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HomeMy WebLinkAbout03.c. Review and Consider Adopting Central San's Mission, Vision, Values and Goals for the Fiscal Years 2024-26 Strategic PlanPage 1 of 19 Item 3.c. F__1_448�411C_S0 October 31, 2023 TO: ADMINISTRATION COMMITTEE FROM: PHILIP LEIBER, DEPUTYGENERAL MANAGER -ADMINISTRATION REVIEWED BY: ROGER S. BAILEY, GENERAL MANAGER SUBJECT: REVIEW AND CONSIDER ADOPTING CENTRAL SAN'S MISSION, VISION, VALUES, AND GOALS FOR THE FISCAL YEARS 2024-26 STRATEGIC PLAN To begin the process of developing the Fiscal Years 2024-26 Strategic Plan, the Board conducted discussions on September 21, 2023 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, staff has synthesized the proposed MVVG options for Board adoption in the following attachments: 1. Proposed MVVG with tracked changes 2. Proposed Goals with DRAFT Strategies with tracked changes* Staff will refer to the Board's adopted MVVG to ensure the Strategies, Initiatives, Key Success Measures, and Metrics for the FYs 2024-26 Strategic Plan meet the high-level direction set by the Board. These will be presented to the Administration Committee in March 2024. 1 n May 2024, the final FYs 2024-26 Strategic Plan will be presented to the Board for adoption. Until that time, the Board may revise the MVVG if needed. * 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. October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 12 of 111 Page 2 of 19 Strategic Plan Tie -In GOAL ONE: Customer and Community Strategy 1— Deliver high -quality customer service GOAL FOUR: Governance and Fiscal Responsibility Strategy 1 - Promote and uphold ethical behavior, openness, and accessibility ATTACHMENTS: 1. Mission, Vision, Values and Goals 2. Goals and Draft Strategies 3. Presentation October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 13 of 111 Page 3 of 19 ATTACHMENT 1 Proposed Mission, Vision, Values, and Goals MISSION To protect public health and the environment VISION To be an industry -leading organization known for environmental stewardship, innovation, and 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 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. ENVIRONMENTAL SUSTAINABILITY • We conduct our business to safeguard and improve our planet. INTEGRITY • We hold ourselves accountable to a high standard of honesty, reliability, and transparency. INNOVATION • We continuously improve and optimize our operations. DIVERSITY, EQUITY, AND INCLUSION - We value people of all backgrounds, cultures, and perspectives, and we are GOMMitted to the pFinGipleS of equ t , and 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. 1 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 14 of 111 Page 4 of 19 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 and promote sustainability GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, retain and foster the trust of 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 adaptable 2 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 15 of 111 Page 5 of 19 ATTACHMENT 2 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 2024-26 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 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 ofL-eeal Water Supply • Strategy 4 — Identify and Advance Sustainability Initiatives and Policies, Including Reducing Energy Usage and Emissions GOAL 3. WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, retain and foster the trust of a workforce from diverse backgrounds • Strategy 1 — Recruit from a Diverse Pool of Qualified Applicants • Strategy 2 — Continually Engage Employees and Bargaining Units 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 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 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 16 of 111 Page 6 of 19 ATTACHMENT 2 Proposed Goals with DRAFT Strategies GOAL 5. 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 and Promote a Healthful Workplace • 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 for Optimal Lifecycle Value • Strategy 2 — Execute Long -Term Capital Renewal and Replacement Program Ensure Reliability and Preparedness 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 Organization -Wide Optimization • Strategy 3 — Be Adaptable, Resilient, and Responsive 2 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 17 of 111 Page 7 of 19 Attachment 3 October 31, 2023 Strategic Planning Workshop for Fiscal Years (FY) 2024-26 _�r•, Administration Committee Roger S. Bailey General Manager Philip Leiber Deputy General Manager, Administration, - Larry Bienati, Ph.D — Bienati Consulting Group, Inc. 1 2 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 18 of 111 1 Page 8 of 19 Strategic Plan # • Central San has developed two- s q year strategic plans since 2014. • The Strategic Plan provides overall direction on how Central San will achieve its vision and mission. • The framework assigns v responsibility/ accountability and 4 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 it 3 Strategic Plan: Accountability and Performance • Detailed metrics: Assigns responsibility/ accountability 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% ao 1 ■ , ■ • 90% 70 80% 60 ■ — 70% s0 ■ _ 60% 40 50% 30 1 1 1 4 20 30% 0 20% 0 0% .