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HomeMy WebLinkAbout2018-04-17 - Board of Directors Meeting Agenda Packet AGENDA YORBA LINDA WATER DISTRICT BOARD OF DIRECTORS WORKSHOP MEETING Tuesday, April 17, 2018, 4:30 PM 1717 E Miraloma Ave, Placentia CA 92870 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL Al Nederhood, President Brooke Jones, Vice President Andrew J. Hall, Director Phil Hawkins, Director J. Wayne Miller, 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. Strategic Plan Goals 2 - 5 · Fiscal Responsibility · Operational Effectiveness · Community Partnership · Workforce Engagement 6. ADJOURNMENT 6.1. The next Regular Board of Directors Meeting will be held Tuesday, April 24, 2018. Closed Session (if necessary) will begin at 5:30 p.m. 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: April 17, 2018 Subject:Strategic Plan Goals 2 - 5 · Fiscal Responsibility · Operational Effectiveness · Community Partnership · Workforce Engagement ATTACHMENTS: Name:Description:Type: Presentation.pdf Backup Material Backup Material 2011-2013_Strategic_Plan.pdf Backup Material Backup Material 00 April 17 . 2018 target c processtools� lysls � strate � IC � £ scenario strategy swotdecision • va �lued lann � n rgoal rPEST leadership r � r i IN time . . .: obusiness m Workshop # 4 .N , Through the District's strategic planning process, GOALS : Challenges the District will address and opportunities for improvement that support the District's mission and further its vision. Initiatives : High-level concepts or plans for accomplishing the identified goals. II Strategies: Action steps to achieving the identified initiatives, which in turn, achieves the identified, goals Strategic Plan Status COMPLETED TO BE COMPLETED: Strategies Mission Statement G2: Fiscal Responsibility Vision Statement G3: Operational Effectiveness • Core Values G4: Community Partnership Goals G5: Workforce Engagement • ,G.1: Safe & Reliable Water and Sewer Service : rrrrrr Ccal ri� scdl Uespcnsl� bl� lltv ............... . $209 $209 $299 $325 - $55 $FaCJ Z d $�95 $731 5.2.a10 $320 $319 (C7.3v/o) $32-3 $ 1,015 $ 1,050 3.40/0 $1,0 $ 1,101 $ 1,136 3.211/o •. ; $ 140 $ 133 [5.01}/©) $8,700 $8,600 rr � A. I1A1 a4 .% ell as the portion delI"lan& In ads, � .. ., Maintain L Fiduciary Responsibility A Transparency FISCAL `aRESPONSIBILITY OIL Cost of Service Sources of L ................................................................................................................................................................................................................... Funding 5 �- 1 Ao�, 2011 :•r IS:k;N°i AS5{1G1AT19H )13 / GotFtfic,ile cif Achievement 1 for Excellence GOVERNMENT FINANCE.OFFICEAS ASSOCIATION 2[J1 2[]16 in Financia!Reporting Dfshtigu slwd U Flreented to Yorba Linda Water District , Award2tii R California Lf)1r PRESENTEDTO Initiative l: Maintain Fiduciary Responsibility Strategies: 1. Governmental Accounting Standards Board (GASB) S. Maintain high credit rating (AA/AA+ or higher), 2. Government Finance Officers Association (GFOA) develop relationship with rating agencies Recognition 6. Develop a comprehensive long-term (multi-year) CAFR: Comprehensive Annual Financial Report financial plan p p Annual Operating Budget 7. Reserves 3. Maintain debt covenant ratio of 225 Review reserve policy and funding levels annually Analyze Asset Management Plan (AMP) to determine future asset 4. Cash on hand of 365+ days at FYE replacement needs Ensure reserves are responsibly funded Initiative2 : Transparency f ....... ; ............. 3 • x M , Srateg ies: i` 1. ProForma 2. Annual disclosure reports Mull 11 disclosure on website q 3. Maintain California Special District E Association's (CSDA) Certificate of f! Transparency Fil ss"s rte. t ! : T W J ------------ yI j���,,..s�a]1si]tsi]tsausa,,, ��i��I .�(� �C.,"• ��`� t�a a r jp Initiative 3 : Cost of Service Strategies: 1. Responsibly manage expenses 2. Annual reconciliation and next steps I E mr ' ! 3. Rates Evaluate equitable rate structure that promote 7rikILY conservation and efficiency Proper fee schedule E3 C) Lil F Update cost of service and water rate study Y � I f � ul a IP doom r► AL o _ h f 7 • M Initiative 4 : Sources of Funding Strategies: 1. Identify and develop additional revenue options 2. Research and obtain grant or Energy Services Company (ESCO) funding for capital projects 3. Manage cash flow to maximize investment income 9 i r w ■raaR■rrraa agar agar �iw�� � �■aa■w■+�rrrar aa■ �Ma■rrraaa s�iaaa .,�r■arrrr■ ararw �■■■secrra rr+■r.aar --a��, a`--� � ■ P mJ � � uuuuu m:l a' •. �v�� ��..'