Loading...
HomeMy Public PortalAbout20141028 - Agenda Packet - Board of Directors (BOD) - 14-30 SPECIAL MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Historic Adobe Building 157 Moffett Boulevard, Mountain View 94043 Tuesday, October 28, 2014 SPECIAL MEETING BEGINS AT 9:00 A.M. A G E N D A 9:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ORAL COMMUNICATIONS – PUBLIC ADOPTION OF AGENDA BOARD BUSINESS 1. Annual Review of the Strategic Plan Goals and Objectives to Guide the District’s Focus for FY2015-16 (R-14-136) Staff Contact: Ana Ruiz & Kevin Woodhouse, Assistant General Managers General Manager’s Recommendation: Adopt the Proposed Changes to the Strategic Plan to Effectively Respond to Changes in the Surrounding Environment. 2. Proposed 2015 Master Calendar for Board and Committee Meetings (R-14-133) Staff Contact: Jennifer Woodworth, District Clerk General Manager’s Recommendation: Adopt the 2015 Master Calendar for Board and Committee Meetings. 3. Proposed Study Issues Process (R-14-132) Staff Contact: Jennifer Woodworth, District Clerk General Manager’s Recommendation: Review and approve and/or amend and approve the proposed Study Issues process and policy. ADJOURNMENT 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. Meeting 14-30 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 I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that the foregoing agenda for the Regular Meeting of the MROSD Board of Directors was posted and available for review on October 24, 2014, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022. Agenda materials are also available on the District’s website at http://www.openspace.org. Signed this 24th day of October, 2014, at Los Altos, California. R-14-136 Meeting 14-30 October 28, 2014 AGENDA ITEM 1 AGENDA ITEM Annual Review of the Strategic Plan Goals and Objectives to Guide the District’s Focus for FY2015-16 GENERAL MANAGER’S RECOMMENDATION Adopt the Proposed Changes to the Strategic Plan to Effectively Respond to Changes in the Surrounding Environment SUMMARY Each year, the Board of Directors reviews and comments on the results of an Environmental Scan to determine what adjustments are needed to the Strategic Plan goals and objectives to best position the District to respond to future challenges and/or opportunities. Results of the Environmental Scan and the corresponding proposed changes to the Strategic Plan are discussed in detail as part of this report. BACKGROUND In 2011, the District developed and the Board adopted a comprehensive Strategic Plan (R-11- 96). Since then, the Board of Directors has made two annual revisions to the Strategic Plan, one in 2012, and a second in 2013. This latest iteration served to provide strategic direction for Fiscal Year 2014-15 (see Attachment 1). The Strategic Plan provides a high-level framework to guide the District’s focus on achieving all components of its mission statement, and is a dynamic document that is re-evaluated by the Board and staff annually prior to the development of the annual Action Plan and Budget. The annual review of the Strategic Plan is intended to provide the Board with an early opportunity to set the District’s overall course for the coming year at a broad policy level. The Special Board Meeting on October 28, 2014, 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 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. Information provided in this memorandum and staff presentations during the meeting will summarize the District’s progress on its Strategic Plan goals and objectives over the last year, present the results of an environmental scan concerning significant changes in the last year or R-14-136 Page 2 forecasted for the coming years, and a recommendation from the General Manager on potential adjustments to the Strategic Plan for FY2014-15. DISCUSSION Environmental Scan Results As a reminder, the Strategic Planning Cycle includes an annual 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 better position the District to respond to future challenges and/or opportunities. At the retreat, staff will summarize information from the Environmental Scan results provided in Attachment 2, including the following main take aways: 1. Changing political agenda requires the District to (1) remain vigilant and allocate sufficient resources to gauge political/legislative environment and (2) demonstrate/communicate an active role in addressing socio-economic issues and water scarcity (e.g. reaching out to low-income communities, engaging diverse audiences, protecting the upper watersheds, restoring creeks, etc). 2. Additional staffing, tools, and training is critical for a successful Measure AA ramp up. Given factors that are out of District control (i.e. permitting, public review process) it is more realistic to bring in additional resources to accomplish more during the same timeframe, than to attempt to do more in less time. 3. FOSM streamlining and efficiency recommendations will improve internal processes and require time and attention for successful implementation to ensure high adaptability by the entire organization. 4. Drought conditions and greater attention to water issues is demanding additional resources to carefully inventory, track, monitor, protect the District’s water rights; pursue upgrades to existing water systems and development of new water sources and water rights to ensure sufficient supply for existing and future uses. 5. Clear direction, sustained focus on existing District priorities, and clear policies to address emerging issues are all critical to avoid loss of project momentum and delays. 6. Consideration of new workplace practices, changes in the organizational structure, and anticipated staffing growth will inform the District’s short-term and long-term staff facility needs, which will need to be evaluated in short term. Proposed Strategic Plan Adjustments Based on Strategic Plan progress to date, the status of current FY2014-15 Action Plan projects, the successful passage of the 2014 General Obligation Bond measure, and the results of the environmental scan, staff has identified the following draft list of key categories of work items for FY2015-16: • Implement Measure AA/Vision Plan Priority Projects: Proceed with the second year of Measure AA/Vision Plan Priority Project Implementation; institute all expenditure tracking and reporting mechanisms needed to prepare accountability reports. R-14-136 Page 3 • Implement Recommendations from the Financial and Operational Sustainability Model (FOSM) study: Develop a detailed schedule and phasing plan to implement FOSM recommendations across all levels of the District’s organization to increase internal efficiencies and expand capacity to better fulfill the District’s mission and priorities. • Policy Development: Develop new draft Board policies to address emerging and current operational, environmental, and use issues. This draft list of work item categories is provided to assist the Board’s consideration of the proposed revisions to the goals or objectives of the Strategic Plan, which are provided in detail in Attachment 3. Adjustments to the Strategic Plan will help guide staff’s development of the Action Plan and Budget for FY2015-16, for future Board consideration. In addition, the Board’s consideration of which Measure AA projects to include as part of the upcoming 5-year capital improvement program on October 29 will also guide the development of the Action Plan and Budget for FY2015-16. FISCAL IMPACT Acceptance of the Environmental Scan and Adoption of the proposed changes to the Strategic Plan has no direct fiscal impact, but will drive Action Plan and Budget priorities and their attendant costs in the coming year. BOARD COMMITTEE REVIEW This item was brought straight to the full Board given full Board interest and importance. