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HomeMy WebLinkAbout08.d. Fiscal Year 2016-17 Strategic Plan Annual Report - Summary of AchevementsPage 1 of 33 Item 8.d. Central Contra Costa Sanitary District August 21, 2017 TO: ADMINISTRATION COMMITTEE FROM: ANN SASAKI, DEPUTY GENERAL MANAGER REVIEWED BY: ROGER BAILEY, GENERAL MANAGER SUBJECT: FISCAL YEAR 2016-17 STRATEGIC PLAN ANNUAL REPORT - SUMMARY OF ACHI EVEMENTS Attached is Central Contra Costa Sanitary District's Fiscal Year 2016-17 Strategic Plan Annual Report - Summary of Achievements. The full Board will be asked to receive this annual report next month. ATTACHMENTS: Fiscal Year 2016-17 Strategic Plan Annual Report - Summary of Achievements August 21, 2017 Regular Committee Meeting Agenda Packet - Page 87 of 119 CENTRAL CONTRA COSTA SANITA DISTRI FISCAL YEAR 2016-17 STRATEGIC PLAN ANNUAL REPORT SUMMARY OF Page 2 of 33 • + • � „�, ,may, �' • . dG t�.• - #-M i� Iftow - ACIIIEVE—.MENTS Y � ` d � • _ �.+. _ r - August 21. 2017 Regu ar ommi ee Meeting Agenda Packet - Page 88 0r - - - AN 9 —now t `0 — A MESSAGE FROM THE GENERAL MANAGER Page 3 of 33 On behalf of the Central Contra Costa Sanitary District (District) I am proud to present our accomplishments for Fiscal Year (FY) 2016-17 of our two-year FY 2016-18 Strategic Plan. The Strategic Plan lays out the direction for the District and draws upon the six Goals adopted by our Board of Directors and the Effective Utility Management (EUM) framework. This approach has enabled the District to increase efficiencies, fulfill our mission, and continue in our role as stewards of the environment. The Plan includes 16 key strategies and 40 initiatives to address current and future challenges, and key performance metrics related to each goal. This report provides an overview of the many achievements made by our dedicated and professional staff, who continually strive to uphold the District's Mission and Values. Some of the highlights over the past year include continuing to achieve 19 years of total compliance with our wastewater discharge permit and successfully renewing our National Pollutant Discharge Elimination System Permit; completing the Comprehensive Wastewater Master Plan; implementing new software and hardware to improve operational efficiency, including the use of mobile devices in the field; implementing treatment plant operational efficiencies; hosting a large- scale, award-winning 70th Anniversary Open House Event; and successfully completing the second Central San Academy. The District has built a strong culture of providing excellent service to our customers. We will continue with our commitment to the public and our customers to strive for excellence daily and to put our values of People, Community, Principles, and Leadership and Commitment first. As we move forward, we wish to acknowledge that these accomplishments would not be possible without the leadership and support of our Board of Directors and the continued support and confidence of our customers. jq August 21, 2017 Regular Committee Meeting Agenda Packet -Page 89 of 119 Page 4 of 33 Overview of the M40 40 ission, Vision, Values, and Goals of the District The FY 2016-18 Strategic Plan draws upon the work accomplished under previous Strategic Plans. Many of the goals and strategies have remained the same. However, the initiatives have been updated to move the District on a continuous path forward as we strive to optimize operations, streamline processes, and look for innovative technology and methods to manage and contain costs. The Strategic Plan consists of six goals. Each of these goals has corresponding strategies and initiatives that are focused on completing the District's Mission and addressing challenges and opportunities on the horizon. In addition to the initiatives, key performance metrics are tracked to evaluate the factors that are critical to the success of the goals. Our Mission To protect public health and the environment Our Vision To be ahigh-performance organization that provides exceptional customer service and regulatory compliance at responsible rates Our Values • People o Value customers and employees o Respect each other o Work as a team o Community relationships o Celebrate our successes and learn from our challenges • Community o Value water sector partners o Foster excellent community relationships o Be open, transparent and accessible o Build partnerships o Understand service level expectations • Principles o Be truthful and honest o Be fair, kind and friendly o Take ownership and responsibility • Leadership and Commitment o Work effectively and efficiently o Promote a passionate and empowered workforce o Encourage continuous growth and development o Inspire dedication and top-quality results 14% N August 21, 2017 Regular Committee Meeting Agenda Packet -Page 90 of 119 Page 5 of 33 Effective Utility Management The Effective Utility Management (EUM) framework is regarded as the industry standard for strategic planning and performance metrics monitoring. The EUM framework consists of ten attributes that describe desired outcomes that are applicable to wastewater utilities. The EUM served as the framework for developing the initiatives. The initiatives are aligned with our goals and one or more of the ten EUM attributes, ensuring that the District's priorities are in line with best management practices. i-% August 21, 2017 Regular Committee Meeting Agenda Packet -Page 91 of 119 Page 6 of 33 The following is a summary of the goals and strategies and their alignment with the EUM attributes. Goal Strategy EUM Attribute Be a Fiscally Sound and Effective Water Foster Customer Engagement and Customer Satisfaction Goal 1 Awareness Operational Optimization Provide Exceptional Business Operations Customer Satisfaction Customer Service Improve Interdepartmental Collaboration p p Employee and Leadership Environmental Development Product Quality Sustainability Encourage the Review and Testing of Goal 2 Strive to Achieve 100% Permit Compliance Stakeholder Understanding and Strive to Meet in Air, Water, Land and Other Regulations Support Regulatory Community Sustainability Requirements Strive to Minimize the Number of Sanitary Infrastructure Strategy and Sewer Overflows Performance Goal 3 Conduct Long Range Financial