NTPUD Strategic Plan

Mission, Vision and Core Values

Revised June 13, 2017

Mission Statement: 

The mission of the North Tahoe Public Utility District is to be effective environmental stewards through the provision of efficient, safe and accountable water and sewer service; and  to provide, promote and support local and regional recreation and event facilities and activities for residents and visitors that enhance the well-being of our community.

Vision Statement: 

The vision for the North Tahoe Public Utility District is that we will provide the highest quality water and sewer systems, efficiently and economically managing for future demands, and that we will provide outstanding recreational facilities and services that are responsive to our community, while fostering positive long-term relationships with employees, customers, suppliers and partner agencies.

Leadership Core Values:

  • Public and environmental safety - at the highest level
  • Open Communications - be open to all points of view
  • Customer Service Excellence - provide exemplary customer service, and meet or exceed our customers' expectations
  • Transparency and Honesty - be fair, straightforward and factual
  • Public Trust - be committed to earning this every day
  • Protecting the Environment - be good stewards of what we have been given
  • Innovation and Creative Solutions - contribute and be receptive to new ideas
  • Cooperation - efficiencies come from collaboration and teamwork
  • Accountability - be responsible, deliberate, accurate and clear
  • Fiscal Stewardship - exercise careful watch over public funds

 

2017-2020 Strategic Plan

Strategic Objectives

1) Provide quality recreation and event facilities and activities. 

2) Maintain highest level of safe, sustainable sewer and water service.

3) Provide exceptional District Governance.

4) Empower trained professional staff. 

5) Ensure financial sustainability.

6) Maintain operational excellence

7) Parking lot items for future discussion

Click here to read the full strategic plan.  

 

What process did the District is follow?

2017 - 2020 Strategic Plan Update
As part of the 2017 budget process, a number of workshops were held in order to review the Strategic Plan and update as needed.  

 

2016-2018 Strategic Planning Process

In October 2015 the North Tahoe Public Utility District has started a facilitated strategic planning process with facilitation provided by Katy Simon Holland. Mrs. Simon Holland is the former Washoe County CEO and has been working with other government agencies, as well as private business, on leadership development, vision, strategy and innovation. More information can be found at http://www.rebeccaryan.com/katy-simon-holland

The Goals and Objectives of this Strategic Planning Process:

  • Review and re-adopt Mission/Vision/Core Values
  • Identify Key Strategic issues that need to be addressed.
  • Develop a work plan to address these issues.
  • Develop benchmarks and other ways to evaluate your successes and accomplishments in this area. (If you can't measure it, you can't manage it! Even time has a value and needs to be measured.)

The process started with Ms. Simon Holland interviewing all the Board members and met with the Management Staff. 

Staff created a SWOT (Strength, Weakness, Opportunity, Threats) Analysis of each of their areas and identified the key strategic issues in their areas of responsibility. SWOTs are a starting point to know where you stand before you start identifying the steps to address key strategic issues.

At an October 27 Board workshop, the Board and Management staff reviewed the current Mission/Vision/Core Values and updated those according to current conditions and Board priorities. 

Staff presented the key strategic issues in their areas of responsibility to the Board.

Review the full Strategic Planning Packet.

Following the workshop, the staff will work to develop a work plan for each key objective that will be addressed and indicate how they will measure success.  A draft will be taken to the Board for prioritization and adoption.  

Tentative schedule of topics for upcoming Board of Directors 

January 5 Workshop (facilitated by Katy Simon-Holland) - Mission, Vision, Core Values; Strategic Objectives.  

January 12 - Mission, Vision, Core Values Update; Departmental Goals and Benchmarks for Success

December 8, 2015 Board of Directors Meeting Outcomes

The December 8, 2015 meeting included a workshop for the Board to continue the strategic planning process.  The materials for the workshop are available here.  

Directors reviewed the Mission, Vision and Core Values statements that were proposed based on the review and input at the October 27, 2015 meeting. These statements define the organization and will drive the strategic objectives and the outcomes necessary to meet those objectives. The updated Mission, Vision and Core Values will be brought to the January Board of Directors meeting for final discussion and possible adoption. 

In addition, a draft of the proposed strategic objectives that also came from the initial October 27, 2015 kick off meeting were presented to the Board. These objectives outline the District’s priorities, outline steps to completion and identify the leader of the project.  Discussion of these objectives will be the focus of the January 5, 2016 Board workshop facilitated by Katy Simon-Holland of Next Generation Consulting.

A key objective of the strategic planning process was determining a plan to address recreation funding shortfalls. The Board adopted Options C and A of the proposal presented on how to fund recreation. Adoption of Option C funds recreation for the next 19 months while the District puts together plans for a vote by the people which was Option A.  

Finally, the Board adopted an updated organization chart that addresses staffing shortfalls in Recruitment for the Administrative Manager position is currently underway. All job descriptions will be posted on the District’s website once applications are being accepted. 

The next meeting is a January 5, 2015 Workshop that will be facilitated by Katy Simon-Holland that will revisit the foundational elements of the PUD including Mission, Vision, Core Values and strategic objectives.  The public is strongly encouraged to attend and to provide input.  

Key Strategic Issues

The District is undertaking a Strategic Planning process to help provide a map to addressing some key strategic issues and allow us to move forward with a vision and direction from the Board of Directors. 

This presentation identifies the key strategic issues as identified by the managers of the various departments and program areas.

As noted in the presentation, one of the key strategic issues to decide how to address the funding deficits for recreation.  Read a white paper which outlines the problem, challenges and opportunities facing the Park and Facilities Department.

Stakeholders

While the Board and staff of the North Tahoe Public Utility District are key stakeholders in this process, but our residents and anyone else that has a vested interest in the success of our mission are also stakeholders. 

Identified Stakeholders:

  • Recreation and Parks Commission
  • Residents/Primary Homeowners
  • Second Homeowners
  • Visitors from out of the area
  • Visitors from other communities in our region
  • Users of Park Facilities
  • Local Business Owners
  • Concessionaires
  • Employees

As the process moves forward, the District will be requesting input and comments from the public to help guide this process.  This is an opportunity to help decide what the NTPUD becomes in the next few years. Please make sure you've signed up to receive press releases and/or Board agenda's via our email list to be notified of meetings or other opportunities to provide your input.  Click here to sign up.  

What is a Strategic Plan? Why is it Important? And Other Background

A strategic plan keeps the Board and staff moving in the same direction and identifies what you want to be and what you don’t want to be. It assesses the needs of the organization and lays out the District’s priorities so that each year’s work plan is moving the District toward those goals.  Benchmarks are identified to indicate when goals or steps toward a goal are achieved.  The process of planning is the value, not the plan that comes out of it.  The planning process gets everyone in the organization on the train and going in the same direction. 

A strategic plan is not a document that is completed and put on the shelf.  It is a living document that should be reviewed at least annually in order to be sure the organization remains on task. 

http://smallbusiness.chron.com/strategic-planning-important-business-267...

Definition of Terms Used in Strategic Planning:
Mission – What we do
Vision – What we aspire to be in the future
Core Values – How we do it

Below are examples of recent Strategic Plan updates by other agencies in the area.