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Home My Public Portal About20090514 - Agenda Packet - Board of Directors (BOD) - 09-15 Midpeninsula Regional Open Space District Meeting 09-15 SPECIAL MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT 6:00 p.m. Thursday,May 14,2009 Los Altos Youth Center I N.San Antonio Rd Los Altos,CA 94022 AGENDA The Special Meeting will begin at 6:00 p.m. SPECIAL MEETING 6:00* SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ROLL CALL ADOPTION OF AGENDA 6:05* BOARD BUSINESS I Opening of Board of Directors Workshop on Strategic Planning Process: Issues,Goals,Strategies and Timelines 2 Discussion of Strategic Vision,Goals and Issues 3 Discussion of Next Steps,Timelines,and Other Desired Outcomes of Workshop ADJOURNMENT Times are estimated and items may appear earlier or later than listed.Agenda is subject to change of order. TO ADDRESS THE BOARD: The Chair will invite public comment on agenda items at the time each item is considered by the Board of Directors. Each speaker will ordinarily be limited to three minutes. Alternately,you may comment to the Board by a written communication,which the Board appreciates. In compliance with the Americans with Disabilities Act,if you need assistance to participate in this meeting,please contact the District Clerk at(650) 691-1200. Notification 48 hours prior to the meeting will enable the District to make reasonable arrangements to ensure accessibility to this meeting. Written materials relating to an item on this Agenda that are considered to be a public record and are distributed to Board members less than 72 hours prior to the meeting,will be available for public inspection at the District's Administrative Office located at 330 Distel Circle,Los Altos,California 94022. CERTIFICATION OF POSTING OF AGENDA 1,Anna Jatczak,Interim District Clerk for the Midpeninsula Regional Open Space District(MROSD),declare that the foregoing agenda for the May 14, 2009 Special Meeting of the MROSD Board of Directors was posted and available for review on May 12,2009 at the Administrative Offices of MROSD, 330 Distel Circle,Los Altos,California,94022, The agenda is also available on the District's web site at hu://www.ownsl)ace.orjz. Signed this 12th day of May 2009,at Los Altos,California. Interim District Clerk Date: 05/12/09 5/4/2009 8:50:00 PM PROPOSED MROSD BOARD WORKSHOP AGENDA FOR 5/14/09 Formal Opening - Call the roll Public Comment (time limit 3 minutes) Adjourn the formal meeting to the Workshop format Opening and workshop set up Ground rules o 1. Treat each other with respect. o 2. Listen to understand; speak to be understood. o 3. Share meeting time in ways that serve the group purpose. o 4. Use Process Time Outs as needed to 'reset' the group's work i 0 5. Gentle.. i Humor Helps • Agree on use of process time out Brief introductions <Who's in the room> Agree on nature of this meeting • Kick off for Strategic Planning Process for work to be done over the 9 9 next year • Not a decision making workshop - this workshop reviews the context and terrain and suggests possible focuses (issues, questions, ... 9 for the strategic planning process. Approach is inclusive of ideas offered. o <We are building initial structure and framework for our thinking; we don't need to get it all perfect this time; we'll continue to build and strengthen these ideas over the next year.> • Seeks insights from board and staff on what the Strategic Planning Process needs to address - and to generate inclusive lists for consideration in that process. Outcomes from this workshop <have examples for each> • Initial lists of Goals for Categories • Initial list of Strategic Issues • Draft Strategy Maps that provide context for strategic conversations Overview of Strategic thinking / planning process • Long timeline (2010 to 2030) Homework Instructions for Workshop Participants Background: In this package we've enclosed a twelve-page Excel table that contains all of the goals generated by the Board and all the goals from the managers. Nonette Hanko, Board Chair, identified these 9 categories (e.g. Acquisitions) shown in the table. Each 'goal' is placed in column headed by one of the following headings: Goal, Objective, Action /Task, Question / Information needed. Below we've included the basis for our assignment of a 'goal' to a specific column. Goal(or sub-goal): A general description of a desired state toward which the organization wishes to move. Example of Goals (and sub-goals). For the Acquisition category: • B3. Cultivate working partnerships [sub-goal: add "... to further acquisition goals" to narrow it.] • B10. Develop wilderness areas with limited public access People use "goal" in many different ways. Here are some guidelines for phrasing your goals. Goals focus our attention on what we want -- where we want to go. Goals and 'sub-goals' are fairly general statements. Here are some distinctions: 1. This statement is an Objective; while it describes a wanted state, it is too specific to be a goal "Maintain the number of MROSD promotional events promoting awareness of recreational use of preserves during 2010 at employer sites at the 2009 level." 