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HomeMy WebLinkAbout05.b. Receive Strategic Plan Trackers for the first Quarter of FY 2021-22Page 1 of 24 Item 5.b. F--1-448�411C-S0 December 7, 2021 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIPLEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE FIRST QUARTER OF FY 2021-22 Attached are the Strategic Plan Trackers for the first quarter of Fiscal Year (FY) 2021-22, the second year of Central San's FYs 2020-22 Strategic Plan. These reports provide an update on the progress on each goal and strategy through the fulfillment of the key success measures (KSMs) and the key metrics. Per the Committee's request, last fiscal year's quarterly performance has been included for metrics that are On Hold / Delayed / At Risk or Off Track. The color legend is defined as follows for each tracker: BLUE — Completed • Key Metrics Tracker: Target was met for the FY • KSMs Tracker: KSM was fulfilled GREEN — On Track / Revised Approach • Key Metrics Tracker: Target is on track to be met or metric is being measured differently from how it is written in the Strategic Plan but preserving the intent • KSMs Tracker: KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent YELLOW— On Hold / Delayed /At Risk • Key Metrics Tracker: Ability to meet target is on hold, delayed, or at risk but recoverable • KSMs Tracker: KSM is on hold, delayed, or at risk but recoverable RED — Off Track • Key Metrics Tracker: Target is in danger of not being met for the FY • KSMs Tracker: KSM is in danger of not being fulfilled by June 30, 2022. Staff will be available at the meeting to answer questions. December 7, 2021 Regular ADM IN Committee Meeting Agenda Packet - Page 77 of 111 Page 2 of 24 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 78 of 111 Page 3 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Deliver high -quality customer service Maintain a positive reputation FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community Initiative Key Success Measures Responsible Person(s) Continue to assess customer satisfaction, awareness, and preferred methods of Barnett receiving information. Provide core service of treating Respond in a timely manner to requests for service. Seitz wastewater, along with value-added programs to go above and beyond in service to customers. Receive high marks on customer satisfaction surveys for Collection System Seitz / Lopez / Operations (CSO), Capital Projects, Permit Counter, and other services. Gemmell Continue to administer customer -facing programs such as the Household Schectel Hazardous Waste Collection and Recycled Water Fill Station programs. Hold informational community meetings for all major sewer renovation projects, Barnett including outreach to officials of the impacted cities/county. Minimize impacts to residents and businesses during capital projects, Meet individually with property owners and/or tenants on projects involving Barnett construction work, and maintenance. private easements. Troubleshoot and resolve construction issues as rapidly as possible. I Barnett Renew California Special District Leadership Foundation Transparency Young Operate and govern with transparency. Certificate of Excellence. Update website with the latest Board meeting agendas, public notices, financial Young / Barnett documents, and other content. Practice principles of Brown Act and Ethics training. I All Managers Respond to Public Records Act requests promptly. I Young Meet regularly with elected officials and stakeholders. I Barnett Form and maintain relationships with Plan a customer engagement signature event to coincide with Central San's 75th Barnett federal, state, and local elected officials anniversary. and stakeholders. Support Board Member engagement with elected officials and stakeholders Barnett through presentations, events, and meetings. Q1 Q2 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. OCompleted O On Track / 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) 0 On Hold /Delayed /At Risk (KSM is on hold, delayed, or at risk but recoverable) Q4/ Q3 Final Activities/Performance in Achieving Success Measure FY-End (Status, Comments, and Exceptions) Status Ongoing and consistent. Ongoing. See Key Metrics Tracker for response times. See Key Metrics Tracker for customer satisfaction ratings. Q1: Meetings will be scheduled in future quarters as needed. Q1: Meetings/discussions occur as needed. Q1: Met or spoke with customers as needed to resolve issues. Changed to a three-year certificate. Will apply in Fall 2022. Q1: Uploaded content as needed. Completed in July 2021 with the launch of the site and advertisements to customers in the Pipeline and on social media. •Off Track (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 79 of 111 Page 1 Page 4 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community Initiative Key Success Measures Responsible Person(s) Increase understanding and support for key initiatives, programs, and services. Conduct facility tours and speaker's bureau presentations highlighting Barnett infrastructure investments. Develop videos and public service announcements to communicate Barnett environmental messages and other information. Create engaging customer publications and brochures. I Barnett Expand media relations, including social media. I Barnett Host the citizens' academy, Central San Academy, annually. I Gee Develop industry -leading student education programs and implement classroom Barnett and community education events. Take leadership roles in, participate in, attend meetings of, and share lessons All Managers learned from industry organizations. Support member organizations and sister Serve on oral boards, grant mutual aid through CalWARN, and provide other All Managers agencies. assistance as requested. Continue to achieve recognition highlighting industry -leading work through All Managers member organization programs. Q1 Q2 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. OCompleted O On Track / 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) 0 On Hold /Delayed /At Risk (KSM is on hold, delayed, or at risk but recoverable) Q4/ Q3 Final Activities/Performance in Achieving Success Measure FY-End (Status, Comments, and Exceptions) Status See Key Metrics Tracker for number of people served through tours and presentations. Q1: Filmed individual Board Member interviews to raise public awareness of Central San's services. Created a virtual Pollution Prevention awards presentation for Sustainable Contra Costa. Q1: Fall Pipeline newsletter (75th Anniversary edition) in production Q1: Continued to monitor and grow YouTube, Facebook, Twitter, Instagram, and Linkedln followers and impressions. Q1: 2021 Central San Academy was held in April 2021. See Key Metrics Tracker for number of students served through education programs. •Off Track (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 80 of 111 Page 2 Page 5 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Comply with all applicable regulations Achieve 100% Compliance in All Complete infrastructure improvements Regulations required to meet regulations. Actively