HomeMy Public PortalAbout20140828 - Agenda Packet - Board of Directors (BOD) - 14-23
SPECIAL MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office – Board Room
330 Distel Circle, Los Altos, CA 94022
Thursday, August 28, 2014
SPECIAL MEETING BEGINS AT 5:00
A G E N D A
5:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – STUDY SESSION
ROLL CALL
1. Overview of Measure AA Implementation Process (R-14-113)
Staff Contact: Ana Ruiz, Assistant General Manager
General Manager’s Recommendation:
1. Receive an informational presentation on the Measure AA implementation process, including
an overview of the different major implementation components, their coordination and
sequencing over the next two years, progress on Measure AA projects (to date and through
the end of Fiscal Year 2014-15), and potential strategies to streamline project delivery.
2. Confirm level of full Board involvement and oversight on implementation of Measure AA
over the next two years as set out in the staff report.
3. Direct the formation of a new Measure AA Implementation Ad Hoc Committee to provide the
General Manager with strategic guidance during this next year on the initiation of new
processes for the effective implementation and delivery of Measure AA projects.
ADJOURNMENT
7:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS – PUBLIC
ADOPTION OF AGENDA
SPECIAL ORDER OF THE DAY
Presentation of Proclamation to Peninsula Open Space Trust
Presentation of Proclamation to Save the Redwoods
Meeting 14-23
Presentation of Proclamation to Committee for Green Foothills
Presentation of Proclamation to Sempervirens Fund
Presentation of Proclamation to Greenbelt Alliance
CONSENT CALENDAR
1. Approve Minutes of the August 13, 2014 Regular Board Meeting
2. Approve Claims Report
3. Resolution Honoring East Bay Regional Park District
Staff Contact: Shelly Lewis, Public Affairs Manager
General Manager’s Recommendation: Adopt the resolution honoring and commending the East
Bay Regional Park District on its 80th anniversary.
4. Amend Contract with Ascent Environmental for the Integrated Pest Management Program
(R-14-109)
Staff Contact: Cindy Roessler, Senior Resource Management Specialist
General Manager’s Recommendation: Authorize the General Manager to amend the professional
services contract with Ascent Environmental for the Integrated Pest Management Program to
increase the total contract amount by $15,698 to a not to exceed amount of $332,065, for
consultation regarding safety of pesticides and for revisions to the program documents.
BOARD BUSINESS
5. Response to the 2013-14 Management Letter from the Auditor (R-14-110)
Staff Contact: Michael Foster, Controller and Andrew Taylor, Accountant
General Manager’s Recommendation: Accept the response to the Management Letter from the
District Auditor, Chavan & Associates, received July 30, 2014.
6. Professional Services Contract Authorization for a Financial and Operational
Sustainability Model Study (R-14-112)
Staff Contact: Kevin Woodhouse, Assistant General Manager
General Manager’s Recommendation: Authorize the General Manager to enter into a
professional services contract with Management Partners, of San Jose, CA, for a not-to-exceed
amount of $118,690, which includes the project proposal amount of $107,900 and a ten percent
contingency amount of $10,790, to complete a Financial and Operational Sustainability Model
Study.
INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or announcements
concerning activities of District Directors and staff; opportunity to refer public or Board questions to staff for
factual information; request staff to report back to the Board on a matter at a future meeting; or direct staff to
place a matter on a future agenda.
A. Committee Reports
B. Staff Reports
C. Director Reports
ADJOURNMENT
TO ADDRESS THE BOARD: The President will invite public comment on agenda items at the time each item is considered by the Board of Directors. You may address the
Board concerning other matters during Oral Communications. Each speaker will ordinarily be limited to three minutes. Alternately, you may comment to the Board by a
written communication, which the Board appreciates.
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.
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 August 22, 2014, at the
Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022. Agenda materials are also available on the District’s
website at http://www.openspace.org.
Signed this 22nd day of August, 2014, at Los Altos, California.
R-14-113
Meeting 14-23
August 28, 2014
STUDY SESSION ITEM 1
AGENDA ITEM
Overview of Measure AA Implementation Process
GENERAL MANAGER’S RECOMMENDATIONS
1. Receive an informational presentation on the Measure AA implementation process, including
an overview of the different major implementation components, their coordination and
sequencing over the next two (2) years, progress on Measure AA projects (to date and
through the end of Fiscal Year 2014-15), and potential strategies to streamline project
delivery.
2. Confirm level of full Board involvement and oversight on implementation of Measure AA
over the next two (2) years as set out in the staff report.
3. Direct the formation of a new Measure AA Implementation Ad Hoc Committee to provide
the General Manager with strategic guidance during this next year on the initiation of new
processes for the effective implementation and delivery of Measure AA projects.
SUMMARY
Following the passage of Measure AA on June 3, 2014, the District has outlined the
implementation process and identified the critical components that are needed over the next two
years to implement Measure AA. Included among the critical components are: prioritization and
scheduling of Measure AA projects; completion of a Financial and Operational Sustainability
Model study; determination of the initial bond issuance size and schedule; integration of
Measure AA projects into the annual Action Plan, Budget, and 5-Year Capital Improvement
Plan; and formation of the Bond Oversight Committee. In addition, the District will be
evaluating strategies to streamline project delivery in order to successfully meet the timeline
commitments of Measure AA, deliver the project priorities in a sustainable manner, and
demonstrate timely implementation success to the public.
The purpose of this Study Session is to provide an overview of the above Measure AA
implementation efforts, both planned and under way, to familiarize the Board on the overall
process and anticipated next steps.
R-14-113 Page 2
BACKGROUND
Measure AA was approved by more than 2/3 of the electorate on June 3, 2014. Passage of
Measure AA authorizes the Midpeninsula Regional Open Space District (District) to issue up to
$300 million in bonds at a tax rate not to exceed $3.18 per $100,000 of assessed property value
to specifically implement the Vision Plan Top 25 Priority Actions. These Priority Actions,
which were developed as part of a robust public visioning process, will improve hiking and
biking access; protect and preserve redwood forests, natural open spaces, the scenic beauty of
our region and coastline, and critical wildlife habitat; restore creeks to protect water quality; and
reduce forest fire risk. Consistent with Measure AA’s Ordinance and Expenditure Plan,
expenditures will be verified annually by a seven-member, at-large, bond oversight committee.
Anticipating the possible successful outcome to Measure AA, the District identified a number of
important next steps that would follow passage of the bond measure and included these steps as
Key Projects in the Board-approved Fiscal Year (FY) 2014-15 Action Plan (R-14-38 and R-14-
59).
DISCUSSION
Following the successful passage of Measure AA, the public, as well as the District’s Board of
Directors (Board), have asked how the District will proceed with implementing Measure AA,
including:
1. Implementation schedule and sequencing of Measure AA projects
2. Timing and size of the first bond issuance
3. Formation of the Bond Oversight Committee
4. Incorporation of Measure AA projects into the District’s annual 5-Year Capital
Improvement Plan (CIP), Action Plan, and Budget
The purpose of this report and the August 28 Study Session is to clarify the Measure AA
implementation process as currently envisioned over the next two (2) years, including key points
of Board involvement and direction, as well as the necessary coordination and sequencing of the
key implementation components. The August 28 Study Session will also prepare the Board for
two upcoming study sessions when specific project components will be discussed in greater
detail - one on September 10 to present and discuss the draft Measure AA project prioritization
criteria, and the second on September 24 to present and discuss the recommended formation
process and structure for the Bond Oversight Committee.
Measure AA Implementation Components, Inter-dependencies, and Process Flow
Successful implementation of Measure AA requires well-coordinated sequencing of several
significant process flow components. The work flow and inter-dependencies of each are
graphically displayed in Attachment 1, Flow Diagram of Measure AA Implementation Process,
and further described below.
R-14-113 Page 3
Measure AA Projects (Project Prioritization and Scheduling)
• Development of Measure AA prioritization criteria
Measure AA calls for the implementation of the 25 Top Vision Plan Priority Actions
(portfolios) over the next 20 to 30 years. Each of these 25 Vision Plan portfolios includes
many projects. The District is beginning to develop prioritization criteria to guide
decisions about the timing for implementation of these projects.
• Development of 5-year Measure AA project list with 6-10 year horizon
Once the Board accepts the prioritization criteria, an implementation schedule will be
developed that includes Measure AA projects for years 1 - 5, and a list of future projects
for the 6 - 10 year horizon. This 5-year Capital Improvement Plan with a 6-10 year
horizon for Measure AA portfolios will keep projects flowing, ensure sufficient resources
are available over the course of the implementation time span for each project, and keep
the District looking ahead as items are checked off the Measure AA implementation list.
Nonetheless, this Measure AA implementation schedule will need to remain flexible to
allow the District to quickly respond to new Measure AA-relevant opportunities as they
arise (e.g. a new property purchase that was not previously scheduled during that year,
and instead assumed to occur later in the 20-30 year implementation timeline).
Moreover, this Measure AA implementation schedule will be subject to annual Board
review as part of the annual Action Plan and Budget process to determine if any
adjustment should be made based on new conditions.
Financial and Operational Sustainability Model (FOSM)
• Implementation of the FOSM study
The purpose of the study is to evaluate existing District workflow processes, staff
capacity, and organizational structure and identify options to accelerate completion of
high priority projects, including Measure AA projects, while continuing to carry out the
daily on-going business of the District in a financially prudent and sustainable manner.
Results and recommendations from the study would be considered by District
management and inform the General Manager’s organizational improvement
recommendations to the Board.
• Scope of work
1) Develop and analyze critical organizational structure, workflow, and staffing
questions;
2) Study the District’s existing financial and organizational conditions;
3) Research and evaluate other similar agencies’ and industry standard best practices;
and
4) Develop a set of options for improvements with relative advantages and
disadvantages for each.
Annual Action Plan and Budget Development
• Integration with Annual Action Plan, Budget, and 5-Year Capital Improvement Plan
The first set of Measure AA projects that are identified for years 1-5 will be folded into
the District’s 5-Year Capital Improvement Plan and the annual Action Plan and Budget.
As part of the Mid-Year and Year-End Action Plan and Budget Review (typically
R-14-113 Page 4
scheduled for November and May, respectively), the Board will receive a status update
on the progress and accomplishments made for each Measure AA project that is listed as
part of that fiscal year.
Bond Issuance
• Determination of Bond Issuance Size (amount requested for first 3 years)
Once the Measure AA project list for years 1-5 are identified, those projects that will be
implemented over the course of the first 3 years will be grouped. The District will then
estimate the project costs for this 3 year time frame, including resource loading
requirements. The total anticipated Measure AA implementation cost for the 3-year
timeframe will then be used to identify the Bond Issuance Amount to be requested as part
of the first bond sale.
• Bond Sale
The first Bond Sale is currently scheduled to occur during the Spring of 2015. Proceeds
from this bond sale will be used to fund projects over a 3-year timeframe, and proceeds
can be applied to reimburse the District for costs incurred to date as of May 11, 2014 on
Measure AA eligible projects that the District is currently working on as part of this fiscal
year (refer to section of Progress Underway on Measure AA Projects, and Attachment 2
for more information on eligible projects). On July 9, 2014, the Board approved a
Resolution declaring its intention to reimburse expenditures from the proceeds of General
Obligation Bonds, permitting the District to be reimbursed for Measure AA expenditures
made no earlier than 60 days from the date of the resolution (thus May 11, 2014), and not
later than 18 months after the expenditures are paid. This Resolution was adopted to
meet the official intent requirement per the IRS and U.S. Treasury regulations (R-14-92).
Bond Oversight Committee (BOC)
• BOC Formation and Annual Review of Expenditures
Measure AA authorized the formation of a Bond Oversight Committee (BOC) comprised
of seven members, who are District residents, to verify expenditures of bond proceeds.
The BOC will meet annually to review the District’s Annual Audit and Annual
Accountability report, verify conformity of District expenditures with the Expenditure
Plan adopted in Measure AA, and present the BOC’s findings to the Board. The BOC
may also meet as needed to review any proposed amendments to the Expenditure Plan.
Prior to formation, the Board will need to review and adopt the BOC’s bylaws outlining
its duties, process for appointment, member terms, etc. The BOC is intended to review
and verify expenditures after they have been incurred by the District. Therefore, the core
work for the BOC would not begin until one year after the first bond sale (following the
close of FY2015-16).
Progress Underway on Measure AA Projects
As part of this forward-looking two-year overview on the Measure AA Implementation Process,
it is important to note that progress is already underway on a number of Measure AA projects.
These projects were included as part of the Fiscal Year (FY) 2014-15 Action Plan, as approved
by the Board on March 26, 2014 (R-14-59).
R-14-113 Page 5
Of the 96 projects approved in the FY2014-15 Action Plan, 24 of them are elements of the 25
Top Priority Actions listed in the Measure AA Expenditure Plan. Within these 24 projects are:
construction of the Mount Umunhum Summit Trail at Sierra Azul OSP, securing of a Bay Trail
Easement north of Ravenswood OSP, development of the Mindego Ranch Aquatic Species
Management Plan at Russian Ridge OSP, demolition of abandoned structures at Sierra Azul
OSP, and installation of new grazing infrastructure at La Honda Creek OSP (please refer to
Attachment 2 for the complete project list). The Board-approved budget for these 24 projects
totals $9.0M, of which all expenditures incurred as of May 11, 2014 that are not reimbursed
through a separate grant may be eligible for reimbursement through Measure AA funds. At this
time, estimated projected expenditures that may be eligible for Measure AA funds total $8.7M.
Potential Strategies to Streamline Measure AA Project Delivery
To meet the commitments under Measure AA, the District is evaluating various administrative,
project management, and project flow strategies to streamline overall project delivery as listed
below. Some of these strategies can be implemented internally and with minimal delay. Others
require outside partnerships, additional data collection and analysis, and/or more substantial
internal restructuring and training.
Internal Processes
• Efficiencies in internal processes and work flows based on recommendations from the
FOSM study
• Development of focused site plans versus comprehensive master plans to facilitate
shorter implementation timeframes
• Streamlined CEQA review and analysis
• Additional project management and/or construction management expertise to facilitate
consistent and expedited capital project delivery (i.e. standardized practices, training,
construction contract revisions, etc.)
