HomeMy WebLinkAbout10.a. Receive FY 2018-19 Strategic Plan Annual Report Page 1 of 44
Item 10.a.
k�*k CENTRAL SAN
CENTRAL CONTRA COSTA SANITARY DISTRICT
September 19, 2019
TO: HONORABLE BOARD OF DIRECTORS
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: ANN SASAKI, DEPUTY GENERAL MANAGER
ROGER S. BAILEY GENERAL MANAGER
SUBJECT: RECEIVE THE FISCAL YEAR 2018-19 STRATEGIC PLAN ANNUAL
REPORT
Enclosed is the Strategic Plan Annual Report (Attachment 1) detailing Central San's Fiscal Year(FY)
2018-19 achievements and progress in the fulfillment of the FY 2018-20 Strategic Plan.
Staff has made significant progress in the first year of the FY 2018-20 Strategic Plan and looks to fulfill the
goals of the plan in its second and final year, while simultaneously beginning to update the Strategic Plan
for FYs 2020-22.
This item was reviewed by the Administration Committee on September 12, 2019. Hard copy booklets of
the Annual Report will be provided at the Board meeting.
ATTACHMENTS:
1. FY 2018-19 Strategic Plan Annual Report
2. Presentation
September 19, 2019 Regular Board Meeting Agenda Packet- Page 35 of 122
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CENTRAL S A N
STRATEGIC PLAN
ANNUAL REPORT
.ac 3
FISCAL YEAR 20 ] 8 - ] 9 EENTRALSAN
RESPONSIBLE, INNOVATIVE, 1 CUSTOMER FOCUSED
As fiscal year(FY)2018-19 comes to a close at the Central Contra Costa Sanitary
District(Central San),we reflect upon the accomplishments and progress made
during the first year of executing our FY 2018-20 Strategic Plan.This Plan is founded
in the six Goals set by our Board of Directors and the 17 Strategies,45 Initiatives,
and 58 Metrics that drive our performance and allow us to measure our success.
I am pleased to report that we are successfully fulfilling our FY 2018-20 Strategic
Plan,setting us up to continue into the second year.As we evaluate our progress,
we will begin the formation of the next Strategic Plan for FY 2020-22.Some of the
highlighted accomplishments from FY 2018-19 include the following:
RECEIVED THE NATIONAL ASSOCIATION OF CLEAN
f WATER AGENCIES (NACWA) PEAK PERFORMANCE
PLATINUM AWARD FOR 21 CONSECUTIVE YEARS
OF i nnoz, COMPLIANCE WITH OUR TREATMENT
PLANT WASTEWATER DISCHARGE PERMIT
UPGRADED BAR SCREENS IN OUR HEADWORKS FACILITY,
e
k WHICH REMOVE TONS OF PLASTIC AND DEBRIS PER
YEAR, ALLOWING US TO TREAT THE WATER MORE EFFICIENTLY
REPLACED MILES OF NEIGHBORHOOD SEWER PIPES TO PROTECT
�-44
AGAINST SANITARY SEWER OVERFLOWS AND MAINTAIN THE
INFRASTRUCTURE THAT KEEPS THE WATER FLOWING BENEATH
THE GROUND
E REDUCED SANITARY SEWER OVERFLOWS (SSOs) TO
(OR 1.9 SPILLS PER 100 MILES OF PIPELINE)
SWITCHED TO CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT
SYSTEM (CALPERS) HEALTH BENEFITS FOR EMPLOYEES AND
RETIREES, SAVING $b,d million ANNUALLY, EFFECTIVE
JULY 2019
FQ,.. HOSTED THE FOURTH SESSION OF OUR CITIZENS ACADEMY,
jj
CENTRAL SAN ACADEMY, WITH 40 PROGRAM GRADUATES
FORMALIZED AN OPTIMIZATIONS PROGRAM TO IDENTIFY
r-` ' OPPORTUNITIES FOR INCREASED EFFICIENCY AND TO ESTABLISH A
FRAMEWORK FOR TRACKING AND COMMITTING TO INNOVATIONS
AND CONTINUOUS IMPROVEMENT. THIS YEAR, STAFF ACROSS
i ' CENTRAL SAN WORKED ON APPROXIMATELY ;n OPTIMIZATION
PROJECTS, NOT INCLUDING IMPROVE IT"'"DON'T JUST FIX IT;Z�
ACTIONS COMPLETED BY PLANT MAINTENANCE STAFF.
As we move into FY 2019-20,we aim to complete the tasks set forth in our FY 2018-20 Strategic
Plan and simultaneously look forward to the following two fiscal years as we create our FY 2020-
22 Plan.This will serve as the road map for our organization to continue providing critical service
to protect our customers' health and environment.
We take pride in our role in the community as environmental stewards and aim to deliver our
critical service with excellence while providing the highest value to our customers.We will renew
our commitment to successfully execute our mission, provide responsive customer service,
continuously improve through optimization and innovation, act in a fiscally responsible manner,
and remain disciplined and focused on being a world-class organization.
1 ' n " I
ROGER S. BAILEY
GENERAL MANAGER
ABOUT RSAN
A SPECIAL DISTRICT RESPONSIBLEFOR THE COLLECTION
FOR NEARL Y 500.,000 RESIDENTS
AND MORE THAN 3,000 BUSINESSES
Established in 1946,Central San is headquartered in
Martinez,California,approximately 30 miles east of San Martinet
Francisco.Central San serves the communities pictured
in the service area map on the right.
a
Concord
Central San has 291 budgeted full-time employees led Pleasant HIII
Clayton
by General Manager,a Deputy General Manager,
two Department Directors,and 13 Division Managers. Orinda Walnut creek
■
Lafayette
BEYOND WASTEWATER TREATMENT
Since 1997,Central San has operated a Household
Hazardous Waste Collection Facility(HHWCF)that serves Maraga
Oakland
OanvFFle
approximately 24,000 residential and small business
a
customers,keeping more than two million(M)pounds ofa
hazardouswaste peryearoutoflandfillsand * Headquarters,Treatment Plant,HHW
Collection Facility San Ramon
waterways.Central San also operates a Residential ■ Collection Systems Operation(Sewer
Recycled Water Fill Station to provide customers with 0 Maintenance)Wastewater Collection and Treatment;
HHW Collection
recycled water at no additional charge. Wastewater Treatment and HHW
Co l lett an
HHW Collection Only Q Miles A
CENTRAL SAN
IN NUMBERS
MILLION
GALLONS OF 196
1 -540 35 WATER
CLEANED DAILY MILLION GALLONS
MILES OF OF RECYCLED
SEWER PUMPING WATER
PIPELINES STATIONS DISTRIBUTED
EACH YEAR
PAGE 01
v
MISSION
To protect public health and the environment
VISION
To be a high-performance organization that provides exceptional
customer service and regulatory compliance at responsible rates
VAL UES
PEOPLE
• Value customers COMMUNITY
and employees
• Respect each • Value water sector LEADERSHIP
other partners AND
• Work as a team • Foster excellent
community COMMITMENT
• Work effectively
and efficiently relationships • Promote a
• Be open, passionate and
• Celebrate our
successes and transparent, and empowered
learn from our accessible workforce
challenges • Understand service • Encourage
level expectations continuous growth
PRINCIPLES • Build partnerships and development
• Inspire dedication
• Be truthful and honest and top-quality
• Be fair, kind, and results
friendly • Provide a safe and
• Take ownership and healthful
responsibility environment
PAGE 02
�m
STRATEGICABOUT THE
STRATEGIC PLAN
PLAN
The FY 2018-20 Strategic Plan sets forth the big-picture objectives(the
®FY 2018-20 six Goals depicted below)and lays out a plan to achieve those Goals
through a series of Strategies and Initiatives,whose performance can
be measured by the completion of Key Success Measures and Metrics.
The Strategic Plan is reviewed every two years to evaluate new
r; objectives and adjust metrics to challenge staff to perform optimally.
� .vasty
GOAL. • • .
EmbraceL I
• • exceptional
technology, customerand
innovation, and maintain an excellent
environmental reputation
sustainability
N N U M Ft E R ' GOAL 5MaintFisGOAL 2
cal Year
reliablein a Strive to meet
• 2018-20
infrastructure requirements
GOALSGOAL ' GOAL
develop,
show Central San's priorities for k and retain • • •
running an effective,efficient, trained "nd safe •
effective
responsible utility in service to its
customers and the environment.
These are set bythe Board and are
the foundation upon which the
Plan is created. r INITIATIVES
4 %P demonstrate what can be done
to furtherthe Strategies.
