HomeMy WebLinkAbout05.b. Receive FY2020-21 Strategic Plan Tracking Reports - Third QuarterItem 5.b.
May 4, 2021
T O: A D MI NI S T R AT I O N C O MMI T T E E
F RO M :C HR I S T I NA G E E, MA NA G E ME NT A NA LYS T
RE V IE WE D B Y:P HI L I P L E I B E R , D I R E C TO R O F F I NA NC E A ND A D MI NI S T R AT I O N
R O G E R S. B A I L E Y, G E NE R A L MA NA G E R
S UB J E C T: R E C E I V E F I S C A L YE A R 2020-21 S T R AT E G I C P L A N T R A C K I NG R E P O RT S
- T HI R D Q UA RT E R
Attached are the Strategic P lan Trackers f or the third quarter of F iscal Year (F Y) 2020-21, the first year of
C entral San's F Y 2020-22 Strategic P lan. T hese reports provide an update on the progress on each goal
and strategy through the f ulf illment of the key success measures (K S Ms) and the key metrics. Per the
C ommittee's request, last f iscal year's quarterly performance has been included for metrics that are On
Hold / Delayed / At R isk or Of f Track.
T he color legend is defined as follows for each tracker:
B L UE – Completed
Key Metrics Tracker: Target was met for the F Y
K S Ms Tracker: K S M was fulfilled
G RE E N – On T rack / Revised Approach
Key Metrics Tracker: Target is on track to be met or metric is being measured dif f erently from how it
is written in the Strategic P lan but preserving the intent
K S Ms Tracker: K S M is in progress or being done differently f rom how it is written in the Strategic
Plan but preserving the intent
Y E L L O W – On Hold / D elayed / At Risk
Key Metrics Tracker: A bility to meet target is on hold, delayed, or at risk but recoverable
K S Ms Tracker: K S M is on hold, delayed, or at risk but recoverable
RE D – Off T rack
Key Metrics Tracker: Target is in danger of not being met f or the F Y
K S Ms Tracker: K S M is in danger of not being f ulf illed by J une 30, 2022.
Staf f will be available at the meeting to answer questions.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 55 of 91
Page 1 of 31
AT TAC HM E NT S :
D escription
1. K ey Success Measures Tracker
2. K ey Metrics Tracker
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 56 of 91
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ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 1
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 /
Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Deliver high-quality
customer service
Provide core service of treating
wastewater, along with value-added
programs to go above and beyond in
service to customers.
Continue to assess customer satisfaction, awareness, and preferred methods of
receiving information. Barnett
Ongoing and consistent.
Respond in a timely manner to requests for service. Seitz
Ongoing. See Key Metrics Tracker for response times.
Receive high marks on customer satisfaction surveys for Collection System
Operations (CSO), Capital Projects, Permit Counter, and other services.
Seitz / Lopez /
Gemmell
See Key Metrics Tracker for customer satisfaction ratings.
Continue to administer customer-facing programs such as the Household
Hazardous Waste Collection and Recycled Water Fill Station programs. Schectel
Minimize impacts to residents and
businesses during capital projects,
construction work, and maintenance.
Hold informational community meetings for all major sewer renovation projects,
including outreach to officials of the impacted cities/county. Barnett
Q1/Q2: Meetings will be held Qs 3 & 4 for 2021 projects.
Q3: Informational letters and an online video presentation were
provided in place of an in-person workshop for the South Orinda
Sewer Renovations Project Phase 8. Additional letters will be
sent in Q4 for other projects.
Meet individually with property owners and/or tenants on projects involving
private easements. Barnett
Q1/Q2: Meetings will be held Qs 3 & 4 for 2021 projects.
Q3: Phone conversations and individual meetings were held as
needed for projects in Orinda and Walnut Creek.
Troubleshoot and resolve construction issues as rapidly as possible. Barnett Q1/Q2/Q3: Meet or spoke with customers as needed to resolve
issues.
Operate and govern with transparency.
Renew California Special District Leadership Foundation Transparency
Certificate of Excellence. Young
Q1/Q2/Q3/Q4/Year-End: Up to date until Fall 2021.
Update website with the latest Board meeting agendas, public notices, financial
documents, and other content. Young / Barnett
Q1/Q2/Q3: Uploaded content as needed.
Practice principles of Brown Act and Ethics training. All Managers
Respond to Public Records Act requests promptly. Young
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 57 of 91
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ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 2
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 /
Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Maintain a positive
reputation
Form and maintain relationships with
federal, state, and local elected officials
and stakeholders.
Meet regularly with elected officials and stakeholders. Barnett
Q1: Elected officials have been met with in group meetings as
part of new Shelter in Place standards.
Q2: Board members attending virtual meetings where electeds
are participating in.
Q3: With pandemic in person and council meeting presentations
on hold. Zoom fatigue is most common reasoning hoping to keep
meetings short. Smaller meetings and once restrictions are
lightened, this will resume to normal.
Plan a customer engagement signature event to coincide with Central San’s 75th
anniversary. Barnett
Q1: Potential COVID-19 impact.
Q2: Scheduled to present to Admin Committee and Board on for
75th.
Q3: Development of virtual 75th Anniversary Celebration site is
underway.
Support Board Member engagement with elected officials and stakeholders
through presentations, events, and meetings. Barnett
Q1/Q2: Presentations continue under guidelines and meetings
as part of new Shelter in Place standards.
Q3: With pandemic in person and council meeting presentations
on hold. Zoom fatigue is most common reasoning hoping to keep
meetings short. Smaller meetings and once restrictions are
lightened, this will resume to normal.
Increase understanding and support for
key initiatives, programs, and services.
Conduct facility tours and speaker’s bureau presentations highlighting
infrastructure investments. Barnett
See Key Metrics Tracker for number of people served through
tours and presentations.
Develop videos and public service announcements to communicate
environmental messages and other information. Barnett
Q1: Supported Pollution Prevention Week with PSAs airing on
our local CCTV channel and created a video for the Sustainable
Contra Costa Awards gala.
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.
Q3: Developed student education, externship and 75th
anniversary videos.
Create engaging customer publications and brochures. Barnett
Q1: Developed Fall Pipeline customer newsletter with essential
service & innovation theme.Q2: Fall Pipeline newsletter mailed to
all customers.
Q3: Production of Pipeline customer newsletter is underway.
Expand media relations, including social media. Barnett
Q1: Continued to monitor and grow YouTube, Facebook, Twitter,
and Instagram followers and impressions. Also promoted CVRA
and Virtual Plant Tour through traditional media.
Q2: Continued to monitor and grow YouTube, Facebook, Twitter,
and Instagram followers and impressions.
Q3: Continued to monitor and grow YouTube, Facebook, Twitter,
and Instagram followers and impressions. Expanded social
outreach on LinkedIn. Distributed two news releases.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 58 of 91
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ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 3
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 /
Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Host the citizens’ academy, Central San Academy, annually. Gee
Q1: 2020 Academy postponed due to COVID-19.
Q2: Academy not held in 2020 but planning a virtual session in
spring 2021.
Q3: Virtual Spring 2021 session scheduled for April 21 and 22
with 56 sign-ups thus far.
Develop industry-leading student education programs and implement classroom
and community education events. Barnett
See Key Metrics Tracker for number of students served through
education programs.
Support member organizations and sister
agencies.
Take leadership roles in, participate in, attend meetings of, and share lessons
learned from industry organizations. All Managers
Q3: Staff gave a webinar via BAYWORK on lessons learned
during the process of upgrading Cityworks.
Serve on oral boards, grant mutual aid through CalWARN, and provide other
assistance as requested. All Managers
Continue to achieve recognition highlighting industry-leading work through
member organization programs. All Managers
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 59 of 91
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ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 4
GOAL 2 – ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Achieve 100%
Compliance in All
Regulations
Comply with all applicable regulations.
Meet or surpass all wastewater discharge, air, and recycled water
requirements. Weer
Continue to attain National Association of Clean Water Agencies (NACWA)
Platinum Peak Performance Awards. Weer
Q1: ¾ of calendar year 2020 complete.
Q2: 2020 complete; eligible for Platinum 23.
