HomeMy WebLinkAbout04.d. Review draft Fiscal Year 2020-21 Strategic Annual ReportPage 1 of 44
Item 4.d.
F--1-448�411C-S0
November 2, 2021
TO: ADMINISTRATION COMMITTEE
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: PHILIPLEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: REVIEW DRAFT FISCAL YEAR 2020-21 STRATEGIC PLANANNUAL
REPORT
Attached is Central San's draft Fiscal Year (FY) 2020-21 Strategic Plan Annual Report, summarizing staff
achievements from July 1, 2020 to June 30, 2021, in the first year of the FY 2020-22 Strategic Plan.
ATTACHMENTS:
1. Draft FY 2020-21 Strategic Plan Annual Report
2. Presentation
November 2, 2021 Regular ADM IN Committee Meeting Agenda Packet - Page 28 of 106 (Amended)
C-
CENTRAL CONTRA COSTA
SANITARY DISTRICT
November 2, 2021 Regular ADM IN Committee Meeting Agenda Packet - Page 29 of 106 (Amended)
MESSAGE FROM THE
GENERAL MANAGER -
Central San was founded in 1946 to provide wastewater
treatment service to a community that was growing during the
post World War II boom. When we were created, Central San
had a service area population of about 15,000 people;
16.5 miles of pre-existing sewer pipe, and no treatment plant.
Page 3 of 44
Today, seventy-five years later, we collect and clean more than 13 billion gallons of wastewater
every year from nearly 500,000 people and more than 3,000 businesses, through more than
1,500 miles of pipes that we maintain. We still provide an essential service to our community -
all while continuing to evolve to meet changing needs. Just as it was when we were created in
1946, we are currently in the midst of another watershed moment in our society. From the
COVID-19 pandemic, to climate change, to social justice, the world is coming to grips with
challenges and opportunities facing humankind and the environment. Through it all, we remain
flexible with the way we operate to ensure the safety of our employees, the continuation of our
service, and prioritizing the needs of all the customers we serve to play a positive role in our
community.
Our front-line employees are onsite every day, proud to continue our storied history of
protecting public health and the environment. We are grateful for their dedication and
ingenuity, going above and beyond to carry out their duties with safety and service in mind.
We will continue our prudent financial practices, pursuit of new technologies and innovations to
make the best use of our financial resources, and taking on significant capital projects to ensure
reliability, resiliency, and readiness for the future.
In addition to our employees, I would like to thank the Board for providing the vision, resources,
and support necessary to achieve our goals and respond to challenges. We will carefully
continue our operations and constantly reevaluate our plans as needed to swiftly adapt to
changes. We remain committed to continuing the tradition of customer service, responsible
rates, and reliability at Central San into the next 75 years and beyond.
�11 .' In y` *I
Roger S. Bailey
GENERAL MANAGER
PAGE 1
November 2, 2021 Regular ADM IN Committee Meeting Agenda Packet - Page 30 of 106 (Amended)
Page 4 of 44
MAJOR STRATEGIC
ACCOMPLISHMENTS
• Continued to provide essential wastewater treatment and collection services without
interruption during the pandemic, while maintaining a safe and healthful workplace.
• Developed digital learning Pipe Protectors program to present a hands-on, science -based
curriculum via online learning formats, and served 21,673 students in education programs.
• Implemented a Customer Relief Program and a Non -Residential Capacity Fee Installment
Payment Program for customers to address the impacts on the economy from COVID-19.
• Received the National Association of Clean Water Agencies (NACWA) Peak Performance
Platinum Award, marking 23 consecutive years of 100% compliance with Central San's
National Pollutant Discharge Elimination System (NPDES) Permit — the longest successful
streak of any wastewater agency in California and among the top 20 in the nation.
• Responded to 23 sanitary sewer overflows.
• Paid off the outstanding pension unfunded actuarially accrued liability (UAAL) of $70.8 million,
which is anticipated to save about $15 million in interest costs through 2029.
• Replaced 8.7 miles of aging neighborhood sewer pipes.
• Oversaw over 47,000 visits to the Household Hazardous Waste Collection Facility (HHWCF)
and Residential Recycled Water Fill Station.
• Collected 2,715,000 pounds of household hazardous waste (HHW) and 5,600 pounds of
pharmaceuticals.
• Achieved 20 consecutive years of receiving the Government Finance Officers Association
(GFOA) Certificate of Achievement for Excellence in Financial Reporting and received the
GFOA Distinguished Budget Presentation Award for the third consecutive year since first
applying for the award three years ago.
• Launched the Employee Recognition Events Program to allow managers to acknowledge
extraordinary achievements.
• Developed an Innovation Recognition Program, which included the first annual Innovations
Fair, showcasing and celebrating employee ingenuity.
• Received Best Asset Management Program 2020 award from Uptime Magazine.
• Began work on Filter Plant and Clearwell Improvements to ensure the continued reliability
of the recycled water system and expand capacity.
• Launched a pilot to assess the condition of large -diameter pipes with new technology.
• Completed critical inspections and improvements to the outfall pipe which carries clean,
treated water to Suisun Bay.
• Completed upgrades to the Emergency Sludge Loadout Facility, a critical step in the planned
improvements to the Solids Handling Facility.
• Participated in and launched wastewater surveillance efforts with Stanford University,
University of California at Berkeley, Contra Costa Health Services, and United States
Department of Human and Health Services.
PAGE 2
November 2, 2021 Regular ADM IN Committee Meeting Agenda Packet - Page 31 of 106 (Amended)
Page 5 of 44
ABOUT CENTRAL SAN
Central San is a special district which was established in
1946. It is headquartered in Martinez, California, and is
proud to serve its communities (service area map pictured)
with wastewater collection and treatment, household
hazardous waste collection, and recycled water distribution
services. Central San has 292 budgeted full-time employees
led by a General Manager, 3 Department Directors, and
13 Division Managers.
PEOPLE
• Value customers and employees
• Respect each other
• Work as a team
• Work effectively and efficiently
• Celebrate our successes and learn
from our challenges
PRINCIPLES
• Be truthful and honest
• Be fair, kind, and friendly
• Take ownership and responsibility
Martinez
Concord
Pleasant Hill
Clayton
Walnut Creek
Orinda
Lafayette
Moraga
Oakland
Danville
• Headquarters, Treatment Plant, HHW
Collection Facility
San Ramon
■ Collection Systems Operation (Sewer
Maintenance)
Wastewater Collection and Treatment;
HHW Collection
Wastewater Treatment and HHW
Collection
HHW Collection Only
U t miles A
T
MISSION, VISION,
VALUES, AND GOALS
MISSION
To protect public health and the environment
VISION
To be a high-performance organization that provides
exceptional customer service and regulatory
compliance at responsible rates
COMMUNITY
• Value water sector partners
• Foster excellent community relationships
• Be open, transparent, and accessible
• Understand service level expectations
• Build partnerships
LEADERSHIP AND COMMITMENT
• Promote a passionate and empowered
workforce
• Encourage continuous growth and
development
• Inspire dedication and top-quality results
• Provide a safe and healthful environment
November 2, 2021 Regular ADMIN Committee Me Egenda Packet - Page 32 of 106 (Amended)
KEY METRICS
set targets, track progress, ouaoo
and evaluate performance.
Page 6 of 44
STRATEGIC PLAN
i GOALS
are the foundation of the Strategic Plan. They are
set by the Board to identify Central San's priorities.
STRATEGIES
)utline Central San's approach to achieve its Goals,
)vercome its challenges, accomplish its mission, and
-neet the community's needs in the best possible ways.
0000 INITIATIVES
describe the actions staff will take to enact the
Strategies.
KEY SUCCESS MEASURES
provide examples of the types of tasks that further
the Initiatives.
STRATEGIC PLANNING
Central San develops its Strategic Plans on a two-year cycle, while tracking
progress quarterly and producing performance reports annually. The
Strategic Plans establish policy direction, outline core commitments,
focus initiatives, and track performance with key performance metrics.
FY 2020-21 represents the first half of the FYs 2020-22 Strategic Plan.
Effective Utility Management
A Primer for Water and Wastewater Utilities
BEPA = — A' d�
.�.w ._.. NACM
EFFECTIVE UTILITY MANAGEMENT
Since the development of the FYs 2016-18 Strategic Plan, staff has
used the Effective Utility Management (EUM) model as a tool to
identify practices and procedures to improve operations and move
toward continued sustainability. The EUM framework was originally
developed in 2007 by the American Water Works Association, U.S.
Environmental Protection Agency, and nine other association
partners representing the U.S. water and wastewater sector. It
consists of 10 attributes that provide succinct focus areas for
effectively managed utilities and what they should strive to achieve.
November 2, 2021 Regular ADMIN Committee MeefingEAgenda Packet - Page 33 of 106 (Amended)
GOAL ONE
. 1
�ff•J trat
OMER AND COMMUNITY Page 7 of 44
e Exceptional Customer Service and
Lain an Excellent Reputation in the Community
• -
Deliver High -Quality Customer Service
♦ Provided wastewater treatment service with no interruptions during the COVID-19 pandemic and Pacific Gas
& Electric (PG&E) Public Safety Power Shutoffs.
♦ Implemented a Customer Relief Program for sewer service and recycled water charges for all customers,
to address the impacts on the economy from COVID-19.
♦ Created a Septic to Sewer Financing Program as a two-year pilot to encourage single-family houses to
connect to nearby sewer mains.
♦ Completed urgent sewer replacements such as in El Toyonal in Orinda, to lessen impacts to the public and
nearby residents.
♦ Processed 7,768 Permit Counter applications, representing a 21% increase compared to FY 2019-20.
♦ Responded to 325 collection system service requests. __
♦ Received and cleared over 30,915 USA locating requests on time. High Customer
♦ Oversaw over 47,000 visits to the HHWCF and Residential Recycled Water Fill Satisfaction Ratings for
Station by residents, small businesses, reuse customers, retail partners, and Sewer Renovation
fill station users. ` Construction Projects
♦ Collected 2,715,000 pounds of HHW.
