HomeMy WebLinkAbout05.c. Review draft Strategic Plan for Fiscal Years 2022-24 Page 1 of 26
Item 5.c.
CENTRAL SAN
Y-109-ITMEN ME
April 12, 2022
TO: ADMINISTRATION COMMITTEE
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: PHILIP LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: REVIEW DRAFT STRATEGIC PLAN FOR FISCAL YEARS (FY) 2022-24
I n 2021, the Board held strategic planning meetings facilitated by Central San's consultant, Larry Bienati,
Ph.D. of Bienati Consulting Group. These discussions resulted in a re-adoption of Central San's Mission
and an update of its Vision, Values, and Goals. The updates reaffirmed Central San's commitment to the
environment and sustainability and added diversity, equity, inclusion, governance, and security to the list of
priorities.
With this framework in place, Managers and key staff conducted workshops to revise the Strategies,
Initiatives, Key Success Measures, and Key Metrics of the current FY 2020-22 Strategic Plan for FY
2022-24. The Strategies outline Central San's approach to achieve its Goals, overcome its challenges,
accomplish its mission and meet the community's needs in the most efficient and effective ways. The Initiatives
describe the actions staff will take, and the Key Success Measures delineate the tasks to fulfill those Initiatives.
The Key Metrics set targets, track progress and evaluate performance.
Each Strategic Plan has been developed with the Effective Utility Management (EUM)framework in mind.
The EUM was originally developed in 2007 by the American Water Works Association (AWWA), United
States (U.S.) Environmental Protection Agency(EPA), and nine other association partners representing
the U.S. water and wastewater sector. The framework outlines Ten Attributes of Effectively Managed
Water Sector Utilities which provide succinct focus areas for effectively managed utilities and what they
should strive to achieve. With these attributes in mind, Central San ensures that achievements are made
comprehensively in strategic operational areas.
Attached for Committee review is the Goals, Strategies, Initiatives, Key Success Measures and Key
Metrics document (Attachment 1), which constitutes the text of the Strategic Plan. For reference, the
document notes changes made to the FY 2020-22 key metrics and targets in blue italicized text. The
document also provides the FY 2020-21 performance against the targets where data was available.
Neither of these elements will appear in the final FY 2022-24 Plan.
Staff will be available at the meeting to answer any questions and receive feedback from the
Committee. The proposed final FY 2022-24 Strategic Plan will be presented to the Board for review and
adoption in May. In the meantime, the draft FY 2022-24 Initiatives and Key Metrics will be incorporated into
the FY 2022-23 Budget.
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ATTACHMENTS:
1. Draft Goals, Strategies, Initiatives, Key Success Measures, and Key Metrics
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Draft of FY 2022-24 Strategic Plan
For Administration Committee review
GOAL ONE — CUSTOMER AND COMMUNITY
Provide exceptional service
Strategy 1 — Deliver High-quality Customer Service
1. Provide core service of collecting and treating wastewater, along with value-
added programs.
Key Success Measures
• Assess customer satisfaction and develop inventive ways to meet those
expectations.
• Respond in a timely manner to requests for service.
• Continue to administer customer-facing programs.
2. Minimize impacts to residents and businesses during capital projects,
construction work, and maintenance.
Key Success Measures
• Hold informational community meetings for all major sewer renovation
projects, including outreach to officials of the impacted cities/county.
• Meet individually with property owners and/or tenants on projects involving
private easements.
• Troubleshoot and resolve construction issues as rapidly as possible.
Strategy 2 — Promote Initiatives to Advance Affordable and Equitable Access to
Services
1. Perform extensive customer and community outreach.
Key Success Measures
• Conduct public tours and presentations highlighting infrastructure
investments.
• Host Central San Academy annually.
• Develop engaging videos, publications, and brochures.
• Expand social media outreach.
2. Maintain responsible rates and offer services at affordable levels.
Key Success Measures
• Conduct a Cost-of-Service Study.
• Perform annual reviews of rate structure and fees.
• Administer financing programs.
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Strategy 3 — Build Neighborhood and Industry Relationships
1. Form and sustain relationships with federal, state, and local elected officials and
stakeholders.
Key Success Measures
• Connect and engage elected officials, staff, and stakeholders on
initiatives.
