Five-Year Plan

Strategic Planning Abstract
This update of the District's strategic plan comes at a critical time. The marathon effort to complete the deepening of the shipping channel has been completed. Major initiatives to develop comprehensive plans for Humboldt Bay and the Harbor are just picking up speed. The next phase of future is coming into focus.

Mission Statement
A mission statement defines the basic identity of an organization. It describes the constituency to be served and the services to be provided. It serves as a touch stone to identify what is - and is not - an appropriate activity for the organization.
The proposed new mission statement is:
The mission of the Harbor District is to serve all the people of Humboldt County by promoting harbor use, enhancing recreational opportunities and protecting bay and tidal environments.

General Objectives
The general objectives expand upon the mission statement. They provide a more detailed description of the services and competencies that the organization must develop and deliver to fulfill its mission.
The recommended general objectives for the District are:
1. To represent the various constituencies equally and fairly within the responsibilities as stated in the enabling legislation
2. To coordinate and provide leadership to federal, state and local entities on issues relevant to the District mission
3. To promote regulatory and legislative action favorable to the District
4. To expand and promote the economic and entrepreneurial activities of Humboldt Bay that are compatible with the District's adopted Management Plan and/or other related documents
5. To generate adequate revenues to fund on-going District programs
6. To manage all tide and submerged lands within the District's jurisdiction
7. To promote and create recreational opportunities within the District's jurisdiction that are compatible with the District's adopted Management Plan and/or other related documents
8. To promote the protection of the bay and other tidelands
9. To promote public knowledge of the bay
10. To improve public awareness of and confidence in the District, its Commissioners and its staff
11. To attain a high level of competency and efficiency in the operation of the District
12. To regularly update the District's operating and long range plans

Vision Statement
The group articulated a vision statement for this planning period:
Bay leadership for the benefit of all
The vision statement emphasizes the importance of leadership to the District's objectives. Much of what the planning group wants the District to do requires the active cooperation of local, state and federal entities. Creating agendas, generating support for action is critical. Above all else, the plans says that the District must improve its ability to lead others to adopt a common agenda for bay related activities.
Strategic Direction
The statement of strategic direction focuses on change. It describes how the organization should grow and change over the planning term.
The District works in three different arenas which are reflected in its three operating divisions: Harbor, Recreation and Conservation. The group articulated a short series of direction statements and organized them under these three headings.
Harbor · Identify the need for permit process streamlining of historic uses of the bay and its margins with the overall goal of maintaining historic uses that are compatible with the findings of the Humboldt Bay Management Plan and Harbor Revitalization Plan.· Identify and implement those elements of the Harbor Revitalization Plan which would be needed to build the foundation for a real increase in the cargo handling capacity of the bay.
Recreation · Facilitate a substantial increase in recreational facilities available throughout the District.
Conservation · Provide leadership in enhancing and protecting the bay environment.

In the full report and appendices you will find lists of critical issues, headline issues and potential initiatives. These are the stepping stones that lead to the statement of strategic direction. You may wish to review them to get an insight into the rationale for the recommended strategic direction.

Strategic Objectives
Two pending plans - the Humboldt Bay Management Plan and the Harbor Revitalization Plan - have been designed to set the priorities for most if not all of the objectives on the planning group's wish list. Completing those plans - and responding appropriately to emerging issues - are the three strategic objectives recommended by the planning group.
· A foundation for the Humboldt Bay Management Plan (HBMP) was laid three years ago when the District, along with other agencies and groups, began to build a physical and natural resource database for Humboldt Bay. Since then a seventeen member task force has been charged with building "a comprehensive framework for balancing the economic needs of the Humboldt Bay region while optimizing the conservation and preservation of Humboldt Bay's natural resources."
· The District has negotiated a multi-agency agreement to fund writing of a Port of Humboldt Bay Harbor Revitalization Plan (PHBHR). The plan focuses specifically on the 15% of bay shoreline devoted to port-related, marine activities. The program calls for a consultant to "assess development potential and prepare a strategy and implementation plan that … will balance commercial shipping, commercial fishing and other bay related industrial/commercial uses with the protection of natural resources in Humboldt Bay."
· The planning committee is recommending a third strategic objective as well. It focuses on emerging issues and commits the District to respond to new issues that significantly impact safety, District economics or the tidal environment. That might go without saying. Even so, the planning group believes that it is important to recognize that this - and every plan - must remain flexible and adapt to circumstances as they evolve.
The objectives are clear; but how are they to be achieved? Detailed work plans and time frames have been developed for the HBMP and the PHBHR and can be found in associated documents. The basics of how each objective will be achieved and when completion is anticipated are described below. The how and when establish a basic level of accountability for accomplishing each of the three recommended strategic objectives.