• Contract and budget efficiencies with flexibility to use supplemental work allowances
and contingencies to meet project delivery schedules
• Improved accounting system design and reporting structure for project management
through the District’s Integrated Accounting Finance Software (IAFS)
Streamlined Board Review and Approval Processes
• Expanded use of Board Committees for reviews and recommendations to the full Board
• Focus on use of consent calendar to create more time for Board discussion of non-routine
items
• Use of informational reports to the Board on project implementation to enhance the
Board’s understanding of a project’s overall scope, schedule, and budget
• Improved Board understanding of critical project implementation timelines and time-
critical decision-making to fulfill project delivery schedules to meet Measure AA
requirements
• Streamlined public process to inform Board decision-making to meet project delivery
schedules and Measure AA requirements
R-14-113 Page 6
External Processes
• Continued collaboration with San Mateo County to streamline permitting process and
standardize permitting requirements (i.e. use of Master Grading Permit or update of
grading ordinance to include exceptions similar to that of Santa Clara County)
• Streamlined permit review and oversight by regulatory agencies
Recommended Level of Full Board Oversight on Measure AA Implementation
The implementation process developed for Measure AA includes important steps, milestones,
and deliverables, as well as the recommended check-ins and approvals from the full Board.
These were carefully identified and deliberately included to ensure Board guidance on policy
issues to align the implementation process with Board priorities and goals. The means for
implementing the Board’s priorities and goals are the responsibility of the General Manager.
The recommended level of full Board involvement as described below and in the attached flow
chart allows for important milestones to be accomplished on time to meet bond requirements and
achieve the highest return on the Measure AA eligible expenses incurred as of May 11, 2014. In
addition to timely and thorough staff work, disciplined review and action by the Board is
essential to meet project implementation schedules, especially as they relate to requirements for
spending bond proceeds.
Recommended Key Milestone Reviews and Approvals by the Full Board
Project Implementation (including Scheduling)
• Review and confirm Measure AA prioritization criteria
• Review and approve the Measure AA project list (years 1-5, and draft 6-10 horizon)
• Approve Use and Management Plans, Amendments, and New Purchases to allow for new
land acquisitions, public access facilities, and other site improvements.
• Approve all implementation contracts over $25,000 (includes contracts placed on the
Board consent calendar)
Annual Action Plan and Budget Development
• Approve the 5-Year Capital Improvement Plan and subsequent annual updates
• Review and Approve the annual Action Plan and Budget, including any recommended
increases in the Operational Budget (staffing, services, supplies)
• Receive the Midyear Action Plan and Budget Review providing a status update on
projects and expenditures during the first six months of the current fiscal year
• Receive the Year-End Action Plan and Budget Review describing the accomplishments
and progress made during the prior fiscal year
Financial and Operational Sustainability Model (FOSM)
• Review and comment on the draft FOSM report and findings
• Accept the final FOSM report and findings and approve any related staffing and
operational efficiency recommendations through the action plan and budget process,
including the mid-year update.
R-14-113 Page 7
Bond Sale
• Adopt the Bond Resolution and Official Statement indicating the desired funding amount
and length of the first bond sale
Bond Oversight Committee (BOC)
• Review and Approve the BOC role, bylaws, membership composition, and recruitment
process
• Interview BOC applicants
• Vote to select BOC members
• Hold BOC Ceremonial Oath of Office
• Receive BOC findings of their annual audit verifying Measure AA expenditures
Recommended Formation of New Ad Hoc Committee
Recognizing that the District is establishing new processes and incorporating new tools to
successfully manage and meet the very specific requirements of Measure AA, which is the
District's first source of General Obligation Bond revenue in its 44-year history, the General
Manager recommends the formation of a Measure AA Implementation Ad Hoc Committee (AA
Ad Hoc Committee) for guidance as these processes and tools are developed. The AA Ad Hoc
Committee would also provide guidance as the General Manager prepares for upcoming and
related public Board Study Sessions to ensure that the information is clear and effectively
delivered to facilitate meaningful and productive discussion and clear Board direction.
Consistent with Board Policy on Committees, the AA Ad Hoc Committee would be active for
only one year following the date of its formation and be charged specifically with providing the
General Manager guidance on the development of new processes, the incorporation of new tools,
and the preparation of future and related Board meetings to support the successful delivery of
Measure AA projects and the first bond issuance during the initial first year of implementation.
The AA Ad Hoc Committee would not replace the existing Standing Committees. Therefore,
any items that would normally go to a Standing Committee would continue to be reviewed by
that Standing Committee. The only difference during this first year of Measure AA
implementation is that the item may first go to the AA Ad Hoc Committee for initial guidance.
Of note, the Board is reminded that the Capital Finance Ad Hoc Committee that was formed in
November 2013 to guide the process for seeking additional sources of funding, including the
placement of the General Obligation Bond on June 3, 2014, will be disbanded as its charge has
ended and the Committee will soon reach its one year limit.
FISCAL IMPACT
There is no fiscal impact related to providing an overview on the Measure AA implementation
process. Implementation of Measure AA Projects would be funded by the periodic issuance of
bonds, as approved by the voters on June 3, 2014. Formation of a new Measure AA
Implementation Ad Hoc Committee may result in a modest fiscal impact if the Board selects to
make these meetings compensable. Per Board policy on Compensation of Directors and
Payment of Expenses, the maximum allowable total compensation per Board member shall be
R-14-113 Page 8
one hundred dollars ($100.00) per day and five hundred dollars ($500.00) per calendar month,
irrespective of the number of meetings attended each day or each month (Chapter 6, Policy 6.03).
The current budget does not include a specific allocation for the proposed new Ad Hoc
Committee.
PUBLIC NOTICE
Notice was provided pursuant to the Brown Act. Members of the public who are part of the
Vision Plan notification list were asked to opt-in to be added onto a new Measure AA
Implementation notification list, as the vision planning process has ended. Notices were
subsequently also sent to the new Measure AA Implementation notification list.
CEQA COMPLIANCE
This action is not a project under the California Environmental Quality Act (CEQA), and no
CEQA analysis is therefore required.
NEXT STEPS
At the study session scheduled on September 10, 2014, staff will present Prioritization Criteria
that will be used to screen and prioritize Measure AA projects over the first 5 years. Following
this study session, staff will return to the Board at a future meeting with a list of projects for the
first 5 years and for the 6 to 10 year horizon that have been screened through the criteria. The
Measure AA project list will inform the bond issuance and the development of the Action Plan,
Budget, and 5-year Capital Improvement Plan.
At the study session scheduled on September 24, 2014, staff will provide recommended
guidelines for the BOC formation, charges, and organization. Following the study session, staff
will return to the Board at a future meeting with a resolution to adopt the BOC’s bylaws and
formally organize the BOC.
Concerning the FOSM Study, a thorough consultant selection process has been completed and
authorization to enter into a contract with the top-selected firm is on the Board’s regular business
agenda for tonight’s meeting (August 28, 2014).
Attachments:
1. Flow Diagram of Measure AA Implementation Process
2. Measure AA Projects Currently Underway
Responsible Manager:
Steve Abbors, General Manager
Prepared by:
Ana Ruiz, AICP, Assistant General Manager
Prioritization
Criteria and
Ranking
Drafted
Confirm
Draft
Criteria
Develop
Yrs 1-5 project
list with 6-10
horizon
Approve
Project
List
PROJECT
PRIORITIZATION
& SCHEDULING
Accept
FOSM final
report
FINANCIAL
OPERATIONAL
SUSTAINABILITY
MODEL (FOSM)
Yrs 1-5
Measure AA
project list
incorporated
into 5-year
CIP
Finalize total
amount and
length of
Bond
Issuance
ABC
Reviews
Budget,
5-Yr CIP
(M-AA &
non M-AA
projects)
ANNUAL
ACTION PLAN &
BUDGET
DEVELOPMENT
Action Plan,
Budget & 5-
Yr CIP Initial
Review
Action Plan,
Budget & 5-Yr
CIP Approval
Accept FY15-16
Year End Review
(incl. M-AA project
accomplishments)
Selection of
Financial
Advisor and
Trustee/
Paying Agent
Receive
Rating
Bond Reso
& Official
Statement
Bond
SaleBOND ISSUANCE
BOC Annual
Review
Receive BOC
FindingsBOC
Orientation
BOC Oath
of Office
Select BOC
BOC applicant
interviews at
Special Board
Mtg (2)
BOC
Applications
Due
BOC
openings
announced
Approve BOC
role, bylaws,
recruitment
Develop BOC structure
and recruitment process BOND OVERSIGHT
COMMITTEE (BOC)
ATTACHMENT 1
MEASURE AA IMPLEMENTATION
FLOW CHART
AUG
2014
FY15-16
Midyear Review
(incl. M-AA project
status)
SEPT
2014
OCT
2014
JAN
2015
DEC
2014
NOV
2014
FEB
2015
MAR
2015
APR
2015
JUN
2015
MAY
2015
JUL
2015
AUG
2015
SEPT /OCT
2015
NOV / DEC
2015
JAN
2016
MAY / JUN
2016
JULY
2016
Add’l resource
loading recomms.
developed
PROCESS
BOARD
OVERSIGHTCOMMITTEE
REVIEW
LEGEND
FEB / MAR / APR
2016
Midyear Review
documentation
prepared
Year End
Review docs
prepared
Initial cost
estimate
informs total
amount for
May Bond
Sale
Review
Draft FOSM
report
Yrs 1-5
project list
with resource
loading and
project costs
Develop
Action Plan,
Budget and
5-Yr CIP
Resource loading for Yrs 1-5
project list
Measure AA
project list &
initial
resource
loading folded
into FOSM
Cost refinements as needed to further
refine 5-Yr CIP and Bond Sale amount
8/21/2014 4:48 PM
MEASURE AA PROJECTS CURRENTLY UNDERWAY
Projects approved by the Board of Directors as part of the Fiscal Year 2014‐15 Action Plan on March 26, 2014
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
PROGRAM: GREENBELT PRESERVATION
Priority 1
New Land Purchases
(Core Function)
Continue to grow the
District's contiguous
greenbelt.
Pursue the purchase and gift of fee
and conservation easement as new
land additions to Purisima Creek
Redwoods, La Honda Creek, Long
Ridge, Sierra Azul
FY14-15 $3,900,000
Majority of
expenditures as of
May 11 eligible for
AA funding
Real Property Real Property 3, 7, 16, 22, 23,
24, 25
Priority 2
Land Purchase
Partnerships (Core
Function)
Create connections
within District lands and
with other park and open
space lands.
Cooperatively work with local land
preservation organizations on the
following property partnerships:
1. Alpine Ranch - POST
2. Monte Bello - Santa Clara County
Parks
3.Bear Creek Redwoods - Santa Clara
County Parks
FY14-15 $3,100,000
All expenditures as of
May 11 eligible for
AA funding
Real Property Real Property 15, 17, 21
PROGRAM: PUBLIC RECREATION AND ACCESS
Priority 1
Mindego Area
(Mindego Hill Trail)
Provide access to
Mindego Hill. Public's
first introduction to cattle
grazing operations on
District lands.
Design and permitting complete.
Construct trail to top of Mindego Hill.
Initiate planning for demolition of
structure(s) as required as a condition
of the County grading permit to build
the trail.
Q1-Q2 FY14-15:
Construction
$80,000
All expenditures as of
May 11 eligible for
AA funding
No Committees,
Q4 FY13-14
Board approval
for CCC contract
or other
trailbuilding
contract
District-Wide 9
Mindego Area (Silva
Driveway)
To receive final on the
Mindego Gateway
Project, all outstanding
permit issues with the
Silva driveway must be
resolved.
Fire code-related driveway and
turnaround upgrades, water tank
system, and hydrant. Target
completion date is September 2014 to
comply with Mindego Gateway MOU.
Refer to Real Property Action Plan for
remaining house improvements.
Q1 FY14-15:
Permitting &
Bidding
Q2 FY14-15:
Construction
$97,000 (budget
carried by Real
Property)
All expenditures as of
May 11 eligible for
AA funding
No Committees District-Wide 9
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PAGE 1 OF 7
8/21/2014 4:48 PM
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PROGRAM: PUBLIC RECREATION AND ACCESS Continued
Priority 1 Continued
Purisima to the Sea
(POST)
Acquire new land in the
Purisima/Lobitos Creek
Watershed corridor to
eventually create a
Purisima to the Sea trail
from Skyline Area
Work with private property owner of
Purisima Farms property to pursue lot
line adjustment separating ownership
of upland and private agricultural area
of property.
FY 14-15 $20,000
All expenditures as of
May 11 eligible for
AA funding
Real Property 3
Potential Access
Easements - Mt.
Umunhum
Obtain improved road
access rights along Mt.
Umunhum Road
Work with neighboring land owners to
improve road access easements along
Mt. Umunhum Road
FY14-15 $50,000
All expenditures as of
May 11 eligible for
AA funding
Real Property 23
Mount Umunhum Public
Access Implementation
(Bald Mt to summit trail)
(Element of the SA/BCR
Master Plan project)
Provide public multi-use
trail access (hiking,
biking, equestrian) from
new Bald Mtn Staging
Area to Mt. Umunhum
summit
Construct a trail connection between
the Umunhum Summit and the yet to
be built Bald Mountain staging area.
Project is partially funded by State
Coastal Conservancy and includes
grant administration requirements.
Trail construction to be done in
segments. Three year completion
schedule will accommodate crew
scheduling and match timeline of other
projects required to open summit.
FY14-15:
Complete steep
section below
summit to
intersection with
old road.
FY 15-16:
Complete 2nd
segment to
intersection with
2nd old road, add
drainage
crossings.
FY 16-17:
Complete trail
from summit to
Barlow Road.
$25,000
Budget Carried by
Planning Dept.
Partially funded by
Coastal Conservancy
Grant with remaining
expenditures as of
May 11 eligible for
AA funding
Operations 23
Mt. Um Guadalupe Creek
Overlook and Bridges
Planning and Design
Continue next phase of
planning for Mt.
Umunhum Trail
(associated amenities)
Research and design options for
destination overlook platform, railings,
and seating, and also up to two trail
bridges over Guadalupe Creek as part
of the Mt. Umunhum Trail. Apply for
permits.
