Loading...
HomeMy WebLinkAbout04.c. Review draft Strategic Plan for Fiscal Years (FY) 2018-20 Page 1 of 28 Item 4.c. Central Contra Costa Sanitary District March 6, 2018 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: ANN SASAKI, DEPUTY GENERAL MANAGER ROGER S. BAILEY, GENERAL MANAGER SUBJECT: REVIEW DRAFT STRATEGIC PLAN FOR FISCAL YEARS (FY) 2018-20 Following its December 11, 2017 workshop, the Board adopted the District's revised Vision, Mission, Values and Goals at its January 4, 2018 meeting. These changes were made to better reflect the District's commitment to work effectively and efficiently and to provide a safe and healthful environment for its employees. With this updated framework in place, Managers and key staff met on January 9, 2018 to revise the strategies and initiatives of the current Strategic Plan for Fiscal Years (FY) 2016-2018. The draft FY 2018- 20 Strategic Plan incorporates updates to the District's approach to address its challenges, including: • Enhancing public awareness • Aging infrastructure • Regulatory requirements • Financial constraints • Employee retirements, retention and recruitment • Security and emergency response • Increased focus on resource recovery, efficiencies, optimizations and innovations. The Strategies outline the District's approach to achieve its Goals, overcome its challenges, accomplish its mission and meet the community's needs in the most efficient and effective ways. The Initiatives describe the actions staff will take, and the Key Success Measures delineate the tasks to fulfill those Initiatives. The Key Metrics set targets, track progress and evaluate performance. In this Strategic Plan, a column has been added to compare the FY 2016-17 performance for each metric against the FY 2018-20 target. Each Strategic Plan has used the Effective Utility Management (EUM) model as a tool to define attributes to be considered in implementing practices and procedures to improve operations and move toward continued sustainability. The EUM framework was originally developed in 2007 by the American Water Works Association (AWWA), U.S. Environmental Protection Agency (EPA), and nine other association partners representing the U.S. water and wastewater sector. It consists of 10 attributes that provide succinct focus areas for March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 13 of 58 Page 2 of 28 effectively managed utilities and what they should strive to achieve. These attributes can be viewed as a continuum of, or a set of building blocks for, management improvement opportunities. Using this framework, senior management identified key issues facing the District to address in each Strategic Plan. The FY 2018-20 Strategic Plan draws from the work accomplished under the FY 2014-16 and 2016-18 Strategic Plans. Many of the goals and strategies remain the same; however, the initiatives and work activities have been updated to reflect current statuses and priorities. Staff continues to optimize operations, streamline processes and identify opportunities to implement innovative technology to manage and contain costs, with the ultimate goal of improving service quality and minimizing the cost of services to the District's customers. Attached for your review are two documents: 1. Strategies, Initiatives, Key Success Measures and Key Metrics — This document constitutes the bulk of the Strategic Plan. On a quarterly basis, the Committee will be given updates on the progress of each goal and strategy through the fulfillment of the key success measures and metrics. 2. Initiatives Aligned with the EUM Attributes and the District's Values — This chart will appear at the end of the Strategic Plan in its final form. It demonstrates how each Initiative serves the EUM and the District's core Values. When completed, the Initiatives and Key Metrics will be incorporated into the FY 2018-19 Budget. Staff will be available at the meeting to answer any questions and collect feedback from the Committee. ATTACHMENTS: 1. Strategies, Initiatives, Key Success Measures and Key Metrics 2. Initiatives Aligned with the EUM Attributes and the District's Values March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 14 of 58 Page 3 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL ONE - PROVIDE EXCEPTIONAL CUSTOMER SERVICE AND MAINTAIN AN EXCELLENT REPUTATION IN THE COMMUNITY Strategy 1 — Foster External Customer Engagement and Awareness 1. Provide high-quality customer service. Key Success Measures • Hold trainings for Ethics, Brown Act and Public Records Act. • Conduct customer service sensitivity and political sensitivity training. • Perform research to assess customer awareness, satisfaction and methods of best receiving information (Fiscal Year(FY) 2019-20). 2. Invest in business process changes and technologies to effectively increase access to District information and promote customer care, convenience and self- service. Key Success Measures • Redesign website to enhance customer engagement and efficiency and to showcase the District as an industry leader. • Develop and monitor growth of social media. • Modernize Lobby to be more open and welcoming, including making information available digitally for customer self-service. 