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HomeMy WebLinkAbout05.b. Receive FY 2020-21 Strategic Plan Tracking Reports - Second quarter Page 1 of 24 Item 5.b. CENTRAL SAN Y-109-ITMEN ME February 2, 2021 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIP LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE FISCAL YEAR 2020-21 STRATEGIC PLAN TRACKING REPORTS - SECOND QUARTER Attached are the Strategic Plan Trackers for the second quarter of Fiscal Year(FY) 2020-21, the first year of Central San's 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 • Key Metrics Tracker: Target was met for the FY • KSMs Tracker: KSM was fulfilled GREEN — On Task / Revised Approach • Key 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 /At Risk • Key Metrics Tracker: Ability to meet target is on hold, delayed, or at risk but recoverable • KSMs Tracker: KSM is on hold, delayed, or at risk but recoverable RED — Off Task • Key Metrics Tracker: Target is in danger of not being met for the FY • KSMs Tracker: KSM is in danger of not being fulfilled by June 30, 2022. Staff will be available at the meeting to answer questions. February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 20 of 48 Page 2 of 24 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 21 of 48 Page 3 of 24 ATTACHMENT 1 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 Ongoing and consistent. Continue to assess customer satisfaction, awareness, and preferred methods of Barnett receiving information. Ongoing. See Key Metrics Tracker for response times. 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/Q2: Meetings will be held Qs 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/Q2: Meetings will be held Qs 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. Q1/Q2: Meet or spoke with customers as needed to resolve Troubleshoot and resolve construction issues as rapidly as possible. Barnett issues. Renew California Special District Leadership Foundation Transparency Young Q1/Q2: 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 Q1: Elected officials have been met with in group meetings as Meet regularly with elected officials and stakeholders. Barnett part of new Shelter in Place standards. Form and maintain relationships with Q2: Board members attending virtual meetings where electeds Maintain a positive federal, state, and local elected officials are participating in. reputation and stakeholders. Q1: Potential COVID-19 impact. Plan a customer engagement signature event to coincide with Central San's 75th Barnett Q2: Scheduled to present to Admin Committee and Board on for anniversary. 75tH 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 1 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 22 of 48 Page 4 of 24 ATTACHMENT 1 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/Q2: Presentations continue under guidelines and meetings Support Board Member engagement with elected officials and stakeholders Barnett as part of new Shelter in Place standards. through presentations, events,and meetings. See Key Metrics Tracker for number of people served through Conduct facility tours and speaker's bureau presentations highlighting Barnett tours and presentations. infrastructure investments. Q1: Supported Pollution Prevention Week with PSAs airing on our local CCTV channel and created a video for the Sustainable Develop videos and public service announcements to communicate Barnett Contra Costa Awards gala. environmental messages and other information. Q2:Aired 504 PSA commercial spots for 2 weeks during Thanksgiving, urging customers to recycle their cooking oil at HHW. Reached 62.6%of households in our service area. Q1: Developed Fall Pipeline customer newsletter with essential Create engaging customer publications and brochures. Barnett service&innovation theme. Increase understanding and support for Q2: Fall Pipeline newsletter mailed to all customers. key initiatives, programs, and services. Q1: Continued to monitor and grow YouTube, Facebook,Twitter, and Instagram followers and impressions.Also promoted CVRA Expand media relations, including social media. Barnett and Virtual Plant Tour through traditional media. Q2: Continued to monitor and grow YouTube, Facebook,Twitter, and Instagram followers and impressions. Q1: 2020 Academy postponed due to COVID-19. Host the citizens'academy, Central San Academy, annually. Gee Q2:Academy not held in 2020 but planning a virtual session in spring 2021. 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. Q3: Staff gave a webinar via BAYWORK on lessons learned Take leadership roles in, participate in, attend meetings of, and share lessons All Managers during the process of upgrading Cityworks. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 2 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 23 of 48 Page 5 of 24 ATTACHMENT 1 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. Continue to attain National Association of Clean Water Agencies (NACWA) Q1: 3/4 of calendar year 2020 complete. Comply with all applicable regulations. Platinum Peak Performance Awards. Weer Q2: 2020 complete; eligible for Platinum 23 Minimize sanitary sewer overflows through optimized rehabilitation, Seitz Ongoing. See Key Metrics Tracker for statistics replacement, and cleaning. Q1: Solids Project Design scheduled to be received Bid the Solids Handling Facility Improvements Project. Lopez Green by Nov. 1st for final review. Q2: Scheduled to bid Feb. 22. Achieve 100% Compliance in All Q1: Outfall has been dewatered, inspected, tested, Regulations Complete infrastructure improvements Inspect and maintain the outfall. Lopez and repairs to be completed by November. required to meet regulations. Q2: Completed. Q1: Steam Project Update was provided to E&O Committee on Complete assessment of the Steam and Aeration Blower Renovation Project. Gemmell/Goel 