in perpetuity open space land and agricultural land of regional significance, protect and restore the natural environment, preserve rural character, encourage viable agricultural use of land resources, and provide opportunities for ecologically sensitive public enjoyment and education. 6 Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Budget Document Preparation Rafaela Oceguera –Budget and Analysis Manager Elissa Martinez–Management Analyst Lupe Hernandez–Management Analyst Jordan McDaniel –Management Analyst Management Team Matthew Anderson–Visitor Services Candice Basnight–Human Resources Casey Hiatt–Information Systems and Technology Brandon Stewart–Land and Facilities Services Kirk Lenington–Natural Resources Jason Lin–Engineering and Construction Jane Mark–Planning Rafaela Oceguera –Budget and Analysis Korrine Skinner–Public Affairs Andrew Taylor–Finance Mike Williams–Real Property Maria Soria–District Clerk Organizational Chart Public Board of Directors ControllerGeneral Counsel General Manager Public Affairs Department Executive Assistant/Deputy District Clerk District Clerk/Assistant to the General Manager Project Planning and Delivery Assistant General Manager Planning Department Real Property Department Engineering and Construction Department Visitor and Field Services Assistant General Manager Natural Resources Department Visitor Services Department Land and Facilities Department Finance and Administrative Services CFO-Director of Administrative Services Budget and Finance Department Information Systems and Technology Department Grants Program Human Resources Department 7Section 1 • Budget and Action Plan FY24 Procurement Program Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n FY24 Strategic Plan Goals and Objectives The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually based on the results of an environmental scan. The FY24 Strategic Plan provides high-level direction for the annual Budget and Action Plan. G O A L 1 Promote, establish, and implement a regional environmental protection vision with partners ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 1 – Continue implementation of the District’s Vision Plan and communicate progress on projects through reporting results and building partner relationships ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 2 – Build and strengthen diverse partnerships to implement a collaborative and science-based approach to regional environmental protection ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 3 – Build and strengthen relationships with legislators and other elected officials to advocate environmental protection goals ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 4 – Preserve and connect open space and agricultural lands of local and regional significance ——————————————————————————–––––––––––—————————————————–—————————————————————————————— G O A L 2 Protect the positive environmental values of open space and agricultural lands ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 1 – Take a regional leadership role in promoting the benefits of open space ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 2 – Protect and restore the natural environment to preserve healthy natural systems and biodiversity ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 3 – Implement the Climate Action Plan, expand regional resiliency, and implement climate change adaptation strategies ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 4 – Work with fire agencies and surrounding communities to strengthen the prevention of, preparation for and response to wildland fires for enhanced ecosystem resiliency and public safety ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 5 – Support the viability of sustainable agriculture and protect the character of rural communities ——————————————————————————–––––––––––—————————————————–—————————————————————————————— G O A L 3 Connect people to open space and a regional environmental protection vision ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 1 – Engage the public in realizing the benefits and responsibilities of a regional environmental protection vision to further the District’s achievements in protecting open space and agricultural lands ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 2 – Implement and sustain diversity, equity, and inclusion (DEI) strategies to build and strengthen partnerships, increase broad and inclusive public outreach and engagement, and instill DEI values across all levels of the organization ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 3 – Expand opportunities, including multimodal options, to equitably connect people to their public open space preserves in balance with the protection of natural resources ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 4 – Reflect the diverse communities we serve in the District’s visitors, staff, volunteers, and partners ——————————————————————————–––––––––––—————————————————–—————————————————————————————— G O A L 4 Strengthen organizational capacity and long-term financial sustainability to fulfill the mission ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 1 – Provide the necessary resources, tools, training, and infrastructure, including technology upgrades and capacity building ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 2 – Update the financial and operational sustainability model to guide strategic growth and areas of focus to effectively and efficiently deliver Vision Plan projects and priority initiatives ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 3 – Maintain a state of readiness for potential disruptions and leverage new resiliency practices and procedures to improve business operations, public participation, and communications ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 4 – Remain financially sustainable by preparing for, pursuing, and cultivating discretionary funding opportunities and partnerships——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 5 – Ensure large operational and capital expenses, including land acquisitions, associated public access and land management costs, are evaluated within the long-term financial model and remain financially sustainable——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objective 6 – Continue to recruit, develop and retain talented staff to implement the District’s mission and strengthen our organizational capacity——————————————————————————–––––––––––—————————————————–—————————————————————————————— 8 Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Based on the Board-approved FY24 Strategic Plan Goals and Objectives, staff prepared the FY24-FY26 Three-Year Capital Improvement and Action Plan (CIAP), included in Section 3, for Board approval. Below is a summary of CIAP budget allocations by Strategic Plan Goal and Objective. Many of the projects fulfill more than one goal and/or objective. The first table below summarizes the funding allocated to projects that primarily support the goal and objective listed. The second table represents the funding allocation to projects that support other goals and objectives in a secondary capacity. Refer to Section 4–Department Summaries to view operational programs and functions associated with the Goals and Objectives. Three-Year CIAP by Primary Goal and Objective CIAP Summary by Primary Goal & Objective FY24 FY25 FY26 Three-Year Total Goal 1, Objective 2 $1,558,655 $2,191,385 $1,390,600 $5,140,640 Goal 1, Objective 3 50,000 0 0 50,000 Goal 1, Objective 4 3,841,642 2,417,000 334,000 6,592,642 Goal 1 Total 5,450,297 4,608,385 1,724,600 11,783,282 Goal 2, Objective 1 821,400 551,400 1,495,252 2,868,052 Goal 2, Objective 2 2,460,358 2,718,976 3,015,505 8,194,839 Goal 2, Objective 4 2,075,880 1,894,800 965,000 4,935,680 Goal 2, Objective 5 274,250 170,000 65,500 509,750 Goal 2 Total 5,631,888 5,335,176 5,541,257 16,508,321 Goal 3, Objective 2 60,000 50,000 25,000 135,000 Goal 3, Objective 3 10,498,815 12,318,808 4,898,793 27,716,416 Goal 3 Total 10,558,815 12,368,808 4,923,793 27,851,416 Goal 4, Objective 1 4,834,476 2,860,000 4,187,500 11,881,976 Goal 4, Objective 2 100,000 0 0 100,000 Goal 4, Objective 5 1,139,700 1,161,450 1,056,200 3,357,350 Goal 4 Total 6,074,176 4,021,450 5,243,700 15,339,326 Total CIAP $27,715,176 $26,333,819 $17,433,350 $71,482,345 Three-Year CIAP by Secondary Goal and Objective CIAP Summary by Secondary Goal & Objective FY24 FY25 FY26 Three-Year Total Goal 1, Objective 2 1,306,821 6,130,385 1,137,698 8,574,904 Goal 1, Objective 3 198,556 83,194 12,737 294,487 Goal 1, Objective 4 251,224 249,949 0 501,173 Goal 1 Total 1,756,601 6,463,528 1,150,435 9,370,564 Goal 2, Objective 1 75,000 18,000 18,000 111,000 Goal 2, Objective 2 4,510,765 1,844,100 1,053,100 7,407,965 Goal 2, Objective 3 2,404,962 1,939,800 1,555,000 5,899,762 Goal 2, Objective 4 600,100 1,077,600 1,012,600 2,690,300 Goal 2, Objective 5 1,110,684 2,185,809 813,606 4,110,099 Goal 2 Total 8,701,511 7,065,309 4,452,306 20,219,126 Goal 3, Objective 1 0 110,000 135,000 245,000 Goal 3, Objective 2 4,451,083 3,781,314 2,084,121 10,316,518 Goal 3, Objective 3 3,637,288 690,000 180,000 4,507,288 Goal 3, Objective 4 60,000 50,000 25,000 135,000 Goal 3 Total 8,148,371 4,631,314 2,424,121 15,203,806 Goal 4, Objective 1 25,867 44,866 83,500 154,233 Goal 4, Objective 4 50,000 100,000 100,000 250,000 Goal 4, Objective 5 3,954,000 2,593,000 3,947,500 10,494,500 Goal 4 Total 4,029,867 2,737,866 4,131,000 10,898,733 Total CIAP $22,636,350 $20,898,017 $12,157,862 $55,692,229 9Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Regional Map 10 Section 1 • Budget and Action Plan FY24 *This map is being updated to include Cloverdale Ranch as Midpen’s 27th preserve. Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n About Us Midpen helps plants, animals and people thrive throughout the greater Santa Cruz Mountains region by preserving a connected greenbelt of more than 70,000 acres of open space. These diverse and scenic landscapes, from bay wetlands to redwood forests and coastal grasslands, host an incredible diversity of life, making our region one of the world’s biodiversity hotspots. Midpen preserves have long and complex histories of human use prior to becoming open space. We actively manage the land and waterways to restore their health and function, helping our local ecosystem become more resilient in a time of climate change. By caring for the land, the land in turn takes care of us, providing tangible and intangible benefits like clean air and water, flood protection and the opportunity for restorative experiences in nature. On the San Mateo County Coast, where local agricultural roots run deep, our mission includes preserving viable working lands. We partner with small-scale local ranchers to use conservation grazing as a land management tool for enhancing native coastal grasslands and providing wildland fire protection. Midpen preserves are free and open to the public daily, 365 days a year, and provide an extensive trail network for low-impact recreation. Our programming connects people to nature through experiences, including environmental interpretation, docent-led activities and volunteer opportunities. By preserving, restoring and providing access to our region’s iconic, cultural, working and scenic landscapes, Midpen lands offer us opportunities for health, climate resilience and refuge. H I S T O RY The late 1960s was a time of rapid growth in the Bay Area. Through a determined and heartfelt grassroots effort by local conservationists, the Midpeninsula Regional Open Space District was created in 1972, when the Measure R “Room to Breathe” initiative was passed by Santa Clara County voters. District residents voted to expand Midpen’s boundary into southern San Mateo County in 1976, and again in 1992 to a small portion of Santa Cruz County. In the late 1990s, development pressure increased on the San Mateo County Coast, threatening sensitive habitat and the area’s rural heritage. This led to the 2004 Coastside Protection Area, an extension of District boundaries to the Pacific Ocean in San Mateo County, and the addition of preserving rural character and encouraging viable, agricultural use of the land to our organizational mission. G O V E R N A N C E Midpen is governed by a seven-member publicly elected board of directors. Board members serve a four-year term and represent a geographic ward of approximately equal populations. The board holds its regular public meetings on the second and fourth Wednesdays of each month at 7 p.m., at the Midpen administrative office: 5050 El Camino Real, Los Altos, CA. S T A F F I N G The staff currently includes over 195 employees in 12 departments: budget and finance, engineering and construction, general manager’s office, general counsel’s office, human resources, information systems and technology, land and facilities services, natural resources, planning, public affairs, real property and visitor services. Though not part of department, the Controller is also part of the staffing numbers and like the General Manager and General Counsel, reports directly to the Board of Directors. For more information about Midpen, visit openspace.org. Midpen At A Glance Founded in 1972 More Than 70,000 Acres Preserved 250 Miles of Trails 27 Preserves 195.65 FTEs Over 2 Million Visitors Per Year $83 Million Budget Over 763,000 Residents Founded in 1972 More Than 70,000 Acres Preserved 250 Miles of Trails 27 Preserves 195.65 FTEs Over 2 Million Visitors Per Year $83 Million Budget Over 763,000 Residents 11Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Demographics and Economic Statistics The District encompasses over 550 square miles of land located in the County of Santa Clara (approximately 200 square miles out of 1,304), the County of San Mateo (approximately 350 square miles out of 744) and the County of Santa Cruz County (approximately 2.6 square miles out of 607). The following is economic and demographic information on Santa Clara and San Mateo Counties, representing the majority of Midpen’s constituency. Because Midpen does not receive property tax revenue from the small amount of Santa Cruz County land that it holds, information on Santa Cruz County is not included. Demographics and Economic Statistics, Last 10 Fiscal Years ———————————————————————————— County of Santa Clara Fiscal Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2013 1,863,975 $130,624 $70,151 36.7 273.701 7.6% 2014 1,887,079 141,874 74,883 37.0 276,175 6.1% 2015 1,911,670 158,729 82,756 37.2 276,689 4.6% 2016 1,928,438 170,673 88,920 37.0 274,948 4.0% 2017 1,937,008 190,002 98,032 37.1 273,264 3.5% 2018 1,943,579 209,020 107,877 37.2 271,400 2.9% 2019 1,944,733 223,625 115,997 37.4 267,224 2.6% 2020 1,945,166 235,835 123,661 37.2 263,449 10.7% 2021 1,907,693 * * 38.2 253,624 5.2% 2022 1,894,783 * * * 241,326 2.2% County of San Mateo Calendar Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2013 747,550 $65,656 $87,501 39.3 93,931 5.7% 2014 754,234 71,027 93,802 39.4 94,567 4.2% 2015 761,621 78,525 102,639 39.8 95,187 3.3% 2016 767,099 82,681 107,670 39.5 95,502 3.3% 2017 769,401 90,766 118,047 39.9 95,620 2.9% 2018 770,927 98,568 128,230 39.9 95,103 2.5% 2019 771,160 102,803 134,107 39.9 94,234 2.2% 2020 771,061 107,559 141,841 39.8 93,554 10.8% 2021 751,596 * * 40.8 90,315 5.0% 2022 744.662 * * * 86,442 2.1% *Information not available Data Sources 1 State of California Department of Finance –https://www.dof.ca.gov/Forecasting/Demographics/Estimates/e-4/2021-22/ 2U.S. Department of Commerce Bureau of Economic Analysis (includes retroactive revisions) 3 U.S. Census Bureau, American Community Survey 4 State of California Department of Education 5 State of California Employment Development Department, Labor Market Division (includes retroactive revisions) Notes: Starting fiscal year (FY) 2015-16 the District changed from a fiscal year end date of March 31st to June 30th. As a result, FY2015-16 is a fifteen (15) month period rather than a twelve (12) month period. 12 Section 1 • Budget and Action Plan FY24 Se c t i o n 1 • In t r o d u c t i o n Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Principal Employers Most Current Year and Nine Years Ago ———————————————————————————— County of Santa Clara 2022 2013 Employer Number of Employees1 Rank Percentage of Total Employment Number of Employees2 Rank Percentage of Total Employment Google LLC 41,665 1 4.10%11,000 6 1.27% Apple Inc.25,000 2 2.46%12,000 5 1.39% Tesla Motors Inc. 22,000 3 2.16%** County of Santa Clara 20,912 4 2.06%15,564 2 1.80% Stanford University 15,750 5 1.55%14,369 3 1.66% Stanford Health Care 15,708 6 1.54%7,936 7 0.92% Kaiser Permanente Northern California 14,675 7 1.44%13,500 4 1.56% Cisco Systems Inc.10.847 8 1.07%16,494 1 1.90% Applied Materials Inc.8,500 9 0.84%* * City of San Jose 7,627 10 0.75%5,495 9 0.63% Lockheed Martin Space Systems Co.**6,800 8 0.79% Intel Corporation * * 5,400 10 0.62% Total 182,684 17.97%108,558 12.54% County of San Mateo 3 20214 2013 Employer Number of Employees Rank Percentage of Total Employment Number of Employees Rank Percentage of Total Employment Meta (Facebook, Inc.)15,407 1 3.51%2,865 7 Genentech Inc. 12,000 2 2.73%8,800 2 2.37% Oracle Corp. 9,147 3 2.08%6,524 3 2.43% United Airlines 7,894 4 1.80%10,000 1 1.89% County of San Mateo 5,705 5 1.30%5,929 4 1.57% Gilead Sciences, Inc.4,190 6 0.95% YouTube 2,384 7 0.54% Sony Interactive Entertainment 1,855 8 0.42% Alaska Airlines 1,591 9 0.36% Electronic Arts Inc.1,478 10 0.34% Visa/USA/Visa International 2,895 6 1.06% Kaiser Permanente 3,911 5 1.00% Mills-Peninsula Health Services 2,200 9 0.76% Safeway, Inc. 2,195 10 0.67% Total 57,882 14.03%47,915 12.33% *Information not available Data Sources 1 Silicon Valley Business Journal, July 8-14, 2022 2 County of Santa Clara Finance Department. FY2012-13 CAFR 3San Francisco Business Times–2022 Book of Lists and California Employment Development Department 4Latest information available for principal employers in the County of San Mateo 13Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n Resolution No. 23-XX 14 Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 1 • In t r o d u c t i o n 15Section 1 • Budget and Action Plan FY24 Attachment 1 - Exhibit A The Government Finance Officers Association (GFOA) of the United States and Canada presented a Distinguished Budget Presentation Award to Midpeninsula Regional Open Space District for its annual FY23 budget. To receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, financial plan, operations guide and communications device. This award is valid for a period of one year only. We believe our current FY24 budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for an award. 16 Section 1 • Budget and Action Plan FY24 Se c t i o n 1 • In t r o d u c t i o n Attachment 1 - Exhibit A Fremont Older Open Space Preserve (Karl Gohl) Section 2 Budget Summary and Overview 17Section 2 • Budget and Action Plan FY24 Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Budget Summary and Overview The Midpeninsula Regional Open Space District’s (Midpen) Proposed FY24 Budget reflects Midpen’s priorities established by the Board of Directors (Board) in December 2022 as part of its annual Strategic Plan update. Based upon these priorities, staff prepared the FY24-FY26 Three-Year Capital Improvement and Action Plan (included in Section 3: Capital Improvement and Action Plan) for Board approval. Subsequently, staff developed a detailed budget by department and fund, which is included in the current section and Section 4: Department Summaries. F Y 2 4 F I N A N C I A L O V E R V I E W Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are funded by five distinct funds, four of which are major governmental funds: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance expenses, debt service, and non-capital projects (Fund 10 is a major fund).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 20: Hawthorns. This endowment fund may only be used for expenses required to maintain the value of the property gifted to Midpen by the Woods family (Fund 20 is reported as part of Fund 10 General Fund in audited financial statements).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the top 25 priority Vision Plan Project Portfolios are eligible for Measure AA (MAA) funding (Fund 30 is a major fund).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 40: General Fund Capital. This includes vehicles, equipment, and facilities, as well as capital projects and land acquisitions that are either not eligible for MAA funding or are beyond what MAA is able to fund (includes projects from the 54 Vision Plan priority Project Portfolios) (Fund 40 is a major fund).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 50: Debt Service Fund. This includes payments on all Midpen-issued debt, both public and private (Fund 50 is a major fund).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower percentage of the total budget (55%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 28% of the budget and debt service totals 17%. 18 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY24 or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level. FY24 Budget by Fund FY24 Change in Fund Balance Fund 10 General Fund Operating Fund 20 Hawthorns Fund 30 Measure AA Capital Fund 40 General Fund Capital Fund 50 Debt Service Total Revenue Property Tax Revenues $66,497,000 $5,449,000 $71,946,000 Grants (Awarded)1,353,000 4,781,010 239,000 6,373,010 Interest Income 2,264,000 60,000 662,000 90,000 3,076,000 Rental Income 1,525,645 1,525,645 Rental Income (5050 El Camino Real) 312,288 312,288 Rancho San Antonio Agreement 410,732 410,732 Miscellaneous 100,000 100,000 Total Revenues 72,462,665 60,000 5,443,010 239,000 5,539,000 83,743,675 Other Funding Sources Bond Reimbursements 7,357,637 7,357,637 Hawthorns Funds (22,800)(22,800) Assigned Fund Balance Transfers 0 Committed for Infrastructure Transfer 0 Committed for Future Acquisitions & Capital Projects (2,062,386)(2,062,386) Committed for Capital Maintenance (2,059,535)(2,059,535) Unassigned Fund Balance (4,014,200)(4,014,200) General Fund Transfers (18,838,051)10,057,776 8,780,275 0 Total Other Funding Sources (26,974,171)(22,800)7,357,637 10,057,776 8,780,275 (801,283) Grand Total: Revenues & Other Funding Sources 45,488,494 37,200 12,800,647 10,296,776 14,319,275 82,942,392 Expenses Operating 41,490,722 37,200 41,527,922 Labor Reimbursement (619,981)(619,981) Capital & Projects 4,617,753 12,800,647 10,296,776 27,715,176 Debt Service (General Fund Debt)8,870,275 8,870,275 Debt Service (Measure AA Debt)5,300,988 5,300,988 Total Expenses 45,488,494 $37,200 $12,800,647 $10,296,776 $14,171,263 $82,794,380 Change in Fund Balance $0 $0 $0 $0 $148,012 $148,012 19Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Revenues Midpen’s FY24 revenue estimate totals $83.7 million, a decrease of $12.1 million from the FY23 amended of $95.8 million. The vast majority of revenue, 86% or $71.9 million, comes from property tax receipts and represents a total increase of 4% from FY23. The increase in property tax revenue reflects a robust real estate market in the San Francisco Bay Area, despite the effects of the post COVID-19 pandemic economy. Grant revenue from secured grants is lower in FY24 compared to FY23 by $6.5 million due to a substantial $9.9 million received in late June for the Cloverdale acquisition (MAA13-003). Interest income is projected to increase by $1.4 million. Rental Income and Other is projected to decrease by $10.1 million due in large part to two revenue sources that will be received earlier than expected, by the end of FY23 versus in FY24. These two revenue sources arise from the $10.4 million sale of the former 330 Distel Circle Administrative Office and $9.9 million in outside grant funds that will be received for the Cloverdale acquisition (MAA13-003) by June 2023 (these two sources are therefore now posted to FY23 versus FY24). Note that Other Revenues refers to anything that doesn’t fall under the other three categories, such as donations, camping fee payments, insurance claims, etc. The chart below provides a breakdown of projected FY24 revenue by source. FY24 Revenue by Source ● Property Tax (86%) ● Grants (7%) ● Interest (4%) ● Rental Income and Other (3%) Property Tax Grants Interest Rental Income & Other*Total Amount $71,946,000 $6,373,010 $3,076,000 $2,348,665 $83,743,675 Percent 86%7%4%3%100% *Other Revenues consist of donations, permits, merchandise sales and other miscellaneous revenues. Total Revenue Trend (in millions) $ 95 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 90 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 85 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 80 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 75 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 70 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 65 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 60 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 55 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 45 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 35 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 25 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 15 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 5 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— FY19 Actual FY20 Actual FY21 Actual FY22 Actual FY23 Updated Estimate FY24 Projected ■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other 20 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Revenue FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Updated Estimate FY24 Projected Property Tax $54,395,054 $57,282,061 $62,545,468 $64,409,628 $68,852,000 $71,946,000 Grants 1,874,272 3,262,087 2,815,930 3,884,075 12,889,865 6,373,010 Interest Income 3,627,639 2,307,192 1,978,946 (896,478) 1,643,000 3,076,000 Rental Income and Other 3,442,075 2,916,880 3,305,560 2,332,512 12,426,400 2,348,665 Total $63,339,040 $65,768,220 $70,645,902 $69,729,737 $95,811,265 $83,743,675 The following graph depicts the historical and projected trend for General Fund property tax revenues (excluding MAA ad valorem levy for debt service). Property Tax Trend (in millions) $ 70 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 60 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————————————————————————————————————————————————————— FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 Actual Actual Actual* Actual Actual Actual Actual Actual Actual Updated Projected Estimate *FY16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1. Santa Clara Valley and the Peninsula continue to see high real estate prices where demand for housing exceeds supply. Additionally, the maximum allowed inflation adjustment factor of 2% is applied to the base value of eligible properties. Correspondingly, General Fund property tax revenues (excluding the Measure AA Ad Valorem levy) are projected to have a healthy growth rate of 5% from FY23 to FY24 and 4% annually for the future years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new construction information, which are provided by the County Assessors’ offices in San Mateo and Santa Clara counties. 2020-2024 General Fund Tax Revenue Actual FY20 Actual FY21 Actual FY22 Budget FY23 Updated Estimate FY23 Budget FY24 % Increase* Santa Clara County Current Secured $31,381,565 $33,817,054 $35,602,710 $38,664,000 $38,362,000 $40,472,000 5.5% Current Unsecured 2,064,710 2,179,811 2,021,764 2,140,000 2,111,000 2,153,000 2.0% Total Santa Clara County 33,446,275 35,996,866 37,624,474 40,804,000 40,473,000 42,625,000 5.3% San Mateo County Current Secured 14,369,471 15,836,224 17,343,424 18,297,000 18,365,000 19,467,000 6.0% Current Unsecured 646,610 1,319,653 24,591 542,000 568,000 579,000 1.9% Total San Mateo County 15,016,082 17,155,876 17,368,015 18,839,000 18,933,000 20,046,000 5.9% Supplement + HOPTR 2,211,617 2,944,895 2,755,723 1,350,000 1,908,000 1,784,000 -6.5% Redevelopment 1,381,765 1,012,815 1,090,879 1,411,000 2,042,000 2,042,000 0.0% Total Tax Revenue $52,055,738 $57,110,452 $58,839,091 $62,404,000 $63,356,000 $66,497,000 5.0% *Percentage increase compares FY23 Updated Estimate to FY24 Budget. 21Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Expenditures FY24 expenditures total $82.8 million, reflecting a net total budget decrease of 1% as compared to the FY23 adopted budget. The primary decrease is in Fund 50 Debt Service due to having paid off two debt service obligations in FY23. However, the General Fund 40 Capital budget is increasing by $3.4 million compared to the FY23 adopted budget. This increase is primarily driven by repair work needed to mitigate the unprecedented storm damage Midpen lands sustained during the 2022-2023 strong winter storms. Consistent with Midpen’s practice over the last several fiscal years, land acquisitions will be budgeted if the transaction has great certainty, otherwise the budget is amended at the time of purchase. The land budget only accounts for appraisals and other costs associated with property purchase research and early negotiations. FY24 Budget by Fund ● Fund 10–General Fund Operating (55%) ● Fund 20–Hawthorns (<1%) ● Fund 30–MAA Land/Capital (15%) ● Fund 40–General Fund Land/Capital (12%) ● Fund 40–General Fund Land/Capital One Time Expenses (<1%) ● Fund 50–Debt Service (17%) Midpen Budget by Funding Source FY22 Actuals FY23 Adopted Budget FY24 Proposed Annual Budget $ Change From FY23 Adopted Budget % Change From FY23 Adopted Budget Fund 10–General Fund Operating $34,889,145 $42,665,113 $45,488,494 $2,823,381 7% Fund 20–Hawthorns 14,439 37,200 37,200 0 0% Fund 30–MAA Land/Capital 5,969,148 10,407,114 12,800,647 2,393,533 23% Fund 40–General Fund Land/Capital 2,708,518 6,784,600 9,831,776 3,047,176 45% Fund 50–Debt Service 16,044,888 23,943,488 14,171,263 (9,772,225)-41% Subtotal Midpen Budget 59,626,138 83,837,515 82,329,380 (1,508,135)-2% Fund 40–General Fund Land/Capital One Time Expenses 16,821,007 146,000 465,000 319,000 218% Total Midpen Budget $76,447,145 $83,983,515 $82,794,380 ($1,189,135)-1% 22 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w The following chart depicts actual and projected expenditures over a five-year period by fund. Expenditures Trend (in millions) $ 100 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 90 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 80 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 70 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 60 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 50 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 40 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 30 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 20 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 10 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 0 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— FY20 Actual FY21 Actual FY22 Actual FY23 Adopted FY23 Amended FY24 Projected ■ Fund 10–General Fund Operating ■ Fund 20–Hawthorns ■ Fund 30–MAA Land/Capital ■ Fund 40–General Fund Land/Capital ■ Fund 40–General Fund Land/Capital One Time Expenses ■ Fund 50–Debt Service F U N D 10 – G E N E R A L F U N D O P E R A T I N G The General Fund Operating budget increase of 7%, or $2.8 million, includes Salaries and Benefits as well as Services and Supplies. Net Salaries and Benefits represent $1.8 million of the Fund 10 increase; this is due to new proposed positions (described further below), the annualized cost of new positions that were added in FY23, cost-of-living- adjustments, and annual salary step and benefit increases. Services and Supplies increased by $1 million. This reflects an increased effort to reduce fire fuels and increase wildland fire resiliency work, as well as working on mitigating storm damage caused in FY23. F U N D 2 0 – H A W T H O R N S The Hawthorns fund includes funding for fuel reduction and fire clearance work, as well as pest control work to prevent deterioration of historic resources. Potential major work on the historical structures is awaiting Board direction as Midpen develops potential disposition options for the 13 structures based in part on the recent findings of a structural assessment—these options are planned to come before the Board for review in late 2023. Board decisions on each structure will generate future implementation projects with budgets that will be added to this or future fiscal year workplans. F U N D 3 0 – M E A S U R E A A L A N D / C A P I T A L The Measure AA (MAA) Capital Fund increase of 23%, or $2.4 million, in projected annual expenses reflects the upfront inclusion of a previously approved land acquisition project (Eberhard Property). Normally, budget adjustments for the purchase cost of land acquisitions are made at the time of approval, given the speculative nature of land negotiations and approvals. Excluding the land acquisition project, the MAA Capital Fund is decreasing by 9%, or $0.9 million as many large projects are in their completion phase. In total, the proposed CIAP includes 33 MAA projects, including the completion of the following three projects: Bear Creek Redwoods Phase II Trail Improvements, Alpine Road Regional Trail repairs in Coal Creek, and the La Honda Creek White Barn Structural Rehabilitation. Additional projects include the conservation of important coastal agricultural and upper watershed lands (including closing escrow on the Eberhard Property), progress on furthering the Highway 17 Wildlife and Trail Crossing project, the next phase of work for the Restoration Forestry Demonstration project, and development of the Hawthorns Area Plan. 23Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w F U N D 4 0 – G E N E R A L F U N D L A N D / C A P I T A L The General Fund Land/Capital budget is increasing by $3.4 million compared to the FY23 adopted budget. The increase is primarily driven by the unprecedented storm damage sustained in late 2022 and early 2023 given the multiple atmospheric river events experienced in the Bay Area. After cyclonic winds and record-setting rains, Midpen is now facing approximately $8.4 million in repair work and many repair projects, 13 of which are storm damage projects, 11 of which were recently added to the proposed FY24 budget and Capital Improvement and Action Plan (storm damage scope was added to 2 existing projects). Much of this work is anticipated to be accomplished using FEMA disaster relief funds. F U N D 5 0 – D E B T S E R V I C E The Debt Service Fund for FY24 decreased by approximately $9.8 million from FY23, or 41%. In FY23, a large debt service payment of $6.4 million was made to retire the remaining balance of the 2017 Parity Bonds (Series B) upon the 5-year call date in December. This is being paid by the proceeds from the sale of the 330 Distel Circle building (the former main Administrative Office site). E X P E N D I T U R E S U M M A RY For FY24, operating expenses are expected to increase at a moderate rate; the inclusion of three net regular full-time positions and budgeting for two more interns supports continued project and program delivery of Midpen’s mission to the public. On the following page, the first table illustrates the breakdown of the FY24 budget by fund and breaks out the General Fund between salaries and services and supplies. The second table breaks out the budget by department. Additional budget information is provided in Section 4: Department Summaries. 24 Section 2 • Budget and Action Plan FY24 Long Ridge Open Space Preserve (Shari Horton) Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w FY24 Budget by Fund and Expenditure Type Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change From FY23 Adopted Budget % Change From FY23 Adopted Budget Salaries and Benefits $25,963,012 $30,988,161 $32,784,484 $1,796,323 6% Less: MAA Reimbursable Staff Costs (397,294)(669,235)(619,981)49,254 -7% Net Salaries and Benefits 25,565,718 30,318,926 32,164,503 1,845,577 6% Services and Supplies 9,323,427 12,346,187 13,323,991 977,804 8% Total Operating Expenditures 34,889,145 42,665,113 45,488,494 2,823,381 7% Hawthorns Operating 189 37,200 37,200 0 0% Hawthorns Capital 14,250 0 0 0 0% Total Hawthorns Expenditures 14,439 37,200 37,200 0 0% Measure AA Capital (Fund 30) 5,631,050 10,317,114 9,348,467 (968,647)-9% General Fund Capital (Fund 40)2,615,804 6,273,600 9,481,776 3,208,176 51% General Fund Capital (Fund 40)–One Time Expenses 16,821,007 146,000 465,000 319,000 218% Total Capital Expenditures 25,067,860 16,736,714 19,295,243 2,558,529 15% Measure AA Land and Associated Costs (Fund 30) 338,098 90,000 3,452,180 3,362,180 3736% General Fund Land and Associated Costs (Fund 40) 92,715 511,000 350,000 (161,000)-32% Total Land and Associated Costs 430,813 601,000 3,802,180 3,201,180 533% Debt Service 16,044,888 23,943,488 14,171,263 (9,772,225)-41% Total Debt Service (Fund 50)16,044,888 23,943,488 14,171,263 (9,772,225)-41% Total Midpen Budget $76,447,145 $83,983,515 $82,794,380 ($1,189,135)-1% FY24 Budget by Department Midpen Budget by Department FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change From FY23 Adopted Budget % Change From FY23 Adopted Budget Administrative Services Business Line $7,428,694 $8,401,683 $9,192,833 $791,150 9% Engineering and Construction 7,090,080 11,420,286 11,051,046 (369,240)-3% General Counsel 767,210 1,019,996 1,041,173 21,177 2% General Manager 1,894,382 2,550,603 2,567,282 16,679 1% Land and Facilities 10,720,326 13,832,383 18,918,414 5,086,031 37% Natural Resources 4,022,833 7,245,067 7,678,440 433,373 6% Planning 2,525,569 3,042,686 3,186,876 144,190 5% Public Affairs 2,030,710 2,185,311 1,725,382 (459,929)-21% Real Property 1,282,469 1,520,275 4,737,797 3,217,522 212% Visitor Services 5,818,980 8,675,737 8,058,876 (616,861)-7% Debt Service 16,044,888 23,943,488 14,171,263 (9,772,225)-41% Total Midpen Budget 59,626,138 83,837,515 82,329,380 (1,508,135)-2% One Time Expense: Fund 40 Land/Buildings 16,821,007 146,000 465,000 319,000 218% Grand Total: Midpen Budget $76,447,145 $83,983,515 $82,794,380 ($1,189,135)-1% 25Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Staffing Midpen staffing for FY24 is budgeted for 195.65 Full Time Equivalents (FTE), representing a recommended increase of the equivalent of three net regular full-time positions (FTEs) as compared to the FY23 adopted staffing level of 191.45 FTEs. The FY24 budget also includes funds for two more interns and more seasonal open space technicians than budgeted for in FY23. Activity since the inception of the Financial and Operational Sustainability Model (FOSM), which was approved in 2014 is summarized in the first table in this section. Consistent with the FOSM, the recommended new FTEs are within the agencywide anticipated total growth numbers. Regular Positions by Department Department FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Services Business Line 26.25 26.25 27.25 29.25 31.25 2.00 Engineering and Construction 7.00 7.00 7.00 7.00 7.00 0.00 General Counsel 3.50 4.00 4.00 4.00 4.00 0.00 General Manager 8.00 8.00 8.00 8.00 8.00 0.00 Land and Facilities 49.00 49.00 51.00 54.00 54.00 0.00 Natural Resources 11.00 11.00 11.00 12.00 12.00 0.00 Planning 11.00 11.00 11.00 11.00 11.00 0.00 Public Affairs 8.00 7.00 7.00 7.00 7.00 0.00 Real Property 5.00 5.00 5.00 5.00 5.00 0.00 Visitor Services 41.00 41.00 42.00 44.00 45.00 1.00 Subtotal FTE 169.75 169.25 173.25 181.25 184.25 3.00 Seasonals 10.20 10.20 10.20 10.20 11.40 1.20 Total FTE 179.95 179.45 183.45 191.45 195.65 4.20 Interns and limited term positions are not included in the FOSM projections or the regular FTE positions table. A separate table for interns and limited term positions is show below. A D M I N I S T R A T I V E S E R V I C E S B U S I N E S S L I N E Senior Grants Technician (net 0.5 FTE) This request would create a full-time technician for the Grants Program, which is currently shared half-time with Procurement. Making this position full-time would support the growth of the Grants Program by maintaining active grants, coordinating the Grantmaking Program (e.g., solicitations and proposal review process), assisting with contracts for grant writers, assisting with grant applications, and sourcing information (both internal and external) to include in grant applications and solicitations. The Grants Program continues to expand the amount of funds it brings to Midpen and is now applying to many more grant programs and establishing connections with non-traditional sources of funding. This growth requires additional administrative support to manage new task orders for grant writers, coordinate reimbursement requests, prepare/submit quarterly reports for grant funded projects, track multiple grants for large projects, ensure compliance of grant deliverables and agreement requirements, as well as process payments and deliverables for Midpen’s Grantmaking Program awards. 26 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Senior Procurement Technician (net 0.5 FTE) This request would create a full-time technician for Procurement, which is currently shared half-time with Grants. Making this position full-time would (1) ensure that the position remains sufficiently focused to support procurement needs and (2) increase the level of procurement support in preparing and routing purchase orders and contracts, verifying data for accuracy, and entering data into the enterprise resource planning (ERP) system. The demands of the Grants Program have absorbed much of the current half-time position, severely limiting the capacity of the Procurement Program to support the number of contracts and purchase orders generated, track the expiration dates of contracts and contingency spending amounts, assist with managing online solicitations, track internal electronic contract routing, and support trouble-shooting related to the transition to a new enterprise resource planning (ERP) system. The current limited capacity of the incumbent is creating prolonged posting solicitations and delays in routing contracts for processing and entering contracts and purchase order in the ERP system, which ultimately delays project and program delivery throughout Midpen. Senior Technologist (1 FTE) The Senior Technologist would support the Information Systems & Technology (IST) Department by implementing cybersecurity projects and performing complex technical support on Midpen computer systems. This position will play a crucial role in ensuring the smooth operation of IT systems. Key responsibilities include maintaining systems, ensuring technology security, optimizing staff processes, and minimizing user downtime. The goal is to ensure the technology infrastructure (hardware, software, systems) is reliable, secure, and enables the organization to operate effectively. In the past five years, Midpen has rapidly advanced its technology to meet the evolving needs of the organization. These new systems (including cloud-based, remote/hybrid systems) that are located and utilized across five offices plus remote stations (including ranger vehicles) and have a higher level of technical complexity that has increased the workload for IT staff. V I S I T O R A N D F I E L D S E R V I C E S B U S I N E S S L I N E Ranger (Overfill, 1 FTE) Over the last four years Midpen has recruited at least once a year for rangers and this trend is expected to continue. Filling a ranger vacancy takes 15 to 18 months, from recruitment to the time they are released from training when they can patrol as a solo ranger. The extensive recruitment and hiring process includes interviews, background checks, meeting the requirements of the conditional job offer, and completion of both the ranger academy and Midpen field training program. Having a second overfill ranger would allow Midpen to place them in a vacant position immediately and/or deploy them to ensure sufficient geographic coverage and minimum staffing levels in response to extended leaves of absence due to injury, family medical leave, or internal promotions, resignations, or the need to place rangers on a light-duty assignment. Ranger staffing is based on a seven-day-a-week shift coverage with very little room to absorb unexpected shift shortages or vacancies. This position would provide added relief capacity for these ongoing challenges. Interns and Limited Term Positions by Department Department FY20 FY21 FY22 FY23 FY24 Change from FY23 Administrative Services Business Line 2 2 1 2 3 1 Engineering and Construction 0 0 0 0 1 1 General Counsel 0 0 0 0 0 0 General Manager 0 0 0 0 0 0 Land and Facilities 0 0 0 0 0 0 Natural Resources 2 2 2 2 2 0 Planning 0 0 2 2 2 0 Public Affairs 0 0 2 3 2 -1 Real Property 0 0 0 0 0 0 Visitor Services 1 1 1 0 0 0 Total FTE 5 5 8 9 10 1 27Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w I N T E R N S H I P P R O G R A M The budget also includes funding to expand Midpen’s limited-term internship program, which is proving to be an effective tool in furthering the agency’s Diversity, Equity, and Inclusion goals, establishing a recruitment pipeline for entry-level positions, and providing project and program level support for the agency. The Internship Program is designed to provide motivated college students and recent graduates with a unique learning experience in local government. Interns can expect to work alongside and learn from seasoned Midpen employees and contribute their talents to a variety of projects. Two new interns, one in the Project Planning and Delivery business line (within the Engineering and Construction Department) and one in the Finance & Administrative Services business line (within the GIS Program of the Information Systems & Technology (IST) Department), are proposed to be added in FY24 for a total of ten interns across several departments. Proposed New Interns (2) Engineering and Construction Department (1 Intern) Under close guidance of seasoned project management staff, the Engineering and Construction Intern would support professional level engineering and construction project management activities, including the design and implementation of capital improvement and natural resource preservation and protection projects; coordinate project related assignments with other Midpen staff, outside consultants, contractors and regulatory agencies; assist with bidding process and construction efforts; and perform related work as required. Geographic Information Systems in the IST Department (under Administrative Services Business Line) (1 intern) The GIS Intern would gain experience in cartography, data collection/management, web/software support, and customer service by performing entry level GIS services that support Midpen operations and projects. The GIS Intern would support the GIS mapping and data entry needs of Vision Plan and Measure AA projects and of field-related programs, including the tracking of fuel and vegetation treatment related to the Wildland Fire Resiliency and Integrated Pest Management Programs. Current Intern Roster (8) Human Resources Department (1 intern) The Human Resources (HR) Intern gains valuable work experience and exposure to various HR functions and the public sector, including: recruitment, selection and retention activities; onboarding and offboarding employees; staff training, staff development and recognition; research of employee benefits; HR metrics and demographics tracking, analysis and reporting; policy research; assistance with compensation studies; data entry into the Human Resources Information System (HRIS) and employee/customer service. Interns participate in the HR functions in the lifecycle of Midpen employees and provide a myriad of HR support. The interns receive feedback, coaching and practical experience needed to advance as a professional in Human Resources. Information Systems and Technology Department (1 intern) The IST intern is exposed to government information technology. They gain applicable experience to prepare them for an IT Technician job. This intern also participates in new cybersecurity projects, software integration and provide hands-on helpdesk support. In addition, they are exposed to contracting and overall IT management processes. The move to the new administrative office required additional IT systems and assets to manage the ‘smart’ building, providing additional IT learning opportunities. Natural Resources Department (two interns) The Wildlife Biology Intern assists with essential projects and programs like the wildlife camera program, the mountain lion collaring project, and wildlife monitoring, including purple martin monitoring at Mt. Thayer, California red-legged frog monitoring and other biological monitoring to support capital and routine work. The intern also assists with reviewing and preparing permits for outside researchers. Training is provided in a variety of wildlife identification and field survey techniques as well as desktop review of wildlife imagery and data entry and management. 