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS The General Manager and District Departments will develop the draft annual Action Plan and Budget for FY2015-16, including the 5-Year Capital Improvement Plan, to reflect the Board- approved revisions to the Strategic Plan, Attachments 1. Fiscal Year 2014-15 Strategic Plan Update 2. 2014 Environmental Scan 3. Proposed Revisions to the Strategic Plan Goals and Objectives for Fiscal Year 2015-16 Responsible Department Head: Stephen E. Abbors, General Manager Prepared by: Ana Ruiz and Kevin Woodhouse, Assistant General Managers Fiscal Year 2014-15 Strategic Plan Update Goal 1– Promote, establish and implement a common conservation vision with partners Objective 1 – Enhance collaboration with partners Objective 2 –Implement an integrated approach to conservation on the Peninsula, South Bay and San Mateo Coast Objective 3 –Implement a Regional Open Space Vision Plan Goal 2– Connect people to open space and a regional vision Objective 1 – Conclude the work of the Community Advisory Committee on the Vision Plan and explore roles for a future community advisory group Objective 2 –Continue to develop and implement a long-term public outreach strategy Objective 3 –Involve all District departments in public outreach and communication Goal 3– Strengthen organizational capacity to fulfill the mission Objective 1 – To implement public access, acquisition, and restoration priorities, prepare for a voter-approved revenue measure Objective 2 –Evaluate additional discretionary revenue opportunities (grants, etc.) Objective 3 –Identify staffing needs to most effectively implement the Vision Plan, re-evaluate the current business model, and adapt the funding model accordingly Skyline Ridge Open Space Preserve Liv Ames Long Ridge Open Space Preserve Todd Ditchendorf Sierra Azul Open Space Preserve © David Weintraub, 2011 Vision Plan Through a public visioning process, the District and its Community Advisory Committee identified a slate of 54 project areas of high priority. These projects are distributed throughout the District’s jurisdiction and include adding trail and trail connections, opening new preserves, protecting redwood forests, preserving farmland, restoring wetlands and streams, providing habitat connectivity and reducing fire risk. The top 25 priority projects were evaluated and costed for an amount of approximately $300 million. A complete list with more details about the projects can be found at www.openspace.org/imagine. Funding Measure In February 2014, the District’s Board of Directors voted to place a general obligation bond measure on the June 2014 ballot. Designated as Measure AA, it will fund up to $300 million in bonds over a 20-30 year period at an additional tax rate not to exceed $3.18 per $100,000 of assessed property value. All funds from Measure AA are designated for the top 25 priority projects identified through the District’s public visioning process. This measure requires two-thirds vote in the District’s jurisdiction in San Mateo, Santa Clara and a portion of unincorporated Santa Cruz counties, and all expenditures would be verified by an independ- ent oversight committee. More information about the proposed bond measure can be found at www.openspace.org/MeasureAA. Strategic Plan Summary Report © D a v i d W e i n t r a u b , 2 0 1 1 Windy Hill Open Space Preserve 2014 ENVIRONMENTAL SCAN ANALYSIS What is has changed around us and internally that may affect (either positively or negatively) the District’s ability to carry out its mission effectively and efficiently? 1. Visitors and Demographics a. Status i. Bay Area has a high concentration of young tech workers; large sector of local population is technology-driven, affecting where and how they get information ii. Measure AA supported by younger, urban, ethnically-diverse population; support from older/wealthier demographic is beginning to decline iii. Increased demand for new and expanded visitor programs as more people learn about the District – true for volunteer docent programs and specialized hikes, requests for presentations and attendance at events iv. Demand for more access and parking at busy Preserves, both evening and weekends v. Increase demand for mountain biking, dog walking opportunities vi. 36% of local population are born outside this country, bringing different perspectives and use patterns/desires of open space vii. Although area is one of healthiest in the nation, health and obesity concerns still exist: - 2013 CA statistics - 24.1% of adults were identified as obese - up from 21.5% in 2004 and from 9.9% in 1990 1 - In 2011-12, 16.9% of US children and teens were identified as obese, and an additional 15% as overweight for a total 31.8% 2 - Obesity rate in California is expected to increase to as high as 46.6% in 2030 if current trends continue 3 - In 2007 - 37.8% of adults in San Mateo County and 32.9% in Santa Clara County were identified with having at least one chronic health condition and more than half with multiple chronic conditions* 4 b. Considerations for the District i. Outreach needed to more diverse population, youth, and Millennial generation to build solid understanding of and strong support for open space and outdoor recreation ii. Greater use of technology/social media needed to transmit information - needs to be adaptable for use via mobile/handheld devices 1 The State of Obesity in California. The State of Obesity – Better Policies for a Healthier America. www.stateofobesity.org 2 Drop in Obesity Among Nation’s Youngest Kids. Robert Wood Johnson Foundation. March 3, 2014. www.rwjf.org 3 California Obesity Rate to Double by 2030, New Report Projects. California Healthline. September 19. 