strategic plan
2010 - 2015
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The mission of the District
is a healthy, safe,
and enhanced quality
of living in Santa
Clara County through
watershed stewardship
and comprehensive
management of
water resources
in a practical,
cost-effective, and
environmentally sensitive
manner for current and
future generations.
strategic plan
2010 - 2015
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TABLE OF CONTENTS
LETTER FROM THE CHIEF OFFICERS ...................................................................... 1
Introduction ................................................................................. 2
Strategic Plan Overview ................................................................ 3
ISSUE BP: BUSINESS PRACTICES
7
Description and Goal ................................................................... 7
Strategies .................................................................................... 7
Strategy BP-1 and Tactics .............................................................. 7
Strategy BP-2 and Tactics .............................................................. 8
Strategy BP-3 and Tactics .............................................................. 8
ISSUE WF: WORKFORCE
9
Description and Goal ................................................................... 9
Strategies .................................................................................... 9
Strategy WF-1 and Tactics ............................................................. 10
Strategy WF-2 and Tactics .............................................................. 10
ISSUE AM: ASSETS
11
Description and Goal ................................................................... 11
Strategies ..................................................................................... 11
Strategy AM-1 and Tactics ............................................................. 12
Strategy AM-3 and Tactics ............................................................. 12
Strategy AM-4 and Tactics ............................................................. 12
APPENDIX ............................................................................................................ 13
Appendix 1: Definitions of strategic planning elements ................... 13
Appendix 2: Related definitions .................................................... 14
Appendix 3: Acknowledgements .................................................... 15
i
Letter from the Chief Officers
The Santa Clara Valley Water District (District) is the primary water resources agency for
Santa Clara County, with key water supply, water quality, flood protection and environmental
stewardship responsibilities.
Like many other water resources agencies in California, the District is facing a fast-changing
operating environment with unprecedented challenges on many fronts, led by an uncertain
local, state and national economic climate.
To address these challenges, the District updated an agency-wide strategic plan that included
business analyses and review of the vision, issues, goals, strategies and tactics for the next
three to five years, 2010 – 2015. This process was led by the CEO and Chief Officers.
In developing a strategic vision, the Chief Officers concluded that the District must continue
to emphasize financial management and accountability, and demonstrate it effectively to
our stakeholders. Especially in tough economic times, public agencies like the District have
a greater need to improve transparency and accountability to stakeholders and the community.
The District must focus on more efficient services, with maximum value for taxes paid to
assure future sustainability. These realities are reflected in the District’s strategic vision for
2010 – 2015:
“We are a fiscally responsible water resources agency valued by the
community”
Our intent is to demonstrate this vision of fiscal responsibility and accountability to everything
we do in carrying out the District’s mission, to strengthen the value of our products and
services, and to renew our connections with the community we serve.
Thank you for your continued support of the Santa Clara Valley Water District.
Sincerely,
Beau Goldie, Chief Executive Officer
Sharon Judkins, Chief Administrative Officer
Jim Fiedler, Chief Operating Officer, Water Utility Enterprise
Marc Klemencic, Chief Operating Officer, Watershed Operations
1
Strategic Plan 2010 - 2015
Introduction
Introduction
The Santa Clara Valley Water District (District) is the primary water resources agency for
Santa Clara County. An independent special district serving more than 1.8 million people,
the District provides a reliable supply of clean, safe water; works to protect residents and
businesses from flooding; and serves as environmental steward for many of the county’s
800-plus miles of streams and creeks, groundwater basins and District-owned reservoirs.
In addition to its water resources, flood protection and stewardship role, the District
has worked hard to become a recognized leader in green business and environmental
stewardship, winning many awards and maintaining its county “Green Business” designation.
The District has also focused on performance excellence and continual improvement,
achieving ISO 9001 and 14001 certification in 2008. These areas of emphasis enhance our
ongoing commitment to the District mission:
The mission of the District is a healthy, safe, and enhanced quality of living in Santa
Clara County through watershed stewardship and comprehensive management of
water resources in a practical, cost-effective and environmentally sensitive manner
for current and future generations.
