HomeMy WebLinkAboutR-2001-115 Black & Veatch contract for development of a regulatory compliance & professional development plan RESOLUTION NO. R -2001- 115
A RESOLUTION authorizing execution of a contract with Black & Veatch, for
management consulting services related to development of a
regulatory compliance and professional development plan.
WHEREAS, the City of Yakima has need for consulting services to provide
guidance in the development of this business plan; and
WHEREAS, the City does not possess in -house staff with adequate expertise
and skills, nor the time to perform the necessary work involved in development of a
program of this nature; and
WHEREAS, the City of Yakima has complied with the provisions of RCW 39.80
which concerns the procurement of engineering and architectural services by a city;.
and
WHEREAS, the City Council deems it to be in the best interest of the City to
contract with Black & Veatch for the management consulting services for the
development, and completion of a regulatory compliance and professional development
plan, now, therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF YAKIMA:
The City Manager, City Clerk, and the Assistant City Manager are hereby
authorized and directed to execute the attached and incorporated "Consulting
Agreement" together with its attachments.
ADOPTED BY THE CITY COUNCIL this 7th day of August , 2001.
.17( /ix
ry Place, Mayor.
ATTEST:
KaA_e_v,
�lJ
Karen Roberts, City Clerk
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CONSULTING SERVICES AGREEMENT
THIS CONSULTING SERVICES AGREEMENT (hereinafter "Agreement ") is
made and entered into by and between the City of Yakima, a Washington municipal
corporation (hereinafter the "City "), and Black & Veatch Management Consulting
Division (hereinafter the "Consultant ").
WHEREAS, the City requires consulting services to assist in its development of
a long -term regulatory compliance and professional development plan for the Water
and Irrigation Division.
WHEREAS, the Consultant represents that it has the expertise necessary and is
willing to perform the Consulting services required by the City in accordance with the
terms and conditions of this Agreement.
NOW, THEREFORE, in consideration of the mutual covenants, promises, and
agreements set forth herein, it is agreed by and between the City and Consultant as
follows:
1. Scope of Services. The Consultant shall provide the City with
professional services associated with and in support of a program development project
for the Water & Irrigation Division. The objective of this program is to develop a long-
term planning tool that will help guide the Water & Irrigation Division as it works to meet
the many future compliance and regulatory challenges being faced. These services
shall include the following tasks:
Phase I: 1) Initiate the Project, Define Communication and Support Links, and
Initiate Collection of Data; 2) Review and Assess the Performance of the Current
Organization; 3) Gain Input from Stakeholders; and 4) Development of the Program —
Part 1: Mission, Goals and Objectives.
Phase II: 1) Establishment of Division -Wide Performance Measures; 2)
Development of the Business Plan — Part 2: Strategies & Action Plans; and 3) Design
and Produce the 2002 Program Document.
The work will include the development of a written final report that will be
presented to City Council at the conclusion of the project. A general description of the
project is attached hereto as Exhibit "A" and incorporated herein by this reference.
The Consulting services may include, but are not limited to, the services listed on
general project description and draft task orders attached hereto as Exhibit A.
However, execution of this Agreement does not obligate either party to provide or
accept any services listed in Exhibit A until the parties have mutually agreed upon and
executed a specific task order for the services.
2. Time Period for Performance of Services. The term of this Agreement
shall commence upon execution hereof and shall terminate at the time of completion of
all services /tasks required hereunder, or unless the Agreement is earlier terminated by
either party under Section 22 of this Agreement. The Consultant shall provide such
services as are described on executed task orders in accordance with the time
schedule set forth on attached and incorporated Exhibit "B ". The Consultant shall
proceed with such services in a timely and diligent manner, but shall not be responsible
for delays beyond the Consultant's control or which the parties could not have
reasonably foreseen at the time the respective task order was executed.
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3. Compensation.
a. Fees for Services. For each specified task order executed by the parties,
the Consultant shall be paid for such services on a time -spent basis in accordance with
the fee schedule attached hereto as Exhibit "C" and incorporated herein by this
reference. Said fee schedule is subject to revision by the Consultant not sooner than
one (1) year after execution of this Agreement, and no more once each year thereafter.
b. Maximum Fee for Services. Each executed task order shall describe the
maximum fee to which the Consultant shall be entitled to under that task order. The
maximum fee shall represent the best estimate of the parties of the maximum cost of
the Consultant's services specified in that task order.
c. Renegotiation of Maximum Fee. The Consultant reserves the right to
renegotiate the maximum fee specified in a particular task order if the scope of services
in the task order is changed by the City, or if conditions beyond the control of the
parties shall cause the Consultant to incur additional costs and expenses in providing
the services required under the task order. In either event, the Consultant shall
promptly notify the City in writing of the anticipated additional fees or reduction of fees.
Thereafter, and unless otherwise agreed by the parties, the Consultant shall not
proceed with the modified /changed services until the parties agree in writing to a
renegotiated maximum fee for that task order.
d. Payment of Compensation. Consultant shall submit monthly invoices to
the City. Said invoices shall itemize all services rendered during the preceding monthly
period. Payment shall be due and payable upon receipt of Consultant's invoice by City.
All payments are expressly conditioned upon the Consultant providing services
hereunder which are satisfactory to the City. In the event City disputes any invoice
item, City shall give Consultant written notice of such disputed item within ten (10) days
after receipt of such invoice and shall pay to Consultant the undisputed portion of the
invoice according to the provisions hereof. If City fails to pay any invoiced amounts
when due, interest will accrue on each unpaid amount at the rate of one and one -half
percent (1 1 /2 %) per month, or the maximum amount allowed by law if less, from the
date due until paid according to the provisions of this Agreement. Interest shall not be
charged on any disputed invoice item, which is finally resolved in City's favor. Payment
of interest shall not excuse or cure any default or delay in payment of amounts due.
e. Payment in the Event of Termination. In the event that either party
terminates this Agreement under Section 22, Consultant shall be compensated in
accordance with the above terms for all satisfactory services provided to the City up to
the effective termination date.
f. Maintenance of Financial Records /Documents. The Consultant shall
make the cost records, accounts and related financial documents pertaining to this
Agreement available for inspection by representatives of the City during the term of this
Agreement and for a period of three (3) years following the final payment to the
Consultant by the City. In the event that any audit or inspection identifies any
discrepancy in such financial records, the Consultant shall provide the City with
appropriate clarification and /or financial adjustments within thirty (30) calendar days of
notification of the discrepancy.
g. Permit and Advertising Cost. The City shall pay the cost of all necessary
permits, advertising and similar items that are normally associated with public works
projects.
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4. Standard of Performance. The Consultant shall perform all work and
services required under this Agreement in accordance with generally accepted
Consulting and consulting standards, and shall be responsible for the technical
soundness and accuracy of all work and services furnished pursuant to this Agreement.
No other Warranty, express or implied, is included in this agreement or in any drawing,
specification, report or opinion produced pursuant to this agreement.
5. Cost Estimates. The City is herewith advised that the Consultant has no
control over the cost of labor, material, equipment; subcontractors' and suppliers'
methods of producing and delivering such goods and services; or over the methods and
styles of competitive bidding or market conditions. Accordingly, the Consultant's cost
estimates are made and furnished on the basis of the Consultant's experience and
qualifications and represent only best judgment as an Consulting firm familiar with the
construction industry. As such, the Consultant cannot and does not warrant or
guarantee the accuracy of its cost estimates, or that cost estimates will not vary
significantly from the actual project or construction costs realized by the City.
7. Ownership of Documents. All reports, designs, drawings, and
specifications prepared by the Consultant pursuant to this Agreement shall be the
property of the City upon payment being made by the City to the Consultant in
accordance with Sections 3 of this Agreement. The Consultant shall provide the City
with originals and /or reproducible copies of such documents in accordance with the
respective task order, or when requested by City representatives. Consultant shall
retain its rights in its standard drawing details, designs, specifications, databases,
computer software and any other proprietary property. Rights to intellectual property
developed, utilized, or modified in the performance of the services shall remain the
property of the Consultant. The Consultant does not intend or represent that such
documents are suitable for reuse by the City or others on extensions of this project or
with regard to any other project. Any such reuse without the written permission of the
Consultant shall be at the City's risk.
8. Design Intent. The Consultant shall prepare the design documents,
drawings, and specifications with the understanding that a representative of the
Consultant may be observing the quality and progress of the resulting construction for
compliance with the design intent. Additionally, the parties agree that compensation for
such monitoring shall be addressed in an appropriate task order.
9. Information to be provided by the City. The City shall provide the
Consultant with access to all information at its disposal that is pertinent to the site of
project area, including but not limited to previous reports, drawings, plats, surveys,
utility records, and other similar data. Absent specific written direction to the contrary,
the Consultant shall be entitled to rely upon the completion and accuracy of such
documentation.
10. Status of Consultant. Consultant and the City understand and expressly
agree that Consultant is an independent contractor in the performance of each and
every part of this Agreement. The Consultant shall have the sole judgment of the
means, mode or manner of the actual performance of work/services required under this
Agreement. The Consultant, as an independent contractor, assumes the entire
responsibility for carrying out and accomplishing the work/services required under this
Agreement. Additionally, and as an independent contractor, the Consultant and its
employees shall make no claim of City employment nor shall claim against the City any
related employment benefits, social security, and /or retirement.
11. Taxes and Assessments. Consultant shall be solely responsible for
compensating its employees and for paying all related taxes, deductions, and
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assessments, including but not limited to, federal income tax, FICA, social security tax,
assessments for unemployment and industrial injury, and other deductions from income
which may be required by law or assessed against either party as a result of this
Agreement. In the event the City is assessed a tax or assessment as a result of this
Agreement, Consultant shall pay the same before it becomes due.
12. Nondiscrimination Provision. During the performance of this
Agreement, Consultant shall not discriminate on the basis of race, age, color, sex,
religion, national origin, creed, marital status, political affiliation, or the presence of any
sensory, mental or physical handicap. This provision shall include but not be limited to
the following: employment, upgrading, demotion, transfer, recruitment, advertising,
layoff or termination, rates of pay or other forms of compensation, selection for training,
and the provision of services under this Agreement.
13. Compliance With Law. Consultant agrees to perform all work/services
under and pursuant to this Agreement in full compliance with any and all applicable
laws, rules, and regulations adopted or promulgated by any governmental agency or
regulatory body, whether federal, state, local, or otherwise. If a change in any law or
regulation increases the cost of Consultant's work or services, then Consultant will be
entitled to an equitable adjustment to the Agreement.
14. No Insurance. It is understood the City does not maintain liability
insurance for Consultant or its employees and subcontractors.
15. Indemnification and Hold Harmless.
a. Consultant agrees to protect, defend, indemnify, and hold harmless the
City, its elected officials, officers, employees and agents from any and all claims,
demands, losses, liens, liabilities, penalties, fines, lawsuits, and other proceedings and
all judgments, awards, costs and expenses (including reasonable attorneys' fees and
disbursements) resulting from death or bodily injury to any person or damage or
destruction to third -party to the extent caused by any negligent act and /or omission of
the Consultant, its officers, employees, agents, and /or subcontractors, arising out of the
performance of this Agreement.
b. In the event that both Consultant and the City are negligent, the
Consultant's liability for indemnification of the City shall be limited to the contributory
negligence for any resulting suits, actions, claims, liability, damages, judgments, costs
and expenses (including reasonable attorney's fees) that can be apportioned to the
Consultant, its officers, employees, agents, and /or subcontractors.
c. Nothing contained in this Section or this Agreement shall be construed to
create a liability or a right of indemnification in any third party.
16. Insurance provided by Consultant.
a. Commercial Liability Insurance. On or before date the this Agreement is
fully executed by the parties, the Consultant shall provide the City with a certificate of
insurance as proof of commercial liability insurance with a minimum liability limit of One
Million Dollars ($1,000,000.00) combined single limit bodily injury and property damage.
The certificate shall clearly state who the provider is, the amount of coverage, the policy
number, and when the policy and provisions provided are in effect (any statement in the
certificate to the effect of "this certificate is issued as a matter of information only and
confers no right upon the certificate holder" shall be deleted). Said policy shall be in
effect for the duration of this Agreement. The policy shall name the City, its elected
officials, officers, agents, and employees as additional insureds, and shall contain a
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clause that the insurer will not cancel or change the insurance without first giving the
City thirty (30) calendar days prior written notice (any language in the clause to the
effect of "but failure to mail such notice shall impose no obligation or liability of any kind
upon the company" shall be crossed out and initialed by the insurance agent). The
insurance shall be with an insurance company or companies rated A -VII or higher in
Best's Guide and admitted in the State of Washington.
b. Commercial Automobile Liability Insurance. On or before date this
Agreement is fully executed by the parties, the Consultant shall provide the City with a
certificate of insurance as proof of commercial automobile liability insurance with
minimum liability limit of One Million Dollars ($1,000,000.00) combined single limit
bodily injury and property damage. The certificate shall clearly state who the provider
is, the amount of coverage, the policy number, and when the policy and provisions
provided are in effect (any statement in the certificate to the effect of "this certificate is
issued as a matter of information only and confers no right upon the certificate holder"
shall be deleted). Said policy shall be in effect for the duration of this Agreement. The
policy shall name the City, its elected officials, officers, agents, and employees as
additional insureds, and shall contain a clause that the insurer will not cancel or change
the insurance without first giving the City thirty (30) calendar days prior written notice
(any language in the clause to the effect of "but failure to mail such notice shall impose
no obligation or liability of any kind upon the company" shall be crossed out and
initialed by the insurance agent). The insurance shall be with an insurance company or
companies rated A -VII or higher in Best's Guide and admitted in the State of
Washington.
c. Professional Liability Insurance. On or before the date this Agreement is
fully executed by the parties, the Consultant shall provide the City with a certificate of
insurance as evidence of Professional Errors and Omissions Liability Insurance with
coverage of at least One Million Dollars ($1,000,000.00) per occurrence and an annual
aggregate limit of at least One Million Dollars ($1,000,000.00). The certificate shall
clearly state who the provider is, the amount of coverage, the policy number, and when
the policy and provisions provided are in effect. The insurance shall be with an
insurance company rated A -VII or higher in Best's Guide. If the policy is on a claims
made basis, the retroactive date of the insurance policy shall be on or before January 1,
1998, or shall provide full prior acts. The insurance coverage shall remain in effect
during the term of this Agreement and for a minimum of three (3) years following the
termination of this Agreement.
d. Insurance provided by Subcontractors. The Consultant shall ensure that
all subcontractors it utilizes for work/services required under this Agreement shall
comply with all of the above insurance requirements.
