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HomeMy WebLinkAbout07.a.4) Review background of strategic planning, etc.7aA() Central Contra Costa Sanitary District September 8, 2011 TO: HONORABLE MEMBERS OF THE BOARD J FROM: JAMES M. KELLY, GENERAL MANAGER l SUBJECT: STATEGIC PLANNING BACKGROUND At the June 16th, 2011 Board meeting, a majority of the Board directed staff to schedule a Board retreat to discuss the Board's strategic planning priorities. To facilitate the 2011 Strategic Planning effort, this memorandum briefly presents the background of the District's past strategic planning efforts, summarizes the outcome of the Board's 2007 retreat, and provides information about the 2011 Strategic Planning effort. PAST STRATEGIC PLANNING EFFORTS The District conducted Strategic Planning efforts in 1993, 1998, and 2000. The Board participated directly in 1993 and 1998 efforts; the 2000 review was conducted by staff and presented to the Board for input and guidance. The District's current Mission, Vision, Values, and Goals were established through this process. They are listed below: Mission To protect public health and the environment by: • Collecting and treating wastewater • Recycling high quality water • Promoting pollution prevention Vision Be a high performance organization that provides exceptional customer service and full regulatory compliance at responsible rates Values Achieve our goals by valuing: • Each other • Ethics and integrity • A healthy and safe environment • Community relationships • The meeting of commitments • All aspects of diversity Goals • Excellent Customer Service • Full Regulatory Compliance • Responsible Rates • High Performance Organization SUMMARY OF 2007 STRATEGIC PLANNING EFFORT AND STAFF FOLLOWUP These Mission, Vision, Values and Goals were subsequently confirmed by the Board in the 2007 Strategic Planning effort. In addition, the Board identified the following strategic issues that staff should pursue: • Recycled Water • Education and Community Outreach • Cultural Diversity • Responsible Rates • District be an Industry Leader • Cost of Retirement and Employee Benefits The report-out on the 2007 Board Strategic Planning effort is Attachment 1. The last consolidated written update on the strategic issues was January 15, 2009 (Attachment 2); updates have been provided on individual strategic issues on a regular basis. The board confirmed these are still the Board's strategic issues in January 2010 and February 2011. Staff incorporated the strategic issues into the District's Business Plan to assign, prioritize, and track progress on the issues. Staff updates the Business Plan annually. The management team held a meeting on August 24th to begin the update process, using past Board direction. The management team will reconvene after the Board completes it's Strategic Planning session to review and incorporate the most recent Board findings and direction into the FY 2011 -12 Business Plan. The Business Plan identifies key strategies, objectives, activities and metrics for each District Goal e.g., excellent customer service, full regulatory compliance, responsible rates, and high performance organization. For the purpose of the Business Plan, these terms are used as follows: GOALS are the targeted end results of the Plan STRATEGIES are the direction to be taken to achieve the goals OBJECTIVES reflect accomplishments for each strategy ACTIVITIES denote how each objective will be achieved METRICS measure how well we meet the goals. The District's budgets are prepared in concert with the Business Plan so they reflect the District's Goals and the Board's Strategic Issues. 2011 STRATEGIC PLANNING EFFORT The following schedule for the 2011 Strategic Planning effort was presented to the Board at the September 1, 2011 Board meeting: September 15, 2011: Staff to present Strategic Plan Background Information at Board meeting September 20, 2011: Consultant to interview Board Members October 6, 2011: Closed session workshop on negotiations November 3, 2011: Board Retreat The questions that the facilitator, Marilyn Manning, will be asking you on September 20th are shown in Attachment 3. Since responsible rates, District as an industry leader, and cost of retirement and employee benefits are strategic issues which may also be affected or the subject of upcoming negotiations, some of the discussion on the items may be appropriate for closed session deliberation at the October 6th workshop. And finally, Attachment 4 shows areas where staff is requesting policy guidance. Attachment 1: 2007 Board Strategic Planning Effort Report-Out Attachment 2: January 15, 2009 Consolidated Written Strategic Issues Update Attachment 3: September 20th Facilitator Questions Attachment 4: List of Areas Where Staff Requests Policy Guidance cc: Ann E. Farrell, Deputy General Manager /Director of Engineering Elaine Boehme, Secretary of the District Attachment 1 TO: HONORABLE BOARD OF DIRECTORS FROM: STEPHEN T. HAYASHI SUBJECT: SUMMARY OF STRATEGIC PLANNING FACILITATION DATE: NOVEMBER 26, 2007 INTRODUCTION This memorandum summarizes Red Oak Consulting's strategic planning facilitation services to the Board of Directors (Board) of Central Contra Costa Sanitary District (District). The purpose of the effort was to align the District staff's strategic planning activities with the vision of the Board Members. METHODOLOGY In order to gauge the position of the Board with respect to the existing strategic plan, information was gathered from the Board in two steps: first, each Board Member was asked to complete a written survey, and then each Board