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Home My WebLink About04.a. First Quarter FY 2017-18 Strategic Plan Tracking ReportsPage 1 of 16 Item 4.a. S Central Contra Costa Sanitary District December 12, 2017 TO: ADMINISTRATION COMMITTEE FROM: ANN K. SASAKI, DEPUTY GENERAL MANAGER REVIEWED BY: ROGER S. BAILEY, GENERAL MANAGER SUBJECT: FIRST QUARTER FY2017-18 STRATEGIC PLAN TRACKING REPORTS Attached are the Strategic Plan Tracking Reports for the first quarter of FY 2017-18. 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 ATTACHMENTS: 1. FY 2017-18 Strategic Plan Metric Tracker 2. FY 2017-18 Strategic Plan Key Success Measures Tracker December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 49 of 72 F744 -cis I I Page 2 of 16 FY 2017-18 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Metric FY 2017-18 Target 1st QTR 2nd QTR 3rd QTR 4th QTR Comments / Issues Average onsite response time for Less than 20 minutes 40 Minutes collection system emergency calls, during working hours Average onsite response time for Less than 30 minutes 44 Minutes collection system emergency calls, after hours Average customer service rating At least 3.8 out of 4.0 3.93 for emergency calls Average customer satisfaction Greater than 95% 1st QTR: None received. rating on construction projects Average customer satisfaction Greater than 95% 100% 1st QTR: Four surveys were received in the 1st Quarter, each with a 100% rating. rating on permit counter interactions Number of students served by Greater than 2,200 per year 66 1st QTR: Our education programs reached 66 students in the 1 st Quarter. Since school did not begin until the end of our education programs August, these numbers will show a substantial increase in the coming months which is in line with previous years. Number of District employees At least 50% of all District staff 0 (Zero) attending annual customer service training Number of participants on Greater than 150 participants per 42 1st QTR: Forty-two participants toured the treatment plant (and sometimes other facilities). This is 28% of the goal. As of treatment plant tours year October 1, 2017, there are well over 100 additional tour attendees registered for FY 2017-18. Number of participants at Greater than 400 participants per 42 1st QTR: One speaker's bureau presentation occurred to a group of 42 Rossmoor Rotarians. Several more presentations speaker bureau presentations year are booked for the remainder of FY 2017-18. Number of students attending Greater than 30 participants per 1st QTR: Seeking partnerships and optimizing marketing for key demographics. Citizens Academy session S Completed December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 50 of 72 O On Task O Off Task 0 At Risk Page 1 F744 -cis I I Page 3 of 16 FY 2017-18 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 2 STRIVE TO MEET REGULATORY REQUIREMENTS Metric FY 2017-18 Target 1St QTR 2nd QTR 3rd QTR 4th QTR Comments / Issues NPDES compliance Zero violations Zero Title V compliance Zero violations Zero Recycled Water Title 22 Zero violations Zero Compliance Sanitary sewer overflows Less than 3.0 spills per 100 miles 0.19 of pipeline Spills to public water Less than 3 0 Percent of spills less than 500 Greater than 95% 67% gallons Pipeline cleaning schedules Greater than 95% 99% completed on time Pipeline cleaning quality On at least 3% of pipeline 3.3% assurance/quality control cleaned on an annual basis (QA/QC) Pipeline cleaning QA/QC passing Greater than 98% 88% rate Annual source controls 100% 100% inspections completed on time S Completed December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 51 of 72 O On Task O Off Task 0 At Risk Page 2 F744 -cis I I Page 4 of 16 FY 2017-18 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Metric FY 2017-18 Target 1st QTR 2nd QTR 3rd QTR 4th QTR Comments / Issues Standard and Poor's Credit AAA Target Met Rating Debt service coverage ratio Greater than 2.0 times Target Met Maintain service affordability Sewer Service Charge less than Target Met median of Bay Area agencies Actual reserves as a percentage 100% Target Met of target Operating expenditures as a Greater than 90% Target Met percentage of operating budget Workers Compensation Less than 1.0 .71 experience modifier Return to work Provide modified duty for greater 100% than 80% of occupational injuries Self-insurance reserves as a 100% 100% percentage of target S Completed December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 52 of 72 O On Task O Off Task 0 At Risk Page 3 F744 -cis I I Page 5 of 16 FY 2017-18 