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HomeMy WebLinkAboutFYI 43315_UMC23_CCUA PowerPoint_Draft Johnston and Cully v2 Gam. The Utilit :, ...01 American Water Works 03 AWWA I W E F Association Management 0 I k �\ Water EnviEent �` Federat' � ConferenceTM %:.___,.„:=2 ,, ,, .. ......7„:„, .;...7 - _. ,), .0 . .„.... ice fil V _ I I al ill % " ' r.. :::, , 1 ifk.,,,:,:�-_-, ,4, '' '7,110, 4441P4i V Mitt brAN"rf t ' t ! _#tlrAM t/t\\i i , _ - V MIMI. 7r1Irrlirr 1.41", -.If 1 ; • ' • ,__t_ . . 0„niumr__121'111k_17_'11_07 IT r2-41t2-_ i_i_AAININIONL— I i , ' - ''''''' fl :auria._ imir,'''.. . :i -- - ------T, - - I I ter ; — - ► - • 4 wastiiiii6„6iiiiur Managing the Circus : Balancing Growth , Security, and Financial Responsibility through Strategic Planningj , _ ,,_ ,v- COUNTS a� -- Jeremy Johnston, MBA, PE — Executive Director, Clay County Utility Authority CDM Bryan Cully, MBA, PE — Program Manager, CDM Smith %T o�`�� Smith YAUTH Managing the Circus : Balancing Growth , Security, and Financial Responsibility through Strategic Planning I 41 j ' 1 TAAACAL i ik_ f� ia.) _r_.. - w,,, ,,,,,„ . . . I IWIli --ft • iii., a e . )11 of 1147, 4 " ... "I ii "I W t , it . , .,,,... ,. , . 4„„IL: .. , , , , Jeremy Johnston, MBA, PE Bryan Cully, MBA, PE CCUA Executive Director 4 CDM Smith Program Manager • 4 The I Utility — Mana ement � , � . . �„ _ r� � ���-� - .� ,imAg .�— � � � th, ��►�►.. Conference' e e= 4 . . `74 1 1 t �' Ilk t OLVI:i!1P M: I._ __Agenda t° • What is the Clay County Utility Authority (CCUA) ? • What are the driving forces at CCUA? • Major Initiatives and Lessons Learned • Integrated Water Resource Plan • Rate Study • Strategic Plan • How to effectively manage so many concurrent major initiatives • While maintaining one of the greatest shows on earth (in our opinion of course) ! The I I I _ — _ r�r maw 7 �� �r". Utilizont _—_ ✓ _ ® -- AWWA I WEF I 1 - ` rt `�' -•v' v _ ' 1 , , • .i . _ ce ''� 1 �' ` �, �-� 4,101.111� - - ., i ill �.�� _�■►�L. WhatiCCUA?• s Appointed Supervisors on the board 7 6 - appointed by the Board of County Commissioners Pr- 1 - appointed by the Governor to Valdosta Pensacola % •_ 10 Tallahassee �� p • `�� Jacksonville ores••Or ange Beach Destin Panama City ,t,_ — �, ' Water treatment l a nts • e Cny . 'I S. ugustine G\inesv Iler ' \ y 75 Daytona Beach , Wastewater reclamation plants ocala ,r /.— W • /. w' A''t''�r to•LA;:,,e., Orlando '_ rl' _,, .,;_, ti�.SSl:mee Q Reclaimed water storage ` ,•'s•._ 'q•,ti '� 'r v Melbourne n , Tampa__- f �oR,oA and pumping facilities i ; • ' d'"• _ ,,,,, .l.�•J ',, Petersburg Vero Beach y • -y s .:A � Sarasota Port St:Lucie t, J f ,,• 11/ a l IA14 -• a 's West Palm W 189 Lift stations Y '' n. u Beach IIIIIIIIIIIII+ Fort Myers >�y�urt7 -,:� r# '� M � For t ® y' .