Q1/Q3 FY14-15 $75,000
All expenditures as of
May 11 eligible for
AA funding
PNR for review
of overlook
platform design
/construction
authorization
Planning 23
PAGE 2 OF 7
8/21/2014 4:48 PM
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PROGRAM: PUBLIC RECREATION AND ACCESS Continued
Priority 1 Continued
Bear Creek Stables
RFP/Lease
Create Stable Site Plan
and Lease for the Bear
Creek Stables
1. Complete development Bear Creek
Stables site plan and lease.
2. Identify possible capital
improvements for stable area.
Q4 FY14-15 $10,000
All expenditures as of
May 11 eligible for
AA funding
Real Property 21
Cooley Landing
Previously listed under
Long Range Planning
Cooley Landing
Adding new elements to
existing Phase 2 park.
Coordinate with City and provide
technical assistance during next phase
of design (Phase 3 - Education
Center). Wrap up outstanding
easement/agreement/institutional
control agreements with City and other
agencies. If asked by City, evaluate the
following uses: fishing, kayaking,
canoeing. Assist City with other
Phases of work, including amendments
to U&M Plan and Partnership
Agreement.
Dependent on
City's schedule
Tentatively:
FY13-14:
Planning and
design of
education center
FY14-15 and
FY15-16:
Construction of
education center
FY15-16:
Future phases
$10,000
All expenditures as of
May 11 eligible for
AA funding
Q1 or Q2 FY14-
15 PNR review
of use
agreement with
Menlo Fire, City
of EPA, and
District
District-Wide 2
New SFPUC Bay Trail
Easement (RP) and Bay
Trail Design
Implementation (PL)
Previously listed under
Long Range Planning
Obtain new Bay Trail
Easement through lands
of SFPUC, and Bay Trail
Implementation to
complete critical gap in
Bay Trail adjacent and
partially in Ravenswood
Open Space Preserve
Obtain concurrence on final trail
alignment from SFPUC, complete
environmental analysis of Bay Trail
alignment, and complete trail
easement conveyance by SFPUC. For
grant, coordinate with the Cities of East
Palo Alto and Menlo Park, and San
Francisquito Joint Powers Authority to
establish project lead.
Deferred:
Finalize $400,000 Santa Clara County
grant agreement and seek construction
grant. Begin planning and design.
Begin work on geotechnical surveys,
construction documents, and additional
public outreach.
FY14-15:
Easement and
CEQA
Deferred:
Planning, design,
and permitting
Bay Trail Easement:
$60,000
All expenditures as of
May 11 eligible for
AA funding
Easement:
Real Property
Deferred:
Trail
Implementation:
Planning & Nat
Res Committee
District-Wide 2
PAGE 3 OF 7
8/21/2014 4:48 PM
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PROGRAM: PUBLIC RECREATION AND ACCESS Continued
Priority 1 Continued
Vehicle Bridge
Evaluation and Repair
(Core Function)
Previously listed under Public
Safety, Law Enforcement,
and Fire Protection
Provide for continued
vehicle
access for emergency
response, patrol,
maintenance, and public
use.
Finalize bridge designs and apply for
required permits.
FY14-15
Q1 Finalize
Designs
Q2 Apply for
Permits
FY15-16
Construction
$32,000 Permits
$78,000 Design
$110,000 Total
All expenditures as of
May 11 eligible for
AA funding
Operations 3
Priority 2
Stevens Creek Trail Bridge
Repair
Repair or replace failing
bridge.
Conduct permitting and design for
repair or replacement of bridge on the
Stevens Canyon Trail.
Q4 FY 14-15 $40,000
All expenditures as of
May 11 eligible for
AA funding
Operations 17
PROGRAM: PUBLIC RECREATION AND ACCESS Continued
Priority 3
El Corte de Madera Creek
Staging Area and Trail
Improvements
(Phase III/IV - Oljon Trail)
Continues Phases III and
IV of overall staging area
and trails project. If time
allows, includes "No
Parking" highway
signage.
If time allows, complete trail design
and permitting for Phase III/IV trails.
Complete Phase II culvert and Phase
IV puncheon permitting. $15K plan
preparation/consultant fees. $5K
permit fee. If time allows, complete
"No Parking" signage component of
staging area project, including County
Board of Supervisor and Caltrans
approval.
Q3/4 FY14-15:
Permitting
$35,000
All expenditures as of
May 11 eligible for
AA funding
Planning 4
PAGE 4 OF 7
8/21/2014 4:48 PM
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION
Priority 1
Mindego Ranch Aquatic
Species Management Plan
Previously listed under
Resource Management
Define a habitat
restoration and long-term
management plan for
sensitive aquatic species
at Mindego Ranch area
of Russian Ridge Open
Space Preserve.
Collect additonal San Francisco Garter
Snake and other sensitive aquatic
species distribution and abundance
data.
*Board action on November 20, 2013
authorized contract.
Q1-FY14-15 -
Begin first year
monitoring and
staff training
Q4 FY14 - 15
Year 1 Report
Complete
$55,000
All expenditures as of
May 11 eligible for
AA funding
Natural
Resources
9
La Honda Creek Master
Plan Phase I
Implementation - Roads
Watershed Protection
Upgrade
Upgrade ranch road
system to prevent
erosion and sediment
input to anadromous
streams.
Design road upgrade program to
address priority sites.
Q1 FY14-15
Consultant
Design
Documents
Complete
Q2 FY2014-15
Obtain permits,
conduct bidding
process
Q3 FY2014-15
Begin
Construction
$50,000
Approx. $30k grant-
funded through
CDFW Fisheries
Restoration Grant
Program with
remaining
expenditures as of
May 11 eligible for
AA funding
Q3 FY14-15
Board Award
Construction
Contract
Natural
Resources
7
El Corte de Madera Creek
Watershed Protection
Program
Reduce sedimentation to
ECdM and San Gregorio
Creeks.
Construction at 4 locations,
construction oversight, design.
Preconstruction biological monitoring.
Complete second phase of road fill
removal/trail restoration to close
abandoned alignments.
Q2 FY14-15
Construction of
next phase
complete (1
phase remaining)
in FY 2015/16
$70,000
All expenditures as of
May 11 eligible for
AA funding
Natural
Resources
4
Rebuild Pond DR05 Continue implementation
of the Driscoll Ranch
Pond Management Plan,
repairing additional
failed/failing ponds on
the property.
Submit for permits; bid and construct
the project.
Q1 FY14-15 -
Permits
Submitted
Q2 FY14-15 -
Award
Construction
Contract
Q3 FY14-15 -
Construction
Complete
$170,000
All expenditures as of
May 11 eligible for
AA funding
Q2 FY14-15
Board Award
Construction
Contract
Natural
Resources
7
PAGE 5 OF 7
8/21/2014 4:48 PM
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION Continued
Priority 1 Continued
Mindego Ranch Landfill
Remediation
Remediate contaminated
site on Mindego Ranch
property.
Landfill: complete stormwater runoff
control plan and install signs restricting
access.
Q2 FY14-15 -
Construction of
stormwater runoff
control structure
and sign
installation
$25,000
All expenditures as of
May 11 eligible for
AA funding
Natural
Resources
9
Priority 2
Demolition and Clean up
of Abandoned Structures
[Foothills Area]
(Core Function)
Remove abandoned
structures, limit
environmental pollution,
and limit employee
exposure to hazardous
materials.
Evaluate and choose highest priority
structures for demolition in the Foothills
area. Contract out the demolition and
clean up of listed structures.
Only buildings which are deemed not
to have historic value will be included
in this project.
FY14-15
Q1-2 Evaluate,
Permit, and Abate
Q3-4 Demolish
$600,000
(updated cost now
estimated at
$460,000)
All expenditures as of
May 11 eligible for
AA funding
Planning and
Natural
Resources
Q4 FY13-14
Operations 24
Demolition and Clean up
of Abandoned Structures
[Skyline]
(Core Function)
Remove abandoned
structures, limit
environmental pollution,
and limit employee
exposure to hazardous
materials.
Evaluate and choose highest priority
structures for demolition in the Skyline
area. Obtain permits as necessary.
Only buildings which are deemed not
to have historic value will be included
in this project.
FY14-15
Q1-2 Evaluate,
Permit, and Abate
Q3-4 Demolish
$120,000
Expenditures for La
Honda ($59,168)
incurred as of May 11
are eligible for AA
funding
Planning and
Natural
Resources
Q4 FY 13-14
Operations 5
Priority 3
POST Hendrys Creek
Property Land Restoration
Environmental
restoration of Hendrys
Creek property
Schedule is dependent upon SCVWD
schedule for environmental review.
Next steps following CEQA completion:
develop plans and specs for a)
SWPPP preparation, b) permitting, and
c) contractor bidding. Coordinate with
SC County, SCVWD, and regulatory
agencies including DFW, USFWS,
RWQCB, ACOE.
CEQA Review costs to be reimbursed
by SCVWD.
Q3/4 FY14-15:
Design &
Permitting
(dependent on
schedule of
SCVWD's CEQA
review)
Budget carried by
Real Property
Estimated at $25,000
All expenditures as of
May 11 eligible for
AA funding
Planning 22
PAGE 6 OF 7
8/21/2014 4:48 PM
Scope
Schedule (Quarterly
Milestones &
Completion Date)
Budget
Measure AA
Priority
Action(s)*
(Portfolios)
Key Project Purpose
Board Committee
Review Dept Lead
Project Description
PROGRAM: AGRICULTURAL LAND MANAGEMENT
Priority 1
Mindego Grazing
Infrastructure
Improve grazing
infrastructure at Russian
Ridge OSP (Mindego
Ranch).
Install water system and new corrals to
reintroduce grazing to Russian Ridge
OSP.
Q4 FY14-15 $150,000
All expenditures as of
May 11 eligible for
AA funding
District-Wide 9
La Honda Creek Grazing
Infrastructure
Improve grazing
infrastructure at La
Honda Creek OSP
(McDonald Ranch).
Work with tenant to improve water
system infrastructure and fencing to
reintroduce grazing to La Honda Creek
OSP.
Q4 FY14-15 $135,000
All expenditures as of
May 11 eligible for
AA funding
Q3 FY14-15
Board Award
Construction
Contract
Natural
Resources
5
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Sierra Azul: Rancho de Guadalupe Family Recreation
Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects
Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration, and Agriculture Enhancement
Regional: Bayfront Habitat Protection and Public Access Partnerships
Purisima Creek Redwoods: Purisima‐to‐Sea Trail, Watershed Protection and Conservation Grazing
El Corte de Madera Creek: Bike Trail and Water Quality Projects
La Honda Creek: Upper Area Recreation, Habitat Restoration, and Conservation Grazing Projects
Windy Hill: Trail Improvements, Preservation, and Hawthorns Area Historic Partnership
La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection, and Conservation Grazing
La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Creek Watershed and Ridge Trail Completion
Russian Ridge: Public Recreation, Grazing, and Wildlife Protection Projects
Coal Creek: Improve Alpine Road for Trail Use
Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions
Peninsula/South Bay Cities: Partner to Complete Middle Stevens Creek Trail
Cloverdale Ranch: Wildlife Protection, Grazing, and Trail Connections
Regional: Trail Connections and Campgrounds
El Sereno: Dog Trails and Connections
South Bay Foothills: Wildlife Passage and Ridge Trail Improvements
Bear Creek Redwoods: Public Recreation and Interpretive Projects
Sierra Azul: Cathedral Oaks Public Access and Conservation Projects
Sierra Azul: Mt. Umunhum Public Access and Interpretation Projects
Regional: Redwood Protection and Salmon Fishery Conservation
Long Ridge: Trail, Conservation, and Habitat Restoration Projects
Regional: Complete Upper Stevens Creek Trail
South Bay Foothills: Saratoga‐to‐Sea Trail and Wildlife Corridor
* Numbers correspond to the numbered Priority Actions as listed in the Measure AA Expenditure Plan and provided below. As a reminder, embedded within each Priority Action (Portfolio) is a list of multiple
projects. Those projects that are currently on the existing FY2014‐15 Action Plan as a Key Project and therefore underway are listed above.
PAGE 7 OF 7
August 13, 2014
Board Meeting 14-21
REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office – Board Room
330 Distel Circle
Los Altos, CA 94022
August 13, 2014
DRAFT MINUTES
I. CALL TO ORDER
President Harris called the Regular Meeting of the Midpeninsula Regional Open Space District
Board of Directors to order at 7:00 p.m.
II. 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, Assistant General Manager Kevin
Woodhouse, General Counsel Sheryl Schaffner, Natural Resources
Manager Kirk Lenington, Planner III Matt Baldzikowski, Acting
Operations Manager Michael Newburn, Contingent Project Manager
Aaron Hébert, Planning Manager Jane Mark, Project Manager Gina
Coony, Public Affairs Manager Shelly Lewis, Volunteer Programs
Manager Paul McKowan, Real Property Manager Mike Williams,
Administrative Services Manager Kate Drayson, and District Clerk
Jennifer Woodworth
III. ORAL COMMUNICATIONS
Kathy Helgerson spoke in favor of cleaning up Stevens Creek Park stating stating it is polluted
and in disrepair.
IV. ADOPTION OF AGENDA
Motion: Director Cyr moved, and Director Hanko seconded the motion to adopt the agenda.
Meeting 14-21 Page 2
VOTE: 7-0-0
V. SPECIAL ORDER OF THE DAY
Public Affairs Manager Shelly Lewis introduced Public Affairs Administrative Assistant Jenny
Gibbons.
VI. CONSENT CALENDAR
Director Hassett requested Item 4 be pulled from the Consent Calendar and heard at the end of
the Board Business portion of the agenda.
Director Hanko pulled Item 2 from the Consent Calendar.
Director Kishimoto pulled Item 5 from the Consent Calendar following public comments on the
Consent Calendar.
Motion: Director Kishimoto moved, and Director Hanko seconded the motion to approve the
Consent Calendar as modified with the exception of Items 2, 4 and 5.
VOTE: 7-0-0
The Board considered pulled Consent Calendar Item 4 following Item 6.
1. Approve Minutes of the Regular Board Meeting of July 23, 2014.
2. Approve the Claims Report
Item 2 was heard after approval of the Consent Calendar.
