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Home My WebLink About12-11-17 Board Packet 1 OTAY WATER DISTRICT SPECIAL MEETING OF THE BOARD OF DIRECTORS TO BE HELD AT: RESIDENCE INN BY MARRIOTT 2005 CENTERPARK ROAD CHULA VISTA, CALIFORNIA 91915 MONDAY December 11, 2017 12:00 P.M. AGENDA 1. ROLL CALL 2. PLEDGE OF ALLEGIANCE 3. APPROVAL OF AGENDA 4. PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLIC TO SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD'S JURISDICTION BUT NOT AN ITEM ON TODAY'S AGENDA WORKSHOP 5. DISCUSSION OF THE GENERAL MANAGER’S REVIEW PROCESS 6. DISCUSSION OF BOARD OF DIRECTORS POLICY 8, DIRECTORS COMPEN- SATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENE- FITS 7. DISCUSSION OF COLLABORATING WITH STAFF MORE CLOSELY ON THE UPDATE OF THE DISTRICT’S STRATEGIC PLAN 8. ADJOURNMENT 2 All items appearing on this agenda, whether or not expressly listed for action, may be deliberated and may be subject to action by the Board. The Agenda, and any attachments containing written information, are available at the District’s website at www.otaywater.gov. Written changes to any items to be considered at the open meeting, or to any attachments, will be posted on the District’s website. Copies of the Agenda and all attachments are also available through the District Secretary by contacting her at (619) 670-2280. If you have any disability which would require accommodation in order to enable you to participate in this meeting, please call the District Secretary at 670-2280 at least 24 hours prior to the meeting. Certification of Posting I certify that on December 8, 2017, I posted a copy of the foregoing agenda near the main entrance of the Residence Inn by Marriott in Chula Vista, said time being at least 24 hours in advance of the special meeting of the Board of Directors (Government Code Sec- tion §54954.2). Executed at Spring Valley, California on December 8, 2017. /s/ Susan Cruz, District Secretary OTAY WATER DISTRICT BOARD OF DIRECTORS WORKSHOP OTAY WATER DISTRICT December 11, 2017 Facilitator – Harry Ehrlich, SDA OVERVIEW OF WORKSHOP Consultant Overview of Format: 15 mins. Issue One-General Mgr. Evaluation Process: 40 mins. Issue Two-Discussion - Policy 8: 15 mins. Break (if needed) 10 mins. Issue Three-Setting Direction; Collaborating on Strategic Plan 40 mins. Board Discussion & Direction Board Otay WDDecember 11, 20172 Exercise One - GM Evaluation Review Process First Exercise –The Board/General Manager Setting Goals & Evaluation Process –Process Steps and Participation by Board –Consider Steps and Forms to Utilize 3 Exercise Two – Discussion of Policy 8 Third Exercise - Discussion of Current Policy 8 December 6, 2017 (c) 2014 Colantuono, Highsmith & Whatley, PC4 Exercise Three-Strategic Plan Process Third Exercise to Discuss –The Board Setting Direction in Strategic Plan Purpose & Process –Looking at District Priority Issues for Future 5 Role of Governance in Process 6 Evaluating the General Manager Purpose – Oversee Management of District To Improve the BOD-GM Working Team To Clarify BOD Expectations of the GM To Assess Progress on Goals/Objectives To Tell GM What is Going Right/Not Right Determine Next Year’s Goals To Decide on contract Extension/Renewal 7 Criteria of the Evaluation Document Evaluation Based Upon Specific Criteria Relationship With the Board Management Skills & Abilities Knowledge of Community Served Fiscal Management Professional & Personal Attributes Effective Leadership of Staff 8 Criteria of the Evaluation – Con’t Accomplishments The Board and GM Should Agree on the Criteria Establish a Policy and Timeline for the Process With Start and Finish Dates 9 Evaluation Steps Review of Current Goals/Objectives GM Present a Progress Report to Board Board Meet to Start Process as: As “Individual board members” An “Entire Board of Directors” – Compile Draft Evaluation A “Team” of Board and GM 10 Evaluation Document Types Numerical Style Narrative Style Combination of Both No Perfect Format but Agree on Form in Advance A couple of Samples are Available to Review; Similar to Form Used in 2017 11 Principals of the Evaluation Process There Should be “No Surprises” Approach Process Should be “Objective” and Not Subjective; Outcome Based Process is Public but Evaluation is Private Process Should be Established in Advance; Set in a Board Policy 12 Principals of Evaluation – Con’t Geared to Measure the GM’s Activities Using Strategic Plan and Budget, etc. Responsibility of the Entire Board as a Team The Evaluation Form Document Agreed Upon by the Board and GM in Advance New Goals/Objectives Established as Needed for the Next Review Period 13 Discuss Process & Expectations Was the Recent Evaluation Process & Form a Successful One? Any Suggestions to Improve or Change It Is a More Analytic Approach Deemed Needed? Review Current Form or Others for Revisions 14 Discussion of District Policy 8 Is Policy 8 Current as to Per Diem & Reimbursements? Does the Board Wish to Consider Revisions to Policy 8 and Related Ordinances? Provide Staff with Direction as Deemed Necessary December 6, 2017 (c) 2014 Colantuono, Highsmith & Whatley, PC15 BREAK Take 10 Minute Break now or continue on? 16 Setting Direction (Strategic Planning) Overview Why setting direction is important Mindset of the board member Getting the board ready / board’s role Process of setting direction 17 Setting Direction / Community Leadership – Board’s Role 18 PUBLIC - COMMUNICATION - BOARD The Mindset of the Board Member Understanding the mission of the district… Visionary thinking Strategic thinking Insisting on “Clarity” of collective direction 19 Getting the Board Ready / Board’s Role in Setting Direction Setting direction is situational; boards such as Otay WD have adequate resources Board/staff should view the process as an opportunity to re-vitalize and renew your visions for your district… Boards can benefit greatly from the teamwork involved in visioning for your agency 20 Terms & Concepts from Current Strategic Plan for Setting Direction Mission To provide high quality and reliable water and wastewater services to the customers of the Otay Water District, in a professional, effective and efficient manner. Vision A District that is innovative in providing water (and wastewater) services at competitive rates, with a reputation for outstanding customer service. Beliefs/Values Customers #1; Excellence; Integrity; Employees; Teamwork 21 Terms & Concepts – Cont’d Strategic goals Complete Goals within Criteria Established & Tracked Success indicators Meet or exceed Performance Measures within Approved Budget Currently at 94% of target for FY2017 22 Mission – why we are here as an organization? MISSION justifies our existence? MISSION is the drive engine of the organization! MISSION must be right! MISSION only rarely changes. –Everything this District or anyone attached to it does can be traced back to MISSION –Each part of the direction must support this Mission! 