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Home My WebLink About4 Stratigic Plan Workshop Agenda Item # " . Memorandum To: Board of Directors From: Peter Holzmeister Date: October 1, 2004 We are prepared to conduct the strategic plan workshop for 2005. Bob Rauch will once again facilitate. We will begin at 4:00 PM, take a dinner break at 6:00, resume the workshop at 7:00 and try to end by 9:00. Following is the Action plan adopted by the board at the conclusion of last year's strategic plan workshop. I have added a section to each action plan issue describing its status. ACTION PLAN Issue 1: Corporation Yard ➢ No place to store equipment and material ➢ Broadband will cause more problems Location: 130 acres of land; keep 30 acres (10 for corporation yard) Question: How much space do we need with broadband? Have calculated basic need for space for both electric and water?- pole storage How much under roof? How much parking, turn around, storage? Space, layout plan, costs, finance Sell remaining property Action 1.1: Study space needs and vehicle turnaround space etc. Pole storage Get a consultant to do plan. Make sure keep enough land for future needs (hard to buy in future). Identify costs. Financing. CEQA Who: Kathy Neus retains consultant to complete a study of property needs and location; and coordinates with staff 1 When: Needs list by October 2003 Basic Plan (Site plan and specs) and cost by February 2004 Funding CEQA Construction Status: The District retained the services of Gaunt Sommer Design Group to help prepare an initial plan for the corporation yard. Ron Gaunt and Pam Sommer met with several members of staff to determine needs. Based on those interviews Ron and Pam prepared an initial concept description of the types and sizes of building space, types and sizes of outside storage, size of parking and size of circulation space needed. Let's refer to this description as the program for the new corporation yard. He then calculated a preliminary cost for the project, approximately $10,000,000. I experienced serious sticker shock. So l sat with the management staff and asked them to consider a scaled back program. Ed Taylor, Steve Hollabaugh, Jim Wilson and Mark Thomas have developed an alternative approach to work space that reduces the size of the program for the new corporation yard. They have looked at the corporation yard constructed by TSD, which utilizes simple utilitarian steel buildings, and we are ready to go back to Ran Gaunt to have him prepare a second iteration of the program and budget. Issue 2: Water System Replacement y Aging infrastructure. Premature failure Action 2.1: Real issue is put together a systematic replacement plan with current priorities and long-term lifecycle replacement. Who: Ed Taylor When: January 2004 Status: This issue has been accomplished. ED presented a multi-year system replacement plan to the board earlier this year. Issue 3: Management Information System Need help analyzing the problem and suggesting solution Need to make information available Have to interface with the utility software- NISC r GIS is infrastructure data ([an is trying to interface with NISC) Work flow process what does final process need to be. Action 3.1: Find a consultant (similar to finance consultant) to advise on how to proceed 2 Who: Peter Holzmeister When: Consultant recommendation- March 2004 Status: The District has retained the services of Reiter Lowry Consultants to help with this issue. Glenn Reiter met with District staff to gather information about the management needs of different people and the current information sharing system. He has recommended that a committee of District staff work with him to bridge the divide between our NISC and GiS systems. The first task the committee will tackle is to meet with appropriate representatives from NICS to determine their willingness to provide our information needs or, in the alternative, to interface with GIS and the work management system that ian Fitzgerald has identified. This issue has been merged with the issue dealing with organizational structure. Glenn Reiter is working with us on this combined task. Attached is a work schedule the Glenn and staff are developing. Issue 4: Finance Master Plan Current expenditures upwards of$30 million next fiscal year. ➢ Consider need at this stage for CFO ➢ Have a financial master planning TOOL but not yet a plan. ➢ in place all operating costs and future costs. Also growth projections Have not established levels of reserves. a Board issue (consultant suggested 10-15% operating reserves) Board should wrestle with issue of how much of rates should support debt? Board should wrestle with rates. Previous goal was to keep as low as possible. May need higher rates to meet future needs. We should compare ourselves with other water agencies. ➢ Need to deal with policy questions and cash reserves (which impacts rates). Action 4.1: Finance workshop ➢ Develop policy on reserves, debt, rates and fees ➢ Add annual investment for replacing facilities Who: Peter Holzmeister When: November 2003 (during financial workshop for Budget calendar) Status: The board has adopted a policy setting goals for maintaining cash reserves for water and electric operations, capital spending and debt service. The policy also establishes guidelines for the use of debt that is supported by rates and debt supported by facilities fees. 3 As the report already stated, we now have a program for replacement of water system infrastructure, along with associated costs, so we can plug these parameters into the finance master plan. This master plan with be presented to the board along with the budget for 2005. Issue 5: Organization and Management r Staff already at max. Difficulty getting beyond fires. But we have trouble getting to the big picture. Several key managers not too many years form retirement. What about succession plan? We grew 20% recently with acquisitions, but only 10% in people Growth will continue and compound the challenge. Assistant General Manager has multiple responsibilities. Maybe only 113 devoted to AGM role. Is this adequate? Human Resources- an organizational challenge too- consider HR manager? v Growth Perspective: 80% increase in customers; 40% in staff r If you don't address these issues now, will have serious problems in the future. We should not band aid this. Should do right. ➢ Summary of new needs: Human Resources Assistant General Manager Finance ➢ Need more focus, direction, accountability Action 5.1: President appoint a ad hoc committee to develop a new organizational plan to bring to Board Who: Board president and committee (Ron Hemig, Jim Maass and Peter Holzmeister) When: Before end of year Status: Again, the District has retained the services of Reiter Lowry Consultants to help with this issue. This issue has been linked with the MIS issue. The two need to be dealt with together. For that matter, the Corporation Yard issue is somewhat dependent on resolution of the organization issue. The work schedule that is attached to this report describes tasks related to MIS and organization. Issue 6: Continuance of quality and economy of service L.AFCo built in bias against District government-establish relationship ➢ Town of Truckee has wanted to consolidate with the TDPUD Five-year service reviews-are services provided by the right supplier ➢ Review of sphere of influence of District 4 y On other hand are opportunities for cooperative ventures that could save money, improve service, etc. Action 6.1: Follow LAFCo Who: Peter Holzmeister When: Ongoing Status: This issue is being dealt with on an ongoing basis. This issue may not have been fleshed (flushed) out completely during the workshop. The title suggests one set of goals but the rest of the description goes in a different, although important direction. At some point we probably need to discuss the level of service we are committed to providing. There is no single sentence that describes a good level of service. There are levels of service in many aspects of what we do. This is a big discussion Meanwhile, l have been spending lots of time with LAFCo. l think we have developed an excellent relationship with LAFCo by responding to their broadband demands in a most professional and cooperative manner. I believe this relationship will spill over into other LAFCo issues. Issue 7: Interface with customers r Have not analyzed how we interface/communicate with customers from start ➢ Old application Reconsider deposit policy Consider new ways for customers to pay: ATM, credit card, etc Is our answering service adequate? What are options? Should we keep local? Action: 7.1: Reconsider Customer Interfaces Consider other utilities or services that do this Who: Mary Chapman (service applications) When: December Status: We have made significant progress in the technologies we use to deal with customers. We have eased our deposit policy. We are implementing e-commerce. We use limited alternative bill payment procedures, but not full scale credit cards at this time. We have not reviewed our service application form at this point, but we need to. Action 7.2: Answering service- seek local resources where possible Who: Steve Hollabaugh 5 When: June 2004 Status: We have made lots of progress in regard to this issue. The District has acquired an outage management system. It has been linked to our GiS mapping system. it is ready to be implemented; we just need to do staff training. This system will give staff answering phones important information when responding to service outage calls from customers. The icing on the cake is still to come. We are making progress on it. The weakest link is the answering service. High Country Answering Service does a great job serving the needs of small business, like a doctor's office, involving one call at a time. They are not set up to handle a significant storm related electric outage, involving one hundred calls at a time. We are evaluating services of call centers that deal specifically with electric utilities. Action 7.3: Develop an outreach plan- Include web, print, email tree, TV, ads, etc. Target