Minimize sanitary sewer overflows through optimized rehabilitation,
replacement, and cleaning. Seitz Ongoing. See Key Metrics Tracker for statistics.
Complete infrastructure improvements
required to meet regulations.
Bid the Solids Handling Facility Improvements Project. Lopez
Q1: Solids Project Design scheduled to be received
Green by Nov. 1st for final review.
Q2: Scheduled to bid Feb. 22.
Inspect and maintain the outfall. Lopez
Q1: Outfall has been dewatered, inspected, tested,
and repairs to be completed by November.
Q2/Q3/Q4/Year-End: Completed.
Complete assessment of the Steam and Aeration Blower Renovation Project. Gemmell / Goel
Q1: Steam Project Update was provided to E&O Committee on
9/1/20.
Q2: On track. Condition assessments are complete.
Summarizing the finding in executive summary,
Q3: Workshops with Operations to discuss findings; Phase 2
Diffuser project being presented to E&O Committee
Actively manage greenhouse gas (GHG)
emissions in the most cost-effective and
responsible manner.
Prepare internal monthly GHG emission inventory updates, annual inventory
summary, and verification report and submit to California Air Resources Board
(CARB) as required.
Cheng
Q1: CARB verification for 2019 inventory completed 7/30/2020.
Q2 and Q3: Completed internal monthly updates.
Minimize natural gas usage and maximize landfill gas usage through daily
operations and capital improvements for energy efficiency. Weer
Anticipate and Prepare
for Potential
Regulatory Changes
Foster relationships with regulatory
agencies.
Actively participate in meetings of the Bay Area Clean Water Agencies. Schectel
Communicate directly and participate in meetings and workshops with
regulatory bodies such as the Regional Water Quality Control Board, State
Water Resources Control Board, Bay Area Air Quality Management District,
Environmental Protection Agency, and CARB, as needed.
Schectel
Track proposed and pending legislation
or regulatory changes; plan for possible
implementations.
Log, analyze, review, and comment on proposed legislation and regulations
that have a direct impact on District operations, as appropriate. Barnett
Q1/Q2/Q3: Ongoing state and federal leg presentations at
Board meetings. Including commenting on Board approved
positions on leg.
Support key legislative and advocacy initiatives through customer
communications and outreach. Barnett
Q1: Wipes was focus via Pipeline and social media to support
AB 1672 proper wipes labeling bill.
Q2: Supporting reintroduction of AB 1672 for 2021-22
Legislative Session.
Q3: Reintroduction of wipes legislation and other P2 bills.
Central San is the lead on SB 594 amendments to address
census data delay.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 60 of 91
Page 6 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 5
GOAL 2 – ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Incorporate potential impacts of regulatory changes into long-range
infrastructure and financing plans.
Lopez / Schectel
/ Gemmell /
Leiber
Q1: Capital Projects to meet and update any long-range
infrastructure plans in 2nd QTR. Financial plans for Solids
Project SRF funding is nearing completion for initial agreement.
Q2: Financial plan will be updated for March 2021 workshop.
No major changes anticipated in projects at this time.
Q3: March 25 workshop presented update of plan. No major
changes to CIP outlook.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 61 of 91
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ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 6
GOAL 2 – ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Strategy Initiative Key Success Measures Responsible
Person(s)
1st
QTR
2nd
QTR
3rd
QTR
4th QTR /
Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Support Regional
Development of Local
Water Supply
Explore and advance partnering
opportunities.
Develop and execute a contract for the Refinery Recycled Water Exchange Project
with Contra Costa Water District (CCWD) and Santa Clara Valley Water District
(Valley Water) (and/or other interested water supply agencies).
LaBella
Q2: First official Board Liaison meeting between Central San,
CCWD and Valley Water took place on November 30, 2020 and
will continue quarterly.
Q3: Raftelis Financial Consultants hired to complete cost
allocation scenarios between Central San and Valley Water.
Work with CCWD and the City of Concord to supply recycled water to the Concord
Community Reuse Project. Gemmell
Q2: Concord is re-initiating the process to engage a new
developer.
Collaborate with Dublin San Ramon Services District – East Bay Municipal Utility
District (EBMUD) Recycled Water Authority (DERWA) to allow DERWA to divert
raw wastewater from the San Ramon Pumping Station to produce recycled water to
meet DERWA’s peak summer irrigation demand.
Gemmell / Frost /
Cauble
Q1: Construction for diversion infrastructure has commenced.
Q2: Completed construction and testing.
Q3: Accepted facilities and initiated 3-year term for temporary
diversion agreement.
Facilitate innovative and financially viable recycled water solutions (e.g., the Diablo
Country Club demonstration satellite water recycling facility (SWRF)). LaBella
Q2: Central San was approached by the Golden Rain Foundation
regarding the development of a potential new SWRF to serve the
Rossmoor community in Walnut Creek. EBMUD has taken the
lead on developing a memorandum of understanding.
Continue to provide recycled water
to residents and businesses;
evaluate and process new
customer requests.
Bid the Filter Plant renovations project. Lopez
Q1: Construction contract for the project was awarded
by the Board and the Notice to Proceed was issued on
Oct. 13, 2020.
Q2/Q3/Q4/Year-End: Completed.
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
Water Truck Fill Programs. Gemmell / Foss
Reduce Reliance on
Non-Renewable Energy
Explore opportunities for
cost-effective renewable energy
generation, conservation, and
efficiency.
Track and review energy usage; continue to explore ways to optimize efficiency in
accordance with Board policies. Meyer / Shima
Q1: Energy tracked monthly, work with PG&E on energy
efficiency programs.
Q2: Ongoing tracking of energy usage and energy efficiency
programs.
Q3: Ongoing tracking of energy usage, and work with PG&E on
energy efficiency programs
Replace lighting and heating, ventilation, and air conditioning with newer, more
efficient fixtures and equipment at the Martinez campus. Meyer
Q1: We are continuing to proceed as time allows. Replaced 10
streetlight heads this quarter in the plant. Mechanical Shop /
Warehouse HVAC replacement is in progress.
Q2: Working on the Mech Shop HVAC; it should go out for bid in
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.
Q3: Electric Shop replaced 25 incandescent emergency light
fixtures with new LED fixtures.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 62 of 91
Page 8 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 7
Implement an onsite solar energy project. LaBella
Q2: A solar energy Power Purchase Agreement with fully
executed with REC Solar on November 24, 2020. Design and
CEQA will proceed in Q3.
Q3: PG&E Interconnection Agreement executed. Design and
CEQA continued.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 63 of 91
Page 9 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 8
GOAL 3 – FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Maintain Financial
Stability and
Sustainability
Conduct long-range financial
planning.
Mitigate rate increases by leveraging financing opportunities to fund capital needs. Leiber
Q1: SRF loan for Solids Handing Project upsized to $183MM,
including reimbursement for planning costs; will reduce rate
pressure. Interest rate likely to be below 1%.
Q2: On track. Feedback provided on draft, and SRF agreement
pending with SWRCB.
Q3: Presented status of SRF agreement at 3/25 workshop and
plan to finance FY 2021-22 CIP for UAAL paydown. Work on that
underway.
Develop scenarios to utilize debt prudently in financing the 10-Year Capital
Improvement Program (CIP). Leiber
Q1: Planning alternatives to be presented at 12/17/20 workshop
and March 2021 workshop. Additional scenarios under
development for presentation in March 2021.
Q2: Scenarios to be developed for workshop in Q3.
Q3: Scenarios prepared for discussion as needed at 3/25
workshop.
Pursue State Revolving Fund loan and grant opportunities, as appropriate. Gemmell
Q1: Provided responses to Division of Financial Assistance staff
on Solids Application.
Q2: On track. Feedback provided on draft, and SRF agreement
pending with SWRCB.
Q3: On track. SWRCB has confirmed agreement is forthcoming.
Issue debt as needed, consistent with Board direction and the debt management
policy. Leiber
Q1: Continuing to monitor need for 2nd loan or SRF funding after
initial SRF loan for Solids Handling Project.
Q2: SRF loan pending. Scenarios for Q3 to include other debt
financing opportunities.
Q3: Bond offering for FY 2021-22 planned. Board update in
April/May.
