Encina Wastewater Authority Kevin M. Hardy Assistant General

Encina Wastewater Authority
Kevin M. Hardy
Assistant General Manager
Who We Are and What We Do
Who We Are
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Joint Powers Agency Established 1961
Growth to Six Member Agencies by 1971
Originally Formed 1988; Changed Name to EWA 1991
Serve 123 Square Miles and 339,644 people
64.0 Full‐Time Positions
Administer an Operating Budget of $14.0 Million
Operate and maintain $211.3 Million in Facilities
What We Do
y Encina Water Pollution Control Facilities
y Conventional Activated Sludge Wastewater Treatment
y Chemically Enhanced Primary Treatment
y Secondary Flow Equalization
y Centrifuge Dewatering
y Pelletizing Heat Dryer
y Phase V Capacities: 40.5 MGD Liquid; 43.3 MGD Solids
y Current Flow: 25.5 MGD
y Electric & Thermal Power Cogeneration System
y Ocean Outfall
y Regional Source Control Program
What We Do
y Regional Sewerage Facilities
y Agua Hedionda Pump Station
y Buena Vista Pump Station
y Regional Water Reclamation Facilities
y Carlsbad Water Reclamation Facility
y Shadowridge Water Reclamation Facility
y Member Agency Sewerage Facilities
y Buena Creek Pump Station
y Raceway Basin Pump Station
Branding and Collegiate Sports
Character
Character
“It is important to recognize that the utility and its staff
are inseparable, so the brand of the utility is tied to the
personal brand of the general manager …”
Group Exercise ‐ Character
y Whose Character Matters?
y If it is true that the
y utility and its staff are inseparable; and,
y brand of the utility is tied to the personal brand of the
general manager … then
y Whose Character Matters More in Developing a
Wastewater Utility’s Brand?
y that of the staff; or,
y that of the general manager?
y 5 minutes, group consensus
y Be prepared to report, discuss and defend your position
Evolution of EWA’s Character
y 2001 EWA Strategic Planning – Defined:
Process by which the guiding members of an organization
envision its future and develop the necessary strategies, tactical
plans and goals to achieve that future.
Evolution of EWA’s Character
y 2001 EWA Strategic Planning ‐ Purposes
y To provide a planned process assisting the organization in
creating its desired future.
y To collectively assess the strengths and weaknesses of the
organization, making tough decisions along the way.
y To define core the functions of the enterprise.
y To establish a management decision process that sets
priorities and effectively uses resources.
y To lead and manage the organization from a systems
perspective, continually scanning the environment and
responding to change in a “planful” way.
y To develop collaboration and consensus among the guiding
members of the organization.
Evolution of EWA’s Character
y 2001 EWA Strategic Planning – Process
y Planning, Place & Participants
y Defined Our Future
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Developed a Vision
Reviewed Our Mission
Conducted a Values Audit
Evaluated External Opportunities & Threats
y Assessed our Current Organizational Capabilities
y Identified Internal Strengths & Weaknesses
y Developed a Plan to Close the Gap
y Strategic Focus Areas
y Tactical Plan
y Resource Requirements
y Communication Plan
EWA’s Character ‐ Vision
Together, we are a model of excellence and innovation in the wastewater industry.
We give our best and work to create opportunities that enable each of us to reach our potential.
We strive continually to improve our organizational and environmental performance.
We pursue sustainable operations through resource recovery.
We explore new and creative methods to meet future challenges.
We support core values that guide us in our daily decision making to achieve our Vision.
EWA’s Character ‐ Values
We are guided in our daily decisions and activities by theses values:
Integrity
We are open, honest, and ethical in all our communications and our actions.
Respect
We give thoughtful consideration to each other’s differences and opinions.
Valuing People
We are committed to communications and supportive teamwork in our effort to remain an employer of choice.
Commitment
We give our individual best to get the job done right.
Responsibility
We are accountable for our behaviors, actions, and use of the public resources entrusted to our stewardship.
Leadership
Leadership opportunities exist for every employee.
Character
y Merriam‐Webster: moral excellence and firmness …
y Popular: what you really are …
y John Wooden’s Two Sets of Threes
y Nevers
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Never Lie
Never Cheat
Never Steal
y Don’ts
y Don’t Whine
y Don’t Complain
y Don’t Make Excuses
y Whose in Control?
Reputation
y Reputation
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Merriam‐Webster: overall quality or character as seen or
judged by people in general …
Popular: what people say you are …
y Reputation
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Perceptions
Judgments
Expectations
y Whose in control?
y So what?
Character and Reputation
Character +
Character ‐
Reputation +
Trust
Arrogance
Reputation ‐
Misunderstanding
Dysfunction
Commitments
Evolution of EWA’s Commitments
y 2001 EWA Strategic Planning
y Tactical Plan
y 2003 EWA Strategic Planning Update – What Changed
y 2003 EWA Strategic Planning Update – Purposes
y Preserve EWA’s core purposes and values.
y Leverage our strengths and weaknesses to meet current and future
challenges.
y Develop collaboration and consensus among the management of
the organization.
y Enlist all employee’s participation and support of EWA’s updated
strategic direction
y Enlist the full support and commitment of leadership to the update
strategic focus areas and tactical plans to ensure successful
implementation.
Evolution of EWA’s Commitments
y 2013 EWA Strategic Planning – Purpose
y EWA’s business and tactical planning process proved successful
y The Board of Directors and management recognized that the process
could be improved.
y 2013 EWA Strategic Planning – What Changed?
y Wastewater utilities defined by public in as “waste management”
organizations
y Heightened awareness about the environment, natural resources
recovery,
y Changes the role of wastewater utilities has changed.
