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HomeMy WebLinkAbout05. Receive quarterly update on Strategic Plan Tracking 5■ ------------------------------------------------ti Central Contra costa Sanitary District February 23, 2017 TO: ADMINISTRATION COMMITTEE VIA: ROGER S. BAILEY, GENERAL MANAGER FROM: ANN SASAKI, DEPUTY GENERAL MANAGER SUBJECT: FY 2016-17 STRATEGIC PLAN TRACKING REPORTS — FIRST QUARTE R Attached is the Strategic Plan Tracking Reports for the first quarter of FY 2016-17. These reports provide an update on the progress on each goal and strategy through the fulfillment of the key success measures and the key metrics. The color legend indicates the progress of each key success measures and key metrics: • BLUE — complete 0 GREEN — On Task * YELLOW— Off Task • RED . At Risk RSB:AS:amt Attachment N:IPOSUPIBoard of Directors\Board'-Administration Committee1201712016-17 Strategic Plan Quarterly Tracker Merino 02-23- 17.docx FY 2016-17 S TRA TEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL I PROVIDE EXCEPTIONAL CUSTOMER SERVICE Metric FY 2016-18 Target ls' QTR 2nd QTR 3 d QTR 4th QTR Comments 1 Issues Average onsite response time Less than 20 minutes 35 Minutes 33 minutes for collection system emergency calls, during working hours Average onsite response time Less than 30 minutes 36.25 Minutes 38.25 minutes for collection system emergency calls, after hours Average customer service At least 3.8 out of 4.0 3.94 3.93 rating for emergency calls Average customer Greater than 95% None Received 98% 1 St QTR—Construction in progress. satisfaction rating on 2nd QTR—Surveys for completed projects are still being received. Therefore, results are preliminary. construction projects Average customer Greater than 95% 100% 100% 2nd QTR— Eleven surveys received October-December. satisfaction rating on permit counter interactions Number of students served Greater than 2,200 per year 32 399 11t QTR—Schools are out of session during summer months. Winter and spring months will account for the by our education programs majority of the students served. We are in the process of changing educational outreach contractors to meet the Strategic Plan metrics. (One Water Wizards class was conducted in July, reaching 32 students.) 2nd QTR—Sewer Science classes were conducted in 13 classes, reaching 399 high school students. The greatest number of Sewer Science and Water Wizards classes occur In late winter and spring- Number of District employees At least 50% of all District 0 (Zero) 0 (Zero) 111 QTR—Next Customer Service Training scheduled for January 2017. attending annual customer staff service training Number of participants on Greater than 150 participants 341 41 ls'QTR—The 70th Anniversary Open House, an every-five-year-event, accounted for 301 participants treatment plant tours per year Target Met 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. 2nd QTR— Four treatment plant tours were conducted, reaching 41 people. Number of participants at Greater than 400 participants 0 (Zero) 0 (Zero) 111 QTR—Coming months will see a substantial increase in speaker bureau activity in alignment with our speaker bureau presentations per year outreach objectives for Proposition 218 and the CWMP. 2nd QTR—There were no speakers bureau presentations in the second quarter. As of December 2016, four presentations (projected to reach 100-150 people)were booked for January—April 2017. Marketing for these presentations is ongoing; more than 33 community and service groups have been contacted offering speakers bureau presentations. Number of students attending Greater than 30 participants 19 Applications 32 Applications I It QTR—Will do a large marketing push in the beginning of 2017. Next Citizens Academy is scheduled for Citizens Academy per session Received as of Received as of April 2017. 09/30/2016. 12/2112016. 0 Completed 0 On Task 0 Off Task 0 At Risk Pagel FY 2016-17 S TRA TEGiC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 2 STRIVE TO MEET REGULATORY REQUIREMENTS Metric FY 2016-18 Target 1 st QTR 2nd QTR 3rd QTR 4 1h QTR Comments f Issues NPDES compliance Zero violations Target Met Target Met Title V compliance Zero violations Target Met Target Met Recycled Water Title 22 Zero violations Target Met Target Met Compliance Sanitary sewer overflows Less than 3.0 spiIIs per 100 0.6 0.4 miles of pipeline (cumulative 1.0) Spills to public water Less than 3 0 (Zero) 2 Percent of spills less than 500 Greater than 95% 89% 100% gallons Pipeline cleaning schedules Greater than 95% 99.30% 98.54 completed on time Pipeline cleaning quality On at least 3% of pipeline 3% 2.65 assurance/quality control cleaned on an annual basis (QA/QC) Pipeline cleaning QA/QC Greater than 98% 95.40% 98-54 passing rate Annual source controls 100% Target Met Target Met I"QTR and 2nd QTR—At 100% of goal for pretreatment inspections and sampling. Inspections we provide inspections completed on under service contract