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HomeMy WebLinkAbout08.a. Fiscal Year 2014-15 Strategic Plan Annual Report-Summary of AchievementsrA 1 A7Cw-C1 Central Contra Costa Sanitary District September 17, 2015 A Message from the General Manager We have has just completed the first year of our two -year Strategic Plan. This report summarizes the progress made to date in achieving the Strategic Plan Initiatives. These Strategic Plan Initiatives have enabled us to continue to be an industry leader in the delivery of wastewater and recycled water services. The Fiscal Year (FY) 2014 -2015 through FY 2015 -2016 Strategic Plan established direction for the District; it draws upon the six Goals adopted by our Board of Directors and the Effective Utility Management (EUM) framework. Each Initiative is aligned with our Goals and one or more of the ten EUM attributes. This disciplined process ensures that the District's energies and resources are focused on high return on investment priorities and are in sync with the focus areas prescribed by industry leaders. As with the EUM guidelines, the Strategic Plan focuses on quality and customer service; leadership development; operational sustainability and financial viability; and the reliability of District infrastructure. Going forward into FY 2015 -2016, we will continue to make progress on our Initiatives, as well as establishing some new key performance measures. This will serve as a catalyst for decision making and direction setting to help the District achieve its core Mission. The District continues to demonstrate great capacity to improve organizational effectiveness and operational resilience in meeting its Mission to protect public health and the environment. In the coming year, we will continuously strive to be an accessible, cost - conscious agency known for reliable services and a high commitment to our customers. Roger 5. Bailey General Manager r Kcida--csD - . I - a - Protetting Pn611c Health and the Environment MISSION, VISION, VALUES &GOALS 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 VISION TO BE A HIGH - PERFORMANCE ORGANIZATION THAT PROVIDES EXCEPTIONAL CUSTOMER SERVICE AND FULL REGULATORY COMPLIANCE AT RESPONSIBLE RATES OUR VALUE S 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 OUR GOALS MEET ALL REGULATORY REQUIREMENTS FOR THE GOOD OF THE COMMUNITY AND ENVIRONMENT ENSURE FINANCIAL STABILITY DEVELOP OUR HUMAN CAPITAL RESOURCES BE A LEADER IN THE WASTEWATER INDUSTRY PROVIDE EXCEPTIONAL CUSTOMER SERVICE MAINTAIN A RELIABLE WASTEWATER INFRASTRUCTURE Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Overview of the Mission, Vision, Values and Goals of the District The FYs 2014 -2016 Strategic Plan consists of six Goals. Each of these Goals has corresponding Strategies and Initiatives that are focused on completing the Mission and addressing challenges and opportunities on the horizon, with the ultimate goal to help the District to successfully achieve its Mission and Vision. Key Performance Indicators are tracked to evaluate the factors that are critical to the success of the Initiatives. Effective Utility Management The Effective Utility Management (EUM) framework is regarded as the industry standard for strategic planning and performance metrics monitoring. The EUM Framework consists of ten Attributes that describe desired outcomes that are applicable to wastewater utilities. The EUM served as the framework for developing the Strategic Initiatives, and the District's Strategic Plan reflects the structure laid out by the EUM. By design, the Strategic Initiatives are aligned with our Goals and one or more of the ten EUM Attributes. This helps to ensure that the District's priorities are in line with best management practices. Effective Utility Management Attributes ➢ Product Quality ➢ Customer Satisfaction ➢ Employee and Leadership Development ➢ Operational Optimization ➢ Financial Viability ➢ Infrastructure Stability ➢ Operational Resiliency ➢ Community Sustainability ➢ Water Resource Adequacy ➢ Stakeholder Understanding and Support ➢ Strategic Initiative Achievement Strategic Initiative Achievement Summary The following provides a brief description of the level of achievement for each of the Strategic Initiatives and the factors that contributed to their achievement. Attachment No. 1 summarizes the status of each of the Key Performance Indicators. As indicated, all targets, with the exception of one, were met. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Goal 1 Meet Regulatory Requirements for the Good of the Community and Environment Strategy 1: Strive to Achieve 100 Percent Permit Compliance in Air, Water, Land and Other Regulations Meet Existing and Future Requirements for Regulatory Compliance, Energy Efficiency, and Infrastructure Sustainability Achievement: This initiative is continuously ongoing. The District continues to maintain operations to ensure compliance with all permit requirements. The District met all requirements of our National Pollutant Discharge Elimination System Permit and Title 22 of the California Code of Regulations related to recycled water. Under the Clean Air Act Title V Air Permit, there was one Notice of Violation in May 2015 for excess run hours on a portable diesel driven pump. In an effort to evaluate options for addressing future regulatory requirements, the District issued a contract to Carollo Engineers, Inc., in association with CH2M Hill to prepare the Comprehensive Wastewater Master Plan. Collaborate with Sister Agencies and Industry Associations to Monitor Trends in Regula Changes Achievement: This initiative is continuously ongoing. The District has staff that actively participates in local, state and national organizations such as the National Association of Clean Water Agencies; Water Environment Federation; California Association of Sanitation Agencies; California Water Environment Association; and Bay Area Clean Water Agencies. Staff is involved with several committees, either chairing or participating on the following committees: ➢ Air Issues and Regulations Committee ➢ Bay Area Pollution Prevention Group ➢ Bay Area Maintenance Information Sharing Group ➢ Biosolids Committee ➢ Collection Systems Committee ➢ Laboratory Committee ➢ Permit Committee ➢ Recycled Water Committee ➢ Pretreatment Committee ➢ California Water Environment Association — San Francisco Bay Section Staff is also involved with the following associations: ➢ Municipal Management Association of Northern California ➢ California Association of Environmental Professionals September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements ➢ California Hazardous Materials Investigators Association ➢ Northern California Pipe Users Group ➢ California Land Surveyors Association ➢ Household Hazardous Waste Information Exchange ➢ California Product Stewardship Council ➢ National Hazardous Materials Management Association Actively Manage Greenhouse Gas Emissions in the Most Cost Effective and Environmentall Responsible Manner Achievement: This initiative is continuously ongoing. District staff monitors landfill gas, natural gas, and Pacific Gas and Electric import usage on a monthly basis to ensure that greenhouse gas emissions produced remain under the annual target level of 25,000 metric tons of carbon dioxide equivalent. Strategy 2: Strive to Reduce the Number of Sanitary Sewer Overflows by Continuing Best Management Practices Continue the Seven -Year, System -Wide Closed Circuit Television Program Achievement: This initiative is continuously ongoing. The goal of the seven -year program is to televise all sewers an average of once every seven years. This requires that at least 200 miles of sewers be televised each year. In FY 2014 -2015, 203 miles were televised (74 miles of which were televised by District staff and 129 miles of which were televised by a contractor). Establish Defined Cleaning Cycles on a Yearly Basis Achievement: This initiative was met. The Collection System Operations Division has defined cleaning schedules for sewer segments. The cleaning schedules are reviewed bi- monthly, and adjustments are made on an as- needed basis. The internal goal is to clean a minimum of 800 miles of sewers annually. In FY 2014 -2015, 861 miles were cleaned. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements GOAL 2 ENSURE FINANCIAL STABILITY Strategy 1: Maintain a Fair and Equitable Rate Structure Based on Cost -of- Service Study Results Conduct Cost -of- Service Study and Development of Updated Forecasting and Ratemaking Model Achievement: This initiative was met. This District contracted with Raftelis Consulting Services to conduct a comprehensive Cost -Of- Service Study. The purpose of the Cost -Of- Service Study was to independently assess and evaluate the District's existing wastewater rates to provide a fair and reasonable rate structure and ensure that there is a proportionate recovery of costs from various customer classes. The Board of Directors received the Cost -Of- Service Study on March 5, 2015, and adopted the recommended rate structure and associated rates at the June 4, 2015, public hearing. The rates were calculated using the updated forecasting and ratemaking model developed by Raftelis Consulting Services in conjunction with District staff. Staff is currently working with Raftelis Consulting Services on tailoring the model to suit the District's needs. Meet Revenue Reauirements Achievement: This initiative was met. The rates adopted by the Board of Directors on June 4, 2015, fully meet the revenue requirements of the Operations and Maintenance Fund. Revenue requirements for the Capital Project Fund will be met through a combination of the rates adopted and Reserve Funds. The rate model assumes replenishing the Reserve Funds over the next four years, if not sooner. Adopt Reserves Policv for the District Achievement: This initiative is in progress. Staff made presentations and recommendations at the November 17, 2014, Board of Directors Workshop and the January 20, 2015, Board of Directors Meeting. The recommended policy which includes target reserves is scheduled to be presented to the Administration Committee this Fall. Adopt Debt Management Policy Achievement: This initiative is in progress. Staff is in the process of surveying other District policies and working with the District's financial adviser from Public Financial Management to submit a policy for consideration to the Administration Committee in the current fiscal year. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Strategy 2: Address Unfunded Liability, Minimizing it in the Future Monitor Actuarial Assumptions Used to Determine Unfunded Liabilities Achievement: This initiative was met. John Bartel of Bartel Associates, LLC, prepared the biennial Other Post - Employment Benefits Governmental Accounting Standards Board 45 Report dated January 12, 2015, for FY 2015 -2016 and FY 2016 -2017. Finance staff reviewed the results with the Finance Committee on March 23, 2015. The December 31, 2014, Contra Costa County Employees' Retirement Association Actuarial Valuation and the Contra Costa County Employees' Retirement Association Governmental Accounting Standards Board 67 Report were reviewed with the Finance Committee on August 10, 2015. Previously in April, June and July of 2014, John Bartel presented comparisons between the Contra Costa County Employees' Retirement Association and the California Public Employees' Retirement System and defined benefit plans versus defined contribution plans to the Administration Committee. Develop Presentations for the Board of Directors, Staff, Stakeholders and the Public Detailing the Unfunded Liabilitv Achievement: This initiative was met. The Finance Division presented information as part of the two -year, rate - setting model and as part of the FY 2014 -2015 Board of Directors Workshops . The Board of Directors agreed to make additional payments toward the unfunded liability. Strategy 3: Implement Prudent Risk Management Procedures to Minimize Exposure to Risk Reduce /Control Costs of Liability Claims and Litigation Achievement: This initiative is continuously ongoing. District staff review and evaluate all claims to determine if any modifications to District policies or procedures are necessary to reduce or mitigate future claims from the same type of incident. Establish Tareet Reserves for Self- Insurance Achievement: This initiative is in progress. Staff made presentations and recommendations at the November 17, 2014, Board of Directors Workshop and at the January 20, 2015, Board of Directors Meeting. The recommended policy which includes target reserves is scheduled to be presented to the Administration Committee this Fall. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Evaluate and Monitor the District's Total Cost of Risk Achievement: This initiative was met. The Total Cost of Risk includes the cost of commercial insurance and self- funded insurance methods; the amounts paid and reserved for claims and litigated matters funded through self- insurance; and personnel and other Operation and Maintenance expenses for the Safety and Risk Management Divisions. The Total Cost of Risk is reduced by the amount of any recoveries; reserve reductions for prior years; investment income from the Self- Insurance Funds; proceeds collected from any first party insured losses; and any dividends from our insurance pool. For FY 2014 -2015, the District's Total Cost of Risk is $4,035,000. This is a significant increase from the previous FY's Total Cost of Risk of $2,520,000. The difference arises from a liability claim that will likely require the full contribution of the District's self- insured retention, the filling of vacancies, and some increased consulting costs for the Safety Program over the past several months. