HomeMy WebLinkAbout01. Receive NACWA Platinum Excellence in Management Recognition Page 1 of 22
Item 1.
CENTRALSAN
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CENTRAL CONTRA COSTA SANITARY DISTRICT
August 5, 2021
TO: HONORABLE BOARD OF DIRECTORS
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: EMILYBARNETT, COMMUNICATION AND INTERGOVERNMENTAL
RELATIONS MANAGER
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: RECEIVE NATIONAL ASSOCIATION OF CLEAN WATER AGENCIES (NACWA)
PLATINUM EXCELLENCE IN MANAGEMENT RECOGNITION AWARD
This year, for the first time, Central San applied for the National Association of Clean Water Agencies
(NACWA) Excellence in Management Recognition and was successfully awarded with Platinum status,
the highest honor possible. The Excellence in Management Program was launched in 2003 to
acknowledge the significant achievements of NACWA Member Agencies in the utility management arena.
The program honors member agencies that are implementing management practices that address the
range of challenges identified in the Ten Attributes of Effectively Managed Water Sector Utilities. These
attributes are found in the Effective Utility Management(EUM):A Primer for Water and Wastewater
Utilities booklet, which was developed by the American Water Works Association, the United
States Environmental Protection Agency, and nine other association partners representing the American
water and wastewater sector. Central San uses this booklet in its strategic planning process by tying EUM
attributes to Strategies during the development of each new two-year Strategic Plan.
Central San's Platinum recognition means that Central San has fully implemented or has taken substantive
steps to implement a total of nine of the Ten Attributes of Effectively Managed Water Sector Utilities. Gold
or Silver Recognition is awarded to utilities who have fully implemented or have taken substantive steps to
implement seven or five of the ten attributes, respectively.
The ten attributes are as follows:
1. Product Quality
2. Financial Viability
3. Customer Satisfaction
4. Stakeholder Understanding & Support
5. Operational Optimization
6. Employee & Leadership Development
7. Enterprise Resiliency
8. Infrastructure Strategy& Performance
9. Community Sustainability
10. Water Resource Sustainability
August 5, 2021 Regular Board Meeting Agenda Packet- Page 7 of 262
Page 2 of 22
All NACWA Member Agencies are eligible to apply for the program. Platinum honorees, such as Central
San, may not reapply until their three-year recognition period has expired. To apply, Central San submitted
a written narrative for all ten of the ten attributes, describing the management approach, performance
measures, and keys to success of implementing each attribute. The application is attached (Attachment 1).
Central San was notified of its successful award (Attachment 2) and was recognized at NACWA's Awards
Presentation at the Utility Leadership Virtual Event on Wednesday, July 21, along with three other utilities
who also received Platinum recognition this year. Five utilities received Gold recognition. Central San will
be eligible to renew its Platinum recognition in 2024.
Strategic Plan Tie-In
GOAL ONE: Customer and Community
Strategy 2—Maintain a positive reputation
ATTACHMENTS:
1. Excellence in Management Recognition Application
2. Notification of Award
3. Presentation
August 5, 2021 Regular Board Meeting Agenda Packet- Page 8 of 262
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Page 4 of 22
�� EXCELLENCE IN
�q Management
Recognition P R O G R A M
Nomination Form
Applicant Information
Central Contra Costa Sanitary District (Central San)
Agency Name
Martinez California 483,630
City State Service Area Pop.
Christina Gee Management Analyst
Agency Representative Completing the Application Title
5019 Imhoff Place
Address
Martinez California 94553
City State Zip
(925) 229-7390 cgee@centralsan.org
Phone E-Mail
Signature of Agency Represe ative Completing the Application
CERTIFICATION STATEMENT
I certify that this document and all attachments were prepared under my direction or supervision in accordance with
a system designed to assure that qualified personnel properly gathered and evaluated the information submitted.
Based upon my inquiry of the person or persons directly involved in gathering and evaluating the information,the
information submitted is to the best of my knowledge and belief true,accurate and complete.
In submitting this application,I agree to NACWA using all or part of this application as an example to be posted
publicly for future utilities to reference.
Roger S ey General Manager
NACWA Primary ontact Name(Printed) Title
W
NACW Primary Contact Signature
August 5, 2021 Regular Board Meeting Agenda Packet- Page 10 of 262
Page 5 of 22
NOMINATION SUBMITTAL
I am applying for recognition under the following category*:
✓❑ Platinum (9 Attributes)
❑ Gold (7 Attributes)
❑ Silver (5 Attributes)
*Applications that do not meet the minimum qualifications for the selected recognition category will be considered for
other categories, as appropriate.
I am including the following Attributes in my written narrative. Note that every applicant is required to
include Product Quality and Financial Viability as part of their minimum demonstrated Attributes. Please
check the appropriate boxes:
F✓ Product Quality (Required Attribute for all Applicants - including resubmitted)
❑./ Financial Viability (Required Attribute for all Applicants - including resubmitted)
Q Customer Satisfaction (Metrics Required)
❑( Stakeholder Understanding & Support
F✓ Operational Optimization (Metrics Required)
F✓ Employee & Leadership Development
❑✓ Enterprise Resiliency (Inclusive of all enterprise resiliency initiatives, not solely emergency management)
�✓ Infrastructure Strategy & Performance (Metrics Desired)
❑✓ Community Sustainability
❑✓ Water Resource Sustainability
I have attached or provided hyperlinks and relevant page references to my utility's Strategic Plan, Financial
Plan, and any other Strategic Metrics not otherwise included in your Strategic Plan and Financial Plan. Please
check the appropriate boxes, provide hyperlinks, and indicate relevant page references.
