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Home My WebLink About06. Strategic Plan First Quarter Update• Central Contra Costa Sanitary District November 21, 2016 TO: VIA: FROM: SUBJECT: ADMINISTRATION COMMITTEE ROGER S. BAILEY, GENERAL MANAGER ANN SASAKI, DEPUTY GENERAL MANAGER 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 N:\POSUP\Board of Directors\Board - Administration Committee\2016\Strategic Plan Memo 2016-17 1st Quarter 11-07-16.docx FY 2016-17 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Foster Customer Engagement and Awareness Initiative Invest in business process changes and technologies to effectively increase access to District information and promote customer care, convenience and self-service. Increase customer understanding and support for key issues facing the District. Build and maintain relationships with Federal, State and local ': elected officials and key stakeholder groups. Provide high quality customer service. 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 Comprehensi►e 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. • Completed On Task 1st 2nd 3rd 4th QTR QTR QTR QTR Performance in Achieving Success Measures Status, Comments and Exceptions 1st 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. 1st 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 70tt' 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. 1st QTR — Videos Completed: 70th Anniversary Event videos (3), and CSDA Academy. Videos in Process: Central San Academy, OPD Superhero, and CWMP outreach. lst QTR — This item is on target and ongoing. 1st QTR — 70m Anniversary Event completed! 1st QTR — This item is on target and ongoing. 1St QTR — Average response time is 35 minutes. 1st QTR — Customer service sensitivity training scheduled for January 2017. 1St QTR — Developing curriculum with anticipate rollout 1st 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 ID At Risk Page 1 Strategy Improve Interdepartmental Collaboration Initiative Foster employeesunderstanding 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. 0 Completed 1st 2nd 3rd QTR QTR QTR 0 On Task 0 Off Task 4th QTR I I I 11.1 • I. I I Performance in Achieving Success Measures Status, Comments and Exceptions 1 st QTR — District information and updates are shared with employees through the monthly Lateral Connection (employee newsletter). 0 At Risk Page 2 FY 2016-17 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 2 STRIVE TO MET REGULATORY REQUIREMENTS 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 (CIF). 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 1st 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions 1 st QTR — Application prepared and submitted to the RWQCB on September 28, 2016. lst QTR — New permit anticipated Spring 2017. 1st QTR — Developed and finalized a comprehensive regulatory permit matrix. Tracking on a quarterly basis is ongoing. 1st QTR — On target and ongoing. Board presentations on priority legislation and state commissions ongoing. lst QTR — Current CCTV passing rate is 95.4%. 0 Off Task 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. Completed 1st QTR 2nd QTR 0 On Task 0 Off Task 3rd QTR 4th QTR Performance in Achieving Success Measures Status, Comments and Exceptions lst QTR In progress. A Board Workshop on rates and the CWMP is scheduled for November 10, 2016. 1 st 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. jst QTR — Working with PFM. 1st QTR — Presented to the Board on September 1, 2016. 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 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. i st QTR 2nd QTR 3rd QTR 4th QTR Performance in Achieving Success Measures Status, Comments and Exceptions lst QTR — On hold. 1st QTR — Next Leadership Academy scheduled for March 2017. lst 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. 1st QTR — Manager Team Building Workshop held September 2016. 1St QTR — Management coaching sessions implemented August 2016. Completed -- On Task 0 Off Task • At Risk Page 5 FY 2016-17 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy Meet or Exceed Industry Safety Standards Initiative Key Success Measures Achieve consistent improvement on State of California and Bay Area industry injury rate. Enhance the safety culture through improved training and communications. Continue monitoring of accident/incident causation including type, mechanism, and body part to identify and mitigate hazards. Continue providing accident/incident analysis summary to the District Safety Committee and Safety Teams on a monthly basis to inform members about accident/incident causation and corrective measures. Continue providing accident/incident analysis summary to District Management Team on a quarterly basis to inform Managers of their respective 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 accident/incident causal factors, new processes,equipment, or procedures. Continue providing relevant safety information to personnel via the Safety Corner in the Lateral Connection. Continue providing upcoming safety-related legislation and regulations to supervisors and managers via the Cal/OSHA Reporter and safety updates. Implement safety training/tracking system. 0 Completed 0 On Task 1st 2nd 3rd 4th QTR QTR QTR QTR Performance in Achieving Success Measures Status, Comments and Exceptions ist QTR — A Safety column is included in each monthly publication of the Lateral Connection. 0 Off Task At Risk Page 6 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). FY 2016-17 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE 11 11 1st 2nd 3rd QTR QTR QTR 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 0 On Task 0 Off Task 4th QTR Performance in Achieving Success Measures Status, Comments and Exceptions 1st QTR — Completed formal training on the RCM process and software. 15t 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 FY2016-17 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE 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 implemen appropriate improvements to our Security Program to meet new or evolving threats. 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 PIan (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 Iocation (FY 2016-18). Explore cloud -based systems such as email ad cioud backup solutions. Develop a Comprehensive Security Master PIan. Conduct physical security assessments ofthe Martinez and Wainut 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 implemencritical IT security policy/procedure. 0 Completed 0 On Task 1m QTR 2nd QTR 0 Off Task 3rd QTR 4th QTR Performance in Achieving Success Measures Status, Comments and Exceptions 1 st 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. 1=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 wifl depend on the assessment findings and available funding. 