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The New Haven Unified School District (“NHUSD”) serves more than 12,000 students with diverse cultures, heritages, languages, and economic conditions. NHUSD is comprised of seven elementary schools, two middle schools, two high schools, one independent study school and one adult school. NHUSD includes Union City and part of south Hayward. Vision NHUSD’s mission is to develop and empower every student to be productive, responsible and successful. While in the midst of carrying out their mission, NHUSD faced unprecedented financial challenges, caused primarily by dramatic reductions in state funding in each of the past five years. Under Proposition 98, passed in 1988, NHUSD’s base revenue limit --the amount received per pupil each year-- was supposed to be increasing each year. However, NHUSD was receiving $1,495 less per student than it should have been receiving, a difference of $18.5 million. As a result, NHUSD had been forced to reduce services during the past several years. NHUSD closed and made surplus their Cabello Student Support Center in 2007 to rent it to nonprofit agencies. NHUSD wanted a solution to avoid further impacting students. NHUSD wanted to sell the Cabello Student Support Center as a means of augmenting the capital improvement funds made available from the bond. Challenge NHUSD needed to assure that the sale of the Cabello Student Support Center would generate sufficient funds to eliminate the risk of any further impact to students in either the present or future time; use for the property would be supportive of NHUSD’s goal of enhancing their longterm fiscal sustainability; and finally; that the buyer of the site has a demonstrated history of working collaboratively with both the cities and the communities in which they have developed land in the past. Solution Alan evaluated the benefits of selling their Cabello Student Support Center in 2012. Alan performed an extensive analysis of the potential sale and facilitated the process in ways including but limited to arranging meetings with the city and other stakeholders, assisting staff with Naylor Act negotiations and providing the Board with critical updates and guidance. Alan effectively managed a lot line adjustment between the City and District to assure that a buffer zone was created between the park and the subdivision boundary. Alan also managed a key property swap between the City and District.

The Newark Unified School District (“NUSD”) serves approximately 6,000 students and provides a lifelong learning opportunity to all Newark Residents. NUSD is comprised of eight elementary schools to include a TK program, one junior high school, one high school, one continuation high school, and one independent study school. Vision NUSD’s mission is to empower students in becoming lifelong learners who possess the skills, ethics and creativity to reach their full potential as contributing, productive, responsible citizens. NUSD endured financial challenges, caused primarily by dramatic reductions in state funding in each of the past several years and declining student enrollment. As a result, NUSD closed and made surplus the Ruschin Elementary School, in 2005. NUSD wanted to sell the Ruschin Elementary School to generate funds to help offset the ongoing cash challenges and secure income streams to augment revenues made available from the bond. Challenge The 7-11 Committee Process was met unfavorably by the residents. As a result, the Board voted to lease the site. The income realized from the property represented a meager return on the estimated market value of the site. NUSD needed approximately $150 million to reinvest in schools, but passed a bond for only $66 million. Solution Alan evaluated and researched the benefits of selling Ruschin Elementary School site. Alan used his consulting services and industry knowledge to create a robust and extensive plan which identified under-utilized or unused real estate assets that could be used to develop strategic and sustainable long-term plans that benefit the overall mission of NUSD. Alan met with the District’s Chief Business Official, the Superintendent and the Board about his strategies. The board voted unanimously for Alan to work with staff on a proposal to market and sell the Ruschin School site. Alan served as NUSD’s project manager for the entire state-mandated process for selling a surplus school site. Alan’s consulting services identified opportunities to develop a more comprehensive Strategic Asset Management Plan for NUSD’s underutilized properties. Based on Alan’s recommendations, a more comprehensive Strategic Asset Management Plan was implanted and executed. Working in partnership with organizational leadership, Alan was able to clarify goals and opportunities; identify new revenue potential; increase financial stability, and finally; garner public support. In October 2013, Alan prepared and assisted with the released a Request for Proposals for the 10.15-acre Ruschin School. Alan facilitated the close of the escrow, and provided the expertise needed for NUSD to make informed decisions every step of the way. Benefitting from Alan’s consulting and marketing services, NUSD had the luxury of choosing between several offers. Among the offers available, NUSD had three options for more $20 million. Outcome The property sold for $19.25 million and closed escrow in May 2015. Proceeds from the sale were used for capital outlay, and allowed NUSD to rebuild and continue to empower students.

The Hayward Unified School District (“HUSD”) now offers award-winning visual and performing arts programs, career pathways, and dual language immersion programs. The district is composed of over 20 elementary schools, five middle schools, three high schools, an alternative high school, an adult education center, an English learning center, and a child care center for preschoolers. HUSD has an enrollment of more 20,000 students from preschool through high school. Vision HUSD wanted to create a state of the art learning environment. While HUSD Administration worked to develop the academic vision for what a standard Hayward school should provide, the Design Team worked to prioritize how projects could be sequenced. This was important because although the majority of Hayward schools are 50+ years old, it is not realistic to renovate/rebuild all of them at once. The priorities were established which allowed for strategic evaluation of all sites. This would help determine how to most equitably sequence projects and still allow for all sites to receive some improvements. Challenge HUSD needed to develop secure income streams to increase revenues because they were facing declining enrollment and continual budget cuts. HUSD wanted to secure a second Improvement Bond. HUSB sought opportunities for community partnerships with the City, Park District and County. Solution Alan listened to HUSB and gained a full understanding of HUSB’s vision. Alan lead HUSD through Request for Proposal (“RFP”) process, and effectively solicited a RFP for evaluation of their assets. Sixteen sites were identified in the RFP, and focused on potential long-term leases of preselected schools. Alan conducted extensive analysis of each of the sixteen sites identified in the RFP that included, but not limited to, alternative land uses, highest and best use, stakeholder and policy leader engagement, market valuation, disposition strategies and preferred land use and property recommendations. Alan was then able to recommend five of sixteen properties for further review. Alan carried out thorough investigation and engagement with other project consultants for each of the five properties. Alan also performed exhausted analysis and highly detailed review for each of the five properties. Alan was then able to recommend strategies that best met those objectives as detailed in the original RFP and HUSB’s vision. Pursuant to recent state legislation, HUSB was allowed to use one-time funds realized through the sale of surplus assets in a General Fund. Alan identified opportunities for HUSB to use and/or obtain these funds through potential land trades, partnerships or sale of assets. The financial benefits of trading, leasing and/or selling underutilized assets enabled HUSB to meet their goals. The district elected a new Superintendent in the midst of the project. Alan recognized the value of the relationship with the new Superintendent. Alan facilitated the involvement of the new Superintendent in the project by adjusting deadlines. The new relationship fostered support of the Board and other Key Stakeholders. While collaboratively working with the new Superintendent to meet broader organizational goals, Alan was able to facilitate work with the City, Park District and County to develop key community partnerships. Outcome HUSB constructed of a new school and provided significant renovation of five others consistent with their vision. HUSB successfully passed a bond that allowed the project to be funded. HUSB also recognized the need to update their Demographic Studies and Facility Master Plan. HUSB established, maintained and grew relationships with the City, Park District and County. These relationships garnered their support for other goals.