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HomeMy WebLinkAbout08. Receive Strategic Plan for FYs 2018-20 Page 1 of 72 Item 8. Central Contra Costa Sanitary District April 26, 2018 TO: HONORABLE BOARD OF DIRECTORS FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: ANN SASAKI, DEPUTY GENERAL MANAGER ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN FOR FISCAL YEARS 2018-20 Following its December 11, 2017 workshop, the Board adopted its 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 in the face of challenges such as the following: • Enhancing public awareness • Aging infrastructure • Regulatory requirements • Financial constraints • Employee retirements, retention and recruitment • Security and emergency response concerns • Sustainable regional water supply concerns • Increased focus on resource recovery, efficiencies, optimizations and innovations. The proposed Strategies define the District's plan to achieve its Goals, overcome its challenges, accomplish its mission and meet the community's needs in the most efficient and cost-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 show the FY 2016-17 performance for each metric against the FY 2018-20 target. Each of the District's Strategic Plans has used the Effective Utility Management (EUM) model as an overarching 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 by water industry leaders and the Environmental Protection April 26, 2018 Special Board Meeting Agenda Packet- Page 98 of 177 Page 2 of 72 Agency in 2007. It consists of 10 attributes that provide succinct focus areas for 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 upon 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 increasing service quality and lowering the cost of services to the District's customers. On April 26, 2018, the Administration Committee reviewed the draft Strategic Plan and recommended it be brought to the full Board for review. Attached are the following: 1. Strategies, Initiatives, Key Success Measures and Key Metrics (strikeout)—This document constitutes the bulk of the Strategic Plan and reflects the updates made to the FY 2016-18 Strategic Plan, as well as changes suggested at the Administration Committee meeting. 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) On a quarterly basis, the Administration Committee will be given updates on the progress of each goal and strategy through the fulfillment of the key success measures and metrics. ATTACHMENTS: 1. Strategies, Initiatives, Key Success Measures and Key Metrics (strikeout) 2. Initiatives Aligned with the EUM Attributes and the District's Values (strikeout) 3. Strategies, Initiatives, Key Success Measures and Key Metrics (clean) 4. Initiatives Aligned with the EUM Attributes and the District's Values (clean) 5. PowerPoint Presentation April 26, 2018 Special Board Meeting Agenda Packet- Page 99 of 177 Page 3 of 72 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 StrategV 1 — Build External Customer Relationships and Awareness 1. Provide high-quality customer service. Key Success Measures • Provide trainings on Ethics, Brown Act and Public Records Act. • Conduct customer service and political sensitivity training. • Perform research to assess customer awareness, satisfaction, desire to learn more about the District and methods of best receiving information (Fiscal Year(FY) 2019-20). Key c. GGess-MeasuFes • Pr,11 ide training o on Chino l r-ewmn /1 of and OUhlin eGGF In /1 of • G0ndUGt Guistenq,eF isety Ge senoifi 44,and nolitiGal senisi"train' • Perform ro ear-Gh to assess e-ustemor awareness, satisfaction, desire to learn more about the District, and methor/o of hoof ronoivi g informs+inn (Genal Year 6" 2019 20) 2. Invest in business process changes and technologies to effectively increase access to District information and promote customer care, convenience and self-service. Key Success Measures • Redesign website to enhance customer engagement and efficiency and demonstrate industry leadership. • Develop and monitor growth of social media. • Modernize Lobby layout and features to be more open and welcoming, including making information available digitally for customer self-service. 3. Increase customer understanding and support for key District initiatives, programs and services. Key Success Measures • Conduct facility tours and presentations through speaker's bureau and other opportunities. • Develop videos and public service announcements to communicate District 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 April 26, 2018 Special Board Meeting Agenda Packet- Page 100 of 177 Page 4 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) 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, open to the public, that communicates District information on programs and services. • Plan Board Member presentations to City and Town Councils and community groups of their liaison cities. 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. Establish ennerti unities for internal narFnerships and Gress diyicinn�l Key cuGGess-MeasuFes • .Develop m04 diWsiypalteamo for implementation of the 40 Year Capita npr-eyement Prog ram (CIP) and busineisis nrnnoc s effioienc-y nroients District wide • Continue the /nfe 4gation Tenhne/egy 07) Leader-ship, /I nnlied C7eoe r-Gh and Qpfim4ations, Wellness and Safety Committees and expand the idea Of Gress Qe Gtional nemmittees to other areas.. • QFgan4e teem_hu#din, _v —.nen fbF divisions s needed 2. Cultivate employees' understanding of District operations and their role in the agency's success. Key Success Measures • Communicate important District initiatives and information to employees via print and electronic media. • Survey employees for internal customer service satisfaction levels. 2 April 26, 2018 Special Board Meeting Agenda Packet- Page 101 of 177 Page 5 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) • Educate on-boarding employees about existing Board Policies and Administrative Procedures. • Provide training in Purchasing, Human Resources (HR) and other specialty areas to divisions upon request. • Increase employee awareness of and participation in the Records Management Program, with an emphasis on electronic records storage and retention. Strategy 3 - Maintain a Strong Reputation in the Community 1. Continue to participate in industry trade organizations and apply for certifications and awards. Key Success Measures • Renew California Special District Leadership Foundation Transparency Certificate of Excellence. • Continue to apply for awards through Municipal Information Systems Association of California, California Association of Public Information Officials, California Special Districts Association, California Water Environment Association, National Purchasing Institute and Government Finance Officers Association. • Continue membership in Leading Utilities of the World network. • Continue to participate in industry organizations such as American Water Works Association, Water Environment Foundation and California Association of Sanitation Agencies. 2. Continue to participate in CalWARN to provide mutual aid to sister agencies. Key Success Measure • Respond when called to provide reasonable assistance to water and wastewater agencies during a natural disaster or emergency event. 3. Minimize impacts to residents and businesses during maintenance or construction work. Key Success Measures • Hold community meetings for all major sewer renovation projects. • Meet with individual property owners and/or tenants on private easements for construction projects or repairs, where there is an interest to do so. • Liaise with the media and concerned residents to allay concerns. • Troubleshoot and resolve construction issues as rapidly as possible. 3 April 26, 2018 Special Board Meeting Agenda Packet- Page 102 of 177 Page 6 of 72 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 <20 minutes 34.25 minutes x collection system emergency calls, during working hours Average onsite response time for <40 minutes 37.88 minutes x collection system emergency calls, (FY 2016-17 Target: after hours <30 minutes x) Average customer service rating for >3.8 out of 4.0 3.96 x emergency calls Median customer satisfaction rating >95% 97.5% x on construction projects Median customer satisfaction rating >95% 94.8% x on permit counter interactions Students served by education >4,000 per year 2,797 x programs (FY 2016-17 Target: >2,200 per year x ) New employees attending 100% 77.1% (not necessarily within customer service training within 6 6 months) x months of employment (FY 2016-17 Target: >50% x ) Participants in Plant/ Household >500 participants per year 563 (Treatment Plant tours Hazardous Waste Collection only) x Facility tours and District presentations Participants in citizens academy, >30 participants per 36 x Central San Academy session 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 x (new metric) 4 April 26, 2018 Special Board Meeting Agenda Packet- Page 103 of 177 Page 7 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) ✓ = Target Met for FY 2016-17 ✓= Target Not Met for FY 2016-17 5 April 26, 2018 Special Board Meeting Agenda Packet- Page 104 of 177 Page 8 of 72 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. Meet existing regulations. Key Success Measures • Comply with all permit requirements for air, wastewater discharges and recycled water. • Include and execute regulatory-driven projects in the Capital Improvement Budget (CIB) on time. • Maintain National Association of Clean Water Agencies Peak Performance Awards Platinum status (full compliance for a consecutive five-year period). 