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HomeMy WebLinkAbout15. Conduct Fiscal Years 2024-2026 Strategic Planning Workshop, including discussion of vision, mission, values, and goalsPage 1 of 19 Item 15. LICENTRAL SAN September 21, 2023 FROM: PHILIP LEI BER, DEPUTY GENERAL MANAGER -ADMINISTRATION REVIEWED BY: ROGER S. BAILEY, GENERAL MANAGER SUBJECT: CONDUCT FISCAL YEARS (FYS) 2024-2026 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 process at Central San and the timeline for the development of the FYs 2024-26 Strategic Plan. The Board's discussion will be facilitated 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 top -line strategies to aid in the development of Central San's VMVG for FYs 2024-26. 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 on October 11, 2023, and adopted at the November 16, 2023 Board meeting. Helpful to the discussion on September 21, 2023, would be the Board's consideration of changes since the last strategic planning workshop held in the fall of 2021 (see page 18 of the Attachment). Page 4 summarizes achievement levels of metrics defined in past strategic plans, and pages 15-17 summarize accomplishments of the past fiscal year. Also to be highlighted is the potential to review language related to Diversity, Equity and Inclusion given the work Central San has undertaken on those topics since the development of the FY 2022-24 strategic plan. After the Board provided input on September 21, Staff will conduct an internal workshop on November 29, 2023, to refine the Strategies, Initiatives, Key Success Measures, and Key Metrics for the FYs 2024-26 Strategic Plan to meet the VMVG set by the Board. These will be presented to the Administration Committee in March 2024. In May 2024, the final FYs 2024-26 Strategic Plan will be presented to the Board for adoption. ATTACHMENTS: 1. Presentation September 21, 2023 Special Board Meeting Agenda Packet - Page 122 of 174 September 21, 2023 Strategic Planning Workshop for Fiscal Years (FY) 2024-26 -- Board Presentation Roger S. Bailey General Manager Philip Leiber - Deputy General Manager, Administration Larry Bienati, Ph.D Bienati Consulting Group, Inc. Christina Gee Management Analyst 1 Page 2 of 19 2 September 21, 2023 Special Board Meeting Agenda Packet - Page 123 of 174 1 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 3 Strategic Plan: Accountability and Performance • Detailed metrics: Assigns responsibility/ accountability ii and measures progress • Performance Planning Period for Managers to be Aligned with Fiscal Year to Enhance Linkage • Over time, we have expanded the number of metrics while maintaining/improving achievement levels Strategic Plan Metrics: Strategic Plan Metrics: Percent of Metrics by Achievement Status Number of Metrics and Achievement Status 100% , ■ . ^ + 80 so% H 70 80% - 70% 60 ■ - 60% 50 ■ 50% 40 40% 30 1 1 1 30% 20 20% 10% 10 0% 0 O` 10 Fiti F�ti c� �' Fiti • Me[ Slightly Below -Did—m— • N/A • Mei SlightlyBelow • Did na mea • N/A 4 4 Page 3 of 19 September 21, 2023 Special Board Meeting Agenda Packet - Page 124 of 174 2 Page 4 of 19 Strategic Plan Components 1. Vision, Mission, Values (Board 4t determination) 2. Goals (Board determination) 3. Strategies CED 4. Initiatives 5. Key Success Measures 6. Key Metrics W 5 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. G". Aki September 21, 2023 Special Board Meeting Agenda Packet - Page 125 of 174 3 Governance Model ,44 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. 7 The Big Picture • Board job description • Member code of conduct • Agenda, annual budget • Self assessments • GM job description • Delegation of authority • GM role clarified • Performance evaluation 8 • Vision, mission, values, goals • Clear accountability • Data driven decisions • Benchmarking for success • Plan strategies, actions • Operational alignment in budgeting, finance, personnel, internal management operations Page 5 of 19 W September 21, 2023 Special Board Meeting Agenda Packet - Page 126 of 174 4 Page 6 of 19 Plan Development/Adoption Schedule 0k Board evaluation of completion of previous Strategic Plan Ongoing Board Initial Board discussion 9/21/23 Board/ .r• Staff/Larry J ©Administration Committee review of proposed Vision, Mission, Values, and Goals (VMVG) 10/11/23 Administration Committee ©Staff submits updates to the `Ys 2024-26 Strategic Plan 10/11/23 —11/9/23 Staff Follow-up Board workshop —if needed TBD if needed (11/2/23) Board/ w7i Staff/Larry © Board reviews and approves VMVG 11/16/23 