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PUBLIC NOTICE BOARD OF DIRECTORS PUBLIC MEETING THRUSDAY, MARCH 28, 2019 6:30PM LOCATION MILLBRAE CITY HALL 621 MAGNOLIA AVE MILLBRAE, CA 94010
PUBLIC NOTICE BOARD OF DIRECTORS
PUBLIC MEETING THRUSDAY, MARCH 28, 2019
6:30PM
LOCATION MILLBRAE CITY HALL 621 MAGNOLIA AVE MILLBRAE, CA 94010
PUBLIC NOTICE BOARD OF DIRECTORS
CLOSED SESSION March 28, 2019
5:00 PM Millbrae City Hall, 621 Magnolia Avenue
Millbrae, CA 94030 Council Meeting Room
AGENDA
1. Call to Order2. Roll Call3. Public Comment4. Closed Session:
a. Approval of Closed Session Meeting Minutes from March 19, 2019b. Pursuant to Health & Safety Code Section 32106: Discussion involving trade
secrets relative to facilities and services concerning the Peninsula WellnessCommunity campus in Burlingame with Counsel M. Gray, Perkins Coie andCounsel Mark Hudak.
c. Pursuant to Government Code Section 54956.8 re: General Conditions ClaimNegotiations concerning The Trousdale construction with Nova ConstructionManager David Marks.
5. Adjournment to open schedule immediately following in Millbrae Chambers. Thereport out will be made in that open session.
Board of Directors Millbrae City Hall Thursday Council Chambers March 28, 2019 621 Magnolia Avenue 6:30 PM Millbrae, CA 94030
BOARD MEETING AGENDA
1. CALL TO ORDER
2. ROLL CALL
3. MAKING A DIFFERENCE MOMENT:Tessie Madrinan from Senior Peer Counseling at Peninsula Family Service
4. SPECIAL PRESENTATION:
A. “ALLCOVE- AN INNOVATIVE MODEL FOR INTEGRATED YOUTH MENTAL HEALTHSERVICES”- Dr. Steven Adelsheim, Director, Stanford Psychiatry’s Center for YouthMental Health and Wellbeing and Vicki Harrison, MSW, Program Director, StanfordPsychiatry’s Center for Youth Mental Health and Wellbeing
B. Sutter, Mills-Peninsula Medical Center Quarterly Update, Janet Wagner MPHS CEO
5. CONSENT CALENDAR TAB A 1-21 A. Minutes from the February 28, 2019 Regular Board meetingB. Checking Account Transactions for February 2019C. Treasurer's ReportD. CEO Monthly ReportE. PTO Accrual Rate Policy
6. ORAL COMMUNICATIONS:[At this time any person in the audience may speak on any items not on the agenda and any othermatter within the jurisdiction of the District. Speakers are customarily limited to three minutes.]
7. REPORT OUT FROM CLOSED SESSION – March 19 & March 28, 20198. COMMITTEE REPORTS:
A. Long Term Planning, 3/6/19 – Chair CappelB. Building –Chair Cappel & Director PagliaroC. Finance Committee, Next meeting April 11th – Chair ZellD. Community Health Investment, no meeting– Chair Galligan
9. BOARD CHAIR’S REPORT: Chair Cappel10. TREASURER’S REPORT: CFO V. Yee11. DIRECTOR REPORTS:
12. STAFF REPORTS:
A. CEO C. Fama TAB B 22-28 1. LAFCo HealthCare District Update 2. Peninsula Wellness Community Town Hall meeting, March 25, 2019 3. Sonrisas Dental Health
B. Community Benefits Manager A. McDevitt 1. Reimagining Youth Mental Health Education Event 2. Teen Heart Screen Event 3. Gardner Center Study Update
13. OLD BUSINESS: TAB C 29-31
A. Peninsula Wellness Community Progress Update: CEO Fama 1. Public Comment 2. Information Only
B. Memory Café Proposal-CEO Fama
1. Discussion 2. Public Comment 3. ACTION, required
C. The Trousdale AL/MC Community Proposed Budget Revision - CFO Yee
1. Discussion 2. Public Comment 3. ACTION required
14. NEW BUSINESS:
A. Discussion Draft Communications Plan for 2019-2020 – TAB D 32-35 Community Benefits Manager A. McDevitt
1. Discussion 2. Public Comment 3. ACTION required
15. MEDIA AND CORRESPONDENCE: TAB E 36-40
• Citizens Environmental Council Response Letter • Freedom House Thank You Letter • San Mateo Daily Journal "This is land is our land" • Sonrisas Dental Health Paella Flyer
16. ADJOURNMENT
Next Board Meeting April 25,2019
Burlingame City Hall
Board of Directors Meeting February 28, 2019
621 Magnolia Ave Millbrae, Ca 94030 Millbrae City Hall
1. CALL TO ORDER: Chair Cappel called the meeting to order at 18:30 hours.
2. ROLL CALL: Present: Chair Cappel, Vice-Chair Galligan, Secretary Pagliaro, Director Zell. Alsopresent: CEO Cheryl Fama, CFO Vickie Yee, Community Benefits Manager (CBM) AshleyMcDevitt, Exec Assistant Stephanie Arevalo.Absent: Director Navarro
3. MAKING A DIFFERENCE MOMENT: Frank Barbaro, Millbrae School District TrusteeFrank Barbaro, Millbrae School District Trustee, shared his life-saving and life-changingexperience last year as an example of how community partners working together can make adifference. He experienced a sudden cardiac arrest at home. His family called 911, and hisdaughters-initiated CPR they had learned at Mills High School. With the additional aid of firstresponders and a stay at Mills-Peninsula Medical Center, he is thriving again and even moreappreciative of the gift of life and giving back to the community. He was the initiator of thesuccessful CPR Saturday held at Taylor Middle School last month that trained participants inCPR. He acknowledged PHCD for ensuring that every Millbrae school is equipped with AEDdefibrillators and fostering a heartsafe environment throughout the Millbrae school district.
Paul Seto, VP Liberty Bank, former Millbrae Mayor, attended the CPR Saturday in Millbrae. Acouple weeks later while participating in an adult basketball league, a player suffered a cardiacarrest. 911 was immediately called, CPR was initiated and the AED available in the high schoolgym was brought over and used. Mr. Seto expressed his gratitude for having the opportunity toattend CPR Saturday and for having AED's placed in the schools. That saved this man's life.
4. SPECIAL PRESENTATION: “CONNECTED AGING”, Chip Gabriel, Generations:Mr. Gabriel is one of the members of the developer team selected by PHCD to carry out itsvision for its Peninsula Wellness Community project in Burlingame. He shared highlights of theenvironment and services being planned for the development:
• A living environment embodying the principles of health and wellness.• Activities and holistic services for the whole person: mind, body, and spirit.• A central hub to provide education, social connections and community meeting spaces
for all community residents and neighbors.• Park-like open space that spans the entire development from Davis Drive to Trousdale.• Innovative, evidenced-based facility design and supportive technologies guided by the
work of Aging 2.0.
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5. CONSENT CALENDAR Director Pagliaro asked CFO Yee for clarification of the administrativechecking account transaction of $2,000 dollars to Cardmember services. Ms. Yee replied, thetransaction is payment to the Boston Private Bank's credit card company. The office credit cardis utilized to make purchases for office supplies, registration of ACHD and educationalconferences, refreshments for meetings, etc. Director Pagliaro also proposed the followingchanges to the minutes from January 24th, 2019: Technical word changes to response madeunder consent calendar prior to oral communications and changes under item #12G, Electionof Board Officers to reflect unanimous consent for Board Chair nomination of Director Cappel.
With the changes to the minutes requested by Director Pagliaro, Director Zell moved toapprove the consent calendar; Director Galligan seconded. The motion was unanimouslyapproved 4/0/0.
6. ORAL COMMUNICATIONS:• Paul Seto- Finance Committee Member introduced himself to the Board as a recently
appointed member to the District’s Finance Committee, reviewed his professionalexperience in banking and expressed his commitment to serve the important work of thatCommittee.
• Affordable Housing Advocates: Karyl Eldridge, Birte Scholz, Mike Dunham, Jordan Grimes,John Ebneter, Sandra Lang, Marvin Goodman, Renjit Matthew, Esther Conrad, ClaudiaHyslon, and Sam Hindi-Foster City Mayor: All urged the Board to relook at the number ofsenior affordable units planned for the Peninsula Wellness Community.
7. REPORT OUT FROM CLOSED SESSION – February 28, 2019: Chair Cappel reported thediscussion and deliberations focused on the Exclusive Negotiating Agreement progress tomilestones and the proposed Amendment that will be covered under New Business.
8. COMMITTEE REPORTSA. Long Term Planning 2/6/19 – Chair Cappel: The agenda and discussion included a
presentation by Tom Bullum, Executive Director of Eskaton's Live well at Home Programand their desire to lease office space at the Trousdale Wellness Center at 1875 Trousdale;and updates on the Trousdale Wellness Center now with 211 active members and TheTrousdale with 64 residents.
B. Building Committee 2/13/19 - Chair Cappel & Director Pagliaro: Negotiations with thegeneral contractor for construction of The Trousdale continue concerning the generalconditions claim.
C. Finance Committee 2/20 /2019 – Chair Zell: Two new members were welcomed, PaulSeto and Kristin Sun. Other items will be discussed in more detail under Treasurer'sreport.
D. Community Health Investment – No meeting.
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9. BOARD CHAIR’S REPORT: No report.