2. Foster relationships with regulatory agencies. Key Success Measures • Actively participate in meetings of Bay Area Clean Water Agencies (a joint powers agency of other wastewater treatment agencies). • Participate in relevant meetings and workshops with regulatory agencies. • Communicate directly with regulatory bodies such as the Regional Water Quality Control Board, State Water Resources Control Board, Bay Area Air Quality Management District, Environmental Protection Agency and California Air Resources Board (CARB), as needed. 3. Track proposed and pending legislation or regulatory changes; plan for possible implementations. Key Success Measures • Analyze, review and comment on relevant proposed legislation, as appropriate. • Actively participate in value-added professional association meetings and trainings and, when useful, produce reports on what was learned. • Continue tracking possible regulations and plan on how to meet them. • Evaluate the need for automation enhancements to the regulatory tracking program. 4. Actively manage greenhouse gas (GHG) emissions in the most cost-effective and responsible manner. Key Success Measures 6 April 26, 2018 Special Board Meeting Agenda Packet- Page 105 of 177 Page 9 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) • Prepare internal monthly GHG emission inventory updates and annual inventory summary and verification report. • Prepare and submit annual GHG emission inventory to CARB. Strategy 2 — Strive to Minimize the Number of Sanitary Sewer Overflows 1. Complete the collection system scheduled maintenance on time and optimize cleaning schedules. Key Success Measures • Clean and perform maintenance on sewer lines effectively and on schedule. • Coordinate with Capital Projects on sewer replacements or repairs and include pipe replacement in CIB as needed. • Review 1-, 2- and 3-month frequency schedules for optimization. 2. Continue the pipeline condition assessment and cleaning quality assurance program using the system-wide CCTV program. Key Success Measures • Identify urgent and critical repair or replacements and complete pipeline repairs as soon as possible. • Use CCTV data to adjust cleaning frequencies as needed. Strategy 3 — Comply with All Federal, State and Local Regulations Related to District Administration 1. Review all existing Board Policies every two years to ensure relevancy. Key Success Measures • Staff review and update of policies, if needed. • Upon conclusion of staff review, present the policies to the Administration Committee and full Board. • Present new policies to the Administration Committee, then full Board, for review within six months of the request for the policy to be drafted. 2. Reexamine existing Department and Administrative Procedures to ensure compliance with applicable laws and regulations. Key Success Measures • Review Finance, HR, Risk Management and Safety directives, policies and procedures to ensure compliance with all current applicable laws and regulations. Develop a schedule to review procedures on a regular basis. 7 April 26, 2018 Special Board Meeting Agenda Packet- Page 106 of 177 Page 10 of 72 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 Discharge Zero violations Zero violations ✓ Elimination System compliance Title V compliance Zero violations Zero violations ✓ Recycled Water Title 22 Zero violations Zero violations ✓ compliance Anthropogenic GHG <25,000 metric tons (MT) 22,389 metric tons CO2e in emissions CO2e 2016 (verified) and 22,495 MT CO2e in 2017 (unverified) ✓ (new metric) Sanitary sewer overflows <2.5 spills per 100 miles of 2.53 ✓ pipeline (FY 2016-17 Target: <3.0 ✓) Spills to public water <3 per year 9 ✓ Percent of spills less than >95% 88.55% ✓ 500 gallons Pipeline cleaning schedules >95% 98.58% ✓ completed on time Pipeline cleaning quality On >_3% of pipelines 3% ✓ assurance / quality control cleaned on an annual (QA/QC) basis Pipeline cleaning QA/QC >98% 94.34% ✓ passing rate Annual Environmental 100% 100% ✓ Compliance 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) 8 April 26, 2018 Special Board Meeting Agenda Packet- Page 107 of 177 Page 11 of 72 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 WASTEWATER UTILITY StrategV 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 rates and fees in FY 2018-19 for reasonableness and consistency. • Perform annual review of businesses to ensure consistency in applying and processing capacity fees. 2. Present alternative financial plans to the Board in FY 2018-19 for necessary rate adjustments for FY 2019-20 onward, including considering the potential issuance of debt to fund the CIP in conjunction with the overall financial plan. Key Success Measures • Present options for Board input consistent with Board Policies, the 10- Year CIP and general ratemaking principles. • Develop scenarios to utilize debt prudently in financing the 10-Year CIP. • As needed, issue debt consistent with Board direction and the debt management policy. 3. Develop alternatives for new revenues and funding sources (e.g., interagency agreements, services and recycled water). Key Success Measures • Identify and implement District services that could feasibly be offered to other regional public agencies. • Pursue State Revolving Fund loan and grant opportunities, as appropriate. Strategy 2 — Manage Costs 1. Effectively manage the cost of employee benefits. Key Success Measures • Successfully transition to CaIPERS healthcare plan. • Annually assess the status of Contra Costa County Employees'Retirement Association pension and other employee-liability-related trusts (pension prefunding and Other Post-Employment Benefits). • Develop funding goals for pay-down of Unfunded Actuarial Accrued Liabilities by percent. 9 April 26, 2018 Special Board Meeting Agenda Packet- Page 108 of 177 Page 12 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) 2. Carry out targeted audits of critical/high risk functions or processes. Key Success Measures • Continue to develop internal audit function and integrate into processes. • Present annual audit plan to Board for approval. • Execute audit plan and convey results to the Board. 3. Re-engineer business processes and complete optimization studies to identify opportunities to reduce costs and align with best practices. Key Success Measures • Assess business processes and modify as needed. • Provide annual report to Board on key findings of studies conducted and optimizations completed. • Update Purchasing Policy and Procedures. • Establish baseline data for potential improvement of Purchasing processes through metrics for workload and throughput. • Implement the Uniform Construction Cost Accounting Act. 4. Evaluate and apply risk management practices to minimize loss. Key Success Measures • Identify and harness lessons learned from previous losses. • Reduce average cost of overflow claims. • Develop and present to the Board a framework for an Enterprise Risk Management program. • Maintain and report on risk inventory. • Prevent inventory losses through monthly Warehouse inventory cycle counts and report reconciliations. 10 April 26, 2018 Special Board Meeting Agenda Packet- Page 109 of 177 Page 13 of 72 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 agencies Sewer Service Charge plus Ad Valorem tax less than average of Bay Area Agencies Standard and Poor's and Moody's AAA/Aa1 AAA/Aa1 Credit Ratings (FY 2016-17 Metric did not include Moody's rating) Debt service coverage ratio >2.0 9.82 Actual reserves as a percentage 100% 100% of 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 in place (new metric) Reported material weaknesses or Zero Zero significant deficiencies in internal (new metric) controls as part of annual financial audit Workers' compensation <1.0 0.67 experience modifier Temporary modified duty >95% of recordable injuries 95% ✓ provided (Return to Work (FY 2016-17 Target: >80% of program) occupational injuries ) 11 April 26, 2018 Special Board Meeting Agenda Packet- Page 110 of 177 Page 14 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) Difference in inventory value in <1% No data available Purchasing database vs. value (new metric) submitted to Accounting Accuracy of physical inventory >95% No data available count vs. book value (new metric) 12 April 26, 2018 Special Board Meeting Agenda Packet- Page 111 of 177 Page 15 of 72 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 SAFE WORKFORCE Strategv 1 — Ensure Adequate Staffing and Training to Meet Current and Future Operational Levels 1. Assess, develop and implement District-wide training needs. Key Success Measures • Hire a training consultant. • Develop and employ a training plan for each business section and employee classification. • Update training database. • Continue to promote the use of external and internal training and tuition reimbursement programs. 