• �, l Naples Lauderdale Q ` 04 1 M ,, ;- 4 Miami Budgeted full-time employees +f} a' � , Ilam:k `. '�'� .., : W •UU 5— budgeted high school interns r Eserglades C g National Park CA r7 r ma is Customer accounts (roughly) •„ _ Key West 55K 92.5% are residential customers f„ ��� 150,000 people Google I _ i Utility ( ` � �� - . - II +r_3I,® Z �,m d Mana ement �1 l _I :� . r � �� v0_� ilatal kr" Uonference' , � . ip ,� _ . gKINIFI O. ►.. ,Ai A. u.Primary Driving Forces for the CCUA Organization t° New utility leadership Mission Statement ( March 2020) Our mission is to develop an environmentally • C m r rvi and economically sustainable utility that is usto e se ce focused on protecting the public health, p g • Core competencies safety, and general welfare by providing clean • Professional culture and safe potable water, wastewater, and • Teamwork reclaimed water services through conservation • Trans arenc of natural resources, diversification of the p y water supply portfolio, and development of a • Accountability highly trained professional staff prepared for • Operational efficiency tomorrow's challenges. The I ( i _ Utility - Mana ement ,, _1 _ , - _-_— v - .� , �, 111, gU _ . onference' . � , ,� �.,_ Organization Primar Drivin � Forces for the CCUA to New utilityleadership Vision Statement, professional culture, and organization core values 000 000 ,\ li, •- lig Pat a".0."p %/ f PC 7) it 0•114k, % 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. The I II - _ +r�„ i __� ;7':" Utility - A.pi; ! ® Management �� _� _ •- v. _ - .� , �, onference' ,� Driving Organization .%g _t a , __ 1 I-1—_ PrimaryForces for the CCUA tO • Unprecedented population and business growth r'‘,;. .. • Forecast the customer base to double FIRST COAST In 20 to 25 years EXPRESSWAY Florida Department of Transportation • Second phase of FCE complete in 2025 ►r , - • Finalphase of FCE complete by2030 ? � p �.+ lacksomnie 4 4 1 ,iimak . if...:. ..,,,,,.„. .c, e__ „ . ,... :, w ClayCounty- - ': �'sx \ �� 3'. ty St.Johns County .. ,r='I la Shands Bridge -TAN Utility --�- g Mana ement � , � . . _I _ ��-� v. .� � lip :� . �`\.� / `\ , ��►�►..g _ . onference' � � , ,� Primary Driving Forces for the CCUA Organization t° Need to modernize the utility Spry o int • Customer expectations • Information systems that minimize repeated data entry Cartegraph and deliver actionable AN OPENGOV COMPANY information for decision making • Standardized processes and procedures InvoiceCloud" workday. The I ( - _ +r�„ i _ � �.,mc•. Utility --- ���. .� �= ! � gii ,Mana ement � _� _ v. - .� , � onference' • I. Primary Driving Forces for the CCUA Organization , • de , e 0 . .... , . ,, . Florida's Clean Total Maximum . . . , •4..o, Waterways Act DailyLoads _•%, , A �`, , . 'c '_� . . ' (2020) (TMDLs) - .� ', ,. , , I. • . n 4r ..• I . A . Regional Minimum Basin Management �, .' `. Flows and Levels Action Plans ,,,� it (MFLs) (BMAPs) ‘ s'l : : - — Elimination of non-beneficial surface - . 40-4* water discharges (2021) - • 1 The I ( - _ +r�„ i __� —e. Utility --- ���. .