♦ Collected 5,600 pounds of pharmaceuticals. ♦ 100% for Walnut Creek
♦ Responded to 68 Public Records Act requests. Sewer Renovations,
♦ Held virtual Board meetings to help facilitate public participation and open Phase 14
government during the pandemic. ♦ 94% for South Orinda
♦ Provided informational letters and online presentations in place of in -
Sewer Renovations,
person workshops for the South Orinda Sewer Renovations Project, Phase Phase 8
8, and Walnut Creek Sewer Renovations Project, Phase 15. ♦ 93% for Lafayette Sewer
♦ Produced new informational videos: "HHWCF Behind the Scenes" and Renovations, Phase 14
"Conversations with the Board of Directors." ♦ 93% for Danville Sewer
♦ Aired 504 public service announcement commercial spots for two weeks Renovations, Phase 3
during Thanksgiving, urging customers to recycle their cooking oil at the
HHWCF. The messages reached 62.6% of households in the service area.
♦ Published a Standard Specifications pocket guide in both English and Spanish, for Development Inspectors to
distribute to contractors.
♦ Created a Non -Residential Capacity Fee Installment Payment Program to provide broader financing for
businesses struggling in the current economic climate.
♦ Developed a digital Pipe Protectors program to serve students with a hands-on, science -based curriculum
that was presented via online learning formats.
♦ Facilitated voting through a secure, public ballot drop box installed on campus.
♦ Began flying a drone for public outreach and internal support, to fill the need to show critical infrastructure
upgrades as a demonstration to customers of how past and future rates are used responsibly. The drone may
also be used for crisis response, to assess damage impacts, and to perform progress mapping for projects.
Maintain a Positive Reputation
♦ Hosted 33 attendees, including alumni and new participants, at a Central San Academy session which was
held virtually over two nights. Currently, 79 applications have been received for the next session.
♦ Increased social media followers by approximately 40% on YouTube, Facebook, Twitter, and Instagram.
November 2, 2021 Regular ADM IN Committee MegtA-GE,4,genda Packet - Page 34 of 106 (Amended)
4
CUSTOMER AND COMMUNITY GOAL r
Provide Exceptional Customer Service and .
Maintain an Excellent Reputation in the Co unit
• -• • -71
Maintain a Positive Reputation (continued)
♦ Designed a new maintenance access hole lid to increase
recognizability in the service area.
♦ Advocated at the state and national levels on issues affecting
Central San.
♦ Board Members continued to present at council meetings and
attend interagency events.
♦ Continued to meet with city managers and other stakeholders
to discuss potential construction impacts to the community.
♦ Continued to take roles in various professional organizations
to present at conferences, network with peers, and increase
visibility.
♦ Phil Leiber, Director of Finance & Administration, continued to
serve on the County's Treasury Oversight Committee.
♦ Roger S. Bailey, General Manager, served on the boards of
National Association of Clean Water Agencies (NACWA),
California Association of Sanitation Agencies (CASA),
WateReuse, California African American Water Education
Foundation, and John Muir Health to strengthen ties to the
water sector and the community Central San serves.
♦ Staff was invited by American Council of Engineering Companies
Educational Program to participate on a panel of experts
regarding Sustainability of Infrastructure Projects using Envision.
♦ Provided step-by-step directions to CASA on creating and
gathering data for a Wipes Clog Pipes map for agencies with and
without geographic -information -system enabled maintenance
records, to assist CASA's outreach coalition efforts.
�= Supporting Schools from a Social Distance
^,. Central San's education programs are designed to bring the work of wastewater treat
ment directly to its youngest customers. This classroom visitation model was tested
when local schools moved to distance learning. To continue supporting schools under
these unprecedented circumstances required a whole new level of creativity and resourcefulness. To meet the
challenge, staff created a variety of innovative learning opportunities, from virtual tours to hands-on science
activities using common household supplies. By designing engaging science -based activities around materials
almost anyone would have on hand, staff ensured the lessons would be accessible to students and families
across the service area. Central San's education partners also turned to outside -the -box solutions to support
remote learning. The Marine Science Institute worked with Central San and the Contra Costa Water District
(CCWD) to create a virtual Delta Discovery Voyage to help thousands of students understand the source of
their drinking water and the destination of their final effluent - all from their home computers. Doug Nolan
adapted his Flow of Water education program (a joint program of Central San and CCWD) online and was able
to serve over 10,000 students with his engaging educational program from a distance. All told, Central San's
education programs were able to adapt and respond to the needs of virtual classrooms, and in the process were
able to serve 21,673 students.
November 2, 2021 Regular ADM IN Committee Meq#A-GEP6genda Packet - Page 35 of 106 (Amended)
+ I..U31VMCK ANU C,,VMI
. Provide Exceptional C
Maintain an Excellent
a . - ql�
AWARDS
_ Central San is proud and grateful to be recognized in industry and professional organizations
for the work performed by its staff. Each award represents a commitment to continuous
improvement, distinction in leadership, and dedication toward bringing value to the customers
and community that Central San serves.
♦ Best Asset Management Program 2020 award from Uptime Magazine.
♦ Municipal Information Systems Association of California (MISAC) Award for Excellence in
Information Technology (IT) Practices for the 4th consecutive year.
♦ MISAC President's Award for IT Manager John Huie.
♦ Achievement of Excellence in Procurement Award for the 101h consecutive year, recognizing
organizational excellence in public purchasing.
♦ NACWA 2019 Peak Performance Award — Platinum 23, marking the 23rd consecutive year of 100%
compliance with Central San's NPDES Permit for wastewater discharge.
♦ GFOA Certificate of Achievement for Excellence in Financial Reporting for the 20th consecutive year
and the Distinguished Budget Presentation Award for the 3rd consecutive year.
♦ California Water Environment Association Statewide and San Francisco Bay Section 2020 Awards
for Community Engagement and Outreach Project of the Year for the virtual treatment plant tour.
♦ NACWA Platinum Excellence in Management Recognition Award for effective utility management.
♦ 2020 California Association of Public Information Officials (CAPIO) Excellence in Public Information
& Communications (EPIC) Awards:
0 Large Population - Newsletter or Magazine for the Pipeline Customer Newsletter
0 Award of Distinction — Large Population - Photography for Central San's Heavy Lifters Photo
0 Award of Distinction — Social Media Campaign for Central San's "Wipes Clog Pipes" Campaign
CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and
Maintain an Excellent Reputa lon in the Communi
Celebrating 75 Years of
Service to the Community
Central San has been protecting public health and the
environment since 1946. To commemorate 75 years of
service to the community, Central San is celebrating all
year long with an online tour experience at
centralsan.org/75th.
Developed in-house, the unique website features
an interactive 360-degree tour of Central San's
treatment plant and facilities; behind -the -scenes
videos, photo galleries, and interviews; historical
facts; drone flyovers; and a learning hub with
hands-on science activities for kids. Customers
can also find environmental information on
how to protect their pipes, safely dispose of
household hazardous waste, and get free recycled
water for their gardens. The site even includes
hidden prizes and other surprises.
4
ATR.EATMENT*
:PLANT TOUR:
F, �i
pwot!= �. W
M
HELP US CELEBRA
75YEARSOE CENTRAL <SAN!
Central San is sharing the Experience via its website,
social media, customer newsletter, and other outreach
to the community.
Central San began preparing for its anniversary
celebration amid the pandemic. The 75th Anniversary
Experience provides a creative solution in lieu of a
large public event. It allows customers to engage with
and learn more about Central San throughout the
anniversary year and beyond, all at their convenience.
November 2, 2021 Regular ADM IN Committee Meetirp%&@nda Packet - Page 37 of 106 (Amended)
If
CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and
Maintain an Excellent Reputation in the Community
Page 11 of 44
I
Metric
Target
Performance
Average onsite response time for
collection system emergency calls,
530 minutes
34.4 minutes*
during working hours
Average onsite response time for
collection system emergency calls,
540 minutes
33.995
minutenute s*
after hours
Average customer service rating for
>_3.8
3.73
emergency calls
out of 4.0
out of 4.0
Average customer satisfaction rating
on construction projects
>95%
96.5%
Average customer satisfaction rating
on permit counter interactions
Students served by education programs
>_6,000
21,673
Participants in Plant/HHWCF tours
and District presentations
>>-500
783
Participants in Central San Academy
>_35
33
Awards or recognitions achieved
10
13
*Performance may have been affected by modified working schedules
to adhere to social distancing mandates due to COVID-19.
** Feedback focused on turn -around time of plan review and suggestions of adding staff.
The reduced turn -around time relates to an overall increase in Development workload and a temporary
situation where full-time staff needed to train two new Engineering Assistants.
Target met
Performance met or exceeded the target
Work in progress/
Performance fell short of the target, which is a stretch goal because:
Stretch goal * Current and past performance is not within reach of the target, and/or
Performance is affected by circumstances beyond Central San's control
Work in progress I Performance fell short, but within reach, of the target
AAWL
November 2, 2021 Regular ADMIN Committee McEft-GEPggenda Packet - Page 38 of 106 (Amended)
ENVIRONMENTAL STEWARDSHIP ■ ' ■
Meet Regulatory Requirements and Promote Sustainability
Achieve 100% Compliance in All Regulations
♦ Achieved 23rd year of continuous 100% compliance with all NPDES permit requirements governing
wastewater discharge and marking the longest successful streak of any wastewater agency in California and
among the top 20 in the nation.
♦ Responded to 23 sanitary sewer overflows.
♦ Cleaned 745.59 miles of sewers.
♦ Completed 16,695 work orders on schedule 99.4% of the time.
♦ Converted cleaning schedules from routine to scheduled maintenance to ensure each line has a
scheduled cleaning date.
♦ Performed 19.3% of all cleaning work on "hotspots."
♦ Closed circuit televised 120 miles of sewers.
♦ Continued the ongoing effort of reviewing frequency cleaning schedules for optimization, focusing on
6-month and 1-, 2-, 3-, 5-, and 7-year schedules.