2. Recruit, develop and train future leaders. Key Success Measures • Develop and implement training and development checklists for all Plant Maintenance employees. • Formalize an Operator-In-Training Program to encourage employees to explore career options in the Plant. • Actively participate in career fairs and with community and technical colleges. • Increase enrollment in the internship program. • Continue the Leadership and Supervisory Academies (alternating years). • Continue the Mentorship Program. • Continue participation in Bay Area Water/Wastewater Workforce Development Collaborative and Bay Area Consortium for Water and Wastewater Education to support development of the regional workforce. Strategv 2 — Enhance Relationship with Employees and Bargaining Units 1. Cultivate a positive work culture. Key Success Measures • Develop an improved performance evaluation system to encourage more meaningful feedback. • Establish and communicate clear performance expectations and standards. • Perform a survey on employee engagement and apply viable suggestions. • Provide opportunities to recognize high-performing teams at department meetings and Board meetings. 13 April 26, 2018 Special Board Meeting Agenda Packet- Page 112 of 177 Page 16 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) • Continue the General Manager lunches with the division workgroups. • Maintain the Lateral Connection employee-centered newsletter. • Increase participation in the employee wellness program, including the annual Health Expo, which provides a full health assessment for employees. 2. Sustain and grow collaborative relationships with the labor bargaining units. Key Success Measures • Continue the General Manager lunches with the bargaining representatives. • Continue the Labor Management Committee meetings. • Engage the bargaining units in informal discussions on collaborative solutions to workplace issues. Strategy 3 — Meet or Exceed Industry Safety Standards 1. Achieve consistent improvement on State of California and Bay Area industry injury rate. Key Success Measures • Continue to monitor accident/incident causation including type, mechanism and body part to identify and mitigate hazards. • Continue to provide regular analysis summaries to the District Safety Committee, Safety Teams and Management Team on accident/incident causation and corrective measures. 2. Enhance the safety culture through improved training and communications. Key Success Measures • Continue to conduct training based upon accident/incident causal factors, new processes, equipment or procedures. • Continue to provide relevant safety information to personnel via the Safety Corner in the Lateral Connection. • Continue to provide 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. 14 April 26, 2018 Special Board Meeting Agenda Packet- Page 113 of 177 Page 17 of 72 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 <60 days 53.25 days ✓ (from request to hire) Turnover rate at or below !08.8% 9.14% ✓ Bureau of Labor Statistics' (BLS) 2016 local government industry average Average annual training hours 15 hours per full-time 7.46 hours per FTE ✓ (external and internal training) equivalent employee (FTE) (No target was set for FY 2016- 17 as there was no baseline data available) Actual versus budgeted usage >80% 25.59% ✓ of training dollars Performance evaluations 100% 44.5% ✓ completed on time Participation in annual Increase by 10% -11.2% ✓ 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% 3.8% ✓ lost time incident rate less (FY 2016-17 Target: <7.4% ✓) than 2016 BLS' California Sewage Treatment Facilities Rate GOAL FIVE — MAINTAIN A RELIABLE INFRASTRUCTURE Strategy 1 — Manage Assets Optimally Throughout Their Lifecycle 15 April 26, 2018 Special Board Meeting Agenda Packet- Page 114 of 177 Page 18 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) 1. Develop 10-Year CIP consistent with recommendations of the Comprehensive Wastewater Master Plan and Asset Management. Key Success Measures • Complete condition assessments on all critical equipment on time and incorporate into CIB or Maintenance Program as appropriate. • Execute the CIB with the approved budget and on schedule. 2. Continue maintenance on assets using a reliability-based approach. Key Success Measures • Perform Reliability Centered Maintenance, Experience Centered Maintenance, Defect Elimination or other strategic reliability-based analysis on treatment plant process systems. • Evaluate and apply predictive technologies for appropriate asset classes. 3. Manage and maintain current vehicle fleet to provide maximum value. Key Success Measures • Maintain high uptime for vehicles and equipment. • Use diagnostics associated with automatic vehicle location to set performance benchmarks and dispatch staff in the field more efficiently. Strategy 2 — Facilitate Long-Term Capital Renewal and Replacement 1. Integrate data from the Asset Management Program into the analysis of long- term Capital Improvement needs based on the 10-Year CIP. Key Success Measures • Capital Projects and Operations and Maintenance staff meet semi- annually to ensure all critical assets and processes in need of repair or replacement are appropriately scheduled in the 10-Year CIP. • Develop a prioritization model for vertical assets. 2. Implement the Program Management Information System (PMIS). Key Success Measure • Complete implementation of the system and train staff. Strategy 3 — Protect District Personnel and Assets from Threats and Emergencies 1. Enhance capability to mitigate, prepare for, respond to and recover from emergencies. 16 April 26, 2018 Special Board Meeting Agenda Packet- Page 115 of 177 Page 19 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) 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. • Update the Emergency Operations Plan. • 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 as a supplement to security personnel. 2. Evaluate and implement appropriate improvements to the Security Program to meet new or evolving threats. Key Success Measures • Implement the Security Master Plan. • I pgFade treatment lint netwe li and its equipment tG Gneate Fedundanf path�Develop additional security procedures, apply the changes and train staff. • Upgrade treatment plant control network and its equipment to create redundant paths. 3. Improve the potable water system and enhance water quality testing procedures. Key Success Measures • Construct new system and infrastructure upgrades. • Test potable water quality on a monthly basis. • Add a communication component to the water testing program to provide quarterly updates to employees on the quality of the water. GOAL FIVE - KEY METRICS Metric Target FY 2016-17 Performance Safety-prioritized work orders 100% 93.5% x completed on time Regulatory Title V work orders 100% 95.03% x completed on time 17 April 26, 2018 Special Board Meeting Agenda Packet- Page 116 of 177 Page 20 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) Planned treatment plant preventative >95% 87.8% x maintenance completed on time Planned pump station preventative >95% No data available maintenance completed on time (new metric) Uptime for vehicles and equipment 100% 100% X (new metric) Miles of pipeline replaced >0.5% of assets (7.6 0.33% X miles per year for the next five years starting in FY 2018-20) Capital expenditures as a >90% 89.1% x percentage of capital budgeted cash flow including carry forward Information system outages affecting 100% uptime 99.99% x normal business operations Data backup and recovery Zero lost data Zero lost data X Potable water system monthly 100% 100% X testing meets all water quality (new metric) standards GOAL SIX — EMBRACE TECHNOLOGY, INNOVATION AND ENVIRONMENTAL SUSTAINABILITY Strategy 1 — Augment the Region's Water Supply 1. Explore partnering opportunities. Key Success Measures • Support regional development of local water supply. • 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). • 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 18 April 26, 2018 Special Board Meeting Agenda Packet- Page 117 of 177 Page 21 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) • Complete the environmental review process and assist the project team during design-build activities. • Execute the Operations and Property Transfer Agreement (or equivalent). • Actively participate in the Request for Proposal (RFP) and the design- build-operate contract. 3. Continue to provide recycled water to residents and businesses; evaluate and process new customer requests. Key Success Measures • Continue to operate and maintain a reliable recycled water distribution system for Zone 1 customers. • Continue the Residential Recycled Water Fill Station Program. • Continue the Commercial Recycled Water Truck Fill Program. Strategy 2 - Reduce Reliance on Non-Renewable Energy 1. Explore opportunities for renewable energy generation, conservation and efficiency based on the Board's Energy Policy. Key Success Measures • Track and review energy usage. • Explore ways to optimize energy efficiency. • Prepare and issue a solicitation for an onsite renewable energy generation project. Strategv 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 mitigation of any effects on staff. • Integrate with the electronic timekeeping system. • Integrate with the PMIS. • Address e-procurement and contract management system needs. 2. Expand and improve the use of worthwhile mobile computing and communication technologies. Key Success Measure 19 April 26, 2018 Special Board Meeting Agenda Packet- Page 118 of 177 Page 22 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Strikeout) • Utilize mobile applications for Construction Inspectors, Capital Projects Inspectors and Surveyors (upgrades only). 