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Goal 3 Develop our Human Capital Resources Strategy 1: Ensure Appropriate Staffing Levels Conduct Benchmarkine Studies to Determine ADDrooriate Staffing Levels Achievement: This initiative was met. As part of the Cost -of- Service Study, Raftelis Consulting Services prepared a Staffing Needs Assessment to ensure that the District's staffing levels were optimal based on the level of service our customers expect. The conclusion was that the District is staffed at the right levels. The Staffing Needs Assessment was presented to the Board of Directors on January 20, 2015, and adopted in March 2015. The Staffing Needs Assessment also recommended reviewing the number of unique job classifications and consideration of the implementation of position broad - banding. Broad - banding is a classification system that coalesces job classes with similar duties into broader occupational categories. In FY 2015 -2016, the District will procure the services of a consultant to review the issue of job classifications. Develop Appropriate Strategies for Succession Planning Achievement: This initiative is continuously ongoing. The District has established a Succession Planning Committee with the objective of developing a formal Succession Plan to maintain high service levels and prepare the District for future retirements and sudden changes to staffing. To date, the Succession Planning Committee has established a Committee Charter and Key Performance Indicators; identified key job functions; and has begun the process of interviewing staff to identify potential gaps and staffing vulnerabilities. Identifv and Address Internal Career "Gaps" in the Current Organization Structure Achievement: This initiative is scheduled to begin in FY 2015 -2016. The Succession Planning Committee has developed a template and will interview staff in order to identify those areas where a career path /ladder is not delineated within the current organizational structure. Once input is received, a report will be prepared summarizing the results and making recommendations. Strategy 2: Develop and Implement District - Focused Leadership Development Program Identify Potential, Interested Future Leaders Seeking Career Development in the District for Targeted Leadership Training Achievement: This initiative is in progress. The District developed and implemented a Management and Supervisory Academy (see below). September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Develop District - Training /Leadership Academies (Management and Supervisory) Achievement: This initiative is in progress. The first District -wide Leadership Academy was initiated in September 2014. Twenty -five employees participated and graduated on May 5, 2015. The first Supervisory Academy is scheduled to be held from September 2015 through April 2016 with 27 employees from throughout the District scheduled to participate. Develop District - Specific Training Programs /Session /Brown Bags Achievement: This initiative is scheduled to begin in FY 2015 -2016. Human Resources has developed Supervisory Training consisting of three modules (Recruitment and Selection, Performance Management, and Labor Relations). Human Resources presented one session in July 2015 and will present the other two in FY 2015 -2016. Additionally, Human Resources has contracted with a consultant to provide 10 brown bag sessions on various Human Resource related topics that will be held in FY 2015 -2016 and will be open to all District staff. Develop and Support Mentoring and Cross - Training Programs Achievement: This initiative is scheduled to begin in FY 2015 -2016. The Succession Planning Committee, in conjunction with Human Resources, is currently developing a formal mentorship program. Strategy 3: Provide Appropriate Coaching, Mentoring and Development Resources for Staff to be Successful in Current and Future Positions Collaborate with Industry, Civic and Other Appropriate Associations for Training and Leadership Development Purposes Achievement: This initiative is continuously ongoing. District staff has received and /or was provided training through the following associations in FY 2014 -2015: ➢ Bay Area Water /Wastewater Workforce Development ➢ Water Environment Federation ➢ California Water Environment Association ➢ NorCal Employment Relations Consortium ➢ Society of Environmental Toxicology and Chemistry ➢ American Chemical Society ➢ International Society of Automation ➢ Society for Protective Coatings ➢ California Public Employers Labor Relations Association ➢ Power Association of Northern California September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Goal 4 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 Continue Cost Effective, Energy Self- Sufficiency Consistent with Best Industry Practices Achievement: This initiative is continuously ongoing. Staff regularly monitors energy usage, and cogeneration and stream production with the goal to maximize the use of landfill gas versus natural gas and to minimize Pacific Gas and Electric import and demand charges. The District has also entered into a Power Purchase Agreement with Sun Edison, LLC, to install solar photovoltaic panels at the Household Hazardous Waste Collection Facility, Collection System Operations Building and Vehicle Maintenance Shop to generate 200 kilowatts of green energy. As part of the Comprehensive Wastewater Master Plan, the District will be reviewing our Energy Strategy and looking for opportunities to maximize energy generation. Continue Developing and Investing in Innovations, Technologies and Applied Research and Development Achievement: This initiative is continuously ongoing. District staff created a new Applied Research and Optimization Committee. The purpose of the Applied Research and Optimization Committee is to brainstorm, screen, and coordinate applied research (pilot projects); Wastewater Treatment Plant optimization opportunities; and to promote innovation and continuous improvement through sound and coordinated planning. The Applied Research and Optimization Committee is managed by the Planning and Applied Research Group and is comprised of employees representing Engineering, Plant Operations, and Plant Maintenance. Several pilot studies are either ongoing or have been completed in the past FY, including the Zeolite Anammox for ammonia removal; centrifuge for dewatering solids upstream of our furnaces; and sludge screening presses to remove inert materials, fibers, and plastics upstream of the centrifuges. Strategy 2: Collaborate with Regional Water and Wastewater Agencies to Augment the Region's Water Supply while Expanding Access to Recycled Water for District Customers Establish Recycled Water Fill Station at the Household Hazardous Waste Collection Facility for District Customers Achievement: This initiative was met. After receiving approval from the State Water Resources Control Board's Division of Drinking Water and the San Francisco Regional Water Quality Control Board for September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements distributing recycled water to residential customers in late Fall 2014, staff initially installed three fill stations which was then expanded to seven fill stations at the Household Hazardous Waste Collection Facility. Customers can fill up to 300 gallons per trip. There is no limit on the number of trips. As of the end of July 2015, more than 4 million gallons of recycled water has been distributed since the program's inception in the Fall of 2014. The program now includes more than 1,500 registered users. Due to the success of the program, hours of operation have been expanded to include weekends. The program's hours are now Monday through Friday 8:00 AM to 6:00 PM, and Saturday and Sunday 8:00 AM to 4:00 PM. Develop Partnerships and Collaborations with Other Districts, as well as the Public and Private Agencies Achievement: This initiative is