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Home My WebLink About08. Adopt Mission, Vision, Values and Goals for FYs 2022-2024 Strategic Plan Page 1 of 20 Item 8. CENTRALSAN jdf A- hom CENTRAL CONTRA COSTA SANITARY DISTRICT December 2, 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: ADOPT CENTRAL SAN'S MISSION, VISION, VALUES, AND GOALS FOR THE FISCAL YEARS 2022-24 STRATEGIC PLAN [LARRYBIENATI, PHD, BIENATI CONSULTING GROUP WILL BEAVAILABLE FOR DISCUSSION] To begin the process of developing the Fiscal Years 2022-24 Strategic Plan, the Board conducted discussions on August 19, October 21, and November 4 to review Central San's Mission, Vision, Values, and Goals (MVVG) and consider potential updates. Reflecting the Board's discussions as led by Central San's consultant, Larry Bienati, Ph.D., of Bienati Consulting Group, as well as feedback from Central San's management team, staff has synthesized the proposed MVVG options for Board adoption in the following attachments: 1. Proposed MVVG 2. Proposed MVVG with tracked changes to those presented to the Board on November 4 3. DRAFT Strategies for the proposed Goals* 4. DRAFT Strategies for the proposed Goals with tracked changes to those presented to the Board on November 4* * 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. Staff will refer to the Board's adopted MVVG to ensure the Strategies, Initiatives, Key Success Measures, and Metrics for the FYs 2022-24 Strategic Plan meet the high-level direction set by the Board. These will be presented to the Administration Committee in March 2022. 1 n May 2022, the final FYs 2022-24 Strategic Plan will be presented to the Board for adoption. Until that time, the Board may revise the MVVG if needed, including incorporating input from the Board Diversity, Equity, and Inclusion Ad Hoc Committee. December 2, 2021 Regular Board Meeting Agenda Packet- Page 59 of 176 Page 2 of 20 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 December 2, 2021 Regular Board Meeting Agenda Packet- Page 60 of 176 Page 3 of 20 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 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 to safeguard and improve our planet. DIVERSITY, EQUITY, AND INCLUSION* We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity and inclusion. * This value may be further refined to incorporate future input from the Diversity, Equity, and Inclusion Board Ad Hoc Committee. 1 December 2, 2021 Regular Board Meeting Agenda Packet- Page 61 of 176 Page 4 of 20 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, educate, 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 December 2, 2021 Regular Board Meeting Agenda Packet- Page 62 of 176 Page 5 of 20 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals with tracked changes to what was proposed on November 4, 2021 MISSION To protect public health and the environment VISION To be an innovative industry leader in environmental stewardship and 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 !east r essible imr»n+ to safeguard and improve our planet. DIVERSITY, EQUITY, AND INCLUSION* We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity, and inclusion.x°un xinh ie people of all baGk vrO R do G alt fires and perspontiy;es * This value may be further refined to incorporate future input from the Diversity EpuitV, and Inclusion Board Ad Hoc Committee. 1 December 2, 2021 Regular Board Meeting Agenda Packet- Page 63 of 176 Page 6 of 20 ATTACHMENT 2 Proposed Mission, Vision, Values, and Goals with tracked changes to what was proposed on November 4, 2021 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, }rnumeaucate, 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 December 2, 2021 Regular Board Meeting Agenda Packet- Page 64 of 176 Page 7 of 20 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 (including the incorporation of input from the Diversity, Equity, and Inclusion Board Ad Hoc Committee). 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 Water 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, educate, 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 December 2, 2021 Regular Board Meeting Agenda Packet- Page 65 of 176 Page 8 of 20 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 — Encourage and 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 • 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 More Efficient Utility • Strategy 2 — Implement Process Optimization • Strategy 3 — Be Adaptable, Resilient, and Responsive 2 December 2, 2021 Regular Board Meeting Agenda Packet- Page 66 of 176 Page 9 of 20 ATTACHMENT 4 Proposed Goals with DRAFT Strategies with tracked changes to what was proposed on November 4, 2021 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 (including the incorporation of input from the Diversity, Equity, and Inclusion Board Ad Hoc Committee). 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, tFaiR,=UULc LL, 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 December 2, 2021 Regular Board Meeting Agenda Packet- Page 67 of 176 Page 10 of 20 ATTACHMENT 4 Proposed Goals with DRAFT Strategies with tracked changes to what was proposed on November 4, 2021 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 and 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 it l ife • 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 iviore t=fficient Utility • Strategy 2 — Implement Process Optimization • Strategy 2 Provide QpeFatiGRaI Respensiyeness Teels ,qnd Fffinionnioc • Strategy 53 — Be Adaptable, Resilient, and Responsive 2 December 2, 2021 Regular Board Meeting Agenda Packet- Page 68 of 176 Page 11 of 20 Attachment 5 MISSION, VISION, VALUES, AND GOALS (MVVG) ADOPTION yam: December 2, 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. F,, • 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. 