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How do the current Air District Values resonate with you?

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How do the current Air District Values resonate with you?

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What are the greatest challenges the Air District faces today and in the coming years?

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What are the greatest challenges the Air District faces today and in the coming years?

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What are the greatest opportunities the Air District faces today and in the coming years?

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What are the greatest opportunities the Air District faces today and in the coming years?

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If you were writing a magazine article describing the Air District in 5 years - what is the main headline? What has the Air District achieved? 

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If you were writing a magazine article describing the Air District in 5 years - what is the main headline? What has the Air District achieved? 

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Our programs and policies are founded on science, developed with technical expertise, and executed with distinction.

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We are at the forefront of air quality improvement and pioneer new strategies to achieve healthy air and protect the climate.

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We include and engage all stakeholders to create broad acceptance for healthy air solutions.

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Our staff are genuinely committed to our mission and values.

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We maintain the right of Bay Area residents to breathe clean air.

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What is the purpose of the Air District? Is it changing? 

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What is the purpose of the Air District? Is it changing? 

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Continued focus away from core functions of the agency.

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How should the Air District improve internal diversity, equity, and inclusion?

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How should the Air District improve internal diversity, equity, and inclusion?

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Refocus from global to local. We can't be everything to everyone and the reputation farming on the global stage doesn't seem to have actually served the public in our region.

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Overcoming misunderstandings about our purpose, capabilities, and authority.

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The Board is made up of elected officials whose constituents judge them for their city/county/district work, not for how well they sit on their various Boards. Most balance their responsibilities to their constituents with their responsibility to the region and/or balance each other out with their varied experiences and perspectives but there has definitely been tension between satisfying Board asks for their areas vs performing (or resourcing!) existing work.

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Actively diversify hiring across multiple axes.

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Address previous inequitable treatment of staff.

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Consider re-engaging Illumyx to discuss previous survey results to better understand staff concerns and hopes.

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Headline: Multi-agency Partnership Addresses Regulatory Gaps in Mobile Source Pollution Burden

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as regulators we've been a combination of air cop and grant distributor for a long time. the relatively recent collaborator element seems like it needs a paradigm shift away from benevolent overseer to be able to partner effectively.

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The air district should make efforts to reduce its own carbon footprint: solar panels on owned buildings; electric cars for field staff when appropriate; electric car charging stations; reassign field staff closer to their homes and limit in person meetings to reduce driving times and commuting distance

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address executive and board narrow understanding of diversity esp disability and accessibility concerns. during 11/15 board meeting, sec hopkins asked about use of e-bikes wrt accessibility. they are excluded in the active transportation allowance the board chair, an executive, and counsel (all avid cyclists) worked on and counsel appeared to equate "accessibility" exclusively with "wheelchair use" when answering the question. so disappointing and upsetting.

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By shifting focus to local concerns and holistic problem-solving approaches, the air district as significantly reduced pollution burden disparities across the Bay Area in just 5 years

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Making real progress on exposure reduction and air pollution disparities when land use planning and zoning is working against us

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It feels like many years ago the task was clean up the air. Now it's more complex - keep cleaning up the air, do it equitably, and also ensure economic prosperity/just transition away from fossil fuels. That should have always been the task but it's a nuanced balance - our revenue comes from those we permit so we do need to ensure that folks can continue to operate but do so cleanly.

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In the past, departments were allowed to purchase software systems that did not necessarily work within Office365. Now that the Air District has committed to MS Enterprise systems, we should migrate to Office365 compatible applications whenever practical.

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There are many opportunities for the Air District to embrace a consistent, visible commitment to environmental practices. For example, it's jarring to see many single-use water bottles and cups on display during public meetings. It's not on-brand. Let's challenge ourselves to hold zero waste meetings, events, etc.

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Lack of Organizational and Project Management Tools

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Lack of Organizational and Project Management Tools

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Having project management tools such as Asana will be helpful for individuals who work on projects with folks from other divisions. SharePoint and OneDrive is great but it is so easy to get lost with so many folders and docs being created as workload increases. Tools like Asana provide more organized workspaces that allow specific tasks to be tagged to an individual. There is a lack of formalized organizational processes which can hinder getting a head start on projects.

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For Goal 3.1 "Embody diversity, equity, inclusion, accessibility, and belonging." 

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For Goal 3.1 "Embody diversity, equity, inclusion, accessibility, and belonging." 

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There are not any strategies or actions for accessibility or belonging, specifically for people with disabilities and the LGBTQ community. There should be strategies for each, and the Air District should ensure that there are equal opportunities, and inclusion, for people with disabilities.