• Support Board Member engagement with elected officials.
2. Support member organizations and sister agencies.
Key Success Measures
• Participate in industry organizations and forums.
• Provide assistance and mutual aid to other agencies.
• Share industry-leading work.
2
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Draft of FY 2022-24 Strategic Plan
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GOAL ONE — CUSTOMER AND COMMUNITY— KEY METRICS
Metric Target FY 2020-21
Performance
Average onsite response time <_30 minutes 34.4 minutes
for collection system emergency calls,
during working hours
Average onsite response time <_40 minutes 33.995 minutes
for collection system emergency calls,
after hours
Average customer service rating >_3.8 out of 4.0 3.73 out of 4.0
for emergency calls
Average customer satisfaction rating >_95% 96.5%
on construction projects
Average customer satisfaction rating >_95% 94.8%
on permit counter interactions
Sewer Service Charge affordability <2% —0.96% per EPA
(Environmental Protection Agency Lowest Quintile (or lower than Lowest Quintile
Residential Indicator) High Impact) Residential
(new metric) Indicator
(Not a metric in the
FY 2020-22
Strategic Plan)
Participants in public tours >_500 633
and presentations
Participants in Central San Academy >_35 33
Awards or recognitions received >_10 13
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Draft of FY 2022-24 Strategic Plan
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GOAL TWO — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and
identify and reduce contributions to climate change
Strategy 1 —Achieve Compliance in All Regulations
1. Comply with all applicable regulations.
Key Success Measures
• Continue to attain National Association of Clean Water Agencies
(NACWA) Platinum Peak Performance Awards.
• Continue to keep sanitary sewer overflows at a reduced level.
• Scope improvements to the Solids Handling Facilities.
• Upgrade aeration tank diffusers to continue proper biological treatment
and prepare to meet future discharge limitations.
2. Foster relationships with regulatory agencies.
Key Success Measures
• Participate in Bay Area Clean Water Agencies, California Association of
Sanitation Agencies, NACWA, and other like organizations.
• Communicate with and participate in meetings and workshops with local,
state, and federal regulatory bodies.
3. Participate in legislative and regulatory processes.
Key Success Measures
• Track, review, and comment on proposed legislation and regulations.
• Support key advocacy initiatives through customer communications and
outreach.
• Incorporate potential impacts of regulatory changes into long-range
infrastructure and financing plans.
Strategy 2 — Educate on Pollution Prevention and Environmental Protection
1. Provide industry-leading public and student education programming.
Key Success Measures
• Present student education programs that meet the Next Generation
Science standards.
• Conduct creative public education outreach that encourages positive
customer behavioral changes.
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Strategy 3 — Be a Partner in Regional Development of Local Water Supply
1. Explore and advance cooperative opportunities.
Key Success Measures
• Develop and execute a contract for the Refinery Recycled Water
Exchange Project with Contra Costa Water District (CCWD) and Valley
Water(and/or other interested water supply agencies).
• Continue to work with CCWD and the City of Concord in plans to supply
recycled water to the Concord Community Reuse Project.
• Continue to divert raw wastewater to produce recycled water to meet
Dublin San Ramon Services District— East Bay Municipal Utility District
Recycled Water Authority (DERWA)'s peak summer irrigation demand,
per the Agreement.
• Facilitate recycled water solutions (e.g., satellite water recycling facilities),
consistent with the Guiding Principles.
2. Continue to provide recycled water to residents and businesses; evaluate and
process new customer requests.
Key Success Measures
• 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.
• Complete Phase 1A of the Filter Plant and Clearwell Renovations Project.
• Complete the Tertiary Membrane Filter Pilot.
Strategy 4 — Identify and Advance Sustainability Initiatives, Including Reducing
Energy Usage and Emissions
1. Reduce reliance on non-renewable energy and responsibly manage greenhouse
gas (GHG) emissions.
Key Success Measures
• Implement the 1.75-megawatt solar energy project on the Lagiss property.
• Evaluate electric vehicle charging stations on site.
• Maximize landfill gas usage in daily operations and by capital
improvements.
• Complete the long-term Biosolids Handling and Disposal Evaluation
feasibility study and investigate how anaerobic digestion may potentially
reduce anthropogenic carbon from treatment plant energy supply by
producing biogas.