❑� Strategic Plan Hyperlink: https://www.centralsan.org/sites/main/files/file-attachments/final_fy_2020-22_strategic_plan.pdp1591035062
Relevant Page References: 1"9""f of document(not the PDR 6.8.11.13,15,17.18(these are also listed in the Required and Supplemental
Documents page at the end of the application)
El Financial Plan Hyperlink:https://www.centralsan.org/sites/main/files/file-attachments/fy_2020-21_budget=_final.pdPl593106272
Relevant Page References:
❑ Strategic Metrics** Hyperlink: all metrics are included in the Strategic Plan as linked above
Relevant Page References:
"not otherwise included in Strategic Plan or Financial Plan
Please submit completed nominations by April 30, 2021 to btrombino@nacwa.org
For questions, please contact: Bredy Trombino, Program Administrator
at 202.533.1820 or btrombino@nacwa.org
August 5, 2021 Regular Board Meeting Agenda Packet- Page 11 of 262
Page 6 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Introduction
Established in 1946, Central Contra Costa Sanitary
y District(Central San) is a wastewater collection
and resource recovery agency serving
1, . — �- approximately 484,000 residents and more than
3,000 businesses within 146 square miles in Contra
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Central San is a special district governed by an
elected five-member Board of Directors. Itoperates
and maintains 1,535 miles of sewer pipes and 18
pump stations, collecting and treating an average of
26.4 million gallons of wastewater per day.
- sl
A two-year strategic planning cycle serves as the
`i backbone for Central San's process for effective
communication and execution of its seven strategic
i
goals. This robust process guides Central San in
meeting the needs of the community it serves in the
most efficient and effective ways. The Strategic
OUR MISSION Plan establishes policy direction, outlines core
commitments, focuses initiatives and measures to
° protect achieve them, and evaluates success through key
environment metrics. Staff tracks performance quarterly and
OUR VISION produces annual reports to continuously assess and
adjust operations as needed. The Strategic Plan
To industry-leading ° °
" ensures alignment among Central San's customers,
delivering exceptional known for environmental ° Board of Directors, and staff, and it communicates
innovation, ° the value of Central San's services and initiatives.
customer responsible The document also serves as a workplan for staff.
F'
OUR VALUES Each Key Success Measure and Metric are assigned
• le to an accountable person,who, along with their
° � team, is responsible for meeting the established
• Community targets. As a result, the Strategic Plan allows staff to
Principles• effectively execute the goals set by the Board of
• -'° ' and Commitment Directors.
The Strategic Plan provides the primary framework
for other overarching efforts such as budgeting and
capital planning. Each annual budget incorporates the Strategic Plan in capital and operational
planning, ensuring the funds needed to execute Central San's vision. Key budget priorities are
aligned with Strategic Plan Goals, and strategic accomplishments for the past fiscal year, as well
as objectives for the next fiscal year, are listed in each division's budget.
The Effective Utility Management(EUM) framework has helped shape every Strategic Plan at
Central San. During the development of the Strategic Plan, staff ensures each Key Success
Measure aligns with at least one of the ten attributes in the EUM. The Strategic Planning process
is repeated every two years to maintain alignment and make course corrections based on staff
input, legal and regulatory changes, changing priorities, and the needs of customers.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 12 of 262
Page 7 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Product Quality
Management Approach: Central San's mission is to protect public health and the environment.
Our Strategic Goal of Environmental Stewardship (p.8) sets our high standards for product
quality, stating that we will maintain 100% compliance in all regulations. We uphold permit
compliance records, actively invest in upgrading and rehabilitating infrastructure, closely
monitor effluent quality, and perform regular maintenance on our assets to ensure the quality of
our product for the community we serve. We participate in multi-agency consortia and maintain
a collaborative and communicative relationship with regulatory boards to keep abreast of issues
and anticipate any changes which may impact our product quality.
Performance Measures: Central San operates one treatment plant and recently received the
National Association of Clean Water Agencies (NACWA) Peak Performance Award—Platinum
22 for calendar year 2019. We expect to receive Platinum 23 for 2020 for our consistent record
of 100 percent compliance with our National Pollutant Discharge Elimination System (NPDES)
permit. With our Platinum 22 designation, we have the longest active continuous compliance
streak in the state of California and are tied for the ninth longest streak in the country.
In 2020, Central San's full-service environmental
laboratory performed 19,281 tests to determine
permit compliance, help inform operational
„o
IJ
- optimization, and support watershed evaluations.
$ E Monitoring data(pictured) demonstrates the
excellent quality of our treatment process. Overall,
i s s a m��2 n ry our effluent quality is 72% lower than our NPDES
permit limit for Carbonaceous Biochemical
Oxygen Demand(cBOD) and 71.6% lower than
our Total Suspended Solids (TSS) limit. Our three-year average for effluent cBOD was 7.1
mg/L, while TSS was at 8.3 mg/L. The three-year average removal efficiencies for cBOD and
TSS are 96.5 and 96.7%respectively, well below the Secondary Treatment Standards of 85%.
We help fund studies conducted by the San Francisco Estuary Institute and
other watershed protection agencies to ensure our discharge has no negative
impacts on the environment. Each month, Central San conducts water
sampling from four locations in Suisun Bay (pictured), where our effluent is
discharged. Although not required, these tests help us ensure we are doing our
part to protect the estuary and its wildlife. In addition to discharged effluent,
we produce approximately 500 million gallons of recycled water yearly, 200
million gallons of which is distributed to customers for landscape irrigation to
help augment local water supply. This water meets all the requirements of the State Water
Resources Control Board's Division of Drinking Water and the San Francisco Regional Water
Quality Control Board for unrestricted landscape irrigation. By incinerating 200 tons of sludge
daily, we also produce 14 tons of sterile ash by-product that is rich in minerals; thus, we are able
to transport it to a landscaping company for use as soil amendment.