The recommended strategic objectives are:
1. Complete the Humboldt Bay Management Plan
How? Follow through on HBMP Work Plan
When? Complete draft on or about July 1, 2003
2. Complete the Harbor Revitalization Plan
How? Hire a third party consultant after obtaining city and county approval for the RFQ/RFP
When? Select consultant by March 1, 2002; take delivery of report by December 31, 2002
3. Respond to emerging issues with a significant economic or safety impact
How? Commission and staff are to identify issues and strategies as they arise
4. When? Goals and deadlines will be set in the annual district budgets and work plans

Table of Contents
Introduction 2
Summary 3
Mission Statement 4
General Objectives 4
Vision Statement 5
Strategic Direction 6
Strategic Objectives 6
A Note Regarding Appendices 8
Appendices
Appendix 1: Critical Issues/uses 9
Appendix 2: Headline Issues/uses 11
Appendix 3: Potential Initiatives 13
Appendix 4: Management Objectives 15
Appendix 5: Notes from Outreach Meetings 17

Strategic Planning Report
Introduction
Early in 2001, the Commissioners of the Humboldt Bay Harbor, Recreation and Conservation District authorized an update the District's strategic plan. Subsequently a committee was appointed which held nine meetings: one organizational, five to solicit public comment and four more to consider the comments received.
This report is the product of planning committee deliberations. It contains a few specific recommendations and a great deal of background material. If adopted, the recommendations will establish clear priorities for the District. The background material provides a rationale for the strategic objectives as well as cataloging a lot of suggestions worthy of further consideration.
This plan - or any document - will do little good is if just sits on the shelf. It must be used to generate any real value. The ideas it presents should animate the Commission and its staff. They should guide the Commission. If they do, then their day-to-day decisions will lead to accomplishing long term objectives.
This plan has been designed to guide the district during the period from 2002 through 2006. If it is to provide effective guidance over that next five years, then it must be updated periodically. Ideally staff will provide quarterly updates on efforts to achieve strategic objectives. Annually it would make sense for the Commission to review unanticipated changes in the District's environment and then to update the objectives accordingly.
Thanks are due to the a number of individuals who have volunteered a substantial portion of their time to serve on the District's planning committee. Commissioners Dr. Ron Fritzsche and Ronnie Pellegrini served with the following public representatives:
Bill Burns Ted Kuiper Gregg Foster
Hugh Gallagher Don Leonard
Planning efforts would not have born fruit without the commitment of District staff to the process. David Hull and Patti Tyson deserved individual acknowledgment for their contributions.
Meetings were chaired by Dr. Ron Fritzsche and facilitated by Ted Loring, Jr. of Sera Group. This report was prepared by Loring.

Summary
This update of the District's strategic plan comes at a critical time. The marathon effort to complete the deepening of the shipping channel has been completed. Major initiatives to develop comprehensive plans for Humboldt Bay and the Harbor are just picking up speed. The next phase of future is coming into focus.
This report articulates a new vision for the District:
Bay leadership for the benefit of all
This vision statement emphasizes the importance of leadership to the District's objectives. Much of what the planning group wants the District to do requires the active cooperation of local, state and federal entities. Creating agendas, generating support for action is critical. Above all else, the District must improve its ability to lead others to adopt a common agenda for bay related activities.
Three strategic objectives are recommended in this report. They are critical to making the vision statement real.
· Complete the Humboldt Bay Management Plan
· Complete the Harbor Revitalization Plan
· Respond to emerging issues with a significant economic or safety impact
A long list of management objectives and potential initiatives were identified by the planning group. Some are very important. But the group felt that the relative priority of the many competing objectives is best set through the two planning programs currently under way. The group urges the Commission to rely on the Bay Management Plan and the Harbor Revitalization Plan to set priorities.
The group did articulate a statement of strategic direction for the District. Its four points, organized under the three divisions of the District, define changes that the planning group would like to see in how the District operates. It urges that these priorities be reflected in the two plans currently under development.
Harbor
· Identify the need for permit process streamlining of historic uses of the bay and its margins with the overall goal of maintaining historic uses that are compatible with the findings of the Humboldt Bay Management Plan and Harbor Revitalization Plan.
· Identify and implement those elements of the Harbor Revitalization Plan which would be needed to build the foundation for a real increase in the cargo handling capacity of the bay.
Recreation
· Facilitate a substantial increase in recreational facilities available throughout the District.
Conservation
· Provide leadership in enhancing and protecting the bay environment.

Mission Statement
A mission statement defines the basic identity of an organization. It describes the constituency to be served and the services to be provided. It serves as a touch stone to identify what is - and is not - an appropriate activity for the organization.
The group reviewed the historic mission statement and radically simplified it. The historic mission statement is:
The mission of the Harbor District is to plan for the orderly development of Humboldt Bay and other tidelands while promoting and enhancing natural resources. It shall serve all the people of Humboldt County by encouraging compatible uses of the bay and adjacent upland areas, developing and managing property, and delivering services to maritime related commerce, fishing, recreation, industry and accessory commercial activities.
The proposed new mission statement is:
The mission of the Harbor District is to serve all the people of Humboldt County by promoting harbor use, enhancing recreational opportunities and protecting bay and tidal environments.

General Objectives
The general objectives expand upon the mission statement. They provide a more detailed description of the services and competencies that the organization must develop and deliver to fulfill its mission.
The group reviewed the historic list of general objectives. They both edited and added to them. In the list below entries in strike through type have been eliminated. Entries in italics have been added to the original statement of general objectives.
1. To represent the constituency various constituencies equally and fairly within the responsibilities as stated in the enabling legislation and ratified by said constituency
2. To coordinate with other local entities regarding actions or occurrences that influence the environs of Humboldt Bay
3. To communicate with state and federal agencies concerning Humboldt Bay and their relevant policies and responsibilities
4. To coordinate and provide leadership to federal, state and local entities on issues relevant to the District mission
5. To promote regulatory and legislative action favorable to Humboldt Bay, its the District and its goals
6. To attain a high level of competency and efficiency in the operation of the District and in service to its constituents
7. To expand and develop the economic infrastructure of Humboldt Bay and to promote to create opportunities for private entrepreneurship and to encourage this private enterprise
8. To improve public awareness of and confidence in our the District, its Commissioners and its staff
9. To regularly update the District's operating and long range plans
10. To generate adequate revenues to fund on-going District programs
11. To provide appropriate services to manage all tide and submerged lands beyond the margins of Humboldt Bay within the District's jurisdiction
12. To promote and create recreational opportunities within the District's jurisdiction
13. To promote the protection of the bay and other tidelands
14. To promote public knowledge of the bay

