HomeMy WebLinkAbout04. Succession Planning Committee Update'F
Central Contra Costa Sanitary District
September 11, 2014
TO: ADMINISTRATION COMMITTEE
VIA: ROGER S. BAILEY, GENERAL MANAGER Ob
FROM: RITA CHENG, ASSOCIATE ENGINEER
CHRIS CARPENTER, COMMUNITY AFFAIRS REPRESENTATIVA1
SUBJECT: SUCCESSION PLANNING COMMITTEE UPDATE
The 2014 Strategic Plan highlights the development of succession planning strategies
as one of the initiatives for supporting the growth of our human capital resources. In
May 2014, the Succession Planning Committee (SPC) was formed under the direction
of the General Manager to establish a formalized succession plan in order to maintain
the continuity of high service levels within the District.
The purpose of the Committee is to create an environment that encourages retention by
identifying and developing internal staff to perform critical functions within CCCSD.
There are also five sub - committees dedicated to address different aspects of
succession planning and to assist the succession planning development process.
The main focus of the SPC and its subcommittees will be the development of a
committee charter, recommendations on mentoring and cross - training programs,
determination of critical job functions, identification of organizational "gaps" for
succession opportunities, and researching succession plans from other organizations.
The recently adopted charter for the SPC is attached for your review. Also attached is
the FY 2014 -2015 Succession Planning Key Performance Indicator Plan that outlines
the Committee's goals and deliverables for the current fiscal year.
WPOSUP\Sucession Planning - Districtwide \Update Memo for Administration Committee 09- 2014.docx
CHARTER OF THE SUCCESSION PLANNING COMMITTEE
ADOPTED ON September 3, 2014
I.PURPOSE
Create an environment that encourages retention. Identify and develop internal staff to
perform critical functions within Central Contra Costa Sanitary District (District) in order
to maintain the continuity of high service levels. This will be accomplished through
classroom and hands -on training, documentation, other development opportunities,
performance review and continuous improvement with support from the Board of
Directors and Senior Leadership.
II. STRUCTURE AND OPERATIONS
Membership
The Succession Planning Committee (Committee) is comprised of District
representatives from the following Departments:
• Operations
• Administration
• Engineering
Officers:
• The Committee has two officer positions, the Chair and Co- Chair. Both positions
are elected by and from the Committee membership by a simple majority vote.
Duties of the Chair:
• Organize and attend all Committee meetings.
• Coordinate setting up meeting agendas.
• Facilitate the Committee meetings in a professional manner.
• If the Committee Chair is unable to attend a meeting, the Co -Chair will facilitate
the meeting in their absence.
• Assist in providing orientations to new Committee representatives.
• At the Committee's request, advise and seek direction from the Department
Directors, Deputy General Manager or General Manager.
• With administrative support, ensure that agendas and meeting packets are
produced for each meeting; and minutes are reviewed, approved, and made
available to the Committee and all District employees.
Duties of the Co- Chair:
• Provide Committee Chair assistance and perform all the same duties as those
designated for the Committee Chair, as needed.
CHARTER OF THE SUCCESSION PLANNING COMMITTEE
ADOPTED ON SEPTEMBER 3, 2014
PAGE 2OF5
Duties of the Note Taker:
• Take detailed minute notes during the meetings. Distribute draft minutes to Chair
and Co -Chair for review. Send meeting minutes to the Committee members.
Duties of Members:
• Serve as an advocate for succession plans and planning.
• Actively participate on the Committee; provide departmental insight and ideas;
arrive prepared, on time; and actively participate in meetings.
• Support the District's Succession Plan. Committee decisions will be made
collaboratively. Although the Committee welcomes discussion and understands
that differences in opinion will arise, members are expected to support decisions
that have been adopted by the Committee.
• Issues discussed in the meetings could present a potential conflict of interest with
those of the individual members. If such conflict of interest arises, members
should disclose any conflicts during the discussion, and try to mitigate them to
the extent possible.
• Communication: Actively seek input, ideas, feedback and concerns from co-
workers. Bring these items back to the Committee for discussion and resolution.
Provide recommendations to Management and inform staff of the latest
outcomes.
Duties of Sub - Committees Chair and Co- Chairs:
• Recruit members.
• Organize monthly Sub - Committee meetings.
