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HomeMy WebLinkAbout4.a. Review Draft Strategic Plan For Fiscal Year (FY) 2018-20 Pagel of 64
Item 4.a.
Central Contra Costa Sanitary District
April 10, 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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 90
Page 2 of 64
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.
At its last meeting on March 6, 2018, the Committee requested to see the Strategic Plan in strikeout,
reflecting changes from the current Strategic Plan. Attached are the following:
1. Strategies, Initiatives, Key Success Measures and Key Metrics (strikeout)—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. The tracked changes reflect revisions that were made from the Fiscal Year 2016-18
Strategic Plan.
2. Initiatives Aligned with the EUM Attributes and the District's Values (strikeout)—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. The tracked changes reflect revisions that were made from the Fiscal
Year 2016-18 Strategic Plan.
3. Strategies, Initiatives, Key Success Measures and Key Metrics (clean)
4. Initiatives Aligned with the EUM Attributes and the District's Values (clean)
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 (strikeout)
2. 1 nitiatives Aligned with the E U M Attributes and the District's Values (strikeout)
3. Strategies, Initiatives, Key Success Measures and Key Metrics (clean)
4. 1 nitiatives Aligned with the E U M Attributes and the District's Values (clean)
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 25 of 90
Page 3 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
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 and political sensitivity trainin_g.
• Perform research to assess customer awareness, satisfaction and
methods of best receiving information (Fiscal Year(FY) 2019-20). ,- [Commented[CG 11:Was Initiative 44—moved up to#l.
Drnixodiz hooh Al IPIE i G Stnmor SeR;�e-.
�a14 S,fnnaoo l easuas
. Di+bly�QnCr rl
/1 of tFa' nry
hours.
` �"iif►i fr-ininry °or ill Distri lei
Ana o►Ire r►i!QtQh
nds of hoof ranoiin. inform tion /Fiscal Vaar(BVI 049-20)
Commented[CG2]:Strikeout of above section so changes
are visible.
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 4f9r4or_9i9L:F4Gf Pr^^esse and to showcase the
District as an industry leader.
i�n�rf�nrm�finn oariina infnrm�finn fninh onraan ofafipnl
• Develop and monitor growth of social media.
L-'Valuate ip4pr-eve pr-ec-ess DiSP44 e/aC-tFGPiC-,FeC-GFd&,-
innli �inry am�ilo
Imr�"Ifflamonf nn_lina#if I%..' npff�'rmif rq rnnaooi 1a/FV 204 7_49 T
• Modernize Lobby to be more open and welcomin_g, includin_g makin_g
information available digitally for customer self-service.
1
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Page 4 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
3. Increase customer understanding and support for key issues fa-ing+h®_District
initiatives, programs and services.
Key Success Measures
Pte.
• Conduct facility tours and track the Puma.r.,f no^n10
AgV"Ir}i^i„�fir,^presentations through speaker's bureau and other
opportunities.
• Develop videos and public service announcements to communicate
ir►,�04+994 ni tric-1 information, inc luolr�.,,
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 Mmaintain Rrelationships with F-federal,&state and L-local lected
oOfficials and 44ey--&stakeholder gFeups.
Key Success Measures
I 0 TraGk number of mo^finrvs with elected officials and
stakeholders.
• Host an tennu 'signature event every two years that communicates
District information on programs and services that ip^'udes'^^i f^ro aped
ofakah^waro
• Plan Board Memberpresentations for-QeaFd ep4bori,to City
and Town Councils and community groups of their liaison cities.
Strategy 2—Foster Employee Engagement and improve 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 proiects
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. - Commented[CG3]:Was Initiative 42-moved up to#1.
2
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 90
Page 5 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
m ornnl r►n orRhOmj;ARd GFQ6s_diyisin4n1
r+nllnhnrafin�
Ta►i C'1 fnnaoo l 4easu;&s
1"l4ylon m��If;_�;�iio;onal teaMS fnr;mnIIIIV/amept n of the '/rl_V ar-C,
mnrnjiamanf Drnrvr�m f(`'I®1 �nr,l h►�o;naoo ntalrnnaoo affiniann►i J-rlnrnianto
DJWnt niir,la
• of ReaFd ann;eye J from Mo PFehepsive
In steb4 ate st2 -
• DeP t;_d;vsiopal f4�tn imnlamant 1 str nt_K4de huoinaoo
F9C-e s off;nionnY nrnionf�
Continue the Infnrmaderohi /I nnlied eSearnh
atid Qntim; atinno I/1/a//naoc+ anr,l Cafaf►i G,m>r.fr„r.&&&anl avr»n `tho iia
Of GF0 8 SeG-inner/nommit o00 tO Gthor areaS r`nmmiff
rrv�ni�o to�m_h��ilr,linrr ovorni000 fnr r,li�iioinno noor,lor,l - Commented[CG4]:Strikeout of above section so changes
are visible.
2. Cultivate fir-employees' understanding of District operations and their role in
th�gency'sGui:-success.
Key Success Measures
• Communicate important District initiatives and information to employees
via print and electronic nommun eationmedia.
imnlamant ii�hla on/ tinno
W#�wlonmont of eW Qll�d 09C-1oo�o mQ1i ho Pec-es �r►i ,- Commented[CGS]:Moved under new strategy under
O /Indato QT/9 p not system 1 lod9to;to nontont/F=V 1 Goal 2:Strategy 3—Comply with All Federal,State and
• Survey employees for internal customer service satisfaction levels. Local Regulations Related to District Administration.
• Educate on-boarding employees about existing Board Policies and
Administrative Procedures.
• Provide training in Purchasin_g, 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 CommunityL ,- Commented[CG6]:New Strategy with new Initiatives and
Key Success Measures.
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
3
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 28 of 90
Page 6 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
Officials, California Special Districts Association, California Water
Environment Association, National Purchasinq 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. Continue to participate in CaIWARN to provide mutual aid to sister agencies.
Key Success Measure
• Respond when called to provide reasonable assistance to water and
wastewater agencies durin_g 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 maior sewer renovation proiects.
• Meet with individual property owners and/or tenants on private easements
for construction proiects 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.
4
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 29 of 90
Page 7 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL ONE -KEY METRICS
Metric Target FY 2016-17 Performance
Average onsite response time for L=ess than <20 minutes 34.25 minutes x
collection system emergency calls,
during working hours
Average onsite response time for Less than <-340 minutes 37.88 minutes✓
collection system emergency calls, (FY 2016-17 Target: <30
after hours minutes x)
Average customer service rating for >_ 3.8 out of 4.0 3.96✓
emergency calls
vied& customer >GFea+or than 95% 97.5% ✓
satisfaction rating on construction
projects
Medias customer -GFeate +hai,, 95% 94.8% x
4
satisfaction rating on permit
counter interactions
N yrvmhor of cStudents served by aw GeateFthan?2>4,0100 2,797 x
education programs per year (FY 2016-17 Target:
>2,200 per year✓)
Number Gf DiStFiGtNew employees At least 50 of all dist77.1% (not necessarily within
attending customer service sta#100% 6 months
training within 6 months of (FY 2016-17 Target: >50% ✓)
employment
N ur ber of nParticipants i-en Plant f Geaterth 15500 563(Treatment Plant tours
Household Hazardous Waste participants per year only) ✓
Collection Facility tours and District
presentations treatment nlant tours
Number of na 'Cinants 7t c�noalsor (_`rowfor than/I(1(1
bureau nroSon+atinnS me
Participants in citizens academy, >30 participants per 36 ✓
Central San Academy session
Purchasing internal customer >_70% No data available
surveyrig of satisfactory or (new metric)
better
5
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Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
Awards or recognitions received 10GFeateFthaR 30 19 plus 13 proclamations
Inl���,heF.,f sty„-8Rts at+� r,
g a 'C' ccir►r1 received at 70th Anniversary; Commented[CG7]:Moved Central San Academy metric
Gotozers 0Ga o`"`'"' Open House ✓ up the list to group with other Communication Services
(new metric) metrics.