continuously ongoing. The District provides landscape irrigation water that meets all the requirements of the State Water Resources Control Board's Division of Drinking Water and the San Francisco Regional Water Quality Control Board for unrestricted landscape irrigation. Approved uses include irrigation at schools; parks; playgrounds; median strips; and playing fields, as well as dust control and industrial process uses. District staff continues to collaborate with local water purveyors (Contra Costa Water District and East Bay Municipal Utility District) to identify cost - effective landscape irrigation and industrial recycled water projects. Additionally, staff is exploring options to provide recycled water for landscape irrigation at the future Concord Naval Weapons Station development and industrial recycled water for cooling water purposes to the local petroleum refineries. Investigate Satellite and Scalping Plants for Use by Public and Private Entities Achievement: This initiative is continuously ongoing. In August 2012, the District, East Bay Municipal Utility District and Diablo Country Club executed a Memorandum of Understanding to explore the feasibility of developing a satellite recycled water facility on the Diablo Country Club golf course that would divert wastewater flow from the District's nearby sewer line and treat it onsite to produce Title 22 recycled water for irrigating the golf course. On April 23, 2015, the District executed a new Memorandum of Understanding with the Diablo Country Club. Diablo Country Club is now at a stage where they are securing financing for the project and are seeking certain commitments from the District to confirm that the project remains viable Diablo Country Club is looking to use recycled water to meet up to 90 percent of their golf course irrigation demand. Other golf courses in the Town of Moraga and City of Walnut Creek have expressed interest in implementing similar projects. Cities within our service area have also expressed interest in satellite plants. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Establish the Available and Economical Capacity of our Existing Recycled Water Facilities (Under the Environmental Protection Agency Agreement) Achievement: This initiative is continuously ongoing. The District issued a contract to Carollo Engineers in association with CH2M Hill to prepare the Comprehensive Wastewater Master Plan. As part of the Comprehensive Wastewater Master Plan, the team will evaluate options for establishing the available and economical treatment capacity of the existing Filter Plant and Recycled Water Facilities. Continue to Develop Zone 1 Achievement: This initiative is continuously ongoing. The District designed and bid the Concord Landscape Phase II Project in March 2015. The Concord Landscape Phase II Project will add 10 additional recycled water retail customers on the Zone 1 Project. Three additional medians for the City of Concord are also included. This connection work will provide approximately 5.3 million gallons of recycled water demand annually. Also included in the Concord Landscape Phase II Project is the conversion of existing water meters from manual reading to a touch - read system to simplify the current practice of reading meters. Continue Maintenance and Operational Status of our Existing Recycled Water Facilities Achievement: This initiative is continuously ongoing. The recycled water fill station at the Household Hazardous Waste Collection Facility was expanded by District staff to seven fill stations. A fill station was constructed inside the Wastewater Treatment Plant for District employees, as well as a fill station at the Kiewit Property for large tanker trucks. Plant Maintenance personnel continue to maintain the facilities and ensure equipment and system reliability. Consideration is being given to replacing the vertical turbine pumps with submersible pumps for better reliability and less maintenance. The Recycled Water Plant continues to easily meet peak summer demands. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Goal 5 Provide Exceptional Customer Service Strategy 1: Make a Concerted Effort to Understand Customer Expectations and Degree of Satisfaction with District Services Develop Residential and Business Surveys Achievement: This initiative is on hold. After several discussions at Committee meetings and with the full Board of Directors, it was decided that there was no pressing need to proceed with a survey at this time and further efforts on this item were suspended. Determine How Survey Results will be Measured, Communicated and Acted On Achievement: This initiative is on hold. After several discussions at Committee meetings and with the full Board of Directors, it was decided that there was no pressing need to proceed with a survey at this time and further efforts on this item were suspended. Strategy 2: Increase District Interaction with Local, State and Federal Officials Give Annual or Semiannual Presentations for City Councils by Liaison Board of Directors Achievement: This initiative is continuously ongoing. The General Manager and /or members of the Board of Directors have provided presentations to the following cities in FY 2014 -2015: ➢ President McGill made presentations to the City of Walnut Creek and the City of Pleasant Hill ➢ Board Member Pilecki made a presentation to the City of Martinez ➢ Board Member Causey made a State of the District presentation at the San Ramon Community Center Hold Annual Meetings with General Manager and Board of Directors Liaison with M Manager and Public Works Director of Each City, and County Counterparts Achievement: This initiative is continuously ongoing. The General Manager and /or members of the Board of Directors have attended the monthly Contra Costa Mayors' Conference and met with staff from the following Cities in FY 2014 -2015: ➢ City of Martinez ➢ City of Pleasant Hill ➢ City of Walnut Creek September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Keep State Legislators Representing the District's Service Area and all County Supervisors Informed of the District's Mission, Accomplishments, and Relevant Plans Achievement: This initiative is continuously ongoing. The General Manager and /or Board Members have met with the following Legislators in FY 2014 -2015: ➢ President McGill and the General Manager met with Assembly Member Catharine Baker Hold Annual Meetines between Board Members and Contra Costa Water District Achievement: This initiative is continuously ongoing. The General Manager and /or Board Members have met with the General Manager and Board Members of Contra Costa Water District. Appoint Management Staff Member(s) as Liaison for Contra Costa Water District and East Bay Municipal Utilitv District Achievement: This initiative was met. The General Manager has met several times with the General Managers of the Contra Costa Water District and East Bay Municipal Utility District. The Board of Directors has appointed President McGill as the liaison to Contra Costa Water District and Board Member Nejedly as the liaison to East Bay Municipal Utility District. Strategy 3: Develop Business Plan, Integrating and Prioritizing Initiatives Identified in the Strategic Plan Investigate Viable Use of Social Media Outlets Achievement: This initiative is continuously ongoing. Management is currently reviewing the draft Social Media Guidelines with the intent to roll out a Social Media Strategy in FY 2015 -2016. Upgrade Standard Specifications and Post to Website Achievement: This initiative was met. Standard specifications and standard drawings were updated in 2014. These new documents are posted on the District website. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Strategy 4: Continue Emergency Operations and Business Continuity Preparation Throughout the District to Best Respond in the Event of a Catastrophe Perform Periodic Review of Business Continuitv Plan Achievement: This initiative is continuously ongoing. Staff developed and updated the Business Continuity Plan format and hired a consultant to perform the work. The updated Business Continuity Plan is expected to be completed in FY 2015 -2016. Continue to Conduct Annual Emergency Operation Center Exercises Achievement: This initiative is continuously ongoing. The Emergency Operation Center activation exercise was conducted on March 24, 2015, and will be held on an annual basis. Expand Training Program and Topics for Emergency Operation Center Staff Achievement: This initiative was met. With the addition of many new employees, staff focused on offering the Federal Emergency Management Agency required introductory classes to new personnel. Other members of the Emergency Operation Center staff were offered Homeland Security grant- funded classes in Disaster Mitigation, Disaster Recovery and Disaster Planning and Section- and Unit - specific classes for the Operations and Logistics Groups. Collaborate with Local County and State Agencies Achievement: This initiative is continuously ongoing. Staff served on the Contra Costa County's Operational Area Council, a group of emergency managers from jurisdictions across Contra Costa County. Staff completed the annual update to the District's section of the multi - jurisdictional Hazard Mitigation Plan and will begin work with our partner agencies to prepare the updated Plan due in 2016. Staff participated in a California Office of Emergency Services and Federal Emergency Management Agency joint project to update the Bay Area Regional Catastrophic Plan. The District joined the East Bay Regional Communications Authority, a joint powers authority comprised of public entities in Alameda and Contra Costa County to allow interoperable radio communications during a disaster. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Goal 6 Maintain a Reliable Wastewater Infrastructure Strategy 1: Establish an Asset Management Program Develop an Asset Management Policv for the District Achievement: This initiative was met. Board Policy 015, Asset Management, was approved on November 20, 2014. Perform a Strategic Assess Management Gap Analysis - Develop an Asset Management Implementation Plan Achievement: This initiative was met. The final Asset Management Implementation Plan Summary Report was submitted by the consultant in March 2015 and was presented to the Engineering and Operations Committee on April 8, 2015. Use Computerized Maintenance Management System Enhancements to Align with Present and Future Asset Management Program Needs Achievement: This initiative is in progress. New software licenses have been procured for the new Computerized Maintenance Management System using Cityworks ®. A contract has been executed with Woolpert, Inc., for implementation services. Kick -off meetings for implementation were held in July 2015. The project is scheduled to be completed in July 2016 when the new system will "go live." Use Condition Assessments and Predictive Failure Analysis to Replace /Rehabilitate Infrastructure at the Most Cost - Effective Time Achievement: This initiative is continuously ongoing. Staff reviewed our existing Preventative Maintenance and Condition Based Maintenance Programs (Oil Analysis, Infrared Thermography, Vibration Analysis) and implemented improvements and expanded the program. For example, staff expanded the Infrared Thermography Program beyond just electrical equipment. Mechanical equipment and the furnace burner are now included and includes vibration analysis in reoccurring preventive maintenance procedures, not just on repairs and new installations. Staff is actively engaged in the new Computer Maintenance Management System implementation and in performing condition assessments. This information will be incorporated in the development of the Capital Improvement Plan. September 17, 2015 Fiscal Year 2014 -2015 Strategic Plan Annual Report Summary of Achievements Strategy 2: Update the Capital Improvement Program Annually through Prioritization, Risk Analysis While Focusing on the Sustainability of Customer Service, Environmental Needs and Economic Demands Incorporate Asset Management Program in Developing a Capital Improvement Program Achievement: This initiative is continuously ongoing. The District's FY 2015 -2016 Capital Improvement Budget for the Wastewater Treatment Plant, Collection System, and Recycled Water Program include and incorporate projects identified in the Asset Management Program. The District also issued a contract to Carollo Engineers in association with CH2M Hill to prepare the Comprehensive Wastewater Master Plan, which includes condition assessment of existing assets. Additional project needs identified as part of the condition assessment will be included in the Capital Improvement Plan. Strategy 3: Increase enforcement of Overflow Protection Device Ordinance Articles in Pipeline Newsletter, Press Releases and Possible Paid Advertising Announcing District Plans to the Enforce Overflow Protection Device Ordinance. Specifically the Conseauences of Not Havine an Overflow Protection Device Achievement: This initiative is continuously ongoing. Articles about overflow protection devices have been included in every Pipeline newsletter for the past several years. These articles specifically mention the Ordinance and the consequences of not having an overflow protection device. Targeted Mailings in Areas Announcing the Consequences of Sewage Back -Ups into Homes (i.e., No Liability on the District's Part) Achievement: This initiative is continuously ongoing. After a sewer spill or backup event related to grease or rags, staff will target businesses and residents located upstream of the event with brochures outlining the negative impacts of disposing fats, oils, grease, and disposal wipes into the Sanitary Sewer System. Special Discounts for the $50 Overflow Protection Device and /or Discounted Installation of Overflow Protection Devices by Licensed Plumbers Achievement: This initiative is continuously ongoing. The District has required overflow protection devices be installed on all side sewer repairs since the year 2000. The program is currently under review as we have determined that there was abuse of the program by some contractors taking overflow protection devices for use outside the District's service area. The program is being modified to limit one overflow protection device discount per customer and will require issuing a no -cost permit in order to record the installation. Staff is reviewing community outreach and is considering targeted mailings to properties needing cleanouts. September 17, 2015 Legend: GOAL 1 - Meet Regulatory Requirements Green = On Target Red = Short of Target Strategy /initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Strive to achieve 100% permit compliance in air, water, land and other regulations. Initiatives: 1) Meet existing and future requirements for regulatory Deputy GM - Ann Sasaki compliance, energy efficiency, and infrastructure sustainability. 