We Identified Six Strategic Initiatives With Accompanying .
Attachment BStrategic Plan Progress ReportWe identified six strategic initiatives with accompanying goals, actions, and measures of success. We believe that these initiatives and actionsaddress each of our strategic themes and will result in positive change.Strategic Initiative 1Provide reliable and high quality supply of water for the next 50 yearsGOALSOptimum mix of technically,environmentally, economically, andsocially feasible water supply anddemand management alternativesthat meet projected demands andlevel-of-service objectives under arange of future conditions anduncertainties.Enhanced water supply reliability,reduced energy use, and reducedlong-term life-cycle costs of waterand sewer service through costeffective water use efficiency(WUE), conservation, andReclaimed Water (RCW)strategies.Page 1ACTIONSUpdate Long-Range Water Supply Plan (LRWSP) toinclude: Desired level of service and water supplyresiliency. Supply and demand projections to incorporatebest information from land use /growthmanagement plans, University plans, climatechange impact information, etc. Evaluation of potential supply and demandmanagement alternatives, including but notlimited to: Jordan Lake as emergency supply;conservation and water use efficiency; expandeduse of reclaimed water (including direct andindirect); quarry reservoir; etc. Preferred mix of supply and demand managementalternatives required to meet level-of-serviceobjectives.MEASURES OF SUCCESSUpdated plan provides a clear andresponsible path forward to ensurea reliable and high quality supply ofwater for the next 50 years that issupported by stakeholders.Adopt Long-Range Water Supply Plan and beginimplementation.Adequate supply of high-qualitywater which meets customer needsfor next 50 years across the range ofassumptions and scenarios includedin the Plan.Prepare Water Conservation Plan that includes aprogram to educate customers on the value andimportance of water, best practices for reducing wateruse and monthly bills through conservation, WUEpractices, and collaboration with Towns, County andothers on conservation and WUE standards.Reduce residential water use by X%(average is currently 4,000gallons/month for individuallymetered single-family residentialaccounts). (Target to beestablished.)Establish targets for other customerclasses.PROGRESSThe Board approved demandprojections on March 14, 2019 and a listof supply and demand managementalternatives on September 12, 2019.Staff is working to complete a draftevaluation of supply and demandmanagement alternatives fordiscussion with the Board in January2020.The Water Conservation Plan willconsist of three components: (1)demand management strategies thatcome out of the alternatives evaluationof the LRWSP, (2) behavioral changesthat we will communicate through ourCommunications Plan and AffordabilityOutreach Plan, and (3) our WaterShortage Response Plan for use duringdroughts and operational emergencies.October 24, 2019 Update6.66
GOALSACTIONSMEASURES OF SUCCESSPROGRESSThis plan will be developed upon updateof the Long-Range Water Supply Plan.Maintain our Jordan Lake watersupply allocation.Application for Jordan Lake water supply allocation(Round 4) was submitted in November 2014.Allocation request granted toOWASA by EnvironmentalManagement Commission (EMC).Complete. OWASA’s Round 4 JordanLake water supply allocation wasgranted by the EMC on March 9, 2017.New or amended water transferagreements with Town of Caryand City of Durham for OWASA toaccess our Jordan Lake watersupply allocation through thoseentities when needed.Coordinate with staff from the Town of Cary and Cityof Durham to determine terms and conditions forensuring cost-effective access to our Jordan Lakeallocation.Successful adoption of new oramended water transferagreements for OWASA to reliablyand cost-effectively access ourJordan Lake water supply allocationwhen needed.After the update to the LRWSP, staffwill evaluate with the Board theamount of water we need from JordanLake and the preferred way to costeffectively access the allocation whenneeded. Staff continues to work withthe City of Durham, Chatham County,and Town of Pittsboro to evaluate thefeasibility and cost of constructing anew intake and water treatment planton the west side of Jordan Lake.Page 2October 24, 2019 Update6.67
Strategic Initiative 2Engage the CommunityGOALSEngage stakeholders to understandtheir perceptions and expectations sothat we make well-informeddecisions about our services and sothat we maintain their trust.Empower stakeholders withinformation so they use water wiselyand protect water quality throughproper use of our wastewater system.Provide stakeholders with timelyinformation about projects,programs, and policies that areimportant to them and offer themmeaningful opportunities to give theirfeedback so that we can continue toimprove.Page 3ACTIONSPrepare and implement CommunityEngagement Plans (CEPs) for all capitalimprovement projects and key initiatives.Implement meaningful engagement andpublic education activities with communitypartners.MEASURES OF SUCCESSStakeholders trust OWASA to makeinformed decisions about our services.Positive feedback from customers andstakeholders about effectiveness ofengagement work.Stakeholders have the information theyneed regarding projects, programs, andpolicies and they have opportunities toprovide feedback on matters ofimportance to them.Increased participation by the public inOWASA engagement activities.PROGRESSComplete. Community