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HomeMy WebLinkAbout08.a. Draft FY 2014-15 through 2015-16 Strategic Plan9-4. Central Contra Costa Sanitary District June 13, 2014 TO: HONORABLE MEMBERS OF THE BOARD FROM: MICHAEL SCAHILL, COMMUNICATION SERVICES DIRECTOR VIA: ROGER S. BAILEY, GENERAL MANAGER SUBJECT: DRAFT FY 2014 -15 TO 2015 -16 STRATEGIC PLAN Attached is the Introduction, Goals and Strategies for the District's draft Fiscal Year 2014 -15 to 2015 -16 Strategic Plan. The Plan has been reviewed by the Administration Committee with the recommendation on May 13, 2014 that the full Board approve the goals, strategies, and mission and values statement. Initiatives, Key Performance Indicators and a Time Line are being developed by Management staff and are expected to be completed by the end of the month. Within the Introduction there are two revisions to the Mission Statement and two revisions to the District "Values." The Mission statement formerly read: To protect the public health and environment by. • Collecting and treating wastewater • Recycling high quality water • Promoting pollution prevention. Based on discussions at the Board workshop last October, the proposed revised Mission Statement would now read: To protect public health and the environment by: • Collecting and treating wastewater • Embracing a policy of sustainability for the responsible use of existing resources • Promoting environmental stewardship The original list of Values read: We will achieve our goals by valuing: • Each other • Ethics and integrity • A healthy and safe environment • Community relationships Page 2 June 13, 2014 Re: DRAFT FY 2014 -15 to 2015 -16 STRATEGIC PLAN The meeting of commitments All aspects of diversity The proposed change in the Values list reads as follows: We achieve success by valuing: • Each other • Ethics and integrity • A healthy and safe environment • Community relationships • The meeting of commitments • Transparency in all we do It was felt that "diversity" was already reflected in "Ethics and integrity." MS:dma Attached Supporting Document 1. Draft FY 2014 -15 to 2015 -16 Strategic Plan N: IADMI NSUPIADMI NIDIST- SECIBOARDICORRESPONDENCE (Memos, Letters, Notes) TO 14106-13-14 Memo to Bd re draft Strategic Plan.doc D DRAFT P, . Protecting Public Health and th Central Contra Costa Sanitary District Strategic Plan FY 2014 -2015 through FY2015 -2016 DRAFT x Introduction The Central Contra Costa Sanitary District (Central San) has been protecting public health and the environment since 1946. We serve approximately 461,000 residential and business customers within a 144 - square -mile area of central Contra Costa County that includes 13 cities, towns, and unincorporated areas of the County. We maintain more than 1,500 miles of sewer lines that send an average of 45 million gallons per day of wastewater to our treatment plant in Martinez. Most of the treated, disinfected wastewater is discharged to Suisun Bay with approximately 600 million gallons treated to a tertiary level for use as recycled water in landscaping, irrigation, and plant processes. Our Mission To protect public health and the environment by: Collecting and treating wastewater Embracing a policy of sustainability for the responsible use of existing resources Promoting environmental stewardship Our Values We achieve success by valuing: • Each other • Ethics and integrity • A healthy and safe environment • Community relationships • The meeting of commitments • Transparency in all we do 2 A Message from the General Manager The Management Team of the Central Contra Costa Sanitary District is proud to have developed, in collaboration with the District's Board of Directors, the Fiscal Year 2014 — 2016 Strategic Business Plan. This is a comprehensive plan that will enable us to continue as an industry leader in the collection and treatment of wastewater and the delivery of recycled water. Achievement of the Goals laid out in the Plan will have a positive impact throughout our service area for years to come. This Strategic Plan documents the strategic planning process utilized, including the use of Effective Utility Management (EUM), which can help us focus our energies in the areas critical to the success of District operations in the next two years and beyond. The Plan then goes on to describes the District's six Strategic Goals, Strategies to accomplish those Goals, and the Initiatives staff will use to execute those Strategies. The District utilizes a two -year strategic planning process within the context of a 10- Year plan as a guide to develop an operating Business Plan. That plan serves as a catalyst for decision making, direction setting, and the development of initiatives that