Ensure resiliency against recession
or other economic events.
Fund rate stabilization account with available funds from favorable year-end
variances. Mizuno
Q1: Funding pursuant to Board approved action commenced in
October 2020 with initial contribution of $417k. Total of $1.25M to
be contributed by 6/30/21.
Q2: Funding continuing monthly as scheduled.
Q3: Will present opportunities for variance disposition including to
RSA after year end. Outlook good for such opportunities.
Adopt pension and Other Post-Employment Benefits funding policy to strive
towards full funding of employee-related obligations. Leiber Q1: BP Nos. 41, 42 adopted by Board 9/18/20.
Manage costs.
Develop budgets in alignment with the Strategic Plan and Risk Mitigation Plan. Mizuno
Q1: Budget development for FY 2021-22 commences in January
2021.
Q2: Having bi-weekly PBCS design/configuration meetings.
Budget schedule developed w/ budgeteer kickoff meeting now
scheduled for 2/3/21.
Q3: Budget development on track for May 2021 presentation to
Board.
Pursue opportunities for cost control through efficiencies and new technology. All Managers
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 64 of 91
Page 10 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 9
GOAL 3 – FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Adjust operations and maintenance budgets at rates no greater than the inflation
measures used in the 10-Year CIP. Mizuno
Q1: Budget development for FY 2021-22 commences in January
2021.
Q2: In progress. Budget kickoff meeting scheduled for 2/3.
Q3: O&M Budget will be below Financial Plan target.
Enforce and continuously review procurement policies to ensure competitive and
fair pricing on services and goods. King
Q1: New Oracle ERP will provide improved efficiency after
stabilization.
Q2/Q3: Continued to review procurements to ensure compliance
with policies and regulations.
Complete annual Benchmarking Study to identify potential gaps. Gee
Q1: Initiated FY 2019-20 internal data collection and distributed
interagency survey statewide.
Q2: Continued collecting data.
Q3: Submitted data to AWWA Utility Benchmarking annual
survey.
Evaluate and apply risk
management practices.
Develop annual internal audit plans based on risk assessment. Leiber
Q1: 2020 Audit Plan adopted, but due to COVID-19 and staff
offsite, internal auditor hiring has been deferred. Proceeding in
October 2020.
Q2: Four candidates for internal auditor interviewed. Second
round in late January 2021.
Q3: Internal Auditor hired in March.
Test and improve internal controls to mitigate risks of loss and improve efficiency
and effectiveness. All Managers
Q2: Continued to use new Oracle ERP. Went live with Payroll in
January 2021.
Q3: Internal auditor work will address several areas affected by
new ERP and other key internal controls.
Identify and implement lessons learned. Deutsch
Q1: Current focus on COVID-19 best practices and response
plans.
Q2/Q3: No change.
Reduce average cost of overflow claims. Deutsch
Q1: Average cost per overflow claim through Q1 is $1000.00.
Q2: Cumulative average cost per overflow claim through Q2 is
$6,335.
Q3: Cumulative Average cost per overflow claim through Q3 is
$7,426 with open reserves. 4 total claims to date, benchmark is
<$25,000.
Maintain and report on Enterprise Risk Management program and risk inventory. Deutsch
Q1: Semi-annual report issued in July 2020; annual report
planned for December 2020.
Q2: ERM Team met, reviewed and updated strategic risk ranking.
Agendized presentation to Board in Q3.
Q4: Report provided to Board 4/1/21.
Develop and implement an equipment identification and tracking system. Meyer /
Gemmell / Goel
Q2: On track. Piloting bar coding system.Q3 Bar coding pilot is
underway.
Q3: A pilot project has begun including 110 assets to have Asset
Bar Code Tags attached to them. O&M staff will easily be able to
scan the asset bar codes, and quickly create an accurate WO in
Cityworks. The tags types have been selected, and are currently
being procured.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 65 of 91
Page 11 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 10
GOAL 3 – FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Ensure Integrity and
Transparency in
Financial Management
Confirm rate structure and fees are
consistent with cost of service
principles.
Conduct annual review of rates and fees. Gemmell Q1/Q2: Scheduled for Q3.
Q3: Completed. Will present to Finance Committee in April.
Perform annual review of non-residential customers to ensure current and
consistent billing information and charges. Gemmell Q1/Q2: Scheduled for Q3.
Q3: Completed. Will present to Finance Committee in April.
Deliver reliable and relevant
financial information.
Issue the Comprehensive Annual Financial Report no later than six months
following the end of the fiscal year. Mizuno
Q1: On track.
Q2: Done. Accepted by Board December 2020. Also submitted
GFOA award application.
Conduct regular internal and external financial audits. Mizuno / Leiber
Q1: External financial statement audit on track. Internal audits on
hold.
Q2: Financial statement audit/CAFR completed without findings.
Internal audits still on hold.
Q3: Internal auditor on board effective March 2021.
Earn the Government Finance Officers Association Certificate of Achievement for
Excellence in Financial Reporting and the Distinguished Budget Presentation
Award.
Mizuno
Q1: GFOA CAFR Award received for FY 2018-19 in October
2020.
Q2: No updates. Distinguished budget award for FY 2020-21
submitted; could receive in Q4.
Q3: No update.
Leverage enterprise resource planning (ERP) technology to produce accurate,
timely, and meaningful reports and dashboards. Mizuno
Q1: On track. Monthly and Quarterly reports produced.
Dashboards underway.
Q2: Work underway for final modules including budget and
payroll.
Q3: Payroll and budget modules went live in Q3.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 66 of 91
Page 12 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 11
GOAL 4 – WORKFORCE DEVELOPMENT
Recruit, empower, and engage a highly trained and safe workforce
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Proactively Plan for
Future Operational
Staffing Needs
Continue to develop employees to
meet their full potential and to fill
future leadership roles.
Formalize an Organizational Development and Talent Management unit within
Human Resources (HR). O’Malley
Q1: Completed. Management Analyst transferred to HR to
oversee and develop organizational development and talent
management initiatives.
Acquire a centralized learning management system to track training. O’Malley Q1/Q2/Q3: Will be considered once ERP implementation is
completed.
Explore career and professional development opportunities (e.g., job shadowing
and rotation) to expand employees’ skills to meet changing workforce needs. O’Malley
Continue the Leadership and Supervisory Academies and Mentorship Program. O’Malley
Q1/Q2: Mentorship Program will likely be extended to allow more
time to meet and complete projects. 2020 Supervisory Academy
was postponed due to COVID-19.
Q3: Mentorship Program is on schedule and will end as originally
planned in August 2021. Supervisory Academy is being planned
to be offered in early 2022.
Encourage staff to obtain technical certifications, such as Certified Reliability
Leader. Meyer
Q1: 2 staff obtained CRL certification, total 7 staff presently
certified. Certified in UE, and registered for MLT and Vib.Q#:
Q3: 3 Staff members have asked to receive the CRL training and
testing, 1 staff member received their CWEA Grade 3 Mechanical
Technologist, and 1 staff member obtained their Grade 1
Electrical and Instrumentation Tech certification.
Continue to host and participate in multiagency development programs for staff
from Central San and sister agencies. O’Malley
Q3: Became an active participant in the BAYWORK-sponsored
Racial Equity, Diversity, and Inclusion group, including staff
working toward certification in Diversity, Equity and Inclusion in
the Workplace.
Enhance Central San’s ability to
recruit staff who exhibit the
organization’s values.
Expand the internship program placements to cross-disciplinary positions. O’Malley
Continue participation in workforce development activities. O’Malley
Q1: Worked with BAYWORK to launch a new website with
training resources.
Q2: Externship Program developed for college students
nationwide.
Q3: Held first Externship Program virtually for 45 college students
and recent graduates nationwide.
Foster Relationships
across All Levels of
Central San
Cultivate a positive work culture.
Perform an employee engagement survey to develop a baseline; evaluate and
implement viable suggestions. O’Malley Q1/Q2/Q3: Project is on hold.
Promote a sense of community through events, team-building exercises, and
increased interdepartmental communication and collaboration. All Managers
Q2: Launched Employee Recognition Events program to allow
managers to request funding for team-building events to
acknowledge extraordinary achievements.
