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HomeMy WebLinkAbout06. Receive 3rd quarter update on Strategic Plan Tracking 6■ j"L Central Contra Costa Sanitary District May 9, 2017 TO: ADMINISTRATION COMMITTEE r. VIA: ROGER S. BAILEY, GENERAL MANAGER FROM: ANN SASAKI, DEPUTY GENERAL MANAGER SUBJECT: FY 2016-17 STRATEGIC PLAN TRACKING REPORTS — THIRD QUARTER Attached is the Strategic Pian Tracking Reports for the third 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 • GREEN — On Task • YELLOW— Off Task • RED —At Risk RSB:AS:amt Attachment N:IPOSUP1Board of DirectorslBoard-Administration Comm ittee1201712015-17 Strategic Plan Quarterly Tracker Memo 05-09- 17.docx. FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions 1St QTR—Website RFP near completion. Update website to increase customer engagement, efficiency in customer-District 2nd QTR—RFP issued. Bids will be received until end of January 2017. processes, and showcase the District as an industry leader. 3rd QTR—RFP's reviewed. Candidates to be interviewed by District reviewing group. Install kiosk in District Lobby(e.g. live Board meetings,website information, service 1St QTR—TV installed for educational purpose. Will also be live-streaming Board meetings and information, touch screen station). using internet for time.gov for bid openings. Kiosk is not planned at this time. TV meets current needs. Invest in business process 1St QTR—Social media continues to be active, gaining followers, delivering relevant content that changes and technologies to effectively increase access to reaffirms our pollution prevention messages and commitment to environmental sustainability. In District information and promote fact,the District's most recent Twitter follower is Lenni Montiel the UN Assistant Secretary- customer care, convenience and General for Economic Development. 2nd QTR—Between Twitter and Facebook, submitted 115 posts; achieved 27,117 impressions; self-service. Develop and monitor growth of social media. and gained 36 new followers this quarter. Our top follower this quarter is Cynthia Johnson, entrepreneur/speaker/columnist with 1.2M followers. 3rd QTR—Social media presence continues to grow and develop. Twitter posts made 51,000 impressions in 59 posts and gained 18 followers. Facebook increased in page views and likes, and 34 posts were made with an average reach of more than 100 people each. Evaluate and improve process for managing District electronic records, including email. 3rd QTR—Looking at email retention and updating master records retention. 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 Foster Customer material/community—stakeholder meetings, seed planting the CWMP, and full CWMP outreach Engagement and has been developed. Final Board approval will determine the specific timing of some of these Awareness items. Others are in process. 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. Conduct and track outreach for the Comprehensive Wastewater Master Plan (CWMP). 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 programs/services. Leadership staff is conducting higher level presentations. 3rd QTR—Staff is working with Katz and Associates on Executive Summary. Continuing to Increase customer understanding conduct public outreach on CWMP through speakers bureau presentations. Board of Directors and support for key issues facing continue to meet with cities/electeds. the District. 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. 2nd QTR—Speakers Bureau presentations also include CWMP/Proposition 218 outreach Conduct external presentations that highlight District services and key initiatives information. Customer workshops, Chamber events, and large scale televised programs with the through speaker's bureaus and other presentations. General Manager for the Rossmoor community have been scheduled for the start of the new year. 3rd QTR—There were nine speakers bureau presentations, reaching 206 people. Marketing for these presentations is ongoing. On January 30, 2017 Roger Bailey spoke to approximately 5,000 residents of Rossmoor via broadcast message. There are currently five presentations scheduled for April and May 2017. Completed On Task Off Task At Risk Page 1 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions 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 treatment plant, we will continue to exceed this item as we will give tours continuously. Conduct facilitytours and track the number of people participating. 2nd QTR—Although the District's target on this item has been met with the p p p p g' 70th Open House event, the District conducted four tours, reaching 41 people in the 2nd Quarter. 3rd QTR—Six treatment plant tours were given in the 3rd Quarter, reaching 84 people. 1St QTR—Videos Completed: 70th Anniversary Event videos(3), and CSDA Academy.Videos in Process: Central San Academy, OPD Superhero, and CWMP outreach. 2nd QTR—Central San Academy video complete and presented to Board and launched on social Develop videos and public service announcements to communicate important District media. OPD Superhero video is half way through production and involves five cross-functional information, programs and services. 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. 3rd QTR—OPD Superhero video completed and released to the public. Sister agencies are sharing on social media as an informative tool. 1St QTR—This item is on target and ongoing. 