Loading...
HomeMy WebLinkAbout13 Pamela Hurt Associates Professional Consulting Services AGENDA ITEM 13 TRUCKEE i DONNER Public MEETING DATE: January 18, 2023 TO: Board of Directors FROM: Brian Wright, General Manager SUBJECT: Consideration of a Consulting Services Contract with Pamela Hurt Associates for Leadership Development and Strategic Planning APPROVED BY Brian C. Wright, General Manager RECOMMENDATION: Authorize the General Manager to execute professional services contracts and all necessary agreements with Pamela Hurt Associates for: a) General Manager 360 Degree Performance Plan in the amount of$131,000; and b) Phase II Strategic Plan Update in the amount of$40,000 For a total authorization amount not to exceed $171,000. BACKGROUND: In 2020, the District began the process of developing a comprehensive strategic plan. The strategic planning process included a series of board workshops, review of the District's mission, incorporation of core organizational values, alignment of strategic goals to operating budgets and capital projects, as well as the prioritization of four key strategic initiatives. The process incorporated extensive engagement with the Board of Directors, executive leadership team, staff, community stakeholders and industry partners. To facilitate this process,the District engaged in a professional consulting services contract with Pamela Hurt Associates Pamela Hurt Associates has designed a dynamic, multi-dimensional program of providing innovative organizational development for the Board of Directors, leadership and staff that positioned the District for the development and implementation of a new strategic plan and leadership transition. This included areas of specialized leadership development programs,the Page 1 of 4 integration of emotional intelligence with culture and values assimilation, and strategic planning. Furthermore, Pamela Hurt Associates has over 40 years' experience in the private and public sector which includes implementing high performing leadership teams, organizational cultural change, marrying culture to strategy, and increasing efficiencies and effectiveness. In May of 2021, the Board of Directors adopted the Truckee Donner Public Utility District Strategic Plan 2021-2024. The strategic plan was constructed to fulfill the core mission of the District and the four fundamental pillars of "Community", "Board of Directors (Governance)", "Leadership" and "Employees". From these fundamental pillars, the District conducted an organizational SWOT analysis to establish a set of eight strategic levers to serve as guiding metrics in the goal setting process. The Board of Directors and staff established strategic goals to which operational budgets and capital projects were aligned: 1. Manage for financial stability and resiliency 2. Environmental Stewardship: Create a sustainable, resilient environmentfor all of our communities 3. Engage with our customers and communities in a welcoming and transparent way to identify opportunities 4. Take the best of private sector thinking to modernize the utility and add value to our communities 5. Developing an inclusive culture drives organizational integration and success Within the strategic plan, the Board of Directors prioritized four key strategic initiatives identified through extensive public engagement, community workshops, and benchmarking studies conducted with subject matter experts within the public utility sector. The four key strategic initiatives prioritized within the strategic plan include: • Undergrounding of Overhead Electric Utilities • Community Broadband • 100% Clean Renewable Energy • Local Clean Energy Generation ANALYSIS/BODY: Following its adoption in May of 2021, the Strategic Plan 2021-2024 has served as an extremely effective and productive guiding document for the development of FY2022-23 Electric and Water Operating and Capital Improvement Budgets, significant improvements in customer services and community engagement, development of a positive rewarding organizational culture, enhanced communication and staff development. The strategic plan has also served as one of three key resources in gauging organizational performance, in addition to budget and District Code. The District has now transitioned into the third year of the four year strategic plan and is preparing to begin the process of adopting operating budgets for FY2024-2025. In order to ensure the future budget cycles are in alignment with and supported by the District's Page 2 of 4 strategic plan, staff is recommending the Board of Directors engage with staff and community stakeholders to conduct a midterm assessment of the goals and initiatives within the current strategic plan, identify any new opportunities for consideration, and adopt an updated plan to support the subsequent budget cycles of FY2024-25 and FY2026-27. In conjunction with and integral to the strategic plan update the District has identified the need to develop a comprehensive organizational performance assessment process. A well-developed performance evaluation process is an essential component of a high performing organizational governance and leadership team. In response to the District's request, Pamela Hurt Associates has submitted a proposal to facilitate the design and integration of GM 360 performance evaluation, tailored to the District's specific needs and completed in coordination with a series of Board of Directors and executive leadership team workshops. The development of a results oriented GM 360 performance evaluation process ensures alignment between Board of Directors governance and policy making, leadership of the general manager, the strategic plan and performance of the organization. Once established, the 360 evaluation process will be incorporated into leadership teams throughout the organization. Staff is recommending the District utilize the professional consulting services of Pamela Hurt Associates for this innovative and dynamic organizational development process based the extensive experience in organizational leadership development with both public and private sector agencies and the opportunity to build upon the tremendous success of the 2021-2024 strategic planning process, also recognizing the intimate familiarity with the District's mission, organizational culture and strategic goals gained during the previous consulting work with the Board of Directors and leadership teams. Goals and Objectives: 1. Manage for financial stability and resiliency 2. Take the best of private sector think to modernize the utility and add value to our communities 3. Developing an inclusive culture drives organizational integration and success FISCAL IMPACT: The proposal for professional consulting services has been separated into two individual contracts: 1. General Manager 360 Degree Performance Plan in the amount of$131,000; and 2. Phase II Strategic Plan Update in the amount of$40,000 The total recommended authorization is an amount not to exceed $171,000. The FY2022-23 adopted budget includes sufficient funds within the Board of Directors Strategic Planning Initiatives budget and the General Manager Professional Services budget. ATTACHMENTS: Page 3of4 None Page 4 of 4