HomeMy WebLinkAbout07. First Quarter Fiscal Year 2016-17 quarterly update on Strategic Plan Tracking7.
crOCD
ummummi. Central Contra Costa Sanitary District
November 7, 2016
TO: ADMINISTRATION COMMITTEE
VIA: ROGER S. BAILEY, GENERAL MANAGER rl
FROM: ANN SASAKI, DEPUTY GENERAL MANAGEFO/'
SUBJECT: STRATEGIC PLAN KEY SUCCESS MEASURES AND
KEY PERFORMANCE METRIC PROGRESS REPORTS —
FY 2016-17 FIRST QUARTER
Attached are the Strategic Plan Key Success Measures and Key Performance Metrics
Process Reports for the first quarter of FY 2016-17. The legend colors indicate the
following:
0 Completed 0 On Task
0 Off Task 0 At Risk
Comments are included to provide additional information regarding progress and/or
exceptions.
RSB:AS:amt
Attachments
NAPOSUP\Board of Directors\Board - Administration Committee\2016\Strategic Plan Memo 2016-17 ist Quarter 11-07-16.docx
Strategy
Foster Customer
Engagement and
Awareness
. 1. 1.111 •
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.
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 1
PROVIDE EXCEPTIONAL CUSTOMER 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 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
email.
Conduct and track outreach for the Comprehensive Wastewater Master Plan
(CWMP).
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.
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.
Provide staff with Public Records Act training.
Respond to all customer field requests within 20 minutes during work hours.
Conduct annual customer service sensitivity training to 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.
0 Completed 0 On Task
/st 2nd 3rd 4th
QTR QTR QTR QTR
Performance in Achieving Success Measures
Status, Comments and Exceptions
151 QTR—Website RFP near completion.
1st QTR — TV installed for educational purpose. Will also be live -streaming Board meetings and using
internet for time.gov for bid openings.
1st QTR — Social media continues to be active, gaining followers, delivering relevant content that reaffirms
our pollution prevention messages and commitment to environmental sustainability. In fact, the District's
most recent Twitter follower is Lenni Montiel the UN Assistant Secretary-General for Economic
Development.
1st QTR — CWMP messaging training to leadership has been completed. A plan that creates a
streamlined process between Proposition 218 rates, improving Proposition 218 outreach
material/community — stakeholder meetings, seed planting the CWMP, and full CWMP outreach has been
' developed. Final Board approval will determine the specific timing of some of these items. Others are in
process.
151 QTR — Speakers bureau presentations are off target as we will ramp up for our Proposition 218 and
CWMP outreach. It is important to note that the 70th Anniversary Event provided hundreds of informal
speakers bureau interactions between District staff and customers not counted in this metric.
1st QTR — The 70'n Anniversary Event allowed for this metric to be completed in one day. Although that
event was unusual and accounted for large influx of people touring the Plant, we will continue to exceed
this item as we will give tours continuously.
151 QTR — Videos Completed: 70m Anniversary Event videos (3), and CSDA Academy.
Videos in Process: Central San Academy, OPD Superhero, and CWMP outreach.
151 QTR — This item is on target and ongoing.
151 QTR 70"n Anniversary Event completed!
1 st QTR — This item is on target and ongoing.
1st QTR — Average response time is 35 minutes.
151 QTR — Customer service sensitivity training scheduled for January 2017.
151 QTR — Developing curriculum with anticipate rollout lst Quarter 2017.
1st QTR — Most customer feedback at this time has been related to construction communication,
especially the large Grayson Creek project in Pleasant Hill. We have provided increased door-to-door
communication with all affected residents and made presentations to the Pleasant Hill City Council.
0 Off Task 0 At Risk
Page 1
Strategy
Improve
Interdepartmental
Collaboration
Initiative
Foster employees' understanding
of District operations and their role
in our success.
Increase internal partnerships.
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 1
PROVIDE EXCEPTIONAL CUSTOMER SERVICE
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.
Develop multi -divisional teams for implementation of Board -approved
recommendations from the CWMP.