♦ Completed District -wide Spill Prevention, Control, and Countermeasure Program revamp efforts.
♦ Renewed Bay Area Air Quality Management District Permit to Operate.
♦ Complied with the State Investigative Order for Per- and polyfluoroalkyl substances (PFAS) by participating in
the Region 2PFAS Study coordinated through Bay Area Clean Water Agencies (BACWA) and managed by
San Francisco Estuary Institute.
♦ Dewatered, inspected, tested, and repaired the outfall pipe —the 6-foot diameter, 3.5-mile pipe that
carries clean, treated water from the plant to Suisun Bay — while meeting all monitoring requirements.
♦ Bid the Solids Handling Facility Improvements (Solids) Project, which will address equipment needs to
reliably comply with current air regulations.
♦ Maintained 2020 anthropogenic greenhouse gas (GHG) emissions below the Cap and Trade inclusion
threshold.
♦ Conducted Board Member training on sexual harassment prevention.
♦ Coordinated biennial review of 27 existing Board policies and amendments to 12 Board policies.
Anticipate and Prepare for Potential Regulatory Changes
♦ Staff served in leadership roles as co-chairs for pre-treatment and permits committees.
♦ Environmental & Regulatory Compliance Division Manager Lori Schectel served as liaison to CASA State
Legislative Committee and Water Regulatory Workgroup, and continued to serve on the Executive Board
of BACWA.
♦ Communications and Government Relations Manager Emily Barnett was reappointed to 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 special districts.
♦ Supported proper wipes labeling by
0 Growing public support for Assembly Bill (AB) 1672 through the Pipeline newsletter and social media.
0 Supporting the reintroduction of AB 1672 for the 2021-22 Legislative Session, along with other
Pollution Prevention bills.
0 Leading Senate Bill 594 amendments to address the census data delay.
0 Being a major supporter of the second attempt at passing a federal bill.
♦ Presented ongoing state and federal legislation updates at Board meetings.
♦ Incorporated potential impacts of regulatory changes into long-range infrastructure and financing plans,
such as including the Solids Project State Revolving Fund and the Financial Plan.
November 2, 2021 Regular ADM IN Committee Mep�gq Benda Packet - Page 39 of 106 (Amended)
a ' Tie ENVIRONMENTAL STEWARDSHIP
Page 13 of 44
Meet Regulatory Requirements and Promote Sustainability
Support Regional Development of Local Water Supply
♦ Distributed approximately 235.3 million gallons of recycled water to Zone 1 customers.
♦ Distributed approximately 4.7 million gallons of recycled water through the Commercial Truck Fill Program.
♦ Distributed approximately 2.5 million gallons of recycled water through the Residential Fill Station.
♦ Constructed new steel storage tanks and replaced a failed transformer as part of the Filter Plant and
Clearwell Renovations Project —Phase 1.
♦ Initiated design of a tertiary membrane filter plant pilot to effectively produce Title 22 recycled water.
♦ Continued efforts toward the proposed Refinery Recycled Water Exchange with CCWD and Valley Water.
0 Board liaisons agreed to extend the Memorandum of Understanding (MOU) to June 30, 2022.
0 Central San and Valley Water agreed to extend the staff -level Cost -Sharing Agreement, to jointly fund
work by Raftelis Financial Consultants, to June 30, 2022.
♦ Accepted facilities and initiated a 3-year term for a Temporary Wastewater Diversion to support a collabora-
tion request from Dublin San Ramon Services District (DSRSD) — East Bay Municipal Utility District Recycled
Water Authority (DERWA), a recycled water joint powers authority, to divert raw wastewater from Central
San's San Ramon Pumping Station to DSRSD for the production of recycled water to meet DERWA's peak
summer irrigation demand. The first raw wastewater diversion was started in June.
♦ Continued to support the City of Concord's Community Reuse Project. Central San will resume efforts once a
new Master Developer is selected by the City.
♦ Received interest from regarding the development of a potential new satellite water recycling facility (SWRF)
to serve the Rossmoor community in Walnut Creek. East Bay Municipal Utility District has taken the lead on
developing an MOU.
♦ Presented an update on the Diablo Country Club SWRF Demonstration Project.
Reduce Reliance on Non -Renewable Energy
♦ Contra Costa County Fire Protection District review and 30% design were completed for the project to
construct a new 1.75-megawatt solar array near the treatment plant.
♦ Began using alternative renewable diesel fuel on the fleet at Collection System Operations (CSO), which will
reduce GHG emissions and increase reliability, with less downtime due to maintenance.
♦ Tracked energy on a monthly basis.
♦ Began work with PG&E and their RAPIDS Wastewater Treatment Optimization Program.
♦ Replaced lights in the parking lots, street lights, and the Electric Shop's emergency lights.
♦ Bid the Mechanical Shop HVAC system renovation project.
:4� COVID-19 Response
4 ♦ Communicated and complied with local county and state health orders and regulations.
♦ Strategically prioritized pipeline cleaning schedules to ensure service and combat overflows
despite reduced staffing.
Objectives for FY 2021-22
♦ Complete the construction of the Filter Plant and Clearwell Improvements - Phase 1A Project, which will
include replacing critical electrical gear and increase reliability at recycled water storage facilities.
♦ Continue working with project partners on recycled water expansion projects.
♦ Bring to the Board a draft policy on how Central San will prioritize recycled water projects.
November 2, 2021 Regular ADM IN Committee Mep�gq agenda Packet - Page 40 of 106 (Amended)
ENVIRONMENTAL STEWARDSH
Meet Regulatory Requirements and
Promote Sustainabili
R4 L. H
or
National Pollutant Discharge
Zero (0) violations
Zero (0) violations
Elimination System (NPDES) compliance
Title V compliance
Zero (0) violations
1 notice of violation (NOV)*
Recycled Water Title 22 compliance
Zero (0) violations
Zero violations**
<25,000
23,771 MT COZe in
Anthropogenic GHG emissions
metric tons (MT) COZe
calendar year 2020.
On track to meet 2021 target.
Sanitary sewer overflows
<2.0 spills per 100 miles
1.43 spills per
of pipeline
100 miles of pipeline
Spills to public water
53
2
Percent of spills <500 gallons
>_95%
87.0%
Pipeline cleaning schedules completed on time
>_98%
99.36%***
Pipeline cleaning
On >_4% of
quality assurance /quality control (CA/QC)
pipelines cleaned on
3.68%***
an annual basis
Pipeline cleaning QA/QC passing rate
>_98%
96.03%***
Annual Environmental Compliance Inspections and
100%
100%***
permitting completed on time
HHW management compliance
Zero (0) violations
Zero (0) violations
Gallons of recycled water distributed
>_240 million gallons
245 million gallons
to external customers
kWh of electricity produced by co -generation
>_18 million kWh (reported
22.7 million kWh
using natural gas
as a rolling average)
kWh of solar power produced at
2220,000 kWh (reported as
272,000 kWh
Collection System Operations and HHW Facility
a rolling average)
kWh of solar power produced
22.5 million kWh (reported
Project still on track to start
by a new solar array near the treatment plant campus
as a rolling average)
in Q4 of FY 2021-22
*NOV from Bay Area Air Quality Management District for emergency bypass damper opening due to PG&E power outage.
**Notified Regional Water Quality Control Board and Division of Drinking Water of two, one -hour recycled water contact time
excursions in calendar year 2020 which were identified in 2021. No comments or NOV have been received.
***Performance may have been affected by modified working schedules
to adhere to social distancing mandates due to COVID-19.
November 2, 2021 Regular ADM IN Committee Mep) qq ftenda Packet - Page 41 of 106 (Amended)
mill
FISCAL RESPONSIBILITY
Manage Finances Wisely and Prudently
Page 15 of 44
Maintain Financial Stability and Sustainability
♦
Completed a $58 million bond offering that will be directly used
for funding the CIP for the current and next FY, freeing up the
funding for paying down the UAAL.
♦
Paid off the outstanding pension UAAL of $70.8 million, antici-
pated to save about $15 million in interest costs through 2029.
♦
Fully funded the Other Post -Employment Benefits actuarially
determined contribution with an estimated $1.95 million going
towards drawing down the UAAL.
♦
Fully funded the actuarially determined contribution
requirements determined by the Contra Costa County
Employees' Retirement Association pension administrator and
paid an additional $1.25 million toward the Section 115
secondary pension trust.
♦
Upsized the State Revolving Fund (SRF) application to
$173.1 million for the Solids Project. So far, 7 out of 19
signatures/approvals have been given on the agreement.
' 1ti
♦
Completed a grant application for the Walnut Creek/Grayson
Creek Levee Project through the Federal Emergency Manage-
ment Agency (FEMA) Building Resilient Infrastructures and
Communities program.
♦
Contributed an additional $2.15 million in budgetary savings to
the newly established Rate Stabilization Fund reserve account in
the Running Expense fund, to help hedge against the adverse
impacts of cost pressure volatility on Sewer Service Charge (SSC)
r
stability.
♦
Reported to the Board on the Enterprise Risk Management
i I
program and risk inventory.
♦
Conducted annual reviews of the following:
- -
0 Current rates and fees, for reasonableness and
consistency.
0 Capacity fees, to ensure appropriate fees are assessed
and collected.
0 Businesses, to ensure consistent use with existing
.... . _ - -
permits and payment of capacity fees.
-- ♦
Managed claims aggressively to reduce costs and facilitate
resolution, resulting in an average cost per overflow claim of
$6,941.
♦
Updated insurance requirements for goods and services
contracts.
November 2, 2021 Regular ADM IN Committee Meip ,qq ftenda Packet - Page 42 of 106 (Amended)
FISCAI
Manage Finances Wise
Ensure Integrity and Transparency in _ _
Financial Management
♦ Received the Government Finance Officers Association
(GFOA) Certificate of Achievement for Excellence in
Financial Reporting award for the 201h consecutive year r
(pictured).
♦ Received the GFOA Distinguished Budget Presentation J
award for the 3rd consecutive year following Central San's
first -ever submission three years ago. _
♦ Hired a full-time, dedicated Internal Auditor.
