joint venture board meeting: march 16, 2012
TRANSCRIPT
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Joint Venture Board Meeting: March 16, 2012
Dear Joint Venture Board of Directors:
Our next meeting will take place as follows:
Date: Friday March 16, 2012
Time: 7:30 am to no later than 9:30 am
Place: Mineta San Jose International Airport
Administration Building
1701 North Airport Boulevard, Suite B-1130
San Jose (detailed transit, parking, and driving directions are here).
We have assembled the following materials in support of the meeting:
1. The proposed agenda.
2. Minutes from the November 2011 board meeting, for your approval.
3. Material from board member Bill Sherry (San Jose Airport) and myself briefing
you on the issues facing the San Jose airport, and recommending Joint Venture
join in a regional effort to attract additional flights to the facility.
4. A memo and material from the chair of our Communications Committee, Paul
Gustafson, updating you on Joint Venture’s communications strategy.
5. A memo from myself recommending the election of two new directors.
6. A memo and materials from the Finance Committee of the board, presenting the
findings of our external audit, recommending we form a new audit
committee, and recommending we adopt a new conflict of interest policy.
Our entire meeting will be given over to these subjects.
Additionally, we are providing updates on Joint Venture’s other programs and initiatives:
1. A memo reviewing progress on our Grand Boulevard initiative, bringing
meaningful improvements to El Camino Real.
2. A memo from director Kevin Gillis (Bank of America) updating you on the
Silicon Valley Economic Development Alliance which Joint Venture convenes
with the participation of 25 cities.
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3. Materials from board member Larry Alder (Google) and his colleagues reviewing
progress on our Wireless Communications Initiative.
4. A memo from co-chairs Chris DiGiorgio (Accenture) and San Jose Mayor Chuck
Reed, updating you on the progress of the Climate Prosperity Council.
5. A memo from board member Bobby Ram (SunPower) and colleagues briefing
you on the work of our Public Sector Climate Task Force.
6. A memo from the Finance Committee updating you on our third quarter financial
position.
If you prefer to read all of these materials as a single packet, you can download it here.
It will be a very substantive meeting, and we look forward to the discussion.
We express thanks to our board colleague Bill Sherry for hosting us at San Jose’s
impressive new airport facilities.
Yours, sincerely,
Russell Hancock
President & Chief Executive Officer
ATTENDANCE
YES: Alder, Benest, Cannizzaro, Dent, DiGiorgio, Foster, Gillis, Greig (deputy), Gustafson,
Hemminger, Hogan, Houser, Kennedy, Klein, Knapp, Kniss, McAfee, McCalmont,
McCaughey, McCown, NiDhomhnail, Parisi, Portnoy, Qayoumi, Ram, Reed, Roche,
Sherry, Sobrato, Struthers, Thor, Walker, Weis, Yost
REGRET: Alquist, Bauhaus, Blumenthal, Bochner, Carson, Kelly, Mo, Sim, Smarr, Williams
Directions to Norman Y. Mineta San Jose International Airport
Airport Administrative Offices 1701 Airport Boulevard, Suite B1130, San Jose, California
BY PUBLIC TRANSPORTATION
Points North: Caltrain south to Santa Clara Caltrain, 10 Bus to Metro LightRail station via airport, and
proceed to Terminal A. Then, follow the instructions under “Parking” below.
Points South: 68 Bus; 901 LightRail to Metro/Airport station, and proceed to Terminal A. Then, follow the
instructions under “Parking” below.
BY AUTOMOBILE
From Highway 101 South Area: Take Brokaw Road exit. Turn left onto Brokaw Road/Airport Parkway.
Enter Airport and proceed to Terminal A. Then follow directions given in “Parking,” below.
From 101 North Area: Take the Highway 87 exit (Guadalupe Parkway) from 101, then take the Airport exit.
Enter Airport area, and proceed to Terminal A. Then follow directions given in “Parking,” below.
From Highway 280 along Peninsula: Take 880 north, then take Coleman Exit toward the airport. Turn right
at Airport Blvd, follow signs to Terminal A, then follow directions given in “Parking,” below.
From Highway 880: Take the Coleman Exit toward the airport. Turn right at Airport Blvd, and proceed to
Terminal A. Then follow directions given in “Parking,” below.
From Downtown San Jose/ Highway 87: Take 87 north, then take the Skyport exit.Turn left, enter Airport
area and proceed to Terminal A. Then follow directions given in “Parking,” below.
PARKING:
Once you arrive at SJC, follow signs to the Terminal A Short Term Parking garage. After parking your car,
follow signs to International Arrivals, then continue south along the sidewalk to the offices. The Airport
Administrative Office is at Suite B-1130.
Once you arrive in the offices, please check in with the receptionist.
Please bring your parking ticket with you.
RENTAL CAR FACILITY
Meeting of the Board of Directors 16 March 2012 Mineta San Jose International Airport San Jose, California
Proposed Agenda
7:30 AM Reception
7:45 Call to Order, Introductions Hon. Chuck Reed, City of San Jose, Joint Venture Co-Chair
Chris DiGiorgio, Accenture, Joint Venture Co-Chair
7:50 Approval of Minutes
7:52 Motion and Approval
Election of New Members
7:55 President’s Report Russell Hancock
8:05 Presentation, Discussion and Approval
Audit & Finance Committee Report 1. New audit committee
2. Auditor findings and recommendations
3. Proposed conflict of interest policy & procedure
8:30 Presentation, Discussion
Joint Venture Communications Program Paul Gustafson, TDA Group
Duffy Jennings, Joint Venture
8:50 Presentation, Discussion and Approval
Mineta San Jose International Airport: Regional Strategies Bill Sherry, Director of Aviation
9:25 Other Business
9:30 AM Adjournment Next Meeting: 15 June 2012 at SunPower Headquarters, San Jose
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Minutes Meeting of the Board of Directors
Joint Venture: Silicon Valley Network
held at
University of Phoenix, Bay Area Campus
San Jose, California
18 November 2011
Directors Present:
Alder, Bauhaus, Benest (Senior Advisory Council), DiGiorgio, Foster, Gillis, Greig,
Gustafson, Hancock, Kelly, Kniss, McAfee, McCalmont, Portnoy, Ram, Reed, Roche,
Sim, Sobrato, Struthers, Walker, Weis
Staff:
Beauchman, Bruner, Gross, Jennings, Krpata, Schmitt, Searles, Sztukowski
Deputies, Invited Guests, and Observers: Elizabeth Au-Yeung (Sensiba San Filippo), Kristen Badgley (Korn Ferry), Eunice Barnett (PG&E), Anastasia Beckett (SolarCity), Larry Carr (San Jose State University), Elizabeth Claycomb, (City of Pacifica), Paul Frankel (CalCEF), Keryan Glanott (PG&E;), Jeff Janssen (City of San Jose), Caroline Judy (Alameda County), Eita Kitani (Mitsubishi), Bruce Knopf (Santa Clara County), Gary Price, (Sensiba San Filippo), Gordon Ringold (University of California, Santa Cruz), Heyward Robinson Sr. (Sustainable Silicon Valley), Ted Trujillio (City of San Jose)
Welcome, Call to Order. Co-chair of the Board Chris DiGiorgio called the meeting to
order at 7:46 a.m. He asked the board members to introduce themselves and also to say a
few brief words about the economic outlook for their respective organizations.
Host Presentation. Director Stacy McAfee welcomed the board to the Bay Area Campus
of University of Phoenix and briefed the board on the mission of the institution.
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Approval of Minutes. The co-chairs received a motion (Sobrato) and a second
(Struthers) to approve the minutes of the September 2011 board meeting, and the
directors voted unanimously in favor.
President’s Report. Joint Venture president and CEO Russell Hancock began by
reviewing the mission of the organization. Next, he advised the board that the 2012 State
of the Valley conference was scheduled for February 10, and encouraged board members
to sign up for sponsorships. He also invited volunteers to serve as jurors for the selection
of the 2012 Packard Award honoree. He finally thank board members NiDhomhnaill,
DiGiorgio, and Foster for assisting with board recruitment and fundraising activities.
Renewable Energy Procurement Project. Director Ben Foster reviewed for the board
the success of the Silicon Valley Collaborative Renewable Energy Procurement Project
(SV-REP), an award-winnning effort that has become the nation’s largest public sector
procurement in the solar arena. He explained that, with Santa Clara County as the lead
agency, the project procured power for 70 sites, including community centers, city halls,
fire & police stations, bus yards, and other public facilities, saving participants 10-14
percent in their electricity costs and as much as 75-90 percent in upfront costs.
Director Foster next explained that a second phase of the project is now being proposed,
for Alameda County and parts of Contra Costa County. He further explained that the
members of the Climate Prosperity Council had reviewed the proposal and were
recommending it for approval by the Joint Venture board. He then introduced Caroline
Judy of the General Service Agency for Alameda County, who praised the Joint Venture
board for their leadership and expressed a strong desire on behalf of her county for a
project modeled on the success of Phase 1. Ms. Judy and Director Foster then answered
questions, upon which Director Foster motioned the board’s approval for the extension of
the project into these additional counties. Directors McCalmont and Walker provided
seconds, and the voting was unanimous in the affirmative.
Climate Corps Bay Area. Joint Venture vice president Kara Gross reviewed the history
of the Public Sector Climate Task Force, explaining it was formed to help Silicon Valley
cities understand and reduce their own carbon footprint, and that their first project was to
conduct local government operations greenhouse gas inventories. She then explained that
those 2005 baseline inventories need to be updated with 2010 data, and that Joint Venture
had learned of a model that used college students to perform those updates. Through the
generous support of PG&E, she announced that Joint Venture staff was able to work with
Climate Corps Bay Area, an AmeriCorps program focused on greenhouse gas reduction
activities, to hire a member to develop and oversee the inventory project. Gross then
introduced Climate Corps member John Sztuwkoski, who will work at Joint Venture
through July 2012 to complete the project.
California Clean Energy Resource Fund. Kelly Krpata, Applied Materials Director of
Climate Prosperity at Joint Venture, began by explaining the concept of Energy Service
Agreements, drawing a parallel with Joint Venture’s successful Renewable Energy
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Procurement Project. He explained that Energy Service Agreements allow building
owners to retrofit their buildings with more energy efficient products at no upfront cost (a
significant barrier to entry for many). He finally explained that a major objective of the
Climate Prosperity Council is to accelerate the adoption of these technologies, to
accelerate the emergence of these industries, locally, and to save retrofitters money.
Krpata then introduce Mr. Paul Frankel from the California Clean Energy Fund
(CalCEF), who advised the board how there are companies providing retrofits for
properties valued at $1 million and beyond, but that there was a significant in the market
for commercial buildings priced in the $250,000 to $1 million range. He then explained
the Climate Prosperity Council proposed to create a separate fund administered by
CalCEF in conjunction with Joint Venture, to target these mid-range projects. Funded by
Profit Related Investments (PRI) from local foundations, the California Clean Energy
Resource Fund (CERF) would have specific energy and emission benefits throughout
Silicon Valley.
Krpata and Mr. Frankel then asked Board Members who were interested in retrofitting
their own buildings through CERF to sign up for more information on the program.
Seven board members did so.
Sustainable Schools Task Force. Director Chuck Weis explained advised the board that
a new program had been under exploration, to develop more ways for schools to save
money and fund programs through energy savings and other sustainability programs. He
also explained that the effort would be loosely based on the successful public sector
procurement programs Joint Venture had led in the renewable energy field. He then
introduced Carol Schmitt, a staff member engaged by Joint Venture on an exploratory
basis to test the concept and recruit support (including financial support).
Schmitt explained the possibilities under investigation and reviewed the progress to date.
She advised the board there was a great willingness on the part of the schools to
participate, and an urgent need to achieve cost savings. She also thanked Chevron Energy
Solutions and Solar Cities for providing seed funds for the initiative.
Schmitt and Director Weiss then proposed the formation of a task force to preside over
the effort, and reviewed its charter. After fielding questions Director Weis formalized his
motion and received a second (Struthers). Directors McAfee and Struthers stressed their
own particular interest in providing leadership and support. The voting was unanimous in
the affirmative.
Adjournment. There being no further business to discuss, Co-Chair DiGiorgio adjourned
the meeting at 9:24 a.m.
Approved: __________ day of __________________________________, 2011.
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Memorandum
TO: Joint Venture Board of Directors
FROM: Russell Hancock, President & Chief Executive Officer
DATE: 9 March 2012
SUBJECT: San Jose Airport Competitiveness Strategy
RECOMMENDATION
1. Direct staff to join with business groups and others supporting the need for more air
service at San Jose International Airport
2. Authorize Joint Venture staff to reach out to the air carriers, expressing the region’s
desire for more transcontinental and international flights
DISCUSSION
As you doubtless know, the Mineta San Jose International Airport (SJC) has recently
completed a major phase of its expansion project and opened a brand new terminal. The $1.3
billion project was delivered ahead of schedule and under budget, and since June 2011 SJC
has been operating 28 gates for 13 airlines, and delivering 8.3 million annual passengers to
their flights. With free wireless, comfortable seating, built-in power outlets and many other
amenities, the airport is arguably our region’s best in terms of customer service and traveler
experience.
Curiously, the airport is operating well below capacity, and doesn’t offer Silicon Valley
passengers a robust menu of transcontinental and or international flights. The outcome is
curious because Silicon Valley residents and the large number of companies located here
generate a large proportion of air travel, and yet they bypass their local airport and travel from
San Francisco’s airport (SFO) instead.
Adding to the curiosity, this outcome is not the expressed preference of the management at
SFO. Their leadership would be pleased to see some of their regional and transcontinental
flights distributed to the other airports in the region, an outcome that would reduce tarmac
delays, relieve congestion on the highways, save time, and yield significant environmental
benefits.
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There appears to be a reluctance on the part of the air carriers themselves to add service in
San Jose.
The hope is that a community call to action can change this dynamic. We therefore propose
to join forces with business groups (such as the San Jose/Silicon Valley Chamber of
Commerce and Silicon Valley Leadership Group) in order to:
1. Raise the visibility of this issue
2. Demonstrate market capacity
3. Mobilize our member companies to communicate their preference (to fly SJC) to the
air carriers.
At the board meeting we will receive an extensive background presentation from our board
colleague Bill Sherry, SJC Aviation Director, and his staff. We’ll also ask your advice about
other strategies we can pursue to boost the competitiveness of this important regional asset.
Attachments:
SJC factsheet
SJC Competitiveness strategy memo of 4 October 2011 prepared for San Jose City
Council
M i n e t a S a n J o s é I n t e r n a t i o n a l A i r p o r t
Facts: Silicon Valley’s Airport
Location Located on 1050 acres in the heart of Silicon Valley, Mineta San José International Airport (SJC) is owned and operated by the City of San José. The Airport is bordered on the south by I-880, on the east by Highway 87, and to the north by Highway 101, offering easy access for passengers throughout Silicon Valley and the San Francisco Bay Area. Passenger Traffic 8.2 million annual passengers (2010) Approximately 22,500 passengers daily Terminals Terminal A: 16 gates (including international facilities) Terminal B: 12 gates
Budget x� $74.2 million operating budget (Fiscal Year 2010/11) x� A self-supporting enterprise with revenues coming from
landing fees, rents, concession fees, and other user fees. x� No local taxes are used for the operation or development
of the Airport. x� Federal grants contribute to some capital improvements. x� The Airport has a direct staffing level of about 200
employees and approximately 5,000 airline and other business-based airport positions.
Economic Impact x� Nearly 50,000 jobs in the San José/Silicon Valley area. x� $4 billion a year in direct business spending in the South
Bay Region.
Did you know…
x� SJC serves a market of nearly 3 million people x� SJC has one of the best rankings for on-time
performance among major U.S. airports x� San José has more than 300 sunny days per year with
only five-days of weather-related flight delays x� SJC has beautiful, technologically advanced new
terminals from a $1.3 billion modernization completed in 2011
x� SJC offers free WiFi, comfortable seating with built-in
power outlets, and first-class customer service x� SJC’s new Terminal B is certified LEED silver by the
U.S. Green Building Council x� The San José area is home to the biggest tech giants
in the world including Apple, Google, Yahoo, Cisco, Hewlett Packard, eBay, Adobe and Intel
x� San José is the Capital of Silicon Valley, the 10th
largest city in the U.S., and the largest in Northern California
Photo credit: Fentress, Jason Knowles
New Award Winning Airport!
The $1.3 billion Airport Modernization Program was completed in June 2011 resulting in an award-winning interna-tional airport for San José and Silicon Valley. The comprehensive improve-ments included the construction of the new Terminal B and modernization of the existing Terminal A. Also included was a new rental car center conveniently located across the street from Terminal B and wider roadways with improved lighting and signage. New concessions and customer service amenities, includ-ing comfortable seating with built-in power outlets, free WiFi and public art were added as finishing touches to this world-class airport!
M i n e t a S a n J o s é I n t e r n a t i o n a l A i r p o r t
Airline Service SJC averages approximately 128 commercial and 87 general aviation departures daily. Airlines Operating at SJC Alaska Airlines American Airlines / American Eagle Continental Airlines Delta Air Lines Hawaiian Airlines Horizon Air JetBlue Airways Southwest Airlines United Airlines / United Express US Airways Volaris Airlines
Airport Curfew SJC’s curfew between 11:30 p.m. and 6:30 a.m. prohibits commercial takeoffs or landings by aircraft exceeding an average of 89 decibels, with exceptions based on weather, mechanical, or air traffic control issues. The purpose of the curfew is to minimize nighttime noise associated with airport operations and improve qual-ity of life in nearby neighborhoods. Airport Information For current information on the Airport and its operations, go to www.flysanjose.com or call Airport Customer Service at (408) 392-1150.
Facts: Silicon Valley’s Airport
Two Runways Two 11,000-foot runways are capa-ble of handling aircraft serving most domestic or international des-tinations (Runway 30Right/12Left and Runway 30Left/12Right).
Atlanta Austin Boise Boston Burbank Cabo San Lucas Chicago (Midway) Chicago (O’Hare) Dallas/Ft. Worth Denver
Guadalajara, Mexico Honolulu Houston Kona Las Vegas Los Angeles Lihue Maui Minneapolis/St. Paul New York (JFK)
Ontario, CA Orange County Phoenix Portland Reno Sacramento Salt Lake City San Diego Seattle Spokane
Non-Stop Destinations Served
Updated 10.11.11
Follow SJC on
Convenient Rental Car Center
A state-of-the-art Rental Car Center is home to the Airport’s ten rental car com-panies and their associated operations, including customer service, administra-tive offices, ready/return parking, fueling and maintenance facilities. The facility provides parking spaces for cars. “Hands” Public Art
The Rental Car Center’s impressive fa-çade, created by Christian Moeller, spans 1,240 feet wide and stands seven stories high. The iconic community hands are raised to the sky with gestures of “welcome” and “farewell” to arriving and departing visitors alike.
Cargo Air Transport International Federal Express United Parcel Service 98.7 million pounds annually (2010)
Photo credit: Fentress, Jason Knowles
Photo credit: Fentress, Nick Hedrich
On-Site Parking Hourly lots are closet to the terminals for greeting guests, and daily lots are within walking distance for overnight visitors. For those staying longer, the Economy Lot is a short shuttle ride away and offers affordable pricing. Each lot is competitively priced and convenient. All ADA accessible parking is located in the garages for easy access. For parking information, visit www.flysanjose.com.
CITY OF ~
SAN JOSECAPITAL OF SILICON VALLEY
Distributed on:OCT - 4 2011
Cih/Manager’s Office
MemorandumTO: HONORABLE MAYOR
AND CITY COUNCILFROM: William F. Sherry, A.A.E.
Director of Aviation
SUBJECT: AIRPORT COMPETITIVENESS DATE: October 4, 2011STRATEGY UPDATE
Approved Date / o~i//f~5
INFORMATION
SUMMARY
This memo has been prepared to provide an update on the Airport Competitiveness Strategy andongoing efforts to maintain competitively low costs for airlines in order to keep and attract airservice. Attachment A summarizes the status of the various cost reduction options and othercompetitiveness measures identified at the May 25, 2010, Council meeting, when Council gavedirection to take steps to keep the Airport Cost per Enplaned Passenger (CPE) under $12. Thisinformation was also presented to the Ad Hoc Committee on Airport Competitiveness onSeptember 15, 2011.
Overall the City has lowered its annual Airport operating costs by more than $54,000,000compared to the levels projected in the Airport’s 2007 airline lease agreement that defined long-term CPE targets. At the current level of 4.2 million enplanements per year, this is theequivalent of about a $13 reduction from what the CPE would have been. Without these actionsthe average CPE would have been approximately $25.
During the past several years the Airport has aggressively reduced its costs, including theelimination of more than 200 Airport staff positions since 2008. Other significant measuresinclude the outsourcing of custodial services, relocation of Airport offices, and major reductionsof police and fire staffing at the Airport. With the exception of the full outsourcing of Airportpublic safety services, the most significant cost reduction measures have already beenimplemented. This summer, however, the Airport identified another potential cost reductionmeasure that could save between $500,000 and $900,000 per year by outsourcing parking andtraffic control services. This concept will be evaluated over the next several months so that itcould be brought to the Council for consideration in early 2012.
The Airport must continue to contain costs to maintain the CPE goal directed by Council in May2010. Erosion of projected savings, lack of growth in passenger activity, or other adverse budget
HONORABLE MAYOR AND CITY COUNCILOctober 4, 2011Subject: Airport Competitiveness Strategy UpdatePage 2
actions would require the Airport to identify increasingly difficult solutions that would be verychallenging to sustain for the long-term.
DISCUSSION
The current CPE of $11.67 in the FY 2011-12 Adopted Budget for the Airport is consistent withthe projected annual targets in the 2007 airline lease agreement, despite the 35 percent reductionin enplanements compared to levels projected at that time. The current CPE also reflects thesubstantial use of reserves and other one-time measures to balance the Airport budget, andongoing savings remain essential both to balance the budget and to maintain a competitive CPE.The Airport must both balance its budget as well as maintain a competitive CPE, and a majorityof Airport expenses are not charged to airlines. Therefore the Airport must also continue toreduce expenses for non-airline cost centers keep its budget in balance, even though thesereductions are not reflected in the CPE. Cost reductions noted on Attachment A have beenexpressed on a per-enplanement basis so they can be easily compared, but some redhctionsreduce the airline CPE and others help balance the overall Airport budget.
Average CPE vs. Specific CPE
Although the Airport has successfully met its overall CPE goal of under $12, it is important tonote that this represents the average for all carriers. Depending on an individual airline’s volumeof flights and passengers, its specific CPE at SJC now actually ranges from about $8 to morethan $20. At the lower end, SJC remains very competitive with other airports; at the higher endthe Airport is much less so. Airlines can reduce their CPE dramatically, of course, by increasingthe number of passengers they serve by adding flights and capacity that spread their fixed costsover more passengers. Carriers that have been growing at SJC have successfully accomplishedthis goal. However, the Airport must be very sensitive to perceptions of SJC’s costs by airlinesthat have lower levels of activity, since they look at their specific CPEs rather than the Airport’soverall competiveness target as they evaluate potential route expansions.
Public Safety Outsourcing Update
The current Adopted Budget for the Airport includes the financial assumption that lawenforcement services would be provided by the San Jos~ Police Department for up to sevenmonths during the current fiscal year, and then outsourced to the Santa Clara County Sheriff’sOffice for the remainder of this fiscal year. It also was based on significantly lower staffinglevels by SJPD compared to the prior fiscal year. Since June the Airport and SJPD haveevaluated the reduced staffing level and are discussing alternate approaches to law enforcement.The outcome of these discussions could result in retaining SJPD at the Airport. Staff will bedeveloping this possibility in the coming weeks and will bring specific policy and budgetrecommendations for Airport law enforcement to Council by December.
HONORABLE MAYOR AND CITY COUNCILOctober 4, 2011Subject: Airport Competitiveness Strategy UpdatePage 3
Outsourcing of Parking and Traffic Control Services
This month the Airport started the process to evaluate the possible outsourcing of SJC parkingand traffic control services at terminal curbs. This would affect 20 positions at the Airport andtrigger seniority bumping in the Department of Transportation. Potentially affected employeesin both departments were notified this month. This process will include the development of abusiness case for outsourcing as required under Council Policy 0-41, as well as the requirementto meet and confer with effected bargaining units regarding the potential outsourcing. Theestimate for potential Airport savings ranges between $500,000 and $900,000 annually. Staffanticipates the preliminary business case would be completed by early 2012.
Use of Unspent TAIP Bond Funds
In May 2010 Council approved staff’ s recommendation that unspent bond funds remaining fromthe Terminal Area Improvement Program should be kept in reserve when they become availablein order to help maintain the Airport’s cost competitiveness for the short term. The use of thesefunds to reduce the CPE would not change the need for the Airport to reduce its operating costs,and staff recommended that this measure be considered only after other cost reductions wereachieved. Use of bond funds is subject to legal limitations based upon the underlying bondprovisions and applicable law. Proposed use of unspent Airport bond proceeds is under reviewby the Finance Department, the City Attorney’s Office, and bond counsel. If legally allowable,however, the use of bond funds for CPE reduction would eliminate their potential use for futureeligible capital improvements. The amount of these funds is currently estimated at more than$100,000,000.
West Side Development
In June 2010 Council amended the Airport Master Plan to re-designate the west side property forfuture General Aviation uses. Planning and public outreach are now underway to identify andevaluate alternatives leading to better aviation services for Silicon Valley that could alsogenerate revenue for both the Airport and the General Fund. The Council adopted West SideDevelopment Principles on August 2011 to guide policy making for the development of theAirport’s west side. The principles focus on safety, the Airport’s role as an economic driver forSilicon Valley, its place as an important component of the regional transportation system, and itsfinancial contributions to both the City of San Jos~ and the Airport’s own financial stability.
In the near term, the Airport plans to issue a Request for Proposals in early 2012 to seek private-sector interest in developing new facilities for General Aviation services on the west side, andstaff anticipates bringing recommendations to the Council by mid-2012. Related to this potentialdevelopment, one of the key questions to be considered over the next several years is the futureof Runway 11/29, the 4600-foot General Aviation runway. The Airport is currently conductingtechnical studies about airfield and air space capacity to provide information for the public, themarket, and local and federal policy makers about whether it is possible or desirable to keep,alter, or close this runway and the potential impacts related to future development.
HONORABLE MAYOR AND CITY COUNCILOctober 4, 2011Subject: Airport Competitiveness Strategy UpdatePage 4
Air Service Development
Increasing the number of passengers and flights at SJC is the most positive solution to theAirport’s competitiveness challenge as costs can be spread over more enplanements and thusreduce the CPE. With the leadership from the Mayor and Council and support from SiliconValley Leadership Group and San Joss Silicon Valley Chamber of Commerce, the City continuesto actively engage Silicon Valley business and community leadership to help attract new aircarriers and routes. Not only do more enplanements reduce the CPE, additional passengers alsohelp generate Airport revenue from Passenger Facilities Charges, parking fees, rental car fees,and concessions sales. Long-term sustainable growth in passenger activity is necessary to restorefinancial stability and to ensure competitiveness for airlines.
The number of flights at SJC has been growing over the past year as a result of the completion ofthe new Airport, staft" s active pursuit of carriers and flights, and the engagement by City andbusiness leadership. Passenger activity has increased 2.5 percent over the past 12 months, awelcome return to growth that reverses the direction of the prior three years, and daily flightshave increased by approximately 3.2 percent. In the second quarter of 2011, airlines added a netof about 35 flights per week at SJC, and service to Hawaii will have increased from one to 4.5daily flights by March 2012.
CONCLUSION
The Airport competitiveness strategy is essential both to retain current airline partners and airservice and to attract new flights and airlines in the future. Even with significant commitment tokeep Airport costs and policies competitive, along with the substantial cost savings alreadyachieved, success is not guaranteed. Although reducing and controlling Airport costs will notensure long-term success, not controlling costs will certainly ensure failure.
/s/-WILLIAM F. SHERRY, A.A.EDirector of Aviation
For questions, please contact William F. Sherry, A.A.E., Director of Aviation, at (408) 392-3611.
Status of Airport Reduction Options andCompetitiveness MeasuresSeptember 2011
Alternative Key Status
Outsourcing of Airport The current Adopted Budget for the Airport includes the financialPolice Services assumption that law enforcement services would be provided by the
San Josd Police Department for up to seven months during thecurrent fiscal year, and then outsourced to the Santa Clara CountySheriff’s Office for the remainder of this fiscal year. Since June theAirport and SJPD have been discussing alternate approaches to lawenforcement that could result in retaining SJPD at the Airport. Staffwill be developing this possibility this fall and plans to bring specificpolicy and budget recommendations for Airport law enforcement toCouncil by December.
Outsourcing of Airport Staff completed an RFP process for contracting out Airport Rescue
Fire Services and Fire Fighting (ARFF) services in spring 2011 and selectedWackenhut Services, Inc. (WSI) to begin negotiations. In June, theCity accepted a federal SAFER grant that allows the City to retainfirefighter positions for two years, including ARFF positions at theAirport’s Station 20. Under the terms of the grant, the Airport’ssecond-year costs for ARFF services will be approximately the sameas proPOsed by WSI for 2012-2013. Impact on the CPE in 2011-2012 is an additional $1,066,000 or $.25 in CPE over the cost ofoutsourcing for the full two-year period. The possibility ofoutsourcing ARFF services would be reconsidered in early 2013 inanticipation of the termination of the SAFER grant.
Restructuring of Santa On August 16, 2011, Council approved a new agreement with VTAClara Valley to reduce the annual costs associated with the Airport Flyer Route 10Transportation that provides free transportation between the First Street Metro stop,Authority (VTA) Flyer the Airport, and the Santa Clara Transit Center/Cal Train Station.Bus Services Under the new agreement, the Airport will pay VTA a fiat annual
cost of $625,000 per year rather than half the operating costs. Thismulti-year contract (though 2014) will save over $480,000 annually,an equivalent of $. 11 reduction to the CPE, while providing freepublic transit for passengers and employees at the Airport.
Reduction of Airport The Airport-Airline Lease and Operating Agreements have capped
Overhead Charges overhead associated with Airport Operating Budget salaries at 25%.Starting with 2011-2012 all overhead associated with Airportoperating funds have been capped at 25%, and have beenincorporated into the adopted budget. Ongoing savings associatedwith the change in 2011-2012 is $1.3 million, approximately $0.31on CPE.
Status of Airport Reduction Options andCompetitiveness MeasuresSeptember 2011
Alternative Key StatusAirline Consortium for Airport staff worked with airline representatives to identifySpecific Operating and opportunities where a consortium might reduce costs. As a result ofMaintenance Functions the efficiencies and reductions introduced over the course of the last
three years, the airlines have agreed that a consortium would not beable to further reduce Airport costs.
Economic Impact Study The Economic Impact Study is on hold. The Airport is monitoring- Potential Downtown potential development in the downtown corridor to ensure thatObstructions and Flight obstruction issues are known in a timely manner and impacts to thePath Alternatives Airport’s !ong-term efforts to secure transcontinental and
transoceanic flights are recognized. This step does not have animpact on CPE, but obstruction issues have significant potential tonegatively affect future air service.
Airport Living Wage On December 7, 2010, Council approved revisions to the AirportModifications Living Wage Ordinance bringing the application of living wage at
SJC more into parity with other Bay Area airports, and thus reducingregional competitive disadvantages for the Airport. Moving from aproactive enforcement program to enhanced complaint-basedenforcement with annual reporting and auditing has allowed the 2011reduction of 0.50 FTE Contract Compliance Specialist. Annualsavings associated with the reduction are approximately $65,000 orabout $0.02 on the CPE.
Aggressive Expenditure The Airport continues to exercise very conservative financialControl management controls. The Airport’s non-personal base budget was
reduced by $8.8 million in 2011-2012 through efficiencies,reductions and consolidations. Year-end expenditure savings of $11million in 2009-2010 supported budget balancing on a one-timebasis. Savings available at the end of2010-2011 will be used tooffset future shortfalls, however as with the General Fund thesesavings are one-time in nature and as a result can not be depended onto solve the projected ongoing shortfalls anticipated in the future.
Administrative The search for administrative efficiencies is an ongoing process.Efficiencies Staff continues to review policies and practices that impact
efficiency, resources and service delivery. The Airport Master Planhas been reviewed for those items that could both reduce potentialcapital and future operating costs, as well as to identify projects thatprovide a significant return on investment. Introduction of newAirport eastside parking lots are an example of just this type ofproject. Not only will the new lots provide enhanced customerservice improving proximity and timely access to the terminal gates,the relocation will allow significant busing cost reductions. Progresscontinues on the streamlining of multiple cost accounting systemsand simplification of taxi administration.
Status of Airport Reduction Options andCompetitiveness MeasuresSeptember 2011
Alternative Key StatusUse of unspent TAIP In May 2010 Council approved staff’s recommendation that unspentbond funds bond funds remaining from the Terminal Area Improvement
Program should be kept in reserve when they become available inorder to help maintain the Airport’s cost competitiveness for theshort term. Use of bond funds is subject to legal limitations basedupon the underlying bond provisions and applicable law. Proposeduse of unspent Airport bond proceeds is under review by the FinanceDepartment, the City Attorney’s Office, and bond counsel. If legallyallowable, however, the use of bond funds for CPE reduction wouldeliminate their potential use for future eligible capital improvements.The amount of these funds is currently estimated at more than $100million.