28 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w The Conservation Biology Intern assists with essential projects and programs like the Conservation Grazing Program, Mitigation and Monitoring Programs, and capital improvement projects as a biological monitor. Training is provided in a variety of natural resource identification and field survey techniques. In addition, the intern assists with the Request for Qualifications and Proposals and/or Requests for Bids process as needed. Planning (two interns) Planning interns are trained to conduct data collection/entry and site verification and photo documentation in the field (50%-60%), assisting Midpen Planners and GIS staff with critical projects such as the Trail Information Project and Historic Resources Library/Database. The Planning Interns also work on a broad range of duties, responsibilities and assignments balancing field work, online research and analysis, the application of computer and GIS skills, and support public meetings to round out their exposure to Planning. Public Affairs (two interns) Interns are engaged with supporting outreach and event planning; editorial planning; digital content management; and public/media relations planning. Interns learn and practice project management skills; strategic content creation; interviewing skills; and public engagement strategies. The summer/fall Public Affairs interns work on a wide variety of assignments and projects, including: research and writing for publications; creating social media posts and campaigns; creating and updating website content; drafting, proofreading and production of various informational materials; and special projects. The winter/spring Public Affairs intern work on a wide variety of assignments and projects, including: research and writing for publications; creating social media posts and campaigns; creating and updating website content; drafting, proofreading and production of various informational materials; and supporting governmental relations projects. C O M P E N S A T I O N A N D B E N E F I T S Salaries and benefits make up the largest component of expenditures, estimated at 39% of total FY24 expenditures. This category includes all personnel-related costs. Midpen has two represented groups: Midpeninsula Regional Open Space District Field Employees Association and the Midpeninsula Rangers Peace Officers Association. The remaining unrepresented employees are Office, Supervisory and Management Employees. Midpen’s Board-adopted Classification and Compensation Plan outlines all position titles, step range number (6-59), and salary ranges, and is available on the organization’s website. Midpen contracts with the California Public Employee's Retirement System for retirement pension benefits. Midpen’s retirement formulas are 2.5% @ age 55 for “Classic” members and 2% @ age 62 for “New” members. Staff may participate in optional deferred compensation plans. Midpen provides health insurance coverage to all its full-time employees and their dependents. The health insurance program is administered by CalPERS where a variety of medical plans are available for the employee’s selection. There is also a cash-in-lieu benefit for those who opt out of a medical plan. Additional health benefits include full dental insurance coverage for employees and their eligible dependents (Delta Dental), including 60% orthodontia coverage, and full vision insurance for employees and their dependents (VSP). Other insurances provided include Life, AD&D, Long Term Disability, supplemental life, SDI, paid family leave and workers’ compensation. Additional benefits include a Midpen-paid employee assistance program, vacation starting at 15 days per year, 3 days of personal leave per year, administrative leave (if eligible), 12 paid holidays and up to 12 days of sick leave per year. Optional benefits that staff may take advantage of include flexible spending plans, commuter incentive program, tuition reimbursement programs, and supplemental life insurance. In addition, Midpen is a strong advocate for training and provides numerous opportunities for employees throughout the year. Midpen pays $380 per month toward CalPERS retiree medical, which is above the PEMHCA minimum amount of $151 per month (a lifetime benefit). 29Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w FOSM Projections and Staffing Growth Business Line FOSM Projected Growth by 2020 Positions approved through 2020 FOSM Projected Growth between 2020 to 2045 Previously approved Recommended New FY24 Permanent Positions Remaining FOSM Projected Positions through 2045 Planning and Project Delivery 10 to 13 10 TBD / 4 0 0 TBD / 4 Visitor and Field Services 20 to 25 29 37 to 45 9 1 27 to 35 Finance and Administrative Services 9 to 11 11 6 to 8 2 2 2 to 4 General Manager’s Office 2 2 0 0 0 0 Total 41 to 51 52 43 to 57 11 3 29 to 43 F U T U R E G R O W T H I N S T A F F I N G The 2015 FOSM initially projected growth in Midpen staffing from 2014 through 2020, with a second growth phase from 2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. The FOSM also projects growth in Midpen staffing between 2020 and 2045 of up to an additional 57 new positions, for a grand cumulative total of up to 108 positions. Since December 2014, 52 new positions have been approved by the Board, completing the first growth phase. Since June 2022, 11 new positions have been approved by the Board and the equivalent of 3 more are proposed now in the second growth phase. The above recommendations, if approved by the Board, would raise the total regular new full-time equivalent positions since 2014 to 66. Considering the magnitude of Midpen’s restructuring as of 2014, it has been important to spend time working with the expanded organization to evaluate how the synergies among new capacities provide added efficiencies and expand access to outside revenue sources. In FY23, almost 10 years after the 2015 FOSM study, Midpen started the process of updating the FOSM based on new information, commitments, programs, projects and acquisitions to provide an modernized roadmap with refreshed metrics to guide future growth. Based on the FOSM update and related reforecast of Midpen’s 30-year financial model, future additional positions would be submitted for Board consideration as part of new fiscal year budget approvals. Such additional position requests would remain consistent with the updated FOSM projections and the re-forecasted 30-year fiscal model to ensure long-term financially sustainability. 30 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 31Section 2 • Budget and Action Plan FY24 Hawthorns Fund Hawthorns, a 79-acre historic estate named for the flowering hawthorn bushes that once lined its boundary, is one of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, Midpen received a gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity. The FY24 annual budget for the Hawthorns endowment totals $37,200, which is the same as the FY23 adopted budget. Capital repairs are on the historical structures is awaiting Board direction as Midpen develops potential disposition options for the 13 structures based in part on the recent findings of a structural assessment—these options are planned to come before the Board for review in late 2023. Board decisions on each structure will generate future implementation projects with budgets that will be added to this or future fiscal year workplans. Other maintenance efforts to mitigate deterioration of the structures and to maintain defensible space, as required by the Woodside Fire Protection District, are included in the $37,200 operating budget. The endowment fund balance at the end of FY24 is projected to be $1,587,622 as shown below. Hawthorns – Projected Cash Balance Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance Hawthorns Fund Original Endowment $2,018,445 Actual: FY12 through FY17 $63,815 ($546,389)1,535,871 FY18 Actual 5,147 (40,412)1,500,606 FY19 Actual 63,321 (30,888)1,533,039 FY20 Actual 66,906 (12,838)1,587,107 FY21 Actual 13,500 (23,186)1,577,421 FY22 Actual (57,960)(14,439)1,505,022 FY23 Estimated Actual 60,000 (200)1,564,822 FY24 Projected 60,000 (37,200)1,587,622 Projected Ending Balance $1,587,622 Windy Hill Open Space Preserve (Midpen Staff) Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 32 Section 2 • Budget and Action Plan FY24 Measure AA Projects In June 2014, voters approved Measure AA (MAA), a $300 million general obligation bond to protect natural open space lands; open preserves or areas of preserves to the public; construct public access improvements such as new trails and staging areas; and restore and enhance open space land, forests, streams, watersheds and coastal ranch areas. Projects are grouped in 25 key project portfolios organized by geographic area within the District’s boundaries. Midpen began using MAA funds in 2014. FY24 will mark the tenth year of funding. As of June 30, 2023, an estimated $88.4 million in MAA funds will be expended and the proposed FY24 budget brings the total to $95.2 million, or 31.7% of the $300 million bond. The table below summarizes the estimated expenditures by project portfolio. The expenditures relative to each portfolio allocation, including life-to-date estimate at June 30, 2023, the amounts budgeted for FY24, and the amount remaining for each allocation net of grants awarded, are illustrated in the Measure AA Projects Budget Overview graph below and the table on the following page. Measure AA Expenditures by Fiscal Year (in millions) $ 0 5 10 15 20 25 FY15 Actual $5.4 FY16 Actual $15.3 FY17 Actual $16.9 FY18 Actual $12.0 FY19 Actual $10.9 FY20 Actual $8.0 FY21 Actual $12.4 FY22 Actual $6.0 FY23 Adopted $10.4 FY23 Amended $22.3 FY24 Projected $12.8 Total expenditures are not net of grants awarded. Measure AA Expenditures by Portfolio (in millions) $ 60 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 50 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 40 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 30 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 20 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 10 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 0 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MAA Portfolio Number ■ Total Life-to-Date Through 6/30/23 ■ FY24 Budget ■ Remaining Portfolio Balance as of 6/30/24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 33Section 2 • Budget and Action Plan FY24 Measure AA Projects Budget Overview Tier 1 Vision Plan Priority Actions Although some of the portfolios show little or no expenditures to date, many projects are underway but are currently a Vision Plan project until they are considered capital projects and hence MAA eligible. In addition, land purchase costs are budgeted only upon Board approval. Information on all MAA accomplishments as of FY22 can be found in the Measure AA Bond Annual Accountability Report. MAA#Measure AA Portfolio Expenditure Plan (Adopted 2014) Total Life-To- Date Estimate through 6/30/23 FY24 Proposed Balance Remaining % Expended 01 Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration and Agriculture Enhancement $27,774,000 $607,060 ($566,085)$27,733,025 0.1% 02 Regional: Bayfront Habitat Protection and Public Access Partnership 5,052,000 3,422,368 $60,000 1,569,632 68.9% 03 Purisima Creek Redwoods: Purisima-to-Sea Trail, Watershed Protection and Conservation Grazing 7,608,000 7,599,642 $577,913 (569,555)107.5%* 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects 8,376,000 966,168 0 7,409,832 11.5% 05 La Honda Creek: Upper Area Recreation, Habitat Restoration and Conservation Grazing Projects 11,733,000 3,619,933 2,058,244 6,054,823 48.4% 06 Windy Hill: Trail Improvements, Preservation and Hawthorns Area Historic Partnership 12,740,000 234,883 293,670 12,211,447 4.1% 07 La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection and Conservation Grazing 14,825,000 12,425,307 205,915 2,193,778 85.2% 08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail 15,347,000 2,153,910 0 13,193,090 14.0% 09 Russian Ridge: Public Recreation, Grazing and Wildlife Protection Projects 5,560,000 628,202 0 4,931,798 11.3% 10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 2,141,960 1,106,763 4,768,277 40.5% 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions 10,811,000 347,352 50,867 10,412,781 3.7% 12 Peninsula/South Bay Cities: Partner to Complete Middle Stevens Creek Trail 1,038,000 0 0 1,038,000 0.0% 13 Cloverdale Ranch: Wildlife Protection, Grazing and Trail Connections 15,712,000 5,971,718 162,500 9,577,782 39.0% 14 Regional: Trail Connections and Campgrounds 3,966,000 0 0 3,966,000 0.0% 15 Regional: Redwoods Protection and Salmon Fishery Conservation 50,728,000 3,110,818 2,291,597 45,325,585 10.6% 16 Long Ridge: Trail, Conservation and Habitat Restoration Projects (Saratoga) 5,140,000 0 65,000 5,075,000 1.3% 17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,646,441 65,000 6,048,559 22.1% 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor 1,365,000 1,164,189 0 200,811 85.3% 19 El Sereno: Dog Trails and Connections 2,254,000 298,187 0 1,955,813 13.2% 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements 13,966,000 920,266 (1,530,009)14,575,743 -4.4% 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects 17,478,000 13,884,396 1,980,034 1,613,570 90.8% 22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects 6,714,000 1,477,890 0 5,236,110 22.0% 23 Sierra Azul: Mount Umunhum Public Access and Interpretive Projects 27,972,000 21,814,891 0 6,157,109 78.0% 24 Sierra Azul: Rancho de Guadalupe Family Recreation 10,078,000 1,591,996 0 8,486,004 15.8% 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails and Habitat Projects 7,986,000 2,398,668 0 5,587,332 30.0% TOTAL MAA Bond $300,000,000 $88,426,245 $6,821,409 $204,752,346 31.7% MAA Portfolio numbers do not coincide with Regional Map locations 1-26. Total life-to-date and proposed expenditures are net of grants awarded. *Pending MAA portfolio reallocation Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 34 Section 2 • Budget and Action Plan FY24 Vision Plan Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed 54 priority action portfolios focused on the various legs of the mission: land protection, habitat restoration, low-intensity recreation, and support of local agriculture. These portfolios were prioritized by the public and approved by Midpen’s Board of Directors in January 2014 as a slate of 25 high-priority project portfolios (of which many are included in the MAA portfolios, which is capped at accomplishing $300M in capital projects over a 30-year term) and 29 additional portfolios to be completed as time and resources allow. Vision Plan Goals ——————————————————————————–––––––––––—————————————————–—————————————————————————————— 1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor exercise in nature.——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2. Cultural and Scenic Landscape Preservation: Conserve the area’s scenery and rich history; provide places for escape and quiet enjoyment.——————————————————————————–––––––––––—————————————————–—————————————————————————————— 3. Healthy Nature: Take care of the land, air, water and soil so that plants and animals thrive and people can receive nature’s benefits.——————————————————————————–––––––––––—————————————————–—————————————————————————————— 4. Connecting with Nature and Each Other: Provide opportunities for people to learn about and appreciate the natural environment and to connect with nature and each other.——————————————————————————–––––––––––—————————————————–—————————————————————————————— 5. Viable Working Lands: Provide viable working lands that reflect our agricultural heritage and provide food and jobs.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Tier 1 represents the top 25 priority actions identified in the Vision Plan (see previous page for a full list of MAA portfolios). Tier 2 includes longer-term priority actions as identified in the Vision Plan. This map identifies the location of both Tier 1 and Tier 2 priority actions, followed by a list of Tier 2 action locations and names. Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 35Section 2 • Budget and Action Plan FY24 T I E R 2 V I S I O N P L A N P R I O R I T Y A C T I O N S Portfolio Location and Name ——————————————————————————–––––––––––—————————————————–—————————————————————————————— 26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————–––––––––––—————————————————–—————————————————————————————— 27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships ——————————————————————————–––––––––––—————————————————–—————————————————————————————— 28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream Restoration, and Regional Trail Connections——————————————————————————–––––––––––—————————————————–—————————————————————————————— 29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————–––––––––––—————————————————–—————————————————————————————— 30 Regional: Support California Coastal Trail——————————————————————————–––––––––––—————————————————–—————————————————————————————— 31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————–––––––––––—————————————————–—————————————————————————————— 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————–––––––––––—————————————————–—————————————————————————————— 33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————–––––––––––—————————————————–—————————————————————————————— 35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————–––––––––––—————————————————–—————————————————————————————— 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————–––––––––––—————————————————–—————————————————————————————— 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————–––––––––––—————————————————–—————————————————————————————— 38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————–––––––––––—————————————————–—————————————————————————————— 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————–––––––––––—————————————————–—————————————————————————————— 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————–––––––––––—————————————————–—————————————————————————————— 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————–––––––––––—————————————————–—————————————————————————————— 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————–––––––––––—————————————————–—————————————————————————————— 45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————–––––––––––—————————————————–—————————————————————————————— 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————–––––––––––—————————————————–—————————————————————————————— 50 Picchetti Ranch: Family Nature Play Program——————————————————————————–––––––––––—————————————————–—————————————————————————————— 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————–––––––––––—————————————————–—————————————————————————————— 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————–––––––––––—————————————————–—————————————————————————————— 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————–––––––––––—————————————————–—————————————————————————————— 54 Sierra Azul: Fire Management——————————————————————————–––––––––––—————————————————–—————————————————————————————— Midpen’s Vision Plan Report and appendices can be found online at: openspace.org/what-we-do/our-vision Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 36 Section 2 • Budget and Action Plan FY24 The following maps identify the location of new trails on Midpen lands since 2014. Most of these trails were accomplished due to available Measure AA funds. Others utilized grant sources, General Fund monies, and/or other contributions. Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w Debt Service L E G A L D E B T L I M I T The legal debt limit for Midpen is based on Section 5568 of the California Public Resources Code, which states that for the purpose of acquiring land or other property, and for constructing or completing any capital improvements, Midpen may incur an indebtedness not to exceed 15% of the assessed valuation of property situated in the District. As of June 30, 2023, the assessed value of all property within the District’s jurisdictional boundaries totaled $332.919 billion, resulting in a legal debt limit of $49.937 billion. In 2017 and 2018, both Standard & Poor’s and Fitch Ratings awarded AAA ratings to Midpen’s new 2017 Green Bonds Refunding, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. All of Midpen’s Refunding Promissory Notes and Bonds remain at AAA as of April 2023 with Stable Outlook. O U T S T A N D I N G D E B T O B L I G A T I O N S As of June 30, 2023, Midpen had the following outstanding debt obligations: Outstanding Debt Obligations Type of Debt Maturity Actual Interest Rate Authorized and Issued Outstanding as of June 30, 2023 2012 Refunding Promissory Notes*2033 3% to 5.44%$8,705,601 $6,580,601 2015 Refunding Promissory Notes 2034 2% to 5%23,630,000 17,100,000 2016 Green Bonds Refunding 2039 3% to 5%57,410,000 36,505,000 2017 Green Bonds Refunding 2038 3% to 5% 25,025,000 25,025,000 General Fund 114,770,601 85,210,601 2015 General Obligation Bonds 2045 1.5% to 5%45,000,000 38,705,000 2018 General Obligation Bonds 2049 2% to 5%50,000,000 43,975,000 Measure AA Fund 95,000,000 82,680,000 Total Debt $209,770,601 $167,890,601 * The 2024–2029 and 2035–2042 maturities of the 2012 Revenue Bonds were refunded through Midpen’s 2017 Green Bonds Refunding. G E N E R A L F U N D B O N D 2012 Revenue Refunding Bonds On January 19, 2012, Midpen advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing $34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities, which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for those bonds has been removed from the long-term debt in the financial statements. 2015 Refunding Promissory Notes (2004 Project Lease) On January 22, 2015, Midpen refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue Bonds by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million of funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015. 2016 Green Bonds Refunding On September 22, 2016, Midpen refunded $44.1 million of the District Financing Authority’s 2007 Series A Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021. 37Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 2017 Green Bonds Refunding (Series A) On December 13, 2017, Midpen advance refunded $11.6 million of the 2012 Revenue Bonds Current Interest Notes and $8.9 million of the 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025 million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022. General Fund Annual Debt Service (in millions) $ 10 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 9 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 8 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 7 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 6 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 5 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 4 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 3 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 2 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 1 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 0 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40 FY41 ■ 2012 Refunding Notes ■ 2015 Refunding Notes ■ 2016 Refunding Green Bonds ■ 2017 Green Bonds (Series A Refunding 2012s) Five-Year General Fund Debt Payment Projection Type of Debt FY24 FY25 FY26 FY27 FY28 2012 Refunding Notes $0 $0 $0 $0 $0 2015 Refunding Notes 1,995,750 1,990,875 2,002,750 1,996,250 2,006,250 2016 Green Bonds Refunding 5,852,325 5,893,575 5,678,075 5,457,200 5,211,700 2017 Green Bonds Refunding (Series A Refunding 2012s)1,022,200 1,022,200 1,343,950 1,342,075 1,344,325 Total 8,870,275 8,906,650 9,024,775 8,795,525 8,562,275 Total General Fund Principal 5,415,000 5,730,000 6,145,000 6,225,000 6,305,000 Total General Fund Interest 3,455,275 3,176,650 2,879,775 2,570,525 2,257,275 Grand Total $8,870,275 $8,906,650 $9,024,775 $8,795,525 $8,562,275 38 Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w M A A B O N D F U N D MAA Tax Levy Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the District. The District receives property tax revenue from Santa Clara and San Mateo counties. The counties are responsible for assessing, collecting and distributing property taxes in accordance with state law. Each year, the levy is calculated based on the assessed value and the debt service amount that Midpen needs to collect. For FY24, the ad valorem property tax levy is projected at $0.0013 per $100 or $1.3 per $100,000 in assessed value. The evolution of the tax levy is as follows: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2015-16 $.0008 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2016-17 $.0006 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2017-18 $.0009 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2018-19 $.0018 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2019-20 $.0016 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2020-21 $.0015 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2021-22 $.0015 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2022-23 $.0013 per $100 of assessed valuation——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2023-24 $.0013 per $100 of assessed valuation (projected)——————————————————————————–––––––––––—————————————————–—————————————————————————————— The following bond issuances are payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014, which approved MAA to authorize the issuance of up to $300 million principal amount of general obligation bonds. 2015 General Obligation Bonds (Series 2015A and 2015B) On August 13, 2015, Midpen issued $40 million of tax-exempt general obligation bonds (Series 2015A) and $5 million of taxable general obligation bonds (Series 2015B). 2018 General Obligation Bonds (Series GO Green Bonds) On February 14, 2018, Midpen issued an additional $50 million of tax-exempt general obligation Green Bonds. 39Section 2 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w MAA Annual Debt Service (in millions) $ 6 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 5 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 4 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 3 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 2 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 1 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— 0 ————————————————————————————————————————————————————————————————————————————————————————————————————————————— ■ Measure AA 2015 Series A (Tax-Exempt) ■ Measure AA 2018 Series GO Green Bonds Five-Year Measure AA Debt Payment Projection FY24 FY25 FY26 FY27 FY28 Measure AA 2015 Series A (Tax-Exempt)$2,570,788 $2,573,163 $2,567,913 $2,569,913 $2,568,913 Measure AA 2018 Series GO Green Bonds 2,730,200 2,721,350 2,720,600 2,717,350 2,716,475 Total 5,300,988 5,294,513 5,288,513 5,287,263 5,285,388 Total Measure AA Principal 1,980,000 2,070,000 2,170,000 2,280,000 2,395,000 Total Measure AA Interest 3,320,988 3,224,513 3,118,513 3,007,263 2,890,388 Grand Total $5,300,988 $5,294,513 $5,288,513 $5,287,263 $5,285,388 Grants Program Midpen recognizes that it cannot accomplish its mission alone. The ambitious goals and objectives set forth by the Vision Plan requires the organization to think strategically about how to broaden its impact, in partnership with the conservation community, and leverage existing revenue sources. These revenue resources can support Vision Plan project priorities, including projects funded by Measure AA to augment funding gaps, including those between the original benchmark Measure AA conceptual cost estimates and present-day cost estimates. In early 2017, Midpen created a formal Grants Program focused on increasing grant revenue for the organization and deepening relationships with external partners. The objective of the Grants Program is to bring in additional revenue to accomplish the Vision Plan project priorities, which include MAA obligations, and work in concert with partner organizations to strengthen the collective impact of the conservation community while remaining responsive to community needs and trends. Midpen will continue to build the capacity of the Grants Program, work collaboratively with partners and strategically align grant awards with Midpen’s mission. In the short-term, the Grants Program will refine these goals, build institutional knowledge about grants among staff and focus on small-scale successes to demonstrate the value of the program. 40 Section 2 • Budget and Action Plan FY24 FY2 4 FY2 5 FY2 6 FY2 7 FY2 8 FY2 9 FY3 0 FY31 FY3 2 FY3 3 FY3 4 FY3 5 FY3 6 FY3 7 FY3 8 FY3 9 FY4 0 FY41 FY4 2 FY4 3 FY4 5 FY4 6 FY4 7 FY4 8 FY4 9 FY4 4 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 41Section 2 • Budget and Action Plan FY24 Grants Program Revenue Trend (Received) (in millions) $14 ———————————————————————————————————————————————————————————————————————————————————————————————— 12 ———————————————————————————————————————————————————————————————————————————————————————————————— 10 ———————————————————————————————————————————————————————————————————————————————————————————————— 8 ———————————————————————————————————————————————————————————————————————————————————————————————— 6 ———————————————————————————————————————————————————————————————————————————————————————————————— 4 ———————————————————————————————————————————————————————————————————————————————————————————————— 2 ———————————————————————————————————————————————————————————————————————————————————————————————— 0 ———————————————————————————————————————————————————————————————————————————————————————————————— FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 Actual Actual Actual Actual Actual Actual Actual Estimated Grants Program Revenue Projections Grant Status FY24 FY25 FY26 Awarded $6,373,010 $5,309,094 $336,000 In Progress*5,588,100 2,752,550 1,456,650 Grand Total $11,961,110 $8,061,644 $1,792,650 *Grant application or agreement in progress; includes assumptions for potential FEMA disbursements for each fiscal year G R A N T M A K I N G P R O G R A M The long-term goals of the Grants Program are to build a diverse portfolio of external revenue sources and engage more deeply and collaboratively with partners. As part of its effort to build these relationships, Midpen expanded its Grantmaking Program, which provides modest conservation grants through a competitive process to partners working on projects that align with Midpen’s mission. The Grantmaking Program’s purpose is to advance Midpen’s mission by supporting projects that promote conservation, strengthen the capacity of public, academic and nonprofit institutions within the conservation field, and build and fortify partnerships that facilitate our mission. To this end, Midpen increased its investment in its Grantmaking Program and broadened the categories of eligible funding to align with the organization’s current priorities. Midpen prioritizes funding in three areas: Access, Interpretation and Education, Applied Science and Network and Partnership Support. Midpen’s Access, Interpretation and Education funding is dedicated to promoting equitable access to open space, providing opportunities for nature study, environmental stewardship, and outdoor engagement, offering nature- based education and interpretive experiences, and fostering understanding and appreciation of natural systems. Applied Science funding is reserved for projects that advance scientific understanding of natural processes, ensure sound resource stewardship, and strengthen partnerships with academic institutions. Finally, Network and Partnership Support funding seeks to cultivate, sustain, and grow conservation networks, foster partnerships to address long-term conservation challenges and maintain an engaged partnership community. The Grantmaking Program consists of two funding tiers: up to $25,000 in Tier 1 and up to $50,000 in Tier 2. In 2018, Midpen funded seven partner agencies totaling $249,940 in grant awards. In 2021, Midpen funded ten partner agencies totaling $341,977 in grant funding. 2024 welcomes a new grant round opportunity totaling in $250,000 in funding, with execution anticipated winter/spring 2024. Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 42 Section 2 • Budget and Action Plan FY24 Grantmaking Program Awards by Funding Priority $700,000 ——————————————————————————————————————————————————————————————— $600,000 ——————————————————————————————————————————————————————————————— $500,000 ——————————————————————————————————————————————————————————————— $400,000 ——————————————————————————————————————————————————————————————— $300,000 ——————————————————————————————————————————————————————————————— $200,000 ——————————————————————————————————————————————————————————————— $100,000 ——————————————————————————————————————————————————————————————— $0 ——————————————————————————————————————————————————————————————— 2018 Grant Round 2021 Grant Round Total ■ Network and Partnership Support ■ Applied Science ■ Access, Interpretation and Education Priority Funding Area 2018 Grant Round 2021 Grant Round Total Access, Interpretation and Education $149,025 $217,013 $366,038 Applied Science 75,915 124,964 200,879 Network and Partnership Support 25,000 0 25,000 Total $249,940 $341,977 $591,917 General Fund Balance The projected FY24 Total Fund Balance in the General Fund is increasing due to a projected increase across most revenue sources. If approved by the Board, the Unassigned Fund Balance Policy will be updated starting in FY24 to reflect 30% of total General Fund revenues instead of 30% of property tax revenue. The chart below shows the flow of non-expended funds. Projected General Fund Balance FY19 Actual FY20 Actual FY21 Actual FY22 Actual FY23 Projected FY24 Budget Nonspendable $185,984 $205,929 $291,297 $839,609 $839,609 $839,609 Restricted 3,962,747 5,527,352 7,875,733 8,348,599 8,408,399 8,408,399 Committed 29,288,465 33,518,465 40,587,084 36,985,087 51,625,087 55,747,008 Assigned 1,400,000 710,000 2,891,390 1,266,474 1,266,474 1,266,474 Unassigned 16,515,392 16,978,717 17,973,643 19,263,060 21,155,760 25,169,960 Total Fund Balance $51,352,588 $56,940,463 $69,619,147 $66,702,829 $83,295,329 $91,431,449 Minimum Unassigned Fund Balance*$14,493,900 $15,616,722 $17,133,100 $17,547,300 $19,006,800 $21,738,800 *Calculated as 30% of total annual Fund 10 property tax revenues. Pending Board approval, starting in FY24, the minimum unassigned fund balance will be calculated as 30% of total annual Fund 10 revenues (includes property tax, grants, interest income, rental income, and other miscellaneous revenues). General fund balances include Fund 10 General Fund and Fund 20 Hawthorns Fund, as presented in Midpen’s audited financial statements. Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 43Section 2 • Budget and Action Plan FY24 Treatment of Non-Expended Funds Flowchart C H A N G E I N F U N D B A L A N C E Midpen maintains a balanced budget by ensuring that annual operating revenues are equal to or greater than annual operating expenses, general fund capital expenses and debt service obligations. The FY24 projected balance in each fund is based on FY23 projected fund balances at fiscal year-end; audited financial statements are not available at the time of budget development. The change in fund balance for Fund 30 is due to the projected $27 million new Measure AA bond proceeds, projected to be issued in FY24. A balance is maintained in Fund 50 due to an offset in timing between property tax collection and debt service payments. The following table depicts the change in fund balance. Projected Change in Fund Balance Fund 10 General Fund Operating Fund 20 Hawthorns Fund 30 MAA Capital Fund 40 General Fund Capital Fund 50 Debt Service Total FY22 Audited Fund Balance $65,158,981 $1,543,848 $19,530,564 $0 $4,148,795 $90,382,188 Change in Fund Balance 16,532,700 59,800 0 0 223,487 16,815,987 FY23 Projected Balance $81,691,681 $1,603,648 $19,530,564 $0 $4,372,282 $107,198,175 Change in Fund Balance 8,136,120 0 27,000,000 0 148,012 35,248,132 FY24 Projected Balance $89,827,801 $1,603,648 $46,530,564 $0 $4,520,294 $142,482,307 Fund 10 General Fund and Fund 20 Hawthorns Fund are presented in Midpen’s audited financial statements as the General Fund. Fund 20 Hawthorns Fund is called out separately as part of the Budget and Action Plan for clarity and tracking. Treatment of Non-Expended Funds Fund 20: Hawthorns Fund 30: Measure AA Capital Fund 50: Debt Service Fund 40: General Fund Capital Fund 10: General Fund Operating Restricted Assigned Unassigned Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 44 Section 2 • Budget and Action Plan FY24 Long-Range Financial Planning I N T E N T I O N S A N D A S S U M P T I O N S This Long-Range Financial Plan looks forward for five years, projecting revenues and expenditures, while testing the financial resiliency of Midpen beyond FY24. Information is included for the two prior year actuals for reference. Annual revenues are based on the Controller’s conservative revenue projections; property taxes are expected to grow at 4% each year throughout the forecast years. The one-time revenue of $10.5 million in FY23 represents the sale of the former administrative office property. Expenditures include salaries and benefits, inflated at 5% per year beginning in FY25 and the inclusion of four new FTEs per year at various salary ranges, which is a conservative assumption for modeling purposes while noting that actual FTE requests fluctuate each year as evidenced by a request for 8 FTEs in FY23 and a request for 3 new FTEs in FY24. Additional annual expenditures include services and supplies inflated at 5% per year, capital expenditures in the General Fund and MAA Fund at 5% per year, land acquisition in the General Fund at 2.5% per year and known one- time expenditures in the General Fund. New bond issuance is expected in FY24 and FY27 for Measure AA projects. Long-Range Financial Plan (in thousands) FY22 Actuals FY23 Projected FY24 Budget FY25 Projected FY26 Projected FY27 Projected FY28 Projected Fund balance beginning $96,467 $90,382 $107,198 $142,482 $147,905 $144,230 $174,123 Revenue Property Taxes 64,410 68,852 71,946 75,231 78,610 81,477 84,469 Grant Income 3,884 12,890 6,373 5,650 343 1,020 1,030 Interest Income (896)1,643 3,076 3,107 3,138 3,169 3,201 Rental Income 1,490 403 1,838 1,856 1,875 1,894 1,913 Other Revenues 842 1,508 511 503 511 519 524 One-Time Revenues 0 10,516 0 0 0 0 0 Total Revenues 69,730 95,811 83,744 86,346 84,477 88,079 91,137 Other Funding Sources Use of Bond Proceeds 0 10,176 7,358 0 0 0 0 New Bond Proceeds & Debt Service Premiums 0 0 27,000 0 0 32,000 0 Transfers In / (Out)0 2,969 (23)0 0 0 0 Total Other Funding Sources 0 13,145 34,335 0 0 32,000 0 Grand Total: Revenues & Other Funding Sources 69,730 108,956 118,079 86,346 84,477 120,079 91,137 Expenses General Fund, Hawthorns & GF Capital (10, 20 & 40) Salaries and Benefits 25,566 30,315 32,165 33,773 35,462 37,235 39,097 Salaries and Benefits (4 add’l FTEs per year)0 0 0 690 1,449 2,282 3,195 Total Salaries and Benefits 25,566 30,315 32,165 34,463 36,911 39,517 42,292 Services and Supplies 9,324 11,810 13,361 14,176 15,041 15,959 16,932 General Fund Capital Outlay 2,630 2,063 9,482 6,600 6,930 7,280 7,640 General Fund Land Acquisition 93 223 350 250 256 263 269 Other One-Time Expenditures 16,821 1,520 465 0 6,000 3,000 0 General Fund, Hawthorns & GF Capital Total 54,433 45,931 55,822 55,489 65,138 66,019 67,133 Measure AA Fund (30) Measure AA Funded Capital Outlay 5,631 5,315 9,348 7,333 7,700 8,085 8,489 Measure AA Land Acquisition 338 16,950 3,452 3,900 1,000 2,000 2,000 Measure AA Fund Total 5,969 22,266 12,801 11,233 8,700 10,085 10,489 Debt Service Fund (50) Debt Service 16,045 23,943 14,171 14,201 14,313 14,083 13,848 Total Expenses $76,447 $92,140 $82,794 $80,924 $88,151 $90,186 $91,470 Net changes in fund balance ($6,717)$16,816 $35,284 $5,423 ($3,675)$29,893 ($333) Fund Balance Ending General Fund $65,159 $81,692 $89,828 $100,330 $103,889 $109,532 $117,342 Hawthorns Endowment Fund 1,544 1,604 1,604 1,529 1,454 1,379 1,304 Measure AA Capital Projects Fund (Bond Proceeds)19,531 19,531 46,531 40,747 32,190 55,124 45,665 General Fund Capital Projects Fund (Bond Proceeds)0 0 0 0 0 0 0 Debt Service Fund 4,149 4,372 4,520 5,299 6,698 8,088 9,479 Fund balance ending $90,382 $107,198 $142,482 $147,905 $144,230 $174,123 $173,790 Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 45Section 2 • Budget and Action Plan FY24 C O N C L U S I O N S Beginning FY24 cash balances, estimated at a total of $107.2 million, and future projected revenues are both adequate to cover projected debt service, operating expenses, capital expenditures, and reserve requirements. Ending FY28 cash balances are estimated at a total of $173.8 million. Midpen’s long-term financial projections indicate that the proposed FY24 budget is balanced, sustainable and aligned with Midpen’s long-term plans and objectives. Climate Action Plan C L I M A T E A C T I O N P L A N O V E R V I E W The Board adopted the Climate Action Plan and Climate Change Policy in October 2018 to chart a course for reducing greenhouse gas (GHG) emissions from agency operations. The plan and policy identify Midpen’s goals for reducing GHG emissions as follows: 20% below 2016 baseline by 2022, 40% by 2030 and 80% by 2050. Midpen has made significant progress in reducing GHG emissions and has surpassed the 2022 goal with 30% reductions—but continued, innovative action is still necessary to stay on track for the more ambitious 2030 and 2050 goals. Actions taken in FY24 will focus on vehicle emissions, the development of a fleet action plan to transition away from fossil fuel reliant vehicles, and the addition of two electric trucks to the fleet. Minor energy efficiency improvements are also planned for a few Midpen owned houses. Moreover, Midpen will study soil treatment with biochar, a potential byproduct of fuel management activities, as a means to increase carbon sequestration within grasslands. If the study shows a neutral or positive effect on native plant health and biodiversity, this treatment may be incorporated into the conservation grazing program to increase carbon sequestration. Finally, significant staff time, primarily from the IST department, continues to go toward technology and web support needs related to the new hybrid schedules, which has reduced the number of employee vehicle-miles-traveled for work. The shift to hybrid relies on advanced technology solutions to securely maintain computers remotely and support paperless processes. The following table describes these and other Climate Action Plan items that will be implemented or continue in FY24. The Climate Action Plan and past greenhouse gas inventory reports can be found on Midpen’s website at openspace.org/climate. FY24 Climate Action Plan Implementation Actions Climate Action Plan Item Budget*Department Commute-4: Continue incentives for employees commuting via carpool, public transit, bike, or walking $15,000 Administrative Services Vehicles-2: When a viable electric truck option comes on the market, acquire and test utility for operations. (Two EV trucks for FY 2024) $170,000 Land and Facilities Vehicles-14: Purchase carbon offsets for business flights $500 Natural Resources Vehicles-X: Develop a transition plan to decarbonize Midpen’s fleet $109,936 Land and Facilities Residences-3: Make basic energy efficiency upgrades to a few residences e.g. weather stripping, insulation, and double-paned windows. $20,000 Land and Facilities Transportation-3: Assess options for installing EV chargers at preserve parking lots $0*Land and Facilities, Engineering and Construction, Planning Commute-1: Expand and encourage telecommuting (IT support for hybrid work)$0*Information Systems and Technology Livestock-3: Implement carbon sequestration projects identified in carbon farming plan $25,000 Natural Resources Develop carbon sequestration and storage baseline and monitoring plans for La Honda Creek redwood forest treatment sites. $10,000 Natural Resources *Staff time only: Midpen recognizes staff time as an indirect cost of implementing the Climate Action Plan actions. Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 46 Section 2 • Budget and Action Plan FY24 M O N I T O R I N G P R O G R E S S To track progress towards the climate change goals, staff conduct a GHG inventory every two years to measure emissions and assess change over time. The inventory of 2022 emissions showed that Midpen reduced emissions by 30% from 2016 to 2022, surpassing the 2022 goal of 20% reductions from baseline. Actions that reduced and avoided emissions in 2022 include the new hybrid work schedule for administrative staff, lower levels of business travel thanks to the widespread availability of virtual options for trainings etc., continued use of renewable diesel, and the move from the old offices into the energy-efficient 5050 El Camino building. Delivering on Midpen’s Mission A G R I C U LT U R E In keeping with Strategic Plan Goal 1, Objective 4: preserve and connect open space and agricultural lands of local and regional significance and Goal 2, Objective 5: support the viability of sustainable agriculture and protect the character of rural communities, Midpen has prioritized 18 projects to support regional agriculture and sustain conservation grazing on District lands such as the Lobitos Creek Fencing and Lower Turtle Pond Repair Projects. W I L D L A N D F I R E R E S I L I E N C Y Climate change has created a new wildfire reality in California: fires are becoming more frequent and catastrophic. In support of Goal 2, Objective 4, Midpen has prioritized 10 fire prevention projects, including an emphasis on fuels reduction and wildland fire readiness. Projects include Fuel Reduction Implementation and the Wildland Fire Resiliency Program projects. D I V E R S I T Y, E Q U I T Y, A N D I N C L U S I O N In support of Goal 3, Objective 2 to implement and sustain diversity, equity, and inclusion (DEI) strategies, Midpen has prioritized 21 projects to connect diverse communities to their public open space preserves, including the Rancho San Antonio ADA Path to Deer Hollow Farm. In addition to the 21 projects to connect diverse communities to their open space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships and other activities. For more details on Midpen’s Diversity, Equity, and Inclusion (DEI) initiatives, refer to pages 46, 47, and 60. B A C KG R O U N D O N P R I O R A N D O N G O I N G D I V E R S I T Y, E Q U I T Y, A N D I N C L U S I O N E F F O R T S On March 23, 2016, the Board adopted policy 6.08 “Equality, Diversity and Inclusion”, reflecting the commitment “to supporting equality, diversity, and inclusion of all facets of society, the principles of which include fairness of treatment, recognition of rights, acceptance of responsibilities, commitment to equality, and dedication to expanding opportunities for all.” On June 22, 2016, the Board formed a Diversity Outreach Ad Hoc Committee to enhance Board member involvement in increasing outreach to and participation of diverse communities. The Committee’s Board-approved goals included: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1. Promote the District and its interpretive programs through collaborative partnerships with diverse community organizations. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2. Engage with communities through public meetings and other means to increase awareness about the District and its projects. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3. Reflect the diversity of the surrounding community in District activities and functions. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4. Expand existing partnerships and enter into new, non-traditional partnerships to complete projects and improve programs that serve a diverse community.——————————————————————————–––––––––––—————————————————–—————————————————————————————— The Committee provided guidance on several initiatives, including consideration of a citizen advisory committee, outreach training for the Board, a visitor use survey, development of a youth engagement plan, expansion of the Visitor Services programs, expanded employee training and broader recruitment outreach, and creation of a Board policy on equity, diversity and inclusion. The goal of the initiatives, now completed, was to emphasize the value of diversity and inclusion and expand Midpen’s own diversity awareness. Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 47Section 2 • Budget and Action Plan FY24 In the late spring and summer of 2020, as the nation was in the midst of a dramatic reckoning with race and systemic injustices, Midpen responded by reaffirming its stance on the value of Diversity, Equity, and Inclusion (DEI) and adopting Resolution 21-11, upholding Midpen’s “long-standing values of diversity, equity, and inclusion and condemning discrimination, hate, and bigotry in all forms.” In addition, the General Manager formed two staff DEI committees, focused on community outreach, partnerships, recruitment and staff development to further the Midpen’s DEI work, consistent with the Midpen’s mission, Board policy, and Board-adopted Strategic Plan Goals and Objectives. The following strategies and implementation actions were identified and prioritized based on various considerations, including anticipated level of beneficial impact; level of urgency; level of initial and long-term staffing resources needed; cost; implementation duration; and synergy with existing Midpen programs and initiatives. Each strategy below includes a list of potential supporting implementation actions. Diversity, Equity, and Inclusion Strategy and Implementation Actions D E I C O M M I T T E E – S U B C O M M I T T E E S DEI Consultant Recruitment Outreach • RFP for a DEI consultant to inventory existing efforts and develop strategy for change management and accountability. • Work with DEI consultant to create and administer training specifically for staff on hiring panels or otherwise involved in hiring process. • General cultural competency training. • Work with consultant to conduct a needs assessment, identify Midpen’s weaknesses and recommend trainings to address them. • Create a recruitment specialist HR position focused on DEI outreach and marketing. • Identify job application assistance resources and broadcast alongside recruitments. • Inventory groups/organizations that Midpen already engages with and share this as a resource amongst all departments. • Survey partner agencies for strategies to identify target audiences (e.g. Santa Clara Valley Open Space Authority’s deep engagement model). A sustained commitment and effort involving all levels of the organization to pursue the strategies and implementation actions listed above will further Midpen efforts in advancing its DEI goals. Many of these strategies and implementation actions can be folded into current operations, while others will require additional funding and allocated resources. As this work continues into FY24 and beyond, the expectation is that DEI goals will be infused in all aspects of Midpen practices, procedures, workflow, and culture and will evolve as Midpen’s knowledge in DEI work expands. The first phase of recommended Diversity, Equity, and Inclusion action items continue to be worked on and are included in the FY24 Budget, and Capital Improvement and Action Plan (CIAP). Subsequent phases will be programmed in later fiscal year as funding and capacity allow. Equality means each individual or group of people is given the same resources or opportunities. Equity recognizes that each person has different circumstances and allocates the exact resources and opportunities needed to reach an equal outcome. (Image © 2017 Robert Wood Johnson Foundation) Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 4448 Section 2 • Budget and Action Plan FY24 Budget Process Midpen’s annual budget development process begins in December each year. At an annual public retreat, the Board reviews and updates Midpen’s Strategic Plan based on the findings of an environmental scan with input from department managers and reviews the prior year’s accomplishments. Staff then begins capacity planning for ongoing projects and proposed new projects. In March, the Board holds a second public retreat with executive management and department managers to establish priorities for the upcoming fiscal year and provide staff with strategic direction regarding the CIAP. Departments begin developing the annual CIAP in February/March in accordance with Board priorities, and budgets are developed in March. The individual department budgets and CIAPs are consolidated in March/April and reviewed by executive management before being presented to the Action Plan and Budget Committee in April/May. The Board conducts its initial review and public hearing of the proposed Annual Budget and Action Plan in May and formally adopts it in June. Budget Development Process • Conduct Environmental Scan • Update Strategic Plan Goals & Objectives • Board Retreat #1 (Strategic Planning) • Measure AA Reprioritization, if needed • Project Scoping, Development and Resource Loading • Board Retreat #2 (Priority Setting) • Finalize OpEx/CapEx Budgets and CIAP • Initialize Budget in ERP System • Review Budget and CIAP with GM • Budget and CIAP Presented at ABC Committe Meeting • Follow-Up Presentations to ABC, if needed • Board Conducts Initial Review of Budget and CIAP • Board Adopts Budget and CIAP In addition to holding these public retreats and meetings, Midpen puts together public advisory committees as needed to incorporate community input for topics of high interest. Examples include the Community Advisory Committee that helped develop the Vision Plan and the La Honda Public Access Working Group that worked with staff on the La Honda Parking and Trailhead Access Feasibility Study. In FY24, Midpen will be working with a new Hawthorns Public Access Working Group to develop recommendations for public access that consider natural and cultural resources protections, operational and management constraints, existing conditions, and stakeholder input. Following the second Board retreat in March, Midpen staff always review and update the draft CIAP to ensure a realistic projection of work that can be completed with available staff and funding. After understanding the extent of storm damage experienced by recent winter storms, the General Manager directed Midpen staff to reassess the project list in late March and early April. This reassessment has resulted in newly proposed modifications to the draft Budget and CIAP to incorporate many unanticipated storm-damage repair projects, including those that are anticipated to receive FEMA funding. A total of 11 new projects were added to address the storm damage. In order to accommodate these projects, many of which are time sensitive to avoid further damage from future (2023/24) storms, protect sensitive habitat, and reopen critical access roads and trail connections, numerous other projects are proposed to be either deferred or to have the schedules extended. These changes are listed on the next page: Strategic Planning (Nov-Jan) Action Plan Development (Nov-Mar) Board Review (Apr-Jun) Budget Preparation (Jan-Apr) Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 49Section 2 • Budget and Action Plan FY24 Storm Repair Projects Added ———————————————————————–––––––––––—————————————————–—————————————————————————————— 35017 Bear Creek Redwoods–Parking Lot Culvert ———————————————————————–––––––––––—————————————————–—————————————————————————————— 35018 Miramontes Ridge–Madonna Creek Dam Repair ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61033 Miramontes Ridge–Johnston Ranch Ponds ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61034 Miramontes Ridge–Madonna Creek Stables ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61035 Sierra Azul–Limekiln Trail Slide ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61036 Bear Creek Redwood–Alma Trail Slide (located outside newly repair segments) ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61037 El Corte de Madera–Spring Board Trail culvert and Bridge ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61038 Purisima Creek Redwoods–Purisima Ponds ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61039 Skyline Ridge–Skyline Ridge Road at Big Dipper Inholding ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61040 District-wide Culvert Repair Permanent Work ———————————————————————–––––––––––—————————————————–—————————————————————————————— 61041 District-wide Trail Repair Permanent Work ———————————————————————–––––––––––—————————————————–—————————————————————————————— Project Adjustments to Accommodate New Strom Damage Projects: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Scope reduced: ———————————————————————–––––––––––—————————————————–—————————————————————————————— 31901 ADA Barrier Removal———————————————————————–––––––––––—————————————————–—————————————————————————————— 35010 Structure Disposition———————————————————————–––––––––––—————————————————–—————————————————————————————— 61025 FFO Trail Bridge Replacements———————————————————————–––––––––––—————————————————–—————————————————————————————— 80054 Badger/Burrowing Owl Habitat Assessment———————————————————————–––––––––––—————————————————–—————————————————————————————— 80070 Carbon Storage Study–Pilot Project, San Gregorio watershed———————————————————————–––––––––––—————————————————–—————————————————————————————— 80072 Irish Ridge Restoration———————————————————————–––––––––––—————————————————–—————————————————————————————— 80086 Prescribed Fire Plan Implementation ———————————————————————–––––––––––—————————————————–—————————————————————————————— MAA02-004 Stevens Creek Shoreline Nature Area Restoration———————————————————————–––––––––––—————————————————–—————————————————————————————— MAA03-002 Purisima Upland Site Cleanup and Soil Remediation——————————————————————————–––––––––––—————————————————–—————————————————————————————— Project Full Deferred to a Future Fiscal Year: ———————————————————————–––––––––––—————————————————–—————————————————————————————— 35006 Kennedy Trailhead Parking Area Improvement———————————————————————–––––––––––—————————————————–—————————————————————————————— 35013 Fremont Older Parking Area Improvements———————————————————————–––––––––––—————————————————–—————————————————————————————— 35015 Rancho San Antonio Road Repair———————————————————————–––––––––––—————————————————–—————————————————————————————— Supporting Project Science Summit———————————————————————–––––––––––—————————————————–—————————————————————————————— Supporting Project Update to the District CEQA Guidelines ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Scope Expanded or Schedule Accelerated due to Storm Damage Repair: ———————————————————————–––––––––––—————————————————–—————————————————————————————— 35019 Prospect Road Culvert Replacement———————————————————————–––––––––––—————————————————–—————————————————————————————— 35020 Purisima Creek Road Vehicle Access———————————————————————–––––––––––—————————————————–—————————————————————————————— 61026 Quam Residence Road Repair——————————————————————————–––––––––––—————————————————–—————————————————————————————— Projects With No Changes But May Potentially be Impacted: ———————————————————————–––––––––––—————————————————–—————————————————————————————— MAA05-010 Restoration Forestry Demonstration Project———————————————————————–––––––––––—————————————————–—————————————————————————————— Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 4450 Section 2 • Budget and Action Plan FY24 Budget Management Process (Fiscal Year Starting July 1) • Departments are expected to review OpEx/CapEx budgets throughout the fiscal year to ensure expenditures are trending to the adopted budget • Budget and Analysis sends quarterly budget performance reports to departments • General Manager may approve net-zero adjustments up to $50,000 • AGM’s may approve net-zero adjustments up to $15,000 • Department managers may approve net-zero adjustments within their departments up to $10,000 • GM must report to the board any adjustments greater than 5% in the following accounts: Expenses/Annexation, Special Agreements, Insurance, Travel Expenses and Personal Development • Budget and Analysis staff presents quarterly budget adjustment requests to the Board for approval Midpen’s Board of Directors adopts an annual operating budget for the organization by major fund on or before June 30 for the ensuing fiscal period. The Board may amend the budget by resolution during the fiscal period. The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level. Midpen uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc for property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and expense category. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— 1. After the end of the first, second, and third quarters, department managers and project managers provide a re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a consolidated budget adjustment is proposed to the Board for adoption via resolution.——————————————————————————–––––––––––—————————————————–—————————————————————————————— 2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution.——————————————————————————–––––––––––—————————————————–—————————————————————————————— 3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same fund and the same expenditure category. A summary of net zero transfers is included in each quarterly re- forecast report to the Board.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Budget Monitoring Budget Amendments (Quarterly) GM Review Board Approval Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 51Section 2 • Budget and Action Plan FY24 Financial Policies Each year, the General Manager, Chief Financial Officer, and Controller all review Midpen’s finance policies in preparation for an annual Board review and affirmation of the policies. v This symbol indicates that the proposed fiscal year budget complies with the financial policy mentioned. B U D G E T P O L I C Y v Midpen follows best practices in budgeting, including assessing constituent needs, developing long range plans, adhering to budget preparation and adoption procedures, monitoring performance, and adjusting budgets as required. Midpen’s budget is divided into four categories: Operating Budget, Capital Budget, Land and Associated Costs, and Debt Service. The budget is prepared and adopted on a cash basis, whereas the annual financial statements are prepared on a modified accrual basis, which takes into account all of the current year revenues and expenses regardless of when cash is received or paid. The Board adopts the annual budget on the Fund level: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 10 – General Fund Operating——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 20 – Hawthorns——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 30 – Measure AA Land/Capital——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 40 – General Fund Land/Capital——————————————————————————–––––––––––—————————————————–—————————————————————————————— Fund 50 – Debt Service——————————————————————————–––––––––––—————————————————–—————————————————————————————— The budget can be amended during the year, in accordance with the board Budget and Expenditure Policy, which states that increases to any of the four budget categories must be approved by the Board. D E B T M A N A G E M E N T P O L I C Y v The Board adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management Policy is to establish the overall parameters for issuing, structuring, and administering Midpen’s debt in compliance with applicable federal and state securities law. The Debt Management Policy was developed in conjunction with the Policy for Initial and Continuing Disclosure Relating to Bond Issuances, with the latter ensuring that statements or releases of information to the public and investors relating to the finances of Midpen are complete, true and accurate in all material respects. La Honda Creek Open Space Preserve (Carol Daniels) Attachment 1 - Exhibit A Se c t i o n 2 • B u d g e t S u m m a r y a n d O v e r v i e w 52 Section 2 • Budget and Action Plan FY24 F U N D B A L A N C E P O L I C Y v Fund balance is the difference between governmental fund assets and fund liabilities. During 2014, the Board adopted the Fund Balance Policy to provide adequate funding to meet Midpen’s short-term and long-term plans, provide funds for unforeseen expenditures related to emergencies such as natural disasters, strengthen the financial stability of the organization against present and future uncertainties, such as economic downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has been developed with the counsel of the Midpen auditors to meet the requirements of GASB 54. The components of Midpen’s fund balance are as follows: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Nonspendable fund balance includes amounts that cannot be spent either because they are not in spendable form, e.g., prepaid insurance, or because of legal or contractual constraints. At all times, Midpen shall hold fund balance equal to the sum of its nonspendable assets.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Restricted fund balance includes amounts that are constrained for specific purposes which are externally imposed by constitutional provisions, enabling legislation, creditors or contracts.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Committed fund balance includes amounts that are constrained for specific purposes that are internally imposed by the government through formal action of the highest level of decision-making authority and do not lapse at period end. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Assigned fund balance includes amounts that are intended to be used for specific purposes that are neither restricted nor committed. Such amounts may be assigned by the General Manager if authorized by the Board to make such designations. Projects to be funded by assigned funds require the approval of the General Manager. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Unassigned fund balance includes amounts within the general fund which have not been classified within the above categories. The Board shall designate the minimum amount of unassigned fund balance which is to be held in reserve in consideration of unanticipated events that could adversely affect the financial condition of Midpen and jeopardize the continuation of necessary public services. The minimum amount of unassigned fund balance is calculated as 30% of the Budgeted General Fund Tax Revenue. Any spending from this minimum general fund reserve requires the approval of the Board. Any such spending will be reimbursed within two years. If such reimbursement exceeds 5% of the Budgeted General Fund Tax Revenue, the Board may decide to limit the reimbursement at 5% and extend the reimbursement period beyond two years, as needed. The minimum reserve amount calculation will be reviewed annually as part of the annual budget process.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Midpen uses restricted/committed amounts to be spent first when both restricted and unrestricted fund balance is available unless there are legal documents/contracts that prohibit doing this, such as a grant agreement requiring dollar- for-dollar spending. Additionally, Midpen would first use committed, then assigned and lastly unassigned amounts of unrestricted fund balance when expenditures are made. I N V E S T M E N T P O L I C Y v Midpen’s Investment Policy is adopted annually, in accordance with state law. The policy provides guidance and direction for the prudent investment of Midpen funds to safeguard the principal of invested funds and achieve a return on funds while maintaining the liquidity needs of the organization. The ultimate goal is to maximize the efficiency of Midpen’s cash management system, and to enhance the organization’s economic status, while protecting its pooled cash. The investment of funds is governed by the California Government Code Section 53601 et seq., and by California Government Code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in accordance with the provisions of California Government Code, Sections 53630 et seq. Attachment 1 - Exhibit A 53Section 3 • Budget and Action Plan FY24 Unknown Section 3 Capital Improvement and Action Plan Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Capital Improvement and Action Plan Overview Midpen’s Capital Improvement and Action Plan, or CIAP, provides multiyear budget information and a consolidated view of the major projects and activities at Midpen. The CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization will pursue and dedicate staff and financial resources over the next 3 fiscal years. Projects are limited to those that begin or have activity in FY24, FY25, or FY26 and potentially continue as multiyear projects. However, budgets are preliminary for FY25 and beyond. The Board continues to adopt the budget one fiscal year at a time. Midpen staff prepared the FY24-FY26 CIAP in accordance with the Board’s Priority Setting Retreat on March 7, 2023 and in response to recent storm damages experienced in late 2022 and early 2023, resulting in the following projects spread throughout Midpen’s four Programs: ——————————————————————————–––––––––––—————————————————–——————————————————————————— Land Acquisition and Preservation: Midpen seeks to purchase or otherwise acquire interest in the maximum feasible area of strategic open space land within the District, including baylands, foothills and ridgelines, and link its open space lands with federal, state, county and city parklands and watershed lands.——————————————————————————–––––––––––—————————————————–——————————————————————————— Natural Resource Protection and Restoration: Midpen protects and restores the natural diversity and integrity of its resources for their value to the environment and the public.——————————————————————————–––––––––––—————————————————–——————————————————————————— Public Access, Education and Outreach: Midpen provides public access to the open space lands for low- intensity recreational uses to everyone, regardless of physical abilities or economic status.——————————————————————————–––––––––––—————————————————–——————————————————————————— Assets and Organizational Support: Midpen employs a highly capable and professional staff and provides them with the facilities and resources needed to run an efficient and responsible organization on behalf of the public.——————————————————————————–––––––––––—————————————————–——————————————————————————— FY24 CIAP by Program FY25 CIAP by Program FY26 CIAP by Program ● Land Acquisition and Preservation ● Natural Resource Protection and Restoration ● Public Access, Education and Outreach ● Assets and Organizational Support 20%10% 38% 32% 15%12% 39%34% 54 Section 3 • Budget and Action Plan FY24 20%12% 36% 33% Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Three-Year CIAP Projects by Program and Fund Fund Fiscal Year Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access, Education, and Outreach Assets and Organizational Support Grand Total 10 – General Fund Operating FY24 0 22 5 8 35 FY25 0 22 5 6 33 FY26 0 16 5 3 24 TOTAL 0 60 15 17 92 20 – Hawthorns Fund FY24 0 0 0 0 0 FY25 0 0 0 0 0 FY26 0 0 0 0 0 TOTAL 0 0 0 0 0 30 – Measure AA Capital FY24 4 11 18 0 33 FY25 3 11 16 0 30 FY26 2 11 13 0 26 TOTAL 9 33 47 0 89 40 – General Fund Capital FY24 7 8 12 14 41 FY25 9 8 14 10 41 FY26 9 6 12 15 42 TOTAL 25 22 38 39 124 Grand Total FY24 11 41 35 22 109 FY25 12 41 35 16 104 FY26 11 33 30 18 92 TOTAL 34 115 100 56 305 In FY24, 8 of the 41 total projects in Fund 40 are in support of MAA, of which 4 of them will become MAA eligible. Once properties are purchased, project budgets and expenditures will shift to Fund 30. Acquisition projects are rarely listed as MAA projects until the purchase is certain or complete given the speculative nature of land purchase projects during the research, due diligence, and early negotiation phase of the work. Three-Year CIAP Capital and Operating Projects Fiscal Year # Fund 10 – General Fund Operating % Fund 10 – General Fund Operating # Fund 40 – General Fund Capital % Fund 40 – General Fund Capital # Fund 30 – Measure AA Capital % Fund 30 – Measure AA Capital Grand Total FY24 35 32%41 38%33 30%109 FY25 33 32%41 39%30 29%104 FY26 24 26%42 46%26 28%92 From a funding perspective, 68% of the FY24 and FY25 CIAP projects are capital projects or land acquisition while the remaining 32% are included in the operating budget (excluding supporting projects). For FY26, 74% of the CIAP projects are capital projects or land acquisition while the remaining 26% are included in the operating budget. Three-Year CIAP New and Continuing Projects New Continuing Grand Total FY24 22 87 109 FY25 11 93 104 FY26 11 81 92 The number of new and continuing projects by Program Area is included in each of the Program Area summaries. 55Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n P R O J E C T N U M B E R I N G All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects, MAA eligible, Vision Plan related, or other capital and operating projects. MAA eligible projects are designated by portfolio and project number, for example MAA10-001 indicates MAA portfolio number 10 (Coal Creek: Reopen Alpine Road for Trail Use), and project number 001 (Alpine Road Regional Trail, Coal Creek). Vision Plan related projects are also designated by portfolio and project number, for example VP21-005 indicates Vision Plan portfolio number 21 (Bear Creek Redwoods: Public Recreation and Interpretive Projects), and project number 005 (Bear Creek Redwoods North Parking Area). Vision Plan portfolio numbers 01 through 25 represent Midpen-funded efforts to implement the top 25 (Tier 1) Vision Plan Priority Portfolios. Vision Plan portfolios 26 through 54 are the Tier 2 priority actions in Midpen’s Vision Plan. Other projects are assigned a five-digit project number set (such as 31901, ADA Barrier Removal) and designate operating projects such as wildlife monitoring, facility improvements and administrative systems implementations. S U P P O R T I N G P R O J E C T S Supporting projects are important activities undertaken each year that do not meet CIAP project criteria (typically with expenses less than $50,000 over the lifetime of the project). While the supporting projects included in this section may incur real expenses, those expenses will only be included in department operating budgets listed in Section 4: Department Summary. O P E R A T I N G I M PA C T Within the FY24-FY26 CIAP, Midpen has identified over 72 projects (or 51% of the CIAP) as having a future operating impact to the annual Budget and Action Plan. Some projects will have costs in perpetuity while other projects will have a shorter-term impact. For example, numerous Natural Resource Protection and Restoration projects require three to five years of ongoing monitoring work (for example, ensuring native plants are well established after being planted can take over three years). New areas that are opened to the public require long-term patrol and maintenance work; this may result in additional staff. Staff are monitoring new and existing CIAP projects for their ongoing operating impact to the annual Budget and Action Plan to identify how operating costs will change in the future. I C O N S To highlight projects that support Midpen programs or areas of interest and improve readability, icons are included as applicable throughout Section 3: Capital Improvement and Action Plan. 56 Section 3 • Budget and Action Plan FY24 Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access, Education and Outreach Assets and Organizational Support Agriculture Diversity Wildland Fire Resiliency Coastside Supports Climate Action Plan implementation Project has an ongoing impact on the operating budget Grant Funded Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n FY24-FY26 CIAP Budget The FY24-FY26 CIAP identifies the capital and operating projects and associated costs for FY24 through FY26 and provides funding of $71 million over the next three years. The CIAP is funded by the General Fund, Measure AA general obligation bonds, the Hawthorns Fund and grants. The CIAP lists the capital and operating projects by program. Per past experience, Midpen assumes unexpected shifts in project timelines due to unforeseen circumstances will continue to occur each fiscal year (e.g., new partnership opportunity, new land purchase opportunity, storm damage repairs). Leaving some capacity in future fiscal years will accommodate any additional capacity needed due to project timeline shifts. For these reasons, it is reasonable to see the total count in project numbers drop slightly year over year under the three-year CIAP. Three-Year CIAP by Program* CIAP Summary by Program FY24 FY25 FY26 3-Year Total Land Acquisition and Preservation**$3,697,951 $1,920,000 $332,000 $5,949,951 Natural Resource Protection and Restoration 7,719,234 8,403,561 7,182,768 23,305,563 Public Access, Education and Outreach 11,403,815 13,653,808 7,499,882 32,557,505 Assets and Organizational Support 4,894,176 2,356,450 2,418,700 9,669,326 Total CIAP $27,715,176 $26,333,819 $17,433,350 $71,482,345 *FY24/FY25/FY26 projects are limited to those that begin or have activity in FY24, FY25, or FY26 and potentially continue as multiyear projects. **The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early negotiations. Land purchase costs for titles or easements are budgeted upon approval by the Board. Three-Year CIAP Funding Sources CIAP Summary by Funding Source FY24 FY25 FY26 3-Year Total Fund 10 – General Fund Operating $3,264,753 $3,768,800 $3,432,352 $10,465,905 Fund 20 – Hawthorns 0 0 0 0 Fund 30 – Measure AA Capital 8,019,637 7,096,375 4,876,198 19,992,210 Fund 40 – General Fund Capital 10,057,776 10,159,550 8,788,800 29,006,126 Grants/Partnerships/Other 6,373,010 5,309,094 336,000 12,018,104 Total CIAP $27,715,176 $26,333,819 $17,433,350 $71,482,345 With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission, leveraging existing financial resources to relieve funding gaps and ensure project delivery. A summary of CIAP projects with awarded external funding sources is included below. Grants applied for but not yet awarded are not included in the budget or the table below. Related, Midpen is applying for approximately $7.5 million in FEMA funds to support storm damage repair work due to the 2022/2023 storm events. Early indications are positive that at least a portion of the grant request will be funded. This amount is not reflected below, as these grant funds are not yet secured. 57Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Three-Year CIAP Grant Income Project #Project Name Grant/Partnership/Other FY24 FY25 FY26 3-Year Total 61023 Los Gatos Creek Watershed – Wildland Fire Resiliency Wildlife Conservation Board $825,000 $375,000 $0 $1,200,000 61031 Wildland Fire Capacity State Coastal Conservancy 141,000 382,000 16,000 539,000 80065 IPM Implementation of Valley Water Grant Valley Water 275,000 275,000 275,000 825,000 80083 Santa Cruz Kangaroo Rat Habitat and Population Management Project Wildlife Conservation Board 112,000 95,000 0 207,000 80086 Prescribed Fire Plan Implementation State Coastal Conservancy 0 45,000 45,000 90,000 MAA03-002 Purisima Upland Site Clean up and Soil Remediation Department of Resources Recycling and Recovery 0 77,480 0 77,480 MAA20-001 Wildlife Corridor: Highway 17 Crossing California Department of Parks and Recreation 2,000,000 0 0 2,000,000 MAA20-001 Wildlife Corridor: Highway 17 Crossing Wildlife Conservation Board 1,369,503 3,000,000 0 4,369,503 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP California Natural Resources Agency 1,411,507 1,059,614 0 2,471,121 None Vehicle and Machinery/ Equipment Purchases State Coastal Conservancy 239,000 0 0 239,000 Grand Total $6,373,010 $5,309,094 $336,000 $12,018,104 Areas of Interest Midpen has identified several key areas of interest in addition to the four CIAP programs. ——————————————————————————–––––––––––—————————————————–——————————————————————————— Agriculture: Supporting agriculture and sustaining conservation grazing programs on Midpen lands furthers both the mission and Board-adopted Strategic Goals and Objectives (Goal 1, Objective 4 and Goal 2, Objective 5).——————————————————————————–––––––––––—————————————————–——————————————————————————— Diversity, Equity and Inclusion: Connecting diverse communities to their public open space preserves through the support of regional partnerships and expanded outreach to youth and underserved communities (Goal 3, Objectives 2, 3, and 4).——————————————————————————–––––––––––—————————————————–——————————————————————————— Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance Midpen’s wildland fire preparedness and responsiveness (Goal 2, Objective 4).——————————————————————————–––––––––––—————————————————–——————————————————————————— CIAP project summary tables for these three areas of interest are included below. 58 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Agriculture Project #Project Name FY24 FY25 FY26 3-Year Total 31907 Johnston Ranch Loop Trail and Parking Area $0 $110,000 $135,000 $245,000 35012 Driscoll Ranch New Agricultural Well 72,000 32,500 15,500 120,000 35016 Toto Ranch New Agricultural Well(s)20,000 55,500 0 75,500 61024 Lobitos Creek Fencing 326,000 0 0 326,000 61030 Toto Ranch Agricultural Plan 51,000 75,000 0 126,000 MAA01-005 Johnston Ranch Land Acquisition 37,000 5,000 5,000 47,000 MAA01-006 Madonna Creek Habitat Enhancement, Water Supply and Bridge Replacement 96,915 204,451 207,695 509,061 MAA03-006 South Cowell Upland Land Conservation 5,354 5,000 5,000 15,354 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan 205,000 70,000 175,000 450,000 MAA05-011 Lone Madrone Ranch Fence Installation 131,250 0 0 131,250 MAA05-014 Lone Madrone Corrals 0 7,000 50,000 57,000 MAA07-008 Lower Turtle Pond Repair 205,915 116,858 0 322,773 MAA13-001 Cloverdale – Operational Road System Review and Repairs 0 70,000 138,911 208,911 MAA13-002 Cloverdale Reservoir Monitoring Improvements 87,500 87,500 120,000 295,000 MAA13-003 Cloverdale Ranch Land Opportunity 75,000 1,520,000 0 1,595,000 VP39-001 Lower San Gregorio Creek Land Conservation 50,000 85,000 75,000 210,000 Total $1,362,934 $2,443,809 $927,106 $4,733,849 59Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Diversity, Equity and Inclusion Project #Project Name FY24 FY25 FY26 3-Year Total 10003 Diversity, Equity, and Inclusion Program Actions $60,000 $50,000 $25,000 $135,000 31901 ADA Barrier Removal 30,000 1,525,000 50,000 1,605,000 35015 Rancho San Antonio Road Repair 0 226,000 111,000 337,000 61027 Rancho San Antonio ADA Path to Deer Hollow Farm 183,000 157,000 112,000 452,000 61029 Monte Bello Black Mountain Trail Extension 50,000 100,000 155,000 305,000 MAA05-007 La Honda Creek Phase 2 Trail Connections 201,412 302,082 360,672 864,166 MAA05-013 La Honda Parking and Trailhead Access – Phase 2 Implementation 0 0 111,875 111,875 MAA06-002 Hawthorns Area Plan 293,670 109,514 51,560 454,744 MAA11-003 Rancho San Antonio Multimodal Access – Implementation (MAA Eligible) 25,000 0 0 25,000 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon 65,000 175,000 323,726 563,726 MAA17-005 Upper Stevens Creek Trail Connection 65,000 50,000 48,911 163,911 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation 159,887 84,038 30,713 274,638 MAA21-011 Phase 2 Trail Improvements, Bear Creek Redwoods 2,788,766 681,000 2,000 3,471,766 VP05-002 La Honda Creek Parking and Trailhead Access – Phase 1 Feasibility Study and CEQA Review 89,000 100,000 0 189,000 VP07-003 La Honda Parking Area – South Area 0 50,000 50,000 100,000 VP11-001 Rancho San Antonio Multimodal Access – Implementation (Non- MAA Funded) 50,000 10,000 0 60,000 VP21-005 Bear Creek Redwoods North Parking Area 105,000 80,000 870,500 1,055,500 Total $4,165,735 $3,699,634 $2,302,957 $10,168,326 In addition to these 17 projects to connect diverse communities to their open space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships and other activities. Wildland Fire Resiliency Project #Project Name FY24 FY25 FY26 3-Year Total 61017 Fuel Reduction Implementation $965,000 $965,000 $965,000 $2,895,000 61023 Los Gatos Creek Watershed – Wildland Fire Resiliency 1,110,880 929,800 0 2,040,680 61031 Wildland Fire Capacity 517,600 517,600 517,600 1,552,800 80072 Irish Ridge Restoration 45,000 385,000 405,000 835,000 80076 CEQA Review for IPM Program 20,000 101,000 0 121,000 80079 Miramontes Ridge Reforestation 0 100,000 15,000 115,000 80085 Long Ridge Forest Health Treatment 50,000 5,000 5,000 60,000 80086 Prescribed Fire Plan Implementation 37,500 75,000 75,000 187,500 MAA05-010 Restoration Forestry Demonstration Project 279,082 40,000 540,000 859,082 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration 110,501 100,000 100,000 310,501 Total $3,135,563 $3,218,400 $2,622,600 $8,976,563 60 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Land Acquisition and Preservation New in FY24 Continuing in FY24 Total for FY24 Number of Projects 1 11 12 Total CIAP Budget $15,000 $3,682,951 $3,697,951 *Fund 10 0 0 0 Fund 30 0 5 5 Fund 40 1 6 7 *Excludes supporting projects Project #Project Name Fiscal Year FY24 FY25 FY26 3-Year Total Page # 20125 Cal-Water Land Exchange, Teague Hill Preserve FY24-FY26 $24,000 $15,000 $0 $39,000 62 MAA01-005 Johnston Ranch Land Acquisition FY24-FY26 37,000 5,000 5,000 47,000 63 MAA03-006 South Cowell Upland Land Conservation FY24-FY26 5,354 5,000 5,000 15,354 64 **MAA05-015 Upper La Honda Creek Land Conservation (Eberhard) FY24 1,000,000 0 0 1,000,000 65 MAA13-003 Cloverdale Ranch Land Opportunity FY24-FY25 75,000 1,520,000 0 1,595,000 66 **MAA15-005 Upper La Honda Creek Land Conservation (Eberhard) FY24 2,291,597 0 0 2,291,597 67 VP06-002 El Mirador Land Conservation FY24-FY25 15,000 65,000 0 80,000 68 VP08-002 Upper Alpine Creek Land Conservation FY25-FY26 0 12,000 12,000 24,000 69 VP10-003 Transfer of Upper Alpine Road from San Mateo County FY25 0 13,000 0 13,000 70 VP15-001 Redwood Forest Land Opportunity FY26 0 0 5,000 5,000 71 VP15-005 Upper Oil Creek Redwood Land Conservation FY26 0 0 30,000 30,000 72 VP20-003 Quint Trail Easement FY24 23,000 0 0 23,000 73 VP23-004 Mt. Umunhum Land Conservation FY25-FY26 0 23,000 23,000 46,000 74 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve FY24-FY26 5,000 5,000 5,000 15,000 75 VP25-001 Sierra Azul Loma Prieta Land Conservation FY24-FY26 22,000 22,000 22,000 66,000 76 VP39-001 Lower San Gregorio Creek Land Conservation FY24-FY26 50,000 85,000 75,000 210,000 77 None Districtwide Purchase Options and Low- Value Land Fund Reoccurring 150,000 150,000 150,000 450,000 78 Total $3,697,951 $1,920,000 $332,000 $5,949,951 * Pre-acquisition activity for land purchases is typically budgeted in Fund 40 (unless the purchase is certain and eligible for MAA reimbursement, the funds are then budgeted in Fund 30). The land budget typically does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early negotiations. Land purchase costs for fee titles or easements are subsequently budgeted upon approval by the Board and reflected in year-end expenses. Once a MAA-eligible VP property is purchased, a budget adjustment request is made to transfer the General Capital Fund 40 budget to MAA Fund 30. **MAA05-015 and MAA15-005 are the same project. MAA Portfolio #05 does not have sufficient funds to cover the proposed Eberhard purchase. Portfolio #15 will be used to offset the cost of the purchase which aligns with the priority actions of this portfolio. 61Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Cal Water Land Exchange, Teague Hill Preserve Project #: 20125 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pursue trail connections between Huddart Park and Teague Hill Preserve, and pursue future land conservation protections in the Bear Gulch watershed in exchange for land rights to allow the installation of Cal Water water tanks at El Corte de Madera Preserve. F Y 2 4 S C O P E Negotiate and finalize all transactional documents and bring a proposed agreement to the Board for approval. F Y 2 5 S C O P E Land & Facilities and Planning to identify the alignment of the new trail route on Cal Water property to set the permanent location of the trail easement corridor. F Y 2 6 S C O P E Complete the exchange of property rights. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 4,000 0 0 0 4,000 8200–Architect/Engineering Services 0 0 20,000 15,000 0 0 35,000 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $24,000 $15,000 $0 $0 $39,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 24,000 15,000 0 0 39,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $24,000 $15,000 $0 $0 $39,000 62 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Johnston Ranch Land Acquisition Project #: MAA01-005 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Complete necessary steps to the purchase and preservation of the upland portion of the Johnston Ranch property as an addition to Miramontes Ridge Open Space Preserve. F Y 2 4 S C O P E Work with granting agencies to authorize grant change for fee and partial interest purchase of the Johnston upland property. Bring purchase amendment to Board for approval. F Y 2 5 S C O P E After litigation is resolved, complete 100% fee transfer escrow. F Y 2 6 S C O P E After litigation is resolved, complete 100% fee transfer escrow. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 82,856 33,000 37,000 5,000 5,000 0 162,856 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 50 0 0 0 0 0 50 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $82,906 $33,000 $37,000 $5,000 $5,000 $0 $162,906 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 82,906 33,000 37,000 5,000 5,000 0 162,906 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $82,906 $33,000 $37,000 $5,000 $5,000 $0 $162,906 63Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N South Cowell Upland Land Conservation Project #: MAA03-006 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Complete land division application with San Mateo County for future fee transfer of upland property and adjacent residence to preserve upland grassland habitat and support opportunities for parking, patrol and trail access for the planned Purisima-to-the-Sea regional trail corridor. F Y 2 4 S C O P E Continue to work with the county to complete a land division application, which has been delayed by litigation. F Y 2 5 S C O P E After litigation is resolved, complete 100% fee transfer escrow. F Y 2 6 S C O P E After litigation is resolved, complete 100% fee transfer escrow. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $354 $0 $0 $0 $354 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 4,909,748 1,266,000 5,000 5,000 5,000 0 6,190,748 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 26,959 0 0 0 0 0 26,959 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $4,936,707 $1,266,000 $5,354 $5,000 $5,000 $0 $6,218,061 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 4,936,707 1,266,000 5,354 5,000 5,000 0 6,218,061 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $4,936,707 $1,266,000 $5,354 $5,000 $5,000 $0 $6,218,061 64 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 65Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Upper La Honda Creek Land Conservation (Eberhard) Project #: MAA05-015 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Complete land purchase in the headwaters of La Honda Creek for habitat protection and to help close the Bay Area Ridge Trail gap between the La Honda Creek and El Corte de Madera Creek preserves. Purchase was originally budgeted in MAA portfolio 05 but partially moved to MAA portfolio 15 as MAA portfolio 05 does not currently have sufficient funds for the entire purchase. F Y 2 4 S C O P E Pursue lot line adjustment approval with San Mateo County to complete the purchase of the Eberhard property as an addition to La Honda Creek Open Space Preserve. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 28,400 1,000,000 0 0 0 1,028,400 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 1,745 0 0 0 0 1,745 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $30,145 $1,000,000 $0 $0 $0 $1,030,145 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 30,145 1,000,000 0 0 0 1,030,145 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $30,145 $1,000,000 $0 $0 $0 $1,030,145 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 66 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Cloverdale Ranch Land Opportunity Project #: MAA13-003 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Continue with the potential Phase 3 purchase of the Cloverdale Ranch property owned by Peninsula Open Space Trust. Continue due diligence work, including clarification and division of operational responsibilities related to the Lake Lucerne Water Company and identify preliminary land and resource management goals for the potential Phase 3 property. F Y 2 4 S C O P E Continue due diligence for Phase 3 of the Cloverdale Ranch purchase. Work with POST and shareholders of Lake Lucerne Mutual Water Company to address future water infrastructure improvements and clearly define maintenance and repair responsibilities. F Y 2 5 S C O P E Bring exercise of option to Board to consider approval of Phase 3 of the Cloverdale Ranch purchase. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 14,900,000 75,000 1,520,000 0 0 16,495,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $14,900,000 $75,000 $1,520,000 $0 $0 $16,495,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 4,971,718 75,000 1,520,000 0 0 6,566,718 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 9,928,282 0 0 0 0 9,928,282 Grand Total $0 $14,900,000 $75,000 $1,520,000 $0 $0 $16,495,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 67Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Upper La Honda Creek Land Conservation (Eberhard) Project #: MAA15-005 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Complete land purchase in the headwaters of La Honda Creek for habitat protection and to help close the Bay Area Ridge Trail gap between the La Honda Creek and El Corte de Madera Creek preserves. Purchase was originally budgeted in MAA portfolio 05 but partially moved to MAA portfolio 15 as MAA portfolio 05 does not currently have sufficient funds for the entire purchase. F Y 2 4 S C O P E Pursue lot line adjustment approval with San Mateo County to complete the purchase of the Eberhard property as an addition to La Honda Creek Open Space Preserve. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,417 $0 $0 $0 $1,417 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 2,290,180 0 0 0 2,290,180 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $2,291,597 $0 $0 $0 $2,291,597 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 2,291,597 0 0 0 2,291,597 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $2,291,597 $0 $0 $0 $2,291,597 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 68 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N El Mirador Land Conservation Project #: VP06-002 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E In partnership with POST, pursue an opportunity for a lot-line adjustment and associated purchase of 200 acres of mature second growth redwoods as an addition to Windy Hill Open Space Preserve. F Y 2 4 S C O P E In partnership with POST, develop conservation options to work with private property owners to protect 150-year old second-growth redwood forest. F Y 2 5 S C O P E Pursue opportunity for a land division and purchase of El Mirador property with POST and, if approved by the Board, and complete the purchase as an addition to Windy Hill Preserve. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 15,000 65,000 0 0 80,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $15,000 $65,000 $0 $0 $80,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 15,000 65,000 0 0 80,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $15,000 $65,000 $0 $0 $80,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 69Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Upper Alpine Creek Land Conservation Project #: VP08-002 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Purchase property in the Upper Alpine Creek Area, including a 273-acre property located adjacent to Russian Ridge Open Space Preserve. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Continue to pursue land opportunities. F Y 2 6 S C O P E Continue to pursue land opportunities. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 15,000 0 0 12,000 12,000 0 39,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $15,000 $0 $0 $12,000 $12,000 $0 $39,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 15,000 0 0 12,000 12,000 0 39,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $15,000 $0 $0 $12,000 $12,000 $0 $39,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 70 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Transfer of Upper Alpine Road from San Mateo County Project #: VP10-003 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Upon completion of the Upper Alpine (Road) Trail project, complete county transfer to Midpen of the Alpine (Road) Trail. Prepare quitclaim deed for transfer of the right of way and present to the Board for approval and acceptance. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Complete quitclaim deed transfer of the Upper Alpine (Road) Trail right‐of‐way for public trail use from San Mateo County. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 13,000 0 0 13,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $13,000 $0 $0 $13,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 13,000 0 0 13,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $13,000 $0 $0 $13,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 71Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Redwood Forest Land Opportunity Project #: VP15-001 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pursue land purchase opportunities to grow Midpen’s contiguous greenbelt in redwood forests. F Y 2 4 S C O P E Deferred to FY26. F Y 2 5 S C O P E Deferred to FY26. F Y 2 6 S C O P E Pursue opportunities to purchase redwood forest lands in the Oil Creek watershed. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 5,000 0 5,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $5,000 $0 $5,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 5,000 0 5,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $5,000 $0 $5,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 72 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Upper Oil Creek Redwood Land Conservation Project #: VP15-005 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pursue land purchase opportunities to grow Midpen’s contiguous greenbelt in redwood forests. Purchase forested land in the upper Pescadero watershed to protect redwoods and fish habitat as an addition to Long Ridge Open Space Preserve. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Complete the purchase of redwood forest land in the upper Oil Creek watershed. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 30,000 0 30,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $30,000 $0 $30,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 30,000 0 30,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $30,000 $0 $30,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 73Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Quint Trail Easement Project #: VP20-003 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Secure a trail easement to close a gap in the Bay Area Ridge Trail. F Y 2 4 S C O P E Secure a trail easement through private property. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 23,000 0 0 0 23,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $23,000 $0 $0 $0 $23,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 23,000 0 0 0 23,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $23,000 $0 $0 $0 $23,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 74 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Mt. Umunhum Land Conservation Project #: VP23-004 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pursue land purchase opportunities as an addition to Sierra Azul Preserve, including property near Mount Umunhum and Mount Thayer. F Y 2 4 S C O P E Deferred to FY25. F Y 2 5 S C O P E Purchase land from willing sellers as opportunities present themselves. F Y 2 6 S C O P E Purchase land from willing sellers as opportunities present themselves. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 23,000 23,000 0 46,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $23,000 $23,000 $0 $46,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 23,000 23,000 0 46,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $23,000 $23,000 $0 $46,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 75Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve Project #: VP24-002 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Enter into an exchange agreement with Valley Water for license to use land at the intersection of Pheasant and Hicks roads as a staging area for the Guadalupe Dam repairs in exchange for Valley Water’s construction of a parking area to support public access to the Rancho de Guadalupe area of Sierra Azul Open Space Preserve. F Y 2 4 S C O P E Execute an agreement with Valley Water allowing use of Midpen site for construction staging in exchange for building a parking area for public use. Continue working with Native American stakeholders to ensure protection of nearby cultural site. F Y 2 5 S C O P E Monitor Valley Water’s use of the site for construction staging. F Y 2 6 S C O P E Monitor Valley Water’s use of the site for construction staging. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 5,000 5,000 5,000 0 15,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $5,000 $5,000 $5,000 $0 $15,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 5,000 5,000 5,000 0 15,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $5,000 $5,000 $5,000 $0 $15,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 76 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Sierra Azul Loma Prieta Land Conservation Project #: VP25-001 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pursue land purchase opportunities to grow Midpen’s contiguous greenbelt in the Loma Prieta area of Sierra Azul Open Space Preserve. F Y 2 4 S C O P E Continue to pursue land opportunities. F Y 2 5 S C O P E Continue to pursue land opportunities. F Y 2 6 S C O P E Continue to pursue land opportunities. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 22,000 22,000 22,000 22,000 0 88,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $22,000 $22,000 $22,000 $22,000 $0 $88,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 22,000 22,000 22,000 22,000 0 88,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $22,000 $22,000 $22,000 $22,000 $0 $88,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 77Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Lower San Gregorio Creek Land Conservation Project #: VP39-001 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Protect watershed land and farmland in the Lower San Gregorio Creek watershed. F Y 2 4 S C O P E Complete exchange of water rights including protection and enhancement of riparian corridor, and transfer of domestic water rights to support farming operation. Hire consultant to begin monitoring the riparian easement. F Y 2 5 S C O P E Hire consultant to complete floodplain modeling and restoration design, and begin permitting. Continue easement monitoring. F Y 2 6 S C O P E Continue permitting and easement monitoring. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 24,215 2,500 30,000 0 0 0 56,715 8200–Architect/Engineering Services 0 0 0 50,000 50,000 0 100,000 8300–Environmental/Planning Services 0 0 20,000 35,000 25,000 10,000 90,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 200,000 200,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $24,215 $2,500 $50,000 $85,000 $75,000 $210,000 $446,715 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 24,215 2,500 50,000 85,000 75,000 210,000 446,715 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $24,215 $2,500 $50,000 $85,000 $75,000 $210,000 $446,715 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 78 Section 3 • Budget and Action Plan FY24 L A N D A C Q U I S I T I O N A N D P R E S E R VA T I O N Districtwide Purchase Options and Low-Value Land Fund Project #: None Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Budget allocations for purchase option funds to enter into purchase and sale agreements for other open space lands with property owners. These funds are also used for low-value land purchases under the General Manager’s purchasing authority, such as small parcels, public trail easements or patrol and maintenance access easements. F Y 2 4 S C O P E As low-value purchase opportunities become available move to complete land purchases under the General Manager's authority. F Y 2 5 S C O P E As low-value purchase opportunities become available move to complete land purchases under the General Manager's authority. F Y 2 6 S C O P E As low-value purchase opportunities become available move to complete land purchases under the General Manager's authority. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 20,000 150,000 150,000 150,000 0 470,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $20,000 $150,000 $150,000 $150,000 $0 $470,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 20,000 150,000 150,000 150,000 0 470,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $20,000 $150,000 $150,000 $150,000 $0 $470,000 Attachment 1 - Exhibit A Natural Resource Protection and Restoration New in FY24 Continuing in FY24 Total for FY24 Number of Projects 7 34 41 Total CIAP Budget $875,500 $6,843,734 $7,719,234 *Fund 10 4 18 22 Fund 30 1 10 11 Fund 40 2 6 8 *Excludes supporting projects Project #Project Name Fiscal Year FY24 FY25 FY26 3-Year Total Page # 35012 Driscoll Ranch New Agricultural Well FY24-FY26 $72,000 $32,500 $15,500 $120,000 81 35016 Toto Ranch New Agricultural Well(s)FY24-FY25 20,000 55,500 0 75,500 82 *35018 Miramontes Ridge – Madonna Creek Dam Repair FY24-FY25 200,000 200,000 0 400,000 83 61017 Fuel Reduction Implementation FY24-FY26 965,000 965,000 965,000 2,895,000 84 61023 Los Gatos Creek Watershed–Wildland Fire Resiliency FY24-FY25 1,110,880 929,800 0 2,040,680 85 61024 Lobitos Creek Fencing FY24 326,000 0 0 326,000 86 61030 Toto Ranch Agricultural Plan FY24-FY25 51,000 75,000 0 126,000 87 61031 Wildland Fire Capacity FY24-FY26 517,600 517,600 517,600 1,552,800 88 *61033 Miramontes Ridge – Johnston Ranch Ponds FY24 25,000 0 0 25,000 89 *61034 Miramontes Ridge – Madonna Creek Stables FY24-FY26 10,000 10,000 10,000 30,000 90 *61038 Purisima Creek Redwoods – Purisima Ponds FY24-FY26 100,000 100,000 100,000 300,000 91 80034-44 Programmatic State and Federal Environmental Permitting FY24-FY25 50,000 0 0 50,000 92 **80054 Badger/Burrowing Owl Habitat Assessment FY24-FY26 50,000 144,000 0 194,000 93 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection FY24-FY26 68,441 75,000 75,000 218,441 94 80059 Groundwater Well Decommissioning FY25-FY26 0 141,000 141,000 282,000 95 80065 IPM Implementation of Valley Water Grant FY24-FY26 220,000 200,000 200,000 620,000 96 80069 Mountain Lion Conservation Research FY24-FY26 101,400 101,400 45,252 248,052 97 **80070 Carbon Storage Study–Pilot Project, San Gregorio Watershed FY24-FY25 30,000 20,000 0 50,000 98 **80072 Irish Ridge Restoration FY24-FY26 45,000 385,000 405,000 835,000 99 80073 Oversight of Lehigh Quarry Activities FY24-FY26 75,000 18,000 18,000 111,000 100 80074 Science Advisory Panel FY24-FY25 10,000 50,000 0 60,000 101 80076 CEQA Review for IPM Program FY24-FY25 20,000 101,000 0 121,000 102 80079 Miramontes Ridge Reforestation FY25-FY26 0 100,000 15,000 115,000 103 80081 Pescadero Watershed Sediment Reduction Implementation FY24-FY26 175,000 85,000 70,000 330,000 104 80082 San Gregorio Water Quality Improvement Plan FY24-FY26 62,000 240,000 160,000 462,000 105 80083 Santa Cruz Kangaroo Rat Habitat and Population Management Project FY24-FY26 136,932 95,000 520,500 752,432 106 80084 Remediation of Planting Sites FY24-FY26 50,000 50,000 50,000 150,000 107 Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 79Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A 80085 Long Ridge Forest Health Treatment FY24-FY26 50,000 5,000 5,000 60,000 108 **80086 Prescribed Fire Plan Implementation FY24-FY26 37,500 75,000 75,000 187,500 109 80087 Restoration Prioritization and Implementation of Mitigation Policy FY24-FY26 50,000 100,000 100,000 250,000 110 80088 San Gregorio Creek Fish Habitat Enhancement FY24-FY26 130,500 148,000 5,000 283,500 111 MAA01-006 Madonna Creek Habitat Enhancement, Water Supply and Bridge Replacement FY24-FY26 96,915 204,451 207,695 509,061 112 **MAA02-004 Stevens Creek Shoreline Nature Area Restoration FY24-FY26 60,000 418,167 178,310 656,477 113 **MAA03-002 Purisima Upland Site Cleanup and Soil Remediation FY24-FY26 143,691 520,000 25,000 688,691 114 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan FY24-FY26 205,000 70,000 175,000 450,000 115 MAA03-011 Lobitos Creek Fisheries Restoration FY26 0 0 155,000 155,000 116 ***MAA05-010 Restoration Forestry Demonstration Project FY24-FY26 279,082 40,000 540,000 859,082 117 MAA05-011 Lone Madrone Ranch Fence Installation FY24 131,250 0 0 131,250 118 MAA05-014 Lone Madrone Corrals FY25-FY26 0 7,000 50,000 57,000 119 MAA07-008 Lower Turtle Pond Repair FY24-FY25 205,915 116,858 0 322,773 120 MAA13-001 Cloverdale–Operational Road System Review and Repairs FY25-FY26 0 70,000 138,911 208,911 121 MAA13-002 Cloverdale Reservoir Monitoring Improvements FY24-FY26 87,500 87,500 120,000 295,000 122 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY24-FY26 920,554 1,500,785 750,000 3,171,339 123 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY24-FY26 110,501 100,000 100,000 310,501 124 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY24 219,573 0 0 219,573 125 VP22-002 Alma Bridge Road Wildlife Passage FY24-FY26 500,000 250,000 1,250,000 2,000,000 126 Total $7,719,234 $8,403,561 $7,182,768 $23,305,563 *Storm damage project. **Project scope of work, budget, and staff capacity is subject to change following additional assessment from FEMA to address storm damage projects. ***Potential impacts to accommodate storm damage projects. S U P P O R T I N G P R O J E C T S Project Name Project Purpose Lead Department Fiscal Year Conservation Management Unit Designation Evaluate Midpen lands to determine need and location for additional Conservation Management Units (CMU) to protect sensitive habitats. Natural Resources FY24-FY25 Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 80 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Driscoll Ranch New Agricultural Well Project #: 35012 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Provide a well as a new source of water for agricultural use at Driscoll Ranch to replace existing creek diversion and tie the new well into existing water distribution lines and tanks. F Y 2 4 S C O P E Secure permits and prepare bid package. F Y 2 5 S C O P E Bid, award contract and start construction. F Y 2 6 S C O P E Complete construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 15,000 10,000 5,000 3,000 0 33,000 8300–Environmental/Planning Services 0 15,000 15,500 8,000 4,000 0 42,500 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 5,000 8,000 3,000 3,000 0 19,000 8600 –Construction 0 0 38,500 16,500 5,500 0 60,500 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $35,000 $72,000 $32,500 $15,500 $0 $155,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 35,000 72,000 32,500 15,500 0 155,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $35,000 $72,000 $32,500 $15,500 $0 $155,000 Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 81Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Toto Ranch New Agricultural Well(s) Project #: 35016 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Drill and install a new agricultural water well in Toto Ranch to replace two existing shallow wells that do not produce sufficient water. F Y 2 4 S C O P E Conduct well assessment. If a deeper well is feasible, complete CEQA review, secure permits and prepare bid package. F Y 2 5 S C O P E Solicit bids, award contract and start construction. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 10,000 15,000 5,000 0 0 30,000 8300–Environmental/Planning Services 0 15,000 0 5,000 0 0 20,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 5,000 5,000 7,000 0 0 17,000 8600 –Construction 0 0 0 38,500 0 0 38,500 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $30,000 $20,000 $55,500 $0 $0 $105,500 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 30,000 20,000 55,500 0 0 105,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $30,000 $20,000 $55,500 $0 $0 $105,500 Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 82 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 83Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Miramontes Ridge–Madonna Creek Dam Repair Project #: 35018 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Downstream face of dam partially washed away when dam was overtopped. Repair will require additional work to stabilize dam. F Y 2 4 S C O P E Complete CEQA review. Repair and stabilize downstream face of dam. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Repair and stabilize downstream face of dam. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 200,000 200,000 0 0 400,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $200,000 $200,000 $0 $0 $400,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 200,000 200,000 0 0 400,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $200,000 $200,000 $0 $0 $400,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 84 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Fuel Reduction Implementation Project #: 61017 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Improve wildfire resiliency and protection of Midpen preserves. Implement fuel reduction work outlined in the Wildland Fire Resiliency Program–Vegetation Management Plan to reduce fuels that contribute to wildfire risks. F Y 2 4 S C O P E Continue fuel reduction work outlined in the Vegetation Management Plan to reduce fuels that contribute to wildfire risks. May need to split into additional projects. F Y 2 5 S C O P E Continue fuel reduction work outlined in the Vegetation Management Plan to reduce fuels that contribute to wildfire risks. May need to split into additional projects. F Y 2 6 S C O P E Continue fuel reduction work outlined in the Vegetation Management Plan to reduce fuels that contribute to wildfire risks. May need to split into additional projects. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 211,644 415,000 965,000 965,000 965,000 0 3,521,644 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $211,644 $415,000 $965,000 $965,000 $965,000 $0 $3,521,644 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $211,644 $415,000 $965,000 $965,000 $965,000 $0 $3,521,644 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $211,644 $415,000 $965,000 $965,000 $965,000 $0 $3,521,644 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 85Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Los Gatos Creek Watershed–Wildland Fire Resiliency Project #: 61023 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Implement grant-funded work within the Los Gatos Creek watershed that furthers the goals of the Wildland Fire Resiliency Program to complete ecologically sensitive vegetation management that reduces fuel loads and lessens wildfire risk (including in areas with extremely high infestation of Sudden Oak Death). F Y 2 4 S C O P E Implement second year of the fuel treatments/habitat restoration plan at Bear Creek Redwoods Preserve. Implement first year of the fuel treatment/habitat restoration plan in the Cathedral Oaks are of Sierra Azul Preserve. F Y 2 5 S C O P E Implement third year of the fuel treatment/habitat restoration plan at Bear Creek Redwoods. Implement second year of the fuel treatment/habitat restoration plan in the Cathedral Oaks area of Sierra Azul. Implement first year of treatment at Long Ridge and Saratoga Gap preserves. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $1,606 $44,000 $45,000 $44,000 $0 $0 $134,606 5000-7000–Service & Supplies 88,589 159,000 1,065,880 885,800 0 0 2,199,269 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $90,194 $203,000 $1,110,880 $929,800 $0 $0 $2,333,874 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $90,194 $(97,000) $285,880 $554,800 $0 $0 $833,874 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 300,000 825,000 375,000 0 0 1,500,000 Grand Total $90,194 $203,000 $1,110,880 $929,800 $0 $0 $2,333,874 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 86 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Lobitos Creek Fencing Project #: 61024 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Extend a southern fence line along Lobitos Creek to protect the riparian area from cattle access. F Y 2 4 S C O P E Solicit bids, award contract and complete construction. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 25,000 0 0 0 25,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 1,000 301,000 0 0 0 302,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $1,000 $326,000 $0 $0 $0 $327,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 1,000 326,000 0 0 0 327,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $1,000 $326,000 $0 $0 $0 $327,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 87Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Toto Ranch Agricultural Plan Project #: 61030 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Develop a sustainable agricultural plan for Toto Ranch to be used to establish an agricultural lease with the tenants. F Y 2 4 S C O P E Utilize the consultant's findings to prepare the agricultural plan and prepare a draft lease agreement. Initiate CEQA review. F Y 2 5 S C O P E Finalize and execute the agricultural lease agreement. Complete CEQA review. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 51,000 75,000 0 0 126,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $51,000 $75,000 $0 $0 $126,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $51,000 $75,000 $0 $0 $126,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $51,000 $75,000 $0 $0 $126,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 88 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Wildland Fire Capacity Project #: 61031 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Utilize $1.08 million in State Coastal Conservancy grant funding to build staff capacity, purchase additional fuel treatment equipment, and implement fuel reduction work in four preserves. F Y 2 4 S C O P E Plan for and start work along Alpine Road in Skyline Ridge and Russian Ridge preserves. Complete work along Alpine Road in Windy Hill. Start work on ecosystem fire resiliency for Kings Mountain manzanita at El Corte de Madera Creek Preserve. F Y 2 5 S C O P E Continue work along Alpine Road in Russian Ridge and Skyline Ridge preserves. Continue work for ecosystem fire resiliency for Kings Mountain manzanita at El Corte de Madera Creek Preserve. F Y 2 6 S C O P E Continue work along Alpine Road in Russian Ridge and Skyline Ridge preserves. Continue work for ecosystem fire resiliency for Kings Mountain manzanita at El Corte de Madera Creek Preserve. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $50,000 $50,000 $50,000 $0 $150,000 5000-7000–Service & Supplies 0 0 467,600 467,600 467,600 0 1,402,800 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $517,600 $517,600 $517,600 $0 $1,552,800 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $376,600 $135,600 $501,600 $0 $1,013,800 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 141,000 382,000 16,000 0 539,000 Grand Total $0 $0 $517,600 $517,600 $517,600 $0 $1,552,800 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 89Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Miramontes Ridge–Johnston Ranch Ponds Project #: 61033 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Pond berm damaged in storm. Erosion from overtopping was addressed in the emergency work. F Y 2 4 S C O P E Complete CEQA review. Repair pond berm. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 25,000 0 0 0 25,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $0 $0 $0 $25,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $25,000 $0 $0 $0 $25,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $0 $0 $0 $25,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 90 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Miramontes Ridge–Madonna Creek Stables Project #: 61034 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Culvert failure and creek channel failure near stables. Repair or replace culvert and repair approximately 1500' of channel. F Y 2 4 S C O P E Complete CEQA review. Repair or replace culvert and repair approximately 1500' of channel. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Repair or replace culvert and repair approximately 1500' of channel. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Repair or replace culvert and repair approximately 1500' of channel. The scope of work and budget is subject to change following additional assessment from FEMA and staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 10,000 10,000 10,000 0 30,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $10,000 $10,000 $10,000 $0 $30,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $10,000 $10,000 $10,000 $0 $30,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $10,000 $10,000 $10,000 $0 $30,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 91Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Purisima Creek Redwoods–Purisima Ponds Project #: 61038 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pond berm was damaged due to erosion from overtopping, and a full rebuild will be necessary. F Y 2 4 S C O P E Rebuild pond berm. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Rebuild pond berm. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Rebuild pond berm. The scope of work and budget is subject to change following additional assessment from FEMA and staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 100,000 100,000 100,000 0 300,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $100,000 $100,000 $0 $300,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 100,000 100,000 100,000 0 300,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $100,000 $100,000 $0 $300,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 92 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Programmatic State and Federal Environmental Permitting Project #: 80034-44 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Develop state and federal programmatic permits for compliance with Endangered Species and Clean Water acts. Facilitates streamlined implementation of projects, resource protection and partnering efforts. F Y 2 4 S C O P E Apply for updated U.S. Fish and Wildlife Service Recovery Permit to match terms in final U.S. Army Corps and CA Department of Fish and Wildlife permits and to include updated provisions from Midpen's Prescribed Fire Program. F Y 2 5 S C O P E Finalize negotiations with regulatory agencies and receive final permits. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 533,573 36,000 50,000 0 0 0 619,573 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $533,573 $36,000 $50,000 $0 $0 $0 $619,573 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $533,573 $36,000 $50,000 $0 $0 $0 $619,573 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $533,573 $36,000 $50,000 $0 $0 $0 $619,573 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 93Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Badger/Burrowing Owl Habitat Assessment Project #: 80054 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Prepare a management plan of grasslands and upland habitat to protect and sustain badger and burrowing owl populations. Present project results to Midpen staff and regional wildlife community. Project involves genetic studies to determine viability of badger populations. F Y 2 4 S C O P E Continue engagement with regional partners to determine additional study needs and to inform the identification of enhancement implementation actions. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 5 S C O P E Explore best timing, partnerships and outside funding opportunities to implement habitat enhancement actions. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Pending partnerships and outside funding opportunities, initiate steps to implement habitat enhancement actions. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 228,813 13,200 50,000 144,000 0 0 436,013 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $228,813 $13,200 $50,000 $144,000 $0 $0 $436,013 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $228,813 $13,200 $50,000 $144,000 $0 $0 $436,013 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $228,813 $13,200 $50,000 $144,000 $0 $0 $436,013 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 94 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Districtwide Aquatic Habitat Assessment and eDNA Collection Project #: 80058 Fund: 10 – General Fund operating P R O J E C T P U R P O S E Conduct aquatic surveys Districtwide to understand aquatic habitat distribution and resident species composition to inform management and protection of aquatic habitats. F Y 2 4 S C O P E Conduct San Francisco garter snake resurvey at Russian Ridge Open Space Preserve and produce a final report. F Y 2 5 S C O P E Hire a consultant to resurvey Districtwide ponds for herpetofauna and complete year 1 surveys. If feasible incorporate use of eDNA detection methods for cryptic species such as yellow legged frog. F Y 2 6 S C O P E Continue to conduct surveys and produce a final report. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 55,000 68,441 75,000 75,000 0 273,441 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $55,000 $68,441 $75,000 $75,000 $0 $273,441 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $55,000 $68,441 $75,000 $75,000 $0 $273,441 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $55,000 $68,441 $75,000 $75,000 $0 $273,441 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 95Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Groundwater Well Decommissioning Project #: 80059 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Prevent groundwater contamination by sealing unused and abandoned wells. F Y 2 4 S C O P E Deferred to FY25. F Y 2 5 S C O P E Hire a contractor to assess and select wells for decommissioning, location TBD. F Y 2 6 S C O P E Hire a contractor to assess and select wells for decommissioning, location TBD. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 10,000 10,000 0 20,000 8300–Environmental/Planning Services 2,272 0 0 15,000 15,000 0 32,272 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 53 0 0 5,000 5,000 0 10,053 8600 –Construction 139,008 0 0 111,000 111,000 0 361,008 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $141,333 $0 $0 $141,000 $141,000 $0 $423,333 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 141,333 0 0 141,000 141,000 0 423,333 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $141,333 $0 $0 $141,000 $141,000 $0 $423,333 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 96 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N IPM Implementation of Valley Water Grant Project #: 80065 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Revitalize habitat for rare, threatened and endangered species and create a more contiguous native vegetation corridor for wildlife, including pollinators, by removing invasive plants and/or revegetating with native species. Funding is prioritized for projects that include community partnerships or provide education for nearby landowners and other stakeholder groups on the control of harmful species. F Y 2 4 S C O P E Year seven of project implementation. F Y 2 5 S C O P E Year eight of project implementation. F Y 2 6 S C O P E Year nine of project implementation. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 219,103 120,000 220,000 200,000 200,000 250,000 1,209,103 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $219,103 $120,000 $220,000 $200,000 $200,000 $250,000 $1,209,103 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $59,288 $(130,763) $(55,000) $(75,000) $(75,000) $578 $(275,897) 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 159,815 250,763 275,000 275,000 275,000 249,422 1,485,000 Grand Total $219,103 $120,000 $220,000 $200,000 $200,000 $250,000 $1,209,103 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 97Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Mountain Lion Conservation Research Project #: 80069 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Track mountain lion use of select preserves (focusing on Rancho San Antonio) to inform wildlife management and public use decisions that are protective of wildlife and reduce potential human interaction conflicts. F Y 2 4 S C O P E Receive year three status report, conduct effectiveness monitoring, wildlife camera analysis, and ongoing research. Begin data analysis phase. F Y 2 5 S C O P E Develop draft Human-Mountain Lion Interaction Management Plan to reduce potential conflicts with mountain lions in high visitor use areas and refine recommendations. F Y 2 6 S C O P E Receive final year status report and finalize strategies for implementation. Finalize Human-Mountain Lion Interaction Management Plan. Work with consultant on publication and presentation of findings at appropriate conferences and to partner organizations and regulatory agencies (CDFW). Begin CEQA process for implementation where needed. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 156,148 101,400 101,400 101,400 45,252 0 505,600 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $156,148 $101,400 $101,400 $101,400 $45,252 $0 $505,600 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $156,148 $101,400 $101,400 $101,400 $45,252 $0 $505,600 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $156,148 $101,400 $101,400 $101,400 $45,252 $0 $505,600 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 98 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Carbon Storage Study–Pilot Project, San Gregorio Watershed Project #: 80070 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Refine the understanding of carbon sequestration and storage in the San Gregorio watershed, and explore the potential for increasing resilience of carbon stocks in the long-term. F Y 2 4 S C O P E Design for a carbon resilience and/or sequestration project (TBD). The scope of work and budget is subject to change following additional assessment from staff. Permitting deferred to FY25 to accommodate storm damage projects. F Y 2 5 S C O P E Secure permits and implement the carbon resilience and/or sequestration project (TBD). The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 50,000 0 30,000 20,000 0 0 100,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $50,000 $0 $30,000 $20,000 $0 $0 $100,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $50,000 $0 $30,000 $20,000 $0 $0 $100,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $50,000 $0 $30,000 $20,000 $0 $0 $100,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 99Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Irish Ridge Restoration Project #: 80072 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Restore habitat on the Irish Ridge property. Plan, permit and implement habitat restoration for special status species, as well as climate change and wildland fire resiliency. F Y 2 4 S C O P E Begin CEQA and permitting. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 5 S C O P E Implement first year of the habitat restoration plan. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Implement second year of the habitat restoration plan. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 85,000 45,000 385,000 405,000 345,000 1,265,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $85,000 $45,000 $385,000 $405,000 $345,000 $1,265,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $85,000 $45,000 $385,000 $405,000 $345,000 $1,265,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $85,000 $45,000 $385,000 $405,000 $345,000 $1,265,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 100 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Oversight of Lehigh Quarry Activities Project #: 80073 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Protect Midpen interests throughout the Lehigh Quarry Reclamation Plan Review process and related activities. F Y 2 4 S C O P E Continue to work with partners, stakeholders, county and Lehigh to maximize protection of Midpen interests. Monitor Ridgeline Easement and report results to Santa Clara County. F Y 2 5 S C O P E Continue to work with partners, stakeholders, county and Lehigh to maximize protection of Midpen interests. Monitor Ridgeline Easement and report results to Santa Clara County. F Y 2 6 S C O P E Continue to work with partners, stakeholders, county and Lehigh to maximize protection of Midpen interests. Monitor Ridgeline Easement and report results to Santa Clara County. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 13,494 54,000 75,000 18,000 18,000 0 178,494 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $13,494 $54,000 $75,000 $18,000 $18,000 $0 $178,494 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $13,494 $54,000 $75,000 $18,000 $18,000 $0 $178,494 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $13,494 $54,000 $75,000 $18,000 $18,000 $0 $178,494 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 101Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Science Advisory Panel Project #: 80074 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Seek science-based findings from a Scientific Advisory Panel to help inform Midpen land management decisions. F Y 2 4 S C O P E Pending Board approval and staff capacity, determine new Science Advisory Panel process and scope of research topics. F Y 2 5 S C O P E Pending Board approval and staff capacity, consider researching new topic with the Science Advisory Panel. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 50,581 5,000 10,000 50,000 0 0 115,581 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $50,581 $5,000 $10,000 $50,000 $0 $0 $115,581 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $50,581 $5,000 $10,000 $50,000 $0 $0 $115,581 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $50,581 $5,000 $10,000 $50,000 $0 $0 $115,581 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 102 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N CEQA Review for IPM Program Project #: 80076 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Perform 10-year review of the IPM Program. Update the project description and confirm and/or update original CEQA findings. F Y 2 4 S C O P E Conduct internal review and stakeholder meetings on program updates. F Y 2 5 S C O P E Finalize CEQA and approve project. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 20,000 101,000 0 0 121,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $20,000 $101,000 $0 $0 $121,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $20,000 $101,000 $0 $0 $121,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $20,000 $101,000 $0 $0 $121,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 103Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Miramontes Ridge Reforestation Project #: 80079 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Implement ecosystem resiliency through reforestation near Hwy 35. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Develop the reforestation habitat restoration plan. F Y 2 6 S C O P E Complete CEQA Review. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 100,000 15,000 150,000 265,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $100,000 $15,000 $150,000 $265,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $100,000 $15,000 $150,000 $265,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $100,000 $15,000 $150,000 $265,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 104 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Pescadero Watershed Sediment Reduction Implementation Project #: 80081 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Comply with San Francisco Regional Water Quality Control Board regulations of the Total Maximum Daily Load for sediment in the Pescadero-Butano watershed. Identify and then address high priority sediment sources along road and trails in Skyline Ridge and Long Ridge preserves. F Y 2 4 S C O P E Continue conceptual designs. Coordinate with E&C (for ADA improvements) and VS (for work downstream of Alpine Pond) on scheduling and compliance with the recovery permit. Investigate streamlined permitting with resource agencies for highest priority sites, including the Alpine Pond Project (dam reconstruction and pond reconfiguration). Engage with neighbors where road agreements or easements exist. F Y 2 5 S C O P E Finalize designs/permitting of additional high priority sites, including areas along Old Page Mill Road (which will need to occur prior to draining Alpine Pond) and construct, if timing allows. Continue working with resource agencies on strategy to include Alpine Pond under recovery permit. F Y 2 6 S C O P E Work on Old La Honda Road (downstream of Alpine Pond); continue permitting efforts with regulatory agencies, develop bid and construction documents. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 135,000 30,000 0 0 165,000 8300–Environmental/Planning Services 0 0 40,000 55,000 70,000 50,000 215,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 120,000 120,000 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 450,000 450,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $175,000 $85,000 $70,000 $620,000 $950,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 175,000 85,000 70,000 620,000 950,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $175,000 $85,000 $70,000 $620,000 $950,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 105Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N San Gregorio Water Quality Improvement Plan Project #: 80082 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Address the sediment reduction goals set by the San Francisco Regional Water Quality Control Board’s Water Quality Improvement Plan for the San Gregorio watershed. Implementation will be conducted over a long term period, beginning in FY24 or FY25, depending on the results of the FY23 study and plan. Sediment inventory report (similar to Pescadero Project #80081) is due to the Water Board in 2027 and Midpen is ahead of schedule. F Y 2 4 S C O P E Begin conceptual designs for several of the highest priority sites. Sites are anticipated to be eligible for programmatic (streamlined) permitting. Coordinate with Foothills Field Office (FFO) on scheduling. F Y 2 5 S C O P E Complete 60% designs and begin permitting for highest priority sites for potential construction starting in FY26. F Y 2 6 S C O P E Begin construction of high priority sites (if permitting allows). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 55,791 62,000 240,000 160,000 0 517,791 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $55,791 $62,000 $240,000 $160,000 $0 $517,791 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $55,791 $62,000 $240,000 $160,000 $0 $517,791 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $55,791 $62,000 $240,000 $160,000 $0 $517,791 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 106 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Santa Cruz Kangaroo Rat Habitat and Population Management Project Project #: 80083 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Assess habitat and support genetic research to inform the development of a habitat and population management plan (HPMP). The HPMP will identify opportunities for site-specific enhancements to increase species resiliency of Santa Cruz kangaroo rat. F Y 2 4 S C O P E Develop a HPMP, initiate CEQA and prepare permit applications. F Y 2 5 S C O P E Finalize CEQA and secure permits. F Y 2 6 S C O P E Implement habitat enhancements and begin long-term monitoring of kangaroo rat population response. Partner with State Parks and/or Open Space Authority for translocations if recommended. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 123,000 136,932 95,000 520,500 861,500 1,736,932 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $123,000 $136,932 $95,000 $520,500 $861,500 $1,736,932 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $58,000 $24,932 $0 $520,500 $861,500 $1,464,932 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 65,000 112,000 95,000 0 0 272,000 Grand Total $0 $123,000 $136,932 $95,000 $520,500 $861,500 $1,736,932 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 107Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Remediation of Planting Sites Project #: 80084 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Oregon State University to provide remediation recommendations for restoration sites contaminated with soil pathogens and preventative strategies for future restoration projects. Staff to then identify remedial actions to pursue based on capacity, costs, and other factors to manage for Phytophthora and protect the natural resources. F Y 2 4 S C O P E Determine locations and priority, including feasibility of remediation of restoration sites contaminated with soil pathogens. F Y 2 5 S C O P E Implement first year of remediation of restoration sites contaminated with soil pathogens. F Y 2 6 S C O P E Implement second year of remediation of restoration sites contaminated with soil pathogens. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 50,000 50,000 0 150,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $50,000 $50,000 $0 $150,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $50,000 $50,000 $0 $150,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $50,000 $50,000 $0 $150,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 108 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Long Ridge Forest Health Treatment Project #: 80085 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Restore oak woodland habitat to improve resilience to climate change impacts and fire by removing encroaching Douglas fir that is overtopping the hardwoods. F Y 2 4 S C O P E Secure grant funding for Douglas fir removal. F Y 2 5 S C O P E Develop a treatment plan and begin CEQA analysis for Douglas fir removal and restoration of the oak woodland habitat. F Y 2 6 S C O P E Complete CEQA process. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 5,000 5,000 35,000 95,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $5,000 $5,000 $35,000 $95,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $5,000 $5,000 $35,000 $95,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $5,000 $5,000 $35,000 $95,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 109Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Prescribed Fire Plan Implementation Project #: 80086 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Reintroduction of fire as a natural process for ecosystem resiliency and fire management. F Y 2 4 S C O P E Identify areas for prescribed fire. Draft up to two burn plans and implement at least one burn. Monitor and implement corrective actions, as needed. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 5 S C O P E Identify areas for prescribed fire. Draft up to three burn plans depending on prior years implementation and implement at least one burn. Monitor and implement corrective actions, as needed. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Identify areas for prescribed fire. Draft up to three burn plans depending on prior years implementation and implement at least one burn. Monitor and implement corrective actions, as needed. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 37,500 75,000 75,000 37,500 225,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $37,500 $75,000 $75,000 $37,500 $225,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $37,500 $30,000 $30,000 $37,500 $135,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 45,000 45,000 0 90,000 Grand Total $0 $0 $37,500 $75,000 $75,000 $37,500 $225,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 110 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Restoration Prioritization and Implementation of Mitigation Policy Project #: 80087 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Identify restoration priorities and assemble eligible mitigation projects for future offsets and to secure mitigation funds consistent with the Mitigation Policy. F Y 2 4 S C O P E Compile list, type, size and timing of priority restoration projects and sites. F Y 2 5 S C O P E Identify and prioritize additional restoration projects as needed to meet mitigation requests and needs. Design for and plan first set of restoration mitigation projects. F Y 2 6 S C O P E Continue to design and plan projects as needs arise. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 100,000 100,000 500,000 750,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $100,000 $100,000 $500,000 $750,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $100,000 $100,000 $500,000 $750,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $100,000 $100,000 $500,000 $750,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 111Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N San Gregorio Creek Fish Habitat Enhancement Project #: 80088 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Enhance instream salmonid habitat in San Gregorio Creek at apple orchard by installing large woody debris. F Y 2 4 S C O P E Hire San Mateo Resource Conservation District to lead project implementation, including CEQA and permitting. Begin construction summer 2024. F Y 2 5 S C O P E Complete construction. F Y 2 6 S C O P E Conduct Year 1 of 5 of post-construction monitoring. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 63,250 21,500 0 0 84,750 8300–Environmental/Planning Services 0 0 50,000 0 5,000 5,000 60,000 8400–Inspection/Construction Monitoring 0 0 0 28,750 0 0 28,750 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 17,250 97,750 0 0 115,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $130,500 $148,000 $5,000 $5,000 $288,500 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 130,500 148,000 5,000 5,000 288,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $130,500 $148,000 $5,000 $5,000 $288,500 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 112 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Madonna Creek Habitat Enhancement, Water Supply and Bridge Replacement Project #: MAA01-006 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Restore fish passage on Madonna Creek, provide alternative water supply to agricultural operations, and replace access bridges across Madonna Creek to enhance fisheries and habitat conditions. F Y 2 4 S C O P E Develop concept designs for habitat improvements and bridge replacement. If recommended, prepare for an alternative water supply to support agricultural operations. F Y 2 5 S C O P E Finalize designs, seek grant funding, and begin CEQA review. F Y 2 6 S C O P E Finalize CEQA and prepare permits applications. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $5,870 $1,915 $9,451 $12,695 $0 $29,931 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 68,417 0 75,000 90,000 60,000 90,000 383,417 8300–Environmental/Planning Services 0 22,000 20,000 105,000 35,000 60,000 242,000 8400–Inspection/Construction Monitoring 0 14,000 0 0 0 0 14,000 8500 – Permitting Fees 0 0 0 0 100,000 0 100,000 8600 –Construction 0 0 0 0 0 350,000 350,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $68,417 $41,870 $96,915 $204,451 $207,695 $500,000 $1,119,348 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 68,417 41,870 96,915 204,451 207,695 500,000 1,119,348 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $68,417 $41,870 $96,915 $204,451 $207,695 $500,000 $1,119,348 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 113Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Stevens Creek Shoreline Nature Area Restoration Project #: MAA02-004 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Make phased habitat improvements and infrastructure changes to Midpen parcel that align with regional shoreline resiliency planning. F Y 2 4 S C O P E Continue site enhancements, monitoring and progress toward Phase 2. The scope of work and budget is subject to change following additional assessment from staff. Majority of scope and budget has been deferred to accommodate storm damage projects. F Y 2 5 S C O P E Continue site enhancements, monitoring and progress toward Phase 2. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Continue site enhancements, monitoring and progress toward Phase 2. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $5,086 $0 $18,167 $8,310 $5,137 $36,700 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 120,000 35,000 0 155,000 8300–Environmental/Planning Services 0 0 35,000 280,000 135,000 100,000 550,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 25,000 0 0 0 25,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $5,086 $60,000 $418,167 $178,310 $105,137 $766,700 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 5,086 60,000 418,167 178,310 105,137 766,700 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $5,086 $60,000 $418,167 $178,310 $105,137 $766,700 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 114 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Purisima Upland Site Cleanup and Soil Remediation Project #: MAA03-002 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Complete site cleanup and soil remediation around existing empty oil tank to protect natural resource values. F Y 2 4 S C O P E Finalize design, CEQA, and permitting. Begin the request for bids process for remediation project. The scope of work and budget is subject to change following additional assessment from staff. Moved construction to FY25. F Y 2 5 S C O P E Remediate former oil facility and other areas, clean up debris, and install erosion control as needed. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Project largely completed in prior fiscal year. Monitor and maintain site for next few years. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $18,288 $6,647 $13,691 $0 $0 $0 $38,626 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 65,571 0 0 0 0 0 65,571 8200–Architect/Engineering Services 87,911 50,000 30,000 30,000 0 0 197,911 8300–Environmental/Planning Services 54,624 20,000 0 20,000 0 0 94,624 8400–Inspection/Construction Monitoring 32,420 0 0 45,000 0 0 77,420 8500 – Permitting Fees 7,196 0 0 0 0 0 7,196 8600 –Construction 2,045 0 100,000 425,000 25,000 25,000 577,045 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $268,055 $76,647 $143,691 $520,000 $25,000 $25,000 $1,058,393 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 268,055 76,647 143,691 442,520 25,000 25,000 980,913 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 77,480 0 0 77,480 Grand Total $268,055 $76,647 $143,691 $520,000 $25,000 $25,000 $1,058,393 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 115Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan Project #: MAA03-007 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Develop pond management plan for Purisima-to-the-Sea properties to enhance pond habitat for native wildlife and to improve water supply source that supports conservation grazing program. F Y 2 4 S C O P E Execute contract to implement stockwater infrastructure improvements. Begin permitting and design phase of pond reconstruction. F Y 2 5 S C O P E Complete stockwater infrastructure improvements. Develop habitat management plan. F Y 2 6 S C O P E Construction phase of pond reconstruction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 100,000 0 35,000 0 135,000 8300–Environmental/Planning Services 0 0 55,000 20,000 20,000 0 95,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 50,000 50,000 120,000 10,000 230,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $205,000 $70,000 $175,000 $10,000 $460,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 205,000 70,000 175,000 10,000 460,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $205,000 $70,000 $175,000 $10,000 $460,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 116 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Lobitos Creek Fisheries Restoration Project #: MAA03-011 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Restore fish passage to the Lobitos Creek watershed through improvements on Highway 1 (Caltrans) and Lobitos Creek Road (San Mateo County). F Y 2 4 S C O P E Project deferred to FY26. F Y 2 5 S C O P E Project deferred to FY26. F Y 2 6 S C O P E Hire a consultant to collect topographic, habitat and other data to inform a high-level conceptual design and rough cost estimate for fish passage improvements across Highway 1. