HomeMy WebLinkAbout09.a. Draft Strategic Plan for FY 2014-15 through FY 2015-16DRAFT
Central Contra Costa
Sanitary District
Central Contra Costa Sanitary District
Strategic Plan
FY 2014 -2015
through
FY2015 -2016
?.a.
Introduction
The Central Contra Costa Sanitary District (Central San) has been protecting public
health and the environment since 1946. We serve approximately 461,000 residential
and business customers within a 144 - square -mile area of central Contra Costa County
that includes 13 cities, towns, and unincorporated areas of the County. We maintain
more than 1,500 miles of sewer lines that send an average of 45 million gallons per day
of wastewater to our treatment plant in Martinez. Most of the treated, disinfected
wastewater is discharged to Suisun Bay with approximately 600 million gallons treated
to a tertiary level for use as recycled water in landscaping, irrigation, and plant
processes.
Our Mission
To protect public health and the environment by:
Collecting and treating wastewater
Recycling high - quality water
Promoting pollution prevention
Our Values
We achieve success by valuing:
• Each other
• Ethics and integrity
• A healthy and safe environment
• Community relationships
• The meeting of commitments
• All aspects of diversity
A Message from the General Manager
The Management Team of the Central Contra Costa Sanitary District is proud to have
developed, in collaboration with the District's Board of Directors, the Fiscal Year 2014 —
2016 Strategic Business Plan. This is a comprehensive plan that will enable us to
continue as an industry leader in the collection and treatment of wastewater and the
delivery of recycled water. Achievement of the Goals laid out in the Plan will have a
positive impact throughout our service area for years to come.
This Strategic Plan documents the strategic planning process utilized, including the use
of Effective Utility Management (EUM), which can help us focus our energies in the
areas critical to the success of District operations in the next two years and beyond. The
Plan then goes on to describes the District's five Strategic Goals, 16 Strategies, and 59
Initiatives.
The District utilizes an annual strategic planning process within the context of a 10 -Year
Strategic plan which serves as a catalyst for decision making, direction setting, and the
development of initiatives that help us to continue to meet our core mission.
Central San has a proven record of excellence in meeting the needs of the communities
we serve. That record can be seen in more than 16 years of total compliance with our
National Pollution Discharge Elimination System permit; in the lowest number of
Sanitary Sewer Overflows in the entire Bay area; in innovative programs like our
Household Hazardous Waste Collection Facility and Pharmaceutical Collection
Program; in education programs that range from third grade through high school, and all
the way to college -level training for treatment plant operators.
We will continue to strive to be an accessible, cost - conscious agency known for its
commitment to customer service. This Strategic Plan establishes policy direction for the
District for the next two years that will enable us to contain costs, increase efficiencies
and continue in our role as stewards to the environment.
Working together to our mutual benefit, we will make it happen.
Roger S. Bailey, P.E.
General Manager
Effective Utility Management (EUM) Model
The Management Team used the Effective Utility Management framework as the
structure in developing the FY 2014 — FY 2016 Strategic Plan. The EUM was originally
developed by the EPA and water and wastewater agencies to aid utilities in addressing
common challenges, such as increasing costs and sustaining community support. It
serves to identify, encourage and recognize excellence in clean water utility
management.
EUM defines 10 Attributes of Effectively Managed Utilities. These Attributes describe
desired outcomes that are applicable to all water and wastewater utilities. The Attributes
provide indication of where effectively- managed utilities focus and what they strive to
achieve.
EUM's 10 Attributes and Descriptions
Product Quality
• Complies with regulatory and reliability requirements.
• Remains consistent with customer, public health, and environmental needs.
Customer Satisfaction
Provides reliable, responsive, and affordable services.
Receives timely customer feedback.
Responds to customer needs and emergencies.
Employee and Leadership Development
• Recruits and retains a competent workforce.
• Collaborative organization dedicated to continual learning and improvement.
• Ensures employee institutional knowledge is retained and improved upon.
• Provides opportunities for professional and leadership development.
• Strives to create an integrated and well- coordinated senior leadership team.
Operational Optimization
• Ensures ongoing sustainable performance improvements.
• Maintains awareness and timely adoption of operational and technology
improvements.
Financial Viability
• Understands the full life -cycle cost of the utility.
• Maintains an effective balance between long -term debt, asset values, operations
and maintenance expenditures, and operating revenues.
• Establishes predictable and adequate rates.
Infrastructure Stability
• Understands the condition of and costs associated with critical infrastructure
assets.
• Maintains and enhances the condition of all assets over the long -term at the
lowest possible life -cycle cost and acceptable risk.