Use the performance evaluation process to establish and communicate clear
expectations and standards. All Managers Q1: Working on rollout of enhanced performance evaluation
process by developing an SOP and training materials.
Continue General Manager lunches with the division workgroups. Bailey
Q1: Virtual town halls held with each department. Individual
luncheons on hold due to Covid-19 situation.
Q3: Still on hold for COVID safety reasons.
Engage the bargaining units in informal discussions on collaborative solutions to
workplace issues. O’Malley
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 67 of 91
Page 13 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 12
GOAL 4 – WORKFORCE DEVELOPMENT
Recruit, empower, and engage a highly trained and safe workforce
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Sustain and grow collaborative
relationships with the bargaining
units.
Continue the General Manager and Board Member meetings with the bargaining
representatives. Bailey
Q1: Planning to meet in early 2021.
Q2: Meetings have been scheduled for January 2021.
Q3: The meetings took place as scheduled.
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.
Inspire Employee
Engagement
Expand employees’ understanding
of Central San’s operations and
their role in the agency’s success.
Communicate important initiatives and information to employees via print and
electronic media, including the Lateral Connection employee newsletter and the
intranet.
Barnett
Q1: Produced three Lateral Connection newsletters, and
communicated important COVID-19, wildfire, and other updates
via District-wide emails.
Q2: Produced three Lateral Connection newsletters.
Communicated important COVID-19 updates via District-wide
email.
Q3: Produced three Lateral Connection newsletters.
Communicated important COVID-19 updates via District-wide
email.
Expand the onboarding process. O’Malley
Provide presentations on major projects or training in specialty areas (e.g.,
Purchasing, HR) to divisions upon request. All Managers
Q1: COVID-19 Exposure Prevention Plan Q&A and benefits fair
were held virtually. ERP trainings occurred. Weekly virtual ICMA-
RC financial seminars open to employees.
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.
Survey employees for customer satisfaction with internal support services. All Managers
Q1: Internal survey system remain active for Information
Technology Helpdesk. As of 9/1, with the new ERP, customer
satisfaction surveys for Purchasing will no longer be auto
generated by the requisition.
Celebrate employees’
achievements.
Recognize employee achievements via articles in the Lateral Connection, the
intranet, Board meeting announcements, and other avenues. All Managers
Initiate an employee recognition program. O’Malley Q1: Draft HR Procedure and fund authorization form have been
developed internally.
Hold a yearly event to recognize innovative employees going above and beyond to
improve and optimize their work. Gee
Q1: Innovations Fair Planning Committee has been meeting.
Nominations were received, and the first Innovations Fair is on
track to take place virtually in October.
Q2: Innovations Fair took place online culminating with virtual
awards ceremony in December.
Meet or Exceed
Industry Safety
Standards
Improve consistently in comparison
to Bureau of Labor Statistics (BLS)
industry injury rates.
Continue to monitor accident/incident causes to identify and mitigate hazards. Ledbetter
Continue to provide regular analysis summaries to the District Safety Committee,
Safety Teams, and Management Team on accident/incident causation and
corrective measures.
Ledbetter
Enhance the safety culture through
improved training and
communications.
Increase visibility of Safety staff in the field. Ledbetter
Use learning management system to provide and track employee safety training. Ledbetter
Continue to conduct training based upon accident/incident causal factors, new
processes, equipment, or procedures. Ledbetter
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 68 of 91
Page 14 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 13
GOAL 4 – WORKFORCE DEVELOPMENT
Recruit, empower, and engage a highly trained and safe workforce
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
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
supervisors and managers. Ledbetter
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 69 of 91
Page 15 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 14
GOAL 5 – INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Strategy Initiative Key Success Measures Responsible
Person(s) Q1 Q2 Q3
Q4 / Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Manage Assets
Optimally to Prolong
Their Useful Life
Continue updating the 10-Year
Capital Improvement Budget (CIB)
consistent with recommendations
of the Asset Management
Program.
Complete condition assessments on all critical equipment on time and incorporate
into Capital Improvement Budget or Maintenance Program as appropriate.
Goel / Lopez /
Meyer
Q1: Steam Project condition assessments on schedule. Ongoing
condition assessments in Capital Program are on schedule and
several have been completed this quarter.
Q2: On track. Condition assessments of the Steam Project are
complete. Summarizing the finding in executive summary.
Q3: On target.
Implement the Large Diameter Pipe and Force Main Inspection and condition
assessment programs.
Gemmell / Frost /
Waples
Q1: Inspection Contract awarded 8/20/20 to Hoffman Southwest
(ProPipe). Q2: Completed manhole inspections for large
diameter pipe for baseline condition info before using multi-
sensor robots.
Q3: Working to finalize MSI inspection agreement. Completed
internal kickoff meeting for forcemain inspection project.
Expand reliability-based
approaches to maintaining assets.
Perform Reliability Centered Maintenance, Preventative Maintenance Optimization
(PMO), Defect Elimination, Safety Quality Effectiveness Audit, Root Cause
Analysis, and other strategic reliability-based analysis on treatment plant process
systems.
Meyer
Q1: 0; plans for Q2 include PMO Clarifier and RAS pumps, PMO
Influent Pumps, and Motors Boiler Feed Water Pumps and
Turbines.
Q2: 1 PMO.
Q3: 3 PMO’s were completed in Q3 (Influent Pump and Motors,
Primary Sed tank, and Boiler Feed Water system).
Improve the asset condition monitoring program by developing and deploying
condition-based and predictive-based technologies (e.g., infrared, vibration, and
ultrasound testing) across asset classes.
Meyer
Q1: Ongoing effort: inspection templates developed for each
technology; various staff have obtained certification in the
technologies; continue to implement technologies on various
asset classes. This project also overlaps with the Smart Initiative
- Asset Health Indicator and eventual health scores will be
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.
Q3: Began 3 month Steam Trap PM using the UT probe. 4
Electrical Shop Thermography PM’s completed (1 UV, and 3
MCC).
Add service contracts to computerized maintenance management software
(CMMS) to track work orders. Meyer / Gemmell
Q1: Started to track contracts in CMMS, ongoing effort. Q2:
ongoing
Q3: Still ongoing. Most contracts are in CMMS, there is a total of
11 in CMMS.
Transfer Pumping Stations maintenance program to CMMS. Meyer
Q1: Planned for Q3 and Q4.
Q3: There are others that needing assets numbers from Pump
Stations. So far, there is a total of 1,308 assets in CMMS.
Execute Long-Term
Capital Renewal and
Replacement Program
Integrate data from the
Comprehensive Wastewater
Master Plan (CWMP) and Asset
Management Program into the
Ensure all critical assets and processes in need of repair or replacement are
appropriately scheduled in the 10-Year CIP.
Lopez / Weer /
Meyer
Q1: Several critical VFDs replaced and other equipment included
in several projects in design.
Q3: RAS VFDs replaced.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 70 of 91
Page 16 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 15
analysis of long-term capital
improvement needs.
Develop a prioritization model for vertical assets. Gemmell / Goel /
Meyer
Q1: Early Adopter Contract signed with Innovyze on 10/5 to
replace InfoMaster with InfoAsset, which has a vertical asset
prioritization built in. Staff will be pilot testing the software. The
contract provides a freeze of the $7,800 annual subscription until
2023 during the pilot. Estimated savings of $64,000. In addition,
Central San will be evaluating software solutions as a part of IT
Master Plan that assist in the development of the prioritization
model for vertical assets.
Q2/Q3: Ongoing.
Harden infrastructure for climate
resiliency.
Identify vulnerable assets and develop mitigation measures. Meyer / Goel
Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability. Gemmell / Frost
Q1: Planned for Q3 and Q4.
Q2: Met with BAYCAN representative to initiate sea level rise
planning discussions.
Q3: Initiative will be completed FY 2021-22.
Protect Personnel and
Assets from Threats
and Emergencies
Enhance capability to mitigate,
prepare for, respond to, and
recover from emergencies.
Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch
Q1/Q2: Planned for Q3.