Keys to Management Success: Each of our highly motivated and well-trained employees, from
the top down, takes pride in the part we play in delivering high-quality products to our customers
and protecting the environment. Our leadership emphasizes our mission and the importance of
delivering"all A's, all the time"—especially when it comes to the quality of the products and
services we provide to our customers. All business decisions are rooted in providing exceptional
customer service and maintaining our reputation as a world-class organization.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 13 of 262
Page 8 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Financial Viability
Management Approach: Central San is focused on providing high quality services at fair and
affordable rates to its customers. We do this via a prudent and proactive approach to financial
management and long-range planning, reflected in nine financial Board Policies and our
Strategic Goal of Fiscal Responsibility (P.11). To understand the full cost of providing the service
of operating a complex system,we conduct annual financial workshops, budget adoptions, and
updates of our Ten-Year Capital Improvement Plan. We also have a robust Asset Management
Program and Comprehensive Wastewater Master Plan which maps capital projects through 2027.
Performance Measures: In 2015, we conducted a cost-of-service study to ensure our customers
DUR RATES CONTINUE TO BE BELOW THE AVERAGE are fairly charged for the services they receive. We continue to
= apply these principles by auditing our residential and commercial
fees every year. Our rate scenarios include strategies and risks
based on revenue outlook, costs of necessary capital projects,
paydown of unfunded liabilities, future development, and
economic conditions. Careful consideration allows us to set rates
that are consistently below the average of rates charged by about
30 other agencies within the Bay Area(pictured).
PENSION AND OPEB Central San adopted a strategy to achieve a fully funded
FUNDING STATUS
pension and has made significant progress in paying down its
unfunded liabilities (pictured). We fully fund Operations and
Maintenance (O&M) and Sewer Construction Reserves and
established a Rate Stabilization Fund. We established a
- = - - - pension prefunding trust which currently has assets of$11.9
million. We have earned AAA and Aal credit ratings from Standard& Poor's and Moody's,
respectively. Through optimizations and controlled spending,we have maintained six years of
flat O&M budgets and are poised to continue that into Fiscal Year(FY) 2021-22, while
improving our service level. We saved$5.88 million in budgeted O&M costs in FY 2019-20 and
anticipate saving $5-6 million in FY 2020-21. Other recent cost-saving efforts include switching
healthcare plans to save $5.5 million annually; refinancing bonds to save $8 million in interest
through 2030; and securing California State Revolving Fund financing to save over$40 million
in interest over 20 years. Central San diversifies its revenue through property leasing, which
generates about $700,000 of revenue annually. We are currently considering a request to lease
portions of our surplus land to a private company for a regional bio-energy project. Below are
the financial metrics and actual performance against the targets, which are built into our Strategic
Plan:
Strategic Plan Metric FY 2017-18 FY 2018-19 FY 2019-20
Debt Service Coverage Ratio Target:>2.0 Target:>2.0 Target:>2.0
Actual Performance: 8.91 Actual Performance: 15 Actual Performance:40
Reserves as a Percentage(%) Target: 100% Target: 100% Target: 100%
of Target Actual Performance: 100% Actual Performance: 113% Actual Performance: 175%
Operating Expenditures as a Target:>90% Target:>95% Target:>95%
%of Operating Budget Actual Performance:95% Actual Performance:97% Actual Performance:93%
Keys to Management Success: Through prudent financial planning and spending, Central San
demonstrates fiscal responsibility to ensure that our rate structure will support both ongoing and
future needs to maintain high quality customer service, comply with emerging regulations, and
renew and replace aging infrastructure. The Board and management perform oversight through
quarterly financial reporting.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 14 of 262
Page 9 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Customer Satisfaction
Management Approach: Our Strategic Goal of Customer& Community(0)prioritizes
providing exceptional customer service, and we pride ourselves on our reputation of being
responsive, reliable, trustworthy, and delivering an essential service at an affordable cost.
Performance Measures: In March 2019, we performed a customer survey, and we used the
results to closely focus on the interest of our customers. Our award-winning Pipeline newsletter
reaches approximately two-thirds of our customers with more than a 90% satisfaction rating on
content. We focus on keeping our customers informed,utilizing
social media by posting regularly on our social media accounts on
Facebook(pictured), Twitter, LinkedIn, and Instagram to apprise
customers of our activities. To mitigate impact of construction
projects, we coordinate with the cities and county in our area, and, to
" - communicate with affected customers, we hold public workshops,
developed an informational YouTube video, and keep an updated
website for customers to access current project information. A live
person always answers our emergency dispatch and odor and
overflow hotlines, and a receptionist answers our main line during
business hours. We strive to respond quickly to emergency calls and
send customer surveys to compare performance against our Strategic
Plan targets as follows:
Strategic Plan Metric FY 2017-18 FY 2018-19 FY 2019-20
Average onsite response time for Target:<20 Target:<20 Target:<20
collection system emergency Actual Performance:35 Actual Performance:30 Actual Performance:30
calls,during working hours min.
Average customer rating for Target:>3.8 Target:>3.8 Target:>3.8
emergency calls out of 4.0 Actual Performance:3.96 Actual Performance:3.9 Actual Performance:3.8
Average customer satisfaction Target:>95% Target:>95% Target:>95%
rating on construction projects Actual Performance:94% Actual Performance:89% Actual Performance:96%
Average satisfaction rating on Target:>95% Target:>95% Target:>95%
ermit counter interactions Actual Performance:96% Actual Performance: 100% Actual Performance: 100%
In 2016, we developed a unique citizens' academy, Central
San Academy, one of the first of its kind in wastewater, to
connect with and gain feedback from the customers in our
service area and beyond through activities, demonstrations,
tours, and presentations over a six-week period. Year after year, the Academy has grown in
popularity, averaging 34 attendees annually with a total of 170 "alumni" ambassadors (pictured),
and we have received 74 applications to date for our next session. The Academy promotes our
services, allows us to get to know our customers one on one, answer questions, and even fulfill
requests (an RV disposal site will be built from a suggestion made at the
Academy). Additionally, our Sewer Summits (pictured)tailor outreach to
planners, engineers, building inspectors, and city and county representatives
by focusing on who we are, how we can assist with development projects, and
why it is important that we review projects early in the planning phase. About
100 attendees participated in the first Summit in 2016.