♦ Completed a payroll design audit and begun an Information Technology (IT) security audit.
♦ Received an unmodified ("clean") external audit opinion and zero reported material weaknesses or
significant deficiencies in internal controls as part of the annual financial audit.
♦ Rolled out a completely restructured chart of accounts based on best practice guidance issued by the
GFOA, implementing a more logical parent -child segment structure allowing for greatly improved
reporting functionalities.
♦ Issued accurate and timely interim monthly financial reports, allowing for diligent monitoring of the
budget and accountability.
♦ Developed FY 2021-22 budget using the new Enterprise Performance Management Budget and Planning
software, used for both staff planning calculations as well as paperless gathering of budget information
from Division Managers and their delegate budgeteers.
♦ Worked on the annual Benchmarking Study based on the American Water Works Association (AWWA)
Utility Benchmarking framework.
0 Responded to benchmarking surveys from AWWA and Global Water Intelligence.
0 Conducted a statewide survey soliciting involvement from 34 California agencies.
0 Prepared the FY 2019-20 study to be presented in fall 2021, which compares Central San's
performance from FYs 2017-18, 2018-19, and 2019-20 to statewide and nationwide water/wastewater
agencies.
♦ Continued to use the Uniform Public Construction Cost Accounting Act for savings on administrative costs of
bidding and streamlining the bidding process for informal projects.
♦ Continued to evaluate, design, and manage construction sewer renovation projects in-house at costs below the
industry standards or compared to outside services.
COVID-19 Response
♦ Tracked all COVID-19-related costs so all eligible expenses can be included with the
reimbursement claim that will be submitted to state and federal assistance programs.
♦ Worked with California Office of Emergency Services to prepare Public Assistance application.
♦ Included a review of the potential impacts of the COVID-19 pandemic on Central San costs and revenues in the
FY 2020-21 Budget document.
Objectives for FY 2021-22
♦ Continue the development of the internal audit function with workplans presented annually and internal
audit reports presented to the Board.
♦ Enter into the Final Financing Agreement to receive SRF loan proceeds for the Solids Project.
♦ Present the FY 2019-20 Benchmarking Study.
November 2, 2021 Regular ADMIN Committee Mep�gq ftenda Packet - Page 43 of 106 (Amended)
Page 17 of 44
K
• ' FISCAL RESPONSIBILITY
(OA Manage Finances Wisely and Prudently
�etric
Target
Performance
SSC less than average of
Bay Area agencies
Target Met —
SSC plus Ad Valorem tax
FY 2020-21 residential rates
Maintain service affordability
less than average of
unchanged from FY 2019-20
Bay Area agencies
and are still below average
of Bay Area Agencies
:50.78% of median
household income
Standard and Poor's (S&P) and
AAA/Aa1
AAA/Aa1
Moody's Credit Ratings
Debt service coverage ratio
>_2.Ox
23.6
(using pre -audited figures)
Actual reserves as a
45.6% (O&M)
percentage of target
100%
278.7% (Sewer Construction)
(using pre -audited figures)
Operating expenditures
91.7/
as a percentage of
>_95%
(using pre -audited figures)
operating budget
Reported material weaknesses or
significant deficiencies
Zero (0)
Zero (0)
in internal controls
as part of annual financial audit
Difference in inventory value in
Purchasing database vs. value
51%
0.62%*
submitted to Accounting
Accuracy of physical inventory
>95%
97%
count vs. book value
* 0.62% for July and August only. The data is not available in the enterprise resource planning (ERP) software. This metric is
no longer needed since all the data now resides in one database in the ERP, as opposed to the two databases in the prior
software, which required a monthly reconciliation.
** 97% in July and August only. Data not yet available in the ERP software.
November 2, 2021 Regular ADMIN Committee Mepft ftenda Packet - Page 44 of 106 (Amended)
Pa e 18 of 44
WORKFORCE DEVELOPMENT i •
Recruit, empower, and engage a highly trained and safe workforce
Proactively Plan for Future Operational Staffing Needs
♦ Management Analyst transferred to Human Resources (HR) to oversee and develop Organizational
Development and Talent Management program initiatives.
• Developed a biannual Supervisors' Summit to discuss items of interest and receive brief refreshers on
safety directives, HR procedures, workers' comp practices, and other policies.
• Developed the Career Development Program for implementation in FY 2021-22, to offer employees
opportunities for career coaching and job shadowing to assist them in reaching their professional goals.
• Held virtual trainings and Q&As on Central San wide policies and procedures such as the transition to bi-
weekly pay and the COVID-19 Exposure Prevention Plan.
• Managed the third cycle of the BOOST Mentorship Program with 7 mentees with mentors paired across
divisions to learn about other parts of the organization outside the mentees' normal work activities, meet
new people, complete a project in the mentor's realm of responsibility, and present on that project to
Central San leadership.
• Completed and implemented the Classification Study
0 To ensure positions performing similar work with essentially the same level of complexity,
responsibility, knowledge, skills, and abilities are consolidated into like classifications
0 To update the job classification specifications to ensure that they reflect industry trends, current
essential functions/duties, and the knowledge and skills required for the classification
0 To ensure that they are compliant with all relevant state and federal laws (e.g., Americans with
Disabilities Act, Fair Labor Standards Act, Family and Medical Leave Act, etc.), and
0 To ensure that employees are appropriately classified and that employees are not assigned duties
that fall outside the scope of their classification.
♦ Developed pre- and post -employment testing matrix for all job classifications.
♦ Held a series of writing workshops for staff to improve communication and author clearer, succinct, and
professional documents.
♦ Offered financial webinars on budgeting, investment, retirement, and other topics related to managing
money.
♦ Offered wellness seminars on topics related to physical and mental health.
♦ Began offering a new online therapy benefit to support employees' mental health and overall well-being
through Talkspace, an online service that conveniently connects employees to a dedicated therapist from
a secure platform which is compliant with the Health Insurance Portability and Accountability Act of 1996.
• Offered periodic training for supervisors via the NorCal Employment Relations Consortium.
• Engaged the next generation of wastewater workers.
0 Continued the Summer Student and Internship Programs, offering positions across the organization.
0 Worked with BAYWORK to launch a new website with training resources.
0 Participated in BAYWORK's Next Gen Water Workforce event to host BAYWORK pre -apprentices and
assist them in exploring skilled trades jobs.
0 Hosted two interns from Los Medanos College in the Mechanical Maintenance Shop as part of the
Technical Trades Internship Program.
0 Engaged with community and technical colleges to assist their recruitment and program development.
0 Became an active participant in the BAYWORK-sponsored Racial Equity, Diversity, and Inclusion group,
including staff being certified in Diversity, Equity and Inclusion in the Workplace.
0 Continued coordinating with other agencies to support development of the regional workforce.
November 2, 2021 Regular ADM IN Committee Mep�gq Benda Packet - Page 45 of 106 (Amended)
Page 19 of 44
WORKFORCE DEVELOPMENT
Recruit, empower, and engage a highly trained and safe workforce
Welcoming College Students and
Recent Grads from Near and Afar:
Central San's First Externship Program
This year, Central San developed and implemented its first Externship
Program. For one work week in the spring, the online program provided an
insider look at multiple career paths in the wastewater industry.
Each of the five three-hour sessions was an engaging and interactive intro-
duction to Central San's divisions and the range of careers within each
workgroup. Staff from various walks of life joined the virtual meeting to
give the externs an intimate look into a typical day in their lives, what they
enjoy about their jobs, background on how they came to Central San, and
examples of projects they recently completed. These unique and engaging
presentations were tailored to the externs' interests and allowed the par-
ticipants time to ask questions and interact with the presenters.
The program was well received with over 100 applications. In the end,
45 externs attended the program, representing 8 states and 6 countries,
29 schools, 25 majors, and all academic standings, ranging from college
freshman to graduates who matriculated over a year ago. The externs
remain engaged with Central San, and some of their feedback is included
here.
Mav"� of the h%ghUghts were leorAEV"re
sovvtthCv q v,,ew each dad that re,?Ul u
surprCsed mt. > speci,al,l,U the fact
about ° flushable^ wCpes, seelvure how
vv,u ch nA.PCvvtev n Ar e it tct zes to keep
the pipes c10v,, nAci also how each
staff wtwtber really seevws to eojo�
th6r job.
This exterviship has tarnght me, so vnrnch dariviq
oar short time. I hope to ovie day work for Cevitral
Save or amy career ivi wastewater as I have a deep
passiovi for the "virovi mevit avid pablic health.
Cevitr,l Savi's vnissiovi avid valaes are what traly
ivispire to me work for thevn ovie day.
-Prior to this program I viever covisidered a potevitial
career ivi the wastewater ividastry. After learviiviq
,boat the high level of ivmortmoce avid essevitial vieed
of the District's oper,tiovis I viow do find myself
with a passioviate desire to parsae a career ivi the
i�dastry. P>esides beivig ivispired to parsm a career
within, I was also ivispired to brivig aw,reviess to the
critical vieed to make evivirovivnevital/wastewater
frievidly decisiovis.
s- ;low
wo
November 2, 2021 Regular ADMIN Committee Mergf 6 Abenda Packet - Page 46 of 106 (Amended)
Pa e 20 of 44
WORKFORCE DEVELOPMENT i •
Recruit, empower, and engage a highly trained and safe workforce
Foster Relationships across All Levels of Central San
♦ Held General Manager Town Hall discussions with each department.
♦ Continued to hold cross -divisional committee meetings, including the IT Leadership and Smart Initiative
Steering Committees.
♦ Completed preparation activities to assist in the timely adoption of successor MOUs for all bargaining groups,
including analysis, development of a tracking Gantt chart, and benchmarking studies.
♦ Held ongoing HR and union representative/employee meetings.
♦ Facilitated one-on-one meetings between each Board Member and the Executive Committee Members of
the Local One and Management Support/Confidential Group bargaining units to improve dialogue outside of
formal negotiations.