Planning Financial Viability Be a Fiscally Sound and Effective Water Manage Costs Enterprise Resiliency Sector Utility Ensure Adequate Staffing and Training to Operational Optimization Employee and Leadership Technolo gyp Business Operations Meet Current and Future Operational Levels Development Goal 4 Employee and Leadership Develop and Retain Enhance Relationship with Employees and Development a Highly Trained Bargaining Units and Innovative g g Stakeholder Understanding and Workforce Support Meet or Exceed Industry Safety Standards Employee and Leadership Development Manage Assets Optimally Throughout Their Infrastructure Strategy andPerformance Lifecycle Goal 5 Enterprise Resiliency Maintain a Reliable Facilitate Long -Term Capital Renewal and Infrastructure Strategy and Infrastructure Replacement Performance Protect District Personnel and Assets from Enterprise Resiliency Threats and Emergencies p August 21, 2017 Regular Committee Meeting Agenda Packet - Page 92 of 119 Augment the Region's Water Supply Water Resource Sustainability Goal 6 Embrace Evaluate Business Processes and Optimize Operational Optimization p p Technolo gyp Business Operations Innovation, and Reduce Reliance on Non -Renewable Energy Community Sustainability Environmental Sustainability Encourage the Review and Testing of Operational Optimization p p Promising and Leading Technology August 21, 2017 Regular Committee Meeting Agenda Packet - Page 92 of 119 Page 7 of 33 Initiative Achievement Summary The following provides a brief description of the level of achievement for each of the initiatives and the factors that contributed to their achievement. Goal 1 Provide Exceptional Customer Service Strategy 1 Foster Customer Engagement and Awareness Invest in Business Process Changes and Technologies to Effectively Increase Access to District Information and Promote Customer Care, Convenience and Self -Service Achievement: This initiative is ongoing. The District installed a display monitor in the main lobby for customer information. The monitor provides a continuous presentation of information about the wastewater treatment process; plant and collection system maintenance; the Central San Academy; and awareness on the hazards of fats, oils and grease, flushable wipes, and pharmaceutical waste in the wastewater system. The District also actively engages customers through social media including Facebook, Twitter, YouTube and the Central San Blog to build customer awareness on issues of importance. In the upcoming fiscal year, the District will be updating its website with the goal of improving the customer experience; improving and facilitating communication of important business information; and delivering the information that our customers expect and want from the District. August 21, 2017 Regular Committee Meeting Agenda Packet -Page 93 of 119 Page 8 of 33 Increase Customer Understanding and Support for Key Issues Facing the District Achievement: This initiative is ongoing. The District successfully completed the second Central San Academy, a six-week program which focuses on educating our customers on the mission of Central San, including curriculum that covered our infrastructure, future regulations, recycled water opportunities, budgeting, rates and financing. The District also developed video public service announcements that focused on important Central San programs, operations and pollution prevention messages reaching 34.8% of households in our service area (delivering the message to an estimated 113,000-137,000 viewers). Regarding capital improvements, the District provided compelling outreach and engagement for the Comprehensive Wastewater Master Plan (CWMP) and infrastructure improvements including holding three public workshops (two for residential customers and one for commercial customers) to discuss the CWMP recommendations, infrastructure improvements, financial outlook, and other District programs and services. The District also focused CWMP outreach in creative ways through presentations to city councils, taxpayer associations, televised broadcasts, Pipeline newsletter articles, community events and meetings. The District additionally grew educational outreach through our publications and programs. More than 4,500 students were reached through our Science, Technology, Engineering, and Mathematics Program, and pollution prevention and career development information. Build and Maintain Relationships with Federal, State and Local Elected Officials and Key Stakeholder Groups Achievement: This initiative is ongoing. Members of the Board of Directors and the General Manager met with mayors, city council members, and/or city managers within the District's service area. Members of the Board of Directors also spoke at CIENTRAL CONTRA (_ 71, AkA_ JP * dft council meetings in various cities providing updated information on the District. Additionally, Board of Director Members throughout the year have met with Federal and State elected officials through member conferences in Sacramento and Washington D.C. and in -District meetings to discuss regional water issues; legislation effecting the District; future infrastructure improvement plans; and other important issues. The District also hosted a large-scale, award-winning 70th Anniversary Open House event that brought over 1,000 customers and 20 elected officials to the District to learn more about programs, services, operations, and to take tours of the treatment plant and Household Hazardous Waste Collection Facility. August 21, 2017 Regular Committee Meeting Agenda Packet -Page 94 of 119 Page 9 of 33 Provide High Quality Customer Service Achievement: This initiative is ongoing. The District takes considerable pride in the services that we provide to our customers, and we have built a strong culture of providing excellent service. Over the past year, Operation Collection Systems staff have arrived onsite to all emergency calls on average within 39.5 minutes; and for those calls, our customers rated our services 3.96 out of 4.0. On our capital improvement construction projects, we strive to minimize disruption to the public. On those projects, our customers have given us a satisfaction rating of 97%. At our Development Services permit counter, our customers have rated our