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HomeMy WebLinkAbout10. Continue discussion on Central San's Vision, Mission, Values and Goals for FYs 2022-2024 Page 1 of 23 Item 10. CENTRALSAN Jdf A- hom CENTRAL CONTRA COSTA SANITARY DISTRICT October 21, 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: CONTINUE DISCUSSION FROM AUGUST 19, 2021 ON CENTRAL SAN'S VISION, MISSION, VALUES, AND GOALS FOR THE FISCAL YEARS 2022-24 STRATEGIC PLAN (LARRYBIENATI, PHD, BIENATI CONSULTING GROUP WILLASSIST WITH THE FACILITATION) On August 19, 2021, the Board conducted a workshop to review the District's Vision, Mission, Values, and Goals (VMVG) and consider potential updates. The VMVG sets high-level direction for staff to proceed with the development of Central San's Fiscal Years (FYs) 2022-24 Strategic Plan. Reflecting the Board's discussion as led by Central San's consultant, Larry Bienati, Ph.D., of Bienati Consulting Group, staff - in conjunction with Dr. Bienati - has synthesized options for updating the VMVG. The following attachments are enclosed: 1. Proposed Mission, Vision, Values, and Goals 2. Proposed Mission, Vision, Values, and Goals (with tracked changes showing edits to the FY 2020-22 VMVG) 3. Proposed Goals with DRAFT Strategies* 4. Proposed Goals with DRAFT Strategies (with tracked changes showing edits to the FY 2020-22 Goals and Strategies)* *The draft Strategies are included for the Board's reference, to indicate how staff currently foresees enacting the Goals if adopted by the Board as currently proposed. Staff will continue to edit these Strategies during the development of the rest of the Strategic Plan. The Board is being asked to approve the options provided, or to further refine the options, so the VMVG may be presented to the full Board for consideration and adoption at the November 4, 2021 Board meeting. The Administration Committee did not and will not be reviewing the VMVG, as previously noted. Staff will conduct an internal workshop on October 27 to refine the Strategies, Initiatives, Key Success Measures, and Metrics for the FYs 2022-24 Strategic Plan. These will be presented to the Administration October 21, 2021 Regular Board Meeting Agenda Packet- Page 101 of 382 Page 2 of 23 Committee in March 2022. In May 2022, the final FYs 2022-24 Strategic Plan will be presented to the Board for adoption. ATTACHMENTS: 1. Proposed Mission, Vision, Values, and Goals 2. Proposed Mission, Vision, Values, and Goals (with tracked changes) 3. Proposed Goals with DRAFT Strategies 4. Proposed Goals with DRAFT Strategies (with tracked changes) 5. Presentation October 21, 2021 Regular Board Meeting Agenda Packet- Page 102 of 382 Page 3 of 23 ATTACHMENT 1 Proposed Mission, Vision, Values, and Goals MISSION To protect public health and the environment VISION To be an innovative industry leader in environmental stewardship and sustainability, while delivering exceptional customer service at responsible rates VALUES Our core values guide our daily decisions and how we fulfill our mission, vision, and goals. CUSTOMER SERVICE We are responsive and receptive to the needs of our customers, and we deliver on our commitments to provide a safe, reliable, and efficient wastewater system. EMPLOYEES We view our employees as our most important asset. We empower them in a safe, healthful, respectful, and collaborative team-based work environment. INTEGRITY We hold ourselves accountable to the principles of honesty, reliability, transparency, and pride in all we do. OUTREACH We foster trustworthy, responsible, and supportive relationships across our community. We educate, advocate, and collaborate to advance key programs and initiatives affecting our customers. INNOVATION We are constantly seeking bold, new, and ingenious measures to optimize our operations, continuously improve, manage costs responsibly, and improve our service delivery and environmental sustainability imperatives. DIVERSITY, EQUITY, AND INCLUSION We welcome and value people of all backgrounds, cultures, and perspectives. We promote inclusivity through leadership, enabling every team member to thrive, have a voice, feel a sense of place, and give their personal best each day. We are committed to the principle of equity in how we treat people and provide our services. 