9/1/20. Q2: On track. Condition assessments are complete. Summarizing the finding in executive summary, 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 Q2: Completed internal monthly updates 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 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. Log, analyze, review, and comment on proposed legislation and regulations Q1/Q2: Ongoing state and federal leg presentations at Board Anticipate and Prepare that have a direct impact on District operations, as appropriate. Barnett meetings. Including commenting on Board approved positions on leg. for Potential Regulatory Changes Q1: Wipes was focus via Pipeline and social media to support Track proposed and pending legislation Support key legislative and advocacy initiatives through customer Barnett AB 1672 proper wipes labeling bill. or regulatory changes; plan for possible communications and outreach. Q2: Supporting reintroduction of AB 1672 for 2021-22 implementations. Legislative Session. Q1: Capital Projects to meet and update any long-range Incorporate potential impacts of regulatory changes into long-range Lopez/Schectel infrastructure plans in 2"d QTR. Financial plans for Solids infrastructure and financing plans. /Gemmell/ Project SRF funding is nearing completion for initial agreement. Leiber Q2: Financial plan will be updated for March 2021 workshop. No major changes anticipated in projects at this time. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 3 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 48 Page 6 of 24 ATTACHMENT 1 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability 4t"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 Q2: First official Board Liaison meeting between Central San, with Contra Costa Water District(CCWD)and Santa Clara Valley Water District LaBella CCWD and Valley Water took place on November 30, 2020 and (Valley Water)(and/or other interested water supply agencies). will continue quarterly. Work with CCWD and the City of Concord to supply recycled water to the Concord Q2: Concord is re-initiating the process to engage a new Community Reuse Project. Gemmell developer. Explore and advance partnering Collaborate with Dublin San Ramon Services District—East Bay Municipal Utility Q1: Construction for diversion infrastructure has commenced. opportunities. District(EBMUD)Recycled Water Authority(DERWA)to allow DERWA to divert Gemmell/Frost/ Q2: Completed construction and testing. raw wastewater from the San Ramon Pumping Station to produce recycled water to Cauble meet DERWA's peak summer irrigation demand. Support Regional Development of Local Q2: Central San was approached by the Golden Rain Foundation Water Supply Facilitate innovative and financially viable recycled water solutions (e.g.,the Diablo LaBella regarding the development of a potential new SWRF to serve the Country Club demonstration satellite water recycling facility(SWRF)). Rossmoor community in Walnut Creek. EBMUD has taken the lead on developing a memorandum of understanding. 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 Q2: Completed. customer requests. Continue to operate and maintain a reliable recycled water distribution system for Zone 1 customers. Gemmell/Foss Continue the Residential Recycled Water Fill Station and Commercial Recycled Gemmell/Foss Water Truck Fill Programs. Q1: Energy tracked monthly,work with PG&E on energy Track and review energy usage; continue to explore ways to optimize efficiency in Meyer/Shima efficiency programs. accordance with Board policies. Q2: Ongoing tracking of energy usage and energy efficiency programs. Q1:We are continuing to proceed as time allows. Replaced 10 Explore opportunities for streetlight heads this quarter in the plant. Mechanical Shop/ Reduce Reliance on cost-effective renewable energy Warehouse HVAC replacement is in progress. Non-Renewable Energy generation, conservation, and Replace lighting and heating,ventilation, and air conditioning with newer, more Meyer Q2:Working on the Mech Shop HVAC; it should go out for bid in efficiency. efficient fixtures and equipment at the Martinez campus. February. Lighting replacement effort consisted of replacing or retrofitting approximately 6 conventional fixtures with new energy efficient LETD fixtures or lamps and ordering and receiving approximately 20 fixtures for future installation. Q2:A solar energy Power Purchase Agreement with fully Implement an onsite solar energy project. LaBella executed with REC Solar on November 24,2020. Design and CEQA will proceed in Q3. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 4 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 25 of 48 Page 7 of 24 ATTACHMENT 1 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, including reimbursement for planning costs;will reduce rate Mitigate rate increases by leveraging financing opportunities to fund capital needs. Leiber pressure. Interest rate likely to be below 1%. Q2: On track. Feedback provided on draft, and SRF agreement pending with SWRCB. Q1: Planning alternatives to be presented at 12/17/20 workshop and March 2021 workshop.Additional scenarios under Develop scenarios to utilize debt prudently in financing the 10-Year Capital Leiber development for presentation in March 2021. Improvement Program (CIP). Conduct long-range financial Q2: Scenarios to be developed for workshop in Q3. planning. Q1: Provided responses to Division of Financial Assistance staff Pursue State Revolving Fund loan and grant opportunities, as appropriate. Gemmell on Solids Application. Q2: On track. Feedback provided on draft, and SRF agreement pending with SWRCB. Q1: Continuing to monitor need for 2nd loan or SRF funding after Issue debt as needed, consistent with Board direction and the debt management Leiber initial SRF loan for Solids Handling Project. policy. Q2: SRF loan pending. Scenarios