HomeMy WebLinkAbout06.a.1)a) Receive Strategic Plan for Fiscal Years 2016-18 6, a. I)a)
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Central Contra Costa Sanitary District
May 19, 2016
TO: HONORABLE MEMBERS OF THE BOARD
VIA: ROGER S. BAILEY, GENERAL MANAGER
FROM: ANN SASAKI, DEPUTY GENERAL MANAGER
SUBJECT: FISCAL YEARS (FY) 2016-2018 STRATEGIC PLAN
Attached is the District's FY 2016-2018 Strategic Plan. This Plan, developed in
collaboration with the Board of Directors, serves as the roadmap for the District to fulfill
its mission to protect public health and the environment.
In November 2015, the Board of Directors met to review the District's Vision, Mission,
Values and Goals. An emphasis was placed on focusing on our core mission and
putting people first: customers, employees and the community. This was emphasized in
the adoption of four key values - People, Community, Principles, and Leadership and
Commitment.
Following the Board's adoption of our new vision, mission, values and goals, District
staff met to put together this two-year Strategic Plan. In 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.
Using the EUM framework, senior management identified critical issues facing the
District. The FY 2016-2018 Strategic Plan draws upon the work accomplished under
the FY 2014-2016 Strategic Plan. Many of the goals and strategies remain the same,
but the initiatives and work activities have been updated. Staff continues to optimize
operations, streamline processes, and look for opportunities to implement innovative
technology to manage and contain costs.
The FY 2016-2018 Strategic Plan continues the District's commitment to its mission
while anticipating new challenges. The strategies define the plan for achieving the
Goals set by the Board. The initiatives describe the tasks and actions staff will take to
accomplish the strategies, and the key success measures facilitate the evaluation of
progress toward goal achievement.
Honorable Members Of The Board
Page 2 of 2
May 19, 2016
The goals, strategies, initiatives, and key success measures will enable the District to
attempt to overcome its challenges, accomplish its mission, and meet the community's
needs in the most efficient and cost-effective ways.
On a quarterly basis, updates on the progress on each initiative and the key metrics will
be reported to the Administration Committee. Annually, a report will be presented to the
full Board.
Attached Supporting Document:
1. FY 2016-2018 Strategic Plan
2. PowerPoint Presentation
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ATTACHMENT 1
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STRATEGIC
PLAN
FY 2016 - 18
A MESSAGE FROM THE
GENERAL MANAGER
We are pleased to present the Central Contra Costa Sanitary
District's(Central San's)Fiscal Year 2016-2018 Strategic Plan,
This Plan,developed in collaboration with the District's Board
of Directors,serves as a roadmap that will enable us to
increase efficiencies,fulfill our mission,and continue in our role as stewards of
the environment.
Our History
For 70 years,Central San has protected public health and the environment through
efficient,cost-effective collection and treatment of wastewater.
In the 1940s,central Contra Costa County was a rural area of farms,orchards and a
few small towns.With the end of World War II,a massive building boom began.As
the nearby cities of San Francisco,Oakland and Berkeley grew,so did the population
of Contra Costa County.This resulted in a sanitation crisis due to the inability of septic
tanks to handle increased volumes.Waterborne diseases such as typhoid became
a potential health issue.Citizens and civic leaders worked together to create a new
agency to collect and treat wastewater,and the Central Contra Costa Sanitary District
was officially created on July 15, 1946.Within 26 months,its newly constructed sewer
main and treatment plant were operational.
Our Track Record
Over the past seven decades,Central San has grown with the communities we serve,
embraced state-of-the-art technologies,and become a recognized industry leader.Our
290 budgeted employees now serve more than 476,400 residents and 3,000 businesses.
Central San's proven record of excellence includes more than 18 consecutive years of
100%compliance with our National Pollutant Discharge Elimination System permit;
innovative recycled water,household hazardous waste,and pharmaceutical collection
programs;and award-winning public outreach and student educational programs.
We are very proud of the recognition and awards Central San has received over the
�• :' � years for innovation and excellence from regional,state,and national associations.These
s accomplishments have been the result of our skilled and knowledgeable workforce,our
emphasis on continuous improvement,and our effective use of technology in all areas
of our operation.