for Contra Costa Clean Water Program and Mt. View Sanitary District. time 0 Completed 0 On Task Off Task At Risk Page 2 FY 2016-17 S TRA TEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Metric FY 2016-18 Target 151 QTR grad QTR 3rd QTR 4th QTR Comments/Issues Standard and Poor's Credit AAA Target Met Target Met 1 st QTR—Rating confirmed. Working with PFM to keep current Standard and Poor's rating, raise Moody's Rating rating, and possibly request Fitch rating. Debt service coverage ratio Greater than 2.0 times Target Met Target Met Maintain service affordability Sewer Service Charge less Target Met Target Met 1st QTR—Will review as part of the CWMP process. than median of Bay Area agencies Actual reserves as a 100% Target Met Target Met percentage of target Operating expenditures as a Greater than 90% To be Determined To be Determined 1st QTR—Expenditures vary monthly and by season. No issues at this time. percentage of operating budget Workers Compensation Less than 1.0 .67 .67 experience modifier Return to work Provide modified duty for 100% 80% 2"d QTR—Four of five injuries resulted in no lost time. Fifth person is a Plant Operator that we could not offer greater than 80% of Temporary Modified Duty. occupational injuries I Self-insurance reserves as a 100% 100% 100% percentage of target Q Completed (D On Task Off Task 0 At Risk Page 3 FY 2016-17 S TRA TEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Metric FY 2016-18 Target Is'QTR 2nd QTR 3rd QTR 41h QTR Comments 1 Issues Average time to fill vacancy Less than 60 days 73 40 (from request to hire) Percentage turnover rate to Less than 3.4% 2.5% 1.0% remain at or below industry average Average annual training Track in FY 2016-17, set 6.03 per FTE 6.00 per FTE hours per employee target for FY 2017-18 Actual versus budgeted Greater than 80% 54% :-0% usage of tuition reimbursement Percentage of performance 100% 49% 39% evaluations completed on time Employee injury and illness Less than BLS California 1.1 3.1 lost time incident rate Sewage Treatment Facilities Rate (7.4) 49 Completed 0 On Task Off Task At Risk Page 4 FY 2016-17 S TRA TEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Metric FY 2016-18 Target I st QTR 2"d QTR 3rd QTR 41h QTR Comments I Issues Safety work orders completed 100% 100% 94% on time Regulatory Title V work 100% 95.1% 98% orders completed on time Planned treatment plant Greater than 95% 88.9% 96% preventative maintenance completed on time Complete implementation of By first quarter of 2017 On Target On Target Inforriaster I Miles of pipeline replaced Greater than 1% of assets Projecting <1% Projecting <1% 2nd QTR— Discussed at Master Plan Collection System Workshop. Recommended replacement rate based on pipe condition -varies between 0.5%-2.0%. Capital expenditures as a Greater than 90% On Target On Target 2nd QTR—New projects bidding and Pump and Blower Building Project has been awarded. percentage of capital budgeted cash flow Information system uptime 100% Goal Not Met Goal Met 11"QTR—Overall network and systems were up 100% of the time. However, there were two localized (excluding planned incidents that affected a small percentage of users for a total of approximately 40 minutes during the year. Our maintenance) uptime was 99.9997%this quarter. Data backup and recovery Zero lost data Goal Met- Goal Met 0 Completed 0 On Task 0 Off Task 0 At Risk Page 5 FY 2016-17 S TRA TEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Metric FY 2016-18 Target 1 sl QTR 2nd QTR 3rd QTR 4th QTR Comments I Issues Total gallons of recycled Greater than 240 million 46% of 49% of Is' QTR— 103,448,701 gallons water distributed to external gallons per year Total Goal Total Goal 2nd QTR— 14,159,961 gallons customers Maximum residential fill 15 minutes <5 minutes <5 minutes station customer wait time Gallons of recycled water Greater than 14 million 26% of 28% of 1St QTR—3,744,224 gallons (16,584 visits) distributed at the residential gallons per year Total Goal Total Goal 2nd QTR—226,811 gallons (1,016 visits) fill station Gallons of recycled water Greater than 4 million gallons 410 of 4% of Is'QTR— 154,316 gallons distributed at truck fill per year Total Goal Total Goal 2nd QTR— 11,911 gallons program I kWh of electricity produced Greater than 18 million kWh On Target On Target Is'QTR—21.1 million k\Nh per year(reported as a rolling 2nd QTR—20.2 kWh average) kWh of solar power produced Greater than 200 kWh per Not Yet Online. On Target 2"d QTR—Systems operational in December 2016. Commercial Operation Date is scheduled for January 31, at CSO and HHW year(reported as a rolling 2017, average) Pilot test new and promising Greater than 3 pilot tests or Target Met Target Met 2nd QTR: technology reviews per year -a Currently in discussion with three vendors for potential pilots. Received approval for 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) • Preparing an RFP for Bioenergy projects such as gasification and pyrolysis. Present research papers and Greater than 3 papers per On Target On Target 2nd QTR—Two Papers/presentations completed so far: findings year e ColdFusion Summit Conference, "Powering GIS Operations with ColdFusion," by Carl Von Stetten. 