Memorandum
TO: Board of Directors
FROM: Paul Gustafson, Chair, Communications Committee of the Board
Duffy Jennings, Vice President, Communications
DATE: 9 March 2012
SUBJECT: COMMUNICATIONS UPDATE
The Communications Department was active since our previous board meeting with
ongoing programs, announcements, publications, Web site development and social
media, as well as planning and execution of our communications strategy for the 2012
State of the Valley conference.
Activities over the quarter included writing and publishing the monthly newsletter, Valley
Vision, news announcements, print and online editorial management and ongoing media
relations around key developments of Joint Venture initiatives.
In addition to specific news developments, Joint Venture receives national and regional
media exposure for its initiatives and as a leading voice on the Silicon Valley trends.
Media frequently seek our comment on economic issues in particular.
Highlights during the period included:
STATE OF THE VALLEY
This year’s conference and Silicon Valley Index generated more news coverage than any
previous year. Some highlights:
• 500+ Reads of Index release online
• 190+ News articles, including the Wall St. Journal, New York Times,
Bloomberg/Businessweek, Associated Press and many local and national
newspapers
• Prop. 13 op-ed by Russell Hancock and Emmett Carson in San Francisco
Chronicle
• Prop. 13 editorial in San Jose Mercury News
• KQED one-hour special
• NBC, CBS, ABC, FOX, CNET, KCBS, KLIV
The latest news coverage of Joint Venture is always posted on the left side of our home
page and in our Newsroom section on the Joint Venture site. We will be discussing State
of the Valley coverage in detail at the board meeting on March 16.
“INSIDE SILICON VALLEY”
“Inside Silicon Valley,” Joint Venture’s weekly public affairs radio program on 1590
KLIV, which launched last July, will air its 35th
show tonight with San Jose City Council
member Sam Liccardo. Recent guests have included former Chicago Mayor Richard
M. Daley, economist Stephen Levy and VTA general manager Michael Burns.
CEO Russell Hancock is the host and interviewer of the show, which airs every Friday at
7 p.m. and again on Sunday at noon and is then posted to the Multimedia section of our
website. To hear previous programs, click here.
NEWSLETTERS
In collaboration with Joint Venture staff and board members, we plan, write, edit and
publish Valley Vision, our monthly electronic newsletter. Since our last board meeting,
we published the December, January, February and March issues. Profiles featured Santa
Clara County Schools Superintendent Chuck Weis and 2012 David Packard Award
recipient John A. Sobrato.
NEWS RELEASES/SOCIAL MEDIA
RELEASES
February 7, 2012 – 2012 Silicon Valley Index: Region mounting impressive recovery
January 18, 2012 – John A. Sobrato wins 2012 David Packard Award
December 13, 2011 - Joint Venture wins Governor's Environmental Leadership Award
SOCIAL MEDIA Joint Venture’s social media outreach continues to grow and build our brand in the
community. To follow us on any of the media below, click on the icons for Facebook,
Twitter, LinkedIn and YouTube on our home page.
Facebook Joint Venture’s Facebook fan page currently has 684 fans, an increase of 35 since our
previous report. We average more than 415 page views per week and 371 weekly active
users.
Twitter Our Twitter page currently has 458 followers, 41 more than our previous report. We have
posted 636 tweets.
Our LinkedIn Group has 121 members, up 13 from our previous report.
WEBSITE TRAFFIC
November
Visits: 4010; Page views: 12068; Pages/visit: 3.01
December
Visits: 3601; Page views: 9880; Pages/visit: 2.4
January
Visits: 6625; Page views: 19,283; Pages/visit: 2.91
February
Visits: 7728; Page views: 20,767; Pages/visit: 2.69
NEWSLETTER STATS
November
Sent: 7821
Views: 2276
December
Sent: 7600
Views: 2060
January
Sent: 12,230
Views: 8678
MEDIA COVERAGE – Media coverage during the period included:
February 27, 2012 - (Associated Press) - Recovery Bypasses Silicon Valley Non-Tech
Workers: But that recovery has not had the same ripple effect on the region as a whole
compared to previous tech booms, said Russell Hancock, head of Joint Venture, one of
the groups behind the index. More.
February 24, 2012 - (New York Times) - Silicon Valley Neighbors, Facing Vastly
Different Tax Rates: “...or we are going to have to rethink our whole system,” said
Emmett Carson, the chief executive of the Silicon Valley Community Foundation, which
along with another nonprofit group, Joint Venture Silicon Valley, released a report this
month calling for major revisions to Proposition 13. More.
February 23, 2012 - (Scripps News) - Economic Divide in Silicon Valley is Huge: For
the region's better off and better educated, 2011 was a "bonanza," in the words of Russell
Hancock, CEO of the nonprofit Joint Venture Silicon Valley, which co-produced the
survey. But, hold the celebrations. More.
February 22, 2012 - (Peninsula Press) - Developers and City Disagree; Downtown Palo
Alto Lot "In Flux" for a Year: According to the 2012 Silicon Valley Index, a yearly
survey of the government, economy, and society of the region, the shrinking middle class
is a serious threat to the community. More.
February 17, 2012 - (Fox & Hounds Daily) - Joint Venture Silicon Valley Wants
Changes to Prop. 13: Joint Venture Silicon Valley focused on Proposition 13 at a
conference last week issuing a report that Proposition 13 should be part of a discussion
about restructuring the tax system. No other part of the tax system was in the report’s
crosshairs. More.
February 13, 2012 - (Peninsula Press) - Experts Say Silicon Valley Isn't Living up to Its
Artistic Potential: “Silicon Valley is the epicenter for thought about change,” Joel
Slayton said at Friday’s conference, which was sponsored by Joint Venture Silicon
Valley and the Silicon Valley Community Foundation. More.
February 13, 2012 - (KQED News) - Silicon Valley Divided - New Report Shows Tech
Sector Growing, Middle Class Hurting: Russell Hancock, Joint Venture chief executive
officer, pointed to companies involved in cloud computing, Internet, mobile devices and
social media as “clear drivers” of the rise in employment. More.
February 12, 2012 - (San Francisco Chronicle) - Guest Column by Russell Hancock and
Emmett D. Carson, Ph.D.: Prop. 13 Doesn't Fit California's New Economy: It's clearly
time to talk about reform, and when we do, Prop. 13 needs to be squarely on the table.
More.
February 12, 2012 - (San Francisco Chronicle) - Hires and Promotions: San Jose State
University President Mohammad Qayoumi and San Jose Mineta International Airport
Aviation Director Bill Sherry were elected to the board of directors of Joint Venture
Silicon Valley. More.
February 10, 2012 - (Peninsula Press) - Silicon Valley Leaders Ponder How to ‘Go
Green’ at San Jose Conference: According to the Joint Venture Silicon Valley Index
report, released Tuesday, “Venture capital investment in clean technology nearly doubled
over the prior year and was strongest in Energy Generation, Efficiency and Storage."
More.
February 10, 2012 - (Mountain View Voice) - Silicon Valley Economy Rebounding,
Report Says: The valley's employment base grew by 3.8 percent in the past 12 months,
and the unemployment rate dropped to 8.3 percent — compared to a national
unemployment rate of 11 percent, said Russell Hancock, president and CEO of Joint
Venture Silicon Valley. More.
February 10, 2012 - (Palo Alto Online) - Prop. 13: The Elephant is Finally in the Room:
Calling California's tax system "broken," the head of the Silicon Valley Community
Foundation called this week for a re-examination of Proposition 13 and other policies
governing revenue that support public services in the state. More.
February 10, 2012 - (Peninsula Press) - Tech Sector Sees Growth, but Panel Warns
Communities Face Social and Economic Threats: According to Russell Hancock,
president and chief executive officer of Joint Venture Silicon Valley, public institutions
are locked in a fiscal crisis. “We can’t see any way out of it. Our public revenues are
completely squeezed,” he said this morning. More.
February 10, 2012 - (San Francisco Chronicle) - Heads Up: The economic health of
Silicon Valley is the subject of today's State of the Valley conference at the San Jose
convention center. Sponsored by Joint Venture Silicon Valley, the confab includes panels
on rethinking California's tax system, green energy and the environment, and arts and
culture. More.
February 10, 2012 - (Peninsula Press) - Proposition 13 Hurts School and Government
Funding in Silicon Valley, Experts Say: And 36 percent of students in Silicon Valley do
not meet the basic University of California and California State University requirements,
said Russell Hancock, president and Chief Executive Officer of Joint Venture Silicon
Valley. More.
February 13, 2012 - (Peninsula Press) - Experts Say Silicon Valley Isn't Living up to Its
Artistic Potential: “Silicon Valley is the epicenter for thought about change,” Joel
Slayton said at Friday’s conference, which was sponsored by Joint Venture Silicon
Valley and the Silicon Valley Community Foundation. More.
February 13, 2012 - (KQED News) - Silicon Valley Divided - New Report Shows Tech
Sector Growing, Middle Class Hurting: Russell Hancock, Joint Venture chief executive
officer, pointed to companies involved in cloud computing, Internet, mobile devices and
social media as “clear drivers” of the rise in employment. More.
February 12, 2012 - (San Francisco Chronicle) - Guest Column by Russell Hancock and
Emmett D. Carson, Ph.D.: Prop. 13 Doesn't Fit California's New Economy: It's clearly
time to talk about reform, and when we do, Prop. 13 needs to be squarely on the table.
More.
February 12, 2012 - (San Francisco Chronicle) - Hires and Promotions: San Jose State
University President Mohammad Qayoumi and San Jose Mineta International Airport
Aviation Director Bill Sherry were elected to the board of directors of Joint Venture
Silicon Valley. More.
February 10, 2012 - (Peninsula Press) - Silicon Valley Leaders Ponder How to ‘Go
Green’ at San Jose Conference: According to the Joint Venture Silicon Valley Index
report, released Tuesday, “Venture capital investment in clean technology nearly doubled
over the prior year and was strongest in Energy Generation, Efficiency and Storage."
More.
February 10, 2012 - (Mountain View Voice) - Silicon Valley Economy Rebounding,
Report Says: The valley's employment base grew by 3.8 percent in the past 12 months,
and the unemployment rate dropped to 8.3 percent — compared to a national
unemployment rate of 11 percent, said Russell Hancock, president and CEO of Joint
Venture Silicon Valley. More.
February 10, 2012 - (Palo Alto Online) - Prop. 13: The Elephant is Finally in the Room:
Calling California's tax system "broken," the head of the Silicon Valley Community
Foundation called this week for a re-examination of Proposition 13 and other policies
governing revenue that support public services in the state. More.
February 10, 2012 - (Peninsula Press) - Tech Sector Sees Growth, but Panel Warns
Communities Face Social and Economic Threats: According to Russell Hancock,
president and chief executive officer of Joint Venture Silicon Valley, public institutions
are locked in a fiscal crisis. “We can’t see any way out of it. Our public revenues are
completely squeezed,” he said this morning. More.
February 10, 2012 - (San Francisco Chronicle) - Heads Up: The economic health of
Silicon Valley is the subject of today's State of the Valley conference at the San Jose
convention center. Sponsored by Joint Venture Silicon Valley, the confab includes
panels on rethinking California's tax system, green energy and the environment, and arts
and culture. More.
February 10, 2012 - (Peninsula Press) - Proposition 13 Hurts School and Government
Funding in Silicon Valley, Experts Say: And 36 percent of students in Silicon Valley do
not meet the basic University of California and California State University requirements,
said Russell Hancock, president and Chief Executive Officer of Joint Venture Silicon
Valley. More.
February 9, 2012 - (San Jose Mercury News) - Editorial - Joint Venture's Latest Index
Takes on Sacred Cow: Prop. 13: ...it (Prop. 13) ought to be on the table when sales tax
reform and other ideas are considered. The Joint Venture report provides a factual
foundation for that debate. More.
February 8, 2012 - (The Times of India) - Cloud Computing, Apps Power Jobs Growth
in Silicon Valley: Silicon Valley is creating jobs and wealth for highly skilled workers but
may be leaving some residents behind as employment closes in on pre-Great Recession
levels, according to a report released Tuesday. More.
February 8, 2012 - (San Francisco Chronicle) - Silicon Valley's Huge Economic Divide:
For the region's better off and better educated, 2011 was a "bonanza," in the words of
Russell Hancock, CEO of the nonprofit Joint Venture Silicon Valley, which co-produced
the survey. But, hold the celebrations. More
February 8, 2012 - (NBC Bay Area and MSNBC) - Silicon Valley Economy Good,
Hesitant: Normally a cheering section for the high-tech industry, the report's author, Joint
Venture Silicon Valley, warns "we don't see [our report] as a cause for celebration."
Video.
February 7, 2012 - (Fox News) - Report: Silicon Valley Sees Growth in Jobs, Wealth:
"Silicon Valley does seem to be mounting a fairly impressive recovery," said Russell
Hancock, president and chief executive of Joint Venture Silicon Valley, a nonprofit that
compiles the index annually. More.
February 7, 2012 - (Bloomberg/Businessweek) - Report: Silicon Valley Sees Growth in
Jobs, Wealth: "Silicon Valley does seem to be mounting a fairly impressive recovery,"
said Russell Hancock, president and chief executive of Joint Venture Silicon Valley, a
nonprofit that compiles the index annually along with the Silicon Valley Community
Foundation. More.
February 7, 2012 - (CNET) - Silicon Valley Economy Recovering Faster Than the
Nation: Silicon Valley is experiencing a surge in job growth and wealth, outpacing the
national economic recovery, according to a new report released today. More.
February 7, 2012 - (CBS News) - Report: Silicon Valley Sees Growth in Jobs, Wealth:
Hancock said the improving economy hasn't resulted in the same widespread benefits as
previous periods of growth. In the past, he said, advances in the high-tech industry would
also create many mid-level jobs that served as the "spine" of Silicon Valley. More.
February 7, 2012 - (KCBS 740) - Silicon Valley Economy Shows Major Gains: The 2012
Silicon Valley Index was released on Tuesday and showed that the region added 42,000
jobs last year, a jump of nearly 4 percent. Audio.
February 7, 2012 - (Newsday) - Report: Silicon Valley Sees Growth in Jobs, Wealth: Job
growth occurred in all major sectors of the Silicon Valley economy except
manufacturing. Key industries adding jobs included cloud computing, mobile devices,
mobile apps, Internet companies and social media. More.
February 7, 2012 - (Wall Street Journal) - Silicon Valley Recovering Faster Than
Nation: "Tech used to be the tide that would lift all boats," said Mr. Hancock. "But it's no
time to be popping corks" now. More.
February 7, 2012 - (Silicon Valley/San Jose Business Journal) - Silicon Valley Index
Shows Tech Revival Drives Recovery: At a press conference Tuesday in downtown San
Jose, Joint Venture CEO Russell Hancock said that almost every sector in the valley
posted modest job growth this past year. More.
February 7, 2012 - (ABC News) - Report: Silicon Valley Report Sees Growth in Jobs,
Wealth: "Silicon Valley does seem to be mounting a fairly impressive recovery," said
Russell Hancock, president and chief executive of Joint Venture Silicon Valley, a
nonprofit that compiles the index annually along with the Silicon Valley Community
Foundation. More.
February 7, 2012 - (Palo Alto Weekly) - Silicon Valley Economy Rebounding, Report
Says: "Silicon Valley does appear to be mounting a fairly impressive recovery. We were
the last to succumb to the national recession and appear to be the first to be emerging out
of it," (Joint Venture CEO Russell) Hancock said in a press briefing. More.
February 7, 2012 - (Bay Citizen) - Silicon Valley Leaders: Prop. 13 Not Working
Anymore: The housing crisis that began in 2008 could have a crippling effect on
California's ability to provide government services for a generation, according to a new
report released Tuesday by the Silicon Valley Community Foundation and Joint Venture
Silicon Valley. More.
February 7, 2012 - (Palo Alto Weekly) - Silicon Valley Economy Rebounding, Report
Says: "Silicon Valley does appear to be mounting a fairly impressive recovery. We were
the last to succumb to the national recession and appear to be the first to be emerging out
of it," (Joint Venture CEO Russell) Hancock said in a press briefing. More.
February 7, 2012 - (ABC7 News) - Report: Silicon Valley Leading U.S. Out of
Recession: However, the index also pointed out that small businesses are "clearly not out
of the rough," said Russell Hancock, CEO of Joint Venture. Video.
February 7, 2012 - (San Jose Mercury News) - Silicon Valley Job Growth Sizzles in
2011, but New Report Also Issues Warnings: "The gap between those succeeding and
those struggling grows wider and wider," Hancock said. "It's as if we're becoming two
valleys."
Memorandum
TO: Joint Venture Board of Directors
FROM: Russell Hancock, President & CEO
DATE: 9 March 2012
SUBJECT: BOARD NOMINATIONS
RECOMMENDATION
Approve the election of two new directors.
DISCUSSION
I’m pleased to report that Steven Hemminger, a partner at Alston & Bird, expresses
himself willing to serve on the Joint Venture board. Please find his bio attached.
I regret to report that one of our board colleagues will be departing: Lisa Portnoy at Ernst
& Young has accepted a European assignment for the firm. We wish her the best and
thank her warmly for her service. We thank her as well for recruiting her replacement:
Joe Hogan is a senior partner at Ernst & Young and the leader of their business tax
services practices. He expresses himself willing to represent the firm on the Joint Venture
board.
I warmly recommend the election of both.
STEVEN D. HEMMINGER
Partner
Alston + Bird LLP
Steve Hemminger is Partner-in-Charge of the firm’s Silicon Valley office and is a partner
in the firm’s Intellectual Property Litigation Group. His practice focuses principally on
litigating intellectual property disputes involving high technology in all forums, nationally
and internationally. He has substantial experience in litigation of patent, trademark and
trade secret cases in the electronics, semiconductor and computer software and hardware
fields.
Steve’s experience also includes managing small and large patent and trademark
portfolios related to wireless telephony and LANs, computers, mechanical devices and
medical devices in the U.S. and foreign patent offices, as well as counseling clients on
international licensing of intellectual property portfolios. He also has extensive
experience related to infringement and validity analysis for prospective litigation.
In the course of his 20 plus-year career, he has been involved in over 35 major intellectual
property litigations in numerous jurisdictions. Most recently, Steve was co-counsel for the
world's leading EDA technologies and engineering services company in a $1 billion suit
alleging patent infringement and related state and federal claims.
Steve received his B.S. in mechanical engineering from the Rensselaer Polytechnic
Institute in 1974 and his J.D., magna cum laude, from the Southwestern University
School of Law in 1983. He is a member of the State Bar of California, the American Bar
Association, the Santa Clara Bar Association and the American Intellectual Property Law
Association. He is admitted to practice before the U.S. Supreme Court, the U.S. Courts of
Appeals for the 9th and Federal Circuits, and the U.S. District Courts for the Northern,
Central, Eastern and Southern Districts of California. He is registered to practice before
the United States Patent and Trademark Office (Reg. No. 30,755). Steve is recognized
in Chambers USA: America’s Leading Lawyers for Business in the area of intellectual
property. He is also named in The Best Lawyers in America for 2012.
For the past four years, Steve has taught seminars to engineering students at Princeton
University on various topics ranging from basic concepts of intellectual property to
specific issues such as Internet-related infringement issues, Field Programmable Gate
Array (FPGA) Technology and pervasive information systems. He also volunteers his
time as an arbitrator in the Santa Clara Superior Court.
JOE HOGAN
Partner, West Sub-Area Leader for Business Tax Services
Enrst & Young
Joe is a tax partner in our San Jose, California office and is currently Ernst & Young’s
West Sub-Area Leader for Business Tax Services (BTS). BTS consists of US federal tax
planning and compliance services, tax accounting and risk advisory services and tax
policy and controversy services.
Joe began his career with Ernst &Young in San Jose in 1989 and spent the first 17 years
of his career working with multinational technology clients specializing in federal income
tax, transactions and tax accounting matters. He led tax service teams for many of Ernst
&Young’s largest technology clients such as Sun Microsystems, PeopleSoft, Siebel
Systems, SanDisk and many others.
In January 2006, Joe relocated to Ernst & Young’s Zurich, Switzerland office. While
there he served European based global clients including ABB Ltd, UBS, Credit Suisse
and others. While in Zurich, Joe was also Ernst & Young’s global leader for Tax
Accounting and Risk Advisory Services practice (TARAS). In this role, Joe was
responsible for the growth of EY’s global TARAS network and helping clients deal with
the tax accounting implications of an increasingly complex global regulatory environment
including the adoption of IFRS, SOX 404 and FIN48. Joe was a frequent speaker on these
topics at conferences and seminars throughout Europe. Joe relocated to San Jose in July
2009.
Joe received his B.S in Accounting from Wake Forest University and is a United States
Certified Public Accountant in the state of California.
Memorandum
TO: Joint Venture Board of Directors
FROM: Neil Struthers, Finance Committee
Mary Dent, Finance Committee & Treasurer
Mairtini Ni Dhomhnaill, Finance Committee
Chris DiGiorgio, Audit Committee (proposed) & Co-Chair of the board
Eric Houser, Audit Committee (proposed)
Russell Hancock, President & Chief Executive Officer
DATE: 9 March 2012
SUBJECT: Audit Findings and Recommendations
RECOMMENDATIONS
1. Review and approve the report of the outside auditors for fiscal year 2010-2011
2. Approve the creation of a separate audit committee of the board
3. Approve the adoption of the
DISCUSSION
Joint Venture engages an external auditor on an annual basis to review the organizations
financials and render an opinion on the controls and procedures carried out by the
management.
This year we engaged the services of Robert Lee & Associates, who carried out a
thorough review and have issued an unqualified opinion. Their management advisory
letter is attached, as well as the audited financial statements.
We have carefully reviewed these materials with the auditors and have no issues or
concerns to report to the board. We have asked the lead auditor Nasi Raissian to make a
brief, high-level presentation to the board at the March 16 meeting and to answer
questions.
Apart from some minor procedural suggestions, the auditors have made two substantive
recommendations that we recommend for formal approval by the entire board:
1. Create a separate audit committee. Until now Joint Venture has had the finance
committee serve as the audit committee as well. We have been advised that it is
better practice for an organization of our size to create a free standing audit
committee. Accordingly, we recruited three board members to serve as charter
members, Chris DiGiorgio (who also serves as co-chair of the board), Eric
Houser, and Joe Hogan. Though the committee is not yet formally constituted by
board vote, Houser and DiGiorgio very graciously joined with the finance
committee to meet with the auditor last month. At the March 16 meeting we will
ask you to ratify the creation of this new committee, and to elect Houser,
DiGiorgio and Hogan as members.
2. Adopt a conflict of interest policy. We have been advised that it is best practice
for an organization of our type and size to have a formally approved conflict of
interest policy providing definitions and enumerating procedures for recusal when
appropriate. We have therefore drawn up a draft policy for the board’s approval
(attached), which we will motion at the March 16 meeting.
We have further been advised that it if Joint Venture is to model the best
practices, every member of the board will sign a disclosure form, annually. Please
find a draft attached, and we will invite your discussion at the March 16 meeting.
Ms. Raissian will also be available at the board meeting to answer questions relating to
the conflict policies and procedures.
Attachments:
Audited Financial Statements for Fiscal Year 2010-2011
Management Advisory Letter
Briefing slides from Robert Lee & Associates
Proposed conflict of interest policy
Proposed conflict disclosure form
Financial Statements June 30, 2011 and 2010
Together with Independent Auditors’ Report
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK TABLE OF CONTENTS
June 30, 2011
PAGE INDEPENDENT AUDITORS’ REPORT 1 FINANCIAL STATEMENTS Statement of Financial Position 2 Statement of Activities and Changes in Net Assets 3 Statement of Functional Expenses 4 Statement of Cash Flows 5 Notes to Financial Statements 6 - 14
DRAFT
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INDEPENDENT AUDITORS’ REPORT To the Board of Directors of Joint Venture: Silicon Valley Network We have audited the accompanying statement of financial position of Joint Venture: Silicon Valley Network (the “Organization”), a California public service corporation, as of June 30, 2011, and the related statement of activities and changes in net assets and cash flows for the year then ended. These financial statements are the responsibility of the Organization’s management. Our responsibility is to express an opinion on these financial statements based on our audit. The financial statements of the Organization as of June 30, 2010 were audited by other auditors. Those auditors expressed an unqualified opinion on those financial statements in their report dated April 18, 2011. We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes consideration of internal control over financial reporting as a basis for designing audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control over financial reporting. Accordingly, we express no such opinion. An audit also includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Organization as of June 30, 2011, and the results of its activities and changes in net assets and its cash flows for the year then ended in conformity with accounting principles generally accepted in the United States of America. San Jose, California DATE OPEN
DRAFT
2011 2010ASSETS:
Cash and cash equivalents $ 389,061 $ 475,037Accounts receivable - 22,350 Grants receivable, net (Note 3) 484,003 220,517Prepaid expenses 25,442 45,786Deposits 7,614 7,614Furniture and equipment, net (Note 4) 6,851 10,948
Total assets $ 912,971 $ 782,252
LIABILITIES AND NET ASSETS:
LiabilitiesAccounts payable $ 24,362 $ 28,194Accrued expenses 31,464 20,398Deferred rent 39,970 20,353
Total liabilities 95,796 68,945
Commitment
Net assets:Unrestricted 296,529 188,720Temporarily restricted 520,646 524,587
Total net assets 817,175 713,307
Total liabilities and net assets $ 912,971 $ 782,252
JOINT VENTURE: SILICON VALLEY NETWORKStatement of Financial Position
June 30,
The accompanying notes are an integral part of these financial statements2
DRAFT
2010 Temporarily (Comparative)
Unrestricted Restricted Total TotalSUPPORT AND REVENUE:
Support:Contributions and grants:
Corporate (Note 1) $ 394,244 $ 371,500 $ 765,744 $ 748,514 Cities and counties 161,517 300,692 462,209 634,672 Foundations 150,000 240,000 390,000 530,000 Individuals 200 - 200 5,000
Total support 705,961 912,192 1,618,153 1,918,186
Revenue:Event income:
Contributions 277,845 - 277,845 263,932 Registration fees 34,285 - 34,285 25,384
Total event income 312,130 - 312,130 289,316
Investment income 1,511 - 1,511 608 Miscellaneous 250 - 250 -
Total revenue 313,891 - 313,891 289,924
Net assets released from restrictions 916,133 (916,133) - -
Total support revenue 1,935,985 (3,941) 1,932,044 2,208,110
EXPENSES:
Program services:Community initiatives and projects 1,254,149 - 1,254,149 1,417,871
Supporting services:Management and general 379,106 - 379,106 293,287 Fundraising 194,922 - 194,922 72,675
Total supporting services 574,027 - 574,027 365,962
Total expenses 1,828,176 - 1,828,176 1,783,833
Change in net assets 107,809 (3,941) 103,868 424,277
Other changes in net assets (Note 5) - - - (185,163)
Net assets, beginning of year 188,720 524,587 713,307 474,193
Net assets, end of year $ 296,529 $ 520,646 $ 817,175 $ 713,307
JOINT VENTURE: SILICON VALLEY NETWORKStatement of Activities and Changes in Net Assets
2011
For the Year Ended June 30, 2011With Comparative Totals for the Year Ended June 30, 2010
The accompanying notes are an integral part of these financial statements3
DRAFT
2010Program Services
Management& General Fundraising Total Total
Salaries $ 430,171 $ 27,218 $ 63,775 $ 521,164 $ 497,177 Employee benefits 31,231 18,043 25,616 74,889 59,934 Payroll taxes 28,624 2,898 5,357 36,879 36,726
Total salaries and benefits 490,025 48,159 94,748 632,932 593,837
Consulting services (Note 6) 542,159 - 8,250 550,409 569,000 Travel/meetings 149,344 17,120 85,601 252,065 198,322 Communications - 100,061 - 100,061 103,454 Occupancy - 89,755 - 89,755 86,960 Professional fees 371 86,659 165 87,195 86,796
58,393 263 5,552 64,208 65,860 Telephone 1,924 11,925 - 13,849 14,034 Memberships 11,611 197 213 12,021 18,726
- 8,648 - 8,648 7,175 Supplies/postage 321 5,800 392 6,513 13,916 Insurance - 6,425 - 6,425 6,253 Moving expenses - - - - 14,674
1,254,149 375,011 194,922 1,824,081 1,779,007
Depreciation - 4,095 - 4,095 4,826
Total expenses $ 1,254,149 $ 379,106 $ 194,922 $ 1,828,176 $ 1,783,833
For the Year Ended June 30, 2011With Comparative Totals for the Year Ended June 30, 2010
Printing & publications
Total expenses before depreciation
Rental & maintenance of equipment
JOINT VENTURE: SILICON VALLEY NETWORKStatement of Functional Expenses
2011
The accompanying notes are an integral part of these financial statements4
DRAFT
2011 2010
Cash flows from operating activities:Change in net assets $ 103,868 $ 239,114 Adjustments to reconcile change in net assets to net cash used by operating activities:
Depreciation 4,097 4,826 Changes in operating activities: Accounts receivable 22,350 - Grants receivable (263,486) 57,057 Prepaid expenses 20,344 1,894 Accounts payable (3,832) (134,148) Accrued expenses 11,066 (14,131) Deferred rent 19,617 20,353 Deferred revenue - (162,500)
Net cash provided (used) by operating activities (85,976) 12,465
Cash flows from investing activities:Purchases of property and equipment - (13,385)
Net cash used by investing activities - (13,385)
Net increase (decrease) in cash and cash equivalents (85,976) (920)
Cash and cash equivalents, beginning of year 475,037 475,957
Cash and cash equivalents, end of year $ 389,061 $ 475,037
June 30,For the Year Ended
JOINT VENTURE: SILICON VALLEY NETWORKStatement of Cash Flows
The accompanying notes are an integral part of these financial statements5
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�6
Note 1 - Organization and operations: Joint Venture: Silicon Valley Network (the “Organization”) is a nonpartisan voice and a civic catalyst for regional rejuvenation. The Organization’s goal is to build a community collaborating to compete globally. The Organization brings together people in business, government, education and the community to take action on important regional issues that affect the economic vitality and quality of life. Joint Venture serves the Silicon Valley, including all of Santa Clara County, parts of San Mateo, Santa Cruz, San Benito and Alameda counties, representing a population of 2.5 million people. Joint Venture receives financial support from businesses, local governments, professional associations, labor organizations, foundations and individuals. Note 2 - Summary of significant accounting policies: Basis of accounting - The financial statements have been prepared on the accrual basis of accounting which recognizes revenue and support when earned and expenses when incurred and accordingly reflect all significant receivables, payables and other liabilities. Basis of presentation - In accordance with Generally Accepted Accounting Standards (“GAAP”), the Organization presents information regarding its financial position and activities according to three classes of net assets:
i Unrestricted net assets consist of net assets for which there are no donor-imposed restrictions or such donor-imposed restrictions were temporary and expired during the current or previous years. Unrestricted net assets include those expendable resources that have been designated for special use by the Board of Directors.
i Temporarily restricted net assets represent contributions whose use is restricted by the
donor, often based on time or purpose. Generally, these assets will be expended over a period of time and are not available for immediate use.
i Permanently restricted assets are those net assets whose use is restricted in perpetuity.