With the additions, changes and deletions recommended, the general objectives for the District will become:
1. To represent the various constituencies equally and fairly within the responsibilities as stated in the enabling legislation
2. To coordinate and provide leadership to federal, state and local entities on issues relevant to the District mission
3. To promote regulatory and legislative action favorable to the District
4. To expand and promote the economic and entrepreneurial activities of Humboldt Bay that are compatible with the District's Management Plan and/or other related documents
5. To generate adequate revenues to fund on-going District programs
6. To manage all tide and submerged lands within the District's jurisdiction
7. To promote and create recreational opportunities within the District's jurisdiction that are compatible with the District's adopted Management Plan and/or other related documents
8. To promote the protection of the bay and other tidelands
9. To promote public knowledge of the bay
10. To improve public awareness of and confidence in the District, its Commissioners and its staff
11. To attain a high level of competency and efficiency in the operation of the District
12. To regularly update the District's operating and long range plans
Note that objectives (1) through (6) are generally categorized as policies of the district. Objectives (7) through (12) had a more administrative focus.

Vision Statement
A vision statement is the highest level of synthesis in a plan. It's an intuitively understandable statement the conjures up an image of how the District's efforts will improve the environment over the planning period. It describes the key change that the District is hoping to catalyze through its planning efforts.
The group articulated a vision statement for this planning period:
Bay leadership for the benefit of all
The vision statement emphasizes the importance of leadership to the District's objectives. Much of what the planning group wants the District to do requires the active cooperation of local, state and federal entities. Creating agendas, generating support for action is critical. Above all else, the plans says that the District must improve its ability to lead others to adopt a common agenda for bay related activities.

Strategic Direction
The strategic direction is one of the primary products of a planning exercise. It focuses on change. It describes how the organization should grow and change over the planning term.
The starting point for development of this statement of strategic direction was a detailed consideration of the District's environment. With the relevant trends and issues identified, the group brainstormed a long list of potential responses to the opportunities and challenges facing them. The strategic direction expresses the essence of where the District's greatest opportunities lie. It's the product of boiling down and prioritizing all the potential responses to the challenges and opportunities resident in the District's environment.
In the appendices you will find lists of critical issues, headline issues and potential initiatives. These are the stepping stones that lead to the statement of strategic direction. You may wish to review them to get an insight into the rationale for the recommended strategic direction.
The District works in three different arenas which are reflected in its three operating divisions: Harbor, Recreation and Conservation. The group articulated a short series of direction statements and organized them under these three headings.
Harbor
· Identify the need for permit process streamlining of historic uses of the bay and its margins with the overall goal of maintaining historic uses that are compatible with the findings of the Humboldt Bay Management Plan and Harbor Revitalization Plan.
· Identify and implement those elements of the Harbor Revitalization Plan which would be needed to build the foundation for a real increase in the cargo handling capacity of the bay.
Recreation
· Facilitate a substantial increase in recreational facilities available throughout the District.
Conservation
· Provide leadership in enhancing and protecting the bay environment.

Strategic Objectives
During the course of four outreach sessions, the public gave the planning group pages of detailed suggestions about what the District should (and should not) do. All were considered. Through a series of planning exercises, the group narrowed its focus till it could articulate a vision of how it wants the District to grow in the next three to five years. From the vision, the statement of strategic direction developed: four bullet points that describe desired changes in the Districts three main areas of responsibility (the harbor, recreation and conservation).
Normally the last task in the planning process is to develop a short list of strategic objectives. The objectives are developed from the full range of ideas collected. They take the form of specific initiatives (a) that can be accomplished in the next twelve to eighteen months and (b) which, if accomplished, will move the District toward realizing its vision.
The group started down the normal path to identify strategic objectives. It created, considered and prioritized a list of potential initiatives. That is always a tough job. The complexity and range of issues within the District's jurisdiction made it doubly difficult. As they worked on the list of potential strategic objectives, the fact that the District was already committed to create a Humboldt Bay Management Plan and Port of Humboldt Bay Harbor Revitalization Plan took on increasing significance.
· A foundation for the Humboldt Bay Management Plan (HBMP) was laid three years ago when the District, along with other agencies and groups, began to build a physical and natural resource database for Humboldt Bay. Since then a seventeen member task force has been charged with building "a comprehensive framework for balancing the economic needs of the Humboldt Bay region while optimizing the conservation and preservation of Humboldt Bay's natural resources."
· At the same time, the District was negotiating a multi-agency agreement to fund writing of a Port of Humboldt Bay Harbor Revitalization Plan (PHBHR). The plan focuses specifically on the 15% of bay shoreline devoted to port-related, marine activities. The program calls for a consultant to "assess development potential and prepare a strategy and implementation plan that … will balance commercial shipping, commercial fishing and other bay related industrial/commercial uses with the protection of natural resources in Humboldt Bay."
The planning group realized that the HBMP and PHBHR will consider and prioritize many of the specific initiatives that were candidates for strategic objectives under the strategic plan. It agreed that the HBMP and PHBHR groups were in a better position to set priorities for specific programs than the strategic planning group.
A consensus evolved that the District is on the right track, that the two pending planning programs, the HBMP and PHBHR, were the absolutely critical first steps on the road to achieving the vision and strategic direction described in this report. Completing those two plans is the highest strategic priority.
The planning committee is recommending a third strategic objective as well. It focuses on emerging issues and commits the District to respond to new issues that significantly impact safety, District economics or the tidal environment. That might go without saying. Even so, the planning group believes that it is important to recognize that this - and every plan - must remain flexible and adapt to circumstances as they evolve.
The objectives are clear; but how are they to be achieved? Detailed work plans and time frames have been developed for the HBMP and the PHBHR and can be found in associated documents. The basics of how each objective will be achieved and when completion is anticipated are described below. The how and when establish a basic level of accountability for accomplishing each of the three recommended strategic objectives.
1. Complete the Humboldt Bay Management Plan
How? Follow through on HBMP Work Plan
When? Complete draft on or about July 1, 2003
2. Complete the Harbor Revitalization Plan
How? Hire a third party consultant after obtaining city and county approval for the RFQ/RFP
When? Select consultant by March 1, 2002; take delivery of report by December 31, 2002
3. Respond to emerging issues with a significant economic or safety impact
How? Commission and staff are to identify issues and strategies as they arise
When? Goals and deadlines will be set in the annual district budgets and work plans