Our Strategy for Ongoing Success
In November 2015,the Board of Directors approved our revised vision,mission,and
values statements,which emphasize our core operations and putting people first:
♦ti♦
our customers,employees,and the community.This is emphasized in our four
key values:People,Community,Principles,Leadership and Commitment.
Using goals set by our Board of Directors,and the Effective Utility
Management(EUM)framework as an overarching tool to standardize the
process,we established 16 key strategies and 40 initiatives to address
current and future challenges facing the Central San.We will assess the
progress of these initiatives on a quarterly basis using key success
measures.In addition,we will track other key performance metrics
— -- related to the overall goals.
We will continue to strive for excellence in all that we do,with
special focus on being accessible,being responsive,and
delivering the highest quality service to our customers.
Roger S. Bailey
General Manager
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O S FOUND IN THIS DOCUMENT
BAAQMD—Bay Area Air Quality Management District ERP—Enterprise resource planning
BACWA-Bay Area Clean Water Agencies EUM— Effective Utility Maintenance
BEN IQ—Benefits application FEMA - Federal Emergency Management Agency
CARB—California Air Resources Board NACWA—National Association of Clean Water Agenc'_ _
CASA—California Association of Sanitation Agencies NPDES—National Pollutant Discharge Elimination Syste
CCTV—Closed-circuit television QA/QC—Quality Assurance/Quality Control
CCWD—Contra Costa Water District RFP—Request for Proposal
(MMS—Computerized Maintenance Management System RWQCB—Regional Water Quality Control Board
CWEA—California Water Environment Association SRF—State Revolving Fund
DCC —Diablo Country Club SWRCB—State Water Resources Control Board
EBMUD—East Bay Municipal Utility District SWRF—Satellite Water Recycling Facility
EPA—Environmental Protection Agency WEF—Water Environment Federation
_ F.
INTRODUCTION
The Central Contra Costa Sanitary District(Central San) is pleased to present our Fiscal Year 2016-2018
Strategic Plan. This Plan provides overall direction on how we will achieve our vision and mission to protect
public health and the environment.
Central San is a Special District of the State of California.
Special Districts are local public agencies formed by residents of a
community to provide a specific service. We provide wastewater
collection,treatment and disposal services;recycled water Clyde
production and distribution;and household hazardous waste ez •�
collection.
We serve a population of approximately 476,400 residents and acheco • Concord
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more than 3,000 businesses within our 145-square-mile service •
area,which includes Alamo,Danville,Lafayette,Moraga,Orinda, asant Hill •
Pacheco, Pleasant Hill,Walnut Creek;portions of Martinez and Clayton
San Ramon;and unincorporated communities within the central •
County area.We also treat the wastewater from Concord and
Irr,nda Walnut,Creek
Clayton,but they own and maintain their collection systems. • Lafayette is
Our Structure •jft
Central San is governed by a five-member Board of Directors •Moraga •
Danville
elected by voters to serve a four-year term. The staff is managed
by a General Manager who serves as the Chief Operating Officer, •
implements the Board's policies,and oversees the business of the San Ramon
District. The organization is divided into three departments—
Administration,Engineering and Technical services,and
Operations—each overseen by the Deputy General Manager or a
Director who manages the day-to-day operations.
Citizens of the
District
Board
Members
General
Manager
Secretary of the Director of Deputy GM/ Director of Counsel for the
District Administration Director of Engineering and
Operations Technical Svcs. District
VISION, MISSION, VALUES THE STRATEGIC
OUR VISION PLANNING
To be a high-performance organization that provides PROCESS
exceptional customer service and regulatory compliance
at responsible rates r_ entral San is committed to serving
OUR MISSIONthe public. In November 2015,the
Board of Directors decided that our
To protect public health and the environment vision,mission,and values should
emphasize putting people(our customers,
OUR VALUES employees and the community)first while
PEOPLE engaging in our core business functions.
The Board adopted four key values:People,
• Value customers and employees Community,Principles,Leadership and
• Respect each other Commitment. We are dedicated to conducting
• Work as a team our daily business within the framework of
• Celebrate our successes and learn these values.
from our challenges From our new vision,mission and values
COMMUNITY statements,the Board refined our existing
Fiscal Year 2014-2016 strategic goals and
• Value water sector partners adopted six revised goals for Fiscal Year 2016-
• Foster excellent community relationships 2018. These goals reflect the challenges that
• Be open,transparent and accessible many water sector agencies face as we strive
• Understand service level expectations to increase quality and minimize the cost of
• Build partnerships services to our customers.