2012. http://www.californiahealthline.org 4 Chronic Conditions of Californians, 2007 California Health Interview Survey. California Healthcare Foundation. http://www.chcf.org Attachment 2 iii. Provide high-value services that meet the needs of the changing population to establish strong roots and relevancy with the changing supporter demographic iv. Expand visitor programs and how we reach out to the public; bring nature out to where the people are located and locate events closer to residents v. Communicate successes and “promises kept” broadly and frequently to the public, especially when opening new trails, parking areas, new areas to bicycle and dog uses vi. Emphasize health benefits of outdoor recreation 2. Climate Change/Environmental Sustainability a. Status i. 4th year of below average rainfall - More wildlife seeking water and food at wildland-urban interface leading to increased encounters with humans - Wildlife populations showing signs of stress, breeding rates low (e.g. reduced breeding of CRLF in 2014); increased livestock predation as prey becomes more scarce - Reduced water for grazing and residential tenants (domestic and stockwater) - Neighbors who rely on spring, well, creek water are impacted; many springs, creeks, and wells have gone dry - Increasing threat of fire – 2014 fire season lasted the entire calendar year - Pressure growing in adjudicated watersheds to track water usage and potentially limit types of water consumption (domestic vs. stockwater) ii. Balancing conflicting desires to use sustainable/green construction elements and keep project costs down. iii. Potential for increased inquiries for installation of renewable facilities on District land (e.g wind turbines, solar panel farms) iv. Use of new technologies and approaches to reduce GHG emissions: videoconferencing, cloud based technology, and handheld devices for remote access b. Considerations for the District i. Secure new sources of water for domestic and stockwatering use: new well installations, off-site storage/pond development to rely less and/or have alternatives to spring and creek water; purchase properties with additional water rights/resources ii. Scope and develop program to manage, inventory, track, and monitor District water rights and water use iii. Establish clearer policies regarding sustainable practices and green technology 3. Political Landscape a. Status i. Passage of Measure AA has engaged the community, other agencies, and stakeholders to seek and lobby for funding and/or partnerships for outside projects, examples: Farm Attachment 2 Bureau and San Mateo County push for farm labor housing; realignment and improvements to Town of Portola Valley trails; acquisition of the defunct Los Trancos Water District surplus property ii. Key leaders in California legislature are largely from Southern California, focusing on issues that may not be relevant to this region. New legislation may reflect a stronger focus on socio-economic/social justice issues, including park funding for inner-city areas and improved access to disadvantaged communities iii. Committee for Green Foothills’ People for Parks Project focuses on parks and open space needs in East Palo Alto iv. Push for Measure Q by sister/partner agency Santa Clara Open Space Authority v. Increased media/public scrutiny of District matters; increased visibility and awareness may also increase public interest in volunteering/serving on the Board/participating in District events vi. Increased pressure to preserve/expand farm labor housing on the coast vii. Potential new changes of elected officials will require new partnership outreach and cultivation viii. Potential for new legislation to conserve water and manage consumption, including well water use; increased reporting requirements for water usage/water rights management b. Considerations for the District i. Clear direction and sustained focus on District priorities to avoid loss of project momentum and delays is needed particularly now when pressure to take on other’s priorities is increasing ii. Important to remain vigilant and engaged in legislative matters given potential for changing priorities and focus iii. Take a more proactive approach to ensure broad distribution of benefits and engagement in programs that service a socio-economically diverse audience – support for improvements and programming at Cooley Landing offers one opportunity iv. Establish clearer policies regarding structures disposition, particularly for structures/houses on the Coast given low housing stock and high need 4. Economy and Finance a. Status i. Improved economy coupled with high construction demand decreases contractor availability and increases contractor selectivity resulting in higher project costs and fewer bids, particularly for small projects ii. Improved economy also affecting responsiveness and service quality of consultants, as they too become more busy with new jobs, additional clients iii. Increased land values may result in potentially more expensive land purchases Attachment 2 iv. New budgeting, tracking and reporting processes needed to administer Measure AA (includes tracking of project management/construction staff costs) v. By providing a new secure source of funding for capital projects and land acquisitions, Measure AA frees up additional General Funds for operational needs. However, Measure AA will also drive the need to expand operational staff and facilities which support accelerated capital spending. vi. In order to manage the financial changes driven by Measure AA, the District must revise its short-term spending guidelines, its long-term financial model and its reserves policy. vii. Projected continued above-average growth in General Fund tax revenue due to high demand for residential and commercial real estate within the District. viii. High housing cost and regional housing shortage is heightening outside interest in retaining and rehabilitating unused structures – including structures to use as farm labor housing – potentially affecting District decisions regarding disposition of structures ix. IRS regulations limiting issuance of tax-free general obligation bonds for purchase of “private purpose” assets may affect District decisions regarding agricultural and grazing use on new land acquisitions. b. Considerations for the District i. Bundle construction projects when possible to attract more bidders and more competitive bids ii. Enter into more on-call consulting contracts to have at hand multiple expert consultants to hire for projects and issues as needed iii. Assign additional staff time and funding to Finance function including new project management software/training, as well as to establish more robust functionality and use of IAFS iv. Adjust funding guidelines, financial models and reserve policies to reflect new strategic plan and set aside additional General Funds for operating needs, including an initial ramp- up to accelerate needed capacity and resources. v. Establish clearer policies regarding structures disposition, particularly for structures/houses on the Coast given low housing stock and high need vi. Structure future land purchases to minimize need for taxable general obligation bonds. 