STRATEGIES
explain actions that can betaken METRICS
during FY 2018-20 to fulfill the Goals. 58
provide targets for performance
that can help measure how well
the Strategic Plan is being fulfilled.
PAGE 03
EFFECTIVE UTILITY MANAGEMENT
THE FRAMEWORK .
THE STRATEGIC PLAN
In creating the Strategic Plan, Central San 10 KEY ATTRIBUTES
utilized the Effective Utility Management
(EUM) framework, put together by the PRODUCT QUALITY
Environmental Protection Agency and a
selection of water sector associations. This
framework is regarded as the industry CUSTOMER SATISFACTION
standard for strategic planning and
performance metrics monitoring. EMPLOYEE AND LEADERSHIP
The framework consists of 10 "key D E V E L O P M E N T
attributes": a set of reference points _
intended to help effectively managed and OPERATIONAL OPTIMIZATION
high performing wastewater utilities keep a
balanced focus on all important operational
areas. FINANCIAL VIABILITY
Central San aligned each Strategy with at INFRASTRUCTURE STRATEGY
least one of the 10 EUM attributes listed on
the right. This ensures that priorities are in AND PERFORMANCE
line with best management practices, and
all facets of Central San's operations are ENTERPRISE RESILIENCY
addressed.
COMMUNITY SUSTAINABILITY
4�4
WATER RESOURCE
SUSTAINABILITY
Effective Utility Management STAKEHOLDER
-,girder for Water and Wastewater OdIit!
es
UNDERSTANDING AND
SUPPORT
NACWA xame M
PAGE 04
GOALONE PROVIDE" • CUSTOMER
. %I MAINTAIN AN EXCELLENT REPUTATION •
trustedTo be o wostewoter utility of excellence, Centrol Son believes in building ond mointoining
relotionships
Build External Customer Relationships and Awareness
Central Son provides o high level of service through responsi— accessible, and transparent communicotions.
Communicating with Customers
• Hosted 40 participants in the fourth session of the Central San Academy, a program which invites members
of the public to learn about Central San's mission and how it is fulfilled via a combination of classroom
presentations, live demonstrations, group activities, and a facilities tour.
• Developed a new industry standard by updating the Proposition 218 Notice to customers that provides easy-
to-understand language about potential rate increases using maps,graphics, and photos to highlight the
work of Central San.
• Performed customer surveys to better understand satisfactory service, communication needs, and program
awareness.
Social Media Engagement
• Drove social media engagement to an all-time high of 10,000 views in less than 3 weeks on YouTube (that
video now has >15,000 views total) by engaging in the Wipes Clog Pipes educational awareness campaign.
• Continued to increase the number of followers and impressions across all social media platforms.
• Created "Tenant Tips" outreach material that will be utilized statewide in apartment and tenant agreements,
reducing impacts to sewer systems across California
• Produced and aired a public service announcement which promoted the recycling of cooking oil at the
HHWCF and reached 45%of the service area by airing 522 times across cable networks.
• Produced a Maintaining a Reliable Infrastructure video to showcase the value of Central San's skilled
technicians in the treatment plant and Central San's commitment to infrastructure replacement.
Providing High-Quality Customer Service
• Created an interactive map on www.centralsan.org for visitors to view capital improvement work on the
collection system.
• Began livestreaming Board meetings on www.centralsan.org.
• Responded to customer service phone calls for assistance with sewer-related issues.
• Received and cleared over 28,700 Underground Service Alert locating requests on time.
• Oversaw over 59,000 visits to the HHWCF and Residential Recycled Water Fill Station by residents, small
businesses, reuse customers, retail partners, and fill station users.
� 7 i•.
PAGE 05
"PROVIDE • NAL CUSTOMER SERVICE AND GOALONE
REPUTATIONMAINTAIN AN EXCELLENT •
Foster Employee Engagement and Interdepartmental Collaboration
Keeping employees well informed and engaged with the mission of Central San helps staff to provide better
customer service, both internally and externally.
• Continued to publish the Lateral Connection monthly employee newsletters to share information on Central San
initiatives and events.
• Updated the Operations and Capital Projects Schedule, which tracks major equipment replacement timelines
and other critical information,facilitating coordination between the two groups.
• Held cross-divisional Records Retention meetings to collaboratively update the retention schedules.
• Continued to hold cross-divisional committee meetings, including the Information Technology (IT)
Leadership Committee, Succession Planning Committee, and Employee Activities Organization.
Maintain a Strong Reputation in the Community
Central San aims to be known for its high-quality customer service and to be held in high regard, not just by local
stakeholders and customers, but also by industry peers.
• Received high customer satisfaction ratings for sewer renovation projects in high-traffic areas
6 95%for the Walnut Creek Sewer Renovations, Phase 12 construction project
6 97%for the South Orinda Sewer Renovations, Phase 6 construction project
15 90%for the North Orinda Sewer Renovations, Phase 7 construction project.
• Board Members continue to present at council meetings and attend interagency events such as the Contra
Costa Mayor's Conferences, East Bay Leadership Council events, California Special Districts Association chapter
meetings, and other community-based events with chambers of commerce.
• General Manager presented to the Contra Costa Taxpayers Association.
• Staff reached over 2,700 customers via speaker's bureau and facilities tours.
• Staff has taken roles in various professional organizations, helping Central San participate in knowledge-
sharing conversations, influence policy changes that protect its stakeholders' interests, and develop
relationships with industry peers.
0 General Manager participated in the American and Global Water Summits and a
Leading Utilities of the World Workshop, where he presented on Central San's
Asset Management and Plant Maintenance Programs.
0 Associate Engineer served as President of the San Francisco Bay Section (SFBS) of
the California Water Environment Association (CWEA).
0 Safety Officer served as Chair of the Safety Committee of the SFBS of the CWEA.
8 Objectives for FY 2019-20
• Continue to expand outreach with residential and commercial customers, legislators, elected officials, and
sister agencies to grow and maintain relationships and advocate for the interests of customers.
• Continue to invest in informative public and student education programs to communicate the mission of
Central San.
• Distribute employee engagement survey and implement findings.
• Renew Transparency Certificate of Excellence from the California Special Districts Leadership Foundation.
• Update the 2014 Standard Specifications for Design and Construction to provide more current information to
customers and contractors.
• Enhance the Board Room audio/visual equipment to improve the meeting recordings.
PAGE 06
GOALONr Building • • • Foundation ofStudentEducation Programs
1j".Ml;�,, Central SonI I I I'I student education programs aimed I 1 of our population.
;Z;W4 This builds I better customerI conscious customerI reduce impactson infrastructure
and the environmentand to support CentralSon'smission, / and values.
These programs increase the quality and quantity of educational programming, support -Y-
student career pathways, and position Central San as a wastewater and environmental
leader in the community. They were designed to meet student,teacher, and state needs; r '
expand offerings for all grade levels; align with new state and federal standards and frame- `{
- f rte:
works; increase hands-on learning for students; create opportunities outside the classroom; _
and build Central San's educational professional network.
SEWER SCIENCE
A 5-day classroom lab where over 500 high school students test wastewater through the
entire treatment process. This program is supported in classrooms across 6 high schools.
MARINE SCIENCE INSTITUTE (MSI) DELTA DISCOVERY VOYAGE
Hands-on learning aboard MSI's research vessel educating over 1,700 5th-graders
on where their water comes from and where it goes. 2! elementary schools in
Central San's service area participated this year.
WATER WIZARD
A classroom program teaching over 1,400 3rd,4th, and 5th graders how water
moves from their homes to Central San's treatment facility.This program is
supported in schools and classrooms.
PIPE PROTECTOR]
A newer program where over 1,100 kindergarten, 3
1st, and 2nd graders learn what happens to their _
water after it goes down the drain. After being t
launched in 17 schools and 4c classrooms,the
program has become so popular that Central San has J a;
had to revise its current contract to keep up with the
demand. } +
This FY, nearly 6,000 students
were served in these programs.
Sewer Science:
53 courses, 1,590 Studentsr
Delta Discovery:
�
67 voyages, 1,722 Students
KOO
Water Wizards:
57 classes, 1,425 Students L,
0
0 6�; 0 Pipe Protectors:
Year 42 classes, 1,135 Students -
PAGE 07 ��
This FY, Central San collaborated with local educators to grow its programs to reach
At even more students and produced videos that make environmental messaging fun
with characters like the Pipe Protectors. New programs include the following:
SEWER SCIENCE 2.0
A multi-day classroom lab whose curriculum aligns with Next Generation Standards,
adds more hands-on learning, and has expanded programming from Sewer Science
for 6th,7th,and 8th graders, including subject-specific curriculum.
y KITCHEN SEWER SCIENCE
A kitchen-classroom learning experience for non-profit, high school, and college
_ culinary students to help them understand how to keep fats, oils, and grease out of
-� the sewer.This programs supports best management practices for current and future
*�j restaurant employees to protect Central San's infrastructure and prevent SSOs.