10. TREASURER’S REPORT: CFO Yee:
A. New Finance Committee Members: New member information on their professional background included in the meeting materials. B. Trousdale Wellness Center FY 2019, Q2 Performance Dashboard:
• Total member visits YTD are 8,766 • Total # of classes offered YTD were 52 • Income $6K behind budget • Net Income $10K behind budget due to one-time gym visitors and class revenue falling
well below projections. Loss mitigated by membership fees being $10K over budget
C. The Trousdale Budget Revision- Will be presented at the March meeting.
D. Peninsula Health Care Development Corporation- • Formed originally with the intent to have that corporation build The Trousdale, it was
subsequently decided to leave it as a PHCD project; therefore, it was not used and was determined not to have any use for the District in the foreseeable future.
• The Finance Committee recommended to dissolve the PHCD Development Corporation
11. DIRECTOR REPORTS: Director Zell reported he has met with individuals to explore potential options for the District to fund more affordable units in independent assisted living facilities due to the fact that these facilities are often able to provide care at a cheaper price than in larger facilities.
12. STAFF REPORTS: CEO C. Fama and CBM McDevitt
A. LAFCO Post-MSR Report Presentation March 20, 2019: Both healthcare districts are invited back to the Commission’s March 20th meeting to provide any updates on their efforts to serve the vulnerable residents living outside the boundaries of the districts.
B. CSM Dental Assistant Tuition Assistance Program-A productive meeting was held with
Michael Claire, President of College of San Mateo, and his leadership team to discuss ideas on how to attract and graduate more dental assistants to serve the labor crisis in the county. PHCD had offered tuition assistance. That is no longer needed. President Claire said students need general support for uniforms, books, transportation, etc. A progress report will be presented at the next board meeting.
C. Board Docs Software- CBM McDevitt presented a brief overview of Board Docs software that staff would like to implement with Directors' support. The software is utilized for board meeting agendas, meeting minutes and packets. Director Zell asked if the Board Docs software is complaint with the new State regulations and requested examples of
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meeting agendas and minutes. Ms. McDevitt responded all documents are ADA accessible and compliant with State regulations and she will provide samples. Chair Cappel voiced his full support and left it to the discretion of staff to implement when ready.
D. Memory Café-CEO Fama: A Community Partners Roundtable was held on 2/27 to discuss thisnew program under consideration by PHCD in partnership with the City of Burlingame andBurlingame Rotary. There were ten representatives from organizations serving dementia andAlzheimer residents. A Memory Café is a social gathering where people with memory loss and theircare partners can come together, once or twice per month, in a safe, supportive environment toenjoy light refreshments and participate in activities like art, music and conversation. A proposal willbe presented at the next board meeting.
E. Community Partners Event – CBM McDevitt: The Community Partners Event was held onFebruary 4th at the Poplar Creek Golf course with 150 attendees where grant checks weredistributed and volunteers from 23 organizations were recognized.
F. Wellness Center Classes at the Trousdale Wellness Center: Mindfulness classes continue withgreat attendance; classes include Stress management, Mindful Eating, and Meditation. Residentssurveyed at the end of each class and report they have a better understanding of PHCD and areenjoying the classes and instructor.
G. Transforming Mental Health Care Together Education: Event will take place on March 27th from11:30-1:30pm at the Crystal Springs Golf Course in Burlingame. Our goal is to have 75 to 100attendees from Community partner organizations, local leaders, parent advocates, schoolsuperintendents and Board of Directors.
13. OLD BUSINESS:A. Approval requested for project management services amendment #3 to Nova Construction
Management Contract to cover services related to The Trousdale construction delays- CEOFama: The Addendum increases the total cost of the contract by an additional amount of$128,527 to cover staff time and services provided from October 2018 through March 2019.This extension was due to the construction delays for which Nova was not responsible. Therewere two prior fee related amendments - one due to the repeated RFP process and thesecond due to contraction delays. Director Zell asked Director Pagliaro if working with NovaPartners has been useful? Director Pagliaro reported he does not know them professionallybut has enjoyed working with Dave Marks and requested CEO Fama get additional backupmaterials to support the specific hours worked and reimbursement line items listed in theNova funding request.
Director Zell moved to approve the project management services amendment #3 with NovaPartners subject to CEO Fama and Director Pagliaro’s acceptance of the requested backupmaterials; Director Pagliaro seconded. 4/0/0. The motion was unanimously approved.
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B. Peninsula Wellness Community Progress Update - CEO Fama: • Town Hall schedule for 2019: March 25, June 24th, September 23rd and
December 3rd. All meetings will be held at the Burlingame Library-Lane Room. • PWC Website in development; go-live projected in March
Director Zell- stated he is very much in favor of communication and transparency regarding the plans of the Peninsula Wellness Community and expressed his concerns about the public’s misperception of the project vision and community benefits planned on the relatively small PHCD budget of $7M from property tax dollars. Public Comments: Mike Dunham reported affordable housing advocates are ready to assist the Board in raising money for low income seniors. Advocates encourage the District to seek an affordable housing developer to develop a portion of the "8 acres" and assist in many ways to fulfill the vision of the district. Bire Schultz reported many residents are on low-income housing waitlists for three to ten years and many seek long-term care housing facilities; she encouraged the Board to step up and seek affordability throughout the project.
C. Strategic Plan Progress – CBM McDevitt: Provided a draft executive summary with revised priority areas and goals of the strategic plan that incorporated the Board’s discussion and input at the prior meeting. With the recommendation of the Finance Committee, a financial overview of the strategic plan will be initiated as well as a study session to discuss outcomes and tactics.
14. NEW BUSINESS: A. Finance Committee recommendation to engage a financial consultant to review the Board’s 2013 Strategic Financial Plan implementation and performance to objectives; to conduct a review of current and future PHCD activities; and recommend updates/revisions to the Plan to correspond with strategic direction and development plans for a cost not to exceed $50,000: Committee Chair Zell Director Zell- proposed the Board approve engaging Keith Hearle from Verite Consulting, to return to perform this assessment. Mr. Hearle has helped the Board in 2007, 2009 and 2013 in defining a prudent strategy and auditing the implementations in the past. The Committee recommends approving a fee not-to-exceed $50,000. Director Zell moved to approve the Finance Committee recommendation to engage Keith Hearle for a fee not to exceed $50k, Director Galligan seconded. The motion was unanimously approved. 4/0/0
B. Eskaton Live Well at Home Program Proposal to have satellite office at the Trousdale
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Wellness Center- CEO Fama reported the Long-Term Planning Committee recommended approval of leasing a space in The Wellness Center at 1875 Trousdale to Eskaton’s Live Well at Home Program. Director Pagliaro requested PHCD be added to Eskaton's insurance policy as an additional insured. Given this is a leasing authority giving to management, No formal action required.
C. Approval of Amendment to the Exclusive Negotiating Agreement relative to changes in thetimeline. -CEO Fama: Given continued negotiations with the Burlingame School District, Gatepathand Sutter, the available land for the PWC development cannot be confirmed which delays thedevelopers’ opportunity to start designing the development and impacts the contractual timelinemilestones; specifically, March 15th deadline to present the healthcare services on the developmentand the August 2019 deadline to the conceptual design and project description of the development.As this was discussed by the Board in closed session,
Director Zell moved to approve the amendment of the exclusive negotiating agreement relative to changes in the timeline, Director Pagliaro seconded. The motion was unanimously approved. 4/0/0
