HomeMy Public PortalAbout20191009 - Agenda Packet - Board of Directors (BOD) - 19-26
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Wednesday, October 9, 2019
Special Meeting starts at 5:00 PM*
Regular Meeting starts at 7:00 PM*
REVISED A G E N D A
5:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ROLL CALL
1. Fundraising Options for the Bear Creek Stables Project (R-19-131)
Staff Contact: Melanie Askay, Grants Program Manager and Gretchen Laustsen, Planner III
General Manager’s Recommendation:
1. Based on an evaluation of private fundraising options, including the lack of an existing donor
base, need for training and significant up front costs and effort, lack of on-staff development
expertise, high level of uncertainty regarding success, and potential negative implications to the
agency if donor expectations are unmet, the General Manager recommends refraining from
pursuing a public-private fundraising endeavor for the Bear Creek Stables Project. However, an
opportunity remains for a private group, like the Friends of Bear Creek Stables, to fundraise for
operational, programming, and small-scale improvements in partnership with the operator.
2. If item (1) is approved, direct the General Manager to exclusively focus on implementing the
Board-approved Deferred Maintenance Repairs Option and scope of work, no longer attempting
to preserve the large-scale public access improvements as part of the redesign and subsequent
construction work, with the understanding that the Board of Directors retains the ability to
implement the large-scale public access improvements at a future date.
ADJOURNMENT
7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS
The Board President will invite public comment on items not on the agenda. Each speaker will
ordinarily be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow
action by the Board of Directors on items not on the agenda. If you wish to address the Board, please
Meeting 19-26
Rev. 1/3/19
complete a speaker card and give it to the District Clerk. Individuals are limited to one appearance
during this section.
ADOPTION OF AGENDA
CONSENT CALENDAR
All items on the Consent Calendar may be approved without discussion by one motion. Board members,
the General Manager, and members of the public may request that an item be removed from the Consent
Calendar during consideration of the Consent Calendar.
1. Approve September 25, 2019 Minutes
2. Claims Report
3. Approval of Settlement Terms and Authorization to Execute a Corrected Easement in
Exchange for Dismissal of Scranton v. Prokofyeva and Midpeninsula Regional Open Space
District, Santa Clara County Superior Court Case No. 19CV345161, a Quiet Title Action
related to Access on a Private Access Road, in Sierra Azul Open Space Preserve (Santa Clara
County Assessor’s Parcel Number 532-25-051) (R-19-132)
Staff Contact: Allen Ishibashi, Senior Real Property Agent and Hilary Stevenson, General Counsel
General Manager’s Recommendation:
1. Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act (CEQA), as set out in the staff report.
2. Approve the settlement terms outlined in the report, and adopt a Resolution authorizing the
execution of a corrected and amended easement to acknowledge an existing easement on a
private access road that crosses Sierra Azul Open Space Preserve.
BOARD BUSINESS
The President will invite public comment on agenda items at the time each item is considered by the
Board of Directors. Each speaker will ordinarily be limited to three minutes. Alternately, you may
comment to the Board by a written communication, which the Board appreciates.
4. Administrative Office Project – Design Development Approval (R-19-130)
Staff Contact: Susanna Chan, Assistant General Manager
General Manager’s Recommendation: Approve the design development plans to reconfigure and
repurpose the recently purchased office building located at 5050 El Camino Real, Los Altos,
California, allowing the project to proceed into construction documents and permitting.
INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or
announcements concerning activities of District Directors and staff; opportunity to refer public or Board
questions to staff for information; request staff to report to the Board on a matter at a future meeting; or
direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to
staff only. No final policy action will be taken by the Board.
Committee Reports
Staff Reports
Director Reports
ADJOURNMENT
Rev. 1/3/19
SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION
ROLL CALL
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section
54956.8)
Property: Santa Clara County APN: 170-04-051
Agency Negotiator: Allen Ishibashi, Senior Real Property Agent
Negotiating Party: Kirk Trammell, Marcus & Millichap and Joel Yungen, Colliers International
Under Negotiation: Price and terms of payment
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting,
please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the
District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing revised agenda for the special and regular meetings of the MROSD Board of Directors was posted
and available for review on October 47, 2019, at the Administrative Offices of MROSD, 330 Distel Circle, Los
Altos California, 94022. The agenda and any additional written materials are also available on the District’s web
site at http://www.openspace.org.
Jennifer Woodworth, MMC
District Clerk
Rev. 1/3/18
R-19-131
Meeting 19-26
October 9, 2019
SPECIAL MEETING AGENDA ITEM 1
AGENDA ITEM
Assessment of Private Fundraising Scenarios for the Bear Creek Stables Project
GENERAL MANAGER’S RECOMMENDATIONS
1.Given that the assessment identified a lack of existing donor base, significant upfront costs
and time, lack of on-staff development expertise, high level of uncertainty for success, and
potential negative implications to the agency if donor expectations are unmet, the General
Manager recommends refraining from pursuing a private fundraising endeavor for the Bear
Creek Stables Project. However, an opportunity remains for an outside group, like the
Friends of Bear Creek Stables, to fundraise for operational, programming, and small-scale
improvements in partnership with the operator.
2. If item (1) is approved, direct the General Manager to exclusively focus on implementing the
Board-approved Deferred Maintenance Repairs Option, no longer attempting to preserve the
large-scale public access improvements as part of the redesign and subsequent construction
work, with the understanding that the Board of Directors retains the ability to implement the
enhanced public access improvements at a future date.
SUMMARY
At the April 25, 2019 Board meeting to discuss next steps for Bear Creek Stables (Stables), the
Board of Directors (Board) requested follow-up information regarding the potential for working
with the Friends of Bear Creek Stables (FBCS) to close existing funding gaps through private
fundraising. As a result, staff identified four fundraising scenarios to explore:
1. Do not pursue private fundraising effort;
2.Fundraise for “Save the Stables” (i.e. deferred maintenance) with a target of $1,000,000;
3. Fundraise for ancillary improvements identified as a priority by FBCS. These improvements
would be beyond the deferred maintenance repairs and remain within the existing land use
constraints of the site. Fundraising target: $95,000 - $830,000; and
4.Fundraise for enhanced public access improvements with a target of $6,000,000+.
Staff engaged Partners in Progress, to evaluate each scenario against the following metrics:
probability of success; FBCS member time; District staff time; campaign duration; and
additional consulting and financial resources required.
R-19-131 Page 2
Success for any fundraising scenario is contingent on meeting the following key assumptions:
•The FBCS are willing and committed to leading a fundraising campaign;
•Required financial resources are committed by the District to facilitate a campaign;
•District staff time is committed to facilitate a campaign;
•The District and FBCS enter into an MOU to clearly delineate their working relationship; and
•A project scope under the recommended fundraising scenario is defined and agreed upon by
both the District and FBCS.
Given the lack of an existing donor base, significant staff and financial investment, lack of on-
staff development expertise, uncertainty on return of investment, uncertainty of reducing the
immediate funding needs, and potential risks to the agency if donor expectation are unmet, the
General Manager does not recommend actively pursuing a private fundraising endeavor for this
project. However, an opportunity remains for an outside group, like the Friends of Bear Creek
Stables, to fundraise for operational, programming, and small-scale improvements in partnership
with a future long-term operator. This type of effort would not require active engagement and a
long-term commitment of financial and staffing resources from the District, and would allow an
engaged group to actively support the stables and bring beneficial funds to keep the stables in
operation as a benefit for the community.
BACKGROUND
Bear Creek Stables
On January 25, 2017, the Board approved the Stables Site Plan, which included a preliminary
cost estimate for Phase I improvements of $4.5M (R-17-15). Subsequent topographic,
geotechnical, and geological studies identified the need for costly sitework to complete the
improvements, raising the cost estimate by an additional $3.3M to $4.2M. As a result, the
unsecured funding gap for the project increased from $1.65M to approximately $5M. Details
regarding the field studies and increased cost estimate were provided to the Board via FYI
memoranda in March 2018 and March 2019.
In light of the new cost information, District staff presented five options for the Stables site for
Board review and discussion on April 25, 2019: (1) Pursue the Preserve Plan Site Design, (2)
Pursue Deferred Maintenance Repairs, (3) Close Stables and Restore Site, (4) Sell or Lease the
Stables Property, and (5) Relocate the Stables (R-19-53). The Board directed staff to move
forward with option 2 in the near-term and option 1 as a long-term solution.
Fundraising
District staff have previously explored the possibility of developing fundraising capacity within
the District. In 2011, the District worked with Stewart Woods & Associates to complete a study
to examine the potential for fundraising at Mount Umunhum. Below are key findings from 2011:
•If the District were to undertake a fundraising campaign, significant time would need to be
spent building a pipeline of prospective donors given that no significant donors currently exist;
•The District should not attempt to install a development [fundraising] program within the
District or as a related foundation unless it is done in concert with its partners; and
•Building a Culture of Philanthropy at the District is integral to success; this means
embedding private fundraising as a priority among staff and shifting practices to become
R-19-131 Page 3
more donor-centric. This is very different from being grant-focused to secure federal, state,
and local grant dollars.
Overall, the report found that the District was not ready or equipped to undertake private
fundraising due to the lack of “requisite culture, expertise, staff time, donors, prospect
engagement, development database, policies or procedures.”
In addition, while developing the 2018 Grants Program Strategic Plan, District staff revisited the
possibility of private fundraising as part of a strategy for external funding. The conclusion was
that developing private fundraising efforts should not be considered in the short-term (next three
to five years) and that the focus should be on building the Grants Program instead, which targets
larger state and local sources of funding.
DISCUSSION
At the April 25, 2019 Board meeting to discuss next steps for Bear Creek Stables, the Board of
Directors requested follow-up information regarding the potential for working with the FBCS to
close existing funding gaps through private fundraising. As a result, the General Manager
worked with District staff to identify four fundraising scenarios for exploration. Building on the
first fundraising report completed by Stewart Woods & Associates, which was focused only on
the potential for fundraising for enhanced public access, District staff worked with Partners in
Progress to assess and compare additional fundraising scenarios.
The report by Partners in Progress (Attachment 1) provides an assessment as to whether each
fundraising scenario is feasible or advisable and outlines the necessary FBCS time and District
staff time, campaign duration, and additional financial resources required for success. The report
also highlights conditions that need to be met for a campaign to be successful.
For each fundraising scenario, the following assumptions apply:
1. The FBCS understands what is involved with each scenario and the group is willing to
undertake the effort;
2. A Memorandum of Understanding (MOU) with FBCS and the District can be executed
within six (6) months; if the process takes longer, the timelines will be affected;
3. Scoping for a particular scenario can occur in parallel with creation of a MOU to save
time, but this is predicated on District staff being identified and available to manage both
components;
4. The District is committed to investing financial resources to make the effort successful;
5. Additional support (consultants, campaign directors, administrative support) are available
and can be secured quickly to begin efforts once a decision has been made, otherwise the
timelines will be affected;
6. The costs associated with each option are estimates based on the latest information and
projections available. True costs cannot be calculated until the time that work begins as
there are too many factors that can fluctuate within the marketplace; and
7. The econom y remains stable and an economic downturn does not occur before or during
the project as that can greatly affect fundraising outcomes.
R-19-131 Page 4
Integral to these assumptions is the understanding that any scenario that includes fundraising will
require significant District staff time and financial investment. Even if fundraising is run through
a partner group, the District’s reputation will be tied to the fundraising effort and therefore the
District will assume the risk associated with a campaign because donors will believe that the
District is responsible and accountable for the investments. Likewise, a fundraising campaign
will not be successful without appropriate investment in building capacity using consulting
support, which will involve financial investment by the District. In addition to these assumptions,
with any fundraising scenario is the recognition that fundraising is a long-term commitment that
requires ongoing donor stewardship to maintain capacity. Due to the significant financial
investment for start-up costs, staff time investment, and probability of success for an individual
campaign, fundraising for a one-time effort is not typically worth the staff time or risk involved.
The four fundraising scenarios explored by Partners in Progress include:
1. Do not pursue a private fundraising effort;
2. Fundraise for “Save the Stables” (i.e. deferred maintenance), fundraising target: $1,000,000;
3. Fundraise for ancillary improvements identified as a priority by FBCS. These
improvements would be beyond the deferred maintenance repairs and remain within the
existing land use constraints of the site; examples may include arena lighting or barn
rehabilitation. Fundraising target: $95,000 - $830,000; and
4. Fundraise for enhanced public access improvements, fundraising target: +$6,000,000.
Each scenario was evaluated as low, medium, or high against the following metrics: probability
of success; FBCS member time; District staff time; campaign duration; and additional resources
required (e.g., financial/consulting). See Table 1: Fundraising Options Summary.
Scenario #1: Do not pursue private fundraising effort
Potential benefits: Because this option relies on the reallocation of existing funding resources
rather than active private fundraising, the District will not incur a financial risk nor need to
allocate staff time for an initiative that does not have a guaranteed return on investment. In
addition, project implementation for deferred maintenance can proceed without delay and
without incurring additional costs due to delays and inflation.
Costs: This option requires that the District set aside additional General Funds or increase the
allocation of Measure AA funds to cover the full project costs as needed (estimated to be an
additional $1M allocation). Not building private fundraising capacity may be considered a lost
opportunity to develop fundraising/development skill and experience among FBCS volunteers
and District staff if the District has an interest and a need for ongoing and expanded private
fundraising capacity. However, this capacity can also be developed at a later time for a different
project that may elicit broader public interest. Because the FBCS has demonstrated a high
interest in the future operations of the stables, this option will likely require additional
engagement with its members to ensure they remain an integral voice in future repairs and
actively engaged in future stables activities.
Fundraising success: N/A
FBCS time: Low (estimated 5 – 15 hours total).
District staff time: Low (estimated 5 – 15 hours total to additionally engage FBCS)
R-19-131 Page 5
Campaign duration: N/A
Additional resources: Only minimal staff time and attention required for communications and
fostering an ongoing positive relationship with FBCS.
Scenario #2: Fundraise for “Save the Stables” (deferred maintenance) - goal: $1,000,000
Potential benefits: The District currently has a defined budget gap for completing the deferred
maintenance repairs. Fundraising to close this gap would facilitate the completion of this phase
of work without the need to reallocate District funding. In addition, fundraising would build
capacity and the skills that the District and FBCS could later tap into for future funding needs.
Costs: The likely timeline for raising funds is approximately 3 to 4 years; unfortunately, this
timing does not align with the repair schedule, which is currently estimated to begin in Summer
2021. Furthermore, advancing District funding to pay for repairs and then fundraising to backfill
the gap is not a viable fundraising model as debt funding is only very rarely successful in
specific circumstances. Consequently, in order to move forward with critical repairs within the
current timeline, fundraising is unlikely to be successful.
In addition, significant District staff time, FBCS member time, and financial investment is
required to ensure success. Because neither the District nor the FBCS have any fundraising
experience or capacity, this knowledge and skill set needs to be gained and built through
consulting support. As a result, this option would require a significant financial investment
without yielding a guaranteed return.
Fundraising success: Medium
FBCS time: High (estimated at 10-20 hours per week for each FBCS member, totaling
50-100 hours per week assuming five FBCS members)
District staff time: Medium (estimated at 4 hours per week with a campaign director, and 6
hours per week with a fundraising consultant). Designated staff would
participate in the development and finalization of all campaign materials,
oversight of prospect identification, stewardship plans, financial
negotiations and gift terms with donors, and construction management.
Campaign duration: 3-4 years with a campaign director, 3-5 years with a campaign consultant.
Additional resources: High ($150,000 - $250,000 for consulting support).
