agenda - mono county, california · the collaborative planning team march 30th june lake citizens...
TRANSCRIPT
AGENDA
BOARD OF SUPERVISORS, COUNTY OF MONO STATE OF CALIFORNIA
MEETING LOCATION Lee Vining Community Center, 296 Mattly Avenue, Lee Vining, CA 93541
Special Meeting May 22, 2015
NOTE: In compliance with the Americans with Disabilities Act if you need special assistance to participate in this meeting, please contact the Clerk of the Board at (760) 932-5534. Notification 48 hours prior to the meeting will enable the County to make reasonable arrangements t1o ensure accessibility to this meeting (See 42 USCS 12132, 28CFR 35.130).
Full agenda packets are available for the public to review in the Office of the Clerk of the Board (Annex I - 74 North School Street, Bridgeport, CA 93517), and in the County Offices located in Minaret Mall, 2nd Floor (437 Old Mammoth Road, Mammoth Lakes CA 93546). Any writing distributed less than 72 hours prior to the meeting will be available for public inspection in the Office of the Clerk of the Board (Annex I - 74 North School Street, Bridgeport, CA 93517). ON THE WEB: You can view the upcoming agenda at www.monocounty.ca.gov . If you would like to receive an automatic copy of this agenda by email, please send your request to Bob Musil, Clerk of the Board: [email protected] .
8:00 AM Call meeting to Order
Pledge of Allegiance
1. OPPORTUNITY FOR THE PUBLIC TO ADDRESS THE BOARD
on items of public interest that are within the subject matter jurisdiction of the Board. (Speakers may be limited in speaking time dependent upon the press of business and number of persons wishing to address the Board.)
2. AGENDA ITEMS
A. Strategic Planning Board SessionDepartments: Board of Supervisors3 hours (20 minute presentation; 2 hour, 40 minute discussion) (LaRee Kiely and Beth Conley) - Mono County Strategic Planning Session by the Board of Supervisors facilitated by staff and by consultants LaRee Kiely and Beth Conley. Recommended Action: 1. Review the collected feedback on possible Strategic Planning ideas. 2. Narrow list into Annual Work plan. 3. Direct Staff to finalize SP Framework with projects. 4. Direct staff to begin process to develop charters for work plan items. Fiscal Impact: No fiscal impact from discussing and narrowing focus. Fiscal impacts of selected items will be developed with each project.
ADJOURN
OFFICE OF THE CLERK OF THE BOARD OF SUPERVISORS
SPECIAL MEETING AGENDA REQUEST Print
MEETING DATE May 22, 2015 DEPARTMENT
ADDITIONAL DEPARTMENTSTIME REQUIRED 3 hours (20 minute presentation; 2
hour, 40 minute discussion)PERSONS APPEARING BEFORE THE BOARD
LaRee Kiely and Beth Conley
SUBJECT Strategic Planning Board Session
AGENDA DESCRIPTION:(A brief general description of what the Board will hear, discuss, consider, or act upon)
Mono County Strategic Planning Session by the Board of Supervisors facilitated by staff and by consultants LaRee Kiely and Beth Conley.
RECOMMENDED ACTION:1. Review the collected feedback on possible Strategic Planning ideas. 2. Narrow list into Annual Work plan. 3. Direct Staff to finalize SP Framework with projects. 4. Direct staff to begin process to develop charters for work plan items.
FISCAL IMPACT:No fiscal impact from discussing and narrowing focus. Fiscal impacts of selected items will be developed with each project.
CONTACT NAME: Sarah Messerlian
PHONE/EMAIL: (760) 932-5405 / [email protected]
SUBMIT THE ORIGINAL DOCUMENT WITH ATTACHMENTS TO THE OFFICE OF
THE COUNTY ADMINISTRATOR PRIOR TO 5:00 P.M. ON THE FRIDAY
32 DAYS PRECEDING THE BOARD MEETING
SEND COPIES TO:
MINUTE ORDER REQUESTED: YES NO gfedc gfedcb
ATTACHMENTS:
Click to download
Board Strategic Planning Session Cover Memo
Board Strategic Planning Session Final Agenda
Board Strategic Planning Framework with ideas
Board Strategic Planning Session background article Board Strategic Planning Session Instructions
History
Time Who Approval 5/15/2015 3:01 PM County Administrative Office Yes
5/18/2015 8:36 AM County Counsel Yes
5/18/2015 10:30 AM Finance Yes
COUNTY OF MONO
P.O. BOX 696, BRIDGEPORT, CALIFORNIA 93517
(760) 932-5410 • FAX (760) 932-5411 Jim Leddy County Administrative Officer Acting Director of HR
May 14, 2015
To: Honorable Chair and Members of the Board of Supervisors
SUBJECT: 2015 Mono County Board of Supervisors Strategic Plan Review - Goal setting session
RECOMMENDATION:
1) The Board reviews and proposes a Major Project for each of the Mono County Strategic Planning
Framework areas;
2) Board identify those that will be staff focus for FY 2015-2016;
3) Direct Staff to develop charters for identified Major Projects and return with them for Budget Hearings;
4) Continue to receive public input on Strategic Planning ideas.
FISCAL IMPACT: There is no Fiscal impact from identifying the potential projects. Each Major Project will
have a fiscal impact which may already be in current budget or need additional resources. Each Charter will
need to estimate impacts.
DISCUSSION: On January 20th
, the Mono County Board of Supervisors endorsed the first ever Strategic
Planning framework for the County. This framework was developed to begin focusing on those services to
best enhance the quality of life of the residents and visitors of Mono County while understanding the
scarcity of County resources. The Board further directed staff to begin circulating this framework through
the various county created committees and commissions (such as the Regional Planning Advisory
Committees) to solicit further feedback. On February 17th
, the Board provided some initial idea feedback for
the projects page and requested a special Board session which is occurring on May 22nd
and will be
facilitated by outside consultants.
The Mono County Strategic Planning effort flows from Methods to Success Measurements to Projects which
encapsulate both. Today’s May 22nd
item is to help narrow the vast list of ideas which resulted from the
public engagement which has occurred to date and narrow them into a reasonable group of projects which
will focus staff efforts within the Strategic Planning Framework for the Fiscal Year.
The following groups received presentations on the Strategic Plan:
Group Date(s)
The Antelope Valley RPAC February 5th
and April 2nd
The Mono Basin RPAC; February 11th
and May 13th
The Bridgeport RPAC February 19th
First Five Mono County February 26th
and April 16th
The Long Valley RPAXC February 25th
and April 22nd
The Chalfant RPAC March 2nd
The Mammoth Area of Governments (MAG) March 11th
The Mono County Planning Commission March 12th
The Benton RPAC March 16th
The Mammoth Lakes Noon Time Rotary March 19th
The Collaborative Planning Team March 30th
June Lake Citizens Advisory Committee May 5th
The Town of Mammoth Lakes Council May 6th
The Mammoth Lakes Morning Rotary April 29th
This Board item is a request of the Board to discuss and narrow to a manageable amount, a series of projects
which align with the Strategic Plan and focus limited resources. The request for potential Projects (ideas) will
allow staff from across the organization to define, properly resource, enact and measure the success of
moving in Strategic Directions. As some ideas replicate or could easily be covered by one Major Project, staff
will be asked to consider projects by theme in order to craft a comprehensive work plan (charter) for that
Major Project.
The eight (8) Strategic Directions are as follows. As the County staff garners feedback from the public, there
may be refinement of the Directions headings below.
• Promote a Strong and Diverse Economy
• Protect Natural Resources and Enhance Public Access
• Understand and Address Community needs
• Support Healthy People in Healthy Communities
• Reward Innovation
• Effectively Use Resources
• Workforce Workplace Wellness
• Strengthen County Culture
There are many forums and feedbacks where employees have shared their insight on service improvement.
These continue on. In addition, the Board during the Budget hearings requested projects or items of
information for staff focus.
Today’s request is a continuation of the February 17th
exercise which asked the Board is to utilize the Mono
County Strategic Planning Framework and agree upon on 8-10 Major Projects which could be accomplished
or show demonstrable results within the next year (preferably by August 1, 2016) and which support at least
one of each of the Framework’s Strategic Directions. This will be a first piloting of strategically focusing
county resources.
