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HomeMy Public PortalAbout20131108 - Agenda Packet - Board of Directors (BOD) - 13-31 Midpeninsula Regional Open Space District Meeting 13-31 SPECIAL MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Mountain View Community Center, Room 3 201 S Rengstorff Ave, Mountain View,CA 94040 Friday,November 8,2013 SPECIAL MEETING BEGINS AT 9:00 A.M. AGENDA 9:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT—BOARD WORKSHOP ROLL CALL ORAL COMMUNICATIONS ADOPTION OF AGENDA I Discussion and Possible Board Action on Emerging Issues Affecting the Midpeninsula Regional Open Space District and Their Potential Effects on the Strategic Plan - Overview of tracking poll - Adoption of amended Strategic Plan - Creation of Board ad hoc committee 2:00 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 President will invite public comment on agenda items at the time each item is considered by the Board of Directors. You may address the Board concerning other matters during Oral Communications. Each speaker will ordinarily be limited to three minutes.Alternately,you may comment to the Board by a written communication,which the Board appreciates. 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 OFPOSTING OF AGENDIA 1,Jennifer Woodworth,District Clerk for the Midpeninsula Regional Open Space District(MROSD),declare that the foregoing agenda for the Special Meeting of the MROSD Board of Directors was posted and available for review on November 5,2013,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 htti)://www,oj2enspace.orp. Signed this 5"'day of November,2013 at Los Altos,California. District Clerk Open Space Midpeninsula DisRtrict egional NA.emorandum DATE: November 8, 2013 MEMO TO: Board of Directors FROM: Stephen E. Abbors, General Manager SUBJECT: Strategic Plan Review for Special Board Meeting of November 8, 2013 Purpose of Strategic Plan Review Meeting Review and reaffirm, or adjust as necessary, the goals and objectives of the 2011 Strategic Plan to guide the District's focus for FY2014-15. Background In 2011 the District developed and the Board adopted a comprehensive Strategic Plan (R-11-96). In 2012 a summary of the Strategic Plan was developed and published (Attachment 1), the objective of which is to distill the Strategic Plan's comprehensive logic model (Attachment 2) into a concise listing of Goals and Objectives that could be articulated to the public and District partners. The Strategic Plan provides a high-level framework to guide the District's focus on achieving all components of its mission statement. As stated under "Next Steps" in the Strategic Plan Summary, the Strategic Plan is "intended to be a dynamic document and will be re-evaluated by the Board and staff annually prior to the development of the annual Action Plan and Budget" (p. 4). The Special Board Meeting on November 8, 2013, is an opportunity for the Board to review and provide input on the strategic framework of goals and objectives the District has been and will continue to follow for decades to come to preserve a regional open space greenbelt in perpetuity, protect and restore the natural environmental,and provide opportunities for ecologically sensitive public enjoyment and education. Professional facilitator Marilyn Manning (The Consulting Team) will be on hand to assist the process for the Board's review and input. Information provided in this memorandum and staff presentations during the meeting will summarize the District's progress on its Strategic Plan goals and objectives since September 2011, results of an environmental scan concerning significant changes in the last two years or forecasted for the coming years, and a recommendation from the General Manager on potential adjustments for the Strategic Plan for FY2014-15. 