Q3: We continue to operate under COVID-19 health orders which
is an actual continuity condition. Tabling plans for a continuity
exercise until we return to normal operational conditions.
Maintain the Emergency Operations Plan. Deutsch Q1/Q2/Q3: Plan is up to date.
Expand participation in CalWARN to represent the needs of wastewater agencies in
emergency planning and responses. Deutsch
Q1: Ongoing.
Q2: No requests.
Q3: No requests.
Update emergency communication systems. Deutsch
Q1: Everbridge mass notification software is operational.
Q2: Notification tests performed among Ops staff.
Q3: Testing Iridium iGo with smart phones.
Increase the number of licensed amateur, or HAM, radio operators among staff. Deutsch
Q1: Ongoing.
Q2: No activity.
Q3: No changes.
Evaluate and implement
improvements to meet new or
evolving threats, both physical and
digital.
Budget and implement the projects identified in the Security Master Plan. Deutsch
Q1: Working with Capital Projects on Scoping for Security
Improvements Project.
Q2: Ongoing.
Q3: Completed scoping for camera upgrade project, issued RFP
for security guard services.
Provide regular security awareness training to staff. Deutsch
Q1: Ongoing.
Q2: No activity.
Q3: Found security overrides on interior doors.
Renovate security guard posts and update monitoring equipment. Deutsch
Q1: Included in site conditions improvement project for Solids
and other treatment plant capital projects.
Q2: Ongoing.
Q3: Reviewing draft plans for DP 7375.
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
paths. Huie / Weer Q1/Q2/Q3/Q4/Year-End: Work completed.
Continue to conduct third-party cybersecurity operation assessments focusing on
technology, people, and physical assets, including an audit to gauge readiness
against ransomware cyberattacks.
Huie
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 71 of 91
Page 17 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 16
GOAL 6 – INNOVATION AND OPTIMIZATION
Explore new technologies for continuous improvement
Strategy Initiative Key Success Measures Responsible
Person(s)
1st
QTR
2nd
QTR
3rd
QTR
4th QTR /
Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Implement the
Central San Smart
Initiative
Utilize data to optimize operation
and maintenance; improve asset
management; increase energy
efficiency, staff productivity, and
safety; and reduce facility
management costs.
Continue meetings of the steering committee formed in January 2020. LaBella
Q2: Steering Committee meetings were held quarterly through
2020.
Develop an implementation schedule for the initial projects. LaBella
Q2: An Implementation Plan was developed. Several projects will
be delayed in order to coordinate with the completion and
implementation of the IT Master Plan update currently in
procurement.
Establish project task forces and identify project champions. LaBella
Q2: This task has been completed for the projects initially
identified, but will be an ongoing effort as new projects are
identified.
Improve and Modernize
Operations through
Technology and
Efficiency Measures
Implement new ERP system,
including permitting software, and
integrate with linked systems.
Address e-procurement, contract management, and procurement card system
needs. King / Huie
Q3: Continued to work with consultant on system capabilities in
areas such as reporting, contract management, and inventory
management. Plan to purchase and implement software to
provide functionality and efficiency in the inventory management
processes.
Evaluate, select, and implement new SSC billing software. Gemmell
Q1: Several meetings with Oracle to add-on a billing component
to Permits Module. Meetings held with potential vendors.
Q2: Oracle will not be used for billing software. Kickoff meeting
between IT/PDS for billing software.
Q3: Consultant being engaged to develop Business Mapping.
Leverage software towards the elimination of paper processes. All Managers
Q1/Q2/Q3: Staff continues to use DocuSign, PayPal, and other
technologies to conduct business electronically. Oracle now
provides for invoice approval electronically.
Update procedures to reflect new business workflows. All Managers Q1/Q2/Q3: Staff is updating procedures as needed.
Evaluate and invest in cost-
effective and innovative technology
to enhance business processes.
Hold Applied Research meetings to promote innovation and continuous
improvement. Frost / Cauble
Q1: Staff hosted applied research committee meeting in August
2020.
Q2: Staff hosted applied research committee meeting in
December 2020 and participated in ISLE Technology Approval
Group meeting in October 2020.
Q3: Staff participated in ISLE Technology Approval Group
meeting in February 2021.
Continue to participate actively in the HYPOWERS pilot project to test an emerging
hydrothermal resource recovery process for solids handling. Frost / Cauble
Q1/Q2/Q3: Staff continues to participate and coordinate
HYPOWERS project. Funding and DOE approval for Phase 2 is
still TBD.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 72 of 91
Page 18 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 17
Expand and improve the use of mobile computing and communication
technologies, including applications for inspector and surveyor field staff.
Gemmell / Lopez
Q1: Inspectors have iPads. New Oracle Permitting Module will be
implemented at the end of Q2.
Q2: Construction Inspectors are utilizing mobile devices. Some
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.
Q3: Ongoing.
Review 1-, 2-, 3-, 5-, and 7-year pipeline cleaning schedules for optimization. Seitz
Always ongoing.
Provide Optimizations Program Annual Reports to Board. Gee
Q1: Managers reviewed FY 2019-20 Optimizations Tracking Log.
Annual report on track to be presented in the next few months.
Q2/Q3: Report presented to Administration Committee 12/15/20
and is scheduled to be presented to Board on 4/15/21.
Develop a Technology Roadmap to
encompass all major technology
implementation across the
organization.
Include ERP, CMMS, supervisory control and data acquisition, document
management, asset management, geographic information system, operational
technology projects, and beyond.
Huie
Q1: RFP written and to be released soon.
Q2: RFP finalist selected & Interviews scheduled.
Q3: Consultant negotiation in progress.
Organize the various technologies with overlapping areas of interest and use of
resources to plan projects with a global view. Huie Q1: RFP written and to be released soon.
Q2: RFP finalist selected & Interviews scheduled.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 73 of 91
Page 19 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 18
GOAL 7 – AGILITY AND ADAPTABILITY
Preserve business continuity during pandemic events or major natural disasters
Strategy Initiative Key Success Measures Responsible
Person(s)
1st
QTR
2nd
QTR
3rd
QTR
4th QTR /
Final
FY-End
Status
Performance in Achieving Success Measures
(Status, Comments, and Exceptions)
Maintain a Safe
Working Environment
for Employees and the
Public During the
COVID-19 Pandemic
Provide a safe working
environment.
Implement applicable federal guidelines, state directives, and local health and
safety orders. O’Malley
Provide pandemic status updates and recommended safety, operational changes,
and other information to employees. Barnett Q1/Q2/Q3: Provided updates at every Board meeting.
Collaborate on best practices with sister agencies. Barnett Ongoing and consistent.
Make improvements to the business practices and workplace to reduce the risk of
transmission.
O’Malley /
Gemmell
Q1: Engineering Controls Plan is being drafted.
Q2: Plan is developed and being implemented in phases.
Implement practical and reasonable revisions to work schedules to reflect social
distancing best practices. All Managers
Utilize automated business processes, virtual meetings, and other technologies to
minimize physical contact. All Managers
Ensure proper personal protective equipment (PPE) is provided, including masks,
gloves, and hygiene supplies. Ledbetter
Increase the frequency of cleaning on campus. Meyer
Q1: B&G hired two temporary staff to clean and disinfect as per
cleaning matrix. All work on target.
Q2: Staff coordinating cleaning frequency with HR and Safety
team.
Develop and employ an alternative
service delivery approach where
practicable.
Minimize face-to-face contact with customers, suppliers, and contractors. All Managers
Find new and innovative ways to provide service to the community, including
automated customer-facing programs. All Managers
Collaborate with community partners to be responsive to their needs. Barnett Ongoing and consistent.
Plan Ahead for
Scenarios of Direct
Adverse Impacts
Be prepared to modify operations if
needed to prevent or mitigate an
event in which staffing must be
reduced on site for health and
safety reasons.
Implement policies, procedures, and cost-effective technologies and security
measures to support teleworking as may be necessary. All Managers
Create working schedules that allow for optimal redundancy and operational
coverage. All Managers
Continue to cross-train staff for mission-critical functions. All Managers
Implement financial policies which
take into account the effects of
COVID-19 (e.g., market volatility,
deferred rate adjustments, and
revenue shortfalls from reduced
incoming system development
fees).