Keys to Management Success: Central San is constantly assessing and adjusting ways to
effectively engage with our customers. We believe in public service,being available when
needed, and we strive to meet or exceed customer expectations and the targets we have set for
ourselves to measure our success.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 15 of 262
Page 10 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Stakeholder Understanding and Support
Management Approach: Part of our Strategic Goal of Customer& Community(0) is to
maintain a reputation in the community. We seek to be transparent and foster trust and name
recognition. We perform significant outreach to introduce our customers to who we are and the
important role we play in protecting the environment, we collaborate on and contribute to issues
affecting our stakeholders, and we seek allies and ambassadors in the community.
Performance Measures: Since 2016, we have hosted a self-developed and award-winning
annual citizens' academy, Central San Academy, to meet our customers directly. Our 170
graduates help publicize our services and give us feedback on our operations. We produce a
Pipeline customer newsletter and run quarterly TV commercials,which reach on average 60 to
70% of our customer base 1.5 times. Our Board Members serve as individual liaisons to the
cities and county we serve. Staff coordinates with cities and holds public workshops to mitigate
the impact of our construction projects. We communicate regularly with stakeholders such as
regulatory boards, sister agencies, the San Francisco Estuary Institute, Operational Area Council,
and the Contra Costa Flood Control and Water Conservation District. Staff sits on the Executive
Board of Bay Area Clean Water Agencies (BACWA), a regional consortium of wastewater
agencies to improve the San Francisco Bay environment. Staff serve on the California
Association of Sanitation Agencies' (CASA) Board and Water Regulatory Workgroup, and as
BACWA liaison to CASA's State Legislative Committee. Staff advocates at the national, state,
and local levels to pursue policies promoting pollution prevention,producer responsibility, and
proper wipes labeling. Staff also serves on the California Special Districts Association(CSDA)
Legislative Committee, which helps develop CSDA's legislative agenda and reviews, directs,
and assists with legislative and public policy issues affecting California special districts.
We know that our water environment is a precious resource, and we are in
the business of protecting it. As environmental stewards, we develop and
implement pollution prevention education programs for grades K-12
(pictured)which promote our services and build a network of ambassadors.
We hold plant tours, annual Pollution Prevention Awards to celebrate
residents and businesses, and milestone events to the public such as our 50th
anniversary(pictured) and the 20th anniversary of our Household Hazardous
Waste Collection Facility. We use our newsletter to -IF WE BUILD IT,Wd LYOV GQM ?
gain feedback on planned activities such as an RV W -
wastewater disposal site (pictured). We track the _.. .
impact of our outreach programs in Strategic Plan targets as follows:
Strategic Plan Metric FY 2017-18 FY 2018-19 FY 2019-20
Number of students Target:>2,200 Target:>4,000 Target:>4,000
served by education Actual Performance:3,443 Actual Performance:6,056 Actual Performance:6,189
programs
Participants in tours Target:>550 Target:>500 Target:>500
and presentations Actual Performance:829 Actual Performance:2,756 Actual Performance:783
Participants in Target:>30 Target:>30 Target:>30
citizens academy Actual Performance:39 Actual Performance:40 Actual Performance:N/A-postponed
Keys to Management Success: By making inroads into our local community and agency
partnerships, we strive to be an educator, a resource, and a good neighbor to our stakeholders.
Our Board, Directors, Managers, and staff cultivate relationships to understand how Central San
fits and can serve those needs. As the Bay Area continues to develop and attract population
growth, we plan on keeping up with, anticipating, and serving the needs of our stakeholders.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 16 of 262
Page 11 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Operational Optimization
Management Approach: Central San has long emphasized optimizations as a means of
realizing our vision of being an industry-leading organization in innovation. Our Strategic Goal
of Innovation and Optimization(p.17)is dedicated to this effort. Management nurtures the
ingenuity of our staff and encourages interdepartmental teamwork, leveraging of data, and use of
new technologies to help us find new ways to optimize our work while maintaining our high
level of customer service.
Performance Measures: Central San
72 utilizes various data to monitor, measure, and
963
adjust performance. Dashboards (pictured)
60
3,41
track a variety of data, including but not
10
limited to training hours, flow, and capital
projects statuses. Our Supervisory Control
and Data Acquisition system is used to ensure the plant is running optimally. Our comprehensive
Asset Condition Monitoring Program's testing (e.g., lubrication, ultrasound, and vibration)
collects data to develop health scores for each asset for proactive maintenance scheduling and
end-of-life forecasting. Via annual benchmarking studies, we compare our performance over the
last three years in 36 performance indicators against statewide and nationwide agencies.
NUMBER OF OVERFLOWS Since we began using a single computerized maintenance
m iu
management system in 2016 to optimize cleaning schedules by
frequency and geography, our overflows have decreased
significantly to a low of 22 in 2019 (pictured). We also use
automatic vehicle locating to dispatch crews effectively.
Plant Maintenance (PM)utilizes a dashboard(pictured) to
reduce backlogs by reallocating resources and updating •
estimated work order times. The downward trend of backlogs
shows this strategy's success. PM also promotes completion
of"Don't Just Fix It; Improve It"work orders (14, 28, and 18 i
were done in FYs 17-18, 18-19, and 19-20 respectively), to
make pre-existing work orders more efficient.
Every day, Central San reduces waste via our incineration process and saves money through the
recovery of steam to produce electricity in our cogeneration system. We also keep abreast of new
technologies. Our multidivisional Applied Research and Optimizations Committee and Smart
Initiative Committee discuss and evaluate potential pilots regularly. We regularly exceed our
Strategic Plan target of>3 pilot tests, completing 5, 7, and 8 in the past three FYs respectively. A
Technology Master Plan update is underway to manage all technology projects District wide.