1 Progress Report As the Board is aware, District staff is currently focused on completing the Vision Planning process (Strategic Plan Goal 1-Objective 3) by the end of FY2013-14. In order to assist with this process, a Community Advisory Committee was established (Goal 2- Objective 1) as well as a larger emphasis on increasing public outreach across all socio- economic sectors of the surrounding communities (Goal 2-Objective 2) and involving all District departments in public outreach and communication (Goal 2-Objective 3). Adoption of the Vision Plan and its list of Priority Actions to fulfill the vision, anticipated in early 2014 for Board consideration, will provide a general implementation plan for the coming decades. Each year's Action Plan and Budget will provide specificity for project planning, funding, and implementation on a year by year basis. The Vision Planning process has been a work in progress with significant input from the public, the Community Advisory Committee, and the Board. To facilitate the Board's discussion regarding the Strategic Plan, staff has developed the following conceptual model to illustrate the relationship between the Mission, the Strategic Plan, the Vision Plan and Priority Actions, and the annual Action Plan and Budget: Establishes the balanced three part mission, focused on preservation,restoration,and access/education. II Establishes the strategic framework for planning, C=:=:=> funding and implementing activities that fulfill the mission. Establishes science-based and community-based desired outcomes that fulfill the mission and identifies major projects to pursue over decades. Establishes year-by-year projects and budget to al u e carry out Vision Plan priority projects within the strategic framework and fulfilling the mission. Staff is also focused on evaluating options for increased funding in order to meet the mission priorities (Goal 3-Objectives 1 and 2). Staffs evaluation has focused on the possibility of a General Obligation Bond (GO) measure secured by an increase in property taxes within the District. At this retreat, staff will provide more information about the status of their evaluation. Overall, significant progress has been made on all three priority goals/strategies outlined in the Strategic Plan and on most of the objectives within those goals. In order to assess whether these goals and objectives need to be adjusted to capture the District's focus for the coming fiscal year, the results of an environmental scan of changing social, economic, and political factors should be considered. 2 Environmental Scan Results As a reminder, the Strategic Planning Cycle includes a periodic Environmental Scan that analyzes and evaluates the internal and external conditions, data, and factors that affect the organization to understand whether any strategic adjustments are needed to be better poised to respond to future challenges and/or opportunities. At the retreat, staff will summarize information from the Environmental Scan results provided in Attachment 3, including the following main take aways: 1. Focus on completing projects that are underway or are partially completed; to the extent possible, refrain from launching new projects or initiatives in the near term, unless current workload is reprioritized or additional staff resources are identified. 2. Focus on developing a Vision Plan implementation strategy with timelines, and establish the mechanisms and systems needed to seamlessly and efficiently proceed with implementation. 3. In order to make significant progress on Vision Plan projects, new sources of funding and additional staffing will be needed. 4. Pay close attention to labor market changes and staff retention to identify important trends early and respond accordingly; work to become employer of choice to attract strong talent. 5. Create flexibility in the annual District Action Plan to allow District staff to act on new, unplanned opportunities (grants, legislation, partnerships) when they arise. (Note: Once the District embarks on such items, the District becomes subject to the timelines imposed by outside forces, making flexibility even more important.) 6. Develop more detailed project scopes, realistic timelines, and more robust cost estimates to account for greater project complexity. 7. Importance of getting the District's message out and raising its profile across the entire demographic spectrum and in collaboration with other agencies/organizations. 8. Consider whether adjustments are needed to current policies, communication and outreach, and/or management and operations moving forward to ensure that the District remains relevant to the changing demographics and rise in technology use. Potential Strategic Plan Adjustments Based on Strategic Plan progress to date, the status of current FY2013-14 Action Plan projects, the demands related to the Vision Planning process, the possibility of a General Obligation Bond measure in 2014, and the results of the environmental scan, staff has identified the following draft list of key categories of work items for FY 2014- 15: • Capital Finance Funding Measure: Preparation for, and follow-up to, a potential GO Bond ballot measure. 