2) Collaborate with sister agencies and industry associations to monitor trends in regulatory changes. 3) Actively manage greenhouse gas (GHG) emissions in the most cost effective and environmentally Air Quality - Title V Permit Violations Zero Violations 0 0 0 See Note 1 responsible manner. GHG - Metric Tons of GHG Emissions Below 25,000 Metric Tons Plant Operations Division Manager - Alan Weer NPDES - Permit Violations Zero Violations 0 0 0 0 Recycled Water - Title 22 Permit Violations Zero Violations 0 0 0 0 Director of Engineering and Technical Services - Jean -Marc Petit Industry - Related Associations - Number of Employees with Active Committee Participation in At Least One CCCSD Employee Professional Associations (NACWA, WEF, CASA, Serving on Each National or State BACWA, CWEA, etc.) Professional Organization Committee Wastewater Master Plan - Implementation Implement per Planned Schedule Strategy 2 - Strive to reduce the number of sewer overflows. Initiatives: 1) Continue seven -year, system -wide CCTV program. 2) Establish defined cleaning cycles on a yearly basis. CSO Division Manager - Paul Seitz Reduce SSO's - Spills per 100 Miles of Pipeline < 3.5 Spills per 100 Miles 1 1.73 2.4 3.1 Spilled vs. Treated - Gallons Spilled per MGD Treated < 5 Gallons Spilled /MGD Treated 1.39 1.56 1.38 0.9 150 Miles per Year - Average 38 Lines TV - Miles of Sewer Lines Televised per Year Miles per Quarter 58 55 48 42 Lines cleaned - Miles of Sewer Lines Cleaned per 800 Miles per Year - Average 200 Year Miles per Quarter 194 223 203 241 Legend GOAL 2 - Financial Stability Green = On Target Red = Short of Target F Strategy /Initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Maintain a fair and equitable rate structure based on cost of service study results. Initiatives: 1) Conduct cost of service study, and development of Finance Manager - Thea Vassallo updated forecasting and ratemaking model. 2) Meet revenue requirements. 3) Adopt reserves policy for the District. 4) Adopt debt Credit Rating with Standard & Poor's Maintain AAA Credit Rating Maintain Coverage Ratio of at Least management policy. Two Times (2 x). Calculated at the Debt Service Coverage Ratio End of the Fiscal Year Unqualified Audit Opinion - CAFR Obtain Unqualified Audit Opinion Obtain GFOA Certificate of GFOA Certificate of Achievement - CAFR Achievement Maintain Service Affordability - Annual Service Maintain Service Charge Close to Charge the Median of Bay Area Agencies Strategy 2 - Address unfunded liability, minimizing it in the future. Initiatives: 1) Monitor actuarial assumptions used to determine Finance Manager - Thea Vassallo unfunded liability. 2) Develop presentations for Board, staff, stakeholders and the public detailing the unfunded liability. CCCERA Unfunded Actuarial Accrued Liability (UAAL) Updates Present to Board Finance Committee Annually Monitor CCCERA Board of Directors Meetings to Attend CCCERA Board of Directors Keep Current on Changes in Actuarial Assumptions Meetings Present to Board Administration OPEB Actuarial Updates Committee every Two Years Present to Board Finance Commitee OPEB Trust Earnings Activity Updates Semi - Annually Strategy 3 - Implement prudent risk management procedures to minimize exposure to risk. Initiatives: 1) Reduce /control costs of liability claims and litigation. Risk Management Administrator - Shari Deutsch 2) Establish target reserves for the self- insurance fund. 3) Evaluate and monitor the District's total cost of risk. 4) Reduce the number and cost of strain /sprain injuries. Workers Compensation Experience Modifier Maintain Workers Compensation Modifier at 1.0 or Lower 0.61 0.61 0.61 0.61 Provide Modified Duty for at Least Return to Work Program - Modified Duty 75% of Occupational Injuries 100% 100% 100% 100% Maintain Average Cost at or below Average Cost per Overflow Claim $25,000 $9,214.73 $12,583.72 0 $7,465.63 Evaluate and Implement Additional Cost - Effective Perform Annual Review by Fourth Risk Control and Self- Insurance Opportunities Quarter GOAL 3 - Develop Human Resources Legend: Green = On Target Red = Short of Target Strategy /Initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Ensure appropriate staffing levels. Initiatives: 1) Conduct benchmarking studies to determine Human Resources Manager - Teji O'Malley appropriate staffing levels. 2) Develop appropriate strategies for succession planning. 3) Identify and address internal career "gaps" in the current organizational structure. Employee Promotions (Establish Trend) Percentage of Employees Promoted 1.9%(5) 1.9%(5) 1.9% (5) 3.0% (7) Number of Job Descriptions Updates and Revisions to Job Descriptions in the Updated /Revised (FY 2011 -2012 to Previous Three Years Present) 35 to Date 8 1 At or Below Industry (Government) Employee Turnover Rate average of 3.4% 3.10% 0% 0.37% 0.37% Average Time to Fill a Vacancy (from GM Approval See Note 1 - to Hire) 60 Working Days or Less 69.8 Days 56 Days 34 Days 56 Days Strategy 2 - Develop and implement District - focused leadership development programs. Initiatives: 1) Identify potential, interested future leaders seeking Human Resources Manager - Teji O'Malley career development in the District for targeted leadership training. 2) Develop District training /leadership academies (Management and Supervisory). 3) Develop District - specific training programs /session /brown bags. 4) Develop and support mentoring and cross - training programs. Number of Employees Enrolled in Management Leadership Academy 20 -25 Employees Classes Initiated - 25 employees Graduation 05/2015 27 Employees Selected - Number of Employees Enrolled in Supervisors Classes Begin Academy 20 -25 Employees 09/2015 Number of District Customer Service Trainings per Year Up to 3 per Year 6 5 0 0 Strategy 3 - Provide appropriate coaching, mentoring and development resources for staff to be successful in current and future positions. Initiative: Collaborate with industry, civic, and other appropriate Human Resources Manager - Teji O'Malley associations for training and leadership development purposes (e.g. Number of Employees Utilizing Bayworks). Use of Tuition Reimbursement Tuition Reimbursement Dollars 7 9 10 7 $436 per FTE $431 per FTE $425 per FTE $420 per FTE Comparison of Budgeted vs. Actual Budgeted /$204 Budgeted /$225 Budgeted /$186 Budgeted /$300 Annual Training Investment Training Investment per Employee per FTE Actual per FTE Actual per FTE Actual per FTE Actual Employees Active in Industry - Related Associations 35% of Employees Legend: GOAL 4 - Industry Leader Green = On Target I Red = Short of Target Strategy /Initiatives Key Perfomance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Use sustainable practices that minimize waste, maximize resources, protect the ratepayer, improve the community, and embrace innovation. Initiatives: 1) Continue cost - effective self- sufficiency consistent with best industry practices. 