Loading...
HomeMy WebLinkAbout05.a. Receive Strategic Plan trackers for the first quarter of FY 2021-22 Page 1 of 22 Item 5.a. ,orVIOIN SAN November 3, 2020 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIP LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE FIRST QUARTER OF FY 2021-22 Attached are the Strategic Plan Trackers for the first quarter of Fiscal Year(FY) 2020-21, the first year of Central San's new FY 2020-22 Strategic Plan. These reports provide an update on the progress on each goal and strategy through the fulfillment of the key success measures (KSMs) and the key metrics. The color legend is defined as follows for each tracker: BLUE — Completed • Metric Tracker: Target was met for the FY • KSMs Tracker: KSM was fulfilled GREEN — On Task / Revised Approach • Metrics Tracker: Target is on track to be met or metric is being measured differently from how it is written in the Strategic Plan but preserving the intent • KSMs Tracker: KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent YELLOW— On Hold / Delayed • Metrics Tracker: Ability to meet target is on hold or delayed due to circumstances out of Central San's control • KSMs Tracker: KSM is on hold or delayed due to circumstances out of Central San's control RED — Off Task/At Risk • Metrics Tracker: Target is in danger of not being met for the FY, not due to circumstances out of Central San's control • KSMs Tracker: KSM is on hold or delayed, not due to circumstances out of Central San's control, and may not be fulfilled by June 30, 2022 as a result. Staff will be available at the meeting to answer questions. November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 10 of 38 Page 2 of 22 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 11 of 38 Page 3 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 -CUSTOMER AND COMMUNITY Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community Q4/ Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Final Performance in Achieving Success Measures Person(s) FY-End (Status, Comments, and Exceptions) Status Continue to assess customer satisfaction, awareness, and preferred methods of Barnett Q1: Ongoing and consistent. receiving information. Provide core service of treating Respond in a timely manner to requests for service. Seitz wastewater, along with value-added programs to go above and beyond in See Key Metrics Tracker for customer satisfaction ratings. service to customers. Receive high marks on customer satisfaction surveys for Collection System Seitz/Lopez/ Operations (CSO), Capital Projects, Permit Counter, and other services. Gemmell Continue to administer customer-facing programs such as the Household Schectel Hazardous Waste Collection and Recycled Water Fill Station programs. Hold informational community meetings for all major sewer renovation projects, Barnett Q1: Meetings will be held Q's 3&4 for 2021 projects. Deliver high-quality including outreach to officials of the impacted cities/county. customer service Minimize impacts to residents and Q1: Meetings will be held Q's 3&4 for 2021 projects. businesses during capital projects, Meet individually with property owners and/or tenants on projects involving Barnett construction work, and maintenance. private easements. Troubleshoot and resolve construction issues as rapidly as possible. Barnett Q1: Meet or spoke with customers as needed to resolve issues. Renew California Special District Leadership Foundation Transparency Young Q1: Up to date until Fall 2021. Certificate of Excellence. Update website with the latest Board meeting agendas, public notices,financial Q1: Uploaded content as needed. Operate and govern with transparency. documents, and other content. Young/Barnett Practice principles of Brown Act and Ethics training. All Managers Respond to Public Records Act requests promptly. Young Meet regularly with elected officials and stakeholders. Barnett Q1: Elected officials have been met with in group meetings as part of new Shelter in Place standards. Form and maintain relationships with Plan a customer engagement signature event to coincide with Central San's 75th Barnett Q1: Potential COVID-19 impact. federal, state, and local elected officials anniversary. Maintain a positive and stakeholders. reputation Q1: Presentations continue under guidelines and meetings as Support Board Member engagement with elected officials and stakeholders Barnett part of new Shelter in Place standards. through presentations, events,and meetings. See Key Metrics Tracker for number of people served through Increase understanding and support for Conduct facility tours and speaker's bureau presentations highlighting Barnett tours and presentations. key initiatives, programs, and services. infrastructure investments. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 12 of 38 Page 4 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 -CUSTOMER AND COMMUNITY Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community Q4/ Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Final Performance in Achieving Success Measures Person(s) FY-End (Status, Comments, and Exceptions) Status Q1: Supported Pollution Prevention Week with PSAs airing on Develop videos and public service announcements to communicate Barnett our local CCTV channel and created a video for the Sustainable environmental messages and other information. Contra Costa Awards gala. Q1: Developed Fall Pipeline customer newsletter with essential Create engaging customer publications and brochures. Barnett service&innovation theme. Q1: Continued to monitor and grow YouTube, Facebook,Twitter, Expand media relations, including social media. Barnett and Instagram followers and impressions.Also promoted CVRA and Virtual Plant Tour through traditional media. Q1: 2020 Academy postponed due to COVID-19. Host the citizens' academy, Central San Academy, annually. Gee See Key Metrics Tracker for number of students served through Develop industry-leading student education programs and implement classroom Barnett education programs. and community education events. Take leadership roles in, participate in, attend meetings of, and share lessons All Managers learned from industry organizations. Support member organizations and sister Serve on oral boards, grant mutual aid through CalWARN, and provide other All Managers agencies. assistance as requested. Continue to achieve recognition highlighting industry-leading work through All Managers member organization programs. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 13 of 38 Page 5 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability Responsible Q4/Final Performance in Achieving Success Measures Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments,and Exceptions) Status Meet or surpass all wastewater discharge, air,and recycled water Weer requirements. Comply with all applicable regulations. Continue to attain National Association of Clean Water Agencies (NACWA) Weer Q1: 3/4 of calendar year 2020 complete. Platinum Peak Performance Awards. Minimize sanitary sewer overflows through optimized rehabilitation, Seitz replacement, and cleaning. Bid the Solids Handling Facility Improvements Project. Lopez Q1: Solids Project Design scheduled to be received Achieve 100% Green by Nov. 1 st for final review. Compliance in All Complete infrastructure improvements Q1: Outfall has been dewatered, inspected, tested, Regulations required to meet regulations. Inspect and maintain the outfall. Lopez and repairs to be completed by November. Complete assessment of the Steam and Aeration Blower Renovation Project. Gemmell Q1: Steam Project Update was provided to E&O Committee on 9/1/20. Prepare internal monthly GHG emission inventory updates,annual inventory Q1: CARB verification for 2019 inventory completed 7/30/2020. Actively manage greenhouse gas(GHG) summary, and verification report and submit to California Air Resources Board Cheng emissions in the most cost-effective and (CARB)as required. responsible manner. Minimize natural gas usage and maximize landfill gas usage through daily operations and capital improvements for energy efficiency. Weer id Actively participate in meetings of the Bay Area Clean Water Agencies. Schectel Foster relationships with regulatory Communicate directly and participate in meetings and workshops with agencies. regulatory bodies such as the Regional Water Quality Control Board, State Schectel Water Resources Control Board, Bay Area Air Quality Management District, Environmental Protection Agency,and CARB, as needed. Anticipate and Prepare Q1: Ongoing state and federal leg presentations at Board for Potential Log, analyze, review, and comment on proposed legislation and regulations Barnett meetings. Including commenting on Board approved positions Regulatory Changes that have a direct impact on District operations, as appropriate. on le Track proposed and pending legislation g' or regulatory changes; plan for possible Support key legislative and advocacy initiatives through customer Q1: Wipes was focus via Pipeline and social media to support implementations. communications and outreach. Barnett AB 1672 proper wipes labeling bill. Incorporate potential impacts of regulatory changes into long-range Lopez/Schectel Q1: Capital Projects to meet and update any long-range infrastructure and financing plans. /Gemmell/ infrastructure plans in 2nd QTR. Financial plans for Solids Leiber Project SRF funding is nearing completion for initial agreement. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 14 of 38 Page 6 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability 4th QTR/ Strategy Initiative Key Success Measures Responsible 1St 2nd 3rd Final Performance in Achieving Success Measures Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Status Develop and execute a contract for the Refinery Recycled Water Exchange Project with Contra Costa Water District(CCWD)and Santa Clara Valley Water District LaBella (and/or other interested water supply agencies). Work with CCWD and the City of Concord to supply recycled water to the Concord Gemmell Explore and advance partnering Community Reuse Project. opportunities. Collaborate with Dublin San Ramon Services District—East Bay Municipal Utility Q1: Construction for diversion infrastructure has commenced. District Recycled Water Authority(DERWA)to allow DERWA to divert raw Gemmell wastewater from the San Ramon Pumping Station to produce recycled water to Support Regional meet DERWA's peak summer irrigation demand. Development of Local Facilitate innovative and financially viable recycled water solutions (e.g.,the Diablo Water Supply Country Club demonstration satellite water recycling facility). LaBella Q1: Construction contract for the project was awarded Continue to provide recycled water Bid the Filter Plant renovations project. Lopez by the Board and the Notice to Proceed was issued on to residents and businesses; Oct. 13, 2020. evaluate and process new Continue to operate and maintain a reliable recycled water distribution system for customer requests. Zone 1 customers. Gemmell/Foss Continue the Residential Recycled Water Fill Station and Commercial Recycled Gemmell/Foss Water Truck Fill Programs. Track and review energy usage; continue to explore ways to optimize efficiency in Meyer/Shima Q1: Energy tracked monthly,work with PG&E on energy accordance with Board policies. efficiency programs. Explore opportunities for Q1:We are continuing to proceed as time allows. Replaced 10 Reduce Reliance on cost-effective renewable energy Replace lighting and heating,ventilation,and air conditioning with newer, more streetlight heads this quarter in the plant. Mechanical Shop/ Non-Renewable Energy generation, conservation, and efficient fixtures and equipment at the Martinez campus. Meyer Warehouse HVAC replacement is in progress. efficiency. Implement an onsite solar energy project. LaBella Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 15 of 38 Page 7 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently Responsible Q4/Final Performance in Achieving Success Measures Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Status