Like many other water resources agencies in California, the District is facing a fast-changing
operating environment with unprecedented challenges on many fronts. These challenges
include an uncertain economic climate that will likely result in potential decreases in District
revenue; water supply and quality problems in the San Joaquin Delta, threatening or
reducing our imported water supplies; a persistent, ongoing drought; climate change and
its future impacts on both water supply and flood protection; urgently needed infrastructure
maintenance and upgrades; increasing public requests for leaner services; increasing media
scrutiny; rising employee healthcare costs; and the impending retirement of many highlytrained staff.
To address these challenges the District adopted a five-year (2009-2014) Strategic Plan
in March 2009. This document is an update to that Plan for 2010-2015, and provides
strategic direction for budget planning. The plan will be updated each year to respond to the
challenges that will affect the District’s ability to deliver a reliable supply of clean, safe water;
protect residents and businesses from flooding; and provide environmental stewardship for
the communities in Santa Clara County.
Strategic Plan 2010 - 2015
Introduction
2
Strategic planning overview
In the fall of 2008 the District launched a series of strategic planning sessions, designed to precede
and inform our FY 2009-10 budget planning. Participants included the District’s Chief Officers, and
a selected core planning team comprised of staff with subject matter expertise.
The initial strategic planning sessions included gap and SWOT (Strengths, Weaknesses, Opportunities
and Threats) analyses and development of issues, goals, strategies and tactics to achieve our strategic
vision. The result of this effort was the development of the District’s five-year (2009-2014) strategic
plan. As issues and strategies were developed, input from managers throughout the District was
obtained and incorporated in the plan. The strategic plan, including tactics and a schedule of
related tasks, have been incorporated into the District’s budget development process beginning
with FY 2009-10, to ensure that necessary resources are provided to implement strategic priorities.
The update to the strategic plan occurred in the summer of 2009 at accelerated and focused
workshop sessions, with the aim of completing the plan update to coincide with the development
of the fiscal year budget. The new CEO and Leadership Team identified major strategic issues and
challenges confronting the District in the next five years, and potential strategies to address these
challenges. As a result of the workshops, strategic goals and tactics were updated and revised, and
a multi-year (2010-2015) Implementation Plan was developed. The Management Leadership Team
also provided input and comments to the updated strategic plan.
The strategic plan affirms the vision and prioritized strategic goals. The implementation plan contains
the “road map” of tasks and milestones and measurable outcomes, to achieve our vision and goals.
3
Strategic Plan 2010 - 2015
Strategic planning overview
Vision
The District’s strategic planning process defines a vision as a
statement that provides a broad, “aspirational” image of the
future that the organization is aiming to achieve. In developing
a District vision for the next three to five years, the Chief Officers
and core planning team concluded that the District must adopt a
new emphasis on financial management and accountability that
will be effectively demonstrated to our stakeholders, such as our
customers, agency partners, retailers and employees. The District
has received much public and media scrutiny over the last few
years, pointing to a need to improve existing efforts to operate
with transparency and accountability. Additionally, in the midst of
the current economic recession, the District must be leaner and
provide more efficient services with maximum value for taxes and
water charges paid. These realities are reflected in the District’s
strategic vision for 2010 – 2015:
“We are a fiscally responsible water resources agency
valued by the community.”
In endorsing this vision for the District, executive leadership is
emphasizing an agency-wide focus on fiscal responsibility and
accountability. This vision applies to all District activities.
Stategic Plan 2010 - 2015
Vision
Adopting this strategic
vision does not mean
that the District will
de-emphasize its
water resources
or environmental
enhancement work.
Rather, the intent is
to bring the vision of
fiscal responsibility
and accountability to
everything we do in
carrying out the District’s
mission, to strengthen
the value of our products
and services as well
as improve public
understanding and
support of our agency.