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Metric FY 2017-18 Target 15Y QTR 2nd QTR 3rd QTR 4th QTR Comments / Issues Average time to fill vacancy (from Less than 60 days 79 request to hire) Percentage turnover rate to Less than 3.4% 1.0% remain at or below industry average Average annual training hours Track in FY 2016-17, set target 8.00 per FTE per employee for FY 2017-18 Actual versus budgeted usage of Greater than 80% 17% tuition reimbursement Percentage of performance 100% 50.5% 151 QTR: Thirty-eight completed performance evaluations received out of 75 that were due. evaluations completed on time Employee injury and illness lost Less than BLS California 7.14 151 QTR: Incident Rate increased due to Medical Only Claims. One infected Yellow Jacket bite and two Poison Oak time incident rate Sewage Treatment Facilities exposures. Rate (7.4) S Completed December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 53 of 72 O On Task O Off Task 0 At Risk Page 4 F744 -cis I I Page 6 of 16 FY 2017-18 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Metric FY 2017-18 Target 1st QTR 2nd QTR 3rd QTR 4th QTR Comments / Issues Safety work orders completed on 100% 96% time Regulatory Title V work orders 100% 100% completed on time Planned treatment plant Greater than 95% 92% preventative maintenance completed on time Miles of pipeline replaced Greater than .5% of assets 1st QTR: Pipeline being replaced per collection CWMP. Ongoing projects on schedule to be completed by January 2018. (7.6 miles per year for next 5 Upcoming bids to be determined. years starting in FY 2017-18) Capital expenditures as a Greater than 90% 90% percentage of capital budgeted cash flow Information system uptime 100% 100% (excluding planned maintenance) Data backup and recovery Zero lost data 1st QTR: No data loss. S Completed December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 54 of 72 O On Task O Off Task 0 At Risk Page 5 F744 -cis I I Page 7 of 16 FY 2017-18 STRATEGIC PLAN KEY PERFORMANCE METRICS PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Metric FY 2017-18 Target 1st QTR 2nd QTR 3rd QTR 4th QTR Comments / Issues Total gallons of recycled water Greater than 240 million gallons 43% of 1st QTR: 102,440,918 gallons distributed to external customers per year Total Goal Maximum residential fill station 15 minutes customer wait time Gallons of recycled water Greater than 14 million gallons 10% of 1st QTR: 1,456,811 gallons distributed at the residential fill per year Target Goal station Gallons of recycled water Greater than 4 million gallons per 13% of 1st QTR: 510,345 gallons. District Capital Project contractor used majority of water. Portion of that contractor's water could distributed at truck fill program year Total Goal have been consumed during end of 4th Quarter FY 2016-17. Contractor was unresponsive in providing meter data for five months. kWh of electricity produced Greater than 18 million kWh per On Target 1st QTR: 18.9 million kWh year (reported as a rolling average) kWh of solar power produced at Greater than 200 kWh per year On Target 1st QTR: 234.9 mWh CSO and HHW (reported as a rolling average) Pilot test new and promising Greater than 3 pilot tests or 1st QTR: Planning is coordinating HYPOWERS Pilot and Wet Scrubber Pilot. technology reviews per year Present research papers and Greater than 3 papers per year 1st QTR: Three conference presentations are schedule for 2nd Quarter: findings GIS Analyst Carl Von Stetten — Migrating Legacy Applications into an Model -View Controller (MVC) Framework • Senior Engineer Dan Frost — HYPOWERS Hydrothermal Processing Project at Central San • Associate Engineer Michael Penny — What's so Complicated? It All Flows Downhill. How Central San Changed the Way They Define Rehabilitation Spending S Completed December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 55 of 72 O On Task O Off Task 0 At Risk Page 6 S anC Page 8 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures 1St 2"d 3nd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Update website to increase customer engagement, efficiency in customer -District 1St Qtr: Vendor has been working with all Central San leads with a timeline in place for all three websites processes, and showcase the District as an industry leader. to be replaced by the end of FY 2017-18. Invest in business process changes and technologies to 1St Qtr: Central San Facebook has 186 Followers and Twitter page has 231 Followers. We have effectively increase access to Develop and monitor growth of social media. increased engagement on both pages, including a significant increase in outreach for the HHW 20th District information and promote Anniversary Event promotional posts. Evaluate and improve process for managing District electronic records, including customer care, convenience and self-service. email. Implement on-line permit processing (FY 2017-18). 