member was individually interviewed. Based on the findings from the surveys and interviews (as summarized in Part 1, below), a four -hour workshop was held on October 31St 2007, during which Board Members discussed the strategic issues that the Members felt were the most critical to clarify in the District's strategic plan. The findings from this workshop are presented in Part 2 of this report. PART 1: SUMMARY OF INITIAL FINDINGS Written Questionnaires Strategy Development Roles - Responses to the survey suggested that there is general acceptance amongst the Board Members of the District's current Mission, Vision, and Values. There was a less unified view on the appropriate, respective roles for staff and the Board in creating the District's Mission, Vision, Values, Goals, and Objectives. Some Board Members believe that staff should develop the Goals and Objectives after receiving the Mission, Vision, and Values from the Board. Other Board Members believe that the Board should develop all policies, including Goals and Objectives. Industry Leadership - All Board Members agree that the District should strive to be an industry leader; most Board Members believe that the District is already an industry leader, and at least one Board Member believes that the District has become too "comfortable" in assuming that the District is an industry Red Oak Consulting 1 leader. Board Members have a variety of views on the strategies that should be used to remain an industry leader. Technology - Some Board Members believe that the District should make large investments in order to keep up with emerging technologies, and others believe that the technology investments should be more conservative. Customer Service - Board Members generally agree that the District currently provides excellent customer service and full regulatory compliance. The issues of reclaimed retirement /benefit costs, educat the Board's current committee topics for further discussion. the surveys are available and cover. Interviews water, cultural diversity, :ion, outreach, service rates, and system stood out as potential The complete written responses to can be provided under separate After analyzing the written responses from the individual Board Members, Red Oak developed a series of follow -up questions for the in- person interviews. The purpose of the interviews was to allow Board Members to elaborate on their questionnaire responses, indicate their priorities regarding the issues facing the District, and propose the best way to spend the limited time allocated for the workshop. The interviews confirmed the survey findings and allowed the Board Members to elaborate on a variety of topics. Short summaries of the interview findings are provided below, organized by strategic topic. A more detailed summary of responses given during the interviews has been previously provided under a separate cover and is available upon request. Workshop Objectives: The overall objective of the workshop, as expressed by Board Members, was to increase communication regarding strategic planning and to focus on the issues that they commonly hold to be important, such as recycled water and leadership. Recycled Water: Recycled /reclaimed water is the single issue that all Board Members feel should be included in the strategic plan. There is general agreement on the need for the District to augment its recycled water services. Diversity: It is clear that all Board Members agree that workforce diversity is desirable. It is not clear how the Board Members wish to go about increasing diversity at the District. Namely, there is no agreement on whether diversity should be considered during the hiring process, or whether the District Red Oak Consulting 2 should make hiring decisions solely based on qualifications. The idea of how to go about increasing diversity within the applicant pool was also brought up in the interviews. Outreach: Two distinct perspectives were expressed during the interviews; some Board Members feel that the current outreach programs are adequate and that sometimes less news is better, and other Board Members feel that outreach should be enhanced, particularly with the District's educational programs. Employee Benefits: Board Members expressed varying opinions regarding the cost of employee benefits, particularly retirement costs, but the general consensus was to ensure that the District is providing proper benefits at a reasonable cost to rate payers. Service Rates: Some Board Members feel that some of the District rates are too high, while others feel that they are average as compared to other sanitary districts. While there is general agreement that the District provides a valuable service to its customers, some members feel that the District should be charging for services that currently do not have a fee, and other members feel that certain services should be provided at no additional cost. Strategic Plan Document: Most Board Members believe that the current staff - developed strategic plan should be considered a draft that will be revised to reflect the outcome of the issues addressed above. Preliminary Conclusions The written surveys and individual interviews revealed that the Board members are in general agreement on the District's Mission, Vision, and Values. Therefore, rather than spending time at the workshop on refining these strategic plan elements, the focus of the workshop became a strategic issues workshop to address select operational issues that were deemed important, yet unresolved, elements of the strategic plan. As such, the following list of topics was developed: • Recycled water services • Cultural diversity • Public outreach • Costs of retirement and benefits • Rates • The District as an industry leader Red Oak Consulting 3 PART 2: WORKSHOP Due to the limited amount of time, Red Oak asked each Board Member to select four issues from the above list that they felt were the most important to discuss during the workshop. The total vote tally was as follows: Issue Number of Votes Recycled Water Services 5 Community outreach 4 Cultural diversity 3 Rates 3 The District as an industry leader 3 Costs of retirement and employee 2 benefits Based on these results, recycled water, community outreach, cultural diversity, rates, and the District as a leader were given priority to be discussed during the workshop. Ultimately, all of the topics were discussed during the workshop. Workshop Findings The following summarizes the discussions held during the Board's October 31St workshop with Red Oak. Recycled Water Services There is consensus among Board Members that the District should pursue increased recycled water services and that it will be one of the most important issues facing the District in the future. The following topics were discussed: • The relationship between the District and Contra Costa Water District (CCWD) is an important consideration. There is an apparent misconception or miscommunication on the part of the CCWD Board Members with respect to the status of water recycling within the Water District. There was an active discussion on how to approach the CCWD Board, although no consensus was reached. • The District should approach recycled water from "the bigger picture" in terms of statewide water supply issues, especially considering the vulnerability of the Delta (i.e. potential for major catastrophe if there were a large seismic event) and other environmental issues. • With the augmentation of recycled water services, there may be an additional need for storing the recycled water. Red Oak Consulting 4 • If the District is serious about providing recycled water services, a more comprehensive financial plan will need to be developed. Currently the budget has a line item for recycled water, but there is a need to better understand the costs associated with the service. • It may be appropriate to develop a Recycled Water Master Plan. The majority of Board Members agree on the following: • Currently, approximately 20 MGD of fresh water is used at the refineries; this is an opportunity to provide recycled water. The District should pursue large recycled water projects, such as providing recycled water to refineries and other large - volume users. • The District should also dedicate resources to influence legislation that will allow the District and other sanitary and sanitation districts to provide recycled water without the interference of the water purveyor. Community Outreach The topics addressed during the workshop with respect to public outreach included: • Creating partnerships with other special districts • Collaborating with environmental groups such as the Sierra Club or Bay Keeper to inform the public about issues such as triclosan soaps, etc. • Perhaps operational issues, such as recycled water services, should be prioritized rather than using resources to increase public outreach • Better informing the public of the annual National Pollutant Discharge Elimination System (NPDES) report Although there was good discussion, there was not agreement among Board Members regarding if, and how, the District should approach community and public outreach. There were two distinctive perspectives, the first is that current outreach efforts should be increased and more proactive, and the second is to continue with the current outreach program employed at the District. A more proactive approach to community outreach may include the following elements: • As an environmental agency, the responsibilities of the District should change as related environmental challenges change. Responsibilities may include educating the public on emerging environmental issues, such as endocrine disrupters, as well as self- regulating the District's carbon footprint through efficient use of energy and sustainable practices. Red Oak Consulting 5 • Constituents, including both children and adults, should know about the District's services and they should be informed about how those services may affect the environment. • The District should be proactive in obtaining positive publicity in local news publications. • The District should have a system for reaching out to service clubs and other organizations. The more traditional (or business -as- usual) approach includes the following concepts: • Continuously improve the current educational offerings. • Continue to ensure that the public is informed about the Household Hazardous Waste Collection Facility and pollution prevention. • The District should not be seeking publicity; rather, it should focus on doing what it does well without worrying about recognition. This means that the District should continue to be on the leading edge of understanding sanitary issues and providing quality services to the public The majority of the Board Members generally agree on the following: • At a minimum, the current approach outlined above should be continued. • The District should get positive value from the resources it spends on public outreach. • The new Public Information Officer is performing well and should be given time to implement the community outreach plan. Cultural Diversity The current District Values include "all aspects of diversity." Some Board Members feel that "cultural" diversity