A note regarding Appendices
Attached to this report are five appendices. All are work documents developed by the planning group in the long process of generating this strategic plan.
The first three appendices, Critical issues/uses, Headline issues/uses and Potential initiatives chart the planning group effort to analyze and prioritize the raft of suggestions received from the public during the outreach sessions. They illuminate the thought process that went into crafting the Vision Statement, Strategic Direction and Strategic Objectives.
Appendix four, Management Objectives, was produced by the District staff. Their charge was to outline current plans for managing all of the District's on-going businesses. This section describes plans for maintaining and improving those businesses in the next few years. They are important. In the opinion of the planning group, they are not strategic. They can be left to the care of the District's competent staff.
The fifth appendix, Notes from Outreach Meetings, contains a compilation of all the suggestions and comments made by the public during the course of four outreach sessions. All these ideas were considered by the planning group. They have been included with this report solely to document the wide range of suggestions tabled by outreach participants. They have not been adopted or recommended by the planning group. Inclusion here does not commit the District to pursue, implement or even give further consideration to any of the specific suggestions contained in Appendix 5.

Appendix 1
Critical issues/uses
The group added to, edited and prioritized the tentative list of issues/uses prepared by the consultant.
Harbor
Categorized under the Harbor heading are what I'd call the wholesale uses of the bay and bay margins: shipping, aquaculture, fishing, etc.
· Development of a new marine terminal(s), public or private *
· Re-development of existing docks *
· Rail and other transportation issues *
· Aquaculture
· Permitting for new uses and re-permitting for maintenance of historic uses
· Port maintenance
· Re-development of Samoa site *
· Coordination of plans/approvals with local governments & regulatory agencies
· Upland farming on historic wetlands
· Tourist oriented development on Eureka's inner reach
· Boat building/maintenance
* indicates issues thought to be linked
Relevant reports:
Harbor Revitalization Study
Humboldt Bay Management Plan
various studies of port development
Recreation
Categorized under the Recreation heading are what I'd call the retail uses of the bay and bay margins: boating, trails etc. Below are the uses and some of the issues associated with them.
· A municipal dock to provide public access to visiting vessels (naval, tall ships, etc.)
· Improvements to small boat navigation *
· Additional access points to the bay *
· Shelter Cove breakwater *
· Bay margin trails *
· Marina maintenance and development
· Promotion of recreational opportunities on the bay *
· Enforcement of regulations governing recreational uses
· A museum ship
· A tourist railroad
* indicated issues thought to be linked
Relevant reports:
Humboldt Bay Management Plan
Harbor Revitalization Study
Conservation
Categorized under the Conservation heading are what issues associated with the preservation of the bay and its margins. Below are the uses and some of the issues associated with them.
· Coordination of a multitude of regulatory and jurisdictional issues *
· Need to coordinate upland and bay use plans *
· Developing a master database plan for collection and warehousing bay related data **
· Provide leadership for other local entities on conservation issues *
· Create a Humboldt Bay interpretive center **
· Provide input on the proposed state Marine Conservation District(s) *
· Oil spill prevention
· Storm water drainage into the bay
· Education and promote conservation goals
· Implement a wetlands restoration program
· Cities will have to meet Phase II water quality discharge requirements
· Control pollution generated by the Fields Landing boat yard
· Preserve visual characteristics of the inner reach
· Build a ballast water facility
· Provide facilities to reduce pollution associated with boating activities
· Protects and promote bay water quality
*, ** indicates issues thought to be linked

Relevant reports:
Humboldt Bay Management Plan
a wide variety of specific studies of various elements in the bay environment

Appendix 2
Headline issues/uses
A long list of tentative issues was assembled from public comments and brainstorming by the planning group. Reviewing the most significant issues on this list, the group identified a few, simple themes that connect them. The result was a short list of headline issues. These are the issues around which the strategic initiatives will be built. Note that there is no significance to the order in which issues are presented below.
Harbor
· Cargo handling and support facilities
· Aquaculture
· Permitting historic uses
Recreation
· Public access to visiting navy, tall or cruise ships
· Public access to bay margins and waters within the District's jurisdiction
Conservation
· Leadership for entities impacting marine conservation issues.
· Leadership to promote a common language and shared data base for analysis of the bay and marine ecosystems