services at 95%. Individual customers routinely write in to the District expressing appreciation for the level of respect and quality of service they receive. Annually, we provide our staff with customer service training. This past year all employees were provided with training on the Roles and Responsibilities of Public Employees. Strategy 2 Improve Interdepartmental Collaboration Foster Employees' Understanding of District Operations and Their Role in Our Success Achievement: This initiative is ongoing. The District provides a monthly award-winning employee newsletter, the Lateral Connection, that helps connect important District initiatives with all employees. It also serves to empower employees to develop new processes and procedures to provide better service to internal and external customers. This is made possible by the amount of multi -departmental information shared in the employee newsletter. In the upcoming fiscal year, the District will be updating its internal intranet site. Our staff will benefit from the modernizing of the site by more easily accessing District policies, procedures, Division information, and other documents related to ongoing projects. �j August 21, 2017 Regular Committee Meeting Agenda Packet - Page 95 of 119 IF., f.TuVAVC;0MNP.* 6°apa&fWrWrV.,<hI 4k� -7 �J19wd11}est Page 10 of 33 Increase Internal Partnerships Achievement: This initiative is ongoing. The District has employed numerous multi -departmental teams to review critical projects. Examples of this coordination are the following projects: • Public Private Partnership for Development and Implementation of a Full -Scale Bioenergy Facility (Planning, Regulatory, Plant Operations, Plant Maintenance, Finance) • Solids Handling Facility Wet Scrubber Pilot Project (Planning, Engineering, Regulatory, Plant Operations, Plant Maintenance) • Districtwide Vulnerability Assessment (Planning, Plant Operations, Finance, Risk Management, Information Technology) • Project Management Information System Procurement (Planning, Engineering, Finance, Information Technology) The District has also continued the Information Technology Leadership Committee, which is a multi -departmental team of employees involved in the review and analysis of information technology projects, processes and procedures. A, August 21, 2017 Regular Committee Meeting Agenda Packet -Page 96 of 119 Page 11 of 33 How are we doing? lqwr�l -- Average onsite response time for collection system Less than 20 minutes 34.25 minutes emergency calls, during working hours Average onsite response time for collection system Less than 30 minutes 37.88 minutes emergency calls, after hours Average customer service At least 3.8 out of 4.0 3.96 rating for emergency calls Average customer satisfaction Greater than 95% 97.5% rating on construction projects Average customer satisfaction rating on permit counter Greater than 95% 94.8% interactions Number of students served by Greater than 2,200 per year 2,797 our education programs Number of District employees attending annual customer At least 50% of all District staff 7.3% service training Number of participants on Greater than 563 treatment plant tours 150 participants per year Number of participants at Greater than 416 speaker bureau presentations 400 participants per year )- Number of students attending Greater than '' Citizens Academy 30 participants per session 36 August 21, 2017 Regular Committee Meeting Agenda Packet -Page 97 of 119 Page 12 of 33 Goal 2 Strategy 1 Strive to Achieve 100% Permit Strive to Meet Compliance in Air, Water, Land, Regulatory and Other Regulations Requirements Renew Treatment Plant National Pollutant Discharge Elimination System Permit which Expires on March 31, 2017 Achievement: This initiative was met. In April 2016, District staff established a permit application review team to successfully achieve renewal of the District's National Pollutant Discharge Elimination System (NPDES) Permit. Staff submitted a report of waste discharge to the San Francisco Bay Regional Water Quality Control Board on September 30, 2016. On April 12, 2017, the San Francisco Bay Regional Water Quality Control Board adopted the District's new NPDES Permit. The permit became effective on June 1, 2017 with an expiration date of May 31, 2022. Meet Existing Regulations and Plan for Future Regulations Achievement: This initiative is ongoing. The District continues to maintain operations to ensure compliance with all permit requirements. The District met all requirements of our NPDES Permit and completed 19 consecutive years of 100% compliance. The District also met all requirements of Title 22 of the California Code of Regulations related to recycled water. The Environmental and Regulatory Compliance Division staff developed and implemented a permit matrix to track all regulatory permits. The staff also provided an annual update on significant regulatory issues to the Real Estate, Environmental and Planning Committee in November 2016 and provides periodic updates as necessary. 1 August 21, 2017 Regular Committee Meeting Agenda Packet - Page 98 of 119 Page 13 of 33 Foster Relationships with Regulatory Agencies Achievement: This initiative is ongoing. District staff continues to foster positive working relationships with the San Francisco Bay Regional Water Quality Control Board, State Water Resources Control Board, Bay Area Air Quality Management District, United States Environmental Protection Agency, and other regulatory agencies through active participation in meetings, workshops and routine engagement. ,... -----r----- - - Monitor and Track Proposed and Pending Legislation/Regulatory Changes That May Impact District Operations Achievement: This initiative is ongoing. Through active participation in professional associations and engagement with regulatory agencies, District staff continues to monitor proposed and pending legislation/regulatory changes and analyze potential impacts on the District's operations. Environmental and Regulatory Compliance Division staff has submitted comment letters to regulatory agencies and has appeared before regulatory agency boards to engage rule developers on issues that may have significant impacts. Actively Manage Greenhouse Gas Emissions in the Most Cost Effective and Responsible Manner