Develop multi -divisional teams to implement District -wide business process
efficiency projects.
Continue the Information Technology (IT) Leadership Committee.
Completed 0 On Task
1 st
QTR
2nd
QTR
3rd
QTR
4th
QTR
Performance in Achieving Success Measures
Status, Comments and Exceptions
1st QTR — District information and updates are shared with employees through the monthly Lateral
Connection (employee newsletter).
0 Off Task At Risk
Page 2
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 2
STRIVE TO MET REGULATORY REQUIREMENTS
11111111.111 1.1.11111
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 which expires on March 31.
2017
Meet existing regulations and plan
for future regulations.
Foster relationships with regulatory
agencies.
Monitor and track, proposed and
pending legislation and regulatory
changes that may impact District
operations.
Actively manage greenhouse gas
(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.
Key Success Measures
Prepare application and submit application to the RWQCB on or before
September 30, 2016.
Obtain new permit.
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 track compliance on a quarterly basis.
Provide an annual regulatory update to the Board.
Actively participate in meetings of BACWA and the RWQCB.
Participate in relevant meetings and workshops with regulatory agencies.
Communicate directly with Regional Water Quality Control Board (RWQCB), State
Water Resource Control Board (SWRCB), Bay Area Air Quality Management
District (BAAQMD), California Air Resources Board (CARB) and Environmental
Protection Agency (EPA) staff, as needed.
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 (National Association of Clean
Water Agencies [NACWA], Water Environment Federation [WEF], California
Association of Sanitation Agencies [CASA], Bay Area Clean Water Agencies
[BACWA], California Water Environment Association [CWEA], etc.).
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.
Clean at least 800 miles of sewer lines per year.
Complete scheduled maintenance on time for at least 95% of the schedules.
Televise at least 150 miles of sewer lines per year.
Identify emergency pipeline projects and include them in the Capital Improvement
Program (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.
0 Completed 0 On Task
st 2nd 3rd 4th
QTR QTR QTR QTR Status, Comments and Exceptions
1st QTR — Application prepared and submitted to the RWQCB on September 28, 2016.
Performance in Achieving Success Measures
0 Off Task
lst QTR — New permit anticipated Spring 2017.
1st QTR — Developed and finalized a comprehensive regulatory permit matrix. Tracking on a quarterly
basis is ongoing.
lst
QTR — On target and ongoing. Board presentations on priority legislation and state commissions
ongoing.
1st QTR — Current CCTV passing rate is 95.4%.
0 At Risk
Page 3
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 3
BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY
Strategy
Conduct Long Range
Financial Planning
Manage Costs
Initiative
Ensure rate structure is consistent
with cost of service principles.
Improve the application and
processing of capacity fees for
consistency across user classes.
Develop a long-range debt
management policy.
Develop alternatives for new
revenues and funding sources (i.e.
interagency agreements, services,
recycled water).
Perform targeted audits of
critical/high-risk functions or
processes.
Perform optimization studies of
treatment plant and field operations
to reduce costs.
Evaluate and implement risk
management practices to minimize
loss.
Key Success Measures
Perform rate study to support the Board -approved recommendations from the
CWMP.
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 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.
Present draft debt management policy to Board by June 2017
• 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 CWMP.
Identify District services that could be offered to other regional public agencies and
implement feasible alternatives.
Identify and pursue State Revolving Fund (SRF) loan grant opportunities, as
appropriate.
Identify high-cost/high-risk functions.
Perform at least three audits of high-risk function (FY 2016-18).
Identify treatment plant and field processes for optimization.
Perform optimization studies on at least three of the processes identified
(FY 2016-18).
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.
0 Completed
15t 2nd 3rd 4th
QTR QTR QTR QTR
0 On Task 0 Off Task
Performance in Achieving Success Measures
Status, Comments and Exceptions
1st QTR — In progress. A Board Workshop on rates and the CWMP is scheduled for November 10, 2016.
