HomeMy WebLinkAbout05.a. Receive Strategic Plan Trackers for the second quarter of FY 2021-22Page 1 of 26
Item 5.a.
F--1-448�411C-S0
February 1, 2022
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 SECOND QUARTER
OF FY 2021-22
Attached are the Strategic Plan Trackers for the second 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.
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 8 of 41
Page 2 of 26
ATTACHMENTS:
1. Key Success Measures Tracker
2. Key Metrics Tracker
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 9 of 41
Page 3 of 26
ATTACHMENT 1
CENTRAL COSTA
SANITARY
RY DISTRICT
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
Q4/
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Final
Activities/Performance in Achieving Success Measure
Person(s)
FY-End
(Status, Comments, and Exceptions)
Status
Ongoing and consistent.
Continue to assess customer satisfaction, awareness, and preferred methods of
Barnett
receiving information.
Ongoing. See Key Metrics Tracker for response times.
Provide core service of treating
Respond in a timely manner to requests for service.
Seitz
wastewater, along with value-added
See Key Metrics Tracker for customer satisfaction ratings.
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.
01: Meetings will be scheduled in future quarters as needed.
Hold informational community meetings for all major sewer renovation projects,
Barnett /
02: Meetings will be scheduled in future quarters as needed.
including outreach to officials of the impacted cities/county.
Carpenter
Deliver high -quality
customer service
Minimize impacts to residents and
Q1: Meetings/discussions occur as needed.
businesses during capital projects,
Meet individually with property owners and/or tenants on projects involving
Barnett /
construction work, and maintenance.
private easements.
Carpenter
Q2: Meetings/discussions occur as needed.
Barnett /
01: Met or spoke with customers as needed to resolve issues.
Troubleshoot and resolve construction issues as rapidly as possible.
Carpenter
02: Met or spoke with customers as needed to resolve issues.
Changed to a three-year certificate. Will apply in Fall 2022.
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
Q1: Uploaded content as needed.
Q2: Uploaded content as needed.
documents, and other content.
Practice principles of Brown Act and Ethics training.
All Managers
Respond to Public Records Act requests promptly.
Young
Ongoing, however, the pandemic has caused all in -person
events to be cancelled, limiting access and networking with
Meet regularly with elected officials and stakeholders.
Barnett
electeds. Furthermore, cities are being stricter with agendas due
Maintain a positive
Form and maintain relationships with
to zoom fatigue and increased public comments (increased time
reputation
federal, state, and local elected officials
of meetings).
Completed in July 2021 with the launch of the site and
and stakeholders.
Plan a customer engagement signature event to coincide with Central San's 75th
Barnett
7
7
11
advertisements to customers in the Pipeline and on social media.
anniversary.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 10 of 41
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Page 4 of 26
ATTACHMENT 1
CENTRAL COSTA
SANITARY
RY DISTRICT
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
Q4/
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Final
Activities/Performance in Achieving Success Measure
Person(s)
FY-End
(Status, Comments, and Exceptions)
Status
Ongoing, however, the pandemic has caused all in -person
Support Board Member engagement with elected officials and stakeholders
events to be cancelled, limiting access and networking with
through presentations, events, and meetings.
Barnett
electeds. Furthermore, cities are being stricter with agendas due
to zoom fatigue and increased public comments (increased time
of meetings).
See Key Metrics Tracker for number of people served through
Conduct facility tours and speaker's bureau presentations highlighting
Barnett
tours and presentations.
infrastructure investments.
01: 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.
Develop videos and public service announcements to communicate
Barnett / Zumbo
Q2: Raised awareness for recycling cooking oil at HHW by
environmental messages and other information.
broadcasting a PSA with Comcast, reaching customers in our
service area over 150,000 times.
Q1: Fall Pipeline newsletter (75th Anniversary edition) in
Increase understanding and support for
production.
key initiatives, programs, and services.
Create engaging customer publications and brochures.
Barnett / Vallee
Q2: Fall Pipeline newsletter mailed to customers and shared via
website and social media.
Q1/Q2: Continued to monitor and grow YouTube, Facebook,
Expand media relations, including social media.
Barnett / Vallee
Twitter, Instagram, and Linkedln followers and impressions.
Q2: Distributed news release on redistricting.
Q1/Q2: 2021 Central San Academy was held in April 2021.
Host the citizens' academy, Central San Academy, annually.
Gee
Q2: Planning is underway for 2022 session.
See Key Metrics Tracker for number of students served through
Develop industry -leading student education programs and implement classroom
Barnett /
education programs.
and community education events.
Lavender
Take leadership roles in, participate in, attend meetings of, and share lessons
All Managers
learned from industry organizations.
Serve on oral boards, grant mutual aid through CalWARN, and provide other
All Managers
Support member organizations and sister
agencies.
assistance as requested.
Continue to achieve recognition highlighting industry -leading work through
All Managers
member organization programs.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 11 of 41
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ATTACHMENT 1
CENTRAL COSTA
SANITARY
RY DISTRICT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Q4/
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Final
Activities/Performance in Achieving Success Measure
Person(s)
FY-End
(Status, Comments, and Exceptions)
Status
Meet or surpass all wastewater discharge, air, and recycled water
Weer
requirements.
Continue to attain National Association of Clean Water Agencies (NACWA)
Weer
Comply with all applicable regulations.
Platinum Peak Performance Awards.
Minimize sanitary sewer overflows through optimized rehabilitation,
Seitz
Ongoing. See Key Metrics Tracker for statistics.
replacement, and cleaning.
Q1: Received bids and rejected due to increased costs.
Q2: The original Solids project has been split to reflect urgent
Bid the Solids Handling Facility Improvements Project.
Lopez
scope items and the reminder to be reevaluated. The urgent
work will rebid as the Solids Project Phase 1A; the design and
Achieve 100%
repackage effort has begun.
Inspect and maintain the outfall.
Lopez
-11
Project completed and has been accepted.
Compliance in All
Complete infrastructure improvements
Regulations
required to meet regulations.
Q1: Condition Assessments complete and Project Design
7
Reports started in Q1; work is being evaluated in light of
Complete assessment of the Steam and Aeration Blower Renovation Project.
Gemmell / Goel
acceleration of Phase 2 of the Solids Handling Project.
Q2: Projects scopes were recommended and moving to Final
Design.
Prepare internal monthly GHG emission inventory updates, annual inventory
summary, and verification report and submit to California Air Resources Board
Cheng
Actively manage greenhouse gas (GHG)
(CARB) as required.
emissions in the most cost-effective and
responsible manner.
Minimize natural gas usage and maximize landfill gas usage through daily
Weer
operations and capital improvements for energy efficiency.
Actively participate in meetings of the Bay Area Clean Water Agencies.
Schectel
Foster relationships with regulatory
Communicate directly and participate in meetings and workshops with
agencies.
regulatory bodies such as the Regional Water Quality Control Board, State
Schectel
Water Resources Control Board, Bay Area Air Quality Management District,
Environmental Protection Agency, and CARB, as needed.
Q1: Ongoing state and federal legislative (leg) presentations at
Anticipate and Prepare
Board meetings. Including commenting on Board approved
for Potential
Regulatory Changes
Log, analyze, review, and comment on proposed legislation and regulations
Barnett
positions on leg.