help us to continue to meet our mission. Central San has a proven record of excellence in meeting the needs of the communities we serve. That record can be seen in more than 16 years of total compliance with our National Pollutant Discharge Elimination System permit; in the lowest number of Sanitary Sewer Overflows per 100 miles of lines in the entire Bay area; in innovative programs like our Household Hazardous Waste Collection Facility and Pharmaceutical Collection Program; in education programs that range from third grade through high school, and all the way to college -level training for treatment plant operators. We will continue to strive to be an accessible, responsive agency known for its commitment to customer service. This Strategic Plan establishes policy direction for the District for the next two years that will enable us to increase efficiencies and continue in our role as stewards to the environment. Working together to our mutual benefit, we will make it happen. ------------------ - - - - -- Roger S. Bailey General Manager K, Effective Utility Management (EUM) Model The Management Team used the Effective Utility Management framework as the structure in developing the FY 2014 — FY 2016 Strategic Plan. The EUM was originally developed by the EPA and water and wastewater agencies to aid utilities in addressing common challenges, such as increasing costs and sustaining community support. It serves to identify, encourage and recognize excellence in clean water utility management. EUM defines 10 Attributes of Effectively Managed Utilities. These Attributes describe desired outcomes that are applicable to all water and wastewater utilities. The Attributes provide indication of where effectively- managed utilities focus and what they strive to achieve. EUM's 10 Attributes and Descriptions Product Quality • Complies with regulatory and reliability requirements. • Remains consistent with customer, public health, and environmental needs. Customer Satisfaction Provides reliable, responsive, and affordable services. Receives timely customer feedback. Responds to customer needs and emergencies. Employee and Leadership Development • Recruits and retains a competent workforce. • Collaborative organization dedicated to continual learning and improvement. • Ensures employee institutional knowledge is retained and improved upon. • Provides opportunities for professional and leadership development. • Strives to create an integrated and well- coordinated senior leadership team. Operational Optimization • Ensures ongoing sustainable performance improvements. • Maintains awareness and timely adoption of operational and technology improvements. Financial Viability • Understands the full life -cycle cost of the utility. • Maintains an effective balance between long -term debt, asset values, operations and maintenance expenditures, and operating revenues. • Establishes predictable and adequate rates. Infrastructure Stability M • Understands the condition of and costs associated with critical infrastructure assets. Maintains and enhances the condition of all assets over the long -term at the lowest possible life -cycle cost and acceptable risk. Assures asset repair, rehabilitation, and replacement efforts are coordinated within the community to minimize disruptions. Operational Resiliency • Ensures utility leadership and staff work together to anticipate and avoid problems. • Proactively establishes tolerance levels and effectively manages risks (including legal, regulatory, financial, environmental, safety, security, and natural disaster - related) Community Sustainability • Remains attentive to impacts on community and environment health and welfare. • Works to enhance the natural environment. • Uses water and energy resources efficiently; promotes economic vitality; and engenders overall community improvement. • Maintains and enhances environmental and community sustainability, including pollution prevention. Water Resource Adequacy • Ensures water availability consistent with current and future customer needs through long -term supply and demand analysis, conservation, and public education. Stakeholder Understanding and Support • Engenders understanding and support from oversight bodies and community interests, and regulatory bodies for service levels, rate structures, operating budgets, capital improvement programs, and risk management decisions. • Actively involves stakeholders in the decisions that will affect them. 5 Our Strategic Plan While our function will always be to protect public health and the environment by providing excellent wastewater services, the manner in which we perform that function must evolve to keep pace with the many changes that have