23 Vision A vision statement describes the future impact toward which the Board is moving the district. This statement is intended to convey the broad general directional trend of the district’s future. A vision is guided by optimism and values, not constraints… 24 Beliefs/Values Beliefs are the shared values and ideas that guide the district. These statements of core values do not change greatly over time and are the basis for the board’s decision-making. The district’s belief/value statements help the board evaluate its performance… 25 Strategic Goals These are the specific achievements that must be accomplished to meet the district’s vision. Actively manage water supply as well as support for water & sewer services 26 Success/Performance Measures Success indicators are the specific measures of the strategic goals that must be accomplished to meet the district’s vision. Success indicators are measurable… Optimize SCADA Program Evaluate opportunities to combine similar functions Complete sewer system business analysis Address dependency of imported water 27 Terms & Concepts to Clarify the Process of Setting Direction (Review) Mission Vision Values (Core Beliefs) Strategic goals Success/Performance indicators 28 Some Common Planning Pitfalls Us vs. them mentality Unequal access to information Lack of focus on the big picture Single or special interest Unwillingness to work together 29 Setting Future Direction Process The key to this process is that it takes each Board member and Staff to be willing to rise to the “Vision occasion” and work with each other to do the same and represent the “owners” – the public. 30 LEADERSHIP STATEMENT “Leaders establish the vision for the future, they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there” Dr. John Kotter Professor (retired) at Harvard Business School Founded Kotter Int’l; Leadership Consulting 31 Priority Ideas for Future Strategic Plan What are Some of the Critical Issues to Address for the future for OWD? 32 Evaluate Issues by S T A R Method S – Strengths T – Threats A – Attributes R -Risks 33 Strengths – INTERNAL & EXTERNAL Examples – Experience of Board/Staff Liaisons with Local/County/State & Federal Officials 34 Threats - INTERNAL & EXTERNAL Examples – Excessive Employee Turnover New Government Regulations Climate Change – Drought – Water Supply 35 Attributes Examples – Knowledge/Skills of Board & Staff Updating Strategic Plan - Visioning Enlightened Customers 36 Risks Examples – Data Management Breach Economy Downturn Escalation of Future Capital/O&M Costs 37 Identify Some Important Issues #1. Identify Alternative Water Supply Sources #2. Consider Future Low-income Water Rate Assistance Program per SWRCB Study #3. Prepare updated Drought Response Plan #4. Consider expansion of Recycled Program #5. Etc. (Write on Flip Chart for Future Reference) 38 Important Issues for Goals Continue to Identify & List for Analysis ……. ……. ……. Question - Have We Identified the Key Strategic Issues for the Next 1 – 5 Years? If you think of others, Bring them to Staff! 39 Wrap Up - Direction for Staff Review/Report Consultant to Provide Summary Report Request Staff to evaluate Ideas and Include in next Strategic Plan Process Draft (Now Underway) with Analysis and Recommendations as part of FY2018-19 Budget being reviewed. 40 Thanks for Your Time & Participation 41 GENERAL MANAGER PERFORMANCE EVALUATION Board Member’s Name: Rating Period Current Date PERFORMANCE RATINGS (Use the scale below to identify performance in each category) 5 - Outstanding 3 - Meets Expectations 1 – Needs Improvement 4 - Exceeds Expectations 2 - Meets Most Expectations 0 – Unsatisfactory PERFORMANCE FACTORS RATING BOARD RELATIONS: Fair and equitable in his dealings with the Board; responsive to requests from Board members; provides the Board with relevant information, recommendations, and viable options prior to decision-making; receptive to Board member ideas and suggestions; follows up on all problems and issues identified by the Board; encourages a team effort between Board, management and staff. Comments: COMMUNICATION: Keeps Board members informed of District activities, progress and problems. Uses diplomacy and tact; treats everyone with respect; relates well to all constituencies including Board members, staff and colleagues in other key organizations; transmits ideas, recommendations and technical information so that they are clearly understood by others both orally and in writing; makes effective presentations; articulately explains complex ideas and concepts to others. Comments: CUSTOMER SERVICE: Responds in a timely manner to requests and complaints; serves Otay’s customers with impartiality and fairness at all times; maintains effective relationships with other agencies; encourages and holds Otay employees accountable for high standards of customer service. Comments: FISCAL RESPONSIBILITY: Demonstrates innovative and efficient approaches to managing the organization’s resources; presents a clear and comprehensive budget proposal; manages in a fiscally sound manner; uses available resources effectively and efficiently. Comments: PERFORMANCE FACTORS RATING INTEGRITY: Demonstrates honest and ethical behavior in performing duties and responsibilities; assumes responsibility for own actions; earns trust by treating customers and co-workers equitably and fairly; maintains confidentiality; maintains impartiality and fairness in dealing with board members, staff and member agencies; promotes safety. Comments: LEADERSHIP: Articulates and implements Otay’s vision and ensures consistent application across the organization; visionary – demonstrates a broad and far-reaching perspective; sees and communicates the big picture; takes the lead on change efforts; displays tenacity in dealing with difficult challenges and issues; hires and retains competent staff members; encourages staff development; works to maintain high employee morale; maintains high staff productivity. Comments: MANAGEMENT: Maintains a smooth-running organization; oversees preparation of all Board documents; proposes District goals and objectives each fiscal year; reports on objectives met and formulas plans to implement corrective actions. Comments: PLANNING & ORGANIZING: Anticipates future needs and effectively plans and organizes work to achieve goals; develops short and long range organizational strategies to assure timely completion of objectives; establishes priorities and manages multiple tasks effectively; consistently meets deadlines. Comments: PROBLEM SOLVING/JUDGMENT: Sees big picture; identifies and evaluates pertinent issues in all their complexity; arrives at sound, timely decisions after balanced consideration of facts and alternatives; knows when to take independent action and when to seek further board direction; understands consequences of actions; uses good judgment; reads a situation accurately and acts appropriately; accepts criticism as constructive suggestions for improvement. Comments: OVERALL RATING Unsatisfactory Needs Improvement Meets Most Expectations Meets Expectations Exceeds Expectations Outstanding Comments: GENERAL MANAGER – PERFORMANCE EVALUATION 2017 ADDITIONAL COMMENTS To assist the General Manager in becoming more effective, where do you see an opportunity for improvement in the upcoming year? 1) 2) 3) What would you recommend as the key objectives for the