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Home My Public Portal About20170510 - Agenda Packet - Board of Directors (BOD) - 17-11 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, May 10, 2017 Special Meeting starts at 5:30 PM* Regular Meeting starts at 7:00 PM* A G E N D A 5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION ROLL CALL 1. CONFERENCE WITH LEGAL COUNSEL- PUBLIC EMPLOYEE PERFORMANCE EVALUATION. Government Code Section 54957(b)(1) Title of Employee: General Manager ADJOURNMENT 7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ORAL COMMUNICATIONS The Board President will invite public comment on items not on the agenda. Each speaker will ordinarily be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the Board of Directors on items not on the agenda. If you wish to address the Board, please complete a speaker card and give it to the District Clerk. Individuals are limited to one appearance during this section. ADOPTION OF AGENDA CONSENT CALENDAR All items on the Consent Calendar may be approved without discussion by one motion. Board members, the General Manager, and members of the public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar. 1. Approve April 26, 2017 Minutes 2. Claims Report Meeting 17-11 3. Contract with AGCO Hay, LLC for grazing infrastructure, resource management, and public access improvements to La Honda Creek Open Space Preserve (R-17-58) Staff Contact: Elaina Cuzick, Sr. Property Management Specialist General Manager’s Recommendation: Authorize the General Manager to award a sole source contract for FY2016-17 to grazing tenant AGCO Hay, LLC for improvements to La Honda Creek Open Space Preserve for the installation of livestock corrals, invasive plant control, and road repairs in a not-to- exceed amount of $57,192.00. 4. Contract Amendment with Restoration Design Group for an additional $129,460 for additional design and engineering, construction administration, and special inspections for the Mount Umunhum Summit Project (Summit Project), for a new, not-to-exceed total contract amount of $1,558,382 (R-17-61) Staff Contact: Damon Adlao, Capital Project Manager III General Manager’s Recommendation: Amend a contract with Restoration Design Group for the Summit Project in the amount of $117,691, plus a 10% contingency of $11,769, for a new, not-to- exceed total contract amount of $1,558,382 for additional time and services beyond the existing contract related to the following: 1. Design and engineering to address unforeseen conditions. 2. Construction Administration work to address technical construction issues. 3. Special Inspections that occurred. 5. Expedite the Recruitment of a Senior Capital Project Manager Position and an associated change to the Classification and Compensation Plan (R-17-65) Staff Contact: Ana Ruiz, Assistant General Manager General Manager’s Recommendation: Adopt a resolution amending the Classification and Compensation Plan to create the Senior Capital Project Manager classification, and authorize the General Manager to begin recruitment of the position prior to final adoption of the Fiscal Year 2017- 18 Budget to quickly add new capacity and expertise to manage the Administrative Office Rebuild Project. 6. Approval of Revised Statement of Investment Policy (R-17-62) Staff Contact: Mike Foster, Controller Controller’s Recommendation: Approve the District’s Revised Statement of Investment Policy, authorizing the investment of District funds in CalTRUST. 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. 7. Update on Actions of Mutual Interest taken by the Midpeninsula Regional Open Space District (District) and by Lehigh Southwest Cement Company (Lehigh) during the past year (R-17-55) Staff Contact: Kirk Lenington, Natural Resources Manager General Manager’s Recommendation: No Board action required. 8. Award of Contract with Robert Half Technology, Inc. for SharePoint Development Services (R- 17-57) Staff Contact: Garrett Dunwoody, IST Manager General Manager’s Recommendation: Authorize the General Manager to enter into a multi-year services contract with Robert Half Technology, Inc. to provide staffing for SharePoint development services for a total contract amount of $200,000. 9. Restructuring of the Public Affairs Department, and related changes to the Classification and Compensation Plan (R-17-67) Staff Contact: Kevin Woodhouse, Assistant General Manager General Manager’s Recommendation: Approve the following classification recommendations for the Public Affairs Department to restructure current positions, without adding new staff, into a structure that fulfills the District’s current and future public affairs business needs: 1. Adopt a resolution amending the District’s Classification and Compensation Plan with the following changes: a. Addition of Public Affairs Specialist I/II classification; b. Addition of Public Affairs Specialist III classification; c. Deletion of Community Outreach Specialist classification; d. Deletion of Media Communications Supervisor classification; e. Deletion of Web Administrator classification (but retaining the working title of Web Administrator); f. Deletion of Public Affairs Specialist classification; g. Title change only of Legislative/External Affairs Specialist to Governmental Affairs Specialist 2. Approve the following reclassifications of positions in the Public Affairs Department: a. Reclassification of Public Affairs Program Coordinator to Public Affairs Specialist I/II; b. Reclassification of Public Affairs Specialist to Public Affairs Specialist I/II; c. Reclassification of Web Administrator to Public Affairs Specialist I/II, with a web administration specialty focus; 3. Approve the inclusion of $21,000 in the FY2017-18 budget for a Public Affairs Intern. INFORMATIONAL MEMORANDUM • Funding Donation to State Parks to Support Science Research for Marbled Murrelet Landscape Management Plan for Santa Cruz Mountains • Summary of the April 24, 2017 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 information; request staff to report to the Board on a matter at a future meeting; or direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to staff only. No final policy action will be taken by the Board. Committee Reports Staff Reports Director Reports ADJOURNMENT *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 regular meeting of the MROSD Board of Directors was posted and available for review on May 5, 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 April 26, 2017 Board Meeting 17-11 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, April 26, 2017 DRAFT MINUTES SPECIAL MEETING – CLOSED SESSION President Hassett called the special meeting to order at 5:45 p.m. ROLL CALL Members Present: Jed Cyr, Nonette Hanko, Larry Hassett, Curt Riffle, and Pete Siemens Members Absent: Cecily Harris and Yoriko Kishimoto Staff Present: General Manager Steve Abbors, General Counsel Sheryl Schaffner, Assistant General Manager Ana Ruiz Public comments opened at 5:45 p.m. No speakers present. Public comments closed at 5:45 p.m. 1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION (Significant exposure to litigation Government Code Section 54956.9(b)) (one potential case) 2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section 54956.8) Property: Santa Clara County APN: 575-11-008 Agency Negotiator: Allen Ishibashi Sr. Real Property Agent Negotiating Party: Ronald Kahn, HR2LG, LLC Under Negotiation: Purchase Terms 3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section 54956.8) Property: San Mateo County Assessor’s Parcel Numbers 085-170-020, 290 & 310 Agency Negotiator: Michael Williams, Real Property Manager Meeting 17-10 Page 2 Negotiating Party: Justin Garland, Conservation Project Manager, Peninsula Open Space Trust Under Negotiation: Purchase Terms and Conditions Director Riffle recused himself and did not attend closed session regarding the Conley property negotiations (San Mateo County Parcel Numbers 085-170-020, 290 & 310), based on his employment with Peninsula Open Space Trust. Director Kishimoto arrived at 5:58 p.m. Director Riffle joined the closed session after the Conley item was completed at 6:05 p.m. President Hassett adjourned the special meeting of the Board of Directors of the Midpeninsula Regional Open Space District at 6:40 p.m. REGULAR MEETING President Hassett called the regular meeting of the Midpeninsula Regional Open Space District to order at 7:00 p.m. President Hassett reported the Board met in closed session, and no reportable action was taken. ROLL CALL Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto, Curt Riffle, and Pete Siemens Members Absent: None 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, District Clerk/Assistant to the General Manager Jennifer Woodworth, Natural Resources Manager Kirk Lenington, Integrated Pest Management Coordinator Coty Sifuentes-Winter, Resource Management Specialist II Clayton Koopmann, Real Property Manager Mike Williams ORAL COMMUNICATIONS No speakers present. ADOPTION OF AGENDA Motion: Director Kishimoto moved, and Director Cyr seconded the motion to adopt the agenda. VOTE: 7-0-0 CONSENT CALENDAR Meeting 17-10 Page 3 Public comment opened at 7:02 p.m. No speakers. Public comment closed at 7:02 p.m. Motion: Director Siemens moved, and Director Riffle seconded the motion to approve the Consent Calendar. VOTE: 7-0-0 1. Approve April 12, 2017 Minutes 2. Claims Report 3. Fiscal Year 2016-17 Quarter 3 District Budget Amendments (R-17-63) General Manager’s Recommendation: Adopt a resolution approving the proposed FY2016-17 Quarter 3 District Budget Amendments. 4. Contract Amendment with Harris Design for $362,536 for additional scope items including Design, Engineering, Construction Administration, and Permitting for the Combined Webb Creek Culvert and Trail Undercrossing at Alma College Parking Area at Bear Creek Redwoods Open Space Preserve for a total not-to-exceed contract amount of $604,365 (R-17-52) General Manager’s Recommendation: Amend a contract with Harris Design for the Alma College Parking Area and Trail Crossing in the amount of $362,536 for a total not-to-exceed contract amount of $604,365, for the following additional scope items and cost: 1. Design, construction documents (CD), permitting support, and construction administration for the combined Webb Creek Culvert and Trail Undercrossing and Upper Lake Spillway Connection to Webb Creek Culvert in the amount of $219,140. 2. Replenishment of contract funds for an undercrossing feasibility assessment that was completed to better inform the parking area schematic design in the amount of $13,555. 3. Design of a public access area to Upper Lake in the amount of $19,860. 4. An optional task to complete the design, construction documents (CD), and construction administration for the replacement of the lower section of the Webb Creek culvert, if deemed necessary, in the amount of $19,860. 5. A 15% contingency of $76,221 to cover potential unforeseen requirements. 6. A separate contract allowance of $20,000 specifically for additional revisions related to permitting and regulatory requirements, site investigations and additional public meetings that are beyond the current scope of work to avoid implementation delays, for a combined not-to-exceed contract amount of $604,365. BOARD BUSINESS 5. Annual Integrated Pest Management Report, 2016 (R-17-50) Meeting 17-10 Page 4 Integrated Pest Management Coordinator Coty Sifuentes-Winter provided the staff presentation summarizing the District’s integrated pest management (IPM) activities during 2016, including pest problems; District pest control treatments and their effectiveness; public notifications and inquiries; and compliance with the IPM Guidance Manual. In 2016, the District trained staff to report IPM work through the CalFlora database; therefore, going forward all work performed will be memorialized and accessible to the public on CalFlora. Hand pulling was the most utilized treatment followed by hand digging and herbicide. Mr. Sifuentes-Winter summarized several IPM activities by District volunteers and staff, including removal of distaff thistle and French broome, fungicide for preventative Sudden Oak Death treatment, and intensive invasive species work at Bear Creek Redwoods Open Space Preserve. Members of the Board requested clarification of various IPM activities, including herbicide application and use, continuing weevil populations to control thistle seed banks, and control of invasive wildlife. Director Riffle inquired regarding use of GIS data to assist pest management. Mr. Sifuentes-Winter explained some areas of invasive species have been mapped and other areas are planned for mapping in the future. The District also uses iNaturalist where members of the public can report locations of invasive species. Public comment opened at 7:38 p.m. No speakers present. Public comment closed at 7:38 p.m. No Board action required. 6. Approval of Rangeland Management Plan for October Farm (R-17-51) Resource Management Specialist II Clayton Koopmann described the location and current use of October Farm, including historical farming and grazing on site and the current grazing operation. A comprehensive Rangeland Management Plan has been prepared and includes condition of grazing infrastructure, recommended stocking rate, and natural resource and integrated pest management for the site. Mr. Koopmann summarized the District’s current grazing lease revenue and CEQA review and determination. Director Riffle requested additional information regarding the determination of the stocking rate. Mr. Koopmann explained this is determined annually based on the forestry and predicted weather conditions and is adjusted as necessary throughout the year. Public comment opened at 8:00 p.m. No speakers present. Public comment closed at 8:00 p.m. Meeting 17-10 Page 5 Motion: Director Cyr moved, and Director Harris seconded the motion to: 1. Determine that the recommended actions are categorically exempt from the California Environmental Quality Act (CEQA) as set out in the staff report. 2. Approve the Rangeland Management Plan for the October Farm portion of the Purisima Creek Redwoods Open Space Preserve. 3. Adopt an Amendment to the Preliminary Use and Management Plan for the October Farm portion of the Purisima Creek Redwoods Open Space Preserve to incorporate the Rangeland Management Plan. 7. Review and Reaffirmation of the use of Rights of First Offer and Rights of First Refusal to purchase and preserve open space lands, and authorization of General Manager to initiate negotiations on specific properties (R-17-44) Real Property Manager Mike Williams defined right of first offer and right of first refusal and described recent acquisitions using these rights of purchase. Mr. Williams described and displayed location maps for eleven different properties where the District currently has a right of first offer or right of first refusal. In order to meet the shortened timeline for acquiring properties using these rights of purchase, the General Manager is requesting authorization to initiate negotiations directly with the property owner when notified of the owner’s intent to sell. The General Manager will inform the Board at the earliest possible date. President Hassett expressed his concern that institutional memory may be lost by the time these various rights may be exercised. Mr. Williams explained the District has a property database that has captured the history of properties and staff continues to be informed and updated regarding properties. Public comment opened at 8:31 p.m. No speakers present. Public comment closed at 8:31 p.m. Motion: Director Harris moved, and Director Riffle seconded the motion to reaffirm interest in outstanding Rights of First Offer and Rights of First Refusal to preserve open space lands, and authorize the General Manager or General Manager’s designee to initiate negotiations upon notification of owners’ intent to sell certain properties. VOTE: 7-0-0 INFORMATIONAL REPORTS A. Committee Reports Director Cyr reported on the April 25, 2017 Action Plan & Budget Committee meeting. Director Kishimoto reported on the April 24, 2017 and April 26, 2017 Facilities Ad Hoc Committee meetings to discuss the new Administrative Office building and tour the Presentation Center in Los Gatos. Meeting 17-10 Page 6 Director Siemens recommended the Facilities Ad Hoc Committee should meet again to discuss the Presentation Center property and make a recommendation for next steps to the Board. B. Staff Reports Assistant General Manager Ana Ruiz reported she provided testimony to the Senate Government and Finance Committee regarding SB793 regarding design-build. Ms. Ruiz reported the Bear Creek Redwoods Preserve Plan won the Association of Environmental Professionals award for Environmental Design and Planning. Assistant General Manager Kevin Woodhouse reported on staff work to coordinate seven trail repair projects throughout the preserves to repair winter storm damage. Mr. Williams reported San Francisco Public Utilities Commission approved the Bay Trail. General Manager Steve Abbors reported on Senate Committee hearings regarding SB492 and legislation the District has recently taken position on. Staff is finishing review of the list of invited officials to be invited to the opening of Mount Umunhum. C. Director Reports The Board members submitted their compensatory reports. Director Hassett reported his family members have purchased a hardware store in Belmont, which may affect District procedures related to prohibition against purchases there. ADJOURNMENT President Hassett adjourned the regular meeting of the Board of Directors of the