Many of the items from the critical issues/uses list can be grouped under the headline issues.
Harbor
· Cargo handling and support facilities
· Re-development of Samoa site
· Re-development of existing docks
· Rail and other transportation issues
· Development of a new marine terminal(s), public or private
· Aquaculture
· Permitting historic uses

Recreation
· Public access to visiting navy, tall or cruise ships
· Public access to bay margins and waters within the District's jurisdiction
· Bay margin trails
· Improvements to small boat navigation
· Promotion of recreational opportunities on the bay
· Additional access points to the bay
· Shelter Cove breakwater

Conservation
· Leadership for entities impacting marine conservation issues.
· Coordination of a multitude of regulatory and jurisdictional issues
· Need to coordinate upland and bay use plans
· Provide input on the proposed state Marine Conservation District(s)
· Provide leadership for other local entities on conservation issues
· Leadership to promote a common language and shared data base for analysis of the bay and marine ecosystems
· Developing a master database plan for collection and warehousing bay related data
· Create a Humboldt Bay interpretive center

During the course of discussion, the group noted confusion around exactly what is meant by a public dock. To maximize clarity, it agreed to utilize the following definitions:

Marine Terminal a public or privately owned cargo handling facility designed to handle break bulk, roll-on or containerized cargo
Public or municipal dock a publicly owned, multi-use facility that is designed to support uses that may include any of the following: public access to visiting ships, berthing for commercial fishing boats, cargo handling or a variety of other uses

Appendix 3
Potential Initiatives
The group considered the four objectives that define the strategic direction for the District. It then brainstormed potential initiatives for achieving each of those objectives and discussed their prioritization.
Harbor
1. Conserve historic uses of the bay and its margins by streamlining the process for permitting their continuation.
· Solicit the participation of other permitting agencies in the program to simplify approvals for selected historic uses (and the maintenance associated with those uses).
· Modify District rules to provide authority for administrative approval of selected historic uses (and the maintenance associated with those uses).
· Inventory the historic uses of the bay and other tidelands within the District's jurisdiction (A major portion of this task is built into the Humboldt Bay Management Plan process.)
· Define the parameters that will allow the District to separate continuing historic uses (or the maintenance associated with those uses) that should not require permitting from those that should.
2. Build the foundation for a real increase in the cargo handling capacity of the bay.
· Rely on the Harbor Revitalization Study to set the priorities and strategy for developing cargo handling facilities on the bay.
· Study the feasibility of a marine terminal on Humboldt Bay.
· Explore the potential to create a public/private partnership to develop a marine cargo terminal.
· Promote the preservation of a rail link between Humboldt Bay and the main lines.
· Promote the continuing development of road and air links into Humboldt County.

Recreation
1. Facilitate a substantial increase in recreational facilities available throughout the District.
· Study the feasibility of creating a public or municipal dock.
· Actively seek funding for the development of new recreational facilities within the District's jurisdiction.
· Rely on the Humboldt Bay Management Plan to set priorities for development of recreational facilities on the bay.
· Promote the implementation of a bay related trails program which shall include improved small boat access.
· Explore the feasibility of establishing a terminal fishery on the bay.
· Improve the breakwater at Shelter Cove.

Conservation
1. Gain recognition from local agencies of the District as the lead agency on an agreed range of conservation related issues.
· Use the Humboldt Bay Management and Harbor Revitalization Plans as a lever to forge an agreement among relevant regulatory bodies on the management of bay related issues and on the definition of areas where the District will exercise leadership.
· If endorsed by the Humboldt Bay Management Plan, create a bay interpretive center.
· Rely on the Humboldt Bay Management Plan to set conservation priorities for the bay.
· Explore the feasibility of and benefits associated with designating the bay as a part of the National Estuarian Reserve System.
· Complete the Harbor Revitalization Plan.
· Facilitate the collection and dissemination of data related to the bay and its environment.