1St Qtr: Rolled into ERP replacement. Conduct and track outreach for the Comprehensive Wastewater Master Plan 1St Qtr: CWMP customer outreach continues. The October 2017 Pipeline Newsletter focuses on (CWMP). highlighting CWMP projects and other actionable work (photos) that shows customers' rates being prudently invested in infrastructure. Conduct external presentations that highlight District services and key initiatives 1St Qtr: One speaker's bureau presentation reaching 42 Rossmoor Rotarians occurred in the 1 st Quarter. Increase customer understanding through speaker's bureaus and other presentations. Several more presentations are booked for the remainder of the year and outreach continues. 1St Qtr: Forty-two people participated in tours of our treatment plant and other facilities. More than 100 and support for key issues facing the District. Conduct facility tours and track the number of people participating. additional participants are already registered for the coming year and many more are expected. Outreach for this continues. Develop videos and public service announcements to communicate important 1St Qtr: HHW 20th Anniversary public service announcements have been developed and will air across "The Foster Customer District information, programs and services. Central San's service area on cable TV and locally on CCTV. Overflow Hero!" was selected as an Engagement and interactive knowledge exchange (IKE) to be exhibited at WEFTEC on October 3, 2017. Awareness Track number of meetings with elected officials and stakeholders. 1St Qtr: All meetings with elected officials have been tracked in the Board's event log. Build and maintain relationships 1St Qtr: HHW 20th Anniversary Event on October 18, 2017 includes attendance by representatives at the with Federal, State and local Host an annual signature event that includes legislators and stakeholders. federal, state, and local level who will each provide proclamations/certificates honoring Central San. elected officials and key They will also have the option of taking part in a VIP treatment plant tour. Plan presentations for Board Members to present to City Councils and community 1St Qtr: The Board continues to be active in their communities providing City Council presentations in stakeholder groups. groups of their liaison cities. Martinez, Pleasant Hill, Walnut Creek, Danville and San Ramon. Our Board President has met with Senators Glazer, Dodd, and Baker. Provide staff with Public Records Act training. Respond to all customer field requests within 20 minutes during work hours. 1St Qtr: Average response time was 42 minutes. Conduct annual customer service sensitivity training to all District staff. 1St Qtr: Session tentatively scheduled for 3rd Quarter. Provide high quality customer Conduct annual political sensitivity training for all District management and 1St Qtr: Session held in September 2017. service. supervisory staff. Monitor customer feedback and identify trends and areas for improvement. 1St Qtr: Central San will now own the HHW Yelp page which has a 4.5 out of 5 Star rating! Survey Customers and conduct research to assess customer expectations 1St Qtr: Central San will work to contract for a follow-up survey to our initial benchmark survey. (FY 2017-18). 0 Completed O On Task O Off Task 0 At Risk Page 1 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 56 of 72 Wr,tqrtr q CWS_ Page 9 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 1 PROVIDE EXCEPTIONAL CUSTOMER SERVICE Strategy Initiative Key Success Measures 1St QTR 2nd QTR 3na QTR 4t" QTR Performance in Achieving Success Measures Status, Comments and Exceptions Communicate important District initiatives and information to employees via print 1St Qtr: The employee newsletter (Lateral Connection) now includes monthly features from Safety, and electronic communication. Human Resources and Information Technology. Solicit feedback from employees on efficiency of District operations, and implement viable solutions. 1St Qtr: Working with the Government Finance Officers Association (GFOA) to map business process workflow and to identify areas for improvement. Foster employees' understanding of District operations and their role in our success. Continue review and streamlining of existing Board policies, and assist with development of new Board policies as may be necessary. Improve Interdepartmental Update current intranet system and its contents (FY 2017-18). 