9 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 approval (WEF Collection Systems and WEF Residuals and Blosolids). 0 Completed 0 On Task 0 Off Task 0 At Risk Page 6 FY 2016-17 S TRA TE GI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE 1st 2nd and 4th Performance in Achieving Success Measures Strategy Initiative Key Success Measures CTR QTR QTR QTR Status,Comments and Exceptions Update website to increase customer engagement, efficiency in customer-District 1 st QTR—Website RFP near completion. processes,and showcase the District as an industry leader. 2nd QTR—RFP issued. Bids will be received until end of January 2017. Install kiosk in District Lobby (e.g. live Board meetings,website information. 1St QTR—TV installed for educational purpose.Will also be live-streaming Board meetings and using Invest in business process service information., touch screen station). internet for time.gov for bid openings. - - st 1 QTR—Social media continues to be active gaining followers, delivering relevant content that changes and technologies to g 9 9 effectively increase access to reaffirms our pollution prevention messages and commitment to environmental sustainability. In fact, District information and promote the District's most recent Twitter follower is Lenni Montiel the UN Assistant Secretary-General for customer care. convenience and Develop and monitor growth of social media. Economic Development. self-service. 2nd QTR—Between Twitter and Facebook, submitted 115 posts- achieved 27,117 impressions, and gained 36 new followers this quarter. Our top follower this quarter is Cynthia Johnson, entrepreneur/speaker/columnist with 1.2M followers. Evaluate and improve process for managing District electronic records, including 2nd QTR—Looking at upgrading Laserfiche. email. 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 materiallcommunity—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 Conduct and track outreach for the Comprehensive Wastewater Master Plan are in process. (CWMP). 2nd QTR—Business Customer Workshop was held in Pleasant Hill on November 16, 2016 that included invitations to all 3,000+ of the District's business customers. Residential District open houses (2)will be hosted in January/February 2017 in the Lamorinda area and Danville/San Ramon area. These will incorporate CWMP/Proposition 218 information along with information on District Foster Customer programs/services. Leadership staff is conducting higher level presentations. Engagement and 1st QTR—Speakers bureau presentations are off target as we will ramp up for our Proposition 218 and Awareness CWMP outreach. It is important to note that the Conduct external presentations that highlight District services and key initiatives 7011 Anniversary Event provided hundreds of informal speakers bureau interactions between District Increase customer understanding pY staff and customers not counted in this metric. and support for key issues facing through speaker's bureaus and other presentations. 2nd QTR—Speakers Bureau presentations also include CWMP/Proposition 218 outreach information. the District. Customer workshops, Chamber events, and large scale televised programs with the General Manager for the Rossmoor community have been scheduled for the start of the new year. 1st QTR—The 70th 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 Conduct facility tours and track the number of people participating. exceed this item as we will give tours continuously. 2'QTR—Although the District's target on this item has been met with the 70th Open House event,the District conducted four tours, reaching 41 people in the 2nd Quarter. 1st QTR—Videos Completed: 70th Anniversary Event videos (3)and CSDA Academy. 'Videos in Process: Central San Academy, OPD Superhero, and CWMP Outreach. Develop videos and public service announcements to communicate important 2nd QTR Central San Academy video complete and presented to Board and launched on social District information, programs and services. media. OPD Superhero video is half way through production and involves five cross-functional District employees. dissolved--air flotation and aeration training videos are near completion and will be submitted to CWEA for Training'Video of the Year Award. 