Q1: SRF loan for Solids Handing Project upsized to$183MM, Mitigate rate increases by leveraging financing opportunities to fund capital needs. Leiber including reimbursement for planning costs;will reduce rate pressure. Interest rate likely to be below 1%. Q1: Planning alternatives to be presented at 12/17/20 workshop Develop scenarios to utilize debt prudently in financing the 10-Year Capital and March 2021 workshop.Additional scenarios under Conduct long-range financial Improvement Program (CIP). Leiber development for presentation in March 2021. planning. Q1: Provided responses to Division of Financial Assistance staff Pursue State Revolving Fund loan and grant opportunities, as appropriate. Gemmell on Solids Application. Issue debt as needed,consistent with Board direction and the debt management Q1: Continuing to monitor need for 2nd loan or SRF funding after policy. Leiber initial SRF loan for Solids Handling Project. Fund rate stabilization account with available funds from favorable year-end Q1: Funding pursuant to Board approved action commenced in variances. Mizuno October 2020 with initial contribution of$417k.Total of$1.25M to Ensure resiliency against recession be contributed by 6/30/21. or other economic events. Q1: BP Nos.41,42 adopted by Board 9/18/20. Adopt pension and Other Post-Employment Benefits funding policy to strive Leiber towards full funding of employee-related obligations. Q1: Budget development for FY 2021-22 commences in January Develop budgets in alignment with the Strategic Plan and Risk Mitigation Plan. Mizuno 2021. Maintain Financial Pursue opportunities for cost control through efficiencies and new technology. All Managers Stability and Sustainability Q1: Budget development for FY 2021-22 commences in January Manage costs. Adjust operations and maintenance budgets at rates no greater than the inflation Mizuno 2021. measures used in the 10-Year CIP. Enforce and continuously review procurement policies to ensure competitive and Q1: New Oracle ERP will provide improved efficiency after fair pricing on services and goods. King stabilization. Q1: Initiated FY 2019-20 internal data collection and distributed Complete annual Benchmarking Study to identify potential gaps. Gee interagency survey statewide. Q1: 2020 Audit Plan adopted, but due to COVID-19 and staff Develop annual internal audit plans based on risk assessment. Leiber offsite, internal auditor hiring has been deferred. Proceeding in October 2020. Test and improve internal controls to mitigate risks of loss and improve efficiency All Managers and effectiveness. Evaluate and apply risk Q1: Current focus on COVID-19 best practices and response management practices. Identify and implement lessons learned. Deutsch plans. Q1:Average cost per overflow through Q1 is$1000.00. Reduce average cost of overflow claims. Deutsch Q1: Semi-annual report issued in July 2020; annual report Maintain and report on Enterprise Risk Management program and risk inventory. Deutsch planned for December 2020. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 16 of 38 Page 8 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently Responsible Q4/Final Performance in Achieving Success Measures Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Status Develop and implement an equipment identification and tracking system. Meyer/ Gemmell/Goel Q1: Scheduled for Q3. Confirm rate structure and fees are Conduct annual review of rates and fees. Gemmell consistent with cost of service principles. Perform annual review of non-residential customers to ensure current and Q1: Scheduled for Q3. consistent billing information and charges. Gemmell Ensure Integrity and Issue the Comprehensive Annual Financial Report no later than six months Mizuno Q1: On track. Transparency in following the end of the fiscal year. Financial Management Conduct regular internal and external financial audits. Mizuno/Leiber Q1: External financial statement audit on track. Internal audits on Deliver reliable and relevant hold. financial information. Earn the Government Finance Officers Association Certificate of Achievement for Q1: GFOA CAFR Award received for FY 2018-19 in October Excellence in Financial Reporting and the Distinguished Budget Presentation Mizuno 2020. Award. Leverage enterprise resource planning (ERP)technology to produce accurate, Mizuno Q1: On track. Monthly and Quarterly reports produced. timely, and meaningful reports and dashboards. Dashboards underway. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 17 of 38 Page 9 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower, and engage a highly trained and safe workforce Responsible Q4/Final Performance in Achieving Success Measures Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Status Formalize an Organizational Development and Talent Management unit withinQ1: Completed. Management Analyst transferred to HR to Human Resources(HR). O'Malley oversee and develop organizational development and talent management initiatives. Acquire a centralized learning management system to track training. O'Malley Q1:Will be considered once ERP implementation is completed. Explore career and professional development opportunities (e.g.,job shadowing O'Malley Continue to develop employees to and rotation)to expand employees'skills to meet changing workforce needs. meet their full potential and to fill Proactively Plan for future leadership roles. Q1: Mentorship Program will likely be extended to allow more Future Operational Continue the Leadership and Supervisory Academies and Mentorship Program. O'Malley time to meet and complete projects. 