1 October 21, 2021 Regular Board Meeting Agenda Packet- Page 103 of 382 Page 4 of 23 ATTACHMENT 1 Proposed Mission, Vision, Values, and Goals GOALS Our goals articulate our priorities and how we will fulfill those commitments. GOAL 1. CUSTOMER AND COMMUNITY Provide exceptional service GOAL 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and address climate change GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, empower, and engage a highly trained and inclusive team from all backgrounds GOAL 4. GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model GOAL 5. SAFETY AND SECURITY Provide a safe, secure, healthful workplace that foresees and addresses threats GOAL 6. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting GOAL 7. INNOVATION AND AGILITY Optimize operations for continuous improvement and remain flexible and adaptable 2 October 21, 2021 Regular Board Meeting Agenda Packet- Page 104 of 382 Page 5 of 23 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals (with tracked changes showing edits to the FY 2020-22 VMVG) MISSION To protect public health and the environment VISION To be an innovative industry-_leaderininir ofg n admen Ln,,,.,n fir environmental stewardship, inneyatien and sustainability, while delivering exceptional customer service at responsible rates VALUES Our core values guide our daily decisions and how we fulfill our mission, vision, and goals. CUSTOMER SERVICE We are responsive and receptive to the needs of our customers, and we deliver on our commitments to provide a safe, reliable, and efficient wastewater system. EMPLOYEES We view our employees as our most important asset. We empower them in a safe, healthful, respectful, and collaborative team-based work environment. INTEGRITY We hold ourselves accountable to the principles of honesty, reliability, transparency, and pride in all we do. OUTREACH We foster trustworthy, responsible, and supportive relationships across our community. We educate, advocate, and collaborate to advance key programs and initiatives affecting our customers. INNOVATION We are constantly seeking bold, new, and ingenious measures to optimize our operations, continuously improve, manage costs responsibly, and improve our service delivery and environmental sustainability imperatives. DIVERSITY, EQUITY, AND INCLUSION We welcome and value people of all backgrounds, cultures, and perspectives. We Promote inclusivity through leadership, enabling every team member to thrive, have a voice, feel a sense of place, and give their personal best each day. We are committed to the principle of equity in how we treat people and provide our services. PEOPLE Respect G stomers and empleyees 1 October 21, 2021 Regular Board Meeting Agenda Packet- Page 105 of 382 Page 6 of 23 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals (with tracked changes showing edits to the FY 2020-22 VMVG) 0 Work e#inieptly and effectively as a team 9 Celebrate oUt si innesses and learn from oUt nhallennes COMMUNIT • Gellaherate with water seGtor pampers • Fester nommunity relatiopships • Be open, ptransarent and annessihle � • I R derstand sennoe level evpentatiorns PRINCIPLES • Be truthful and honest • Be faire kind, and frleRdly • Take ownership and responsibility LEADERSHIP AND COMMITMENT • Promote a passionate and empowered workforne • Cnnel irage nentinueus grewth and development • Inspire dedinatiep and tep_quality results • Provide a safe and healthful eRVironment 2 October 21, 2021 Regular Board Meeting Agenda Packet- Page 106 of 382 Page 7 of 23 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals (with tracked changes showing edits to the FY 2020-22 VMVG) GOALS Our goals articulate our priorities and how we will fulfill those commitments. GOAL 1. CUSTOMER AND COMMUNITY Provide exceptional service and maintain on ^.,^^II^nt reputa GOAL 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements - and promote sustainability and address climate change GOAL 3FISCAL RESPONSIBILITY Manage finann^o wisely and prudently GOAL -14. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, empower, and engage a highly trained and inclusive team from all backgroundssafe workfeFGe GOAL 4. GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model *see below for tracked changes to this Goal's wordinq GOAL 5. SAFETY AND SECURITY Provide a safe, secure, healthful workplace that foresees and addresses threats GOAL ;6. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting GOAL 76. INNOVATION AND OPTIMIZAT 0 AGILITY Cvnl^ro new teGhn^l^^iesOptimize operations for continuous improvement and remain flexible and adaptable 7 AGILITY AND ADAPTABILITY Preserve business GORtiRuity during pandemiG events A, --tural dosast Strategy 1 Divot Operatiens as Needed tca-ce Maintain EnyiFOnment f^r Employees and the P blip Strategy 7 Plan nh^n�SGeRaries of DiFeGt Adverse ImPaGtS *Below are the tracked changes made to the FY 2020-22 Goal of Fiscal Responsibility. Because this Goal was re-ordered in the list, the tracked changes were lost above: 3. GOVERNANCE AND FISCAL RESPONSIBILITY MUphold integrity, transparency, and wiseanage finances wisely and prI d-eptl,lial management in an effective goveming model 3 October 21, 2021 Regular Board Meeting Agenda Packet- Page 107 of 382 Page 8 of 23 ATTACHMENT 3 Proposed Goals with DRAFT Strategies GOALS AND STRATEGIES Please note these draft Strategies are provided as reference only to demonstrate how staff currently envisions enacting the Goals as proposed. The Strategies may be refined during the development of the FY 2022-24 Strategic Plan. GOALS Our goals articulate our priorities and how we will fulfill those commitments. GOAL 1. CUSTOMER AND COMMUNITY Provide exceptional service • Strategy 1 — Deliver High-quality Customer Service • Strategy 2 — Promote Initiatives and Programs to Provide Affordable and Equitable Access to District Services • Strategy 3 — Build Neighborhood and Industry Relationships GOAL 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and address climate change • Strategy 1 — Achieve Compliance in All Regulations • Strategy 2 — Educate on Pollution Prevention and Environmental Protection • Strategy 3 — Be a Partner in Regional Development of Local Water Supply • Strategy 4 —Address and Prepare for the Consequences of Climate Change GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, empower, and engage a highly trained and inclusive team from all backgrounds • Strategy 1 — Recruit from a Diverse Pool of Qualified Applicants • Strategy 2 — Engage Employees and Conduct Labor Relations in a Transparent, Effective, and Collaborative Environment • Strategy 3 — Invest in Resources and Opportunities for All Employees to Grow and Thrive • Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion GOAL 4. GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model • Strategy 1 — Promote and Uphold Ethical Behavior, Openness, and Accessibility Strategy 2 — Encourage Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability 1 October 21, 2021 Regular Board Meeting Agenda Packet- Page 108 of 382 Page 9 of 23 ATTACHMENT 3 Proposed Goals with DRAFT Strategies GOAL 5. SAFETY AND SECURITY Provide a safe, secure, healthful workplace that foresees and addresses threats • Strategy 1 — Reduce and Eliminate Risks of Injury or Illness • Strategy 2 — Protect Personnel and Assets from Threats and Emergencies • Strategy 3 — Understand and Reduce Impacts of Cybersecurity Attacks GOAL 6. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting • Strategy 1 — Manage Assets Optimally to Maximize Their Useful Life, Via a Risk-Based Approach • Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program GOAL 7. INNOVATION AND AGILITY Optimize operations for continuous improvement and remain flexible and adaptable • Strategy 1 — Leverage Data Analytics to Become a Smarter Utility • Strategy 2 — Implement Phased Process Optimization • Strategy 3 — Provide Operational Responsiveness Tools • Strategy 4 — Improve and Modernize Operations through Emerging Technology and Efficiencies • Strategy 5 — Be Adaptable, Resilient, Responsive to Opportunities 2 October 21, 2021 Regular Board Meeting Agenda Packet- Page 109 of 382 Page 10 of 23 ATTACHMENT 4 Proposed Goals with DRAFT Strategies (with tracked changes showing edits to the FY 2020-22 Goals and Strategies) GOALS AND STRATEGIES Please note these draft Strategies are provided as reference only to demonstrate how staff currently envisions enacting the Goals as proposed. The Strategies may be refined during the development of the FY 2022-24 Strategic Plan. GOALS Our goals articulate our priorities and how we will fulfill those commitments. GOAL 1. CUSTOMER AND COMMUNITY Provide exceptional service and maintain an evicellen+ rani to+ien • Strategy 1 – Deliver High-quality Customer Service • Strategy 2 — Promote Initiatives and Programs to Provide Affordable and Equitable Access to District Services • Strategy 