Performance Plan. Strategic Goals. Executive Summary. & Objectives

Transcription

1 Performance Plan Strategic Goals & Objectives Executive Summary

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3 An Introduction The LOTT Clean Water Alliance is a nonprofit corporation responsible for wastewater management services for the urban areas of north Thurston County, Washington. Its services include wastewater treatment and reclaimed water production. LOTT represents a partnership of four local governments the cities of Lacey, Olympia, and Tumwater, and Thurston County. LOTT is governed by a Board of four elected officials appointed from its partner jurisdictions, and operates under the authority of an interlocal agreement. LOTT s joint facilities include a large centralized treatment plant, a satellite treatment plant, three major pump stations, sewer interceptor pipelines, and reclaimed water distribution pipelines. To efficiently and effectively manage this vital regional utility, LOTT has developed this Performance Plan, which documents the organization s goals and objectives for the planning period This is the second version of LOTT s Performance Plan. The first, known as the Strategic Business Plan, was completed in 2008 in response to an initiative by the U.S. Environmental Protection Agency to promote innovative management approaches by the country s wastewater and water utilities. Effective utility management contributes to infrastructure sustainability by institutionalizing management systems and other innovative approaches, which can lead to reduced infrastructure costs and improved performance across a full range of utility operations. In the spirit of innovation, this plan was developed through an organizationwide effort. In addition to the involvement of the LOTT Board of Directors and senior management staff, every employee in the organization was invited and encouraged to participate actively. The goals, objectives, and supporting activities identified in the plan were developed through a series of Board work sessions, visioning exercises by each of LOTT s 8 work groups, 14 cross-division topic team meetings, 10 small team meetings, and a senior management retreat. An eight-member staff Overview Team, elected by their fellow coworkers, met 18 times to oversee and guide development of the plan. Iterations of this plan were reviewed and revised based on comments received across all levels of the organization. The result is a plan that is truly a group effort, with broad support and ownership by LOTT staff and Board members. 1

4 The Performance Plan identifies goals and objectives in each of four key management areas Utility Management; Treatment and Capacity; Community Engagement; and Workplace Environment. The goals set the bar for the levels of service that will be provided to our communities. The objectives serve as measures of success, and will be monitored to determine whether or not the organization reaches its goals. This provides a framework for continual and consistent review of organizational and operational performance. The Performance Plan spells out the organization s priorities and keeps LOTT s operations transparent and accountable to the public and its partner governments elected officials. This Executive Summary includes the organizational goals and objectives that form the basis for annual reporting to the LOTT Board of Directors, partner governments elected officials, and the public. The complete Performance Plan document includes a broader and more detailed list of organizational goals and objectives, along with supporting activities and associated staff responsibilities. The complete Performance Plan was developed primarily for use by LOTT staff as an active management tool. It is available on LOTT s website at or upon request. 2

5 Our Mission The mission of the LOTT Clean Water Alliance is to preserve and protect public health and the environment by cleaning and restoring water resources for our communities. Our Values The LOTT Clean Water Alliance is entrusted with providing wastewater treatment and management for the urban area of north Thurston County. In keeping with those responsibilities, LOTT operates under these core values: LOTT is an alliance of its four partner jurisdictions, and values a future-oriented regional approach to wastewater management. The LOTT Alliance recognizes its role in the watershed as more than just a wastewater utility with a single focus, but as a leader in responsible environmental resource management and stewardship. The LOTT Alliance embraces the triple bottom line economic, social, and environmental factors to guide decision-making in all aspects of the utility. The LOTT Alliance manages financial resources in a responsible, sound, economical, and equitable manner for the benefit of our ratepayers and our communities. The LOTT Alliance is an active community partner, engaging residents and ratepayers through open communication, seeking meaningful public involvement and input, and providing purposeful education and outreach. The LOTT Alliance values its diverse workforce as essential to the success of its mission. The LOTT Alliance values protection of health and safety for employees and the public. 3