Midpeninsula Regional Open Space District at 9:01 p.m. ________________________________ Jennifer Woodworth, MMC District Clerk page 1 of 3 CLAIMS REPORT MEETING 17-11 DATE 05-10-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 74893 11709 - D-LINE CONSTRUCTORS, INC.Mt Um Summit Public Access Improvements Construction March 2017 04/26/2017 764,417.50 74886 *10215 - CalPERS-FISCAL SERVICES DIVISION - HB Employee Monthly Health Insurance May 2017 04/26/2017 169,252.98 74940 11617 - MIG, INC.Red Barn Area Planning Consultants 05/03/2017 31,410.48 74955 10094 - RESTORATION DESIGN GROUP, INC.Mount Um Summit Area Construction Administration Consultant 05/03/2017 30,540.13 74919 *11152 - WELLINGTON PARK INVESTORS Monthly Rent for AO2, AO3, AO4 May 2017 04/26/2017 29,483.00 74890 *11230 - COUNTY OF SANTA CLARA - Dental Employee Dental Insurance May 2017 04/26/2017 15,927.60 74892 11238 - CXT INCORPORATED Mt Um Summit Parking Vault Toilet - Final Bill 04/26/2017 10,271.18 74915 11618 - TRAIL PEOPLE Highway 17 Crossing feasibility study, Project Study Report 04/26/2017 8,942.00 74906 *10180 - PG & E Electricity/Gas 04/17 - 21 Locations 04/26/2017 7,935.69 74894 11455 - DITCH WITCH EQUIPMENT CO., INC.Canycom Gas Powered Toter 04/26/2017 7,533.14 74891 11707 - CUMMING CONSTRUCTION MANAGEMENT, INC.Construction Cost Consulting - HWY 17 Trail Crossing 04/26/2017 7,382.50 74905 10925 - PAPE` MACHINERY Dozer Rental for Trail Work 04/26/2017 7,215.80 74902 11462 - MANAGEMENT PARTNERS Midpen Public Affairs Management Services (Butterfield)04/26/2017 5,071.75 74910 11552 - ROBERT HALF TECHNOLOGY Sharepoint Consultant Week ending 03/31/2017 04/26/2017 4,800.00 74957 11552 - ROBERT HALF TECHNOLOGY Sharepoint Consultant Week ending 04/07/2017 05/03/2017 4,800.00 74946 11129 - PETERSON TRUCKS INC.Service And Inspection -13 vehicles, Brake repair M23 05/03/2017 4,565.98 74925 11379 - CALTRANS Cooperative Agreement with CalTrans - Hwy 17 Wildlife Crossing 05/03/2017 4,557.59 74966 11779 - TURNROSE LAND SURVEYING Lobitos Creek Conservation Easement Surveying - PCR 05/03/2017 3,675.00 74972 11388 - WAGNER & BONSIGNORE Water Rights Reporting - District Wide & BCR specific 05/03/2017 3,382.50 74881 *10294 - AMERIGAS-SAN JOSE SFO PROPANE (2 tanks)04/26/2017 3,102.72 74914 11751 - STILLWATER SCIENCES Compile and review existing literature for Riparian Corridor 04/26/2017 3,100.25 74899 11465 - JANA SOKALE ENVIRONMENTAL PLANNING Planning Consultant for Hendrys Creek Restoration 04/26/2017 3,081.25 74947 10140 - PINE CONE LUMBER CO INC Lumber (FFO) (RSA)05/03/2017 2,730.44 74951 *10211 - PUBLIC POLICY ADVOCATES 2017 Monthly Fee -Legislative Advocacy Services for Month of MAY 05/03/2017 2,711.95 74959 10697 - SANDIS Mt Um Road QSP Services - January 2017, March 2017 05/03/2017 2,662.50 74907 10086 - PHYTOSPHERE RESEARCH Sudden Oak Death Monitoring 1/01-3/31/17 04/26/2017 2,656.40 74901 11392 - LENNIHAN LAW Water Rights Legal Consulting - San Gregorio Creek adjudication 04/26/2017 2,448.60 74964 *10583 - TPX COMMUNICATIONS District Telephone Service & SAO Internet (04/17)05/03/2017 2,395.65 74928 10352 - CMK AUTOMOTIVE INC Repairs For Vehicle - P87, M204 replace damaged mirrors 05/03/2017 2,319.66 74941 10031 - MILLS DESIGN Graphic Design of 8 items: HWY 17 poster, Redi-Ref, Letterheads, Envelopes 05/03/2017 2,212.50 74930 *10032 - DEL REY BUILDING MAINTENANCE Monthly Janitorial Services Apr 2017, JANITORIAL SUPPLIES - AO 05/03/2017 2,074.88 74913 *11730 - STANDARD INSURANCE COMPANY RV Employee Basic Life & Supplemental Life May 2017 04/26/2017 2,030.92 74878 10840 - CALIFORNIA PENSION GROUP, LLC Consulting Services for February & March 2017 04/24/2017 2,000.00 74888 10352 - CMK AUTOMOTIVE INC A101 Vehicle Service, P83, P89, P98 repairs 04/26/2017 1,886.88 74952 10932 - RDO EQUIPMENT COMPANY Service and Maintenance - T22, T39 05/03/2017 1,764.10 74967 10561 - ULINE 30 Plastic parking lot wheel stops 05/03/2017 1,753.54 74895 11545 - ERIN ASHFORD PHOTOGRAPHY LLC SRE 2017 Videography Deposit, SRE Photography 10/04/17 04/26/2017 1,750.00 74949 11282 - PROELIA DEFENSE AND ARREST TACTICS, LLC Defensive Tactics Trainings April, 2017 05/03/2017 1,749.96 74924 10616 - BKF ENGINEERS Survey, Plat maps & legal descriptions - Ravenswood Bay trail 05/03/2017 1,605.00 74916 10230 - UNITED RENTALS NORTH AMERICA INC Mt Um Summit Pickup Truck Rental 3/06 - 4/03/17 04/26/2017 1,429.37 74932 10187 - GARDENLAND POWER EQUIPMENT 2 Brushcutter/trimmers & Supplies, Equipment Part 05/03/2017 1,392.79 74963 11540 - TOM'S WELL SERVICE Well And Water Test - SG 05/03/2017 1,379.00 page 2 of 3 CLAIMS REPORT MEETING 17-11 DATE 05-10-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 74918 *10213 - VISION SERVICE PLAN-CA Employee Monthly Vision Insurance May 2017 04/26/2017 1,354.50 74948 11519 - PRICE, POSTEL & PARMA LLP Mt.Um Road and Trail Property Rights Legal Consulting 05/03/2017 1,300.00 74912 *10580 - SHARP BUSINESS SYSTEMS AO Printing Costs 04/26/2017 1,235.89 74968 10230 - UNITED RENTALS NORTH AMERICA INC Pickup Truck Rental for Mt Um Road Project 3/28/17-4/25/17 05/03/2017 1,215.30 74933 10280 - HEATHER HEIGHTS ROAD ASSOCIATION Road Association Fees -- 2 parcels @ $600 each annually 05/03/2017 1,200.00 74877 10840 - CALIFORNIA PENSION GROUP, LLC Consulting Services - January 2017 04/24/2017 1,000.00 74956 11765 - ROBERT HALF LEGAL Temporary Legal Clerical for week-ended: 4/07/17 05/03/2017 974.43 74931 10169 - FOSTER BROTHERS SECURITY SYSTEMS 110 Keys made in shop, 24 Padlocks 05/03/2017 962.40 74934 10043 - HOWARD ROME MARTIN & RIDLEY LLP Mahronich vs Presentation Center Legal Services - BCR 05/03/2017 926.05 74937 11664 - LSQ FUNDING GROUP LC Temporary Clerical Help for week-ended: 03/05, 3/19 & 4/16/17 05/03/2017 906.25 74883 10011 - BILL'S TOWING SERVICE Towing of Vehicle - P89, M39 04/26/2017 895.00 74909 11765 - ROBERT HALF LEGAL Temporary Legal Clerical for week-ended: 3/31/17 04/26/2017 873.20 74879 10001 - AARON'S SEPTIC TANK SERVICE Skyline Ridge Circle Lot vault pumping, Septic Service (PCR)04/26/2017 850.00 74969 10403 - UNITED SITE SERVICES INC Sanitation Service (FOOSP), (SA)05/03/2017 816.30 74960 10143 - SUMMIT UNIFORMS MROSD Logo Hats 05/03/2017 742.90 74942 10288 - MISSION VALLEY FORD TRUCK SALES, INC Kubota Service, parts 05/03/2017 725.45 74935 10421 - ID PLUS INC Employee Name tags 05/03/2017 594.50 74920 10069 - WILFRED JARVIS INSTITUTE Professional Services - Organizational Effectiveness Consulting 04/26/2017 550.00 74927 10496 - CHUNG, JEAN Prof.l Membership - IRWA, Prop. Mgmt Class Travel & Mileage reimb.05/03/2017 538.07 74962 10164 - THOMSON REUTERS WEST Legal subscriptions 05/03/2017 492.60 74961 10152 - TADCO SUPPLY Janitorial Supplies (RSA&CP)05/03/2017 419.99 74936 11041 - INTERSTATE ALL BATTERY CENTER - SILICON VALLEY Radio Batteries For Kenwood 2402, TK290 Radios 05/03/2017 407.43 74880 11170 - ALEXANDER ATKINS DESIGN, INC.Re-design of GeoPDF insert cards, Ad for BAOSC Conference 04/26/2017 365.00 74882 10183 - BARRON PARK SUPPLY CO INC Plumbing Parts (RSACP)04/26/2017 361.79 74897 10168 - G & K SERVICES INC Shop Towel Service (FFO & SFO)04/26/2017 347.26 74945 11144 - PENINSULA MOTOR SPORTS Motorcycle service - P18, P19, tire replacement ATV7 05/03/2017 319.30 74971 11037 - US HEALTHWORKS MEDICAL GROUP PC Medical Services - HR 05/03/2017 309.00 74953 10300 - RECREATIONAL EQUIPMENT INC Refund of event deposit 05/03/2017 300.00 74965 10753 - TROY LIMB Refund of event deposit 05/03/2017 300.00 74884 *10172 - CALIFORNIA WATER SERVICE CO-3525 SFO WATER, Water Service for Rentals 04/26/2017 280.30 74923 11048 - ARC Road Construction Plan Printing Services - Mt Um Road 05/03/2017 277.46 74900 10313 - JOHN SHELTON INC Culvert (SA-MT UM)04/26/2017 231.91 74911 11745 - SHANK, KYLE Fire Training Meals - Per Diem 04/26/2017 225.50 74889 11628 - CONFLUENCE Editing services for Mt. Um Neighbor letter 04/26/2017 210.00 74885 *10454 - CALIFORNIA WATER SERVICE CO-949 AO WATER 04/26/2017 208.64 74917 *10309 - VERIZON WIRELESS Wireless Data - April 2017 04/26/2017 206.75 74922 11658 - APPLE, BRYAN Trails & Greenways Conference Travel Reimbursement 05/03/2017 203.95 74950 *10261 - PROTECTION ONE Alarm Service - New company activation (FFO)05/03/2017 175.30 74896 10186 - FEDERAL EXPRESS Shipping Charges - Board, Administration 04/26/2017 175.21 74954 11625 - Reiter, Heather Worker Health & Safety Seminar Travel Reimbursement 05/03/2017 174.00 74903 10190 - METROMOBILE COMMUNICATIONS Batteries And Adapters For Radios 04/26/2017 165.42 74944 10160 - OFFICE DEPOT CREDIT PLAN Office Supplies FFO/VS 05/03/2017 157.24 74939 10190 - METROMOBILE COMMUNICATIONS Microphone And Magnetic Mount 05/03/2017 156.96 page 3 of 3 CLAIMS REPORT MEETING 17-11 DATE 05-10-2017 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 74908 11625 - Reiter, Heather Mileage Reimbursement 04/26/2017 153.97 74929 10021 - COASTAL CHIMNEY SWEEP Chimney Cleaning And Inspection - TC 05/03/2017 140.00 74904 *10481 - PACIFIC TELEMANAGEMENT SERVICE MB campsite pay phone monthly fee 04/26/2017 78.00 74898 10187 - GARDENLAND POWER EQUIPMENT Chainsaw Helmet 04/26/2017 74.95 74921 0000A - ALEX COLLIER Reimbursement for Live Scan Background Check 04/26/2017 71.00 74958 11429 - SAN MATEO COUNTY PARKS DEPARTMENT El Sereno Signboard Map 05/03/2017 67.35 74887 10496 - CHUNG, JEAN Cell Phone Reimbursement Jan-Mar 2017 04/26/2017 60.00 74926 10170 - CASCADE FIRE EQUIPMENT COMPANY Fire Pumper Part 05/03/2017 43.20 74938 10144 - MCKOWAN, PAUL Mileage Reimbursement 05/03/2017 24.08 74970 10165 - UPS Shipping Charges - public safety equipment 05/03/2017 17.25 74943 10670 - O'REILLY AUTO PARTS Light Bulbs 05/03/2017 5.85 GRAND TOTAL 1,196,270.08$ *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-17-58 Meeting 17-11 May 10, 2017 AGENDA ITEM 3 AGENDA ITEM Contract with AGCO Hay, LLC for grazing infrastructure, resource management, and public access improvements to La Honda Creek Open Space Preserve GENERAL MANAGER’S RECOMMENDATION Authorize the General Manager to award a sole source contract for FY2016-17 to grazing tenant AGCO Hay, LLC for improvements to La Honda Creek Open Space Preserve for the installation of livestock corrals, invasive plant control, and road repairs in a not-to-exceed amount of $57,192.00. SUMMARY The General Manager recommends entering into a sole source contract with AGCO HAY LLC, the grazing tenant at the former Driscoll Ranch Area of La Honda Creek Open Space Preserve (LHCOSP) for the construction of livestock corrals, repair of ranch roads, and the removal of invasive thistles. The total cost to complete the work would not exceed $57,192.00, of which $44,551.00 is allocated for constructing livestock corrals as part of Measure AA Project #7-005 La Honda Creek, Driscoll Area grazing infrastructure. This project qualifies as a sole source contract under the General Manager’s authority as specified in District policies. AGCO HAY LLC has been grazing on Driscoll Ranch for almost 5 years with extensive knowledge of the land and grazing program and is best suited to perform this work. DISCUSSION The former Driscoll Ranch grazing lease encompasses 3,861 acres of livestock grazing. To manage livestock on a ranch of this size it is necessary to provide adequate livestock corrals for the weaning, inoculating, branding, and shipping of livestock to market. In addition, livestock corrals can also provide an excellent opportunity for the public to learn and understand the workings of a livestock grazing operation. The proposed corral would be centrally located at the former site of the Wool Ranch Residence. The residence was recently demolished as part of the Driscoll Ranch demolitions (See map - Attachment A). If approved, the grazing tenant, AGCO Hay, LLC would construct a set of new livestock corrals consisting of a trailer-loading chute, process and bypass lanes, a 60’x 80’sort corral and a 60' x 80’ brand corral. R-17-58 Page 2 In addition, the grazing tenant will repair storm damage on the lower road off the Sears Ranch Road access and a number of minor slides according to District standards. The tenant will also remove invasive plants in compliance with the District’s Integrated Pest Management (IPM) Program, including spraying for Italian, Milk, and Bull thistles. Twenty acres of spraying are included in the District’s IPM Program for 2017. The total cost to complete the corrals, as well as the road repair and invasive plant removal is $57,192 as shown in the table below. Cost Grazing Improvements Driscoll Ranch Project MAA #7-005 Operating Totals Livestock Corral Construction $38,740 $38,740 Sears Lake Ranch Road Repair $4,827 $4,827 Minor Landslide Removal $1,575 $1,575 Thistle Spraying $4,590 $4,590 Contingency (15%) $5,811 $1,649 $7,460 Totals $44,551 $12,641 $57,192 Under both the Board Policy #3.03, “Public Contract Bidding, Vendor and Professional Consultant Selection, and Purchasing Policy,” and the Administrative Procedure #4.03 of the same name the General Manager may approve entering into sole source contracts without obtaining competitive bids under specified circumstances. Contracting with grazing tenants for work to improve District properties qualifies for sole source awards per the memorandum “Sole- source contracting with grazing tenants,” dated August 22, 2016 (See Attachment B). Under the specified circumstances outlined in these policies and procedures, allowing the District’s grazing tenant to sole source contracts for work under their grazing lease is in the best interest of the District and the taxpayers. It maintains consistency with the grazing operation and provides operational efficiency by having the grazing tenant, who knows the most about the land and the operational needs of the grazing program, perform the work. FISCAL IMPACT The FY 2016-17 budget includes $69,878 for new livestock corrals (MAA Project # 7-005.) There are sufficient funds in the project budget to cover the recommended action and expenditures. FY2016-17 MAA # 7-005 Budget $69,878 Spent-to-Date (as of 4/19/17): $ -0- Encumbrances: $ -0- AGCO Hay LLC Contract (Measure AA portion) $44,551 Balance Remaining (Proposed): $25,357 The following table outlines the Measure AA Portfolio 07, (La Honda Creek: Driscoll Ranch Area Public Access, Endangered Wildlife Protection, and Conservation Grazing Projects) budget, costs-to- date, and the fiscal impact related to the new livestock corrals (MAA Project # 7-005.) The construction of these centrally located livestock corrals serves the goals of Measure AA Portfolio 07 by supporting resource management grazing on the property. R-17-58 Page 3 MAA 07 Portfolio Allocation: $14,825,000 Life-to-Date Spent (as of 4/30/17): $10,731,170 Total Encumbrances: $32,821 Proposed AGCO Contract: $44,551 Balance Remaining (Proposed): $4,016,458 The recommended actions for road repair and invasive plant removal are not covered by measure AA funds. There are sufficient funds in the FY2016–17 Land & Facilities Services operational budget to cover the $12,641 cost of the road repair and invasive plant removal. The total cost estimate for these tasks is equal to the amount budgeted. BOARD COMMITTEE REVIEW Committee review was not needed for this item. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE Project Description The project consists of construction of livestock corrals, invasive plant removal, and road repairs at the Driscoll Ranch Area (LHCOSP), owned and managed by the Midpeninsula Regional Open Space District (District) in the San Mateo County Coastside Protection Area. The property is located just north of the town of La Honda. The construction of the livestock corrals, invasive plant removal and road repairs assist the overall conservation grazing practices for this property as outlined in the Driscoll Ranch Rangeland Management Plan. Road and road infrastructure maintenance are covered activities under an existing Routine Maintenance Agreement with the California Department of Fish and Wildlife. Implementation of invasive plant species removal is covered under the District approved (IPM) Program and Environmental Impact Report. CEQA Determination The District concludes that this project will not have a significant effect on the environment. It is categorically exempt from CEQA (California Environmental Quality Act) under Article 19, Sections 15301, 15302, 15304 of the CEQA Guidelines as follows: Section 15301 exempts operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use beyond that existing at the time of the lead agency’s determination. Section 15302 exempts construction and location of limited numbers of new, small facilities or structures. Section 15304 exempts minor public or private alterations in the condition of land, water, and/or vegetation, which do not involve removal of healthy, mature, scenic trees except for forestry or agricultural purposes. Section 15304(a) exempts grading on land with a slope of less than 10 R-17-58 Page 4 percent, except that grading shall not be exempt in a waterway, in any wetland, in an officially designated scenic area, or in officially mapped areas of severe geologic hazard as delineated by the State Geologist. Section 15304(b) exempts new landscaping, and 15304(f) exempts minor trenching and backfilling where the surface is restored. NEXT STEPS District staff will contract with AGCO Hay, LLC to complete the Driscoll Ranch Livestock Corral construction (Project MAA#7-005), repair ranch roads and perform invasive plant removal. All work will be completed in FY2016-17. Attachments 1. Map. 2. District Memorandum: Sole-source contracting with grazing lease tenants. Responsible Department Head: Brian Malone, Land and Facilities Services Department Manager Prepared by: Susan Weidemann, Property Management Specialist II Contact person: Elaina Cuzick, Sr. Property Management Specialist Upper Turtle Lower Turtle LA HONDA CREEK OPEN SPACE PRESERVE 8 0 0 600 6 0 0 800 800 8 0 0 400 H a rr i n g t o n C r e e k L a H o n d a C r e e k Ã84 C A S t a t e Ro u t e 84 Midpeninsula Regional Open Space District (MROSD) April 2017 Driscoll Ranch Corral and Road Repair Pa t h : G : \ P r o j e c t s \ L a _ H o n d a _ C r e e k \ D r i s c o l l \ T e n a n t C o n s t A p p r o v a l \ L H C _ D R _ T e n a n t R e p a i r s _ 2 0 1 7 0 4 0 6 . m x d Cr e a t e d B y : n g r e i g 0 0.50.25 MilesI MROSD Preserves Private Property While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features. Highlighted Road Corrals DRISCOLL RANCH AREA Ã9 Ã35-92 Ã92 Ã84 Ã280 Ã35 Half Moon Bay Redwood City Mountain View Palo Alto Cupertino Area of Detail Road Repairs S e a r s R a n c h R o a d Attachment 1 Midpeninsula Regional Open Space District DATE: August 22, 2016 MEMO TO: Brian Malone, Land and Facilities Manager FROM: Stephen E. Abhors, General Manager SUBJECT: Sole-source contracting with grazing lease tenants. QUESTION PRESENTED Memorandum May contracts with grazing tenants for the performance of work on the property leased by the tenants be "sole-sourced" to the tenant, without requiring the solicitation of competitive bids? SHORT ANSWER Sole-source contracts are permissible with grazing tenants for work done on the property leased by tenant. The contracted work must be contemplated by and consistent with the terms of the lease, and the amount of work contracted for may not cumulatively exceed $50,000 in any fiscal year. It is the responsibility of the staff project manager to anticipate and subsequently track the ongoing cumulative total for each fiscal year of all such contracts executed with the tenant, provide that total on each contract approval routing slip, and reference this approval in the bid process box on that form. BASIS OF AND CONSTRAINTS ON TIDS APPROVAL Under both Board "Public Contract bidding, Vendor and Professional Consultant Selection, and Purchasing" Policy #3.03 (Board Policy), and the implementing Administrative Procedure #4.03 (Administrative Procedure), contracts for all work over $5,000 require the solicitation and documentation of bids or quotes for the work to be performed. Contracts over $50,000, of course, also require Board approval. The level of formality and documentation required varies, depending on whether the contract is between $5,000 and $25,000, or between $25,000 and $50,000, but they all require three bids or quotes. Under both the Board Policy and the Administrative Procedure the General Manager may approve entering into contracts without obtaining the required competitive bids under certain specified circumstances, including if they meet the requirements under the "Limited Availability/Sole Source" exception. (Board Policy section IV.B, and Administrative Procedure section IILB.) That exception provides: "Occasionally, necessary supplies, materials, equipment, or services are of a unique type, are of a proprietary nature, or are otherwise of such a required and specific design or construction, or are for purposes of maintaining consistency and operational efficiency, so as to be available from only one source. After reasonable efforts to find alt=ative suppliers, the District may dispense with the requirement of competitive bids and recommend negotiating and making the purchase from the sole source. The basis for the sole source recommendation shall be documented in writing and approved, in advance, by the Board for purchases exceeding $50,000, and the General Manager or other authorized District employee, for purchases not exceeding $50,000." 1 Attachment 2 In the case of grazing tenant contracts for work on leased premises under t=s set out in the lease, it is often in the best interests of the District and the taxpayers to sole source with the tenant Doing so maintains consistency with the tenant's grazing operations on the leased premises, and obtain operational efficiency by having the tenant who knows the most about the land and the operational needs of the grazing program, and is most present and available on the site. I therefore find it appropriate to apply the sole source exception to such contracts. The Board has endorsed this exception by approving the grazing leases with provisions for compensating the tenants (by rent offset and/or contract) for certain work on the leased premises, and has further expressly delegated the day-to-day implementation of the sole source exception to the General Manager. It is under both authorities and under the conditions set out herein that this exception is approved. While these contracts are customarily small and project-specific, I find it to be potentially inconsistent with the bidding policies and Board approval requirements if the amounts so expended are not tracked and viewed cumulatively or, if staff knows from the outset that the annual expenditures will exceed $50,000 and do not seek Board approval at the beginning of the fiscal year. Therefore, it is the obligation of the staff person managing the contract to track all funds spent under this sole source exception on a lease/premise specific basis, and to provide on the contract routing sheet the current cumulative total for the fiscal year in which the contract is being executed. The routing slip should also reference this General Manager's sole source exception approval memo. If it is known from the outset that the annual expenditures will exceed $50,000 per year for the project, beyond the value of the rent offset maximums already approved as part of the lease, then Board authorization must be obtained in advance. Similarly, if expenditures approach $50,000 part-way through the year, further contracts and work will need to be stopped until Board authority for the expenditures in excess of $50,000 is obtained. 2 Attachment 2 R-17-61 Meeting 17-11 May 10, 2017 AGENDA ITEM 4 AGENDA ITEM Contract Amendment with Restoration Design Group for an additional $129,460 for additional design and engineering, construction administration, and special inspections for the Mount Umunhum Summit Project (Summit Project), for a new, not-to-exceed total contract amount of $1,558,382. GENERAL MANAGER’S RECOMMENDATIONS Amend a contract with Restoration Design Group for the Summit Project in the amount of $117,691, plus a 10% contingency of $11,769, for a new, not-to-exceed total contract amount of $1,558,382 for additional time and services beyond the existing contract related to the following: 1. Design and engineering to address unforeseen conditions. 2. Construction Administration work to address technical construction issues. 3. Special Inspections that occurred. SUMMARY Construction of the Mount Umumhum Summit Project (Summit Project) began in earnest in October 2016 and is scheduled to be completed by July 2017. Although numerous geotechnical investigations occurred at the site, and the District is fortunate to have the old building plans of the former Almaden Air Force Base, unexpected subsurface issues nonetheless were discovered during grading activities. Moreover, the schedule and timing of construction activities were significantly impacted by the usually long and wet winter. This resulted in slow and incremental progress over the first six months, which required many more onsite visits to monitor construction and conduct special inspections per plan and permit requirements. As a result, the District required its Project Engineer Team, Restoration Design Group (RDG) to provide additional services beyond the current contract scope to keep the project moving and on schedule. To account for this additional work, the General Manager recommends amending the contract with RDG by an additional $129,460. This amount includes a small 10% contingency in the event additional engineering services are needed between May and July to close the project. Sufficient funds are available in the Fiscal Year (FY) 2016-17 budget. BACKGROUND In January 2015, the Board awarded a contract to RDG for $374,595 for conceptual design and engineering related to the summit restoration, visitor amenities, and interpretation atop Mount Umunhum, as well as to complete construction documents for the Guadalupe Creek Overlook, both located at Sierra Azul Open Space Preserve (R-15-18). In November 2015, the Board R-17-61 Page 2 approved the first contract amendment for $605,000, bringing the new total to $979,595, for the production of construction documents for the Summit Project. In March 2016, the Board approved the inclusion of a substantial lower stair element that was not originally part of the scope of work. In April 2016, the Board approved an additional $449,327 for geotechnical review of roadway work, geotechnical feasibility of the lower stairs, design of summit stormwater improvements, plans for planting restoration work, an allowance for construction administration and special inspections, and fabrication of interpretive panels. DISCUSSION This third contract amendment reflects the discovery of unforeseen subgrade conditions on the site, the need for additional quality control by certified special inspectors for metal and concrete work not anticipated with the initial construction schedule, and additional construction administration by the Engineers of Record on complex technical issues that have arose during construction. The table below shows a breakdown of the additional work required: Additional Tasks Amount 1. Design and Engineering Includes engineering work to address unforeseen subgrade conditions at the north and west sides of the tower for the proposed guardrail installation, and to reinforce a recently identified fill wedge located along the road above the Trailhead Shelter. $38,268 2. Construction Administration Additional engineering review and responses for the contractor related to the design and how best to address new issues and site constraints, and to review and approval material submittals and proposed substitutions. $1,823 3. Special Inspection An increase in the number of site visits for special inspections related to shop welding, site welding, concrete pours and other items, in part given the long and wet winter that resulted in more incremental work during the first six months. $77,600 Subtotal $117,691 4. Contingency A 10% contingency to address any other potential issues that may come up over the next three months prior to project closeout. $11,769 Grand Total $129,460 The potential contract amendment originally started at approximately $240,000. After a series of negotiation discussions between staff and RDG, the cost was significantly reduced to $117,691 while keeping the end goal of completing the project by Summer 2017. The reduction in cost was achieved by better quantifying the added scope and identifying work efficiencies. FISCAL IMPACT The FY2016-17 and proposed FY2017-18 budgets include sufficient funds for the recommended contract amendment. These costs are fully eligible for Measure AA reimbursement. The total recommended contract amount of $1,558,382, excluding interpretive signage fabrication (hard cost), includes $1,477,693 in soft costs, which represents 20% of the Summit Project grand total budget of approximately $7.385 million. This percentage cost for design work and construction R-17-61 Page 3 administration falls within industry standards for projects of similar magnitude, whereby the standard soft cost allowance ranges between 20% and 30%. FY2016-17 FY2017-18 (Pending Board Approval) MAA 23-004 Budget: 8,958,700 2,142,290 Spent to Date (as of 4/30/2017): $4,125,337 Encumbrances: $3,590,251 RDG Consulting Agreement Proposed Amendment: $129,460 Budget Remaining (Proposed): $1,113,652 The following table outlines the Measure AA Portfolio budget, costs to date, and the fiscal impact related to the MAA 23-005 Mt Umunhum Summit Project. MAA 23 Portfolio Allocation: $27,970,000 Life-to-Date Spent (as of 4/30/17): $9,168,897 Total Encumbrances: $6,709,204 RDG Consulting Agreement Proposed Amendment: $129,460 Balance Remaining (Proposed): $11,962,439 BOARD COMMITTEE REVIEW The Planning and Natural Resources Committee forwarded their preferred option for the Summit Project to the full Board on August 11, 2015, which the full Board unanimously approved on August 25, 2015. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE Construction of the Mount Umunhum Summit Area was included in the Mount Umunhum Environmental Restoration and Public Access Plan EIR, which was certified by the Board on October 17, 2012 (R-12-91). Subsequently the Board approved two EIR Addenda: one on December 9, 2015 (R-15-165) for minor project modifications related to installation of gates and fencing, and acquiring a road access easement to Mount Thayer for District vehicles, contractors, and emergency access only (no general public access); and the other on August 10, 2016, (R-16- 96), addressing the movement of additional soil material to Mount Thayer, and the addition of three gabion retaining walls for the road rehabilitation project. R-17-61 Page 4 NEXT STEPS Pending Board approval, the General Manager will direct staff to amend the contract with RDG to proceed with additional design work, special inspection, and task specific construction administration. Responsible Department Head: Jason Lin, PE, Engineering & Construction Department Manager Prepared by: Damon Adlao, Capital Project Manager R-17-65 Meeting 17-11 May 10, 2017 AGENDA ITEM 5 AGENDA ITEM Expedite the Recruitment of a Senior Capital Project Manager Position and an associated change to the Classification and Compensation Plan GENERAL MANAGER’S RECOMMENDATION Adopt a resolution amending the Classification and Compensation Plan to create the Senior Capital Project Manager classification, and authorize the General Manager to begin recruitment of the position prior to final adoption of the Fiscal Year 2017-18 Budget to quickly add new capacity and expertise to manage the Administrative Office Rebuild Project. SUMMARY AND DISCUSSION In January 2017, the Midpeninsula Regional Open Space District (District) Board of Directors selected the option to rebuild a new Administration Office building at its existing 330 Distel Circle property to address the continual growing need for additional administrative office space. Since then, the General Manager’s Office had been negotiating to hire a limited term project manager with architecture and office building experience to lead the next phase of the project. This arrangement was a stopgap measure to provide much needed expertise and additional capacity prior to filling the two new Senior Capital Project Manager positions that are in the proposed Fiscal Year (FY) 2017-18 Budget and were presented at the February 23, 2017 Board retreat (R-17-28). Unfortunately, the interim arrangement did not work out. Given that outcome, the General Manager recommends proceeding now with approval of one of the new positions to expedite the recruitment. This position and added expertise are critical at the beginning of the Administrative Office Rebuilt Project to guide and manage all remaining project phases, provide technical oversight, advise the District, lay out the next steps and schedule, hold consultants accountable, oversee the design and construction work, and protect District interests. Attachment 1 provides the Resolution and revised Classification and Compensation Plan with the position at range 43, which follows the range for Senior Planner. Attachment 2 depicts the organizational structure of the project team with the Senior Capital Project Manager overseeing the consultant work. Attachment 3 provides the reporting structure of the new position within the Engineering and Construction Department. Work on the Administrative Office Rebuild Project will not slow down in the meantime. Staff is preparing to bring to the Board on May 24 a proposed contract amendment with MKThink to complete the next phase of work. This next phase of work will span approximately two months and provide the level of detail needed for the District to develop a subsequent Request for Qualifications (RFQ) and Request for Proposals (RFP) to select with high confidence the best-fit architecture firm that will meet District needs, project goals, and Board expectations. At this point, there is insufficient information from the Board and staff to incorporate into a RFQ or RFP R-17-65 Page 2 to guide proposers on what to provide in their proposals, and for the District to review, assess, and score proposals. The proposed additional work under MKThink will focus on initial, basic programming for the new building and include a Board study session to receive Board consensus on desired goals for the exterior façade, Board Room, lobby, and other public-serving spaces. Additional details regarding this proposed contract amendment will be presented at the May 24 Board meeting. The presentation will include a tentative schedule and next steps from now until move-in, all of which will need to be vetted by the new Senior Capital Project Manager when that person starts. At the May 24 meeting, staff will also discuss the recommended role, involvement, and decision points for the Facilities Ad Hoc Committee and full Board. FISCAL IMPACT If the position is filled prior to July 1, there will be a small fiscal impact to this fiscal year’s budget. However, there are sufficient savings in salaries and benefits to cover the cost. As of March 20, the District is projecting approximately $2 million in salary savings. Given the timeline for typical recruitments, the position will likely not be filled until after July 1. The proposed FY2017-18 Budget includes the fully loaded cost for this position for the full 12 months of the new fiscal year. BOARD COMMITTEE REVIEW On April 24, 2017, the Facilities Ad Hoc Committee considered and expressed their support to expedite the Senior Capital Project Manager recruitment. This recommendation was also presented to the Action Plan and Budget Committee on April 25, 2017. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This action is not a Project under the California Environmental Quality Act (CEQA). NEXT STEPS Pending Board approval, the General Manager will direct staff to expedite the recruitment and post the job announcement by Monday, May 15, 2017. In addition, the General Manager will bring a recommendation to the full Board to amend an existing contract with MKThink to proceed with the next phase of work on May 24, 2017. Attachment: 1. Resolution Amending the Classification and Compensation Plan 2. Administrative Office Rebuild Project Organizational Structure 3. Engineering and Construction Department Organizational Structure Responsible Department Head: Stephen E. Abbors, General Manager Prepared by: Ana Ruiz, AICP, Assistant General Manager Attachment 1 Resolutions/2017/17-__AmendCCP-SrCPM 1 RESOLUTION NO. 17-__ RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT AMENDING THE CLASSIFICATION & COMPENSATION PLAN BY ADDING A NEW CLASSIFICATION SPECIFICATION WHEREAS, the General Manager has proposed an amendment to the Midpeninsula Regional Open Space District Classification and Compensation Plan to add the new job classification of Senior Capital Project Manager, and to add the classification specification and salary range therefor; and WHEREAS, the Board of Directors, having considered such proposals and recommendations, wishes to amend the District’s Classification and Compensation Plan. NOW, THEREFORE, THE BOARD OF DIRECTORS OF MIDPENINSULA REGIONAL OPEN SPACE DISTRICT DOES HEREBY RESOLVE AS FOLLOWS: 1. The Classification and Compensation Plan of the Midpeninsula Regional Open Space District shall be amended by adding the new job classification title Senior Capital Project Manager and by adding the classification specification and salary range to read as set forth in the attached exhibit hereto. 2. Except as herein modified, the Classification and Compensation Plan, Resolution No. 16-26, as amended, shall remain in full force and effect. 3. This resolution shall be effective May 10, 2017. PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on May 10, 2017, at a regular meeting thereof, by the following vote: * * * * * * * * * * * * * * * * * * * * AYES: NOES: ABSTAIN: ABSENT: ATTEST: APPROVED: Secretary Board of Directors President Board of Directors Attachment 1 Resolutions/2017/17-__AmendCCP-SrCPM 2 APPROVED AS TO FORM: General Counsel I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. District Clerk Exhibit A: Amended Classification and Compensation Plan Step Full/PT Range #Minimum Maximum Minimum Maximum Minimum Maximum Time Seasonal Open Space Technician 6 19.5173 24.3635 3,383 4,223 40,596 50,676 PT Seasonal Ranger Aide 6 19.5173 24.3635 3,383 4,223 40,596 50,676 PT Seasonal Ranger 16 24.9058 31.0962 4,317 5,390 51,804 64,680 PT Farm Maintenance Worker 19 26.7981 33.4673 4,645 5,801 55,740 69,612 FT Open Space Technician*19 26.7981 33.4673 4,645 5,801 55,740 69,612 FT Administrative Assistant 20 27.4615 34.2808 4,760 5,942 57,120 71,304 FT Accounting Technician 22 28.8231 35.9942 4,996 6,239 59,952 74,868 FT Human Resources Technician 22 28.8231 35.9942 4,996 6,239 59,952 74,868 FT Information Technology Technician I 22 28.8231 35.9942 4,996 6,239 59,952 74,868 FT GIS Technician 23 29.5500 36.9000 5,122 6,396 61,464 76,752 FT Lead Open Space Technician*23 29.5500 36.9000 5,122 6,396 61,464 76,752 FT Volunteer Program Lead 23 29.5500 36.9000 5,122 6,396 61,464 76,752 FT Risk Management Coordinator 24 30.2654 37.8000 5,246 6,552 62,952 78,624 FT Senior Administrative Assistant 24 30.2654 37.8000 5,246 6,552 62,952 78,624 FT Public Affairs Program Coordinator 25 31.0269 38.7462 5,378 6,716 64,536 80,592 FT Ranger 25 31.0269 38.7462 5,378 6,716 64,536 80,592 FT Senior Finance & Accounting Technician 26 31.7769 39.6865 5,508 6,879 66,096 82,548 FT Equipment Mechanic/Operator 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Executive Assistant 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Information Technology Technician II 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Lead Ranger 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Property Management Specialist I 28 33.3692 41.6654 5,784 7,222 69,408 86,664 FT Real Property Specialist I 28 33.3692 41.6654 5,784 7,222 69,408 86,664 FT Executive Assistant/Deputy District Clerk 29 34.2058 42.7096 5,929 7,403 71,148 88,836 FT Planner I 29 34.2058 42.7096 5,929 7,403 71,148 88,836 FT Data Analyst I 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Docent Program Manager 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Resource Management Specialist I 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Volunteer Program Manager 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Accountant 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Capital Project Manager II 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Planner II 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Management Analyst I 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Community Outreach Specialist 33 37.7019 47.0942 6,535 8,163 78,420 97,956 FT Public Affairs Specialist 33 37.7019 47.0942 6,535 8,163 78,420 97,956 FT Data Analyst II 34 38.6250 48.2423 6,695 8,362 80,340 100,344 FT Resource Management Specialist II 34 38.6250 48.2423 6,695 8,362 80,340 100,344 FT Grants Specialist 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Maintenance, Construction & Resource Supv.35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Management Analyst II 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Procurement & Contracting Agent/Specialist 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Property Management Specialist II 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Real Property Specialist II 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Supervising Ranger 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Training & Safety Specialist 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Applications Engineer 36 40.5635 50.6538 7,031 8,780 84,372 105,360 FT Midpeninsula Regional Open Space District - CLASSIFICATION & COMPENSATION PLAN Fiscal Year 2016/2017 - Effective 05/10/2017 Last revised: 4/12/2017, 2/22/2017, 10/26/16, 8/29/16, 7/01/16, 4/28/2016, 4/14/16, 2/11/16, 1/14/16 Classification Title Hourly Range $Monthly Range $Annual Range $ Exhibit A Website Administrator 36 40.5635 50.6538 7,031 8,780 84,372 105,360 FT Data Administrator 38 42.5885 53.1923 7,382 9,220 88,584 110,640 FT Legislative/External Affairs Specialist 38 42.5885 53.1923 7,382 9,220 88,584 110,640 FT Senior Technologist 38 42.5885 53.1923 7,382 9,220 88,584 110,640 FT Facilities Maintenance Supervisor 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Capital Projects Field Manager 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Capital Project Manager III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Planner III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Resource Management Specialist III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Senior Property Management Specialist 40 44.7173 55.8462 7,751 9,680 93,012 116,160 FT Senior Real Property Specialist 40 44.7173 55.8462 7,751 9,680 93,012 116,160 FT Special Projects Manager 40 44.7173 55.8462 7,751 9,680 93,012 116,160 FT Senior Accountant 41 45.8308 57.2423 7,944 9,922 95,328 119,064 FT Senior Management Analyst 41 45.8308 57.2423 7,944 9,922 95,328 119,064 FT Media Communications Supervisor 42 46.9500 58.6327 8,138 10,163 97,656 121,956 FT Area Manager 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Area Superintendent 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT District Clerk/Assistant to General Manager 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT GIS Program Administrator 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Information Technology Program Administrator 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Human Resources Supervisor 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Senior Capital Project Manager 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Senior Planner 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Senior Resource Mgmt Specialist 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Budget & Analysis Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Finance Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Human Resources Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Information Systems & Technology Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Engineering & Construction Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Land & Facilities Services Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Natural Resources Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Operations Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Planning Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Public Affairs Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Real Property Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Visitor Services Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Assistant General Counsel I 53 61.4192 76.7077 10,646 13,296 127,752 159,552 FT Assistant General Counsel II 55 64.4942 80.5442 11,179 13,961 134,148 167,532 FT Assistant General Manager 59 71.1058 88.8000 12,325 15,392 147,900 184,704 FT Chief Financial Officer/Director Administrative Services 59 71.1058 88.8000 12,325 15,392 147,900 184,704 FT * OST will receive an additional 1% stipend for Class A or B license; Lead OST 1% for Class A. Board Appointee Group Compensation Hourly Monthly Annual Effective General Manager $119.0385 $20,633 $247,600 7/1/2016 Controller - Part-time position $82.5000 $3,575 $42,900 11/1/2016 General Counsel $107.0962 $18,563 $222,760 7/1/2016 Elected Officials Compensation Board Director 1/1/2006 Monthly MaximumPer Meeting $100.00 $500.00 Last Revised 10/26/2016 10/26/2016 10/26/2016 Effective Date Exhibit A 8 Architecture Firm (designer) Senior Capital Project Manager BOARD Building Contractor (builder) Attachment 2: Project Organizational Structure General Manager’s Office Midpen Project Support Staff FacAd Hoc Construction Manager (construction advice during design & construction PUBLIC BOARD OF DIRECTORS Steve Abbors General Manager Mike Foster Controller Sheryl Shaffner General Counsel Hilary Stevenson Asst. General Counsel Sue Voiss Risk Management Coordinator Ana Ruiz Project Planning & Delivery Assistant General Manager Stefan Jaskulak CFO/ Director of Administrative Services Kevin Woodhouse Visitor & Field Services Assistant General Manager FINANCE VACANT, Manager IST Garrett Dunwoody, Manager HUMAN RESOURCES Candice Basnight, Supervisor Pamela Mullen HR Management Analyst II Mindy Vargas HR Management Analyst II Rutuja Khare HR Technician Heather Reiter Training & Safety Specialist Andrew Taylor Sr. Accountant Nicole Gonzales Finance & Budget Analyst II Warren Chan Sr. Finance & Accounting Technician VACANT Accounting Technician Jordan McDaniel Administrative Assistant Benny Hsieh IT Program Administrator Casey Hiatt GIS Program Administrator Owen Sterzl IT Technician II Davin Wong IT Intern Jamie Hawk Data Analyst I Nathaniel Greig GIS Technician Torie Robinson GIS Intern PLANNING Jane Mark, Manager ENGINEERING & CONSTRUCTION Jay Lin, Manager Damon Adlao Capital Project Manager III Dale Grogan Capital Project Manager III Matt Brunnings Capital Project Manager III Zachary Alexander Capital Project Manager II Tina Hugg Sr. Planner Meredith Manning Sr. Planner Gretchen Lausten Planner III Lisa Bankosh Planner III Leslie Chan Planner II Alicia Halpern Planner I Bryan Apple Planner II Melissa Borgesi Administrative Assistant REAL PROPERTY Mike Williams, Manager NATURAL RESOURCES Kirk Lenington, Manager LAND & FACILITIES SERVICES Brian Malone, Manager VISITOR SERVICES Michael Newburn, Manager Cindy Roessler Sr. Resource Mgmt Specialist Amudha Sankar Sr. Finance & Budget Technician Matt Baldzikowski Sr. Resource Mgmt Specialist PUBLIC AFFAIRS Manager, Vacant VACANT Community Outreach Specialist VACANT Media Communications Supervisor Cydney Bieber Web Administrator Peggy Gibbons Public Affairs Specialist Carmen Lau Public Affairs Assitant Amanda Mills Resource Mgmt Specialist I Julie Andersen Resource Mgmt Specialist III Matt Chaney Resource Mgmt Specialist I Aaron Hebert Water Resources Specialist Whitney Berry Planner II Allen Ishibashi Sr. Real Property Agent Elish Ryan Planner III Maria Soria Executive Assistant/ Deputy District Clerk Jennifer Woodworth District Clerk/ Assistant to the General Manager Vacant Sr. Management Analyst Jenny Villegas Administrative Assistant Lupe Hernandez Administrative Assistant Joshua Hugg Legislative/External Affairs Specialist Coty Sifuentes- Winter IPM Coordinator Tad Hammer Data Administrator VACANT Special Projects Manager Refer to Visitor Services Org Chart Refer to Land & Facilities Services Org Chart Amy Schmitt Sr. Administrative Assistant Melanie Askay Grants Specialist Janine Ward Procurement & Contracts Specialist VACANT Management Analyst I/II Updated: December 6, 2016 Clayton Koopmann Resource Mgmt Specialist II Cleopatra Tuday Natural Resources Intern (Half-time) VACANT Natural Resources Intern (Half-time) PROPOSED Senior Capital Project Manager PROPOSEDSenior Capital Project Manager PROPOSED Planner III Attachment 3: Position Recommended for Expedited Recruitment is shown in yellow highlight. R-17-62 Meeting 17-11 May 10, 2017 AGENDA ITEM 6 AGENDA ITEM Approval of Revised Statement of Investment Policy CONTROLLER’S RECOMMENDATION Approve the District’s Revised Statement of Investment Policy, authorizing the investment of District funds in CalTRUST. SUMMARY Approval of the revised investment guidelines will allow the District to earn a satisfactory interest return on the Hawthorn Endowment Fund through an investment account at CalTRUST. DISCUSSION Since 2011, the District’s Hawthorn Endowment Fund cash, currently approximately $1.5 million, has been invested in two bank accounts at Torrey Pines Bank. Until the recent rise in short-term interest rates and the transfer of Torrey Pines’ investment accounts to its sister Bridge Bank, this was a satisfactory means to properly segregate these funds and earn a fair interest return. However, with the rise in short-term interest rates and Bridge Bank’s decision to reduce our interest rate to 0.25%, an alternative was required. The recommended solution is an account in a joint investment pool at CalTRUST. CalTRUST was established in 2005 by the California State Association of Counties and the League of California Cities to provide a convenient method for local agencies to pool their cash assets for investment. CalTRUST is governed by local treasurers, investment officers and tax collectors, and any California local agency can participate. CalTRUST offers four joint investment pools, two managed by Wells Fargo Bank and two managed by CalTRUST staff. The account that best matches Hawthorn Trust needs is the CalTRUST Medium-Term Account, which is currently earning 1.20% interest, with an average maturity of 2.1 years, and weekly liquidity. Because, unlike LAIF and the Santa Clara County pooled fund, it does not offer daily liquidity, it can invest for slightly higher returns. The Hawthorn Endowment does not require daily liquidity. The District will pay expenses related to the Hawthorn property from its operating bank account and reimburse itself from the CalTRUST account on a monthly or quarterly basis. The CalTRUST Medium-Term Account currently has $932 million of assets and is rated A+ by Standard & Poors. The revised Statement of Investment Policy includes only two changes. First, the word “bank” is removed from paragraph 2[b]. Second, CalTRUST is added to the list of permitted pooled investment funds in paragraph 6. R-17-62 Page 2 FISCAL IMPACT Approval will allow the District to earn higher interest on cash in the Hawthorn Endowment Fund. BOARD COMMITTEE REVIEW This item was not reviewed by any 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 None Attachments 1. Statement of Investment Policy Responsible Department Head: Stefan Jaskulak, Chief Financial Officer Prepared by: Michael Foster, Controller Midpeninsula Regional Open Space District Board Policy Manual Statement of Investment Policy 3.08 Chapter 3 – Fiscal Management Effective Date: 1/8/97 Revised Date: 5/10/17 Prior Versions: 1/8/97; 1/10/01; 1/16/02; 1/8/03; 1/14/04; 1/12/05; 1/11/06; 1/10/07; 1/16/08; 1/13/10; 1/12/11; 1/11/12; 1/24/13; 1/22/14; 1/28/15; 8/12/15; 8/10/16 Board Policy 3.08 Page 1 of 4 Goals Goal 1. Capital Preservation The primary goal shall be to safeguard the principal of invested funds. The secondary objective shall be to meet the liquidity needs of the District. The third objective shall be to achieve a return on funds consistent with this Policy. Temporarily idle funds shall be invested in a conservative manner, such that funds can always be withdrawn at, or just above or below, full invested value. Investments that offer opportunities for significant capital gains and losses are excluded. Goal 2. Liquidity Temporarily idle funds shall be managed so that normal operating cash needs and scheduled extraordinary cash needs can be met on a same day basis. Investments shall be sufficiently liquid to provide a steady and reliable flow of cash to the District to insure that all land purchases can be made promptly (within two weeks). Goal 3. Income Temporarily idle funds shall earn the highest rate of return that is consistent with capital preservation and liquidity goals and the California Government Code. Guidelines 1. Determination of Idle Funds The Controller shall prepare a cash flow projection prior to all investment decisions involving securities with a term to maturity exceeding one year. This cash flow projection shall be reviewed and evaluated by the General Manager or Chief Financial Officer (CFO). The General Manager or CFO are responsible for approving the Controller’s designation of the amount of funds available for investment for longer than one year. 2. Restricted Reserves [a] MROSD Retiree Healthcare Plan: All funds are to be held by CalPERS and managed by CalPERS. Attachment 1 Board Policy 3.08 Page 2 of 4 [b] Hawthorn Endowment Fund: All funds will be held in a separate bank account and invested in accordance with this policy. [c] Debt Service Reserve Funds Held by Bond Trustees: Funds held by such trustees shall be invested in accordance with the bond indenture or other agreement providing for the issuance and management of such debt. 3. General Fund Committed Reserves At least one-half of the total general fund committed reserve requirement shall be maintained, at all times, with the Santa Clara County Pooled Investment Fund (SCCPIF). 