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HomeMy WebLinkAbout10. Conduct FYs 2022-2024 Strategic Planning Workshop Page 1 of 15 Item 10. CENTRALSAN Jdf A- hom CENTRAL CONTRA COSTA SANITARY DISTRICT August 19, 2021 TO: HONORABLE BOARD OF DIRECTORS FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIP LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: CONDUCT FISCAL YEARS (FYS) 2022-2024 STRATEGIC PLANNING WORKSHOP, INCLUDING DISCUSSION OF VISION, MISSION, VALUES, AND GOALS FACILITATOR: LARRYBIENATI, PHD, BIENATI CONSULTING GROUP Central San's Strategic Plans are guided by the District's Vision, Mission, Values, and Goals (VMVG), all of which are set by the Board. At this meeting, staff will provide an overview of the strategic planning program at Central San and the timeline for the development of the FYs 2022-24 Strategic Plan. The Board's discussion will be led by Central San's consultant, Larry Bienati, Ph.D., of Bienati Consulting Group. Mr. Bienati will talk about governance and conduct a high-level conversation on key pillars and top-line strategies to aid in the development of Central San's VMVG for FYs 2022-24. The objective of this discussion is to provide feedback which staff may synthesize into a proposed set of VMVG to be reviewed by the Administration Committee and adopted at the October 21 Board meeting. Staff will conduct an internal workshop on October 27 to refine the Strategies, Initiatives, Key Success Measures, and Key Metrics for the FYs 2022-24 Strategic Plan to meet the VMVG set by the Board. These will be presented to the Administration Committee in March 2022. In May 2022, the final FYs 2022-24 Strategic Plan will be presented to the Board for adoption. ATTACHMENTS: 1. Presentation August 19, 2021 Special Board Meeting Agenda Packet- Page 50 of 77 Page 2 of 15 STRATEGIC PLANNING WORKSHOP FOR FISCAL YEARS (FY) 2022-24 r August 19, 2021 r. „y - - Roger S. Bailey, General Manager Christina Gee, Management Analyst and Larry Bienati, Ph.D., of Bienati Consulting Group, Inc. - 1 STRATEGIC PLANNING FOR ORGANIZATIONAL SUCCESS zCFNTPAISAN 1 2 1 August 19, 2021 Special Board Meeting Agenda Packet- Page 51 of 77 Page 3 of 15 STRATEGIC PLAN • Central San has developed two-year strategic plans since 2014. • The Strategic Plan provides overall direction on how Central San will achieve its vision and mission. • The framework assigns responsibility/accountability and monitors progress. • It also helps guide other District-wide efforts such as the budget and enterprise risk management. • This is a mature, well-functioning process that is foundational to our organizational success. • Strategic Plan components 1. Vision, Mission, Values (Board determination) 2. Goals (Board determination) 3. Strategies 4. Initiatives 5. Key Success Measures 6. Key Metrics 3 ' 3 ROLE OF THE BOARD IN STRATEGIC PLANNING • The Mission, Vision, and Values are adopted by the Board. • The Goals are also set by the Board to identify the key focus areas upon which staff should base the rest of the Strategic Plan. • Administration Committee reviews the draft Strategic Plan. • Board adopts the final Strategic Plan. • Ongoing throughout the Plan years: • Administration Committee reviews Key Success Measures and Key Metrics trackers quarterly. • General Manager annual performance evaluation is weighed against the Goals. • Administration Committee and Board receive Strategic Plan Annual Reports. 4 1111111111111117.= CFNTPAI SAN 4 2 August 19, 2021 Special Board Meeting Agenda Packet- Page 52 of 77 Page 4 of 15 GOVERNANCE MODEL • Successful Boards have a clear understanding and respect for honoring the governance versus operational boundaries of their respective roles • Board decisions should be based on policy, data driven decisions and other executive limitations as agreed to by the Board and General Manager(GM) • The Board speaks with "one voice"or"no voice" at all • The pivotal role of the Board is to determine desired "ends"or"outcomes"for the GM and her/his team to drive performance execution • The Board's role in "the means" is to clarify the General Managers discretion and prescribe a roadmap, or delve into in the tactics of execution.They may develop measures, outcomes that will be used as a basis for the performance evaluation of the General Manager • The relationship between the Board and the GM should be safe, empowering and collaborative • The Board is one entity and not a collection of individuals. The Board should strive for collaborative, interest-based outcomes for the constituency they are serving as trustee. 