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HomeMy WebLinkAbout2013 0404 OSTB retreat minutes S i OPEN SPACE AND TRAIL BOARD ORGANIZATION RETREAT April 4,2013 Colorado Mountain College,Room 217 0255 Sage Way,Aspen OSTB Present: Howie Mallory, Chair;Anne Rickenbaugh,Tim McFlynn, Tai Jacober OSTB Absent: Hawk Greenway Staff Present: Dale Will,Jon Peacock,Fran Soroka, Gary Tennenbaum,Lindsey Utter,Paul Holsinger,John Armstrong Retreat Facilitator—Anna Pool Howie Mallory called the retreat to order at 8:15 a.m. in Room 217 of Colorado Mountain College First part of the retreat was attended by OSTB members,Anna Pool,Dale Will,Jon Peacock and Fran Soroka Retreat Introduction-Dale Will OST program is entering its 23rd year and has invested close to 123 million dollars in the Roaring Fork Valley. First part of the organizational retreat will focus on interrelationships between OST key staff and the OSTB. Second part will include OST staff.Highlights from part one discussions will be shared. Organizational priorities and processes to address unfinished departmental tasks will be discussed. Facilitated Retreat—Anna Pool Ideal Outcomes From the Process: o Identify/address structural opportunities to focus on what the Board does best—focus on policy discussion o Create more efficient meetings(for both the Board and Staff) o Address weakness and strengths and how to solve them o Policy—how to manage between policy vs.operations o Policy,political world and operations world and how to harmonize Ground Rules: o How best to share retreat content with Hawk. o Dale to meet with Hawk. MBTI Review o OSTB Team,OST Team, and BOCC Team MBTI profiles strengths and blind spots were reviewed o OSTB Team and OST Team share the same MBTI profile o OSTB Team MBTI blind spot tendency can lead to fatigue factor and inability to stick to priorities. • Board acknowledged making an effort to avoid getting detoured during meetings or to re-hashing historical background information. o OSTB Team MBTI shared strengths—program passion,energy,and conceptual solutions to complex problems 4/04/2013 OSTB Org anizational Retreat Outline Page 1 of 6 County Manager,Jon Peacock o Subcommittee will be formed for OST restructuring:Dale Will, Gary Tennenbaum and Anna Pool o Observation—Department is at a cross-roads and important time to make changes from top to bottom. All roles should be up for discussion. Department can choose to make deliberate changes or let changes happen to Department(crisis driven change) o OSTB roles as a Board • At this point in time the OSTB needs to address its role.Currently roles are not clear. Part of thoughtful,doable, strategic enhancements or program evolution. • If program stays in start-up mode,then program operations will start to suffer. Program operations will be perceived poorly by the public. • Avoid losing public credibility.Board key decisions on acquisitions and management plans. o Manager's role with OST program • County Manager's role is to assure OST Director is following County Policies. Manager has been working with Dale and Anna Pool through the organizational review process.Manager is part of the team and does not have a preconceived role in this process. o BOCC's relationship with OSTB • BOCC is concerned when 1-2 members attend OSTB meetings that their presence may have an undue influence. • Suggestion: rotate BOCC member presence at OSTB meeting. • OSTB request: share OST Director's contract with OSTB. o Manager's closing perspective • OSTB's focus is narrower than the BOCC's whose concerns comprise 14 County department missions and the arbitrary nature of finance. County Manager left the retreat. View of other Open Space Programs Comparisons to Boulder County, Larimer County, and Jefferson County o All the compared programs have more conserved land, staff, and larger budgets. o All the compared programs boards' are advisory boards only. OSTB is unique with Charter authority. OSTB has more responsibility and recommends program expenditures. o Other boards meet once/month with limited staff present(Director,key managers, administrator and topic presenters) o Overseeing department operations is generally limited to board policy documents i.e. management plans and five year capital improvement plans.Board emphasis on acquisitions. o Actual project design work does not come back to their boards and specific final project designs do not go back to the public for review. 4/04/2013 OSTB Organizational Retreat Outline Page 2 of 6 Organizational Lifecycle o OST program is in the `Go-Go' corporate lifecycle phase. o Sales and opportunity oriented with over reliance on founders o Work toward `Adolescence' phase(become more independent). `Prime' phase would be defined as a stable efficient organization. o Board and OST department are currently in transition and feeling growth friction. Big piece is adequate database. o Delegation: o Partnership of authority and responsibility to another person or team to carry out specific activities. o Empowers subordinates to make decisions;is a shift in decision making authority from one organizational level to another. o It is the opposite of micro management(Where a manager provides too much input,direction and review of delegated work.) o Done well,delegation saves time,money and helps build skill and motivation. Draft Working Agreements Board discussed slides 50-52 with distributed draft working agreement. o Slide 50 o Work with Board/Staff to identify areas where lower value work is being unintentionally generated and significantly reduce time spent on those items. (Le. narrative style Board minutes vs. outline style minutes and all staff attendance to all Board meetings) o Experiment with one formal acquisition meeting/month and one land management meeting/month. o Structure agenda for both meetings to not exceed 4 hours. o Agree to support a more structured facilitation approach that allows meetings to end on time. Retreat Part 2 - OST staffjoin the retreat: Gary Tennenbaum, Lindsey Utter, John Armstrong, and Paul Holsinger Ideal Retreat Outcomes o OSTB ideal outcomes were shared with staff. o OST Team and OSTB Team share the same MBTI profile—same strengths and blind spots. • Board would like staff to speak up when feeling overtasked—staff is apprehensive to voice when media is attending public session. • Suggestion: use meeting catch phrase(i.e. `scope creep' or `getting into the weeds'—see parking lot items • Board create tools to better delegate responsibilities(i.e. set criteria standards/policies/process) • Create Board and Staff systems in place to enable smooth transitions for new board members or staff. 4/04/2013 OSTB Organizational Retreat Outline Page 3 of 6 • Board to take into account impacts to operations when Board considers taking on new opportunities. Review of OSTB Interview Questions o Look at other open space program's involvement criteria when dealing with capital improvements—possibly set dollar amount criteria. o Strive to for efficient meetings. • Board members will come prepared and staff will not need to summarize packet materials before discussion. • Board will refrain from re-hashing background information during meeting time. Board members will individually seek background information from staff. • Restructure meeting purposes—one regular business meeting/month and one executive business meeting/month. o Strive to develop a shared(Board/Staff) electronic information system.Review Google Docs and DropBox possibilities. Unfinished Business List Board and Staff reviewed the list and made changes during the retreat. It was agreed that the unfinished list would be easier to manipulate in a spreadsheet format. The updated list will be reformatted and distributed to Board members to individually annotate task priorities by year and who will take lead roles to accomplish.Results will be reviewed at the April 18th meeting. 