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HomeMy WebLinkAbout03. Draft Fiscal Years 2016-18 Strategic PlanMay 9, 2016 Central Contra Costa Sanitary District TO: ADMINISTRATION COMMITTEE VIA: ROGER S. BAILEY, GENERAL MANAGER FROM: ANN SASAKI, DEPUTY GENERAL MANAGER,. SUBJECT: FINAL DRAFT FISCAL YEAR (FY) 2016-2018 STRATEGIC PLAN As a follow up to the March 2016 Administration Committee, District staff met to review and revise the strategies and initiatives of the FY 2016-2018 Strategic Plan. The previously adopted Board vision, mission, values, and strategic goals are the framework for the proposed plan. These goals reflect the challenges the District faces as it strives to increase service quality and lower the cost of services to its customers. These challenges include: • Enhanced customer expectations and public awareness • Aging infrastructure • Continued regulatory requirements • Financial constraints • Expanded challenges associated with employee recruitment and retention • Security and emergency response concerns • Sustainable regional water supply concerns • Increased focus on resource recovery The goals, strategies, initiatives, and key success measures in the proposed Strategic Plan will enable the District to overcome its challenges, accomplish its mission, and meet the community's needs in the most efficient and cost-effective ways. When developing this Strategic Plan, the Effective Utility Management (EUM) model was used as an overarching tool to define attributes to be considered in implementing practices and procedures to improve operations and move toward continued sustainability. The EUM framework was originally developed by the Environmental Protection Agency and water industry leaders in 2007. The framework is made up of 10 attributes that provide a succinct indication of where effectively managed utilities should focus and what they should strive to achieve. The attributes can be viewed as a continuum of, or set of building blocks for, management improvement opportunities. C:\Users\CGranzelia\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\YTOD71 EQ\Strategic Plan Memo 05-09-2016.docx 3 Central Contra Costa Sanitary District Page 2 of 2 Final Draft Fiscal Year 2016-2018 Strategic Plan In 2015, the EUM Steering Group modified the original attributes to reflect the impact that shifts in technology, policy, society, and the natural environmental have on both the day-to-day operations of water sector utilities, and planning efforts on a long-term scale. Using the EUM framework, senior management identified critical issues facing the District. The Fiscal Year 2016-2018 Strategic Plan draws upon the work accomplished under the Fiscal Year 2014-2016 Strategic Plan. Many of the goals and strategies remain the same, but the initiatives and work activities have been updated. We continue to optimize operations, streamline processes, and look for opportunities to implement innovative technology to manage and contain costs. The updated Strategic Plan continues our commitment to the mission of the District while anticipating new challenges. The strategies define our plan for achieving our Goals. The initiatives describe the tasks and actions we will take to accomplish our strategy and our key success measures describe how we will evaluate our progress. Two documents have been attached for your review. The first document is the strategies, initiatives and the key success measures for evaluating progress. As this is a two year strategic plan, activities that will be completed in the second year, FY 2017-2018 are identified and noted. Also included in this document are key metrics associated with each goal. On a quarterly basis, updates on the progress on each goal and strategy through the fulfillment of the key success measures and the key metrics will be reported to the Committee. The second document is a summary of the initiatives and their alignment with the EUM attributes and the District's values. The proposed strategic goals and initiatives will be incorporated into the revised Budget Book. GOAL ONE - PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy 1 — Foster Customer Engagement and Awareness 1. Invest in business process changes and technologies to effectively increase access to District information and promote customer care, convenience and self- service. Key Success Measures • Update website to increase customer engagement, efficiency in customer - District processes, and showcase the District as an industry leader. • Install kiosk in District Lobby (e.g. live Board of Director Meetings, website information, service information, touch screen station). • Develop and monitor growth of social media. • Evaluate and improve process for managing District electronic records, including emails. • Implement on-line permit processing (FY 2017-18). 