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $194,000 $194,000 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 100,000 180,000 280,000 8300–Environmental/Planning Services 0 0 0 0 0 85,000 85,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 55,000 40,000 95,000 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $155,000 $499,000 $654,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 155,000 499,000 654,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $155,000 $499,000 $654,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 117Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Restoration Forestry Demonstration Project Project #: MAA05-010 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Develop pilot project to restore degraded forest habitat and enhance fire resiliency. F Y 2 4 S C O P E Complete forest plan and road/sediment design. Begin procuring contractor services for fuels, roads, and forestry services. F Y 2 5 S C O P E Begin implementation of forest plan. F Y 2 6 S C O P E Continue implementation of forest plan. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $11,224 $14,082 $0 $0 $0 $25,306 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 15,000 0 0 0 15,000 8300–Environmental/Planning Services 36,767 32,695 250,000 40,000 40,000 0 399,462 8400–Inspection/Construction Monitoring 0 29,000 0 0 0 29,000 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 500,000 500,000 1,000,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $36,767 $72,919 $279,082 $40,000 $540,000 $500,000 $1,468,768 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 36,767 72,919 279,082 40,000 540,000 500,000 1,468,768 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $36,767 $72,919 $279,082 $40,000 $540,000 $500,000 $1,468,768 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 118 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Lone Madrone Ranch Fence Installation Project #: MAA05-011 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Install fence along property boundary of northeast neighbor to contain livestock on Midpen property and protect riparian areas. Install fence in Pasture 4 to protect sensitive habitat while continuing to support the conservation grazing program. F Y 2 4 S C O P E Conduct competitive bid process, select contractor, and award construction fence contract. Fencing scheduled to be completed in FY24. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 13,000 10,000 0 0 0 23,000 8400–Inspection/Construction Monitoring 0 0 3,750 0 0 0 3,750 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 63,364 50,000 117,500 0 0 0 230,864 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $63,364 $63,000 $131,250 $0 $0 $0 $257,614 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 63,364 63,000 131,250 0 0 0 257,614 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $63,364 $63,000 $131,250 $0 $0 $0 $257,614 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 119Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Lone Madrone Corrals Project #: MAA05-014 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Provide grazing tenant with functional corrals for unloading/loading, administering vaccinations and health checks of livestock on the Lone Madrone property. The property lacks accessible corrals for the onsite ranching tenant to ensure continuity of Midpen's conservation grazing program to maintain grassland habitats and reduce wildland fire fuel loads. This project would install new corrals that are accessible from the road and separated from future public access trails. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Prepare feasibility studies, determine location and prepare design documents, and complete CEQA review. F Y 2 6 S C O P E Bid, award contract and complete construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 6,000 0 0 6,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 1,000 50,000 0 51,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $7,000 $50,000 $0 $57,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 7,000 50,000 0 57,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $7,000 $50,000 $0 $57,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 120 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Lower Turtle Pond Repair Project #: MAA07-008 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Repair important wildlife habitat and stock watering pond in Lower La Honda Creek Open Space Preserve. F Y 2 4 S C O P E Secure permits and begin implementing repairs to Lower Turtle Pond. F Y 2 5 S C O P E Finalize repairs to Lower Turtle Pond. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,915 $16,858 $0 $0 $18,773 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 28,214 0 30,000 0 0 0 58,214 8300–Environmental/Planning Services 18,188 0 24,000 0 0 0 42,188 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 150,000 100,000 0 0 250,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $46,401 $0 $205,915 $116,858 $0 $0 $369,174 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 46,401 0 205,915 116,858 0 0 369,174 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $46,401 $0 $205,915 $116,858 $0 $0 $369,174 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 121Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Cloverdale–Operational Road System Review and Repairs Project #: MAA13-001 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Use road inventory to determine what existing roads need to remain for operational purposes and what segments need repairs to keep the roads operational and protect surrounding watershed and habitats. Protect San Francisco garter snake habitat by moving existing ranch road away from wetland habitat. Decommission existing segment of ranch road in San Francisco garter snake habitat and replace by constructing a new road segment. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Pending acquisition in FY23, proceed with design and CEQA review of ranch road improvements. Prepare permits for submittal. F Y 2 6 S C O P E Continue permitting. Review results of the road inventory to identify the alignments that need to remain and be maintained long-term. Initiate technical studies. Develop a program for necessary repairs, realignments and decommissioning of road segments, with planned scopes, schedules and budget for implementation. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $8,911 $0 $8,911 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 70,000 65,000 50,000 185,000 8300–Environmental/Planning Services 0 0 0 0 30,000 25,000 55,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 50,000 50,000 8500 – Permitting Fees 0 0 0 0 35,000 15,000 50,000 8600 –Construction 0 0 0 0 0 340,000 340,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $138,911 $480,000 $688,911 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 70,000 138,911 480,000 688,911 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $138,911 $480,000 $688,911 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 122 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Cloverdale Reservoir Monitoring Improvements Project #: MAA13-002 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Improve reservoir monitoring infrastructure to manage water for habitat and agriculture. F Y 2 4 S C O P E Execute Phase 1 of consultant contract to install flow meters on diversion outlet and hydraulic valves in Reservoirs 2 and 3. F Y 2 5 S C O P E Execute Phase 2 of consultant contract to assess hydraulic valve system at Reservoirs 2 and 3, repair diversion stream gage, and modify pump intake locations. Continue to map critical water infrastructure. F Y 2 6 S C O P E Finish infrastructure improvements. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 50,000 50,000 50,000 0 150,000 8300–Environmental/Planning Services 0 0 10,000 10,000 20,000 0 40,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 15,000 15,000 25,000 0 55,000 8600 –Construction 0 0 12,500 12,500 25,000 0 50,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $87,500 $87,500 $120,000 $0 $295,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 87,500 87,500 120,000 0 295,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $87,500 $87,500 $120,000 $0 $295,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 123Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Wildlife Corridor: Highway 17 Crossing Project #: MAA20-001 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Work with partners to develop, engineer, and implement wildlife crossing improvements at Highway 17 to provide safe movement for wildlife connecting over 30,000 acres of protected public lands. F Y 2 4 S C O P E Complete CEQA/NEPA. Work with Valley Transportation Agency as project delivery partner to prepare design plans and permit applications. Continue work on Mitigation Credit Agreement. F Y 2 5 S C O P E Continue to work with Valley Transportation Agency to finalize design plan and secure permits. Begin preparing bid package materials for implementation. Finalize work on Mitigation Credit Agreement. F Y 2 6 S C O P E Continue to work with Valley Transportation Agency. If project has Caltrans approval, has received permits and funding, solicit bids, award contract and begin construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $66,868 $22,156 $30,154 $785 $0 $0 $119,963 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 20,000 0 0 0 20,000 8200–Architect/Engineering Services 243,639 0 750,000 1,500,000 750,000 0 3,243,639 8300–Environmental/Planning Services 380,009 262,500 120,400 0 0 0 762,909 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 79,841 0 0 0 0 13,500,000 13,579,841 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $770,357 $284,656 $920,554 $1,500,785 $750,000 $13,500,000 $17,726,352 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital (510,140) (115,344) (2,448,949) (1,499,215) 750,000 13,500,000 9,676,352 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 1,280,497 400,000 3,369,503 3,000,000 0 0 8,050,000 Grand Total $770,357 $284,656 $920,554 $1,500,785 $750,000 $13,500,000 $17,726,352 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 124 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration Project #: MAA21-007 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Implement targeted treatments under the Integrated Pest Management Plan to control invasive weed populations at Bear Creek Redwoods Open Space Preserve, and facilitate opening phases 2 and 3 of the preserve for public access. Implement targeted weed treatments to restore native habitats along roads and trails. Treatment sites are expected to require five years of treatment before requiring maintenance-level treatment (determined by species, habitat, infestation level and time span, and site-history). F Y 2 4 S C O P E Implement year five of targeted weed treatments at Bear Creek Redwoods Preserve to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. F Y 2 5 S C O P E Complete second year of invasive species treatment in Phase 2 area of Bear Creek Redwoods. F Y 2 6 S C O P E Complete third year of invasive species treatment in Phase 2 area of Bear Creek Redwoods. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $1,690 $9,642 $10,501 $0 $0 $0 $21,833 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 1,165,708 100,000 100,000 100,000 100,000 500,000 2,065,708 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $1,167,398 $109,642 $110,501 $100,000 $100,000 $500,000 $2,087,541 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 652,398 109,642 110,501 100,000 100,000 500,000 1,572,541 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 515,000 0 0 0 0 0 515,000 Grand Total $1,167,398 $109,642 $110,501 $100,000 $100,000 $500,000 $2,087,541 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 125Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Bear Creek Redwoods Landfill Characterization and Remediation Project #: MAA21-010 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Remediate former landfill to restore natural open space values, protect public health and safety, and allow for Phase 2 public access at Bear Creek Redwoods. F Y 2 4 S C O P E Implement remedial design and cleanup. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $6,642 $9,573 $0 $0 $0 $16,215 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 132,135 107,000 50,000 0 0 0 289,135 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 160,000 0 0 0 160,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $132,135 $113,642 $219,573 $0 $0 $0 $465,350 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 132,135 113,642 219,573 0 0 0 465,350 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $132,135 $113,642 $219,573 $0 $0 $0 $465,350 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 126 Section 3 • Budget and Action Plan FY24 N A T U R A L R E S O U R C E P R O T E C T I O N A N D R E S T O R A T I O N Alma Bridge Road Wildlife Passage Project #: VP22-002 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Partner with Santa Clara County to complete CEQA, design, permitting and implementation to provide safe passage for wildlife (newts). Midpen will retain a consultant to provide CEQA and design services to provide safe passage for newts across Alma Bridge Road. Implementation to be led by Midpen or county. Long term operation and maintenance to shift to county. F Y 2 4 S C O P E In partnership with Santa Clara County, select preferred alternative(s) and begin CEQA, design and permitting. F Y 2 5 S C O P E Complete design, CEQA review and permitting. If funding is available, solicit bids for construction of a capital project to install wildlife crossing structure(s). F Y 2 6 S C O P E If funding is available, award construction bid and complete capital project to install wildlife crossing structure(s) and begin effectiveness monitoring. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 500,000 250,000 0 0 750,000 8300–Environmental/Planning Services 0 0 0 0 0 130,000 130,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 1,250,000 0 1,250,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $500,000 $250,000 $1,250,000 $130,000 $2,130,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 500,000 250,000 1,250,000 130,000 2,130,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $500,000 $250,000 $1,250,000 $130,000 $2,130,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 127Section 3 • Budget and Action Plan FY24 Public Access, Education and Outreach New in FY24 Continuing in FY24 Total for FY24 Number of Projects 9 26 35 Total CIAP Budget $2,023,772 $9,380,043 $11,403,815 *Fund 10 0 5 5 Fund 30 5 13 18 Fund 40 4 8 12 *Excludes supporting projects Project #Project Name Fiscal Year FY24 FY25 FY26 3-Year Total Page # *31901 ADA Barrier Removal FY24-FY26 $30,000 $1,525,000 $50,000 $1,605,000 129 31903 Hwy 35 Multi-Use Trail Crossing and Parking (Phase 1 Feasibility Study, Phase 2 Concept Design, Phase 3 Final Design) FY24-FY26 90,000 75,000 175,000 340,000 130 31907 Johnston Ranch Loop Trail and Parking Area FY25-FY26 0 110,000 135,000 245,000 131 31908 Long Ridge Parking – Feasibility Study FY26 0 0 75,000 75,000 132 31909 Visitor Use Management and Carrying Capacity FY24-FY26 0 0 25,000 25,000 133 *35006 Kennedy Trailhead Parking Area Improvement FY25-FY26 0 35,000 80,000 115,000 134 35008 Kennedy Trail Retaining Wall FY25-FY26 0 147,000 73,000 220,000 135 *35013 Fremont Older Parking Area Improvements FY25-FY26 0 58,000 17,000 75,000 136 35014 Guadalupe Creek Crossing Replacement FY24-FY26 116,000 52,000 215,000 383,000 137 *35015 Rancho San Antonio Road Repair FY25-FY26 0 226,000 111,000 337,000 138 **35017 Bear Creek Redwoods – Parking Lot Culvert FY24-FY25 761,000 761,000 0 1,522,000 139 **35020 Purisima Creek Road Vehicle Access FY24-FY26 1,440,000 1,715,000 2,850,000 6,005,000 140 *61025 FFO Trail Bridge Replacements FY24-FY25 40,000 54,000 0 94,000 141 61027 Rancho San Antonio ADA Path to Deer Hollow Farm FY24-FY26 183,000 157,000 112,000 452,000 142 61029 Monte Bello Black Mountain Trail Extension FY24-FY26 50,000 100,000 155,000 305,000 143 **61035 Sierra Azul – Limekiln Trail Slide FY24 43,000 0 0 43,000 144 **61036 Bear Creek Redwoods – Alma Trail Slide FY24 60,000 0 0 60,000 145 **61037 El Corte de Madera – Spring Board Trail Culvert and Bridge FY24 1,329,000 0 0 1,329,000 146 **61040 District-wide Culvert Repair Permanent Work FY24-FY26 26,500 26,500 26,500 79,500 147 **61041 District-wide Trail Repair Permanent Work FY24-FY26 53,600 53,600 53,600 160,800 148 MAA03-009 Purisima-to-the-Sea Parking FY24-FY26 151,056 182,726 130,068 463,850 149 MAA03-010 Purisima-to-the-Sea Trail FY24-FY26 115,749 265,954 161,733 543,436 150 MAA03-012 Purisima Preserve Comprehensive Use and Management Plan FY24-FY25 30,000 30,000 0 60,000 151 MAA05-007 La Honda Creek Phase 2 Trail Connections FY24-FY26 201,412 302,082 360,672 864,166 152 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY24 258,543 0 0 258,543 153 MAA05-009 La Honda Creek Redwood Cabin Removal and Site Restoration FY24 19,401 0 0 19,401 154 MAA05-012 Paulin Culvert/Bridge Improvements FY24-FY26 168,556 63,194 12,737 244,487 155 MAA05-013 La Honda Parking and Trailhead Access – Phase 2 Implementation FY26 0 0 111,875 111,875 156 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 128 Section 3 • Budget and Action Plan FY24 MAA06-002 Hawthorns Area Plan FY24-FY26 293,670 109,514 51,560 454,744 157 MAA10-001 Alpine Road Regional Trail, Coal Creek FY24-FY26 1,106,763 30,000 20,000 1,156,763 158 MAA11-003 Rancho San Antonio Multimodal Access – Implementation (MAA Eligible) FY24-FY25 25,000 0 0 25,000 159 MAA11-004 Rancho San Antonio Deer Hollow Farm Restroom FY24-FY26 25,867 44,866 83,500 154,233 160 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon FY24-FY26 65,000 175,000 323,726 563,726 161 MAA17-005 Upper Stevens Creek Trail Connection FY24-FY26 65,000 50,000 48,911 163,911 162 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY24-FY26 1,067,716 1,551,987 1,088,787 3,708,490 163 MAA20-004 Spooky Knoll Trail and Other New Hwy 17 Trail Connections FY24-FY25 251,224 249,949 0 501,173 164 MAA21-004 Bear Creek Stables Project FY24-FY25 138,105 4,498,398 0 4,636,503 165 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation FY24-FY26 159,887 84,038 30,713 274,638 166 MAA21-011 Phase 2 Trail Improvements, Bear Creek Redwoods FY24-FY26 2,788,766 681,000 2,000 3,471,766 167 VP05-002 La Honda Creek Parking and Trailhead Access – Phase 1 Feasibility Study and CEQA Review FY24-FY25 89,000 100,000 0 189,000 168 VP07-003 La Honda Parking Area – South Area FY25-FY26 0 50,000 50,000 100,000 169 VP11-001 Rancho San Antonio Multimodal Access – Implementation (Non-MAA Funded) FY24-FY25 50,000 10,000 0 60,000 170 VP14-001 California Riding & Hiking Trails FY24 6,000 0 0 6,000 171 VP21-005 Bear Creek Redwoods North Parking Area FY24-FY26 105,000 80,000 870,500 1,055,500 172 Total 11,403,815 13,653,808 7,499,882 32,557,505 *Project scope of work, budget, and staff capacity is subject to change following additional assessment from FEMA to address storm damage projects. **Storm damage project. S U P P O R T I N G P R O J E C T S Project Name Project Purpose Lead Department Fiscal Year Cloverdale Interim Public Access Public access to Cloverdale has been provided under POST ownership for years at the Wilbur’s Watch parking lot and trailhead along Pigeon Point Road, South of Pescadero. This access will continue under Midpen management following ownership of the property. Provide additional public access to Cloverdale through a three-phased approach that includes community field days, Docent Naturalist-led hikes, and limited permit access. Visitor Services FY24-FY25 Middle Stevens Creek Trail Connection Partner with Santa Clara County Parks, Friends of Stevens Creek Trail, and the City of Cupertino to secure land rights for the middle section of the Stevens Creek Trail from Linda Vista Park to Stevens Creek County Park. Real Property FY24 Purisima Preserve Multimodal Access – Implementation Implement transportation demand management strategies at Purisima Creek Redwoods Preserve to reduce parking challenges and encourage multimodal access to the preserve. Project implements Board approved transportation demand management strategies not included as part of Purisima-to-the-Sea or Hwy 35 Multi-Use Trail projects. Planning FY24-FY26 Regional Trails and Active Transportation/Access to Open Space Planning and Coordination Provide technical and planning support on external regional trail and active transportation planning projects initiated by partners and other public agencies. Planning FY24-FY25 Trail Information System Provide enhanced quantitative trail data to the public to inform wayfinding, recreation, and accessibility decisions. Planning FY24-FY25 Trail Junction Numbering System Improve wayfinding on trails by adding unique trail junction numbers.Planning FY24-FY26 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 129Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H ADA Barrier Removal Project #: 31901 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Implement ADA barrier removals as identified and prioritized in the Board-approved ADA Transition Plan Update, including tracking and reporting accomplishments. F Y 2 4 S C O P E Complete year five of barrier removals. The scope of work and budget is subject to change following additional assessment from staff. Land and Facilities scope of work deferred to accommodate storm damage projects. F Y 2 5 S C O P E Complete year six of barrier removals. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Complete year seven of barrier removals. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 210,946 58,000 30,000 80,000 50,000 0 428,946 8300–Environmental/Planning Services 28,841 70,000 0 15,000 0 0 113,841 8400–Inspection/Construction Monitoring 27,924 0 0 20,000 0 0 47,924 8500 – Permitting Fees 46,998 30,000 0 0 0 0 76,998 8600 –Construction 590,140 0 0 1,410,000 0 0 2,000,140 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $904,849 $158,000 $30,000 $1,525,000 $50,000 $0 $2,667,849 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $(123,600) $(25,000)$0 $0 $0 $0 $(148,600) 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 904,849 158,000 30,000 1,525,000 50,000 0 2,667,849 Grants/Partnerships/Other 123,600 25,000 0 0 0 0 148,600 Grand Total $904,849 $158,000 $30,000 $1,525,000 $50,000 $0 $2,667,849 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 130 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Hwy 35 Multi-Use Trail Crossing and Parking (Phase 1 Feasibility Study, Phase 2 Concept Design, Phase 3 Final Design) Project #: 31903 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Explore feasibility for implementing a trail crossing across Highway 35 to connect the regional Bay Area Ridge Trail from the planned SFPUC Bay Area Ridge Trail Extension to Midpen’s Purisima Creek Redwoods Preserve, as well as opportunities for expanded parking at the North Ridge parking area. Conduct feasibility study, followed by environmental review and concept design of preferred alternative. F Y 2 4 S C O P E Pending Board approval of a preferred alternative, initiate the preliminary conceptual design and environmental review. F Y 2 5 S C O P E Complete the preliminary conceptual design and environmental review, and bring to the Board to certify the CEQA document/adopt the CEQA findings and approve the project description to finalize the conceptual design. F Y 2 6 S C O P E Move conceptual designs to 60-90% construction plans and prepare/submit for permits. Seek grant funding. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 23,471 65,000 90,000 75,000 175,000 0 428,471 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $23,471 $65,000 $90,000 $75,000 $175,000 $0 $428,471 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $(165,529) $65,000 $90,000 $75,000 $175,000 $0 $239,471 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 189,000 0 0 0 0 0 189,000 Grand Total $23,471 $65,000 $90,000 $75,000 $175,000 $0 $428,471 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 131Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Johnston Ranch Loop Trail and Parking Area Project #: 31907 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Complete improvements to existing parking area and new trail loop at Johnston Ranch property that aligns with City of Half Moon Bay’s Local Coastal Program and Parks Master Plan. F Y 2 4 S C O P E Project not yet started. City timeline to start unclear. F Y 2 5 S C O P E In coordination with the City of Half Moon Bay and Peninsula Open Space Trust, conduct site assessments, plan and initiate basis of conceptual design of improvements for the existing parking area and new loop trail. Initiate public and stakeholder outreach and engagement. Conduct trail scouting. F Y 2 6 S C O P E Present conceptual design options to the Planning and Natural Resources Committee at a community meeting and to the Board. Refine the conceptual design option(s). Develop project description for CEQA for Board consideration. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 30,000 0 0 30,000 8300–Environmental/Planning Services 0 0 0 60,000 0 0 60,000 8400–Inspection/Construction Monitoring 0 0 0 0 20,000 0 20,000 8500 – Permitting Fees 0 0 0 20,000 0 0 20,000 8600 –Construction 0 0 0 0 115,000 0 115,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $110,000 $135,000 $0 $245,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 110,000 135,000 0 245,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $110,000 $135,000 $0 $245,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 132 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Long Ridge Parking–Feasibility Study Project #: 31908 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Provide a public access staging area (parking, restroom, trailhead) for Long Ridge Preserve and trails. Conduct feasibility study, develop opportunities and constraints and project alternatives for Board's consideration. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Initiate discussions with Santa Clara County Parks, Caltrans and other stakeholders in scoping potential sites for parking. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 75,000 35,000 110,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $75,000 $35,000 $110,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $75,000 $35,000 $110,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $75,000 $35,000 $110,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 133Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Visitor Use Management and Carrying Capacity Project #: 31909 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Develop framework for visitor use management to assess visitor use capacity and identify management strategies that protect resources and enhance the visitor experience for possible future implementation at one or more Midpen preserves. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Conduct background research, literature review, and partner agency engagement. Initiate the process to develop visitor use management goals for an area, select indicators, establish thresholds and identify management strategies. Initiate public and stakeholder engagement. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 25,000 0 25,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $25,000 $0 $25,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $25,000 $0 $25,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $25,000 $0 $25,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 134 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Kennedy Trailhead Parking Area Improvement Project #: 35006 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Expand and improve Kennedy Trailhead parking area to address community parking and access concerns, address ADA accessibility, and provide trailhead amenities. Plan, design, permit and construct an expanded parking area, vault restroom, bicycle racks and sign boards. F Y 2 4 S C O P E Deferred to FY25 to accommodate storm damage projects. F Y 2 5 S C O P E Release a Request for Proposals for consulting services to conduct feasibility studies for trailhead parking area improvements, develop project conceptual designs, conduct early stakeholder outreach, and present to the Planning and Natural Resources Committee for input. Forward conceptual design recommendation to the Board and seek Board approval of the CEQA project description. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Enter contract to complete the CEQA review. Conduct CEQA process and obtain Board certification of CEQA findings and approval of project to pursue development of construction-level plans. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 23,856 0 0 25,000 0 268,000 316,856 8300–Environmental/Planning Services 0 0 0 10,000 80,000 0 90,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $23,856 $0 $0 $35,000 $80,000 $268,000 $406,856 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 23,856 0 0 35,000 80,000 268,000 406,856 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $23,856 $0 $0 $35,000 $80,000 $268,000 $406,856 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 135Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Kennedy Trail Retaining Wall Project #: 35008 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Enhance safety for emergency vehicle access along a narrow segment of Kennedy Trail. Design, permit, bid and construct a new retaining wall to support the Kennedy Trail in Sierra Azul Open Space Preserve. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Complete technical studies and prepare conceptual design. F Y 2 6 S C O P E Complete CEQA process and prepare regulatory permit applications. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 80,000 0 0 80,000 8300–Environmental/Planning Services 0 0 0 67,000 50,000 0 117,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 23,000 0 23,000 8600 –Construction 0 0 0 0 0 385,000 385,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $147,000 $73,000 $385,000 $605,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 147,000 73,000 385,000 605,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $147,000 $73,000 $385,000 $605,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 136 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Fremont Older Parking Area Improvements Project #: 35013 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Improve the parking configuration and traffic flow of the existing parking area, enhance ADA parking and improve parking surface. F Y 2 4 S C O P E Deferred to FY25 to accommodate storm damage projects. F Y 2 5 S C O P E Assess site conditions and prepare conceptual design documents. Present proposed improvements as the CEQA project description for review and approval by the Board. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Complete the environmental review and secure permits. Prepare bid package to solicit bids. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 58,000 1,000 0 59,000 8300–Environmental/Planning Services 0 0 0 0 5,000 0 5,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 11,000 0 11,000 8600 –Construction 0 0 0 0 0 253,000 253,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $58,000 $17,000 $253,000 $328,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 58,000 17,000 253,000 328,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $58,000 $17,000 $253,000 $328,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 137Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Guadalupe Creek Crossing Replacement Project #: 35014 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Assess and improve existing creek culvert crossing that is showing signs of failure. Replace existing culvert creek crossing with a bridge crossing. F Y 2 4 S C O P E Assess site conditions and prepare design documents. Initiate environmental review. F Y 2 5 S C O P E Complete environmental review, prepare and submit permit applications. F Y 2 6 S C O P E Secure permits, solicit bids and award construction contract. Initiate bridge replacement construction work. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 100,000 30,000 0 0 130,000 8300–Environmental/Planning Services 0 0 16,000 7,000 0 0 23,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 15,000 15,000 0 30,000 8600 –Construction 0 0 0 0 200,000 350,000 550,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $116,000 $52,000 $215,000 $350,000 $733,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 116,000 52,000 215,000 350,000 733,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $116,000 $52,000 $215,000 $350,000 $733,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 138 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Rancho San Antonio Road Repair Project #: 35015 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Improve existing service roads. Repair existing asphalt road, replace culverts (as needed), and improve ADA access from FFO to bridge near Deer Hollow Farm and the lower portion of Mora paved trail. F Y 2 4 S C O P E Deferred to FY25 to accommodate storm damage projects. Will complete minor patching up in FY24. F Y 2 5 S C O P E Initiate and finalize design, conduct CEQA review and secure permits. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Solicit bids, award a construction (repair) contract, and finalize repairs to the Deer Hollow Farm retaining wall and main access road. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 10,161 12,402 0 146,000 41,000 26,000 235,563 8300–Environmental/Planning Services 0 0 0 25,000 25,000 25,000 75,000 8400–Inspection/Construction Monitoring 0 0 0 40,000 30,000 30,000 100,000 8500 – Permitting Fees 0 0 0 15,000 15,000 15,000 45,000 8600 –Construction 0 0 0 0 0 500,000 500,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $10,161 $12,402 $0 $226,000 $111,000 $596,000 $955,563 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 10,161 12,402 0 226,000 111,000 596,000 955,563 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $10,161 $12,402 $0 $226,000 $111,000 $596,000 $955,563 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 139Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Bear Creek Redwoods–Parking Lot Culvert Project #: 35017 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Storm damage to culvert below existing parking lot. Replace 60" 1500' culvert under parking lot and repair parking lot. F Y 2 4 S C O P E Complete CEQA review. Replace 60" 1500' culvert under parking lot and repair parking lot. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Replace 60" 1500' culvert under parking lot and repair parking lot. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 761,000 761,000 0 0 1,522,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $761,000 $761,000 $0 $0 $1,522,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 761,000 761,000 0 0 1,522,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $761,000 $761,000 $0 $0 $1,522,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 140 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Purisima Creek Road Vehicle Access Project #: 35020 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Purisima Creek Road is not passable due to a washout from the 2022-23 storms. Assess road for long-term viability as a road, including potential replacement of three bridges. Rebuild washouts and replace bridges for patrol and emergency vehicle access. F Y 2 4 S C O P E Begin technical assessments and conceptual design for road and bridge repairs. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Develop design and construction plans. Complete CEQA review. Submit permit applications. Develop bid package and release for bid. Select contractor. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Begin road and bridge repairs. The scope of work and budget is subject to change following additional assessment from FEMA and staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 55,000 370,000 95,000 55,000 575,000 8300–Environmental/Planning Services 0 0 105,000 85,000 50,000 25,000 265,000 8400–Inspection/Construction Monitoring 0 0 20,000 0 110,000 95,000 225,000 8500 – Permitting Fees 0 0 0 0 35,000 0 35,000 8600 –Construction 0 0 1,260,000 1,260,000 2,560,000 1,500,000 6,580,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $1,440,000 $1,715,000 $2,850,000 $1,675,000 $7,680,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 1,440,000 1,715,000 2,850,000 1,675,000 7,680,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $1,440,000 $1,715,000 $2,850,000 $1,675,000 $7,680,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 141Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H FFO Trail Bridge Replacements Project #: 61025 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Maintain safe trail use to continue public access within preserves by replacing two wooden bridges on Bear Meadow Trail in Picchetti Ranch and on the Flume Trail in St. Joseph’s Hill. F Y 2 4 S C O P E Finalize design, secure permits and initiate bridge replacement work. The scope of work and budget is subject to change following additional assessment from staff. Original scope of work has been reduced to accommodate storm damage projects. F Y 2 5 S C O P E Complete bridge replacement work. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 5,000 0 10,000 7,500 0 0 22,500 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 6,500 0 0 6,500 8500 – Permitting Fees 0 0 10,000 0 0 0 10,000 8600 –Construction 0 0 20,000 40,000 0 0 60,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $5,000 $0 $40,000 $54,000 $0 $0 $99,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 5,000 0 40,000 54,000 0 0 99,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $5,000 $0 $40,000 $54,000 $0 $0 $99,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 142 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Rancho San Antonio ADA Path to Deer Hollow Farm Project #: 61027 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Evaluate feasibility of new ADA-accessible pedestrian path that separates existing combined use of pedestrians and vehicles on road leading to Deer Hollow Farm to improve public accessibility and safety. Separate path may require one or more road crossings with vehicular stops and/or potential bridge. F Y 2 4 S C O P E Conduct public outreach. Hold Planning & Natural Resources Committee meeting to review proposed trail improvements and initiate CEQA review. F Y 2 5 S C O P E Finalize CEQA review and seek Board adoption of CEQA findings and approval of trail improvements. Prepare permit applications. F Y 2 6 S C O P E Secure permits, solicit bids and award a construction contract. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 30,000 183,000 157,000 112,000 0 482,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $30,000 $183,000 $157,000 $112,000 $0 $482,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $30,000 $183,000 $157,000 $112,000 $0 $482,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $30,000 $183,000 $157,000 $112,000 $0 $482,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 143Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Monte Bello Black Mountain Trail Extension Project #: 61029 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Utilize the existing trail easement through Lehigh Quarry lands to construct a route with a more gradual ascent of Black Mountain. F Y 2 4 S C O P E Initiate technical studies. F Y 2 5 S C O P E Prepare conceptual trail alignment and project description and initiate environmental review. F Y 2 6 S C O P E Obtain Board certification of CEQA findings and approval of trail alignment. Finalize the trail design & engineering and submit local & regulatory permit applications. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 25,000 25,000 15,000 7,500 72,500 8300–Environmental/Planning Services 0 0 25,000 65,000 20,000 0 110,000 8400–Inspection/Construction Monitoring 0 0 0 0 20,000 0 20,000 8500 – Permitting Fees 0 0 0 10,000 25,000 0 35,000 8600 –Construction 0 0 0 0 75,000 180,000 255,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $100,000 $155,000 $187,500 $492,500 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 50,000 100,000 155,000 187,500 492,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $100,000 $155,000 $187,500 $492,500 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 144 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Sierra Azul–Limekiln Trail Slide Project #: 61035 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Landslide damage to culvert and resulting trail damage. Repair or replace culvert and repair trail. F Y 2 4 S C O P E Complete CEQA review. Repair or replace culvert and repair trail. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 43,000 0 0 0 43,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $43,000 $0 $0 $0 $43,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $43,000 $0 $0 $0 $43,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $43,000 $0 $0 $0 $43,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 145Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Bear Creek Redwoods–Alma Trail Slide Project #: 61036 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Landslide damage to culvert and resulting trail failure. Replace culvert and repair trail. F Y 2 4 S C O P E Complete CEQA review. Replace culvert and repair trail. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 60,000 0 0 0 60,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 $0 $0 $0 $60,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 60,000 0 0 0 60,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 $0 $0 $0 $60,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 146 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H El Corte de Madera–Spring Board Trail Culvert and Bridge Project #: 61037 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Storm-damaged bridge and four failed culverts. Repair or replacement of bridge and four culverts. F Y 2 4 S C O P E Repair and/or replace a damaged bridge and failed culverts. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 1,329,000 0 0 0 1,329,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $1,329,000 $0 $0 $0 $1,329,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 1,329,000 0 0 0 1,329,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $1,329,000 $0 $0 $0 $1,329,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 147Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H District-wide Culvert Repair Permanent Work Project #: 61040 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Storm damage to multiple culvert; damage requires replacements or repairs after scouring, damage and/or failure. Preserves include Long Ridge, Monte Bello, Miramontes Ridge, Purisma Creek Redwoods, Skyline Ridge. F Y 2 4 S C O P E Replace and/or repair culverts. Complete CEQA documentation. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Replace and/or repair culverts. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Replace and/or repair culverts. The scope of work and budget is subject to change following additional assessment from FEMA and staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 26,500 26,500 26,500 0 79,500 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $26,500 $26,500 $26,500 $0 $79,500 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 26,500 26,500 26,500 0 79,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $26,500 $26,500 $26,500 $0 $79,500 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 148 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H District-wide Trail Repair Permanent Work Project #: 61041 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Landslide damage to trails causing trail and bridge failures. Repair and possible replacement of bridges and repair to trails, inlet/outlets, and landslide damage. Preserves include: El Corte Madera Creek, Monte Bello, Purisma Creek Redwoods, Russian Ridge, Skyline Ridge, Thornewood, Windy Hill. F Y 2 4 S C O P E Complete CEQA documentation. Repair and/or replace bridges, trails and inlets/outlets. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Repair and/or replace bridges, trails and inlets/outlets. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 6 S C O P E Repair and/or replace bridges, trails and inlets/outlets. The scope of work and budget is subject to change following additional assessment from FEMA and staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 53,600 53,600 53,600 0 160,800 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $53,600 $53,600 $53,600 $0 $160,800 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 53,600 53,600 53,600 0 160,800 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $53,600 $53,600 $53,600 $0 $160,800 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 149Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Purisima-to-the-Sea Parking Project #: MAA03-009 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Provide a public access staging area and connections to the redwoods trail system and the Coastal Trail. Plan, design, permit and construct new parking area and trailhead amenities. F Y 2 4 S C O P E Hire a design consultant and begin conceptual designs (designs will inform CEQA review that is planned under the Purisima-to-the-Sea Comprehensive Use and Management Plan). F Y 2 5 S C O P E Complete final conceptual design and forward to the Board for approval. Begin design development. Prepare and submit regulatory permits. F Y 2 6 S C O P E Complete design development and prepare construction documents. Prepare and submit local permits. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,056 $21,726 $12,068 $0 $34,850 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 110,000 116,000 100,000 75,000 401,000 8300–Environmental/Planning Services 0 0 25,000 25,000 0 0 50,000 8400–Inspection/Construction Monitoring 0 0 15,000 0 0 60,000 75,000 8500 – Permitting Fees 0 0 0 20,000 18,000 8,000 46,000 8600 –Construction 0 0 0 0 0 4,025,000 4,025,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $151,056 $182,726 $130,068 $4,168,000 $4,631,850 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 151,056 182,726 130,068 4,168,000 4,631,850 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $151,056 $182,726 $130,068 $4,168,000 $4,631,850 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 150 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Purisima-to-the-Sea Trail Project #: MAA03-010 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Connect the existing Purisima Creek Redwoods trail system to the Pacific Ocean by completing the multi-use Purisima- to-the-Sea Trail. F Y 2 4 S C O P E Initiate trail design and engineering and conduct focused biological and cultural resource surveys on preferred trail alignment. F Y 2 5 S C O P E Complete trail design and engineering. Submit regulatory and county permit applications. F Y 2 6 S C O P E Secure permits. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $15,749 $25,954 $26,733 $0 $68,436 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 45,000 145,000 0 0 190,000 8300–Environmental/Planning Services 0 0 30,000 50,000 0 0 80,000 8400–Inspection/Construction Monitoring 0 0 25,000 0 90,000 0 115,000 8500 – Permitting Fees 0 0 0 45,000 45,000 10,000 100,000 8600 –Construction 0 0 0 0 0 725,000 725,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $115,749 $265,954 $161,733 $735,000 $1,278,436 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 115,749 265,954 161,733 735,000 1,278,436 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $115,749 $265,954 $161,733 $735,000 $1,278,436 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 151Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Purisima Preserve Comprehensive Use and Management Plan Project #: MAA03-012 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Develop comprehensive plan for new public access improvements and resource and land management activities. Include recommended actions for the Purisima-to-the-Sea Trail and Parking Area, Hwy 35 Trail Crossing and Parking Expansion, Purisima Multimodal Access. This conceptual plan would serve as the basis to conduct environmental (CEQA) review and initiate the permitting process. F Y 2 4 S C O P E Conduct additional technical studies as needed and develop draft CUMP. Conduct public outreach and review with Planning & Natural Recourses Committee to finalize the draft CUMP. Forward the CUMP to the Board to approve as the CEQA Project Description. Contract with CEQA consultant and initiate environmental review. F Y 2 5 S C O P E Complete the CEQA review and seek Board approval of the CUMP. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 30,000 30,000 0 0 60,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $30,000 $0 $0 $60,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 30,000 30,000 0 0 60,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $30,000 $0 $0 $60,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 152 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H La Honda Creek Phase 2 Trail Connections Project #: MAA05-007 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Implement master plan Phase 2 trails to connect visitors from the Harrington Creek Trail to the central and northern areas of La Honda Creek Preserve. F Y 2 4 S C O P E Secure permits. F Y 2 5 S C O P E Proceed with construction. F Y 2 6 S C O P E Complete construction and closeout permits. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $2,011 $5,000 $66,412 $129,582 $115,672 $0 $318,677 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 35,000 75,000 0 0 0 110,000 8300–Environmental/Planning Services 26,067 0 25,000 0 0 0 51,067 8400–Inspection/Construction Monitoring 0 0 0 22,500 10,000 0 32,500 8500 – Permitting Fees 0 10,000 35,000 10,000 0 0 55,000 8600 –Construction 0 0 0 140,000 235,000 0 375,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $28,078 $50,000 $201,412 $302,082 $360,672 $0 $942,244 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 28,078 50,000 201,412 302,082 360,672 0 942,244 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $28,078 $50,000 $201,412 $302,082 $360,672 $0 $942,244 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 153Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H La Honda Creek White Barn Structural Rehabilitation Project #: MAA05-008 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Preserve the La Honda Creek White Barn as a historic resource. Repair the La Honda Creek White Barn for external viewing and interpretation. Repair the exterior, stabilize the structure and exclude wildlife. F Y 2 4 S C O P E Complete the structure rehabilitation work. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $47,522 $3,134 $10,043 $0 $0 $0 $60,699 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 143,320 36,000 0 0 0 0 179,320 8300–Environmental/Planning Services 52,928 0 15,000 0 0 0 67,928 8400–Inspection/Construction Monitoring 0 0 30,000 0 0 0 30,000 8500 – Permitting Fees 0 15,000 0 0 0 0 15,000 8600 –Construction 542 500 203,500 0 0 0 204,542 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $244,312 $54,634 $258,543 $0 $0 $0 $557,489 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 244,312 54,634 258,543 0 0 0 557,489 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $244,312 $54,634 $258,543 $0 $0 $0 $557,489 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 154 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H La Honda Creek Redwood Cabin Removal and Site Restoration Project #: MAA05-009 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Remove the La Honda Creek redwood cabin and enhance the natural resource values of the site. F Y 2 4 S C O P E Complete demolition work. Complete interpretive mitigation for the cabin, including submission of California Department of Parks and Recreation (DPR) 523 Form. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $12,712 $14,000 $4,401 $0 $0 $0 $31,113 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 83,685 26,000 0 0 0 0 109,685 8300–Environmental/Planning Services 111,458 65,520 0 0 0 0 176,978 8400–Inspection/Construction Monitoring 0 7,000 0 0 0 0 7,000 8500 – Permitting Fees 0 10,000 0 0 0 0 10,000 8600 –Construction 0 235,300 15,000 0 0 0 250,300 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $207,855 $357,820 $19,401 $0 $0 $0 $585,076 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 207,855 357,820 19,401 0 0 0 585,076 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $207,855 $357,820 $19,401 $0 $0 $0 $585,076 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 155Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Paulin Culvert/Bridge Improvements Project #: MAA05-012 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Assess the existing culvert/bridge crossing of La Honda Creek on the main patrol access road from Skyline Boulevard into La Honda Creek Preserve to determine whether the culvert and failing retaining walls should be replaced or repaired for maintenance, patrol, and emergency access. Implement assessment recommendations. Remove remains of dilapidated rail car bridge crossing north of redwood cabin site. F Y 2 4 S C O P E Complete design development and CEQA review. Secure permits. F Y 2 5 S C O P E Prepare bid package, solicit bids, award contract and begin construction. F Y 2 6 S C O P E Complete construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $2,300 $11,556 $13,194 $12,737 $0 $39,787 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 26,700 25,000 0 0 0 51,700 8300–Environmental/Planning Services 0 0 20,000 0 0 0 20,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 12,000 0 0 0 12,000 8600 –Construction 0 0 100,000 50,000 0 0 150,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $29,000 $168,556 $63,194 $12,737 $0 $273,487 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 29,000 168,556 63,194 12,737 0 273,487 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $29,000 $168,556 $63,194 $12,737 $0 $273,487 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 156 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H La Honda Parking and Trailhead Access–Phase 2 Implementation Project #: MAA05-013 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Provide access to the central area of the La Honda Creek Preserve. Design, permit, bid and construct parking area(s) as determined through the La Honda Parking and Trailhead Access Feasibility Study. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Pending completion of CEQA review and Board approval of the project elements, solicit proposals to hire a design consultant to begin schematic designs of the new public access improvements. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $16,875 $0 $16,875 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 30,000 460,000 490,000 8300–Environmental/Planning Services 0 0 0 0 60,000 100,000 160,000 8400–Inspection/Construction Monitoring 0 0 0 0 5,000 100,000 105,000 8500 – Permitting Fees 0 0 0 0 0 70,000 70,000 8600 –Construction 0 0 0 0 0 2,756,000 2,756,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $111,875 $3,486,000 $3,597,875 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 111,875 3,486,000 3,597,875 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $111,875 $3,486,000 $3,597,875 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 157Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Hawthorns Area Plan Project #: MAA06-002 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Open the closed Hawthorns area of Windy Hill Open Space Preserve to the public. Develop a plan to guide ecologically sensitive public access improvements and future natural resource and land management activities through five phases: (1) establish vision and goals; (2) develop programming alternatives; (3) refine the alternatives, conduct feasibility studies, and prepare a comprehensive use and management plan; (4) conduct environmental review; and (5) obtain project approval. F Y 2 4 S C O P E Complete technical studies, develop resource and land management objectives to inform the program elements and conceptual site planning. Continue public engagement. F Y 2 5 S C O P E Prepare the Hawthorns Area Plan document and obtain Board approval of the project description to conduct the environmental review per the California Environmental Quality Act. F Y 2 6 S C O P E Complete environmental review and obtain Board approval of the Hawthorns Area Plan. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $3,306 $1,470 $1,514 $1,560 $0 $7,850 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 42,003 0 130,000 35,000 0 0 207,003 8300–Environmental/Planning Services 106,575 83,000 162,200 70,000 50,000 0 471,775 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 3,000 0 0 3,000 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $148,578 $86,306 $293,670 $109,514 $51,560 $0 $689,628 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 148,578 86,306 293,670 109,514 51,560 0 689,628 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $148,578 $86,306 $293,670 $109,514 $51,560 $0 $689,628 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 158 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Alpine Road Regional Trail, Coal Creek Project #: MAA10-001 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Complete repairs and improvements to repurpose the road alignment into a regional trail for public access and to reduce further erosion and sedimentation downstream. F Y 2 4 S C O P E Crew to construct a reroute of the bypass trail (Phase 3). Contractor to complete lower retaining wall construction. Close out all regulatory permits. Enter into negotiations with San Mateo County in accordance with MOU for transfer of right-of-way and other property rights. F Y 2 5 S C O P E Complete negotiations with San Mateo County in accordance with MOU for transfer of right-of-way and other property rights. Conduct regulatory monitoring. F Y 2 6 S C O P E Conduct regulatory monitoring. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $73,088 $46,737 $83,345 $0 $0 $0 $203,170 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 4,286 0 0 0 0 0 4,286 8200–Architect/Engineering Services 251,493 75,000 51,338 0 0 0 377,831 8300–Environmental/Planning Services 190,005 0 0 0 0 0 190,005 8400–Inspection/Construction Monitoring 4,600 65,000 30,000 0 0 0 99,600 8500 – Permitting Fees 24,403 20,000 0 0 0 0 44,403 8600 –Construction 6,557 1,653,000 942,080 30,000 20,000 60,000 2,711,637 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $554,432 $1,859,737 $1,106,763 $30,000 $20,000 $60,000 $3,630,932 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 554,432 1,587,526 1,106,763 30,000 20,000 60,000 3,358,721 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 272,211 0 0 0 0 272,211 Grand Total $554,432 $1,859,737 $1,106,763 $30,000 $20,000 $60,000 $3,630,932 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 159Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Rancho San Antonio Multimodal Access–Implementation (MAA Eligible) Project #: MAA11-003 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Implement transportation demand management strategies at Rancho San Antonio to reduce parking challenges and encourage multimodal access to the preserve. (This project is the same as VP11-001 but is separate as not all the work is MAA eligible.) F Y 2 4 S C O P E Complete implementation of MAA-eligible Tier 1 strategies. F Y 2 5 S C O P E Consider implementation of MAA-eligible Tier 2 strategies, if deemed necessary (dependent on outcomes of Tier 1 strategies and likelihood of beneficial impact of Tier 2 strategies). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 10,000 25,000 0 0 0 35,000 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 55,000 0 0 0 0 55,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $65,000 $25,000 $0 $0 $0 $90,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 65,000 25,000 0 0 0 90,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $65,000 $25,000 $0 $0 $0 $90,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 160 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Rancho San Antonio Deer Hollow Farm Restroom Project #: MAA11-004 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Replace existing vault toilet at Deer Hollow Farm with new vault toilet. F Y 2 4 S C O P E Complete construction documents. Complete CEQA review. F Y 2 5 S C O P E Obtain permits, solicit bids, award contract and initiate construction. F Y 2 6 S C O P E Complete construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $1,867 $12,366 $0 $0 $14,233 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 11,000 0 0 0 11,000 8300–Environmental/Planning Services 0 0 9,500 4,000 1,000 0 14,500 8400–Inspection/Construction Monitoring 0 0 0 2,500 6,000 0 8,500 8500 – Permitting Fees 0 0 3,500 1,000 1,500 0 6,000 8600 –Construction 0 0 0 25,000 75,000 0 100,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $25,867 $44,866 $83,500 $0 $154,233 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 25,867 44,866 83,500 0 154,233 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $25,867 $44,866 $83,500 $0 $154,233 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 161Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Long Ridge Trail Connection to Eagle Rock and Devils Canyon Project #: MAA16-001 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Provide public access to an approximately 1-mile trail connection to Eagle Rock and Devils Canyon. F Y 2 4 S C O P E Continue scoping and programming for the site. F Y 2 5 S C O P E Conduct feasibility studies to define the project description. F Y 2 6 S C O P E Initiate technical studies and prepare a preliminary design. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $8,726 $0 $8,726 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 50,000 95,000 200,000 0 345,000 8300–Environmental/Planning Services 0 0 15,000 80,000 75,000 0 170,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 25,000 25,000 8500 – Permitting Fees 0 0 0 0 40,000 0 40,000 8600 –Construction 0 0 0 0 0 820,000 820,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $65,000 $175,000 $323,726 $845,000 $1,408,726 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 65,000 175,000 323,726 845,000 1,408,726 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $65,000 $175,000 $323,726 $845,000 $1,408,726 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 162 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Upper Stevens Creek Trail Connection Project #: MAA17-005 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Partner with Santa Clara County Parks to design and construct a new multi‐use trail connecting Picchetti Ranch and Monte Bello preserves with Upper Stevens Creek County Park, fulfilling legal commitment in conservation easement agreement. F Y 2 4 S C O P E Pending partnership agreement and agreed-upon project scope with Santa Clara County Parks, initiate technical studies, existing conditions and opportunities and constraints analysis. Initiate trail scouting. F Y 2 5 S C O P E Continue opportunities and constraints analysis, trail scouting, development of conceptual trail alignment options and identification of preferred trail alignment. Initiate stakeholder and public engagement. F Y 2 6 S C O P E Pending Board approval of project description, initiate environmental review. Continue stakeholder and public engagement. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $8,911 $0 $8,911 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 25,000 15,000 0 0 40,000 8300–Environmental/Planning Services 0 0 40,000 35,000 40,000 0 115,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $65,000 $50,000 $48,911 $0 $163,911 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 65,000 50,000 48,911 0 163,911 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $65,000 $50,000 $48,911 $0 $163,911 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 163Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Bay Area Ridge Trail: Highway 17 Crossing Project #: MAA20-002 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Provide a regional recreational trail crossing across Highway 17 in Santa Clara County by constructing a new overcrossing near Los Gatos and Lexington Reservoir in close alignment with the Highway 17 Wildlife Crossing project MAA20- 001. See project MAA20-004 for description of relevant new trails and connections associated with the overcrossing. F Y 2 4 S C O P E Complete Caltrans PA&ED phase, including CEQA/NEPA review for Board consideration. Work with VTA as project delivery partner to initiate Caltrans PS&E in coordination with Caltrans, including issuance of RFP for design consultant. Continue partnership agreement discussions and negotiations with partner agencies and organizations. F Y 2 5 S C O P E Continue collaboration with VTA on permitting and final design of crossing structure and improvements within the Caltrans ROW. Finalize property rights for connecting trails before constructing the trail crossing. Finalize partnership agreements with partner agencies and organizations. F Y 2 6 S C O P E Continue collaboration with VTA to begin construction on crossing structure and improvements within the Caltrans right-of-way, if project has Caltrans approval and permits are secured and if there is sufficient funding for construction. Finalize partnership agreements with partner agencies and organizations as needed. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $125,877 $47,225 $44,116 $26,987 $313,787 $500,000 $1,057,992 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 161,082 25,000 800,000 1,525,000 775,000 50,000 3,336,082 8300–Environmental/Planning Services 688,863 487,500 223,600 0 0 0 1,399,963 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 323 0 0 0 0 0 323 8600 –Construction 0 0 0 0 0 13,500,000 13,500,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $976,145 $559,725 $1,067,716 $1,551,987 $1,088,787 $14,050,000 $19,294,360 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 976,145 559,725 1,067,716 1,551,987 1,088,787 550,000 5,794,360 40–General Fund Capital 0 0 0 0 0 13,500,000 13,500,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $976,145 $559,725 $1,067,716 $1,551,987 $1,088,787 $14,050,000 $19,294,360 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 164 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Spooky Knoll Trail and Other New Hwy 17 Trail Connections Project #: MAA20-004 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Construct trails outside of Caltrans right-of-way that connect to the new Highway 17 trail crossing. F Y 2 4 S C O P E Secure permits to build new trail connections. F Y 2 5 S C O P E Complete trail construction and close out congressional earmark funding. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $119,224 $146,949 $0 $0 $266,173 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 30,000 20,000 0 0 50,000 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 3,000 3,000 0 0 6,000 8500 – Permitting Fees 0 0 19,000 0 0 0 19,000 8600 –Construction 0 0 80,000 80,000 0 0 160,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $251,224 $249,949 $0 $0 $501,173 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 251,224 249,949 0 0 501,173 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $251,224 $249,949 $0 $0 $501,173 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 165Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Bear Creek Stables Project Project #: MAA21-004 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Implement maintenance and repairs plan to maintain equestrian use at Bear Creek Stables, including water infrastructure improvements. F Y 2 4 S C O P E Complete construction documents. Obtain local building permits. F Y 2 5 S C O P E Solicit bids, award contract and complete construction. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $56,104 $30,454 $30,105 $22,898 $0 $0 $139,561 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 683,050 75,000 100,000 75,000 0 0 933,050 8300–Environmental/Planning Services 5,540 0 0 0 0 0 5,540 8400–Inspection/Construction Monitoring 11,800 10,500 0 48,000 0 0 70,300 8500 – Permitting Fees 15,823 19,000 8,000 2,500 0 0 45,323 8600 –Construction 36,499 0 0 4,350,000 0 0 4,386,499 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $808,816 $134,954 $138,105 $4,498,398 $0 $0 $5,580,273 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 808,816 134,954 138,105 2,748,398 0 0 3,830,273 40–General Fund Capital 0 0 0 1,750,000 0 0 1,750,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $808,816 $134,954 $138,105 $4,498,398 $0 $0 $5,580,273 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 166 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Project #: MAA21-006 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Implement the planting plan associated with the Alma Cultural Landscape Rehabilitation Plan. F Y 2 4 S C O P E Purchase and install year 2 of native nursery plants, seed, plant protections and fencing. F Y 2 5 S C O P E Purchase and install year 3 of native nursery plants, seed, plant protections and fencing. F Y 2 6 S C O P E Purchase and install final year (year 4) of native nursery plants, seed, plant protections and fencing. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $320,221 $23,583 $14,887 $9,038 $5,713 $0 $373,442 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 813,413 5,000 0 0 0 0 818,413 8300–Environmental/Planning Services 102,179 0 0 0 0 0 102,179 8400–Inspection/Construction Monitoring 131,445 2,000 0 0 0 0 133,445 8500 – Permitting Fees 80,055 2,000 0 0 0 0 82,055 8600 –Construction 3,502,178 337,500 145,000 75,000 25,000 0 4,084,678 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $4,949,491 $370,083 $159,887 $84,038 $30,713 $0 $5,594,212 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 4,282,973 (555,956) 159,887 84,038 30,713 0 4,001,655 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 666,518 926,039 0 0 0 0 1,592,557 Grand Total $4,949,491 $370,083 $159,887 $84,038 $30,713 $0 $5,594,212 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 167Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Phase 2 Trail Improvements, Bear Creek Redwoods Project #: MAA21-011 Fund: 30 – Measure AA Capital P R O J E C T P U R P O S E Implement Phase 2 trail improvements, including multi-use through-trail connection, to open northeastern part of Bear Creek Redwoods Open Space Preserve to public access. F Y 2 4 S C O P E Complete construction work. Close out regulatory and local permits. Close out grant. Conduct regulatory monitoring. Current scope assumes use of existing roads versus extensive new trail construction; if scope changes, schedule and budget will need to change. F Y 2 5 S C O P E Conduct regulatory monitoring. F Y 2 6 S C O P E Conduct regulatory monitoring. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $193,253 $235,352 $132,148 $0 $0 $0 $560,753 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 504,903 183,355 103,855 10,000 0 0 802,113 8300–Environmental/Planning Services 36,024 0 8,500 0 0 0 44,524 8400–Inspection/Construction Monitoring 0 0 20,000 10,000 0 0 30,000 8500 – Permitting Fees 22,663 5,500 5,000 5,000 0 0 38,163 8600 –Construction 103,552 370,800 2,519,263 656,000 2,000 0 3,651,615 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $860,396 $795,007 $2,788,766 $681,000 $2,000 $0 $5,127,169 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 860,396 795,007 1,377,259 (378,614) 2,000 0 2,656,048 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 1,411,507 1,059,614 0 0 2,471,121 Grand Total $860,396 $795,007 $2,788,766 $681,000 $2,000 $0 $5,127,169 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 168 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H La Honda Creek Parking and Trailhead Access–Phase 1 Feasibility Study and CEQA Review Project #: VP05-002 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Provide parking, trailhead access and amenities to support opening the currently closed central portion of the Preserve to the public. Conduct technical studies and an analysis of existing conditions, opportunities and challenges to assess the feasibility of six sites recommended by the 2019-20 La Honda Public Access Working Group. F Y 2 4 S C O P E Present technical and feasibility analysis, findings, and PNR recommendations to the Board for review, input, and confirmation on direction for next steps. Select preferred site plan alternatives to advance into environmental review and design development. Continue public and stakeholder engagement. Hire environmental planning consultant and initiate environmental review. F Y 2 5 S C O P E Complete environmental review. Bring final proposed parking and trailhead access project to the Board to certify the CEQA document/adopt the CEQA findings and approve the project to proceed with design and implementation of site(s) prioritized by the Board. F Y 2 6 S C O P E Phase 1 completed in prior fiscal year(s). Phase 2 Implementation is discussed as part of Project MAA05-013. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 234,176 160,000 89,000 100,000 0 0 583,176 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $234,176 $160,000 $89,000 $100,000 $0 $0 $583,176 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $234,176 $160,000 $89,000 $100,000 $0 $0 $583,176 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $234,176 $160,000 $89,000 $100,000 $0 $0 $583,176 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 169Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H La Honda Parking Area–South Area Project #: VP07-003 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Develop a new parking area and trail with equestrian trailer parking in the southern reaches of the preserve per the La Honda Creek Open Space Preserve Master Plan. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Initiate technical studies, site opportunities and constraints analysis. F Y 2 6 S C O P E Develop conceptual site plan alternatives. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 50,000 50,000 0 100,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $50,000 $50,000 $0 $100,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $50,000 $50,000 $0 $100,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $50,000 $50,000 $0 $100,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 170 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Rancho San Antonio Multimodal Access–Implementation (Non-MAA Funded) Project #: VP11-001 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Implement transportation demand management strategies at Rancho San Antonio to reduce parking challenges and encourage multimodal access to the preserve. (This project is the same as MAA11-003 but is separate as not all the work is MAA eligible.) F Y 2 4 S C O P E Continue implementation of Tier 1 strategies. Evaluate pilot program effectiveness and consider long-term implementation if feasible. F Y 2 5 S C O P E Placeholder for evaluation of Tier 2 strategies, if needed. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 74,264 110,000 50,000 10,000 0 0 244,264 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $74,264 $110,000 $50,000 $10,000 $0 $0 $244,264 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $74,264 $110,000 $50,000 $10,000 $0 $0 $244,264 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $74,264 $110,000 $50,000 $10,000 $0 $0 $244,264 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 171Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H California Riding & Hiking Trails Project #: VP14-001 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Pursue viable sections of the California Riding & Hiking Trail (CRHT) at Russian Ridge, Teague Hill and Lower La Honda Creek to Sam McDonald County Park for expanding trail connection opportunities. Work with State Parks to receive quitclaim deed for existing CRHT easement along Woodruff Creek as connection between Russian Ridge and the Woodruff Redwoods addition to La Honda Creek Preserve, and work with San Mateo County Parks on connections between La Honda Creek Preserve and Sam McDonald Park. F Y 2 4 S C O P E Work with State to facilitate quitclaim of CRHT easements at Russian Ridge Preserve and for connection between La Honda Creek Preserve and County Parks and bring acceptance of CRHT easements to the Board for approval. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 6,000 0 0 0 6,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $6,000 $0 $0 $0 $6,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 6,000 0 0 0 6,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $6,000 $0 $0 $0 $6,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 172 Section 3 • Budget and Action Plan FY24 P U B L I C A C C E S S , E D U C A T I O N A N D O U T R E A C H Bear Creek Redwoods North Parking Area Project #: VP21-005 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Construct new North Parking Area to expand and improve parking capacity at Bear Creek Redwoods Preserve as prioritized in Phase 3 of the preserve plan. The new paved parking lot is planned to include equestrian parking. F Y 2 4 S C O P E Complete technical studies. Complete public outreach and stakeholder engagement on conceptual site plan alternatives. Revise the conceptual design with Board and public input. Confirm the need for additional CEQA review. F Y 2 5 S C O P E Complete the design development and construction documentation. If required, complete additional CEQA review and obtain Board certification of CEQA findings. Begin local permitting. Begin interpretive element design. F Y 2 6 S C O P E Secure permits and prepare Request for Bids. Solicit bids, award contract and begin construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 35,000 55,000 75,000 50,000 0 215,000 8300–Environmental/Planning Services 0 16,000 25,000 0 0 0 41,000 8400–Inspection/Construction Monitoring 0 0 25,000 0 52,000 0 77,000 8500 – Permitting Fees 0 0 0 5,000 15,000 0 20,000 8600 –Construction 0 0 0 0 753,500 1,000,000 1,753,500 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $51,000 $105,000 $80,000 $870,500 $1,000,000 $2,106,500 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 51,000 105,000 80,000 870,500 1,000,000 2,106,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $51,000 $105,000 $80,000 $870,500 $1,000,000 $2,106,500 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 173Section 3 • Budget and Action Plan FY24 Assets and Organizational Support New in FY24 Continuing in FY24 Total for FY24 Number of Projects 5 17 22 Total CIAP Budget $366,000 $4,528,176 $4,894,176 *Fund 10 1 7 8 Fund 30 0 0 0 Fund 40 4 10 14 *Excludes supporting projects Project #Project Name Fiscal Year FY24 FY25 FY26 3-Year Total Page # 10001 Records Management FY24 $40,000 $0 $0 $40,000 175 10002 San Mateo County Master Permit FY24 10,000 0 0 10,000 176 10003 Diversity, Equity, and Inclusion Program Actions FY24-FY26 60,000 50,000 25,000 135,000 177 10004 FOSM Update FY24 100,000 0 0 100,000 178 20131 Coastal Field Office FY24-FY25 55,000 10,000 0 65,000 179 31202-11- 100000 New Administrative Office (AO) Facility FY24 465,000 0 0 465,000 180 31910 Skyline Field Office Renovation FY24-FY26 100,000 105,000 208,000 413,000 181 35004 Sierra Azul Ranger Residence FY24 589,000 0 0 589,000 182 *35010 Structure Disposition FY24-FY26 247,700 660,200 660,200 1,568,100 183 *35019 Prospect Road Culvert Replacement FY24-FY26 121,000 226,250 116,000 463,250 184 35021 Resource Management Permit for the Former Event Center Site FY24-FY26 75,000 250,000 50,000 375,000 185 35022 Annex Building Repairs FY25-FY26 0 70,000 17,500 87,500 186 35023 Cunha House Repair FY25-FY26 0 43,000 122,000 165,000 187 35024 Allen Road Washout Repair FY26 0 0 60,000 60,000 188 35025 FFO Solar Panels/EV Chargers FY26 0 0 45,000 45,000 189 35026 Fremont Older Residence Roof Replacement FY26 0 0 30,000 30,000 190 35027 Lone Madrone Mobile Home Replacement FY26 0 0 45,000 45,000 191 35028 Schilling Lake Spillway Repair FY26 0 0 95,000 95,000 192 51705 Cybersecurity Audit FY24-FY25 40,000 25,000 0 65,000 193 51706 Cybersecurity Implementation FY25-FY26 0 70,000 135,000 205,000 194 51707 Districtwide Firewall Upgrade FY24-FY25 205,000 40,000 0 245,000 195 51708 Preserve Use Permit System FY24-FY25 25,000 75,000 0 100,000 196 61020 Thornewood Residence Evaluation FY24 253,000 0 0 253,000 197 **61026 Quam Residence Road Repair FY24 428,000 0 0 428,000 198 **61039 Skyline Ridge - Skyline Ridge Road at Big Dipper Inholding FY24 200,000 0 0 200,000 199 61042 Replace Bridge MRBR1 in Miramontes Ridge FY26 0 0 90,000 90,000 200 61043 Replace Roof on Coal Creek Barn FY26 0 0 50,000 50,000 201 65407 Radio System Assessment and Upgrade FY24 95,000 0 0 95,000 202 VP06-003 Hawthorns Historic Complex Partnership FY24-FY26 15,000 25,000 10,000 50,000 203 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 174 Section 3 • Budget and Action Plan FY24 ***VP06-004 Hawthorns Structures Stabilization/ Repairs FY25-FY26 0 0 0 0 204 None District Office Server Refresh FY24 273,476 0 0 273,476 205 None Ranger Laptop Refresh FY24-FY25 137,000 47,000 0 184,000 206 None Vehicle and Machinery/Equipment Purchases Reoccurring 1,360,000 660,000 660,000 2,680,000 207 Total $4,894,176 $2,356,450 $2,418,700 $9,669,326 *Project scope of work, budget, and staff capacity is subject to change following additional assessment from FEMA to address storm damage projects. **Storm damage project. ***Project budget is pending board direction. S U P P O R T I N G P R O J E C T S Project Name Project Purpose Lead Department Fiscal Year Basic Policies for the Coastside Protection Area Develop basic policies for the Coastside Protection Area and incorporate into Midpen’s existing Basic Policy, originally adopted in 1999, to fulfill an obligation established by the 2003 Coastal Service Plan. General Manager’s Office FY24-FY25 Computer System Failover (Off-site) Maintain an off-site computer system failover for business continuity in the event physical servers are damaged by fire, natural disaster or cyberattack. Administrative Services FY25-FY26 Fleet Management Consistent with the IT Master Plan, implement a fleet management system to plan, program, and track the management (including replacements and maintenance) of the vehicle and equipment fleet. Administrative Services FY24-FY25 Fleet Transition Plan Create a medium- to long-term plan to transition the fleet away from fossil fuels, consistent with the Climate Action Plan. Land and Facilities FY24 GIS Strategic Plan Consistent with the IT Master Plan, develop a GIS Strategic Plan that establishes a unified vision, goals and objectives for the GIS Program and provides a framework for department staff and other stakeholders to efficiently and effectively use geospatial technology. Administrative Services FY24 GM Signature Authority Legislation Work with partner agencies to seek legislation allowing for General Manager purchasing authorization up to an amount not to exceed $200,000 for supplies, materials, labor, and other services, with the actual amount subject to Board approval and Board policy. Public Affairs FY24-FY25 Good Neighbor Policy Update Review and update the Good Neighbor Policy to ensure policy remains fresh and effective in maintaining positive relationships with neighbors/adjacent landowners. Public Affairs FY24 Historic Resources Procedural Guide/ Library Develop an administrative historic resources procedural guide as a guiding document for consistent historic resource management and update existing database. Planning FY24 IT Master Plan Update Improve Midpen’s technology tools by updating the IT Master Plan.Administrative Services FY25-FY26 *Midpen Science Summit Host event on applied science in land restoration and stewardship as a complement to statewide 30x30 efforts. Public Affairs FY25-FY26 SharePoint – Document Management System Continue building out the SharePoint platform on Office 365 to provide a cloud based document management system that supports remote work and ease of document retrieval/storage/transmittal/review. Administrative Services FY24 *Update to the District CEQA Guidelines Update the Board adopted 2001 District Guidelines for the implementation of the California Environmental Quality Act (CEQA) to conform with current state law and Board policies. Planning FY25-FY26 *Project scope of work, budget, and staff capacity is subject to change following additional assessment from FEMA to address storm damage projects. Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 175Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Records Management Project #: 10001 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Continue to support paperless solutions and increase remote access to Midpen documents; use the Board-approved retention schedule to inventory and digitize paper files. F Y 2 4 S C O P E Complete an inventory of electronic documents and input records into the Electronic Document Management System. (Note: prior completed work focused on paper documents.) F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 98,076 35,000 40,000 0 0 0 173,076 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $98,076 $35,000 $40,000 $0 $0 $0 $173,076 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $98,076 $35,000 $40,000 $0 $0 $0 $173,076 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $98,076 $35,000 $40,000 $0 $0 $0 $173,076 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 176 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T San Mateo County Master Permit Project #: 10002 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Develop a Master Permit with San Mateo County to streamline project implementation. F Y 2 4 S C O P E Complete the county master permit approval process. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 5,534 25,000 10,000 0 0 0 40,534 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $5,534 $25,000 $10,000 $0 $0 $0 $40,534 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $5,534 $25,000 $10,000 $0 $0 $0 $40,534 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $5,534 $25,000 $10,000 $0 $0 $0 $40,534 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 177Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Diversity, Equity, and Inclusion Program Actions Project #: 10003 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Implement new actions to further the Board’s policy, goals and priorities related to Diversity, Equity, and Inclusion. Implement DEI recommendations that were developed in 2020-21 focused on (1) recruitment, hiring and staff development and (2) community outreach and partnerships. F Y 2 4 S C O P E Work with a DEI Consultant to conduct internal organizational assessment and create DEI Action Plan based on findings. Provide cultural awareness and competency trainings for staff. Engage with external partners and stakeholders to develop strategies and leverage partnerships to address how Midpen may better serve its constituents with a focus on equity and inclusion. F Y 2 5 S C O P E Complete internal organizational assessment report and DEI Action Plan. Initiate implementation of priority recommendations. Evaluate efficacy of DEI efforts completed to date. Continue with trainings and building leadership competencies. Continue engagement with external partners and stakeholders. F Y 2 6 S C O P E Continue implementation of DEI Action Plan recommendations and implement 2-4 additional new DEI priorities that were identified in 2020-21. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 20,000 60,000 50,000 25,000 0 155,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $20,000 $60,000 $50,000 $25,000 $0 $155,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $20,000 $60,000 $50,000 $25,000 $0 $155,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $20,000 $60,000 $50,000 $25,000 $0 $155,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 178 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T FOSM Update Project #: 10004 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Provide a comprehensive update of the Financial and Operational Sustainability Model with a focus on a 5-year detailed outlook on program delivery, organization, reporting structure, staffing and financial sustainability and a broader 30- to 40-year outlook. F Y 2 4 S C O P E Review report and finalize. Present report findings and recommendations to the Board. Prepare implementation measures for development of FY25 CIAP. F Y 2 5 S C O P E Project completed in previous fiscal year(s). F Y 2 6 S C O P E Project completed in previous fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 95,000 100,000 0 0 0 195,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $95,000 $100,000 $0 $0 $0 $195,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $95,000 $100,000 $0 $0 $0 $195,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $95,000 $100,000 $0 $0 $0 $195,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 179Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Coastal Field Office Project #: 20131 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Secure property to establish a coastal field office for field staff to support coastal land holdings. F Y 2 4 S C O P E Secure coastal field office site through lease or purchase. F Y 2 5 S C O P E Secure coastal field office site through lease or purchase. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 55,000 10,000 0 0 65,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $55,000 $10,000 $0 $0 $65,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 55,000 10,000 0 0 65,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $55,000 $10,000 $0 $0 $65,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 180 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T New Administrative Office (AO) Facility Project #: 31202-11-100000 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Prepare 5050 El Camino Real as the new administrative office. F Y 2 4 S C O P E Complete construction of rental suite reconfiguration and interpretive elements. F Y 2 5 S C O P E Project completed in previous fiscal year(s). F Y 2 6 S C O P E Project completed in previous fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 31,742,406 0 0 0 0 0 31,742,406 8200–Architect/Engineering Services 2,508,229 107,845 5,000 0 0 0 2,621,074 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 162,685 58,565 0 0 0 0 221,250 8500 – Permitting Fees 270,609 5,000 10,000 0 0 0 285,609 8600 –Construction 21,632,280 1,319,040 300,000 0 0 0 23,251,320 8700 – Vehicles & Equipment 460,372 30,000 150,000 0 0 0 640,372 8800 –Structures 0 0 0 0 0 0 0 Grand Total $56,776,581 $1,520,450 $465,000 $0 $0 $0 $58,762,031 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 56,776,581 1,520,450 465,000 0 0 0 58,762,031 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $56,776,581 $1,520,450 $465,000 $0 $0 $0 $58,762,031 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 181Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Skyline Field Office Renovation Project #: 31910 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Renovate existing or build new structures to continue supporting field staff operational needs in the Skyline Field Office (SFO) region. F Y 2 4 S C O P E Assess future SFO staffing and programming needs; use FOSM recommendation to guide the assessment. Present program recommendations to the Board for concurrence. Solicit proposals to initiate design of repairs and new site elements. F Y 2 5 S C O P E Develop design and construction plans. Conduct CEQA review. Submit permit applications. F Y 2 6 S C O P E Solicit a bids and award a construction contract. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 100,000 100,000 100,000 0 300,000 8300–Environmental/Planning Services 0 0 0 0 100,000 0 100,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 5,000 8,000 0 13,000 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $105,000 $208,000 $0 $413,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 100,000 105,000 208,000 0 413,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $100,000 $105,000 $208,000 $0 $413,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 182 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Sierra Azul Ranger Residence Project #: 35004 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Repurpose and repair existing structure as residence to enhance onsite presence, monitoring and off-hours response at Sierra Azul Preserve. Assess, design, permit and construct/remodel of existing single-family structure, with site improvements and driveway replacement F Y 2 4 S C O P E Complete design documents, submit permit applications, solicit bids, award contract and complete construction. Receive building occupancy permit. F Y 2 5 S C O P E Project completed in previous fiscal year(s). F Y 2 6 S C O P E Project completed in previous fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 100,219 58,674 5,000 0 0 0 163,893 8300–Environmental/Planning Services 0 0 3,000 0 0 0 3,000 8400–Inspection/Construction Monitoring 6,579 0 25,000 0 0 0 31,579 8500 – Permitting Fees 1,126 5,000 6,000 0 0 0 12,126 8600 –Construction 820 0 550,000 0 0 0 550,820 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $108,744 $63,674 $589,000 $0 $0 $0 $761,418 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 108,744 63,674 589,000 0 0 0 761,418 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $108,744 $63,674 $589,000 $0 $0 $0 $761,418 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 183Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Structure Disposition Project #: 35010 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Assess condition of vacant structures and gather information to determine long term disposition and implement Board- approved decisions. F Y 2 4 S C O P E Conduct research and assess conditions of an additional two to three structures and develop disposition recommendations for Board consideration. The scope of work and budget is subject to change following additional assessment from staff. Deferred construction to FY25 and FY26. F Y 2 5 S C O P E Implement Board decisions for structures evaluated in FY23/FY24. Conduct research and assess conditions of an additional two to three structures and develop disposition recommendations for Board consideration. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Implement Board decisions for structures evaluated in FY24/FY25. Conduct research and assess conditions of an additional two to three structures and develop disposition recommendations for Board consideration. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 11,000 11,000 11,000 11,000 0 44,000 8300–Environmental/Planning Services 0 61,500 181,500 181,500 181,500 0 606,000 8400–Inspection/Construction Monitoring 0 1,050 22,000 22,000 22,000 0 67,050 8500 – Permitting Fees 514 0 30,000 30,000 30,000 0 90,514 8600 –Construction 0 167,500 3,200 415,700 415,700 0 1,002,100 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $514 $241,050 $247,700 $660,200 $660,200 $0 $1,809,664 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 514 241,050 247,700 660,200 660,200 0 1,809,664 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $514 $241,050 $247,700 $660,200 $660,200 $0 $1,809,664 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 184 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Prospect Road Culvert Replacement Project #: 35019 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Replace culvert on Prospect Road. Culvert is beginning to degrade and likely to fail. Prospect Road is the main access road into Fremont Older Preserve. F Y 2 4 S C O P E Design culvert replacement, retaining wall, and project mitigation plan. The scope of work and budget is subject to change following additional assessment from staff. Not a storm damage project but scope accelerated from FY25 to FY24 due to urgency. F Y 2 5 S C O P E Solicit bids and hire contractor to initiate project. The scope of work and budget is subject to change following additional assessment from staff. F Y 2 6 S C O P E Complete construction and project close out. The scope of work and budget is subject to change following additional assessment from staff. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 91,000 28,750 0 0 119,750 8300–Environmental/Planning Services 0 0 20,000 0 0 0 20,000 8400–Inspection/Construction Monitoring 0 0 0 20,000 0 0 20,000 8500 – Permitting Fees 0 0 10,000 5,000 0 0 15,000 8600 –Construction 0 0 0 172,500 116,000 0 288,500 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $121,000 $226,250 $116,000 $0 $463,250 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 121,000 226,250 116,000 0 463,250 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $121,000 $226,250 $116,000 $0 $463,250 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 185Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Resource Management Permit for the Former Event Center Site Project #: 35021 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Comply with conditions of approval to formalize and secure a County of San Mateo Resource Management Permit for the former Event Center site. F Y 2 4 S C O P E Hire consultant to provide evaluation, recommendations and cost estimates for upgrades and repairs (will likely include building repairs and potential barn demolition). Conduct environmental review. Initiate permit application process. F Y 2 5 S C O P E Begin site improvements as required by the county. F Y 2 6 S C O P E Complete site improvements. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 65,000 0 0 0 65,000 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 10,000 0 0 0 10,000 8600 –Construction 0 0 0 250,000 50,000 0 300,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $75,000 $250,000 $50,000 $0 $375,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 75,000 250,000 50,000 0 375,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $75,000 $250,000 $50,000 $0 $375,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 186 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Annex Building Repairs Project #: 35022 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Repair foundation to the building and update interior office space. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Evaluate needed repairs to foundation and scope of work for repairs to kitchen, restroom and office space. Evaluate current use permit. F Y 2 6 S C O P E Prepare plans, submit for permits and solicit bids for construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 65,000 7,500 17,500 90,000 8300–Environmental/Planning Services 0 0 0 5,000 5,000 0 10,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 35,000 35,000 8500 – Permitting Fees 0 0 0 0 5,000 0 5,000 8600 –Construction 0 0 0 0 0 300,000 300,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $17,500 $352,500 $440,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 70,000 17,500 352,500 440,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $17,500 $352,500 $440,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 187Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Cunha House Repair Project #: 35023 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Remodel attached one bedroom housing unit by replacing flooring, installing an updated bathroom, installing a kitchen, repairing the HVAC repair, and performing electrical repairs to meet current building code to expand housing offerings for staff. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Hire consultant to provide evaluation, recommendations and cost estimate for repairs. Select appropriate repairs. F Y 2 6 S C O P E Develop plans and submit for permit. Solicit bids, award contract and begin construction. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 40,000 10,000 0 50,000 8300–Environmental/Planning Services 0 0 0 3,000 2,000 0 5,000 8400–Inspection/Construction Monitoring 0 0 0 0 5,000 10,000 15,000 8500 – Permitting Fees 0 0 0 0 5,000 5,000 10,000 8600 –Construction 0 0 0 0 100,000 200,000 300,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $43,000 $122,000 $215,000 $380,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 43,000 122,000 215,000 380,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $43,000 $122,000 $215,000 $380,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 188 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Allen Road Washout Repair Project #: 35024 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Assess options to restore access for fire trucks after washout of Allen Road, a key fire road between Bechtel and Paulin properties. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Prepare design plans for a retaining wall or tree removal/slope repair. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 40,000 0 40,000 8300–Environmental/Planning Services 0 0 0 0 20,000 0 20,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 10,000 10,000 8600 –Construction 0 0 0 0 0 100,000 100,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $60,000 $110,000 $170,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 60,000 110,000 170,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $60,000 $110,000 $170,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 189Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T FFO Solar Panels/EV Chargers Project #: 35025 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Install solar panels on FFO shop and EV chargers. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Evaluate feasibility of solar power installation for FFO, EV charger quantity and location. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 35,000 0 35,000 8300–Environmental/Planning Services 0 0 0 0 10,000 0 10,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 10,000 10,000 8600 –Construction 0 0 0 0 0 150,000 150,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $45,000 $160,000 $205,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 45,000 160,000 205,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $45,000 $160,000 $205,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 190 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Fremont Older Residence Roof Replacement Project #: 35026 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Repair roof and associated framing to ensure longevity of structure. Permit, bid and repair roof and associated amenities. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Perform structural assessment, identify regulatory requirements to inform the repair, prepare cost estimates and prepare bid package. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 25,000 0 25,000 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 5,000 0 5,000 8600 –Construction 0 0 0 0 0 150,000 150,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $30,000 $150,000 $180,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 30,000 150,000 180,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $30,000 $150,000 $180,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 191Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Lone Madrone Mobile Home Replacement Project #: 35027 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Replace existing mobile home that has reached the end of its useful life and remove/ demolish existing attached mobile home from barn structure. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Hire consultant to provide evaluation, recommendations and cost estimate for a mobile home replacement and site repairs. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 35,000 0 35,000 8300–Environmental/Planning Services 0 0 0 0 10,000 0 10,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 10,000 10,000 8600 –Construction 0 0 0 0 0 100,000 100,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $45,000 $110,000 $155,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 45,000 110,000 155,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $45,000 $110,000 $155,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 192 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Schilling Lake Spillway Repair Project #: 35028 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Repair spillway culvert to prevent erosion of dam. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Design culvert replacement or spillway redesign. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 70,000 20,000 90,000 8300–Environmental/Planning Services 0 0 0 0 25,000 10,000 35,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 80,000 80,000 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 202,000 202,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $95,000 $312,000 $407,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 95,000 312,000 407,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $95,000 $312,000 $407,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 193Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Cybersecurity Audit Project #: 51705 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Due to growing cybersecurity risks, an external cybersecurity audit is needed to improve security posture. This audit will identify areas that need greater protection from cyber threats and provide recommendations to further secure critical infrastructure. F Y 2 4 S C O P E Continue cybersecurity audit. F Y 2 5 S C O P E Continue cybersecurity audit. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 40,000 25,000 0 0 65,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $40,000 $25,000 $0 $0 $65,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $40,000 $25,000 $0 $0 $65,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $40,000 $25,000 $0 $0 $65,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 194 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Cybersecurity Implementation Project #: 51706 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Improve Midpen’s cybersecurity posture by implementing projects identified in the cybersecurity audit. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Begin to implement recommendations identified in cybersecurity audit. F Y 2 6 S C O P E Continue to implement recommendations from the cybersecurity audit. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 70,000 135,000 0 205,000 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $135,000 $0 $205,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $70,000 $135,000 $0 $205,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $135,000 $0 $205,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 195Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Districtwide Firewall Upgrade Project #: 51707 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Upgrade firewalls to provide additional information security. Midpen’s current firewalls are approaching 4 years in age. Due to the rapid change in technology and the growing need for additional security features, new firewalls are required. F Y 2 4 S C O P E Scope, research, solicit proposals and select vendor. F Y 2 5 S C O P E Procure and install firewalls. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 205,000 40,000 0 0 245,000 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $205,000 $40,000 $0 $0 $245,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 205,000 40,000 0 0 245,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $205,000 $40,000 $0 $0 $245,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 196 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Preserve Use Permit System Project #: 51708 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E The IT Master Plan recommends replacing the current legacy access database and manual process for preserve use permits using an online permit system to improve efficiencies, expand automation, and improve tracking and metrics. F Y 2 4 S C O P E Scope, research and select permit management system. F Y 2 5 S C O P E Procure and go live with permit management system. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 25,000 75,000 0 0 100,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $75,000 $0 $0 $100,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $25,000 $75,000 $0 $0 $100,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $75,000 $0 $0 $100,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 197Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Thornewood Residence Evaluation Project #: 61020 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Complete historic evaluation and structural evaluation of the Thornewood residence to inform repair plan of a historic structure. F Y 2 4 S C O P E Use property inspection report to implement repair plan. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 38,000 0 0 0 38,000 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 15,000 0 0 0 15,000 8600 –Construction 0 0 200,000 0 0 0 200,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $253,000 $0 $0 $0 $253,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 253,000 0 0 0 253,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $253,000 $0 $0 $0 $253,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 198 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Quam Residence Road Repair Project #: 61026 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Repair driveway (including landslide damage) and associated drainage infrastructure to provide all-season vehicular access to the Quam Residence. Permit, bid and construct culvert replacements, road reshaping, and associated amenities. The Board previously approved the repair of the driveway with a caveat that the construction bid should not exceed $350K*. F Y 2 4 S C O P E Complete CEQA review. Start and complete driveway repairs and drainage improvements, including additional damage caused by a landslide during the winter 2022-23 storms. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 42,000 0 0 0 42,000 8500 – Permitting Fees 0 0 12,500 0 0 0 12,500 8600 –Construction 77,159 0 373,500 0 0 0 450,659 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $77,159 $0 $428,000 $0 $0 $0 $505,159 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 77,159 0 428,000 0 0 0 505,159 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $77,159 $0 $428,000 $0 $0 $0 $505,159 *The total budget exceeds $350K to include other costs such as inspection, CEQA review, and permitting. Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 199Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Skyline Ridge–Skyline Ridge Road at Big Dipper Inholding Project #: 61039 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Skyline Ridge culvert and road failure at Big Dipper inholding. Repair or replace culvert and restore driveway road access. F Y 2 4 S C O P E Complete CEQA review. Repair or replace culvert and restore driveway road access. The scope of work and budget is subject to change following additional assessment from FEMA and staff. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 200,000 0 0 0 200,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $200,000 $0 $0 $0 $200,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 200,000 0 0 0 200,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $200,000 $0 $0 $0 $200,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 200 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Replace Bridge MRBR1 in Miramontes Ridge Project #: 61042 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Replace existing underrated weight bridge at MRBR1 to a bridge or culvert rated greater than 10,000 pounds to improve a key fire access route. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Design replacement crossing (culvert or bridge). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 20,000 80,000 100,000 8300–Environmental/Planning Services 0 0 0 0 35,000 0 35,000 8400–Inspection/Construction Monitoring 0 0 0 0 0 70,000 70,000 8500 – Permitting Fees 0 0 0 0 35,000 15,000 50,000 8600 –Construction 0 0 0 0 0 500,000 500,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $90,000 $665,000 $755,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 90,000 665,000 755,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $90,000 $665,000 $755,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 201Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Replace Roof on Coal Creek Barn Project #: 61043 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Following storm damage to roof, perform structural assessment to determine the opportunities and constraints for rehabilitation, stabilization or repair; identify regulatory requirements for structure stabilization and provide options with high-level cost estimates. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Project not yet started. F Y 2 6 S C O P E Contract structural assessment and roof replacement. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 50,000 0 50,000 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $50,000 $0 $50,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 50,000 0 50,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $50,000 $0 $50,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 202 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Radio System Assessment and Upgrade Project #: 65047 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Ensure Midpen's radio system remains operational and reliable. Provide radio coverage within new land acquisitions and address coverage gaps in existing high-use areas. Research options to expand Midpen radio coverage to coastal areas, improve radio coverage in selected high-use areas, upgrade quality of system and replace equipment reaching end of life. F Y 2 4 S C O P E Continue engineering consultant efforts. If the vendor provides an acceptable proposal for the scope of work, a budget adjustment will be made for equipment and installation costs, as well as for other services associated with the project. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 122,865 101,000 95,000 0 0 0 318,865 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 1,000 0 0 0 0 1,000 8800 –Structures 0 0 0 0 0 0 0 Grand Total $122,865 $102,000 $95,000 $0 $0 $0 $319,865 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 122,865 102,000 95,000 0 0 0 319,865 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $122,865 $102,000 $95,000 $0 $0 $0 $319,865 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 203Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Hawthorns Historic Complex Partnership Project #: VP06-003 Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Determine long-term disposition of and use for existing structures in the Hawthorns Historic Complex and potential partnership opportunities. Through a public process and in coordination with the Town of Portola Valley and potential partner(s), develop disposition and use options for Board consideration and approval. F Y 2 4 S C O P E Utilize findings from the Hawthorns Historic Complex structural assessment to engage the Town of Portola Valley and potential partner(s) on potential long-term partnerships for use and disposition options of the various structures. Initiate public and stakeholder engagement. Present options to the Board for concurrence and initiate public and stakeholder engagement. F Y 2 5 S C O P E Present final recommendations to the Board as the proposed CEQA project description for approval and conduct environmental review. Continue public and stakeholder engagement. F Y 2 6 S C O P E Complete environmental review and obtain Board certification of CEQA findings and final project approval. Implementation to be assigned as a separate project. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 15,000 25,000 10,000 0 50,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $15,000 $25,000 $10,000 $0 $50,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $15,000 $25,000 $10,000 $0 $50,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $15,000 $25,000 $10,000 $0 $50,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 204 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Hawthorns Structures Stabilization/Repairs Project #: VP06-004 Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Implement Board direction based on structure assessment findings. F Y 2 4 S C O P E Project not yet started. F Y 2 5 S C O P E Initiate implementation of Board decisions regarding the Hawthorns Historic Complex structures. F Y 2 6 S C O P E Continue with implementation. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $0 $0 $0 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $0 $0 $0 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 205Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T District Office Server Refresh Project #: None Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Upgrade current server infrastructure. Midpen’s current server infrastructure (Nutanix) is currently around five years old. Modern server hardware will allow expanded remote work options and improved performance on enterprise applications, such as GIS and Cityworks. F Y 2 4 S C O P E Purchase and set up new server infrastructure, including new hardware and software. Migrate current virtual server infrastructure to new system. F Y 2 5 S C O P E Project completed in prior fiscal year(s). F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 273,476 0 0 0 273,476 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 $0 $273,476 $0 $0 $0 $273,476 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 273,476 0 0 0 273,476 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $273,476 $0 $0 $0 $273,476 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 206 Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Ranger Laptop Refresh Project #: None Fund: 10 – General Fund Operating P R O J E C T P U R P O S E Ranger laptops are over five years old and need upgrades to continue functioning properly. F Y 2 4 S C O P E Continue configuring and issuing of all ranger laptops. F Y 2 5 S C O P E Complete the configuration and issuance of ranger laptops. F Y 2 6 S C O P E Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 28,000 137,000 47,000 0 0 212,000 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 0 0 0 0 0 0 0 8800 –Structures 0 0 0 0 0 0 0 Grand Total $0 28,000 137,000 47,000 $0 $0 212,000 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $28,000 $137,000 $47,000 $0 $0 $212,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 28,000 137,000 47,000 $0 $0 212,000 Attachment 1 - Exhibit A Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 207Section 3 • Budget and Action Plan FY24 A S S E T S A N D O R G A N I Z A T I O N A L S U P P O R T Vehicle and Machinery/Equipment Purchases Project #: None Fund: 40 – General Fund Capital P R O J E C T P U R P O S E Provide necessary vehicles and equipment for staff to further Midpen's mission and meet project delivery and service delivery commitments. F Y 2 4 S C O P E Purchase two vehicles (one patrol, one maintenance) that were to be procured in FY23 but will not arrive in time due to supply chain issues. Replace four maintenance vehicles, six patrol vehicles, and one administrative vehicle. Requesting an additional patrol truck (for the additional Ranger position). Request replacement of one large tractor and one smaller tractor loader, and purchase of one airburner. F Y 2 5 S C O P E Recommended new vehicles and equipment TBD based on recommendations from the Fleet Transition Plan. Budget line item is a placeholder. F Y 2 6 S C O P E Recommended new vehicles and equipment TBD based on recommendations from the Fleet Transition Plan. Budget line item is a placeholder. Summary of Estimated Costs Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8100–Real Estate Services 0 0 0 0 0 0 0 8200–Architect/Engineering Services 0 0 0 0 0 0 0 8300–Environmental/Planning Services 0 0 0 0 0 0 0 8400–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8500 – Permitting Fees 0 0 0 0 0 0 0 8600 –Construction 0 0 0 0 0 0 0 8700 – Vehicles & Equipment 40,766 967,798 1,360,000 660,000 660,000 0 3,688,564 8800 –Structures 0 0 0 0 0 0 0 Grand Total $40,766 $967,798 $1,360,000 $660,000 $660,000 $0 $3,688,564 Funding Source Prior Year Actuals FY23 Estimated Actuals FY24 Budget FY25 Projections FY26 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 40,766 967,798 1,121,000 660,000 660,000 0 3,449,564 Grants/Partnerships/Other 0 0 239,000 0 0 0 239,000 Grand Total $40,766 $967,798 $1,360,000 $660,000 $660,000 $0 $3,688,564 Attachment 1 - Exhibit A Fremont Older Open Space Preserve (Ken Kobylenski) Se c t i o n 3 • C a p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 208 Section 3 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Section 4 Department Summaries Rancho San Antonio Open Space Preserve (Stacey Ryder) 209Section 4 • Budget and Action Plan FY24 Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Monte Bello Open Space Preserve (Jack Gescheidt) 210 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Departments Overview Midpen is structured to deliver on project commitments in support of Midpen’s mission and goals and is organized by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative Services. These three business lines report to the General Manager. The General Manager is one of three Board Appointees who report directly to the Board of Directors. The organizational structure is as follows: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Administrative Services Business Line ———————————————————————–––––––––––—————————————————–—————————————————————————————— Budget and Analysis ———————————————————————–––––––––––—————————————————–—————————————————————————————— Finance ———————————————————————–––––––––––—————————————————–—————————————————————————————— Grants ———————————————————————–––––––––––—————————————————–—————————————————————————————— Human Resources ———————————————————————–––––––––––—————————————————–—————————————————————————————— Information Systems and Technology ———————————————————————–––––––––––—————————————————–—————————————————————————————— Procurement——————————————————————————–––––––––––—————————————————–—————————————————————————————— Controller (listed here for completeness, however the Controller is not a department)——————————————————————————–––––––––––—————————————————–—————————————————————————————— Office of the General Counsel——————————————————————————–––––––––––—————————————————–—————————————————————————————— Office of the General Manager ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Public Affairs——————————————————————————–––––––––––—————————————————–—————————————————————————————— Project Planning and Delivery Business Line ———————————————————————–––––––––––—————————————————–—————————————————————————————— Engineering and Construction ———————————————————————–––––––––––—————————————————–—————————————————————————————— Planning ———————————————————————–––––––––––—————————————————–—————————————————————————————— Real Property——————————————————————————–––––––––––—————————————————–—————————————————————————————— Visitor and Field Services Business Line ———————————————————————–––––––––––—————————————————–—————————————————————————————— Land and Facilities ———————————————————————–––––––––––—————————————————–—————————————————————————————— Natural Resources ———————————————————————–––––––––––—————————————————–—————————————————————————————— Visitor Services——————————————————————————–––––––––––—————————————————–—————————————————————————————— This section identifies each of Midpen’s various departments, their mission and core functions, staffing levels, objectives, performance metrics and proposed FY24 budget. 211Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Administrative Services Business Line M I S S I O N S T A T E M E N T Provide overall financial, human resources, information systems and other administrative support to serve Midpen’s mission and goals. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide financial management, budgeting and accounting services.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Administer Human Resources programs and coordinate employee relations activities.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage Midpen’s Information Technology and Geographic Information Systems and services.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide Midpen with an overall IT strategy that fosters organizational innovation and efficiencies. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide office management and public reception/customer service at the Administrative Office.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Coordinate grant applications, awards and compliance.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage Midpen procurement.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart 212 Section 4 • Budget and Action Plan FY24 CFO/Director of Administrative Services Controller Grants Program Manager Senior Grants Technician Human Resources Manager HR Supervisor Training and Safety Specialist HR Technician HR Technician (Half-time) Management Analyst II Management Analyst II HR Intern IST Manager Data Administrator Applications Engineer IST Program Administrator Technologist IT Technician II GIS Program Administrator Technologist GIS Intern Data Analyst I Budget and Finance Manager Finance Supervisor Accountant Senior Finance and Accounting Technician Procurement Program Manager Management Analyst II Management Analyst I Senior Procurement Technician Administrative Assistant Management Analyst I/II DEI Management Analyst I/II IT Technician I GIS TechnicianIST Intern Accounting Technician (Half-time) Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Accountant 1 1 1 1 1 0 Accounting Technician 0.5 0.5 0.5 0.5 0.5 0 Administrative Assistant 1 1 1 1 1 0 Applications Engineer 1 1 1 1 1 0 Budget & Analysis Manager 1 1 1 1 1 0 Controller 0.25 0.25 0.25 0.25 0.25 0 Data Administrator 1 1 1 1 1 0 Data Analyst I 1 1 1 1 1 0 Finance Supervisor (formerly Finance Manager)1 1 1 1 1 0 GIS Program Administrator 1 1 1 1 1 0 GIS Technician 0 0 1 1 1 0 Grants Program Manager (formerly Grants Specialist)1 1 1 1 1 0 Human Resources Manager 1 1 1 1 1 0 Human Resources Supervisor 1 1 1 1 1 0 Human Resources Technician 1.5 1.5 1.5 1.5 1.5 0 IST Manager 1 1 1 1 1 0 IT Program Administrator 1 1 1 1 1 0 IT Technician I/II 2 2 2 2 2 0 Management Analyst I/II (Budget & Analysis)2 2 2 2 2 0 Management Analyst I/II (DEI)0 0 0 1 1 0 Management Analyst I/II (Grants)0 0 0 1 1 0 Management Analyst I/II (Human Resources)2 2 2 2 2 0 Procurement Program Manager 1 1 1 1 1 0 Senior Finance and Accounting Technician 1 1 1 1 1 0 Senior Grants Technician 0.5 0.5 0.5 0.5 1 0.5 Senior Procurement Technician 0.5 0.5 0.5 0.5 1 0.5 Senior Technologist 1 1 1 1 2 1 Training and Safety Specialist 1 1 1 1 1 0 Total FTE 26.25 26.25 27.25 29.25 31.25 2 Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Interns 1 1 1 2 3 1 Limited Term Positions 1 1 0 0 0 0 Total FTE 2 2 1 2 3 1 213Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Administrative Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 4 51705 Cybersecurity Audit 2025 Goal 4 51706 Cybersecurity Implementation 2028 Goal 4 51707 Districtwide Firewall Upgrade 2025 Goal 4 51708 Preserve Use Permit System 2025 Goal 4 None District Office Server Refresh 2024 Goal 4 None Ranger Laptop Refresh 2025 Goal 4 Supporting Project Computer System Failover (Off-site)2025 Goal 4 Supporting Project Fleet Management 2025 Goal 4 Supporting Project GIS Strategic Plan 2024 Goal 4 Supporting Project IT Master Plan Update 2026 Goal 4 Supporting Project SharePoint–Document Management System 2024 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 4 Number of job recruitments completed within target timeline 32 28 32 32 Goal 4 Employee retention rate ≥90%89%≥90%≥90% Goal 4 Percent of FTEs using web and mobile enterprise GIS 40%44%40%40% Goal 4 Percent of total District files in Office 365 60%60%60%70% Goal 4 Percent spent of adopted and final adjusted budget 90% / 90%85% / 89%90% / 90%90% / 90% Goal 4 Budget Book receives GFOA Award for Distinguished Budget Presentation Yes Yes Yes Yes Goal 4 Annual Report receives GFOA Award of Excellence in Financial Reporting Yes Yes Yes Yes Goal 4 Annual Report issued with unmodified opinion Yes Yes Yes Yes Goal 4 General Fund reserve balance policy target met Yes Yes Yes Yes Goal 4 Legal Debt limit not exceeded Yes Yes Yes Yes Goal 4 Credit Rating from Fitch and Standard and Poor’s AAA AAA AAA AAA Goal 4 Percent of electronic invoice payments 60%67%65%70% 214 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Administrative Services Salaries and Benefits $5,555,979 $6,258,011 $6,660,685 $402,674 6% Services and Supplies 1,872,714 2,053,672 2,053,672 0 0% Total Operating Expenditures 7,428,694 8,311,683 8,714,357 402,674 5% General Fund Capital 0 90,000 478,476 388,476 432% Measure AA Capital 0 0 0 0 0% Total Capital Expenditures 0 90,000 478,476 388,476 432% Total Administrative Services Expenditures $7,428,694 $8,401,683 $9,192,833 $791,150 9% Note: Salaries & Benefits increase includes annual PERS Unfunded Liability contribution in addition to step increases and an addition of 2 FTEs and 1 intern. General Fund Capital includes the District Office Server Refresh and District- wide Firewall Upgrade project. Bear Creek Redwoods Open Space Preserve (Frances Freyberg) 215Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Engineering and Construction Department M I S S I O N S T A T E M E N T Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are necessary to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Oversee and manage the design and engineering, permitting, bidding, and construction of large-scale capital improvement projects.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide design, project management, construction management and/or construction oversight of large-scale capital projects.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Ensure that capital projects comply with all necessary requirements and regulations related to construction, including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Develop and assist with cost estimations and constructability assessments during the planning, scoping and early design phase of capital projects.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Stay abreast of current codes and construction regulations and ensure Midpen’s construction standards remain current.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart 216 Section 4 • Budget and Action Plan FY24 Engineering and Construction Manager Administrative Assistant (shared with Planning) Senior Capital Project Manager Capital Project Manager II Capital Project Manager III Senior Capital Project Manager Capital Project Manager III Capital Project Manager III Engineering and Construction Intern Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position*FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Capital Project Manager II 1 1 1 1 1 0 Capital Project Manager III 3 3 3 3 3 0 Engineering and Construction Manager 1 1 1 1 1 0 Senior Capital Project Manager 2 2 2 2 2 0 Total FTE 7 7 7 7 7 0 *The Administrative Assistant is shared with Planning and budgeted within the Planning Department (refer to Planning Department page). Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Interns 0 0 0 0 1 1 Limited Term Positions 0 0 0 0 0 0 Total FTE 0 0 0 0 1 1 La Honda Creek Open Space Preserve (Randy Miller) 217Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Engineering and Construction aligns project deliverables to the Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 4 31202-11-100000 New Administrative Office (AO) Facility 2024 Goal 3 31903 Hwy 35 Multi-Use Trail Crossing and Parking (Phase 1 Feasibility Study, Phase 2 Concept Design, Phase 3 Final Design) 2026 Goal 4 35004 Sierra Azul Ranger Residence 2024 Goal 3 35008 Kennedy Trail Retaining Wall 2027 Goal 4 35010 Structure Disposition 2026 Goal 2 35012 Driscoll Ranch New Agricultural Well 2026 Goal 3 35013 Fremont Older Parking Area Improvements 2026 Goal 3 35014 Guadalupe Creek Crossing Replacement 2026 Goal 3 35015 Rancho San Antonio Road Repair 2027 Goal 2 35016 Toto Ranch New Agricultural Well(s)2025 Goal 3 35017 Bear Creek Redwoods – Parking Lot Culvert 2025 Goal 3 35018 Miramontes Ridge – Madonna Creek Dam Repair 2025 Goal 4 35019 Prospect Road Culvert Replacement 2026 Goal 4 35020 Purisima Creek Road Vehicle Access 2028 Goal 4 35021 Resource Management Permit for the Former Event Center Site 2026 Goal 4 35022 Annex Building Repairs 2025 Goal 4 35023 Cunha House Repair 2026 Goal 4 35024 Allen Road Washout Repair 2027 Goal 4 35025 FFO Solar Panels/EV Chargers 2027 Goal 4 35026 Fremont Older Residence Roof Replacement 2027 Goal 4 35027 Lone Madrone Mobile Home Replacement 2026 Goal 4 35028 Schilling Lake Spillway Repair 2028 Goal 4 61026 Quam Residence Road Repair 2024 Goal 2 80059 Groundwater Well Decommissioning 2031 Goal 3 MAA03-009 Purisima-to-the-Sea Parking 2029 Goal 3 MAA05-008 La Honda Creek White Barn Structural Rehabilitation 2023 Goal 3 MAA05-009 La Honda Creek Redwood Cabin Removal and Site Restoration 2024 Goal 3 MAA05-012 Paulin Culvert/Bridge Improvements 2026 Goal 3 MAA05-013 La Honda Parking and Trailhead Access – Phase 2 Implementation 2029 Goal 3 MAA11-004 Rancho San Antonio Deer Hollow Farm Restroom 2027 Goal 2 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation 2024 Goal 3 MAA21-004 Bear Creek Stables Project 2025 Goal 4 VP06-004 Hawthorns Structures Stabilization/Repairs 2026 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 218 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 4 Percent of projects finished within Board approved budget (base bid and contingency) 80%94%80%80% Goal 4 Percent of projects finished within schedule at the time of award of contract 80%78%80%80% Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Engineering and Construction Salaries and Benefits $1,109,254 $1,239,826 $1,352,812 $112,986 9% Less: MAA Reimbursable Staff Costs (123,817)(132,647)(122,668)9,979 -8% Net Salaries and Benefits 985,437 1,107,179 1,230,144 122,965 11% Services and Supplies 80,827 247,785 154,498 (93,287)-38% Total Operating Expenditures 1,066,264 1,354,964 1,384,642 29,678 2% Hawthorns Capital 14,250 0 0 0 0% Total Hawthorns Expenditures 14,250 0 0 0 0% General Fund Capital *18,892,124 3,276,100 4,649,700 1,373,600 42% Measure AA Capital 3,938,449 6,935,222 5,481,704 (1,453,518)-21% Total Capital Expenditures 22,830,573 10,211,322 10,131,404 (79,918)-1% Total Engineering and Construction Expenditures $23,911,087 $11,566,286 $11,516,046 ($50,240)0% * FY22 General Fund Capital amount includes actuals for the Administrative Office building project, when a bulk of the construction was completed. Note: Salaries and Benefits includes new Engineering and Construction Intern. Measure AA Capital decrease due to the Bear Creek Stables project construction being pushed out to FY25 and redirecting resources to focus on storm damage repair projects. The main increase to General Fund Capital is due to the additional storm damage repair projects. 219Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Office of the General Counsel M I S S I O N S T A T E M E N T Provide legal services and counsel to the Board of Directors, Committees and Midpen departments. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide legal review and advice to the Midpen Board and staff.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Represent Midpen in litigation and legal matters with outside agencies.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Administer Midpen’s risk management program.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart General Counsel Assistant General Counsel Management Analyst–Risk Management Executive Assistant Fremont Older Open Space Preserve (Denise Lawrence) 220 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Assistant General Counsel 1 1 1 1 1 0 General Counsel 1 1 1 1 1 0 Executive Assistant 1 1 1 1 1 0 Management Analyst – Risk Management 0.5 1 1 1 1 0 Total FTE 3.5 4 4 4 4 0 General Counsel aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 4 Supporting Project Update to the District CEQA Guidelines 2026 Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget General Counsel Salaries and Benefits $687,702 $923,286 $901,588 ($21,698)-2% Services and Supplies 79,507 96,710 139,585 42,875 44% Total Operating Expenditures 767,210 1,019,996 1,041,173 21,177 2% Total General Counsel Expenditures $767,210 $1,019,996 $1,041,173 $21,177 2% Note: Salaries and benefits decrease includes a bit less for temporary legal assistance. Services and supplies increase includes more for current litigation support. 221Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Office of the General Manager M I S S I O N S T A T E M E N T Responsible for the overall operation of Midpen. Under policy direction from the Board of Directors, the General Manager carries out Midpen’s adopted Strategic Plan goals and objectives and Vision Plan priority actions and works through the executive team to provide leadership, direction, resources and tools to Midpen departments to ensure effective, efficient, and financially-prudent project and service delivery for public benefit. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide leadership, oversight and direction for Midpen functions.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Accomplish the goals and objectives set out in the Board of Directors’ Strategic Plan.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Implement Midpen’s Vision Plan priority actions.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Ensure that Midpen’s policies and procedures are fiscally sustainable.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide legislative support to the Board of Directors, including duties associated with the Board of Directors’ agenda and actions, officiating all Midpen elections and maintaining all official records.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Assistant 1 1 1 1 1 0 Assistant General Manager 2 2 2 2 2 0 Chief Financial Officer 1 1 1 1 1 0 District Clerk/Assistant to General Manager 1 1 1 1 1 0 Executive Assistant/Deputy Clerk 1 1 1 1 1 0 General Manager 1 1 1 1 1 0 Management Analyst I/II 1 1 1 1 1 0 Total FTE 8 8 8 8 8 0 222 Section 4 • Budget and Action Plan FY24 General Manager Executive Assistant/Deputy District Clerk District Clerk/ Assistant to the General Manager CFO Director of Administrative Services Project Planning and Delivery Assistant General Manager Visitor and Field Services Assistant General Manager Management Analyst II Administrative Assistant Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s General Manager aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 4 10001 Records Management 2024 Goal 4 10002 San Mateo County Master Permit 2024 Goal 2 & 3 10003 Diversity, Equity, and Inclusion Program Actions (Phase I)2027 Goal 4 10004 FOSM Update 2024 Goal 2 & 3 31901 ADA Barrier Removal 2026 Goal 2 & 3 MAA11-003 Rancho San Antonio Multimodal Access–Implementation (MAA Eligible)2025 Goal 1, 2 & 3 VP11-001 Rancho San Antonio Multimodal Access–Implementation (Non-MAA Funded)2025 Goal 2 & 3 Supporting Project Basic Policies for the Coastside Protection Area 2025 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 1 Number of public meetings held per year 65 62 60 60 Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget General Manager Salaries and Benefits $1,784,433 $1,925,413 $2,008,342 $82,929 4% Services and Supplies 109,949 625,190 558,940 (66,250)-11% Total Operating Expenditures 1,894,382 2,550,603 2,567,282 16,679 1% Total General Manager Expenditures $1,894,382 $2,550,603 $2,567,282 $16,679 1% Note: Services and Supplies decrease is due to Records Management project being nearly complete and Santa Cruz Mountain Stewardship Network trails partnership project being complete in FY23. 223Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Land and Facilities Services Department M I S S I O N S T A T E M E N T Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands, that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Maintain and construct an enjoyable and sustainable trail system.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide in-the-field services to protect and restore natural resources.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Protect public health and safety through fire prevention and safe access.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder efforts to further Midpen goals.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide and maintain field and administrative facilities for staff use.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage revenue-producing properties.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage the District’s fleet of vehicles and equipment for staff use. ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart 224 Section 4 • Budget and Action Plan FY24 Land and Facilities Manager Senior Property Management Specialist Property Management Specialist III Property Management Specialist II Foothills Area Manager Administrative Assistant Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Farm Maintenance Worker Capital Field Projects Manager Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Skyline Area Manager Administrative Assistant Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Field Resource Specialist Facilities Maintenance Supervisor Facilities Maintenance Specialist Management Analyst II Modified Duty Staff Administrative Assistant Property Management Specialist II Field Resource Specialist Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Assistant 3 3 3 3 3 0 Area Manager 2 2 2 2 2 0 Capital Projects Field Manager 1 1 1 1 1 0 Equipment Mechanic/Operator 7 7 8 8 8 0 Facilities Maintenance Specialist 1 1 1 1 1 0 Facilities Maintenance Supervisor 1 1 1 1 1 0 Farm Maintenance Worker 1 1 1 1 1 0 Field Resource Specialist 0 0 1 2 2 0 Land and Facilities Manager 1 1 1 1 1 0 Lead Open Space Technician 7 7 7 8 8 0 Maintenance Supervisor 6 6 6 6 6 0 Management Analyst I/II 1 1 1 1 1 0 Open Space Technician 15 15 15 15 15 0 Property Management Specialist I-III 2 2 2 3 3 0 Senior Property Management Specialist 1 1 1 1 1 0 Subtotal FTE 49 49 51 54 54 0 Seasonal Open Space Technician 8.3 8.3 8.3 8.3 9.5 1.2 Total FTE 57.3 57.3 59.3 62.3 63.5 1.2 Note: Seasonal Open Space Technicians (SOSTs) are hired for 960 hours; the 9.5 FTEs shown in the table above amount to 21 SOSTs for FY24. 225Section 4 • Budget and Action Plan FY24 El Corte de Madera Space Preserve (Karl Gohl) Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Land and Facilities Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 2 61017 Fuel Reduction Implementation 2031 Goal 4 61020 Thornewood Residence Evaluation 2024 Goal 2 61023 Los Gatos Creek watershed – Wildland Fire Resiliency 2025 Goal 2 61024 Lobitos Creek Fencing 2024 Goal 2 & 3 61025 FFO Trail Bridge Replacements 2025 Goal 3 61027 Rancho San Antonio ADA Path to Deer Hollow Farm 2027 Goal 3 61029 Monte Bello Black Mountain Trail Extension 2028 Goal 2 61030 Toto Ranch Agricultural Plan 2025 Goal 1 & 2 61031 Wildland Fire Capacity 2026 Goal 2 & 3 61033 Miramontes Ridge – Johnston Ranch Ponds 2024 Goal 2 & 3 61034 Miramontes Ridge – Madonna Creek Stables 2026 Goal 2 & 3 61035 Sierra Azul – Limekiln Trail Slide 2024 Goal 2 & 3 61036 Bear Creek Redwoods – Alma Trail Slide 2024 Goal 2 & 3 61037 El Corte de Madera – Spring Board Trail culvert and Bridge 2024 Goal 2 & 3 61038 Purisima Creek Redwoods – Purisima Ponds 2026 Goal 2 & 3 61039 Skyline Ridge – Skyline Ridge Road at Big Dipper Inholding 2024 Goal 2 & 3 61040 District-wide Culvert Repair Permanent Work 2026 Goal 2 & 3 61041 District-wide Trail Repair Permanent Work 2026 Goal 4 61042 Replace Bridge MRBR1 in Miramontes Ridge 2027 Goal 4 61043 Replace Roof on Coal Creek Barn 2027 Goal 1 & 3 MAA03-010 Purisima-to-the-Sea Trail 2030 Goal 3 MAA05-007 La Honda Creek Phase 2 Trail Connections 2026 Goal 2 MAA05-011 Lone Madrone Ranch Fence Installation 2024 Goal 2 MAA05-014 Lone Madrone Corrals 2026 Goal 2 & 3 MAA10-001 Alpine Road Regional Trail, Coal Creek 2027 Goal 2 & 3 MAA13-001 Cloverdale – Operational Road System Review and Repairs 2030 Goal 3 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon 2027 Goal 1 & 3 MAA20-004 Spooky Knoll Trail and Other New Hwy 17 Trail Connections 2025 Goal 3 MAA21-011 Phase 2 Trail Improvements, Bear Creek Redwoods 2027 Goal 4 None Vehicle and Machinery/Equipment Purchases Recurring Goal 2 & 4 Supporting Project Fleet Transition Plan 2024 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 226 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 3 Miles of single-track trail brushed annually 75 80 75 82 Goal 3 Miles of trails built annually*2 2 1 1.5 Goal 2 Percentage of work completed of enhanced fire management within Tier 1 or Tier 2 priority areas N/A 80%85%85% *Note: this number pertains to trail mileage constructed by the Land and Facilities Department. Trail mileage is also constructed/incorporated to the trail system through projects that are managed and led by the Engineering and Construction Department (not reflected in this number). Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Land and Facilities Salaries and Benefits $6,599,768 $7,996,667 $8,637,172 $640,505 8% Less: MAA Reimbursable Staff Costs (128,205)(194,170)(382,457)(188,287)97% Net Salaries and Benefits 6,471,563 7,802,497 8,254,715 452,218 6% Services and Supplies 3,403,510 4,047,466 5,724,192 1,676,726 41% Total Operating Expenditures 9,875,072 11,849,963 13,978,907 2,128,944 18% Services and Supplies 193 37,200 37,200 0 0% Total Hawthorns Expenditures 193 37,200 37,200 0 0% General Fund Capital 381,472 1,403,500 3,798,100 2,394,600 171% Measure AA Capital 463,588 541,720 1,104,207 562,487 104% Total Capital Expenditures 845,060 1,945,220 4,902,307 2,957,087 152% Total Land and Facilities Expenditures $10,720,326 $13,832,383 $18,918,414 $5,086,031 37% Note: The increase in Services and Supplies is due primarily to additional budget for projects focused on fire suppression. The main increase to General Fund Capital is due to the additional storm damage repair projects. Pulgas Ridge Open Space Preserve (Karl Gohl) 227Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Natural Resources Department M I S S I O N S T A T E M E N T Protect and restore the natural diversity and integrity of Midpen’s resources for their value to the environment and the public and provide for the use of the preserves consistent with resource protection. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Plan, implement, and design projects to protect and restore the natural resources.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Comply with the California Environmental Quality Act and resource agency regulation requirements.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Work with other entities to obtain funding, plan for, and protect Midpen and regional natural resources.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Steward Midpen working landscapes to protect natural resource values and provide sustainable agricultural uses.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart 228 Section 4 • Budget and Action Plan FY24 Natural Resources Manager Senior Resource Management Specialist Earth Sciences Water Resources Specialist Management Analyst I Resource Management Specialist III Resource Management Specialist II Resource Management Specialist II Resource Management Specialist I/II Administrative Assistant (shared with Real Property) Resource Management Specialist II Resource Management Specialist II Natural Resources Intern Natural Resources Intern Senior Resource Management Specialist Vegetation Senior Resource Management Specialist Wildlife Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position*FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Management Analyst I/II 1 1 1 1 1 0 Natural Resources Manager 1 1 1 1 1 0 Resource Management Specialist I/II 4 4 4 5 5 0 Resource Management Specialist III (IPM Coordinator)1 1 1 1 1 0 Senior Resource Management Specialist 3 3 3 3 3 0 Water Resources Specialist 1 1 1 1 1 0 Total FTE 11 11 11 12 12 0 *The Administrative Assistant is shared with Real Property and budgeted within the Real Property Department and shown on the Real Property Department page. Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Interns 2 2 2 2 2 0 Limited Term Positions 0 0 0 0 0 0 Total FTE 2 2 2 2 2 0 Fremont Older Open Space Preserve (Karl Gohl) 229Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Natural Resource aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 1 80034-44 Programmatic State and Federal Environmental Permitting 2025 Goal 2 80054 Badger/Burrowing Owl Habitat Assessment 2027 Goal 2 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection 2024 Goal 2 80065 IPM Implementation of Valley Water Grant 2027 Goal 2 80069 Mountain Lion Conservation Research 2026 Goal 2 80070 Carbon Storage Study – Pilot Project, San Gregorio watershed 2025 Goal 2 80072 Irish Ridge Restoration 2028 Goal 2 80073 Oversight of Lehigh Quarry Activities 2026 Goal 1 80074 Science Advisory Panel 2025 Goal 2 80076 CEQA Review for IPM Program 2025 Goal 2 80079 Miramontes Ridge Reforestation 2031 Goal 2 80081 Pescadero watershed Sediment Reduction Implementation 2030 Goal 2 80082 San Gregorio Water Quality Improvement Plan 2030 Goal 2 80083 Santa Cruz Kangaroo Rat Habitat and Population Management Project 2031 Goal 2 80084 Remediation of Planting Sites 2026 Goal 2 80085 Long Ridge Forest Health Treatment 2027 Goal 2 80086 Prescribed Fire Plan Implementation 2029 Goal 2 80087 Restoration Prioritization and Implementation of Mitigation Policy 2028 Goal 2 80088 San Gregorio Creek Fish Habitat Enhancement 2030 Goal 2 MAA01-006 Madonna Creek Habitat Enhancement, Water Supply and Bridge Replacement 2027 Goal 2 MAA02-004 Stevens Creek Shoreline Nature Area Restoration 2028 Goal 1 MAA03-002 Purisima Upland Site Cleanup and Soil Remediation 2026 Goal 2 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan 2025 Goal 2 MAA03-011 Lobitos Creek Fisheries Restoration 2031 Goal 2 MAA05-010 Restoration Forestry Demonstration Project 2026 Goal 2 MAA07-008 Lower Turtle Pond Repair 2025 Goal 2 MAA13-002 Cloverdale Reservoir Monitoring Improvements 2026 Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing 2030 Goal 3 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation 2026 Goal 1 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration 2026 Goal 2 VP22-002 Alma Bridge Road Wildlife Passage 2026 Goal 2 Supporting Project Conservation Management Unit Designation 2025 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 230 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 2 Protect: Review and identify natural areas needing additional protection for special status species or habitats (e.g., Conservation Management Unit [CMU] designated). N/A N/A 3 5 Goal 2 Restore: Percent of acres in natural resources management plans implemented to enhance terrestrial habitat and ecosystem resiliency. 70% of Acreage 39% of Acreage 70% of Acreage 70% of Acreage Goal 2 Restore: Number of aquatic habitat sites enhanced to support the recovery of special status species. NA NA 1-2 each year 1-2 each year Goal 2 Monitor: The proportion of rare, threatened, or endangered animal species surveyed for and/or monitored on Midpen lands. N/A N/A 25%25% Goal 2 Monitor: The proportion of known occurrences of rare, threatened, or endangered plant populations on Midpen lands. N/A N/A 5%5% Goal 3 Education: Engage the public in service-learning events. N/A N/A 12 12 Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Natural Resources Salaries and Benefits $1,578,001 $2,026,373 $2,180,733 $154,360 8% Less: MAA Reimbursable Staff Costs (14,591)(77,573)(81,296)(3,723)5% Net Salaries and Benefits 1,563,410 1,948,800 2,099,437 150,637 8% Services and Supplies 1,834,320 3,217,194 2,810,307 (406,887)-13% Total Operating Expenditures 3,397,730 5,165,994 4,909,744 (256,250)-5% General Fund Capital 92,774 155,000 805,500 650,500 420% Measure AA Capital 532,329 1,924,073 1,963,196 39,123 2% Total Capital Expenditures 625,103 2,079,073 2,768,696 689,623 33% Total Natural Resources Expenditures $4,022,833 $7,245,067 $7,678,440 $433,373 6% Note: Services and Supplies decrease is due to reassessing the operating budget to be more in line with historical spending trends. General Fund Capital, Alma Bridge Road Wildlife Passage project beginning CEQA, design, and permitting, and begin new for FY24 San Gregorio Creek Fish Habitat Enhancement project. 231Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Planning Department M I S S I O N S T A T E M E N T Respecting the natural diversity and integrity of Midpen’s resources, work with and encourage public and private agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies and community organizations to facilitate planning and development of recreation facilities and of public use; encourage public input and involvement in Midpen’s decision-making process and other activities; participate in the public review processes of land use plans of other agencies and development proposals that affect Midpen’s mission; and follow management policies for quality care of the land and provision of public access appropriate to the nature of the land, and consistent with ecological values and public safety. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide ongoing planning support during final design, permitting and project construction.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for project planning and early design (e.g., California Environmental Quality Act, American for Disabilities Act, National Preservation Act, etc.).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Support Grants Program in seeking partnership opportunities, new grant and other funding sources to further Midpen’s mission, Vision Plan, Strategic Plan goals and leverage Measure AA funding.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Participate in long-term, multi-year regional planning and coordination efforts (e.g., San Francisco Bay Trail, Bay Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to open space preservation and public access.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Plan and design signage for preserves and trails.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Comply and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––—————————————————————————————— 232 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Organizational Chart Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Assistant*1 1 1 1 1 0 Planner I/II 4 4 4 4 4 0 Planner III 3 3 2 2 2 0 Planning Manager 1 1 1 1 1 0 Senior Planner 2 2 3 3 3 0 Total FTE 11 11 11 11 11 0 *Administrative Assistant is shared with Engineering and Construction and budgeted within the Planning Department. Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Interns 0 0 2 2 2 0 Limited Term Positions 0 0 0 0 0 0 Total FTE 0 0 2 2 2 0 233Section 4 • Budget and Action Plan FY24 Planning Manager Administrative Assistant (shared with E&C) Senior Planner Planner III Planning Intern Planning Intern Planner IPlanner II Planner II Senior Planner Planner II Planner III Senior Planner Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Planning aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 3 31907 Johnston Ranch Loop Trail and Parking Area 2028 Goal 3 31908 Long Ridge Parking – Feasibility Study 2028 Goal 3 31909 Visitor Use Management and Carrying Capacity 2029 Goal 4 31910 Skyline Field Office Renovation 2028 Goal 3 35006 Kennedy Trailhead Parking Area Improvement 2027 Goal 3 MAA03-012 Purisima Preserve Comprehensive Use and Management Plan 2025 Goal 3 MAA06-002 Hawthorns Area Plan 2026 Goal 3 MAA17-005 Upper Stevens Creek Trail Connection 2029 Goal 3 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing 2026 Goal 3 VP05-002 La Honda Creek Parking and Trailhead Access – Phase 1 Feasibility Study and CEQA Review 2025 Goal 4 VP06-003 Hawthorns Historic Complex Partnership 2026 Goal 3 VP07-003 La Honda Parking Area – South Area 2027 Goal 3 VP21-005 Bear Creek Redwoods North Parking Area 2026 Goal 4 Supporting Project Historic Resources Procedural Guide/Library 2024 Goal 3 Supporting Project Purisima Preserve Multimodal Access – Implementation 2026 Goal 3 Supporting Project Regional Trails and Active Transportation/Access to Open Space Planning and Coordination 2025 Goal 3 Supporting Project Trail Junction Numbering System 2026 Goal 3 Supporting Project Trail Information System 2025 Goal 4 Supporting Project Update to the District CEQA Guidelines 2026 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 1 Number of projects leveraged with partnerships 90% of annual target (Target 3 projects) 100% (7 projects) 90% of annual target (Target 3 projects) 90% of annual target (Target 3 projects) Goal 3 % of planning milestones completed for a project 90% of annual target (Target 6 project milestones) 100% (7 milestones met) 90% of annual target (Target 6 project milestones) 90% of annual target (Target 6 project milestones) 234 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s 235Section 4 • Budget and Action Plan FY24 Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Planning Salaries and Benefits $1,572,063 $1,844,472 $1,996,978 $152,506 8% Less: MAA Reimbursable Staff Costs (96,514)(92,599)(33,560)59,039 -64% Net Salaries and Benefits 1,475,549 1,751,873 1,963,418 211,545 12% Services and Supplies 350,972 374,714 304,099 (70,615)-19% Total Operating Expenditures 1,826,521 2,126,587 2,267,517 140,930 7% Hawthorns Capital 0 0 0 0 0% Total Hawthorns Expenditures 0 0 0 0 0% General Fund Capital 2,364 0 120,000 120,000 0% Measure AA Capital 696,684 916,099 799,360 (116,739)-13% Total Capital Expenditures 699,048 916,099 919,360 3,261 0% Total Planning Expenditures $2,525,569 $3,042,686 $3,186,877 $144,191 5% Note: Salaries and benefits decrease includes lower MAA Reimbursable labor expected next year. Services and Supplies decrease is due to completion of technical and feasibility analysis of the La Honda Creek Parking and Trailhead Access–Phase 1 Feasibility Study and CEQA Review project. General Fund Capital includes new for FY24 project Skyline Field Office renovation project. Stevens Creek Shoreline Nature Area (Kwon Chiu) Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Public Affairs Department M I S S I O N S T A T E M E N T Build trust by making clearly visible to the public the purposes and actions of Midpen, and actively encouraging public input and involvement in Midpen’s decision-making process and other activities. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Maximize public awareness and understanding of Midpen and its activities.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Engage the public through outreach and communication efforts that educate and involve the community and expand Midpen’s capacity to reach diverse audiences.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Collect and evaluate constituent feedback and recommend action.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Review and recommend legislation that affects and/or benefits Midpen’s ability to carry out its mission.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Assistant 1 1 1 1 1 0 Governmental Affairs Specialist 1 1 1 1 1 0 Public Affairs Manager 1 1 1 1 1 0 Public Affairs Specialist I-III 5 4 4 4 4 0 Total FTE 8 7 7 7 7 0 Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Interns 0 0 1 2 2 0 Limited Term Positions 0 0 1 1 0 -1 Total FTE 0 0 2 3 2 -1 236 Section 4 • Budget and Action Plan FY24 Public Affairs Manager Public Affairs Specialist III Government Affairs Specialist Public Affairs Specialist II Public Affairs Specialist II Public Affairs Specialist II Public Affairs Interns Administrative Assistant Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Public Affairs aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 2 & 3 Supporting Project Good Neighbor Policy Update 2024 Goal 4 Supporting Project GM Signature Authority Legislation 2025 Goal 1 Supporting Project Midpen Science Summit 2025 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 3 Total reach of Midpen communications channel outreach 2 million 5.7 million 2.5 million 3.5 million Goal 3 Percentage of ideas pitched to media that become stories 51%79%51%70% Goal 3 Percent of information requests/complaints answered within two business days 90%95%90%90% Goal 1 & 4 Percentage of governmental agency partners engaged 80%65%67%*67%* *Note: The percentage change reflects the fact that there are both more opportunities in FY23 for engagement and outreach, as well as the frequency of engagement for cities is adjusted compared to prior years. In FY23, along with our previous annual contacts, the list of governmental agency partners and individuals also includes prospective elected official candidates in key districts, and new state and federal delegation members as a result of redistricting. Cities engagement will occur every other year to reflect the amount of Midpen activity that occurs proximate to their location. Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Public Affairs Salaries and Benefits $1,090,189 $1,272,581 $1,139,528 ($133,053)-10% Services and Supplies 940,521 912,730 585,854 (326,876)-36% Total Operating Expenditures 2,030,710 2,185,311 1,725,382 (459,929)-21% Total Public Affairs Expenditures $2,030,710 $2,185,311 $1,725,382 ($459,929)-21% Note: Salaries and Benefits decrease reflects end of limited term Public Affairs Specialist. Services and Supplies decrease is due to the completion of Midpen’s 50th Anniversary Public Events and Activities and Benchmark Survey in FY23. 237Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Real Property Department M I S S I O N S T A T E M E N T Purchase or otherwise acquire interest in strategic open space land; connect Midpen open space lands with federal, state, county, city, and other protected open space lands, parklands and watershed lands. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide comprehensive land conservation planning and analysis to guide the land purchase program in coordination with other departments.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Create and take advantage of opportunities to conserve a greenbelt of protected open space lands along the ridgelines, foothills and baylands.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide technical assistance to protect and secure Midpen public open space property rights and interests (including fee and easement interests).——————————————————————————–––––––––––—————————————————–—————————————————————————————— Develop and strengthen neighbor, conservation partner and agency relationships to facilitate land conservation and protection.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart Monte Bello Open Space Preserve (Karl Gohl) 238 Section 4 • Budget and Action Plan FY24 Real Property Manager Senior Real Property Agent Planner III Real Property Specialist I/II Administrative Assistant (shared with Natural Resources) Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Assistant*1 1 1 1 1 0 Planner III 1 1 1 1 1 0 Real Property Manager 1 1 1 1 1 0 Real Property Specialist I/II 1 1 1 1 1 0 Senior Real Property Agent 1 1 1 1 1 0 Total FTE 5 5 5 5 5 0 *The Administrative Assistant is shared with Natural Resources and budgeted within the Real Property Department. Real Property aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 1 20125 Cal-Water Land Exchange, Teague Hill Preserve 2026 Goal 4 20131 Coastal Field Office 2025 Goal 1 MAA01-005 Johnston Ranch Land Acquisition 2026 Goal 1 MAA03-006 South Cowell Upland Land Conservation 2026 Goal 1 MAA05-015* Upper La Honda Creek Land Conservation (Eberhard)2024 Goal 1 MAA13-003 Cloverdale Ranch Land Opportunity 2025 Goal 1 MAA15-005*Upper La Honda Creek Land Conservation (Eberhard)2024 Goal 1 VP06-002 El Mirador Land Conservation 2025 Goal 1 VP08-002 Upper Alpine Creek Land Conservation 2026 Goal 1 VP10-003 Transfer of Upper Alpine Road from San Mateo County 2025 Goal 1 VP15-001 Redwood Forest Land Opportunity 2026 Goal 1 VP15-005 Upper Oil Creek Redwood Land Conservation 2026 Goal 1 VP20-003 Quint Trail Easement 2024 Goal 1 VP23-004 Mt. Umunhum Land Conservation 2026 Goal 1 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve 2026 Goal 1 VP25-001 Sierra Azul Loma Prieta Land Conservation 2026 Goal 1 VP39-001 Lower San Gregorio Creek watershed Land Conservation 2027 Goal 3 VP14-001 California Riding & Hiking Trails 2024 Goal 1 None Districtwide Purchase Options and Low-Value Land Fund 2030 Goal 3 Supporting Project Middle Stevens Creek Trail Connection 2024 *MAA05-015 and MAA15-005 are the same project. MAA Portfolio #05 does not have sufficient funds to cover the proposed Eberhard purchase. Portfolio #15 will be used to offset the cost of the purchase which aligns with the priority actions of this portfolio. For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 239Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 1 Land Conservation N/A 41.76 5,105 400 Goal 1 Total number of acres protected (preserved)N/A 65,832 70,937 71,337 Goal 2 Land Conservation Connectivity N/A Negotiated and recorded trail easement with City of Half Moon Bay for future trail connections from the downtown, City Ped/bike paths and Coastal Trail to Johnston House and Johnston Ranch properties N/A N/A Goal 1 Coastal Service Plan–15 Year Land Acquisitions 100%Entered into lease and management agreement with POST for the management of the 644-acre Johnston Ranch uplands property as part of Miramontes Ridge OSP 100%100% Purisima Creek Open Space Preserve (Frances Freyberg) 240 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Real Property Salaries and Benefits $781,650 $817,642 $885,661 $68,019 8% Services and Supplies 70,011 51,633 49,956 (1,677)-3% Total Operating Expenditures 851,661 869,275 935,617 66,342 8% General Fund Capital 92,715 561,000 350,000 (211,000)-38% Measure AA Capital 338,093 90,000 3,452,180 3,362,180 3736% Total Capital Expenditures 430,808 651,000 3,802,180 3,151,180 484% Total Real Property Expenditures $1,282,469 $1,520,275 $4,737,797 $3,217,522 212% Note: General Fund Capital decrease to reflect historical spending patterns. Measure AA Capital includes purchase price of the Board approved Eberhard property acquisition. Skyline Ridge Open Space Preserve (Liv Ames) 241Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Visitor Services Department M I S S I O N S T A T E M E N T Ensure protection and stewardship of the land and visitor safety, manage public access consistent with ecological values and public safety, and provide opportunities for enrichment of visitors through interpretation, environmental education, stewardship and volunteerism. C O R E F U N C T I O N S ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Protect public health and safety through proactive patrol and presence, enforcement of Midpen’s rules and regulations, fire protection, and emergency medical response.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Provide frontline public contact and services on Midpen lands.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage the Volunteer and Interpretation and Education programs.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further Midpen’s goals.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Manage conditional preserve use through an online permit system.——————————————————————————–––––––––––—————————————————–—————————————————————————————— Organizational Chart 242 Section 4 • Budget and Action Plan FY24 Visitor Services Manager and Chief Ranger Management Analyst II Administrative Assistant Program Coordinator Foothill Area Superintendent Supervising Rangers Lead Rangers Rangers Ranger Aides Seasonal Rangers and Ranger Aides Skyline Area Superintendent Supervising Rangers Lead Rangers Rangers Ranger Aides Seasonal Rangers and Ranger Aides Volunteer Program Manager Volunteer Program Leads Interpretation and Education Program Manager Environmental Education Specialist Interpretation Specialist Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Staffing Levels Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Administrative Assistant 1 1 1 1 1 0 Area Superintendents 2 2 2 2 2 0 Interpretation & Education Program Manager (formerly Docent Program Manager) 1 1 1 1 1 0 Program Coordinator (formerly Docent Program Coordinator) 1 1 1 1 1 0 Environmental Education Specialist 1 1 1 1 1 0 Interpretive Specialist 1 1 1 1 1 0 Lead Ranger 5 5 5 5 5 0 Ranger 19 19 20 22 23 1 Supervising Ranger 5 5 5 5 5 0 Management Analyst I/II 1 1 1 1 1 0 Visitor Services Manager / Chief Ranger 1 1 1 1 1 0 Volunteer Program Manager 1 1 1 1 1 0 Volunteer Program Lead 2 2 2 2 2 0 Subtotal FTE 41 41 42 44 45 1 Seasonal Ranger 0.95 0.95 0.95 0.95 0.95 0 Seasonal Ranger Aide 0.95 0.95 0.95 0.95 0.95 0 Total FTE 42.9 42.9 43.9 45.9 46.9 1 Note: Seasonal Ranger and Ranger Aides are hired for 960 hours; the 0.95 FTEs shown in the table above amount to 2 Seasonal Rangers and 2 Seasonal Ranger Aides for FY24. Position FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Adopted FTE FY24 Proposed FTE Change from FY23 Modified Interns 1 1 1 0 0 0 Limited Term Positions 0 0 0 0 0 0 Total FTE 1 1 1 0 0 0 Visitor Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————–––––––––––—————————————————–—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————–––––––––––—————————————————–—————————————————————————————— Objectives Strategic Plan Linkage Project Number Project Name Target Completion Fiscal Year Goal 4 65407 Radio System Assessment and Upgrade 2024 Goal 3 Supporting Project Cloverdale Interim Public Access 2025 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 243Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY22 Target FY22 Actuals FY23 Target FY24 Target Goal 3 Annual number of Daniels Nature Center visitors 3,000 1,300 3,500 2,000 Goal 3 Annual number of permits issued 3,500 3,495 3,500 3,500 Goal 3 Annual number of stewardship volunteer hours 12,000 9,600 10,000 10,000 Goal 3 Annual number of interpretation and education docent hours 4,000 3,540 4,500 4,000 Goal 3 Annual number of participants on docent naturalist-led activities N/A 1,200 2,100 2,000 Goal 3 Annual number of students attending school field trips N/A 75 600 350 Budget Midpen Budget by Expenditure Category FY22 Actuals FY23 Adopted Budget FY24 Proposed Budget $ Change from FY23 Adopted Budget % Change from FY23 Adopted Budget Visitor Services Salaries and Benefits $5,169,807 $6,511,644 $7,020,988 $509,344 8% Services and Supplies 581,096 719,093 942,888 223,795 31% Total Operating Expenditures 5,750,903 7,230,737 7,963,876 733,139 10% General Fund Capital 68,077 1,445,000 95,000 (1,350,000)-93% Total Capital Expenditures 68,077 1,445,000 95,000 (1,350,000)-93% Total Visitor Services Expenditures $5,818,980 $8,675,737 $8,058,876 ($616,861)-7% Note: Salaries and benefits includes the addition of 1 FTE–Ranger (Overfill). Services and supplies is increasing mainly due to the repeater site lease being moved from Land and Facilities to Visitor Services budget. There is also more budgeted in training for the ranger academy with new staff coming on who will need to go through the program. General Fund Capital implementation budget for Radio System Assessment and Upgrade project moved to capital maintenance reserve for future expenditures. Sierra Azul Open Space Preserve (Hella Bluhm) 244 Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Se c t i o n 4 • D e p a r t m e n t S u m m a r i e s St. Joseph’s Hill Open Space Preserve (Jarek Azevedo)245Section 4 • Budget and Action Plan FY24 Attachment 1 - Exhibit A Vision Plan Actions Overview # V I S I O N P L A N A C T I O N——————————————————————————––––––––––––—————————————————————————————————————————— 01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture Enhancement Projects——————————————————————————––––––––––––—————————————————————————————————————————— 02 Regional: Bayfront Habitat Protection and Public Access Partnerships——————————————————————————––––––––––––—————————————————————————————————————————— 03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation Grazing Projects——————————————————————————––––––––––––—————————————————————————————————————————— 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects——————————————————————————––––––––––––—————————————————————————————————————————— 05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and Conservation Grazing Projects——————————————————————————––––––––––––—————————————————————————————————————————— 06 Windy Hill: Trail Improvements, Preservation, and Hawthorns Area Historic Partnership——————————————————————————––––––––––––—————————————————————————————————————————— 07 La Honda Creek: Driscoll Ranch Area Public Access, Endangered Wildlife Protection, and Conservation Grazing Projects——————————————————————————––––––––––––—————————————————————————————————————————— 08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail Completion——————————————————————————––––––––––––—————————————————————————————————————————— 09 Russian Ridge: Public Recreation, Grazing, and Wildlife Protection Projects——————————————————————————––––––––––––—————————————————————————————————————————— 10 Coal Creek: Reopen Alpine Road for Trail Use——————————————————————————––––––––––––—————————————————————————————————————————— 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions——————————————————————————––––––––––––—————————————————————————————————————————— 12 Peninsula and South Bay Cities: Partner to Complete Middle Stevens Creek Trail——————————————————————————––––––––––––—————————————————————————————————————————— 13 Cloverdale Ranch: Wildlife Protection, Grazing, and Trail Connections——————————————————————————––––––––––––—————————————————————————————————————————— 14 Regional: Trail Connections and Campgrounds——————————————————————————––––––––––––—————————————————————————————————————————— 15 Regional: Redwood Protection and Salmon Fishery Conservation——————————————————————————––––––––––––—————————————————————————————————————————— 16 Long Ridge: Trail, Conservation, and Habitat Restoration Projects——————————————————————————––––––––––––—————————————————————————————————————————— 17 Regional: Complete Upper Stevens Creek Trail——————————————————————————––––––––––––—————————————————————————————————————————— 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor——————————————————————————––––––––––––—————————————————————————————————————————— 19 El Sereno: Dog Trails and Connections——————————————————————————––––––––––––—————————————————————————————————————————— 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements——————————————————————————––––––––––––—————————————————————————————————————————— 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects——————————————————————————––––––––––––—————————————————————————————————————————— 22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects——————————————————————————––––––––––––—————————————————————————————————————————— 23 Sierra Azul: Mount Umunhum Public Access and Interpretation Projects——————————————————————————––––––––––––—————————————————————————————————————————— 24 Sierra Azul: Rancho de Guadalupe Family Recreation and Interpretive Projects——————————————————————————––––––––––––—————————————————————————————————————————— 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects——————————————————————————––––––––––––—————————————————————————————————————————— 246 Vision Plan Actions Overview • Budget and Action Plan FY24 Vis i o n P l a n A c t i o n s O v e r v i e w Attachment 1 - Exhibit A # V I S I O N P L A N A C T I O N——————————————————————————––––––––––––—————————————————————————————————————————— 26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––—————————————————————————————————————————— 27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––—————————————————————————————————————————— 28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream Restoration, and Regional Trail Connections——————————————————————————––––––––––––—————————————————————————————————————————— 29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––—————————————————————————————————————————— 30 Regional: Support California Coastal Trail——————————————————————————––––––––––––—————————————————————————————————————————— 31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––—————————————————————————————————————————— 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————————————————— 33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––—————————————————————————————————————————— 34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––—————————————————————————————————————————— 35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––—————————————————————————————————————————— 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––—————————————————————————————————————————— 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––—————————————————————————————————————————— 38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––—————————————————————————————————————————— 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––—————————————————————————————————————————— 40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––—————————————————————————————————————————— 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––—————————————————————————————————————————— 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––—————————————————————————————————————————— 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————————————————— 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————————————————— 45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––—————————————————————————————————————————— 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––—————————————————————————————————————————— 47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––—————————————————————————————————————————— 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––—————————————————————————————————————————— 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––—————————————————————————————————————————— 50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––—————————————————————————————————————————— 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––—————————————————————————————————————————— 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––—————————————————————————————————————————— 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––—————————————————————————————————————————— 54 Sierra Azul: Fire Management——————————————————————————––––––––––––—————————————————————————————————————————— 247Vision Plan Actions Overview • Budget and Action Plan FY24 Vis i o n P l a n A c t i o n s O v e r v i e w Attachment 1 - Exhibit A Gl o s s a r y Glossary T E R M D E S C R I P T I O N——————————————————————————––––––––––––—————————————————————————————————————————— Accrual An expense which is outstanding at the end of a financial period and which needs to be included in the accounting results for the period.——————————————————————————––––––––––––—————————————————————————————————————————— ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––—————————————————————————————————————————— Action Plan The work plan that includes all of the projects and key initiatives that Midpen pursues.——————————————————————————––––––––––––—————————————————————————————————————————— ADA Americans with Disabilities Act——————————————————————————––––––––––––—————————————————————————————————————————— Adopted Budget The adopted budget is Midpen’s annual fiscal plan, which is approved by the board of directors. The adopted budget establishes the legal authority for the expenditure of funds, as created by the appropriation resolution. The adopted budget includes all reserves, transfers, allocations, supplemental appropriations and other legally authorized legislative and executive changes.——————————————————————————––––––––––––—————————————————————————————————————————— AGM Assistant General Manager——————————————————————————––––––––––––—————————————————————————————————————————— Americans with Disabilities Act The ADA is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including all public and private places that are open to the general public.——————————————————————————––––––––––––—————————————————————————————————————————— Annual Report Comprehensive Annual Financial Report——————————————————————————––––––––––––—————————————————————————————————————————— AO Administrative Office (Midpen headquarters)——————————————————————————––––––––––––—————————————————————————————————————————— AP Accounts Payable——————————————————————————––––––––––––—————————————————————————————————————————— Appropriation A legal authorization granted by the board of directors to make expenditures and to incur obligations for specific purposes. An appropriation usually is limited in amount and to the time in which it may be expended.——————————————————————————––––––––––––—————————————————————————————————————————— Audit An official examination and verification of accounts and records, especially of financial accounts.——————————————————————————––––––––––––—————————————————————————————————————————— Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources, including estimated revenue and other sources such as bond proceeds, transfers in and approved fund balances/net assets, meet or exceed uses, including appropriations and transfers out.——————————————————————————––––––––––––—————————————————————————————————————————— Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in the financial statements. Government-wide financial statements are prepared using the modified accrual basis of accounting. Budgets are developed using the cash-basis of accounting.——————————————————————————––––––––––––—————————————————————————————————————————— BCR Bear Creek Redwoods (Preserve)——————————————————————————––––––––––––—————————————————————————————————————————— Bond A fixed income instrument that represents a loan made by an investor to a borrower.——————————————————————————––––––––––––—————————————————————————————————————————— Budget The plan of expenditures and revenues for a specific period of time.——————————————————————————––––––––––––—————————————————————————————————————————— Budget Categories Midpen’s budget is divided into five budget categories: Salaries and Benefits, Services and Supplies, Land and Associated Costs, Capital and Fixed Assets (non-land purchases), and Debt Service.——————————————————————————––––––––––––—————————————————————————————————————————— California Environmental California law (California Public Resources Code section 21000 et seq.) that requires Quality Act development projects to submit documentation of their potential environmental impact.——————————————————————————––––––––––––—————————————————————————————————————————— 248 Glossary • Budget and Action Plan FY24 Attachment 1 - Exhibit A Gl o s s a r y T E R M D E S C R I P T I O N——————————————————————————––––––––––––—————————————————————————————————————————— CalPERS California Public Employee Retirement System——————————————————————————––––––––––––—————————————————————————————————————————— CAPEX Capital expenditures——————————————————————————––––––––––––—————————————————————————————————————————— Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets of the District.——————————————————————————––––––––––––—————————————————————————————————————————— Capital Improvement Midpen’s Capital Improvement Program and Action Plan for project and program delivery and Action Plan ——————————————————————————––––––––––––—————————————————————————————————————————— Capital Improvement Program A multiyear plan for capital expenditures, with details on anticipated annual expenditures and information about the resources estimated to be available to finance the projected expenditures.——————————————————————————––––––––––––—————————————————————————————————————————— Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such as land, land improvements, infrastructure and equipment.——————————————————————————––––––––––––—————————————————————————————————————————— Cash basis Cash basis is a method of recording accounting transactions for revenue and expenses only when the corresponding cash is received, or payments are made.——————————————————————————––––––––––––—————————————————————————————————————————— CDFW California Department of Fish and Wildlife——————————————————————————––––––––––––—————————————————————————————————————————— CEQA California Environmental Quality Act——————————————————————————––––––––––––—————————————————————————————————————————— CFO Chief Financial Officer——————————————————————————––––––––––––—————————————————————————————————————————— CIAP Capital Improvement and Action Plan——————————————————————————––––––––––––—————————————————————————————————————————— CIP Capital Improvement Program/Project——————————————————————————––––––––––––—————————————————————————————————————————— Debt Service Debt service is the payment of the principal and interest on an obligation resulting from the issuance of bonds and/or promissory notes.——————————————————————————––––––––––––—————————————————————————————————————————— Debt Service Fund A fund that accounts for accumulation of resources to be used for debt service payments, as well as principal and interest payments and associated administrative costs.——————————————————————————––––––––––––—————————————————————————————————————————— Deficit The result of an excess of expenditures over resources.——————————————————————————––––––––––––—————————————————————————————————————————— Designation of Fund Balance Unreserved fund balance may be designated by Midpen to be set aside for a specific purpose. The designation indicates that a portion of fund equity is not available for current appropriation, as it has been set aside to comply with Midpen’s plan for future uses.——————————————————————————––––––––––––—————————————————————————————————————————— Design-Build Design-build is a method of project delivery in which one entity–the design-build team–works under a single contract with the project owner to provide design and construction services.——————————————————————————––––––––––––—————————————————————————————————————————— District Generally refers to the geographic boundaries of the Midpeninsula Regional Open Space District.——————————————————————————––––––––––––—————————————————————————————————————————— E&C Engineering and Construction (Department)——————————————————————————––––––––––––—————————————————————————————————————————— eDNA Environmental DNA——————————————————————————––––––––––––—————————————————————————————————————————— EIR Environmental Impact Report——————————————————————————––––––––––––—————————————————————————————————————————— EIS Environmental Impact Statement——————————————————————————––––––––––––—————————————————————————————————————————— Encumbrances Commitments for unperformed contracts for goods and services.——————————————————————————––––––––––––—————————————————————————————————————————— Enterprise Resource Planning An ERP management information system integrates areas such as purchasing, finance, and human resources.——————————————————————————––––––––––––—————————————————————————————————————————— 249Glossary • Budget and Action Plan FY24 Attachment 1 - Exhibit A Gl o s s a r y T E R M D E S C R I P T I O N——————————————————————————––––––––––––—————————————————————————————————————————— Environmental DNA DNA that is collected from a variety of environmental samples such as soil, seawater, or even air rather than directly sampled from an individual organism. This method allows for biomonitoring without requiring collection of the living organism, creating the ability to study organisms that are invasive, elusive, or endangered without introducing anthropogenic stress on the organism.——————————————————————————––––––––––––—————————————————————————————————————————— ERP Enterprise Resource Planning——————————————————————————––––––––––––—————————————————————————————————————————— ESRI GIS software——————————————————————————––––––––––––—————————————————————————————————————————— Fiscal Year A 12-month period to which the annual operating budget applies and at the end of which Midpen determines its financial position and the results of its operations. Midpen’s fiscal year is from July 1 through June 30 and is shown as FY22 to indicate fiscal year ending June 30, 2022.——————————————————————————––––––––––––—————————————————————————————————————————— Fixed Assets Land and other long-lived assets, such as buildings, improvements, vehicles/equipment, with a value greater than the capitalization amount, stated in the Midpen’s Capital Asset and Inventory Control Policy. In 2009 the policy was updated to capitalize vehicles/equipment with a cost exceeding $25,000, and improvements/infrastructure with a cost exceeding $100,000.——————————————————————————––––––––––––—————————————————————————————————————————— FOSM The Financial and Organizational Sustainability Model is a comprehensive report that provides Midpen with recommendation on strengthening organizational capacity to fulfill its mission of land preservation, natural resource protection, and public access and education.——————————————————————————––––––––––––—————————————————————————————————————————— FTE Full Time Equivalent——————————————————————————––––––––––––—————————————————————————————————————————— Full-Time Equivalent Measure of dedicated staff. One FTE is equivalent to 2080 hours of work per year. Some positions are part-time and are budgeted based on hours that are then converted to a full- time equivalent of a position.——————————————————————————––––––––––––—————————————————————————————————————————— Fund Midpen’s accounts are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self- balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures. Governmental resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.——————————————————————————––––––––––––—————————————————————————————————————————— Fund Balance Fund balance is the difference between governmental fund assets and fund liabilities.——————————————————————————––––––––––––—————————————————————————————————————————— Funds Different revenue sources used for specific purposed dependent on the type of Midpen activity.——————————————————————————––––––––––––—————————————————————————————————————————— FY Fiscal Year——————————————————————————––––––––––––—————————————————————————————————————————— GAAP Generally Accepted Accounting Principles——————————————————————————––––––––––––—————————————————————————————————————————— GASB Governmental Accounting Standards Board——————————————————————————––––––––––––—————————————————————————————————————————— General Fund Midpen’s main governmental operating fund. The General Fund is primarily used to fund personnel costs, routine operational and maintenance expenses, and debt service.——————————————————————————––––––––––––—————————————————————————————————————————— General Obligation Bond GO Bond is a local governmental debt issue that is secured by a broad government pledge to use its tax revenues to repay the bond holders.——————————————————————————––––––––––––—————————————————————————————————————————— Generally Accepted Uniform standards and guidelines for financial accounting and reporting. Accounting Principles——————————————————————————––––––––––––—————————————————————————————————————————— GFOA Government Finance Officers Association——————————————————————————––––––––––––—————————————————————————————————————————— GHG Greenhouse gas——————————————————————————––––––––––––—————————————————————————————————————————— GIS Geographic Information System——————————————————————————––––––––––––———————————————————————————————— 250 Glossary • Budget and Action Plan FY24 Attachment 1 - Exhibit A Gl o s s a r y T E R M D E S C R I P T I O N——————————————————————————––––––––––––—————————————————————————————————————————— GL or G/L General Ledger——————————————————————————––––––––––––—————————————————————————————————————————— GM General Manager——————————————————————————––––––––––––—————————————————————————————————————————— GO General Obligation (bonds)——————————————————————————––––––––––––—————————————————————————————————————————— Grants Contributions or gifts of cash or other assets to/from another government agency, foundation or private entity, to be used for a specific purpose.——————————————————————————––––––––––––—————————————————————————————————————————— Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn property. Includes both operating and capital expenditures.——————————————————————————––––––––––––—————————————————————————————————————————— HR Human Resources (Department)——————————————————————————––––––––––––—————————————————————————————————————————— IST Information Systems Technology (Department)——————————————————————————––––––––––––—————————————————————————————————————————— L&F Land and Facilities (Department)——————————————————————————––––––––––––—————————————————————————————————————————— MAA Measure AA——————————————————————————––––––––––––—————————————————————————————————————————— Major Fund Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds.——————————————————————————––––––––––––—————————————————————————————————————————— Measure AA Voter-approved general obligation bond to be used on improvement projects to deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––—————————————————————————————————————————— Midpen Midpeninsula Regional Open Space District——————————————————————————––––––––––––—————————————————————————————————————————— Modified Accrual The accrual basis of accounting is an accounting method which recognizes expenses at the time a liability is incurred. Under the modified accrual basis of accounting, expenditures are generally recognized in the accounting period in which the related fund liability is incurred, but debt service expenditures are recorded only when payment is due.——————————————————————————––––––––––––—————————————————————————————————————————— New World System An ERP management information system with features and functionality to support local government administration.——————————————————————————––––––––––––—————————————————————————————————————————— NR Natural Resources (Department)——————————————————————————––––––––––––—————————————————————————————————————————— NWS New World System——————————————————————————––––––––––––—————————————————————————————————————————— OPEB Other Post-Employment Benefits——————————————————————————––––––––––––—————————————————————————————————————————— Operating Budget Projects costs for Salaries and Benefits, and Services and Supplies.——————————————————————————––––––––––––—————————————————————————————————————————— OPEX Operational expenditures——————————————————————————––––––––––––—————————————————————————————————————————— OSP Open Space Preserve——————————————————————————––––––––––––—————————————————————————————————————————— PA Public Affairs (Department)——————————————————————————––––––––––––—————————————————————————————————————————— Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and Santa Cruz counties.——————————————————————————––––––––––––—————————————————————————————————————————— PL Planning (Department)——————————————————————————––––––––––––—————————————————————————————————————————— PNR Planning and Natural Resources (Midpen project review committee)——————————————————————————––––––––––––—————————————————————————————————————————— POST Peninsula Open Space Trust——————————————————————————––––––––––––—————————————————————————————————————————— Projected The projected amount of expenditures and/or revenues for Midpen, before the account books have been closed for the fiscal year and a financial audit has been conducted.——————————————————————————––––––––––––—————————————————————————————————————————— Property Tax The tax is imposed on real property and is based on the value of the property. It is collected by San Mateo and Santa Clara counties within Midpen’s boundary.——————————————————————————––––––––––––—————————————————————————————————————————— 251Glossary • Budget and Action Plan FY24 Attachment 1 - Exhibit A Gl o s s a r y T E R M D E S C R I P T I O N——————————————————————————––––––––––––—————————————————————————————————————————— Proprietary Funds Used to account for activities that are similar to activities that may be performed by a commercial enterprise. The purpose of the proprietary fund is to provide a service or product at a reasonable cost. Midpen’s only proprietary funds are internal service funds.——————————————————————————––––––––––––—————————————————————————————————————————— Reimbursements Repayments of amounts remitted on behalf of another fund or agency.——————————————————————————––––––––––––—————————————————————————————————————————— Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure; and (2) an account used to earmark a portion of fund equity as legally segregated for a specific future use.——————————————————————————––––––––––––—————————————————————————————————————————— Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the subsequent accounting period, including items such as encumbrances, inventory, prepaid items, and notes receivable.——————————————————————————––––––––––––—————————————————————————————————————————— Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the fiscal year.——————————————————————————––––––––––––—————————————————————————————————————————— Revenue The amount of funds received by Midpen from taxes, fees, rental income, interest, intergovernmental sources, and other sources during the fiscal year.——————————————————————————––––––––––––—————————————————————————————————————————— RFB Request for Bid——————————————————————————––––––––––––—————————————————————————————————————————— RFP Request for Proposal——————————————————————————––––––––––––—————————————————————————————————————————— RFPQ Request For Proposal Quote/Qualifications——————————————————————————––––––––––––—————————————————————————————————————————— Risk Management Management efforts to protect Midpen from potential claims, including the avoidance of accidental loss or minimization of consequences if loss does occur.——————————————————————————––––––––––––—————————————————————————————————————————— RP Real Property (Department)——————————————————————————––––––––––––—————————————————————————————————————————— RWQCB San Francisco Bay Regional Water Quality Control Board——————————————————————————––––––––––––—————————————————————————————————————————— Sinking Fund A fund formed by periodically setting aside money for the gradual repayment of a debt or replacement of a wasting asset.——————————————————————————––––––––––––—————————————————————————————————————————— SOD Sudden Oak Death——————————————————————————––––––––––––—————————————————————————————————————————— Sudden Oak Death A non-native plant disease infecting forests of many coastal California counties. The disease is caused by the microscopic pathogen Phytophthora ramoru.——————————————————————————––––––––––––—————————————————————————————————————————— Tranche A portion of something, especially money.——————————————————————————––––––––––––—————————————————————————————————————————— Valley Water Valley Water, formerly known as Santa Clara Valley Water District or the SCVWD——————————————————————————––––––––––––—————————————————————————————————————————— VS Visitor Services (Department)——————————————————————————––––––––––––—————————————————————————————————————————— YTD Year-To-Date——————————————————————————––––––––––––—————————————————————————————————————————— 252 Glossary • Budget and Action Plan FY24 Attachment 1 - Exhibit A El Corte de Madera Open Space Preserve (Frances Freyberg) 253Budget and Action Plan FY24 Attachment 1 - Exhibit A Monte Bello Open Space Preserve (Karl Gohl) PRINTED ON 100% POST CONSUMER WASTE PAPER Midpeninsula Regional Open Space District 5050 El Camino Real Los Altos, California 94022-1404 650-691-1200 info@openspace.org openspace.org Attachment 1 - Exhibit A