Once the Board reaches a consensus on those projects to be of primary focus in FY 2015-2016, staff would
develop a charter for each project identifying the resources needed (staff, time, money), the understood
measurement of success and establish report back to the Board as part of the August Budget Hearings. For
those charters approved, it is recommended staff report back quarterly.
Further, it is recommended a standing “Strategic Planning” Board item is on the all future Board regular
agendas for the second meeting of each month as a means to allow chartering work groups to check in.
As was recommended in February, staff recommends that each January a special fourth Tuesday meeting be
dedicated to reviewing the SP Work Plan, the Major projects, the Strategic Plan and the focus on new and
existing projects.
Also, for the development of the FY 2015-2016 Budget, the appropriate departments will incorporate these
Board projects into their department level work plans. Although the Fiscal year and Calendar year are out of
alignment, this will still allow resources to follow priorities or “budgeting to the plan” rather than “planning
to the budget.”
The following tentative schedule is for consideration and recommended in order to keep process moving:
May 22nd
– Board sanctions Major Projects – Directs staff to proceed.
June - July – Staff working groups to address development of Major Projects convene;
July -- Budget Town Hall meetings occur/ Budget under development with section of each department
narrative addressing how department’s efforts reflect Strategic Direction in MCSP;
August – Budget hearings with a session on Major Projects and Charter status;
August – February – Major project working groups analyze and develop charter needs; bring back before
Board for review and approval throughout this period;
September – New Board item template developed which ensures each Board item identifies how it aligns
with Strategic Plan Direction. All departments start utilizing this Board template.
The following attachments have been provided to show the many issues facing the County for consideration:
1. Instructions for preparing for the special session May 22, 2015
2. The Strategic Planning framework with a filled in Project page;
If you have any questions please contact me at (760) 932-5414 or [email protected].
Mono County Board of Supervisors
Leading Mono County’s Strategy
Purpose:
1. To identify the overarching or “Major Project” areas that will be a focus for
year.
2. Determine how (and if) these align with the Strategic Directions in our current Strategic
Plan draft.
3. Direct staff on the next steps for Strategic Planning
Tasks:
1. Establish Ground rules and
2. Examine the current Strategic Plan draft
a. Define possible Major Project areas
b. Achieve Board agreement on priority Major Project areas
3. Review & discuss the Supervisors’
a. Setting the strategic
b. Delegating responsibilities for tasks to staff
c. Clarifying disagreeing policy direction through defined d
processes
d. Managing community expectations
4. Next steps and assignments for staff
a. Approve a timeline for next steps in Strategic Planning
b. Propose the strategic priori
Charters to be included in budget discussions in August
how the projects
i. Community needs and desires
ii. Staff resources
iii. Budget
iv. Feasibility
v. Potential partners/alliances
vi. Others?
c. Other next steps
Agenda
Special Meeting of
Mono County Board of Supervisors
Leading Mono County’s Strategy
May 22, 2015
To identify the overarching or “Major Project” areas that will be a focus for
Determine how (and if) these align with the Strategic Directions in our current Strategic
Direct staff on the next steps for Strategic Planning
Establish Ground rules and agree on goals for Board session special session
Examine the current Strategic Plan draft
possible Major Project areas
Board agreement on priority Major Project areas
iscuss the Supervisors’ Roles in implementation of strategy:
strategic direction
responsibilities for tasks to staff
sagreeing policy direction through defined decision-making
Managing community expectations
steps and assignments for staff
Approve a timeline for next steps in Strategic Planning
strategic priorities and potential projects through development of
Charters to be included in budget discussions in August. Address in the Charters
address factors such as:
Community needs and desires
Staff resources
Feasibility
Potential partners/alliances
To identify the overarching or “Major Project” areas that will be a focus for the next
Determine how (and if) these align with the Strategic Directions in our current Strategic
special session
making
ties and potential projects through development of
Address in the Charters
Mo
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Pa
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Direction
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Div
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Eco
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my
Pro
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Na
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eso
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En
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Pu
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Un
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& A
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C
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Sup
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Peo
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Hea
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Rew
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In
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Wel
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me
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mm
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C
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.
Pra
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envi
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tally
an
d
fisc
ally
su
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P
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to
m
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l hea
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se
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rin
g em
plo
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s h
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acce
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o
affo
rdab
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ity
child
car
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Sup
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s an
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bo
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ve im
pro
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plo
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fun
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ns;
P
rovi
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en
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nm
ents
In
crea
sin
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ansp
aren
cy;
Stre
ngt
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ing
inte
rco
nn
ecti
on
b
etw
een
co
un
ty
off
ices
;
H
ost
ing
mo
re A
ll Em
plo
yee
reco
gnit
ion
an
d a
pp
reci
atio
n
even
ts;
Cre
atin
g a
cou
nty
wid
e fa
mily
clim
ate;
A
ssu
rin
g al
l co
un
ty jo
b
po
siti
on
s h
ave
care
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lad
der
eve
n if
b
etw
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d
epar
tmen
ts;
Ensu
rin
g al
l po
siti
on
s h
ave
accu
rate
job
d
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on
s to
allo
w
for
bes
t p
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rman
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an
d
reco
gnit
ion
;
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del
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rs t
o
pro
mo
te p
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lic s
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St
rate
gic
Dir
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Met
ho
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wit
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mea
sure
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thro
ug
h r
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roje
cts
Mo
no
Co
un
ty V
isio
n:
Ou
tsta
nd
ing
Co
mm
un
ity
Serv
ices
, Qu
alit
y o
f Li
fe B
eyo
nd
Co
mp
are
- T
o s
up
po
rt a
ll o
ur
com
mu
nit
ies
by
pro
vid
ing
su
per
ior
serv
ices
wh
ile p
rote
ctin
g o
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un
iqu
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ral e
nvi
ron
men
t.