Scenario #3: Fundraise for ancillary, nonessential improvements - goal: $95,000-830,000
This scenario is the most difficult to gauge without having a clear idea of what the fundraising
goal and scope would be, given the wide fundraising range for this scenario. Therefore, this
scenario is predicated on the ability to define a project scope and outline a commensurate
fundraising goal before proceeding with fundraising.
Potential benefit: The District would not need to wait for funds to be raised in order to proceed
with the deferred maintenance repairs. This scenario allows the FBCS to prioritize small-scale
improvements that are important to their members, thereby allowing them to derive maximum
benefit from their fundraising efforts while building their fundraising skill and capacity.
R-19-131 Page 6
Costs: Because ancillary improvements are currently not planned, the District would be incurring
the cost of District staff time and fundraising consulting support even though these
improvements were not budgeted. Moreover, none of the funds raised would apply to the cost of
deferred maintenance. If the District were to proceed with this scenario, significant District staff
time, FBCS member time, and financial investment is required to ensure success. Because
neither the District nor the FBCS have any fundraising capacity, this knowledge and skill set
needs to be gained and built through consulting support. As a result, this scenario would require
a significant financial investment without yielding a guaranteed return.
Additional considerations include the need for FBCS to work closely with the District to scope a
project that is realistic given the current site and permitting constraints. This coordination with
FBCS may take additional staff time.
Fundraising success: Medium to High
FBCS time: High (estimated at 10-20 hours per week for each FBCS member, totaling
50-100 hours per week assuming five FBCS members)
District staff time: Medium to High (estimated at 4 hours per week with a campaign director
or 6 hours per week with a fundraising consultant). Designated staff would
participate in the development and finalization of all campaign materials,
oversight of prospect identification, stewardship plans, financial
negotiations and gift terms with donors, and design, permitting and
construction management.
Campaign duration: 4-6 years with a campaign director, 3-5 years with a campaign consultant.
Additional resources: High ($150,000 - $250,000 for consulting support).
Scenario #4: Fundraise for enhanced public access improvements - goal: +$6,000,000
Partners in Progress acknowledges that a campaign of +$6,000,000 is a serious endeavor that
neither the District nor FBCS is prepared or equipped to execute. A successful campaign of this
magnitude requires history of and experience with fundraising, a solid base of annual financial
support, leader donors capable and willing to invest in the future of the organization, and a
project scope with a clearly defined impact. Therefore, this option may be more realistic if a
smaller fundraising goal is first chosen (e.g., Scenarios #2 or #3) to build capacity before
entering into a larger campaign.
Potential benefit: This option is high risk yet high reward if successful.
Costs: Because neither the District nor FBCS have a prepared donor base, the chances of success
for this option is low. If this scenario is selected, the District would need to provide even more
financial and staff support. Additionally, FBCS will have to grow in size (at least double) with
the addition of a campaign cabinet. Cultivating and recruiting a campaign committee will
likewise take time, and these members will need to be trained alongside FBCS members.
Overall, fundraising would need to be recognized as a high priority by both FBCS and the
District and require significant ongoing commitment by both entities.
If fundraising for this option is not selected, no other potential sources of funding are
immediately available. Therefore, the Board of Directors is asked to reconsider prior direction to
continue preserving the option for the enhanced public access improvements as part of the
R-19-131 Page 7
deferred maintenance project (i.e. during project redesign and construction). Note that the Board
of Directors would nonetheless retain the ability to implement the enhanced public access
improvements at a future date when funding is made available.
Fundraising success: Low
FBCS time: High (estimated at 10-20 hours per week for each FBCS member, totaling
50-100 hours per week assuming five FBCS members)
FBCS would need to recruit additional volunteers and create a campaign
steering committee to successfully reach out to, cultivate, solicit and
steward donors over the course of the campaign. The campaign steering
committee should be made up of lead donors who have committed to
making significant gifts. It takes years to develop these relationships.
Staff time: High (Full time campaign director, development staff, administrative
support, and other staff across departments as necessary)
Executing a significant campaign requires a dedicated staff. District staff
will need to interact regularly and consistently with the campaign staff on
the development and finalization of all campaign materials, oversight of
prospect identification, stewardship plans, financial negotiations and gift
terms with donors, and construction management. Once the campaign is
over, there will still be relationships and expectations to manage.
Campaign duration 5 to 7 years
This estimated timeframe depends on the resources, networks and
availability of the volunteers. They would need to be trained, have the
opportunity to practice, develop cultivation events and opportunities,
solicit, and steward campaign donors, which lasts beyond the timeline of
the campaign itself.
Additional resources: High ($250,000 – 450,000)
Necessary resources include a campaign director or consultant, a
feasibility study, campaign case statement, campaign collateral, staff and
volunteer training, establishing prospect and donor tracking systems, and
additional administrative assistance for data entry and other tasks.
Table 1: Summary of Fundraising Options
Option 1:
No private
fundraising
Option 2: Save the
Stables (deferred
maintenance); $1M
Option 3: Ancillary
Improvements;
$95,000 - $830,000
Option 4: Large-scale
Public Access; +$6M
Likelihood of
success
N/A Medium Medium to High Very Low to Low
Financial
investment for
consulting
support*
None High
$150,000 - $250,000
Medium to High
$50,000 - $250,000
High
$250,000 - $450,000
R-19-131 Page 8
Option 1:
No private
fundraising
Option 2: Save the
Stables (deferred
maintenance); $1M
Option 3: Ancillary
Improvements;
$95,000 - $830,000
Option 4: Large-scale
Public Access; +$6M
District staff time
and estimated
cost
Low
5-15 hours
Medium
4 hrs/week with
campaign director or
6 hrs/week with
fundraising
consultant
Cost estimate:
$46,000 - $90,000
Medium to High
8 hrs/week with
campaign director or 10
hrs/week with
fundraising consultant
Cost estimate:
$53,000 – $227,000
Very High
Full-time campaign
director, development
staff, admin support,
and other dept support
Cost estimate:
$707,000 - $990,000
FBCS time Low
5-15 hours
High
50 – 100 hours per
week, assuming five
FBCS members
High
50 – 100 hours per
week, assuming five
FBCS members
High
50 – 100 hours per
week, assuming five
FBCS members, plus
campaign steering
committee
Campaign
timeline
N/A 3-4 years 2-6 years 5-7 years
Estimated total
District cost
(consulting &
staff time costs*)
Low
$270 - $800
Medium
$196,000 - $340,000
Medium
$103,000 - $477,000
High
$957,000 - $1,440,000
* Does not account for inflation.
**Staff costs were estimated using the median salary of a Management Analyst II, inclusive of
benefits over the estimated project lifetime. Real staff costs will vary based on which staff members
are involved in project management and fundraising oversight.
Fundraising Capacity
Because neither FBCS nor the District have existing fundraising capacity or expertise, this
infrastructure and knowledge would need to build over time with the support of consulting
expertise. Even if the FBCS leads this effort, the District’s financial and staff time investment to
build the needed capacity for a modest or large fundraising campaign is significant. Therefore,
building this capacity should be considered as a long-term investment for the District rather than
a one-time effort for a specific project. The District should consider whether this investment will
be part of a new funding strategy to be maintained into the future, either as a lead up to a larger
private fundraising campaign for enhanced public access at the Stables or for a different District
project. If so, building this capacity may be a worthwhile investment. However, if the District is
currently only considering fundraising for an isolated project, then the large start-up costs to
build the necessary infrastructure is unlikely to be worth the return on investment.
Beyond the ongoing financial and staff time considerations, the decision to build private
fundraising capacity at the District has broader implications within the external community.
Specifically, many District partners and nonprofits with similar missions will likely perceive the
District increasing its private fundraising capacity as direct competition for regional funding,
which may impact the ability for partners to secure private funding. If pursued, the District
would need to spend time engaging the external community about these plans and listen to
concerns from partners about potential impacts. Furthermore, it is unclear whether public
perception would be favorable or not if the District actively solicits donations for a range of
projects when funding is already being secured through taxpayer contributions.
R-19-131 Page 9
Due to the large startup costs for private fundraising, the decision to pursue a private fundraising
now for the Stables cannot be disconnected from the larger question about whether the District is
interested in building this capacity over long-term. Therefore, selecting Scenarios #2, #3, or #4
now would indicate that the District is interested in building and growing the capacity for the
long-term, even if those needs have yet to be defined.
Rather than pursue a private fundraising endeavor at this time for an isolated project, the FBCS
could proceed with conducting a smaller scale fundraising effort to support the operations,
programming, and small-scale site improvements for the Stables in direct collaboration with the
operator. In this scenario, the District would have a very limited involvement in the activities
and a much reduced risk overall. At the same time, the FBCS can remain engaged to support the
Stables and assist the operator in raising funds to manage the site and make ongoing repairs and
small improvements that are within the use limitations of the lease and land use constraints of the
site.
FISCAL IMPACT
Partners in Progress estimated the costs and target revenues for each scenario based on the latest
information and projections available. However, these estimates are based on many factors that
can fluctuate within the marketplace. More specific costs and revenues would be calculated once
the Board selects a fundraising scenario to pursue. Since fundraising costs are not currently
included in the FY2019-20 budget, the Board would have the opportunity to review the refined
costs before approving a budget adjustment, likely in spring 2020.
If Scenarios #1, 3, or 4 are selected, the District would solely fund the deferred maintenance
costs. If the Board selects Scenario 2: Fundraise for deferred maintenance repairs, the District
would be reimbursed up to the amount raised to help fill the funding gap.
Fiscal Impact to the District by Scenario
Option 1: Do
not pursue
fundraising
Option 2: Fundraise
for deferred
maintenance
Option 3:
Fundraise for
ancillary
improvements
Option 4:
Fundraise for
enhanced public
access
District financial
investment*; (Fund 10,
General Fund
Operating)
Low
$270 - $800
Medium
$196,000 - $340,000
Medium
$103,000 -
$477,000
High
$957,000 -
$1,440,000
Fundraising campaign
goal (no guarantee goal
will be reached)
None $1,000,000 $95,000 -
$830,000
$6,000,000+
District contribution for
deferred maintenance
(Fund 40, General
Fund Capital)
$1,000,000 Up to $1,000,000,
depending on
fundraising success
$1,000,000 $1,000,000
*Include staff time cost estimates but does not include cost escalations
BOARD COMMITTEE REVIEW
This report has not previously been reviewed by a committee.
R-19-131 Page 10
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. In addition, Bear Creek Stables
interested parties were notified of the public meeting.
CEQA COMPLIANCE
The Bear Creek Redwoods Preserve Plan Environmental Impact Report (EIR) analyzed the
Stables Site Plan. The Board of Directors certified the Final EIR on January 25, 2017. Two
additional project alternatives, the no project alternative and the no special events alternative,
were analyzed in the EIR.
NEXT STEPS
If the Board approves the General Manager’s recommendations, District staff will work with
FBCS to continue to engage the group as implementation for deferred maintenance moves
forward. In addition, the deferred maintenance design would no longer try to accommodate the
potential future implementation of the enhanced public access improvements, which the District
can still pursue at a future date. Furthermore, the FBCS could proceed with fundraising
separately in collaboration with the future operator for operational and small-scale site
improvements and potentially programming support. District staff would continue to provide
background support by reviewing the scope but would not provide financial support or dedicated
staff time for oversight.
If one of the fundraising scenarios is selected (#2, #3, or #4), the General Manager will need to
identify capacity within the organization to direct staff to work with the FBCS to jointly develop
an MOU that outlines roles and responsibilities from each party, including which District
departments will be involved and their associated responsibilities. In tandem, the District and
FBCS would need to scope the parameters for specific elements to incorporate as the focus of the
campaign, and prepare cost estimates. Once the framework for the working relationship and
project scope are established, the District and FBCS would contract with a consultant to perform
a formal feasibility study, which would include developing a donor contact list, reaching out to
potential donors, developing a campaign timeline, and establishing a campaign workplan. Once
the feasibility plan is complete, FBCS and the District would create a Request for Proposals for
the campaign director or consultant and return to the Board to present the plan and approve the
consulting contract. Pending Board approval, FBCS and the District would then formally launch
the campaign.
Attachment:
1) Bear Creek Stables Project Fundraising Information and Expectations
Responsible Department Head:
Stefan Jaskulak, Chief Financial Officer
Jane Mark, AICP, Planning Department Manager
Prepared by/Contact person:
Melanie Askay, Grants Program Manager
Gretchen Laustsen, Planner III
1
Bear Creek Stables Project Fundraising Information and Expectations
September 26, 2019
By Partners In Progress
Purpose:
The document is intended to provide the Board of Directors and leadership staff of the
Midpeninsula Regional Open Space District (Midpen) objective information to help set
expectations for each of the proposed fundraising options for the Bear Creek Stables project that
are currently being explored. This document follows from feasibility study findings completed
by Stewart Woods and Associates, Board and staff analysis and discussions, and the Board
direction provided in the April 25, 2019 Board agenda.
The objective of this report is to provide an assessment as to whether fundraising for each option
is feasible or advisable, and estimate necessary Friends of Bear Creek Stables (FBCS) member
and Midpen staff time, campaign duration and financial or other human resources required for
success. This report also highlights risks associated with each option. Each of the evaluation
criteria are designated as low, medium or high with narrative that elaborates on the option.
It is important to note that the following narrative is based on fundraising best practices and the
trends/outcomes and analysis of many years of campaign experience and analysis. It does not
predict or guarantee any particular outcomes for any of the options.
Assumptions:
There are some basic assumptions and requirements associated with these options.
1.The FBCS understands what’s involved with each option and that the group is indeed
willing to undertake the effort and is able to do so once a decision has been made.
2. That an MOU with FBCS and Midpen can be executed within 6 months; if the process
takes longer, the timelines will be affected.
3. That scoping for a particular option can occur in a parallel process of creating an MOU to
save time, but this is predicated on Midpen staff being assigned and available to manage
those pieces.
4. That Midpen is committed to investing staff time and financial resources in order to make
the effort successful; a fundraising campaign will not be successful without appropriate
investment in building capacity with consulting support.
5. Even if run through a partner group, Midpen’s reputation will be tied to a fundraising
effort because the funds are targeted for a specific Midpen project and infrastructure and
because Midpen is financially supporting the effort; therefore Midpen will assume some
of the risk associated with a campaign. This makes staff oversight and involvement an
essential component for success.
6.There really isn’t any way to avoid association or to isolate a campaign to FBCS. If any
part of the campaign does not go well, it will reflect on Midpen and its reputation, and
addressing will become part of the Midpen’s ongoing work.
ATTACHMENT 1
2
7. That additional support (consultants, campaign directors, administrative support) are
available and can be secured quickly in order to begin efforts once a decision has been
made otherwise the timelines will be affected.
8. As noted in earlier documents, that the costs associated with each option are estimates
based on the latest information and projections available. True costs cannot be calculated
until the time that work begins as there are too many factors that can fluctuate within the
marketplace.
9. That the economy remains stable and that an economic downturn doesn’t occur before or
during the project as that can greatly affect fundraising outcomes.
Terms and Definitions:
MOU – a memorandum of understanding documents the working relationship and expectations
of both Midpen and FBCS as they ask and answer questions about how the selected option will
work. This will need to be created before fundraising begins. It will include the roles and
responsibilities of each organization, approval and authority over particular decisions and
ownership of donor information as examples.
Campaign – a special or discreet project or initiative that an organization is fundraising for
above and beyond its regular operations. Traditionally the term “capital campaign” is used to
describe a brick and mortar project. In recent years, it is being used to describe that, plus
programmatic projects and initiatives that are a one-time or a more discreet effort.
