The URL can be used to link to this page

Home My WebLink About06. 3rd quarter Strategic Plan update6. June 6, 2016 Central Contra Costa Sanitary District TO: ADMINISTRATION COMMITTEE VIA: ROGER S. BAILEY, GENERAL MANAGER FROM: ANN SASAKI, DEPUTY GENERAL MANAGER g-- SUBJECT: STRATEGIC PLAN TRACKING REPORT — FY 2015-16 THIRD QUARTER Attached is the Strategic Plan Tracking Report for the third 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. RSB:AS:amt Attachment N:\POSUP\Board of Directors\Board - Administration Committee\2016\Strategic Plan Memo 2015-16 3rd Quarter 02-25-2016.docx GOAL 1 - Meet Regulatory Requirements 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 - 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. A2421,i 'Collaborate with sister agencies and industry associations to monitor Air Quality -Title V Permit Violations Zero Violations :trends in regulatory changes. 3) Actively manage greenhouse gas GHG - Metric Tons of GHG Emissions Below 25,000 Metric Tons (GHG) emissions in the most cost effective and environmentally Deputy GM - Ann Sasaki responsible manner. Strategy 2 - St(rive to reduce 6 number of sewer overflows. Plant Operations Division Manager - Alan Weer �NPDES- PermitViolations ZeroViolations '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 See Note 1 See Note 1 Director of Engineering and Technical Services - Jean -Marc Petit implementation of Wastewater Master Plan,ImQlementper Planned Schedule See Note 2 Initiatives: 1) Continue seven-year, system -wide CCTV program. 2) Establish defined cleaning cycles on a yearly basis. See Note 2 See Note 2 CSO Division Manager- Paul Seitz Reduce SSO's - Spills per 100 Miles of Pipeline < 3.5 Spills per 100 Miles Spilled vs. Treated - Gallons Spilled per MG < 5 Gallons Spilled/MG Treated per Treated Quarter 150 Miles per Year - Average 38 Lines TV - Miles of Sewer Lines Televised per Year Miles per Quarter Lines cleaned - Miles of Sewer Lines Cleaned per 800 Miles per Year- Average 200 Year Miles per Quarter 0.5 6 2.33 25.2 5.95 See Note 3 See Note 3 5.45 37 68 64.1 206 200 230 GOAL 2 - Financial Stability Legend: Green = On Target Red = Short of Target ■ Strategy/lnitiatives Key Performance Indicator Target FY Jul -Sep 01 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun 04 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 requirements. 3) Adopt reserves policy for the District. 4) Adopt debt management policy. sirategy Address unfunded liability, minimiing it in lite future Finance Manager - Thea Vassallo Credit Rating with Standard & Peers Debt Service Coverage Ratio Unqualified Audit Opinion - CAFR GFOA Certificate of Achievement - CAFR Maintain Service Affordability - Annual Service Chargy Maintain AM Credit Rating Maintain Coverage Ratio of at Least Two Times (2 x). Calculated at the End of the Fiscal Year Obtain Unqualified Audit Opinion Obtain GFOA Certificate of Achievement Maintain Service Charge Close to the Median of Bay Area Agencies Initiatives: 1) Monitor actuarial assumptions used to determine unfunded liability. 2) Develop presentations for Board, staff. stakeholders and the public detailing the unfunded liability. Finance Manager - Thea Vassallo CCCERA Unfunded Actuarial Accrued Liability .`URAL) Updates Monitor CCCERA Board of Directors Meetings to Keep Current on Changes In Actuanal Assumptions OPEB Actuarial Updates OPEB Trust Earnings Activity Updates 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 and monitor the District's total cost of risk. 4) Reduce the number and cost of strain/sprain injuries. Present to Board Finance Committee Annually Attend CCCERA Board of Directors Meetings Present to Board Administration Committee every Two Years Present to Board Finance Commitee Semi -Annually Bartel Presention Board Whshp 3117 Risk Management Administrator - Shari Deutsch Workers Compensation Experience Modifier Return to Work Program - Modified Duty Average Cost per Overflow Claim Evaluate and Implement Additional Cost -Effective Risk Control and Self -Insurance Opportunities Maintain Workers Compensation Modifier at 1.0 or Lower Provide Modified Duty for at Least 75% of Occupational Injuries Maintain Average Cost at or below 525,000 Perform Annual Review by Fourth Quarter 0.64 0.64 0.64 100% 100% 95% $21,544 5885 $24,910 GOAL 3 - Develop Human Resources Legend: Green = On Target Red = Short of Target IIII Strategyllnitiatives 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 succession planning. 