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Home My WebLink About12. Review and consider adopting Central San’s Mission, Vision, Values, and Goals for the Fiscal Years 2024-26 Strategic Plan Page 1 of 21 Item 12. CENTRAL SAN BOARD OF DIRECTORS POSITION PAPER MEETING DATE: DECEMBER 21, 2023 SUBJECT: REVIEW AND CONSIDER ADOPTING CENTRAL SAN'S MISSION, VISION, VALUES, AND GOALS FOR THE FISCAL YEARS 2024-26 STRATEGIC PLAN SUBMITTED BY: INITIATING DEPARTMENT: PHILIP LEIBER, DEPUTYGENERAL DEPUTYGENERAL MANAGER MANAGER-ADMINISTRATION Roger S. Bailey General Manager ISSUE To begin the process of developing the Fiscal Years 2024-26 Strategic Plan, the Board conducted discussions on September 21, 2023 to review and consider updates to Central San's Mission, Vision, Values, and Goals (MVVG). BACKGROUND 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. Since the Administration Committee meeting on October 31, 2023, further progress has been made in the December 21, 2023 Regular Board Meeting Agenda Packet- Page 214 of 461 Page 2 of 21 development of the DE Action Plan by Task Force members under the guidance of Dr. Bernardo Ferdman. It is anticipated that both the DE Action Plan and the District-wide Strategic Plan will be finalized in similar timeframes, and it is anticipated the material from the DE I Action Plan will be appropriate for inclusion in the Strategic Plan in order to facilitate progress tracking. To that end, the attached Strategic Plan material includes draft material from that DE Action Plan, as it currently stands. The attached presentation demonstrates how this material has been incorporated, along with other edits have taken place with respect to the language in the Strategic Plan Goals and draft strategies. * The DRAFT Strategies are included for the Board's reference, to indicate how staff currently foresees enacting the Goals if adopted by the Board as currently proposed. 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. ALTERNATIVES/CONSIDERATIONS The Board could choose to modify the Mission, Vision, Values and Goals. Input has already been provided during the session on September 21, 2023. FINANCIAL IMPACTS There are no financial impacts related to the adoption of Mission, Vision, Values and Goals. The approved budgets will contain funding to achieve the goals. COMMITTEE RECOMMENDATION This material was presented to the Administration Committee on October 31, 2023, which recommended Board approval. RECOMMENDED BOARD ACTION Review and adopt updates to Central San's Mission, Vision, Values, and Goals. ATTACHMENTS: 1. Mission, Vision, Values and Goals 2. Proposed Goals and Draft Strategies 3. Presentation December 21, 2023 Regular Board Meeting Agenda Packet- Page 215 of 461 Page 3 of 21 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 nri,,dpleG 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 December 21, 2023 Regular Board Meeting Agenda Packet- Page 216 of 461 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, educate, empower, and retain and foster the trust of a workforce from diverse backgrounds in an inclusive workplace culture GOAL 4. GOVERNANCE AND FISCAL RESPONSIBILITY Maintain a well-run, responsible and ethical organization medel 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 21, 2023 Regular Board Meeting Agenda Packet- Page 217 of 461 Page 5 of 21 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 and i�',�fy implement measures to reduce contributions to climate change and mitigate its impact • Strategy 1 - Anhieye Gemnlianno in Comply With All Regulations • Strategy 2 - Educate on Pollution Prevention and Environmental Protection • Strategy 3 - Be a Partner in Regional Development of dal Water Supply - Strategy 4 - Identify and Advance Sustainability Initiatives, lnnli irdiRg Re du GiRg Energy Usage and EmiSSOOn0 GOAL 3. WORKFORCE DIVERSITY, EQUITYAND DEVELOPMENT INCLUSIVE WORKPLACE CULTURE Recruit, educate, empower, retain and foster the trust of a workforce from diverse backgrounds in an inclusive workplace culture • 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 through equitable talent management processes - Strategy 4 - Foster a Culture of Diversity, Equity, and Inclusion by Building DEI Leadership Infrastructure and Sustainability • Strategy 5- Foster a culture of inclusion, engagement, trust, and collaboration, where everyone has the opportunity to experience belonging and to contribute at their best. 1 December 21, 2023 Regular Board Meeting Agenda Packet- Page 218 of 461 Page 6 of 21 ATTACHMENT 2 Proposed Goals with DRAFT Strategies GOAL 4. GOVERNANCE AND FISCAL RESPONSIBILITY Maintain a well-run, responsible and ethical organization tea edel • Strategy 1 — Promote and Uphold Ethical Behavior, Openness, and Accessibility Strategy 2 — Encourage Public Participation • Strategy 3 — Maintain Financial Stability and Sustainability • Strategy 4 - Comply with all laws, regulations, and policies • Strategy 5 - Advocate for relevant legislative and policy initiatives 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 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 Optimal! for Optimal Lifecycle Value • Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program Ensure Reliability and Preparedness GOAL 7. INNOVATION AND AGILITY Optimize District 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 December 21, 2023 Regular Board Meeting Agenda Packet- Page 219 of 461 Page 7 of 21 December 21,2023 Adoption of Strategic Mission, Vision, Values & Goals for Fiscal Years (FY) .