HomeMy WebLinkAbout2017-09-20 - Board of Directors Meeting Agenda Packet (B)
AGENDA
YORBA LINDA WATER DISTRICT
BOARD OF DIRECTORS WORKSHOP MEETING
Wednesday, September 20, 2017, 6:30 PM
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. ROLL CALL
J. Wayne Miller, President
Al Nederhood, Vice President
Andrew J. Hall, Director
Phil Hawkins, Director
Brooke Jones, Director
4. PUBLIC COMMENTS
Any individual wishing to address the Board is requested to identify themselves and state the matter on which
they wish to comment. If the matter is on the agenda, the Board will recognize the individual for their comment
when the item is considered. No action will be taken on matters not listed on the agenda. Comments are limited
to matters of public interest and matters within the jurisdiction of the Water District. Comments are limited to three
minutes.
5. DISCUSSION ITEMS
This portion of the agenda is for matters that cannot reasonably be expected to be concluded by action of the
Board of Directors at the meeting, such as technical presentations, drafts of proposed policies, or similar items for
which staff is seeking the advice and counsel of the Board of Directors. Time permitting, it is generally in the
District’s interest to discuss these more complex matters at one meeting and consider formal action at another
meeting. This portion of the agenda may also include items for information only.
5.1. Update of District's Strategic Plan
6. ADJOURNMENT
6.1. The next Regular Board of Directors Meeting will be held Tuesday, September 26, 2017.
Closed Session (if necessary) will begin at 5:30 or 6:00 p.m. depending on time
requirements and regular business at 6:30 p.m.
Items Distributed to the Board Less Than 72 Hours Prior to the Meeting
Pursuant to Government Code section 54957.5, non-exempt public records that relate to open session agenda items
and are distributed to a majority of the Board less than seventy-two (72) hours prior to the meeting will be available for
public inspection in the lobby of the District’s business office located at 1717 E. Miraloma Avenue, Placentia, CA 92870,
during regular business hours. When practical, these public records will also be made available on the District’s internet
website accessible at http://www.ylwd.com/.
Accommodations for the Disabled
Any person may make a request for a disability-related modification or accommodation needed for that person to be
able to participate in the public meeting by telephoning the Executive Secretary at 714-701-3020, or writing to Yorba
Linda Water District, P.O. Box 309, Yorba Linda, CA 92885-0309. Requests must specify the nature of the disability and
the type of accommodation requested. A telephone number or other contact information should be included so the
District staff may discuss appropriate arrangements. Persons requesting a disability-related accommodation should
make the request with adequate time before the meeting for the District to provide the requested accommodation.
ITEM NO. 5.1
AGENDA REPORT
Meeting Date: September 20, 2017
Subject:Update of District's Strategic Plan
ATTACHMENTS:
Name:Description:Type:
2011-2013_Strategic_Plan.pdf Backup Material Backup Material
YL Yorba Linda
W Water District
2011 -2013 STRATEGIC PLAN
INTRODUCTION
The Yorba Linda Water District (District) is an independent special district
serving approximately 23,800 accounts within the city of Yorba Linda and
portions of Placentia, Brea, Anaheim and unincorporated Orange County. In
addition to supplying water to a predominantly residential community, the
District is also responsible for maintaining wastewater collection systems in the
community.
Like many other water agencies in California, the District is facing a fast-
changing operating environment with unprecedented challenges on many
fronts. These challenges include an uncertain economic climate that has
resulted in a decrease in District revenue; water supply and quality issues;
environmental pressures in the Sacramento-San Joaquin Delta, threatening or
reducing our imported water supplies; regulatory mandates enforcing
permanent conservation levels; urgently needed infrastructure maintenance
and upgrades; rising employee healthcare costs; increasing media scrutiny;
and the impending retirement of many highly trained, knowledgeable staff.
To address these challenges, the District, with the assistance of MAP
Consulting, developed a strategic plan outline in 2009. This document takes
that outline one step further, for the years 2011-2013, creating a plan that can
be adopted by the Board of Directors and utilized for budgeting resources and
forward planning. The plan will be integrated into the FY 2011-2012 budgetary
process to ensure that resources are properly allocated to achieve the goals and
objectives set forth in this plan.