Board/Staff/ Larry if needed Staff workshop to review and revise updated Strategic Plan 11/29/23 Staff Administration Committee review of Strategies, Initiatives, Key Success Measures, and Key Metrics Mar. 2024 Administration Committee 11 Integrate Strategic Plan into draft Budget book Mar. 2024 ,i Staff Board adopts final Strategic Plan May 2024 Board Rollout June 2024 Staff 9 10 September 21, 2023 Special Board Meeting Agenda Packet - Page 127 of 174 5 Current Vision To be an industry-leading organization known for environmental stewardship, innovation, and delivering exceptional customer service at responsible rates 11 Current Values Customer Employees Environmental Service Sustainability • We are responsive to our customers, and we deliver on our commitment to provide safe, reliable, and cost-efficient services. 12 • We empower our employees to do their best work • We conduct our business to safeguard and improve our planet. Page 7 of 19 September 21, 2023 Special Board Meeting Agenda Packet - Page 128 of 174 6 Current Values (continued) • We hold ourselves accountable to a high standard of honesty, reliability, and transparency. • We continuously improve and optimize our operations. 3 *Adopted in 2021, prior to engagement of DEI Task Force/Consultant 13 • We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity and inclusion Current Goals Customer and Community Provide exceptional service Environmental Stewardship Meet regulatory requirements,promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts 15=1 Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds Governance & Fiscal Responsibility QUphold integrity, transparency, and wise financial management in an effective governing model Safety &Security Provide a safe, secure, and healthful workplace that foresees and addresses threats Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient,and long lasting Innovation & Agility �f Optimize operations for continuous improvement, and remain flexible and adaptable 14 September 21, 2023 Special Board Meeting Agenda Packet - Page 129 of 174 Page 8 of 19 Achievements from FY 2022-23 Customer and Community Provide exceptional service • 94% customer satisfaction rating for the North Orinda Sewer Renovations, Ph. 8 project. High customer service rating for collection system emergency calls. Opened a new Recreational Vehicle (RV) Wastewater Receiving Station. • Hosted citizens' academy, Central San Academy for the fifth time to welcome and educate 20 participants. • Oversaw approximately 49,000 visits to the HHW Collection Facility and Residential Recycled Water Fill Station by residents, small businesses, reuse customers, retail partners, and fill station users. • Won 2022 Uptime Award for Best Work Execution Program — 3rd Uptime Award for Plant Maintenance Division in five years Environmental Stewardship Meet regulatory requirements, promote sustainability,and identify and reduce contributions to climate change and mitigate its impacts • NACWA Peak Performance Award Platinum status for the 25th consecutive year, recognizing 100% compliance with Central San's wastewater discharge permit. • Continued efforts to augment the region's water supply through the proposed Refinery Recycled Water Exchange. Signed MOU w/ EBMUD to explore larger RW collaboration. • Co -hosted a Recycled Water Townhall in Lafayette. Initiated the development of a Fleet Electrification Strategic Plan. Greenhouse gas emissions inventory / Net Zero alternatives presented. 15 Achievements from FY 2022-23 F Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds L • Launched Diversity, Equity, and Inclusion (DEI) initiative. • Implemented a Teleworking Policy. • Managed the fourth cycle of the BOOST Mentorship Program, the third Supervisory Academy, and kicked off the fourth Management Academy. • Launched the Leadership Speaker Series. • Hosted the on-site Externship Program. Governance & Fiscal Responsibility Uphold integrity, transparency, and wise financial management in an effective governing model • Achieved 22 consecutive years of receiving GFOA Certificate of Achievement for Excellence in Financial Reporting. • Achieved five consecutive years of receiving the GFOA Distinguished Budget Presentation Award for the FY 2022-23 Budget. • Completed a wastewater cost of service study and recommended a new rate class for accessory dwelling units for Board consideration. • Completed annual Benchmarking Study based on the American Water Works Association (AWWA) Utility Benchmarking framework and solicited involvement from 58 California agencies 16 16 Page 9 of 19 I September 21, 2023 Special Board Meeting Agenda Packet - Page 130 of 174 $ Page 10 of 19 Achievements from FY 2022-23 imSafety & Security Provide a safe, secure, and healthful workplace that foresees and addresses threats Zero lost workdays in Administration, Engineering, and Plant Operations Division. Completed seismic improvements on the Laboratory. Conducted phishing prevention training exercises and Cybersecurity Awareness training for all staff. and hired a Cybersecurity Analyst. Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting Invested $59.1 million in infrastructure replacement. Replaced/rehabilitated 4.3 miles of pipes (of 6 miles target). Renovated pumping stations in Orinda and Moraga. Replaced critical infrastructure at the treatment and filter plant, including RW storage, contractor yard, o. and blower improvements. ri Completed 8,922 collection system work orders on schedule 99.2% of the time. R Completed the Asset Management Plan. I � Innovation & Agility iii Optimize operations for continuous improvement, and remain flexible and adaptable Created the Operations Optimizations Division to improve efficiencies and effectiveness in all dimensions of performance at Central San. " p' Completed Phases 1, 2, and 3 of the Process and Technology Optimization (PTO) Strategic Plan. 17 Discussion What are Central San's top -line priorities for the next two FYs? What's changed in the past two years? Impact on plans for next period? • Economic: Higher borrowing costs & inflation • Clarity of CIP (including Solids Handling project) improved • CIP delivery concerns (3 years of underspend) • How we work (telework ongoing) • Diversity, Equity, Inclusion program further along • Recycled Water initiatives with EBMUD/Other Bay Area Agencies • Employee Development • Optimization • Board Relationship • Continued track record of accomplishments 18 September 21, 2023 Special Board Meeting Agenda Packet - Page 131 of 174 9 Discussion Current Mission Vision Values and Goals are provided _ as a starting point for discussion on the following slides 19 Page 11 of 19 20 September 21, 2023 Special Board Meeting Agenda Packet - Page 132 of 174 10 Discussion: Current Vision To be an industry-leading organization known for environmental stewardship, innovation, and delivering exceptional customer service at responsible rates 21 Discussion: Current Values • We are responsive to our customers, and we deliver on our commitment to provide safe, reliable, and cost-efficient services. 22 • We empower our employees to do their best work Environmental Sustainability • We conduct our business to safeguard and improve our planet. 4 Page 12 of 19 September 21, 2023 Special Board Meeting Agenda Packet - Page 133 of 174 11 Page 13 of 19 Discussion: Current Values Integrity We hold ourselves accountable to a high standard of honesty, reliability, and transparency. We continuously improve and optimize our operations. *Adopted in 2021, prior to engagement of DEI Task Force/Consultant 23 We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity and inclusion Discussion: Additional DEI materials The DEI Task Force advises Central San leadership, and the organization overall, on ways to enhance and better appreciate diversity, and foster inclusion and equity, so that Central San continues to be an employer of choice and can best serve the entire community in accordance with its mission, vision, and values. * From Central San DEITask Force Charter 24 Belief Statement •We believe that diversity, equity, and inclusion are a source of strength, creativity, and innovation and thus central to how we do business and how we engage with each other at work. We seek to build an inclusive culture at Central San by addressing and E i creating space for our many differences, including those based on gender and gender expression, socio- economic class, race, ethnicity, culture, religion, disability status, age, sexual orientation, and the intersection of these identities. We work to create opportunities for all to engage, to develop and k. contribute their talents, and to feel that they are valued v and fully belong. % September 21, 2023 Special Board Meeting Agenda Packet - Page 134 of 174 12 Discussion: Additional DEI materials • The presence of a range of human characteristics and identities in a group, organization, or community; including race, gender and gender expression, ethnicity, culture, sexual orientation, age, physical