QTR — This item is on target. Staff is working on a robust outreach program that will include an
information letter to business customers, one business stakeholder meeting, and a minimum of one
residential outreach meeting within the service area.
1st QTR — Working with PFM.
1st QTR — Presented to the Board on September 1, 2016.
0 At Risk
Page 4
Strategy
Ensure Adequate
Staffing and Training to
Meet Current and
Future Operational
Levels
Enhance Relationship
with Employees and
Bargaining Units
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.
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 4
DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE
1st 2nd 3rd 4th
QTR QTR QTR QTR
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.
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.
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.
Continue the Lateral Connection employee newsletter.
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.
0 Completed 0 On Task
1116*
0 Off Task
Performance in Achieving Success Measures
Status, Comments and Exceptions
ist QTR — On hold.
lst QTR — Next Leadership Academy scheduled for March 2017.
1st QTR Mentorship Program was implemented July 2016. Mentees will be providing updates on their
projects at a future Board meeting. The first session of the program will be completed in June 2017.
15t QTR — Manager Team Building Workshop held September 2016.
ist QTR — Management coaching sessions implemented August 2016.
0 At Risk
Page 5
Strategy
Meet or Exceed Industry
Safety Standards
Initiative
Achieve consistent improvement
on State of California and Bay Area
industry injury rate.
Enhance the safety culture through
improved training and
communications.
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 4
DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE
1st 2nd 3rd 4th
QTR QTR QTR QTR
Key Success Measures
Continue monitoring of accidentlincident causation including type, mechanism, and
body part to identify and mitigate hazards.
Continue providing accidentlincident 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 workgroups
performance, accident causation, and corrective measures.
Continue providing an Annual Safety Report to the Board.
Continue conducting regulatory required safety training.
Continue conducting training based upon accidentlincident 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 updates.
Implement safety training/tracking system.
0 Completed 0 On Task
Performance in Achieving Success Measures
Status, Comments and Exceptions
1 st QTR — A Safety column is included in each monthly publication of the Lateral Connection.
0 Off Task 0 At Risk
Page 6
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
•
GOAL 5
MAINTAIN A RELIABLE INFRASTRUCTURE
• • I I I Il• I I
Strategy
Manage Assets
Optimally Throughout
Their Lifecycle
Facilitate Long -Term
Capital Renewal and
Replacement
Initiative
Implement Board -approved
recommendations from the CWMP
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 based on the
Board -approved CWMP.
Implement business cases
evaluations, including life -cycle
cost into proposals for new CIP
projects to determine the most
cost-effective projects and
solutions for projects that were not
identified in the approved CWMP
or the Capital Improvement Budget
(CIB).
Key Success Measures
Implement prioritized CWMP 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 CWMP consistent with
Board -approved recommendations.
Review and update the Consequence of Failure Matrices by June 2017.
Train staff on RCM analysis and software.
Perform RCM on at least five treatment plant process systems (FY 2016-18).
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.
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 CIP based on the Board -approved CWMP.
Coordinate near term CIP projects identified in the condition assessment findings
with the Board -approved CWMP.
Adopt a Business Case Evaluation Process (FY 2016-17) for new projects not
already identified in the CIB or Board -approved CWMP.
Prepare Business Case Evaluations for all large projects of $1 million if not already
identified in the CIB or Board -approved CWMP.
0 Completed
1st 2nd 3rd 4th
QTR QTR QTR QTR
0 On Task 0 Off Task
Performance in Achieving Success Measures
Status, Comments and Exceptions
151 QTR — Completed formal training on the RCM process and software.
15' QTR — Completed the first pilot on one subsystem in the dewatering process. Working on the second
pilot for one subsystem in the steam system; identified other subsystems/systems for analysis moving
forward.
0 At Risk
Page 7
Strategy
Protect District
Personnel and Assets
from Threats and
Emergencies
Protect District
Personnel and Assets
from Threats and
Emergencies
Initiative
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.
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 5
MAINTAIN A RELIABLE INFRASTRUCTURE
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 Costa County, State, FEMA).
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 ad cloud backup solutions.