occurred since Central San was created: 1) the population of our service area; 2) the processes and technologies used to treat wastewater 3) State and Federal water quality regulations and 4) the shifts within the wastewater industry itself. We developed this strategic plan to address these and other changes, and to identify and benefit from emerging opportunities. This strategic plan provides overall direction on how to achieve future success. It does not, however, describe all of the specific actions we will need to take in order to achieve our objectives. Many of those actions are spelled out in other plans, including our Capital Improvement Plan, which are guided by District priorities and budgets. The goals, strategies, initiatives and key performance indicators in this strategic plan will enable us to accomplish our mission and meet our community's needs in the most efficient and cost - effective ways, now, and in the future. • Goals are the Board policies that shape the outcomes we want to achieve. • Strategies are the directions we want to take to reach those goals. • Initiatives reflect how staff will accomplish these strategies in the near term. • Key Performance Indicators measure how well staff is doing in achieving our goals. Our Goals Our overarching goal is to be a high - performance organization that provides exceptional customer service and full regulatory compliance at responsible rates. The ability to achieve this overarching goal is dependent, at least in part, on the District's ability to achieve these six specific goals, each equally important. Their enumeration is only for convenience of presentation. 1. Meet all regulatory requirements for the good of the community and environment. 2. Ensure financial stability. 3. Develop our human capital resources. 4. Be a leader in the industry in this time of change. 5. Provide exceptional customer service. 6. Maintain a reliable wastewater infrastructure at a reasonable cost with an ongoing awareness of critical components. C. elall- !" A timeline for implementation over the two years of the plan is being developed with the management Group GOAL ONE Meet all Regulatory Requirements for the Good of the Community and Environment. Strategy 1 Strive to achieve 100% permit compliance in air, water, land and other regulations. Strategy 2 Strive to reduce the number of sanitary sewer overflows by continuing Best Management Practices. 0 GOAL TWO Ensure Financial Stability Strategy 1 Maintain a Fair and Equitable Rate Structure. ' Strategy 2 Address Unfunded Liability, minimizing it in the future. (reduce unfunded —seems disjointed..) Strategy 3 Implement prudent risk management processes and District exposure to risk. y. T 9 GOAL THREE Develop our Human Capital Resources Strategy 1 Conduct a staffing needs assessment. Strategy 2 Develop and implement a District - centric leadership development program. Strategy 3 Provide appropriate coaching, mentoring and development resources for staff to be successful in current and future positions. 10 GOAL FOUR Be a Leader in the Wastewater Industry Strategy 1 Become the Utility of the Future through sustainable practices that minimize waste, maximize resources, protect the ratepayer, improve the community, and embrace innovation. PIPELI:�;E Strategy 2 Increase recycled water production to augment the region's water supply while expanding access to recycled water for Central San customers. Strategy 3 Complete IT Master Plan integration throughout all District operations. 11 GOAL FIVE Provide Exceptional Customer Service (where is consumer education and public outreach come in Michael ?) Strategy 1 Make a concerted effort to understand customer expectations and degree of satisfaction with District services. �� 'R� .a GJS L Strategy 2 Increase District interaction with local, state and federal officials. Strategy 3 Develop Business Plan, integrating a prioritizing initiatives identified in the Strategic Plan. Strategy 4 Continue Emergency Operations preparation throughout the District to best respond in the event of a catastrophe. 12 GOAL SIX Maintain a reliable wastewater infrastructure at a reasonable cost with an awareness of critical components for what? Strategy 1 Establish an Asset Management Program Annual Capital Budget Procure /Long Range Construct Capital Install Plan Capitalize Retire Life Dispose Salvage Commission Maintain Repair Operate Depreciate Revenue and Startup Strategy 2 Make capital investments to maintain existing infrastructure and build new infrastructure at the appropriate time. Strategy 3 Use Asset Management Plan for a periodic update to the infrastructure master plan. Strategy 4 Increase enforcement of Overflow Protection Device ordinance. 13