3. Continue developing and investing in cost-effective innovation, leading and promising technology and applied research and development. Key Success Measures • Quarterly meetings of the Applied Research Committee to promote innovation and continuous improvement. • Issue a Public-Private Partnership service contract for a solids handling demonstration project. • Continue to be an active participant in the HYPOWERS pilot project to test an emerging hydrothermal resource recovery process for solids handling. • Pilot test new and promising technologies or processes. 20 April 26, 2018 Special Board Meeting Agenda Packet- Page 119 of 177 Page 23 of 72 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 water >240 million gallons per year 204,122,430 gallons distributed to external per year x customers kWh of electricity produced >18 million kWh per year 18.9 million kWh x (reported as a rolling average) kWh of solar power produced >220,000 kWh per year 136,215 kWh (reported at Collection System (reported as a rolling as a rolling average) x Operations and HHW Facility average) (Panels were installed at the end of January 2017) reviews or pilot tests of new >3 per year 5 x and promising technology Research papers and >3 papers or presentations 5 x findings presented per year 21 April 26, 2018 Special Board Meeting Agenda Packet- Page 120 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values al Strategy Initiative EUM Attribute Value Provide high quality customer Customer Community service. Satisfaction Invest in business process changes Customer Leadership And and technologies to effectively Satisfaction Commitment increase access to District information and promote customer Operational Build External care, convenience and self-service. Optimization Customer Increase customer understanding Stakeholder People, Community Relationships and and support for key District Understanding and Awareness initiatives, programs and services. Support GOAL 1 - PROVIDE EXCEPTIONAL Stakeholder CUSTOMER Build and maintain relationships Understanding and SERVICE with federal, state and local elected Support Community officials and key stakeholders. Establish opportunities for internal Enterprise Resiliency partnerships and cross-divisional collaborations. People Foster Employee Cultivate employees' Employee and Engagement and understanding of District operations Leadership Interdepartmental and their role in the agency's Development, People, Community Collaboration success. Enterprise Resiliency Establish eppertunities fer intemal nnrtnorhinc and Gress `J i�iicinnnl People," c� Ri}y April 26, 2018 Special Board Meeting Agenda Packet- Page 121 of 177 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 Reputation in the Continue to participate in Community CalWARN to provide mutual aid to Community Community, Principles sister agencies. Sustainability Minimize impacts to residents and Customer People, businesses during maintenance or Satisfaction Community construction work. Goal Strategy Initiative EUM Attribute Value Meet existing regulations. Product Quality Principles Foster relationships with regulatory Stakeholder Community Strive to Achieve agencies. Understanding and GOAL 2 - STRIVE 100% Permit Support TO MEET Compliance in Air, REGULATORY Water, Land and Track proposed and pending Stakeholder Community Other Regulations legislation or regulatory changes; Understanding and REQUIREMENTS plan for possible implementations. Support Actively manage GHG emissions in Community Principles the most cost-effective and Sustainability responsible manner. April 26, 2018 Special Board Meeting Agenda Packet- Page 122 of 177 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 and scheduled maintenance on time Strategy and Commitment Strive To Minimize and optimize cleaning schedules. Performance The Number Of 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. Goal Strategy Initiative EUM Attribute Value GOAL 3 - BE A Ensure rate structure and fees are Customer Community, Principles FISCALLY Conduct Long- consistent with cost of service Satisfaction, RESPONSIBLE Range Financial principles. Financial Viability AND EFFECTIVE Planning WASTEWATER UTILITY April 26, 2018 Special Board Meeting Agenda Packet- Page 123 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Present alternative financial plans Financial Viability, Community, Principles to the Board in FY 2018-19 for Infrastructure necessary rate adjustments for FY Strategy and 2019-20 onward, including Performance considering the potential issuance of debt to fund the CIP in conjunction with the overall financial plan. Develop alternatives for new Financial Viability Leadership and revenues and funding sources Commitment (e.g., interagency agreements, services and recycled water). Effectively manage the cost of Financial Viability Community, Principles employee benefits. Carry out targeted audits of Operational People, Principles, critical/high risk functions or Optimization, Leadership and processes. Enterprise Resiliency Commitment Manage Costs Re-engineer business processes Operational People, Leadership and complete optimization studies Optimization, And Commitment to identify opportunities to reduce Enterprise Resiliency costs and align with proven -practices. Evaluate and apply risk Enterprise Resiliency Principles management practices to minimize loss. April 26, 2018 Special Board Meeting Agenda Packet- Page 124 of 177 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 Assess, develop and implement Employee and People, District-wide training needs. Leadership Leadership And Ensure Adequate Development Commitment Staffing and Training to Meet Current and Future Recruit, develop and train future Employee and People, Operational Levels leaders. Leadership Leadership And Development Commitment GOAL 4 — Cultivate a positive work culture. Employee and People, RECRUIT, Leadership Leadership and DEVELOP AND Enhance Development Commitment RETAIN A HIGHLY Relationship with Sustain and grow collaborative Employee and People, TRAINED AND Employees and relationships with the labor Leadership Community, SAFE Bargaining Units bargaining units. Development, Leadership and WORKFORCE Enterprise Resiliency Commitment Achieve consistent improvement on Employee and People, State of California and Bay Area Leadership Principles, Leadership Meet or Exceed industry injury rate. Development and Commitment Industry Ssafety Enhance the safety culture through Employee and People, Standards improved training and Leadership Princlples, Leadership communications. Development and Commitment Goal Strategy Initiative EUM Attribute Value GOAL 5 — Manage Assets Develop 10-Year C I P consistent Infrastructure Leadership and with recommendations of the Strategy and Commitment April 26, 2018 Special Board Meeting Agenda Packet- Page 125 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values MAINTAIN A Optimally Comprehensive Wastewater Master Performance RELIABLE Throughout Their Plan and Asset Management. INFRASTRUCTURE Lifecycle Continue maintenance on assets Infrastructure Leadership And using a reliability-based approach. Strategy and Commitment Performance Manage current vehicle fleet to Infrastructure Leadership And provide maximum value. Strategy and Commitment Performance Integrate data from the Asset Infrastructure Leadership And Management Program into the Strategy and Commitment analysis of long-term Capital Performance Improvement needs based on the Facilitate Long- 10-Year CIP. Term Capital Renewal and Replacement Implement the Program Operational People, Management Information System Optimization, Leadership and (PMIS). Infrastructure Commitment Strategy and Performance Enhance capability to mitigate, Enterprise Resiliency Principles prepare for, respond to and recover Protect District from emergencies. Personnel and Evaluate and implement Enterprise Resiliency Principles Assets from appropriate improvements to the Threats and Security Program to meet new or Emergencies evolving threats. Improve the potable water system Product Quality Community, and enhance water quality testing Leadership and April 26, 2018 Special Board Meeting Agenda Packet- Page 126 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values procedures. Commitment Goal Strategy Initiative EUM Attribute Value Explore partnering opportunities. Water Resource Community Sustainability, Community Sustainability Continue to support the Water Resource Community, development of a Sustainability, Leadership And Augment the demonstration Satellite Community Commitment Region's Water Water Recycling Facility at Sustainability Supply Diablo Country Club. 6 GOAL — GOAL6EMBRACE Continue to provide recycled water Customer Service Community TECHNOLOGY, to residents and businesses; Satisfaction, INNOVATION AND evaluate and process new customer Water Resource requests. Sustainability ENVIRONMENTAL SUSTAINABILITY Reduce Reliance Explore opportunities for renewable Community Leadership And on Non- energy generation, conservation Sustainability Commitment Renewable Energy and efficiency based on the Board's Energy Policy. Encourage the Select and implement new Operational Leadership and Review and Enterprise Resource Planning Optimization Commitment ERP system and integrate with April 26, 2018 Special Board Meeting Agenda Packet- Page 127 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Testing of linked systems. Technology to Expand and improve the use of Operational Leadership And Optimize and worthwhile mobile computing and Optimization Commitment Modernize communication technologies. Business Operations Continue developing and investing Operational Leadership and in cost-effective innovation, leading Optimization Commitment and promising technology and applied research and development. April 26, 2018 Special Board Meeting Agenda Packet- Page 128 of 177 Page 32 of 72 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 StrategV 1 — Build External Customer Relationships and Awareness 1. Provide high-quality customer service. Key Success Measures • Provide trainings on Ethics, Brown Act and Public Records Act. • Conduct customer service and political sensitivity training. • Perform research to assess customer awareness, satisfaction, desire to learn more about the District and methods of best receiving information (Fiscal Year(FY) 2019-20). 