17. Delegation of Professional Services. The services provided for herein
shall be performed by Consultant, and no person other than regular associates or
employees of Consultant shall be engaged upon such work or services except upon
written approval of the City.
18. Assignment. This Agreement, or any interest herein, or claim hereunder,
shall not be assigned or transferred in whole or in part by Consultant to any other
person or entity without the prior written consent of the City, except that it may be
assigned without such consent to a related entity, an affiliate or wholly -owned
subsidiary of either party. In the event that such prior written consent to an assignment
is granted, then the assignee shall assume all duties, obligations, and liabilities of
Consultant stated herein.
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19. No Conflict of Interest. Consultant represents that it or its employees do
not have any interest and shall not hereafter acquire any interest, direct or indirect,
which would conflict in any manner or degree with the performance of this Agreement.
Consultant further covenants that it will not hire anyone or any entity having such a
conflict of interest during the performance of this Agreement.
20. Severability. If any portion of this Agreement is changed per mutual
agreement or any portion is held invalid, the remainder of the Agreement shall remain in
full force and effect.
21. Integration. This written document constitutes the entire agreement
between the City and Consultant. There are no other oral or written Agreements
between the parties as to the subjects covered herein. No changes or additions to this
Agreement shall be valid or binding upon either party unless such change or addition
be in writing and executed by both parties.
22. Termination. The City or Consultant may terminate this Agreement, with
or without cause, by giving the other party thirty (30) calendar days written notice of
termination.
22. Notices. Unless stated otherwise herein, all notices and demands shall
be in writing and sent or hand delivered to the parties to their addresses as follows:
23. Property. City agrees to maintain appropriate property insurance for all
property owned by or in the custody of City and does hereby waive all
rights (and, to the extent required, shall require its insurers to waive all
rights of subrogation) against Consultant for claims covered under any
insurance which City may carry, however such loss or damage shall
occur, including the fault or negligence of Consultant.
24. Damages. The liabilities, warranties and remedies of the parties are
expressly those expressly set forth in this Agreement, and in lieu of any
others available at law or otherwise. Indemnities against, releases from,
and limitations on liability, and limitations or remedies expressed in this
Agreement, as well as waivers of rights, including but not limited to,
subrogation rights, shall apply even in the event of the fault, tort (including
negligence), strict liability or other basis of legal liability to the party
indemnified or released or whose liability is limited or allocated to the
indemnitor, or against whom remedies have been limited, and shall
extend to the officers, directors, partners, employees, licensors, agents,
subcontractors, vendors and related entities of such party.
Notwithstanding any provision in this Agreement to the contrary, and to
the fullest extent permitted by law:
City and Consultant shall not be liable to each other for loss of profits or
revenue; loss of use; loss of opportunity; Toss of goodwill; cost of
substitute facilities, goods or services; cost of capital; increased operating
costs; cost of replacement power; governmental and regulatory sanctions;
and claims of customers for such damages; and for any special,
incidental, indirect, punitive, exemplary, or consequential damages.
The total cumulative liability of Consultant to City for all claims, losses,
damages, and expenses resulting in any way from the performance of this
Agreement shall not be greater than compensation received by
Consultant under this Agreement.
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' S
TO CITY: Water /Irrigation Manager
2301 Fruitvale Blvd
Yakima, WA 98902"
TO CONSULTANT: Black & Veatch
720 Third Avenue
Suite 1100
Seattle, WA 98104
or to such other addresses as the parties may hereafter designate in writing. Notices
and /or demands shall be sent by registered or certified mail, postage prepaid, or hand �
delivered. Such notices shall be deemed effective when mailed or hand delivered at
the addresses specified above.
23. Governing Law. This Agreement shall be governed by and construed in
accordance with the laws of the State of Washington. .
24. Venue. The venue for any action to enforce or interpret this Agreement
shall lie in the Superior Court of Washington for Yakima County, Washington.
CITY OF YAKIMA BLACK & VEATCH
By: By: ,�
R.A.Z , r., N.
City Manager
DATE: au 10,,c019/ DATE: `k` tS 1
ATTEST:
44 <
City Clerk z , 1 0
City Contract No 2001 , `
Resolution No. R- 2001 -115 . = Yk ' ''' " j
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Exhibit `A'
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Scope of Services - Program Development and Training
Project Team
The work outlined in the following tasks will be completed by Black & Veatch's
Management Consulting Division - a group specifically devoted to providing financial
planning and organizational strengthening services for public utilities. Following is a
brief description of the background for each of the team members that will participate
on this project:
Pam Lemoine is the Pacific Northwest Regional Director for Black & Veatch's
Management Consulting Division. In this capacity, Pam has served as project
director, project manager or lead consultant in a variety of organizational
strengthening projects. She has worked with the Water & Irrigation Division since
1996 when she developed the Division's first domestic water rate model. She has
provided guidance and assistance to the Division's domestic water and irrigation
cost of service and rate analysis since that time. Other clients with whom Pam is
currently, or has recently completed services for include King County, Port of
Seattle, Tacoma and Seattle, Washington; Petersburg, Klawock and Ketchikan,
Alaska; and Portland, Gresham, and St. Helens, Oregon.
Ken Martin is a senior management consultant with BV's Management Consulting
Division. Ken brings a broad perspective to utility management and planning issues,
having served not only as a consultant, but also as Assistant City Manager in
Glendale, Arizona and City Consultant, Public Works Director and City Manager of
Hobbs, New Mexico. He has an in -depth understanding of the issues facing utilities
in arid climates, and a broad understanding of all utility issues.
Karyn Johnson is a senior management consultant with significant experience in
providing strategic financial and management services to water and wastewater
clients throughout the Pacific Northwest as well as many locations throughout the
U.S. and Canada. Karyn also has an in -depth understanding of the issues facing
the Division, having worked with the Division on various financial planning and rate
issues, including development of the Division's Water Connection Charge, review of
Division staff updates to. the Domestic Water rate model, and development of an
Irrigation rate model. Other clients with whom Karyn has recently, or is currently
working with include Eugene Water and Electric Board and St. Helens, Oregon;
Klawock and Ketchikan, Alaska; and LOTT, Ocean Shores, and Steilacoom,
Washington.
Following is a detailed scope of services for Black & Veatch's participation in your
proposed program development project for the Water & Irrigation Division. The
objective of this program is to develop a long -term planning tool that will help guide the
Water & Irrigation Division as it works to meet the many challenges ahead. The scope
of work includes the development of a written final report that will be presented to City
Council at the conclusion of the work.
Work Plan
The following work plan is divided into two separate phases. Phase I — Development of
Division goals and Objectives, incorporating its defined vision, mission and values; and
Phase II — Development of Strategies and Action Plans, building on the results of
Phase I. A flow chart illustrating the various tasks is shown in Figure 1 (attached).
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Phase I — Development of Division Goals and Objectives
Initiate the Project, Define Communication and Support Links, and Initiate Collection of
Data.
Task 1: Initiate the Project, Define Communication and Support Links, and Initiate
Collection of Data
Sub task 1.01 Kick -off Meetings
The July 18, 2001 Leadership workshop agenda contained approximately one hour at
the beginning of the retreat to provide an overview of both the Business Plan project
and the Performance Management System development.
In addition to the introduction discussed above, we propose to begin the process with a
project initiation meeting with the Leadership Group and consultant team members at a
date and time to be later specified.
There are a number of purposes for this meeting, including the following:
• Review our proposed approach, work plan and schedule
• Discuss the composition of the Steering Committee and make the selection of
the group members. The Steering Committee will serve as the "governing body"
for the project, and should include 5 -7 Division employees, representing a cross -
section of employees, consisting of key decision - makers at the managerial and
staff level, from all operating units, and would include the Division Manager.
• Review the stakeholder participation program we propose in Task 4
• Define day -to -day communications techniques and progress reporting between
the consultant team members and the Division
> Obtain input from senior management
Subtask 1.02 Data Collection & Review
The consultant team will obtain and review available data required for the completion of
the study. In addition to data already received, a preliminary list of additional data
requirements includes the following:
• Division's 5 -year Plan
• Water Comprehensive Plan
• Division's Response to Council's Goals and Achievements — Guidelines
A detailed information list will be submitted upon notice to proceed.
Review and Assess the Performance of the Current Organization
Task 2: Review and Assess the Performance of the Current Organization
In Task 2, Black & Veatch will assess the performance of the Division relative to its
competitive position in the water industry. Both current strengths as well as
weaknesses will be highlighted together with future opportunities and threats.
We suggest that an agreement be reached up -front between the consultant team,
Division management and the Steering. Committee regarding the definition of
competitiveness since the term means different things to different people. There are a
number of measures of competitiveness that can be used, ranging from very objective
(e.g., average shelf life of inventory) to subjective (e.g., quality of customer service as
measured by customer satisfaction). One option is to define competitiveness in terms
of the results of a series of measures; we have used this technique before. We suggest
that the definition be agreed -upon at the Kick -off Meeting.
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It is our intent to conduct an overview analysis of the Division's performance so that
gaps between the Division and the water industry may be identified. In part, we will
accomplish this Task through the review of operating information, including technical,
financial and other related data. Our assessment will also be based on input from
Division personnel. We will also utilize our database of industry best practices and our
experience with other similarly -sized systems to help identify major gaps where /if they
exist.
Subtask 2.01 Conduct Focus Group Meetings
The Consultant Team will conduct focus group meetings to obtain employee
perspectives on the performance of the organization, its potential for success and many
other issues. A total of 4 -5 focus groups are anticipated. Examples of the issues to be
discussed include, but are not limited to, the following:
• Challenges to be faced in meeting service demands
• Constraints to service delivery (internal to the Division, as well as external)
• Demands for services that are being placed on the Division and its sections at
the present time and anticipated over the next five years.
• Environmental mandate of the Division
• Expected significant accomplishments for the next five years
• Important issues not already identified that should be considered in the planning
process
• Legal, regulatory and related issues which will impact and shape the Division's
future direction
• Major Division accomplishments of the last five years
• New initiatives that may be needed to satisfy the service demands and to meet
the challenges of service delivery
• Overall organizational objectives in current planning efforts and status of
accomplishment
• Strengths and weaknesses within the organization
Subtask 2.02 Prepare SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
A SWOT analysis is an excellent tool to examine the internal strengths and weaknesses
of an organization while also focusing on the external opportunities and threats. The
analysis begins with a brainstorming session, where participants focus on strengths
first, followed by the organization's weaknesses. The discussion then concentrates on
external forces by identifying opportunities followed by potential threats. Following the
brainstorming session, ideas and comments are discussed by the group.
We propose that the steering committee participate in a one -day SWOT Workshop that
will be facilitated by the consultant team. The team will summarize our perspectives
regarding strengths, weaknesses, opportunities and threats based on the results of the
prior subtasks. These perspectives will be shared with the workshop participants and
will serve as the starting point for workshop discussions that will add, modify or subtract
issues from the initial SWOT list prepared by Black & Veatch. The results of the SWOT
analysis will be documented by summarizing the results of the SWOT Workshop. The
results should reflect a consensus of management and staff.
Subtask 2.03 Identify Objectives and Strategies to Remedy Performance Gaps
Following the SWOT Workshop, Black & Veatch will review the agreed -upon
weaknesses, opportunities and threats and prepare recommendations for performance
objectives and strategies to eliminate the gaps between the Division and the water
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industry's best performers. The results of this Task will be documented in a draft report
to be provided to the Steering Committee. After receiving comments, a final report will
be submitted.
Task 3: Gain Input from Stakeholders
In this task, we will gain the input of stakeholders by conducting a series of external
party interviews. The intent of these interviews is to obtain the insights of large
customers, City management and other parties that work with the Division. A series of
one -on -one interviews, based on a series of questions, or topic guide, will help in
reaching hard -to -reach participants, and will allow for more in -depth questioning. This
interview format gives external stakeholders the opportunity to be candid in providing
insights. These interviews will be conducted by the consultant team to provide an
external assessment of the Division reputation, operating practices, customer service
performance, and image within the community and the water industry. In addition, we
will attempt to obtain insights into the external perspective of how the Division is
currently performing its internal functions of product, price, sales, and marketing and
potential areas of improvement. We suggest conducting interviews with the following
stakeholders groups:
• Policy makers, including City Council members, County Commissioners, state
representatives, mayors, city administrators, state regulatory representatives and
the USEPA.
• Customers, including townships, cities, counties, large commercial and industrial
customers, city sponsored events, and other water districts.
• Regulators, including DOE, DOH or others as identified by the Division.
We may also want to include citizen or civic groups, and other influencing individuals
such as representatives from the media. A topic guide and list of potential interviewees
will be drafted for review by the Division project administrator prior to conducting
interviews. Up to 15 interviews are anticipated. The interviews will be scheduled to
allow information to be used during the process.
Task 4: Development of the Program — Part 1: Mission, Goals and Objectives
Task 4, together with Task 6, represent the core elements of the process. Task 4
represents the first part of the process (Part 1), which includes the establishment of
Division values, vision, mission, and building on such to develop a defined list of goals
and objectives. Task 6 (Part 2 in Phase II of scope of services) then continues with a
more detailed assessment of the Division objectives and the development of strategies
and action plans. Each of the activities in Task 4 and Task 6 will draw upon the results
obtained in Tasks 1 through 3. Task 4 will be initiated at the kickoff meeting and will
continue through a series of workshops that will be utilized to facilitate the development
of the Program Development.