5. Human Resources/Workplace Environment a. Status i. Increased demand for additional staff and consultant/contractor capacity to complete Measure AA projects – complete more projects in a shorter timeframe ii. Likewise, District will be facing an increasing demand for staff to address ongoing maintenance and management needs as new properties are purchased, improved, opened and new facilities are constructed Attachment 2 iii. Bay Area high cost of housing/living negatively impacts District’s ability to attract new employees and retain existing staff – or compel more employees to accept longer commutes – may want to consider new work arrangements/employee housing options to reduce commute times and attract/retain staff iv. Demand for additional lease space to house increases in staff will grow v. FOSM study is evaluating best management practices, process improvements, organizational structure options, to increase internal efficiencies – recommendations are forthcoming and implementation will require careful, strategic roll-out to allow for orderly, systematic, and adaptable implementation vi. Increased network bandwidth at field offices allows for more video-conferencing, eliminating travel time vii. Growth in staff to implement and subsequently manage/maintain MAA projects will accelerate need for expanded staff facilities and additional staff support services (IT, HR, GIS) viii. Additional effort needed to outreach to prospective new hires/colleges/high schools/etc to attract interest and new candidates, particularly for field positions b. Considerations for the District i. Ramp up the initial hiring of additional staff to expand capacity to complete more projects and manage lands; bring forward obvious additions at mid-year ii. Open up existing housing stock as general employee housing on limited term/reduced cost basis as an additional employee benefit to retain/attract employees given high cost of housing; integrate telecommuting/work from remote locations, including field offices; integrate flexible work schedules beyond existing core hours (9 – 4 PM) iii. Begin exploring new work structure for District employees and what type of facility expansion is needed to accommodate new staffing and new work structure iv. Implement new methods, outreach tools, search for new potential labor pools to broaden and further diversify our recruitment 6. District Operations and Management a. Status i. Demands on staff to implement more projects, more quickly are high – additional resources will be needed to sustain the strong push. ii. Importance of transitioning District resources from focusing on large, organizational, District-wide projects (Capital Finance, Strategic Plan, Vision Plan) to project implementation and core function delivery iii. Importance of timely reviews and decision-making to move projects forward iv. Greater delegation of department-level business decisions is needed to keep items and projects moving forward to resolution; greater delegation requires acceptance of higher level of risk and increased internal training to minimize risk Attachment 2 v. Heightened need for clear direction and sustained focus on District priorities to avoid loss of momentum and delays vi. Project permitting at local, state, and federal levels continues to be source of greatest uncertainty and cause for significant project delays; lack of consistent application of rules and regulations also an issue (e.g. State Water Board C-3 requirements differ between SMCo and SCCo) vii. Need for additional training, tools, policies to expedite project delivery and reduce processing times (project management training, data management systems, etc) viii. Direction on future staff facility expansion options/range of acceptable costs will be needed to address staff growth in the short term and long term. ix. Increased expectations to accomplish more in less time b. Considerations for the District i. Ramp up the initial hiring of additional staff to expand capacity to complete more projects and manage lands ii. Implement efficiency strategies recommended by FOSM and others to streamline decision-making processes to arrive at project completion more quickly iii. Careful Board consideration of new projects, new initiatives to avoid delaying/losing momentum on priority Measure AA projects iv. Push for permit streamlining mechanisms at local, state, federal levels v. Set aside sufficient funding to provide tools/training to improve efficiencies vi. Prioritize policy development to proactively fill policy gaps that can result in project delays on the back end when policy issues arise; include staff training in changes to administrative policies KEY CONSIDERATIONS FOR FY2015-16 1. Changing political agenda requires the District to (1) remain vigilant and allocate sufficient resources to gauge political/legislative environment and (2) demonstrate/communicate an active role in addressing socio-economic issues and water scarcity (e.g. reaching out to low-income communities, engaging diverse audiences, protecting the upper watersheds, restoring creeks, etc). 2. Additional staffing, tools, and training is critical for a successful Measure AA ramp up. Given factors that are out of District control (i.e. permitting, public review process) it is more realistic to bring in additional resources to accomplish more during the same timeframe, than to attempt to do more in less time. 3. FOSM streamlining and efficiency recommendations will improve internal processes and require time and attention for successful implementation to ensure high adaptability by the entire organization. Attachment 2 4. Drought conditions and greater attention to water issues is demanding additional resources to carefully inventory, track, monitor, protect the District’s water rights; pursue upgrades to existing water systems and development of new water sources and water rights to ensure sufficient supply for existing and future uses. 5. Clear direction, sustained focus on existing District priorities, and clear policies to address emerging issues are all critical to avoid loss of project momentum and delays. 