2. Increase customer understanding and support for key issues facing the District. Key Success Measures • Conduct and track outreach for the Comprehensive Wastewater Master Plan. • Conduct external presentations that highlight District services and key initiatives through speaker's bureaus and other presentations. • Conduct facility tours and track the number of people participating. • Develop videos and public service announcements to communicate important District information, programs and services. 3. Build and Maintain Relationships with Federal, State and Local Elected Officials and Key Stakeholder groups. Key Success Measures • Track number of meetings with elected officials and stakeholders. • Host an annual signature event that includes legislators and stakeholders. • Plan presentations for Board Members to present to City Councils and community groups of their liaison cities. 1 4. Provide high quality customer service. Key Success Measures • Provide staff with Public Records Act training. • Respond to all customer field requests within 20 minutes, during working hours. • Conduct annual customer service sensitivity training for all District staff. • Conduct annual political sensitivity training for all District management and supervisory staff. • Monitor customer feedback and identify trends and areas for improvement. • Survey customers and conduct research to assess customer expectations (FY 2017-18). Strategy 2 — Improve Interdepartmental Collaboration 1. Foster employees' understanding of District operations and their role in our success. Key Success Measures • Communicate important District initiatives and information to employees via print and electronic communication. • Solicit feedback from employees on efficiency of District operations, and implement viable solutions. • Continue review and streamlining of existing Board Policies, and assist with development of new Board Policies as may be necessary. • Update OTIS intranet system and update its content (FY 2017-18). 2. Increase internal partnerships. Key Success Measures • Develop multi -divisional teams for implementation of Board approved recommendations from the Comprehensive Wastewater Master Plan. • Develop multi -divisional teams to implement District -wide business process efficiency projects. • Continue the IT Leadership Committee. 2 GOAL ONE - KEY METRICS Metric Target Average onsite response time for collection system emergency calls, during working hours Average onsite response time for collection system emergency calls, after hours Less than 20 minutes Less than 30 minutes Average customer service rating for At least 3.8 out of 4.0 emergency calls Average customer satisfaction rating on Greater than 95% construction projects Average customer satisfaction rating on Greater than 95% permit counter interactions Number of students served by our Greater than 2,200 per year education programs Number of District employees attending At least 50% of all district staff annual customer service training Number of participants on treatment plant Greater than 150 participants per year tours Number of participants at speaker bureau Greater than 400 participants per year presentations Number of students attending Citizens Greater than 30 participants per session Academy 3 GOAL TWO - STRIVE TO MEET REGULATORY REQUIREMENTS Strategy 1 — Strive to Achieve 100% Permit Compliance in Air, Water, Land and Other Regulations 1. Renew Treatment Plant NPDES permit which expires on March 31, 2017. Key Success Measures • Prepare application and submit application to the RWQCB on or before September 30, 2016. • Obtain new permit. 2. Meet existing regulations and plan for future regulations Key Success Measures • Comply with all permit requirements for air, wastewater discharges and recycled water. • Develop a comprehensive regulatory permit matrix, (i.e. current permits with which the District must comply) and maintain and track on a quarterly basis. • Provide an annual regulatory update to the Board. 3. Foster relationships with regulatory agencies. Key Success Measures • Actively participate in meetings of BACWA and the RWQCB. • Participate in relevant meetings and workshops with regulatory agencies. • Communicate directly with RWQCB, SWRCB, BAAQMD, CARB and EPA staff, as needed. 4. Monitor and track, proposed and pending legislation/regulatory changes that may impact District operations. Key Success Measures • Develop an internal system to track relevant proposed legislation/regulations. • Analyze, review and comment on relevant proposed legislation/regulations, as appropriate. • Actively participate in Professional Associations (NACWA, WEF, CASA, BACWA, CWEA, etc.). 