for Q3 to include other debt financing opportunities. Q1: Funding pursuant to Board approved action commenced in Maintain Financial Fund rate stabilization account with available funds from favorable year-end Mizuno October 2020 with initial contribution of$417k.Total of$1.25M to Stabilityand variances. be contributed by 6/30/21. Ensure resiliency against recession Sustainability or other economic events. Q2: Funding continuing monthly as scheduled. Adopt pension and Other Post-Employment Benefits funding policy to strive Q1: BP Nos.41,42 adopted by Board 9/18/20. towards full funding of employee-related obligations. Leiber Q1: Budget development for FY 2021-22 commences in January 2021. Develop budgets in alignment with the Strategic Plan and Risk Mitigation Plan. Mizuno Q2: Having bi-weekly PBCS design/configuration meetings. Budget schedule developed w/budgeteer kickoff meeting now scheduled for 2/3/21. Pursue opportunities for cost control through efficiencies and new technology. All Managers Manage costs. Adjust operations and maintenance budgets at rates no greater than the inflation Q1: Budget development for FY 2021-22 commences in January measures used in the 10-Year CIP. Mizuno 2021. Q2: In progress. Budget kickoff meeting scheduled for 2/3. Q1: New Oracle ERP will provide improved efficiency after Enforce and continuously review procurement policies to ensure competitive and King stabilization. fair pricing on services and goods. Q2: Continued to review procurements to ensure compliance with policies and regulations. Q1: Initiated FY 2019-20 internal data collection and distributed Complete annual Benchmarking Study to identify potential gaps. Gee interagency survey statewide. Q2: Continued collecting data. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 5 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 26 of 48 Page 8 of 24 ATTACHMENT 1 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: 2020 Audit Plan adopted, but due to COVID-19 and staff offsite, internal auditor hiring has been deferred. Proceeding in Develop annual internal audit plans based on risk assessment. Leiber October 2020. Q2: Four candidates for internal auditor interviewed. Second round in late January 2021. Test and improve internal controls to mitigate risks of loss and improve efficiency Q2: Continued to use new Oracle ERP.Went live with Payroll in and effectiveness. All Managers January 2021. Q1: Current focus on COVID-19 best practices and response Evaluate and apply risk Identify and implement lessons learned. Deutsch plans. management practices. Q2: No change. Q1:Average cost per overflow through Q1 is$1000.00. Reduce average cost of overflow claims. Deutsch Q2: Cumulative average cost per overflow through Q2 is$6,335. 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. Q2: ERM Team met, reviewed and updated strategic risk ranking. Presentation to Board in Q3 Meyer/ Q2: On track. Piloting bar coding system. Develop and implement an equipment identification and tracking system. Gemmell/Goel Q1/Q2: 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/Q2: Scheduled for Q3. consistent billing information and charges. Gemmell Issue the Comprehensive Annual Financial Report no later than six months Q1: On track. following the end of the fiscal year. Mizuno Q2: Done.Accepted by Board December 2020.Also submitted GFOA award application. Ensure Integrity and Q1: External financial statement audit on track. Internal audits on Transparency in Conduct regular internal and external financial audits. Mizuno/Leiber hold. Financial Management Q2: Financial statement audit/CAFR completed without fndings. Internal audits still on hold. Deliver reliable and relevant 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. Q2: No updates. Distinguished budget award for FY 2020-21 submitted; could receive in Q4. Q1: On track. Monthly and Quarterly reports produced. Leverage enterprise resource planning (ERP)technology to produce accurate, Mizuno Dashboards underway. timely, and meaningful reports and dashboards. Q2:Work underway for final modules including budget and payroll. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 6 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 48 Page 9 of 24 ATTACHMENT 1 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/Q2: 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 future leadership roles. Q1/Q2: Mentorship Program will likely be extended to allow more Proactively Plan for Continue the Leadership and Supervisory Academies and Mentorship Program. O'Malley time to meet and complete projects. 2020 Supervisory Academy Future Operational was postponed due to COVID-19. Staffing Needs Encourage staff to obtain technical certifications,such as Certified Reliability Meyer Q1: 2 staff obtained CRL certification,total 7 staff presently Leader. certified. Certified in UE, and registered for MLT and Vib. Continue to host and participate in multiagency development programs for staff O'Malley from Central San and sister agencies. Expand the internship program placements to cross-disciplinary positions. O'Malley Enhance Central San's ability to Q1:Worked with BAYWORK to launch a new website with recruit staff who exhibit the organization's values. Continue participation in workforce development activities. O'Malley training resources. Q2: Externship Program developed for college students nationwide. Perform an employee engagement survey to develop a baseline;evaluate and O'Malley Q1/Q2: Project is on hold. implement viable suggestions. Promote a sense of community through events, team-building exercises, and Q2: Launched Employee Recognition Events program to allow increased interdepartmental communication and collaboration. All Managers managers to request funding for team-building events to Cultivate a positive work culture. acknowledge extraordinary achievements. 