pphcsd strategic plan 2018

PPHCSD Strategic Plan 2018

BHI Management Consulting

Governing Board of Directors Mark Roberts, President

Alex Brandon, Vice President

Al Morrissette, Director

Cathy Pace, Director

Dan Whalen, Director

District Staff

Don Bartz, General Manager

Lori Lowrance, Administrative Services Manager

George Cardenas, Engineering Manager

Kim Ward, Human Resources Manager

Sean Wright, Water Operations Manager

Steve Lowrance, Parks Supervisor

Consultant

Brent H. Ives, Managing Consultant



Table of Contents

Introduction ............................................................................................ 3

Definitions ............................................................................................... 4

Plan Development ................................................................................... 5

Mission.................................................................................................... 6

Vision ...................................................................................................... 7

Strategic Elements and Goals .................................................................. 8

1.0 Water System Infrastructure .......................................................... 9

2.0 Parks & Recreation ....................................................................... 12

3.0 Facilities and Property Assets ....................................................... 14

4.0 Fiscal Planning .............................................................................. 16

5.0 Strategic Partners and Public Affairs ............................................. 18

6.0 Personnel Management ................................................................ 20

7.0 Solid Waste & Recycling ................................................................ 23

Vision to Action Table ........................................................................... 26



Introduction

A strategic plan is a top-level planning document for an organization to set clear direction over all operational aspects of its mission. It serves as a framework for decision making over a five year period. It is a disciplined effort to produce fundamental decisions that shape what an agency plans to accomplish by selecting a rational course of action.

In 2016, the Board of Directors of the Phelan Piñon Hills Community Services District (District) retained BHI Management Consulting (BHI) to facilitate and coordinate the initial strategic plan development. This plan incorporated an assessment of the present state of District operations by gathering and analyzing information, setting goals, and making decisions for the future. Input has been gathered from various sources to add to the vision and implementation plan presented in this document. The plan seeks to strengthen and build upon opportunities while addressing areas of concern.

The plan identifies actions, activities, and planning efforts that are currently active and needed for continued success in operations and management of the District, and provides for periodic reviews and updates.

The strategic planning effort has focuses on several or all of the following task areas:

Clear commitment to infrastructure health Community relations Collaboration with partner agencies The need to address the challenges of providing a balance of

community programs and facilities with the existing and future limitations

Workplace health critical to meeting the service goals



Definitions

Mission Statement: A declaration of an organization’s purpose; why the organization exists. Ideally, all activities of the District should be in support of the mission statement.

Vision Statement: A statement that articulates where the organization would like to be over the term of the strategic plan. It should outline important aspects of the organization as described within the planning term. The visions should create strategy and tactics in order to be met.

Strategic Elements: Broad, primary areas of District operations, planning, and management that organize the plan and need to be addressed and supported by strategic goals to endure optimum progress.

Strategic Goals: Strategic actions that are specific and measurable activities or targets that address the strategic elements. Day-to-day action and projects which are not covered in detail in the strategic plan, will be designed so the strategic goals are accomplished.



Plan Development

BHI first gathered input from the employee base at the District, then interviewed individual Board members to get their one-on-one perspectives. The following items were discussed:

Mission Statement Core Values District Strengths, Weaknesses, Opportunities, and Threats (SWOT) Current and Future Issues Important Future Projects

The Board supported this process as a way to allow all to participate in the foundation of the strategic plan. A public Board and key staff workshop was conducted to develop plan elements, write objective and strategy statements for each strategic element and initial work on strategic goals.

Key staff worked with BHI to complete the list of strategic goals in support of the vision and strategic elements, and to refine the plan prior to presentations to the full Board for initial review and final approval.

A key part of the strategic planning process is to conduct an annual review and update of the plan. These reviews allow for maintenance of the plan so it will reflect the actual progress and needs of the District. The reviews will be documented and followed-up with by either a plan supplement or an updated plan. A five-year planning horizon will be maintained.



Mission

Mission of the Phelan Piñon Hills CSD

“Our mission is to efficiently provide

authorized services and maximize

resources for the benefit of the

community.”

Our Services Include:

Water – Parks & Recreation – Solid Waste & Recycling – Street Lighting



Vision

Vision of the Phelan Piñon Hills CSD

In five years, the District would like to say:

We have considered and adopted a more definitive plan for the

civic complex

We have completed the Phelan Park expansion

We continue to meet industry standards and maintain sound fiscal

policies

We have commissioned and are implementing master plans in all

of our service areas

We continue to foster relations through private and public

partnerships

We have effectively established a stand-alone solid waste and

recycling enterprise

We are on-track with the necessary replacement of our water

infrastructure

We have completed a property management plan

We are successfully dealing with employee succession and

retention

We have considered all methods of communicating with our

community

We are meeting and are compliant with all state, federal, and local

agency standards and mandates for our services.