Appendix 4
Management Objectives
Most of what the District does on a day-to-day basis isn't new. It isn't strategic. That doesn't mean it isn't important.
The focus of a strategic plan is on change. It identifies the few strategic objectives that must be accomplished to either build new capacity or develop new services.
The routine, ongoing activities of the District are addressed in the management objectives listed below. They were developed by staff and reviewed by the planning group. They represent staff's proposal to make incremental improvements in the services provided by the District to its constituents.
The management objectives have been organized under the five businesses of the District: the marina, the harbor, recreation, conservation and administration.
Note that the planning group reviewed the management objectives both as to appropriateness and as to their potential strategic significance. None of them made the strategic cut. Though important to the on-going operations of the District, none were identified as strategic.
Woodley Island Marina
1. Improve slips · J-Dock and debris deflector · Move sewage pump-out to more visible space
2. Complete work dock with 3-5 ton hoist
3. Research feasibility of sub-metering each slip
4. Restack rip-rap along embarcadero
5. Build mixed-use commercial space on west end of the island (interpretive center too)
6. Complete interpretive trail on south side of the island
7. Maintenance dredge (~ 2004)
8. Strengthen breakwater
9. Replace H-Dock piling
Port of Humboldt Bay
1. Modernize Fields Landing channel
2. Improve Fields Landing Marine Terminal (then lease terminal)
3. Complete Harbor Revitalization Plan
4. Lease Fields Landing Boat Yard
5. Assist NCRA to restore rail service to Humboldt Bay
6. Navigation improvements
7. Assist CalTrans with road improvements to Humboldt Bay
8. Continue support for commercial fishing facilities improvement
9. Work with industry on shore side aquaculture facility
Conservation
1. Complete Humboldt Bay Management Plan· Complete database· Continue interagency coordination· Develop mitigation planning· Enhance land use planning in Humboldt Bay· Improve information on mariculture impacts
2. Continue removing exotics from Wildlife Areas
3. Combine and expand Wildlife Area ordinances
4. Work on Marine Protected Area planning alternatives
5. Develop master mariculture BMP program based on WRAC and other studies
6. Expand training and readiness of Oil Spill Co-op
Recreation
1. Complete HBMP· Trails / water-trails· Launch ramp upgrades
2. Improve breakwater at Shelter Cove
3. Develop an anchorage ordinance
4. Improve boating access and opportunities at FW lagoon
5. Work with agencies and public on development of offshore reef project
6. Work with agencies to develop a small vessel fueling site on Humboldt Bay
7. Continue to pursue cruise ship markets (support legislation, marketing, facility improvements etc.)
Administration
1. Continue and expand Port marketing
2. Support and encourage NOAA tide/current study
3. Revise Ordinance 9 (Woodley Island)
4. Devise and implement a method for more timely hydrographic surveys of channels
5. Strengthen port-wide terminal security
6. Continue public awareness events such as Humboldt Bay Maritime Expo
7. Expand Harbor District maintenance building

Appendix 5
Notes from Outreach Meetings
Note: This appendix is attached to this report solely to document the range of suggestions received from the public during the four outreach meetings. The suggestions it contains are not policies of the District. Their presence here does not commit the District to include any of them in the District's work plan now or in the future.
Four outreach meetings were conducted prior to formal deliberations by the planning group. Each was targeted at a specific constituency of the District. The meetings took place on June 11, July 2, August 12 and August 20.
Each meeting had a specific focus: commercial/industrial uses, recreation, environmental/ regulatory issues and governmental issues. Each was open to the public. Specific invitations were sent out for each session directed to parties identified by the group as likely to be interested.
Each meeting followed the same general agenda. After introductions, both the current strategic planning process and the recommendations from the old strategic plan were presented in brief. The bulk of the meeting time was dedicated to discussion. Input was solicited on:
· Community needs that the District could address,
· Specific activities or projects that the District should pursue,
· Specific activities or projects that the District should not pursue and
· The mission and objectives as set out in the old strategic plan.
The notes taken at each of the outreach meetings have been consolidated in the table below. The facilitator assigned each item or comment to both a District department and geographic area for organizational purposes.
Key
Department Area
Harbor: H Woodley Island: I
Recreation: R Fields Landing & South bay: F
Conservation: C Mid bay: M
Arcata bay: A
Other: O
All: A