=Target Met for FY 2016-17 =Target Not Met for FY 2016-17
6
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Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL TWO-STRIVE TO MEET REGULATORY REQUIREMENTS
Strategy 1 —Strive to Achieve 100% Permit Compliance in Air,Water, Land and
Other Regulations
1. R8Rew Trea oat Plant NDDES.r►orm0.t which ovr►ires eR Marr+h Z1 2-01 7.
� Pl Finn anal submit noffolinationrfto the R 1-QGB nn nr hafnra
�p.otomll har?/1 20
flhfain nani rarmif
1. Meet existing regulations and. plan far futuro regulations
Key Success Measures
• Comply with all permit requirements for air, wastewater discharges and
recycled water.
. .
basis.
0 a ter, tenni Ual rorv„ll�;Q fnPi I1061Attha Rana � ,- Commented[CG8]:This will continue to be done;
• Include and execute regulatory-driven protects in the Capital Improvement however,it does not offer significant enough contribution to
Budget(CIB)on time. furthering the Initiative to be a Key Success Measure.
• 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 Say Area Clean Water Agencies(a ioint
Powers agency of other wastewater treatment a_gencies).
AGVVn a d the R I-QGi9
• 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.
QQGR> C144QrR> R4 4QA4(> r/QR anr =Dstaff, .n.o nraaror
.
3. MGRiteF and tTrack-, proposed and pending legislation or regulatory changes
that_n.ay imr►nr•t DiStrir+t plan for possible implementations:.
7
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 32 of 90
Page 10 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
Key Success Measures
&vei :;. ter. Systre-rmrrte tFacnk eleyapt rrnrno�
larviohfion/*aryNhfiono
• Analyze, review and comment on relevant proposed
legislation , as appropriate.
• Actively participate in value-added professional association meetings and
trainin_gs and, when useful, produce reports on what was learned.
Drofaooion�l /l000r+i�fi,nno/4//1r'I/1//1 1/1/DR (- /4 c�Off/1 R�ff41::11'-0 V/1/V Z/1 r'1'-0 V/1/D/1 afn 1
• Continue tracking possible regulations and plan on how to meet them.
• Evaluate the need for automation enhancements to the re_gulatory trackin_g
program.
Actively manage 9 reenhouse as(GHG)emissions in the most cost effective
and responsible manner.
Key Success Measures
on GQ.2o an omiooiono below 2�5 000 ma c-fono
t� 1Ei=1 ,,� ,- Commented[CG9]:Moved to Metrics table.
4W Prepare internal monthly GHG emission inventory updates-
�D'.Wr»ro ani ouhmif - Commented[CG 10]:Moved one bullet down.
• " teFp anc annual inventory summary and verification report.
• Prepare and submit annual GHG emission inventory to CARE
Strategy 2—Strive to Minimize the Number of Sanitary Sewer Overflows
1. Complete the collection system scheduled maintenance on time and optimize
cleaning schedules We rr,,.,o off;GieR686.
Key Success Measures
• Clean aria i2et corm maintenance on sewer lines effectively and on
schedule. hit 52/1/1 miloo of or�►nior linoo r�or►io�r ,-" Commented[CG11]:Number of miles will vary from year
0r`nrr,r,1ot�e S(Gho /i pled mei tePaPGe on fimo for of leaSt 95%Of th�e to year depending on what is due for cleaning,and it is more
important to clean what is needed than to clean a certain
number of miles(i.e.,800).
• Coordinate with Capital Proiects on sewer replacements or repairs and
Commented[CG12]:Already appears as a Metric so
include pipe replacement in CIB as needed. removed from Initiatives.
• 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
TEP oa at least 450 miles of or weF lino rear:Year-.
Identify urgent and critical repair or replacements and complete pipeline
repairs as soon as possible.
• Use CCTV data to adiust cleanin_g frequencies as needed.
O emeFgePn►W'Yi nin '� al ts ani Gliedfhem in the GIP.
fflffwl8
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 33 of 90
Page 11 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
0
�P44 GGT
.,►nom/of h�iin.,►�f lo�of DQ% r»c+o;nry r�f� ,- Commented[CG13]:Already appears as a Metric so
removed fiom Initiatives.
Strate 3—Comply with All Federal State and Local Regulations Related to
District Administration ,- Commented[CG14]:New Strategy with new Initiatives
and Key Success Measures.
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
re_gulations.
• Develop a schedule to review procedures on a regular basis.
9
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 34 of 90
Page 12 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL TWO-KEY METRICS
Metric Target FY 2016-17 Performance
National Pollutant Discharg_a Zero violations Zero violations ✓
Elimination System NPIDES
Gcompliance
Title V Gcompliance Zero violations Zero violations✓
Recycled Water Title 22 Zero violations Zero violations✓
k7c:ompliance
Anthropogenic OHC <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 s ewer c verflows L=ess thaR 3.0<2.5 spills 2.53 x
per 100 miles of pipeline (FY 2016-17 Target: <3.0✓)
Spills to ublic Wwater Less that i --�3 per year 9 x
Percent of pills less than (seater than,>95% 88.55% ,x
500 gallons
Pipeline cleaning schedules (seater than,>95% 98.58% ✓
completed on time
Pipeline leaning uality On>_nr, at load 3%of 3% ✓
Aassurance/Qquality pipelines cleaned on an
cControl (QA/QC) annual basis
Pipeline leaning QA/QC6FeateF HaaH ->98% 94.34% x
passing rate
Annual environmental 100% 100% ✓
Coryipiiance c^H Ar^o^nntrnlc,
inspections and permitting
completed on time
Household Hazardous Zero violations Zero violations✓
Waste(HHW) management (new metric)
compliance
Biennial review of all 100% 100% ✓
existing Board policies (new metric)
10
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Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL THREE—BE A FISCALLY RESPONSIBLE AND EFFECTIVE
WAST-L-WATER SECTOR UTILITY
Strategy 1 —Conduct Long—Range Financial Planning
1. Ensure rate structure's-and fees are consistent with cost of service principles.
Key Success Measures
Perform Fate 84.1.1 dy to suppeg theBeard ar►nro►iad ranommepda ions from
the Go.m-Prahanoiye I/I/asafor�teF Plan
• Review sewer service charge rate structure Qn4 Nis m f9lemonf a Pew r�fo
stn4cntu for mixed use businesses -3nd consider implementing a new rate
structure for FY 2019-20.
rannm 4e pdatinn o
Conduct qudit annual review of rates and fees/F=v:2n17_IQ)
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 conductinq
annual review of businesses to ensure consistent use with existin_g 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.
L
��c�r�688 r Glasses.
Key Success Measures
Present alternatives for Board input consistent with the debt management
policy, fiscal reserve policy, 10-Year CIP and_general ratemakin_g
principles.
• Develop scenarios to utilize debt prudently in financin_g the 10-Year CIP.
• As needed, issue debt consistent with Board direction and the debt
management policy.
• Grl d1 C-t anni 4al nar►Qr 141-'fee ai ditS gra ppF-onr atefe
assessed pd nn 1ec-ted,
use w4thexist �}arrnits ane1 nQr»nih4 fano nQid,
Z rlo�iolnr►n Innrr r�r,rra.-loh+m�r►nrvomonr►nlii+�i
v. + .
�a►i RwGGe s ll/easurao
Draoanf r,IrafF r►nlin►i fo RQQrr,l by l�Ana '047
���.��.�►r-ai-arcFvrr�� .
11
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Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
f Dnlin1i 1niilVVIIIl nnnoid�lar intp p n�� nil cervi lith andel the use. of deb
W'Vn r tl LteS
��rtd#iti- `"'����`"'��IGPG fo r A
fi Tnin � a Rn�n-1�nnrnia�rannmmondq " no of t/3a r'mmqrahan6G
In stewa-teF masteF Plap.
Develop alternatives for new revenues and funding sources(�e.g�interagency
agreements, services recycled water).
Key Success Measures
• Identify District services that could be offered to other regional public
agencies and implement feasible alternatives.
I IrJov,fif„&;.g. °�r ursue State Revolving Fund-;Q€l loan and grant
opportunities, as appropriate.
