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HomeMy WebLinkAbout05. Strategic Plan Key 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 5 • Develop long -term strategies through the Treatment Plant Master 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 seven -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 Gauge impact of J -M Petit changes in changes in permits in regulatory advance permits and 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 collaboration and pilot studies • Remain below Maximize landfill gas 25,000 metric combustion and Randy Schmidt California Air tons of GHG minimize natural gas Resources emissions combustion Board Greenhouse • Minimize occurrence Gas of Title V Reportable Inventories Compliance Activities BAAQMD • Finish Submit compliance approval of compliance plans to BAAQMD incinerator plans for new compliance incinerator rules plans effective in 2016 Reduce SSOs • Have less than 3 • TV 175 miles per year Paul Seitz spills per 100 • Complete cross - miles training — Yellow Book Manage Risk • Hire Safety • Recruitment Deputy GM Officer completed by the end of 2014 • Perform Safety Compliance • Address findings on audit and EORM audit address findings GOAL TWO Ensure Financial Stability Strategy 1 Maintain a Fair and Equitable Rate Structure based on Cost of Service study results. f 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 management procedures to minimize exposure to risk. Initiatives • Reduce /control costs of risk transfer in insurance and contracts. • 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 Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Tar et Process Owner Data Tracking Method • Implement fair • Study underway April 2015 April 2016 Rate Structure David Heath Thea Vassallo • Complete Cost of • Study underway Dec. 2014 Dec. 2015 J -M Petit Annual Board Service study to Danea Gemmell presentation determine revenue needs • 10 Year Plan • Policy adopted by June 2015 incorporated into Board Cost of Service study • Determine • Board adopt policy percentage of target reserves/ Formal Reserve Policy determined • Shared service Collaborators TBD agreements with identified and other agencies partnered (Table continued on next page.) 4 Goal 2: ENSURE FINANCIAL STABILITY Key Performance Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Target Process Owner Data Tracking Method 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 CCCERA Manage Risk • Prepare and Provide Claim Shari Deutsch present the Risk frequency; Workers Management Comp ExMod; Cal Annual Report HOSHA Statistics: Insurance costs and trends J -M Petit • Evaluate and Board approval Neil Meyer update Engineering specs and standard contracts for indemnity language and insurance requirements • Reduce /control 0 Implement revised costs of liability SSO and Backup claims Response Plan • Establish target 0 Recommend to reserves for self- Board minimum insurance fund; reserve level fully funded within 3 years. • Reduce threat of service interruption thru Asset Mgt. 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 strategy for succession planning. Strategy 2 Develop and implement Management and Supervisor Academies. 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 (e.g., Bayworks). • Encourage senior leader involvement in industry-based associations. • Encourage training through industry associations. 0 Strategy 3 Provide appropriate coaching, mentoring and development resources for staff to be successful in current and future positions. Initiatives • 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. Goal 3: EMPLOYEE DEVELOPMENT Key Performance Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Target Process Owner Data Tracking Method • Completion of • Recommendation Teji O'Malley staffing needs accepted by Board David.Heath assessment in 2/15 • Compile list of • List complete by probable 1014 Managers retirements • Document • Implement plans Succession succession Planning planning Committee/Teji objectives and O'Malley establish formal i succession plan I • Conduct Training ongoing. Michael Scahill Customer Service refresher training for all staff (Table continued on next page.) PA Goal 3., EMPLOYEE DEVELOPMENT Key Performance Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Target Process Owner Data Tracking Method Leadership Development Training • Launch • Mgt. Academy Michael Scahill Management begins in 8/14 Academy • Develop • In development for Teji O'Malley curriculum for 1/15 start Michael Scahill Supervisor Academy • Establish • In process Succession Mentorship Planning Program Committee • Actively • Increase Number of David Heath participate in leadership roles in association Ops Director industry related associations leadership associations positions • Implement • Launch in 1/15 Teji O'Malley quarterly HR supervisor training sessions • Hold lunch -time • On -going Teji O'Malley brown bags for J -M Petit relevant industry topics Workforce Development • Develop SOPs • SOPs completed Managers for every critical by all depts. function • Develop list of 0 On -going Directors and scenarios that managers could disrupt CCCSD service (e.g., earthquake, fire, power failure, communication failure, etc.) and develop SOPS for each scenario 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. P-1.111-1..N ". E 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 Collaborate with regional water and wastewater agencies to augment the region's water supply while expanding access to recycled water for Central San customers. X 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. 