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Home My Public Portal About20170111 - Agenda Packet - Board of Directors (BOD) - 17-01 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, January 11, 2017 Special Meeting starts at 6:00 PM* Regular Meeting starts at 7:00 PM* A G E N D A 6:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION ROLL CALL 1. CLOSED SESSION: PUBLIC EMPLOYEE PERFORMANCE EVALUATION. Government Code Section 54957(b)(1) Title of Employees: General Manager 2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to 54956.9(b): (one potential case) ADJOURNMENT 6:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ROLL CALL 1. Proclamation for Assemblymember Rich Gordon in Appreciation for his Support of the District 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 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 complete a Meeting 17-01 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 December 14, 2016 Minutes 2. Approve Claims Report 3. Agreement with Esri for GIS (Geographic Information Systems) Software Licenses (R-17-03) Staff Contact: Casey Hiatt, GIS Program Administrator General Manager’s Recommendation: Authorize the General Manager to enter into an Esri Small Municipal and County Government Enterprise License Agreement for the total amount of $114,189 to access a comprehensive suite of GIS software licenses. 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. Election of the Calendar Year 2017 Officers for the Midpeninsula Regional Open Space District Board of Directors (R-17-04) Staff Contact: Jennifer Woodworth, District Clerk/Assistant to the General Manager General Manager’s Recommendation: Elect Officers of the Board of Directors for Calendar Year 2017. 5. Filling the Volunteer Ombudsperson Role with a Pool of three Qualified Volunteers (R-17- 05) Staff Contact: Jenny Villegas, Public Affairs Assistant General Manager’s Recommendation: Appoint Lisa Zadek of Half Moon Bay, Kristen Yawitz of Belmont, and Bob Rosenberg of San Jose to serve as a pool of volunteer ombudspersons. 6. Legislative Items for 2017 (R-17-06) Staff Contact: Joshua Hugg, Legislative/External Affairs Specialist General Manager’s Recommendation: Discuss and consider directing the General Manager to pursue the legislative priorities outlined in the staff report and to provide the Board with updates throughout the year and seek future Board approvals as necessary in accordance with Board Policy 1.11 “Positions on Ballot Measures and Legislative Advocacy.” 7. Options for Filling a Vacancy on the Measure AA Bond Oversight Committee (R-17-07) Staff Contact: Jennifer Woodworth, District Clerk/Assistant to the General Manager General Manager’s Recommendation: Direct staff to schedule a special meeting to interview applicants from among the applicant pool previously considered to fill a vacancy on the Measure AA Bond Oversight Committee. INFORMATIONAL MEMORANDUM • Summary of the December 13, 2016 Facilities Ad Hoc Committee Meeting 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 factual information; request staff to report back 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. A. Committee Reports B. Staff Reports C. Director Reports 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 agenda for the special and regular meetings of the MROSD Board of Directors was posted and available for review on January 6, 2017, 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 December 14, 2016 Board Meeting 16-31 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, December 14, 2016 DRAFT MINUTES SPECIAL MEETING – CLOSED SESSION President Kishimoto called the special meeting to order at 6:30 p.m. ROLL CALL Members Present: Jed Cyr, Cecily Harris, Larry Hassett, Yoriko Kishimoto, Curt Riffle, and Pete Siemens Members Absent: Nonette Hanko Staff Present: General Manager Steve Abbors, General Counsel Sheryl Schaffner, Chief Financial Officer/Administrative Services Director Stefan Jaskulak 1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to 54956.9(b): (one potential case) Public comments opened at 6:30 p.m. No speakers. Public comments closed at 6:30 p.m. The Board convened into closed session. President Kishimoto adjourned the special meeting at 6:59 p.m. REGULAR MEETING President Kishimoto called the regular meeting of the Midpeninsula Regional Open Space District to order at 7:00 p.m. ROLL CALL Meeting 16-31 Page 2 Members Present: Jed Cyr, Cecily Harris, Larry Hassett, Yoriko Kishimoto, Curt Riffle, and Pete Siemens Members Absent: Nonette Hanko Staff Present: General Manager Steve Abbors, General Counsel Sheryl Schaffner, Assistant General Manager Ana Ruiz, Assistant General Manager Kevin Woodhouse, Chief Financial Officer/Administrative Services Director Stefan Jaskulak, Assistant General Counsel Hilary Stevenson, District Clerk/Assistant to the General Manager Jennifer Woodworth, Planning Manager Jane Mark, Senior Planner Tina Hugg, Planner II Whitney Berry, Land and Facilities Manager Brian Malone, Property Management Specialist II Susan Weidemann, Information and Systems Technology Manager Garrett Dunwoody, and IT Program Administrator Benny Hsieh President Kishimoto reported the Board met in closed session, and no reportable action was taken. ORAL COMMUNICATIONS No speakers present. SPECIAL ORDERS OF THE DAY • Introduction of Staff o Whitney Berry, Planner II O Susan Weidemann, Property Management Specialist II ADOPTION OF AGENDA Motion: Director Cyr moved, and Director Harris seconded the motion to adopt the agenda. VOTE: 6-0-0 (Director Hanko absent) CONSENT CALENDAR Public comment opened at 7:14 p.m. No speakers. Public comment closed at 7:14 p.m. Motion: Director Harris moved, and Director Cyr seconded the motion to approve the Consent Calendar. VOTE: 6-0-0 (Director Hanko absent) 1. Approve November 16, 2016 Minutes 2. Approve Claims Report Meeting 16-31 Page 3 3. Annual Dedication Report of Certain District Lands (R-16-151) General Manager’s Recommendation: Accept the annual report on the status of dedicated interests in District lands held for public open space purposes. 4. Award of Contract with Gv Tech Solutions, a subsidiary of Eagle Network Solutions, for the Server Systems Infrastructure Upgrade project; authorization for purchase of computer server hardware and funding to purchase required software licenses. (R-16-155) General Manager’s Recommendation: 1. Authorize a purchase of $62,683 for an integrated 3-node computer server hardware system. 2. Authorize the General Manager to enter into a professional services contract with Gv Tech Solutions to plan and implement an upgrade of the District’s IT infrastructure for a not-to-exceed base contract amount of $69,000; and a 10% contingency of $6,900 to cover unforeseen requirements and support for a not-to-exceed total contract amount of $75,900. 3. Authorize the funding of $80,000 for a one-time purchase to cover required server-side software licenses. 5. Update of the District’s Classification and Compensation Plan to reflect the revised Board Appointee Group salaries approved by the Board on October 26, 2016 (R-16-156) Board Appointee Evaluation Committee’s Recommendation: Adopt a resolution approving the revised Classification and Compensation Plan, resulting from the Board’s approval of the evaluations of the performance of the District’s Board Appointees for Fiscal Year 2015-16, and the Board Appointee Evaluation Committee recommendation of the salary adjustments for the Board Appointee Group. BOARD BUSINESS 6. Board Policy for Distribution of Tickets and Passes (R-16-157) Assistant General Counsel Hilary Stevenson provided the staff report describing the Political Reform Act and the requirement for public officials to disclose financial interests. Ms. Stevenson summarized the Fair Political Practice’s Commission’s (FPPC) gift rules and gift reporting requirements. FPPC Regulation 18944.1 describes a procedure for agencies to distribute tickets and passes to events. When distributed by the agency, the tickets or passes will not be considered gifts for individual reporting requirements and will be reported by the District Clerk. The District may distribute tickets to further a public purpose by sharing the District’s mission, or benefiting residents within the District, or locally benefiting the District’s mission. President Kishimoto inquired regarding distribution of tickets and passes to spouses. Ms. Stevenson explained the FPPC expressly allows members of a public official’s immediate family to receive tickets and passes. Meeting 16-31 Page 4 The members of the Board requested clarification regarding tickets previously distributed by the District. Ms. Stevenson explained the District will analyze those individual occurrences and report back to the Board. Public comment opened at 7:46 p.m. No speakers present. Public comment closed at 7:46 p.m. Motion: Director Siemens moved, and Director Hassett seconded the motion to approve a new Board Policy, “District Distribution of Tickets and Passes.” VOTE: 6-0-0 (Director Hanko absent) 7. Contract Amendment with MKThink for Additional Futurist/Architectural Strategist Services for the Administrative Office Project at 330 Distel Circle, Los Altos (R- 16-154) Senior Planner Tina Hugg provided the staff report summarizing the work completed by MKThink and the Facilities ad hoc committee. The scope of the project has expanded based on feedback by Committee and staff. Staff will be returning to the Board in a special meeting on January 25, 2017. Director Riffle asked for feedback from the Committee members regarding the work being done by MKThink. Directors Hassett, Siemens, and Kishimoto spoke in favor of the work being done by MKThink and the staff working on the project. Public comment opened at 7:58 p.m. No speakers present. Public comment closed at 7:58 p.m. Motion: Director Hassett moved, and Director Siemens seconded the motion to authorize the General Manager to execute a contract amendment with MKThink for additional services related to the Administrative Office Project in the amount of $19,000, for a total not-to-exceed new contract amount of $69,000. VOTE: 6-0-0 (Director Hanko absent) INFORMATIONAL REPORTS A. Committee Reports Meeting 16-31 Page 5 President Kishimoto reported on a meeting of the Diversity ad hoc committee on December 9, 2016 and stated a committee recommendation will be going to the Board early in 2017 with information related to Cooley Landing. President Kishimoto reported the Facilities ad hoc committee met December 13, 2016 to review the proposed options for the Administrative Office project, and staff will be presenting those options to the Board in January. B. Staff Reports District Clerk/Assistant to the General Manager Jennifer Woodworth reported a Measure AA Bond Oversight Committee member submitted his resignation for that position. Staff is looking into options for filling the position either through a recruitment effort or by contacting previous applicants to determine their interest. Assistant General Manager Kevin Woodhouse provided an update related to restoration work in the Lobitos Creek area, the ombudsperson appointment process, and work by the Santa Clara Valley Water District’s work at Rancho San Antonio. Assistant General Manager Ana Ruiz provided an update on current projects at Mt. Umunhum, Bear Creek Redwoods, bridge crossing at Web Creek, and safety netting structure at Fremont Older. Chief Financial Officer/Administrative Services Director Stefan Jaskulak reported on projects completed in 2016 and planned projects for 2017. General Manager Steve Abbors reported on a panel discussion on housing sponsored by the Bay Area Open Space Council in November. Additionally, several park bond measures will be coming forward in the new legislative year. C. Director Reports The Board members submitted their compensatory reports. Directors Cyr and Hassett reported their attendance at the District’s holiday party. President Kishimoto reported her attendance at the Vida Verde benefit and Santa Clara Cities Association dinner. President Kishimoto reported she has applied for an opening on the Bay Restoration Authority Board of Directors. President Kishimoto thanked staff and the Board for their work in the last year and provided comments summarizing the District’s accomplishments during the last year. ADJOURNMENT President Kishimoto adjourned the special meeting of the Board of Directors of the Midpeninsula Regional Open Space District at 8:28 p.m. ________________________________ Jennifer Woodworth, MMC District Clerk page 1 of 6 CLAIMS REPORT MEETING 17-01 DATE 01-11-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 74090 11716 - O.C. JONES & SONS, INC.Mt Um Road Rehabilitation Contractor November 2016 01/04/2017 763,144.50 74074 11709 - D-LINE CONSTRUCTORS, INC.Mt Um Summit Public Access Improvements Construction 01/04/2017 384,560.00 74070 *10215 - CalPERS-FISCAL SERVICES DIVISION - HB Employee Health Insurance 01/04/2017 171,220.25 73944 11369 - BANK OF THE WEST COMMERCIAL CARD USA $945.20 County Permit ($767), Fuel for rental truck 12/15/2016 47,997.81 $4,892.50 Aerial Transportation of Mt Um Trail Bridges $30.20 Visitor Use Count Supplies $710.11 Land Trust Conference Travel Expenses $1,599.64 Split Rail Gate ($1,392), Field Supplies $43.45 Mice for Nature Center snake $1,158.75 Admin Dept Communications Training, Conf. Travel, Book $156.03 SFO Resident plumbing repairs & tools $491.93 Office supplies, recognition event and patrol supplies $425.47 website services $75.00 Staff Recognition Costume Contest Prizes $145.98 Permit fee for deck $206.62 SFO Building Office Signs $729.21 Desk for Patrol Supervisor office $739.17 Conference Expenses - Nat'l Assn for Interpretation $3,349.90 SM County Permit (2,260), CEQA Conf, Meeting Rental $385.85 Volunteer Supplies/Cal IPC Conference expenses $614.44 Supplies, storage, name badges, dropbox subscription $88.11 Field Supplies $6,786.86 County Permits for Sears Ranch Parking and Demolitions $615.52 GRA Registration, Refreshments, Stand-up Desk($600) $13.25 Meeting Expense, Forms subscription $334.96 CAL IPC Conference and boot brush $3,746.32 10 Monitors ($1855), AO Internet ($1,855), IT Hardware $91.66 Business meeting and climate conference $75.00 Dropbox monthly subscription $866.25 Uniform Supplies $19.56 Field Supplies $99.00 Dropbox subscription $2,697.17 Bay Nature Sponsorship ($2500), CPRS Membership, Ofc S $494.82 3 motorcycle helmers & goggles $304.81 Field Supplies $231.37 Business Lunches for Interview Panels $30.00 Bridge Toll & $7.50 Bridge Toll $890.07 AO Office and Kitchen Supplies $635.00 40 Volunteer Uniform Vests $1,970.94 Cal IPC Conf., Truck Tool Box, Field Supplies $16.20 Recruitment interviews $445.27 Field Supplies page 2 of 6 CLAIMS REPORT MEETING 17-01 DATE 01-11-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount $615.00 2017 CPRS Conference fees $477.40 Motorcycle servicing $216.20 Motorcycle equipment & meal $952.25 EOC supplies, Ergo items $221.80 Cal IPC Conference travel expense $608.97 Nat'l Land Conservation Conference Hotel $7,394.77 Board iPads($6781), FFO Internet, SPICE World Conf. $139.18 Food for Board Meeting $59.19 recruitment panel snacks $153.96 2017 PARMA Conference Airfare 73995 *10161 - CalPERS FISCAL SERVICES DIVISION - DB Pension Plan Unfunded Accrued Liability - December 2016 12/21/2016 45,626.91 73956 11661 - HISTORIC PICCHETTI WINERY CAPITAL RESERVE FUND Deposit for capital reserve fund 12/15/2016 45,000.00 74071 *10845 - CITY OF MOUNTAIN VIEW-FINANCE Quarterly Dispatch Services Oct-Dec 2016 01/04/2017 41,728.25 73982 *11152 - WELLINGTON PARK INVESTORS AO2, AO3, AO4 Rent - December 12/15/2016 25,327.00 74053 *11152 - WELLINGTON PARK INVESTORS AO2, AO3, AO4 Rent - January 12/21/2016 25,327.00 73967 11523 - PGA DESIGN, INC.Alma College, Sears Ranch Parking Planning Consultant 12/15/2016 20,628.25 73973 *11230 - SANTA CLARA COUNTY-C/O UNITED ADMINISTRATIVE SERVI Dental Insurance - Group #1766-0006 12/15/2016 16,193.06 73971 11588 - RONALD SEEVER Fence to Protect Mindego Creek 12/15/2016 13,347.50 74049 11721 - V & V CONSTRUCTION AND ELECTRICAL LLC Bathroom Repairs at 105 Rapley Ranch Rd - RR 12/21/2016 13,234.75 74100 11432 - SAN MATEO COUNTY RESOURCE CONSERVATION DISTRICT Slender False Brome Control 10/01-11/30/16 01/04/2017 11,706.70 74087 11617 - MIG, INC.Red Barn Area Planning - LHC 01/04/2017 10,782.76 74088 10031 - MILLS DESIGN Graphic Design: Newsletter, Strategic Plan, Holiday Cards, 6 maps/brochures 01/04/2017 10,690.00 73946 11186 - CALIFORNIA DEPT FISH AND WILDLIFE-NAPA OFFICE BCR Roads Permit, CDFW Maintenance Fees 12/15/2016 10,115.00 74089 10461 - NORTHGATE ENVIRONMENTAL MGMT Mt Um Road Soil Sampling 2016 01/04/2017 9,623.15 73960 10304 - LA HONDA PESCADERO UNIFIED SCHOOL DISTRICT Semi Annual Tax Compensatory Fee 12/15/2016 8,918.00 74046 10112 - TIMOTHY C. BEST ECDM Oljon Trail, ECDM WPP, Mt Um Trail Bridges Geotechnical Consulting 12/21/2016 8,760.95 74019 10058 - LIEBERT CASSIDY WHITMORE HR Consulting FY 2016-2017 12/21/2016 8,714.00 74039 11432 - SAN MATEO COUNTY RESOURCE CONSERVATION DISTRICT Slender False Brome Control 12/21/2016 8,293.13 74096 *10180 - PG & E Electricity/Gas 12/16 - 26 Locations 01/04/2017 8,108.06 74020 11462 - MANAGEMENT PARTNERS Conduct analysis and prepare recommendations on HR Functions 12/21/2016 7,000.00 74050 *10216 - VALLEY OIL COMPANY Fuel for District vehicles 12/21/2016 6,774.14 74045 *10419 - THE LINCOLN NATIONAL LIFE INSURANCE COMPANY Life, AD&D, LTD Employee Insurance 12/21/2016 6,672.33 73949 11699 - DAKOTA PRESS Printing & Mailing of Winter '16 Views Newsletter 12/15/2016 6,408.00 74076 10546 - ECOLOGICAL CONCERNS INC IPM implementation along roads and trails - BCR 01/04/2017 6,400.00 74097 11742 - RYAN ECOLOGICAL CONSULTING White Throated Swift Consulting - Mt.Um Summit 01/04/2017 6,384.45 73953 10005 - GRASSROOTS ECOLOGY Volunteer Stewardship Partnership 12/15/2016 6,238.59 74060 11170 - ALEXANDER ATKINS DESIGN, INC.Design of Annual Report 15-16 01/04/2017 6,150.00 74043 *11730 - STANDARD INSURANCE COMPANY RV Basic Life and Supplemental Life Employee Insurance 12/21/2016 5,766.39 73979 11618 - TRAIL PEOPLE Highway 17 Crossing Feasibility Study - South Bay Foothills 12/15/2016 5,485.00 73943 11538 - APPLIED MATERIALS AND ENGINEERING Mt Um Trail Bridges Concrete Placements 12/15/2016 5,133.75 74014 11177 - HARRIS CONSTRUCTION Construct Retaining Wall, Window Repair, House Repairs - LHC, RR, ECM 12/21/2016 5,130.15 73977 10112 - TIMOTHY C. BEST Geotechnical Consulting - Purisima Creek Grading Restoration 12/15/2016 5,000.00 74106 11651 - STRATEGIC PRODUCTS & SERVICES, LLC IT Consultant - Sharepoint Build 01/04/2017 4,900.00 page 3 of 6 CLAIMS REPORT MEETING 17-01 DATE 01-11-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 74057 11669 - ROSE CONSULTING Admin. Dept. Communication Training 11/18/16 12/22/2016 4,494.35 73976 11724 - THE DRIVING COMPANY, INC.Off Road Driver Training (15 Students)12/15/2016 4,425.00 74080 10345 - GLOBAL STEEL FABRICATORS INC Gate Hanging & Locking Posts 01/04/2017 4,328.39 74102 11477 - SCA