3 • Continuation of Existing Projects: Continue implementation of projects already underway or reengage projects that were previously deferred. • Planning Phase I of Vision Plan Implementation: Develop detailed workplans, budgets, and staffing resources to begin implementing new priority actions. • Flexibility Bandwidth: Prioritize Action Plan projects to identify lower- priority projects that can be deferred if necessary to allow for pursuit of opportunistic projects that surface and are higher priority under the District's mission. This draft list of work item categories is provided to assist the Board's discussion of whether or not to adjust any particular goals or objectives of the Strategic Plan. The goal is for the Strategic Plan goals and objectives to encompass the FY2014-15 work item categories. At the meeting, the Board and staff will discuss and as necessary revise the above general work item categories and the Strategic Plan goals and objectives, or the Board may determine that the existing goals and objectives sufficiently encompass the work item categories and therefore reaffirm the existing Strategic Plan for another year. Conclusion Adjustments to the Strategic Plan will help guide staff s development of the Action Plan and Budget for FY2014-15, for future Board consideration. In addition, the Board's further consideration of the Vision Plan in early 2014 will also guide the Action Plan and Budget for FY2014-15. As mentioned earlier in this memorandum, staff has been evaluating the feasibility of a GO Bond measure for 2014. The General Manager recommends that the Board consider the formation of a three member ad hoc committee of Board members to provide input into this evaluation as it progresses. 4 Midpeninsula Region Open Space Distric MIDPENINSULA R E G 1 0 N A L OPEN Strategic Plan SPACE Summary t A *l�l .. ��1 ��" j - .. .' !. �i',Tf� •�, .. `7 �� �I� �I� err b l r•� �!��4�fir, •I• ' ef • • - Letter from the General Manager We are thrilled to be celebrating both the 40th Anniversary of the Midpeninsula Regional • - . . ..• Open Space District and the release of our Strategic Plan. We have accomplished much during our first 40 years, preserving over 60,000 acres of open space on 26 preserves • in Santa Clara, San Mateo, and Santa Cruz counties. The result is a regional open '• • space system that offers diverse and unparalleled beauty in one of the largest metropolitan areas in the country. The District was established by the voters in 1972 to preserve the regional greenbelt, and, in effect, save the scenic beauty and cultural history of the area, provide a place j for wildlife to survive, and offer opportunities for people to enjoy the outdoors close to home. With the rapid development of the San Francisco Peninsula, and especially Silicon Valley over the past several decades, the preservation of available land became increasingly imperative to us. • • ' •• Now, we are entering a new phase. While we will continue to preserve land, we understand that this preservation and linking of open space and trail connections can only be done on a regional planning level with many partners working cooperatively. At the same time, we must respond to the changing demographics of our communities and better understand their awareness of and desire to visit open space. • "' For the next 15 to 20 years and beyond we imagine a future that equally balances the three components of our mission: preserving open space, protecting and restoring the natural environment, and providing public access and education. The following pages �' ' ' •' are a summary of our adopted strategic plan that will guide our decisions to achieve •••• :•• the most beneficial impact with the resources available to us. Stephen E. Abbors • General Manager • •. •• •- • • •. • •• •• Windy Hill •• Coal Creek,Open sba I I Purpose of the Strategic Plan Midpeninsula Regional Open Space District's Strategic Plan provides the framework to guide the District in its planning process and in evaluating District-wide needs. The Strategic Plan is not intended to list all projects and activities of the District, but instead focuses on the broad view of