The goals, objectives and action steps within this strategic plan are determined
by the mission and vision statements and core values of the District and
further established through the process initiated by the Board of Directors at
their Strategic Planning Workshop on January 20, 2011. Stakeholders
participating in this process include all five Board Members, the Executive
Management team and members of the Employee Productivity-Innovation-
Communications (EPIC) Committee, made up of staff representatives with
varied levels of experience and expertise from across all District departments.
2 1 Page
Mission and Vision Statements
Mission Statement
Yorba Linda Water District will provide reliable, high quality water
and sewer services in an environmentally responsible manner, while
maintaining an economical cost and unparalleled customer service to
our community.
Vision Statement
Yorba Linda Water District will become the leading, innovative and
efficient source for high quality reliable services.
3
GOALS, INITIATIVES AND STRATEGIES
Through the District's strategic planning process, goals are identified as
challenges the District will address and opportunities for improvement that
support the District's mission and further its vision. Initiatives are defined as
high-level concepts or plans for accomplishing the identified goals. Strategies
are defined as action steps to achieving the identified initiatives, which in turn,
achieve the identified goals.
The following five goals were identified as the most critical challenges for the
District to address in the next two years. Milestones for the strategies and
action assignments are incorporated into the appendix of this document, and
will be adapted as needed in conjunction with the FY 2011/2012 and the FY
2012/ 2013 Budget process.
l CP:Community Partnership
al FR:Fiscal Responsibility
Goal • E:Operatio
al SR:Service Reliab
ga "
4 Page
Board Member Opportunities
One of the most important functions of the District's Board of Directors is the
governance of the agency through the establishment of broad policies and
objectives. It is, therefore, vitally important to the agency that the Board of
Directors understand and adhere to their set roles. The following questionnaire
details the Board of Directors' beliefs prior to the development of this document
and, in part, helped to determine areas for improvement outlined in the 2011-
2013 Strategic Plan.
4 3 2 1 0
4 = Outstanding, 3 = Good,responses
2 = Fair, 1 = Poor, O Unknown for each
score
Board members clearly understand their responsibilities to
3 2theboardandtotheorganization
I clearly understand my responsibilities to the board and
2 3totheorganization
The board contains the appropriate range of experience 2 3
Board meetings are conducted on a regular basis 4 1
The board meetings are productive and effective 1 3 1
The board is appropriately involved in community events 3 2
I am involved in community events 1 3 1
The board receives accurate and timely information about
4 1thefinancialstatusoftheorganization
The board regularly attends employee appreciation events 1 2 2
Board members come prepared to the meetings 4 1
I come prepared to the meetings 5
The board sets the policy direction for the future activities
5
of the organization
I believe that the organization is meeting its stated purpose 5
The board safeguards the assets of the organization by 4 1
having effective controls in place
The board works closely with the executive staff to develop 1 4
short-term and long-range projects, goals and objectives
The board regularly assesses whether the organization is
4 1
meeting it goals and stated purpose
Rate the working relationship between the board and the
1 4
general manager
5 Page
District Opportunities
Just as the Board of Directors utilized a questionnaire to establish areas of
strength and necessary improvements, all of the stakeholders involved in the
2011-2013 Strategic Planning process also utilized a questionnaire as a guide
for the development of the Strategic Plan, focusing on key words in the Mission
and Vision Statements. Each key word is rated on a scale of 1 to 10, with 10
being the highest possible rating.
Mission Statement Effectiveness
10.0
8. 0
6.0
4.0
F
2.0 oil
0. 0 T
L
Vision Statement Effectiveness
10.0 l
8.0
6. 0
4.0
2. 0
I
0.0
Overall Leading Innovative Efficient High Quality Reliable
6
District Core Values
All of the stakeholders involved in the 2011-2013 Strategic Planning process
utilized a second questionnaire as a guide for the development of the Strategic
Plan, focusing on potential core values for the District. A list of core values
from the 2009 Strategic Plan outline, as well as from the 2011 Strategic Plan
workshop was incorporated into the questionnaire. Each core value was then
rated on a scale of 1 to 10, with 1 being the most important value to the
District. The results are listed below, with the five highest ranked core values
including: Integrity, Accountability, Responsibility, Transparency and
Teamwork.