Subtask 4.01 Prepare for Steering Committee Workshop No. 1.
The first workshop will focus initially on the review of the existing values, vision and
mission of the Division. Goals will be reevaluated during the second part of the
workshop, followed by a more detailed assessment of the current and potential future
objectives of the Division in the third part of the session. This subtask includes the
development of supporting information for the first workshop, including the illustration of
the current values, vision, mission, goals, and objectives as reflected in current
documents. Our team will summarize the degree of success that the Division has had
in achieving the current goals and objectives based on the results of Task 2. Other
materials will be concisely summarized for review by the workshop participants prior to
12
the workshop, including the Task 2 assessment of business opportunities, the results of
the SWOT analysis and other elements of the Task 2 competitive analysis.
Examples of the pre- workshop activities include:
• Make all logistical arrangements for the workshop (Division /Black & Veatch).
• Illustrate the current values, vision, mission, goals, and objectives as reflected in
current planning documents and provide examples of values through objectives
from the business plans of other water utilities (Black & Veatch).
• Concisely summarize the results of the Task 2 competitive analysis for review by
workshop participants prior to the workshop (Black & Veatch).
Summarize and distribute pertinent information to the Steering Committee in
advance of the first workshop (Black & Veatch).
• Prepare appropriate visual aids and handouts for Workshop No. 1 (Black &
Veatch).
Subtask 4.02 Conduct Steering Committee Workshop No. 1 (Vision to Objectives)
The intent of the first workshop is to develop the draft values, vision, mission, goals and .
objectives of the Division. We suggest that Workshop No. 1 be conducted over a two-
day period. The morning of the first day will be geared towards defining the Division's
values, vision and mission. It will include a presentation by Black & Veatch regarding
the changes occurring in the water utility industry and the overall competitive position of
the Division (results of Task 2). Goals will be reevaluated during the afternoon of the .
first day, followed by a more detailed assessment of the current and potential future
objectives of the Division throughout the second day of the workshop. Depending upon
the rate of progress in the workshop, it may be necessary to spend some additional
time on the draft objectives at the beginning of the second workshop.
Our consultant team will serve as facilitators, keeping the discussions focused and
ensuring that suggested changes are creative but realistic. Examples of the questions
to be asked by the consultant team to prompt the participants during the workshop
include, but are not limited to, the following:
• How should the accomplishments of the last five years affect the existing goals
and objectives?
• If certain goals and /or objectives have not been met, is there a need for
modifications to the goals and objectives and /or to the strategies and action
plans necessary to achieve them?
• How will upcoming regulatory and other external circumstances affect the
business actions of the Division over the next five years?
• What business opportunities should be included in the Division's objectives over
the next five years given the competitive marketplace in the water industry and
the results of Task 2?
Team building and open thinking exercises will be incorporated into the workshop to
ensure that participants are challenged and "having fun" while working. Our consultant
team will assist the workshop participants in looking towards the future when
reassessing the goals and objectives drawing upon our experience as management
consultants, our familiarity with the Division as well as our knowledge of the water
industry.
The end products of the first workshop - the draft mission statement, core values,
vision, goals and objectives - will be developed on a preliminary basis. The results will
be typed and distributed to the participants after the workshop. The results of Workshop
No. 1 will provide the base from which later discussions of strategy and action plans will
develop. The draft products will be periodically revisited in subsequent workshops to
determine whether any refinements are necessary.
13
{Black & Veatch responsibilities: preparation of materials for and conduct of workshop;
summarize /distribute results of workshop)
Subtask 4.03 Team Workshops No. 1A through 1D
Once the Steering Committee has developed a draft mission statement, values, vision,
goals and objectives for the Division as a whole, the consultant team will facilitate
individual team meetings with each operating unit and the management group (4 teams
in total) to develop similar information for each group. The missions, values, etc.
developed for each group will support the Division's mission. These workshops are
intended to be one -day workshops for each team. The results of the workshop will be
presented to the Steering Committee in Workshop No. 2 and will be used by the teams
in subsequent team workshops. {Black & Veatch responsibilities: preparation of
materials for and conduct of workshop; summarize /distribute results of workshop)
Phase I Cost Estimate
The level of effort required to complete Black & Veatch's responsibilities for Phase I, as
outlined above, is estimated to be approximately 167 hours and $38,323. Participation
by O'Neal and Associates, as facilitator /trainer for the Division, will be performed under
a separate, existing agreement with the City.
A breakdown of Black & Veatch's estimated cost, by task, is as follows:
Total
Fee
Phase I
Task 1 $6,920
Task 2 $12,745
Task 3 $7,542
Task 4 $11,116
Total Phase I $38,323
Phase II — Development of Strategies and Action Plans
Phase II of the project builds on the work conducted in Phase I. It includes both the
development of a performance management system (for the Division, not individual
employees), as well as the development of strategies and action plans to facilitate the
Division in meeting the goals and objectives developed in Phase I.
Task 5: Establishment of Division -Wide Performance Measures
In the absence of measurement, it will be difficult to evaluate how successful the
Division will be in meeting its goals. In Task 5, we will guide the development of a set
of Division -wide performance measures that will be used to measure the success of the
Division's annual operations plan. Black & Veatch will bring to the Division its
knowledge and experience in establishing such measures, but in the end, the measures
will be determined by the Division. The "balanced scorecard" (Exhibit 1) is a concept
that we find very useful to use in establishing performance measures. The intent of this
approach is to ensure that the Division considers more than one parameter in
measuring success. For instance, if cost efficiency is the only measure, there can be
too much focus on cost at the expense of other important elements, such as
environmental compliance or employee development. The result can be short-term
"wins" that could significantly affect the Division in the Tong -term.
14
Exhibit 1
Innovation . Internal f . .T Working with the Steering
and Learning Processes ; ' ; Committee, we will assist the
Division in accomplishing the
Financial • Customer following:
Considering the performance
:0 0- ., �; ' E ` ' .. measurement techniques of
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Identify targeted performance
levels for each measure.
It is suggested that this Task be accomplished in a Workshop setting (Performance
Measures Workshop) with the Steering Committee. We will prepare information on
potential performance measures for review by the group prior to the workshop. We
suggest that this Workshop be conducted after the objectives and strategies have been
drafted. {Black & Veatch responsibilities: serve as lead consultant for purpose of
developing performance measures and establishing targets. B &V to document
outcome.)
Task 6: Development of the Program — Part 2: Strategies & Action Plans
Subtask 6.01 Prepare for Steering Committee Workshop No. 2.
The preparation for the second Steering Committee workshop w begin after the first
workshop is conducted. Since the second workshop will focus primarily on the specific
strategies of the Division, the objectives drafted in Workshop No. 1 together with the
results of Tasks 1 through 4 regarding indicators of performance, available resources,
and other present and future operating characteristics will be utilized by the workshop
participants in considering potential strategies. Examples of the pre- workshop activities
include:
• Make all logistical arrangements for the workshop (Division /Black & Veatch).
• Illustrate the draft products of Workshop No. 1, 1A-1D (Black & Veatch).
• Summarize results from Tasks 1 through 4 for use by the workshop participants
(Black & Veatch).
• Summarize and distribute pertinent information to the Steering Committee in
advance of the second workshop (B lack & Veatch).
• Prepare appropriate visual aids and handouts for Workshop No. 2 (Black &
Veatch).
15
Subtask 6.02 Conduct Steering Committee Workshop No. 2 (Strategy Development)
Drawing upon the results of Workshop No.1 and supporting information from Tasks 1
through 3, the focus of the second Steering Committee workshop will be to finish any
remaining work on the draft objectives and then to define specific strategies for
achieving each objective. After creating a "wish list" of objectives and strategies, we will
focus on prioritizing the work to be accomplished with a five -year timeframe.
While a number of objectives and supporting strategies may be relatively
straightforward, others will require "taking a step back" to assess the ability of the
Division to carry-out key portions of the Program. A few of the many questions to be
addressed in the formulation of strategies would include the following: "Is the Division
currently organized appropriately to meet its updated goals and objectives ?" "If not,
what changes should be made and included in the strategies and action plans ?" "Does
the strategic allocation of resources match the priorities defined by the goals and
objectives ?" "Again, if not, what changes should be made and included in the
strategies and action plans ?" These and many other questions will be asked by our
team to provide a "reality check" at important points in the planning process.
In Workshop No. 2, we will also ask the participants to consider: whether the objectives,
strategies and action plans should be limited in number, whether the full list should be
included on a prioritized basis, or whether other approaches should be considered. ,A
discussion of the advantages and disadvantages of each option will be facilitated by the
consultant team.
We envision that Workshop No. 2 will again be a full two -day session with the Steering
Committee. The results will be typed and distributed to the participants after the
workshop. The results of Workshop No. 2 will provide the base from which later
discussions of action plans will develop. The draft products will be periodically revisited
in subsequent workshops to determine whether any refinements are necessary. {Black
& Veatch responsibilities: preparation of materials for and conduct of workshop;
summarize /distribute results of workshop)
Subtask 6.03 Prepare for Team Workshops No. 2A -2D
The steps necessary to prepare for Team Workshops No. 2A -2D will be similar to those
followed for Workshop No. 2.
Subtask 6.04 Team Workshops No. 2A through 2D
The second set of team workshops will follow the Steering Committee Workshop #2. At
these workshops, the four teams will finalize objectives and establish preliminary
strategies that support the Division's mission, goals and strategies as a whole. In
addition, they will develop action plans to implement the strategies developed. The
number of action plans to be developed will be impacted by the policy decision of the
workshop participants regarding the number of objectives and strategies to be
presented. These workshops will require two -days for each team.
With the assumption that all objectives and strategies will be identified and prioritized, it
would seem appropriate to develop two sets of plans: 1) detailed action plans for the
high priority strategies to be implemented from 2002 to 2004, and 2) outlined plans for
the other strategies to be pursued from the latter part of 2004 through 2007.
Draft action plans for 2002 through 2004 - Based on the revised values, mission
statement, and operating philosophy, along with the long -term goals and objectives, we
will assist the workshop participants in developing detailed action plans. The plans will
have the following components:
Strategy to be implemented.
Champion and other personnel needed for implementation.
16
• Scope of work including specific tasks.
• Schedule.
• Estimated resource requirements, if applicable (dollars and personnel time).
• Anticipated results.
• Performance measures.
Outline Action Plans for late 2004 through 2007 - Action plans for subsequent years will
also be drafted in outline form. The key word here is "draft;" these action plans have to
be flexible enough to be revisited after 2003 and adjusted to reflect any changes in the
marketplace. It is intended that these plans will not be as detailed as those developed
in the previous step. {Black & Veatch responsibilities: preparation of materials for and
conduct of workshop; summarize /distribute results of workshop)
Subtask 6.05 Prepare for Steering Committee Workshop No. 3.
The steps necessary to prepare for Workshop No. 3 will be similar to those followed for
Workshop No. 2.
Subtask 6.06 Conduct Steering Committee Workshop No. 3 (Review of Team Action
Plans)
The results of. Team Workshops 2A -2D will be summarized and presented to the
Steering Committee in Workshop No. 3. The purpose of this workshop is to ensure that
the plan for each team supports the Division's strategies, and to provide further
guidance /refinement as necessary.
At this workshop, each team will be asked to provide a brief presentation of its particular
plan for comment. The Workshop will also provide the opportunity for one last review of
the draft products of each of the previous workshops. It is anticipated that Workshop
No. 3 will also require two days and will include the Steering Committee and one -two
members of each team (in addition to Steering Committee representative for each
team).
The outcome of Workshop No. 3 will be the complete draft of the Plan. {Black & Veatch
responsibilities: preparation of materials for and conduct of workshop;
summarize /distribute results of workshop}
Task 7: Design and Produce the 2001 Program Document
The Program will contain a significant amount of information. To appropriately convey
this information to its stakeholders, including its own staff, the Division's Program
Document must be carefully thought -out and designed to be effective in conveying its
message to a very diverse group of readers. In this Task, we will work with a Division
subcommittee designated by the Steering Committee to develop the format, layout and
presentation characteristics of the Program Document.
The options and the committee's recommended selection of the report format, structure
and content will be reviewed with the Division Manager. After agreement is reached,
we will provide 30 copies and one original of the Program document to the Division.
{Black & Veatch responsibilities: preparation of final report
Phase 11 Cost Estimate
The level of effort and cost required to complete Phase II scope of services will be
determined based on the results of Phase I work.
17
•
•
Schedule
Figure 2 illustrates an estimated timeline that will be required to complete the work plan.
The schedule has been developed to help alleviate potential Division staffing problems
during the summer months.
2001 2002
Task Description July Aug. Sept. Oct. Nov. Dec. Jan. Febr. Mar. April
1.01 Kick -Off Meetings • •
1.02 Collect/Review Background Documents /Data
2.01 Focus Group Meetings
2.02 SWOT Analysis
2.03 SWOT Report/Recommendations •
3.00 Stakeholder Participation Program
, 4 01 Prepare for St. Comm. Workshop #1
4.02 Steering Committee Workshop #1 s
4.03 Team Workshops #1A through #1D . •
54)0 Performance Measurement System
6.01 Prepare for St. Comm. Workshop #2
6.02 Steering Committee Workshop #2 •
6.03 Prepare for Team Workshops #2A -#2D
6.04 Team Workshops #2A through #2D •
6.05 Prepare for St. Comm. Workshop #3
6.06 Steering Committee Workshop #3 •
7.00 SBP Report
Workshops • Meetings/Presentations ♦ Reports
Figure 2 — Preliminary Timeline
•
19
Introduction of Program
Kick -off Meeting
Data Collection/
Review
Stakeholder Interviews Focus Group Meetings
SWOT Workshop
(Steering Committee) Prepare
11,1 SWOT Report
Steering Committee
Workshop #1
Team Workshops
#1A, #1B, #1C, #1D
Steering Committee
Workshop #2
Performance
1 1 Measures Workshop
Team Workshops (Steering Committee) •
#2A, #2B, #2C, #2D
Steering Committee
Workshop #3
Prepare Report
20
•
Exhibit `C'
Basis for Billing
Fees for services outlined above in Phase I, and Phase II will be based on hourly rates
for individuals directly involved in the study plus actual direct expenses incurred.