Staff also participates in the global ISLE Technology Approval Group to learn about and
influence new innovations. Managers review optimizations quarterly, ending each year with an
Optimizations Program Annual Report presented to the Board. We recognize employees who
champion futuristic thinking through our Innovations Fair,which in 2020 celebrated 22 projects
that were nominated and awarded 4 winning projects as voted on by the employees.
Keys to Management Success: We actively monitor performance data via software databases
and curated dashboards that are created in house, using findings to make adjustments and employ
system-wide optimizations to ensure that we are operating efficiently and effectively and are
making strategic business decisions based on accurate real-time data.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 17 of 262
Page 12 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Employee and Leadership Development
Management Approach: Through our robust Organizational Development(OD)program,
Central San recruits, retains, and develops our workforce, as committed to in our Strategic Goal
of Workforce Development(p.13). Our collaborative OD program engages employees and offers
multiple avenues to help our employees, and ultimately Central San, succeed.
Performance Measures: Prioritization of employee and leadership development comes from the
top. Our Executive Team meets weekly and Managers and Executives meet monthly to discuss
and collaborate on issues. Our leaders are members of the Succession Planning Committee,
which tracks vulnerable positions, helps divisions plan for potential vacancies, and spearheaded
the update of Standard Operating Procedures for knowledge transfer across the organization. We
maintain eligible lists to expedite recruitments and limit the impact of vacancies. Each new hire
takes a New Employee Orientation Tour which includes a facilities tour and lunch with one of
our executives. In 2020, we conducted an engagement survey that received a 71% response rate.
We also launched an Employee Recognition Events Program for managers to recognize
extraordinary achievements, with$50 budgeted per employee each year. Our annual Innovations
Fair celebrates employees who champion optimizations, and our annual Service Awards show
our appreciation for tenured employees. We revamped our performance appraisal this year to
include a self-evaluation component. Our Wellness Program promotes health, safety, and well-
being through activities such as our biennial on-site 5k and our 2019 weight loss challenge,
where 32 participating employees lost a total of 392 pounds.
We have a wide catalog of training programs. Our biannual
- Supervisory Academy had 21 graduates in 2019, and our biannual
Management Academy hosted 15 participants from sister agencies
in addition to the 24 from Central San (pictured). Our project-based
Mentorship Program has paired 17 mentees with 33 mentors in its
three years of existence. This summer, we are launching our Career
Development Program, which pairs employees with in-house Career Coaches to perform job
shadowing and get education to reach specific career goals. Central San supports memberships in
professional organizations and provides funding for employees to go to conferences and trainings
and to give presentations. Our Trainee Program allows employees to explore advancement
opportunities as Operators or Maintenance Technicians. Our online training database has a wide
range of topics, from administrative policies, to safety, to business writing. We also provide each
employee with $2,000 per year in available tuition reimbursement funds. We monitor the
following Strategic Plan metrics to continuously assess the efficacy of these efforts:
Strategic Plan Metric FY 2017-18 FY 2018-19 FY 2019-20
Average annual training hours Target:>7.5 Target:>15 Target:>15
incl.safety relatedper employee Actual Performance:27 Actual Performance:23 Actual Performance:24
Turnover rate Target:<8.8% Target:<7.8% Target:<7.8%
Actual Performance:4.8% Actual Performance:5.7% Actual Performance:5.1%
Internal promotions (not tracked at this time) Target:>25% Target:>25%
(excluding entry-levelpositions) Actual Performance:46% 1 Actual Performance:69%
We invest in the next generation through our paid Summer Students and Interns Program and our
Externship Program, which in 2021 hosted 45 students and recent graduates from across the U.S.
We also actively participate in a workforce development consortium to help build relationships
with future candidates and prepare them to become competent members of the workforce.
Keys to Management Success: Through our diverse training and development opportunities,
Central San invests in our greatest resource and asset: our employees. We encourage and support
lifelong learning and are constantly adding new enhancements to our OD program.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 18 of 262
Page 13 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Enterprise Resiliency
Management Approach: Central San provides a valuable and essential service; thus, we must
prevent and be ready for anything that could disrupt operations. To do this, we inventory and
manage evolving operational and strategic risks across our organization. We also adopted
Strategic Goals of Infrastructure Reliability 115) and Agility and Adaptability 118)to ensure
preparedness and business continuity in the face of any problems.
BUBBLE CHART Performance Measures: Central San's Enterprise Risk
OF ALL STRATEGIC RISKS
ple—eenr^fn^n le:roptlgmsn,nreco^cara Lowerleft G105s- Management (ERM) Program identifies, evaluates, and
Size o!bu661a:composition d speed of Dose!and rnldgadon work
mitigates risks that threaten our ability to meet our strategic
Er� _
goals. Our ERM Team developed an inventory of over 25 risks
(pictured), the top 10 of which were presented to the Board. At
� the end of each year, the risks are rescored, trends are
considered, and mitigation plans are updated.
A Risk Control Audit was conducted in FY 2018-19. We hold
root cause analyses and debriefs on lessons learned to understand the instigators of events and
develop prevention solutions. A Spare Parts Management Tool allows staff to ensure parts are
available for unforeseen repairs to avoid downtime. Our Emergency Operations Plan complies
with State and Federal emergency response requirements, and an exercise of the Continuity of
Operations Plan will be conducted as soon as in-person trainings can resume. As part of our
response to COVID-19, we quickly updated the pandemic response sections of our Continuity of
Operations Plan. In 2020, we implemented an emergency notification system. Staff is also testing
alternative technologies for satellite communications. Central San is a participant in CalWARN
and participates in the Operational Area Council to contribute to creating an effective and
multijurisdictional approach to disaster preparedness and planning. We developed an internal
auditing function, which reviews and recommends improvements to controls in high-risk
operations. We continue to implement findings of a comprehensive security study performed in
FY 2016-17, utilizing the principles of American Water Works Association J100 Risk Analysis
and Management for Critical Asset Protection methodology (RAMCAP® J100).