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 -site network and network equipment to create redundant
paths.
Develop and implement critical IT security policy/procedure.
0 Completed 0 On Task
1st 2nd 3rd
QTR QTR QTR
0 Off Task
4th
QTR
Performance in Achieving Success Measures
Status, Comments and Exceptions
lst QTR — The Continuity of Operations Plan was not completed last year, but is on track for completion in
FY 2016-17. However, the delay now leaves less time between plan completion and the target date for
implementing minimum readiness requirements. It is possible that the remaining time will not be sufficient
to meet this goal.
1st QTR — Staff and management decided not to take any action on this item until a more detailed security
assessment was completed. The Board will be reviewing the proposal for the more detailed assessment
at its November 3, 2016, meeting. Task 4 of that assessment includes recommendations for
consolidating security monitoring. Progress toward this item will depend on the assessment findings and
available funding.
0 At Risk
Page 8
Strategy
Augment the Region's
Water Supply
Evaluate Business
Processes and Optimize
Business Operations
Encourage the Review
and Testing of
Promising and Leading
Technology
Reduce Reliance on
Non -Renewable Energy
initiative
Explore partnering opportunities
(e.g. Contra Costa Water District
[CCWD] and East Bay Municipal
Utility District [EBMUD1).
Develop a Satellite Recycled Water
Facilities (SRWF) Program.
Perform business process mapping
and re-engineering.
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.
Explore opportunities for self -
generation, conservation and
efficiency based on the Board -
approved CWMP.
FY 2016-17 STRATEGIC PLAN
KEY SUCCESS MEASURES PROGRESS REPORT
GOAL 6
EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY
Key Success Measures
Complete wholesale opportunities next steps.
Work with regional partners to develop water supply opportunities.
Support regional development of local water supply.
Complete the Facilities Planning Study, or other alternative, for the Diablo Country
Club's (DCC) SWRF project.
Finalize the agreement for DCC SWRF project.
Submit the application for a State Revolving Fund (SRF) loan for the DCC project,
if applicable.
Implement Automated Timekeeping Program.
Update Purchasing Policy and Procedures to incorporate best practices and
simplify the process.
Work with the Enterprise Resource Planning (ERP) vendor to implement targeted
improvements to processes as identified.
Acquire and roll out cost-effective mobile devices for appropriate staff.
Train staff on the use of Computerize Maintenance Management Software
(CMMS) mobile devices.
Implement mobile applications
• CMMS (FY2016-17)
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 CWMP or staff.
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.
0 Completed 0 On Task
1st 2nd 3rd 4th
QTR QTR QTR QTR
0 Off Task
Performance in Achieving Success Measures
Status, Comments and Exceptions
151 QTR — Revision to Success Measure: Complete the CEQA process for the Diablo Country Club's
(DCC) SWRF Project.
151 QTR — The Planning Agreement has been executed, but there will be a future Agreement for
Operations and Property Transfer (if the project moves forward after CEQA).
15' QTR — In our Board approved Planning Agreement with DCC, DCC is responsible for obtaining private
financing. Therefore, Success Measure has been completed.
15' QTR — IT staff is working with CSO supervisors on pilot testing of mobile devices. Full rollout
anticipated in December 2016.
ist QTR — Established an in-house staff committee to discuss and assign pilot projects.
1st QTR — Conducted as part of CWMP.
0 At Risk
Page 9
FY 2016-17 STRATEGIC PLAN
KEY PERFORMANCE METRICS PROGRESS REPORT
GOAL 1
PROVIDE EXCEPTIONAL CUSTOMER SERVICE
Metric
FY 2016-18 Target
Average onsite response time for collection system Less than 20 minutes
emergency calls, during working hours
Average onsite response time for collection system Less than 30 minutes
emergency calls, after hours
Average customer service rating for emergency calls At least 3.8 out of 4.0
Average customer satisfaction rating on construction Greater than 95%
projects
Average customer satisfaction rating on permit counter Greater than 95%
interactions
Number of students served by our education programs
Number of District employees attending annual customer
service training
Number of participants on treatment plant tours
Greater than 2,200 per year
At least 50% of all District staff
Greater than 150 participants per year
Number of participants at speaker bureau presentations Greater than 400 participants per year
Number of students attending Citizens Academy
Greater than 30 participants per session
0 Completed
1st QTR
35 Minutes
36.25 Minutes
3.94
None Received
100%
32
0 (Zero)
340
Target Met
0 (Zero)
19 Applications
Received as of
09/30/2016.