By donor stipulation, only the earnings from the permanently restricted net assets may be used for the programs, with the principal to be maintained intact in perpetuity. Currently the Organization does not have any permanently restricted net assets.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�7
Note 2 - Summary of significant accounting policies (continued): Use of estimates - The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect certain reported amounts of assets and liabilities at the date of the financial statements and the reported amount of revenues and expenses during the reporting period. Actual results could differ from those estimates. Significant estimates included in these financial statements relate primarily to the allowance for bad debt expense and depreciation. Revenue recognition - Contributions received are recorded as increases in unrestricted, temporarily restricted, or permanently restricted net assets based on the existence and/or nature of any donor restrictions. Unconditional promises to give that are to be collected within one year are recorded at their face value, less any reserve for uncollectible promises, as estimated by management. When the use restriction associated with a contributed asset has been met, a reclassification between temporarily restricted and unrestricted net assets is recorded. Contributions-in-kind - Donated equipment and other donated goods are recorded at their estimated fair market value as of the date of the donation. Contributed services, which require a specialized skill and which the Organization would have paid for if not contributed are recorded at their estimated fair market value as appropriate. The Organization also receives donated services from numerous volunteers that do not require specific expertise but which are nonetheless central to the Organization’s operations. Such services have not been recognized in these financial statements. Functional expense allocations - The costs of providing the various program and supporting services have been summarized on a functional basis in the Statement of Activities and Changes in Net Assets and the Statement of Functional Expenses. Accordingly, certain costs have been allocated among the programs and supporting services benefited. Expenses applicable to more than one program are allocated based on the number of full time equivalent staff members in each activity. Cash and cash equivalents - Cash and cash equivalents consist of cash and highly liquid investments. For purposes of reporting cash flows, the Organization considers all unrestricted highly liquid investments with an initial maturity of 90 days or less at the date of purchase to be cash equivalents. The carrying amount in the Statement of Financial Position approximates fair value.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�8
Note 2 - Summary of significant accounting policies (continued): Grants receivable - Grants receivable are recorded at the amount management expects to collect. An allowance for uncollectible amounts is calculated based on historical experience and specific identification of uncollectible amounts. Furniture and equipment - Purchased property and equipment are stated at cost. The Organization capitalizes property and equipment with a value over $1,000. Depreciation is computed using the straight-line method over the estimated useful lives of the assets ranging from three to five years. Maintenance and repairs that do not add to the estimated useful life or future economic value of the assets are charged to expenses as incurred. Leasehold improvements are recorded at cost and amortized over the shorter of their estimated useful lives or the terms of the applicable lease. Depreciation is recorded as a decrease in unrestricted net assets and the expense is charged to the activity benefiting from the use of the equipment. Deferred rent - The Organization’s office lease agreement has increasing payments over the life of the lease. Accordingly, the Organization has straight-lined the expense and has recorded the excess of the straight-lined expense over the amount paid as deferred rent. Accounting for uncertainty for income taxes� Ͳ� The Organization evaluates its uncertain tax positions and will recognize a loss contingency when it is probable that a liability has been incurred as of the date of the financial statements and the amount of the loss can be reasonably estimated. The amount recognized is subject to estimate and management judgment with respect to the likely outcome of each uncertain tax position. The amount that is ultimately sustained for an individual uncertain tax position or for all uncertain tax positions in the aggregate could differ from the amount recognized. As of June 30, 2011, management did not identify any uncertain tax positions. The Organization is subject to potential examination by taxing authorities for income tax returns filed in the U.S. federal jurisdiction and the State of California. The tax years that remain subject to potential examination for the U.S. federal jurisdiction is June 30, 2008 and forward. The State of California tax jurisdiction is subject to potential examination for fiscal tax years June 30, 2007 and forward. Advertising�Ͳ�Advertising costs are expensed as incurred. No advertising or marketing expenses were incurred for the years ended June 30, 2011 and 2010.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�9
Note 2 - Summary of significant accounting policies (continued): Concentration of credit risk - Financial instruments that potentially subject the Organization to credit risk consist primarily of cash and cash equivalents. The Organization maintains cash and cash equivalents with a commercial bank. Cash equivalents include overnight investments, and money market funds. These accounts are insured up to $250,000 per depositor by an agency of the federal government. At times, such amounts might exceed Federal Deposit Insurance Corporation (“FDIC”) limits. Recent accounting pronouncements - In May 2011, the Financial Accounting Standards Board (“FASB”) issued FASB Accounting Standards Update (“ASU”) No. 2011-04 “Amendments to Achieve Common Fair Value Measurement and Disclosure Requirements in U.S. GAAP and IFRSs.” The update amends FASB Accounting Standards Codification (“ASC”) Topic 820, “Fair Value Measurements.” This new standard results in common fair value measurement and disclosure requirements in U.S. GAAP and IFRSs. The amendments change the wording used to describe many of the requirements in U.S. GAAP for measuring fair value and disclosing information about fair value measurements. The amendments also clarify FASB’s intent about the application of existing fair value measurement requirements. The amendments in this update should be applied retrospectively to all prior periods presented, effective for fiscal years ending after December 15, 2011. The above pronouncement issued by FASB does not require adoption until a future date and is not expected to have a material impact on the Organization's financial statements upon adoption. Date of management’s review - Subsequent events are evaluated through DATE OPEN, which is the date the financial statements were available to be issued. The Organization has determined that no material subsequent events require an estimate to be recorded as of the year ended June 30, 2011. Reclassification� - Certain reclassifications have been made to the 2010 financial statements to conform to the 2011 presentation. These reclassifications did not impact net income or total assets and liabilities in 2010.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�10
Note 3 - Grants receivable: Grants receivable consisted of the following at June 30:
2011 2010
Grants receivable $ 498,603 $ 243,017Less: allowance for uncollectible grants (14,600) (22,500)
Total grants receivable $ 484,003 $ 220,517 Note 4 - Furniture and equipment: Property and equipment consisted of the following as of June 30:
2011 2010
Office furniture and equipment $ 42,033 $ 42,033Less: accumulated depreciation. (35,182) (31,085)
Total grants receivable $ 6,851 $ 10,948 Depreciation expense was approximately $4,000 and $5,000 for the years ended June 30, 2011 and 2010, respectively.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�11
Note 5 - Temporarily restricted assets: Temporarily restricted net assets are those resources, which bear legal restrictions imposed by resource providers as to when and how they are used. These assets become unrestricted when they are expended in accordance with restrictions or when the restrictions are removed by resource providers. Temporarily restricted net assets and amounts released from restriction were as follows for the year ending June 30, 2011:
Beginning Balance at June 30,
2010 Amount Received
Amount Released
from Restriction
Ending Balance at June 30,
2011
Climate prosperity initiative $ 91,035 $ 150,000 $ (227,377) $ 13,658 Federal outreach initiative 100,000 - (100,000) - Civic engagement initiative 40,000 10,000 - 50,000 Regionalism - 30,200 (65,220) (35,020)NOVA workforce 52 - (35) 17 Renewable energy project - 34,091 (30,000) 4,091 Disaster resiliency - 200,000 (200,000) - Silicon valley wireless education
fund
- 50,000 - 50,000 2010-2011 time restricted grants 293,500 - (293,500) - 2011-2012 time restricted grants - 437,900 - 437,900
$ 524,587 $ 912,192 $ (916,133) $ 520,646 DR
AFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�12
Note 5 - Temporarily restricted assets (continued): Temporarily restricted net assets and amounts released from restriction were as follows for the year ending June 30, 2010:
During the year ended June 30, 2010, the Organization transferred temporarily restricted funds to other nonprofit organizations due to the transfer of the related programs. The transfer of funds was approved by the Organization’s Board. No such transfers occurred during the year ended June 30, 2011.
Beginning Balance at June 30,
2009 Amount Received
Amount Released
from Restriction Transfers
Ending Balance at June
30, 2010
Climate prosperity initiative $ 114,185 $ 200,000 $ (223,150) $ - $ 91,035
Federal outreach initiative - 100,000 (100,000) - 100,000
Civic engagement initiative - 40,000 - - 40,000
NOVA workforce 14,044 58,164 (72,156) - 52National board
certified - 27,500 - (27,500) -Alliance for
teaching - 150,000 (147,663) (2,337) -Math matters 75,000 85,000 (4,674) (155,326) -2010-2011 Time
restricted grants - 293,000 - - 293,5002009-2010 Time
restricted grants 270,152 - (270,152) - -
$ 473,381 $ 954,164 $ (717,795) $ (185,163) $ 524,587DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�13
Note 6 - Consulting services: Consulting services consist of amounts paid to outside professionals for the various community initiatives and projects. The contract agreements for each initiative are renewed annually. The details of these costs by program activity are as follows as of June 30:
2011 2010
Disaster planning initiative $ 230,000 $ 41,813Index silicon valley 149,837 112,232Federal outreach 85,000 - Smart valley 27,500 - SVEDA 24,572 23,429 Climate protection task force 20,000 162,500 Cell phone coverage initiative 13,500 13,500 NOVA workforce initiative - 67,000 Education initiatives - 148,526
Total consulting services $ 550,409 $ 569,000 Note 7 - Special event joint costs: During the years ended June 30, 2011 and 2010, the Organization hosted an event that included programmatic components, as well as requests for contributions. The costs of conducting this event included a total of $242,961 and $250,057, respectively, of joint costs, which are not specifically attributable to particular components of the event. Joint costs were allocated as follows:
June 30, 2011
Program costs Fundraising
costs Total
Salaries $ 23,836 $ 29,134 $ 52,970Employee benefits 2,170 2,652 4,822Payroll tax 1,366 1,669 3,035Consulting services 6,750 8,250 15,000Printing 4,543 5,552 10,095Travel 70,038 85,601 155,639Professional fees 135 165 300Supplies 321 392 713Membership dues and fees 174 213 387
$ 109,333 $ 133,628 $ 242,961
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Notes to Financial Statements
June 30, 2011
�14
Note 7 - Special event joint costs (continued):
June 30, 2010
Program costs Fundraising
costs Total
Salaries $ 22,837 $ 27,912 $ 50,749Employee benefits 2,531 3,094 5,625Payroll tax 1,511 1,847 3,358Consulting services 2,320 2,836 5,156Printing 7,713 9,427 17,140Travel 72,557 88,680 161,237Professional fees 2,250 2,750 5,000Supplies 560 683 1,243Membership dues and fees 247 302 549
$ 112,526 $ 137,531 $ 250,057 Note 8 - Pension plan: Joint Venture has a defined contribution retirement plan (the Plan) for all eligible employees. The Plan provides for employees to contribute a percentage of their compensation, subject to limitations set by the Internal Revenue Code and allows Joint Venture to make an employer contribution. Participants are immediately vested in their salary deferral. No contributions were made by Joint Venture to the plan for the years ended June 30, 2011 and 2010. Note 9 - Lease commitments: During 2010, the Organization entered into an operating lease for an office building expiring July 31, 2014. The monthly lease payments are approximately $7,000 and the future minimum lease payments under these leases are approximately as follows.
Fiscal Year Payment Ended June 30, Payable
2012 $ 82,7422013 86,5352014 90,9882015 7,613
$ 267,878 Total rental expense for the lease for the year ended June 30, 2011 and 2010 was approximately $90,000 and $87,000, respectively.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK
Communication of General Comments Identified in the Audit
Year Ended June 30, 2011
DRAFT
1 226 Airport Parkway, Suite 350 San Jose, CA 95110 www.rlallp.com Office: 408.855.6770 Fax: 408.855.6774
To the Board of Directors of Joint Venture: Silicon Valley Network San Jose, California In planning and performing our audit of the financial statements of Joint Venture: Silicon Valley Network (the "Organization") as of and for the year ended June 30, 2011, in accordance with auditing standards generally accepted in the United states of America, we considered the Organization's internal control over financial reporting (internal control) as a basis for designing our auditing procedures for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Foundation's internal control. Accordingly, we do not express an opinion on the effectiveness of the Organization's internal control. However, during our audit we became aware of several matters that are opportunities for strengthening internal controls and operating efficiency. The memorandum that accompanies this letter summarizes our comments and suggestions regarding those matters. This letter does not affect our report dated DATE OPEN, on the financial statements of the Organization. This communication is intended solely for the information and use of management, Audit Committee, Board of Directors, and others within the Organization, and is not intended to be and should not be used by anyone other than these specified parties. The Organization’s written response to the comments identified in our audit has not been subjected to the audit procedures applied in the audit of the financial statements and, accordingly, we express no opinion on it. We will review the status of these comments during our next audit engagement. We have already discussed many of these comments and suggestions with the Organization’s personnel, and we will be pleased to discuss them in further detail at your convenience, to perform any additional study of these matters, or to assist you in implementing the recommendations. We want to express our sincere appreciation to Michele Sanders, Jennifer Bao and the Organization’s management team, for the cooperation and assistance received during the audit engagement and for the opportunity to serve Joint Venture: Silicon Valley Network Sincerely yours, San Jose, California DATE OPEN
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
2
CURRENT YEAR: General management comments [1] Functional expense allocation policy Observation: During our review of the statement of functional expenses, we noted that the Organization did not have a formal functional expense allocation policy. This could result in inconsistencies if there were new accountants to perform the book keeping functions. Recommendation: To enhance and support the Organization’s current process of allocating functional expenses, we recommend that the Organization adopt a formal functional expense allocation methodology. This policy should include listing expenses directly allocated to each functional expense (i.e. program, management and general and fundraising). For items that cannot be directly allocated, such as rent, depreciation and utilities, as they can be allocated to all three, the Organization should adopt a policy to allocate these items (i.e. employee time study). Management response: [2] Written fraud policy Observation: Although the Organization appears to have strong ethical standards, they are indirectly communicated to employees. The Organization does not have a formal fraud policy and procedures that could be easily communicated to employees to prevent and deter fraud. Recommendation: We recommend the management of the Organization develop a written policy regarding fraud in order to ensure that these standards are understood by all employees. Management response:
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
3
CURRENT YEAR: General management comments [3] Accounting policies manual Observation: The Organization does not have an updated accounting policies manual, including policies relating to cash disbursements, receipts, and payroll. Recommendation: As good governance guidance and general business practices, the Organization should update the accounting policies manual. Management’s Response: [4] Finance committee minutes Observation: The Organization currently does not keep formal minutes of the Finance Committee signed by the Finance Committee chair. Recommendation: To ensure complete and accurate records, we recommend that the Organization obtain and maintain signed copies of minutes for the Finance Committee and all other committee meetings. Management’s Response: D
RAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
4
PRIOR YEAR: General management comments [1] Management’s review of bank reconciliations Observation: During our audit, we noted that there was no indication that a responsible official is reviewing or approving the prepared bank reconciliations. Per our discussion with the Organization’s outside accountants, bank reconciliations have been reviewed by their representative but not initialed. Recommendation: Timely preparation and review of bank reconciliations is an important internal control designed to safeguard the Organization’s assets, ensure that transactions are properly recorded, and to help prevent and detect errors and fraud. We believe that documenting review and approval of bank reconciliations with the reviewer’s initials and date of review is an important part of this control that enhances accountability and helps with monitoring the control. Status: Implemented. [2] Documentation for material grants Observation: During our audit, we noted that the grant letter kept on file for a $40,000 grant received from John S. and James L. Knight Foundation Endowment did not reflect changes to the purpose of the grant made by the grantor during the year. Recommendation: We recommend that documentation supporting grants received by the Organization is kept up to date to avoid any possible misunderstanding regarding donor intentions and spending of restricted funds by the Organization. Status: Implemented.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
5
PRIOR YEAR (continued): General management comments (continued) [3] Recognition and recording of contract revenue Observation: During our audit, we noted that $22,305 billed to Santa Clara County under a contract related to Disaster Resiliency Center Initiative for the services provided in the fiscal year ended June 30, 2010 was recorded as revenue in fiscal year 2010-2011. Recommendation: According to generally accepted accounting principles, revenue from exchange transactions is recognized as revenue in the period in which the service is provided. We recommend that an appropriate knowledgeable person review contract billings and related accounting records to ensure that revenue is recognized in a proper fiscal period. Status: Implemented. [4] Recording of expenses that benefit future fiscal periods Observation: During our audit, we noted that an advance payment for a service to be provided during the 2010 calendar year was all expensed in fiscal year ended June 30, 2010. As a result, the Organization’s expenses were overstated by approximately $13,000. Recommendation: We recommend that the management periodically review significant payments for services to be provided to determine if they are properly recorded as prepaid expenses in accordance with generally accepted accounting principles. Status: Implemented.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
6
PRIOR YEAR (continued): General management comments (continued) [5] The IRS Form 990 – Return of the Organization Exempt from Income Tax Lobbying Activities Observation: In accomplishing its mission, the Organization regularly engages in activities that are considered by the IRS as lobbying activities and are required to be reported on the Form 990. For example, during fiscal year 2009-2010, the Organization supported an effort led by the Bay Area Council to convene a constitutional convention in the state of California. Strict lobbying limits apply to 501(C) (3) organizations. The limitation on lobbying activities is determined by how the organization measures its lobbying activity. Under the 501(h) expenditure test, the extent of an organization’s lobbying activity will not jeopardize its tax-exempt status, provided its expenditures, related to such activity, do not exceed certain amount. This limit is determined as a percentage of the Organization’s total exempt purpose expenditures. This percentage varies with the size of an organization within 15%-20% range. Recommendation: We recommend that the Organization review their lobbying activities and consider filing the 501(h) election in order to maximize the Organization’s allowable lobbying activities and protect the Organization’s exempt status. Status: In process. Although the Organization did not have any lobbying activities this year, they should consider filing the 501(h) election to protect their exempt status. D
RAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
7
PRIOR YEAR (continued): General management comments (continued) [6] Monitoring and enforcing compliance with the conflict of interest policy Observation: It came to our attention that the Organization does not currently require its officers, directors, and key employees to annually disclose interests that could give rise to conflicts. Recommendation: To more closely align the Organization’s policies and procedures with the IRS suggested “best practices” for nonprofits, we recommend that the Organization develop a formal written policy requiring the Organization’s directors, officers, and key employees to annually disclose interests that could give rise to conflicts. This document should also include procedures for monitoring and enforcing compliance with the policy. Status: In process. The Organization has not enforced compliance with the conflict of interest policy. [7] Review and approval of related party transactions by the Organization’s board Observation: It came to our attention that a contract between the Organization and Accretive Solutions has never been reviewed and formally approved by the Organization’s board. Vice President Market Leader of Accretive Solutions is a member of the Organization’s Board. Accretive Solutions provides accounting services to the Organization on a regular basis. Recommendation: Form 990, as well as state information returns, contain questions regarding transactions between a charity and its related parties. The reason for including these questions is to make sure that charitable assets are not diverted to benefit private interests at the expense of public and charitable interests. We recommend that all significant related party transactions are reviewed by the Organization’s board and documented in the minutes. Status: Implemented.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK Communication of General Comments Identified in the Audit
June 30, 2011
8
PRIOR YEAR (continued): General management comments (continued) [8] State of the Valley event tickets - quid pro quo contribution disclosure Observation: It came to our attention that quid pro quo contribution disclosures are not currently included on the State of the Valley event tickets. When a charity receives a payment of $75 or more, which is partly for goods and services provided by the charity and is partly a contribution, the IRS requires the charity to provide a written disclosure regarding the value of the goods and services provided and a statement that the portion of the payment related to the goods and services provided is not tax deductible. Failure to provide the required disclosure results in penalties of $10 per contribution up to $5,000 per event. Recommendation: We recommend that the Organization perform an assessment of the value of goods and services provided to each of the State of the Valley event attendees and determine if there is a contribution included in the amount normally paid for a ticket. If it’s determined that the contribution element exists, we recommend that the Organization add a written disclosure required by the IRS for quid pro quo contributions. If there is no contribution element in a ticket price, we recommend adding a statement to the ticket that the price of the ticket is not tax deductible to avoid any possible misunderstanding. Status: In process. The Organization will review this comment during the coming year. D
RAFT
Results�of�the�2011�Audit�and�C i ti f Th Ch d ithCommunication�for�Those�Charged�with�
Governance
F b 28 2012February�28,�2012
1
Agenda
• Summary of Audit Results and Status• Our Responsibilityp y• Required Communications• Qualitative Aspects of the audit• Other CommunicationsOther Communications• Draft Audited Financial Statements
– Financial graphs and analysisFinancial statement highlights and comments– Financial statement highlights and comments
• Misstatements• Internal Controls
990 Hi hli ht• 990 Highlights• Conclusion
2
Summary of Audit Results and Status
• We have completed our audit of the financialstatements of Joint Venture: Silicon Valley Networkstatements of Joint Venture: Silicon Valley Networkfor the year ended June 30, 2011.– We have drafted our unqualified opinion
W h d ft d t t l tt f– We have drafted our management comment letter formatters discovered during the audit
• Outstanding items still to be completed include:– The audit committee’s approval of the financial statements
and management comment letterg– Representation letters from management– RLA to perform our subsequent event review prior to
issuanceissuance
3
Our Responsibility
• Under U.S. Generally Accepted Auditing Standardsour responsibility is:our responsibility is:– To express an opinion about whether the financial
statements prepared by management with your oversight arefairly presented in all material respects in conformity withfairly presented, in all material respects, in conformity withU.S. generally accepted accounting principles
• Our audit of the financial statements does not relieveyou or management of your responsibilities.
4
Required Communications
• During the audit there were no:- Disagreements with management- Disagreements with management- Significant difficulties- Uncorrected misstatements- Management consultation with other independentManagement consultation with other independent
accountants• Independence
- Maintained and not impaired- Non attest engagements - Preparation of Federal and State
tax returns• Consideration of fraud
- No instances of fraud were identified by us or brought to our attention as a result of the audit.
5
Qualitative Aspects of the Audit
The qualitative aspects considered:• New accounting policies adopted
Ͳ None noted
• Change in application of existing policiesͲ None noted
• Transactions entered into by the Organization during the year forwhich there is a lack of authoritative guidance or consensusͲ No transactions noted
• Significant transactions that have been recognized in the financialstatements in a different period than when the transaction
doccurredͲ No transactions noted
6
Qualitative Aspects of the Audit (continued)(continued)
• The most sensitive estimates and disclosuresaffecting the financial statements were:affecting the financial statements were:– Allowance for doubtful accounts on grants receivable– Classification of net assets– Functional expense allocation
7
Other Communications• We did not encounter anything during the
dit th t f th t i daudit that was of concern that required immediate communication with those charged with governancewith governance
• Management did not place any limitations on our audit proceduresour audit procedures
8
Draft AuditedDraft Audited FinancialFinancial
StatementsStatements
9
Financial Statements Highlights and CommentsHighlights and Comments
• Unqualified opinion• All statements and disclosures are in accordanceAll statements and disclosures are in accordance
with Generally Accepted Accounting Principles• The financial statements are clear and transparent• We are not aware of any areas where the
Organization was not in compliance with laws, regulations professional practice and ethics asregulations, professional practice and ethics as related to the financial statements
• There are no complex accounting policies• We did not encounter any concerns about the
recording of revenues and expenses especially in relation to estimatesrelation to estimates
10
Analysis of Assets
• Total assets increased ~ $131k
– Cash and cash equivalents ~ $86kq $
– Grants receivable, net ~ $263kGrants receivable, net $263k
11
Analysis of Liabilities
• Total liabilities increased ~ $27k
– Accounts payable and accrued ~ $7kp y $
– Deferred rent ~ $20kDeferred rent $20k
12
Trend Analysis Statement of Financial PositionPosition
13
Revenue and Expenses p• Revenue decreased ~ $276k
– Corporate ~ $17k– Public ~$172k– Foundations ~$140k– Fundraising events ~ $23kg
• Expenses increased ~ $44k– Salaries and benefits ~ $39kSalaries and benefits $39k
14
Trend Analysis Revenue Streams
765,744
40%
24% 20%
0%14% 2% 0 09%
50%
400,000 600,000 800,000
2011
462,209 390,000 200 277,845 34,285 1,761 0% 0.09%
0%-200,000
Corporate contributions
Public contributions
Foundations Individuals Event contributions
Event income Other income
ue2010
748,514 634,672 530,000
5,000 263,932 25,384 608
34% 29% 24%
0% 12% 1% 0%
0%
20%
40%
-200,000 400,000 600,000 800,000
% o
f to
tal
reve
nu
USD
2010
0%Corporate
contributionsPublic
contributionsFoundations Individuals Event
contributionsEvent income Other income
%
28% 35%800,000
2009
545,572 699,317
380,000 25,200 295,900 24,055 8,306
28%19%
1%15%
1% 0%
0%
20%
40%
-200,000 400,000 600,000
Corporate Public Foundations Individuals Event Event income Other income
15
contributions contributions contributions
Trend Analysis Functional Expense
1,254,149
69%
21% 50%600 000900,000
1,200,000 1,500,000
2011
1,254,149
194,922 379,106
11%
0%-300,000 600,000
Program services Fund-raising activities General and administrative77%1,500,000 2010
1,235,154
72,675 293 287
5% 18%
50%
300,000 600,000 900,000
1,200,000
USD
2010
, 293,287 0%-
Program services Fund-raising activities General and administrative79%
900,000
1,200,000 2009
1,121,399
65,844 230,987
5% 16%
0%
50%
-
300,000
600,000
Program services Fund-raising activities General and administrative
USD
16
Program services Fund raising activities General and administrative
Net Asset Trend Analysis
600,000
Net Assets
520,646 524,587 473,381
400,000
500,000
296,529
188,720 200 000
300,000
100,000
200,000
812 -2011 2010 2009
Unrestricted Temporarily restricted
17
Fundraising Efficiencyg yFundraising Efficiency
$0 90
$1.00
Less efficient
$0.60
$0.70
$0.80
$0.90
20112010
$0.30
$0.40
$0.50 2009
$0.10 $0.03 $0.04
$-
$0.10
$0.20
More efficient
18
Misstatements
• In compliance with Professional standards weaccumulate all known and likelyaccumulate all known and likelymisstatements identified during the audit,other than those that are trivial, andother than those that are trivial, andcommunicate them to the appropriate level ofmanagement.
• No misstatements
19
Internal Controls
• Management is responsible forMaintaining a s stem of internal controls partic larl o er– Maintaining a system of internal controls, particularly overthe financial reporting function
– Identifying and mitigating risks that the financial reportingstructure will not detect material errorsstructure will not detect material errors.
• As part of our audit• As part of our audit,– We considered the Organization’s internal control in order to
determine our auditing proceduresB t t t id th i t l t l t k– But not to provide assurance on the internal control taken asa whole.
20
Internal Control Observations
Current Year General Management Comments:• Functional expense allocation policyp p y• Written fraud policy• Accounting policies manual• Finance committee minutes• Finance committee minutes
21
Internal Control Observations
Prior Year General Management Comments:• Management’s review of bank reconciliations - Implementedg p• Documentation for material grants - Implemented• Recognition and recording of contract revenue - Implemented• Recording of expenses that benefit future fiscal periods• Recording of expenses that benefit future fiscal periods –
Implemented• Review and approval of related party transactions by the
Organization’s board ImplementedOrganization s board - Implemented• Lobbying activities - In process• Monitoring and enforcing compliance with conflict of interest
li Ipolicy - In process• State of the Valley event tickets - quid pro quo contribution
disclosure - In process
22
Draft Tax
Returns
23
990 Highlightsg g• New and retired programs
– No new programs– Education initiatives program - retired
• One reconciling item between 990 and audited financial statementsfinancial statements– Joint cost allocation for State of the Valley expenses
24
990 Highlights - Core FormPart I - Summary
g g
– Activities and governance– Revenue– Expenses
Part III - Statement of Program ServicePart III Statement of Program Service Accomplishments– Description of the missionDescription of the mission – Detail of significant activities
25
990 Highlights - Core FormPart V - IRS Filings and Tax Compliance
g g
– IRS Filings and Tax Compliance• Total number of 1099s - 9• Total number of W-2s - 7
Part VI - Governance, Management, and Disclosure
• Voting members - 49, all independent
26
990 Highlights - Core FormPart VI - Policies
g g
– All adoptedPart VII - Compensation of Officers p
Directors, Key Employees etc.– Board/Officer Information
• One compensated officer over $150,000• No key employees over $150,000
Significant Independent Contractors– Significant Independent Contractors • No significant contractors over $100,000
27
990 Highlights - Core FormPart VIII - X
g g
– Detailed financial information• Statement of revenue
– Total revenues - $1.93 million
• Statement of functional expenses– Total expenses - $1 83 millionTotal expenses $1.83 million
• Balance sheet – Net assets - $817k
28
990 Highlights – Schedule Ag g
Schedule A - Public Charity Status and ySupport Test
Computation of public supportComputation of public support- 93.51% 2010- 92 40% 2009- 92.40% 2009
29
990 Highlights – Schedule Bg g
Schedule B - Schedule of Contributions- Not a public document- 57 contributors over $5k- 57 contributors over $5k
30
990 Highlights – Schedule Dg g
Schedule D - Supplemental Financial ppStatements - Endowment funds- Land, buildings and equipment- Reconciliation between Form 990 and audited
fi i l t t t ( t t dfinancial statements (net assets, revenue and expenses)
- State of the Valley expenses: ~ $242ky p $- Supplemental information Endowment funds
- Uncertain tax position evaluation
31
990 Highlights – Schedule Ig g
Schedule G – Supplemental Information ppRegarding Fundraising Activities- One Event : State of the Valleyy
32
990 Highlights – Other Schedulesg gSchedule J – Compensation Information
on Officers Directors Trustees Keyon Officers, Directors, Trustees, Key Employees and Highest Compensated EmployeesEmployees– 1 employee >$150k
Schedule O – Supplemental Information
33
Open Itemsp• Conflict of Interest annual Affirmation• List of Government Grant Contacts
34
Conclusion
Thank you for allowing us to serve you!
• Questions?• Questions?
• Executive Session
35
DRAFT
JOINT VENTURE SILICON VALLEY
CONFLICT-OF-INTEREST POLICY
Article I: Purpose
Joint Venture Silicon Valley (“Joint Venture”) is built on the belief that public and
private institutions throughout the Valley can join together in a collaborative network to
solve common problems. We believe that, through focused collaboration, we can make
the Valley a more successful, robust, healthy ecosystem that serves the interests of all its
members.
While collaboration thus lies at the heart of Joint Venture’s mission, it is important to
ensure that when we make decisions, we avoid actual and perceived conflicts of interest.
This conflict-of-interest policy is adopted by the Board to govern situations where Joint
Venture is contemplating entering into a transaction or arrangement that might benefit the
private interest of an officer or director of the organization or might result in a possible
excess benefit transaction. By identifying these transactions and taking appropriate steps
to ensure that interested individuals recuse themselves from decisions, we believe we can
promote the organization’s interests and avoid situations that could harm the reputation of
Joint Venture, its member organizations, or its officers and directors.
This policy is intended to supplement but not replace any applicable state and federal
laws governing conflict of interest applicable to nonprofit and charitable organizations.
Article II: Definitions
1. Interested Person Any director, principal officer, or member of a committee with governing board–
delegated powers, who has a direct or indirect financial interest in a transaction or
arrangement, as defined below, is an interested person in that transaction or arrangement.
2. Financial Interest in a Transaction or Arrangement A person has a financial interest if the person has, directly or indirectly, through business,
investment, or family:
a. An ownership or investment interest in any entity with which the organization has a
transaction or arrangement,
b. A compensation arrangement with the organization or with any entity or individual
with which the organization has a transaction or arrangement, or
c. A potential ownership or investment interest in, or compensation arrangement with,
any entity or individual with which the organization is negotiating a transaction or
arrangement.
A “transaction or arrangement” exists if either: (i) Joint Venture pays an entity for
services rendered (even if the amount paid is less than the fair market value of the
services provided); or (ii) the entity provided services on a pro bono basis that Joint
Venture would otherwise have had to purchase from another entity.
For example, a “transaction or arrangement” exists between Joint Venture and
an accountancy providing discounted accounting services to Joint Venture.
Similarly, a “transaction or arrangement” would exist if a law firm provided pro
bono services to help Joint Venture defend itself in a lawsuit brought by a third
party.
In contrast, no “transaction or arrangement” exists when member organizations
host Board or other meetings at their facilities and at their cost; donate services
that contribute to Joint Venture’s mission but that Joint Venture would not
otherwise purchase from another party; make financial contributions to Joint
Venture; or contribute their time and energy, or the time, energy and resources of
their colleagues, to Joint Venture projects.
Compensation includes direct and indirect remuneration as well as gifts or favors that are
not insubstantial.
A financial interest is not necessarily a conflict of interest. Under Article III, Section 2, a
person who has a financial interest may have a conflict of interest only if the appropriate
governing board or committee decides that a conflict of interest exists.
Article III: Procedures
1. Duty To Disclose In connection with any actual or possible conflict of interest, an interested person must
disclose the existence of the financial interest and be given the opportunity to disclose all
material facts to the directors and members of committees with governing board–
delegated powers considering the proposed transaction or arrangement.
2. Determining Whether a Conflict of Interest Exists After disclosure of the financial interest and all material facts, and after any discussion
with the interested person, he or she shall leave the governing board or committee
meeting while the determination of a conflict of interest is discussed and voted upon. The
remaining board or committee members shall decide if a conflict of interest exists.
3. Procedures for Addressing the Conflict of Interest a. An interested person may make a presentation at the governing board or committee
meeting, but after the presentation, he or she shall leave the meeting during the
discussion of, and the vote on, the transaction or arrangement involving the possible
conflict of interest.
b. If the board or committee does not believe that a more advantageous transaction or
arrangement is reasonably possible under circumstances not producing a conflict of
interest, the governing board or committee shall determine by a majority vote of the
disinterested directors whether the transaction or arrangement is in the organization’s
best interest, for its own benefit, and whether it is fair and reasonable. In conformity
with the above determination, it shall make its decision as to whether to enter into the
transaction or arrangement.
4. Violations of the Conflicts-of-Interest Policy
a. Officers and directors shall use good faith efforts to inform Joint Venture of any
actual or potential conflicts of interest.
b. If the governing board or committee has reasonable cause to believe a member has
failed to disclose an actual or possible conflict of interest, it shall inform the member
of the basis for such belief and afford the member an opportunity to explain the
alleged failure to disclose.
c. If, after hearing the member’s response and after making further investigation as
warranted by the circumstances, the governing board or committee determines the
member has failed to disclose an actual or possible conflict of interest, it shall take
appropriate corrective action.
Article IV: Records of Proceedings
The minutes of the governing board and all committees with board-delegated powers
shall contain
a. The names of the persons who disclosed or otherwise were found to have a financial
interest in connection with an actual or possible conflict of interest, the nature of the
financial interest, any action taken to determine whether a conflict of interest was
present, and the governing board’s or committee’s decision as to whether a conflict of
interest in fact existed
b. The names of the persons who were present for discussions and votes relating to the
transaction or arrangement, the content of the discussion, including any alternatives to
the proposed transaction or arrangement, and a record of any votes taken in
connection with the proceedings.
Article V: Compensation
a. A voting member of the governing board who receives compensation, directly or
indirectly, from the organization for services is precluded from voting on matters
pertaining to that member’s compensation.
b. A voting member of any committee whose jurisdiction includes compensation matters
and who receives compensation, directly or indirectly, from the organization for
services is precluded from voting on matters pertaining to that member’s
compensation.
c. No voting member of the governing board or any committee whose jurisdiction
includes compensation matters and who receives compensation, directly or indirectly,
from the organization, either individually or collectively, is prohibited from providing
information to any committee regarding compensation.