2 |
Pa
ge
Strategic
Direction
s P
rom
ote
a S
tro
ng
&
Div
erse
Eco
no
my
Pro
tect
Na
tura
l R
eso
urc
es &
En
ha
nce
Pu
blic
Acc
ess
Un
der
sta
nd
& A
dd
ress
C
om
mu
nit
y N
eed
s
Sup
po
rt H
ealt
hy
Peo
ple
in
Hea
lth
y C
om
mu
nit
ies
Rew
ard
In
no
vati
on
Ef
fect
ive
Use
of
Res
ou
rces
W
ork
forc
e
Wel
lnes
s St
ren
gth
en C
ou
nty
C
ult
ure
Success measured by:
A
ll co
mm
un
itie
s h
ave
Last
Mile
inte
rnet
pro
vid
er
and
Gig
abit
Co
un
ty;
B
alan
ced
ho
usi
ng
sto
ck in
all
com
mu
nit
ies
wit
h
incr
ease
in t
he
nu
mb
er o
f si
ngl
e fa
mily
ho
mes
bu
ilt;
B
ette
r tr
ansi
t o
pti
on
s;
C
on
sum
er a
cces
s to
mo
re g
oo
ds;
Incr
ease
d in
div
ersi
ty o
f b
usi
nes
s ty
pe
incr
ease
s;
H
igh
er R
oad
Pav
emen
t In
de
xes;
Incr
ease
an
d m
ain
tain
sch
oo
l age
fam
ilies
an
d in
n
um
be
r o
f co
llege
rea
dy
Hig
h S
cho
ol g
rad
uat
es;
In
crea
se in
eco
no
mic
act
ivit
y d
ue
to
fis
hin
g in
du
stry
;
Incr
ease
in n
um
ber
of
ho
me
bas
ed
bu
sin
ess
es
and
ye
ar r
ou
nd
op
en
bu
sin
esse
s an
d n
ew b
usi
ne
ss
star
tup
s an
d r
ete
nti
on
an
d n
ew jo
b c
reat
ion
;
Incr
ease
d n
ort
h c
ou
nty
win
ter
seas
on
bas
ed
re
crea
tio
nal
act
ivit
ies;
Incr
ease
s in
nu
mb
er
of
tou
rist
s;
In
crea
ses
in y
ear
ove
r ye
ar m
easu
red
by
qu
arte
r To
uri
st O
ccu
pan
cy T
axes
, sal
es
tax
figu
res
and
p
rop
erty
val
ues
;
Loca
l bu
sin
ess
ow
ner
s h
ave
full
acce
ss t
o lo
cal
mar
kets
wit
ho
ut
dis
rup
tio
n;
Lo
cal e
mp
loye
e p
oo
l of
skill
ed w
ork
ers
incr
ease
s;
R
edu
ced
un
emp
loym
ent,
bu
sin
ess
ban
kru
ptc
y ra
tes;
Pu
blic
has
acc
ess
to a
ll go
od
s an
d s
ervi
ces
nee
ded
fo
r h
igh
qu
alit
y o
f lif
e;
R
edu
ctio
n in
co
mm
erci
al v
acan
cy r
ates
;
R
edu
ctio
n in
nee
d f
or
soci
al, h
ealt
h a
nd
wel
fare
se
rvic
es;
Ye
ar o
ver
year
incr
ease
in c
on
fere
nce
s h
eld
;
B
ette
r co
nd
itio
ns
on
pu
blic
la
nd
s ev
en w
ith
gre
ater
use
w
ith
su
stai
nab
le u
ser
frie
nd
ly o
pp
ort
un
itie
s;
Le
ss v
iola
tio
ns
for
des
tru
ctio
n o
f n
atu
ral
reso
urc
es;
C
ou
nty
’s is
sues
su
pp
ort
ed
by
and
ref
lect
ed in
sta
te a
nd
fe
der
al p
olic
y;
Su
pp
ort
fo
r re
ven
ues
an
d
reso
urc
es f
or
pu
blic
lan
d
inve
stm
ents
;
Enh
ance
d a
cces
s to
pu
blic
la
nd
s m
ore
mile
s o
f tr
ails
fo
r su
stai
nab
le a
ctiv
itie
s;
H
igh
er P
avem
en
t In
dex
R
oad
s –
Less
po
tho
les;
Hig
her
tra
nsi
t u
se r
ates
;
Hig
her
vis
ito
r sa
tisf
acti
on
;
Incr
ease
d p
ub
lic s
up
po
rt f
or
join
t ag
ency
eff
ort
s;
Su
stai
nab
le e
ner
gy
pro
du
ctio
n in
low
imp
act
dis
trib
ute
d s
yste
ms;
Mo
re in
vest
men
t in
tra
ils,
bik
e an
d p
ed
estr
ian
ro
ute
s an
d p
ub
lic a
cces
s w
ith
o
utd
oo
r am
enit
ies;
Red
uce
d e
ner
gy u
se/c
ost
;
Zero
Net
En
ergy
fo
r C
ou
nty
fa
cilit
ies.
St
ron
ger
sup
po
rt f
or
cou
nty
in
itia
tive
s w
ith
hig
her
pu
blic
aw
aren
ess
and
ap
pro
val o
f C
ou
nty
se
rvic
es;
G
reat
er u
se o
f th
e Ea
ster
n S
ierr
a C
ou
nci
l of
Go
vern
men
ts (
ESC
OG
) an
d m
ore
Sh
ared
Ser
vice
s re
gio
nal
ag
reem
en
ts;
In
crea
se w
eb t
raff
ic t
o C
ou
nty
p
ages
;
Mo
re a
pp
lican
ts f
or
and
incr
ease
d
atte
nd
ance
to
RP
AC
mee
tin
gs;
M
ore
att
end
ance
to
co
un
ty
mee
tin
gs;
M
ore
info
rmat
ion
pro
vid
ed
to
co
mm
un
ity
thro
ugh
An
nu
al R
ep
ort
an
d S
tate
of
the
Co
un
ty;
B
ette
r se
rvic
es t
ailo
red
to
ind
ivid
ual
co
mm
un
ity
nee
ds;
Le
ss c
rim
e w
ith
few
er a
rres
ts
and
pu
blic
saf
ety
vio
lati
on
s.
H
igh
er h
ealt
h s
tan
dar
ds
of
resi
den
ts;
Lo
wer
dis
ease
rat
es;
B
ette
r C
ou
nty
ser
vice
sy
stem
s;
H
igh
er e
mp
loye
es
turn
ou
t at
Co
un
ty
reco
gnit
ion
eve
nts
;
Co
un
ty r
ecei
ves
Nat
ion
al a
nd
Sta
te
awar
ds
for
exce
llen
ce;
Fr
ien
dlie
r w
ork
en
viro
nm
en
t w
ith
re
du
ced
str
ess
amo
ng
emp
loye
es;
G
reat
er e
mp
loye
e aw
aren
ess
of
all C
ou
nty
p
rovi
ded
ser
vice
s;
G
reat
er s
kill
set
amo
ng
emp
loye
es w
ith
mo
re
cro
ss t
rain
ed
em
plo
yees
th
rou
gh
mo
re c
ou
nty
off
ered
sk
ill b
uild
ing
Low
er e
mp
loye
e tu
rno
ver
rate
;
Mo
no
Co
un
ty p
rogr
ams
imit
ated
in o
ther
ju
risd
icti
on
s;
M
ore
ap
plic
ants
fo
r p
rom
oti
on
s;
M
ore
Inte
r/In
tra
Dep
artm
en
t w
ork
gr
ou
ps
com
ing
toge
ther
to
so
lve
issu
es v
ia
iso
late
d d
epar
tmen
ts;
C
ost
red
uct
ion
an
d
elim
inat
ion
of
red
un
dan
cy;
A
ll d
epar
tme
nts
hav
e o
nlin
e p
rese
nce
wit
h
mo
re w
ebsi
te v
isit
s, s
oci
al
med
ia a
ctiv
ity
and
on
line
serv
ices
;
Gre
ater
em
plo
yee
awar
enes
s o
f C
ou
nty
fu
nct
ion
s ac
ross
all
dep
artm
ents
;
Gre
ater
ski
ll se
t am
on
g em
plo
yees
;
Sust
ain
able
fin
anci
al
stan
din
g w
ith
incr
ease
d
Bu
dge
t re
serv
es a
nd
lo
wer
lon
g te
rm li
abili
ties
an
d d
eb
t;
C
oh
esiv
e an
d p
artn
erin
g d
epar
tmen
ts;
Lo
wer
em
plo
yee
turn
ove
r;
M
ore
pro
acti
ve o
n
un
exp
ecte
d is
sue
s;
N
atio
nal
/Sta
te a
war
ds
for
exce
llen
ce;
R
edu
ced
res
po
nse
tim
es;
Em
plo
yees
rep
ort
ad
equ
ate
child
car
e th
rou
gh a
nn
ual
su
rvey
H
ealt
h o
utc
om
es;
H
ealt
hy
wo
rk
envi
ron
me
nt
mea
sure
d
by
emp
loye
e su
rvey
;
Incr
ease
nu
mb
er
of
peo
ple
par
tici
pat
ing
in
Sno
wcr
eek
Ath
leti
c C
lub
, Do
ub
le E
agle
an
d
Bri
dge
po
rt H
ealt
h
Cen
ter
wit
h in
crea
sin
g fr
equ
en
cy o
f m
emb
ersh
ip v
isit
s;
M
on
ito
r co
llab
ora
tive
gr
ou
p e
ffo
rts
to s
up
ply
q
ual
ity
affo
rdab
le c
hild
ca
re;
Le
ss w
ork
ers
com
pen
sati
on
cla
ims.
Lo
wer
co
un
ty
hea
lth
care
co
sts.