2. This statement is a Task. "B1 1. Notify Board of opportunities to attend Material Resource Management training including field demonstrations of lessons learned." 3. Some Goal statements may be so broad that they are more Mission / Purpose than goal. 4. In goal statements avoid including 'how' to reach the goal. Goals focus on what we WANT, the desired state. 5. A goal does not describe HOW that state is to be created. 6. Goals often start with an action verb — "cultivate", "promote", "develop". The Assignment: We would like each of you to generate 2-5 goals for each of the nine categories. Work to create goals for what you consider to be the important essence of the ideas in the enclosed document, "Collective Goals of Board and Staff." In this document the goals to be considered together are in the same category. Write down your statement of your 2-5 goals on a separate page for each category— you'll be using these lists of goals when we get together at the workshop. Also, write down any strategic issues and key questions on the page for that category. ' | GENERAL w^NA«m u s/,vxm sAum, n°;."""/ � 0DeOSOace midpemnsu|a Regional Open Space District BOARD OF mteaemen. wa�oavev wucv, CHI mx/e wuo,texww ��xIm ozovx^,"` May O6. 2OU9 Subject: Board-Staff Workshop, May 14' 2009 � Dear Fellow Board members and senior staff: Yesterday morning | met with Steve Abboo' Geoff Bo|| and Arleen Speide| to review and finalize the agenda and logistics for the May 14 Board-Staff Workshop. We discussed how we could | most effectively bring info the planning process the goals and issues that the Board discussed at our January lO Workshop and those that were recently identified by the Department Managers. This workshop will bring the Board and staff gmub together to consolidate our thinking and begin the development of the strategic planning process that will occur over the next eighteen months. With Geoff 8oU acting as facilitator, the workshop session will bring us together to identify the full range of issues that we will need to consider as the 3tnzhyyic Plan moves forward. The intent of this workshop is to be inclusive and expansive in our thinking. This first workshop should be thought ufns scoping rather than decision-making. |1is important early in the process to be brood in our thinking. The opportunities to test ideas, explore options and form alternatives will certainly need to occur, but later in the process. � To make the best us of everyone's time at the workshop, | request that the Board members and k»ROSD managers who will be participating review the workshop mofeho| that has been � generated 10 date prior to May \4. | encourage you to share this with any of your staff who � may attend. The following page describes the suggested preparation by the workshop participants and the � attachments are those that will be used at the workshop. | look forward to working with you on this vitally important effort that will shape District's policy and direction for the foreseeable future. Sincerely, � Nonette Honko, President K0dperinsu|a Regional Open Space District Board of Directors Attachments � ssooistc| Circle Los Altos,cxywza : usnsezono � ' 65o69i0485 � w��opmsp~m^/o � & ��X��KK��J ��K�� K� _ � ��K�� l� � �� ' "^°^�~^~°~"^""~^°" ^~�^^~^^^^^ " ~~~~ ~~^^~~~^~~ ~' ~~~~ ~ WORKSHOP - - ' - ---- — - FUTURE ACQUISITIONS B1.Top goal is acquisition (complete the Greenbelt) 82. DoaStrategic Plan B3. Identify and cultivate partnerships tn further acquisition goals Q4.Study"Sphere of influence"for possible changes 85. Consider extending District boundary 10 the south and west BG. 8ay|andu(identify goals) Sl. Develop Strategic Plan as a phased plan for five years,ten years,twenty years S2. Define/redefine land acquisition goals | S3. VVhatis the best structure for nmakingthe Strategic Plan a that � � provides a comprehensive overview of how the total resources of the Open Space preserves will be funded, ' purchased planned,� ' � S4. Prioritization system needed, including criteria, and it should be tied to