ENVIRONMENTAL INC.Materials Testing for Harkins & PCR #1 Bridges and Pit Toilet 01/04/2017 4,048.00 73966 10082 - PATSONS MEDIA GROUP Printing of South Skyline maps, dog owner brochures 12/15/2016 3,828.54 74015 10123 - HOME DEPOT CREDIT SERVICES Building Supplies and Materials 12/21/2016 3,702.92 73972 11603 - SAN MATEO COUNTY FIRE DEPARTMENT Fire Service Fee 12/15/2016 3,263.12 74027 10665 - PAVEMENT ENGINEERING INC Mount Umunhum Road Design 12/21/2016 3,225.00 73983 11434 - 2M ASSOCIATES Zion Property Planning Analysis - MR 12/21/2016 3,020.00 73980 10230 - UNITED RENTALS NORTH AMERICA INC Pickup Truck Rental (2) Mt Um Summit & Road 10/17/16 - 11/14/16 12/15/2016 2,521.68 73999 11520 - COMMUNITY INITIATIVES Latino Outdoors Project Partnership 12/21/2016 2,500.00 74051 11190 - VALLEY TREE CARE Tree Pruning (RSA-DHF)12/21/2016 2,500.00 74109 10307 - THE SIGN SHOP Custom sign for Rosetta property, FFO and SFO Preserves 01/04/2017 2,409.89 74110 10230 - UNITED RENTALS NORTH AMERICA INC Pickup Truck Rental for Mt Um Road 11/08/16 - 12/06/16, Boom Lift - FFO 01/04/2017 2,391.29 74034 10211 - PUBLIC POLICY ADVOCATES Public Policy Advocates: legislative representation 12/21/2016 2,333.34 74077 11354 - ENVIRONMENTAL SCIENCE ASSOCIATES Stevens Creek Trail Bridges Engineering - MB 01/04/2017 2,262.50 74108 *10583 - TELEPACIFIC COMMUNICATIONS District Telephone & SAO Internet [12/2016]01/04/2017 2,141.57 74044 10959 - STATE WATER RESOURCES CONTROL BOARD Renewal of routine maintenance agreement 12/21/2016 2,088.00 74075 *10032 - DEL REY BUILDING MAINTENANCE Monthly Janitorial Service and Supplies 01/04/2017 2,027.39 73974 10102 - SHUTE, MIHALY & WEINBERGER LLP Legal Consulting - Mt Um Conservation Easement 12/15/2016 1,978.80 74056 11176 - ZORO TOOLS SFO Shop Tools 12/21/2016 1,966.72 74062 *10128 - AMERICAN TOWER CORPORATION Repeater Site Lease - Coyote Peak 01/04/2017 1,804.00 74032 *10212 - PINNACLE TOWERS LLC Tower rental - Crown site id 871823 12/21/2016 1,680.21 74115 11388 - WAGNER & BONSIGNORE Water Rights Reporting 01/04/2017 1,668.10 74067 11680 - BIGGS CARDOSA ASSOCIATES INC Harrington Bridge Structural Consultant -PCR 01/04/2017 1,659.00 73996 10352 - CMK AUTOMOTIVE INC Vehicle Servicing: 4 District Patrol vehicles 12/21/2016 1,620.85 74005 11151 - FASTENAL COMPANY Stop Slow Signs & Tools 12/21/2016 1,552.64 74048 10230 - UNITED RENTALS NORTH AMERICA INC Pickup Truck Rental 11/14/16 - 12/12/16, Industrial Fan Rental 12/21/2016 1,532.76 73941 11470 - AECOM TECHNICAL SERVICES, INC.Sears Ranch Road Parking Area Biologists Services 12/15/2016 1,526.56 73984 10001 - AARON'S SEPTIC TANK SERVICE Public restroom vault pumping - RR, Septic Service (RSA)12/21/2016 1,525.00 74001 11318 - CONFLUENCE RESTORATION Mindego Gateway Planting & Landscape Maintenance 2016-17 12/21/2016 1,434.50 74082 11376 - LAND TRUST OF SANTA CRUZ COUNTY Hwy 17 - Wildlife connectivity improvements 01/04/2017 1,420.00 74114 *10213 - VISION SERVICE PLAN-CA Employee Vision Insurance 01/04/2017 1,417.50 74022 10125 - MOFFETT SUPPLY COMPANY INC SFO Preserve Restroom Supplies 12/21/2016 1,388.72 73987 11170 - ALEXANDER ATKINS DESIGN, INC.Design of Holiday gifts Ad/sign: online store, Design of Bay Nature Ad 12/21/2016 1,350.00 74063 11538 - APPLIED MATERIALS AND ENGINEERING Mt Um Trail Bridges Concrete Placements 01/04/2017 1,300.00 73978 10146 - TIRES ON THE GO Tire Replacement 12/15/2016 1,280.47 74030 11523 - PGA DESIGN, INC.Alma College Site Rehabilitation Planning - BCR 12/21/2016 1,264.96 74111 *10403 - UNITED SITE SERVICES INC Electrical for Mt Um Trailer, Sanitation for SA and FOOSP 01/04/2017 1,262.18 74073 *10445 - COMMUNICATION & CONTROL INC Repeater Site Lease 01/04/2017 1,172.00 74092 10578 - OLD REPUBLIC TITLE CO Property taxes for Rosetta purchase - SA 01/04/2017 1,167.77 74024 10073 - NORMAL DATA Permit and Training Database Consultant 12/21/2016 1,123.75 74072 10352 - CMK AUTOMOTIVE INC Vehicle Service/Repair: 3 Patrol vehicles 01/04/2017 1,076.61 page 4 of 6 CLAIMS REPORT MEETING 17-01 DATE 01-11-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 73981 11388 - WAGNER & BONSIGNORE Water Rights Reporting 12/15/2016 1,038.75 74009 10768 - GARRAHAN OFF-ROAD TRAINING, LL Off Road Motorcycle Training 12/21/2016 1,025.00 73993 10840 - CALIFORNIA PENSION GROUP, LLC Consulting - November 2016 12/21/2016 1,000.00 73986 11722 - ADLER TANK RENTALS LLC Mt Um Summit Water Tank Rental 11/01 - 11/30/16 12/21/2016 978.75 74058 10001 - AARON'S SEPTIC TANK SERVICE Septic Service (RSACP)01/04/2017 975.00 73975 10143 - SUMMIT UNIFORMS Body Armor for Public Safety 12/15/2016 870.91 74059 10120 - ADT SECURITY SERVICES INC SFO ALARM Services 1/01-3/31/17 01/04/2017 841.68 74018 11392 - LENNIHAN LAW Water Rights Legal Consulting 12/21/2016 826.80 74078 10038 - ERGO VERA Ergonomic Evaluations 01/04/2017 814.44 74112 11037 - US HEALTHWORKS MEDICAL GROUP PC Medical Services - HR 01/04/2017 806.00 73955 10223 - HEXAGON TRANSPORTATION CONSULTANTS, INC Bear Creek Redwoods Preserve Plan Consultant 12/15/2016 795.00 73951 10546 - ECOLOGICAL CONCERNS INC Invasive species management - District wide 12/15/2016 792.00 74107 10152 - TADCO SUPPLY Janitorial Supplies (RSA&CP)01/04/2017 779.89 74012 *11551 - GREEN TEAM OF SAN JOSE Garbage Service (RSA), (SAO)12/21/2016 738.47 74084 10058 - LIEBERT CASSIDY WHITMORE Human Resources Consulting 01/04/2017 712.50 74008 10187 - GARDENLAND POWER EQUIPMENT Equipment Supplies 12/21/2016 656.05 73957 11106 - INTELLI-TECH Inspection For Server Room Fire Supression System 12/15/2016 643.00 74003 10474 - DONLEE PUMP COMPANY Labels for Gas Diesel Tank, Fuel Tank Decals (FFO)12/21/2016 634.15 74086 10190 - METROMOBILE COMMUNICATIONS Install Radio - M218 01/04/2017 627.24 74116 00000 - Humble Bee Removal Bee Hive Relocation - LHC 01/04/2017 625.00 74113 *10309 - VERIZON WIRELESS Patrol Phones and Portable Internet Devices Monthly Service 01/04/2017 618.85 74094 10062 - PAST LIFEWAYS ARCHAEOLOGICAL STUDIES Montebello OSP Archaeological Consulting 01/04/2017 595.00 73989 11670 - AMERICAN DEBRIS BOX SERVICE, INC.Debris Box For Deck Repairs - RR 12/21/2016 585.00 74033 10261 - PROTECTION ONE AO ALARM SERVICES ( all 4 locations)12/21/2016 569.20 74047 11038 - TYCO INTEGRATED SECURITY LLC Alarm Services (FFO)12/21/2016 535.90 74004 10524 - ERGO WORKS Ergo items 12/21/2016 508.35 74038 11479 - ROOTID Rootid: Website Maintenance 12/21/2016 472.50 74065 10381 - BAY AREA BACKFLOW INC Repair Backflow Leak 01/04/2017 470.00 74013 *10173 - GREEN WASTE SFO Debris Box 12/21/2016 460.00 74099 11054 - SAN MATEO COUNTY HUMAN RESOURCES DEPARTMENT Project Management Classes 01/04/2017 460.00 74021 11741 - MENLO-ATHERTON HIGH SCHOOL Transportation Reimbursement - Menlo/Atherton HS 12/21/2016 434.55 74036 10194 - REED & GRAHAM INC Erosion Prevention (SA-MT UM)12/21/2016 421.83 73968 10087 - PIP PRINTING & DOCUMENT SERVICE Warning Books Printing 12/15/2016 412.87 74054 11656 - WILLIAMS SCOTSMAN, INC.Mt Um Construction Trailer Rental 11/30-12/29/16 12/21/2016 412.64 73950 10441 - DTSC Annual EPA fees 12/15/2016 407.50 74105 11559 - SIFUENTES-WINTER, JONATHAN Mileage Reimbursement 01/04/2017 406.08 73997 10021 - COASTAL CHIMNEY SWEEP Chimney Repair - LHC/RR 12/21/2016 401.60 74083 11099 - LAW ENFORCEMENT PSYCHOLOGICAL SERVICES INC Pre-employment Screening 01/04/2017 400.00 74055 10237 - WILLIAMS, MICHAEL Mileage, Cell phone reimbursement Oct - Dec '16 12/21/2016 395.88 73994 *10454 - CALIFORNIA WATER SERVICE CO-949 Water Service (FFO)12/21/2016 379.50 73988 10528 - ALL STAR GLASS Repair Windshield - A101 12/21/2016 373.00 73992 10011 - BILL'S TOWING SERVICE Towing of Vehicle - P104 12/21/2016 360.00 74052 10527 - WASTE MANAGEMENT Waste Disposal (SA-MT UM)12/21/2016 354.12 page 5 of 6 CLAIMS REPORT MEETING 17-01 DATE 01-11-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 74064 11025 - ASSOCIATION OF ENVIRONMENTAL PROFESSIONALS Annual Agency Membership, Job posting to AEP website for CPM III 01/04/2017 350.00 73998 10321 - COBLENTZ, PATCH, DUFFY & BASS Professional consulting for trademarking logo 12/21/2016 334.00 74081 11593 - H.T. HARVEY & ASSOCIATES Biologist Services - Bear Creek Stables Bat Survey 01/04/2017 331.94 74066 11441 - BEN FRANKLIN PLUMBING COMPANY NORTH BAY Plumbing Repair - AO 01/04/2017 328.00 73959 10497 - KELLY-MOORE PAINT COMPANY INC SFO Hazmat shed Paint 12/15/2016 326.08 74037 10093 - RENE HARDOY 11/16 Gardening Services 12/21/2016 325.00 74041 11117 - SANTA CLARA COUNTY/CITIES MANAGERS' ASSOCIATION SCCCMA Holiday Appreciation Luncheon 12/21/2016 320.00 74040 11042 - SANTA CLARA COUNTY-OFFICE OF THE SHERIFF Live Scan Services October 2016 12/21/2016 312.00 74091 10160 - OFFICE DEPOT CREDIT PLAN Office Supplies 01/04/2017 299.87 74017 10490 - KOOPMANN, CLAYTON Mileage for California Cattlemen's Convention Conference 12/21/2016 275.40 74011 10287 - GRAINGER INC Protection Equipment 12/21/2016 262.44 74023 11270 - MUNICIPAL MAINTENANCE EQUIPMENT, INC.Equipment Supplies 12/21/2016 257.43 74068 *10172 - CALIFORNIA WATER SERVICE CO-3525 Monthly Water Service - WH OSP, Rental Residences 01/04/2017 254.92 74103 10993 - SCHAFFNER, SHERYL Cell Phone Reimbursement (annual, 12 months)01/04/2017 240.00 74042 11732 - SANTA CLARA UNIVERSITY Slender False Brome Research 12/21/2016 238.84 73954 *10173 - GREEN WASTE SFO garbage / recycle 12/15/2016 230.50 73990 10485 - AMERICAN RED CROSS-SVC Red Cross Classes 12/21/2016 230.00 73945 10183 - BARRON PARK SUPPLY CO INC Equipment Parts 12/15/2016 219.78 74098 10151 - SAFETY KLEEN SYSTEMS INC Parts Washer Service (FFO)01/04/2017 216.40 74069 *10454 - CALIFORNIA WATER SERVICE CO-949 AO WATER 01/04/2017 203.57 73963 10666 - LOWE'S Hazmat Shed Shelving 12/15/2016 184.65 73958 11605 - JASKULAK, STEFAN Travel reimbursement for GFOA Policy Committee mtg in Washington DC 12/15/2016 174.00 74007 10168 - G & K SERVICES INC Shop Towel Service (FFO&SFO)12/21/2016 173.63 74079 10168 - G & K SERVICES INC Shop Towel Service (FFO & SFO)01/04/2017 173.63 74095 10082 - PATSONS MEDIA GROUP Printing of holiday postcards 01/04/2017 163.13 74006 10186 - FEDERAL EXPRESS Shipping charges 12/21/2016 154.69 74061 10617 - ALEXANDER, ZACHARY Mileage Reimbursement, fuel for rental vehicle 01/04/2017 153.42 73961 11738 - LEON PAUSER Honorarium - docent enrichment presentation/training 12/15/2016 150.00 74085 10260 - LUND PEARSON MCLAUGHLIN Fire Sprinkler Inspection - AO 01/04/2017 140.00 73964 *10664 - MISSION TRAIL WASTE SYSTEMS AO garbage services 12/15/2016 126.90 74029 *10180 - PG & E Electrical Service (SA-MT UM)12/21/2016 126.64 74104 10102 - SHUTE, MIHALY & WEINBERGER LLP RW Bay Trail Agreement with SFPUC - Legal Consulting 01/04/2017 125.80 73991 11658 - APPLE, BRYAN Mileage, Cell Phone Reimbursement Sep, Oct, Nov 2016 12/21/2016 119.94 73970 10176 - RE BORRMANN'S STEEL CO Steel Parts 12/15/2016 118.19 74093 10925 - PAPE` MACHINERY Oil for tractors 01/04/2017 114.19 73947 10352 - CMK AUTOMOTIVE INC M206 Service 12/15/2016 112.38 73948 11530 - COASTSIDE.NET SFO Internet 12/15/2016 109.00 73985 10240 - ACE FIRE EQUIPMENT & SERVICE INC Hydrotest Services (tank pressure testing)12/21/2016 105.00 74000 **10850 - COMPLETE PEST CONTROL Hawthorn Rodent Control Service 11/30/16 12/21/2016 100.00 74016 10421 - ID PLUS INC Employee Name Tags 12/21/2016 97.50 73942 10617 - ALEXANDER, ZACHARY Cell Phone Reimbursement Jul, Aug, Sep, Oct 2016 12/15/2016 80.00 74025 *10481 - PACIFIC TELEMANAGEMENT SERVICE MB campsite pay phone 12/21/2016 78.00 73965 10670 - O'REILLY AUTO PARTS Vehicle Supplies 12/15/2016 70.42 page 6 of 6 CLAIMS REPORT MEETING 17-01 DATE 01-11-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 73952 10187 - GARDENLAND POWER EQUIPMENT Pumper Parts 12/15/2016 69.59 74028 10253 - PETERSON TRACTOR CO Tractor Parts 12/21/2016 68.89 74010 10325 - GILROY MOTORCYCLE CENTER RTV Equipment 12/21/2016 55.11 74101 11042 - SANTA CLARA COUNTY-OFFICE OF THE SHERIFF Livescan Services November 2017 01/04/2017 55.00 74031 10140 - PINE CONE LUMBER CO INC Grout 12/21/2016 41.57 74002 11210 - DATA SAFE AO Shredding Services 12/21/2016 40.00 73969 *11184 - PURCHASE POWER - PITNEY BOWES POSTAGE AO POSTAGE 12/15/2016 39.98 73962 11154 - LOS ALTOS POLICE FALSE ALARM REDUCTION PROGRAM AO False Alarm/Alarm Services 12/15/2016 37.00 74026 10925 - PAPE` MACHINERY Equipment Supplies 12/21/2016 28.58 74035 *10134 - RAYNE OF SAN JOSE Water Service (FOOSP)12/21/2016 27.25 GRAND TOTAL 1,920,759.16$ *Annual Claims **Hawthorn Expenses BCR = Bear Creek Redwoods LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap TC = Tunitas Creek CC = Coal Creek LR = Long Ridge PC = Purisima Creek SA(U) = Sierra Azul (Mt Um) WH = Windy Hill ECM = El Corte de Madera LT = Los Trancos RSA = Rancho San Antonio SR= Skyline Ridge AO2, 3, 4 = Administrative Office lease space ES = El Sereno MR = Miramontes Ridge RV = Ravenswood SCS = Stevens Creek Shoreline Nature FFO = Foothills Field Office FH = Foothills MB = Monte Bello RR = Russian Ridge TH = Teague Hill SFO = Skyline Field Office FO = Fremont Older PIC= Picchetti Ranch SJH = St Joseph's Hill TW = Thornewood SAO = South Area Outpost RR/MIN = Russian Ridge - Mindego Hill PR = Pulgas Ridge DHF = Dear Hollow Farm OSP = Open Space Preserve P## or M## = Patrol or Maintenance Vehicle R-17-03 Meeting 17-01 January 11, 2017 AGENDA ITEM 3 AGENDA ITEM Agreement with Esri for GIS (Geographic Information Systems) Software Licenses GENERAL MANAGER’S RECOMMENDATION Authorize the General Manager to enter into an Esri Small Municipal and County Government Enterprise License Agreement (ELA) for the total amount of $114,189 to access a comprehensive suite of GIS software licenses. SUMMARY Esri develops the GIS software used by the District. GIS serves the District as its spatial organizational memory and relies on GIS data and subsequent analysis for a wide variety of applications across all departments with map production and overlay analysis as common outputs. By entering into an ELA with Esri the District will increase its functionality and expand access to GIS software while achieving a $27,311 cost savings over three years. The original Enterprise GIS software implementation contemplated purchasing limited licenses, however, the newly offered ELA provides greater access and functionality at a lower cost. MEASURE AA This is not a Measure AA project. DISCUSSION Esri is the sole source designer and supplier for ArcGIS, the GIS software used by the District. There are no alternative licensing sources for ArcGIS since Esri has propriety ownership to the software it develops and has no channel partners for the selling of the ArcGIS software platform. The District’s current practice is to purchase each GIS software license on an individual basis from Esri. This approach limits the GIS capabilities at the District by constraining the number of GIS users and limiting the GIS tools available to staff. Current discussions have led Esri to offer the District the Small Municipal and County ELA with a three- year term, which will provide the District with greater access to GIS licenses for both ongoing operational GIS needs and the new Enterprise GIS project (see Attachment 1, R-16-124). This will greatly increase GIS capabilities at the District as well as enhance the new Enterprise GIS functionality. By entering into this agreement, the District will achieve $27,311 in cost savings on GIS software over the term of the contract. ArcGIS is an industry standard in the GIS community for GIS enterprise software and will support the District in accomplishing their current and future GIS needs. R-17-03 Page 2 FISCAL IMPACT The District’s FY2016-17 Budget and Action Plan includes $81,500 in the general fund operating budget for ongoing and Enterprise GIS Software. There are sufficient funds in the operating budget to cover the anticipated costs, resulting in the execution of the Esri Small Municipal and County Government ELA. The FY2017-18 and FY2018-19 IST Department general fund operating budget requests will include $38,063 per fiscal year for annual term contract costs, which includes the necessary GIS software licensing required for the GIS Enterprise project and ongoing operational GIS software licensing fees. The following table outlines the annual fiscal impact of the ELA three-year agreement and the original budgeted GIS license cost: Fiscal Year Exercised Budgeted GIS License Cost Proposed ELA Cost Year 1: 16/17 $81,500 $38,063 Year 2: 17/18 $30,000 $38,063 Year 3: 18/19 $30,000 $38,063 Total Cost $141,500 $114,189 BOARD COMMITTEE REVIEW It was not necessary to have a Board Committee review this item. PUBLIC NOTICE Public notice of this agenda item was provided as required by the Brown Act. CEQA COMPLIANCE This action does not constitute a project under CEQA NEXT STEPS Upon Board authorization, the General Manager will direct staff to enter into this multi-year agreement with Esri. Attachments: 1. GIS Licenses Included in the ELA Responsible Department Head: Garrett Dunwoody, IST Manager Prepared by: Casey Hiatt, GIS Program Administrator Attachment 1: GIS Licenses Included in the ELA Unlimited Quantities: Desktop Software and Extensions ArcGIS for Desktop Advanced ArcGIS for Desktop Standard ArcGIS for Desktop Basic ArcGIS for Desktop Extensions: ArcGIS 3D Analyst, ArcGIS Spatial Analyst, ArcGIS Geostatistical Analyst, ArcGIS Publisher, ArcGIS Network Analyst, ArcGIS Schematics, ArcGIS Workflow Manager for Desktop, ArcGIS Data Reviewer Server Software and Extensions ArcGIS for Server Workgroup and Enterprise (Advanced, Standard, and Basic) ArcGIS for Server Extensions: ArcGIS 3D Analyst, ArcGIS Spatial Analyst, ArcGIS Geostatistical Analyst, ArcGIS Network Analyst, ArcGIS Schematics, ArcGIS Workflow Manager for Server, ArcGIS Image Extension for Server Developer Tools ArcGIS Engine ArcGIS Engine Extensions: ArcGIS 3D Analyst, ArcGIS Spatial Analyst, ArcGIS Engine Geodatabase Update, ArcGIS Network Analyst, ArcGIS Schematics ArcGIS Runtime Standard ArcGIS Runtime Standard Extensions: ArcGIS 3D Analyst, ArcGIS Spatial Analyst, ArcGIS Network Analyst Limited Quantities: One (1) Annual Subscription to Esri Developer Network (EDN) Standard* One (1) Esri CityEngine Advanced Single Use License One (1) Esri CityEngine Advanced Concurrent Use License One (1) Level 3 ArcGIS Online Subscription+ One (1) Level 3 Portal for ArcGIS Subscription+ R-17-04 Meeting 17-01 January 11, 2017 AGENDA ITEM 4 AGENDA ITEM Election of the Calendar Year 2017 Officers for the Midpeninsula Regional Open Space District Board of Directors GENERAL MANAGER’S RECOMMENDATION Elect Officers of the Board of Directors for Calendar Year 2017. SUMMARY Pursuant to the Board Policy Manual Policy 1.06 (Board Officers), the Board is required to elect new Officers for the calendar year at its first regular meeting in January. The election will be held by signed ballot and counted by the District Clerk. After the election, the ballots will be available for public inspection. DISCUSSION The policy lists the order of officers to be elected as follows: President, Vice-President, Treasurer, and Secretary. Each Board Officer will be elected by a separate