Achievement: This initiative was met. The District successfully maintained the annual anthropogenic greenhouse gas (GHG) emissions below 25,000 metric tons for the calendar year 2016. The annual 2016 GHG inventory report was submitted to the California Air Resources Board on March 3, 2017. The Environmental and Regulatory Compliance Division staff issues internal monthly GHG emission inventory updates to ensure that operational strategies are aligned with the internal GHG emissions target. The 2015 Greenhouse Gas Inventory Summary and Verification Report was issued to internal staff in October 2016. ,at August 21, 2017 Regular Committee Meeting Agenda Packet -Page 99 of 119 Page 14 of 33 Strategy 2 Strive to Minimize the Number of Sanitary Sewer Overflows Complete the Collection System Scheduled Maintenance on Time and Optimize Cleaning Schedules to Improve Efficiencies Achievement: This initiative was met. The District continues to maintain the sewer collection system to minimize sewage stoppages and overflows. In the past year, the District has transitioned its computerized maintenance management system (CIVIMS) from Accela to Cityworks. With the new CMMS system, the District has also implemented paperless work orders. Staff in the field are using mobile devices to access work orders, past work history, maps, and videos. This has enabled staff to respond to overflows and stoppages more efficiently by having information more readily available. In FY 2016-17, 744 miles of sewer pipes were cleaned; and of those miles, 98.58% were cleaned on-time and on -schedule. Continue the Pipeline Condition Assessment and Cleaning Quality Assurance Program Using the System Wide Closed Circuit Televising Program Achievement: This initiative is ongoing. The District has a goal to televise all sewers on average once every seven years. In FY 2016-17, 195 miles of sewer pipes were televised; 59 miles were televised by District staff and 136 miles were televised by a contractor. In addition to televising our sewers to assess their condition, a select number of sewer lines are also televised after they are cleaned to determine the efficiency of our cleaning operations. In FY 2016-17, 22 miles of sewers were televised for quality assurance purposed, and 94.34% had a passing rating. August 21, 2017 Regular Committee Meeting Agenda Packet - Page 100 of 119 Page 15 of 33 How are we doing? NPDES compliance Zero violations Zero violations Title V compliance Zero violations Zero violations Recycled Water Title 22 Compliance Zero violations Zero violations Sanitary sewer overflows Less than 3.0 spills per 100 2.53 miles of pipeline Spills to public water Less than 3 9 Percent of spills less than Greater than 95% 88.55% 500 gallons Pipeline cleaning schedules Greater than 95%o completed on time 98.58 /o Pipeline cleaning quality On at least 3% of pipeline assurance/quality control cleaned on an annual basis 3.04% Annual source controls Greater than 98%0 inspections completed on time 95 /o Pipeline cleaning quality assurance/quality control 100% 100% passing rate August 21, 2017 Regular Committee Meeting Agenda Packet - Page 101 of 119 Page 16 of 33 Goal 3 Strategy 1 Be a Fiscally Sound Conduct Long Range and Effective Water Financial Planning Sector Utility Ensure Rate Structure is Consistent with Cost of Service Principals Achievement: This initiative is ongoing. The two-year rate structure adopted for FY 2017-18 and FY 2018-19 reflect the cost of service principles established in the 2015 Cost of Service Study. As part of the Mentorship Program, one of the mentee projects was to conduct a survey of mixed-use rate structures. This information will be reviewed by a consultant in the upcoming fiscal year to determine what, if any, modifications should be made to the District's rate structure. Mixed-use rate changes will be reviewed and any changes will be included in FY 2019-20 rate review Improve the Application and Processing of Capacity Fees for Consistency Across User Classes Achievement: This initiative is ongoing. Staff reviewed 39 Multi -Use Developments and identified changed uses. Where the usage has changed, staff is working on collecting these outstanding fees. A consultant has been engaged to assist with assessing capacity fees for accessory dwelling units, patio dining, and mixed -used developments in FY 2017-18. Staff has developed a sampling plan for a sewer permit application audit and conducted a survey of 12 statewide wastewater agencies for capacity fee methodologies. The consultant will use this information in accessing our method of calculating capacity fees. 014 August 21, 2017 Regular Committee Meeting Agenda Packet - Page 102 of 119 Page 17 of 33 Develop along-Range Debt Management Policy Achievement: This initiative was met. The Administration Committee reviewed a draft Debt Management Policy and Administrative Procedures in June and July 2017. The debt policy was developed in accordance with SB 1029. Additional feedback has been obtained at each meeting and will be reflected in the revised drafts before being brought to the Board of Directors for potential adoption in August 2017. Develop Alternatives for New Revenues and Funding Sources (i.e. Interagency Agreements, Services, Recycled Water) Achievement: This initiative is ongoing. During the year, staff met with Contra Costa Water District to discuss the framework for a wholesale agreement for the Concord Community Reuse Project. Staff continues to look for innovative ideas to increase revenues for the District. Strategy 2 Manage Costs Perform Targeted Audits of Critical/High Risk Functions or Processes Achievement: This initiative is ongoing. As part of the Mentorship Program, a project was initiated to identify high cost/high risk functions in each Division that could be audited. A list of areas of opportunities has been established. Funding was included in the FY 2017-18 Budget for an outside auditor and it is anticipated that audits will be performed in FY 2017-18. 