Strategic Elements and Goals

Strategic elements and strategic goals represent the vital areas of the District’s operation, planning, and management. Strategic elements are derived from the foundational Mission and Vision statements of the District. They are linked to action through strategic goals within the five-year period that serve to assure that important areas of the District are well supported and moved forward per Board direction. Strategic elements and supportive strategic goals, along with action dates within the planning period, are present in tabular form in Appendix I.

Strategic Elements:

1.0 Water System Infrastructure

2.0 Parks, Recreation & Street Lighting

3.0 Facility and Property Assets

4.0 Fiscal Planning

5.0 Strategic Partners and Public Affairs

6.0 Personnel Management

7.0 Solid Waste Plan



1.0 Water System Infrastructure

Objective: To operate and maintain a safe, reliable, secure, compliant, and high quality water production and distribution system.

Strategy: Keep on-track with the repair and replacement of water delivery infrastructure by utilizing the Urban Water Management Plan, 10-Year Capital Improvement Plan, and Asset Management Plan.

Measurement: We will know we have achieved the objective of this element by continuing our system inspection procedures, tracking system water loss, incurring little or no down time or capital expenses that are not included in the 10-Year Capital Improvement plan, and meeting our internal and outsourced system/infrastructure maintenance schedules.

1.1 Accurately Track System Water Loss With the state mandate (SB555), the District is required to monitor our water loss. Data collection includes known water loss, such as system leaks and flushing. The data is input by our field staff, utilizing a mobile application. Reoccurring service line leaks are monitored through our GIS and Tyler integration. Replacement of these service lines has been outlined in our 10-Year Engineering Capital Improvement Plan (CIP). The CIP is reviewed and updated annually through our departmental budgeting process. Any water loss detected will be addressed in a timely manner.

1.2 Implement 10-Year Capital Improvement Plan for Engineering Update the 10-year improvement plan annually and implement items per schedule. The Engineering Committee will continue to review the Capital Improvement Plan annually. In 2009, the District entered into a contract with a consultant to prepare the Urban Water Management Plan (UWMP). It was finalized in 2010 and updated in 2015. The California Water Management Planning Act of 1983 requires urban water suppliers to develop an UWMP every 5-years with the years ending in five and zero. The intent of the plan is to ensure the appropriate level of reliability of water services sufficient to meet the needs of its various categories of customers during normal, single dry or multiple dry years. Preparation of the plan allows the District to apply available grants and funding through the



state. The UWMP update is budgeted in the 10-year CIP through the Engineering Committee.

1.3 Fully Meet System and Infrastructure Inspection and Maintenance Schedules Vigilant, proactive maintenance is critical to efficiently manage our system. This includes annual dead end flushing, valve exercise/maintenance program, service line replacement program, and over lifespan meter change outs. In January of 2012, the District entered a 10-year Tank Maintenance program with Superior Tank Solutions. Scope of work includes scheduled tank inspections, repairs, and tank washouts every 3 years for all 35 reservoirs; this Contract expires in 2022

1.4 System Readiness for Potential Growth

The District is experiencing a period of growth after many years of stagnation. In order to be prepared for future growth, the District will keep informed of real estate trends to try and anticipate community growth. Communicate water availability inquiries (will serve letters) processed in the engineering department to water operations so sufficient supplies, including meters, can be ordered and ready for use. Assess staffing levels necessary to meet new meter installation demand while ensuring existing system is adequately maintained and improved to allow for expansion.

1.5 Reducing Costs

The District has certain, unavoidable expenses in operating its water system. However, staff will continue to look for ways to reduce costs. This will include identifying more efficient ways to operate, participating in as many Edison programs as possible (Ex: Enernoc), and having adequate system maintenance. This will be achieved by having optimal staffing levels to mitigate overtime and meet maintenance & replacement schedules.

1.6 Water Quality

The District has certain requirements from federal, state and local agencies regarding water quality and the District has specific



maintenance programs in place to ensure compliance. The District will continue to meet these requirements and will keep informed on upcoming compliance changes and work towards meeting new requirements as they emerge.