5 5 THE BIG PICTURE • Governance • Ends • Board job description • Vision, mission, values, goals • Member code of conduct • Clear accountability • Agenda, annual budget • Data driven decisions • Self assessments • Benchmarking for success • Board-GM relations • Executive Limitations • GM job description • Plan strategies, actions • Delegation of authority • Operational alignment in • GM role clarified budgeting, finance, personnel, • Performance evaluation internal management operations 6IMMdPiri'lam.RE ' 6 3 August 19, 2021 Special Board Meeting Agenda Packet- Page 53 of 77 Page 5 of 15 FYS 2022-24 STRATEGIC PLAN DEVELOPMENT/ADOPTION SCHEDULE im sip WWI Responsible Party Board evaluation of completion of previous Strategic Plan Ongoing Ongoing Board Initial Board discussion Today Today Board/Staff/Larry Administration Committee review of proposed Vision,Mission, 9/20/21 9/20/21 Administration Committee Values,and Goals(VMVG) ©Staff submits updates to the FYs 2020-22 Strategic Plan 9/21/21 10/13/21 Staff QFollow-up Board workshop—if needed TBD if needed TBD if needed Board/Staff/Larry Board reviews and approves VMVG 10/21/21 10/21/21 Board/Staff/ Larry if needed Staff workshop to review and revise updated Strategic Plan 10/27/21 10/27/21 Staff Administration Committee review of Strategies,Initiatives,Key Mar.2022 Mar.2022 Administration Committee Success Measures,and Key Metrics Integrate Strategic Plan into draft Budget book Mar.2022 Mar.2022 Staff Board adopts final Strategic Plan May 2022 May 2022 Board mRollout June 2022 June 2022 Staff (Board tasks in bold) 7 7 CURRENT MISSION To protect public health and the environment 8 8 4 August 19, 2021 Special Board Meeting Agenda Packet- Page 54 of 77 Page 6 of 15 CURRENT VISION To be an industry-leading organization known for environmental stewardship, innovation, and delivering exceptional customer service at responsible rates 9 9 CURRENT VALUES PEOPLE PRINCIPLES • Respect customers and employees • Be truthful and honest • Work efficiently and effectively as a team • Be fair, kind, and friendly • Celebrate our successes and learn from • Take ownership and responsibility our challenges LEADERSHIP AND COMMITMENT COMMUNITY • Promote a passionate and empowered • Collaborate with water sector partners workforce • Encourage continuous growth and • Foster community relationships development • Be open,transparent, and accessible • Inspire dedication and top-quality results • Understand service level expectations • Provide a safe and healthful environment 10 10 5 August 19, 2021 Special Board Meeting Agenda Packet- Page 55 of 77 Page 7 of 15 CURRENT GOALS Customer and Community Provide exceptional service and maintain an excellent reputation ' Environmental Stewardship Meet regulatory requirements and promote sustainability Fiscal Responsibility Manage finances wisely and prudently Workforce Development Recruit,empower, and engage a highly trained and safe workforce Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient,and long lasting Innovation and Optimization Explore new technologies for continuous improvement Agility and Adaptability Preserve business continuity during pandemic events or major natural disasters 11 11 DISCUSSION • What are Central San's top-line priorities for the next two FYs? • What are the key pillars? • Diversity, Equity, Inclusion, Social Justice (Board Ad Hoc Committee) • Current Mission, Vision, Values, and Goals are provided as a starting point for discussion on the following slides 12 1 12 6 August 19, 2021 Special Board Meeting Agenda Packet- Page 56 of 77 Page 8 of 15 DISCUSSION : CURRENT MISSION To protect public health and the environment 13HL MSW�qff ML 1 13 DISCUSSION : CURRENT VISION To be an industry-leading organization known for environmental stewardship, innovation, and delivering exceptional customer service at responsible rates 14 ' 14 7 August 19, 2021 Special Board Meeting Agenda Packet- Page 57 of 77 Page 9 of 15 DISCUSSION : CURRENT VALUES PEOPLE PRINCIPLES • Respect customers and employees • Be truthful and honest • Work efficiently and effectively as a team • Be fair, kind, and friendly • Celebrate our successes and learn from • Take ownership and responsibility our challenges LEADERSHIP AND COMMITMENT COMMUNITY • Promote a passionate and empowered • Collaborate with water sector partners workforce • Encourage continuous growth and • Foster community relationships development • Be open, transparent, and accessible • Inspire dedication and top-quality results • Understand service level expectations • Provide a safe and healthful environment 15 ' 15 DISCUSSION : GOALS • The following slides have the W. Strategies (developed by staff, that are associated with each of the seven Goals to help illustrate what each Goal Fiscal Year means and to promote 2 GOAL2021-22S S discussion Ike' 16 16 8 August 19, 2021 Special Board Meeting Agenda Packet- Page 58 of 77 Page 10 of 15 MA CUSTOMER AND COMMUNITY PROVIDE EXCEPTIONAL SERVICE AND MAINTAIN AN EXCELLENT REPUTATION Strategy 1 - Deliver High-quality Customer Service Strategy 2 - Maintain a Positive Reputation 17 17 �T • ENVIRONMENTAL STEWARDSHIP MEET REGULATORY REQUIREMENTS AND PROMOTE SUSTAINABILITY Strategy 1 - Achieve 100% Compliance in All Regulations Strategy 2 - Anticipate and Prepare for Potential Regulatory Changes Strategy 3 - Support Regional Development of Local Water Supply Strategy 4 - Reduce Reliance on Non-Renewable Energy 18 18 9 August 19, 2021 Special Board Meeting Agenda Packet- Page 59 of 77 Page 11 of 15 Q FISCAL RESPONSIBILITY ' MANAGE FINANCES WISELY AND PRUDENTLY Strategy 1 - Maintain Financial Stability and Sustainability Strategy 2 - Ensure Integrity and Transparency in Financial Management 19 19 mWORK�O� FORCE DEVELOPMENT RECRUIT, EMPOWER, AND ENGAGE A HIGHLY TRAINED AND SAFE WORKFORCE Strategy 1 - Proactively Plan for Future Operational Staffing Needs Strategy 2 - Foster Relationships across All Levels of Central San Strategy 3 - Inspire Employee Engagement Strategy 4 - Meet or Exceed Industry Safety Standards 20 20 10 August 19, 2021 Special Board Meeting Agenda Packet- Page 60 of 77 Page 12 of 15 WORKFORCE DEVELOPMENT IN ACTION • Management Academy(3 cohorts) • Supervisory Academy(2 cohorts) ' • BOOST Mentorship Program (3 cycles) • Career Development Program • Succession Planning Committee • Innovations Fair • Tuition reimbursement • InI--;P, ,i ternships (year-round and summer) • Externship Program • Performance Evaluations and Plans(coaching and career development approach) • Pursuit of awards, recognitions, certifications, and registrations • BAYWORK • Participation in intra-agency efforts related to workforce development(regionally and by industry) 21 ' 21 • INFRASTRUCTURE RELIABILITY MAINTAIN FACILITIES AND EQUIPMENT TO BE DEPENDABLE, RESILIENT, AND LONG LASTING Strategy 1 - Manage Assets Optimally to Prolong Their Useful Life Strategy 2 - Execute Long-Term Capital Renewal and Replacement Program Strategy 3 - Protect Personnel and Assets from Threats and Emergencies 22 22 11 August 19, 2021 Special Board Meeting Agenda Packet- Page 61 of 77 Page 13 of 15 INNOVATION AND OPTIMIZATION EXPLORE NEW TECHNOLOGIES FOR CONTINUOUS IMPROVEMENT Strategy 1 - Implement the Central San Smart Initiative Strategy 2 - Improve and Modernize Operations through Technology and Efficiency Measures 23 23 IC161-Al AGILITY AND ADAPTABILITY PRESERVE BUSINESS CONTINUITY DURING PANDEMIC EVENTS OR MAJOR NATURAL DISASTERS Strategy 1 - Maintain a Safe Working Environment for Employees and the Public during the COVID-19 Pandemic Strategy 2 - Plan Ahead for Scenarios of Direct Adverse Impacts 24 24 12 August 19, 2021 Special Board Meeting Agenda Packet- Page 62 of 77 Page 14 of 15 GENERAL DISCUSSION ON GOALS (IF NEEDED Fiscal Year 2021-22 GOALS 25 ' CENTRAL SAN 25 FYS 2022-24 STRATEGIC PLAN DEVELOPMENT/ADOPTION SCHEDULE hm 111111111112111111111 Responsible Party Board evaluation of completion of previous Strategic Plan Ongoing Ongoing Board © Today Today 8eaFd1St ssi�T Administration Committee review of proposed Vision,Mission, 9/20/21 9/20/21 Administration Committee Values,and Goals(VMVG) =Staff submits updates to the FYs 2020-22 Strategic Plan 9/21/21 10/13/21 Staff Follow-up Board workshop—if needed TBD if needed TBD if needed Board/Staff/Larry ©Board reviews and approves VMVG 10/21/21 10/21/21 Board/Staff/ Larry if needed Staff workshop to review and revise updated Strategic Plan 10/27/21 10/27/21 Staff Administration Committee review of Strategies,Initiatives,Key Mar.2022 Mar.2022 Administration Committee Success Measures,and Key Metrics Integrate Strategic Plan into draft Budget book Mar.2022 Mar.2022 Staff Board adopts final Strategic Plan May 2022 May 2022 Board mRollout June 2022 June 2022 Staff (Board tasks in bold) 26 26 13 August 19, 2021 Special Board Meeting Agenda Packet- Page 63 of 77 Page 15 of 15 ANY OTHER QUESTIONS OR SUGGESTIONS? z� 1 27 14 August 19, 2021 Special Board Meeting Agenda Packet- Page 64 of 77