These core values form the foundation on which the District will perform work
and conduct itself. They underlie how the District's employees and Board will
interact with each other, as well as with customers, and which strategies the
District will employ to fulfill this Plan. They define the character of the agency
and guide how decisions are made.
Core Values Statement
The Yorba Linda Water District Board of Directors and staff are guided in
everything we do by the following core values:
Integrity- We demonstrate integrity every day by practicing the highest ethical
standards and by ensuring that our actions follow our words.
Accountability- We acknowledge that both the Board and staff of the District
are accountable to the public that we serve, as well as to each other.
Responsibility- We take full responsibility for our actions- both our successes
and our opportunities for growth. We maintain a commitment of courtesy,
assessment and resolution with all customer concerns.
Transparency- We promote a culture where we actively listen to our customers
and communicate openly about our policies, processes and plans for the future.
Teamwork - Success centers on all departments working together and sharing
information and resources to achieve common goals. We are dedicated to
ensuring that every voice of the District, from the Board to each individual
employee is treated with dignity and respect, and that differences are valued
and individual abilities and contributions are recognized.
7
Goal CP: Community Partnership
As a public agency, the District is expected to demonstrate the prudent use of
public funds. The District's services should provide tangible benefits that are
of value to the community. Strengthening existing relationships with key
stakeholders, including customers and agency partners, while demonstrating
our dedication to transparency in the most professional manner, is paramount.
Initiatives
CP 1: Increase . • Recognition within the Community
PublicCP2: Increase Awareness of Wastewater
Related Issues
Strategies
Brandue11-- Increase Recognition within the Community
Enhance Resources for Public Information 8, Governmental
Affairs Division
Develop a Public Relations Master Plan with Measurable
Goals
Have Board of Directors and YLWD Staff Attend More Events
and Inter-governmental Meetings within the Local
Community
Continue to Support Regional Training and Multi-Agency
Workgroups through the Joint Use of the Administration
Building
8 1 Page
Effectively Use Broad Spectrum Communication
Opportunities
PublicCP2: Increase of Wastewater
Related Issues
Provide Financial Incentives and Rebates for Water Use
Efficiency
Develop and Expand a Youth Education Program
Consider Participation in the California Urban Water
Conservation Council's Best Management Practices
Enhance the District's Regional Water and Wastewater
Industry Participation
14
1
9 1 Page
Goal FR: Fiscal Responsibility
The District is ranked highly by financial ratings organizations, has proven to
be a good financial steward, and consistently strives for a clear, well-
documented budget process and clean annual financial audit. However, with
the state and national economic crisis, the District has an even greater
responsibility to demonstrate effective and responsible use of public funds
while responding to ever-increasing financial challenges.
Initiatives
Fiduciary
MW 1
FR 1: Maintain
FR 2: Increase Reserve Funding
FR 3: Identify and Develop Additional Revenue Options
FR 4: Provide an Equitable Rate Structure
Strategies
FiduciaryFR1: Maintain
M-4 Develop a Comprehensive Multi-Year Financial Plan
Prepare a High Level Annual Budget Document and
Comprehensive Annual Financial Report and Compete for
Recognition by the Government Finance Officers Association
10 1
Revise the Water and Sewer Rules and Regulations and
Evaluate Fee Schedules Regularly for Proper Cost of Service
Coverage
M-4 Evaluate and Revise the Sewer Fund Allocation
M-4 Maintain Commitment to a Strong Debt Services Ratio
IFR 2: Increase Reserve Funding
Review the Reserve Policy and Funding Levels Annually
Analyze the Asset Management Plan to Determine Future
Asset Replacement Needs
M—W Implement an Approach to Ensure Reserves are Responsibly
Funded
FR 3: Identify and Develop Additional Revenue Options
L
Research and Obtain Grant Funding Whenever Feasible
M-4 Review Opportunities to Earn "Cash-Back" on Operating
Expenses through Commercial Credit Card Accounts
M—W Manage Cash Flow to Maximize Investment Income
11
FR ' Provide an E• Rate Structure
Complete the Cost of Service and Water Rate Study
Evaluate Equitable Rate Structures that Promote
Conservation and Efficiency
5 Z z
7 0 3S09
mom 6
2 - i
2 •
9 9
7 8 6 38 1 00 2
13 8.