costing issues � S5 Make � . � SG. Need additional study of projected revenues vs.costs and look at wide spectrum of possibilities for revenue maintenance and enhancement � S7. Review and,where necessary, update current Board policy regarding future acquisitions and relative site emphasis USE AND MANAGEMENT PLANS B7. Complete and implement plans for LaHonda, Sierra Azu|, Bear Creek ` BQ.Shorten process between acquisition and opening mfsite (Example: Send out Planning consultants first � � and get planning done early before bringing in the public) B9. De-emphasize new access 8lD.Wilderness areas needed with limited public access � SQ. Consider operational and cost advantages of phased plans for both staffing and facilities improvements for � preserves in need of staff coverage Facilities construction or remodel would include the incorporation of green techniques, materials and systems into the phased plans S9. The best use of the District's scarce resources(and additional land acquisition) could be enhanced by � increased consideration of cost efficiency analyses and comparative review of financial alternatives and use of | � financial decision criteria when reviewing and approving preserve staffing and facilities plans 610. What is the Board's vision regarding preservation and use of agriculture land. Will there bean Agriculture Plan and/or will agricultural use be included in the Strategic Plan? S11. What is the Board's vision regarding Wildlife Preservation? Will this be included in the Strategic Plan? S12. What are the goals and strategy for the Coastal property? S13.Iu the coastal service area, property owners closest to the preserves(and that will have best access to the preserves)do not contribute to the property tax revenues that fund the preserve management. How are we � constrained by the LAFCO agreement regarding revenues for that area? � S14. What expenses are forecast for Coastal preserve property? � RESOURCE MANAGEMENT � B11. Notify Board of opportunities to attend Material Resource Management training including field demonstrations mf lessons learned � B12. Emphasize more resource protection,even if preserve access is de-emphasized � Pagel � DISCUSSION ISSUES FOR BOARD-STAFF WORKSHOP ON MAY 14 B13.Add a Resource Management element focusing on restoring the Coastal fisheries(land purchases, leadership in facilitation of off-stream storage, removing in-stream impediments,elimination of farm chemical B14. Does the Resource Management Plan include Wildlife preservation or is that designed in a separate plan? S15. What is the Board's vision for Resource Management? S16. What is the best process for ping the costs of future resource managementprojects and maintenance requirements? � S17. Need to develop aprioritization ha for resource management plans and decisions � PUBLIC ACCESS/SIGNING/TRANSPORTATION � � B15. Provide more signage so local communities will know where the preserves are located � B16. Use logo to provide brand/identity(funding-re|ated) � � 817.What can vvedo about transportation? /Omse-in open space is not there for Sunnyvale. The expanding � � population pays for it, but io not located close toit. How to allow more use without impact. Subsidize � transportation from neighborhoods topresenxes7\ S18. Public access needs to be carefully planned in coordination with long-term plans for access to the preserves � S19. Public access issues will be a point of focus if District attempts future funding measures S20. Additional public access will affect future District staffing requirements S21. What levels of public access should be defined in the Strategic Plan? Should they be categorized for � planning consistency and improved public understanding ofaccess goals? OUTREACH 81Q. |s our constituency shrinking and dovxe need to broaden our reach? B19. Increase volunteer activities asoutreach 82O. Realistically consider the fiscal impacts of increased access � B21. Include communications with minorities � B22. Include on District web site: Committee membership and Board procedures S22. Consider new ways of reaching constituency---social websites,website linkages with similar-interest organizations, nninorityoutreach/trans|ation S33. Consider periodic xvebsite public opinion surveys, b|og PARTNERSHIPS | 83]. Consider partnerships in building and maintenance oftrails. � B24. Consider development and management responsibilities with other agencies B25. How do we bring in corporate groups(like is done by GGNRA)that will not impact our staff? S24. Partnership possibilities should be researched and identified for all projects where the project could be enhanced, made more cost-efficient or would otherwise benefit from the creation of the partnership. EFFICIENCIES � B36. Infrastructure facilities and tools in place � B27. Multi-year budget � 828 Look at dispersing t ff to Field Offi � ��X��KK��YQ ��K�� - � ��l�� K�l0 � �K . .