General Manager for the upcoming year? 1) 2) 3) Other Comments: 1) 2) 3) Signature: ___________________________________ Date: _______________________ OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 1 of 7 Purpose To provide guidelines for payment of compensation and reimbursement of expenses to Directors in connection with their attendance at meetings or the performance of other authorized business, and for group insurance benefits for Directors. Background Members of the Board of Directors (“Directors”) attend regular, adjourned or special meetings of the Board of Directors (“Board”). In addition, Directors attend other District meetings, committee meetings, association meetings, and educational seminars on behalf of the District. These meetings and seminars are related to District business, water and water related issues, and California special districts. State statutes authorize District payments for meetings, reimbursements of expenses. State law also authorizes the District to provide health and welfare benefits for active Directors and, in limited circumstances, retired Directors if they served 12 years and were first elected prior to January 1, 1995. The District is also authorized to offer health and welfare benefits for retired Directors who commenced office on or after January 1, 1995, if the recipient participates on a self-pay basis. Policy The District will compensate Directors on a per diem basis for attendance at authorized meetings or functions and will reimburse Directors for reasonable expenses incurred while traveling on District business to include, lodging, dining, transportation and related incidentals. A. Directors Per Diem As provided in Section 1.01 C. of the District Code of Ordinances, each Director shall receive a per diem in the amount of $100 for each day of attendance at meetings of the Board or for each day of service rendered as a Director by request or authorization of the Board, not to exceed a total of ten (10) days in any calendar month. Attendance at any meeting shown on Exhibit A to this Policy shall be deemed a meeting requested or authorized by the Board. Attendance of meetings shall be in accordance with Exhibit A. The President of the Board or the Board may authorize a Director to attend meetings not listed in Exhibit A when the President or the Board determine that it is in the interest of the District that a Director attend, and that such attendance be compensated and expenses reimbursed. Director’s claims for per diem amounts shall be made on a “Board of Directors Per Diem and Mileage Claim Form” (Exhibit B). The President of the Board or the Board may approve reimbursement of OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 2 of 7 expenses outside the per diem limit for a Director, if the Director submits receipts for all of the related District business expenses. Attendance at a meeting that is not authorized by this policy (pre-approved meetings) or pre-approved by the President may be approved by the Board for per diem. Director’s seeking per diem amounts for these meetings shall request that the item be presented to the Board at its next regularly scheduled meeting for consideration. The decision of the Board shall be final. When travel arrangements require a day earlier arrival or a day later departure, Directors will not be eligible for the $100 per diem, however, reasonable expenses associated with the extended stay will be reimbursed as specified below. B. Pre-payment of Otherwise Reimbursable Expenses The Director may request pre-payment of registration, transportation, and lodging, using the “Board of Directors Travel Request Form” (Exhibit C). Pre-payments shall be limited to the Director’s expenses only. No advances shall be made on travel expenses. C. Reimbursement of Expenses Each Director shall be reimbursed for travel expenses to and from the meetings described in Exhibit A or for any other authorized District business as follows: 1. Authorization Travel associated with the attendance of meetings or functions for Directors shall be approved in advance by the Otay Water District Board President. To request approval of travel, the Director should complete a “Board of Directors Travel Request Form” (Exhibit B) in order to be eligible for compensation and/or reimbursement. Travel requests will be reviewed and approved by the Board President or the Board. 2. Transportation a. Air Transportation The District will endeavor to purchase airline tickets in advance taking advantage of discounts and low airfares. b. Automobile 1. Personal Auto: Directors may use their personal vehicle. The District will reimburse Directors at the current rate/mile as established by the OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 3 of 7 IRS, plus tolls, parking, etc., provided, however, if air transportation is available, the total amount of expense paid shall be limited to the cost of coach air travel between points traveled by personal vehicle. Gasoline, collision and liability insurance, and maintenance will be provided by the Director and is deemed covered in the rate/mileage reimbursement. Directors using personal vehicles on District business must maintain a valid California driver’s license and the automobile insurance coverage required by the State of California, or make arrangements for a driver who meets the above requirements. The General Manager’s Staff will verify that Directors have a valid driver’s license. Directors will also be required to maintain automobile insurance coverage. Proof of such insurance will be submitted two times per year, in January and July, and is required to be eligible for mileage reimbursement. 2. Rental Cars: The District will provide a rental car when needed. Such rental car shall be a compact or mid-size class, unless upgrades are offered at no additional cost to the District. c. Miscellaneous Transportation Whenever practicable, bus, taxi, rail, shuttle, etc. transportation may be used in lieu of, or in conjunction with, modes above. 3. Meals and Lodging a. Meals and Beverages Whenever travel requires meals, the meals, excluding gratuity, shall be reimbursable, provided the Director presents a receipt along with the “Board of Directors Expense Claim Form” (Exhibit D) for all meals. Reimbursements for expense items where a receipt has been lost will not be paid until the President or the Board has reviewed and approved the expense item. Meals are reimbursable based on the Meals and Incidental Expenses (M&IE) as updated by the U.S. General Services Administration: 1. Full Day Reimbursement When a Director is traveling for a full day and no meals are provided for by other sources, such OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 4 of 7 as pre-paid registration, the Director may be reimbursed for meal expenses at the rate provided by the M&IE per day. This amount is exclusive of any gratuities. 2. Single Meal Reimbursement When a Director requires reimbursement for a single meal while traveling, the maximum meal reimbursement amount shall be at a rate provided by the M&IEfor Breakfast, lunch, and/or dinner, or amounts determined by the President or the Board to be reasonable for the occasion or circumstances. These amounts and any amount approved by the President or Board shall exclude gratuities. 