4. General Fund Un-Assigned Contingency Reserve In addition to any committed fund reserve requirement, a general fund contingency reserve of at least $10 million shall be maintained, at all times, with the SCCPIF. 5. General Obligation Bond Proceeds Held by Fiscal Agent Bond Proceeds held by the District’s Fiscal Agent, either in the Debt Service Fund or Bond Proceeds Fund, shall be invested through the investment department of the Fiscal Agent and in accordance with the Fiscal Agent Agreement. 6. Non-Invested Funds Idle District funds not otherwise invested as permitted by this Policy shall be deposited with the Santa Clara County Pooled Investment Fund, the San Mateo County Treasurer’s Pooled Investment Fund, or the State of California’s Local Agency Investment Fund or CalTRUST. 7. Selection of Investments The Controller is responsible for selecting investments that fit within the amounts and maturities recommended by the Controller and by the General Manager or CFO. The Controller is also responsible for directing security transactions. 8. Investments Instruments and Deposit of Funds Investments and deposits of funds shall be limited to those allowed by and subject to the procedures of Government Code Section 53600 et seq. and 53635 et seq. In the event of any conflict between the terms of this Policy, and the Government Code, the provisions of the Government Code shall prevail. Investments shall not be leveraged. Investments, and “derivatives,” that offer opportunities for significant capital gains and losses are excluded. If after purchase, securities are downgraded below the minimum required rating level, the securities shall be reviewed for possible sale with a reasonable amount of time after downgrade. Significant downgrades and the action taken or to be taken will be disclosed in the next monthly report. Attachment 1 Board Policy 3.08 Page 3 of 4 9. Maximum Maturity The average maturity of the total District investment portfolio shall not exceed eighteen months and no investment, except for debt service reserve funds held by bond trustees, shall have a maturity of more than three years from the date of purchase. The maturity of investments in trustee-held debt service reserve funds shall not exceed the final debt service payment date of the bonds. 10. Diversification Investments shall meet the diversification test of Government Code Section 53601.7(c), stating that no more than 5% of the total investment portfolio may be invested in the securities of any one issuer, except for the obligations of the U.S. Treasury or U.S. Government Agencies. 11. Marketability For investments other than bank certificates of deposits the breadth of ownership and number of securities outstanding shall be sufficient to establish a secondary market in which investments can be readily converted to cash without causing a material change in their market value. 12. Acceptable Banks Bankers' Acceptances and Negotiable Certificates of Deposit may be purchased only from the District’s commercial bank or banks and savings and loan associations with over $1,000,000,000 of deposits and reporting profitable operations and which meet all applicable criteria of the Government Code. Certificates of Deposit may be purchased from other banks within Santa Clara and San Mateo Counties which meet all applicable criteria of the Government Code if the principal is fully insured by the Federal Deposit Insurance Corporation. 13. Acceptable Collateral Securities collateralizing bank or savings and loan deposits must be rated “A” or higher. 14. Investments in Name of District All investments purchased shall stand in the name of the District. 15. Reporting The Controller shall submit a report of the District’s investment portfolio and security transactions to the Board of Directors by the second Friday of each calendar month in accordance with Government Code Sections 53607 and 53646. Such reports shall also be submitted to the General Manager, CFO and to the District’s auditor. Attachment 1 Board Policy 3.08 Page 4 of 4 16. Purchase of Securities The Controller is authorized to purchase securities through the investment department of the District’s bond trustees and fiscal agents and as otherwise permitted by the Government Code. Any account resolutions required by bank investment departments will be submitted to the Board of Directors for approval prior to any trading through that bank. The bank or other investment institution from which authorized securities are purchased shall be instructed in writing only to purchase securities in the name of the District and that all matured funds shall be returned to the District’s commercial bank account. The bank shall also be instructed to send receipts for all transactions to the CFO and the District accounting department. Attachment 1 R-17-55 Meeting 17-11 May 10, 2017 AGENDA ITEM 7 AGENDA ITEM Update on Actions of Mutual Interest taken by the Midpeninsula Regional Open Space District (District) and by Lehigh Southwest Cement Company (Lehigh) during the past year GENERAL MANAGER’S RECOMMENDATION No Board action required. SUMMARY In August 2014, the District agreed to dismiss its judicial appeal challenging Lehigh’s Environmental Impact Report (EIR), in exchange for various public benefits described herein, and based on progress noted in work necessary to protect air and water quality, and extensive work performed on the restoration of the scenic viewshed (R-14-98). One of the important conditions of the settlement was an agreement for the District and Lehigh to participate going forward in conducting regular, open public meetings regarding opportunities and issues of mutual concern. Two meeting were held in 2015, on May 27 and October 14. No meetings were held in 2016. Presentations will be provided by the District’s General Manager and Mr. Kari Saragusa, President of Lehigh Southwest Cement Company. DISCUSSION The Board received presentations from Mr. Saragusa, on May 27, 2015 (R-15-84) and October 14, 2015 (R-15-147). Mr. Saragusa will again present actions taken by Lehigh over the past year that may be of interest to the District and the Community. The Board approved dismissal of the District’s judicial appeal challenging the Lehigh Southwest Cement Company’s (Lehigh) Permanente Quarry Reclamation Plan Environmental Impact Report (EIR) in August 2014 (R-14-98). This settlement agreement included Lehigh’s agreement to the following actions: 1) Lehigh conveyed a widened public trail easement to the existing Quarry Trail across their land. This easement was recorded in January 2015; 2) Leigh conveyed a new public trail easement, connecting Rancho San Antonio and Monte Bello Open Space Preserves. This easement was recorded in January 2015; 3) Grant to the District Rights of First Offer and Rights of First Refusal on two properties, totaling 265 acres, in which the District has a long-term protection interest. These documents were recorded in January 2015; R-17-55 Page 2 4) Grant to the District a Conditional Grant Deed to a 55 acre Lehigh property buffering the PG&E trail at Rancho San Antonio Open Space Preserve. The District can record if Leigh resumes using and raises the height of the East Material Storage Area (EMSA); 5) Waive the right to recover the $9,404, which is the District’s half of the $18,808 total costs awarded by the lower court. This was done.; and 6) Participate with the District going forward in conducting regular, open, public meetings in which Lehigh and the District can discuss opportunities and issues of mutual concern. This is the genesis of this agenda item. FISCAL IMPACT There is no fiscal impact associated with this presentation. BOARD COMMITTEE REVIEW There was no committee review of this item. Regular public meetings with the District and Lehigh are a commitment made as part of the settlement agreement PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This presentation is not a project under CEQA. NEXT STEPS The District’s Planning Department has tentatively scheduled the initial reconnaissance work for the new trail alignment within Monte Bello OSP beginning in the third quarter of FY2018-19, and anticipates hiring a consultant to assist in this work in order to leverage staff resources assigned to other high priority projects. Upon completion of the construction of the new trail easement, the District will survey the actual trail alignment and record an amended trail easement. The reroute of the existing Quarry Trail in Rancho San Antonio OSP is anticipated to be completed in FY2022-23. Responsible Department Manager: Kevin Woodhouse, Assistant General Manager Contact person: Kirk Lenington, Natural Resources Manager R-17-57 Meeting 17-10 May 10, 2017 AGENDA ITEM 8 AGENDA ITEM Award of Contract with Robert Half Technology, Inc. for SharePoint Development Services. GENERAL MANAGER’S RECOMMENDATION Authorize the General Manager to enter into a multi-year services contract with Robert Half Technology, Inc. to provide staffing for SharePoint development services for a total contract amount of $200,000. SUMMARY The IST Master Plan Report from October 2015 identified a variety of technology projects, which aligned with the organizational direction outlined in the FOSM. Among them were a District Intranet and electronic document management system (eDMS). IST identified the Microsoft Office 365 (O365) platform as the platform in which to build the Intranet and eDMS. In April of 2016, the IST Department began the District’s migration to O365 beginning with District email. SharePoint is a technology platform that is part of the O365 suite. One year later the District is moving forward on leveraging other O365 tools including SharePoint to build out an Intranet and eDMS. DISCUSSION Expansion of the SharePoint platform will streamline business process, support aspects of the FOSM around the project delivery process, and develop a more collaborative work environment built on Office 365. Further implementation of the SharePoint platform will include the development of a District-wide Intranet, utilization of Project Sites, and build out of department/team/project sites. All these efforts will move the District towards more cloud based document storage and retrieval. Consultant Selection SharePoint development consists of developing code, deploying web-parts, and taxonomies. These skills are not skill sets that existing IST staff currently have. IST staff conducted over fifteen interviews with SharePoint developers and architects from Robert Half Technology and Agreeya Solutions (contingent staffing firms). They also interviewed a few independent contractors and private businesses. Robert Half Technology consistently had the most qualified candidates and in particular, Johnny Baldwin proved to have the most relevant combination of experience and skills for the role. R-17-57 Page 2 The District entered into a $50,000 contract with Robert Half Technology under discretion of the General Manager for SharePoint development services starting in March of 2017. This is a contract extension to continue services from Robert Half Technology. FISCAL IMPACT The District’s FY2016-17 Budget and Action Plan includes $75,000 for SharePoint development services to include Intranet development and a version 1 eDMS. The IST Department FY2017- 18 budget requests for Board consideration $206,000 for continued SharePoint development services. The IST Manager is proposing utilizing a portion of those funds to carry work through December 2017. The following table provides an outline of the fiscal impact of SharePoint development services: Type FY Exercised Cost Robert Half Technology (Johnny Baldwin) 16/17 $75,000 Robert Half Technology (Johnny Baldwin) 17/18 $125,000 Total Contract Cost $200,000 BOARD COMMITTEE REVIEW No Board Committee review PUBLIC NOTICE Public notice of this agenda item was provided as required by the Brown Act. CEQA COMPLIANCE No CEQA. NEXT STEPS Upon Board authorization, the General Manager will direct staff to enter into a multi-year contract with Robert Half Technology, Inc. for SharePoint development services. Below is a high-level schedule for deliverables associated with this contract. Pilot Project Site Completion May 2017 Organizational Taxonomy April – July 2017 Department/Team/Project Site Roll-Outs July – Dec. 2017 Version 2 - eDMS Sept. – Dec. 2017 Responsible Department Head: Garrett Dunwoody, IST Manager Prepared by: Garrett Dunwoody, IST Manager R-17-67 Meeting 17-11 May 10, 2017 AGENDA ITEM 9 AGENDA ITEM Restructuring of the Public Affairs Department, and related changes to the Classification and Compensation Plan GENERAL MANAGER’S RECOMMENDATION Approve the following classification recommendations for the Public Affairs Department to restructure current positions, without adding new staff, into a structure that fulfills the District’s current and future public affairs business needs: 1. Adopt a resolution amending the District’s Classification and Compensation Plan with the following changes: a. Addition of Public Affairs Specialist I/II classification; b. Addition of Public Affairs Specialist III classification; c. Deletion of Community Outreach Specialist classification; d. Deletion of Media Communications Supervisor classification; e. Deletion of Web Administrator classification (but retaining the working title of Web Administrator); f. Deletion of Public Affairs Specialist classification; g. Title change only of Legislative/External Affairs Specialist to Governmental Affairs Specialist 2. Approve the following reclassifications of positions in the Public Affairs Department: a. Reclassification of Public Affairs Program Coordinator to Public Affairs Specialist I/II; b. Reclassification of Public Affairs Specialist to Public Affairs Specialist I/II; c. Reclassification of Web Administrator to Public Affairs Specialist I/II, with a web administration specialty focus; 3. Approve the inclusion of $21,000 in the FY2017-18 budget for a Public Affairs Intern. SUMMARY In January 2017, as a result of several key vacancies in the Public Affairs Department, Management Partners was retained to provide part-time special Public Affairs advisor assistance to help manage that department while also studying the optimal reorganization of the department to support the District’s significant work on delivering Measure AA projects and fulfilling its mission and strategic plan. As part of the Financial and Operational Sustainability Model study implementation, Public Affairs was moved into the General Manager’s Office, while the volunteer and docent programs were moved into the Visitor Services Department. Additionally, a legislative/intergovernmental affairs position in Public Affairs was approved by the Board. At R-17-67 Page 2 this time, the General Manager recommends additional organizational changes to continue improving the focus and effectiveness of public affairs’ functions to meet current and future District business needs while allowing for future employee development within the department. Without changing the current number of employees in Public Affairs, the General Manager recommends creating Public Affairs Specialist I/II and Public Affairs Specialist III classifications to replace the Community Outreach Specialist, Media Communications Supervisor, Web Administrator, Program Coordinator, and single Specialist classifications. Additionally, budgeting for a Public Affairs Intern is recommended in place of the currently budgeted contingent Public Affairs Assistant position. Although a Public Affairs Specialist III classification is recommended, it will remain an empty classification until a time in the future when the District’s business needs may require this highest level of specialist work, subject to Board and General Manager authority. This restructuring does not increase the total position count for the new organization. Due to a lower budget for the intern than the Public Affairs Assistant, and a lower salary range for the Specialist I/II than the Media Communications Supervisor, there is anticipated to be a decrease of $87,313in the Public