what the District would look like if all components of its mission statement were equally balanced, supported, and funded. It finishes with desired goals and objectives to achieve that plan. The full Strategic Plan was adopted by the Board of Directors in September 2011. Our Plan for the Future of Open Space The District understands that the future of a successful network of open space preserves depends on the success of both public and private partnerships at a regional level, as well as the enthusiastic support of the public who live and work here. Our goal is to work collaboratively with all of our partners to address regional land conservation, stewardship, and public access challenges. At the same time, we will place our energies on connecting and understanding our communities, which have experienced a major shift in demographics and interests in the last decade. The District's long-range plan for the future of open space is grounded in our original mission of preservation, restoration, public access and education, but it also focuses on a rapidly changing tomorrow that requires foresight, flexibility, and the means to succeed. Below is our hope for what the District will accomplish in the next 15-20 years: Regional Open Space Greenbelt Preservation 1 . Expand protected land, to enhance biodiversity, climate change resilience and scenic, rural character 2. Protect and carefully steward watershed lands 3. link preserved lands for habitat and people 4. Support working farms and ranches Protect and Restore the Natural Environment I . Manage water quality for all priority watersheds 2. Benefit sensitive species and their habitats with District management practices I 3 Manage wildfire to become a more natural component of the ecosystem, and minimize negative effects on the community and environment 4 Connect habitats that support a diverse array of native plants and animals 5 Protect cultural resources Public Access and Education 1 . Increase public access to preserved land region-wide 2. Link preserve trails to other regional trails and ultimately to the places where people live and work . . 3. Educate preserve visitors about natural and cultural resources and the r benefits of open space 4 Keep preserves safe, clean, and inviting for healthy exercise and enjoyment 5 Involve and engage communities in ongoing conservation Skyline Ridge Open SPOCC i Strategic Plan Summary Report 12 .cam. .,,,�,�• 'f y ,'�! �•�'' ,� C 1 � . i Long Ridge Open Space Preserve Picc Op ,SFaCe Preserve s',y, pen Space Preserve lock O.vick •• • •• - • - • ' • • History •• . • • _ • • _ •• • • • • _ • • Through the determined and heartfelt efforts of local • •• •• conservationists, the District was •• - . ... . .. created to preserve the regional •• _ _ _ • _• ••• •• greenbelt. A 1972 voter initiative titled Measure R passed by more than a two-thirds vote, and the District was formed in northwestern Santa Clara County. The voters •• • •'•• • ••- •• - • • • -• • • • expanded the District in 1976 •• _ _ ,• to include southern San Mateo County, and in 1992, further expanded it by adding a small portion of Santa Cruz County. •• - •• With the final approval of the • Coastside Protection Program in 2004, the District's boundary •• - • - • • • • • • - • was extended to the Pacific Ocean • • in San Mateo County, from the southern border of Pacifica to the •• - " " Santa Cruz County line and now encompasses 550 square miles. •. - • • . . . Our Relationship • • • •• with POST The District helped found the Peninsula Open Space Trust (POST) in 1977, and since then POST has been responsible for saving more than 70,000 acres as permanent open space and parkland in San Mateo, Santa Clara, and Santa Cruz counties. The two !, ' _; organizations have complementary '` r'•k`M strengths: as a private nonprofit •• 1 . := .��, organization, POST can negotiate ' :r quickly and privately with sellers, - {'`t. u= .- as opportunities arise, to purchase critical open space lands. The District purchases new lands, and also has the capacity to ^' manage properties. - � Rancho San Antonio Open Space Preserve _, a Strategic Plan Summary Report 3 i The Midpeninsula Regional Open Space DistrictMission To ac. . . . greenbelt of open space land in �., perpetuity, protect . d restore the 4111". natural environment, and provide opportunities . .. 