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Home My WebLink About05. Strategic Plan Key Initiatives and Performance IndicatorsGOAL ONE Meet 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 S. • Develop long -term strategies through the Plant of the Future Roadmap project to meet future requirements for regulatory compliance, energy efficiency, and infrastructure sustainability. 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 act before implementation of those new requirements. • Actively manage greenhouse gas (GHG) emissions in the most cost effective and environmentally responsible manner. This currently means keeping GHG emissions below the California Cap and Trade Program inclusion threshold of 25,000 metric tons CO2e per year • Explore new technologies that use less energy and produce less GHG.s through inter - agency events (e.g., information sharing and vendor presentations) • Evaluate feasible new technologies through pilot studies 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. Goal 1: MEET REGULATORY REQUIREMENTS Key Performance FY 14 -15 FY 14 -15 FY 15 -16 Process Data Tracking Indicator Performance Target Met? Target Owner Method New Regulations • Identify potential • Zero permit violations changes in • Gauge impact of regulatory changes in permits in permits and advance respond proactively Air Quality Identify new Alan Weer Title V • Maintain technologies to reduce Compliance excellent Title V energy consumption reports compliance track and limit GHG record emissions through inter - agency California Air • Remain below collaboration and pilot Resources 25,000 metric studies Board tons of GHG Greenhouse emissions Maximize landfill gas Gas combustion and Inventories • Finish minimize natural gas compliance combustion BAAQMD plans for new approval of incinerator rules • Minimize occurrence incinerator effective in 2016 of Title V Reportable compliance Compliance Activities plans • Submit compliance plans to BAAQMD Reduce SSOs • Have less than 3 • TV 175 miles per year Paul Seitz spills per 100 • Complete cross - miles training — Yellow Book Manage Risk • Reduce costs of Shari Deutsch liability claims • Establish target reserves • Hire Safety Officer • Perform Safety Compliance audit and address findings 2 is v GOAL TWO Ensure Financial Stability Strategy 1 Maintain a Fair and Equitable Rate Structure based on Cost of Service study results. b 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, savings and grant opportunities. 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. 3 Strategy 3 Implement prudent risk man V t procedures to minimize exposure to risk. Jt A 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 STARILITV 0 Key Performance Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Target Process Owner Data Tracking Method • Fair Rate • Study underway Structure David Heath/ • Complete Cost of • Study underway Thea Vassallo Service study Annual Board • 10 Year Plan • Policy adopted by presentation incorporated into Board Cost of Service study • Formal Reserve • Collaborators Policy determined identified and partnered • Shared service agreements with other agencies Unfunded Liability Actuarial • All components Presentations to Sept/Oct annual Sept/Oct David Heath reports; annual defined Board, staff and updates annual updates audit; public completed Thea Vassallo OPEB and • Presentations to CCCERA Board, staff and public launched 4 40 GOAL THREE Develop our Human Capital Resources Strategy 1 Ensure appropriate staffing levels. Initiatives • Engage labor relations expert as advisor in negotiations, comparative studies, and other matters of the District's human resource. • Conduct benchmarking studies to determine appropriate staffing levels. • Identify key positions that may be lost to retirements and prepare appropriate succession plans. • Develop appropriate mentoring programs 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. 5 Strategy 3 Provide appropriate coaching, mentoring and development resources for staff to be successful in current and future positions. �r Initiatives Develop a formal District mentorship program and ensure a proper leadership 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. n 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 • Survey completed Teji O'Malley assessment • Sister Agency • Cross - training survey; implemented; Percentage of incorporated into SOPs developed performance Cost of Service plans completed Study • As needed • Managers to compile annual list of probable retirements • Utilize General Manager's special hire policy Training ongoing. • Customer Michael Scahill Service Training for all staff Leadership Development Michael Scahill Training Mgt Academy to • Develop begin in 8/14 curriculum for Manager and Supervisor Supervisor Academy in Academies development for • Establish 1/15 start Mentorship Program • Encourage active Number of membership in association associations • In process leadership positions Workforce Development • Develop SOPs • SOPs completed for every critical by all depts. function GOAL FOUR Be a Leader in the Wastewater Industry Strategy 1 Use sustainable practices that minimize waste, maximize resources, protect the ratepayer, improve the community, and embrace innovation. PIPELI3�lE 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 Collaborate with regional water and wastewater agencies to augment the region's water supply while expanding access to recycled water for Central San customers. E:3 v 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. E Goal 4: CCCSD AS INDUSTRY LEADER Key Performance FY 14 -15 FY 14 -15 FY 15 -16 Process Owner Data Indicator Performance Target Met? Target Tracking Method Become the Utility of the Future • Rework Mission Adopted by Board statement to 7/14 reflect a forward - thinking organization Percent of • Explore means to Decreased energy energy Plant Maintenance consume less consumption reduction Division (PMD) energy while producing more energy • Reclaim Collaborations with leadership in the sister agencies, field through academia, public and research, private partnerships application and in areas of mutual innovative concern thinking Recycled Water • Apply for new • Collaborate with drought related RW Petit/LaBella/Gemmel other agencies to grants increase amount • Pursue CCWD of RW produced collaboration and used • Explore private scalping plants • Open RW filling station Completed /T Master Plan Heath /Steering • Review and Steering Committee Committee accept reviews and provides Steering recommendations recommendations or Committee of Master Plan changes to the IT solicits, Master Plan evaluates and awards bid for • Web -based Steering Committee ERP systems business search for ERP transactions consultant to assist in requirements RFP development adopted in the and evaluation of Master plan public bids • Implement IT Master Plan 10 GOAL FIVE Provide Exceptional Customer Service Strategy 1 Make a concerted effort to understand customer expectations and degree of satisfaction with District services. S� �o 1, 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. 