Affairs Department for salaries and benefits. DISCUSSION Management Partners is providing management services assistance to the Public Affairs Department while the District conducts the recruitment and selection of a permanent Public Affairs Manager. With the Manager position and Media Communications Supervisor position vacant, the General Manager directed Management Partners to review the current organization structure and propose recommendations to ensure staffing is aligned with the department’s core functions. This review generated the following recommendations: • Create a Public Affairs Specialist position series: Similar to the modifications made in the Information Technology Department, a series of Public Affairs Specialist I/II and III will allow the department to respond to the growing demands, cross-training, and workload of the organization. Staff interviews exposed the issue that it is difficult to grow within the department due to its small size. Creating the series allows staff in the department to develop professionally as well as assume responsibility for more projects with greater complexity. • Eliminate supervisory positions: The Public Affairs Department has eight staff members including the Public Affairs Manager and contingent Public Affairs Assistant. In interviews with Department staff, it was noted that although two supervisory positions are identified in the current public affairs organization chart, the positions did not function in this manner. Staff reported that in practice the Public Affairs Manager directed all Department members. In light of this functional history, eliminating the layer of supervisor is consistent with the Department’s needs, practices, and size. • Add interns to the current organization structure: The District has established an agency goal to include interns into each department to add capacity to respond to growing workload, develop bench strength and candidates for future employment opportunities, along with building the next generation of public administration professionals. • Continue to have the position of Public Affairs Manager report to the General Manager: The General Manager requested a review of peers and the reporting structure of their public affairs function. Based on a review of the FOSM peers, the communications functions report to the General Manager/department director in four of the six peers. In addition, the Public Affairs Department serves all departments not just one business line. R-17-67 Page 3 Attachment 2 shows the current Public Affairs organization chart. No current employees will be displaced or receive any reduction in salary under the proposed reorganization. Classification Recommendations The following table summarizes recommended changes in the structure of Public Affairs, followed by functional descriptions of the recommended Public Affairs Specialist series of classifications. Attachment 3 shows the recommended Public Affairs organization chart. Current classification range salary Recommended Classification range salary % change top step Public Affairs Manager 51 $121,668- $151,956 No change Public Affairs Specialist III (not budgeted in 2017-18) 39 90,792- $113,376 Not Applicable Legislative/External Affairs Specialist 38 $88,584- $110,640 Governmental Affairs Specialist (title change only) Media Communications Supervisor (currently vacant) 42 $97,656- $121,956 Public Affairs Specialist I/II (Level determined at time of recruitment) 27 or 36 $67,752- $84,612 or $84,372- $105,360 Not Applicable Web Administrator 36 $84,372- $105,360 Public Affairs Specialist I/II (Level II) 36 $84,372- $105,360 0% Public Affairs Specialist 33 $78,420- $97,956 Public Affairs Specialist I/II (Level II) 36 $84,372- $105,360 7.5% Community Outreach Specialist 33 $78,420- $97,956 (underfilled by) Public Affairs Program Coordinator 25 $64,536- $80,592 Public Affairs Specialist I/II (Level I) 27 $67,752- $84,612 5% Administrative Assistant 20 $57,120- $71,304 No change In addition to the above classification changes, the currently budgeted contingent Public Affairs Assistant position, scheduled to end June 30, 2017, is recommended to be replaced by budgeting up to 1,000 hours per year for a Public Affairs Intern. This change is not included in the table above because interns and temporary contingent positions are not classifications on the Classification and Compensation Plan. Although the Web Administrator will be technically classified as a Public Affairs Specialist I/II (Level II), the incumbent will use Web Administrator as her working title and the job responsibilities of the web administrator from the current job description will be articulated as the specialty focus of her position in Human Resources’ records. R-17-67 Page 4 The descriptions below of the Public Affairs Specialist I/II and III series highlight the basic differences in job duties expectations between the levels in this series. This classification is flexibly staffed: level II positions are filled by advancement from level one with two years of experience and demonstrated gained knowledge. The I/II classification establishes a tier that encourages internal promotion and staff retention. Flexible classifications also reduce the cost and time of recruitment and are similar to career ladders in other District departments. Public Affairs Specialist I/II: Level I – This is the entry-level class in the Public Affairs Specialist series that supports department activities by providing a professional-level resource for public information, media relations, marketing, community outreach and engagement, and website and social media administration projects and programs. Level II –This is a journey-level class in the Public Affairs Specialist series and requires two years of experience and successful work performance, based on the Public Affairs Manager’s review and approval, and supports the array of department projects and programs. Public Affairs Specialist III: This class in the Public Affairs Specialist series requires four years of experience, successful work performance, advanced public affairs expertise and includes supervisory responsibilities. The detailed position descriptions will be developed following the Board’s review and approval. FISCAL IMPACT The new organization is projected to decrease the proposed FY 2017-18 personnel costs (as presented to ABC) by $87,313 in salaries and benefits. This comparison includes the recommended change related to the current contingent position changing to an intern. BOARD COMMITTEE REVIEW This report was not previously reviewed by a Committee. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This proposed action is not a project under the California Environmental Quality Act and no environmental review is required. NEXT STEPS If approved, staff will finalize the new classification job descriptions and the reclassifications would take effect the first day of the pay period following finalization of the job descriptions. Attachments: 1. Resolution Amending the Classification and Compensation Plan 2. Public Affairs Department – Current Organization Chart R-17-67 Page 5 3. Public Affairs Department – Recommended Organization Chart Responsible Department Manager: Kevin Woodhouse, Assistant General Manager Prepared by: Christine Butterfield, Senior Management Advisor, Management Partners Contact person: Kevin Woodhouse, Assistant General Manager Attachment 1 Resolutions/2017/17-__PADeptRestructure 1 RESOLUTION NO. 17-__ RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT AMENDING THE CLASSIFICATION & COMPENSATION PLAN WHEREAS, the General Manager has proposed an amendment to the Midpeninsula Regional Open Space District Classification and Compensation Plan to add the new job classifications of Public Affairs Specialist I/II, Public Affairs Specialist III, and to add the classification specifications and salary range therefore; and WHEREAS, the Community Outreach Specialist and Media Communications Supervisor classification specifications are no longer needed in the proposed structure for the Public Affairs Department; and WHEREAS, the Board of Directors, having considered such proposals and recommendations, wishes to amend the District’s Classification and Compensation Plan. NOW, THEREFORE, THE BOARD OF DIRECTORS OF MIDPENINSULA REGIONAL OPEN SPACE DISTRICT DOES HEREBY RESOLVE AS FOLLOWS: 1. The Classification and Compensation Plan of the Midpeninsula Regional Open Space District shall be amended by adding the new job classifications titles Public Affairs Specialist I/II and Public Affairs Specialist III and by adding these classifications, specifications and salary ranges as set out in the exhibit attached hereto; and deleting the Community Outreach Specialist and the Media Communications Supervisor classifications and specifications as shown in the redline in the attached exhibit. 2. Except as herein modified, the Classification and Compensation Plan, Resolution No. 16-26, as amended, shall remain in full force and effect. 3. This resolution shall be effective May 10, 2017. PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on May 10, 2017, at a regular meeting thereof, by the following vote: * * * * * * * * * * * * * * * * * * * * AYES: NOES: ABSTAIN: ABSENT: ATTEST: APPROVED: Secretary President Attachment 1 Resolutions/2017/17-__PADeptRestructure 2 Board of Directors Board of Directors APPROVED AS TO FORM: General Counsel I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. District Clerk Exhibit A: Amended Classification and Compensation Plan Step Full/PT Range #Minimum Maximum Minimum Maximum Minimum Maximum Time Seasonal Open Space Technician 6 19.5173 24.3635 3,383 4,223 40,596 50,676 PT Seasonal Ranger Aide 6 19.5173 24.3635 3,383 4,223 40,596 50,676 PT Seasonal Ranger 16 24.9058 31.0962 4,317 5,390 51,804 64,680 PT Farm Maintenance Worker 19 26.7981 33.4673 4,645 5,801 55,740 69,612 FT Open Space Technician*19 26.7981 33.4673 4,645 5,801 55,740 69,612 FT Administrative Assistant 20 27.4615 34.2808 4,760 5,942 57,120 71,304 FT Accounting Technician 22 28.8231 35.9942 4,996 6,239 59,952 74,868 FT Human Resources Technician 22 28.8231 35.9942 4,996 6,239 59,952 74,868 FT Information Technology Technician I 22 28.8231 35.9942 4,996 6,239 59,952 74,868 FT GIS Technician 23 29.5500 36.9000 5,122 6,396 61,464 76,752 FT Lead Open Space Technician*23 29.5500 36.9000 5,122 6,396 61,464 76,752 FT Volunteer Program Lead 23 29.5500 36.9000 5,122 6,396 61,464 76,752 FT Risk Management Coordinator 24 30.2654 37.8000 5,246 6,552 62,952 78,624 FT Senior Administrative Assistant 24 30.2654 37.8000 5,246 6,552 62,952 78,624 FT Public Affairs Program Coordinator 25 31.0269 38.7462 5,378 6,716 64,536 80,592 FT Ranger 25 31.0269 38.7462 5,378 6,716 64,536 80,592 FT Senior Finance & Accounting Technician 26 31.7769 39.6865 5,508 6,879 66,096 82,548 FT Equipment Mechanic/Operator 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Executive Assistant 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Information Technology Technician II 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Lead Ranger 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Public Affairs Specialist I 27 32.5731 40.6788 5,646 7,051 67,752 84,612 FT Property Management Specialist I 28 33.3692 41.6654 5,784 7,222 69,408 86,664 FT Real Property Specialist I 28 33.3692 41.6654 5,784 7,222 69,408 86,664 FT Executive Assistant/Deputy District Clerk 29 34.2058 42.7096 5,929 7,403 71,148 88,836 FT Planner I 29 34.2058 42.7096 5,929 7,403 71,148 88,836 FT Data Analyst I 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Docent Program Manager 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Resource Management Specialist I 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Volunteer Program Manager 30 35.0423 43.7538 6,074 7,584 72,888 91,008 FT Accountant 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Capital Project Manager II 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Planner II 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Management Analyst I 31 35.9135 44.8442 6,225 7,773 74,700 93,276 FT Community Outreach Specialist 33 37.7019 47.0942 6,535 8,163 78,420 97,956 FT Public Affairs Specialist 33 37.7019 47.0942 6,535 8,163 78,420 97,956 FT Data Analyst II 34 38.6250 48.2423 6,695 8,362 80,340 100,344 FT Resource Management Specialist II 34 38.6250 48.2423 6,695 8,362 80,340 100,344 FT Grants Specialist 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Maintenance, Construction & Resource Supv.35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Management Analyst II 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Procurement & Contracting Agent/Specialist 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Property Management Specialist II 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Real Property Specialist II 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Supervising Ranger 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Training & Safety Specialist 35 39.5885 49.4423 6,862 8,570 82,344 102,840 FT Midpeninsula Regional Open Space District - CLASSIFICATION & COMPENSATION PLAN Fiscal Year 2016/2017 - Effective 05/10/2017 Last revised: 4/12/2017, 2/22/2017, 10/26/16, 8/29/16, 7/01/16, 4/28/2016, 4/14/16, 2/11/16, 1/14/16 Classification Title Hourly Range $Monthly Range $Annual Range $ Exhibit A Applications Engineer 36 40.5635 50.6538 7,031 8,780 84,372 105,360 FT Public Affairs Specialist II 36 40.5635 50.6538 7,031 8,780 84,372 105,360 FT Website Administrator 36 40.5635 50.6538 7,031 8,780 84,372 105,360 FT Data Administrator 38 42.5885 53.1923 7,382 9,220 88,584 110,640 FT Leg/External Governmental Affairs Specialist 38 42.5885 53.1923 7,382 9,220 88,584 110,640 FT Senior Technologist 38 42.5885 53.1923 7,382 9,220 88,584 110,640 FT Facilities Maintenance Supervisor 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Capital Projects Field Manager 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Capital Project Manager III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Planner III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Public Affairs Specialist III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Resource Management Specialist III 39 43.6500 54.5077 7,566 9,448 90,792 113,376 FT Senior Property Management Specialist 40 44.7173 55.8462 7,751 9,680 93,012 116,160 FT Senior Real Property Specialist 40 44.7173 55.8462 7,751 9,680 93,012 116,160 FT Special Projects Manager 40 44.7173 55.8462 7,751 9,680 93,012 116,160 FT Senior Accountant 41 45.8308 57.2423 7,944 9,922 95,328 119,064 FT Senior Management Analyst 41 45.8308 57.2423 7,944 9,922 95,328 119,064 FT Media Communications Supervisor 42 46.9500 58.6327 8,138 10,163 97,656 121,956 FT Area Manager 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Area Superintendent 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT District Clerk/Assistant to General Manager 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT GIS Program Administrator 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Information Technology Program Administrator 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Human Resources Supervisor 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Senior Planner 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Senior Resource Mgmt Specialist 43 48.1269 60.1038 8,342 10,418 100,104 125,016 FT Budget & Analysis Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Finance Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Human Resources Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Information Systems & Technology Manager 48 54.3519 67.8808 9,421 11,766 113,052 141,192 FT Engineering & Construction Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Land & Facilities Services Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Natural Resources Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Operations Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Planning Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Public Affairs Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Real Property Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Visitor Services Manager 51 58.4942 73.0558 10,139 12,663 121,668 151,956 FT Assistant General Counsel I 53 61.4192 76.7077 10,646 13,296 127,752 159,552 FT Assistant General Counsel II 55 64.4942 80.5442 11,179 13,961 134,148 167,532 FT Assistant General Manager 59 71.1058 88.8000 12,325 15,392 147,900 184,704 FT Chief Financial Officer/Director Administrative Services 59 71.1058 88.8000 12,325 15,392 147,900 184,704 FT * OST will receive an additional 1% stipend for Class A or B license; Lead OST 1% for Class A. Board Appointee Group Compensation Hourly Monthly Annual Effective General Manager $119.0385 $20,633 $247,600 7/1/2016 Controller - Part-time position $82.5000 $3,575 $42,900 11/1/2016 General Counsel $107.0962 $18,563 $222,760 7/1/2016 Elected Officials Compensation Board Director Last Revised 10/26/2016 10/26/2016 10/26/2016 Effective Date 1/1/2006 Monthly MaximumPer Meeting $100.00 $500.00 Exhibit A Midpeninsula Regional Open Space District Public Affairs Office Existing Organization Chart Public Affairs Office Public Affairs Manager (8 FTE) Legislative/External Affairs Specialist Media Communications Supervisor Administrative Assistant Web Administrator Public Affairs Specialist Community Outreach Specialist Public Affairs Assistant* Note *The Public Affairs Assistant is a temporary full-time position that expires June 2017. Attachment 2 Midpeninsula Regional Open Space District Public Affairs Department Organization Chart Public Affairs Department Public Affairs Manager1 (8 FTE) Notes 1Public Affairs Manager assumes the roles of Public Affairs Department leadership and Chief Information Officer for Midpeninsula Regional Open Space District. 