2020 Supervisory Academy Staffing Needs was postponed due to COVID-19. Encourage staff to obtain technical certifications,such as Certified Reliability Meyer Q1: 2 staff obtained CRL certification,total 7 staff presently Leader. certified. Continue to host and participate in multiagency development programs for staff O'Malley from Central San and sister agencies. Enhance Central San's ability to Expand the internship program placements to cross-disciplinary positions. O'Malley recruit staff who exhibit the Q1:Worked with BAYWORK to launch a new website with organization's values. Continue participation in workforce development activities. O'Malley training resources. Perform an employee engagement survey to develop a baseline;evaluate and O'Malley Q1: Project is on hold. implement viable suggestions. Promote a sense of community through events, team-building exercises, and All Managers Cultivate a positive work culture. increased interdepartmental communication and collaboration. Use the performance evaluation process to establish and communicate clear All Managers Q1:Working on rollout of enhanced performance evaluation Foster Relationships expectations and standards. process by developing an SOP and training materials. across All Levels of Continue General Manager lunches with the division workgroups. Bailey Q1:Virtual town halls held with each department. Central San Engage the bargaining units in informal discussions on collaborative solutions to O'Malley workplace issues. Sustain and grow collaborative Continue the General Manager and Board Member meetings with the bargaining Q1: Planning to meet in early 2021. relationships with the bargaining Bailey units. representatives. Track and implement action items from Labor Management Committee meetings. O'Malley Q1:Tracking log is active for both Committees to help implement action items. Communicate important initiatives and information to employees via print and Q1: Produced three Lateral Connection newsletters, and electronic media, including the Lateral Connection employee newsletter and the Barnett communicated important COVID-19,wildfire, and other updates intranet. via District-wide emails. Expand the onboarding process. O'Malley Expand employees' understanding Inspire Employee Q1: COVID-19 Exposure Prevention Plan Q&A and benefits fair Engagement of Central San's operations and Provide presentations on major projects or training in specialty areas (e.g., All Managers were held virtually. ERP trainings occurred.Weekly virtual ICMA- their role in the agency's success. Purchasing, HR)to divisions upon request. RC financial seminars open to employees. Q1: Internal survey system remain active for Information Survey employees for customer satisfaction with internal support services. All Managers Technology Helpdesk.As of 9/1,with the new ERP, customer satisfaction surveys for Purchasing will no longer be auto generated by the requisition. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 18 of 38 Page 10 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower, and engage a highly trained and safe workforce Responsible Q4/Final Performance in Achieving Success Measures Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Status Recognize employee achievements via articles in the Lateral Connection,the All Managers intranet, Board meeting announcements, and other avenues. Celebrate employees' Initiate an employee recognition program. O'Malley Q1: Draft HR Procedure and fund authorization form have been achievements. developed internally. Hold a yearly event to recognize innovative employees going above and beyond to Q1: Innovations Fair Planning Committee has been meeting. improve and optimize their work. Gee Nominations were received, and the first Innovations Fair is on track to take place virtually in October. Improve consistently in comparison Continue to monitor accident/incident causes to identify and mitigate hazards. Ledbetter to Bureau of Labor Statistics(BLS) Continue to provide regular analysis summaries to the District Safety Committee, industry injury rates. Safety Teams,and Management Team on accident/incident causation and Ledbetter corrective measures. Increase visibility of Safety staff in the field. Ledbetter Meet or Exceed Industry Safety Use learning management system to provide and track employee safety training. Ledbetter Standards Enhance the safety culture through Continue to conduct training based upon accident/incident causal factors, new Ledbetter improved training and processes, equipment, or procedures. communications. Continue to provide relevant information via safety publications and,when appropriate, a Safety Corner in the Lateral Connection. Ledbetter Continue to provide information on upcoming safety-related regulations to Ledbetter supervisors and managers. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 19 of 38 Page 11 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 5—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient,and long lasting Responsible Q4/Final Performance in Achieving Success Measures Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Status Continue updating the 10-Year Q1: Steam Project condition assessments on schedule. Ongoing p 9 Complete condition assessments on all critical equipment on time and incorporate Lopez/Meyer/ condition assessments in Capital Program are on schedule and Capital Improvement Budget(CIB) into Capital Improvement Budget or Maintenance Program as appropriate. Goel consistent with recommendations several have been completed this quarter. of the Asset Management Implement the Large Diameter Pipe and Force Main Inspection and condition Q1: Inspection Contract awarded 8/20/20 to Hoffman Southwest Program. assessment programs. Gemmell (ProPipe). Perform Reliability Centered Maintenance, Preventative Maintenance Optimization Q1: 0; plans for Q2 include PMO Clarifier and RAS pumps, PMO (PMO), Defect Elimination, Safety Quality Effectiveness Audit, Root Cause Meyer Influent Pumps, and Motors Boiler Feed Water Pumps and Analysis, and other strategic reliability-based analysis on treatment plant process Turbines. Manage Assets systems. Optimally to Prolong Q1: Ongoing effort: inspection templates developed for each Their Useful Life technology;various staff have obtained certification in the Improve the asset condition monitoring program by developing and deploying technologies; continue to implement technologies on various Expand