30 | ROCKY MOUNTAIN WATER MAY 2017 OPERATIONS every day and we didn’t want to waste time reinventing the wheel. We needed to find someone who was experienced in organizing these plans and could provide the framework right up front. Luckily, I knew just the right person to help us—Jim Ginley, who helped lead the strategic plan I mentioned previ-ously; fortunately he was available. So, after some discussions with my new managers and a presen-tation to the Board on what a strategic planning process might entail, we were off and running. The plan development process that we followed included three phases: 1. Assessment of the current condition; 2. Development of the core strategic plan; 3. Implementation of the plan. Phase 1: Assessment of the current condition BSD staff and Board members convened for a day-long working session under the facilitation of our consultant. Through a series of exercises that included the EUM assessment tool, we identi-fied both our current strengths and areas for improvement, along with the most important issues and concerns that needed to be addressed in the short term, in the near future, and down the road. Phase 2: Crafting the core plan Next, the group got together again to build the plan. Through more facilitated discussions and creative collaboration, our BSD team developed the Boxelder Strategic Plan 2016–2018. The document was approved by the Board and articulates the mis-sion, vision, and values of BSD, and lays out in simple fashion both the strategic goals and objectives that will guide BSD’s efforts over the coming years. Highlights of the plan are out-lined in the sidebar below. Phase 3: Implementation of the plan The next step was to craft an implementation plan to put the strategic plan into motion, including identification of spe-cific action items and establishing measures and processes for tracking and reporting progress. For every action item there is a clearly articulated task, a designated “champion,” and impor-tantly, a deadline. For the measures of success, we used the guidance from the EUM framework and identified five specific areas of improvement that we will track and report on during the coming 18 months. To cap things off, our consultant built a simple communica-tion strategy to guide how and when we report progress, and then he wrapped it all into a comprehensive implementation plan, which is that game plan that I was looking for at the outset. Now we have everything in one place, including a pro- Highlights of Boxelder Sanitation District Strategic Plan 2016-2018 VISION—where we are headed To be an innovative, economically respon-sible leader through outstanding service and effective communication. MISSION—our primary purpose as an organization We responsibly provide wastewater treatment to protect public health and our Poudre River. VALUES—who we are and how you know us Our community can count on us to be: open to suggestions, creative, resourceful, reliable, resilient, public minded, safety minded, and always striving for excellence. STRATEGIC GOALS—what is most important to achieve in the coming years • Maintain a financially sustainable organization. • Increase stakeholder collaboration and support through leadership, education, and communication. • Ensure excellence in every aspect of our operational needs, both present and future. • Manage our organization in an effective and strategic manner.
RMW - May 2017
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