� 2024-26 Board Meeting Roger S. Bailey General Manager 1 - Philip Leiber Deputy General Manager,Administration 1 1 Strategic Plan Central San has developed two- year strategic plans since 2014. The Strategic Plan provides overall direction on how Central San will C / achieve its vision and mission. The framework assigns responsibility/accountability and monitors progress. y, ,da � 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 1 our organizational success 2 December 21, 2023 Regular Board Meeting Agenda Packet- Page 220 of 461 1 Page 8 of 21 Strategic Plan Components 1 . Vision, Mission, Values (Board determination) 2. Goals (Board determination) 3. Strategies Developed by CED 4. Initiatives Staff between now and , 5. Key Success Measures Strategic Plan 6. Key Metrics Presentation in March-May 2024 3 3 h' A Current Goals (Board agreed with all goals in general. Minor wording changes to#3,#4,#5,#7 shown subsequently.) Customer and Community Provide exceptional service OMM 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 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 —» j Infrastructure Reliability , Maintain facilities and equipment to be dependable,resilient,and long lasting r,', � Innovation &Agility 1-4 Optimize operations for continuous improvement,and remain flexible and adaptable 4 December 21, 2023 Regular Board Meeting Agenda Packet- Page 221 of 461 2 Page 9 of 21 Discussion Points from 9/21 Board Meeting 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 nextperiod? Factors for Consideration •Economic: Higher borrowing costs&inflation •Clarity of CIP(including Solids Handling project)improved •CIP delivery concerns(3 years of underspend) •How we work(hybrid 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 1 5 Status Mission, Vision, Values, and Goals MVVG have been _ updated to reflect initial Board feedback from 9/21 workshop, validated by Administration Committee on 10/31. Staff have also reviewed Strategies and have incorporated material from draft DEI Action Plan. Today: Approve Mission, Vision, Values, Goals Check-in on Strategies (still under development) with discussion of integrating material from DEI Action Plan 6 December 21, 2023 Regular Board Meeting Agenda Packet- Page 222 of 461 3 Page 10 of 21 w �S-) Current Mission To protect public health and the environment Board: No Changes Proposed 7 Vision To be an industry-leading organization known for �I environmental stewardship, innovation and deliverin g �I exceptional customer service at responsible rates a.. Board: No Changes Proposed i 8 December 21, 2023 Regular Board Meeting Agenda Packet- Page 223 of 461 4 Page 11 of 21 ValuesCustomer Environmental Service • • Sustainability • We are • We empower • We conduct responsive to our employees our business to our customers, to do their best safeguard and and we deliver work improve our on our planet. commitment to provide safe, reliable, and cost-efficient services. rs. Board: No Changes Proposed 9 Values (continued) Diversity,Inclusion* • We hold We We value people of all backgrounds,cultures, ourselves continuously and perspectives,and accountable to improve and We aF8 MMitt8d to the PF'R of equity and a high optimize our 0nAl g;An believe that standard of operations. diversity,equity,and inclusion are a source of honesty, strength,creativity,and reliability, and innovation and thus central to how we do transparency. business and how we engage with each otherb at work. .a *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 10 December 21, 2023 Regular Board Meeting Agenda Packet- Page 224 of 461 5 Page 12 of 21 DEI Action Plan a917Z Work is presently underway, i concurrent with strategic plan development. ► Multiple benefits of integrating _ this work into the Strategic Plan Meeting of DEI Task Force was held on 12/11 to further refine DEI "Strategies" (one level below 4 "Pillars") = r Qo� - N 11 Linking the DEI Action Plan to the Strategic Plan -- How should this material be made actionable,and incorporated into our Strategic Plan? Options: -. 1. One link to DEI Action Plan in Strat Plan: "Execute ` the DEI Action Plan" Insufficient detail and ability to track achievement as part ` of Strategic Planning process 2. Links by Pillar: Link the four pillars from the DEI u6i^g Action Plan to the Strategic Plan p this approach Allows further refinement, phasing/prioritization, assignment of ownership of DEI action plan initiatives into first months of CY 2024. 