HomeMy WebLinkAbout08. Draft Strategic Planpm ,
A&%Central Contra Costa
Sanitary District
Central Contra Costa Sanitary District
Strategic Plan
FY 2014 -2015
through
FY2015 -2016
Second Draft
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
• Embracing a policy of sustainability for the responsible use of existing resources
• Promoting environmental stewardship
Our Values
We achieve success by valuing:
• Each other
• Ethics and integrity
• A healthy and safe environment
• Community relationships
• The meeting of commitments
• Transparency in all we do
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 six Strategic Goals, Strategies to
accomplish those Goals, and the Initiatives staff will use to execute those Strategies.
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The District utilizes a two -year strategic planning process within the context of a 10-
Year plan as a guide to develop an operating Business Plan. That plan serves as a
catalyst for decision making, direction setting, and the development of initiatives that
help us to continue to meet our 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 Pollutant Discharge Elimination System permit; in the lowest number of
Sanitary Sewer Overflows per 100 miles of lines 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, responsive 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 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
General Manager
KI
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.
EOM'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.
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• 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 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.
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Our Strategic Plan
While our 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; State and Federal water quality regulations; the shifts within the
wastewater industry itself. 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 Board policies that shape the outcomes we want to achieve.
• Strategies are the directions we want to take to reach those goals.
• Initiatives reflect how staff will accomplish these strategies in the near term.
• Key Performance Indicators measure how well staff is doing in achieving our goals.
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 six 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. Be a leader in the industry in this time of change.
5. Provide exceptional customer service.
6. Maintain a reliable wastewater infrastructure at a reasonable cost with an
ongoing awareness of critical components.
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GOAL ONE
Meet all Regulatory Requirements for the Good
of the Community and Environment.
Strategy 1
Strive to achieve 100% permit compliance in air, water, land and other regulations.
Initiatives
• Collaborate with sister agencies and industry associations to monitor trends in
regulatory changes.
• Anticipate new regulatory requirements by taking a proactive, collaborative
approach with regulatory agencies, and react before implementation of those
new requirements.
• 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).
Strategy 2
Strive to reduce the number of sanitary sewer overflows by continuing Best
Management Practices.
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.
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Goal 1: MEET REGULATORY REQUIREMENTS
Key Performance
FY 14 -15
FY 14 -15
FY 15 -16
Process Owner
Data Tracking
Indicator
Performance
Target Met?
Target
Method
New Regulations
• Identify potential
• Zero permit
changes in
violations
regulatory permits
. Gauge impact of
and respond
changes in permits
proactively
in advance
Air Quality
• Identify new
•Remain below
technologies to
25,000 metric tons
reduce energy
of GHG
consumption and
limit GHG
• Increase landfill
output
Reduce SSOs
• Have less than 3
• TV 175 miles per
Paul Seitz
spills per 100
year
miles
. Complete cross -
training — Yellow
Book
GOAL TWO
Ensure Financial Stability
Strategy 1
Maintain Fair and Equitable Rate Structure.
I 7W ms's
Initiatives
• Conduct Cost of Service study.
• 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, minimizing it in the future.
Initiatives
• Define all elements of unfunded liabilities.
• Develop presentations for Board, staff, stakeholders and the public detailing the
unfunded liability.
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Strategy 3
Manage risk and District exposure to it.
Initiatives
• 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.
• Hire District safety officer and increase trainings.
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
David Heath/
Service study
Thea Vassallo
• 10 Year Plan
• Study underway
incorporated into
Annual Board
Cost of Service
. Policy adopted by
presentation
study
Board
• Formal Reserve
. Collaborators
Policy determined
identified and
• Shared service
partnered
agreements with
other agencies
Unfunded Liability
Actuarial
• All components
Sept/Oct annual
Sept/Oct
David Heath
reports; annual
defined
Presentations to
updates
annual updates
audit;
• Presentations to
Board, staff and
Thea Vassallo
OPEB and
Board, staff and
public completed
CCCERA
public launched
Manage Risk
Shari Deutsch
Reduce costs of
liability claims
Establish target
reserves
Hire Safety Officer
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GOAL THREE
Develop our Human Capital Resources
Strategy 1
Conduct a staffing needs assessment.
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.
Strategy 2
Develop and implement a District - centric leadership development program.
Initiatives
• Identify potential, interested future leaders seeking future career development in
the District for targeted leadership training.
• Collaborate with industry, civic and other appropriate associations on shared
leadership development program models.
• Encourage senior leader involvement in industry-based associations.
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Strategy 3
Provide appropriate coaching, mentoring and development resources for staff to be
successful in current and future positions.
1 �
Initiatives
• Develop a formal District mentorship program and ensure a proper Jeadership
pipeline for future District needs.
• Retool all current performance evaluations to focus on workforce and career
development outcomes for future human capital needs.
• Strive to create a quality of life and wellness culture consistent with the core
values of the District.