� �= ! _��® Mana ementAlt�� _� _ v. - IV , 4111 " onference' 0 11M, , il__u._ _t kikir,trik'LI 1 kW"I mil-11 12" 1. Primary Driving Forces for the CCUA Organizatio n to • Financial S u sta i n a b i l ity Total All Customer Accounts All Customer Account Potable Water Use 12 Month Rolling Average 12 Month Rolling Average • Rate structure 4.22% 2.98% 12.69% • Equity and fairness ($/gallon) 21.65% 9.770/0 • Capital investment • Debt management 51.12% 71.15% 26.42% Tier 1 Tier 2 • Tier 3 • Tier 4 Tier 1 Tier 2 • Tier 3 • Tier 4 Unrestricted Net Position as % of Revenues = 119.3% Unrestricted Net Position as % of Debt = 70.4% Debt as % of Operating Revenue = 169.4% � . _ .5-`:i I .- I i \1 4 \ , ..* , r --• This much change .\.' - , , \ IL , ', \ , , /1 4 is a lot to balance .•• to .._ . _.,...... ... \. _ ......i _./� Y ,. y .; ,.'1,‹-� _, _/- �.. - ,k, , , - - _ ., .. I _, Lots of great initiatives, at the same time, can be . /L..g r ` ' overly taxing and detrimental to the team, '\*).--- - organization, and achieving the desired outcomes i,-,, 71\ d\ iii , Limited resources, and limited leadership availability can result in a logjam of good intentions \ f l r Three (3) critical concepts \, • Constant workload prioritization • Use of consultant resources where beneficial • Manage stakeholder and regulatory expectations The I 1- - _ +r�„ i � .-.,mc d. Utility = Mana ement „ _� _ - , —Conference' " ' . ,— 4, . `� 4 1 1.:r' 'Ali i_ , killa6411"2 Okli i LIP:Imp.il._ __— A HHolistic View f Organizational Success t° • Capital Improvement Program (CIP) • Integrate Water Resource Plan ( IWRP) Long-term Planning & Project • Rate Study Development Organizational • Financial management plan Infrastructure, CCUA Policies & Growth • Strategic Plan S ccess Procedures • Weaves together the IWRP and Rate Study • Integrates key long-term priorities and objectives Financial Planning • Update and standardization of policies and procedures & Funding Support • Update and modernize information systems • Staff training and development program ile • Succession planning Organizational , t Leadership. • Risk management and Culture iii, . 411, ' i I kr. i i i Long term planning ! 411 to meet the needs of ,1 . s, 1 1 „ , ili to the fu t u r '. t . t ..1 ' ‘ i 1 I . J; \k"‘i i,;.!. • .s a - �l _ : iiIWRP Drivers i, \, . .- ,!,... . ii , ") • .r� \..... • Economic Growth „,..,,,,,541., , ; ' 4'I ;., ,?-0, ' ' - • Water Supply . ,....... .....,„ .1!1101 J . . .. . . ., . _ , /,.... 1 ,-,--- .& • •., 1 _.....„ • New Regulations • ,. �.,_;,,,,„..j., . , •...,,,, ,.. .,.--, , •, :bt ,. .i., ‘,.. ,,,. zl.. , .2 • .,,., • . .... . 111" . ,. , , .... f. • , • ., ,,, II �• „.., , ..,.„.„ /1 .. r''',._-_, :41i.-• .- st r •\ , , a i I i. -1 ' This Photo by Unknown Author is licensed under CC BY The I i I --.7 _ �+r�„ i � `�e. Utility t __ _=�= - ® ._ Mana ement • . IN .�� _ _I ' ���� � v. _ �i � \� Conference' _ 4, . ••� _ 1 �., rAp -� I alkira!1i R,ilk I' _r•.. __Future \A,/ate r Supply 35 No Action - Baseline Conditions 30 — IO 25 I I 0 20 C7 2 15 10 „. Ik p I` ► k t 4 A A A I 5 Without action, CCUA would - O O . N m Ln lO N 00 01 O c-I C.,/ m d- Ln l0 I� 00 CT ,—I N m d- lO N (NJ N N N N N N N N M M M m m m M m M m d- d- d- d- d- d- d- experience periodi c unmet demand o00000CD00000000000000000000 as early as the end of this decade. No Action - Stressed Conditions 35 I 30 i I 25 I 1 I 1 0 20 I I I I I ` 1 C7 2 15 — 10 I- Im\mr._)r_mr),_ . O c-I N M Ln lD I� CO 01 O •--I N M Lf1 lD I� 00 01 O .