Article VI: Annual Statements
Each director, principal officer, and member of a committee with governing board–
delegated powers shall annually sign a statement that affirms such person
a. Has received a copy of the conflict-of-interest policy,
b. Has read and understands the policy,
c. Has agreed to comply with the policy, and
d. Understands the organization is charitable and in order to maintain its federal tax
exemption it must engage primarily in activities that accomplish one or more of its
tax-exempt purposes.
Article VII: Periodic Reviews
To ensure the organization operates in a manner consistent with charitable purposes and
does not engage in activities that could jeopardize its tax-exempt status, Joint Venture
and its Board will conduct periodic reviews. The periodic reviews shall, at a minimum,
include the following subjects:
a. Whether compensation arrangements and benefits are reasonable, based on competent
survey information, and the result of arm’s-length bargaining
b. Whether partnerships, joint ventures, and arrangements with management
organizations conform to the organization’s written policies, are properly recorded,
reflect reasonable investment or payments for goods and services, further charitable
purposes, and do not result in inurement, impermissible private benefit, or in an
excess benefit transaction.
Article VIII: Use of Outside Experts
When conducting the periodic reviews as provided for in Article VII, the organization
may, but need not, use outside advisors. If outside experts are used, their use shall not
relieve the governing board of its responsibility for ensuring periodic reviews are
conducted.
DRAFT
JOINT VENTURE: SILICON VALLEY NETWORK
Conflict-of-Interest Disclosure Statement
In order to comply with Federal tax regulations and promote good governance, Joint
Venture: Silicon Valley Network asks each of its officers and directors to annually
identify any actual or potential conflicts of interest between them, their family members,
and Joint Venture.
For more information on the types of transactions and arrangements that can give rise to
a conflict of interest, please see Joint Venture’s Conflicts of Interest Policy.
Conflicts of interest are not a problem – in fact, Joint Venture’s success depends on
collaboration with and the support of its members, which sometimes can give rise to
conflicts. However, it is important that we identify situations where a conflict may exist.
This lets us take appropriate steps to ensure that only disinterested people participate in
decisions and that decisions are in Joint Venture’s best interests. By taking these steps,
we can help protect Joint Venture’s reputation – and your reputation – from harm.
*****
Please initial in the space at the end of Item A or complete Item B, whichever is
appropriate; complete the balance of the form; and sign and date the statement
A. I am not aware of any relationship, financial interest in a transaction or
arrangement, or other situation involving my family or myself that might
result in, or give the appearance of being, a conflict of interest as defined in
Joint Venture’s Conflict of Interest Policy. . Initials: ________
B. The following relationships, interests in transactions or arrangements, or other
situations involving me or a member of my family may result in, or give the
appearance of being, a conflict of interest as defined in Joint Venture’s
Conflict of Interest Policy. Initials: ________
Corporate (either nonprofit or for-profit) directorships, positions, and
employment:
________________________________________________________________________
Memberships in the following organizations:
________________________________________________________________________
Contracts, business activities, and investments with or in the following
organizations:
________________________________________________________________________
Other relationships and activities:
________________________________________________________________________
My primary business or occupation at this time:
Other comments:
I have read and understand Joint Venture’s Conflict-of-Interest Policy and agree to be
bound by it. I will promptly inform the board chair of Joint Venture of any material
change that develops in the information contained in the foregoing statement.
________________________ ________________________ ____________
Type/Print Name Signature Date
1
Memorandum
TO: Board of Directors
FROM: Russell Hancock, President & Chief Executive Officer
Kara Gross, Vice President
DATE: 9 March 2012
SUBJECT: GRAND BOULEVARD INITIATIVE
The Grand Boulevard Initiative (GBI) brings together 19 cities along El Camino Real in
Santa Clara and San Mateo Counties with transportation agencies and regional economic
development associations to create a shared vision for the corridor. The Initiative is led
by a partnership of Joint Venture: Silicon Valley Network; San Mateo County Transit
District (SamTrans); VTA, the Santa Clara Valley Transportation Authority; San Mateo
City/County Association of Governments (C/CAG); and SAMCEDA, the San Mateo
County Economic Development Association. The Initiative is directed by a 43-member
Task Force with representatives from cities, counties, regional agencies, labor, business,
housing and the environmental community.
The Grand Boulevard Initiative was recently recognized by the Women’s Transportation
Seminar (WTS), San Francisco Chapter, with its 2012 Innovative Transportation
Solutions Award. The award will be presented at the WTS SF Chapter Annual Event on
May 24th
at the Park 55 Hotel in San Francisco.
At their November 30th
meeting, the GBI Task Force had a robust interactive dialogue
facilitated by Holly Minch of Lightbox Collaborative to help the members identify key
messages they want and need to communicate about the initiative. It included very
valuable feedback from Holly about how the words and terms we choose to communicate
GBI’s ideas impact how they are perceived. A summary of the conversation is attached.
The initiative recently released a video about the Grand Boulevard project to help
advance public awareness and understanding of GBI. It is posted online at
http://www.grandboulevard.net/. In addition, the VTA recently produced a video about its
upcoming Bus Rapid Transit (BRT) project for the corridor, which is posted on the
Multimedia/Recent Video page of Joint Venture’s website.
2
Update on Grand Boulevard Initiative Grants
U.S. DOT – TIGER II Planning Grant: Removing Barriers to Sustainable Communities
(Award: $1,097,240)
Complete Streets Program
o Four case studies, in the cities of Daly City, South San Francisco, San
Bruno, and San Carlos.
o The project team met with Caltrans to initiate formal Caltrans review
process of case study streetscape designs. The project team is strategizing
on the appropriate documentation/review process for each case study.
Economic and Housing Opportunities Assessment – Phase II
o Four case studies, in the cities of Daly City, South San Francisco,
Belmont, and Mountain View.
o The consultant team is developing and refining the scopes of work for
each case study area.
Infrastructure Needs Assessment and Financing Strategy
o Includes all 19 cities and two counties along the corridor.
o The project team held meetings with each jurisdiction to discuss the
relevant infrastructure systems and to collect data and informational
materials.
o The consultant team is now compiling the information and developing a
matrix to identify data gaps.
MTC – Climate Initiatives Program Grant: Making the Last Mile Connection Pilot
Program (Award: $1,487,000)
RFP for Car Share released in October; Partners currently in the vendor selection
process.
RFP for Vanpool released in October; Partners currently in the vendor selection
process.
Program Evaluation is beginning on February 27th with a meeting between the
evaluation consultants and all Partners.
Partners currently in the process of interviewing specialized marketing firms to
develop the targeted marketing strategy.
Silicon Valley Community Foundation – Regional Planning Grants: From Grass Tops to
Grass Roots and Creating the Buzz (Awards: FY12 - $70,000, FY13 - $60,000)
From Grass Tops to Grass Roots
o A Walk the Talk Forum held on January 26th in Menlo Park.
o Ongoing development and refinement of messaging strategies.
o Finalized the Grand Boulevard Initiative video.
Creating the Buzz
3
o This project will continue to San Mateo County outreach efforts and will
expand Grand Boulevard Initiative outreach to Santa Clara County.
o A Walk the Talk Forum will be held on March 5th in Sunnyvale.
FHWA – Transportation, Community, and Systems Preservation (TCSP) Program Grant:
Transforming El Camino Real from Highway to Complete Street (2011 Award:
$365,232; 2012 Application Pending)
Work on the 2011 TCSP grant will begin following completion of the TIGER II
Complete Streets designs in July 2013. One case study will be selected for final
design.
The 2012 grant application to move the San Carlos and South San Francisco case
studies from 40% to 100% final design was grouped in the 5th place ranking for
the State of California and has been submitted to FHWA for federal review and
selection. Applications are due April 12, 2012.
ATTACHMENTS
Summary of Task Force Discussion of GBI Messaging
Activity Along The Corridor (Draft)
Summary of Facilitated Discussion of Grand Boulevard Initiative Messaging
Holly Minch of LightBox Collaborative facilitated a discussion with the Task Force on
messaging and communication strategies, specifically to create a broad message for
Grand Boulevard and garnering support. Special thanks was given to San Mateo County
Health System for providing funding for her presentation.
What is compelling about the Grand Boulevard Initiative?
Everyone brings different tools for the Grand Boulevard Initiative messaging.
Compelling stories are often the most effective messaging tools. Grand Boulevard stories
need to focus on what depth of relationship can be created to gain support. Holly Minch
asked the Task Force members to provide input on what they find most compelling about
the Grand Boulevard Initiative and the El Camino Real corridor.
Member of Public: The very last piece of the VTA video touched on the notion of
community and neighbor interaction. The Grand Boulevard can bring a depth of
community interaction. The story should focus on creating communities.
Task Force Member: Creating the best of Europe. Inevitably there are going to
be detractors taking away from development on in the corridor. It is important to
remind everyone that the places where people love to travel can be brought to our
own communities. The Grand Boulevard should be built like it was meant to be
built and planned like it was meant to be planned.
Task Force Member: Walking/pedestrian experience. Walking in New York is
very easy; you can walk from a café/restaurant to a major sightseeing attraction or
store. This is easy because New York City does not have any minimum parking
requirements, which makes it more walkable. Parking requirements should be
changed on El Camino Real to meet the pedestrian vision.
Task Force Member: The Grand Boulevard vision needs to bring people to the
street. The people walking the street do not feel the Grand Boulevard Initiative,
they do not know about it. El Camino Real needs better signage promoting the
Grand Boulevard Initiative so that an average person on the street can read about
the Grand Boulevard and understand the need for revitalization. This will help
get more general public members engaged. Average people can become
knowledgeable.
Task Force Member: Much of the Grand Boulevard focuses on transportation but
there needs to be an emphasis on pedestrians and people. El Camino Real needs
to be emphasized as an attractive place for people.
Task Force Member: It is important to build community. However El Camino
Real in Mountain View is a barrier between neighborhoods. The idea that one
can connect the community across El Camino Real would be incredible.
Holly Minch noted that motivating people is a key component of messaging. Different
people will have different motivators. There will be barriers, obstacles, and questions to
overcome as part of the Grand Boulevard Initiative but, as champions of this effort, the
Task Force will need to work to overcome these obstacles.
Member of Public: Business owners are often aware of the Grand Boulevard, but
property owners may not be as involved in the process or following the vision. In
San Jose, business owners are generally supportive of the vision, while property
owners are often against it. How do we best get the property owners involved?
Task Force Member: Menlo Park has been going through the El Camino
Real/Downtown Specific Plan process. Vibrancy is important and it hits home in
Menlo Park. Grand Boulevard can add a sense of 21st Century vibrancy beyond
the 20th
Century strip malls. The Grand Boulevard Initiative should create an
opportunity for the next century to emphasize the visionary aspect for planning
for the future.
Member of Public: El Camino Real needs to be safe, enjoyable, easy, and quick,
particularly for walking or biking. By providing multiple travel options that meet
these criteria, more people will use it. People need safety and people need
convenience. There is a need to provide safe options.
Holly Minch reiterated that it is important to address safety and the availability of choices
during messaging.
Task Force Member: In Palo Alto, there is concern about a lack of parking for
businesses. Businesses have left because they are worried about changes coming
on El Camino Real. New development does not support the retention of local,
independent businesses. These businesses are not aware of the conversations
around retaining existing businesses. They are part of the community and should
be retained. There also needs to be consideration of the East-West connection
across El Camino Real in addition to the North-South connections on El Camino
Real. There still needs to be adequate parking in the corridor to bring people.
This will help connect the neighborhoods behind El Camino Real, so that they
have parking when they want to come to a restaurant.
Member of Public: Whatever the message, we need to think about youth and
those graduating from college. Stories from recent graduates indicate that they
will only live in areas where they do not have to drive. Youth are starting to
emphasize working and living in places where they have travel options. The
youth are thinking urban and this concept needs to be taken into account for the
next generation of planning.
Holly Minch stated that the youth are looking to build a lifestyle and are making choices
that support their lifestyle. This idea of lifestyle needs to be considered in the whole
package of Grand Boulevard messaging.
Task Force Member: El Camino Real needs to be converted from a barrier to a
connector. An example of a similar success is the Embarcadero in San Francisco.
Once the freeway along Embarcadero was removed, the area was much improved
with increased access to the Bay waterfront. Embarcadero now people biking and
walking along the waterfront and to the Ferry building. In many cities El Camino
Real is a wall, a barrier. It needs to become a connector.
Task Force Member: El Camino Real is always thought of as an important
transportation link. The Grand Boulevard Initiative needs to be seen as improving
this transportation link. While this is important, the vision also needs to include
people currently using El Camino Real in their daily lives. They need to see it as
an incremental improvement, not that their lifestyle is being replaced. There
needs to be a discussion of the transition between the “now” and the future
transformative vision. There needs to be a compelling story about how the
corridor will incrementally improve and enable the mass public to buy into the
concept.
Holly Minch noted that the messages need to appeal to enlightened self interest. Self
interest usually comes first, followed by enlightenment.
Task Force Member: Connectivity across El Camino Real needs to be
considered. There have been a number of initiatives to improve the East-West
connection. There are several efforts that have started this process, including
VTA’s bike plan prioritization intersection improvements and the Palo Alto Bike
Plan Initiative that focuses on connectivity.
Task Force Member: If you live on the west side of El Camino as a home owner
for 50 years, it is hard to see the neighborhood change. In terms of the interest
level, if you are 20-45 years old, you are mobile. The Daly City Top of the Hill
Project is not meant for single family home development, but rather for the young
adult population using transit. As (a Task Force Member) said, the transformation
of El Camino needs to be presented as a renaissance, extremely vibrant, and
incorporate elements that will meet the needs of the future population.
Task Force Member: Interestingly, people keep talking about transportation and
transit. Planning for the San Antonio Shopping Center in Mountain View is
underway. The City is proposing a linear green park over the Hetch Hetchy right-
of-way that extends along the property. This can be seen as a huge benefit, an
element that will draw people. Many of the discussions are focused on transit,
housing, and jobs, but there also needs to be a balance of open space. This project
will incorporate open space within the corridor. Open space will help make it
obvious that this is a really great place.
Holly Minch stated that the Task Force needs to become ambassadors of their ideas.
Normally we start with what is compelling to us, but the message needs to focus on what
is compelling to others. One person may be interested in transit, but there are others
interested in open space.
Task Force Member: There needs to be thought of how to deal with the future
growth in the counties and in the entire state. There is a concern of densification
of the corridor. If you do not put future population in the corridor, then you see
more sprawl and development in the foothills. We need to stress that people are
coming to the county, to the state, and how to accommodate the growth in the best
place. There needs to be a change that works for all. It would be better to have
growth in the corridor rather than in the foothills.
Holly Minch touched on the notion of “fear.” There are business owners that are afraid
of reducing parking. There are going to be residents fearful of increasing the number of
homes and people in the corridor. We need to drive out the fear. Take Santana Row in
San Jose as an example. It is best not to avoid the fear, but to tackle it with solid
examples. We need to find the right messenger. The Task Force members might not be
the best messenger for some topics. The local community may need to hear the message
from others in order for it to resonate. Sometimes we might not be the best ambassador
of the idea. We may need to find other ambassadors to deliver the message.
Task Force Member: The Grand Boulevard branding needs to take into account
the sense of history because everything is so new. Right now there is not a strong
sense of history of the Grand Boulevard. The Task Force can bring this history.
The public needs to be educated that it takes time for change to happen; Rome
was not built in one day, Paris was not built in one day. There needs to be an
emphasis on where things will be, where things are going. In the beginning it was
difficult to understand why the Task Force was focusing on growth and
development through year 2035, rather than in the present. It is now apparent that
this planning for the future is important. The merchants do not care about
parking; they care about getting people in the store/restaurant regardless of their
transportation. The message should show this focus. There are always going to
be people opposed to a project and it is because they are not looking at the history
of the planning – this is narrow thinking. There needs to be an explanation of
ways for people to get into businesses and educate around the narrow thinking.
With this, our grandchildren will have a corridor that looks like Paris.
Task Force Member: There needs to be incentives for things to happen. Coming
from the rental development side, there is a consumer expectation. Consumer
expectations are changing more towards walking, transit, biking, etc. This change
in expectation needs to be embraced because these are the future people that will
be moving into the El Camino Real corridor. This expectation becomes our
reality.
Change is coming. The change in the marketplace is coming. Holly Minch reiterated that
it is important to embrace and prepare for change.
Task Force Member: There is a need for branding for different demographics
along the El Camino Real corridor (seniors, youth, families, merchants, etc).
What is the motivation for families wanting a house with a yard? There are going
to be changing housing needs and the corridor should support comprehensive
options for these changing needs.
Messaging Best Practices
Holly Minch provided input on best practices in messaging. Prior to this meeting, Holly
Minch reviewed the Grand Boulevard reports and distilled the ideas and data into
messaging points. She looked at the language being used and identified a need to reduce
the level of jargon and use more open and inviting language for the uninitiated. Right
now, the good idea that is the Grand Boulevard Initiative is hidden under a bushel
(jargon). We need to get excited, invested, and demanding. There is a lot of opportunity
for the Task Force to do this. The messaging tips are as follows:
The Grand Boulevard message needs to include layman’s terms to get people
excited and initiated.
We need to start with messages that people care about. There needs to be a team
of ambassadors to start the conversation with the audience, starting with what the
audience cares about.
People are far less interested in specific policy solutions and far more interested in
choices and options. If you want to have a lifestyle, you want to choose the
options/elements in it. The focus of the conversation should be on the options,
not the solution. There should be a focus on the value of choices. Offer the
promise of choice. In the world of branding, when you mention the word
“Volvo”, what is the first word that comes to mind? Safety. In branding, this is
known as the law of the word. Volvo does not lead with the ways they deliver the
safety. Those are the means by which they deliver the promise of safety. All of
the policies that we put in place are the means for providing choice and options.
Find ways to engage specific constituencies. Diverse constituencies should be
considered (seniors, families, etc). There are a lot of advantages for the diverse
community. The desires of these groups should be welcomed and considered.
Health. This is an issue that is important to most. It is not just about transit, jobs,
or homes, but it is about a comprehensive lifestyle. There is a need to recognize
that this type of lifestyle will lead to the overall health of communities.
Emphasize business benefits. There are a lot of ways that businesses can benefit
from the Grand Boulevard Initiative. Local business owners may be the best
messengers to emphasize the opportunity for business benefits. They may be the
best to engage their peers.
The language used to talk about the Grand Boulevard Initiative should get away from
“insider-speak” and technical lingo. It does not resonate with the general public. Terms
such as transit and TOD should be better explained and translated in order to make
meaning. Data generally does not have a lot of meaning. First, you need to make
meaning. The data will then support the meaningful points.
Place making. Use local names and root the conversation in the local community.
The Grand Boulevard Initiative is about people. The message should be catered
around the people and their needs, not infrastructure, etc. The Grand Boulevard
Initiative seeks to transform the El Camino Real corridor for the people.
Value – What is in it for me? What is the value that I care about that you can
deliver?
Lifestyle – GBI looks and feels better and will benefit people’s lifestyles.
It is often more productive to tell stories to make it more real to the people.
Studies show that people use stories for framing an issue. If the facts do not fit
the story, the facts will be rejected. Stories will help frame the message and will
provide an emotional connection. Stories feel true. People make choices on
emotion and use logic to support the decision that they have already made. Start
with the emotion, and then get the conversation moving in the right direction.
Holly Minch solicited ideas from the Task Force members regarding messaging best
practices and tips.
Staff Member: From a city council perspective, what works when there is public
opposition to things that will benefit a community? How are the messages worked
into that context? How can you bring people along or how do you convince
yourself that there is a larger group of people out there that will support the
project?
Task Force Member: This is the first time that I have been truly excited about the
Grand Boulevard Initiative for my community. It is best to ask questions. Ask
questions such as, do you care about parking, or do you care about people in your
store? The questions help facilitate a mind shift. It is important to set the frame
in the beginning of the project and work to get buy in for opportunity. A
presentation like Holly’s presentation at the Task Force meeting could be helpful
for local business owners to help with the mind shift for businesses and
community members. You have to get people to buy into this type of presentation
and the potential and opportunity that it presents.
Task Force Member: Videos and visuals are very important. If you show them
plans rather than talking about floor-area ratio (FAR) and density, the message is
better. Showing plan sets and images tend to help calm fears. The videos need to
be geared toward people and they need to have a local context (on El Camino
Real, on California Avenue, specific intersections, etc). Seeing the transformation
is important.
Member of Public: Storytelling and emotional words are the things that sell. All
the jargon in the world makes us feel like we are smart, but it does not resonate
with people.
Task Force Member: Visuals are very important. For example, the Mountain
View General Plan update visioning process included visuals and photos. It was a
question of choice. It is interesting to hear about the importance of choice and
knowing that some people want different things. There needs to be a focus on this
idea of choice.
Task Force Member: Visuals are very important. It is also important to be on the
ground, such as inviting people to walk a specific sidewalk, and experience what
is happening. Events such as bus tours and walking tours help the audience see
the current environment and opportunities. People respond physically.
Task Force Member: If there are opportunities, there will be a natural progression
to till the soil. If you are in a room with a lot of opposition, then the message was
not stated correctly. It is best to start early and get an idea in place before the
actual project starts.
Messaging Action Items
Holly Minch challenged the Task Force members, as champions of the Grand Boulevard
and ambassadors of the ideas, to generate 10 things that they will do to “till the soil” in
the communities.
Task Force Member: Speak in less government acronyms.
Task Force Member: Make it a point to talk about the Grand Boulevard Task
Force and what they are doing, when it is appropriate. Demonstrate momentum.
Task Force Member: We are already doing this, but it is important to celebrate
the successes and get the word out that the Grand Boulevard Initiative is real and
that it is happening.
Task Force Member: Task Force members should go to a new portion of the El
Camino Real corridor and see what it is and what is can become.
Task Force Member: Find more stories of people who live and work in the El
Camino Real corridor and get personal stories to build a repertoire/library.
Task Force Member: Reach out to local business owners with presentations like
Holly’s to help with the mind shift for businesses and community members.
Task Force Co-Chairs: Task Force members should commit to talking about the
GBI.
Member of Public: Each city could interview several people and take a
photograph of the individual. These stories could be posted on the Grand
Boulevard website (or other agency websites) or flyers. This would help build
local testimony to make it personal and about the people.
From Mission St in Daly City, to El Camino Real and The Alameda in San Jose
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 1 of 9
TO: Grand Boulevard Task Force
FROM: Mike Garvey
SUBJECT: DRAFT Activity Along the Corridor
DATE: March 28, 2012
Executive Summary
The following are highlights of new and completed activity since the November 30, 2012 Task
Force meeting:
Visits to the Grand Boulevard website (http://grandboulevard.net) are up 16% with 1,700
visits from November 1st to February 29
th, an average of about 19 visits per day.
VTA Project Team has completed the technical analysis of conceptual engineering for the
El Camino Real Bus Rapid Transit Project.
Caltrans released the Highway Design Manual Draft II on January 27, 2012.
The City of San Carlos submitted its 90% design to Caltrans for the San Carlos Eastside
Connect Project.
The Mel’s Bowl development project in Redwood City was approved by the city council
in February 2012.
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 2 of 9
1) Grand Boulevard Initiative Website Usage (www.grandboulevard.net)
Web visits are up 16% with 1,700 visits from November 1st to February 29
th, an average of
about 19 visits per day. The percentage of new visits remains constant at about 73%. The
site continues to be accessed from cities all over the world, including Paris, Milan,
Arlington, and New Haven, to name a few. The areas of the site that people visited the
most were the Home Page, About Us, History of El Camino, Multimodal Corridor Plan,
and the “What’s happening in my community” page.
2) Grand Boulevard Federal Earmark Projects Update
The five Grand Boulevard Federal Earmark Projects include the Top of the Hill
Improvements in the City of Daly City, pedestrian crossing enhancements in the City of
Millbrae, median and pedestrian crossing improvements in the City of San Bruno, lighting
and landscaping improvements in the City of San Carlos, and streetscape improvements in
the City of San Mateo. The City of Daly City Top of the Hill Improvement Project is
under construction, with anticipated completion in March 2012. The City of Millbrae
issued an advertisement for construction bids in December 2011. Construction is expected
to begin in April 2012, with completion in August 2012. The City of San Bruno completed
construction of its median improvements, and the pedestrian crossing improvements are
underway. The City of San Carlos is coordinating with Caltrans and preparing the required
technical documents for the lighting and landscaping improvements. Construction is
anticipated to begin in December 2012, with completion in March 2013. The City of San
Mateo continues to work with Caltrans on the project plans and specifications and design
approval. The City of San Mateo intends on obtaining all necessary approvals from
Caltrans by the end of March 2012.
3) Santa Clara Valley Transportation Authority (VTA)
On the El Camino Real Bus Rapid Transit (BRT) project, the VTA Project Team has
completed the technical analysis of conceptual engineering. The project is considering
dedicated lanes for a continuous segment of El Camino from Santa Clara to Mountain
View. A significant feature of this configuration would be bicycle lanes. Bicycle counts
will take place this fall with estimates of future bike volumes expected by the end of the
year. VTA continues to host public open houses to outreach to communities for the El
Camino Real BRT Project. A full schedule of project activities can be found at:
www.valleyrapid.org.
VTA continues to review the new Highway Capacity Manual (HCM) 2010, which includes
new multimodal Level of Service (LOS) measures for bikes, pedestrians, and transit. VTA
together with its local agency partners is exploring how these elements could be
incorporated into the Congestion Management Agency policies and guidelines. VTA is in
the process of implementing a pilot project to test HCM 2010 multimodal measures at
specific locations in Santa Clara County, including on El Camino Real.
4) San Mateo County Transit District (SamTrans)
The SamTrans Service Plan (SSP) is an in-depth study of the SamTrans fixed-route bus
system that will provide a foundation to further understand existing bus service and how
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 3 of 9
SamTrans can best serve its customers. The SSP will address recommendations in the
short-term (two to five years) and the long-term (15 years). Staff introduced the SSP
update and began garnering public support at a series of public open houses in July 2011.
The updated SSP is anticipated to be complete in Spring 2012. More information on the
SamTrans Service Plan is available at: http://ssp.tmdinc.net/.
5) City/County Association of Governments of San Mateo County (C/CAG)
C/CAG is coordinating all city responses to the Sustainable Communities Strategy to be
compiled and sent to ABAG.
Staff is developing the Countywide Transportation Plan 2035 (CTP 2035), using the advice
of a Working Group of local land use, transportation, housing, and public health planners.
C/CAG has engaged a land use planning consultant to work with its staff, with the
Working Group, and with local planners to update the demographic files in the San Mateo
County Travel Model, which will be employed to generate simulations and forecasts for
CTP 2035. CTP 2035 will address the emerging requirements of Senate Bill (SB) 375,
which mandates closer coordination of land use and transportation planning and
development of a Sustainable Communities Strategy to reduce greenhouse gas emissions.
A draft Vision Statement, Goals, and Objectives, for the Sustainable Communities Strategy
crafted in consultation with the Working Group, emphasizes the importance of Smart
Growth and continued development of alternative modes of transportation to meet the
access and mobility needs of San Mateo County residents, workers, and visitors. Staff is
developing draft policies to address modal needs, modal connectivity, and better
integration of transportation and land use.
In addition, C/CAG is using a county bike travel model, similar to the Santa Clara Valley
Transportation Authority (VTA) model for bicycle volume data. C/CAG is working on a
new program to create an incentive for reduced parking and transit oriented developments
(TOD) that include Transportation Demand Management (TDM) strategies, bike lockers,
etc. The agency also is working on the countywide Climate Action Plan (CAP) and
incorporating a series of bicycle and pedestrian counts (similar to traffic counts for
automobiles).
6) Metropolitan Transportation Commission (MTC)/Association of Bay Area Governments
(ABAG)
MTC and ABAG are working on the Regional Transportation Plan and the Sustainable
Communities Strategy (SCS). MTC is developing detailed scenarios for the SCS. In July,
MTC proposed a One Bay Area grant that would tie funding to the SCS, better linking
transportation funding to land use and housing. This block grant would be for the
Congestion Management Agencies (CMAs), who would then have flexibility in how the
funds are distributed. Under the current proposal, the county housing allocations would be
based on population, Regional Housing Needs Allocations and actual housing production,
and transportation needs. Other elements of the grant program propose spending 70
percent of the funds in Priority Development Areas (PDAs), setting aside planning funds
for Priority Conservation Areas (PCA), and eligibility criteria that includes an adopted
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 4 of 9
Housing Element. MTC will release a revised draft of the One Bay Area Grant proposal
based on stakeholder comments in March 2012, and plans to approve it in May 2012.
CMAs will work on the project selection criteria process from June 2012 - March 2013.
MTC will issue a Call for Projects in Spring/Summer 2012. A link about the block grants
can be found on the MTC website at: www.mtc.ca.gov/funding/onebayarea/.
The draft SCS Preferred Scenario was released on March 9, 2012.
7) Caltrans
Caltrans received numerous comments on the proposed revisions to the Highway Design
Manual (HDM) Draft I. Caltrans released the HDM Draft II on January 27, 2012, which
considered the public comments received on Draft I. Caltrans accepted comments on the
HDM Draft II and intends to submit the revised HDM to the Federal Highways
Administration for approval on March 30, 2012.
The revised Manual on Uniform Traffic Control Devices was adopted by Caltrans the week
of October 17, 2011. The revised manual includes two new control devices for pedestrian
crossings, including crossing signals for mid-block crossings.
8) San Mateo County Health System
The San Mateo County Health System received approximately 20 applications for the Get
Healthy San Mateo County grant. The Health System is also resuming work on the rapid
health impact assessment.
9) San Mateo County Department of Housing and Planning
The North Fair Oaks Community Plan, which received an MTC/ABAG planning grant,
was unanimously approved by the Planning Commission. The County’s Board of
Supervisors adopted the Community Plan and EIR on November 15, 2011. The Plan
includes healthy community components. The Final Plan and EIR are available on the
County’s planning website at: www.co.sanmateo.ca.us/portal/site/planning/, under Long
Range Planning Services.
10) Habitat for Humanity of Greater San Francisco (GSF)
At present, 7555 Mission Street is 80 percent spoken for, with 29 of 36 units provisionally
filled. Habitat for Humanity held another information session on the remaining units (as
well as other San Mateo County homes) in Daly City in January 2012. Families will start
their sweat equity and training program in November and construction is on schedule for
completion in December 2011.
11) Sierra Club, Loma Prieta Chapter
The Sierra Club provided a support letter for the Grand Boulevard’s 2012 TCSP
application for Complete Streets. Sierra Club is also sponsoring the SB 375 forum and is
co-sponsoring healthy community forums.
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 5 of 9
12) City of Daly City
The City of Daly City is nearing completion of its Top of the Hill construction. The City is
working to resolve conflicts with the business owners on Mission Street during the
streetscape construction. The City is also working with BART on accommodating planned
increases service to the Daly City BART station.
13) Town of Colma
Colma has been approached by a developer for a project on El Camino Real near the
southern border of the city. The Town is updating its Housing Element.
14) City of South San Francisco
Construction of the Mid-Peninsula Housing Development at 636 El Camino Real is
underway with residents beginning occupancy in Summer 2012. The project includes 109
new affordable housing units. The City initiated preparation of a citywide Climate Action
Plan and also received an MTC grant for the Downtown Area Plan. The City also kicked-
off its Land Use Plan update in late February 2012.
15) City of San Bruno
San Bruno staff primarily is working on the pipeline explosion rebuild. Staff continues to
work on their Zoning Code updates and is also working on the Environmental Impact
Report (EIR) for the Transit Corridors Plan which will be released for public review in
Spring 2012. The Grade Separation and Caltrain Station construction is underway and
scheduled to be completed in late 2012. The City is looking to develop a former cinema
site in the downtown on El Camino Real; an affordable housing developer is interested.
Construction recently commenced on 14 new single family homes and a developer will
pull permits shortly to renovate 308 apartment units that have been vacant for several
years. In addition, multiple hotels are interested in the hotel space at The Crossing.
16) City of Millbrae
Two years ago, Millbrae amended its General Plan to update the Circulation Element by
adopting a "Bicycle and Pedestrian Transportation Plan". The recently overhauled Zoning
Ordinance now includes: 1) the creation of a new "Grand Boulevard Planned
Development" zone to help facilitate high-density, mixed-use development along El
Camino Real; and 2) elevating the "downtown" into a new zone to better focus desired
development in that area. The third and largest mixed-use project on El Camino Real,
“Belamor,” was completed earlier this year and is already about half sold/leased. Work
continues on implementing the Millbrae Station Area Specific Plan; the latest proposed
project is redevelopment of the Wendy’s site at 120 S. El Camino Real for a 54-unit
apartment building with ground floor commercial (office) which is undergoing Planning
Commission review. The coming of High-Speed Rail to Millbrae (with a new platform,
etc. at the existing BART/Caltrain Station) has implications for updating the specific plan;
various meetings are ongoing.
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 6 of 9
17) City of Burlingame
The Burlingame Downtown Specific Plan, adopted by the City Council in October 2010,
encourages mixed use development within portions of the Downtown area and incentivizes
high density development in adjacent areas, all of which are in close proximity to mass
transit lines.
