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HomeMy WebLinkAbout03. Strategic Plan Tracking Report - FY 2015-16 First Quarter3. Central Contra Costa Sanitary District November 17, 2015 TO: ADMINISTRATION COMMITTEE VIA: ROGER S. BAILEY, GENERAL MANAGER q� FROM: ANN SASAKI, DEPUTY GENERAL MANAGER �k SUBJECT: STRATEGIC PLAN TRACKING REPORT — FY 2015 -16 FIRST QUARTER ' Attached is the Strategic Plan Tracking Report for the first quarter of FY 2015 -16. The legend color GREEN indicates that the goal is "On Target" and RED indicates that the goal is "Short of Target." Notes are included at the end of the report to address goals that are falling short of target. Also included is a summary of revisions to the Key Performance Indicators for the FY 2015 -16 Strategic Plan. RSB:AS:amt Attachment N:TOSUP \Board of Directorsklkard - Administration Committee12015%Strategic Plan Memo 11- 23- 2015.docx GOAL 1 - Meet Regulatory Requirements Legend: Green = On Target Red = Short of Target r 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 compliance, energy efficiency, and infrastructure sustainability. A242) 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 responsible manner. Deputy GM - Ann Sasaki Air Quality - Title V Permit Violations Zero Violations GHG - Metric Tons of GHG Emissions Below 25,000 Metric Tons Plant Operations Division Manager - Alan Weer NPDES - Permit Violations Zero Violations Recycled Water - Title 22 Permit Violations Zero Violations Environmental and Regulatory Compliance Manager - Lori Schectel Develop Comprehensive Regulatory Matrix 100% Compliance Meeting Reporting Requirements of Permits See Note 1 Director of Engineering and Technical Services - Jean -Marc Petit Implementation of Wastewater Master Plan Implement per Planned Schedule See Note 2 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 0.6 Spilled vs. Treated - Gallons Spilled per MGD Treated < 5 Gallons Spilled /MGD Treated per Quarter 25.2 See Note 3 Lines TV - Miles of Sewer Lines Televised per Year 150 Miles per Year - Average 38 Miles per Quarter 37 Lines cleaned - Miles of Sewer Lines Cleaned per Year 800 Miles per Year - Average 200 Miles per Quarter 206 GOAL 2 - Financial Stability Legend: Green = On Target t. 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 - Maintain a fair and equitable rate structure based on cost of service study results. Initiatives: 1) Conduct cost of service study, and development of updated forecasting and ratemaking model. 2) Meet revenue Finance Manager - Thea Vassallo requirements. 3) Adopt reserves policy for the District. 4) Adopt debt Credit Rating with Standard & Poor's Maintain AAA Credit Rating management policy. Maintain Coverage Ratio of at Least 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 unfunded liability. 2) Develop presentations for Board, staff, Finance Manager - Thea Vassallo stakeholders and the public detailing the unfunded liability. CCCERA Unfunded Actuarial Accrued Liability Present to Board Finance (UAAL) Updates 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. 2) Establish target reserves for the self- insurance fund. 3) Evaluate Risk Management Administrator - Shari Deutsch and monitor the District's total cost of risk. 4) Reduce the number Maintain Workers Compensation and cost of strain /sprain injuries. Workers Compensation Experience Modifier Modifier at 1.0 or Lower 0.64 Provide Modified Duty for at Least Return to Work Program - Modified Duty 75% of Occupational Injuries 100% Maintain Average Cost at or below Average Cost per Overflow Claim $25,000 $425 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 appropriate staffing levels. 2) Develop appropriate strategies for Human Resources Manager - Teji O'Malley succession planning. 3) Identify and address internal career "gaps" in Employee Promotions (Establish Trend) Percentage of Employees Promoted 2.2%(6) Number of Job Descriptions the current organizational structure. Updates and Revisions to Job Descriptions Updated /Revised 1 At or Below Industry (Government) Employee Turnover Rate Average of 3.4% 1.1%(3) Average Time to Fill a Vacancy (from GM Approval to Hire) 60 Working Days or Less 66 Strategy 2 - Develop and implement District - focused leadership development programs. Initiatives: 1) Identify potential, interested future leaders seeking career development in the District for targeted leadership training. 2) Human Resources Manager - Teji O'Malley Develop District training /leadership academies (Management and Number of Employees Enrolled in Supervisors Supervisory). 