15. MEDIA AND CORRESPONDENCE: No items were pulled for discussion.
16. ADJOURNMENT: Chair Cappel adjourned the meeting at 20:24hours.
Written and submitted by: Stephanie Arevalo-Rodriguez, Executive Assistant
APPROVED BY
__________________________ Lawrence W. Cappel, Board Chair
___________________________
Frank Pagliaro, Esq., Board Secretary
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Type Date Num Adj Name Debit Credit Balance
Deposit 02/01/2019 Anna Naufahu 150.00 2,360,979.19Deposit 02/01/2019 Abigail C. Pejoro 347.00 2,361,326.19Payment 02/01/2019 County of San Mateo 454,123.50 2,815,449.69Bill Pmt -Check 02/01/2019 Calpers CalPERS Pension 2,492.77 2,812,956.92Bill Pmt -Check 02/01/2019 Calpers CalPERS Pension 95.26 2,812,861.66Bill Pmt -Check 02/04/2019 10859 Acknowledge Alliance 20,000.00 2,792,861.66Bill Pmt -Check 02/04/2019 10860 Breathe California 20,000.00 2,772,861.66Bill Pmt -Check 02/04/2019 10861 Caminar 30,000.00 2,742,861.66Bill Pmt -Check 02/04/2019 10862 CASA of San Mateo County 20,000.00 2,722,861.66Bill Pmt -Check 02/04/2019 10863 Catholic Charities, CYO 30,000.00 2,692,861.66Bill Pmt -Check 02/04/2019 10864 CORA 25,000.00 2,667,861.66Bill Pmt -Check 02/04/2019 10865 Edgewood Center 25,000.00 2,642,861.66Bill Pmt -Check 02/04/2019 10866 Foster City Village 20,000.00 2,622,861.66Bill Pmt -Check 02/04/2019 10867 Freedom House 25,000.00 2,597,861.66Bill Pmt -Check 02/04/2019 10868 Fresh Approach 50,000.00 2,547,861.66Bill Pmt -Check 02/04/2019 10869 Friends for Youth 15,000.00 2,532,861.66Bill Pmt -Check 02/04/2019 10870 Healthier Kids Foundation 30,000.00 2,502,861.66Bill Pmt -Check 02/04/2019 10871 HepB Free San Francisco 25,000.00 2,477,861.66Bill Pmt -Check 02/04/2019 10872 Jewish Family & Children's Services 20,000.00 2,457,861.66Bill Pmt -Check 02/04/2019 10873 Latino Commission 15,000.00 2,442,861.66Bill Pmt -Check 02/04/2019 10874 Life Moves 15,000.00 2,427,861.66Bill Pmt -Check 02/04/2019 10875 Mid Peninsula Boys & Girls Club 25,000.00 2,402,861.66Bill Pmt -Check 02/04/2019 10876 Mission Hospice 125,000.00 2,277,861.66Bill Pmt -Check 02/04/2019 10877 One Life Counseling 15,000.00 2,262,861.66Bill Pmt -Check 02/04/2019 10878 Pathways 10,000.00 2,252,861.66Bill Pmt -Check 02/04/2019 10879 Peninsula Bridge 30,000.00 2,222,861.66Bill Pmt -Check 02/04/2019 10880 Peninsula Conflict Resolution 50,000.00 2,172,861.66Bill Pmt -Check 02/04/2019 10881 Peninsula Family Services 20,000.00 2,152,861.66Bill Pmt -Check 02/04/2019 10882 Peninsula Family YMCA 40,000.00 2,112,861.66Bill Pmt -Check 02/04/2019 10883 Peninsula Volunteers 25,000.00 2,087,861.66Bill Pmt -Check 02/04/2019 10884 Peninsula Volunteers, Inc 50,000.00 2,037,861.66Bill Pmt -Check 02/04/2019 10885 Planned Parenthood Mar Monte 15,000.00 2,022,861.66Bill Pmt -Check 02/04/2019 10886 Rebuilding Together Peninsula 25,000.00 1,997,861.66Bill Pmt -Check 02/04/2019 10887 Samaritan House 230,000.00 1,767,861.66Bill Pmt -Check 02/04/2019 10888 San Mateo Adult School 10,000.00 1,757,861.66Bill Pmt -Check 02/04/2019 10889 San Mateo County Health Foundation 40,000.00 1,717,861.66Bill Pmt -Check 02/04/2019 10890 San Mateo County Police Activities League 15,000.00 1,702,861.66Bill Pmt -Check 02/04/2019 10891 Second Harvest Food Bank 25,000.00 1,677,861.66Bill Pmt -Check 02/04/2019 10892 Star Vista 30,000.00 1,647,861.66Bill Pmt -Check 02/04/2019 10893 Via Heart Project 45,000.00 1,602,861.66Bill Pmt -Check 02/04/2019 10894 Villagesof San Mateo County 15,000.00 1,587,861.66Bill Pmt -Check 02/04/2019 10895 Samaritan House 10,000.00 1,577,861.66Bill Pmt -Check 02/04/2019 10896 Star Vista 20,000.00 1,557,861.66Bill Pmt -Check 02/06/2019 10897 123 Awards 128.92 1,557,732.74Bill Pmt -Check 02/06/2019 10898 Cheryl Fama 152.15 1,557,580.59Bill Pmt -Check 02/06/2019 10899 Direct Mail Center 527.85 1,557,052.74Bill Pmt -Check 02/06/2019 10900 Lamar Transit, LLC 6,375.00 1,550,677.74Bill Pmt -Check 02/06/2019 10901 Millbrae Chamber of Commerce 95.00 1,550,582.74Bill Pmt -Check 02/06/2019 10902 Stephanie Arevalo 35.72 1,550,547.02Bill Pmt -Check 02/06/2019 10903 Vavinek, Trine, Day & Co., LLP 3,000.00 1,547,547.02Bill Pmt -Check 02/06/2019 10904 Well Connected Office 199.60 1,547,347.42Bill Pmt -Check 02/11/2019 Paychex Paychex 501.16 1,546,846.26Bill Pmt -Check 02/13/2019 10917 C.B.A. Productions 199.00 1,546,647.26Check 02/13/2019 Jan 19 ... Sonrisas Dental Health 75,000.00 1,471,647.26Check 02/14/2019 Auto California Public Employees Retirement 6,284.15 1,465,363.11Check 02/14/2019 Payroll Payroll 22,501.15 1,442,861.96Check 02/14/2019 Payroll Workers Compensation Insurance 224.97 1,442,636.99Deposit 02/15/2019 C.A Tanzi & Associates 500.00 1,443,136.99Check 02/15/2019 Payroll Payroll Taxes 13,966.64 1,429,170.35Bill Pmt -Check 02/19/2019 10906 Choice Builder 789.82 1,428,380.53Bill Pmt -Check 02/19/2019 Calpers CalPERS Pension 3,501.70 1,424,878.83Bill Pmt -Check 02/20/2019 10907 Dawdy Photography 450.00 1,424,428.83Bill Pmt -Check 02/20/2019 10908 Gatepath 205.00 1,424,223.83Bill Pmt -Check 02/20/2019 10909 Iron Mountain 359.53 1,423,864.30Bill Pmt -Check 02/20/2019 10910 Office Depot - 5458 336.52 1,423,527.78Bill Pmt -Check 02/20/2019 10911 Oropeza's Landscaping & Maintenance 450.00 1,423,077.78Bill Pmt -Check 02/20/2019 10912 PG&E #1074055238-4 586.83 1,422,490.95Bill Pmt -Check 02/20/2019 10913 Recology #731545607 69.53 1,422,421.42Bill Pmt -Check 02/20/2019 10914 Stephanie Kriebel 600.00 1,421,821.42Bill Pmt -Check 02/20/2019 10915 UNUM 180.58 1,421,640.84Bill Pmt -Check 02/20/2019 10916 Western Exterminator 69.00 1,421,571.84Check 02/25/2019 Feb 19 ... Sonrisas Dental Health 75,000.00 1,346,571.84Bill Pmt -Check 02/28/2019 10918 Business Card 364.69 1,346,207.15Bill Pmt -Check 02/28/2019 10919 City of Burlingame Water Dept #428278 343.92 1,345,863.23Bill Pmt -Check 02/28/2019 10920 Comcast #0375116 457.21 1,345,406.02Bill Pmt -Check 02/28/2019 10921 Eskarlet Escobar 560.00 1,344,846.02Bill Pmt -Check 02/28/2019 10922 Gatepath 205.00 1,344,641.02Bill Pmt -Check 02/28/2019 10923 KBA Docusys, Inc. 240.91 1,344,400.11Bill Pmt -Check 02/28/2019 10924 Mills-Peninsula Hospital Foundation 3,500.00 1,340,900.11Bill Pmt -Check 02/28/2019 10925 Ombudsman Services San Mateo County 2,500.00 1,338,400.11Bill Pmt -Check 02/28/2019 10926 Stephanie Arevalo 35.97 1,338,364.14Check 02/28/2019 Payroll Workers Compensation Insurance 134.58 1,338,229.56Check 02/28/2019 Payroll Payroll 13,463.52 1,324,766.04
2:34 PM Peninsula Health Care District
03/18/19 Checking AdminAccrual Basis As of February 28, 2019
Page 1
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Type Date Num Adj Name Debit Credit Balance
Check 02/28/2019 Payroll Payroll Taxes 8,313.84 1,316,452.20Check 02/28/2019 Checking - Eskaton Trousdale 200,000.00 1,116,452.20
TOTAL 455,120.50 1,699,497.49 1,116,452.20
2:34 PM Peninsula Health Care District
03/18/19 Checking AdminAccrual Basis As of February 28, 2019
Page 2
8
Type Date Num Name Debit Credit Balance
Check 02/01/2019 Heartland Payment Systems 577.97 140,194.16Bill Pmt -Check 02/06/2019 10023 Eskaton Properties Inc 23,122.49 117,071.67Deposit 02/08/2019 Tenant Deposit 26,697.84 143,769.51Deposit 02/08/2019 Tenant Deposit 57,126.96 200,896.47Deposit 02/11/2019 Tenant Deposit 5,000.00 205,896.47Deposit 02/11/2019 Tenant Deposit 21,332.04 227,228.51Deposit 02/12/2019 Tenant Deposit 5,000.00 232,228.51Deposit 02/14/2019 Tenant Deposit 44,660.65 276,889.16Bill Pmt -Check 02/20/2019 10024 Eskaton Properties Inc 197,513.26 79,375.90Deposit 02/21/2019 Tenant Deposit 162,670.45 242,046.35Deposit 02/25/2019 Tenant Deposit 35,175.22 277,221.57Bill Pmt -Check 02/28/2019 10025 Eskaton Properties Inc 294,545.99 (17,324.42)Deposit 02/28/2019 Tenant Deposit 34,899.12 17,574.70Deposit 02/28/2019 Tenant Deposit 1,419.00 18,993.70Deposit 02/28/2019 Checking - Admin 200,000.00 218,993.70