414 August 21, 2017 Regular Committee Meeting Agenda Packet -Page 103 of 119 Page 18 of 33 Perform Optimization Studies of Treatment Plant and Field Operations to Reduce Costs Achievement: This initiative is ongoing and has been expanded beyond the Operations Department to the entire District. In December 2016, staff made great strides toward the objective of creating a framework to track optimizations and their results by assembling a report of completed and planned optimizations throughout the District. This report was used to establish a mechanism to record the optimizations, status updates and performance measurements moving forward. Additionally, a vacant position has been repurposed to a Management Analyst which will assist in supporting and growing the District's innovative culture and continue to encourage more achievements such as these: • Development of a portable oil filtration and flushing system. • Installation of fixed vibrations sensors and monitoring of the induced draft fan to provide early notification of elevated vibration and to allow for predictive maintenance. • Reduction of 35% in backwashes per week at the Filter Plant by using three filters instead of one or two, which processes more water, increasing the time between filter backwashes, thereby reducing labor and energy costs • Modification of the caustic soda injection point from the first stage to the quench stage for the wet scrubber of Furnace No. 2 and optimizing the injection rate, to save future chemical costs which still ensuring compliance. Evaluate and Implement Risk Management Practices to Minimize Loss Achievement: This initiative is ongoing. On an annual basis, the Risk Management Section presents a Risk Management Report to the Board of Directors. The last report was presented in September 2016. The report includes annual claims assessments and trend analysis in addition to other key metrics. Additionally, after major losses or incidents, staff will prepare an "after action" or "lessons learned" report. The last reports were completed in August 2016 for the flood loss at La Espiral in Orinda and in December 2016 related to efforts to collect late commercial capacity fees. On a routine basis after every sewer overflow or stoppage, the Operation Collection Systems staff reviews the specific details of the event and assesses changes that may need to be implemented to prevent future occurrences or losses. 04 August 21, 2017 Regular Committee Meeting Agenda Packet -Page 104 of 119 Page 19 of 33 How are we doing? Standard and Poor's AAA AAA Credit Rating Debt service coverage ratio Greater than 2.0 times 9.82 Sewer Service Charge less Maintain service affordability than median of Bay Area Target Met agencies Actual reserves as a 100% 100% percentage of target Operating expenditures as a percentage of Greater than 90% 92.5% operating budget Workers Compensation Less than 1.0 0.67 experience modifier Provide modified duty for Return to work greater than 80% of 95% occupational injuries Self-insurance reserves as a 100%° percentage of target 100 /° August 21, 2017 Regular Committee Meeting Agenda Packet - Page 105 of 119 r 0 k7 Goal 4 Strategy 1 Page 20 of 33 Develop and Retain ' Ensure Adequate Staffing and a Highly Trained Training to Meet Current and Future and Innovative Operational Levels Assess, Develop, and Implement District -Wide Training Needs Achievement: This initiative is ongoing. During the year, the Human Resources Section held five mandatory human resources related training sessions for all District supervisors and twelve human resources related brown bag sessions open to all District staff. Specialty courses on business and technical writing, customer service, and understanding the roles and responsibilities of public employees were also held. In the upcoming fiscal year, staff will be issuing a request for proposal to hire a training consultant to assist in the development of specific training plans for each operational section. Develop and Train Our Future Leaders Achievement: This initiative is ongoing. In FY 2016-17, the District initiated the new Mentorship Program with four participants working on various projects with different Management mentees each quarter. Some of these mentee projects, which were presented to the Board of Directors, included development of a training plan for maintenance staff, an assessment of the impact of patio dining on capacity fees, and optimization of the data transfer between environmental compliance staff and development review staff. The District also continued the successful Management Leadership Academy program with 20 participants engaged in the six-month program. The District also offered one-on-one coaching sessions to all Management employees. Outside of District staff, the District partnered with Earn and Learn East Bay to increase student exposure and engagement with Science, Technology, Engineering and Mathematic Program careers and to encourage students to pursue a career in the water and wastewater industry. For these efforts, the District was awarded the Youth Advocacy Award from the Workforce Development Board of Contra Costa County. Aq August 21, 2017 Regular Committee Meeting Agenda Packet -Page 106 of 119 Strategy 2 Enhance Relationship with Employees and Bargaining Units Cultivate a Positive Work Culture and Promote Teamwork Achievement: This initiative is ongoing. The District continues to recognize staff at Board of Directors meetings for their award-winning achievements including the California Water Environment Association — Plant of the Year, Safety Program of the Year, Public Outreach Program of the Year, Gimmick and Gadget of Award; the National Association of Clean Water Agencies Platinum Peak Performance Award (19 consecutive years compliance with treatment plant discharge standards); Achievement of Excellence in Procurement Award (6 consecutive year); and Comprehensive Annual Financial Report Award (16 consecutive year). The District further received a California Association of Public Information Officials Award for the Lateral Connection newsletter for showing a "commitment to employee information and staff relations." Staff is also encouraged to work together as a team and does so on a regular basis on capital improvement projects and as mentioned under Goal One, Strategy Two, on special studies and projects. Sustain and Grow Collaborative Relationships with the Labor Bargaining Units Achievement: This initiative is ongoing. The District continues its quarterly Labor Management meetings with the Management Support/Confidential