The issues, strategies and
tactics developed as part
of this plan all support
the vision and mission.
4
Issues, goals and strategies
In the District’s strategic planning, issues are defined as identified problems, concerns
or challenges an organization must address. Goals are defined as the condition
that exists once an issue has been addressed. Strategies are defined as high-level
concepts or plans for resolving issues and reaching goals (See Appendix 1 for complete
glossary).
The following three issues were identified as the most critical challenges for the District
to address in the next three to five years, expressed below as “must” statements.
Related goals were also developed and are shown with each issue.
Issue BP: Effective business practices and fiscal accountability must
1 BUSINESS
PRACTICES
ISSUES,
GOALS
AND STRATEGIES
be demonstrated.
Issue WF: Workforce capability, adaptability, efficiency and
accountability must be achieved.
Issue AM: The value of our assets must be maintained.
The three issues and related goals, strategies and tactics of the District’s strategic plan
are discussed in detail in the following pages. Tactics are defined as specific actions
designed to carry out elements of a strategy. Milestones for tactics will be published as
an addendum to the strategic plan so that it can be pulled out as a separate reference
document that will be updated regularly, at least annually.
5
Strategic Plan 2010 - 2015
Issues, goals and strategies
Plan implementation
Implementation starts with the Chief Officers taking collective ownership as Sponsors to ensure that
the issues are addressed and/or resolved and that the associated key performance indicators are
met. A single Chief Officer is assigned the responsibility for a specific issue and has the authority to
represent the other Chief Officers when making changes to that issue’s strategies, tactics and tasks.
Champions are charged with ensuring that assigned strategies are implemented through completion
of tactics by the Project Leads.
Ongoing implementation requires regular review of the status of task accomplishment, at least
quarterly, not only by the Champions and Project Leads, but also by the Chief Officers for review and
revision of the Plan in response to changes in our operating environment. A change management
process is in place to ensure that a consistent method for review and revision is followed.
In keeping with the strategic plan’s emphasis on accountability, the District will utilize a variety of
methods to effectively communicate the plan and its implementation progress to key audiences.
Plans for internal communications include on-line messages from the CEO; feature stories on specific
strategic issues and goals on the employee news page; PowerPoint presentations by unit managers
to staff; a web page for internal and external audiences; and video interviews with strategic plan
Sponsoring Chiefs, Champions, and Leads. External communications will include targeted electronic
communications from the CEO to key stakeholders, with links to the strategic plan web page.
Strategic Plan 2010 - 2015
Plan Implementation
6
ISSUE BP
Effective business practices and fiscal
accountability must be demonstrated.
Sponsoring Chief – Sharon Judkins
As a public agency, the District should be expected to demonstrate the prudent
use of public funds, efforts are consistent with its intended purposes, and that its
products provide tangible benefits that are of value to the community. The District
incorporates transparency into its major planning and policy actions. However, with
the state and national economic crisis, the District has an even greater responsibility
to demonstrate effective and responsible use of public funds without waste. This
applies not only to financial and budget planning, but to every aspect of its work
and product and service delivery. Improving the business practices and fiscal
accountability does not change the ongoing mission and its stated commitment
to watershed stewardship, comprehensive water resources management and
environmental responsibility.
G
BUSINESS PRACTICES
oal: Stakeholders acknowledge significant improvements in our business practices
and fiscal accountability.
The District invites public scrutiny of its activities and business practices.
As it improves its ability to demonstrate operational achievements, financial
accountability and tangible benefits to stakeholders, it must also continue to
develop and implement systems to gather stakeholder feedback, assess our
effectiveness and continually improve our processes.
BP-1:
IMPROVE PRODUCT AND SERVICE DELIVERY
BP-2:
IMPLEMENT PRUDENT FINANCIAL PLANS
BP-3:
DEMONSTRATE VALUE TO KEY STAKEHOLDERS AND IMPROVE CONNECTION
WITH THE COMMUNITY
Strategies BP-1: Improve product and service delivery.