Current billing rates are shown in the tabulation below. Direct expenses include costs
for such items as travel, postage, and reproduction costs.
Hourly
Rates
Principal Consultants $150 -170
Senior Consultants $130 -140
Consultants $ 120
Associates $ 75
Administrative $ 55
21
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT * Item No.
For Meeting of August 7, 2001
ITEM TITLE: Consideration of a Resolution Authorizing execution of a contract with Black &
Veatch, for management consulting services related to development of a
regulatory compliance and professional development plan.
SUBMITTED BY: Dueane Calvin, Water /Irrigation Manager
Dave Brown, Water /Irrigation Engineer
Glenn Rice, Assistant City Manager
CONTACT PERSON/TELEPHONE: Dueane Calvin 576 -6154
SUMMARY EXPLANATION: The objective of this program will be to develop a long -term
business plan that will help guide the Water & Irrigation Division as it works to meet the
many regulatory challenges, and mandates coming from all levels of government. The
program will result in the development of a written report that will be presented to City
Council at the conclusion of the work. This report, utilizing training and procedures put in
place during the plans development, will be updated annual, thereby provide a consistent
and detailed assessment of the Divisions activities. This effort is intended to give guidance
and clarity to the division's role related to numerous regulatory requirements, identify
specific opportunities for professional development, thereby enabling the division to more
fully support and achieve Council's goals and objectives.
(continued)
Resolution X Ordinance Other (Specify)
Contract X Mail to (name and address):
Black & Veatch, 720 Third Ave., Suite 1100, Seattle, WA 98104
Attention: Pam Lemoine, Project Manager Phone: (206) 682 -1133
Funding Source Domestic and Ilia -tion Water O• ;ratin. - Funds 474 and 475
APPROVED FOR SUBMITTAL: 111 %,--- a City Manager
STAFF RECOMMENDATION: Staff recommends approval of the resolution
authorizing the City Manager to execute the accompanying contract with Black and
Veatch.
BOARD /COMMISSION RECOMMENDATION:
COUNCIL ACTION: Resolution adopted. RESOLU`I`ON NO. R -2001 -115
The work plan is divided into two separate phases. Phase I (2001) — Development of Division
goals and Objectives, incorporating its defined vision, mission and values at an estimated cost
of $38,323, which funds are available as the result of saving garnered through careful budget
management; and Phase II (2002) — Development of Strategies and Action Plans, building on
the results of Phase I . Phase I I cost will be determined as a part of the work effort in Phase I of
the program and such costs will not exceed $40,000, and would be budgeted accordingly.
A professional services agreement is necessary because the City does not have staff with the
expertise and skills needed, nor is the time available to produce a business plan of this
magnitude, and training appropriate for implementation of such a plan.
All provisions of state law and City policy relating to the selection process for a
professional services provider have been followed.
' TRANSMITTAL
' 'y Water /Irrigation Division
+� 2301 Fruitvale Blvd.
Tuesday, July 31, 2001
To: The Honorable Mayor, Council Members, and Dick Zais, City Manager
From: Dueane Calvin, Water /Irrigation Manager
Dave Brown, Water /Irrigation Engineer
Glenn Rice, Assistant City Manager
Subject: Regulatory Compliance and Professional Development Plan
The City of Yakima's Water & Irrigation Division has been in existence since the
City was formed. The water and irrigation system was developed through a process of
evolution and for the most part the methods used to operate and maintain the system
have worked reasonably well. However, like many similar systems, the methods and
management approach have become antiquated, and ill suited to meeting the regulatory
and mandated requirements of today, let alone those of tomorrows.
The Division's 5 year plan, which was initially developed in 1996 and has since
experienced periodic updates, has been instrumental in allowing upper management
and Council to support the ongoing efforts of the Division to respond to these recent
needs through change and redirection. In a large part this support has come through
policy changes and budgetary updates. Since the development of that Plan, a number
of critical issues and projects that were on the horizon then have fully developed. The
Division needs to position itself to successfully address and fund these activities in order
to ensure division's future success.
Some of the predominant regulatory and mandated issues immediately facing us
are arise from the following areas: 1) potential resolution of the Acquavella proceedings,
2) the Endangered Species Act, 3) further and more finite regulation under the Safe
Drinking Water Act, 4) aging infrastructure (especially irrigation and the central business
district in the domestic system), 5) a changing economic climate that we must be
prepared to meet in a timely and cost effective manner. Given the importance of these
issues, as well as the sometimes - diverging goals inferred by such, it is imperative that
the Division develop a structured, comprehensive strategic program to be used as
guidance for current and future efforts. Only through such a focused management
approach will the future of the City, the Division and its employees be secured.
The development a program of this significance and magnitude can only be
accomplished with knowledgeable, outside help, and we have therefore attached the
appropriate documents to obtain the necessary consultant services.
The consulting work embodied in this proposal has been separated into two
phases. Phase I would occur in the second half of 2001 is unbudgeted, however it can
be funded out of known savings from within the domestic and irrigation water operating
budgets. It is presently estimated that the Phase I cost would be $38,323. Utilization of
these funds will not impair any future activities of the Division, and in fact the Plan will
provide assurances that future budget proposals can be fully met. The Plan resulting
from Phase I activities will be a Division mission and vision, as well as a set of goals
and objectives.
Phase II will build on Phase I results, and would result in a regulatory compliance
and professional development plan designed to meet the Division goals both in the
short and long term. Phase II costs would be included in the Division's operating budget
for 2002, with the work being undertaken in the first half of the year. The estimated cost
for Phase 11 work would be approximately $42,000, and the cost estimate would be
further refined near the end of the Phase I program.
No rate increases will be required to undertake this program. The completion of
this program will provide further training for staff, as well as provide guidance to the
Divisions work efforts. The resulting improved quality of work, and probable containment
of future costs would thereby work to ensure that the recently adopted 5 -year rate
increase would continue to be adequate for the planning horizon.
We recommend that Black & Veatch's Management Consulting Division be
engaged to conduct the proposed work. The personnel from Black & Veatch that have
worked with the Division since 1996 providing both the Domestic Water and Irrigation
financial /rate models, as well as on -going guidance on a variety of other issues, would
be actively engaged in this program.
Yakima,
Washington
.......... ,,,,,,,,,
Waterllrrigation Division
Program Development
Prepared by
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July 2002
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1 PROGRAM DEVELOPMENT
Table of Contents
1 ACKNOWLEDGEMENTS i
STEERING COMMITTEE ... .. ... 1
TEAM MEMBERS i
ADDITIONAL ACKNOWLEDGEMENTS 1
INTRODUCTION 2
1 CONTENTS OF THIS REPORT 2
i ELEMENTS OF THE PROGRAM 2
FOCUS GROUP AND STAKEHOLDER INPUT 5
I SWOT (STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS) ANALYSIS 5
DIVISION -WIDE PROGRAM ELEMENTS 5
DIVISION VALUES 5
DIVISION MISSION STATEMENT ••• 6
DIVISION VISION 6
I DIVISION GOALS AND OBJECTIVES 7
IRRIGATION TEAM PROGRAM ELEMENTS 9
IRRIGATION TEAM MISSION STATEMENT 9
1 IRRIGATION TEAM VISION 9
IRRIGATION TEAM GOALS AND OBJECTIVES 9
MANAGEMENT TEAM PROGRAM ELEMENTS 11
I MANAGEMENT TEAM MISSION STATEMENT 11
MANAGEMENT TEAM VISION 11
MANAGEMENT TEAM GOALS AND OBJECTIVES 11
I I DISTRIBUTION TEAM PROGRAM ELEMENTS 13
DISTRIBUTION TEAM MISSION STATEMENT 13
DISTRIBUTION TEAM VISION 14
DISTRIBUTION TEAM GOALS AND OBJECTIVES 14
SUPPLY /TREATMENT TEAM PROGRAM ELEMENTS 16
I SUPPLY /TREATMENT TEAM MISSION STATEMENT 16
SUPPLY /TREATMENT TEAM VISION 16
SUPPLY /TREATMENT TEAM GOALS AND OBJECTIVES 16
I ADMINISTRATION TEAM PROGRAM ELEMENTS 17
ADMINISTRATION TEAM MISSION STATEMENT 17
ADMINISTRATION TEAM VISION 18
II ADMINISTRATION TEAM GOALS AND OBJECTIVES . 18
ACTION PLANS 19
II July 8, 2002
la
BLACK & VEATCH
Program Development - i -
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City of Yakima, Washington �
Water /Irrigation Division N';.,
IRRIGATION TEAM ACTION PLANS . .. ... . . • . .. ... .. . .. . . •• ........ . . 20
1 MANAGEMENT TEAM ACTION PLANS . .. . . .... . ... . . 22
DISTRIBUTION TEAM ACTION PLANS......... 25
SUPPLY /TREATMENT TEAM ACTION PLANS 27
I ADMINISTRATION TEAM ACTION PLANS 29
VELOPMENT OF PERFORMANCE MEASURES 30
GOAL #1: ENSURE A POSITIVE WORKING ENVIRONMENT 31
I GOAL #2: INCREASE PUBLIC AWARENESS 31
GOAL #3: ENHANCE POSITIVE CUSTOMER RELATIONS 31
GOAL #4: OPTIMIZE SHORT- AND LONG -TERM FINANCIAL RESOURCES 32
I GOAL #5: MAXIMIZE INNOVATIVE TECHNIQUES 32
GOAL #6: PROMOTE THE CONTINUAL IMPROVEMENT OF THE CITY'S INFRASTRUCTURE 32
GOAL #7: ENSURE SAFETY WITH THE HIGHEST STANDARDS 32
GOAL #8: OPTIMIZE THE USE OF AVAILABLE RESOURCES CITY -WIDE 32
I FUTURE WORK EFFORTS 32
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July 8, 2002
1.
BLACK & VEATCH
Program Development - ii -
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It City of Yakima, Washington
Water /Irrigation Division ; ``' `
• ACKNOWLEDGEMENTS
A project such as this cannot be successfully completed without the hard work of many
j, people. The Consultant Team would like to acknowledge the following groups and
individuals who participated in one or more aspect of the Program Development.
I Steering Committee
Name Section Position within Division
I Jeff Morns Distribution Waterworks Specialist II
Ron Gilpin Distribution Waterworks Crew Leader
Rich Sanislo Irrigation Irrigation Specialist II
Jeff Bond Supply / Treatment WTP Chief Operator
Alvie Maxey Distribution Water Distribution Supervisor
Ron Smith Admin. Utility Locator
I
Dueane Calvin Division Manager Manager (ex- officio member)
Team Members
Distribution Irrigation Supply / Management Admin.
Team Team Treatment Team Team
Team
I Kevin Rivard Alvie L. Maxey George Dibble Ron Foreman Arlene Betzmg
(Chair) (Chair) (Chair) (Chair) (Chair)
Dusty Miley Brian Vetsch Mel Young Rich Peck Lynne Bick
I James Dean J.R. Rapp Shane Counts Dave Brown Ron Smith
Jim Bumgarner Walt Fndley Mike Swearngm Alvie Maxey Steve Martinez
Rich Guerin Rich Martin Terry Wakefield
I Alvie Maxey Terry Wakefield Ron Foreman Dave Brown
(ex- officio) (ex- officio) (ex- officio) (ex- officio)
Additional Acknowledgements
In addition, we would like to thank those stakeholders who participated in one -on -one
interviews with the Consultant Team, providing valuable insight and input at the beginning
of the Program Development, helping guide the Steering Committee in the development of
the Program. We would like to thank all employees, whose active participation and
I openness during several Focus Group Meetings provided the Teams and Steering
Committee with important information and insight from the onset of the Program
Development.
Finally, we would like to thank Maria Martinez, Irrigation DA III, for her work as Program
Development Administrator, for her work in organizing and scheduling the numerous
meetings and workshops that were required, as well as in distributing interim results and
1' memorandums to participants.
1 July 8, 2002
a.
BLACK & VEATCH
Program Development -1 - c
City of Yakima, Washington
Water /Irrigation Division
INTRODUCTION
The Water /Irrigation Division of the City of Yakima provides domestic water and
irrigation water to a significant portion of the population in and around the City of Yakima.
The Division has been successful over the years due in large part to the management of the
Division and the dedication and hard work of all employees. In recent years however, the
Division has experienced increasingly difficult and complex issues in the form of new
regulations, water rights, aging infrastructure, and limited resources. While the Division
has been successful in the past, the complexity of the industry and challenges facing the
Division now and in the future necessitate a more coordinated approach.
There are three basic elements that are essential for the long -term success of an
organization:
• shared vision of goals within the organization;
• a common understanding of the available resources, operating environment and
principles upon which the strategies and organizational efforts will be based; and
• broad acceptance of direction and urgency of strategies and implementation plans and
support for the direction they require
In order for the Division to be successful in the future, it is essential for it to operate under
a defined program that integrates the above elements, enabling the Division to maximize
resources and conduct its business in the most cost - effective manner possible. Because of
this, the Division has undertaken a Program Development, to provide focus and direction
to the Division now and in the future.
CONTENTS OF THIS REPORT
This Report summarizes the work conducted during the Program Development to date. It
is organized into several sections, each summarizing a major component the Program. A
description of the basic elements of the Program is followed by a summary of the results of
work conducted by the Steering Committee and five Teams. The report also summarizes
the performance measures that have been identified to help evaluate the Division's success
in meeting its goals.