TOTAL 593,981.28 515,759.71 218,993.70
2:39 PM Peninsula Health Care District
03/18/19 Checking Eskaton/TrousdaleAccrual Basis As of February 28, 2019
Page 1
9
Type Date Num Adj Name Debit Credit Balance
Deposit 02/01/2019 Eugene Kita, DDS 1,518.09 122,194.62Deposit 02/01/2019 Todd Wedeking DDS 1,926.00 124,120.62Deposit 02/01/2019 Zoya Galant, DDS 2,135.60 126,256.22Deposit 02/01/2019 April Lee, DDS 2,525.00 128,781.22Deposit 02/01/2019 Patricia Dugoni, CPA 2,400.00 131,181.22Deposit 02/01/2019 Ross Williams, DDS 1,850.91 133,032.13Deposit 02/01/2019 Richard Stone, DPM 3,224.00 136,256.13Deposit 02/01/2019 Dr. Chan Dental 3,521.00 139,777.13Deposit 02/01/2019 Doherty Realty Co. 1,525.43 141,302.56Deposit 02/01/2019 Radiant Care Hospice, LLC 3,637.60 144,940.16Bill Pmt -Check 02/06/2019 6511 Associated Window Cleaning, Inc. 430.00 144,510.16Bill Pmt -Check 02/06/2019 6512 Indoor Air Design Inc 1,025.00 143,485.16Bill Pmt -Check 02/06/2019 6513 Oro Pro 1,989.00 141,496.16Bill Pmt -Check 02/06/2019 6514 PG&E 9213178766-2 1,531.18 139,964.98Bill Pmt -Check 02/06/2019 6515 Ridgeway Electric Inc. 2,106.50 137,858.48Deposit 02/06/2019 Sonrisas Dental Health 1,041.68 138,900.16Deposit 02/06/2019 Burlingame Therapeutic Associates 2,425.50 141,325.66Deposit 02/06/2019 Houn Young Kim, DDS 1,791.00 143,116.66Deposit 02/06/2019 Gatepath 6,628.00 149,744.66Deposit 02/06/2019 Senior Assist of the Peninsula 1,770.00 151,514.66Bill Pmt -Check 02/20/2019 6516 Bleyle Elevator, Inc 95.00 151,419.66Bill Pmt -Check 02/20/2019 6517 Gatepath 553.00 150,866.66Bill Pmt -Check 02/20/2019 6518 Indoor Air Design Inc 2,465.00 148,401.66Bill Pmt -Check 02/20/2019 6519 Recology #731386739 300.17 148,101.49Bill Pmt -Check 02/20/2019 6520 Recology #731386754 479.23 147,622.26Bill Pmt -Check 02/20/2019 6521 Rinkor Technology Solutions 64.63 147,557.63Bill Pmt -Check 02/20/2019 6522 Servicemaster Clean 1,565.89 145,991.74Bill Pmt -Check 02/20/2019 6523 Western Exterminator 124.50 145,867.24Deposit 02/25/2019 Dr. Chan Dental 310.00 146,177.24Bill Pmt -Check 02/28/2019 6524 City of Burlingame Water Dept #399415 747.31 145,429.93Bill Pmt -Check 02/28/2019 6525 City of Burlingame Water Dept #399782 539.89 144,890.04Bill Pmt -Check 02/28/2019 6526 City of Burlingame Water Dept #399790 84.03 144,806.01Bill Pmt -Check 02/28/2019 6527 City of Burlingame Water Dept #399805 156.50 144,649.51Bill Pmt -Check 02/28/2019 6528 Gatepath 553.00 144,096.51Check 02/28/2019 Boston Private Bank & Trust Co 19.90 144,076.61
TOTAL 38,229.81 14,829.73 144,076.61
2:45 PM Peninsula Health Care District
03/18/19 Checking LeasingAccrual Basis As of February 28, 2019
Page 1
10
Type Date Num Adj Name Debit Credit Balance
1011000 · Operating Cash 111,406.851011301 · PWC Checking #3746 111,406.85Bill Pmt -Check 02/13/2019 4141 Nancy Bush Design 0.00 111,406.85Bill Pmt -Check 02/20/2019 4140 Mark D. Hudak 3,690.00 107,716.85Bill Pmt -Check 02/28/2019 4142 Sedway Consulting 8,110.00 99,606.85
Total 1011301 · PWC Checking #3746 0.00 11,800.00 99,606.85
Total 1011000 · Operating Cash 0.00 11,800.00 99,606.85
TOTAL 0.00 11,800.00 99,606.85
2:37 PM Peninsula Health Care District
03/18/19 Checking PWCAccrual Basis As of February 28, 2019
Page 1
11
Type Date Num Adj Name Debit Credit Balance
Bill Pmt -Check 02/06/2019 2349 Decker Electric 10,097.76 39,795.68Check 02/28/2019 Boston Private Bank & Trust Co 15.40 39,780.28
TOTAL 0.00 10,113.16 39,780.28
2:38 PM Peninsula Health Care District
03/18/19 Checking TrousdaleAccrual Basis As of February 28, 2019
Page 1
12
Type Date Num Name Debit Credit Balance
Bill Pmt -Check 02/01/2019 10163 BB&T Insurance Services of Calif... 1,291.00 9,196.00Bill Pmt -Check 02/06/2019 10164 Fass Designs 700.00 8,496.00Bill Pmt -Check 02/06/2019 10165 Joan Sanchez 280.00 8,216.00Bill Pmt -Check 02/06/2019 10166 Office Depot - 8510 68.40 8,147.60Bill Pmt -Check 02/06/2019 10167 Office Depot - 9733 32.66 8,114.94Bill Pmt -Check 02/06/2019 10168 Sheryl Carver 480.00 7,634.94Check 02/11/2019 Mindbody Merchant Processing 352.98 7,281.96Bill Pmt -Check 02/20/2019 10169 AT&T #650 692-2151 111.77 7,170.19Bill Pmt -Check 02/20/2019 10170 Crothall Laundry Services Inc. 330.38 6,839.81Bill Pmt -Check 02/20/2019 10171 Gym Doctors 413.18 6,426.63Bill Pmt -Check 02/20/2019 10172 PG&E #04394371266 1,219.35 5,207.28Bill Pmt -Check 02/20/2019 10173 Recology #731911254 150.10 5,057.18Bill Pmt -Check 02/20/2019 10174 Servicemaster Clean 1,050.00 4,007.18Bill Pmt -Check 02/20/2019 10175 U. S. Bank Equipment Finance 81.86 3,925.32General Journal 02/28/2019 Membr Pymt 13,014.88 16,940.20
TOTAL 13,014.88 6,561.68 16,940.20
2:42 PM Trousdale Wellness Center
03/18/19 Checking AccountAccrual Basis As of February 28, 2019
Page 1
13
Peninsula Health Care District
Treasurer's Report
February 28, 2019 Preliminary - subject to change
Total Estimated
As Of FY 18-19
2/29/19 Tax Revenue
4,276,895$ 6,750,000$
Market Value
Rate
Last QTR
Fees Paid
Fiscal YTD 1/31/2019 2/28/2019 2/28/2019
Torrey Pines 0.450% 3,088,879 3,088,879 3,088,879
Fiduciary Trust * 2.370% 9,046 5,263,073 5,272,527 5,242,597
City National Bank (#7810) * 2.970% 38,488 20,944,953 20,987,706 19,928,374
Local Agency Investment Fund ** 2.218% 2,591,465 2,591,465 2,591,465
San Mateo County Pool Investment ** 2.239% 3,359,502 3,359,502 3,359,502
35,247,871 35,300,078 34,210,817
Cost Basis
STATUS OF CURRENT YEAR TAX REVENUES
Board Designated Invested Funds
14
CEO MONTHLY REPORT March 2019
THE PENINSULA WELLNESS COMMUNITY: A. PWC Development Team Meetings were held on 3/11 and 3/25 – Discussion focused on:
1) Progress in finalizing development “footprint”- a critical path step in moving to designphase, which is critical to starting through the public approval process with the City ofBurlingame. Total development site is now ~6.5 acres.
• Gatepath plans to stay at 1764 Marco Polo (1.15 acres)• Burlingame School District is exploring with PHCD a swap – their 1825 Trousdale
property with our 1875 Trousdale property. (0.33 acres)• Of note, Hetch Hetchy easement that transects the property renders ~ 2 acres
unavailable to build upon, thus the planned public open space discussed since startof the project.
• 2) Sharing public comments and discussing options relative to the smaller developmentfootprint and the economics of construction, retaining the planned public communityamenities and benefits and increasing affordable units.
B. Two independent legal opinions were obtained to reaffirm/or correct PHCD’s understanding ofstatutory guidelines for healthcare districts relative to construction of facilities. Both affirmed thatPHCD can build hospitals, healthcare clinics, chemical dependency facilities, senior housing andworkforce housing for employees of the district. General housing and general work force housingis not permitted.C. Planning agenda for 3/25 Town Hall at Burlingame Library, 7 pm.
THE TROUSDALE WELLNESS/FITNESS CENTER: A. Marketing Planning Session rescheduled for March 26th to include Eskaton team.B. Member Advisory Group to reconvene on March 28 to check in on customer satisfaction and
opportunities for improvement and expansion.C. Membership at 214D. Proposed revised budget that reflects the 12/26/18 opening vs. the originally planned 7/1/18
opening will go to the Board 3/28 for action.
THE TROUSDALE AL/MC COMMUNITY: A. As of 3/20 – 62 units leased (50%) and 74 residents.B. Residents offer unsolicited praises for staff, services and facilities whenever I’m in the building.C. Negotiations with General Contractor continue. Agreement reached on all outstanding changeorder issues; negotiations on General Conditions Claim on-going.