2nd QTR—Starting in January, post swearing in of contested elections/new electeds,will be scheduling formal meetings with Federal/State electeds. Will be meeting with Federal electeds at CASA's DC Conference in January. Local electeds are met with informally at monthly mayors conferences and other local events throughout the year. Individual meetings with be scheduled Track number of meetings with elected officials and stakeholders with Board members for their liaison cities (based on Board member interest in doing so)now that members are sworn in. 3rd QTR—Board continues to attend monthly IACCC meeting, Mayor's Conferences, Community Build and maintain relationships events, and Interagency meeting with strong elected attendance. Meetings scheduled for Board with Federal, State and local members and City of Pleasant Hill,Walnut Creek, Lafayette, and Southern Area Briefing. elected officials and key stakeholder groups. Host an annual signature event that includes legislators and stakeholders. 1St QTR—70th Anniversary Event completed! 1St QTR—This item is on target and ongoing. Requested Mayor's conference presentation, but was declined at this time. Plan presentations for Board Members to present to City Councils and community 2nd QTR—This is an ongoing item. Liaison meetings are held annually and vary throughout the groups of their liaison cities. year based on the previous meetings to stay consistent with annual city meetings. 3rd 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. 3rd QTR—Completed annual training in first quarter. 1St QTR—Average response time is 35 minutes. Respond to all customer field requests within 20 minutes during work hours. 2nd QTR—Average response time is 33 minutes. Provide high quality customer 3rd QTR—Average Response time is 38 minutes. service. Conduct annual customer service sensitivity training to all District staff. 1St QTR—Customer service sensitivity training is scheduled for January 2017. 3rd QTR—Customer service sensitivity training was held in January 2017. Conduct annual political sensitivity training for all District management and supervisory 1St QTR—Developing curriculum with anticipate rollout 1 St Quarter 2017. staff. 3rd QTR—Training scheduled for May 24 and 25, 2017. Completed On Task Off Task At Risk Page 2 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions 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. 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. 3rd QTR—Monitoring customer input on construction and Prop 218 notice, including answering of Community Information Line. Foster employeesunderstanding Communicate important District initiatives and information to employees via print and 1St QTR—District information and updates are shared with employees through the monthly Improve of District operations and their role electronic communication. Lateral Connection (employee newsletter). Interdepartmental in our success. 2nd QTR—District continues the LC Newsletter and provides monthly sections on the following Collaboration items: Human Resources, internet security and IT information, new employee hires, and safety. Other items are included based on holidays, seasons, or District initiatives/programs/important information. Also, employees are now featured in all of our educational videos which has helped increase internal viewership and understanding of the facilities, programs and services. 3rd QTR—Readership of Lateral Connection employee newsletter continues to rise. Central San recently won the CAPIO Award of Distinction for Employee publication for its effectiveness. Solicit feedback from employees on efficiency of District operations, and implement 3rd QTR—As part of the Mentorship Program, one of the mentees documented previous viable solutions. optimization and identified on-going and future optimization opportunities and presented it to the Executive Team. Continue review and streamlining of existing Board policies, and assist with 3rd QTR—Ongong review of existing Board Policies continuing along with development of new development of new Board policies as may be necessary. Board Policies. Increase internal partnerships. Develop multi-divisional teams for implementation of Board-approved 3rd QTR—Ongong communication between divisions in preparation of recommendations from the CWMP. FY 2017-18 CIP for new projects recommended from the CWMP. Develop multi-divisional teams to implement District-wide business process efficiency 3rd QTR—Multi-divisional teams were involved in preparing the draft FY2017-18 budget and are projects. working together on the in implementation of the Solid Processing Facilities Web Scrubber pilot project. Continue the Information Technology(IT) Leadership Committee. Completed On Task Off Task At Risk Page 3 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Communicate important District initiatives and information to employees via print and 1St QTR—District information and updates are shared with employees through the monthly electronic communication. Lateral Connection (employee newsletter). 