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HomeMy WebLinkAbout07. Continue discussion on Central San's Mission, Vision, Values & Goals for FYs 2022-2024 Strategic Plan Page 1 of 21 Item 7. CENTRALSAN jdf A- hom CENTRAL CONTRA COSTA SANITARY DISTRICT November 4, 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 OCTOBER 21, 2021 ON CENTRAL SAN'S MISSION, VISION, VALUES, AND GOALS FOR THE FISCAL YEARS 2022- 24 STRATEGIC PLAN (LARRYBIENATI, PHD, BIENATI CONSULTING GROUP WILLASSIST WITH THE FACILITATION) To begin the process of developing the Fiscal Years 2022-24 Strategic Plan, the Board conducted a workshop on August 19 to review the District's Mission, Vision, Values, and Goals (MVVG) and consider potential updates. Reflecting the Board's discussion as led by Central San's consultant, Larry Bienati, Ph.D., of Bienati Consulting Group, staff synthesized proposed options for the MVVG and presented them to the Board on October 21. At that meeting, the Board provided additional feedback. That feedback, along with the results of additional review by the Central San management team, was integrated into the proposed MVVG detailed in the following attachments: 1. Proposed MVVG 2. Proposed MVVG with tracked changes to those presented to the Board on October 21 3. DRAFT Strategies for the proposed Goals* 4. DRAFT Strategies for the proposed Goals with tracked changes to those presented to the Board on October 21* *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. Strategies are developed at the staff level, and staff will continue to refine these Strategies during the development of the rest of the Strategic Plan. The Board is being asked to continue the discussion on the MVVG and provide additional feedback as needed to be able to produce a final set of proposed MVVG that will be presented for adoption at the November 18 Board meeting. Once adopted, staff will ensure the Strategies, Initiatives, Key Success Measures, and Metrics for the FYs 2022-24 Strategic Plan meet the MVVG set by the Board. These will be presented to the Administration November 4, 2021 Regular Board Meeting Agenda Packet- Page 33 of 324 Page 2 of 21 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 MVVG 2. Proposed MVVG with Tracked Changes 3. Draft Strategies for Proposed Goals 4. Draft Strategies for Proposed Goals with Tracked Changes 5. Presentation November 4, 2021 Regular Board Meeting Agenda Packet- Page 34 of 324 Page 3 of 21 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 sustainability, while delivering exceptional 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 to our customers, and we deliver on our commitment to provide safe, reliable, and cost-efficient services. EMPLOYEES We empower our employees to do their best work. INTEGRITY We hold ourselves accountable to a high standard of honesty, reliability, and transparency. INNOVATION We continuously improve and optimize our operations. ENVIRONMENTAL SUSTAINABILITY We conduct our business with the least possible impact to safeguard our planet. DIVERSITY, EQUITY, AND INCLUSION We are committed to the principle of equity, and we value people of all backgrounds, cultures, and perspectives. 1 November 4, 2021 Regular Board Meeting Agenda Packet- Page 35 of 324 Page 4 of 21 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 identify and reduce contributions to climate change and mitigate its impacts GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, train, empower, and retain a workforce from diverse 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 November 4, 2021 Regular Board Meeting Agenda Packet- Page 36 of 324 Page 5 of 21 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals (tracked changes show edits made to MVVG proposed on 10/21/21) MISSION To protect public health and the environment VISION To be an innovative industry leader in environmental stewardship and sustainability, while delivering exceptional G �c+�r 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 renep+i„e to the needs of our customers, and we deliver on our commitments to provide a-safe, reliable, and cost-efficient wastewater systemservices. EMPLOYEES We view our employees as eur most important pose+ We empower our employees to do their best worker m On a-safe healthful, reopen#i l and n^Ilah^ra+iye team based work environment INTEGRITY We hold ourselves accountable to the prinniples of a high standard of honesty, reliability, and transparency, and pride in all we do O ITREAC4 We +e and Gellahera+e +o adyanGe key programs and ipi+ia+i"eo v-r� Ca�� Ea rc�ancrcvru�vrcrc�cvuavarr cra cra-�.