Group employees. We completed a District -wide Classification Study, a Total Compensation Study, and initiated labor negotiations with the three bargaining units. The goal is to complete labor negotiations prior to the expiration of the current contracts in December 2017. The General Manager also continued his bi-monthly lunches with the two main bargaining group representatives and his monthly "Meet the GM" lunches with individual work units. Page 21 of 33 August 21, 2017 Regular Committee Meeting Agenda Packet -Page 107 of 119 Page 22 of 33 Strategy 3 Meet or Exceed Industry Safety Standards Achieve Consistent Improvement on State of California and Bay Area Industry Injury Rate Achievement: This initiative was met. The District continued to monitor accident/incident causal factors and reported back to the respective departments, safety teams, and the Board of Directors. This awareness highlighted the hazards and identified corrective measures to reduce the number of incidents. In combination with education through the Lateral Connection, safety tailgates and training sessions has resulted in a reduction of the injury incident rate for FY 2016-17 to 3.8 compared to the Bay Area/State of California rate of 7.4. The District received the Plant of the Year: Safety Award from the California Water Environment Association — San Francisco Bay Section in Fall 2016 and was awarded the Plant of the Year: Safety Award statewide in Spring 2017. Enhance the Safety Culture Through Improved Training and Communications Achievement: This initiative is ongoing. The District continues to keep up to date and communicates safety regulatory changes and safe practices to District staff via distribution of the Cal/OSHA Reporter, safety articles in the Lateral Connection, and through training and tailgates conducted by Safety staff. The District began implementation of a Safety Data Sheet management online database which allows employees to access chemical hazard information via a mobile device application and web browser. The Safety Data Sheet documents are automatically kept up to date to ensure the most accurate information. August 21, 2017 Regular Committee Meeting Agenda Packet -Page 108 of 119 Page 23 of 33 How are we doing? Metri FY 2016-17 Target Results Average time to fill vacancy (from request to hire) Percentage turnover rate to remain at or below industry average Average annual training hours per employee Actual versus budgeted usage of tuition reimbursement Percentage of performance evaluations completed on time Employee injury and illness lost time incident rate Less than 60 days 53.25 days Less than 3.4% 9.14% Track in FY 2016-17 Average of 7.46 per FTE Set target for FY 2017-18 Greater than 80% 25.59% 1000 0 44.5% Less than BLS California Sewage Treatment Facilities 3.8 Rate of 7.4 41D August 21, 2017 Regular Committee Meeting Agenda Packet -Page 109 of 119 Goal 5 Maintain a Reliable Infrastructure Strategy 1 Manage Assets Optimally Throughout Their Lifecycle Page 24 of 33 Implement Board of Directors Approved Recommendations from the Comprehensive Wastewater Master Plan and Condition Assessment Achievement: This initiative was met. The District completed the CWMP for the collection system and the treatment plant. The plan was presented to the Board of Directors in June 2017, and its recommendations and condition assessment findings have been incorporated into the current Capital Budget and the 10 -year Capital Improvement Plan. Update the Consequence of Failure Matrices Achievement: This initiative was met. As part of the CWMP, the consequence of failure scores were determined for gravity sewers, pumping stations and forcemains. The consequence of failure matrix for the treatment plant was updated by District staff. Implement the Reliability Centered Maintenance Program Achievement: This initiative was met. The Plant Maintenance Division staff has been trained on reliability centered maintenance. During the past year, they performed two reliability centered maintenance pilots; one on the Dewatering System, Centrifuge Subsystem and one on the Steam System, Waste Heat Boiler Subsystem. This is a systematic approach to developing a comprehensive maintenance program based on asset criticality and consequence of failure. It also establishes a repeatable program with documented processes and procedures. Pilot results were presented to the Board of Directors on April 6, 2017 as part of the Asset Management update. A framework has been developed and implemented to improve maintenance efficiency based on reliability centered maintenance. The framework provides methods that identify and analyze the equipment and systems that cause a majority of reactive work orders based on cost and work order count. Additionally, the framework includes methods to analyze the remaining equipment and systems to an appropriate level of detail, resulting in the application of the most effective preventative maintenance task for all treatment plant equipment and systems. 4D August 21, 2017 Regular Committee Meeting Agenda Packet -Page 110 of 119 Manage and Maintain Current Equipment and Vehicle Fleet to Provide Maximum Value Achievement: This initiative is ongoing. The District continues to maintain our vehicles and equipment to minimize unscheduled downtime. During this past year, the Vehicle and Equipment Shop has transitioned to a new CMMS from Accela to Cityworks and is using field tablets to perform vehicle inspections, and input work orders and inventories. There were 966 services on vehicles with an uptime of 100%. The District has also entered into an agreement with Verizon NetworkFleet to pilot test automated vehicle location and vehicle diagnostic software. The pilot study will take place during the month of July 2017 and then a decision will be made for full implementation. Strategy 2 Facilitate Long -Term Capital Renewal and Replacement Integrate the Data from the Asset Management Program into the Analysis of Long Term Capital Improvement Needs Based on the Board of Directors Approved Comprehensive Wastewater Master Plan Achievement: This initiative was met. Planning staff completed the implementation of the InfoMaster® software. The InfoMaster® software leverages data from the Asset Management Program such as closed