Director Hanko recused herself and left the room at 7:20 p.m.
Motion: Director Riffle moved, and Director Siemens seconded the motion to approve the
check numbers 67177, 67152, 67231, 67318, 67337, 67274, and any other line items related to
Verizon, AT&T, and PG&E on the claims report.
VOTE: 6-0-0 (Director Hanko recused)
Director Hanko returned to the dais at 7:22 p.m.
Motion: Director Cyr moved, and Director Riffle seconded the motion to approve the claims
reports with the exception of check numbers 67177, 67152, 67231, 67318, 67337, 67274, and
any other line items related to Verizon, AT&T, and PG&E.
VOTE: 7-0-0
3. Written Communication to R. Sundahl
Meeting 14-21 Page 3
Director Kishimoto suggested that the draft response be modified to read, “…a large scale
proposal would likely not be consistent with the District’s mission, objectives and current
policies.”
4. Contract for the Administrative Office Mansard Roof Replacement Project (R-14-
102)
Director Hassett inquired regarding the process for choosing the vendor.
Planner III Gina Coony explained the use of the base bid is the legal criteria for selecting the low
bid.
Motion: Director Riffle moved, Director Cyr seconded the motion to:
1. Authorize the General Manager to enter into a contract with Decon Environmental
Services, Inc. of Hayward CA, for a not-to-exceed amount of $425,335 which includes
the base bid amount of $369,853 for demolition, and a 15% contingency amount of
$55,478, to complete the Sierra Azul Remediation and Demolitions Project at the Sierra
Azul Open Space Preserve.
2. Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act, as set out in the staff report.
VOTE: 7-0-0
Following action on Item 4, the Board resumed the regular order of the agenda at Item 7.
5. Contract for Completion of the McDonald and Sherrill Remediation and Demolition
Projects at La Honda Creek Open Space Preserve and Monte Bello Open Space Preserve
(R-14-104)
Public hearing opened at 7:13 p.m.
Doniga Markegard, current grazing tenant at McDonald Ranch, urged the Board consider
approving application for a farm worker house permit in conjunction with the demolition permit
for proposed demolition at the McDonald Ranch.
Public hearing closed at 7:18 p.m.
Director Kishimoto pulled Item 5 from the Consent Calendar. Item 5 was heard following action
on Item 2.
Public hearing opened at 7:24 p.m.
Ryan Borich, a business owner from Half Moon Bay, inquired if Board has ever considered
reclamation instead of demolition of District buildings.
Gina Coony, Planner III, commented that staff has sought reclamation contractors for previous
projects. The problem she encountered previously is that many contractors did not pay
prevailing wages nor did they meet the District’s insurance requirements. She stated that she
will collect Mr. Borich’s contact information for future bid notices.
Meeting 14-21 Page 4
Public hearing closed at 7:29 p.m.
General Manager Steve Abbors and Contingent Project Manager Aaron Hébert commented on
the extensive procedure used by staff to notify interested parties, contractors, and members of the
public regarding the project and request bids for the project.
Director Hanko expressed her concerns regarding removal of the current bat habitat by
demolishing the McDonald Ranch house stating that the bats currently living there may not
relocate to the nearby Red Barn if the structure is demolished.
Mr. Hébert provided information on research completed by the District’s bat consultant and
recommendations made by the consultant regarding best practices for demolition of the structure
to protect the bat species living there.
Natural Resources Manager Kirk Lenington commented that the bats living in the Red Barn were
studied previously and found that the habitat was not near capacity.
Director Riffle inquired as to the progress of the construction and demolition policy.
Mr. Hébert responded that staff is working on the construction and demolition policy and until it
is adopted, staff has augmented its bid package to address recycling, reclamation, and salvage.
Director Riffle inquired about the possibility of exploring Ms. Markegard’s suggestion of farm
worker housing.
Real Property Manager Mike Williams commented on the state of the McDonald structure
stating that its current condition is irreparable. Demolition of the structure does not preclude
future Board decisions to explore farm worker housing or other infrastructure buildings at the
site.
The Board directed staff to return at a future Board meeting with information regarding farm
worker housing and an update on the construction and demolition policy.
Motion: Director Hassett moved, and Director Hanko seconded the motion to:
1. Authorize the General Manager to enter into a contract with Asbestos Management Group
of California, Inc. of Oakland, CA, for a not-to-exceed amount of $114,454, which
includes the base bid amount of $99,525 for demolition, and a 15% contingency amount of
$14,929 to complete the McDonald and Sherrill Remediation and Demolition Projects at
La Honda Creek Open Space Preserve and Monte Bello Open Space Preserve.
2. Determine the recommended actions on the Sherrill Remediation and Demolition Project
are categorically exempt from the California Environmental Quality Act, as set out in the
staff report.
VOTE: 7-0-0
VII. BOARD BUSINESS
6. Accept Two Trail Easements, Two Rights of First Offer and Rights of First Refusal,
and a Conditional Grant Deed conveyance, to properties adjacent to Monte Bello and
Meeting 14-21 Page 5
Rancho San Antonio Open Space Preserves, located in the City of Palo Alto and
unincorporated Santa Clara County (Portions of Santa Clara County Assessor’s Parcel
Numbers 351-09-003, 351-09-023, 351-09-025, 351-10-037 & 351-12-067); and Bi-annual
public meetings with Lehigh; all in Exchange for Dismissal of Appeal in Midpeninsula
Regional Open Space District v. County of Santa Clara et al, Court of Appeal Case No.
H040839 (Lehigh EIR challenge); Adoption of Related Preliminary Use and Management
Plan; and Approval of a Categorical Exemption in accordance with the California
Environmental Quality Act (R-14-98)
General Counsel Sheryl Schaffner provided the staff report outlining the public benefits received
in exchange for settlement of the District’s lawsuit against the County of Santa Clara regarding
the county’s approval Lehigh Quarry’s Reclamation Plan Environmental Impact Report. Ms.
Schaffner summarized the history of Midpen’s litigation as well as litigation pursued by other
agencies. Ms. Schaffner summarized the settlement terms and conditions proposed for approval
by the Board of Directors. Finally, Ms. Schaffner explained the options before the Board for
consideration this evening.
The Board members asked various questions to clarify the proposed terms and conditions of the
settlement terms and conditions.
Public hearing opened at 8:46 p.m.
Tim Brand, resident of Cupertino, spoke against the East Materials Storage Area and the
proposed settlement terms and conditions.
Karen del Campara, resident of Cupertino, spoke regarding Lehigh Quarry’s past actions,
pollution at the East Materials Storage Area and surrounding areas, and the current Lehigh
Cement Plant.
Kathy Helgerson spoke against the proposed settlement terms and conditions and urged litigation
regarding the Lehigh Cement Plant.
Leslie Fowler spoke regarding pollution she has experienced at the Rancho San Antonio Open
Space Preserve.
Barry Chang, Cupertino City Councilmember and President of the Board for Bay Area for a
Clean Environment but speaking for himself, thanked the District for their work in the lawsuit
and spoke against Lehigh Quarry.
Public hearing closed at 9:01 p.m.
Director Hassett inquired if any safeguards existed to protect the District from accepting the 55-
acre parcel if it is heavily polluted.
Mr. Abbors explained that the property would be examined before the District considers
acceptance, nor do any of the settlement terms and conditions preclude the Board from taking
future actions against Lehigh if deemed necessary by the Board.
Director Hassett inquired why Lehigh Cement Plant was not included in negotiations.
Meeting 14-21 Page 6
Ms. Schaffner explained that the Lehigh Cement Plant was not included in the Environmental
Impact Report or litigation, and Lehigh was not interested in negotiating regarding the Cement
Plant.
Director Kishimoto inquired regarding the metrics being used to monitor whether the East
Materials Storage Area has increased in size.
Planner III Matt Baldzikowski described the various metrics which will be used to monitor the
size of the East Materials Storage Area.
The Board members thanked staff for their efforts both study and monitor the area and negotiate
the terms and conditions of the settlement.
Motion: Director Kishimoto moved, and Director Siemens seconded the motion to:
1. Adopt a Resolution authorizing acceptance of the following property rights conveyances
from Lehigh:
A. Amend Grant of Trail Easement to widen existing Quarry Trail from 20 to 200 feet;
B. New Public Trail Easement to Monte Bello Open Space Preserve;
C. Rights of First Offer and Rights of First Refusal to two properties adjacent to Rancho
San Antonio Open Space Preserve totaling 265 acres;
D. Conditional Grant Deed to one property adjacent to San Antonio Open Space
Preserve.
2. Adopt a Preliminary Use and Management Plan for the property as contained in the staff
report.
3. Indicate the Board’s intention to dedicate the Quarry Trail, and defer dedication of the
new trail easement until it is complete.
4. Approve settlement and dismissal of the pending litigation on the terms outlined in the
staff report.
5. Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act (CEQA) as set out in the staff report.
VOTE: 7-0-0
The Board recessed at 9:27 p.m. and reconvened at 9:39 p.m. with all members present.
7. Discussion of Criteria for Inclusion on District Volunteer Memorial Signs (R-14-
108)
Ms. Schaffner provided the staff report summarizing the actions taken at the last Board meeting.
Public hearing opened at 9:59 p.m.
Brandon Kwan spoke in favor the Board reaching a compromise regarding the issue, stating that
some volunteers may serve the District for only five years but contribute much to the District.
Those individuals could be considered for inclusion on a case by case basis. Mr. Kwan also
suggested the District take donations to pay for the upkeep of the signs.
Public hearing closed at 10:03 p.m.
Meeting 14-21 Page 7
The Board discussed the various criteria for inclusion on the District Volunteer Memorial Signs.
Motion: Director Hanko moved, and Director Kishimoto seconded the motion to approve the
criteria of including memorializing deceased volunteers and docents who have provided a
significant contribution to the District and have volunteered for at least 10 years and provided
250 hours of volunteer service with a provision that the General Manager can make exceptions in
extraordinary cases.
VOTE: 4-3-0 (Directors Hassett, Cyr, and Siemens opposed)
8. Approval of Response to San Mateo County Civil Grand Jury Report dated May 19,
2014 Regarding Website Transparency (R-14-101)
District Clerk Jennifer Woodworth provided the staff report summarizing the San Mateo Civil
Grand Jury’s report and the District’s response to the report.
Public hearing opened at 10:22 p.m.
No speakers present.
Public hearing closed at 10:22 p.m.
Motion: Director Siemens moved, and Director Kishimoto seconded the motion to approve and
authorize the President of the Board of Directors to execute the proposed response to the San
Mateo County Civil Grand Jury’s report of May 19, 2014 regarding special district website
transparency.
VOTE: 7-0-0
VIII. COMMITTEE REPORTS
Director Riffle reported that the Capital Finance Ad Hoc Committee met to discuss the process
for implementing Measure AA.
IX. STAFF REPORTS
General Manager Steve Abbors commended General Counsel Sheryl Schaffner and Real
Property Manager Mike Williams for their efforts related to negotiating the terms and conditions
for the Lehigh settlement.
X. DIRECTOR REPORTS
The Board submitted their compensatory forms to the District Clerk.
Director Riffle reported that he will be attending the Pescadero Arts and Fun Festival with
members of District staff and docents.
Director Cyr reported that he recently hiked at Pescadero Marsh.
Meeting 14-21 Page 8
Director Hassett provided comments on South Skyline Association’s recently published book
The South Skyline Story.
XI. ADJOURNMENT
President Harris adjourned the regular meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 10:32 p.m.