t t
t t
I
t i i N
IN t
I N
1 t
t t
12 Page
Goal OE: Operational Efficiency
The District has provided reliable and trusted service for more than one
hundred years, yet it recognizes the importance of continual improvements to
increase operational efficiency.
Initiatives
Optimize Use of
OE 2: Address Inefficiencies Identified in the Self-
Assessment Survey
OE 3: Consider Utilization of a Peer Review Survey
Strategies
OE 1: Optimize Use of Existing Technologies
Identify the Current Functionality of Existing Technology
and Determine if it is Being Utilized to Full Capacity
Evaluate How Each Department Might Make Further Use ofM—W Existing Technology
Provide, Support and Encourage Employee Training
13 1 Page
OE in the Self-Assessment
Survey
Identify Core Inefficiencies
Develop Measurable Productivity Goals
Engage Employees in Methods of Addressing Inefficiencies
E 3: Consider Utilization of
Determine the Cost Benefit Ratio of a Peer Review Survey
Establish a Team to Determine the Focus of the Survey
Institute Guidelines for Areas to Be Addressed
JAVA
14 1 Page
Goal SR: Service Reliability
The ultimate purpose of District assets and infrastructure is to safely and
reliably provide vital services to the public. Our goal is to maintain all assets
for optimal continuity of District services. Effective management of assets
involves monitoring asset conditions against the level of service to manage risk
of failure, planning for future financial needs and anticipating uncertainties or
changing levels of service.
Initiatives
Project
SR 1: Work Toward Service Reliability and Efficiency
SR 2: Explore Service Boundary Opportunities
SR 3: Complete Implementation of Capital Improvement
1 1
Strategies
SR 1: Work Toward Service Reliability and Efficiency
L
Continue with Efforts to Annex District Service Area to
Orange County Water District
M-4 Forecast Service Demand Projections
M—K Engage with Regional Agencies on Water Supply Issues
M-4 Strengthen Existing Emergency Operations Partnerships
15 1 Page
Develop Additional Well Sites
Evaluate Alternative Water Sources
SR 2: Explore Service Boundary Opportunities
L J
Evaluate Feasibility of Providing Additional Water Services
within the Region
Evaluate Feasibility of Providing Additional Wastewater
Services within the Region
Evaluate Feasibility of Providing Other Professional Services
within the Region
Project
SR 3:Complete Implementation of Capital Improvement
1 1
Complete Implementation of Five Year Capital Improvement
Plan from FY 2011-2015 with adopted amendments
Continue Planning for Long Term Capital Improvements and
Replacements into the future
16 1 Page
Goal WE: Workforce Engagement
The District is known for its highly skilled staff and quality work. In order to
retain a highly productive and proficient workforce, maintaining and building
on employee engagement in the District will be critical to future success. With
uncertain economic times to continue in the near term, however, greater calls
for efficiency and responsiveness will require staff to be flexible and prepared to
demonstrate effectiveness and accountability.