Improve product
and service
Strategies BP-1: Champions:
Deborah McClain
and Liangdelivery.
Lee
Champion: Deborah McClain and Liang Lee
Reducing spending, increasing efficiency, and improving processes across the District are top
priorities
Districtand
will increasing
continue toefficiency
develop aacross
system
identify,
evaluate
and implement
process
Reducingthe
spending
thetoDistrict
are
top priorities
as we engage
improvements
to
increase
effectiveness
and
efficiency,
and
reduce
spending.
The
District’s
Quality
in FY 2009-10 budget planning and beyond. The District will also continue to develop and implement
and
Environmental
Management
System (QEMS)
will(QEMS),
be utilized
as a toolittotodeploy
process
our quality
and environmental
management
system
expanding
includea all
functions
improvement
system.
and work areas.
Tactic
Tactic BP-1A
BP-1A
Establish
Establish criteria
criteria and
and take
take action
action to
to reduce
reduce spending
spending and
and increase
increase efficiency.
efficiency.
Lead:
Lead: Deborah
Deborah McClain
McClain and Ray Yep
Tactic BP-1B
Reinforce continued implementation of an effective quality and environmental
management system Districtwide.
7
Tactic BP-1C
Lead: Mary Ann Ruiz
Strategic Plan 2010 - 2015
Insource or outsource functions when cost effective.
Business Practices
in FY 2009-10 budget planning and beyond. The District will also continue to develop and implement
our quality and environmental management system (QEMS), expanding it to include all functions
and work areas.
Tactic BP-1A
Establish criteria and take action to reduce spending and increase efficiency.
Tactic
Tactic BP-1B
BP-1B
Reinforce
through
implementation
of an
effective QEMS
Reinforce continued
continued improvements
implementation
of an effective
quality and
environmental
throughout
thesystem
organization.
management
Districtwide.
Tactic
Tactic BP-1C
BP-1C
Lead: Deborah McClain and Ray Yep
Lead:
Lead: Mary
Mary Ann
Ann Ruiz
Ruiz
Insource
Insource or
or outsource
outsource functions
functions when
when cost
cost effective
effective.as appropriate.
Lead:
Lead: Melanie
Melanie Richardson
Richardson
Strategy BP-2:
BP-2: Implement
Implement prudent
prudent financial
financial plans.
plans.
Strategy
Champion:Deborah
DeborahMcClain
McClain
Champion:
TheDistrict
Districtisisranked
rankedhighly
highlyby
byfinancial
financialratings
ratingsorganizations,
organizations,and
andconsistently
consistentlyachieves
achievesawards
awardsfor
for
The
clear,
well-documented
budget
documents.
Our
investment
portfolio
is
strong,
and
we
have
proven
clear, well-documented budget documents. Its investment portfolio is strong, and it has proven to be
to be of
a good
of public
funds.
The District
can financial
further improve
our
practices
aourselves
good steward
publicsteward
funds. The
District
can further
improve
practices
byfinancial
developing
and
by
developing
and
implementing
a
comprehensive,
multi-year
financial
plan,
which
will
lay
out
implementing a comprehensive, multi-year financial plan, which will lay out strategies to respond to
strategies to
respond
to forecasted
financialtochallenges;
by working
to secure
funding
forecasted
financial
challenges;
by working
secure additional
funding
for keyadditional
programs;
and byfor
key
programs;
and
by
making
strategic
decisions
whether
savings
may
be
realized
by
outsourcing
some
making strategic decisions whether savings may be realized by outsourcing some activities or by utilizing
activities
or
by
utilizing
in-house
talent.
in-house talent.
Tactic BP-2A
BP-2A
Tactic
Implementaa5-year
5-yearfinancial
financialplan.
plan.
Implement
Lead: Deborah
Leads:
Deborah McClain
McClain and
and Katherine
Katherine Oven
Oven
Tactic BP-2B
BP-2B
Tactic
Secure
for Clean,
Safe Creeks.