• Assures asset repair, rehabilitation, and replacement efforts are coordinated
within the community to minimize disruptions.
Operational Resiliency
• Ensures utility leadership and staff work together to anticipate and avoid
problems.
Proactively establishes tolerance levels and effectively manages risks (including
legal, regulatory, financial, environmental, safety, security, and natural disaster -
related)
Community Sustainability
• Remains attentive to impacts on /to ( ?) community and environment health and
welfare.
• Works to enhance the natural environment.
• Uses water and energy resources efficiently; promotes economic vitality; and
engenders overall community improvement.
• Maintains and enhances environmental and community sustainability, including
pollution prevention.
Water Resource Adequacy
• Ensures water availability consistent with current and future customer needs
through long -term supply and demand analysis, conservation, and public
education.
Stakeholder Understanding and Support
• Engenders understanding and support from oversight bodies and community
interests, and regulatory bodies for service levels, rate structures, operating
budgets, capital improvement programs, and risk management decisions.
• Actively involves stakeholders in the decisions that will affect them.
Our Strategic Plan
While our core function will always be to protect public health and the environment by
providing excellent wastewater services, the manner in which we perform that function
must evolve to keep pace with the many changes that have occurred since Central San
was created: the population of our service area; the processes and technologies used to
treat wastewater; and State and Federal water quality regulations.
We developed this strategic plan to address these and other changes, and to identify
and benefit from emerging opportunities.
This strategic plan provides overall direction on how to achieve future success. It does
not, however, describe all of the specific actions we will need to take in order to achieve
our objectives. Many of those actions are spelled out in other plans, including our
Capital Improvement Plan, which are guided by District priorities and budgets.
The goals, strategies, initiatives and key performance indicators in this strategic plan will
enable us to accomplish our mission and meet our community's needs in the most
efficient and cost - effective ways, now, and in the future.
• Goals are the important outcomes we want to achieve.
• Strategies are the directions we want to take to reach those goals.
• Initiatives reflect what we need to accomplish in the near term.
• Key Performance Indicators measure how well we are doing in achieving our goals.
Sustainability
Sustainability is the responsible use of existing resources that meets today's needs
without compromising the needs of tomorrow. This approach to operating an agency
such as ours strives to minimize waste; conserve energy and natural resources;
promote long -term economic viability; support safety and well -being for employees,
communities, and customers; and benefit society.
Our Goals
Our overarching goal is to be a high - performance organization that provides exceptional
customer service and full regulatory compliance at responsible rates.
The ability to achieve this overarching goal is dependent, at least in part, on the
District's ability to achieve these five specific goals:
1. Meet all regulatory requirements for the good of the community and environment.
2. Ensure financial stability.
3. Develop our human capital resources.
4. Lead the industry by becoming a "Utility of the Future."
5. Provide exceptional customer service.
GOAL ONE
Meet all Regulatory Requirements for the Good
of the Community and Environment.
Strategy 1
Remain free of all permit and regulatory violations
Initiatives
• Collaborate with sister agencies and industry associations to monitor trends in
regulatory changes. Strive to mitigate new requirements that could negatively impact
Central San, its employees and ratepayers.
• Anticipate new regulatory requirements by taking a proactive, collaborative approach
with regulatory agencies.
Strategy 2
Continue Best Management Practices to reduce Sanitary Sewer Overflows.
Initiatives
• Continue five -year system -wide CCTV Program.
• Establish defined cleaning cycles on a yearly basis.
• Ensure proper cross - training for CSO crews.
• Complete systems conversions and /or upgrades within IT Master Plan.
Strategy 3
Comply with all air quality limits.
_ .- -
fadf s -: 1
Initiatives
• Remain below 25,000 metric tons of GHG.
• Explore technologies that use less energy and produce less greenhouse gases.
• Explore new technologies through inter - agency events (e.g., information sharing
and vendor presentations).
• Investigate progress of other wastewater agencies, local and national, and
pursue potential public /private /academic collaborations.
• Ensure the reliability of landfill gas supply and determine the means to increase
production and gas quality from Acme Landfill.
Strategy 4
Establish an Asset Management Program
Annual
Capital
Budget
Procure
Long Range
Construct
Capital
Install
Plan
Capitalize
Retire
Dispose
Salvage
Commission
and
-
-- - Startup
Maintain
Repair
Operate
Depredate
Revenue
Initiatives
• Develop Asset Management Policy for the District.
• Perform a strategic asset management gap analysis. Determine whether current
resources are being used effectively and what resources will be needed for
effective operation in the future.
• Develop an Asset Management Implementation Plan.
• Train District staff to understand the purpose and usefulness of asset
management and their roles in such a program.
