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Home My WebLink About12.-3 (Handout) Strat Plan Update-wDEIPillars as adopted1 Adoption of Strategic Mission, Vision, Values & Goals for Fiscal Years (FY) 2024-26 Board Meeting December 21, 2023 Philip Leiber Deputy General Manager, Administration Roger S. Bailey General Manager AS REVISED AND ADOPTED ON 12/21/2023 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 2 1 2 Item 12. (Handout 3) Strat Plan Update-wDEIPillars as adopted 2 Strategic Plan Components 1.Vision,Mission,Values (Board determination) 2.Goals (Board determination) 3.Strategies 4.Initiatives 5.Key Success Measures 6.Key Metrics 3 Developed by Staff between now and Strategic Plan Presentation in March-May 2024 Current Goals (Board agreed with all goals in general. Minor wording changes to #3, #4, #5, #7 shown subsequently.) Environmental Stewardship Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts Customer and Community Provide exceptional service Workforce Diversity & Development Recruit, educate, empower, and retain a workforce from diverse backgrounds Governance & Fiscal Responsibility Uphold 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 Optimize operations for continuous improvement, and remain flexible and adaptable 4 3 4 3 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 next period? 5 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 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 5 6 4 Current Mission To protect public health and the environment 7 Vision To be an industry-leading organization known for environmental stewardship, innovation, and delivering exceptional customer service at responsible rates 8 7 8 5 Values 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. 9 Values (continued) Integrity •We hold ourselves accountable to a high standard of honesty, reliability, and transparency. Innovation •We continuously improve and optimize our operations. Diversity, Equity & Inclusion •We value people of all backgrounds, cultures, and perspectives, 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. 10 9 10 6 DEI Action Plan •Work is presently underway, 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”) 11 Linking the DEI Action Plan to the Strategic Plan 12 •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 Action Plan to the Strategic Plan •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 Using this approach` 11 12 7 4 Pillars of DEI Draft Action Plan * 13 I. INCLUSIVE WORKPLACE CULTURE. Foster a culture of inclusion, engagement, trust, and collaboration, where everyone has the opportunity to experience belonging and to contribute at their best. 1.Deepen partnerships, collaboration, trust, alignment, and effective two-way communication at Central San across levels, departments, and divisions and other differences. 2. Strengthen our workplace culture so that people of all identities are recognized, valued, made to feel that they belong as an integral part of the organization, and can grow to their fullest capacity while contributing to collective goals. Link to Strategic Plan Goal 3, Strategy 5 * As of 12/11/2023 4 Pillars of DEI Draft Action Plan 14 II. WORKFORCE DIVERSITY & EQUITY. Proactively foster and develop equitable talent management practices and systems that create and sustain a diverse workforce 1.Continue to attract and retain a diverse talent pool. 2. Identify and address barriers and implement specific strategies to retain a diverse workforce and increase equity for all groups. Link to Strategic Plan Goal 3, Strategies 1 and 3 13 14 8 4 Pillars of DEI Draft Action Plan 15 III. COMMUNITY ENGAGEMENT & VISIBILITY, EXTERNAL RELATIONS, & CUSTOMER SERVICE. Incorporate DEI principles into Central San’s approach to customer service and community engagement. 1. Review our services and approaches to community engagement and outreach to incorporate an equity lens. 2. Partner with other agencies on regional DEI strategies and initiatives. Link to Strategic Plan Goal 1, Strategy 4 4 Pillars of DEI Draft Action Plan 16 * From Central San DEI Task Force Charter IV. DEI LEADERSHIP & SUSTAINABILITY. Foster and maintain a vibrant culture of diversity, equity, and inclusion by establishing the organizational infrastructure and allocating the resources needed to lead, integrate, and sustain Central San’s DEI initiatives. 1. Integrate DEI strategy into Central San’s overall strategy and ensure that it is reflected in our vision, values, policies, and practices.. 2. Develop the infrastructure and resources needed to sustain and implement DEI at Central San. 3.Integrate DEI principles into training and onboarding. Link to Strategic Plan Goal 3, Strategy 4 15 16 9 Goals 17 •The following slides show the 7 high level goals validated by the Board •Also shown are the Strategies that are associated with each of the seven Goals (this material may be further refined) •Feedback from 9/21 Board session on both Goals and Strategies has been incorporated into this draft. •Includes Staff feedback from 12/4 Man ager Input Session •Also includes links from Draft DEI Action Plan 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 Engagement & Visibility,External Relations, and Customer Service * Includes both External and Internal measures 18 DEI-Pillar 3 New 17 18 10 Environmental Stewardship Meet regulatory requirements, promote sustainability and implement measures to reduce contributions to climate change and mitigate its impacts •Strategy 1 –Comply with all Regulations •Strategy 2 –Educate on Pollution Prevention and Environmental Protection •Strategy 3 –Be a Partner in Regional Development of Water Supply •Strategy 4 –Identify & Advance Sustainability Initiatives 19 Workforce Diversity, Equity & Development in an 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 20 DEI-Pillar 4 DEI-Pillar 2 DEI-Pillar 2 19 20 11 Workforce Diversity, Equity & Development 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 the opportunity to experience belonging and to contribute at their best. 21 DEI-Pillar 1 New Governance & Fiscal Responsibility Maintain a well-run, responsible and ethical organization emphasizing integrity and transparency •Strategy 1 -Promote and Uphold Ethical Behavior, Openness, and Accessibility •Strategy 2 -Encourage and Facilitate 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 22 New New 21 22 12 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 23 Infrastructure Reliability Maintain facilities and equipment to be dependable, resilient, and long lasting •Strategy 1 -Manage Assets for Optimal Lifecycle Value •Strategy 2 -Execute Long-Term Capital Renewal and Replacement Program to Ensure Reliability and Preparedness 24 23 24 13 Innovation and Agility Optimize District operations for continuous improvement,and remain 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 25 Goals As Revised 26Updated 25 26 14 Recommended Board Action 27 •Recommend Board adoption of the Mission, Vision, and Values as presented. •Recommend Board adoption of the Strategic Plan Goals, as revised and presented on 12/21/23. Plan Development/Adoption Schedule 28 Responsible PartyStartTask# BoardOngoingBoardevaluationofcompletion of previous Strategic Plan0 Board/ Staff/Larry 9/21/23InitialBoarddiscussion1 Administration Committee10/11/23 10/31/23 Administration Committee review of proposed Vision, Mission,Values, and Goals (VMVG) after initial Board feedback from 9/21/23 2 StaffOctober-DecemberStaffsubmitsupdatestotheFYs2024-26 Strategic Plan3 Staff12/4/23Staffworkshoptoreview and revise updated Strategic Plan4 Board/Staff12/21/23Boardreviewsand approves VMVG5 StaffDecember-FebruaryStaff refinement of strategies,initiatives, key success measures and metrics . Completion of DEI Action Plan and Further Integration into Strategic Plan 6 Administration CommitteeMar.2024 Administration Committee review of Strategies,Initiatives,Key Success Measures, and Key Metrics7 StaffMar. 2024IntegrateStrategic Plan into draft Budget book8 BoardMay2024BoardadoptsfinalStrategicPlan9 StaffJune2024Rollout10 28 27 28 15 Any Other Questions or Suggestions? 29 29