Q2: Delivered final legislative advocacy report as well as ongoing
Track proposed and pending legislation
that have a direct impact on District operations, as appropriate.
legislative reports prior. Pre -started coordination on advocacy for
or regulatory changes; plan for possible
2022 session with CSDA, CASA, and regional W/WW advocacy
implementations.
leads.
Q1-Q2: Provided outreach on District redistricting efforts in line
Support key legislative and advocacy initiatives through customer
Barnett
with SB 594 and proper wipes labeling legislation AB 818 in the
communications and outreach.
Pipeline, on social media, on Central San website, and through
the employee newsletter, advertising in local newspapers, etc.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 12 of 41
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements and promote sustainability
Q4/
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Final
Activities/Performance in Achieving Success Measure
Person(s)
FY-End
(Status, Comments, and Exceptions)
Status
Q1: Capital Improvement Plan updated last FY and will be
Incorporate potential impacts of regulatory changes into long-range
Gemmell / Lopez
IF
reviewed in Q2, especially for solids handling.
infrastructure and financing plans.
/ Schectel /
Q2: Nutrient Removal and regulatory requirements were
Leiber
incorporated in the proposed FY 2022-23 CIP which will be
reviewed in Q3 at Financial Workshop.
Q1: Amendment No. 3 to the MOU extended the expiration date
Develop and execute a contract for the Refinery Recycled Water Exchange
to June 30, 2022 and was adopted by the Board on July 15tn
Project with Contra Costa Water District (CCWD) and Santa Clara Valley Water
LaBella
Central San and Valley Water have extended the staff -level
District (Valley Water) (and/or other interested water supply agencies).
Cost -Sharing Agreement to jointly fund work by Raftelis to June
30, 2022.
Q1: Concord's Statement of Qualifications to select Master
Developer was submitted at the end of June. Once process is
Work with CCWD and the City of Concord to supply recycled water to the
finalized, then Central San and CCWD will begin to engage with
Concord Community Reuse Project.
Gemmell
Concord on recycled water future.
Q2: 2 Meetings with New Master Developer (Concord First) in
Explore and advance partnering
October and December.
opportunities.
Collaborate with Dublin San Ramon Services District — East Bay Municipal
Q1: Raw wastewater diversion to DSRSD continued after
Support Regional
Utility District (EBMUD) Recycled Water Authority (DERWA) to allow DERWA
Gemmell / Frost /
diversion began on June 215t. DSRSD ended this year's
Development of Local
to divert raw wastewater from the San Ramon Pumping Station to produce
Cauble
diversion on September 10tn
Water Supply
recycled water to meet DERWA's peak summer irrigation demand.
Q2: No activity.
Q1: Per REEP Committee request, Board -level policy discussion
held to provide guidance on how Central San will prioritize
Facilitate innovative and financially viable recycled water solutions (e.g., the
LaBella
recycled water projects.
Diablo Count Club demonstration satellite water recycling facility SWRF
Country Y g Y( ))•
Q2: Developed Guiding Principles for Satellite Water Recycling
p 9 p Y g
Facility Projects and brought to the Board for initial review. Final
approval anticipated in Q3.
Bid the Filter Plant renovations project.
Lopez
Completed in FY 2020-21.
Continue to provide recycled water to
Continue to operate and maintain a reliable recycled water distribution system
Gemmell / Foss
residents and businesses; evaluate and
process new customer requests.
for Zone 1 customers.
Continue the Residential Recycled Water Fill Station and Commercial Recycled
Gemmell / Foss
Water Truck Fill Programs.
Track and review energy usage; continue to explore ways to optimize efficiency
Meyer / Shima
Q1/Q2: Ongoing tracking of energy usage, and work with PG&E
in accordance with Board policies.
on RAPIDS energy efficiency program.
Replace lighting and heating, ventilation, and air conditioning with newer, more
Meyer
Q1/Q2: Continuing to proceed as time allows.
efficient fixtures and equipment at the Martinez campus.
Reduce Reliance on
Explore opportunities for
Q1: CEQA environmental review taking longer than anticipated.
Non -Renewable
cost-effective renewable energy
The project is currently on schedule for start-up in Q4 this fiscal
Energy
generation, conservation, and efficiency.
year.
Implement an onsite solar energy project.
LaBella
Q2: CEQA environmental review was brought to the Board and
the public hearing continued due to the need for further
refinement of burrowing owl habitat mitigation. Construction is
anticipated to start in Q1 of FY 2022/23 and start-up in Q3 of FY
2022/23.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 13 of 41
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY OISTR[LT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 3 — FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 / Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(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;
Mitigate rate increases by leveraging financing opportunities to fund capital needs.
Leiber
new loan or other financing will be needed for the changed
(digester) scope.
Q2: Plans for financing new scope are underway. Options include
a bond offering near June 2022 to lock in lower interest rates, or
waiting about two to three years for SRF financing or bonds then.
Q1/Q2: Scenarios have been developed to reflect changing
Develop scenarios to utilize debt prudently in financing the 10-Year Capital
Leiber
project outlooks.
Improvement Program (CIP).
Conduct long-range financial
Q1: Initial agreement received in mid -September for execution for
planning.
Solids Project SRF application.
Pursue State Revolving Fund loan and grant opportunities, as appropriate.
Gemmell
Q2: Loan finalized; will be available to fund scope within the
application estimated at about $100 million of the $173 million
application. Other funding sources will be needed for digester
related scope.
Q1: Debt outlook continues to be consistent with debt
Issue debt as needed, consistent with Board direction and the debt management
Leiber
management policy.
Maintain Financial
policy.
Q2: Developing plans for discussion in March at Financial
Stability and
Workshop.
Sustainability
Q1: Reserves are fully funded. Budget provides $5.2 million
planned transfer to RSA in FY 2021-22. Close-out for FY 2020-21
Fund rate stabilization account with available funds from favorable year-end
Mizuno
pending.
Q2: FY 20-21 pre -audit year-end variances brought to Board,
variances.
authorizing an additional $5.2M contribution to the O&M RSA.
$2.5M from RSA then transferred to the Self -Insurance fund per
Ensure resiliency against recession
Aa
Board action in Dec-21.
Q1: Pension is fully funded as of 7/1/21. OPEB is nearly fully
or other economic events.
funded and annual contributions are at the actuarially determined
Adopt pension and Other Post -Employment Benefits funding policy to strive
Leiber
level. o
Q2: Pension fully funded. OPEB at 85.7 /o on actuarial basis and
towards full funding of employee -related obligations.
99.16 /o on market value basis at 6/30/21. With additional $1.25
million contributed this FY, OPEB would be fully funded on a
market value basis.
Q1: FY 2021-22 Budget was developed and approved by the
Board in June 2021. FY 22-23 Budget development will
Develop budgets in alignment with the Strategic Plan and Risk Mitigation Plan.
Mizuno
commence in January 2022.
Q2: Planning for budget process underway utilizing new EPM
Manage costs.
Oracle software in plemented in FY 20-21.