2. Invest in business process changes and technologies to effectively increase access to District information and promote customer care, convenience and self-service. Key Success Measures • Redesign website to enhance customer engagement and efficiency and demonstrate industry leadership. • Develop and monitor growth of social media. • Modernize Lobby layout and features to be more open and welcoming, including making information available digitally for customer self-service. 3. Increase customer understanding and support for key District initiatives, programs and services. Key Success Measures • Conduct facility tours and presentations through speaker's bureau and other opportunities. • Develop videos and public service announcements to communicate District information, including environmental messages. • Continue public outreach associated with the rate study and its recommendations. • Continue to host the Central San Academy annually to educate the public. 4. Build and maintain relationships with federal, state and local elected officials and stakeholders. Key Success Measures • Meet regularly with elected officials and stakeholders. • Host a signature event every two years, open to the public, 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 26, 2018 Special Board Meeting Agenda Packet- Page 129 of 177 Page 33 of 72 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 of District operations and their role in the agency's success. Key Success Measures • Communicate important District initiatives and information to employees via print and electronic media. • Survey employees for internal customer service satisfaction levels. • Educate on-boarding employees about existing Board Policies and Administrative Procedures. • Provide training in Purchasing, Human Resources (HR) and other specialty areas to divisions upon request. • Increase employee awareness of and participation in the Records Management Program, with an emphasis on electronic records storage and retention. Strategy 3 - Maintain a Strong Reputation in the Community 1. Continue to participate in industry trade organizations and apply for certifications and awards. Key Success Measures • Renew California Special District Leadership Foundation Transparency Certificate of Excellence. • Continue to apply for awards through Municipal Information Systems Association of California, California Association of Public Information Officials, California Special Districts Association, California Water Environment Association, National Purchasing Institute and Government Finance Officers Association. • Continue membership in Leading Utilities of the World network. 2 April 26, 2018 Special Board Meeting Agenda Packet- Page 130 of 177 Page 34 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean) • 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 CalWARN to provide mutual aid to sister agencies. Key Success Measure • Respond when called to provide reasonable assistance to water and wastewater agencies during a natural disaster or emergency event. 3. Minimize impacts to residents and businesses during maintenance or construction work. Key Success Measures • Hold community meetings for all major sewer renovation projects. • Meet with individual property owners and/or tenants on private easements for construction projects or repairs, where there is an interest to do so. • Liaise with the media and concerned residents to allay concerns. • Troubleshoot and resolve construction issues as rapidly as possible. 3 April 26, 2018 Special Board Meeting Agenda Packet- Page 131 of 177 Page 35 of 72 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 for <20 minutes 34.25 minutes collection system emergency calls, during working hours Average onsite response time for <40 minutes 37.88 minutes collection system emergency calls, (FY 2016-17 Target: <30 minutes ) after hours Average customer service rating for >_3.8 out of 4.0 3.96 emergency calls Median customer satisfaction rating >95% 97.5% on construction projects Median customer satisfaction rating >95% 94.8% on permit counter interactions Students served by education >4,000 per year 2,797 programs (FY 2016-17 Target: >2,200 per year ) New employees attending customer 100% 77.1% (not necessarily within 6 service training within 6 months of months) employment (FY 2016-17 Target: >50% x ) Participants in Plant/ Household >500 participants 563 (Treatment Plant tours only) X Hazardous Waste Collection Facility per year tours and District presentations Participants in citizens academy, >30 participants per 36 Central San Academy session Purchasing internal customer survey >_70% No data available rating of satisfactory or better (new metric) 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 26, 2018 Special Board Meeting Agenda Packet- Page 132 of 177 Page 36 of 72 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. • Include and execute regulatory-driven projects in the Capital Improvement Budget (CIB) on time. • Maintain National Association of Clean Water Agencies Peak Performance Awards Platinum status (full compliance for a consecutive five-year period). 2. Foster relationships with regulatory agencies. Key Success Measures • Actively participate in meetings of Bay Area Clean Water Agencies (a joint powers agency of other wastewater treatment agencies). • Participate in relevant meetings and workshops with regulatory agencies. • Communicate directly with regulatory bodies such as the Regional Water Quality Control Board, State Water Resources Control Board, Bay Area Air Quality Management District, Environmental Protection Agency and California Air Resources Board (CARB), as needed. 3. Track proposed and pending legislation or regulatory changes; plan for possible implementations. Key Success Measures • Analyze, review and comment on relevant proposed legislation, as appropriate. • Actively participate in value-added professional association meetings and trainings and, when useful, produce reports on what was learned. • Continue tracking possible regulations and plan on how to meet them. • Evaluate the need for automation enhancements to the regulatory tracking program. 4. Actively manage greenhouse gas (GHG) emissions in the most cost-effective and responsible manner. Key Success Measures • Prepare internal monthly GHG emission inventory updates and annual inventory summary and verification report. • Prepare and submit annual GHG emission inventory to CARB. 5 April 26, 2018 Special Board Meeting Agenda Packet- Page 133 of 177 Page 37 of 72 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. 2. Continue the pipeline condition assessment and cleaning quality assurance program using the system-wide CCTV program. Key Success Measures • Identify urgent and critical repair or replacements and complete pipeline repairs as soon as possible. • Use CCTV data to adjust cleaning frequencies as needed. Strategy 3 — Comply with All Federal, State and Local Regulations Related to District Administration 1. Review all existing Board Policies every two years to ensure relevancy. Key Success Measures • Staff review and update of policies, if needed. • Upon conclusion of staff review, present the policies to the Administration Committee and full Board. • Present new policies to the Administration Committee, then full Board, for review within six months of the request for the policy to be drafted. 2. Reexamine existing Department and Administrative Procedures to ensure compliance with applicable laws and regulations. Key Success Measures • Review Finance, HR, Risk Management and Safety directives, policies and procedures to ensure compliance with all current applicable laws and regulations. • Develop a schedule to review procedures on a regular basis. 6 April 26, 2018 Special Board Meeting Agenda Packet- Page 134 of 177 Page 38 of 72 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 (MT) 22,389 metric tons CO2e in emissions CO2e 2016 (verified) and 22,495 MT CO2e in 2017 (unverified) ✓ (new metric) Sanitary sewer overflows <2.5 spills per 100 miles of 2.53 ✓ pipeline (FY 2016-17 Target: <3.0 ✓) Spills to public water <3 per year 9 ✓ Percent of spills less than >95% 88.55% ✓ 500 gallons Pipeline cleaning schedules >95% 98.58% ✓ completed on time Pipeline cleaning quality On >_3% of pipelines 3% ✓ assurance / quality control cleaned on an annual (QA/QC) basis Pipeline cleaning QA/QC >98% 94.34% ✓ passing rate Annual Environmental 100% 100% ✓ Compliance 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) 7 April 26, 2018 Special Board Meeting Agenda Packet- Page 135 of 177 Page 39 of 72 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 StrategV 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 rates and fees in FY 2018-19 for reasonableness and consistency. • Perform annual review of businesses to ensure consistency in applying and processing capacity fees. 2. Present alternative financial plans to the Board in FY 2018-19 for necessary rate adjustments for FY 2019-20 onward, including considering the potential issuance of debt to fund the CIP in conjunction with the overall financial plan. Key Success Measures • Present options for Board input consistent with Board policies, the 10-Year CIP and general ratemaking principles. • Develop scenarios to utilize debt prudently in financing the 10-Year CIP. • As needed, issue debt consistent with Board direction and the debt management policy. 