HomeMy WebLinkAboutMidpeninsula Regional Open Space District - Public Financial ReportPopular Annual Financial Report
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FISCAL YEAR ENDED JUNE 30, 2021
Headquarters in Los Altos, California
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Table of Contents
INTRODUCTORY SECTION
3 Introductory Message
4 Board of Directors and Management
5 About Us
6 Regional Map
7 Organizational Chart
SUMMARY
8 Demographic and Economic Statistics
9 Revenues
10 Revenues and Expenses
11 Statement of Net Position
12 Debt
14 Measure AA Projects
ACCOMPLISHMENTS
16 Land Acquisition and Preservation
16 Natural Resources Protection and Restoration
17 Public Access, Education and Outreach
18 General/Districtwide Support of Mission
19 Awards, Grants and Recognition
COVER PHOTO CREDITS
Top photo: Russian Ridge Open Space Preserve by Alex Song
Second row, left to right: Rancho San Antonio Open Space Preserve by Elizabeth Yicheng-Shen, Sierra Azul Open Space Preserve by Dawn Stephenson,
Fremont Older Open Space Preserve by Michelle Yau
Bear Creek Redwoods Open Space Preserve by Heather Diaz
2 Popular Annual Financial Report FY21
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MISSION The mission of the Midpeninsula Regional Open Space
District is 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 MISSION 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.
Introductory Message
It is my pleasure to present the Midpeninsula Regional Open Space District’s Popular Annual Financial Report (PAFR)
for the fiscal year ended June 30, 2021.
The PAFR summarizes Midpen’s financial activities and performance results gathered from our Annual Comprehensive
Financial Report (ACFR). The ACFR was prepared in accordance with Generally Accepted Accounting Principles
(GAAP) and includes financial statements audited by Chavan & Associates, Certified Public Accountants. Midpen
received an unmodified (or clean) opinion that the financial statements present fairly, in all material respects, the
financial position of the organization.
The financial information in the PAFR is presented to simplify the information contained in the ACFR and to offer
the public a broad overview and longer-term perspective of Midpen’s assets, liabilities and net position. The reader
should note that the PAFR is not a substitute for the ACFR as it is an unaudited report and does not present all the
necessary financial statements and note disclosures required by GAAP.
Midpen’s detailed financial information, including audited financial statements, is available in the ACFR. The ACFR
provides full disclosure of our finances, including the notes to the financial statements, required supplementary
information and historical statistical information.
The ACFR and other financial and budget documents are available at openspace.org/financials.
Sincerely,
/s/Ana María Ruiz
Ana María Ruiz
General Manager
3Popular Annual Financial Report FY21
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4 Popular Annual Financial Report FY21
Board of Directors and Management
District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry
Hassett, Pete Siemens.
——————————————————————————––––––––––––————————————————————————————————Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––————————————————————————————————Yoriko Kishimoto–Board Treasurer Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————Jed Cyr Ward 3: Sunnyvale ——————————————————————————––––––––––––————————————————————————————————Curt Riffle–Board President Ward 4: Los Altos, Mountain View ——————————————————————————––––––––––––————————————————————————————————Karen Holman Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford——————————————————————————––––––––––––————————————————————————————————Larry Hassett–Board Secretary Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero,
Portola Valley, Redwood City, San Gregorio, Woodside——————————————————————————––––––––––––————————————————————————————————Zoe Kersteen-Tucker–Board Vice Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton,
President 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
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About Us
Midpen helps plants, animals and people thrive throughout the greater Santa Cruz Mountains region by preserving
a connected greenbelt of over 65,000 acres of public 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 public 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 also 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, providing an extensive trail network for low-impact
recreation. Our programming connects people to nature through enriched 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 change resilience and refuge.
HISTORY
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. Local residents voted to expand Midpen’s
boundary into southern San Mateo County in 1976, and 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 land resources to our mission.
GOVERNANCE
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: 330 Distel Circle,
Los Altos, CA. Since the beginning of the COVID-19 pandemic, Board meetings moved to an online format while
remaining fully accessble to the public.
STAFFING
The staff currently includes over
180 employees in 11 departments:
budget and analysis, engineering and
construction, finance, human resources,
information systems and technology,
land and facilities services, natural
resources, planning, public affairs,
real property and visitor services.