� �'�q i iii r +'�, �.�r,.,.. , a. amasses:e a q g"rarrrawa■r arri�awaa■■ "� . ■aa■w■�ar a o-N ■■some ur■■■a■araraa ■w■■RaaaRwr :.rra■■a■ra■sraaaaaua _ Ra■rrarawa�. *rraaa��aaaraaaaaru iaaraa■4 r!ararr■ aaa�a■■ala �� a■arra.■.� r■ao.x■aaaR■arisaa■r e -No __ ■C R7 drlrm'■@WORDz I R n anon:MEMO:■aal■rrr■■■la■■ 99, aaa aaa at gw.:m �aCYaYmises0■9 10 AdMa�ari'e�F�®Raw�Y� � W�a9■■9M Jt ._.�1116�p���1�LP fi�Ak■FA�GF � - � .,a e,M.. , R rw w. 00 Efficiency Operational Effectiveness � Sustainability Emergency Preparedness Low -mom Initiative is Efficiency Strategies: 1. Automatic Metering Infrastructure (AMI) z. Optimize use of existing technologies 3. Address inefficiencies identified in ESCO's evaluation 4. Asset Management Plan 12 HUNTINGTON SANTA ANA ANAHEIM BEACH (� C �+ INJECTION WELLS *, ■ uu� Shallow Aquifer I Amber Principal ' Colored Water Natural discoloration Aquifer ! ' CROSS SECTION LOCATOR MAP from ancient buried plant and woody material A RECHARGE w BAS N5 Newport- Inglewood ewport-Inle ood Dee B Fault Zone Aquifer Peralta ■ Hills SANTA ANi4 y. Fault RIVER Consolidated, non-water-Dearing Aquitards Aquifers formations Lova-permeability clay Water-bearing and silt deposits sand and gravel AREA MANAGED Initiative 28. Sustalinabillity SustainabilityStrategy: Energy 1. Efficiency 2. Alternative sources W y a f 6 u. 14 4 Leak Detection Work 250 201 r 200 188 155 ® 4, 150 y 121 120 116 100 61 � 45 44 0 ■ n 5 n . r 0 FY 15-16 FY 16-17 FY 17-18(thru Feb) El Miles Checked ■ District Leaks Identified ❑Customer Leaks Identified LEAK CREW REPAIR WORK Mains Repaired ® Services Repaired Services Replaced AMS Replaced 0 250 200 200 187 185 150 136 106 96 100 50 17 36 16 39 11 22 0 ======= 1� FY 15-16 FY 16-17 FY 17-18(thru Feb) 15 Initiative 3 : Emergency Preparedness • Fire suppression/fire hydrant checks • Semi-annual exercises to activate the Emergency Operations Center in preparation for earthquakes, fire, etc. • Develop/increase relationship with other first responders • Establish an Emergency Preparedness team with District staff � T v N a i �a s u x f tt � 555 m ^ w I YM x �M x # M �► , v t y/ .orf OW,. 1 a � m n 4 l� Brand Recognition 4A, 77!r..... Community Partnership a �i Public .w--- A aren-es ` J . t Ir. 18 Initiative is Brand Recognition Strategies: 1. Better communication, strategies, and ' = i = tir messaging p 2. Establish annual tour of the District facilities coincide in May for Water 5 �n Awareness Month k/ 3. Sponsorships water donations etc. +oN E.rrda waft r Yorba Linda w Waver District 19 Initiative2 : Public Awareness Strategies: 1. Production of annual report: water usage, cost, •.•, reconciliation, investments, projects, etc. " • 2. Informative bill inserts 3. Monitor/communicate emerging water quality ander sewer issues/regulations 4. Host Federal/State/Local representatives for a tour and briefing, with the Board, at YLWD offices x ( ((( ..�'�` `i ry tt�i��t��i1�j11�111 � � � '���►��yx iR��' s,l 1.1 7 i �11 0 ccal io OR m H}jstij}{ rt{ �II}��; 040 v tilit ltl °°. r ' F: f�,g. � vz i ,SSI'�l�lll�ll!I f/ 066- M Employee Development PrOMAOtA L awerMaAf 7 .h 7 � ew0" ,( Motiva 1 o r C-d u_ a# I O LA Acvievewte_ At esPc�v�si bi l , t Employee Relations 1. Retain a highly skilled and capable workforce 2. Provide training, develop r management skills and career progression , r r`unE, 23 successors ambition available alnlachievement expert sAillsaspiration capable potential target promotion agency g evaluation organization preparation company ■ helpcounseling ■internal Ian lann n succession p ort growthstrategyposition service successstalent : ��` � prepared a business recruiting SY1G�jgJ 4� ., Jyy dor 4001F 1 CO> • �e 2• �� • ala _: �_ .b �afid 0 '.. 4. � \„rte.✓ Si� t —� \ .* Ji yr. J .✓ u A iqp 10 me Q my h F-� MOTIVATION ADVICE � J(DB TRAINING SUCCESS MENTORING .............. GOAL � � DIRECTION glassdoor' IV 17�k 2018BEST SUPPORT COACHING PLACES ToWORK EMPLOYEES' CHOICE 26 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