11. sensitive public enjoyment NMYaW Ly Ea, • • education. p•ri(e...ra,Lnh fn ro.. II About Us The Midpeninsula Regional Open � 1� �igsr••r -0 P� Space diverse ecosystems that include a...Ly. r redwood, .. k, and fir forests, �,Z n av chaparrokovered hillsides, riparian L,Jcorridors, grasslands, • • wetlands -✓ 1 along San Francisco Bay. Preserves range from 55 to over 000 ' i htl 1 acres • • are open • thepublic free of charge, 365 days a year Visitors will find over 220 miles c:...... •.i.P.r. P� of trails, ranging from easy to challenging terrain. �f k.nra M �r°nin i\ only Part R.aw f Siµ.P— Covering an area of 550includesmiles, the District following cities and unincorporated Z'. areas: Atherton, Cupertino, East y i' sugyl a.r.u.n Palo • El Granada, Half Moon Bay, Los Altos, Los Altos Hills, Los rw.r a • it.l.1'rk Midpeninsua Regional Open Space District Gatos, Menlo Park, Montora, Open Space Preserves and Locations Bear Creek Redwoods 1 Wr—rites Ridge 10 Sierra Azul 19 Monte Sereno, • -• Coal Creek 2 Monte Betio I Skyline Ridge 20 MROSD Preserves Coat Corte de Mader Creek 3 Picchetti Ranch 12 St.Joseph's Hill 21 Mountain Palo °Alto, Other Protected Open Space or Park El Sererw 4 Pulgas Ridge 13 Stevens Creek 22 Pescadero, PortolaValley, Lands&Public Watershed Lands Foothills 5 Purisima Creek Redwoods U Teague HIII 23 Land Trust,Private Watershed Lands, Fremont Older 6 Rancho San Antonlo 15 Thornewood 24 Redwood City, Son • B.Conservation Easements/Plans La Honda Creek 7 Ravenswood 16 iunnas Creek 25 Gregorio, Saratoga, Stanford, Othe r Public Agency Lands Long Ridge 8 Russian Ridge 17 Windy Hill 26 ri lastitutional Lands Los Trancos 9 Saratoga Gap 18 Sunnyvale, • • Woodside. Private Property Next Steps: How Will the District Use the Strategic Plan? The District Strategic Plan is intended to be a dynamic document and will be re-evaluated by the Board and staff annually prior to development of the annual Action Plan and Budget. I Strategic Plan Summary Report 1 4 I I Midpeninsula Regional Open Space District 330 Distel Circle Los Altos, California 94022-1404 Phone: 650-691-1200 e Fax: 650-691-0485 E-mail: info@openspace.org Web site: www.openspace.org Photos above from left:E)Code de Madero Creek Open Space Preserve by Rob Holcomb, Windy Hill Open Space Preserve by Vaibhav Tripathi;Rancho Son Antonio Open Space Preserve by Sue Gole. Photos on front cover from left:Monte Bello Open Space Preserve by Strether Smith;Rancho Son Antonio Open Space Preserve by Karl Gobi;Windy Hill Open Space Preserve by Vaibhav Tripothi,forge photo long Ridge Open Space Preserve by Matthew Findling �w._ ®RRRMDDR RFCCIED RMw ATTACHMENT Midpeninsula Regional Open Space District Strategic Plan 2011 Goals Implementation Outputs Strategies Activities #1A: Lead partners Hire a consultant Enhanced in regional collaboration conservation Research existing between partners approach studies Goal#1: #1B: Determine Research other Enhance IntegratedJon Partners' District and/or Regional District's regional role successes approach toactivities are partners r g conservationbased on Vision acquire land for CollaborationOr anize meetin s9 9 the peninsulaPlan conservation #1C: Define land, with partners resource management, and Develop Regional , Regional public access goals Open Space Vision Conservation Plan Vision X W �_ N Enhanced cn #2A: Public Consider an Community Public more Resource �. " O involvement in setting Advisory Committee leaders& involved with ° a z - ► management o .• vision&goals advocates for District activities activities o a Increase public - ► District emerge - �, trail Goal#2: engagement #2B: IncreasedC Build Public �t —► District interaction Public suppo v Support Get support of Public supports 0. funding with constituents l --� Regional ° Q " opinion leaders measure Conservation #2C: Promote Vision Conduct community � Community-based - --.---- Enhanced workshops&polls public access leadership p Voters approve connections Funding r #3A: Evaluate Identify resources Funding campaign e Measu pursuing a funding and timeline for ,measure funding campaign Sustainable plan Increased ----.