2nd 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 are included based on holidays, seasons, or District initiatives/programs/important information. Also, employees are now featured in all of our educational videos which has helped Foster employees' understanding increase internal viewership and understanding of the facilities, programs and services. of District operations and their role 3rd QTR—Readership of Lateral Connection employee newsletter continues to rise. Central San in our success. recently won the CAPIO Award of Distinction for Employee publication for its effectiveness. Solicit feedback from employees on efficiency of District operations, and implement 3rd QTR—As part of the Mentorship Program, one of the mentees documented previous Improve viable solutions. optimization and identified on-going and future optimization opportunities and presented it to the Interdepartmental Executive Team. Collaboration Continue review and streamlining of existing Board policies, and assist with 3rd QTR—Ongong review of existing Board Policies continuing along with development of new development of new Board policies as may be necessary. Board Policies. Develop multi-divisional teams for implementation of Board-approved 3rd QTR—Ongong communication between divisions in preparation of recommendations from the CWMP. FY 2017-18 CIP for new projects recommended from the CWMP. Develop multi-divisional teams to implement District-wide business process efficiency 3rd QTR—Multi-divisional teams were involved in preparing the draft FY2017-18 budget and are Increase internal partnerships. projects. working together on the in implementation of the Solid Processing Facilities Web Scrubber pilot project. Continue the Information Technology(IT) Leadership Committee. Completed On Task Off Task At Risk Page 4 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 2 STRIVE TO MET REGULATORY REQUIREMENTS Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Renew treatment plant NPDES Prepare application and submit application to the RWQCB on or before 1St QTR—Application prepared and submitted to the RWQCB on permit which expires on March 31, September 30, 2016. September 28, 2016. 2017 Obtain new permit. 3rd QTR—Permit Adopted April 2017. Goes into effect May 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 which the 1St QTR—Developed and finalized a comprehensive regulatory permit matrix. Tracking on a for future regulations. District must comply)and track compliance on a quarterly basis. quarterly basis is ongoing. Provide an annual regulatory update to the Board. Actively participate in meetings of BACWA and the RWQCB. Foster relationships with regulatory Participate in relevant meetings and workshops with regulatory agencies. 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. Strive to Achieve 100% 1St QTR—On target and ongoing. Board presentations on priority legislation and state Permit Compliance in Develop an internal system to track relevant proposed legislation/regulations. commissions ongoing. Air,Water, Land and 3rd QTR—This item is complete and ongoing as Board input is received. Other Regulations 1St QTR—Completed Legislative Advocacy Policy implementation and began Board presentations on priority legislation Monitor and track, proposed and 2nd QTR—Continuing all participation in CSDA, CASA and other legislative advocacy pendinglegislation and regulatory Analyze, review and comment on relevant proposed legislation/regulations, as subcommittees. Continue trackinglegislative priorities for the District and providingupdates on g g y appropriate g p changes that may impact District priority legislation. operations. 3rd QTR—Launched new legislative tracking tool which was well received by Board. Staff continues to track key legislation and participate in all member organization leg based meetings. 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. 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 GHG emission inventory to CARB. 3rd QTR—Submitted Reporting Year 2016 GHG Inventory Report to CARB on March 3, 2017. Prepare internal annual inventory summary and verification report. Completed On Task Off Task At Risk Page 5 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 2 STRIVE TO MET REGULATORY REQUIREMENTS Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions 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 3rd QTR—Working on developing reports from CityWorksw CMMS. and optimize cleaning schedules to improve efficiencies. Complete scheduled maintenance on time for at least 95%of the schedules. Televise at least 150 miles of sewer lines per year. 2nd QTR—Working on developing reports from CityWorks CMMS. 3rd QTR—Working on developing reports from Cityworks CMMS. Continue the pipeline condition Identify emergency pipeline projects and include them in the Capital Improvement assessment and cleaning quality assurance program using the Program (CIP). system-wide CCTV program. Perform CCTV QA/QC on 3%of lines cleaned on an annual basis with a goal of having 1St QTR—QA/QC pass rate was 95.40%. at least a 98% passing rate. 2nd QTR—QA/QC pass rate was 98.54%. 3rd QTR—QA/QC pass rate was 93.50%. Completed On Task Off Task At Risk Page 6 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Strategy Initiative Key Success Measures 1St 2nd 3rd 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 CWMP. 3rd QTR—In progress. Rate model has been adjusted for CIB and Board direction provided at the January 26, 2017 Workshop on rates and the CWMP. 2nd QTR—Mentor Project conducted survey of mixed use rate structures. Information will be Review and implement a new rate structure for mixed-use businesses. reviewed by consultant. 