Workshop Objectives
· To determine future direction and existence of the Council and what is required to get there by examining:
— Specific needs of member companies
— Whether a separate organization is required to address these needs
— How the Council should be organized and what is its mission & strategy
— How the Council should be funded - both for ongoing operations and for special projects
— Willingness of current member companies to fund the Council at levels required by the strategic plan
— Specific issues affecting the Council’s activities, including:
• What are the Council’s specific goals relating to:
— Public Policy
— Legislation/Regulation
— Membership
— Budget Staffing
• How does the Council fit with other related organizations?
• Should alliances be pursued?
Council Background
Based on trends in industry (labor opposition, industry image issues, procurement problems, etc.), the Council was founded in 1996 by several major private water and wastewater treatment companies.
With the overall purpose of advancing the growth of the private sector in the operations and asset management of water and wastewater systems, the Council agreed to adopt a narrow focus which included:
— Representing the interest of private contract operations & management firms
— Working on issues related to water & wastewater
— Minimizing conflicts of interest among members
— Aim efforts at state-level decision makers, starting in the Northeast region
· Initial goals of the organization included:
— Educate rank-and-file workers on implications of privatization
— Address current procurement practices and trends
— Affect changes in legislation/regulation which impede the industry
Progress
• Institutional Achievements
— Council was founded and organized
— Seven major private water companies are now cooperating on policy and educational issues which are impeding the industry's development
— Web site has been developed for communicating Council activities and ideas and creating dialogue with public sector employees through web hosting and a sales vehicle for associate members.
• Advancing the Interests of the Industry
— Conducted seminars for operators to alleviate concerns over privatization
— Lobbied successfully for change in NY State law to facilitate long-term contracts (Orange County)
— Worked with NY State administration and an Environmental Coalition to help pass the Clean Water/Clean Air Bond Issue
— Initiated development of procurement guidelines and a decision-tree tool for municipalities considering privatization
— Developed an industry response to EPA's current position on Executive Order 12803
— Established strong ties to environmental groups
Strategy Development Process
• Vision -What do we want to look like?
• Mission - What are we about? (Organization purpose, goals, values and functions)
• Strengths & Weaknesses - Where are we now?
• Opportunities & Threats - What's going on out there that matters?
• Strategy - What do we have to do to get there?
• Development of Objectives & Goals - What are the things we need to accomplish and when?
• Tactical Planning - How will objectives be accomplished?
Vision
What Do We Want to Look Like?
• Definition:
A vision statement represents a mental image of the desired future state of the organization, defining what the organization will look like, how will it perform and how it will be perceived by the public in the future.
• Workshop Results:
— To become recognized as the water industry's voice in the dialog on public-private partnerships and in the development of standards and guiding principles.
— To be perceived by decision makers, employees and communities as a partner in making informed decisions on how to address water and wastewater needs and constraints.
Mission Statement
What are We About? What Do We Value?
Definition: The broadest possible statement of the organization's purposes, goals, values and expectations. It describes the underlying design, aim or thrust of an organization. It contains the basic purpose or philosophy of the organization.
Workshop Results: To facilitate a sustained expansion of the private water and wastewater market through:
• Committing to long-term customer relationships by delivering consistent and enduring high-quality customer service
• Educating customers on key issues and practices related to public-private partnerships
• Facilitating efficient or cost-effective competition
• Easing the transition for decision makers, employees and communities
• Building trust by preserving assets, being a good neighbor and managing and protecting natural resources
• Providing information to municipal and industry decision makers regarding successful projects to date and the key benefits of public-private partnerships
Strengths & Weaknesses
Where Are We Now?
Definition: Aspects which are under the organization's direct control. A strategic plan should make full use of the organization's internal strengths and should address ways to overcome weaknesses.
Workshop Results: Strengths
- Membership represents industry consensus on issues goal
- Member commitment to developing market enlightened self interest
- Progress to date/accomplishments
- Mulit-purpose web site
- Knowledge base of member companies
- "Industry" definition/specific focus
- Potential synergies with other organizations
- Ability to react quickly to industry threats
- Focused legislative efforts
- State and city level focus
- Strong relationship to environmental groups
Workshop Results: Perceived Weaknesses
- Lack of defined mission statement; targets; focus
- Reactive approach - lack of long-term plans; objectives
- Too regional
- Lack of full-time executive director, integrated theme, coordinated organization
- Lack of follow-up/publicity of successes; low level of visibility and recognition
- Lack of marketing and packaging of the Council
- Low perceived value-added/membership appeal
- Unrealized synergies with existing related groups
- Ad-hoc funding mechanism & status of receivables
- Lack of performance measures or metrics for the Council's activities
- Absence of committees/working groups
- Membership currently does not represent entire industry
- Unclear expectations of group & executive director
Opportunities & Threats
What's Going On Out There That Matters?