2The Public Affairs Specialist positions will have series classifications of I, II and III, with each series level based on employee factors, such as years of service, experience and performance. 3The Intern position is to be determined. Intern may receive direction from the Public Affairs Manager. The Intern is included as 1 FTE position in the total FTE count for the Public Affairs Department. However, it may be classified as part-time or temporary as decisions are made regarding the roles and responsibilities of the position. Governmental Affairs Specialist Public Affairs Specialist2 Administrative Assistant Public Affairs Specialist2 Public Affairs Specialist2 Public Affairs Specialist2 Intern3 Primary Functions Project management of communication campaigns Special projects Special Focus Legislative Partnerships Primary Functions Project management of communication campaigns Special projects Special Focus Social media Website administrator Website design and management Primary Functions Project management of communication campaigns Special projects Special Focus Community engagement Liaison to Visitor Services Manages and coordinates district outreach forums, open houses, community and business events Youth outreach plan Primary Functions Project management of communication campaigns Special projects Special Focus Branding Event management Marketing Primary Functions Project management of communication campaigns Special projects Special Focus Event management Media requests Press releases Attachment 3 DATE: May 10, 2017 MEMO TO: Board of Directors THROUGH: Stephen E. Abbors, General Manager FROM: Kevin Woodhouse, Assistant General Manager Kirk Lenington, Natural Resources Manager Aaron Hébert, Water Resources Specialist SUBJECT: Funding Donation to State Parks to Support Science Research for Marbled Murrelet Landscape Management Plan for Santa Cruz Mountains _____________________________________________________________________________ PURPOSE This memorandum provides an update regarding the District’s activities concerning Marbled Murrelets and informs the Board of Directors of the General Manager’s intent to grant funds to State Parks. The current FY2016-17 District budget includes $40,000 of funding, for a ‘habitat suitability assessment’ that synthesizes existing data, identifies data gaps, and identifies important areas throughout the Santa Cruz Mountains for Marbled Murrelet management and recovery. California State Parks has been leading development of a Landscape Management Plan for the Marbled Murrelet population in the Santa Cruz Mountains portion of its range. In the Santa Cruz Mountains region, this federally threatened and California state endangered seabird is dependent on old growth redwood habitats for its nesting. Protection and restoration of redwood forest and recovery of Marbled Murrelet were among the highest priorities for Midpen’s Vision Plan and Measure AA funding. SUMMARY Beginning in the winter of 2015-16, CA State Parks began to organize a regional landscape management plan with local stakeholders and scientists to develop management and recovery priorities for Marbled Murrelet (Brachyramphus marmoratus) and to identify shared management issues and challenges. This planning effort has developed into a formal coordination between the stakeholders that include public land management agencies, private and non-profit land trusts, regulatory agencies, and representatives from the private timber industry and has attracted grant funding from the California Department of Fish and Wildlife. A regional habitat suitability assessment, which Midpen’s grant will fund, was determined to be the highest ranked funding priority by regional stakeholders and experts and will fill one of the largest data gaps in the planning effort. The FY2016-17 budget included funding in the Natural Resources Department to support this planning effort. In addition, the draft FY2017-18 budget includes $50,000 of additional funding for multiple Marbled Murrelet projects on Midpen lands, and some additional funding for the overall management plan in support of the species. BACKGROUND The Santa Cruz Mountains are the southern extent of the murrelet’s breeding range. Estimates indicate a population of 200-1000 in the Santa Cruz Mountains and, except for 2016, population growth has been estimated to be negative in each of the last 20 years. Murrelets can be considered an indicator species for ‘healthy’ old growth redwood forests because of their particular habitat requirements of large diameter branches, closed canopies, and remote areas that protect their nests from predation. The Northwest Forest Plan, developed in 1994 to govern Federal forestland management along the entire West Coast of the United States north of the Golden Gate, incorporates murrelet management and recovery on Federal lands. The Santa Cruz Mountains, ‘Zone 6’ of the murrelet’s range, is outside of the Northwest Forest Plan and therefore has been generally outside of the Federal management of the species. Yet the species locally has been declining and very little action at the State or Federal level has occurred. Many large landowners including CA State Parks, San Mateo County Parks, Midpen, and other conservation organizations have begun coordinating on developing regional strategies focused on how to best manage lands and habitat for the species. CA State Parks has received a grant of $117,000 to facilitate this overall management planning process and fund key actions (see Table 1). State Parks is anticipating budgeting an additional $100,000 next fiscal year towards the key actions. Midpen is proposing to contribute $40,000 to CA State Parks to model murrelet habitat and, using regional GIS data, develop a model of the distribution of current and likely future habitat. This effort will be accomplished through a grant to CA State Parks, who will contract directly with a qualified entity, manage the analyses, and incorporate the model into the Plan. Midpen staff will retain a role in reviewing proposals and providing technical comments on the report, while CA State Parks will facilitate the procurement, administer the contract, and manage the project. CA State Parks also spends ~$548,000/year on murrelet management in their parks through interpretation, trash control, corvid management, and infrastructure upgrades. Table 1. State Parks Marbled Murrelet Management Plan and Actions Funding Table Funding Source (Management Plan) Section 6 Grant \ US Fish and Wildlife Service $117,000 Office of Spill Prevention and Response ~$50,000 MidPen Grant for Habitat Suitability Analysis $40,000 Funding Source (State Parks Actions) State Budget $368,000 Office of Spill Prevention and Response $180,000 Page 1 of 3 DATE: May 10, 2017 MEMO TO: MROSD Board of Directors FROM: Stephen E. Abbors, General Manager SUBJECT: Summary of the April 24, 2017 Facilities Ad Hoc Committee Meeting _____________________________________________________________________________ This FYI Memorandum summarizes the discussion and comments from the April 24, 2017 Facilities Ad Hoc Committee (Committee) meeting1. At this meeting, Assistant General Manager (AGM) Ana Ruiz presented an update on the New Administrative Office (AO) project, discussed staffing needs for the project, provided an overview of recent work accomplished with MKThink, reviewed the proposed next steps and the proposed role and involvement of the Committee and Board through the next year. Staff with Architectural Expertise Needed The New AO project is a unique, specialized project that requires staff expertise in architecture and/or multi-story (large) building construction, which both the Planning and Engineering & Construction Departments currently lack. The General Manager first proposed the addition of two Senior Capital Project Manager (CPM) positions and one new Planner III position during the February 23, 2017 Board retreat (R-17-28). At that time, the Board expressed general support for the additions. These positions are now included in the proposed Fiscal Year 2017-18 Budget, which was presented to the Action Plan and Budget Committee on April 25 and May 2 (R-17- 64). Ordinarily, the Board approves new positions as part of the annual Action Plan and Budget review and approval process, which ends in late June, at which time recruitment then follows. However, given the need for expertise to provide key input and direction in the early stages of the New AO project, the General Manager is requesting on May 10 early Board approval for one of the two Senior CPM positions to accelerate the hiring process. The Facilities Ad Hoc Committee expressed support for this request. If approved, the General Manager expects to fill the position as close to the start of the new fiscal year as possible. In the long term, after completing the New AO project, this position would manage other similar scale projects, including major facility repairs, development of a new Coastal Field Office, and large or complex public access projects. New AO Project Team Structure The Ad Hoc Committee also reviewed the proposed team structure for the AO Project (see graphic below). The Senior CPM would be located in the Engineering & Construction Department and report to the Engineering and Construction Department Manager. The position would guide and manage the New AO project, and initially advise the Executive Team and Board on creative and efficient methods for hiring a design architect team. The Senior CPM would manage the design architect, construction manager, and the general contractor (builder). 1 Due to illness, Director Yoriko Kishimoto left the meeting shortly after staff presentations began. Summary from April 24, 2017 Facilities Ad Hoc Page 2 Committee Meeting Page 2 of 3 The design architect prepares the design and construction plans. The construction manager, often a well-established contractor, advises the District during design and construction to ensure cost effective means and methods and identify options to improve the lifespan, functionality, and availability of materials. And, the low-bid general contractor builds the facility. After a discussion about the construction manager, staff clarified that this consultant would be a third-party peer reviewer for the District assigned to review the ongoing work of the design architect and the future general contractor (when the project goes out to construction). The General Manager intends to hire the construction manager separate from the architect to avoid any potential conflict of interest and ensure the District’s best interests are held as primary. The construction manager also needs to be separate from the hired contractor since at this time, the District does not have the ability to enter into design-build contracts. The Committee asked that staff build a list of qualified and capable architecture and construction manager firms with experience in administrative office work whom would receive an RFP in the future. This step would be in addition to the general, broad solicitation process that we already have in place. Upcoming MKThink Contract Amendment for Basic Programming The Committee expressed a desire to move more quickly into the design phase. AGM Ruiz explained that before design can begin, a basic level of programming is needed to roll into a Request for Proposals to select with high confidence a best-fit architecture team. The basic programming information would also provide another “check-in” to ensure that District needs can be met within the building envelope allowed by the City of Los Altos, which is revising the zoning code. On May 24th, the General Manager will bring a recommendation to the full Board to amend MKThink’s contract to complete the basic programming work, at which time a tentative project schedule and next steps will also be presented. After basic programming and hiring the design architect, the project would move into the next phase of work, which includes more in-depth and detailed programming that will influence space layouts and adjacencies. Committee Discussion The Committee expressed an interest on providing input on the Request for Proposals for the design architect before it is released. This involvement has been built into the project schedule. Summary from April 24, 2017 Facilities Ad Hoc Page 3 Committee Meeting Page 3 of 3 The Committee also asked that staff not overanalyze, and move as quickly as possible into the design phase. The Committee discussed the role of the design architect and expressed a desire to see what creative solutions they will propose. A “green building” approach is already a Board goal, and the Committee confirmed that the District needs to define some basic parameters first. The Committee asked staff not to refer to the design architect as “consultant” so that it is more clear to the Board and public what services are being hired and applied to the project. There was a question about when construction would begin. Construction is not anticipated next year, as there are still many steps in the design process, including environmental review and permitting. The permitting process with the City may be lengthy, as there appears to be high interest by local residents and the City Council regarding development within City limits and along the El Camino corridor. Overall, the Committee expressed support to keep moving the project forward. Next Steps for the New AO Project The Board will consider MKThink’s contract amendment on May 24. In addition, Real Property continues to track potential properties in the area in case a purchase opportunity presents itself. Prepared by: Tina Hugg, Senior Planner From:Jennifer Woodworth Subject:Responses to Board Questions Re: 5/10/17 Agenda Date:Wednesday, May 10, 2017 10:10:59 AM Attachments:JohnnyBaldwin_LinkedinResume.pdf Good morning all, Please find staff’s responses below in blue to questions submitted regarding tonight’s agenda items. Director Kishimoto Item 4 - Mt. Um - I understand there were more site visits needed. But $77,600 worth? How does that break down please? The $77,600 is required for additional special inspection including welding inspection (shop and site), concrete testing, rebar inspection, concrete placement observation, and compaction testing. All of these tasks are not only quality control requirements of the technical specifications but also a Santa Clara County Building Department requirement. Special Inspection sign-off is required in order for the Building Department inspectors to sign-off. Final approval for the stairs and structures is ultimately granted through Beneficial Occupancy from the County. The number of Special Inspection site visits required for the project are much greater than originally anticipated. Due to the large number of weather delays, remote location of the project, and extended construction schedule, the contractor has, for example, scheduled multiple and smaller concrete pours for the two sets of stairs, two weather shelters, and site flatwork. Each pour requires multiple phases of oversight from the special inspector that includes subgrade compaction testing, rebar inspection, guardrail embed weld inspection, concrete placement observation, and concrete sample compression testing. Limiting the amount of concrete placed per pour has been a means-and-methods approach to ensure the highest quality finished product. Item 7: Lehigh. Please make sure the powerpoint presentation(s) made are made public and posted after the meeting. Anything presented and shared in public with the board is public information! We do not know if Mr. Saragusa will give just a verbal report or use Powerpoint. If he uses Powerpoint and provides a copy to the District, we will certainly make the slides available publicly. Item 8: Robert Half - just doing a “spot check”, I tried to look up Johnny Baldwin of Robert Half Technology and one popped up - but he was at Robert Half for a couple years, but no longer there. Curious he’d be hard to find? He is much easier to find if you search for “Johnny Baldwin SharePoint Developer.” Johnny has an active profile on LinkedIn where he lists his work experience by the companies were he has worked (i.e. Intel, Ericsson, etc.) not by his employer Robert Half. This makes sense since it better outlines his experience and the roles he has filled. I have attached a .pdf of his LinkedIn Resume/Profile for review. Director Cyr Please provide an additional explanation of the payment to CMK Automotive Inc. for $2319.66 to replace damaged mirrors. P87 had the u-joint and ball joint replaced for $758.52. M204 is a Ford F350, and both of the large side mirrors were broken in separate accidents and needed to be replaced. Both of those repairs required the replacement of the entire assembly and were surprisingly expensive. It was $1561.14 to replace both mirrors. Page 1 Johnny Baldwin SharePoint Subject Matter Expert Summary • Over 6 years of experience in Web Applications and Portal Solutions using Microsoft Technologies and .NET framework such as SharePoint Server 2010/2013/2016, Microsoft Office SharePoint Server (MOSS) 2007, WSS 3.0, C#.NET, ASP.NET, VB, VB.NET, ASP, ADO.NET, AJAX, MVC, WCF, LINQ, Web Forms, Win Forms, Web Controls, MS-SQL Server 2005/2008 and other Internet related HTML/DHTML VBScript, JavaScript, technologies. • Over 5+ year of experience in working extensively with SharePoint Technologies such as SharePoint Online Office 365, SharePoint Server 2010/2013/2016, MOSS 2007 and Windows SharePoint