Plan
for continuity
the sunsetofoffunding
the Clean,
Safe Creeks
& Natural Flood Protection Program Lead: Ann
Draper
special
parcel
tax.
Lead: Ann Draper
Strategy BP3: Demonstrate value to key stakeholders.
Tactic BP-2C
Secure fiscal stability in support of Water Utility Enterprise.
Champion: Gustavo De La Torre
Lead: Deborah McClain
The District works hard for the benefit of the public. However, our stakeholders do not always get a
clear picture of what we do and why, partly because as a wholesaler the District does not have regular
direct contact
withDemonstrate
customers through
billing.
is critical
for us to help
stakeholders
our
Strategy
BP3:
value
to Itkey
stakeholders
and
improveunderstand
connection
mission and services,
and
demonstrate
to
them
that
our
work
is
worthy
of
their
tax
dollars.
The
District
with the community.
will strengthen existing
efforts to engage key stakeholders—including customers, agency partners,
Champion: Gustavo De La Torre
retailers and employees—in our work. We will also increase efforts to benchmark our service delivery
practices
against
that
we may
better its
measure
Districtdo
effectiveness
The
District
works industry
hard forcomparators,
the benefit ofso
the
public.
However,
stakeholders
not always and
get amake
improvements.
clear picture of what it does and why. It is critical for it to help stakeholders understand its products
and services, and demonstrate the effective use of their tax dollars. The District will strengthen existing
Tactic toBP-3A
Benchmark
service
delivery against
industry
standards.
efforts
engage key
stakeholders
— including
customers,
agency
partners, retailers and employees.
Yep and Melanie
Richardson
It will also increase Lead:
effortsRay
to benchmark
service
delivery practices against industry comparators, so
that it may better measure effectiveness and make improvements. In addition, the development of a
Tactic BP-3B
Implement
a stakeholder
engagement
system.
systematic
measurement
and reporting
system
to monitor the
District’s fiscal and business results will
Lead: Susan
Siravo
help provide transparency
and understandable
information to the community.
Tactic BP-3A
Benchmark service delivery against industry standards.
Strategic Plan 2010 - 2015
Leads:
Ray Yep
and Mary Ann Ruiz
Business
Practices
Tactic BP-3B
Tactic BP-3C
8
Implement a stakeholder engagement system.
Lead: Susan Siravo
Develop and implement a systematic measurement and reporting system.
Lead: Mary Ann Ruiz
Strategic Plan 2010 - 2015
Business Practices
8
ISSUE WF
Workforce capability, adaptability, efficiency
and accountability must be achieved.
Sponsoring Chief – Sharon Judkins
The District is known for its highly-skilled staff and quality work. The workforce
is agency strength — in its expertise, its pride of service and its diversity. District
employees reflect the community they serve, and the District has emphasized
that recognizing and strengthening diversity of all kinds—cultural, generational,
professional and others — is a way to achieve high productivity and workforce
inclusion.
With uncertain economic times ahead for the near term, greater calls for efficiency
and responsiveness will require staff to be flexible and prepared to demonstrate
effectiveness and accountability. Additionally, a significant number of “Baby Boomer”
employees are already eligible for retirement. Succession planning has therefore
become a more urgent priority, and existing staff must be trained now to take on
new areas of responsibility for optimal business continuity.
G
oal: High workforce engagement is achieved
to meet business needs in a changing
and diverse environment.
WORKFORCE
To ensure a minimum of disruption from changes in the District work environment,
and to help employees adapt while staying productive, maintaining and building on
employee engagement in the District will be critical to our future. District managers
will need to improve their leadership and mentoring skills.
9
WF-1:
IMPROVE WORKFORCE DEVELOPMENT AND ORGANIZATIONAL ADAPTABILITY
WF-2:
CREATE AN ENVIRONMENT OF ACCOUNTABILITY
Strategic Plan 2010 - 2015
Workforce
Strategy WF-1: Improve workforce development and organizational
adaptability.
