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Home My WebLink AboutEDB 2123_CCUA-Values Presentation FINAL : : �� '�-, �p -t � ` " ,: - Bryan Cully �= - cctji ''f 1 �� I Karen Counes `•-jam- William Adams S t rate I C JamesCarolan Nin ' �� lf Joseph Ridge W u ` 1, 4 r .� Lisa Sterling '/?, • •- i . Plan y December 8 2021 - CDM c. . . �_ Srrith® L . ' I k I to- .• I A ' S N. II 11V Vocabulary and Process 1111" -MIP .. Vision Statement This is the basis for all that CCUA does and is the foundation for all actions. Core Values These are the summation of CCUA's culture. The keys to success must be consistent with CCUA's Core Values. Keys to Success CCUA identified "Keys to Success" in the Executive Director Transition Presentation. These are actions needed to grow and be successful. Strategic Prioritie • These are the actions recommend to achieve CCUA's Keys to Success. It is possible for a strategic priority to touch multiple keys to success. For example, Modernize and Improve Enterprise Systems and Procedures touches on: - Commitment to new technology - Develop uniform standards of practice - Develop enterprise processes and internal controls Tactical Initiatives These will be the specific plans to achieve each strategic priority. Core Values 000 0n 0 00 A ,‘ li, /VI . IPA k9 :• - // \\ Service Community Accountability Sustainability Commitment Provide long term sustainable value to our customers by conserving and protecting natural resources while providing clean, safe, and economical water, wastewater, and reclaimed water services. 3 L EAD£Rsy/A �� '' Stakeholder Q ��C. Understanding Product �� &Support Quality 1/47 S Cr=Q. Water A_ -�Q- Resource Customer .9 Sustainability Satifaction Z 0 EFFECTIVE o U UTILITY Employee& vi C Community Leadership — Sustainability Development z MANAGEMENT y cn �f Operational = Enterprise Optimization -9� Resiliency s. kl G'PF Infrastruture Strategy& Financial -47 J. cYi, Performance Viability Sk G 'MP NP KNOWLEDGE Clay County Utility Authority KEYS TO SUCCESS Organizational Develop and Implement Re-alignment Enterprise Processes and Internal Controls Commitment to CCUA Growth Vision40 W40,, Water Supply Security Develop Uniform Standards of Practice Regulatory Compliance to Staff Development allikil) AI --V y Commitment to and Investment New Technology Realign Resources Long-term Financial Resiliency MI5 a) 4., fl N U ILO V Strategic45 L L i+ 0 0 ra C C :~ 0 -0 W C C C _0 II Priorities •ctiO Ec' C Din V a/ y+'j cg a/ es 0_ 0 C aJ "—' c ° o cLa a, C o f `° cn 49 ,M ~ v c ca to ' E > > ma` s Baca..' o3aE EZ °° '� c 7) cu O cc c.) ' G n c N ccaa CV cc 0-o. 3 cc c°0 0O7 ° CC Develop Comprehensive vision of utility growth to • • • • • • • meet County growth projections Modernize and Improve Enterprise Systems and Procedures • • • • • • • Refine and Document a Capital Improvement • • • • • Planning Process to improve CIP delivery Implement Work Force Development (talent development,staff retention, and • • • • succession planning) o Improve, Document, and Standardize Work Processes • • • • Develop a Comprehensive Communications Plan • • • Develop a Long-term Financial Plan to Support the Significant Required Infrastructure Investment and • • • • • Equitably Allocate the Costs Between Customers 6 W X W z J U H U • i' / , ` , -� ,' , Develop Integrated Water Resources Plan to identify future CIP needs and timing. t. . j,o,,, . : Develop mid-level management • r )w - to grow and oversee additional ,/ Y• iidet# . 4 • . )1 staff and departments as the '� utility grows. Review current operations Growth Strategy approach and processes. Implement improved and new to to Meet Future processes to reach desired Demands service levels. I 1 s ; . jv f f Focus on addressing key IT shortcomings, overreliance on FileMaker, lack of interconnectivity I,_ �, across key software platforms. 6 �� • • %In' z ,s► • Expand past FileMaker replacement studies to • '9'S �' '.• • • / develop a step-by-step, phased replacement iel° strategy throughout the organization. •� _ Review and rank EMA Report recommendations • with CCUA staff. Develop concrete short-, mid- and long-term actionable items to address the issues. Continue database technology assessments with Modernize and an eye to developing concrete, discrete and step- wise projects to revamp CCUA enterprise systems i Improve Enterprise while supporting daily functions. (HR Management System, BS&A, Billing) Sste m s a n d Implement SCADA system-wide and manage Y operations accordingly. Procedures - � k :r r -1 1 0 - ... ,. k., .fir r� , .r -.i-__�. y l .-----.' --1::_. •-L..... 005-- -."-- , _ . r---_ ,=. � a_= � �� ' Project Business Case r� s ��'� � _= � — Identification, Development �: Evaluation, and and Project '`' / Ranking Definition r -- =c,� Refine and Document a N1 ... . =.,..... = . 44.: _ _ Capital Improvement ®-_ L. 0 Plann i n g Process to Address Review improve CIP delivery Alternative Construction Delivery Management Practices Identify and implement technical training to stay if 1 competitive with the industry trends and new systems needed for a larger utility. - . ► Implement competency training for operations and c -• t / ` 'S ._ maintenance personnel and consider the Association R { of Boards of Certification (ABC). r Implement training in areas that will improve `�. Viii.igist%„....z.s......,' manager's ability to communicate with employees ,'' (facilitation and performance feedback). ' _ Monitor training to ensure it is being implemented. \ Utilize new technologies to keep up with changing industry trends. Implement Continue to focus on staff retention through competitive salaries and creative benefits to retain Workforce institutional knowledge. Outline levels of certification needed for advancement Deve I o p m e nt to clearly communicate career path requirements. Implement right-fit for right-role. Reorganize to fit skill set to avoid losing younger or high-performing staff members. • Smith . 0./VIOW .Fq.tt Md Cats •seat...eat Salf at Year""""' Develop Standard Operating Procedures (SOPs) �`- ,fun 3 s�. Review current work processes and create SOPs lea 1., Improve SOPs as necessary to meet regulatory and I I'- .` a .< �. industry standards Reduce the number of 'paper' based work processes hart L.nmry nq«t<at B,.Mdown o.q«ti�npxt �'� '" Right-size processes to accommodate future growth .a. : •-� `' Develop processes for using Cartegraph for rear... ..,.....,,x . tread.. `m" ` ."r " I ° ' •" ongoing GIS and CMMS efforts, including: rear S•MINI 42 tll >AZ, tLOZZOT tL�'" ■ Asset inventory Documentation and Preventative maintenance processes and tracking Corrective maintenance processes and tracking Develop processes detailing asset Standardization of management analysis and how it feeds into CIP development, including: Work Processes Asset management-based asset renewal strategy (condition assessment, rehab and replacement) Asset management-based maintenance strategy ' ,\, : I VP i �` it Develop processes and tools to , update staff on important internal •i� 4 \• ;� communication. ,__ -� - Develop plan for external �..,,,� —s communications such as changes to rates, service interruptions, etc. Ensure communications plan Developencourages avenues for two-way communication through the Communications organization. Plan • Investigate developing a community outreach program. i _.,, ,.....r-i f,. t_.. What to track? I �y How to report? 4 '2 o- = Ii What supporting data is 11111* _ needed to enable KPI . ��- . + • tracking? Develop a KPI Who sees what level of detail ? Monitoring and Timelines for communication Reporting System to external stakeholders.