circuit televised scores and cleaning frequency to calculate the likelihood of failure and considers likelihood of failure and consequence of failure to analyze and prioritize gravity sewer pipe renovation needs. Also, as stated previously, the District completed the CWMP which includes near-term and long-term recommendations that are coordinated with the condition assessment findings. The CWMP will be updated on a routine basis, likely every five years, and will be referenced during the annual budget process to incorporate long-term (10 -plus years) recommendations and update the 10 -year Capital Improvement Program. Page 25 of 33 40 August 21, 2017 Regular Committee Meeting Agenda Packet -Page 111 of 119 Page 26 of 33 Implement Business Case Evaluations, Including Life - Cycle Cost, into Proposals for New Capital Improvement Program Projects to Determine Most Cost -Effective Projects and Solutions for Projects That Were Not Identified in the Approved CWMP or Already Included in the Capital Improvement Budget Achievement: This initiative was met. Staff developed and started using business case evaluations, including life -cycle cost and triple bottom line analysis, when evaluating new capital projects to determine most cost-effective projects and solutions; the most recent example being the Cogeneration System Improvement Project. Strategy 3 Protect District Personnel and Assets from Threats and Emergencies Enhance Our Capability to Mitigate, Prepare, Respond and Recover from Emergencies Achievement: This initiative is ongoing. Risk Management staff provided a presentation to the Board of Directors in February 2017 on the District's Emergency Management Program, which included an assessment of the District's response capability and the components of our Program. The Program includes plans, training, communications, supplies and equipment, and coordination. Our Emergency Operations Plan was updated in September 2016. District staff is also currently participating in the multi jurisdictional Local Hazard Mitigation Plan update along with staff from 35 other agencies, including Contra Costa County. The update process began in November 2016, and we have submitted all updates specific to the District. The Plan is being finalized for Federal Emergency Management Agency review. Regarding training, the annual Emergency Operations Center activation exercise was held in September 2017. The Information Technology staff procured the services of a remote co -location facility to replicate server and application data to improve the ability to recover from a disaster or prolonged system outage. Also, a new tape backup system was implemented to compliment the primary disk based backup system, which provides an additional viable recovery method. 4) August 21, 2017 Regular Committee Meeting Agenda Packet - Page 112 of 119 Page 27 of 33 Evaluate and Implement Appropriate Improvements to Our Security Program to Meet New or Evolving Threats Achievement: This initiative is ongoing. The District completed a comprehensive Security System Study, which included physical security assessments of District facilities. This report is scheduled to be presented to the Board of Directors in August 2017. The recommendations include consolidation of security monitoring, standardization, enhanced security culture and policies, and specific security improvement recommendations for District facilities. Additionally, enhanced access control measures have been implemented in the lobby area of the Martinez Headquarters Building. The Information Technology staff made a presentation to District staff focusing on security awareness that emphasized common cyberattack tactics and how to protect against them. Key security applications were upgraded which provided enhanced malware detection, prevention, and removal capabilities. A mandatory password change was implemented for all District employees. Also, all legacy servers and workstations running insecure operating systems have been retired. Ito August 21, 2017 Regular Committee Meeting Agenda Packet -Page 113 of 119 Page 28 of 33 How are we doing? Metric &L FY 2016-17 Target Mak Safety work orders completed 100% 93.5% on time Regulatory Title V work orders 100% 95.03% completed on time Planned treatment plant preventative maintenance Greater than 95% 87.8% completed on time Complete implementation By first quarter of 2017 Completed of Infomaster Miles of pipeline replaced Greater than 1 % of assets 0.33% Capital expenditures as a 89.1% percentage of capital budgeted Greater than 90% cash flow *Results remain under review Information system uptime (excluding planned 100% 99.99% maintenance) Data backup and recovery Zero lost data Zero lost data August 21, 2017 Regular Committee Meeting Agenda Packet - Page 114 of 119 � 1 t c Embrace Technology, Innovation, and Environmental Sustainability Page 29 of 33 Strategy 1 Augment the Region's Water Supply Explore Partnering Opportunities (e.g. Contra Costa Water District and East Bay Municipal Utility District) Achievement: This initiative is ongoing. District staff continues to pursue discussion and interest in the potential projects identified in the District's Wholesale Recycled Water Study. In FY 2016-17, staff conducted meetings to discuss the District's potential supply of recycled water with the U.S. Bureau of Reclamation, Dublin San Ramon Services District, and Zone 7 Water Agency. In addition, the District's General Manager represented the Bay Area Clean Water Agencies on the Bay Area Regional Reliability Task Force, a stakeholder group charged with reviewing and providing input on the Bay Area's planning efforts to establish a resilient water supply. The General Manager was instrumental in promoting a regional exchange program that has become one of the top recommendations of this regional planning study, which was jointly funded with the United States. Bureau of Reclamation. August 21, 2017 Regular Committee Meeting Agenda Packet - Page 115 of 119 Page 30 of 33 Develop a Satellite Recycled Water Facilities Program Achievement: This initiative is ongoing. In FY 2016-17, the District executed a Planning Agreement with the Diablo Country Club and initiated the environmental review process, including completion and release of the Initial Study and