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. Individual Central San luncheons on hold due to Covid-19 situation. 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 representatives. Bailey Q2: Meetings have been scheduled for January 2021. units. Track and implement action items from Labor Management Committee meetings. O'Malley Q1/Q2: Tracking log is active for both Committees to help implement action items. Q1: Produced three Lateral Connection newsletters, and Expand employees' understanding Communicate important initiatives and information to employees via print and communicated important COVID-19,wildfire, and other updates Inspire Employeevia District-wide emails. Engagement of Central San's operations and electronic media, including the Lateral Connection employee newsletter and the Barnett Q2: Produced three Lateral Connection newsletters. their role in the agency's success. intranet. Communicated important COVID-19 updates via District-wide email. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 7 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 28 of 48 Page 10 of 24 ATTACHMENT 1 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 Expand the onboarding process. O'Malley Q1: COVID-19 Exposure Prevention Plan Q&A and benefits fair were held virtually. ERP trainings occurred.Weekly virtual ICMA- Provide presentations on major projects or training in specialty areas (e.g., RC financial seminars open to employees. Purchasing, HR)to divisions upon request. All Managers Q2: Financial seminars offered re: transition to bi-weekly pay. Q3: Renewed contract to provide 5 full-days of training via the NorCal Employment Relations Consortium. 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. Recognize employee achievements via articles in the Lateral Connection,the All Managers intranet, Board meeting announcements, and other avenues. Initiate an employee recognition program. O'Malley Q1: Draft HR Procedure and fund authorization form have been Celebrate employees' developed internally. achievements. Q1: Innovations Fair Planning Committee has been meeting. Hold a yearly event to recognize innovative employees going above and beyond to Nominations were received, and the first Innovations Fair is on improve and optimize their work. Gee track to take place virtually in October. Q2: Innovations Fair took place online culminating with virtual awards ceremony in December. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 8 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 29 of 48 Page 11 of 24 ATTACHMENT 1 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 Q1: Steam Project condition assessments on schedule. Ongoing condition assessments in Capital Program are on schedule and Complete condition assessments on all critical equipment on time and incorporate Goel/Lopez/ several have been completed this quarter. Continue updating the 10-Year into Capital Improvement Budget or Maintenance Program as appropriate. Meyer Q2: On track. Condition assessments of the Steam Project are Capital Improvement Budget(CIB) complete. Summarizing the finding in executive summary, consistent with recommendations of the Asset Management Program. Q1: Inspection Contract awarded 8/20/20 to Hoffman Southwest Implement the Large Diameter Pipe and Force Main Inspection and condition Gemmell/Frost/ (ProPipe). Q2: Completed manhole inspections for large assessment programs. Waples diameter pipe for baseline condition info before using multi- sensor robots. 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 Influent Pumps, and Motors Boiler Feed Water Pumps and Manage Assets Analysis, and other strategic reliability-based analysis on treatment plant process Meyer Turbines. Optimally to Prolong systems. Q2: 1 PMO. Their Useful Life Q1: Ongoing effort: inspection templates developed for each technology;various staff have obtained certification in the technologies; continue to implement technologies on various Expand reliability-based Improve the asset condition monitoring program by developing and deploying 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. Q2:staff obtain certification in various technologies and include asset condition health score into IT master plan. Add service contracts to computerized maintenance management software Meyer/Gemmell Q1: Started to track contracts in CMMS,ongoing effort. Q2: (CMMS)to track work orders. ongoing 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 Management Program into the prioritization built in. Staff will be pilot testing the software.The Execute Lon Term analysis of long-term capital Gemmell/Goel/ contract provides a freeze of the$7,800 annual subscription until Long-Term Develop a prioritization model for vertical assets. Capital Renewal and improvement needs. Meyer 2023 during the pilot. Estimated savings of$64,000. In addition, Replacement Program 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. Q2: ongoing Identify vulnerable assets and develop mitigation measures. Meyer/Goel Harden infrastructure for climate Q1: Planned for Q3 and Q4. resiliency. Update the CWMP Technical Memo(TP8)on Resiliency and Vulnerability. Gemmell/Frost Q2: Met with BAYCAN representative to initiate sea level rise planning discussions. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 9 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 30 of 48 Page 12 of 24 ATTACHMENT 1 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch Q1/Q2: Planned for Q3. Maintain the Emergency Operations Plan. Deutsch Q1/Q2: Plan is up to date. Enhance capability to mitigate, Expand participation in CalWARN to represent the needs of wastewater agencies in Q1: Ongoing. prepare for, respond to, and emergency planning and responses. Deutsch Q2: No requests. recover from emergencies. Update emergency communication systems. Deutsch Q1: Everbridge mass notification software is operational. Q2: Notification tests performed among Ops staff. Increase the number of licensed amateur, or HAM, radio operators among staff. Deutsch Q1: Ongoing. Q2: No activity. Q1:Working with Capital Projects on Scoping for Security Protect Personnel and Budget and implement the projects identified in the Security Master Plan. Deutsch Improvements Project. Assets from Threats Q2: Ongoing. and Emergencies Q1: Ongoing. Provide regular security awareness training to staff. Deutsch Q2: No activity. Q1: Included in site conditions improvement project for Solids Evaluate and implement Renovate security guard posts and update monitoring equipment. Deutsch and other treatment plant capital projects. improvements to meet new or Q2: Ongoing. evolving threats, both physical and digital. Expand access control systems and harden certain facilities. Deutsch Q1: Included with Security Improvements Project. Q2:Added card readers. 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. OCompletedO On Task/Revised Approach O On Hold/Delayed/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 10 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 31 of 48 Page 13 of 24 ATTACHMENT 1 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 6—INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement 4t"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 Q2: Steering Committee meetings were held quarterly through Continue meetings of the steering committee formed in January 2020. LaBella 2020. Utilize data to optimize operation Q2:An Implementation Plan was developed. Several projects will Implement the and maintenance; improve asset be delayed in order to coordinate with the completion and Central San Smart management; increase energy Develop an implementation schedule for the initial projects. LaBella implementation of the IT Master Plan update currently in Initiative efficiency, staff productivity, and procurement. safety; and reduce facility management costs. Q2:This task has been completed for the projects initially Establish project task forces and identify project champions. LaBella identified, but will be an ongoing effort as new projects are identified. Q2: Continued to work with consultant on system capabilities in Address e-procurement, contract management, and procurement card system areas such as reporting, contract management, and inventory needs. King/Huie management. Plan to purchase and implement software to provide functionality and efficiency in the inventory management processes. Q1: Several meetings with Oracle to add-on a billing component Implement new ERP system, Evaluate,select, and implement new SSC billing software. Gemmell to Permits Module. Meetings held with potential vendors. including permitting software, and Q2: Oracle will not be used for billing software. Kickoff meeting integrate with linked systems. between IT/PDS for billing software. Q1/Q2: Staff continues to use DocuSign, PayPal, and other Leverage software towards the elimination of paper processes. All Managers technologies to conduct business electronically. Oracle now provides for invoice approval electronically. Improve and Modernize Q1/Q2: Staff is updating procedures as needed. Operations through Update procedures to reflect new business workflows. All Managers Technology and Efficiency Measures Q1: Staff hosted applied research committee meeting in August 2020. Hold Applied Research meetings to promote innovation and continuous Frost/Cauble Q2: Staff hosted applied research committee meeting in improvement. December 2020 and participated in ISLE Technology Approval Group meeting in October 2020. Evaluate and invest in cost- Continue to participate actively in the HYPOWERS pilot project to test an emerging Q1/Q2: Staff continues to participate and coordinate effective and innovative technology hydrothermal resource recovery process for solids handling. Frost/Cauble HYPOWERS project. Funding and DOE approval for Phase 2 is to enhance business processes. still TBD. Q1: Inspectors have iPads. New Oracle Permitting Module will be implemented at the end of Q2. Expand and improve the use of mobile computing and communication Gemmell/Lopez Q2: Construction Inspectors are utilizing mobile devices. Some technologies, including applications for inspector and surveyor field staff. aspects of Oracle Permitting Module will not be available until the end of the year, however an interim process with partial functionality is planned for March 1. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 11 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 32 of 48 Page 14 of 24 ATTACHMENT 1 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER Ongoing. Review 1-, 2-, 3-, 5-, and 7-year pipeline cleaning schedules for optimization. Seitz Q1: Managers reviewed FY 2019-20 Optimizations Tracking Log. Provide Optimizations Program Annual Reports to Board. Gee Annual report on track to be presented in the next few months. Q2: Report presented to Administration Committee 12/15/20 and is scheduled to be presented to Board on 3/4/21. 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 Q2: RFP finalist selected & Interviews scheduled 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. Q2: RFP finalist selected & Interviews scheduled 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 12 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 33 of 48 Page 15 of 24 ATTACHMENT 1 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 4t"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/Q2: Provided updates at every Board meeting. and other information to employees. Collaborate on best practices with sister agencies. Barnett 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. transmission. Gemmell Q2: Plan is developed and being implemented in phases. Provide a safe working Implement practical and reasonable revisions to work schedules to reflect social Maintain a Safe environment. distancing best practices. All Managers Working Environment Utilize automated business processes,virtual meetings, and other technologies to for Employees and the minimize physical contact. All Managers Public During the COVID-19 Pandemic Ensure proper personal protective equipment(PPE)is provided, including masks, Ledbetter gloves, and hygiene supplies. Q1: B&G hired two temporary staff to clean and disinfect as per Increase the frequency of cleaning on campus. Meyer cleaning matrix.All work on target. Q2:staff coordinating cleaning frequency with HR and Safety team. 