3rd QTR—Consultant contract approved. 2 Year Rates established By Board in Feb; Mixed-use changes will be reviewed and any changes included in FY2019-20 Rate Increase. Ensure rate structure is consistent 1St QTR—This item is on target. Staff is working on a robust outreach program that will include with cost of service principles. an information letter to business customers, one business stakeholder meeting, and a minimum of one residential outreach meeting within the service area. Develop a public outreach strategy associated with the rate study and its 2nd QTR—Outreach Plan in place including business/residential customer workshops, TV recommendations. interviews for Rossmoor community, and Proposition 218 development with direction from Board 3rd QTR—Including exceeding all outreach metrics for previous rate cases, a revamped Prop 218 notice was developed and passed by the Board that would include the latest and most effective methods on communications with customers. The new Prop 218 notice is now being used as a model for EBMUD. 2nd QTR—Staff reviewed mixed use tenants and identified changed uses; staff working on Conduct annual capacity fee audits to ensure appropriate fees are assessed and collection of these outstanding fees. A contract is being issued to review capacity fee nexus Conduct Long Range study. Financial PlanningImprove the application and collected. 3rd QTR—Consultant contract approved. Developed sampling plan for sewer permit application processing of capacity fees for pp p p g pp p g p y audit. Conducted a survey of 12 statewide wastewater agencies for capacity fee methodologies 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 existing permits and capacity fees paid. collection of these outstanding fees. 3rd QTR—39 Multi-Use Developments were reviewed and closed out. Present draft debt management policy to Board by June 2017 3nd QTR—Working with PFM, draft completed by Director of Finance, and needs review by Policy will consider intergenerational equity and the prudent use of debt to stabilize Executive Management Team. Develop along-range debt long-term rates. management policy. Develop alternative scenarios to utilize debt prudently to optimize the financing of the 3nd QTR—Finance working in collaboration with Engineering and implementing the new CSS Board-approved recommendations from the CWMP. rate model. 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. implement feasible alternatives. 3rd QTR—Meeting and tour of Central San with Tesoro to explore potential for wastewater Develop alternatives for new treatment and/or sale of recycled water. revenues and funding sources(i.e. interagency agreements, services, 2nd QTR—FY 2017-18 and FY 2018-19 CIP list is being developed. Staff is identifying which recycled water). Identify and pursue State Revolving Fund (SRF)loan grant opportunities, as projects are eligible for bonds and State Revolving Fund loan criteria. appropriate. 3rd QTR—CIP List introduced to the Board and potential projects identified over the next two years. Completed On Task Off Task At Risk Page 7 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Perform targeted audits of Identify high-cost/high-risk functions. 3rd QTR—Identification of high cost/high risk functions are part slated to begin in the 4th QTR as critical/high-risk functions or part of a mentorship project processes. Perform at least three audits of high-risk function(FY 2016-18). 3rd QTR—Included funding for an outside auditor in the FY 2017-18 budget 2nd QTR—Treatment Plant complete. . Perform optimization studies of Identify treatment plant and field processes for optimization. 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. Manage Costs (FY 2016-18). 3rd QTR—Treatment Plant complete. 1St 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. 3rd QTR—Average cost for FY 2016-17 is$2,333.72. 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. 1St QTR—Presented to the Board on September 1, 2016. Completed On Task Off Task At Risk Page 8 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Hire Training Coordinator position. 1St QTR—On hold. 3rd QTR—Human Resoures developing RFP to hire a Training Consultant. Develop and implement a training plan for each business section 3rd QTR—Training Consultant to develop 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 3rd QTR—Training Consultant to develop 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 Academy scheduled for March 2017. Future Operational Continue the Leadership and Supervisors Academies (alternating years). 2nd QTR—Second Management Academy scheduled for January 2017. Levels 3rd QTR—Second Management Academy in progress. 1St QTR—Mentorship Program was implemented July 2016. Mentees will be providing updates Develop and train our future leaders. Implement the Mentorship Program. on their projects at a future Board meeting. The first session of the program will be completed in June 2017. Implement Team-Building Program for the Management Team. 1St QTR—Manager Team Building Workshop held September 2016. Implement one-on-one 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. 