Ongoing task and optimizations are tracked quarterly with the
Pursue opportunities for cost control through efficiencies and new technology.
All Managers
Managers.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 14 of 41
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ATTACHMENT 1
CENTRAL COSTA
SANITARY
RY DISTRICT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 3 — FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4/ Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(Status, Comments, and Exceptions)
Adjust operations and maintenance budgets at rates no greater than the inflation
Q1: FY 2021-22 budget as adopted was 0.3% higher than prior
measures used in the 10-Year CIP.
Mizuno
year budget. As amended is 12 /o below prior year adopted
budget.
Enforce and continuously review procurement policies to ensure competitive and
Q1/Q2: Continued to review procurements to ensure compliance
fair pricing on services and goods.
King
with policies and regulations.
Q1: Final Benchmarking Study is scheduled to be presented to
Complete annual Benchmarking Study to identify potential gaps.
Gee
the Administration Committee and the full Board in October.
02: Benchmarking Study was presented to the Board in
December. Results will be shared with CA agencies.
Q1: Board adopted FY 2021-22 Internal Audit Plan on 9/16.
Develop annual internal audit plans based on risk assessment.
Johnson
Test and improve internal controls to mitigate risks of loss and improve efficiency
Q1/Q2: Internal auditor work will address controls in ERP and
and effectiveness.
All Managers
other key internal controls.
Q1: Ongoing.
Identify and implement lessons learned.
Deutsch
Q2: Ongoing.
Q1: Average cost per overflow claim through Q1 is $21,600.
Evaluate and apply risk
Reduce average cost of overflow claims.
Deutsch
Benchmark is <$25,000.
management practices.
Q2: Cumulative average cost per overflow claim is $20,663.
01: A report was provided to the Board on 4/1/21. Subsequent
Maintain and report on Enterprise Risk Management program and risk inventory.
Deutsch
ERM report was presented in September.
Q2: Next update scheduled for February 2022.
01: Bar codes have been installed for a pilot project including
110 assets to have tags attached to them. O&M staff will easily
Develop and implement an equipment identification and tracking system.
Meyer /
be able to scan the asset bar codes, and quickly create an
Gemmell / Goel
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
Confirm rate structure and fees are
Conduct annual review of rates and fees.
Gemmell / Leiber
Committee.
consistent with cost of service
Perform annual review of non-residential customers to ensure current and
Q1: Completed and presented to Finance Committee in April
principles.
consistent billing information and charges.
Gemmell
2021.
Ensure Integrity and
Q1: FY 21-22 year-end close, audit, and ACFR preparation
Transparency in
Issue the Annual Comprehensive Financial Report (ACFR) no later than six
Mizuno
underway
Financial Management
months following the end of the fiscal year.
Q2: FY 20-21 ACFR independent audit opinion issued and
presented to Finance Committee in Dec-21.
Deliver reliable and relevant
Q1: Payroll design audit completed. IT security audit completed,
financial information.
Johnson /
pending final report. Financial Statement Audit on track for FY
Conduct regular internal and external financial audits.
Mizuno / Leiber
2020-21.
Q2: Accounts Payable Audit underway. Planning for
miscelleneous assets underway.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 15 of 41
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY OISTR[LT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 3 — FISCAL RESPONSIBILITY
Manage finances wisely and prudently
Strategy
Initiative
Key Success Measures
Responsible Q1
Q2
Q3
Q4/ Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(Status, Comments, and Exceptions)
Q1: Received Certificate of Achievement award for the FY 19-20
Earn the Government Finance Officers Association (GFOA) Certificate of
ACFR. Submitted FY 21-22 budget for the Distinguished budget
Achievement for Excellence in Financial Reporting and the Distinguished Budget
Mizuno
award.
Presentation Award.
Q2: Submitted FY 20-21 ACFR for the Certificate of Achievement
award.
Q1: Rolled out user-friendly online budget monitoring tool through
Oracle PBCS for managers/budgeteers to monitor their divisional
detail budgets. Information published monthly.
Leverage enterprise resource planning (ERP) technology to produce accurate,
Mizuno
Q2: Utilized Oracle Smart -View reporting tool to develop ACFR
timely, and meaningful reports and dashboards.
financials for first time. Rolled out paperless online ERP
integrated pathway for employees to submit for computer loans
requests.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 16 of 41
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
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
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 / Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(Status, Comments, and Exceptions)
Formalize an Organizational Development and Talent Management unit within
Completed in FY 2020-21. Management Analyst transferred to
Human Resources (HR).
O'Malley
ddi
HR to oversee and develop organizational development and
talent management initiatives.
Acquire a centralized learning management system to track training.
O'Malley
Q1/Q2: Performance/Learning/Safety module is being developed.
Explore career and professional development opportunities (e.g., job shadowing
O'Malley
Q1/Q2: Launched Career Development Program in July and two
and rotation) to expand employees' skills to meet changing workforce needs.
employees are currently participating.
Q1: Current cycle of Mentorship Program will conclude on
Continue to develop employees to
October 5 with mentee presentations. Now accepting
meet their full potential and to fill
applications for Cycle 4. Supervisory Academy applications are
future leadership roles.
Continue the Leadership and Supervisory Academies and Mentorship Program.
O'Malley
open and sessions will be held in 2022.
Proactively Plan for
Q2: Four employees were accepted into Cycle 4 of the
Future Operational
Mentorship Program, and 25 employees were accepted into the
Staffing Needs
2022 Supervisory Academy.
Q1: New CMM certification, CWEA Mech Tech 3, Elec/Inst Tech
Encourage staff to obtain technical certifications, such as Certified Reliability
Meyer
II, Thermo 1, and two Ultrasound 1.
Leader.
Q2: Staff continue to obtain certification in IR, US and other
technologies.
Continue to host and participate in multiagency development programs for staff
O'Malley
from Central San and sister agencies.
Expand the internship program placements to cross -disciplinary positions.
O'Malley
Enhance Central San's ability to
Q1: Ongoing communication with other agencies through the
recruit staff who exhibit the
organization's values.
Continue participation in workforce development activities.
O'Malley
Human Resources Forum and BAYWORK.
Q2: Planning to host Virtual Externship Program in spring 2022.
Perform an employee engagement survey to develop a baseline; evaluate and
O'Malley
Q1/Q2: Project is on hold.
implement viable suggestions.
Q1/Q2: Employee Recognition Events program is available and
allows managers to request funding for team -building events to
acknowledge extraordinary achievements. Cross -divisional
Promote a sense of community through events, team -building exercises, and
committees such as IT Leadership Committee, Smart Initiative
increased interdepartmental communication and collaboration.
All Managers
Committee, Applied Research and Optimizations continue to
meet.
Foster Relationships
Cultivate a positive work culture.
Q2: Planning to launch the Clarifier Speaker Series in January as
across All Levels of
part of our Organizational Development Program, to bring
Central San
employees together to learn about what we do at Central San.
Q1: Soft rollout of new evaluation process occurred with staff
Use the performance evaluation process to establish and communicate clear
All Managers
training/Q&A session held in August. Full rollout will coincide with
expectations and standards.
launch of the Goals & Performance ERP module.
Q2: Planning full rollout in Q3.