1 =2013 year end completion 2=2014 year end completion 3 =2015 year end completion 4=ongoing A=Board takes the lead with staff support B=Board subcommittee takes the lead,with progress reports to Board and Staff* *Dale will meet with OSTB and set ground rules for subcommittees C=Staff takes the lead with status reports to the Board D=Outsource the task Next Steps April 18 meeting review working agreements and unfinished business. Anna Pool will attend the June 20th meeting and check on progress. Parking Lot Items: These are discussion topics not fully discussed at the retreat,but were captured throughout the day as items for further discussion. (`S'slide number from OST Board Retreat—April 4, 2013 power point presentation by Anna Pool, Consultant. Portions of this presentation are included and made part of this record as `Exhibit A) ➢ (S 25)data base accessing improvement tools to sort/track acquisition priorities 4/04/2013 OSTB Organizational Retreat Outline Page 4 of 6 > (S 25) agree not to readdress background issues in meeting—use an agreed upon phrase when meeting discussion is getting into minutia. (`scope creep' or `getting into the weeds' etc.) ➢ (S 26) Describe/define workable description for policy &operations • Define what is policy and what is operations. • 'How' —is the staff's job responsibility and 'What and by When' is the policy. • Board must define criteria in order to provide staff with guidance and in order to delegate effectively: example would be to set up project design criteria • Establish OSTB boundaries (i.e. special events) > (S 27) Staff should presume that the Board has come to the meeting prepared i.e. has reviewed packet materials prior to meeting • need to identify ways to simplify/reduce packet preparation staff time and staff presentation time > (S 28) Content/structure of meeting minutes—need to reduce staff time in creating minutes > (S 31) OST Director's annual review • OSTB Chair's role is to maintain Director's `to do' list • OSTB Chair should initiate and take a leadership role with County Manager • Create OSTB Chair's summary of responsibilities • Give Director targets/metrics to follow—key performance indicators > (S 30 and S 34) Who directs OST staff: OST staff receives direction from two Boards • Clarify and integrate staff direction received from these two Boards • Director needs to make both Boards happy • Board understanding how/when staff work is unintentionally generated > (S 37) Management and leadership • Does Director's job description need to include daily tasks? > (S 38) Director will determine who (staff) will attend meetings—or when staff will present at meetings • limited meeting time—discuss following a meeting process • At meetings staff can say ' I don't know' or `I am not prepared to answer'; i.e. it's okay not to have all the answers,just be willing to find out Parking Lot Items determined with Staff present (S 40) > OSTB meetings • ls`Thursday meeting would be land management • 3rd Thursday meeting would be executive session ➢ Develop tracking system for evolving operations targets • Google docs and DropBox were suggested tools to use for shared Board/Staff information 4/04/2013 OSTB Organizational Retreat Outline Page 5 of 6 • Staff meet with Tai to discuss structure examples Director to meet with Board to define ground rules for Board sub-committees ADJOURN The April 4, 2013 OSTB Organizational Retreat adjourned approximately at 2:30 p.m. Approved: Attest: &a/IL Howie Mallory, C an Soroka Pitkin County Open Space &Trails Board Pitkin County Open Space &Trails Administrator 4/04/2013 OSTB Organizational Retreat Outline Page 6 of 6 4/4/13 OSTB Retreat - Power Point with Parking Lot Content Agenda • Explore Team Report and associated strengths and blind spots • Review results of Board/Staff Interviews/Benchmarking • Apply the Organizational Lifecycles model to the OST program • Recommendations and next steps • Debrief with OST staff • Work session: Unfinished business 1 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Quick Review: The Four Dichotomies of the MBTI • Where a person gathers their energy: Extraversion E vs. Introversion I • The way a person collects and presents information: Sensing S vs. iNtuition N • The way a person makes decision Thinking T vs. Feeling F • How a person deals with the outer world (orientation): Judging J vs. Perceiving P 2 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Team Profile II Adobe Reader File Edit View Window Help ; ^ 0 0 $ +) 3. (75%) Mon 1:02 PM Anna Pool Q e C) O '").- Facilitator.pdf a 28 1 (t) (♦ 4 / 23 — + 115% - d Q 1 Q L;) its' Tools Sign Comment Your Team Type: ENTP Number of People on Your Team with Each Preference ISTJ ISFJ INFJ INTJ 1 1 E Extraversion 4 I Introversion 3 I S Sensing 1 N Intuition 6 T Thinking 4 F Feeling 3 ISTP ISFP INFP INTP J Judging 3 P Perceiving 4 1 — ENTP teams are well equipped to identify new opportunities in the environment.They often particularly ESTP 1 ESFP FENFP ENTP excel in the start-up phase of a project or organization 2 I when their enthusiasm for what is possible can get others energized. ESTJ ESFJ ENFJ ENTJ 1 Because this is an ENTP team, he prepared to: • Be flexible about time management • Have a lot of side conversations or other activity going on le.g., e-mail) • Discuss possible applications for the type information the team receives r- __ - - -- - -- - - - - ir.rr 11 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Strengths i Adobe Reader File Edit View Window Help ,. ^ 0 0 * 40) F (75%) Mon 1:04 PM Anna Pool Q 0 C) 0 .Facilitator.pdf a in 12 .,0., (*) (♦ 5 1 / 23 — + 115% - 1 1 le Tools Sign Comment Team Strengths: ENTP Needed? Devising conceptual solutions to complex problems Bringing energy and enthusiasm to projects Staying open to input from team members and outsiders Demonstrating innovation and creativity Keeping up with emerging, large-scale trends Staying on the cutting edge of technological developments Driving change Identifying opportunities in the environment Responding quickly to new opportunities Analyzing problems logically and objectively Team Action Steps / As a team,discuss each of these strengths. / In the second column of the chart, place a check mark next to the strengths your team needs to solve its current problem or accomplish its tasks. / Identify how you can best use these strengths to your team's advantage. i. J 12 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Blind Spots Adobe Reader File Edit View Window Help l�l 0 $ �>>) Q� t74%) Mon 1:05 PM Anna Pool Q.O 0 '}_ Facilitator.pdf a it 2 * - ' [7 i 23 — IN10096 - 0109 Tools Sign Comment • Some teams may gloss over their blind spots,try to change the topic,or become defensive.Work to keep the team focused on discussing its blind spots and the suggested remedies.Help the team devise additional remedies if necessary. Because this is an ENTP team,be especially alert to team members': . Immediately criticizing