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HomeMy WebLinkAbout12-08-25 Board MinutesStrategic Plan Workshop Developing Strategic Goals and Objectives December 8th, 2025 Otay Water District Facilitated by Where we are in the strategic planning process Staff Priorities & SWOT insights Strategic Planning Workshop Strategic Plan Draft & Approval Today Staff teams identified emerging issues, themes, and operational perspectives to inform the strategic context. Board members provided strategic insights and perspectives through the pre- workshop survey. Align on strategic direction and define focus areas for the next 3–5 years. Executive team integrates Board- aligned priorities into the updated Strategic Business Plan. Board Input & Priorities 2 Strategic Plan Build and Finalize Develop formal goals, strategies, objectives, and key performance indicators December 2025 – March 2026 July 2026 Publish Finalize and distribute the digital and print publications and upload new plan into the reporting application Development Timeline 3 Collect Board Input Board of Directors Workshop (inputs and direction) December 2025 Adopt Present finalized Strategic Plan during March Committees and April Board April 2026 Agenda Workshop Overview (10 minutes) Strategic Context: Where We Are Today (50 minutes) Break (10 minutes) Priority Alignment & Consensus (100 minutes) Integration & Next Steps (10 minutes) Includes a 20-minute break 4 Workshop Objective We will achieve that by: •Grounding today’s discussions in a clear, shared process. •Reviewing key insights provided by both Board and Staff. •Identifying and aligning on strategic focus areas for the next 3–5 years. Our core objective is to: Reinforce shared understanding of the District’s strategic direction and priorities for the next 3–5 years. 5 Workshop Principles Stay strategic: focus on the what, not the how Everyone contributes, one voice at a time Listen to understand, aim for alignment Keep it forward-looking (3–5 years) To provide exceptional water and wastewater service to its customers, and to manage District resources in a transparent and fiscally responsible manner. Our Mission Statement 6 Agenda Workshop Overview (10 minutes) Strategic Context: Where We Are Today (50 minutes) Break (10 minutes) Priority Alignment & Consensus (100 minutes) Integration & Next Steps (10 minutes) 7 Includes a 20-minute break Our Strategic Framework: The Balanced Scorecard Customer & Community Financial & Resource Stewardship Internal Processes & Operations Learning and Growth Enhance customer and community engagement to increase public awareness of the water industry and the District, while continuing to provide superior customer service. Operate the District in a financially sustainable and transparent manner. Practice ongoing infrastructure renewal and organizational improvement through planning and increased operational efficiency. Foster a workforce culture of employee development and innovation. 8 Insights: What We Have Heard Pressing Opportunities & Challenges Core Strengths & Internal Capabilities •Maintaining affordability amid regional financial pressures; controlling water and wastewater rate increases •Focusing on succession planning, workforce development / training, and talent acquisition •Strengthening customer communication, engagement, and education while responding to community needs •Aging infrastructure maintenance and modernization •Integrating AI, automation, and cybersecurity •Keeping pace with state and federal regulatory changes •Enhancing emergency preparedness and customer response protocols •Exploring alternative or lower-cost water supply options (e.g., Rosarito Desalinization Project) •Efficiency-driven organization through innovation, technology, and data (e.g., AMI / start-metering, leak detection, water reuse, treatment technologies, etc.) •Utilizing quantifiable metrics / KPIs •Strong, humble leadership; caring Board and management team •Culture of proactive communication and collaboration across departments •Financial stability and transparency •Preparedness for major outages (e.g., backup generators at pump stations) •Responsive to demand scarcity via water reuse, recycling, and efficient treatment technology Higher level of consistency seen across stakeholder input 9 Insights: What We Have Heard Emerging Trends & External Factors Top Priorities for the Next 2–3 Years •Growth of AI and automation to improve operational efficiency •Increasing regulatory mandates (e.g., subsidize rate payers), including unfunded requirements •Digital communication expectations: expanded outreach, multilingual content, crisis alerts •Social expectations for transparency, equity, and customer responsiveness •Rising water supply costs and regional budget challenges within partner agencies •Climate extremes impacting supply, quality, and infrastructure •Drive efficiency gains through technology, data, and smart infrastructure (e.g., optimize delivery, detect leak, reduce waste) •Explore other/cheaper water supplies; strengthen supply reliability and sustainability •Enhance customer engagement, education, service responsiveness •Advance innovation and cybersecurity •Evaluate wastewater service areas to complete missing collection system infrastructure •Ensure water quality assurance •Expand workforce development, leadership, and talent pipeline •Strengthen financial prudence / transparency •Advance infrastructure modernization & resilience •Maintain legislative and regional efforts to keep rates affordable •Consider changing rate billing structure (e.g., flat rate billing) •Promote equitable investment benefiting lower-income communities 10 Higher level of consistency seen across stakeholder input Where We See Consensus Customer & Community Internal Processes & Operations •Enhance the use of communication tools to provide timely educational information on service delivery and costs as well as critical customer notifications. •Enhance guidelines to engage community groups to highlight stewardship and performance effectively. •Upgrade digital platforms to make District information and services easier to access, understand, and use. •Increase customer and community engagement activities to build trust and strengthen relationships, including in-person engagement. •Optimize workforce capacity and productivity. •Modernize workflows: integrate an AI framework, and pilot technologies (e.g., AMI/IoT and predictive analytics) for data- driven operations. •Leverage data to monitor and improve performance. •Update labor policies, programs (wellness, health, and incentives), and practices. •Enhance/align procurement processes to improve efficiency and reduce risk. Strengthen reliability, resilience, and long-term planning to ensure a sustainable and high-performing organization. Enhance customer and stakeholder experience, education, and engagement. 