2013-2016 strategic plan
TRANSCRIPT
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STRATEGIC PLAN 2013-2016
NORTHEAST OHIO REGIONAL
SEWER DISTRICT
YourSewer
Keeping our
District...
Great
Lakegreat.
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Ces
Executive Directors Message 3
ExECutivE Summary
Purpose o Strategic Plan 4
Strategic Planning Process and Inputs 4Strategic Planning Process 6
Major Themes o the Plan 9
GuidinG StatEmEntS
Our Vision and Mission 10
Core Values 10
StratEGiC arEaS of foCuS
1 Operational Excellence 12
2 Fiscal Responsibility 16
3 Customer Service 18
4 Community Partnerships 20
5 Organization and Employee Efectiveness 22
C o n c l u s i o n 24
photos: John Quinn
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Eece decs messge
It is with pride that I introduce our Strategic Planor 2013 through 2016. Te Senior Sta eamcreated this Strategic Plan to chart the courseo the Northeast Ohio Regional Sewer Districtover the next our years. Our vision is to lead the
region as the premier environmental organizationprotecting our waterways.
o help us achieve this vision, the StrategicPlan consists o fve areas on which we willocus our eorts: Operational Excellence, Fiscal
Responsibility, Customer Service, CommunityPartnerships, and Organization and EmployeeEectiveness.
Tese areas are the oundation o our StrategicPlan and consist o many ambitious objectives.
Tereore, it will require the talent, commitment,and drive o every District employee or itssuccessul implementation.
With the support o our employees, I amconfdent that the Strategic Plan will serve as a
road map to achieve our vision. Our success willbeneft the environment, the region, and thepeople we serve.
Julius Ciaccia, Jr.
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Ppse Segc Pl
Te Northeast Ohio Regional Sewer District (theDistrict) is a political subdivision o the State o
Ohio. It was established by court order in 1972to convey and treat wastewater in Cleveland andsurrounding communities.
Tis Strategic Plan integrates ContinuousImprovement methods and tools to ensure that
the District will be positioned to meet any uturechallenges, stay true to the Mission and Vision,and provide customers with an environmentalleader that is committed and able to enhance thequality o lie in the region and protect their waterresources.
Segc Plg Pcess ips
During the all o 2012, the District developed
an RFP seeking services to lead and acilitate theDistricts Strategic Planning Process. Te Districtwas seeking a frm that would be able to ensurethat the Mission, Vision, goals, and areas ostrategic ocus continue to be properly aligned,including all necessary elements to meet theorganizations commitment to ulfll obligationsin the areas o wastewater treatment, stormwatermanagement, and capital improvement.
ExECutivE Summary
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O all the frms that responded to the RFP, theDistrict selected local consulting frm Improve
Consulting and raining Group to lead the eort.Improve Consultings Strategic Planning Modelintegrates both Continuous Improvement andOrganizational Change Management methods/tools to ensure that plans are not only operational,but sustainable as well.
Te Strategic Planning Process ocused ongaining insight and input rom two sources: 1)the Districts Senior Sta and 2) the Board orustees. By ocusing eorts on these sources,Improve was able to gain a comprehensive view
o what Senior Sta saw as the strengths and areaso opportunities or the District and confrm thatthe Senior Stas Vision and plans aligned with theBoards Vision.
Tis Strategic Plan clearly outlines a path or theDistrict to ulfll its obligations by leveraging itsstrengths and ocusing eorts on the identifedareas o improvement, thus making the DistrictsVision a reality.
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Segc Plg Pcess
Step 1 Engage Senior Staf: Te Districts SeniorSta have been involved throughout the StrategicPlanning Process. Improve Consulting conductedindividual assessments with eleven (11) keyDistrict Senior Sta rom dierent unctionalareas to better understand, rom their perspective,what is working well and identiy opportunitiesor improvement, prior to engaging in theStrategic Planning Process. Upon completiono the assessments, it was clear that the Districthad as many strengths related to each o the
fve identifed areas o ocus as it did areas oopportunity, implying that while the District doeshave many opportunities to ocus improvementeorts, it also has many opportunities to leverageits strengths to make those improvements.
Step 2 Conduct Strategic Planning Session 1:Upon completion o the assessments, ImproveConsulting acilitated a ull-day session with theDistrict Senior Sta on uesday, October 23,2012, to 1) review and revise the Districts Mission
and Vision Statements, 2) review assessmentfndings, and 3) create strategic actions to alignwith strategic ocus areas and goals. Te resultswere new Mission and Vision Statements, strategicareas o ocus that align with the new Mission andVision, and clearly stated objectives or each o the
fve areas o ocus.
