Strategic Long-Range Plan

Transcription

1 California Water Environment Association Strategic Long-Range Plan Approved: June 2004 Updated: April 2007, April 2008, February 2010 Approved: September 2010

2 TABLE OF CONTENTS Preface 3 Introduction...4 Mission...7 Core Ideology...8 Core Purpose...7 Core Values...7 Envisioned Future...9 Big Audacious Goal...9 Vivid Descriptions...9 Assumptions about the Relevant Future...11 Work and Workplace Trends and Assumptions...11 Science and Technological Trends and Assumptions...11 Demographic and Social Trends and Assumptions...11 Economic and Business Trends and Assumptions...12 Government (regulatory and legislative) Trends and Assumptions...12 Outcome Oriented Goals (including objectives & possible metrics) Image of the Profession Inclusive Membership Professionally Competent and Ample Workforce Value and Recognition of Certification Information and Knowledge Impacting Water Quality Regulation...19 Page 2 of 19

3 PREFACE TO THE 2010 STRATEGIC LONG RANGE PLAN The CWEA Board of Directors adopted a new Strategic Long Range Plan in June 2004 and began including aspects of it in the program of work. Each year, the CWEA Board reviews the plan to assess its relevance based on experience and a changing environment. In January 2010, the Board revised the strategic plan significantly, including revising the big audacious goal to fit a shortened timeframe of 10 years (down from 30 years). See below for a recap of CWEA s recent strategic planning history. CWEA Strategic Planning at a Glance 1998 Prior long-range plan developed All goals in prior long-range plan are essentially accomplished. 0ct-02 Jan-Apr 03 May 03 Jun 03 Oct 03 Nov 03 Jan 04 Mar 04 Apr 04 May 04 Jun 04 Jan 05 Jan 06 Jan 07 Jan 08 Feb 09 Jan 10 Planning & Program Development (PPD) Committee worked with consultant to develop planning process that is inclusive, sustainable, repeatable. Board reviewed draft long-range (strategic) and annual planning models and cycles. Leadership planning meetings in Irvine & Martinez introduce the draft planning model, timeline & concepts, and start identifying industry and association trends. Board of Directors approved the strategic planning model 1 st annual Leadership Planning Meeting -- reviewed planning concepts, identified what success will look like in 5-10 years, refined association & industry trends, developed assumptions about the future, and mega-issues. PPD worked with consultant to draft strategic plan using input from October leadership meeting. Board reviews and revises 1 st draft of the strategic plan Draft Strategic Plan is distributed to CWEA leaders for feedback. Draft strategic plan is introduced at committee meetings during Annual Conference. Leadership meetings to review the draft strategic plan, Irvine & Martinez. Board adopted the strategic plan. Board reviewed the strategic plan, discussed mega-issue. Board reviewed the strategic plan, progress to date, discussed mega-issue Board reviewed strategic plan and progress to date. Additions to the Assumptions about the Relevant Future were incorporated. Pride was added to Core Values. Board reviewed the strategic plan and progress to date. Assumptions about the Relevant Future were adjusted. The Board noted that strategies in the plan present ideas for consideration to assist in achieving the identified goals and objectives and are to be used as a guide in developing programs of work but should not be used as a gauge of the success of the implementation of the Plan. Board reviewed strategic plan. Engaged in scenario-thinking related to the sudden decline in the economy. Board engaged in 1.5 day strategic planning workshop, reviewing and revising entire strategic plan. Note: CWEA holds a leadership meeting each fall which includes a strategic planning element in order to engage Local Section & Committee leaders in the planning process. Page 3 of 19

4 INTRODUCTION CWEA s strategic long-range plan describes a desired vision and what will be essential to achieving that vision. It is grounded in core ideology and driven by an envisioned future that realizes the full potential of CWEA s ability to support its stakeholders and the industry. CWEA s commitments are articulated in goals that declare the outcomes or attributes the organization intends to achieve. Objectives represent key metrics affecting CWEA s ability to achieve the goal and articulate the direction in which these issues must be moved. Strategies describe how CWEA plans to commit its limited resources to make its objectives a reality. Objectives and possible metrics are tracked in an Objectives document that supports the strategic plan and is reviewed annually. CWEA does not and will not have the resources to be all things to all people; instead it will have a plan to meet the needs of a constantly changing professional environment. Therefore, underlying this plan is the adoption of an ongoing process of planning and thinking strategically, designed to ensure relevance of direction and action over time. In developing this strategic plan, a framework for planning was utilized, based on a model that organizes conversations about the future into four distinct planning horizons. Many associations have found the use of this framework to be a powerful tool. It helps organizations prioritize and execute outcomes as well as ensure relevance of an organization s long-range direction over time. Envisioned future. The four planning horizons framework consists of crafting a comprehensive strategic direction based on the balance between what doesn t change for the organization and what the organization seeks to become. Page 4 of 19