0 At Risk Page 8 Strategy Augment the Region's Water Supply Evaluate Business Processes arid Optimize Business Operations Encourage the Review and Testing of Promising and Leading Technology Initiative Explore partnering opportunities (e.g. Contra Costa Water District [CCWD] and East Bay Municipal Utility District [EBMUD]). 1 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 - Reduce Reliance on generation, conservation and Non -Renewable Energy 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 1st 2nd 3rd 4th QTR QTR QTR QTR 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 0 Off Task Performance in Achieving Success Measures Status, Comments and Exceptions ist QTR — Revision to Success Measure: Complete the CEQA process for the Diablo Country Club's • (DCC) SWRF Project. Ist 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). ist QTR — In our Board approved Planning Agreement with DCC, DCC is responsible for obtaining private • financing. Therefore, Success Measure has been completed. 1 st 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. ist QTR — Conducted as part of CWMP. At Risk Page 9 Metric Average onsite response tirne for collection system emergency calls, during working hours Average onsite response time for coilection system ernergency calls, after hours Average ou�omersemice ��ngforemargencyoaUs Average customer satisfaction rating on construction projects Average customer satisfaction rating on permit counter 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 FY 2016-17 STRATEGIC PLAN KEY NCE METRICS PROGRESS REPORT FY 2016-18 Target Less than 20 minutes Less than 30 minutes At least 3.8 out of 4.0 Greater than 95% Greater than 95% 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 GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE 35 Minutes 36.25 Minutes 3.94 None Received 32 0 (Zero) li340 Target Met 0 (Zero) 19 Applications Received as of 09/30/2016. 0 On Task 2hd QTR 0 Off Task 3rd QTR 4th QTR At Risk Comments / Issues 15t QTR — Construction in progress. lst QTR — Six surveys received JuIy-September. 1St QTR — Schools are out of session during summer months. Fall and spring months will account for the majority ofthe students served. We are in the process of changing educational outreach contractors to meet the Strategic Plan metrics. 1^ QTR — Next Customer Service Training scheduled for January 2017. 1St QTR — The 70th Anniversary Open House, an every -five -year -event, accounted for 301 participants receiving tours in a single dayThis 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 CVVMP. jst QTR — Will do a Iarge 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 Percent of spills less than 500 gallons Pipeline cleaning schedules completed on time Pipeline cleaning quality assurance/quality control (QA/QC) FY 2016-18 Target Zero violations ' Zero violations Zero violations FY 2016-17 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 2 STRIVE TO MEET REGULATORY REQUIREMENTS 1tQTR Target Met Target Met Target Met Less than 3.0 spills per 100 miles of pipeline 0.6 Less than 3 Greater than 95% Greater than 95% On at least 3% of pipeline cleaned on an annual basis Pipeline cleaning QNQC passing rate Greater than 98% Annual source controls inspections completed on time I 100% a Completed 0 (Zero) 89% 99.30% 3% 95.40% Target Met Igo 2nd QTR 3rd QTR 4th QTR On Task 0 Off Task •At Risk Comments Issues _ _ 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 trrtCTIVE WATER SECTOR UTILITY Metric Standard and Poor's Credit Rating Debt service coverage ratio Maintain service affordability Actual reserves as a percentage of target Operating expenditures as a percentage of operating budget Workers Compensation experience modifier FY 2016-18 Target - -- - AAA Greater than 2.0 times Sewer Service Charge less than median of Bay Area agencies 100% Greater than 90% Less than 1.0 Return to work Provide modified duty for greater than 80% of occupational injuries Self-insurance reserves as a percentage of target 100% Completed 1st QTR Target Met Target Met Target Met Target Met To be Determined .67 100% 100% 2nd QTR 0 On Task 0 Off Task 3rd QTR 4th QTR At Risk Comments Issues ist QTR — Rating confirmed. Working with PFM to keep current Standard and Poor's rating, raise Moody's rating, and possibly request Fitch rating. I5tQTR—WiII 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 Actual versus budgeted usage of tuition reimbursement Percentage of performance evaluations completed on time FY 2016-18 Target Less than 60 days Less than 3.4% Track in FY 2016-17, set target for FY 2017-18 Greater than 80% 100% Employee injury and illness lost time incident rate Less than BLS California Sewage Treatment Facilities Rate (7.4) • Completed ist QTR 73 2.5% 6.03 per FTE 54% 49% 1.1 On Task 2nd QTR 3rd QTR 4th QTR 0 Off Task •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°/0 of assets Greater than 90% 100% Zero lost data FY 2016-17 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT 0 Completed GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE lst QTR 100% 95.1% 88.9% On Target Projecting <1% On Target Goal Not Met Goal Met. 0 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%. QTR — New projects bidding and Pump and Blower Building Project has been awarded. 1$t 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. Page 5 FY 201647 STRATEGIC PLAN KEY NCE METRICS PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Metric FY 2016-18 Target Total galtons of recycled water distributed to external customers Maximum residential fill station customer wait time Greater than 240 million gallons per year 15 minutes Gallons of recycled water distributed at the residential fihl Greater than 14 rnilUon gallons per year station Gallons of recycled water distributed at truck fill program kWh of electricity produced kWh of solar poweproduced at CSO and HHW Pilot test new and promising technology Present research papers and findings Greater than 4 million gallons per year Greater than 18 million kWh per year (reported as a rolling average) Greater than 200 kWh per year (reported as a rolling average) Greater than 3 pilot tests or reviews per year Greater than 3 papers per year 0 Completed lst QTR 46% of Total Goal <5 minutes 26% of Total Goal 19% of Total Goal On Target Not YeOnline. Target Met On Target 0 On Task 2n QTR 3rd QTR 0 Off Task 4th QTR At Risk Comments Issues ist QTR — 103,448,701 gallons 1st QTR —3.744.224gal|ona(18.584visits) 1st QTR —154.318gallons 1~^QTR —21.1 million kWh 1st QTR — Systems anticipated to be operational in December 2016. Commercial Operation Date isscheduled for January 31.2O17. 1=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 8tetten • WE&RF ENER1 1 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 approva(WEF Collection Systems and WEF Residuals and Biosolids). Page 6