3. Partial Day Reimbursement When a director will be traveling for a partial day or where a single meal is provided for by other sources such as pre-paid registration, the maximum reimbursement amount shall be at the rate provided by the M&IE per meal, or such other amounts as may be determined by the President or the Board to be reasonable for the occasion or circumstances. In any event all amounts to be reimbursed shall exclude any gratuities. 4. Taxes The maximum meal reimbursement amounts are inclusive of and assume expenses for taxes. The maximum meal reimbursements shall exclude any and all gratuities. b. Lodging The District will reimburse Directors or pre-pay accommodations in single rooms at conference facilities or in close proximity when applicable. Or, in the absence of conference accommodations, normal single-room business, government or commercial class accommodation may be obtained. Under normal circumstances, lodging will not be reimbursed for the night before a conference starts and the night after it ends. However, in situations where available travel schedules would require the Director to leave home before 6:00 AM or return to home after 12:00 AM, lodging for the night before or the night after will be reimbursable. OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 5 of 7 4. Entertainment The District shall not cover any expenses incurred for recreation or entertainment. 5. Incidental Expenses Unavoidable, necessary and reasonable authorized expenses will be fully reimbursed by the District. Some examples of allowable expenses are: a. Telephone Calls (Business): Calls placed by the Director, to the District office, or for the purpose of conducting District business. Business related calls should be itemized on the Director’s “Board of Directors Expense Claim Form” (Exhibit D). b. Telephone Calls (Personal): One (1) brief personal call each day away from home, up to a $10 maximum per day. c. Telephone Calls (Local): Charges for local calls, for meal or transportation reservations, or for area information related to travel. d. Reasonable transportation to local restaurants and to optional functions that are a part of conference events. e. Parking fees. f. The following expenses are not reimbursable: 1. Alcoholic beverages 2. Parking or traffic violations 3. In-room movies or laundry services 6. Director's Responsibility a. Directors must submit a detailed “Board of Directors Expense Claim Form” for reimbursement. Claim forms should be supported by vouchers and itemized receipts of expenditures for which reimbursement is being requested. Receipts must be attached for all expenses. If a receipt is lost, the lost receipt must be noted on the “Board of Directors Expense Claim Form” (Exhibit D) and approved by the President or the Board before any payment can be made. Claim forms shall be submitted within 45 calendar days after the expense was incurred. Expense claims requiring reimbursement to the District, which are not reconciled within 45 calendar days, shall be deducted OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 6 of 7 from the next month’s reimbursement. b. Expenses will not be reimbursed for meetings that have been pre-paid and not attended. The President or the Board may excuse an absence for a meeting. The absent Director shall provide a verbal or written report at the next regularly scheduled Board meeting stating the reason for the absence and, if appropriate, request that it be excused. Directors will be required to reimburse the district for any pre-paid expenses for any unexcused absence. This reimbursement will be made by deduction from future expenditures. c. When two (2) or more Directors combine an expense on one receipt, the Director requesting reimbursement should indicate, on or attached to the Director’s “Board of Directors Expense Claim Form” the identity of the other persons sharing expenses. This will facilitate appropriate allocation of expenses to each participant. d. Except where the District sponsors a table at an event, expenses incurred by spouses, family members, or guests are the responsibility of the Director. e. The District shall, at least annually, provide a report to disclose any reimbursement paid by the district within the immediately preceding fiscal year of at least $100 for each individual charge for services or product received. “Individual charge” (as defined in California Government Code Section 53065.5) includes, but is not limited to, one meal, lodging for one day, transportation, or a registration fee. D. District Group Insurance Benefits 1. Each Director, while serving as a member of the Board of Directors, shall be entitled to the health and welfare and life insurance benefits set forth in the Schedule of Benefits in the District Group Insurance Plan Booklet, which benefits are furnished by the District at District cost, with applicable contributions, for active District employees and Directors. Each active Director shall also be entitled to a $65,000 term life and accidental death and dismemberment insurance policy (subject to policy requirements and any standard age reduction schedule), a $50,000 travel accidental death and dismemberment policy. In addition to the foregoing, the District will pay premiums for additional individual life insurance coverage in an amount of up to $250,000 for a 20 year term for those OTAY WATER DISTRICT BOARD OF DIRECTORS POLICY Subject Policy Number Date Adopted Date Revised DIRECTORS COMPENSATION, REIMBURSEMENT OF EXPENSES AND GROUP INSURANCE BENEFITS 08 2/20/91 7/2/14 Page 7 of 7 active Directors who apply for such coverage with the District’s provider and meet the provider’s standard underwriting guidelines and policy requirements. If coverage at higher amounts or for a longer term is made available by the provider, each Director may purchase such additional coverage on a self-pay basis. 2. Each former member of the Board of Directors, who served in office after January 1, 1981, who was elected to a term of office that began before January 1, 1995, who is at least 60 years of age, and whose total service at the time of termination is not less than 12 years, shall be entitled to the health and welfare and life insurance benefits set forth in the District Group Insurance Plan Booklet, which benefits are furnished by the District, at District cost, for retired Directors. E.Miscellaneous Cell Phone expenses are not considered a reimbuseable expense Attachments Exhibit A: Approved Function List Exhibit B: “Board of Directors Per Diem and Mileage Claim Form” Exhibit C: “Board of Directors Travel Request Form” Exhibit D: “Board of Directors Expense Claim Form” EXHIBIT A Approved Functions List Board Policy for payment of per diems and expenses for Director attendance at District meetings: The Board reviews its authorization and policy for payment of per diems (pre-approved meetings) annually, in January following reorganization of the Board and election of a new President. Below is the current Board policy: 1. The following meetings are pre-approved for all Directors to attend and receive a per diem and expense reimbursement: • Otay Water District Regular and Special Board Meetings • Otay committee meetings for committee members only • Otay business meetings called by the General Manager and authorized by the President of the Board where individual Directors are requested to attend • Except as otherwise specifically excluded in this policy, official District functions that take place during normal business hours where Directors are requested to attend by either the Board President or the Board • Semi-annual conference of the Association of California Water Agencies • Regular quarterly meetings of the Water Agencies Association of San Diego County • Regularly monthly meeting of Council of Water Utilities • Business meetings and conferences of the California Special District Association held in San Diego County All other meetings not listed here require pre-approval by the President or Board. 