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Step 3 Conduct Strategic Planning Sessions 2-4: Onuesday, November 20, 2012, Friday, December
28, 2012, and Friday, January 4, 2013, ImproveConsulting acilitated hal- and ull-day sessionswith District Senior Sta to 1) review the Visionand Mission Statements, Strategic Areas, andStrategic Objectives, and 2) develop actions andmetrics or each Strategic Objective. Te District
Sta were able to identiy measurable actions andKPIs or all the identifed Strategic Objectives.
Step 4 Engage the Board: On Tursday,December 20, 2012, Improve Consulting madea presentation to the Board o rustees about
the 2013-2016 Strategic Planning Process. Temeeting was held during the Boards regularsession and was held in the Public Meeting Roomat the Districts 3900 Euclid Avenue acility. Aterhearing the presentation, the Board agreed that
the Senior Stas Vision and plan was aligned withwhat they envisioned and subsequently gave theirapproval to move orward.
Step 5 Create Evaluation and Control Methodologies:Upon the Boards approval to move orward,
Improve Consulting worked with District SeniorSta to create a comprehensive strategic planreporting process and ormat that resulted inthe creation o a comprehensive Dashboard. TeDashboard will be used to track the progressor each Strategic Objective and their associatedmetrics each quarter.
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Te Dashboard will be housed in a central locationand each Owner or the Strategic Actions will
access it on a specifed date each quarter to provideupdates. Tese collective updates are carried overand graphically displayed to provide a snapshoto the overall progress made or each StrategicObjective to date.
Tese updates are also synced with a Quarterly
Report that will be provided to the Board.By utilizing this simple tracking report andDashboard, the District will be able to quicklyevaluate its progress on an ongoing basis, hold itssta accountable, and ensure that no actions areoverlooked.
Step 6 Determine Action Plan Follow Up: o ensurethat the District is on track and achieving thedesired outcomes, Improve Consulting willconduct ormal reviews with the District at the
three-, six-, and nine-month marks to evaluateprogress on the fve strategic areas o ocus andtheir associated objectives and actions. Te Senior
Strategic Plan Dashboard
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Sta will be responsible or reporting to the publicand the Board on their progress. Te Executive
Director will provide updates to the Boardthrough the Quarterly Reports pulled rom theStrategic Plan Dashboard.
mj thees he Pl
Trough a comprehensive analysis o the inputrom the Districts Senior Sta and Board, severalthemes emerged to guide the developmento the Strategic Plan. Te Districts devotion
to enhancing quality o lie in the region andprotecting its water resources remains the coreunction o the District. Te District must becognizant o utilizing the right people in theright places to achieve even greater operational
excellence and continue to work towards osteringincreased communication and collaboration withpartners. Te District must also work to ensure asustainable uture by ocusing on organization andemployee elements, such as succession planningand generational alignment. Finally, the Districts
ability to actively enhance the quality o lie inthe region and protect its water resources throughinnovation, fscal responsibility, and communitypartnerships requires the creation o anorganizational culture that encourages teamwork,
innovation, adaptability, customer service at alllevels, and continuous improvement throughrecurring evaluations o its operations and services.
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o vs
Be the environmental leader in enhancing qualityo lie in the region and protecting its water
resources.
o mss
Provide progressive sewage and stormwater
management through innovation, fscalresponsibility and community partnerships.
Ce vles
Te District is committed to:
Environmental Stewardship
Initiating and maintaining eective practices oenvironmental sustainability through commitmentto a better tomorrow, a healthy environment, andstrong communities.
Ethics, Honesty, and Transparency
Maintaining the highest standards with our
customers, our business partners, and each other.
GuidinG StatEmEntS
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Customer Focus
Individual and organizational commitment to
providing value-added service to our external andinternal customers. Includes attitude, knowledge,technical support, and quality service in a timelymanner.
Balanced and Informed Decision Making
Quality decisions based on objective metrics,analysis o our systems, customer needs, andorganizational goals.
Progressive Culture
Initiating and acilitating positive changes.
Embracing and promoting innovation thatbenefts the District, our industry, and the region.
Accountability
A consistent willingness to accept responsibility,account or ones actions, and deliver on individual
and collective commitments.