1.7 Fleet & Equipment Management

The District has a fleet of vehicles and equipment. Certain vehicles and/or equipment require periodic inspection by the California Highway Patrol (CHP) and/or California Air Resources Board (CARB). The District’s fleet must meet compliance with CARB, with the understanding that certain key equipment will need to be replaced by 2023. Utilizing the District’s existing vehicle maintenance tracking software and equipment maintenance schedules, District staff will ensure vehicles and equipment are properly maintained or replaced in order to provide safe vehicles and equipment for District employees, pass CHP inspection, and meet compliance with CARB.



2.0 Parks, Recreation & Street Lighting

Objective: To maintain safe and enjoyable parks and activities for the community and to expand them as the needs of the community grow and funding opportunities develop.

Strategy: Complete the expansion of Phelan Park, implementing Parks CIP Projects, developing a plan for relevant portions of the Civic Complex, working with outside public and private organizations in developing parks and recreation programs, and continuing with maintenance schedules.

Measurement: We will know we have achieved the objective of this element if, within five years, we are completing our park and community center maintenance schedules, replacing park and community center items per the 10-Year Capital Improvement Plan, have developed a plan for the Parks and Recreation portion of the Civic Complex, have programs in place in partnership with outside entities, and have all elements of the Phelan Park expansion completed.

2.1 Develop a Master Plan for Parks and Community Centers In addition to updating the 10-year CIP for Parks and Community Centers as part of the annual budget process, a master plan would be prepared. This plan will describe existing operations and equipment and identify long-term methods, operations, replacements, repairs, and potential expansion of parks and community centers within the District.

2.2 Meet Community Center and Park Maintenance Schedules In order to provide safe and desirable community facilities, a maintenance schedule must be followed. The District’s current maintenance schedule will have a comprehensive review to ensure it encompasses all maintenance aspects of parks facilities. A timeline will be assigned to all maintenance tasks.

2.3 Complete Phelan Park Expansion The Phelan Community Park is the primary park utilized by District residents for a variety of activities, including music in the park, school field trips, and recreational activities such as basketball.



2.4 Develop Plans for Parks Portion of the Civic Complex Development Part of the Civic Complex vision includes a multi-purpose, size efficient building to be utilized for recreation and event purposes. For example, the building could be used for many types of community events and gatherings, both public and private, such as for the farmers market, weddings, receptions, activities, and more. Our strategy is to conduct a community process to explore amenity funding and options for the development of the complex, make a deliberate Board decision on project elements and phasing, and to complete construction-level designs and project-finance plans within five years.

2.5 Public and Private Partnerships for Parks and Recreation Programs The District will continue working with local civic groups and businesses to promote District events and participate in community events. These groups are included, but not limited to, the Phelan and Pinon Hills Chambers of Commerce, Phelan and Pinon Hills Senior Groups, Snowline Joint Unified School District, Kiwanis Club, Mojave Archers, and CR&R. Promote volunteer hosting and co-sponsorship of District classes and programs. Consider programs, such as “Adopt a Park” or “Park Pals” to encourage businesses and residents to become stewards of public areas.

2.6 Street Lighting The District provides street lighting within its boundaries which is entirely funded by property tax revenue. The District pays the electric bills for the street lights and places holiday decorations on them in the main business area. The District will continue to address street lighting requests in a timely manner and in compliance with San Bernardino County’s Dark Skies ordinance. Additionally, the District will research potential cost savings upgrades.



3.0 Facilities and Property Assets

Objective: To manage, maintain, and leverage public facilities and property assets in the public’s best interest and in fulfilling the District’s Mission strategies within this Plan.

Strategy: Utilize best practices asset management, scheduled maintenance, and assuring the highest and best use of our property assets.

Measurement: We will know we have achieved the objective of this element by having completed a comprehensive property management plan, service area master plans, and a modern asset management plan.

3.1 Establish or Update Master Plans for All Authorized Services A master plan is a detailed plan that provides overall guidance. Each department will either update or commission a master plan that will describe the existing operations and equipment and identify long-term methods and operations that will provide continuous, efficient service to the District’s constituents and customers. This includes Parks and Recreation, Street Lighting, Solid Waste, and Water. In particular, Solid Waste will have components of its master plan that eventually provide for a stand-alone enterprise.

3.2 Develop a Comprehensive Property Management Plan A property management plan is an operating plan developed to maximize a property’s potential and support District objectives. Each property will have report prepared for it which will include short-term and long-range goals for each of the District-owned properties.