18) City of San Mateo
On April 18, 2011, the City Council approved the Final Hillsdale Station Area Plan. The
Hillsdale Station Area Plan is a comprehensive, long-range (20-year) advanced planning
document for the area to the west of the existing Caltrain station. The Station Area Plan
integrates a relocated Transit Center into existing urban and circulation systems and
develops strong connections to Bay Meadows Phase II and surrounding neighborhoods,
while maintaining the fabric of existing neighborhoods. The Plan proposes relocation of
the Hillsdale Caltrain station as well as making improvements, primarily pedestrian and
bicycle, along El Camino between 25th and 36th Avenues and surrounding streets.
The City adopted a Bicycle Master Plan on October 17, 2011 that provides a blueprint for
making bicycling an integral part of daily life in San Mateo and supports the goals of the
San Mateo General Plan, the Sustainable Initiatives Plan and other plans and policies
adopted by the City. The Pedestrian Master Plan is underway, with a Draft Plan released
for public review in October with comments due November 21, 2011. A community
workshop on the draft plan was held on October 4, 2011. It is anticipated the plan will be
adopted in 2012.
The City anticipates starting construction on a pilot streetscape project on El Camino Real
between 28th and 31st avenues. The City received federal funds from the Safe,
Accountable, Flexible, Efficient Transportation Equity Act: A Legacy of Users
(SAFETEA-LU) High Priority Program for this project, which will add a landscaped
median and new handicapped ramps along the project limits, and intersection
improvements at 31st Avenue and El Camino Real.
19) City of Belmont
The City is in the final stages of a street improvement project at Sixth and O’Neill Avenue,
bringing long-overdue intersection and streetscape improvements to the Civic Center area
west of the Village Districts and El Camino Real. The project involves street
reconstruction, new sidewalks, landscaping, blended bicycle lanes, and traffic calming
enhancements to improve/enhance pedestrian/bicycle connectivity for the area.
The Village Zoning project was reviewed by the City Council in Spring 2011 with public
hearings anticipated in February/March 2012. The City recently contracted with a
consultant team to update the City’s General Plan Land Use, Circulation, and Mobility
Elements. The City Council and Planning Commission have held joint working sessions
on the General Plan. The draft elements and associated environmental documentation will
take approximately 18 months to complete.
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 7 of 9
Several developers have responded to the City’s Request for Qualifications (RFQ) for a
Master Developer the Firehouse Square property at 1300 El Camino Real—located within
the Village Zoning area. City staff is engaged in early discussions with an interested
developer who presented residential and commercial development concepts at the
November 9th City Council meeting.
Staff also is preparing to submit an application to designate an official FOCUS PDA in
Belmont.
20) City of San Carlos
Zoning Ordinance Update: The Zoning Ordinance will implement the 2009 General Plan.
Mixed-use zoning, form based design and standards for Transit Oriented Development,
Transportation Demand Management, Landscaping, Parking are some of the measures
which will implement the Grand Boulevard Initiative Guiding Principles. The City
Council adopted the Zoning Ordinance on December 28, 2011.
San Carlos Eastside Connect Project: The San Carlos Eastside Connect project will
consist of bicycle and pedestrian improvements, landscaping and lighting, crosswalk
improvements, and connectivity improvements to the Caltrain Station on the east side
adjacent to Old County Road, residential areas and employment. The 90% design was
submitted Caltrans in February 2012.
The City received a Transportation for Livable Communities grant from MTC for the East
Side Connect Project for improved pedestrian and bicycle access to east side housing, jobs
and transit with connections to the Caltrain Station on El Camino Real. The amount of the
grant is $2,216,648 with matching funds of $554,162 contributed to the project using one-
time funds from the State's Proposition 1B program and San Carlos Redevelopment
Agency funds. The project also includes two existing bikeway grants; one from the
Transportation Development Act, Article 3 and one from the Bay Area Air Quality
Management District. Together these grants provide for completion of bikeway
improvements through San Carlos from Redwood City to Belmont on Old County Road
parallel to Caltrain line and El Camino Real.
San Carlos Transit Village: The Environmental Impact Report (EIR) for the San Carlos
Transit Village is underway, with a draft expected in late Spring 2012.
Wheeler Redevelopment Project: The City’s Wheeler Redevelopment Project (at San
Carlos Avenue between Laurel Street and Walnut Street) is also in progress. The City is
looking to redevelop the City-owned 2.4 acre site with new mixed-use development
featuring underground parking, ground level retail, and condominium housing above. The
EIR has been completed and will be going to the Planning Commission for hearings in
Summer 2012.
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 8 of 9
21) City of Redwood City
The Draft EIR for Mel’s Bowl is complete and was presented to the Planning Commission
for review and comment in September 2011. For more information, go to:
http://www.redwoodcity.org/phed/planning/eir/2580ECR_draft_eir.html. The project was
approved by the City Council in February 2012.
The City has adopted a ‘mixed-use corridor’ zoning district as part of their Zoning
Ordinance. In addition, the City is currently working on ‘mixed-use neighborhood’ zoning
district that will apply to the northern and southern edges of El Camino Real within
Redwood City’s limits. A beautification project for a lot at El Camino Real and Woodside
Avenue has been a successful pilot project that has improved the visibility, safety, and
aesthetics of the street and neighborhood. Planning has received a conceptual submittal for
a 44-unit assisted care facility on El Camino at Oakwood Avenue.
22) City of Menlo Park
The City of Menlo Park held its fourth City Council meeting on the Draft El Camino
Real/Downtown Specific Plan. The City Council directed changes to the Plan, building on
detailed recommendations from the Planning, Transportation, Housing, and Bicycle
Commissions. The Plan is being revised to incorporate these recommendations, and work
on the Final EIR is also proceeding. The Final Specific Plan and EIR are expected to be
released in early 2012.
23) City of Palo Alto
Palo Alto is working on the California Avenue Transit-Hub Corridor Enhancement project.
The project is on California Avenue between El Camino Real and the California Avenue
Caltrain Station. The project includes bike parking, transit improvements, reducing travel
lanes from four lanes to two lanes, and pedestrian crossing enhancements (bulbouts and
signal crossings). The City is in progress with a project at 2875 El Camino Real, which
will replace an existing dry cleaning business with a commercial building. A mix-use
developing is in construction at 335 Alma. The City received an application for
preliminary architectural review of a Hilton Garden Inn at El Camino Real and Charleston
Road. The 3.5-acre site is currently developed with low-intensity rental car lots.
Additional planning efforts include:
Palo Alto Bowl-4301-4329 El Camino Real-mixed use with 134 room hotel
and 26 residential units;
4073 El Camino Real-new mixed use with ground floor retail and two
residential units; and
4190 El Camino Real-addition and remodel for new car Fisker and McLaren
automobile dealerships.
24) City of Mountain View
Construction activity has recently begun on the San Antonio Shopping Center
redevelopment. The City received an application for an apartment project near San Antonio
The Vision:
El Camino Real will achieve its full potential as a place for residents to work, live, shop and play, creating links
between communities that promote walking and transit and an improved and meaningful quality of life.
www.grandboulevard.net
TF 6 - Page 9 of 9
Road, immediately adjacent to the Hetch-Hetchy right-of-way. Depending on negotiations
with San Francisco’s Utilities Commission, this project could create a public open space
area along the project boundary and the right-of-way. The City has received other
applications for housing development on El Camino Real, including a project between the
downtown and San Antonio areas and a project near the City of Sunnyvale boarder, which
seeks to increase density. The City released the public draft General Plan Update on
November 20, 2011.
25) City of Sunnyvale
The City of Sunnyvale is revising the Land Use and Transportation Element (LUTE) of
their General Plan. The intent is to make the LUTE consistent with the policies and
programs identified in the Precise Plan for El Camino Real (2007). The City is
implementing no parking areas on El Camino Real between Wolfe Road and Fair Oaks
Avenue. The City is also preparing studies for food trucks, specifically related to food
truck parking regulations on El Camino Real. The City is developing on an application to
redevelop a former car dealership property 8 acres in size with 113 town homes and 17,300
square feet of commercial space on El Camino Real. The City also is also working on a
study to determine appropriate locations for children’s day care facilities. The City
recently consolidated 22 elements of the General Plan into one Comprehensive Plan, which
is available online at the City’s website at: www.sunnyvale.ca.gov. The City is also
rewriting the sign code.
26) City of Santa Clara
The City adopted the comprehensive 2010-2035 General Plan update in November 2010.
The Plan promotes intensified development and multi-modal mobility along El Camino
Real and other key corridors. Higher density mixed use nodes on El Camino Real
correspond to the proposed Bus Rapid Transit (BRT) stops planned by VTA. The City and
VTA are working together on roadway design that reduces mixed flow travel lanes on El
Camino Real from 6 to 4 lanes plus parking and bike lanes, with the two center lanes as
dedicated BRT lanes. Comprehensive streetscape improvements include center median
platforms and landscaping, and upgraded crossings and sidewalks that facilitate shared
mobility via BRT, local buses, pedestrians and bicycles.
27) City of San Jose
“The Alameda: A Plan for the Beautiful Way” was recently awarded a TLC capital grant.
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Memorandum
TO: Joint Venture Board of Directors
FROM: Kevin Gillis, Bank of America, and Joint Venture Board
Jessica von Borck, Town of Los Gatos, and Chair, Silicon Valley EDA
Kara Gross, Executive Director, Silicon Valley EDA
DATE: 9 March 2012
SUBJECT: SILICON VALLEY ECONOMIC DEVELOPMENT ALLIANCE
This memo provides an update on the activities of the Silicon Valley Economic
Development Alliance. The Silicon Valley EDA is a regional collaboration of economic
development professionals who bring together public and private resources to ensure the
success of businesses in Silicon Valley and promote the Valley as an excellent place in
which to do business.
Recent Activities
1. Recent EDA Activities: In January the EDA held its annual planning retreat and
identified its priority issues for 2012 (agenda and summary attached). In light of
the elimination of redevelopment agencies, this will be a year of rebuilding as we
enlist in new partnerships, strengthen existing ones and investigate both old and
new sources of funding for economic development.
One ongoing priority for the group is to establish and grow our relationship with
the state. The Governor’s Office of Business and Economic Development (GO-
Biz) joined the group at our February meeting to discuss their initiatives in permit
streamlining, building innovation hubs, and encouraging business growth and
expansion here and abroad. Justin Currie, the Bay Area Business Development
Specialist for GO-Biz, attends many EDA meetings and often reaches out to the
organization with leads on companies considering a Silicon Valley presence. In
February he was joined by Florentino Castellon, Deputy Director, Permit
Assistance, and Louis Stewart, Deputy Director, Innovation and Entrepreneurship
(by phone).
In March, we continued our annual tradition of a briefing by Joint Venture CEO
Russell Hancock on trends uncovered in the latest Index of Silicon Valley and a
discussion of how those trends affect the economic vitality and position of the
region. Leon Beauchman of the JVSV Wireless Initiative also updated the group
on his initiative’s priorities and progress.
2
2. Building Technologies for Local Government: On January 19 the EDA co-hosted
an event for emerging cleantech companies in the green building sector and local
governments, to identify opportunities to work together on pilot projects. With the
assistance of our cosponsors, the Environmental Business Cluster and Cleantech
Open, and our title sponsor, the County of Santa Clara, the event drew
participation from over 20 companies and numerous local governments., The
event offered both educational sessions and a vendor showcase per the attached
agenda.
3. Broker Breakfast: The 2012 broker breakfast series kicked off on February 2 with
a South Bay event at NetApp headquarters in Sunnyvale, featuring that city,
Mountain View, and Palo Alto. Over 50 attendees were given an informative,
focused briefing on opportunity sites and major developments in the participating
cities. Slides from the event are posted on the SiliconValleyOnline commercial
property search page, http://www.siliconvalleyonline.org/site_search.
The West Valley broker breakfast will be held on April 5 at Cupertino’s
Community Hall and will include the communities of Cupertino, Los Altos, Los
Gatos, and Santa Clara County.
ATTACHMENTS
Annual Retreat Agenda
Priorities for 2012
January 19 Agenda
Annual Meeting of the Silicon Valley Economic Development Alliance January 11, 2012 LOCATION TBD
AGENDA
10:30 AM Welcome! Terrence Grindall, Chair-Elect
10:35 AM Recruiting Principles Roundtable All
10:45 AM Where We’ve Been: 2011 Recap Jessica von Borck, Chair
11 AM Life After RDA All
11:45 PM Lunch
12:15 PM Priority Setting Exercise for 2012 Terrence, Jessica, Kara o Priority Issues o New Initiatives?
1:15 PM Marketing Runway – Show Your Schwag! All
1:45 PM Marketing Plan Update Bruce Knopf, Marketing Chair; Kara
2:15 PM Opportunities/Upcoming Events:
Econovue
Workforce Follow-up: Working with Silicon Valley Delegation
World Trade Center
USPTO
Technificate
2:30 PM Administrative Issues Kara
Monthly Meetings: Date, Time, and Locations
Finances/Dues
Operating Rules Revision
2:45 PM Succession Issues & Election of Chair-Elect Jessica/Terrence
3:00 PM Adjourn
Priority Setting Exercise for 2012 Category & Idea Votes Action
Education 33 Education for Members; Specifically: 12 (1)
New Approaches to Small Business Support 6
Asset Management/Revenue Generating Opportunities 1
Brokerage 101 Roundtable 1
Session on Independent Retailers 1
Information Sharing/Best Practices - Monthly speakers & roundtables
1
Workforce Development/Training Programs – what training is available for unemployed and underemployed?
1
RDA’s Demise/Financing 12
How Do We Fund (Formerly RDA-funded) Projects? 10
-Work Session on Infrastructure Financing Districts
-Use of Industrial Development Bonds/Other tools
RDA – Moving Forward 2
Education for Electeds; Specifically: 9 (2) May meeting
1. In an era of shrinking redevelopment $, how can we best demonstrate to electeds the value of having ED staff?
6
2. Political shifts, policy changes, competitive disadvantage issues 1
Marketing & Partnerships 19
Marketing: 4 (2)
Business Recognition Events (“Fast 50”) 2
Partnerships: 15 (8)
Stronger Partnership with State ED – GO Biz 4 February meeting
Bolster Regional ED Partnerships (beyond ourselves) 2
Chambers and Business Associations – how to get the most out of these relationships
1 April meeting: partners as guests
Building Technologies for Local Government
Title Sponsor: County of Santa Clara
Thursday, January 19 • 10 AM - 2 PM • Santa Clara County Fairgrounds, San Jose
-Agenda-
10 AM Welcome/Introductions 10:05 Host Remarks by Bruce Knopf, County of Santa Clara 10:15 Panel Discussion: Local Government Pilots and Demonstration Policies
Scott Green, City of San Jose Dustin Clark, City of Sunnyvale Jeff Draper, County of Santa Clara Christy Wolter, Town of Los Gatos
11:40 Briefing: Lawrence Berkeley National Lab's User Test Bed Facility
Doug Davenport, LBNL Oren Schetrit, LBNL
Noon Lunch and Networking: Visit the Building Solutions Pavilion 1:15 PM Expert Panel: What do Municipal and Commercial Buildings
in Silicon Valley Need? With Moderators Susan Wright, San Mateo County Energy Watch, and Shayna Hirshfield, Silicon Valley Energy Watch Debbie Kranefuss, Ecology Action Ammi Amarnath, Electric Power Research Institute (EPRI)
1
Memorandum
TO: Joint Venture Board of Directors
FROM: Larry Alder, Google
Dr. Ted Tasch, Co-Chair, Wireless Communications Initiative (WCI)
Davis Casas, Co-Chair, WCI
Leon Beauchman, Director, WCI
DATE: 9 March 2012
SUBJECT: WIRELESS COMMUNICATIONS INITIATIVE
This memo provides a status update related to the progress of Joint Venture’s Wireless
Communications Initiative (WCI). The objective of WCI is to expedite the deployment of
wireless communications technology in Silicon Valley.
2012 Plan Development – The WCI Steering Committee voted to approve a plan for
2012 activities. The planning document is attached. A key point of discussion was
defining the goals for the Initiative. The defined goals are:
o Silicon Valley will have a “Next Generation” wireless network (constant
10M/sec.) available in a majority of the cities in the region within two years
(e.g. 4G, LTE, WiMax).
o No Dropped Calls!
Association Partnerships – One of the objectives in the 2012 plan is to establish
strategic partnerships with local organizations. This will allow the Initiative to
maximize its limited resources and leverage the relations to gain visibility for our
activities.
The Cities Association of Santa Clara County voted to support the WCI goals for the
region and to co-sponsor two events this year. The first is a Wireless Healthcare
Summit that will be held on May 1st at the San Jose Convention Center (see details
below). The other event is the second annual Wireless Symposium slated to be held at
Santa Clara University. The Cities Association has been a valuable partner in e the
encouraging the participation of cities.
2
In addition, The Wireless Communications Alliance and California Wireless
Association have agreed to partner with the Initiative in co-sponsoring events.
Palo Alto DAS Project – The Palo Alto City Council voted to approve a Distributed
Area System application for AT&T. The application is for 18 sites which is part of a
larger plan that would build a total of 80 sites in the City. The Architectural Review
Board (ARB) had initially approved the project after several months of review and
discussions with the carrier. However, the decision was appealed by residents.
Consequently, the application was reviewed by the City Council where it passed with
only one dissenting vote. The WCI provided a letter supporting the City’s review
process and the decision of the ARB. In addition, Leon Beauchman spoke in support
at the ARB and City Council meetings. His comments were carried in the local press.
See attachment.
Wireless Healthcare Summit – The WCI is partnering with the American
Telemedicine Association to host an event at its annual conference that will be held at
the San Jose Convention Center. The WCI event will be held on May1st and will
begin at noon. Dr. Ted Tasch, WCI co-chair, will be one of the speakers, along with
Dr. Dale Alvorson, past president of the ATA. Further details for the event will be
finalized over the next few weeks.
San Carlos Application Approval – The San Carlos City Council approved an
AT&T application for a wireless facility. The application was initially approved by
staff, but the decision was appealed by local residents. The WCI provided a letter of
support for the City staff’s decision and provided verbal testimony before the City
Council. The eventual vote was 5-0 in support of the application.
Media Coverage – The WCI was able to garner visibility in local media (see
attachments). Comcast produces a community service program (Newsmakers) that
highlights the activities of public figures. The program provided an opportunity to
discuss the challenges and opportunities of deploying wireless technology.
Steering Committee – The 2012 plan includes the objective of adding 3-5 new
members to the steering committee. New members added thus far include: David
Witkowski (Wireless Communications Alliance), Lennies Gutierrez (Comcast), Lynn
Dowling Bruno (Hammett & Edison, Inc)
Attachments:
2012 Planning Document
Palo Alto Times Article
Wireless Communications Initiative
Joint Venture Silicon Valley
2012 Plan
Project Goal - Phase 2:
Introduce new project goals:
o Silicon Valley will have a “Next Generation” wireless network (constant 10M/sec.) available in a
majority of the cities in the region within two years (e.g. 4G, LTE, WiMax).
o No Dropped Calls!
Project Strategies:
Create greater awareness of the need for the region to deploy a 21st century wireless infrastructure.
Create greater awareness of the regional economic impact of the evolving wireless marketplace. In
addition, highlight those applications that will most impact our quality of life.
Support targeted cities in developing ordnances and processes for reviewing applications for wireless
facilities.
Broaden and strengthen the WCI Steering Committee by recruiting 3-5 new members.
Broaden and stabilize the funding base for the WCI to ensure program sustainability.
Tactic/ Activity Current Status Timing Comments
Phase 2 Launch Event Location: Palo Alto; Prospective partners include PA Chamber, Wireless Communications Alliance, California Wireless Association and others. Selected media will be targeted.
TBD Identify Chamber or business event to announce new Initiative goals.
Emerging Market Event Focus will be on Health Care applications and their potential effect on the delivery of services. Partner with the American Telemedicine Association and its annual conference in San Jose on May 1st.
May 1st Working with ATA conference to explore possibilities for May 1st event in convention center
Public Policy Symposium This event will be similar to last year’s event held at Santa Clara University. Focus will be on updating local elected official and City staffs (planners/ economic development directors) about the emerging trends in wire applications. In addition, there will be a focus on most pressing policy issues.
(October/ November)
Planning to start in second quarter
Public Awareness Campaign
Use regional/local publications and other media to increase aware of WCI goals and program activities.
On-going Palo Alto Times (1/24/12) Market Watch (1/24/12) Newsmakers (Comcast) 2/12
Wireless Communications Incubator
Develop business incubator supporting the development of wireless products and applications
June Assemble meeting of interested parties to determine viability of concept; include non-profits, cities, wireless developers, carriers; SJSU
Educate Policy Makers – Wireless Workshops/ Model Ordnances – Targeted Cities
Targeted cities include: San Jose, Palo Alto, Mountain View, San Carlos, Los Altos
As required Specific Activities to be identified after consulting with cities
Wireless White Paper – Bay Area Council
Bay Area Council is leading effort; finding continues to be an issue; plan is to collaborate with BAC when project moves forward
TBD Will follow-up with BAC
Tactic/ Activity Current Status Timing Comments
SV Wireless Education Fund
Idea is to promote wireless applications in schools and thereby build support for more wireless facilities in Communities
June Work with SVEF to identify and approach contributors.
Steering Committee – Add 3-5 new members
Strengthen and diversify steering community to support program goals and strategies
On-going Additions: David Witkowski (WCA) Lennies Gutierrez (Comcast) Lynn Dowling Bruno (Hammett & Edison, Inc)
Project Funding – Identify 2012/13 Funding
Identify and meet with prospective funders. Cultivate relations with current funders. Plan is to have commitments by end of second quarter.
July Making appointments for presentations
Website Updating
Work to make website a region resource for information related to wireless communications issues.
On-going Work with JV webmaster to explore options to upgrade site.
Develop Strategic Partnerships to support Goals/ Strategies
Identity and collaborate with selected organizations :
Cities Association of Santa Clara County
Wireless Communications Alliance
California Wireless Association
CTIA
On-going Working to identify specific events for collaboration
RF Video – partner with Kaiser and Sanford Hospital
Determine if hospitals are willing to collaborate on this project; Identify funding source
TBD Kaiser is considering idea;
Palo Alto approves AT&T's antenna plan Company to install 20 antennas on existing utility poles as first phase of its 'distributed antenna system'
AT&T's controversial plan to install 80 antennas on utility poles throughout Palo Alto surged forward Monday night (Jan. 23) when the City Council approved the first phase of the company's proposal.
The council voted 7-1, with Councilman Greg Schmid dissenting and Mayor Yiaway Yeh recusing himself, to uphold earlier approvals of the AT&T application by the city's Architectural Review Board and by Planning and Community Environment Director Curtis Williams. The council hearing was prompted by four separate appeals.
The council's vote means that AT&T can proceed with installing antennas at 19 locations throughout the city. Each installation will include a vertical antenna over an existing pole, a battery box and a radio box. The vote also means that the company can proceed with the later phases of its "distributed antenna system" (DAS) without going through the public-hearing process. The system will ultimately feature 80 antennas.
Dozens of proponents and opponents of the AT&T application packed into City Hall for the appeal hearing, with some residents sporting "No DAS" stickers and others wearing "Yes!" stickers. Proponents argued during the public-comment period that the antennas are desperately needed in a city that remains plagued by dead spots despite its reputation as a hub of innovation. Others argued that the proposed antennas are unsightly and that the city should create a "master plan" for wireless technology rather than approve applications one by one.
Paula Rantz, who filed one of four appeals, requested in her appeal that the "application be denied until the City has come up with a comprehensive Wireless Master Plan for the installation of cell towers/nodes taking into the account the needs of the various providers AND the overall impact to our community." Stacey Bishop, meanwhile, argued that the antenna proposed for 1880 Park Blvd. would be less than 20 feet from her home and in direct line of sight from various rooms.
"It's simply too close to a residential home to have an antenna," Bishop told the council.
The council agreed and directed staff to consider other locations in the area for the antenna. The most likely location is 1920 Park Blvd., a site that AT&T had previously considered before opting to move its antenna farther away from the corner and closer to trees.
But the council also acknowledged that AT&T has legal rights to install its equipment and approved the other 19 antennas. Various state and federal laws, including the [transition.fcc.gov Telecommunications Act], restrict the city's ability to deny applications to wireless-service providers. According to a report from Current Planning Manager Amy French, federal law prohibits the city from regulating the placement of wireless equipment based on impact from radio frequency, provided the emissions from equipment comply with Federal Communication Commission regulations.
The council's purview of Monday was limited largely to aesthetic issues, and members concluded at the end of their long discussion that the visual and noise impacts of the antennas would not be significant enough to warrant denial.
"They're certainly not going to be put in an art museum, but they aren't anything that's going to detract from our community," Klein said of the antennas.
AT&T had revised its application last year after many in the community panned the company's prior design, a U-shaped installation consisting of two antennas over a utility pole. The Architectural Review Board in November approved the new monolithic design and added a long list of conditions, including one that the equipment be tested
for compliance with the city's noise ordinance immediately upon installation.
"We see this right now as the best way to provide wireless services in the near future in Palo Alto that would best serve the community in a very aesthetically sensitive way," AT&T's counsel Paul Albritton told the council.
Councilman Sid Espinosa said he was pleased with the application process because it led the city and AT&T toward a better design. He was one of several council members who voiced enthusiasm about improved cell reception.
"I hear from a lot of Palo Altans about dropped calls," Espinosa said. "I'm excited that we're creating the coverage people would expect here in Palo Alto and in Silicon Valley."
Klein and Espinosa both noted that the council had little choice but to approve the application. Doing otherwise, Klein said, would probably bring forth a lawsuit that the city would likely lose. Even Rantz acknowledged that the city's rights when it comes to wireless equipment are severely limited.
"Our power to determine the character of our community has been taken away at the state and federal level," Rantz told the council Monday.
"We're in what many people call the innovation capital of the world, and yet we have no right -- zero right -- to have a master plan," she added.
While Rantz's appeal focused on the entire application, two others (one from Bishop and one from Janell Sumida-Riker) protested specific site proposals. A fourth appeal, filed by Cooley LLP on behalf of Tench Coxe, argued that AT&T has chosen the wrong technology.
But many of the speakers at Monday's meeting said they welcome the improved cell coverage. Leon Beauchman, director of the Joint Venture Silicon Valley Wireless Communications Initiative, said his group is promoting an effort to make the entire Silicon Valley a "4G region." So far, he said, San Jose is the only city in Silicon Valley that supports the fourth-generation standard for wireless (what is commonly known as "4G").
"We're trying to catch up so that we can take advantage of the technology that was invented right here in Silicon Valley," Beauchman said.
Schmid voted against the application, saying he was disappointed that the project is moving forward without a broader strategic discussion about wireless equipment. Yeh recused himself from the discussion because of a property interest.
AT&T responded to the city's approval with a statement saying Palo Alto "took a needed step tonight in advancing the wireless needs of its community."
"We appreciate the effort of the staff and council in working through the concerns raised and will continue to work with them to ensure we can implement this critical wireless upgrade."
The antennas will be installed at utility poles near the following locations:
179 and 595 Lincoln Ave., 1851 Bryant St., 1401 Emerson Ave., 134 Park Ave., 109 Coleridge Ave., 1345, 1720 and 2326 Webster St., 1248 and 2101 Waverley St., 968 Dennis Drive, 370 Lowell Ave., 105 Rinconada Ave., 2704 Louis Road, 464 Churchill Ave., 255 North California Ave., 1085 Arrowhead Way, and Oregon Expressway near Ross Road.
Find this article at: http://www.paloaltoonline.com/news/show_story.php?story_id=24069
1
Memorandum
TO: Joint Venture Board of Directors
FROM: Chris DiGiorgio, Co-chair
Chuck Reed, Co-chair
Kelly Krpata, Applied Materials Director of Climate Prosperity
Rachel Massaro, Associate Director of Climate Initiatives
DATE: 9 March 2012
SUBJECT: CLIMATE PROSPERITY INITIATIVE
This memo provides an update on the activities of Joint Venture’s Climate Prosperity
Initiative. The Climate Prosperity Initiative is aimed at reducing our use of fossil fuels
while accelerating the emergence of a cleantech sector in Silicon Valley.
RECENT ACTIVITIES
Solar Decathlon 2013: On December 5, Joint Venture submitted an application to the
U.S. Department of Energy to host the 2013 Solar Decathlon in Silicon Valley. The
Solar Decathlon is an award-winning program that challenges collegiate teams to design,
build, and operate solar-powered houses that are cost-effective, energy-efficient, and
attractive. The winner of the competition is the team that best blends affordability,
consumer appeal, and design excellence with optimal energy production and maximum
efficiency. The previous five competitions have taken place on the National Mall in
Washington D.C. with the 2011 event and attracted more than 300,000 attendees.
We partnered with the City of San Jose and the County of Santa Clara to identify a
location that would fulfill the requirements - Guadalupe River Park and Gardens.
Working with technical support from Optony Inc. and Applied Materials the application
(attached) detailed Joint Venture and the City of San Jose’s ability to host a successful
event for the Department of Energy. The application also included letters of support
from SunPower, Electric Power Research Institute, SolarTech and Habitat for Humanity.
In January, we were notified that the event was awarded to Orange County’s Great Park,
despite the strengths sited in the application review for our application.
Moffett Park Community Smart Grid Effort: The Moffett Park Community Smart Grid
Project is a public / private partnership with the goal to develop a fully-integrated smart
grid in the area in and around Moffett Field. Launched as an initiative of Joint Venture:
Silicon Valley Network’s Climate Prosperity Initiative, local companies such as Juniper
2
Networks, NetApp, University Associates – Silicon Valley, Bloom Energy, Lockheed
Martin and Google, along with the City of Sunnyvale, are working in a collaborative to
make buildings controls smarter, buildings more grid responsive, and the system of
renewables and grid devices an exemplary technology platform for next generation smart
grid systems . The U.S. Department of Energy’s Lawrence Berkeley National Laboratory
(“LBNL”) is the co-lead on the project and brings its expertise from the research and
development perspective.
We have been working with LBNL to determine the best way to deploy technology to the
partner organizations without requiring an upfront capital expenditure from the
companies. The initial analysis will focus on Automated Demand Response, which will
lower electricity bills with no upfront coasts to building owners. The California Demand
Response Research Center (“DRRC”), which will conduct the study, is located within
LBNL and is funded by the California Energy Commission’s Public Interest Energy
Research program. By analyzing electricity use data with weather patterns, the DRRC
can automate buildings’ control system to optimal levels which can result into cost
savings of as much as 20%.
Cleantech Insurance White Paper: The Climate Prosperity Council provided guidance and
input for a white paper entitled “Insuring Innovation: Reducing the Cost of Performance
Risk for Projects Employing Emerging Technologies,” which examines the void of
insurance offerings to cleantech companies, projects and products. Many emerging clean
energy technologies struggle to cross the so-called "valley of death" - the gap between the
later-stage startup and/or growth funding that may be provided by venture capitalists and
the large scale project financing that is available to developers using established energy
technologies. The core issue is that, even after pilot-scale testing, a range of technology-
related risks will remain for the first few commercial-scale implementations of a given
technology.
This report draws parallels to the early stages of other industries such as nuclear power,
aviation and satellite communications to illustrate innovative insurance products and how
the cleantech industry might employ these same strategies. Key findings of the paper
include:
The insurance industry is moving as fast as, if not faster than, can be expected
Where underwriting profits emerge, competition will follow
Insurance products will develop to address less-immature technology risks
Low-carbon energy ambitions are moving faster than insurers, profits and
maturation cycles
Exogenous private and/or public capital support is necessary if an expedient
solution lies in an insurance mechanism
The Climate Prosperity Council and Joint Venture staff are working with CalCEF and the
insurance industry to disseminate the findings of the report and determine the necessary
steps to make the recommendations into actual insurance products.
Energy Efficiency as a Service Model: In conjunction with the California Clean Energy
Fund (CalCEF), Joint Venture is working to create institutions and investment vehicles
that grow markets for and accelerate the adoption of clean energy technologies. One
3
specific method we are developing is a nonprofit fund dedicated to providing 100%
financing for energy efficiency (EE) projects for underserved property owners such as
small and medium enterprises, schools, and religious institutions.
Joint Venture and CalCEF are working to overcome these barriers by selling EE as a
service, similar to how our Renewable Energy Procurement project helped finance
renewable energy assets. The fund we are creating will provide a means for business
owners to implement EE projects without any upfront payments, thereby eliminating the
first-cost barrier. Instead, the efficiency assets will be owned by the nonprofit fund, and
customers will pay for savings over time using an Efficiency Services Agreement (ESA).
This simple solution pays for capital improvements by repurposing a company’s utility
operating expense.
We have focused our initial pilot project on local schools and are in the process of
identifying both the funding for the pilot as well as a host school.
ATTACHMENTS
2013 Solar Decathlon Application
Climate Prosperity Council Roster
1
SOLAR DECATHLON 2013: SILICON VALLEY
INTRODUCTION
Joint Venture Silicon Valley, the City of San José, the County of Santa Clara, Applied Materials and
Optony, Inc., propose to bring the 2013 Solar Decathlon and Energy Efficiency and Renewable Energy
Showcase event to the heart of Silicon Valley at Guadalupe River Park and Gardens in Downtown San
José. Building on our region’s documented history as pioneers in solar and other clean technologies, we
believe that this showcase of innovative building technologies for energy and efficiency would be well
received by our local businesses and the general public across the region – enabling a highly successful
and visible national event. The more than 7 million people that call the Bay Area home would both
support AND benefit from bringing the Solar Decathlon to Silicon Valley.