Ideas/Comments Date Dept Area
1. Humboldt Bay Management Plan· Is it a Master Plan for development?· What active uses will be permitted?· Will it integrate existing zoning, etc.?· Will it create a permitted aquaculture zone in bay? 6-11 C All
2. Collaborative Planning with upland jurisdictions· 1000 meters above MHHW is "sphere of interest"· Integrate Humboldt Bay Beach and Dunes Management Plan (already adopted)· Concern about sediment entering the bay via streams in CDF jurisdiction (land use decisions); agriculture 8-13 C All
3. Need to prevent oil spills in the bay - major environmental impact· Prevention· Response· RWQCB has plan - no staff to implement regs for non-point sources 8-13 C All
4. Map normal current flows in the bay· Fish & Game and Coast Guard working on it 8-13 C All
5. With HSU and other agencies develop master data base on bay· Basis for long term management· Sedimentation, Eel Grass . . .· Drainage studies on local waterways· Define key questions; process to answer them 8-13 C All
6. Reduce the environmental impact of storm water drainage on the bay· JPA for water quality issues?· Some data from Shellfish TAC· We need heavy metals, petroleum, etc.· RWQCB knows the hot spots 8-13 C All
7. Need a conscious community education program to promote conservation goals· Resource map· Bay trails program· Weekly bay activity column?· Dennis Thoney, director of Marine services at HSU 8-13 C All
8. Model bay ecosystem so that the impact and development/use decisions can be assessed 8-13 C All
9. Consolidate Harbor District rules and regulations for managing the various wildlife areas in their jurisdiction· Create a master set of rules and regulations· Modify to add local specificity 8-13 C All
10. Humboldt Bay Management Plan 8-13 C All
11. Seek funding for oil spill equipment · Equivalence to Forest Service fire fighting funding· Join forces with other districts 8-13 C All
12. Notification is a problem with oil spill response - bring in locals 8-13 C All
13. Much information is available with oyster community - Susan McBride - Shellfish TAC 8-13 C All
14. Consolidate access to information!· Serve as the lead for information development· Information exchange - Washington model?· Data bank - Need data standards, especially GIS 8-13 C All
15. More Conservation emphasis 8-13 C All
16. Take lead on mitigation development· Be active in wetland restoration 8-13 C All
17. Integrate Humboldt Bay Management Plan in Strategic Plan · Look at www.humboldtbay.org · Key to balancing environment and other values 8-20 C All
18. Need deeper data base, more coordination with other agencies, more comprehensive knowledge of flows, etc.· Take a lead on collecting, managing data 8-20 C All
19. Phase II mandate on cities· We need permit from RWQCB· Help cities/county· No net change in San Diego, etc. 8-13 C AM
20. We need to upgrade Fields Landing Boat Building and Repair Facility to control pollution 8-13 C F
21. No more roads through Palco Marsh 7-2 C M
22. Build treatment wetlands for Eureka and others to address quality issues in the waters they dump into the bay margins. 8-20 C M
23. Put "Conservation" into District· Develop an activist agenda· Policy Statements· Publicity 8-13 C O
24. Collect input on a Marine Conservation District in the bay; all share· We need scientific basis for recommendations· Conduit for public opinion?· Collect public opinion/community knowledge 8-13 C O
25. District should represent local need - testify with respect to Marine Conservation District· Generalize to future issues too· Does District have authority to lobby on an existing law? 8-20 C O
26. Need to catalogue resources for planning study 8-20 C O
27. Multiplicity of watershed groups - no coordination 8-20 C O
28. Position Harbor District as data repository and coordinator 8-20 C O
29. No upland support for aquaculture· We need to define resources to implement· What's the strategic objective? 6-11 H A
30. Humboldt Bay not a favorable political environment for aquaculture outside narrow confines of current shellfish 6-11 H A
31. Harbor District will no longer be able to lease Eel Grass areas for aquaculture 8-20 H A
32. We need to create regulatory framework for landowners - set the rules for development· get buy-in from Coastal Commission, Corps of Engineers 6-11 H All
33. We need blanket permits for regular maintenance· Head gates, dikes, etc.· Coordinated effort? It's expensive but benefits just a few property owners· Authority is shared with County and others 6-11 H All
34. Leadership in the Harbor District critical · Input · Capital plan with all agencies 6-11 H All
35. Can't work in (County, City) space without close coordination 6-11 H All
36. Can't distribute public $ for private benefit· But seed money okay if public benefit clear· We need clear policy basis· Model in other Harbor District's 6-11 H All
37. Pursue "long term public benefit" 8-13 H All
38. Harbor Revitalization Plan 8-13 H All
39. Need to coordinate at City (Arcata and Eureka) for waterfront jurisdiction?· Project based cooperation?· Single jurisdiction not feasible? 6-11 H AM
40. Break bulk/Container dock for Fields Landing?· Concern about deepening/widening channel - impact on Eel Grass· Look at best location - regardless of ownership 8-13 H F
41. Don't compete with local boat builders at Fields Landing 8-13 H F
42. Support conservation in South Bay including Fields Landing - keep commercial uses in the mid-bay area and support infill 8-20 H F
43. Build a shellfish depuration facility? Not without a commercial entity to lead the project. 8-20 H FM
44. Don't compete with or subsidize local businesses- Eg. the boat building facility 7-2 H FM
45. Promote infill development - leave So. Bay/No. Bay in wildlife· Protect South Bay· Restore and protect marsh lands remaining 8-13 H FM
46. 15% of bay margin is the only place than can be developed - work there first! 8-13 H FM
47. Harbor Revitalization Plan (Harbor District, County, City of Eureka)· Focus on commercial/industrial· Looks at mid-bay, Samoa to Fields Landing, both sides· RFQ in July/August; done in 6-12 months?Interagency group 8-20 H FM
48. No significant industrial use on inner reach· Some kind of public facility at Dock B - $3.5-$7million - Need user· Land adjacent reserved for coastal dependent industrial use· Balloon tract use? - convene community charrette to discuss alternatives· MOU with City of Eureka in place· Time expired· Spirit continues 8-20 H FM
49. Harbor Revitalization study - commercial feasibility study· Key to generating support 8-20 H FM
50. Don't forget the bay's commercial potential 7-2 H FM
51. Market end of Woodley island for development; use it to generate revenue for the District. 6-11 H I
52. An idea for the Marina: Meter power to boat slips 6-11 H I
53. Dan Johnson - Town (Samoa) and mill site: What's the future of Simpson dock? 6-11 H M
54. Dock B - balance uses; what are the City needs? 6-11 H M