• Attend all Succession Planning Committee monthly meetings and provide status
updates at these meetings.
• Facilitate the Succession Planning Sub - Committee meetings in a professional
manner.
• If the Succession Planning Sub - Committee Chair is unable to attend a meeting,
the Co -Chair will facilitate the meeting in their absence.
• At the Committee's request, advise and seek direction from the Department
Directors, Deputy General Manager or General Manager.
• With administrative support, ensure that agendas and meeting packets are
produced for each meeting; and minutes are reviewed, approve, and made
available to Sub - Committee members and Succession Planning Committee
members.
Sub - Committees:
• Mentorship Sub - Committee
o Purpose: Research and develop mentoring opportunities for District
employees.
• Chair: Craig Mizutani
• Co- Chair: Stephanie Gronlund
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CHARTER OF THE SUCCESSION PLANNING COMMITTEE
ADOPTED ON SEPTEMBER 3, 2014
PAGE 3OF5
• Supervisory Sub - Committee
o Purpose: Identify "gaps" in current positions to better prepare internal staff
for succession opportunities and provide recommendations as necessary.
• Chair: Colleen Henry
• Co- Chair: Stephanie King
• Supergroup Sub - Committee
o Purpose: Identify key job functions necessary to maintain continuity,
develop effective knowledge retention through standard operating
procedures and trainings.
• Chair: Greg St. John
• Co- Chair: Neil Meyer
• Innovation and Research Sub - Committee
o Purpose: Research succession plans from different organizations and
develop ideas for innovation /continuous improvement.
• Chair: Rick Hernandez
• Co- Chair: Dan Frost
• Charter Sub - Committee
o Purpose: Lead development of Committee Charter.
• Neil Meyer, Chair
• Edgar Lopez, Co -Chair
III. MEETINGS
Meetings:
• The Committee will meet once a month. Meetings will be held at the District's
Multi- Purpose Room in Martinez.
IV. RESPONSIBILITIES AND DUTIES
The following functions shall be common recurring activities of the Committee in
carrying out its purpose as set forth in Section I of this Charter. These functions should
serve as a guide with the understanding that the Committee may carry out additional
functions and adopt additional procedures as may be appropriate in light of changing
business, legislative, regulatory, legal or other conditions. The Committee shall also
carry out any other responsibilities and duties delegated to it by the General Manager
from time to time related to the purpose of the Committee set forth in Section I of this
Charter
Roles and Responsibilities:
• Establish and review the overall succession planning process and philosophy of
the District.
• Establish succession plans to ensure critical functions are sustainable and
repeatable. Identify new ways to perform these functions, as well as meet future
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CHARTER OF THE SUCCESSION PLANNING COMMITTEE
ADOPTED ON SEPTEMBER 3, 2014
PAGE 4OF5
needs. Work with key stakeholders to identify the important duties and skillsets.
This should include a detailed list and description for both technical and
administrative responsibilities. Establish process to document and maintain
detailed description of tasks, duties and procedures for all critical functions.
• Review gaps in the organization chart. Review and approve the District's goals
and objectives relevant to the succession planning. Provide recommendations
for addressing the gaps.
• Proactively identify and address critical functions that may become disrupted due
to retirement or other personal reasons.
• Link succession planning to performance monitoring at the supervisory level.
Include succession planning as a part of annual performance appraisal.
• Develop mentoring and training strategies to cultivate internal staff in preparation
for retirements and future promotional opportunities.
• Develop strategies to fill positions with qualified candidates due to retirements,
resignations, or extended leave.
• Conduct annual review of the Staffing Plan. Incorporate succession planning into
the annual Staffing Plan process. Update succession plans as needed.
• Research succession plans from different organizations and develop ideas for
organizational innovation and continuous improvement.
• Select, retain, and /or replace, as needed, succession planning consultants and
other outside experts to provide independent advice to the Committee.
• Report regularly to the General Manager and meet on an as needed basis to
report and receive feedback. Provide annual reports to the Board of Directors
regarding succession planning status.
• Mentor new employees and encourage them to participate and serve on the
Committee.
• Review and evaluate employee suggestions and serve as a resource and point
of contact for District employees for succession planning concerns or ideas.