For more information about Midpen, visit openspace.org.Midpen Staff by Erin Ashford
5Popular Annual Financial Report FY21
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Regional Map
6 Popular Annual Financial Report FY21
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Organizational Chart
Midpen At-A-Glance
7Popular Annual Financial Report FY21
Public
Board ofDirectors ControllerGeneralCounsel
GeneralManager Public Affairs Department
Executive Assistant/Deputy District Clerk District Clerk/Assistantto the General Manager
Project Planning and Delivery
Assistant General Manager
Planning Department
RealProperty Department
Engineering and Construction Department
Visitor and Field Services
Assistant General Manager
Visitor Services Department
Land and Facilities Department
Natural Resources Department
Finance and Administrative
Services
CFO-Director ofAdministrative Services
Budget and Analysis Department
Information Systems and Technology Department
Finance Department
Human Resources Department
Founded in 1972 More Than 65,000
Acres Preserved
245 Miles of Trails 26 Preserves
183 Full-Time
Employees Over 2 Million
Visitors Per Year
$89.6 Million
Budget
770,000Residents
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Demographic and Economic Statistics
TOTAL
POPULATION:
774,465
BREAKDOWN BY GENDER1
■ 50.2% Male
■ 49.8% Female
RACE AND
ETHNICITY
BREAKDOWN OF RACE AND ETHNICITY1
■ 0.17% American Indian and Alaska Native
■ 29.74% Asian
■ 1.75% Black or African American
■ 17.65% Hispanic or Latino
■ 0.51% Native Hawaiian and Other Islander
■ 0.31% Other Race
■ 3.91% Two or More Races
■ 45.96% White (not Hispanic/Latino)
$77,523 PER CAPITA
INCOME1 92.8% EDUCATIONAL ATTAINMENT HIGH SCHOOL
OR GREATER, AGE 25 OR OVER1
1 2015-19 American Community Survey 5-Year Estimates.
Cloverdale Ranch Open Space Preserve by Midpen
8 Popular Annual Financial Report FY21
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Revenues
■ 88.5% Property Taxes
■ 4.1% Grant Income
■ 3.2% Property Management
■ 2.8% Investment Savings
■ 1.4% Other
Russian Ridge Open Space Preserve by Deane Little
9Popular Annual Financial Report FY21
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Revenues and Expenses (Governmental Activities)
Given the nature of Midpen’s finances and operations, all the financial activities are governmental. Our primary source
of revenue is property taxes, which are levied on all taxable property within the District’s boundaries covering portions
of Santa Clara and San Mateo counties. Revenue for the year ended June 30, 2021, totaled $70.6 million, an increase
of $3.5 million or 5.3% compared to FY20. Property tax revenue continues to increase steadily as a result of growth
in the assessed valuation of real property. Investment earnings decreased from the prior year due to lower investment
yields. Total expenses were $42.3 million in FY21, a decrease of $2.4 million or 5.6% compared to FY20. This was
due to lower overall expenditures as expenditures for staff and other costs decreased due to lower activity resulting from
the Covid pandemic. Interest payments on the District’s long-term debt also decreased.
CHANGES IN NET POSITION AS OF JUNE 30, 2021 (IN THOUSANDS)
Total FY21 Total FY20 Total FY19
Revenues
General Revenues $65,431 $61,115 $59,897
Program Revenues $5,178 $5,949 $3,442
Total Revenues $70,609 $67,064 $63,339
Expenses
Land Preservation $38,861 $32,482 $34,304
Interest and Fiscal Charges $8,356 $9,874 $10,449
Total Expenses $47,217 $42,356 $44,753
Increase in Net Position Before Adjustments $23,393 $24,708 $18,586
Prior Period Adjustments ($30)$0 $0
Increase in Net Position $23,363 $24,708 $18,586
Net Position, Beginning of Period $392,082 $367,374 $348,788
Net Position, End of Period $415,445 $392,082 $367,374
Rancho San Antonio Open Space Preserve by Charles Tu
10 Popular Annual Financial Report FY21
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Statement of Net Position
The statement of net position presents information on all of Midpen’s assets and liabilities, deferred outflows and
deferred inflows, with the difference between these amounts being reported as net position. The net position is the
difference between what Midpen owns and what it owes. Midpen’s overall net position increased by $23.4 million
as the District continued to pay down long-term debt and overall revenues exceeding expenditures.