Initiatives
WE 1: Retain a Highly Skilled and Capable Workforce
Develop a Comprehensive Plan
WE 3: Enhance Employee Relations
Strategies
WE 1: Retain a Highly Skilled and Capable Workforce
L
M-0
Maintain Competitive Compensation via Classification and
Compensation Surveys
M—W Explore Alternative Benefits
M—W Establish Career Development Expectations of Existing
Employees
MI Develop Methodologies to Assist Employees in AttainingWCareerExpectations
17 1 Page
Continue to Support Additional Training for Staff
Encourage Staff Participation in Professional Organizations
and Local Civic Groups
Execute Timely and Consistent Employee Performance
Evaluations
Develop . Comprehensive Succession
M-0 Identify Key Roles for Succession
M—W
Define the Competencies and Motivational Profile Required
for Key Roles
M—W Identify Individuals with the Potential to Perform Highly in
Key Roles
MM Develop Methodologies to Assist Employees in Preparing for
Advancement
WE 3: Enhance Employee Relations
M—W
L
Implement a Program to Recognize Employees for Excellence
Conduct Quarterly All Hands Meetings
Continue to Encourage Employee Training in Leadership and
Technology
18 1 Page
Acknowledgements
The following individuals contributed to the creation of this Strategic Plan.
Board of Directors
Michael J. Beverage, President
Phil Hawkins, Vice-President
Ric Collett
Robert R. Kiley
Gary T. Melton
Staff
Annie Alexander
Dave Barmer
Cindy Botts
Steve Conklin
Lee Cory
Nicole Dalton
Jennifer Hill
Harold Hulbert
Gina Knight
Delia Lugo
Anthony Manzano
Damon Micalizzi
Stephen Parker
Robyn Shaw
Ken Vecchiarelli
Art Vega
L
I
19 Page
Appendix: Initiatives and Action Plans
Goal CP: Community Partnership
Strategies Start Date
Completion
Lead Party
Financial/Staffing Comments
Date Impacts
CP 1: Increase Brand Recognition within the Community
Include in
Enhance Resources Retain Public
for Public Information
Public
Information 8v Gov't
FY2011/12 Budget
CP 1-A
8v Governmental
Jul-11 Dec-11 Information
Affairs
and proposed
Officer organizational
Affairs Division Specialist/Interns
changes
Current Supplies
Develop a Public
and Services Budget
Include in
Public total should be
Relations Master Plan FY2011/12 Budget
CP 1-13 Jul-11 Jun-12 Information adequate with
with Measurable and proposed
Officer additional staff to
Goals expenses
assist in completing
program objectives.
Have Board of
Directors and YLWD Estimated 67%
Include in
Staff Atte n d More Immediately increase in BOD
BOD/GM/PIO/ FY2011/12 Budget
CP 1-C Local and Regional following Nov- On-going total salaries,
Staff and proposed
Events and Inter- 2010 election benefits and
expenses
governmental expenses
Meetings
Continue to Support
Regional Training
and Multi-Agency
Adopt Joint Use
General Facilities Agreement
CP 1-D Workgroups through On-going On-going None
Manager in first quarter of FY
the Joint Use of the
Administration
2011/12
Building
Effectively Use Broad
Manage within
Implement Audio
Public expanded Public
Spectrum Recording of YLWD
CP 1-E On-going On-going Information Information 8v
Communication BOD Mtgs by Apr-11OfficerGovernmentAffairs
Opportunities
Division
and Video by Jul-11
20 1 Page
Goal CP: Community Partnership (Continued)
Strategies Start Date
Completion
Lead Party
Financial/Staffing Comments
Date Impacts
CP 2: Increase Public Awareness of Water and Wastewater Related Issues
Include in
Provide Financial
Incentives and Additi onal$10,000
2011/12 Budget
CP 2-A
Rebates for Water Use for FY 11/12
Jul-11 On-going BOD/GM/PIO and proposed
Efficiency
expenses in PI/GA
Division
Include in
Develop and Expand a Public FY2011/12 Budget
Additional$14,500
CP 2-B Youth Education Jul-11 On-going Information and proposed
