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advantages providing flexibility on the rates and boundaries of the CFD and the ability to fund both capital projects as well as maintenance and operations. The ad hoc committee and staff would like to take another step in what is certainly a long road to determine whether, and if so, how much, support there may be from the community before determining whether to place a revenue measure on the ballot for voter consideration. The next step is to retain a guide — a consulting firm — who has assisted other public agencies along the path toward the decision on whether or not to place something on the ballot. A team with expertise with special taxes, polling, elections as well as public information and outreach is desirable. At some point, the District would also need additional legal services as well. Before anything could appear on the ballot, the consultant would assist the District with community outreach, a feasibility analysis, developing a funding plan, a public opinion survey, crafting the preliminary funding measure, additional stakeholder and community outreach, and creating a final plan, all before the CRPD Board would even consider whether to actually place a measure on the ballot. This process is expected to take at least a year and likely even longer. In order to consider, evaluate and select a consultant, staff and the ad hoc committee would like to issue a Request for Qualifications 1 Request for Proposals seeking a consulting firm to assist the District with the evaluation of, and if feasible, creation of, a revenue measure to be considered by the voters at some point in the future. Staff and the committee intend to review the responses and return to the full board with a recommendation at a future meeting. STRATEGIC PLAN COMPLIANCE 3.2 Evaluate existing and seek new revenue sources to enhance programming, property acquisition, park improvements and capital facility replacements. 3.2.6 Maintain and adjust existing assessment districts and evaluate the establishment of new assessment districts or similar funding mechanisms in order to provide and enhance park facilities. 3.2.7 Work with City and COSCA (and COSCA's new Administrator) to address COSCA's land acquisition priorities, as well as ranger, administrative and operational needs. [201912020] 3.2.8 Evaluate methods to support long-term replacement and rehabilitation of CRPD capital facilities. [202112022]