Continue General Manager lunches with the division workgroups.
Bailey / Crayton
Q1/Q2: Still on hold for COVID safety reasons.
Engage the bargaining units in informal discussions on collaborative solutions to
O'Malley
workplace issues.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 17 of 41
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Page 11 of 26
ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
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
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 / Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(Status, Comments, and Exceptions)
Sustain and row collaborative
g
Continue the General Manager and Board Member meetings with the bargaining
Bailey / Crayton
representatives.
relationships with the bargaining
units.
Track and implement action items from Labor Management Committee meetings.
O'Malley
Tr
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
Communicate important initiatives and information to employees via print and
special 75th Anniversary edition in July. Communicated important
electronic media, including the Lateral Connection employee newsletter and the
Barnett
COVID-19 updates via District -wide emails.
Q2: Produced three Lateral Connection newsletters, and
intranet.
communicated important COVID-19 updates via District -wide
emails.
Expand the onboarding process.
O'Malley
Q1/Q2: 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
Expand employees' understanding
financial seminars are offered, as well as trainings for supervisors
of Central San's operations and
through NorCal Employment Relations Consortium. Training/
their role in the agency's success.
Q&A on new performance appraisal process was held. Planning
Provide presentations on major projects or training in specialty areas (e.g.,
All Managers
to restart the HR @ Your Service sessions in Q2.
Purchasing, HR) to divisions upon request.
Q2: Restarted HR @ Your Service with a training on
Inspire Employee
cybersecurity awareness and will continue to hold HR @ Your
Engagement
Service every other month.
Q3: Financial webinars by MissionSquare Retirement have been
selected and will be scheduled for 2022.
Q1/Q2: Internal survey system remains active for Information
Survey employees for customer satisfaction with internal support services.
All Managers
Technology Helpdesk. With the new ERP, customer satisfaction
surveys for Purchasing will no longer be auto generated by the
requisition.
Recognize employee achievements via articles in the Lateral Connection, the
All Managers
Q1: Lateral Connection featured Plant Maintenance staff's
intranet, Board meeting announcements, and other avenues.
certifications.
Q1/Q2: Employee Recognition Events program is available and
Celebrate employees'
Initiate an employee recognition program.
O'Malley
allows managers to request funding for team -building events to
achievements.
acknowledge extraordinary achievements.
Hold a yearly event to recognize innovative employees going above and beyond to
Q1/Q2: 2021 Innovations Fair is postponed to be held during the
improve and optimize their work.
Gee
next summer Employee Appreciation Picnic for maximum
attendance and engagement.
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
Meet or Exceed
corrective measures.
Industry Safety
Standards
Increase visibility of Safety staff in the field.
Ledbetter
Enhance the safety culture through
improved training and
Use learning management system to provide and track employee safety training.
Ledbetter
communications.
Continue to conduct training based upon accident/incident causal factors, new
Ledbetter
processes, equipment, or procedures.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 18 of 41
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
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
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 / Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(Status, Comments, and Exceptions)
Continue to provide relevant information via safety publications and, when
Q1: Articles are on hold due to avoid information overload as a
appropriate, a Safety Corner in the Lateral Connection.
Ledbetter
result of the amount of COVID safety information being relayed to
staff.
Continue to provide information on upcoming safety -related regulations to
Ledbetter
supervisors and managers.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 19 of 41
Page 10
Page 13 of 26
ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY OISTR[LT
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
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 / Final
FY-End
Activities/Performance in Achieving Success Measure
Person(s)
Status
(Status, Comments, and Exceptions)
Complete condition assessments on all critical equipment on time and incorporate
Goel / Lopez /
Q1: Steam Project condition assessments were completed in FY
2020-21 and findings were included in the creation of the CIB inspring
into Capital Improvement Budget or Maintenance Program as appropriate.
Meyer
2021.
Continue updating the 10-Year
Q1: Received contractor submittals for large diameter inspection
Capital Improvement Budget (CIB)
consistent with recommendations
project. Large diameter pipeline inspection field work anticipated
of the Asset Management
Implement the Large Diameter Pipe and Force Main Inspection and condition
Gemmell / Frost /
in Q2. Force main inspection project brainstorm meetings
Program.
assessment programs.
Waples
conducted.
Q2: Began work on ITpipes multi -sensor inspection portal.
Inspections delayed by contractor performance; inspections still
expected this FY.
Perform Reliability Centered Maintenance, Preventative Maintenance Optimization
Q2: Completed PMO's Cogen, aux boiler, BFWP, IP.
(PMO), Defect Elimination, Safety Quality Effectiveness Audit, Root Cause
Meyer
Manage Assets
Analysis, and other strategic reliability -based analysis on treatment plant process
Optimally to Prolong
systems.
Q1: Ongoing effort: inspection templates developed for each
Their Useful Life
technology; various staff have obtained certification in the
technologies; continue to implement technologies on various
Improve the asset condition monitoring program by developing and deploying
asset classes. This project also overlaps with the Smart Initiative
Expand reliability -based
condition -based and predictive -based technologies (e.g., infrared, vibration, and
Meyer
- Asset Health Indicator and eventual health scores will be
approaches to maintaining assets.
ultrasound testing) across asset classes.
configured based on testing/analysis and factored into the Asset
Health score.
Q2: Additional staff certified in ACM technologies, completed US
for steam traps, created dashboard for US.
Add service contracts to computerized maintenance management software
Meyer /
Q2: Started tracking contracts in CMMS
(CMMS) to track work orders.
Gemmell/Goel
Q2: Pumping Stations preventative maintenance work orders
Transfer Pumping Stations maintenance program to CMMS.
Meyer
(PMs) for all the shops are in CMMS. Pumping Stations
Operations PMs will be transferred by the end of 2022.
Ensure all critical assets and processes in need of repair or replacement are
Lopez / Weer /
appropriately scheduled in the 10-Year CIP.
Meyer
Integrate data from the
Q1: Staff is pilot testing InfoAsset to replace InfoMaster. The
Comprehensive Wastewater
Master Plan (CWMP) and Asset
contract provides a freeze of the $7,800 annual subscription until
Execute Long -Term
Management Program into the
2023 during the pilot. Estimated savings of $64,000. In addition,
Capital Renewal and
Replacement Program
analysis of long-term capital
Develop a prioritization model for vertical assets.
Gemmell / Goel /
Central San will be evaluating software solutions as a part of IT
improvement needs.
Meyer
Master Plan that assist in the development of the prioritization
model for vertical assets.
Q2: Project put on hold due to COVID concerns and limited
staffing. It will resume in Q3 or Q4.
Harden infrastructure for climate
Identify vulnerable assets and develop mitigation measures.
Meyer / Goel
Q2: Asset Management Plan will be completed by Q4 and is
resiliency.
including identification of vulnerable assets.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 20 of 41
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ATTACHMENT 1
CENTRAL COSTA
SANITARY
RY DISTRICT
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
Q1: Collection system resiliency, vulnerability, mitigations for
climate change, etc. will be addressed in Collection System
Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability.
Gemmell / Frost
Master Plan Update.
Q2: Treatment Plant flood vulnerability study initiated under
Capital Projects w/ Brown and Caldwell.