Readiness Assessment/Report – an assessment of an organization’s readiness to engage in a
specific fundraising effort. This assessment and report will examine all the organizations
infrastructure, attitudes and resources to evaluate the organization’s readiness to take on a larger
effort. This precedes a feasibility study or if a feasibility study finds that an organization is not
ready, the study becomes a readiness assessment.
Feasibility Study – a study that includes an organizational assessment of fundraising readiness
and the interest of and commitment of volunteers, donors and other stakeholders for a larger
campaign. During the feasibility study, the organization’s vision, campaign case statement and
other collateral (materials, schematics, budget, and volunteer organization) are shared in
confidential interviews. The information gathered will let the organization know how their
vision and campaign collateral is received and how much they can expect to raise from the
interviewees. There are many benefits and other important pieces of information that can be
gathered during a feasibility study, like confidence in staff and volunteer leaders, donors’
commitment to the organization and their capacity for philanthropic gifts in general. In general,
a feasibility study will identify any gaps in an organization’s fundraising capability. It is also an
excellent cultivation tool for existing donors.
Campaign timeline – a campaign has a beginning “quiet phase,” middle “public phase” and an
end, which can be either quiet or public. The quiet phase is when leaders are identified and
solicited as investors. Leaders are generally already involved and committed to the organization
and have already demonstrated a financial commitment. Ideally, 65–75% of the campaign total
is raised during the quiet phase, which can last a couple of years. The public phase comes next
3
and allows the organization to cultivate existing donors and test their capacity, hopefully moving
them toward becoming the next wave of major donors. The end comes when all or almost all the
money has been raised. These are smaller and sometimes newer donors to the campaign. If an
organization cannot close out a campaign, it sometimes needs to go back to the original donors to
close out the project. If fatigue has set in (for staff, volunteers or donors), a campaign will be
declared completed or loans/lines of credit secured to finish the project. A campaign can take
anywhere from three to seven years depending on the size of the campaign and the readiness of
the organization.
Case statement/campaign collateral – all the physical/digital materials used to communicate
information about the campaign and tools used to engage, cultivate, solicit and steward
prospects. This includes all public communications and messaging points.
Campaign Consultant/Development Consultant – consultants (individual or firm) that are
hired to help design a campaign, train staff and volunteers, and make recommendations. Once
the campaign is planned, the organization, not the consultant, is responsible for execution.
Consultants can also coach staff and volunteers throughout the campaign on strategy issues for
donors, events, public perception, momentum of the campaign, and other issues that might arise.
Consultants will generally not do any cultivation, solicitation or stewardship or other behind the
scenes work. Cost – expect to spend anywhere from $250 - $500/hour or project fees based on a
percentage from 3 - 10% of the total campaign goal.
Campaign Director – individual (contractor or employee) who is hired and designated as the
lead on the campaign. He/she is actively engaged in designing and executing the campaign and
are considered part of the organization’s team. Regardless of status, they are like an employee
who will be representing the organization. They will be hands on and doing much of the work.
Cost – varies based on experience and availability. Expect $150,000 - $300,000/year for full
time and a portion of for part-time.
Fundraising options under consideration:
I. Do not pursue fundraising – use allocated MAA funds that have already been set aside
and reallocate additional MAA funds from another portfolio or from General Funds as
necessary to fill the budget gap.
Fundraising success – not applicable.
FBCS time – low (estimated 5–15 hours total).
Because FBCS has already been engaged in conversation, they will likely require follow-up
conversation to close the loop. Depending on their commitment to the project, they may want to
get more deeply engaged in issues surrounding the stables and potentially communicating with
other stakeholders.
Staff time – low (estimated 5–15 hours total)
4
Depending on FBCS reaction to Midpen’s selection of this option, staff might need to spend time
explaining the process and doing additional work to engage the volunteer group productively.
FBCS may also need staff assistance and oversight if communicating with other stakeholders in
the community about the project.
Campaign duration – not applicable
Additional resources required – none to very low
This would be minimal and only if staff time and attention were required for communications
and managing the FBCS relationship as noted above.
Other comments, risks and considerations –
• Because this option relies on the potential of re-allocating funds currently available to the
organization, there isn’t any fundraising required nor is there a campaign timeline. However,
because the FBCS is potentially motivated to move forward with fundraising, there may be
some additional work following up with volunteers to keep them informed and happily
engaged. In addition, there may be some need to communicate with other stakeholders.
• A significant benefit of this option is that deferred maintenance can proceed as scheduled
without the need to assess potential delays to the construction schedule or related inflation of
costs based on planned additional improvements mutually agreed on upon with option 3:
ancillary improvements.
• Any fundraising campaign comes with costs and because success is not guaranteed, there is
risk of failure. This option has no risk of losing funds invested in a campaign or of not
meeting donor expectations.
• Not doing any fundraising at all is a lost opportunity to develop fundraising skill and
experience for Midpen as well as FBCS volunteers if fundraising becomes a necessity or is
an interest in the future. Conversely, relying on existing outside non-profit partners for donor
solicitations and private fundraising avoids potential competition of donor funds and/or
confusion of roles and purpose. In addition, by not engaging in private fundraising, Midpen
avoids potential constituency concerns regarding solicitation of donor funds by or with a
public agency that is funded through taxpayer contributions to accomplish the same work.
II. Fundraising for “Save the Stables” or deferred maintenance for project costs exceeding
available MAA funds – estimated campaign of $1M.
Fundraising success – medium
The likelihood of success in our geography, even without existing development skill or a
pipeline of donors is good with adequate assistance and resources over several years. This would
only be possible with a campaign consultant at minimum for assistance and training or campaign
director (part time at a minimum of 10–15 hours/week) for the duration of the campaign.
FBCS time – high (estimated 10–20 hours a week for each FBCS member. Assuming five
members, this is equivalent to 50 – 100 hours a week)
5
FBCS would likely need to recruit additional volunteers or a campaign steering committee in
order to successfully prospect, cultivate, solicit and steward donors over the course of the
campaign.
Staff time – medium (estimated 4 hours a week with a campaign director or 6 hours week with a
fundraising consultant – this would be more initially, then the staff time would be reduced
slightly as the campaign got underway.
Designated staff would participate in the development and finalization of all campaign materials,
oversight of prospect identification, stewardship plans, financial negotiations and gift terms with
donors, and construction management.
Campaign duration– 3 to 4 years with a campaign director or 3 to 5 with a campaign consultant’s
help.
This estimated timeframe depends on the resources, networks, and availability of the volunteers.
They would need to be trained, have the opportunity to practice, develop cultivation events and
opportunities, solicit, and then appropriately steward campaign donors, which could last beyond
the timeline of the campaign. This time commitment could vary from simple stewardship to
elaborate follow-up depending on the donors and the campaign promises.
Additional resources required – high ($150,000–$250,000 plus the cost of existing staff time for
starting up and costs of consultant on an annual basis)
Resources would include a campaign director or consultant, a feasibility study, campaign case
statement, campaign collateral, staff and volunteer training, establishing prospect and donor
tracking systems, and additional administrative assistance for data entry and administrative tasks.
Other comments, risks and considerations –
• If Midpen waits until the campaign is completed to start construction, cost increases are
predictable and it may be possible that funds raised will have been lost to inflation.
• If Midpen funds the work initially and uses money raised to “payback or re-stock the
coiffeurs,” fundraising becomes more difficult because debt fundraising (fundraising to pay
back debt) is not very popular among philanthropic donors. Donors give generously to a
vision and the excitement of seeing a project come to fruition is an important part of
campaign momentum. This type of effort has a low opportunity for success.
• The purpose or value add projects of the campaign will need to be determined before
fundraising begins. A feasibility study tests the likely success of a campaign (vision and
purpose). It’s an important part of minimizing financial risk/investment, honing campaign
messaging and cultivating prospects.
• Raising $1 million in our geography can be very easy if FBCS happens upon a willing donor
with capacity who might make a sizeable gift and/or influence others to make sizeable gifts.
However, that is not a reliable fundraising strategy and while it does happen, that scenario is
very rare.
• The amount of staff time is not just limited to an individual staff person, it is across
departments. Midpen would need to weight the cost of staff resources and outside resources
6
against the total funds that may be able to be raised to determine if this cost benefit analysis
indicates that this is a worthy endeavor.
•The amount of effort and infrastructure required to successfully complete a $1 million
campaign is not much different than a larger campaign. The most significant difference will
be the chances of overall success and the length of time that it takes to complete.
•If a small campaign goes well, FBCS and Midpen will have gained valuable experience and
started creating a donor base. Both of those can help prepare the organizations with future
fundraising projects. A question that should be asked is whether this type of donor base can
be cultivated over the long term and additional funds secured for other related activities
versus this being a one-time effort. There is much investment that needs to be placed for a
campaign. The investment and ongoing cultivation may not be worthwhile if this is strictly a
one-time effort.
III.Fundraising for ancillary but nonessential improvements or for programs – estimated
campaign of $95,000–$830,000.
NOTE - Evaluating this option is difficult. The scope of the project matters. If the scope
and the estimated campaign is $95,000, the project is doable in a shorter amount of time
and would be an excellent primer for future smaller operational or capital campaigns. If
the scope and estimated campaign is $830,000, then the work is significantly harder. As the
campaign goal increases in amount, all of the criteria being evaluated would reflect
increasing difficulty, increasing effort, increasing time and less likelihood of success. Even
if the scope is smaller, it will still require development assistant which makes the margin of
return even smaller.
Fundraising success – high to medium with a campaign director or a campaign consultant and
depending on the amount of money being raised
If the amount of money being raised is $100,000, the fundraising success will be higher. If the
amount of money being raised is $1M, the fundraising success will be lower. The likely success
in this scenario depends on the purpose and the amount of money being raised.
FBCS time – high (estimated 10–20 hours a week for each FBCS member. Assuming five
members, this is equivalent to 50 – 100 hours a week)
This number of required FBCS members and the effort can change easily depending on the
amount of money that is being raised. However, the start-up effort/cost is similar to option 2.
Staff time – medium to high (estimated 8 hours a week with a campaign director or 10 hours a
week with a fundraising consultant – this would be more initially while the scope of the project
is defined, then even out to the numbers above throughout the campaign)
Depending on the scope of the campaign, this option will require a medium to high amount of
staff time and attention. Staff would need to be directly involved and perhaps act as the lead on
any improvement designs, plans, permits, and cost estimates. If staff are involved in managing
the construction, that requires more time. If staff were to delegate design and construction to
7
FBCS and the operator, this staff time might be reduced. In either case staff would need to be
involved with oversight of the fundraising and communications.
Campaign duration – medium to high (depending on the scope) from 2 – 6 years
Because the actual project is less defined in this option, it could potentially take much longer
then even a larger and better defined project. Successfully raising a large amount of money
requires that the project and benefits be clearly defined. Donors won’t be willing to invest until
they know what they’re investing in.
Additional resources required – medium to high ($50,000 - $250,000 plus the cost of existing
staff time for start-up and the costs of campaign director or consultant for each year of the
campaign)
Before the project begins, a significant amount of staff time and resources would need to be
devoted to determining the campaign scope given that there are several potential projects that
could be selected. Once the scope is determined, campaign resources would include a training,
campaign consultant and a feasibility study at minimum; if the scope of the campaign were
larger, additional resources would be needed for campaign case statement, campaign collateral,
additional staff and volunteer training, establishing prospect and donor tracking systems, and
additional administrative assistance for data entry and administrative tasks.
Other comments, risks and considerations –
• This is the most difficult option to both evaluate and to endeavor because it so broad and
undefined. It would seem that the flexibility would be less risky but it makes the fundraising
effort more difficult.
• The cost of additional resources doesn’t reflect the tremendous cost of staff time in
determining the actual scope of the project. If FBCS were to be involved or drive the
additional projects determination, the experience, ownership and determination of the group
would increase and add to the likelihood of their success.
• Public perception is very difficult to manage and the organization risks criticism if a “wait
and see how much we can raise” approach is taken. It will be necessary to determine the
scope before feasibility and fundraising begins.
• If Midpen is looking to minimize staff time, design, permitting and construction could be
delegated to the FBCS and the operator but Midpen needs to be comfortable assuming the
risk that the improvements or plans may not conform with the District’s long term vision for
the site. In addition, staff time for fundraising could be reduced but Midpen needs to assume
the risk of a failed fundraising effort or not meeting donor expectations.
IV. Fundraising for enhanced public access – estimate campaign of $6M+
Fundraising success – low to very low
A campaign of $6M+ is a serious endeavor that neither Midpen nor FBCS is prepared to execute
at this time. A successful campaign of this size requires history of and experience with
8
fundraising, a solid base of annual financial support, leader donors capable and willing to invest
in the future of the organization, and a vision for the project with clearly defined impact.
FBCS time – high (estimated 10 -20 hours a week for each FBCS member. Assuming five
members, this is equivalent to 50 – 100 hours a week, not including additional volunteers and
steering committee)
FBCS would need to recruit additional volunteers and create a campaign steering committee in
order to successfully reach out to, cultivate, solicit and steward donors over the course of the
campaign. The campaign steering committee would need to be made up of lead donors who are
committed to making significant gifts. It takes years to develop these relationships.
Staff time – very high (Full-time campaign director, development staff, administrative support,
and other staff across departments as necessary)
Executing a significant campaign requires a dedicated staff in addition to the support of a
volunteer body like FBCS. The campaign staff, even if hired for FBCS, would need to interact
on a regular and consistent basis with Midpen staff particularly with regards to the development
and finalization of all campaign materials, oversight of prospect identification, stewardship
plans, financial negotiations and gift terms with donors, and construction management. Once the
campaign is over, there will still be relationships and expectations to manage and continue to
cultivate the donor base for an extended period of time.
Campaign duration – 5 to 7 years
This estimated timeframe depends on the resources, networks, and availability of the volunteers.
They would need to be trained, have the opportunity to practice, develop cultivation events and
opportunities, solicit, and then appropriately steward campaign donors, which will last 2 years
beyond the timeline of the campaign itself.
Additional resources required – very high ($250,000 – 450,000 plus the cost of existing staff
time for start-up and the costs of development staff for every year of the campaign.
Resources would include a campaign director, feasibility study, campaign case statement,
campaign collateral, staff and volunteer training, establishing prospect and donor tracking
systems, and additional administrative assistance for data entry and administrative tasks.
Other comments, risks and considerations –
• This option is high in risk and high in reward. Neither Midpen nor FBCS is prepared for
this kind of endeavor. The costs associated with getting it ready quickly are significant.
Because there isn’t a prepared donor base, the chances of success are less likely.
• A campaign of this size will most definitely require a dedicated campaign director and
additional staff assistance for administration/data entry/research, including a dedicated
full time employee. A campaign of this size would require numerous prospect/donor
events annually.
9
• Donor, FBCS, and staff fatigue are an important consideration. Any effort that last longer
than 5 years starts to run into fatigue issues. Whatever is raised at the end of year 6 of a
campaign is considered to be 90 to 95% of what will be raised.
• The size of FBCS will have to grow significantly in size with the addition of a campaign
cabinet. It will take time to cultivate and recruit a campaign committee – that will also
need to be trained alongside the other FBCS members. The campaign committee will
depend on at least one major donor as a key member of the committee.
• To endeavor a campaign of this magnitude would require the development of a donor
base that has the capacity for major gifts. Developing relationships with donors takes a
significant amount of time. Cultivating them for major gifts takes at least 2 to 3 years.
Soliciting them for and closing major gifts generally takes 12–18 months.
• Once the campaign is over, the donor base will need ongoing relationship management.