Services, SharePoint Designer 2013/2010/2007, MS InfoPath 2010/2007, SharePoint/MOSS Central Administration, Web Parts, Web Part Pages, Document Management. • Experience in developing Apps and custom solutions for SharePoint using Visual Studio, ASP.NET and C#, JQuery, JavaScript, JSOM, CSOM. • Worked on List templates, Site templates and Site definitions in customizing and branding for SharePoint 2013/2010/2007. • Expertise in creating, configuring and customizing Web Application, Team Sites including Site Collection, Lists, Document Libraries, Content Types, RSS and Custom Lists. • Extensive and in-depth knowledge of InfoPath, Workflow, Web Service, Sandboxed Solutions, Excel Services, SharePoint Designer, Navigation Control and Content Management. • Developed Web based Applications using ASP.NET, VB.NET, C#, ASP, VB, Java Script, DHTML, XML, XSL, CSS and SQL Server. Have working experience in developing Object Oriented applications using Visual Studio .NET, Visual C#.net, Visual Basic.NET, Visual Basic 6.0 with Class modules, Object Browser, Type Libraries. • Experience of all phases of Software Development Life Cycle, from requirements analysis, design, implementation, transition to support. • Experienced in Researching and developing new software, maintaining existing software. • Excellent in learning new technologies, easily adapts to new environment. Experience Sharepoint Architect at Midpeninsula Regional Open Space District March 2017 - Present SharePoint Administrator/Developer at Altera/Intel Corporation October 2016 - Present Page 2 • Led migration of on-premise 2010 MySite content stored across multiple farms to OneDrive for Business using Sharegate • Developed Knowledge based articles for users and staff. • Served as primary point of contact for SharePoint issues related to migration impacting users • Developed the overall migration strategy and schedule including the necessary documentation • Worked with Microsoft on any post migration issues • Worked with Sharegate support on to resolve issues that were impacting the migration • Tested existing solutions in a virtual environment to determine suitability for migration. • Developed PowerShell scripts to automate incremental content migrations • Applied custom branding through JavaScript, HTML, CSS, • Customized web parts to match user specifications. • Performed site-level user issue resolution and monitoring of SharePoint and SharePoint activities, events, and assets. • Responsible for research and creation of technical design documents and estimates for custom interfaces. • Worked with the SharePoint Object Model during the creation of the dynamic web parts and document workflow. • Created and customized master pages using SharePoint designer • Created custom list forms using SharePoint designer in conjunction with JavaScript • Created custom content types within the SharePoint Content Type Hub to be distributed across applicable web applications SharePoint Administrator/Developer at Evoqua Water Technologies February 2016 - October 2016 (8 months) • Led migration from on-premise MOSS 2007 and 2010 environments to Office 365 SharePoint Online • Oversaw administration and security structure of entire SharePoint Farm including intranet and extranet portals • Served as primary point of contact for SharePoint intranet and extranet issues impacting users • Responsible for SharePoint update patch installation and testing • Responsible for installing SSL certificates on SharePoint servers • Responsible for regular farm backups • Developed the overall migration strategy and schedule including the necessary documentation • Worked directly with Director of IT as well as business and power users. • Trained users on key differences between previous SharePoint versions and SharePoint Online • Met with department leads to gather site information and audit content. • Staged test environments to benchmark different migration strategies' actual performance (speed, time, etc.) • Installed and configured Metalogix migration tools. • Worked with Microsoft on any post migration issues on Office 365 SharePoint Online • Worked with Metalogix support on to resolve issues that were impacting the migration Page 3 • Staged new environments, configured user permissions, and migrated data for internal CRM project within Office 365 • Created governance policies for the new environment to align with existing Company Standards and Policies. • Managed public extranet user accounts within SQL Server • Developed PowerShell scripts • Developed custom forms using Nintex to be used within SharePoint Online • Developed workflows to register new users on the extranet portal • Redesigned and imported entire company Managed Metadata Taxonomy • Configured custom search crawl rules and scopes for content and managed SharePoint Search services • Trained end users on managing list, library, and site permissions • Applied custom branding through HTML, CSS, JavaScript, and JQuery SharePoint Architect/Developer at Blue Coat Systems acquired by Symantec September 2015 - January 2016 (4 months) • Led migration from on-premise SharePoint 2010 environment to Office 365 SharePoint Online • Applied custom branding through HTML 5, CSS 3, JavaScript, and JQuery • Developed the overall migration strategy and schedule including the necessary documentation • Worked directly with COO and Director of IT as well as business and power users. • Trained users on key differences between SharePoint 2010 and SharePoint Online • Met with department leads to gather site information and informed them of processes. • Staged test environments to benchmark different migration strategies' actual performance (speed, time, etc.) • Worked with Microsoft on any post migration issues on Office 365 SharePoint Online • Worked with Metalogix support on to resolve issues that were impacting the migration • Created governance policies for the new environment to align with existing Company Standards and Policies. • Developed expenses and contract distribution workflows for Legal department to streamline key business processes • Created documentation on changes, functional requirements and technical specification documents. • Oversaw administration and security structure of entire SharePoint Farm to include Site Collection administration • Served as resource and primary point of contact for intranet portal issues • Developed PowerShell scripts to find the locations where a content type is being used by lists, libraries, and content types • Developed new features on site using JavaScript and JQuery to enhance the User Experience • Developed custom forms using InfoPath Designer 2013 to be used within SharePoint Online • Involved in the redesign of the entire company Managed Metadata Taxonomy SharePoint Architect/Developer at Ericsson August 2014 - August 2015 (1 year) Page 4 • Lead the Migration effort for a MOSS 2007 Extranet portal to SharePoint 2010. • Lead the Migration for a SharePoint 2010 Intranet portal to SharePoint 2013 using database attach method and upgraded the sites to run in 2013 mode. • Developed SharePoint Online App for Client to access data based on logged in user with custom search filters using JSOM. • Developed App Parts to access information from Portal List and Libraries to display a dashboard. • Trained customers on key differences between versions and their features and functionality • Oversaw branding design/implementation of entire SharePoint • Created extranet document management system for customer utilizing JavaScript and the Client-Side Object Model • Created Purchase order system with workflows and web forms to help increase productivity • Created SharePoint 2013 custom web parts for customer • Collaborated with marketing department on design and development of the site that was used to inform employees of corporate news • Oversaw the design and development of sites that were used to inform employees of corporate news • Oversaw administration and security structure of entire SharePoint Farm which included Active Directory and SharePoint Groups. • Created custom timer jobs to automate scheduled processes for specific departments within the organization. • Served as resource and primary point of contact for intranet portal issues • Met with stakeholders to determine portal improvements, enhancements, and expandability • Created documentation on changes, How-to guides, and technical specification documents. SharePoint Administrator / Developer at Intel Corporation July 2013 - July 2014 (1 year) • Lead designer/developer on Validation Learning Center project, a SharePoint 2010 site collection that serves content to over 20K internal and external users. • Lead the requirement gathering process on new developing features from customer requests • Designed and developed new features on site using JavaScript and JQuery to be compatible for use both with the current site and potentially as a 2013 feature for future use. • Performed site-level user issue resolution and monitoring of SharePoint and SharePoint activities, events, and assets. • Responsible for user tracking, asset use tracking and custom site usage. • Further defined the data model of the sites using content types for lists and libraries. • Overhauled the current menu into a list based dynamic, dropdown & slide structure, making content easier for users to access content. • Designed and implemented solution to allow content to be served from external sources outside of VLC. • Working with fast search, configured custom search crawl rules and scopes for content. • Worked with Master page design, branding and deployment using HTML and CSS to stay in line with corporate branding’s look and feel. Page 5 • Developed PowerShell scripts to squeeze site usage data from lists into SQL database. • Performed administrative duties: managing permission sets for groups, setting up alerts and enforcing policies, monitoring SharePoint disk space usage, and monitoring SharePoint trends. • Designed and implemented security structure to protect Top Secret, Restricted Secret content. • Implemented features that allowed users to give feedback and rate content. • Created custom InfoPath forms for both lists and workflows to validate user entry. SharePoint Administrator / Developer at Intel Corporation January 2013 - May 2013 (4 months) • Led the migration effort from SharePoint 2007 to SharePoint 2010 using Metalogix. • Assisted with the planning, directing, and coordination of activities involved in the SharePoint migration and implementation. • Migrated content across environments and reorganized logically for easy and convenient access by users. • Performed archival activities of content categorized as old or unneeded. • Worked with users to plan/execute their SharePoint site migration and compiled documentation. • Tested existing solutions in a virtual environment to determine suitability for migration. • Administered multiple site collections, handling custom permission setup for site security practices. • Recreated SharePoint pages and updated site design using HTML, XSLT, CSS, java script, JQuery. • Created multiple custom business data entry forms using InfoPath. • Supported users solving end user issues. • Developed custom list to be dynamically displayed on pages. • Created new sites customized to owner business requirements. • Customized site branding using SharePoint Designer. • Developed custom master pages for development and production environments. • Customized web parts to match user specifications. • Created best practice and method documentation for procedures done in regards to development of master page and CSS implementation across different business environments SharePoint Architect / Developer at Towers Watson July 2012 - December 2012 (5 months) • Led support for users of current state production and solved end user tickets and issues during migration to SharePoint 2010 from MOSS 2007. • Worked with business users and stakeholders to gather requirements and compiled documentation. • Tested existing solutions in a virtual environment to determine suitability for migration. • Set up custom properties and audiences through the User Profile Service. • Deployed custom permission levels and user groups with feature event receivers. • Set up and configured SharePoint 2010 development environments using scripted install. • Configured XML files for user import during migration of associate data. • Created Root Cause Analysis documentation for all major incidents during development of 2010 implementation. Page 6 • Trained end users in some of the key differences from a user perspective between MOSS 2007 and SharePoint 2010. SharePoint Architect at Eastman Chemical October 2011 - June 2012 (8 months) • Designed and created an Intranet collaboration solution in for a SharePoint Enterprise 2010 infrastructure with 700 concurrent users. • Conducted requirements gathering sessions, analysis and created documentation for the definition of policies and processes of the new portal, creating different Use Cases for each. • Defined a governance plan including content access policies, business processes and administrative processes within SharePoint. • Defined organization taxonomy standards to be used in the SharePoint implementation using the SharePoint 2010 Managed Metadata service, creating term sets and terms according to the business requirements. • Identified key components to be developed such as web parts, workflows, event handlers and timer jobs and documented them in a technical specification document. • Analyzed and created the project timeline and defined scope of the project and deliverables, created a Project Charter and Statement of Work documents to present to the stakeholders. • Created mockups for the multiple pages and web parts required to be developed as well as technical specifications for the developers involved. • Assigned tasks to different developers according to their skills and their work load to successfully deliver according to project plan. • Created multiple document libraries and content types based on Security Groups using WSP solutions specified in the initial documentation. • Created Views, Alerts and Custom Lists in the different sites using out-of-the-box functionality. • Developed Knowledge based articles for users and staff. • Provided technical guidance to developers as code reviews and best practices check in order to solve different problems while building the solution. SharePoint Architect / Developer at The Lubrizol Corporation March 2010 - November 2010 (8 months) Responsible for administrating existing SharePoint 2010 and MOSS 2007 and customizing the Web Pages based on provided design and technical specifications. Administered and maintained the different SharePoint server farms in SP2010 and MOSS 2007 across three trusted domains. Involved in administrating SharePoint portal sites in both farms and maintaining the taxonomy, Navigation and Display structure in the newest SharePoint 2010 implementation. Created and customized InfoPath 2010 forms and integrated with SharePoint Form Libraries with custom content types. Worked in the creation of custom Visual Studio workflows and activities to be used by other deployments, incorporated custom email alerts in them. Page 7 Created custom workflows in SharePoint Designer in several lists on publishing pages across the web applications. Created custom web parts in Visual Studio 2010 to allow users to directly see and modify different lists across site collections implementing impersonation methods to avoid permission issues. Implemented different Event Receivers in lists for validation on item deletion and creation. Developed and maintained templates for Content entry, workflow, and forms using both InfoPath 2010/2007 and custom ASPX pages. Perform typical and day-to-day administrative activities such as backup, restore, site creation, and user issue resolution using Central Administration and PowerShell/stsadm. Monitored site performance and recommend enhancements using SharePoint tools as Web Analytics and external third party tools including LoadRunner. Monitored Feedback and develop trends, gaps analyses, and recommendations. Configured IIS to support the hosting of single to multiple SharePoint sites. Supported and trained end users of WSS and MOSS 2007 on SharePoint 2010 technology and features, providing strategic guidance on best practices for utilizing its functionality. Configured indexes and searches and implemented crawl rules for the SharePoint 2010 Sites. NET Developer at Terex Corporation May 2008 - February 2009 (9 months) Prepared Design Strategy Document and high level design diagrams in Rational Rose. Prepared migration strategies to move into .Net framework. Created ASP.NET pages using implemented .NET class library of the application. Implementing role based page access to users for enhanced security. Created C#.NET class library for new enhancements. Extensively used JavaScript for validating user input and for page events. Developed the VB forms and Reports using Crystal reports. Involved in the creation of Change Requests and fixing of issues/defects. Involved in the Requirement Analysis for different change requests. Involved in gathering requirements from the business team. Utilized .NET Reflection classes for email notifications. Designed the SQL Server 2000 database table schema, and created stored procedures and triggers for application use purposes. Education Alabama Agricultural and Mechanical University Bachelor of Science (B.S.), Computer Science, 2002 - 2007 Activities and Societies: Phi Beta Sigma Page 8 Johnny Baldwin SharePoint Subject Matter Expert Contact Johnny on LinkedIn