2) Continue developing and investing in Deputy GM - Ann Sasaki innovations, technologies, and applied research (R &D). Energy Imports - 2% Less Energy Compared to Previous Year Track Amount of Energy Produced 5,616,000 kWh 5,700,000 kWh 5,766,000 kWh 5,479,000 kWh Director of Engineering and Technical Services - Jean -Marc Petit Percentage of oars Invested in Investment in R &D R &D Compared to Annual CIB 0.40% 0.40% 0.40% 0.40% Strategy 2 - Collaborate with regional water and wastewater agencies to augment the region's water supply while expanding access to recycled water for District customers. Initiatives: 1) Establish recycled water fill station at HHW for District Director of Engineering and Technical Services - customers. 2) Develop partnerships and collaborations with other Jean -Marc Petit Constructed 3 Fill Ports, districts, as well as public and private agencies. 3) Investigate satellite and scalping plants for use by public and private entities. 4) Establish the available and economical capacity of our existing Completed recycled water facilities (under the EPA Agreement). 5) Continue to Permitting and Expanded to develop Zone -1. 6) Continue maintenance and operational status of Implement a Recycled Water Fill In Development/ Launched Add 4 Additional our existing recycled water facilities. Residential Fill Station at HHW Station at HHW Permitting Program In Operation Fill Ports Customers Participation at Residential Recycled Track Customer Participation at 39 Registered 1,019 Registered Water Fill Station Recycled Water Fill Station 3 Customers Users Users Gallons of Recycled Water Provided to Residential -2 Million Customer Using the HHW Fill Station 700 Gallons 446 Gallons 36,511 Gallons Gallons Develop Recycled Water Scalping Meeting with Golf Course DCC MOU DCC MOU Policy on Scalping Plants for Use of Recycled Water Plant Policy Consultants Approved Approved Verify Capacity of Existing Recycled Water Facilities to be Included in Target Target Capacity of the Existing Recycled Water Facilities 2015 -2016 Master Plan 06/2016 06/2016 Volume of Recycled Water Delivered Annual Recycled Water Deliveries to Customers to Customers per year 62.4 MG 22.28 MG 20.37 MG -80 MG Develop New Strategies for New Wholesale eve op trategies for New larget arget Customers Wholesale Customers 12/2015 12/2015 Legend: GOAL 4 - Industry Leader Green = On Target Red = Short of Target Strategy /Initiatives Owner /KPI Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 3 - Complete IT Maser Plan integration throughout all District operations. Initiatives: 1) Obtain Board approval of IT Master Plan. IT Manager - Vacant /Temp 2) 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. Data Backup and Recovery Zero Lost Data System Security - Contract with Outside Security Consultant to Test Firewall Vulnerability Semi- Semi Annual Vulnerability Test Annually Conducted System Reliability and Continuity 99.5% Up -Time See Note 1 Semi Annual Internal Customer Survey Internal Customer Support Survey Conducted 06/2015 Issue RFP for System Requirements Implementation of New Strategies for ERP System in FY 2015 -2016 Develop New Strategy and Implementation of IT BOD Accepted Master Plan IT Master Plan Accepted by Board 03/2015 GOAL 5 - Provide Exceptional Customer Service Legend: Green =On Target Red = Short of Target Strategy /initiatives Key Performance Indicators ` Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Make a concerted effort to understand customer expectations and degree of satisfaction with District services. Initiatives: 1) Develop residential and business surveys. 2) Determine how survey results will be measured, communicated Capital Projects Division Manager -Edgar Lopez and acted on. Customer Satisfaction with Construction Projects 80% and Higher Satisfaction Communication Services and Intergovernmental Relations Manager - Vacant Conduct Surveys of Customers Impacted by Construction Projects 100% of Customers Environmental Services Division Manager - Danae Gemmell Conduct Survey of Permit Counter Customers 100% of Customers CSO Division Manager - Paul Seitz Timely Response - Respond to Emergency Line Customers within 1 Hour (Call Back in Person or Other Timely Contact) 95% of the Time 100% 100% 100% 100% Conduct Survey of Customers' Emergency Calls 100% of Customer Emergency Calls 100% 100% 100% 100% Strategy 2 - Increase District interaction with local, state, and federal officials. Initiatives: 1) Give annual or semi - annual presentations for City GM 1 Board of Directors Councils by liaison Board members. 2) Hold annual meetings with Martinez (TP) - GM and Board liaison with Mayor, City Manager and Public Works Director of each city and county counterparts. 3) Keep State Annual Meeting with Service Area Cities (Including Concord and Clayton) Conduct One Annual Meeting with District Service Area Cities Walnut Creek (MM) legislators representing the District's service area and all county supervisors informed of the District's mission, accomplishments, and relevant plans. 4) Hold annual meetings between Board member and Annual Meetings with State and Federal Representatives Conduct one Annual Meeting GM I Human Resources Contra Costa Water District. 5) Appoint Management Staff Appointment of Communication member(s) as liaison for Contra Costa Water District and EBMUD. Services and Intergovernmental Establish a Government Affairs Manager for the Reglations Manager by Fourth District Quarter gend: GOAL 5 - Provide Exceptional Customer Service FGeen= On Target Red = Short of Target Strategy /initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 3 - Develop business plan, integrating and prioritizing initiatives identified in the Strategic Plan. Initiatives: 1) Investigate viable use of social media outlets. 2) Update standard specifications and post to website. Communication Services and Intergovernmental Relations Manager - Vacant Develop Social Media Communications Strategic Develop Strategic Plan by Fourth Plan Quarter Planning and Development Services Division Manager - Danea Gemmell Develop Online Process for Permit Develop Online Process for Permit Applications Applications See Note 1 See Note 1 Strategy 4 - Continue Emergency Operations and business continuity preparation throughout the District to best respond in the event of a catastrophe. Initiatives: 1) Perform periodic review of Business Continuity Plan. 2) Continue to conduct annual Emergency Operation Center (EOC) Risk Management Administrator -Shari Deutsch exercises. 3) Expand training programs and topics for EOC staff. 