Donors are not transactional; when they invest in an organization, they expect to stay
interested and involved in the work of the organization. Regardless of who does the
fundraising, donors will believe that Midpen is responsible and accountable for the
investments.
• There is also the risk of overlap with donors and diluting their investments in partner
organizations that fundraise on a regular basis. Along with dilution, there may be added
confusion for donors as to who they are donating to if there are similar entities that are
raising funds for similar goals and with the same donor base.
Summary:
• The likely success of a campaign is not only about the staff/volunteer capacity and
infrastructure, it’s about the pipeline of donors who have been cultivated and are ready to
engage in making a significant commitment to and investment in the organization. There
is no evidence to suggest that FBCS has any prospects or donors that would participate or
carry a sizeable campaign.
• As noted in the feasibility study completed by Stewart Woods and Associates, the current
organizations (Midpen and FBCS) are not experienced with development and don’t have
a pipeline of donors to develop towards a significant campaign. Thus, any amount of
fundraising is going to require assistance, training of volunteers and staff, coordination
and oversight of volunteers, systems to manage data and relationships, communications
support and materials, and stewardship requiring a financial investment.
• The startup costs associated with training, staff time, volunteer time, and consultants to
help with scope and a feasibility study exists in any fundraising option. The investment
increases with the size of the campaign to include additional and annual assistance. A
key question to ask is whether this startup cost and investment in time and energy is
worth the pursuit. Typically, this amount of investment is most worthwhile if there is an
anticipation for ongoing solicitations over time, versus for a single event.
• Before building development capacity with the intent of additional fundraising in the
future, Midpen needs to consider the impact that it will have on existing fundraising
partners. The field is already crowded with organizations raising money in the bay area
and additional voice could dilute partner efforts and impact partner relationships as
Midpen becomes a competitor in the fundraising space.
10
• In all of the options that include fundraising, Midpen staff will need to be involved in
establishing an MOU with FBCS, scoping the project, and oversight, coordination, and
execution of the fundraising campaign. Midpen needs to consider whether this is the best
use of staff resources, recognizing that the fundraising may not yield the desired funding
goal and may be less than the total cost to Midpen.
• Regardless of how successful any of the campaign option are, any effort will be attached
to and associated with Midpen. There really isn’t any way to avoid association or to
isolate a campaign to FBCS. If any part of the campaign does not go well, it will reflect
on Midpen and its reputation, and addressing will become part of the Midpen’s ongoing
work.
• The difference in the size of the campaign and the clarity of purpose is reflected most in
the likelihood of success and the length of the campaign.
• If Midpen is willing to assume some amount of risk to the reputation and brand of the
organization, then the amount of staff oversight necessary in the fundraising area could
be slightly reduced. If Midpen is willing to assume some amount of risk with regards to
construction and project management, or confer that responsibility onto a lessee, then the
amount of staff time could also be slightly reduced. These are important decisions that
should not be made lightly as the impact of damaged public opinion can be very difficult
to overcome.
• Successful fundraising in the Bay Area requires a tremendous amount of skill, experience
and sophistication on the part of the solicitors. Success is also determined to a degree by
timing and good fortune. As was mentioned above, in our geography, a single donor can
make an entire campaign with a single gift and by influencing other donors. But that is
not something that a campaign can count on even when there are strong relationships or
connections in place.
• Donor and staff fatigue in campaigns occurs at the 5-year mark and potentially earlier if
there isn’t enough support. Many campaigns are cut short or called finished when fatigue
sets in. The negative impact of fatigue can affect an organization for years after a
campaign has been ended.
• The expectations and relationship with donors doesn’t end with a campaign — that goes
on for a long time and requires management. By engaging in fundraising, you are starting
relationships that can’t be ended easily without ramifications. So regardless of which
entity executes the fundraising campaign, Midpen will be seen as an integral part, partner
or parent of the campaign because of their financial support of the campaign. This is in
fact what anchors the reputation of Midpen to the success of the campaign. A fundraising
campaign of any size will initiate relationships; the relationships with donors who might
make a large investment could require attention of Midpen staff for a few years upwards
of a decade.
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Summary
Option 1:
No private
fundraising
Option 2: Save the
Stables (deferred
maintenance); $1M
Option 3: Ancillary
Improvements;
$95,000 - $830,000
Option 4: Large-
scale Public
Access; +$6M
Likelihood of
success
N/A Medium Medium to High Very Low to Low
Financial
investment for
consulting
support
None High
$150,000 -
$250,000
Medium to High
$50,000 - $250,000
High
$250,000 -
$450,000
District staff
time and
estimated cost
Low
5-15 hours
Medium
4 hrs/week with
campaign director
or 6 hrs/week with
fundraising
consultant
Cost estimate:
$46,000 - $90,000
Medium to High
8 hrs/week with
campaign director or
10 hrs/week with
fundraising
consultant
Cost estimate:
$53,000 – $227,000
Very High
Full-time
campaign director,
development staff,
admin support, and
other dept support
Cost estimate:
$707,000 -
$990,000
FBCS time Low
5-15 hours
High
50 – 100 hours per
week, assuming
five FBCS
members
High
50 – 100 hours per
week, assuming five
FBCS members
High
50 – 100 hours per
week, assuming
five FBCS
members, plus
campaign steering
committee
Campaign
timeline
N/A 3-4 years 2-6 years 5-7 years
Estimated total
District cost
(consulting
and staff time
costs*)
Low
$270 -
$800
Medium
$196,000 -
$340,000
Medium
$103,000 - $477,000
High
$957,000 -
$1,440,000
*Staff costs was estimated using the median salary of a Management Analyst II, inclusive of
benefits over estimated the lifetime of the project. Real staff costs will vary based on which staff
members are involved in project management and fundraising oversight.
September 25, 2019
Board Meeting 19-25
REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Wednesday, September 25, 2019
DRAFT MINUTES
REGULAR MEETING
Vice-President Holman called the regular meeting of the Midpeninsula Regional Open Space
District to order at 7:00 p.m.
ROLL CALL
Members Present: Jed Cyr, Larry Hassett, Karen Holman, Zoe Kersteen-Tucker, Yoriko
Kishimoto, and Curt Riffle
Members Absent: Pete Siemens
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Chief
Financial Officer/Director of Administrative Services Stefan Jaskulak,
Assistant General Manager Susanna Chan, Assistant General Manager
Brian Malone, District Clerk/Assistant to the General Manager Jennifer
Woodworth, Budget & Analysis Manager Carmen Narayanan, Finance
Manager Andrew Taylor, Natural Resources Manager Kirk Lenington,
Visitor Services Manager Matt Anderson, Planning Manager Jane Mark,
Land & Facilities Manager Michael Jurich, Engineering & Construction
Manager Jay Lin, Human Resources Manager Candice Basnight,
Information Systems & Technology Manager Casey Hiatt, Public Affairs
Manager Kori Skinner, Real Property Manager Mike Williams
ORAL COMMUNICATIONS
No speakers present.
ADOPTION OF AGENDA
Motion: Director Cyr moved, and Director Riffle seconded the motion to adopt the agenda.
Meeting 19-25 Page 2
VOTE: 6-0-0 (Director Siemens absent)
CONSENT CALENDAR
Public comment opened at 7:01 p.m.
Marlene Zimmermann spoke regarding Item 3 stating her concerns that installing signage along
St. Joseph Avenue to encourage hiking and biking access to Rancho San Antonio will have a
negative impact on the neighborhood.
General Manager Ana Ruiz reported the District is seeking solutions to the parking challenges at
Rancho San Antonio, including encouraging multi-modal access to the preserve over vehicle
access. The proposed signage is only one solution to encourage visitors who live nearby to
access the preserve via bicycle or on foot through an existing bike/ped preserve entrance.
Robert Dahl expressed concerns regarding members of the public parking along St. Joseph
Avenue, especially on the weekend, and suggested added parking areas elsewhere.
Susan Holtzapple spoke regarding the neighborhood use of Rancho San Antonio stating that
many neighborhood users access it by walking and biking. Ms. Holtzapple spoke regarding
potentially charging for parking or using rideshare options for access to the preserve.
Public comment closed at 7:16 p.m.
Motion: Director Cyr moved, and Director Kersteen-Tucker seconded the motion to approve the
Consent Calendar, except for Item 3.
VOTE: 6-0-0 (Director Siemens absent)
1. Approve September 11, 2019 Minutes
2. Claims Report
3. Award of Contract for Transportation Consulting Services for the Rancho San
Antonio Multimodal Access Study Project at Rancho San Antonio Open Space Preserve
(R-19-125)
General Manager’s Recommendations:
1. Authorize the General Manager to enter into a one-year contract with IBI Group to provide
transportation consulting services for the Rancho San Antonio Multimodal Access Study for
a total contract amount of $56,000.
2. Authorize a 10% contingency of $5,600, to be expended only if necessary, to cover
additional unanticipated related tasks, for a total not-to-exceed contract amount of $61,600.
3. Authorize an allowance of $5,930 for an optional task to participate in a public open house
for the public to learn about and provide feedback on the project and transportation
alternatives.
Director Riffle pulled Item 3 from the Consent Calendar. Item 3 was heard after the Consent
Calendar.
Meeting 19-25 Page 3
Director Kishimoto spoke regarding neighborhood users and encouraged them to access the
preserve by walking or biking. Director Kishimoto reported the District is looking at numerous
options to address parking shortages at Rancho San Antonio. Additionally, the proposed signage
is to inform visitors that hiking and biking access is available from the St. Joseph Avenue
entrance. The current signage is unclear as to what access is allowed.
Director Riffle commented that appropriate city signage and enforcement may be needed to
address illegal parking in the area.
Assistant General Manager Susanna Chan reported the proposed signage will clarify that existing
pedestrian and biking access is allowed.
Ms. Ruiz reported staff can engage in additional outreach to the City of Los Altos to discuss
parking enforcement.
Director Holman suggested additional outreach to Los Altos city staff and neighbors would be
helpful.
Director Riffle spoke in support of additional outreach to Los Altos regarding enforcement and
outreach to neighbors and requested staff report back to the Board.
Motion: Director Riffle moved, and Director Cyr seconded the motion to approve the General
Manager’s Recommendations with the following addition:
- Work closely with the City of Los Altos to provide parking enforcement in the area.
VOTE: 6-0-0 (Director Siemens absent)
Director Riffle commented that he recently heard from a member of the working group for this
project, Mountain View Mayor Lisa Matichak, who reported the possibility of a valet option for
Rancho San Antonio should also be included in the study scope. This option was previously
discussed by the Rancho San Antonio Stakeholder Working Group.
4. Written Responses to Cathy Del Masso and Udi Fishman
General Manager’s Recommendation: Approve the written responses to Cathy Del Masso and
Udi Fishman
BOARD BUSINESS
5. Fiscal Year 2018-19 Annual Year End Report (R-19-126)
Ms. Ruiz provided opening comments highlighting numerous accomplishments from the
previous fiscal year.
Chief Financial Officer/Director of Administrative Services Stefan Jaskulak provided the staff
presentation describing the percentage of Action Plan projects completed, deferred projects, and
projects added.
Meeting 19-25 Page 4
The Board members commended staff on increasing the percentage of projects completing
stating that it shows District staff is improving its ability to resource load its projects and staff
time.
Mr. Jaskulak highlighted projects from the District’s four programs: land acquisition and
preservation, natural resources protection and restoration, public access, education and outreach,
and Districtwide projects.
The Board members requested and received clarification regarding various projects.
Finally, Mr. Jaskulak reported on grants and awards received by the District during FY2018-19.
Director Cyr suggested updating the project name for the wildfire resiliency program to “Post-
Wildfire Resiliency Program” to address the work being done to sustain the landscape following
a wildfire.
Public comments opened at 8:07p.m.
No speakers present.
Public comments closed at 8:07 p.m.
The Board members thanked staff for their incredible efforts throughout the previous year and
continued work.
No Board action required.
INFORMATIONAL MEMORANDUM
• Bear Creek Stables Design Development Contract
• Santa Cruz Mountains Climate Resilience Project
INFORMATIONAL REPORTS
A. Committee Reports
Director Kishimoto reported the Planning and Natural Resources Committee met to discuss
wildfire resiliency program and Highway 17 wildlife and trail crossings.
B. Staff Reports
Public Affairs Manager Kori Skinner invited the Board members to attend the Ravenswood
Kickoff Event on October 11.
Ms. Ruiz reported on the recent meeting of the La Honda Creek Public Access Working Group,
successful Volunteer Recognition Event, a coordination meeting with Peninsula Open Space
Trust president, and other District and regional events. Also, the District will be releasing an op-
ed piece regarding the District’s fire program to inform the public about the program and its
components.
Meeting 19-25 Page 5
C. Director Reports
The Board members submitted their compensatory reports.
Director Kersteen-Tucker commented on recent events she attended, including the Santa Cruz
Mountain Stewardship Network’s Spotlight Stewardship Event, tour of Cloverdale Ranch, and
Volunteer Recognition Event.
Director Riffle reported on the recent meeting of the La Honda Creek Public Access Working
Group, the Volunteer Recognition Event, and a meeting with representatives from Santa Cruz
County LAFCO.
Director Kishimoto commented on recent events she attended, including the Santa Cruz
Mountain Stewardship Network’s Spotlight Stewardship Event, annual meeting of the Save the
Redwoods Council, and the Committee for Green Foothills Nature’s Inspiration event.
Director Cyr reported he attended a meeting held by the City of Cupertino regarding Lehigh
Quarry, and attended the Volunteer Recognition Event and cybersecurity training.
Director Hassett reported he attended the La Honda Educational Foundation dinner and a
meeting of the La Honda Creek Public Access Working Group.
Vice-President Holman commented that she attended the Committee for Green Foothills event
and a recent badging ceremony for a new District ranger. Vice-President Holman also announced
that the Committee for Green Foothills has created the Lennie Roberts Advocacy Fund to
continue financial support for the Committee for Green Foothills.
ADJOURNMENT
Vice-President Holman adjourned the regular meeting of the Board of Directors of the
Midpeninsula Regional Open Space District at 8:35 p.m.