for FY 11/12
Program Officer expenses in PI/GA
Division
Consider Explore and report on
Participation in the agency
California Urban Assign Task to responsibility,
CP 2-C Water Conservati on Sep-11 Dec-11 GM Management impacts and benefits
Council's Best Analyst with
Management recommendation by
Practices Dec-11
Enhance the
District's Regional
Board Budget Include in
CP 2-D Water and On-going On-going BOD/GM/Staff
impacts included in FY2011/12 Budget
Wastewater Industry
CP 1-C;Staff impacts and proposed
Participation
minimal expenses
Goal FR: Fiscal Responsibility
Strategies Start Date
Completion
Lead Party
Financial/Staffing CommentsDateImpacts
FR 1: Maintain Fiduciary Responsibility
Finance Accounting
Develop a
Finance
Water:Included in Committee to
FR 1-A Comprehensive Multi Feb-11 Oct-11
Director
Cost of Service Study consider Adding
Year Financial Plan Sewer: $10,000 Sewer Model to
Contract in Jun-11
Prepare a High Level
Annual Budget
Document and
Comprehensive
Finance $900 in application Include Fees in FY
FR 1-13 Annual Financial Feld l Jun-11
Director fees 2011/12 Budget
Report and Compete
for Recognition by the
Government Finance
Officers Association
21 1 Page
Goal FR: Fiscal Responsibility (Continued)
Strategies Start Date
Completion
Lead Party
Financial/Staffing Comments
Date Impacts
Revise the Water and
Sewer Rules and
Complete Study in
Regulation and
General House and
FR 1-C Evaluate Fee Feb-11 Dec-11
Manager/
None
Recommend Fees
Schedules Regularly
Finance Structure Update for
for Proper Cost of
Director Adoption by
Service Coverage
December 2011
Evaluate and Revise Revised Allocation
FR 1-D the Sewer Fund Nov-10 Mar-11
Finance
None included in FY
Director
Allocation 2011/12 Budget
Substantial Rate
Maintain Include in
Increase Adopted in
Commitment to Sept-09 Rate Quarterly Board of
FR 1-E None Sept 2009 followed by
Strong Debt Services Increase Financial Directors
Pass Through
Ratio Review
Increase in Aug 2010
FR 2: Increase Reserve Funding
Latest Revisions
Review the Reserve Finance
Reviewed by Finance
FR 2-A Policy and Funding Apr-11 Jul-11 Director/Board None
Accounting
Committee for Board
Levels Annually of Directors
of Directors to
Consider in Jun-11
Annual Review of
Analyze the Asset Annual Plan to Determine if
FR 2-13 Dec-11 None
Management Plan to Review Prior Engineering Asset Replacements
Determine Future to Budget and Manager are on Track or
Needs CIP Update Asset Conditions are
Reassessed
Annual
Review of CIP
Implement an
Financial Finance Rates,COP's and
Approach to Ensure
FR 2-C Apr-11 Needs Director/Board To Be Determined Other Capital
Reserves are
Responsibly Funded
Included in of Directors Financing Options
Budget
Preparation
FR 3: Identify and Develop Additional Revenue Options
Research and Obtain
Gauge Cost
General Consider Part-time Effectiveness on
FR 3-A Grant Funding On-going On-going Manager Grant Coordinator Project by ProjectWheneverFeasible
Basis
Review Opportunities
Card Options
Discussed with
to Earn"Cash Back"
FR 3-13
Finance
on Operating Expense Jan-11 On-going 200 in annual fees
Finance-Accounting
Director Committee in March
through Commercial
Add'1 research
Credit Card Accounts
Required
Manage Cash Flow to
Track Opportunities
Finance Negligible transfer and Effectiveness
FR 3-C Maximize Investment On-going On-going Director fees with Quarterly
Income
Investment Reports
22 1 Page
Goal FR: Fiscal Responsibility (Continued)
Strategies Start Date
Completion
Lead Party
Financial/Staffing Comments
Date Impacts
FR 4: Provide a Rate Structure that Promotes Water Use Efficiency
Board to Consider
Complete the Cost of Finance
Rate Structure