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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
• Staffing needs
assessment
• Survey completed
Number of
• Sister Agency
training hours
survey;
incorporated into
• Cross - training
Cost of Service
implemented;
Study
SOPs developed
• Managers to
compile annual list
• As needed
of probable
Percentage of
retirements
performance
• Utilize General
• Courses
plans completed
Manager's special
scheduled for
hire policy
March 2014 and
• Customer Service
will continue into
Training for all
next Fiscal Year.
staff
Leadership
Development
Training
. In process with
• Develop
Academies to
curriculum for
begin in next
Manager and
Fiscal Year.
Supervisor
. In process
Academies
. Potential leaders
• Establish
identified
Mentorship
Program
• Encourage active
Number of
membership in
association
associations
leadership
positions
Workforce
Development
• Develop SOPs for
SOPs completed
every critical
function
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GOAL FOUR
Be a Leader in the Wastewater Industry
Strategy 1
Become the Utility of the Future through sustainable practices that minimize waste,
maximize resources, protect the ratepayer, improve the community, and embrace
innovation.
PIPELINE
Initiatives
• Update MissionNision 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
Increase recycled water production to augment the region's water supply while
expanding access to recycled water for Central San customers.
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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.
• Develop operating parameters and asset needs required to provide recycled
water to the Concord Naval Weapons Station.
Strategy 3
Complete IT Master Plan integration throughout all District operations.
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.
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Goal 4: CCCSD AS INDUSTRY LEADER
Key Performance
FY 14 -15
FY 14 -15
FY 15 -16
Process
Data Tracking
Indicator
Performance
Target Met?
Target
Owner
Method
Become the Utility of
the Future
• Rework Mission
• Ongoing
statement to reflect
a forward- thinking
organization
Percent of
• Explore means to
• Decreased energy
consume less
consumption
energy
energy while
reduction
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
Recycled Water
• Apply for new drought
*Increase amount of
related RW grants
RW produced and
- Pursue CCWD
used
collaboration
Facilitate private
scalping lants
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
hardware,
requirements
Search for ERP
software, and
adopted in the
consultant to assist in
other equipment
IT Division
Master plan
RFP development and
evaluation of public
Hardware
• Implement IT
bids
Installation and
IT Division
Master Plan
system
• Purchasing issues
configuration
RFP for public bids
Steering
Committee
• Steering Committee
Start system
evaluates bids, and
testing phase and
IT Division
selects a vendor
copy database
from old to new
Purchasing
system
Division
Steering
Committee
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GOAL FIVE
Provide Exceptional Customer Service
Strategy 1
Make a concerted effort to understand customer expectations and degree of satisfaction
with District services.
DSO j v
L
Initiatives
• Develop residential and business surveys.
• Determine how survey results will be measured, communicated and acted on.
Strategy 2
Increase District interaction with local, state and federal officials.
Initiatives
• Give annual or semi - annual presentations for City Councils by liaison Board
members.
• Hold annual meetings with General Manager and Board liaison with Mayor, City
Manager and Public Works Director of each city, and County counterparts.
• Keep State legislators representing the District's service area and all County
Supervisors informed of Central San's mission, accomplishments, and relevant
plans.
• Hold annual meetings between Board member and CC Water District.
• Appoint Board member(s) as liaison for CCWD and EBMUD.
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Strategy 3
Develop Business Plan, integrating a prioritizing initiatives identified in the Strategic
Plan.
Initiatives
• Review options for one vs. two year budgets.
• Update Standard Specifications and post to website.
• Investigate viable use of social media outlets.
Strategy 4
Continue Emergency Operations preparation throughout the District to best respond in
the event of a catastrophe.
Initiatives
• Perform periodic review of Business Continuity Plan.
• Continue to conduct bi- annual Emergency Operation Center exercises.
• Collaborate with local, County and State agencies in mutual aid program.
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
Percentage of
interaction with
relationships with
meetings with
client cities,
client cities, State
local officials
others
and County
legislators
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
W.
GOAL SIX
Maintain a reliable wastewater infrastructure
at a reasonable cost with an awareness of critical components
Strategy 1
Establish an Asset Management Program
Annual
Capital
aaftet
Long Range
Coruvuct
Capital
Install
Plan
Asset
I Capitafte
Retire Life
Dispose
Cycle
Salvage
Cammisslon
and
Startup
Operate
Repalra
Depreolate
Revenue
Initiatives
• Develop an 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 2
Make capital investments to maintain existing infrastructure and build new infrastructure
at the appropriate time.
Initiatives
• Create a new Wastewater Vulnerability Assessment Plan linked to District's
Emergency Operations Plan.
• Assure asset repair, rehabilitation and replacement efforts are coordinated within
affected communities to minimize disruptions and other potentially negative
consequences.
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Strategy 3
Use Asset Management Plan for a periodic update to the infrastructure master plan.
Initiatives
• Use Asset Management Program to optimize operations, maintenance,
rehabilitation and replacement.
• Use computerized maintenance management system (CMMS) enhancements to
align with present and future asset management program needs
• Use condition assessments and predictive failure analysis to replace /rehabilitate
infrastructure at the most cost - effective time.