________________________________
Jennifer Woodworth, MMC
District Clerk
page 1 of 11
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-26
MEETING DATE: October 09, 2019 Fiscal Year to date EFT:49.69%
Fiscal Year 18-19 EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
1220 EFT 09/27/2019 10546 - ECOLOGICAL CONCERNS INC Invasive Plant removal - BCR, LHC, Thistle, Grass, Slender False Brome 63,244.00
80605 Check 10/04/2019 10845 - CITY OF MOUNTAIN VIEW-FINANCE Quarterly payment for Dispatch Services 57,450.00
1227 EFT 09/27/2019 10494 - Hedgerow Farms Native Vegetation Seeds - multiple preserves 47,554.14
80609 Check 10/04/2019 10258 - HUNT LIVING TRUST Semi-annual interest pmt - October 2019 37,500.00
80596 Check 09/27/2019 10775 - TYLER TECHNOLOGIES INC Annual Licensing Fees for New World Systems ERP 34,642.04
1239 EFT 09/27/2019 11432 - SAN MATEO COUNTY RESOURCE CONSERVATION DISTRICT FY19-20 Santa Cruz Mtns Stewardship Network Membership 30,000.00
1216 EFT 09/27/2019 11840 - COMMUNITY TREE SERVICE WH Multiple tree removals at Hawthorn 29,800.00
80593 Check 09/27/2019 11996 - SPATIAL INFORMATICS GROUP, LLC Fire Ecology Consulting Services: Prescribed Fire Program 24,863.00
1233 EFT 09/27/2019 12020 - Panorama Environmental, Inc.CEQA: Prescribed Fire Program Development - August 2019 22,426.79
1238 EFT 09/27/2019 10099 - SAN FRANCISCO BAY BIRD OBSERVATORY American Badger and Burrowing Owl Habitat Suitability Study 20,176.68
80614 Check 10/04/2019 11618 - TRAIL PEOPLE Hwy 17 Wildlife Crossing Development Consulting 15,343.25
1247 EFT 09/27/2019 *10216 - VALLEY OIL COMPANY Fuel for District vehicles 15,105.57
1260 EFT 10/04/2019 11778 - LCI - LETTIS CONSULTANTS INTERNATIONAL, INC.Bear Creek Redwoods Public Access Project 15,030.00
80572 Check 09/27/2019 11379 - CALTRANS Hwy 17 Wildlife Crossing CalTrans Co-Op Agreement 14,667.71
1268 EFT 10/04/2019 12082 - Sicular Environmental Consulting La Honda Forest Management Plan 14,481.78
1228 EFT 09/27/2019 10222 - HERC RENTALS, INC.6 equipment rentals for BCR, FOOSP, FFO 12,741.52
1245 EFT 09/27/2019 11820 - Top Line Engineers, Inc.PCR Harkins Bridge Contract Retainage paid 11,866.75
1255 EFT 10/04/2019 10546 - ECOLOGICAL CONCERNS INC Brush Encroachment Treatment at BC17 10,000.00
1259 EFT 10/04/2019 10794 - John Northmore Roberts & Associates Bear Creek Stables Improvements Design Work 9,484.88
1250 EFT 10/04/2019 10082 - Advantage Anaheim Printing and Mailing Services, Business cards - 2 names 8,836.26
1244 EFT 09/27/2019 11780 - TERRY J MARTIN ASSOCIATES Architectural Services New South Area Field Office Facility, Campbell 8,573.75
1264 EFT 10/04/2019 10086 - PHYTOSPHERE RESEARCH Sudden Oak Death Research 8,046.66
1256 EFT 10/04/2019 11748 - ENVIRONMENTAL AND ENERGY CONSULTING Consulting and lobbying: September 2018 7,500.00
1262 EFT 10/04/2019 10031 - MILLS DESIGN Graphic Design - multiple projects, newsletter, maps, brochures 7,287.84
80602 Check 10/04/2019 11379 - CALTRANS Hwy 17 Wildlife Crossing CalTrans Co-Op Agreement 5,616.51
80611 Check 10/04/2019 12101 - Safe2core Inc.New SAO Concrete Foundation Scanning Project 5,340.00
80601 Check 10/04/2019 11772 - AHERN RENTALS, INC.Monthly Rental - Excavator w/bucket 5,252.19
1217 EFT 09/27/2019 11318 - CONFLUENCE RESTORATION Plant Maintenance, Mount Um/BCR/Alma/Webb Creek 5,235.00
80568 Check 09/27/2019 11772 - AHERN RENTALS, INC.Equipment Rental: CAT 550 Dozer #166701, Roadwork 5,142.94
80600 Check 10/02/2019 10578 - OLD REPUBLIC TITLE CO Deposit for Escrow #0626031576 5,000.00
80588 Check 09/27/2019 10292 - SAN JOSE BOILER WORKS INC Perform Annual Maintenance at AO (Boiler Room)4,235.67
1229 EFT 09/27/2019 12091 - Intentional Communication Consultants Management Staff Coaching 3,909.68
1226 EFT 09/27/2019 11593 - H.T. HARVEY & ASSOCIATES Lysons Demolition Project 3,518.97
80606 Check 10/04/2019 11520 - COMMUNITY INITIATIVES Outdoor programs and community outreach 3,500.00
1230 EFT 09/27/2019 10626 - Koff & Associates, Inc.Board Appointee Compensation Study 3,220.00
1219 EFT 09/27/2019 10032 - DEL REY BUILDING MAINTENANCE Janitorial Services for SFO, FFO, AO, Bergman House 3,128.00
80595 Check 09/27/2019 *10583 - TPX COMMUNICATIONS Monthly AO Telephone and SAO Internet 2,930.25
1248 EFT 09/27/2019 11388 - WAGNER & BONSIGNORE Water Rights Consulting 2,902.50
1258 EFT 10/04/2019 12088 - GSL Fine Lithographers Purisima Creek Redwoods brochure - qty 9K 2,888.39
80613 Check 10/04/2019 10697 - SANDIS Beatty Property Survey Project, Right of Way Survey - BCR 2,707.50
Electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt
by vendors
page 2 of 11
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-26
MEETING DATE: October 09, 2019 Fiscal Year to date EFT:49.69%
Fiscal Year 18-19 EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt
by vendors
80594 Check 09/27/2019 10307 - THE SIGN SHOP BCR Signage, multiple sign orders requeste by L&F, VS 2,521.08
1240 EFT 09/27/2019 11303 - Santa Clara County FireSafe Council Eucalyptus Removal Project Planning and Outreach Costs 2,507.69
1242 EFT 09/27/2019 *10952 - SONIC.NET, INC.Internet Service 10/1/2019-10/31/2019 + 9/1/2019-9/30/2019 2,357.55
1252 EFT 10/04/2019 11799 - AZTEC LEASING, INC.Printer/Copier leases - 6 machines - 9/1/19 through 9/30/19 2,326.07
80591 Check 09/27/2019 10793 - Sherwood Design Engineers Design Services for La Honda Creek Loop Trails 2,257.00
80610 Check 10/04/2019 10366 - MONTGOMERY HIGHLANDS ASSOCIATION Road Repair Assessment (ES)2,250.00
1214 EFT 09/27/2019 11170 - ALEXANDER ATKINS DESIGN, INC.Welcome to your Coastside brochure, Measure AA Update brochure 2,237.50
1236 EFT 09/27/2019 11519 - PRICE, POSTEL & PARMA LLP Burkhart January legal service fees 2,127.22
1243 EFT 09/27/2019 10143 - SUMMIT UNIFORMS Uniform Items for Ranger Augustine 2,105.25
80590 Check 09/27/2019 10580 - SHARP BUSINESS SYSTEMS Sharp Copies - Printer Costs 7/31/19-8/29/19 2,018.94
80584 Check 09/27/2019 11184 - PURCHASE POWER - PITNEY BOWES POSTAGE Postage Meter Refill 2,015.00
80597 Check 09/27/2019 *10309 - VERIZON WIRELESS Mobile devices wireless services 1,970.21
1225 EFT 09/27/2019 12088 - GSL Fine Lithographers Printing of El Corte de Madera Creek Brochures - qty. 5K 1,949.22
1215 EFT 09/27/2019 10352 - CMK AUTOMOTIVE INC Vehicle Maintenance/Repair 4 vehicles 1,853.99
1254 EFT 10/04/2019 10352 - CMK AUTOMOTIVE INC Service / Repair 3 District vehicles 1,821.82
80576 Check 09/27/2019 11701 - ERIC GOULDSBERRY ART DIRECTION Design of El Corte de Madera Preserve Logo, Anti-Dog Waste Signage 1,743.92
80570 Check 09/27/2019 11048 - ARC Print and bind plans, Qty 5 for 5050 El Camino Real, 240 Cristich Lane 1,668.95
80578 Check 09/27/2019 10774 - LANGLEY HILL QUARRY Base rock for road maintenance 1,648.97
1263 EFT 10/04/2019 12084 - PARTNERS IN PROGRESS Bear Creek Stables Fundraising Assessment 1,600.00
80603 Check 10/04/2019 10014 - CCOI GATE & FENCE SA06 and SA08 gate repairs 1,482.30
80589 Check 09/27/2019 11262 - SERVICE STATION SYSTEMS Fuel Tank Hose Replacement (FFO)1,447.42
1253 EFT 10/04/2019 10830 - BIMARK INC.Pins for Volunteer Recognition Event 1,430.19
1234 EFT 09/27/2019 10925 - Papé Machinery T-34 replace windshield & service air conditioner 1,403.51
1270 EFT 10/04/2019 10152 - Tadco Supply RSACP restroom supplies 1,256.57
1222 EFT 09/27/2019 12016 - EVAN BROOKS ASSOCIATES Grant Writing Services - BCR & Alma Historic 1,240.00
80567 Check 09/27/2019 *10261 - ADT LLC (Protection One)Alarm Service 9/28/19-10/27/19 955.81
1224 EFT 09/27/2019 10187 - GARDENLAND POWER EQUIPMENT Fire Pumper Parts, Stihl equipment parts & Pole pruner 902.58
80571 Check 09/27/2019 *10454 - CALIFORNIA WATER SERVICE CO-949 Water Service (FFO)865.40
1232 EFT 09/27/2019 11270 - MUNICIPAL MAINTENANCE EQUIPMENT, INC.T27's Mower Parts 794.86
1235 EFT 09/27/2019 12033 - PENINSULA JOINT POWERS BOARD (CALTRAIN)2019 G Pass Program - 8 new users Sept 776.00
1271 EFT 10/04/2019 11834 - WRECO BCR Mud Lake Construction Monitoring 740.00
80598 Check 09/27/2019 10527 - WASTE MANAGEMENT Debris Disposal 734.52
1223 EFT 09/27/2019 10169 - FOSTER BROTHERS SECURITY SYSTEMS Lock Repair (RSACP)692.54
80581 Check 09/27/2019 10253 - PETERSON TRACTOR CO M29 Mini Excavator trouble shooting 671.93
1265 EFT 10/04/2019 10140 - PINE CONE LUMBER CO INC Pallet of Concrete, Small tools 641.58
80612 Check 10/04/2019 11059 - SAN MATEO COUNTY HEALTH DEPT District Rentals Water Testing 616.00
80592 Check 09/27/2019 11627 - SOUTH BAY ACCESS SOLUTIONS Preventive Maintenance Service on 5 entrance gates 600.00
1251 EFT 10/04/2019 11170 - ALEXANDER ATKINS DESIGN, INC.Graphic Design: Recycling Labels 577.50
80579 Check 09/27/2019 10058 - LIEBERT CASSIDY WHITMORE Human Resources Legal Consulting 570.00
80604 Check 10/04/2019 11049 - CITY OF EAST PALO ALTO Pedestrian Bridge permit - Ravenswood Bay Trail 560.00
page 3 of 11
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-26
MEETING DATE: October 09, 2019 Fiscal Year to date EFT:49.69%
Fiscal Year 18-19 EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt
by vendors
80562 Check 09/20/2019 11049 - CITY OF EAST PALO ALTO Permitting fees - Ravenswood Bay Trail 553.58
80564 Check 09/20/2019 11049 - CITY OF EAST PALO ALTO Permitting fees - Ravenswood Bay Trail 553.30
80563 Check 09/20/2019 11049 - CITY OF EAST PALO ALTO Permitting fees - Ravenswood Bay Trail 553.03
1221 EFT 09/27/2019 10524 - ERGO WORKS Ergonomic Supplies/Equipment 514.36
80582 Check 09/27/2019 11129 - PETERSON TRUCKS INC.BIT Inspections For August & September 473.38
1213 EFT 09/27/2019 10082 - Advantage Anaheim Business cards - 2 employees 473.06
1218 EFT 09/27/2019 10544 - CORELOGIC INFORMATION SOLUTION Property research services - September 2019 463.50
80599 Check 09/27/2019 11852 - WESTERN EXTERMINATOR CO.Annex & Garage rodent control 426.50
80587 Check 09/27/2019 10151 - SAFETY KLEEN SYSTEMS INC SFO parts cleaning tank service 423.28
80583 Check 09/27/2019 11335 - PITNEY BOWES GLOBAL FINANCIAL SERVICES LLC Postage machine lease 6/30/19 - 9/29/19 422.37
1257 EFT 10/04/2019 10187 - GARDENLAND POWER EQUIPMENT Stihl Brush cutter carburetor, Parts for Pole Pruner 418.21
1261 EFT 10/04/2019 12102 - Margaret Lois Berendsen Docent Training Services 400.00
1237 EFT 09/27/2019 11479 - Rootid, LLC Website maintenance - 4 retainer hours 378.00
80586 Check 09/27/2019 10935 - RICE TRUCKING-SOIL FARM Water Delivery at Toto Ranch 371.01
80566 Check 09/27/2019 *12041 - A T & T Mobility (FirstNet)EOC Emergency Phones - 8 wireless 352.81
80574 Check 09/27/2019 11094 - COASTSIDE TECHNICAL SERVICES Repair Oven at Toto Ranch 349.25
80585 Check 09/27/2019 *10093 - RENE HARDOY AO Gardening Services 325.00
80580 Check 09/27/2019 10190 - MetroMobile Communications Vehicle Radio Installation 308.18
1269 EFT 10/04/2019 10302 - STEVENS CREEK QUARRY INC FOOSP - Rock material for road repairs 243.54
1267 EFT 10/04/2019 11519 - PRICE, POSTEL & PARMA LLP Burkhart Litigation 200.00
1231 EFT 09/27/2019 11326 - LEXISNEXIS Legal Reference Online Subscription August 2019 198.00
1246 EFT 09/27/2019 11596 - Toshiba America Business Solutions Printer supplies 170.18
1266 EFT 10/04/2019 12060 - Preferred Alliance, Inc.Medical laboratory services 160.00
80608 Check 10/04/2019 12103 - Heidi S. McFarland Docent Training Services 150.00
80573 Check 09/27/2019 10168 - CINTAS Shop Towel Service (FFO & SFO)128.48
1249 EFT 09/27/2019 12081 - Wolff, Elena NRD Intern Mileage Reimbursement August 2019 115.19
80607 Check 10/04/2019 10186 - FEDERAL EXPRESS Shipping 112.76
80569 Check 09/27/2019 10294 - AmeriGas - 0130 FFO propane tank rental 8/1/19 - 7/31/20 95.92
1241 EFT 09/27/2019 11042 - SANTA CLARA COUNTY-OFFICE OF THE SHERIFF Live Scan Service - April 2019 69.00
80565 Check 09/27/2019 *11880 - A T & T (CALNET3)Mt. Um Safety Phone 46.58
page 4 of 11
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-26
MEETING DATE: October 09, 2019 Fiscal Year to date EFT:49.69%
Fiscal Year 18-19 EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt
by vendors
80575 Check 09/27/2019 10463 - DELL BUSINESS CREDIT Hardware Support Request 39.00
80577 Check 09/27/2019 10421 - ID PLUS INC L&F Staff Name tag - Ward 14.50
Grand Total 658,591.28
*Annual Claims
**Hawthorn Expenses
A### = Administrative Office Vehicle HR = Human Resources P### = Patrol Vehicle SCNT = Stevens Creek Nature Trail
AO2, AO3, AO4 = Leased Office Space IPM = Invasive Plant Maintenance PCR = Purisima Creek Redwoods SCS = Stevens Creek Shoreline Nature Area
BCR = Bear Creek Redwoods ISM = Invasive Species Management PIC= Picchetti Ranch SFO = Skyline Field Office
CAO = Coastal Area Office LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap
CC = Coal Creek LR = Long Ridge RR = Russian Ridge SJH = Saint Joseph's Hill
DHF = Dear Hollow Farm LT = Los Trancos RR/MIN = Russian Ridge - Mindego Hill SR= Skyline Ridge
ECdM = El Corte de Madera M### = Maintenance Vehicle RSA = Rancho San Antonio T### = Tractor or Trailer
ES = El Sereno MB = Monte Bello RV = Ravenswood TC = Tunitas Creek
FFO = Foothills Field Office MR = Miramontes Ridge SA = Sierra Azul TH = Teague Hill
FOOSP = Fremont Older Open Space Pres.OSP = Open Space Preserve SAO = South Area Outpost TW = Thornewood
GP = General Preserve SAU = Mount Umunhum WH = Windy Hill
Abbreviations
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT Wells Fargo Credit Card - August 2019
MEETING # 19-26
MEETING DATE 10-09-19
Posting Date Amount Description
8/12/2019 150,000.00 Comcast Install cost for fiber-optic internet at SFO/FFO.