Continue to monitor and update financial performance and assumptions. Leiber / Mizuno /
Gemmell
Q1: Will report to Board at December 17 workshop.
Q2: Will report to Board again in March 2021 workshop.
Q3: Have continued to monitor and quantify COVID-19 related
impacts to revenues and costs.
Continue to present alternatives to allow appropriate policy choices for mitigating
customer rate impacts, meeting capital needs, and ensuring financial stability as a
result of the pandemic.
Leiber / Gemmell
Q1: Analysis and review of market conditions to prepare for a
COVID Impacts Workshop in December 2020.
Q2: Covid-19 financial impacts workshop held in December.
Materials for March 2021 workshop are being prepared to
provide various rate options in light of external economic
circumstances, and impacts on Central San finances.
Q3: Addressed COVID-19 related impacts in workshop, and in
financial plan.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 74 of 91
Page 20 of 31
ATTACHMENT 1
FY 2020-21 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Completed On Task / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
On Hold / Delayed / At Risk
(KSM is on hold, delayed, or at risk but recoverable)
Off Task
(KSM is in danger of not being fulfilled by 6/30/22)
Page 19
Account for any added costs
due to the pandemic.
Recognize savings opportunities through reduced Operations and Maintenance
and Capital costs as appropriate. All Managers
Re-prioritize and reschedule CIP projects as appropriate. Lopez
Q1. Several construction projects ongoing and overlapping due
to COVID. All projects have been staffed and scheduled
accordingly related to COVID.
Q2/Q3: Continued to evaluate the CIP for next budget cycle.
Pursue reimbursement of expenses from state and federal agencies, including
available grant programs. Leiber / Deutsch
Q1: FEMA reimbursements underway.Q2: Working with CalOES
to prepare project documents.
Q3: New CalOES contact, PA application near completion.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 1
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community
Metric FY 2020-21 Target Responsible
Person(s) Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE
Comments / Issues
Average onsite response time
for collection system emergency calls,
during working hours*
≤30 minutes
(FY 2019-20 Target:
≤20 minutes)
Seitz 33
FY 2019-20: 25.0
31.66
FY 2019-20: 33.0
35.00
FY 2019-20: 33.5
Average onsite response time
for collection system emergency calls,
after hours*
≤40 minutes Seitz 34.2 34.2 35.83
Average customer service rating for
emergency calls ≥3.8 out of 4.0 Seitz 3.50
FY 2019-20: 3.78
3.88
FY 2019-20: 4.0
3.66
FY 2019-20: 4.0
Average customer satisfaction rating on
construction projects ≥95% Carpenter No surveys sent No surveys sent 100%
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
are completed.
Q2: No construction surveys were sent out. One will be sent out in Q3, and the
others will follow the completion of current projects.
Q3: 15.9% response rate for Danville Sewer Renovation Project Phase 3 with
overall satisfaction rating of 100%.
Average customer satisfaction rating on
permit counter interactions ≥95% Gemmell 100% 100% 100%
Q1: Eight surveys received (rec’d) for Permit Counter; overall rating 4 out of 4.
Q2: Five surveys received; 4 ratings of 4 (Excellent) and 1 rating of 3 (Good).
Q3: 14 surveys received; 13 rates of 4 (Excellent) and 1 rating of 3 (Good)
Students served by
education programs ≥6,000 Barnett 1,241 7,926 6,048
Q1: Twelve hundred and forty-one (1,241) students were served through virtual
classroom programs.
Q2: Seven thousand nine hundred and twenty-six (7,926) students were served
through virtual classroom programs.
Q3: Six thousand and forty-eight (6,048) students were served through virtual
classroom programs. *Delta Discovery Voyage data (January and February) will
be added when it becomes available.
Participants in Plant / Household
Hazardous Waste Collection Facility tours
and District presentations
≥500 Barnett 361 102 104
Q1: Three hundred and sixty-one (361) people were served through virtual
community presentations and facilities tours
Q2: One hundred and two (102) people were served through virtual community
presentations and facilities tours
Q3: One hundred and four (104) people were served through virtual community
presentations and facilities tours.
Participants in Central San Academy ≥35 Gee 68 applications
received
72 applications
received
57 sign-ups
received for the
Spring 2021 virtual
program
Q1: Applications received from 68 potential attendees for the next session.
Q2: Received 4 additional applications for 72 total for the next in-person
session.
Q3: Received 57 sign-ups for the upcoming 4/21 and 4/22 virtual session.
Awards or recognitions received ≥10 Young
4 2 4
Q1: Four awards earned, unable to receive due to COVID but announced.
Q2: Two awards earned, unable to receive due to COVID but announced.
Q3: Four awards earned, unable to receive due to COVID but presented
* Performance may have been affected by modified working schedules to adhere to social distancing mandates due to the COVID-19 pandemic.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 2
GOAL 2 – ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Metric FY 2020-21 Target
Responsib
le
Person(s)
Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
National Pollutant Discharge Elimination
System compliance Zero violations Weer
Title V compliance Zero violations Weer
Recycled Water Title 22 compliance Zero violations Weer
Anthropogenic greenhouse gas (GHG)
emissions
<25,000 metric tons (MT)
CO2e per calendar year Cheng
Q1: On track to meet Calendar Year 2020 GHG target.
Q2: Met Calendar Year 2020 GHG target. Pre-verified total was 23,771 MT CO2e
Q2: On track to meet Calendar Year 2021 GHG target.
Sanitary sewer overflows ≤2.0 spills per 100 miles
of pipeline Seitz 0.32 0.71 1.23
Q1: There were a total of 5 SSOs for this quarter.
Q2: There were a total of 6 SSOs for this quarter. 11 total for the FY.
Q3: There were a total of 8 SSO’s for this quarter. 19 total for the FY
Spills to public water ≤3 Seitz 1 1 0
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.
Q3: There were no Category 1 SSO for this quarter. 2 total for FY
Percent of spills
less than 500 gallons ≥95% Seitz 80%
FY 2019-20: 100%
83%
FY 2019-20: 78%
89.47%
FY 2019-20: 72%
Q1: Out of the 5 SSOs this quarter, 1 was over 500 gallons.
Q2: Out of the 6 SSO’s this quarter, 1 was over 500 gallons. 2 total for the FY.
Q3: There were no SSO’s > 500 gallons this quarter. 2 total for FY.
Pipeline cleaning schedules
completed on time* ≥98% Seitz 99.66% 99.34 99.62
Pipeline cleaning quality assurance /
quality control (QA/QC)*
On ≥4% of pipelines
cleaned on an annual
basis
(FY 2019-20 Target: ≥3%)
Seitz 3.57%
FY 2019-20: 3.53%
3.16%
FY 2019-20: 2.89%
3.65%
FY 2019-20: 2.80%
Pipeline cleaning QA/QC passing rate* ≥98% Seitz 96.84%
FY 2019-20: 97.42%
95.83%
FY 2019-20: 93.28%
96.50
FY 2019-20: 95.58%
Annual Environmental Compliance
inspections and permitting
completed on time
100% Potter 100%
100%
100%
Q2: Non-emergency fieldwork suspended at end of second quarter in response
to local shelter-in-place order
Q3: Non-emergency fieldwork resumed in February.
Household Hazardous Waste (HHW)
management compliance Zero violations Wyatt
Gallons of recycled water
distributed to external customers ≥240 million gallons Foss 96 million gallons 30 million gallons 17 million gallons
kWh of electricity produced by
co-generation using natural gas
≥18 million kWh (reported
as a rolling average) Shima 22.5 million kWh 23.0 million kWh 22.4 million kWh Q3: On track to meet target.
kWh of solar power produced at Collection
System Operations and HHW Facility
≥220,000 kWh (reported
as a rolling average) Shima 273,000 kWh 271,000 kWh
271,000 kWh
Q3: On track to meet target.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 3
GOAL 2 – ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Metric FY 2020-21 Target
Responsib
le
Person(s)
Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
kWh of solar power produced
by a new solar array near the treatment
plant campus
≥2.5 million kWh
(reported as a rolling
average)
LaBella
Q1: Board consideration of the Power Purchase Agreement (PPA) is scheduled
for November 5, 2020. Current estimate for the start of construction is
September 2021.