________________________________
Jennifer Woodworth, CMC
District Clerk
Page 1 of 2
CLAIMS REPORT
MEETING 14-23
DATE 08-28-14
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check
Date
Payment
Amount
67381 10487 - TKO GENERAL ENGINEERING & CONSTRUCTION Construction Progress for Bald Mtn Staging Area (SAU)08/13/2014 $18,843.25
67383 *10216 - VALLEY OIL COMPANY Fuel for District Vehicles & Equipment 08/13/2014 $14,883.76
67355 10509 - GEOCON CONSULTANTS INC Geotechnical Consulting - Bald Mtn Staging Area (SAU)08/13/2014 $5,277.50
67358 11091 - JODI MCGRAW CONSULTING Vision Plan Consulting Work (Apr- Jun 2014)08/13/2014 $4,560.00
67370 10932 - RDO EQUIPMENT COMPANY Mowing Tractor Rental for Various Preserves 08/13/2014 $4,276.74
67366 10925 - PAPE` MACHINERY Dozer Rental Road Work at Various Preserves 08/13/2014 $4,132.50
67363 10073 - NORMAL DATA Training Database Work 08/13/2014 $2,682.50
67385 *11118 - WEX BANK Fuel for District vehicles 08/13/2014 $2,332.27
67350 10027 - CRESCO EQUIPMENT RENTALS Excavator Rental Ancient Oaks Trail (RR)08/13/2014 $2,127.63
67379 11033 - THE CREATIVE GROUP Public Affairs Assistant - Mello 08/13/2014 $2,109.24
67345 11391 - CHAVAN & ASSOCIATES, LLP Professional Services - Financial Audit (FY 2013-2014)08/13/2014 $1,950.00
67351 11213 - CRYSTAL SPRINGS CATERING Catering for Legislative Luncheon 08/13/2014 $1,848.09
67344 11402 - CENTRAL SUPPLY COMPANY INC.Concrete for Ancient Oaks Trail Construction (RR)08/13/2014 $1,764.61
67376 11268 - SANTA CLARA COUNTY PLANNING OFFICE Plan Check fees for 3 Bridges - Mt Umunhum Trail (SAU)08/13/2014 $1,744.00
67361 10135 - MADCO Welder - SFO Shop 08/13/2014 $1,465.78
67367 *10180 - PG & E Electric - AO 08/13/2014 $1,460.43
Electric - AG Pump 08/13/2014
Electric - Apple Orchard Property (LH)08/13/2014
Electric - Event Center 08/13/2014
67357 10123 - HOME DEPOT CREDIT SERVICES Bolts, PVC Pipes, Shop Towels, Hinges, Wrench, Cement, Grass Shear, Pliers, Paint, Staples 08/13/2014 $1,283.78
67342 10840 - CALIFORNIA PENSION GROUP, LLC Consulting Services for Pension Reform (July 2014)08/13/2014 $1,000.00
67369 *11184 - PURCHASE POWER - PITNEY BOWES POSTAGE Postage - AO 08/13/2014 $1,000.00
67356 11195 - GOODYEAR AUTO SERVICE CENTER Tires & Installation of Tires - P96 08/13/2014 $904.17
67346 10352 - CMK AUTOMOTIVE INC Vehicle Maintenance & Repairs - P98 08/13/2014 $862.68
Vehicle Maintenance & Repairs - A68 08/13/2014
Vehicle Maintenance & Repairs - A94 08/13/2014
Vehicle Maintenance & Repairs - M46 08/13/2014
67339 10004 - ACCOUNTEMPS Accounting Temp 08/13/2014 $836.93
67359 11102 - KOENIG, PEGGY Reimbursement for Legislative Picnic (July 2014)08/13/2014 $713.36
67340 11170 - ALEXANDER ATKINS DESIGN, INC.Proclamations 08/13/2014 $685.00
67341 11322 - AMERMEX UPGRADES Lighting Repairs - AO 08/13/2014 $680.00
67368 10140 - PINE CONE LUMBER CO INC Lumber for Fencing (DHF/RSA)08/13/2014 $637.86
67373 10136 - SAN JOSE WATER COMPANY Water Service (RSA/CP)08/13/2014 $547.80
67349 10540 - CRAFTSMEN PRINTING Business Cards - Generic 08/13/2014 $342.56
67377 10107 - SUNNYVALE FORD Maintenance & Repairs - P43 08/13/2014 $317.17
Maintenance & Repairs - P88 08/13/2014
67374 11179 - SAN MATEO COUNTY ASSESSOR OFFICE GIS Data Text File Fee 08/13/2014 $305.00
67347 10184 - CONTINUING EDUCATION OF THE BAR Subscription Service Update "CA Civil Proceed Before Trial"08/13/2014 $280.79
67354 10187 - GARDENLAND POWER EQUIPMENT Parts for Equipment Hoses 08/13/2014 $266.93
67365 10233 - PACIFIC WATER SYSTEMS Water Supplies (FO)08/13/2014 $254.69
67348 10185 - COSTCO Kitchen & Janitorial Supplies (FFO)08/13/2014 $216.01
67384 10685 - WEST VALLEY COLLECTION Garbage Service (SAO)08/13/2014 $174.80
Garbage Service (ES)08/13/2014
67343 10170 - CASCADE FIRE EQUIPMENT COMPANY Pumper Nozzles 08/13/2014 $167.79
Page 2 of 2
CLAIMS REPORT
MEETING 14-23
DATE 08-28-14
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check
Date
Payment
Amount
67353 11151 - FASTENAL COMPANY Tools & Field Supplies (FFO)08/13/2014 $155.99
67375 11059 - SAN MATEO COUNTY HEALTH DEPT Tick Testing 08/13/2014 $125.00
67362 *10664 - MISSION TRAIL WASTE SYSTEMS Garbage Service - AO 08/13/2014 $120.16
67380 11408 - THRIVE ALLIANCE Thrive Non-Profit Membership 2014-2015 08/13/2014 $100.00
67371 10228 - RHF INC Radar Gun Calibration 08/13/2014 $81.00
67378 10162 - TERMINIX PROCESSING CENTER Pest Control Services - AO 08/13/2014 $71.00
67338 *10810 - A T & T Telephone - Daniel Nature Center 08/13/2014 $66.17
67364 10670 - O'REILLY AUTO PARTS Windshield Wiper Fluid 08/13/2014 $49.73
Solar Battery Charger - M202 08/13/2014
Mini Light Bulb - M33 08/13/2014
67352 *11210 - DATA SAFE Shredding Service - AO 08/13/2014 $40.00
67386 11268 - SANTA CLARA COUNTY PLANNING OFFICE Building Permit Search Record Fee for Parcel 351-16-020 08/13/2014 $40.00
67382 11037 - US HEALTHWORKS MEDICAL GROUP PC Employee Medical Services 08/13/2014 $25.00
67372 10256 - ROBERT'S HARDWARE Hardware for Portola Heights Gate 08/13/2014 $16.34
67360 10119 - KWIK KEY LOCK & SAFE CO INC Keys for Rental Residence 08/13/2014 $7.34
Grand Total $83,833.35
*Annual Claims
BC = Bear Creek LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap TC = Tunitas Creek
CC = Coal Creek LR = Long Ridge PC = Purisima Creek SA = Sierra Azul WH = Windy Hill
ECdM = El Corte de Madera LT = Los Trancos RSA = Rancho San Antonio SR= Skyline Ridge AO = Administrative Office
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 PR = Picchetti Ranch SJH = St Joseph's Hill TW = Thornewood SAO = South Area Outpost
RR/MIN = Russian Ridge - Mindego Hill GP = General Preserves
Page 1 of 3
CLAIMS REPORT
MEETING 14-23
DATE 08-28-14
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check
Date
Payment
Amount
67396 *10845 - CITY OF MOUNTAIN VIEW-FINANCE Dispatch Services - Apr-Jun 2014 08/20/2014 36,219.00
67387 11369 - BANK OF THE WEST COMMERCIAL CARD USA $339.97 - Vehicle Maintenance & Repairs 08/18/2014 24,977.65
$312.53 - Batteries, Label Tape, Key Rings, Snake Food 08/18/2014
$175.33 - Replacement Camera for Natural Resources Department 08/18/2014
$510.21 - Supplies for Stream Temp Monitoring (RSA)08/18/2014
$73.21 - Ranger Supplies 08/18/2014
$1,153.00 - Registration Fee + Travel for CALPELRA Conference 08/18/2014
$765.29 - Water Storage Tank Repairs, Hard Hat System, Tool 08/18/2014
$595.92 - Web Charges 08/18/2014
$446.06 - Materials for Ancient Oaks Bridge (RR)08/18/2014
$1,480.19 - Legal Ads, APA Conference, Mt Umunhum Trail Bridges 08/18/2014
$945.00 - Debris Boxes (RR/PCR)08/18/2014
$867.81 - Event Center Water Infrastructure (LHC)08/18/2014
$105.49 - Restroom Repairs (MB)08/18/2014
$227.46 - Office Supplies, Lunch Meeting 08/18/2014
$109.04 - Asbestos Air Sampling Equipment 08/18/2014
$104.50 - Volunteer Supplies 08/18/2014
$653.54 - Heavy Equipment Parts 08/18/2014
$34.98 - Toter Rack System for Rhino 08/18/2014
$1,595.00 - ESRI Conference Registration - GIS 08/18/2014
$2,355.42 - IAFS Training Conference, Security Software 08/18/2014
$1,155.98 - APA California Conference and Travel Expenses 08/18/2014
$688.54 - Office & Kitchen Supplies, Training & Conference Fees 08/18/2014
$944.20 - Radio Charger, Vehicle Repair, Office Supplies 08/18/2014
$12.64 - Battery for Patrol Camera 08/18/2014
$157.63 - Office Supplies, Presentation Materials 08/18/2014
$2,582.90 - Name Badges, Advertising, Promo Items 08/18/2014
$1,150.00 - APA California Conference Fees 08/18/2014
$689.01 - Business Lunch, CSDA Conference Registration 08/18/2014
$207.92 - Volunteer Supplies 08/18/2014
$302.87 - Field Supplies (FFO)08/18/2014
$796.50 - Recruitment Internet Job Posting Fees 08/18/2014
$56.88 - Business Meeting Expense 08/18/2014
$1,988.83 - ICMA Membership Fees, Airline Travel ICMA Conf, Binders 08/18/2014
$64.42 - Computer Supplies 08/18/2014
$14.01 - Postage Due for Return of CEB Handbook 08/18/2014
$170.41 - Business Lunch & Farm Bureau Membership 08/18/2014
$319.56 - Supplies for Docent Meeting, Geocaching Program 08/18/2014
$735.00 - Int Instit of Municipal Clerks Membership Fee, CSDA Conference Fee 08/18/2014
$90.40 - Laminating Tools 08/18/2014
67401 10540 - CRAFTSMEN PRINTING Printing Services - Maps & Brochures of Various Preserves 08/20/2014 21,771.64
Business Cards - Gibbons 08/20/2014
67415 *10180 - PG & E Electric for Well Pump (SR)08/20/2014 5,184.52
Electric (SFO)08/20/2014
Page 2 of 3
CLAIMS REPORT
MEETING 14-23
DATE 08-28-14
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check
Date
Payment
Amount
Electric (AO)08/20/2014
Gas (AO)08/20/2014
67414 10925 - PAPE` MACHINERY Bulldozer Rental for Ancient Oaks Trail (RR)08/20/2014 4,567.50
67409 11409 - LA OFERTA Translation & Publication Notice of Election 08/20/2014 4,300.00
67402 11194 - CREEKSIDE CENTER FOR EARTH OBSERVATION Selection & Installation of Plots & Data Collection (RR)08/20/2014 3,000.00
67398 11171 - COMMUNICATION ADVANTAGE Consultation, Writing, Measure AA History, Lehigh, CSDA 08/20/2014 2,662.50
67399 11318 - CONFLUENCE RESTORATION Mindego Gateway Planting & Landscape Maintenance July 2014 (RR)08/20/2014 2,164.33
67395 11402 - CENTRAL SUPPLY COMPANY INC.Concrete for Bridge Piers / Ancient Oaks Trail (RR)08/20/2014 1,536.34
Concrete Pumping for Bridge Piers / Ancient Oaks Trail (RR)08/20/2014
67423 *10952 - SONIC.NET, INC.Internet for AO & FFO - Sept 2014 08/20/2014 1,519.00
1188 **10203 - WOODSIDE & PORTOLA PRIVATE PATROL Patrol Services - Hawthorn (WH)08/14/2014 1,200.00
67422 10585 - SOL'S MOBILE SERVICE Maintenance & Repairs - M23 08/20/2014 884.80
67389 10004 - ACCOUNTEMPS Accounting Temp 08/20/2014 844.88
67410 10189 - LIFE ASSIST First Aid Supplies 08/20/2014 677.66
67397 10352 - CMK AUTOMOTIVE INC Vehicle Maintenance & Repairs - A40 08/20/2014 667.13
67413 10271 - ORLANDI TRAILER INC Tail Lights 08/20/2014 637.83
Repair Trailer Brakes 08/20/2014
67412 11063 - O'BRIEN, PAT Legislative Consulting - May 2014 08/20/2014 600.00
67403 10038 - ERGO VERA Ergonomic Evaluations & Reports 08/20/2014 541.20
67392 10684 - BUTANO GEOTECHNICAL ENGINEERING Bridge Construction Consulting - Ancient Oaks Trail (RR)08/20/2014 540.00
67418 11268 - SANTA CLARA COUNTY PLANNING OFFICE Hicks Demolition Permit (SA)08/20/2014 421.56
67427 11176 - ZORO TOOLS Caution Tape 08/20/2014 406.24
67424 10146 - TIRES ON THE GO Tires & Installation of Tires - M46 08/20/2014 370.94
67393 *10454 - CALIFORNIA WATER SERVICE CO-949 Water Service (FFO)08/20/2014 356.67
67394 10170 - CASCADE FIRE EQUIPMENT COMPANY Spray Cover for Truck - M202 08/20/2014 337.61
67411 10073 - NORMAL DATA Permits Database Work 08/20/2014 326.25
67420 11268 - SANTA CLARA COUNTY PLANNING OFFICE Maas Demolition Permit (SA)08/20/2014 268.09
67421 11268 - SANTA CLARA COUNTY PLANNING OFFICE Crites Demolition Permit (SA)08/20/2014 257.18
67390 10593 - ALAMO LIGHTING Janitorial Supplies (AO)08/20/2014 213.97
67426 11360 - YUNKER, CHRISTINA Reimbursement for Field Equipment and Gear 08/20/2014 212.19
67419 11268 - SANTA CLARA COUNTY PLANNING OFFICE SAO Demolition Permit (SA)08/20/2014 190.84
67391 10817 - AMICI'S EAST COAST PIZZERIA Ops Business Meeting Meal 08/20/2014 156.50
Docent Training Meal 08/20/2014
67405 10168 - G & K SERVICES INC Shop Towel Service (FFO & SFO)08/20/2014 131.61
67408 10267 - HALF MOON BAY REVIEW Legal Ad for Mindego Ranch Water Infrastructure Project 08/20/2014 120.00
67400 11180 - COPY FACTORY Flyer & Proclamation Printing 08/20/2014 114.19
67404 *10186 - FEDERAL EXPRESS Shipping (AO)08/20/2014 100.00
67388 *10810 - A T & T Fax Line (FFO)08/20/2014 65.24
67417 11089 - SANTA CLARA COUNTY CLERK RECORDER Sherrill Demo CEQA NOE Recording Fee 08/20/2014 50.00
67425 10200 - TOOLAND INC Drill Bits for Tools 08/20/2014 46.82
67406 10187 - GARDENLAND POWER EQUIPMENT Chain Saw Repairs 08/20/2014 30.00
67407 10287 - GRAINGER INC Drill Bits 08/20/2014 27.90
67416 10134 - RAYNE OF SAN JOSE Water Service (FOOSP)08/20/2014 26.25
Grand Total 118,726.03
Page 3 of 3
CLAIMS REPORT
MEETING 14-23
DATE 08-28-14
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check
Date
Payment
Amount
*Annual Claims
**Hawthorn Expense
BC = Bear Creek LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap TC = Tunitas Creek
CC = Coal Creek LR = Long Ridge PC = Purisima Creek SA = Sierra Azul WH = Windy Hill
ECdM = El Corte de Madera LT = Los Trancos RSA = Rancho San Antonio SR= Skyline Ridge AO = Administrative Office
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 PR = Picchetti Ranch SJH = St Joseph's Hill TW = Thornewood SAO = South Area Outpost
RR/MIN = Russian Ridge - Mindego Hill GP = General Preserves
R-14-109
Meeting 14-23
August 28, 2014
AGENDA ITEM 4
AGENDA ITEM
Amend Contract with Ascent Environmental for the Integrated Pest Management Program
GENERAL MANAGER’S RECOMMENDATION
Authorize the General Manager to amend the professional services contract with Ascent
Environmental for the Integrated Pest Management Program to increase the total contract amount
by $15,698 to a not to exceed amount of $332,065, for consultation regarding safety of pesticides
and for revisions to the program documents.