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 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. Plan Ahead forImplement financial policies which Continue to monitor and update financial performance and assumptions. Gemmell Q2:Will report to Board again in March 2021 workshop Scenarios of Direct take into account the effects of Adverse Impacts COVID-19 (e.g., market volatility, Q1:Analysis and review of market conditions to prepare for a deferred rate adjustments,and COVID Impacts Workshop in December 2020. revenue shortfalls from reduced Continue to present alternatives to allow appropriate policy choices for mitigating Q2: Covid-19 financial impacts workshop held in December. incoming system development customer rate impacts, meeting capital needs, and ensuring financial stability as a Leiber/Gemmell Materials for March 2021 workshop are being prepared to fees). result of the pandemic. provide various rate options in light of external economic circumstances, and impacts on Central San finances. Account for any added costs Recognize savings opportunities through reduced Operations and Maintenance All Managers due to the pandemic. and Capital costs as appropriate. 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 13 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 34 of 48 Page 16 of 24 ATTACHMENT 1 FY 2020-21 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER Q1. Several construction projects ongoing and overlapping due Re-prioritize and reschedule CIP projects as appropriate. Lopez to COVID.All projects have been staffed and scheduled accordingly related to COVID. Q2: Continued to evaluate the CIP for next budget cycle. Pursue reimbursement of expenses from state and federal agencies, including Leiber/Deutsch Q1: FEMA reimbursements underway.Q2: Working with CalOES available grant programs. to prepare project documents 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/At Risk • Off Task (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 14 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 35 of 48 Page 17 of 24 ATTACHMENT 2 A 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, :530 minutes Seitz 33 31.66 during working hours Average onsite response time for collection system emergency calls, :540 minutes Seitz 34.2 34.2 after hours Average customer service rating for >_3.8 out of 4.0 Seitz 3.50 3.88 emergency calls Q1: There are no ratings to report, as all projects are still in construction. Surveys will be sent as early as Q2, but more likely not until Q3 after projects Average customer satisfaction rating on o Carpenter are completed. construction projects ?95/o No surveys sent No surveys sent Q2: No construction surveys were sent out. One will be sent out in Q3, and the others will follow the completion of current projects. Q1: Eight surveys received (rec'd)for Permit Counter; overall rating of 4 out of Average customer satisfaction rating on >95% 100% 100% 4. permit counter interactions Gemmell p Q2: Five surveys received;4 ratings of 4(Excellent)and 1 rating of 3(Good). Q1: Twelve hundred and forty-one(1,241)students were served through virtual Students served by >_6,000 Barnett 1,241 7,926 classroom programs. education programs Q2: Seven thousand nine hundred and twenty-six(7,926)students were served through virtual classroom programs. Q1: Three hundred and sixty-one(361)people were served through virtual Participants in Plant/Household 361 102 community presentations and facilities tours Hazardous Waste Collection Facility tours >_500 Barnett Q2: One hundred and two(102)people were served through virtual community and District presentations presentations and facilities tours Q1:Applications received from 68 potential attendees for the next session. Participants in Central San Academy >_35 Gee 68 applications 72 applications received received Q2: Received 4 additional applications for 72 total. Q1: Four awards earned, unable to receive due to COVID but announced. Awards or recognitions received >_10 Young 4 2 Q2: Two 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Pagel February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 36 of 48 Page 18 of 24 ATTACHMENT 2 A 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. emissions (MT)CO2e per Cheng Q2: Met Calendar Year 2020 GHG target. calendar year <_2.0 spills per 100 Q1:There were a total of 5 SSOs for this quarter. Sanitary sewer overflows miles of pipeline Seitz 0.32 0.71 Q2:There were a total of 6 SSOs for this quarter. 11 total for the FY. Spills to public water <3 Seitz 1 1 Q1:There was 1 Category 1 SSO for this quarter. Q2:There was 1 Category 1 SSO for this quarter. 2 total for the FY. Percent of spills >95% ° Q1: Out of the 5 SSOs this quarter, 1 was over 500 gallons. less than 500 gallons Seitz 80/o 83% Q2: Out of the 6 SSO's this quarter, 1 was over 500 gallons. 