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.
Q3: Project design by REC Solar/Duke (Duke), including evaluation of a new
system orientation, continued with some delays due to complications with Lagiss
property construction limitations and Fire District review/requirements. PG&E
Interconnection Agreement executed. CEQA completion, which is now
anticipated for Q4, is awaiting completion of 30% design by Duke.
* Performance may have been affected by modified working schedules to adhere to social distancing mandates due to the COVID-19 pandemic.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 4
GOAL 3 – FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Metric FY 2020-21 Target Responsible
Person(s) Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
Maintain service affordability
Sewer Service
Charge (SSC) less
than average of Bay
Area agencies
SSC plus Ad Valorem
tax less than average
of Bay Area agencies
≤0.78% of median
household income
Leiber
Residential rates
unchanged and still
below average of
Bay Area agencies
<0.78% of median
household income
Residential rates
unchanged and still
below average of
Bay Area agencies
<0.78% of median
household income
Residential rates
unchanged and still
below average of
Bay Area agencies
<0.78% of median
household income
Residential rates
unchanged and still
below average of
Bay Area agencies
<0.78% of median
household income
Residential rates
unchanged and still
below average of
Bay Area agencies
<0.78% of median
household income
FY 2020-21 Residential rates unchanged from FY 2019-20 and still below
average of Bay Area Agencies. SSC / Median Income is <0.78%. Updated rate
comparison was presented at March 25, 2021 workshop.
Standard and Poor’s and Moody’s
credit ratings AAA/Aa1 Leiber AAA/Aa1 AAA/Aa1 AAA/Aa1 AAA/Aa1 AAA/Aa1
Ratings unchanged.
Debt service coverage ratio >2.0 Leiber / Mizuno >2.0
Q1: Debt service coverage projected to be >2.0.
Q2: Outlook continues unchanged.
Q3: Outlook continues unchanged.
Actual reserves
as a percentage of target 100% Leiber / Mizuno >100%
Q1: Year-end projected reserves >100% based on revenue and spending
performance in Q1.
Q2: Outlook continues unchanged.
Q3: Outlook continues unchanged. Reserve projection for 6/30/2021 shows full
funding of reserves.
Operating expenditures
as a percentage of operating budget ≥95% Leiber / Mizuno
Q1: FY 2019-20 at 93.3%. FY 2020-21 on track. Spending is underbudget as is
typical in Q1.
Q2: Favorable O&M spending variance may exceed 5%.
Q3: Current outlook is for FY 2020-21 spending to be about 6.3% under
budget.
Reported material weaknesses or
significant deficiencies
in internal controls as part of annual
financial audit
Zero Leiber / Mizuno
Q1: FY 2019-20 audit is underway.
Q2: CAFR delivered to and accepted by Board in December 2020. No material
weaknesses or significant deficiencies reported.
Difference in inventory value in Purchasing
database vs. value submitted to Accounting ≤1% King 0.62%
0.62% for Q1 (only July and August due to ERP migration in September). This
metric is no longer needed since all the data now resides in one database in
Oracle, as opposed to the two databases in HTE, which required a monthly
reconciliation.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 5
GOAL 3 – FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Metric FY 2020-21 Target Responsible
Person(s) Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
Accuracy of physical inventory count
vs. book value ≥95% King 97% Data not yet
available in Oracle
Data not yet
available in Oracle
Q3: Work is underway to automate inventory counts, and data should be
available for Q4.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 6
GOAL 4 – WORKFORCE DEVELOPMENT
Recruit, empower, and engage a highly trained and safe workforce
Metric FY 2020-21 Target Responsible
Person(s) Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
Average time to fill vacancy
(from request to hire) ≤60 days O’Malley/
Granzella
92 days
FY 2019-20: N/A
(zero recruitments)
80 days
FY 2019-20: 50 days
69.5 days
FY 2019-20: 58 days
Turnover rate at or below
median for combined utilities
via American Water Works Association
(AWWA)
≤7.8%*
O’Malley/
Shields
2.6% 0%
2.5%
Q1: There were 7 terminations out of 271 employees (2.6%).
Q2: There were no terminations.
Q3: There were 7 terminations out of 280 employees (2.5%).
Average annual training hours
(external and internal training)
≥15 per full-time
equivalent employee
(FTE)
O’Malley/
Smith
3.06
FY 2019-20: 3.5
1.94
FY 2019-20: 4.6
5.65
FY 2019-20: 4.1
Q1: The average training hours per employee (including only the classes in OTIS
training database and safety hours) this quarter are 3.06 per employee.
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.
Q3: Training hours increased due to mandatory harassment training for all
employees.
Completion of
annual performance evaluations 100% O’Malley/
Granzella
(see comments for
Q1 performance)
FY 2019-20: 74%
(see comments for
Q2 performance)
FY 2019-20: 74%
(see comments for
Q3 performance)
FY 2019-20: 39%
Q1: July evals 86% rec’d; Aug. evals 83% rec’d; Sep. evals 82% rec’d.
Q2: Oct. evals 94% rec’d; Nov. evals 68% rec’d; Dec. evals 78% rec’d.
Q3: Jan. evals 86% rec’d; Feb. evals 78% rec’d; Mar. evals 80% rec’d.
Participation in annual Wellness Expo Increase by ≥10%
each year O’Malley Q1/Q2/Q3: Wellness Expo is dependent upon the status of the pandemic, but
virtual Wellness activities are being developed.
Workers’ compensation
experience modifier ≤1.0 Deutsch 1.10** 1.10* 1.10* 1.10** 1.10**
FYs 2019-20, 2020-21, 2021-22 expect to have higher ExMod as rolling three-
year calculation includes one very bad loss year. The 1.10 factor applies for the
entire FY.
Temporary modified duty provided
(Return to Work program)
≥95% of recordable
injuries Deutsch 100% 100% 100% Q1/Q2/Q3: Provided to all eligible employees within restrictions.
Internal promotions
(excludes entry-level positions) ≥25% O’Malley/
Granzella
67% 67% 20%
Q1: 67%.
Q2: 67%.
Q3: 20% for Q3 but still on target to meet ≥25% goal for FY.
Formal grievances processed Zero O’Malley Zero Zero Zero
Employee injury and illness
lost time incident rate
≤4.0 (via Bureau of
Labor Statistics)
≤3.4 (via American
Water Works
Association)*
Ledbetter
0.0
0.0 2.92
Q1: 0 recordable injuries, 137,828.3 hours worked.
Q2: 0 recordable injuries, 137,338.3 hours worked.
Q3: 2 recordable injuries, 136,987 hours worked.
* Median for wastewater-only utilities in FY 2017-18 as reported in the 2019 AWWA Utility Benchmarking book.
**Metric not included in FY 2018-20 Strategic Plan, so comparable FY 2019-20 quarterly figures are not available.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 7
GOAL 5 – INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Metric FY 2020-21 Target Responsible
Person(s) Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
Safety-prioritized work orders
completed on time 100% Meyer 93%
FY 2019-20: 85%
91%
FY 2019-20: 89%
92%
FY 2019-20: 100%
Regulatory Title V work orders completed
on time 100% Meyer 90%
FY 2019-20: 75%
92%
FY 2019-20: 94%
93%
FY 2019-20: 100%
Planned treatment plant
preventative maintenance
completed on time
≥90% Meyer 94% 92% 95%
Recycled water distribution system
maintenance schedules
completed on time
≥98% Seitz 100% 100% 100%
Q1: CSO completed all valve exercising and site inspections.
Q2: CSO completed all valve exercising. Site inspections were
completed in Q1.
Uptime for vehicles 100% Seitz 100% 100% 100%
Miles of sewers
replaced or rehabilitated
(focused on deteriorated
small diameter pipelines)
≥6.0 Mestetsky 2.5 Miles 3.4 Miles 2.2 Miles
Q1: Several projects ongoing in the collection system.
Large diameter and force main condition
assessment
≥3 miles per year for
the next five years
starting in
FY 2020-21
Gemmell
Q2: Manholes physically inspected in 4 sections in Danville Blvd and
39-inch sewer under HWY4; Force Main inspection program to start
in Q3.