manage greenhouse gas (GHG) emissions in the most cost-effective and responsible manner. Foster relationships with regulatory agencies. Anticipate and Prepare for Potential Regulatory Changes Track proposed and pending legislation or regulatory changes; plan for possible implementations. FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability Key Success Measures Meet or surpass all wastewater discharge, air, and recycled water requirements. Continue to attain National Association of Clean Water Agencies (NACWA) Platinum Peak Performance Awards. Minimize sanitary sewer overflows through optimized rehabilitation, replacement, and cleaning. Bid the Solids Handling Facility Improvements Project. Inspect and maintain the outfall. Complete assessment of the Steam and Aeration Blower Renovation Project. Prepare internal monthly GHG emission inventory updates, annual inventory summary, and verification report and submit to California Air Resources Board (CARB) as required. Minimize natural gas usage and maximize landfill gas usage through daily operations and capital improvements for energy efficiency. Actively participate in meetings of the Bay Area Clean Water Agencies. 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. Log, analyze, review, and comment on proposed legislation and regulations that have a direct impact on District operations, as appropriate. Support key legislative and advocacy initiatives through customer communications and outreach. Incorporate potential impacts of regulatory changes into long-range infrastructure and financing plans. Responsible Q4 / Final Person(s) Q1 Q2 Q3 FY-End Status Weer Weer Seitz Lopez Lopez Gemmell / Goel Cheng / Hess / Nguyen Weer Schectel Schectel Barnett Barnett Lopez / Schectel / Gemmell / Leiber 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. OCompleted O On Track / 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) Activities/Performance in Achieving Success Measure (Status, Comments, and Exceptions) Ongoing. See Key Metrics Tracker for statistics. Q1: Received bids and rejected due to increased costs. Project completed and has been accepted. Q1: Condition Assessments complete and Project Design Reports started in Q1; work is being evaluated in light of acceleration of Phase 2 of the Solids Handling Project. Q1: Ongoing state and federal legislative (leg) presentations at Board meetings. Including commenting on Board approved positions on leg. Q1: Capital Improvement Plan updated last FY and will be reviewed in Q2, especially for solids handling. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 81 of 111 Page 3 Page 6 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Support Regional Development of Local Water Supply Explore and advance partnering opportunities. Continue to provide recycled water to residents and businesses; evaluate and process new customer requests. Explore opportunities for Reduce Reliance on cost-effective renewable energy Non -Renewable Energy generation, conservation, and efficiency. FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability Key Success Measures Responsible 1st Person(s) QTR Develop and execute a contract for the Refinery Recycled Water Exchange Project with Contra Costa Water District (CCWD) and Santa Clara Valley Water District LaBella (Valley Water) (and/or other interested water supply agencies). Work with CCWD and the City of Concord to supply recycled water to the Concord Gemmell Community Reuse Project. Collaborate with Dublin San Ramon Services District — East Bay Municipal Utility District (EBMUD) Recycled Water Authority (DERWA) to allow DERWA to divert Gemmell / Frost / raw wastewater from the San Ramon Pumping Station to produce recycled water to Cauble meet DERWA's peak summer irrigation demand. Facilitate innovative and financially viable recycled water solutions (e.g., the Diablo Country Club demonstration satellite water recycling facility (SWRF)). Bid the Filter Plant renovations project. Continue to operate and maintain a reliable recycled water distribution system for Zone 1 customers. Continue the Residential Recycled Water Fill Station and Commercial Recycled Water Truck Fill Programs. Track and review energy usage; continue to explore ways to optimize efficiency in accordance with Board policies. Replace lighting and heating, ventilation, and air conditioning with newer, more efficient fixtures and equipment at the Martinez campus. Implement an onsite solar energy project. LaBella Lopez Gemmell / Foss Gemmell / Foss Meyer / Shima Meyer LaBella Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / 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) 2nd QTR 3rd QTR 4tn QTR / Final Activities/Performance in Achieving Success Measure FY-End (Status, Comments, and Exceptions) Status Q1: Amendment No. 3 to the MOU extended the expiration date to June 30, 2022 and was adopted by the Board on July 15tn Central San and Valley Water have extended the staff -level Cost - Sharing Agreement to jointly fund work by Raftelis to June 30, 2022. 01: Concord's Statement of Qualifications to select Master Developer was submitted at the end of June. Once process is finalized, then Central San and CCWD will begin to engage with Concord on recycled water future. Q1: Raw wastewater diversion to DSRSD continued after diversion began on June 211. DSRSD ended this year's diversion on September 10tn Q1: Per REEP Committee request, Board -level policy on how Central San will prioritize recycled water projects will be discussed. Completed in FY 2020-21. Q1: Ongoing tracking of energy usage, and work with PG&E on RAPIDS energy efficiency program. 01: Continuing to proceed as time allows. 01: CEQA environmental review taking longer than anticipated. The project is currently on schedule for start-up in Q4 this fiscal year. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 82 of 111 Page 4 Page 7 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Maintain Financial Stability and Sustainability FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3 — FISCAL RESPONSIBILITY Manage finances wisely and prudently Initiative I Key Success Measures Mitigate rate increases by leveraging financing opportunities to fund capital needs Conduct long-range financial Develop scenarios to utilize debt prudently in financing the 10-Year Capital planning. Improvement Program (CIP). Ensure resiliency against recession or other economic events. Pursue State Revolving Fund loan and grant opportunities, as appropriate. Issue debt as needed, consistent with Board direction and the debt management policy. Fund rate stabilization account with available funds from favorable year-end variances. Adopt pension and Other Post -Employment Benefits funding policy to strive towards full funding of employee -related obligations. Develop budgets in alignment with the Strategic Plan and Risk Mitigation Plan Pursue opportunities for cost control through efficiencies and new technology Manage costs. Adjust operations and maintenance budgets at rates no greater than the inflation measures used in the 10-Year CIP. Enforce and continuously review procurement policies