--I N M V) lO N N N N N N N N N N M M M M M M M M M M Cr V V O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N N N N N N N N Traditional Reclaim Existing Augmentation Wells Reclaim Demand The I 11 --.1 _ �+r�„ i ► 2 �.,mc e. Utility t '" '------1, ---,__. ✓ = ® . - ,, i 4_6 e a 1,4, •I Confer ore° _ i 1 _l _ IWRP Portfolios Evaluated ___ to '�DSM Optimized/New Stormwater/ Shallow Indirect Surface Water Portfolio Programs Floridan Aquifer Storage Aquifer Potable Reuse Treatment Max DSM • • • Low Cost Q -0 aI a E Treatment °' •— ? a Focus LL Storage Focus • • 6 CalLow Cost • • • • Treatment • • • • Focus J Hybrid èè • • 6 6 A Number indicates relative amounts for each type of supply option include in portfolio he TV tlllty AWWAIWEF - _Y_ VW -` ‘1 Management , • , 1:.., p4AM_ _ , �.g 3 Conference° , e _ - _ `% - • 1 ', , 1 !� , l�- L_ - _. 1-�,ill a �+-mil��r._ IWRP Ranking Portfolios _ to No Action 0.25 0.06 0.12 Alt 0.00 Maximize DSM 0.06 0.24 0. • 0.10 0.04 Reclaimed; Low Cost 0 0.17 0.16 0.09 0.01 Reclaimed;Treatment 0.25 0.' ' • 0.03 Reclaimed; Storage 0.24 0.1i 0.08 0.03 Cap Reclaim; Low Cost 0.23 1.03 0.05 Cap Reclaim; Treatment 0.26 '.09 0.01 Hybrid 0.30 0.13 0.24 OAS - 0.04 ig i 0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 is Deliver Utility System Reliability (30%) Provide Cost-Effective Solutions (25%) Protect the Natural Environment (25%) • Maximize Implementation (15%) Offer Community Benefits (5%) The I 11 --.7 _ �+r ' `�e. Utility i _ I \ 1 •i onference' 01 , _PIMA 11 L vir- vim'Aril. Near-Term IWRP Investments IWRP Components Annual Yield Capital Cost to (MGD) (WO Demand-Side Management: Rebate programs and incentives to promote water use© 0.30 — efficiency and reduce reliance on groundwater for potable water supply. Turf Reduction for New Development: Requirement for new developments to limit the 2 0 amount of irrigableturfgrass and instead utilize Florida-Friendly Landscaping. Advanced Metering Infrastructure: Creation of a web portal to allow customers to view "Ill I their water use patterns, detect leaks and reduce wasteful behaviors. 0.97 $1.50 On-Site Stormwater Reclaimed Augmentation: Use of existing stormwater ponds at 0.24 $2.88 �` CCUA facilities as an additional supply to augment reclaimed water. � Shallown� Aquifer Supply: Construction of shallow aquifer wells to augment the reclaimed ( water supply at Peters Creek Water Reclamation Facility. 0.80 $1.62 Consumptive Use Permit (CUP) Optimization for Reclaimed Augmentation: Flexibility 2.0 co within current potable supply permits to augment reclaimed water demands. IPIrrigation CUP Transfer for Reclaimed Augmentation: Repurpose water that is formerly 1.7 $0.51 used for agriculture/nurseries to maximize investments in CCUA's reclaimed system. S Purified Water Pilot Study: Completion of the pilot study to determine the feasibility of — $5.20 . 1) indirect potable reuse as a future supply option. Utility I I =_.