~~~.~~~.~~..^, ~.~~~~~~~. . ~_ -__-_-__ _ ---- - WORKSHOP _ ' __-- � � � S25. Consider cost alternatives that utilize phased or modular introduction of facilities and other major � improvements where implementation of that strategy would enable the District to make preserve areas such as Sierra Aou|available for public use more quickly and in a more cost-effective manner � S26. Coordinate and balance need for facility improvements with need for staffing coverage of outlying areas G27. There is a need for all District policies to be"codified" by a professional organization so they are assembled,organized and regularly updated by a process that make them easily available for reference and usability. This will save considerable staff time by ensuring that policies are available when needed and are consistently followed. it would also enable the Board to oversee a transparent policy system on behalf of the public S28. Make most efficient use of existing Field facilities by making incremental, modular improvements using � green technology, design and materials while, at the same time, continuing to make use of existing facilities � � that have a remaining useful life and are not damaging the environment � S29. Encourage staff ideas, by implementation of the T3 Innovation Program,for innovation and renovation � that will improve the District's efficiency, reduce costs, maintain or improve the revenue stream, assist in � successfully completing Action Plan projects and staying at or below approved budget levels � S30. Contractor and subcontractor costs for large projects should be contained by thorough review of � proposed project deoignandcontractfrarnevvorhthat|immitschengeondery. � FUTURE FINANCING 8]O. 8e prepared for downturn inrevenues 831.Analyze public access expenses � B32. Explore parcel tax bv zones assessment district 833.Green buildings 834.Study costs for use of labor(in-hmuse vs. contracting out) � B35. Consider thirty-year funding measure � S31. Consider multi-year Action Plan and Budget � S32. Develop additional revenue sources and where possible, improve cash receipts from existing revenue sources S33. Prepare a plan for legislation that will provide future fundinQ--including strategy for gaining support of the public, key public officials and support of key officials that can assist in the passage of the legislation. S34. Determine costs necessary to meet the goals at each preserve and develop a timeline that enables the identification of future financing needs S35. Research the cost estimates and financing plans nf other Open Space preserves, including the financing history of those districts, in order to determine if cost benchmarking standards or estimates can be identified for the financing of various types mf preserve improvements STAFF RETENTION B36. Look at Housing Policy with consideration of management staff participation (%buy-in) 837. Continue tm look for staff/ranger housing on site inpreserves Q38.Study staff survey results R3S. Empower staff tmbecreative. Establish "Think Tank"1m meet one hour each month. Mine the best ideas S36. Review staff retention survey results to determine where improvements should be made and to assess recommendations/ideas | - | S37. Consider staffing levels for key functions-Finance, IT,etc. � Page 3 | | DISCUSSION ISSUES FOR BOARD-STAFF WORKSHOP ON MAY 14 S38. T3 Innovation Program recommendations and follow-up on idea submittal important to staff morale Page 4 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL OBJECTIVE ACTION QUESTIONS /THINGS TO THINK 1 # ISSUE ABOUT FUTURE 2 1 ACQUISITIONS acquistion Bl. Top goal is acquisition(complete the Greenbelt) 2 FUTURE strategy B2. Do a Strategic Plan 3 ACQUISITIONS 3 FUTURE acquistion, B3. Identify and cultivate partnerships to further acquisition goals 4 ACQUISITIONS partnerships 4 FUTURE boundaries B4. Study"Sphere of Influence" for possible 5 ACQUISITIONS changes 5 FUTURE boundaries B5. Consider extending District boundary to the south and west 6 ACQUISITIONS FUTURE 6 Baylands 136. Baylands (identify goals) 7 ACQUISITIONS FUTURE Sl. Develop Strategic s Plan as a phasedpl an g 7 ACQUISITIONS strategy for five years, ten years, twenty years FUTURE li 9 8 ACQUISITIONS acquistion S2. Define/redefine land acquisition goals S3. What is the best structure for making the Strategic Plan a total seamless and integrated FUTURE strategy, plan systems plan that provides a comprehensive ACQUISITIONS structure ure p overview of how the total resources of the Open Space preserves will be funded,purchased, planned,maintained and protected for future 10 enerations? 