These challenges include:
PRINCIPLES •Enhanced customer expectations and
• Be truthful and honest public awareness
• Be fair, kind and friendly *Aging infrastructure
• Take ownership and responsibility *Continued regulatory requirements
LEADERSHIP AND COMMITMENT Financial constraints
• Work effectively and efficiently •Expanded challenges associated with
• Promote a passionate and empowered workforce
employee recruitment and retention
• Encourage continuous growth and development *Security and emergency response
concerns
• Inspire dedication and top-quality results '
•Sustainable regional water supply
concerns
•Increased focus on resource recovery
The goals,strategies,initiatives,and key success
measures in this Strategic Plan will enable us
a to attempt to overcome those challenges,
_ accomplish our mission,and meet our
__._� community's needs in the most efficient and
-- – — cost-effective ways.
EFFECTIVE UTILITY MANAGEMENT
Wen developing this Strategic Plan,we used the Effective Utility Management(EUM) model as an
erarching tool to define attributes to be considered in implementing practices and procedures to
prove our operations and move toward continued sustainability.
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.
In 2015,the EUM Steering Group modified the original attributes in light of how shifts in technology,policy,society,
and the natural environment now affect both the day-to-day operations of water sector utilities,and planning efforts
on a long-term scale.
Ten Attributes of Effectively Managed Water Sector Utilities
1 Product Quality 7 Enterprise Resiliency
Produces"fit for purpose"water that meets or exceeds Ensures utility leadership and staff work together
full compliance with regulatory and reliability internally,and with external partners,to anticipate,
requirements and is consistent with customer,public respond to,and avoid problems.
health,ecological,and economic needs.
8 Water Resource Sustainability
2 Customer Satisfaction Ensures the availability and sustainable management
Provides reliable,responsive,and affordable services in of water for its community and watershed,including
line with explicit,customer-derived service levels. water resource recovery.
3 Employee and Leadership Development 7 Community Sustainability
Recruits and retains a workforce that is competent, Takes an active leadership role in promoting and
motivated,adaptive,and safety focused. organizing community sustainability improvements
through collaboration with local partners.
4 Operational Optimization
Ensures ongoing,timely,cost-effective,reliable,and 10 Stakeholder Understanding and Support
sustainable performance improvements in all facets Engenders understanding and support from
of its operations in service to public health and stakeholders(anyone who can affect or be affected
environmental protection. by the utility),including customers,oversight bodies,
community and watershed interests,and regulatory
5 Financial Viability bodies for service levels,rate structures,operating
Understands the full life-cycle cost of utility operations budgets,capital improvement programs,and risk
and the value of water resources.
management decisions.
V Infrastructure Strategy and Performance
Understands the condition of and costs associated with
critical infrastructure assets.
Using the EUM framework and the goals set by the Board of Directors,senior management identified critical issues
facing the District.
FISCAL YEAR 2016-2018
STRATEGIC PLAN
Tge Fiscal Year 2016-2018 Strategic Plan draws
ponthe work accomplished under the Fiscal
ear 2014-2016 Strategic Plan. Many of the
oals 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.
STRATEGIES,
INITIATIVES AND KEY
SUCCESS MEASURES
Our GOALS define where we are going.
- Our STRATEGIES define our plan for
achieving our Goals.
M► Our INITIATIVES describe the tasks and
actions we need to accomplish in the near term.
-Our KEY SUCCESS MEASURES describe how
we will evaluate our progress along the way.
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STRATEGY 1 - FOSTER CUSTOMER ENGAGEMENT AND AWARENESS
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).
�J • Develop and monitor growth of social media.
YOU • 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.
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.
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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.
0� • Conduct annual customer service sensitivity training for all District staff.