should be more clearly specified as a District Value. Other Board Members were less clear on what should be included in the definition of diversity, e.g. should cultural, ethnic, gender, and sexual orientation all be included. Other Board Members believe that diversity should not influence the hiring process at all, and that jobs should be offered to those who are the most highly qualified, regardless of ethnicity. With respect to this topic, the Board discussed, but did not reach conclusion on, the following issues: Red Oak Consulting 6 • The extent to which staff should pursue candidates to ensure there is a high level of diversity within the candidate pool, as well as the actual level of diversity within the hiring pool. • The extent to which staff should pursue hiring the best qualified candidate or consider hiring a qualified candidate that would increase the diversity of the organization. • What would be the impact of hiring a qualified candidate at the District versus hiring the best - qualified candidate? The majority of the Board Members generally agree on the following: • Diversity at the District is a confirmed goal of the Board. Staff will need more guidance on defining the scope of diversity. • The District should pursue diversity while continuing to emphasize recruiting and hiring highly qualified employees. • The District's recruiting and outreach efforts should be audited by a third party to assess whether there are any internal or external barriers to diversity, or other ways to improve recruitment. Rates The District's current rates are $300 per year per household, plus an ad valorem assessment as part of the property tax, of approximately $80 per household. The issues that were discussed in relation to the District's rates include: • The effect of the economy on the revenues received from the ad valorem taxes; the District may see a decrease in ad valorem revenues because of the real estate slow down in the recent past. • Setting rates based on the current and future cost of providing services to customers, as opposed to setting rates based on the rates that other Districts charge for their services. • The appropriate management of the District's current reserves. • The appropriate reserve amount for the District. • Increasing recycled water services will probably impact District finances. There may be a need to increase rates and there also may be a need to reallocate the overall District budget. • There is a concern that the rates paid by small businesses are prohibitively high, particularly connection fees for restaurants. Red Oak Consulting 7 • Whether the District should have a financial planning horizon longer than 10 years to ensure our programs are sustainable. The majority of the Board generally agrees on the following: • Rates are currently adequate to cover the services that the District provides to its customers. • The District needs to continuously ensure that ratepayers are getting a good value through quality services. • Rates should reflect what the District plans to accomplish and provide, i.e., ten -year capital and financial plans should continue to be developed. The District as a Leader Board members agree that the District should strive to maintain a leadership position within the wastewater industry. The following issues were discussed during the workshop: • Being an industry leader should include showing leadership as an environmental agency. • There are many organizational facets that the District can measure and strive to improve in its quest to remain a leader. The District should identify which facets it wants to focus on, such as technology, sustainability, politics, fiscal organization, academic involvement, and research to name a few. The majority of the Board members agree that: • The District can consider itself an industry leader based on the fact that it continuously meets or exceeds state and federal regulations, it receives outside recognition for its work, and it has a state -of- the -art laboratory. • The Board wants the District to continue to be an industry leader. • Staff should continue to stay involved in professional and technical organizations in order to maintain a leadership position in the industry. • Staff should inform the Board what areas staff believes the District could /should pursue to continue to be an industry leader. Red Oak Consulting 8 Cost of Retirement Benefits The topic of retirement costs was discussed. The majority of the Board Members agreed that staff should bring a request to the Board to conduct a study of the costs associated with switching their retirement benefits administrator from Contra Costa County to CalPERS. Conclusions Following the workshop discussion of key strategic issues, Board Members expressed general satisfaction on the success of the workshop. The approach of providing a summary of the group's responses from the questionnaires and interviews prior to meeting was appreciated. Some Board Members felt that the group could have used more time to more fully discuss all of the topics. The workshop provided a forum for discussing key strategic issues, all of which should be included in the District's strategic plan. The consensus among Board Members on the key strategic issues outlined above provides a basis for staff to revise the existing strategic plan. 