5 1. What doesn t change: The timeless principles of the organization s core purpose and core values, in other words, the organization s core ideology. 2. What the organization seeks to become: What would be possible beyond the restraints of the current environment within a 5- to 10-year horizon or possibly longer (10- to 30-year horizon)? This is characterized by the articulation of an envisioned future (a big audacious goal or BAG ) and a vivid description of what it will be like to achieve that big audacious goal. Previously, CWEA s Board had considered a 30-year timeframe for its big audacious goal. In January 2010, CWEA s Board looked at a 10-year timeframe for its big audacious goal. Critical factors. The articulation of the envisioned future guides the organization as it considers the factors that will affect its ability to achieve its goals. Building foresight about the 5- to 10- year horizon--assumptions, opportunities, and critical uncertainties in the likely relevant future as well as emerging strategic mega-issues--suggests critical choices about the potential barriers the organization will face. This foresight also suggests the responses the organization will need to consider in navigating its way toward achievement of its 5- to 10-year goal, or BAG. Strategic plan and operational planning. The linkage continues into the 3- to 5-year horizon through the development of a formal long-range strategic plan, in which the organization articulates the outcomes it seeks to achieve for its stakeholders. How will the world be different as a result of what the organization does? Who will benefit, and what will be the likely results? Further, the articulation of strategies will bring focus to CWEA s annual operational allocation of discretionary resources. Action plans, checkpoints, and milestones will be developed through a process of operational planning, indicating CWEA s progress toward each goal--or selected goals or goal, depending on resources--in every planning year. A strategic long-range plan is not intended as a substitute for an annual program or operating plan. It does not detail all the initiatives, programs, and activities the organization will undertake in the course of serving its membership and the industry, nor can it foresee changes to the underlying assumptions on which key strategic choices were based. Instead, the strategic plan identifies what CWEA does not do today, but must do in the future to be successful or what it is doing today but must do differently or stop doing in the future to be successful. Consequently, the strategic plan implies change--doing new things or doing more or less of current activities or doing them differently--to ensure successful outcomes. Ongoing Re-evaluation. Strategic planning will be the methodology for CWEA s operations. This process is not intended to yield a plan that is placed on the shelf, but will serve as a catalyst for the process of planning strategically, at all times and at all levels throughout the organization. In order to achieve its vision, CWEA will not look at strategic long-range planning as a one-time project that produces a milestone document of its best thinking at the moment. Instead, CWEA will adopt strategic planning as an operational philosophy of ongoing reevaluation of the critical knowledge bases that form the framework of its world, including: Sensitivity to member needs, Insight into the future environment of the industry, Understanding of the capacity and strategic position of the organization, and Effective analysis of the ethical implications of policy and program choices. Page 5 of 19

6 CWEA s strategic long-range plan represents a compass the organization will use to guide its work over the next five years. Each year of its life, the plan will be updated based on experience and new circumstances and as new opportunities and challenges emerge. Page 6 of 19

7 TIMELESS PLANNING HORIZON ~ CORE IDEOLOGY ~ Core ideology describes an organization s consistent identity that transcends all changes related to its relevant environment. Core ideology consists of two notions: core purpose the organization s reason for being and core values essential and enduring principles that guide an organization. These are related to, but do not replace, the mission as defined by the CWEA Constitution: to enhance the education and effectiveness of California's wastewater professionals through training, certification, dissemination of technical information, and promotion of sound policies to benefit society through protection and enhancement of the water environment. CORE IDEOLOGY Core Purpose: To enhance the effectiveness of water environment professionals and to benefit society by protecting and enhancing our water environment. Core Values: Professionalism - following the highest standards of technical and ethical conduct; and supporting CWEA s mission and purpose at all times Responsibility - recognizing and fulfilling our duty to protect the quality of our water environment and to honor the trust the public has placed in us Accountability - being responsible and answerable for our actions, assignments, and duties within the organization Integrity - adhering firmly to our Code of Conduct (policy 98-1); honor and candor Excellence - providing outstanding quality products and services; doing and recognizing our best at all times Leadership developing future volunteers into leaders, and acting in a forward-thinking, timely, and proactive manner. Adaptability having the flexibility to anticipate and respond to changing circumstances and environment Knowledge - gathering, learning, and sharing the latest information, experiences, and our core values; using sound data in the decision-making process Page 7 of 19