11 Strategy 3 Develop Business Plan, integrating and 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 and business continuity preparations 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 Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Target Process Owner Data Tracking Method Customer Survey Michael Scahill • Survey budgeted Survey and /or focus • Consultant groups launched retained and results tabulated Political Interaction • Increase Stronger Percentage of Bailey /Board interaction with relationships with meetings with client cities, client cities, State local officials others and County legislators Internal Business Practices • Choice of one • Review in process vs. two year budget process • Permit • Application and applications related material updated posted to website • Social Media • Usefulness of social media to be determined 12 GOAL SIX Maintain a reliable wastewater infrastructure Strategy 1 Establish an Asset Management Program Annual Capital Budget Procure Long Range Construct Capital Install Plan Asset Capitalize Retire Life Dispose Salvage L ommission and Startup Maintain Operate Repair Depredate 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 Update the Capital Improvement Program annually through prioritization and risk analysis while focusing on the sustainability of customer and environmental needs and economic demands. 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. • 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 13 Strategy 3 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 Data Indicator Performance Target Target Owner Tracking Met? Method 4 Launch Asset Active participation with Dana Lawson, Management consultant toward the Engineering Program development of the asset • Complete gap management plan i.e. analysis participation in • Implement plan workshops /RFI and other • Make asset supporting activities. management part of all employee training d Wastewater Vulnerability Assessment complete d Coordination with communities d Annual infrastructure master plan update 41 Condition Assessment/Condition Maintenance assessment based maintenance Division (PMD /maintenance (CBM) /Predictive maintenance (PDM) program enhancements CMMS enhancements SOP /Best Appropriate Practice (BAP) update/development Increase TV -ing of system Begin OPD Scahill /Seitz/ enforcement campaign 14 Strategic Plan Initiatives Quarterly Tracker GOAL #1: MEET REGULATORY REQUIREMENTS Initiatives Owner 15t Quarter Deliverables 2nd Quarter Deliverables 3`d Quarter Deliverables 4th Quarter Deliverables 1.Monitor regulatory trends 2.Anticipate new regulations through collaboration with regulatory agencies 3. Remain below PMD 25,000 metric tons of GHG 4, Explore new energy technologies 5. Explore new PMD technologies through inter- agency events /vendor presentations 6 Pursue collaborations Mother agencies, public and academic 7.Continue 5 P. Seitz year CCTV program 8.Cross -train " CSO crews 15 GOAL #2: ENSURE FINANCIAL STABILITY Initiatives Owner 1st Quarter DelivPrah1PC 9nr1 0iiartar nin ivarnhlac grrl niinrtcr nclivornhlec Mk niinr— n„i;.,,r, i.. 1. Conduct Cost of Service Stud 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 12. Evaluate additional self - insurance opportunities 13. Hire District safety Officer 14. Increase safety trainings for entire District 16 GOAL #3: DEVELOP HUMAN CAPITAL RESOURCES Initiatives 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.I1D 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 development 10.Provide coaching and resources for staff success 11.Create quality of life consistent with core District values 17 GOAL #4: BE A WASTEWATER INDUSTRY LEADER Initiatives Owner 1s t Quarter DPlivernhleG 9nd niiartar nalivarahlac qrri niiartcr ncGvcrnkine n +F, niinr+o n r.,,r,W Update Scahill MissionNision 2.13ecome Net Zero Consumer 3. Continue collaborations with sister agencies 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 Heath /Steering Committee Steering Committee Steering Committee Submit FY 15 -16 Purchasing starts RFP solicits selects and Capital process for quotes for awards budget for ERP ERP Consultant purchase system system services of ERP Consultant contract system 10. Web -based - - payments and payroll W GOAL #5: PROVIDE EXCEPTIONAL CUSTOMER SERVICE Initiatives Owner 1 s 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 & Scahill presentations for City Councils by Board liaisons 4. Annual meeting of GM and liaison with Mayors, City Mgrs 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 5. Mandatory customer service refreshers for all staff 6. Review 1 vs 2 year budget options 7. Update Standard Specs and post S. Investigate use of social media outlets 9. Review _ Business Continuity Plan 19 Continued GOAL #5: PROVIDE EXCEPTIONAL CUSTOMER SERVICE Initiatives Owner 1s t Quarter nPliverahlPC 9nri C)iiartar nn1h /omh1cc grr1 r)iinr+or A +h n 10. Conduct bi- a es annual EOC exercises 11. Collaborate w/ agencies in mutual aid program GOAL #6: MAINTAIN INFRASTRUCTURE Initiatives Owner 1s' Quarter Deliverables 2nd Quarter Deliverables 3rd Quarter Deliverables 4th Quarter Deliver bI 1. Create a es Wastewater Vulnerability Assessment 2. Coordinate repair, rehab, etc. with affected communities 3. Continue PMD Asset Mgt plan development 4. Use CMMS to PMD align asset needs. 5. SOPS PMD development 6. Condition— PMD based maintenance application 7. Root cause PMD failure analysis 8. Enforce OPD ordinance 20