Champion: Gustavo De La Torre
A comprehensive District-wide Workforce Plan will be developed and implemented that will include
succession planning, skill assessment, staff development, leadership management program, and
diversity/inclusion planning to ensure business continuity. The approach is to be prepared for key staff
retirements, and retain and manage knowledge and expertise in areas critical to the District’s core
services.
Tactic WF-1A
Develop and implement a comprehensive Workforce Plan.
Tactic WF-1D
Implement the Diversity Master Plan.
Lead: Gustavo De La Torre
Lead: Gustavo De La Torre
Strategy WF-2: Create an environment of accountability.
Champion: Rudy Medina
Strong, positive employee/manager relationships will play a central role in creating an environment
of trust, commitment and accountability. Improving these relationships will facilitate effective
communication between labor and management to address workforce issues including employee
performance.
Tactic WF-2A
Implement an effective work plan and employee performance evaluation
program.
Lead: Rudy Medina
Strategic Plan 2010 - 2015
Workforce
10
ISSUE AM
The value of our assets must be maintained.
Sponsoring Chief – Jim Fielder
To reliably provide consumers with drinking water that meets or surpasses all state
and federal standards, many assets are required, including groundwater, imported
water contracts, pumping plants, reservoirs, pipelines, a laboratory and water
treatment plants. To protect residents and businesses from flooding, many other
kinds of assets are involved, including creeks, maintenance equipment, levees, and
other flood protection facilities.
These examples represent just some of the District’s many vital assets. Others
include dams, water rights, networked computers and other equipment, as well as
buildings and environmental assets. With so many different assets needed to fulfill
the District’s mission, effective asset management is both challenging and critically
important. Developing and applying asset management processes comprehensively,
consistently and effectively across all work areas is necessary to maintain the value
of all District assets. Such processes include establishing or understanding levels
of service, monitoring asset conditions against the level of service to manage
risk of failure; making asset management decisions in a coordinated strategic
fashion; understanding and planning for future funding needs to maintain business
continuity, and to anticipate and plan for uncertainties or changing levels of service.
G
oal: Assets are effectively and efficiently
managed and protected.
The ultimate purpose of District assets and infrastructure is to safely and reliably
provide necessary services to the public. Our goal is to maintain all assets for
optimal business continuity. Effective management of assets involves planning for
protection and maintenance, as corrective maintenance is generally more costly
than planned maintenance. Ensuring public safety is also a key part of asset
management, with safety of our 10 dams a top priority.
AM-1: MAKE COORDINATED, ENVIRONMENTALLY RESPONSIBLE
AND PRIORITIZED ASSET INVESTMENT
AM-3: PREPARE FOR CONTINUITY OF SERVICE DURING DISRUPTIONS
ASSETS
AM-4: IMPLEMENT A DISTRICT-WIDE ASSET MANAGEMENT PROGRAM
11
Strategic Plan 2010 - 2015
Assets
Strategy AM-1: Make coordinated, environmentally responsible and prioritized
asset investment decisions
Champion: Sandy Oblonsky
To carry out District services on a 24/7 basis, critical assets must be considered in asset management
decisions. Prioritizing asset management and investment helps ensure that appropriate investments
are made and that no assets are overlooked. Such decisions also must consider and incorporate
environmental responsibility, pursuant to regulations and the District’s mission. The District will also
continue to develop and implement our Dam Safety Program Plan.
Tactic AM-1C
Tactic AM-1D
Develop and implement the Dam Safety Program Plan.
Lead: Frank Maitski
Develop and implement a long term Water Supply and Infrastructure Master Plan.
Lead: Sandy Oblonsky
Tactic AM-1E
Help protect District water rights through implementation of the Fisheries and Aquatic Habitat Collaborative Effort (FAHCE) Three Creeks Habitat Conservation Plan
(HCP) Plan.