� ' �+r�aca__� ► � ..,". � Utility AWWAI WEF �Ij I r10_� =�-- 1 t asso� ;'1 Management � `'`4. m . min `,'t : - _ - -• I" `4 ,a� ,' ,r \� .. Or"! Conference' _ 4 1°. 1 � 1 1 -� 7 I I — ice • IkIkli,F+'kit 5-YEAR CIP 10-YEAR CIP Time- N N N N N N N CO M M ; frame Project 0 0 0 0 N N N N N 0 N N N N Advanced Metering Infrastructure • • On-site Stormwater Reclaimed Augmentation • 5-Year g CIP Shallow Aquifer Supply at Peters Creek WRF ■ Irrigation CUP Acquisition for Reclaimed Augmentation FDOT Stormwater Augmentation • • � � � � 10-Year (WRF Treatment)' Projects CIP Continue Indirect Potable Reuse I • • WRF - Water Reclamation Facility Design & Permit Construction Operational 'FDOT planned as three phases with design and permit continuing to the second phase while the first phase is in construction, The I ( — +r�„ � �.,mc-. Utility - ! _ ® Mana ement � _� _ v. .� , �, U lip . `\.� `\'�, ��►�►.. g 1 J Conference' _ •1 1 fir' ikw. # _ - _ A.awl;iv!1•w: .�._ __— Ada ptive Management Trigger Points to • Surface Water • Additional Treatment for DSM/Ordinances • Indirect Reclaimed Augmentation • Additional Alternative Potable -and/or- Supply p 20 • FDOT Reuse • Regional Recharge _ <7 Stormwater -and/or- Partnerships cro' 2 18 Augmentation • Additional 0 ► z- rD j, -and/or- Shallow Stay the - 16 • Floridan Aquifer course rD 0 Aquifer Supply 3 `") 14 Additional © Stay the course © Stay the ? • DSM Programs • Irrigation CUP Supply course z ° 12 • Turf Reduction for New Acquisition for ro -o Reclaimed to Develo Development p Augmentation O © © * Q- z 10 • Advanced Metering Stay the course Stay the course Stay the Infrastructure • CUP Optimization course o for Reclaimed o r 8 • On-site Stormwater Augmentation ri:. E Reclaimed Augmentation w o 6 • Shallow Aquifer Supply o _c at Peters Creek • Potable Well/Treatment Capacity Expansion ni 4 4 for Lake Asbury and Governor's Park z o • • z 2 2 r no eL 2023 2028 2033 2038 2043 Triggers o 0 o Is water demand growth tracking higher or lower? If lower demands, stay the course. If higher demands, then determine supply project feasibility and implement feasible projects. ii Utility --- v . ._ Mana ement I I lii jil Il --_ . • conference- _ ,� i 44 I `\LAM,"._ I Cumulative Cost of Adaptive Implementation Strategy ($M) $120.0 •+ Surface Water ° ■+ IPR $100.0 •+ FDOT Stormwater • Initial Options $80.0 c 0 g $60.0 $40.0 $20.0 0.0 • • 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 l � 1 Don ' t Forget • Restof th CIP . . . *), -.40w • Replacement and Renewal Projects AN *v \ • Growth- Driven Projects \\1r/ \ • IWRP Water Supply Projects -04 MI I o by Unknown Author is licensed under CC BY-NC-ND i4iiriffirs,:_immu.m.iti,B4.4 -1- Aril"lu •ar ,.114, — ...0-- ea r. .. 4 , 07411 ' ,4, . (..i lir, -04. • , _ . ....--, .. _ , , • ' .• ..., ..f 47AL . 'MN.40111.1!• •'' • . . . . . , . • Pr ..... .7 • .1;- •, 04°.'"Wira * A 4 , • _ air• - .." ..4.411111111.11111111111.1111111N . 0 Z. .. I ' \ ...... ..!, a • - .- 77 - _.,...._ ....., . - ,.. -_-_ ii, • ,• to • .. - .. ;- • .-' "t• * ,,," %.d. .