Strategy 5
Increase recycled water use to reduce demands on potable water while expanding
access to recycled water for Central San customers.
Initiatives
• Pursue educational, regulatory and legislative initiatives that promote water
recycling.
• Develop partnerships and collaborations with other districts, as well as public and
private agencies.
• Optimize our relationship with the Contra Costa Water District and continue to
pursue possible collaborative projects.
• Investigate satellite and scalping plants for use by public and private entities.
• Identify new funding sources on State and Federal levels including grants and
SRF loans.
• Optimize existing filter plant for expected expansion.
• Develop operating parameters and asset needs required to provide recycled
water to the Concord Naval Weapons Station.
Goal 1: MEET REGULATORY
Key Performance
Indicator
New Regulations
• Identify potential
changes in
regulatory permits
and respond
proactively
REQUIREMENTS
FY 14 -15
Performance
• Zero permit
violations
• Gauge impact of
changes in permits
in advance
FY 14 -15
Target Met?
FY 15 -16
Target
Process Owner
Data Tracking
Method
Reduce SSOs
• Have less than 3
• TV 175 miles per
Paul Seitz
spills per 100
year
miles
• Complete cross -
training — Yellow
Book
Air Quality
• Remain below
• Identify new
25,000 metric
technologies to
tons of GHG
reduce energy
consumption and
limit GHG
• Increase landfill
output
Asset Management
• Launch Asset
• Complete gap
Dana Lawson
Management
analysis
Program
• Implement plan
• Make asset
management part
of all employee
training
Recycled Water
• Increase amount
• Apply for new
of RW produced
drought related
and used
RW grants
• Pursue CCWD
collaboration
• Facilitate private
scalping plants
GOAL TWO
Ensure Financial Stability
Strategy 1
Maintain Fair and Equitable Rate Structure for all ratepayers
s
►y
Initiatives
• Conduct Cost of Service study.
• Conduct staffing needs assessment.
• Develop Reserves policy for the District.
• Reassess District investment policy.
• Collaborate with other agencies to purchase goods and materials.
• Seek additional revenue opportunities and savings.
Strategy 2
Address Unfunded Liability and develop a plan for reducing it.
Initiatives
• Define all elements of unfunded liabilities.
• Develop presentations for Board, staff and the public detailing the unfunded
liability.
Strategy 3
Reduce District's Overall Cost of Risk
Initiatives
• Reduce frequency and cost of workplace injuries.
• Reduce /control costs of risk transfer.
• Reduce /control costs of liability claims and litigation.
• Establish target reserves for the self- insurance fund.
• Evaluate and implement additional cost - effective self- insurance opportunities.
Goal 2: ENSURE FINANCIAL STABILITY
Key Performance
FY 14 -15
FY 14 -15
FY 15 -16
Process Owner
Data Tracking
Indicator
Performance
Target Met?
Target
Method
Fair Rate Structure
• Complete Cost of
• Study underway
Thea Vassallo
Service study
• 10 Year Plan
• Study underway
incorporated into
of Service
• Conduct staffing
Annual Board
stud Y
needs assessment
presentation
• Formal Reserve
. Policy adopted by
Policy determined
Board
• Shared service
• Collaborators
agreements with
identified and
other agencies
partnered
Unfunded Liability
Actuarial
• All components
Sept/Oct annual
Sept/Oct
Dir. Of Admin
reports; annual
defined
updates
annual updates
audit;
• Presentations to
• Presentations to
Thea Vassallo
OPEB and
Board, staff and
Board, staff and
CCCERA
public launched
public completed
Cost of Risk
• Fewer workplace
. Improved Safety
Shari Deutsch
injuries
and Return to Work
programs
• Reduce liability
• Overflow Protection
claims
Device policy
aggressively
• Implemented self-
pursued
insurance funding
. Ongoing
GOAL THREE
Develop our Human Capital Resources
Human capital is the stock of competencies, knowledge, social and personality
attributes, including creativity, cognitive abilities, embodied in the ability to perform labor
so as to produce economic value.
Strategy 1
Define an appropriate workforce staffing model.
Initiatives
• Engage labor relations expert as advisor in negotiations, comparative studies,
etc.
• Conduct benchmarking to help determine appropriate staffing levels.
• Identify key positions that may be lost to retirements.
• Develop processes for seamless transitions upon retirements of key staff.
• Identify potential, interested future leaders seeking future career development in
the District.
Strategy 2
Implement a formal management - leadership development process.
Initiatives
• Collaborate with industry, civic and other appropriate associations on shared
leadership development program models.
• Develop a formal District mentorship program and ensure a proper leadership
pipeline for future District needs.