ELEMENTS OF THE PROGRAM
The Program is envisioned to be a living document that all Division employees can
support. While some elements may remain relatively intact for many years, other elements
may, and likely will, change from year to year. This approach helps ensure that the
Program does not become a "snapshot" effort, but rather an ongoing Program that evolves
and changes over time to react to changes in the Division's operating environment.
There are five (5) basic elements that comprise the Program.
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Values — define those attributes that are important to the organization in
fulfillment of its mission
Vision — provides internal link between concept and implementation
Mission — defines purpose or "soul" or the organization
Goals and Objectives — goals directly support mission statement and outline
how the mission will be obtained. Objectives describe in general how the
goals will be obtained and are meant to describe how the mission and goals
will be accomplished.
I Action Plans — go beyond objectives by further defining how goals will be
achieved. Action Plans are concrete activities that include a schedule, scope
and budget.
I ' Each of these elements has been incorporated into the Program. In addition, because the
Division is diverse in the work that is conducted, five (5) teams were created to develop
section - specific plans to help further refine efforts within the Division. It is anticipated
that certain portions of the Team - specific plans will merge as the Division moves forward
with implementation of Program elements, due to the similarities between the Team plans.
11 ; Work Plan for Developing the Program
All employees and several stakeholders were involved in developing the Program. The
following schematic illustrates the work plan that was undertaken in completing the first
phase of the Program.
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Water /Irrigation Division
Introduction of Project
•
Kick -off Meeting Data Collection/
Review
• •
Stakeholder Interviews Focus Group Meetings
SWOT Workshop
(Steering Committee) Prepare SWOT
l • Report
Steering Committee
Workshop #1
•
Team Workshops
#1A, #1B, #1C, #1D, #1E
•
Steering Committee
Workshop #2
•
St Team Workshops
#2A, #2B, #2C, #2D, #2E Performance Measures
Workshop (Steering
Steering Committee Committee)
Workshop #3
t
Prepare Final Report
At the beginning of the Program Development, the Consultant Team met with several
different stakeholders, including City Council members, the Mayor, City Manager,
1 Assistant City Manager and customer representatives, to learn more about their perspective
of the Division, their concerns, and issues that are important to them. We also met with all
employees during three focus group meetings, to gain input concerning areas of strength
within the Division, areas for potential improvement, opportunities for the future, and other
issues that are important to employees. This information was provided to the Steering
Committee and was an important source of information as the Steering Committee
.1' conducted a formal SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis.
Once the Steering Committee had completed the SWOT analysis, it met to develop a draft
Division -wide vision, mission, and values. Each of the five Teams then met to develop
draft vision, mission and values that relate specifically to the section/group represented.
The Steering Committee met again to review the Team's work and to develop goals and
objectives for the Division as a whole. Following the Steering Committee's workshop, the
Teams met a second time to further refine their goals and objectives, and to identify action
plans that would help support each Team's goals in particular, but also the Division's
goals. The Steering Committee met a third time to review the Teams' work and to finalize
the Division elements.
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The Steering Committee also met in a separate one -day workshop to develop performance
111 ' measures for the Division. These performance measures will provide quantitative evidence
of the Division's success in meeting its goals.
FOCUS GROUP AND STAKEHOLDER INPUT
An important element in the Program Development is the input provided by employees and
II; stakeholders. At the beginning of the work effort, the Consultant Team met with a variety of
stakeholders during one -on -one interviews to allow for a candid discussion of the Division's
external reputation, operating practices, customer service performance and image within the
community and the water industry. In addition, the meetings provided an opportunity to gain an
external perspective of how the Division is currently performing its internal functions. Stakeholder
interviews were held with several policy makers, including City Council members, the Mayor, the
I City Manager, the Assistant City Manager. We also met with several customer representatives,
including both domestic and irrigation water customers.
In addition, we conducted three focus group meetings to obtain employee perspectives on the
I performance of the organization, its potential for success and many other issues. The discussions
held dunng these meetings provided valuable information for the Steenng Committee in the areas
of strengths and weaknesses of the Division, challenges that employees face in meeting service
i demands, constraints to service delivery, and other related issues.
SWOT (STRENGTHS, WEAKNESSES, OPPORTUNITIES AND
THREATS) ANALYSIS
A SWOT analysis is an excellent tool to examine the internal strengths and weaknesses of
an organization while also focusing on the external opportunities and threats. The analysis
begins with a brainstorming session, where participants focus on strengths first, followed
• by the organization's weaknesses. The discussion then concentrates on external forces by
i identifying opportunities followed by potential threats. Following the brainstorming
session, ideas and comments are discussed by the group.
The Steering Committee completed a SWOT analysis after reviewing information obtained
from the Stakeholder and Focus Group meetings, and prior to beginning the development
of the Program. The information obtained in completing this effort was used by the
Steering Committee as it developed the various elements of the Program.
DIVISION -WIDE PROGRAM ELEMENTS
I The following sub - sections present the final results of the Steering Committee's efforts
related to the Program Development.
I ' Division Values
To promote the betterment of the City of Yakima and its citizens and provide a positive
1 work environment for our employees, we integrate seven core values into our work ethic:
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111 Water /Irrigation Division
> Honesty & Integrity
We conduct our daily business in a fair, straightforward, and professional manner
that reflects favorably on our Division, our City, and on each of us. We hold
ourselves to the highest standards of conduct no matter the situation.
• Trust & Collaboration
We build confidence in each other and with our customers through fair and
forthright actions that promote reliance on our integrity, abilities, and judgments.
• Respect & Self -worth
We are sincere and treat each other with dignity by listening, communicating, and
valuing our individual differences and contributions.
Equality & Fairness
Mutual respect and collaborative thinking guide our standard of consistent, equal,
and fair treatment of all employees and customers regardless of individual
circumstances.
• Quality of Product /Service
As we work in a dynamic environment, we strive to employ innovative and creative
techniques for dependable and continuous improvement in the quality of our
products and level of customer satisfaction.
,; ➢ Accountability
We hold ourselves accountable for the quality of our work and the results we
achieve as individuals, as a Division, and as contributors to the City as a whole. We
encourage accountability from our customers and business partners to achieve cost -
effectiveness in our services.
Stewardship
We commit ourselves to the careful and responsible management of our renewable
water resource and of public funds by conducting our daily business in an efficient
and cost - effective manner while incorporating a long -range perspective of the
needs of all internal and external stakeholders.
Division Mission Statement
To provide the current and future citizens of Yakima and surrounding communities with a
cost efficient, reliable supply of irrigation and quality domestic water, while exceeding
customer expectations.
Division Vision
Working Together Toward Excellence in Service and Quality.
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Division Goals and Objectives
The following goals, and associated objectives, have been identified for the Division as a
whole.
1 Goal #1: Ensure a Positive Working Environment
> Make physical improvements to the water /irrigation shop to include expanding
restrooms, improving office facilities, and temperature control
> Establish a monthly joint forum for all Division employees to share information, issues
and concerns
• Develop and implement a comprehensive training program to include effective
communications, safety and technical skills
Develop and implement an improved performance evaluation process to include
constructive feedback, employee recognition and accountability measures at all levels
within the Division
• On a periodic basis, evaluate employee classifications and compensation levels to
ensure fairness and equity
> Identify potential events /opportunities to bring Division employees together with other
City divisions
> Establish and implement a communications plan to facilitate effective communications
within Division sections, within the entire Division, and City -wide
Develop formal, written descriptions, along with appropriate performance standards, of
individual and group roles and responsibilities
Goal #2: Increase Public Awareness
• Form a committee to create and implement a media relations program
• Investigate the feasibility of establishing and filling a new public relations position
within the Division
• Identify mechanisms and timelines for disseminating important information to the
public to include notifications of upcoming repair and maintenance disruptions, safety
hazards /issues, rate increases, Division achievements, etc.
Goal #3: Enhance Positive Customer Relations
• Provide training for employees on how to effectively interact with the public
Conduct a customer survey regarding Division performance for use in developing
internal benchmarks for improving the quality of customer services
• Develop customer service follow -up guidelines, identifying responsibilities, required
actions, etc. to satisfy customer concerns
• Develop a marketing plan to positively enhance the image of the Division
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Goal #4: Optimize Short- and Long -term Financial Resources
,l Evaluate and enhance current grant writing capabilities
> Examine and revise, if necessary, current Division policies regarding the use of reserve
it funds
> Work with appropriate City divisions to conduct a study of General Fund overhead
I
allocations /other non - utility uses of water /irrigation funds
Develop and implement effective tools for monitoring, evaluating, prioritizing and
managing Division costs
Goal #5: Maximize Innovative Techniques
• Encourage and support employee attendance at regional and national industry
1 conferences
• Identify opportunities and schedule visits to water /irrigation utilities utilizing state-of-
111 the-art techniques
• Research and apply new computer technology to water operations
• Identify and utilize media resources, trade journals and cooperative efforts with other
agencies to identify new techniques to improve efficiency and safety.
Goal #6: Promote the Continual Improvement of the City's Infrastructure
• Develop and implement improved techniques for capital improvement planning,
prioritization and tracking of results
I ➢ Maintain an asset inventory and evaluate age /condition of infrastructure assets.
Recommend repair and replacement, when appropriate, through the capital
improvement program
I ➢ Establish and annually fund a capital replacement and maintenance program
Reduce number of main breaks and other emergency repairs by developing and
I annually updating a preventative maintenance program
• Identify needs and develop a staffing plan for all sections within the Division (to
I
include succession planning for upcoming retirements)
• Evaluate current policies regarding inter - department resource sharing and work with
appropriate personnel to facilitate revisions to promote resources sharing within all
It City division (equipment, personnel, training, etc.)
Goal #7: Ensure Safety With the Highest Standards
i. > Create and implement a safe working environment plan to include appropriate annual
training, operating procedures, equipment and staffing levels
I > Investigate best management practices for safety and incorporate techniques into
Division practice
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Water /Irrigation Division
s Develop, implement and monitor indicators of system performance
s Keep abreast of all OSHA requirements, water quality standards and regulations, and
other industry standards for safety
IRRIGATION TEAM PROGRAM ELEMENTS
Irrigation Team Mission Statement
To continuously maintain and improve the City's irrigation system in a cost - efficient
manner, working together with all stakeholders while providing good customer service and
a quality product.
•
Irrigation Team Vision
Overcomin g Today's 's Challen g es for a Greener Tomorrow
Irrigation Team Goals and Objectives
The following goals, and associated objectives, have been identified for the Irrigation
Team. Also provided is the prioritization for each objective. Action plans have or will be
developed for short-term objectives (those with a 0 -2 year priority). Long -term objectives
will continue to be evaluated and action plans will be developed at the point such
objectives become short-term objectives.
Provide Continual Training to Ensure High Levels of Competence and Safety
Provide periodic comprehensive training to new and existing employees on all
irrigation operations (0 -2 year priority)
• Provide cross - training between field and office crews to improve understanding of
functions to better communicate to the public (0 -2 year priority)
• Periodically survey employees regarding safety issues of concern and develop a
program to respond to those issues (3 -5 year priority)
• Develop a means of transferring new knowledge from employees returning from
training (3 -5 year priority)
Utilize New Techniques and Products to Improve Efficiency and Safety
Investigate and implement new techniques and equipment for excavating, shoring,
trenching and main line repair and replacement (0 -2 year priority)
• Investigate availability of computer systems to improve irrigation operations (mapping,
data gathering/analysis, status reporting) (3 -5 year priority)
• Implement a program to ensure current knowledge of newly developed techniques and
equipment (3 -5 year priority)
• Update computer systems; upgrade AIMMS to a bar code system (3 -5 year priority)
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Provide appropriate training to entire crew to be able to fully utilize irrigation section
computer systems (3 -5 year priority)
Increase Public Awareness of Irrigation Water and Systems
s Create a pamphlet to make the public aware of irrigation section (describes what the
irrigation section does, who we are, and answers many of the frequently -asked
questions, troubleshooting guidelines, etc. (0 -2 year priority)
• Distribute a periodic newsletter /status report about what is going on with the Irrigation
system (public service fair) (3 -5 year priority)
Establish ongoing public relations program with radio and TV to get the word out
about system problems, issues, startups, shutdowns, etc. (3 -5 year priority)
• Increase public awareness of the hazards of drinking irrigation water through fliers,
utility inserts, door hangers, etc. (3 -5 year priority).
Ensure Timely Replacement of Major Irrigation Pipe Systems
• Establish a grant /loan coordinator position to identify and pursue potential sources of
grant funds and low- interest loans (0 -2 year priority)
• Coordinate with City Engineering for implementation of capital improvement projects
once funding has been received (0 -2 year priority)
Investigate other potential revenue sources and incorporate viable alternatives in the 5-
year financial plan (0 -2 year priority)
Improve Effectiveness of Maintenance Programs
• Establish a preventative maintenance program with a long -term perspective (0 -2 year
priority)
• Replace equipment and/or main lines rather than repair when it makes long -term
economic sense (0 -2 year priority)
• Investigate more efficient, less labor- intensive techniques for maintenance programs
(3 -5 year priority)
�. Improve Communication and Coordination with Other Irrigation
Organizations
Hold meetings with other irrigation companies in the area to discuss start-up and shut-
down (0 -2 year priority)
Communicate with other irrigation companies (send out memos /flyers) regarding
changes in policies or operations that affect the other irrigation companies (0 -2 year
priority)
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Water /Irrigation Division
Promote Effective Interaction between the Irrigation Section and
Government Agencies and Other Internal City Departments
> Meet regularly with other City entities to develop agreements for mutual cooperation
(0 -2 year priority)
> Communicate with Department of Fish and Wildlife and Bureau of Reclamation
regarding start-up, shut -down and other changes in policy or operation (3 -5 year
priority)
Improve Communication with All Levels of City Management
• Schedule meetings with management so irrigation representatives can make City
Council, City Manager, staff and other stakeholders aware of irrigation section
accomplishments, goals, challenges and opportunities (0 -2 year priority)
Establish monthly meetings /communication with Division management regarding
goals, accomplishments, challenges and opportunities (0 -2 year priority)
Communicate periodically with supervisor regarding customers and employee needs
and concerns (0 -2 year priority)
Invite City and Division Management to visit irrigation employees in the field to get a
"real" view of operations (0 -2 year priority)
Periodic status reports from management regarding projects and activities (3 -5 year
I priority)
• Implement "Program Development" Project City -wide and update and revise regularly
in order to recognize changing conditions (3 -5 year priority)
MANAGEMENT TEAM PROGRAM ELEMENTS
Management Team Mission Statement
To provide positive leadership through ongoing communication, direction, and
coordination, while ensuring the necessary resources to accomplish the Division's present
and future needs.