STATEMENT OF NET POSITION AS OF JUNE 30, 2021 (IN THOUSANDS)
Total FY21 Total FY20 Total FY19
Current Assets $103,801 $105,438 $108,643
Capital Assets, Net of Depreciation $66,875 $58,689 $50,602
Non-Depreciable Capital Assets $480,432 $467,412 $453,957
Other Non-Current Assets $432 $488 $563
Deferred Outflows of Resources $12,639 $13,273 $14,827
Total Assets and Deferred Outflows $664,179 $645,300 $628,592
Current Liabilities $18,126 $16,111 $16,696
Non-Current Liabilities $228,566 $235,321 $243,050
Deferred Inflows of Resources $2,042 $1,786 $1,471
Total Liabilities and Deferred Inflows $248,734 $253,218 $261,217
Net Investment in Capital Assets $382,788 $371,186 $351,152
Restricted Net Position $5,731 $6,278 $8,207
Unrestricted Net Position $26,926 $14,617 $8,015
Net Position, End of Period $415,445 $392,082 $367,375
Long Ridge Open Space Preserve by Karl Gohl
11Popular Annual Financial Report FY21
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Debt
Midpen is legally restricted to issuing debt not to exceed five percent of the assessed valuation of the property
situated within the District’s boundaries. As of June 30, 2021, the assessed value of property within the District’s
jurisdiction totaled $317.8 billion, resulting in a legal limit of $15.9 billion. Midpen’s revenue bonds, parity bonds,
and refunding bonds are secured by general fund property tax revenue, while the general obligation bonds are
secured through a separate ad valorem tax levy on all taxable property within the District’s boundaries. The latest
ratings for Midpen’s debt issues from Standard and Poor’s and Fitch Ratings are shown below:
Debt Issue S & P Fitch Balance as of June 30, 2021
2011 Revenue Bonds AA+AA+ 285,000
2012 Refunding Promissory Notes AAA AAA 7,475,601
2015 General Obligation Bonds (MAA) Series A AAA AAA 40,000,000
2015 General Obligation Bonds (MAA) Series B AAA AAA 630,000
2015 Refunding Promissory Notes AAA AAA 19,190,000
2016 Green Refunding Bonds AAA AAA 4,403,500
2017 Green Refunding Bonds Series A AAA AAA 25,025,000
2017 Green Parity Bonds Series A AAA AAA 8,490,000
2018 General Obligation Bonds (MAA)AAA AAA 45,770,000
Private Notes n/a n/a 1,500,000
Total $152,769,101
TOTAL DEBT SERVICE PAID FOR FISCAL YEAR ENDING JUNE 30, 2021
DEBT
SERVICE:
$16,640,925
■ 1.6% 2011 Bonds
■ 2.8% 2012 Refunding
■ 11.5% 2015 MAA (Series A)
■ 15.6% 2015 Refunding
■ 33.0% 2016 Green
■ 6.1% 2017 Refunding
■ 8.7% 2017 Parity
■ 20.2% 2018 MAA
■ 0.5% Private Notes
12 Popular Annual Financial Report FY21
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Award
Rancho San Antonio Open Space Preserve by Douglas Croft
13Popular Annual Financial Report FY21
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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 that are currently closed; construct public access improvements such
as new trails and staging areas; and restore and enhance open space land, which
includes forests, streams, watersheds and coastal ranch areas.
In August 2015, Midpen issued its first tranche of $45 million in general obligation bonds to reimburse itself for
project expenses planned for approximately the next two or three years, as well as the legally permitted look-back
period of 60 days prior to board’s certification of election results.
In February 2018, Midpen issued its second tranche of $50 million in general obligation bonds to reimburse itself
for project expenses planned for approximately the next two or three years.
EXPENDITURE PLAN
The MAA expenditure plan is the culmination of an 18-month community vision planning effort that began in 2012
and yielded a list of 54 priority actions designed to help Midpen focus, inspire and coordinate open space conservation
and management on the San Francisco Peninsula, San Mateo Coast and South Bay regions for the next 40 years.
The top 25 priority actions (MAA Portfolios 1-25) are funded by MAA and included in the expenditure plan. The
full MAA bond accountability report, available on our website, is arranged in parallel with the expenditure plan to
facilitate review by the Bond Oversight Committee and the general public.
ANNUAL BUDGET
Each year Midpen embarks upon a priority-setting and budgeting process with the board, allowing for at least a
six-month planning process. The final budget and action plan is approved prior to the start of the fiscal year, which
begins July 1. Within the budget document, there is an MAA project budget overview, which provides a prospective
view into next year’s planned spending.
