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HomeMy WebLinkAbout05.a. Receive Strategic Plan trackers for the third quarter of FY 2021-22 Page 1 of 28 Item 5.a. CENTRAL SAN Y-109-ITMEN ME May 3, 2022 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIP LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE THIRD QUARTER OF FY 2021-22 Attached are the Strategic Plan Trackers for the third 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. May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 102 of 150 Page 2 of 28 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 103 of 150 Page 3 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT 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 programs to go above and beyond in See Key Metrics Tracker for customer satisfaction ratings. 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. Deliver high-quality including outreach to officials of the impacted cities/county. Carpenter Q3: Meetings will be scheduled in future quarters as needed. customer service Minimize impacts to residents and Q1/Q2/Q3: 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 Barnett/ Q1/Q2/Q3: Met or spoke with customers as needed to resolve Troubleshoot and resolve construction issues as rapidly as possible. Carpenter issues. Renew California Special District Leadership Foundation Transparency Young Changed to a three-year certificate.Will apply in Fall 2022. Operate and govern with transparency. Certificate of Excellence. Update website with the latest Board meeting agendas, public notices,financial Q1/Q2/Q3: Uploaded content as needed. documents, and other content. Young/Barnett Practice principles of Brown Act and Ethics training. All Managers Q3: Held Ethics training for all staff in March. 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). and stakeholders. Completed in July 2021 with the launch of the site and Plan a customer engagement signature event to coincide with Central San's 75th Barnett IL AA 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 1 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 104 of 150 Page 4 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT 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. Q1: Filmed individual Board Member interviews to raise public awareness of Central San's services. Created a virtual Pollution Prevention awards presentation for Sustainable Contra Costa. Develop videos and public service announcements to communicate Q2: Raised awareness for recycling cooking oil at HHW by environmental messages and other information. Barnett/Zumbo broadcasting a PSA with Comcast, reaching customers in our service area over 150,000 times. Q3: Broadcasted PSAs pertaining to spring cleaning and Wipes Clog Pipes on CCTV. Produced a SSO Simulator video for CSO. Q1: Fall Pipeline newsletter(75th Anniversary edition)in production. Increase understanding and support for Create engaging customer publications and brochures. Barnett/Vallee Q2: Fall Pipeline newsletter mailed to customers and shared via key initiatives, programs, and services. website and social media. Q3: Spring Pipeline newsletter in production. Q1/Q2/Q3: 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 Q3: 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. Support member organizations and sister Serve on oral boards, grant mutual aid through CalWARN, and provide other All Managers agencies. assistance as requested. Continue to achieve recognition highlighting industry-leading work through All Managers member organization programs. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 2 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 105 of 150 Page 5 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT 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. Comply with all applicable regulations. Continue to attain National Association of Clean Water Agencies(NACWA) Weer Platinum Peak Performance Awards. Minimize sanitary sewer overflows through optimized rehabilitation, Seitz Ongoing. See Key Metrics Tracker for statistics. replacement, and cleaning. 01: Received bids and rejected due to increased costs. 02:The original Solids project has been split to reflect urgent scope items and the reminder to be reevaluated.The urgent Bid the Solids Handling Facility Improvements Project. Lopez/Hodges work will rebid as the Solids Project Phase 1A;the design and repackage effort has begun. Achieve 100% Q3: Scope of work defined for the 1 A project. Final design effort Compliance in All Complete infrastructure improvements to begin in Q4 (April 2022). Regulations required to meet regulations. Inspect and maintain the outfall. Lopez Project completed and has been accepted. Q1: Condition Assessments complete and Project Design Reports started in 01; 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 Q3: Submitted 2021 inventory to CARB. 