4 5. Actively manage Greenhouse Gas (GHG) emissions in the most cost effective and responsible manner. Key Success Measures • Keep CO2e anthropogenic GHG emissions below 25,000 metric tons. • Prepare internal monthly GHG emission inventory updates. • Prepare and submit annual GHC emission inventory to CARB. • Prepare internal annual inventory summary and verification report. Strategy 2 — Strive to Minimize the Number of Sanitary Sewer Overflows 1. Complete the collection system scheduled maintenance on time and optimize cleaning schedules to improve efficiencies. Key Success Measures • Clean at least 800 miles of sewer lines per year. • Complete scheduled maintenance on time for at least 95% of the schedules. 2. Continue the pipeline condition assessment and cleaning quality assurance program using the system wide CCTV program. Key Success Measures • Televise at least 150 miles of sewer line per year. • Identify emergency pipeline projects and included them in the CIP. • Perform CCTV QA/QC on 3% of lines cleaned on an annual basis with a goal of having at least a 98% passing rate. 5 GOAL TWO - KEY METRICS Metric Target NPDES Compliance Zero violations Title V Compliance Zero violations Recycled Water Title 22 Compliance Zero violations Sanitary Sewer Overflows Less than 3.0 spills per 100 miles of pipeline Spills to Public Water Less than 3 per year Percent of Spills less than 500 gallons Greater than 95% Pipeline cleaning schedules completed on Greater than 95% time Pipeline Cleaning Quality On at least 3% of pipelines cleaned on an Assurance/Quality Control (QA/QC) annual basis Pipeline Cleaning QA/QC passing rate Greater than 98% Annual source controls inspections 100% completed on time 6 GOAL THREE — BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Strategy 1 — Conduct Lona Ranae Financial Planning 1. Ensure rate structure is consistent with cost of service principles. Key Success Measures • Perform rate study to support the Board approved recommendations from the Comprehensive Wastewater Master Plan • Review and implement a new rate structure for mixed use businesses. • Develop a public outreach strategy associated with the rate study and its recommendations. • Conduct audit of rates and fees (FY 2017-18) 2. Improve the application and processing of capacity fees for consistency across user classes. Key Success Measures • Conduct annual capacity fee audits to ensure appropriate fees are assessed and collected. • Conduct annual review of business establishments to ensure consistent use with existing permits and capacity fees paid. 3. Develop a long range debt management policy. Key Success Measures • Present draft policy to Board by June 2017. ■ Policy will consider intergenerational equity and the use of debt prudently to stabilize long term rates • Develop alternative scenarios to utilize debt prudently to optimize the financing of the Board approved recommendations of the Comprehensive Wastewater Master Plan. 4. Develop alternatives for new revenues and funding sources (i.e. interagency agreements, services, recycled water). Key Success Measures • Identify District services that could be offered to other regional public agencies and implement feasible alternatives. • Identify and pursue State Revolving Fund (SRF) loan and grant opportunities, as appropriate. 7 Strateav 2 — Manaae Costs 1. Perform targeted audits of critical/high risk functions or processes. Key Success Measures • Identify high cost/high risk functions. • Perform at least three audits of high risk functions (FY 2016-18). 2. Perform optimization studies of treatment plant and field operations to reduce costs. Key Success Measures • Identify treatment plant and field processes for optimization. • Perform optimization studies on at least three of the processes identified (FY 2016-18). 3. Evaluate and implement risk management practices to minimize Toss. Key Success Measures • Identify and implement lessons learned from previous losses (FY 2016-18). • Reduce average cost of overflow claims. • Offer temporary modified duty to employees with occupational injuries. • Provide an annual Risk Management Report to the Board. 8 GOAL THREE - KEY METRICS Metric Target Standard and Poor's Credit Rating AAA Debt service coverage ratio Greater than 2.0 times Maintain service affordability Sewer Service Charge Tess than median of Bay Area agencies Actual reserves as a percentage of target 100% Operating expenditures as a percentage Greater than 90% of operating budget Workers Compensation experience Less than 1.0 modifier Return to Work Provide modified duty for greater than 80% of occupational injuries Self-insurance Self-insurance liability fund emergency fund 9 Maintain reserve at 3.0 times retained level Maintain $5 million reserve GOAL FOUR — DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strateav 1 — Ensure Adeauate Staffina and Training to Meet Current and Future Operational Levels 1. Assess, develop, and implement district -wide training needs. Key Success Measures • Hire Training Coordinator position. • Develop and implement a training plan for each business section (FY 2016-18). • Develop and implement a training plan for each employee classification (FY 2016-18). • Continue to encourage and track the usage of outside training and tuition reimbursement programs. 