Lead: Keith Whitman
Strategy AM-3: Prepare for continuity of service during disruptions
Champion: Michael Hamer
As an agency with multiple, integrated functions, the District must be prepared at all times to deal with
potential catastrophes or emergencies and avoid service disruptions. The District will strengthen its
existing emergency operations efforts to develop and implement a comprehensive emergency response
and business continuity program. Key strategies will be the development of key performance indicators
(KPI’s) for Emergency Response Preparedness, Continuity of Operation, Operations Security, and QEMS
Procedures for the District’s three Department Emergency Operations Centers (Watersheds, Water
Utility, and Facilities).
Tactic AM-3A
Develop and implement a comprehensive emergency response and business
continuity program.
Lead: Michael Hamer
Strategy AM-4: Implement a District-wide asset management program
Champion: Sandy Oblonsky
The District will consolidate and integrate IT infrastructure, as well as implement a uniform asset
management framework. This framework will include full development of an asset management model
District-wide.
Tactic AM-4A
Develop and implement a uniform asset management framework.
Leads: Sandy Oblonsky and Ann Draper
Tactic AM-4B
Consolidate and integrate IT infrastructure for asset management.
Leads: Information Management Officer (Bill Knoff Acting)
Strategic Plan 2010 - 2015
Assets
12
1
Definitions of strategic planning elements
Vision
A vision is a statement that provides a broad, “aspirational” image of the future that an
organization is aiming to achieve. Example: We are a fiscally responsible water resources
agency valued by the community.
Issues
Issues are statements of identified problems, concerns or challenges an organization
must address. Example: Effective business practices and fiscal accountability must be
demonstrated.
Goals
A goal is a statement of the condition that exists once the issue has been addressed.
Example: Stakeholders acknowledge significant improvements in our business practices and
fiscal accountability.
Key Performance Indicator (KPI)
KPIs are outcome measures to monitor achievement of goals. Each goal has one (1) KPI.
Example: Percent of critical assets assessed for current condition.
Strategies
Strategies are high-level concepts or plans for resolving issues and reaching goals.
Example: Implement prudent financial plans.
Tactics
Tactics are specific actions designed to carry out elements of a strategy.
Example: Implement a 5-year financial plan.
Task
Tasks are significant events to be achieved by a specific date that lead to the completion of a
tactic and, ultimately, the accomplishment of the strategy.
Chief Officers
Composed of the Chief Executive, Chief Administrative and Chief Operating Officers, the
Chief Officers have the collective responsibility for ensuring that the issues within the Plan
are addressed by achieving the stated goals and the authority to change the Strategic
Vision, issues, goals, KPIs and targets which they will review annually.
Sponsoring Chief
A single Chief Officer is assigned the responsibility for a specific issue and has the authority
to represent the Chief Officers when making changes to that issue’s strategies, tactics and
milestones.
Champion
APPENDIX
13
The Champion is responsible for the implementation of the assigned strategy and ensures
that adequate staff and resources are provided. At the Quarterly Management Review,
the Champion reports implementation progress through the level of achievement of the
milestones for each tactic for the assigned strategy.
Stategic Plan 2010 - 2015
Appendix - Definitions of strategic planning elements
2
Related definitions
Asset
Assets include infrastructure such as dams, pipelines, treatments plants, percolation
ponds and flood protection facilities; groundwater; water rights; imported water contracts;
computer networks; data; and the natural environment.
Asset management
A systematic process of maintaining, upgrading, and operating assets cost-effectively.
It combines engineering principles with sound business practices and economic theory,
and it provides tools to facilitate a more organized, logical approach to decision-making.
Thus, asset management provides a frame work for handling both short and long-range
planning.
Diversity
Diversity is comprised of all the ways people differ from one another, such as race,
gender, religion, national origin, age, ancestry, physical ability, veteran status, gender
identity and sexual orientation. Additionally, diversity includes components such as
personal background, education, thinking process, approaches to problem solving and life
experiences. Diversity is all-inclusive and, by its very nature, includes all individuals.