• Continue to track and report GHG emissions.
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2. Explore opportunities for cost-effective energy conservation and efficiency.
Key Success Measures
• Track and review energy usage; evaluate ways to optimize efficiency in
accordance with Board policies.
• Replace incandescent lighting and air conditioning equipment with energy-
efficient devices.
• Assess and replace the existing disinfection system with the latest
ultraviolet high-efficiency lamps.
3. Expand internal sustainability practices.
Key Success Measures
• Restart the Green Team to solicit organization-wide ideas.
• Promote environmentally conscious behavior in day-to-day operations.
• Advance circular economies with suppliers and contractors towards a
smaller ecological footprint.
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GOAL TWO — ENVIRONMENTAL STEWARDSHIP — KEY METRICS
Metric Target FY 2020-21
Performance
National Pollutant Discharge Elimination 0 violations 0 violations
System compliance
Recycled Water Title 22 compliance 0 violations 0 violations
(2 excursions in Calendar
Year(CY) 2020 but no
comments or notice of
violation received)
Title V compliance 0 violations 1 notice of violation
Regulatory Title V work orders 100% 93%
completed on time
Anthropogenic GHG emissions 525,000 metric tons (MT) 23,771 MT CO2e in
COze per calendar year CY 2020.
On track to meet CY
2021 target.
Sanitary sewer overflows :51.3 spills 1.50 spills per 100
per 100 miles of pipeline miles of pipeline
(formerly 5_2.0 spills
per 100 miles of pipeline)
Spills to public water :51 2
(formerly<_3)
Spills greater than 500 gallons 153 87.0%
(formerly percentage of spills (formerly>95% of spills (percentage of spills
less than 500 gallons) less than 500 gallons) less than 500
gallons)
Sanitary sewer overflows resulting from 0 Not a metric in the
construction work FY 2020-22
(new metric) Strategic Plan
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GOAL TWO — ENVIRONMENTAL STEWARDSHIP — KEY METRICS (CONTINUED)
Metric Target FY 2020-21Performance
Annual Environmental Compliance 100% 100%
inspections and permitting completed on time
Household Hazardous Waste (HHW) 0 violations 0 violations
management compliance
Students served by education programs >_6,000 21 ,673
Gallons of recycled water >_240 million gallons 245 million gallons
distributed to external customers
kWh of electricity >_18 million kWh (reported 22.7M kWh
produced by co-generation using natural gas as a rolling average) (reported as a rolling
average)
kWh of solar power >_220,000 kWh (reported as 272,000 kWh
produced at Collection System Operations a rolling average) (reported as a rolling
and HHW Facility average)
kWh of solar power >_2.5 million kWh Project still on track
produced by a new solar array near the (reported as a rolling to start in Q4 of FY
treatment plant campus average) 2021-22
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GOAL THREE —WORKFORCE DIVERSITY AND DEVELOPMENT
Recruit, educate, empower, and retain a workforce from diverse backgrounds
Strategy 1 — Recruit from a Diverse Pool of Qualified Applicants
1. Broadly solicit applications to hire a diverse staff who embody Central San's
values.
Key Success Measures
• Post job opportunities in a variety of places.
• Offer internships in cross-disciplinary positions.
• Host the Externship Program for college students and recent graduates.
• Collaborate with schools and/or apprenticeship programs as requested to
form a talent pipeline.
• Continue participation in intra-agency workforce development efforts.
Strategv 2 — Engage Employees and Conduct Labor Relations in a Transparent,
Effective, and Collaborative Environment
1. Promote employee engagement and inspire dedication.
Key Success Measures
• Foster a sense of community through internal events, team-building
exercises, the employee newsletter, and increased interdepartmental
cooperation.
• Establish and communicate clear expectations and standards through
performance planning and appraisals.
• Convey important initiatives to employees to increase their understanding
of Central San's operations and their role in its success.
• Host General Manager lunches with the division workgroups.
2. Celebrate employees' achievements.
Key Success Measures
• Recognize staff accomplishments via newsletters, the intranet, Board
announcements, and other avenues.
• Expand the employee recognition program.
• Continue to hold the Innovations Fair, which recognizes and thanks
employees for innovative projects.