Strategy 2—Manage Costs
1. Effectivelymanage the cost of employee benefits. Commented[CG15]:New Initative.
Key Success Measures
• Successfully transition to CaIPERS healthcare plan, achieving healthcare and
Other Post-Employment Benefits cost savings.
• Annually assess the status of Contra Costa County Employees'Retirement
Association and trusts.
• Develop fundin_g_goals for pay-down of Unfunded Actuarial Accrued Liabilities
by percent.
�2. P+ FR+-Carry otif targeted audits of critical/high risk functions or processes.
Key Success Measures
0 Idanfif►i higIIUIh nnoAWah riol�f pngeps
nrm�PI I I 9f la9of race 9i ditS of hirvh Ask firm no/RV'204'IS_4QI��tb Commented[CG 16]:Moved to Metrics table.
• 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.
. Re-engineer business processes and complete optimization studies to identify
opportunities to reduce costs and align with proven practices.
2. ❑erfeFnq nn+i�.a ' n studies of tFeatme.n.t nlaan+and field. nnera ns to red.I Ge
Key Success Measures
• Assess business processes and modify as needed.
• Provide annual report to Board on key findings of studies conducted and
optimizations completed.
12
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Draft Fiscal Year 2018-20 Strategic Plan
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• Update Purchasin_g Policy and Procedures.
• Establish baseline data for potential improvement of Purchasin_g
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.
0�Tfi� ant Napt and field nroGess o fnr nnfiiLafi�r
iF=v:201jS_12►
Evaluate and risk management practices to minimize loss.
Key Success Measures
Identify and®mnloMonf harness lessons learned from previous losses
(F=V 20 i g-19)
• Reduce average cost of overflow claims.
_-' Commented[CG Moved a few bullets down the list.
� Drn�iir,la �n tenni��1 Qiol�11 A�n�rv�manf C�a �a Be .
�`� �nntrf f�n _- Commented[CG18]:This will continue to be done;
• Develop and present to the Board a framework for an Enterprise Risk however,it does not offer significant enough contribution to
Management program. furthering the Initiative to be a Key Success Measure.
• Maintain and report on risk inventory.
• Offer temporary modified duty to employees with occupational iniuries.
• Prevent inventory losses through monthly Warehouse inventory cycle
counts and report reconciliations.
13
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 38 of 90
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Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL THREE-KEY METRICS
Metric Target FY 2016-17 Performance
,Maintain service affordability Sewer Service Charge less Target Met✓
than average of Bay Area
a encies Commented[CG19]:Moved from a few rows below in
the table and changed"median"in the Target to"average."
Sewer Service Charge plus
Ad Valorem tax less than
age of Bay Area
Agencies
Standard and Poor's and Moody's AAA/Aa1 AAA/Aa1 ✓
Credit Rating (FY 2016-17 Metric did not
include Moody's rating)
Debt service coverage ratio Greater than >2 0 tomes 9.8 2 ✓
Ina-in FVGe affeFdablity Sewer SePV0Ge Gharrrta Ita
�-vi-Aarrr ii ��.�.J
than mediaR of. R��i Fea
Commented[CG20]:Moved a few rows up and changed
"median"in the Target to"average."
I Actual reserves as a percentage 100% 100% ✓
of target
Operating expenditures as a (seater than >985% 92.5% X
percentage of operating budget (FY 2016-17 Target: >90%✓)
Internal audits completed per year >_3 Zero—audit program was not in
place(new metric)
Reported material weaknesses or Zero Zero ✓
significant deficiencies in internal (new metric)
controls as part of annual
financial audit
Workers cGompensation Loss than ,1.0 0.67 ✓
experience modifier
14
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 39 of 90
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Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
Modified duty provided (Return to >95%of recordable 95% x
Work program injuriesPFeyide medifie (FY 2016-17 Target: >80%of
fnr rvreeter than 90% of
occupational injuries ✓)
OGG pa nn iniuries
Difference in inventory value in <1%"",�T seFve-azo No data available
Purchasing database vs.value tomes retained level (new metric)
submitted to AccountingSe4f-
ins genre liehilit�i f,-P
I%A
Accuracy of physical inventory >_95%Mamntain$F million No data available
count vs. book value n,�e (new metric)
Celf_mns iraRGe emerrrenG--V fi Rd
15
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 40 of 90
Page 18 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL FOUR—RECRUIT, DEVELOP AND RETAIN
A HIGHLY TRAINED AND INNOVATIVE SAFE WORKFORCE
Strategy 'I —Ensure Adequate Staffing and Training to Meet Current and Future
Operational Levels
1. Assess, develop and implement dDistrict-wide training needs.
Key Success Measures
• Hire a-Ttrainingconsultant.
• Develop and Amr,lent I H r,f emn/ov a training plan for each business section
no„oj„n ape/implomonf a trgininry pjQq fpr and each employee
classification iw 20 �_ Q►
• Continue to encourage apd tra^' the us Ti=e of eutside.external and
interna training and tuition reimbursement programs.
2. Recruit, d-Develop and train eyF future leaders.
Key Success Measures
Develop and implement trainin_g and development checklists for all Plant
Maintenance employees.
• Formalize an Operator-In-Trainin_c 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 Supervisor' Academies(alternating years).
• Continue 'm^'omo pt the Mentorship Program.
O Imr�lomon�yam gfWri'nry L7rnrvr�m fnr the11/lanarvomonf To r
s
Imrilomonf nno_nn_nno^pg^hinry essipno fnr A4;QoQr4ote
mZonf Tom
rrrr.
• Continue participation in Bay Area WaterlWaste water 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 a.n.ed r►rmmeto tonm�ninrU
Key Success Measures
Develop an improved performance evaluation system to encourage more
meaningful feedback.
• Establish and communicate clear performance expectations and
standards.
16
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 41 of 90
Page 19 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
SelTnit feedback ep_omnlewpe agsf c-gep Perform a survey on
employee engagement and imnlom"is apply viable suggestions.
fbF
. -q_ ,- Commented[CG21]:This is already captured under Goal
• Provide opportunities to recognize high performing teams at-Ddepartment 1,Strategy 2-Foster Employee Engagement and
- Interdepartmental Collaboration.
eetings and Board W eetings.
Continue the General Manager lunches with the Division workgroups.
Maintain Wre Lateral Connection employee centered newsletter.
• Increase participation in the employee wellness program, includin_g 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 eE;io&Pb i c-ie1e4 frnoijwi analysis summary to the
District Safety Committee and Safety Teams on.9 mnnfhl„h_oio fn inform
momhoro ahn.,f accident/incident causation and corrective measures.
• Continue providing quarterly accident/incident analysis summary to -t
the Management Team. on a of 1Qrtorl1iL�I hac+ic+to inform n/Ianarvorc+of the
maaoUrao
As�Tfinl ra nroyiding en /1 p �al CafetW l��to the Bear.,l - Commented[CG22]:This will continue to be done;
however,it does not offer significant enough contribution to
furthering the Initiative to be a Key Success Measure.
2. Enhance the %safety culture through improved training and communications.
Key Success Measures
Continue conducting rarvi�hfnr►i ran,►iirar,l fp 4;4 fr9inina
..
• Continue C-O p training based upon accident/incident causal factors,
new processes, equipment or procedures.
• Continue providing relevant safety information to personnel via the Safety
Corner in the Lateral Connection.
17
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 42 of 90
Page 20 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
• Continue providing information on upcoming safety:-related legislation and
regulations to supervisors and managers via the California OcGupatiotiai
Safety and Health Administration Reporter Refger er-and the
Safety Supervisor.
ininry o�ooinno nr o�faf►i ir���
O
Ell mrilemePt o�faf►i ininr,r/ nl�inry o►iofam.