attributes and disability, socioeconomic background, religious and political affiliations and beliefs, veteran status, national origin, immigration status, and other dimensions that together, make up who we are. Diversity encompasses legally protected categories of people, as well as individual, interpersonal, organizational, and societal dimensions that define us as unique individuals. (Abridged) * From Central San DEITask Force Charter 25 • Fairness in how people are treated, rewarded, and have their needs met, in ways that consider both similarities and differences among people. Equity is not the same as equality and does not necessarily mean treating everyone in the same way, in that achieving equity can require removing invidious barriers and overcoming past discrimination and its repercussions, as well as considering the hidden ways in which differential opportunities for success are created. Equity means offering just treatment and opportunity to persons in ways that are free from sociocultural and other biases and providing people with what they need to do their best. Discussion: Goals -The following slides have the Strategies (developed by staff) that are associated with each of the seven Goals to help illustrate what each Goal means and to promote discussion 26 Page 14 of 19 • Practices that promote engagement and participation in the organization and/or group and that foster "experiences of inclusion" for everyone, across identities, resulting "in a sense of safety, full belonging,* participation, and voice across the range of diversity dimensions, without requiring assimilation or loss of valued identities." Every member should feel valued for the skills and talents that they bring as a whole person to the organizational community or to the group, without having to hide or suppress valued identities 41 W j September 21, 2023 Special Board Meeting Agenda Packet - Page 135 of 174 13 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 27 27 Environmental Stewardship Meet regulatory requirements and promote sustainability 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 REV Page 15 of 19 September 21, 2023 Special Board Meeting Agenda Packet - Page 136 of 174 14 Page 16 of 19 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 29 Strategy 4 - Foster a Culture of Diversity, Equity, and Inclusion 29 Governance & Fiscal ' Responsibility ►� Uphold integrity, transparency, and wise financial - management in an effective governing model l �J strategy i - Promote and Uphold Ethical Behavior, Openness, and Accessibility j W B,�a - Strategy 2 - Encourage and Facilitate Public Participation Strategy 3 - Maintain Financial Stability and Sustainability 30 4I September 21, 2023 Special Board Meeting Agenda Packet - Page 137 of 174 15 Safety and Security Provide a safe, secure, and 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 31 31 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 32 i Page 17 of 19 September 21, 2023 Special Board Meeting Agenda Packet - Page 138 of 174 16 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 & development Recruit, educate, empower, and retain a workforce from diverse backgrounds GOAL 4: Governance & Fiscal Responsibility Uphold integrity, transparency, and wise financial management in an effective governing model Provide a safe, secure, and healthful workplace that foresees and addresses threats GOAL 6: Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long iasting GOAL 7: Innovation & Agility optimize operations for continuous improvement, and remain flexible and adaptable • Plan Development/Adoption Schedule 0k Board evaluation of completion of previous Strategic Plan Ongoing Board Initial Board discussion 9/21/23 Board/ Staff/Larry Administration Committee reviewof proposed Vision, Mission, Values, 10/11/23 Administration Committee and Goals (VMVG) �Staff submits updates to the FYs 2024-26 Strategic Plan 10/11/23 —11/9/23 Staff w -up Board workshop —if needed d reviews and approves VMVG workshop to review and revise updated Strategic Plan inistration Committee review of Strategies, Initiatives, Key =_ss Measures, and Key Metrics rate Strategic Plan into draft Budget book d adopts final Strategic Plan 35 TBD if needed Board/ (11/2/23) Staff/Larry 11/16/23 Board/Staff/ Larry if needed 11/29/23 Staff Mar. 2024 Administration Committee Mar. 2024 Staff May 2024 Board June 2024 Staff Any Other Questions or Suggestions? *; 36 Page 19 of 19 September 21, 2023 Special Board Meeting Agenda Packet - Page 140 of 174 18