♦ General Manager and the Executive Committee Members of the bargaining units meet quarterly.
♦ Began tracking status of the resolution of issues arising from the Local One and Management Support /
Confidential Group Labor Management Committees.
Inspire Employee Engagement
♦ Launched Employee Recognition Events program to assist managers in acknowledging their teams'
extraordinary achievements.
♦ Developed an innovation recognition program, which included the first annual Innovations Fair, which
was held virtually and showcased and celebrated innovative employees going above and beyond to
improve and optimize their work over the last three years.
♦ Continued to publish the Lateral Connection monthly employee newsletters, which keep employees informed
about initiatives, activities, and information.
Meet or Exceed Industry Safety Standards
♦ Administration and Engineering Departments had zero lost workdays.
♦ CSO Division has worked 152 continuous days without a lost -time injury, Plant Operations Division has
worked 363 continuous days without a lost -time injury, and Administration and Engineering Departments
have worked 1,966 continuous days without a lost -time injury.
♦ Updated the Exposure Control Plan for Bloodborne and Infectious Pathogens.
♦ Oversaw Hazardous Materials Business Plan with no violations.
♦ Had zero Cal/OSHA violations.
♦ Responded to local wildfires by developing Safety Directive 7.1- Protection from Wildfire Smoke.
♦ District Safety Committee implemented Safety Suggestions in less than 60 days.
�+i� - �� _.. ,tom •,; .. ' : , .-, .�.� � T � � �����
November 2, 2021 Regular ADM IN Committee Mep�gq Benda Packet -Page 47 of 106 (Amended)
Page 21 of 44
lot'
PAM
WORKFORCE DEVELOPMENT
Recruit, empower, and engage a highly trained and safe workforce
* COVID-19 Response
In response to the pandemic and state and local health orders, Central San remained flexible and
swiftly adopted policies and provisions to balance three important objectives: maintaining work-
force and public safety, continuing the essential services provided by Central San, and ensuring
that staff remain productive and maintain their livelihood. Measures adopted to promote these objectives
included the following:
♦ Closed facilities to the public as needed and pivoted to services online where possible.
♦ Permitted the portion of the workforce who could do their work from home to telework on an interim
basis during the COVID-19 situation.
♦ Adopted and kept updated a COVID-19 Exposure Prevention Plan to serve as the guiding document for
preventive measures, hazard assessment and controls, and safe return -to -work protocols, based on
Centers for Disease Control and Cal/OSHA guidelines.
♦ Secured sufficient masks and other personal protective equipment (PPE).
♦ Enhanced and increased cleaning and disinfection of common areas.
♦ Modified operations to promote social distancing:
Administered temporary work schedules to reduce the number of staff in confined spaces such as
maintenance areas, vehicles, and other work areas.
o Worked as a team to reallocate tasks to limit staff on site.
o Continued using technologies to mitigate the risk of spreading the virus and facilitate continuation of
work, such as Microsoft Teams and DocuSign.
o Conducted virtual Board meetings.
♦ Required contractors to provide a COVID-19 Protection Plan.
♦ Restricted entry to critical locations such as the Plant Operations Control Rooms.
♦ Maintained a Cleaning and Disinfection Schedule Matrix to define trigger points based on capacity in
employee workspaces and proposed cleaning schedules.
♦ Began implementing an Engineering Controls Plan for returning staff to the workplace in a careful and
phased manner, with the input of the employees and bargaining unit representatives.
Objectives for FY 2021-22
♦ Hold the third Supervisory Academy.
♦ Launch the Career Development Program.
♦ Launch the Goals & Performance, Learning, and Safety ERP modules.
♦ Roll out new performance evaluation forms with a coaching and career development approach.
♦ Implement a learning management system.
♦ Continue to work collaboratively and keep open lines of communication with bargaining units to resolve
workplace issues in their early stages and prevent grievances.
♦ Continue to modify working schedules and conditions to reflect social distancing best practices during
the pandemic and ensure proper PPE is provided.
♦ Implement additional administrative and engineering controls to enact the Return to Office Plan and
safely bring staff back to the office in a thorough, thoughtful way that prioritizes the health and safety of
all employees, customers and the community.
November 2, 2021 Regular ADMIN Committee Mep�gq Benda Packet - Page 48 of 106 (Amended)
Pa e 22 of 44
WORKFORCE DEVELOPMENT A a
Recruit, empower, and engage a highly trained and safe workforce
Target
PerformanceMetric
Average time to fill vacancy
(from request to hire)
560 days
70.9 Days
Turnover rate at or below
6.8% (including retirees)
American Water Works Association
<7,g%
2.2% (excluding retirees)
industry median
>_15 hours per
Average annual training hours
full-time
(external and internal training)
equivalent
13.74 hours per FTE*
employee
(FTE)
Completion of annual
performance evaluations
100%
91.28%
Participation in annual
Increase by
45 participants served at a Wellness
Wellness Expo
10% each year
Clinic offered in lieu of the Expo**
Workers' Compensation
51.0
1.10***
experience modifier
Temporary modified duty provided
>-95% of
(Return to Work Program)
recordable
u
100%
injuries
Internal promotions
(excludes entry-level positions)
>25%
47.1%
Formal grievances filed
Zero (0)
Zero (0)
Employee injury and illness
lost time incident rate
54.0
0.73
*Performance may have been affected by travel restrictions and event postponements
due to COVID-19. Hours reported may not reflect all training hours. A centralized learning management
system will improve reporting capability in the future.
**This represents a 53.1% decrease compared to participation in the 2020 Expo;
however, employees engage in Wellness events throughout the year, including logging challenges in an
online portal which has 297 registered users (including temporary employees).
***FYs 2019-20, 2020-21, and 2021-22 will have higher figure due to a rolling three-year calculation
which includes one year with a higher than normal loss.
~ '
November 2, 2021 Regular ADMIN Committee MepAM #genda Packet - Page 49 of 106 (Amended)
Page 23 of 44
INFRASTRUCTURE RELIABILITY
Manage Assets Optimally to Prolong Their Useful Life
♦ Received Best Asset Management Program 2020 award from Uptime Magazine.
♦ Completed 4 Preventative Maintenance Optimizations, including on the Influent Pump and Motors, the
Primary Sedimentation, and Boiler Feed Water System.
♦ Developed inspection templates for each asset -condition monitoring technology (e.g., infrared, vibration,
and ultrasound testing).
♦ Completed 965 services on vehicles and equipment.
♦ Converted cleaning schedules from routine to scheduled maintenance to ensure each line has a
scheduled cleaning date.
♦ Completed 14 Don't Just Fix It; Improve It (DJFI) initiatives to increase maintenance effectiveness, lower
costs, and increase equipment reliability.
♦ Completed 58 QA/QC Maintenance Planner updates to incorporate Maintenance staffs suggestions to
Preventive Maintenance work orders, including such as updated asset information, improved standard
operating procedures, and improvements to task effectiveness or efficiency.
♦ Created a Plant Maintenance Dashboard to provide work order QA/QC, which is critical for planning future
maintenance work and deciding work and resource allocation.
♦ Developed Cityworks templates for predictive technologies.
♦ Continuously reviewed maintenance procedures and identified opportunities for improvement as part of the
overall Maintenance strategy, including failure reporting and corrective action processes.
♦ Began developing Asset Health Indicator templates so eventual health scores may be configured based on
testing and analysis and factored into each Asset Health Score. The Asset Health Indicator project is both a
Smart Initiative and IT Master Plan project.
♦ Plant Maintenance and Engineering collaborated in pre -design, design, and construction to ensure procure-
ment and correct installment of the latest, safest, most reliable equipment and maintainable technology.
♦ Used vibration analysis to troubleshoot issues with Aeration Blower #1.
♦ Performed multiple laser alignments on the return activated sludge pumps and dissolved air flotation
recycled press pumps).
♦ Completed ultrasound preventative maintenance on the Steam Trap.
♦ Continued the breaker overload testing and winding analyzer programs, which play a significant role in
lowering equipment downtime costs, increasing reliability of equipment, increasing effectiveness of the
motor management program, and enhancing acceptance testing of new or overhauled equipment.
♦ Continued to develop and implement procedures through the Asset Condition Monitoring Team for
thermography, ultrasound, vibration, laser alignment, high speed camera motion amplification, fluid
analysis, and motor winding analysis.
♦ Made additions to the Asset -Centered Maintenance (ACM) program (pictured below) and used dashboards
for various key metrics and ACM templates for each technology to better monitor, analyze, and act
on exceptions.
♦ Increased accessibility of Asset Management and
Reliability Engineering information, including tracking DJFI
initiatives, improving spares management, creating new
workflows to the Cityworks maintenance system, adding
job plans to GeoPortal, and creating links in GeoPortal to
reliability analysis information and preventive and predictive
maintenance program tasks based on asset identification.
November 2, 2021 Regular ADM IN Committee Mep�gq agenda Packet - Page 50 of 106 (Amended)
NFRASTRUCTURE RELIABILITY
Plant Maintenance Staff: Certifiably Skilled
The entire Plant Maintenance Division is committed to Central San's drive
toward continuous improvement. In the past two years alone, staff have
collectively earned more than 20 new professional certifications, most of
which go above and beyond their job requirements.
The focus on professional development is paying dividends for Central San,
too. Many of the certifications earned by staff are in technologies that
enhance predictive maintenance efforts. For example, thermography lets
technicians see hot spots and identify potential hidden electrical problems.
Ultrasound helps them hear changes that could indicate an impending
bearing failure. And motion amplification (at right) is used to detect subtle
vibrations, signs that a piece of equipment may be loose or imbalanced.
By detecting small irregularities before they lead to big problems,
maintenance staff are able to maximize the performance and lifespan of
plant equipment while minimizing the need for expensive emergency
repairs. This proactive approach has helped the Division reduce reactive
maintenance to less than 20% of work orders, saving both stress and
money
The certifications are test -based and not easy to get. Employees prepare
for the tests through on-the-job training as well as independent study. The
Division provides a variety of support including study materials, time, and
mentoring. Building a culture of continuous improvement and breeding
enthusiasm for these technologies have been key to their success.