18
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 43 of 90
Page 21 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL FOUR-KEY METRICS
Metric Target FY 2016-17 Performance
Average time to fill vacancy L^cc than-, 60 days 53.25 days ✓
(from request to hire)
i urnover rate ie :518.8%Less th 9.14% ✓
remain at^r belew iRd
at or below 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 interna equivalent employee
trainin ^^r em^'^��^^ F( TE)TFa (No was set for FY 2016-
2n1 -1 7, Tomei 17 as there was no baseline data
fef availFY 201:7 able
Q
Actual versus budgeted usage Greater than,80% 25.59% x
Of t�Citi^r, rdimhU FSeMeRt
training dollars
PeFGeRta erformance 100% 44.5% x
evaluations completed on
time
Participation in annual Increase by 10% -11.2% x
Wellness Expo each 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%L=esTth 3.8% ✓
lost time incident rate iess Galmf^rnia Sewage (FY 2016-17 Target: <7.4% ✓)
than 2016 BLS' California T,-FeatmeRt FaGilit+e
Stege Treatment Facilities Rate
Rate
19
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 44 of 90
Page 22 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL FIVE—MAINTAIN A RELIABLE INFRASTRUCTURE
Strategy 1 —Manage Assets Optimally Throughout Their Lifecycle
1. Develop 10-Year CIP consistent with recommendations of the Imnlement Beat- J
appFe ied rer+ommendations from the-Comprehensive Wastewater Master Plan
and Condition ssessmen+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.
Imrglam� rinri aril r'om.f
IV ��'I qrahanoiVa I/I/sofa. a Ea-tb'tC!E;tar Dhn anr,l
Dhnl �o1�1 apprnrri�
Implam�tha� tQ1 Imni IIIVIgyomonf Drnionfo ii-ep fieel in e
IVranomme pdatie ps
2. UrmcdaPteQ th8 GeRseqYeRGe ef FailyFe MatFiGes.Continue maintenance on assets
using a reliability-based approach. ,- Commented[CG23]:New Initiative(re-worded the
former Initiative 3 to encompass all reliability-based
llo►i i�nn000 11/lo�oi�roo maintenance).
C'
n
the Gepp el canna of Fa#wra 11/Iatr4nao hma 047.
v. Implement the Reim iohilib ('enterer) Main+ononG8 IQr W Prorvr-AMr
Key Success Measures
�_ Train
StaffGP Qr`ll/I #gQ114oio 9nr,l ;Gf W
pronaoo Q14QhQMQ /F=V 246,_'18)
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.
Manage and maintain current equ„nment enr vehicle fleet to provide maximum
value.
Key Success Measures
• Maintain gni t. uptime for vehicles and equipment_�; �tthap 9 4 commented[CG24]:Moved to Metrics table.
10 Install j tep4ate6f vehicle ec-ation 441/1 ) on X11 1-li WC_tyehinlao
20
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 45 of 90
Page 23 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
• "_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 E3eaF I appFeyed Gemr►rohea.n. o
Wast t. .10-Year CIP.
Key Success Measures
® imnlamanLIEW 111EVEWEIEW11tfion of Infoll/I�ote Cef ire f�etep pe
�V
endnonoorv�canna%19 %-,%. of failb*oo fanfnro
-�
1 ej4Plon Q h148inaoo nronaoo tG innnrnn ry
ate Inn _farm /10 nlw g iiaQrol
JVFIQPeWal Q0,Ed ronlanamanf 6Gh11Gf Alco in k r.,� if�l Imprgyemanf
Drnrvr�m /r'IDI h�oor,l nn the QQrr,l�nnrn�iaGf Gemnrahepsiye I/I/�otewate
r�vg► -a-vrr c�vvati r
masteF P-lap.
4101d nrvo W4th the gGa,4 QnnrnViod Q.9, I/1/a teWatetMastTo.-rr
plap-
• Capital Proiects 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.
Implement the Program Management Information System (PMIS). ,- Commented[CG25]:New Initiative.
Key Success Measure
• Complete implementation of the system and train staff.
7 19 Air eGG Gass eyalu in .R.S �esiRte pFepesals fnr noW(`ID
e GAM
Imr►rniomon� Ri-Irv���('IRl
�ai Cnnaco 11/la�oirao
hater Dhn.
ll/I a teF P-lap.
21
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 46 of 90
Page 24 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
Strategy 3—Protect District Personnel and Assets from Threats and Emergencies
1. Enhance our capability to mitigate, prepare , respond and recover from
emergencies.
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.
�����nna nnG.nfi#LINnIIih4 fiald apd fraafmanf nlQnf nr�nfinal avarnioa to the
JY
Fm `nni Uaparvei:panf Traininry Dn gFam.
mPWte the five-year.11nd.atetto the rm.11.1 X48 infional Local aza
/ 111-1-9LjY, �L"L�, ... .
• Update the Emergency Operations Plan.
Relocate the data center to a more secure location. iF=v 22n1 6.1 st►
• 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 nth( Security Program
to meet new or evolving threats.
Key Success Measures
Security Master Plan.
fc-ifi
O Gepise date is�ni►rity mnnifnriog of all I-liotr4c-tfa�ti
phapc-e the isec-Urityn►�l��th f:ef ly�Ulh imj ��' 11 1 nrnval c-emmupicnatiep.
O Imp'doo trHGatmept n/anf_oie/a netwe*and netwe*it aryl►inmanf fn create
ramWGf-qwf nQfho•L Commented[CG26].Moved down one bullet.
• Develop,gnat iml,nlemeW nrifinal infnrmafinn (.1 T)additional security
procedure 3, effect the changes and train staff.
• Upgrade treatment plant network and its equipment to create redundant
ap ths•
3. Improve the potable water system and enhance water quality testing procedures. Commented[CG27]:New Initiative.
Key Success Measures
• Construct new system and infrastructure upgrades.
• Test potable water quality on a monthly basis.
• Add a communication component to the water testin_g program to provide
quarterly updates to employees on the quality of the water.
22
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 47 of 90
Page 25 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL FIVE-KEY METRICS
Metric Target FY 2016-17
Performance
Safety-prioritized work orders 100% 93.5% x
completed on time
I Regulatory Title V work orders 100% 95.03% x
completed on time
Planned treatment plant preventative GFeator than >95% 87.8% x
maintenance completed on time
Planned pump station preventative >95% No data available
maintenance completed on time (new metric)
(`nmr►IB+o omont # Rig circ•+(l��nr+or of 100% v,*'
Infnma&te-FUptime for vehicles and 2017>95%
(new metric)
equipment
Miles of pipeline replaced GFeateFthaR 4->0.5%of 0.33% x
assets(7.6 miles per
year for the next five
years starting_ in FY
2018-20
Capital expenditures as a GFeator than >90% 69.1% x
percentage of capital budgeted cash
flow including carry forward
Information system outages 100% uptime 99.99% x
atr�g normal business
operationSupt imo planpe4
main neo\
TITQTTT
Data 9backup and Recovery Zero IL-ost Quata Zero lost data ✓
Potable water system monthly 100% 100% ✓
testing meets all water quality (new metric)
standards
23
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 48 of 90
Page 26 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL SIX—EMBRACE TECHNOLOGY, INNOVATION AND
ENVIRONMENTAL SUSTAINABILITY
Strategy 1 —Augment the Region's Water Supply
1. Explore partnering opportunitiesCGVVD and GRn/il If li
Key Success Measures
Develop and execute a contract for the Recycled Water Exchange Proms
with Contra Costa Water District and Santa Clara Valley Water District
(and/or other interested water supply agencies).
O GomnIete inihnleoale nr,nnrFipiti o next stpnQ
1/1/nrh K4th r� nn�l r»rge Inr�14/g inghi g opo "
• 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 Proiect, formerly the Concord Naval Weapons Station.
2. Continue to support the development of a demonstration Dever^n Satellite
Water Recyc n Facilit 1 it,c ISPAIF` or^nr�at Diablo Country Club.
Key Success Measures
• Complete the environmental review process and support the proiect team
durin_g design-build activities.
• Execute the Operations and Property Transfer Agreement(or equivalent).
• Actively participate in the Request for Proposal(RFP)and the build-operate contract.
• F=aC-Xtre o D l a n n i n ry C he�te " fnr el�h ln QQ 9 I n t> � i
>
r'1►rh'o 4QQi'1 8144 F=r,rnient
.0 1 ��%./ %.f VI IV IzL
• Fi agZE?the agFeement fnr the I" GG CWRF Drnie
• S14191444 t46? �rrlin�tinn fnr a CDS th
/nen fnr e I")GG Drnient if�r�r�lin�hle,
Com► t7
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.