reliability-based asset classes. This project also overlaps with the Smart Initiative approaches to maintaining assets. condition-based and predictive-based technologies(e.g., infrared,vibration, and Meyer -Asset Health Indicator and eventual health scores will be ultrasound testing)across asset classes. configured based on testing/analysis and factored into the Asset Health score. Add service contracts to computerized maintenance management software Meyer/Gemmell Q1: Started to track contracts in CMMS,ongoing effort. (CMMS)to track work orders. Transfer Pumping Stations maintenance program to CMMS. Meyer Q1: Planned for Q3 and Q4. Q1: Several critical VFDs replaced and other equipment included Ensure all critical assets and processes in need of repair or replacement are Lopez/Weer/ in several projects in design. appropriately scheduled in the 10-Year CIP. Meyer Integrate data from the Comprehensive Wastewater Q1: Early Adopter Contract signed with Innovyze on 10/5 to Master Plan (CWMP)and Asset replace InfoMaster with InfoAsset,which has a vertical asset Execute Long-Term Management Program into the prioritization built in. Staff will be pilot testing the software.The analysis of long-term capital Gemmell/Goel/ contract provides a freeze of the$7,800 annual subscription until Capital Renewal and Develop a prioritization model for vertical assets. Replacement Program improvement needs. Meyer 2023 during the pilot. Estimated savings of$64,000. In addition, Central San will be evaluating software solutions as a part of IT Master Plan that assist in the development of the prioritization model for vertical assets. Harden infrastructure for climate Identify vulnerable assets and develop mitigation measures. Meyer/Goel resiliency. Update the CWMP Technical Memo(TP8)on Resiliency and Vulnerability. Gemmell/Frost Q1: Planned for Q3 and Q4. Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch Q1: Planned for Q3. Maintain the Emergency Operations Plan. Deutsch Q1: Plan is up to date. Enhance capability to mitigate, Expand participation in CalWARN to represent the needs of wastewater agencies in Q1: Ongoing. Protect Personnel and prepare for, respond to, and Deutsch Assets from Threats recover from emergencies. emergency planning and responses. and Emergencies Update emergency communication systems. Deutsch Q1: Everbridge mass notification software is operational. Increase the number of licensed amateur, or HAM, radio operators among staff. Deutsch Q1: Ongoing. Evaluate and implement Budget and implement the projects identified in the Security Master Plan. Deutsch Q1:Working with Capital Projects on Scoping for Security improvements to meet new or Improvements Project. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 20 of 38 Page 12 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER evolving threats, both physical and Provide regular security awareness training to staff. Deutsch Q1: Ongoing. digital. Renovate security guard posts and update monitoring equipment. Deutsch Q1: Included in site conditions improvement project for Solids and other treatment plant capital projects. Expand access control systems and harden certain facilities. Deutsch Q1: Included with Security Improvements Project. Upgrade treatment plant control network and its equipment to create redundant Huie/Weer Q1:Work completed. paths. Continue to conduct third-party cybersecurity operation assessments focusing on technology, people,and physical assets, including an audit to gauge readiness Huie against ransomware cyberattacks. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 21 of 38 Page 13 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 6—INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement 4th QTR/ Strategy Initiative Key Success Measures Responsible 1St 2"d 3'd Final Performance in Achieving Success Measures Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Status Continue meetings of the steering committee formed in January 2020. LaBella Utilize data to optimize operation Implement the and maintenance; improve asset Central San Smart management; increase energy Develop an implementation schedule for the initial projects. LaBella Initiative efficiency, staff productivity, and safety; and reduce facility management costs. Establish project task forces and identify project champions. LaBella Address e-procurement,contract management, and procurement card system King/Huie needs. Q1: Several meetings with Oracle to add-on a billing component Evaluate,select, and implement new SSC billing software. Gemmell to Permits Module. Meetings held with potential vendors. Implement new ERP system, including permitting software, and Q1: Staff continues to use DocuSign, PayPal, and other integrate with linked systems. Leverage software towards the elimination of paper processes. All Managers technologies to conduct business electronically. Oracle now provides for invoice approval electronically. Update procedures to reflect new business workflows. All Managers Q1: Staff is updating procedures as needed. Hold Applied Research meetings to promote innovation and continuous Q1: Staff hosted applied research committee meeting in August Frost 2020. improvement. Improve and Modernize Operations through Continue to participate actively in the HYPOWERS pilot project to test an emerging Q1: Staff continues to participate and coordinate HYPOWERS Technology and hydrothermal resource recovery process for solids handling. Frost project. Funding and DOE approval for Phase 2 is still TBD. Efficiency Measures Evaluate and invest in cost- Q1: Inspectors have iPads. New Oracle Permitting Module will be effective and innovative technology Expand and improve the use of mobile computing and communication Gemmell/Lopez implemented at the end of Q2. to enhance business processes. technologies, including applications for inspector and surveyor field staff. Review 1-, 2-, 3-, 5-, and 7-year pipeline cleaning schedules for optimization. Seitz Provide Optimizations Program Annual Reports to Board. Gee Q1: Managers reviewed FY 2019-20 Optimizations Tracking Log. Annual report on track to be presented in the next few months. Include ERP, CMMS,supervisory control and data acquisition, document Q1: RFP written and to be released soon. Develop a Technology Roadmap to management,asset management, geographic information system, operational Huie encompass all major technology technology projects, and beyond. implementation across the organization. Organize the various technologies with overlapping areas of interest and use of Huie Q1: RFP written and to be released soon. resources to plan projects with a global view. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompletedO On Task/Revised Approach O On Hold/Delayed O Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 22 of 38 Page 14 of 22 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 7—AGILITY AND ADAPTABILITY Preserve business continuity during pandemic events or major natural disasters 4th QTR/ Strategy Initiative Key Success Measures Responsible 1St 2nd 3rd Final Performance in Achieving Success Measures Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Status Implement applicable federal guidelines,state directives,and local health and O'Malley safety orders. Provide pandemic status updates and recommended safety,operational changes, Barnett Q1: Provided updates at every Board meeting. and other information to employees. Collaborate on best practices with sister agencies. Barnett Q1: Ongoing and consistent. Make improvements to the business practices and workplace to reduce the risk of O'Malley/ Q1: Engineering Controls Plan is being drafted. Provide a safe working transmission. Gemmell Maintain a Safe environment. Implement practical and reasonable revisions to work schedules to reflect social All Managers Working Environment distancing best practices. for Employees and the Utilize automated business processes,virtual meetings,and other technologies to All Managers Public During the minimize physical contact. COVID-19 Pandemic Ensure proper personal protective equipment(PPE)is provided, including masks, gloves, and hygiene supplies. Ledbetter Increase the frequency of cleaning on campus. Meyer Q1: B&G hired two temporary staff to clean and disinfect as per cleaning matrix.All work on target. Minimize face-to-face contact with customers,suppliers,and contractors. All Managers Develop and employ an alternative Find new and innovative ways to provide service to the community, including service delivery approach where automated customer-facing programs. All Managers practicable. Collaborate with community partners to be responsive to their needs. Barnett Q1: Ongoing and consistent. Managers Implement policies, procedures, and cost-effective technologies and security All Mana Be prepared to modify operations if g measures to support teleworking as may be necessary. needed to prevent or mitigate an event in which staffing must be Create working schedules that allow for optimal redundancy and operational All Managers reduced on site for health and coverage. safety reasons. Continue to cross-train staff for mission-critical functions. All Managers Leiber/Mizuno/ Q1:Will report to Board at December 17 workshop. Implement financial policies which Continue to monitor and update financial performance and assumptions. Gemmell take into account the effects of COVID-19 (e.g., market volatility, Q1:Analysis and review of market conditions to prepare for a Plan Ahead for deferred rate adjustments, and COVID Impacts Workshop in December 2020. Scenarios of Direct revenue shortfalls from reduced Continue to present alternatives to allow appropriate policy choices for mitigating Adverse Impacts incoming system development customer rate impacts, meeting capital needs, and ensuring financial stability as a Leiber/Gemmell fees). result of the pandemic. Recognize savings opportunities through reduced Operations and Maintenance All Managers and Capital costs as appropriate. Account for any added costs Q1. Several construction projects ongoing and overlapping due due to the pandemic. Re-prioritize and reschedule CIP projects as appropriate. Lopez to COVID.All projects have been staffed and scheduled accordingly related to COVID. Pursue reimbursement of expenses from state and federal agencies, including Leiber/Deutsch Q1: FEMA reimbursements underway. available grant programs. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompletedO On Task/Revised Approach O On Hold/Delayed O Off Task/At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold or delayed due to (KSM is on hold or delayed, not due to circumstances out of Central written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) San's control, and may not be fulfilled by 6/30/22 as a result) November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 23 of 38 Page 15 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 1 -CUSTOMER AND COMMUNITY Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE Average onsite response time for collection system emergency calls, <30 minutes Seitz 33 during working hours Average onsite response time for collection system emergency calls, <40 minutes Seitz 34.2 after hours Average customer service rating for >_3.8 out of 4.0 Seitz 3.50 emergency calls Average customer satisfaction rating Q1: There are no ratings to report, as all projects are still in construction. g g on >_95% Lopez No surveys sent Surveys will be sent as early as Q2, but more likely not until Q3 after projects construction projects are completed. Average customer satisfaction rating on 100% Q1: Eight surveys received (rec'd)for Permit Counter; overall rating of 4 out of permit counter interactions ?95% Gemmell 4. Students served by 1,241 Q1: Twelve hundred and forty-one(1,241)students were served through virtual education programs >_6,000 Barnett classroom programs. Q1: Three hundred and sixty-one(361)people were served through virtual Participants in Plant/Household 361 community presentations and facilities tours Hazardous Waste Collection Facility tours >_500 Barnett and District presentations Q1:Applications received from 68 potential attendees for the next session. Participants in Central San Academy >_35 Gee 68 applications received Awards or recognitions received >_10 Young 4 Q1: Four awards earned, unable to receive due to COVID but announced. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Pagel November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 38 Page 16 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 2-ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE National Pollutant Discharge Elimination Zero violations Weer System compliance Title V compliance Zero violations Weer Recycled Water Title 22 compliance Zero violations Weer Anthropogenic greenhouse gas (GHG) <25,000 metric tons Q1: On track to meet Calendar Year 2020 GHG target. (MT)CO2e per Cheng emissions calendar year Sanitary sewer overflows :52.0 spills per 100 Seitz 0.32 Q1:There were a total of 5 SSOs for this quarter. miles of pipeline Spills to public water <_3 Seitz 1 Percent of spills >_95% Seitz 80% Q1: Out of the 5 SSOs this quarter, 1 was over 500 gallons. less than 500 gallons Pipeline cleaning schedules >98% Seitz 99.66% completed on time Pipeline cleaning quality assurance/ On >_4%of pipelines quality control (QA/QC) cleaned on an annual Seitz 3.57% basis Pipeline cleaning QA/QC passing rate >_98% Seitz 96.84% Annual Environmental Compliance inspections and permitting 100% Potter 100% completed on time Household Hazardous Waste(HHW) Zero violations Wyatt management compliance Gallons of recycled water >_240 million gallons Foss 98 million gallons distributed to external customers kWh of electricity produced by ?18 million kWh co-generation using natural gas (reported as a rolling Shima 22.5 million kWh average) kWh of solar power produced at Collection >-220,000 kWh System Operations and HHW Facility (reported as a rolling Shima 273,000 kWh average) kWh of solar power produced >_2.5 million kWh Q1: Board consideration of the Power Purchase Agreement is scheduled for by a new solar array near the treatment (reported as a rolling LaBella November 5, 2020. Current estimate for the start of construction is September plant campus average) 2021. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 2 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 25 of 38 Page 17 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE Sewer Service IF Q1: FY 2020-21 Residential rates unchanged from FY 2019-20 and still below Charge (SSC)less Residential rates average of Bay Area Agencies. SSC/Median Income is<0.78%. than average of Bay unchanged and still Maintain service affordability Area agencies below average of SSC plus Ad Valorem Leiber Bay Area agencies tax less than average of Bay Area agencies <0.78%of median <_0.78%of median household income household income Standard and Poor's and Moody's AAA/Aal Leiber AAA/Aal credit ratings Q1: Debt service coverage projected to be>2.0. Debt service coverage ratio >2.0 Leiber/Mizuno >2.0 Actual reserves >100% Q1:Year-end projected reserves >100% based on revenue and spending as a percentage of target 100% Leiber/Mizuno performance in Q1. Operating expenditureso Q1: FY 2019-20 at 93.3%. FY 2020-21 on track. Spending is underbudget as is as a percentage of operating budget >95% Leiber/Mizuno typical in Q1. Reported material weaknesses or Q1: FY 2019-20 audit is underway. significant deficiencies Zero Leiber/Mizuno in internal controls as part of annual financial audit Q1: 0.62% (only July and August due to ERP migration in September).This Difference in inventory value in Purchasing o o metric is no longer needed since all the data now resides in one database in database vs. value submitted to Accounting <_1 /o King 0.62/o Oracle,as opposed to the two databases in HTE,which required a monthly reconciliation. Accuracy of physical inventory count >_95% King 97% vs. book value Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 3 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 26 of 38 Page 18 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower, and en age a highly trained and safe workforce Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE Average time to fill vacancy <_60 days O'Malley 92 days (from request to hire) Turnover rate at or below Q1:There were 7 terminations out of 271 employees(2.6%). median for combined utilities <_7.8%* O'Malley 2.6% via American Water Works Association (AWWA) Average annual training hours ?15 per full-time Q1:The average training hours per employee (including only the classes in OTIS (external and internal training) equivalent employee O'Malley 3.06 training database and safety hours)this quarter are 3.06 per employee. (FTE) Completion of 100% O'Malley Q1: July evals 86% rec'd;Aug. evals 79% rec'd; Sep. evals 73% rec'd. annual performance evaluations Increase by>_10% Q1:Wellness Expo is dependent upon the shelter in place order, but virtual Participation in annual Wellness Expo each year O'Malley Wellness activities are being developed. Workers'compensation < Q1: FYs 2019-20, 2020-21, 2021-22 expect to have higher ExMod as rolling 3 experience modifier _1.0 Deutsch year calculation includes one very bad loss year. Temporary modified duty provided >_95%of recordable Deutsch 100% (Return to Work program) injuries Internal promotions >_25% O'Malley 67% Q1: 2 out of 3 above entry level open positions were filled with internal (excludes entry-level positions) candidates. Formal grievances processed Zero O'Malley Zero 154.0(via Bureau of Q1: 0 recordable injuries, 137828.3 hours worked. Labor Statistics) Employee injury and illness Ledbetter 0.0 lost time incident rate <_3.4(via American Water Works Association)* *Median for wastewater-only utilities in FY 2017-18 as reported in the 2019 AWWA Utility Benchmarking book. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 4 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 38 Page 19 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 5—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient,and long lasting Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE Safety-prioritized work orders 100% Meyer 93% completed on time Regulatory Title V work orders completed 100% Meyer 90% on time Planned treatment plant preventative maintenance >_90% Meyer 94% completed on time Recycled water distribution system Q1: CSO completed all valve exercising and site inspections. maintenance schedules >_98% Seitz 100% completed on time Uptime for vehicles 100% Seitz 100% Miles of sewers Q1: Several projects ongoing in the collection system. replaced or rehabilitated >_6.0 Lopez 2.5 Miles (focused on deteriorated small diameter pipelines) >_3 miles per year for Large diameter and force main condition the next five years Gemmell assessment starting in FY 2020-21 Average time to execute Engineering Q1: Oracle report on this metric is still in development. Several agreements from complete package :52 weeks Lopez/King Data not yet agreements delayed due to new ERP. submittal or Board approval available Capital expenditures Q1: Financial reporting and invoices delayed due to new ERP. as a percentage of capital budgeted cash >_90% Lopez 60% flow including carry forward Information system outages 100% uptime Huie affecting normal business operations Data backup and recovery Zero lost data Huie Zero lost data Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 5 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 28 of 38 Page 20 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 6-INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE Projects initiated under >3 LaBella Central San Smart Q1:Two pilots ongoing-Water Pigeons and Manhole Monitoring w/two Reviews or pilot tests > vendors-SmartCover and ADS. Other additional pilots planned and being of new and promising technology -3 Frost evaluated. Q1: 0 this quarter, presentations planned for Q2 re: recycled water surge Research papers and >_3 papers or analysis and wastewater SARS-CoV-2 research. findings presented presentations Frost Q1: 0, some slowdown due to COVID but expect it to pick up in next Don't Just Fix It; Improve It >_35 Meyer quarters. work orders completed Q1: Optimization efforts continue, and managers continue to track progress Completed optimizations >_20 Gee quarterly. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 6 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 29 of 38 Page 21 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 7—AGILITY AND ADAPTABILITY Preserve business continuity during pandemic events or major natural disasters Metric FY 2020-21 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues PERFORMANCE Number of sanitary sewer overflows :51 standard Seitz 2.04 (during the last five years deviation for the same time period) m o Nguyen (Air) 100% (Air) Q1: 0 days out of compliance for air and liquid permits. Esparza (Liquid) 100% (Liquid) m Permit compliance 100% O Seitz 99 8% Q1: 0.17 days out of compliance for collection system. (Collection System) Q1: Detailed assessment not completed for Q1, but with Productivity 95% Leiber >95% return to work of all groups, productivity goal is met at >95%. By end of June 2020,was at 97%. Increase in costs to the Q1: O&M spending is below budget. Operations&Maintenance budget 0% Leiber/Mizuno 0% beyond what is approved Revenue projections met 100% Leiber/Mizuno Q1: SSC on track. Other revenues TBD. m U Q1:With stock market generally recovered to pre-COVID Additional increase in levels, no significant increase in UAAL is anticipate as of unfunded liabilities <_5% Leiber Q1. CCCERA 2019 valuation report received in October 2020 shows progress from prior 2018 report. Funds granted from available state 100/°° Q1: Pending results, but costs are being tracked for and federal reimbursement of requested Leiber/Deutsch reimbursement filing. programs funds Seitz(Average customer Q1: 3.50 out of 4.0. service rating for collection 87.5% system emergency calls) n Q1: There are no ratings to report, as all projects are still m Lopez(Average customer in construction. Surveys will be sent as early as Q2, but E Customer satisfaction levels >_90% satisfaction rating on No surveys sent more likely not until Q3 after projects are completed. construction projects) U Gemmell (Average customer Q1: Eight surveys received for Permit Counter; overall satisfaction rating on permit 100% rating 4 out of 4. counter interactions) Requested personal protective > equipment(PPE)provided 100% Ledbetter a� U) Requested safety improvements ° to the workplace fulfilled 100/° Ledbetter/Gemmell Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. OCompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 7 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 30 of 38 Page 22 of 22 ' FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 7—AGILITY AND ADAPTABILITY Preserve business continuity during pandemic events or major natural disasters Metric FY 2020-21 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues PERFORMANCE Employees trained on COVID-19 100% Ledbetter prevention Twice-daily cleaning of all restroom 100% Meyer Q1: B&G has two temporary staff members and janitorial facilities staff completing all cleaning and disinfection per schedule. Q1: Financial reporting and invoices delayed due to ERP. 0 oo E m Capital expenditures as a o o percentage of capital budgeted >_85%* Lopez 60% m U a o_ cash flow including carry forward LU E Performance on these metrics will be tracked in the event of a pandemic or natural disaster, in which case this target will supersede the>_90%target of the same metric in Goal 5. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. CompletedO On Task/Revised Approach O On Hold/Delayed • Off Task/At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold or delayed due to (Target is in danger of not being met for the FY, from how it is written in the Strategic Plan but preserving the intent) circumstances out of Central San's control) not due to circumstances out of Central San's control) Page 8 November 3, 2020 Regular ADMIN Committee Meeting Agenda Packet- Page 31 of 38