TEACHER TRAINING ACADEMN
• A three-day curriculum training for local science teachers to learn about and
I use Central San's educational resources, providing more classrooms to pilot new
curricula in the future, and integrating Central San as part of the curricular
�l infrastructure of the schools in the service area.
ADVENTURES • •
AN EDUCATIONAL V • •
Screened at Water Environment Federation's
Technical Exhibition and Conference (WEFTEC) in
1 October 2018
Won the California Public Information Officers(CAPIO)
Excellence in Public Information and Communication
an Award for Video Production—Long Form
Won the Communicator Awards presented by
' the Academy of Interactive &Visual Arts
FOLLOW ��r • 2019 Award of Excellence—Craft Category—
'
ACTIViTy BOOK Best Animation
• 2019 Award of Distinction—Educational Video
.i• �� f
i yg
PAGE 08
GOALONE • •
Central Son is honored to be recognized by industry organizations and peers for its practices,
achievements, • • extraordinary staff.
COLLECTION
REPORTINGFINANCIAL
• First Place — CWEA 2018 Large Collection System
of the Year in the Bay Area Government Finance Officers Association (GFOA)
Distinguished Budget Award for FY 2018-19 Budget
• Second Place — CWEA 2018 Large Collection
System of the Year in the State of California GFOA Certificate of Achievement for Excellence in
Financial Reporting for the Comprehensive Annual
_ cS, Financial Report (18th consecutive year)
4t
11=7 INFORMATION • •
Municipal Information Systems Association of California
(MISAC)Award for Excellence in IT Practices
WAS EWATER TREATMENT
y ,
NACWA Peak Performance Platinum Award,
recognizing 21 consecutive years of 100% -
compliance with the treatment plant wastewater
discharge permit
SOCIAL , ENGAGEMENT
• CWEA Award for
Community EngagementPURCHASING
and Outreach —
Best Use of Social Media
Achievement of Excellence in Procurement Award,
• CWEA Photo of the Year recognizing organizational excellence in
public purchasing (8th consecutive year)
PLTANT MAINTENANCE
DEDICATED STAFF2018 Uptime Award for Best Reliability Engineering
for Maintenance Program from Reliabilityweb.com 4
• CWEA Mechanical
Technician Person of the Year
— Machinist Bill Bowers
—�+ CWEA Andy Stamatelos
Special Service Award —
"Al
�� Senior Plant Operator
' Nick Hansen, recognizing
outstanding service to the SFBS
PAGE 09
"PROVIDE • NAL CUSTOMER SERVICE AND C30AL
REPUTATIONMAINTAIN AN EXCELLENT • •
PERFORMANCE
Average onsite response time for
collection system emergency calls, <20 minutes 30.3 minutes
during working hours
Average onsite response time for
collection system emergency calls, <40 minutes 34.2 minutes
after hours
Average customer service rating >_3.8 out of 4.0 3.9 out of 4.0
for emergency calls
Median customer satisfaction rating >95% 89%
on construction projects
Median customer satisfaction rating >95% 100%
on permit counter interactions
Number of students served >4,000 per year 6,056
by education programs
New employees attending
annual customer service training 100% 100%
within 6 months of employment
Participants in Plant/HHW Facility tours >500 2,756
and District presentations
Participants in citizens academy, >30 40
r Central San Academy per session
Purchasing internal customer survey rating of >70% 100%
satisfactory or better
■j
Awards or recognitions achieved 10 13
4
•
Target met Performance met or exceeded the target
Work in progress/
Performance fell short of the target,which is a stretch goal because
Stretch goal • Current and past performance is not within reach of the target, and/or
• Performance is affected by circumstances out of our control '
Work in progress Performance fell short, but within reach, of the target
J
PAGE 10 ;+r
GOAL TWO STRIVE TO
MEET REGULATORY REQUIREMENTS
The primaryfunctionof Central SanI clean wastewaterprotect the Ihealthand safety
the community. It is notI responsibility thatI I
Strive to achieve 100% permit compliance in air,
f water, land, and other regulations
Central San is required to comply with hundreds of permits as
part of its operation.
Received the NACWA Peak Performance Platinum Award for
the 21St consecutive year, recognizing - compliance with
Central San's wastewater discharge permit.
• Maintained 2018 anthropogenic greenhouse gas(GHG)
k i
emissions below the Cap and Trade inclusion threshold.
• Evaluated preliminary treatment plant health risks in
preparation for compliance with Bay Area Air Quality
Management District(BAAQMD) Rule 11-18.
• Performed root cause analyses on incidences of non-
compliance with air permit requirements.
• Completed 11 mandatory recycled water cross-connect tests.
• Communication Services and Intergovernmental Relations
Manager is heading customer outreach support on
Assembly Bill 1672,supporting labeling on flushable wipes.
• Environmental and Regulatory Compliance Division
Manager served as Chair of the Bay Area Clean Water
Agencies' (BACWA) Executive Board, and staff served in
leadership roles on associated committees.
Strive to minimize the number of SSOs
Central San hit an all-time low of 28 overflows in calendar
year 2018, but that does not mean the job is complete.
Collection system crews continue to work to reduce spills.
Awarded First Place — CWEA 2018 Large Collection
System of the Year in the Bay Area.
Responded to 3C SSOs(1.95 overflows per 100 miles).
• Cleaned 797 miles of sewers.
• Completed work orders on schedule of the
time.
• Performed of all cleaning work on "hotspots."
• Closed circuit televised miles of sewers.
Mk
PAGE 11
STRIVE TO MEET REGULATORY REQUIREMENTS GOAL TWO
J
l
Comply with all federal, state, and local
regulations related to District administration
In addition to permits governing discharge ana the
treatment process, central San—as a local government
agency— has administrative regulations to follow.
• Conducted training on harassment, ethics, Public Records
Act requests, and e-mail records management.
• Adopted 4 new Board Policies on Purchasing, Informal
Bidding, Delegation of Authority to the General
Manager, and Climate Change.
• Completed biennial review of existing Board Policies, with
amendments to policies.
• Reviewed and updated Deferred Compensation and
Cafeteria Plan (Section 125) documents.
• Began comprehensive review of the Master Records
Retention Schedules to ensure each department's
business needs are met within legal guidelines and that
physical or electronic records are represented accurately.
0 Objectives for FY 2019-20
• Continue to optimize cleaning frequencies and group
locations of sewer cleaning to prevent SSOs through
more efficient cleaning cycles.
• Continue to operate and maintain the treatment plant
to ensure eligibility for the NACWA Peak Performance
Award Platinum Status for the 22nd consecutive year.
• Complete final design and successfully bid the Solids
Handling Facility Improvements, which will include the
installation of new air pollution control equipment
needed to reliably comply with current air regulations.
• Develop new policy and procedure for managing
records that meets the requirements of Government
Code §60201(b)(2) and ensures evidence of compliance
with retention policies.
PAGE 12
�WWI 7
7-; ` ^
NUMBER OF OVERFLOWS(by calendar year)
15Z
180- 143141
3
140 -tZ3
Central San's community relies on 1,540 miles of underground ;� 81"" X67 86
pipes that carry millions of gallons of wastewater to the $0 _ f 3 63
6043 37 'IP 49 1" 40 38
treatment plant every day. Unfortunately, clogs (which can be 40- 4
caused by everyday objects like bathroom wipes and tree roots) can
o -
block the water, causing a pressure build-up and water to flow 14)S9 2Mo 2Qo,M 2M3 M H05 2DC6 zDD,2D%2M p,0 p>>2017 70I=2014 2015 2016?0112016
where it is not designed to go. Reducing these overflows is a top
priority for Central San.
In calendar 2018, a multi-year collaborative effort by dedicated
employees to innovate and optimize resulted in the ~`
lowest number of SSOs in Central San's history. -
q
f
"Years ago, we were having incidents in the last ten feet of
E the line, in part because crews thought they were reaching
the end of the line with their cleaning tools but were not.
Now, we work hard to ensure a quality clean, which
increases efficiency. If we do find a line with heavy grease
or roots, we clean it again, as many times as it takes.
We also have a crew that looks at lines after they are
cleaned, which helps to verify the best cleaning results."