2. The following meetings are pre-approved for designated Otay Director representatives or designated alternate. The District Secretary will maintain an updated list of designated Director representatives. Any other Director who wishes to attend these meetings and receive a per diem must have approval from the President or Board prior to the event or be designated by the President or Board, as an alternate. The pre-approval shall include the attendance of the Director at the commission, committee, board or meeting and any committee, subcommittee or other official or posted meeting of the agencies, commissions, committees or boards listed below: EXHIBIT A • Planning Group and City Commission meetings that fall within the boundaries of each directors district (when issues impacting OWD are discussed) • Inter-Agency Committee Meeting • METRO (TAC/AFFORD) Commission • ACWA or CSDA meetings/conferences • Water Conservation Garden 3. The Board President or his designee is pre-authorized to attend District business meetings with cities and other agencies to represent Otay Water District, and may claim a per diem and expenses. Any other Director desiring to attend the same meeting of this nature would require approval to attend from the President or the Board in order to receive a per diem and expense reimbursement. 4. When the President or the Board appoints a director(s) to a committee, the meeting(s) shall be considered pre- approved for per diem and expense reimbursement. 5. The following meetings are not eligible for pre-approved per diem claims: a) Attending other Districts’ Board meetings b) Otay employee appreciation breakfast, luncheons or dinners c) Retirement receptions d) Otay picnics or dinner-dances or other purely social events e) CWA meeting attendance (by Otay Water District appointed CWA Board Member(s)) f) Chamber of Commerce events g) First Friday Breakfasts unless presenting Otay official business to the assembly h) Any political campaign event or function 6. In order to submit a per diem/travel reimbursement the member must attend at least 50% of the meeting (per day) and the reimbursement request must be submitted within 45 days of the occurrence, otherwise it may be considered attended without per diem. The President of the Board will make the final determination. 7. All other meetings/conferences/tours/seminars/ workshops/functions not listed in this policy must be pre- approved by the Board President or the Board. EXHIBIT B (Director’s Signature) GM Receipt: Date: FOR OFFICE USE: TOTAL MILEAGE REIMBURSEMENT: $ OTAY WATER DISTRICT BOARD OF DIRECTORS PER-DIEM AND MILEAGE CLAIM FORM Pay To: Period Covered: Employee Number: From: To: ITEM DATE MEETING PURPOSE / ISSUES DISCUSSED MILEAGE HOME to OWD OWD to HOME MILEAGE OTHER LOCATIONS Total Meeting Per Diem: $ ($100 per meeting) Total Mileage Claimed: miles EXHIBIT B INSTRUCTIONS ON REVERSE EXHIBIT B INSTRUCTIONS FOR PREPARATION OF BOARD OF DIRECTORS PER DIEM CLAIM FORM 1. Record the date, and name or purpose/issues discussed of meeting attended on behalf of the District. Note: The District will pay Director's per-diem for one meeting/ function per day and the maximum of 10 meetings/functions per month. If a Director attends more than 10 meetings/functions (10 days), the District will reimburse for the mileage and any reimbursable out-of-pocket expenses incurred for these additional meetings. 2. Record number of miles (round trip) driven to attend meeting/ function. The use of personal vehicles in the conduct of official District business shall be reimbursed at the current Internal Revenue Service rate. The Director's expense claim should indicate the nature of the trip. If a trip begins at home, the District will reimburse the mileage from home to destination and return mileage. District insurance does not cover personal vehicles while they are being driven on District business. The reimbursement rate is inclusive of an allowance for insurance costs. The District will reimburse Directors for the deductible under their personal insurance policy should they be involved in an accident while on District business. To be eligible for reimbursement, each Director shall maintain a current California driver’s license and at least the minimum vehicle liability insurance required by State law or shall arrange for a driver who meets said standards. The District will not reimburse the cost of travel of a personal nature taken in conjunction with travel on official business. Claim forms shall be submitted within 45 calendar days after the meeting date. Expense claims requiring reimbursement to the District which are not reconciled within 45 calendar days, shall be deducted from the next month’s reimbursement. No information on the Per Diem Claim Form may be designated as confidential in nature. All expenses must be fully disclosed on the form. EXHIBIT C OTAY WATER DISTRICT BOARD OF DIRECTORS TRAVEL REQUEST FORM Director: Date of Request: Name and Location of Function: Date(s) function to be held: - Sponsoring Organization: Request for Prepayment of Fees Related to the Function: Expense Type Not Needed Pre-Payment Requested Registration Airline Auto Rental Mileage N/A Taxi/Shuttle N/A Lodging Meals N/A Other Expenses – Explain Below Lodging Preference: Explanation of Other Expenses: Signature of Director Date of Request For Office Use Only Below This Line Date of Board Approval: Expense Type Description Amount Pre-Paid Registration Airline Auto Rental Mileage N/A Taxi/Shuttle N/A Lodging Meals N/A Other Expenses District Secretary Date Processed EXHIBIT D OTAY WATER DISTRICT BOARD OF DIRECTORS EXPENSE CLAIM FORM Pay To: Period Covered: Employee Number: From: To: ITEMIZED REIMBURSEMENT CLAIMED Date Type of Reimbursement Amount TOTAL Reimbursement Claimed: $ Director Signature: Date: GM Receipt: Date: INSTRUCTIONS ON REVERSE EXHIBIT D INSTRUCTIONS FOR PREPARATION OF BOARD OF DIRECTORS EXPENSE CLAIM FORM The necessary expenses incurred while traveling on District business including common carrier fares (economy class), automobile rental charges, District business telephone calls, one personal telephone call home each day ($10 maximum per day), lodging, baggage