Management Team Vision
Commitment to Shared Success Through Positive Leadership.
Management Team Goals and Objectives
The following goals, and associated objectives, have been identified for the Management
Team. Also provided is the prioritization for each objective. Action plans have or will be
developed for short-term objectives (those with a 0 -2 year priority). Long -term objectives
will continue to be evaluated and action plans will be developed at the point such
1 objectives become short-term objectives.
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Provide Needed Resources to Improve and Maintain the Water Systems
it Develop a 6 -year water system plan to include identification of funding for most
critical capital needs (0 -2 year priority)
I > Maintain adequate staffing and equipment to ensure performance and safety at a quality
level (0 -2 year priority)
I > A study to provide detail age /condition data to City Manager and City Council
regarding system condition (3 -5 year priority
• Analyze training needs, provide training, and train key employees to be trainers (3 -5
1 year priority)
• Analyze in -house capabilities versus outsourcing for certain functions (3 -5 year
I priority)
• Continue to look for outside financial assistance (grants /loans) to improve the water
system (3 -5 year priority)
I , ➢ Study the cost of operations from a cost - effectiveness perspective with an eye toward
freeing up funds for system improvement (operations assessment) (3 -5 year priority)
• Compare Yakima against other cities, what can we learn to help address revenue
resource issues (3 -5 year priority)
5
Boost Employee Morale
• Hold Section meetings in between Division meetings to keep employees informed of
I progress on those activities (0 -2 year priority)
• Survey employees to determine levels of morale and issues that are preventing higher
levels of morale; utilize employee group(s) to address the most critical issues (0 -2 year
priority)
• Give employees as much responsibility and autonomy as they can handle (0 -2 year
priority)
I • Improve timeliness in addressing employee issues (0 -2 year priority)
• Recommend/propose to City Management/Human Resources that they adopt a policy
of paying salaries that are equitable compared with other departments and other cities
of comparable size and complexity (3 -5 year priority)
I > Develop clear job descriptions, performance standards, roles and responsibilities (3 -5
year priority)
I Promote Public Awareness
• Develop a monthly report of Division accomplishments to keep City Manager /City
Council aware of Division work; could be picked up by public or used by Mayor at
I press conferences or discussed by Council on TV (0 -2 year priority)
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Water /Irrigation Division
• Distribute newsletter /flyers to customers about Division operations, frequently -asked
questions, etc. (Maria's Meet the Staff Book, Consumer Confidence Report) (3 -5 year
priority)
Utilize YCTV and other free public channels to get information to the public (3 -5 year
priority)
• Call media and hold press conferences on cntical /important issues or events (3 -5 year
�. priority)
> Survey of public and customer perceptions; distribute results to an employee work
group to analyze feedback and address critical issues (3 -5 year priority)
> Identify Division and Section property and equipment (names on trucks) (3 -5 year
priority)
Encourage Employee n Involvement g p y
• Ask employees for their ideas on decisions that will affect them (use workshops around
major issues (0 -2 year priority)
• Continue to use training ( "Influencing Skills ") as a means of communicating and
problem - solving (0 -2 year priority)
• Act on employee comments /concerns in a timely manner (0 -2 year priority)
Continue to use the 5 teams currently working on "Program Development" for other
problem - solving activities (0 -2 year priority)
Emphasize Teamwork
• Train selected key people to be trainers on appropriate skills (0 -2 year priority)
• Review recent teamwork accomplishment between Sections and Divisions (3 -5 year
priority)
• Recognize other departments and divisions when they do things to help
Water /Irrigation Division (3 -5 year priority).
Foster Initiative
1 ➢ Encourage employees to solve problems, make decisions, and take actions rather than
waiting for supervisor to do or ask (0 -2 year priority).
DISTRIBUTION TEAM PROGRAM ELEMENTS
Distribution Team Mission Statement
To satisfy our customers' need for a continuous supply of domestic water and fire
protection by maintaining the water system in a cost - effective and timely manner.
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Distribution Team Vision
Working Together for Excellence in Water Distribution.
Distribution Team Goals and Objectives
The following g oals, and associated objectives, have been identified for the Distribution
Team. Also provided is the prioritization for each objective. Action plans have or will be
developed for short-term objectives (those with a 0 -2 year priority). Long -term objectives
will continue to be evaluated and action plans will be developed at the point such
objectives become short-term objectives.
Improve Communication and Trust Within the Distribution Section and
Within the Division
Conduct a Division -wide business meeting at least quarterly to share information and
ask questions regarding all sections and the Division as the whole (keep current rather
than complaint session on old issues (0 -2 year priority)
> Management to be accountable for the same behaviors that are asked of employees; to
honor commitments; to follow - through on issues; to act consistently; to own the
responsibility of clear communication (currently blaming employees for not knowing);
and to be open to hearing employee concerns (0 -2 year priority)
• Continue to hold safety meetings once a week and add discussion of upcoming
activities so people can be prepared in advance of the work (0 -2 year priority)
• Schedule an informal meeting at least quarterly with the Division Manger and the
Water Distribution Section to discuss current situation, future direction, etc. (3 -5 year
priority)
• Evaluate the feasibility of establishing and filling a new position to assist the
supervisor (a person to be out with the crew and respond to issues and concerns on the
spot (3 -5 year priority)
Improve the Image of the Distribution Section with the Public
• Utilize the Consumer Confidence Report to inform the public of current and upcoming
activities, in addition to just complying with sate /federal requirements (inform public
why a certain number of people do certain hazardous activities (0 -2 year priority)
• Provide customer service training for management and employees (0 -2 year priority)
• Utilize utility bill inserts to provide information to the public (3 -5 year priority)
• Communicate more of water section's activities through local media (main breaks,
upcoming projects, long -term goals, changing standards, etc. (3 -5 year priority)
• Better organization of crew so too many employees don't show up to do the work and
employees are then seen standing around (3 -5 year priority)
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Water /Irrigation Division
> Develop a program for customers to visit jobsite and /or facilities to learn what we do —
develop support (3 -5 year priority)
Provide a Positive Work Environment Within the Water Distribution Section
> Strive for higher levels of open- mindedness, consideration of other's feelings when
suggesting ideas, and respect in talking with people (0 -2 year priority)
Have proper safety equipment, maintain equipment, necessary safety training, clean
and organized work sites (0 -2 year priority)
• Work as a team to get the job done efficiently, regardless of position/level (0 -2 years)
Provide leadership training classes for all managers, supervisors, crew leaders and all
interested employees (3 -5 year priority)
1 • Develop a set of incentives, monetary and tangible, to recognize employee and group
achievement (3 -5 year priority)
• Have an improved facility for the water and irrigation sections (to accommodate both
people and vehicles (3 -5 year priority)
Build Positive Relationships with Other Internal City Organizations
• Provide cross - training between other divisions (streets, sewer, customer service) and
the water section so they will understand the impact of tearing out valves, meters, and
are able to take care of more of the problems themselves (0 -2 year priority)
• Easy access for sharing of equipment and consideration of returning in same condition
as received (3 -5 year priority)
Maintain Water Distribution System at the Highest Standards for Quality and
Safety
Implement a more aggressive replacement program for water services and hydrants
(not just respond to failures) (3 -5 year priority)
Provide more security for the reservoirs — fencing, cameras, etc. (3 -5 year priority)
Promote and Develop a Positive Work Ethic Within the Water Distribution
Section
• Re- evaluate the existing evaluation process to reflect input from supervisors, peers, etc.
that employees have actually worked with during the review period and to include job
specific evaluation criteria (360 degree review) (0 -2 year priority)
Increase the Level of Training to Ensure Competence /Safety
• Analyze training needs and provide a mix of internal and external training to meet
employee needs and interests (0 -2 years)
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SUPPLY /TREATMENT TEAM PROGRAM ELEMENTS
Supply /Treatment Team Mission Statement
To provide a safe and adequate domestic water supply that meets or exceeds government
standards and provides quality drinking water for our customers now and into the future.
Supply /Treatment Team Vision
Safe Water Now and for the Future.
Supply /Treatment Team Goals and Objectives
The following goals, and associated objectives, have been identified for the
Supply /Treatment Team. Also provided is the prioritization for each objective. Action
plans have or will be developed for short-term objectives (those with a 0 -2 year priority).
Long -term objectives will continue to be evaluated and action plans will be developed at
the point such objectives become short-term objectives.
Ensure All Water Treatment Plant Staff are Knowledgeable and Competent
on Essential Water Treatment Plant Operations
• Hold monthly /regular staff meetings to discuss training needs and new treatment
techniques (0 -2 year priority)
Analyze training needs and provide a mix of internal and external training to meet
employee needs and interests (3 -5 year priority)
Develop Harmonious Working Relationships Among Employees
• Hold monthly /regular staff meetings to share information, exchange positive feedback,
and address issues and concerns (0 -2 year priority)
• Supply /Treatment Team to develop a set of mutually acceptable behavioral standards
for maintaining positive employee relationships (0 -2 year priority)
Hold all employees accountable for following the approved behavioral standards (0 -2
year priority)
Formally define roles /responsibilities and performance standards for all positions at the
treatment plant (0 -2 year priority)
Develop detailed job descriptions and performance standards for each position;
management to hold employees accountable through positive reinforcement and
constructive feedback (3 -5 year priority)
Improve Trust and Trustworthiness Between Employees and All Levels of
Management
Employees to approach supervisor with requests, issues, and concerns in a constructive
forum (0 -2 year priority)
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Management /supervisors to respond to employee requests /concerns in a timely manner
(0 -2 year priority)
• Conduct a Division -wide business meeting, at least quarterly, to share information and
ask questions regarding all sections and the Division as a whole (3 -5 year priority)
Have Funding to Ensure Long -term, Quality Performance of the Water
Treatment Plant in Meeting Technical and Safety Standards
• Management to inform Treatment Section of annual budgeting of Treatment capital
projects included in the 6 -year water system plan and inform section of subsequent
changes to plan (0 -2 year priority)
• Aggressively seek grant funding/low- interest loans to fund capital projects identified in
the 6 -year water system plan (3 -5 year priority)
Maintain Compensation Levels that are Fair and Equitable Compared to
Other City Departments and Other Cities
• Conduct a comprehensive compensation study to determine if Division compensation
levels are fair and equitable compared to other City divisions and other cities (0 -2 year
priority)
Create and Implement a Safe Working Environment at the Water Treatment
Plant
• Assess current safety conditions at the treatment plant (0 -2 year priority)
Develop a plan that addresses resolution of identified plant safety problem issues (0 -2
year priority)
• All employees /management are responsible for and held accountable for complying
with defined safety requirements (0 -2 year priority)
• Secure funding for implementation of the plan (3 -5 year priority)
Investigate New Techniques and Processes to Improve Water Treatment
Plant Efficiency and Safety
Identify opportunities and schedule visits to utilities utilizing state -of -the -art treatment
techniques (3 -5 year priority)
• Encourage and support employee attendance at regional and national industry
conferences (3 -5 year priority)
ADMINISTRATION TEAM PROGRAM ELEMENTS
Administration Team Mission Statement
To provide consistent quality support services in response to our customers' needs.
July 8, 2002
BLACK & V
Program Development - 17 - I o n
Corpsrat
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City of Yakima, Washington
i Water /Irrigation Division
Administration Team Vision
Leading the Way to Success with Quality Service.
Administration Team Goals and Objectives
The following goals, and associated objectives, have been identified for the Administration
Team. Also provided is the prioritization for each objective. Action plans have or will be
developed for short-term objectives (those with a 0 -2 year priority). Long -term objectives
will continue to be evaluated and action plans will be developed at the point such
objectives become short-term objectives.
Foster Effective Relationships with Division Management
Establish a regular (monthly/bi- monthly) Division -wide breakfast meeting to share
information, interests and concerns (0 -2 year priority)
• On -going commitment from employees and management to follow -up on
issues /questions brought to them in a timely manner; follow through on issue /question,
including reporting resolution or action to be taken (0 -2 year priority)
• Management to demonstrate active listening skills and open- mindedness toward
employee ideas (0 -2 year priority)
• Management to set a specific time and place to meet and discuss employee
issues /concerns if "right now" is not convenient (3 -5 year priority)
• Management to follow through on commitments and maintain over extended periods
(e.g., Team meetings) (3 -5 year priority)
Create and Maintain a Physical Work Environment Conducive to Employee
Productivity
• Construct a secure area for distribution of parts, tools, materials, safety equipment, etc.