to ensure competitive and fair pricing on services and goods. Complete annual Benchmarking Study to identify potential gaps. Develop annual internal audit plans based on risk assessment. Evaluate and apply risk Test and improve internal controls to mitigate risks of loss and improve efficiency management puctices. and effectiveness. Identify and implement lessons learned. Responsible Q4 / Final Person(s) Q1 Q2 Q3 FY-End Status Leiber Leiber Gemmell Leiber Mizuno Leiber Mizuno All Managers Mizuno King Gee Johnson All Managers Deutsch 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. OCompleted O On Track / 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) Activities/Performance in Achieving Success Measure (Status, Comments, and Exceptions) Q1: SRF Loan discussions given change in direction for Solids Handling Project underway; initial discussion held on 9/28. Existing application will be used for reduced scope of project; new loan or other financing will be needed for the changed (digester) scope. Q1: Scenarios have been developed to reflect changing project outlooks. Q1: Initial agreement received in mid -September for execution for Solids Project SRF application. Q1: Debt outlook continues to be consistent with debt management policy. Q1: Reserves are fully funded. Budget provides $5.2 million planned transfer to RSA in FY 2021-22. Close-out for FY 2020-21 pending. Q1: Pension is fully funded as of 7/1/21. OPEB is nearly fully funded and annual contributions are at the actuarially determined level. Q1: FY 2021-22 Budget was developed and approved by the Board in June 2021. FY 2022-23 Budget development will commence in January 2022. Ongoing task and optimizations are tracked quarterly with the Managers. Q1: FY 2021-22 budget as adopted was 0.3% higher than prior year budget. As amended is 12% below prior year adopted budget. Q1: Continued to review procurements to ensure compliance with policies and regulations. Q1: Final Benchmarking Study is scheduled to be presented to the Administration Committee and the full Board in October. Q1: Board adopted FY 2021-22 Internal Audit Plan on 9/16. Q1: Internal auditor work will address controls in ERP and other key internal controls. Q1: Ongoing. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 83 of 111 Page 5 Page 8 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Ensure Integrity and Transparency in Financial Management Confirm rate structure and fees are consistent with cost of service principles. Deliver reliable and relevant financial information. FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3 — FISCAL RESPONSIBILITY Manage finances wisely and prudently Key Success Measures Responsible Q1 Person(s) Reduce average cost of overflow claims. I Deutsch Maintain and report on Enterprise Risk Management program and risk inventory. I Deutsch Develop and implement an equipment identification and tracking system. Meyer / Gemmell / Goel Conduct annual review of rates and fees. I Gemmell / Leiber Perform annual review of non-residential customers to ensure current and Gemmell consistent billing information and charges. Issue the Comprehensive Annual Financial Report no later than six months Mizuno following the end of the fiscal year. Conduct regular internal and external financial audits. Johnson / Mizuno / Leiber Earn the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Mizuno Award. Leverage enterprise resource planning (ERP) technology to produce accurate, Mizuno timely, and meaningful reports and dashboards. 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. OCompleted O On Track / 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) Q2 Q3 Q4 / Final FY-End Status Activities/Performance in Achieving Success Measure (Status, Comments, and Exceptions) Q1: Average cost per overflow claim through Q1 is $21,600. Benchmark is <$25,000. Q1: A report was provided to the Board on 4/1/21. Subsequent ERM report was presented in September. Q1: Bar codes have been installed for a pilot project including 110 assets to have tags attached to them. O&M staff will easily be able to scan the asset bar codes, and quickly create an accurate work order in Cityworks. Working with Operations/ Maintenance to assess performance and longevity for input before expanding to larger inventory. Q1: Completed in April 2021 and presented to Finance Committee. Q1: Completed and presented to Finance Committee in April 2021. Q1: Accepted by the Board in December 2020. Q1: Payroll design audit completed. IT security audit completed, pending final report. Financial Statement Audit on track for FY 2020-21. Q1: Received Distinguished budget award for FY 2020-21. Presented Certificate of Achievement for Excellence in Financial Reporting to the Board on 9/16/21. Q1: Quarterly report presented for 6/30/21; proposal to move to quarterly reporting for at least next two subsequent quarters pending. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 84 of 111 Page 6 Page 9 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Proactively Plan for Future Operational Staffing Needs Foster Relationships across All Levels of Central San Inspire Employee Engagement FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 4 — WORKFORCE DEVELOPMENT Recruit, empower, and engage a highly trained and safe workforce Initiative Key Success Measures Responsible Person(s) Formalize an Organizational Development and Talent Management unit within O'Malley Human Resources (HR). Acquire a centralized learning management system to track training. O'Malley Explore career and professional development opportunities (e.g., job shadowing O'Malley Continue to develop employees to and rotation) to expand employees' skills to meet changing workforce needs. meet their full potential and to fill future leadership roles. Continue the Leadership and Supervisory Academies and Mentorship Program. O'Malley Encourage staff to obtain technical certifications, such as Certified Reliability Meyer Leader. Continue to host and participate in multiagency development programs for staff O'Malley from Central San and sister agencies. Enhance Central San's ability to Expand the internship program placements to cross -disciplinary positions. O'Malley recruit staff who exhibit the organization's values. Continue participation in workforce development activities. O'Malley Perform an employee engagement survey to develop a baseline; evaluate and O'Malley implement viable suggestions. Cultivate a positive work culture. Promote a sense of community through events, team -building exercises, and All Managers increased interdepartmental communication and collaboration. Use the performance evaluation process to establish and communicate clear All Managers expectations and standards. Continue General Manager lunches with the division workgroups. Bailey Engage the bargaining units in informal discussions on collaborative solutions to O'Malley workplace issues. Sustain and grow collaborative Continue the General Manager and Board Member meetings with the bargaining relationships with the bargaining representatives. Bailey units. Track and implement action items from Labor