1St Qtr: Vendor has been working with all Central San leads with a timeline in place for all three websites to be replaced by the end of FY 2017-18. Collaboration Develop multi -divisional teams for implementation of Board -approved 1St Qtr: Starting to implement the project management information system (PMIS). recommendations from the CWMP. Increase internal partnerships. Develop multi -divisional teams to implement District -wide business process efficiency projects. 1St Qtr: Working with Government Finance Officers Association (GFOA) to map business process workflow and to identify areas for improvement. Continue the Information Technology (IT) Leadership Committee. 1St Qtr: Regular meetings are held to discuss priorities and current projects. Completed O On Task Off Task December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 57 of 72 At Risk Page 2 S anC Page 10 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 2 STRIVE TO MET REGULATORY REQUIREMENTS Strategy Initiative Key Success Measures 1St 2"d 3nd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Comply with all permit requirements for air, wastewater discharges and recycled 1St Qtr: No Notice of Violations were issued for air or wastewater. Meet existing regulations and plan water. for future regulations. Provide an annual regulatory update to the Board. 1St Qtr: Not scheduled to be given in 1 St Quarter. On task to provide update in 211 Quarter. 9� p p Actively participate in meetings of BACWA and the RWQCB. Participate in relevant meetings and workshops with regulatory agencies. Foster relationships with regulatory Communicate directly with Regional Water Quality Control Board (RWQCB), State agencies. 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. Analyze, review and comment on relevant proposed legislation/regulations, as 1St Qtr: Legislation has been reviewed and tracked, providing consistent and up-to-date staff appropriate recommendations and requests for Board decisions on priority legislation. Monitor and track proposed and Actively participate in professional associations (National Association of Clean 1St Qtr: Staff provided two panel presentations at the CASA Conference (Communication pending legislation and regulatory changes that may impact District Water Agencies [NACWA], Water Environment Federation [WEF], California Services/Engineering). Media Production Technician Joe Zumbo's OPD Superhero video was selected o Operations. Association of Sanitation Agencies [CASA], Bay Area Clean Water Agencies as an interactive knowledge exchange (IKE) for WEFTEC. The video was presented at the conference. Strive to Achieve 100% [BACWA], California Water Environment Association [CWEA], California Special Permit Compliance in Air, Water, Land Districts Association [CSDA], etc.). and Other Regulations Keep CO2e anthropogenic GHG emissions below 25,000 metric tons. 1St Qtr: On track to meet Calendar Year 2017 goal. Prepare internal monthly GHG emission inventory updates. Actively manage greenhouse gas (GHG) emissions in the most cost effective and responsible manner. Prepare and submit annual GHG emission inventory to CARB. Prepare internal annual inventory summary and verification report. 1St Qtr: Passed California Air Resources Board's verification in July 2017. Internal verification report issued in August 2017. Complete the collection system Clean at least 800 miles of sewer lines per year. scheduled maintenance on time Complete scheduled maintenance on time for at least 95% of the schedules. and optimize cleaning schedules to improve efficiencies. Televise at least 150 miles of sewer lines per year. 1St Qtr: CCTV trucks were inoperable for one month of the list Quarter due to software problems. Continue the pipeline condition assessment and cleaning quality Identify emergency pipeline projects and include them in the Capital Improvement assurance program using the Program (CIP). Perform CCTV QA/QC on 3% of lines cleaned on an annual basis with a goal of system -wide CCTV program. having at least a 98% passing rate. 0 Completed O On Task O Off Task 0 At Risk Page 3 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 58 of 72 IIS Page 11 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 3 BE A FISCALLY SOUND AND EFFECTIVE WATER SECTOR UTILITY Strategy Initiative Key Success Measures 1St QTR 2"d QTR 3nd QTR 4th QTR Performance in Achieving Success Measures Status, Comments and Exceptions Ensure rate structure is consistent Review and implement a new rate structure for mixed-use businesses. with cost of service principles. Conduct audit of rates and fees (FY 2017-18). Improve the application and processing of capacity fees for consistency across user classes. Conduct annual capacity fee audits to ensure appropriate fees are assessed and collected. 