- ► ` Staff hired-, Goal#3: Explore other --+► to diversify - grants and � #3B: Evaluate revenues other revenues organizational Enhance alternative financial potential revenues capacity Financial and models enhanced Staffing Re-evaluate -�. Alternative Financial � Resources business model Staffing Plans . business model #3C: Increase optimized to philanthropy, grants, Develop alternative achieve and other revenues financial models ► Alternative balanced financial models mission ATTACHMENT 3 ENVIRONMENTAL SCAN ANALYSIS What has changed over the last two years(2011-2013)as of adoption of the Strategic Plan? 1. Intense Focus on the Vision Plan and Capital Finance Project a. Results: i. Staying on an aggressive schedule to meet Vision Plan deliverables ii. Romped up public and partner outreach efforts;increased District profile iii. Established a strong, thoughtful, well-represented Community Advisory Committee b. Impacts: i. Critical deadlines have been met to date u. Deferrals and delays of numerous Priority 1 and 2 department projects iii. At capacity on ability to take on unanticipated issues, take advantage of new opportunities, or address added scope(without major impacts to existing key projects) iv. Running from one major deadline to another(i.e. periods of intense activity) with no "recovery"for the next sprint v. Greater public awareness and scrutiny;increased participation at public meetings and workshops;increased public input;additional staff time and focus on being responsive vi. Increased District support by community leaders and larger public vii. Setting the course for the District's future 2. Strong Economic Growth a. Results: i. Property assessments up by an overage of 8.35 percent in Silicon Valley ii. Second highest dollar increase in county assessment roll, leading to $260M in additional tax revenue for Santa Clara County iii. San Mateo County's combined secured and unsecured property value assessment roll increased by$8.8 billion, to$156 billion iv. Declining unemployment v. Dramatic reduction in office and apartment vacancies vi. Surge in the NASDAQ vii. Housing values commanding multiple offers and sales above asking price viii. Increased traffic ix. Surge in construction projects, including large public works projects x. Strong entrepreneurial engine, creating much local wealth 1 ATTACHMENT 3 b. Impacts: i. Increased activity and higher prices in residential and commercial real estate;higher prices also seen in rural markets(not in line with actual appreciation) ii. Higher bid prices for construction projects;receiving fewer bids;reduced interest in District projects(smaller scale, more remote, difficult access, specialized);less overall competition for District work iii. High housing costs and traffic are two key issues for the public 3. Changing Pressures in the Labor Market/Employment a. Results i. More employment opportunities;strong labor market ii. Higher competition for talent, especially in lines of work that transfer easily to tech/privat%ity markets iii. Baby Boom generation now of retirement age iv. Changing work culture with advances in new mobile technology, cloud/remote systems, video conferencing b. impacts i. Likely to experience significant numbers of employee retirements in the near future and new job openings/opportunities in upper/senior ranks 4. Political Landscape a. Results i. Two other conservation agencies seeking funding in the same region 1. San Francisco Bay Restoration Authority(same voter pool) 2. Santa Clara County Open Space Authority(different voter pool, but substantial overlap in supporters;however messaging and image may affect District if there is voter confusion) b. Impacts i. Greater competition for voter approval ii. Greater competition for additional public funds iii. Importance of key messaging 5. Funding Resources and Needs j a. Status i. Significant decline in available grant funding opportunities ii. Increased tax revenues b. Impacts i. Greater competition for remaining grant funds 2 ATTACHMENT 3 ii. Even with additional tax revenues, District is only able to make gradual progress on completing capital project list with current funding/staffing 6. Demographics(SM=Son Mateo County, SC=Santa Clara County) a. Change between 2000 and 2010 census i. Increase in Asian (SM=20%v. 24.8% SC=25.6%v. 32%)and Latina(SM =21.9%v. 25.4%, SC=24%v. 26.9%)populations ii. Drop in total&percentage of White population (SM=352,355[49.8%]vs 303,609[42.3"., SC=905,660[53.8%]vs 836,616[4 7Y6)) iii. Increase in percentage of renter-occupied(SM=38.6%vs 40.6% SC 40.2%vs 42.4%) vs. owner-occupied households(SM=61.4%vs 59.4% SC 59.8%vs 57.6%) iv. Increase in foreign born residents(SM=32.3%vs 34% SC=34.1%vs 37%) v. Increase