Long Ridge Open Space Preserve by Steven Glaze
14 Popular Annual Financial Report FY21
The following chart shows the expenditure plan allocations broken down by portfolio, with the total expenditures
for each portfolio through June 30, 2021. The purpose of this chart is to show the portfolio allocations that were
approved in the expenditure plan and the relative expenditures in each portfolio, life-to-date. The MAA program
and its portfolios are broad and complex and subject to a separate audit. For more detailed information regarding
the portfolio allocations and expenditures, please visit openspace.org/MAAreport.
PORTFOLIO LEVEL EXPENDITURES TO ALLOCATIONS (In Millions)
MAA01
MAA02
MAA03
MAA04
MAA05
MAA06
MAA07
MAA08
MAA09
MAA10
MAA11
MAA12
MAA13
MAA14
MAA15
MAA16
MAA17
MAA18
MAA19
MAA20
MAA21
MAA22
MAA23
MAA24
MAA25
$0.00 $2.50 $5.00 $7.50 $10.00 $12.50 $15.00 $17.50 $20.00 $22.50 $25.00 $27.50 $30.00
Total Life to Date Through 6/30/21 Expenditure Plan Allocation Remaining
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MAA15 Portfolio Allocation is $50.73M
Russian Ridge Open Space Preserve by Kevin Stietzel
15Popular Annual Financial Report FY21
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Accomplishments
Over the course of the past fiscal year, Midpen has accomplished major milestones and made substantial progress
on the 116 key action plan projects adopted by the board of directors, which include the 25 Measure AA portfolios.
The accomplishments for FY20 are outlined across the following five categories:
——————————————————————————––––––––––––——————————————————————————————
❖ Land Acquisition and Preservation——————————————————————————––––––––––––——————————————————————————————
❖ Natural Resources Protection and Restoration——————————————————————————––––––––––––——————————————————————————————
❖ Public Access, Education and Outreach——————————————————————————––––––––––––——————————————————————————————
❖ General/Districtwide Support of Mission——————————————————————————––––––––––––——————————————————————————————
❖ Awards, Grants and Recognition——————————————————————————––––––––––––——————————————————————————————
Highlights of the major accomplishments are provided below.
LAND ACQUISITION AND PRESERVATION——————————————————————————––––––––––––——————————————————————————————
❖ Purchased, exchanged, or received gifts of 686 acres of land valued at $7.87 million dollars:————————————————————————––––––––––––——————————————————————————————
◆ Acquired a 54% undivided interest of the 600-acre South Cowell property as an addition to Purisima
Creek Redwoods Preserve with exclusive possession of the 371-acre upland area from Peninsula Open
Space Trust (POST). ————————————————————————––––––––––––——————————————————————————————
◆ Partnered with POST to purchase a 182-acre property from San Jose Water Company as an addition to
El Sereno Preserve. ————————————————————————––––––––––––——————————————————————————————
◆ Purchased the 130-acre Billingsley property as an addition to the Loma Prieta area of the Sierra Azul
Preserve.————————————————————————––––––––––––——————————————————————————————
◆ Purchased the 2.46-acre Riser-Nelson property adjacent to the South Cowell property as an addition to
Purisima Creek Redwoods.——————————————————————————––––––––––––——————————————————————————————
NATURAL RESOURCES PROTECTION AND RESTORATION——————————————————————————––––––––––––——————————————————————————————
❖ Completed habitat restoration projects and actions that protect sensitive animal species and wildlife
corridors in La Honda Creek and Russian Ridge preserves.——————————————————————————––––––––––––——————————————————————————————
❖ Continued the Highway 17 Wildlife and Regional Trail Crossings project that will provide a safe wildlife
corridor and a separate regional trail crossing the highway.——————————————————————————––––––––––––——————————————————————————————
❖ Completed projects and actions that protect sensitive plant species and restore habitats:————————————————————————––––––––––––——————————————————————————————
◆ Began 4th year of targeted invasive species removal at Bear Creek Redwoods Preserve with partial
funding from a 5-year Valley Water grant following Midpen’s Integrated Pest Management Program to
restore native habitats.————————————————————————––––––––––––——————————————————————————————
◆ Completed a forest inventory and road assessments and drafted the La Honda Forest Health Assessment
to inform the development of a forest health plan for lands in La Honda Creek Preserve.——————————————————————————––––––––––––——————————————————————————————
❖ Completed land rehabilitation projects and actions to rehabilitate lands, including removal of over 300 tons
of hazardous waste at an old landfill site in Miramontes Ridge Preserve.——————————————————————————––––––––––––——————————————————————————————
❖ Completed fencing and infrastructure projects that support Midpen’s conservation grazing program and
grassland management. ——————————————————————————––––––––––––——————————————————————————————