1St Qtr: New Management Analyst started in September 2017 and will begin review in 3'd Quarter. Conduct annual review of business establishments to ensure consistent use with existing permits and capacity fees paid. 1St Qtr: New Management Analyst started in September 2017 and will begin review in 3rd Quarter. Conduct Long Range Present draft debt management policy to Board by June 2017. 1St Qtr: Debt Management Policy adopted by the Board in September 2017. Financial Planning Develop a long-range debt management policy. 0 Policy will consider intergenerational equity and the prudent use of debt to stabilize long-term rates. 11t Qtr: Currently in RFP process for a financial advisor. Develop alternative scenarios to utilize debt prudently to optimize the financing of the Board -approved recommendations from the CWMP. Develop alternatives for new revenues and funding sources (i.e. Identify District services that could be offered to other regional public agencies and implement feasible alternatives. Identify and pursue State Revolving Fund (SRF) loan grant opportunities, as appropriate. interagency agreements, services, recycled water). Perform targeted audits of Identify high-cost/high-risk functions. 11t Qtr: Working with risk assessment as source for overall multi-year audit workplan. Have identified up to five areas for FY 2017-18 audits. 1St Qtr: Have arranged for audit for two projects (P -cards, petty cash); Laboratory assessment is third critical/high-risk functions or processes. Perform at least three audits of high-risk function (FY 2016-18). project; and revenue audit may be fourth. Have hired temporary staff to assist in developing framework for Board. 1St Qtr: CSO — Optimize cleaning schedules in 2nd and 3rd Quarters. Perform optimization studies of Identify treatment plant and field processes for optimization. treatment plant and field operations Perform optimization studies on at least three of the processes identified 1St Qtr: CSO — Optimize cleaning schedules in 2nd and 3rd Quarters. Manage Costs to reduce costs. (FY 2016-18). Identify and implement lessons learned from previous losses (FY 2016-18). 1St Qtr: Will meet in 3rd Quarter to debrief winter storm issues. Evaluate and implement risk management practices to minimize Reduce average cost of overflow claims. 1St Qtr: 0 (zero) Offer temporary modified duty to employees with occupational injuries. 1St Qtr: 100% loss. Provide an Annual Risk Management Report to the Board. 1St Qtr: Presented to Board in October 2017. 0 Completed O On Task O Off Task 0 At Risk Page 4 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 59 of 72 S a Page 12 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy Initiative Key Success Measures 1st 2"d 3nd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Hire Training Coordinator position. 1st Qtr: Issuing RFP in 2nd Quarter. Develop and implement a training plan for each business section 1st Qtr: Issue RFP in 2nd Quarter. Anticipated hire date of consultant January 2018. Consultant to Ensure Adequate Assess, develop, and implement p , P (FY 2016-18). develop and implement training plan in 3rd and 4th Quarter. Develop and implement a training plan for each employee classification 11t Qtr: Issue RFP in 2nd Quarter. Anticipated hire date of consultant January 2018. Consultant to Staffing and Training to District -wide training needs. Meet Current and (FY 2016-18). develop and implement training plan in 3rd and 4th Quarter. Continue to encourage and track the usage of outside training and tuition Future Operational Levels reimbursement programs. Develop and train our future 1st Qtr: Final Leadership Academy session/graduation was held September 2017. RFP for new leaders. Continue the Leadership and Supervisors Academies (alternating years). Supervisor Academy trainer to be issued in December 2017. Next Supervisor Academy session is scheduled for Spring 2018. 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. 