3. Increase customer understanding and support for key District initiatives, programs and services. Key Success Measures • Conduct facility tours and presentations through speaker's bureau and other opportunities. • Develop videos and public service announcements to communicate information, including environmental messages. • Continue public outreach associated with the rate study and its recommendations. • Continue to host the Central San Academy annually to educate the public. 4. Build and maintain relationships with federal, state and local elected officials and stakeholders. Key Success Measures • Meet regularly with elected officials and stakeholders. • Host a signature event every two years that communicates District information on programs and services. • Plan Board Member presentations to City and Town Councils and community groups of their liaison cities. 1 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 15 of 58 Page 4 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics Strategy 2 — Foster Employee Engagement and Interdepartmental Collaboration 1. Establish opportunities for internal partnerships and cross-divisional collaborations. Key Success Measures • Develop multi-divisional teams for implementation of the 10-Year Capital Improvement Program (CIP) and business process efficiency projects District wide. • Continue the Information Technology (IT) Leadership, Applied Research and Optimizations, Wellness, and Safety Committees and expand the idea of cross-sectional committees to other areas. • Organize team-building exercises for divisions as needed. 2. Cultivate employees' understanding of District operations and their role in the agency's success. Key Success Measures • Communicate important District initiatives and information to employees via print and electronic media. • Survey employees for internal customer service satisfaction levels. • Educate on-boarding employees about existing Board Policies and Administrative Procedures. • Provide training in Purchasing, Human Resources (HR) and other specialty areas to divisions upon request. • Increase employee awareness of and participation in the Records Management Program, with an emphasis on electronic records storage and retention. Strategy 3 - Maintain a Strong Reputation in the Community 1. Continue to participate in industry trade organizations and apply for certifications and awards. Key Success Measures • Renew California Special District Leadership Foundation Transparency Certificate of Excellence. • Continue to apply for awards through Municipal Information Systems Association of California, California Association of Public Information Officials, California Special Districts Association, California Water Environment Association, National Purchasing Institute and Government Finance Officers Association. • Continue membership in Leading Utilities of the World network. • Continue to participate in industry organizations such as American Water Works Association, Water Environment Foundation and California Association of Sanitation Agencies. 2 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 16 of 58 Page 5 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics 2. Continue to participate in CalWARN to provide mutual aid to sister agencies. Key Success Measure • Respond when called to provide reasonable assistance to water and wastewater agencies during a natural disaster or emergency event. 3. Minimize impacts to residents and businesses during maintenance or construction work. Key Success Measures • Hold community meetings for all major sewer renovation projects. • Meet with individual property owners and/or tenants on private easements for construction projects or repairs, where there is an interest to do so. • Liaise with the media and concerned residents to allay concerns. • Troubleshoot and resolve construction issues as rapidly as possible. 3 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 17 of 58 Page 6 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL ONE - KEY METRICS Metric Target FY 2016-17 Performance Average onsite response time <20 minutes 34.25 minutes x for collection system emergency calls, during working hours Average onsite response time <40 minutes 37.88 minutes ✓ for collection system emergency (FY 2016-17 Target: <30 minutes x) calls, after hours Average customer service >_3.8 out of 4.0 3.96 ✓ rating for emergency calls Median customer satisfaction >95% 97.5% ✓ rating on construction projects Median customer satisfaction >95% 94.8% x rating on permit counter interactions Students served by >4,000 per year 2,797 x education programs (FY 2016-17 Target: >2,200 per year ✓) New employees attending 100% 77.1% (not necessarily within 6 customer service training within months) x 6 months of employment (FY 2016-17 Target: >50% ✓) Participants in Plant/ >500 participants 563 (Treatment Plant tours only) ✓ Household Hazardous Waste per year Collection Facility tours and District presentations Participants in citizens >30 participants per 36 ✓ academy, Central San session Academy Purchasing internal customer >_70% No data available survey rating of satisfactory or (new metric) better Awards or recognitions received 10 19 plus 13 proclamations received at 70th Anniversary Open House ✓ (new metric) ✓ = Target Met for FY 2016-17 x = Target Not Met for FY 2016-17 4 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 18 of 58 Page 7 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL TWO - STRIVE TO MEET REGULATORY REQUIREMENTS Strategy 1 — Strive to Achieve 100% Permit Compliance in Air, Water, Land and Other Regulations 1. Meet existing regulations. Key Success Measures • Comply with all permit requirements for air, wastewater discharges and recycled water. • Provide an annual regulatory update to the Board. • Include and execute regulatory-driven projects in the Capital Improvement Budget (CIB) on time. • Maintain National Association of Clean Water Agencies Peak Performance Awards Platinum status (full compliance for a consecutive five-year period). 