� affen+ing o,,r s,,o+omero INNOVATION We continuously improve and are Gens+an+ly seeking held new, and ingenieus measures +^ optimize our operations, Eent+nuousl improve manage n^c+c respensihl., ENVIRONMENTAL SUSTAINABILITY We conduct our business with the least possible impact to safeguard our planet. DIVERSITY, EQUITY, AND INCLUSION We are committed to the principle of equity, andWe Welnome and we value people of all backgrounds, cultures, and perspectives. We preme+e in„li.,.” .. reg ugh leadership enabling every team member te thrive, have a VOiGe, feel a sense of place, and give 1 November 4, 2021 Regular Board Meeting Agenda Packet- Page 37 of 324 Page 6 of 21 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals (tracked changes show edits made to MVVG proposed on 10/21/21) their personal best eaGh day. We are GOMFnitted te the PFORGiple ef equity On hew we trout people and provide OUP SGPT 1%6. 2 November 4, 2021 Regular Board Meeting Agenda Packet- Page 38 of 324 Page 7 of 21 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals (tracked changes show edits made to MVVG proposed on 10/21/21) 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 identify and reduce contributions to address climate change and mitigate its impacts GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, empower, and retain,and engage a highly trained and innli poi„o totem from all-aiverse 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 3 November 4, 2021 Regular Board Meeting Agenda Packet- Page 39 of 324 Page 8 of 21 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 to Advance Affordable and Equitable Access to Services • Strategy 3 — Build Neighborhood and Industry Relationships GOAL 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts • 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 — Identify and Advance Sustainability Initiatives, Including Reducing Energy Usage and Emissions GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, train, empower, and retain a workforce from diverse 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 — Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive • Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion 1 November 4, 2021 Regular Board Meeting Agenda Packet- Page 40 of 324 Page 9 of 21 ATTACHMENT 3 Proposed Goals with DRAFT Strategies 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 — Facilitate Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability 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 • 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 Process Optimization • Strategy 3 — Provide Operational Responsiveness Tools • Strategy 4 — Improve and Modernize Operations through Emerging Technology and Efficiencies • Strategy 5 — Be Adaptable, Resilient, and Responsive to Opportunities 2 November 4, 2021 Regular Board Meeting Agenda Packet- Page 41 of 324 Page 10 of 21 ATTACHMENT 4 Proposed Goals with DRAFT Strategies (tracked changes show edits made to Goals and Strategies proposed on 10/21/21) 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 AdvancePr$Wde Affordable and Equitable Access to DistriGt Services • Strategy 3 — Build Neighborhood and Industry Relationships GOAL 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions toaddfess climate change and mitigate its impacts • 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 fer the Genseq Hennes of (Timate Change Identify and Advance Sustainability Initiatives, Including Reducing Energy Usage and Emissions GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, train, empower, and retain an t eRgage a highly trained and innli si„e team workforce from afl-diverse 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 — Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive • Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion 1 November 4, 2021 Regular Board Meeting Agenda Packet- Page 42 of 324 Page 11 of 21 ATTACHMENT 4 Proposed Goals with DRAFT Strategies (tracked changes