FR 4-A Service and Water Mar-10 Mar-12 Director/Board None
Alternatives in Oct
Rates Study of Directors
2011
Evaluate Equitable Board of Cost of Billing Board to Consider
FR 4-13 Oct-11 Mar-12
Rate Structures that Directors/ System Revisions to Rate Structure
Promote Conservation General be Determined if Alternatives in Oct
and Efficiency Manager Needed 2011
Goal OE: Operational Efficiency
Strategies Start Date
Completion
Lead Party
Financial/Staffing CommentsDateImpacts
OE 1: Optimize Use of Existing Technologies
Identify the Current
Functionality of
IT Possible Costs for
Existing Technology
OE 1-A Jul-11 Sep-11 Director/EPIC Additional Staff
and Determine if it is
Being Utilized to Full
Committee Training TBD
Capacity
Evaluate How Each
EPIC Possible Costs for
Department Might
OE 1-B Selrll Dec-11 Committee/ Additional Staff
Make Further Use of
Existing Technology
Executive Staff Training TBD
Provide,Support and
Budget Preparation
OE 1-C Encourage Employee On-going On-going Executive Staff
to Include Training
and Professional
Training
Development
OE 2: Address Inefficiencies Identified in the Self-Assessment Survey
Identify Core EPIC
OE Jul-11 Jun-12 None
Inefficiencies Committee
Develop Measurable EPIC
OE 2-13 Aug-11 Jun-12 None
Productivity Goals Committee
Engage Employees in
EPIC
OE2-C Methods of Addressing Sep-11 Jun-12 None
Committee
Inefficiencies
23 Page
OE: Operational Efficiency (Continued)
Strategies Start Date
Completion
Lead Party
Financial/Staffing Comments
Date Impacts
OE 3: Consider Utilization of a Peer Review Survey
Complete Cost
Determine the Cost
Benefit Analysis and
OE 3-A Benefit Ratio of a Jul-11 Sep-11
Management
None
Present to Board of
Peer Review Survey
Analyst Directors Prior to
initiating Peer
Review
Establish a Team to
OE 3-13
PIC
Determine the Focus Sep-11 Oct-Oct-11 45,000
Prepare for Focused
Committee Peer Review
of the Survey
Results should
Institute Guidelines
OE 3-C for Areas to Be Sep-1l Dec-11
EPIC Reflect Cost Savings
Committee and Efficiency
Addressed
Increases
Goal SR: Service Reliability
Strategies Start Date
Completion
Lead Party
Financial/Staffing CommentsDateImpacts
SR 1: Work Toward Service Reliability and Efficiency
Continue with Efforts
to Annex District
Environmental
General $
110,000 included in
Impact Report in
SR 1-A Service Area to On-going On-going FY 2011/12 Budget
Manager Progress through
Orange County Water for CEQA
OCWD
District
Completed with
SR 1-13 Oct-10 Jun-11
Forecast Service Engineering Costs Included in FY Urban Water
Demand Projections Manager 2010/11 Budget Management Plan
Update
Completed Recycled
Engage with Regional
General
Water Study
SR 1-C Agencies on Water On-going On-going Manager
Continue to Monitor
Supply Issues De sal and Other
Local Projects
Strengthen Existing
Complete 2011
Emergency
Emergency Update of Emergency
SR 1-D
Operations
On-going On-going Operations Response Plan 8v
Partnerships
Coordinator/GM Participate in
Regional Exercises
Maximizing this
SR 1-E
Develop Additional
Mar-11 Jun-12
Engineering
est.$1.5M per site
resource will lower
Well Sites Manager Operating Costs by
1M per year
Evaluate Alternative Engineering
Develop Goals and
SR 1-F Objectives after
Water Sources Manager
Completing SR 1-E
24 1 Page
Goal SR: Service Reliability (Continued)
Completion Financial/StaffingStrategiesStartDateDateLeadPartyImpacts Comments
SR 2: Explore Service Boundary Opportunities
Evaluate Feasibility of
Providing Additional General
Analyze Cost Benefit
SR 2-A Jul-11 Jun-12 of Acquiring Locke
Water Services with Manager
Ranch Water System
the Region
Evaluate Feasibility of
Analyze Cost Benefit
Providing Additional General
of Acquiring