handling, parking fees, meals, etc. will be reimbursed when documented on the Director's Per Diem and Expense Claim Forms. Receipts must be attached for all meal expenses. If a receipt is lost, the lost receipt should be noted next to the expense and submitted to the President before any reimbursement can be made. Receipts are required for the reimbursement of all expenses. All receipts must have the nature of the expense and the business purpose noted on the receipt. The District will not reimburse the cost of travel of a personal nature taken in conjunction with travel on official business. Meals shall be reimbursed up to $46 per day, or an amount determined by the President of the Board of Directors to be reasonable for occasion or circumstances, exclusive of any gratuities. Partial days shall be reimbursable at a rate of $8 for breakfast, $13, for lunch and $25 for dinner, or amounts determined by the President of the Board of Directors to be reasonable for the occasion or circumstances, excluding any gratuities. The above amounts may be combined if travel status requires two (2) or more meals. The meal reimbursement amounts are inclusive of and assume expenses for taxes only. Gratuities are not reimbursable and are excluded. Where pre-paid registration includes meals, only meals that are not included in the registration will be reimbursable. Any receipts that include costs of personal travel (e.g., hotel receipt for employee and spouse) should identify what the cost would have been without personal travel (e.g., single room rate as opposed to double room rate). Claim forms shall be submitted within 45 calendar days after the expense was incurred. Expense claims requiring reimbursement to the District which are not reconciled within 45 calendar days, shall be deducted from the next month’s reimbursement. No information on the Expense Claim Form may be designated as confidential in nature. All expenses must be fully disclosed on the form. The following expenses are not reimbursable: a. Alcoholic Beverages d. Laundry service b. Parking or traffic violations e. Entertainment or recreation c. In-room movies f. Expenses incurred by spouses, family members, or guests. ND: 4840-9653-1715, v. 2 - 2 - Otay Water District Strategic Plan Fiscal Years 2015-2018 Approved by the Board on May 19, 2014 - 3 - Table of Contents Page Number: Introduction Planning Process…………………………………. 4 Mission Statement……………………………….. 5 Vision Statement………………………………… 5 Values……………………………………………. 6 Key Challenge…………………………………… 7 Balanced Scorecard Strategies and Goals Phase 1 Plan Objectives Phase 2 Statement of Direction Ongoing Objectives Already in Progress Key 8 9 10 11 Performance Measures 12 All Measures……………………………………... 12 - 14 OTAY WATER DISTRICT - 4 - INTRODUCTION The strategic plan is the core document which guides the agency’s efforts to meet and positively adapt to change. The overall plan is extensively reviewed and revised every three to four years. This current edition (covering fiscal years 2015 - 2018) is the fifth in a series of UPDATED PLANS. In order to develop the FY15-18 Strategic Plan, the Senior Management Team carefully reviewed the previous strategic plans, and, in an interactive environment, examined future opportunities and risks, and after careful analysis, set an overall direction for the plan. In this latest plan, the team elected to use a two phase approach. Phase 1 focuses on four key enterprise wide projects in FY15 that are critical to developing a solid foundation for the overall plan. Phase 2 (FY16-18) will utilize this foundation to develop more extensive and reliable performance measurement that reliably quantifies the value created by these efforts. The General Manager presented the plan to the Board and the Board unanimously endorsed the strategic plan on May 19, 2014. This approval is the initial step in the FY15 budget approval processes. The Board is then able to make well informed oversight decisions about the utility’s direction. OTAY WATER DISTRICT - 5 - MISSION To provide high quality and reliable water and wastewater services to the customers of the Otay Water District, in a professional, effective and efficient manner. VISION A District that is innovative in providing water services at competitive rates, with a reputation for outstanding customer service. OTAY WATER DISTRICT - 6 - STATEMENT OF VALUES AS OTAY WATER DISTRICT EMPLOYEES WE DEDICATE OURSELVES TO: CUSTOMERS: WE TAKE PRIDE THAT OUR COMMITMENT TO CUSTOMER-CENTERED SERVICE IS OUR HIGHEST PRIORITY. EXCELLENCE: WE STRIVE TO PROVIDE THE HIGHEST QUALITY AND VALUE IN ALL THAT WE DO. INTEGRITY: WE COMMIT OURSELVES TO DOING THE RIGHT THING. ETHICAL BEHAVIOR, TRUSTWORTHINESS AND ACCOUNTABILITY ARE THE DISTRICT’S FOUNDATION. EMPLOYEES: WE SEE EACH INDIVIDUAL AS UNIQUE AND IMPORTANT. WE VALUE DIVERSITY AND OPEN COMMUNICATION TO PROMOTE FAIRNESS, DIGNITY AND RESPECT. TEAMWORK: WE PROMOTE MUTUAL TRUST BY SHARING INFORMATION, KNOWLEDGE AND IDEAS TO REACH OUR COMMON GOALS. OTAY WATER DISTRICT - 7 - KEY CHALLENGE Our key challenge, as District staff, is to quantify and demonstrate our commitment and ability to optimize our resources, business processeses, and technology to achieve the strategic plan goals. We, as a team, commit to regularly assess and document how our decisions and work practices accomplish our goals and objectives. OTAY WATER DISTRICT - 8 - Balanced Scorecard Goals  Customer: o Increase customer confidence in the District o Improve and expand communications o Provide effective water services  Financial: Manage the financial issues that are critical to the District o Improve financial information and systems o Maintain District Financial Strength  Business Processes: Maximize efficiency and effectiveness o Actively manage water supply as well as support for water and sewer services o Identify and evaluate improvements to enterprise and departmental business processes  Learning and Growth: Provide leadership and management expertise o Reinforce a results-oriented and accountable culture o Focus on achieving a lean flexible workforce OTAY WATER DISTRICT - 9 - Key Strategic Objectives - Phase 1 (FY15-16) The following items are top priority and require enterprise wide participation and resources. These are foundational items necessary to build required systems and infrastructure necessary to support Phase 2.  Water Operations - Implement Enterprise SCADA and Wireless Communications System  Asset Management - Implement GIS Centric Work Order System  Water Resources - Determine Infrastructure and Supply Needs to Support District Operations  Business Continuity - Be Prepared for Emergencies and Disasters o Expand and clarify the District’s Emergency Response Plan OTAY WATER DISTRICT - 10 - Key Strategic Objectives - Phase 2 (FY16-18) The Board approved a two phase approach to implementing stronger performance measurement, particularly as it related to identifying and measuring items which documented the value that is being added through the improvement of business processes and procedures. Based upon the work done in Phase 1, and in consultation with the Management Team, additional or revised measures will be introduced in FY 2016 to accomplish the objectives stated in the key challenge. These items will be presented to the Board in conjunction with the FY2016 budget. OTAY WATER DISTRICT - 11 - Ongoing Objectives Currently In Progress:  Influence developers to use practical water efficient practices in new construction.  