Internal relationships are strengthened though an increased understanding of diversity.
Better understanding also clarifies how diversity impacts district business and enables more
effective outreach to and engagement with the community.
Insource
Work done internally rather than obtaining the same service from an external source.
Outsource
To obtain goods or services from an outside source.
Prudent
Careful and sensible; marked by sound judgment.
Project Lead
The Project Lead is responsible for the completion of the assigned Tactic, including ensuring
that all associated activities are budgeted through the appropriate project number. The
Project Lead is also responsible for the development and tracking of milestones, and
reporting on a quarterly basis.
Strategic Plan 2010 - 2015
Related definitions
14
2
Related definitions
Stakeholders
The term “stakeholders” refers to all groups that are or might be affected by an organization’s
actions and success. Examples of key stakeholders might include customers, the workforce,
partners, collaborators, governing boards, stockholders, donors, suppliers, taxpayers,
regulatory bodies, policy makers, funders, and local and professional communities.
• Customer: The term “customer” refers to actual and potential users or of your
• Collaborators: The term “collaborators” refers to those organizations or individuals who
• Partners: The term “partners” refers to those key organizations or individuals who
organization’s products, programs, or services. Customers include the end users of your
products, programs, or services, as well as others who might be their immediate purchasers
or users. These others might include distributors, agents, or organizations that further process
your product as a component of their product.
cooperate with your organization to support a particular activity or event or who cooperate
on an intermittent basis when short-term goals are aligned or are the same. Typically,
collaborations do not involve formal agreements or arrangements.
are working in concert with your organization to achieve a common goal or to improve
performance. Typically, partnerships are formal arrangements for a specific aim or purpose,
such as to achieve a strategic objective or to deliver a specific product or service. Formal
partnerships are usually for an extended period of time and involve a clear understanding of
the individual and mutual roles and benefits for the partners.
Workforce
Persons employed by or working for or on behalf of the District.
APPENDIX
Workforce engagement
“Engagement” refers to the extent of the workforce’s commitment, both emotional and
intellectual, to accomplishing the work, mission, and vision of the organization. Organizations
with high levels of workforce engagement are often characterized by high-performing
work environments in which people are motivated to do their utmost for the benefit of their
customers and for the success of the organization.
In general, members of the workforce feel engaged when they find personal meaning
and motivation in their work and when they receive positive interpersonal and workplace
support. An engaged workforce benefits from trusting relationships, a safe and cooperative
environment, good communication and information flow, empowerment, and performance
accountability. Key factors contributing to engagement include training and career
development, effective recognition and reward systems, equal opportunity and fair treatment,
and family friendliness.
15
Stategic Plan 2010 - 2015
Related definitions
3
Acknowledgements
(in alpha order)
The following staff contributed to the
update of this Strategic Plan
Rick Callender
Debbie Cauble
David Chesterman
Emily Cote
Gustavo De La Torre
Ann Draper
Chris Elias
Jim Fiedler
Beau Goldie
Michael Hamer
Sharon Judkins
Bill Knoff
Lauren Knoff
Marc Klemencic
Liang Lee
Frank Maitski
Deborah McClain
Rudy Medina
Sandy Oblonsky
Katherine Oven
Melanie Richardson
Mary Ann Ruiz
Alison Russell
Susan Siravo
Keith Whitman
Special thanks to Ingrid Bella, Jeff Ham, and the Graphic Services Unit.
For more information, please contact the Office of CEO
Mary Ann Ruiz: 408-265-2600, ext 2633
Jeff Ham: 408-265-2600, ext 2898
Strategic Plan 2010 - 2015
Acknowledgements
16
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Santa Clara Valley Water District
5750 Almaden Expressway
San Jose, CA 95118
www.valleywater.org
Printed on recycled paper.
GS1621_StrategicPln2009_2014_082609_BA