2. Develop and train our future leaders. Key Success Measures • Continue the Leadership and Supervisors Academies (alternating years). • Implement the Mentorship Program. • Implement Team Building Program for the Management Team. • Implement one-on-one coaching sessions for Management Team. Strateav 2 — Enhance Relationship with Employees and Bargaining Units 1. Cultivate a positive work culture and promote teamwork. Key Success Measures • Establish and communicate clear performance expectations and standards. • Regularly assess and communicate performance against standards. • Solicit feedback on employee satisfaction and engagement, and implement viable suggestions. • Promote opportunities for cross -divisional work teams. • Provide opportunities to recognize high performing teams at Department Meetings and Board Meetings. • Continue the General Manager lunches with the Division workgroups. • Maintain Lateral Connection employee centered newsletter. 10 2. Sustain and grow collaborative relationships with the labor bargaining units. Key Success Measures • Continue the General Manager lunches with the bargaining representatives. • Continue the Labor Management Committee meetings. • Engage the bargaining units in informal discussions on collaborative solutions to workplace issues. Strategy 3 — Meet or Exceed Industry Safety Standards 1. Achieve consistent improvement on State of California and Bay Area industry injury rate. Key Success Measures • Continue monitoring of accident/incident causation including type, mechanism, and body part to identify and mitigate hazards. • Continue providing accident/incident analysis summary to the District Safety Committee and Safety Teams on a monthly basis to inform members about accident/incident causation and corrective measures. • Continue providing accident/incident analysis summary to District Management Team on a quarterly basis to inform Managers of their respective workgroup's performance, accident causation, and corrective measures. • Continue providing an Annual Safety Report to the Board. 2. Enhance the Safety culture through improved training and communications. Key Success Measures • Continue conducting regulatory required safety training. • Continue conducting training based upon accident/incident causal factors, new processes, equipment, or procedures. • Continue providing relevant safety information to personnel via the Safety Corner in the Lateral Connection. • Continue providing upcoming safety related legislation and regulations to supervisors and managers via the Cal/OSHA Reporter and Safety Supervisor. • Continue safety staff participation in Department meetings via tailgate training sessions or safety updates. • Implement safety training/tracking system. 11 GOAL FOUR - KEY METRICS Metric Target Average time to fill vacancy (from request Less than 60 days to hire) Percentage turnover rate to remain at or Less than 3.4% below industry average Average annual training hours per Track in FY 2016-17, set target for employee FY 2017-18 Actual versus budgeted usage of tuition reimbursement Percentage of performance evaluations completed on time Employee injury and illness lost time Less than BLS California Sewage incident rate Treatment Facilities Rate Greater than 80% 100% 12 GOAL FIVE — MAINTAIN A RELIABLE INFRASTRUCTURE Strateav 1 — Manaae Assets Optimally Throuahout Their Lifecvcle 1. Implement Board approved recommendations from the Comprehensive Wastewater Master Plan and Condition Assessment. Key Success Measures • Implement prioritized Comprehensive Wastewater Master Plan and Condition Assessment recommendations that are maintenance related and incorporate these into the maintenance schedule (e.g. corrective work orders) or adjust maintenance activities (e.g. Preventative Maintenance Plan) as appropriate. • Implement the Capital Improvement Projects identified in the Comprehensive Wastewater Master Plan consistent with Board approved recommendations. 2. Update the Consequence of Failure Matrices. Key Success Measures • Review and update the Consequence of Failure Matrices by June 2017. 3. Implement the Reliability Centered Maintenance (RCM) Program. Key Success Measures • Train staff on RCM analysis and software. • Perform Reliability Centered Maintenance on at least five treatment plant process systems (FY 2016-18). 