0 On Task
2nd QTR
0 Off Task
3rd QTR
4th QTR
49 At Risk
Comments / Issues
15t QTR — Construction in progress.
15t QTR — Six surveys received July -September.
1st QTR — Schools are out of session during summer months. Fall and spring
months will account for the majority of the students served. We are in the process of
changing educational outreach contractors to meet the Strategic Plan metrics.
15t QTR — Next Customer Service Training scheduled for January 2017.
1st QTR — The 70m Anniversary Open House, an every -five -year -event, accounted
for 301 participants receiving tours in a single day. This is an anomaly and should
be taken into consideration as an unusual occurrence that is far above our annual
stretch goal.
1st QTR — Coming months will see a substantial increase in speaker bureau activity
in alignment with our outreach objectives for Proposition 218 and the CWMP.
151 QTR—do a large marketing push in the beginning of 2017. Next Citizens
Academy is scheduled for April 2017.
Page 1
Metric
NPDES compliance
Title V compliance
Recycled Water Title 22 Compliance
Sanitary sewer overflows
Spills to public water
FY 2016-17 STRATEGIC PLAN
KEY PERFORMANCE METRICS PROGRESS REPORT
GOAL 2
STRIVE TO MEET REGULATORY REQUIREMENTS
FY 2016-18 Target 1tQTR
Zero violations
Zero violations
Zero violations
, Less than 3.0 spills per 100 miles of pipeline
Less 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 On at least 3% of pipeline cleaned on an annual basis
(QA/QC)
Pipeline cleaning QAIQC passing rate Greater than 98%
Annual source controls inspections completed on time 100%
Target Met
Target Met
Target Met
0.6
0 (Zero)
89%
99.30%
3%
95.40%
Target Met
• Completed 0 On Task
2dQTR 3rdQTR
4th QTR Comments / Issues
0 Off Task • At Risk
1st QTR — At 100% of goal for pretreatment inspections and sampling, and the
inspections we provide under service contract for Contra Costa Clean Water
Program and Mt. View Sanitary District.
_ _
Page 2
FY 2016-17 STRATEGIC PLAN
KEY PERFORMANCE METRICS PROGRESS REPORT
GOAL 3
BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY
Metric FY 2016-18 Target 1 st QTR 2"d QTR 3rd QTR 4th QTR Comments 1 Issues
Standard and Poor's Credit Rating AAA.
Debt service coverage ratio Greater than 2.0 times
Maintain service affordability
Actual reserves as a percentage of target.
Operating expenditures as a percentage of operating
budget
Workers Compensation experience modifier
Return to work
Self-insurance reserves as a percentage of target
Sewer Service Charge Less than median of Bay Area
agencies
100%
Greater than 90%
Less than 1.0
Provide modified duty for greater than 80% of
occupational injuries
100%
Target Met
Target Met
Target Met
Target Met
To be Determined
Completed 0 On Task
0 Off Task At Risk
1st QTR — Rating confirmed. Working with PFM to keep current Standard and Poor's
rating, raise Moody's rating, and possibly request Fitch rating.
1st QTR — Will review as part of the CWMP process.
1st QTR — Expenditures vary monthly and by season. No issues at this time.