3.3 Establish a Modern Asset Management Program The District has a rough inventory of equipment of each facility. Utilizing the District’s existing software programs, a modern asset management program will be developed which includes equipment, descriptions, age, replacement cost, and other relevant information. Some assets include pumps, motors, valves, and air conditioning units. The District will update the inventory and establish an equipment



replacement and maintenance schedule and budget for items that cannot be attributed to a CIP.

3.4 Implement Key Departmental CIP Projects As part of the annual budget process, each District department reviews and updates a CIP budget. In order to maintain District infrastructure, key CIP components will be implemented according to their specified schedule.

3.5 Prepare for Emergencies The District has a comprehensive Emergency Response Plan which is updated as necessary. The District will continue to maintain, and update as necessary, the District’s Emergency Response Plan and perform annual staff training, and additional training as necessary, on elements of the Emergency Response Plan. This will include conducting drills to ensure elements of the Emergency Response Plan function as intended.

3.6 Maintain and Update Maintenance Measures The District has existing maintenance schedules for all District assets. These schedules will be updated as necessary and utilized in the process of maintaining the District’s infrastructure and assets.



4.0 Fiscal Planning

Objective: To manage public funds to provide for financial stability, rate equity, prudent fiscal management, and to demonstrate responsible stewardship.

Strategy: Control costs, establish rates that support policy objectives, implement viable alternative revenue options and manage risks, investments, and debts in a way that ensures funds are available when needed.

Measurement: We will know we have achieved the objective of this element by providing accurate financial information and developing financial, budget, cost recovery, and rate strategies in support of our Mission and District goals. We will have sufficient funding mechanisms to support strategic initiatives while maintaining adequate reserves to protect the District.

4.1 Annual Budget Process The District will continue to promote prudent fiscal management though proper communication of the budget to employees, board members and the public. The annual budget process will strive for clarity and strategic integration while in compliance with the Budget Policy, GFOA and CSMFO standards, and Generally Acceptable Accounting Standards.

4.2 Periodic Financial Studies The District will continue to conduct studies every five years, or as often as necessary, to address strategic needs, mandates, and/or other unforeseen circumstances that may arise. Needs analyses, rate studies and potential subsequent rate changes will be in compliance with Proposition 218 at a minimum and will incorporate additional public outreach in the spirit of transparency and encouragement of public participation.

4.3 Connection Fee Analysis The District will continue to conduct connection fee analysis every five years or as often as necessary to address mandates and other unforeseen circumstances that may arise.



4.4 Annual Audit The District will continue to conduct an annual audit of the District’s financial records. The annual audit provides reassurance and transparency of the District’s financial management. A CPA firm, selected by the Board of Directors, will conduct the audit in compliance with state, federal and Generally Accepted Accounting Principles. The CPA firm will be reviewed by the Board of Directors to ensure the District is receiving the most cost effective, high quality, and thorough audit services.

4.5 Annual Reporting The District will continue to report annually to the State Controller’s office. Upon completion of the Annual Audit, not later than December 31st each year following the end of the fiscal year, the State Controller’s report will be completed and presented to the state as required.

4.6 Fiscal Policies The District will develop new policies and continue to update existing policies as needed, including: Budget Policy, Purchasing Policy, Investment Policy, Reserves Policy, Revenue Policy and Cash Handling Policy.

4.7 Financing

The District will continue to seek low interest loans and grants to fund projects. Continue to develop Budget and Audit documents that meet GFOA and/or CSMFO standards to receive awards, which assists with eligibility for loans and grants. We will continue to be involved and educated by California Debt and Investment Advisory Commission (CDIAC) and other funding and grant agencies.

4.8 General Ledger Accounts The District will re-structure General Ledger Account segmentation to add additional levels to accommodate further separation of and additional enterprise and governmental fund categories when needed.



5.0 Strategic Partners and Public Affairs

Objective: To foster beneficial strategic relationships to accomplish the goals of the District and to ensure a well-informed public regarding District business and planning.

Strategy: Embrace strategic ties with other organizations, work closely with regulators, develop a deliberate legislative and regulatory agenda, and participate in professional associations. We will also proactively communicate the District’s business plans to both our staff and our public while being open and transparent in all that we do.

Measurement: We will know we have achieved the objective of this element by having increased staff and public involvement in District events, increased involvement in, and results from, professional associations, and stronger ties with outside organizations and legislators.