15
SONRISAS DENTAL HEALTH: A. Financial Performance, YTD July through January 2019:
Overall, the YTD performance continues to be strong relative to budget. • Gross revenues are $41K over budget• Direct expense is $33K below budget• Indirect expense is $90K below budget• Other Income is $32.5K better than the budget• Total Net Income YTD is <$218,660> as compared the budget of <$414,699>• Total Visit volume YTD is still below budget by <253> visits due to the San Mateo Center whichcontinues to run <484> visits behind due to loss of the pediatric dentist. Coastside is 231 visitsahead of budget!• New patients at the San Mateo Center averaged 56 in calendar year 2018 and 68 for the first
two months of 2019.
B. Strategic Initiatives:• FQHC: No response for over a month from the county CFO re: FQHC partnership. Meeting
with Chief of Health, Louise Rogers next week to follow up.• IV Sedation: First patient treated, and all went well. Patient is a physically compromised
cerebral palsy sufferer who had serious, untreated oral health needs.• Mobile Program: Intern’s cost analysis plan will be presented at the SDH Board meeting
3/21/19; his marketing plan will follow.• School outreach activities:
2/8 (Hatch Elementary – Half Moon Bay) – completed (144 students)3/22 (El Granada Elementary - Half Moon Bay) – approx. 150 students3/25 (Farallon View Elementary - Montara) – approx. 120 students3/27 (Hoover Community School - Redwood City) – approx. 180 students4/3 (Pescadero Middle and High School - Pescadero) – approx. 160 students4/9 (La Honda Elementary - La Honda) – approx. 70 students4/11 (Belle Air Preschool - San Bruno) – approx. 100 students4/17 (Belle Air Elementary – San Bruno) – approx. 60 students5/7 (Pescadero Elementary - Pescadero) – approx. 100 students
COMMUNITY ACTIVITIES: 3/1: Health Plan of San Mateo Children’s Health Initiative Oversight Committee 3/2: Millbrae Education Foundation annual event 3/9: Peninsula Chinese Business Association annual event 3/13: Millbrae Community TV Community Spotlight video taping 3/16: Samaritan House annual event 3/19: Rotary Board; co-chair of Club’s Rebuilding Together Project on 4/27 3/20: San Mateo Leadership, co-chair Curriculum Committee 3/25: ACHD Education Committee meeting 3/26: San Mateo Oral Health Coalition Core Team strategic planning session 3/27: PHCD Lunch and Learn Lecture
Scheduled PTO/Absence for Office: PTO: 3/29 &4/1 ACHD Legislative Days: 4/8 & 9
16
DATE: March 21, 2019
TO: PHCD Board of Directors
FROM: Cheryl A. Fama, CEO
RE: Revised Employee PTO Policy
Background:
Upon processing CEO's PTO increase approved at the January 2019 Board meeting, CFO Yee discovered the approved policy revision four years ago reflected a change in the annual PTO accrual days; however, the accrual rate per hour calculation did not change.
From 2015 through March 30, 2019 this error resulted in awarding “extra PTO” hours' worth approximately $6,500 to PHCD staff.
Recommendation:
Given this was a management error, and the total impact does not meet the materiality trigger used by PHCD’s auditors, I am recommending:
1. The Policy will be revised with the corrected accrual rates/hour calculations.
2. The current employee PTO accrual rate will be adjusted going forward effective April 1stand “payback” by employees is not required.
A blue-lined and a clean copy are attached to this memo.
ACTION REQUIRED
17
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19
Page 1 of 2
Adopted: April 24, 2008 Reviewed: July 2010, July 2012, July 2015
Approved: August 27, 2015
Board Policy Paid Time Off
The Peninsula Health Care District (PHCD) believes that employees should have opportunities to enjoy time away from work to help balance their lives. PHCD recognizes that employees have diverse needs for time off from work. PHCD has established this paid time off (PTO) policy to meet those needs. The policy contains provisions for vacation time and sick leave. The benefits of PTO are that it promotes a flexible approach to time off. Employees are accountable and responsible for managing their own PTO hours to allow for adequate reserve if there is a need to cover vacation, illness or disability, appointments, emergencies or other needs that require time off from work.
1. Procedure:Every employee, whether exempt or non-exempt, full-time or part-time, who works for PHCD for at least 30 days within a year from the commencement of employment, will be entitled to accrue PTO at the employee’s regular rate of pay.
2. Availability:Accrued PTO is available for use in the pay period following completion of 30 days of employment. All hours thereafter are available for use in the pay period following the pay period in which they are accrued.
3. Accrual and Payment of PTO:Accruals are based upon all hours worked for PHCD. Employees will earn PTO hours according to the respective accrual rate per hour. (See Table Below.) Length of service determines the rate at which the employee will accrue PTO. PTO does not accrue on unpaid leaves of absence or PTO cash outs upon termination. Employees become eligible for the new higher accrual rate on the first day of the pay period in which the employee’s anniversary date falls.
Years of Service Accrual Rate per Hour Annual PTO Accrual* Maximum Accrual** Less than 1 year 0.05000 13 days N/A
One to three years 0.07692 20 days 30 days
Four to ten years 0.96154 25 days 37.5 days
10 or more years 011538 30 days 45 days
20
Page 2 of 2
Adopted: April 24, 2008 Reviewed: July 2010, July 2012, July 2015
Approved: August 27, 2015
* When PTO is used, an employee is required to request payment of PTO hours according to his/herregularly scheduled workday. For example, if an employee works a six-hour day, he/she wouldrequest six hours of PTO when taking that day off.
** Any accrued and unused PTO remaining at the end of the year will roll over to the following year. The employee will continue to accrue PTO until they reach the listed maximum. No PTO hours will accrue beyond the maximum accruals listed.
4. Use and Scheduling of PTO:• When using PTO for any of the following, if the need for PTO is foreseeable, the employee
must give PHCD reasonable notice, and if the need for PTO is not foreseeable, notice must begiven as soon as practicable: The diagnosis, care, or treatment of an existing healthcondition, or preventive care (including annual physical or flu shots) for an employee or anemployee’s family member (including the employee’s parent, child, spouse, registereddomestic partner, grandparent, grandchild, and sibling), or when the employee is a victim ofdomestic violence, sexual assault, or stalking.
• When using PTO for other reasons, including, but not limited to vacations, PTO must bescheduled in advance, and is subject to supervisory approval, department staffing needs andestablished departmental procedures.
• Unscheduled absences will be monitored. An employee will be counseled when thefrequency of unscheduled absences adversely affects the operations of the department. Thesupervisor may request the employee provide a statement from his or her health careprovider at any time concerning the justification for an unscheduled absence.
• PTO may not be used for missed time because an employee reports late to work.• PTO is paid at the employee’s straight time rate. PTO is not part of any overtime calculation.• Employees are required to use available PTO when taking time off from work with the
exception of a company-required absence due to low workload or absences occasioned bythe company.
• PTO may be taken in increments as low as one hour.• Employees may not borrow against their PTO banks; therefore, no advance leave will be
granted.
5. Payment upon Termination:• After one year of service, employees are eligible to cash out their PTO.• PTO balances in excess of 40 hours may be cashed out.• For PTO cash out, eligible employees are required to indicate the cash out amount on their
time sheet.• The benefit will be paid in the next regular pay cycle.
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Item 4
COMMISSIONERS: ANN DRAPER, CHAIR, PUBLIC ▪ JOSHUA COSGROVE, VICE CHAIR, SPECIAL DISTRICT ▪ RICH GARBARINO, CITY ▪ DON
HORSLEY, COUNTY ▪ MIKE O’NEILL, CITY ▪ WARREN SLOCUM, COUNTY ▪ RIC LOHMAN, SPECIAL DISTRICT
ALTERNATES: KATI MARTIN, SPECIAL DISTRICT ▪ HARVEY RARBACK, CITY ▪ JAMES O’NEILL, PUBLIC ▪ DAVE PINE, COUNTY
STAFF: MARTHA POYATOS, EXECUTIVE OFFICER ▪ REBECCA ARCHER, LEGAL COUNSEL ▪ ROB BARTOLI, MANAGEMENT ANALYST
March 13, 2019
To: LAFCo Commissioners
From: Martha Poyatos, Executive Officer
Subject: Update from Peninsula and Sequoia Health Care Districts
In September of 2017, the Commission accepted the Municipal Service Review of Peninsula Health Care District and Sequoia Healthcare District prepared by Harvey M. Rose Associates. Action included adopting determinations and reaffirming the districts’ spheres of influence with a provision that the LAFCo and the Districts engage the County of San Mateo and affected cities to pursue expanding the boundaries of both districts to include underserved areas.
While there have been intermittent staff level discussions, there has not been formal outreach by LAFCo staff to the District boards, the County or effected cities. Staff will begin form formal discussions in the coming months.
In the meantime, attached are updates from the Districts including a summary of services provided to the medically underserved.
Attachments
A. Update from Peninsula Health Care District
B. Update from Sequoia Healthcare District
22
UPDATE ON DISTRICT ACTIVITIES SINCE MSR Presented to the Local Agency Formation Commission
March 20, 2019
The Peninsula Health Care District’s (PHCD) MSR process was initiated in August 2016 with the
report and recommendations finalized by the Commission’s acceptance September 20, 2017.
Since then, PHCD’s programs and outreach have continued and expanded with a focus on
increasing services to residents outside of PHCD’s boundaries in direct response to the request
by the Commission.
PHCD Community Health Investment Activities
PHCD community benefit activities can be divided into three major categories: 1. Owning and operating health facilities2. Addressing gaps in needed services through Special Funding Initiatives3. Conducting an annual Community Grants Program
What follows is a brief review of examples for each activity with a focus on the period between
2017‐ today.