3. Links by Strategic Goal: Too detailed; still being refined as of second week of December 12 December 21, 2023 Regular Board Meeting Agenda Packet- Page 225 of 461 6 Page 13 of 21 4 Pillars of DEI Draft Action Plan Link to Strategic Plan X Goal 3,Strategy 5 , I. INCLUSIVE 1. Dee partnerships, collaboration trust WORKPLACE en p p p > > > CULTURE. alignment, and effective two-way communication : Foster a at Central San across levels, departments, and culture of divisions and other differences. 1 inclusion, engagement, trust, and ■ collaboration, --- e where 2. Strengthen our workplace culture so that everyone has people of all identities are recognized, valued, : the opportunity to experience made to feel that they belong as an integral part belonging and of the organization, and can grow to their fullest to contribute at capacity while contributing to collective goals. *As of 12/1 1/2023 "W 13 4 Pillars of DEI Draft Action Plan - 4 Link to Strategic Plan � Goal 3,Strategies I and 3 _ a•••o II., -� WORKFORCE 1. Continue to attract and retain a -( DIVERSITY& EQUITY. diverse talent pool. ' '` Proactively foster and develop y equitable _ talent -r management practices and 2. Identify and address barriers NiT systems that create and and implement specific strategies sustain a to retain a diverse workforce and diverse workforce increase equity for all groups. 14 December 21, 2023 Regular Board Meeting Agenda Packet- Page 226 of 461 7 Page 14 of 21 4 Pillars of DEI Draft Action Plan Link to Strategic Plan Goal 1,Strategy 4 - oe £a.. III.COMMUNITY ENGAGEMENT 1. Review our services and approaches &VISIBILITY, to community engagement and EXTERNAL y RELATIONS, & outreach to incorporate an equity lens. CUSTOMER SERVICE. i Incorporate DEI principles into �F Central Sans 2. Partner with other agencies on - - _- approach to r customer service regional DEI strategies and initiatives. Yt . and communityy engagement. ` 15 4 Pillars of DEI Draft Action Plan Link to Strategic Plan Goal 3,Strategy 4 " IV. DEI 1. Integrate DEI strategy into Central San's LEADERSHIP& overall strategy gy and ensure that it is Foster and reflected in our vision, values, policies, and maintain a vibrant practices.. culture of diversity, equity, 2. Develop the infrastructure and resources and inclusion by needed to sustain and implement DEI at establishing the p �'- organizational Central San. infrastructure and I allocating the resources needed 3.Integrate DEI principles into training and to lead, integrate, onboarding. and sustain Central San's DEI *From Central San DEI Task Force Charter 16 December 21, 2023 Regular Board Meeting Agenda Packet- Page 227 of 461 8 Page 15 of 21 Goals FISCALYEAR -The following slides show the 7 high 2022-24 GOALS GOAL 1: and Community level goals validated by the Board exceptional service -Also shownGOAL 2:Environmental Stewardship are the Strategies that are associated .climate change. .mitigate its impacts with each of the seven Goals (this Recruit edu ate empower,and r:t.in. material may be further refined) from diverse backgrounds — t k -Feedback from 9/21 Board session onUphointegrity, se both Goals and Strategies has management in an effective governing model GOAL 5;Safety&Security been incorporated into this draft. Provide a safe,secure, foresees and addresses threats -Includes Staff feedback from 12/4 Man GOAL 6:infrastructure Reliability ager Input SessionMaintain facilities and equipment to be -Also includes links from Draft GOAL 7;Innovation&Agility optimize operations for continuous improvement, DEI Action Plan and remain flexible and adaptable r 17 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 • Strategy 4 — Incorporate DEI Principles into Community DEI-Pillar 3 Engagement& Visibility, External Relations, and - f Customer Service Includes both External and Internal measures 4: Board had no changes to first 3 strategies. Strategy 4 added from DEI work. f 18 December 21, 2023 Regular Board Meeting Agenda Packet- Page 228 of 461 9 Page 16 of 21 Environmental Stewardship 4 Meet regulatory requirements, promote sustainability and ideiy implement measures to reduce contributions to climate change and mitigate its Strategy 1 — AGhieye GemnliaRGG in Comply with all Regulations `` Strategy 2— Educate on Pollution Prevention and Environmental Protection . • Strategy 3— Be a Partner in Regional Development of Lesa4 Water Supply • Strategy 4— Identify &Advance Sustainability Initiatives, (Innli diRg Rork G'Rg Energy Usage and Gmissin A Board:Suggest we add advocacy for legislation, policy-->(added to Goal 4) 19 Workforce Diversity, Equity & Development in an Inclusive Workplace Culture r Recruit, educate, empower, retain and foster the trust of a workforce from diverse backgrounds in an inclusive workplace i culture ✓ GM Bailey:Add Trust to