EngagementPlans (CEPs) for all capital improvementprojects.The Board approved OWASA’sCommunications and CommunityEngagement Plan on February 28, 2019.Numerous community engagementactivities have been implemented sincewhich have increased OWASA’sengagement with customers inmeaningful ways beyond transactionalexchanges. Public participation rate andresponse has been positive. For example,increased attendance at our newcommunity construction briefingsdirectly in neighborhoods,implementation of a successful YouthWater Academy with the School Board(the School Board has invited us toimplement a second Academy this Fall),public education sessions about watertopics in partnership with the Chapel HillPublic Library, community dialogues inCane Creek on Forest Managementwhich changed the conversation fromconfrontational to collaborative, etc.Numerous communications productshave been changed to align withOWASA’s revitalized brand. The websiteis currently in the process of beingredesigned accordingly.October 24, 2019 Update6.68
Strategic Initiative 3Adopt financial management policies and budget decision processes toensure affordable services and fiscal sustainability GOALSFinancial reserve fundsset at appropriate level.ACTIONSReview reserve policies during the annual budgetdevelopment process to determine the desiredlevel of reserve funds.MEASURES OF SUCCESSNew or revised policies adopted, ifappropriate.PROGRESSThe Board reviewed OWASA’s reserves policies in FY2018 and determined the current approach to beappropriate. Analyzing and projecting reservebalances is a part of the annual budget developmentprocess.Efficient process whichprovides opportunitiesfor stakeholder inputand allows the Board ofDirectors to make wellinformed budget andrate decisions.During the annual budget development process,review Capital Improvement Program (CIP)investment practices.New or revised CIP investmentpractices are adopted, ifappropriate.In December 2018, after considering alternativeapproaches for developing the annual operatingexpense budget, the Board determined that thecurrent approach met the needs of the organization.The Finance Committee is scheduled to meet inOctober 2019 to discuss potential enhancements tothe process for Fiscal Year 2021 and beyond.The right investments atthe right time to sustainthe community’sessential water,wastewater andreclaimed water assets.Comprehensive Asset Management Programreport was completed in March 2016.Service levels are part of the AssetManagement Program report.Complete. The Asset Management Program reportwas updated and posted to the OWASA website inJuly 2017.Rates, fees and chargesthat meet objectives.Evaluate possible rate structure changes forcustomer classes to include possible update toSystem Development Fees.A rate structure that fairly and fullyrecovers revenues, promotes waterconservation, promotesaffordability, and is understood bycustomers.Based on results of a rate study, the Board changedthe water commodity rate for the multi-familymaster-metered customer class from seasonal rates,which are higher in the warmer months from May toSeptember and lower the rest of the year, to a yearround rate. Several alternative rate structures wereconsidered and the Board agreed to reconsideralternatives once the AMI project is near completion.Additionally, in accord with a new North Carolinastatute, the Board approved a new method forcalculating System Development Fees. Application ofthe new method resulted in reductions in SystemDevelopment Fees of between 10% and 40%.The project to implement AMI was completed in June2019. The Board has not yet decided whether or whento consider alternative rate structures.Page 4October 24, 2019 Update6.69
Strategic Initiative 4Implement an Energy Management ProgramGOALSCost-effectivemeasures to reduceour use of energy,related energy costs,and associatedgreenhouse gas (GHG)emissions.ACTIONSDevelop an Energy Management Program thatincludes: Goals for energy reduction by 2030against a 2010 baseline. Ongoing assessment of energy use, costs,and GHGs. Assessment of the energy performance ofour equipment, operations, and buildingsand identification of opportunities forenergy savings and the associated returnon investment. Prioritized energy savings opportunities. Implementation of selected energymanagement and energy efficiencyprojects as part of CIP and annual budget. Evaluation and prioritization of potentialrenewable energy strategies. Feedback from community stakeholders.MEASURES OF SUCCESSProgram provides a clear andresponsible path forward for effectiveenergy management.Energy cost savings (costs avoided)achieved from energy management,energy efficiency measures, andrenewable energy measures.Amount of grants, rebates, incentives,etc. received to fund energymanagement efforts.Percent reduction in our GHGscompared to baseline year.PROGRESSComplete. On September 8, 2016, the Board approvedOWASA’s Energy Management Program andassociated Stakeholder Engagement Plan. In addition,the Board approved using a separate social cost ofcarbon in the business case evaluation of clean energyprojects at OWASA. OWASA’s Energy ManagementProgram, as explained in the 2019 Energy ManagementPlan Update, is an iterative process of system andstrategy evaluation.Since 2014, OWASA has received over 252,000 inrebates to fund energy management efforts.In Fiscal Year 2019, OWASA spent about 140,000 lesson electricity and natural gas than in Fiscal Year 2010.This is despite increasing energy rates. We estimatethat we