6. Consideration of new workplace practices, changes in the organizational structure, and anticipated staffing growth will inform the District’s short-term and long-term staff facility needs, which will need to be evaluated in short term. Attachment 2 Strategic Plan goals and objectives for FY 20142015-1516: Goal 1 – Promote, establish and implement a common conservation vision with partners Objective 1 – Enhance collaboration with partners Objective 2 – Implement an integrated approach to conservation on the Peninsula, South Bay and San Mateo Coast Objective 3 – Implement a Regional Open Space Vision Plan Goal 2 – Connect people to open space and a regional vision Objective 1 – Conclude the work of the Community Advisory Committee on the Vision Plan and explore roles for a future community advisory groupComplete the selection process for the Bond Oversight Committee Objective 2 – Continue to develop and implement a long-term public outreach strategy Objective 3 – Involve all District departments in public outreach and communication Goal 3 – Strengthen organizational capacity to fulfill the mission Objective 1 – To implement public access, acquisition, and restoration priorities, prepare for a voter-approved revenue measureTo fund high-priority Measure AA projects, plan and complete first bond issuance under Measure AA authority Objective 2 – Evaluate additional discretionary revenue opportunities (grants, etc.)Continue to pursue grant funding for projects to augment operating and bond revenues Objective 3 – Identify staffing needs to mostBegin to implement the new business model, as informed by the results of the Financial and Operational Sustainability Model Study, to effectively and efficiently deliver implement the Vision Plan projects and the District’s ongoing functions, re-evaluate the current business model, and adapt the funding model accordingly Attachment 3 R-14-133 Meeting 14-30 October 28, 2014 AGENDA ITEM 2 AGENDA ITEM Proposed 2015 Master Calendar for Board and Committee Meetings GENERAL MANAGER’S RECOMMENDATION Adopt the 2015 Master Calendar for Board and Committee Meetings SUMMARY AND DISCUSSION To allow for accurate scheduling and planning of Board of Directors and Board Committee meetings, staff proposes adoption of a Master Calendar each year that will include all known Board and Committee meetings for the calendar year. This will assist staff and Board members in planning future District meetings and events as well as vacation time. The Master Calendar will be updated as needed to include any added or canceled meetings as necessary. The Master Calendar notes routine and mandatory items, state conferences, holidays, and special events or meetings. Additional Committee meetings will be added following adoption of the annual Action Plan by the Board of Directors. FISCAL IMPACT Adoption of a Master Calendar has no fiscal impact. BOARD COMMITTEE REVIEW This item was brought before the full Board of Directors to determine if it should be further studied by a Committee or acted on by the entire Board. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS If approved by the Board of Directors, the 2015 Master Calendar will be provided to the Board of Directors in each Board meeting packet and updated as necessary prior to each Board meeting. R-14-133 Page 2 Attachment 1. Draft 2015 Master Calendar Responsible Department Head: Stephen E. Abbors, General Manager Prepared by: Jennifer Woodworth, District Clerk Month, Year Date Day Time Meeting Type January, 2015 1/14/2015 Wednesday 7:00 PM Regular Meeting 1/27/2015 Tuesday 1:00 PM LFPAC Meeting 1/28/2015 Wednesday 7:00 PM Regular Meeting 1/29/2015 Thursday 1:00 PM ABC Meeting February, 2015 2/3/2015 Tuesday 1:00 PM ABC Meeting 2/5/2015 Thursday 1:00 PM ABC Meeting 2/11/2015 Wednesday 7:00 PM Regular Meeting 2/25/2015 Wednesday 7:00 PM Regular Meeting March, 2015 3/3/2015 Tuesday 2:00 PM ABC Meeting 3/11/2015 Wednesday 7:00 PM Regular Meeting 3/17/2015 Tuesday 1:00 PM LFPAC Meeting 3/25/2015 Wednesday 7:00 PM Regular Meeting April, 2015 4/8/2015 Wednesday 7:00 PM Regular Meeting 4/22/2015 Wednesday 7:00 PM Regular Meeting 4/28/2015 Tuesday 2:00 PM BAE Committee Meeting May, 2015 5/13/2015 Wednesday 7:00 PM Regular Meeting 5/19/2015 Tuesday 5:00 PM Closed Session Re: BAE 5/20/2015 Wednesday 5:00 PM Closed Session Re: BAE 5/27/2015 Wednesday 5:00 PM Closed Session Re: BAE 5/27/2015 Wednesday 7:00 PM Regular Meeting June, 2015 6/10/2015 Wednesday 7:00 PM Regular Meeting 6/16/2015 Tuesday 2:00 PM Closed Session Re: BAE 6/24/2015 Wednesday 7:00 PM Regular Meeting July, 2015 7/8/2015 Wednesday 5:00 PM Closed Session Re: BAE 7/8/2015 Wednesday 7:00 PM Regular Meeting 7/22/2015 Wednesday 7:00 PM Regular Meeting August, 2015 8/12/2015 Wednesday 7:00 PM Regular Meeting 8/26/2015 Wednesday 7:00 PM Regular Meeting September, 2015 9/8/2015 Tuesday 1:00 PM LFPAC Meeting 9/9/2015 Wednesday 7:00 PM Regular Meeting 9/23/2015 Wednesday 7:00 PM Regular Meeting October, 2015 10/14/2015 Wednesday 7:00 PM Regular Meeting 10/22/2015 Thursday 9:00 AM Strategic Plan Workshop 1/1/2015 - 2/24/2016 Midpeninsula Regional Open Space District Proposed Meeting Calendar Attachment 1 10/28/2015 Wednesday 7:00 PM Regular Meeting November, 2015 11/10/2015 Tuesday 1:00 PM ABC Meeting 11/11/2015 Wednesday 7:00 PM Regular Meeting 11/17/2015 Tuesday 1:00 PM ABC Meeting December, 2015 12/1/2015 Tuesday 1:00 AM LFPAC Meeting 12/9/2015 Wednesday 5:00 PM Closed Session Re: BAE 12/9/2015 Wednesday 7:00 PM Regular Meeting January, 2016 1/13/2016 Wednesday 7:00 PM Regular Meeting 1/19/2016 Tuesday 5:00 PM Study Session: BOC Interviews 1/20/2016 Wednesday 5:00 PM Study Session: BOC Interviews 1/27/2016 Wednesday 7:00 PM Regular Meeting February, 2016 2/10/2016 Wednesday 7:00 PM Regular Meeting 2/24/2016 Wednesday 7:00 PM Regular Meeting Attachment 1 TENTATIVE BOARD MEETING CALENDAR JANUARY 2015 DATE TIME ITEM DEPARTMENT January 14 Wednesday 7:00 p.m. BOARD MEETING Election of the Board of Directors Officers for Calendar Year 2015 District Clerk Appointment of Action Plan and Budget Committee Members for Calendar Year 2015 District Clerk January 14 Wednesday MROSD FINANCING AUTHORITY MEETING Acceptance of the Controller’s Annual Financial Report of the Midpeninsula Regional Open Space District Financing Authority District Controller January 27 Tuesday 1:00 LEGISLATIVE FUNDING & PUBLIC AFFAIRS COMMITTEE MEETING Legislative Update Public Affairs Accessibility Plan Update Planning Roadside Signage Public Affairs January 28 Wednesday 7:00 p.m. BOARD MEETING Appointment of Board of Directors Standing Committee Members for Calendar Year 2015 Board President/ District Clerk Appointment of District Representatives to the Governing Board of the Midpeninsula Regional Open Space District Financing Authority for Calendar Year 2015 Board President/ District Clerk Attachment 1 TENTATIVE BOARD MEETING CALENDAR January 29 Tuesday 1:00 ACTION PLAN & BUDGET COMMITTEE MEETING FY15-16 Budget Administration Attachment 1 TENTATIVE BOARD MEETING CALENDAR FEBRUARY 2015 DATE TIME ITEM DEPARTMENT February 3 Tuesday 1:00 ACTION PLAN & BUDGET COMMITTEE MEETING FY15-16 Budget Administration February 5 Thursday 1:00 ACTION PLAN & BUDGET COMMITTEE MEETING FY15-16 Budget Administration February 11 Wednesday 7:00 p.m. BOARD MEETING February 25 Wednesday 7:00 