OVERVIEW
Silicon Valley companies and residents create demand for clean technology products through the early
and mass adoption of distributed generation, energy efficiency and low emission transportation products
and services. California leads the nation in installed distributed solar generation with over 1,000
megawatts. Also, since 2004, alternative fuel vehicles in the region have increased seven fold to more
than 46,000 and now account for 2.4% of all vehicles on the road. The benefits of energy efficiency are
also widely known and supported throughout California. In 1978 our worries about air pollution and the
cost of oil led us to approve title 24 - a set of tough energy efficiency standards for appliances and
residential and nonresidential buildings. Throughout the region, local agencies work closely with state
regulators to ensure a strong and supportive framework for a clean energy infrastructure. In fact, the
California Energy Commission estimates these standards and policies will have saved residents and
businesses $79 billion through 2013. As a result of innovations in technology, business and public policy,
the state’s energy productivity is 68% higher than the rest of the nation – which means we can produce
while more using less.
Silicon Valley understands how to host big events and the Solar Decathlon would benefit from the
beautiful natural surroundings that frame each potential site. The sites proposed meet all infrastructure
requirements and are close to major freeways, accessible by public transportation and well-suited for
team, staff and visitor convenience. The current vision is for a “Solar Village” that incorporates the
natural landscape, reliably great weather, and visionary designs that will be offered by the competing
teams. Public awareness for clean technologies is very high and the building industry is looking for the
next great ideas to implement in homes and businesses – just the type of ideas that the 20 solar decathlon
teams will bring to the 2013 event.
Silicon Valley and the greater Bay Area also create a large portion of the supply of clean technologies to
meet our region’s and nation’s growing demands. Silicon Valley is home to more green businesses and
attracts more investment in the cleantech sector than any other region in the country. According to
PricewaterhouseCoopers, Silicon Valley-based companies attracted more than $7 billion in venture
capital investments since 2006. That is 38.3 percent of all venture investment in the cleantech sector
throughout the United States. Also, a survey conducted by Next 10 concluded that nearly 263,000 people
in the state of California spend at least half of their time in a job focused on the production of green
products and services. It is clear that our workforce supports programs that help reduce emissions and
electricity costs.
Our cleantech businesses truly differentiate our region by what we could provide to the solar decathlon
and the participants. Within miles of the potential Solar Decathlon sites are companies that are
developing the next generation of LED lighting, electric vehicles, fuel cells, solar panels, auto demand
response systems, energy services, energy storage systems and other technologies that are currently in
2
stealth mode. These technologies will also be on display near the Solar Decathlon site to generate public
awareness and support and over the longer term through the EcoCenter in San José. Also, we would like
all participants in the Solar Decathlon to have the opportunity to visit, brainstorm and even interview with
many of the industry leaders and supporters that call Silicon Valley home such as Tesla, Bloom Energy,
SunPower, SolarCity, Serious Energy, IBM, Cypress Envirosystems, Google, Adobe, and Primus Power
to name just a few.
ABOUT SAN JOSÉ
The City of San José has a rich history, one that has been marked over the years by the extent of change
that has accentuated its landscapes – both physical and figurative. Once a largely agrarian community,
San José was a city of bucolic hillsides and an expansive valley dotted with orchards of apricots, walnuts,
cherries and plums. In those days, San José was known as the “Prune Capital of the World.” Decades
later, the city successfully carved out a niche as the Capital of Silicon Valley, and is known around the
globe as a high-tech center.
With more than 1 million residents1, San José is the third largest city in California, following Los Angeles
and San Diego. It is the 10th largest city in the U.S. The City is also a leader in technology expertise as
the San José area is home to the largest concentration of technology expertise in the world—more than
5,600 technology companies employing more than 240,000 people. The Climate is hard to beat in San
José as well -Temperatures vary from an average of 50º in January to an average of 70º in July. San José
boasts an average of more than 300 sunny days per year.
EMERGING TECHNOLOGIES DISTINCTIONS
Solar America City
The City of San José was designated by the U.S. Department of Energy (DOE) on March 28, 2008 as a
Solar America City. Prior to this designation, San José had shown leadership in the promotion and use of
solar technologies in the commercial, residential, and municipal sectors. San José’s approach to
overcoming key barriers hindering widespread adoption of solar technologies is based on collaboration
with internal and external stakeholders working on financing, permitting, workforce readiness, and
increasing consumer awareness. To realize the goals of the Green Vision, San José built on the
collaborations in place with community stakeholders to develop and implement a plan as a Solar America
City that would result in a 15% increase in solar installations in the city, and a 50% increase in awareness
and knowledge of solar energy in the community over a 2-year period.2
California’s Emerging Technologies iHub
San José / Silicon Valley serves as the State of California’s Emerging Technologies iHub – one of six
iHubs announced by the state in an effort to improve the state's national and global competitiveness by
stimulating partnerships, economic development, and job creation around specific research clusters
through state-designated iHubs. The iHubs will leverage assets such as research parks, technology
incubators, universities, and federal laboratories to provide an innovation platform for startup companies,
economic development organizations, business groups, and venture capitalists.
San José’s Green Vision
San José believes that ensuring a sustainable future for current and future generations requires new waves
of Clean Technology innovation. Without Clean Tech innovation, communities will become more
polluted, the effects of global warming will increase, and our consumption of fossil fuels will continue
1 2009 California Department of Finance
2 U.S. Department of Energy, Challenges and Successes on the Path Toward a Solar-Powered Community
– Solar in Action
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our dependency on foreign oil. In San José, local companies are already incubating and producing many
of these technologies. They are leading the world in solar technology, alternative fuels, new
transportation systems, efficient lighting, and energy monitoring systems innovation.
Launched in 2007, San José’s Green Vision is a comprehensive strategy that will show the world how
environmental responsibility makes financial sense and stimulates economic opportunity. The City seeks
to lead the nation in becoming more energy efficient, producing and using electricity from clean
renewable sources, creating green buildings, diverting waste from landfills, creating greener street
systems, delivering recycled water, and reducing greenhouse gas emissions. As of 2010, the City is well
on its way to reaching their ambitious 2022 goals:
ABOUT JOINT VENTURE SILICON VALLEY
Established in 1993, Joint Venture Silicon Valley provides analysis and action on issues affecting our
region's economy and quality of life. The organization brings together established and emerging
leaders—from business, government, academia, labor and the broader community—to spotlight issues
and work toward innovative solutions. Our Board of Directors is co-chaired by Chuck Reed, Mayor of
San José and Chris DiGiorgio, West Coast Head of Accenture, and is composed of 50 directors from the
Silicon Valley’s most well known businesses, universities and local government.
Joint Venture works closely with the highest levels of both the public and private sector to develop
programs that help Silicon Valley develop and manage our region's response to climate change. We
collaborate with regional government agencies, municipalities, supervisors, mayors, city councils,
nonprofit organizations and community groups on a variety of projects to enhance sustainability.
Our public sector efforts focus on sustainability efforts in publicly owned buildings. On the private sector
side, in 2009 Joint Venture created its “Greenprint for Silicon Valley”, a comprehensive strategy for
leveraging innovations in clean technology to reduce greenhouse gases and make our region more
sustainable while growing our economy at the same time. Joint Venture’s climate initiatives consist of
two distinct programs:
Public Sector Climate Task Force
Since 2007, Joint Venture has convened representatives from many of the public agencies in Silicon
Valley through the Public Sector Climate Task Force to develop strategies for reducing greenhouse gas
emissions from public agency operations. Formed in 2007, the Task Force includes representatives from
nearly 50 Silicon Valley cities, towns and counties, plus several special districts and other public
agencies. The goal of the Task Force is to develop effective, collaborative solutions for the reduction of
greenhouse gas emissions from public agency operations and to learn from each other about climate
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protection programs. Collaborative projects often include purchasing pools for green products and
services, such as emissions inventories, tools, and renewable power.
The Climate Task Force launched the Silicon Valley Renewable Energy Project (SV-REP) to help to
address three of the major challenges regarding public sector adoption of renewable energy in an era of
diminished financial resources, including: high upfront costs associated with the purchase and installation
of these technologies, the considerable transaction costs involved in conducting competitive bid processes
and developing agreements, and the general lack of understanding of financing options and available
incentives. Phase I of the project resulted in the largest multi-agency procurement of solar power for
local public agencies in the United States using Power Purchase Agreement financing which included
nine local public agencies with more than 13 MW of distributed solar generation.
Private Sector Climate Prosperity Council
The Silicon Valley Climate Prosperity Council brings together businesses, executives and other private
sector stakeholders from throughout our region and across multiple sectors to address climate change
while growing our local economy. The Climate Prosperity Initiative focuses on four areas based on the
California Global Warming Solutions Act and the opportunity to leverage local resources: renewable
energy, building efficiency, clean, convenient transportation and green infrastructure. The initiative is
guided by our Greenprint, and provides coordination among new and existing economic development and
environmental initiatives. The Climate Prosperity initiative hosts an annual energy storage symposium
attended by more than 100 industry experts as well as an annual Cleantech Funding Roundtable focused
on developing new finance and insurance products to help companies bridge the “Valley of Death”. In
addition, we have created the Moffett Park Community Smart Grid Task Force to vertically implement
smart grid technologies within commercial buildings, retrofit a wastewater treatment facility and install
distributed solar and wind on abandoned landfills. The footprint of the project is a six and a half square
mile area in and around Moffett Field with more than 100 MW of electricity demand in more than 100
existing buildings. Partners include Juniper Networks, Google, Bloom Energy, Lockheed Martin,
NetApp, the City of Sunnyvale and Lawrence Berkeley National Laboratory.
Silicon Valley Economic Development Alliance
Another Joint Venture initiative that will help in both planning the Solar Decathlon as well as driving
attendance is the Silicon Valley Economic Development Alliance (SVEDA). Throughout San Mateo,
Santa Clara, Santa Cruz, and southern Alameda Counties, there are economic development professionals
who share a vision that growth in our key business clusters benefits us all. SVEDA is comprised of cities
and counties focused on achieving individual and regional economic development goals while
maximizing scarce resources. They are committed to addressing business needs, whether through local
government policy and streamlined permitting processes, or linking businesses to local and regional
resources that add value to company innovation and growth. Our network of supporting organizations
includes: solar industry trade group, SolarTech; clean technology incubators, Environmental Business
Cluster, Cleantech Open, and Plug & Play; regional environmental not-for-profits, Bay Area Climate
Collaborative and East Bay Green Corridor; and business-sponsored organizations, Bay Area Council and
Silicon Valley Leadership Group.
LOCATION: GUADALUPE RIVER PARK
ABOUT GUADALUPE GARDENS
Guadalupe River Park is a three-mile ribbon of park land that runs along the banks of the Guadalupe
River in the heart of downtown San José from Highway 880 at the north, to Highway 280 at the south. It
is a resource of regional importance to the people of Santa Clara County and the Bay Area.
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The Guadalupe River Park & Gardens is an education destination like no other. A natural oasis located in
the heart of downtown San José, the Guadalupe River Park & Gardens (GRPG) features 254 acres of park
that include the Heritage Rose Garden, the Historic Orchard, a community garden, and 2.6 miles of trail
that runs adjacent to the Guadalupe River. The map below details the total park space with the proposed
site for the Solar Decathlon indicated by the orange sun graphic.
Site Details
Guadalupe Gardens is located south of the Mineta San José International Airport (and adjacent to the river
park) where homes were removed because of FAA regulations 20 years ago. The 50 acre site currently
consists of a 10 acre grass park, a 3.3 acre historic orchard of fruit trees that is a living example of the
economy that once drove Santa Clara County in the 1930s and 40s, a 5 acre rose garden with 3,600
antique and modern roses, a 4.5 acre pesticide free garden, baseball fields and horseshoe complex, 20
acres of undeveloped land, several paved pedestrian trails and a visitor center. The site is connected to
the other two and a half miles of park through paved paths that traverse under street overpasses and over
bridges enabling pedestrians a safe thoroughfare from traffic. The proposed site to host the Solar
Decathlon will be the 10 acre grass park on the south end of the facility (the 3 grass areas at the center
bottom of the photograph below).
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The proposed grass-covered area has only a few trees so the Solar Decathlon houses will have an
unobstructed access to the sun while providing shading for rest stops. The site offers the opportunity for
all houses to be oriented in a way that frames them with nothing but trees and grass as a backdrop
providing a beautiful natural setting for photographs while demonstrating a more realistic neighborhood
feeling. An expanded view provides views of a few of San José’s taller buildings including San José’s 18
story City Hall that was completed in 2005 whose famed architect Richard Meier also designed the
Barcelona Museum of Contemporary Art in Barcelona, Spain. Beyond downtown San José, visitors can
enjoy wonderful views and access to the Santa Cruz Mountains to the West and Diablo Mountain Range
to the East. The site has been reserved for the Solar Decathlon from September 15 to October 31, 2013.
The site is bordered by:
Parkland, trails and the Guadalupe River on the eastern side with trees that block the adjacent
highway from view
Coleman Avenue (which connects with downtown San José) on the southern side. Across
Coleman is modern shopping center with many stores and restaurants.
Another small business area with food and amenities the western side.
The Historic Orchard and two baseball fields to the north.
Infrastructure
Up until 20 years ago, the land that makes up Guadalupe Gardens existed as a neighborhood of homes
adjacent to downtown San José. The homes were removed due to the flight path for Mineta International
Airport and the City of San José and a Citizen’s Task Force developed the master plan to turn the site into
a city park. As a result of its former life, the part still includes much of the existing infrastructure that
once serviced the homes that were removed. Most of the infrastructure that will be required for the Solar
Decathlon is currently on site:
Electrical lines exist throughout the park along the original paths. The lines have since been
buried underground providing obstructed free overhead clearance. No overhead power or
communication lines are located at the site. Also, two electricity sub stations are adjacent to the
park that could provide additional power.
Potable water is available on site as well. However, all landscaping is watered with recycled
water. We plan to partner with a local water company to provide drinking water to participants,
staff, volunteers and attendees on site.
Currently there are two public restrooms on site. In order to support the projected number of
attendees, we will partner with a local temporary sanitation services company.
The route of some of the original roads were repaved with wide walking paths that would allow
access for construction activities and vehicles, including semi- and flat-bed trucks as well as
access and space for large cranes.
The visitor center currently uses a small wireless network for internet connectivity. We will
partner with a local internet provide to ensure that the area has wireless internet connectivity.
The area is currently covered in grass which will need to be planked or sheeted for access for
heavy machinery. The main access around the site is paved and the planking and/or sheeting will
provide full access to the entire site. Certain areas are also covered in thick mulch.
Immediately after the event, the grassy area is slated to be developed into a children’s
playground. This will minimize the needs for remediation or post-event restoration.
MASS TRANSIT & PARKING
Guadalupe Gardens is serviced by bus, train and light rail trolley service and has several public parking
structures in close proximity. Both bus and light rail service provide transportation from the hotels and
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restaurants located in downtown San José to the proposed site. Major transit stops referenced are
indicated on the map below by red check marks.
Bus Service The area is served by three Santa Clara Valley Transportation Authority (“VTA”) bus lines that form part
of the VTA’s vast network of mass transit throughout Silicon Valley. The 304 bus connects downtown
San José with a shuttle to the airport and stops at the main entrance to the park. The 61 and 62 bus lines
stop on the northern end of the park and connect with the Santa Clara County government offices.
Additional services will be provided during the event to ensure a smooth flow of traffic and easy access to
visitors and participants from a variety of convenient locations around the City.
Light Rail Trolley Service The VTA Light Rail also serves Guadalupe Gardens and has two separate stations within a 10-minute
walk of the park. The Light Rail service connects downtown San José with other local business and
residential communities, including Mountain View, Los Gatos, Santa Clara, Campbell and Sunnyvale.
Train Service Located a mere 10-minute walk from Guadalupe Gardens is San José Diridon Transit Center which serves
both regional train operator Caltrain as well as national operator Amtrak. Caltrain services the greater
Silicon Valley and connects San Francisco with San José and stops at every city along its 80-mile route
from San Francisco to Gilroy. Amtrak service connects San José with Oakland Sacramento along the
Capital Corridor route and connects with Amtrak’s national network of routes.
Norman Y. Mineta International Airport (SJC)
The Mineta international airport is three miles from downtown San José and transportation to and from
the airport exists in the form of shuttle bus, light rail or bus.
Parking Parking at the site currently consists of only two small parking lots. However, several public parking
garages are in close proximity. In additional, we plan to partner with HP Pavilion and large parking
garages could be utilized with a shuttle service to transport attendees to and from the event. We have
been in preliminary conversations with Proterra to provide battery electric buses in order to showcase
other clean technology innovations while meeting California’s zero-emission bus rules.
HOSPITALITY
San José and Silicon Valley are destinations for both business travelers and tourists alike and have the
hotels and restaurants necessarily to accommodate large numbers of people. See map below for locations
of restaurants and amenities located near the event location.
Hotels Located just a short walk or transit ride from Guadalupe gardens is downtown San José, which boasts
more than 8,000 available hotel rooms. Many other hotels are located near the airport and several smaller
motels are just blocks from the site.
Restaurants Directly across the street from the site entrance and visitor center sits the San José Market Place. This
modern shopping center not only includes larger stores and markets such as Target and Trader Joe’s but
also features more than 16 restaurants ranging fast food to casual dining. Also, located a short distance
away is San Pedro Square, which is home to more than 27 restaurants of various cuisines. Also, the
greater downtown area of San José includes more than 167 restaurants and is accessible by bus and trolley
service.
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VENUES FOR SPECIAL EVENTS Other than the small visitor center and administrative offices of the Guadalupe River Park Conservancy,
there are no buildings or structures on the site. There is however, a large grass area adjacent to the event
site on the banks of the Guadalupe River where a stage could be erected for Opening and Closing
ceremonies and is large enough to accommodate large crowds.
Downtown San José offers a plethora of venues for meetings large and small and many of them are
accessible from the Guadalupe River Park pedestrian path system. In addition to meeting rooms and ball
rooms at area hotels, significant local public venues include (indicated by the orange boxes on the above
map):
HP Pavilion – 19,000 seat stadium and home to the San José Sharks
Center for the Performing Arts – theater style seating with a capacity of 2,665
San José City Hall – several meeting rooms from 10 to 100 people
San José Convention Center – traditional convention center with 31 meeting rooms with capacity
from 50 to 2,400
The Tech Museum – able to host receptions and is home to an exhibit of clean energy
technologies
Children’s Discovery Museum – located at the northern end of the Guadalupe River Park trail
system and focused on science and technology exhibits for children
Joint Venture Silicon Valley Office – located in the heart of downtown, our office has a
conference rooms with capacities of 10 to 70
SECURITY The site will need to be secured with security personnel twenty four hours a day. As the site is in an open
park, a fence of some nature would offer an extra line of protection for the Solar Decathlon homes. We
plan to work with the San José Police Department and will implement a plan to insure the homes are
secure and that public safety and traffic issues are addressed. Private security will need to be hired for the
length of the event.
ENVIRONMENTAL CONCERNS AND PERMITTING
There are no known environmental concerns at the proposed site. However, we may have to undergo a
California Environmental Review Act review, which we have built into the budget. Similar events in the
past have been given an exemption for this review due to the temporary nature of the event. Permits are
required to stage this event and we will work with the City of San José’s permitting department to ensure
this is done in an expedited manner.
MASS MEDIA OUTLETS
The San Francisco Bay Area is the sixth largest media market in the United States according to Nielsen
ratings. As such, all of the major television networks have either headquarters or bureaus in Silicon
Valley including NBC, CBS, ABC, PBS and CNN. In addition, national radio networks CBS, ABC and
PBS also have offices in the region. Both the City of San José and Joint Venture Silicon Valley have
Media Relations Professionals that can interface with local and national media.
EVENT OBJECTIVES: EDUCATE, ENGAGE, INNOVATE
EDUCATE THE PUBLIC
As leaders in installed solar, number of low-emission vehicles on the road and LEED certified homes and
buildings, California has many “early adopters” but we need to move from the “demonstration” phase to
the “commercialization” phase. One way to do this is by educating the end-user – the consumer. There is
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still a broad perception that clean technology products carry a premium price tag. It is essential that we
use this event to educate the public that energy efficient homes with renewable energy CAN also be cost
effective and attractive. By exposing the public to the houses designed, built and operated by the 20
collegiate teams, Bay Area residents and national attendees will be inspired and encouraged to adopt these
same technologies. A showcase event like the Solar Decathlon will provide a wide variety of real-life
case studies with quantifiable benefits to the general public.
The City of San José has already taken steps to educate the public about the benefits of clean energy
technologies with the “Green Vision Clean Energy Showcase,” sponsored by the DOE Solar America
Cities program. Located directly across the street from City Hall, the exhibit showcased 16 technologies
from local clean technology businesses and National Labs. The interactive knowledge hub provided
hands-on education, experience and information on solar, wind and energy efficiency technologies, and
represented a significant opportunity to further engage community participation in San José’s Green
Vision. The showcase was open to the public from December 2010 to November 2011. The City has
also committed to a permanent EcoCenter that can show all types of energy efficient and renewable
energy technology applications. The Solar Decathlon would be a major step in educating the public and
would be directly integrated with the City’s on-going activities for demonstrating these important
technologies.
HIGHLIGHT THE REGION AS AN INNOVATIVE LEADER
It will take significant creativity and innovation to move the cities and countries of the world toward a
more sustainable environment, just as it did to move the world from the industrial age into the age of
silicon and high tech. More so than any region of the world, San José and Silicon Valley are defined by
the ability and willingness to innovate and change. From the defense technologies of World War II to the
semiconductors and computers of the information age, and then to the evolution of the internet with all
the related products and services, our local innovations have changed the world.
As the world’s most competitive knowledge economy and home to more than 1,500 of the world’s largest
technology firms, San José is positioned to become a world center of Clean Tech innovation. Numerous
Clean Tech companies are already benefiting from the region’s unrivalled access to venture funding,
highly skilled workers and entrepreneurs, world-class research institutions, supportive government
policies, and cutting-edge technology incubators like San José’s Environmental Business Cluster and the
San José BioCenter.3
Hosting the Solar Decathlon would highlight both the region’s leadership position in the Clean Tech
sector as well as the U.S. Department of Energy’s innovative programs. It will also give our industry
leaders the opportunity to interact with some of the leading minds from the Department of Energy and the
National Labs. We believe that the future relies on strong, productive collaboration between federal,
regional and local experts and this event will demonstrate this model in a significant and highly visible
event that is recognized globally.
POSITIVE ECONOMIC IMPACT
Renewable energy and energy efficiency investments benefit the region by putting money back into the
local economy directly and indirectly through job creation in the Clean Tech sector as well as the related
taxes and fees for local governments that are generated. This event will also add significantly to the local
economy through the activities and spending from thousands of participants and attendees, which is yet
another reason for the broad support from elected officials, local businesses and regional organizations.
3 2007 City of San José Green Vision
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Our energy efficiency standards and utility policies have saved California $79 billion since the 1970s, and
eliminated the need to build 24 new power plants. And as it is widely quoted “A dollar saved by energy
efficiency is a dollar put back into the local economy.” California uses less energy per capita today than
in 1975. Much of the decrease in energy consumption in the State has come with only passive
participation from the general public and that has STILL resulted in nearly $80 billion in energy savings!
Imagine how much we could save if homeowners took a more active role in implementing these
technologies. The Solar Decathlon Showcase will display these benefits to the attendees with the
intended outcome that many of these people will implement these technologies in their homes – creating
further growth and putting even more money back into the local economy.
INSPIRE THE WORKFORCE OF TODAY
With unemployment rates for Silicon Valley still above 9%, many of the unemployed have lost jobs to
other regions of the world with lower labor costs and those jobs will not be easy to win back. So we need
to develop new jobs that cannot be easily exported. The goods news is the great majority of the jobs in
the Clean Tech sector are “jobs of place,” i.e., jobs that cannot be done by low-cost operations in other
parts of the world. They are jobs that support the local workforce, attract new wealth into the community,
and recycle more money within the community.
As a region, we need to insure that clean technology products are ready-for-market, and that the market is
ready for those products. One way to make this happen is to train or workforce to install these promising
technologies. A 2008 study4 by the Bay Area centers of excellence with the California community
colleges found that Bay area solar employers are having trouble finding qualified workers for many of
these positions. For most occupations, employers prefer applicants with a two-year associate degree in an
area specific to the solar industry rather than a more general four-year bachelor’s degree. With the
development of appropriate training programs we can create opportunities for people who were not able
to participate in the internet-driven dot com boom.
Our plan is to continue working with community colleges, labor unions, and workforce development
programs that are already helping people prepare for a full range of clean and green jobs, from solar panel
and smart meter installers to building maintenance engineers and electricians in the year prior to the Solar
Decathlon. The University of Phoenix has also shown a willingness to develop a web-based curriculum
that we would be able to use to educate today’s workforce. Our plan is to create and distribute this
curriculum to local schools and workforce development boards and have the curriculum taught in the year
prior to the Solar Decathlon. The culmination of their education would be the event itself, preparing the
market and industry with a new group of qualified people to capture the opportunities created from the
event.
INSPIRE THE WORKFORCE OF TOMORROW
While it is important to educate our existing workforce, we cannot stop there. We have an entire
generation of K-12 and university students to educate about renewable energy and energy efficiency.
Some of these students could easily develop the next Bloom Box, Tesla roadster or SunPower panel.
Many of the jobs in the clean tech sector require a background in Science, Technology, Engineering or
Mathematics (“STEM”) and interest in those subjects begins at a very early age.
In a recent report, the US Department of Commerce's Economics and Statistics Administration says that
throughout the last decade, "growth in STEM jobs was three times as fast as growth in non-STEM jobs."
Further, the administration notes that "STEM workers are also less likely to experience joblessness" and
4 Environmental Scan: Solar Industry, San Francisco Bay and Greater Silicon Valley Regions, April 2008.
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tend to make more money (26 percent more, on average) than workers in other fields — likely because
more than two-thirds of STEM workers have a bachelor's degree or higher.5
Joint Venture Silicon Valley has launched a Sustainable Schools Initiative to develop classroom curricula
about sustainability as well as implement programs to bring energy efficiency and renewable energy
projects to local schools. By saving the money in energy costs the schools will have more money to
contribute to additional teachers and school supplies. We also understand that lessons that students learn
in school are often communicated to parents and implemented in their own homes. If schools are
“learning laboratories’ for students about clean technologies, then the Solar Decathlon will act as a “living
laboratory” for these very same students. One of our partners in this initiative has already developed solar
curriculum for several Bay Area schools that have installed solar arrays along with energy efficiency
measures. We will also coordinate with Stanford, Berkeley, San José State University, Santa Clara
University and U.C. Santa Cruz to develop curriculum centered on clean technology, with a focus on
leveraging the Solar Decathlon event and lessons learned.
INTRODUCE STUDENTS AND PARTICIPANTS TO INDUSTRY LEADERS
Students and participants in the Solar Decathlon are in high demand by potential employers due to their
demonstrated experience, knowledge and commitment to the competition. Many of these students will
hopefully go on to work for clean technology companies after the Solar Decathlon and apply the skills
that they have learned throughout the competition.
Silicon Valley cleantech businesses truly differentiate our region by what we could provide to Solar
Decathlon participants. Within miles of Guadalupe Gardens are companies that are developing the next
generation of electric vehicles, fuel cells, solar panels, auto demand response systems, energy services,
energy storage systems and many other technologies that are currently in stealth mode. These
technologies will also be on display on or near the Solar Decathlon site, sponsored by the business
community, to generate public awareness and support.
Our plan to facilitate interaction includes a “rolling field trip” to introduce the Solar Decathlon
participants to our local clean tech community and vice-versa. We would like all participants in the Solar
Decathlon to have the opportunity to visit, brainstorm and interview with many of the industry leaders
and supporters that call Silicon Valley home such as Tesla, Bloom Energy, SunPower, SolarCity, Serious
Energy, IBM, Cypress Envirosystems, Google, Adobe, and Primus Power to name just a few. Not only
will we bring the Solar Decathlon to Silicon Valley but we will also bring Silicon Valley to the Solar
Decathlon participants.
SHOWCASE DEPARTMENT OF ENERGY AND SOLAR DECATHLON
The Solar Decathlon is widely recognized within the higher education community and clean technology
industry in Silicon Valley. We hope to expand that recognition beyond those groups through not only
hosting and widely publicizing the Solar Decathlon, but by integrating this event into the existing efforts
and organizations in our region.
Our extensive network of supporting organizations includes: solar industry trade groups, SolarTech and
Vote Solar; clean technology incubators, Environmental Business Cluster, Cleantech Open, Plug & Play;
regional environmental not-for-profits, Bay Area Climate Collaborative and East Bay Green Corridor;
and business-sponsored organizations, Bay Area Council and Silicon Valley Leadership Group. Also, we
plan to leverage San José / Silicon Valley’s status as the State of California’s Emerging Technologies
iHub to showcase the Department of Energy with the rest of the State. These organizations will be
5 STEM: Good News Now and For the Future, U.S. Department of Commerce – Education and Statistics
Administration, July 2011
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engaged to find ways to fully leverage the Solar Decathlon from the award notification so that the entire
region will be mobilized for maximum impact.
ALIGN GOVERNMENT GOALS WITH GOALS FOR HOMEOWNERS
Many local governments, including the City of San José and the County of Santa Clara, have specific
plans to reduce GHG emissions. But the fact of the matter is that we can not reach our GHG reduction
goals by retrofitting government buildings for energy efficiency and renewable energy alone. We need
the public to implement similar strategies. Similar to Solar Decathlon scoring system that analyzes a
home across various categories, we will draft a list of specific criteria that homeowners can use when
analyzing energy upgrades. Based on the City of San José’s Green Vision and the specific elements of
the Solar Decathlon design criteria, the energy challenge will have ten distinct categories that people can
use to access their home’s potential for upgrades. In addition, lessons learned from all of the Solar
Decathlon houses (prior and current in 2013) will then be provided as a resource guide to encourage and
demonstrate the real-world applications of the designs and technologies to achieve their goals.
HABITAT FOR HUMANITY – AFFORDABLE AND EFFICIENT HOUSING
Financing for energy efficiency upgrades and renewable energy has come along way over the past few
years and creative financing exists to make these technologies financially feasible for many homeowners.
But the fact remains that many people in the United States can not afford to purchase a home. Luckily
there are organizations like Habitat for Humanity that work with volunteers, the community, and qualified
families with low incomes, to build decent, affordable housing for long-term home ownership. Habitat
for Humanity has very similar goals to that of the Solar Decathlon – to build attractive, energy efficient
AND affordable homes. Habitat for Humanity Silicon Valley (“HHSV”) is seeking a Green Point Rating
on all its current and future projects. A Green Point Rated home is graded on five categories: Energy
Efficiency, Resource Conservation, Indoor Air Quality, Water Conservation and Community.
We will partner with HHSV to build many of the themes from Solar Decathlon homes in the designs for
the Habitat homes. HHSV has expressed their support to including prior and current Solar Decathlon
designs and technologies into their next round of home building in Santa Clara in 2013. They would also
like to include these design elements into planning for new homes building at the national level and will
facilitate discussions and training throughout the United States. This will create a direct and measurable
result of the impact from the Solar Decathlon within the next few years.
EVENT MANAGEMENT
DRIVING ATTENDANCE AND VOLUNTEERS
As leaders in the early adoption phase of many clean technologies, the residents of the Bay Area and the
State of California have proven to have a great interest in the Solar Decathlon mission. If the Department
of Energy decides to bring the Solar Decathlon to Silicon Valley, then WE WILL BRING Silicon Valley
to the Solar Decathlon.
ATTENDANCE
Based on the interest on sustainable solutions amongst the seven million residents of the Bay Area, the
Silicon Valley Solar Decathlon 2013 will attract over 150,000 unique visitors.
We will implement a multi-faceted strategy to reach as many residents and visitors possible – contact
them at work, at school, and while visiting. Our team will work to develop a promotional program for all
local businesses to help drive their employees to the event. Through Joint Venture network, and the
networks of our partner organizations, we represent more than 500 of the Bay Area’s largest businesses
and have relationships to reach several hundred more. We will also work with these same companies to
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plan corporate field trips to bring large groups on specific days to the events. Both Joint Venture and the
City of San José have sustainable school programs that comprise all of the school districts in Santa Clara
and San Mateo counties. We plan to utilize this existing infrastructure to drive sustainable curriculum
based on the Solar Decathlon into the schools (as detailed above) as well as drive awareness of the event
itself. We will plan and offer field trips for any school interested as well as publication of promotional
information for students to take home to their parents. Further, with thousands of visitors to the region
for business travel or on vacation, we will provide information about this event in advance to the hotel
and tourist industry so that they can also encourage attendance to this special event for a morning or
afternoon visit. And finally, we will look to partner with The Tech Museum and the Children’s
Discovery Museum to promote the event to their visitors. The City of San José, Joint Venture and the
Guadalupe River Park Conservancy have extensive experience with managing large events that attract in
excess of 15,000 attendees per day including the annual Christmas in the Park that had an attendance of
over 450,000 visitors over the holiday season in 2010.
