CWEA Strategic Plan. Protecting our water environment through education and certification Oakport Street, Suite 600 Oakland, CA 94621

Transcription

1 CWEA Strategic Plan Protecting our water environment through education and certification Oakport Street, Suite 600 Oakland, CA PH: fx: cwea.org 1

2 TABLE OF CONTENTS & DEFINITIONS Introduction... Page 3 Planning Philosophy & Approach 2. Core Purpose & Core Values... Page 4 Core ideology describes an organization s consistent identity that transcends all changes related to its relevant environment. Core ideology consists of: core purpose the organization s reason for being and core values essential and enduring principles that guide the organization. These are related to, but do not replace, the mission as defined by the CWEA Constitution 3. Assumptions about the Relevant Future... Page 5 CWEA s strategic long range plan must be based in part on a projected view of the future environment of our members, their profession, the water environment field, and the relevant world at large. Foresight about the relevant future makes the long range plan strategic. Building foresight requires looking at three levels: 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 those 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 helps CWEA ensure ongoing relevance of its strategy. 4. Big Audacious Goal (Vision)... Page 6 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. Each goal has a set of objectives, which represent key issues affecting CWEA s ability to achieve the goal. Each year CWEA s Board selects an objective, 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 selected is developed and considered as part of the annual program of work and budget process. 6. Strategy Map... Page 8 The Strategy Map is a one-page short-hand reference for the strategic plan. It links strategy formation and strategy execution. It allows CWEA to describe, manage, and measure strategic goals and objectives. Starting with the highest level strategic outcomes, the map shows the alignment of internal processes, finances, technology and people needed to serve the membership and achieve CWEA s mission and key priorities for those areas. It is updated annually in concert with CWEA s annual program of work and budget. 7. Strategy Map Dashboard... Page 9 The Strategy Map Dashboard tracks performance measures the Board has adopted to track implementation progress and provide feedback on the effectiveness of strategies. It is updated for quarterly Strategic Goals & Objectives... Page 7 Goals are outcome oriented statements that represent what will constitute CWEA s future success, as captured in the vivid descriptions of the envisioned future. Achieving each goal moves CWEA towards its big audacious goal. The goals are not in any order of priority. Every goal will need to be accomplished to fully achieve the big audacious goal. Date last reviewed or revised 2

3 INTRODUCTION PLANNING PHILOSOPHY & APPROACH 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. CWEA s commitments are articulated in goals that declare the outcomes CWEA intends to achieve. Objectives represent key issues affecting CWEA s ability to achieve the goal and articulate the direction in which these issues must be moved. 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. A framework for planning is used that organizes conversations about the future into four distinct planning horizons. (See A Process of Planning and Thinking Strategically model on previous page.) Envisioned future. The four planning horizons framework consists of a strategic direction based on the balance between what doesn t change for CWEA and what CWEA seeks to become. 1. What doesn t change: The timeless principles of CWEA s core purpose and core values, in other words, CWEA s core ideology. 2. What CWEA 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 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 envisioned future guides CWEA as it considers the factors that will affect its ability to achieve its goals. Building foresight about assumptions, opportunities, and critical uncertainties in the likely relevant future suggests critical choices about the potential barriers CWEA will face. This foresight also suggests the responses CWEA will need to consider in navigating its way toward achievement of its Big Audacious Goal. Strategic plan and operational planning. The linkage continues into the 3 to 5 year horizon a formal long range strategic plan, in which CWEA articulates the outcomes it seeks to achieve for its stakeholders. How will the world be different as a result of what CWEA does? Who will benefit, and what will be the likely results? Strategies bring focus to CWEA s annual operational allocation of discretionary resources. Action plans, checkpoints, and milestones are developed through operational planning, indicating progress. A strategic plan is not a substitute for an annual program or operating plan. It does not detail all the initiatives, programs, and activities CWEA undertakes in the course of serving its membership and fulfilling its mission. 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. The strategic plan implies change doing new things or doing more or less of current activities or doing them differently to ensure successful outcomes. Strategy Map and Dashboard. The Strategy Map is a one-page short-hand reference for the strategic plan. The Strategy Map provides the link between strategy formation and strategy execution. It allows CWEA to describe, manage, and measure strategic goals and objectives. Starting with the highest level strategic outcomes, the map shows the alignment of internal processes, finances, technology and people needed to serve the membership and achieve CWEA s mission and key priorities for those areas. It is updated annually in concert with CWEA s annual program of work and budget. The Dashboard tracks the performance measures the Board has adopted to track implementation progress and provide feedback on the effectiveness of strategies. Ongoing Re evaluation. CWEA looks at strategic planning as an operational philosophy of ongoing re evaluation of the critical knowledge bases that form the framework of its world, including: Sensitivity to member needs, Insight into the future of the water environment field, Understanding of the capacity and strategic position of CWEA, and Effective analysis of the ethical implications of policy and program choices. CWEA s strategic plan does not sit on the shelf; it serves as a catalyst for the ongoing process of thinking and planning strategically. CWEA s strategic plan represents a compass 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. 3

4 CORE IDEOLOGY MISSION: 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 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 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 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 decisionmaking process

5 ASSUMPTIONS ABOUT THE RELEVANT FUTURE 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. Peak is anticipated in 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, although the economy may suppress that tendency. They will look at what their employer will do for them, and not necessarily what they can do for their employer. 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. 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 FY at best. 2. 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.

6 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. 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. 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. Water environment employers will value training and certification. Our NPDES permit holders and their employers will require CWEA s Technical Certification Program Certification to validate competency of the workforce. Training and certification will 6

7 Strategic Goals & Objectives Jan 2010 top ranked, last reviewed 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. 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. (Strategy Map Box 2) 1. Increase the number of water environment professionals who advocate a career in the water environment field. (Strategy Map Box 7) 2. Increase collaboration with other related organizations. (Strategy Map Box 21) Goal 2 Inclusive Membership: CWEA will be an inclusive and accessible association, serving water environment professionals, employers, and students. (Strategy Map Box 9) 1. Increase membership participation from the spectrum of water environment professionals (reuse, storm water, water quality, air, drinking water, biosolids, regulators). (Strategy Map Box 9) Goal 3 Professionally competent & ample workforce: Through CWEA s products and services, California s water environment employers will have an increasingly professional, competent, and ample workforce. (Strategy Map Box 1) 1. Increase the quantity and quality of our training in content, presentation, and delivery. focusing on quality and delivery (e.g. online, webinars, mixed with local face to face meetings). (Strategy Map Box 8,14) Goal 4 Value and recognition of Certification: Employers and regulators will increasingly value, recognize, and require CWEA certification as a measure of competency. (Strategy Map Box 3) 1. Increase regulator recognition of CWEA certification as a measure for achieving a qualified workforce. (Strategy Map Box 3,12) Goal 5 Information & Knowledge: CWEA will be the first choice for practical, and current technical training and information on the water environment subject, including wastewater, pretreatment, storm water, biosolids, water reuse, and other supporting technical areas. (Strategy Map Box 4) 1. Expand/improve the CWEA website to make it easy to search for training materials and information on wastewater and other related subjects. (Strategy Map Box 16) 2. Increase CWEA support of affordable local training sponsored by local sections. (Strategy Map Box 5) Goal 6 Impacting water quality regulation: CWEA will be a key partner in regulatory and legislative issues affecting the water environment workforce. (Strategy Map Box 12,21) 1. Ensure training is considered in regulatory & legislative development and roll out. (Strategy Map Box 12) Strategic Plan Goals & top ranked objectives from Jan 2010 Board Strategic Planning Workshop; last reviewed

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