vote starting with a call for nominations from the Board. Following the close of nominations, election of each Board Officer will proceed by signed ballot and counted by the District Clerk. The Director receiving a majority of the vote of the members of the Board will be elected. Each of the four Board Officers will be elected using this procedure. After the election, the ballots will be available to the public for inspection. FISCAL IMPACT There are no unbudgeted fiscal impacts for this item. BOARD COMMITTEE REVIEW Board Committee review of this agenda item is not required. PUBLIC NOTICE Notice was provided pursuant to the Brown Act. No additional notice is necessary. R-17-04 Page 2 CEQA COMPLIANCE No compliance is required as this action is not a project under the California Environmental Quality Act (CEQA). NEXT STEPS Following the election of Board officers, staff will prepare a new roster for posting and notify the Secretary of State. Responsible Department Manager: Steve Abbors, General Manager Prepared by: Jennifer Woodworth, District Clerk/Assistant to the General Manager R-17-05 Meeting No. 17-01 January 11, 2017 AGENDA ITEM 5 AGENDA ITEM Filling the Volunteer Ombudsperson Role with a Pool of three Qualified Volunteers GENERAL MANAGER’S RECOMMENDATION Appoint Lisa Zadek of Half Moon Bay, Kristen Yawitz of Belmont, and Bob Rosenberg of San Jose to serve as a pool of volunteer ombudspersons. SUMMARY The District established a volunteer ombudsperson program to facilitate interactions between citizens and the District as required by San Mateo LAFCo during the 2004 annexation of coastal San Mateo County. The Legislative, Funding, and Public Affairs Committee (LFPAC) reviews applicants as vetted by the General Manager and forwards those qualified applicants to the Board of Directors for approval. In the past, only one candidate was selected to serve as the volunteer ombudsperson, in part due to a lack of applicants. The District’s most recent volunteer ombudsperson resigned in August 2016 due to other commitments. The Public Affairs Department, in conjunction with the Visitor Services Department, recruited for a replacement. Three applicants were interviewed and all are highly qualified due to their knowledge of the District and/or their work experience and skills developed from other volunteer positions. Consistent with the requirements of the District’s ombudsperson program, the General Manager recommends creating a pool of three qualified volunteers rather than relying on just one individual. DISCUSSION The San Mateo County Local Agency Formation Commission’s (LAFCo) conditions of approval for District annexation of the San Mateo Coast in 2004 included appointment of a District ombudsperson to work as a liaison between District staff and the public to help resolve citizen inquiries and concerns. At its May 26, 2004 Board meeting, the District Board of Directors assigned responsibility for the ombudsperson program to the Legislative, Funding, and Public Affairs Committee (LFPAC). The LFPAC determined that a volunteer program would best serve the District. Since that time, the District has had three individuals serve as ombudspersons at different times. The agreement with LAFCo allows the District to determine the details of the program, and does not limit the District to only one ombudsperson serving at a time, nor does the agreement limit the program to the use of only volunteers. For instance, the District could use an outside service to manage its ombudsperson program. After reviewing the District’s current ombudsperson program, researching other agency ombudsperson programs, and discussing the program with the Peninsula Conflict Resolution Center of San Mateo, staff determined that the 17-05 Page 2 District’s ombudsperson program is best served in its current state by continuing with a volunteer program. The District’s program is focused on facilitating communication and conflict resolution between members of the public and the District, not serving in a professional mediator role. For the rare circumstances in which professional mediation may be required, outside mediation services have been and will continue to be used. The roles, duties, and desired qualification criteria remain the same as adopted by the Board in 2004. In addition to continuing as a volunteer-based program, the General Manager’s recommendation is that the program would be better served by having a pool of ombudsperson volunteers to fully cover the District’s network of preserves and to serve as a backup should one ombudsperson be unavailable. Staff will work with the appointed ombudspersons to determine details for how requests from the public are assigned amongst the three ombudspersons, considering criteria such as geographic location, issue awareness, and availability. Rosemary Field, the District ombudsperson who served from November 2013 to August 2016, resigned due to other commitments. The position was posted for 30 days on volunteer sites and announced to District volunteers and docents through email. The District received three formal applications and all were interviewed by phone by the Public Affairs Manager. During phone interviews, all three candidates clearly identified their ability to listen and understand conflicts and had the understanding of typical open space issues that would normally be encountered as part of the ombudsperson role. All were enthusiastic about the position and committed to working in the role of an ombudsperson when requested. Attached to this report is the adopted description for roles and duties, desired qualification criteria, and applications from the three candidates: Ms. Zadek, Ms. Yawitz, and Mr. Rosenberg. The General Manager recommends appointing all three applicants to create a pool of qualified District ombudsperson volunteers to best serve the public. FISCAL IMPACT There are no fiscal impacts to the District associated with this item. BOARD COMMITTEE REVIEW This item was previously reviewed by the Legislative, Financial, and Public Affairs Committee on November 8, 2016 and recommended for full Board consideration. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS 17-05 Page 3 If the Board approves, all three applicants -- Lisa Zadek of Half Moon Bay, Kristen Yawitz of Belmont, and Bob Rosenberg of San Jose -- will be appointed to serve as a pool of volunteer ombudspersons for the District. Attachment(s) 1. Ombudsperson Program Description 2. Description of Ombudsperson Desired Knowledge/Skills/Abilities 3. Ms. Lisa Zadek’s Application 4. Ms. Kristen Yawitz’s Application 5. Mr. Bob Rosenberg’s Application 6. LFPAC Meeting Minutes from November 8, 2016 Responsible Department Head: Kevin Woodhouse, Assistant General Manager Prepared by: Jenny Villegas, Public Affairs Assistant OMBUDSPERSON PROGRAM Role of Ombudsperson The Ombudsperson is an appointee of the Board of Directors who follows up on resident or neighbor inquiries or complaints for the purpose of attempting to resolve misunderstandings or conflicts that have not been resolved satisfactorily by District staff. The Ombudsperson works independently and objectively to assist in maintaining positive relations with District residents and neighbors. Duties of Ombudsperson  Listens to resident concerns  Opens avenues of communication between residents and neighbors, and the District  Gathers information and educates residents on District policies or procedures and their purpose or effect  Facilitates conflict resolution  Finds other resources to meet resident needs, if applicable  Provides a written summary of citizen concerns as requested by the Board of Directors Scope of Duties The Ombudsperson would assist residents in their interactions with the District and facilitate conflict resolution when needed. The Ombudsperson would not handle issues that are privileged or confidential, or which involve personnel, labor relations, legal matters, or Board decisions. The Ombudsperson would present facts that may lead the Board or staff to improve operations or better address citizen needs, as opposed to advocating either for or against a resident, staff, or Board policy. The Ombudsperson would not establish or recommend District policy, or affect or make fiscal or budgetary decisions. Assignment and Reporting Responsibilities If the initial contact from a citizen is the Ombudsperson, the Ombudsperson will contact the General Manager before taking further action. If the General Manager is not able to resolve the concern/complaint to the citizen’s satisfaction, the Ombudsperson will follow up with the citizen for further resolution efforts. If the initial contact from a citizen were a Board Member, the Board Member would immediately contact the General Manager. If the General Manager is not able to resolve the concern/complaint to the citizen’s satisfaction, the General Manager shall inform the citizen of the District’s Ombudsperson process and shall request the Ombudsperson contact the complainant to offer further assistance. Attachment 1 After completing inquiry and resolution efforts the Ombudsperson would then report back to the General Manager and provide a written summary report for the Board at least quarterly. Ombudsperson Knowledge/Skills/Abilities To be effective in this role, the Ombudsperson should demonstrate the following knowledge/skills/abilities: • Facilitation and conflict resolution skills • Ability to listen, understand, and validate others’ points of view • Familiarity with the District’s mission and purpose and how the District programs fit into the greater region • Knowledge of local government functions and operations and land and property use issues • Interviewing skills • Customer service skills • Public speaking skills • Analytic and evaluative skills • Writing skills- the ability to express clearly and concisely complex issues and positions in writing • Objectivity and good judgment • Create credibility as an independent evaluator capable of independent conclusions • Sense of humor • Professional demeanor and appearance Training, education, and/or experience in public administration, management, psychology, public relations, customer relations, investigations, counseling, consulting, teaching, human resources, risk management, related field, or as an elected official would likely provide the required knowledge, skills, and abilities. Compensation and Terms of Appointment Volunteer status (unpaid), with full reimbursement for Board authorized expenses incurred (per contract). One-year term with the possibility of reappointment annually. Attachment 1 OMBUDSPERSON Knowledge/Skills/Abilities To be effective in this role, the Ombudsperson should demonstrate the following knowledge/skills/abilities: • Facilitation and conflict resolution skills • Ability to listen, understand and validate others’ points of view • Familiarity with the District mission and purpose and how the District programs fit into the greater region • Knowledge of local government functions and operations and land and property use issues • Interviewing skills • Customer service skills • Public speaking skills • Analytic and evaluative skills • Writing skills- the ability to express clearly and concisely complex issues and positions in writing • Objectivity and good judgment • Create credibility as an independent evaluator capable of independent conclusions • Sense of humor • Professional demeanor and appearance Training, education and/or experience in public administration, management, psychology, public relations, customer relations, investigations, counseling, consulting, teaching, human resources, risk management, related field or as an elected official would likely provide the required knowledge, skills and abilities. Compensation Volunteer status (unpaid), with full reimbursement for Board authorized expenses incurred (per contract). Attachment 2 Attachment 3 Created 15 Sep 2016 5:12:07 PM PUBLIC 71.6.87.210 IP Address Application Form - Ombudsperson [#7] - General Information https://outlook.office365.com/owa/?viewmodel=ReadMessageItem&Ite... 2 of 2 10/21/2016 12:34 PM Attachment 3 Attachment 4 and strategic communications. Since 2013, I've worked as a writing and strategy consultant to Bay Area nonprofits; this role means working independently and objectively, often addressing "pain points" within organizations that staff lack time or resources to fix. I help organizations to assess areas for improvement, and I interface with their clients to obtain first-hand understanding of what's working well or poorly in the organization's current model. Prior to 2013, I held positions as Director of Strategic Planning and Development, and Director of Communications for GeoHazards International (GHI), as well as Senior Manager of Development at Benetech. My work for GHI required defining strategic priorities and translating priorities into action plans. I moderated international workshops on disaster risk reduction and led outreach communications efforts. At Benetech, I directed fundraising efforts for Miradi, the adaptive management software tool for environmental conservation projects. I believe that these activities and skills are well suited to meet the demands of the Ombudsperson volunteer position. Application Form - Ombudsperson [#8] - General Information https://outlook.office365.com/owa/?viewmodel=ReadMessageItem&Ite... 2 of 2 10/21/2016 12:33 PM Attachment 4 Attachment 5 4. Equine/Rider assessment volunteer for MROSD, evaluating horses and riders as new trail patrol volunteers. 5 years Created 15 Sep 2016 2:39:06 PM PUBLIC 73.70.20.64 IP Address Application Form - Ombudsperson [#6] - General Information https://outlook.office365.com/owa/?viewmodel=ReadMessageItem&Ite... 2 of 2 10/21/2016 12:35 PM Attachment 5 *Approved by the Legislative, Funding, and Public Affairs Committee on November 15, 2016 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT LEGISLATIVE, FUNDING, AND PUBLIC AFFAIRS COMMITTEE Administrative Office 330 Distel Circle Los Altos, CA 94022 Tuesday, November 8, 2016 APPROVED MINUTES* CALL TO ORDER Director Cyr called the meeting of the Legislative, Funding and Public Affairs Committee to order at 2:00 p.m. ROLL CALL Members present Jed Cyr, Nonette Hanko, and Curt Riffle Members absent: None Staff present: General Manager Steve Abbors, Assistant General Counsel Hilary Stevenson, Legislative/External Affairs Specialist Josh Hugg, and District Clerk Jennifer Woodworth ORAL COMMUNICATIONS No speakers present. ADOPTION OF AGENDA Motion: Director Hanko moved and Director Riffle seconded to adopt the agenda. VOTE: 3-0-0 COMMITTEE BUSINESS 1. Approve Legislative, Funding, & Public Affairs Committee Meeting Minutes: August 30, 2016 Attachment 6 LFPAC Page 2 November 8, 2016 Motion: Director Riffle moved, and Director Hanko seconded the motion to approve the August 30, 2016 Legislative, Funding, and Public Affairs committee meeting minutes. VOTE: 3-0-0 2. Legislative Briefing (R-16-150) Legislative/External Affairs Specialist Josh Hugg discussed legislation for the Committee and Board of Directors to consider for possible action for the upcoming 2017 Legislative Session. These include: • Correction of a typo in Public Resources Code Section 5544 The Committee by consensus directed staff to pursue legislation to correct the typo. • Possible increase of Board compensation Director Hanko requested additional information regarding Board stipends for districts also formed by Public Resources Code Section 5500, under which the District was formed. Director Riffle suggested bringing the item forward to the full Board of Directors for consideration, including multiple options, such as the amount of compensation per meeting, the number of meetings per month compensated, and whether multiple meetings held on the same day may be compensated. The Committee discussed the need to notify and work with other open space districts to determine whether they are interested in pursuing a Board compensation increase. Assistant General Counsel Hilary Stevenson explained Public Resources Code only sets a ceiling for Board members compensation, and individual districts may set their own Board compensation. The Committee by consensus directed staff to research options for a possible Board compensation increase, and bring the item forward to the Board for consideration. • Pursuit of a parks bond similar to AB2244 related to the definition used to identify disadvantaged communities. Due to the high cost of living in the Bay Area, many communities have a higher median income, but are disadvantaged or severely disadvantaged as compared to neighboring communities. The suggestion is to use a formula based on county median income as opposed to the state’s median income. The Committee by consensus directed staff to continue researching the issue and return to the Committee with more information. • Pursuit of Design-Build Authority for the District related to some of the District’s capital projects. Attachment 6 LFPAC Page 3 November 8, 2016 The Committee by consensus directed staff to continue researching the issue and return to the Committee with more information. Director Riffle suggested staff research and follow any legislation related to marijuana tax if approved under Proposition 64, including whether the District is eligible for any funds from this tax for District activities such as habitat restoration, enforcement activities, etc. Additionally, staff should follow any progress related to any park bonds that arise and move forward as part of the upcoming Legislative Session and any legislation related to farm labor housing. 3. Filling the Volunteer Ombudsperson Position with Pool of Qualified Volunteers (R- 16-149) General Manager Steve Abbors provided the staff report describing the creation of the ombudsperson role following the 2004 Coastal Area Annexation. Mr. Abbors explained in the most recent recruitment three applications were received, and all applicants demonstrate a willingness and capability to serve as the District’s ombudsperson. The involvement of the ombudsperson has diminished over the past couple of year as fewer problems have arisen. Public comment opened at 2:53 p.m. No speakers. Public comment closed at 2:53 p.m. Motion: Director Hanko moved, and Director Riffle seconded the motion to accept the applications of Lisa Zadek of Half Moon Bay, Kristen Yawitz of Belmont, and Bob Rosenberg of San Jose to serve as a pool of volunteer ombudspersons and forward a recommendation for approval to the Board of Directors. VOTE: 3-0-0 INFORMATIONAL REPORTS Director Riffle requested additional information regarding the District’s contract with Public Policy Associates (PPA). Mr. Hugg reported staff is still determining how his role will work with the District’s lobbyist moving forward. Mr. Abbors stated the District will most likely pursue a request for proposals process in the coming years when Ralph Heim, the District’s lobbyist at PPA, retires. The Committee members discussed the need for the District to identify legislators to work closely with the District in the future. Director Riffle requested an update on the District’s grant program at a future Committee meeting. Attachment 6 LFPAC Page 4 November 8, 2016 ADJOURNMENT Director Cyr adjourned the meeting of the Legislative, Funding and Public Affairs Committee at 3:04 p.m. ____________________________ Jennifer Woodworth, MMC District Clerk Attachment 6 R-17-06 Meeting 17-01 January 11, 2017 AGENDA ITEM 6 AGENDA ITEM Legislative Items for 2017 GENERAL MANAGER’S RECOMMENDATION Discuss and consider directing the General Manager to pursue the legislative priorities outlined in the staff report and to provide the Board with updates throughout the year and seek future Board approvals as necessary in accordance with Board Policy 1.11 “Positions on Ballot Measures and Legislative Advocacy.” SUMMARY The District’s Legislative/External Affairs Specialist presented several potential bill and issue ideas that could be pursued by the District during the 2017-18 State Legislative Session to the Legislative, Funding, and Public Affairs Committee (LFPAC) on November 8, 2016. The Committee recommended that all of the items presented be referred to the full Board to consider and recommend for further action with one additional item not previously presented to LFPAC. MEASURE AA These potential action items have no direct connection to Measure AA Priority Actions. DISCUSSION A number of potential opportunities for legislation have arisen through the 2016 Legislative Session that the District may wish to pursue in the 2017-18 Legislative session. 