10 FUTURE acquistion, S4. Prioritization system needed, including criteria, and it should be tied to costing issues 11 ACQUISITIONS instrumental 11 FUTURE instrumental S5. Make more extensive use of GPS in 12 ACQUISITIONS obtaining information for decision-making Page 1 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL OBJECTIVE ACTION QUESTIONS /THINGS TO THINK 1 # ISSUE ABOUT S6. Need additional study of projected 12 FUTURE revenue J costs revenues vs. costs and look at wide spectrum ACQUISITIONS of possibilities for revenue maintenance and 13 enhancement FUTURE acquistion, S7. Review and, where necessary, update 13 ACQUISITIONS policy current Board policy regarding future 14 1 acquisitions and relative site emphasis Page 2 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL OBJECTIVE ACTION QUESTIONS /THINGS TO THINK 1 # ISSUE ABOUT USE AND 14 MANAGEMENT Implement plans B7. Complete and implement plans for LaHonda, Sierra Azul, Bear Creek 15 PLANS USE AND acquB8. Shorten process between acquisition and opening of site 15 MANAGEMENT process stion, (Example: Send out Planning consultants first and get planning 16 PLANS process done early before bringing in the public) USE AND 16 MANAGEMENT acquistion B9. De-emphasize new access 171 PLANS USE AND 17 MANAGEMENT wilderness B10. Wilderness areas needed with limited public access 18 PLANS S8. Consider operational and cost advantages phased plans for of phased plans for both staffing and facilities USE AND improvements for preserves in need of staff 18 MANAGEMENT staffing and coverage. Facilities construction or remodel PLANS techchniques.itites. Green would include the incorporation of green te techniques, materials and systems into the 19 phased plans S9. The best use of the District's scarce resources (and additional land acquisition) USE AND cost efficiency could be enhanced by increased consideration 19 MANAGEMENT analyses and of cost efficiency analyses and comparative PLANS comparative review of financial alternatives and use of review financial decision criteria when reviewing and approving preserve staffing and facilities 20 plans Page 3 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S QUESTIONS UESTIONS THINGS TO THINK 1 # CATEGORY ISSUE GOAL OBJECTIVE ACTION ABOUT USE AND S10. What is the Board's vision regarding 20 MANAGEMENT agricultural land preservation and use of agriculture land. Will PLANS there be an Agriculture Plan and/or will 21 agricultural use be included in the Strategic Plan? USE AND S11. What is the Board's vision regarding 21 MANAGEMENT preservation Wildlife Preservation? Will this be included in the 22 PLANS preservation Strategic Plan? USE AND 22 MANAGEMENT coastal land 512. What are the goals and strategy for the PLANS Coastal property? 23 S 13. In the coastal service area, property owners USE AND closest to the preserves (and that will have best 23 MANAGEMENT funding preserve access to the preserves) do not contribute to the PLANS management property tax revenues that fund the preserve management. How are we constrained by the 24 LAFCO agreement regarding revenues for that USE AND funding preserve 514. What expenses are forecast for Coastal 24 MANAGEMENT management preserve property? 25 PLANS Page 4 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S TOPIC / QUESTIONS /THINGS TO THINK 1 # CATEGORY ISSUE GOAL OBJECTIVE ACTION ABOUT Bl 1. Notify Board of opportunities to attend 25 board training Material Resource Management training RESOURCE including field demonstrations of lessons 26 MANAGEMENT learned RESOURCE resource 27 26 MANAGEMENT protection B12. Emphasize more resource protection, even if preserve access is de-emphasized B 13. Add a Resource Management element focusing on restoring the Coastal fisheries 27 RESOURCE coastal fisheries (land purchases, leadership in facilitation of MANAGEMENT off-stream storage, removing in-stream impediments, elimination of farm chemical 28 run-off) RESOURCE wildlife B14. Does the Resource Management Plan include 28 MANAGEMENT preservation Wildlife preservation or is that designed in a 29 separate plan? 29 RESOURCE resource S15. What is the Board's vision for Resource 30 MANAGEMENT management Management? RESOURCE S16. What is the best process for developing the 30 MANAGEMENT costing projects costs of future