this definition • Strategy 1 -Recruit from a Diverse Pool of Qualified Applicants DEI-Pillar 2 • Strategy 2—Continually Engage Employees and Bargaining Units and conduct Labor Relations in a Transparent, Effective, / Board:Suggest we maintain consistent and regular V communications with the Bargaining Units. • Strategy 3-Retain Skilled Workers by Investing in Resources and DEI-Pillar 2 Opportunities for All Employees to Grow and Thrive through , equitable talent management processes i • Strategy 4-Foster a Culture of Diversity, Equity, and Inclusion DEI-Pillar a by Building DEI Leadership Infrastructure and Sustainability 20 ✓ Board Member Lauritzen:Other DEI elements? -->Now woven in. 20 December 21, 2023 Regular Board Meeting Agenda Packet- Page 229 of 461 10 Page 17 of 21 Workforce Diversity, Equity & Development wit `' in an Inclusive Workplace Culture (cont.) Recruit, educate, empower, retain and foster the trust of a workforce from diverse backgrounds and foster an inclusive workplace culture • Strategy 5— Foster a culture of inclusion, engagement, trust, and collaboration, where everyone has DEI-Pillar 7 the opportunity to experience belonging and �. • to contribute at their best. ' i , R � Tr - �P 21 21 Governance & Fiscal Responsibility Maintain a well-run, responsible and ethical organization UphoLd integrity and tr-anspareneyL, and wise finaneiaL management ,. n an effective goveFn.ng model. Strategy 1 - Promote and Uphold Ethical Behavior, Openness, and Accessibility • Strategy 2 - Encourage and Facilitate Public Participation B • M Strategy 3 - Maintain Financial Stability and Sustainability r • Strategy 4 - Comply with all laws, regulations, and policies • r Strategy 5 - Advocate for relevant legislative and policy initiatives / All Board Members agreed with this goal,and the first three strategies. V Strategy 4 added by Staff; Strategy 5 added based on Board input on Goal 2(related to legislative advocacy) 22 December 21, 2023 Regular Board Meeting Agenda Packet- Page 230 of 461 11 Page 18 of 21 Safety and Security Provide a safe, secure, and healthful workplace that foresees and addresses threats Strategy1 - Reduce and Eliminate Risks of Injury or Illness W 1 rY and Promote a Healthful Workplace 4 ✓ I ; Board Member Lauritzen:Suggest we promote a healthful workplace. �? i • Strategy 2 - Protect Personnel and Assets from Threatse and Emergencies Strategy 3 - Understand and Reduce Impacts of Cybersecurity Attacks 23 23 r Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting Strategy 1 - Manage Assets 9at1y for Optimal Lifecycle Value ✓ • Board felt this strategy encompasses a lot--(more detailed language available) Response:"Dependable,resilient and long-lasting"are already in Goal,but 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 Y1 t, 24 December 21, 2023 Regular Board Meeting Agenda Packet- Page 231 of 461 12 G K.I al. - ,p U _ -ISCAL YEAR �1 024-76 GOALS GOAL 1:Customer and Community GOAL 4:Governance&Fiscal Responsit>,Ilfty �-, Provide exceptional service Maintain a well run,responsible and ethical organization s GOAL 5:Safety&Security „ GOAL 2:Environmental Stewardship Provide sate,secure,and healthful workplace that Meet mquiatory requirements.promote foresees and oddrosses threats ustainability,and implement measures to reduce contributions to climate change GOAL 6:Infrastructure Reliability N GOAL 3: Workforce Diversity,Equity & Maintain facilities and equipment to be Development In an Inclusive Workplace Culture dependable,resilient,and long lasting Recruit,educate,empower,retain and foster the GOAL 7:Innovation&Agility truss of a workforce from diverse backgrounds Optimize District operations for continuous In an inclusive workplace culture improvement, and remain adaptable i Page 20 of 21 I Recommended Board I Action --' -Recommend Board adoption of the Mission, Vision, and Values as presented. -Recommend Board adoption of the Strategic Plan Goals, as presented. 1 27 27 Plan Development/Adoption Schedule A Board evaluation of completion of previous Strategic Plan Ongoing Board Initial Board discussion 9/21/23 Board/ Staff/Larry Administration Committee review of proposed Vision Mission,Values, 3 Administration Committee , r and Goals(VMVG)after initial Board feedbackfrom 3 21/23 10/31/23 it Staff submits updates to the FYs 2024-26 Strategic Plan October-December Staff Staff workshop to review and revise updated Strategic Plan 12/4/23 Staff i Board reviews and approves VMVG 12/21/23 Board/Staff Staff refinement of strategies,initiatives,key success measures and December-February Staff _ metrics.Completion of DEI Action Plan and Further Integration into y 1 Strategic Plan 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 28 28 December 21, 2023 Regular Board Meeting Agenda Packet- Page 233 of 461 14 Page 21 of 21 Any Other Questions or Suggestions? ,. r• - 29 December 21, 2023 Regular Board Meeting Agenda Packet- Page 234 of 461 15