1. AB 612 (Gordon) clean-up: Language inconsistency in Section 5544.2 of the Public Resources Code (see Attachment 7) needs to be resolved to reflect the intent of the original legislation that extended the rate of Midpen’s indebtedness to 30 years implemented in Section 5544.2 through the passage of AB 612 (Gordon). This will require standalone legislation. 2. Board Compensation and Benefits: A request by a Midpen Board Member to update Section 5536 of the Public Resources Code (see Attachment 1) to modify Board current compensation amounts and criteria that were last adjusted in 1984. This will require additional scheduled Board deliberations to determine the change desired (if any) and the appropriate approach to pursue. Ultimately, this will require standalone legislation. R-17-06 Page 2 3. Definition of Disadvantaged Community update: Enacted in 2006 with the passage of Prop 84, Section 75005 of the Public Resources Code defines disadvantaged community (DAC) as a census tract whose median income is 80% of the state median income of $61,818 (ACS 2015), which is $49,454. A severely disadvantaged community (SDAC) census tract qualifies with a median income of 60% of the state median income ($37,091). This definition has been used in a variety of more recent funding measures including Prop 1 and Cap and Trade allocations. The recently introduced Parks Bond bills – AB 18 and SB 5 – both utilize the current definition when determining funding allocations. Unfortunately, this definition severely restricts the eligibility opportunities for funding in high-cost areas like San Mateo and Santa Clara Counties, whose median household incomes are $93,623and $96,310 respectively (Attachments 2 and 3). Changing the definition to better acknowledge the cost of living landscape across California by using the county median income as the reference would help level the playing field and expand funding eligibility in high-cost regions like Silicon Valley. Under the proposed change the District would gain an additional six eligible DAC census tracts and eleven SDAC census tracts. This would bring an additional 95,777 District residents into eligibility (Attachment 4). No definitive strategy has been identified to systematically amend this definition yet, so until such time the intent is to pursue definition updates on a bill by bill basis. 4. Design Build Authority Eligibility: In 2014 SB 785 (Wolk) provided cities, counties, and some special districts the ability to engage in certain capital projects in excess of $1 million utilizing design-build (DB) methodologies, rather than more conventional design- bid-build (DBB) approaches, as a pilot that will last until 2025. The District is currently not eligible to use DB for their projects. Utilizing DB methodologies has several advantages and disadvantages. These are summarized in Attachment 5. Assessing more specifically the advantages and disadvantages of DB is dependent on the specifics of the capital project(s) being considered, so at this time staff cannot articulate definitively whether DB would be recommended over DBB for future projects. However, for some projects DB might be a useful tool to ensure the funds entrusted to the District are used in the timeliest and most cost effective way possible. Potential projects to use DB in the future might include: • Parking lots • Bridges – both pedestrian and vehicle crossings • Residential remodels and repairs on district holdings, including water well improvements • Large tracts of agricultural fencing • Pond repairs and habitat restoration • Unpaved road repairs with drainage infrastructure Legislative action toward making the District eligible to use DB most likely would take the form of a request to amend SB 785 eligibility criteria to include parks and open space capital projects. An additional amendment would be needed to lower the project cost threshold from $1 million to approximately $250,000 to better reflect typical project sizes for the District. Recently, SB 957 (Hueso) was passed that enabled Healthcare Districts in California to use DB for hospital construction. However, a similar bill that would have expanded eligibility to include other health-related facilities, SB 994 (Hill), failed that same session. R-17-06 Page 3 5. Enhancement of Authority to Pursue Potential Acquisition of Lands in the Guadalupe Watershed. Item not reviewed by LFPAC due to time constraints. A verbal report will be delivered. The General Manager will be requesting Board approval to allow the District to sponsor legislation that will enable it to acquire and protect important natural resource lands in this critical watershed. FISCAL IMPACT There are no immediate fiscal impacts associated with Board recommendations regarding these legislative proposals. BOARD COMMITTEE REVIEW This item was previously reviewed by the Legislative, Financial, and Public Affairs Committee on November 8, 2016 and recommended for full Board consideration. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS If approval to pursue is given by the Board, the District will begin pursuing the included legislative agenda for the 2017-18 state legislative session. Attachments: 1. California Public Resources Code Section 5536 2. Map of Disadvantaged Community eligible parcels in San Mateo and Santa Clara County with the current definition 3. Map of Disadvantaged Community eligible parcels in San Mateo and Santa Clara County with the proposed definition 4. Analysis of impact of change in DAC 5. Comparison of Design-Bid-Build versus Design-Build methodologies 6. Approved November 8, 2016 LFPAC Minutes 7. California Public Resources Code Section 5544.2 Responsible Department Head: Kevin Woodhouse, Assistant General Manager Prepared by: Joshua Hugg, Legislative/External Affairs Specialist State of California PUBLIC RESOURCES CODE Section 5536 5536. (a) The board shall establish rules for its proceedings. (b) The board may provide, by ordinance or resolution, that each of its members may receive an amount not to exceed one hundred dollars ($100) per day for each attendance at a meeting of the board. For purposes of this section, a meeting of the board includes, but is not limited to, closed sessions of the board, board field trips, district public hearings, or meetings of a committee of the board. The maximum compensation allowable to a board member on any given day shall be one hundred dollars ($100). Board members shall not receive any other compensation for meetings, and no board member shall receive more than five hundred dollars ($500) compensation under this section in any one calendar month, except that board members of the East Bay Regional Park District may receive compensation for not more than 10 days in any one calendar month. A board member may elect to waive the per diem. In addition, the board may provide, by ordinance or resolution, that each of its members not otherwise eligible for an employer-paid or partially employer-paid group medical or group dental plan, or both, may participate in any of those plans available to permanent employees of the district on the same terms available to those district employees or on terms and conditions as the board may determine. A board member who elects to participate in any plan may also elect to have the premium for the plan charged against his or her per diem and may further elect to waive the balance of the per diem. (c) All vacancies on the board shall be filled in accordance with the requirements of Section 1780 of the Government Code, except that, in the case of vacancies caused by the creation of new wards or subdistricts, the directors shall, prior to the vacancies being filled, determine by lot, for the purpose of fixing the terms of the first directors to be elected to the wards or subdistricts, which ward or subdistrict shall have a four-year term and which ward or subdistrict shall have a two-year term. The persons who fill the vacancies caused by the establishment of new wards or subdistricts shall hold office until the next general election and until their successors are elected and qualified for the terms previously determined by lot. (d) For purposes of this section, the determination of whether a director’s activities on any specific day are compensable shall be made pursuant to Article 2.3 (commencing with Section 53232) of Chapter 2 of Part 1 of Division 2 of Title 5 of the Government Code. (Amended by Stats. 2005, Ch. 700, Sec. 18. Effective January 1, 2006.) Attachment 1 P A C I F I C O C E A N S A N F R A N C I S C O B A Y Santa Clara County San Mateo County Midpeninsula Regional Open Space District (MROSD) July 2016 Pa t h : G : \ P r o j e c t s \ a _ D i s t r i c t w i d e \ D e m o g r a p h i c M a p s \ 2 0 1 4 _ A m e r i c a n C o m m u n i t y S u r v e y \ D i s a d v a n t C o m m \ S a n t a C l a r a _ S a n M a t e o _ C u r r e n t . m x d Cr e a t e d B y : n g r e i g 0 105 MilesI Disadvantaged Communities: San Mateo & Santa Clara Counties Current Definition: State Median Household Income Sphere of Influence District Boundary County Line Severely Disadvantaged Community ( < 60% of Median Household Income) Disadvantaged Community ( 60 - 80% of Median Household Income) Non-Disadvantaged Community ( > 80% of Median Household Income) Attachment 2 P A C I F I C O C E A N S A N F R A N C I S C O B A Y Santa Clara County San Mateo County Midpeninsula Regional Open Space District (MROSD) July 2016 Pa t h : G : \ P r o j e c t s \ a _ D i s t r i c t w i d e \ D e m o g r a p h i c M a p s \ 2 0 1 4 _ A m e r i c a n C o m m u n i t y S u r v e y \ D i s a d v a n t C o m m \ S a n t a C l a r a _ S a n M a t e o _ P r o p o s e d . m x d Cr e a t e d B y : n g r e i g 0 105 MilesI Disadvantaged Communities: San Mateo & Santa Clara Counties Proposed Definition: County Median Household Income Sphere of Influence District Boundary County Line Severely Disadvantaged Community ( < 60% of Median Household Income) Disadvantaged Community ( 60 - 80% of Median Household Income) Non-Disadvantaged Community ( > 80% of Median Household Income) Attachment 3 Census Tract Count Population Census Tract Count Population Disadvantaged 4 14,897 10 47,947 Severely Disadvantaged 2 11,062 13 73,789 Total 6 25,959 23 121,736 Census Tract Count Population Census Tract Count Population Disadvantaged 134 619,538 255 1,215,065 Severely Disadvantaged 87 357,549 202 934,161 Total 221 977,087 457 2,149,226 Census Tract Count Population Census Tract Count Population Disadvantaged 1371 6,577,894 1584 7,675,945 Severely Disadvantaged 1330 5,853,396 1514 6,806,866 Total 2701 12,431,290 3098 14,482,811 Source: 2011‐2015 American Community Survey Current Definition: Proposed Definition: “Disadvantaged community” means a community with a median household income less than 80% of the statewide average. “Severely disadvantaged community” means a community with a median household income less than 60% of the statewide average. If a county has a median income above the state median, then the county median shall be used for the determination. Proposed Current Analysis of Disadvantaged Community Definition (as defined by CA Public Resource Code 75005) PRC 75005 (g) “Disadvantaged community” means a community with a median household income less than 80% of the statewide average. “Severely disadvantaged community” means a community with a median household income less than 60% of the statewide average. Within MROSD Boundary Bay Area 10 Counties State of California Current Proposed Current Proposed Attachment 4 Design-Bid-Build vs. Design-Build Design-Bid-Build Approach Advantages:  Maximum owner control over project variables  By contracting with designer, owner defines and details requirements to specification  Owner, engineers, governmental and funding agencies can ensure the project is acceptable to all parties  Potential savings through increased contractor competition  Greatest funding flexibility: design and construction contracts can be set according to the owner’s cash flow Disadvantages:  Time: Linear approach to design and construction  Changes by the owner during construction can impact the project cost and schedule resulting in claims  Unforeseeable and uncontrollable risks are owner’s responsibility  Greater owner management role requires a larger staff to maintain proper project control  Multiple interfaces between the designer, CM and contractors requires careful coordination by the owner  Adversarial relationship between owner, designer, and contractor Design-Build Approach Advantages:  High quality based selection of contractors, not simply price  Time savings – Construction can begin as sections of plans and specs are completed resulting in shorter delivery time  Faster and improved communications between the designer and Contractor  Responsibility and risk are delegated to a single source for design and construction – Result is fewer change orders and disputes  Contractor’s increased control of design and early involvement of key subcontractors may result in lower costs by collaborative efforts to identify innovative methods and systems to make design more efficient Disadvantages:  Owner loses the ability to select architect since this role is typically selected by the contractor  Potential for claims and schedule delays due to differences in interpretation of design criteria or preliminary design  Owner may pay a premium if there are changes to project as the design-builder completes design  Owner’s input on detailed design is limited because contractor is responsible for completing the design  Designers hired by the contractor have no obligation to inform owner about deficiencies in contractor’s work  Owners must rely on the contractor to deliver a completed project without benefit of typical owner oversight Attachment 5 *Approved by the Legislative, Funding, and Public Affairs Committee on November 15, 2016 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT LEGISLATIVE, FUNDING, AND PUBLIC AFFAIRS COMMITTEE Administrative Office 330 Distel Circle Los Altos, CA 94022 Tuesday, November 8, 2016 APPROVED MINUTES* CALL TO ORDER Director Cyr called the meeting of the Legislative, Funding and Public Affairs Committee to order at 2:00 p.m. ROLL CALL Members present Jed Cyr, Nonette Hanko, and Curt Riffle Members absent: None Staff present: General Manager Steve Abbors, Assistant General Counsel Hilary Stevenson, Legislative/External Affairs Specialist Josh Hugg, and District Clerk Jennifer Woodworth ORAL COMMUNICATIONS No speakers present. ADOPTION OF AGENDA Motion: Director Hanko moved and Director Riffle seconded to adopt the agenda. VOTE: 3-0-0 COMMITTEE BUSINESS 1. Approve Legislative, Funding, & Public Affairs Committee Meeting Minutes: August 30, 2016 Attachment 6 LFPAC Page 2 November 8, 2016 Motion: Director Riffle moved, and Director Hanko seconded the motion to approve the August 30, 2016 Legislative, Funding, and Public Affairs committee meeting minutes. VOTE: 3-0-0 2. Legislative Briefing (R-16-150) Legislative/External Affairs Specialist Josh Hugg discussed legislation for the Committee and Board of Directors to consider for possible action for the upcoming 2017 Legislative Session. These include: • Correction of a typo in Public Resources Code Section 5544 The Committee by consensus directed staff to pursue legislation to correct the typo. • Possible increase of Board compensation Director Hanko requested additional information regarding Board stipends for districts also formed by Public Resources Code Section 5500, under which the District was formed. Director Riffle suggested bringing the item forward to the full Board of Directors for consideration, including multiple options, such as the amount of compensation per meeting, the number of meetings per month compensated, and whether multiple meetings held on the same day may be compensated. The Committee discussed the need to notify and work with other open space districts to determine whether they are interested in pursuing a Board compensation increase. Assistant General Counsel Hilary Stevenson explained Public Resources Code only sets a ceiling for Board members compensation, and individual districts may set their own Board compensation. The Committee by consensus directed staff to research options for a possible Board compensation increase, and bring the item forward to the Board for consideration. • Pursuit of a parks bond similar to AB2244 related to the definition used to identify disadvantaged communities. Due to the high cost of living in the Bay Area, many communities have a higher median income, but are disadvantaged or severely disadvantaged as compared to neighboring communities. The suggestion is to use a formula based on county median income as opposed to the state’s median income. The Committee by consensus directed staff to continue researching the issue and return to the Committee with more information. • Pursuit of Design-Build Authority for the District related to some of the District’s capital projects. Attachment 6 LFPAC Page 3 November 8, 2016 The Committee by consensus directed staff to continue researching the issue and return to the Committee with more information. Director Riffle suggested staff research and follow any legislation related to marijuana tax if approved under Proposition 64, including whether the District is eligible for any funds from this tax for District activities such as habitat restoration, enforcement activities, etc. Additionally, staff should follow any progress related to any park bonds that arise and move forward as part of the upcoming Legislative Session and any legislation related to farm labor housing. 