16 Popular Annual Financial Report FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH——————————————————————————––––––––––––——————————————————————————————
❖ Completed construction of a 0.6-mile segment of the San Francisco Bay Trail with a new boardwalk and
bridge across sensitive bay wetlands that closes a critical regional trail gap at Ravenswood Preserve. ——————————————————————————––––––––––––——————————————————————————————
❖ Continued progress on public access projects at Bear Creek Redwoods Preserve, including completion of
traffic studies to finalize a future pedestrian crossing, submitting permits for Phase II Trail Improvements,
completed construction of the Briggs Creek Trail and Stables Loop Trail. ——————————————————————————––––––––––––——————————————————————————————
❖ Made significant progress on removing ADA accessibility barriers to improve access for people with
different physical abilities, including ADA restroom replacements and other entrance and access
improvements at multiple preserves.——————————————————————————––––––––––––——————————————————————————————
❖ Completed the rehabilitation of the Deer Hollow Farm White Barn at Rancho San Antonio Preserve to
preserve an important historic and interpretive asset.——————————————————————————––––––––––––——————————————————————————————
❖ Improved trail tread and drainage features on 15 miles of fire road and 6 miles of single-track trail.
Replaced and upgraded 16 culverts. ——————————————————————————––––––––––––——————————————————————————————
❖ Completed multiple Districtwide actions in support of public outreach goals, including increased circulation
of the quarterly newsletter by 150% and further increased social media presence with a total reach of over
2.5 million followers.——————————————————————————––––––––––––——————————————————————————————
❖ Pivoted the Interpretive and Education, Volunteer, and Community Outreach Programs to develop and post
online educational and engaging content through creation of interpretation videos and a quarterly virtual
nature engagement series for social media——————————————————————————––––––––––––——————————————————————————————
❖ Returned volunteer programing with new safety protocols beginning in the fall of 2020 as allowed under
public health regulations.——————————————————————————––––––––––––——————————————————————————————
❖ Hosted the annual Volunteer Recognition Event online to honor and thank our volunteers and docents for
their hard work in support of Midpen’s mission.——————————————————————————––––––––––––——————————————————————————————
❖ Issued 2,574 permits for a variety of activities, including research work, public use of the backpack
campground, and after-hours astronomy viewing as allowed under the changing public health orders.——————————————————————————––––––––––––——————————————————————————————
17Popular Annual Financial Report FY21
Beer Creek Redwoods Open Space Preserve by Alisha Laborico
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GENERAL/DISTRICTWIDE SUPPORT OF MISSION——————————————————————————––––––––––––——————————————————————————————
❖ Launched two Diversity, Equity, and Inclusion Staff Committees, one focusing on community outreach/
partnerships and the other on recruitment/hiring/staff development to identify recommendations that promote
Midpen’s Diversity, Equity, and Inclusion goals and policy.——————————————————————————––––––––––––——————————————————————————————
❖ Continued work to prevent, prepare for, and respond to wildland fires in response to the increasing fire threat
in California including programs for fuel reduction and removal of fire-prone plant species.——————————————————————————––––––––––––——————————————————————————————
❖ Selected Laserfiche as Midpen’s new electronic document management system and developed the protocols
and process for converting paper files into digital files. ——————————————————————————––––––––––––——————————————————————————————
❖ Continued systems implementation of critical Financial and Operational Sustainability Model Study
recommendations to enhance Midpen’s delivery of Measure AA and Vision Plan projects:————————————————————————––––––––––––——————————————————————————————
◆ Continued development of the Work Order and Asset Management System. The Natural Resources
department is now integrated into the system, providing staff a streamlined approach for tracking
California Department of Fish and Wildlife notifications and department requests for project support.————————————————————————––––––––––––——————————————————————————————
◆ Gathered business requirements, scoped project, procured Tyler Munis Enterprise Resource Planning
(ERP) system, and began implementation/configuration. Munis will result in a more robust functionality
and business efficiencies. ————————————————————————––––––––––––——————————————————————————————
◆ Made significant progress to bring new Midpen office facilities online for improved administrative
functions and delivery of projects and services. Finalized new design and permitting for the new
Administrative Office, completed South Area Field Office construction improvements, and completed