3 — Maintain a Positive Reputa+ienBuild Neighborhood and Industry Relationships GOAL 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability, and address climate change • Strategy 1 –Achieve 100% Compliance in All Regulations • Strategy 2 – Educate on Pollution Prevention and Environmental Protection Anticipate and Prepare fer De+en+ial Renula+ery Change- Strategy 3 – Suppe Be a Partner in Regional Development of Local Water Supply • Strategy 4 – Address and Prepare for the Consequences of Climate Change Strategy /1 _ Red ane Reliance en Nen Renewable Enerrri 3. FISCAL RESPONSIBILITY Manage finances wisely and nn gently • Strategyp��tain C Gial Stability and Sustainability • Strategy Ensure eIIntegrity and Transnarn FinanGial Management GOAL 34. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, empower, and engage a highly trained and inclusive team from all backgroundssafe werkfe FGe • Strategy 1 – Recruit from a Diverse Pool of Qualified Applicants • Strategy 2 – Engage Employees and Conduct Labor Relations in a Transparent, Effective, and Collaborative Environment 1 October 21, 2021 Regular Board Meeting Agenda Packet- Page 110 of 382 Page 11 of 23 ATTACHMENT 4 Proposed Goals with DRAFT Strategies (with tracked changes showing edits to the FY 2020-22 Goals and Strategies) • Strategy 4-3 — Drnantnmhi Plan far Future QpeFat.enal Staffing NeedsInyest in Resources and Opportunities for All Employees to Grow and Thrive • Strategy 4 — Foster a Culture lo,}f,Diversity, Equity, and Inclusion • Strategy 2 Foster RettY'ORships aGFeSs All Levels of Central rn-r Strategy3 m Inonire Emnleyee Engageent GOAL 4."GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model • Strategy 1 — Promote and Uphold Ethical Behavior, Openness, and Accessibility Strategy 2 — Encourage Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability * See next page for tracked changes to the Goal 4 Strategies GOAL 5. SAFETY AND SECURITY Provide a safe, secure, healthful workplace that foresees and addresses threats • Strategy 1 —_Meet or E-xGeeclRdustry Safety StandardsReduce and Eliminate Risks of Injury or Illness • Strategy 2 —_Protect Personnel and Assets from Threats and Emergencies • Strategy 3 — Understand and Reduce Impacts of Cybersecurity Attacks GOAL 66. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting • Strategy 1 — Manage Assets Optimally to Prelep -Maximize Their Useful Life, Via a Risk-Based Approach • Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program • Strategy 3 retenGt Percrsenn l 'cr and Assets frnmmTTrhT Threats E.Mr.errgenGies GOAL 76. INNOVATION AND ^oTIMIZ TIONAGILITY Cvnlnrn ..ew tnnhnnlnnincOptimize operations for continuous improvement and remain flexible and adaptable • Strategy 1 — Imppllementthe-Central can Smart Initiative Leverage Data Analytics to Become a Smarter Utility • Strategy 2 — Implement Phased Process Optimization • Strategy 3 — Provide Operational Responsiveness Tools • Strategy 24 — Improve and Modernize Operations through Emerging Technology and Efficiency Meas Fe- ies • Strategy 5 — Be Adaptable, Resilient, Responsive to Opportunities 2 October 21, 2021 Regular Board Meeting Agenda Packet- Page 111 of 382 Page 12 of 23 ATTACHMENT 4 Proposed Goals with DRAFT Strategies (with tracked changes showing edits to the FY 2020-22 Goals and Strategies) 7 AGILITY AND ADADTABII ITV Strategy 1 Divot Operations as Needed to Maintain a Cafe Working Enyirenmonf for Employees onrd the P bliG Strategy 2 PlaR Ahead for SGeRarmos- of DireEtAdverse Impacts *Below are the tracked changes made to the FY 2020-22 Goal 4- Fiscal Responsibility. Because Goals 3 and 4 were re-ordered, the tracked changes were lost in Goal 4 on the previous page. 43. GOVERNANCE AND FISCAL RESPONSIBILITY Wphold integrity, transparency, and wiseanage finan^er, wisely and nri Iden#vial management in an effective governing model • Strategy 1 - Promote and Uphold Ethical Behavior, Openness, and Accessibility • Strategy 2 - Encourage Public Participation • Strategy 43 - Maintain Financial Stability and Sustainability r�I - Gncl iro Rtegrity and Trap-,--- n Fin-A.P. -a1 M a R a g G m e n I 3 October 21, 2021 Regular Board Meeting Agenda Packet- Page 112 of 382 10/21/2021 Item 10. (Updated Presentation) CONTINUANCE OF VISION, MISSION, VALUES, AND GOALS (VMVG) DISCUSSION yam: October 21, 2021 Roger S. Bailey, General Manager Christina Gee, Management Analyst