8 Pride instilling in our members knowledge and appreciation of the value of their role in protecting public health and the environment, which is then reflected in their interaction with each other and the public. Teamwork working and sharing equally in the responsibilities and rewards of progress; sharing in the opportunities for involvement Outreach extending our knowledge to the community and inviting people into the group Inclusion - respecting all of our members; soliciting the participation of everyone (including others in the industry and environmental community) to remain open to healthy dialogue and growth Celebration taking pride in the water environment profession; recognizing and promoting the work of CWEA Fun offering opportunities for enjoyment and fulfillment while doing the work of the association and experiencing its programs and services Page 8 of 19

9 ENVISIONED FUTURE 10 YEAR PLANNING HORIZON ~ ENVISIONED FUTURE ~ Envisioned future conveys a concrete, but yet unrealized, vision for the organization. It consists of a big audacious goal a clear and compelling catalyst that serves as a focal point for effort and a vivid description vibrant and engaging descriptions of what it will be like to achieve the big audacious goal. Big Audacious Goal Water environment professionals will be increasingly effective in protecting public health and enhancing the environment, and will be universally valued for their expertise and competency. Vivid Descriptions: Water environment professionals will be seen as integral protectors of environmental quality. The regulatory community will view water environment professionals as collaborative partners in developing responsible regulations. Non-governmental organizations (NGOs) will seek input from water environment professionals as resources instead of adversaries in resolving environmental challenges related to the industry. Public health and the water environment are protected, and society sees water environment professionals as true conservationists. The water environment profession (including wastewater, water reuse, water quality, stormwater, biosolids, air/water issues) will be seen as a desired profession. People in the profession will take pride in their work. Our communities will view us as professionals and public health and environment protectors even during times of system failures and/or wet weather, e.g., Sewer System Overflows (SSOs). There will be an active and vibrant student chapter at every school with an industry-related program. Parents will be proud to say, My kid is a water environment professional and vice versa. Water environment employers will value training and certification. Our NPDES permitholders and their employers will require CWEA s Technical Certification Program Certification to validate competency of the workforce. Training and certification will correlate to improved compliance and safety (fewer SSOs, fewer accidents, lower insurance rates, etc.). CWEA will be acknowledged as the model for quality training and certification nationwide. Page 9 of 19

10 CWEA will be perceived as the premier provider for training and continuing education. Technical certification to promote competency will be valued by agencies and regulators. Agencies will see CWEA as their primary service provider for training and certification. We will partner with other associations on training at different levels. CWEA members will be recognized as active protectors of public health and safety by regulators, members, the public, and other associations. CWEA will be seen as an inclusive community where all water environment professionals feel that they have an equal opportunity to be involved and informed. There will be an increased, active, and committed volunteer pool. Page 10 of 19