Streamline Accounts Payable business processes.  Develop an effective asset management program.  Streamline meter related work processes.  Improve the operating cost and efficiency of data center and network services.  Streamline Finance business processes.  Evaluate opportunities to combine or transfer similar work functions.  Develop and implement a comprehensive meter testing program.  Improve response to extended power outages.  Finalize and implement new MOU. OTAY WATER DISTRICT - 12 - OTAY WATER DISTRICT Strategic Plan Performance Measures Fiscal Years 2015-2018 Performance metrics and targets are a critical element of the Strategic Plan but differ from strategic plan objectives. Objectives identify the action items that are necessary to achieve the strategic vision. Performance measures are designed to ensure the day-to-day operations of the utility are meeting agreed upon expectations. We will advise the Board in June when the measures have been thoroughly developed and meaningful targets have been identified.  Customer Satisfaction: Percent positive/Percent surveyed.  Health & Safety Severity Rate: Number of lost days/Number of injuries resulting in lost time.  Employee Turnover Rate: Number of voluntary terminations/Average number of employees.  Training Hours per Employee: Total qualified training hours for all employees/Average number of FTE.  Safety Training Program: Number of safety training hours /Number of field employees.  CIP Project Expenditures vs. Budget: Actual quarterly expenditures/Annual budget.  Construction Change Order Incidence: Total cost of change orders/Total original construction contract amount.  Markout Accuracy: Number of markouts performed without an at-fault hit.  Answer Rate: Number of all calls answered/Number of all calls received.  O&M Cost per Account: Total operations O&M costs/Number of accounts.  Billing Accuracy: Number of correct bills /Number of total bills. OTAY WATER DISTRICT - 13 -  Overtime Percentage: Actual overtime costs (including comp time)/Budgeted overtime costs.  Sewer Rate Ranking: Otay percentage ranking for the average bill for sewer among regional agencies.  Water Rate Ranking: Otay percentage ranking among regional agencies.  Debt Coverage Ratio: Qualified net operating revenues/Debt service requirements.  Reserve Level: Number of reserve funds that meet or exceed fund target levels/Total number of reserve funds.  Distribution System Loss: 100 [volume purchased – (volume sold + volume used) /Volume purchased].  Customer Satisfaction with Website: % satisfied customers based on Customer Opinion and Awareness Survey.  Network Availability: % Time availability of core applications during business hours/Total time.  Website Hits: Average total visitors per month.  Unplanned Disruptions: Number of customer accounts experiencing unplanned disruptions  Technical Quality Complaint: 1000 X (number of technical quality – associated complaints )  Planned Potable Water Maintenance Ratio in $: Total planned maintenance cost/Total maintenance cost.  Planned Recycled Water Maintenance Ratio in $: Total planned maintenance cost/Total maintenance cost.  Planned Wastewater Maintenance Ratio in $: Total planned maintenance cost/Total maintenance cost.  Direct Cost of Treatment per MGD: Total O&M costs directly attributable to sewer treatment /Total volume (in MGD).  O&M Cost per MGP – Wastewater: Total O&M cost (less depreciation) /Volume in MG processed.  % PM’s Completed – Fleet Shop: Number of PM's completed/Number of PM's scheduled to be completed.  % PM’s Completed – Reclamation Plant: Number of PM's completed/Number of PM's scheduled to be completed.  % PM’s Completed – Pump/Electric Section: Number of PM's completed /Number of PM's scheduled to be completed.  % PM’s Completed – Valve Maintenance Program: Number of PM's completed /Number of PM's scheduled to be completed.  Water Distribution System Integrity: 100 (annual total number of leaks or breaks / total miles of distribution pipes). OTAY WATER DISTRICT - 14 -  Planned Water Service Disruption Rate: Number of customers experiencing disruption per 1000 accounts.  Potable Water Compliance Rate: All primary health regulations are met.  Collection System Integrity: Collection system failure /Total miles of collection system piping.  Recycled Water System Integrity: Leaks or breaks/Number of miles of distribution system.  Sewer Overflow Rate: Total number of sewer overflows /Total miles of pipe in the sewage collection system.  Annual Recycled Water Site Inspections: Percentage of required recycled water use sites inspected per year.  Recycled Water Shutdown Testing: Percentage of recycled water use sites per year vs. the number required by the DOH.  Emergency Facility Testing: Number of facilities and generators tested on an annual basis.  Leak Detection Program: Percentage distribution system surveyed for leaks.  Reservoir Inspection and Cleaning: Number of water reservoirs cleaned annually.  Main Flushing and Hydrant Maintenance: Number of mains flushed and fire hydrants maintained. OTAY WATER DISTRICT - 15 - Otay Water District Strategic Plan (DRAFT) (3‐5 Years / 2018‐2022) “Growth and Sustainability” OWD Strategic Plan (DRAFT) Page 1 of 6 MISSION To provide exceptional water and wastewater services to its customers, and to manage District resources in a transparent and fiscally responsible manner VISION To be a model water agency by providing stellar service, achieving measurable results, and continuously improving operational practices STATEMENT OF VALUES As Otay Water District employees we dedicate ourselves to: Customers: We take pride that our commitment to customer‐centered service is our highest priority. Excellence: We strive to provide the highest quality and value in all that we do. Integrity: We commit ourselves to doing the right thing. Ethical behavior, trustworthiness and accountability are the District’s foundation. Employees: We see each individual as unique and important. We value diversity and open communication to promote fairness, dignity and respect. Teamwork: We promote mutual trust by sharing information, knowledge, and ideas to reach our common goals. Innovation: We constantly seek better, more efficient and cost effective ways to deliver our services. OWD Strategic Plan (DRAFT) Page 2 of 6 STRATEGIES & OBJECTIVES Communications/Water Conservation: 1. Strategy: Enhance Agency’s Image Objectives:  Information & outreach via social media, web, and education.  Enhance District communication efforts and reputation:  Branding  Facility tours and briefings with media  Otay “apps”  Internal discussion of what each department does – Videos “Day in the Life of...” 2. Strategy: Evaluate and implement new online tools Objectives:  Educate customers about different conservation programs Customer Service: 1. Strategy: Optimize meter activity operations Objectives:  Web based portal for backflow tester entry  Dynamic GPS fleet assignment  Routing optimization – dynamic fleet assignment  Cellular meter reading technology pilot  Evaluation of AMI technology? 