resource management projects and 31 maintenance requirements? RESOURCE prioritization S17. Need to develop a prioritization 31 MANAGEMENT system system/criteria for resource management 32 plans and decisions Page 5 i Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S TOPIC j QUESTIONS /THINGS TO THINK 1 # CATEGORY ISSUE GOAL OBJECTIVE ACTION ABOUT PUBLIC ACCESS! G / B15. Provide more signage so local SIGNING 32 TRAMP TRANSPORTATIO signage communities will know where the preserves N are located 33 PUBLIC ACCESS/ 33 SIGNING / brand identity B16. Use logo to provide brand/identity TRANSPORTATIO (funding-related) N 34 B 17. What can we do about transportation? (Close PUBLIC ACCESS/ in open space is not there for Sunnyvale. The 34 SIGNING / transportation expanding population pays for it,but is not located TRANSPORTATIO for users close to it. How to allow more use without impact. N Subsidize transportation from neighborhoods to 35 reserves? PUBLIC ACCESS/ G / public access SIGNING 35 TRAMP ORTATIO needs and long S18. Public access needs to be carefully planned in coordination with long-term plans for access to the preserves TRANS N term plans 36 PUBLIC ACCESS/ 36 SIGNING / public access S 19. Public access issues will be a point of focus TRANSPORTATIO and funding if District attempts future funding measures N 37 PUBLIC ACCESS/ 37 SIGNING / public access S20. Additional public access will affect future TRANSPORTATIO and staffing District staffing requirements N 38 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S TOPIC / QUESTIONS /THINGS TO THINK 1 # CATEGORY ISSUE GOAL OBJECTIVE ACTION ABOUT PUBLIC ACCESS/ S21. What levels of public access should be SIGNING / public access defined in the Strategic Plan? Should they be 38 TRANSPORTATIO definitions categorized for planning consistency and 39 N improved public understanding of access goals? Page 7 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL OBJECTIVE ACTION QUESTIONS /THINGS TO THINK 1 # ISSUE ABOUT 39 OUTREACH constituency size B18. Is our constituency shrinking and do we need 40 1 to broaden our reach? 40 OUTREACH outreach, B19. Increase volunteer activities as outreach 41 volunteers 41 OUTREACH public access B20. Realistically consider the fiscal impacts of 42 and costs increased access 43 42 OUTREACH minorities B21. Include communications with minorities 43 OUTREACH information on B22. Include on District web site: Committee 44 board membership and Board procedures 522. Consider new ways of reaching 44 OUTREACH outreach constituency--- social websites, website methods linkages with similar-interest organizations, 45 minority outreach/translation 45 OUTREACH outreach surveys 523. Consider periodic website public 46 opinion surveys,blog Page 8 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL 0B7ECTIVE ACTION QUESTIONS /THINGS TO THINK 1 # ISSUE ABOUT 47 PARTNERSHIPS Partnerships, B23. Consider partnerships in building and 47 trails maintenance of trails. 48 PARTNERSHIPS Partnerships, 1324. Consider development and management 48 other agencies responsibilities with other agencies 49 PARTNERSHIPS corporate groups 1325. How do we bring in corporate groups (like is 49 done by GGNPA)that will not impact our staff? S24. Partnership possibilities should be partnerships, researched and identified for all projects 50 PARTNERSHIPS project where the project could be enhanced,made enhancements more cost-efficient or would otherwise benefit 50 from the creation of the partnership. Page 9 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL OBJECTIVE ACTION QUESTIONS /THINGS TO THINK i # ISSUE ABOUT Instrumental, 51 EFFICIENCIES facilities and B26. Infrastructure facilities and tools in place 51 tools in place 52 EFFICIENCIES budget, B27. Multi-year budget 52 multiyear 53 53 EFFICIENCIES officefacilities, field B28. Look at dispersing staff to Field Offices partnerships, B29. Develop and maintain MOU's with 54 EFFICIENCIES other agencies, applicable agencies to reduce the permitting 54 permitting time time issue phased or S25. Consider cost alternatives that utilize phased modular or modular introduction of facilities and other 55 EFFICIENCIES facilties, faster major improvements where implementation of that more cost strategy would enable the District to make preserve effective areas such as Sierra Azul available for public use 55 more quickly and in a more cost-effective manner facilities, staffing S26. Coordinate and balance need for facility 56 EFFICIENCIES coverage improvements with need for staffing coverage of 56 outlying areas S27. There is a need for all District policies to