fiber-optic connections to Skyline Field Office, Foothills Field Office, and the new South Area Office.——————————————————————————––––––––––––——————————————————————————————
❖ Selected, procured, and configured Omnigo Citations Management System to provide a mobile-friendly
software that functions in disconnected remote environments to issue citations, track incidents, and provide
the ability to query and run analytical reports. ——————————————————————————––––––––––––——————————————————————————————
❖ Continued to enhance and expand GIS capabilities and datasets, as well as provide departments with more
direct access to District data.——————————————————————————––––––––––––——————————————————————————————
❖ In response to COVID-19:————————————————————————––––––––––––——————————————————————————————
◆ 100% of staff were offered a COVID-19 vaccine—resulting in more than 96% of staff being vaccinated
Midpen-wide. Continued to vigilantly respond to changes in State, OSHA, and County protocols to
protect Midpen from an outbreak.————————————————————————––––––––––––——————————————————————————————
◆ Provided technology tools to staff for greater productivity at home, including increasing bandwidth at the
administrative office to improve VPN speeds.——————————————————————————––––––––––––——————————————————————————————
18 Popular Annual Financial Report FY21
Rancho San Antonio Open Space Preserve by Mike Asao
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AWARDS, GRANTS AND RECOGNITION——————————————————————————––––––––––––——————————————————————————————
❖ Completed eight successful grant applications totaling $9,758,539:————————————————————————––––––––––––——————————————————————————————
◆ $5,000,000 from the Wildlife Conservation Board for the Highway 17 Crossings Project to assist with
the planning, environmental review, and design phases. ————————————————————————––––––––––––——————————————————————————————
◆ $1,577,000 indirect award from CAL FIRE to the Santa Clara County FireSafe Council for the Los Gatos
Creek Watershed Forest Health Project in Bear Creek Redwoods, Saratoga Gap, Sierra Azul, and Long
Ridge Preserves.————————————————————————––––––––––––——————————————————————————————
◆ $1,214,590 from the California Department of Parks and Recreation for the Alma Cultural Landscape
Rehabilitation Project at Bear Creek Redwoods Preserve.————————————————————————––––––––––––——————————————————————————————
◆ $1,075,000 from the Wildlife Conservation Board for the El Sereno Keyhole Acquisition Project at El
Sereno Preserve.————————————————————————––––––––––––——————————————————————————————
◆ $400,000 from the State Coastal Conservancy to support work under the Wildland Fire Resiliency
Program at multiple preserves.————————————————————————––––––––––––——————————————————————————————
◆ $232,358 indirect award in Proposition 68 funds from the California Conservation Corps for the Coal
Creek Fuel Break Project at Coal Creek Preserve.————————————————————————––––––––––––——————————————————————————————
◆ $145,591 from the Department of Resources Recycling and Recovery for the Remediation Plan and
Ranch Dump Cleanup Project at Madonna Creek Ranch in Miramontes Ridge Preserve and the Purisima
Upland Site Clean Up and Soil Remediation Project at Purisima Creek Redwood Preserve.————————————————————————––––––––––––——————————————————————————————
◆ $114,000 from the San Francisco Public Utilities Commission for the Highway 35 Multi-use Trail Crossing
and Parking/Multimodal Access Study. ——————————————————————————––––––––––––——————————————————————————————
❖ At the request of Assemblymember Marc Berman, an $8M allocation was successfully approved in the FY22 state
budget for Midpen’s potential purchase of the Cloverdale Ranch property. ——————————————————————————––––––––––––——————————————————————————————
❖ Received the Distinguished Budget Presentation Award from the Government Finance Officers Association for the
fifth year in a row.——————————————————————————––––––––––––——————————————————————————————
❖ Received the Operating Budget-Excellence Award from the California Society of Municipal Finance Officers for
the third time in a row. ——————————————————————————––––––––––––——————————————————————————————
❖ Received the Outstanding Financial Reporting Award from the Government Finance Officers Association (GFOA)
for the Consolidated Annual Financial Report (third year) and Popular Annual Financial Report (second year).——————————————————————————––––––––––––——————————————————————————————
❖ Awarded the 2020 Municipal Information Systems Association of California (MISAC) prestigious Technology
Innovation Award for the COVID-19 Health Check Application. This is a statewide competition (second year). ——————————————————————————––––––––––––——————————————————————————————
19Popular Annual Financial Report FY21
Ravenswood Open Space Preserve by Mike Kahn
Russian Ridge Open Space Preserve by John Harvey
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, California 94022-1404
650-691-1200
info@openspace.org
openspace.org
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