avoided about 400,000 in energy expensesdue to energy efficiency and conservation efforts.Since 2010, we have reduced the GHG emissionsassociated with our use of electricity and natural gasby 40%.In September 2019, the Board authorized staff topursue a public-private partnership (i.e. solar lease) forthe development of solar photovoltaic systems onOWASA facilities. If all sites are developed asproposed, OWASA will generate over 1 million kWh ofsolar electricity each year.Adopt Energy Management Plan and beginimplementation of Energy ManagementProgram.Page 5Continued reduction in electricity use(kilowatt-hours) and natural gas use(therms).Complete. On April 13, 2017, the Board approved theEnergy Management Plan that identifies strategies tomeet the energy management goals and objectives setby the Board. The Plan is an output of OWASA’s EnergyManagement Program which was established toidentify cost-effective measures to reduce our use ofenergy, related energy costs, and associated GHGOctober 24, 2019 Update6.70
GOALSACTIONSMEASURES OF SUCCESSPROGRESSemissions. On March 8, 2018, the Board approved anUpdated Energy Management Plan.Since 2010, OWASA has reduced its use of purchasedelectricity by 29% by implementing cost-effectiveenergy efficiency projects and conservation measures.In addition, we have reduced our use of purchasednatural gas by 26% since 2010.Strategic Initiative 5Implement Advanced Metering InfrastructureGOALSCost-effective,accurate, reliable andtimely water meteringinformation forenhanced customerservice.ACTIONSSystem procurement and implementationplanning.Develop and implement CommunityEngagement Plan.MEASURES OF SUCCESSProcure a system within budgetconstraints that meets OWASA’s needs.Develop implementation plans that willeffectively mitigate risks identified inthe AMI Feasibility Study and will fullyinform and engage customers.PROGRESSComplete. The Board awarded the contract to MuellerSystems in May 2017 following extensive procurementand contract negotiation processes conducted byOWASA staff and our consultants. The total capitaloutlay for this project was 5.3 million, which wasabout equal to the budgeted amount. Annualoperating and maintenance costs are approximately 114,000. The project was financed with low-interestloans from the State of North Carolina and has asimple payback period of just less than 10 years.A comprehensive set of implementation performancestandards were included in the contract documents tomitigate risks. Subsequent implementation planninghas used these standards as the foundation andguidance for document development.OWASA has engaged a robust community engagementstrategy throughout the project. In 2016, we focusedon raising awareness of the overall investment in andpotential of the AMI system. We communicateddirectly with customers through the installation phase.In March 2019, we rolled out the Agua Vista WebPortal to all OWASA customers. We are encouragedthat over 32% of eligible customers have nowregistered for the Portal and we have used it to alertcustomers of over 6,000 potential leaks. ThisPage 6October 24, 2019 Update6.71
GOALSACTIONSSystem deployment.Page 7MEASURES OF SUCCESSPROGRESScommunication strategy is part of the CommunityEngagement Plan approved by the Board in December2016.Ensure the system delivers accurate,reliable and timely water useinformation for billing purposes.Complete. Full scale deployment began in March 2018and was completed by June 2019. The network is fullyoperational with staff maintaining a 99.5% read ratefor meters.Processes are in place to ensurecustomers are provided accurate andtimely information about their water useand prompt notifications aboutpotential leaks.Complete. Automatic notifications regarding potentialleaks are being sent to customers from the WaterSmartcustomer portal.Reduce energy use and carbon footprintassociated with meter reading and fieldservice functions.Complete. We have virtually eliminated manual meterreads and have reduced site visits related to servicerequests by over 80%.Customer feedback on their experienceswith the system installation, processchanges and use of the portal is mostlypositive.We experienced a very low volume of customercomplaints during the installation phase and havereceived many positive comments from customersregarding leak notification and the customer portal.October 24, 2019 Update6.72
Strategic Initiative 6Develop a plan and policy framework for long-term management anddisposition of OWASA landsGOALSLand assets provide theexpected value to fulfillOWASA’s mission and theassets are effectively managed.ACTIONSDevelop a long-term plan forsustainable management ofOWASA forest lands (notincluding Cane Creek MitigationTract, which is already beingmanaged). Management optionsrange from “no activemanagement” to comprehensivemanagement that includes avariety of activities such asthinning, small seed tree cuts,small area clear-cuts, etc.MEASURES OF SUCCESSForest lands are effectively managed to meetthe goals provided in the Forest StewardshipPlan.PROGRESSOn January 9, 2019, the Board of Directors supporteda new incremental approach to forest managementand on April 11, 2019, the Board approved aCommunity Engagement Plan for the approach.OWASA held a community meeting on June 20, 2019.The Board approved a Vision and Guiding Principlesalong with the overall approach to manage OWASA’sforest land on September 26, 2019. Staff is currentlyprioritizing forest land for management in accordancewith the Board approved approach.Evaluate land assets