1 st QTR—This item is on target and ongoing. Build and maintain relationships 2nd QTR—Starting in January, post swearing in of contested elections/new electeds,will be scheduling with Federal, State and local formal meetings with Federal/State electeds.Will be meeting with Federal electeds at CASA's elected officials and key Track number of meetings with elected officials and stakeholders DC Conference in Januar Local electeds are met with informal) at month) mayors conferences and Y Y Y Y stakeholder groups. other local events throughout the year. Individual meetings with be scheduled with Board members for their liaison cities (based on Board member interest in doing so) now that members are sworn in. Completed 0 On Task 0 Off Task At Risk Fuge 1 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures I St 2nd and 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status,Comments and Exceptions Host an annual signature event that includes legislators and stakeholders. 1st QTR—701h Anniversary Event completed! 1st QTR—This item is on target and ongoing. Requested Mayor's conference presentation, but was Plan presentations for Board Members to present to City Councils and community declined at this time. groups of their liaison cities. 2nd QTR—This is an ongoing item. Liaison meetings are held annually and vary throughout the year based on the previous meetings to stay consistent with annual city meetings. Provide staff with Public Records Act training. 2nd QTR—Completed in first quarter. Respond to all customer field requests Within 20 minutes during work hours. Ist QTR—Average response time is 35 minutes. 2nd QTR—Average response time Is 33 minutes. Conduct annual customer service sensitivity training to all District staff. Ist QTR—Customer service sensitivity training is scheduled for January 2017. Conduct annual political sensitivity training for all District management and 1st QTR—Developing curriculum with anticipate rollout 1st Quarter 2017. Provide high quality customer supervisory staff. service. Ist 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. Monitor customer feedback and identify trends and areas for improvement. 2nd QTR—Provided follow up presentation on status of Grayson Creek Project to Pleasant Hill City Council with Board Member McGill. Customer complaints are minimal and have been dealt with in timely manner.Will also provide Grayson Creek Project update to Pleasant Hill Chamber Board on January 19, 2017. Communicate important District initiatives and information to employees via print I st QTR—District information and updates are shared with employees through the monthly Lateral and electronic communication. Connection (employee newsletter). 2"d QTR—District continues the LC Newsletter and provides monthly sections on the following items, Human Resources, internet security and IT information, new employee hires, and safety. Other items Foster employees' understanding are included based on holidays, seasons, or District initiatives/programs/important information. Also, of District operations and their role employees are now featured in all of our educational videos which has helped increase internal in our success. viewership and understanding of the facilities, programs and services. Solicit feedback from employees on efficiency of District operations, and 2nd QTR—As part of the Mentorship Program, one of the mentees documented previous optimization Improve implement viable solutions. and identified on-going and future optimization opportunities. Interdepartmental Continue review and streamlining of existing Board policies,and assist with Collaboration development of new Board policies as may be necessary. Develop multi-divisional teams for implementation of Board-approved recommendations from the CWMP. Increase internal partnerships. Develop multi-divisional teams to implement District-wide business process 2nd QTR—Developing an implementation for the Program Manager of the CIP. This will be a multi- efficiency projects. division effort. t Continue the Information Technology(IT) Leadership Committee. 0 Completed 0 On Task 0 Off Task At Risk Page 2 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 2 STRIVE TO MET REGULATORY REQUIREMENTS Strategy Initiative Key Success Measures 1St 2nd and Orr, Performance in Achieving Success Measures QTR QTR QTR QTR Status,Comments and Exceptions Prepare application and submit application to the RWQCB on or before 1 st QTR—Application prepared and submitted to the RWQCB on Renew treatment plant NPDES September 30, 2016. September 28, 2016. permit which expires on March 31, 2017 Obtain new permit. 1;st QTR—New permit anticipated Spring 2017. Comply with all permit requirements for air,wastewater discharges and recycled water. Meet existing regulations and plan Develop a comprehensive regulatory permit matrix(i.e., current permits With 1st QTR—Developed and finalized a comprehensive regulatory permit matrix. Tracking on a quarterly for future regulations. which the District must comply)and track compliance on a quarterly basis. basis is ongoing. 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. 