11 5 10 YEAR PLANNING HORIZON ~ ASSUMPTIONS ABOUT THE RELEVANT FUTURE ~ The Association s strategic long-range plan must be based in part on a projected view of the future environment of our members, profession, industry, and the relevant world at large. Foresight about the relevant future is what will make the long-range plan strategic. Building foresight requires a look at three levels of future orientation: current conditions, which represent our view of what exists today; trends, which reflect what conditions we can see today and the predictions we can make about what direction the conditions will move; and assumptions, which reflect our beliefs about what will happen or how things might be in the future, not necessarily based on what we see today. When conditions change, strategy needs to be adjusted. An annual review of this thinking will help the association ensure the ongoing relevance of its strategy. Work & Workplace Assumptions 1. The brain drain triggered by veteran water environment professionals retiring is still on the horizon but the retirement window has shifted. 2. There will be an increased talent pool with higher certification and education levels. 3. There will be limited increase in additional staff. 4. A broader skill set will be needed in the workplace, leading to a requirement for cross-training and cross-certification. 5. There will be more agencies prepared for succession planning, and there will be a continued need to support this activity. Science & Technology Assumptions 1. Training will need to keep pace with advances in technology, both in content and delivery 2. Economic conditions will drive training in cutting-edge technologies. 3. There will be more competition among technical training providers. 4. New technologies will increase the demand for certification. 5. Advances in technology and contaminant detection will lead to more and more stringent regulations. 6. Advances in technologies allow knowledge to be shared more easily across boundaries, leading to more partnering opportunities, but possibly more competition. Demographics & Social Assumptions 1. The younger workforce will continue to want to be on the cutting edge, socially involved and in the know. They will be more willing to shift professions and change careers. They will look at what their employer will do for them, and not necessarily what they can do for their employer. Page 11 of 19

12 2. Because of the economic environment and shortage of workforce, employers will expect employees to do more with less, and to work outside of their areas of expertise. CWEA will still need to address basic training. There will also be a shortage of volunteers. 3. Community colleges will become a more accepted path to a good paying job. CWEA will play an important role to fill the gap created by a shortage of qualified workers. CWEA will be the driver to get community colleges to provide Associate degree programs in water and wastewater utilities. 4. Sound bites are the way people get their information. CWEA will need to be actively crafting positive messages and responding to negative messages. 5. As demographics shift, CWEA will need to involve members more, including through our communications. Economic & Business Assumptions 1. The recovery of the water environment sector will lag the recovery of the general economy and growth is anticipated in 3 years, i.e. FY Agencies may only participate in minimum actions to meet regulations based on slow economic recovery. 3. Each year, CWEA must evaluate the level of service to offer and decide on a balanced or deficit budget while maintaining quality of service. Government Regulatory and Assumptions 1. There will be new and more stringent regulations with increased expectations. Detection limits for contaminants / pollutants will continue to go lower and the ability to meet them will affect the reputation of the industry. 2. There will be an increased focus on multi-media issues. 3. There will be more regulations related to climate change. 4. Due to economic pressures, agencies may be reluctant to provide adequate training to effectively meet more stringent regulations. 5. Regional and State Water Boards will be challenged to retain / maintain knowledgeable staff and will experience more pressure from NGOs on regulations. 6. Global climate change issue will impact our industry. Page 12 of 19

13 3 5 YEAR PLANNING HORIZON ~ OUTCOME ORIENTED GOALS ~ Goals are outcome-oriented statements that represent what will constitute the organization s future success, as described in the vivid descriptions of the envisioned future. The achievement of each goal will move CWEA towards the realization of its big audacious goal. The goals are not in any order of priority. Every goal will need to be accomplished if the organization is to fully achieve its big audacious goal. Each goal is accompanied by a set of objectives, which represent key issues affecting CWEA s ability to achieve the goal and articulate possible milestones / metrics against which to measure progress. Each year CWEA s Board will select an objective or objectives, based on resources, to address in the next program of work and budget development cycle. A strategy or strategies, depending on resources, to address the objective/s selected will be developed and considered as part of the annual program of work and budget process. GOAL 1 IMAGE OF THE PROFESSION Water environment professionals will respect their profession as rewarding and highly beneficial. The public will increasingly value (understand, respect & support) the critical role that water environment professionals play in enhancing and protecting the environment and public health. GOAL 2 INCLUSIVE MEMBERSHIP CWEA will be an inclusive and accessible association, serving water environment professionals, employers, and students. GOAL 3 PROFESSIONALLY COMPETENT AND AMPLE WORKFORCE Through CWEA s products and services, California s water environment employers will have an increasingly professional, competent and ample workforce. GOAL 4 VALUE AND RECOGNITION OF CERTIFICATION Employers and regulators will increasingly value, recognize and require CWEA certification as a measure of competency. GOAL 5 INFORMATION AND KNOWLEDGE CWEA will be the first choice for practical and current technical training and information on the water environment subject, including wastewater, pre-treatment, stormwater, biosolids, water reuse, and other supporting technical areas. GOAL 6 IMPACTING WATER QUALITY REGULATION CWEA will be a key partner in regulatory and legislative issues affecting the water environment workforce. Page 13 of 19