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S4 U J-) " r-1 r-i )-1 0, Q a Fj 4J O 0 >r � N O m CO rn Cq 44 U m U) 3 U •r1 a r-I C C O V x ro Q a) a APPENDIX B: Summary of Face -to -Face Interview Responses Workshop Objectives Each Board member was asked what he or she would consider to be a successful outcome of the four -hour workshop. The answers, in no particular order, were: ■ Bring the Board members together and promote synchrony. ■ Validate the existing strategic plan, maybe make some revisions, and help to polish the draft strategic plan developed by staff. ■ Do more than simply reaffirm the Mission, Vision, and Values by agreeing on a framework through which staff can develop Goals and Objectives, or, come away with an enthusiastic, endorsed idea of how the District can create stronger community leadership or promote more recycled water. ■ Develop a process through which the Board can lead the District rather than the staff lead the Board. ■ Focus on the issues; come to a consensus on what issues are important and move forward from there. Recycled Water All Board members agree that recycled /reclaimed water it is an important component of the District's mission, but are concerned about the influence that the Contra Costa Water District (CCWD) has over the District's attempts at providing recycled water to customers. Individual Board members' comments include: • The District knows how to manufacture recycled water, but is the District taking the next step in terms of research and improving technologies? Can the District improve to the point of being able to provide recycled water as a drinking water source? • The District must more clearly define its goals on reclaimed water; currently there is not enough of a focus on this issue in the Goals and Objectives of the draft strategic plan. • It is virtually immoral to simply discharge all of the treated reclaimed water back into the brackish river than runs to the bay; it is a wasted resource. It is the District's duty to make reclaimed water available to local water districts. • The District is wasting money on reclaimed /recycled water until it can get CCWD to change; does the District want to take on CCWD? • Recycled /reclaimed water needs to be addressed in the strategic plan. CCWD makes it difficult for the District, and currently charges the same price for reclaimed, non - potable water and clean drinking water. Perhaps the District should approach the state assembly or engage in some other political forum in an effort to allow the District to become a purveyor of recycled water. Diversity Red Oak Consulting 2C Cultural Diversity within the District's workforce is also an issue that was discussed during the interviews. All Board members agree that diversity is desirable. Individual Board members' responses include: • Diversity is difficult to address given the number of variables. The District is limited to hiring the people who are available and qualified; if the District cannot find these people, perhaps they need to manufacture qualified people by hiring people without the usual educational background and training them in- house. But if you start diverting too much money into preparing people, what are you doing to the District as a whole? The District must titrate what it does besides treat sewage to find the right balance. • The District already has a lot of ethnic diversity. • Diversity and innovation creates a melting pot that promotes growth and is desirable. Workforce and managers should reflect the character and culture of the community the District is serving. The District can take actions to get a broader pool and get underrepresented groups into the applicant pool, but it is illegal to hire simply based on race, gender, sexual orientation, etc. • If the District is the best in so many ways, the District should at least be mediocre with respect to cultural diversity, but currently the District is not. • The issue of cultural diversity needs to be addressed. The District needs to make sure it is giving everyone a fair shot, but also needs to hire the best candidate for the job. Outreach Public outreach was another area of concern for Board members The topic was discussed in four of the five interviews: • Most sanitary districts are now doing outreach and the District should too. The District needs to tell people what it is, what it does. The current sewer science program is good but it reaches too few children. The website can be updated and used to reach out to people. • Everything the Board and District does should be transparent. It is good to educate the public, but sometimes the information may fall on deaf ears and the District needs to think about the resources spent to do this. • It is better to do a good job and be quiet than to be loud and not as good. The District accomplished much more when they were small, quiet, and efficient. • The District is currently doing enough in terms of outreach. There are rarely any problems; sometimes less news is better. Employee Benefits Red Oak Consulting 21 The cost of providing retirement and other benefits to employees is an important issue that the Board members all believe should be addressed, but opinions of how to do so are mixed: • The District is paying so much for retirement. The District has to reward staff for doing the things they do, but perhaps the District is rewarding them too much? How do you cut back on those types of things? The District is doing so well because it is able to find, keep, and reward good staff; perhaps the District needs to communicate this to the public to make them realize it is worth it to pay these costs. Benefits must be looked at as a cost of doing business. • The District should set up a trust fund for the provision of benefits to employees. The District has the money, it just needs to be done. • If the District makes a deal with its employees, it