by area (Budget) Question: "Is our communication and outreach adequate" ➢ We were kicked off TV ➢ Still do newspaper ads v Are responsive to press ➢ Quarterly newsletter is not quarterly ➢ Do undertake community events Do we need to provide more resources? Who: Scott Terrell When: October 2003 Status: Scott has developed a role for the District in "Green Building Technology". He has been active in promoting water conservation. We have been active in the news media regarding broadband. Barbara Cahill has been updating our Web page regularly. We have sponsored community events. District staff is active in service clubs and the Chamber of Commerce. I am sure there is still more we can do. 6 Truckee Donner Public Utility District Business Plan Development Schedule ID Task Name Start _ _ r 2005 __ ay J ny�._Ju ._ 2006 0 _ 1 _ rm j _. AugiSepTOctallov�Dec�Jan Feb�MarfApr,1Ml Aug(Sep�OctiNoviDec Jan Fe_b[Mar AprTMay� 1 Phase I.Management Information Mon 9I20/04 i 2 i Information Required by Board of Directors Mon 9120104� F777777771 LL3 j Information Required by Management Mon 9l20/04 4 "` _ I Task and Responsibility Development Wed 10f27/04 5 Coordination of Required Information with Software Fri 12110I04 I I 6 MIS Committee Review of Appropriate Software Toe 10112/04 1 7 I® Identification of MIS Required Resources Mon 12/20/04 8 ® Integration of MIS with GIS Tue 2/1/0! g Identification of Customer Support Needs Tue 311/05 E Establish MIS Department - Tue 4/26/051 i 1 ( 11 Phase ff-Financial Management Mon 12t6l04 _- a Mon 12/20/04 12 j� Work Management/Job Costing .,�� Mon 3/28/OS � - 13 Work Order Control and Accounting 14 1 Budget Reporting Mon 5/9105 i -4� 15 Capital Expense Tracking and Control Wed 6l1105 I F 16 I Work Scheduling Tue 8/30/05 17 Long Term Financial Plan Wed 4/20105 —' 1 18 �® Establishment of Funds Mon 12/6/04 19 I Warehouse and Inventory Control Mon 10/10105t 20 Phase III-District Management&Organization Mon 10/18/04 21 Management Team Identification&Development Fri 711/05 I � -_"` Mon 8/15/05 22 Management Training ' 23 1® Staffing Plan Immediate Needs Mon 11/1/04 I 24 Staffing Plan Long Range Wed 4/20/05 1 C � 25 ® Call Center/Dispatching-immediate Mon 10/18/041 26 Call Center/Dispatching-Long Range Mon 2/14/05 i E Wed 912910412:41 PM Reiter Lowry Consultants 1 of 1 Business Plan Phasing.mpp Projects Under Construction 1 Cambridge Estates Subdivision, Phase 5 66 lots 2 Camden Building 4,000 s I commercial bldg. 3 Cedar House Hotel 42 room hotel 4 Chinese Herb Shop Restoration Restoration of existing building 5 Gray' Crossin , Phase 1 190 lots 6 Hampton Inn 109 room hotel, 4,500 sq ft deli store, gas station & car wash & 4,500 commercial building. 7 Lake Tahoe Mortgage/H ant Mountain Two 2-story office buildings Homes offices 8 McManus/Horst Jib-boom St. Project 5 office buildings 9 Old Greenwood Planned Development Golf course, 80 multifamily units, 74 single family fractional units, 104 custom homesites, 20 multifamily units & 20 lodging rooms. Also, a 16,000 sq ft swim/fitness center, 20,000 sq ft lodge facility, a maintenance facility, and a 12,000 sq It golf course club house. 10 Palisades Townhomes 34 townhouse units in 9 buildings 11 Pinyon Creek Townhomes 40 duplex twnhomes 12 Pioneer Commerce Center Phase 1 I 1 commercial/industrial building lots 13 Riverview Townhomes 60 unit planned development 14 Tahoe Forest Hospital Expansion Two story addition to existing hos ital 15 Tahoe Mountain Meadows Townhomes 16 unit townhome complex 16 Trout Creek Recreation Facility Ex ansion Addition to existing facility 17 The Boulders Condominiums Phase 3 (last 32 units) 18 The Lodge at Tahoe Donner Remodel of existing facility 19 The Rock/The Greens at Ponderosa 67,015 sq ft mixed use project 20 Truckee Industrial Subdivision 14 lots for industrial buildings (Western Nevada Supply, Truckee Paint Mart, Johanson Industrial Building, Mountain Forge, Johnson/Summit Construction, etc...) Z 1 Truckee Tahoe Airport Hangers Extensions of Soaring Way, Construction of Airport Access Rd, Construction of Warehouse Parking lot, Sitework for T-Hangar ROW and Box Hangar ROW, Long term parking lot and Backflow prevention 22 Winter Creek Subdivision 148 Lots and 20 multiple family units Major Projects Approved 1 Donner Crest Subdivision 82 lots 2 Gray s Crossin Phase 2 190 lots 3 JAR - Hillto Subdivision 4 Soaring Way Commercial Building New 15,722 sq ft. commercial office &2794 sq ft. residential 5 Southwest Gas Corporation/Maintenance New office and warehouse facility Facility 6 Truckee Townhomes 31 unit townhomes Major Projects Under Review 1 Coldstream Specific Plan (PC-1) 2 Hilltop Master Plan 3 Joerger Ranch Specific Plan (PC-3) 4 Knight`s Crossing Commercial Center 5,000 sq ft commercial building and a 4,000 sq ft restaurant building 5 Mountain Home Center 6 Northwest Townhomes 7 Pioneer Commerce Center industrial Subdivision Phase 2 8 Sierra Bluffs Neighborhood Subdivision 9 Stoneridge Townhouses 10 Taco Bell (previously The Beginning) I 1 Tahoe Boca Subdivision 223 to 250 single family lots