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HomeMy WebLinkAbout2020-10-21 PowerPoint - FinalStrategic Business Planning TDPUD 2020-2021 Board Workshop #2 October 21st, 2020 4:00 p.m.-7:00 pm The Cedar House Sport Hotel Expectations for Workshop #2 Successes: Our First 90 DaysSuccesses: Our First 90 Days Your Strategic Lever Homework Discussion Defining Your “Prime Lever” Your Strategic Lever Homework Discussion Defining Your “Prime Lever” Strategic Lever Consolidation- Team ActivityStrategic Lever Consolidation- Team Activity Community Outreach OverviewCommunity Outreach Overview Board Discussion: Community Input ConceptsBoard Discussion: Community Input Concepts 2 Ground rules •Mutual Respect •Active Listening •Strategic Thinking – no wrong comments •Collaboration 3 Team Activity 4 Our First 90 Days: Leadership and Culture Shift Succession. Transition. Focus. 5 6 The Mission of Truckee Donner Public Utility District is to provide reliable, high quality utility and customer services while managing District resources in a safe, open, responsible, and environmentally sound manner at the lowest practical cost. Values Safety – Safety is our way Communication – Send and receive Integrity – Honest and ethical Accountability – Own it Timeliness – Meet our goals and commitments Work Life Balance – Work hard, play hard “We don’t have to be perfect, just engaged and committed to aligning values with actions”…. Brene’ Brown SK1 Slide 7 SK1 Shanna Kuhlemier, 9/16/2020 Initiated Our Strategic Planning Process September - April Traditional Innovative Visionary Painting the Landscape The visioning process to lay the foundation for the entire strategic planning process Painting The Landscape Traditional/Innovative/Visionary Eight Strategic Levers 1. Organizational Integration 2. Engage with customers and our communities to identify opportunities 3. Modernization of this Utility 4. Take the best of private sector thinking to add value to our communities 5. Environmental Stewardship: Create a sustainable, resilient environment for all of our communities 6. Manage for Financial Stability and Resiliency 7.Developing an Inclusive Culture Drives Organizational Success 8. Be Welcoming and Transparent in How We Work 10 SWOT Analysis 12 90 Days Outward Activities Community Realignment Strategic planning Staff meetings Reassess & Reissued Values Modify Mission Statement Conduct SWOT analysis Develop Strategic levers Corporate Culture Fueling Project Employee Housing (aka Bunkhouse) Equipment Storage project Community Service event Staff Development Renewable energy Renewable Power Rate design Carbon free water operations 13 90 Days Inward Activities Rate Setting Consolidated Capital Improvement Plan 6170 #2 & Pioneer Trails Pipeline Glenshire Substation Human Resources Rebuild Rebuilt the Salary Schedule Org Chart Build Broadband Restart TTUSD Wifi Project Admin and Financial Systems Monthly Financial Reporting Redesign Gray’s Crossing Refinancing Computerized Maintenance Management System Project MVGWB Annual Report Development Review Redesign District Code Review District Standards Restructure 14 The Integrated Approach to Strategic Planning Vocabulary Review Strategic Levers The term strategic lever refers to a strategy or capability that enables long term (more than one year), exceptional performance to occur Strategic levers are used to improve business performance and profitability The meat and potatoes of the strategic planning process Levers must be linked, consistent and working together to ensure maximum efficiency for integration of the Community Social Environmental Responsibility Model and application to the Cash Cow Levers are meant to be catapulted out as appropriate Strategic Levers are the roadmap to your strategic planning goals 16 Process Please write your Prime Lever on the 5 x 7 card. This becomes your “Prime Lever” This is the lever where most of your personal initiatives/project recommendations might nest under Please identify one strategic lever that resonates with you the most 17 Process for Consolidation of Levers In your teams, with Board members being the “lead”, identify strategic levers that might be able to be combined Be sure the “intent” of each lever and key vocabulary remains intact Try to narrow the levers down to “Four” or “Five” Write your consolidated levers on your team flip chart We will present these at ______________ 18 Painting The Landscape Traditional/Innovative/Visionary Eight Strategic Levers 1. Organizational Integration 2. Engage with customers and our communities to identify opportunities 3. Modernization of this Utility 4. Take the best of private sector thinking to add value to our communities 5. Environmental Stewardship: Create a sustainable, resilient environment for all of our communities 6. Manage for Financial Stability and Resiliency 7.Developing an Inclusive Culture Drives Organizational Success 8. Be Welcoming and Transparent in How We Work 19 Community Outreach Engage ● Involve ● Enrich Timeline for Community Outreach 21 November: Preparation of Integrated Community Outreach Plan Staff and Idealwild Preparation of Community Survey by Probolsky Research December:Week of December 7th: Rate Payer Survey Probolsky Research Social Media Kick Off for Focus Groups Community Engagement: Educate the public/ Talks to Key Community Groups January:Training for Focus Groups Intense Rate Payer/Community Outreach using all communication channels Focus Groups Neighborhood Based •January 7th: 2 FG •January 13th: 3 FG •January 15th: 3 FG (one being Spanish Speaking) Board Discussion What are concepts/ideas you are anxious to validate by our rate payers/community? 22 Our Next Steps Prepare the front end of the Strategic Plan Develop Community Outreach Plan/Survey/Focus Groups Integrate Community Priorities into Painting the Landscape Apply TDPUD “Community” Social/Environmental Responsibility Model Identify and Build Initiatives and Projects (Application of the Cash Cow Model) Test the plan with the “Community Social/Environmental Responsibility Model Next Board Workshop November 18th Community Outreach Plan Initial Modelling of CSERM 23 Process: Board Workshops September 16th : Workshop #1: Painting the Landscape/ SWOT October 21st: Community Outreach Plan & Initial Discussion of CSERM November 18th: Workshop #3: Community Social/Environmental Responsibility Model December: Completing the Community Survey Results and preparing for Community Focus Groups January 27th: Workshop#4 Analysis of Survey and Focus Group Data Perform a Gap Analysis February 17th: Workshop #5: Social / Environmental Responsibility Model; Alignment of Culture/Values March 17th: Workshop #6: Goal Setting & Tie financial modelling to goals and Cash Cow Model April 7th: Board Meeting: Adopt Strategic Goals 24 Pamela Hurt Associates Thank you 25“Proudly serving the greater Truckee area for more than 90 years”