• Expand in -house capabilities for the inspection and assessment of collection
system assets.
Strategy 4
Increase enforcement of Overflow Protection Device ordinance.
Initiatives
• Articles in Pipeline newsletter, press releases and possible paid advertising
announcing District plans to enforce Overflow Protection Device ordinance,
specifically the consequences of not having an OPD.
• Targeted mailings in areas announcing the consequences of sewage back -ups
into homes (i.e., no liability on the District's part).
• Special discounts for the $50 OPD and /or discounted installation of OPDs by
licensed plumbers.
Goal 6: Maintain Infrastructure
Key Performance
FY 14 -15
FY 14 -15
FY 15 -16
Process
DataTrack-
Indicator
Performance
Target Met?
Target
Owner
ing Method
•Launch Asset
Management Program
Complete gap analysis
*Implement plan
*Make asset
management part of
all employee training
Wastewater
Vulnerability
Assessment
complete
Coordination with
communities
Annual infrastructure
master plan update
Condition assessment
/maintenance
Increase Wing of
system
Begin OPD
enforcement
campaign
co
Strategic Plan Initiatives Quarterly Tracker
GOAL #1: MEET REGULATORY REQUIREMENTS
lnitintivac owner 1St (]carter Deliverables 2"d Quarter Deliverables
3`d Quarter Deliverables 4'h Quarter Deliverables
1.Monitor
regulatory
trends
2.Anticipate
new
regulations
through
collaboration
with regulatory
agencies
3.Remain
below 25,000
metric tons of
GHG
4.Explore new
energy
technologies
5. Explore new
technologies
through inter-
agency
events /vendor
presentations
6 Pursue
collaborations
w /other
agencies,
public and
academic
7.Continue 5
P.Seitz
year CCTV
program
B.Cross -train
"
CSO crews
9 .Complete
system
conversions
within IT
Master Plan
22
GOAL #2: ENSURE FINANCIAL STABILITY
Initiatives Owner 1 st Quarter Deliverables 2nd Quarter Deliverables 3rd Quarter Deliverables 4th Quarter Deliverables
1.Conduct Cost
of Service
Study
2.Conduct
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.Control risk
transfer costs
10. Control
costs of liability
claims
11. Establish
target reserves
for self -
insurance fund
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12. Evaluate
additional self -
insurance
opportunities
13. Hire District
safety Officer
14.lncrease
safety trainings
for entire
District
24
GOAL #3: DEVELOP HUMAN CAPITAL RESOURCES
Initiativac Owner 1 s t Quarter Deliverables 2nd Quarter Deliverables 3rd Quarter Deliverables 4th Quarter Deliverables
1.Engage
Labor
Relations
expert
2.13enchmark
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
4.1
8. Encourage
senior
leadership
involvement
in industry
associations
9. Retool
performance
evals to
focus on
workforce
development
10.Provide
coaching and
resources for
staff success
11.Create
quality of life
consistent
with core
District
values
26
GOAL #4: BE A WASTEWATER INDUSTRY LEADER
Initiatives Owner 1 s t Quarter Deliverables 2nd Quarter Deliverables 3rd Quarter Deliverables 4th Quarter Deliverables
1.Update
Scahill
MissionNision
2.13ecome Net
Zero
Consumer
3. Continue
collaborations
with sister
a encies
4. Pursue
initiatives that
promote RW
5. Develop
partnerships
w/ public and
private
agencies
6. Optimize
relations w/
CCWD
7. Investigate
scalping plants
for public
entities
8. Develop
_
operating
parameters
and asset
needs for Naval
Weapons
Station
9. Implement
IT Master
Plan
10. Web -
based
payments and
payroll
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GOAL #5: PROVIDE EXCEPTIONAL CUSTOMER SERVICE
Initiatives Owner 1s t Quarter Deliverables 2nd Quarter Deliverables 3rd Quarter Deliverables 4th Quarter Deliverables
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
M rs
5. Annual
meeting
between
Board
members and
CCWD Board
6. Appoint
Board
member(s) as
liaison to
CCWD and
EBMUD
7. Keep
County &
State
legislators
aware of
District
activities
W
5. Mandatory
customer
service
refreshers for
all staff
6. Review 1
vs 2 year
budget
options
7. Update
Standard
Specs and
post
8. Investigate
use of social
media outlets
_.
9. Review
Business
Continuity
Plan
10. Conduct
bi- annual EOC
exercises
11.
Collaborate
w/ agencies in
mutual aid
program
K1ti
GOAL #6: MAINTAIN INFRASTRUCTURE
Initiatives Owner 1St Quarter Deliverables 2"d Quarter Deliverables 3`d Quarter Deliverables 4'h Quarter Deliverables
1. Create
Wastewater
Vulnerability
Assessment
2. Coordinate
repair, rehab,
etc. with
affected
communities
3. Continue
"
Asset Mgt
plan
development
4. Use
CMMS to
align asset
needs.
5. SOPs
development
_
6. Condition
—based
maintenance
application
7. Root
cause failure
analysis
8. Enforce
OPD ordinance
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