2. Foster relationships with regulatory agencies. Key Success Measures • Actively participate in meetings of Bay Area Clean Water Agencies (a joint powers agency of other wastewater treatment agencies). • Participate in relevant meetings and workshops with regulatory agencies. • Communicate directly with regulatory bodies such as the Regional Water Quality Control Board, State Water Resources Control Board, Bay Area Air Quality Management District, Environmental Protection Agency and California Air Resources Board (CARB), as needed. 3. Track proposed and pending legislation or regulatory changes; plan for possible implementations. Key Success Measures • Analyze, review and comment on relevant proposed legislation, as appropriate. • Actively participate in value-added professional association meetings and trainings and, when useful, produce reports on what was learned. • Continue tracking possible regulations and plan on how to meet them. • Evaluate the need for automation enhancements to the regulatory tracking program. 4. Actively manage Greenhouse Gas (GHG) emissions in the most cost-effective and responsible manner. Key Success Measures • Prepare internal monthly GHG emission inventory updates and annual inventory summary and verification report. 5 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 19 of 58 Page 8 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics • Prepare and submit annual GHG emission inventory to CARB. Strategy 2 — Strive to Minimize the Number of Sanitary Sewer Overflows 1. Complete the collection system scheduled maintenance on time and optimize cleaning schedules. Key Success Measures • Clean and perform maintenance on sewer lines effectively and on schedule. • Coordinate with Capital Projects on sewer replacements or repairs and include pipe replacement in CIB as needed. • Review 1-, 2- and 3-month frequency schedules for optimization. 2. Continue the pipeline condition assessment and cleaning quality assurance program using the system-wide CCTV program. Key Success Measures • Identify urgent and critical repair or replacements and complete pipeline repairs as soon as possible. • Use CCTV data to adjust cleaning frequencies as needed. Strategy 3 — Comply with All Federal, State and Local Regulations Related to District Administration 1. Review all existing Board Policies every two years to ensure relevancy. Key Success Measures • Staff review and update of policies, if needed. • Upon conclusion of staff review, present the policies to the Administration Committee and full Board. 2. Reexamine existing Department and Administrative Procedures to ensure compliance with applicable laws and regulations. Key Success Measures • Review Finance, HR, Risk Management and Safety directives, policies and procedures to ensure compliance with all current applicable laws and regulations. • Develop a schedule to review procedures on a regular basis. 6 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 20 of 58 Page 9 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL TWO - KEY METRICS Metric Target FY 2016-17 Performance National Pollutant Discharge Zero violations Zero violations ✓ Elimination System compliance Title V compliance Zero violations Zero violations ✓ Recycled Water Title 22 Zero violations Zero violations ✓ compliance Anthropogenic GHG <25,000 metric tons (MT) 22,389 metric tons CO2e in emissions CO2e 2016 (verified) and 22,495 MT CO2e in 2017 (unverified) ✓ (new metric) Sanitary sewer overflows <2.5 spills per 100 miles of 2.53 X pipeline (FY 2016-17 Target: <3.0 ✓) Spills to public water <3 per year 9 x Percent of spills less than 500 >95% 88.55% x gallons Pipeline cleaning schedules >95% 98.58% ✓ completed on time Pipeline cleaning quality On >_3% of pipelines 3% ✓ assurance / quality control cleaned on an annual (QA/QC) basis Pipeline cleaning QA/QC >98% 94.34% X passing rate Annual Environmental 100% 100% ✓ Compliance inspections and permitting completed on time Household Hazardous Waste Zero violations Zero violations ✓ (HHW) management (new metric) compliance Biennial review of all existing 100% 100% ✓ Board policies (new metric) 7 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 21 of 58 Page 10 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL THREE — BE A FISCALLY RESPONSIBLE AND EFFECTIVE WASTEWATER UTILITY Strategy 1 — Conduct Long-Range Financial Planning 1. Ensure rate structure and fees are consistent with cost of service principles. Key Success Measures • Review sewer service charge rate structure for mixed-use businesses and consider implementing a new rate structure for FY 2019-20. • Conduct annual review of current rates and fees