- -..:..,. - ... ,_... -:.... - .'•, - . ..ik _ .1 7......- .- .400444, I . - -...: . ..A -r•-- - 4 ,.. -111P.'--- *. The elephant in the room ...n ..,:_,. .,..r.'. . itogio)_ . ., .. . 4'1.- •_ • . .. . ..7- 44•••• ilk , - ... How do we pay for all this? . • .._. . .. _.- t i• I f i • Rate study rAZ.N. I . •• ',. I r% .... .••;"en i•‘,;;-,. .- /-- • .4.74%..ar 'i Vill . A m. , ---_ --_. -_ -. ir .... ) i• . .111 ,, 2. 4ffialnia. #' -_ lIl/AlkmiLwmimiimailltja 't 16 110` liker- 4k•::'.>: .,- lb' miss miff Dupoirr F I R MAI SD THAE i . . , - . immtA Utility t __. ✓ = ® . . mA Mana Co nference' " s __ ,° 1 7., ;; �' r • otkirlw — Rate StudyObjectives Key questions : • Are current rates equitable? Sewer rate structure sound and consistent with industry standards • Are rates easy to understand ? • Do rates provide revenue Reuse rate generally seen as stability? concession„ in creases As demand • Does the rate structure should it move to cost of service rate encourage conservation ? Water rate is solid, could modify tiers to create a "unified water" rate, but no red flags The er k _ —.'� s G ...r-nFaw:a Z. e. AWWAI WEF " r.4 -M. �� ,'✓1 \ IManagement II `_ ;c:_ ". _:_ _ G.. \u.,, Conference' Ii __ 1 1 � �,� 4 `\!; C l,-11 o;ir.. Rate Study Outcomes to A financial management plan to support development of key policies to sustainably support the organization's initiatives CI P Ratio Calculation vs.Target Target I W R P Days of Cash on Hand Undesignated Cash 61,717,012 /Operating Expense per day / 108,836 Days of Cash on Hand = 567 0 455 In Years 1.55 Strategic Debt Ratio Plan Total Liabilities 98,549,946 /Total Assets / 414,398,677 Debt Ratio (%) = 24% `�, 40% Debt-Service Coverage Ratio Revenue, Annualized 55,093,391 - O&M Costs, Annualized - 39,180,899 /Total Debt Service / 9,238,085 Debt-Service Coverage Ratio 1.72 0 2.21 20-year Revenue Operating Ratio Total O&M Costs 39,180,899 Requirements. /Total Operating Revenue / 55,093,391 Operating Ratio 71% 0} 72% Strategic Plan A three-ring circus was once considered the greatest show on earth due to its coordinated and amazing feats... Actually, we are coordinating the efforts of experts and RATE professionals that may � _ be considered one of STUDY the greatest shows on STRATEGIC earth (in our opinion IWRP of course)... PLAN The I ( - _ +r�„ i __� �„mc d. Utility - ,,� �= ' � ® id Mana ement , � . ��� _� _ �� � ���-� � v. _ - .� , �, Q m�� ' Conference' :- 4 . `i. � 1 ,; �' l-�i_ rwrAa!1P__Aro.. __- - AStrategicPlanningApproach CCU to LEADERS PARTICIPANTS LEVEL OF DETAIL TIMEFRAME CCUA-led Senior Define the strategic Consultant-supported Leadership Team initiatives, don't solve them 20-year plan ORGANIZATIONAL PRIORITIES & VISION PLAN FORMAT STRUCTURE I Vision statement and EUM concept, focus on ALL or entire structure strategic priorities implementation of initiatives The I ( i �Utility --- ��. .�- �=�= �ok.-.. � , Management �� _� _ v. • ,'� . mA�g lip :�� �`\�� � `\� _�►�►.. Conference' *it, e _- - ., 1 , 1 �' .-0 ._� ;wow.