5.1 Increase Communication to the Public This goal will be accomplished by continuing and increasing District efforts to maintain and enhance a variety of staff and community outreach communications systems. These systems include, but are not limited to: press releases, public bulletin boards, District website, District newsletter, and social media. We will develop a social media policy with communication guidelines.

5.2 Community Business and Organization Outreach District representatives will continue to attend chamber of commerce meetings and other community-related meetings on a regular basis. We will attend other agency meetings, such as MWA, on a more frequent basis. The District will be prepared to share information about District activities at these meetings and encourage participation by applicable organizations.

5.3 Involvement in Professional Organizations Professional organizations, such as CSDA, ASBCSD, AWWA, and ACWA, are valuable sources of information and offer many resources. Staff and the Board will be encouraged to be involved in professional organizations and to seek recognition from these organizations through completion of training programs or through work excellence.



5.4 Outreach to Legislators and Local Agencies Continue outreach to, and receive monthly updates from, local legislators, law enforcement, and other agencies through the District’s meetings. Continue to provide office space for legislators. Continue to provide the locations for town halls and community coffees. Promote public engagement in these activities through District communication methods.



6.0 Personnel Management

Objective: To utilize our employees in the most optimal manner and create an equitable environment that fosters employee retention and development while planning for the future personnel needs of the District.

Strategy: Continue education and training programs, annual performance evaluations, and periodic evaluations of the organizational structure of the District. Develop succession plans for key positions, utilize sound policies and personnel practices, and work on programs and methods to create a positive environment where employees desire to work.

Measurement: We will know we have achieved the objective of this element by having positive employee performance evaluations, more employee involvement in District events, better employee retention, more employees participating in the District’s education and training programs, and succession plans completed for all key positions.

6.1 Succession and Retention Planning A succession plan allows an organization to look into the future to mitigate issues with potential staffing gaps, analyze pending issues with staffing, as well as identify single point information failures. The District has never performed and documented such an analysis. As the baby boomer wave of employees reach or anticipate retirement, it is important for organizations to properly plan. The plan will analyze the known planned attrition and the organization as it relates to potential upcoming staffing issues. Further, it will document the methods already in place and possibly propose other methods to ensure appropriate organizational depth in critical functional areas to determine if critical information is held by a singular employee and explore methods to share this information, such as cross training, written procedures, delegation of duties, and identifying outside resources for contingencies. The plan will assure proper information spread to provide for adequate staffing in the future. The succession plan will also evaluate means for allowing and promoting the growth of internal staff, when possible, for career progression. Training plans will be proposed to promote career development in a planned way as it is currently done through annual performance evaluations. Additionally, a plan will be developed for employee retention as part



of the personnel policy update. An outside firm may be engaged to assist with this effort.

6.2 Increased Communication to Staff This goal will be accomplished by continuing and increasing District efforts to maintain and enhance a variety of staff communication methods. This will include an employee newsletter to highlight training, events, and updates on the District, monthly training/updates with all staff, increased e-mail updates regarding items affecting the District or changes to procedures and policies.

6.3 Team Building This will be accomplished by having monthly meetings with the entire staff where team building activities are conducted and office and field staff have an opportunity to interact. During these meetings, the General Manager will address current issues and activities of the District and receive input from employees. This will also provide an opportunity to review policies and procedures with staff and explain their purpose while accepting comments and suggestions for updates, if applicable.

6.4 Update to Personnel Policies It has been five years since the District’s Personnel Manual was updated. Minor modifications have been made but the entire manual is due for a review and update in order to ensure legal compliance and to determine if current policies are still relevant and practical. Ensuring the Personnel Manual contains policies and procedures that are aligned with current laws and the District’s needs, such as policies addressing employee retention, will promote employee equity and allow management to effectively manage the District’s personnel.

6.5 Continue Education and Training Program The District offers a variety of educational and training opportunities to its employees. Employees are encouraged to enhance their knowledge, skills, and abilities which help the District to succeed. All staff are offered training relevant to their position or career goals. During annual performance reviews, or as needed, training goals are



determined and assigned. Employees are also encouraged to request training on their own utilizing the District’s training request procedure.

6.6 Customer Service

As a government agency, the District’s employees exist to provide a service to the public. District employees will continue to foster positive customer service experiences for customers and staff. Many District employees are residents in the community and are also customers of the District. It is essential to provide employee education and training on customer service methods and job-related skills so the District’s workforce is working at optimal levels. Additionally, participation of employees in community events, such as Phelan Family Fun Days, will help foster good community relations.