2 total for the FY. Pipeline cleaning schedules >_98% Seitz 99.66% 99.34 completed on time Pipeline cleaning quality assurance/ On >_4%of pipelines cleaned on an annual Seitz 3.57% 3.16 quality control (QA/QC) basis Pipeline cleaning QA/QC passing rate >_98% Seitz 96.84% 95.83 Annual Environmental Compliance 100% Q2: Non-emergency fieldwork suspended at end of second quarter in response inspections and permitting 100% Potter 100% to local shelter-in-place order completed on time Household Hazardous Waste(HHW) Zero violations Wyatt management compliance Gallons of recycled water >_240 million gallons Foss 96 million gallons 30 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 23.0 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 271,000 kWh average) Q1: Board consideration of the Power Purchase Agreement(PPA)is scheduled kWh of solar power produced >_2.5 million kWh for November 5,2020. Current estimate for the start of construction is by a new solar array near the treatment (reported as a rolling LaBella September 2021. plant campus average) Q2:A solar energy PPA was fully executed with REC Solar on November 24, 2020. Design will begin and CEQA is anticipated to be completed in Q3. 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 2 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 37 of 48 Page 19 of 24 ATTACHMENT 2 A 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 FY 2020-21 Residential rates unchanged from FY 2019-20 and still below Charge (SSC)less average of Bay Area Agencies. SSC/Median Income is<0.78%. than average of Bay Residential rates Residential rates Residential rates Residential rates Residential rates Area agencies unchanged and still unchanged and still unchanged and still unchanged and still unchanged and still Maintain service affordability below average of below average of below average of below average of below average of SSC plus Ad Valorem Leiber Bay Area agencies Bay Area agencies Bay Area agencies Bay Area agencies Bay Area agencies tax less than average of Bay Area agencies <0.78%of median <0.78%of median <0.78%of median <0.78%of median <0.78%of median :50.78%of median household income household income household income household income household income household income Ratings unchanged. Standard and Poor's and Moody's AAA/Aa1 Leiber AAA/Aal AAA/Aal AAA/Aal AAA/Aal AAA/Aal credit ratings Q1: Debt service coverage projected to be>2.0. Debt service coverage ratio >2.0 Leiber/Mizuno >2.0 Q2: Outlook continues unchanged. Q1:Year-end projected reserves >100% based on revenue and spending Actual reserves 100% Leiber/Mizuno >100% performance in Q1. as a percentage of target Q2: Outlook continues unchanged. Q1: FY 2019-20 at 93.3%. FY 2020-21 on track. Spending is underbudget as is Operating expenditures >95% Leiber/Mizuno typical in Q1. as a percentage of operating budget Q2: Favorable O&M spending variance may exceed 5%. Reported material weaknesses or Q1: FY 2019-20 audit is underway. significant deficiencies Q2: CAFR delivered to and accepted by Board in December 2020. No material in internal controls as part of annual Zero Leiber/Mizuno weaknesses or significant deficiencies reported. financial audit 0.62%for Q1 (only July and August due to ERP migration in September).This Difference in inventory value in Purchasing ° ° metric is no longer needed since all the data now resides in one database in database vs. value submitted to Accounting s1 /° King 0.62/° Oracle, as opposed to the two databases in HTE,which required a monthly reconciliation. Accuracy of physical inventory count ?95% Kin97% Data not et vs. book value g available in Oracle 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 3 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 38 of 48 Page 20 of 24 ATTACHMENT 2 A FY 2020-21 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower, and engage 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 80 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% 0% via American Water Works Association (AWWA) >_15 per full-time Q1:The average training hours per employee (including only the classes in OTIS Average annual training hours equivalent employee O'Malley 3.06 1.94 training database and safety hours)this quarter are 3.06 per employee. (external and internal training) (FTE) Q2:The average training hours per employee (including only the classes in OTIS training database and safety hours)this quarter are 1.94 per employee. Completion of 100% O'Malley Q1: July evals 86% rec'd;Aug. evals 83% rec'd; Sep. evals 82% rec'd. annual performance evaluations Q2: Oct. evals 94% rec'd; Nov. evals 68% rec'd; Dec. evals 78% rec'd. Increase by>_10% Q1/Q2: 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 FYs 2019-20, 2020-21, 2021-22 expect to have higher ExMod as rolling three- experience modifier <_1.0 Deutsch 1.10 1.10 year calculation includes one very bad loss year.The 1.10 factor applies for the entire FY. Temporary modified duty provided >95%of recordable 0 0 Q1/Q2: Provided to all eligible employees within restrictions. (Return to Work program) injuries Deutsch 100/0 100/o Internal promotionsQ1: 67%. (excludes entry-level positions) >_25% O'Malley 67% 67% Q2: 67%. Formal grievances processed Zero O'Malley Zero Zero <_4.0(via Bureau of Q1: 0 recordable injuries, 137828.3 hours worked. Labor Statistics) Q2: 0 recordable injuries, 137338.3 hours worked. Employee injury and illness Ledbetter 0.0 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 4 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 39 of 48 Page 21 of 24 ATTACHMENT 2 A 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% 91% completed on time Regulatory Title V work orders completed 100% Meyer 90% 92% on time Planned treatment plant preventative maintenance >_90% Meyer 94% 92% completed on time Recycled water distribution system Q1: CSO completed all valve exercising and site inspections. maintenance schedules >_98% Seitz 100% 100% Q2: CSO completed all valve exercising. Site inspections were completed on time completed in Q1. Uptime for vehicles 100% Seitz 100% 100% Miles of sewers Q1: Several projects ongoing in the collection system. replaced or rehabilitated >_6.0 Mestetsky 2.5 Miles 3.4 Miles (focused on deteriorated small diameter pipelines) >_3 miles per year for Q2: Manholes physically inspected in 4 sections in Danville Blvd and Large diameter and force main condition the next five years 39-inch sewer under HWY4; Force Main inspection program to start assessment starting in Gemmell in Q3. FY 2020-21 Average time to execute Engineering Q1/Q2: Oracle report on this metric is still in development. Several agreements from complete package s2 weeks Lopez/King Data not yet Data not yet agreements delayed due to new ERP. submittal or Board approval available available Capital expenditures Q1: Financial reporting and invoices delayed due to new ERP. as a percentage of capital budgeted cash >_90% Lopez 60% 70% Q2: Invoicing behind and ERP continues to develop. 