teammates'or the facilitator's ideas • Jumping quickly from one topic to another • Not developing a plan for action Team Blind Spots: ENTP Suggested Remedies May delay making important decisions as it Set and publicly commit to a deadline by which a continually considers new ideas and possibilities decision must be made;prioritize ideas May not realize or remember that anything has been At the end of a meeting,appoint someone to ask what,if decided any,decision has been made,record it,and circulate it to team members May ignore resource constraints Consult with members or outsiders who are aware of details about resource constraints;have them evaluate the team's proposals May lose interest once the team has solved the Make implementation planning part of the team's problem conceptually problem-solving process,and involve those who will do the implementing May fail to set and stick to priorities due to the team Set regular meetings solely to discuss all current chasing every new opportunity it sees projects and opportunities and to set or reinforce priorities May continually generate new possibilities but Compile a complete list of projects or tasks;keep it neglect to prioritize them or relate them to projects updated and prioritized and take it to every meeting already under way 13 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Blind Spots, con't. Adobe Reader File Edit View Window Help ^ Iml 0 * .0) p, 174' .i Mon 1:07 PM Anna Pool Q 0 0 0 ,,, £ '}_ Facilitator.pdf a in [, I.D.10 0 8 / 23 — ♦ 100% - h lei Tools Sign Comment AP‹V Myers-Briggs Type Indicator'' TEAM FACILITATOR rnbtl. Team Report for OST Staff Report/ENTP Page 8 Team Action Steps / Have a team member whose type differs from the team type serve as an observer and suggest alternative ways of proceeding. / Invite an outsider to perform this function. / Read about the strengths and challenges of teams with types different from your team's type. / Observe a team with a different team type to learn how that team accomplishes its tasks. / Brainstorm ways for the team to overcome its blind spots;post a list of strategies. TWhen reviewing these action steps,be careful not to allow team members to stereotype people whose preferences are opposite those of the team. • If many of the blind spots don't seem to fit this team,see the sections"Similarity/Diversity on Your Team"and "Organizational Influences on Your Team"for possible reasons. 14 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Individual Strengths and Blind Spots • As an individual, what are the strengths your type brings to the team? • How can you use those strengths to support the effectiveness of the team? • What are your type's typical blind spots? • Which apply to you, in your opinion? • How can you mitigate them? 15 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Problem Solving K Adobe Reader File Edit View Window Help ^ Iml 0 $ .4' (=, 174'..) Mon 1:08 PM Anna Pool Q n '}-,Facilitator.pdf Pi t' ♦j raj 11 / 23 — + 100% - H Q Q I.,41 Tools Sign Comment Yet when most teams solve problems, they tend to rely more on their two preferred type functions instead of using all four functions in order. Because your team type is ENTP, the team will tend to rely first on Intuition and then on Thinking, as these behaviors come most easily to your team. So the team will spend most of its time using the behaviors shown in the Intuition and Thinking boxes. Sensing(S) INTUITION pa) ▪ Identify relevant facts • Consider all possibilities 4 • Act based on experience • Brainstorm alternatives • Determine realistic constraints • Solve multiple problems at the same time PP • Devise and implement incremental solutions • Consider the future • Question radical new approaches • Identify trends and patterns MINIONS(Tj Feeling(F) • Analyze the underlying issue • Involve all parties • Dissect the problem • Consider effects of decisions on others • Debate or argue to surface all opinions • Use values to evaluate options • Create or apply a model • Get buy-in from stakeholders • Question fundamental assumptions • Work to keep harmony on the team Your team will have less interest in, and spend less time on, behaviors associated with Sensing and Feeling. In fact, it may short-circuit the Z-model process and use only the Intuition and Thinking steps. You may notice this dynamic at work in team meetings. However, if the team neglects to use Sensing, it may miss relevant facts that it needs to solve problems and make decisions. If it neglects to use Feeling, it may miss what is most important to its customers or clients.Team performance may suffer if all four functions are not considered. 16 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Problem Solving, con't. ik Adobe Reader File Edit View Window Help :;.: Q 0 $ +)) Q (73%) Mon 1:09 PM Anna Pool Q , 9 0 0 ' .-. Facilitator.pdf a n 2 1-- ® 13 / 23 I ♦ 100% - d D Q ie Tools Sign Comment Li SENSING INTUITION THINKING) "AFEELING 111 lit ENTP r Team Team Member • Individual team members see shading in the second row of circles above that indicates how much time and energy they tend to spend on each function(based on four-letter type). • The team and individual estimates shown by the circles above are based on theory and confirmed by observation.The estimates should be taken as illustrative only,however.Each team may spend different exact times.The important point to emphasize is that the team's favored functions likely dominate the team's problem-solving process. • Ask team members how their individual preferred use of time and energy when solving problems differs from or is similar to the team's preferred use of time and energy.What impact have these differences or similarities had? 17 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Communication Style Adobe Reader File Edit View Window Help (] 0 40) Q. (73%) Mon 1:10 PM Anna Pool Q 9 O 0 Facilitator.pdf a in, 2 U (a) 14 / 23 — + 100% - Q itii Tools Sign Comment 11 Team Communication Style: Extraversion The majority of team members express a preference for Extraversion and may: • Spend a lot of time communicating with one another,either formally in meetings or informally • Arrive at solutions through discussion;they tend to think out loud • Move quickly from one topic to another and interrupt others while doing so • Overwhelm the quieter team members Team Communication Style: Intuition The majority of team members express a preference for Intuition and may: • Spend a lot of time discussing new ideas and possibilities for the future • Communicate in generalities or abstractions and finish each other's sentences • Have difficulty supporting their ideas with concrete facts,which will frustrate team members with a Sensing preference Team Communication Style: Thinking The majority of team members express a preference for Thinking and may: • Like to discuss the pros and cons of each alternative • Enjoy a lively,friendly debate or argument • Pick apart one another's communication,looking for inconsistencies or flaws • Unwittingly hurt the feelings of some team members who prefer Feeling 18 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Communication Style, con't. i Adobe Reader File Edit View Window Help ^ Iml 0 * .0) D. 173;,i Mon 1:11 PM Anna Pool Q El n 0 'Facilitator.pdf n 12 ).,-, t ♦ 15 / 23 — +; 100% h Q Ir# Tools Sign Comment Cil /0/ Myers-Briggs Type Indicator'' TEAM FACILJTATOR MIA. . Team Report for OST Staff