3. Filling the Volunteer Ombudsperson Position with Pool of Qualified Volunteers (R- 16-149) General Manager Steve Abbors provided the staff report describing the creation of the ombudsperson role following the 2004 Coastal Area Annexation. Mr. Abbors explained in the most recent recruitment three applications were received, and all applicants demonstrate a willingness and capability to serve as the District’s ombudsperson. The involvement of the ombudsperson has diminished over the past couple of year as fewer problems have arisen. Public comment opened at 2:53 p.m. No speakers. Public comment closed at 2:53 p.m. Motion: Director Hanko moved, and Director Riffle seconded the motion to accept the applications of Lisa Zadek of Half Moon Bay, Kristen Yawitz of Belmont, and Bob Rosenberg of San Jose to serve as a pool of volunteer ombudspersons and forward a recommendation for approval to the Board of Directors. VOTE: 3-0-0 INFORMATIONAL REPORTS Director Riffle requested additional information regarding the District’s contract with Public Policy Associates (PPA). Mr. Hugg reported staff is still determining how his role will work with the District’s lobbyist moving forward. Mr. Abbors stated the District will most likely pursue a request for proposals process in the coming years when Ralph Heim, the District’s lobbyist at PPA, retires. The Committee members discussed the need for the District to identify legislators to work closely with the District in the future. Director Riffle requested an update on the District’s grant program at a future Committee meeting. Attachment 6 LFPAC Page 4 November 8, 2016 ADJOURNMENT Director Cyr adjourned the meeting of the Legislative, Funding and Public Affairs Committee at 3:04 p.m. ____________________________ Jennifer Woodworth, MMC District Clerk Attachment 6 Public Resources Code section 5544.2 (a) A district may acquire all necessary and proper lands and facilities, or any portion thereof, by means of a plan to borrow money or by purchase on contract. (b) The amount of indebtedness to be incurred shall not exceed an amount equal to the anticipated property tax revenue allocations for the period of the repayment of the debt, but not less than the next five-year period derived pursuant to Chapter 6 (commencing with Section 95) of Part 0.5 of Division 1 of the Revenue and Taxation Code or the anticipated tax income derived pursuant to Section 50077 of the Government Code, or both. The time period to repay the indebtedness shall not exceed the applicable time period provided in subdivision (c) or (d). (c) All indebtedness that is incurred on or after July 1, 1982, pursuant to this section shall be repaid during a period not to exceed 20 years from the date on which it is incurred and shall bear interest at the rate allowed pursuant to Section 53531 of the Government Code, payable annually or semiannually or in part annually and in part semiannually. Notwithstanding any other provision of this section, with respect to the East Bay Regional Park District only, all indebtedness incurred pursuant to this section for acquisition of lands and facilities designated in the district’s master plan, including the Chabot Ridgelands, shall be repaid during a period not to exceed 30 years and at a rate not exceeding the rate allowed in this section for other districts. All other acquisitions of land and facilities by the East Bay Regional Park District not designated in the master plan are subject to the 20-year repayment period limitation of this section. (d) Notwithstanding subdivision (c), all indebtedness that is incurred by the Midpeninsula Regional Open Space District, on or after January 1, 2012, pursuant to this section, shall be repaid during a period not to exceed 30 years from the date on which it is incurred and shall bear interest at the rate allowed pursuant to Section 53531 of the Government Code, payable annually or semiannually or in part annually and in part semiannually. (e) Each indebtedness shall be authorized by a resolution adopted by the affirmative votes of at least two- thirds of the members of the district board, shall be evidenced by a promissory note or contract signed by the president of the board and attested by the secretary or treasurer, and shall be sold at not less than 95 percent of the principal amount in the manner determined by the board at a discount that equals the underwriter’s spread. The board shall determine that the discount reflects an underwriter’s spread that is both reasonable and customary under the prevailing market conditions. One of the two signatures may be by facsimile reproduction. At the time of making the general tax levy after incurring each indebtedness and annually thereafter until the indebtedness is paid or until there is a sum in the treasury set apart for that purpose sufficient to meet all payments of principal and interest on the indebtedness as they become due, a portion of the taxes levied and collected pursuant to Section 50077 of the Government Code, if any, shall be levied and collected and set aside sufficient to pay the interest on the indebtedness and the part of the principal that will become due before the proceeds of a tax levied at the next general tax levy will be available. (f) For indebtedness incurred pursuant to subdivision (d), the resolution by the district board required pursuant to subdivision (e) shall specify the revenue pledged by the district to repay the indebtedness. The resolution shall recite in substance that the principal of, and interest on, the indebtedness are payable solely from the revenue pledged to repay the indebtedness and that the district is not obligated to pay the principal or interest except from the pledged revenue, and may provide for the same pledge to all other indebtedness incurred pursuant to this section, including indebtedness incurred prior to January 1, 2012, in order to maintain a parity relationship among all outstanding indebtedness incurred by the district pursuant to this section. (g) The indebtedness authorized to be incurred by this section shall be in addition to, and this section shall not apply to, any bonded indebtedness authorized by vote of the electors. (Amended by Stats. 2011, Ch. 104, Sec. 1. Effective January 1, 2012.) Attachment 7 R-17-07 Meeting 17-01 January 11, 2017 AGENDA ITEM 7 AGENDA ITEM Options for Filling a Vacancy on the Measure AA Bond Oversight Committee GENERAL MANAGER’S RECOMMENDATION Direct staff to schedule a special meeting to interview applicants from among the applicant pool previously considered to fill a vacancy on the Measure AA Bond Oversight Committee. SUMMARY On December 14, 2016, the District Clerk received John Melton’s notice of resignation from the Measure AA Bond Oversight Committee (Committee). The District Clerk notified the Board of Mr. Melton’s resignation at the December 14, 2016 Board meeting and was asked to research options for filling the vacancy. Due to the ongoing work of the Committee, it is important to fill the vacancy as quickly as possible. As a result, it is recommended the Board choose to appoint from the pool of applicants previously considered by the Board in April 2016. MEASURE AA The Committee is appointed by the Board in order to promote transparency, and ensure oversight and accountability for the use of all funds under Measure AA. DISCUSSION On December 14, 2016, the District Clerk received John Melton’s notice of resignation and notified the Board. Mr. Melton’s resignation was effective December 14, 2016, and he was serving a term set to expire in December 2020. Board Policy 1.10, Measure AA Oversight Committee Bylaws, states “The General Manager’s Office shall make efforts to fill Committee vacancies as soon as practical. Upon notification of a vacancy, whether planned or unplanned, staff shall inform the Board of the status of recruitment efforts to fill the vacancy.” At its December 14, 2016 meeting, the Board directed the District Clerk to research options for filling the vacancy. The Committee met on November 29, 2016 and is currently scheduled to meet again on January 17, 2017 to begin review of the District’s Measure AA expenditures through June 30, 2015. As a result, it is recommended the Board choose to appoint from the pool of applicants previously considered by the Board in April 2016. This option will be more efficient than completing a second Committee recruitment process, similar to that which was conducted from October through December 2015. At its March 2, 2016 special meeting, the Board interviewed ten applicants to consider for appointment to the Committee. At its April 13, 2016 meeting, the Board proceeded through two R-17-07 Page 2 rounds of voting and appointed seven members to serve on the Committee. It is recommended the Board meet with the two applicants who were included in the second round of voting but not appointed, and choose one to appoint to serve the remainder of Mr. Melton’s term. Both candidates have been contacted and are interested in serving on the Committee. If the Board chooses this option, a special meeting will be scheduled as soon as possible, and the Board may choose to appoint at either the special meeting or a subsequent Board meeting. Alternatively, the Board may direct staff to complete a more extensive recruitment effort throughout the District and/or reach out to other candidates who submitted applications during the 2015 recruitment. FISCAL IMPACT If the Board chooses to interview and select to fill the vacancy from among those previously considered at a special meeting, the fiscal impact will include the meeting stipend for those Directors who attend, but not more than $700.00, which is included in the FY2016-17 budget. If the Board chooses to interview and select to fill the vacancy from among those previously considered at a previously scheduled regular meeting, no additional fiscal impact will be incurred. If the Board directs staff to complete a more robust recruitment throughout the District, staff will return with information related to publishing and translating advertisements for publication in local newspapers. BOARD COMMITTEE REVIEW This item was not reviewed by a committee. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS If the Board decides to interview the previously considered candidates at a special meeting, the District Clerk will contact the candidates to determine a time they can attend. Following the interviews, at a public meeting the Board will select a candidate to serve on the Committee. Attachments: 1. John Melton’s resignation letter 2. Board Policy 1.10, Measure AA Oversight Committee Bylaws 3. Responsible Department Head: Steve Abbors, General Manager Prepared by: Jennifer Woodworth, District Clerk, Assistant to the General Manager From:JOHN MELTON To:Jennifer Woodworth Subject:Resignation Date:Wednesday, December 14, 2016 11:21:18 AM Hi Jen, With regret, I must resign from the District's Bond Oversight Committee. After my discussion with the District's attorney to fully understand the Form 700 disclosure requirements, Eve and I, as Co-Trustees of our Family Trust choose not to comply with the State's disclosure requirements. I understand that choosing not to fully disclose means that I also choose not to serve. So be it! Best holiday wishes to you and all the other District staffers I have recently been working with, John Melton Attachment 1 Midpeninsula Regional Open Space District Board Policy Manual Measure AA Oversight Committee Bylaws Policy 1.10 Chapter 1 – Administration & Government Effective Date: 8/12/15 Revised Date: N/A Prior Versions: N/A Attachments: Bond Oversight Committee Application Board Policy 1.10 Page 1 of 3 Purpose: The Measure AA Bond Oversight Committee (Committee) is appointed by the Board of Directors (Board) for the Midpeninsula Regional Open Space District (District) in order to promote transparency, and ensure oversight and accountability for all funds collected and allocated under Measure AA. Committee Responsibilities: The Committee has the following three responsibilities for each of the years the Measure AA general obligation tax is collected or revenues expended: • Review Plan expenditures on an annual basis to verify conformity with the Expenditure Plan. • Review the District’s Annual Audit and Annual Accountability report and present the Committee’s findings to the Board at a public meeting. • Review any proposed amendments to the Expenditure Plan. The Committee Chair shall report the Committee’s findings at a public meeting of the Board of Directors. The Committee shall not have authority to recommend, advise, or direct any such matters that may fall under its responsibility to review. The Committee is not advisory to the Board of Directors and has no power to determine how General Fund monies are spent. The Board of Directors retains its authority to make such decisions and determinations. Committee Composition: The Committee shall consist of seven members, who are residents of the District. • All members must be at least 18 years of age and reside within the Midpeninsula Regional Open Space District. • Committee members may not be current District employees, District Board members, or any vendor, contractor, or consultant with active contracts or agreements with the Midpeninsula Regional Open Space District. • If at any time during his/her term, a Committee member becomes aware of a potential conflict of interest by a potential contract for services or other possible financial interest in or with the District, the Committee member must notify both the staff contact and the District Counsel immediately for legal review of the issue. • If at any time during his/her term, a Committee member ceases to maintain his/her principal place of residence within the District’s boundaries, then such person shall Attachment 2 Board Policy 1.10 Page 2 of 3 become ineligible to continue to serve as a member of the Committee and said position shall be declared vacant by the Board of Directors. Committee Operations: Quorum and voting: A majority of the Committee constitutes a quorum for the transaction of business. The Committee shall make decisions only by an affirmative vote of at least a majority of all members of the Committee. Attendance: Members will actively support Committee activities and regularly attend meetings. Accordingly, more than three absences during an 18-month period may be cause for removal from the Committee by the Board of Directors. Record: The Committee shall maintain a record of its meetings. Minutes of all meetings consisting of actions taken and the time and place of each meeting shall be kept on file at the District’s administrative office. District staff will prepare the minutes for each Committee meeting with the assistance of the Committee Chair. A member roster and record of Committee member attendance shall be maintained by the District Clerk. Location of meetings: The Committee shall meet in the Board Room, 330 Distel Circle, Los Altos, CA, at a time convenient to Committee members and the public or at some other location designated by the Committee within the boundaries of the Midpeninsula Regional Open Space District, which is available to members of the public and complies with state and federal laws regarding accessibility. Termination: A member’s term shall terminate on the occurrence of any of the following: • The member voluntarily resigns by written notice to the Committee Chair or District staff. • The member fails to continue to meet the qualifications for membership, including attendance and residency requirements. Committee Lifespan: The Committee shall sunset (cease to exist) once it has reviewed and reported on all audit reports covering the 30 years of Measure AA revenue collection. No Board action is required to terminate the Committee. Committee Member Terms of Office: The seven seats on the Committee will have the following staggered terms of office: Member Seats First Term Second Term Appointment Expiration Appointment Expiration 1, 3, 5, 7 July 2016 December 2020 January 2020 December 2024 2, 4, 6 July 2016 December 2018 January 2018 December 2022 Each of the seats will be for four year terms, with the exception of seats 2, 4 and 6 during the first term only. The first term for seats 1, 3, 5, and 7 will serve from July 2016 to December Attachment 2 Board Policy 1.10 Page 3 of 3 2020, and seats 2, 4, and 6 will serve from July 2016 to December 2018. All subsequent terms will be for four years running from January through December. Committee Meeting Schedule: The Committee shall meet at least once annually. The District’s fiscal year currently ends on June 30 of each year with the Annual Financial Audit Report typically being provided in October each year. Consequently, the Committee shall meet each fall to review the Annual Financial Audit Report to verify that District expenditures conform to the Expenditure Plan. The exact meeting schedule will be dependent on the budget preparation schedule and available meeting dates for Committee members, which may vary from year to year. When necessary the Committee shall meet to discuss any proposed amendments to the Expenditure Plan. These meetings may occur without regard to the budget cycle. All meetings of the Committee will be public and noticed in accordance with the Ralph M. Brown Act. Committee Organization and use of Existing District Practices: The Committee shall follow all relevant existing District practices in terms of organization and conduct. Specifically, that the Committee: • Shall choose a Chair and Vice-Chair at the first regular meeting of each year • Shall operate in accordance with the Ralph M. Brown Act • Shall comply with all state and local mandated conflict of interest/economic interest disclosure requirements • Shall receive no compensation for his/her service on the Committee • Shall comply with all applicable District policies and procedures In the event of any conflict between these bylaws and the Expenditure Plan or other provisions of law, the Expenditure Plan or law shall prevail. Recruitment: The General Manager’s Office shall make efforts to fill Committee vacancies as soon as practical. Upon notification of a vacancy, whether planned or unplanned, staff shall inform the Board of the status of recruitment efforts to fill the vacancy. Appointments: Appointments of Committee members shall be placed on the agenda at a Board of Directors meeting. Attachment 2 Board Policy 1.10(a) Bond Oversight Committee Application MIDPENINSULA REGIONAL OPEN SPACE DISTRICT APPLICATION FOR MEASURE AA BOND OVERSIGHT COMMITTEE Please print or type Name: Home Address: Home Phone: Work Phone: Email Address: Cell Phone: Why do you want to serve on the Measure AA Bond Oversight Committee? Do you have any training, expertise or experience that you would like the Board to consider as they review your application for the Bond Oversight Committee? If you have served on other oversight committees or advisory boards/commissions please list and briefly describe your role: Please provide two references including name, address, phone