11 Where We See Consensus Financial & Resource Stewardship Learning and Growth 12 •Implement a long-range capital improvement plan to extend asset lifecycle. •Advance asset management, data-driven maintenance, and replacement strategies. •Strengthen business continuity and operational resilience (cybersecurity readiness, tabletop exercise, response plans, etc.). •Develop long-term strategies for recycled water and sewer services. •Evaluate wastewater service areas to complete missing collection system infrastructure. •Advance operational safety programs (Cal/VPP, ACWA/JPIA). •Strengthen staff-wide communication and collaboration. •Advance workforce development and talent strategies: •Develop a high-performing workforce (leadership training, mentorship, cross-training, professional development, career progression, etc.). •Partner with educational organizations and water agencies to inspire future workforce participation. Attract and maintain a high-performing and skilled workforce. Align and adapt organizational structures to optimize performance, efficiency, sustainability, and long-term workforce stability. What Is New or Evolving Customer & Community Financial & Resource Stewardship Internal Processes & Operations Learning and Growth •Consider community equity impacts when planning long-term water and sewer investments. •Collaborate with the City of San Diego on regional water and wastewater planning and policies. •Consider broader water supply strategies, for example “explore ways to reduce water supply costs such as alternative water supplies (e.g., Rosarito Desalinization Project)”. •Explore different rate billing structures. •Plan for retirements and knowledge transfer to sustain critical skills. 13 Agenda Workshop Overview (10 minutes) Strategic Context: Where We Are Today (50 minutes) Break (10 minutes) Priority Alignment & Consensus (100 minutes) Integration & Next Steps (10 minutes) 14 Includes a 20-minute break Agenda Workshop Overview (10 minutes) Strategic Context: Where We Are Today (50 minutes) Break (10 minutes) Priority Alignment & Consensus (100 minutes) Integration & Next Steps (10 minutes) 15 Includes a 20-minute break How We Achieve Consensus •Strategic importance (impact on mission & long-term direction) •Urgency (3–5 year timeframe) •Risk mitigation (reduces major organizational or operational risks) •Resourcing feasibility (achievable with expected constraints) •Stakeholder value (improves customer/community outcomes) For discussion 16 New & Evolving Achieving Consensus: Customer & Community •Consider community equity impacts when planning long-term water and sewer investments. •Enhance the use of communication tools to provide timely educational information on service delivery and costs as well as critical customer notifications. •Enhance guidelines to engage community groups to highlight stewardship and performance effectively. •Upgrade digital platforms to make District information and services easier to access, understand, and use. •Increase customer and community engagement activities to build trust and strengthen relationships, including in-person engagement. Consensus For discussion 17 Enhance customer and stakeholder experience, education, and engagement. New & Evolving Achieving Consensus: Financial & Resource Stewardship •Implement a long-range capital improvement plan to extend asset lifecycle. •Advance asset management, data-driven maintenance, and replacement strategies. •Strengthen business continuity and operational resilience (cybersecurity readiness, tabletop exercise, response plans, etc.). •Develop long-term strategies for recycled water and sewer services. •Evaluate wastewater service areas to complete missing collection system infrastructure. Consensus •Consider broader water supply strategies, for example “explore ways to reduce water supply costs such as alternative water supplies (e.g., Rosarito Desalinization Project)”. •Explore different rate billing structures. For discussion 18 Align and adapt organizational structures to optimize performance, efficiency, sustainability, and long-term workforce stability. Achieving Consensus: Internal Processes & Operations •Optimize workforce capacity and productivity. •Modernize workflows: integrate an AI framework, and pilot technologies (e.g., AMI/IoT and predictive analytics) for data- driven operations. •Leverage data to monitor and improve performance. •Update labor policies, programs (wellness, health, and incentives), and practices. •Enhance/align procurement processes to improve efficiency and reduce risk. •Collaborate with the City of San Diego on regional water and wastewater planning and policies. For discussion 19 Strengthen reliability, resilience, and long-term planning to ensure a sustainable and high- performing organization. New & Evolving Consensus Achieving Consensus: Learning and Growth •Advance operational safety programs (Cal/VPP, ACWA/JPIA). •Strengthen staff-wide communication and collaboration. •Advance workforce development and talent strategies: •Develop a high-performing workforce (leadership training, mentorship, cross-training, professional development, career progression, etc.). •Partner with educational organizations and water agencies to inspire future workforce participation. •Plan for retirements and knowledge transfer to sustain critical skills. For discussion 20 New & Evolving Consensus Attract and maintain a high-performing and skilled workforce. Agenda Workshop Overview (10 minutes) Strategic Context: Where We Are Today (50 minutes) Break (10 minutes) Priority Alignment & Consensus (100 minutes) Integration & Next Steps (10 minutes) 21 Includes a 20-minute break Strategic Plan Integration and Next Steps 22 Build and Finalize Develop formal goals, strategies, objectives, and key performance indicators December 2025 – March 2026 July 2026 Publish Finalize and distribute the digital and print publications and upload new plan into the reporting application Collect Board Input Board of Directors Workshop (inputs and direction) December 2025 Adopt Present finalized Strategic Plan during March Committees and April Board April 2026