Guiding Principles KEY RESULTS AREA STRATEGIC OBJECTIVE STRATEGIC ISSUE ACTION PLAN

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1 KEY RESULTS AREA STRATEGIC ISSUE STRATEGIC OBJECTIVE ISP# ACTION PLAN Knowledge & Visibility of CAP Improve public understanding about the function and importance of CAP L2 Collaborate with governmental entities and stakeholders. LEADERSHIP & PUBLIC TRUST Relationships with Customers & Other Stakeholders Future Water Leadership Board Leadership Continue to strengthen relationships with customers & other stakeholders Continue to strengthen relationships with customers & other stakeholders Position CAP as a recognized leader in water and energy management Provide strategic vision and direction for CAP *L9 *L13 L15 L22 L24 Cooperatively identify goals and logistics for public processes involving Board, staff, customers and stakeholders. Continue to educate, inform, participate, engage and respect broad range of stakeholders including CAP employees. Continue to enhance transparency and efficiency of CAP business processes (e.g., procurement of goods and services, the internal audit program, CAP land use permits). Actively engage at national, state and regional levels to promote the interests of CAP and its constituents. Enhance the understanding of CAP's mission and vision to address questions related to CAP's role in service area, statewide and regional water and power issues. Internal Leadership Foster a CAP culture that values trust, respect, collaboration and innovation L30 Prioritize and link business group activities to the Internal Strategic Plan, including level of effort and budget requirements. Incorporate business plans into the biennial budget. Last Updated: 8/25/2015 Internal Strategic Plan 1 of 6

2 FINANCES Financial Health Effectively communicate financial issues to Board and stakeholders Maintain coordinated financial strategies (budget, reporting, revenues, expenditures, rates, taxes, reserves) Implement and maintain a flexible financing strategy *F1 Continuously evaluate & resolve financial threats. F2 Utilize the quarterly financial review process to routinely identify changes in business conditions and the appropriate responses necessary to maintain expected financial outcomes (e.g., budget performance and rates), and demonstrate prudent management of CAP resources. *F3 Develop and maintain an appropriate reserve strategy. *F12 Coordinate financing strategy with reserve strategy. Major Expenditures Coordinate projected uses of funds with appropriate sources of financing *F13 Identify resources required and financing sources prior to approval of major initiatives; develop business plans with appropriate exit strategies. Asset Management Maintain financial plans to meet the management requirements of CAP assets *F15 Maintain a long-term capital improvement plan consistent with ensuring system reliability, including major equipment replacement and rehabilitation. Last Updated: 8/25/2015 Internal Strategic Plan 2 of 6

3 *PR5 Maintain a competitive pay and benefits package. CAP Workforce Establish CAP as a regional employer of choice *PR7 *PR8 Manage employee turnover. Implement programs that promote diversity in the work place including building a workforce that reflects the communities that CAP serves. PROJECT RELIABILITY Asset Management, Operation and Maintenance Maintain high levels of skills and professional proficiencies Provide reliable and cost effective water deliveries Improve Maintenance Excellence Processes Enhance effective project management PR34 *PR37 PR40 PR56 PR59 Provide training on operations and maintenance of new equipment. Consistently deliver CAP's full annual Colorado River apportionment. Maintain ERP systems including Infor, Oracle, Livelink, and GIS systems, keeping up to date with current upgrades and patches. Increase two-way communication among managers, supervisors, maintenance engineers and crews to provide meaningful information to staff (e.g., key reports, necessity of work assignments, need for asset modifications). Coordinate closely with Maintenance regarding project development, completion and transfer of information (e.g., technical manuals, Standard Operating Procedures) for maintenance purposes. Improve technology management PR62 Remain abreast of technological developments to meet emerging needs of existing and incoming workforce (e.g., through training; internship programs with educational institutions; networking with private industry; etc.) Last Updated: 8/25/2015 Internal Strategic Plan 3 of 6

4 PROJECT RELIABILITY Asset Management, Operation and Maintenance Improve technology management Promote environmental sustainability PR64 PR69 PR77 Systematically review existing technologies in terms of available improvements in functionality and alternative implementations that may result in synergies among programs. Balance perceived advantages of technology with appropriate assumption of risk (e.g., user access needs versus security requirements). Recognize the increasing biological issues impacting the CAP canal system (e.g., Caddis Flies, Quagga Mussels, weeds, fish, etc). WATER SUPPLY Supply Reliability Participate in the management of the Colorado River to optimize CAP water availability Protect CAP s Colorado River water entitlement Protect CAP s Colorado River water entitlement *WS1 *WS2 *WS6 WS7 WS8 Actively work with other Basin states in order to influence Colorado River management decisions. Actively participate in decision-making regarding bi-national programs (e.g., Mexico shortage-sharing, ICMA). Maintain cooperative relationships with Mexico regarding Colorado River supplies and water quality issues. Continue to look for opportunities to mitigate or change CAP's junior priority through Congressional action and/or agreements with other Basin states. Aggressively oppose and resolve threats to Arizona's Colorado River entitlement. Support full funding of the MSCP Program. Last Updated: 8/25/2015 Internal Strategic Plan 4 of 6

5 WATER SUPPLY Supply Reliability Coordinate internal efforts to ensure supply and delivery reliability WS12 WS13 Maximize utility of the CAP system, including delivery capacity, cost effectiveness, operational flexibility, etc. Evaluate options to manage the Mark Wilmer/Bill Williams River interface, silt removal within the canal and pumping plant forebays, algae removal, etc to maintain operational capacity and reduce water quality problems. *P1 Continue to participate in NGS O&M Committee, including audits. Effectively manage costs *P2 Continue use of Energy Risk Oversight Committee to make decisions on energy purchases, sales and hedging strategies. Generation Resources P4 Anticipate and respond to regulatory requirements of CAP's expanding involvement in power, purchasing and marketing (e.g., internal compliance with NERC/WERC standards). POWER Maintain existing generation resources until appropriate alternatives are available P5 Effectively administer the current power portfolio while planning for the future. Effectively manage costs P17 Anticipate and respond to regulatory requirements of CAP's expanding involvement in transmission management (e.g., FERC/WEC/NERC regulations). Transmission Resources Enhance transmission reliability *P20 P23 Continue to participate in regional transmission planning and influence line siting to benefit CAP. Provide effective maintenance and replacement planning of transmission infrastructure to ensure continued system reliability. Last Updated: 8/25/2015 Internal Strategic Plan 5 of 6

6 REPLENISHMENT Management and Oversight Regularly review CAGRD status as compared to projections in the Plan of Operation *R17 Perform and document a formal review of CAGRD at least every 5 years. *R18 Prepare annual report showing membership and corresponding projections of obligations and include it as part of annual report filed with ADWR. Last Updated: 8/25/2015 Internal Strategic Plan 6 of 6