O • 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). J10
2 Increase internal partnerships.
Key Success Measures T'`7
• 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. --- -- — — —- -
KEY METRICS FOR GOAL ONE
Average onsite response time for collection system emergency calls, Less than 20 minutes
during working hours
Average onsite response time for collection system emergency calls, Less than 30 minutes
after hours
Average customer service rating for emergency calls At least 3.8 out of 4.0
Average customer satisfaction rating on construction projects Greater than 95%
Average customer satisfaction rating on permit counter interactions Greater than 95%
Number of students served by our education programs Greater than 2,200 per year
Number of District employees attending annual customer service training At least 50%of all District staff
Number of participants on treatment plant tours Greater than 150 participants per year
Number of participants at speakers bureau presentations Greater than 400 participants per year
Number of students attending Citizens Academy Greater than 30 participants per session
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Poo- STRATEGY 1 — STRIVE TO ACHIEVE 100% PERMIT COMPLIANCE IN
AIR, WATER, LAND AND OTHER REGULATIONS
Renew Treatment Plant NPDES permit which Meet existing regulations and plan for future
expires on March 31,2017. 2 regulations.
Key Success Measures Key Success Measures
• Prepare application and submit • Comply with all permit requirements for air,
application to the RWQCB on or before wastewater discharges and recycled water.
September 30,2016. • Develop a comprehensive regulatory permit matrix
• Obtain new permit. (i.e.,current permits with which the District must
comply)and track compliance on a quarterly basis.
• Provide an annual regulatory update to the Board.
3Foster relationships with regulatory Monitor and track, proposed and pending
agencies. 4 legislation/regulatory changes that may
impact District operations.
Key Success Measures
• Actively participate in meetings of BACWA and Key Success Measures
the RWQCB. • Develop an internal system to track relevant
• Participate in relevant meetings and workshops proposed legislation/regulations.
with regulatory agencies. • Analyze,review and comment on relevant
• Communicate directly with RWQCB,SWRCB, proposed legislation/regulations,as appropriate.
BAAQMD,CARB and EPA staff,as needed. • Actively participate in professional associations
(NACWA,WEF,CASA, BACWA,CWEA,etc.).
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 Continue the pipeline condition assessment and
maintenance on time and optimize cleaning 2 cleaning quality assurance program through the
schedules to improve efficiencies. system-wide CCTV program.
Key Success Measures Key Success Measures
• Clean at least 800 miles of sewer lines per year. • Televise at least 150 miles of sewer line per year.
• Complete scheduled maintenance on time for at • Identify emergency pipeline projects and include
least 95%of the schedules. them in the CIP.
• Perform CCN QA/QC on 3%of lines cleaned on
an annual basis with a goal of having at least a
98%passing rate.
KEY METRICS FOR GOAL TWO
NPDES Compliance Zero violations
Title V Compliance Zero violations
Recycled Water Title 22 Compliance Zero violations
Sanitary Sewer Overflows Fewer than 3.0 spills per 100 miles of pipeline
Spills to Public Water Fewer than 3
Percent of Spills less than 500 gallons Greater than 95%
Pipeline cleaning schedules completed on time Greater than 95%
Pipeline Cleaning Quality Assurance/Quality Control(QA/QQ On at least 3%of pipeline cleaned on an annual basis
Pipeline Cleaning QA/QC passing rate Greater than 98%
Annual source control inspections completed on time 100%
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® STRATEGY I — CONDUCT LONG—RANGE 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
P
use with existing permits and capacity fees paid.
3 Develop a long-range debt-management policy.
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Key Success Measures
• Present draft policy to Board by June 2017. -
0, Policy will consider intergenerational equity and the prudent use
of debt to stabilize long-term rates.
• Develop alternative scenarios to utilize debt prudently to optimize
the financing of the Board-approved recommendations from the
Comprehensive Wastewater Master Plan.
4 Develop alternatives for new revenues and funding sources n
(i.e.,interagency agreements,services,recycled water).
Key Success Measures ? j 0O�
• 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 ,� r
opportunities,as appropriate.
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POP, STRATEGY 2 - MANAGE COSTS
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).
1 ► 3Evaluate and implement risk-management practices to minimize loss.
Key Success Measures
• Identify and implement lessons learned from previous losses (FY 2016-18).
''t • Reduce average cost of overflow claims.
1�' • Offer temporary modified duty to employees with occupational injuries.
�,. • Provide an annual Risk Management Report to the Board.