V. ANNUAL PERFORMANCE EVALUATION
The Committee shall perform a review and performance evaluation once a year. In
addition, the Committee shall review and reassess the adequacy of this charter and
recommend any improvements to this charter that the Committee considers necessary
or appropriate. The Committee shall conduct such evaluation and reviews in such
manner as it deems appropriate.
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CHARTER OF THE SUCCESSION PLANNING COMMITTEE
ADOPTED ON SEPTEMBER 3, 2014
PAGE 5OF5
Representative Terms
• Each representative shall serve for 18 months.
Member
Representation
Start
term
End
term
Notes
Chris Carpenter
Communications
Chris Goward
POD Operations
Colleen Henry
Source Control
Craig Mizutani
POD Maintenance
David Heath
Director of Administration
Doug Little
POD Operations
Ed Silva
CSO
Ed ar Lo ez
Capital Projects
Greg St. John
Survey
Judy Freier
Capital Projects Administration
Lu a Saldana
Administration - Records
Matthew Thomas
Household Hazardous Waste
Melody LaBella
Environmental Services - Plannin
Mike Silva
POD Maintenance
Nancy Molina
Capital Projects
Neil Meyer
POD Management
Nicole Marshall
Accounting
Paul Kelly
Development Services
Paul Seitz
CSO Management
Rick Hernandez
Environmental Services -ROW
Rita Cheng
POD Regulatory
Roger Bailey
General Manager
Roy Manes
Buildings and Grounds
Sasha Mestetsky
Capital Projects
Spencer Chun
IT
Stephanie Gronlund
Environmental Services
Stephanie King
Purchasing
Tri Nguyen
Laborato
Twila Mullenix
Human Resources
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Central Contra Costa
Sanitary District
Aoa'h�
FY 2014 -2015 Succession Planning
Key Performance Indicator Plan
Version: 1.0
Date: August 28, 2014
Prepared by: Succession Planning Committee
1. Overview
This Succession Planning Key Performance Indicator (KPI) Plan defines the primary success
indicators of the Succession Planning Committee and its Subcommittees. KPIs are
predetermined measurements that reflect the critical success factors of an organization.
The Succession Planning Committee (SPC) was established in May 2014 under the direction
of the General Manager and is comprised of over 30 members, with representatives from various
work groups within the District. The purpose of the SPC is to develop a formal succession plan to
be used as a tool in maintaining the continuity of high service levels by preparing the District to
address future retirements and sudden changes in staffing with support from the Board of
Directors and Senior Leadership. The details of the specific goals of the Committee are outlined
in the attached Committee Charter (Attachment 1). The SPC's general goals are listed as follows:
➢ Create an environment that encourages employee development and staff retention
Identify and develop internal staff to perform critical functions within the District
➢ Promote staff development through mentoring and cross - training programs
➢ Ensure thorough documentation for key District functions to aid in the retention of
institutional knowledge
Link succession planning to performance monitoring at the supervisory level
➢ Support continuous improvement of staff and District policies, procedures, and programs
Develop strategies to fill positions with qualified candidates due to retirements,
resignations, or extended leave
➢ Ensure the development of the formal Succession Planning Manual
➢ Help guide its subcommittees in the planning process and ensure the proposed
deliverables are met
➢ Carry out responsibilities and duties delegated to it by the General Manager
This Succession Planning KPI Plan provides an overview of the important tasks and deliverables
that will be performed during FY 2014 -2015 to achieve the KPIs. The KPIs will be carried out by
the SPC and its four subcommittees, whose purposes are listed below:
➢ Mentorship Sub - Committee
Purpose: Research and develop mentoring opportunities for District employees.
➢ Supervisory Sub - Committee
Purpose: Identify "gaps" in current positions to better prepare internal staff for
advancement opportunities and provide recommendations as necessary.
➢ Supergroup Sub - Committee
Purpose: Identify key job functions necessary to maintain continuity, develop effective
knowledge retention through standard operating procedures and cross- training
programs.
Innovation and Research Sub - Committee
Purpose: Research succession plans from other organizations and develop ideas for
innovation /continuous improvement.
Charter Sub - Committee
Purpose: Develop, review, and update Committee Charter.