14 GOAL 1 - IMAGE OF THE PROFESSION Goal Water environment professionals will respect their profession as rewarding and highly beneficial. The public will increasingly value (understand, respect & support) the critical role that water environment professionals play in enhancing and protecting the environment and public health. Objectives: 1. Increase the number of water environment professionals who advocate a career in the water environment field. 2. Increase collaboration with other related organizations. 3. Increase public understanding of the importance of the water environment profession and value in protecting the water environment and public health. 4. Increase water environment professionals positive perception of the industry and their involvement in CWEA. Possible Metrics Number of members. Number of certification applications. Number of award nominations. Amount of scholarships donations. Number of scholarship applications. Number of website and E-Bulletin hits. Number of people opening E-Bulletin. Number of abstract submissions, news articles, and editorials. Number of training events. Number of attendees at training events. Number of volunteers. Number of partnerships and collaborations. Number of study guides/materials. Number of submissions to hard copy publication. Number of E-Bulletin content submissions. Degree of Local Section involvement, e.g. number of members participating at LS events, number of state training events hosted by LS Number of college courses. Use of positive sound bites. Degree of committee involvement., e.g. number of specialty conferences organized by committees; increase in number of members serving on committees Need means to find out the number of water environment professionals who advocate a career in the field Page 14 of 19

15 GOAL 2 - INCLUSIVE MEMBERSHIP Goal CWEA will be an inclusive and accessible association, serving water environment professionals, employers, and students. Objectives: 1. Increase membership participation from the spectrum of water environment professionals (reuse, stormwater, water quality, air, drinking water, biosolids, regulators). 2. Increase the number of members and retain members in all categories. 3. Increase our knowledge about our members including their needs, wants, demographics and vocations. (The correct use of demographics should feed into marketing our objectives for 2010 / 2011 and beyond) 4. Increase knowledge of water environment professionals demographics and potential of members within each vocation Possible Metrics: Number of members. Percent of members renewing. Number of members in vocational specialties (identify and quantify vocational specialties on membership form). Number of attendees at Local Section and Committee activities. Employer support (means of quantifying this needs to be further defined).(we could include check-boxes on membership forms to include membership re-imbursement, yes/no, membership paid by employer yes/no, also good method on CBT tests) Page 15 of 19

16 GOAL 3 - PROFESSIONALLY COMPETENT AND AMPLE WORKFORCE Goal Through CWEA s products and services, California s water environment employers will have an increasingly professional, competent, and ample workforce. Objectives: 1. Increase the quantity and quality of our training in content, presentation, and delivery. 2. Increase the number of agencies that incorporate certification in their hiring process for all disciplines. 3. Increase the number of people entering the water environment industry and influence the future workforce. 4. Increase awareness among the future workforce of CWEA s products and services, thereby expanding CWEA s opportunities. Possible Metrics: Number of agencies that mandate certification. Track this by adding a question to CBT exams and certification renewals asking if employer certification is required at their agency. Number of attendees at trainings. Number of training events. Quality/delivery of training - Number of attendees at on-line trainings. - Quality of speakers at various conferences (ACs, NRTCs, etc.) as measured by volunteer auditors evaluating talks. - Explore CEU plan, online partnership. Number of Student & Young Professional members. Number of Student & Young Professional attendees at events. Number of student chapters at universities and community colleges. Number of student members Number of student volunteers Number of champions (i.e. faculty members encouraging membership / participation in CWEA) at universities and community colleges, etc. Number of agencies that do outreach at the elementary and high school level. Number of agencies that mention CWEA in recruiting brochures, job specifications, and job postings Page 16 of 19

17 GOAL 4 VALUE AND RECOGNITION OF CERTIFICATION Goal Employers and regulators will increasingly value, recognize, and require CWEA certification as a measure of competency. Objectives: 1. Increase regulator recognition of CWEA certification as a measure for achieving a qualified workforce. 2. Increase the number of employers using the certificate program for hiring and/or advancement. 3. Increase the awareness of the technical certification program and its benefits to employers. 4. Increase national recognition of the CWEA technical certification program. 5. Obtain and maintain data on agency use of CWEA certification for hiring and advancements. Possible Metrics: Number of people advancing. Percent of people advancing that are certified. Number of CWEA certificate holders. Measure who s getting certified and why. Page 17 of 19