Q1/Q2: Continuing to operate under COVID-19 health orders
Train staff and conduct an exercise of the Continuity of Operations Plan.
Deutsch
which is an actual continuity condition. Tabling plans for a
continuity exercise until we return to normal operational
conditions.
Enhance capability to mitigate,
Maintain the Emergency Operations Plan.
Deutsch
01: Plan is up to date, minor update planned in FY 2021-22.
prepare for, respond to, and
Expand participation in CalWARN to represent the needs of wastewater agencies in
emergency planning and responses.
Deutsch
01: Ongoing.
02: Rec'd two requests for assistance from member agencies.
recover from emergencies.
Update emergency communication systems.
Deutsch
Q1: Update was completed last FY.
Increase the number of licensed amateur, or HAM, radio operators among staff.
Deutsch
Q1/Q2: No classes offered during COVID,
Protect Personnel and
Assets from Threats
Budget and implement the projects identified in the Security Master Plan.
Deutsch
Q1: RFP delayed until Risk Mgt returns to full staffing level.
Q2: High Priority items scoped into a Capital Project.
Provide regular security awareness training to staff.
Deutsch
Q1: Ongoing.
and Emergencies
Q1: In progress.
Evaluate and implement
Renovate security guard posts and update monitoring equipment.
Deutsch
Q2: Guard Station on Imhoff Dr is part of Contractor Staging
improvements to meet new or
Project, currently underway.
Expand access control systems and harden certain facilities.
Deutsch
01: Ongoing.
Q2: High Priority items scoped into a Capital Project.
evolving threats, both physical and
digital.
Upgrade treatment plant control network and its equipment to create redundant
paths.
Huie / Weer
Completed in FY 2020-21.
Continue to conduct third -party cybersecurity operation assessments focusing on
Ongoing. Additional mitigation efforts will be addressed in
technology, people, and physical assets, including an audit to gauge readiness
Huie
Technology Master Plan.
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)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 21 of 41
Page 12
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 6 — INNOVATION AND OPTIMIZATION
Explore new technologies for continuous improvement
4t'' QTR /
Strategy
Initiative
Key Success Measures
Responsible
15t
2nd
3Td
Final
Activities/Performance in Achieving Success Measures
Person(s)
QTR
QTR
QTR
FY-End
(Status, Comments, and Exceptions)
Status
Q1: On hold, pending completion of IT Master Plan Update and
Continue meetings of the steering committee formed in January 2020.
LaBella
Technology Road Map.
Utilize data to optimize operation
Q1: An Implementation Plan was developed in FY 2020-21.
Implement the
and maintenance; improve asset
Several projects will be delayed in order to coordinate with the
Central San Smart
management; increase energy
Develop an implementation schedule for the initial projects.
LaBella
completion and implementation of the IT Master Plan update
Initiative
efficiency, staff productivity, and
currently in procurement.
safety; and reduce facility
management costs.
Q1: This task has been completed for the projects initially
Establish project task forces and identify project champions.
LaBella
identified and is on hold for new projects, pending completion of
the IT Master Plan Update and Technology Road Map.
Q1/Q2: Continuing to work with consultant on various
outstanding ERP issues. Progress for consultant deliverables is
Address e-procurement, contract management, and procurement card system
King / Huie
slower than anticipated for contract management, integrations
needs.
(DocuSign and Laserfiche), inventory management, system
access for users, and reporting. Additional training, resources
and input from consultant is still TBD.
Q1: Project kick-off commenced after August 10t' (SSC billing
Implement new ERP system,
including permitting software, and
Evaluate, select, and implement new SSC billing software.
Gemmell
deadline).
Q2: Billing software is predicated on completion of Permitting
integrate with linked systems.
software, which is in jeopardy so it may be delayed.
Q1: Staff continues to use DocuSign, PayPal, and other
Leverage software towards the elimination of paper processes.
All Managers
technologies to conduct business electronically. Oracle now
provides for invoice approval electronically.
Improve and Modernize
Update procedures to reflect new business workflows.
All Managers
Q1: Staff is updating procedures as needed.
Operations through
Technology and
Q1: Participated in ISLE applied research meetings.
Efficiency Measures
Hold Applied Research meetings to promote innovation and continuous
Frost / Cauble
Ongoing
improvement.
Q2: No meetings.
Continue to participate actively in the HYPOWERS pilot project to test an emerging
Q1/Q2: Staff continues to participate and coordinate
hydrothermal resource recovery process for solids handling.
Frost / Cauble
HYPOWERS project. Funding and Dept. of Energy approval for
Phase 2 is still TBD.
Q1: Construction Inspectors are utilizing mobile devices. Some
Evaluate and invest in cost-
effective and innovative technology
aspects of Oracle Permitting Module will not be available until the
to enhance business processes.
Expand and improve the use of mobile computing and communication
Gemmell / Lopez
end of the year, but an interim process with partial functionality is
technologies, including applications for inspector and surveyor field staff.
being used.
Q2: Oracle Permitting module is having software issues and
recommended to terminate implementation, which will be
recommended in Q3.
Always ongoing.
Review 1-, 2-, 3-, 5-, and 7-year pipeline cleaning schedules for optimization.
Seitz
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 22 of 41
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Page 16 of 26
ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 6 — INNOVATION AND OPTIMIZATION
Explore new technologies for continuous improvement
Q1: Executives and Managers review the Optimizations Tracking
Log quarterly. FY 2020-21 Optimizations Program Annual Report
Provide Optimizations Program Annual Reports to Board.
Gee
is scheduled to be presented to the Administration Committee
and Board in December.
Q2: FY 2020-21 Optimizations Program Annual Report was
presented to the Board in December.
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.
Q2: Contract completed, project kickoff pending in January 2022.
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 early in FY 2022-
resources to plan projects with a global view.
23.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 23 of 41
Page 14
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ATTACHMENT 1
CENTRAL COSTA
SANITARY
RY DISTRICT
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
4th QTR /
Strategy
Initiative
Key Success Measures
Responsible
15t
2Rd
3rd
Final
Activities/Performance in Achieving Success Measure
Person(s)
QTR
QTR
QTR
FY-End
(Status, Comments, and Exceptions)
Status
Q1/Q2: COVID-19 Exposure Prevention Plan is updated to reflect
Implement applicable federal guidelines, state directives, and local health and
O'Malley
latest guidelines, directives, and orders.
safety orders.
Q1: Provided updates at every Board meeting and provided
Provide pandemic status updates and recommended safety, operational changes,
status updates through Distrct-wide emails to employees.
and other information to employees.
Barnett
02: Provided updates at every Board meeting and provided
status updates through Distrct-wide emails to employees.
Ongoing and consistent.
Collaborate on best practices with sister agencies.
Barnett
Q1: Recommendations are being implemented and reviewed for
Make improvements to the business practices and workplace to reduce the risk of
Gemmell /
Return to Office Plan.
transmission.
O'Malley
Provide a safe working
environment.
Implement practical and reasonable revisions to work schedules to reflect social
All Managers
distancing best practices.
Maintain a Safe
Working Environment
Utilize automated business processes, virtual meetings, and other technologies to
All Managers
for Employees and the
minimize physical contact.