KEY METRICS FOR GOAL THREE
2 Standard and Poor's Credit Rating AAA
Debt service coverage ratio Greater than 2.0 times
Maintain service affordability Sewer Service Charge less than median of Bay Area agencies
Actual reserves as a percentage of target 100%
POperating expenditures as a percentage of operating Greater than 90%
budget
Workers Compensation experience modifier Less than 1.0
Return to Work Provide modified duty for greater than 80%of
occupational injuries
�l Self-insurance reserves as a percentage of target 100%
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® STRATEGY I — ENSURE ADEQUATE STAFFING AND TRAINING TO MEET
CURRENT AND FUTURE OPERATIONAL LEVELS
Assess,develop,and implement District-wide Develop and train our future leaders.
training needs. 2
Key Success Measures
Key Success Measures
• Continue the Leadership and Supervisors
• Hire Training Coordinator position. Academies(alternating years).
• Develop and implement a training plan for each • Implement the Mentorship Program.
business section (FY 2016-18). • Implement Team Building Program for the
• Develop and implement a training plan for each ManagementTeam.
employee classification (FY 2016-18).
• Implement one-on-one coaching sessions for
• Continue to encourage and track the usage ManagementTeam.
of outside training and tuition reimbursement
programs.
STRATEGY 2 — ENHANCE RELATIONSHIP WITH EMPLOYEES AND
BARGAINING UNITS
Sustain and grow collaborative
Cultivate a positive work culture and promote teamwork. 2 relationships with the labor
bargaining units.
Key Success Measures
Key Success Measures
• Establish and communicate clear performance expectations and
standards. • Continue the General Manager
lunches with the bargaining
• Regularly assess and communicate performance against standards. representatives.
• Solicit feedback on employee satisfaction and engagement,and • Continue the Labor Management
implement viable suggestions. Committee meetings.
• Promote opportunities for cross-divisional work teams. • Engage the bargaining units in
• Provide opportunities to recognize high-performing teams at informal discussions on
Department meetings and Board meetings. collaborative solutions to
• Continue the General Manager lunches with the Division workgroups.
workplace issues.
• Maintain Lateral
Connection employee
newsletter.
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110- STRATEGY 3 - MEET OR EXCEED INDUSTRY SAFETY STANDARDS
Achieve consistent improvement on State of Enhance the Safety culture through improved
California and Bay Area industry injury rate. 2 training and communications.
Key Success Measures Key Success Measures
• Continue monitoring of accident/incident • Continue conducting regulatory required safety
causation including type,mechanism,and body training.
part to identify and mitigate hazards. • Continue conducting training based upon
• Continue providing accident/incident analysis accident/incident causal factors,new processes,
summary to the District Safety Committee and equipment,or procedures.
Safety Teams on a monthly basis to inform • Continue providing relevant safety information
members about accident/incidentcausation and to personnel via the Safety Corner in the Lateral
corrective measures. Connection.
• Continue providing accident/incident analysis • Continue providing upcoming safety-related
summary to District ManagementTeam on a legislation and regulations to supervisors and
quarterly basis to inform Managers of their managers via the Cal/OSHA Reporter and Safety
respective workgroup's performance,accident
causation,and corrective measures. Supervisor.
• Continue providing an Annual Safety Report to the ' Continue safety staff participation in Department
Board. meetings via tailgate training sessions or safety
updates.
• Implement safety training/tracking system.
KEY METRICS FOR GOAL FOUR
Average time to fill vacancy(from request to hire) Fewer than 60 days
Percentage turnover rate to remain at or below industry Less than 3.4%
average
Average annual training hours per employee Track in FY 2016-17,set target for FY 2017-18
Actual versus budgeted usage of tuition reimbursement Greater than 80%
Percentage of performance evaluations completed on time 100%
Employee injury and illness lost time incident rate Less than Bureau of Labor Statistics California Sewage
Treatment Facilities Rate
00, STRATEGY 1 - MANAGE ASSETS OPTIMALLY THROUGHOUT THEIR
LIFECYCLE
Implement Board-approved Update the Consequence of Failure Matrices.
recommendations from the
Comprehensive Wastewater Master 2 Key Success Measures
Plan and Condition Assessment. • Review and update the Consequence of Failure Matrices by June 2017.
Key Success Measures
• Implement prioritized 3 Implement the Reliability Centered Maintenance(RCM) Program.
Comprehensive Wastewater Key Success Measures
Master Plan and Condition
Assessment recommendations • Train staff on RCM analysis and software.
that are maintenance-related • Perform RCM on at least five treatment plant process systems
and incorporate these into (FY 2016-18).
the maintenance schedule
(e.g.,corrective work orders) or
adjust maintenance activities(e.g., 4 Manage and maintain current equipment
Preventative Maintenance Plan) as and vehicle fleet to provide maximum value.
appropriate.