8/22/2019 16,689.00 EDiS Building systems roofing materials TOTO Ranch barn
8/12/2019 7,840.00 Tree removal - PR
8/9/2019 6,593.38 M228 - Winch and Bumper
8/5/2019 3,922.50 Deposit for VRE catering - Absolute BBQ Company.
8/6/2019 3,206.75 Doors and winch for CAO Polaris Ranger EV
8/5/2019 2,926.83 Monthly District phone services.
8/5/2019 2,694.00 BlueBeam CAD PDF Software
8/7/2019 2,610.00 Culvert replacement
8/8/2019 2,591.89 Lodging installment for Ranger Academy - Augustine
8/30/2019 2,359.40 MAA t-shirts for VRE
8/6/2019 1,823.56 Catering Services - Legislative Luncheon
8/16/2019 1,714.06 Non-ethanol small engine fuel
8/26/2019 1,169.40 3 back pack pumps 3 pump carrier brackets 1 pulaski 1 mcloed 1 ball shutoff
8/15/2019 1,163.00 Medical expenses for pre-employment exams
8/19/2019 1,114.79 County of Santa Clara demo permit fees for Lysons Demo Project
8/22/2019 1,089.73 Plastic totes for seed storage
8/6/2019 1,083.81 Dog Waste Receptacle Bins
8/19/2019 1,019.28 County of Santa Clara demo permit fees - Lysons Demo
8/8/2019 941.66 Sit/stand desk set-up for GMO
8/12/2019 924.18 Legal Ad for Ravenswood Bay Trail Connection Mitigation Work RFB
8/30/2019 890.00 City of Los Altos - permit fee Initial Design Review/CEQA Exemption for new AO
8/23/2019 820.00 Twin Creeks water line
8/2/2019 812.14 Spray equipment/herbicide spray gun
8/9/2019 744.92 T51 fifty hour service Kubota kx40
8/5/2019 660.00 2 day IRWA class, C100, Principles of Land Acquisition
8/7/2019 616.32 Postcard Mailer - Wildland Fire
8/9/2019 595.00 Conf registration fees - CLA 2019 Annual Meeting
8/30/2019 589.85 MAA t-shirts for web store
8/2/2019 562.68 Lodging for IRWA 2 day class C100, Principles of Land Acquisition.
8/8/2019 562.09 Sit/Stand desk
8/16/2019 545.00 Registration for National Association for Interpretation conference in Denver
8/5/2019 535.01 County of Santa Clara pre-screen application fee - Twin Creeks ranger housing
8/14/2019 533.00 Conf Registration fees -National Assoc for Interpretation
8/2/2019 520.80 Lodging during environmental DNA workshop.
8/6/2019 519.93 Fire Boots
8/1/2019 500.00 Deposit for upcoming Bobcat UTV Service - ATV 12
8/28/2019 500.00 Sponsorship of Outdoor Afro Glamp Out Gala 2019
8/5/2019 500.00 deposit for drain camera 5050 sewer line locator
8/21/2019 491.13 FOOSP Sanitation Services
8/21/2019 481.99 SA/Kennedy Sanitation Services
8/16/2019 460.38 windows for INE ranch
8/21/2019 457.29 P20 Honda Pioneer Annual Service and Tire Inspection
8/22/2019 425.00 SA-Mt Um Summit - Canopy rental for debris protection
8/29/2019 422.50 Hazardous waste materials permit for SFO and FFO
8/28/2019 398.00 Two bat houses at Lysons demolition site
8/26/2019 391.62 Postcard Mailer - RSA Mtn Lion
8/2/2019 385.19 HazMat Disposal
8/19/2019 381.94 Hotel for CA Climate Action Planning Conf 8/14/19-8/16/19
8/20/2019 380.80 Classified ad Santa Cruz Sentinal for the EC SAO Renovation Project package
8/13/2019 380.11 Fuel filters and routine service - ATV 12 - Bobcat UTV
8/16/2019 373.77 RW - Construction Notification
8/13/2019 370.74 Cleaning fees for Ranger Academy lodging
8/29/2019 360.00 Conf registration - State of the Estuary Conference
8/6/2019 360.00 UC Davis CEQA course regarding updates to SB743
8/29/2019 360.00 Conf registration - State of the Estuary Conference
8/9/2019 335.32 SAO Supplies
8/9/2019 334.75 Building Permit for Bergman Phase III
8/27/2019 320.71 Postcard Mailer - La Honda Working Group
8/6/2019 316.51 AO Monthly Water Service
8/22/2019 313.56 INE cabin paint supplies
8/8/2019 313.11 FFO - Shop Supplies
8/21/2019 306.31 Food for Staff Public Meeting
8/15/2019 301.47 INE house siding
8/21/2019 300.00 Awards for SRE photo contest
8/16/2019 295.00 Asbestos Training
8/5/2019 292.00 Monthly Storage Unit Fee
8/26/2019 289.95 Training Snacks
8/7/2019 288.75 FFO - Filters for Ice-Makers
8/14/2019 280.00 Venue rental fee for 8/20 Wildland Fire Resiliency public meeting
8/21/2019 280.00 Los Gatos Adult Recreation Ctr. rental for the 8/27 BC Stables Meeting.
8/23/2019 276.98 SA-Mt Um Temp Fencing Rental
8/1/2019 270.00 ID Badge printing software
8/27/2019 267.81 Shredding services
8/26/2019 267.02 DHF - Garden Fence Materials
8/27/2019 264.00 Bear Creek Redwoods Water Bottle Web Store Order
8/28/2019 261.53 Office Supplies - 8.5x11 copy paper
8/23/2019 252.06 Sandwiches for staff and public - Wildland Fire Resiliency public meeting in Woodside
8/29/2019 250.47 New employee lunch
8/12/2019 250.00 Refundable security deposit - conf lodging
8/13/2019 249.90 DHF - Garden Fence Materials
8/12/2019 244.85 Patrol / first aid supplies
8/21/2019 240.90 Sandwiches - public meeting
8/23/2019 229.69 INE cabin drain supplies
8/29/2019 225.00 Web hosting - July
8/26/2019 216.91 Sandwiches 8/22 La Honda Public Access Working Group Meeting.
8/28/2019 215.61 Board meal - 8/28 meeting
8/21/2019 212.54 LED light upgrade parts for AO1
8/19/2019 212.50 E-mail Marketing - July
8/26/2019 210.00 International Institute of Municipal Clerks Annual Membership
8/20/2019 205.21 Decor items for Volunteer Recognition Event.
8/1/2019 199.88 Lunch for RP/LF Cloverdale tour
8/27/2019 198.24 2 - Carburetor Overhaul Kits
8/13/2019 194.95 Kitchen Supplies - regular coffee
8/23/2019 192.96 Toilet paper, bottled water and kleenex
8/6/2019 191.96 collapsible traffic cones for SUV patrol vehicles
8/16/2019 187.89 Board Meeting Meal for August 15 2019
8/27/2019 182.54 Three boxes of laminating sheets for Planning
8/28/2019 182.43 PC Bridge re-decking supplies
8/30/2019 179.97 Airline travel for Cityworks Conference
8/27/2019 170.00 CA Parks and Rec. Society Membership
8/9/2019 166.89 Handcuffs for Rangers
8/29/2019 166.60 Airfare - CalJPIA Educational Forum (reimbursed by CalJPIA)
8/15/2019 160.56 Decor items for Volunteer Recognition Event.
8/28/2019 159.96 FFO 11x17 Laminating Pouches
8/8/2019 159.10 Sunsreen for field staff
8/5/2019 156.96 Poster boards for legislative lunch
8/30/2019 151.97 lock handle for AO2
8/2/2019 151.42 Hydrant Fittings
8/14/2019 150.54 FFO Kitchen Supplies
8/1/2019 148.93 parts for gas line at MB cabin
8/9/2019 148.24 Legal ad for Toto Perimeter Fence
8/8/2019 145.68 DHF - Gate Parts
8/9/2019 143.88 Legal ad for Bergman Phase III
8/2/2019 143.53 DHF - Hand Tools
8/19/2019 137.95 Vehicle repair
8/22/2019 132.30 Airfare - National Assoc for Interpretation conference
8/22/2019 132.30 Airfare - National Assoc for Interpretation conference
8/21/2019 131.73 INE cabin siding supplies
8/21/2019 128.99 Snacks/refreshments for the 8/21/19 Bear Creek Tour
8/26/2019 128.92 2 fire helmets for X27, X51
8/28/2019 128.52 INE house siding and trim material
8/1/2019 126.27 Medicated poison oak scrub
8/12/2019 125.35 Printing of Contractor Brochures
8/15/2019 122.63 Pair of Mens size 10 boots for use in the field.
8/26/2019 119.40 PPEs - Neck Shrouds
8/16/2019 119.30 First Aid Kits for NR staff
8/9/2019 119.08 Table extension AO3 LF
8/26/2019 118.73 SAO - Wood Stakes
8/28/2019 115.35 Bear Creek Stables Community Meeting Staff Dinner
8/30/2019 115.00 Panel lunch - Maintenance Supervisor Interviews
8/26/2019 114.60 Items purchased for gift basket for the 9/14 VRE
8/12/2019 110.93 Oil change for M230
8/14/2019 110.00 International Institute of Municipal Clerks Membership
8/21/2019 107.65 Recruitment oral board lunch - 5 people
8/8/2019 104.54 Signs for hazardous materials shed
8/15/2019 104.43 Office Supplies - 24x36 foam board requested by GIS
8/12/2019 102.95 Mirror for mowing tractor
8/23/2019 102.47 Sr Grants Procurement Tech recruitment panel lunch
8/12/2019 100.08 Office Supplies - tissues, dish detergent, file folders, clipboards
8/9/2019 100.00 Cal IPC Membership
8/19/2019 100.00 Volunteer Recognition Event
8/30/2019 100.00 Volunteer Recognition Event
8/26/2019 100.00 Outreach event fee
8/30/2019 99.00 iPhone Mt. Um App Registration - 2019
8/5/2019 96.82 Flowers for Legislative Luncheon
8/6/2019 96.60 Airfare - IRWA 2 day class C100, Principles of Land Acquisition.
8/21/2019 92.02 Extension poles for acorn colling
8/28/2019 92.01 Name tag inserts/holders for VRE
8/9/2019 91.48 SA-Twin Creeks Pump House Lock
8/1/2019 89.78 Facebook Advertising - July
8/19/2019 88.36 PL/E&C gift basket items - VRE
8/1/2019 87.67 Replacement parts for Canycom equipment
8/26/2019 87.00 Santa Clara County EMT re-cert
8/26/2019 86.14 Trail camera batteries for RSA Mtn lion detail
8/27/2019 84.60 Midpen Online Store - July
8/16/2019 84.03 storage boxes and number keypad
8/21/2019 83.71 Decor items for Volunteer Recognition Event.
8/29/2019 83.55 Side trim for A101
8/9/2019 83.40 FFO - Fitting for Hydrant
8/9/2019 80.00 CA Lawyers Assoc - $40 CLA Membership/$40 Real Property Law
8/5/2019 79.55 SAO back-up ice machine 2x filters special order
8/27/2019 79.38 Laundry Detergent
8/16/2019 78.10 Gift basket items for Volunteer Recognition Event
8/16/2019 76.89 SAO - Door Locks
8/28/2019 74.84 AO Water Supply parts
8/1/2019 74.08 FFO Supplies needed for BCR project
8/1/2019 74.00 Livescan finger prints for District Notary
8/15/2019 72.09 Office supplies, wall file, and coffee
8/15/2019 72.00 Gift certificate - dining at SF restaurant for Volunteer Recognition Event gift basket
8/5/2019 71.88 Online photo management - 2019
8/14/2019 71.11 Office Supplies - requested by Legal
8/20/2019 70.50 Refreshments for public - Wildland Fire Resiliency public meeting in Half Moon Bay
8/8/2019 70.00 Replacement part for TRAFx trail counter
8/22/2019 70.00 Room Rental MV Community Center - Board Retreat 12/5/19
8/22/2019 70.00 Room Rental MV Community Center - Board Retreat 02/27/20
8/1/2019 69.95 Duty belt back brace
8/19/2019 68.59 Frozen mice food for gopher snakes
8/7/2019 67.58 Department stickers
8/29/2019 67.18 Office Supplies
8/2/2019 66.46 File frame kits
8/29/2019 64.71 Lunch for staff meeting held during lunch hours
8/15/2019 63.43 Office Supplies
8/7/2019 63.12 Snacks/refreshments - BAOSC Input Session on 8/7/19
8/23/2019 60.75 E&C gift basket items - VRE
8/14/2019 60.00 Parking pass for Ranger Academy
8/26/2019 59.71 Snacks/refreshments for 8/22 PAWG Meeting.
8/8/2019 59.41 MBC propane line install for dryer
8/7/2019 59.32 MBC drain line for washer LED exterior lighting
8/5/2019 57.88 Small Engine Parts
8/22/2019 57.39 INE cabin paint supplies
8/30/2019 56.80 Plexiglass for St. Josephs hill signboard
8/2/2019 56.68 evap fan for fridge in AO4
8/19/2019 56.63 Lunch - Twin Creeks site visit with Moore Foundation
8/1/2019 55.96 Snacks for volunteer projects.
8/2/2019 54.66 Insect repellent
8/12/2019 54.63 rebuild kit for womens restroom toilet in AO1
8/5/2019 54.57 HDX frig filter for SAO
8/12/2019 54.50 Blank Stock of Postcard Paper 110# Index
8/19/2019 53.96 Hip waders for water resources intern
8/9/2019 53.85 Coffee for BAOSC event - Midpen sponsored
8/2/2019 53.00 VRE gift basket purchases
8/26/2019 52.48 Items for Finance Volunteer Recognition Event Basket
8/13/2019 51.70 Patrol / first aid bags
8/9/2019 51.31 Snacks/refreshments - BAOSC Input Session on 8/7/19
8/21/2019 51.24 2 way office phone
8/29/2019 50.78 Lock lube, lubricant for pad locks
8/15/2019 50.06 Snacks for volunteer projects.
8/2/2019 50.00 Silicon Valley Bicycle Coalition bicycle summit
8/26/2019 50.00 Gift cert for E&C VRE gift basket.
8/30/2019 50.00 FFO Back Internet service.
8/26/2019 50.00 Clerks Project Management Training
8/15/2019 49.91 Office Supplies - foam board requested by GIS
8/19/2019 49.00 Social Media Monitoring - July
8/15/2019 48.99 Office Supplies - 20x30 foam board requested by GIS
8/21/2019 47.50 Refreshments - Wildland Fire Resiliency public meeting
8/5/2019 47.28 Bulletin board and keyboard cleaner
8/15/2019 46.02 Office Supplies - envelopes, binder clips, scissors
8/21/2019 45.47 Glue/solvents
8/30/2019 44.24 INE Painting materials and caulking
8/1/2019 43.97 Items from HR for VRE
8/19/2019 43.78 Office supplies
8/21/2019 43.60 New Master Keys for 5050 El Camino Real
8/19/2019 43.51 FFO - Supplies
8/14/2019 42.99 Mean Green Scrub
8/29/2019 42.50 Online Web Forms - July
8/7/2019 40.32 Ranger Academy gun cleaning kit
8/1/2019 40.32 Items from HR for VRE
8/13/2019 40.00 FasTrak account recharge
8/23/2019 39.95 Chris Perry promotion recognition celebration
8/20/2019 39.86 Items for VRE gift basket
8/7/2019 39.83 Office Supplies
8/2/2019 39.17 Legislative Luncheon
8/26/2019 39.00 Online PDF Viewer - July
8/23/2019 38.16 Bleach
8/29/2019 37.06 Purchase of VRE Gift Basket items
8/5/2019 37.02 District Bike inner tubes, chain lube.