Honing A Variety of Skill Sets
Division staff's certifications and the number of staff with each certification are listed below.
1.
November 2, 2021 Regular ADM IN Committee Mewb Aenda Packet - Page 51 of 106 (Amended)
i of 44
Execute Long -Term Capital Renewal and Replacement Program
♦ Completed sewer renovation projects in Danville, Martinez, Walnut Creek, Lafayette, Orinda, and other
nearby communities.
♦ Completed upgrades to the Emergency Sludge Loadout Facility, a critical step in the planned improvements to
the Solids Project.
♦ Completed other projects, including the Treatment Plant Control Systems Input/Output (1/0) Replacement;
Outfall Improvements, Phase 7; and Concrete and Mechanical Renovations Project.
♦ Constructed new steel storage tanks and replaced a failed transformer as part of the Filter Plant and
Clearwell Renovations Project —Phase 1.
♦ Made significant construction progress on the Pump Station Upgrades, Phase 1.
♦ Started several new projects including the Annual Infrastructure Replacement Project; Treatment Plant
Piping Renovations, Phase 10; and Electric Blower Improvements.
♦ Completed condition assessments for the Steam and Aeration Blower System Renovation Project and
developed business case evaluations to scope future capital projects. As a result, the Electric Blower Project
started design early to facilitate construction of the Solids Project.
♦ Started condition assessments for the Ultraviolet (UV) Disinfection Replacement Project and UV Hydraulic
Improvement Project.
♦ Replaced several critical VFDs.
♦ Improved reliability of Central San's Solids Conditioning Building by upgrading obsolete communication equip-
ment to address issues with the monitoring system which had been the root cause of Title V violations.
♦ Signed an early adopter contract to replace InfoMaster software with InfoAsset, which has vertical asset
prioritization built in. In addition to beginning to develop the prioritization model for vertical assets, this pilot
puts a freeze on an annual software subscription which will save an estimated $64,000. Staff will be pilot
testing the software and evaluating software solutions as a part of IT Master Plan.
♦ Initiated Sewer Structure Inventory Project to collect manhole and cleanout conditions, locations in bike lane,
road type, and whether there are any structural issues needing immediate attention and recommending for
CSO review.
♦ Met with the Bay Area Climate Adaptation Network (BayCAN) to initiate sea level rise planning discussions.
♦ Continued to design infrastructure repair, replacements, and improvements to the collection system, treat-
ment plant, and other District facilities.
♦ Completed annual Basin A South soil cap seep repairs.
♦ Obtained permit for treatment plant 9000 valves replacement.
♦ Developed a detailed control system design document resulting in standard wiring, documentation, and
supervisory control and data acquisition (SCADA) screens across all capital projects. Historical lack of stand-
ards has resulted in disparate installations which have made maintenance and troubleshooting
significantly more challenging.
Protect Personnel and Assets from Threats and Emergencies
♦ Successfully maintained operation of all 18 pumping stations during PG&E Public Safety Power Shutoff events.
♦ Provided updated Emergency Management Program information to the Board.
♦ Implemented new Emergency Mass Notification System to ensure two-way communication with employees,
managers and stakeholders during a disaster.
♦ Acquired and tested satellite service for mobile phones for possible deployment in service areas with poor cel-
lular service.
♦ Participated in the Operational Area Council to contribute to creating an effective and multijurisdictional
approach to disaster preparedness and planning.
November 2, 2021 Regular ADMIN Committee Me�,iq /Venda Packet - Page 52 of 106 (Amended)
INFRASTRUCTURE RELIABILITY
Sizing up Central San's Large -Diameter Pipes
Measuring up to 8.5 feet wide, Central San's large diameter pipelines —or interceptors —are the workhorses of
the system. They are also aging. Nearly half of the interceptors are more than 50 years old. To better plan for
needed repairs and replacements, Central San launched a new pilot program using state-of-the-art technology to
assess the condition of its largest sewer lines.
Back in the 1970s, Central San pioneered the use of closed-circuit TV (CCTV) for inspecting pipelines. CCTV works
well for visually assessing the condition of the pipes. Sticking to tradition, Central San is pioneering new multi -
sensor technology, including lidar and 3-D underground mapping to obtain more precise information on the
condition and location of the concrete interceptors. These sophisticated sensors travel through the pipelines on
robotic platforms, collecting data as they go.
Lidar uses lasers to map the inside diameter of the pipe. These cross -sectional measurements can help Central
San's engineers spot deviations in the diameter of the pipe —a sign that the pipe may have corroded or thinned in
that area. 3-D mapping provides accurate information on a pipeline's horizontal and vertical location, which helps
staff design future pipe renovations.
The goal of these high-tech inspections is to help optimize pipeline replacement schedules. If pipes are replaced
too soon, the maximum use is not being gotten from them —or the maximum value for customers' rate dollars.
But if pipes are replaced too late, the risk of pipe failures increases.
In fall 2020, staff performed pre -inspections at maintenance holes to collect condition information for
comparison with the multi -sensor inspection results. Staff plans to perform multi -sensor inspections of the pipes
and in-depth maintenance hole inspections in fall 2021 at around half a dozen locations, including a section of
39-inch diameter pipe that runs under Highway 4 near the treatment plant. Then, depending on the initial results,
staff will continue scanning up to an additional 5 miles of pipeline.
November 2, 2021 Regular ADM IN Committee Me9644 Ahenda Packet -Page 53 of 106 (Amended)
Page 27 of 44
INFRASTRUCTURE
Protect Personnel and Assets from Threats and Emergencies
♦ Increased security guard presence on main campus.
♦ Installed additional access control devices.
♦ Implemented access control changes to facilitate construction work without jeopardizing site security.
♦ Completed migration of equipment from outdated Data Center to newly -constructed and modern Data
Center.
♦ Implemented backup solution for cloud -based documents and infrastructure.
♦ Replaced wireless access points throughout most buildings for better reception and to enhance reliability of
communication tools.
♦ Implemented redundant internet access capabilities to facilities and doubled internet connection speed.
♦ Improved security with Advanced Threat Protection tools.
♦ Conducted phishing prevention training exercises for all staff.
♦ Contracted with a cybersecurity expert to perform a ransomware audit.
♦ Implemented new video security software used throughout Central San facilities.
♦ Began an Asset Bar Code Tags pilot project to identify and track equipment so staff can easily scan assets
and create an accurate workorder in the computerized maintenance management system, Cityworks.
COVID-19 Response
In response to state and local health orders restricting construction activities, Central San
reviewed all construction projects to distinguish which ones are essential for ensuring reliable
service and which might be postponed. In projects that moved forward during the pandemic,
contractors were required to do the following:
♦ Update their company Illness and Injury Prevention Plan to address COVID-19.
♦ Have daily COVID-19 safety logs and sign -in sheets.
♦ Wear PPE and provide handwashing and sanitizing stations.
♦ Coordinate work activities to minimize interactions with Central San staff,
subcontractors, private residents, and construction management staff.
♦ Post signage reminding of the need for physical distancing.
♦ Perform temperature checks.
Objectives for FY 2021-22
♦ Continue to drive the development of the ACM Program and integrate with analytics for earliest warning
of equipment degradation.
♦ Develop a prioritization model for vertical assets.
♦ Continue to integrate analytics into day-to-day O&M.
♦ Pilot and integrate machine learning into new projects.
♦ Make progress on the Solids Project.
♦ Complete the construction of the Filter Plant and Clearwell Improvements - Phase 1A Project, which will
include replacing critical electrical gear and increase reliability at recycled water storage facilities.
♦ Complete the construction of the Influent Pump Electrical Improvements Project, which will replace the
variable frequency drives (VFDs) at the Headworks Facility at the treatment plant.
♦ Complete review and update of the Continuity of Operations Plan.
November 2, 2021 Regular ADMIN Committee Mep�gq ftenda Packet - Page 54 of 106 (Amended)
INFRASTRUCTURE RELIABILITY
Metric
McAftiIIIIIIIIIIIIII,
Target
Performance
t
Safety -prioritized work orders
completed on time
100%
93� °
Regulatory Title V work orders
completed on time
100%
93%
Planned treatment plant
preventative maintenance
>_95%
94%
completed on time
Uptime for vehicles
100%
100%
Miles of sewers
replaced or rehabilitated
(focused on deteriorated
>_6.0
8.7
small diameter pipelines)
Large diameter and force main
>_3 miles per year for the
NA —inspections
condition assessment
next five years starting in
have not begun *
FY 2020-21
Average time to execute Engineering
Data not yet available in
agreements from complete package
<_2 weeks
the ERP software
submittal or Board approval
Capital expenditures
as a percentage of capital budgeted
>90%
64.11%**
cash flow including carry forward
Information system outages
affecting normal business operations
100% uptime
100% uptime
Data backup and recovery
Zero lost data
1 minor data loss incident
*Inspections to start in FY 2021-22; once inspection begins, the mileage will catch up to the 5-year goal.
**Lower spending was caused by delayed spending in the treatment plant program
due to shortages of materials and equipment delays.
November 2, 2021 Regular ADMIN Committee Mep�gq #genda Packet - Page 55 of 106 (Amended)
Page 29 of 44
Implement the Central San Smart Initiative
♦ Held quarterly Smart Steering Committee meetings.
♦ Identified the following projects: Development of Dashboard for Treatment Plant Maintenance Decision -
Making; Smart Manhole Cover Pilot, Development of Computer Aided Drafting and Building Information
Modeling Standards, Development of Dashboard for CSO Field Operations, Treatment Plant Asset Handover
Optimization, and Development of an Asset Health Indicator Tool.
♦ Developed an Implementation Plan. Several of the projects are coordinated with the IT Master Plan Update.