Fr
ien
dlie
r w
ork
en
viro
nm
en
t/re
du
ced
st
ress
am
on
g em
plo
yees
;
A
ll d
epar
tme
nts
hav
e o
nlin
e p
rese
nce
wit
h
mo
re w
ebsi
te v
isit
s;
H
igh
er e
mp
loye
e p
arti
cip
atio
n a
t ev
ents
;
M
ore
Bo
ard
Up
dat
e ar
ticl
es f
rom
Em
plo
yees
;
Gre
ater
em
plo
yee
awar
enes
s o
f C
ou
nty
fu
nct
ion
s ac
ross
all
dep
artm
ents
;
Gre
ater
em
plo
yee
s sk
ill
sets
wit
h m
ore
cro
ss
trai
nin
g d
ue
to c
ou
nty
o
ffer
ed c
ou
rses
;
Inte
grat
ed d
epar
tmen
ts
and
low
er e
mp
loye
e tu
rno
ver
rate
;
Low
er lo
ng
term
lia
bili
ties
an
d le
ss d
ebt;
Mo
no
Co
un
ty p
rogr
ams
imit
ated
in o
ther
ju
risd
icti
on
s;
M
ore
ap
plic
ants
fo
r p
rom
oti
on
s;
M
ore
Inte
r/In
tra
Dep
artm
en
t w
ork
gro
up
s co
min
g to
geth
er t
o s
olv
e is
sues
;
Org
aniz
atio
nal
p
roac
tivi
ty;
St
ron
ger
sen
se o
f o
ne
org
aniz
atio
n a
mo
ng
emp
loye
es –
Les
s “U
s vs
. Th
em”;
Stra
teg
ic D
irec
tio
ns
… M
eth
od
s…w
ith
Su
cces
s m
easu
red
…th
rou
gh
res
ou
rced
pro
ject
s
Mo
no
Co
un
ty V
isio
n:
Ou
tsta
nd
ing
Co
mm
un
ity
Serv
ices
, Qu
alit
y o
f Li
fe B
eyo
nd
Co
mp
are
- T
o s
up
po
rt a
ll o
ur
com
mu
nit
ies
by
pro
vid
ing
su
per
ior
serv
ices
wh
ile p
rote
ctin
g o
ur
un
iqu
e ru
ral e
nvi
ron
men
t.
3 |
Pa
ge
Strategic
Direction
s P
rom
ote
a S
tro
ng
&
Div
erse
Eco
no
my
Pro
tect
Na
tura
l R
eso
urc
es &
En
ha
nce
Pu
blic
Acc
ess
Un
der
sta
nd
& A
dd
ress
C
om
mu
nit
y N
eed
s
Sup
po
rt H
ealt
hy
Peo
ple
in
Hea
lth
y C
om
mu
nit
ies
Rew
ard
In
no
vati
on
Ef
fect
ive
Use
of
Res
ou
rces
W
ork
forc
e
Wel
lnes
s St
ren
gth
en C
ou
nty
C
ult
ure
Potential Projects
Le
vera
ge
D39
5 to
co
nn
ect
com
mu
nit
ies
an
d e
nh
ance
bro
adb
and
, su
pp
ort
sm
all
bu
sin
esse
s th
rou
gh
gra
nt/
loa
n p
rog
ram
s;
D
evel
op
Bri
dg
epo
rt “
wh
ole
co
mm
un
ity”
Pla
n;
B
rid
gep
ort
No
rdic
Cen
ter;
Jun
e La
ke D
ow
nto
wn
rev
ita
liza
tio
n -
Th
is in
clu
des
new
mo
num
ent
sig
na
ge
on
Hw
y 39
5 p
lus
Op
tico
s re
po
rt s
po
nso
red
by
MC
Co
mm
unit
y D
evel
op
men
t;
Ju
ne
Lake
Do
wn
Ca
nyo
n T
rail
com
ple
tio
n -
Dev
elo
p a
co
mp
reh
ensi
ve a
nd
co
llab
ora
tive
pla
n w
ith
th
e U
SFS
and
th
e Ju
ne L
ake
Tra
ils C
om
mit
tee
to c
om
ple
te t
he
Do
wn
Ca
nyo
n T
rail
Syst
em;
Ju
ne
Lake
Ro
deo
Gro
un
ds
futu
re;
C
on
wa
y R
an
ch A
qu
acu
ltu
re R
equ
est
for
Pro
po
sal
- D
evel
op
a c
om
pre
hen
sive
, re
alis
tic
RFP
fo
r th
e A
qu
acu
ltu
re p
ort
ion
of
CW
. Th
is w
ou
ld in
clu
de
the
form
ati
on
of
a B
lue
Rib
bo
n C
om
mit
tee
ma
de
up
of
non
-lo
cal p
ub
lic a
nd
pri
vate
pro
fess
ion
al
aq
ua
cult
uri
sts,
wa
ter
qu
alit
y a
nd
aq
ua
po
nic
exp
erts
, un
iver
sity
ext
ensi
on
p
rofe
ssio
na
ls, f
aci
lity
des
ign
sp
ecia
lists
, as
wel
l as
the
pu
blic
to
gu
ide
the
pre
pa
rati
on
of
this
cri
tica
l do
cum
ent.
Bro
ad
sca
le r
evis
ion
of
spec
ific
Pla
n; P
lan
nin
g
com
mis
sio
n le
d p
roce
ss;
D
iver
sify
of
eco
no
my
an
d c
rea
te a
t le
ast
on
e n
on
-to
uri
sm J
ob
;
Bri
ng
in in
du
stry
; In
cen
tivi
ze n
ew n
on
-tra
dit
ion
al e
ast
ern
sie
rra
bu
sin
esse
s.
Ma
rket
Co
un
ty t
o s
ma
ll h
igh
tec
h. b
usi
nes
ses
that
uti
lize
D39
5 –
Stre
ss q
ua
lity
of
life
for
entr
epre
neu
rs a
nd
th
eir
emp
loye
es;
Si
erra
Bu
sin
ess
Pa
rk –
Wa
ter
an
d S
ewer
ext
ensi
on
;
Sim
plif
y P
erm
itti
ng
an
d B
eco
me
bu
ilder
fri
end
ly a
nd
bu
ild m
ore
ho
mes
;
Geo
ther
ma
l Un
it R
epla
cem
ent;
Inte
rna
tio
na
l Film
Fes
tiva
l aki
n t
o S
un
dan
ce t
o o
bta
in t
hei
r su
pp
ort
;
An
nu
al e
ven
t w
ith
Mo
un
tain
Wa
rfa
re T
rain
ing
Cen
ter
on
Mem
ori
al D
ay
wit
h
Pa
rad
e a
nd e
xhib
its;
Bri
ng
in R
etir
emen
t co
mm
un
itie
s --
“vi
llag
e co
nce
pt”
– s
ma
ll lo
ts w
ith
op
en s
pa
ce,
wa
lkin
g t
rails
; Hig
h e
nd
lots
wit
h s
om
e m
ediu
m p
rice
d h
om
es –
clu
bh
ou
se f
or
act
ivit
ies;
Elim
ina
te “
Div
erse
” fr
om
th
is c
ate
go
ry –
Pla
y to
Co
un
ty s
tren
gth
s;
H
igh
Sp
eed
Inte
rnet
fo
r a
ll o
f A
nte
lop
e V
alle
y;
In
crea
se f
ish
sto
ckin
g;
D
evel
op
men
t o
f eq
ues
tria
n f
aci
litie
s &
act
ivit
ies;
Inve
st in
Co
un
ty-w
ide
red
evel
op
men
t p
roje
cts
an
d p
rog
ram
s
Es
tab
lish
a m
ark
etin
g s
tra
teg
y th
at
emp
ha
size
s th
e u
niq
uen
ess
of
fish
ing
in M
on
o
Co
un
ty.
Emp
ha
size
s th
e fi
shin
g in
ou
r n
atu
ral w
on
der
s. B
uilt
in a
wa
y th
at
“oth
ers”
ca
nn
ot c
om
pet
e a
gain
st. A
str
ate
gy
tha
t a
ddre
sses
th
e st
ate
wid
e d
ecre
ase
in li
cen
se
sale
s. M
ore
ab
ou
t tr
oph
y fi
shin
g in
in la
kes
sto
cked
wit
h f
ish
an
d le
ss a
bo
ut
sto
cked
fi
shin
g. D
rop
pri
nt
ad
vert
isin
g in
pu
blic
ati
on
s th
at
are
ba
sed
on
fis
hin
g a
t p
ut
an
d k
ill
lake
s a
nd
or
oce
an
fis
hin
g a
nd
tel
l eve
ryb
od
y fi
shin
g is
gre
at,
alw
ays
, eve
ryw
her
e.