p.m. BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR MARCH 2015 DATE TIME ITEM DEPARTMENT March 3 Tuesday 1:00 ACTION PLAN & BUDGET COMMITTEE MEETING FY15-16 Budget March 11 Wednesday 7:00 p.m. BOARD MEETING March 17 Tuesday 1:00 LEGISLATIVE FUNDING & PUBLIC AFFAIRS COMMITTEE MEETING Legislative Update Public Affairs March 25 Wednesday 7:00 p.m. BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR APRIL 2015 DATE TIME ITEM DEPARTMENT April 8 Wednesday 7:00 p.m. BOARD MEETING April 22 Wednesday 7:00 p.m. BOARD MEETING April 28 Tuesday 2:00 BOARD APPOINTEE EVALUATION COMMITTEE MEETING Develop written communication to appointees re: a. The procedures and timeline for the evaluation process; b. Any particular areas of emphasis the BAE wishes to make an appointee aware of prior to the beginning of the evaluation process; c. Any process issues relative to compensation. d. Any changes to the appointees’ contracts not specifically related to compensation. Attachment 1 TENTATIVE BOARD MEETING CALENDAR MAY 2015 DATE TIME ITEM DEPARTMENT May 13 Wednesday 7:00 p.m. BOARD MEETING May 19 Tuesday 5:00 CLOSED SESSION Board Appointee Evaluations: Appointees’ Presentations May 20 Wednesday 5:00 CLOSED SESSION Board Appointee Evaluations: Appointees’ Presentations May 27 Wednesday 5:00 CLOSED SESSION Board Appointee Evaluations: Responses to any follow-up questions 7:00 BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR JUNE 2015 DATE TIME ITEM DEPARTMENT June 10 Wednesday 7:00 BOARD MEETING June 16 Tuesday 2:00 CLOSED SESSION Board Appointee Evaluations: Board review of written evaluations drafted by BAE Committee June 24 Wednesday 7:00 BOARD MEETING Year-End Action Plan & Budget Review Admininstration Attachment 1 TENTATIVE BOARD MEETING CALENDAR JULY 2015 DATE TIME ITEM DEPARTMENT July 8 Wednesday 5:00 CLOSED SESSION Board Appointee Evaluations: Discuss any compensation adjustments 7:00 BOARD MEETING July 22 Wednesday 7:00 BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR AUGUST 2015 DATE TIME ITEM DEPARTMENT August 12 Wednesday 7:00 BOARD MEETING August 26 Wednesday 7:00 BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR SEPTEMBER 2015 DATE TIME ITEM DEPARTMENT September 8 Tuesday 1:00 LEGISLATIVE FUNDING & PUBLIC AFFAIRS COMMITTEE MEETING Legislative Update Public Affairs September 9 Wednesday 7:00 BOARD MEETING September 23 Wednesday 7:00 BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR OCTOBER 2015 DATE TIME ITEM DEPARTMENT October 14 Wednesday 7:00 BOARD MEETING October 22 Thursday 9:00 STRATEGIC PLAN WORKSHOP October 28 Wednesday 7:00 BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR NOVEMBER 2015 DATE TIME ITEM DEPARTMENT November 10 Tuesday 1:00 ACTION PLAN & BUDGET COMMITTEE MEETING FY15-16 Budget: Mid Year Review Administration Wednesday 7:00 BOARD MEETING November 17 Tuesday 1:00 ACTION PLAN & BUDGET COMMITTEE MEETING FY15-16 Budget: Mid Year Review Administration November 25 Wednesday NO MEETING (THANKSGIVING HOLIDAY) Attachment 1 TENTATIVE BOARD MEETING CALENDAR DECEMBER 2015 DATE TIME ITEM DEPARTMENT December 1 Tuesday 1:00 LEGISLATIVE FUNDING & PUBLIC AFFAIRS COMMITTEE MEETING Public Affairs Update for 2016 Public Affairs December 9 Wednesday 5:00 CLOSED SESSION Board Appointee Evaluations: Informal check-in for all appointees 7:00 BOARD MEETING Mid-Year Budget Review Administraion December 23 Wednesday NO MEETING (CHRISTMAS HOLIDAY) Attachment 1 TENTATIVE BOARD MEETING CALENDAR JANUARY 2016 DATE TIME ITEM DEPARTMENT January 13 Wednesday 7:00 BOARD MEETING January 19 Tuesday 5:00 STUDY SESSION Bond Oversight Committee Interviews District Clerk January 20 Wednesday 5:00 STUDY SESSION Bond Oversight Committee Interviews District Clerk January 27 Wednesday 7:00 BOARD MEETING Attachment 1 TENTATIVE BOARD MEETING CALENDAR FEBRUARY 2016 DATE TIME ITEM DEPARTMENT February 10 Wednesday 7:00 BOARD MEETING February 24 Wednesday 7:00 BOARD MEETING Attachment 1 R-14-132 Meeting 14-30 October 28, 2014 AGENDA ITEM 3 AGENDA ITEM Proposed Study Issues Process GENERAL MANAGER’S RECOMMENDATION Review and approve and/or amend and approve the proposed Study Issues process and policy. SUMMARY At previous Board meetings, the issue has been raised of creating a process for Board members to request items of interest for consideration to be included in the annual Action Plan. Staff has researched various options for implementing this suggestion and is returning with a proposed process for Board consideration. DISCUSSION A study issue is a topic that may result in a new or revised Board policy or District project or program which requires staff time to research to provide a complete picture of the subject, such as costs and time required to implement. The primary purpose of the study issues process is to provide a method for identifying, prioritizing and analyzing issues in an efficient and effective manner. It provides a structured approach for addressing issues that are raised and provides greater clarity and advance notice to the public on when they can expect a staff report on a particular issue before the Board of Directors. With exceptions as noted below (e.g. emergency issues, safety issues, etc.), the Board would review all study issues once a year at a Board Study Issues Workshop,held annually in early October in conjunction with the Strategic Plan Workshop) to determine priority. The process would allow the Board to rank the issues, separating those issues that may have seemed important when they were first raised from truly critical issues which require a commitment of public resources.. It also allows the General Manager and department managers to set and schedule the examination of issues so the workload does not interfere with the day to day delivery of District services including Action Plan and Capital Improvement Program projects. Study Issue Sponsorship Study issues are sponsored by members of the Board of Directors. Board members may introduce study issue topics at any public Board meeting during the Director Reports portion of the meeting agenda. The Director submitting the request may submit a self-prepared memo or a report summarizing his/her position on the matter. Board members may request limited R-14-132 Page 2 assistance from staff with obtaining copies of existing materials and/or data related to their agenda item, provided said assistance does not require new work or independent analysis to be performed and in the aggregate, does not require more than one hour of staff time. After the issue is raised by the Director during “Director Reports,” the District Clerk will agendize the item for a subsequent meeting at which the Directors may discuss the proposed item and vote whether to support inclusion of the study issue at the annual Board Study Issues Workshop. A majority of Board support is required for inclusion in the Board