3) Develop District - specific training Academy 20 -25 Employees 25 programslsession /brown bags. 4) Develop and support mentoring Number of District Customer Service Trainings per and cross - training programs. Year Up to 3 per Year 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 associations for training and leadership development purposes (e.g. Human Resources Manager - Teji O'Malley Bayworks). Number of Employees Utilizing Use of Tuition Reimbursement Tuition Reimbursement Dollars 1 S324 per FTE Comparison of Budgeted vs. Actual Budgted /S 197 Annual Training Investment Training Investment per Employee per FTE Actual Employees Active in Industry- Related Associations 35% of Employees Legend: GOAL 4 - Industry Leader Green = On Target 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). Produce Minimum of 18 M kWh of Electricity Annually Maximize Onsite Energy Generation (Reported as Rolling Average) Director of Engineering and Technical Services - Jean -Marc Petit Percentage of Dollars Invested in Investment in Research and Development (R &D) R &D Compared to Annual CIB See Note 1 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 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 recycled water facilities (under the EPA Agreement). 5) Continue to Customers Participation at Residential Recycled Water Fill Station Track Customer Participation at Recycled Water Fill Station Quarterly 2,047 Registered Users Gallons of Recycled Water Provided to Residential develop Zone -1. 6) Continue maintenance and operational status of our existing recycled water facilities. Customer Using the HHW Fill Station 700 Gallons -r10 MG Ongoing Develop Recycled Water Scalping Meetings with Policy on Scalping Plants for Use of Recycled Water Plant Policy DCC Verify Capacity of Existing Recycled Water Facilities to be Included in Target Capacity of the Existing Recycled Water Facilities 2015 -2016 Master Plan 06/2016 Volume of Recycled Water Delivered Annual Recycled Water Deliveries to Customers to Customers per Year --80 MG Develop New Strategies for New Wholesale Develop Strategies for New Target Customers Wholesale Customers 12/2015 Legend: GOAL 4 - Industry Leader 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 3 - Complete IT Maser Plan integration throughout all District operations. Initiatives: 1) Obtain Board approval of IT Master Plan. 2) Include in IT Master Plan the business requirements to enable Information Technology Manager - John Huie online transactions for permitting, payments, payroll and timecards Data Backup and Recovery Zero Lost Data System Security - Contract with Outside Security along with other digital opportunities to improve effectiveness and efficiency of service delivery. Consultant to Test Firewall Vulnerability Semi- Semi Annual Vulnerability Test Annually Conducted System Reliability and Continuity 99.5% Up -Time Annual Internal Customer Survey Internal Customer Support Conducted Issue RFP for System Requirements Implementation of New Strategies for ERP System in FY 2015 -2016 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. Communication Services and Intergovernmental 2) Determine how survey results will be measured, communicated Relations Manager - Emily Barnett and acted on. Customer Satisfaction with Construction Projects 80% and Higher Satisfaction 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% > =3.5 Rating on Customers' Conduct Survey of Customers' Emergency Calls Emergency Calls Survey 3.83 Strategy 2 - Increase District interaction with local, state, and federal officials. Initiatives: 1) Give annual or semi - annual presentations for City Councils by liaison Board members. 2) Hold annual meetings with GM 1 Board of Directors GM and Board liaison with Mayor, City Manager and Public Works Annual Meeting with Service Area Cities (Including Conduct One Annual Meeting with Director of each city and county counterparts. 3) Keep State Concord and Clayton) District Service Area Cities Annual Meetings with State and Federal Conduct one Annual Meeting legislators representing the District's service area and all county supervisors informed of the District's mission, accomplishments, and Representatives relevant plans. 4) Hold annual meetings between Board member and Contra Costa Water District. 