C
rea
te a
rec
rea
tio
n g
uid
e to
Lo
ng
Va
lley
tha
t in
clu
des
ma
ps
wit
h t
rails
an
d
recr
eati
on
op
port
un
itie
s, in
clu
din
g b
ut
no
t lim
ited
to
fis
hin
g, a
s w
ell a
s lo
cal s
ervi
ce
bu
sin
esse
s (f
oo
d, g
as,
eq
uip
men
t re
nta
ls, l
od
gin
g e
tc.)
Ma
in S
tree
t In
tern
et W
i fi c
on
nec
tivi
ty in
Lee
Vin
ing
Wo
rkfo
rce
ho
usi
ng
Pa
rkin
g in
To
wn
Eco
no
mic
dev
elo
pm
ent
M
ain
str
eet
revi
taliz
ati
on
in L
ee V
inin
g
W
ork
ing
wit
h P
UD
an
d T
ow
n b
usi
nes
ses
B
usi
nes
s a
nd
job
rev
ita
liza
tio
n-
Bu
ild y
ear
rou
nd
an
d s
ust
ain
ab
le (
tou
rism
?)
eco
nom
y su
sta
ina
ble
eco
no
my,
bu
y lo
cal
Co
mb
ined
Use
Ro
ad
s P
rog
ram
En
ga
ge
in c
ou
nty
-wid
e re
crea
tio
n p
lan
nin
g,
pa
rtn
erin
g w
ith
fed
era
l ag
enci
es a
nd
usi
ng
rec
. fr
am
ewo
rk t
hro
ug
h C
olla
bo
rati
ve P
lan
nin
g T
eam
;
C
on
wa
y R
an
ch p
lan
nin
g;
Co
nti
nu
e co
llab
ora
tive
sa
ge
gro
use
wo
rk
thro
ugh
Co
mm
. Dev
.
Co
nw
ay
Ra
nch
Aq
ua
cult
ure
Req
ues
t fo
r P
rop
osa
l - (
als
o u
nd
er P
rom
ote
a S
tro
ng &
D
iver
se E
con
om
y)
Ju
ne
Lake
Do
wn
Ca
nyo
n T
rail
com
ple
tio
n (
als
o
un
der
Pro
mo
te a
Str
ing
& D
iver
se E
con
om
y)
Sh
eep
Fen
cin
g f
or
Co
nw
ay
ran
ch;
So
no
ra J
un
ctio
n D
eer
Fen
ce;
W
ildlif
e H
igh
wa
y Sa
fety
Pro
ject
Stu
dy
rep
ort
–
LTC
Tio
ga
Her
ita
ge
Ro
ad
Pro
cess
an
d P
roje
ct S
tud
y R
epo
rt;
Fix
Au
cheb
erry
Pit
;
Bo
die
Hill
s C
on
serv
ati
on
eff
ort
;
Co
un
tyw
ide
un
der
gro
un
din
g D
istr
ict
– w
eath
er
pro
ofi
ng
of
uti
litie
s;
O
pen
sp
ace
s a
rou
nd
all
co
mm
un
itie
s;
En
forc
e su
bd
ivis
ion
ma
p r
equ
irem
ents
th
at
rive
r fr
on
tag
e a
cces
s b
e d
edic
ate
d a
s a
co
nd
itio
n a
s a
4+
Pa
rcel
div
isio
ns;
Pro
tect
vie
ws
fro
m p
ub
lic s
pa
ces
P
rom
ote
“Su
sta
ina
ble
” fi
shin
g p
ract
ices
an
d
per
son
al r
esp
on
sib
ility
fo
r p
rote
ctin
g o
ur
un
iqu
e n
atu
ral r
eso
urc
es.
C
rea
te a
Tra
ils p
lan
fo
r Lo
ng
Va
lley
incl
ud
ing
st
ewa
rdsh
ip o
f p
op
ula
r tr
ails
an
d d
evel
op
men
t o
f n
ew t
rails
. Wo
rk w
ith
lan
d m
an
ager
s a
nd
p
art
ner
s to
ma
ke n
ew t
rails
dev
elo
pm
ent
po
ssib
le a
nd
su
sta
ina
ble
. Mu
lti-
use
tra
il fr
om
M
am
mo
th t
o L
on
g V
alle
y –
bik
e/ h
ike
acc
ess
for
recr
eati
on
an
d s
afe
co
mm
uti
ng.
B
ear/
wild
life
-pro
of
tra
sh r
ecep
tacl
es f
or
resi
den
ts in
Hilt
on
Cre
ek c
om
bin
ed w
ith
ed
uca
tion
ab
out
pro
per
fo
od, g
arb
ag
e, a
nd
co
mpo
st s
tora
ge.
Tra
ils P
lan
Imp
lem
enta
tio
n
Ti
og
a Ic
e C
limb
ing
Po
wer
-lin
e Sa
fety
C
om
bin
ed U
se R
oa
ds
pro
gra
m
In
crea
se g
ovt
co
mm
un
ica
tio
n t
hro
ug
h G
ran
icu
s; E
nh
an
ce
com
mu
nic
ati
on
an
d t
rust
: Str
eam
ing
Bo
ard
mee
tin
gs;
W
ebsi
te E
xpa
nsi
on
;
Co
un
ty g
ovt
cla
sses
on
line
(su
ch a
s R
eno
ha
s d
one
);
M
on
thly
or
qu
art
erly
rep
ort
s a
t To
wn
Co
un
cil a
nd
Vic
e V
ersa
;
Sup
po
rt D
395
– A
dvo
cacy
; La
st M
ile p
rovi
der
s in
all
com
mu
nit
ies;
Jun
e La
ke D
ow
nto
wn
rev
ita
liza
tio
n (
als
o u
nd
er P
rom
ote
a
Stro
ng
& D
iver
se E
con
om
y a
nd
Pro
tect
Na
tura
l Res
ou
rces
a
nd
En
ha
nce
Pu
blic
Acc
ess)
Mo
no
Cit
y tr
aff
ic s
pee
d c
on
tro
l - D
eve
lop
en
forc
eab
le s
pee
d
limit
pla
n f
or
Mo
no
Cit
y -
incl
ud
e si
gn
ag
e, s
tree
t st
rip
ing
an
d
spee
d b
um
ps.
Lee
Vin
ing
Co
mm
un
ity
Cen
ter
com
ple
tio
n -
Dev
elo
p a
n
ove
rall
pla
n f
or
com
ple
tio
n o
f th
e LV
CC
incl
ud
ing
la
nd
sca
pin
g, p
ark
ing
an
d a
n a
ll-p
urp
ose
dec
k o
n t
he
ba
ck
(Ea
st)
sid
e o
f th
e b
uild
ing
. B
eca
use
of
its
cen
tra
l lo
cati
on
in
Mo
no
Co
unty
, th
is v
enu
e is
idea
l fo
r C
ou
nty
wid
e em
plo
yee
fun
ctio
ns
an
d p
ublic
eve
nts
.
Ju
ne
Lake
Do
wn
Ca
nyo
n T
rail
com
ple
tio
n (
als
o u
nd
er
Pro
mo
te a
Str
ong
& D
iver
se E
con
om
y a
nd
Pro
tect
Na
tura
l R
eso
urc
es a
nd
En
ha
nce
Pu
blic
Acc
ess)
Live
Str
eam
ing
of
Bo
ard
mee
tin
gs
- R
ota
tio
n o
f B
oa
rd
mee
tin
g lo
cati
on
s;
W
alk
ing
pa
ths
in W
alk
er a
nd
Co
levi
lle;
St
ron
ger
so
cia
l med
ia –
Fa
ceb
oo
k P
ag
e fo
r A
nte
lop
e V
alle
y;
P
rovi
de
a S
up
ervi
sor
wit
h a
ded
ica
ted
am
ou
nt
in e
ach
ye
ar’
s B
ud
get
as
dis
cret
ion
ary
sp
end
ing
wit
hin
his
/her
D
istr
ict;
In
crea
se C
hild
Ca
re –
Ince
nti
vize
th
e o
pen
ing
of
mo
re
licen
sed
ch
ild c
are
fa
cilit
ies
wit
h f
ina
nci
al i
nce
nti
ves;
pro
vid
e st
art
up
fu
nd
s fo
r n
ew c
hild
ca
re a
nd
pre
sch
ool f
aci
litie
s in
a
rea
s o
f n
eed
.;
Su
rvey
an
d e
valu
ate
co
mm
un
ity
nee
ds
on
a r
egu
lar
ba
sis
M
ake
all
form
s o
f lo
cal g
ove
rnm
ent
acc
essi
ble
to
th
e p
ub
lic. L
ive
an
d a
rch
ived
web
cast
s o
f a
ll R
PA
C, B
OS,
CSA
ec
t.;
M
am
mo
th P
lan
nin
g A
dvi
sory
Co
mm
itte
e;
Iden
tify
wa
s to
incr
ease
ad
dit
ion
al l
oca
tio
ns
for
do
ing
b
usi
nes
s in
Ju
ne
Lake
. Co
nst
ruct
th
e C
raw
ford
Str
eet
bu
sin
ess
roa
d. A
dd
pa
rkin
g a
lon
g t
he
new
by
pa
ss r
oa
d.