in FY 2018-19 for reasonableness and consistency. • Conduct review of selected areas of revenues and fees in FY 2018-19. • Improve the application and processing of capacity fees by conducting annual review of businesses to ensure consistent use with existing permits and payment of fees. 2. Present alternative financial plans to the Board in FY 2018-19 for necessary rate adjustments for FY 2019-20 onward, including considering the potential issuance of debt to fund the CIP in conjunction with the overall financial plan. Key Success Measures • Present alternatives for Board input consistent with the debt management policy, fiscal reserve policy, 10-Year CIP and general ratemaking principles. • Develop scenarios to utilize debt prudently in financing the 10-Year CIP. As needed, issue debt consistent with Board direction and the debt management policy. 3. Develop alternatives for new revenues and funding sources (e.g., interagency agreements, services and recycled water). Key Success Measures • Identify District services that could be offered to other regional public agencies and implement feasible alternatives. • Pursue State Revolving Fund loan and grant opportunities, as appropriate. Strategy 2 — Manage Costs 1. Effectively manage the cost of employee benefits. Key Success Measures • Successfully transition to CalPERS healthcare plan, achieving healthcare and Other Post-Employment Benefits cost savings. • Annually assess the status of Contra Costa County Employees'Retirement Association and trusts. 8 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 22 of 58 Page 11 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics • Develop funding goals for pay-down of Unfunded Actuarial Accrued Liabilities by percent. 2. Carry out targeted audits of critical/high risk functions or processes. Key Success Measures • Continue to develop internal audit function and integrate into processes. • Present annual audit plan to Board for approval. • Execute audit plan and convey results to the Board. 3. Re-engineer business processes and complete optimization studies to identify opportunities to reduce costs and align with proven practices. Key Success Measures • Assess business processes and modify as needed. • Provide annual report to Board on key findings of studies conducted and optimizations completed. • Update Purchasing Policy and Procedures. • Establish baseline data for potential improvement of Purchasing processes through metrics for workload and throughput. • Implement the Uniform Construction Cost Accounting Act. • Via an active records management pilot project, task administrative staff with creating their own file folder labels with the records management software. 4. Evaluate and apply risk management practices to minimize loss. Key Success Measures • Identify and harness lessons learned from previous losses. • Reduce average cost of overflow claims. • Provide an annual Risk Management Report to the Board. • Develop and present to the Board a framework for an Enterprise Risk Management program. • Maintain and report on risk inventory. • Offer temporary modified duty to employees with occupational injuries. • Prevent inventory losses through monthly Warehouse inventory cycle counts and report reconciliations. 9 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 23 of 58 Page 12 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL THREE - KEY METRICS Metric Target FY 2016-17 Performance Service affordability maintained Sewer Service Charge Target Met ✓ less than average of Bay Area agencies Sewer Service Charge plus Ad Valorem tax less than average of Bay Area Agencies Standard & Poor's and Moody's AAA/Aa1 AAA ✓ credit rating Debt service coverage ratio >2.Ox 9.82 ✓ Actual reserves as a percentage of 100% 100% ✓ target Operating expenditures as a >95% 92.5% x percentage of operating budget (FY 2016-17 Target: >90%✓) Internal audits completed per year >3 No data available (new metric) Reported material weaknesses or Zero Zero ✓ significant deficiencies in internal (new metric) controls as part of annual financial audit Workers' compensation experience <1.0 0.67 ✓ modifier Modified duty provided (Return to >95% of recordable 95% x Work program) injuries (FY 2016-17 Target: >80% of occupational injuries ✓) Difference in inventory value in <1% No data available Purchasing database vs. value (new metric) submitted to Accounting Accuracy of physical inventory count >_95% No data available vs. book value (new metric) 10 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 58 Page 13 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL FOUR— RECRUIT, DEVELOP AND RETAIN A HIGHLY TRAINED AND SAFE WORKFORCE Strategy 1 — Ensure Adequate Staffing and Training to Meet Current and Future Operational Levels 1. Assess, develop and implement District-wide training needs. Key Success Measures • Hire a training consultant. • Develop and employ a training plan for each business section and for each employee classification. • Update training database. • Continue to encourage the use of external and internal training and tuition reimbursement programs. 