Improve and Modernize Operations through Technology and Efficiency Measures
♦ Replacing Central San's ERP system with Oracle Fusion Cloud has been a highly complex and time-
consuming effort involving conference room pilots, user acceptance testing, closing of configuration gaps,
data conversion system documentation, and training staff. The new ERP will increase automation, be
more user-friendly for employees, make it easier to produce reports, allow for real-time data entry
synchronization and authorization, and create more centralized record keeping. This FY, staff performed
the following to advance this endeavor:
0 Launched the Finance, Purchasing, Payroll, Procurement (requisitions and purchase orders),
Procurement Card and Budgeting modules and implemented electronic business workflows to
improve operational efficiency and the effectiveness of internal controls.
0 Continued development of Permitting module and initiated use on encroachment verification forms.
0 Continued to work with consultant on system capabilities in areas such as reporting, contract
management, integration with existing databases, and system access for users.
0 Began planning to purchase and implement software to provide functionality and efficiency in the
inventory management processes.
♦ Developed map services for ERP Permitting module for public and internal view.
♦ Upgraded Permit Counter Report with new ERP permit data and developed data extract process to import
parcel and permit data exported by the ERP.
♦ Construction Inspectors are now using iPads, which are being used with the new ERP Permitting module
to the extent that functionality is currently available.
♦ Retained a consultant to develop business mapping and implement a new Sewer Service Charge billing
software.
♦ Maintained Optimizations Program to commit to efficiency, effectiveness, and continuous improvement by
tracking and reporting progress and presented Optimizations Program Annual Report to the Board.
November 2, 2021 Regular ADMIN Committee Mep�gq ftenda Packet - Page 56 of 106 (Amended)
♦ Upgraded existing CCTV software, including improvements for the server and trucks, setting up
Contractor Portal services/synching and data migration from the existing dataset, and upgrading to IT -
Pipes Mobile in 3 CCTV units.
♦ Installed 10 manhole monitors for two manufacturers, Smart Cover and ADS, as a pilot project to evaluate
and predict collection system flows and avoid spills.
♦ Created a Structure Elevation Safety Project mobile app for CSO staff to review manholes and create
work orders or locate service request tickets in Cityworks if necessary.
♦ Selected a consultant for the IT Master Plan update, with Phase 1 to be completed in FY 2021-22.
♦ Contracted with a vendor to administer Medicare reimbursements, saving Finance staff time on
processing these in house, and transitioned cafeteria plan benefits program administration to the same
vendor for efficiency.
♦ Implemented an insurance certificate management platform to increase compliance and reduce cost.
♦ Purchased a production hose clamping machine to be able to repair broken hoses in-house instead of
buying new ones, which will save thousands of dollars a year.
♦ Began utilizing Cityworks to track the valve exercising program for the recycled water distribution system
control valves.
♦ Completed the design and perform constructability reviews using 3-D modeling under the Solids Project.
♦ Developed Equipment Summary Forms for capital construction bid packages.
♦ Automated work orders for Regulatory permits based on the assets in Cityworks.
♦ Implemented Central San's first ethernet controlled VFDs which resulted in simplified wiring and availability
of power monitoring and diagnostic data.
♦ Installed infrastructure for mobile SCADA software (Dynac).
♦ Configured automatic notifications to project managers of expiring contracts, so materials and services can
be purchased with limited delays.
♦ Developed a standardized electronic file folder structure to better manage the Board Policies and
Administrative Procedures.
♦ Installed 47 private sewer laterals as part of the Danville Sewer Renovations, Phase 3, Project, which saved
about $1 million in capital costs by reducing the amount of pipe needing to be replaced and about $15,000
annually on future cleaning and maintenance.
♦ Replaced and modernized the audio/visual systems in the Board Room and Multi -Purpose Room (MPR).
♦ Initiated pilot project design for new tertiary membrane filtration with pressurized membranes to improve
recycled water production in lieu of renovating three existing filters.
♦ Continued piloting Water Pigeons for remote recycled water meter reading.
♦ Evaluated food waste and a biosolids anaerobic digestion facility in collaboration with Anaergia.
♦ Presented two papers at the 2020 Water Environment Federation Technical Exhibition and Conference
(WEFTEC) conference: "An Adventurous Journey of Implementing Asset Management Program at a Public
Agency" and "Wastewater Plant Condition Assessment: Methods and Results."
♦ Presented paper on "The Pressure's On! Modeling the Way for Recycled Water Purple Pipe Optimization" at
the 2020 CWEA Conference.
♦ Presented "Esri Facilitates and Enables Asset Management at Central San" at Esri 2020 Virtual Esri User
Conference.
♦ Staff continues to participate in the ISLE Technology Approval Group to learn about and help pilot new
technologies.
♦ Continued participation in the Hydrothermal Processing of Wastewater Solids (HYPOWERS) pilot
project. Phase 2 is pending funding and Department of Energy approval.
November 2, 2021 Regular ADM IN Committee Mep�gq ftenda Packet -Page 57 of 106 (Amended)
..SCelebratingIngenuity
CENTRAL SAN
To share stories of optimization and innovation, Central San held its first
Innovations Fair. The virtual fair (pictured at right) recognized employees
going above and beyond to improve and optimize their work by featuring
22 projects completed over the last three years, as nominated by staff. The
website included videos, PowerPoints, and pictures to help demonstrate
the impacts of each optimization. Collectively, the projects represented
ingenuity, dedication, and creativity from staff from all across the
organization —from administration, to engineering, to operations.
Over several weeks, Central San staff visited the fair and cast virtual ballots
for their favorites in four categories. As announced via a live virtual awards
Page 31 of 44
welcome to Cemral Sa 's}9rst Innovatio7=-d
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e!the(eoirnl9an ream rh.r heSp. �• Revme m rnnnyor� �r1�y rhrtbeel unaa p�[
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ceremony, the winners are pictured below with their projects: '�
Most Efficient:
CSO Cleaning
Optimization Application
—IRE
November 2, 2021 Regular ADMIN Committee Meg" Atenda Packet - Page 58 of 106 (Amended)
•
•
oilCOVID-19 Response
♦ Launched an online COVID-19 contact tracing form.
tV ♦ Participated in SARS-CoV-2 wastewater epidemiology studies
4
with Stanford University, University of California at
Berkeley, Contra Costa Health Services, and the United States
Department of Human and Health Services. (Pictured at right, Associate
Engineer Amanda Cauble presents on the studies as part of the
Headwaters Science Institute "Lunch with a Scientist" series.)
Participated in wastewater surveillance efforts.
32 of 44
AGENDA
rq 7 1 f.
Used paperless entry and approval workflows for key financial business processes, electronic signature
technology, and online meetings and trainings.
Used dashboards to provide critical insights to help guide staff
allocation and resources: 1) the Emergency Response Dashboard to
track staffing resources and 2) the Manager Dashboard (pictured)
to track performance, such as feet of sewer mains cleaned, daily
influent flow treated, plant maintenance activities performed,
permits processed, engineering capital projects in construction or
out to bid, safety trainings completed, and other metrics.
Objectives for FY 2021-22
♦ Evaluate and review new Sewer Service Billing software.
♦ Hold another Innovations recognition event to share innovations, communicate what is to come, and
inspire employees to further optimize their operations.
♦ Review plant processes for optimization opportunities.
♦ Undertake initiatives in the IT Master Plan such as Treatment Plant Asset Handover Process Optimization
and Document Management.
November 2, 2021 Regular ADMIN Committee Mep�gg Agenda Packet - Page 59 of 106 (Amended)
Page 33 of 44
,MMMJeJMM,,.,
Target �M66
Performance
Projects initiated under
>3
4
Central San Smart
Reviews or pilot tests of
>3
6
new and promising technology
Research papers and findings
>3
3
presented
Don't Just Fix It; Improve It
>_35
14*
(DJFI) work orders completed
Completed optimizations
>_20
20
*Performance may have been affected by modified working schedules
to adhere to social distancing mandates due to COVID-19.
November 2, 2021 Regular ADMIN Committee Mep�gq Agenda Packet - Page 60 of 106 (Amended)
Maintain a Safe Working Environment for Employees and the Public During the COVID-19 Pandemic
♦ Communicated regularly with staff to provide updates on new guidelines and health orders.
♦ Implemented and enforced the COVID-19 Exposure Prevention Plan, and held virtual Q&As to explain
and answer questions on updates to the plan.
♦ Allowed employees to telework where possible based on their job duties and ability to work effectively
from home.
♦ Provided updates on the pandemic at every Board meeting.
♦ Hired temporary staff to perform additional daily cleaning in accordance with the Cleaning and
Disinfection Schedule Matrix.
♦ Implemented recommendations of Engineering Controls Plan, such as installing signage, dividers, and
permanent automatic faucets and soap dispensers.
♦ Began reviewing implementations needed for the Return to Office Plan to address increasing staff
density.
♦ Discussed and compared best practices with sister agencies.
♦ Staffed and scheduled construction projects accordingly to complete necessary infrastructure.
Plan Ahead for Scenarios of Direct Adverse Impacts
♦ Held a COVID-19 Financial Impacts Workshop.
♦ Addressed COVID-19 related impacts in the Financial Plan.
♦ Continually monitored and quantified COVID-19 related impacts to revenues and costs.
♦ Provided various rate options in light of external economic circumstances and impacts on Central San
finances.
♦ Continued tracking COVID-19 related costs for potential FEMA reimbursement.
Objectives for FY 2021-22
♦ Remain flexible and adaptable as the pandemic and other emergency events may impact operations.
♦ Enact the Return to Office Plan to bring remaining remote -based employees back to the office, when it is
safe to do so and state and local health guidelines allow.
i
im
11
-.&
Number of sanitary sewer overflows
(vs. during the last five years
:51 standard deviation
4.86*
for the same time period)
0
99.97% (Air)
L
Permit compliance
100%
100% (Liquid)
C98.48%
(Collection System)
Productivity
95%
>95%
* 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
reduced in FY 2020-21 when compared to the past five years, the target was met and exceeded.