2nd QTR—Solids Pilot Project has engaged staff from Planning and Development, Regulatory, Promote opportunities for cross-divisional work teams. Capital Projects, Plant Operations and Plant Maintenance. Cultivate a positive work culture 3rd QTR—Solids Pilot Project has continued successfully. and promote teamwork. Provide opportunities to recognize high-performing teams at Department meetings and Enhance Relationship Board meetings. with Employees and Bargaining Units Continue the General Manager lunches with the Division workgroups. 1 St QTR—Al I issues complete. Continue the Lateral Connection employee newsletter. 2nd QTR—All issues complete. 3rd QTR—All issues complete. Central San won the CAPIO Award of Distinction for the Lateral Connection for best Internal Employee Publication. Continue the General Manager lunches with the bargaining representatives. Sustain and grow collaborative relationships with the labor Continue the Labor Management Committee meetings. bargaining units. Engage the bargaining units in informal discussions on collaborative solutions to workplace issues. Completed On Task Off Task At Risk Page 9 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th 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 accident/incident causation and corrective measures. industry injury rate. Continue providing accident/incident 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. 3rd QTR—Annual Report presented to the Board on April 6, 2017 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 in the improved training and Lateral Connection. communications. 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. Completed On Task Off Task At Risk Page 10 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Implement prioritized CWMP and Condition Assessment recommendations that are 3rd QTR—Projects in the CWMP were prioritized based on needs and conditions assessments maintenance-related and incorporate these into the maintenance schedule (e.g., among other drivers. A PMIS RFP was issued to select an implementation consultant and the Implement Board-approved corrective work orders)or adjust maintenance activities (e.g., Preventative proper software. recommendations from the CWMP Maintenance Plan)as appropriate. and Condition Assessment. Implement the capital improvement projects identified in the CWMP consistent with 3rd QTR—Projects identified in the CWMP were included in the Ten-Year CIP and several Board-approved recommendations. projects are now budgeted in the CIB for next two fiscal years. Update the Consequence of Review and update the Consequence of Failure Matrices by June 2017. 2nd QTR—Treatment Plant complete. Failure Matrices. 3rd QTR—Force mains completed. CSO pipelines in progress as part of the CWMP. Manage Assets 2nd QTR—Completed formal training on the reliability-centered maintenance process and Optimally Throughout Train staff on RCM analysis and software. software, and piloted on two processes. Their Lifecycle Implement the Reliability Centered 2nd TR—Completed the first pilot on one subsystem in the dewatering process Completed the(RCM) Program. 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 rd QTR—In the process of reviewing AVL vendors compatible with the new Cityworks CMMS 3 equipment and vehicle fleet to Install automated vehicle location (AVL)on all District vehicles. system. System will be inmpleted in FY 2017-2018 provide maximum value. Develop and implement diagnostics associated with AVL. 3rd QTR—System will be inmpleted in FY 2017-2018 Complete the implementation of InfoMaster software to determine prioritization of 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. collection system pipe replacement based on likelihood and consequence of failures 3rd QTR—Infomaster included in the CIP presented to the Board on Integrate the data from the Asset factors. January 26, 2017. Management Program into the 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. 3rd QTR— analysis of long term capital Develop a business process to incorporate long-term (10 plus years) renewal and Infomaster included in the CIP presented to the Board on improvement needs based on the replacement schedules into the CIP based on the Board-approved CWMP. January 26, 2017. Board-approved CWMP. 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. 3rd QTR— Coordinate near term CIP projects identified in the condition assessment findings with Infomaster included in the CIP p resented to the Board on Facilitate Long-Term the Board-approved CWMP. Capital Renewal and January 26, 2017. Replacement Implement business cases 2nd QTR—Conducted as part of CWMP. Draft list being used in developing CIP. 3rd QTR— evaluations, including life-cycle Adopt a Business Case Evaluation Process (FY 2016-17)for new projects not already Infomaster included in the CIP presented to the Board on cost into proposals for new CIP identified in the CIB or Board-approved CWMP. January 26, 2017. projects to determine the most 3rd QTR—No new projects were included in the CIP presented to the Board on January 26, cost-effective projects and 2017, that were not identified in the CWMP. solutions for projects that were not Prepare Business Case Evaluations for all large projects of$1 million if not already identified in the approved CWMP identified in the CIB or Board-approved CWMP. or the Capital Improvement Budget (CIB). Completed On Task Off Task At Risk Page 11 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Strategy Initiative Key Success Measures 1St 2nd 3rd 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, 2nd QTR—Planning group is now established and work has begun. Goal is to complete plan in Personnel and Assets p y g Complete the five-year update to the multi jurisdictional Local Hazard Mitigation Plan six months, but additional FEMA requirements since last plan was adopted adds new elements from Threats and prepare, respond and recover from (LHMP) (Contra Costa County, State, FEMA). emergencies. to the process. 