2. Recruit, develop and train future leaders. Key Success Measures • Develop and implement training and development checklists for all Plant Maintenance employees. • Formalize an Operator-In-Training Program to encourage employees to explore career options in the Plant. • Actively participate in career fairs and with community and technical colleges. • Increase enrollment in the internship program. • Continue the Leadership and Supervisory Academies (alternating years). • Continue the Mentorship Program. • Continue participation in Bay Area Water/Wastewater Workforce Development Collaborative and Bay Area Consortium for Water and Wastewater Education to support development of high-performance workforces in the region. Strategy 2 — Enhance Relationship with Employees and Bargaining Units 1. Cultivate a positive work culture. Key Success Measures • Develop an improved performance evaluation system to encourage more meaningful feedback. • Establish and communicate clear performance expectations and standards. • Perform a survey on employee engagement and apply viable suggestions. • Provide opportunities to recognize high-performing teams at department meetings and Board meetings. • Continue the General Manager lunches with the Division workgroups. 11 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 25 of 58 Page 14 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics • Maintain the Lateral Connection employee-centered newsletter. • Increase participation in the employee wellness program, including the annual Health Expo, which provides a full health assessment for employees. 2. Sustain and grow collaborative relationships with the labor bargaining units. Key Success Measures • Continue the General Manager lunches with the bargaining representatives. • Continue the Labor Management Committee meetings. • Engage the bargaining units in informal discussions on collaborative solutions to workplace issues. Strategy 3 — Meet or Exceed Industry Safety Standards 1. Achieve consistent improvement on State of California and Bay Area industry injury rate. Key Success Measures • Continue monitoring accident/incident causation including type, mechanism and body part to identify and mitigate hazards. • Continue providing monthly analysis summary to the District Safety Committee and Safety Teams on accident/incident causation and corrective measures. • Continue providing quarterly accident/incident analysis summary to the Management Team. 2. Enhance the safety culture through improved training and communications. Key Success Measures • Continue conducting training based on accident/incident causal factors, new processes, equipment or procedures. • Continue providing relevant safety information to personnel via the Safety Corner in the Lateral Connection. • Continue providing information on upcoming safety-related legislation and regulations to supervisors and managers via the California Occupational Safety and Health Administration Reporter and the Safety Supervisor. 12 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 26 of 58 Page 15 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL FOUR - KEY METRICS Metric Target FY 2016-17 Performance Average time to fill vacancy <60 days 53.25 days ✓ (from request to hire) Turnover rate at or below !!518.8% 9.14% ✓ Bureau of Labor Statistics' (BLS) 2016 local government industry average Average annual training hours 15 hours per full-time 7.46 hours per FTE X (external and internal training) equivalent employee (FTE) (No target was set for FY 2016-17 as there was no baseline data available) Actual versus budgeted usage >80% 25.59% x of training dollars Percentage of performance 100% 44.5% x evaluations completed on time Participation in annual Increase by 10% each -11.2% x Wellness Expo year (new metric) Internal promotions 25% 25.8%✓ (excludes entry-level (new metric) positions) Formal grievances filed Zero Zero ✓ (new metric) Employee injury and illness <6.8% 3.8% ✓ lost time incident rate less (FY 2016-17 Target: <7.4% ✓) than 2016 BLS' California Sewage Treatment Facilities Rate 13 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 58 Page 16 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL FIVE — MAINTAIN A RELIABLE INFRASTRUCTURE Strategy 1 — Manage Assets Optimally Throughout Their Lifecycle 1. Develop 10-Year CIP consistent with recommendations of the Comprehensive Wastewater Master Plan and Asset Management. Key Success Measures • Complete condition assessments on all critical equipment on time and incorporate into CIB or Maintenance Program as appropriate. • Execute the CIB with the approved budget and on schedule. 2. Continue maintenance on assets using a reliability-based approach. Key Success Measures • Perform Reliability Centered Maintenance, Experience Centered Maintenance, Defect Elimination or other strategic reliability-based analysis on treatment plant process systems. • Evaluate and apply predictive technologies for appropriate asset classes. 3. Manage current vehicle fleet to provide maximum value. Key Success Measures • Maintain high uptime for vehicles and equipment. • Implement diagnostics associated with automatic vehicle location. Strategy 2 — Facilitate Long-Term Capital Renewal and Replacement 1. Integrate data from the Asset Management Program into the analysis of long- term Capital Improvement needs based on the 10-Year CIP. Key Success Measures • Capital Projects and Operations and Maintenance staff meet semi- annually to ensure all critical assets and processes in need of repair or replacement are appropriately scheduled in the 10-Year CIP. • Develop a prioritization model for vertical assets. 