- Field Operations Superintendent Steve Sauter
Changes in the approach to cleaning, utilization of the best tools, and an
increased concentration on quality assurance have helped to successfully
k reduce SSOs. Technical adjustments, including optimizing cleaning
schedules and deploying iPads in the field, have also increased
effectiveness. Strategic and cooperative planning between field crews
Y . and engineering staff have improved access to public sewer lines and
the ability to fix small issues more quickly.
These and other changes have led to the successful decrease of
unwanted overflows and allowed Central San to continue to have
one of the highest reliability ratings in California
PAGE 13
STRIVE TO MEET REGULATORY • GOALTWO
PERFORMANCE
NPDES compliance Zero violations Zero violations
3 violations
Title V compliance Zero violations (project has been scheduled
to resolve this with new wet
scrubber technology)
Recycled Water Title 22 compliance Zero violations Zero violations
<25,000 metric tons (MT) 23,619 MT COie in
Anthropogenic GHG emissions COie calendar year 2018
Sanitary sewer overflows (SSOs) <2.5 spills per 100 miles 1.95 spills per 100 miles
of pipeline of pipeline
Spills to public water <3 7
Percent of spills >95% 87%
<500 gallons
Pipeline cleaning schedules completed on time >95% 99%
Pipeline cleaning On >_3%of
quality assurance/quality control Pipelines cleaned on an 3.8%
annual basis
Pipeline cleaning >98% 95.6%
quality assurance/quality control passing rate
Annual Environmental Compliance 100% 100%
Inspections and permitting completed on time
HHW management compliance Zero violations Zero violations
Biennial review of all existing Board policies 100% 100%
PAGE 14
GOALTH BE A FISCALLY RESPONSIBLE AND EFFECTIVE WASTEWATER UTILITY
a
)l I I I I I I I' I 'I I �I' I I and
Maintenance i budget I' I I Ir the lost six years. mode possible port I
implementing cost-saving efficiencies and optimizations.
Conduct Long-Range Financial Planning
Central San looks to the future when planning necessary infrastructure improvements, as well as the ways to
fund them, and has a long-term plan to fund both current and future needs and obligations.
• Refinanced outstanding debt to save$8.2M in interest costs over the next decade.
• Fully funded the Other Post-Employment Benefits(OPEB) actuarially determined contribution and paid an
additional "7 1-" toward the Unfunded Actuarial Accrued Liability(URAL).
• Developed the FY 2019-20 Budget with a year of keeping the O&M budget essentially flat.
• Conducted annual reviews of current rates and fees, capacity fees, and businesses for consistency,
reasonableness, and to ensure the appropriate fees are being collected.
• Developed rate alternative scenarios that reduced 10-year Capital Improvement Plan (Ten-Year CIP) cash flow
and Central San's reliance on debt by
• Included in Intended Use Plan funding list for a State Revolving Fund loan in the amount of for the
Solids Handling Facility Improvements Project.
IR Awarded the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive
Annual Financial Report for the 18th consecutive year.
Awarded the GFOA Distinguished Budget Award for the FY 2018-19 Budget.
• Presented new rate structure for mixed-use businesses and non-residential customers as part of the proposed
sewer service rate structure which was approved by the Board in April 2019.
Manage Costs
Central San audits its processes to ensure internal controls, manages claims effectively to reduce risk, and
regularly reviews its ways of doing business for opportunities for optimization to reduce costs.
• Presented Internal Audit Program workplan for calendar year 2019 and audit plan for 2020.
• Implemented findings from the initial audits completed in FY 2017-18.
• Conducted Payroll and Risk Control Audits.
Received Achievement of Excellence in Procurement Award for the consecutive year, recognizing
organizational excellence in public purchasing.
• Completed cycle counts of ?3.51 worth of warehouse inventory, which includes supplies and spare parts.
As part of the cycle counts, staff counted total line items for a total piece count of 102,567.
• Executed blanket contracts to cover similar work shared by multiple projects to save on engineering and
administration costs.
• Leveraged spend,through annual requirements contracts for of the total procurement spend for goods
and services, not including construction, construction-related professional services, and utility payments.This
improves efficiency, shortens processing time, and saves money through negotiated pricing contracts.
• Managed claims aggressively to reduce costs and facilitate resolution, resulting in an average cost per
overflow claim of$8,809.
• Completed initial risk inventory with input from managers and commenced process for development of
strategic risk inventory that will serve as a basis for internal audit workplans and Enterprise Risk Management.
• Continued developing Mitigation Plan.
• Developed interdepartmental standard operating procedure for claims arising from capital projects.
PAGE 15
� a
BE RESPONSIBLE 1 EFFECTIVE WASTEWATER UTILITy
LTHREE
Optimizing to Reduce Costs
• Transitioned all employees and retirees to CalPERS health benefit plans, which is
projected to save an estimated per year in healthcare costs.
• Implemented new Health Reimbursement Arrangement(HRA)for Tier III employees
to offset some of their future retiree healthcare costs without additional OPEB liability.
• Consolidated delivery of postal service mail with package deliveries from the
" warehouse for staffing efficiency.
• Reduced vehicle fleet by vehicles after reviewing automatic vehicle location
- data analytics, eliminating maintenance costs and registration fees for those
vehicles.
Implemented the Uniform Public Construction Cost Accounting Act(UPCCAA)
for savings on administrative costs of bidding and streamlining the bidding
process for smaller projects.
• Obtained new tools and equipment to increase work efficiency, such as an
/ Iron Worker for the Mechanical Shop.
/ Completed Lime Reduction Bench Scale Study and recommended full-scale testing for
potential savings in lime procurement costs.
• Continued to optimize cleaning schedules to dispatch staff more efficiently and clean
sewers as needed to best prevent overflows.
1 Replaced the furnace combustion oxygen measuring system with one that will
require less maintenance.
tral Son has accomplished significant cost savings, but we will never be complacent witi-r-
those efforts or the way we work. We are always evaluating our operations and looking for
new technologies, innovations, and optimization opportunities to provide the highest service
to our customers at responsible rates. - Roger Bailey, General Manager
0 Objectives for FY 2019-20
• Continue to manage unfunded liabilities by reporting on and offering alternatives for applying favorable
variances towards these obligations or other priorities.
• Prepare a SRF loan application for the Filter Plant Project by the December 31, 2019 State deadline.
• Begin implementation of new enterprise resource planning(ERP) software, which will re-engineer business
processes in key divisions District wide, improving efficiencies and service levels.
• Identify improvements to financial reports to address areas of Board interest through the ERP software.
• Continue to drive performance, efficiency, and effectiveness through the Optimizations Program and
fulfillment of the Strategic Plan.
• Implement new permitting software and migrate data from the legacy SunGard° system.
• Further improve workflow using electronic signature and digital transaction management services.
• Complete final design and successfully bid the Pumping Station Upgrades— Phase 1 project to replace the
diesel-driven engines and electrical switchgear at the Moraga and Orinda Crossroads Pumping Stations for
improved reliability and safety.
• Investigate and provide recommendations for the use of alternative, renewable diesel fuels.
PAGE 16
P
fi
Central San's Financial
Central San's revenue is primarily generated from sewer service charges, payments from the City of Concord
for wastewater treatment for the cities of Concord and Clayton, property tax revenue, and capacity fees.
Central San's total budget for FY 2018-19 was $139.6M. This FY, Central San continued to utilize its rate
revenue toward needed infrastructure improvements, prudently manage its debt, maintain strong credit
ratings, and pay down its unfunded liabilities in pension and retiree healthcare costs.
Responsible Use of Rate Revenue
In advance of the April 2019 public
Over Past Five-Year Period Over Next Two-Year Period Over Next Four-Year Period hearing to adjust rates, Central San
[FY 2014.15 to FY 2019.19] [FY 2019-20 to FY 2020-21) (FY 2019-20 to FY 2022-23i
communicated the need to fund
O&M O&M,1.745
O&M o'oa: infrastructure repairs and replace-
ments via an updated Proposition
1 218 notice and social media.
A record low number of protests
were received, and three customers
�api=al `l1spoke in favor of the rate increase at
819'c L
capital Capita 1,98.3° the hearing. 100% and 98.3% of the
10095
100%to Capita 1 1.7%toO&M and new rate revenue will be used
over next two years. 98.nextfouryeal toward capital improvements in the
over next four years. p p
coming FYs.