2nd QTR—Presented at November 22, 2016 Real Estate, Environmental and Planning Committee. Foster relationships with regulatory agencies. Communicate directly with Regional Water Quality Control Board (RWQCB), Strive to Achieve 100% State Water Resource Control Board (SWRCB), Bay Area Air Quality Permit Compliance in Management District(BAAQMD), California Air Resources Board (GARB} and Air,Water, Land and Environmental Protection Agency(EPA) staff, as needed. Other Regulations Develop an internal system to track relevant leqislation/regulations. Ist QTR—On target and ongoing. Board presentations on priority legislation and state commissions proposed ongoing. 111 QTR—Completed Legislative Advocacy Policy implementation and began Board presentations on Monitor and track, proposed and Analyze, review and comment on relevant proposed legislation/regulations, as priority legislation pending legislation and regulatory appropriate 2nd QTR—Continuing all participation in CSDA, CASA and other legislative advocacy subcommittees. changes that may impact District Continue tracking legislative priorities for the District and providing updates on priority legislation. operations. 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.). KeepCO2e anthropogenic GHG emissions below 25,000 metric tons. Actively manage greenhouse gas Prepare internal monthly GHG emission inventory updates. (GHG)emissions in the most cost effective and responsible manner. Prepare and submit annual GHC emission inventory to GARB. Prepare internal annual inventory summary and verification report. Complete the collection system Clean at least 800 miles of sewer lines per year. 2nd QTR—Working on developing reports from CityWorks CMMS. scheduled maintenance on time and optimize cleaning schedules to Complete scheduled maintenance on time for at least 95%of the schedules. improve efficiencies. Strive to Minimize the Televise at least 150 miles of sewer lines per year. 2nd QTR—Working on developing reports from CityWorks CMMS. Number of Sanitary Continue the pipeline condition Sewer Overflows assessment and cleaning quality Identify emergency pipeline projects and include them in the Capital assurance program using the Improvement Program (CIP). system-wide CCTV program. Perform CCTV QA/QC on 3%of lines cleaned on an annual basis with a goal of Is'QTR—QA/QC pass rate was 95.40%. having at least a 98% passing rate. 2nd QTR—QA/QC pass rate was 98.54%. 0 Completed 0 On Task 0 Off Task At Risk Page 3 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Strategy Initiative Key Success Measures 1$t 2nd and 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status,Comments and Exceptions Perform rate study to support the Board-approved recommendations from the 2nd QTR—In progress. Second Board Workshop on rates and the CWMP is scheduled for CWMP_ January 26, 2017. Review and implement a new rate structure for mixed-use businesses. 2nd QTR—Mentor Project conducted survey of mixed use rate structures. Information is being Ensure rate structure is consistent reviewed by consultant. with cost of service principles. 1st QTR—This item is on target. Staff is working on a robust outreach program that will include an Develop a public outreach strategy associated with the rate study and its information letter to business customers, one business stakeholder meeting, and a minimum of one recommendations. residential outreach meeting within the service area. 2nd QTR—Outreach Plan in place including business/residential customer workshops, TV interviews for Rossmoor community, and Proposition 218 development with direction from Board Improve the application and Conduct annual capacity fee audits to ensure appropriate fees are assessed and 2nd QTR—Staff reviewed mixed use tenants and identified changed uses- staff working on collection of collected. these outstanding fees.A contract is being issued to review capacity fee nexus study. Conduct Long Range processing of capacity fees for Financial Planning consistency across user classes. Conduct annual review of business establishments to ensure consistent use with 2nd QTR—Staff reviewed mixed use tenants and identified changed uses, staff working on collection of existing permits and capacity fees paid. these outstanding fees. Present draft debt management policy to Board by June 2017 2nd QTR—Working with PFM. Develop along-range debt 0 Policy will consider intergenerational equity and the prudent use of debt to stabilize long-term rates. management policy. Develop alternative scenarios to utilize debt prudently to optimize the financing of 2nd QTR—Finance working in collaboration with Engineering and implementing the new CSS rate the Board-approved recommendations from the CWMP. model. Develop alternatives for new Identify District services that could be offered to other regional public agencies and 2nd QTR—Meeting with the City of Martinez to discuss services associated with SD-6. revenues and funding sources(i.e. implement feasible alternatives. interagency agreements, services, Identify and pursue State Revolving Fund (SRF) loan grant opportunities, as 2nd QTR—FY 2017-18 and FY 2018-19 CIP List is being developed. Staff is identifying which projects recycled water) appropriate. are eligible for bonds and State Revolving Fund loan criteria. Perform targeted audits of Identify high-cost/high-risk functions. critical/high-risk functions or processes. Perform at least three audits of high-risk function (FY 2016-18). 