1 ❑orfr►rm b Gino66 pFeGeSS mapping and ro_onginoorinry
24
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 49 of 90
Page 27 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
Cll/l
Tari 11GGeso easurao
O I1 mn1a144 met 14.i fael Time nionina Dnnrvr �
anr,l simnlif►i the nmr-ess.
• I/1/orl��nii4 t4e ���en�raoTfo implement fad imnroyemepts to
L`".U"
renes ess side tifiad(IF NY 2046-1,91
�
ha►i hi�c�inac+c+�ra��/GV'�/177_7521
1.
nron000ao/FV 720174QI ,=' Commented[CG28]:Eliminated this Strategy and moved
parts into Goal 3,Strategy 2-Manage Costs,Initiative 3—
Strategy 32-Reduce Reliance on Non-Renewable Energy
Re-engineer business processes and complete optimization
studies and parts into Strategy 3 under this same Goal.
1. Explore opportunities for renewable energy generation, conservation and
efficiency based on the Board appFeyed Gemr►rohons.iye Wast wateF-MasteF
PWR's Energy Policy.
Key Success Measures
4 1-lQW 1V4.l�ene � assessment-.
• Devel-rap-�o141 the evah4agen of anarrvy rvepeFan nroia
Dram agn Dn UPI/ nrojia4j hi/fha Ro�rr,l
_rT
Track and review energy usage Qqd gntiepS to nnfim►;zo onorry►,
• Explore ways to optimize energy efficiency.
• Prepare and issue a solicitation for an onsite renewable energy generation
rp oject"
Strategy 43—Encourage the r-Review and tTesting of wemmc�„g and 'ea�'one
tTechnology to Optimize and Modernize Business Operations:
1. Select and implement new Enterprise Resource Planning (ERP) ystem and
ingrate with linked systems.
Key Success Measures
• Issue an RFP and select vendor and system integrator.
• Successfully manage scope, timeline and budget for implementation,
includin_g staffin_g augmentation.
• Integrate with the electronic timekeepin_g 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
25
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 50 of 90
Page 28 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
• Utilize mobile applications for Construction Inspectors, Capital Proiects
Inspectors, and Surveyors(upgrades only).
/1 nr�Kira �n�rnll n��f mnhila�o�iinao fnr�nr�rnnri�fa of�ff
•�� to Star-..
O Train ot�fLrn-vrnrt I o�-'tee of GMA49/I C' 4eIgge r,loW lies
IMI.r9lomanf mnhila �nrilin�finno
• GA4A4S /l=V�n 16�Wlw_17►
• 7TGTT
TimweIkeeP inr/t=V 22r177_7S?1
.-, Construction /=V2r777vT
• =ny*GPranfQl
r`nm1 Pl0n1 na (FY-2047-4-94
FY-204 7- 'I Q1
• el*ihlo /I nnout(F)42201 7_1 Q)
R
• an In /t=V2n17_1 st►
�Q
3. Continue developing and investing in cost effective innovation, leg and
promising technology and applied Rresearch and evelopment.
Key Success Measures
• �C uarterly -neetings ofd the Applied Research Committee to
promote innovation and continuous improvement.
• Issue a Public-Private Partnership service contract for a solids handlin_g
demonstration proiect.
• Continue to be an active participant in the HYPOWERS pilot proiect to test
an emer_gin_g hydrothermal resource recovery process for solids handlin_g.
• Pilot test new and promisin_q technologies or processes.
Dhn nr hi of�ff
26
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 51 of 90
Page 29 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout)
GOAL SIX-KEY METRICS
Metric Target FY 2016-17
Performance
Gallons of recycled Greater than >240 204,122,430 gallons
water distributed to external millien,000,000 gallons per per year X
customers year
M 8)(1 rtl
(1r"tl- re-.jerrtial fill 15 rinutes
statmenGUstemer wait tome
Gallons of roGOiG-loi-1 1niator Greater than 14 million
distributed at residential gallons nor year
fill station
Gallons of ror►.iGll.orl,1n' (_'
iotor rooter than 4 million
d o stFucr eta-acct-t� l'�foil r'+a 1.1.o ns n e r d ea-r
kWh of electricity produced GFeateF thaR >18 million 18.9 million kWh ✓
kWh per year(reported as a
rolling average)
kWh of solar power produced f=reamer than >12,200.000 136,215 kWh (reported
at Collection System kWh per year as a rolling age) x
Operations GSO-and HHW (reported as a rolling (Panels were installed
Facility average) at the end of January
2017
-Previews or pilot tTests of (seater thaRtests er 5✓
new and promising reviews per year
technology
PFeSeRt4P'esearch papers (seater than,>3 papers or 5✓
and findings presenter presentations per year
27
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 52 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Goal Strategy Initiative EUM Attribute Value
Provide high guamy customer Customei Community
service. Satisfaction Commented[CG1]:Re-ordered from Initiative#4 to#1 and
moved down all other rows.
Invest in business process changes Customer Leadership And
and technologies to effectively Satisfaction Commitment
increase access to District
information and promote customer Operational
care, convenience and self-service. Optimization
Foster External Increase customer understanding Stakeholder People, Community
Customer and support for key ss es firon Understanding and
Engagement and District initiatives, programs Support
Awareness and services.
GOAL 1 -PROVIDE
EXCEPTIONAL Build and maintain relationships Stakeholder
CUSTOMER with Ffederal,-&state and L-local Understanding and Community
SERVICE elected Gofficials and key Support
stakeholders .
i i�+nmor
�rr''irot`mes�-mvyh ni i�li+i r+i'�rrmm®
Commented[CG2]:Re-ordered to be Initiative#1.
7LTV'TS�
Establish opportunities for internal nterprise Resiliency
partnerships and cross-divisional People
collaborations.
Foster Employee
Engagement Z°, istemnr
and Fester Cultivate employees' Ca+icfaGtinn
Interdepartmental understanding of District operations Employee and
Collaboration and their role ins the agency's Leadership People, Community
success. Development,
Enterprise Resiliency
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 53 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
I eadeF�hir12pqq��
iRteFRal r»rtror�hir� a:;Rd GFGSr,_ DAVAIAI-rGRIeRt
Comm initi
diVicinr»I GE)llaberatinnS Commented[CG3]:Re-ordered to be Initiative#1.
Continue to participate in industry employee and People,
trade organizations and appy Community,
readership
certifications and awards. Development Leadership and
Commitment
Maintain a Strong Continue to participate in
Reputation in the CalWARN to provide mutual aid to Community
Community sister agencies. Sustainability Community, Principles
Minimize impacts to residents and Customer People,
businesses during maintenance or Satisfaction Community
construction work.
Goal Strategy Initiative EUM Attribute Value
oRew t or t e t 41PDFE 4G
Strive to Achieve Meet existing regulationsand r� Product Quality Principles
n�uturo roni i atin%
GOAL 2 -STRIVE 100% Permit
TO MEET Compliance in Air, Foster relationships with regulatory Stakeholder Community
Water, Land and agencies. Understandingand
REGULATORY Other Regulations g Support
REQUIREMENTS pp
n,nmtnr and+Track proposed and Stakeholder Community
pending legislation regulatory Understanding and
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 54 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
changes Support
^ror,+i^nom; plan for possible
implementations.
Actively manage GHG emissions in Community Principles
the most cost--effective and Sustainability
responsible manner.
Complete the collection system Infrastructure Leadership and
scheduled maintenance on time Strategy and Commitment
Strive To Minimize and optimize cleaning schedules Performance
imrrnia o i� r �
The Number Of IGG
Sanitary Sewer Continue the pipeline condition Infrastructure Leadership And
Overflows assessment and cleaning quality Strategy and Commitment
assurance program using the Performance
system---wide CCTV program.
Review all existing Board Policies Enterprise Resiliency Principles
Comply with All every two years to ensure
Federal, State and relevancy.