17 TFNTPAI SAN � z 2 1 December 2, 2021 Regular Board Meeting Agenda Packet- Page 69 of 176 Page 12 of 20 FYs 2022-24 STRATEGIC PLAN DEVELOPMENT/ADOPTION SCHEDULE 0111111111111111F � lopli } lopli2i f+a{F...,..I,sI.,...s+.. ...,J a+,.the Fv..inn 72 f+.-.+....ie nla.. f+�F�F 11 OtlbTd Board review and adoption of MVVG Today Today Board Presentation of Strategies,Initiatives,Key Success Measures,and Administration Key Metrics to Administration Committee(Word document) Mar.2022(TBD) Mar.2022(TBD) 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 1 Rollout June 2022 June 2022 Staff (Board tasks in bold) ' 3 CENTPAL 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) CFNTPAISAN 4 2 December 2, 2021 Regular Board Meeting Agenda Packet- Page 70 of 176 Page 13 of 20 ADOPTION OF MISSION, VISION, VALUES, AND GOALS The proposed MVVG on the slides to follow incorporate Board feedback from November 4. a ,�. r ` - 15 q: 5 MISSION Current/ Proposed for Adoption To protect public health and the environment (no change) - 16 CFNTPAISAN 6 3 December 2, 2021 Regular Board Meeting Agenda Packet- Page 71 of 176 Page 14 of 20 VISION Proposed on To be an innovative industry leader in environmental 11/4 stewardship and sustainability, while delivering exceptional (showing updates in tracked changes) service at responsible rates Updated To be an innovative industry leader in environmental Proposal for stewardship and sustainability, while delivering exceptional Adoption service at responsible rates CENTPALSAN 7 VALUES WITH TRACKED CHANGES) Proposed on 11/4 (showing updates in tracked changes) 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 to safeguard and improve our planet. DIVERSITY,EQUITY,AND INCLUSION We value people of all backgrounds,cultures,and perspectives,and we are committed to the principles of equity;and inclusion.we value people of all baBlEgFOunds,oultures,and perspeetives. CFNTPAISAN I8 8 4 December 2, 2021 Regular Board Meeting Agenda Packet- Page 72 of 176 Page 15 of 20 VALUES (PROPOSED) Updated Proposal for Adoption 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 and improve our planet. DIVERSITY,EQUITY,AND INCLUSION* We value people of all backgrounds,cultures,and perspectives,and we are committed to the principles of equity and inclusion. "This value may be further refined to incorporate future input from the Board Ad Hoc Committee. I 9 CENTPALSAN 9 GOALS Proposed on 11/4(snowing updates in tracked changes) L U date for Adopt' 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,and Meet regulatory requirements,promote sustainability,and identify and reduce contributions to 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 educate,empower,and retain a workforce from diverse Recruit,educate,empower,and retain a workforce from diverse backgrounds 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 i 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 110 flexible and adaptable flexible and adaptable 10 5 December 2, 2021 Regular Board Meeting Agenda Packet- Page 73 of 176 Page 16 of 20 PROPOSED GOALS FOR ADOPTION • The following slides show each proposed Goal individually for consideration of adoption. • The proposed Goals are presented with associated draft Strategies (with tracked changes showing updates made to those proposed on 11/4) 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. L,� CENTPALSAN 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 Water Industry Relationships 44. CFNTPAISAN 12 6 December 2, 2021 Regular Board Meeting Agenda Packet- Page 74 of 176 Page 17 of 20 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, EDUCATE, 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 14 CFNTPAISAN 14 7 December 2, 2021 Regular Board Meeting Agenda Packet- Page 75 of 176 Page 18 of 20 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 and 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 6- CFNTPAISAN 16 8 December 2, 2021 Regular Board Meeting Agenda Packet- Page 76 of 176 Page 19 of 20 GOAL 6: INFRASTRUCTURE RELIABILITY MAINTAIN FACILITIES AND EQUIPMENT TO BE DEPENDABLE, RESILIENT, AND LONG LASTING • Strategy 1 — Manage Assets Optimally to Maximize Their Useful l I ife • Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program CENTPALSAW 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 More Efficient Utility • Strategy 2 — Implement Process Optimization • Strategy 3 PFeyide Operational Rocnr\�VoeReSs Teel? • Strategy 4 improve and Mnd8FRrr�eratio s h eugh Emerninrl TechROlogy and EffinionnieS • Strategy 35— Be Adaptable, Resilient, and Responsive Ott is NONE-- CFNTPAISAN 18 9 December 2, 2021 Regular Board Meeting Agenda Packet- Page 77 of 176 Page 20 of 20 NEXT STEPS FY -s ,0,2 ,�„ Stag...,..I,sI.,...s+.. ...,J a+,. L... ..inn 7�f+.-.+....�e Plan &-aff T� Ted" seam Presentation of Strategies,Initiatives,Key Success Measures,and Administration Key Metrics to Administration Committee(Word document) Mar.2022(TBD) Mar.2022(TBD) 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 Rollout June 2022 June 2022 Staff (Board tasks in bold) 19 MONOMER"— CENTPAL SAN a QUESTIONS , . . . . X20 CFNTPAISAN 20 10 December 2, 2021 Regular Board Meeting Agenda Packet- Page 78 of 176