Report/ENTP Page 15 Team Communication Style: Perceiving The majority of team members express a preference for Perceiving and may: • Want to bring up and discuss everything they know about the topic • Put off making a decision until they can collect more information • Frustrate those with a Judging preference who want a quick decision • Team Action Steps / Make sure that those who prefer Introversion have an opportunity to speak,and when they do,don't interrupt. / Ask those who prefer Sensing to present facts or experiences that address the practicality of new ideas, including the realistic constraints under which the team must work. / Ask those who prefer Feeling how the team can enlist cooperation from others or improve cooperation within the team. / Ask those who prefer Judging to summarize the team discussion,list any decisions or action items,and ask if there is agreement. Your Individual Type and Communication piPersonalized text about the team members communication style prints here.The text is based on four- letter MBTI type. 19 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Conflict Adobe Reader File Edit View Window Help ICI 40) p, (72%) Mon 1:12 PM Anna Pool Q (*) n 0 3:1 Facilitator.pdf € in 12 T 16 i 23 +; 100% - Q 1 Tools Sign Comment Conflict Source: Extraversion-Introversion Differences How much should team members interact and how much discussion do we need? • Extraverted types probably will want to discuss most issues and to arrive at decisions by thinking out loud. They want to know what everyone is thinking.Tension may result if they feel that the Introverts are purposely withholding information,which may lead the Extraverts to question the Introverts'motives or commitment. • Introverted types probably will want to think things through before discussing them.They want to be sure where they stand before they announce a decision.They may feel constantly interrupted and unable to get their work done because they are always being called to meetings or conversations with the Extraverts. Conflict Source: Sensing-Intuition Differences Should the team emphasize experience and tradition,or new opportunities and possibilities? • Sensing types probably will want to stick close to the facts and base decisions on their experience with what has worked in the past.They may believe that most ideas from the Intuitive types are unrealistic and not worth wasting time on. • Intuitive types likely will want to identify new opportunities and possibilities and pursue them with enthusiasm. They may feel that the Sensing types quash their ideas,and therefore their motivation,before giving them a chance. 20 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Conflict, con't. Adobe Reader File Edit View Window Help ICI 40) p, (72%) Mon 1:13 PM Anna Pool Q (*) n 0 3:1 Facilitator.pdf n 2 .111 17 1 23 +; 100% - Q LT Tools Sign Comment • /V Myers-Briggs Type Indicator' TEAM FACILITATOR Min. Team Report for OST Staff Report/ENTP Page 17 Conflict Source: Thinking-Feeling Differences Should the team make decisions by objectively weighing pros and cons,or by subjectively considering values and impact on others? • Thinking types will want to make logical decisions based on sound and agreed-on principles that can be applied fairly and evenly.They may believe that the Feeling types are playing favorites or are unwilling to make the tough decisions needed. • Feeling types prefer to make their decisions based on values—on what is most important to them or to others. They may perceive the Thinking types as cold or uncaring. Conflict Source: Judging-Perceiving Differences How much scheduling and organization do we need to accomplish our tasks? How much information does the team need to make a decision? • Judging types will want to get things decided,organized,and scheduled right away.They like to plan the work and work the plan.They may see the Perceiving types as wishy-washy,indecisive,and unorganized. • Perceiving types prefer to work at their own pace,which sometimes means finishing in a burst of energy at the last minute.They like to hold off on decisions to make sure they have all the necessary information.They may see the Judging types as controlling. 21 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Team Action Plan i Adobe Reader File Edit View Window Help ^ Iml 0 : 40) p, (72%) Mon 1:14 PM Anna Pool Q (*) n 0 'J Facilitator.pdf € in 12 , 1.=.1 * ♦ 21 / 23 — ♦ 100% hiQ Q 1 it' Tools Sign Comment Cil Action Plan for Your Team Use the charts as a template for helping the team identify specific actions to take after the session, I:2 • The team should commit to goals to work toward with corresponding action steps,plus dates for reporting progress as a way to ensure accountability. Each team member should also identity individual goals—preferably closely linked to team and organizational objectives—actions needed to reach those goals,and a date to discuss progress with the team. III Use the chart to make explicit your team's plan for working together better. In a group discussion, choose team goals. In the chart, list the goals and the actions the team will take to achieve each one. Briefly describe metrics that will be used to indicate success. Set a date to discuss team progress. Team Goals Actions Needed What Will Success Date to Discuss Look Like? Progress 1. 2. 3. 22 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Context Context: • OST program is already high performing, delivers its mission successfully, and enjoys broad support from the public • The survey is intended • as a conversation starter to get insight into the current state of the program from a lifecycle point of view • to identify the key levers to position the Board and staff for a more sustainable future • As workloads continue to increase, more efficient process and structure could minimize Board and staff overload and ensure that the key priorities of the program are delivered with less stress 23 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 1 How do you feel about your involvement with the OST program? Across the board, passion for the mission, and/even though: •Meetings are often too long •Time is an issue •It's a huge commitment; can be overwhelming at times •Love and enjoy the work 24 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 2 The success of the OST program is evident in the 9 fold increase in assets in the past 15 years. How have you addressed the increasingly complex management portfolio? •Continued to increase staff •Lots of discussion and dialogue about how to adapt as the program grows •Created the stewardship program •Consistent restructuring, land management plans •We're not good at managing our history •Really dedicated group of volunteers who give 3 full days a month •Still need clearer goals and job descriptions (S 25) data base accessing improvement tools to sort/track acquisition priorities (S 25) agree not to readdress background issues in meeting — use an agreed upon phrase when meeting discussion is getting into minutia. (`scope creep' or `getting into the weeds'etc.) SLIDE # 25 25 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 3 To what extent is the Board able to set policy, while leaving appropriate discretion to staff to implement this direction? • Sometimes the Board over-manages tasks/issues that would be better left to staff • We get down in the weeds more than most Boards • We would do better to stay on the policy side and allow staff to manage the details; we could probably manage on one meeting a month if we managed like this • We have a lot of expertise we want to share with staff • Staff should handle operations • Might be some benefit to having Board more involved in negotiations (S 26) Describe/define workable description for policy & operations Define what is policy and what is operations. 