4) Collaborate with local County and State agencies. Annual Emergency Operations Center Drill Conduct One Exercise per Year By Third Quarter Completed Review and Update Business Review and Update Business Continuity Plan Continuity Plan Review and Update the Emergency Operations Plan Update Plan byThird Quarter Prepare and Submit Annual Hazard Mitigation Plan Prepare and Submit Report per Report to FEMA (via CCCOES) County Schedule by Third Quarter Completed Update Cal WARN Inventory Database Update Database by Fourth Quarter Conduct EOC Inventory and Supply Audits Annually, Restock as Needed Conduct Inventory by Fourth Quarter Completed Legend: GOAL 6 - Maintain Reliable Wastewater Infrastructure Green = On Target Red = Short of Target ' Strategy /Initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Establish an asset management program. Initiatives: 1) Develop an asset management policy for the District. GM 1 Board of Directors 2) Perform a strategic asset management gap analysis. Develop an Asset Management (AM) Implementation Plan. 3) Use computerized maintenance management system (CMMS) enhancements to align with present and future asset management program needs. 4) Use condition assessments and predictive failure analysis to replace /rehabilitate infrastructure at the most cost - effective time. Adopt AM Policy Adopt AM Policy BOD 015 Adopted 11/20/14 Senior Engineer -Dana Lawson Complete the AM Gap Analysis as Part of the AM Report Complete the AM Gap Analysis as Part of the AM Report Completed 08/2014 Final Report Draft Routed Received Adopt AM Implementation Plan Adopt AM Implementation Plan 12/2014 03/2014 NTP 06/2015, RFP Software Implement a new CMMS software Implement a New CMMS Software 02/2015 Purchased CSO Division Manager - Paul Seitz Percentage of all Work Orders on Linear Assets Tracked in CMMS 95% 100% 100% 100% 100% Plant Maintenance Division Manager - Neil Meyer Percentage of Preventative Maintenace (PM) Planned and Scheduled Completed on Time 90% See Note 1 See Note 1 See Note 1 Percentage of Critical Assets Planned and Scheduled Completed on Time (RIME Above 50) 90% See Note 1 See Note 1 See Note 1 Review all Three Existing Predictive Review all Three Existing Predictive Maintenance /Condition Based Maintenance /Condition Based Maintenance Maintence Programs and Develop Programs and Impllement Improvements Improvement Plan by Fourth Quarter See Note 2 Percentage of Regulatory Title V, PM Work Orders Completed to Plan 95% See Note 1 See Note 1 See Note 1 Percentage of Safety Work Orders Completed on Time 95% See Note 1 See Note 1 Legend: GOAL 6 - Maintain Reliable Wastewater Infrastructure Green = On Target Red = Short of Target Strategy /initiatives Key Perrformance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 2 - Update the Capital Improvement Program (CIP) annually through priorititzation, risk analysis while focusing on the sustainability of customer service, environmental needs and economic demands. Initiative: Incorporate Asset Management Program in developing Director of Engineering and Technical Services - CIP. Jean -Marc Petit Incorporate Wastewater /Recycled Target Incorporate Wastewater /Recyled Water Program in Water Program in CIP Associated FY CIP Associated with Asset Management with Asset Management 2015 -2016 Incorporation of Collection System Target Incorporation of Collection Systems Programing CIP Programing CIP Associated with FY Associated with Asset Management Asset Management 2015 -2016 Implement CIP Prioritization System for each of the Implement CIP Prioritization System Four Programs for each of the Four Programs Completed Completed Completed Completed Strategy 3 - Increase enforcement of Overflow Protection Device (OPD) ordinance. Initiatives: 1) Articles in Pipeline newsletter, press releases and Communication Services and Intergovernmental possible paid advertising announcing District plans to enforce Relations Manager - Vacant Number of Articles Addressing OPDs Three Articles per Year overflow protection device ordinance, specifically the consequences of not having an OPD. 2) Targeted mailings in areas announcing the Planning and Development Services Division consequences of sewage back -ups into homes (i.e., no liability on Manager - Danea Gemmell the District's part). 3) Special discounts for the $50 OPD and /or discounted installation of OPDs by licensed plumbers. Number of Discounts per Year for OPDs Track Number of Discounts per Year for OPDs See Note 3 Goal 1 - Meet Regulatory Requirements Note 1: Notice of Violation in May 2015 for excess run hours on a portable diesel driven pump. Goal 3 - Human Resources Note 1: Depends on whether MS /CG or Local One candidate - re: meet and confer issues. Goal 4 - Industry Leader Note 1: Goal not reached. Remediation efforts: New core infrastructure (Nimble /Dell equipment) deployed and will be brought online (into Production mode) early in March 2015. Mailbox and software replication at CSO and Martinez currently being tested for successful fallover. Goal 5 - Provide Exceptional Customer Service NOTE 1: IT is researching ways to develop this process with our current software. Goal 6 - Infrastructure NOTE 1: Working on fine tuning CMMS work flow and work order process to ensure all data is appropriately tracked. This is a work in progress and we anticipate meeting the goal by Fourth Quarter. Q1 Q2 Q3 Q4 PM 63 69 88 96 RIME >50 69 69 84 94 Safety 75 75 1 100 1 100 Title V 91 91 94 100 Goal 6 - Infrastructure NOTE 2: Review all three existing Preventataive Maintenace ICBM Programs and implement improvements (Oil Analysis, Infrared Thermography, Vibration Analysis) Oil Analysis - Acquired additional training. In the process of improving location of sampling points based on training. Install bulk oil racking and filtration system (in progress). Infrared Thermography - In the process of aquiring new infrared equipment. Have begun the process of expaning Infrared Program to beyond electrical equipment to include mechanical equipment and furnace burner leaks and refractory issues. Vibration Analysis - Acquired additional training. In the process of aquiring new vibration analysis equipment. Have begun the process of including vibration analysis in reoccurring preventive maintenance procedures and not just repairs and new installations. Other - Utilizing ultrasonic probe to detect pressure and vacuum leaks; proper operation of steam traps and valves; arching; tracking and corona in electrical equipment; test bearings in pumps, motors, compressors, etc. Also use ultrasonic thickness gauge to measure the wall thickness to measure the effects of corrosion and erosion in tanks, pipes, boiler tubes, etc. Have purchased a digital low resistance ohmmeter for testing electrical equipment. Have purchased an electrical discharge detector for detecting electrical discharge in electric motor bearing in motors controlled by variable frequency drives that cause electrical erosion, lubricant degradation and ultimately bearing failure. We have begun a program to install grounding rings in equipment where abnormal readings are found. NOTE 3: The District has required OPDs be installed on all side sewer repairs since 2000. The program is currently under review as we have determined that there was some abuse of the program by some contractors taking ODPDs and using them outside the District. The program is being changed to limit it to one OPD discount per customer in our service area. Also, the new program will require issuing a no -cost permit so that we can record the installation. We are also reviewing community outreach for the program. We are considering targeted mailings to properties needing cleanouts, which would identify the property owners' responsibility and the benefits of the OPD program.