should stick to that deal no matter what. The employees deal with sewage and need to be rewarded for that. Employers have some responsibility to provide healthcare, but the District also has the obligation to control costs. The District is a better- than - average organization with better - than -- average employees; therefore the District needs to provide pay and benefits that are better -than- average to ensure that it stays that way. • The Board needs to focus on what benefits are costing the District; benefits make up 46% of the District's salary expenses. The District should keep the same benefits but use a different administrator instead of the County. The District has the highest benefits, but they are hidden. • The District has a lot of people who are retiring. Providing retirement benefits is going to cost money and the Board needs to understand and focus on the issue. Service Rates Some Board members believe that the District has average rates, while others believe that rates are too high or that the District should not be charging fees for some of the services that are provided to customers. The topic was discussed in four of the five interviews: • The District needs to charge the public for using its facilities. When there are rate increases, the District needs to send out an explanation for why the increase is necessary. The District needs to let the public know what it does and why it is important. • The services that the District provides are important and the District provides these services for only about $300 a year plus a small portion of the property tax; this seems like a great deal. If the District asked people for $2 more a month for a better environment, people you most likely say yes, but many people are anti -tax. The District should not be wasteful, but they also should not be cheap. The District creates value for its customers. Red Oak Consulting 22 • The District needs to be careful with respect to rates. If you look at sewer charges, the District is about average, but if you count the ad valorem property tax assessment, the District is higher than the rest. • The District's rates do not need to be revised, but some fees should be addressed. The District should be helping customers out in a lot of areas rather than charging more, such as with Dentists and mercury: why does the District need to create permits and permit fees? There are levels where the District should be charging people and where the District just needs to help people. The District is not the police and they should not have to be the bad guys. The District needs to be solvent, but also needs to be stewards. Red Oak Consulting 23 Attachment 2 Central Contra Costa Sanitary District January 15, 2009 TO: HONORABLE MEMBERS OF THE BOARD FROM: JAMES M. KELLY, GENERAL MANAGER h"^ SUBJECT: STRATEGIC PLAN I have attached a draft of the District's calendar year 2008 activities on the Board priorities identified at the October 31, 2007 meeting. I will work with staff to develop proposed 2009 activities, and present the proposed activities to the Board for input in February. Also, staff is working to identify how today's economic and regulatory conditions might affect the District. Staff plans to also present the results of this effort to you for consideration in February. cc: Department Directors Elaine Boehme Debbie Ratcliff Michael Scahill Colette Curtis -Brown H: \General Manager's Directory\Board Documents\2009 \Strategic Plan Board Priorities Update.doc Board Priorities January 2009 Update In October 2007, the Board of Directors of the Central Contra Costa Sanitary District met with the General Manager to identify areas of strategic importance to the Board and the District. Based on that meeting, six issues were identified as important to the District's continued success. Those areas were (in the order of importance determined by the Board) Recycled Water; Public Outreach; Cultural Diversity; Rates; the District as an Industry Leader; and the Costs of Retirement and Benefits. What follows is a statement of the goal, and summary of activities during 2008 to meet each goal. RECYCLED WATER Goal: Increase total volume of wastewater recycled by developing large year —round uses and continuing expansion of the landscape irrigation program. Activities: Staff and the Board Recycled Water Committee placed great emphasis this past year on developing potential large industrial uses of recycled water. Significant efforts included: • Conducted detailed evaluation of legal, institutional and technical issues standing in the way of implementing a project to supply recycled water to the Central County refineries. Based on this evaluation, a plan to pursue a Central County refinery project was developed and is being pursued. • Participated in the East Contra Costa County Power Plant study which evaluated sources of recycled water for development of new power plants in East County. • Developed an innovative water transfer option with CCWD that could be viable for serving an East County power plant canal water and substituting recycled water for Central County refineries. • Commissioned a study regarding the feasibility of locating a power plant on our plant site. • Continued expansion of the landscape irrigation program. • Implemented a hydrant program for marketing recycled water for truck filling for dust control and other uses in lieu of potable water. EDUCATIONAL & COMMUNITY OUTREACH Goal: Continue implementation of existing Marketing /Communications Plan with emphasis on educational outreach. Activities: During 2008, the Communication Services Division, with