3) Identify and address internal career "gaps" in the current organizational structure. Human Resources Manager - Teji O'Malley Employee Promotions (Establish Trend) Percentage of Employees Promoted Number of Job Descriptions Updates and Revisions to Job Descriptions Updated/Revised At or Below Industry (Government) Employee Turnover Rate Average of 3.4% Average Time to Fill a Vacancy (from GM Approval to Hire) 60 Working Das or Less 2.255 (6) 1.1% (3) 0 1 2 5 1.1% (3) 1.5% (4) 2.21% (6) iiiiit 53 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) Develop District training/leadership academies (Management and Supervisory). 3) Develop District -specific training programs/session/brown bags. 4) Develop and support mentoring and cross -training programs. Strategy 3 - Provide appropriate coaching, mentoring and development resources for staff to be successful in current and future positions. Human Resources Manager - Teji O'Malley Number of Employees Enrolled in Supervisors Academy Number of District Customer Service Trainings per Year 20-25 Employees Up to 3 per Year 25 ilnitiative: Collaborate with industry, civic, and other appropriate !associations for training and leadership development purposes (e.g. Bayworks). ! i Human Resources Manager - Teji O'Malley Use of Tuition Reimbursement Annual Training Investment Employees Active in Industry -Related Associations Number of Employees Utilizing Tuition Reimbursement Dollars Comparison of Budgeted vs. Actual Training Investment per Employee .35% of Employees 1 0 6 $324 per FTE Budgted :$197 per FTE Actual $323 per FTE Budgeted/$211 per FTE Actual $317 per FTE Budoetedi$208 per FTE Actual GOAL 4 - Industry Leader Legend: Green = On Target ■ Red = Short of Target Strategy! In itiatives Key Perfomance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar 03 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 innovations, technologies, and applied research (R&D). Strategy 2 - Collahorate with regiona(water and wastewater agent e to augment the region's water supply while expanding access to recycled water for District customers. Deputy GM - Ann Sasaki Maximize Onsite Energy Generation Produce Minimum of 18 M kWh of Electricity Annually (Reported as Rolling Average) 24.7 24.3 22.1 Director of Engineering and Technical Services - Jean -Marc Petit !Investment in Research and Development (R&D) Initiatives: 1) Establish recycled water fill station at HHW for District customers. 2) Develop partnerships and collaborations with other 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 racemes tunuer me nrw Agreement). 5) Continue to develop Zone -1. 6) Continue maintenance and operational status of our existing recycled water facilities. Percentage of Dollars Invested in R&D Compared to Annual CIB See Note 1 See Note 1 See Note 1 Director of Engineering and Technical Services - Jean -Marc Petit 'Customers Participation at Residential Recycled Water Fill Station 1Gallons of Recycled Water Provided to Residential iCustomer Using the HHW Fill Station Policy on Scalping Plants for Use of Recycled Water Capacity of the Existing Recycled Water Facilities Annual Recycled Water Deliveries to Customers Develop New Strategies for New Wholesale Customers Track Customer Participation at Recycled Water Fill Station Quarterly 700 Gallons Develop Recycled Water Scalping Plant Policy Verify Capacity of Existing Recycled Water Facilities to be Included in 2015-2016 Master Plan Volume of Recycled Water Delivered to Customers per Year Develop Strategies for New Wholesale Customers 2,047 2,143 2.143 Registered Registered Registered Users Users Users -10 MG -11.4 MG -1.5 MG Ongoing Meetings with DCC BP -019 Drafted and Presented to Admin. Committee DCC Concept Approved 313/16 BP -019 Approved 3/17116 Target 0612016 Target 06/2016 Target 06/2016 -80 MG Target 12/2015 -80 MG -80 MG Received Draft 12/15/15 Final Report 324/16 GOAL 4 - Industry Leader Strategy/Initiatives Strategy!