2. Implement the Program Management Information System (PMIS). Key Success Measure • Complete implementation of the system and train staff: Strategy 3 — Protect District Personnel and Assets from Threats and Emergencies 1. Enhance capability to mitigate, prepare for, respond to and recover from emergencies. 14 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 28 of 58 Page 17 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics Key Success Measures • Train staff and conduct an exercise of the Continuity of Operations Plan. • Adopt the Local Hazard Mitigation Plan update and provide annual reports to the California Governor's Office of Emergency Services. • Provide an Emergency Management Program Report to the Board every two years. • Relocate the data center to a more secure location. • Provide regular security awareness training to staff. • Utilize technology to monitor portions of the Martinez campus in addition to security personnel. 2. Evaluate and implement appropriate improvements to the Security Program to meet new or evolving threats. Key Success Measures • Carry out the Security Master Plan. • Develop additional security procedures, effect the changes, and train staff. • Upgrade treatment plant network and its equipment to create redundant paths. 3. Improve the potable water system and enhance water quality testing procedures. Key Success Measures • Construct new system and infrastructure upgrades. • Test potable water quality on a monthly basis. • Add a communication component to the water testing program to provide quarterly updates to employees on the quality of the water. 15 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 29 of 58 Page 18 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL FIVE - KEY METRICS Metric Target FY 2016-17 Performance Safety-prioritized work orders 100% 93.5% x completed on time Regulatory Title V work orders 100% 95.03% x completed on time Planned treatment plant >95% 87.8% x preventative maintenance completed on time Planned pump station preventative >95% No data available maintenance completed on time (new metric) Uptime for vehicles and equipment >95% 100% ✓ (new metric) Miles of pipeline replaced >0.5% of assets 0.33% x (7.6 miles per year for the next five years starting in FY 2018-20) Capital expenditures as a >90% 89.1% x percentage of capital budgeted cash flow including carry forward Information system outages 100% uptime 99.99% x affecting normal business operations Data backup and recovery Zero lost data Zero lost data ✓ Potable water system monthly 100% 100% ✓ testing meets all water quality (new metric) standards 16 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 30 of 58 Page 19 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL SIX — EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Strategy 1 —Augment the Region's Water Supply 1. Explore partnering opportunities. Key Success Measures • Develop and execute a contract for the Recycled Water Exchange Project with Contra Costa Water District and Santa Clara Valley Water District (and/or other interested water supply agencies). • Support regional development of local water supply. • Continue working with the Contra Costa Water District and the City of Concord to supply recycled water for irrigation to the Concord Community Reuse Project, formerly the Concord Naval Weapons Station. 2. Continue to support the development of a demonstration Satellite Water Recycling Facility at Diablo Country Club. Key Success Measures • Complete the environmental review process and support the project team during design-build activities. • Execute the Operations and Property Transfer Agreement (or equivalent). • Actively participate in the Request for Proposal (RFP) and the design- build-operate contract. 3. Continue to provide recycled water to residents and businesses; evaluate and process new customer requests. Key Success Measures • Continue to operate and maintain a reliable recycled water distribution system for Zone 1 customers. • Continue the Residential Recycled Water Fill Station Program. • Continue the Commercial Recycled Water Truck Fill Program. Strategy 2 — Reduce Reliance on Non-Renewable Energy 1. Explore opportunities for renewable energy generation, conservation and efficiency based on the Board's Energy Policy. Key Success Measures • Track and review energy usage. • Explore ways to optimize energy efficiency. • Prepare and issue a solicitation for an onsite renewable energy generation project. 17 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 31 of 58 Page 20 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics Strategy 3 — Encourage the Review and Testinq of Technology to Optimize and Modernize Business Operations 1. Select and implement new Enterprise Resource Planning (ERP) system and integrate with linked systems. Key Success Measures • Issue an RFP and select vendor and system integrator. • Successfully manage scope, timeline and budget for implementation, including staffing augmentation. • Integrate with the electronic timekeeping system. • Integrate with the PMIS. • Address e-procurement and contract management system needs. 