3. Develop alternatives for new revenues and funding sources (e.g., interagency agreements, services and recycled water). Key Success Measures • Identify and implement District services that could feasibly be offered to other regional public agencies. • Pursue State Revolving Fund loan and grant opportunities, as appropriate. StrategV 2 — Manage Costs 1. Effectively manage the cost of employee benefits. Key Success Measures • Successfully transition to Ca1PERS healthcare plan. • Annually assess the status of Contra Costa County Employees'Retirement Association pension and other employee-liability-related trusts (pension prefunding and Other Post-Employment Benefits). • Develop funding goals for pay-down of Unfunded Actuarial Accrued Liabilities by percent. 8 April 26, 2018 Special Board Meeting Agenda Packet- Page 136 of 177 Page 40 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean) 2. Carry out targeted audits of critical/high risk functions or processes. Key Success Measures • Continue to develop internal audit function and integrate into processes. • Present annual audit plan to Board for approval. • Execute audit plan and convey results to the Board. 3. Re-engineer business processes and complete optimization studies to identify opportunities to reduce costs and align with best practices. Key Success Measures • Assess business processes and modify as needed. • Provide annual report to Board on key findings of studies conducted and optimizations completed. • Update Purchasing Policy and Procedures. • Establish baseline data for potential improvement of Purchasing processes through metrics for workload and throughput. • Implement the Uniform Construction Cost Accounting Act. 4. Evaluate and apply risk management practices to minimize loss. Key Success Measures • Identify and harness lessons learned from previous losses. • Reduce average cost of overflow claims. • Develop and present to the Board a framework for an Enterprise Risk Management program. • Maintain and report on risk inventory. • Prevent inventory losses through monthly Warehouse inventory cycle counts and report reconciliations. 9 April 26, 2018 Special Board Meeting Agenda Packet- Page 137 of 177 Page 41 of 72 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 Maintain service affordability Sewer Service Charge Target Met ✓ less than average of Bay Area agencies Sewer Service Charge plus Ad Valorem tax less than average of Bay Area Agencies Standard and Poor's and AAA/Aa1 AAA/Aa1 ✓ Moody's Credit Ratings (FY 2016-17 Metric did not include Moody's rating) Debt service coverage ratio >2.0 9.82 ✓ Actual reserves as a percentage 100% 100% ✓ of target Operating expenditures as a >95% 92.5% ✓ percentage of operating budget (FY 2016-17 Target: >90%✓) Reported material weaknesses or Zero Zero ✓ significant deficiencies in internal (new metric) controls as part of annual financial audit Workers' compensation <1.0 0.67 ✓ experience modifier Temporary modified duty >95% of recordable 95% ✓ provided (Return to Work injuries (FY 2016-17 Target: program) >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 >_95% No data available count vs. book value (new metric) 10 April 26, 2018 Special Board Meeting Agenda Packet- Page 138 of 177 Page 42 of 72 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 Strategv 1 — Ensure Adequate Staffing and Training to Meet Current and Future Operational Levels 1. Assess, develop and implement District-wide training needs. Key Success Measures • Hire a training consultant. • Develop and employ a training plan for each business section and employee classification. • Update training database. • Continue to promote the use of external and internal training and tuition reimbursement programs. 2. Recruit, develop and train future leaders. Key Success Measures • Develop and implement training and development checklists for all Plant Maintenance employees. • Formalize an Operator-In-Training Program to encourage employees to explore career options in the Plant. • Actively participate in career fairs and with community and technical colleges. • Increase enrollment in the internship program. • Continue the Leadership and Supervisory Academies (alternating years). • Continue the Mentorship Program. • Continue participation in Bay Area Water/Wastewater Workforce Development Collaborative and Bay Area Consortium for Water and Wastewater Education to support development of the regional workforce. Strategv 2 — Enhance Relationship with Employees and Bargaining Units 1. Cultivate a positive work culture. Key Success Measures • Develop an improved performance evaluation system to encourage more meaningful feedback. • Establish and communicate clear performance expectations and standards. • Perform a survey on employee engagement and apply viable suggestions. • Provide opportunities to recognize high-performing teams at department meetings and Board meetings. • Continue the General Manager lunches with the division workgroups. 11 April 26, 2018 Special Board Meeting Agenda Packet- Page 139 of 177 Page 43 of 72 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. • 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 to monitor accident/incident causation including type, mechanism and body part to identify and mitigate hazards. • Continue to provide regular analysis summaries to the District Safety Committee, Safety Teams and Management Team on accident/incident causation and corrective measures. 2. Enhance the safety culture through improved training and communications. Key Success Measures • Continue to conduct training based upon accident/incident causal factors, new processes, equipment or procedures. • Continue to provide relevant safety information to personnel via the Safety Corner in the Lateral Connection. • Continue to provide 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 26, 2018 Special Board Meeting Agenda Packet- Page 140 of 177 Page 44 of 72 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 !08.8% 9.14% ✓ Bureau of Labor Statistics' (BLS) 2016 local government industry average Average annual training hours 15 hours per full-time 7.46 hours per FTE ✓ (external and internal training) equivalent employee (FTE) (No target was set for FY 2016- 17 as there was no baseline data available) Actual versus budgeted usage >80% 25.59% ✓ of training dollars Performance evaluations 100% 44.5% ✓ completed on time Participation in annual Increase by 10% -11.2% ✓ 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% 3.8% ✓ lost time incident rate less (FY 2016-17 Target: <7.4% ✓) than 2016 BLS' California Sewage Treatment Facilities Rate 13 April 26, 2018 Special Board Meeting Agenda Packet- Page 141 of 177 Page 45 of 72 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 budget and on schedule. 2. Continue maintenance on assets using a reliability-based approach. Key Success Measures • Perform Reliability Centered Maintenance, Experience Centered Maintenance, Defect Elimination or other strategic reliability-based analysis on treatment plant process systems. • Evaluate and apply predictive technologies for appropriate asset classes. 3. Manage and maintain current vehicle fleet to provide maximum value. Key Success Measures • Maintain high uptime for vehicles and equipment. • Use diagnostics associated with automatic vehicle location to set performance benchmarks and dispatch staff in the field more efficiently. Strategy 2 — Facilitate Long-Term Capital Renewal and Replacement 1. Integrate data from the Asset Management Program into the analysis of long- term Capital Improvement needs based on the 10-Year CIP. Key Success Measures • Capital Projects and Operations and Maintenance staff meet semi- annually to ensure all critical assets and processes in need of repair or replacement are appropriately scheduled in the 10-Year CIP. • Develop a prioritization model for vertical assets. 2. Implement the Program Management Information System (PMIS). Key Success Measure • Complete implementation of the system and train staff. 14 April 26, 2018 Special Board Meeting Agenda Packet- Page 142 of 177 Page 46 of 72 Draft Fiscal Year 2018-20 Strategic Plan Goals, Strategies, Initiatives, Key Success Measures and Key Metrics (Clean) Strategy 3 — Protect District Personnel and Assets from Threats and Emergencies 1. Enhance capability to mitigate, prepare for, respond to 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. • Update the Emergency Operations Plan. • 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 as a supplement to security personnel. 