SR 2-13 Jul-11 Jun-12 Placentia
Wastewater Services Manager
Wastewater
with the Region
Collections System
Evaluate Feasibility of Analyze Cost Benefit
SR 2-C
Provi ding Othe r
Jul-11 Jun-12
General of Partnering in GI S
Professional Services Manager Services with Local
with the Region Agencies
SR 3: Continue Implementation of Capital Improvement Project Plan 2007-2012
Complete Current Capital
Implementation of Projects Update
Five-Year Capital Completes the
Engineering See Annual Updates
SR 3-A Improvement Plan On-going On-going Aggressive Cl Plan
from FY 2007-2012
Manager of Three Year CIP
started in 2003 and
with Adopted 2007 with supporting
Amendments Bond Sales
Continue Planning for Annually Review
SR 3-13 On-going On-going
Long-Term Capital Engineering Service Reliability
Improvements and Manager and Asset
Replacements Replacement Needs
25 1 Page
Goal WE: Workforce Engagement
Completion Financial/StaffingStrategiesStartDate
Date
Lead Party Impacts
Comments
WE 1: Retain a Highly Skilled and Capable Workforce
Maintain Competitive
Compensation via
WE 1-A Classification and On-going On-going HR Manager TBD
Compensation
Surveys
WE 1-13 Jul-11 Jun-12 HR Manager
Explore Alternative Long Term Cost Include in FY
Benefits Savings Expected 2012/13 Budget
Establish Career
Development Initiate one-on-one
WE 1-C Jul-11 Dec-11 Executive Staff None
Expectations of employee interviews
Existing Employees
Develop Include
Methodologies to Executive
recommendations in
WE 1-D Assist Employees in Jan-12 On-going Staff/EPIC None
employee annual
Attaining Care e r Committee
reviews
Expectations
Continue to Support General Incremental Budget
WE 1-E Additional Training On-going On-going Manager/HR Adjustments if
for Staff Manager Needed
Encourage Staff Track and Report on
Participation in Progress Regularly to
General
WE 1-F Professional On-going On-going Manage r
None Personnel-Risk
Organizations and Management
Local Civic Groups Committee
Execute Timely and
Track and Report on
Consistent Employee General
Progress Regularly to
WE 1-G
Performance Manage r
On-going On-going None Personnel-Risk
Evaluations
Management
Committee
WE 2: Develop a Comprehensive Succession Plan
Present Draft Report
General to Personnel-Risk
Indentify Key RolesWE2-A Jul-11 Selrll Manager/HR None Management
for Succession
Manager Committee at Oct-
2011 Meeting
Define the Present Draft Report
Competencies and General to Personnel-Risk
WE 2-B Motivational Profile Jul-11 Sep-11 Manager/HR None Management
Re quire dfor Key Manager Committee at Oct-
Roles 2011 Meeting
Present Draft Report
Identify Individuals
General to Personnel-Risk
with the Potential to
WE 2-C
Perform Highly in Key
Jul-11 Sep-11 Manager/HR None Management
Role s
Manager Committee at Oct-
2011 Meeting
Develop Present Draft Report
Methodologies to HR to Personnel-Risk
WE 2-D Assist Employees in Oct-11 Dec-11 Manager/EPIC None Management
Preparing for Committee Committee at Jan-
Advancement 2012 Meeting
26 1 Page
Goal WE: Workforce Engagement (Continued)
Strategies Start Date
Completion
Lead Party
Financial/Staffing Comments
Date Impacts
WE 3: Enhance Employee Relations
Implement a Program Cost Savings from
WE 3-A
to Recognize
Jul-11 Sep-11
EPIC
TBD
Efficient and
Employees for Committee Excellent Service
Excellence May Fund Program
Begin with Adopted
WE 3-13 Jul-11 Quarterly None
Conduct Quarterly All- General Strategic Plan and
Hands Meetings Manager Budget Goals in early
Jul 2011
Continue to
Present
Encourage Employee
Opportunities and
General Program Progress to
WE 3-C Training in On-going On-going Manager Personnel-Risk
Leadership and
Technology
Management
Committee Regularly
27 1 Page