- Complete ft -Maser PTan integration througTouf ar District operations. Initiatives: 1) Obtain Board approval of IT Master Plan. 2) Include in IT Master Plan the business requirements to enable online transactions for permitting, payments, payroll and timecards along with other digital opportunities to improve effectiveness and efficiency of service delivery. Key Performance Indicator Information Technology Manager - John Huie Data Backup and Recovery System Security - Contract with Outside Security Consultant to Test Firewall Vulnerability Semi - Annually System Reliability and Continuity nternal Customer Support mplementation of New Strategies for ERP System Legend: Green = 0n Target Red = Short of Target Target Zero Lost Data Semi Annual Vulnerability Test Conducted 99.5% Up -Time Annual Internal Customer Survey Conducted Issue RFP for System Requirements in FY 2015-2016 'FY Jul-SepFY Oct -Dec FY Jan -Mar FY Apr-Jtlff 01 I 02 I Q3 I Q4 Zero Lost Zero Lost Scheduled for 03 Rescheduled for Q4 100% Uptime 100% Uptime Scheduled for 04 Scheduled for Q4 Contracting with Sungard Contracting with Sungard 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 defgree of satisfaction with District services. Initiatives: 1) Develop residential and business surveys. 2) Determine how survey results will be measured, communicated and acted on. Communication Services and Intergovernmental Relations Manager - Emily Barnett Customer Satisfaction with Construction Projects Conduct Surveys of Customers Impacted by Construction Projects 0% and Higher Satisfaction 0% of Customers Environmental Services Division Manager - Danea 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) (Conduct Survey of Customers' Emergency Calls S°fra{egy 2 - Increase District interaction with rad, slate, and federal officials. Initiatives: 1) Give annual or semi-annual presentations for City Councils by liaison Board members. 2) Hold annual meetings with GM and Board liaison with Mayor, City Manager and Public Works Director of each city and county counterparts. 3) Keep State legislators representing the District's service area and all county supervisors informed of the District's mission, accomplishments, and relevant plans. 4) Hold annual meetings between Board member and Contra Costa Water District. 5) Appoint Management Staff member(s) as liaison for Contra Costa Water District and EBMUD. 95% of the Time >=3.5 Rating on Customers' Emergency Calls Survey 100% 100% 100% 3.83 3.75 3.96 GM I Board of Directors Annual Meeting with Service Area Cities (Including Concord and Clayton) Annual Meetings with State and Federal Representatives Conduct One Annual Meeting with District Service Area Cities Conduct one Annual Meeting GOAL 5 - Provide Exceptional Customer Service Legend: Green = On Target Red = Shat 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 pdoitizing initiatives identified in the Strategic Plan. Initiatives: 1) Investigate viable use of social media oullets. 2) Update standard specifications and post to website. ig rategy 6on(nue Emergency operations and business continui GOAL 6 - Maintain Reliable Wastewater Infrastructure Strategy/Initiatives trategy 1- rsta6lis) an asset management program. Initiatives: 1) Develop an asset management policy for the District. 2) Pertorm a strategic asset management gap analysis. Develop an Asset Management (AM) Implementation Plan, 3) Use computerized maintenance management system (CMMS) enhancements to align with present and future asset management program needs. 4) Use condition assessments and predictive failure analysis to replace/rehabilitate infrastructure at the most cost-effective time. Key Performance Indicator Senior Engineer - Dana Lawson Execute AM Implementation Plan Implement a new CMMS software Plant Maintenance Division Manager - Neil Meyer Percentage of Preventative Maintenace (PM) Planned and Scheduled Completed on Time Percentage of Critical Assets Planned and Scheduled Completed on Time (RIME Above 50) Implement Improvement Plan to all Three Existing Predictive Maintenance/Condition Based Maintenance Programs and to New Ultrasound Program (Percentage of Regulatory Title V, PM Work Orders Completed to Plan 'Percentage of Safety Work Orders Completed on Time Legend: Green = On Target Red = Short of Target Target AM Implementation Plan Implemented Implement a New CMMS Software 90% 90% Improvement Plan to all Three Existing Predictive Maintenance/Condition Based Maintenance Programs and to New Ultrasound Program is Complete 95% 95% FY Jul -Sep FY Oct -Dec FY Jan -Mar FY Apr -Jun Q1 I Q2 I Q3 I Q4 See Note 1 See Note 1 See Note 1 See Note 2 See Note 2 See Note 2 Note 3 839E Note 3 82% 97% 97% 92% 94% See Note 4 See Note 4 See Note 4 See Note 3 82% 100% 100% 100% 100% Legend: GOAL 6 - Maintain Reliable Wastewater Infrastructure Green = On Target Red = Short of Target • Strategy/Initiatives Key Perrformance Indicator Target FY Jul -Sep 01 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 CIP. Capital Projects Division Manager - Edgar Lopez Incorporate WastewaterlRecyded Incorporate Wastewater/Recyled Water Program in Water Program in CIP Associated CIP Associated with Asset Management with Asset Manament 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 everLw rcotec)ion device (OPD) ordinance. Initiatives: 1) Articles in Pipeline newsletter, press releases and possible paid advertising announcing District plans to enforce overflow protection device ordinance, specifically the consequences of not having an OPD. 2) Targeted mailings in areas announcing the Number of Articles Addressing OPDs consequences of sewage back-ups into homes (i.e., no liability on the District's part). 