number, and relationship: Please submit your application by email or mail to: Bond Oversight Committee c/o Jennifer Woodworth, District Clerk 330 Distel Circle Los Altos, CA 94022 jwoodworth@openspace.org Attachment 2 Board Policy 1.10(a) Bond Oversight Committee Application Applicant Requirements: I am 18 years of age or older. I am a resident living within the boundaries of the Midpeninsula Regional Open Space District. I am not an elected official or a public employee of any agency that oversees or benefits from the proceeds of the Measure AA parcel tax or have any economic interest in any Measure AA-funded projects or programs. I have no economic interest (no contracts, no payments, etc) in the District. MORE ABOUT THE MEASURE AA BOND OVERSIGHT COMMITTEE The Committee is appointed by the Midpeninsula Regional Open Space District’s Board of Directors pursuant to Measure AA to ensure accountability, transparency, and public oversight of all funds collected and allocated under Measure AA. The Expenditure Plan approved as part of Measure AA defines the Committee’s roles and responsibilities as follows: • Review Plan expenditures on an annual basis to verify conformity with the Expenditure Plan. • Review District’s Annual Audit and Annual Accountability report and present the Committee’s findings to the Board at a public meeting. • Review any proposed amendments to the Expenditure Plan. The Committee does not oversee any other District financial information nor does it set policy or provide input or direction on projects, budgets, work plans, or financial matters pertaining to other District funds. All actions, including decision about selecting projects for funding, will be made by the Board in public meetings. Attachment 2 DATE: January 11, 2017 MEMO TO: MROSD Board of Directors FROM: Stephen E. Abbors, General Manager SUBJECT: Summary of the December 13, 2016 Facilities Ad Hoc Committee Meeting _____________________________________________________________________________ This FYI Memorandum presents the discussion and comments at the December 13, 2016 Facilities Ad Hoc Committee (Committee) meeting, where MKThink presented three development options to address long-term Administrative Office needs (see Attachment 5). These were refined during a four-hour long charrette with the General Manager’s Office on November 29, 2016. In summary, the Committee arrived at a split recommendation: a majority recommendation to build a new, onsite, three-story office building, and a minority recommendation to build a two-and-a-half story office building (half of the third floor being non- office/common area space and the other being outdoor rooftop common area space). Future Scenarios and Development Options MKThink presented one-story, two-story, or three-story development options. In all options, the Administrative Office (AO) remains in its current location. As part of the presentation, MKThink explained how well each option responded to key success attributes of the three future scenarios (Talent Future, Partner Future, and Environmental Future) deemed of most importance to the Committee (see Attachments 1 and 2). For example, in the Talent Future, the attributes that help attract and retain talent would be quality and quantity of space (to attract staff), lowered commute time (to retain staff by addressing commute stress), and work flexibility (also to retain staff by addressing commute stress). One-Story Option This option relies on gutting the existing AO and creating highly dense work areas to fit into the existing footprint and walls of the building. It also relies on locating some staff permanently into satellite offices. This option leaves no extra space for potential tenants. Ultimately, the one-story option was deemed infeasible given the lack of available parking on site to accommodate more employees, which would likely raise a permitting issue by the City of Los Altos. Two-Story Option The two-story option requires two levels of underground parking. Any initial extra space could be leased. Director Hassett asked whether there had been any thought on a creative use for the roof top. Director Kishimoto followed with a question about putting solar panels or a garden on the roof to enhance the quality of the work environment. Solar panels and a garden would be desirable and can be included as part of the subsequent building design process. Summary from December 13, 2016 Facilities Ad Hoc Page 2 Committee Meeting Three-Story Option The three-story option requires three levels of underground parking. With the greatest square footage of the three, this option offers the greatest opportunity for lease space with the District initially occupying the majority of the building. Renting the lease space would help offset some of the overall construction cost and provide for more expansion space to ensure that office space needs are met over a much longer timeframe. Director Hassett inquired whether the City of Los Altos’ current height limit of 45 feet includes the elevator shaft, which MKThink is researching. Staff indicated that the City of Los Altos appears to support height limits above 45 feet for housing. The Committee revisited the feasibility of purchasing and developing the Carl’s Jr. property to avoid two levels of parking. After discussion, the Committee concluded that the challenges and complexity of pursuing this option, rather than the cost, made it undesirable. Director Siemens stated a preference for a two and a half story option where common space, such as a kitchen and cafeteria, would take up half the third (top) floor with an outdoor rooftop garden or other common space encompassing the other half. The two floors below would be office space. Director Siemens felt that there would be greater public support for two versus three full floors of office space. Satellite Office Space The discussion of office space options raised an interest in the potential for satellite office space to relieve the increasing commute strain that has affected District staff over recent years. Although satellite office space is not a requirement of either the two-story or three-story options, the General Manager will separately explore satellite office space needs and opportunities, particularly during the design of new field offices. The new AO must therefore be large enough to house all future staff for the foreseeable future. Commute stress would remain as is without the use of satellite offices, which is reflected in both two- and three-floor options. New AO Development Process Flowchart The flowchart (see Attachment 3) outlines the tasks and rough timeline for implementing any one of the three options. Acknowledging that it is in the District’s best interest to remain ready and nimble to jump on an opportunity to purchase a new building while design of a new building is underway, the flowchart shows four “jump points”. These jump points are where the Board may decide to pivot and instead pursue a new property. The last jump point shown would be just before groundbreaking occurs on the AO site after which point the District would be far too committed to building a new AO on site. At each jump point, there would be costs involved depending how far along the process the project is. Note that to rebuild onsite, costs will include the design and construction of tenant improvements for a temporary leased “swing” space to house staff while a new building is under construction. In addition, the choice to pursue a new property at any jump point would also restart the design, permitting, and construction timeline, as a new property would require tenant improvement work. Director Hassett pointed out that lease spaces would likely not have Board meeting room space, so during this time, Board meetings could be conducted in a shared space, e.g. City of Los Altos council chambers. Staff concurred that these options would be evaluated. Summary from December 13, 2016 Facilities Ad Hoc Page 3 Committee Meeting Director Siemens asked if base criteria would be developed before a design consultant is hired. Staff concurred that a scope of work describing desired or required elements would need to be developed. This would occur in early 2017 and may take longer than what is currently shown on the flowchart’s timeline. Director Siemens asked if an Environmental Impact Report would be required. Environmental review per the California Environmental Quality Act (CEQA) would be required, but staff has not yet determined which type of document would need to be prepared. The City of Los Altos is expected to rely on this document as part of the permit review process. General Manager Abbors suggested that the Board consider meeting with City of Los Altos elected officials to discuss the project. Staff indicated that the City Council has expressed support for higher density on El Camino Real, as it would allow the downtown to maintain lower building heights. Cost Analysis Staff prepared a rough order of magnitude cost analysis (see Attachment 4) of the two- versus three-story options with moderate, mid-grade finishes. Costs will be revisited in the early design phase. The rental offset for leasing one floor of the three-story option would pay for the third additional story in roughly 15 years using escalated dollars. The offset could conversely be seen as paying for future satellite office space if desired. Director Siemens asked if the current leased spaces (AO2, AO3, and AO4) were maxed out. Staff responded that those spaces are close to full. The cost analysis also looked at purchasing a new building elsewhere, both inside and outside of transit-oriented areas. Transit-oriented areas command a premium. Director Hassett pointed out that the sale of the existing AO could offset the purchase of a new building somewhere else. There was discussion as to the value of the existing AO, and Director Kishimoto requested that information be added to the analysis. General Manager’s Office (GMO’s) Recommendation Assistant General Manager Ruiz provided the Committee with the GMO’s rationale on its recommendation to pursue the three-story option. The GMO discussed the two- and three-story options at length and overall the GMO leaned toward three stories for the following reasons: 1. Today’s dollar will go further now than in the future, making it more cost effective to build larger now in one fell swoop, than to incrementally build additional space over time. 2. This is likely the one time within our working lifetimes that the District will rebuild its site. 3. The additional space provides the greatest flexibility to adapt to operational changes in the coming decades (over the very long term). 4. The extra space would allow the District to consider significantly growing its internship program and volunteer programs, and encourage land stewardship and greater public engagement. 5. Leasing out office space can generate substantial revenues to pay for a portion or most of the investment (note: this was the approach used when the current AO building was purchased, with the District incrementally occupying previous leased space). 6. Three stories provide the capacity to include a partnership element, whether the space is leased out to partners or is a shared space for partners to use. Summary from December 13, 2016 Facilities Ad Hoc Page 4 Committee Meeting 7. A larger building also allows the capacity to provide communal space for the community at large. 8. Three stories maximize the building’s density, thus promoting infill development along the El Camino corridor, which is a planned high transit corridor. 9. As a planning strategy, by designing for a larger facility, the District is better poised to negotiate a scaling down of the building envelope and mass during the City of Los Alto’s planning review. Committee Discussion on Recommendation Director Hassett said that he came to the meeting leaning towards two stories, but after hearing the discussions, prefers 3 or 3+ stories. With regard to leasing to partner organizations, he has concerns with subsidizing rent to partners since the public’s tax dollars would be used on something not approved by the public. Director Hassett said that he could support building housing above the AO, as there is always a need for it and he felt he could defend a project that has a housing element. Director Siemens said that he initially supported 3+ stories, but since developed reservations about using a third of the space as rental space. He did not know how he would explain why the District was building more than currently needed. He prefers two and a half stories, which would include two stories or 30,000 square feet of office space with half of the third floor space allocated as common, meeting, or cafeteria space and the other half to outdoor rooftop common space. Director Siemens felt that going higher to three full stories could cause issues and increase the project timeline. He felt that the District would only need to grow larger in the field offices. Director Kishimoto was open to a three-story building due to its location on El Camino Real and the additional flexibility and revenue potential. She felt that the one-story option has less environmental impact and leaves more resources for potential future satellite office space. Satellites would allow for shorter commutes, but could negatively affect the current collaborative work environment. However, based on Assistant General Manager Ruiz’ comments on today’s dollars having more value now, Director Kishimoto felt that if she voted today, she would support the 3+ stories as long as it incorporates an element like a light well for quality of space and does not just maximize square footage. General Manager Abbors felt that having dedicated gathering or meeting space for the community would be a public benefit and help to better integrate the District into the community. District Clerk Woodworth added that the need for community space exists. General Counsel Schaffner suggested, because of the split in the Committee members’ opinions, that the Committee’s recommendation to the full Board could include a majority recommendation and a minority recommendation. MKThink indicated that the design team hired for the next phase of work could prepare early concept designs to determine how much space is desired. Based on a preferred concept, the design team could then prepare a fee proposal to move from concept design to design development (i.e. construction plans). On a separate topic, Director Siemens asked why the District would lease satellite space. He was unsure whether providing Board meeting space in satellites was necessary or whether satellites would have a significant impact on employee commutes. Perhaps a better option would be to provide transit subsidies and provide transportation between transit stations and the AO. Results from MKThink’s earlier staff survey indicate, however, that staff need their cars for a variety of Summary from December 13, 2016 Facilities Ad Hoc Page 5 Committee Meeting reasons cannot easily be accommodated by transit, e.g. child care drop off and pick up, personal errands, or off-site commitments. MKThink suggested that working out of a satellite or increasing the number of days employees may telecommute would help reduce commute stress. A satellite office also has the benefit of facilitating face-to-face collaboration. Next Steps for the AO Director Hassett requested that MKThink show what a rooftop space could look like to help illustrate its use and benefit. Director Kishimoto asked about quality of light and how it might be brought into the building, such as through a light well or similar architectural element. Staff will request images from MKThink to give the Board a sense as to how a space or building might be designed. The Committee’s recommendation (a majority recommendation to support three stories and a minority recommendation to support two stories) will be presented to the full Board at a Study Session on January 25, 2017. The desired outcome is for the Board to reach a decision and direct staff to proceed with implementation of one approved option. ------------------------------------------------------------------------------------------------------------------ Discussion about South Area Office Feasibility Study Real Property staff requested guidance from the Committee on whether to pursue properties in urban areas outside the District jurisdictional boundary. The South Area Office Feasibility Study is currently on the Fiscal Year 2016-17 Action Plan and initial research indicates major challenges and costs to develop a field office onsite at Sierra Azul Open Space Preserve. In addition to cultural resources on site, there is no utility infrastructure (electrical, sewer, water, internet connection). Particularly challenging would be internet connectivity, given that none exists and it could cost the District $2M to bring high speed fiberoptic cable to the site. Because of these challenges, Real Property staff looked in nearby urban areas for suitable industrial sites that already have services. General Counsel has confirmed that the District is legally allowed to purchase real property outside its boundaries. Campbell and San Jose (near Camden) are potential locations, close to the current South Area Outpost. The Committee unanimously supported the recommendation to include areas outside the District’s jurisdiction as staff looks at potential developed sites to purchase for use as a South Area Office. Next Steps for the South Area Office Staff will continue to seek opportunities in urban areas, particularly Campbell and San Jose, and keep the Committee apprised if a property comes up. Prepared by: Tina Hugg, Senior Planner Attachments: 1. December 7, 2016 Future of the AO Scenarios & Conceptual Solutions 2. December 7, 2016 Solutions Options Detailed 3. December 7, 2016 New AO Development Process Flowchart 4. December 13, 2016 Cost Analysis – Rebuild, Temporary Rental, and Rental Offset 5. December 13, 2016 MKThink Presentation MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: FUTURE OF THE AO SCENARIOS & CONCEPTUAL SOLUTIONS Confidential & Proprietary. Do not distribute without consent.Updated: 12.07.16 Solution Options Future Scenario S1: 1-Story | 12,500GSF S2: 2-Story | 30,800GSF S3: 3-Story | 46,200GSF 1: TALENT FUTURE Increased pressure on non-profits hiring top talent In the future, the marketplace becomes increasingly competitive due to demand for talent and increased costs of living that have driven up salaries. In this sce- nario, Midpen focuses its resources on talent attraction and retention, investing in high quality spaces, amenities, competitive salaries, benefits, and professional development and satellite locations/remote work policies to ease commute stress. SPACE QUALITY: Higher space quality - build less, build better COMMUTE DURATION: Commute duration stays the same WORK FLEXIBILITY: Work flexibility (remote/ flex hours/etc.) increases to accommodate smaller space SPACE QUALITY: Space quality balanced with space quantity COMMUTE DURATION: Commute duration