Central San performs cybersecurity vulnerability assessments, including phishing and
ransomware, and we recently enhanced security measures for our data repositories. We test the
integrity of all backups to meet our strategic target of zero lost data.
Despite our low turnover rate (5.1% in FY 2019-20),we established and maintain a Succession
Planning Committee which tracks vulnerable positions and helps divisions plan ahead for
potential vacancies. The Committee's Standard Operating Procedures (SOP)Program ensured
knowledge transfer by standardizing and documenting SOPS across the organization. Central San
conducted an Organization and Staffing Plan and a Classification Study to ensure that our
structure and number of employees allows for an efficient and effective organization. Our Safety
program ensures compliance with CalOSHA requirements and reduces the frequency of lost time
injuries through tailgates and other training programs, our Safety Person of the Year recognition,
and our Safety Suggestion Program. The District Safety Committee meets monthly to review
accidents, reported hazards, and prioritizes hazard correction.
Keys to Management Success: Central San considers risk and resiliency in making business
decisions and establishes redundancies and safeguards to proactively prepare for the unknown.
Known risks are catalogued and revisited regularly, to be ranked and prioritized as circumstances
change to provide a reliable framework for understanding and preventing challenges.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 19 of 262
Page 14 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Infrastructure Strategy&Performance
Management Approach: In service to our customers, our Strategic Goal of Infrastructure
Reliability (n.15) solidifies our commitment to optimize lifecycle costs, maximize asset value, and
manage risk when investing in and maintaining our assets.
Performance Measures: Our Asset Management Program uses
data, risk scoring, triple bottom line, decision matrices,
accountability, and financial modeling to provide visibility into
the lifespan and costs of our critical assets. This is built on our
geographic information system (GIS), the central repository for
software integration and asset inventory (as pictured).
Our Comprehensive Asset Evaluation(CAE)process expands our Condition Assessment
(Planning and Initial Evaluation, Inspection, and Engineering Analysis) efforts to systematically
factor additional drivers (capacity, regulatory, and sustainability/optimization) in assigning
remaining useful life for critical assets. Business case evaluations are performed on each capital
project, using a criticality scoring system for Probability of Failure, Consequence of Failure, and
Business Risk Exposure. Along with analysis of maintenance
and asset condition data as well as hydraulic model output, we
II created a 100-year sewer rehabilitation and replacement forecast
„fieIlu �r�l��i � and program(pictured). These recommended investments have
produced record low overflows (pictured below,right).
Our Comprehensive Wastewater Master Plan schedules projects „wo
to address aging infrastructure, existing and anticipated
regulatory requirements,planned growth, potential changes in oHo
planning assumptions, and links with related projects (e.g., ;Qo f
current Filter Plant and Clearwell improvements are facilitating o I s i
the upcoming expansion of our Recycled Water Program). Thesez
project-scheduling factors are revisited annually in Capital =
Improvement Budget development. To minimize impact on "OMOER OFhOfMFLOWS
stakeholders, we liaise with cities and the county to gain feedback ony.,
upcoming projects and consolidate work with other projects if =�
possible. n �'
Pro�,w�,°•° .'m .�. �, Our robust reliability-centered maintenance (RCM)program maximizes
p °= asset value over asset's lifecycle. Recent accomplishments include
implementation of a continuous improvement process (pictured) involving
_ - Defect Elimination, planner updates, and a GIS update mechanism for work
improvements; Planned Maintenance Optimization; Root Cause Analysis;
��"•""" failure reporting and corrective action system; transparency in Spare Parts
Management; improvement in asset handoff; increased involvement in the planning, design, and
construction of capital projects; creation of an Asset Condition Monitoring Program; and using
predictive maintenance methods (e.g., thermographic analysis, laser alignment, and cathodic
protection surveys). Every day, dedicated Planners optimize maintenance productivity and
effectiveness by coordinating labor, materials, tools, access to equipment.
Keys to Management Success: Central San uses asset management principles for a holistic
approach to critical decisions on infrastructure project timing,prioritization, and rehabilitation
versus replacement. This ensures critical equipment reliability and operational availability.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 20 of 262
Page 15 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Community Sustainability
Management Approach: Central San has positioned itself as an environmental community
leader through partnerships in our service area and region. Our Strategic Goals of Customer and
Community(0) and Environmental Stewardship (p.8)describe our dedication to promoting
sustainability through collaboration, communication, and consideration for our community.
Performance Measures: We focus outreach on pollution prevention (P2) and customer
education, behavioral change, and empowerment to support services and programs to benefit
sustainability. We produced and provided an unbranded Wipes Clog Pipes video to other
agencies, which has garnered over 300,000 views on our YouTube channel alone. We invest
heavily in our student educational programs and continue to develop the hands-on K-5 grade
Pipe Protectors program, which reached over 6,000 students this year alone. Pipe Protectors was
honored by NACWA with the 2020 National Environmental Achievement Award for Public
Information& Education. It has also received seven other local, state, and national awards.
Through Bay Area Clean Water Agencies (BACWA), a regional consortium of wastewater
agencies, we provide funding for studies under the Regional Monitoring Program and the
Regional Nutrient Management Strategy, both collaborative efforts aimed at protecting San
Francisco Bay. Our Board Members serve as individual city and county liaisons,present at
council meetings, provide ongoing support, and attend Mayors' Conferences with staff. We
partner with a local organization, Sustainable Contra Costa, to host the annual P2 Awards
recognizing businesses and citizens. We work with the Contra Costa County Transit Authority
on projects impacting us. We host Sewer Summits for city and county officials to learn how we
can support development. We are partnering with the Contra Costa County Flood Control and
Water Conservation District to construct levee improvements to our treatment plant.