V
isib
le, a
ccu
rate
str
eet
sig
ns
Si
gn
ag
e fo
r a
sa
fe w
alk
ing
ro
ute
bet
wee
n S
unn
y Sl
op
es a
nd
To
m’s
Pla
ce
Fe
asi
bili
ty a
nd
des
ira
bili
ty o
f w
ate
r sy
stem
fo
r
Cro
wle
y/ H
ilto
n C
reek
Sma
ll sc
ale
co
mm
erci
al a
nd
pro
fess
ion
al s
ervi
ces
alo
ng
C
row
ley
Lake
Dri
ve.
Le
e V
inin
g F
ore
Sta
tio
n
M
on
o B
asi
n S
kate
Pa
rk
Im
pro
ve v
isu
al a
ttra
ctiv
enes
s o
f co
mm
un
ity
C
om
mu
nit
y p
rog
ram
min
g –
yo
uth
act
ivit
ies,
co
nti
nu
ing
ed
uca
tio
n, e
tc.
N
eces
sary
life
ser
vice
s, D
MV
, hea
lth
ser
vice
s, e
tc.
B
uild
sen
se o
f co
mm
un
ity,
pro
gra
ms,
co
llab
ora
tio
ns,
etc
.
W
ate
r &
In
teg
rate
d R
egio
na
l Wa
ter
Ma
na
gem
ent
Pro
gra
m (
IRW
MP
) -
*Met
ho
d: E
nsu
rin
g a
cces
s to
sa
fe, r
elia
ble
an
d a
ffo
rda
ble
wa
ter
for
all
com
mu
nit
ies
(per
th
e R
igh
t to
Wa
ter
Act
) *
Pro
ject
: P
art
ner
wit
h t
he
Inyo
-Mo
no
Inte
gra
ted
Reg
iona
l W
ate
r M
ana
gem
ent
Pro
gra
m t
o id
enti
fy a
nd
re
spo
nd
to
pri
ori
ty c
om
mu
nit
y a
nd
eco
syst
em
wa
ter
nee
ds,
as
wel
l as
secu
re s
tate
fu
nd
ing
fo
r a
w
ate
r-se
cure
fu
ture
fo
r M
on
o C
oun
ty.
Su
pp
ort
loca
l fo
od
acc
ess
(fee
s fo
r fa
mer
s m
ark
ets,
fo
r in
sta
nce
);
Fi
re/e
mer
gen
cy p
lan
nin
g;
W
ork
wit
h C
SA1
on
co
mm
un
ity
imp
rove
men
ts
pro
ject
s;
Su
pp
ort
Tri
-Va
lley
Wa
ter
Co
mm
issi
on
;
Co
nti
nu
e su
pp
ort
of
spee
d li
mit
red
uct
ion
in T
ri-
Va
lley;
R
ou
nd
Fir
e R
eco
very
eff
ort
s;
M
on
o C
ity
tra
ffic
sp
eed
co
ntr
ol (
Als
o u
nd
er U
nd
er
& A
dd
ress
Co
mm
un
ity
Nee
ds)
Lee
Vin
ing
Co
mm
un
ity
Cen
ter
com
ple
tio
n.
(Als
o
un
der
Un
der
sta
nd &
Ad
dre
ss C
om
mu
nit
y N
eed
s)
Ju
ne
Lake
Do
wn
Ca
nyo
n T
rail
com
ple
tio
n.
(als
o
un
der
Pro
mo
te a
Str
on
g &
Div
erse
Eco
no
my
an
d
Pro
tect
Na
tura
l Res
ou
rces
an
d E
nh
an
ce P
ub
lic
Acc
ess)
In
clu
de
Hea
lth
of
Mo
no
Co
un
ty O
rga
niz
ati
on
s;
Ed
uca
te p
eop
le o
n h
om
eop
ath
ic m
edic
ine
–
Ref
eren
ce b
oo
k ca
lled
“To
p 2
0 a
lter
na
tive
Do
cto
rs
in A
mer
ica
ca
n im
pro
ve y
ou
r h
ealt
h”;
Ret
irem
ent
livin
g w
ith
hea
lth
as
a k
ey
com
po
nen
t;
In
crea
sin
g C
hild
Ca
re –
Ince
nti
vize
th
e o
pen
ing
of
mo
re li
cen
sed
ch
ild c
are
fa
cilit
ies
wit
h f
ina
nci
al
ince
nti
ves;
pro
vid
e st
art
up
fu
nd
s fo
r n
ew c
hild
ca
re
an
d p
resc
hoo
l fa
cilit
ies
in a
rea
s o
f n
eed
.
Enco
ura
ge
Earl
y Li
tera
cy –
Fu
nd
Lit
era
cy F
air
at
all
libra
ries
to
co
inci
de
wit
h “
Rea
d A
cro
ss A
mer
ica
d
ay.
”
CSA
an
d H
ealt
h D
epa
rtm
ent
to d
evel
op
an
d
ma
na
ge
wel
lnes
s a
nd
exe
rcis
e p
rog
ram
s;
B
uild
a s
kate
pa
rk a
nd
a b
ike
pa
rk in
Ju
ne
Lake
. Th
e b
all
pa
rk is
ha
rdly
use
d. A
ckn
ow
led
ge
the
you
ng
ster
po
pula
tio
n b
oom
cu
rren
tly
exp
lod
ing
in
Jun
e La
ke.
Es
tab
lish
bik
e/w
alk
ing
tra
ils t
hro
ug
ho
ut
the
Jun
e
Lake
Lo
op
.
Safe
wa
lk/
bik
e la
ne
on
Cro
wle
y La
ke
Dri
ve b
etw
een
Lo
ng
Va
lley
an
d C
row
ley
A
vis
Ra
dio
fo
r Em
erg
ency
in M
on
o B
asi
n
Wo
rkfo
rce
hou
sin
g
Fi
re S
afe
Co
un
cil F
ire
pre
ven
tio
n p
lan
nin
g a
nd
em
erg
ency
pre
pa
red
nes
s
Mo
no
Cit
y fu
els
red
uct
ion
Mo
no
Cit
y w
ate
r sy
stem
(a
nti
qu
e p
lum
bin
g)
P
ow
er-l
ine
Safe
ty
Le
e V
inin
g M
ain
Str
eet
imp
rove
men
ts,
incl
ud
es
issu
e o
f ro
ad
ya
rds,
wa
lka
bili
ty, m
ob
ility
, p
edes
tria
n a
nd
bik
e im
pro
vem
ents
,
C
om
mu
nic
ati
on
: M
ore
info
. on
line
an
d
pre
sen
tati
on
s to
sh
ow
case
sta
ff w
ork
;
C
on
tin
uin
g e
du
cati
on
fo
r em
plo
yees
;
D
395
leve
rag
e fo
r sa
fety
;
Ex
plo
re r
egio
na
l pa
rtn
ersh
ips
an
d
effi
cien
cies
(Sh
are
d s
ervi
ce m
od
els)
;
Jun
e La
ke D
ow
nto
wn
rev
ita
liza
tio
n (
Als
o
in P
rom
ote
a S
tro
ng
& D
iver
se E
con
om
y).