stays the same WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) SPACE QUALITY: Space quality balanced with space quantity COMMUTE DURATION: Commute duration stays the same WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) 2A: PARTNER FUTURE A Opportunities to consolidate/coordinate efforts In the future, greater coordination between government and non-profit orga- nizations working to preserve open spaces is required to manage and execute initiatives. Midpen sees an opportunity to accelerate the fulfillment of its vision through strong collaborations with partner organizations by maximizing the development potential of its land and building a multi-story new office build- ing, creating suites for partner orgs and shared spaces to host meetings or joint events. SPACE QUANTITY: High density space for MROSD staff without extra for partnering SPACE QUANTITY: 1/2 - 1 floor of partnering space available SPACE QUANTITY: 1 - 1-1/2 floor(s) of partnering space available 5: ENVIRONMENTAL FUTURE Resources scarce, gov. entities forced to cut, “greening” In the future, increased scarcity of land, water, and other resources force greater pressure on organizations to ration their resource use. Midpen emphasizes strong environmental values in its AO with a renovation that brings the existing building up to the Living Building Challenge standards and provides more flex- ibility for staff to reduce emissions and commute times; Midpen also subsidizes technology for home offices and transit costs. EMBODIED ENERGY: Reuse existing space avoiding large-scale new construction OPERATIONAL ENERGY: Selected system retrofits for increased efficiency SITE USE: Low development of the site, reducing site density pushing dev elsewhere EMBODIED ENERGY: Medium-level of construction using new materials OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency SITE USE: Medium development of the site EMBODIED ENERGY: High-level of construction using new materials OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency SITE USE: High development of the site, optimizing site density avoid dev elsewhere Preface: In all Solution Options the AO remains in its current location given that MROSD owns the property (tax benefits), that its geographically centered to both open spaces and employee housing, and has zoning to allow expansion as needed. Also, Satellite offices have been removed from this discussion and will be evaluated in parallel, separately, but are considered highly important to the Talent Future and will be crucial to long-term talent stability given increasing commute times. NOTES: Future Scenarios reduced from 6 to 3 during 10/16 Facilities Ad-Hoc Committee meeting; removed Partner Future B, Value Future & Expansion Future Solution S1 was removed during the 11/29 GMO meeting because parking requirements due to increased people on site would make the option infeasible Scoring is qualitative based on MKThink opinion of each solution’s strength of response to the future scenario described Growth Projections for AO only: 2015: 70, 2016: 99, 2020: 104, 2045: 119 (based on FOSM projections for AO) Current Density of AO (Gross Square Feet (GSF) / Person): 190 GSF / Person (based on 63 Persons in 12,000 GSF from Opps/Constraints, Oct 20, 2015) ExcellentNot Good Good Option Removed during 11/29 GMO meeting GMO Preferred Option Attachment 1 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: SOLUTION OPTIONS DETAILED Confidential & Proprietary. Do not distribute without consent.Updated: 11.22.16 Solution Options S1: 1-Story | 12,500GSF S2: 2-Story | 30,800GSF S3: 3-Story | 46,200GSF DESCRIPTION The AO retains its building shell and is renovated to accommodate from 70- 100% of administrative personnel in office at any given time. The remaining personnel would schedule individual or collaborative work at one of poten- tially two satellite offices located near centroids of where AO staff live, or they would work remotely from home. During renovation, deferred mainte- nance in the existing AO would be addressed and money saved from avoid- ing new construction could be allocated to upgrades in amenities, green features and office space technology to support denser and more dynamic operations. The AO demolishes its current building and rebuilds onsite to accommodate 100% of administrative peronnel in office at any given time. The renovated AO would have an additional floor allowing for more programmed spaces per person or enabling some limited partnerships with other non-profit/gov- ernmental organizations or commercial entities. Amenities, green features, and office technology may be more modest than the S1 option to offset costs of construction. The AO demolishes its current building and rebuilds onsite to accommodate 100% of administrative peronnel in office at any given time. The renovated AO would have two additional floors to accommodate more MROSD pro- grammed space and future growth as well as partnerships with non-profits/ governmental organizations or commercial entities. Amenities, green fea- tures, and office technology may be more modest than the S1 /S2 options to offset costs of constructing additional floors; however, they may also be the same if Type A office buildings are in high demand, affording increased investment in amenities that will be offset by rental income. FUTURE SCENARIOS RATIONALE • SPACE QUALITY: Higher space quality - build less, build better • COMMUTE DURATION: Commute duration stays the same • WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) increases to accommodate smaller space • SPACE QUANTITY: High density space for MROSD staff without extra for partner • EMBODIED ENERGY: Reuse existing space avoiding large-scale new construction • OPERATIONAL ENERGY: Selected system retrofits for increased efficiency • SITE USE: Low development of the site, reducing site density pushing development elsewhere • SPACE QUALITY: Space quality balanced with space quantity • COMMUTE DURATION: Commute duration stays the same • WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) • SPACE QUANTITY: 1/2 - 1 floor of partnering space available • EMBODIED ENERGY: Medium-level of construction using new materials • OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency • SITE USE: Medium development of the site • SPACE QUALITY: Space quality balanced with space quantity • COMMUTE DURATION: Commute duration stays the same • WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) • SPACE QUANTITY: 1 - 1-1/2 floor(s) of partnering space available • EMBODIED ENERGY: High-level of construction using new materials • OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency • SITE USE: High development of the site, optimizing site density avoid development elsewhere OTHER RATIONALE • EXPEDITE SATELLITES: Savings on space could expedite use of satellites through pressure on space needs • COMMUNITY ENGAGEMENT: Space limits opportunities for community engagement onsite unless satellites are used (being considered separately) • WORK CONTINUITY: Disruption is shorter in duration but basically has the same impact as options S2/S3 since there would be a one-time move to another location before moving back in after significant renovations are made to the existing building • COST/VALUE: Lesser initial cost ($3-6mil), but less value over time with no revenue generation from tenants • EXPEDITE SATELLITES: Less pressure on space needs so limited incentive to invest in satellites • COMMUNITY ENGAGEMENT: More opportunities for community engagement via dedicated community spaces; at a regional planning level, more opportunities for other organizations to work from the AO reducing office space needed elsewhere that could be used for housing instead • WORK CONTINUITY: Disruption is basically the same as S3 with some difference in duration of time relocated • COST/VALUE: Greater initial cost ($25-30mil), but has tenant revenue that creates value over time that would offset the initial investment; comes with some rental risk and additional admin time • EXPEDITE SATELLITES: Least pressure on space needs and most financial pressure, reducing incentive for satellites • COMMUNITY ENGAGEMENT: Largest opportunity to provide community engagement areas onsite; in keeping with local/regional direction to focus jobs and housing creation on transit corridors, sees MROSD as a key member of the Plan Bay Area effort to densify in Priority Development Areas, contributing to the overall community by providing maximum office area on-site, reducing the housing sprawl, which benefits the whole community as well MROSD • WORK CONTINUITY: Disruption is basically the same as S2 with some difference in duration of time relocated; increased security in growth potential if actual growth exceeds FOSM projections in the future • COST/VALUE: Greatest initial cost ($35-45mil), but has maximum tenant revenue that creates large value over time to payback initial investments Preface: In all Solution Options the AO remains in its current location given that MROSD owns the property (tax benefits), that its geographically centered to both open spaces and employee housing, and has zoning to allow expansion as needed. Also, Satellite offices have been removed from this discussion and will be evaluated in parallel, separately, but are considered highly important to the Talent Future and will be crucial to long-term talent stability given increasing commute times. Option Removed during 11/29 GMO meeting GMO Preferred Option NOTES: MKThink Strategy Model includes 4 primary dimensions: Space Quantity, Space Operations (including location(s), work processes (remote, tech use, etc.)), Space Density & Space Quality. The combination of options within and across dimensions yields a total number of Solution Options available. Then, based on constraints certain options are filtered out and based on organizational goals/priorities/values certain options are prioritized. The options above represent 3 of 12 considered (Large/Med/Small, Stay/Go, Satellites/No Sat) explor- ing the Space Quantity option of Large/Medium/Small across different evaluation criteria. Attachment 2 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: NEW AO DEVELOPMENT PROCESS FLOWCHART Confidential & Proprietary. Do not distribute without consent.Updated: 12.07.16 Problem Statement Determine Site/Building Criteria Monitor Identify Decide Help New Build Design Process Research Questions Findings Options Priorities RECOMMENDATION JUMP POINT = POINT AT WHICH DECISION TO CONTINUE TO SEARCH FOR A BUILDING TO PURCHASE BECOMES EXPONENTIALLY MORE COSTLY Solicit/Secure Design Consultants Determine Search Criteria Search Time Allowance Board Approval Solicit/Secure T.I.* Design Consultants T.I. Design & Documentation T.I. Building Permit Review Bid & Contractor Selection *T.I. = Tenant Improvements Construction Schematic Design/Planning Application Design Development Construction Documents Building Permit Review Bid & Contractor Selection Construction Move-In Move-In Planning Review MONITORING OPPORTUNITIES T.I. DESIGN FOR NEW SITE/BUILDING NEW BUILDING DEVELOPMENT PROCESS SWING SPACE PROCESS MKTHINK PROCESS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2016 2017 2018 2019 2020 2021 JU M P P O I N T # 1 JU M P P O I N T # 2 JU M P P O I N T # 3 JU M P P O I N T # 4 Be f o r e c o m m i t t i n g $10 k ’ s t o p l a n n i n g Be f o r e c o m m i t t i n g $10 0 k ’ s t o l e a s e Be f o r e c o m m i t t i n g $10 0 k ’ s t o r e n o v a t i o n Be f o r e c o m m i t t i n g m i l l i o n s t o ne w b u i l d i n g c o n s t r u c t i o n Attachment 3 Cost Analysis ‐ Rebuild, Temporary Rental, and Rental Offset 12/13/2016 Revision 1 Abbreviations RWC = Redwood City ROI = Return on investment LG = Los Gatos SQ FT = Square Feet Solutions AO Remodel or Rebuild Hard Costs Soft and Other Costs (25%) Cost for Temp Rental for 3 yrs Total Cost AO Rent Offset (1 Floor) over 30 yrs Satellite Lease 5K SF in RWC for 30 yrs Satellite Lease 5K SF in LG for 30 yrs Total Satellite Cost AO Rent Offset (1 Floor) over 30 yrs Cost After Rent Offset 2‐story AO $24,205,000 $6,051,250 $4,487,987 $34,744,237 $0 $14,272,625 $10,989,921 $25,262,546 $0 $25,262,546 3‐story AO $35,844,000 $8,961,000 $4,487,987 $49,292,987 $36,266,739 $14,272,625 $10,989,921 $25,262,546 $36,266,739 ($11,004,194) Year SQ FT SQ FT Rate %3 Escalation 1‐Year Sum 1‐ Year Cost for AO2 ‐ AO4 Running Sum Comments 1 12,000 $8.00 $1,152,000 $300,000 $1,452,000 Incl. minor T.I., doesn't include move cost, IT relo 2 12,000 $8.24 $1,186,560 $309,000 $2,947,560 3 12,000 $8.49 $1,222,157 $318,270 $4,487,987 Location (Downtown Mountainview) Cost per SQ FT Desired SQ FT Cost for Purchase Cost to Remodel per SQ FT (higher end) Cost for Remodel (w/30% soft and other costs) Total Cost Purchase and Remodel Non‐Transit Oriented Development $966 30,000 $28,984,200 $200 $7,800,000 $36,784,200 Non‐Transit Oriented Development $966 45,000 $43,476,300 $200 $11,700,000 $55,176,300 Transit Oriented Development $1,476 30,000 $44,279,700 $200 $7,800,000 $52,079,700 Transit Oriented Development $1,476 45,000 $66,419,550 $200 $11,700,000 $78,119,550 Comments 3‐story AO ‐ ROI for extra floor achieved in 15 years (in today's dollars) No rental offset w/2‐story AO MKThink Solution Options Potential Satellite Costs and Offset Temporary Rental during Construction Purchase cost based on real estate market study with 3% escalation; remodel cost from MKThink " " " Purchase and Remodel Elsewhere Comments Attachment 4 PREPARED FOR:PREPARED by: 13 December 2016 Ad-Hoc BoArd committee meeting #4 Attachment 5 2midpeninsula regional open space district - mrosd ao future study The FuTurisT - real esTaTe process PROCESS proBlem stAtement reseArcH questions INTERNAL EXTERNAL findings priorities recommend. CONCEPTuAL STRATEgy - Quantity - Density - Quality - operations - ownership/location e.g. retention partnering VALuES CONSTRAINTS OPERATIONAL NEEdS CONTEXTuAL ChALLENgES / OPPORTuNITIES options INduSTRy EXPERTISE (mKthinK / other) WE WErE HErE 10/17 WE ARE hERE 12/13 gMO ChARETTE 11/29 Attachment 5 3midpeninsula regional open space district - mrosd ao future study MATRIX FROM 10/17 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: FUTURE OF THE AO SCENARIOS Confidential & Proprietary. Do not distribute without consent.Updated: 10.16.16 ExcellentNot Good Priorities Project Delivery Green Flexibility Staff Retention Staff Diversity Staff Feedback Initial Cost Value Disruption Total Future Scenario Rank 1 5 4 3 6 9 8 2 7 1: TALENT FUTURE - MidPen attracts/retains top talent in competitive market Quantity: AO size stays the same; increase in collaborative over individual space Quality: Provide competitive amenities, higher quality furniture/finishes/equip. Density: Increase overall density per person Operations: Allow flexible hours (core hours), remote & satellite work by appt. Ownership and Location: Retain Los Altos AO; lease distributed satellite offices 2 15 2a: PARTNER FUTURE A - MidPen leverages partner orgs to expand impact Quantity: Add space for partners to lease/reserve (3-4 stories) Quality: Invest in high-quality shared, flexible spaces Density: Increase overall density per person Operations: Encourage staff to work from AO and collaborate with partners Ownership and Location: Retain Los Altos AO 1 13 2b: PARTNER FUTURE B - MidPen relies on partner properties to stay lean Quantity: AO size stays the same Quality: Invest in core space types and high-quality tech/communications Density: Increase overall density per person Operations: Distribute staff according to function and partner alignment Ownership and Location: Retain Los Altos AO; lease space from partners - 14 3: ENVIRONMENTAL FUTURE - MidPen emphasizes “green” values Quantity: AO size stays the same Quality: Invest in renovations to meet Living Building (or other) standard Density: Increase overall density per person Operations: Reduce commutes, lower emissions through remote work/satellites Ownership and Location: Retain Los Altos AO; lease distributed satellite offices 1 14 4: VALUE FUTURE - Fiscally conservative route retains funds for the unknown Quantity: Add additional space by rebuilding/addition on site (2 stories) Quality: Retain existing level of quality Density: Retain existing density Operations: Status quo Ownership and Location: Retain Los Altos AO - 12 5: EXPANSION FUTURE - District adds land in new county Quantity: AO size stays the same Quality: Retain existing level of quality Density: Increase overall density per person Operations: Move a portion of staff to second AO near newly aquired land Ownership and Location: Retain Los Altos AO, lease satellite offices to manage growth, and purchase/lease new AO in new location - 11 Good NOTES: In no scenario do we see a reason to sell the current AO property. In all scenarios the AO needs to be renovated to operating needs. NOTES: Rankings based on interpretation of director feedback (n=2) ‘Total’ calculation based on yellow criteria only. All criteria scores conceptual and predictive. Attachment 5 4midpeninsula regional open space district - mrosd ao future study MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: FUTURE OF THE AO SCENARIOS Confidential & Proprietary. Do not distribute without consent.Updated: 10.16.16 ExcellentNot Good Priorities Project Delivery Green Flexibility Staff Retention Staff Diversity Staff Feedback Initial Cost Value Disruption Total Future Scenario Rank 1 5 4 3 6 9 8 2 7 1: TALENT FUTURE - MidPen attracts/retains top talent in competitive market Quantity: AO size stays the same; increase in collaborative over individual space Quality: Provide competitive amenities, higher quality furniture/finishes/equip. Density: Increase overall density per person Operations: Allow flexible hours (core hours), remote & satellite work by appt. Ownership and Location: Retain Los Altos AO; lease distributed satellite offices 2 15 2a: PARTNER FUTURE A - MidPen leverages partner orgs to expand impact Quantity: Add space for partners to lease/reserve (3-4 stories) Quality: Invest in high-quality shared, flexible spaces Density: Increase overall density per person Operations: Encourage staff to work from AO and collaborate with partners Ownership and Location: Retain Los Altos AO 1 13 2b: PARTNER FUTURE B - MidPen relies on partner properties to stay lean Quantity: AO size stays the same Quality: Invest in core space types and high-quality tech/communications Density: Increase overall density per person Operations: Distribute staff according to function and partner alignment Ownership and Location: Retain Los Altos AO; lease space from partners - 14 3: ENVIRONMENTAL FUTURE - MidPen emphasizes “green” values Quantity: AO size stays the same Quality: Invest in renovations to meet Living Building (or other) standard Density: Increase overall density per person Operations: Reduce commutes, lower emissions through remote work/satellites Ownership and Location: Retain Los Altos AO; lease distributed satellite offices 1 14 4: VALUE FUTURE - Fiscally conservative route retains funds for the unknown Quantity: Add additional