10 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 Adopted by Board Yes Michael Scahill statement to 7/14 reflect a forward - thinking organization • Reduce energy Decreased energy Percent of J -M Petit consumption by consumption energy Neil Meyer _ percent reduction Alan Weer • Reclaim Collaborate with Ops Director leadership in the sister agencies, field through academia, public and presentations, private partnerships pilot studies, conference Staff members to participation, make at least 5 annual presentation per year benchmarking Recycled Water • Complete Apply for new drought J -M Petit recycled water related RW grants Melody LaBella master plan Danea Gemmel[ Roger Bailey • Collaborate with Finalize EBMUD other agencies to utilization agreement increase amount of Lafayette RW of RW produced pipeline and used • Reach agreement • Quarterly meetings on delivery of with CCWD General recycled water Manager with CCWD • Establish list of • Explore private potential scalping plants customers for recycled water • Open RW filing • In process station 11 Key Performance Indicator FY 14 -15 Performance FY 14 -15 Target Met? FY 15 -16 Target Process Owner Data Tracking Method Completed IT Master Plan • Review and • Master Plan David Heath accept accepted by Board recommendations 2014 of Master Plan • Implement • Software system System David Heath replacement of selection completed. implementation Paul Seitz CSO Accela RFP for complete Dana Lawson CMMS System implementation consultant completed • Implement • Funding approved by RFP issued. Elaine Boehme Records Mgt. Board. RFP issued Contract David Heath System for software vendor awarded to software vendor. • Replace ERP • Funding approved by System David Heath System Board. RFP implementation preparation in in process with process. estimated completion in FY 16 -17. 12 GOAL FIVE Provide Exceptional Customer Service Strategy 1 Make a concerted effort to understand customer expectations and degree of satisfaction with District services. _A 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. Strategy 3 Develop Business Plan, integrating and prioritizing initiatives identified in the Strategic Plan. 13 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 FY 14 -15 FY 14 -15 FY 15 -16 Process Owner Data Tracking Indicator Performance Target Met? Target Method Customer Survey • Retain Survey and /or focus Michael Scahill consultant and groups launched develop survey after 1/15 for District customers, residential and business Political Interaction • Increase Stronger Percentage of Roger Bailey interaction with relationships with meetings with Board client cities, client cities, State local officials others and County 4 legislators • Have annual Attend CASA's Roger Bailey outreach to state Public Policy Forum Board and federal and D.C. officials conference to meet legislatures Internal Business Practices • Permit In process Danea Gemmell applications updated and posted to website • Explore Determine how Michael Scahill communication social media might value and costs be beneficial to of using social District media (Facebook, Twitter, etc.) 14 Emergency Capital Operations Procure Un8 Range Construct • Comply with • Conduct at least Install Plan Al Shari Deutsch SEMS and NIMS one EOC activation Capttetlze requirements for exercise per year Dispose local government Salvage ommission emergency • Expand or enhance and SUMP Maintain Repair e preparedness the cache of Revenue and response emergency supplies needed to respond in a disaster • Develop and • Serve on the maintain working Operational Area relationships and Council collaborative opportunities • Join the East Bay with emergency Regional management Communications personnel in System Authority local and area governments • Create In process Shari Deutsch emergency Paul Seitz response SOPs J -M Petit GOAL SIX Maintain a reliable wastewater infrastructure Strategy 1 Establish an Asset Management Program Annual Capital &Mast Procure Un8 Range Construct capital Install Plan Al Asset Capttetlze Reure Life Dispose Salvage ommission and SUMP Maintain Repair e DOpera Revenue 15 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 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. 16 Goal 6: MAINTAIN INFRASTRUCTURE Key Performance FY 14 -15 FY 14 -15 FY 15 -16 Process Data Tracking Indicator Performance Target Met? Target Owner Method • Launch Asset Active participation Dana Lawson Management with consultant toward Engineering Program the development of the • Complete gap asset management analysis plan i.e. participation in • Implement plan workshops /RFI and other supporting activities • Make asset Teji O'Malley management part of all employee training • Complete Paul Seitz Wastewater Alan Weer Security Neil Meyer Assessment J -M Petit 0 s Director • Update 2010 • Update every 5 years J -M Petit infrastructure master Danae Gemmell Ian • Annual infrastructure CIPP Manager master plan update • Complete condition Assessment/Condition Neil Meyer assessment within based maintenance Ops Director maintenance group (CBM) /Predictive maintenance (PDM) program enhancements CMMS enhancements SOP /Best Appropriate Practice (BAP) update/development. • Begin OPD Develop incentive Michael Scahill enforcement program Paul Seitz campaign Roger Bailey Danea Gemmell 17