in naturalized citizens (SM=15.8%vs 18.6%, SC=14%vs 18.6%) b. Other changes i. Large influx of highly educated, particularly young, talent given high-tech magnet c. Impacts i. Ongoing shift in demographic makeup of voter pool ii. Groups that are increasing in population numbers may hold different in core values, or priorities compared to population of 1972(District formation);populations may seek to use open space lands somewhat differently and the District needs to be sensitive and responsd to those needs KEY TAKE A WAYS FOR COMING YEAR 1. Focus on completing projects that are underway or are partially completed;to the extent possible, refrain from launching new projects or initiatives in the near term, unless current workload is reprioritized or additional staff resources are identified. 2. Focus on developing a Vision Plan implementation strategy with timelines and establish the mechanisms and systems needed to seamlessly and efficiently proceed with implementation. 3. In order to make significant progress on Vision Plan projects, new sources of funding and additional staffing will be needed. 4. Pay close attention to labor market and staff retention to identify important trends early and respond accordingly;work to become employer of choice to attract strong talent. 3 ATTACHMENT 3 S. Create flexibility in the annual District Action Plan to allow District staff to act on new, unplanned opportunities(grants, legislation,partnerships) when they arise. (Note: Once we embark on such items, the District becomes subject to the timelines imposed by outside forces, making flexibility even more important.) 6. Develop more detailed project scopes, longer timelines, and more robust cost estimates to account for greater project complexity 7. Importance of getting the District's message out and raising its profile across the entire demographic spectrum and in collaboration with other agencies/organizations 8. Consider whether adjustments are needed to current policies, communication and outreach, and/or management and operations moving forward to ensure that the District remains relevant to the changing demographics and rise in technology use. i 4 SPECIAL MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Mountain View Community Center, Room 3 201 S Rengstorff Ave, Mountain View, CA 94040 Friday,November 8, 2013 9:00 A.M. AGENDA Discussion and Possible Board Action on Emerging Issues Affecting the Midpenlinsula Regional Open Space District and Their Potential Effects on the Strategic Plan I. Purpose of Meeting and Review of Agenda a. Introduction of Facilitator: Marilyn Manning b. Purpose: To review and reaffirm or adjust as necessary the goals and strategies of the 2011 Strategic Plan to guide the District's focus for FY2014-15. 11. Review of 2011 Strategic Plan and Current Progress Report a. 2011 Strategic Plan b. Progress Report 111. Presentation of Environmental Scan Results a. Capital Finance Measure polling results b. Summary of Environmental Scan IV. Discussion of Potential Strategic Plan Adjustments and Focus for FY2014-15. a. Staff recommendation as starting point V. Conclusion/Next Steps Emerging Issues Affecting the Midpeninsula Regional Open Space District and Their Potential Effects on the Strategic Plan ' M Board Retreat November 8, 2013 www.openspace.org PRESERVE • PROTECT RESTORE • EDUCATE • ENJOY � s Outline r 1 . Introduction of Facilitator & Purpose of Retreat 11 . 2011 Strategic Plan Summary & Progress Report 111 . Environmental Scan & Status of Ballot Measure Evaluation IV. Potential Strategic Plan Adjustments & Focus for FY2014-15 V. Conclusions & Next Steps www.openspace.org PRESERVE • PROTECT RESTORE EDUCATE ENJOY w x Purpose i 1 . To review and reaffirm, or adjust as necessary, the goals and strategies of the 2011 Strategic Plan to guide the District's focus for FY2014-15; 2. To receive a status report about the evaluation of a potential ballot measure; 3. To consider forming an ad hoc Board committee to provide input into the evaluation of a potential ballot measure. www.opensp+ace.org PRESERVE * PROTECT * RESTORE • EDUCATE * ENJOY Strategic Plan Background Developed in 2011 to provide a high-level framework to guide the District's focus on achieving all components of its mission statement 4 Summary created in 2012 to concisely articulate the goals and objectives extracted from the logic model A "dynamic" document, to