18 GOAL 5 INFORMATION AND KNOWLEDGE Goal CWEA will be the first choice for practical, and current technical training and information on the water environment subject, including wastewater, pre-treatment, stormwater, biosolids, water reuse, and other supporting technical areas. Objectives: 1. Expand/improve the CWEA website to make it easy to search for training materials and information on wastewater and other related subjects. 2. Increase CWEA support of affordable local training sponsored by local sections. 3. Increase the amount of conference proceedings and presentations available on CWEA website. 4. Increase the accountability of committees to produce technical information. 5. Expand knowledge by partnering with our sister organizations. 6. Increase information on our website from partners and committees. 7. Increase our outreach to NGOs, regulators, and others about CWEA as a source of information and knowledge. 8. Increase our outreach to water environment professionals about CWEA as a source of easily accessible, trusted, current information of wastewater. 9. Increase the media s use of CWEA as a wastewater information source. Possible Metrics Number of web hits on technical information subjects. Number of phone calls or other requests for information. Number of attendees at trainings. Number of local section training events. Number of times CWEA is used as a media source or mentioned in stories. Improvement in member satisfaction as measured by survey results. Number of hyperlinks to CWEA website. CWEA is on page 1 when Wastewater California is Googled. Page 18 of 19

19 GOAL 6 - IMPACTING WATER QUALITY REGULATION Goal CWEA will be a key partner in regulatory and legislative issues affecting the water environment workforce. Objectives: 1. Maximize collaboration with other clean water organizations to influence relevant legislative and regulatory agencies. 2. Increase involvement in regulatory & legislative process to position CWEA to provide quality services to our members relating to regulatory and legislative development. 3. Ensure training is considered in regulatory & legislative development and roll-out. 4. Ensure consistency between the strategic goal and CWEA Government Affairs Committee (GAC) standing rules. Possible Metrics: Number of Summit Partner comment letters. Number of CWEA comment letters. Number of GAC Yahoo blast. Number of Specialty Conferences in the regulatory & legislative arena. Number of GAC tracks at the Annual Conference. Member satisfaction with CWEA performance in this area. Number of regulations modified as a result of CWEA participation. GAC understanding of purpose. GAC satisfaction of performance. Amount of regulatory & legislative training that is considered or required. How quickly CWEA responds to a training need from a regulator/legislator. Page 19 of 19

20 California Water Environment Association FY Strategic Plan Priorities Updated: February 2010 Approved: September 2010

21 TABLE OF CONTENTS Outcome Oriented Goals...3 Objectives & possible metrics (prioritized) Image of the Profession Inclusive Membership Professionally Competent and Ample Workforce Value and Recognition of Certification Information and Knowledge Impacting Water Quality Regulation...9 FY Goal & Objective...10 S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 2 of 11

22 3 5 YEAR PLANNING HORIZON ~ OUTCOME ORIENTED GOALS ~ Goals are outcome-oriented statements that represent what will constitute the organization s future success, as described in the vivid descriptions of the envisioned future. The achievement of each goal will move CWEA towards the realization of its big audacious goal: Water environment professionals will be increasingly effective in protecting public health and enhancing the environment, and will be universally valued for their expertise and competency. The goals are not in any order of priority. Every goal will need to be accomplished if the organization is to fully achieve its big audacious goal. On the following pages, each goal is accompanied by a set of objectives, which represent key issues affecting CWEA s ability to achieve the goal and articulate possible milestones / metrics against which to measure progress. In its January 2010 strategic planning workshop, the Board identified a top objective for each goal. From those top objectives, the Board selected one to address in the FY program of work and budget development cycle. A strategy or strategies, depending on resources, to address the objective/s selected will be developed and considered as part of the annual program of work and budget process. GOAL 1 IMAGE OF THE PROFESSION Water environment professionals will respect their profession as rewarding and highly beneficial. The public will increasingly value (understand, respect & support) the critical role that water environment professionals play in enhancing and protecting the environment and public health. GOAL 2 INCLUSIVE MEMBERSHIP CWEA will be an inclusive and accessible association, serving water environment professionals, employers, and students. GOAL 3 PROFESSIONALLY COMPETENT AND AMPLE WORKFORCE Through CWEA s products and services, California s water environment employers will have an increasingly professional, competent and ample workforce GOAL 4 VALUE AND RECOGNITION OF CERTIFICATION Employers and regulators will increasingly value, recognize and require CWEA certification as a measure of competency. GOAL 5 INFORMATION AND KNOWLEDGE CWEA will be the first choice for practical, and current technical training and information on the water environment subject, including wastewater, pre-treatment, stormwater, biosolids, water reuse, and other supporting technical areas. GOAL 6 IMPACTING WATER QUALITY REGULATION CWEA will be a key partner in regulatory and legislative issues affecting the water environment workforce. S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 3 of 11