Page 3
FY 2016-17 STRATEGIC PLAN
KEY PERFORMANCE METRICS PROGRESS REPORT
,GOAL 4
DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE
Metric
Average time to fill vacancy (from request to hire)
Percentage turnover rate to remain at or below industry
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 100%
time
Employee injury and illness lost time incident rate
FY 2016-18 Target
Less than 60 days
Less than 3.4%
Less than BLS California Sewage Treatment Facilities
Rate (7.4)
1$t QTR
73
2.5%
6.03 per FTE
54%
49%
1.1
Completed 0 On Task
2"d QTR
3rd QTR
4th QTR
0 Off Task Era At Risk
Comments / Issues
Page 4
Metric
Safety work orders completed on time
Regulatory Title V work orders completed on time
Planned treatment plant preventative maintenance
completed on time
Complete implementation of Infomaster
Miles of pipeline replaced
Capital expenditures as a percentage of capital
budgeted cash flow
Information system uptime (excluding planned
maintenance)
Data backup and recovery
FY 2016-18 Target
100%
100%
Greater than 95%
By first quarter of 2017
Greater than 1% of assets
Greater than 90%
100%
Zero lost data
FY 2016-17 STRATEGIC PLAN
KEY PERFORMANCE METRICS PROGRESS REPORT
so Completed
GOAL 5
MAINTAIN A RELIABLE INFRASTRUCTURE
1st QTR
100%
95.1%
88.9%
On Target
Projecting <1%
On Target
Goal Not Met
Goal Met.
On Task
2nd QTR
0 Off Task
3rd QTR
4th QTR
•
At Risk
Comments Issues
lst QTR — Discussed at Master Plan Collection System Workshop. Replacement
rate varies 0.5%-2.0%.
1st QTR — New projects bidding and Pump and Blower Building Project has been
awarded.
1st QTR — Overall network and systems were up 100% of the time. However, there
were two localized incidents that affected a small percentage of users for a total of
approximately 40 minutes during the year. Our uptime was 99.9997% this quarter.
_ .
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Metric
Total gallons of recycled water distributed to external
customers
Maximum residential fill station customer wait time
FY 2016-17 STRATEGIC PLAN
KEY PERFORMANCE METRICS PROGRESS REPORT
GOAL 6
EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY
FY 2016-18 Target
Greater than 240 million gallons per year
15 minutes
Gallons of recycled water distributed at the residential fill Greater than 14 million gallons per year
station
Gallons of recycled water distributed at truck fill program Greater than 4 million gallons per year
kWh of electricity produced Greater than 18 million kWh per year (reported as a
rolling average)
kWh of solar power produced at CSO and HHW Greater than 200 kWh per year (reported as a rolling
average)
Pilot test new and promising technology Greater than 3 pilot tests or reviews per year
Present research papers and findings
Greater than 3 papers per year
0 Completed
IStQTR
46% of
Total Goal
<5 minutes
26% of
Total Goal
19% of
Total Goal
On Target
Not Yet Online.
Tell yet Met
On Ta)yet
0 On Task
2nd QTR
0 Off Task
3rd QTR
4th QTR
0 At Risk
Comments 1 Issues
1st QTR 103,448,701 gallons
1st QTR — 3,744,224 gallons(16, 584 visits)
1st QTR — 154,316 gallons
1St QTR — 21.1 million kWh
15t QTR — Systems anticipated to be operational in December 2016. Commercial
Operation Date is scheduled for January 31, 2017.
1St QTR
• Currently in discussion with three vendors for potential pilots.
• Submitted one grant proposal to DOE for Hydrothermal Processing Solids
Handling Pilot.
• Summary of two evaluations targeted for completion next quarter (filter capacity
testing and ultraviolet transmittance evaluation).
• Other efforts in progress (SRT control, DO reduction study, and lime reduction
study).
1st QTR
Two Papers/presentations completed:
• ColdFusion Summit Conference, "Powering GIS Operations with ColdFusion," by
Carl Von Stetten
• WE&RF ENER11 R13, "Guidelines for Utilities Wishing to Conduct Pilot -Scale
Demonstrations," published by IWA, Dan Frost — Project Steering Committee
Member
Two additional abstracts submitted to conferences awaiting approval (WEF
Collection Systems and WEF Residuals and Biosolids).
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