Definition: Factors which contribute to the success or failure of achieving the organization's mission and which are outside of the organization's direct control.
Workshop Results: Opportunities
- Large potential for industry growth
- Increasing interest among municipal decision makers
- Decaying facilities and current needs assessment ($142 billion)
- Increasing number of success stories
- Federal and state regulations improving ability to craft long-term contracts
- Common interest with related organizations
Workshop Results: Threats
- Current municipal procurement practices
- Industry's image
- Popularity of managed competition
- Labor resistance
- Perceived loss of control among municipalities
- Overly aggressive risk transfer by municipalities
- Unclear customer objectives
- Existing federal & state laws
- EPA'S current interpretation of Executive Order 12803
- Restrictions on the use of tax exempt debt
Goals & Objectives
What Are the Things We Need to Accomplish & When?
Definition: A goal is a written statement describing the direction that indicates
success or improvement in organization performance. An objective is an intended outcome, output or process.
Workshop Results: Goals
• Develop Procurement Module
• Develop Decision Tree
• Further Develop HR Program
- Hold Additional Seminars
- Develop Pension Position Paper
• Continue legislative efforts
• Establish/Strengthen institution
- Membership Structure
- Image
- Financial Stability
- Communications/PR
Workshop Results: Objectives
• Educate/Better Inform Decision Makers
• Develop Level Playing Field - Simply
• Ease Employee Anxiety
• Remove existing impediments
- Federal
- State
- Municipalities
- Unions
• Increase Institution's Effectiveness
Tactical Planning
How Will the Objectives be Accomplished?
Definition: A continuous process where people make decisions about how outcomes are to be accomplished, what products will be produced, how success is measured and evaluated, and how budgetary resources are allocated.
Workshop Results: Council Organization
Function: Standing Committees which will assist and guide the executive director were established for the following areas:
• Organization and Administration
• Education
• Human Resources
• Policy and Legislation
• Membership
Workshop Results: Education Committee
Function: To develop information and tools which will assist municipalities in making informed decisions on privatization
Tasks:
Develop decision tree tool to assist municipalities in determining whether privatization offers solutions to the challenges they are facing
Develop a procurement package to be made available to municipalities which will facilitate well-structured, fair competitions.
Define a monthly management report to be complied by the Executive Director
Members:
Ken Maltese, OMI
Mark Paul, Earth Tech
Timing:
March 1998
Workshop Results: Human Resources Committee
Function: To develop products and programs aimed at alleviating concerns among existing employees and easing the transition to public-private partnerships
Tasks:
Design and conduct seminar for operators which addresses their key questions and concerns
Develop a pension transition guidance document and standards
Members:
- Joe Graziose, ST
- Glynn Eastman, American Anglian
Timing: ?
Workshop Results: Organization & Administration Committee
Function: To assist the executive director in administering the organization
Tasks:
Provide technical assistance and advice on developing and enhancing the Council web site
Facilitate the finalization of the council's strategic plan
Work in conjunction with Membership Committee members to develop an "Identity Package"
Assist the Executive Director in budgeting and maintaining financial accounts
Define a monthly management report to be completed by the Executive Director
Members:
- Ken Maltese, OMI
- Julie Ciamporcero, United Water (Website)
- Charles Scolaro, ST (Treasurer)
Timing:
- Ongoing
Workshop Results: Policy & Legislation Committee
Function: To develop Council positions on policy and legislative issues and advocate those positions to the appropriate policy makers
Tasks:
Reach out to related organizations are shared concerns and identify plans for working together
Continue Council's efforts on 12803
Members:
- Mark Paul, Earth Tech
- Glynn Eastman, American Anglian
Workshop Results: Membership Committee
Function: To increase the board-level members on the Council and to develop a plan for introducing other membership classes.
Tasks:
Develop organization identity package which identifies the Council's value to potential members
Identify and approach target members, such as:
- PSG
- US Filter
- Philip
- Poseidon Resources
- EMC
- ECO Resources
- Other investor-owned utility subs
Members:
- Joe Graziose, ST
- Janet Harris, US Water
Timing:
- March 1998
Workshop Results: Funding of Activities
No additional funding of activities - funding will remain as is for remainder of the year
Timing of expenditures may be accelerated to facilitate the completion of tasks identified in workshop
Priority will be placed on bringing in new members and associated revenues
Outstanding Issues:
What will the revised budget for activities be, and how will the timing of expenditures change?
Will the budget require advance payment of dues?
What level of effort by executive director is required in completing tasks (over next three months)?