PHCD FACILITIES:
A. Sonrisas Dental Health, Inc., 430 N. El Camino, San Mateo & 210 San Mateo Road, Half
Moon Bay: Sonrisas Centers are non‐profit community clinics that serve all ages, all those with
mobility and cognitive challenges, and do so irrespective of insurance status. Sonrisas also
provides outreach to senior residential facilities, schools and, through its mobile program and a
contract with the County, direct care in Pescadero to farmworkers and their families. The San
Mateo Center is in a PHCD owned building and serves as the corporate business hub for both,
as well as, staffs and dispatches the mobile and outreach programs throughout the County.
Sonrisas is a separate corporation from PHCD; however, in August 2017, the PHCD Board
stepped in to save both Centers when the previous Minnesota leadership announced that after
only 2 years of operations they were closing the facilities. PHCD now appoints four of the seven
Board seats, continues to be the primary funder (Averaging $900,000/year for uncompensated
care.) and provides the consulting services of its CEO and CFO via a Management Services
Agreement.
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2
Patients come from throughout the County and beyond because Sonrisas takes Denti‐Cal and
does so with a far shorter waiting time than the County’s FQHC facilities can handle – I.e.
Sonrisas within a month vs. County’s wait of 7‐12 months for access to basic services. Of note,
the mission of both Sonrisas and PHCD is ‘access to basic care for all’. To that end, Sonrisas has
been in negotiations with the County health CFO for a year and a half to establish a provider
contract arrangement to open Sonrisas San Mateo Center’s capacity to County FQHC patients
on that waiting list.
The San Mateo Center serves approximately 50% PHCD residents, 40% County residents outside
of PHCD and 10% out of the County. The Half Moon Bay Center’s patients are 100% Coastside
residents.
Since July 2017 through December 2018, Sonrisas has provided 16,710 dental
visits of which 69% were Denti‐Cal, Farmworkers, and Uninsured sliding scale patients.
B. The Trousdale Wellness Center, 1875 Trousdale, Burlingame: On July 9, 2018, PHCD
opened this Wellness Center to provide exercise and health education programs to all, 18 years
and older, with a special focus on healthy aging, preventative fitness and wellness classes. The
Center teaches healthy living self‐management skills and provides amenities to foster a
socialization gathering place for seniors to promote “connected‐aging” which has been
empirically documented to contributes to quality of life in later years. The building is owned by
PHCD and the opportunity to launch this program arose when the prior tenant of nine years
terminated their lease. PHCD invested in this as a pilot or model for what has been included in
the planning for the District’s future 6‐acre development where the previous Peninsula Hospital
had been. Membership is at 214 and classes – Seniors in Motion, Tai Chi, Yoga, Balance and Fall
Prevention ‐ are regularly at capacity. While open to all, most clients are from within the
District.
C. The Trousdale Assisted Living/Memory Care Community, 1600 Trousdale, Burlingame: A
facility built and owned by PHCD and operated by our partner, Eskaton, a non‐profit
organization with more than 50 years’ experience in all levels of senior housing. The Trousdale
was licensed on December 21, 2018, admitted its first resident on December 26th and as of
March 12th, there are 69 residents (53 assisted living and 16 memory care). All residents to
date are from San Mateo County. PHCD is committed to offering 10 Below Market Rate units at
opening and during stabilization in the first 12‐24 months. The Board’s plan has been since
inception and continues to be to expand the number and amount of discount once stabilized.
SPECIAL INITIATIVES ‐ ADDRESSING GAPS IN NEEDED SERVICES:
A. Teen Mental Health 3‐year Pilot with San Mateo Union High School District (SMUHSD):
Launched in 2017, this program was a collaborative effort brought to realty by PHCD’s
leadership, facilitation, funding and partnership with Stanford’s Center for Youth and Mental
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3
Health Well‐Being leadership team. SMUHSD serves eight high schools which have a diverse
8,500 student population. PHCD’s support covered licensed staff, programs and Stanford
consulting to assist SMUHSD in consolidating and coordinating all counseling and behavior
health services throughout their schools and collecting data to identify opportunities to evolve
services for improved outcomes.
B. Assessing Behavioral Health Issues at K‐8 levels: Given findings during the high school pilot
above and given PHCD’s awareness of the growing behavioral health challenges faced by
administrators and teachers in the elementary schools, PHCD engaged Stanford’s Gardner
Center Research team to do a retrospective review of school records of the current and
recently graduated students in PHCD school districts to look for patterns and indicators that
could be used to develop actionable interventions to assist student transitions from elementary
to middle to high school. This project will sample students across the socioeconomic
demographics of PHCD.
C. SF Hep B Free Bay Area‐ Expansion Program
In 2017, PHCD was a founding partner in bringing the SF Hep B Free program expansion into
San Mateo County. The San Mateo program focuses on the northern San Mateo County due to
the number of high‐risk residents in the Daly City and South San Francisco areas. The purpose
of this initiative is to raise awareness about the risks of Hepatitis B, screen high‐risk
populations, and educate physicians. PHCD has provided office space and event support for the
launching press conference, educational programs and screenings. Of note, a Burlingame
screening in 2018 was held using both PHCD buildings at 1819 and 1875 Trousdale for a
Saturday/Sunday event that screened more that 300 residents from throughout the County.
D. San Mateo County Oral Health Strategic Plan Implementation:
From 2017‐2019, PHCD joined Sequoia Healthcare District and County Health to fund two
County positions tasked at coordinating the implementation of the San Mateo County Oral
Health Strategic Plan. The Strategic Plan focuses on increasing access to dental services and oral
health education for at‐risk populations, increasing awareness of the importance of good oral
health to an individual’s overall health, building oral health provider capacity, and establishing
infrastructure, staffing, funding, and surveillance. PHCD sits on the Oral Health Coalition Core
Team as a funder and to ensure that the Sonrisas Dental Health Centers are integrated
providers in carrying out the plan. This PHCD support of funding and time is another example
of serving the needs of the most vulnerable within and outside of the PHCD boundaries.
3. COMMUNITY GRANTS PROGRAM:
This program awards operating grants to non‐profit health service providers that serve PHCD
residents and beyond. The Board establishes annual health priorities to guide the grant process
and the Community Health Investment Committee of the Board (2 Directors, 7 citizens‐at‐large)
makes recommendations to the Board. Over the last two years, $3M has gone to 50 different
25
4
community partners. Below are just three examples of grants that serve residents beyond the
PHCD boundaries.
A. First 5 San Mateo County‐ Help Me Grow Call Center:
In 2018, PHCD partnered with First 5 of San Mateo County to launch a County‐wide Help Me
Grow Call Center, a centralized telephone access point to support families with questions or
concerns about their child’s development. This is a collective impact effort and funding from
PHCD is being used to launch the service which will serve residents throughout San Mateo
County.
B. San Mateo County Office of Education‐ School Climate Program
In 2016 and again in 2017, PHCD funded a train‐the‐trainer school climate program through a
partnership with San Mateo County Office of Education (SMCOE). The program focused on
training school staff and administrators in the areas of restorative justice, dimensions of
gender, and threat assessment. The SMCOE leveraged funding from PHCD and secured grants
from other agencies, enabling them to expand the program outside of PHCD boundaries to
Jefferson Elementary and Jefferson Union High School Districts which serve the students in Daly
City, South San Francisco, and Pacifica.
C. San Mateo County Health Foundation‐ Watch Me Grow
In 2019, PHCD has partnered with San Mateo County Health Foundation and San Mateo
Medical Center to fund the Watch Me Grow program which provides social and developmental
screenings to pediatric patients from 0 to 3 that would otherwise not be screened. Watch Me
Grow staff are in five clinics throughout San Mateo Medical Center’s service area including
clinics in South San Francisco, Daly City and Coastside. PHCD’s funding is to support the Care
Coordinator staff within the clinics.
In summary, PHCD makes every effort to stay in touch with and serve the health priorities and
needs of our constituents; however, never with a blind eye to the areas of need throughout the
County. We hope you find this summary and the examples shared as being demonstrative of
PHCD’s responsiveness to the Commission’s MSR recommendation.
26
www.sequoiahealthcaredistrict.com
525 Veterans Blvd Redwood City, CA 94063 650‐ 421‐ 2155
Update On District Activities since MSR September 17, 2017 Update provided to LAFCo March 13, 2019
Resolution 1220 Adopted 9-22-2017 recommended that the Districts and LAFCo staff pursue with the County and cities the feasibility of expanding boundaries of the Districts to include medically underserved areas currently excluded from health care district boundaries. However at this point, current law only allows Sequoia Healthcare District to provide services to residents of the district. Sequoia Healthcare District supports services to the most vulnerable and medically underserved residents of our District in many ways, some of which are listed below. Many of the programs and facilities we support, such as the Ravenswood Clinic, are located outside the District’s territorial limits but serve a substantial number of District residents, and our support is aligned to this level of service. Since our mission is to improve the health of all District residents, we also support many programs that are not directed specifically to the most under-served or most vulnerable residents but may include them. For example:
Our 70 Strong Resource Directory is aimed at keeping older adults active and engaged in the community as they age. This program benefits all older adults, regardless of economic status.
Since 2010, our Healthy Schools Initiative, the largest of our programs, has supported the physical and emotional health of over 28,000 students and their families annually who attend the 8 public school districts in our area.