(�p�� ,yp�a .(�p'1a .(�p'1� ,tip^ti FY2016-17 FY2017-18 FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 c� t` c� c� t` F` c� • Met Slightly Bel— • Did no[ meet • N/A • Met Slightly Below • Did not meet • N/A 4 4 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 19 of 111 2 Page 9 of 19 Strategic Plan Components 1. Vision, Mission, Values (Board determination) 4t 2. Goals (Board determination) 3. Strategies Developed byCE:) Kg%', Staff between 4. Initiatives now and 5. Key Success Measures Strategic Plan Presentation in 6. Key Metrics March -May 2024 R 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. t: Aki October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 20 of 111 3 Page 10 of 19 Plan Development/Adoption Schedule devaluation of completion of previous Strategic Plan Ongoing Board iI Board discussion 9/21/23 Board/ Staff/Larry J inistration Committee review of proposed Vision Mission, Values, initial from 3 Administration Committee 3oals (V MVG) after Board feedback 9121/23 10/31/23 submits updates to the PYs 2024-26 Strategic Plan 10/11/23 — 11/9/23 Staff d reviews and approves VMVG 11/16/23 Board/Staff/ Larry if needed workshop to review and revise updated Strategic Plan 11/29/23 Staff inistration Committee review of Strategies, Initiatives, Key ess Measures, and Key Metrics Mar. 2024 Administration Committee rate Strategic Plan into draft Budget book Mar. 2024 Staff d adopts final Strategic Plan May 2024 Board ut June 2024 Staff 7 7 Current Goals (Board agreed with all goals; except for wording changes to #3 and #7, shown subsequently) ® Customer and Community Provide exceptional service MM4 Environmental Stewardship Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds ValGovernance & Fiscal O Responsibility Uphold integrity, transparency, an 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 Optimize operations for continuous improvement, and remain flexible and adaptable I October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 21 of 111 4 Page 11 of 19 Discussion Points from 9/21 Board Meeting s 44 What are Central San's top -line priorities for the next two FYs? ;d& Ali& 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 / Completion of Technology Strategic Plan • Emerging Policies: Net Zero/Climate Action Plans Contra Costa County LAFCO Draft Municipal Services Review Board Relationship Continued track record of accomplishments • Potable reuse of RW progressing. Emerging policies likely forthcoming related to DPR; Water agencies will likely drive IPR/DPR split DEI programs • Goals/best practices; related to nutrients/PFAs (major impacts coming) • National emergency preparedness readiness. Preparation efforts important. Also mutual assistance focus in helping others Additions by Board in Italics *,- Status Mission, Vision, Values, and Goals (MVVG) in following pages have been updated to reflect initial Board feedback from 9/21 workshop Today: Validate that changes have been reflected in the modified MVVG and prepare for scheduled November Board approval 10 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 22 of 111 5 Page 12 of 19 Current Mission To protect public health and the environment Board: No Changes Proposed 11 Vision To be an industry -leading organization known for environmental stewardship, innovation, and delivering exceptional customer service at responsible rates Board: No Changes Proposed 12 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 23 of 111 6 Page 13 of 19 Customer Service • We are responsive to our customers, and we deliver on our commitment to provide safe, reliable, and cost-efficient services. Board: No Changes Proposed 13 • We empower our employees to do their best work Values (continued) • We hold ourselves accountable to a high standard of honesty, reliability, and transparency. • We continuously improve and optimize our operations. • We conduct our business to safeguard and improve our planet. • We value people of all backgrounds, cultures, and perspectives, and We aFe mittPd to tho pF!RGiples of equity