1st Qtr: Three major projects are now underway that promote cross -divisional teams: New Central San Enhance Relationship Cultivate a positive work culture with Employees and and promote teamwork. Promote opportunities for cross -divisional work teams. Websites (Communication Services/IT), HHW 20th Anniversary Event (HHW/Communication Services), Bargaining Units and P2 Awards (Enviornmental Compliance/Communication Services). Provide opportunities to recognize high -performing teams at Department meetings 1st Qtr: National Association of Clean Water Agencies Peak Performance Award, Platinum 19, and Board meetings. recognized at September 2017 Board meeting. Continue the General Manager lunches with the Division workgroups. Continue the Lateral Connection employee newsletter. 1st Qtr: All issues completed for 1st Quarter with high employee engagement information and articles. 0 Completed O On Task O Off Task 0 At Risk Page 5 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 60 of 72 Page 13 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 4 DEVELOP AND RETAIN A HIGHLY TRAINED AND INNOVATIVE WORKFORCE Strategy Initiative Key Success Measures 1St 2"d 3nd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Continue the General Manager lunches with the bargaining representatives. Enhance Relationship with Employees and Sustain and grow collaborative relationships with the labor Continue the Labor Management Committee meetings. are 1St Qtr: Local 1 to meet with Labor Management Committee when negotiations tete. complete. g 9 P Bargaining Units bargaining units. Engage the bargaining units in informal discussions on collaborative solutions to workplace issues. 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. Continue providing accident/incident analysis summary to District Management industry injury rate. Team on a quarterly basis to inform Managers of their respective workgroup's performance, accident causation, and corrective measures. Meet or Exceed Industry Safety Standards Continue providing an Annual Safety Report to the Board. Continue conducting regulatory required safety training. Continue conducting training based upon accident/incident causal factors, new Enhance the safety culture through processes, equipment, or procedures. improved training and Continue providing relevant safety information to personnel via the Safety Corner communications. in the Lateral Connection. Continue providing upcoming safety-related legislation and regulations to supervisors and managers via the Cal/OSHA Reporter and safety updates. 0 Completed O On Task O Off Task 0 At Risk Page 6 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 61 of 72 Page 14 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Strategy Initiative Key Success Measures 1st 2"d 3nd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Implement prioritized CWMP and Condition Assessment recommendations that are maintenance -related and incorporate these into the maintenance schedule Implement Board -approved (e.g., corrective work orders) or adjust maintenance activities (e.g., Preventative recommendations from the CWMP Maintenance Plan) as appropriate. and Condition Assessment. Implement the capital improvement projects identified in the CWMP consistent with Board -approved recommendations. 1 st Qtr: Manage Assets Completed two system analyses: Optimally Throughout Their Lifecycle Implement the Reliability Centered Maintenance (RCM) Program. Perform RCM on at least five treatment plant process systems (FY 2016-18). Steam System — Waste Heat Boiler Dewatering System — Centrifuge Starting third system analysis: • Ultraviolet System Maintain uptime for vehicles and equipment greater than 95%. Manage and maintain current Install automated vehicle location (AVL) on all District vehicles. 1st Qtr: Implementation in 2"d Quarter. equipment and vehicle fleet to provide maximum value. Develop and implement diagnostics associated with AVL. 1st Qtr: Implementation in 2"d Quarter. Integrate the data from the Asset Management Program into the analysis of long term capital Coordinate near term CIP projects identified in the condition assessment findings improvement needs based on the with the Board -approved CWMP. Board -approved CWMP. Facilitate Long -Term Implement business cases Capital Renewal and evaluations, including life -cycle Replacement cost into proposals for new CIP projects to determine the most cost-effective projects and Prepare Business Case Evaluations for all large projects of $1 million if not already solutions for projects that were not identified in the CIB or Board -approved CWMP. identified in the approved CWMP or the Capital Improvement Budget (CIB). 