6 Utility Management Utility Management addresses how LOTT manages finances, sustains existing systems, and builds to accommodate the future. As a public, nonprofit organization charged with providing an essential public service, LOTT must manage funds efficiently and responsibly. LOTT patterns its utility management on a private sector model, striving for true cost accounting to ensure accurate management and distribution of costs, with checks and balances that offer transparent accountability. LOTT manages treatment plants, pump stations, pipelines, and other assets valued at an estimated replacement value of approximately $750 million; this represents one of the largest investments our communities have made. To responsibly sustain this community investment, LOTT uses an asset management system to assess and maintain its infrastructure. LOTT is also charged with meeting our communities future wastewater management needs, and strives to plan for and build new capacity projects in ways that are responsible and responsive to our communities. Goals Plan and manage the utility within financial benchmarks Ensure equitable distribution of costs between ratepayers and new development Operate within accepted business and financial standards Objectives Manage finances so that expenses do not exceed annual adopted budget Maintain cash reserves at greater than or equal to 6 months of average operating expenses, and $3 million for emergency capital expenditures Complete evaluations for 100% of capital projects to determine proportions that represent new capacity versus improvements of the existing system Achieve an annual state audit that is free of findings related to the accuracy of financial controls and disclosures Earn the Comprehensive Annual Financial Report award annually Embrace asset management and use of the triple bottom line (economic, environmental, and social considerations) as the operational standard for all system investment Complete capital projects in a responsible, efficient, effective, and responsive manner Successfully deliver projects by achieving project objectives with input and support from key work groups across the organization Complete an asset management implementation manual by 2015 that establishes the process for completing asset inventories and assessments Achieve 100% compliance with requirements relating to environmental evaluations, permitting, public involvement, and other project specific requirements Complete project validation for 90% of Capital Improvement Projects, including formal business case evaluations for 100% of Capital Improvement Projects over $500,000 4

7 Treatment and Capacity LOTT s primary function treating wastewater is directly linked to environmental protection and stewardship. LOTT weaves environmental stewardship into every aspect of wastewater treatment, providing effective treatment to protect water quality in Budd Inlet and other receiving waters, producing renewable resources like reclaimed water, and working to minimize impacts to neighbors and the environment. At the same time, LOTT meets the communities changing needs for capacity related not only to wastewater treatment, but also to reclaimed water production, conveyance of wastewater and reclaimed water, and discharge of treated waters to the environment. These challenges require making optimal use of existing capacity, as well as continual planning and development of new capacity to meet needs just in time. Goals Protect water resources through high quality wastewater treatment Manage and utilize wastewater as a source of renewable resources Objectives Report permit compliance monthly and achieve at least 99% compliance Treat at least 10% of annual average wastewater flow to Class A Reclaimed Water standards Maintain level of beneficial reuse of biosolids at 100% Capture and use an average of at least 65% of the available methane and biogas Operate facilities in a manner that balances environmental, social, and economic considerations Reduce net overall electrical usage by at least 5% over the 6-year planning period Avoid combined sewer overflows into Budd Inlet, with no more than 1 occurring annually Avoid releases of partially treated wastewater into Budd Inlet, with no more than 1 occurring every 5 years Operate as a good neighbor to minimize impacts Achieve 100% compliance with the Olympic Region Clean Air Agency (ORCAA) numerical requirements Receive 5 or fewer odor complaints per year Maximize utilization of existing treatment capacity Achieve permit discharge limit of 288 lbs/day (3 mg/l) for total inorganic nitrogen during limiting season (April - October) Achieve permit discharge limit of 671 lbs/day for biochemical oxygen demand during limiting season (April - October) Optimize flow reduction to minimize need for additional capacity Build capital facilities just in time Collaborate at the leadership level to advance responsible utility management and environmental stewardship Achieve additional flow reduction of at least 175,000 gals/day by 2018 Maintain annual average reserve capacity of 1.5 million gals/day Report on Board-directed policy initiatives acted upon each year 5