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3. Sustain and grow collaborative relationships with the bargaining units.
Key Success Measures
• Engage the bargaining units in informal discussions to implement
collaborative solutions to workplace issues.
• Track and implement action items from quarterly Labor Management
Committee meetings.
• Continue General Manager and Board Member meetings with the
bargaining representatives.
Strategy 3 — Retain Skilled Workers by Investing in Resources and Opportunities
for All Employees to Grow and Thrive
1. Develop employees to meet their full potential and fill future leadership roles.
Key Success Measures
• Continue the Leadership and Supervisory Academies, Mentorship
Program, and Career Development Program.
• Encourage staff to obtain professional or technical certifications and
registrations.
• Perform appraisals with a coaching and career development approach.
• Continue to host and participate in multiagency workforce development
programs for staff from Central San and sister agencies.
• Continue to expand internal training opportunities.
2. Support the mental and physical wellbeing of all employees.
Key Success Measures
• Offer comprehensive benefits such as online therapy services and the
Employee Assistance Program.
• Encourage participation in the Wellness Program.
• Hold financial and health seminars.
Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion
1. Build a diverse workplace that celebrates differences and is inclusive of individual
perspectives, ideas, and values.
Key Success Measures
• Conduct an assessment to identify strengths and weaknesses.
• Promote inclusivity and a sense of belonging through leadership.
• Encourage and respectfully acknowledge the voicing of different views
and perspectives.
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GOAL THREE —WORKFORCE DIVERSITY AND DEVELOPMENT — KEY METRICS
Metric Target FY 2020-21
Performance
Average time to fill vacancy :560 days 70.9 days
(from request to hire)
Turnover rate at or below 56.5% 6.8% (incl. retirees)
median for combined utilities 2.2% (excl.
retirees)
Average annual training hours >15 13.74
per employee
(external and internal training)
Completion of 100% 88.6%
performance evaluations
Temporary modified duty provided >-95% of recordable 100%
(Return to Work program) injuries
Internal promotions >_25% 47.1%
(excludes entry-level positions)
Formal grievances processed Zero Zero
Participation in annual Wellness Expo +>-10% each year 45 participants at the
Wellness Clinic that
was offered in lieu of
the Expo.
(Compared to the
2020 Expo
attendance, this is
-53.1%)
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GOAL FOUR— GOVERNANCE AND FISCAL RESPONSIBILITY
Uphold integrity, transparency, and wise financial management
in an effective governing model
Strategv 1 — Promote and Uphold Ethical Behavior, Openness, and Accessibility
1. Govern and operate with honor and transparency.
Key Success Measures
• Support Central San's values and conduct all business in an ethical
manner.
• Update website with the latest Board agendas, public notices, financial
documents, and other content.
• Respond promptly to Public Records Act requests.
• Renew California Special District Leadership Foundation Transparency
Certificate of Excellence.
2. Produce accurate, timely, and meaningful financial reports.
Key Success Measures
• Issue the Annual Financial Report no later than six months after the end of
the fiscal year.
• Earn the Government Finance Officers Association Certificate of
Achievement for Excellence in Financial Reporting and the Distinguished
Budget Presentation Award.
• Continue to evolve the enterprise resource planning (ERP) software and
associated systems to meet reporting needs.
Strategy 2 — Encourage and Facilitate Public Participation
1. Support the elections process.
Key Success Measures
• Promote voter registration efforts.
• Enable voting through a secure, public ballot drop box on campus.
• Conduct first by-district election.
2. Encourage civic engagement.
Key Success Measures
• Adhere to the Brown Act to provide public access to meetings.
• Livestream Board meetings online.
• Maintain the virtual Customer Experience website.
• Host public events.
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Strategy 3 — Maintain Financial Stability and Sustainability
1. Conduct long-range planning.
Key Success Measures
• Mitigate rate increases by leveraging financing opportunities.
• Develop scenarios to utilize debt prudently in financing the 10-Year
Capital Improvement Plan (CIP).
• Pursue State Revolving Fund loan and grant opportunities, as appropriate.
2. Ensure resiliency against recession or other economic events.
Key Success Measures
• Fund Rate Stabilization Account and Pension and Other Post-Employment
Benefits Trust with available funds from favorable year-end variances.