(0 -2 year priority)
Construct a lunch room and/or break room on par with those provided for employees at
City Hall (0 -2 year priority)
Maintain a clean working space, break room and restrooms, utilizing contract services,
City or Public Works custodial services, or other resources (3 -5 year priority)
• Create a "change room" with lockers on the first floor where employees can change
muddy clothes and boots before entering the common areas (3 -5 year priority)
• Investigate potential improvements to the administrative office to improve temperature
control, disruptions, and privacy (3 -5 year priority)
• Analyze the feasibility of constructing a new maintenance facility, specifically for the
Water and Irrigation Division (3 -5 year priority)
July 8, 2002
BLACK & VEATCH
Program Development - 1 8 - , . , . t
City of Yakima, Washington
Water /Irrigation Division "` =`
Improve Open- Communication at all Levels
Investigate City -wide hiring practices and procedures and, if necessary, develop fair
and objective practices and procedures specifically for the Division; management to
discuss with interested employees what appears to be discrepancies in practice with the
adopted procedures (0 -2 year priority)
• Hold people accountable for City -wide standards of personal hygiene (0 -2 year
pnority)
• Establish a Division -wide 360 - degree evaluation process for all employees and
management to include feedback from peers, subordinates, supervisors, and internal
customers (3 -5 year priority)
Ensure Adequate Resources to Do the Job Effectively and Efficiently
• Investigate feasibility of acquiring laptops for use by cross - connection and utility
locator positions (0 -2 year priority)
Management to support technical and safety training for specific job duties (3 -5 year
priority)
Identify and develop a cross - training program for personal growth and development,
employee morale, and increased depth and backup (3 -5 year priority)
Ensure Delivery of Accurate, Timely Information to Customers
• Acquire and simplify information from various Division sections so more telephone
inquiries can be answered /addressed by administrative staff (3 -5 year priority)
Promote the Sharing of Information Among all City Departments
• Schedules /access to managers' and supervisors' calendars so administrative staff can
respond to requests from other managers regarding scheduling, availability, and
whereabouts (3 -5 year priority)
Encourage Positive Feedback and Recognition
• Continue annual holiday party and add a summer event (barbecue) to recognize and
reward employee efforts (0 -2 year priority)
• Conduct training for managers, supervisors and employees on giving effective positive
feedback (0 -2 year priority)
> Through employee involvement, develop a formal program of recognizing and
rewarding individuals and teams for superior performance (3 -5 year priority)
ACTION PLANS
Each of the five (5) Teams outlined several action plans that they felt would help move the
Division toward its goals. Action plans were only identified for objectives with a 0 -2 year
July 8, 2002
BLACK & VEATCH
Program Development - 19 - Corpal.tlen
City of Yakima, Washington
Water/Irrigation Division
priority. Long -term objectives will continue to be evaluated in the future, and action plans
will be developed at the time such objectives become near -term objectives.
The action plans identified during the Team workshops are summarized below. While the
plans have been identified, much work remains to fully develop the plans and provide
sufficient information to allow Management, and in some cases, City Council, enough
information to make a decision concerning whether or not the plan(s) can be accomplished
in the timeframe outlined. In addition, several of the action plans are very similar, and it
may be advisable to combine the action plans of several Teams into a single Division -wide
action plan. Finally, in some instances, short-term objectives exist for which there are
currently no action plans identified. In these cases, the representative Team will need to
meet to define action plans for the objectives, or re- evaluate the timing identified for the
objective.
Following is a summary of the action plans identified to date. The action plans for each
team have been listed separately, and follow the specific Team objective targeted by the
action plans.
Irrigation Team Action Plans
Provide Periodic Comprehensive Training to New and Existing Employees
on all Irrigation Operations
Manager /supervisor to provide pump, electrical, asbestos, trenching and shoring
training to all current employees once every 2 -4 years.
• Supervisor will ensure completion of a training program for all new hires within one
year of employment on pumps, electrical, asbestos, and flagging.
• Staff representatives (Maria Martinez, Alvie L. Maxey) provide training on existing
and future computer systems within the first month for new hires and annually for
existing employees and supervisor.
• Supervisor assures there is a monthly safety meeting and that the agenda is directly
relevant to the needs of the irrigation section by having the field crew identify topics
and possibly deliver the training.
® Investigate and Implement New Techniques and Equipment for Excavating,
Shoring, Trenching, and Main Line Repair and Replacement
Irrigation crew to annually investigate potential conferences /trade shows and submit
request to management to attend and report new information.
• Investigate other municipalities or irrigation districts to determine best management
practices for Yakima to implement.
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July 8, 2002
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City of Yakima, Washington `gyp
i Water /Irrigation Division
Create a Pamphlet to Make the Public Aware of Irrigation Section (Describes
What the Irrigation Section Does, Who We Are, and Answers Many of the
Frequently -asked Questions, Trouble- shooting Guidelines, etc.)
s Improve communications with the radio stations, possibly work with a specific
individual to assist with media announcements and irrigation updates.
• Finish the "Meet the Staff' book. Have books available throughout the City for public
access. (Completed)
> Inquire on possibly having a Water /Irrigation/WTP book at the County Fair, with
information and flyers on all three divisions. (Have a backhoe displayed, something
for the public to see and get them to stop, look and ask questions).
Establish a Grant/Loan Coordinator Position to Identify and Pursue Potential
Sources of Grant Funds and Low - Interest Loans
• Management to hire a Grant/Loan Coordinator to pursue loan options. If grants or
loans are found, coordinate with upper management, Council, and public to discuss the
use of loans or grants.
Coordinate with City Engineering for Implementation of Capital Improvement
Projects Once Funding Has Been Received
• If City Engineers are not available, seek outside engineer to complete tasks
Supervisor/Management to contact Engineering two times a month to ensure progress
with plans.
Investigate Other Potential Revenue Sources and Incorporate Viable
Alternatives in the Five -Year Financial Plan
Management to hire a Grant /Loan Coordinator to pursue loan options. If grants or
loans are found coordinate with upper management, Council and Public to discuss the
use of the loans or grants.
Establish a Preventative Maintenance Program with a Long -Term
Perspective
Supervisor records in a manual a preventable maintenance program schedule, with
input from crew.
Irrigation crew /supervisor update maintenance program quarterly. Act on plans to
ensure a timely finished product.
Replace Equipment and /or Main Lines Rather Than Repair When It Makes
Long -Term Economic Sense
• Irrigation crew makes recommendations to the Supervisor starting July 1, 2002, when a
long -term solution is preferable to a short-term fix. Supervisor gives a response within
5 working days and any "no" is to be accompanied by a good business reason.
July 8, 2002
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City of Yakima, Washington ` ! , '- %
Water /Irrigation Division =_, - -
111 > Irrigation crew develops an approvable annual equipment replacement schedule for
various hand tools and small equipment, third quarter 2002.
I Schedule Meetings with Management so Irrigation Representatives can Make
City Council, City Manager, Staff and Other Stakeholders Aware of Irrigation
Section Accomplishments, Goals, Challenges, and Opportunities
I ➢ Irrigation crew to appoint 1 -2 representatives to go with Division Management to
report key issues and accomplishments to City Manager's office on a quarterly basis.
Irrigation crew to meet weekly to identify items for quarterly meetings.
I > Supervisor to invite Council and City Manager's office to visit major project sites to
gain awareness of issues, as projects are underway.
I Establish Monthly Meetings /Communication with Division Management
Regarding Goals, Accomplishments, Challenges, and Opportunities
Irrigation crew meets with Division management /supervisor by end of 2 quarter 2002
to develop a common expectation for the monthly meeting with management; roles,
responsibilities, agenda, format, etc.
I Management Team Action Plans
Develop a 6 -year Water System Plan to Include Identification of Funding for
I Most Critical Capital Needs
• Each supervisor identifies needs or problem areas with input from employees by July
I 2002.
• Hold a workshop regarding the draft 6 -year water system plan in August 2002; receive
comments /input from employees about contents of the draft plan; and incorporate
I appropriate comments before finalization of the plan.
• Division management submits 6 -year water system plan to Department of Health and
I City Council by November 2002.
Maintain Adequate Staffing and Equipment to Ensure Performance at a
I Quality Level
• Supervisor /Managers review and update staffing and small equipment and rolling stock
element of the 5 -year plan; implementation December 31, 2002.
I > Supervisor/Managers develop justification to meet the needs identified in the updated
staffing/equipment plan; implementation April 2003.
I > Supervisor/Manager prioritize requests within the justification for the
staffing/equipment plan, implementation May 2003.
• Supervisor/Managers develop policy issues for the budget; implementation June 2003.
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City of Yakima, Washington w�
Water /Irrigation Division
Hold Section Meetings in Between Division Meetings to Keep Employees
Informed of Progress on Those Activities
> Manager /Water & Irrigation Engineer to lead an annual all - Division meeting in
November of each year (state of the Division/Reward & Recognition).
> Annual meeting agenda to be determined by Management Team after conferring with
employee groups.
Select a rewards /recognition committee to determine the best way to reward and
recognize employees (announce for volunteers at 1 all- Division meeting).
Supervisors have weekly meetings to update employees between meetings with
Manager /Water /Irrigation Engineer.
Division Manager /Water /Irrigation Engineer to meet with each operating team
quarterly.
Survey Employees to Determine Levels of Morale and Issues that are
Preventing Higher Levels of Morale; Utilize Employee Group(s) to Addres
the Most Critical Issues
After reviewing surveys from other jurisdictions, management team to develop and
administer a survey to measure levels of morale and issues getting in the way of
improved morale; compile and share results with all employees; implementation 1
quarter 2003.
• Management Team, with the involvement of various groups, develops an action plan to
specifically address the highest needs identified in the survey; implementation 2 °d
quarter 2003.
• Repeat survey and solution cycle every 2 years.
Give Employees as Much Responsibility and Autonomy as They Can Handle
• Crew leaders /Supervisors have one -on -one discussions with employees to see who
wants more responsibility and what kind of responsibility they would like to take on;
implementation June 30, 2002.
Crew leaders /Supervisors aggressively seek opportunities to let those who want it have
more responsibility; implementation June 30, 2002.
• In making job assignments, crew leaders /supervisors give employees as much
discretion as possible about how to get the job done; implementation June 30, 2002.
Develop Monthly Report of Division Accomplishments to Keep City
Manger /City Council Aware of Division Work; Could Be Picked up by Public
or Used by Mayor at Press Conference or Discussed by Council on TV
• Water /Irrigation Engineer brings up possible issues for weekly report of Division
accomplishments for Administration staff meeting; implementation March 12, 2002
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City of Yakima, Washington
' Water /Irrigation Division
s Management Team members prepare and forward monthly report of Division
accomplishments to Water /Irrigation Engineer; implementation 2 quarter 2002.
Ask Employees For Their Ideas on Decisions That Will Affect Them (Use
Workshops Around Major Issues)
• Beginning immediately, at the conclusion of each Section meeting, crew leaders and/or
supervisors will ask the group of employees whether they want a larger role in making
decisions that will affect them.
• For major projects, consultants will be asked by Water /Irrigation Engineer to include at
least one workshop to formalize input /involvement by employees, with workshop
agenda made available in advance; implementation end of 2nd quarter 2002.
Continue to Use Training ( "Influencing Skills ") as a Means of
Communicating and Problem Solving
Management Team identifies communication/teamwork skills training as an ongoing
need in the budget.
• Get budget approval for training.
Implement training 1st quarter 2003.
Train Selected Key People to be Trainers on Appropriate Skills
' ➢ Management brings in a trainer to teach a class on how to teach people to be teachers.
Attendees are those who have expertise and interest in sharing their expertise with
others. "Train the Trainer" class by 1 quarter 2003.
• Newly trained trainers begin teaching other employees on their area of expertise by 2nd
quarter 2003.
Encourage Employees to Solve Problems, Make Decisions, and Take
Actions Rather Than Waiting for Supervisor to Do or Ask
Develop and implement a recognition/reward program for initiative for all employees.
• Division management provides ongoing training to help employees be able to solve
problems, make decisions, and take action without close supervision; management
team to identify appropriate classes /courses by 2 quarter 2003.
• Beginning immediately, managers and supervisors consistently serve as "models of
initiative" for employees by taking initiative themselves.
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1 July 8, 2002
BLACK & VEATCH
Program Development - 24 - Corporation
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City of Yakima, Washington
Water /Irrigation Division
Distribution Team Action Plans
Conduct a Division -wide Business Meeting at Least Quarterly to Share
Information and Ask Questions Regarding all Sections and the Division as a
1 Whole (Keep Current Rather than Complaint Session on Old Issues)
> Distribution Team representative proposes to Division Manager that quarterly business
meetings be initiated by 2 quarter 2002; should include all employees in the Division,
' while excusing those who work on off -hour shifts; request to Division Management by
2nd quarter 2002.
' Management to Be Accountable for the Same Behaviors That Are Asked of
Employees; to Honor Commitments; To Follow - through on Issues; to Act
Consistently; to Own the Responsibility of Clear Communication (Currently
Blaming Employees for Not Knowing); and To Be Open To Hearing
Employee Concerns
Propose that management authorize the creation of a representative team to draft
behavior standards of conduct for adoption that would apply to all levels within the
Division and other standards that would apply specifically to managers and supervisors
by 2 quarter 2002.
• Upon adoption of the standards, employees give positive feedback to managers,
supervisors, and crew leader when they model the desirable behavior.
' > Upon adoption of the standards, employees appropriately confront managers,
supervisors, and crew leaders when behaviors are inconsistent with the agreed upon
standards.
Utilize the Consumer Confidence Report to Inform the Public of Current and
Upcoming Activities, in Addition to Just Complying with State /Federal
Requirements (Inform Public Why a Certain Number of People Do Certain
Hazardous Activities)
Water Distribution Team to host Open House or Town Hall Event (or surveys, focus
groups, phone samples) to find out the kinds of information that customers would like
to know about distribution and its employees; 2 quarter 2003.
Investigate and select the best method of disseminating information through utility bill
inserts, flyers, community TV, etc. about recurring distribution methods and practices
' and about current and future projects; 3 quarter 2003.
• Disseminate information beginning 1 quarter 2004.
Provide Customer Service Training for Management and Employees
• Manager /Supervisor to provide customer service training on how to deal with our
customers (public) for all managers and employees; sources for training and schedule
to be set by end of September 2002; training underway within one year.
July 8, 2002
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BLACK & VEATCH
Program Development - 25 -
Carvnratl�n
City of Yakima, Washington id)
Provide Water /Irrigation Division
Provide customer service training every two years for new employees and /or a
i refresher for existing employees.
Strive for Higher Levels of Open - Mindedness, Consideration of Others'
Feelings When Suggesting Ideas, and Respect in Talking With People
• Beginning immediately, all employees /crew leaders /supervisors will demonstrate open-
mindedness by actively listening to each others' ideas and concerns, summarizing what
others have said, and genuinely considering the merits of the other person's point of
view.