Debt Management
Central San has primarily used a pay-as-you-go philosophy but has, occasionally, used some debt financing for
large capital improvements brought about by regulatory changes or other unforeseen factors. The Debt
Management Policy provides for the conservative use of debt, but Central San has minimal debt service. The
newly adopted four-year rate plan includes a debt issuance of $154M (split between $77M in FY 2020-21 and
$77M in FY 2022-23, which had already been pushed back one year due to previously planned cost savings from
the transition to CalPERS healthcare and other financial planning improvements). Subsequent to the adoption
of the four-year rate plan, Central San was approved for an application for $89.6M of State Revolving Fund
loans, which will further reduce borrowing needs due to lower interest costs. Central San has strong AAA and
Aa1 credit ratings issued by Standard & Poor's and Moody's, respectively.
Paying Down Pension and Healthcare Costs
Pension OPEB Since 2012, Central San has
slsa — 100% $90 100% been paying off its unfunded
S140 90% $60 90% liabilities in pension and OPEB
$120 80% $70 80% costs to maintain a more
10% 701%5100 says $60 secure financial position.
p "050% O $50 60%
$eo 40% $40 When possible, payments
s40 30% $30 30% exceeding the minimum
20% $20 20% amount have been made to
$ea lass
so asp
$10 INK 10% achieve this steady drop in
—
oyti oy� oy�' oy6 otiA oy� oy� $a 0% unfunded liabilities.
Y Y
1-Z1 ti ti ti ti ry 20122013201420152016201720182019
�UAAL —Funded% �UAAL —Funded%
PAGE 17
BE RESPONSIBLE GOAL
PLHFUHIVIANCL: IN KL:Y ML I Hi
1��a�rg �� Performance
Sewer Service Charge
less than average of Bay
Area agencies
Maintain service affordability Target Met
Sewer Service Charge
plus Ad Valorem tax less
L than average of Bay Area
Agencies
Standard and Poor's (S&P) and Moody's AAA rating from S&P
AAA/Aa1
Credit Ratings (no rating from Moody's)
Debt service coverage ratio >2.Ox 15x
(pre-audited figure)
WR_
113% (O&M)
Actual reserves as a percentage of target 100% 185% (Sewer Construction)
(pre-audited figures)
Operating expenditures� > 96
o 0~ as a percentage of operating budget .5
Reported material weaknesses or
significant deficiencies
in internal controls Zero (0) Zero (0)
as part of annual financial audit
Workers' Compensation <1.0 0.74
experience modifier
Temporary modified duty provided >95%of recordable 100%
(Return to Work Program) injuries
Difference in inventory value in Purchasing <1% 0.93/
°
database vs. value submitted to Accounting
Accuracy of physical inventory count >_95% 99%
vs. book value
.F
`' PAGE 18
Ensure Adequate Staffing and Training to Meet Current and Future
Operational Levels
X Staff development can come in many forms, and Central San has continued to
enhance training opportunities for its staff and contribute to the future of the
wastewater industry workforce.
Identified potential vendors for the implementation of an agency-wide
learning management system to centralize tracking of all employee training.
• Proposed enhancements to the performance appraisal process, discussed with
the bargaining units, and planned its implementation.
• Held the second session of the Supervisory Academy, with 21 graduates.
• Evolved the third session of the Management Academy, allowing 15 partici-
pants from sister public agencies, plus graduating from Central San.
• Paired mentees with mentors in the second Mentorship Program cycle.
• Hosted bi-monthly HR @ Your Service training sessions for employees.
• Updated The Gavel—A User's Guide to the Board Meeting Process for staff
and the Board Member Handbook for Board Members.
Implemented RedVector° for Plant Maintenance Shops training and continued
1 E to develop the checklist for all shops to be trained using this.
• Improved Mechanical Maintenance Technician Trainee Program, including
updating "TPC" study guides and manuals.
• Continued to develop the future workforce by providing training in conjunction
with the Bay Area Water/Wastewater Workforce Reliability(BAYWORK)task
a force.
Implemented background checks for all new employees.
Enhance Relationship with Employees and Bargaining Units
Central San strives to offer a competitive employment package, address
workplace issues early, and create a culture of appreciation and employee
engagement to attract and retain top talent.
• Completed labor negotiations.
Added new component to Commuter Benefit Program, giving participating
employees the ability to get up to $265 per month tax free.
• Implemented Catastrophic Leave Program, allowing employees to donate
accrued sick leave hours to a bank for other employees to use so they may
continue to stay in paid status.
• Enhanced hiring process to include a hands-on practical exam.
f Engaged with community and technical colleges for recruitment and
program development.
• Established Labor Management Committee with Local One bargaining unit
' and resumed meetings with the Management Support/Confidential Group.
` Transitioned to Kaiser Permanente as occupational healthcare provider for
workers' compensation related injuries.
��� PAGE 19
Meet or Exceed Industry Safety Standards
Central San's mission is to protect public health and safety, and this cannot be
done without safeguarding the wellbeing of its staff.
• Administration and Engineering staff had zero Lost Work Days.
• Completed 113 safety work orders.
• Reported zero California Division of Occupational Safety and Health
(Cal/OSHA)violations.
• Responded quickly to the District Safety Committee(DSC) open action items
(the current timeframe for an open action item is less than 60 days).
• Reviewed Safety Suggestions via the DSC.
• Transitioned to the Target Solutions°online platform to improve
efficiency and compliance with online trainings, records retention, and
tracking of certifications.
Objectives for FY 2019-20 ' Z-�
• Continue the Mentorship Program.
• Launch third Supervisory Academy in 2020, applying the same learning �W~ P •
enhancement as the Management Academy by inviting staff from other - -'
agencies to participate. A j
• Purchase and implement a learning management system. 'I
• Investigate additional cost-effective benefits to offer to employees.
• Propose a culture statement for Board adoption that emphasizes Central
San's priorities, including recognizing the value of employees.
• Implement on-boarding protocols that identify required training, medical
evaluations, and testing for each job classification.
• Continue to apply the latest arc-resistant electrical equipment, arc-quenching
devices, and design systems and best management practices, procedures, and
devices to reduce arc flash hazards and make it safer for staff to operate and ,
service electrical equipment.
• Continue to monitor safety metrics, including both leading and lagging
indicators, to identify trends in incident reports, first-aids-only, near misses,
and inspection findings.
r I
a
PAGE 20
' .
Central San's Headworks facility is the first stage of the complex process to
treat wastewater, where inorganic matter — such as stones, grit, sand, sticks,
and plastics — is removed from the wastewater stream to protect and reduce
wear on the downstream process equipment.
1
This FY, two influent pumps in the Headworks Pump Room required new
wear rings. This is considered routine maintenance, but, with pumps that
weigh about a thousand pounds, even the "routine" necessitates careful
planning and expert skill. For this particular task, a large crane and the r
coordination of numerous Plant Maintenance staff was needed.
Iti
Electric and Instrumentation technicians unwired and removed anything
attached to the pumps and motors that would hinder their removals
1
Mechanical Maintenance focused primarily on the rigging a
of the crane and the replacement of the casing wear rings, r
and the Machine Shop removed and installed the impeller
wear rings on the rotating elements within the pumps.
Thanks to the work of these technicians, pump efficiency - a
and durability increased, crucial instruments inside the ,
Sq�
pumps are better protected, and the Headworks facility
can effectively remove about tons of plastic from
the wastewater stream coming into Central San's
treatment plant each year.
PAGE 21
RECRUIT, DEVELOP, AND RETAIN A HIGHLY TRAINED AND SAFE WORKFORCE
PERFORMANCE
Average time to fill vacancy <60 days 58.8 days
(from request to hire)
Turnover rate at or below
<7.8%
American Water Works Association (AW WA) (FY 17-18 median) 5.7%
industry median
15 hours per
Average annual training hours
(external and internal training) full-time equivalent 22.7 hours per FTE
employee (FTE)
Actual versus budgeted usage >80% 73.8%
of training dollars
Performance evaluations
100% 95%
completed on time
Participation in annual Increase by 10% -15.6% \
Wellness Expo each year `
Internal promotions >25% 45.8%
(excludes entry-level positions)
Formal grievances filed Zero 2 grievances filed
,r
Employee injury and illness lost time incident rate
less than 2016 Bureau of Labor Statistics (BLS) <6.8 2.6 \
California Sewage Treatment Facilities Rate
..ALS_ v
_ r
8
GOAL MAINTAIN 1 RELIABLE ' 1 ' '
The pipes, pumps, and eI • It convey wastewaterare the core • Central Sanoperation.
UsingJr!
technology and human ingenuity, I I • • repairs assets as needed—with
an • I on preventive maintenanceto protectequipment and pI I I useful life.