'How' — is the staff's job responsibility and 'What and by When' is the policy. Board must define criteria in order to provide staff with guidance and in order to delegate effectively: example would be to set up project design criteria Establish OSTB boundaries (i.e. special events) SLIDE # 26 26 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 4 What frequency of Board meetings is best to manage the program's large workload? •The amount of meetings/time required has created succession issues; hard to find volunteers for the Board •Seems appropriate given how much work we have •Would like meetings to be more efficient, tighter boundaries •Having staff sit through 4-5 hour meetings 2x month seems inefficient •If our agendas were better structured/managed we could save time •Board members need to be fully prepared so staff presentations can be shorter •Meetings should be shorter (S 27) Staff should presume that the Board has come to the meeting prepared i.e. has reviewed packet materials prior to meeting need to identify ways to simplify/reduce packet preparation staff time and staff presentation time SLIDE #27 27 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 5 What are the one or two things that would make the OST Board a more effective governing board? • Shorter meetings • Everyone prepared • Work at policy level, not operational • Better coordination with ED on agenda items • Stay on the agenda • Better messaging with the media • Briefer minutes so we can quickly access decision points • Tool box of criteria, metrics to measure progress on tasks (S 28) Content/structure of meeting minutes — need to reduce staff time in creating minutes SLIDE #28 28 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 6 What working agreements might help the Board perform even better? • Stay on topic • Chair asks staff: do you have clear direction from the board on this item? Staff summarizes what they heard in terms of directives • Attendance to meetings • Try to avoid negative comments as they can impede progress 29 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 7 How successful is Dale in leading the team in meeting the OST program goals? + Dale is very skillful with acquisitions, enthusiastic, hands off approach to management, masterful at keeping the two Boards working together productively, he has recruited really good staff, terrific vision, work ethic, gets high marks for his work with us (S 30 and S 34) Who directs OST staff: OST staff receives direction from two Boards Clarify and integrate staff direction received from these two Boards Director needs to make both Boards happy Board understanding how/when staff work is unintentionally generated SLIDE # 30 30 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 8 If you could coach him on one thing, what would it be? •Some citizen feedback suggests they aren't always feeling satisfied with the conservation process; they need to be listened to and appreciated for their contributions a bit more, sometimes he needs to be more sensitive •Need more data management/process/administrative focus in the program •Needs to drive an After Action Review process when negotiations fail •Doesn't take criticism very well, can become defensive •More professional appearance •More discipline, rigor in managing people (S 31) OST Director's annual review OSTB Chair's role is to maintain Director's 'to do' list OSTB Chair should initiate and take a leadership role with County Manager Create OSTB Chair's summary of responsibilities Give Director targets/metrics to follow — key performance indicators SLIDE #31 31 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Board Interview Synthesis Q 9 What would you like to accomplish during the Board's Retreat? Team Development • Improve our Board management skills • Help Dale address his development areas • Understand each Board member's strengths/development areas Sustainability of the Program • Enhance the sustainability our organization • Continue to enhance/protect our landscape • Meet our mission without burning out staff/Board • Seamless transition to next phase of the program's growth • Ease the workload of the Board and staff 32 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Highlights of OST Staff Interviews 33 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Staff Interview Synthesis 2. On a scale of 1-5, how satisfied are you with your job? What would make it a 5? Avg. 4.06 Range 3-5 •Potential for burnout due to increasing work loads •Need more structure in work environment and leadership •Frequency of Board meetings and related follow ups makes it hard to attend to daily task requirements •More consistent direction from the two Boards •Approach of public outreach is often expensive and/or inconclusive; is it sustainable? (S 30 and S 34) Who directs OST staff: OST staff receives direction from two Boards Clarify and integrate staff direction received from these two Boards Director needs to make both Boards happy Board understanding how/when staff work is unintentionally generated SLIDE #34 34 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Staff Interview Synthesis Q 3 3. On a scale of 1-5, how clear are the OST team's goals and objectives? What would make it a 5? Avg. 4.16 Range 3-5 • Staff don't have access to County-wide information/updates • Goals change frequently, quickly due to changing priorities from the Board • Staff have a pretty good grasp of future strategy 35 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Staff Interview Synthesis Q 4 4. On a scale of 1-5, how well do you work together as a team? What would make it a 5? Avg. 3.8 Range 3-5 • Staff pulls together in crises to get things done but daily work gets set aside, creates backlogs • Sometimes interpersonal issues don't get addressed due to workloads • Everyone shares ideas-collegial atmosphere 36 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Staff Interview Synthesis Q 5 5. Is there conflict on the team? If so, where or how? Conflict comes from the following things: • Lack of clear direction and proactive management • Changing priorities and lack of time to complete work • Amount of time spend prepping for 2x monthly Board meetings reduces time to get actual work done • Limited access to director for questions and input and/or frustration at slow response times (S 37) Management and leadership Does Director's job description need to include daily tasks? SLIDE #37 37 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Staff Interview Synthesis Q 8 8. If you could coach the OST Board on what thing, what would it be? •They sometimes wander off agenda, e.g. staff come to a meeting prepared to discuss X but they want to discuss Y •We need some Working Agreements in order to be more efficient •Adopt other Board's best practices •Over involved in trail maintenance •Should meet once a month or else 4 hours at a time maximum •Re-focus on strategy, policy •Share with the Board how much time it takes to follow some directives; e.g. meeting minutes as