Public During the
COVID-19 Pandemic
Ensure proper personal protective equipment (PPE) is provided, including masks,
Ledbetter / King
gloves, and hygiene supplies.
Q1/Q2: Completed cleaning and disinfection per cleaning matrix.
Increase the frequency of cleaning on campus.
Meyer
Minimize face-to-face contact with customers, suppliers, and contractors.
All Managers
Develop and employ an alternative
Find new and innovative ways to provide service to the community, including
All Managers
service delivery approach where
automated customer -facing programs.
practicable.
Ongoing and consistent.
Collaborate with community partners to be responsive to their needs.
Barnett
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 24 of 41
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ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
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
Implement policies, procedures, and cost-effective technologies and security
All Managers
measures to support teleworking as may be necessary.
Be prepared to modify operations if
needed to prevent or mitigate an
event in which staffing must be
Create working schedules that allow for optimal redundancy and operational
All Managers
reduced on site for health and
coverage.
safety reasons.
Continue to cross -train staff for mission -critical functions.
All Managers
Q1: Have continued to monitor and quantify COVID-19 related
Implement financial policies which
Leiber / Mizuno /
impacts to revenues and costs.
take into account the effects of
Continue to monitor and update financial performance and assumptions.
Gemmell
Q2: Compiled claim and submitted request to State in amount of
Plan Ahead for
COVID-19 (e.g., market volatility,
$2.8M for COVID impact relief for Special Districts in Oct-21.
Scenarios of Direct
deferred rate adjustments, and
Awarded approximately $1.OM in Dec-21.
Q1: Budget was adopted in June. Amended budget adopted in
Adverse Impacts
revenue shortfalls from reduced
incoming system development
Continue to present alternatives to allow appropriate policy choices for mitigating
August.
fees).
customer rate impacts, meeting capital needs, and ensuring financial stability as a
Leiber / Gemmell
Q2: Application and funding from State COVID impact fund for
result of the pandemic.
special districts completed.
Recognize savings opportunities through reduced Operations and Maintenance
All Managers
and Capital costs as appropriate.
Re -prioritize and reschedule CIP projects as appropriate.
Lopez
Q1 : Rescheduling treatment plant program due to rejected bids
for the Solids Project.
Account for any added costs
due to the pandemic.
Q1: FEMA Public Assistance (PA) application in progress.
Application for $2.5 million from available $100MM pool of State
Pursue reimbursement of expenses from state and federal agencies, including
Leiber / Deutsch
funds for special districts was underway as of 9/30 and submitted
available grant programs.
on 10/15.
Q2: Funding of $996,000 received from State from special district
COVID-19 relief fund.
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) 0 (KSM is in danger of not being fulfilled by 6130122)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 25 of 41
Page 16
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ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Customer Service and Maintain an Excellent Reputation in the Community
Metric
FY 2021-22 Target
Responsible
Q1
Q2
Q3
Q4
FINAL FY-END
Comments / Issues
Person(s)
PERFORMANCE
Average onsite response time
for collection system emergency calls,
<_30 minutes
Seitz
17.66
21.33
during working hours*
Average onsite response time
for collection system emergency calls,
:540 minutes
Seitz
32.69
29.5
after hours*
Average customer service rating for
>_3.8 out of 4.0
Seitz
3.83
4.00
emergency calls
Q1: Survey data for Martinez Phase 6 was received. Additional project surveys
Average customer satisfaction rating on
90.1 %
will be mailed in future quarters are projects are completed.
construction projects
o
?95 /o
Carpenter
FY 2020-21:
No surveys sent
Q2: No surveys were sent in Q2. Additional project surveys will be mailed in
No surveys sent
future quarters are projects are completed.
Q1: 10 Excellent ratings received and 3 Needs Improvement ratings.
Average customer satisfaction rating on
o
?95 /o
Gemmell
76.9%
o
100 /o
Comments related to turn -around time at the permit counter.
permit counter interactions
FY 2020-21: 100%
Q2: 8 Excellent ratings, 1 Good rating, and 2 Fair ratings. Comments related to
adding electronic plan review.
Q1: Five hundred and ninety-nine (599) students were served through virtual
Students served by
classrooms and education events.
education programs
?6,000
Barnett
599
4,748
Q2: Four thousand, seven hundred and forty-eight (4,748) students were
served through virtual and in person classrooms as well as education events.
Q1: One hundred and seventy-eight (178) people were served at local events
Participants in Plant / Household
and through virtual community presentations and facilities tours.
Hazardous Waste Collection Facility tours
>_500
Barnett
178
170
Q2: One hundred and seventy (170) people were served at local events and
and District presentations
through virtual community presentations and facilities tours.
Participants in Central San Academy
>35
Gee
79 applications
79 applications
Q1: 79 applications have been received for the next Academy.
received
received
Q2: No new applications received.
Awards or recognitions received
>10
Young
3
4
Q1: 3 awards received.
Q2: 4 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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 26 of 41
Page 1
Page 20 of 26
ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory re uirements and promote sustainabilit
Responsib
FINAL FY-END
Metric
FY 2021-22 Target
le
Q1
Q2
Q3
Q4
PERFORMANCE
Comments / Issues
Person(s)
National Pollutant Discharge Elimination
Zero violations
Weer
Q1: On track to meet Platinum 24 (2021) target.
System compliance
Q2: Met Platinum 24 (2021) target.
Title V compliance
Zero violations
Weer
Q1: 0 Reportable Compliance Activities.
Q2: 0 Reportable Compliance Activities.
Recycled Water Title 22 compliance
Zero violations
Weer
Q1: On track to meet Calendar Year 2021 GHG target.
Anthropogenic greenhouse gas (GHG)
<25,000 metric tons (MT)
Cheng
On track
Met CY 2021 target
Q2: Met Calendar Year 2021 GHG target.
emissions
CO2e per calendar year
<_2.0 spills per 100 miles
Q1: There were a total of 3 SSOs for this quarter.
Sanitary sewer overflows
of pipeline
Seitz
On track
On track
Q2: There were a total of 11 SSO's for this quarter.
Spills to public water
<_3
Seitz
Zero
2
Q1: There were 0 Category 1 SSOs for this quarter.
Q2: There were 2 Category 1 SSO's for this quarter.
Percent of spills
72.7%
Q1: Out of the 3 SSOs this quarter, 0 were over 500 gallons.
less than 500 gallons
o
?95 /o
Seitz
0
100 /a
FY 2020-21: 83%
Q2: Out of the 11 SSO's this quarter, 3 were greater than 500 gallons.
Pipeline cleaning schedules
>98%
Seitz
98.32%
°
98.35/o
completed on time*
Pipeline cleaning quality assurance /
On >_4% of pipelines
quality control (QA/QC)*
cleaned on an annual
Seitz
o
4.43 /a
0
3.31 /o
basis
Pipeline cleaning QA/QC passing rate*
>_98%
Seitz
95.45%
94.20%
0
FY 2020-21: 96.84 %
FY 2020-21: 95.83 %
Annual Environmental Compliance
100%
inspections and permitting
100%
Potter
100%
completed on time
Household Hazardous Waste (HHW)
Zero violations
Wyatt
Zero violations
Zero violations
management compliance
Gallons of recycled water
>_240 million gallons (MG)
Foss
91.8 MG
25.8MG
distributed to external customers
kWh of electricity produced by
>_18 million kWh (reported
Shima
22.6 million kWh
22.7 million kWh
Q1: On track.
co -generation using natural gas
as a rolling average)
Q2: On track.
kWh of solar power produced at Collection
>_220,000 kWh (reported
Shima
273,000 kWh
269,000 kWh
Q1: On track.