23 Goal GOAL 1 - IMAGE OF THE PROFESSION Water environment professionals will respect their profession as rewarding and highly beneficial. The public will increasingly value (understand, respect & support) the critical role that water environment professionals play in enhancing and protecting the environment and public health. Objectives: FY Prioritizing Results Top Top 1. Increase the number of water environment professionals who advocate a career in the water environment field. 2. Increase collaboration with other related organizations. 3. Increase public understanding of the importance of the water environment profession and value in protecting the water environment and public health. 4. Increase water environment professionals positive perception of the industry and their involvement in CWEA. Possible Metrics Number of members. Number of certification applications. Number of award nominations. Amount of scholarships donations. Number of scholarship applications. Number of website and E-Bulletin hits. Number of people opening E-Bulletin. Number of abstract submissions, news articles, and editorials. Number of training events. Number of attendees at training events. Number of volunteers. Number of partnerships and collaborations. Number of study guides/materials. Number of submissions to hard copy publication. Number of E-Bulletin content submissions. Degree of Local Section involvement, e.g. number of members participating at LS events, number of state training events hosted by LS Number of college courses. Use of positive sound bites. Degree of committee involvement., e.g. number of specialty conferences organized by committees; increase in number of members serving on committees S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 4 of 11

24 Need means to find out the number of water environment professionals who advocate a career in the field S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 5 of 11

25 Goal GOAL 2 - INCLUSIVE MEMBERSHIP CWEA will be an inclusive and accessible association, serving water environment professionals, employers, and students. Objectives: FY Prioritizing Results Top 1. Increase membership participation from the spectrum of water environment professionals (reuse, stormwater, water quality, air, drinking water, biosolids, regulators). 2. Increase the number of members and retain members in all categories. 3. Increase our knowledge about our members including their needs, wants, demographics and vocations. (The correct use of demographics should feed into marketing our objectives for 2010 / 2011 and beyond) 4. Increase knowledge of water environment industry demographics and potential members within each vocation Possible Metrics: Number of members. Percent of members renewing. Number of members in vocational specialties (identify and quantify vocational specialties on membership form). Number of attendees at Local Section and Committee activities. Employer support (means of quantifying this needs to be further defined).(we could include check-boxes on membership forms to include membership re-imbursement, yes/no, membership paid by employer yes/no, also good method on CBT tests) S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 6 of 11

26 GOAL 3 - PROFESSIONALLY COMPETENT AND AMPLE WORKFORCE Goal Through CWEA s products and services, California s water environment employers will have an increasingly professional, competent, and ample workforce. Objectives: FY Prioritizing Results Top 1. Increase the quantity and quality of our training in content, presentation, and delivery. 2. Increase the number of agencies that incorporate certification in their hiring process for all disciplines. 3. Increase the number of people entering the water environment industry and influence the future workforce. 4. Increase awareness among the future workforce of CWEA s products and services, thereby expanding CWEA s opportunities. Possible Metrics: Number of agencies that mandate certification. Track this by adding a question to CBT exams and certification renewals asking if employer certification is required at their agency. Number of attendees at trainings. Number of training events. Quality/delivery of training - Number of attendees at on-line trainings. - Quality of speakers at various conferences (ACs, NRTCs, etc.) as measured by volunteer auditors evaluating talks. - Explore CEU plan, online partnership. Number of Student & Young Professional members. Number of Student & Young Professional attendees at events. Number of student chapters at universities and community colleges. Number of student members Number of student volunteers Number of champions (i.e. faculty members encouraging membership / participation in CWEA) at universities and community colleges, etc. Number of agencies that do outreach at the elementary, middle school, and high school level. Number of agencies that mention CWEA on their websites, in recruiting brochures, job specifications, and job postings S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 7 of 11