SUMMARY
Midpeninsula Regional Open Space District (the District) has an existing agreement with Ascent
Environmental for development of an Integrated Pest Management (IPM) program and
environmental review (Report R-13-06). An initial amendment was approved in 2013 to utilize
expertise of a subconsultant to address an immediate concern of neighbors regarding protection
of their drinking water, and that information was incorporated into the IPM Program (Report R-
13-47). A second amendment extended the contract to December 31, 2014 to accommodate
delays in the project while District staff was focused on completing the Vision Plan. This third
amendment allows for the evaluation of alternative rodenticide products, response to in-depth
public comments and revisions to the IPM Guidance Manual.
DISCUSSION
The District entered into an agreement with Ascent Environmental on February 6, 2013, for the
development of a District-wide IPM program and environmental review for a not-to-exceed
amount of $303,947 (Report R-13-06). An initial amendment, adding $12,420 to the contract,
allowed District staff to provide additional information about the environmental fate of the
herbicides glyphosate and aminopyralid and their potential to affect drinking water in response to
spraying District staff conducted at the Galloway property of El Corte de Madera Open Space
Preserve. The spraying was conducted in a manner consistent with all regulations and with the
District’s best management practices to protect the environment. Insight gained from this
evaluation has been added to the IPM Program.
The second amendment added no monies but extended the contract date from May 31, 2014 to
December 31, 2014 in order to allow District staff more time to focus on the Vision Plan and
also to develop the Weed Manager Database with Calflora (Report R-14-47) to assist in the
monitoring and reporting requirements of the IPM Program.
R-14-109 Page 2
This third amendment will provide funding to allow the evaluation of alternative rodenticide
products and also to evaluate all pesticides in greater depth than originally proposed under the
current agreement. Additional research and data review will be conducted and the IPM Program
will be revised to include an explanation of the fate of these pesticides in air, water, soil, their
potential effects on the environment, wildlife, the health of workers and the public, and how
adverse effects can be avoided. This amendment will include funds for responding to possible
in-depth comments on the IPM Environmental Impact Report regarding pesticide use and safety.
It will also allow for reorganization of the IPM Guidance Manual to more clearly represent the
pest management scenarios that various District departments undertake throughout the year.
FISCAL IMPACT
Funds in the amount of $15,698 for this contract amendment are available in the Natural
Resources Department Adopted FY2014-15 Budget approved by the Board on March 26, 2014
(Report R-14-60).
BOARD COMMITTEE REVIEW
The FY2014-15 Action Plan scheduled full Board review of this District-wide project at key
milestones, so committee review is not necessary.
PUBLIC NOTICE
Notice has been provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
A Draft Environmental Impact Report is currently under preparation and is expected to be
released for a 45-day public review period in late September, 2014, extending through mid-
November 2014.
NEXT STEPS
Upon Board authorization, the General Manager will amend the contract with Ascent
Environmental for an additional $15,698.
Responsible Department Head:
Kirk Lenington, Natural Resources Manager
Prepared by:
Cindy Roessler, Senior Resource Management Specialist
Resolutions/2014/14-XX_EBRPD 80th Anniversary 1
RESOLUTION NO. 14-XX
THE BOARD OF DIRECTORS OF
THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
RESOLUTION HONORING AND COMMENDING
THE EAST BAY REGIONAL PARK DISTRICT ON ITS 80TH ANNIVERSARY
WHEREAS, the East Bay Regional Park District, which serves the Counties of Alameda
and Contra Costa, was formed in 1934, as the first regional park district in the nation and now
includes 65 parks, 114,000 acres, 1200 miles of trails and serves 2.5 million residents; and
WHEREAS, the East Bay Regional Park District was founded by a spirited and
visionary group of community activists and residents who, despite the Great Depression of the
1930s, were willing to tax themselves to preserve the excess watershed lands in the Oakland
hills, and thus established what would become the largest regional park district in the nation; and
WHEREAS, the tireless efforts of those early members created the core of the local park
district movement, encouraging others such as the Midpeninsula Regional Open Space District to
follow in their footsteps mirroring their leadership to protect, in perpetuity, a regional greenbelt;
and
WHEREAS, over the past 80 years, the East Bay Regional Park District, guided by its
environmental ethic, has remained true to its mission to preserve a priceless heritage of natural
and cultural resources, open space and parkland, recreation areas and regional trails providing
enjoyment and healthful recreation for generations to come, and;
WHEREAS, the East Bay Regional Park District serves as a role model to other park,
open space and conservation agencies in program development, resource management and
outdoor education resulting in a nation of preserved landscapes of scenic beauty and cultural
significance with public access to natural areas; and
WHEREAS, on September 13, 2014, community leaders, partners, the board of
directors, staff, volunteers and public will celebrate 80 years of open space preservation which
has created a world-class public park and trail system.
NOW THEREFORE, BE IT RESOLVED that the Board of Directors of the
Midpeninsula Regional Open Space District does hereby commend and congratulate the East
Bay Regional Park District for having joined together to create the outstanding achievements that
have been accomplished over the past 80 years, achievements to be proud of for generations to
come, and extends its most sincere wishes and encouragement for continued success.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Resolutions/2014/14-XX_EBRPD 80th Anniversary 2
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on _____, 2014, at a Regular Meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Secretary
Board of Directors
President
Board of Directors
APPROVED AS TO FORM:
General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify
that the above is a true and correct copy of a resolution duly adopted by the Board of Directors
of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly
held and called on the above day.
District Clerk
R-14-110
Meeting 14-23
August 28, 2014
AGENDA ITEM 5
AGENDA ITEM
Response to the 2013-14 Management Letter from the Auditor
DISTRICT CONTROLLER’S RECOMMENDATION
Accept the response to the Management Letter from the District Auditor, Chavan & Associates,
received July 30, 2014.
SUMMARY
The Management Letter from the Auditor has been received for the completed audit of Fiscal
Year 2013-14. Although the Auditor did not identify any material deficiencies, six areas have
been identified with recommended changes to strengthen the District’s internal controls, which
the District intends to adopt, as further described in this report.
DISCUSSION
On February 12, 2014, the Board approved the appointment of Chavan & Associates (Chavan) as
the Auditor for the Midpeninsula Regional Open Space District (District) to complete the Fiscal
Year (FY) 2013-14 audit. Chavan completed its audit of the District’s FY2013-14 financial
statements in June, published the audited financial statements with a clean opinion on July 1, and
submitted the final version of its Management Letter on July 30, 2014 (see attachment). As
stated in the third paragraph of the letter, Chavan did not identify any deficiencies in District
internal controls that they consider to be a material weakness. However, Chavan has identified
six areas for which they recommend changes that could strengthen the District’s internal
controls. Several of these items were already planned for 2015 and Chavan’s detailed
recommendations are very helpful in implementing the accounting improvements needed to
accommodate the future Measure AA bonds, comply with GASB requirements, and make
financial operations more efficient. The District is pleased that Chavan took the time to prepare
a thoughtful and comprehensive management letter, which is the first the District has received
from its auditors in many years. The District plans to adopt all six of the recommendations.
Listed below, for each of the six recommendations, is a summary of the Auditor’s suggestions
and the District response and plan for implementation.
1. General Ledger and Fund Accounting. Chavan recommends that the District establish five
accounting funds in its general ledger. Staff agrees and plans to implement this
recommendation over the remainder of the fiscal year such that implementation is complete
R-14-110 Page 2
in time for the next year’s audit. Since inception, the District has accounted for its finances
in one General Fund, similar to a small business. At the end of each fiscal year, the external
auditors reconfigure the numbers into the variety of fund statements shown in our official
annual financial statements needed to satisfy GASB reporting requirements. There are
currently only two funds within our accounting system — the General Fund and the
Hawthorn Fund. Fixed assets are accounted for in the General Fund and detailed on a
spreadsheet, a growing headache for accounting. The advantage of this legacy approach was
its simplicity for financial planning, clarity, and focus on total consolidated revenue,
expenses, capital expenditures, debt service, and cash. A good contrast can be seen by
comparison to the comprehensive and very complicated financial statements of the East Bay
Regional Park District. Chavan recommends that it is now time for the District to establish
the foundation needed to account for future general obligation bonds and become able to
generate GASB-compliant financial statements on an interim basis, while increasing the
efficiency of the accounting staff. The District’s New World System accounting software is
designed to operate exactly as Chavan recommends. New World’s consultant has already
trained District staff to implement the auditor’s recommendation to establish the five
suggested funds. Once the funds are established in the system and spreadsheet asset data is
transferred, depreciation and other entries will be automatically calculated by the accounting
software. The Hawthorn Fund will continue as a separate sub-fund within the General Fund.
2. Project Accounting. Chavan recommends that the District eliminate the excessive use of
one-off project numbers to segregate costs by effectively utilizing the project codes built into
the New World System software and modify the District’s chart of accounts to accommodate
more object codes. Staff agrees and is in the process of implementation. Henceforth, all
project numbers will be authorized by Accounting and will be assigned in logical groups by
fund, source of funding (e.g. Measure AA bond, grant, general fund, etc.), function,
department, project name, and general ledger account code. Roll-ups (e.g. by Top 25
projects) will be relatively easy and automatic.
3. Grant Billing and Reconciliation. Chavan recommends that Accounting prepare, following
completion of all federal or state-funded grant projects, a reconciliation of grant awards,
expenditures, claims and cash receipts. Staff agrees and will implement this for all future
federal and state grants.
4. New Employee Checklists. Chavan recommends that the new employee checklist,
completed for all new employees, be kept in the employee’s file. The auditors suggested this
when they interviewed Human Resources staff. This recommendation was accepted and
implemented immediately by Human Resources.
5. Fund Balance Policy. Chavan recommends that the District adopt a fund balance policy that
meets the requirements of GASB 54. Staff agrees. Presentation of a proposal for a more
detailed reserve policy was already on the agenda for the mid-year financial review. A
proposal, aligned with the auditor recommendation, will be presented at the Action Plan and
Budget Committee (ABC) meeting on November 18. It is currently anticipated that the
proposal will include Restricted funds for Hawthorn and OPEB, Committed Funds for (non-
Measure AA-funded) infrastructure, emergency (fire, earthquake and flood) response, and
equipment replacement, and minimum balance requirements for the General Fund for
working capital liquidity and land acquisitions prior to general obligation bond
reimbursement. The proposal will include the purpose of each fund, authority for
R-14-110 Page 3
establishment and change, amount of each fund, trigger for usage, procedure for
replenishment, and frequency of review. The objective is for the Board to adopt the new
policy in December or January.
6. Grant Documentation and Organization. In completing the Single Audit of the federally-
funded Mount Umunhum Project, Chavan found that the Project financial files contained too
much documentation and it was unnecessarily difficult to conform the general ledger
numbers to the source documents. Upon review, Chaven confirmed that the District was
fully in compliance with federal regulations. However, Chaven recommends that
Accounting establish a simple standard procedure for documenting grant claims and
reimbursements. Staff agrees and will establish such a procedure.
FISCAL IMPACT
No additional fiscal impact is anticipated. The Auditor’s recommendations can be implemented
by the District within the current annual budget for FY2014-15.
BOARD COMMITTEE REVIEW
Acceptance of the Management Letter does not require committee review, however certain
recommendations, particularly the Fund Balance Policy, will be brought before the Action Plan
and Budget Committee for consideration prior to implementation.
PUBLIC NOTICE
Notice was provided pursuant to the Brown Act. No additional notice is necessary.
CEQA COMPLIANCE
No compliance is required as this action is not a project under CEQA.
NEXT STEPS
Following Board acceptance of this report and the proposed response, staff will proceed with
implementing the recommendations as described above.
Attachment:
1. Management Letter from Chavan & Associates
Prepared by:
Michael Foster, Controller
Andrew Taylor, Accountant
Contact persons:
Michael Foster, Controller
Andrew Taylor, Accountant
Page | 1 1475 Saratoga Ave, Suite 180, San Jose, CA 95129
Tel: 408-217-8749 • E-Fax: 408-872-4159
sheldon@cnallp.com • www.cnallp.com
Midpeninsula Regional Open Space District
330 Distel Circle,
Los Altos, CA 94022
In planning and performing our audit of the basic financial statements of Midpeninsula Regional
Open Space District as of and for the year ended March 31, 2014, in accordance with auditing
standards generally accepted in the United States of America and the standards applicable to financial
audits contained in Government Auditing Standards, issued by the Comptroller General of the United
States, we considered Midpeninsula Regional Open Space District’s internal control over financial
reporting (internal control) as a basis for designing our auditing procedures for the purpose of
expressing our opinions on the financial statements, but not for the purpose of expressing an opinion
on the effectiveness of the District’s internal control. Accordingly, we do not express an opinion on
the effectiveness of Midpeninsula Regional Open Space District’s internal control over financial
reporting.
A deficiency in internal control exists when the design or operation of a control does not allow
management or employees, in the normal course of performing their assigned functions, to prevent, or
detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a
combination of deficiencies, in internal control, such that there is a reasonable possibility that a
material misstatement of the entity’s financial statements will not be prevented, or detected and
corrected on a timely basis.
Our consideration of internal control was for the limited purpose described in the first paragraph and
was not designed to identify all deficiencies in internal control that might be material weaknesses.
Given these limitations, during our audit we did not identify any deficiencies in internal control that
we consider to be material weaknesses. However, material weaknesses may exist that have not been
identified.
As a result of the procedures performed during our audit, we identified the following areas that could
strengthen internal controls:
1. General Ledger and Fund Accounting
As discussed with management during the audit, the District would benefit from a reorganization
of the number and type of funds in its general ledger. This will establish the foundation needed to
account for future bond issuances, reduce the risk of reporting errors and improve transparency.
We recommend that the District include the following funds:
General Fund – The purpose of this fund is to handle the day to day operations of the
District. No capital assets or long-term debt should be reported in this fund. Currently the
District accounts for the restricted cash and activity from the Hawthorne property in a
separate fund that is included in the general fund for reporting purposes. We recommend that
the District continue this practice.