VOLUNTEERS
Our team has hosted many large events over the years and we have a network of volunteers that would be
willing to donate their time to the Solar Decathlon. The team has extensive experience with managing
large groups of volunteers and the entire Bay Area is very volunteer-oriented. We will implement a
program for businesses to sign up for Corporate Volunteer Days where they can adopt a specific day of
the event and work within their organization to assemble volunteer teams. NGOs like Habitat for
Humanity, Breathe California and the Bay Area Climate Collaborative will also help recruit volunteers
for tasks before, during and after the event to accomplish the immediate and long-term goals for this
program.
ORGANIZATIONAL STRUCTURE – PROJECT MANAGEMENT TEAM
The lead project management team has extensive experience with events, initiatives and projects of this
type. The core team will be comprised of three individuals – a day-to-day project manager, a liaison
within the City of San José, and an onsite coordinator at Guadalupe Gardens. A larger working team will
be assembled and managed as the event gets closer and the resource plans are finalized.
The assigned core team is:
Day-to-Day Project Manager: Kelly Krpata, Applied Materials Director of Climate Prosperity, Joint
Venture Silicon Valley. Kelly oversees all of Joint Venture’s Climate initiatives including the 100 MW
Moffett Park Community Smart Grid project. Prior to joining Joint Venture, Kelly was Managing Partner
of Krpata Capital Partners where he provided capital fundraising services to cleantech organizations,
including the Electric Power Research Institute (“EPRI”). He has more than 15 years of experience in the
cleantech, investment banking and media relations industries.
City of San José Liaison: Mike Foster, Community Green Building, Energy Efficiency and Solar
Manager, City of San José. Throughout his 13 years with the City, Mike has worked on a variety of
programs designed to enhance the business community including assisting with green building design
efforts, water and energy conservation strategies and redesigning the commercial solid waste system.
Mike has also helped coordinate green building efforts for dozens of community centers, libraries and fire
stations. In his current role, Mike managed the development of the nation’s first Clean Energy Showcase,
a “hands-on” demonstration center, showcasing 20 different types of clean energy, designed to help
residents and businesses become more informed about clean energy opportunities.
On-Site Coordinator: Leslee Hamilton, Executive Director, Guadalupe River Park Conservancy. Leslee became Executive Director of Guadalupe River Park Conservancy in January 2008 after serving
eight years on the Board of Directors, the final two years as Chair of the Board. She was previously
employed by the Mineta Transportation Institute where she was Communications & Special Projects
15
Director. Prior to that, Leslee managed several local and state-wide political campaigns and served as
Communications Director for San Jose Mayor Ron Gonzales in his first term.
Current advisors for this effort and event include Applied Materials, Habitat for Humanity, Optony Inc.,
and the City of San José’s Office of Economic Development. Supporters also include the Electric Power
Research Institute, Bay Area Climate Collaborative, SunPower, SolarTech and CalCEF Innovations.
SOLARTECH PARTNERSHIP
First, SolarTech has recently been selected by DOE as a National platform for Process Innovation,
responsible for administering the Solar3.0 program and budget management, award sub-recipient
management, helping develop technical information, disseminating information to oversee high-level
quality assurance for all model code, ordinance, and process development and project implementation. In
terms of the Solar Decathlon, having SolarTech as a close partner enables 'real-time' coordination to
better commercialize the emergence of new products, technologies, home construction, and solar
integrated construction techniques highlighted by the Solar Decathletes'. Second, given the Solar
Decathlon showcase for demonstration, close collaboration with SolarTech and related Solar3.0 partners
will increase broader industry engagement, which in turn accelerates development and commercialization
of successful Solar Decathlon teams. Ultimately, close partnership with SolarTech enables building
inspectors, installers, code officials, and local governments across the entire US market to gain faster
exposure to innovations stemming from the Solar Decathlon.
PROJECT TIMETABLE
TASK START DATE FINISH DATE
Seek CEQA Review Exemption February 2012 March 2012
Fundraising February 2012 August 2012
Develop Educational Curriculum February 2012 July 2012
CEQA Review (if needed) March 2012 December 2012
Permitting for the Event March 2012 June 2012
Outreach to Universities April 2012 Ongoing
Public Works Plan Review May 2012 September 2012
Public Works Engineering Analysis May 2012 September 2012
Access Power Needs (PG&E) July 2012 July 2012
Curriculum Taught in Schools September 2012 Ongoing
Sign-up Organizations for Volunteer Days September 2012 December 2012
Develop “Work Sheets” for Homeowners January 2013 March 2013
Determine Transit Needs January 2013 February 2013
Develop Shuttle / Parking Plan January 2013 February 2013
Secure Sanitation Facilities and Services January 2013 January 2013
Secure Security Service January 2013 January 2013
Community Outreach February 2013 October 2013
Sign-up Volunteers February 2013 June 2013
Hire Shuttle Service January 2013 January 2013
School Field Trip Sign-up March 2013 September 2013
Business Outreach March 2013 September 2013
Prepare Logistics for Arrival of Homes July 2013 September 2013
Site Preparation August 2013 September 2013
On-Site Management September 2013 October 2013
16
APPENDIX – LETTERS OF SUPPORT AND COMMITMENT
Climate Prosperity Council Members Co-Chairs: Hon. Chuck Reed, City of San Jose Chris DiGiorgio, Accenture Members: Mark Bauhaus, Juniper Networks
Jessy Borges, Bloom Energy
Doug Davenport, Lawrence Berkeley National Laboratory
Ben Foster, Optony
Charlie Gay, Applied Materials
Todd Glass, Wilson Sonsini
Carl Guardino, Silicon Valley Leadership Group
Arash Guity, BLUE Climate Change Consulting
Don Hall, PG&E
Bryan Hannegan, Electric Power Research Institute (EPRI)
Russell Hancock, Joint Venture: Silicon Valley Network
David Knapp, City of Cupertino & Santa Clara County City Managers Association
David MacMillan, MegaWatt Storage Farms
Michael Marlaire, NASA Ames Research Park
Tom McCalmont, McCalmont Engineering
Rick Needham, Google
Patricia Ponzini, University Associates - Silicon Valley
Bobby Ram, SunPower
Harry Sim, Cypress Envirosystems
Tim Walsh, Silicon Valley Bank
1
Memorandum
TO: Joint Venture Board of Directors
FROM: Bobby Ram, SunPower and Board Champion;
Erin Cooke, City of Cupertino and Co-Chair;
Jennifer Seguin, City of San Jose and Co-Chair;
Kara Gross, Vice President
Rachel Massaro, Associate Director of Climate Initiatives
DATE: 9 March 2012
SUBJECT: PUBLIC SECTOR CLIMATE TASK FORCE
This memo provides an update on the activities of the Public Sector Climate Task Force
(“Task Force”), a group consisting of representatives from every city and county in
Silicon Valley plus several special districts (Primary Members), and many of Silicon
Valley’s non-profit organizations working on sustainability and energy conservation
(Advisory Members). Other members include representatives from relevant sectors
serving these public agencies such as Pacific Gas & Electric, SunPower, and other for-
profit organizations (Affiliate Members).
The group was formed by Joint Venture in 2007 to develop effective, collaborative
solutions for the reduction of greenhouse gas emissions in member jurisdictions, by
providing a neutral forum for city and county government agencies and special districts
to learn about climate protection programs.
Since our last meeting, we have:
1. Continued the installation phase of the Silicon Valley Collaborative Renewable
Energy Procurement (SV-REP) project
2. Made progress on the outreach and planning phases of the Regional Renewable
Energy Procurement Project (R-REP)
3. Launched a project undertaking government operations and community
greenhouse gas emissions inventory updates with member jurisdictions
4. Held a bi-monthly Task Force meeting
We now discuss each item in turn.
2
1. SV-REP PROJECT
The SV-REP Project is a partnership between Joint Venture and the County of Santa
Clara, in collaboration with eight other public agencies (the cities of Cupertino, Milpitas,
Morgan Hill, Mountain View, Pacifica, Santa Clara Valley Transportation Authority,
South Bayside Waste Management Authority, and the Town of Los Gatos) and a
technical adviser (Optony). Through this collaboration, we successfully procured solar
power for 70 solar installations sites including community centers, city halls, fire and
police stations, bus depots, and other public agency facilities. The collaborative effort
saved participants 10-14% in their electricity costs over the 20-year Power Purchase
Agreement term, and 75-90% in upfront costs including staff time and resources.
We have made significant progress on the installation phase of the Silicon Valley
Collaborative Renewable Energy Procurement (SV-REP) project. To date 8.6 megawatts
(MW) out of the 11 megawatt total has already been installed. These installations include
over 400 kilowatts of solar power at RethinkWaste’s Shoreway Environmental Center in
San Carlos (press release attached), 5.8 MW at Santa Clara County rooftops and parking
lots, and the Santa Clara Valley Transportation Authority (VTA) solar parking canopy
systems at its three bus maintenance divisions, totaling 2.1 MW. VTA held a solar
system dedication ceremony on February 2, 2012 (press release attached), at which Joint
Venture’s Associate Director of Climate Initiatives, Rachel Massaro, spoke at alongside
San Jose Mayor Chuck Reed, SunPower executive Bobby Ram, and Santa Clara County
Supervisor and VTA Chair Ken Yeager. The VTA systems, installed through the SV-
REP project, will save VTA an estimated $2.7 million in electricity costs over the next 20
years.
The SV-REP project has received national attention through the publication and
dissemination of a guidebook, Purchasing Power: Best Practices Guide to Collaborative
Solar Procurement, co-published by Optony and the World Resources Institute (available
for download at www.jointventure.org/purchasingpower). The project also received
national attention in October when Joint Venture was awarded the Interstate Renewable
Energy Council (IREC) Annual Innovation Award, which recognizes individuals and
organizations that have implemented innovative projects that promote and accelerate the
adoption of renewable energy technologies, in the category of state and local government
initiatives (news release attached). Joint Venture board member and Senior Vice
President of Optony, Ben Foster, accepted the award on behalf of the organization at the
Solar Power International Conference during IREC’s annual meeting in Dallas.
Further recognition for the SV-REP project came in December, when Joint Venture was
awarded the 2011 Governor's Environmental and Economic Leadership Award (GEELA)
in the category of environmental and economic partnerships. The GEELA award
program recognizes individuals, organizations and businesses that have demonstrated
exceptional leadership for voluntary achievements in conserving California’s resources,
protecting and enhancing the environment, and building public-private partnerships. It is
considered to be California’s highest and most prestigious environmental honor. Rachel
Massaro, Joint Venture’s Associate Director of Climate Initiatives, received the award on
3
Joint Venture’s behalf along with Ben Foster and several representatives from the County
of Santa Clara.
2. R-REP PROJECT
In September 2011 we launched the Regional Renewable Energy Procurement (R-REP)
project as an exploratory partnership with the County of Alameda and the Contra Costa
Economic Partnership. This project was modeled after our successful Silicon Valley
Collaborative Energy Procurement (SV-REP) project, which was a complex multi-agency
procurement effort for renewable energy systems on public agency facilities (see item 1,
above). We moved forward with the outreach and education portion of the R-REP
project after receiving approval to proceed from Joint Venture’s board of directors in
November.
We have conducted a significant amount of outreach for the R-REP. Joint Venture and
Alameda County have held separate informational meetings on solar power for public
agencies with a focus on collaborative procurement, both of which included a wide
variety of topics related to installing solar power on public agency facilities as well as a
discussion of the SV-REP project results including the economic and environmental
impacts, regional benefits, and lessons learned, perspectives from the participants, and
resource sharing. We held a finance workshop on March 14, 2012 (agenda attached) to
provide project participants with the tools necessary to make a sound financial decision
on the projects they’re considering for inclusion in the R-REP. Topics included financing
public agency renewable energy projects, current rebates and incentives, and
modeling/evaluating financial feasibility. The workshop included an overview of
financing options as well as breakout sessions on different types of financing (power
purchase agreements, lease, bond financing).
Preliminary interest surveys have gone out to Public Sector Climate Task Force members
and other public agencies in Silicon Valley as well as Alameda and Contra Costa
counties. Additionally, we have been collecting site data from agencies that are
interested in participating in this effort. So far, 30 agencies have expressed interest in
participating in the R-REP. These agencies include cities, counties, sanitation districts,
recreation and park districts and others, representing a total of 156 installation sites.
Based upon this preliminary data, we estimate that the R-REP will be over three times
larger than the original SV-REP project, which itself was the largest multi-agency
collaborative procurement of renewable energy in the country.
Beyond the benefits of reducing local greenhouse gas emissions, R-REP participants will
also drive economic growth and job creation in the Bay Area. The development of solar
systems at 70 sites under the SV-REP project – the first round of the collaborative
procurement effort (see item 1, above) - is projected to generate $70 million in local
economic activity and more than 300 jobs once all projects are complete. With the
current estimate of renewable energy development at over 150 sites under the R-REP, the
economic benefits to the Bay Area will clearly be significant. To further address
workforce development, the R-REP Leadership team has convened a Workforce
4
Development Task Force. This team of labor and workforce development leaders will
discuss the potential of the R-REP to grow jobs and workers’ skills in the Bay Area.
They will meet three times over the next three months to develop a set of
recommendations for the collaborative procurement relating to workforce development,
local hiring and economic impact.
3. GREENHOUSE GAS EMISSIONS INVENTORY UPDATES
We have launched a project to facilitate the update of greenhouse gas emissions
inventories for our member jurisdictions. The goal of this project is to update inventories
to 2010 data to assist local jurisdictions in tracking their GHG emissions and progress
toward their goals. There are eighteen local jurisdictions participating in this project. We
have recruited and trained a group of qualified interns who will work with participating
jurisdictions on their inventory updates. The kick-off training was conducted by ICLEI –
Local Governments for Sustainability on February 14, 2012 and included hands-on
experience with the ICLEI tool. The interns were then deployed to their respective cities
throughout the week of February 20, 2012. On-going training and technical assistance
will be provided to the interns over the course of this project. We expect that the
inventories will all be completed by June 1, 2012.
4. BI-MONTHLY MEETING
The bi-monthly Public Sector Climate Task Force meeting was held on March 1, 2012 at
DLA Piper in East Palo Alto (agenda attached).
The meeting was focused on pollution prevention, discussing approaches to single-use
bags and expanded polystyrene (EPS) bans. To provide examples of different approaches,
the group heard from Dean Peterson, the Director of Environmental Health at the County
of San Mateo, and Elaine Marshall, who runs the stormwater management program at the
City of San Jose. Dean and Elaine spoke to the Task Force members about their
approaches to single-use bag and EPS bans, the reasoning behind their decision making,
the details of the ordinances, and challenges they have encountered thus far.
In addition to regular roundtable, Joint Venture reported back to the group on our efforts
to facilitate the completion of greenhouse gas emissions inventories (see item 3, above).
ATTACHMENTS
IREC 2011 Annual Innovation Awards – News Release
December 13, 2011 GEELA Awards Ceremony – Program
January 20, 2012 RethinkWaste Solar Installation Completion – Press Release
February 2, 2012 VTA Solar Dedication Ceremony – Press Release
March 14, 2012 R-REP Finance Workshop – Agenda
Local Government Operations Protocol Master Data Spreadsheet
5
Internship Recruitment Flyer
March 1, 2012 Task Force Meeting – Agenda
The IREC Team
Board of Directors
Interconnection/Net Metering
Advisory Board
IREC’s Innovation Awards
2012 Annual Meeting
2011 Annual Meeting
Nina Axelson, Stacy Miller, Mary Spruill, Kevin Fox, KenJurman, Andrea Luecke, Joe Wiedman, Ben Foster, Sarah
White, Sara Baldwin, Louise Urgo
October 17, 2011. Dallas, TX - The Interstate Renewable Energy Council, Inc. (IREC) today awarded five Innovation Awards and five Special Recognition Awards at its2011 Annual Meeting.
“This year’s Innovation Awards targeted initiatives aimed at supporting clean energy workforce development,community renewables, state and local government and K-12 projects,” said Ken Jurman, IREC chair. “Eachof this year’s winning submissions demonstrate initiatives and best practices that are helping move cleanenergy technologies closer to becoming the norm rather than the exception.”
Selected through a competitive process, the 2011 Innovation Awardees include: Colorado Solar EnergyIndustries Association for the Colorado Fair Permit Act (state government); Joint-Venture Silicon ValleyNetwork for the SV-REP Project in Santa Clara County, CA (county government); Cape Light Compact,Barnstable, MA, for Energy Carnivals (K-12); The Solar Foundation for the 2010 National Solar Jobs Census(workforce development); and District Energy St. Paul for the solar district energy project in Minneapolis, MN(community renewables).
State government category: The State of Colorado
Colorado’s Fair Permit Act
Lead partner: Colorado Solar Energy Industries AssociationProject partners: Vote Solar Initiative, The Solar Alliance
The Colorado Fair Permit Act helps accelerate the adoption of renewable energy technologies by significantly lowering solarcosts. It passed with near-unanimous support by finding common ground between Democrats & Republicans. This innovativestatewide model can be replicated by other states. The legislation, which runs through 2018 – offers local communities help withstreamlining permit processes based on national best practices to reduce permit costs for local communities, customers andbusinesses.
Local Government category: Santa Clara County, CA, Silicon Valley Collaborative Renewable Energy Procurement (SV-REP) Project
Lead partner: Joint Venture: Silicon Valley NetworkProject partners: The County of Santa Clara, California; Optony Inc.; plus eight other local public agencies
The SV-REP project is currently the nation’s largest multi-agency procurement of renewable energy and serves as a model for howcollaboration can significantly reduce costs associated with the procurement of renewable power. The project enabled a total of 70 solarinstallations (over 14 MW of power), including rooftop, carport, and ground-mounted solar PV systems located at community centers, cityhalls, fire stations, police stations, office buildings, and other publicly owned facilities. This project realized more than $60 million in localeconomic development and stimulating the creation of some 300 clean tech jobs.
K-12 category: Energy Carnivals, Cape Light Compact, Barnstable, MA
Dr. Sarah White, COWS
Dr. Richard S. Knaub, NREL
Lead partner: Deborah Shiflett-Fitton, Energy Education Programs Coordinator, Barnstable, MA
Energy Education Program Coordinator Deborah Shiflett-Fitton, has designed and implemented a series of Energy Carnivals for schoolsand community programs which uses the talents and interests of high school students to present to younger students in their communities.A series of trainings for high school students culminates in an all-school carnival for elementary school students. Teams of eightelementary students visit 15 carnival stations, each illustrating a form of energy, renewable energy source or technology. These teamshave been recognized by the National Energy Education Development Project (NEED) at the annual 2011 NEED Youth Awards Programfor their efforts in public education outreach.
Workforce development category: The National Solar Jobs Census
Lead partner: The Solar FoundationProject partners: Cornell University; Green LMI / BW Research; SEIA
For the first-time ever, the National Solar Jobs Census 2010 looked at 31 different solar occupations and proved without a doubt that thesolar industry creates jobs. The Census quantified solar jobs across the entire value chain (installation, manufacturing, wholesale trade,utility, and “other”) by directly surveying employers. The Census found that the solar industry employed ~93,000 workers in 2010. Through the use of surveys, the Census uncovered where solar jobs are most prevalent, what solar jobs are growing the fastest, andwhich jobs are most difficult for employers to fill. The Census is widely recognized as establishing the first credible solar jobs baseline inthe US and has inspired the US Bureau of Labor Statistics to include all solar occupations as part of future data collection efforts. Untilthe BLS begins tracking all the solar occupations across the entire value chain, TSF plans to update the survey on an annual basis.
Community Renewables: Solar District Energy Project, Minneapolis, MN
Lead partner: District Energy St. Paul
Project partners: U. S. Department of Energy Solar America Communities Program; Minneapolis Saint PaulSolar America Cities; and Minnesota Department of Commerce
District Energy St. Paul, in partnership with DOE’s Solar America Communities, developed, owns and operatesa 23,000 square foot solar thermal system integrated into an urban district energy system, showing that solarenergy can supplement existing district systems from both a technological and business model perspective. The
solar energy produced for domestic hot water and space heating is used within the River Centre, the host site. Any excess solar energy production is distributed into thedistrict heating network and other nearby buildings benefit. This type of solar thermal system may be employed by other district energy networks including hospitals,industrial parks, and business and academic campuses nationwide. This project has prompted three known U.S. manufacturers to explore large-scale solar thermalcollectors.
Also during its Annual Meeting, IREC recognizes people and organizations that have made an extraordinary contribution to renewable energy and to the InterstateRenewable Energy Council, Inc.. This year’s IREC’s Special Recognition awardees are:
Dr. Sarah White, Center on Wisconsin Strategy, for her work advancing the understanding of solar occupations. Sarah is the lead person forIREC on the solar career mapping project.
Dr. Richard Knaub, NREL, for advancing a new IREC ISPQ Standard and credentialing scheme, and for his work developing and deployingnational workforce guidelines for home energy upgrades.
Louise Urgo, IREC’s Business Manager, for her work on managing IREC’s contractual and financial transactions.
Louise Urgo, IREC
Staff, Utah Clean Energy
Utah Clean Energy, for its long list of accomplishments including successful intervention in utility regulatoryproceedings to create new utility energy efficiency programs, expand existing programs and drive utilityinvestments in efficiency and renewable energy.
The legal team of Keyes & Fox, LLP, for its impact on national rulemaking in the renewable energy regulatory space (Thad Culley, SkyStanfield, Larry Chaset, Kathleen Kapla, Joe Wiedman, Kevin Fox, Jason Keyes, Erica Schroeder, Chris Cook).
Home About IREC Programs News and Events Join IREC Make a Donation Contact Us Link Policy
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Celebrating the 2011Governor’s Environmental and Economic Leadership Awards
OFFICE OF THE GOVERNOR
GOVERNOR EDMUND G. BROWN JR. • SACRAMENTO, CALIFORNIA 95814 • (916) 445-2841
December 13, 2011
Governor’s Environmental and Economic Leadership Awards
It’s a pleasure to welcome you here today, as we celebrate the achievements of individuals, organizations, and businesses that have demonstrated exceptional leadership and made notable, voluntary contributions in conserving California’s precious resources, protecting and enhancing our environment, building public-private partnerships and strengthening the State’s economy. Protecting California’s natural resources will always be a priority. With all that California has to offer, we’ve seen how vital our environment is to the success of our economy. Your partnership in creating a sustainable California – one where businesses thrive alongside environmental protection – showcases the state’s pioneering spirit. Your actions have proven that you can “go green” while also growing your bottom line. Congratulations to today’s honorees and best wishes for your future success. Thank you for keeping California beautiful.
Sincerely, EDMUND G. BROWN JR.
2011 Governor’s Environmental and Economic Leadership Awards
The 2011 Governor’s Environmental and Economic Leadership Awards is California’s most prestigious
environmental honor, given only to individuals, organizations, and businesses who exemplify exceptional leadership
for protecting and enhancing the environment while at the same time promoting economic growth in the following
categories:
- Children’s Environmental Education
- Climate Change
- Comprehensive Land Use Planning
- Ecosystem and Watershed Stewardship
- Enhanced Environmental and Economic Leadership
- Environmental and Economic Partnerships
- Environmental Justice
- Green Chemistry
- Sustainable Communities
- Sustainable Practices or Facilities
- Technological and Market Innovations
- Waste Reduction
2011 Governor’s Environmental and Economic Leadership Awards
City of GonzalesEnvironmental Leadership Academy 2010
Modeling Environmental Leadership in Rural Communities
Working through its Gonzales Grows Green program, the city of Gonzales has developed a one-week Environmental
Leadership Academy (ELA) to serve the untapped leadership potential of students in grades sixth through eighth.
The ELA program takes children through a week-long environmental leadership course, teaching conservation
values to those living in rural agricultural environments. ELA utilizes the standards-based curriculum from the
No Impact Project along with hands-on field trips to provide opportunities for children to become environmental
leaders in their families, schools and communities. Participants of the program learn to lead cooperative school-
based recycling and waste diversion programs that enable more money to be spent in the classroom. They learn
the direct impact their actions have on their environment and how they can help facilitate the changes that will
improve their communities. The program’s model was successfully expanded into the city of Monterey which built
a comprehensive six-week day camp program based on the model and curriculum from the ELA. Gonzales’ program
takes a proactive approach to positively changing a community’s aesthetics and rural productivity while teaching the
value of leadership to the next generation.
“… leaders in raising awareness and engagement of youth with environmental issues in the community.”
- Gary Parola, President, Tri-Cities Disposal & Recycling, Inc.
2011 Governor’s Environmental and Economic Leadership Awards
“… preventing significant emissions of greenhouse gases in California and the U.S. …”
- Tim O’Connor, Director, California Climate and Energy Initiative, Environmental Defense Fund
EOS Climate, Inc.New Frontiers in Climate Action: ODS Projects
Expanding Carbon Markets & Innovating Environmental Performance
EOS Climate, Inc. is a leader in the verification of emissions reductions, specializing in the collection and
destruction of chlorofluorocarbons (CFCs) and other ozone-depleting substances (ODS). EOS uses the ODS
it destroys to produce carbon credits that can be traded to regulated emitters under California’s cap-and-trade
program, thus providing companies with low-cost emission reduction options, while at the same time expanding
carbon markets. ODS can be up to 10,900 times more heat trapping than CO2 and is often found in old appliances
and industrial equipment. EOS has created a business model that in the first year of operations generated 1.26
million metric tons of third-party verified carbon credits and more than $5 million in revenue. On target to
double credits produced in the coming year, EOS is growing its organization and leveraging finance and technology
partners to finance equipment upgrades and accelerate the transition to cleaner technologies and processes.
2011 Governor’s Environmental and Economic Leadership Awards
Hero Arts, Inc.The Integrated Bottom Line: Utilizing the Power of Hero Arts to Create Social Benefits
Demonstrating that Small Business Can Go Green and Thrive
Hero Arts, Inc. has a penchant for creativity. Since 1974, Hero Arts has operated a small family business nestled
in Oakland and Richmond, California that specializes in hand-made stamping products for the art, crafting and
educational markets. Hero seeks to positively maximize its business performance, community development and
environmental impact through employee growth and sustainability. It's these values that allow the company to
sell to 6,000 retailers and distributors around the world, utilizing 200 suppliers and employing 85 employees in
the Bay Area. Its creativity expanded from its products to its operations with the installation of a solar array able
to meet 70 percent of its yearly energy usage and reduce greenhouse gases by 253 tons. The installation of new
lighting, energy- efficient air systems and heating exchanges has reduced electricity usage by 15 percent. Meanwhile,
Hero recycles 70 percent of its waste products and has switched to lighter, cleaner packing materials to further
divert products from landfills. Hero has systematically eliminated all toxins and solvents from its manufacturing,
and discontinued use of water. Furthermore, Hero Arts sources materials for its business operations from local
suppliers to build community, maximize job creation in California and minimize shipping costs and emissions. All
of these efforts have paid off, not only in community good will, but also for its bottom line, making green business
work for California and for Hero Arts.
“… a leader in demonstrating that businesses can be a significant and positive force for environmental leadership while being a successful enterprise.”
- John C. Racanelli, President, Racanelli Partners Consulting
2011 Governor’s Environmental and Economic Leadership Awards
“… offers a platform for farmers and agencies to work together to address environmental problems in a non-regulatory setting.”
- Scott Curwood, Senior Manager Environment & Sustainability, Treasury Wine Estates
California Land Stewardship InstituteFish Friendly Farming Environmental Certification Program
Enhancing Environmental Quality on Private Farm Land
Fish Friendly Farming is a voluntary program designed to sustain environmental quality on agricultural properties
to protect Coho Salmon and Steelhead Trout. With these fish serving as environmental indicators, the California
Land Stewardship Institute works to incentivize landowners to develop a Farm Conservation Plan that inventories
and evaluates natural resources and practices on the entire property. Once the Farm Conservation Plan is complete,
it is certified by the Regional Water Quality Control Board, the National Marine Fisheries Service and the County
Agricultural Commissioner to ensure objectivity. The program provides workshops and resources for landowners
to meet county regulatory requirements and addresses numerous environmental regulations through one plan.
Its model of best management practices has expanded from Sonoma County to Napa, Mendocino, Solano and
El Dorado counties, and has resulted in the assessment of 500 miles of road and more than 98,000 acres of land,
as well as the reduction of 1.4 million tons of sediment delivery to creeks and rivers. With more than 600 sites
enrolled so far, the program is proving to be a successful model of sustainability for agricultural resources. A Fish
Friendly Farming certification ensures consumers that the products they purchase are produced in a sustainable
way that protects and restores the beauty and natural habitats of California.
2011 Governor’s Environmental and Economic Leadership Awards
“… the most important change created by these programs is that young people start to believe that they can change their own lives and their communities”
- James E. Herr, Senior Manager, Global Corporate Citizenship, The Boeing Company
Orange County Department of EducationInside the Outdoors
Expanding Children’s Environmental Education
The Orange County Department of Education’s Inside the Outdoors program was established to empower
students, teachers, parents and the community to explore their natural world, while expanding their knowledge
and understanding of science and the wonders of nature.
Since 1974, the program has been building the foundation of environmental leadership by connecting students in
Orange, Riverside, Los Angeles and San Bernardino Counties to the natural world in which they live. Each year,
more than 159,000 students experience hands-on environmental education through one of Inside the Outdoor’s
three California academic content, standards-aligned programs. Inside the Outdoors provides free professional
development training and offers sustainable cooking classes, fire ecology sessions, eco-friendly fashion shows, art
sculptures, full-moon hikes and summer nature day camps. A winner in 2008, Inside the Outdoors has expanded
its original program to include service learning environmental stewardship projects that have engaged more than
285,000 K-12 students and generated more than 40,000 hours of volunteerism towards sustainable projects such
as Project Zero Waste and the Brea Olinda Friends for Change project, which have, respectively, diverted more
than 300,000 pounds of waste from landfills and replanted a fire-scorched campus with California Native Plants.
2011 Governor’s Environmental and Economic Leadership Awards
Joint Venture: Silicon Valley NetworkThe Silicon Valley Collaborative Energy Procurement (SV-REP) Project
Partnerships For Affordable Renewable Energy
Together, Santa Clara County and the Silicon Valley Network launched the Silicon Valley Collaborative Energy
Procurement Project to enable nine participating agencies to install renewable energy systems. By breaking down
informational barriers and overcoming limited resources, the project resulted in a total of 70 solar power installation
sites at publicly owned facilities, which are collectively expected to generate more than $60 million in economic
activity and more than 300 jobs. The projects have a combined power generation of more than 14 megawatts and
are estimated to reduce 116,000 tons of CO2 emissions over the next 20 years. The Project’s 12-step collaborative
solar purchasing guide reduces key barriers to installations, and reduces administrative costs and project risks. This
model of collaboration has been transferred to neighboring counties and other governments across the country to
help advance renewable energy installation.
“… demonstrated exceptional leadership and pioneered an effective, replicable and scalable model of regional collaboration which will have both direct and indirect effects on California’s economy and environment.”
- Blaine Collison, Director Green Power Partnership, U.S. Environmental Protection Agency
2011 Governor’s Environmental and Economic Leadership Awards
“… provides tools and skills that empower students to take action in their communities.”
- Michael Kent, Hazardous Materials Ombudsman, Contra Costa Health Services
EarthTeamSomething’s in the Air (SITA)
Empowering the Next Generation of Green Leaders
Something’s in the Air is a collaborative network of Bay Area high school students, teachers and community leaders
designed to teach students about the correlation between air quality and asthma, and empower them to take action
in their communities. SITA is a two-week classroom program that teaches students the leadership skills necessary to
improve air quality in their communities, which often are disproportionately impacted. They participate in hands-
on activities where they collect air quality data and develop air quality action plans that involve public education
and public advocacy. By learning about environmental policy, pollution complaints and the health impacts of
poor air quality, students become engaged in local and state government affairs where they are testifying about the
local air quality impacts and helping to shape environmental justice policies. EarthTeam’s SITA program focuses
on teaching the next generation of environmental stewards how to effectively make changes in their communities.
2011 Governor’s Environmental and Economic Leadership Awards
“… the type of development that will help residents collaborate to achieve a more sustainable living environment.”
- Steven B. Enos, Land Use Planner
McCamant and Durrett ArchitectsWolf Creek Lodge
Building Sustainable Senior Housing
Wolf Creek Lodge Cohousing Community is a 30-unit housing development composed of clustered private
residences combined with shared common facilities. Future residents contributed to the design of the facility,
which includes sustainable building features such as solar orientation, energy-efficient lighting, water-efficient
fixtures and appliances, passive heating/cooling, low-VOC paint, low-impact building materials, engineered lumber
and advanced framing techniques that provide deeper walls for increased insulation and daylight. The project is the
largest of its kind in California and was designed as a pedestrian-oriented community, located near amenities and
transit to reduce vehicle traffic and emissions. The one-acre project sits amid 3.5 acres of recreational open space.
It encourages sustainable living among its residents by providing a clean, healthy environment where seniors can
“age in place” while continuing to live active lives.