• Implement the Capital Key Success Measures
Improvement Projects identified • Maintain uptime for vehicles and equipment greater than 95%.
Mthe Comprehensive Wastewater • Install automated vehicle location AVL) on all District vehicles.
Master Plan consistent with Board- (
approved recommendations. • Develop and implement diagnostics associated with AVL.
STRATEGY 2 - FACILITATE LONG-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 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-
a roved Comprehensive Wastewater Master Plan.
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0110- STRATEGY 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). Ay
• Update the Emergency Operations Plan.
• Provide an annual Emergency Management Report to the Board.
• Relocate the data center to a more secure location (FY 2016-18)
• Explore cloud-based systems such as email and cloud backup
solution.
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 t
to create redundant paths.
• Develop and implement critical information technology(IT)
security policy/procedure.
KEY METRICS FOR GOAL FIVE
Safety work orders completed on time 100%
RegulatoryTitle V work orders completed on time 100%
Planned treatment plant preventative maintenance Greater than 95%
completed on time
Complete implementation of Infomaster By First Quarter of 2017
Miles of pipeline replaced Greater than I%of assets
Capital expenditures as a percentage of capital budgeted Greater than 90%
cash flow
Information System uptime(excluding planned 100%
maintenance)
Data Backup and Recovery Zero Lost Data
STRATEGY 1 — AUGMENT THE REGION'S WATER SUPPLY
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) SRWF project.
• Finalize the agreement for the DCC SRWF Project.
• Submit the application for a SRF loan for the DCC Project,if applicable.
® STRATEGY 2 — EVALUATE BUSINESS PROCESSES AND OPTIMIZE
BUSINESS OPERATIONS
Perform business process mapping and re-engineering.
Key Success Measures
• Implement Automated Timekeeping 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).
u - _
. ,i
STRATEGY 'S — ENCOURAGE THE REVIEW AND TESTING OF PROMISING
AND LEADING TECHNOLOGY.
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.
► CMMS (FY 2016-17) ►Environmental Compliance(FY 2017-18)
►Timekeeping (FY 2017-18) ►Flexible Spending Account(FY 2017-18)
Construction Inspections(FY 2017-18) ►Ben IQ(FY 2017-18)
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.
1110- STRATEGY 4 — 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. - -s
KEY METRICS FOR GOAL SIX
Total gallons of recycled water distributed to external More than 240 million gallons per year
customers
Maximum residential recycled water fill station customer 15 minutes
wait time
Gallons of recycled water distributed at the residential fill More than 14 million gallons per year
station
Gallons of recycled water distributed at truck fill program More than 4 million gallons per year
kWh of electricity produced More than 18 million kWh per year(reported as a rolling
average)
kWh of solar power produced at CSO and HHW More than 200 kWh per year(reported as a rolling average)
Pilot Test new and promising technology More than 3 pilot tests or reviews per year
Present research papers and findings More than 3 papers per year
E-
I
18
• + PROVIDE EXCEPTI• CUSTOMER
Strategy Initiative EUM Attribute Value
Invest in business process changes and Customer Satisfaction Leadership and
technologies to effectively increase Commitment
access to District information and Operational Optimization
promote customer care,convenience
and self-service.
Foster Customer
Engagement and Increase customer understanding and Stakeholder Understanding Community
Awareness support for key issues facing the and Support
District.
Build and maintain relationships with Stakeholder Understanding Community
Federal,State and Local Elected and Support
Officials and key stakeholder groups.
Provide high quality customer service. Customer Satisfaction Community
Foster employees'understanding of Customer Satisfaction People
Improve District operations and their role in our
Interdepartmental success.
Collaboration Increase internal partnerships. Employee and Leadership People,
Development Community
• To MEET REGULATORYREQUIREMENTS
Strategy Initiative EUM Attribute Value
Renew treatment plant NPDES permit. Product Quality Principles
i
Meet existing regulations and plan for Product Quality Principles
future regulations.