• Strive towards full funding of employee-related obligations in accordance
with Board policies.
3. Manage costs.
Key Success Measures
• Develop budgets in alignment with the Strategic Plan, Enterprise Risk
Management, and 10-Year Financial Plan.
• Disseminate relevant and reliable interim financial information to
management for monitoring and controlling of their respective cost
centers.
• Pursue efficiencies and new technology for cost control.
• Promote open competition and equal opportunity for qualified suppliers
and service providers by soliciting and awarding high-level service and
commodity-based contracts.
• Utilize annual requirements contracts to improve efficiency and savings
through negotiated pricing.
• Complete annual Benchmarking Study to identify potential gaps.
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GOAL FOUR— GOVERNANCE AND FISCAL RESPONSIBILITY — KEY METRICS
Metric Target FY 2020-21
Performance
Compliance with Public Records Act 100% Not a metric in the
requests on time FY 2020-22 Strategic Plan
(new metric)
Board meeting videos posted online 100% 100%
(new metric) (Not a metric in the
FY 2020-22 Strategic Plan)
Standard and Poor's / AAA/Aa1 AAA/Aa1
Moody's credit ratings
Debt service coverage ratio >-2.0 27.9
Debt as a percentage of total assets :560% Not a metric in the
(new metric) FY 2020-22 Strategic Plan
Debt financing :560% Not a metric in the
of prior 10 years' CIP spending FY 2020-22 Strategic Plan
(new metric)
Debt financing as a percentage >_100% Not a metric in the
of projected 10-year CIP FY 2020-22 Strategic Plan
(new metric)
Total revenue funded CIP as a percentage >_100% Not a metric in the
of collection system spending FY 2020-22 Strategic Plan
in past 10 years
(new metric)
Total revenue funded CIP as a percentage :560% Not a metric in the
of collection system spending FY 2020-22 Strategic Plan
in 10-year CIP (projection)
(new metric)
O&M reserves >_41 .7% of next (Not a metric in the
(new metric) year's budget FY 2020-22 Strategic Plan)
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GOAL FOUR— GOVERNANCE AND FISCAL RESPONSIBILITY — KEY METRICS
(CONTINUED)
Metric Target FY 2020-21
Performance
Sewer Construction reserves >_50% of next 136.5%
(non-debt financed) year's budget (Not a metric in the
(new metric) FY 2020-22 Strategic Plan)
Operating expenditures 90-100% 95.3%
as a percentage of Board-approved (formerly>_95%)
operating budget
Financial reports disseminated 100% 100%
every month and quarter (Not a metric in the
(new metric) FY 2020-22 Strategic Plan)
Reported material weaknesses or Zero Zero
significant deficiencies in internal controls
as part of annual financial audit
Average cost per overflow claim 5$25,000 $6,941
(new metric) (Not a metric in the
FY 2020-22 Strategic Plan)
Purchasing requisitions completed within >_80% Not a metric in the
standard processing time FY 2020-22 Strategic Plan
(new metric)
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GOAL FIVE — SAFETY AND SECURITY
Provide a safe, secure, and healthful workplace
that foresees and addresses threats
Strategy 1 — Reduce and Eliminate Risks of Injury or Illness
1. Maintain low injury and illness rates in a safe workplace.
Key Success Measures
• Monitor accident/incident causes to identify and mitigate hazards.
• Provide regular analyses to the District Safety Committee, Safety Teams,
and Management Team on accident/incident causation and corrective
measures.
2. Enhance the safety culture through improved training and communications.
Key Success Measures
• Increase visibility of Safety staff in the field.
• Conduct training based upon accident/incident causal factors, new
processes, equipment, or procedures.
• Notify supervisors and managers promptly of upcoming safety-related
regulations.
Strategy 2 — Protect Personnel and Assets from Threats and Emergencies
1. Evaluate and apply risk management practices.
Key Success Measures
• Maintain and report on the Enterprise Risk Management Program and risk
inventory.
• Develop annual internal audit plans based on risk assessments.
• Test and improve internal controls to mitigate risks of loss.
• Address findings from regular internal and external audits.
2. Enhance capability to mitigate, prepare for, respond to, and recover from
emergencies.