3) Special discounts for the $50 OPD and for discounted installation of OPDs by licensed plumbers. Communication Services and Intergovernmental Relations Manager - Emily Barnett Three Articles per Year See Note 5 NOTES 2015-2016 STRATEGIC PLAN Goal 1 • Meet Regulatory Requirements NOTE: 1 First Quarter - New regulatory matrix is currently being developed to track all current District permits across all departments. Second Quarter - Progress has been made developing regulatory matrix. Completion anticipated in early Fourth Quarter. NOTE:2 Master Plan on target Several technical memos are being prepared. Asset Conditions, flows and loads, plant capacity rating, alternative technology review and hydraulics has been the primary focus during the FY 2015-2016 Second Quarter. Hydrodynamic model development is ongoing. Flow metering has been completed and data incorporated in the model. NOTE: 3 .. First Quarter- One event that was 63,131 gallons or 98% of the total gallons spilled. Second Quarter- One event that was 13,125 gallons or 78% of the total gallons spilled. Goal 4 - Industry Leader NOTE: 1 First Quarter - Completed Zeolite Annamox Pilot. Second Quarter - No pilot projects implemented this quarter. Goal 5 - Provide Exceptional Customer Serivice First Quarter - IT is researching options to develop this process with the District's current software. Second Quarter- Staff working with Sungard to evaluate and implement solution. Third Quarter: No pilot plant. Planning on ReW filter testing and UV transmitttance investigation. NOTE: 2 Second Quarter- District -wide Extemal and Internal Communications Plan completed Goal 6 - Infrastructure NOTE: 1 Third Quarter- Training staff on Reliability Center Maintenance (RCM) and pilot RCM on selected systems by December 2016. Inventoried at pump station assets, completed condition assessements for all stations to assist the Comprehensive Wastewater Mater Plan; tagged all assets in the field with asset number and name to match CMMS. NOTE: 2 Third Quarter- Go live September 2016 for CS 2 Fleet and December for Plant & PS. '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 KPIs. 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/Third Quarter. NOTE: 4 A. Incorporate new vibration analysis equipment in reoccurring PM procedures and notjust.:,.4..:.:oC..:,. iit.Jltations.Cc... s,r/'ms/excepbons. B. Incorporate new infrared (IR) equipment in the expanding IR Program to beyond electrical equipment to indude mechanical equipment and fumace burner leaks and refractory issues. C. Install bulk oil racking and filtration system (in progress). D. Document use of c.. .:,. t. ,Inspections/exceptions (steam traps, Service Air System). E. Document increased usage of advance diailnostids in PM rrogram. NOTE: 5 A. Produced a OPD educational video for customers which was highlighted through the District's social media networks REVISIONS 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 (FY2077-2012to 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) 'Strateav 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 - 700% of Customer Emergency Calls Strategy 2 Deleted KPI - GMIHuman Resources Establish a Government Affairs Manager for the District (Completed) Strafeay 4 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 Strategy 1 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 al! Work Orders on Linear Assets Tracked in CMMS (Completed) Revised KPI and Target - Meyer KPI Revised - Implement Improvement Plan to all Three Existing Predictive MaintenancelCondition Based Maintenance Programs and to New Ultrasound Program Target Revised - Improvement Plan to all Three Existing Predictive MaintenancelCondition 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 CFP Prioritization System for each of the Four Programs (Completed) Strategy 3 Deleted KPI - Gemmell Number of Discounts per Year for OPDs