We are the main funder of the Samaritan House Free Medical Clinic which provides care to uninsured adults whom no other means of obtaining or paying for care is available.
Our annual Community Grants program provides $2.4 million dollars to more than 50 non-profits each year that address a variety of health needs and collectively serve more than 30,000 District residents of all ages and ethnicities.
Altogether, our grants and programs directly benefit 60,000 residents per year, or about one out of every 4.5 residents. We are proud of our success at serving the tens of thousands of District residents who have come to rely on us and our partners.
27
Qtr Ending
Sep Oct Nov Dec Total
San Mateo Revenue 323,248 92,960 106,439 65,457 588,104
Coastside Revenue 120,170 53,909 44,096 23,034 241,209
Total Net Revenue 443,418 146,869 150,535 88,491 829,313
Direct Program Cost 437,396 159,597 132,069 147,159 876,221
Indirect Program Cost 332,425 107,323 111,147 115,852 666,747
Total Cost 769,820 266,921 243,216 263,011 1,542,968
TOTAL (326,402) (120,052) (92,682) (174,520) (713,655)
Dividend/ Other Income 6,613 342 311 328 7,595
Grants/ Donations Received 37,780 38,931 65,897 17,197 159,805
PHCD Program Funding 150,000 75,000 75,000 75,000 375,000
OTHER INCOME 194,393 114,273 141,209 92,525 542,400
NET INCOME (132,009) (5,778) 48,527 (81,995) (171,255)
non-cash items adj.
Depreciation 66,837 20,835 22,301 22,301 132,273
Deferred Expenses 62,226 20,973 20,973 20,973 125,146
EST. CASH-FLOW (2,945.74) 36,030.03 91,801.34 (38,720.79) 86,164.84
Center
SM/CS
SM/CS
SM/CS
SM/CS
SM
SM/CS
SM
SM/CS
SM/CS
SM/CS
Qtr 1 Oct Nov Dec Total
San Mateo Visits 1,645 611 553 538 3,347
Coastside Visits 990 361 335 262 1,948
Total Visits 2,635 972 888 800 5,295
Qtr 1 Oct Nov Dec Total
Commercial Insurance 126 41 35 48 250
PPO 599 209 200 222 1,230
Public Dental Insurance 1525 567 508 397 2,997
Private Pay 98 37 35 33 203
Affordable Scale 221 86 73 62 442
Farmworker 66 32 37 38 173
Total Visits 2,635 972 888 800 5,295
Month
July
August
September
October
November
December
Total
$75,000
$75,000
$75,000
$56,090.88
$39,485.16
$54,342.59
YTD Funding from
PHCD
$53,900.91
Uncompensated
Cost/Visit
251.78$
250.63$
227.43$
Sonrisas Dental Health Quarterly Performance Report
Q2 Report
Period
Visits by Center
Visits by Payer
Public & No Insurance at San Mateo Center
10/1/18-9/30/19
FY2019
7/1/18-6/30/19
237
324
286
233
1,715
Total Uncompensated
Care
$77,044.68
$82,457.27
Uncompensated Care
Hoover School/Casa de Redwood
Grants Awarded YTDGrantor
California Wellness
Total
Delta Dental Community Foundation
Sand Hill Foundation
City of Half Moon Bay
Atkinson Foundation
Wells Fargo
Silicon Valley Community Foundation
2,500
520,500
12,500
Amount
250,000
35,000
30,000 10/1/18-9/31/19
8/1/18-7/31/20
10/1/18-10/30/19
7/1/18-6/30/19
Support
Sequoia Healthcare District
TouchPoint Foundation
2/1/19-12/31/19 SHD Residents
3,000 FY2019 Older Adults
150,000
20,000Dignity Health Sequoia Hospital 1/1/19-12/31/19
Adults/Seniors
General Support
General Support
General Support
General Support
Seniors
10,000
7,500
PHCD Funding for Uncompensated Care
PHCD Residents
Served
310
326
222
321
271
243
1,693
Denti-Cal &
Affordable Plan Visits
306
329
$363,321.49 $375,000
$75,000
$75,000
$0
173.12$
138.06$
233.23$
Commercial
Insurance
5%
PPO
23%
Public
Dental
Insurance
57%
Private Pay
4%
Affordable
Scale
8%
Farmworker…
VISITS BY PAYER YTD
San Mateo
Revenue
43%
Coastside
Revenue
18%Dividend/
Other
Income
0%
Grants/
Donations
Received
12%
PHCD
Program
Funding
27%
Revenue Source
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NEW PROGRAM PROPOSAL A BURLINGAME MEMORY CAFÉ
PROPOSAL: PHCD, in partnership with the Burlingame Park and Recreation Department and Burlingame Rotary Club, will establish a Memory Café Program to serve residents with Dementia/Alzheimer’s and their care companions.
WHAT IS A MEMORY CAFÉ? A social gathering where people with memory loss and their care companions can come together in a safe, supportive environment. Guests can share conversation over a cup of tea or coffee in a relaxed atmosphere that sometimes includes music, art or other forms of entertainment. Memory cafes usually take place for a couple of hours once or twice a month in a variety of locations including community centers, museums, libraries and restaurants.
WHAT IS THE NEED?: • “10% of those 65 and older has Alzheimer’s or other dementias”.• “Today, someone in the U.S. develops Alzheimer’s every 65 seconds.”• “83% of the help provided to those with Alzheimer’s comes from family members,
friends or other unpaid caregivers.”• “59% of family caregivers of people with Alzheimer’s or other dementias rated the
emotional stress of caregiving as high or very high…..As symptoms worsen, the care required of the care giver can result in increased emotional stress and depression leading to new or exacerbated health problems…” [Alzheimer’s Association 2018 Disease Facts and Figures]
• “In San Mateo County, from 2010 to 2030, the people over 65 will increase 72%(157,400) and those over 85 will increase 148% (30,165)” [SMCo Aging Model: BetterPlanning for Tomorrow]
• “Older adults (65 years of age and older) make up 12.5 percent of the population ofSan Mateo County. The highest percentage of older adults (18.7 percent) is inthe communities of Burlingame Hills/ Burlingame Southwest/ Hillsborough/Hillsdale/ Millbrae West/ San Bruno Central/ San Mateo West.” [LAFCO’s 2017Healthcare District’s Municipal Service Review]
HOW WILL THE PLAN ADDRESS THE NEED?: A Memory Café Program in Burlingame would be the first such program in San Mateo
County and would be serving the area of the County with the greatest number of older adults. A monthly opportunity to go out to a safe and supportive environment provides socialization,
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connection and activities for both those with dementia, and equally as critical, for their caregivers.
PARTNER ROLES: 1. PHCD:
o Assist in securing safe, convenient meeting spaceo Recruit and fund clinically appropriate Program Coordinator to plan monthly
program content and attend every session. [Estimated need: 6 hours/month @$75/hr.]
o Connect Memory Café participants with community resources as needed.
2. Burlingame Park & Recreation:o Secure locationo Manage logistics of program days such as location, room set up, RSVP’s, attendance,
etc.o Coordinate transportation for participants (if needed)o Promote program through usual bulletins and social media vehicles
3. Burlingame Rotary:o Provide volunteers to meet, greet and socialize with participantso Possibly fund activities budget, E.g. art supplies, music therapist, dance program,
etc.
NEXT STEPS: 1. Finalize program details with Burlingame Parks and Recreation: location, staffing,
logistics, and role of each partner.2. Hire Program Coordinator3. Launch monthly program- targeted for start in late April 2019
THE BUDGET: $5,400 Program Coordinator (6 hours/month @ $75/hr.) 1,200 Refreshments (20 attendees/month @$5/person) 2,100 Art supplies, music therapist, dance therapist, speakers, etc. ($175/month)
800 Transportation Vouchers (Lyft, Uber, Go-Go Grandparent) 0 Meeting locations (Will use Park & Rec or PHCD space)
500 Marketing/Promotion (Will use existing Park & Rec, PHCD and Rotary vehicles) $10,000 TOTAL 12-Month Budget
REQUEST: Given the community need is continually growing, the commitment of Burlingame leaders as Program partners, the plan for Burlingame Rotary to make this program a focus for their community service activity, and the low cost of entry, we seek your approval of using $10K from PHCD’s FY 2019 “New Program” budget line-item to launch this program.
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DATE: March 17, 2019
TO: PHCD Board of Directors
FROM: Vickie Yee, CFO
SUBJECT: Revised Trousdale Assisted Living Budget for FY2019
______________________________________________________________________________
ACTION REQUESTED:
Management has reviewed the proposed revisions to the FY 2019 budget for The Trousdale
assisted living community budget submitted by Eskaton and recommend approval.
The original budget anticipated a July 1, 2018 opening and therefore reflects 12 months of
operations with a slow ramp-up ending with78 units occupied at June 30, 2019, producing a net
loss of ($4,989M). The Trousdale actually opened on December 26, 2018, which leaves 6
months of operations in the fiscal year. The proposed revised budget has been adjusted to
accurately reflect the opening date and our actual admission experience in January and
February. At the end of the fiscal year, the proposed revised budget will have 70 units occupied
and produce a net loss of ($2,686K), $2,302K better than the original budget even with 8 fewer
occupied units.
There are no changes to the rates used for operating expense. Below is a comparison between
our existing budget and the proposed revised budget.