4. Manage and maintain current equipment and vehicle fleet to provide maximum value. Key Success Measures • Maintain uptime for vehicles and equipment greater than 95%. • Install automated vehicle location (AVL) on all District vehicles. • Develop and implement diagnostics associated with AVL. 13 Strategy 2 — Facilitate Lona -Term Capital Renewal and Replacement 1. Integrate the data from the Asset Management Program into the analysis of long term Capital Improvement needs based on the Board approved Comprehensive Wastewater Master Plan. Key Success Measures • Complete the implementation of InfoMaster software to determine prioritization of collection system pipe replacement based on likelihood and consequence of failures factors. • Develop a business process to incorporate long-term (10 plus years) renewal and replacement schedules into the Capital Improvement Program (CIP) based on the Board approved Comprehensive Wastewater Master Plan. • Coordinate near- term CIP projects identified in the condition assessment findings with the Board approved Comprehensive Wastewater Master Plan. 2. Implement business case evaluations, including life -cycle cost into proposals for new CIP projects to determine most cost effective projects and solutions, for projects that were not identified in the approved Master Plan or already included in the Capital Improvement Budget (CIB). Key Success Measures • Adopt a Business Case Evaluation Process (FY 2016-17) for new projects not already identified in the CIB or Board approved Comprehensive Wastewater Master Plan. • Prepare Business Case Evaluations for all large projects over $1 million if not already identified in the CIB or Board approved Comprehensive Wastewater Master Plan. Strateav 3 — Protect District Personnel and Assets from Threats and Emergencies 1. Enhance our capability to mitigate, prepare, respond and recover from emergencies. Key Success Measures • Implement the minimum readiness requirements of the Continuity Plan. • Add one continuity, field and treatment plant practical exercise to the Emergency Management Training Program. • Complete the five-year update to the multi jurisdictional Local Hazard Mitigation Plan (LHMP) (Contra Contra County, State, FEMA). • Update the Emergency Operations Plan. • Relocate the data center to a more secure location (FY 2016-18) • Explore cloud -based systems such as email and cloud backup solution. 14 2. Evaluate and implement appropriate improvements to our Security Program to meet new or evolving threats. Key Success Measures • Develop a Comprehensive Security Master Plan. • Conduct physical security assessments of the Martinez and Walnut Creek facilities. • Consolidate security monitoring at all District facilities. • Enhance the security culture through improved communication. • Upgrade treatment plant -side network and network equipment to create redundant paths. • Develop and implement critical information (IT) security policy/procedure. GOAL FIVE - KEY METRICS Metric Target Safety work orders completed on time 100% Regulatory Title V work orders completed 100% on time Planned treatment plant preventative Greater than 95% maintenance completed on time Complete implementation of Infomaster By First Quarter of 2017 Miles of pipeline replaced Greater than 1% of assets Capital expenditures as a percentage of Greater than 90% capital budgeted cash flow Information System uptime (excluding 100% planned maintenance) Data Backup and Recovery Zero Lost Data 15 GOAL SIX — EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Strategy 1 — Augment the Region's Water Supply 1. Explore partnering opportunities (e.g. CCWD and EBMUD). Key Success Measures • Complete wholesale opportunities next steps. • Work with regional partners to develop water supply opportunities. • Support regional development of local water supply. 2. Develop a Satellite Recycled Water Facilities (SRWF) Program. Key Success Measures • Complete the Facilities Planning Study, or other alternative, for the Diablo Country Club's (DDC) SWRF project. • Finalize the agreement for the DCC SWRF Project. • Submit the application for a SRF loan for the DCC Project, if applicable. Strategy 2 — Evaluate Business Processes and Optimize Business Operations 1. Perform business process mapping and re-engineering. Key Success Measures • Implement Automated Time Keeping Program. • Update Purchasing Policy and Procedures to incorporate best practices and simplify the process. • Work with the ERP vendor to implement targeted improvements to processes as identified (FY 2016-18). • Develop a plan to implement other improvements to existing processes in key business areas (FY 2017-18). • Issue a RFP and contract with a consultant to perform business process mapping to identify opportunities for streamlining administrative business processes (FY 2017-18). 