Study Issues Workshop. Timeline for Study Issues The study issues process would be ongoing, and study issues could be proposed at any time for the upcoming calendar year. Ideas proposed by the public must be sponsored by members of the Board. For those issues that are sponsored by a majority of Board members, staff will prepare and submit study issue papers to the General Manager for review and approval. The study issue paper describes the topic of concern proposed to be studied, the origin of the issue, expected public outreach, staff hours, any additional resources required for study, and a staff recommendation regarding the issue. The Board would hold a public hearing in September as part of a regular Board meeting to gather public input on the posted issues. While the Board may choose to sponsor a new issue at the hearing, the intent of the hearing is to gather public feedback on already posted issues. At the Board Study Issues Workshop (typically held two to three weeks following the public hearing) Board takes action on the issues. At the workshop, the Board first identifies those issues they would like to “drop” or “defer,” then ranks the remaining issues. Deferred issues are automatically brought back to the next year’s workshop. Dropped issues are considered “dead,” though any Board member can resurrect a previously “dead” issue for consideration at a future yea r’s workshop. In late October/November, staff will identify the number of ranked issues (by department) that budgeted resources will support (issues are undertaken in priority order), and provides Board with the dates that the issues will be completed. Study issues will be incorporated into the upcoming fiscal year’s Action Plan & Budget. Month Activity Result Day after October workshop through the public hearing the following year Study issue topics may be introduced and sponsored by members of the Board Study issue papers would be drafted by members of staff, and those receiving majority support from the Board would be included in the annual Board Study Issues Workshop Early September All sponsored study issues would be posted to the District’s website Public notice of study issues proposed for the upcoming fiscal year Action Plan Late September Board holds a public hearing on the study issues proposed for the upcoming fiscal year at a publicly noticed Board meeting. Members of the public comment on the proposed study issues. Early October Board Study Issue Workshop held Board assigns priority ranking to the study issues. December The General Manager Staff presents to the Board a list of study R-14-132 Page 3 considers staff resources by department to determine how many issues can be studied during the fiscal year, noting the start and completion dates issues that will be undertaken during the current fiscal year, given currently budgeted resources. Cycle repeats (Note: Exceptions to this timeline include emergency, safety-related, legally mandated, and urgent policy issues – those that must be completed in the short term to avoid serious negative consequences to the District.) Roles of Board, Staff, Members of the Public The study issues process includes participation by Board members, District staff, and the public. A brief explanation of each of their roles follows: • Board – Board’s role is to set policy. Regarding the study issues process, policy-related responsibilities include generating (or sponsoring) study issue topics; taking public input; prioritizing or “ranking” issues at the Board Study Issues Workshop in October; and approving target completion dates for each study. • District staff – District staff manage the annual study issues administrative process; prepare the study issue papers; following Board ranking of issues, determine how many issues available operating resources will support (issues are begun, and studied, in priority order); and propose target completion dates for studies able to be completed. • Members of the Public – Members of the public suggest study issue topics to the Board of Directors. In order for a study issue topic to get to the Board Study Issues Workshop it must be “sponsored” by Board members. Members of the public also provide input to Board on the relative importance or priorities of individual studies at the annual Study Issues public hearing, which is held two to three weeks prior to the Board’s Study Issues Workshop. Study Issue Papers One purpose of the study issues process is to ensure the Board and staff are aligned with respect to the scope of a project and what is required to complete the item to the Board’s satisfaction (including timeframe). This it is important for each item to have a Study Issue Paper to be reviewed by the Board. Study issue papers are completed by staff once a study issue has received support from a majority of the Board for inclusion in the annual Board Study Issues Workshop. The study issue paper includes information regarding estimated staff hours for completion, the cost of completing the study including whether a budget modification will be needed, a brief description of the issue, how the study issue relates to current District policy, and when appropriate, staff’s recommendation on whether or not the item should be studied. All study issue papers for study issues proposed throughout the year will be compiled in advance of the annual Board Study Issues Workshop. These will be posted on the District’s website in advance of the public hearing to be held two to three weeks in advance of the Annual Workshop for review by members of the public. ALTERNATIVES At the Board’s request, the current Annual Board Retreat has been timed to provide the Board of Directors with a scheduled opportunity to provide early, broad direction to staff to guide the development and implementation of the Action Plan and Capital Program for the coming year. As this process has only been in effect for one year, the Board may wish identify and discuss the R-14-132 Page 4 drawbacks in the current process before deciding to move forward with the proposed Study Issues Process. FISCAL IMPACT There is no fiscal impact to this report. If the Board decides to adopt a policy regarding study issues, then the fiscal and budget impact of adding various study issues to the annual Action Plan will be determined on a case by case basis. BOARD COMMITTEE REVIEW This item was brought before the full Board of Directors to determine if it should be further studied by a Committee or acted on by the entire Board. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS Staff will return with a draft policy outlining the Study Issues process for approval by the Board. Attachments 1. Draft Board Policy: Study Issues Process 2. Proposed Study Issue Paper 3. Flow Chart Outlining Study Issues Process Responsible Department Head: Stephen E. Abbors, General Manager Prepared by: Jennifer Woodworth, District Clerk Midpeninsula Regional Open Space District Board Policy Manual Study Issues Process Policy # Chapter 1 – Administration & Government Effective Date: Revised Date: Prior Versions: Attachment 1 Purpose One of Board’s primary roles is to establish District policy. It does so by creating new policies and revising/deleting old policies by majority vote. The Board’s time is limited, however, as is the number of issues it is able to consider in any given year. The study issues process provides a method for identifying, prioritizing and analyzing policy issues or District projects or programs in an efficient and effective way. It provides a structured approach for addressing the large number of issues that are raised and considered by Board for study each year. It is the purpose of this policy to identify those aspects of the District’s Study Issue process for which Board has established required standards. Those aspects of the District’s Study Issue not addressed by this policy are considered administrative or operational in nature, and shall be established under the authority of the General Manger. Policy 1. Study Issue Sponsorship A Board sponsored study issue may be introduced by any Board member during the Director Reports portion of the meeting agenda. The District Clerk will agendize discussion of the topic at a subsequent Board meeting. The Director submitting the request may submit a memo or a report summarizing his/her position on the matter. Board members may request limited assistance from staff with obtaining copies of existing materials and/or data related to their agenda item, provided said assistance does not require new work or independent analysis to be performed and in the aggregate, does not require more than one hour of staff time. At the subsequent meeting, the Directors may discuss the proposed item and vote whether to support inclusion of the study issue at the annual Board Study Issues Workshop. A majority of Board support is required for inclusion in the Board Study Issues Workshop. 2. Selection of Issues for Study Any substantive policy change (large or relatively small) is subject to the study issues process (i.e. evaluated for ranking at the Board Study Issues Workshop). Policy related issues include such items as new or expanded service delivery programs, changes to existing Board policy, and/or amendments to the Strategic Plan. Exceptions to this approach include emergency issues, and urgent policy issues that must be completed in the short term to avoid serious negative consequences to the District, subject to a majority vote of Board. 3. Deadlines for Board member-Proposed Study Issues A. New Board-proposed study issue topics are due to the General Manager no later than three weeks in advance of the annual study issues workshop. If the public hearing is held less than three weeks before the workshop, Board members may also sponsor issues introduced by the public at the public hearing, but must do so during that Board meeting. B. Any Board-generated study issues proposed later than three weeks in advance of the annual workshop, with the exception of those sponsored under A. above, shall be considered in the next year’s study issues process. 4. Drop or Deferral of Issues At the Study Issues Workshop, Board shall drop, defer, or rank in priority order each proposed study issue. Any issue that is dropped by a majority vote of Board will not be eligible for consideration at the next year’s Workshop unless sponsored by a majority of the Board. Any issue that is deferred shall automatically be returned for Board’s consideration the following year. After being deferred for two consecutive years, a study issue would automatically be dropped unless sponsored by a majority of the Board. 5. Ranking Method Board shall vote utilizing a Forced Ranking system for ranking study issues at the annual workshop. Specifically, Board members individually and simultaneously rank each issue that was not deferred or dropped. Ranking are from “1” to the total number of issues, with “1” representing the highest priority issue for study. Each number can be used only one (no ties) and each issue must receive a ranking. 6. Number of Study Issues Conducted Each Year Following Board’s determination of study issue priorities, the General Manger shall advise Board of staff’s capacity for completing ranked issues through the Annual Action Plan and Budget process. Board reserves the right to expand that capacity by increasing budgeted resources. Attachment 2 Proposed New Board Study Issue Number Status Calendar Year New or Previous Title Lead Department 1. What are the key elements of the issue? What precipitated it? 2. How does this relate to existing District policy? 3. Origin of issue Director(s) Public (include Board sponsor) 4. Multiple year project? Planned completion year 5. Expected participation involved in the study issue process? Is a Board Study Session anticipated? What is the public participation process? 6. Cost of Study Operating Budget Program to cover costs Project budget to cover costs Budget modification amount needed Explain below what the additional funding will be used for: 7. Potential fiscal impact to implement recommendations in the Study approved by Board 8. Staff Recommendation If “For Study” or “Against Study,” explain: Note: If staff’s recommendation is “for Study” or “Against Study,” the Manager should note the relative importance of this Study to other major projects that the Department is currently working on or that are soon to begin, and the impact on existing services/priorities. 9. Estimated staff hours for completion of Study Issue Role Manager Hours Reviewed by: Attachment 2 _____________________________________ ______________________________ Department Manager Date Approved by _____________________________________ ______________________________ General Manager Date Board Member suggests topic for study during Director reports portion of agenda At a subsequent Board meeting item is placed on agenda for discussion by full Board Majority of Board supports forwarding item to staff for preparation of study issue paper and inclusion in annual Study Issue Workshop Staff drafts study issue paper Public Hearing regarding study issues submitted Staff will draft study issue papers for any study issues introduced at the public hearing. Annual Study Issues Workshop Members of public may suggest study issues but require sponsorship by a Board member DROP DEFER RANK Deferred study issues return at the following Annual Study Issues Workshop Study Issues “above the line” included in District's Annual Action Plan Study Issues “below the line” Staff evaluates resources to determine what may be included in Annual Action Plan Additional budget allocations Deferred to following Annual Study Issues Workshop