Original Budget Revised Budget Change B(W)
12mos 6mos
Net Operating Revenues 5,008,152 2,505,455 (2,502,697)
Operating Expenses
Salaries 3,182,627 1,598,317 1,584,310
Employee Benefits 1,069,802 548,849 520,953
Professional Fees 19,960 8,400 11,560
Supplies 317,286 201,018 116,268
Purchased Services 358,227 193,200 165,027
Ancillary Costs 22,808 12,987 9,821
Utilities 287,904 145,360 142,544
Insurance & Other 353,478 170,304 183,174
Management Fees 207,138 115,727 91,411
Total Operating Expenses 5,819,230 2,994,162 2,825,068
Operating Margin (811,078) (488,707) 322,371
Fixed Expenses
Depreciation 2,333,333 1,259,123 1,074,210
Interest Expense 1,844,595 938,607 905,988
Total Fixed Expenses 4,177,928 2,197,730 1,980,198
Net Income (4,989,006) (2,686,437) 2,302,569
Units Occupied 78.5 70.5 (8)
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2019-2020 COMMUNICATIONS PLAN PHCD | MacKenzie March 21, 2019
I. OBJECTIVES OVERVIEWPHCD leadership has requested a more aggressive communication, visibility and outreach campaign to reach its constituents using a variety of mediums, one that builds from recent successes and integrates fresh, new activities. MacKenzie has developed a “menu” of tactics and initiatives proposed for the District’s 2019-2020 Communications Plan. These recommendations are based on our 35 years of success working with other public entities and knowledge of PHCD over our twelve-year relationship. We believe these tactics will have a positive impact on the following goals and objectives:
• Increase awareness of PHCD as a community benefit among District residents, specificallytaxpayers.
o Tactics have been developed to focus on the individual cities within the District, tacklingeach one in phases until all six cities have been covered. Based on PHCD team input, thefirst two cities should be: San Bruno: Most northern city; second highest population of youth and young
adults within PHCD boundaries, undergoing significant amount of newdevelopment and has a new city manager.
San Mateo: Largest PHCD city, covers one of lowest income zip codes in county,location of District’s dental program and has a new city manager.
• Build the PHCD e-mail database.• Assess “reach” of currently used mediums and determine which should be refreshed and
continued on a regular basis for consistent communications to key stakeholders (Districtresidents, seniors, local govt./city officials, and media).
• Produce more original content related to District health priorities and programs to releasethroughout the year using a variety of mediums such as:
o E-newsletters focusing on awareness campaigns such as National Children’s DentalHealth Month, Mental Health Awareness month, Colon Cancer Screening Month, etc.
o Develop topic specific PHCD Blog posts, “authored” by each of the Directors that can becross-promoted on Facebook (paid and organic posts) and in e-blasts. Possible Topics:
• Colon Cancer- A Preventable Disease: Director Cappel• Palliative & Hospice Care-The Impact on Quality of Life: Director Galligan• Homelessness in Our Affluent County: Director Pagliaro• Healthy Eating to Attack Obesity – Director Navarro• Growing Behavioral Health Crisis for 12-24 years: Director Zell
o Reinstitute a short community health education presentation at each Board meeting.
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II. AWARENESS SURVEYBefore launching an awareness campaign, MacKenzie recommends conducting a formal awareness survey of District residents to establish a baseline that will enable us to measure progress and impact of these new tactics. In addition, survey results will help us focus on key audiences and what is important to them. An initial baseline survey can range from $25,000 to $50,000 depending on the sampling methodology and medium (Internet or phone calls).
Mackenzie is conducting research into local firms that are established, have provided opinion research and strategic guidance to non-profit organizations, government agencies, businesses, and political campaigns and are respected in this market. A more detailed report on this research will be presented separately.
Roles: MacKenzie
Responsibilities: Research survey options and associated costs from two or more firms for comparison and recommendation of next steps.
III. AWARENESS-BUILDING INITIATIVES
PHCD in the Community: Methods to Increase Visibility
1. Showcase the Board of Directors:
It is highly recommended that the Board of Directors be an integral part of this effort. MacKenzie and PHCD staff will handle the “behind-the-scenes” work and will provide the Directors with a menu of activities to consider and sign up for; staff will then seek out opportunities to showcase the Board and District. Examples would include:
• Writing blogs, op-ed pieces, messages for Chamber Bulletins, community partner newsletters,etc.
• Booking presentations to the city councils, Board of Supervisors, LAFCO Commission, Chambers,Rotary and Lion Clubs, Library lecture programs, etc.
Event sponsorships with speaking opportunities:
• Survey Directors for willingness, topics, availability, and identify local opportunities.• MacKenzie will draft op/ed, blog article content; seek out opportunities to broaden reach
through social media.
2. Facebook Advertising
• Continue with Facebook advertising to increase traffic through page followers and postengagement.
• Use Facebook as a platform to inform and engage with District residents.
Roles: MacKenzie will manage Facebook campaigns including drafting regular posts. PHCD will propose content and review and approve MacKenzie drafts.
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3. NextDoor
PHCD should utilize this social media tool more actively throughout the District to promote meetings and educational events and to monitor the impact of communications campaigns and town hall meetings. Given NextDoor is currently not admitting any more public agencies, PHCD should identify a staff member, Director, or trusted neighbor who will regularly monitor the conversation around District initiatives and bring findings to the attention of PHCD staff.
Roles: PHCD to identify monitors, post announcements, manage feedback and encourage “friends of the District” to post on their NextDoor pages.
4. New Mover Campaign
PHCD should view new residents as a target market and focus specific outreach tactics to those moving into the area.
• Buy list of new homeowners monthly/quarterly?• Mail out a PHCD welcome/introduction letter and small gift (E.g. magnet, notepad, mindfulness
wand, etc.)• Compile a small information packet and ask Chambers to include with their welcome materials.• Send second welcome letter with postage-free sign up cards to get on PHCD e-mailing list.• Follow up with an annual “PHCD Welcome Reception.” Agenda: small PHCD open house with lots
of “meet your neighbor” time.
Roles: MacKenzie will purchase lists, draft letters and mailing content, refresh sign up tools for email list, FlashVote etc. PHCD will approve mailing content, work with Chambers, and manage annual event.
5. Programmatic Partnerships: PHCD Speaker Series
• PHCD provides space and marketing support, partner provides content• Consider utilizing PHCD spaces depending on topic and audience size. E.g. Trousdale Wellness
Center, The Trousdale, District office, San Mateo Sonrisas, etc.• One event per quarter.
Roles: PHCD will arrange venues, speakers, partners and possible sponsors, and will identify targeted audience for invitation. MacKenzie will design and produce event flyers/invitations, assist with mailings, prepare press releases, and pursue media coverage.
PHCD to pursue this initiative with an eye to the Trousdale Wellness Center as a potential new draw.
6. Develop Infographics
• For PHCD Strategic Plan 2019-2022• Highlighting current PHCD programs/projects – The Trousdale, The Trousdale Wellness Center,
Sonrisas Dental Health, and the Peninsula Wellness Community.• How many served by community grants partners for a given year punctuated with specific
examples of how PHCD is making a difference today.
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Roles: Mackenzie will collaborate on content and target audience and will develop a template so each one has the same look and will set parameters for content. PHCD will provide content and approve final copy.
7. Annual Report/Community Benefit Report
Use one of the four newsletters per year as the annual report edition. Consider the fall edition for this purpose to incorporate the previous fiscal year financial performance to strategic goals for the year that correspond to that budget.
Roles: MacKenzie to provide recommendations on what the report could look like and the kind of metrics to include. PHCD will provide content and final approval.
8. Making A Difference Moment
Add a “Making a Difference Moment” presentation at the start of each Board meeting to showcase a resident who has personally benefited from a direct District program or one from a community health/wellness partner. Request authorization from speaker to use any photos or quotes in communications pieces.
Roles: PHCD will schedule presentations. MacKenzie will incorporate photos/videos into social media posts.
IV. NEXT STEPS
• Confirm what current activities will continue along with this aggressive campaign, such asadvertising designs, maintaining mailing lists, newsletter production, etc.
• Confirm roles and responsibilities for all these functions.• Develop a budget.
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This land is our land
Editor,
The opposition is mounting and has now assumed the proportions of a brushfire.
Elected officials, faith leaders, senior advocates, affordable housing advocates and concerned community members have all joined together to express their dismay at the plans of the Peninsula Health are District to misuse a valuable piece of public
land.
The land in question is the site where Peninsula Hospital used to stand. At a time when exorbitant housing costs deprive Peninsula individuals and families of their ability to
thrive, and in some cases even survive, the PHCD board plans to build hundreds of units
of housing on the site — not affordable housing, but expensive market rate.
U.S. Rep. Jackie Speier, D-San Mateo, called for the PHCD board to put the brakes on its existing plan and convene a community process to gain input on current community needs. This was in recognition of the fact that the board’s existing plan was hatched years ago in the wake of the foreclosure crisis when housing costs were in decline. It was
a different world at the time, and community needs have changed.
The call to re-evaluate the plan has been echoed by state Sen. Jerry Hill, D-San Mateo;
Assemblyman Kevin Mullin, D-South San Francisco; Foster City Mayor Sam Hindi; San Bruno Mayor Rico Medina; San Mateo Councilman Joe Goethals; Burlingame Councilman Michael Brownrigg; and many others. As the chorus of voices grows, we can only hope that the PHCD board will sit up and listen. In the words of Woody Guthrie,
this land is our land, and it must be used to address our most pressing public needs.
Karyl Eldridge, Burlingame
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