Strive to Achieve 100% Foster relationships with regulatory Stakeholder Understanding Community
Permit Compliance in agencies. and Support
Air,Water,Land and
Other Regulations Monitor and track proposed and Stakeholder Understanding Community
pending legislation/regulatory and Support
changes that may impact District
operations.
Actively manage GHG emissions in the Community Sustainability Principles
most cost-effective and responsible
manner.
Complete the collection system Infrastructure Strategy and Leadership and
scheduled maintenance on time and Performance Commitment
Strive To Minimize The optimize cleaning schedules to
Number Of Sanitary improve efficiencies.
Sewer Overflows Continue the pipeline condition Infrastructure Strategy and Leadership and
assessment and cleaning quality Performance Commitment
assurance program using the system-
wide CCN program.
• ' BE • AND •
Strategy Initiative EUM Attribute Value
Ensure rate structure is consistent with Financial Viability Community,
cost of service principles. Principles
Improve the application and Financial Viability Community,
Conduct Long Range processing of capacity fees for Principles
Financial Planning consistency across user classes.
Develop a long-range debt Financial Viability Principles
management policy.
Develop alternatives for new revenues Financial Viability Leadership and
and funding sources(i.e.,Interagency Commitment
agreements,services,recycled water).
Perform targeted audits of Enterprise Resiliency Principles
critical/high-risk functions or
processes.
Manage Costs Perform optimization studies of Operational Optimization Leadership and
treatment plant and field operations to Commitment
reduce costs.
Evaluate and implement risk Enterprise Resiliency Principles
management practices to minimize
loss.
' L 4—DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE
Strategy Initiative EUM Attribute Value
Assess,develop,and implement Employee and Leadership People,
Ensure adequate District-wide training needs. Development Leadership and
staffing and training to Commitment
meet current and future Develop and train our future leaders. Employee and Leadership People,
operational levels Development Leadership and
Commitment
Cultivate a positive work culture and Employee and Leadership People,
Enhance relationship promote teamwork. Development Leadership and
with employees and Commitment
bargaining units Sustain and grow collaborative Stakeholder Understanding People,
relationships with the labor bargaining and Support Community
units.
Achieve consistent improvement on Employee and Leadership People,
Meet or exceed State of California and Bay Area Development Principles,Leadership
industry safety industry injury rate. and Commitment
standards Enhance the safety culture through Employee and Leadership People,
improved training and Development Principles
communications.
GOAL
Strategy Initiative EUM Attribute Value
Implement Board-approved Infrastructure Strategy and Principles,
recommendations from the Performance Community
Comprehensive Wastewater Master
Plan and Condition Assessment.
Manage assets Update the Consequence of Failure Enterprise Resiliency Principles,
optimally throughout Matrices.
p Y 9 Leadership and
their lifecycle Commitment
Implement the reliability centered Infrastructure Strategy and Leadership and
maintenance(RCM)program. Performance Commitment
Manage and maintain current Infrastructure Strategy and Leadership and
equipment and vehicle fleet to provide Performance Commitment
maximum value.
Integrate the data from the Asset Infrastructure Strategy and Leadership and
Management Program into the analysis Performance Commitment
Facilitate long-term of long-term capital improvement
needs.
capital renewal and
replacement Implement business case evaluations, Infrastructure Strategy and Leadership and
including life-cycle cost,into proposals Performance Commitment
for new CIP projects to determine most
cost-effective projects and solutions.
Enhance our capability to mitigate, Enterprise Resiliency Principles
Protect District prepare,respond to and recover from
personnel and assets emergencies.
from threats and Evaluate and implement appropriate Enterprise Resiliency Principles
emergencies improvements to our Security Program
to meet new or evolving threats.
• ' L 6—EMBRACE TECHNOLOGYy INNOVATIONAND ENVIRONMENTAL
Strategy Initiative EUM Attribute Value
Explore partnering opportunities(e.g., Water Resource Community
Augment the Region's CCWD and EBMUD). Sustainability
Water Supply Develop a Satellite Recycled Water Water Resource Community,
Facilities(SRWF)Program. Sustainability Leadership and
Commitment
Evaluate Business Perform business process mapping Operational Optimization Leadership and
Processes and Optimize and re-engineering. Commitment
Business Operations
Explore opportunities for self- Community Sustainability Leadership and
Reduce reliance on generation,conservation and Commitment
Non-Renewable Energy efficiency based on the Board-
approved Comprehensive Wastewater
Master Plan.