5) Appoint Management Staff member(s) as liaison for Contra Costa Water District and EBMUD. Legend: GOAL 5 - Provide Exceptional Customer Service 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 3 - Develop business plan. integrating and prioritizing Communication Services and Intergovernmental initiatives identified in the Strategic Plan. Relations Manager - Emily Barnett Initiatives: 1) Investigate viable use of social media outlets. Develop Social Media Communications Strategic Develop Strategic Plan by Fourth 2) Update standard specifications and post to website. Plan Quarter Information Technology Manager - John Huie Develop Online Process for Permit Develop Online Process for Permit Applications Applications 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) Conduct One Exercise per Year By Collaborate with local County and State agencies. Annual Emergency Operations Center Drill Third Quarter Review and Update Business Review and Update Business Continuity Plan Continuity Plan Review and Update the Emergency Operations Plan Update Plan byThird Quarter Conduct EOC Inventory and Supply Audits Annually, Restock as Needed Conduct Inventory by Fourth Quarter GOAL 6 - Maintain Reliable Wastewater Infrastructure 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 - Establish an asset management program. Initiatives: 1) Develop an asset management policy for the District. 2) Perform a strategic asset management gap analysis. Develop an Senior Engineer - Dana Lawson Asset Management (AM) Implementation Plan. 3) Use computerized AM Implementation Plan maintenance management system (CMMS) enhancements to align Execute AM Implementation Plan Implemented See Note 1 with present and future asset management program needs. 4) Use condition assessments and predictive failure analysis to Implement a new CMMS software Implement a New CMMS Software See Note 2 replace /rehabilitate infrastructure at the most cost - effective time. Plant Maintenance Division Manager - Neil Meyer Percentage of Preventative Maintenace (PM) 190% See Note 3 Planned and Scheduled Completed on Time 83% Percentage of Critical Assets Planned and See Note 3 Scheduled Completed on Time (RIME Above 50) 90% 82% Improvement Plan to all Three Implement Improvement Plan to all Three Existing Existing Predictive Predictive Maintenance /Condition Based Maintenance /Condition Based Maintenance Programs and to New Ultrasound Maintenance Programs and to New Program Ultrasound Program is Complete See Note 4 Percentage of Regulatory Title V, PM Work Orders See Note 3 Completed to Plan 95% 82% Percentage of Safety Work Orders Completed on Time 95% 100% 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 Capital Projects Division Manager - Edgar Lopez CIP. Incorporate Wastewater /Recycled Incorporate Wastewater /Recyled Water Program in Water Program in CIP Associated CIP Associated with Asset Management with Asset Management Incorporation of Collection System Incorporation of Collection Systems Programing CIP Programing CIP Associated with Associated with Asset Management Asset Management 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 - Emily Barnett overflow protection device ordinance, specifically the consequences of not having an OPD, 2) Targeted mailings in areas announcing the Number of Articles Addressing OPDs Three Articles per Year consequences of sewage back -ups into homes (i.e., no liability on the District's part). 3) Special discounts for the $50 OPD and /or discounted installation of OPDs by licensed plumbers. NOTES 2015.2016 STRATEGIC PLAN Goal 1 - Meet Regulatory Requirements NOTE:1 New regulatory matrix is currently being developed to track all current District permits across all departments. NOTE: 2 Master Plan on target. Several technical memos have been prepared. Asset Conditions has been the primary focus during the FY 2015 -2016 First Quarter. Hydrodynamic model development is ongoing. NOTE: 3 One event during FY 2015 -2016 First Quarter that was 63,131 gallons or 98% of the total gallons spilled. Goal 4 - Industry Leader NOTE: 1 Conducted a Sludge Screening Press Pilot, and Zeolite Annamox Pilot is ongoing. Goal 5 - Provide Exceptional Customer Service NOTE: 1 IT is researching options to develop this process with the District's current software. Goal 6 - Infrastructure NOTE:1 Training staff on Reliability Center Maintenance (RCM) and pilot RCM on selected items by December 2016. NOTE: 2 Go live July 2016. NOTE: 3 Challenges with existing CMMS System: A. The analysis and reporting tools with the existing system have many deficiencies. It is a very difficult task to monitor, measure, and report on various parameters that are integral to achieving the KPI's. There are many limitations on