Q2: On track.
System Operations and HHW Facility
as a rolling average)
kWh of solar power produced
>_2.5 million kWh
Q1: Project on track for start-up in Q4.
by a new solar array near the treatment
(reported as a rolling
LaBella
Q2: Focused on completing CEQA environmental review. To avoid burrowing
plant campus
average)
owl nesting season, construction will not begin until September 1, 2022, and
start-up is anticipated for January/February 2023.
* 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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 27 of 41
Page 2
Page 21 of 26
ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 3 — FISCAL RESPONSIBILITY
Manage finances wisely and prudentl
Metric
FY 2021-22 Target
Responsible
Q1
Q2
Q3
Q4
FINAL FY-END
Comments / Issues
Person(s)
PERFORMANCE
Sewer Service
Q1: FY 2021-22 Residential rates unchanged from FY 2020-21 and still below
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
<_0.78% of median
household income
household income
household income
household income
household income
household income
Standard and Poor's and Moody's
Ratings unchanged.
credit ratings
AAA/Aa1
Leiber
AAA/Aa1
AAA/Aa1
AAA/Aa1
AAA/Aa1
AAA/Aa1
Q1: Debt service coverage projected to be >2.0.
Debt service coverage ratio
>2.0
Leiber /Mizuno
>2.0
>2.0
Actual reserves
Q1: Year-end projected reserves >100% based on revenue and spending
as a percentage of target
100%
Leiber / Mizuno
>100%
>100%
performance in Q1.
Operating expenditures
Q1: On track with regard to budgeted spending.
as a percentage of operating budget
>95%
Leiber / Mizuno
On track
On track
Reported material weaknesses or
No material
No material
No material
No material
Q1: Annual Financial Report will be delivered to and accepted by Board in
significant deficiencies
Information not yet
weaknesses or
weaknesses or
weaknesses or
weaknesses or
December 2021. Information is not yet available as to any material weaknesses
in internal controls as part of annual
Zero
Leiber / Mizuno
available / pending
significant
significant
significant
significant
or significant deficiencies.
financial audit
deficiencies
deficiencies
deficiencies
deficiencies
Q2: No material weaknesses or significant deficiencies were found by the
Annual Financial Report.
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%
King
Data not yet
97%
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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 28 of 41
Page 3
Page 22 of 26
ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 4 — WORKFORCE DEVELOPMENT
Recruit, empower, and en a e a highly trained and safe workforce
Metric
FY 2021-22 Target
Responsible
Q1
Q2
Q3
Q4
FINAL FY-END
Comments / Issues
Person(s)
PERFORMANCE
Average time to fill vacancy
<_60 days
O'Malley/
45 days
54 days
(from request to hire)
Manor
Turnover rate at or below
Q1: Turnover with retirees: 8 employees left; 276 avg # employees = 2.9%
median for combined utilities
�
O'Malley/
° (incl. retirees)
2.9/° .
(no retirees)
turnover. Turnover without retirees: 6 employees left; 276 avg # employees =
via American Water Works Association
°
57.8 /°
Granzella
2.2% (excl. retirees)
0.73% (excl. retirees)
°
2.2 /°.
Q2: 0 Retirements. Without retirees: 2 employees left; 275 avg # employees
(AW WA)
0.73%.
Average annual training hours
?15 per full-time
O'Malley/
(external and internal training)
equival nt employee
Smith
3.62
3.46
(FTE)
Completion of
°
100 /o
O'Malley/
(see comments for
(see comments for
Q1: July evals 86% rec'd; Aug. evals 79% rec'd; Sep. evals 76% rec'd.
annual performance evaluations
Howard
Q1 performance)
Q2 performance)
Q2: Oct. evals 78% rec'd; Nov. evals 57% rec'd; Dec. evals 44%.
Q1: 2022 Wellness Expo is dependent upon the status of the pandemic, but
Participation in annual Wellness Expo
Increase by >_10%
O'Malley/
virtual Wellness activities are being developed and employees remain engaged in
each year
Howard
the online Wellness portal.
Q2: Expo will be held at HOB and CSO in January and February.
Workers' compensation
1.10
1.10
1.10
1.10
1.10
FYs 2019-20, 2020-21, 2021-22 expect to have higher ExMod as rolling three -
experience modifier
<_1.0
Deutsch
FY 2020-21: 1.10
FY 2020-21
EW
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
entire FY.
Temporary modified duty provided
>_95% of recordable
Deutsch
°
100 /°
°
100 /°
Q1/Q2: Temporary Modified Duty was provided to all eligible employees.
(Return to Work program)
injuries
Internal promotions
>25%
O'Malley/
6667/0 °
50/° °
Q1: 1 non -entry level hire; 2 promotions = 66.67%.
(excludes entry-level positions)
Granzella
.
Q2: 2 non -entry level hires; 2 promotions = 50%.
Formal grievances processed
Zero
O'Malley
Zero
Zero
154.0 (via Bureau of
Q1: 1 recordable injury. 139,518.33 hours worked.
Employee injury and illness
Labor Statistics)
Ledbetter
1.43
3.16
Q2: 2 recordable illness. 126,463.94 hours worked (2.26 cumulative).
lost time incident rate
<_3.4 (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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 29 of 41
Page 4
Page 23 of 26
ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 5 — INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Metric
FY 2021-22 Target
Responsible
Q1
Q2
Q3
Q4
FINAL FY-END
Comments / Issues
Person(s)
PERFORMANCE
Safety -prioritized work orders
100%
Meyer
100%
100%
completed on time
Regulatory Title V work orders
100%
Meyer
100%
95%
completed on time
FY 2020-21: 92%
Planned treatment plant
preventative maintenance
>_90%
Meyer
97%
100%
completed on time
Recycled water distribution system
Q1: Completed all ReW preventative work orders on time..
maintenance schedules
>_98%
Seitz
100%
100%
Q2: Completed all ReW preventative work orders on time.
completed on time
Uptime for vehicles
100%
Seitz
100%
100%
Miles of sewers
Q1: 1 mile of sewer replaced or rehabilitated.
replaced or rehabilitated
Q2: 1.3 miles of sewer replaced or rehabilitated.
(focused on deteriorated
?6.0
Mestetsky
1 mile
1.3 miles
small diameter pipelines)
Q1: Received contractor submittals for large diameter inspection
>_3 miles per year for
project. Large diameter pipeline inspection field work anticipated in
Large diameter and force main condition
the next five years
Waples / Gemmell
Q2. Force main inspection project brainstorm meetings conducted
assessment
starting in
/ Frost
Q2: Began work on ITpipes multi -sensor inspection portal.