2111 QTR—Treatment Plant complete, Perform optimization studies of Identify treatment plant and field processes for optimization. 2111 QTR—CSO to be started in 3rd Quarter. treatment plant and field operations to reduce costs. Perform optimization studies on at least three of the processes identified 2nd QTR—Treatment Plant 80%complete. CSO to be started in 311 Quarter. Manage Costs (FY 2016-18). 1-st QTR—Caffe Classico Lessons presented to Board on December 1, 2016. Identify and implement lessons learned from previous losses(FY 2016-18). 2nd QTR—Need to train Co-Ops and construction inspection staff on stop work authority Evaluate and implement risk (Laboratory incident). management practices to minimize Reduce average cost of overflow claims. 15t QTR—Cumulative cost for FY 2016-17 is$3,162.74. loss. Offer temporary modified duty to employees with occupational injuries. 1st QTR— One of five not provided temporary modified duty. Provide an Annual Risk Management Report to the Board. 11 QTR—Presented to the Board on September 1, 2016, 0 Completed 0 On Task 0 Off Task At Risk Page 4 FY 2016-17 STRA TEGIC PLAN 1 - KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy initiative a Success Measures 1St 2� 3m 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status,Comments and Exceptions Hire Training Coordinator position. 1St QTR—On hold. Develop and implement a training plan for each business section Assess,develop, and implement (FY 2016-18). District-wide training needs. Develop and implement a training plan for each employee classification (FY 2016-18). Ensure Adequate Continue to encourage and track the usage of outside training and tuition Staffing and Training to reimbursement programs. Meet Current and 1St QTR—Next Leadership Academyscheduled for March 2017. Future Operational Continue the Leadership and Supervisors Academies alternating years). Carrels 2"d{QTR—Second Management Academy scheduled for January 2017, 1st QTR—Mentorship Program was implemented July 2016. Mentees will be providing updates on Develop and train our future Implement the Mentorship Program. their projects at a future Board meeting. The first session of the program will be completed in June leaders. 2017. Implement Team-Building Program for the Management Team. 1St QTR--Manager Team Building Workshop held September 2016. Implement one-on-ane coaching sessions for Management Team. 1st QTR—Management coaching sessions implemented August 2016. 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. Cultivate a positive work culture Promote opportunities for cross-divisional work teams. 2nd QTR—Solids Pilot Project has engaged staff from Planning and Development, Regulatory, Capital and promote teamwork. Pp Projects, Plant Operations and Plant Maintenance. Enhance Relationship Provide opportunities to recognize high-performing teams at Department meetings with Employees and and Board meetings. Bargaining Units Continue the General Manager lunches with the Division workgroups. Continue the Lateral Connection employee newsletter. 1$t QTR-All issues complete. 2nd QTR—All issues complete. Continue the General Manager lunches with the bargaining representatives. Sustain and grow collaborative relationships with the labor Continue the Lobar Management Committee meetings. bargaining units. Engage the bargaining units in informal discussions on collaborative solutions to workplace issues. Completed 0 On Task 0 Off Task At Risk Page 5 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy initiative Ivey Success Measures Ist 2"d 3rd 41h Performance in Achieving Success Measures QTR QTR QTR QTR Status,Comments and Exceptions 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 Achieve consistent improvement Committee and Safety Teams on a monthly basis to inform members about on State of California and Bay Area acci dentli nci dent causation and corrective measures. industry injury rate. Continue providing accidentlincident analysis summary to District Management Team on a quarterly basis to inform Managers of their respective workgroup's performance,accident causation, and corrective measures. Meet or Exceed Industry continue providing an Annual Safety Report to the Board. Safety Standards Continue conducting regulatory required safety training. Continue conducting training based upon accident/incident causal factors, new processes,equipment,or procedures. Enhance the safety culture through continue providing relevant safety information to personnel via the Safety corner improved training and in the Latera!Connection. communications. Continue providing upcoming safety-related legislation and regulations to 1st QTR—A Safety column is