Manage Assets Optimally throughout Their Lifecycle
A comprehensive Asset Management Program optimizes asset lifecycles to maintain reliable and high-quality
service in a sustainable manner, integrating technology and data from multiple databases to empower
Central San's workforce to enable best outcomes through servicing based on predictive capabilities.
• Completed several critical projects, including the upgrade to the bar screens at the Headworks Facility and
sewer renovations in Walnut Creek, Lafayette, and Orinda.
• Created a Treatment Plant Spare Parts Tool which allows Plant Maintenance staff to view what spare parts are
available in the warehouse before beginning any work.
• Initiated two-year program to perform condition assessments of the steam aeration and blower systems.
• Evaluated feasibility of a new wet ash handling system.
• Completed services on vehicles and equipment.
• Made additions to the Asset Condition Monitoring program such as a breaker overload testing program and
winding analyzer program,which will lower equipment downtime costs and increase reliability.
• Identified 16 preventative maintenance program tasks needing improvements.
• Completed 7R"Don't Just Fix It; Improve It" initiatives to increase maintenance effectiveness, lower costs, and
increase equipment reliability.
Won 2018 Uptime Award for Best Reliability Engineering for Maintenance Program from Reliabilityweb.com.
• Continued to convert sewer pipeline cleaning schedules so each line has a scheduled cleaning date.
• Initiated a valve exercising program to ensure treatment plant valves do not lose function due to lack of use.
• Completed hydraulic transient analysis and capacity evaluation for the recycled water distribution system,
which will identify opportunities to improve reliability and maximum hydraulic delivery capacity.
{ y'
f X 1$
Tip
-7.
A Visit from Friends in the City It was very worthwhile, I think all the
Central San often initiates collaboration with fellow wastewater SFPUC staff(including me)
agencies to share knowledge and learn from each other's successes. really benefited from the
Interagency collaboration is an integral activity toward Central San's information exchange. Central San
goal to continuously improve. obviously takes great pride in its
facilities, and 1 think that also made
This FY, Central San was honored to host several members of the an impression for our staff
San Francisco Public Utilities Commission Wastewater Enterprise —Gregory Norby, SFPUC-WWE
(SFPUC-WWE)to share ideas on Asset Management, Reliability- Assistant General Manager
based Maintenance, and Asset Handover.
PAGE 23
MAINTAIN A RELIABLE INFRASTRUCTURE GOAL FIVE
11111611111
Facilitate Long-Term Capital Renewal and Replacement
The Comprehensive Wastewater Master Plan foresees necessary infrastructure changes over the next two
decades. To better understand and track how all the planned work comes together, staff has implemented a new
project management information system software, e-Builder®.
• Migrated data into e-Builder®to better manage Engineering projects.
• Set up integration with ERP software so data from the new ERP will feed into e-Builder®.
• Trained staff on and completed implementation of e-Builder®.
Protect District Personnel and Assets from Threats and Emergencies
Central San's reliability of service is critical to the community, so significant time and resources are invested in
protecting Central San from security threats and making sure that Central San continues to operate in the event
of an emergency.
Protecting Intangible Assets
Awarded MISAC Award for Excellence in IT Practices,including efforts to enhance cybersecurity.
Designed and began construction of a new, more secure Data Center,including migrating equipment and data to
the new location.
Identifying and Addressing Potential Risks
• Conducted and presented results of Risk Control Audit to Management Team.
• Initiated Enterprise Risk Management planning process via strategic risk identification workshops.
• Provided training on internal controls to Management Team.
Enhancing Campus Security and Safety
• Completed Vital Contractors Section of the Continuity Plan.
• Developed scope and design of pumping stations security improvements.
• Updated Post Ordersfor contracted securityguards.
• Coordinated and implemented procedural changes to maintain security during on-site construction activities.
• Conducted 16 Contractor Safety Orientations, reviewed 109 Design and Safety Submittals,and attended
42 Construction Progress Meetings.
• Began Fire System,Gas Detection System,and Fall Protection safety upgrades.
• Created a new maintenance access road to the clearwell overflow structure.
• Constructed new potable water system and upgraded infrastructure to ensure safety.
Preparing for Emergencies
• Prepared and presented Emergency Management Program report to
the Board.
• Updated and restocked emergency supplies cache.
• Participated in the Operational Area Council to contribute to creating an
effective and multijudsdictional approach to disaster preparedness and
planning.
• Conducted annual Emergency Operations Center activation exercise.
• Developed a Crisis Communications Plan.
PAGE 24
Instead, an organized project was needed to ensure Central San could
continue its service while putting in new gates.
The solution? An intricate bypass system to isolate the structure so all
5 gates could be removed and replaced without disrupting the treatment ,..
process. A cross-divisional team of Capital Projects, Plant Operations, and
Collection System Operations (CSO) staff worked together to relocate
instruments so the data the operators use to run the treatment plant would
still be available. -
to
01 A'
. _ X'
#,
114617 X
3 - Itll
' y \
�: ... - Mi :�r+-'-*::. - ,rte •ire- .�,� '� - •,.�, _� s
-- - �' e,.
PAGE 25 tir
SsoM
515M
• • • i35M
E E
n E wFW
a 5� •GI
S11M
SION
w.J
j11M -
D130 1D11 11-12 52-13 131. 1125 1`.16 1F12 110 1&fv vrgygn
R1eN YM,
RW-Recycled Water/GI-General Improvements/CS-Collection System/TP-Treatment Plant
A Massive Coordinated Effort
With project management by Capital
- Projects, Plant Operators helped to
L -11 coordinate the routine maintenance
* activities that would need to
continue, and CSO assisted with the
" 1 isolation of channels that are part of
# the collection system.
The bypass was created using
Yp g
12 pumps at 4 locations to isolate
— r the influent from entering the plant.
1 The water is instead pumped around
the influent structure and returned to
the treatment plant at the Headworks
Facility. All in all, it took 3 weeks to
set up all the piping and pumps, and
another 3 weeks to replace the gates.
l _ Sewage Never Sleeps
v _ K Throughout this project, which was
AMOS -4
initiated in FY 2018-19 and completed
in FY 2019-20, 2 construction crews,
3 Inspectors, and 2 pump monitors
worked 24 hours a day, 7 days a week
1 until the gates were replaced.
Maintaining and upgrading Central
l San's facilities requires hard work,
- planning, and coordination, and this
project is just one example of the
1 many projects that staff cooperatively
undertakes to help Central San
r - , continue to fulfill its mission.
�• PAGE 26
1
• ;. :�: Objectives for FY 2019-20
Develop prioritization models for vertical assets and recycled water
distribution system assets.
Actively participate in all phases of asset lifecycles, including design,
k
installation, operation, maintenance, and replacement planning.
Commit to consistently perform the most effective maintenance tasks on
the equipment at the optimal frequency.
• Utilize a repeatable and comprehensive approach to maintenance that
optimizes asset lifecycle based on reliability, cost, and criticality, including
continuing to perform additional Reliability-Centered Maintenance, Root
Cause Analysis, Preventive Maintenance Optimization analysis, and Defect
Fp Elimination initiatives on critical equipment and systems.
r `+ • Continue to develop the Asset Centered Maintenance Program and
integrate with analytics for earliest warning of equipment degradation.
117. • Continue work on two-year program to perform condition assessments
for the Steam Aeration and Blower System Project.
_ 0 Initiate valve exercising program for recycled water distribution system.
• Perform comprehensive update to Standard Specifications for Design and
Construction.
i • Develop a planning tool for future capital spending for e-Builder°.
• Complete construction of new Data Center and migration of
r equipment into the new location.
Finalize security system design criteria for upcoming capital projects.
Incorporate emergency response activities into the Emergency
Operations Plan and Continuity of Operations where applicable.
• Continue implementation of recommendations from security
assessment.
FEE a r-
r
.1
` I
1 •1
PAGE 27
r6
Metric Target Performance
Safety-prioritized work orders 100% 87.0%
completed on time
Regulatory Title V work orders 100% 99.0%
completed on time
Planned treatment plant
preventative maintenance >95% 83.8%
completed on time
Planned pumping station Data unavailable
preventative maintenance >95% (Tracking system
has been implemented
r_ completed on time for FY 2019-20 reporting)
Uptime for vehicles and equipment 100% 99.5%
>0.5% of assets
€ Miles of pipeline replaced (7.6 miles per year for the 0.4%
next five years starting in (6.1 miles)
FY 2017-2022)
Capital expenditures
84/
as a percentage of capital budgeted >90%
(pre-audited figure)
cash flow including carry forward
Information system outages 100% uptime 100% uptime
r affecting normal business operations
sow "f`
y Data backup and recovery Zero lost data Zero lost data
(" Potable water system
ti
monthly testing 100% 100% ►
meets all water quality standards
r
PAGE 28 1
�� �
GOAL SIX EMBRACE TECHNOLOGY, INNOVATION, AND ENVIRONMENTAL SUSTAINABILITY
_Q Central-Son does whatcan r protect the envir• • r the promonon •
waterr non-renewable energy where possible, and piloting r r using the newest
technologies roptimize business operations.