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). 3rd QTR—Site selection nearly complete. Entering into design phase. Explore cloud-based systems such as email ad cloud backup solutions. 3rd QTR—All systems now being backed up to remote locations (private cloud). Develop a Comprehensive Security Master Plan. 2nd QTR—Contract approved. Kick off meeting in January 2017. 3rd QTR—Site work completed, now reviewing preliminary findings. Conduct physical security assessments of the Martinez and Walnut Creek facilities. 2nd QTR—See note above. 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 Protect District Evaluate and implement Consolidate security monitoring at all District facilities. November 3, 2016, meeting. Task 4 of that assessment includes recommendations for Personnel and Assets appropriate improvements to our consolidating security monitoring. Progress toward this item will depend on the assessment from Threats and Security Program to meet new or findings and available funding. Emergencies evolving threats. 3rd QTR—Exeuctuve staff reviewing draft vulunerability assessment. Enhance the security culture through improved communication. 2nd QTR—HOB-1 door installed. Installing additional card readers to elevator and lobby in February 2017. Mayor security communications messages to precede activation. Upgrade treatment plant-site network and network equipment to create redundant 3rd QTR—All equipment installed. paths. Develop and implement critical IT security policy/procedure. 3rd QTR—Incident response plan developed. Completed On Task Off Task At Risk Page 12 FY 2016-17 S TRA TEGI C PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Strategy Initiative Key Success Measures 1St 2nd 3rd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Complete wholesale opportunities next steps. 3rd QTR—Meeting held with San Luis& Delta Mendota Water Authority; meetings being Explore partnering opportunities scheduled with Dublin San Ramon Services District and US Bureau of Reclamation. (e.g. Contra Costa Water District [CCWD] and East Bay Municipal Work with regional partners to develop water supply opportunities. 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 1St QTR—Revision to Success Measure: Complete the CEQA process for the Diablo Country Water Supply Club's (DCC) SWRF project. Club's(DCC) SWRF Project. Develop a Satellite Recycled Water 1St QTR—The Planning Agreement has been executed, but there will be a future Agreement for Facilities SRWF Program. Finalize the agreement for DCC SWRF project. Operations and Property Transfer if the project moves forward after CEQA . ( ) g p p y (� p J ) Submit the application for a State Revolving Fund (SRF) loan for the DCC project, if 1St QTR—In our Board approved Planning Agreement with DCC, DCC is responsible for applicable. obtaining private financing. Therefore, Success Measure has been completed. Implement Automated Timekeeping Program. 2nd 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 incorporate best practices and simplify and Optimize Business Operations and re-engineering. the process. Work with the Enterprise Resource Planning (ERP)vendor to implement targeted 3rd 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 Expand and improve the use of Environmental Compliance. cost effective mobile computing Train staff on the use of Computerize Maintenance Management Software(CMMS) 3rd QTR—Fully rolled out. Encourage the Review and communication technologies. mobile devices. and Testing of Implement mobile applications 3rd QTR—Fully rolled out. Promising and Leading CMMS (FY 2016-17) Technology Meet quarterlywith the Applied Research Committee to promote innovation and 3rd QTR—The Applied Research Committee maintains a list of pilot studies and topics that Continue developing and investing pp pp p p g g continuous improvement should be evaluated both at the treatment plant and in the collection system. in cost effective innovation, technology, and applied research Track and assign resources to implement applied research projects as recommended 1St QTR—Established an in-house staff committee to discuss and assign pilot projects. and development. by the Board-approved CWMP or staff. 3rd QTR—Statt, budget and a major pilot project is currently being implemented for the wet scrubber replacement project. 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. 3rd QTR—Exploring feasibility of batteries and other energy saving programs. Completed On Task Off Task At Risk Page 13 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4th QTR Comments/ Issues Average onsite response time for collection Less than 20 minutes 35 Minutes 33 minutes 38 minutes system emergency calls, during working hours Average onsite response time for collection Less than 30 minutes 36.25 Minutes 38.25 minutes 40 minutes system emergency calls, after hours Average customer service rating for At least 3.8 out of 4.0 3.94 3.93 3.95 emergency calls Average customer satisfaction rating on Greater than 95% None Received 98% 94% and 100% 1 St QTR—Construction in progress. construction projects on last two 2nd QTR—Surveys for completed projects are still being received. Therefore, results are project surveys. preliminary. 