directed vs. outline minutes •They have recurring concerns about unfinished tasks (S 38) Director will determine who (staff) will attend meetings — or when staff will present at meetings limited meeting time — discuss following a meeting process At meetings staff can say ` I don't know' or 'I am not prepared to answer'; i.e. it's okay not to have all the answers, just be willing to find out SLIDE #38 38 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat OST Staff Interview Synthesis Q 10 10. What is the single most important thing that would help the OST team become more effective now and over the next 3 years? •Better ways to manage workload •It's a really good team; hire great people, but burn them out •Need to have more fun and focus on celebrating what's been accomplished instead of rushing to next crisis •Focus on more efficient operations and structure •Overcome inability to extract data, report efficiently •Instill better accountability throughout the team •Much better public information/education system •Help to evolve the OST Board's management practices so they play a more high level role 39 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Parking Lot Items determined with Staff present OSTB meetings 1st Thursday meeting would be land management 3rd Thursday meeting would be executive session Develop tracking system for evolving operations targets Google docs and DropBox were suggested tools to use for shared Board/Staff information Staff meet with Tai to discuss structure examples Director to meet with Board to define ground rules for Board sub-committees SLIDE # 40 40 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Comparative Roles of other Open Space Boards in Mature Programs. Summary: We interviewed the Directors or Assistant Directors at the three major programs on the front range to see how they rely on their boards. We were surprised at the number of common practices. •All of the other programs boards are advisory only- none have Charter authority comparable to Pitkin County •All the programs have more assets, employees, and larger operating budgets than Pitkin County •All of the programs rely on one meeting per month •Staff present are limited to the Director, key managers, an administrator and presenters on special topics •All the programs emphasize their Board's role in acquisition. •Operational input is generally limited to broad policy documents such as Management Plans and 5 year capital improvement plans. None have a formal role in design of specific property improvements. •All the Directors noted that the Boards present at their founding had a higher expectation of control, and that the level of detail oversight, (except acquisitions) has necessarily diminished as the size of the assets and staff have grown. Delegation has been imperative. 41 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Larimer County Open Space Board • Number of Employees of program 15 • Number of acres administered 27,000+ fee/15,000 ce • Size of annual operating budget $2.7 million • Number of Open Space Board members? 12 • Open Space Board Meeting frequency 1 per month • Staff present at Open Space Board meetings Director, program manager, lands manager, presenters, admin • What decisions are under Open Space Board purview- Approves all • Acquisition recommendations • Management plans • Strategic acquisition funding plan • Property naming • No Open Space Board role in- • Cap improvement design, property management decisions, information role only — no design spec • No role in annual budget • Special Comments- Director Gary Buffington has advocated for Staff discretion on property management and improvement. 42 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Boulder County Open Space Board • Number of Employees 120 • Acres Administered 55,000 acres fee/ 35,000 acres conservation easement • Annual Operating Budget $7.1 million • Number of Open Space Board members 9 • Meeting frequency 1 per month • Staff at Board meetings- Director and Presenters, depending on topics, seldom more than 10 staff present (8% of staff) • Open Space Board purview- • Approves all • Property Transactions- acquisitions and partial dispositions (eg fee to conservation easement) • Management Policies • Management Plans • 5 year Capital Improvement Plans • Retroactive Reviews of • Annual reports on program areas, e.g. land restoration, local food initiative, pine beetles, cumulative management plan implementation, etc. (This would be similar to Paul's annual report on Conservation Easement stewardship.) • No Open Space Board role in • Annual budgets • Design of specific property improvements beyond Management Plan approval • Special Notes: • Ron noted that the Board initially gave more detailed direction on all aspects of property management, but this became untenable as the size of the program grew. The policy role of the Board is now formalized in its Bylaws and the Open Space Comp. Plan. 43 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Jefferson County Open Space Advisory Committee •Number of Employees of program 96.9 FTE •Number of acres administered 38000 acres fee/ 3300 acres conservation easement •Size of annual Operating budget $10.5 million •Number of Open Space Board members 10 regular/voting members and 2 alternates. •Open Space Board Meeting frequency Once a month. •Goal of Quarterly joint meetings with BOCC; in reality meet maybe twice a year. •Staff present at Open Space Board meetings Director, Executive Assistant, Assistant County Attorney assigned to Open Space, and the Managers. Non managerial staff will make presentations on topics, but generally are not expected to attend. •What decisions are under Open Space Board purview- OSAC primarily focused on acquisition. Land Management/Capital improvement review generally limited to approval of the annual budget and 5 year cip. •Decisions not under Open Space Board purview- Budget implementation, improvement and maintenance project design. If the Director determines that any type of acquisition project is not supportable, a "Death by Director" memo goes to the OS Board as an fyi. •Addition Comments: Early in the program history the Board directed all operations. Staff revolt ensued when the Board demanded that all Open Space pool vehicles be present for inspection at meetings. 