Local Regulations
Related to District Reexamine existing Department Enterprise Resiliency Principles
Administration and Administrative Procedures to
ensure compliance with applicable
laws and regulations.
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 55 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Goal Strategy Initiative EUM Attribute Value
Ensure rate structure and fees are Customer Community Principles
consistent with cost of service Satisfaction,
principles. Financial Viability
Imnrnio tii0 anrl QnRIM i inity
nrnrossing of r+-
DtQyiQlnn 7 Innn rgnrrr�rinht =inr,nr•i�l\/ir hilit�i
�. mar
mannryomon+nnlir y
Conduct Long
Range Financial Present alternative financial plans F=inancial Viability, Community, Principle::
Planning to the Board in FY 2018-19 for Infrastructure
GOAL 3 -BEA necessary rate adjustments for FY Strategy and
FISCALLY SOUND 2019-20 onward, including Performance
AND EFFECTIVE considering the potential issuance
WASTEWATER of debt to fund the CIP in
SECTOR UTILITY conjunction with the overall
financial plan.
Develop alternatives for new Financial Viability Leadership and
revenues and funding sources Commitment
(�-.e.g_,.tinteragency agreements,
services ana-recycled water).
Effectively manage the cost of Financial Viability Community, Principle,:
employee benefits.
Manage Costs ®orfnrm Carry out targeted audits Operational Peo le Principles
of critical/high risk functions or Optimization, Leadership an
processes. Enterprise Resiliency Commitment
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 56 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
❑erfnrm Re-enqineer business Operational Peo le Leadership
processes and complete Optimization, And Commitment
optimization studies of treatment Enterprise Resiliency
nlent enrl field identify
opportunities to reduce costs and
ali n with proven practices.
Evaluate and risk Enterprise Resiliency Principles
management practices to minimize
loss.
Goal Strategy I n itiative E U M Attribute Value
Assess, develop and implement Employee and People,
Ensure dequate istrict-wide training needs. Leadership Leadership And
S-&taffing and Development Commitment
raining to Meet
,Current and
Ffuture Recruit, d9evelop and train auf Employee and People,
GOAL 4— OGperational future leaders. Leadership Leadership And
DEVELOP AND to evels Development Commitment
RETAIN A HIGHLY Cultivate a positive work culture Employee and People,
TRAINED AND erl nnrnm9te teemwerL Leadership Leadership and
AIA1�1\/
IATI\/C SArE
Development Commitment
WORKFORCE Enhance
Rr-elationship with Sustain and grow collaborative Employee and People,
eEmployees and relationships with the labor Leadership Community,
11-bargaining nits bargaining units. Development, Leadership and
Enterprise Resiliency Commitment
Stakeholder
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 57 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Achieve consistent improvement on Employee and People,
State of California and Bay Area Leadership Principles, Leadership
Meet or eExceed industry injury rate. Development and Commitment
+Industry safety Enhance the safety culture through Employee and People,
S6tandards improved training and Leadership Principles, Leadership
communications. Development and Commitment
Goal Strategy I n itiative E U M Attribute Value
Develop 10-Year CIP consistent Infrastructure
with Imnlomont Qnr,r�nnrn� Strategy and Comma,ni+"Leadership
recommendations from-of the Performance and Commitment
Comprehensive Wastewater Master
Plan and E
As,ccm.R.+°sset Management.
II 1 � 0('nnsr�ryi ianr+o of Failure Trr se Ro�ilionay Pronamni
GOAL 5— Manage Assets n'�tF'� I or r�lor...hin Anrl
MAINTAIN A ptimally
RELIABLE (Throughout heir Imnlomont theContinue Infrastructure Leadership And
INFRASTRUCTURE tLifecycle maintenance on assets using a Strategy and Commitment
reliability-based approach renterPerformance
maintonAnr+o (RQU) nrnr•�r�m
rrTurrT .
Manage and maintain current Infrastructure Leadership And
eq gprHeRt and vehicle fleet to Strategy and Commitment
provide maximum value. Performance
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 58 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Integrate#�e-data from the Asset Infrastructure Leadership And
Management Program into the Strategy and Commitment
analysis of long---term apital Performance
+Improvement needs based on the
10-Year CIF.
Facilitate Ltong- Imnlement hi GOReGr,Ga InfrP;ztrl iGti ire I eaderczhin Onrl
Tferm Cpapital eyaTua n.s, inr+li irlinn life_rii Streteoy And ( rF ent
Renewal and ;T rn
elm fnr ne�ni rID nieS Derfnrmenne
Replacement to determine mn6tieSte�GtiV&
Implement the Program Operational People,
Management Information System Optimization, Leadership and
P( MIS). Infrastructure Commitment
Strategy and
Performance
Enhance eurcapability to mitigate, Enterprise Resiliency Principles
prepare for, respond to and recover
from emergencies.
Evaluate and implement Enterprise Resiliency Principles
Protect District appropriate improvements to thee4F
P-personnel and Security Program to meet new or
assets from evolving threats.
(Threats and
Eemergencies Improve the potable water system Product Quality Community,
and enhance water quality testing Leadership and
procedures. Commitment
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 59 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Goal Strategy Initiative E U M Attribute Value
Explore partnering opportunities Water Resource Community
_.x . Sustainability
Community
Sustainability
-DContinue to support the Water Resource Community,
development of a demonstration Sustainability, Leadership And
Augment the Satellite Water Recycling CorflrCommitment
Region's Water Facility at Diablo Country ClubJe& Sustainability
Supply (SPAIC) Dregrr m.
Continue to provide recycled water Customer Service Community
to residents and businesses; Satisfaction,
evaluate and process new customer Water Resource
GOAL 6— requests. Sustainability
EMBRACE
TECHNOLOGY, _vallate B sir,osc Perform hi isinass. nV.rnG8SS m�nn-V VinrOperational I eadershin Onrl
INNOVATION AND DrnGosses aRG1 rod re-81 inoorinn nP+imiZa+inn r rr on+
ENVIRONMENTAL rp t irhize
SUSTAINABILITY n"arn+inr��
Explore opportunities for renewable Community Leadership And
Reduce Rfeliance energ-y&e4#-generation, Sustainability Commitment
on Non- conservation and efficiency based
on the Board's Enemy Policy
Renewable Energy
Wastewater Master Plan.
Encourage the Select and implement new Operational Leadership and
4eview and Enterprise Resource Planning Optimization Commitment
(Testing of (ERP) ystem and integrate with
linked systems.
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 60 of 90
Central Contra Costa Sanitary District
FY 201 -20 Strategic Plan and Initiatives
Alignment with Effective Utility Management Attributes and District Values
Prnand Expand and improve the use of cost Operational Leadership And
leadiRg effective mobile computing and Optimization Commitment
Technology to communication technologies.
Optimize and
Modernize Continue developing and investing Operational Leadership and
Business in cost effective innovation, Optimization Commitment
Operations technology and applied research
and development.
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 61 of 90
Page 39 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 and political sensitivity training.
AIMEM
• Perform research to assess customer awareness, satisfaction and
methods of best receiving information (Fiscal Year(FY) 2019-20).
AMFIM6
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 AL
• 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.
,A0§1P1111k& %W 'AAMP41bbb.. IV
3. Increase customer understanding and support for key District initiatives,
programs and services.
Key Success Measurequ s
6bb6h, x
Conduct facility tours and presentations through speaker's bureau and
other opportunities.t �
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.
'1&"
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 62 of 90
Page 40 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 o 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. 1�
• Survey employees for internal customer service satisfaction levels.
• Educate on-boarding employees about existing Board Policies and
Administrative Procedures. �ma NL
• 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.