3rd QTR— North Orinda 6—46 responses (15.5%)—94% satisfaction, and Lafayette 10—51 responses (14%)— 100% satisfaction. Average customer satisfaction rating on permit Greater than 95% 100% 100% 87.5% 1St QTR—Six surveys received July-September. counter interactions 2nd QTR— Eleven surveys received October-December. 3rd QTR— Four surveys received January-March. Number of students served by our education Greater than 2,200 per year 32 399 17454 1St QTR—Schools are out of session during summer months. Winter and spring months will programs (18% of goal) (86% of goal) account for the 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. 3rd QTR—Sewer Science classes were conducted in 25 classes, reaching 685 high school students. Water Wizards classes were conducted in 32 classes, reaching 691 students. Other student education programs were conducted, reaching 78 students. Several more programs are already scheduled for the remainder of the school year. Number of District employees attending annual At least 50% of all District 0 (Zero) 0 (Zero) 20 1St QTR— Next Customer Service Training scheduled for January 2017. customer service training staff Number of participants on treatment plant Greater than 150 participants 341 41 (382 total) 84 (466 total) 1St QTR—The 70th Anniversary Open House, an every-five-year-event, accounted for 301 tours per year Target Met 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. 2nd QTR— Four treatment plant tours were conducted, reaching 41 people. 3rd QTR—Six treatment plant tours were conducted, reaching 84 people. Number of participants at speaker bureau Greater than 400 participants 0 (Zero) 0 (Zero) 206 (+57000) 1St QTR—Coming months will see a substantial increase in speaker bureau activity in presentations per year alignment with our outreach objectives for Proposition 218 and the CWMP. 2nd QTR—There were no speakers bureau presentations in the 2nd 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. 3rd QTR—There were nine speakers bureau presentations, reaching 206 people. Marketing for these presentations is ongoing. On January 30, 2017, Roger Bailey spoke on Rossmoor TV that was broadcast several times reaching an estimated 5,000 viewers. There are currently five presentations scheduled for April and May. Completed On Task ® Off Task At Risk Page 1 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4t" QTR Comments/ Issues Number of students attending Citizens Greater than 30 participants 19 Applications 32 Applications 38 Participants 1St QTR—Will do a large marketing push in the beginning of 2017. Next Citizens Academy is Academy per session Received as of Received as of scheduled for April 2017. 09/30/2016. 12/21/2016. 2nd QTR—Will reach out to contacts for marketing mid-January 2017. 3rd QTR—Secured partnership with JFK University's Service Learning Program, but this did not result in any applicants. 56 applications total were received before deadline of Mrch 21, 2017. After the first class on April 4, 20177 it appears that we will have 37 participants (number may increase but will likely not decrease by more than 7), so target was met. There were 19 interested parties who dropped out before the session started. Completed On Task ® Off Task At Risk Page 2 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 2 STRIVE TO MEET REGULATORY REQUIREMENTS Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4t" QTR Comments/ Issues NPDES compliance Zero violations Target Met Target Met Target Met Title V compliance Zero violations Target Met Target Met Target Met Recycled Water Title 22 Compliance Zero violations Target Met Target Met Target Met Sanitary sewer overflows Less than 3.0 spills per 100 0.6 1.0 1.93 miles of pipeline (15 SSO to date) (29 SSO to date) Spills to public water Less than 3 0 (Zero) 2 6 Percent of spills less than 500 gallons Greater than 95% 89% 100% 81% Pipeline cleaning schedules completed on time Greater than 95% 99.30% 98.64% 98.91% Pipeline cleaning quality assurance/quality On at least 3% of pipeline 3% 2.65% 3.56% control (QA/QC) cleaned on an annual basis Pipeline cleaning QA/QC passing rate Greater than 98% 95.40% 98.54% 93.50% Annual source controls inspections completed 100% Target Met Target Met Target Met 1St QTR, 2nd and 3rd QTR—At 100% of goal for pretreatment inspections and sampling. on time Inspections we provide under service contract for Contra Costa Clean Water Program and Mt. View Sanitary District. Completed On Task ® Off Task At Risk Page 3 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4t" QTR Comments/ Issues Standard and Poor's Credit Rating AAA Target Met Target Met Target Met 1St QTR— Rating confirmed. Working with PFM to keep current Standard and Poor's rating, raise Moody's rating, and possibly request Fitch rating. Debt service coverage ratio Greater than 2.0 times Target Met Target Met Target Met Maintain service affordability Sewer Service Charge less Target Met Target Met Target Met 3rd QTR—On target using internal Excel worksheet, SSC rates only, for 27 Bay Area Agencies than median of Bay Area (last update 10/17/16 for November 2016 Board Workshop)$544 