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 April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 26 of 90 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 April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 30 of 90 Page 8 of 64 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 April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 31 of 90 Page 9 of 64 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 April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 35 of 90 Page 13 of 64 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 April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 36 of 90 Page 14 of 64 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 April 10, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 37 of 90 Page 15 of 64 Draft Fiscal Year 2018-20 Strategic Plan Goals,Strategies,Initiatives,Key Success Measures and Key Metrics(Strikeout) • 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 Page 16 of 64 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 Page 17 of 64 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