Capital Projects Fund(s) – The District can have one or multiple capital projects funds in its
general ledger. However, we recommend that the District present one capital projects fund in
its audited financial statements. The purpose of the capital projects fund is to account for
resources used to purchase and construct capital related items. Typically a local government
would report revenues from bond issuances and expenditures on construction projects in a
Attachment 1
Page | 2 1475 Saratoga Ave, Suite 180, San Jose, CA 95129
Tel: 408-217-8749 • E-Fax: 408-872-4159
sheldon@cnallp.com • www.cnallp.com
capital projects fund. Note that cash restricted for debt service requirements in a bond
issuance should be reported as revenue and cash in a debt service fund and not in a capital
projects fund.
Debt Service Fund(s) – The District can have one or multiple debt service funds in its
general ledger. However, we recommend that the District present one debt service fund in its
audited financial statements. The purpose of a debt service fund is to account for the
restricted cash required to be set-aside from bond issuances, the property taxes collected to
pay future debt service requirements, and the actual payment of future debt service
requirements. The balance sheet will generally include cash with fiscal agent for both the
reserve requirement and the balance of any collections over payments made during the year.
General Fixed Assets Fund – The purpose of this fund is to account for all property, plant,
equipment (Capital Assets) and related depreciation owned and maintained by the District.
The District should remove all Capital Asset balances from its general fund. The general
fixed assets fund is not a true fund for accounting purposes and a separate fund for the fixed
assets will not be presented in the audited financial statements. However, having this fund in
the general ledger will provide more accountability, improved reporting and allow the District
to convert from the governmental fund financial statements to the government-wide financial
statements more efficiently. As an alternative, the District may be able to utilize a fixed
assets module within its current general ledger software that accomplishes the same goals.
General Long-Term Debt Fund – The purpose of the general long-term debt fund is to
account for all of the District’s long-term debt. The items to include in this fund would be
promissory notes, revenue bonds, general obligation bonds, compensated absences, net OPEB
assets/liabilities, deferred losses on early retirement of debt, premiums on the issuance of
debt, discounts on the issuance of debt and any other items that have the potential to be debt
and long-term in nature. Note that the net OPEB asset should be included in the GLTDF
because it can be an asset or liability depending on how it is funded. The GLTDF is not a
legal fund and does not require a board resolution. This fund would be for internal use only
and improve the accountability of the District’s long-term debt. The District would use this
fund to convert from the governmental fund to the government-wide financial statements.
2. Project Accounting
During the audit, we discussed the benefits of tracking expenditures for capital projects by project
and resource. In conjunction with our recommendation to expand the use of funds in the
District’s general ledger, the District is in the process of restructuring its chart of accounts to
improve the accountability over spending of bond proceeds. It appears that the District will
accomplish this by utilizing the modules within the District’s current software and by modifying
the District’s current chart of accounts. An example of a typical chart of accounts for local
governments with multiple resources and projects is Fund-Resource-Function-Department-
Project-Object (000-0000-0000-000-0000-0000).
3. Grant Billing and Reconciliation
In order to improve the control over grant billings, related receivables and allowable grant
expenditures, we recommend that the District have staff in Administrative Services prepare a
reconciliation of grant awards, expenditures, claims and receipts by grant. The name of the grant,
Attachment 1
Page | 3 1475 Saratoga Ave, Suite 180, San Jose, CA 95129
Tel: 408-217-8749 • E-Fax: 408-872-4159
sheldon@cnallp.com • www.cnallp.com
grant number, CFDA number (if federal), award date and end date should be included in the
master reconciliation. This only applies if the District continues to receive federal and state
grants.
4. New Employee Checklists
The District has a procedure where a new employee checklist is completed for all new employees.
However, the checklist is not kept in the employee’s file. In order to ensure compliance with
federal and state requirements, we recommend that the District maintain a copy of the new hire
checklist in each new employee’s file going forward. This document provides a clear audit trail
and reduces the risk of error.
5. Fund Balance Policy
As discussed with management during the audit, we recommend that the District pass a resolution
adopting a fund balance policy as required by GASB 54. The policy should identify the required
components of fund balance and the level of management authorized to approve balances in each
component. The following summarizes the categories of fund balance:
Nonspendable fund balance includes amounts that cannot be spent either because it is
not in spendable form or because of legal or contractual constraints. For example,
prepaid insurance.
Restricted fund balance includes amounts that are constrained for specific purposes
which are externally imposed by providers, such as creditors or amounts constrained due
to constitutional provisions or enabling legislation.
Committed fund balance includes amounts that are constrained for specific purposes that
are internally imposed by the government through formal action of the highest level of
decision making authority and does not lapse at year-end. Committed fund balances are
imposed by the District’s board of directors.
Assigned fund balance includes amounts that are intended to be used for specific
purposes that are neither considered restricted or committed. Fund balance may be
assigned by the General Manager or other management as deemed appropriate by the
board and identified in the District’s policy.
Unassigned fund balance includes positive amounts within the general fund which have
not been classified within the above mentioned categories and negative fund balances in
other governmental funds.
The District can label amounts within each fund balance type as needed. For example, assigned
fund balance can include reserves for contingencies.
6. Grant Documentation and Organization
We recommend that each grant reimbursement claim include support only for the specific claim
made and that each claim be printed and directly supported by invoices and general ledger reports
Attachment 1
Page | 4 1475 Saratoga Ave, Suite 180, San Jose, CA 95129
Tel: 408-217-8749 • E-Fax: 408-872-4159
sheldon@cnallp.com • www.cnallp.com
in chronological order behind that claim in the file. Only support for expenditures actually
included in the reimbursement claim should be included in the file and directly behind the claim
document. We also recommend that the District include a reconciliation in the file directly behind
the claim for any differences from a general ledger report and a reimbursement request.
The purpose of this communication, which is an integral part of our audit, is to describe, for
management and those charged with governance, the scope of our testing of internal control and the
results of that testing. Accordingly, this communication is not intended to be and should not be used
for any other purpose.
San Jose, CA
July 3, 2014
Attachment 1
R-14-112
Meeting 14-23
August 28, 2014
AGENDA ITEM 6
AGENDA ITEM
Professional Services Contract Authorization for a Financial and Operational Sustainability
Model Study
GENERAL MANAGER’S RECOMMENDATION
Authorize the General Manager to enter into a professional services contract with Management
Partners, of San Jose, CA, for a not-to-exceed amount of $118,690, which includes the project
proposal amount of $107,900 and a ten percent contingency amount of $10,790, to complete a
Financial and Operational Sustainability Model Study.
SUMMARY
Completion of an organizational management study is identified as a major project in the Fiscal
Year 2014-15 Action Plan and Budget. On June 27, 2014, following the successful passage of
Measure AA, the District released a Request for Qualifications and Proposals (RFQP) for a
Financial and Operational Sustainability Model (FOSM) study. The purpose of the FOSM study
is to evaluate existing District workflow processes, staff capacity, and organizational structure
and identify options to accelerate completion of high priority projects while continuing to carry
out the daily on-going business of the District in a financially prudent and sustainable manner.
Eight consulting firms attended the mandatory pre-proposal meeting on July 8 and seven firms
submitted proposals before the July 24 deadline. Following proposal review by a five member
staff team, the top three firms were interviewed by a four member staff panel on August 12.
Following interviews, thorough reference checks were performed for the top two firms. The
interview team then presented their top-recommended firm to the General Manager. The
General Manager recommends to the Board the selection of Management Partners to conduct the
FOSM study for a not-to-exceed amount of $118,690.
DISCUSSION
Background
In 2011, the Board of Directors adopted a Strategic Plan that purposefully balances the activities
of the District between the restoration, public access/education, and acquisition legs of the
Mission. Subsequently, the District’s Vision Plan was completed, with broad public input,
identifying 54 significant projects to pursue over the next 30 or more years. In order to fund the
capital costs of the 25 highest-priority projects, a general obligation bond measure was placed on
R-14-112 Page 2
the June 3, 2014 ballot. Measure AA successfully passed, and the District is now authorized to
issue up to $300 million in bonds over the next 30 years to finance the capital costs of the high
priority projects. The District is now at a point in its history where it needs to look ahead and
assess how its current staffing levels, structure, and processes need to be augmented or
reconfigured to best deliver the priority actions of the Vision Plan in a responsive manner to the
public’s interest: efficiently and effectively, within required project timeframes, and in a
financially sustainable manner. The Financial and Operational Sustainability Model study has
been designed to address the following central question:
How should the District be structured (department and division structures
and work flow processes), and staffed to most effectively and efficiently
implement the top 25 Vision Plan projects, while affording on-going
operational costs created by those projects and continuing the District’s
current operational workload and projects that are not part of the top 25
Vision Plan projects?
To answer this question, the FOSM study will:
1. Develop and analyze critical organizational structure, workflow, and staffing questions;
2. Study the District’s existing financial and organizational conditions;
3. Research and evaluate other similar agencies’ and industry standard best practices;
4. Develop a set of options for improvements with relative advantages and disadvantages
for each.
Results and recommendations from the FOSM study will be considered by District management
and inform into the future the General Manager’s organizational improvement recommendations
to the Board of Directors.
Selection Process
The process for identifying and selecting a qualified firm to conduct this study began with staff
research into the design of other agencies’ organizational studies, development of a detailed
Request for Qualifications and Proposals (RFQP) setting forth the envisioned scope of work for
such a study for the District, and creation of a list of more than 20 known consulting firms that
may be interested in the project. The RFQP was finalized following review by Department
Managers, the Vision Plan Implementation Guide team (now known as the Measure AA Projects
team), and the Assistant General Managers, General Manager, General Counsel, and Controller.
The RFQP was released on June 27, 2014 (directly sent to 22 firms and posted on the District’s
website), and eight firms attended the mandatory pre-proposal meeting on July 8. The following
seven firms submitted proposals by the July 24 deadline, with cost proposals that ranged from
$71,000 to $149,000:
• CPS-HR Consulting
• Harvey M. Rose Associates, LLC
• LA Consulting, Inc.
• Management Partners
• Matrix Consulting Group
• Olive Grove
• The Wilfred Jarvis Institute
R-14-112 Page 3
These proposals were reviewed and rated by a five-member team consisting of the Controller,
both Assistant General Managers, the Planning Manager, and the Skyline Area Superintendent.
Proposals were evaluated according to the Evaluation Criteria specified in the RFQP:
a. Quality of Proposal
- Consistency with project and RFQP objectives
- Demonstrates a thorough understanding of the project and the District
- Fulfills proposal requirements as described in this RFQP
- Overall presentation of proposal: clear, concise, and relevant
b. Project approach
- Proposed approach to executing the project
- Proposed approach to coordination with District project team
- Ability to meet project schedule
c. Implementation Expertise
- Proven track record and technical ability to accomplish the purpose of the study
- Background, qualifications, experience, and expertise on similar projects,
including track record of completing similar projects on schedule and within
budget (or clear explanations of cost overruns).
d. Project Fee & Insurance
- Reasonableness of the fee requested to do the work and comparability of the fee
to similar services offered by other qualified consultants.
- Ability to provide appropriate insurance in required amounts.
The review panel arrived by consensus on a clear top three list of proposers to advance to the
interview phase. Interviews were held on August 12, 2014. The panel consisted of Assistant
General Manager Woodhouse, Planning Manager Mark, Skyline Area Superintendent Malone,
and Skyline Area Maintenance Supervisor Beckman. The consensus top two firms following the
interviews were then reference checked through a process involving conversations with four
references for each of the two firms. The interview team then presented their final
recommendation to the General Manager, who affirmed Management Partners as the top
selection.
Management Partners is a national consulting firm with offices in San Jose and Costa Mesa, CA,
and Cincinnati, Ohio. They were founded in 1994 with the specific mission to help local
government leaders improve their service to the public. Management Partners is staffed with 80
professionals who are experienced public service managers as well as qualified management
consultants. They have served more than 200 California local governments and through this
experience have insight into best practices and industry standards with respect to all public
services. For this project, they have assembled a robust team of 11 members, which will be led
and managed by their Regional Vice President Andrew Belknap. Mr. Belknap has been with the
firm for fourteen years and has extensive prior experience as a city manager, public works
director, and public finance and economics, as well as land conservancy experience with the Ojai
Valley Land Conservancy.
Project Workplan Summary
Based on the Scope of Work identified in the RFQP and augmented with their experience on
similar projects, Management Partner’s proposal includes six workplan activities, summarized as
follows:
R-14-112 Page 4
1. Project kick-off, scoping, and scheduling: This activity will carefully define expectations
and roles and responsibilities, including background information and logistics related to
scheduling staff interviews, regular update meetings with the project team, and a project
launch communication to staff and the Board;
2. Finalize Work Plan: A project work plan showing detailed tasks and sub-tasks will be
finalized based on the project kick-off meeting results;
3. Research Phase: The details of this significant activity are summarized in Attachment 1,
an excerpt from the draft scope of work for the contract. In summary, this activity
includes review of all key documents, interviews and focus groups with staff and
workgroups, review of financial information, identification of key project types and
project delivery issues, field tours as necessary, identification of evaluation criteria, and a
preliminary benchmarking plan. At the conclusion of this activity, Management Partners
will have a complete understanding of the District’s current and future responsibilities, its
organizational culture, and the challenges for where the District is headed;
4. Analysis Phase: The details of this significant activity are summarized in Attachment 2,
an excerpt from the draft scope of work for the contract. In summary, this activity will
analyze the results of the research phase, further develop the evaluation
criteria/performance objectives, and conduct benchmarking with other agencies’ best
practices. A critical milestone during this activity will be a check-in and update with the
full Board of Directors or a Board Committee. At the conclusion of this activity,
Management Partners will have developed potential options for how the District moves
forward, which will be further developed in the next activity;
5. Develop Sustainable Organization Models: This activity will develop two or three model
options for organizational restructuring and revisions to workflow processes, along with
staffing recommendations for consideration by the District. Each model will have a
detailed rationale, explaining advantages and disadvantages;
6. Preparation of Draft and Final FOSM Study Reports: This final activity entails
preparation and review of the report, a study session with the Board, drafting of an
implementation plan for the recommendations, and a final presentation to the Board for
acceptance of the report.