' > Managers /supervisors /crew leaders will get back to employees on their issues,
questions or requests within 10 working days, with a "yes" whenever possible, but if
the answer is "no ", it should be accompanied by a good business reason.
Beginning immediately, all Division members will refrain from using profane, high -
intensity or hostile language when dealing with each other.
Provide Cross - Training Between Other Divisions (Streets, Sewer, Customer
Service) and the Water /Irrigation Division So They Will Understand the
' Impact of Tearing Out Valves, Meters, and Are Able To Take Care of More of
the Problems Themselves
• As a first step, supervisor to talk with Streets and Customer Service supervisors to
propose a mutual awareness program by June 30, 2002.
• If the first step is unsuccessful, then Water Supervisor to seek assistance of the Water
& Irrigation Division Manager to meet with Street & Traffic Engineer or Public Works
' Director to advance the proposal at that end.
Re- evaluate the Existing Evaluation Process to Reflect Input from
Supervisors, Peers, etc. that Employees Have Actually Worked With During
the Review Period and To Include Job Specific Evaluation Criteria (360
Degree Review)
• Involve all crew members in the evaluation process to get a broader amount of input
into how well an employee is doing, not just from crew leaders but also from everyone
who has worked with that person.
Analyze Training Needs and Provide a Mix of Internal and External Training
' to Meet Employee Needs and Interests
• Distribution Team or representative to survey employees of the section to determine
needs and interest for training over the next 2 -4 year period; survey to be completed by
September 30, 2002.
• Present survey findings and recommendations to Management to get training dollars
incorporated into 2003 budget.
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BLACK & VEATCH
Program Development - 26 - Corporation
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City of Yakima, Washington
' Water /Irrigation Division
• Distribution Team to request management /supervisor to allow at least a few employees
to attend the annual WOW conference or similar conferences, especially local
conferences; request or management by end of 2nd quarter 2002.
Supply /Treatment Team Action Plans
Hold Monthly /Regular Staff Meetings to Discuss Training Needs and New
' Treatment Techniques
> Supervisor schedules mandatory monthly staff meeting and arranges employee
schedules to accommodate full attendance; meeting agendas to be distributed one week
' prior to meeting; first meeting to be scheduled at end of 2 quarter 2002.
• On a rotating basis, all group members share responsibility for summarizing major
' results of meetings and distributing to all group members.
Hold Monthly /Regular Staff Meetings to Share Information, Exchange
Positive Feedback, and Address Issues and Concerns
• Supervisor schedules mandatory monthly staff meeting and arranges employee
schedules to accommodate full attendance; meeting agendas to be distributed one week
' prior to meeting; first meeting to be scheduled at end of 2 quarter 2002.
• On a rotating basis, all group members share responsibility for summarizing major
results of meetings and distributing to all group members.
Supply/Treatment Team to Develop a Set of Mutually Acceptable Behavioral
' Standards for Maintaining Positive Employee Relationships
• Schedule an outside facilitator and hold a series of group meetings to develop mutually
acceptable behavioral standards; 4 quarter 2002.
Formalize document and deliver to Division management for review and approval by
end of 2002.
Hold All Employees Accountable for Following the Approved Behavioral
Standards
Treatment plant employees /supervisors develop a set of accountability mechanisms to
' hold each other accountable for behavioral standards (one -on -one, group -on -one,
supervisor /management -on -one)
Formalize accountability mechanisms document and deliver to Division Management
for review and approval by end of 2002.
Formally Define Roles /Responsibilities and Performance Standards For All
Positions at the Treatment Plant.
• Supervisor seeks assistance from Human Resources or outside consultant to work with
treatment team to expand on the re -class process to develop detailed job descriptions
and performance standards, 1 quarter 2003.
July 8, 2002
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Program Development - 27 -
City of Yakima, Washington
Water /Irrigation Division
> Once completed, job descriptions and performance standards, in addition to behavioral
standards, will form the basis for annual performance evaluations.
Employees to Approach Supervisor With Requests, Issues, and Concerns in
a Constructive Forum
• Division management or outside consultant to provide a brief re- fresher training course
on "Behavior Request "; training to include a form/format for employees to make
requests of the supervisor; training to be held 3 quarter 2002.
• At each scheduled monthly staff meeting, supervisor to provide opportunity for
employees to bring up issues and concerns.
Management/Supervisors to Respond to Employee Requests /Concerns in a
Timely Manner
• Management /Supervisor will get back to employees on their issues, questions or
requests within 5 working days, with a "yes" whenever possible; if the answer is "no ",
1 it should be accompanied with a good business reason.
Management to Inform Treatment Section of Annual Budgeting of Treatment
Capital Projects Included in the 6 -year Water System Plan and Inform
Section of Subsequent Changes to Plan
Annually, Division Management to attend treatment plant monthly staff meeting
shortly after the 2003 update of the 6 -year water system plan.
• On an on -going basis, Division management to consult with Treatment plant
employees regarding potential elimination of treatment plant capital project funding in
sufficient time for employees to provide input.
Division management to provide final resolution of funding with explanation.
Conduct a Comprehensive Compensation Stud
Co p P Study to Determine if Division
Compensation Levels are Fair and Equitable Compared to Other City
Divisions and Other Cities
• Management to determine most appropriate mechanism(s) for conducting salary survey
' by end of 2002.
Pursue recommended strategy to accomplish the compensation study by 1 quarter of
2003.
Once survey is completed, if warranted, management to take findings to City
Management/Council.
If approved by City Management /Council, Division Management commits to
incorporating into annual salary planning.
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City of Yakima, Washington "`' •
Water /Irrigation Division " " "�' k =" '-/
I Assess Current Safety Conditions at the Treatment Plant ,
s Management to determine most appropnate strategy to evaluate current safety at the
plant by 2nd quarter 2002.
1 > Perform safety assessment utilizing the recommended best strategy by third quarter
2002.
I ➢ Implement recommendations from the safety assessment on a critical needs priority
basis.
I Administration Team Action Plans
Establish a Regular (Monthly /Bi- Monthly) Division -wide Breakfast Meeting to
I Share Information, Interests and Concerns
• Administration Team submits a written request to Division Management requesting
establishment of the meeting; Steve Martinez to lead effort by May 30, 2002.
If there is mutual interest from Division sections, establish a committee with
representatives of other section teams to set tentative direction and context for the
meeting; by June 15, 2002. Ask Management and all employees to make these
I meetings a high priority part of business. (consider various teams taking turns being
responsible for setting agenda and running the meetings; allow employee input on
agenda items)
I On-going Commitment from Employees and Management to Follow -up on
g 9
Issues /questions Brought to Them in a Timely Manner; Follow Through on
I Issue /Question, Including Reporting Resolution or Action to Be Taken
• Management /Supervisor will get back to employees on their issues, questions or
1 ii
I requests within 10 working days, with a "yes" whenever possible; if the answer is
"no ", it should be accompanied by a good business reason.
Management to Demonstrate Active Listening Skills and Open- Mindedness
I Toward Employee Ideas
• Propose that management authorize the creation of a representative team to draft
I behavioral standards of conduct for adoption that would apply to all levels within the
Division and other standards that would apply specifically to managers and
supervisors, 2nd quarter 2002.
I > Upon adoption of the standards, employees give positive feedback to managers,
supervisors, and crew leaders when they model the desirable behavior.
I > Upon adoption of the standards, employees appropriately confront managers,
supervisors, and crew leaders when behaviors are inconsistent with the agreed upon
standards.
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' City of Yakima, Washington
Water /Irrigation Division
Construct a Secure Area for Distribution of Parts, Tools, Materials, Safety
Equipment, etc.
• Develop a design for a secure area, along with an estimate of the cost for constructing
the improvement with in -house skills; get approval from management to construct;
complete by February 2003; Arlene Betzing /Ron Smith.
Construct a Small, Private Break Area
• Identify 2 -3 options for creation of a small private break area where employees can go
for short periods when they are not feeling well; take to management for approval;
complete construction by February 2003 (Steve Martinez /Arlene Betzing)
Hold People Accountable for City -wide Standards for Personal Appearance
and Hygiene
• Beginning immediately, supervisors will enforce all standards.
' Investigate Feasibility of Acquiring Laptops for Use by Cross Connection
and Utility Locator Positions
Submit a request to management to fund from routine capital outlay /6 -year water
system plan the purchase of 3 laptop computers; make purchase as early as possible;
submit request by 2 quarter 2002 (Ron Smith/ Steve Martinez)
Continue Annual Holiday Party and Add a Summer Event (Barbecue) to
Recognize and Reward Employee Efforts
Administration Team communicates with management regarding desirability of having
a summer event to show appreciation for employee efforts; event to be scheduled
August 2002 (Arlene Betzing/Steve Martinez).
Conduct Training for Managers, Supervisors, and Employees on Giving
Effective Positive Feedback
Investigate consultant or in -house training resources to provide training on giving
effective, positive feedback and recognition; training should be provided to all
employees, supervisors, and managers; request to management by end of 2 quarter
1 2002; training to be complete January 2003 (Lynne Bick/Admin Team).
DEVELOPMENT OF PERFORMANCE MEASURES
' In the absence of measurement, it will be difficult to evaluate how successful Division will
be in executing the Program. Therefore, as part of the Program Development, the Steering
Committee developed a set of performance measures that will evaluate how well the
Division is doing with respect to the goals and objectives within the Program. The
performance measures will allow the Division to track its performance over time and will
also allow the Division to compare with others in the future if it wishes.
There are three basic types of performance measures:
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Program Development - 30 - Corporation
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City of Yakima, Washington
Water /Irrigation Division
s Efficiency measures — performance measures that indicate how efficient an
organization is (involves cost of an activity)
• Effectiveness measures — performance measures that indicate how effective an
' organization is in meeting its goals and generally reflect the quality of the work
performed by the Division (involves comparisons of something other than cost)
Outcome measures — performance measures that focus on the results of an
organization's efforts (frequently single numbers that are important to interested
parties)
' The performance measures included in the Division's Program Development address all
three of the above types of measures and were developed during a one -day Steering
Committee workshop. During the workshop, the Steering Committee focused on several
' factors in selecting performance measures. Key to these factors was the need to select
measures that could be tracked on an ongoing basis. This required that either data be
currently available to calculate the measure, or that the Division have the ability, with
' relative ease, to obtain the data necessary.
The Steering Committee also recognized that it would be unwieldy to measure multiple
' aspects of each goal. As such, the worked toward the development of 2 -4 measures for
each goal that would most clearly measure the success of initiatives undertaken in support
of the goals. Over time, the Division may find it beneficial to amend the list slightly, by
adding, deleting, or modifying certain measures in order to better communicate the success
of the Program.
Following are the performance measures that will be used during the first year of the
Program:
Goal #1: Ensure a Positive Working Environment
Percent employee satisfaction (conduct employee survey)
• Percent of annual planned performance evaluations actually completed
Goal #2: Increase Public Awareness
Number of Division public awareness activities /events (fairs, tours, education)
• Percent of total disruptive projects that customers were provided with advanced
notification
Goal #3: Enhance Positive Customer Relations
• Percent customer satisfaction (survey)
Number of customer complaints per 100 customers per year (subcategories to include
major types of complaints)
' ➢ Length of time taken to respond to customer complaints (subcategories to include type
major types of complaints)
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BLACK & VEATCH
Program Development - 31 - C o p•,. I I o n
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I City of Yakima, Washington `;.
Water /Irrigation Division ``-
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I > Percent of total customer complaints successfully resolved
Goal #4: Optimize Short and Long - Term Financial Resources
Operating and maintenance (O &M) cost per full time equivalent (FTE) employee
> Percent of General Fund allocation to total Division revenue
Percent of capital improvement program (CIP) funded with grants /low- interest loans to
total cost of CIP (calculate separately for grants and loans)
I Goal #5: Maximize Innovative Techniques
• Training Dollars per FTE
Dollars saved as a result of implementing innovative techniques
• Ratio of equipment /facilities repaired and/or replaced to total available work hours
(indicates increased productivity)
I Goal #6: Promote the Continual Improvement of the City's Infrastructure
Percent of CIP dollars spent to total CIP budget
• Ratio of dollars spent on preventative maintenance to total maintenance costs
Repairs per mile of pipe
• Percent water loss
Goal #7: Ensure Safety with the Highest Standards
• Number of reported accidents /incidents per FTE
Number of violations per millions of gallons per day (MGD)
• Dollars spent on safety measures /safety equipment per FTE
I Goal #8: Optimize the Use of Available Resources City - Wide
• Dollars saved through resource sharing
I > Number of times resources shared over section or Division lines (subcategories to
include types of resources, such as personnel, equipment, etc)
I FUTURE WORK EFFORTS
As discussed previously, the purpose of the Program Development is to provide focus to
I all activities and efforts that are undertaken within the Division. The Program is a living
document, and the role of Black & Veatch in the effort was to help the Division outline the
Program. Much work remains to complete the first phase of the effort, and in each year,
I the Division will need to evaluate the Program and make necessary changes as it moves
forward.
I July 8, 2002
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BLACK & VEATCH
I Program Development - 32 - C o r p o r a t i o n
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City of Yakima, Washington �'
Water /Irrigation Division •`
In the near -term, it will be important for the Teams to quickly finalize all of the action
' plans that were identified during this effort. This will include:
the identification of an employee that will be responsible for the
completion of the action plan ( "champion "),
the development of a detailed scope that outlines the work effort
involved in completing the action plan,
the identification of resources (personnel time and materials) necessary
to complete the action plan, and
the estimated timeline required to complete the action plan.
While all action plans identified by the Teams are recognized as important, Division
' management will need to look at all action plans together to determine the extent to which
resources are available to accomplish all within a given time period. In some cases, it is
possible that City Council approval may also be required to move forward with a particular
action plan.
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BLACK & VEATCH
Program Development - 33 -