55. Commercial Fishing interests:· Continued access to public hoist areas· Month to Month use - no decision on long term use· Fish unloading· Fields Landing not workable - too far out - unsafe in south wind· C Street dock - if developed 6-11 H M
56. 65' truck rule - impact on viability at Simpson/public dock?· Marginal impact?· Marine terminal needs railroad· Containerization likely 6-11 H M
57. Johnson controls 110 acres - mill site in Samoa - all but the dock itself 6-11 H M
58. Danco is studying the highest and best use study of Samoa - industrial land. The Simpson Report shows development of a 110 acres business park on the Aldergrove model is not feasible.· 25 year absorbtion rate· smaller might work· Report due in September - then to permitting process 6-11 H M
59. Tsunami Study needed to get Federal $ for development on the peninsula· County responsibility? 6-11 H M
60. No sewer and water main connection in Samoa· Needs infrastructure for development· Use special district's to provide services? 6-11 H M
61. Public Terminal· Is there an unfilled need?· Is there a viable niche?· Current facilities under-utilized· B Dock too small for efficient use - We need 100's of acres· Need Railroad - 3 years away· Need to market - need something to market· VZM/Quigley· What is the real unmet need?· Potential is as a shipping node 6-11 H M
62. Tourism - Harbor District as facilitator· Enhance the Eureka boardwalk development (Sterett?)· Promote market like Pike's Market (Seattle)· Tour boat/Tall ship mooring· Clams to Clam Beach· Arcata Marsh-type focus on Hilfiker and Palco Marshes 7-2 H M
63. Talk to Eureka and County about developing a public dock facility 8-13 H M
64. Eureka needs Harbor District leadership on harbor related issues· Harbor development and economic development · Help preserve appropriate land use designation around the bay 8-20 H M
65. Development occurs where the transportation pipeline has been developed.· Vision of who we want· No direct freight company serves the area (VAX out of business)· Delivery available for small parcels only 6-11 H O
66. Harbor District is in the transportation business· Need to integrate the disjointed air, rail and road networks· Participate in the regional transportation plan update 6-11 H O
67. May extend development to any waterway (rivers, etc) 7-2 H O
68. Participate in resolution of regional transportation issues 7-2 H O
69. Build a ballast water facility 8-20 HC FM
70. Don't forget City of Eureka environment is changing· More favorable to B dock development?· Get City of Eureka views on visitor selling 7-2 HR IM
71. Preserve the visual characteristics of inner reach even as it is developed 8-13 HR M
72. Get League of Women Voters plan - get copy 7-2 HRC 0
73. Vision has to be sold to other entities (City of Eureka, Arcata, Humboldt Co.)· Keep up with long range plans eg. Eureka/Arcata trail· Develop recreation plan??? 7-2 HRC All
74. District jurisdiction extents to mean high high water; sphere of influence extends to Coastal Commission boundary 6-11 HRC All
75. Do take a leadership role! 7-2 HRC All
76. Sponsor another Humboldt Bay Symposium 8-13 HRC All
77. Focus on what the Harbor District can control 8-13 HRC All
78. Multiple uses are compatible 8-20 HRC All
79. Annual updates to the five-year plan· Go to a rolling five-year plan 7-2 HRC O
80. Seek independence from State Lands Commission 7-2 HRC O
81. Identify all the committees working for District - who is working on what project? 8-20 HRC O
82. Need to involve multiplicity of players in Bay management and development decisions· Publicize Shapiro Report as a primary data source 8-20 HRC O
83. Do more to market the Bay - recreation, environment, industry, etc 8-20 HRC O
84. Remember: the District has responsibility for: the harbor, recreation and conservation. 8-20 HRC O
85. Trails and recreation (land and water)· Don't forget parking· Access plan - multi-jurisdictional, multi-model· Build on RCAA trails plan· Expand range and access points for paddle boats· Mad River access at Emerson is dangerous· Focus on small projects that really improve access 7-2 R All
86. Things District has authority to do and can control· Host a tall ship annually· Annual "opening day" for the bay· Day mark channels in Arcata Bay· Remove abandoned cables at Fairhaven· Fuel dock for recreational boating· Permanent mooring buoys and map - in scenic areas around islands (eg. San Juan Islands)· Range access developed at Fairhaven· Program to remove derelict piles - hazard to small boats· Other landing areas for paddle boats· Hookton Slough (don't like design)· Lanphere Dunes· Uniform signing for trails and access points - map and guide too· California Coastal Trail· Need shoulder work on existing road· Alternative use railroad grade· Expand Elk River Wildlife Trail· Build Trail in Arcata/Eureka corridor· Levee trail in South Bay Wildlife Refuge· CalTrans coastal access signs! Promote!· Bay interpretive center on Woodley Island (or Carson Mill Site)· Recreational/bike path on Samoa Bridge· Promote marine safety (KINS) - "The Bay Guy" - regular commentary 7-2 R All
87. Enhance rules · Marine posse very limited· Funding from Boating and Waterways· Need more coverage· eg. no wake - Sign "no wake" zones· Small grant programs for above 7-2 R All
88. More things the District can do· Dinghy docks at mooring buoys· Launching ramps on the island· Centralize boating community· Rowers, Scouts, Yacht club, etc· Augment HSU center?· City of Eureka oil/water separators on storm drains· Yacht Club facility on the island · On-going "recreational needs" advisory board· Retain used "Wards Launch ramp"· New Humboldt Bay Symposium - Multi-discipline 7-2 R All
89. Develop public bay access/bay trails 8-13 R All
90. Museum ship in Fields Landing?· What kind of tourism does the Harbor District want to encourage?· How does it fit? 8-13 R F
91. Don't support Navy display ship in the Bay - It won't work. 8-20 R FM
92. Don't lease or sell the marina to put it into a profit producing mode 7-2 R I
93. No dry stack storage 7-2 R I
94. No motel on island 7-2 R I
95. Avoid deferred maintenance on Marina facilities - Preventive maintenance program 7-2 R I
96. Need municipal dock· Visiting Navy ships· Need to be able to make firm arrangements· Prefer Eureka site· Available for general cargo too· Meet Navy specs/needs 7-2 R M
97. Support development of Elk River area for eco tourism - Del Norte to Hilfiker 8-20 R M
98. Develop a new plan to address tourism separate from recreation· New community group to keep focus on strategic objectives 7-2 R O
99. Promote tourist railroad around the Bay 8-20 R O
100. Improve Shelter Cove BreakwaterBoating and Waterways for constructionWe need $ for design and permitting - Coastal Conservancy?Safety issue (lighting, fence)Cooperation with Resort Improvement District 8-20 R O
101. Clean up pollution on bay· Promote/maintain pump-out stations· Portable toilet cleaning stations· Floating porta-pottys· Dry waste systems· Divert high cleaning waste from the bay· Cleaning facilities· Boat basin 7-2 R C All