Augment the Region's Water Supply
Central San continues to do its part to help ensure a sustainable water supply for the community by providing
recycled water to residents and businesses at no additional cost and pursuing regional partnerships to expand
the use of recycled water, thereby freeing up potable water.
• Collaborated with Dublin San Ramon Services District—East Bay Municipal Utility District Recycled Water
Authority(DERWA)to define a project and develop and execute a Temporary Wastewater Diversion Agreement
to allow DERWA to divert approximately MGD of raw wastewater from Central San's San Ramon Pumping
Station to Dublin San Ramon Services District for the production of recycled water to meet DERWA's peak
summer irrigation demand.
• Distributed gallons of recycled water through the Residential Fill Station.
• Continued working with the City of Concord to provide recycled water to the Concord Community Reuse
Project, also known as the redevelopment the Concord Naval Weapons Station.
• Expanded the use of recycled water to restrooms within the treatment plant.
• Continued the Free Commercial Truck Fill Program.
Working Toward an Innovative Recycled Water Exchange _
Central San has been collaborating with the Contra Costa Water
District (CCWD) and Santa Clara Valley Water District (SCVWD)to
bring to life an exchange of water which would allow Central San to
provide two nearby refineries with recycled water for their industrial
processes, so the commensurate potable water can be sent to `+
SCVWD for their use.This FY, staff worked to complete a Preliminary
Feasibility Evaluation of the Refinery Recycled Water Exchange
Project. Central San also hosted a Water Exchange Treatment
Train Technical Peer Review Workshop with industry experts to
share ideas and discuss how to drive the project forward.
Reduce Reliance on Non-Renewable Energy
With solar panels already at the CSO building and HHWCF, Central San continues to explore ways to utilize
renewable energy in place of non-renewable power.
• Hired a consultant to evaluate solar energy opportunities and prepared to issue a request for proposal.
• Continued working with Pacific Gas and Electric (PG&E) on strategic energy management, including holding
an onsite workshop.
Encourage the Review and Testing of Technology to Optimize and Modernize Business Operations
Even though Central San practices fiscal responsibility, it is always looking for ways to become more efficient
in its operations, whether on the administrative side or the technical treatment side.
Optimizations to Modernize and Improve Opera,-;---
• Established formal Optimizations Program to commit to efficiency, effectiveness, and continuous improve-
ment by establishing a framework to track and report progress.
• Produced and presented an Optimizations Program Annual Report to the Board.
• Eliminated paper timesheets through the implementation of an electronic timekeeping system, IntelliTime°.
PAGE 29
EMBRACE TECHNOLOGY, INNOVATION, AND ENVIRONMENTAL SUSTAINABILITY GOALSIX
• Continued use of tablets in the field for Environmental Compliance inspections.
• Began logging recycled water meter readings in Cityworks°maintenance system software.
• Improved reliability of the Ultraviolet(UV) Disinfection Basins by replacing obsolete control hardware and pilot
testing low UV transmittance.
• Installed automated sludge retention time control software to improve the effectiveness of the secondary
treatment process.
• Began livestreaming Board meetings in house.
• Selected and procured new air pollution control equipment at the treatment plant.
• Expanded use of DocuSign°,which is now being used by more divisions for electronic signatures and routing.
• Conducted chemical inventory and reconciled safety data sheets with online repository, MSDSonline°.
rnUunV d H U I US LIrlp' rUlerllldl tI I ILMILIUS drlU I UL111IUIUV'IUS
• Implemented a pilot project for new recycled water meter technology(Water Pigeon°).
• Completed Phase 1 of the Hydrothermal Processing of Wastewater Solids (HYPOWERS) project,to test an
emerging hydrothermal resource recovery process for solids handling. Phase 1 included planning and preliminary
design for a Department of Energy evaluation and successful submittal of a $3M California Energy Commission
grant. Staff also helped obtain an additional a3rvi in grant funding, presented the project to the Bay Area Biosolids
Coalition, and collected sampling and dewatering of solids feedstock for bench testing.
• Completed a desktop evaluation and recommended pilot testing of two innovative nutrient removal technologies:
AquaNereda° (an aerobic granular sludge technology) and Membrane Aerated Biofilm Reactor.
• Performed Filter column and chemical testing.
• Teamed with Senz2V (Stool Instruments') on level monitoring pilot proposal for the ImagineH2O Urban
Water Challenge.
Brainstorming and Learning Ideas for the FuturE
• Facilitated Board Long-Term Vision Planning Board Workshop to discuss challenges and opportunities, an
expanded vision of what Central San could become, constraints that could limit the ability to achieve that vision, and
how those constraints can be addressed.
• General Manager attended the American and Global Water Summits and Leading Utilities of the World
Workshop to gain a broader view in the water world and learn about new innovations in the industry.
• Staff continued to stay apprised of new technologies by participating in knowledge-sharing groups and events such
as the Water Research Foundation Leaders Innovation Forum for Technology(WERF LIFT), Isle Technology Approval
Group, CWEA, and other conferences and presentations.
Objectives for FY 2019-20
• Continue to work toward the fruition of the Recycled Water Exchange.
• Complete evaluation of additional cost-effective solar energy projects.
• Continue to support the Satellite Water Recycling Facility at Diablo Country Club as needed.
• Continue working with DERWA and its representatives to complete tasks to allow the temporary diversion
from Central San's San Ramon Pumping Station.
• Replace desk phones with new digital phones equipped with advanced mobile and collaboration features, which
could reduce the amount of licensing needed for desktop phones.
• Implement new permitting software as an early adopter of the Oracle'technology to replace legacy permitting
and billing systems.
• Optimize plan review workflow for Development Mainline Construction.
• Review mobile applications software for Construction Inspectors.
• Begin using Cityworks°for Recycled Water Customer Compliance Annual Inspections.
• Participate in Phase 2 of the HYPOWERS project.
PAGE 30
GOAL Six EMBRACE TECHNOLOGY, INNOVATION, AND ENVIRONMENTAL SUSTAINABILITY
PERFORMANCE
14
Metric Target Performance
• s'
d
k
Gallons of recycled water >240M
p r
distributed to external customers gallons per year 195,857,981 gallons
li
e
^ ► 22.7M kWh
= >18M kWh per year f ;
kWh of electricity produced (reported as a
(reported as a rolling average) rolling average)
� e
299,
kWh of solar power produced >220,000 kWh per year (reportreported as a
0 kWh '
at CSO and HHWCF (reported as a rolling average)
n
rolling average)
Reviews or pilot tests >3 per year 7
of new and promising technology r
Research papers and findings >3 papers or presentations 6
presented per year (2 papers and
4 presentations)
i —
PAGE 31 ��
ENDING ONE •
Every two years, Central San staff collaborates to formulate the roadmap for the goals for the
next two years and the actions needed to accomplish them.
During FY 2019-20, staff will continue to fulfill and complete the goals set forth in the second and final year of
the FY 2018-20 Strategic Plan.
In the spirit of continuous improvement, the FY 2018-20 Plan will
• Integrate American Water Works Association benchmarking performance indicators into the key
metrics for the ability to measure Central San against itself year to year in industry standards and
against others nationwide and statewide.
Make the goals more concise to more easily communicate them to staff and the public.
As staff looks to update the Plan for an additional two years, Central San will not shy away from addressing
current and anticipated challenges or from continuing to set stretch goals within the key metrics. Staff will not
coast on its success; instead, it will ask what it can do better. As a result, the Strategic Plan will continue to
reflect Central San's attitude as an organization.