Strate 3 - Maintain a Stron e utation in the Community
9L 16k 1qL
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 63 of 90
Page 41 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
2. Continue to participate in CaIWARN 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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 64 of 90
Page 42 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
GOAL ONE - KEY METRICS
Metric Target FY 2016-17 Performance
Average onsite response time <20 minutes 34.25 minutes
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 )
calls, after hours ABBE
Average customer service >_3.8 out of 4.0 3.96
rating for emergency calls -4V k
Median customer satisfaction >95% 97.5% 10,
rating on construction projects
Median customer satisfaction >95% 94.8%
rating on permit counter
interactions
Students served by >4,000 per year 2,79
-N
education programs (FY 2016-17 Target:
>2,200 per year )
New employees attending 100% 77.1% (not necessarily within 6 months)
customer service training within (FY 2016-17 Target: >50% )
6 months of employment AL
Participants in Plant / >500 participantse 563 (Treatment Plant tours only)
Household Hazardous Waste per year "'44%
Collection Facility tours and
District presentations N x
Participants in citizens >30 participants 36
academy, Central San per session
Academy L A V
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 = Target Not Met for FY 2016-17
4
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 65 of 90
Page 43 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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. A&
• 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). 19V
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 (GARB), as needed.
"'NMW 'AmEnhhh, I&
3. Track proposed and ending legislation or regulatory changes; plan for possible
implementations.
Key Success Measures
• Analyze, review and comment on relevant proposed legislation, as
appropriate. IL
• 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.
• Prepare and submit annual GHG emission inventory to GARB.
5
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 66 of 90
Page 44 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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.
A^.2. Continue the pipeline condition assessment and cleaning quality assurance
*41 '
program using the system-wide CCN program.
Key Success Measures
• Identify urgent and critical repair or replacements and complete pipeline
repairs as soon as possible. 'Nbkh, Ak
• Use CCTV data to adjust cleaning frequencies as neede
10fth" 1W
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.
W 111 1.,
Key Success Measures
• Staff review and update of policies, if needed.
4eUpon conclusion of staff review, present the policies to the Administration
Committee and full Board.
'q� Nk
2. Reexamine existing Department and Administrative Procedures to ensure
compliance with applicable laws and regulations.
'ML
Key Success Measuris
• Review Finance, HR, Risk Management and Safety directives, policies
and procedures to ensure compliance with all current applicable laws and
regulations. V1
• Develop a schedule to review procedures on a regular basis.
6
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 67 of 90
Page 45 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 (M 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
2016-1 Target: <3.0
pipeline (FY p g )
Spills to public water <3 per year 9
AM-
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 contro cleaned on an annual
(QA/QC) basis
Pipeline cleaning QA/QC >98% 94.34%
passing rate
Annual Environmental 100% 100%
Compliance inspections and
permitting completed on time
Household Hazardous Waste Zero violations Zero violations
ok
(HHW) management (new metric)
compliance
Biennial review of all existing 100% 100%
Board policies (new metric)
7
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 68 of 90
Page 46 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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. 'Aw
• 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 Ntot 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 Iforoard inpu consistent with the debt management
policy, fiscal reserve policy, 10-Year CIP and general ratemaking
principles. NL NhAw, qqw
• 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).
I&L 1W
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.
IFF
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 69 of 90
Page 47 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
• 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.
A&
3. Re-engineer business processes and complete optimization studies to identify
opportunities to reduce costs and align with roven 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. 'NIL L
• 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. 'OF- -
4. Evaluate and apply risk management practices to minimize loss.
Key Success Measure
A*4&,."%
• Identify and harness lessons learned from previous losses.
Reduce average cost of overflow claims.
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.
1W
9
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 70 of 90
Page 48 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 averageof.. 0
Bay Area Agencies
Standard & Poor's and Moody's AAA/Aa 1 AAA/Aa 1
credit rating (FY 2016-17 Metric did not
include Moody's rating)
Debt service coverage ratio >2.0 9.82fAhh"
Actual reserves as a percentage of 100% 100%
target
Operating expenditures as a >95% 92.5%
percentage of operating budget (FY 2016-17 Target: >90%✓)
Internal audits completed per year >_3 Zero — audit program was not
ION in place (new metric)
Reported material weaknesses or Zero Zero
significant deficiencies in internal (new metric)
controls as part of annual financia
audit AW
Workers' compensation experience <1.0 0.67
modifier N�- 1� 'I%
Modified duty provided (Return to >95% of recordable 95%
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 71 of 90
Page 49 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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. A&
• Develop and employ a training plan for each business section and each
employee classification.
• Update training database.
• Continue to encourage the use of external and internal training and tuition
reimbursement programs. 19V
46 1",
2. Recruit, develop and train future leaders.
Key Success Measures ,&, X'A0
• Develop and implement training and development checklists for all Plant
Maintenance emp/oyees.q4#16, 1�
• Formalize an Operator-In-Training Program to encourage employees to
explore career options in thevan& Plant.
• Actively participate in career fairs an with co�nity and technical
colleges. 1how,
• Increase enrollment in the internship program.
• Continue the Leadership and Supervisory Academies (alternating years).
Continue the Mentorship Program. 6
Continue participation in Bay Area Water/Wastewater Workforce
Development Collaborative and Bay Area Consortium for Water and
Wastewater Education to support development of high-p erforman ce
workforces in the region.,V
Strategy 2 — En nce Relationship with Employees and Bargaining Units
1. Cultivate a positive work culture.
'IMF
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 72 of 90
Page 50 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
• 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. A&
• Continue the Labor Management Committee meetings.
• Engage the bargaining units in informal discussions on collaborative
solutions to workplace issues.
AA
Strategy 3 — Meet or Exceed Industry Safety Standards
1. Achieve consistent improvement on State of California and Ba Area industry
injury rate.
Key Success Measures *6h6., Nit
• 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. 1haw
• Continue providing quarterly accident/incident analysis summary to the
Management Team.
2. ance the safety culture through improved training and communications.
�h
-qk",j
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.
• Continu-rove ung 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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 73 of 90
Page 51 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 <_18.8% 9.14%
Bureau of Labor Statistics'
(BLS) 2016 local government
industry average
Average annual training hours 15 hours per full-tim 7.46 hours per FTE
(external and internal training) equivalent employe N16.
(FTE) (No target was set for FY 2016-17
as there was no baseline data
4tavailable)
Actual versus budgeted usage >80% 25.59% x
of training dollars XA �
Performance evaluations 100% 44.5% x
completed on time #_L1
Participation in annual Increase by 10% each -11.2%
Wellness Expo year � (new metric)
'IRW
Air
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 les (FY 2016-17 Target: <7.4% ✓)
than 2016 BLS' California
Sewage Treatment Facilities
Rate
13
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 74 of 90
Page 52 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 bud et and on schedule.
2. Continue maintenance on assets using a reliability-based approach.
Key Success Measures A&
• 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.
1011h6' 1�
3. Manage current vehicle fleet to provide maximum value.
Key Success Measures % 'I%L
• Maintain high uptime for vehicles and equipment.
• Implement diagnostics associated with automatic vehicle location.
1%w in W"
Strategy 2 — Facilitate Long-Term Capital Renewal and Replacement
1. Integra a data from the 7TNAsset 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.
'1W
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 75 of 90
Page 53 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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.
• 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.
q 1%6'
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 u dates to employees on the quality of the water.
15
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 76 of 90
Page 54 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
GOAL FIVE - KEY METRICS
Metric Target
FY 2016-17
Performance
Safety-prioritized work orders 100% 93.5%
completed on time
Regulatory Title V work orders 100% 95.03%
completed on time
Planned treatment plant >95% 87.8%
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%
(7.6 miles per year for the
next five years starting in
FY 2018-20)71&
AdW&
VEW
Capital expenditures as a >90% 89.1 /
percentage of capital budgeted cash
flow including carry forward *4
MW
Information system outages 100% uptime 99.99%
affecting normal business
operations
Data backup and recovery Zero lost data Zero lost data
'I%L ik-
Potable water system monfhly 100% 100%
testing meets all water quality (new metric)
standards
16
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 77 of 90
Page 55 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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 th,
wp
• Complete the environmental review process and support the project team
during design-build activities.TfAM
I
• Execute the Operations and Property Transfer Agreement (or equivalent).
• Actively participate in the Request for Proposal (RFP) and the design-
build-operate contract'Nak U . � _
3. Continue to provide recycled water to residents and businesses; evaluate and
process new customer requests
Wr���
Key Success Measures
lwtContinue 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.