and Larry Bienati, Ph.D., of Bienati Consulting Group, Inc. 1 STRATEGIC PLANNING AT CENTRAL SAN • Assigns responsibility/accountability and monitors progress. • Helps guide other District-wide efforts (e.g., the budget and enterprise risk management). • This is a mature, well-functioning process that is foundational to our organizational success. CFNTPAISAN � z 1 10/21/2021 FYs 2022-24 STRATEGIC PLAN DEVELOPMENT/ADOPTION SCHEDULE O � �1 ■ ©Board continuance of VMVG discussion *with Larry Bienati Today Today Board Staff workshop(s)to review/revise updated Strategic Plan 10/27/21 10/27/21 (2nd workshop only if needed) Staff/Larry Bienati 11/3/21(only if needed) 11/3/21(only if needed) *with Larry Bienati Board review and approval of VMVG 11/4/21 11/4/21 Board *Larry Bienati requested to be available if needed E4Key entation of Strategies,Initiatives,Key Success Measures,and Administration Metrics to Administration Committee(Word document) Mar.2022(TBD) Mar.2022(TBD) Committee MA rate Strategic Plan into draft Budget book Mar.2022 Mar.2022 Staff d adopts final Strategic Plan May 2022(TBD) May 2022(TBD) Board ut June 2022 June 2022 Staff (Board tasks in bold) ' RJR w ' 3 CENTPAL SAN VISION, MISSION, VALUES, AND GOALS (VMVG) • Adopted by the Board • Sets high-level direction • Identifies key focus areas • Used by staff to develop the Strategies, Initiatives, Key Success Measures, and Key Metrics (the rest of the Strategic Plan) CFNTPAISAN 2 10/21/2021 DISCUSSION: MISSION, VISION, VALUES, AND GOALS The proposed VMVG on the slides to follow incorporate Board feedback from the August 19 workshop and input from the Central San leadership team. 5 5 MISSION Current/Proposed To protect public health and the environment (no change) ' 6 CFNTPAISAN 3 10/21/2021 VISION To be an industry-leading organization known for Current environmental stewardship, innovation, and delivering exceptional customer service at responsible rates Proposed To be an innovative industry leader in environmental stewardship and sustainability, while delivering exceptional customer service at responsible rates Aro 1 � VALUES (CURRENT Current 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 � $ 8 4 10/21/2021 VALUES (PROPOSED Proposed Our core values guide our daily decisions and how we fulfill our mission,vision,and goals. CUSTOMER SERVICE We are responsive and receptive to the needs of our customers,and we deliver on our commitments to provide a safe,reliable, and efficient wastewater system. EMPLOYEES We view our employees as our most important asset.We empower them in a safe,healthful,respectful,and collaborative team- based work environment. INTEGRITY We hold ourselves accountable to the principles of honesty,reliability,transparency,and pride in all we do. OUTREACH We foster trustworthy, responsible,and supportive relationships across our community.We educate,advocate,and collaborate to advance key programs and initiatives affecting our customers. INNOVATION We are constantly seeking bold,new,and ingenious measures to optimize our operations,continuously improve,manage costs responsibly,and improve our service delivery and environmental sustainability imperatives. DIVERSITY,EQUITY,AND INCLUSION We welcome and value people of all backgrounds,cultures,and perspectives.We promote inclusivity through leadership, enabling every team member to thrive,have a voice,feel a sense of place,and give their personal best each day.We are committed to the principle of equity in how we treat people and provide our services. ,19 9 GOALS Proposed Our goals articulate our priorities and how we will fulfill those commitments. Current 1. CUSTOMER AND COMMUNITY 1. CUSTOMER AND COMMUNITY Provide exceptional service Provide exceptional service and maintain an excellent reputation 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements,promote sustainability,and 2. ENVIRONMENTAL STEWARDSHIP address climate change Meet regulatory requirements and promote sustainability 3. WORKFORCE DIVERSITY AND DEVELOPMENT 3. FISCAL RESPONSIBILITY Recruit,empower,and engage a highly trained and inclusive team Manage finances wisely and prudently from all backgrounds 4. WORKFORCE DEVELOPMENT Recruit,empower,and engage a highly trained and safe 4. GOVERNANCE AND FISCAL RESPONSIBILITY workforce Uphold integrity,transparency,and wise financial management in an effective governing model 5. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable,resilient, 5. SAFETY AND SECURITY and long lasting Provide a safe,secure,healthful workplace that foresees and addresses threats 6. INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement 6. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable,resilient, 7. AGILITY AND ADAPTABILITY and long lasting Preserve business continuity during pandemic events or major natural disasters 7. INNOVATION AND AGILITY Optimize operations for continuous improvement and remain I;10 - flexible and adaptable 5 10/21/2021 DISCUSSION: PROPOSED GOALS • The following slides show each proposed Goal individually for discussion. • The proposed Goals are presented with associated draft Strategies to help illustrate how staff may enact each proposed Goal as it is currently written. • Strategies are developed at the staff level and are subject to change when staff updates the Strategic Plan. CENTPAL SAN 11 STRATEGIES VS. TACTICS / KEY SUCCESS MEASURES y' '12 CFNTPAISAN 6 10/21/2021 GOAL 1 : CUSTOMER AND COMMUNITY PROVIDE EXCEPTIONAL SERVICE • Strategy 1 — Deliver High-quality Customer Service • Strategy 2 — Promote Initiatives and Programs to Provide Affordable and Equitable Access to District Services • Strategy 3 — Build Neighborhood and Industry Relationships 13 13 GOAL 2: ENVIRONMENTAL STEWARDSHIP MEET REGULATORY REQUIREMENTS, PROMOTE SUSTAINABILITY, AND ADDRESS CLIMATE CHANGE • Strategy 1 —Achieve Compliance in All Regulations • Strategy 2 — Educate on Pollution Prevention and Environmental Protection • Strategy 3 — Be a Partner in Regional Development of Local Water Supply • Strategy 4 —Address and Prepare for the Consequences of Climate Change 6&__ '14 CFNTPAISAN 7 10/21/2021 GOAL 3: WORKFORCE DIVERSITY AND DEVELOPMENT RECRUIT, EMPOWER, AND ENGAGE A HIGHLY TRAINED AND INCLUSIVE TEAM OF PEOPLE FROM ALL BACKGROUNDS • Strategy 1 — Recruit from a Diverse Pool of Qualified Applicants • Strategy 2 — Engage Employees and Conduct Labor Relations in a Transparent, Effective, and Collaborative Environment • Strategy 3 — Invest in Resources and Opportunities for All Employees to Grow and Thrive • Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion 15 CENTPAL SAN 15 GOAL 4: GOVERNANCE AND FISCAL RESPONSIBILITY UPHOLD INTEGRITY, TRANSPARENCY, AND WISE FINANCIAL MANAGEMENT IN AN EFFECTIVE GOVERNING MODEL • Strategy 1 — Promote and Uphold Ethical Behavior, Openness, and Accessibility Strategy 2 — Encourage Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability . :. '16 16 8 10/21/2021 GOAL 5: SAFETY AND SECURITY PROVIDE A SAFE, SECURE, AND HEALTHFUL WORK ENVIRONMENT THAT FORESEES AND ADDRESSES THREATS • Strategy 1 — Reduce and Eliminate Risks of Injury or Illness • Strategy 2 — Protect Personnel and Assets from Threats and Emergencies • Strategy 3 — Understand and Reduce Impacts of Cybersecurity Attacks X17 17 GOAL 6: INFRASTRUCTURE RELIABILITY MAINTAIN FACILITIES AND EQUIPMENT TO BE DEPENDABLE, RESILIENT, AND LONG LASTING • Strategy 1 — Manage Assets Optimally to Maximize Their Useful Life, Via a Risk-Based Approach • Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program CFNTPAISAN 9 10/21/2021 GOAL 7: INNOVATION AND AGILITY OPTIMIZE OPERATIONS FOR CONTINUOUS IMPROVEMENT AND REMAIN FLEXIBLE AND ADAPTABLE • Strategy 1 — Leverage Data Analytics to Become a Smarter Utility • Strategy 2 — Implement Phased Process Optimization • Strategy 3 — Provide Operational Responsiveness Tools • Strategy 4 — Improve and Modernize Operations through Emerging Technology and Efficiencies • Strategy 5 — Be Adaptable, Resilient, Responsive to Opportunities 19 19 NEXT STEPS *with I:aFFy Offienati Today Today $earl Staff workshop(s)to review/revise updated Strategic Plan 10/27/21 10/27/21 (2nd workshop only if needed) Staff/Larry Bienati 11/3/21(only if needed) 11/3/21(only if needed) *with Larry Bienati Board review and approval of VMVG 11/4/21 11/4/21 Board *Larry Bienati requested to be available if needed Presentation of Strategies,Initiatives,Key Success Measures,and Mar.2022(TBD) Mar.2022(TBD) Administration Key Metrics to Administration Committee(Word document) Committee Integrate Strategic Plan into draft Budget book Mar.2022 Mar.2022 Staff Board adopts final Strategic Plan May 2022(TBD) May 2022(TBD) Board Rollout June 2022 June 2022 Staff (Board tasks in bold) -., '20 NONE-- CFNTPAISAN 10 10/21/2021 OTHER QUESTIONS OR SUGGESTIONS .. - 21 21 11