be reevaluated annually by the Board to guide Action Plan and Budget development Today's retreat is the Board's first annual Strategic Plan update session www.openspace.org PRESERVE • PROTECT • RESTORE * EDUCATE • ENJOY uonceptual Model Establishes the balanced three part mission, Mission ,Stat t focused on preservation, restoration, and access/education. Establishes the strategic framet,%,,ork for plaiuun;, trate im funding and implementing activities that fulfill the 171ission Establishes science-based and community-lased vision � { � �i desired outcomes that fulfill the mission and identifies major projects to pursue over decades. Establishes year-by-year projects and budget to ctau Plans & aat y � r care out Vision Plali priority projects within the strategic framework and fulfilling the nus loll. www.openspace.org PRESERVE • PROTECT • RESTORE • EDUCATE * ENJOY L Strategic Plan Progress Report Goal 1 : Common Conservation Vision with Partners Underway Objective 1 : Enhance partner collaboration Underway Objective 2: Integrated approach to conservation Ve Objective 3: Develop Vision Plan Goal 2: Connecting People, Open Space, and Vision Objective 1 : Establish CAC v/ Objective 2: Increase public outreach across all sectors Ongoing v/ Objective 3: Involve all District departments in outreach/comm Ongoing Goal 3: Strengthen Financing and Staffing to Fulfill Mission Underway Objective 1 : Develop options for increasing funding ,/ Objective 2: Evaluate additional revenue opportunities Ongoing Underway Objective 3: Staffing efficiencies and reevaluate funding/biz model www.openspace.org PRESERVE • PROTECT . RESTORE • EDUCATE * ENJOY Environmental Scan & Ballot Measure Evaluation k E G 1 0 N A L r Status of Ballot pleasure Evaluation Environmental scan Takeaways www.openspace.org PRESERVE • PROTECT * RESTORE • EDUCATE ENJOY Environmental Scan Key Findings 4 Focus on completing projects underway or are partially completed Additional funding and staffing needed to implement vision Plan Tracklrespond to trends in labor market and staff retention Develop a flexible Action Plan to respond to opportunities Factor in the increase in project complexity Focus on outreach and raising awareness across all groups Ensure District stays relevant to changing demographics & rise in technology use www.openspate.org PRESERVE 9 PROTECT 9 RESTORE • EDUCATE • ENJOY FY2014-15 Action Plan r , Ivey FY2014-15 Work Item Categories: 0 Potential Ballot Measure Continuation of Existing Projects Planning Phase 1 of Vision Plan Implementation Flexibility Bandwidth www.openspace.org PRESERVE * PROTE T * RESTORE • EDUCATE * ENJOY Potential Adjustments to Strategic Plan Goal 1 — Promote and establish a common conservation vision with partner agencies Objective 1 -- Enhance collaboration between partners Objective 2 — Determine Begin implementation of an integrated approach to conservation on the Peninsula, South Bay and San Mateo coast Objective 3 - vet Begin implementation of a Regional Open Space Vision Plan www.©penspace.org PRESERVE • PROTECT + RESTORE • EDUCATE + ENJOY Potential Adjustments to Strategic Plan Goal 2 — Connect people to open space and a regional vision Objective 1 F-stab sh rConclude the work of the Community Advisory Committee on the Vision Plan and consider an ongoing role Objective 2 — InGrea Continue public outreach across all socio- economic sectors of the surrounding communities Objective 3 — Involve all District departments in public outreach and J p communication www.openspace.org PRESERVE PROTECT * RESTORE EDUCATE * ENJOY I r i 77% 7� Potential Adjustments to Strategic Plan Goal 3 — strengthen financial and staffing resources to fulfill the mission Objective 1 — Z:J Pursue a voter-approved avenue measure to meet acquisition, land protection and restoration, and public access priorities Objective 2 — Evaluate additional discretionary revenue opportunities Objective 3 — Identify f fiGie o� � i staffiR staffing needs to most effectively implement the Vision Plan, and re- evaluate the current business model, and adapt the funding model accordingly www.openspcace.org PRESERVE PROTECT RESTORE * EDUCATE 9 ENJOY i i Conclusion • Next Steps rt ' Vision Plan Completion Development of FY2014-15 Action Plan and Budget Continue evaluation of potential ballet measure with ad hoc committee www.openspace.org PRESERVE « PROTECT RESTORE EDUCATE « ENJOY