= - � r The CCUAStrategicPlan to • Initial Phase — Listening ! KEYS 10 SUCCESS Organizational Develop and Implement Re-alignment Enterprise Processes and Internal Controls Commitment to 411 .4 Water Supply Security CCUA Growth Vision Develop Uniform Standards of Practice Regulatory Compliance Staff Development IAIIVII 4% . VCommitment to and Investment New Technology Realign Resources Long-term Financial Resiliency The I ( - Utility --_ �-,. .r .,� :_ Management �� _� ain to ._ . `\.� J ss6v2„ igisill �•►�►.. Conference' " —= , : `1 1 1 , $ � A '�-� # _ ._ i !1;R: .0._ __ __ TheAStrategicPlan Phase1 CCU tra eg Priorities ij is It iii 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 • s • Implement Work Force Development (talent development, staff retention, and succession • • • • planning) 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 The I ( - Utility � _ _ '-,. r ® � Mana ement li. _I ' x . ar v. - .� , �, Conference' " s= •. 1 1 � A ',ii� ii _ , tow!,Ph!il III: .a._ __— The CCUAStrategicPhase 2 to Capital Regulatory Infrastructure Operations Financial Compliance SEPTEMBER NOVEMBER ANUARY AUGUST OCTOBER DECEMB FEBRUARY Information Workforce Customer Quality Systems Development Engagement Control _ +r kk, __ �„mc d. Utility --- � . .r � �= ! _�� � Mana ement • . eu _ _ �� � ���-� � v. _ - .� , onference' ., % I ,; r' -k, v_ l ktkN of o t o __- r The CCUAStrategicPlan Ph . 2 t° • Developed strategic planning elements within each area Identified • Specific and Defined Ldiscrete initiatives Vetted • Responsibilities • Timeframes • SLT • Importance • Expert consultants • Relevance The I „ - _ +r-„ i __� �„mc d. Utility - �= ! _ ® Mana ement Neu _I v. - .� , �, r Conference' r s T. 1 1 �, 0 �-�1 1 i—l'uk !1p-: o._ __— � r The CCUAStrategicPlan Ph . 2 to • Prioritize all the great ideas ! .. • Develop a realistic, implementation plan • SLT availability / . • Financial implications • Organizational capacity for change r , • Importance/urgency of each item • Constraints and predecessors " • Typically requires delaying many items • This Photo by Unknown Author is licensed under CC BY-SA The I ( - __ d Utility - �= ! _ ® Alw Mana emend, _1 __, - „ v. - , �, Conference' 46 ; 44 `: . ; 1 F' �-1 i _-_ t l:wga 11!!NIP.�._�i �rAg Managing the Circus - Success to • You can manage the circus ! • Be mindful of your organization's capabilities and capacity for change • Engage the appropriate expert professionals • Consistently prioritize your team efforts and communicate expectations • These efforts can result in the greatest show on earth (in our opinion of course) ! 11 -***" . ...., illidir;wi, - Ar \:y fAl.. , >,Z e, ) Ili . •'. LL ‘t r .- -3p ,,, - 1;\ N; 4,,......,- , PO "- ', )1 iii i s ,, . , :;.,,,,, '1 1,;,-A. , - 7..5 , ;i II 0 �. 1. : , . ,, : :, -• fii. '� � ' " i dr IyAi,- "4"411106 • / -. V, ' : !. 4111 - 1 - I � I t-". to + ;• ♦ o 1 • 4110 ,.......z.\ . .....- _.,•111\ilb iii N. Questions . 0 I ,N., c O U,,T` • 'M 114 *-*4 XP4P .iI 1t,;, :, �... , ,�•• CSDn111 r► .1 : ' /TYAUTN° - - /11/1‘00/0171." 61: 4 'his Photo by Unknown Author is licensed under CC BY-NC-ND