2011 Governor’s Environmental and Economic Leadership Awards
Mesa Lane Partners, LLCThe LOOP
Providing Affordable Green Housing
The LOOP is a comprehensive, sustainable, 48-unit, mixed-use apartment building adjacent to the University of
California, Santa Barbara that employs a mix of both energy and water-efficient building techniques. The 50,000
square-foot facility is being built on a revitalized Brownfield site and will achieve LEED Platinum certification upon
completion. The site features solar panels on the roof, as well as a solar water heating system for the entire building.
Additional energy-efficiency measures include natural ventilation, low-energy co-heating, maximized daylight, low-
energy commercial kitchens and energy-efficiency lighting measures throughout. But this project doesn’t stop at
energy efficiency. It’s also designed to use 50 percent less water than similar buildings of its size and it will employ
a comprehensive water management strategy utilizing efficient fixtures, flow restrictors, electronic water controls,
rooftop water storage, a green room and drought-resistant landscaping that is estimated to save 500,000 gallons of
water per year.
“… exemplary model of sustainable, affordable housing.”
- Errin Briggs, Redevelopment Agency Program Manager, Santa Barbara County Redevelopment Agency
2011 Governor’s Environmental and Economic Leadership Awards
Portola Hotel and SpaPortola Hotel and Spa Green Initiatives
Greening California Hotels
Guided by its comprehensive Green Initiative, the Portola Hotel and Spa renovated its 33-year-old hotel with
multiple sustainable features to obtain LEED-EB Silver certification. The hotel features more than $8 million
in upgrades that have reduced CO2 emissions, electricity usage, water consumption and waste. It sources
materials locally whenever possible and used low-impact building materials during the renovation. In fact,
the hotel is so committed to its sustainable mission, that it participates in a renewable energy credit project
that offsets 100 percent of its emissions. Furthermore, Portola Hotel and Spa utilizes the Laundry Ozone
Treatment System that reduces detergent discharges to the sewer. It has also installed co-generation turbines
and replaced refrigerated chlorofluorocarbon (CFC) compressors with non-CFC compressors. Its commitment
to sustainability reaches beyond the hotel into the community where representatives lead beach cleanup efforts,
provide fresh gleanings for use in local food banks and provide vocational training to local youth on how to
grow fresh hops used in the hotel’s brewery.
“… a role model for the region showing others that a comprehensive approach to integrate environmental values is not only good for the planet, it is good for business.”
- Joseph Piedimonte, Controller/Green Building Project Manager, Ausonio Incorporated
2011 Governor’s Environmental and Economic Leadership Awards
Houweling Nurseries Oxnard, Inc.The Sustainable Greenhouse Expansion
Utilizing Sustainable Agricultural Practices
Houweling Nurseries is a family-owned company operating more than 70 hectares of high-tech hydroponic
greenhouses, specializing in tomatoes and cucumbers made available throughout the United States and Canada. The
company recently expanded its facilities by 40 acres and built a 32,500 square-foot packing/cooler shed employing
the best available sustainable technology including a one megawatt, photovoltaic solar array, solar thermal roof,
state-of-the-art waste and rainwater capture and treatment and, 25-foot high greenhouses that maximize climate
control. As a result of its efforts, the facility has reduced water and fertilizer usage by 30 percent and reduced
natural gas usage. The solar array provides enough energy for the expansion to make Houweling one of the highest-
yielding tomato greenhouses in the world.
“They are clearly at the forefront in the agriculture industry … utilizing state-of-the-art technologies and practices.”
- AG Kawamura, Former Secretary, California Department of Food and Agriculture
2011 Governor’s Environmental and Economic Leadership Awards
ATDynamicsTrailerTailTM by ATDynamics, Inc.
Developing Fuel Saving Technologies for the Transportation Industry
ATDynamics designs and manufactures TrailerTailTM, a rear-drag aerodynamic technology that reduces fuel usage
on trucks by up to 10 percent. It works by streamlining the air as it comes off the back of a semi-trailer, reducing
low-pressure suction drag directly behind the trailer. This is the first commercially available rear-drag technology in
the history of the trucking industry and can be installed in under 30 minutes. Made from recycled materials, ATD
installed 480 TrailerTailsTM on trucks in 2010, saving more than $200,000 in diesel fuel and preventing 2,200 metric
tons of CO2 from being released into the air. ATD estimates that by year’s end more than 5,000 TrailerTailsTM will
be on the road. ATD is being recognized around the world for its innovative, money-saving technology.
“… a perfect example of how a new, creative idea can create green jobs, stimulate the economy and reduce carbon emissions ...”
- Josh Carter, CEO, Aperia Technologies Inc.
2011 Governor’s Environmental and Economic Leadership Awards
Bayer HealthCare Pharmaceuticals, LLCBayer Berkeley Site Sustainable Development
Expanding Business While Decreasing Waste
Bayer HealthCare Pharmaceuticals took its global sustainability initiative even further at its Berkley site through its
waste reduction efforts, accountability measures and community involvement. Through a combination of process
improvements, investment in state-of-the-art equipment and employee awareness, Bayer has reduced its solid waste
by 20 percent, its water consumption by 14 percent, its electricity by 9 percent and has achieved an 85 percent
recycling rate. It accomplished all this while increasing production of its hemophilia products. Bayer is also deeply
committed to the community and has facilitated the creation of the East Bay Environmental Network, a coalition
of businesses, utilities, nonprofits and governments, to share best sustainability practices to help meet Berkeley’s
Climate Action Plan targets. It also forged a partnership with the city of Berkeley and the Berkeley Unified School
District to train disadvantaged high school students for careers at Bayer. Bayer’s comprehensive commitment to
its community is contributing to the local economy while at the same time reducing its environmental footprint.
“… exemplifies leadership in policy areas that are crucial to the well being of our state.”
- Nancy Skinner, Assemblymember, 14th District
2011 Governor’s Environmental and Economic Leadership Awards
Albertsons StoresZero Waste Accomplishment
Achieving Zero Waste
Albertsons is a nationwide supermarket retailer that recently announced that two of its Santa Barbara stores
have achieved zero waste classification by diverting more than 95 percent of its waste from landfills. The two
Santa Barbara stores are the first regular supermarkets in the United States to achieve the zero waste goal, and
have collectively diverted more than two million pounds of waste through a combination of innovative recycling
programs, a food donation program and a joint organic composting program. Through their food waste diversion
program, Albertsons donates staple and perishable products to local food banks. In fact, it donates on average
149,000 pounds of food per year to the Foodbank of Santa Barbara County. Albertsons has set the bar in its
industry for waste diversion and hopes to transition an additional 40 stores to zero waste in 2012.
“… helped create one of the first citywide composting programs in Southern California.”
- Eric Lohela, Environmental Specialist, City of Santa Barbara
2011 Governor’s Environmental and Economic Leadership Awards
Anheuser-Busch, Fairfield BreweryWaste Reduction at the Anheuser-Busch, Fairfield Brewery
Empowering Employees to Reduce Waste
The Anheuser-Busch Fairfield facility credits its employees for achieving a 99.8 percent solid waste recycling rate,
and generating nearly $1.9 million in revenue in addition to landfill cost avoidance and the generation of recycling
revenue. With its innovative Excellence Through Ideas program, employees are encouraged to submit cost saving
and environmental initiatives, and are then rewarded with part of the savings from their ideas. Programs such as
the Green Dot Program and the Stop the Drop program further encourage employees to visually point out where
savings can be made to reduce water consumption and electricity usage. As a result, the Green Dot Program has
saved 447,000 kwh per year and the Stop the Drop Program ideas have saved more than 2.2 million gallons of
water a year. Anheuser-Busch has also forged partnerships to invest in alternative energy including solar and wind
generation. Furthermore, its partnership with Solano County Water Agency helps assist in water reduction and
reclamation efforts.
“… striving to be the best beer company in a better world.”
- Marianne Butler, Watershed Coordinator, Lake Berryessa Watershed Partnership
2011 Governor’s Environmental and Economic Leadership Awards
American Modular SystemsGen7 Schools
Building High Performance Classrooms
American Modular Systems created the Gen7 classroom to deliver high-quality, high-performance modular
classrooms that can be delivered quickly and affordably to California schools. The model includes solar panels,
a cool roof, well-insulated buildings and energy-efficient mechanical systems to help reach a net-zero status. Each
classroom uses green construction materials, including denim-based insulation, a high-fly-ash content concrete
floor, low VOC interiors, 80 percent recycled steel and a 100 percent recycled mineral board sheathing for the
roof and wall backing. The classrooms feature smart lighting and daylight harvesting to maximize energy efficiency,
saving the school 60-70 percent in energy costs. In many cases, Gen7 classrooms surpass California’s Title 24
energy-efficiency standards, and were the first modular schools to be recognized by the Collaborative for High
Performance Schools – a third party verification system that ensures a school project has high-performance features
that improve health, productivity and student performance, along with decreased operating costs and increased
energy savings.
“… sets the standard for environmental design, performance and ease of maintenance.”
- Terry Ruscoe, Director of Support Services, Merced County Office of Education
Photo To Come
2011 Governor’s Environmental and Economic Leadership Awards
A special thank you to the following entities and individuals who helped make this
year’s Awards program a success:
California Business, Transportation and Housing Agency
California Department of Food and Agriculture
California Environmental Protection Agency
California Health and Human Services Agency
California Labor and Workforce Development Agency
California Natural Resources Agency
California State and Consumer Services Agency
Department of Toxic Substances Control, Office of External Affairs
Department of Resources Recovery and Recycling, Office of Public Affairs
California Environmental Protection Agency, Communications and External Affairs
California State Parks Foundation
Award Evaluators
2011 Governor’s Environmental and Economic Leadership Awards
AlbertsonsRick CrandallDirector of Environmental Stewardship818-644-1611www.albertsons.com
Anheuser-Busch, Fairfield BreweryKaci FigueroaEHS Manager707-429-7645www.anheuser-busch.com/s/
ATDynamicsSteven RodgerOperations Manager415-669-4415www.ATDynamics.com
Bayer HealthCarePharmaceuticals, LLCJames BreitlowEnvironment and Sustainability Manager510-705-5403www.bayer.com
California Land Stewardship InstituteDarcie LuceAssistant Director707-253-1226 www.fishfriendlyfarming.org
City of Gonzales, CaliforniaSara Papineau-BrandtDirector of Recreation Programs831-675-4206 www.ci.gonzales.ca.us/G3.php
EarthTeamMaggie FlemingExecutive Director510-704-4030www.earthteam.net
EOS Climate, Inc.Sarah McGeeOffice Manager888-358-1339www.eosclimate.com
Gen7 SchoolsMaggie HartleyDirector of Marketing415-716-7553www.gen7schools.com
Hero Arts, Inc. Aaron LeventhalChief Executive Officer510-232-4200www.heroarts.com
Houweling Nurseries Oxnard, Inc.Casey HouwelingPresident and CEO604-613-0072www.houwelings.com
Joint Venture: Silicon Valley NetworkRachel MassaroAssociate Director, Climate Initiatives650-207-1838www.jointventure.org
McCamant and Durrett ArchitectsKathryn McCamantPrincipal Architect530-478-1970 www.cohousingco.com
Mesa Lane Partners, LLCNiel DipaolaChief Executive Officer805-259-9597 www.mesalanepartners.com
Orange County Department of EducationLori KiesserDevelopment Manager 714-708-3889 www.insidetheoutdoors.org
Portola Hotel and SpaJanine ChicourratGeneral Manager831-649-2684www.portolahotel.com
Company Contacts:
Special thanks to The Nature Conservancy for sponsoring this special event
and helping to honor California's green businesses.
This program was printed on paper containing a minimum 30 percent postconsumer fiber.
610 Elm Street, Suite 202 P: 650-802-3500 San Carlos, CA 94070 F: 650-802-3501 RethinkWaste.org MEMBER AGENCIES: Town of Atherton • City of Belmont • City of Burlingame • City of East Palo Alto • City of Foster City • Town of Hillsborough City of Menlo Park • City of Redwood City • City of San Carlos • City of San Mateo • County of San Mateo • West Bay Sanitary District
Printed on recycled paper
For Immediate Release
For Further Information: Monica Devincenzi, RethinkWaste
Phone: 650-802-3509 Email: [email protected]
SHOREWAY ENVIRONMENTAL CENTER BEGINS USING SOLAR ENERGY Solar Project One of the Largest Installations in Bay Area
SAN CARLOS, CA – January 20, 2012 – Installation of 2,700 photovoltaic panels on the roofs of the Shoreway Environmental Center buildings in San Carlos has been completed and the facility is now using solar energy to meet half of its energy needs for the site. The solar project is one of the largest installations in the Bay Area, and is estimated to save approximately $2.1 million in energy costs over the next 20 years for RethinkWaste. The system is capable of producing approximately 740 kilowatts of electricity per hour – enough power to run nearly 6,000 60-watt light bulbs for eight hours, and is the largest of its kind in San Mateo County. Approximately 45% of Shoreway’s Transfer Station and MRF energy needs are now going to be supplied through the solar system, reducing carbon dioxide emissions by nearly 1.6 million pounds per year – the equivalent of removing 252 cars per year from the road. “This is another significant milestone in our effort to demonstrate every day environmental solutions that also save money for the ratepayers,” remarked Kevin McCarthy, Executive Director of RethinkWaste. “This is also a great example of a public private partnership that truly works.” The more than an acre and a half of panels has been installed on the roofs of Shoreway’s Transfer Station and Materials Recovery Facility (MRF, where recyclables are processed.) In addition, a series of solar panels have been installed alongside the visitors’ parking area to allow the public the ability to see what they look like as the ones on the roof are not visible. Informational kiosks and displays are under development related to the solar project and will become a part of the educational tours at Shoreway. Fresh Air Energy-II, dba Ecoplexus, did the installation of the solar panels in December 2011 through a Solar Power Purchase Agreement (PPA,) which includes financing, owning, operating and maintaining the photovoltaic system. In return, RethinkWaste will host the system and purchase the electric output for a predetermined price for the length of the contract. The term of the contract is 20 years.
The estimated cost savings is based on Shoreway’s energy needs and rising costs through Pacific Gas & Electric Company (PG&E) utility bills. PG&E’s rates have risen 35% over the past five years, or a rate of 7% per year. In comparison, the Solar PPA fixes the rate of increase to 3% per year for the term. It would also cost approximately $3.5-$4 million for RethinkWaste to self-finance the installation of the photovoltaic panels and system. The Solar PPA project is a result of the Silicon Valley Collaborative Renewable Energy Project launched in 2008 by Joint Venture Silicon Valley Network’s Public Sector Climate Task Force, in partnership with the County of Santa Clara. The project evaluated collaborative procurement opportunities for a Solar PPA, with the goals of obtaining favorable pricing through a large-scale regional aggregate purchase and to allow smaller governmental entities to participate in a PPA that would otherwise be unable to participate due to the size of project sites. RethinkWaste Board of Directors approved the authorization of entering into the Solar PPA agreement with Ecoplexus in July 2011. Other agencies that made up the initial projects included in the collaboration along with RethinkWaste consist of the cities of Cupertino, Los Gatos, Milpitas, Morgan Hill, Mountain View, and Pacifica; the County of Santa Clara and the Valley Transit Authority. The installation of the solar panels and use of solar energy will also qualify the buildings for LEED certification, and provide numerous other environmental benefits. RethinkWaste Rethink Waste is a joint powers authority of twelve public Agencies (Atherton, Belmont, Burlingame, East Palo Alto, Foster City, Hillsborough, Menlo Park, Redwood City, San Carlos, San Mateo, the County of San Mateo and the West Bay Sanitary District) in San Mateo County, California and is a leader in the delivery of innovative waste reduction and recycling programs. RethinkWaste owns and manages the Shoreway Environmental Center which receives all the recyclables, organic materials, and materials (i.e. solid waste) collected in its service area. RethinkWaste also provides strategic oversight, support and management of service providers that collect, process, recycle and dispose of materials for its Member Agencies. RethinkWaste (i.e., South Bayside Waste Management Authority) was formed in 1982. For more information on RethinkWaste, please visit our website at www.RethinkWaste.org or follow us at www.Facebook.com/rethinkwaste or www.Twitter.com/rethinkwaste.
###
CONTACT: Brandi Childress FOR IMMEDIATE RELEASE
Cell: (408) 464-7810 Release NR 12 02 XX [email protected] February 2, 2012
VTA Installs Solar Power Systems at Its Three Bus Yards
Energy from solar panels is expected to save $2.7 million in electricity costs and help save the environment
San Jose, Calif. – The Santa Clara Valley Transportation Authority (VTA), in
partnership with SunPower Corp. (NASDAQ: SPWR), Joint Venture Silicon Valley, and
Wells Fargo, installed solar parking canopy systems, totaling 2.1 megawatts (MW), at its
three bus maintenance divisions. Using a Power Purchase Agreement to finance the
systems, it is anticipated that VTA will save $2.7 million in electricity costs over the next 20
years.
“VTA will be saving taxpayer money on energy costs while investing in a future that
will benefit us all,” said Santa Clara County Supervisor and VTA Chair Ken Yeager. “VTA
is already combating global warming through the promotion of mass transit and congestion
management. Now, we are reducing greenhouse gases through our operations, too.”
Today at 1:00 p.m., VTA will host a dedication of the solar power systems at its
Cerone Bus Maintenance Division located at 3990 Zanker Rd., San Jose, Calif. Event
speakers include Santa Clara County Supervisor and VTA Chair Ken Yeager, City of San
Jose Mayor Chuck Reed, SunPower Managing Director Bobby Ram, and Joint Venture
Silicon Valley Associate Director of Climate Initiatives Rachel Massaro.
“The VTA solar project aligns with the City of San Jose’s bold energy efficiency and
renewable energy goals,” said San Jose Mayor Chuck Reed. “This type of project also
creates jobs and utilizes technologies from local clean tech companies, like SunPower,
that have helped make our region a national leader in green tech innovation.”
This project provides significant environmental benefits. The power derived from
these solar panel systems will offset VTA’s three bus maintenance divisions’ electricity
demand. The clean electricity generated by these systems will also offset more than 2,000
metric tons of carbon dioxide emissions each year, which is equivalent to removing more
than 9,000 cars from California’s roads or planting 10,000 acres of trees over the next 20
years.
-more-
“California’s public sector is expected to save $2.5 billion from solar investments
under the state’s California Solar Initiative program,” said SunPower CEO Tom Werner.
“SunPower has delivered reliable, high efficiency solar power systems to public agencies
across California, and we applaud the VTA’s significant commitment to solar here in the
Silicon Valley, which will serve the community by minimizing operational costs and helping
to achieve environmental goals.”
VTA financed the system through a power purchase agreement with SunPower.
Under the terms of the agreement, Wells Fargo owns the systems that SunPower
designed, built, operate, and maintain. VTA is hosting the systems and buying the
electricity at prices that are competitive with retail rates, protected from rising electricity
prices. VTA owns the renewable energy credits and environmental benefits associated
with the system.
For VTA’s solar project, SunPower constructed three solar parking canopy systems
using 5,070 SunPower E19/425 high-efficiency solar panels, which will also provide shade
and protection for VTA vehicles. Two of the solar installations are located at the VTA’s San
Jose facilities, including a 548-kilowatt (kW) system at its Chaboya Division and a 969-kW
system at its Cerone Division. The third installation is a 637-kW system at the VTA North
Division facility in Mountain View.
VTA’s Sustainability Program The solar project is part of a long-term vision to meet today's needs without compromising future generations through VTA's Sustainability Program. For more information on VTA’s Sustainability Program, visit http://www.vta.org/projects/programs/sustainability_program/index.html.
About VTA Santa Clara Valley Transportation Authority (VTA) is an independent special district that provides sustainable, accessible, community-focused transportation options that are innovative, environmentally responsible, and promote the vitality of our region. VTA is responsible for bus, light rail and paratransit operations and also serves as the county’s congestion management agency. As such, VTA is responsible for countywide transportation planning, including congestion management issues, specific highway improvement projects, pedestrian and bicycle improvement projects, and provides these services throughout the county, including the municipalities of Campbell, Cupertino, Gilroy, Los Altos, Los Altos Hills, Los Gatos, Milpitas, Monte Sereno, Morgan Hill, Mountain View, Palo Alto, San Jose, Santa Clara, Saratoga and Sunnyvale. VTA continually builds partnerships to deliver transportation solutions that meet the evolving mobility needs of Santa Clara County.
# # #
DRAFT AGENDA R-REP Finance Workshop
Wednesday, March 14, 2012
1:00 p.m. – 4:00 p.m. The Alameda County Conference Center, Hayward/Union City Room,
125 12th Street Oakland, CA 94607-6467 (map). 1:00 p.m. – 1:10 p.m. Intro to the Regional Renewable Energy Procurement Project 1:10 p.m. – 2:20 p.m. Renewable Energy Project Financing Options – Presented by KNN Public Finance
2:20 p.m. – 2:30 p.m. R-REP Finance Evaluation Process 2:30 p.m. – 2:35 p.m. Break 2:35 p.m. – 3:35 p.m. Break-Out Sessions (two, half-hour sessions) - Moderated by KNN Public Finance
1. Direct Purchase -- Bonds/COPs and QECBs (30 min.) 2. Leases and PPAs (30 min.)
3:35 p.m. – 3:55 p.m. Group Discussion Regarding Break-Out Session Topics/Summary 3:55 p.m. – 4:00 p.m. Next Steps and Closing
Local Government Operations Standard Inventory ReportVersion 1.1, released 05/26/2010
Purpose
Instructions
There are four steps to complete the LGO Standard Inventory Report.
1. Enter GHG data into CARROT
2. Enter data from CARROT into the LGO Report
3. Complete the LGO Report
4. Convert the Excel workbook to a PDF document
5. Upload the PDF document to CARROT
Further Instructions
Submit the LGO Report through CARROT as an optional document.
Please complete all four sheets of the LGO Report. The first two sheets - local government profile and GHG
inventory details - are requirements of the California Registry program reporting. Sheets 3 and 4 are optional,
but we recommend you complete them for purposes of full disclosure and good record keeping from year to
year.
The California Registry developed this inventory reporting form to provide a common mechanism for all local
government members to report their GHG emissions in a way that mirrors the guidance in the Local
Government Operations Protocol. It also helps local governments to organize GHG data in a policy relevant
manner.
Please see Part IV Reporting Your Emissions on page 126 of the LGO Protocol for step-by-step instructions
on how to complete the standard inventory report.
Entering GHG data into the LGO Report may require additional calculations, depending on how you define
your facilities in CARROT. It shouldn't involve anything more complicated than simple addition or subtraction.
You will enter your Scope 1, Scope 2 and Scope 3 emissions by source into the LGO Report in worksheet 2.
***Total emissions in your CARROT report should match the total emissions box in worksheet 2.***
Please save all worksheets in this Excel document as a PDF file. To save as a PDF, choose sheets as your
conversion range , add sheets 1-4 to the menu, and then save.
NOTE: Please round your numbers to two decimal places so that they match your CARROT data. CARROT
automatically rounds to two decimal places.
LGO Standard Inventory Report, version 1.0 1
Joint Venture Internship Program for Spring 2012 Local Government Operations and Community Greenhouse Gas Emissions Inventory for 2010
Joint Venture Silicon Valley has begun a project to inventory agency and community greenhouse gas (GHG) emissions for the approximately forty jurisdictions in the Silicon Valley region. This project entails updating 2005 inventories to 2010 data to assist local jurisdictions in tracking their GHG emissions and progress toward their goals. Joint Venture is seeking student interns for the 2012 spring semester to be deployed to local jurisdictions to assist with these updates. Prior to deployment, interns will be trained by Joint Venture staff on how to analyze data from various sources related to GHG emissions, where to obtain said data, and how to record and report it. One to two student interns will be deployed to assist each local jurisdiction. Interns will be provided workspace and resources and work alongside designated personnel from the jurisdiction. John Sztukowski, Climate Coordinator at Joint Venture, will serve as the point of contact for technical assistance and ongoing training. Interns will gain valuable experience and exposure to the operations of a local government and gain marketable skills in GHG inventorying, data gathering, analysis, and management, and report writing.
Internship Duties:
- Attend initial training sessions provided by Joint Venture - Work with the local jurisdiction for 8-12 hours a week, for 12-16 weeks - Assist staff and contact the appropriate authorities to obtain the relevant data - Analyze and convert data into proper energy units for entry into a master data workbook - Time permitting, interpret the data into a written report - Time permitting, graph and chart the data using provided templates
Requirements:
- MS Office: basic excel, data entry, and Word experience - Quantitative skills - Excellent Communication skills - Transportation to and from on-site locations at jurisdictional offices - Professional dress and demeanor when working on-site - Commitment to at least 8 hours per week to work on the inventories
To apply for this internship, or for more information on this exciting opportunity, please contact: John Sztukowski, Climate Coordinator, Joint Venture Silicon Valley [email protected] (408) 298-9334
Please send a cover letter stating how you heard about the internship and why you wish to participate in the program, as well as a resume describing your qualifications. Interviews for candidates* will be held in person or by telephone throughout January 2012. Training will take place February 14, 2012. *Candidates do not necessarily have to be current students This position is unpaid but has the potential to serve as class credit for the student; however it is up to the student to research and enroll in such initiatives at their college or university.
AGENDA
Public Sector Climate Task Force Bi-Monthly Meeting
Thursday, March 1, 2012
9 AM – Noon DLA Piper, East Palo Alto
By Phone: 888-537-7715, participant code: 60274850#
9:00 AM Coffee and Tea
Remember to bring your own reusable cup or mug 9:30 AM Phone Line Opens Up; Welcome, Overview of Agenda
Co-Chairs: Erin Cooke (Cupertino) and Jennifer Seguin (City of San Jose) 9:35 AM Partner Updates
Task Force Advisory Members 9:45 AM Roundtable (Introductions, Updates) 10:15 AM Pollution Prevention – Approaches to Single-use Bags and EPS
Dean Peterson (County of San Mateo)
Elaine Marshall (City of San Jose) 11:15 AM Possible Energy Efficiency + Solar Program Staff: Kara Gross and John Sztuwkoski 11:30 AM Initiative Updates
Stanford student projects: Kara Gross Inventory Updates: John Sztuwkoski
11:45 AM Next Steps/Wrap-up 12:00 PM Adjourn
General Information
Charter Statement To develop effective, collaborative, solutions for the reduction of greenhouse gas emissions in member jurisdictions by providing a neutral forum for city and county government agencies and special districts to learn about climate protection programs. Long-Term Goals
1. Accelerate the reduction of greenhouse gas emissions by public agencies. 2. Use demand aggregation to conserve scarce public resources. 3. Encourage and support the growth of the clean technology industry. 4. Provide leadership for the community and the world.
2012 Meeting Schedule 2012 meetings will be held on the 1st Thursday of each month, with the exception of summer meetings (which will be scheduled as needed and announced at a later date). Locations for each meeting have not yet been determined. Task Force meetings will be held from 9:00 am to 12:00 pm.
2012
Thursday, January 5th
Thursday, March 1st
Thursday, May 3rd
Thursday, September 6th
Thursday, November 1st
Please use the following space for notes
Memorandum
TO: Joint Venture Board of Directors
FROM: Neil Struthers, Finance Committee
Mary Dent, Finance Committee & Treasurer
Mairtini Ni Dhomhnaill, Finance Committee
Russell Hancock, Joint Venture President & CEO
DATE: 9 March 2012
SUBJECT: Review of Fiscal 2011 - 2012 Financial Results Through January 2012
In this memorandum we review our income and expenses for the first seven months of
fiscal year 2011 – 2012.
Overview
As of January 31 the balance sheet was strong with $573,568 in cash and $242,000 in
outstanding pledges (accounts receivable.)
Balance Sheet
January 31, 2012
Total cash 573,568$
Restricted cash 81,217$
Unrestricted cash 492,351$
Of the $573,568 in cash, $81,218 is restricted for civic engagement/regionalism,
sustainable schools, Silicon Valley Wireless and renewable energy program, leaving
$492,351 available for general operations.
Statement of Activities – July through January
Year-to-date income and expenses are running slightly below budget:
Actual Budget Variance
Income 871,674$ 998,523$ (126,849)$
Expenses 768,654 786,933 (18,279)
Net 103,021$ 211,590$ (108,570)$
YTD period ended January 31, 2012
Income
Total income was $871,674, which was lower than expected due to the following factors:
Public Sector Investment. Due to an intensifying fiscal crisis in the public
sector, we are $28,500 shy of our target for money coming from cities and
counties. The following cities will not be renewing their support for Joint
Venture: Campbell, Watsonville, Belmont, Milpitas and the Town of
Hillsborough.
Board dues. Board income compared to budget is on target. Some board
members are paying ahead of schedule and some are behind, leaving us
approximately where we expect to be in collections at this time of the year. As
expected, we have experienced some attrition in board members, but thus far,
have been successful in replacing them with new members. Since September
2011, we have generated $63,500 in new board memberships to parties such as
Team San Jose, San Jose Airport, Bank of America, Alston & Bird and others.
Corporate Investment. We are running slightly below budget (by $8,000), but
the shortfall is primarily a timing issue. We have lost some corporate funders, but
have also realized new, unbudgeted income from corporations newly joining the
Investors Council (VMware, Jones Lang LaSalle, San Jose Earthquakes, Oracle
and others). We have also realized unbudgeted income ($50,000) from new
corporate funders (Chevron, SolarCity) providing seed funds for the Sustainable
Schools initiative.
Foundation Investment. The Foundation part of the ledger shows that we are
$100,000 below budget, but this is because the Silicon Valley Community
Foundation CEO and Joint Venture CEO mutually agreed to terminate the federal
outreach program. The expense side of the ledger was therefore reduced by the
corresponding amount.
Expenses
Our expenses are coming in lower than forecast. Here is how they break out:
Salary, benefits, taxes. Expenses for salary, benefits and taxes are actually higher than
plan (by $13,000). This is simply because the payroll tax and benefit costs are higher
than we expected.
Project expenses. Project related expenses are also lower than plan by $15,000. We
know that this is timing issue, as we are still expecting some invoices related to the SOV
event.
Operating expenses. Operating expenses are also lower than plan (by $16,000) due in
part to a timing issue with the annual audit and tax return preparation expenses. Travel,
memberships and other miscellaneous expenses are in line with plan.
State of the Valley Event Update. The annual State of the Valley conference continues to
be a significant and growing source of income for the organization. Based on our current
estimates, the 2012 event has generated $301,000 in income compared to a budget of
$302,000. We expect total event expenses to be approximately $193,000, which would
yield net event income of approximately $108,000. This is significantly higher than the
$71,000 net income in the budget adopted by the board.
Attachments:
Balance Sheet for January 31, 2012
Statement of Activities, July 1, 2011 through January 31, 2012
Joint Venture: Silicon Valley Network Balance Sheets
Unaudited Unaudited Audited AuditedJanuary 31, 2012 June 30, 2011 June 30, 2010 June 30, 2009
ASSETSCurrent Assets
Cash 573,568 389,061 475,037 475,957 Accounts Receivable, net 242,000 484,003 231,517 299,925 Other Current Assets 180,183 25,443 18,171 42,301
Total Current Assets 995,751 898,507 724,725 818,182 Fixed Assets, net 6,674 6,852 10,949 2,389 Other Assets 7,614 7,614 7,614 12,993
TOTAL ASSETS 1,010,038 912,973 743,288 833,564
LIABILITIES & EQUITYLiabilities
Current LiabilitiesAccounts Payable 36,081 27,324 28,403 162,759
Unearned Revenue - ICLEI - - - 162,500 Deferred Rent 34,821 39,970 24,053 - Accrued Expenses 18,939 28,502 20,190 34,113
Total Other Current Liabilities 53,760 68,472 44,242 196,613
Total Current Liabilities 89,841 95,796 72,645 359,372
Total Liabilities 89,841 95,796 72,645 359,372
EquityAccumulated Unrestricted 734,430 192,661 (200,558) (252,321) Net Assets- Temp. Restr
Time Restricted Funds - 437,900 258,500 270,152 Federal Outreach - - 100,000 - Regionalism/Civic Engagement 14,980 14,979 40,000 - Renewable Energy Program 4,092 4,092 SV Wireless Education Fund 50,000 50,000 NOVA Contract 18 18 53 14,044 Math Matters - - - 75,000 Climate Pros. Council - Applied 13,657 13,657 91,034 114,185
Net Assets- Temp. Restr 82,747 520,646 489,587 473,380
Net Income 103,021 103,870 381,613 253,133
Total Equity 920,197 817,177 670,642 474,192
TOTAL LIABILITIES & EQUITY 1,010,038 912,973 743,288 833,564
2:49 PM 02/13/12 Accrual Basis
Joint Venture Silicon Valley Statements of Activities - Actual vs. Budget
July 2011 through January 2012Jul '11 - Jan 12 Budget $ Over Budget
IncomeEvent 287,813 280,534 7,279 Public Investment 32,142 59,770 (27,628) Corporate Investment 350,000 357,869 (7,869) Foundation Investment 200,000 300,000 (100,000) Interest income 720 350 370 Other income 1,000 0 1,000
Total Income 871,674 998,523 (126,849)
Gross Profit 871,674 998,523 (126,849)
ExpenseSalaries and Benefits 416,180 403,033 13,147 Project Related expenses 238,038 252,969 (14,931) Operating Expenses 114,436 130,931 (16,495)
Total Expense 768,654 786,933 (18,279)
Net Income 103,021 211,590 (108,570)$
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