Key Success Measures
• Train staff and conduct an exercise of the Continuity of Operations Plan.
• Maintain the Emergency Operations Plan.
• Expand participation in Ca1WARN to represent the needs of wastewater
agencies in emergency planning and responses.
• Cross-train staff in mission-critical functions.
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3. Evaluate and implement improvements to meet new or evolving threats.
Key Success Measures
Budget and complete the projects identified in the Security Master Plan.
• Provide regular security awareness training to staff.
• Renovate security guard posts and update monitoring equipment.
• Expand access control systems and harden certain facilities.
Strategy 3 — Understand and Reduce Impacts of Cybersecurity Attacks
1. Stay updated on the latest trends and emerging threats in cybersecurity.
Key Success Measures
• Conduct third-party cybersecurity assessments focusing on technology,
people, and physical assets.
• Share news and tips with staff.
2. Prevent, detect, and remediate effects of attacks.
Key Success Measures
• Keep safeguards in place to block and filter attacks.
• Measure and reduce employee susceptibility to phishing.
• Upgrade network and equipment to create redundant paths.
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GOAL FIVE — SAFETY AND SECURITY— KEY METRICS
Metric Target FY 2020-21
Performance
Safety-prioritized work orders 100% 87.0%
completed on time
Employee injury and illness 153.3 0.73
lost time incident rate
Workers' compensation experience modifier :51.0 1.10
Days to implement approved :560 1560
Safety Suggestions (Not a metric in the
(new metric) FY 2020-22 Strategic Plan)
Contractors/consultants in compliance >_70% Not a metric in the
with insurance requirements FY 2020-22 Strategic Plan
(new metric)
Information system outages 100% uptime 100% uptime
affecting normal business operations
Data backup and recovery 0 lost data 1 minor data loss incident
Employees trained in cybersecurity awareness 100% Not a metric in the
(new metric) FY 2020-22 Strategic Plan
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GOAL SIX— INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Strategy 1 — Manage Assets Optimally
1. Incorporate Asset Management practices into the Capital Improvement and
Maintenance Programs.
Key Success Measures
• Formalize a condition assessment process for each asset class and
complete condition assessments on all critical equipment.
• Conduct Failure Mode & Effects and other reliability-based analyses as
part of key Capital Improvement projects.
• Report, analyze, and identify corrective actions to eliminate or mitigate the
recurrence of the failure of key and critical assets.
• Complete Planner Updates to work orders and use other feedback
mechanisms for continuous improvement.
• Optimize rehabilitation, replacement, and cleaning of pipelines.
2. Develop reliability-centered asset management strategies.
Key Success Measures
• Perform strategic reliability-based analysis on treatment plant process
systems.
• Deploy condition-based and predictive-based technologies across asset
classes.
• Develop Asset Health Indicator Requirements and an Asset Tool
Framework.
• Add service contracts to computerized maintenance management
software (CMMS) to track work orders.
• Transfer Pumping Stations Operations preventative maintenance work
orders to CMMS by the end of 2022.
Strategy 2 — Execute Long-Term Capital Renewal and Replacement Program
1. Perform capital improvements in accordance with the Comprehensive
Wastewater Master Plan (CWMP) and Asset Management Program findings.
Key Success Measures
• Ensure all critical assets and processes in need of repair or replacement
are appropriately scheduled in the 10-Year CIP.
• Develop a prioritization model for vertical assets and update the risk
model.
• Maintain and evolve tools for effective financial and project management
of the capital program.
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2. Harden infrastructure against resiliency risks associated with climate change,
earthquakes, and energy availability.
Key Success Measures
• Identify vulnerable assets and develop mitigation measures.
• Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability.
• Improve the wet weather basins, berms, and levees to reduce risk of flood
damage in extreme wet weather.
• Seismically retrofit the Laboratory and Maintenance Reliability Center
buildings.
• Complete renovation of steam and aeration blower operations to increase
capacity during energy outages.