Respect
Demonstrating high regard, value, andconsideration or sel, others, community, andenvironment.
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StratEGiC arEaS of foCuS
1 Operational Excellence
Strategic Objective(s)
1.1
Operate and maintain the wastewater
system to achieve regulatory
compliance.
1.2
Adapt business processes to
evolving changes in the industry, the
environment and regulations.
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Strategic Actions Metrics
Develop and implement enhanced control
strategies to meet current permit requirements
as assets are built.
Permit requirements met.
Develop, implement, and manage quality
metrics or construction projects.
80% o quality metrics or complex projects
met.
Execute Project Clean Lake to comply with
consent decree.
Consent decree requirements met.
Implement asset management continuous
improvement process.
Maintenance Key Perormance Indicator
(KPI) target metrics achieved.
Develop and implement automation target
KPI metrics.Automation KPI target metrics achieved.
Implement right-sized Inormation
Technology systems through eective IT
Governance to support the Districts strategic
objectives.
IT Governance ramework to align
inormation technology objectives with
District objectives developed.
95% o the accepted customer
business requirements met in system
implementations.
Enhance interace between Operations,
Engineering & Construction, and Finance
during Capital Improvement Program (CIP)
Planning.
CIP Development Process streamlinedresulting in ewer unplanned process rom
the previous year Capital Project List.
Financial cash ow provided earlier in CIP
process.
Develop standard procedures to enhance
interdepartmental coordination on regulatorycompliance.
Standard procedures ollowed.
Delivering on our commitments, complying with
regulations, improving systems operations and internalbusiness processes, and implementing programs.
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StratEGiC arEaS of foCuS
Strategic Objective(s)
1.3
Increase the unctionality o regional
stormwater assets to resolve and/or
reduce the critical consequence o
ooding, erosion, and catastrophic
ailure.
1.4
Identiy and strengthen key
organizational competencies to run
daily business and implement the
strategic plan.
1 Operational Excellence(cont.)
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Strategic Actions Metrics
Implement, operate, and manage thestormwater inspection and maintenance
program.
Baseline inspection o Regional Stormwater
System completed.
External maintenance contracts in place.
Community agreements in place.
Design and construct stormwater projects. Stormwater CIP delivered.
Develop standards and implement masterplans. Regional stormwater system masterplanning activities completed within 5 years.
Design and implement an eective
organization and workorce structure to carry
out the Districts mission.
Annual review o departmental
organizational structures conducted.
Develop and implement a strategy to
determine the proper balance o internal/
external resources.
Business Case Evaluation (BCE) methodologyimplemented.
Delivering on our commitments, complying with
regulations, improving systems operations and internalbusiness processes, and implementing programs.
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StratEGiC arEaS of foCuS
2 Fiscal Responsibility
Strategic Objective(s)
2.1 Exercise responsible nancialmanagement.
2.2Utilize unding alternatives to
minimize customer nancial burden.
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Strategic Actions Metrics
Operate within the 5-year Rate Study
parameters. Annual budgets operate 95%-98%.
Deliver a cost eective Capital Improvement
Program (CIP).
Engineering & Construction KPI target
metrics achieved.
Evaluate and determine long-term billing &
collection structure.
Long-term billing study completed.
100% o accepted recommendations
implemented.Find opportunities to reduce cost o Project
Clean Lake projects.
>5% reduction rom estimated cost
achieved.
Meet or exceed investment benchmarks.
Merrill Lynch 1-3 Year Index met or
exceeded.
90-day US Treasury Bill met or exceeded.
Improve accounts receivables collection.Billing to collection ratio greater than 95%
is achieved.
Provide annual long-term nancing plan. Annual long-term nancing plan published.
Meet debt service coverage.Senior debt > 1.25 achieved.
Total debt > 1.05 achieved.
Maintain strong credit rating. AA+ or above obtained.
Demonstrating organization and nancial stewardship
in the use o public unds and property.
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StratEGiC arEaS of foCuS
3 Customer Service
Strategic Objective(s)
3.1Provide timely and efective responses
to customer concerns and inquiries.
3.2Connect, respond and incorporate
eedback rom our customers.
3.3 Establish a commitment to customerservice among all District employees.
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Strategic Actions Metrics
Provide 24 hour access to District inormation
resources. 100% service availability.
Provide customers and stakeholders with
timely notication or all known changes, key
events and activities.