2. Strategy: Enhance customer experience (Hybrid between Customer Service and Public) Relations) Objectives:  Exit surveys with 8x8  Customer electronic communication and outreach  Develop electronic payment campaign  Develop electronic customer education and satisfaction campaign  Strategic deployment of payment kiosks Engineering: 1. Strategy: Enhancement of District’s Asset Management (AM) Program OWD Strategic Plan (DRAFT) Page 3 of 6 Objectives:  Gap assessment/validation & adoption of formal AM framework (ISO 55000)  Pilot Project  Recommendation  Implementation 2. Strategy: Potable Water Resources/Facility Optimization Objectives:  South District potable water supply alternative to PL4 (catastrophic event).  Treatment Plant long‐term business plan (sewer portion).  Recycled Water long‐term business plan.  Otay Mesa recycled water pipeline repurposing.  Project ‐ alternative delivery methods for CIPs. Finance: 1. Strategy: Evaluation of key system alternatives and financial impact Objectives:  Recycle Water  Sewer  Desalination (Rosarito) 2. Strategy: Enhancement of Business Systems Objectives:  ERP validation and replacement evaluation  CIS/CRM validation and replacement evaluation  Psicapture/Paperless AP  Cloud payroll service 3. Strategy: Enhance CIP Development Program Objectives:  Enhance framework for systematic development, validation, & implementation  Cross‐functional awareness  Enhance financial impact forecasting and analysis of future CIP’s  870‐2 Pump Station Replacement Project/16.9 million, ensure that contingencies are planned for. 4. Strategy: Achieve PERs funding ahead of schedule Objectives:  Optimize funding and liability schedule OWD Strategic Plan (DRAFT) Page 4 of 6 Human Resources: 1. Strategy: Enhancement of succession planning and training development programs Objectives:  Knowledge transfer/management program (including desk procedures) due to projected retirements.  Continued development of leadership and District‐wide training programs. 2. Strategy: Enhance employee engagement by providing information, resources, and services to staff, which promote collaboration, connection, and commitment. Objectives:  Stay interviews and/or employee opinion survey  Development of preventative physical training programs (aging workforce)  Standing Work Stations  Stretching & Work Programs  HR communications and outreach  Review employee recognition approaches 3. Strategy: Enhance management of complex labor laws and employee benefit programs. Objectives:  Negotiate and implement new labor agreement  Identify strategies to support labor agreement health benefit requirements.  Identify language which acts as a barrier to change and/or limits managerial flexibility 4. Strategy: Evaluate and leverage the use of available HR self‐service and capital management technology solutions. Objectives:  Evaluate ADP’s cloud‐based human capital management system  Evaluate Neogov’s on‐boarding modules IT/GIS: 1. Strategy: Maintain a reliable, scalable, secure, and high performing technology infrastructure to support current and future service needs. Objectives:  Deploy next generation storage services and communication architecture  Assess, adopt, and deploy NIST cyber security enterprise framework  Adopt a cloud‐first strategy for new services OWD Strategic Plan (DRAFT) Page 5 of 6 2. Strategy: Enhance SCDADA service via SCADA roadmap project. Objectives:  Execute fourteen (14) strategic project/initiatives, recently developed 3. Strategy: Enhancement of the District’s enterprise geographic data. Objectives:  Deploy ArcGIS Pro for 3D analysis  Migrate GIS data structure from geometric network to utility network  Improve vertical data accuracy and create a universal mechanism for field data collection and input  Evaluate the use of Drone2Map technology for asset and field inspections and condition assessment Operations: 1. Strategy: Enhance District maintenance and program standards. Objectives:  Evaluate changes for valve maintenance program  Participate in evaluation of ISO 55000 asset management framework  Participate in analysis of future water supply redundancy study/project  Participate in evaluation of electric vs hybrid fleet  Participate in engineering’s water quality study Purchasing/Facilities Management: 1. Strategy: Enhancement of contracting and facility services. Objectives:  Optimization of contracting and purchase order execution  Analyze lease vs buy of fleet vehicles  Evaluate electric vs hybrid  Evaluate cooperative agreement(s) for chemical purchases  Enhance customer and employee security in lobby public area  Participate in validation and evaluation of a replacement ERP system Safety: 1. Strategy: Enhancement of District’s confined space program. Objectives:  Automate C5 and confined space work forms (electronic conversion)  Add confined space data layer in the District’s enterprise GIS system OWD Strategic Plan (DRAFT) Page 6 of 6 OTHER OBJECTIVES/IDEAS  Help to focus on all areas of responsibility; Emergency Management, Resilience, Bus Continuity, Inspections, OHS, Security, etc.  Sign up District for Cal OSHA Volunteer Program. Cal reach first with goal of obtaining CalStar certification  Further hardening facilities e.g. admin, ops, key facilities  Safety for succession planning. OSHA 10 and OSHA 30. Include Emergency Management Environmental Compliance Ergonomics Fire Protection Industrial Hygiene  Optimizing EOC – tools, hardware, software, electronics, etc.  Elimination of as many Confine Space by using engineering practices. E.g. the regulatory, 711‐3 recirculation pump room, Regulatory site 35’ deep vault, and the bunker recycled water pump station  Tank reservoirs wrap around ladders  Better PPE (Personal Protection Equipment), communication equipment for field work, e.g. from safety glasses, to ergonomic impact resistant gloves to radios, headsets similar to the one’s used by firemen  TQM, six sigma, ISO pick best practices and apply them to District Ops without signing up  Focus on aging workforce. Ergonomics program, once a year bring workshop for field and office staff, lower back, hand, arm, wrist, shoulder and neck injury prevention  Development of grant program  Refresh or replacement of key field safety equipment  From safety committee meetings, any issues or ideas that warrant developing initiatives?  Program optimization/streamline  Optimize procurement and contract administration  More effective and efficient way of how contracts and purchased orders are processed  Leasing Analysis of pool vehicles, electric/hybrid vehicle program  Cooperative agreement with chemicals  There is a program in northern California but none in southern.  Evaluation and deployment of enhanced employee and customer security.  Redesign of lobby. We have a CIP for it already.  Install Customer service light through admin building.  System integration with SCADA system  InfoMaster/ InfoSewer for Asset management