Management Committee meetings. O'Malley Expand employees' understanding Communicate important initiatives and information to employees via print and of Central San's operations and electronic media, including the Lateral Connection employee newsletter and the Barnett their role in the agency's success. intranet. Q1 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. OCompleted O On Track / 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) Q2 Q3 Q4 / Final Activities/Performance in Achieving Success Measure FY-End (Status, Comments, and Exceptions) Status Completed in FY 2020-21. Management Analyst transferred to HR to oversee and develop organizational development and talent management initiatives. i Q1: Performance/Learning/Safety module is being developed. Q1: Launched Career Development Program in July and two employees are currently participating. Q1: Current cycle of Mentorship Program will conclude on October 5 with mentee presentations. Now accepting applications for Cycle 4. Supervisory Academy applications are open and sessions will be held in 2022. Q1: New CMM certification, CWEA Mech Tech 3, Elec/Inst Tech II, Thermo 1, and two Ultrasound 1. Q1: Ongoing communication with other agencies through the Human Resources Forum and BAYWORK. Q1: Project is on hold. Q1: Employee Recognition Events program is available and allows managers to request funding for team -building events to acknowledge extraordinary achievements. Cross -divisional committees such as IT Leadership Committee, Smart Initiative Committee, Applied Research and Optimizations continue to meet. Q1: Soft rollout of new evaluation process occurred with staff training/Q&A session held in August. Full rollout will coincide with launch of the Goals & Performance ERP module. Q1: Still on hold for COVID safety reasons. Tracking log remains active and is updated at every Labor Management Committee meeting to help implement action items. Q1: Produced three Lateral Connection newsletters, including a special 75th Anniversary edition in July. Communicated important COVID-19 updates via District -wide email. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 85 of 111 Page 7 Page 10 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Celebrate employees' achievements. FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 4 — WORKFORCE DEVELOPMENT Recruit, empower, and engage a highly trained and safe workforce Key Success Measures Responsible Person(s) Expand the onboarding process. I O'Malley Provide presentations on major projects or training in specialty areas (e.g., All Managers Purchasing, HR) to divisions upon request. Survey employees for customer satisfaction with internal support services. I All Managers Recognize employee achievements via articles in the Lateral Connection, the All Managers intranet, Board meeting announcements, and other avenues. Initiate an employee recognition program. I O'Malley Hold a yearly event to recognize innovative employees going above and beyond to Gee improve and optimize their work. Continue to monitor accident/incident causes to identify and mitigate hazards. Ledbetter Improve consistently in comparison Continue to provide regular analysis summaries to the District Safety Committee, to Bureau of Labor Statistics (BLS) industry injury rates. Safety Teams, and Management Team on accident/incident causation and Ledbetter corrective measures. Increase visibility of Safety staff in the field. Ledbetter Meet or Exceed Use learning management system to provide and track employee safety training. Ledbetter Industry Safety Continue to conduct training based upon accident/incident causal factors, new Ledbetter Standards Enhance the safety culture through processes, equipment, or procedures. improved training and communications. Continue to provide relevant information via safety publications and, when Ledbetter appropriate, a Safety Corner in the Lateral Connection. Continue to provide information on upcoming safety -related regulations to Ledbetter supervisors and managers. Q1 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. OCompleted O On Track / 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) Q2 Q3 Q4 / Final FY-E n d Status Activities/Performance in Achieving Success Measure (Status, Comments, and Exceptions) Q1: This is being worked on. Staff has added a cybersecurity component for new staff to have training before starting work. Q1: Preparing to hold benefits fair virtually. Wellness and financial seminars are offered, as well as trainings for supervisors through NorCal Employment Relations Consortium. Training/ Q&A on new performance appraisal process was held. Planning to restart the HR @ Your Service sessions in Q2. Q1: Internal survey system remains active for Information Technology Helpdesk. With the new ERP, customer satisfaction surveys for Purchasing will no longer be auto generated by the requisition. Q1: Lateral Connection featured Plant Maintenance staff's certifications. Q1: Employee Recognition Events program is available and allows managers to request funding for team -building events to acknowledge extraordinary achievements. Q1: 2021 Innovations Fair is postponed to be held during the next summer Employee Appreciation Picnic for maximum attendance and engagement. Q1: Articles are on hold due to avoid information overload as a result of the amount of COVID safety information being relayed to staff. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 86 of 111 Page 8 Page 11 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Manage Assets Optimally to Prolong Their Useful Life Execute Long -Term Capital Renewal and Replacement Program Protect Personnel and Assets from Threats and Emergencies FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 5 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Initiative Key Success Measures Responsible Person(s) Complete condition assessments on all critical equipment on time and incorporate Goel / Lopez / Continue updating the 10-Year into Capital Improvement Budget or Maintenance Program as appropriate. Meyer Capital Improvement Budget (CIB) consistent with recommendations of the Asset Management Implement the Large Diameter Pipe and Force Main Inspection and condition Gemmell / Frost / Program. assessment programs. Waples Perform Reliability Centered Maintenance, Preventative Maintenance Optimization (PMO), Defect Elimination, Safety Quality Effectiveness Audit, Root Cause Meyer Analysis, and other strategic reliability -based analysis on treatment plant process systems. Expand reliability -based Improve the asset condition monitoring program by developing and deploying approaches to maintaining assets. condition -based and predictive -based technologies (e.g., infrared, vibration, and Meyer ultrasound testing) across asset classes. Add service contracts to computerized maintenance management software Meyer / (CMMS) to track work orders. Gemmell/Goel Transfer Pumping Stations maintenance program to CMMS. Meyer Ensure all critical assets and processes in need of repair or replacement are Lopez / Weer / Integrate data from the appropriately scheduled in the 10-Year CIP. Meyer Comprehensive Wastewater Master Plan (CWMP) and Asset Management Program into the analysis of long-term capital Develop a prioritization model for vertical assets. Gemmell / Goel / improvement needs. Meyer Identify vulnerable assets and develop mitigation measures. I Meyer / Goel Harden infrastructure for climate resiliency. Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability. Gemmell / Frost Enhance capability to mitigate, Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch prepare for, respond to, and recover from emergencies. Maintain the Emergency Operations Plan. Deutsch Q1 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. OCompleted O On Track / 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) Q2 Q3 Q4 / Final FY-End Status Activities/Performance in Achieving Success Measure (Status, Comments, and Exceptions) Q1: Steam Project condition assessments were completed in FY 2020-21 and findings were included in the creation of the CIB in spring 2021. Q1: Received contractor submittals for large diameter inspection project. Large diameter pipeline inspection field work anticipated in Q2. Force main inspection project brainstorm meetings conducted in Q1. 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. Q1: Staff is pilot testing InfoAsset to replace InfoMaster. 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. Q1: Currently postponed and may be considered as part of future treatment plant master plan update. Resiliency/vulnerability for collection system will be included in scope for collection system master plan update to start this FY. Q1: Will be addressed in Collection System Master Plan Update Q1: Continuing 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. Q1: Plan is up to date, minor update planned in FY 2021-22. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 87 of 111 Page 9 Page 12 of 24 ' FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 5 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Expand participation in CalWARN to represent the needs of wastewater agencies in Deutsch emergency planning and responses. Update emergency communication systems. Deutsch Increase the number of licensed amateur, or HAM, radio operators among staff. Deutsch Budget and implement the projects identified in the Security Master Plan. Deutsch Provide regular security awareness training to staff. I Deutsch Evaluate and implement Renovate security guard posts and update monitoring equipment. Deutsch improvements to meet new or evolving threats, both physical and Expand access control systems and harden certain facilities. Deutsch digital. Upgrade treatment plant control network and its equipment to create redundant Huie /Weer paths. Continue to conduct third -party cybersecurity operation assessments focusing on technology, people, and physical assets, including an audit to gauge readiness Huie against ransomware cyberattacks. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / 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) 0 On Hold /Delayed /At Risk (KSM is on hold, delayed, or at risk but recoverable) ATTACHMENT 1 Q1: Ongoing. Q1: Update was completed last FY. Q1: RFP delayed until Risk Mgt returns to full staffing level. Q1: Ongoing. Q1: In progress. Q1: Ongoing. Completed in FY 2020-21. Ongoing. Additional mitigation efforts will be addressed in Technology Master Plan. •Off Track (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 88 of 111 Page 10 Page 13 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Implement the Central San Smart Initiative Improve and Modernize Operations through Technology and Efficiency Measures FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 6 — INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement Initiative Key Success Measures Responsible 1st Person(s) QTR Continue meetings of the steering committee formed in January 2020. 1 LaBella Utilize data to optimize operation and maintenance; improve asset management; increase energy Develop an implementation schedule for the initial projects. LaBella efficiency, staff productivity, and safety; and reduce facility management costs. Establish project task forces and identify project champions. LaBella Address e-procurement, contract management, and procurement card system King / Huie needs. Evaluate, select, and implement new SSC billing software. Gemmell Implement new ERP system, including permitting software, and integrate with linked systems. Leverage software towards the elimination of paper processes. All Managers Update procedures to reflect new business workflows. I All Managers Hold Applied Research meetings to promote innovation and continuous Frost / Cauble improvement. Continue to participate actively in the HYPOWERS pilot project to test an emerging Frost / Cauble hydrothermal resource recovery process for solids handling. Evaluate and invest in cost- Expand and improve the use of mobile computing and communication Gemmell / Lopez effective and innovative technology technologies, including applications for inspector and surveyor field staff. to enhance business processes. Review 1-, 2-, 3-, 5-, and 7-year pipeline cleaning schedules for optimization. I Seitz Provide Optimizations Program Annual Reports to Board. I Gee 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. OCompleted O On Track / 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) 2nd QTR 3rd QTR 4th QTR / Final FY-End Status Activities/Performance in Achieving Success Measures (Status, Comments, and Exceptions) Q1: On hold, pending completion of IT Master Plan Update and Technology Road Map. Q1: An Implementation Plan was developed in FY 2020-21. Several projects will be delayed in order to coordinate with the completion and implementation of the IT Master Plan update currently in procurement. Q1: This task has been completed for the projects initially identified and is on hold for new projects, pending completion of the IT Master Plan Update and Technology Road Map. Q1: Continuing to work with consultant on contract management, integrations (DocuSign and Laserfiche), inventory management, system access for users, and reporting. Q1: Project kick-off commenced after August 10th (SSC billing deadline). Q1: Staff continues to use DocuSign, PayPal, and other technologies to conduct business electronically. Oracle now provides for invoice approval electronically. Q1: Staff is updating procedures as needed. Q1: Participated in ISLE applied research meetings. ongoing Q1: Staff continues to participate and coordinate HYPOWERS project. Funding and Dept. of Energy approval for Phase 2 is still TBD. Q1: Construction Inspectors are utilizing mobile devices. Some aspects of Oracle Permitting Module will not be available until the end of the year, but an interim process with partial functionality is being used. Always ongoing. Q1: Executives and Managers review the Optimizations Tracking Log quarterly. FY 2020-21 Optimizations Program Annual Report is scheduled to be presented to the Administration Committee and Board in December. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 89 of 111 Page 11 Page 14 of 24 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 6 — INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement Include ERP, CMMS, supervisory control and data acquisition, document Q1: Contact with vendor is pending; contracting has proceeded Develop a Technology Roadmap to management, asset management, geographic information system, operational Huie slower than anticipated. encompass all major technology technology projects, and beyond. implementation across the organization. Organize the various technologies with overlapping areas of interest and use of Huie Q1: Phase 1 of IT Master Plan to be completed in FY 2021-22 resources to plan projects with a global view. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / 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) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 90 of 111 Page 12 Page 15 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Maintain a Safe Working Environment for Employees and the Public During the COVID-19 Pandemic Plan Ahead for Scenarios of Direct Adverse Impacts FY 2021-22 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 7 — AGILITY AND ADAPTABILITY Preserve business continuity during pandemic events or major natural disasters Initiative Key Success Measures Responsible Person(s) O'Malley 1st QTR Implement applicable federal guidelines, state directives, and local health and safety orders. Provide pandemic status updates and recommended safety, operational changes, Barnett and other information to employees. Collaborate on best practices with sister agencies. Barnett Gemmell / Make improvements to the business practices and workplace to reduce the risk of Provide a safe working transmission. O'Malley Implement practical and reasonable revisions to work schedules to reflect social environment. All Managers distancing best practices. Utilize automated business processes, virtual meetings, and other technologies to All Managers minimize physical contact. Ensure proper personal protective equipment (PPE) is provided, including masks, Ledbetter / King gloves, and hygiene supplies. Increase the frequency of cleaning on campus. Meyer All Managers Minimize face-to-face contact with customers, suppliers, and contractors. Develop and employ an alternative Find new and innovative ways to provide service to the community, including service delivery approach where automated customer -facing programs. All Managers practicable. Collaborate with community partners to be responsive to their needs. Barnett g Be prepared to modify operations if Implement policies, procedures, and cost-effective technologies and security All Managers needed to prevent or mitigate an measures to support teleworking as may be necessary. event in which staffing must be Create working schedules that allow for optimal redundancy and operational All Managers reduced on site for health and coverage. safety reasons. Continue to cross -train staff for mission -critical functions. All Managers Implement financial policies which take into account the effects of Continue to monitor and update financial performance and assumptions. Leiber / Mizuno / Gemmell COVID-19 (e.g., market volatility, deferred rate adjustments, and Continue to present alternatives to allow appropriate policy choices for mitigating revenue shortfalls from reduced customer rate impacts, meeting capital needs, and ensuring financial stability as a Leiber / Gemmell incoming system development result of the pandemic. fees). Recognize savings opportunities through reduced Operations and Maintenance All Managers and Capital costs as appropriate. Re -prioritize and reschedule CIP projects as appropriate. Account for any added costs Lopez due to the pandemic. Pursue reimbursement of expenses from state and federal agencies, including Leiber / Deutsch available grant programs. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / 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) 2nd QTR 3rd QTR 4th QTR / Final FY-End Status Activities/Performance in Achieving Success Measure (Status, Comments, and Exceptions) Q1: COVID-19 Exposure Prevention Plan is updated to reflect latest guidelines, directives, and orders. Q1: Provided updates at every Board meeting. Ongoing and consistent. Q1: Recommendations are being implemented and reviewed for Return to Office Plan. Ongoing and consistent. Q1: Have continued to monitor and quantify COVID-19 related impacts to revenues and costs. Q1: Budget was adopted in June. Q1 : Rescheduling treatment plant program due to rejected bids for the Solids Project. Q1: FEMA Public Assistance (PA) application in progress. Application for $2.5 million from available $100MM pool of State funds for special districts was underway as of 9/30 and submitted on 10/15. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 91 of 111 Page 13 Page 16 of 24 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 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. OCompleted O On Track / 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) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130122) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 92 of 111 Page 14 Page 17 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments / Issues Person(s) PERFORMANCE Average onsite response time for collection system emergency calls, :530 minutes Seitz 17.66 during working hours* Average onsite response time for collection system emergency calls, 540 minutes Seitz 32.69 after hours* Average customer service rating for >_3.8 out of 4.0 Seitz 3.83 emergency calls 90.1 % Q1: Survey data for Martinez Phase 6 was received. Additional project surveys Average customer satisfaction rating on >95% Carpenter will be mailed in future quarters are projects are completed. construction projects FY 2020-21: No surveys sent Q1: 10 Excellent ratings received and 3 Needs Improvement ratings. Average customer satisfaction rating on 76.9% permit counter interactions D ?95 /D Gemmell Comments related to turn -around time at the permit counter. FY 2020-21: 100% Students served by >_6,000 Barnett 599 Q1: Five hundred and ninety-nine (599) students were served through virtual education programs classrooms and education events. Q1: One hundred and seventy-eight (178) people were served at local events Participants in Plant / Household Hazardous Waste Collection Facility tours >_500 Barnett 178 and through virtual community presentations and facilities tours. and District presentations Q1: 79 applications have been received for the next Academy. Participants in Central San Academy >_35 Gee 79 applications received Awards or recognitions received >_10 Young 3 Q1: 3 awards received. * Performance may have been affected by modified working schedules to adhere to social distancing mandates due to the COVID-19 pandemic. 