16 Strateav 3 - Reduce Reliance on Non -Renewable Energy 1. Explore opportunities for self -generation, conservation and efficiency based on the Board approved Comprehensive Wastewater Master Plan. Key Success Measures • Develop energy self-sufficiency assessment. • Develop criteria for the evaluation of energy generation projects. • Prepare an Energy policy to be approved by the Board. • Track and review energy usage and explore options to optimize energy efficiency. Strategy 4 — Encourage the review and testing of aromisina and leading technology. 1. Expand and improve the use of cost effective mobile computing and communication technologies. Key Success Measures • Acquire and roll out mobile devices for appropriate staff. • Train staff on the use of CMMS mobile devices. • Implement mobile applications. o CMMS (FY 2016-17) o Timekeeping (FY 2017-18) o Construction Inspections (FY2017-18) o Environmental Compliance (FY2017-18) o Flexible Spending Account (FY2017-18) o Ben IQ (FY2017-18) 2. Continue developing and investing in cost effective innovation, technology and applied Research and Development. Key Success Measures • Meet quarterly with the Applied Research Committee to promote innovation and continuous improvement. • Track and assign resources to implement applied research projects as recommended by the Board approved Comprehensive Wastewater Master Plan or by staff. 17 GOAL SIX - KEY METRICS Metric Total gallons of recycled water distributed to external customers Maximum residential fill station customer wait time Gallons of recycled water distributed at the residential fill station Gallons of recycled water distributed at truck fill program kWh of Electricity produced kWh of solar power produced at CSO and HHW Pilot Test new and promising technology Target Greater than 240 million gallons per year 15 minutes Greater than 14 million gallons per year Greater than 4 million gallons per year Greater than 18 million kWh per year (reported as a rolling average) Greater than 200 kWh per year (reported as a rolling average) Greater than 3 pilot tests or reviews per year Present research papers and findings Greater than 3 papers per year 18 Goal GOAL 1- PROVIDE EXCEPTIONAL CUSTOMER SERVICE Central Contra Costa Sanitary District FY 2016-2018 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Strategy Foster Customer Engagement and Awareness Initiative Invest in business process changes and technologies to effectively increase access to District information and promote customer care, convenience and self- service. Increase customer understanding and support for key issues facing the District. Build and maintain relationships with Federal, State and Local Elected Officials and key stakeholder groups. Provide high quality customer service. Foster employees' understanding of District operations and their role in our success. Improve Interdepartmental Increase internal partnerships. Collaboration EUM Attribute Value Customer Satisfaction Leadership And Commitment Operational Optimization Stakeholder Understanding and Support Stakeholder Understanding and Support Community Community Customer Satisfaction Community Customer Satisfaction People Employee and Leadership Development People, Community Goal GOAL 2 - STRIVE TO MEET REGULATORY REQUIREMENTS Central Contra Costa Sanitary District FY 2016-2018 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Strategy Strive to Achieve 100% Permit Compliance in Air, Water, Land and Other Regulations Strive To Minimize The Number Of Sanitary Sewer Overflows Initiative Renew treatment plant NPDES permit. Meet existing regulations and plan for future regulations. Foster relationships with regulatory agencies. Monitor and track, proposed and pending legislation/regulatory changes that may impact District operations. Actively manage GHG emissions in the most cost effective and responsible manner. Complete the collection system scheduled maintenance on time and optimize cleaning schedules to improve efficiencies. Continue the pipeline condition assessment and cleaning quality assurance program using the system wide CCTV program. EUM Attribute Product Quality Value Principles Product Quality Principles Stakeholder Community Understanding and Support Stakeholder Understanding and Support Community Sustainability Infrastructure Strategy and Performance Infrastructure Strategy and Performance Community Principles Leadership and Commitment Leadership And Commitment Central Contra Costa Sanitary District FY 2016-2018 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Goal Strategy Initiative EUM Attribute Value Ensure rate structure is consistent with cost Financial Viability Community of service principles. Principles Improve the application