Notice of Preparation of an Environmental Impact Report in compliance with the California Environmental Quality Act, and conducting two Open House public meetings to receive input on the project. In FY 2016-17, District staff also supported the Diablo Country Club's efforts to issue a request for proposals to procure the design -build team for the project. Strategy 2 Evaluate Business Processes and Optimize Business Operations Perform Business Process Mapping and Re -Engineering Achievement: This initiative is ongoing. Staff met with our current Enterprise Resource Planning (ERP) vendor, SunGard, to discuss optimization. Select improvements were made to the purchasing process, and ERP system limitations were identified. The District also entered into an agreement with the Government Finance Officers Association to assess the District's readiness to transition to a new ERP system. The scope of this agreement includes the analysis and documenting of our current business processes; an assessment of areas for optimization; requirements for a new ERP system; an assessment of organizational readiness; and assistance in the procurement of a new ERP. It is anticipated that this work will be completed by the fall of 2017. August 21, 2017 Regular Committee Meeting Agenda Packet -Page 116 of 119 Page 31 of 33 Strategy 3 Reduce Reliance on Non -Renewable Energy Explore Opportunities for Self -Generation, Conservation, and Efficiency Based on the Board of Directors Approved Comprehensive Wastewater Master Plan Achievement: This initiative is ongoing. District staff routinely tracks energy usage and provides a summary of usage to the Board of Directors on a quarterly basis. An Energy Policy (BP027) was � presented to and approved by the Board of Directors in August 2016, which includes criteria for evaluating energy generation projects. An energy self-sufficiency assessment was completed as part of the CWMP. Recommendations for energy efficiency improvements and other improvements to strive towards net zero energy are included in the CWMP and were presented to the Board of Directors in 2016 and 2017. Ilk The District has completed installation and start-up of the solar photovoltaic systems at the Household Hazardous Waste Collection Facility and Collection System Operations Building. We will be pursuing solar photovoltaic opportunities for the treatment plant and/or buffer properties in FY 2017-18. The District is also pursuing public-private partner interest in a Bioenergy Facility that will produce renewable energy and process a portion of the District's solids. A request for interest for innovative bioenergy projects, � such as gasification and other solids to energy processes, was issued and letters of interest were received in June 2017. August 21, 2017 Regular Committee Meeting Agenda Packet -Page 117 of 119 Page 32 of 33 Strategy 4 Encourage the Review and Testing of Promising and Leading Technology Expand and Improve the Use of Cost Effective Mobile Computing and Communication Technologies Achievement: This initiative is ongoing. The District implemented new software and hardware to improve operational efficiency, including implementation of a new CMMS, Cityworks. As part of this implementation, the District also rolled out mobile devices in the field for maintenance staff to use with the Cityworks CMMS system to improve efficiency and access to information. The District also rolled out mobile devices to the Environmental Compliance staff to automate the inspection process and provide current information in the field. Other efficiencies include the implementation of a streamlined Section 125 Flexible Spending Account plan which includes a debit card, mobile application, a third -party administrator to process all claims, and a mobile application (Ben IQ) which contains information on all District benefits. Continue Developing and Investing in Cost Effecti Innovation, Technology, and Applied Research and Development Achievement: This initiative is ongoing. The Applied Research Committee continues to meet on a quarterly basis to discuss pilot and optimization opportunities. The District is completing a comprehensive pilot of new wet scrubber technology as part of the Solids Handling Facilities Improvements Predesign Project. The pilot plant began operation in May 2017 and is scheduled for completion by September 2017. The District is also part of a consortium of organizations and public agencies led by the Water Environment and Reuse Foundation that was selected by the Department of Energy to plan and design a three -to -five dry tons per day, innovative bioenergy pilot plant. The District was selected as the host site for the pilot plant, which is 50% funded with a $1.2 million grant from the Department of Energy. The District hosted the project kickoff workshop in June 2017 where over 30 attendees from across the United States and Canada were in attendance. The District is also currently evaluating several other innovative nutrient removal technologies for potential pilot projects, such as aerobic granular sludge and membrane aerated biofilm reactors. �a August 21, 2017 Regular Committee Meeting Agenda Packet - Page 118 of 119 Page 33 of 33 How are we doing? and EnvironmentalSustainability W liar I ift FY 2016-17 Target Total gallons of recycled water Greater than 240 million distributed to external gallons per year g Y 204,122,430 gallons per year customers Maximum residential fill station 15 minutes Less than 5 minutes customer wait time Gallons of recycled water Greater than 14 million gallons distributed at the residential perY ear 4,833,536 gallons per year fill station Gallons of recycled water Greater than 4 million gallons 199,511 gallons per year g Y distributed at truck fill program per year Greater than kWh of electricity produced 18 million kWh per year (reported as a rolling average) kWh of solar power produced at Collection System Greater than 200 kWh per year Operations and Household (reported as a rolling average) Hazardous Waste Pilot test new and promising technology Present research papers and findings Greater than 3 pilot tests or reviews per year Greater than 3 papers per year 79.3 million kWh 136,215 kWh 5 5 Ail August 21, 2017 Regular Committee Meeting Agenda Packet - Page 119 of 119