2. Expand and improve the use of cost-effective mobile computing and communication technologies. Key Success Measure • Utilize mobile applications for Construction Inspectors, Capital Projects Inspectors, and Surveyors (upgrades only). 3. Continue developing and investing in cost-effective innovation, leading and promising technology and applied research and development. Key Success Measures • Quarterly meetings of the Applied Research Committee to promote innovation and continuous improvement. • Issue a Public-Private Partnership service contract for a solids handling demonstration project. • Continue to be an active participant in the HYPOWERS pilot project to test an emerging hydrothermal resource recovery process for solids handling. • Pilot test new and promising technologies or processes. 18 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 32 of 58 Page 21 of 28 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics GOAL SIX - KEY METRICS Metric Target FY 2016-17 Performance Gallons of recycled water >240,000,000 gallons per year 204,122,430 gallons per distributed to external year x customers kWh of electricity produced >18 million kWh per year 18.9 million kWh (reported as a rolling average) kWh of solar power produced >220,000 kWh 136,215 kWh (reported at Collection System (reported as a rolling average) as a rolling average) Operations and HHW Facility (Panels were installed at the end of January 2017) Reviews or pilot tests of new >3 per year 5 and promising technology Research papers and >3 papers or presentations per 5 findings presented year 19 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 33 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Goal Strategy Initiative EUM Attribute Value Provide high-quality customer service. Customer People, Satisfaction Community Invest in business process changes Customer Leadership And and technologies to effectively increase Satisfaction, Commitment access to District information and Operational promote customer care, convenience Optimization Foster External and self-service. Customer Engagement and Increase customer understanding and Stakeholder People, Awareness support for key District initiatives, Understanding and Community GOAL 1 - programs and services. Support PROVIDE Build and maintain relationships with Stakeholder Community EXCEPTIONAL federal, state and local elected officials Understanding and CUSTOMER and stakeholders. Support SERVICE Establish opportunities for internal Enterprise People partnerships and cross-divisional Resiliency collaborations. Foster Employee Cultivate employees' understanding of Employee and People, Engagement and District operations and their role in the Leadership Community Interdepartmental agency's success. Development, Collaboration Enterprise Resiliency 1 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 34 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Continue to participate in industry trade Employee and People, organizations and apply for Leadership Community, certifications and awards. Development Leadership and Commitment Maintain a Strong Continue to participate in CalWARN to Community Community, Reputation in the provide mutual aid to sister agencies. Sustainability Principles Community Minimize impacts to residents and Customer People, businesses during maintenance or Satisfaction Community construction work. Goal Strategy Initiative EUM Attribute Value Meet existing regulations. Product Quality Principles Foster relationships with regulatory Stakeholder Community agencies. Understanding and GOAL 2 - Support Strive to Achieve STRIVETO 100% Permit Track proposed and pending legislation Stakeholder Community MEETREGULATORY Compliance in Air, or regulatory changes; plan for possible Understanding and REQUIREMENTS Water, Land and implementations. Support Other Regulations Actively manage GHG emissions in the Community Principles most cost-effective and responsible Sustainability manner. 2 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 35 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Complete the collection system Infrastructure Leadership, scheduled maintenance on time and Strategy and Commitment Strive to Minimize optimize cleaning schedules. Performance The Number of Sanitary Sewer Continue the pipeline condition Infrastructure Leadership, Overflows assessment and cleaning quality Strategy and Commitment assurance program using the system- Performance wide CCTV program. Review all existing Board Polic mLevery Enterprise Principles Comply with All two years to ensure rel evwcy�, Resiliency Federal, State and Local Regulations Reexamine existing Department and Enterprise Principles Related to District Administrative Procedures to ensure Resiliency Administration compliance with applicable laws and regulations. Goal Strategy Initiative EUM Attribute Value Ensure rat structure and fees are Customer Community, consistent wither-of service Satisfaction, Principles principles. Financial Viability GOAL 3 - BE A Conduct Long- FISCALLY Range Financial Present alternative financial plans to the Financial Viability, Community, SOUND AND Planning Bond in FY 2018-19 for necessary rate Infrastructure Principles EFFECTIVE adjustments for FY 2019-20 onward, Strategy and WASTEWATER including considering the potential Performance UTILITY issuance of debt