8 Community Engagement Community engagement refers to a two-way flow of information and ideas, involving LOTT, members of the public, community groups, partner organizations, staff members, and industry peers. LOTT routinely shares information about its projects, plans, and programs with the community, but places equal importance on receiving information and feedback from the community. LOTT has a strong commitment to public education, with tools like the WET Science Center and the East Bay Public Plaza to improve public understanding of LOTT s role in our community. Education efforts are targeted across all age groups and center primarily on residents within LOTT s service area. Joint programs with community partners allow for efficient use of public resources and increase interest and participation in programs. A proactive approach to public involvement allows LOTT to keep the community informed of its plans, projects, and programs, and to gain vital feedback. Goals Develop innovative and engaging educational programs that foster public awareness and support for LOTT s mission Objectives Achieve total visits per year equal to or greater than 10% of population served by LOTT Achieve and maintain general visitor (walk-in) attendance of at least 400 visitors per month on average Host field trips for at least one grade level of classes for each of the three partner school districts annually Achieve tour attendance of at least 500 visitors to LOTT s treatment plants or recharge sites annually Accommodate a monthly average of at least 4 group use events at LOTT facilities Focus educational investments on key messages and audiences in the effort to judiciously utilize ratepayer dollars Build public trust by providing open, transparent, and effective access to information Participate annually in at least 5 events or campaigns in collaboration with city, county, or community partners Implement proactive communication plans for every major project and for issues that have significant public impact Achieve and maintain a monthly average of at least 2,000 visitors to the website Provide website access to a video record of LOTT Board meetings by 2014 Provide initial response for all public records requests within 5 business days Provide initial response to general public inquiries within 1 business day for 95% of inquiries Develop public trust by seeking and incorporating public feedback into LOTT plans and activities Share knowledge, expertise, and a commitment to excellence with industry peers as a means of staff development and environmental stewardship Offer at least 3 different opportunities for gathering feedback from the public at any one time Receive at least 2 awards from professional organizations annually Provide at least 2 presentations or author papers by LOTT representatives for peerreviewed forums or publications annually 6 Host or visit at least 2 utility or industry peers to share ideas and expertise annually

9 Workplace Environment The complex and technical nature of wastewater management requires a diverse, dedicated, and well-trained workforce and a healthy and productive workplace to meet LOTT s goals and challenges. LOTT recognizes that the workforce is essential to the success of their mission and spends a great deal of effort to recruit, develop, and retain quality employees. LOTT employs nearly 70 highly-skilled, hard-working people who care deeply about their work and the role they play in protecting public health and the environment. A culture of safety is integral to LOTT s work, and LOTT employees work to ensure the safety and security of their coworkers, the public, and the communities overall investment in LOTT facilities and infrastructure. As the provider of an essential public service, LOTT also places an emphasis on emergency preparedness, planning, and training to respond effectively to emergency situations. Goals Achieve and maintain status as a workplace of choice to recruit and retain a well-qualified, diverse, and satisfied workforce Provide employee development and support programs that result in an adaptive, efficient, satisfied, and skilled workforce Be an industry leader by cultivating excellence, innovation, mentoring, and knowledge sharing Build and maintain a culture of safety and security Objectives Avoid having more than 5% of staff voluntarily leave for similar work opportunities annually Maintain a monthly average vacancy rate of 10% or less Achieve journey-level status and fulfilled service commitments for at least 75% of apprentices Provide a variety of professional development opportunities, including an active Career Development Program Develop succession plans for 100% of critical functions by 2014 Track and report monthly worker hours lost due to injury Track and report safety incidents to the Board monthly Achieve a Labor and Industries experience rating at or below industry base rate of 1.0 Confirm that 100% of contractors have a Labor and Industries rating of 1.0 or below Promote health and wellness of employees as integral to worker safety and productivity Develop and implement a comprehensive emergency preparedness program to protect people, the environment, and infrastructure Earn the WellCity award annually Develop a comprehensive emergency response plan by 2018, completing at least 1 section of the plan annually Conduct at least 1 interjurisdictional and 1 LOTT specific training exercise annually 7

10 Annual Reporting The goals and objectives outlined in this executive summary provide the basis for annual reporting to the LOTT Board of Directors, partner government elected officials, and the public. Throughout the year, data on key objectives will be included in monthly program reports provided to the Board of Directors at their monthly business meetings. This data will be compiled and summarized in the annual State of the Utility Report, providing an overall assessment of LOTT s performance, and highlights, for the past year. Beyond the Executive Summary This summary provides only a subset of the objectives used to guide the organization and measure success through the planning period The complete Performance Plan includes additional objectives, as well as supporting activities, both existing and new, to help meet organizational goals. The plan also addresses responsibilities across the organization, assigning objectives and supporting activities to specific individuals or work groups, with the understanding that success requires support and collaboration from others within, and outside, the organization. Overall, the Performance Plan recognizes the need for a renewed commitment to teamwork, with many of the plan s activities focused on breaking down silos and integrating efforts across the organization. It is an ambitious plan, and one the organization is committed to following, to better the organization and more effectively serve our communities. 8

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12 500 Adams Street NE Olympia, WA (360)