2. Evaluate and implement appropriate improvements to the Security Program to meet new or evolving threats. Key Success Measures • Implement the Security Master Plan. • Develop additional security procedures, apply the changes and train staff. • Upgrade treatment plant control network and its equipment to create redundant paths. 3. Improve the potable water system and enhance water quality testing procedures. Key Success Measures • Construct new system and infrastructure upgrades. • Test potable water quality on a monthly basis. • Add a communication component to the water testing program to provide quarterly updates to employees on the quality of the water. 15 April 26, 2018 Special Board Meeting Agenda Packet- Page 143 of 177 Page 47 of 72 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% x completed on time Regulatory Title V work orders 100% 95.03% X completed on time Planned treatment plant >95% 87.8% X preventative maintenance completed on time Planned pump station >95% No data available preventative maintenance (new metric) completed on time Uptime for vehicles and 100% 100% X equipment (new metric) Miles of pipeline replaced >0.5% of assets 0.33% x (7.6 miles per year for the next five years starting in FY 2018-20) Capital expenditures as a >90% 89.1% x percentage of capital budgeted cash flow including carry forward Information system outages 100% uptime 99.99% x affecting normal business operations Data backup and recovery Zero lost data Zero lost data x Potable water system monthly 100% 100% X testing meets all water quality (new metric) standards 16 April 26, 2018 Special Board Meeting Agenda Packet- Page 144 of 177 Page 48 of 72 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 StrategV 1 — Augment the Region's Water Supply 1. Explore partnering opportunities. Key Success Measures • Support regional development of local water supply. • 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). • Continue working with the Contra Costa Water District and the City of Concord to supply recycled water for irrigation to the Concord Community Reuse Project, formerly the Concord Naval Weapons Station. 2. Continue to support the development of a demonstration Satellite Water Recycling Facility at Diablo Country Club. Key Success Measures • Complete the environmental review process and assist the project team during design-build activities. • Execute the Operations and Property Transfer Agreement (or equivalent). • Actively participate in the Request for Proposal (RFP) and the design- build-operate contract. 3. Continue to provide recycled water to residents and businesses; evaluate and process new customer requests. Key Success Measures • Continue to operate and maintain a reliable recycled water distribution system for Zone 1 customers. • Continue the Residential Recycled Water Fill Station Program. • Continue the Commercial Recycled Water Truck Fill Program. StrategV 2 - Reduce Reliance on Non-Renewable EnergV 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 26, 2018 Special Board Meeting Agenda Packet- Page 145 of 177 Page 49 of 72 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 mitigation of any effects on staff. • Integrate with the electronic timekeeping system. • Integrate with the PMIS. • Address e-procurement and contract management system needs. 2. Expand and improve the use of worthwhile mobile computing and communication technologies. Key Success Measure • Utilize mobile applications for Construction Inspectors, Capital Projects Inspectors and Surveyors (upgrades only). 3. Continue developing and investing in cost-effective innovation, leading and promising technology and applied research and development. Key Success Measures • Quarterly meetings of the Applied Research Committee to promote innovation and continuous improvement. • Issue a Public-Private Partnership service contract for a solids handling demonstration project. • Continue to be an active participant in the HYPOWERS pilot project to test an emerging hydrothermal resource recovery process for solids handling. • Pilot test new and promising technologies or processes. 18 April 26, 2018 Special Board Meeting Agenda Packet- Page 146 of 177 Page 50 of 72 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 million gallons per year 204,122,430 gallons distributed to external per year x customers kWh of electricity produced >18 million kWh per year 18.9 million kWh x (reported as a rolling average) kWh of solar power produced >220,000 kWh per year 136,215 kWh (reported at Collection System (reported as a rolling as a rolling average) x Operations and HHW Facility average) (Panels were installed at the end of January 2017) reviews or pilot tests of new >3 per year 5 x and promising technology Research papers and >3 papers or presentations 5 x findings presented per year 19 April 26, 2018 Special Board Meeting Agenda Packet- Page 147 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values al Strategy Initiative EUM Attribute Value Provide high quality customer Customer Community service. Satisfaction Invest in business process Customer Leadership And changes and technologies to Satisfaction Commitment effectively increase access to District information and promote Operational Build External customer care, convenience and Optimization Customer self-service. Relationships and Increase customer understanding Stakeholder People, Community Awareness and support for key District Understanding and GOAL 1 - PROVIDE initiatives, programs and services. Support EXCEPTIONAL CUSTOMER SERVICE Build and maintain relationships Stakeholder with federal, state and local Understanding and Community elected officials and key Support stakeholders. Establish opportunities for internal Enterprise Resiliency partnerships and cross-divisional collaborations. People Foster Employee Engagement and Cultivate employees' Interdepartmental understanding of District Employee and Collaboration operations and their role in the Leadership Development, People, Community agency's success. Enterprise Resiliency 1 April 26, 2018 Special Board Meeting Agenda Packet- Page 148 of 177 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 Maintain a Strong Commitment Reputation in the Community Continue to participate in CalWARN to provide mutual aid to Community Community, sister agencies. Sustainability Principles Minimize impacts to residents and Customer People, businesses during maintenance or Satisfaction Community construction work. Goal Strategy Initiative EUM Attribute Value Meet existing regulations. Product Quality Principles Foster relationships with Stakeholder Community regulatory agencies. Understanding and Strive to Achieve Support GOAL 2 - STRIVE 100% Permit TO MEET Compliance in Air, Track proposed and pending Stakeholder Community REGULATORY Water, Land and legislation or regulatory changes; Understanding and REQUIREMENTS Other Regulations plan for possible implementations. Support Actively manage GHG emissions Community Principles in the most cost-effective and Sustainability responsible manner. 2 April 26, 2018 Special Board Meeting Agenda Packet- Page 149 of 177 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 and scheduled maintenance on time Strategy and Commitment Strive To Minimize and optimize cleaning schedules. Performance The Number Of 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. Goal Strategy Initiative EUM Attribute Value Ensure rate structure and fees are Customer Community, consistent with cost of service Satisfaction, Principles principles. Financial Viability GOAL3 - BEA FISCALLY Present alternative financial plans Financial Viability, Community, RESPONSIBLE Conduct Long- to the Board in FY 2018-19 for Infrastructure Principles AND EFFECTIVE Range Financial necessary rate adjustments for FY Strategy and WASTEWATER Planning 2019-20 onward, including Performance UTILITY considering the potential issuance of debt to fund the CIP in 3 April 26, 2018 Special Board Meeting Agenda Packet- Page 150 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values conjunction with the overall financial plan. Develop alternatives for new Financial Viability Leadership and revenues and funding sources Commitment (e.g., interagency agreements, services and recycled water). Effectively manage the cost of Financial Viability Community, employee benefits. Principles Carry out targeted audits of Operational People, Principles, critical/high risk functions or Optimization, Leadership and processes. Enterprise Resiliency Commitment Manage Costs Re-engineer business processes Operational People, Leadership and complete optimization studies Optimization, And Commitment to identify opportunities to reduce Enterprise Resiliency costs and align with proven practices. Evaluate and apply risk Enterprise Resiliency Principles management practices to minimize loss. Goal Strategy Initiative EUM Attribute Value GOAL 4 — Ensure Adequate Assess, develop and implement Employee and People, RECRUIT, Staffing and District-wide training needs. Leadership Leadership And DEVELOP AND Training to Meet Development Commitment RETAIN A HIGHLY Current and 4 April 26, 2018 Special Board Meeting Agenda Packet- Page 151 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values TRAINED AND Future Operational Recruit, develop and train future Employee and People, SAFE Levels leaders. Leadership Leadership And WORKFORCE Development Commitment Cultivate a positive work culture. Employee and People, Leadership Leadership and Enhance Development Commitment Relationship with Sustain and grow collaborative Employee and