Planned and delivered notications
documented.
Develop and implement Customer Service KPI
target metrics.
Customer Service KPI target metrics achieved.
Regularly request eedback on quality o
service.
Develop and implement an evaluation process
to measure the quality o customer service.
Customer satisaction rating increased rom
the current 67%.
Implement key survey recommendations.100% o accepted recommendations
implemented.
Increase utilization o aordability and cost
savings programs.
10% increase (annual) in utilization o
programs.
Educate and inorm employees about District
initiatives, projects and activities.
All-employee sessions bi-annually
conducted.
Develop a district-wide customer serviceawareness campaign to promote a culture o
customer service that is shared by all District
employees.
District-wide customer service awareness
campaign or all employees implemented.
Understanding customer expectations, providing timely
and inormative customer issue resolution, providingeducation, and delivering quality service.
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Strategic Actions Metrics
Ensure timely approval and
disbursement o StormwaterCommunity Cost Share Program unds.
Application and disbursement process completed
within an average o 60 days.
Enhance the benets o Project Clean
Lake green inrastructure projects.
1-2 projects implemented with partnership
unding.
Develop strategic partnerships to attract
uture talent.
Number o participating partners increased
annually.
Partnership driven talent pool increased.
Seek opportunities to grow partnerships
throughout the District.Partnership activity across the District increased.
Promote the District Business
Opportunity Program.
Awareness opportunities provided or small
businesses to compete.
Study completed to dene the optimum number obusinesses in our service area potentially eligible or
Business Opportunity Program certication.
Increase opportunities or business
development or Business Opportunity
Program certied businesses.
MPower Program with the Commission o
Economic Inclusion implemented.
Enhance construction programs Leave
Behind in communities.
Green Leave Behind or all collection systems
projects greater than $50M completed.
Sponsor and/or co-sponsor
environmental education and research
programs and campaigns.
Number o educational and research programs that
provide impact within service area increased.
Eectively administer Titles 1 through 5
o the Districts Code o Regulations.
Annual compliance report or all titles published toenhance compliance.
Communities and customers assisted to achieve
compliance with regulations.
Partnering with a diverse set o organizations and local
communities or mutual benet.
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StratEGiC arEaS of foCuS
5 Organization andEmployee Efectiveness
Strategic Objective(s)
5.1Align, build upon, and sustain key
human resources.
5.2
Create an inclusive culture that
osters diversity at all levels o the
organization.
5.3Develop an innovative, exible and
adaptive organizational culture.
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Strategic Actions Metrics
Develop Succession plan to address current
and uture stafng needs.Succession plan in place or key roles.
Develop and ully administer a comprehensive
Perormance Management Process.
100% o eligible employees perormance
evaluated using the enhanced Perormance
Management Process.Develop Apprenticeship Program or
Operations and Maintenance.Apprenticeship program instituted.
Manage employee development needs
as identied through the Perormance
Management Process.
Managers and supervisors provided with
appropriate level o tools to assess skills and
close developmental gaps.
Develop additional opportunities orInternships and Co-ops.
Number o Interns and Co-ops hired as ulltime employees increased.
Develop and implement D & I Strategic Plan. D & I metrics achieved.
Establish and initiate change management
processes District wide.
Awareness and need or changemanagement expanded.
Opportunities or utilization initiated.
Providing opportunities or employees to develop,
expecting a high level o perormance, aligning human
capital and other resources to accomplish goals, and
developing organizational core competencies.
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2
Ccls
Tis Strategic Plan provides a navigational guideor the Northeast Ohio Regional Sewer Districtover the next fve years and the supplementaldocuments provide a means to evaluate andmonitor the Districts progress on the elements
outlined in this plan. o ensure that the goals setorth in the plan are met by 2016, it is imperativethat the Districts progress is reviewed eachquarter. In addition, due to the ever-changingenvironment in which the District operates, theoverall plan must also be evaluated at those timesto ensure that the goals and strategies outlinedremain relevant and useul.
Tis plan outlines many strategies to meet thegoals set orth by the District. Tese strategies
are both actionable and measurable. By makingthe plan not only strategic, but also operational,the Districts path to achieving its goals is clear.Now, it is up to all employees o the District totake action, hold each other accountable, andaccomplish the necessary tasks needed to ensure
that they are able to ulfll their Vision o . . .
Being the environmental leader in enhancingquality of life in the region and protecting its waterresources.
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