Evolution of EWA’s Commitments
y 2013 EWA Strategic Planning – Process
Board of Directors Strategic Planning Workshop April 2008
y Review EWA’s
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Mission
Vision
Organizational values
Identify the key issues facing the organization.
New Mission Statement
y Updated Vision and Values.
y Nine key issues facing the organization over the next 5
years.
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Evolution of EWA’s Commitments
y 2013 EWA Strategic Planning – New Mission Statement:
As an environmental leader,
EWA provides sustainable and fiscally responsible wastewater
services to the communities it serves while maximizing the use
of alternative and renewable resources.
Evolution of EWA’s Commitments
y 2013 EWA Strategic Planning – Key Issues:
y Key Issue No. 1: AB 32 required Green House Gas (GHG) emissions
reporting creates opportunities to demonstrate excellence and
innovation
y Key Issue No. 2: Emerging regional water recycling goals present
opportunities to leverage EWA’s unique position to assist
Member Agencies in achieving water reuse objectives.
y Key Issue No. 3: Creating and maintaining an “employer of choice”
workplace requires values based excellence and innovation from
EWA’s leadership team.
Evolution of EWA’s Commitments
y 2013 EWA Strategic Planning – Key Issues:
y Key Issue No. 4: Execution of EWA’s Comprehensive Asset
Management Program (CAMP) enables EWA and its Member
Agencies to effectively and efficiently deliver important public
health services.
y Key Issue No. 5: Additional resource recovery and investment
creates the opportunity for energy independence.
y Key Issue No. 6: Fiscal responsibility is a primary decision
criterion.
Evolution of EWA’s Commitments
y 2013 EWA Strategic Planning – Key Issues:
y Key Issue No. 7: Continuous improvement and regional partnering
sustain excellence.
y Key Issue No. 8: Public affairs outreach builds community
understanding of EWA, its Mission, and its Vision.
y Key Issue No. 9: Heightened regulatory scrutiny will present
opportunities and challenges that may impact operation,
maintenance, and administration of the Encina Joint Facilities.
E W A S tr a te g ic
an d
B u s in e s s P la n n in g P r o c e s s
B O A R D O F D IR E C T O R S
S t r a t e g ic D ir e c tio n
M is s io n S t a te m e n t
V is io n o f F u tu r e
O r g a n iz a tio n a l V a lu e s
K e y Is s u e s
M A N A G E M E N T
5 - Y e a r B u s in e s s P la n
S tr a te g ic F o c u s A r e a s
P ro g ra m s
M a n a g e m e n t S tr a te g ie s
S tr a te g ic F o c u s A r e a 1
E n v ir o n m e n ta l
P e rfo rm a n c e
S tr a te g ic F o c u s A r e a 2
E ffe c tiv e & M o tiv a te d
W o rk fo rc e
S tr a te g ic F o c u s A r e a 3
A sset M anagem ent
S tr a te g ic F o c u s A r e a 4
C o n tin u o u s Im p r o v e m e n t
P ro g ra m s
E W P C F O & M
R e m o te F a c ility O & M
R e g io n a l S o u r c e C o n tr o l
R e g io n a l L a b o r a to r y
B io s o lid s M a n a g e m e n t
E n e rg y M a n a g e m e n t
P ro g ra m s
S a fe ty
E m p lo y e e R e c o g n it io n
L a b o r R e la tio n s
P r o fe s s io n a l &
L e a d e r s h ip D e v e lo p m e n t
P ro g ra m s
E -C A M P
R -C A M P
In fo r m a tio n T e c h n o lo g y
C a p ita l Im p r o v e m e n t
P ro g ra m s
S tr a te g ic P la n n in g
5 - Y e a r B u s in e s s P la n
B e s t M g m t . P r a c t ic e s
F in a n c ia l M a n a g e m e n t
R e g io n a l S o lu t io n s
T A C T IC A L P L A N
G o a ls & O b je c t iv e s
Evolution of EWA’s Commitments
y 2002 ‐ 2007 Tactical Plans
y Outcomes – Over 150 Tactical Plan Items Achieved
y Common Trait – Investment in Facilities & People
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Planning, Design and Construction of this Building
Phase V Expansion Project Design, Execution & Optimization
y Biosolids Management Facilities
y Cogeneration Facilities
Comprehensive Asset Management System
Biosolids EMS Development, Auditing & Certification
Technology
Employer of Choice Initative
Evolution of EWA’s Commitments ‐ 2013 Business Plan
y Organizational excellence in the wastewater
industry is a seemingly paradoxical
requirement demanding both sustainability
and continuous improvement.
y Sustainability implies standardization and
repeatability, while continuous improvement
implies change.
y We believe that this paradox is avoidable if
leaders realize that excellence isn’t static and
that the status quo is the single most stifling
force in government.
y We believe that many of the real problems of
quality and productivity can be overcome by
vision, leadership, a well‐defined mission,
teamwork, innovation, and constant system
improvement.
y For EWA to sustain peak performance, it
must maintain certain institutional standards
that enable delivery of the fundamental
public health services for which it was created
and embrace continuous improvement to
address tomorrow’s problems today.
Conclusions
y Branding is one perspective, a tool, not the answer.
y Branding has two fundamental elements:
y Character
y Commitments
y Character is Who You Are
y Who You Are Matters!
y Character Creates longevity
y Commitments are what people can count on
y Proper Planning
y Achievement
Conclusions
“The effort is what counts in everything. Ability can get you to the top,
but it takes character to keep you there. A big part of character is the self‐
discipline needed to avoid complacency, resist temptation, and understand
that past success doesn’t guarantee future success. Its so easy to relax,
cut corners, to let down after you have reached a goal and begin thinking
you can just ‘turn it on’ automatically without proper preparation. It
takes real character to keep working as hard or even harder once you are
there.”
‐John
Wooden