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GOAL SIX — INFRASTRUCTURE RELIABILITY — KEY METRICS
Metric Target FY 2020-21
Performance
Planned treatment plant >_90% 94%
preventative maintenance
completed on time
Planned recycled water distribution system >_98% 100%
preventative maintenance
completed on time
Planned collection system preventative >_98% 99.36%
maintenance completed on time
Pipeline cleaning On >A% of pipelines 3.68%
quality assurance / quality control (QA/QC) cleaned on an
annual basis
Pipeline cleaning QA/QC passing rate >_98% 96.03%
Uptime for vehicles 100% 100%
Miles of sewers replaced >_6.0 8.7 miles
(focused on deteriorated
small diameter pipelines)
Large diameter and force main >_3 miles per year Inspections have
condition assessment not yet begun
Average time to execute Engineering agreements <_2 weeks Data not yet
from complete package submittal available
Contract renewals executed on time 100% Not a metric in the
for uninterrupted service FY 2020-22
(new metric) Strategic Plan
Approved request-to-stock items entered in 100% Not a metric in the
databases within 5 business days FY 2020-22
(new metric) Strategic Plan
Capital expenditures >_90% 64.11%
as a percentage of capital budgeted
cash flow including carry forward
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GOAL SEVEN — INNOVATION AND AGILITY
Optimize operations for continuous improvement, and
remain flexible and adaptable
Strategy 1 — Leverage Data Analytics to Become a More Efficient Utility
1. Develop performance metrics related to key operational systems.
Key Success Measures
• Assess existing process performance metrics and current analyses for
meeting continuous monitoring and controls verification for existing
processes.
• Develop recommendations for top-ranked metrics and analytics.
2. Deploy improved monitoring and performance tracking and analytics.
Key Success Measures
• Design and implement new instrumentation for improved monitoring,
control, and optimization.
• Assess and pilot test digital monitoring and cloud analytics to leverage
machine learning where effective and applicable.
• Integrate data collection and analysis for key business areas.
• Develop reporting dashboards to show strategic, tactical, and operational
levels.
• Continue Central San Smart initiatives and meetings.
Strategy 2 — Implement Organization-Wide Optimization
1. Evaluate the treatment process and carry out recommendations for optimization.
Key Success Measures
• Develop best practices guidance for process control.
• Conduct a review and ranking of current versus target treatment
efficiencies.
• Identify conceptual improvements and their potential efficiencies.
• Form an implementation plan and schedule of recommended
opportunities.
• Communicate progress and results on process measures.
2. Support innovation in capital and operational improvements.
Key Success Measures
• Continue the Optimizations, Applied Research, and Smart Initiative
programs.
• Provide Optimizations Program Annual Reports to Board.
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Draft of FY 2022-24 Strategic Plan
For Administration Committee review
• Develop and begin implementing the Technology Master Plan.
• Automate the Treatment Plant Asset Handover Process and track
completion of key points along the workflow.
• Evaluate and use geocoding/barcodes to tag and track plant assets.
• Implement a barcode Warehouse inventory program to fully automate all
issues, receipts, and inventory cycle counts.
3. Continue to configure new ERP system to meet evolving needs.
Key Success Measures
• Evaluate, select, and implement new Sewer Service Charge billing
software.
• Implement Permitting and Community Development software.
• Utilize digital database storage and retrieval to eliminate paper processes.
• Create procedures to reflect new business workflows.
• Improve Maintenance, Repair, and Operations metrics monitoring.
Strategy 3 — Be Adaptable, Resilient, and Responsive
1. Make sound decisions when faced with unforeseen events.
Key Success Measures
• Identify key operational decisions.
• Develop Decision Analytics support documentation.
• Gather and use information to make data-driven assessments.
• Discuss best practices with sister agencies.
2. Develop and employ improved operational decision support systems and
approaches where practicable.
Key Success Measures
• Design and perform Failure and Response Evaluations of major
operational upsets.
• Implement the Jarvis Operations Response software pilot.
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Draft of FY 2022-24 Strategic Plan
For Administration Committee review
GOAL SEVEN — INNOVATION AND AGILITY— KEY METRICS
Metric Target FY 2020-21
Performance
Projects initiated under Central San Smart >_3 4
Improved process monitoring or >_3 control loops Not a metric in the
performance reporting FY 2020-22
(new metric) Strategic Plan
Reviews or pilot tests >_3 6
of new and promising technology
Research papers and findings presented >_3 papers or 3
presentations
Don't Just Fix It; Improve It >_35 14
work orders completed
Completed optimizations >_20 20
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