Expand and improve the use of cost- Operational Optimization Leadership and
Encourage the review effective mobile computing and Commitment
and testing of communication technologies.
promising and leading Continue developing and investing in Operational Optimization Leadership and
technology ctive innovation,technology Commitment
[aosteffe
nd applied research and
development.
AfVL
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Central Contra Costa Sanitary District
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ATTACHMENT 2
STRATEGIC PLAN
FISCAL YEAR 2016-2018
Board of Directors Meeting
May 19, 2016
.tea
Ann K. Sasaki
Deputy General Manager
STRATEGIC PLAN TIMELINE
November
Strategic Planning Board Workshop
Board adopts revised Mission,vision,values lance
and Goals for FY 2016-18 Strategic Plan
Initiated Strategic Planning Meetings with Staff
March:
T Draft Strategies,Initiatives,and Key Performance
M Metrics reviewed by the Administration Committee
rarv« m•
process „o„^h� `} Mav:
Stra t eg i C H Final Draft Strategies,Initiatives,and Key
acusion• Performance Metrics reviewed by the
value2 vgnning
0 90 i Administration Committee
H time rJ ?� Il obusiness Presentation of Strategic Plan to the Board of
c ,n Directors
to —�
Strategic Plan incorporated into FY 2016-17 Budget
o Book
lune:
Distribute Final Strategic Plan to key stakeholders
(I
1
05/13/16
VISION, MISSION,
VALUES&GOALS
OUR VISION
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OUR GOALS
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a
t'j wf EFFECTIVE UTILITY MANAGEMENT
,k1.. 4 TEN KEY ATTRIBUTES
t
• Product Quality • Infrastructure Strategy and
• Customer Satisfaction Performance
• Employee and Leadership • Enterprise Resiliency
Development • Community Sustainability
• Operational Optimization • Water Resource Sustainability
• Financial Viability • Stakeholder Understanding
r
and Support
x
2
05/13/16
LAYOUT OF THE STRATEGIC PLAN
• Goals provide direction
• Strategies define our plan S
`mCNatot`p,
• Initiatives describe actions ,av .
• Key Success Measures document progress
• Key Performance Metrics targets benchmarks
GOAL ONE — PROVIDE EXCEPTIONAL
CUSTOMER SERVICE
• Foster customer
engagement and
awareness rl
• Improve
interdepartmental ) !
collaboration
3
05/13/16
GOAL TWO — STRIVE TO MEET
REGULATORY REQUIREMENTS
• Strive to achieve 100% permit
compliance in air, water, land and
other regulations
• Strive to minimize the number
of sanitary sewer overflows
GOAL THREE — BE A FISCALLY SOUND
AND EFFECTIVE WATER SECTOR UTILITY
• Conduct long range financial planning
_ saeet .,
• Manage costs _tea ,
FINANCIALS
67 ev
- °= aluate—
4
05/13/16
GOAL FOUR — DEVELOP AND RETAIN A
HIGHLY TRAINED AND INNOVATIVE
WORKFORCE
• 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
GOAL FIVE — MAINTAIN A RELIABLE
INFRASTRUCTURE
• Manage assets optimally throughout their
lifecycle
• Facilitate long-term capital renewal and
replacement
• Protect District personnel and assets from
threats and emergencies _
c
5
05/13/16
GOAL SIX — EMBRACE TECHNOLOGY,
INNOVATION AND ENVIRONMENTAL
SUSTAINABILITY
• Augment the region's water supply
• Evaluate business processes and
0.,.- --etl
optimize business operations do e= =� icfea
• Reduce reliance on non-renewable I'nV_'tion
energy
k�'"E
• Encourage the review and � ,
testing of promising and
leading technology
ski
KEY PERFORMANCE METRICS
Average onsite response time for collection Less than 20 minutes
system emergency calls.during working hours
Average onsite response time for collection Less than 30 minutes
system emergency calls.after hours
Average customer service rating for emergency At least 3.8 out of 4.0
calls
Average customer satisfaction rating on Greater than 95%
construction projects
Average customer satisfaction rating on permit Greater than 95%
counter interactions
Number of students served by our education Greater than 2.200 per year
programs
Number of District employees attending annual At least 50%of all district staff
customer service training
6
05/13/16
QUESTIONS
n
7