November 2, 2021 Regular ADMIN Committee Mep�gq Q]genda Packet - Page 61 of 106 (Amended)
Page 35 of 44
GILITY AND.ADAPTABILITY
Metric EL
Target
Performance a
Increase in costs to the
Operations & Maintenance budget
0%
0%
beyond what is approved
Revenue projections met
100%
98.9%
c
M
c
LL
UAAL is paid off
Additional increase in unfunded liabilities
55%
and is at 0%*
Funds granted from available state and federal
100% of
Application in
reimbursement programs
requested funds
progress
H
N
o
Customer satisfaction levels
>_90%
94.9%
3
U
Requested PPE provided
100%
100%
Requested safety improvements
to the workplace fulfilled
100%
100%
a�
M
CA
Employees trained on COVID-19 prevention
100%
100%
Twice -daily cleaning of all restroom facilities
100%
100%
E
Q to
M ?
Capital expenditures as a percentage of capital
?85%**
64.11%
F v
budgeted cash flow including carry forward
u p
X a
w £
*While overall O&M spending is below budget, incremental COVID-19 costs will be submitted for potential
reimbursement to FEMA and the State of California Department of Finance.
** 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.
***Lower spending was caused by delayed spending in the treatment plant program
due to shortages of materials and equipment delays.
November 2, 2021 Regular ADMIN Committee MeipAM Qtenda Packet - Page 62 of 106 (Amended)
Page 36 of 44
ACRONYMS
Assembly Bill
Asset -Centered Maintenance
American Water Works Association
Bay Area Clean Water Agencies
California Association of Sanitation Agencies
Closed -Circuit Television
Contra Costa Water District
California Special Districts Association
Collection System Operations
California Water Environment Association
Dublin San Ramon Services District —
East Bay Municipal Utility District
Recycled Water Authority
Don't Just Fix It; Improve It
Dublin San Ramon Services District
Enterprise Resource Planning
Effective Utility Management
Federal Emergency Management Agency
Full -Time Equivalent
Fiscal Year
Government Finance Officers Association
Greenhouse Gas
Household Hazardous Waste
Household Hazardous Waste Collection Facility
Information Technology
Million
Million Gallons per Day
Municipal Information Systems Association of
California
National Association of Clean Water Agencies
Notice of Violation
National Pollutant Discharge
Elimination System
Per- and Polyfluoroalkyl Substances
Pacific Gas & Electric
Personal Protective Equipment
Quality Assurance/Quality Control
Supervisory Control and Data Acquisition
State Revolving Fund
Sewer Service Charge
Satellite Water Recycling Facility
Unfunded Actuarial Accrued Liabilities
Ultraviolet
Variable Frequency Drive
F
I
it
... -.. _ ..lei f'M�''�'�ir. �^$-s`• _ ... . 7N1�''" • --. 1��'ti' J _ .
November 2, 2021 Regular ADMIN Committee Meip ,qq 44enda Packet - Page 63 of 106 (Amended)
QITUI S-
CENTRAL SAN
Page 38 of 44
10/13/2021
FISCAL YEAR 2020-21
STRATEGIC PLAN ANNUAL REPORT
Administration Committee Meeting
ti November 2, 2021
Christina Gee
Management Analyst
1
FISCAL YEAR (FY) 2020-22 STRATEGIC PLAN
2
1
November 2, 2021 Regular ADM IN Committee Meeting Agenda Packet - Page 65 of 106 (Amended)
Page 39 of 44
10/13/2021
CUSTOMER AND COMMUNITY
PROVIDE EXCEPTIONAL CUSTOMER SERVICE AND
MAINTAIN AN EXCELLENT REPUTATION IN THE COMMUNITY
• Earned high customer satisfaction ratings
• 3.73 out of 4.0 average rating on collection system emergency calls
• 96.5% average rating on construction projects
• Launched 75t" Anniversary Experience
• Implemented a Customer Relief Program for sewer service and
recycled water charges for all customers
• Served 21,673 students with hands-on, science -based lessons
• Hosted Central San Academy with 33 attendees
ENVIRONMENTAL STEWARDSHIP
MEET REGULATORY REQUIREMENTS AND PROMOTE SUSTAINABILITY
• Received the National Association of Clean Water Agencies
Platinum 23 Award
• 99.36% of pipeline cleaning schedules completed on time
• Responded to 23 sewer overflows (1.43 spills per 100 miles of
pipeline)
• Served in industry organizations
• Executive Board of Bay Area Clean Water Agencies
• California Association of Sanitation Agencies State Legislative
Committee and Water Regulatory Workgroup
• California Special Districts Association Legislative Committee
• Supported proper wipes labeling
4
2
November 2, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 66 of 106 (Amended)
Page 40 of 44
10/13/2021
ENVIRONMENTAL STEWARDSHIP (CONTINUED)
MEET REGULATORY REQUIREMENTS AND PROMOTE SUSTAINABILITY
• Distributed 245 million gallons of
recycled water to external customers
• Accepted facilities and initiated a 3-year
term for a Temporary Wastewater
Diversion to support a collaboration
request from Dublin San Ramon Services
District — East Bay Municipal Utility District
Recycled WaterAuthority (DERWA)
• Completed Contra Costa County Fire
Protection District review and 30% design
for the 1.75-megawatt solar array project
• Began using alternative renewable
diesel fuel on the fleet at Collection
System Operations
FISCAL RESPONSIBILITY
MANAGE FINANCES WISELY AND PRUDENTLY
• Maintained Sewer Service Charge at less than average of Bay Area agencies
• Paid off the outstanding pension unfunded actuarial accrued liability of
$70.8 million, anticipated to save about $15 million in interest costs through 2029
• Completed a $58 million bond offering that will be directly used for funding the
Capital Improvement Program
• Upsized the State Revolving Fund (SRF) application to $173.1 million for the
Solids Handling Facilities Improvement Project
• Achieved 20 consecutive years of receiving the Government Finance Officers
Association (GFOA) Certificate of Achievement for Excellence in Financial
Reporting
• Awarded the GFOA Distinguished Budget Presentation Award for the
3rd consecutive year
• Hired a full-time, dedicated Internal Auditor
3
November 2, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 67 of 106 (Amended)
Page 41 of 44
10/13/2021
WORKFORCE DEVELOPMENT
RECRUIT, EMPOWER, AND ENGAGE
A HIGHLY TRAINED AND SAFE WORKFORCE
• Formalized an Organizational Development and Talent
Management unit
• Continued the Mentorship Program with 7 mentees with mentors
• Launched Central San's first Externship Program with 45 externs
• Developed biannual Supervisors' Summit
• Developed the Career Development Program
• Completed and implemented the Classification Study
• Participated in BAYWORK's Next Gen Water Workforce event
• Launched Employee Recognition Events program
- Held General Manager Town Hall discussions
• Had zero Cal/OSHA violations
INFRASTRUCTURE RELIABILITY
MAINTAIN FACILITIES AND EQUIPMENT
TO BE DEPENDABLE, RESILIENT, AND LONG LASTING
• Received Best Asset Management Program
2020 Award from Uptime Magazine
• Received the Municipal Information Systems
Association of California (MISAC) Award for
Excellence in Information Technology (IT)
Practices for the 4th consecutive year
• Received the MISAC President's Award for IT
Manager John Huie
• Presented Emergency Management Program
report
• Replaced or rehabilitated 8.7 miles of sewers
in Danville, Martinez, Walnut Creek, Lafayette,
Orinda, and other nearby communities
4
November 2, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 68 of 106 (Amended)
Page 42 of 44
10/13/2021
INFRASTRUCTURE RELIABILITY (CONTINUED)
MAINTAIN FACILITIES AND EQUIPMENT
TO BE DEPENDABLE, RESILIENT, AND LONG LASTING
• Completed major projects
• Emergency Sludge Loadout Facility
Upgrades
• Treatment Plant Control Systems
Input/Output Replacement
• Outfall Improvements, Phase 7
• Concrete and Mechanical
Renovations
• Constructed new steel storage
tanks and replaced a failed
transformer as part of the
Filter Plant and Clearwell
Renovations — Phase 1
INNOVATION AND OPTIMIZATION
EXPLORE NEW TECHNOLOGIES FOR CONTINUOUS IMPROVEMENT
• Developed Smart Initiative
Implementation Plan
• Launched the Finance, Purchasing,
Payroll, Procurement, Procurement Card
and Budgeting enterprise resource
planning (ERP) modules
• Maintained Optimizations Program,
including annual reporting
• Developed an innovation recognition
program, launching with the first
Innovations Fair
• Began using Mr. Manhole tool to
complete maintenance access hole
adjustments more safely and effectively
10
10
5
November 2, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 69 of 106 (Amended)
Page 43 of 44
10/13/2021
AGILITY AND ADAPTABILITY
PRESERVE BUSINESS CONTINUITY DURING PANDEMIC EVENTS
OR MAJOR NATURAL DISASTERS
• Communicated regularly with staff to provide
updates on new guidelines and health orders
• Implemented and enforced the
COVID-19 Exposure Prevention Plan
• Hired temporary staff to perform
additional daily cleaning in accordance with
the Cleaning and Disinfection Schedule Matrix
• Implemented recommendations of
Engineering Controls Plan
• Continued tracking COVID-19 related costs
for potential reimbursement
• Held a COVID-19 Financial Impacts
Workshop
151
11
OBJECTIVES FOR FY 2021-22
• Continue to perform education, outreach, and advocacy
• Continue to work with project partners on recycled water expansion projects
• Continue to pursue SRF funding for the Solids Project
• Hold the third Supervisory Academy
• Begin the next cycle of the Mentorship Program
• Launch the Goals & Performance, Learning, and Safety ERP modules,
including rollout of improved performance evaluations
• Evaluate and review new Sewer Service Billing software
• Undertake initiatives in the IT Master Plan
• Complete the construction of the Filter Plant and Clearwell Improvements -
Phase 1A Project
• Implement a path forward for the Solids Project
• Enact the Return to Office Plan
M
12
6
November 2, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 70 of 106 (Amended)
Page 44 of 44
10/13/2021
QUESTIONS?
13
CENTRALSAN
November 2, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 71 of 106 (Amended)