0 Completed O On Task O Off Task 0 At Risk Page 7 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 62 of 72 S Page 15 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 5 MAINTAIN A RELIABLE INFRASTRUCTURE Strategy Initiative Key Success Measures 1st QTR 2nd QTR 3nd QTR 4th QTR Performance in Achieving Success Measures Status, Comments and Exceptions Implement the minimum readiness requirements of the Continuity Plan. 1St Qtr: Will complete vital records and at least one more section in FY 2017-18. Add one continuity, field and treatment plant practical exercise to the Emergency 1St Qtr: Planned for 3rd and 4th Quarters. Management Training Program. Protect District Personnel and Assets from Threats and Emergencies Enhance our capability to mitigate, prepare, respond and recover from emergencies. Complete the five-year update to the multi -jurisdictional Local Hazard Mitigation Plan (LHMP) (Contra Costa County, State, FEMA). 1St Qtr: Plan submitted and is under review by CalOES and FEMA. Provide an annual Emergency Management Report to the Board. 1St Qtr: Target January 2018. Relocate the data center to a more secure location (FY 2016-18). 1St Qtr: In progress. Bid documents anticipated in April 2018. Explore cloud -based systems such as email and cloud backup solutions. 1St Qtr: Email now fully cloud based. Develop a Comprehensive Security Master Plan. 1St Qtr: Vulnerability assessment completed and implementation underway. Protect District Evaluate and implement Consolidate security monitoring at all District facilities. 1St Qtr: In progress. Enhance the security culture through improved communication. 1St Qtr: Ongoing — Card readers installed in HOB lobby. Personnel and Assets from Threats and Emergencies appropriate improvements to our Security Program to meet new or evolving threats. Upgrade treatment plant -site network and network equipment to create redundant 1St Qtr: New network switches now 90% complete. New fiber to be installed as part of the Data Center paths. replacement. Develop and implement critical IT security policy/procedure. 1St Qtr: Ongoing effort to add new procedures. Completed O On Task Off Task December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 63 of 72 At Risk Page 8 �S aC Page 16 of 16 FY 2017-18 STRATEGIC PLAN KEY SUCCESS MEASURES PROGRESS REPORT GOAL 6 EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Strategy Initiative Key Success Measures 1st 2"d 3nd 4th Performance in Achieving Success Measures QTR QTR QTR QTR Status, Comments and Exceptions Explore partnering opportunities Complete wholesale opportunities next steps. Work with regional partners to develop water supply opportunities. (e.g. Contra Costa Water District [CCWD] and East Bay Municipal Support regional development of local water supply. Augment the Region's Utility District [EBMUD]). Water Supply Complete the Facilities Planning Study, or other alternative, for the Diablo Country Develop a Satellite Recycled Water Club's (DCC) SWRF project. Facilities (SRWF) Program. Finalize the agreement for DCC SWRF project. Implement Automated Timekeeping Program. 11t Qtr: Issued RFP and evaluating five responses as of October 2017. Evaluate Business Perform business process mapping Update Purchasing Policy and Procedures to incorporate best practices and Processes and Optimize and re-engineering. simplify the process. Business Operations Select replacement ERP System and begin implementation phases. 11t Qtr: Many improvements complete. Some still in progress, but most are now on hold pending ERP replacement effort. Expand and improve the use of Acquire and roll out cost-effective mobile devices for appropriate staff. 1st Qtr: Complete — Mobile devices deployed at CSO and in Environmental Compliance. Encourage the Review cost effective mobile computing and communication technologies. Implement mobile applications: timekeeping, construction inspections, and Testing of environmental compliance, etc. (FY 2017-18). Promising and Leading Continue developing and investing Meet quarterly with the Applied Research Committee to promote innovation and Technology in cost effective innovation, continuous improvement. Track and assign resources to implement applied research projects as technology, and applied research and development. recommended by the Board -approved CWMP or staff. Explore opportunities for self- Develop energy self-sufficiency assessment. 1st Qtr: P3 Bioenergy Project RFP is ongoing. Reduce Reliance on generation, conservation and Track and review energy usage and explore options to optimize energy efficiency. 1st Qtr: Proceeding with PG&E energy efficiency programs. Non -Renewable Energy efficiency based on the Board- approved CWMP. 0 Completed O On Task O Off Task 0 At Risk Page 9 December 12, 2017 Regular ADMIN Committee Meeting Agenda Packet - Page 64 of 72