7.0 Solid Waste & Recycling

Objective: To provide solid waste and recycling programs that meet state, federal, and local requirements and to increase overall recycling efforts in the community.

Strategy: Partner with our franchised hauler and outside agencies to provide collection events, identify new potential service offerings, and keep informed of legislation concerning solid waste and recycling.

Measurement: We will know we have achieved the objective of this element by seeing an increase in the overall diversion percentage for the community and having participation by all commercial entities in solid waste and recycling collection service.

7.1 Implement Commercial Recycling Program and Uniform Solid Waste Collection The District adopted commercial collection and recycling ordinances for commercial and institutional entities within the District. The District is currently working with CR&R to implement these services with implementation to be completed by then end of calendar year 2018.

7.2 Make a Determination Regarding the Disposition of Solid Waste Revenue The District receives franchise fees from its hauler. The Board will make a definitive determination via resolution how these fees are to be allocated and accounted for in the District’s budget.

7.3 Increase Community Awareness of Recycling Opportunities & Solid Waste Events In order to increase community participation in recycling and solid waste events, the District will explore new avenues for outreach to the community and will increase efforts with existing methods.

7.4 Provide School Programs The District has an existing school outreach program to teach and promote proper handling of solid waste and recyclable materials to school-aged children. This District also has a school-wide recycling



contest for schools located within District boundaries. The District will continue these programs and evaluate them for effectiveness.

7.5 Apply for Grant Funding Opportunities The District recently received a Tire Amnesty Grant from CalRecycle which has allowed the District to implement free tire collection events. The District will continue to look for waste and recycling grant opportunities and apply for them as applicable.



Vision to Action Table

Strategic Element Strategic Goals Completion Time Frame

1.0 Water System

Infrastructure

1.1 Accurately Track System Water Loss

1.2 Implement 10-Year Capital Improvement Plan for

Engineering

1.3 Fully Meet System and Infrastructure Inspection and

Maintenance Schedules

1.4 System Readiness for Potential Growth

1.5 Reducing Costs

1.6 Fleet Management

Annually

2017/2018

2017/2018

2018/2019

2017/2018

Ongoing

Ongoing

2.0 Parks & Recreation 2.1 Develop a Master Plan for Parks and Community Centers

2.2 Meet Community Center and Parks Inspection and

Maintenance Schedule

2.3 Complete Phelan Park Expansion

2.4 Develop Plans for the Parks Portion of the Civic Complex

Development

2.5 Public and Private Partnerships for Parks and Recreation

Programs

2.6 Street Lighting

2017/2018

Annually

2021/2022

2018/2019

Ongoing

Ongoing

3.0 Facility & Property

Assets

3.1 Establish or Update Master Plans for All Authorized

Services

3.2 Develop a Comprehensive Property Management Plan

3.3 Establish a Modern Asset Management Program

3.4 Implement Key Departmental CIP Projects

3.5 Prepare for Emergencies

3.6 Maintain and Update Maintenance Measures

2018/2019

2018/2019

2019/2020

Annually

Ongoing

Ongoing

4.0 Fiscal Planning 4.1 Annual Budget Process

4.2 Periodic Financial Studies

4.3 Connection Fee Analysis

4.4 Annual Audit

4.5 Annual Reporting

4.6 Fiscal Policies

4.7 Financing

4.8 General Ledger Accounts

Annual

As Needed

As Needed

Annual

Annual

Annual

As Needed

2017/2018



5.0 Strategic Partners &

Public Affairs

5.1 Increase Communication to the Public

5.2 Community Business and Organization Outreach

5.3 Involvement in Professional Organizations

5.4 Outreach to Legislators and Local Agencies

Ongoing

Ongoing

Ongoing

Ongoing

6.0 Personnel

Management

6.1 Succession and Retention Planning

6.2 Increased Communication to Staff

6.3 Team Building

6.4 Update to Personnel Policies

6.5 Continue Education and Training Program

6.6 Customer Service

2018/2019

2017/2018

2017/2018

2017/2018

Ongoing

Ongoing

7.0 Solid Waste &

Recycling

7.1 Implement Commercial Recycling Program and Uniform

Solid Waste Collection

7.2 Make a Determination Regarding the Disposition of Solid

Waste Revenue

7.3 Increase Community Awareness of Recycling

Opportunities & Solid Waste Events

7.4 Continue School Programs

7.5 Continue to Apply for Grant Funding Opportunities

2017/2018

2018/2019

Ongoing

Ongoing

Ongoing

pphcsd strategic plan 2018

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