show edits made to Goals and Strategies proposed on 10/21/21) 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 — EnGOUrage Facilitate Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability 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, ia a Risk Based AppreaGh • 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, and Responsive to Opportunities 2 November 4, 2021 Regular Board Meeting Agenda Packet- Page 43 of 324 Page 12 of 21 Attachment 5 CONTINUANCE OF MISSION, VISION, VALUES, AND GOALS (MVVG) DISCUSSION November 4, 2021 5 „y - - Roger S. Bailey, General Manager Christina Gee, Management Analyst and Larry Bienati, Ph.D., of Bienati Consulting Group, Inc. RZFETTIM M, STRATEGIC PLANNING AT CENTRAL SAN A • 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. CFNTPAI SAN 2 1 November 4, 2021 Regular Board Meeting Agenda Packet- Page 44 of 324 Page 13 of 21 FYs 2022-24 STRATEGIC PLAN DEVELOPMENT/ADOPTION SCHEDULE © o 19pl 4 RA@Fd © 20/21/21 1:0/21/21 rRnnrd �n/ice 10/27/21 and &ta4 l l Continuance of Board MVVG discussion Today Today Board ©Board review and adoption of MVVG 11/18/21 11/18/21 Board Presentation of Strategies,Initiatives,Key Success Measures,and Administration Mar.2022(TBD) Mar.2022(TBD) Key Metrics to Administration Committee(Word document) Committee Integrate Strategic Plan into draft Budget book Mar.2022 Mar.2022 Staff Board adoption of final Strategic Plan May 2022(TBD) May 2022(TBD) Board MRollout June 2022 June 2022 Staff \tee 77- (Board tasks in bold) ' 3 CFNTRAI SAN MISSION, VISION, VALUES, AND GOALS (MVVG) • 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) ' 4 4 2 November 4, 2021 Regular Board Meeting Agenda Packet- Page 45 of 324 Page 14 of 21 4 c �* Ka DISCUSSION: MISSION, VISION, VALUES, AND GOALS - The proposed MVVG on the slides to follow incorporate Board feedback from October 21 and : input from the Central San leadership team. - � 5 MISSION CurrenVProposed To protect public health and the environment (no change) CFNTPAISAN 6 3 November 4, 2021 Regular Board Meeting Agenda Packet- Page 46 of 324 Page 15 of 21 VISION Proposed on 10/21 To be an innovative industry leader in environmental (showing stewardship and sustainability, while delivering exceptional updates in tracked G�e service at responsible rates changes) Updated* To be an innovative industry leader in environmental Proposal sustainability, while delivering exceptional service at responsible rates 7 Proposed VALUES (PROPOSED ON 10/21) on 10/21 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 L tantly seeking bold,new,and ingenious measures to optimize our operations,continuously improve,manage costs and improve our service delivery and environmental sustainability imperatives. ,EQUITY,AND INCLUSION e and value people of all backgrounds,cultures,and perspectives.We promote inclusivity through leadership, ry team member to thrive,have a voice,feel a sense of place,and give their personal best each day.We are o the principle of equity in how we treat people and provide our services. ' 8 8 4 November 4, 2021 Regular Board Meeting Agenda Packet- Page 47 of 324 Page 16 of 21 pdated Proposal VALUES (PROPOSED) U Our core values guide our daily decisions and how we fulfill our mission,vision,and goals. CUSTOMER SERVICE We are responsive to our customers,and we deliver on our commitment to provide safe,reliable,and cost-efficient services. EMPLOYEES We empower our employees to do their best work. INTEGRITY We hold ourselves accountable to a high standard of honesty, reliability,and transparency. INNOVATION We continuously improve and optimize our operations. ENVIRONMENTAL SUSTAINABILITY We conduct our business with the least possible impact to safeguard our planet. DIVERSITY, EQUITY,AND INCLUSION We are committed to the principle of equity,and we value people of all backgrounds,cultures,and perspectives. ' 9 CENTRAL SAN 9 GOALS Proposed on 10/21 (showing updates in tracked changes) Our goals articulate our priorities and how we will fulfill those commitments. Our goals articulate our priorities and how we will fulfill those commitments. 1. CUSTOMER AND COMMUNITY 1. CUSTOMER AND COMMUNITY Provide exceptional service Provide exceptional service 2. ENVIRONMENTAL STEWARDSHIP 2. ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements,promote sustainability, Meet regulatory requirements,promote sustainability,and and identify and reduce contributions to adekess climate change and identify and reduce contributions to climate change and mitigate its impacts mitigate its impacts 3. WORKFORCE DIVERSITY AND DEVELOPMENT 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit,train,empower,and retaineRgage a highly tFaiR Recruit,train,empower,and retain a workforce from diverse backgrounds team a workforce from diverseafl backgrounds 4. GOVERNANCE AND FISCAL RESPONSIBILITY 4. GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity,transparency,and wise financial management Uphold integrity,transparency,and wise financial management in an effective governing model in an effective governing model 5. SAFETY AND SECURITY 5. SAFETY AND SECURITY Provide a safe,secure,healthful workplace that foresees Provide a safe,secure,healthful workplace that foresees and addresses threats and addresses threats 6. INFRASTRUCTURE RELIABILITY 6. INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable,resilient, Maintain facilities and equipment to be dependable,resilient, and long lasting and long lasting 7. INNOVATION AND AGILITY 7. INNOVATION AND AGILITY Optimize operations for continuous improvement,and remain Optimize operations for continuous improvement,and remain flexible and adaptable 110 flexible and adaptable 10 5 November 4, 2021 Regular Board Meeting Agenda Packet- Page 48 of 324 Page 17 of 21 DISCUSSION : PROPOSED GOALS • The following slides show each proposed Goal individually for further discussion as needed. • 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. CENTRALSAN 11 GOAL 1 : CUSTOMER AND COMMUNITY PROVIDE EXCEPTIONAL SERVICE • Strategy 1 — Deliver High-quality Customer Service • Strategy 2 — Promote Initiatives to Advance Affordable and Equitable Access to Services • Strategy 3 — Build Neighborhood and Industry Relationships i2 CFNTPAI SAN 12 6 November 4, 2021 Regular Board Meeting Agenda Packet- Page 49 of 324 Page 18 of 21 GOAL 2: ENVIRONMENTAL STEWARDSHIP MEET REGULATORY REQUIREMENTS, PROMOTE SUSTAINABILITY, AND IDENTIFY AND REDUCE CONTRIBUTIONS TO CLIMATE CHANGE AND MITIGATE ITS IMPACTS • 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 — Identify and Advance Sustainability Initiatives, Including Reducing Energy Usage and Emissions '13 13 GOAL 3: WORKFORCE DIVERSITY AND DEVELOPMENT RECRUIT, TRAIN, EMPOWER, AND RETAIN A WORKFORCE FROM DIVERSE 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 — Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive • Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion 66we" or 'J14 CFNTPAISAN 14 7 November 4, 2021 Regular Board Meeting Agenda Packet- Page 50 of 324 Page 19 of 21 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 — Facilitate Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability '15 15 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 CFNTPAISAN 16 8 November 4, 2021 Regular Board Meeting Agenda Packet- Page 51 of 324 Page 20 of 21 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 • Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program �v 17 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 Process Optimization • Strategy 3 — Provide Operational Responsiveness Tools • Strategy 4 — Improve and Modernize Operations through Emerging Technology and Efficiencies • Strategy 5 — Be Adaptable, Resilient, and Responsive to Opportunities X18 18 9 November 4, 2021 Regular Board Meeting Agenda Packet- Page 52 of 324 Page 21 of 21 NEXT STEPS © o/ RARFFI ©CeRtOR JaRcp of lilowd AMAX discussio 20/21/21 10 9ta4W8FIk5h8P5 W update the FV-5 2920 22 94ategie 121 a R. �n/ice !0/27/21 and 4a4 l l Tedw Tedw 8e2fd Board review and adoption of MVVG 11/18/21 11/18/21 Board Presentation of Strategies,Initiatives,Key Success Measures,and Administration Mar.2022(TBD) Mar.2022(TBD) Key Metrics to Administration Committee(Word document) Committee Integrate Strategic Plan into draft Budget book Mar.2022 Mar.2022 Staff Board adoption of final Strategic Plan May 2022(TBD) May 2022(TBD) Board MRollout June 2022 June 2022 Staff \tee (Board tasks in bold) 77- '19 CENTPAIL SAN 19 OTHER QUESTIONS OR SUGGESTIONS '20 20 10 November 4, 2021 Regular Board Meeting Agenda Packet- Page 53 of 324