space by rebuilding/addition on site (2 stories) Quality: Retain existing level of quality Density: Retain existing density Operations: Status quo Ownership and Location: Retain Los Altos AO - 12 5: EXPANSION FUTURE - District adds land in new county Quantity: AO size stays the same Quality: Retain existing level of quality Density: Increase overall density per person Operations: Move a portion of staff to second AO near newly aquired land Ownership and Location: Retain Los Altos AO, lease satellite offices to manage growth, and purchase/lease new AO in new location - 11 Good NOTES: In no scenario do we see a reason to sell the current AO property. In all scenarios the AO needs to be renovated to operating needs. NOTES: Rankings based on interpretation of director feedback (n=2) ‘Total’ calculation based on yellow criteria only. All criteria scores conceptual and predictive. BaseD oN TreNDs research, eMerGiNG issues & DiscussioN SCENARIOS FROM 10/17 TALENT PARTNER ENVIRONMENT Attachment 5 5midpeninsula regional open space district - mrosd ao future study MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: FUTURE OF THE AO SCENARIOS Confidential & Proprietary. Do not distribute without consent.Updated: 10.16.16 ExcellentNot Good Priorities Project Delivery Green Flexibility Staff Retention Staff Diversity Staff Feedback Initial Cost Value Disruption Total Future Scenario Rank 1 5 4 3 6 9 8 2 7 1: TALENT FUTURE - MidPen attracts/retains top talent in competitive market Quantity: AO size stays the same; increase in collaborative over individual space Quality: Provide competitive amenities, higher quality furniture/finishes/equip. Density: Increase overall density per person Operations: Allow flexible hours (core hours), remote & satellite work by appt. Ownership and Location: Retain Los Altos AO; lease distributed satellite offices 2 15 2a: PARTNER FUTURE A - MidPen leverages partner orgs to expand impact Quantity: Add space for partners to lease/reserve (3-4 stories) Quality: Invest in high-quality shared, flexible spaces Density: Increase overall density per person Operations: Encourage staff to work from AO and collaborate with partners Ownership and Location: Retain Los Altos AO 1 13 2b: PARTNER FUTURE B - MidPen relies on partner properties to stay lean Quantity: AO size stays the same Quality: Invest in core space types and high-quality tech/communications Density: Increase overall density per person Operations: Distribute staff according to function and partner alignment Ownership and Location: Retain Los Altos AO; lease space from partners - 14 3: ENVIRONMENTAL FUTURE - MidPen emphasizes “green” values Quantity: AO size stays the same Quality: Invest in renovations to meet Living Building (or other) standard Density: Increase overall density per person Operations: Reduce commutes, lower emissions through remote work/satellites Ownership and Location: Retain Los Altos AO; lease distributed satellite offices 1 14 4: VALUE FUTURE - Fiscally conservative route retains funds for the unknown Quantity: Add additional space by rebuilding/addition on site (2 stories) Quality: Retain existing level of quality Density: Retain existing density Operations: Status quo Ownership and Location: Retain Los Altos AO - 12 5: EXPANSION FUTURE - District adds land in new county Quantity: AO size stays the same Quality: Retain existing level of quality Density: Increase overall density per person Operations: Move a portion of staff to second AO near newly aquired land Ownership and Location: Retain Los Altos AO, lease satellite offices to manage growth, and purchase/lease new AO in new location - 11 Good NOTES: In no scenario do we see a reason to sell the current AO property. In all scenarios the AO needs to be renovated to operating needs. NOTES: Rankings based on interpretation of director feedback (n=2) ‘Total’ calculation based on yellow criteria only. All criteria scores conceptual and predictive. STAFF FEEdbACk BaseD oN iNTerNal MrosD DiscussioNs PRIORITIES FROM 10/17 MISSION/dELIVER gREEN FLEXIbILITy STAFF (INCL. dIVERSITy) INITIAL COST LONg TERM VALuE dISRuPTION STAFF dIVERSITy Attachment 5 6midpeninsula regional open space district - mrosd ao future study a DraFT FraMework For evaluaTiNG soluTioNs usiNG FuTure sceNarios SCENARIOS & AO SOLuTIONS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: FUTURE OF THE AO SCENARIOS & CONCEPTUAL SOLUTIONS Confidential & Proprietary. Do not distribute without consent.Updated: 12.07.16 Solution Options Future Scenario S1: 1-Story | 12,500GSF S2: 2-Story | 30,800GSF S3: 3-Story | 46,200GSF 1: TALENT FUTURE Increased pressure on non-profits hiring top talent In the future, the marketplace becomes increasingly competitive due to demand for talent and increased costs of living that have driven up salaries. In this sce- nario, Midpen focuses its resources on talent attraction and retention, investing in high quality spaces, amenities, competitive salaries, benefits, and professional development and satellite locations/remote work policies to ease commute stress. SPACE QUALITY: Higher space quality - build less, build better COMMUTE DURATION: Commute duration stays the same WORK FLEXIBILITY: Work flexibility (remote/ flex hours/etc.) increases to accommodate smaller space SPACE QUALITY: Space quality balanced with space quantity COMMUTE DURATION: Commute duration stays the same WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) SPACE QUALITY: Space quality balanced with space quantity COMMUTE DURATION: Commute duration stays the same WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) 2A: PARTNER FUTURE A Opportunities to consolidate/coordinate efforts In the future, greater coordination between government and non-profit orga- nizations working to preserve open spaces is required to manage and execute initiatives. Midpen sees an opportunity to accelerate the fulfillment of its vision through strong collaborations with partner organizations by maximizing the development potential of its land and building a multi-story new office build- ing, creating suites for partner orgs and shared spaces to host meetings or joint events. SPACE QUANTITY: High density space for MROSD staff without extra for partnering SPACE QUANTITY: 1/2 - 1 floor of partnering space available SPACE QUANTITY: 1 - 1-1/2 floor(s) of partnering space available 5: ENVIRONMENTAL FUTURE Resources scarce, gov. entities forced to cut, “greening” In the future, increased scarcity of land, water, and other resources force greater pressure on organizations to ration their resource use. Midpen emphasizes strong environmental values in its AO with a renovation that brings the existing building up to the Living Building Challenge standards and provides more flex- ibility for staff to reduce emissions and commute times; Midpen also subsidizes technology for home offices and transit costs. EMBODIED ENERGY: Reuse existing space avoiding large-scale new construction OPERATIONAL ENERGY: Selected system retrofits for increased efficiency SITE USE: Low development of the site, reducing site density pushing dev elsewhere EMBODIED ENERGY: Medium-level of construction using new materials OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency SITE USE: Medium development of the site EMBODIED ENERGY: High-level of construction using new materials OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency SITE USE: High development of the site, optimizing site density avoid dev elsewhere Preface: In all Solution Options the AO remains in its current location given that MROSD owns the property (tax benefits), that its geographically centered to both open spaces and employee housing, and has zoning to allow expansion as needed. Also, Satellite offices have been removed from this discussion and will be evaluated in parallel, separately, but are considered highly important to the Talent Future and will be crucial to long-term talent stability given increasing commute times. NOTES: Future Scenarios reduced from 6 to 3 during 10/16 Facilities Ad-Hoc Committee meeting; removed Partner Future B, Value Future & Expansion Future Solution S1 was removed during the 11/29 GMO meeting because parking requirements due to increased people on site would make the option infeasible Scoring is qualitative based on MKThink opinion of each solution’s strength of response to the future scenario described Growth Projections for AO only: 2015: 70, 2016: 99, 2020: 104, 2045: 119 (based on FOSM projections for AO) Current Density of AO (Gross Square Feet (GSF) / Person): 190 GSF / Person (based on 63 Persons in 12,000 GSF from Opps/Constraints, Oct 20, 2015) ExcellentNot Good Good Option Removed during 11/29 GMO meeting GMO Preferred Option Attachment 5 7midpeninsula regional open space district - mrosd ao future study DescriBeD usiNG MkThiNk coNcepTual real esTaTe sTraTeGy laNGuaGe AO SOLuTION dESCRIPTIONS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: SOLUTION OPTIONS DETAILED Confidential & Proprietary. Do not distribute without consent.Updated: 11.22.16 Solution Options S1: 1-Story | 12,500GSF S2: 2-Story | 30,800GSF S3: 3-Story | 46,200GSF DESCRIPTION The AO retains its building shell and is renovated to accommodate from 70- 100% of administrative personnel in office at any given time. The remaining personnel would schedule individual or collaborative work at one of poten- tially two satellite offices located near centroids of where AO staff live, or they would work remotely from home. During renovation, deferred mainte- nance in the existing AO would be addressed and money saved from avoid- ing new construction could be allocated to upgrades in amenities, green features and office space technology to support denser and more dynamic operations. The AO demolishes its current building and rebuilds onsite to accommodate 100% of administrative peronnel in office at any given time. The renovated AO would have an additional floor allowing for more programmed spaces per person or enabling some limited partnerships with other non-profit/gov- ernmental organizations or commercial entities. Amenities, green features, and office technology may be more modest than the S1 option to offset costs of construction. The AO demolishes its current building and rebuilds onsite to accommodate 100% of administrative peronnel in office at any given time. The renovated AO would have two additional floors to accommodate more MROSD pro- grammed space and future growth as well as partnerships with non-profits/ governmental organizations or commercial entities. Amenities, green fea- tures, and office technology may be more modest than the S1 /S2 options to offset costs of constructing additional floors; however, they may also be the same if Type A office buildings are in high demand, affording increased investment in amenities that will be offset by rental income. FUTURE SCENARIOS RATIONALE • SPACE QUALITY: Higher space quality - build less, build better • COMMUTE DURATION: Commute duration stays the same • WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) increases to accommodate smaller space • SPACE QUANTITY: High density space for MROSD staff without extra for partner • EMBODIED ENERGY: Reuse existing space avoiding large-scale new construction • OPERATIONAL ENERGY: Selected system retrofits for increased efficiency • SITE USE: Low development of the site, reducing site density pushing development elsewhere • SPACE QUALITY: Space quality balanced with space quantity • COMMUTE DURATION: Commute duration stays the same • WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) • SPACE QUANTITY: 1/2 - 1 floor of partnering space available • EMBODIED ENERGY: Medium-level of construction using new materials • OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency • SITE USE: Medium development of the site • SPACE QUALITY: Space quality balanced with space quantity • COMMUTE DURATION: Commute duration stays the same • WORK FLEXIBILITY: Work flexibility (remote/flex hours/etc.) stays the same unless satellites are used (being considered separately) • SPACE QUANTITY: 1 - 1-1/2 floor(s) of partnering space available • EMBODIED ENERGY: High-level of construction using new materials • OPERATIONAL ENERGY: Full envelope and system redesigns for maximum efficiency • SITE USE: High development of the site, optimizing site density avoid development elsewhere OTHER RATIONALE • EXPEDITE SATELLITES: Savings on space could expedite use of satellites through pressure on space needs • COMMUNITY ENGAGEMENT: Space limits opportunities for community engagement onsite unless satellites are used (being considered separately) • WORK CONTINUITY: Disruption is shorter in duration but basically has the same impact as options S2/S3 since there would be a one-time move to another location before moving back in after significant renovations are made to the existing building • COST/VALUE: Lesser initial cost ($3-6mil), but less value over time with no revenue generation from tenants • EXPEDITE SATELLITES: Less pressure on space needs so limited incentive to invest in satellites • COMMUNITY ENGAGEMENT: More opportunities for community engagement via dedicated community spaces; at a regional planning level, more opportunities for other organizations to work from the AO reducing office space needed elsewhere that could be used for housing instead • WORK CONTINUITY: Disruption is basically the same as S3 with some difference in duration of time relocated • COST/VALUE: Greater initial cost ($25-30mil), but has tenant revenue that creates value over time that would offset the initial investment; comes with some rental risk and additional admin time • EXPEDITE SATELLITES: Least pressure on space needs and most financial pressure, reducing incentive for satellites • COMMUNITY ENGAGEMENT: Largest opportunity to provide community engagement areas onsite; in keeping with local/regional direction to focus jobs and housing creation on transit corridors, sees MROSD as a key member of the Plan Bay Area effort to densify in Priority Development Areas, contributing to the overall community by providing maximum office area on-site, reducing the housing sprawl, which benefits the whole community as well MROSD • WORK CONTINUITY: Disruption is basically the same as S2 with some difference in duration of time relocated; increased security in growth potential if actual growth exceeds FOSM projections in the future • COST/VALUE: Greatest initial cost ($35-45mil), but has maximum tenant revenue that creates large value over time to payback initial investments Preface: In all Solution Options the AO remains in its current location given that MROSD owns the property (tax benefits), that its geographically centered to both open spaces and employee housing, and has zoning to allow expansion as needed. Also, Satellite offices have been removed from this discussion and will be evaluated in parallel, separately, but are considered highly important to the Talent Future and will be crucial to long-term talent stability given increasing commute times. Option Removed during 11/29 GMO meeting GMO Preferred Option NOTES: MKThink Strategy Model includes 4 primary dimensions: Space Quantity, Space Operations (including location(s), work processes (remote, tech use, etc.)), Space Density & Space Quality. The combination of options within and across dimensions yields a total number of Solution Options available. Then, based on constraints certain options are filtered out and based on organizational goals/priorities/values certain options are prioritized. The options above represent 3 of 12 considered (Large/Med/Small, Stay/Go, Satellites/No Sat) explor- ing the Space Quantity option of Large/Medium/Small across different evaluation criteria. Attachment 5 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT: NEW AO DEVELOPMENT PROCESS FLOWCHART Confidential & Proprietary. Do not distribute without consent.Updated: 12.09.16 Problem Statement Determine Site/Building Criteria Monitor Identify Decide Help New Build Design Process Research Questions Findings Options Priorities RECOMMENDATION JUMP POINT = POINT AT WHICH DECISION TO CONTINUE TO SEARCH FOR A BUILDING TO PURCHASE BECOMES EXPONENTIALLY MORE COSTLY Solicit/Secure Design Consultants Determine Search Criteria Search Time Allowance Board Approval Solicit/Secure T.I.* Design Consultants T.I. Design & Documentation T.I. Building Permit Review Bid & Contractor Selection *T.I. = Tenant Improvements Construction Schematic Design/Planning Application Design Development Construction Documents Building Permit Review Bid & Contractor Selection Construction Move-In Move-In Planning Review MONITORING OPPORTUNITIES T.I. DESIGN FOR NEW SITE/BUILDING NEW BUILDING DEVELOPMENT PROCESS SWING SPACE PROCESS MKTHINK PROCESS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2016 2017 2018 2019 2020 2021 JU M P P O I N T # 1 JU M P P O I N T # 2 JU M P P O I N T # 3 JU M P P O I N T # 4 Be f o r e c o m m i t t i n g $10 k ’ s t o p l a n n i n g Be f o r e c o m m i t t i n g $10 0 k ’ s t o l e a s e Be f o r e c o m m i t t i n g $10 0 k ’ s t o r e n o v a t i o n Be f o r e c o m m i t t i n g m i l l i o n s t o ne w b u i l d i n g c o n s t r u c t i o n Attachment 5 Cost Analysis ‐ Rebuild, Temporary Rental, and Rental Offset 12/13/2016 Revision 1 Abbreviations RWC = Redwood City ROI = Return on investment LG = Los Gatos SQ FT = Square Feet Solutions AO Remodel or Rebuild Hard Costs Soft and Other Costs (25%) Cost for Temp Rental for 3 yrs Total Cost AO Rent Offset (1 Floor) over 30 yrs Satellite Lease 5K SF in RWC for 30 yrs Satellite Lease 5K SF in LG for 30 yrs Total Satellite Cost AO Rent Offset (1 Floor) over 30 yrs Cost After Rent Offset 2‐story AO $24,205,000 $6,051,250 $4,487,987 $34,744,237 $0 $14,272,625 $10,989,921 $25,262,546 $0 $25,262,546 3‐story AO $35,844,000 $8,961,000 $4,487,987 $49,292,987 $36,266,739 $14,272,625 $10,989,921 $25,262,546 $36,266,739 ($11,004,194) Year SQ FT SQ FT Rate %3 Escalation 1‐Year Sum 1‐ Year Cost for AO2 ‐ AO4 Running Sum Comments 1 12,000 $8.00 $1,152,000 $300,000 $1,452,000 Incl. minor T.I., doesn't include move cost, IT relo 2 12,000 $8.24 $1,186,560 $309,000 $2,947,560 3 12,000 $8.49 $1,222,157 $318,270 $4,487,987 Location (Downtown Mountainview) Cost per SQ FT Desired SQ FT Cost for Purchase Cost to Remodel per SQ FT (higher end) Cost for Remodel (w/30% soft and other costs) Total Cost Purchase and Remodel Non‐Transit Oriented Development $966 30,000 $28,984,200 $200 $7,800,000 $36,784,200 Non‐Transit Oriented Development $966 45,000 $43,476,300 $200 $11,700,000 $55,176,300 Transit Oriented Development $1,476 30,000 $44,279,700 $200 $7,800,000 $52,079,700 Transit Oriented Development $1,476 45,000 $66,419,550 $200 $11,700,000 $78,119,550 Comments 3‐story AO ‐ ROI for extra floor achieved in 15 years (in today's dollars) No rental offset w/2‐story AO MKThink Solution Options Potential Satellite Costs and Offset Temporary Rental during Construction Purchase cost based on real estate market study with 3% escalation; remodel cost from MKThink " " " Purchase and Remodel Elsewhere Comments Attachment 5