• Encourage senior leader involvement in industry-based associations.
Strategy 3
Workforce Development
T
Initiatives
Retool all current performance evaluations to focus on workforce and career
development outcomes for future human capital needs.
Provide appropriate coaching, mentoring and development resources for staff to
be successful in current and future positions.
Strive to create a quality of life and wellness culture consistent with the core
values of the District.
Goal 3: EMPLOYEE DEVELOPMENT
Key Performance
FY 14 -15
FY 14 -15
FY 15 -16
Process Owner
Data Tracking
Indicator
Performance
Target Met?
Target
Method
Workforce Model
• Sister Agency
• Survey completed
survey;
incorporated into
Cost of Service
. Cross - training
Study
implemented;
• Managers to
SOPs developed
compile annual list
of probable
• As needed
retirements
• Utilize General
Manager's special
• Courses
hire policy
scheduled for
• Customer Service
March 2014 and
Training for all
will continue into
staff
next Fiscal Year.
Leadership
Development
Training
• In process with
• Develop
Academies to
curriculum for
begin in next
Manager and
Fiscal Year.
Supervisor
• In process
Academies
• Establish
Mentorship
Program
• Encourage active
membership in
associations
Workforce
Development
• Develop SOPs for
• SOPs completed
every critical
. Potential leaders
position
identified
GOAL FOUR
Lead the Industry by Becoming a "Utility of the Future."
Strategy 1
Become the Utility of the Future
PI- PFLINF
Initiatives
• Update Mission /Vision and core values statement to reflect forward thinking.
• Become a "Net Zero Consumer" consistent with best practice Utility of the Future
models.
• Continue collaborations and partnerships with sister agencies, public and private
entities.
Strategy 2
Complete IT Master Plan
Initiatives
• Review and adoption of the IT Master Plan.
• Include in IT Master Plan the business requirements to enable online
transactions for permitting, payments, payroll and timecards along with other
digital opportunities to improve effectiveness and efficiency of service delivery.
• Implement IT Master Plan.
Goal 4: CCCSD AS INDUSTRY LEADER
Key Performance
Indicator
FY 14 -15
Performance
FY 14 -15
Target Met?
FY 15 -16
Target
Process
Owner
Data Tracking
Method
Become the Utility of
the Future
• Rework Mission
• Ongoing
statement to reflect
a forward - thinking
organization
• Explore means to
• Decreased energy
consume less
consumption
energy while
producing more
energy
• Reclaim leadership
Collaborations with
in the field through
sister agencies,
research,
academia, public and
application and
private partnerships in
innovative thinking
areas of mutual
concern
Completed IT Master
Contracts signed
Steering
Plan
for the ERP
Committee
system
• Review and accept
Steering Committee
Purchasing
recommendations
reviews and provides
of Master Plan
recommendations or
changes to the IT
Board of
• Web -based
Master Plan
Directors
business
Purchase system
transactions
Board of Directors
hardware,
requirements
review and decide on
software, and
adopted in the
the recommendations
other equipment
IT Division
Master plan
on the IT Master Plan
Hardware
• Implement IT
Steering committee
Installation and
IT Division
Master Plan
starts the
system
implementation of the
configuration
plan
Steering
Committee
• Search for ERP
Start system
consultant to assist in
testing phase and
IT Division
RFP development and
copy database
evaluation of public
from old to new
Purchasing
bids
system
Division
• Purchasing issues
Steering
RFP for public bids
Committee
• Steering Committee
evaluates bids, and
selects a vendor
GOAL FIVE
Provide Exceptional Customer Service
Strategy 1
Conduct Customer Satisfaction Survey to assess service effectiveness.
Sto
Initiatives
• Develop residential and business surveys.
• Determine how results will be measured, communicated and acted on.
Strategy 2
Increase District interaction with local, state and federal officials.
Initiatives
• Annual or semi - annual presentations for City Councils by liaison Board members.
• Annual meetings with General Manager and Board liaison with Mayor, City
Manager and Public Works Director of each city, and County counterparts.
Strategy 3
Update internal business practices.
Initiatives
• Hold mandatory customer service refreshers for all staff.
• Review options for one vs. two year budgets.
• Update all Permit applications.
• Update Standard Specifications and post to website.
• Investigate viable use of social media outlets.
Goal 5: EXCEPTIONAL CUSTOMER SERVICE
Key Performance
FY 14 -15
FY 14 -15
FY 15 -16
Process Owner
Data Tracking
Indicator
Performance
Target Met?