ACRONYMS • DOCUMENT
Collection System Operations Million
California Water Environment Municipal Information Systems
Foundation Association of California
Dublin San Ramon Services District— National Association of Clean Water
East Bay Municipal Utility District Agencies
Recycled Water Authority
•: Operations and Maintenance
District Safety Committee
•• Other Post-Employment Benefits
Enterprise Resource Planning
Santa Clara Valley Water District
Effective Utility Management
San Francisco Bay Section(of CWEA)
Greenhouse Gas
State Revolving Fund
Household Hazardous Waste Sanitary Sewer Overflow
Household Hazardous Waste San Francisco Public Utilities Commission
Collection Facility Wastewater Enterprise
• Hydrothermal Processing of Ultraviolet
Wastewater Solids
Information Technology
PAGE 32
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CENTRAL CONTRA COSTA SANITARY DISTRICT
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FISCAL YEAR 2018-19
t STRATEGIC PLAN ANNUAL REPORT
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Board •
September • 2019
Christina Gee
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Management
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CENTRAL SAN
AC)QNTRAL UN
VISION, MISSION,
VALUES
OUR VISION
To be a high-performance arganiaatIon that provides exceptional customer service and
regulatory compliance at responslhle rates
OUR MISSION
To protect public health and the environment
OUR VALUES
people Community PriI Leadership and
+Value customers •valve water sector .Ce cmthful and honest Commitment
and employees partners .Bef it kind and •Promote a passionate and
•Respecte hother •Fosrereymllent friendly em powered Workforce
.Workasataam mmunity relationships ,Take o—Ihlp-d •Encouragedmncinuous
yyoiketkctively •fie open transparent resp—blity growth and development
andefficlently andxesslble .Inspire dedication and
Celebrate aur •UnderetandsIlke top Quality results
and learn leaelexpectatlans .Proutde asafe and
gmaourehaIII •Bui]d partnerships healthfulemimnment
,�.�
09/17/19
EFFECTIVE UTILITY MANAGEMENT (EUM)
TEN KEY ATTRIBUTES
• Product Quality
• Customer Satisfaction
• Employee and Leadership
Development ti
• Operational Optimization
• Financial Viability
• Infrastructure Strategy and
Performance
Effective Utility Management
• Enterprise Resiliency „mer to,VV.Le,and wastewate Utfla—
• Community Sustainability
• Water Resource Sustainability 60A „, AM
• Stakeholder Understanding
and Support -._. NncwnCENTRAL SAN
3 1
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STRATEGIC �. .
PLAN technology, customer service and
innovation,and maintain an excellent
IF erv,,.rmer,,al reputation in the
®FY 2018 Qbili community
` Fiscal Year `
relia, •Maintain a 2018-20 Strive to meet
regulatory
infrastructure GOALS I requirements
O. .�
develop, fisc ally
1 7 STRATEGIES and retain a highly responsible
trained and safe and effective
45 INITIATIVES ih, workforce wastewater
utilit
58 METRICS
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CFNTRALSAN
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09/17/19
ACHIEVEMENTS IN METRICS
58 Performance Metrics —
69% Target Met/ 12-/o -Direicn coal Ivor iv, / 17% Target Not Met
(2%data unavailable)
• 3.9/4.0 average customer service rating for collection system emergency calls
• 100%permit counter customer satisfaction rating
• Zero violations in National Pollutant Discharge Elimination System, Recycled
Water Title 22, and Household Hazardous Waste(H HW)management
requirements
• 15x(pre-audited figure)debt service coverage ratio, versus target of>2.Ox
• Temporary modified duty provided in 100%of recordable injuries
• 5.7%turnover rate(2.1% below the industry median)
• 95%of performance evaluations completed on time
• 100%uptime in information systems affecting normal business operations
• 7 pilot tests/reviews and 6 research papers/presentations completed
5 _ 1
PROVIDE EXCEPTIONAL CUSTOMER SERVICE AND
MAINTAIN AN EXCELLENT REPUTATION IN THE COMMUNITY
• Held fourth Central San Academy session with 40 graduates
• Developed new industry standard with Proposition 218 Notice
• Drove social media engagement to an all-time high of>10,000
views in less than 3 weeks on YouTube
• Achieved average customer satisfaction rating of 3.96/4.0 for
emergency calls
• Oversaw over 59,000 visits to the HHW Collection Facility and
Residential Recycled Water Fill Station
• Reached over 2,700 customers via speaker's bureau and facilities
tours
• Served 6,056 students via education programs
3
09/17/19
STRIVE TO MEET REGULATORY REQUIREMENTS
J
• Received the NACWA Platinum 21 Award
• Awarded California Water Environment Association (CWEA)
2018 Large Collection System of the Year in the Bay Area — First Place
• Kept greenhouse gas emissions below 25,000 metric tons of CO2e
• Completed 19,066 collection system work orders on schedule 98.6% of
the time, cleaning 797 miles of sewers
• Communication Services & Intergovernmental Relations Manager is
heading customer outreach support on Assembly Bill 1672, supporting
labeling on flushable wipes
BE A FISCALLY RESPONSIBLE AND
EFFECTIVE WASTEWATER UTILITY
• Transitioned to CalPERS health benefit plans for employees and retirees,which is projected
to save an estimated$5.8M per year in healthcare costs
• Refinanced outstanding debt to save$8.2M in interest costs over the next decade
• Fully funded the Other Post-Employment Benefits(OPEB)actuarially determined contribution
and paid an additional$2.5M toward the Unfunded Actuarial Accrued Liability(UAAL)
• Developed rate alternative scenarios reducing 10-year Capital Improvement Plan
(Ten-Year CIP)cash flow and Central San's reliance on debt by$34M
• Included in Intended Use Plan funding list for a$89.6M State Revolving Fund loan for the
Solids Handling Facility Improvements Project
• Presented 2019 Internal Audit Program workplan and audit plan for 2020
• Conducted Payroll and Risk Control Audits
• Formalized Optimizations Program
• Implemented new Health Reimbursement Arrangement(HRA)for Tier III employees to
offset some of their future retiree healthcare costs without additional OPEB liability
8 _ _
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09/17/19
RECRUIT, DEVELOP, AND RETAIN A
HIGHLY TRAINED AND SAFE WORKFORCE
• Evolved third Management Leadership Academy to include ,
15 participants from sister agencies in addition to 24 from Central San
• Held the second Supervisory Academy with 21 graduates
• Paired 6 mentees in Cycle 2 of the Mentorship Program
• Proposed enhancements to appraisal process
• Identified potential vendors for learning management system
• Zero lost work days for Administration and Engineering staff
• Reviewed 15 safety suggestions I' v
1 '
CENTRALSAN
- 1
® MAINTAIN A RELIABLE INFRASTRUCTURE
• Executed several critical projects,including the bar screens upgrade at the
Headworks Facility
• Created the Treatment Plant Spare Parts Tool
• Hosted San Francisco Public Utilities Commission Wastewater Enterprise
to share ideas on Asset Management
• Won 2018 Uptime Award for Best Reliability Engineering for Maintenance
Program from Reliabilityweb.com
• Completed 28"Don't Just Fix It;Improve It"initiatives to increase
maintenance effectiveness,lower costs,and increase equipment reliability
• Renovated sewers in Walnut Creek,Lafayette,and Orinda
• Completed initial risk inventory for development of strategic risk s `
inventory for auditing and Enterprise Risk Management ..`-
• Awarded Municipal Information Systems Association of California
(MISAC)Award for Excellence in IT Practices
y
CENTRAL SAN
r
5
09/17/19
EMBRACE TECHNOLOGY, INNOVATION,AND
ENVIRONMENTAL SUSTAINABILITY
• Collaborated with Dublin San Ramon Services District—East Bay Municipal Utility District
Recycled Water Authority(DERWA)to develop a project to allow DERWAto divert
approximately 1.3 MGD of raw wastewater for the production of recycled water to meet
DERWA's peak summer irrigation demand
• Hosted a Water Exchange Treatment Train Technical Peer Review Workshop with industry
experts to share ideas and discuss how to drive the Recycled Water Exchange project forward
• Expanded the use of recycled water to restrooms within the treatment plant
• Continued use of tablets for Environmental Compliance inspections
• Began logging recycled water meter readings in Cityworks®software
• Implemented a pilot project for Water Pigeon®recycled water meter technology
• Completed Phase 1 of Hydrothermal Processing of Wastewater Solids(HYPOWERS)
project
• Performed a desktop evaluation and recommended pilot testing
of two innovative nutrient removal technologies:
AquaNereda®(an aerobic granular sludge technology)
Membrane Aerated Biofilm Reactor io
Facilitated Board Long-Term Vision Planning Board Workshop
OBJECTIVES FOR FY 2019-20
• Work on enterprise resource planning (ERP) software
replacement
• Bid the Solids Handling Facility Improvements Project
• Update the 2014 Standard Specifications for Design and
Construction
• Distribute employee engagement survey and implement
findings
• Work toward the Refinery Recycled Water Exchange
• Draft the FY 2020-22 Strategic Plan
• Integrate American Water Works Association benchmarking
performance indicators
• Make the goals more concise
• Update content to reflect current priorities and practices
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09/17/19
QUESTIONS?
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