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 O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 93 of 111 Page 1 Page 18 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability Responsib FINAL FY-END Metric FY 2020-21 Target le Q1 Q2 Q3 Q4 PERFORMANCE Comments / Issues Person(s) Q1: On track to meet Platinum 24 (2021) target. National Pollutant Discharge Elimination Zero violations Weer System compliance Q1: 0 Reportable Compliance Activities. Q1: On track to meet Calendar Year 2021 GHG target. Title V compliance Zero violations Weer Recycled Water Title 22 compliance Zero violations Weer Anthropogenic greenhouse gas (GHG) <25,000 metric tons (MT) Cheng / emissions CO2e per calendar year Hess / Nguyen On track On track Q1: There were a total of 3 SSOs for this quarter. Sanitary sewer overflows <_2.0 spills per 100 miles Seitz of pipeline Zero Q1: There were 0 Category 1 SSOs for this quarter. Q1: Out of the 3 SSOs this quarter, 0 were over 500 gallons. Spills to public water <_3 Seitz Percent of spills less than 500 gallons o ?95 /o Seitz o 100 /o 98.32% Pipeline cleaning schedules >98% Seitz completed on time* Pipeline cleaning quality assurance / On >_4% of pipelines quality control (QA/QC)* cleaned on an annual Seitz D 4.43 /D basis 95.45% FY 2020-21: 96.84 % Pipeline cleaning QA/QC passing rate* >_98% Seitz Annual Environmental Compliance inspections and permitting 100% Potter 100% completed on time Zero violations Household Hazardous Waste (HHW) Zero violations Wyatt management compliance 91.0 MG Gallons of recycled water >_240 million gallons (MG) Foss distributed to external customers 22.7 kWh kWh of electricity produced by >_18 million kWh (reported Shima co -generation using natural gas as a rolling average) 273,000 kWh kWh of solar power produced at Collection >_220,000 kWh (reported Shima System Operations and HHW Facility as a rolling average) Q1: Project on track for start-up in Q4. kWh of solar power produced >_2.5 million kWh by a new solar array near the treatment (reported as a rolling LaBella plant campus average) * Performance may have been affected by modified working schedules to adhere to social distancing mandates due to the COVID-19 pandemic. 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 O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 94 of 111 Page 2 Page 19 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 3 — FISCAL RESPONSIBILITY Manage finances wisely and prudently Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments / Issues Person(s) PERFORMANCE Q1: FY 2021-22 Residential rates unchanged from FY 2020-21 and still below Sewer Service Charge (SSC) less average of Bay Area Agencies. SSC / Median Income is <0.78%. Updated rate than average of Bay Residential rates Residential rates Residential rates Residential rates Residential rates comparison was presented at March 25, 2021 workshop. Area agencies unchanged and still unchanged and still unchanged and still unchanged and still unchanged and still Maintain service affordability below average of below average of below average of below average of below average of SSC plus Ad Valorem Leiber Bay Area agencies Bay Area agencies Bay Area agencies Bay Area agencies Bay Area agencies tax less than average of Bay Area agencies <0.78% of median <0.78% of median <0.78% of median <0.78% of median <0.78% of median :50.78% of median household income household income household income household income household income household income AAA/Aa1 AAA/Aa1 AAA/Aa1 AAA/Aa1 AAA/Aa1 Ratings unchanged. Standard and Poor's and Moody's AAA/Aa1 Leiber credit ratings Q1: Debt service coverage projected to be >2.0. Debt service coverage ratio >2.0 Leiber /Mizuno >2.0 Q1: Year-end projected reserves >100% based on revenue and spending Actual reserves as a percentage of target 100% Leiber / Mizuno >100% performance in Q1. Q1: On track with regard to budgeted spending. Operating expenditures as a percentage of operating budget >95% Leiber / Mizuno On track Q1: Annual Financial Report will be delivered to and accepted by Board in Reported material weaknesses or significant deficiencies Zero Leiber /Mizuno Information not yet December 2021. Information is not yet available as to any material weaknesses in internal controls as part of annual available / pending or significant deficiencies financial audit This metric is no longer needed since all the data now resides in one database Difference in inventory value in Purchasing <1 % King Metric no longer needed in Oracle, as opposed to the two databases in HTE, which required a monthly database vs. value submitted to Accounting reconciliation. Q1: Data not available in Oracle enterprise resource planning (ERP) system. Accuracy of physical inventory count >_95% Kin g Data not yet Currently implementing add -on software RF-Smart to resolve the Oracle issues. vs. book value available in Oracle Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 95 of 111 Page 3 Page 20 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 4 — WORKFORCE DEVELOPMENT Recruit, empower, and enga e a highly trained and safe workforce Metric FY 2020-21 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments / Issues Person(s) 45 days PERFORMANCE Average time to fill vacancy <_60 day s O'Malley/ (from request to hire) Manor Q1: Turnover with retirees: 8 employees left; 276 avg # employees = 2.9% Turnover rate at or below median for combined utilities O'Malley/ o (incl. retirees) 29/o turnover. Turnover without retirees: 6 employees left; 276 avg # employees = via American Water Works Association s7.8%* Granzella 2..2% (excl. retirees) 2.2%. (AWWA) Average annual training hours >_15 per full-time O'Malley/ (external and internal training) equivalent employee Smith 3.62 (nt (see comments for Q1: July evals 78% rec'd; Aug. evals 68% rec'd; Sep. evals 33% rec'd. Completion of 100% O'Malley/ annual performance evaluations Howard Q1 performance) Q1: 2022 Wellness Expo is dependent upon the status of the pandemic, but Increase by >_10% O'Malley/ Participation in annual Wellness Expo each year Howard virtual Wellness activities are being developed and employees remain engaged in 1.10 1.10 1.10 1.10 1.10 the online Wellness portal. FYs 2019-20, 2020-21, 2021-22 expect to have higher ExMod as rolling three - Workers' compensation experience modifier experience Deutsch FY 2020-21: 1.10 FY 2020-21: 1.10 FY 2020-21: 1.10 FY 2020-21: 1.10 FY 2020-21: 1.10 year calculation includes one very bad loss year. The 1.10 factor applies for the o 100 /D entire FY. Q1: Temporary Modified Duty was provided to all eligible employees. Temporary modified duty provided >_95% of recordable Deutsch (Return to Work program) injuries 66.67% Q1: 1 non -entry level hire; 2 promotions = 66.67%. Internal promotions >25% O'Malley/ (excludes entry-level positions) Granzella Zero Q1: 1 recordable injury. 139,518.33 hours worked. Formal grievances processed Zero O'Malley 154.0 (via Bureau of Employee injury and illness Labor Statistics) Ledbetter 1.43 lost time incident rate s3.4 (via AWWA)* * Median for wastewater -only utilities in FY 2017-18 as reported in the 2019 AWWA Utility Benchmarking book. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 96 of 111 Page 4 Page 21 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 5 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Metric FY 2020-21 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END PERFORMANCE Comments / Issues 100% Meyer Safety -prioritized work orders 100% completed on time 100% Meyer Regulatory Title V work orders 100% completed on time Planned treatment plant preventative maintenance >_90% Meyer 97% completed on time 01: CSO completed all valve exercising on time. Recycled water distribution system maintenance schedules >_98% Seitz 100% completed on time 100% 01: 1 mile of sewer replaced or rehabilitated. Uptime for vehicles 100% Seitz Miles of sewers replaced or rehabilitated >_6.0 Mestetsky 1 mile (focused on deteriorated small diameter pipelines) Q1: Received contractor submittals for large diameter inspection >_3 miles per year for Large diameter and force main condition the next five years Waples / Gemmell project. Large diameter pipeline inspection field work anticipated in assessment starting in / Frost Q2. Force main inspection project brainstorm meetings conducted in FY 2020-21 Q1. Q1: Oracle report on this metric is still in development. Average time to execute Engineering Data not yet agreements from complete package <_2 weeks Lopez / King available in Oracle submittal or Board approval Data not yet 01: Financials were not available at time of reporting. Lopez Capital expenditures (for performance) nce) available available as a percentage of capital budgeted cash ?90% Mizrmarmauno FY 2020l -21: 60% flow including carry forward (for reporting) 100% 01: 100% uptime. Information system outages 100% uptime Huie affecting normal business operations Q1: Zero lost data. Data backup and recovery Zero lost data Huie Zero lost data Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 97 of 111 Page 5 Page 22 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER 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 Q1: On hold, awaiting completion of IT Master Plan Update and Projects initiated under -3 '' LaBella (no FY 2020-21 Technology Road Map. Central San Smart Q1 data available) Q1: Pilot tests continued: 1. Remote Manhole Monitoring Pilot (removing pilot units and wrapping up pilot report, procurement of units will happen this FY) 2. Water Pigeon Pilot (wrapping up pilot and pilot report, evaluating Reviews or pilot tests >3 Frost / other meter reading options) of new and promising technology All Managers 3. Tertiary Membrane/RO Pilot (installation in progress) 4. WW Based Epidemiology (continued 1 x per week sampling with UC Berkeley and CC Health) 5. Multi -Sensor Inspection Pilot (received and reviewing contractor submittals, inspections expected in Q2). Q1: Papers and presentations: 1. WW Based Epidemiology - Central San co-authored journal article w/ Research papers and >_3 papers or Frost / UC Berkeley "Tools for interpretation of wastewater SARS-CoV-2 findings presented presentations All Managers temporal and spatial trends demonstrated with data collected in the San Francisco Bay Area", published in Water Research X (Aug 2021). Don't Just Fix It; Improve It ?35 Meyer 6 (no FY 2020-21 work orders completed* Q1 data available) Q1: Optimization efforts continue, and managers continue to track progress Completed optimizations >_20 Gee quarterly. * Performance was affected by modified working schedules to adhere to social distancing mandates due to COVID-19. 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 O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 98 of 111 Page 6 Page 23 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 7 — AGILITY AND ADAPTABILITY Preserve business continuity durin 3 pandemic events or major natural disasters Metric FY 2020-21 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END PERFORMANCE Comments / Issues Number of Q1: 1.09 standard deviation due to overflows being sanitary sewer overflows 51 standard Seitz 109 reduced when compared to the last five years for the (during the last five years deviation . same time period. for the same time period)* 01: 0 days out of compliance for air and liquid permits. Nguyen (Air) 100% (Air) � Esparza (Liquid) 100% (Liquid) 0 Permit compliance 100% a Q1: 4.16 days out of compliance for collection system. O Seitz 95.5% (Collection System) FY 2020-21: 99.8% Q1: Continuing arrangements of prior quarters. Return to Productivity 95% Leiber >95% office pending mandatory vaccination meet and confer with bargaining units as of 9/30/21. Increase in costs to the Q1: O&M spending is below budget. Operations & Maintenance 0% Leiber / Mizuno None budget beyond what is approved Revenue projections met 100% Leiber / Mizuno Q1: Revenues are essentially on track. U C 0 Additional increase in D <_5 /D Leiber Pension funding at 01: Unfunded actuarial accrued liabilities are paid off and unfunded liabilities 100% is at 0%. Funds granted from Q1: FEMA Public Assistance (PA) application in progress. available state and federal D 100% of requested Leiber /Deutsch Pending Application for $2.5 million from available $100MM pool of reimbursement programs funds State funds for special districts was underway as of 9/30 and submitted on 10/15. Seitz (Average customer service 3.83 rating for collection system emergency calls) L Carpenter 90.1 % Q1: Survey data for Martinez Phase 6 was received. E (Average customer Additional project surveys will be mailed in future quarters o Customer satisfaction levels >_90% satisfaction rating on FY 2020-21: are projects are completed. U construction projects) No surveys sent Gemmell 76 9% Q1: 10 Excellent ratings received and 3 Needs (Average customer Improvement ratings. Comments related to turn -around satisfaction rating on permit o FY 2020-21: 100/ time at the permit counter. counter interactions) 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 O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 99 of 111 Page 7 Page 24 of 24 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2021-22 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 7 — AGILITY AND ADAPTABILITY Preserve business continuity durin 3 pandemic events or major natural disasters Metric FY 2020-21 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END PERFORMANCE Comments / Issues Requested personal protective equipment (PPE) 100% Ledbetter / King provided Requested safety Q1: Additional controls in place for opening of >. improvements 100% Ledbetter / Gemmell Lobby/Permit Counter. 12 to the workplace fulfilled Employees trained on 100% Ledbetter COVID-19 prevention Twice -daily cleaning of all Q1: B&G continued the daily COVID-19 cleaning using restroom facilities D 100% Meyer the matrix supplied by HR and Safety. Cleaning frequency will increase with Return to Office. Q1: Financials are not available at time of reporting. o C: _ E Capital expenditures as a °° m `° > 0) percentage of capital o ** >_85 /o Lopez Data not yet available c, o o budgeted cash flow a FY2020-21: 60% wU including carry forward * 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 2021-22 when compared to the past five years, the standard deviation means the target was met and exceeded. ** 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. 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 O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) December 7, 2021 Regular ADMIN Committee Meeting Agenda Packet - Page 100 of 111