2
KPI PLAN
2. FY 2014 -2015 Succession Planning Key Performance Indicators
1) Report monthly to General Manager and annually to Board of Directors regarding
succession planning status
Meetings of the SPC and its subcommittee will be held on a monthly basis. The SPC Chair
and Co -Chair will report to the General Manager on a monthly basis to report the status of the
succession planning progress. A report will be presented annually to the Board of Directors.
2) Establish FY 2014 -15 Succession Planning Key Performance Indicator (KPI) Plan and
annual update of the Succession Planning KPI Plan
The SPC will establish an annual Succession Planning Key Performance Indicator Plan (KPI
Plan) that outlines the goals and action items for the fiscal year. The KPI Plan will be
reviewed internally by the General Manager. The final version will be distributed to all District
staff and the Board of Directors. The SPC is also responsible for reviewing and updating the
Succession Planning KPI Plan on an annual basis to ensure the annual goals are met and
the future goals are established.
3) Guide the outcomes of its sub - committees and ensure implementation timelines for
the KPIs are met
The SPC will work closely with its subcommittees on implementation plans to ensure that
their implementation goals and deadlines are met. The SPC will also conduct monthly status
reviews to ensure that the appropriate progress and implementation goals are met.
4) Incorporate Succession Planning Committee and succession planning into the
Strategic Plan
The SPC will ensure that the District's Strategic Plan includes the development and
continuous support of the SPC and its deliverables, such as the annual KPI Plan and
Succession Planning Manual. The SPC will ensure that the KPIs in the SPC KPI Plan are
reflected in the KPIs included in the District's strategic plans.
5) Recruit members and formalize subcommittees
The General Manager was responsible for the initial establishment of SPC. The SPC is
responsible for establishing the subcommittees and managing the memberships.
6) Annual review of the District's Staffing Plan
The SPC will conduct an annual review of the District's Staffing Plan and provide suggestions
and comments related to succession planning.
7) Draft an outline of the Succession Planning Manual
The Succession Planning Manual will serve as a guideline document for succession planning.
The Manual will summarize the major components of succession planning and will include
references and resources for District employees. An outline of the Succession Planning
Manual will be drafted during FY 2014 -2015.
8) Establish Committee Charter
The Charter Subcommittee is responsible for establishing the Committee Charter. The
Charter outlines the goals and accomplishments of the Committee, responsibilities and
expectations of the members, officers, and Sub - Committees.
9) Identify critical job functions using District -wide questionnaires
The Supergroup Subcommittee is responsible for identifying functions where the District
would suffer a heavy impact to its level of service should a vacancy occur, a vacancy which
would create a gap that would be difficult to fill either internally or externally by a consultant
without a lapse. A process is being developed for workgroups to use questionnaires to
identify at -risk functions, ones where standard operating procedures and cross - training would
help provide continuity. Additional follow -up discussions and investigations may be
conducted to fully identify and understand the critical functions.
10) Establish Standard Operating Procedures guidelines
The Supergroup Subcommittee is responsible for providing recommendations to document
knowledge retention, specifically for the key functions where the District would suffer a heavy
impact to its level of service should a vacancy occur and the function cannot immediately
performed.
11) Identify gaps in the organization chart
The Supervisory Subcommittee is responsible for identifying "gaps" in the organization where
an employee may not have the opportunity to gain supervisory experience through the
current organizational structure. The subcommittee will provide recommendations on how to
fill these "gaps ", which will include allowing substitutions of supervisory experience with
education that adequately prepares an employee to take on supervisory roles, such as
leadership and management classes.
12) Make recommendation to allow substitutions of supervisory experience with relevant
education in Leadership /Management
The Supervisory Subcommittee will provide recommendations on how to fill the
organizational "gaps" identified in KPI #11, which will include allowing substitutions of
supervisory experience with education that adequately prepares an employee to take on
supervisory roles, such as leadership and management classes.
13) Recommend and support the development of mentoring and cross - training programs
The Mentorship Subcommittee is responsible for researching and developing mentoring and
cross - training opportunities to support internal staff development. Cross - training
opportunities will capture institutional knowledge that supports the critical functions at the
District. Mentoring opportunities will focus on longer term growth of staff, with a focus on
leadership and supervisory skills.