C
on
wa
y R
an
ch A
qu
acu
ltu
re R
equ
est
for
Pro
po
sal;
(A
lso
un
der
Pro
mo
te a
Str
on
g
& D
iver
se E
con
om
y a
nd
Pro
tect
Na
tura
l R
eso
urc
es a
nd
En
ha
nce
Pu
blic
Acc
ess)
Jun
e La
ke D
ow
n C
an
yon
Tra
il co
mp
leti
on
; Als
o u
nd
er P
rom
ote
a S
tron
g
& D
iver
se E
con
om
y a
nd
Pro
tect
Na
tura
l re
sou
rces
an
d E
nh
an
ce P
ub
lic A
cces
s
Imp
rove
qu
alit
y o
f w
ork
life
by
imp
rovi
ng
co
un
ty c
ult
ure
so
th
at
emp
loye
es h
ave
wo
rk li
fe t
o m
atc
h q
ua
lity
of
life
ou
tsid
e o
f w
ork
;
Rew
ard
em
plo
yees
wit
h t
ime
off
fo
r b
est
sug
ges
tio
n d
uri
ng
a q
ua
rter
;
Wo
rkin
g w
ith
Mo
no
Ba
sin
PU
D a
nd
To
wn
bu
sin
esse
s
Fa
cilit
ies
pla
nn
ing
(lo
ng
an
d s
ho
rt t
erm
) –
Co
mp
reh
ensi
ve C
ou
nty
Fa
cilit
ies
Pla
nn
ing
;
Fisc
al R
estr
ain
t;
A
pp
ly t
he
Pro
ject
Ap
pro
val p
roce
ss t
o a
ll B
oa
rd r
equ
este
d p
roje
cts;
Pri
ori
tiza
tio
n t
o a
ll D
epa
rtm
ents
;
Lon
g T
erm
So
lid W
ast
e So
luti
on
;
Mo
no
Cit
y tr
aff
ic s
pee
d c
on
tro
l; (
Als
o u
nd
er
Un
der
sta
nd
& A
dd
ress
Co
mm
unit
y N
eed
s
Lee
Vin
ing
La
nd
sca
pin
g o
f th
e R
oa
d Y
ard
–
(Als
o in
Un
der
sta
nd
& A
dd
ress
Co
mm
un
ity
Nee
ds)
P
ain
t th
e Le
e V
inin
g R
oa
d S
ho
p; p
rote
ct t
he
exte
rio
r in
teg
rity
of
the
bu
ildin
g a
s w
ell b
len
d
it in
wit
h a
dja
cen
t u
pg
rad
ed C
alt
ran
s st
ruct
ure
s is
an
imm
edia
te n
eed.
Th
is p
roje
ct
cove
rs t
he
ou
twa
rd n
eed
of
Un
der
sta
nd &
A
dd
ress
Co
mm
un
ity
Nee
ds.
It
wo
uld
ser
ve
the
Stra
teg
ic D
irec
tio
ns
of
Effe
ctiv
ely
Use
R
eso
urc
es, W
ork
forc
e W
elln
ess,
an
d
Stre
ng
then
Co
unty
Cu
ltu
re (
i.e. n
ice
loo
kin
g
fun
ctio
na
l bu
ildin
gs)
.
Bri
dg
epo
rt C
ou
nty
Ca
mp
us
Pla
n
B
oa
rd O
vers
igh
t Su
b-C
om
mit
tees
;
Co
un
ty f
aci
litie
s Ze
ro N
et E
ner
gy;
Go
vern
men
t C
ente
r in
Ma
mm
oth
La
kes;
Co
un
tyw
ide
init
iati
ve t
o im
pro
ve h
ealt
h o
f a
ll co
mm
un
itie
s w
ith
fo
cus
on
co
mm
un
ica
tio
n, t
rust
, co
llab
ora
tio
n, m
utu
al
ga
in. I
nvi
te k
ey o
rga
niz
atio
ns
such
as
Mo
no
C
ou
nty
, To
wn
of
ML,
sch
oo
ls, t
ou
rism
an
d
ho
spit
alit
y.
U
se o
uts
ide
Co
un
sel t
o r
edu
ce f
avo
riti
sm;
Le
ad
ersh
ip in
En
erg
y a
nd
En
viro
nm
enta
l D
esig
n (
LEED
) h
om
es;
B
uild
vo
lun
teer
ism
;
Pro
tect
all
spa
wn
ing
str
eam
s in
Mo
no
C
ou
nty
. Na
tura
l sp
aw
ned
fis
h a
re f
ree
fish
.
Sp
aw
nin
g s
trea
ms
sho
uld
be
catc
h a
nd
re
lea
se, a
rtif
icia
l ba
its,
ba
rble
ss h
oo
ks, n
o
do
gs
in s
trea
ms,
no
sw
imm
ing
in s
pa
wn
ing
st
rea
ms.
Ma
inta
in w
ha
t w
e h
ave
bef
ore
bu
ildin
g
mo
re
In
crea
se S
pec
ial D
istr
ict
Ca
pa
city
to
pro
vid
e se
rvic
e a
nd
fu
nct
ion
alit
y
Im
pro
ve a
nd
gro
w H
R-r
un
sys
tem
s a
nd
p
rog
ram
s (E
AP
, tra
inin
gs,
Ed
uca
tio
n
op
po
rtu
nit
ies
such
as
CSA
C)
C
on
trib
uti
ng
to
th
e b
uild
ing
an
d
pla
nn
ing
pa
rt o
f th
e ec
on
om
y a
lon
g w
ith
n
ew r
esid
ents
uti
lizin
g lo
cal r
eta
il b
usi
nes
ses;
U
tiliz
e B
oa
rd o
f Su
per
viso
rs A
d H
oc
com
mit
tees
fo
r o
vers
igh
t/p
lan
nin
g -
- R
eco
mm
end
atio
ns
incl
ud
e:
EM
S -P
ara
med
ics,
Emer
gen
cy s
ervi
ces
an
d f
ire
issu
es s
uch
as
uti
litie
s u
nd
erg
rou
nd
Elec
tio
ns;
Rec
rea
tio
n;
In
crea
sin
g P
ub
lic E
ng
ag
emen
t --
to
wn
h
alls
/in
crea
sin
g p
art
icip
ati
on
in M
am
mot
h;
Le
e V
inin
g C
om
mu
nit
y C
ente
r co
mp
leti
on
–
(Als
o in
Eff
ecti
ve U
se o
f R
eso
urc
es a
nd
U
nd
erst
an
d &
Ad
dre
ss C
om
mun
ity
Nee
ds)
Pa
int
the
Lee
Vin
ing
Ro
ad
Sh
op
– (
Als
o
un
der
Eff
ecti
ve U
se o
f R
eso
urc
es a
nd
W
ork
forc
e W
elln
ess)
Pu
blic
Rec
og
nit
ion
eve
nts
;
Co
nn
ecti
ng
ret
irem
ent
villa
ges
to
ea
ch
oth
er f
or
act
ivit
ies
thro
ug
ho
ut
cou
nty
.
Incr
easi
ng
Ch
ild C
are
– In
cen
tivi
ze t
he
op
enin
g o
f m
ore
lice
nse
d c
hild
ca
re f
aci
litie
s w
ith
fin
an
cia
l in
cen
tive
s; p
rovi
de
sta
rtu
p
fun
ds
for
new
ch
ild c
are
an
d p
resc
ho
ol
faci
litie
s in
are
as
of
nee
d.
Su
pp
ort
reg
ion
al b
ran
din
g, c
ha
ract
er, a
nd
id
enti
ty. I
mp
lem
ent
po
licy
to e
nsu
re
con
sist
ent
an
d c
ohe
sive
mes
sag
ing
th
rou
gho
ut
the
Co
unt
y;
C
on
nec
t C
ou
nty
org
an
iza
tio
n b
ette
r w
ith
co
mm
un
itie
s -
In t
he
met
ho
ds
sect
ion
th
is is
g
eare
d m
ore
to
wa
rd t
he
coun
ty a
s a
n
ag
ency
. It
wo
uld
be
nic
e to
see
th
is in
clu
de
the
idea
of
the
coun
ty a
s a
co
mm
unit
y o
f re
sid
ents
an
d e
mp
loye
es. I
’m n
ot
sure
ho
w
to p
ut
it in
to a
pro
ject
. So
met
hin
g t
o
incr
ease
/ ce
leb
rate
co
un
ty p
rid
e a
nd
in
volv
emen
t in
Co
un
ty g
ove
rnm
ent.