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 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 5 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 40 of 48 Page 22 of 24 ATTACHMENT 2 A 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 4 vendors-SmartCover and ADS. of new and promising technology '-3 Frost 2 Q2: Pilots from Q1 are continuing.Also initiated with Laboratory the wastewater-based epidemiology pilot with CC Health/UC Berkeley for SARS-CoV-2, and started design for tertiary membrane pilot. Q1: 0 this quarter, presentations planned for Q2 re: recycled water surge Research papers and >_3 papers or 3 analysis and wastewater SARS-CoV-2 research. findings presented presentations Frost 0 Q2: Presented surge analysis at CWEA Virtual Annual Conference, and presented wastewater-based epidemiology work at East Bay Municipal Engineers and Headwaters Institute. Q1: 0, some slowdown due to COVID but expect it to pick up in next Don't Just Fix It; Improve It quarters. work orders completed ?35 Meyer 0 2 Q2: 2 DJFI work orders completed. Q1/Q2: Optimization efforts continue, and managers continue to track Completed optimizations >_20 Gee progress 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 6 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 41 of 48 Page 23 of 24 ATTACHMENT 2 A 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 !0 standard Seitz 2.04 2.71 (during the last five years deviation for the same time period) Q1: 0 days out of compliance for air and liquid permits. Nguyen (Air) 100% (Air) 99.9%(Air) Q2:There were 2 furnace bypass events lasting a few 70- Esparza (Liquid) 100% (Liquid) 100% (Liquid) minutes at most each. o Permit compliance 100% CL Seitz 99 8% 99 7% Q1: 0.17 days out of compliance for collection system. O (Collection System) Q2: 0.30 days out of compliance for collection system. Q1: Detailed assessment not completed for Q1, but with return to work of all groups, productivity goal is met at Productivity 95% Leiber >95% >95% >95%. By end of June 2020,was at 97%. Q2: Detailed assessment not completed for Q2, but with return to work of all groups, productivity goal is met at >95%. Increase in costs to the Q1: O&M spending is below budget. Operations&Maintenance budget 0% Leiber/Mizuno Q2: O&M spending is below budget. beyond what is approved Q1: SSC on track. Other revenues TBD. Revenue projections met 100% Leiber/Mizuno Q2: In the aggregate (total budget for each fund), revenues appear to be on track. U Q1:With stock market generally recovered to pre-COVID levels, no significant increase in UAAL is anticipated as of Additional increase in Q1. CCCERA 2019 valuation report received in October unfunded liabilities <_5% Leiber 2020 shows progress from prior 2018 report. Q2: UAAL per 2019 valuation declined. Funded ratio increased from 82%to 84%, or 85.8% including assets in the Pension Prefunding Trust. Funds granted from available state 100%of requested Q1: Pending results, but costs are being tracked for and federal reimbursement funds Leiber/Deutsch reimbursement filing. programs Q2:Working with CalOES to prepare project documents. Seitz(Average customer Q1: 3.50 out of 4.0. service rating for collection 87.5% 97% Q2: 3.88 out of 4.0. U) system emergency calls) a`) o Customer satisfaction levels >_90% Q1:There are no ratings to report, as all projects are still u, in construction. Surveys will be sent as early as Q2, but Lopez(Average customer U satisfaction rating on No surveys sent No surveys sent more likely not until Q3 after projects are completed. construction projects) Q2: No construction surveys were sent out. One will be sent out in Q3,and the others will follow the completion of current projects. 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 7 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 42 of 48 Page 24 of 24 ATTACHMENT 2 A 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 Q1: Eight surveys received for Permit Counter; overall Gemmell (Average customer rating 4 out of 4. satisfaction rating on permit 100% 100% Q2: Five surveys received;4 ratings of 4 (Excellent)and 1 counter interactions) rating of 3(Good). Requested personal protective 100% Ledbetter equipment(PPE)provided > Requested safety improvementso Q2: Engineering Controls installed for COVID-19. to the workplace fulfilled 100% Ledbetter/Gemmell Employees trained on COVID-19 100% Ledbetter prevention Twice-daily cleaning of all restroom 100% Meyer 100% 100% Q1: B&G has two temporary staff members and janitorial facilities staff completing all cleaning and disinfection per schedule. o Q1: Financial reporting and invoices delayed due to ERP. Q2: Invoicing behind and ERP continues to develop. o E co Capital expenditures as a 'o o percentage of capital budgeted >_85%` Lopez 60% 70% X U a 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/At Risk • Off Task (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, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 8 February 2, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 43 of 48