visibility of the data and those who can access the information without extensive experience and training. B. The existing systems data has many inconsistencies and lacks detail. The preventative maintenance (PM) target completion times are inconsistent and are being corrected as they are identified. Scheduling the work and processing the work orders is a tedious process. C. Quality Control /Quality Assurance (QC /QA) of the PM data is a work in progress. We expect to have training and QA/QC process issues corrected and back on target by FY 2015 -2016 Second Quarter. NOTE: 4 A. Incorporate new vibration analysis equipment in reoccurring PM procedures and not just repairs and new installations. Document inspections /exceptions. B. Incorporate new infrared (IR) equipment in the expanding IR Program to beyond electrical equipment to include mechanical equipment and furnace burner leaks and refractory issues. C. Install bulk oil racking and filtration system (in progress). D. Document use of ultrasonic equipment, Inspections /exceptions (steam traps, Service Air System). CHANGES FROM 2014 -2015 STRATEGIC PLAN Goal 1 - Meet Regulatory Requirements Strategy 1 Deleted KPI - Petit Industry Related Associations - Number of Employees with Active Committee Participation in Professional Associations (NACWA, WEF, CASA, BACWA, CWEA, etc.) Added KPI and Target - Schectel KPI - Develop Comprehensive Regulatory Matrix Target -100% Compliance Meeting Reporting Requirements of Permits Goal 3 - Develop Human Resources Strategy 1 Revised KPI and Target - O'Malley KPI Revised - Updates and Revisions to Job Descriptions Target Revised - Number of Updates and Revisions to Job Descriptions KPI Previous - Updates and Revisions to Job Descriptions in the Previous Three Years Target Previous - Number of Job Descriptions Updated /Revised (FY 2011 -2012 to Present) Strategy 2 Deleted KPI - O'Malley Number of Employees Enrolled in Management Leadership Academy (Completed) Goal 4 - Industry Leader Strategy 1 Revised KPI and Target - Sasaki KPI Revised - Maximize Onsite Energy Generation Target Revised - Produce Minimum of 18 MkWh of Electricity Annually (Reported as Rolling Average) KPI Previous - Energy Imports - 2% Less Energy Compared to Previous Year Target Previous - Track Amount of Energy Produced Strategy 2 Deleted KPI - Petit Residential Fill Station at HHW (Completed) Strategy 3 Revised Target - Huie KPI Unchanged - Internal Customer Support Target Revised - Annual Internal Customer Survey Conducted Target Previous - Semi Annual Internal Customer Survey Conducted Deleted KPI - Huie Develop New Strategy and Implementation of IT Master Plan (Completed) Goal 5 - Provide Exceptional Customer Service Strategy 1 Revised Target - Seitz KPI Unchanged - Conduct Survey of Customers' Emergency Calls Target Revised - > =3.5 Rating on Customers' Emergency Calls Survey Target Previous - 100% of Customer Emergency Calls Deleted KPI - GM /Human Resources Establish a Government Affairs Manager for the District (Completed) Deleted KPIs - Deutsch Prepare and Submit Annual Hazard Mitigation Plan Report to FEMA (via CCCOES) (Completed) Update Cal WARN Inventory Database (Completed) Goal 6 - Maintain Reliable Wastewater Infrastructure Deleted KPI - GM/Board of Directors Adopt AM Policy (Completed) Deleted KPI - Lawson Complete the AM Gap Analysis as Part of the AM Report (Completed) Revised KPI and Target - Lawson KPI Revised - Execute AM Implementation Plan Target Revised - AM Implementation Plan Implemented KPI Previous - Adopt AM Implementation Plan Target Previous - Adopt AM Implemention Plan Deleted KPI - Seitz Percentage of all Work Orders on Linear Assets Tracked in CMMS (Completed) Revised KPI and Target - Meyer KPI Revised - Implement Improvement Plan to all Three Existing Predictive Maintenance /Condition Based Maintenance Programs and to New Ultrasound Program Target Revised - Improvement Plan to all Three Existing Predictive Maintenance /Condition Based Maintenance Programs and to New Ultrasound Program is Complete KPI Previous - Review all Three Existing Predictive Maintenance /Condition Based Maintenance Programs and Implement Improvements Target Previous - Review all Three Existing Predictive Maintenance /Condition Based Maintenance Programs and Develop Improvement Plan by Fourth Quarter Goal 6 - Maintain Reliable Wastewater Infrastructure Strategy 2 Deleted KPI - Petit Implement CIP Prioritization System for each of the Four Programs (Completed) Deleted KPI - Gemmell Number of Discounts per Year for OPDs