Q3: Scope revised and inspections will resume in Q4.
Average time to execute Engineering
agreements from complete package
submittal or Board approval
≤2 weeks Lopez / King Data not yet
available**
Data not yet
available**
Data not yet
available**
Q1/Q2/Q3: Oracle report on this metric is still in development.
Several agreements delayed due to new ERP.
Capital expenditures
as a percentage of capital budgeted cash
flow including carry forward
≥90% Lopez 60%
FY 2019-20: 83%
70%
FY 2019-20: 91%
65%
FY 2019-20: 92%
Q1: Financial reporting and invoices delayed due to new ERP.
Q2: Invoicing behind and ERP continues to develop.
Q3: Spending YTD at 65% of budget; expect some pick-up in Q4.
Information system outages
affecting normal business operations 100% uptime Huie
Data backup and recovery Zero lost data Huie Zero lost data Zero lost data 1 data loss incident Q3: A staff member inadvertently deleted a SharePoint site, and only
an older version of the site was able to be recovered.
**Metric not included in FY 2018-20 Strategic Plan, so comparable FY 2019-20 quarterly figures are not available.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 8
GOAL 6 – INNOVATION AND OPTIMIZATION
Explore new technologies for continuous improvement
Metric FY 2020-21 Target Responsible
Person(s) Q1 Q2 Q3 Q4 FINAL FY-END
PERFORMANCE Comments / Issues
Projects initiated under
Central San Smart ≥3 LaBella
Projects initiated:
Q1: Development of Dashboard for Treatment Plant Maintenance
Decision-Making and Smart Manhole Cover Pilot
Q2: Development of CAD and Building Information Modeling (BIM)
Standards
Q3: Development of Dashboard for CSO Field Operations. Treatment Plant
Asset Handover Optimization and Development of an Asset Health
Indicator Tool on hold awaiting completion of IT Master Plan Update.
Reviews or pilot tests
of new and promising technology ≥3 Frost 2
4
(cumulative total
for FY)
5
(cumulative total
for FY)
Q1: Two pilots ongoing - Water Pigeons and Manhole Monitoring w/two
vendors - SmartCover and ADS.
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.
Q3: Initiated wastewater surveillance with Aquavitas for US Dept of Human
and Health Services (HHS) project.
Research papers and
findings presented
≥3 papers or
presentations Frost 0
3 0
Q1: 0 this quarter, presentations planned for Q2 re: recycled water surge
analysis and wastewater SARS-CoV-2 research.
Q2: Presented surge analysis at CWEA Virtual Annual Conference, and
presented wastewater-based epidemiology work at East Bay Municipal
Engineers and Headwaters Institute.
Q3: No new papers or presentations.
Don’t Just Fix It; Improve It
work orders completed* ≥35 Meyer 0 2 1
Q1: 0, some slowdown due to COVID but expect it to pick up in next
quarters.
Q2: 2 DJFI work orders completed.
Q3: 1 DJFI work order completed.
Completed optimizations ≥20 Gee
Q1/Q2/Q3: Optimization efforts continue, and managers continue to track
progress quarterly.
* Performance was affected by modified working schedules to adhere to social distancing mandates due to COVID-19.
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 9
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
PERFORMANCE Comments / Issues Operational Number of
sanitary sewer overflows
(during the last five years
for the same time period)***
≤1 standard
deviation Seitz 2.04** 2.71** 3.44**
Permit compliance 100%
Nguyen (Air)
Esparza (Liquid)
100% (Air)
100% (Liquid)
99.9% (Air)
100 % (Liquid)
100% (Air)
100% (Liquid)
Q1: 0 days out of compliance for air and liquid permits.
Q2: There were 2 furnace bypass events lasting a few
minutes at most each.
Q3: 0 days out of compliance for air and liquid permits.
Seitz
(Collection System) 99.8%** 99.7%** 94.5%**
Q1: 0.17 days out of compliance for collection system.
Q2: 0.30 days out of compliance for collection system.
Q3: 4.96 days out of compliance for collection system
Productivity 95% Leiber >95% >95% >95%
Q1: Detailed assessment not completed for Q1, but with
return to work of all groups, productivity goal is met at
>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%.
Q3: Same as Q2. Financial Increase in costs to the
Operations & Maintenance budget
beyond what is approved
0% Leiber / Mizuno
Q1: O&M spending is below budget.
Q2: O&M spending is below budget.
Q3: O&M Spending is projected to be 6.3% below budget.
Revenue projections met 100% Leiber / Mizuno
Q1: SSC on track. Other revenues TBD.
Q2: In the aggregate (total budget for each fund),
revenues appear to be on track.
Q3: Revenues are essentially on track. O&M revenues at
about 99.3% of plan, and SC revenues at 101.5% of plan.
Additional increase in
unfunded liabilities ≤5% Leiber
Q1: With stock market generally recovered to pre-COVID
levels, no significant increase in UAAL is anticipated as of
Q1. CCCERA 2019 valuation report received in October
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.
Q3: Unchanged outlook.
Funds granted from available state
and federal reimbursement
programs
100% of requested
funds Leiber / Deutsch
Q1: Pending results, but costs are being tracked for
reimbursement filing.
Q2: Working with CalOES to prepare project documents.
Q3: FEMA Public Assistance (PA) application in progress.
May 4, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 84 of 91
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ATTACHMENT 2
FY 2020-21 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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.
Completed On Track / Revised Approach
(Target was met for the FY) (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)
On Hold / Delayed / At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
Off Track
(Target is in danger of not being met for the FY)
Page 10
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
PERFORMANCE Comments / Issues Customers Customer satisfaction levels ≥90%
Seitz (Average customer
service rating for collection
system emergency calls)
87.5%** 97%** 91.50%**
Q1: 3.50 out of 4.0.
Q2: 3.88 out of 4.0.
Q3: 3.66 out of 4.0.
Carpenter (Average customer
satisfaction rating on
construction projects)
No surveys sent No surveys sent 100%
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 are completed.
Q2: No construction surveys were sent out. One will be
sent out in Q3, and the others will follow the completion of
current projects.
Q3:15.9% response rate for Danville Sewer Renovation
Project Phase 3 with overall satisfaction rating of 100%.
Gemmell (Average customer
satisfaction rating on permit
counter interactions)
100% 95% 98%
Q1: Eight surveys received for Permit Counter; overall
rating 4 out of 4.
Q2: Five surveys received; 4 ratings of 4 (Excellent) and 1
rating of 3 (Good).
Q3: 14 surveys received: 13 ratings of 4 (Excellent) and 1
rating of 3 (Good). Safety Requested personal protective
equipment (PPE) provided 100% Ledbetter
Requested safety improvements
to the workplace fulfilled 100% Ledbetter / Gemmell
Q2: Engineering Controls installed for COVID-19.
Employees trained on COVID-19
prevention 100% Ledbetter
Twice-daily cleaning of all restroom
facilities 100% Meyer 100% 100% 100% Q1: B&G has two temporary staff members and janitorial
staff completing all cleaning and disinfection per schedule. Execution of Capital Improvement Program Capital expenditures as a
percentage of capital budgeted
cash flow including carry forward
≥85%*** Lopez 60%
FY 2019-20: 83%
70%
FY 2019-20: 91%
65%
FY 2019-20: 92%
Q1: Financial reporting and invoices delayed due to ERP.
Q2: Invoicing behind and ERP continues to develop.
Q3: Spending YTD at 65% of budget; expect some pick-
up in Q4.
* The intent of this metric is to measure whether overflows have increased during pandemic events or natural disasters. If increased, the goal is to have a standard deviation of ≤1. Because overflows have been reduced in FY 2020-21 as of Q2 when compared to the same time period over
the past five years, the standard deviation of 6.79 means the target was met and exceeded.
** Metric not included in FY 2018-20 Strategic Plan, so comparable FY 2019-20 quarterly figures are not available
*** Performance on the Goal 7 metrics will only be tracked in the event of a pandemic or natural disaster, in which case the target for this metric will supersede the ≥90% target of the same metric in Goal 5.
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