Our Household Hazardous Waste (HHW) Collection Facility oversaw 40,000 visits this year and
prevented 2.6 million pounds of HHW and 5,000 pounds of pharmaceuticals (through our
Pharmaceutical Collection Program) from polluting our waterways. We monitor anthropogenic
greenhouse gas emissions and operate with the lowest environmental impact possible to be
below our Strategic Plan Goal of<25,000 metric tons of CO2e per year. We promote and provide
recycled water to residents and contractors at our fill stations,partner with the City of Concord to
serve the Community Reuse Project, lead a Water Exchange Project with two other agencies to
serve local refineries, agreed to allow some of our raw wastewater to be temporarily diverted to a
neighboring agency for producing recycled water to meet their peak summer irrigation demand,
and are exploring a request from a local country club to divert wastewater to satellite water
recycling facilities for irrigation. We approved a ten-year lease agreement for the COCO San
Sustainable Farm, which in 2020 donated about 25,000 pounds of fresh produce. Central San
charges only$1 (one dollar) annually in rent,which includes the cost of recycled water.
Our Board assists customers by sponsoring financing plans for payment of capacity fees,
construction of sewer mains for contractual assessment districts, and a new program to finance
all construction costs and permit fees for homeowners to switch from septic. In response to the
pandemic, the Board waived collection of the incremental portion of the rate increase, saving
each household about $30 and saving businesses about 5%. We also refunded $180,000 in sewer
service charges to schools. Our new Non-Residential Capacity Fee Installment Payment Program
provides broader financing for businesses struggling in the current economic climate.
Keys to Management Success: Central San finds ways to promote and advance sustainability in
our community, whether independently or through collaboration with local and regional partners.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 21 of 262
Page 16 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Water Resource Sustainability
Management Approach: Central San's Recycled Water Program utilizes the valuable resources
in treated wastewater to supplement our region's water supply, to help meet our Strategic Goal of
Environmental Stewardship (n.8)through partnerships and cost-effective projects. We understand
that in California, recycled water is especially valuable during drought years when water for
landscape irrigation is less available because of water rationing.
Performance Measures: Central San collaborates with local water purveyors
to identify cost-effective landscape irrigation and industrial recycled water
projects. Through an agreement with Contra Costa Water District(CCWD),
L
Central San supplies 200 million gallons (MG) of recycled water annually
through approximately 14 miles of purple pipeline to more than 50 metered
customer use sites (Zone 1, pictured).We also offer recycled water for free.
Our Recycled Water Fill Station(pictured at right) has allowed Central San
customers to pick up an average of 2.6 MG
.T w per month during summer months of drought
years. To encourage its use for construction activities, each year,
our Commercial Truck Fill Station provides the first 100,000
gallons of recycled water at no cost to licensed contractors. ,
Contractors can access the water via purple fire hydrants or from k-
the
Fill Station(pictured at far right). L
Central San is investing $27 million to maintain reliable recycled water production through
improvements to our Filter Plant and Clearwell.We continue efforts to add new customers to our
Zone 1 recycled water service area, support grant funding opportunities for recycled water
projects, work with water supply agencies to develop water supply alternatives, and factor in
nutrient and PFAS reduction efforts as well as future population growth and development. We
are working with the Contra Costa Flood Control and Water Conservation District to protect our
plant from a 100-year flood event. In times of drought and in advance of hot summer months, we
increase promotion for our Residential and Commercial Truck Fill Programs.
We actively seek and consider requests to expand recycled water use. We have committed to
providing recycled water to the Concord Community Reuse Project(the redevelopment of a
decommissioned Naval Weapons Station). In response to a request, Central San has agreed to a
project to allow a portion of our raw wastewater to be temporarily diverted to a neighboring
agency, short on wastewater supply, for producing recycled water to meet their peak summer
irrigation demand. We are exploring a request from a local country club to divert raw wastewater
from Central San's sewer collection system for treatment at satellite water recycling facilities to
irrigate their golf course. We are leading an innovative Water Exchange Project to produce and
convey recycled water to nearby refineries, which will free up the raw Delta water supply
currently being used by the refineries and allow it to be conveyed to another water agency in
need of supply. This project allows us to work with water agency
partners to leverage Central San's future investment in treatment plant
upgrades,address anticipated nutrient discharge permit regulations,and
augment the region's water supply.
Keys to Management Success: Central San makes sound investments, takes a leadership role in
pursuing cost-effective projects, and actively seeks local and regional partnerships to create a
more sustainable environment, augment local water supply for our community, and provide
services to our customers.
August 5, 2021 Regular Board Meeting Agenda Packet- Page 22 of 262
Page 17 of 22
NACWA Excellence in Management Recognition Program
Central Contra Costa Sanitary District(Central San)
Required and Supplemental Documents
Required and Supplemental Documents
Below are hyperlinks (as well as the URL to which the text links) to documents referenced in the
award application. Where appropriate, relevant page numbers are supplied in accordance with
the attribute it supports. Page numbers are the page of the document; not the PDF.