8/5/2019 36.85 Office Supplies
8/29/2019 36.43 Refreshments - New Employee Welcome Event
8/12/2019 35.43 Postcards for mailing
8/14/2019 35.39 Trailer lighting repair
8/19/2019 35.23 Supplies for pedestrian/vehicle counters
8/26/2019 35.00 Cost for National Association for Intepretation webinar - training
8/23/2019 35.00 Nnew member registration for Toastmasters
8/29/2019 34.97 Purchase of Volunteer Recognition Event Gift Basket Prizes
8/26/2019 34.92 batteries for game cameras - RSA
8/12/2019 34.86 Contact tips for millermatic series
8/30/2019 33.18 Shop hand soap
8/29/2019 33.16 Food for meetings
8/5/2019 32.60 SFO Water system supplies
8/9/2019 32.00 Fuel for A104 Prius missing WEX card
8/15/2019 31.88 Office Supplies
8/28/2019 31.07 INE cabin caulking
8/19/2019 30.99 Had E&C car A-105 washed for the event at Pescadero Arts Fair.
8/26/2019 30.31 District Policy Handbook
8/21/2019 30.30 Items for VRE dept gift basket
8/26/2019 29.87 gas for P118
8/2/2019 29.80 Insect repellent
8/19/2019 29.01 Office Supplies
8/26/2019 28.55 District logo polo shirt for new Planning Staff member
8/26/2019 28.55 District logo polo shirt for new Legal Dept. employee.
8/26/2019 28.20 Office Supplies - Natural toned labels requested by HR
8/20/2019 28.00 Name Badges for Staff
8/19/2019 27.96 Cookies for Public Meets
8/15/2019 27.90 Office Supplies - clear mounted inbox - requested by Legal
8/19/2019 27.20 Bottles of water for visitors
8/16/2019 26.99 Power cube extension
8/13/2019 26.98 Dessicant packs for TRAFx counters
8/13/2019 26.55 Bat house bolts
8/16/2019 26.32 Office supplies - writing pads, staple remover
8/26/2019 25.98 Lanyards for volunteer/docent awards at recognition event
8/1/2019 25.63 Office Supplies
8/16/2019 25.00 CSDA Communications class
8/23/2019 25.00 Parking for BALAG meeting in Sacramento
8/12/2019 24.28 SAO - Supplies
8/8/2019 23.98 MBC - electrical repair LED light install
8/13/2019 23.70 Decor items for Volunteer Recognition Event.
8/30/2019 23.70 Decor items for Volunteer Recognition Event.
8/2/2019 23.41 FFO Supplies needed for BCR project
8/22/2019 23.08 Items and gift basket for PL VRE gift basket
8/20/2019 21.98 Fruit picker poles
8/5/2019 21.76 Thank you cards
8/19/2019 20.87 Replacement parts for Canycom
8/15/2019 20.33 Office Supplies
8/15/2019 20.15 Office supplies, cleaning wipes
8/16/2019 20.05 Card stock - La Honda Public Access Working Group
8/7/2019 20.04 Tool Parts
8/6/2019 20.00 newspaper subscription renewal
8/5/2019 19.65 Snacks for field crew
8/19/2019 18.72 Air dust for keyboards
8/26/2019 18.51 Purchase of supplies for VRE gift baskets.
8/13/2019 16.95 Decor items for VRE
8/30/2019 16.75 Name Badges for Staff
8/12/2019 16.33 Repair, deck mower parts
8/29/2019 15.98 Items for Finance VRE Basket
8/20/2019 15.96 Ongoing newspaper subscription
8/26/2019 15.00 EMT Continuing Ed Class
8/30/2019 14.00 VRE supplies
8/9/2019 13.29 Fed Ex postage
8/22/2019 13.19 Spark arrestor for the Weed Wacker
8/28/2019 13.06 Items for Finance VRE Basket
8/29/2019 13.02 Kitchen Supplies - napkins
8/2/2019 12.97 Volunteer Supplies
8/21/2019 12.50 P21 Keys for Polaris
8/23/2019 12.18 Volunteer Supplies
8/30/2019 12.18 Maintenance Supervisor Panel interviews - breakfast 8/29/19
8/29/2019 11.99 headlight bulb for P88
8/29/2019 11.77 Purchase of Basket for VRE
8/16/2019 11.21 SAO - Supplies
8/30/2019 11.20 Shipping cost for a parts return - V Belts
8/21/2019 10.98 Food for recruitment oral board interviews
8/29/2019 10.89 Basket for Finance Volunteer Recognition Event Basket
8/29/2019 10.89 Gift basket for 2019 VRE
8/12/2019 10.85 Weights for canopy for events.
8/14/2019 10.75 Office Supplies - packet of scotch tape rolls
8/30/2019 10.55 Raffle tickets for VRE
8/9/2019 10.18 Volunteer Supplies
8/29/2019 9.96 Refreshments for docent meeting
8/6/2019 9.79 mini binder clips and hand soap for AO2
8/1/2019 8.60 Micro SD Card
8/7/2019 8.24 Bolts to repair work stand
8/26/2019 8.18 Basket for Finance Volunteer Recognition Event Basket
8/9/2019 7.62 Fed Ex postage
8/29/2019 7.30 Postage
8/12/2019 7.00 GIS Help Desk System
8/23/2019 6.52 Ice - Bear Creek Staff Tour.
8/12/2019 6.25 Parking for the SCA celebration
8/19/2019 5.98 VRE supplies
8/16/2019 5.88 Volunteer Supplies
8/22/2019 5.45 Distilled water for utv batteries, CAO
8/26/2019 4.99 Snacks - 8/22 La Honda PAWG Meeting.
8/30/2019 4.76 Phone cord
8/6/2019 2.00 Parking at San Mateo County - Mtg with Supv. Horsley - Car 2
8/5/2019 1.98 sewer line markers new 5050 bldg.
8/6/2019 1.00 Parking at San Mateo County - Mtg with Supv. Horsley - Car 1
Rev. 1/3/18
R-19-132
Meeting 19-26
October 9, 2019
AGENDA ITEM 3
AGENDA ITEM
Approval of Settlement Terms and Authorization to Execute a Corrected Easement in Exchange
for Dismissal of Scranton v. Prokofyeva and Midpeninsula Regional Open Space District, Santa
Clara County Superior Court Case No. 19CV345161, a Quiet Title Action related to Access on a
Private Access Road, in Sierra Azul Open Space Preserve (Santa Clara County Assessor’s Parcel
Number 532-25-051)
GENERAL MANAGER AND GENERAL COUNSEL’S RECOMMENDATIONS
1.Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act (CEQA), as set out in the staff report.
2. Approve the settlement terms outlined in the report, and adopt a Resolution authorizing the
execution of a corrected and amended easement to acknowledge an existing easement on a
private access road that crosses Sierra Azul Open Space Preserve.
SUMMARY
The purpose of this item is to fully resolve a quiet title action filed against the Midpeninsula
Regional Open Space District (District) in Santa Clara County Superior Court (Scranton v.
Prokofyeva and Midpeninsula Regional Open Space District, Case No. 19CV345161) in March
2019. The complaint generally alleged that the Scrantons had a preexisting easement across
District property that did not clearly benefit the Scranton parcel in the District’s chain of title.
With the assistance of First American Title Insurance Company, the District has confirmed that
an existing private access road shared with two neighbors also benefits the Scrantons’ parcel for
ingress, egress, and utilities. To resolve the action and recognize preexisting rights across
District property, the General Manager and General Counsel recommend approving a corrected
and amended easement that acknowledges and modernizes the existing easement to reflect that
the easement benefits the Scranton parcel. These actions would have no fiscal impact.
DISCUSSION
The District purchased the 45-acre property underlying the private access road in March 1989
(see report R-89-12) and dedicated it as public open space in December of 1989 (“District
Property”). The purchase was made with a contribution from the Town of Los Gatos, which
holds an open space easement on the District Property. The affected parcel is a portion of the
Kennedy-Limekiln area of the Sierra Azul Open Space Preserve. The private access road serves
several properties on the ridgeline above the Town of Los Gatos, and it also traverses a section of
the District Property.
R-19-132 Page 2
In 2005, Scranton purchased a parcel adjacent to the District Property with an existing single-
family residence (Scranton Property). There is an existing driveway on the northern boundary of
the District Property that is shared with another private neighbor, Prokofyeva (the other
defendant in the Scranton’s legal action). The District and Prokofyeva each own half the width
of the driveway to the center line.
In March 2019, Scranton initiated a quiet title action (“the Action”) against the District and
Prokofyeva, seeking acknowledgement of the access easement across the private access road to
serve the Scranton Property. The District, with the assistance of First American Title Company,
determined that the Scranton Property was in fact benefited by an existing easement on the
private access road, but that this easement did not appear in the District’s chain of title as
burdening the District Property and benefiting the Scranton Property.
Under the terms of the easement, the District would have no responsibility for repair or
maintenance of the driveway within the easement area. There is already a structure on the
Scranton parcel, so executing the corrected and amended easement does not facilitate new
development. Any future improvements within the easement, or development of the Scranton
Property to be served by the easement, would be subject to local zoning restrictions, land
development policies, and utility service requirements. The width of the existing paved
driveway within the easement would only be increased to meet updated regulatory requirements.
Settlement Agreement
Scranton agrees to dismiss the action filed against the District in exchange for the District
executing a corrected and amended easement recognizing Scranton’s right to use the portion of
the private access road for ingress, egress, and utilities to serve a single family residence.
FISCAL IMPACT
There are no costs associated with Board approval of this item. The District did not incur any
costs related to the Action due to sharing of nominal survey costs among all of the parties to the
Action and insurance coverage under the District’s title insurance policy.
BOARD COMMITTEE REVIEW
There was no Committee review for this agenda item. The Board provided direction regarding
resolution of the legal action in closed session.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. District staff notified the Town of Los
Gatos regarding the corrected easement due to the Town’s open space easement on the property,
and its involvement in the District’s 1989 acquisition of the property.
CEQA COMPLIANCE
Project Description
The project consists of recording a corrected easement to acknowledge access to a residential
parcel along an existing driveway.
R-19-132 Page 3
CEQA Determination
The project will not have a significant effect on the environment. The project is categorically
exempt from CEQA under Article 19, Sections 15301 of the CEQA Guidelines as follows:
Section 15301 exempts operation, repair, restoration, maintenance, permitting, leasing,
licensing or minor alteration of existing public or private structures, facilities, mechanical
equipment, or topographical features, involving negligible or no expansion of use beyond
that existing at the time of the lead agency’s determination.
The corrected easement acknowledges the right to use an existing driveway by a neighboring
property owner. The driveway was likely constructed as early as 1955. The alignment and
location of the driveway is not expected to be altered, and any alteration would be negligible.
NEXT STEPS
Pending Board approval, the corrected easement will be executed and delivered to Scranton to be
recorded.
Attachments
1. Resolution authorizing the recording of a corrected and amended easement benefiting
Santa Clara County Assessors Parcel Number 532-25-013
2. Location Map
Responsible Department Head:
Michael Williams, Real Property Manager, Real Property Department
Contact person:
Allen Ishibashi, Senior Real Property Agent
Hilary Stevenson, General Counsel
Graphics prepared by:
Nathan Grieg, Data Analyst II
Attachment 1
1
RESOLUTION NO. 19-__
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT (DISTRICT)
APPROVING AND AUTHORIZING THE PRESIDENT OF THE BOARD,
GENERAL MANAGER, OR OTHER APPROPRIATE OFFICER TO
EXECUTE A CORRECTED AND AMENDED EASEMENT IN FAVOR OF
SCRANTON, AND AUTHORIZING THE GENERAL MANAGER AND
GENERAL COUNSEL TO EXECUTE ANY AND ALL OTHER
DOCUMENTS NECESSARY OR APPROPRIATE TO COMPLETE THE
TRANSACTION AND SETTLE THE LITIGATION (SIERRA AZUL
OPEN SPACE PRESERVE)
WHEREAS, the Midpeninsula Regional Open Space District (“District” or “MROSD”) owns a
property which is the subject of a legal action known as Scranton v. Prokofyeva and MROSD,
Santa Clara County Superior Court Case No. 19CV345161 (the “Action”), which is a quiet title
action related to access on a private access road, in Sierra Azul Open Space Preserve (Santa
Clara County Assessor’s Parcel Number 532-25-051); and
WHEREAS, with the assistance of First American Title Insurance Company, the District has
confirmed that an existing private access road shared with two neighbors benefits the Scranton
parcel for purposes of ingress, egress, and utilities; and
WHEREAS, in order to resolve the Action and recognize preexisting rights across District
property, the General Manager and General Counsel recommend approving a corrected and
amended easement that acknowledges and modernizes the existing easement to reflect that the
easement benefits the Scranton parcel.
NOW, THEREFORE, the Board of Directors of the Midpeninsula Regional Open Space District
does resolve as follows:
Section One. The General Manager, President of the Board of Directors or other appropriate
officer is authorized to execute the corrected easement across District Property (Assessors Parcel
Number 532-25-051) benefiting the Scranton Property (Assessors Parcel Number 532-25-013).
Section Two. The General Manager and General Counsel are authorized to execute any and all
other documents necessary or appropriate to the completion of the transaction and settlement of
the litigation. The General Manager and General Counsel are further authorized to approve
minor or technical revisions to the documents that do not involve any substantial changes to any
terms of the documents, and which are necessary or appropriate to the closing or implementation
of this transaction and settlement of the litigation.
* * * * * * * * * * * * * * * *
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on ______, 2019, at a Regular Meeting thereof, by the following vote:
AYES:
Attachment 1
2
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Secretary
Board of Directors
President
Board of Directors
APPROVED AS TO FORM:
General Counsel
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.
District Clerk
Sierra Azul OSP
APN: 532-25-051
Scranton Property
APN: 532-25-013
Prokofyeva
(Co-defendant)
APN: 532-25-045
Private Access Road per Litigation
Blac
k
b
e
r
r
y
H
i
l
l
R
d
16001
4
0
0
1200
1600120
0
1600
12
0
0
SIERRA AZUL OPEN
SPACE PRESERVE
Midpeninsula Regional
Open Space District
(Midpen)
9/27/2019
Scranton LitigationPath: G:\Projects\Sierra_Azul\Scranton\SA_ScrantonLitigation_20190927.mxdCreated By: ngreig0 600300
FeetI
While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features.
Sierra Azul Open Space Preserve
Private Property
Private Access Road per Litigation
Area of
Detail
ÄÆ84
ÄÆ82
ÄÆ35ÄÆ9ÄÆ236
ÄÆ35
ÄÆ17
ÄÆ101ÄÆ280
ÄÆ280
ÄÆ1
ÄÆ85
Campbell
East
Palo Alto
Los Altos
Mountain View
Palo Alto
Cupertino
Saratoga
Los Gatos
Milpitas
Santa Clara
San
Jose
Select Parcels
ATTACHMENT 2
R-19-130
Meeting 19-26
October 9, 2019
AGENDA ITEM 4
AGENDA ITEM
Administrative Office Project – Design Development Approval
GENERAL MANAGER’S RECOMMENDATION
Approve the design development plans to reconfigure and repurpose the recently purchased office
building located at 5050 El Camino Real, Los Altos, California, allowing the project to proceed
into construction documents and permitting.