People, Employees and relationships with the labor Leadership Community, Bargaining Units bargaining units. Development, Leadership and Enterprise Resiliency Commitment Achieve consistent improvement Employee and People, on State of California and Bay Leadership Principles, Leadership Meet or Exceed Area industry injury rate. Development and Commitment Industry Ssafety Enhance the safety culture Employee and People, Standards through improved training and Leadership Princlples, Leadership communications. Development and Commitment Goal Strategy Initiative EUM Attribute Value Develop 10-Year CIP consistent Infrastructure Leadership and with recommendations of the Strategy and Commitment GOAL 5 — Manage Assets Comprehensive Wastewater Performance MAINTAIN A Optimally Master Plan and Asset RELIABLE Throughout Their Management. INFRASTRUCTURE Lifecycle Continue maintenance on assets Infrastructure Leadership And using a reliability-based approach. Strategy and Commitment Performance 5 April 26, 2018 Special Board Meeting Agenda Packet- Page 152 of 177 Central Contra Costa Sanitary District FY 2018-20 Strategic Plan and Initiatives Alignment with Effective Utility Management Attributes and District Values Manage current vehicle fleet to Infrastructure Leadership And provide maximum value. Strategy and Commitment Performance 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). Infrastructure Commitment Strategy and Performance Enhance capability to mitigate, Enterprise Principles prepare for, respond to and Resiliency recover from emergencies. Evaluate and implement Enterprise Principles Protect District appropriate improvements to the Resiliency Personnel and Security Program to meet new or Assets from evolving threats. Threats and Emergencies Improve the potable water system Product Quality Community, and enhance water quality testing Leadership and procedures. Commitment 6 April 26, 2018 Special Board Meeting Agenda Packet- Page 153 of 177 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 Explore partnering opportunities. Water Resource Community Sustainability, Community Sustainability Continue to support the Water Resource Community, Augment the development of a demonstration Sustainability, Leadership And Region's Water Satellite Water Recycling Facility at Community Commitment Supply Diablo Country Club. Sustainability Continue to provide recycled water Customer Service Community to residents and businesses; Satisfaction, evaluate and process new Water Resource customer requests. Sustainability GOAL 6 — Reduce Reliance Explore opportunities for Community Leadership And EMBRACE on Non- renewable energy generation, Sustainability Commitment TECHNOLOGY, Renewable conservation and efficiency based INNOVATION AND Energy on the Board's Energy Policy. ENVIRONMENTAL SUSTAINABILITY Select and implement new Operational Leadership and Enterprise Resource Planning Optimization Commitment Encourage the (ERP) system and integrate with Review and linked systems. Testing of Expand and improve the use of Operational Leadership And Technology to worthwhile mobile computing and Optimization Commitment Optimize and communication technologies. Modernize Continue developing and investing Operational Leadership and Business in cost-effective innovation, leading Optimization Commitment Operations and promising technology and applied research and development. 7 April 26, 2018 Special Board Meeting Agenda Packet- Page 154 of 177 7r STRATEGIC PLAN r FISCAL YEARS 2018 =20 Board of Directors Meeting s � April 26, 2018 Christina Gee Management Analyst II. ^, April 26, 201 d Mee idCENTRALSAN- - � Y� STRATEGIC PLAN TIMELINE January December Board adopted revised Vision, Mission, Values, and Goals • Held Strategic Planning workshop with Executive Team, • Board Managers and key staff discussed revisions March /April to Mission, Administration Committee reviewed and recommended Board Vision, acceptance of Draft Strategies, Initiatives and Key Success Values Measures and Goals during its Today Workshop Present Proposed Strategies, Initiatives and Key Success Measures to the Board April/May • Incorporate final Strategic Plan into FY 2018-19 Budget Book • Distribute Final Strategic Plan to key stakeholders CENTpe . . I CENTRAL SAN VISION , MISSION , VALUES OUR VISION To be a high-performance organlzation that provides exceptional custom e r se rvice and regulatory comp 11ance at responsible rates - OUR MISSION Ta protect public health and the environment OUR VALUES People Community Principles Leadership and •Value customers 4 Value water sector .Betruthful and honest Commitment and employees partners .Befalr,klndand •promote apassionate and .Respect each other .r=oster excellent friendly empowered workforce •Work asateam communityrelataonstlps •Take owners hipand •Encouragecontinuous .Work effectively +Be open,transparent responslbiNty growth and development and efl~iclently and accessible •Inspire dedication and •Celebrate our •Understand service tap-quality results successes and learn level expectations •pruvideasafeand tmmourchallenges •Buildpartnershlps healthful environment pe . . EFFECTIVE UTILITY MANAGEMENT ( EUM ) TEN KEY ATTRIBUTES • Product Quality • Customer Satisfaction = ` ` • Employee and Leadership Development • Operational Optimization • Financial Viability • Infrastructure Strategy and Performance Effective UtilityManagement A Primer far Wat • Enterprise Resiliency g Water and Wastewater Utilities • Community Sustainability . I • Water Resource Sustainability :.EPA ARM • Stakeholder Understanding �� r r NACWnuc i►► o and Support "° �"� Goals provide • - • Strategies define • . Initiatives describe . • Key Success Measures delineate set targetbenchmarks Metrics - • document progress t� �. _ _ ---•---. ..-..____...�------- D�- CENTRALSAN Goal Provide Exceptional Customer Service and Maintain an Excellent Reputation One in the Community • Build External Customer Relationships and Awareness [modified] • Foster Employee Engagement and Interdepartmental Collaboration [modified] • Maintain a Strong Reputation in the Community [new] I- I yy I) 1 rrr� .... pe . . CENT LSAN ��d . Goal Strive to Meet Regulatory Two Requirements 41L Aid • Strive to Achieve 100% Permit Compliance in Air, Water, Land and Other Regulations • Strive to Minimize the Number of Sanitary Sewer Overflows • Comply with All Federal , State and Local Regulations Related to District Administration [new] }} pe . . Goal Be A Fiscally Responsible and Three Effective Wastewater Utility • Conduct Long-Range Financial Planning • Manage Costs . 1 4 I 4 .t .1.8- p _= . . . . Goal Recruit, Develop and Retain a Four Highly Trained and Safe Workforce • ZION Adequate Staffing and Training p. to Meet Current and Future Operational Levels • Enhance Relationship with Employees and Bargaining Units F/ • Meet or Exceed Industry Safety _ Standards TAq f k b _ -tb ■ a Goal Maintain a Reliable Five Infrastructure • Manage Assets Optimally Throughout Their Lifecycle F. =- - • Facilitate Long-Term Capital Renewal and Replacement Protect District Personnel and Assets from Threats and Emergencies CENT■ . Goal Embrace Technology, Innovation Six and Environmental Sustainability • Augment the Region's Water Supply • Reduce Reliance on Non-Renewable Energy • Encourage the Review and Testing of Technology to Optimize and Modernize Business Operations [modified] „yy ,\. mow ` y i4k CENTRa , � ' ■ a KEY METRICS (SAMPLE) GOAL ONE MetricTarget FY 2016-17Performance Average onsite response time for <20 minutes ' collection system emergency calls, during working hours Average onsite response time fo <40 minutes collection system emergency (FY 2016-17 Targe calls, after hours Average customer service rating : out of 4.o 3.96 for emergency calls Median customer satisfaction ' . 97.5% rating on construction projects Median customer satisfaction ' . 94.8% rating on permit counter interactions Students served by per year ' education programs (FY 2016-17 Target: >2,200 per year is a' . -i.A. . . . .. . .. .. CENTRAL SAN ALIGNMENT WITH EUM ATTRIBUTES AND DISTRICT VALUES (SAMPLE Initiative Provide high-quality customer service. Customer People, Satisfaction Community Invest in business process changes and Customer Leadership and technologies to effectively increase access to Satisfaction, Commitment District information and promote customer care, Operational convenience and self-service. Optimization Build External Customer Increase customer understanding and support for Stakeholder People, Relationships and key District initiatives, programs and services. Understanding Community Awareness and Support PROVIDE Build and maintain relationships with federal, Stakeholder Community EXCEPTIONAL state and local elected officials and stakeholders. Understanding CUSTOMER and Support SERVICE Establish opportunities for internal partnerships Enterprise People and cross-divisional collaborations. Resiliency Foster Employee Engagement and Cultivate employees' understanding of District Employee and People, Interdepartmental operations and their role in the agency's success. Leadership Community Collaboration Development, Enterprise Resiliency ' pec . . NEXT STEPS Incorporate FY 2018-20 Strategic Plan into FY 2018- 19 Budget * Provide quarterly updates to Administration Committee on progress of Key Success Measures and Metrics * Prepare FY 2017-18 Strategic Plan Summary of Achievements , � 1 kpec — h,*ts CENTRALSAN � 1 t � a QUESTIONS?