to fund the CIP in conjunction with the overall financial plan. 3 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 36 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Develop alternatives for new revenues Financial Viability Leadership and and funding sources (i.e. Interagency Commitment agreements, services and recycled water). Effectively manage the cost of Financial Viability Community, employee benefits. Principles Carry out targeted audits of critical/high Operational People, risk functions or processes. Optimization, Principles, Enterprise Leadership and Manage Costs Resiliency Commitment Re-engineer business processes and Operational People, complete optimization studies to identify Optimization, Leadership and opportunities to reduce costs and align Enterprise Commitment with proven practices. Resiliency Evaluate and apply risk management Enterprise Principles practices to minimize loss. Resiliency Goal Strategy Initiative EUM Attribute Value Assess, develop and implement District- Employee and People, Ensure Adequate wide training needs. Leadership Leadership And Staffing and Development Commitment Training to Meet Current and Future Recruit, develop and train future Employee and People, Operational Levels leaders. Leadership Leadership And Development Commitment 4 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 37 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Cultivate a positive work culture. Employee and People, Leadership Leadership and GOAL 4 — Enhance Development Commitment RECRUIT, Relationship with DEVELOP AND Employees and Sustain and grow collaborative Employee and People, RETAIN A relationships with the labor bargaining Leadership Community, Bargaining Units units. Development, Leadership and HIGHLY Enterprise Commitment TRAINED AND Resiliency SAFE Achieve consistent improvement on Employee and People, WORKFORCE State of California and Bay Area Leadership Principles, industry injury rate. Development Leadership and Meet or Exceed Commitment Industry Safety Enhance the safety culture through Employee and People, Standards improved training and communications. Leadership Principles, Development Leadership and Commitment Goal Strategy Initiative EUM Attribute Value Develop 10 Yeaar--CIP consistent with Infrastructure Leadership and recommendations of the Strategy and Commitment Comprehensive Wastewater Master Performance Manage Assets Plan and Asset Management. GOAL 5 — Optimally -Continue maintenance on assets Infrastructure Leadership and MAINTAIN A throughout Their Using a reliability-based approach. Strategy and Commitment RELIABLE Lifecycle Performance INFRASTRUCTURE Manage current vehicle fleet to Infrastructure Leadership and provide maximum value. Strategy and Commitment Performance 5 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 38 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Integrate data from the Asset Infrastructure Leadership and Management Program into the Strategy and Commitment analysis of long-term Capital Performance Facilitate Long- Improvement needs based on the Term Capital 10-Year CIP. Renewal and Implement the Program Management Operational People, Replacement Information System (PMIS). Optimization, Leadership and Infrastructure Commitment Strategy and Performance Enhance capability tom Enterprise Principles prepare for, respond to—andrecover Resiliency from emergencies. Protect District Personnel and Evaluate and implement appropriate Enterprise Principles Assets from improvements to the Security Program Resiliency Threats and to meet new or evolving threats. Emergencies Improve the potable water system and Product Quality Community, enhance water quality testing Leadership and pro lures. Commitment Goal Strategy Initiative EUM Attribute Value -Explore partnering opportunities. Water Resource Community GOAL 6 — Sustainability, EMBRACE Augment the Community TECHNOLOGY, Region's Water Sustainability INNOVATION AND Supply Continue to support the development Water Resource Community, ENVIRONMENTAL of a demonstration Satellite Water Sustainability, Leadership And Recycling Facility at Diablo Country Community Commitment SUSTAINABILITY Club. Sustainability 6 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 39 of 58 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Continue to provide recycled water to Customer Service Community residents and businesses; evaluate Satisfaction, and process new customer requests. Water Resource Sustainability Explore opportunities for renewable Community Leadership and energy generation, conservation and Sustainability Commitment Reduce Reliance efficiency based on the Board's on Non-Renewable Energy Policy. Energy Select and implement new Enterprise Operational Leadership and Resource Planning (ERP) system and Optimization Commitment Encourage the integrate with linked systems. Review and Testing Expand and improve the use of cost- Operational Leadership and of Technology to effective mobile computing and Optimization Commitment Optimize and communication technologies. Modernize Business Continue developing and investing in Operational Leadership and Operations cost-effective innovation, technology Optimization Commitment and applied research and development. 7 March 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 40 of 58