SUMMARY
At a study session meeting on September 11, 2019, the Board of Directors (Board) reviewed and
provided feedback on the latest rendition of the design development plans for the Administrative
Office Reconfiguration Project (AO or Project). At the October 9, 2019 public meeting, the Board
will review and provide direction on the following outstanding design items:
• Exterior Sign
• Source Wood Material
• Lobby/atrium layout
• Boardroom layout
The design consultant, Noll & Tam Architects (Noll & Tam), will also present the updated design
development plans and cost estimate. The current cost estimate based on the updated design
development plans ranges from approximately $26.3 to $26.9 million, below the Board approved
project budget of $27.4 million. The Board will review the plans and cost estimate to confirm that
the project as designed meets the Board-approved project goals, program elements, design
direction, and project budget. Based on this review, the Board will consider approving the design
development plans, with any final design direction incorporated, allowing Noll & Tam to proceed
into the next project phase - construction documents and permitting.
BACKGROUND
Midpeninsula Regional Open Space District (District) has been evaluating options to address the
lack of sufficient administrative office space to meet ongoing and long-term business needs since
2015, as the organization began to undergo significant internal restructuring to accelerate project
delivery, expand public service delivery, and ensure sufficient resources to manage public land
and access facilities. At the July 2017 public meeting, the Board adopted a resolution to enter
into a purchase and sale agreement for the building located at 5050 El Camino Real, Los Altos,
CA (R-17-90). Escrow closed on the purchase on February 1, 2019.
R-19-130 Page 2
At the December 6, 2017 public meeting, the Board approved the Space Needs Assessment & Basic
Program Report (R-17-128) for the Project. At the August 22, 2018 public meeting, the Board
approved a contract with the design consultant, Noll & Tam, to assess and design the new AO
based on the Board-approved project design goals, program elements, and space needs (R-18-97
and R-18-100). At the October 24, 2018 public meeting, District staff and the Board began the
design process for the new AO by prioritizing project goals and space needs (R-18-123).
From January through May 2019, the Board held a public open house and several public meetings
to review and provide feedback on the evolving schematic design scope of work, cost estimates,
and alternatives to reduce total project costs. At the May 22, 2019 public meeting, the Board
approved the final schematic design and associated cost estimate (R-19-64). On the same date, the
Board approved a contract amendment with Noll & Tam to continue with the remaining phases of
the Project, including design development, construction documents, permitting assistance,
construction administration, and as-built drawings.
After incorporating Board feedback during the schematic design phase, Noll & Tam proceeded with
the design development phase to further develop and describe the size and character of the design
elements. At the September 11, 2019 Board study session, the following items were presented and
discussed:
• Exterior public site improvements, including pedestrian ramp, outdoor public entrance
amenities, landscape trees, parking stalls, outdoor exterior public space, and exterior sign.
• Interior public space improvements, including materials and color, lobby and atrium
layout, source wood material, bird safe design update, and restroom layouts.
• Boardroom layout, including seating, dais, projector, ceiling material, and finishes.
DISCUSSION
After incorporating Board feedback from the September 11, 2019 study session, staff and Noll &
Tam proceeded to update the design development plans and renderings. The four updated Project
components that follow will be discussed at the October 9, 2019 public Board meeting to
incorporate final Board direction.
Exterior Sign
A standard District logo exterior office sign will be installed at the corner of El Camino Real and
Distel Circle. At the September 11, 2019 study session, the Board provided feedback on two design
alternatives and requested Noll & Tam to provide a third option that accentuates the aesthetic of the
first two alternatives and blends well with the existing volcanic rock wall. The first original
alternative consists of a standard District logo mounted on a vertical wood panel. The existing “Los
Altos Woods” logo metal panel wall would be replaced with volcanic rock wall to match the
adjacent material. The new District logo sign (approximately 6 feet high and 4 feet wide) would be
installed above and behind the existing volcanic rock wall. The second alternative presented
replaced the existing “Los Altos Woods” panel wall and a portion of the volcanic rock wall with a
wood panel wall (approximately 4 feet high and 12 feet wide) with the District name, address, and
logo. The third and new alternative incorporates the standard District logo and lettering and would
be inset into the volcanic rock wall. See Attachment 1 for renderings.
R-19-130 Page 3
Source Wood Material
District staff and Noll & Tam are looking into the reuse and repurposing of felled trees, stockpiled
wood, and/or non-native trees identified for removal. Some architectural usage of this material
includes stair treads, handrails, benches, interior finishes, desks, signage, and/or the Boardroom
dais. Five sources of wood remain under evaluation. Additional evaluation is required to confirm
the feasibility based on material conditions, cost (fall, transport, mill, and woodwork), and design
opportunities. One other wood source was recently deemed unsuitable. Below is a brief
summary of each wood source, including site location, description, and suitability. See
Attachment 2 for photos.
• Blackwood acacia (Acacia melanoxylon) at Purisima Creek Redwoods Preserve.
Natural Resources (NR) staff are evaluating the restoration of 17 acres of redwood/mixed
conifer forest that is invaded by this non-native, invasive acacia species and located along the
planned Purisima-to-the-Sea regional trail corridor. Some of the invasive trees to be removed
are large enough for milling and reuse if the wood quality is confirmed to be high. NR would
need to fell two trees (16 inches to 24 inches diameter at breast height) and transport the
material to a local mill and lumber yard to determine the quality and feasibility of the
wood. Based on the quality of the wood, NR, with input from Noll & Tam, will determine the
number of trees required to meet the project design needs. The transport and milling cost to
inform the feasibility of reuse is approximately $4,000. The full cost would be presented to
the Board once additional information is gathered. See table below for a tentative schedule.
Milestones Tentative Timeline
Transport two felled trees to lumber yard to
determine quality and feasibility of acacia trees October – November 2019
Hire consultant to develop Restoration Plan and
acquire all necessary permits November 2019 – September 2020
Fall trees and transport them to lumber yard for
milling September 2020 – March 2021
Storage and air-dry lumber to cure March 2021 – September 2021
Fabricate lumber to project design September 2021 - November 2021
Installation November 2021 – February 2022
Move-In March 2022
• Redwood trees to be removed by Pacific Gas & Electric (PG&E) at El Corte de Madera Creek
Preserve. PG&E is planning to remove several 30 to 36-inch diameter at breast height (dbh)
redwood trees along Bear Gulch Road to address fire risk concerns along their power lines.
PG&E is currently finalizing which trees will be removed and has indicated that tree removal
may occur in early November 2019. Once PG&E finalizes the tree removal plan, the District
R-19-130 Page 4
will coordinate with Noll & Tam on the appropriate usage of the wood. The District will also
reach out to nearby lumber yards to coordinate the storage, curing, and milling process.
• Redwood trees stockpiled at Bear Creek Redwoods Preserve. Several 12 to 36-inch dbh
segments of redwood trees have been stockpiled at the preserve. These trees either fell
naturally or were brought down to improve traffic and line-of-sight safety as part of the
construction of the newly opened public access parking lot. Mitigation measures for tree
removal are being implemented separately by NR. These redwood trees were cut into large
sections that may be salvaged and reused. The quality and quantity of the wood are not
feasible for furniture, stair treads, or handrail. However, the wood may be feasible for signage
and lobby wall cladding. The District will coordinate with Noll & Tam to incorporate the
wood into the project design.
• Redwood logs stockpiled at Skyline Field Office. Several 12 to 36-inch dbh segments of
naturally felled redwood trees have been stockpiled at the Preserve. These redwood trees
were cut into large sections that may be salvaged and reused. The District will coordinate
with Noll & Tam to incorporate the wood into the project design.
• Barn wood stockpile from La Honda Creek Preserve. Old barn wood from prior demolition
projects of dilapidated buildings that needed to be removed for public safety to open lower La
Honda Preserve to public access were saved and stockpiled. This material was inspected and
determined as non-hazardous. Although a majority of the wood is damaged, cracked, and/or
has dents from nails, some of the wood planks may be feasible for reuse on screen walls in the
huddle spaces, the boardroom dais, the entry desk, and various interior wall finishes. Noll &
Tam will confirm the possible use of the barn wood stockpile after an inspection and if
feasible for reuse, will incorporate the wood into the project design where possible.
One other wood source is no longer under consideration for reuse as discussed below:
• Redwood trees from La Honda Creek Preserve. Several large old-growth redwood trees fell
during a major landslide event. The majority of the trees are 8 feet dbh. Upon further
investigation, cutting these trees into small sections and transporting them out of the preserve
would be labor intensive, expensive, and may damage natural resources during the process. In
addition, the trees provide good habitat for various species and could benefit the ecosystem.
Lobby and Atrium Layout
During the September 11, 2019 study session, Noll & Tam presented several lobby and atrium
area design elements and renderings. Some key design ideas included use of authentic natural
materials (such as wood, cork, and stone) wherever possible, bringing the outdoors in to create
warm and light-filled spaces, using natural colors found in nature, incorporating elements from
District preserves, and providing flexibility in the use of the space. The main public space will be
located at the center of the building with connections to the public sidewalk through the plaza into
the lobby, atrium, and Boardroom.
The lobby and atrium will incorporate a combination of rustic and industrial design and may
include salvaged and recycled wood (sources listed above). The lobby flooring will be of
concrete with a topographic pattern extending from the plaza into the lobby. The main lobby
walls are proposed to be of wood with a dark gray wall featuring a quote that embodies the
District’s mission and/or resonates with District values. The reception desk is planned to be of a
non-wood texture material such as cork and paperstone. The atrium area flooring is proposed to
R-19-130 Page 5
be a warm, mid-tone neutral carpet with variation of color and texture. The lighting will be linear
light fixtures around the perimeter of the atrium opening and in the acoustic ceiling tiles. On
September 11, 2019, the Board provided the following input:
• Incorporate additional interpretive elements related to Native American, agricultural, and
Rancho history of the area.
• Incorporate art into the space; consider through sponsorships or District photo contests.
Consider a backlit photographic panel and/or showcasing annual photo contest winners.
• Use materials with rustic feel such as reclaimed materials.
• Change the print on the elevator shaft wall; use a photograph of a District preserve.
• Consider projecting quotes onto the wall rather than using permanent letterings.
• Include color throughout the building and less white space.
Incorporating Board’s feedback, Noll & Tam will present updated design elements and renderings
at the October 9, 2019 Board meeting. See Attachment 3 for updated lobby and atrium layout,
and proposed materials and finishes.
Boardroom
Using initial Board feedback from the schematic design phase, Noll & Tam presented a
preliminary boardroom layout at the September 11, 2019 study session. The boardroom is
proposed to face northerly toward the entrance with its back to the south face of the building,
where an outdoor space and planter area will be located. Tall drought tolerant plants will provide
visual and solar shading to the boardroom. The seven-member Board dais is proposed to be fixed
while the remaining furniture to be mobile, allowing maximum flexibility for other uses such as
trainings or staff meetings. The dais material may be of refurbished or salvaged and repurposed
wood in conjunction with cork. The flooring will be similar to the material selected for the
atrium. An operable glass wall will connect the boardroom to the atrium where additional public
seating can be arranged to accommodate larger public meetings. Glass windows will span the
south face wall. Tackable acoustic cork wall surfaces will surround most of the remaining walls
space. A projector will be placed near the center of the room ceiling and project onto a retractable
screen behind the dais. A small computer screen is included for each Board member at the dais
that will display the same information as the projector.
The Board provided input and comments on various design elements including:
• Use nail laminated timber for the boardroom ceiling.
• Use etched or frosted glass, or something similar, at the Boardroom divider to reduce
distractions during public meetings.
• Incorporate the District’s mission statement in the Boardroom.
• Lower the height of the dais.
• Provide additional information on the window shading.
• Locate a secondary projector screen along a side wall that is visible to Board members.
Incorporating Board’s feedback, Noll & Tam will present an updated boardroom design at the
October 9, 2019 Board meeting. See Attachment 4 for updated boardroom plans and renderings.
R-19-130 Page 6
FISCAL IMPACT
At each major milestone, the District presents a revised cost estimate to ensure that the Project
design remains within the May 2019 Board-approved project budget of $27.4 million (R-19-64).
At this current time, the updated cost estimate is below the Board-approved project budget and
ranges between $26.3 to $26.9 million. The design team will continue to update the project cost
estimate as the project progresses into construction document phase and the design of the project
elements are more defined.
Since 2015, the District has studied alternatives for meeting the District’s long-term office space
needs. These alternatives include purchasing and renovating a new building; renovating and
completing end-of-life repairs (e.g. HVAC) to the current 330 Distel Circle building while also
continuing to rent adjacent office spaces; and rebuilding a larger three-story building at 330 Distel
Circle. Following the 2019 purchase of 5050 El Camino Real, the updated cost analysis indicates
that renovating the 5050 El Camino Real building is the most cost-effective solution to meet the
District’s long-term needs. The table below shows the cost comparisons.
($ in Millions) 5050 El Camino 330 Distel Circle
Purchase & Renovate
Renovate & Rent
Add’l Space Rebuild
Acquisition Costs $ 31.7 -- --
Renovation Costs
Hard Costs $ 22.4 $ 5.4 $ 46.5
Soft Costs $ 2.5 $ 0.6 $ 5.0
Escalation to 3/2021 $ 2.5 $ 0.6 $ 5.3
Temporary Relocation -- -- $ 3.6
Sale of 330 Distel Circle $ (10.3) -- --
Lease Income (before construction) $ (2.0) -- --
Lease Income (after construction) $ (9.0) -- $ (14.9)
Lease add'l office space (30 years) $ (13.6) $ 25.6 $ (12.3)
TOTAL LONG TERM
PROJECTED COST $ 24.2 $ 32.2 $ 33.2
Funding sources for the Project include using Committed for Infrastructure reserve funds, any
future additions to the reserve, rent income, parity bond proceeds, and interest earned from the
parity bonds. Partial reimbursement is also expected from the future sale of the current 330 Distel
Circle office. The Project is not funded by Measure AA.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-19-130 Page 7
CEQA COMPLIANCE
This item is not a project subject to the California Environmental Quality Act. Future
environmental review will be conducted on the proposed site improvements as part of the
permitting process.
NEXT STEPS
Upon Board approval of the design development plans, the General Manager will direct Noll &
Tam to incorporate any additional comments from the Board and proceed with construction
documents development. The table below is an operational timeline showing current and future
project milestones.
PROJECT SCHEDULE WITH KEY MILESTONES
Milestones Tentative Timeline
Design Development, Permitting, and CEQA review June – October 2019
Construction Documents and rest of permits October 2019 – March 2021
Bidding and Construction March 2021 - March 2022
Move-In March 2022
Attachments:
1. Exterior Midpen Sign
2. Source Wood Photos
3. Updated Lobby and Atrium Layout
4. Updated Boardroom Layout
Responsible Department Head:
Susanna Chan, Assistant General Manager
Prepared by:
Jason Lin, P.E., Engineering and Construction Department Manager
BIG IDEASBringing the outdoors inColors found in natureTexture > ColorUse of authentic & natural materialsUse of their acacia whenever possibleDesign that is authentic to cultureIncorporate their current signagebut in a more refined wayAppropriate for our visitor center or REI, nottech/corporate office
SIZES SHOWN ARE APPROXIMATE. NOT TO SCALE.
• Acacia• Mounted at an angle to face traffic intersection• Mounted at parking lot level• Consider material to allow for interior lighting
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