Board guidance, updated the Marketing /Communication Plan focusing on outreach on new and potential challenges for the District and fulfillment of the District's mission to protect public health and the environment. Specific efforts included: • Launching the new District website. Increasing publication of the Pipeline newsletter from two to thee issues annually. Enhancing outreach opportunities with environmental groups, service organizations, community groups, and municipalities through a reinvigorated Speakers Bureau. • Maintaining strong positive relationships with local media. • Ensuring that Customer Service remains paramount in dealing with the District's varied publics, especially through Community Affairs neighborhood outreach. • Supporting area elementary schools through increased funding to the Delta Discovery program and increasing the number of high schools in the Sewer Science program. • Continuing oversight and coordination of the Water/ Wastewater Treatment Plant Operator Training Program (now in its fourth semester). • School mercury reduction program • Ace hardware ?? CULTURAL DIVERSITY Goal: Pursue Cultural Diversity in the District's workforce. Activities: With Board approval, the District hired a Diversity consultant to perform a comprehensive review of District recruitment and hiring practices. In addition, the consultant examined: • The extent of cultural diversity within the wastewater industry. • Existing population demographics within the District service area. • Factors that may impact the size of a workforce candidate pool (e.g., cultural aversion to the industry, cost of living in region, etc.). • What the District could do to increase workforce diversity, including how to make the of District's Co -op program a greater source of culturally diverse candidate pool. In response to consultant recommendations: • The Board has formally ado' „ ted District Diversity Values statement. This will help staff to understand theistrict's value and benefit for work force diversity. • Human Resources staff is developing new methods to expand the existing pool of culturally diverse job candidates by: • developing a recruitment video for District website and expanded use of job fairs. • on -line job application process. • where appropriate, increase staff involvement in recruitment efforts. • The District's commitment to diversity is included in all New Employee Orientations. • Continued diversity training to all employees. • Currently evaluating how to increase /improve outreach to broaden candidate pool. RESPONSIBLE RATES Goal: Ensure that District rates continue to be fair and reasonable for all customers while ensuring the District has funds to support excellent customer service, regulatory compliance, and maintaining our facilities. Activities: The District continues its annual review of rates, fees, and charges within the context of real and potential impacts of District needs, regulatory compliance, legislative actions, and other economic factors. Other activities during 2008 included: • Continued efforts to prevent the possible shift of property taxes from wastewater and water districts to the State general fund. • Full cost recovery for all services. • Strategic efforts at the work group level to continuously improve and become more efficient with annual objectives and metrics. • Continue expanded use of technology to improve efficiency. • Monitor State efforts to address projected deficits and a new Committee to evaluate State funding. • Continue to annually update 10 -Year Financial Plan and review with the Board. CCCSD AS INDUSTRY LEADER Goal: District should make a concerted effort to remain a leader in the wastewater field. Activities: In 2008, the District continued its history of keeping up with standards and regulations, and attending necessary trainings and conferences in order to remain educated about changes in the industry. The District continued meeting and exceeding regulatory compliance demands; as a result we were recognized by the Wastewater industry through a number of awards including: • NACWA Platinum 10 Award • California Association of Sanitation Agencies Technology Award • California Association of Sanitation Agencies Innovation Award • California Water Environmental Association Collection System of Year Award • 8 t Comprehensive Annual Financial Report Excellence in Financial Management Award • Moreover, the District has been notified that it has won four 2009 CWEA Bay Area section awards. • District staff has presented numerous papers, posters, and seminar topics at industry conferences in 2008. The District also contributes to leadership of the industry by Board and staff serving on various Bords and Committees, and by being members of various water /wastewater organizations. The following is an abbreviated list of staff and the Boards /Committees that they server • Board Member Baara Hockett, CASA Board of Directors • Jim Kelly, CASA Program Committee • Doug Craig, Bay Area Clean Water Agencies Board of Directors Vice -Chair • Ann Farrell, Water Environmental Research Foundation Advisory Board, and CASA's Federal and State Legislative Committees • Elaine Boehme, California City Clerk's Association Nominations Committee • Bhupinder Dhaliwal, Bay Area Clean Water Agencies Laboratory Committee • Paul Louis, California Water Environmental Association Board • Molly Mullin, Chapter 2 International Right -of -Way Association Education Chair • Randy Schmidt, Bay Area Clean Water Agencies Air Committee Chair, and California Water Climate Change Group Co -Chair COST OF RETIREMENT & EMPLOYEE BENEFITS