NL', AN
Strategy 2 — Reduce Reliance on Non-Renewable En1W
ergv
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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 78 of 90
Page 56 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
Strategy 3 — Encourage the Review and Testing 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. A&
• Integrate with the electronic timekeeping system.
• Integrate with the PMIS. AAMML
• Address e-procurement and contract management system needs.
s �
2. Expand and improve the use of cost-effective mobile computing and
communication technologies. 'Ilk
Key Success Measure
• Utilize mobile applications for C*ons ion nspectors, Capital Projects
Inspectors, and Surveyors (upgrades only).
'W"qq� 'I%
3. Continue developing and investing in cost-effective innovation, leading and
promising technology and applied research and devel ;ment.
40
AM-w
Key Success Measures NO%
• Quarterly meetings of the Applied Research Committee to promote
innovation and continuous improvement.
Issue aPublic-Private Partnership service contract for a solids handling
demonstration project. "4�
• 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.
IN
18
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 79 of 90
Page 57 of 64
Draft Fiscal Year 2018-20 Strategic Plan
Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean)
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
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 per yea'r% 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 yea 5
and promising technology
Research papers and >3 papers or presentations per 5 �
findings presented year
19
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 80 of 90
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 Customer People,
service. Satisfaction Community
Invest in business process changes Customer Leadership And
and technologies to effectively Satisfaction, Commitment
increase access to District Operational
information and promote customer O timization
Foster External care, convenience and self-service.
Customer
Engagement and Increase customer understanding Stakeholder People,
Awareness and support for key District Understanding and Community
initiatives, programs and services. Support
GOAL 1 - PROVIDE
EXCEPTIONAL Build and maintain relationships with Stakeholder Community
CUSTOMER federal, state and local elected Understanding and
SERVICE officials and stakeholder Support
Establish opportunities for internal Enterprise Resiliency People
partnerships and cross-divisional
collaborations. �
Foster Employee Cultivate employees' understanding Employee and People,
Engagement and � of District operations and their role Leadership Community
Interdepartmental in the agency's success. Development,
Collaboration Enterprise Resiliency
1
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 81 of 90
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 Employee and People,
trade organizations and apply for Leadership Community,
certifications and awards. � Development Leadership and
Commitment
Maintain a Strong Continue to participate in CaIWARN Community Community,
Reputation in the to provide mutual aid to sisterSustainability Principles
-AN&
Community
agencies. AW
Minimize impacts to residents and Customer People,
businesses during maintenance or Satisfaction Community
construction work.
Goal StrategyL Initiative :.UM Attribute Value
Meet existing regulations. Product Quality Principles
Foster relationships with regulatory Stakeholder Community
agencies. Understanding and
Support
GOAL 2 - STRIVE Strive to Achieve
TO MEET 100% Permit Track proposed and pending Stakeholder Community
REGULATORY ompliance in Air, legislation or regulatory changes; Understanding and
REQUIREMENTS Water, Land and � plan for possible implementations. Support
Other Regulations
Actively manage GHG emissions in Community Principles
the most cost-effective and Sustainability
responsible manner.
2
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 82 of 90
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 Performance
system-wide CCTV program.
NW 4%,L-
Review all existing Board Policies Enterprise Resiliency Principles
Comply with All every two years to ensur
Federal, State and relevancy
Local Regulations
Related to District Reexamine existing Department and Enterprise Resiliency Principles
Administration Administrative Procedures to ensure
compliance with applicable laws and
regulations.
IL
Goal Strateg) Initiative EUM Attribute Value
Ensure rate structure and fees are Customer Community,
consistent with cost of service Satisfaction, Principles
principle Financial Viability
Conduct Long-
GOAL 3 - BEA Range Financial Present alternative financial plans to Financial Viability, Community,
FISCALLY SOUND the Board in FY 2018-19 for Infrastructure Principles
AND EFFECTIVE Planning necessary rate adjustments for FY Strategy and
WASTEWATER 2019-20 onward, including Performance
UTILITY considering the potential issuance of
debt to fund the CIP in conjunction
with the overall financial plan.
3
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 83 of 90
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 Financial Viability Leadership and
revenues and funding sources (e.g., Commitment
interagency agreements, services
and recycled water). AAK
Effectively manage the cost of Financial Viability Community,
employee benefits 1*4Principles
Carry out targeted audits of Operational People,
critical/high risk functions or Optimization, Principles,
processes. 1%0
Enterprise Resiliency Leadership and
'Ib Commitment
Manage Costs 4dplb-
Re-engineer business processes Operational People,
and complete optimization studies to Optimization, Leadership and
identify opportunities to reduce Enterprise Resiliency Commitment
costs and align with proven
practices. mm, mmmw4h66'
Evaluate and apply risk Enterprise Resiliency Principles
management practices to minimize
loss.
Goal Strategy Initiative EUM Attribute Value
Assess, develop and implement Employee and People,
Ensure Adequate District-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
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 84 of 90
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
Enhance Development Commitment
Relationship with
GOAL 4— Employees and Sustain and grow collaborative Employee and People,
RECRUIT, relationships with the labor Leadership Community,
Bargaining Units bargaining units. Development, Leadership and
DEVELOP AND Enterprise Resiliency Commitment
RETAIN A HIGHLY
TRAINED AND Achieve consistent improvement on Employee and People,
SAFE State of California and Bay Area Leadership Principles,
WORKFORCE industry injury rate. Development Leadership and
Meet or Exceed ,. Commitment
Industry Safety Enhance the safety culture through Employee and People,
Standards improved training and Leadership Principles,
communications. ` Development Leadership and
Commitment
Goal Strate Initiative EUM Attribute Value
Develop 10-Year CIP consistent Infrastructure Leadership and
with recommendations of the Strategy and Commitment
Comprehensive Wastewater Master Performance
Plan and Asset Management.
GOAL 5 — Manage Assets
MAINTAIN A Optimally Continue maintenance on assets Infrastructure Leadership and
RELIABLE Throughout Their using areliability-based approach. Strategy and Commitment
Lifecycle � Performance
INFRASTRUCTURE Manage current vehicle fleet to Infrastructure Leadership and
provide maximum value. Strategy and Commitment
Performance
5
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 85 of 90
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 Cl P.
Renewal and Implement the Program Operational People,
Replacement Management Information System Optimization, Leadership and
(PMIS). I%L, Infrastructure Commitment
Strategy and
Performance
Enhance capability to mitigate, Enterprise Resiliency Principles
prepare for, respond to and recover
from emergencies.
Protect District 10M '44000011h, X_
Personnel and Evaluate and implement appropriate Enterprise Resiliency Principles
Assets fro '1%
m improvements to the Security
Threats and Program to meet new or evolving
Emergencies threats. Nmw
Improve the potable water system Product Quality Community,
and enhance water quality testing Leadership and
procedures.A,, IM Commitment
N% W
Goal StrategyInitiative EUM Attribute Value
Explore partnering opportunities. Water Resource Community
GOAL 6 — Sustainability,
EMBRACE Augment the Community
Sustainability
TECHNOLOGY, Region's Water Continue to support the Water Resource Community,
INNOVATION AND Supply development of a demonstration Sustainability, Leadership And
ENVIRONMENTAL Satellite Water Recycling Facility at Community Commitment
SUSTAINABILITY Diablo Country Club. Sustainability
6
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 86 of 90
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 Customer Service Community
to residents and businesses; Am, Satisfaction,
evaluate and process new customer Water Resource
requests. � Sustainability
Explore opportunities for renewable Community Leadership and
energy generation, conservation Sustainability Commitment
Reduce Reliance and efficiency based on the Board'
on Non-Renewable Energy Policy.
Energy +,&
Selec and implement new Operational Leadership and
Enterprise Resource Planning Optimization Commitment
(ERP) system and integrate with
Encourage the linked systems.
Review and Testing
of Technology to Expand and improve the use of Operational Leadership and
Optimize and cost-effective mobile computing and Optimization Commitment
Modernize communication technologies.
Business Continue developing and investing Operational Leadership and
Operations in cost-effective innovation, Optimization Commitment
technology and applied research
and development.
1W
7
April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 87 of 90