FY 2020-21
Inspections delayed by contractor performance; inspections still
expected this FY.
Q1: Oracle report on this metric is still in development.
Average time to execute Engineering
Data not yet
Q2: Oracle report not available, compiled data manually.
agreements from complete package
52 weeks
Lopez / King
available in Oracle
6 Working days
submittal or Board approval
Q1: Financials were not available at time of initial reporting.
Tracking below
Q2: Data pending as of time of report, but expected to be below 90%
Capital expenditures
Mizuno
Tracking below
90% as of
due to change in scope for Solids Handling Project. Projects continue
as a percentage of capital budgeted cash
o
90/o
(for reporting)
90/o o as of
November
to experience slower than anticipated spending due to delivery
flow including carry forward
Lopez/
(for performance)
September
FY 2020-21: 70%
delays and material shortages.
FY 2020-21: 60%
Information system outages
100% uptime
Huie
100%
100%
Q1/Q2: 100% uptime.
affecting normal business operations
Q1/Q2: Zero lost data.
Data backup and recovery
Zero lost data
Huie
Zero lost data
Zero lost data
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 30 of 41
Page 5
Page 24 of 26
ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 6 — INNOVATION AND OPTIMIZATION
Ex lore new technologies for continuous improvement
Metric
FY 2021-22 Target
Responsible
Person(s)
Q1
Q2
Q3
Q4
FINAL FY-END
PERFORMANCE
Comments / Issues
Q1/Q2: On hold, awaiting completion of IT Master Plan Update and
Projects initiated under
>3
LaBella
(no FY 2020-21
(no FY 2020-21
Technology Road Map.
Central San Smart
Q1 data available)
Q2 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
other meter reading options)
Reviews or pilot tests
>3
Frost /
3. Tertiary Membrane/RO Pilot (installation in progress)
of new and promising technology
All Managers
4. WW Based Epidemiology (continued 1x per week sampling with UC
Berkeley and CC Health)
5. Multi -Sensor Inspection Pilot (received and reviewing contractor
submittals, inspections expected in Q2
Q2: Continuation of same pilots in Q1. Tertiary membrane pilot started
operation in Q2. Full operation with RO expected in Q3.
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).
Q2: No new papers completed.
Don't Just Fix It; Improve It
?35
Meyer
6
1
work orders completed*
FY 2020-21: 0
FY 2020-21: 2
Q1/Q2: Optimization efforts continue, and managers continue to track
Completed optimizations
>_20
Gee
progress 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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 31 of 41
Page 6
Page 25 of 26
ATTACHMENT 2
CENTRAL CONTRA
COSTA
SANITARY DISTRICTLCT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 7 — AGILITY AND ADAPTABILITY
Preserve business continuity during andemic events or major natural disasters
Metric
FY 2021-22 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
<1 standard
Seitz
109
264
reduced when compared to the last five years for the
(during the last five years
deviation
..
same time period.
for the same time period)*
99.99% (Air)
Q1: 0 days out of compliance for air and liquid permits.
FY 2020-21:
Q2: 0.01 days out of compliance for air permit.
99.9 % (Air)
Cheng (Air)
100% (Air)
Esparza (Liquid)
100% (Liquid)
100% (Liquid)
c
°
Permit compliance
100%
FY 2020-21:
100% (Liquid)
a
O
Q1: 4.16 days out of compliance for collection system.
Seitz
95.5%
99 1 %
Q2: 0.81 days out of compliance for the collection system.
(Collection System)
FY 2020-21: 99.8%
Q1: Continuing arrangements of prior quarters. Return to
office pending mandatory vaccination meet and confer
Productivity
95%
Leiber
>95%
>95%
with bargaining units as of 9/30/21.
Q2: Return to office still on hold due to variants and
spikes in cases.
Increase in costs to the
Q1: O&M spending is below budget.
Operations & Maintenance
0%
Leiber / Mizuno
None
None
budget beyond
what is approved
Revenue projections met
100%
Leiber / Mizuno
Q1: Revenues are essentially on track.
Pension funding
Q1: Unfunded actuarial accrued liabilities are paid off and
`6
Additional increase in
55%
Leiber
Pension funding at
at 100%. No
is at 0%.
unfunded liabilities
100%
increase in UAAL
c
U-
noted.
Some received
Q1: FEMA Public Assistance (PA) application in progress.
from State.
Application for $2.8 million from available $100MM pool of
Funds granted from
State funds for special districts was underway as of 9/30
available state and federal
°
100% of requested
Leiber Deutsch
Pending
FEMA
and submitted on 10/15.
reimbursement programs
funds
application
Q2: Award of $996,000 from $2,798,700 for State Funds
for special districts. Funding based on overall claim on
period still open.
State funds from other applicants and available funds.
° n
Seitz
(Average customer service
95.8%
100%
Customer satisfaction levels
>:90%
rating for collection system
(3.83 out of 4)
(4.00 out of 4)
emergency calls)
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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 32 of 41
Page 7
Page 26 of 26
ATTACHMENT 2
CENTRA4 CONTRA COSTA
SANITARY DISTRICT
FY 2021-22 S TRA TEGI C PLAN
KEY METRICS PROGRESS TRACKER
GOAL 7 — AGILITY AND ADAPTABILITY
Preserve business continuity during andemic events or major natural disasters
Metric
FY 2021-22 Target
Responsible Person(s)
Q1
Q2
Q3
Q4
FINAL FY-END
PERFORMANCE
Comments / Issues
Carpenter
90.1 %
Q1: Survey data for Martinez Phase 6 was received.
(Average customer
No surveys sent
Additional project surveys will be mailed in future quarters
satisfaction rating on
FY 2020-21:
are projects are completed.
construction projects)
No surveys sent
Q1: 10 Excellent ratings received and 3 Needs
Gemmell
76 9%
Improvement ratings. Comments related to turn -around
(Average customer
FY 2020-21: 100/
100%
time at the permit counter.
satisfaction rating on permit
Q2: 8 Excellent ratings received, 1 Good rating and 2 Fair
counter interactions)
ratings. Comments related to adding electronic plan
review.
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.
to the workplace fulfilled
U)
Employees trained on
100%
Ledbetter
COVID-19 prevention
Twice -daily cleaning of all
Q1/Q2: B&G continued the daily COVID-19 cleaning using
restroom facilities
o
100%
Meyer
the matrix supplied by HR and Safety. Cleaning frequency
will increase with Return to Office.
Q1: Financials were not available at time of initial
o
reporting.
c E
Capital expenditures as a
Mizuno
Tracking below 90% as
Tracking below
Q2: Data pending as of time of report, but expected to be
° a) `°
Q > ai
percentage of capital
o **
>_85 /o
(for reporting) / Lopez
of September
90% as of
below 90% due to change in scope for Solids Handling
ns o o
a� U a L
budgeted cash flow
(for performance)
FY 2020-21: 60%
November
o
Project. Projects continue to experience slower than
w E
including carry forward
FY 2020-21: 70%
anticipated spending due to delivery delays and material
shortages.
* 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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
February 1, 2022 Regular ADMIN Committee Meeting Agenda Packet - Page 33 of 41
Page 8