44 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Understanding Organizational Lifecycles T A E:L E It is a fundamental truth that every kPRIME FF;Er1AT!IF;E () AR TC�� F;A�ACT organization, like a living organism, has a natural lifecycle, and that it goes �� DIVORCE through predictable and repetitive ADOLESCENCE -- :>' EAF;L'i E:IIREA!IC F;AC:i 1 EMTF;LFILLEG patterns of behavior as it grows and EriTF;EF'F;EriE!IF; develops. At each new stage of GO-GO FOUNDER OF;FA ,. BUREAUCRAC'i MIL TRAP development the organization faces a 4— unique set of challenges. How well or INFANCY 1 INFANT MORTALITY poorly management addresses these ..0:— ---1/4.. challenges, and leads a healthy I � DEATH AFFAIR transition from one stage to the next, COURT_HIP has a significant impact on the success ROLL OVER THE LIFECYCLE STAGES ON THE CHART ABOVE TO LEARN MORE ABOUT THEM or failure of that organization. EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Understanding the "Go Go" Stage II Safari File Edit View History Bookmarks Window Help u 0 $ 1:I' (70%) Mon 1:22 PM Anna Pool Q e 0 0 The Corporate Lifecycle: Go-Go I Adizes N I I ♦ 1 www.adizes.comfcorporatt_hrecycle_gogo.html L erd QQ HS HS School-B...High School Amazon Assessment CNN Dennison Exec Core MyDurango Orbitz Personal ADIZES INSTITUTE PROFESSIONAL SERVICES MANAGEMENT TRAINING AND DEVELOPMENT PUBLISHING • ADIZES SPEAKER BUREAU ADIZES OFFICES SEARCH m The Corporate Lifecycle: Go-Go Stable A Go-Go organization is a company that has a Prune ' successful product or service, rapidly growing sales / Aristocracy \ and strong cash flow. The company is not only Premature \ surviving, it's flourishing. Key customers are raving Adolescence —Divorce *'"Q Early Bureaucracy about the products and ordering more. Even the Unfulfilled Entrepre.eur investors are starting to get excited. With this success, everyone quickly forgets about the trials G•Bo ----IFounder or Family Trap Bureaucracy and tribulations of Infancy. Continued success quickly transforms this confidence into arrogance, with a Infancy '1InfantNortality �\ capital A. Go-Go companies are like babies that have just Courtship Death learned to walk. They can move quickly and everything looks interesting. Fueled by their initial Go Back to Lifecycle Stages success, Go-Go's feel that they can succeed at Download this Page as a PDF almost anything that comes their way. Accordingly, they try to eat everything they touch. On Friday night the Founder of a Go-Go retail shoe business goes away for the weekend. On Monday morning, he walks into the office and announces, "I just bought a shopping center". This does not surprise the employees. It has happened before. The success of the Go-Go is the realization of the Founder's dreams, and if one dream can be realized, why not other dreams too? "What we did for shoes we can do for a whole mall". This arrogance is a major asset of the Go-Go, but when taken to an extreme, it is also how they get into trouble. Go-Go's are prone to rapid diversification and spreading themselves too thin. They have so many irons in the fire they cannot give the necessary attention to each one. They make decisions and commitments they should never have made, and they get involved in ventures that they know very little about. Go-Gos inevitably get burned and lose more money overnight on a shopping center, than they made in a whole year selling shoes. Menu ready for 46 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat More on the "Go Go" Stage Go-Go Companies Share These Characteristics: •Sales Drive the Ship. The Go-Go company is sales (or acquisition) driven and has an insatiable appetite for growth. More is better. Every opportunity uncovered in the marketplace must be pursued. This sales orientation is addictive. The company is opportunity-driven rather than opportunity-driving. It reacts rather than proacts to opportunities. •Everything is a priority. Strategically important tasks that are not urgent often get deferred to pursue the latest "hot" new project. •Crisis Management: Its insatiable appetite for growth drives the Go-Go company. Their leaders often don't listen to criticism or warnings about difficulties of implementation. They do not listen because their single-mindedness is what made them successful in the Infancy stage. •Management is Often Ineffective (and Frustrated). With their personal involvement in the day-to-day work of the company, Go-Go leaders often have little time to manage. Work is hastily assigned with scant attention to detail. When pressed for clearer assignments, the response is often "you figure it out, I don't need to be involved in those details". As a result, well-meaning, hard-working employees enthusiastically pursue their uncertain assignments, often making mistakes and errors. • Information and Accounting Systems Are Weak. The limited systems that do commonly exist in a Go-GO only support the basic needs of production/operations, customer service and accounting. Accounting typically has its hands full just trying to properly account for revenue, expenses and cash flow. •The Company Is Organized Around People and Projects. Responsibilities are assigned based on who can do the work on a project-by-project basis. New tasks often conflict with previous assignments. If there is an organization chart, it is primarily for the benefit of investors and the board. It probably does not accurately reflect the way work really gets done in the organization. The "real" organization chart looks like a piece of paper that a chicken has walked on. Dotted lines, straight lines, and broken lines run in every direction. 47 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat More on the "Go Go" Stage Normal problems • Self-confidence, eagerness • Everything is a priority • Sales (acquisitions) drive the ship • Unclear communications • Lengthy and unfocused meetings • Insufficient cost controls, ad hoc budgeting • Ineffective management from key leaders • Founder/BoD is too far down into operations • Leadership is frustrated • Employees are frustrated • Not enough focus on talent development • Confusion in roles and responsibilities • Organization is subject to criticism • Infrastructure is a house of cards • A major crisis often occurs 48 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Prescription for the "Go Go" Stage Most Go-Go organizations fiercely embrace the proposition that strategy and flexibility are their keys to success. Everyone loves to discuss new directions the company should take. However, these same people find discussions about introducing controls, discipline, and structure to be both threatening and alien to them. Flexibility is crucial for the success of a Go-Go; but adding structure and control is crucial for the transition to Adolescence. Putting structure into a Go-Go stage company begins with a conversion of the attitudes and behaviors of the Founder and key managers of the company. Usually this change in attitude occurs only when the company grows beyond its capability to effectively support that growth and there are serious problems. By trial and error, Go-Go leaders eventually learn that without proper structure, proper systems and discipline, products fail, supplies do not arrive on time, inventory gets out of control, costs cannot be easily controlled and customer support is haphazard. Go-Gos spread themselves too thin, tackling too many frontiers at once. Reining in activities and getting the enterprise to focus is important for a Go-Go. Identifying the organization's priorities is not as important as identifying what is NOT a priority. The company must also develop the discipline to marshal its resources and ignore issues that are not a strategic priority. 