• Strategic Plan
(URL:https://www.centralsan.org/sites/main/files/file-attachments/finalfyf 2020-22 strategic plan.pdf?1591035062)
(metrics are listed in the Strategic Plan at the end of each Goal's section)
o Attribute: Product Quality—p. 8
o Attribute: Financial Viability—p. 11
o Attribute: Customer Satisfaction—p. 6
o Attribute: Stakeholder Understanding & Support—p. 6
o Attribute: Operational Optimization—p. 17
o Attribute: Employee & Leadership Development—p. 13
o Attribute: Enterprise Resiliency—pp. 15 and 18
o Attribute: Infrastructure Strategy&Performance—p. 15
o Attribute: Community Sustainability—pp. 6 and 8
o Attribute: Water Resource Sustainability—p. 8
• Cost-of-Service Study
(URL:https://www.centralsan.org/sites/main/files/file-
attachments/wastewater cost of service study 2015.pdf?1510867863)
o Attribute: Financial Viability
• Fiscal Year 2020-21 Budget
(URL:hgps://www.centralsan.or¢/sites/main/files/file-attachments/fy 2020-21 budget - final.pdf?1593106272)
o Attribute: Financial Viability
• Comprehensive Wastewater Master Plan (CWMP) Technical Executive Summary
(URL:hgps://www.centralsan.org/sites/main/files/file-
attachments/cwmp technical executive_summaU.pdf?1510867241)
and CWMP Executive Summary
(URL:https://www.centralsan.org/sites/main/files/file-attachments/cwmp executive_summary_pdf?1510867154)
o Attribute: Financial Viability
o Attribute: Infrastructure Strategy&Performance
• Optimizations Program Annual Report
(URL:https://www.centralsan.org/sites/main/files/file-attachments/finallyf 19-
20 optimizations program_annual_report - compressed.pdr?1618612306)
o Attribute: Operational Optimization
• Organization and Staffing Plan
(URL:hM2s://www.centralsan.org/sites/main/files/file-attachments/organization_and staffingylan.pdf?1510867625)
o Attribute: Enterprise Resiliency
August 5, 2021 Regular Board Meeting Agenda Packet- Page 23 of 262
Page 18 of 22
NACWA6)) Attachment 2
COMMITTEEEXECUTIVE June 28, 2021
PRESIDENTRoger Bailey
POTs General Manager
Director
KC Water Central Contra Costa Sanitary District
Kansas City,MO 5019 Imhoff Place
VICE PRESIDENT d Martinez, CA 94553
Ad
Kishia L.Pow Dear Roger:
Chief Operating icer and
Executive Vice President
DC Water Congratulations! On behalf of the National Association of Clean Water
Washington,DC Agencies, I am pleased to inform you that Central Contra Costa Sanitary
District has been selected to receive an Excellence in Management
Thomas W.Sigmund Platinum Recognition. This honor celebrates your utility's commitment
Executive Director to sustainable, successful programs that exemplify the attributes of an
NEW Water effectively managed utility.
Green Bay,WI
As an Excellence in Management honoree, your utility will be
Enrique C.Zaldivar recognized with an announcement of its award during NACWA's Virtual
Director and General Manager Awards Ceremony on Wednesday, July 21, 2021. We hope that you and
City of Los Angeles- your staff will be able to attend this celebration of your hard work and
LA Sanitation&Environment
achievement.
Los Angeles,CA
Again, congratulations on this prestigious honor.
o m F.sullivan
Chief Engineer Sincerely,
Boston Water&Sewer Commission
Boston,MA
Adam Krantz
Laura Briefer
Chair, NACWA Awards Committee
Director of Public Utilities
Salt Lake City Corporation, UT
1130 Connecticut Ave NW
Suite 1050
Washington DC 20036
T (202) 833-2672
F (888) 267-9505
rg
www.nacwa.o)
August 5, 2021 Regular Board Meeting Agenda Packet- Page 24 of 262
Page 19 of 22
Attachment 3
4.
NATIONAL ASSOCIATION OF CLEAN WATER AGENCIES
(NACWA)
PLATINUM EXCELLENCE IN MANAGEMENT
RECOGNITION
R- Board Meeting
- August 5, 2021
Christina Gee, Management Analyst
1
EXCELLENCE IN MANAGEMENT RECOGNITION
• Launched in 2003 to acknowledge the �-'M
anaEXCELLE N C E ] N
C,ement
significant achievements of NACWA Member Recognition
Agencies in the utility management arena PROGRAM
• Honors member agencies that have adopted or
made progress toward successful
implementation of management practices that
address the range of challenges as identified by
the Ten Attributes of Effectively Managed Water
Sector Utilities
Ef4eetive Utility Management
•+r n+nn weiu.nu wasp..
6 U= c. .. .0 .a"' 7
CFNTPAI SAN
2
August 5, 2021 Regular Board Meeting Agenda Packet- Page 25 of 262 1
Page 20 of 22
LEVELS OF RECOGNITION
• Platinum Recognition — Central San
• The Utility has fully implemented or has taken
substantive steps to implement a total of
nine of the Ten Attributes of Effectively
Managed Water Sector Utilities. ,
• Gold Recognition +, /
• The Utility has fully implemented or has taken
substantive steps to implement a total of �=
seven of the Ten Attributes ,,,,•„„
• Silver Recognition
• The Utility has fully implemented or has taken
substantive steps to implement a total of
five of the Ten Attributes
AWARD PROCESS
• All NACWA Member Agencies are eligible
• Platinum honorees may not reapply until a three-year
recognition period has expired
• Announcement during NACWXs Awards
Presentation at the Utility Leadership Virtual Event
on Wednesday, July 21
5
CFNTPAISAN
4
August 5, 2021 Regular Board Meeting Agenda Packet- Page 26 of 262 2
Page 21 of 22
2021 HONOREES
• Platinum
• Central Contra Costa Sanitary District, California
• Union Sanitary District, California
• Hanover Sewerage Authority, New Jersey
• Narragansett Bay Commission, Rhode Island
• Gold
• Orange County Sanitation District, California
• Des Moines Metropolitan Wastewater Reclamation Authority, Iowa
• Great Lakes Water Authority, Michigan
• City of Columbus Department of Public Utilities, Ohio
• Renewable Water Resources, South Carolina
6 '
CENTRAL SAN'S APPLICATION
• Demonstrated performance
(Management Approach, Performance
Measures, and Keys to Management Success)
in ten out of the Ten Attributes:
1. Product Quality
2. Financial Viability
3. Customer Satisfaction
4. Stakeholder Understanding&Support
5. Operational Optimization
6. Employee&Leadership Development
7. Enterprise Resiliency
8. Infrastructure Strategy&Performance
9. Community Sustainability [rENT"L SAM
10. Water Resource Sustainability EXrELLENrE IN MANAGEMENT -43..
1
6
August 5, 2021 Regular Board Meeting Agenda Packet- Page 27 of 262 3
Page 22 of 22
QUESTIONS?
4 8 1
_v =
,� -
August 5, 2021 Regular Board Meeting Agenda Packet- Page 28 of 262 4