27 Goal GOAL 4 VALUE AND RECOGNITION OF CERTIFICATION Employers and regulators will increasingly value, recognize, and require CWEA certification as a measure of competency. Objectives: FY Prioritizing Results Top 1. Increase regulator recognition of CWEA certification as a measure for achieving a qualified workforce. 2. Increase the number of employers using the certificate program for hiring and/or advancement. 3. Increase the awareness of the technical certification program and its benefits to employers. 4. Increase national recognition of the CWEA technical certification program. 5. Obtain and maintain data on agency use of CWEA certification for hiring and advancements Possible Metrics: Number of people advancing. Percent of people advancing that are certified. Number of CWEA certificate holders. Measure who s getting certified and why. Number of additional WEF Member Associations using CWEA s TCP. Number of agencies requiring certification S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 8 of 11

28 Goal GOAL 5 INFORMATION AND KNOWLEDGE CWEA will be the first choice for practical, and current technical training and information on the water environment subject, including wastewater, pre-treatment, stormwater, biosolids, water reuse, and other supporting technical areas. Objectives: FY Prioritizing Results Top Top 1. Expand/improve the CWEA website to make it easy to search for training materials and information on wastewater and other related subjects. 2. Increase CWEA support of affordable local training sponsored by local sections. 3. Increase the amount of conference proceedings and presentations available on CWEA website. 4. Increase the accountability of committees to produce technical information. 5. Expand knowledge by partnering with our sister organizations. 6. Increase information on our website from partners and committees. 7. Increase our outreach to NGOs, regulators, and others about CWEA as a source of information and knowledge. 8. Increase our outreach to water environment professionals about CWEA as a source of easily accessible, trusted, current information about wastewater and other related subjects. 9. Increase the media s use of CWEA as an information source on wastewater and other related subjects.. Possible Metrics Number of web hits on technical information subjects. Number of phone calls or other requests for information. Number of attendees at trainings. Number of local section training events. Number of times CWEA is used as a media source or mentioned in stories. Improvement in member satisfaction as measured by survey results. Number of hyperlinks to CWEA website. CWEA is on page 1 when Wastewater California is Googled. S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 9 of 11

29 Goal GOAL 6 - IMPACTING WATER QUALITY REGULATION CWEA will be a key partner in regulatory and legislative issues affecting the water environment workforce. Objectives: FY Prioritizing Results Top 1. Maximize collaboration with other clean water organizations to influence relevant legislative and regulatory agencies. 2. Increase involvement in regulatory & legislative process to position CWEA to provide quality services to our members relating to regulatory and legislative development. 3. Ensure training is considered in regulatory & legislative development and roll-out. 4. Ensure consistency between the strategic goal and CWEA Government Affairs Committee (GAC) standing rules. Possible Metrics: Number of Summit Partner comment letters. Number of CWEA comment letters. Number of GAC Yahoo blast. Number of Specialty Conferences in the regulatory & legislative arena. Number of GAC tracks at the Annual Conference. Member satisfaction with CWEA performance in this area. Number of regulations modified as a result of CWEA participation. GAC understanding of purpose. GAC satisfaction of performance. Amount of regulatory & legislative training that is considered or required. How quickly CWEA responds to a training need from a regulator/legislator. S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 10 of 11

30 FY ~ KEY OBJECTIVE ~ At its January 2010 strategic planning workshop, CWEA s Board agreed to focus on the following Objective in support of Goal 3 in FY Strategies in support of the objective selected will be developed through the program of work and budget process for consideration Goal 3 Professionally Competent and Ample Workforce Through CWEA s products and services, California s water environment employers will have an increasingly professional, competent, and ample workforce. Objectives: 1. Increase the quantity and quality of our training in content, presentation, and delivery. The Board agreed that strategies supporting this objective should focus on quality and delivery (e.g. online, webinars, mixed with local face-to-face meetings) rather than quantity. S:\WORD_DOC\BOARD\Strategic Planning\Strategic Plans\_Strategic Plan Priorities FY Objectives.doc Page 11 of 11