Goal: Determine whether CCCSD should move from the Contra Costa County Employees' Retirement Association (CCCERA) to the California Public Employees' Retirement System (CalPERS). Activity: Under Board direction, the District contracted with an Actuarial to evaluate retirement costs and effectiveness of CCCERA versus CalPERS. • Cost and benefit formula differences between CCCERA and CalPERS were compared. • Costs associated with fund transfer to CalPERS were determined. • A request was submitted to CCERA for data so that a financial analysis to determine if District is subsidizing other CCCERA participating agencies could be conducted. • The Board approved establishment of a GASB 45 Trust for the District. a Attachment 3 Strategic Planning Survey Questions 2011 District Strategic Planning 1) What do you believe should be the role of the Board and the General Manager /staff in defining the District's Mission, Vision and Goals? 2) What role should the District's Mission and Vision play in how the District General Manager /staff approach their respective jobs? 3) Does the District's current Mission reflect the District's "reason for being ?" If not, what changes would you suggest? 4) Does the District's current vision reflect what the District should be striving to become? If not, what changes would you suggest? 5) Are the District's current Values the appropriate set of guiding principles for District decisions? If not what changes would you suggest? 6) In the next 10 — 20 years, should the District continue to strive to be an industry leader or to be in "the middle of the pack "? 7) What are the major issues you see the district facing in the next 5 to 10 years? 8) What new policies would you like to see the District consider? Current Condition 9) What are the core services that should be provided to District customers? Are those services currently being provided? 10) Are there any additional services that you believe the District should be providing? 11) What do you believe the District does well? 12) Are there any things you believe the District could improve or change? 13) Are there any specific improvements that you would like the District to accomplish during your tenure? 14) Does the District have all of the necessary resources (organizational structure, staff, culture, incentives) to properly support all of its services? 15) Does the staff provide appropriate support for the Board to function in the Committee system? What is Staff doing well? Where could Staff improve? Follow -Up 16) How should staff follow -up on this Strategic Planning effort to support the Board's policy direction. Attachment 4 Management Questions /Issues for Board Discussion The Board of Directors met in 2007 to discuss Board priorities. At that time the priorities were grouped into categories. Each year since then, the District Management team has met to review these Board priorities and develop a Business Plan to represent how District business will be conducted to support these priorities. Staff met in August of this year to have a preliminary discussion of the Business Plan for fiscal year 2011 -12 and developed the following list of questions for potential Board discussion. These questions have been organized by previous Board established priorities in the original Board established order. RECYCLED WATER: At the last Strategic Planning session, the Board unanimously agreed that expansion of the recycled water program was their highest priority. What is the current Board's philosophy and direction with respect to recycled water? Should staff continue to follow the approach adopted subsequent to the last Strategic Planning session of pursuing those projects where a payback of approximately 15 years or less is possible and augmenting with outside funding as needed to meet these payback criteria? EDUCATIONAL AND COMMUNITY OUTREACH: Recent discussions about public outreach on overflow protection device installation have highlighted the broad range of outreach options available and the related cost. Are current outreach efforts about right or would the Board like to see more emphasis on outreach? REASONABLE RATES: What is the importance of maintaining CCCSD's infrastructure through planned investment in capital facilities. Our current investment of approximately 1 % per year continues to be refined to ensure proper renewal and replacement of facilities. The Board has always supported staff's recommendations on funding levels of the capital program. Is the Board committed to an adequate funding level for infrastructure renewal and replacement in the future? REASONABLE RATES: Past Board policy had been to pay as you go and allow reserves to rise and fall as necessary to create a sinking fund for project investment. More recently we have sold bonds on several occasions and adopted a financial plan that seeks to maintain reserves at the amount needed to meet cash flow needs. Bond funding has been considered for large unplanned or regulatory driven projects. What is the appropriate balance of rate increases and selling bonds? CCCSD AS INDUSTRY LEADER: Does the Board still want the District to be considered a premier agency against which other agencies are measure? How does the Board define premier agency? COST OF RETIREMENT AND EMPLOYEE BENEFITS: What is the Board's overall staff compensation philosophy? In the past the Board has set a benchmark of mid- range of other comparable agencies. This discussion should be philosophical in nature as the details of staff compensation will be discussed in a separate forum with the Board negotiation consultant, Eddie Kreisberg.