included in each monthly publication of the Lateral Connection. supervisors and managers via the CallOSHA Reporter and safety updates. Implement safety training/tracking system. Completed On Task 0 Off Task At Risk Page 6 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Strategy Initiative Key Success Measures IS 2nd and 4th Performance in Achieving Success Measures : QTR QTR QTR QTR Status,Comments and Exceptions Implement prioritized CWMP and Condition Assessment recommendations that Implement Board-approved are maintenance-related and incorporate these into the maintenance schedule (e.g.. corrective work orders)or adjust maintenance activities(e.g., Preventative recommendations from the CWMP Maintenance Plan)as appropriate. and Condition Assessment. Implement the capital improvement projects identified in the CWMP consistent with Board-approved recommendations. Update the Consequence of Review and update the Consequence of Failure Matrices by June 2017. 2"'QTR—Treatment Plant complete. Manage Assets Failure Matrices. 2nd QTR Completed formal training on the reliability-centered maintenance process and software, and Optimally Throughout Train staff on RCM analysis and software. —Completed on two processes. Their Lifecycle pi Implement the Reliability Centered Maintenance(RCM) Program- 2nd QTR—Completed the first pilot on one subsystem in the dewatering process. Completed the Perform RCM on at least five treatment plant process systems(FY 2016-18). second pilot for the waste-heat boiler subsystem in the steam system. Identified other subsystems/systems for analysis moving forward. Started and ECM for one subsystem. Maintain uptime for vehicles and equipment greater than 95%. Manage and maintain current equipment and vehicle fleet to Install automated vehicle location (AVL)on all District vehicles. provide maximum value. Develop and implement diagnostics associated with AVL. Complete the implementation of InfolVlaster software to determine prioritization of 2n,QTR—Conducted as part of CWMP. Draft list being used in developing CIP. Integrate the data from the Asset collection system pipe replacement based on likelihood and consequence of Management Program into the failures factors. analysis of long term capital Develop a business process to incorporate long-term (10 plus years) renewal,and 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. Board Workshop improvement needs based on the replacement schedules into the CIP based on the Board-approved CWMP. scheduled for January 26, 2017. Board-approved CWMP. Coordinate near term CIP projects identified in the condition assessment findings 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. Board Workshop Facilitate Long-Term with the Board-approved CWMP. scheduled for January 26, 2017. Capital Renewal and Implement business cases Adopt a Business Case Evaluation Process (FY 2016-17)for new projects not 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. Board Workshop Replacement evaluations, including life-cycle already identified in the CIB or Board-approved CWMP. scheduled for January 26, 2017. cost into proposals for new CIP projects to determine the most cost-effective projects and Prepare Business Case Evaluations for all large projects of$1 million if not already solutions for projects that were not identified in the CIB or Board-approved CWMP.identified in the approved CWMP or the Capital Improvement Budget (CIB). 0 Completed 0 On Task 0 Off Task At Risk Page 7 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Strategy Initiative Key Success Measures 1st 2nd and 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status,Comments and Exceptions 1St QTR—The Continuity of Operations Plan was not completed last year, but is on track for Implement the minimum readiness requirements of the Continuity Plan. 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. Add one continuity, field and treatment plant practical exercise to the Emergency Management Training Program, Protect District Enhance our capability to mitigate Complete the five-year update to the multi-jurisdictional Local Hazard Mitigation 2nd QTR—Planning group is now established and work has begun. Goal is to complete plan in six Personnel and Assets months, but additional FEMA requirements since last plan was adopted adds new elements to the prepare, respond and recover from Plan (LHMP)(Contra Costa County, State, FEMA}.from Threats and emergenciesprocess.Too soon to determine if schedule is realistic or optimistic. . Emergencies Update the Emergency Operations Plan. 2nd QTR—Minor update completed in September 2016. Provide an annual Emergency Management Report to the Board. 2nd QTR—Currently scheduled for first meeting in February 2017. Relocate the data center to a more secure location(FY 2016-18). 2nd QTR—Predesign in progress with Pacific Design Group. Explore cloud-based systems such as email ad cloud backup solutions. 