and processing of Financial Viability Community Conduct Long Range capacity fees for consistency across user Principles classes. Financial Planning Develop a long range debt management Financial Viability Principles policy. GOAL 3 -BEA FISCALLY SOUND Develop alternatives for new revenues and Financial Viability Leadership and AND EFFECTIVE funding sources (i.e. Interagency Commitment agreements, services, recycled water). WATER SECTOR UTILITY Perform targeted audits of critical/high risk Enterprise Resiliency Principles functions or processes. Manage Costs Perform optimization studies of treatment Operational plant and field operations to reduce costs. Optimization Leadership And Commitment Evaluate and implement risk management Enterprise Resiliency Principles practices to minimize Toss. Goal GOAL 4 — DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Central Contra Costa Sanitary District FY 2016-2018 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Strategy Ensure adequate staffing and training to meet current and future operational levels Enhance relationship with employees and bargaining units Meet or exceed industry safety standards Initiative Assess, develop, and implement district - wide training needs. Develop and train our future leaders. Cultivate a positive work culture and promote teamwork. Sustain and grow collaborative relationships with the labor bargaining units. EUM Attribute Employee and Leadership Development Employee and Leadership Development Value People, Leadership And Commitment People, Leadership And Commitment Employee and People, Leadership Leadership and Development Commitment Stakeholder People, Understanding and Community Support Achieve consistent improvement on State Employee and of California and Bay Area industry injury Leadership rate. Development Enhance the safety culture through Employee and improved training and communications. Leadership Development People, Principles, Leadership and Commitment People, Principles Goal GOAL 5 — MAINTAIN A RELIABLE INFRASTRUCTURE Central Contra Costa Sanitary District FY 2016-2018 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Strategy Manage assets optimally throughout their lifecycle Facilitate Tong -term capital renewal and replacement Protect District personnel and assets from threats and emergencies Initiative Implement Board approved recommendations from the Comprehensive Wastewater Master Plan and Condition Assessment. Update the Consequence of Failure Matrices. Implement the reliability centered maintenance (RCM) program. Manage and maintain current equipment and vehicle fleet to provide maximum value. Integrate the data from the Asset Management Program into the analysis of long term capital improvement needs. Implement business case evaluations, including life -cycle cost into proposals for new CIP projects to determine most cost effective projects and solutions. Enhance our capability to mitigate, prepare, respond and recover from emergencies. Evaluate and implement appropriate improvements to our Security Program to meet new or evolving threats. EUM Attribute Infrastructure Strategy and Performance Enterprise Resiliency Infrastructure Strategy and Performance Infrastructure Strategy and Performance Infrastructure Strategy and Performance Infrastructure Strategy and Performance Enterprise Resiliency Enterprise Resiliency Value Principles, Community Principles. Leadership and Commitment Leadership And Commitment Leadership And Commitment Leadership And Commitment Leadership And Commitment Principles Principles Goal GOAL 6 — EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Central Contra Costa Sanitary District FY 2016-2018 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Strategy Augment the Region's Water Supply Evaluate Business Processes and Optimize Business Operations Reduce reliance on Non -Renewable Energy Encourage the review and testing of promising and leading technology Initiative Explore partnering opportunities (e.g. CCWD and EBMUD). Develop a Satellite Recycled Water Facilities (SRWF) Program. Perform business process mapping and re- EUM Attribute Water Resource Sustainability Water Resource Sustainability Operational engineering. Optimization Explore opportunities for self -generation, conservation and efficiency based on the Board approved Comprehensive Wastewater Master Plan. Expand and improve the use of cost effective mobile computing and communication technologies. Continue developing and investing in cost effective innovation, technology and applied research and development. Community Sustainability Operational Optimization Operational Optimization Value Community Community, Leadership And Commitment Leadership And Commitment Leadership And Commitment Leadership And Commitment Leadership and Commitment