Target
Method
Customer Survey
• Survey budgeted
• Survey launched
• Consultant
and results
retained
tabulated
Political Interaction
• Increase
• Stronger
interaction with
relationships with
client cities,
client cities
others
Internal Business
Practices
• Choice of one vs.
• Review in process
two year budget
process
• Permit
• Application and
applications
related material
updated
posted to website
• Social Media
• Usefulness of
social media to be
determined
Strategic Plan Initiatives Quarterly Tracker
GOAL #1: MEET REGULATORY REQUIREMENTS
Initiatives Owner 1" Quarter Deliverables 2"d Quarter Deliverables
3`d Quarter DeliverahleG 4th OiiartPr t)PlivPrahlac
1.Monitor
regulatory
trends
2.Anticipate
new
regulations
through
collaboration
with regulatory
agencies
3.Continue 5
P.Seitz
year CCTV
program
4. Establish
defined
"
cleaning cycles
5.Cross -train
"
CSO crews
6.Complete
upgrades
within IT
Master Plan
7.Remain
below 25,000
metric tons of
GHG
8. Explore new
energy
technologies
9. Explore new
technologies
through inter-
agency
events /vendor
presentations
10. Pursue
collaborations
w /other
agencies,
public and
academic
11.Ensure
reliable landfill
as supply
12. Develop
District Asset
Mgt Policy
13.Gap
analysis
14.Asset Mgt
implementation
Ian
15.Train staff in
asset mgt.
16.Pursue
initiatives that
promote RW
17.Develop
partnerships w/
other entities
18.Optimize
CCW D
relationship
19.1 nvestigate
scalping plants
by public
entities
20.ID new
funding
sources
21.Optimize
filter plant for
expected
expansion
22.Develop
parameters for
Concord Naval
Weapons
Station
GOAL #2: ENSURE FINANCIAL STABILITY
Initiatives Owner 1st Quarter Deliverables 2nd Quarter Deliverables 3rd OiiartPr DPliverahlPS 4th C)uartPr nniivPrahlPc
1.Conduct Cost
of Service
Study
2.Perform
Staffing Needs
Assessment
3. Develop
Reserves
Policy
4.Reassess
investment
policy
5.Collaborate
on shared
purchases w/
other agencies
6.Seek
additional
revenue
sources
7.Define
elements of
UAAL
8.Develop
UAAL
presentations
for Board,
staff, public
9.Reduce costs
S.Deutsch
of workplace
injuries
10.Control risk
transfer costs
11.Control
costs of liability
claims
12.Establish
target reserves
for self -
insurance fund
13. Evaluate
additional self -
insurance
onoortunities
GOAL #3: DEVELOP HUMAN CAPITAL RESOURCES
Initiatives Owner 1s t Quarter Deliverables 2nd Quarter Deliverahles 3rd Quarter DPIivP.rahlaG 4th CJuarter nnlivarahlac
1.Engage
Labor
Relations
expert
2. Benchmark
to determine
appropriate
staffing
levels
3.ID key
positions that
could be lost
to retirement
4.Develop
process for
transitions
upon
retirements
5.ID potential
interested
future
leaders for
District
career
development
6.Collaborate
with other
agencies on
shared
leadership
development
models
7.Develop
mentorship
program
8. Encourage
senior
leadership
involvement
in industry
associations
9. Retool
performance
evals to
focus on
workforce
10. Provide
coaching and
resources for
staff success
11.Create
quality of life
consistent
with core
District
values
GOAL #4: BECOME A UTILITY OF THE FUTURE
Initiatives Owner 1s t Quarter Deliverahles 2nd niiartar nPlivnrghIAC grri (]i iarfor naln /PrnhlcC dth niinrtor nnikin k1—
1.Update
Scahill
Mission /Vision
2.13ecome Net
Zero
Consumer
3. Continue
collaborations
with sister
agencies
4. Implement
IT Master
Plan
5. Web -based
payments and
payroll
6.Document
Mgt System
GOAL #5: PROVIDE EXCEPTIONAL CUSTOMER SERVICE
Initiatives Owner 1 s t Quarter Deliverables 2nd Quarter DeliverahlPC Rrd ni carter Ileliverahloc dth ni inrtor rl-li- Ohl
1. Develop
Scahill
surveys
2.Determine
how results
will be
measured
and acted on
3. Annual
Bailey &
presentations
Scahill
for City
Councils by
Board
liaisons
4. Annual
meeting of
GM and
liaison with
Mayors, City
Mgrs
5. Mandatory
Scahill
customer
service
refreshers for
all staff
6. Review 1
vs 2 year
budget
options
7. Update
permit
applications
8. Update
Standard
Specs and
Post
9.Review
social media
outlets