4
KPI PLAN
14) Establish a resource tracking spreadsheet for innovation and succession planning
references and research
The Innovation and Research Subcommittee is responsible for exploring ideas to encourage
innovation at the District and locating and sharing research related to innovation and
succession planning that may be helpful for the development of the District's Succession
Planning Manual.
5
FY 2014 -2015 Summary of Key Performance Indicators
The Succession Planning Committee hopes to accomplish the following KPIs for the current FY 2014 -2015.
Key Performance Indicator
Report monthly to General Manager and annually to Board of
Directors regarding succession planning status
Establish FY 2014 -15 Key Performance Indicator Plan and
perform annual review /update of the KPI Plan
Guide the outcomes of its sub - committees and ensure
implementation timelines for the KPIs are met
Incorporate Succession Planning Committee and succession
planning into the Strategic Plan
Recruit members and formalize subcommittees
Annual review of the District's Staffing Plan
Initial draft/outline of Succession Planning Manual
Establish committee charter
Identify critical job functions using District -wide
questionnaires
Establish SOP guidelines
Identify gaps in the organization chart
Responsible Party
SPC Chair & Co -chair
Succession Planning Committee
Succession Planning Committee
Succession Planning Committee
Succession Planning Committee
Succession Planning Committee
Succession Planning Committee
Charter Subcommittee
Supergroup Subcommittee
Supergroup Subcommittee
Supervisory Subcommittee
Comments
Make recommendation to allow substitutions of supervisory ; ; Work with HR to develop
experience with relevant education in i Supervisory Subcommittee 1 minimum qualifications
Leadership /Management 1 language
Recommend and support the development of mentoring and Mentorship Subcommittee Work with HR to develop draft
cross-training programs , , Ian
Establish a resource tracking spreadsheet for innovation and Innovation and Research Subcommittee Assist other Sub - Committees
succession lannin references /research
3. FY 2014 -2015 Succession Planning Committee and Sub -
Committees Membership List
FY 2014 -2015 CCCSD Succession Planning Committee
Membership List
Member
Representation
Position
1
Chris Carpenter
Communications
Co -Chair
2
Chris Goward
POD Operations
Member
3
Colleen Henry
Source Control
Member
4
Craig Mizutani
POD Maintenance
Member
5
Doug Little
POD Operations
Member
6
Ed Silva
CSO
Member
7
Edgar Lopez
Capital Projects
Member
8
Greg St. John
Survey
Member
9
Judy Freier
Capital Projects Administration
Member
10
Lupe Saldana
Administration - Records
Member
11
Melody LaBella
Environmental Services - Planning
Member
12
Mike Silva
POD Maintenance
Member
13
Nancy Molina
Capital Projects
Member
14
Neil Meyer
POD Management
Member
15
Nicole Marshall
Accounting
Member
16
Paul Kelly
Development Services
Member
17
Paul Seitz
CSO Management
Member
18
Rick Hernandez
Environmental Services -ROW
Member
19
Rita Cheng
POD Regulatory
Chair
20
Roger Bailey
General Manager
Member
21
Roy Manes
Buildings and Grounds
Member
22
Sasha Mestetsky
Capital Projects
Member
23
Spencer Chun
IT
Member
24
Stephanie Gronlund
Environmental Services
Member
25
Twila Mullenix
Human Resources
Member
26
Tri Nguyen
Laboratory
Member
27
Matthew Thomas
Household Hazardous Waste
Member
28
Stephanie King
Purchasing
Member
FY 2014 -2015 CCCSD Succession Planning Sub - committees
Membership List
Mentorship
Supervisory
Supergroup
Innovation & Research
Charter
1 Chair
Craig Mizutani*
Colleen Henry*
Greg St. John*
Rick Hernandez*
Neil Meyer*
2 Co -Chair
Stephanie Gronlund*
Stephanie King*
Neil Meyer*
Dan Frost
Edgar Lopez*
3 Member
Russ Leavitt
Nicole Marshall*
Deborah Harris
Jean -Marc Petit
4 Member
Randy Schmidt
Starlin Jones
Jeff Skinner
Doug Little*
5 Member
Kit Chlman
Kim Stahl
6 Member
Danea Gemmell
David Clayton
7 Member
Anita Setty
PJ Turnham
8 Member
Paul Kelly*
Paul Seitz
9 Member
Lisa Hiddleson
* Existing SPC member