2nd QTR—Pilot testing Microsoft Office 365 with full launch 3rd Quarter.Also, implementing cloud based agenda management software during 3rd Quarter. Develop a Comprehensive Security Master Plan. 2nd QTR—Contract approved. Kick off meeting in January 2017. Conduct physical security assessments of the Martinez and Walnut Creek 2nd QTR—See note above. facilities. 1st Q—Staff and management decided not to take any action on this item until a more detailed security Protect District Evaluate and implement assessment was completed. The Board will be reviewing the proposal for the more detailed Personnel and Assets appropriate improvements to our Consolidate security monitoring at all District facilities. assessment at its November 3, 2016, meeting. Task 4 of that assessment includes recommendations from Threats and Security Program to meet new or for consolidating security monitoring. Progress toward this item will depend on the assessment findings and available funding. Emergencies evolving threats. Enhance the security culture through improved communication. 2nd QTR—HOB-1 door installed. Installing additional card readers to elevator and lobby in February 2017. Major security communications messages to precede activation. Upgrade treatment plant-site network and network equipment to create redundant paths. Develop and implement critical IT security policy/procedure. 2nd QTR—Implemented new security procedure for all District staff. 0 Completed 0 On Task 0 Off Task At Risk Page 8 FY 2016-17 S TRA TEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY 1 St 2nd and 4th Performance in Achieving Success Measures Strategy Initiative Key Success Measures I I QTR QTR QTR QTR Status,Comments and Exceptions Exomplete wholesale opportunities next steps. plore partering opportunities 'Complete I (e.g. Contra Costa Water District Work with regional partners to develop water supply opportunities. [CCWD]and East Bay Municipal Utility District[EBMUD]). Support regional development of local water supply. Augment the Region's Complete the Facilities Planning Study, or other alternative, for the Diablo Country 11t QTR—Revision to Success Measure: Complete the CEQA process for the Diablo Country Club's Water Supply Club's(DCC) SWRF project. (DCC) SWRF Project. Develop a Satellite Recycled Water Finalize the agreement for DCC SWRF project. 1st QTR—The Planning Agreement has been executed, but there will be a future Agreement for Facilities (SRWF) Program- Operations and Property Transfer if the project moves forward after CEQA). Submit the application for a State Revolving Fund (SRF) loan for the DCC project. 1$t QTR—In our Board Approved Pianning Agreement with DCC, DCC is responsible for obtaining if applicable. private financing. Therefore, Success Measure has been completed. Implement Automated Timekeeping Program. 2n,,QTR—Timekeeping software was determined to be inadequate for our purposes. In the process of developing an RFP for a more suitable solution. Evaluate Business Perform business process mapping Update Purchasing Policy and Procedures to in best practices and Processes and Optimize I Business Operations and re-engineering. simplify the process. Work with the Enterprise Resource Planning(ERP)vendor to implement targeted 2nd QTR—Many related initiatives in progress and moving forward. improvements to processes as identified. 2nd QTR—Devices rolled out at Collection System Operations for CityWorks CMMS. Plant Acquire and roll out cost-effective mobile devices for appropriate staff. Maintenance roll out is scheduled for 3rd Quarter. Devices also have been deployed in Environmental Expand and improve the use of Compliance. cost effective mobile computing Train staff on the use of Computerize Maintenance Management Software 1st QTR—IT staff is working with Collection System Operations supervisors on pilot testing of mobile Encourage the Review and communication technologies. (CMMS) mobile devices. devices. Full rollout anticipated in December 2016. and Testing of Implement mobile applications Promising and Leading CMMS(FY 2016-17) Technology Continue developing and investing Meet quarterly with the Applied Research Committee to promote innovation and in cost effective innovation, continuous improvement technology, and applied research Track and assign resources to implement applied research projects as Ist QTR—Established an in-house staff committee to discuss and assign pilot projects. and development. recommended by the Board-approved CWMP or staff. Develop energy self-sufficiency assessment. 1st QTR—Conducted as part of CWMP. Explore opportunities for self- Develop criteria for the evaluation of energy generation projects. Reduce Reliance on generation, conservation and Non-Renewable Energy efficiency based on the Board- Prepare an Energy Policy to be approved by the Board. approved CWMP. Track and review energy usage and explore options to optimize energy efficiency. 0 Completed 0 On Task 0 Off Task At Risk Page 9