to determineif the asset is needed, whatdegree of ownership is needed,and if the asset should be sold.Land assets provide expected value to meetOWASA’s current and future needs.At a meeting on September 26, 2017, the NRTSCommittee reviewed several options to evaluateOWASA land to determine if any should be sold. TheCommittee unanimously agreed that the Board shouldwait to decide whether to do an analysis after wework through the forest management process.Administering Our Strategic PlanWe will provide regular updates on our progress towards achieving our Strategic Plan goals, including measures of success, which can be foundon our website. We welcome your questions or comments about our Strategic Plan or any of our services and programs. You may contact us by: g919-968-4464400 Jones Ferry, Carrboro, NC 27510There are other high priority tasks that we will address over the next couple of years that are not included in our Strategic Plan because they donot require strategic action at this time. However, these tasks may require action by the Board in the future.Page 8October 24, 2019 Update6.73
1. Continue to increase community awareness of options to manage and reduce OWASA bills and empower low-income customersand the local agencies that serve them with information and tools to manage and reduce OWASA bills through the AffordabilityOutreach Program.The Board approved OWASA’s first Affordability Outreach Program Plan in October 2015 and has received annualupdates through 2019. In 2019, the Program focused on promoting the Agua Vista Web Portal as an essential resourceto save money by saving water.2. Evaluate alternative employee compensation strategies to encourage and reward high performance as part of a Total CompensationStudy.The Board reviewed compensation of employees and adopted a resolution in December 2017 whereby pay increases willbe provided, based on performance, to 3 of the 4 performance-rating categories. Merit Increases for “MeetsExpectations” ratings are to be no less than 2.9 percentage points greater than the Cost of Labor Adjustment (COLA).3. Develop and implement an Inclusion and Diversity Plan for the organization.Our Diversity and Inclusion plan is well established. Three groups were formed to help guide our work: DiversityResource Group, Diversity Recruitment Group and Diversity Leadership Group. An Organizational Assessment tookplace with employees and the Board. As a result of the Assessment, employees provided forty (40) generalrecommendations in seven (7) categories. Our consultant, VISIONS, provided additional recommendations in four (4)categories. Employees also provided twenty-six (26) recommendations in four (4) categories for recruitment andretention. All of the recommendations have been prioritized by year and work is well underway.Additional key activities include:- Staff continues to engage with agencies and organizations to seek assistance in recruitment.- We continue to solicit OWASA employees for employment referrals.- Recruitment Plans are prepared for each recruitment to include reviewing local census data to identify underrepresented groups.- A comprehensive review of procedures, policies and documents related to recruitment and selection was conductedby Human Resource staff and a VISIONS expert.
Evaluation and prioritization of potential renewable energy strategies. Feedback from community stakeholders. Program provides a clear and responsible path forward for effective energy management. Energy cost savings (costs avoided) achieved from energy management, energy efficiency measures, and renewable energy measures.
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Today, Six Sigma is considered one of the prominent methods for Quality Management and being used by over 90% of Fortune 500 companies. Almost all National and Multi-National companies use Six Sigma in some or the other way. Six Sigma has 4 key levels of expertise identified as- Six Sigma Yellow Belt Six Sigma Green Belt Six Sigma Black Belt
Today, Six Sigma is considered one of the prominent methods for Quality Management and being used by over 90% of Fortune 500 companies. Almost all National and Multi-National companies use Six Sigma in some or the other way. Six Sigma has 4 key levels of expertise identified as- Six Sigma Yellow Belt Six Sigma Green Belt Six Sigma Black Belt
Today, Six Sigma is considered one of the prominent methods for Quality Management and being used by over 90% of Fortune 500 companies. Almost all National and Multi-National companies use Six Sigma in some or the other way. Six Sigma has 4 key levels of expertise identified as- Six Sigma Yellow Belt Six Sigma Green Belt Six Sigma Black Belt
Today, Six Sigma is considered one of the prominent methods for Quality Management and being used by over 90% of Fortune 500 companies. Almost all National and Multi-National companies use Six Sigma in some or the other way. Six Sigma has 4 key levels of expertise identified as- Six Sigma Yellow Belt Six Sigma Green Belt Six Sigma Black Belt
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
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Programs and Major Initiatives 1 STRATEGIC USE OF DATA RUBRIC: Section 1 cepr.harvard.edu/sdp STRATEGIC USE OF DATA RUBRIC The Strategic Use of Data Rubric is a resource developed by the Strategic Data Project to provide direction and support to educational organizations in their efforts to transform data use. It is a tool that establishes a common language and a framework that enables a .
