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J RIVERSIDE PUBLIC UTILITIES Board Memorandum P U B L I C U T I L I T I E S BOARD OF PUBLIC UTILITIES DATE: AUGUST 14, 2017 ITEM NO: 11 SUBJECT: RIVERSIDE PUBLIC UTILITIES STRATEGIC PLAN 2017-2021 STATUS UPDATE AND KEY PERFORMANCE INDICATORS JANUARY - MARCH 2017 ISSUE: Receive and file the Utility 2.0 Strategic Plan 2017-2021 status update and Key Performance Indicators summary for January - March 2017. RECOMMENDATION: That the Board of Public Utilities receive and file the Utility 2.0 Strategic Plan 2017-2021 status update and Key Performance Indicators summary for January - March 2017. BACKGROUND: Riverside Public Utilities kicked off the strategic planning process in January 2015 with public workshops hosted by the Board of Public Utilities. Our fundamental purpose in developing a strategic plan is to define the actions we will take over the next ten years to implement our Utility 2.0 vision. The process was designed to assess where we've been, where we need to go, and respond to near and long term challenges. The General Manager led the development of our plan with participation by the community, Board of Public Utilities, Mayor and City Council. Implementation of the Strategic Plan is a Utility -wide effort and will be led by the General Manager and senior management team. Throughout early 2015, senior management staff developed and refined Utility 2.0 roadmaps, working with cross -functional teams to consider input from M♦ various sources such as infrastructure master plans, uT, Ily.o which optimize capital project investments; + ,+ UTIUTY2.0 ACTION ITEMSI integrated resource plans, which define our long MaY<v(Maan,m ,mro, inward lnfntM1 rmn Moo,M</ta/tors ,mpor<m<nl v.oi.<I, o<..,n<nr., lor.,,,. range water and power supply strategies; workforce �7 x Z _ Inw.r.<uadn li<nn<wopy<omi.e<m wdn.«u,o.y development plans, which identify our current and ` -° future required competencies and our strategies to achieve them; a long range financial proforma, 3/)Ols _� md.menl mftom lao ed4 ngo{yp oe b_ +/TvPols uun:.lor... e,an v.o fo.m. w..d�..wxl ,o which identifies affordability and constraints; new initiatives and employee and customer feedback to define and update the focus areas; and strategies, objectives and key performance indicators. In August 2015, the resulting roadmaps were presented in public workshops to the Board and City Council for feedback and refinement. The Utility 2.0 Strategic Plan, adopted by the Board and City Council in in February 2017, builds upon and supports the broader Riverside 2.1 Strategic Plan which sets the course for the City and its Departments. Specific points of alignment to Riverside 2.1 are tracked and reported to the City Manager on a quarterly basis.