and 0nslusief}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. *Adopted in 2021, prior to engagement of DEI Task Force/Consultant. Additions are from DEI Task Force materials. Board: Reflect work of DEI Task Force 14 W October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 24 of 111 Page 14 of 19 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 DEI Task Force Charter 15 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. -Feedback from 9/21 on both Goals and Strategies has been incorporated into this d raft 16 -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 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 contribute their talents, and to feel that they are valued and fully belong. MLM October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 25 of 111 8 Page 15 of 19 17 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 No changes proposed. All Board Members agreed with this goal. 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 esal Water Supply Strategy 4 — Identify and Advance Sustainability Initiatives and Policies, (Including Reducing Our Energy Usage and Emissions) ✓ Board: Suggest we add influence legislation, policy advocacy, incorporate into above is October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 26 of 111 9 Page 16 of 19 Workforce Diversity and Development f Recruit, educate, empower, retain and foster the trust of a workforce from diverse backgrounds GM Bailey: Add Trust to this definition Strategy 1 - Recruit from a Diverse Pool of Qualified Applicants Strategy 2 — Continually Engage Employees and Bargaining Units and conduct Labor Relations in a Transparent, Effective, and Collaborative Environment. Board: Suggest we maintain consistent and regular communications with the Bargaining Units. • 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 19 TBD Board Member Lauritzen: Other DEI elements? Where will they fit? 19 t 4. Governance & Fiscal ' MWFIA Responsibility-►� Uphold integrity, transparency, and wise financial management in an effective governing model �J Strategy 1 - Promote and Uphold Ethical Behavior, Openness and Accessibility Strategy 2 - Encourage and Facilitate Public Participation ; r Strategy 3 - Maintain Financial Stability and Sustainability rt • No changes proposed. All Board Members agreed with this goal. 20 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 27 of 111 10 Page 17 of 19 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 and Promote a Healthful Workplace oard Member Lauritzen: Suggest we promote a healthful workplace in the strategies; wellness noted. Could link to strategy 1 Strategy 2 - Protect Personnel and Assets from Threats and Emergencies Strategy 3 - Understand and Reduce Impacts of Cybersecurity Attacks 21 Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting • Strategy 1 - Manage Assets O af4y for Optimal Lifecycle Value • Board felt this strategy encompasses a lot-- (more detailed language availabl • Response: "Dependable, resilient and long-lasting" are already in Goal, I have revised to include "for optimal lifecycle value" • Strategy 2 - Execute Long -Term Capital Renewal and Replacement Program to Ensure Reliability and Preparedness • Board Member Lauritzen: Noted we may need to add preparedness here as well. • Board Member Wedington: Also agrees it belongs here as much as safety 22 4 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 28 of 111 11 Page 18 of 19 Innovation and Agilityr!"M . Optimize operations for continuous improvement, and remain flexible awl adaptable Strategy 1 - Leverage Data Analytics to Become a More Efficient Utility ; • Board Member Lauritzen: does not like pie charts • TBD L. Bienati: Proposes more dashboards and charts L � r • Strategy 2 - Implement Organization -Wide Optimization • Strategy 3 - Be Adaptable, Resilient, and Responsive 23 23 24 .apt October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 29 of 111 12 Page 19 of 19 Plan Development/Adoption Schedule Board evaluation of completion of previous Strategic Plan Ongoing Board Initial Board discussion 9/21/23 Board/ Staff/Larry 9� ,r Administration Committee review of proposed Vision Mission, Values, and Goals (VMVG) after initial Board feedback from 9�21/23 3 Administration Committee 10/31/23 © Staff submits updates to the FYs 2024-26 Strategic Plan 10/11/23-11/9/23 Staff 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 Integrate Strategic Plan into draft Budget book Mar. 2024 Staff _ Board adopts final Strategic Plan May 2024 Board Rollout June 2024 Staff 25 25 Any Other Questions or Suggestions? *; 26 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 30 of 111 13