These activities constitute the core of the FOSM study as identified in the RFQP and
Management Partners’ proposal, and will be confirmed and refined during activities 1 and 2 at
the beginning of the project.
FISCAL IMPACT
Approval of the General Manager’s recommendation will cost the District a not-to-exceed
amount of $118,690, which includes the project proposal amount of $107,900 and a ten percent
contingency amount of $10,790, to complete a Financial and Operational Sustainability Model
Study. The FY2014-15 Adopted Budget includes $100,000. The remaining $18,690 will be
covered by savings elsewhere in the Services and Supplies budget.
The General Manager recommends a ten percent contingency amount for this study in the event
important activities arise, such as additional research, analysis, or modeling, that were not
anticipated in the original scope of services. However, unless any such unanticipated activities
come to light and are approved by the General Manager, staff anticipates that Management
Partners will complete the study within the base budget amount.
R-14-112 Page 5
BOARD COMMITTEE REVIEW
This study was included in the Fiscal Year 2014-15 Action Plan and Budget, which was
reviewed by the Action Plan and Budget Committee and recommended to the full Board in late
February, 2014. Due to the magnitude and importance of this study, the scope of work
anticipates full Board input during the study, unless the Board directs this input to a Board
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
Upon Board authorization, the General Manager will enter into a contract with Management
Partners to conduct the FOSM study. The project kick-off meeting is anticipated to occur by the
week of September 29, 2014. Completion of the FOSM study is targeted by January 31, 2015,
and in time for Board consideration of initial implementation recommendations through the
budget and action plan development process for Fiscal Year 2015-16.
Attachments
1. Research Phase Scope of Work
2. Analysis Phase Scope of Work
Responsible Department Head:
Steve Abbors, General Manager
Prepared by:
Kevin S. Woodhouse, Assistant General Manager
Attachment 1
Midpeninsula Regional Open Space Districl
Financial and Operational Sustainability Model Study
Activity 3: Conduct Organization-wide Scan for Stabilization Issues and
Opportunities (Research Phase)
This activity will represent the start of substantive work on the project. The goal of this activity is
to completely understand the District's current and future responsibilities, as well as its
organizational culture. We will focus on gaining this understanding so we can begin to formulate
what elements will be required for a stable, efficient and effective future organization.
In our many years of work we have found that virtually all organizations have evolved "best
practices" in some facet of their operations. We have found that is beller to build from these
• existing best practices within the organization than to "import" some new management or
organizational system, so during this activity we will be identifying what the District currently
does well, with an eye to growing these capacities as the organization expands to meet
Measure AA requirements.
A good deal of work in this activity will center on conducting interviews and focus groups with
District staff and workgroups. Before we begin these activities in earnest, Management
Partners' team will review important District documentation such as the Strategic Plan, budget
and financial information, the Vision Plan, the Coastal Annexation Service Plan and other
relevant documents. During this work we will build a repository of data to be used throughout
the analysis phase of the project. We will include the above information and also previous
budgets, budget analysis work, organization charts, position classifications and appropriate
contracts.
We will also familiarize ourselves with the open-space assets of the District by visiting
representative preserves and projects. As will be shown in the section describing our proposed
project team later in this proposal, our team includes planning, parks, and engineering experts
that will gain a great deal of understanding from seeing the assets that the District must manage
and the challenges inherent in restoration and public access projects. We know the assets are
often on sensitive lands with numerous regulatory issues.
After we have gained fqmiliarity on the District from work described above we will interview
District leaders (including elected officials, as appropriate) to understand their perspectives on
the challenges ahead.
Because a critical focus of this work is to develop the organization to successfully implement the
Vision Plan we will interview the Vision Plan Implementation team to understand the challenges
ahead and how they differ from the District's historical work program. Specifically we will gain an
understanding of all 54 Vision projects with particular emphasis on the 25 priority projects and
the priorities as projected by staff over the next ten years.
As part of this task we will also work with staff to identify key project types, which will be
analyzed in rnore detail to gain an understanding of project delivery issues and to define
appropriate project delivery objectives. This will help us develop the organizational capacity to
meet objectives for the variety of projects for which the District is responsible.
Another critical part of the research phase will be to meet with District financial staff to
understand the financial model. We will need to understand the assumptions used in the model
and the degree to which the District has flexibility with current operating revenues in the new
Measure AA environment.
During our interviews we will discuss with the District staff potential peer agencies and criteria
for comparisons. We will explore what characteristics will make comparisons with other similar
agencies beneficial. As explained in the next activity, peer benchmarking will be an important
part of the analysis work.
Attachment 1
Another important part of our work during this activity will be preparing for and holding focus
groups with representative groups of District workers, especially frontline field staff involved in
maintenance and ranger activities. Parteof Management Partners' methodology for focus groups
is to develop two or three important questions for the focus group participants to discuss. These
questions and the overall agenda for the focus groups will be developed based on the initial
interview and research stage. Another part of our methodology for gathering input from
important stakeholders is to develop and execute En online survey instrument. This this tool will
be discussed during our project start activities.
At the conclusion of Activity 3 we do not expect to have answers 'as to the best organizational
.arrangements for the District, but we will have a complete list of issues and the "specifications"
for what the District needs to become. Specifically we will have completed the following:
• Obtained an understanding of the financial model and conducted sensitivity testing, so
as to appreciate the constraints and opportunities facing the District.
• Completed field tours to understand open space property in all stages of development
and operations. Met with the VPIG team to understand the Vision Plan and project types
and delivery issues.
• Modeled workload and planned outcomes from Vision Plan including top 54 Vision Plan
projects and 25 priority projects, including coastal annexation service plan obligations,
as well as current activities.
• Diagramed typical projects to understand workflow and issues associated with the
package of projects the District is tasked with delivering.
• Identified performance measures, other criteria and competencies critical to successful
project delivery.
• Developed draft guidelines/criteria for successful "going forward" organization.
• Developed a preliminary benchmarking plan.
At the conclusion of work on this activity, Management Partners will prepare a presentation to
serve as the basis of a discussion with the project team. It will outline the sustainability issues
that need to be addressed in the next phase of work.
Management Partners, Inc.
Attachment 2
Midpenfnsu!a Regional Open Space District
Financial and Operational Sustainability Model Study
Activity 4: Develop and Execute Analysis Plan to Create Innovative Options to
Resolve Sustainability Issues
Now we begin the primary analysis phase of the project. Our predominant task during this
activity will be to take the preliminary guidelines/criteria developed in Activity 3 for the "going
forward" organization and to finalize thern: This will allow the project team to begin focusing on
organizational models that would provide the District with a sustainable, efficient and effective
organization .
• Many sustainability issues or questions will have been identified in Activity 3. Now Management
Partners will "run these issues to ground" through the application of various analytical
methodologies. This work will start with a thorough analysis of focus group and interview
themes completed in the research phase. This analysis will disclose sustainability issues and
also suggest potential solutions. The potential solutions developed by the Management Partners
team, will now be tested with empirical analysis, using benchmarking and best practice
identification/application methodologies.
Benchmarking against the best state and national practices will be a thread that runs through
this entire project. To ensure that the benchmarking work is of maximum utility, as discussed
previously, early in the project we will define the appropriate criteria to be used in defining peer
agencies, as well as national best practices. By focusing on the criteria that makes for valid
comparisons, we will be able to identify peers that are meaningful and objectively derived. Since
the service delivery profile of the District will vary across program areas, we will work with the
GMO project team and staff to ensure benchmarks and best practices are measured in service
delivery environments similar to that faced by the District.
At this stage in the project we will also complete a research survey of how comparable agencies
measure their performance and optimize resources. Sin,ce we are charged with ensuring that
how agencies similar to Midpeninsula achieve maximum productivity and measurable
performance at the least cost. This research will provide meaningful comparisons on such
issues as capital project delivery, project planning and permitting, real estate operations,
maintenance, and public access management. Alternative service delivery, such as contracting
for services, and other ideas identified by the project team will be evaluated for potential utility to
the District. Specific areas for benchmarking will include:
• Identifying best practices relative to service, systems, and management in comparable
agencies.
• Identifying best practice mechanisms for measuring mission effectiveness.
• Identifying best practice tools for optimizing resource allocation towards mission and for
achieving maximum cost efficiencies.
• Identifying staffing and service level norms in comparable agencies.
In addition to identifying best practices via benchmarking we also use industry sources for such
information. For example the process of delivering capital projects of various types has been
examined by a variety of industry organizations such as the California Multi-Agency CIP
Benchmarking Study, a group of large public agencies working to optimize project planning and
delivery. Data sources exist for many of the types of project and administrative work
accomplished by the District.
Attachment 2
(At this juncture we want to mention that ollr final project cost budget slightly exceeded the
District's budget of $100,000, by approximately $7,900. In looking at ways to reduce costs we
concluded the logical place would be in the best practices and benchmarking area because we
recommend a robust approach and this requires a significant investment of time. However, in
the fee proposal section we offer two approaches: one that will meet the budget constraint by
scaling back benchmarking while still meeting the needs of the District, and an "enhanced"
benchmarking approach at a slightly higher cost.)
Another tool Management Partners utilizes is the use of case studies to identify how other
agencies have created best practice approaches. An example would be the CIP best
management practices document created by the San Diego County Water Authority. Finally,
Management Partners' work with public agencies all over the State of California is another
'source of best practice information. Having worked with over 70% of the cities in California with
populations of over 100,000, we know what sy�tems are being successfully utilized.
This work will allow us to finalize the draft evaluation criteria/guidelines previously developed.
We envision an evaluation criteria matrix that provides the criteria developed, the rationale for
the criteria and a discussion of potential alternatives for meeting the criteria. Because these will
become crucial assumptions going into development of a master plan for the "going forward"
organization, we expect it will be appropriate to present the results of the analysis to the Board
of Directors or a Board Committee. Management Partners will develop an appropriate
presentalion and review it with the GMO project team.
Once the guidelines/criteria for successful "going forward" organization have been developed
and approved we will be in position to finalize organizational concepts. Essentially'we will
overlay the criteria and what we have learned about other successful organizations on the
District's current organization to get a sense of what the realigned organization will look like.
There will still be design work to do but the question of what needs to be accomplished will have
been answered and we will have solid ideas about how the organization needs to develop to
meet the sustainability objective. At this stage we will also be using the District's financial model
to do some sensitivity testing and provide a "reality check" with respect to the future
organization. Options developed in the next phase will have to fit within the umbrella of fiscal
sustainability.
To summarize, during Activity 4 we will have accomplished the following:
• Analyzed results from interviews and focus groups, to determine potential sustainable
organizational issues and solutions.
• Conducted focused peer agency benchmarking.
• Applied best practices from applicable fields (financial practices, CI P management,
project planning, real property, infrastructure maintenance / operations) to further
develop and refine evaluation criteria.
• Developed performance objectives for successful sustainable organization, and created
matrix of attributes of future organization together with rationale and options.
• Review preliminary observations with GMO team.
o Hold a workshop to discuss the performance objectives (evaluation criteria and
guidelines with associated matrix) to be used in drafting organizational master plan.
o Overlay best practices and other analytical work (evaluation criteria and guidelines) on
Vision Plan working with VPIG team. Develop a preliminary idea of organizational
attributes necessary for successful implementation, including preliminary costs and cost!
benefit analyses.
o Conduct a fiscal sustainability stress test using district financial model and needs
identified in the task above.
• Develop a presentation for GMO that discusses challenges in developing the optimal
organizational approach to resource constraints. Outline possible options for stUdy
during Activity 5.
Management Partners, Inc.
From:Jennifer Woodworth
To:Jennifer Woodworth
Subject:Board Member Questions for 8/28/14
Date:Wednesday, August 27, 2014 3:40:21 PM
Attachments:image001.png
Good afternoon all,
Please see responses to Director Harris’s questions regarding tomorrow night’s agenda materials
below in blue. Copies of the responses will also be available to the public at the meeting. If you
have additional questions prior to the meeting, please send them as soon as possible, so staff may
prepare a response. Thank you.
Jen
1) If the Board approves the project list in October 2014, what if FOSM due as draft in
December make other staffing or organizational recommendations?
Given the overlapping nature of the FOSM and development of the project list, we will need
to take an iterative approach between these two processes and the development of the Action
Plan/Budget/5-Yr CIP. We will be feeding as much current information as we can on a
continual basis to FOSM and FOSM will be feeding as much current information as it can to
the Action Plan/Budget/CIP process between October and February. As such, it may be that
not all of the staffing and organizational recommendations will be able to be incorporated
into the new Action Plan/Budget/CIP by March (when final approval is scheduled). Those
recommendations that do not make the Action Plan/Budget/CIP will be integrated at a later
date, either through a separate Board authorization (if urgent) at Midyear or as part of the
next year's Action Plan/Budget/CIP process.
2) When would an Ad Hoc start meeting if this is the will of the Board?
The new Ad Hoc Committee would begin meeting as soon as possible in September.
3) For FOSM, can I get a copy of the full Management Partners proposal including the cost
estimate? I think that there is information missing that would help me understand it better.
Management Partners' full proposal, including activity breakdown and fee proposal, is now
uploaded to Dropbox for Boardmembers' information.
4) Who is on the VIPIG team?
Note: VPIG is now known as MAAP (Measure AA Projects)
GM Office: Steve Abbors, Ana Ruiz, Kevin Woodhouse
Administration: Warren Chan, Lynn Tottori Natural Resources: Kirk Lenington, Julie
Andersen
Operations: Brian Malone, Michael Newburn, Gordon Baillie
Planning: Jane Mark, Tina Hugg, Meredith Manning, Gina Coony, Lisa Bankosh, Casey
Hiatt Real Property: Mike Williams, Elaina Cuzick
5) What is the GMO team that Activity 4 mentions?
The General Manager's Office (GMO) team identified in Activity 4 will consist of both
AGMs and the GM.
Jennifer Woodworth, CMC
District Clerk
jwoodworth@openspace.org
Midpeninsula Regional Open Space District
330 Distel Circle, Los Altos, CA 94022
P: (650) 691-1200 - F: (650) 691-0485