be"codified"by a professional organization so they are assembled, organized and regularly updated by a process that make them easily district policy 57 EFFICIENCIES codification and available for reference and usability. This will transparency save considerable staff time by ensuring that policies are available when needed and are consistently followed. It would also enable the Board to oversee a transparent policy system on behalf of the public 57 IPage 10 Table 1, Collective Goals Spreadsheets for Workshop G B C p E F QUESTIONS /THINGS TO THINK A TOPIC / ACTION ABOUT S CATEGORY GOAL OBJECTIVE 1 # ISSUE 528. Make most efficient use of existing Field facilities by making incremental, modular improvements using green field facilities, technology,design and materials while, at the 58 EFFICIENCIES incremantal same time, continuing to make use of existing improvement facilities that have a remaining useful life and are not damaging the environment 58 S29. Encourage staff ideas,by implementation of the T3 Innovation Program, staff engagement for innovation and renovation that will in innovation improve the District's efficiency, reduce 59 EFFICIENCIES and costs,maintain or improve the revenue improvement 0 vem e nt stream, assist in successfully completing i P to w 'on Plan ro ects and sta n at or below costs for large 59 S30 . Contractor and subcontractor co g projects should be contained by thorough review o cost control n PP proposed project design and contract framework 60 EFFICIENCIES projects that limits change orders. 60 Page 11 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G QUESTIONS /THINGS TO THINK 1 # CATEGORY TOPIC ISSUE GOAL OBJECTIVE ACTION ABOUT 61 FUTURE revenues B30. Be prepared for downturn in revenues 61 FINANCING 62 FUTURE cost analysis, B31. Analyze public access expenses 62 FINANCING public access 63 FUTURE financing,parcel B32. Explore parcel tax by zones assessment 63 FINANCING tax district FUTURE 64 64 FINANCING green buildings B33. Green buildings FUTURE B34. Study costs for use of labor(in-house vs. 65 65 FINANCING labor costs contracting out) FUTURE 66 66 FINANCING funding- B35. Consider thirty-year funding measure 67 FUTURE strategic action S31. Consider multi-year Action Plan and Budget 67 FINANCING plan-multi year FUTURE revenue S32. Develop additional revenue sources and 68 FINANCING enhancement where possible, improve cash receipts from 68 existing revenue sources i S33. Prepare a plan for legislation that will FUTURE legislation plan provide future funding---including strategy 69 FINANCING for funding for gaining support of the public, key public i officials and support of key officials that can assist in the passage of the legislation. 69 costing each S34. Determine costs necessary to meet the 70 FUTURE preserve's goals goals at each preserve and develop a timeline FINANCING with timeline on that enables the identification of future 70 costs financing needs Page 12 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S CATEGORY TOPIC / GOAL OBJECTIVE ACTION QUESTIONS /THINGS TO THINK 1 # ISSUE ABOUT benchmarking S35. Research the cost estimates and financing plans of other Open Space preserves, including the other Open 71 FUTURE Space preserves- financing history of those districts, in order to FINANCING costing and determine if cost benchmarking standards or financing estimates can be identified for the financing of 71 various types of preserve improvements 1 • Page 13 Table 1, Collective Goals Spreadsheets for Workshop A B C D E F G S TOPIC / QUESTIONS /THINGS TO THINK 1 # CATEGORY ISSUE GOAL OBJECTIVE ACTION ABOUT 72 STAFF staff housing 1336. Look at Housing Policy with consideration of o 72 RETENTION management staff participation(/o buy-in) 73 STAFF staff housing, on 1337. Continue to look for staff/ranger housing 73 RETENTION site on site in preserves 74 STAFF staff survey 74 RETENTION B38. Study staff survey results STAFF empower staff, 1339. Empower staff to be creative. Establish 75 RETENTION think tank "Think Tank"to meet one hour each month. 75 Mine the best ideas empower staff, S38. T3 Innovation Program STAFF follow up re staff 78 RETENTION morale and recommendations and follow-up on idea submittal important to staff morale 76 retention S36. Review staff retention survey results to STAFF staff retention determine where improvements should be made 76 RETENTION survey, actions and to assess recommendations/ideas that staff has proposed for working conditions and operational 77 chances 77 STAFF staffing levels S37. Consider staffing levels for key functions— 7$ IRETENTION Finance, IT, etc. i i Page 14