RP
AC
mem
ber
ship
div
ersi
ty
B
uild
sen
se o
f co
mm
un
ity,
pro
gra
ms,
co
llab
ora
tio
ns,
etc
.
Stra
teg
ic D
irec
tio
ns
… M
eth
od
s…w
ith
Su
cces
s m
easu
red
…th
rou
gh
res
ou
rced
pro
ject
s
Static or Dynamic? It’s a Choice By Dr. Laree Kiely
Originally published in PA Times Online
October 2013
Recently, we have seen many organizations and whole industries
become obsolete overnight. Of course, organizations are living
systems and living systems, just like the human body or plants and
animals, are always in the process of growing or dying.
The differences between static and dynamic organizations are seen
in several tell-tale signs.
Strategy versus plan
One of the most obvious signs of a static organization is that it
either has no strategic plan, or it has one, but it has no strategy: sort
of “here’s what we can do and we don’t really care if you like it or
not.” It’s the way we are organized; it’s what we have to offer that
matters. The consumer adapts to us rather than the other way
around. This occurs in the private and the public sector. Just try
buying a phone service today and see who has to adapt to whom.
Dynamic groups, on the other hand, have an external, consumer-
focused strategy that is flexible enough to adapt to whatever is
going on. They take a balcony view of the world at large and how
they fit into it. Everyone gets the “big” picture. Few are stuck in
the weeds.
The nature of the conversations:
In fact, if you listen closely to the talk in static organizations, the
consumer is rarely mentioned. Most conversations center around
today and what can’t be done. “They,” mentioned frequently,
are the main reason why things can’t be done. ‘Though if you go
on a search for “they,” “they” can’t be found. “They” don’t
exist. The conversations also include a lot of talk about each other,
and not in very positive ways.
In dynamic systems, the conversations focus on the consumer and
continuous improvement. The most prominent pronoun is the
inclusive “we.”
The attitude toward change:
In static organizations, change is entertained only when there is a
crisis; it is reactive, throwing the organization into a tizzy. The
participants keep doing the same old thing, maybe faster, maybe
with more technology, maybe with more resources, maybe with
small incremental improvements, but not so much with a focus on
improvement as an irritation that they have to do something
differently. It is more about doing, and repetitive doing. Static
organizations have no way of managing change effectively, so it is
very disruptive.
Kiely Group 1390 Broadway, B101 www.kielygroup.com Placerville, CA 95667 [email protected] 530-622-8887
Dynamic systems, on the other hand, not only meet the consumers’ needs, but they are already looking at future needs that the
consumers might not even know they will have. “Change” is a passé word and most parties are already looking at innovation, or at
least continuous improvement in everything they do. The focus is not just on doing, but always doing better, always focusing on the
thinking and learning necessary for constant improvement.
Decision Processes
In static organizations people sit back and wait until someone or “they” tell them what to do and how to do it. The reasoning behind
the activities rarely comes up. If an idea is mentioned from someone deeper in the organization, the reaction is often an odd look and
no response, as if the person with the idea must be from Mars.
But dynamic organizations are “why” cultures. The “why” is always stated or requested. In addition, people at all levels are asked for
their input. Even if their ideas are not used, they are treated with respect.
False sense of security
Static organizations have a false sense of security. The world will always need us; we are stable and invincible.
Dynamic organizations have no such hubris. There is a feeling of humility and appreciation for the work they get to do and the
contribution they make to society. There are some exceptions to this, of course: some high tech companies have enormous egos yet
are quite dynamic.
Organizational culture
Static organizations manage more by “policing” and a paternal model that feels like parent/child. There is a lot of “telling.” The model
is to “push” information. These organizations hire people to show up and follow orders.
Dynamic organizations are “coaching” cultures rather than “managing” cultures. There is more listening than telling. The model is to
pull information from as many sources as possible. These organizations hire people to think as well as do.
Answering the “so what” question
A few caveats before we go on. This discussion is just a starting place from which to assess your organization. There are more criteria
than we have space for here. Keep in mind that the difference between a dynamic and a static culture is more like a continuum than an
absolute. Additional caution: you can be too dynamic as well as too static. But these should be choices rather than defaults.
If your organization needs to move toward the dynamic, here are a few steps to take: 1. Let go of feeling the need to be in absolute control. 2. Make the move from static to dynamic in gradual baby steps because the change, although welcome by most, can be very
disruptive 3. Do an assessment of your cultural norms and the unwritten rules in your group. Interestingly, these can be seen best by people
who are new to your organization. Newcomers will be more objective. They have probably been “stepping” in the established rules and they have gotten negative reactions. That’s how you know a rule exists.
4. Tweak these norms ever so slightly and make the changes sustainable through positive reactions and reinforcements rather than punishments. One of the best books you’ll ever read is one called Bringing out the Best in People by Aubrey Daniels. It gives you a step-by-step model for moving toward a dynamic organization.
This new world and what is now being called the “new normal,” makes all organizations very unstable. Unstable organizations cause
instability in the lives of individuals. Instability in our lives does not bring out the best in people. It’s a system and if we introduce
positive changes into it, we can at least be assured that we are doing the right thing, however temporary it may be. Doing the right
thing usually leads to more work we can do, more work we can do leads to more stability.
But don’t get me wrong. It’s a complex world out there. Just because you are a dynamic organization doesn’t mean you will be
optimally successful or even that you will be around forever, but it does give you a much better shot at it!
.
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October 2013
Special Session of the Mono County Board of Supervisors
“To accomplish great things, we must not only act, but also dream, not only plan, but also believe.”
Here’s a reminder for our session together:
1. Strategic goals are broad, primary, overarching outcomes
2. Methods are the means by which you can achieve a strategic goal.
3. Projects are potential actions and
4. Objectives are the measurable steps you take to achieve a strategy.
5. Tactics are tools you use in pursuing an objective associated with a strategy
All of the above must be directly aligned with the stated “Strategic Direction” of the organization. Our
session will focus on 1 through 3 above and we will spend some time ensuring alignment to Mono’s
Strategic Direction.
During this special session, we will be striving for:
1. Determining themes in the project list
2. Prioritizing which projects are critical, which are important; and which are bonus “nice to haves”
3. If we have time, we will look at these projects in terms of the necessary sequence of events
To Prepare:
1. Review the current draft of the Strategic Planning framework.
2. Look for overarching themes among the
projects into 5-7 themes. If some projects do not naturally fit into a theme, they can be left as
individual projects. If you have
3. Bring your ideas about the “th
Preparation for
Special Session of the Mono County Board of Supervisors
May 22, 2015
“To accomplish great things, we must not only act, but also dream, not only plan, but also believe.”
Anatole France
-----------------------------------
Here’s a reminder for our session together:
Strategic goals are broad, primary, overarching outcomes
Methods are the means by which you can achieve a strategic goal.
Projects are potential actions and activities you undertake to achieve your strategy
Objectives are the measurable steps you take to achieve a strategy.
are tools you use in pursuing an objective associated with a strategy
All of the above must be directly aligned with the stated “Strategic Direction” of the organization. Our
session will focus on 1 through 3 above and we will spend some time ensuring alignment to Mono’s
will be striving for:
Determining themes in the project list
Prioritizing which projects are critical, which are important; and which are bonus “nice to haves”
If we have time, we will look at these projects in terms of the necessary sequence of events
Review the current draft of the Strategic Planning framework.
themes among the “potential projects” on page 3. If pos
. If some projects do not naturally fit into a theme, they can be left as
If you have fewer or more than 5-7 themes, that is okay.
“themes” with you to the meeting.
Special Session of the Mono County Board of Supervisors
“To accomplish great things, we must not only act, but also dream, not only plan, but also believe.”
activities you undertake to achieve your strategy
All of the above must be directly aligned with the stated “Strategic Direction” of the organization. Our
session will focus on 1 through 3 above and we will spend some time ensuring alignment to Mono’s
Prioritizing which projects are critical, which are important; and which are bonus “nice to haves”
If we have time, we will look at these projects in terms of the necessary sequence of events
If possible fit the list of
. If some projects do not naturally fit into a theme, they can be left as
okay.