vs $503 CCCSD. agencies Actual reserves as a percentage of target 100% Target Met Target Met Target Met Operating expenditures as a percentage of Greater than 90% To be Determined To be Determined To be Determined 3rd QTR— Expenditures vary monthly and by season. No issues at this time. operating budget Workers Compensation experience modifier Less than 1.0 .67 .67 .67 Return to work Provide modified duty for 100% 80% 100% 2nd QTR— Four of five injuries resulted in no lost time. Fifth person is a Plant Operator that we greater than 80% of could not offer Temporary Modified Duty. occupational injuries Self-insurance reserves as a percentage of 100% 100% 100% 100% to rg et Completed On Task ® Off Task At Risk Page 4 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4t" QTR Comments/ Issues Average time to fill vacancy (from request to Less than 60 days 73 40 49 hire) Percentage turnover rate to remain at or below Less than 3.4% 2.5% 1.0% 4.64% industry average Average annual training hours per employee Track in FY 2016-17, set 6.03 per FTE 6.00 per FTE 9.00 per FTE target for FY 2017-18 Actual versus budgeted usage of tuition Greater than 80% 54% 0% 7.34% reimbursement Percentage of performance evaluations 100% 49% 39% 57% completed on time Employee injury and illness lost time incident Less than BLS California 1.1 3.1 1.6 rate Sewage Treatment Facilities Rate (7.4) Completed On Task ® Off Task At Risk Page 5 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4t" QTR Comments/ Issues Safety work orders completed on time 100% 100% 94% 100% Regulatory Title V work orders completed on 100% 95.1% 98% 100% time Planned treatment plant preventative Greater than 95% 88.9% 96% 92.3% maintenance completed on time Complete implementation of Infomaster By first quarter of 2017 On Target On Target Completed 3rd QTR— Discussed at Master Plan Collection System Workshop. Recommended replacement rate based on pipe condition -varies between 0.5%-2.0%.which were incorporated into rates and FY 2017-18 CIB. Miles of pipeline replaced Greater than 1% of assets Projecting <1% Projecting <1% Projecting <1% 3rd 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 percentage of capital Greater than 90% On Target On Target On Target 2nd QTR— New projects bidding and Pump and Blower Building Project has been awarded. budgeted cash flow Information system uptime (excluding planned 100% Goal Not Met Goal Met Goal Not Met 1St QTR—Overall network and systems were up 100% of the time. However, there were two maintenance) 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. 3rd QTR—AT&T network outage caused approximately three hours of network downtime. Data backup and recovery Zero lost data Goal Met. Goal Met Goal Met Completed On Task ® Off Task At Risk Page 6 FY 2016-17 S TRA TEGI C PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Metric FY 2016-18 Target 1St QTR 2nd QTR 3rd QTR 4t" QTR Comments/ Issues Total gallons of recycled water distributed to Greater than 240 million 46% of 49% of 50% of 1St QTR— 103,448,701 gallons external customers gallons per year Total Goal Total Goal Total Goal 2nd QTR— 14,159,961 gallons 3rd QTR—3,499,983 gallons Maximum residential fill station customer wait 15 minutes <5 minutes <5 minutes <5 minutes 1St QTR—<5 minutes time 2nd QTR— No Wait 3rd QTR— NO Wait Gallons of recycled water distributed at the Greater than 14 million 26% of 28% of 28% of 1St QTR—3,744,224 gallons (16,584 visits) residential fill station gallons per year Total Goal Total Goal Total Goal 2nd QTR—226,811 gallons (1,016 visits) 3rd QTR— 15,785 gallons (63 visits) Gallons of recycled water distributed at truck Greater than 4 million gallons 4% of 4% of 4% of CCWD resumed issuing potable meters to contractors prior to the start of the fiscal year, which fill program per year Total Goal Total Goal Total Goal dramatically impacts the success of this Program. 1St QTR— 154,316 gallons 2nd QTR— 11,911 gallons 3rd QTR—24,436 gallons kWh of electricity produced Greater than 18 million kWh On Target On Target On Target 1St QTR—21.1 million kWh per year(reported as a rolling 2nd QTR—20.2 kWh average) 3rd QTR— 19.1 kWh kWh of solar power produced at CSO and Greater than 200 kWh per Not Yet Online. On Target On Target 2nd QTR—Systems operational in December 2016. Commercial Operation Date is scheduled HHW year(reported as a rolling for January 31, 2017. average) 3rd Qtr—341515 kWh Pilot test new and promising technology Greater than 3 pilot tests or Target Met Target Met Target Met 3rd QTR: reviews per year • Currently in discussion with two vendors for potential pilots for nutrient removal. • Received approval for grant proposal to DOE for Hydrothermal Processing Solids Handling Pilot. • Summary of two evaluations targeted for completion 4t" Quarter(filter capacity testing and ultraviolet transmittance evaluation). • Other efforts in progress - SRT control, DO reduction study, and lime reduction study. • Finishing preparation of an RFI for bioenergy projects such as gasification and pyrolysis. • Implementing Wet Scrubber Pilot, one of the largest pilots ever undertaken by Central San. Present research papers and findings Greater than 3 papers per On Target On Target On Target 2nd QTR—Two Papers/presentations completed so far: year . 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). Completed On Task ® Off Task At Risk Page 7