49 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Prescription for the "Go Go" Stage-con't. Go-Go's need continuous restructuring. They are like children who keep outgrowing their clothes. Many Go-Go leaders however, attribute little importance to structure, managerial processes or systems. They are focused externally on the wild world acquisitions, joint ventures, strategic alliances and sales, sales and more sales. Organizational structures, roles, responsibilities, budgets and rewards all require attention to detail, discipline and self-restraint. These qualities are quite alien to the entrepreneur who knows that his success came directly from ignoring boundaries and by being fast and flexible. Developing the skills, systems, trust and respect needed to support delegation and eventually decentralization is also a crucial task for a Go-Go. The process starts with delegation from the Founder, which involves transferring responsibility for important tasks down into organization and creating the commitment needed to achieve the desired results. In the beginning of this process, Founders are often as incompetent at delegating, as their subordinates appear to be at making decisions. Support systems must be put in place before this important transition can occur. Forcing this transition before it can be effectively supported will foster mistrust and animosity between the Founder and the senior management team, and exacerbate the Founder's Trap pathology. For a Go-Go to preserve its hard-won gains, it must begin to make the transition from management- by-intuition and management-by-the-seat-of-its-pants to a more professional approach. The deep emotional and behavioral commitment to this difficult transition usually occurs only after the company finally experiences a truly major crisis (without killing the company). The newly humbled leadership team becomes thoroughly committed to proper systems and controls, real decentralization, and a more professional approach to management and thus begins the transition to the next stage of the lifecycle, Adolescence. 50 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Draft Recommendations • Work the the Board/staff to identify areas where lower value work is being unintentionally generated and significantly reduce time spent on those items • EG: Narrative style Board minutes vs Outline style minutes and all staff attendance to all Board meetings • Restructure the OST program such that more stability and consistency are provided in Land Management, while still allowing a nimble and reactive approach to Acquisitions • Provide ongoing development and support to the ED and Board chair to ensure that changes are implemented and sustainability for all contributors is improved • Experiment with one formal Acquisitions meeting/month and one Land Management meeting/month. Structure the agenda for both meetings to end after 4 hours. Agree to support a more structured facilitation approach that allows the meetings to end on time. • Develop Working Agreements with the Board to help manage: • Focus and efficiency of the meetings • Preparedness for Board meetings • Strategic vs. Operational focus 51 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Draft Working Agreements • New Directives: The Board has occasionally generated new directives based on Board comments, with no mechanism for the staff to vet the idea or analyze how it might affect existing message, priorities, or workload. Hence, unless some exigency or emergency requires immediate action, potential directives that are outside what is contemplated in the meeting agenda will be referred to staff for continued discussion at a following meeting. Why: Allows staff to vet new ideas from the perspective of existing workloads and priorities • New Directives: When the Board desires to change or add a directive, or the manner of implementation of an existing directive, the Board Chair will also ask for staff comments on the feasibility and workload impact. Why: Same as above • Press-wise etiquette: Trustees will seek to vet potential ideas or criticisms with staff prior to public meetings, and will be mindful of potential negative quotes when the Board is in public session. Why: May help to avoid quotes taken out of context and minimize damage control • Preparation: The Board agrees to be fully prepared for each meeting, reading the packets ahead of time so they are ready to participate when the meeting begins. Why: Saves time, increases efficiency of meetings, respects the time of those prepared • Policy focus: The Board agrees to actively work towards a higher level, more policy based focus and avoid getting too far into the operations of the program, instead delegating this focus to staff. Why: Efficiency of Board and staff time, reducing length of meetings, empowering staff 52 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Draft Working Agreements • Single point directives: Board and staff agree to funnel all new directives/ inputs through the ED and avoid placing other staff in the position of wondering if this is an individual request or a Board directive. Why: staff get confused about who is requesting what, conflicting directives from the Board • Solidarity: We agree to make decisions by consensus when possible and to respect the majority position of the Board when consensus does not exist. Why: Importance of providing a unified front once a decision is made • Board Meetings: We agree that Board meetings are a priority. Every effort will be made to meet on time, keep meetings on schedule, complete discussions, and bring issues to closure when possible. Why: Importance of efficiency in continuing to move the work forward • Solidarity: We respect that each Trustee may wish to express their opinions outside Board meetings to the media or in other public forums. We agree to distinguish our personal views from those of the Board, and to be mindful that our association with the program may be assumed by the general public. Why: Importance of providing a unified front once a decision is made PROCEDURAL AGREEMENTS • We agree to make time to meet as agreed. • We agree to encourage an inclusive public processes. • We agree to forward communications through the ED. • We agree to request open discussion items through the ED. • We agree to review working agreements annually. 53 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Example Success Metrics By November 30th, 2013 • The OST Board will report that their meetings are more focused, efficient and productive, supporting them in having a more sustainable work/life balance while still effectively accomplishing the goals of the program. • The OST Board will report that they are making good progress in focusing more time on policy and less time on operations. • The OST Staff will report that interactions with the OST Board are more efficient allowing them more time to contribute to the highest value work of the program. • The OST staff will report that they are receiving more consistent and focused management support, which responds to their concerns/questions in a timely manner. • The OST ED will report that a data management plan/proposal has been approved by the Board and will be implemented in 2014. 54 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Next Steps Collect Analyze Socialize Plan & Implement Review Action • Develop survey • Data Debrief • Board confirms • Follow on • Re-survey OST • Survey Staff& • Assemble and Preliminary Action coaching with Board and staff Board • Report Action Planning Plan/Board OST director using success with OST Team working metrics agreements for • Follow on • Data Debrief overall Program coaching with • Evaluate, debrief with OST Board Sustainability OST Board chair in joint Board and Staff Retreat • Create metrics • ED confirms • 60 day check in for evaluating new structure, with staff and • Follow on progress hiring plan Board (June 20?) planning to address gaps • EoM, November, • Completed • Completed • Staff Retreat • May-October, 2013 March 18th • April 18th , 2013 2013 • Board Retreat. April 4th 55 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat Key Takeaways 56 EXHIBIT A: 4/4/2013 OSTB Organizational Retreat