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 operations and capital improvements for energy efficiency. Weer 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. Anticipate and Prepare Q1: Ongoing state and federal legislative(leg)presentations at for Potential Board meetings. Including commenting on Board approved Regulatory Changes positions on leg. Track proposed and pending legislation Q2: Delivered final legislative advocacy report as well as ongoing or regulatory changes; plan for possible Log, analyze, review, and comment on proposed legislation and regulations legislative reports prior. Pre-started coordination on advocacy for implementations. that have a direct impact on District operations, as appropriate. Barnett 2022 session with CSDA, CASA, and regional W/WW advocacy leads. Q3: Ongoing state and federal legislative(leg)presentations at Board meetings. Including commenting on Board approved positions on leg. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 3 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 106 of 150 Page 6 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT 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/Q2/Q3: Provided outreach on District redistricting efforts in Support key legislative and advocacy initiatives through customer line with SB 594 and proper wipes labeling legislation AB 818 in communications and outreach. Barnett the Pipeline, on social media, on Central San website, and through the employee newsletter, advertising in local newspapers, etc. Q1: Capital Improvement Plan updated last FY and will be reviewed in Q2, especially for solids handling. Incorporate potential impacts of regulatory changes into long-range Gemmell/Lopez Q2: Nutrient Removal and regulatory requirements were infrastructure and financing plans. /Schectel/ incorporated in the proposed FY 2022-23 CIP which will be Leiber reviewed in Q3 at Financial Workshop. Q3: Financial workshop included estimated costs of above noted projects. 01:Amendment No. 3 to the MOU extended the expiration date to June 30, 2022 and was adopted by the Board on July 15t" Central San and Valley Water have extended the staff-level Cost-Sharing Agreement to jointly fund work by Raftelis to June Develop and execute a contract for the Refinery Recycled Water Exchange 30, 2022. Project with Contra Costa Water District(CCWD)and Santa Clara Valley Water LaBella Q3: HDR updated project costs and resulting cost/AF of the District(Valley Water)(and/or other interested water supply agencies). freed-up water supply as a result of new lower projected future water demands for Marathon. Completed draft of Preliminary Feasibilty Report for partner agencies' review.Awaiting next steps from Valley Water, in terms of moving forward to a Feasibility-level evaluation. 01: 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. Support Regional Q2: 2 Meetings with New Master Developer(Concord First)in Development of Local Explore and advance partnering October and December. Water Supply opportunities. Q1: Raw wastewater diversion to DSRSD continued after diversion began on June 21st. DSRSD ended this year's Collaborate with Dublin San Ramon Services District—East Bay Municipal diversion on September 10th. Utility District(EBMUD)Recycled Water Authority(DERWA)to allow DERWA Gemmell/Frost/ Q2: No activity. to divert raw wastewater from the San Ramon Pumping Station to produce Cauble recycled water to meet DERWA's peak summer irrigation demand. Q3: Received DERWA's 2021 Annual Report in accordance with the temporary diversion agreement. 01: Per REEP Committee request, Board-level policy discussion held to provide guidance on how Central San will prioritize recycled water projects. Facilitate innovative and financially viable recycled water solutions (e.g.,the LaBella Q2: Developed Guiding Principles for Satellite Water Recycling Diablo Country Club demonstration satellite water recycling facility(SWRF)). Facility(SWRF)Projects and brought to the Board for initial review. Final approval anticipated in Q3. Q3: Board gave final approval to the SWRF Guiding Principles and discussions continue with Diablo Country Club. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 4 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 107 of 150 Page 7 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT 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 Bid the Filter Plant renovations project. Lopez Completed in FY 2020-21. Continue to provide recycled water to residents and businesses; evaluate and Continue to operate and maintain a reliable recycled water distribution system Gemmell/Foss 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/Q3: Ongoing tracking of energy usage, and work with in accordance with Board policies. PG&E on RAPIDS energy efficiency program. Replace lighting and heating,ventilation, and air conditioning with newer, more Meyer Q1/Q2/Q3: Continuing to proceed as time allows. efficient fixtures and equipment at the Martinez campus. 01: CEQA environmental review taking longer than anticipated. The project is currently on schedule for start-up in Q4 this fiscal Reduce Reliance on Explore opportunities for year. Non-Renewable cost-effective renewable energy Q2: CEQA environmental review was brought to the Board and Energy generation, conservation, and efficiency. the public hearing continued due to the need for further Implement an onsite solar energy project. LaBella 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. Q3: Board adopted CEQA mitigated negative declaration and approved the project,Amendment 1 to the Power Purchase Agreement,and a new capital project to fund the PG&E grid interconnection. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 5 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 108 of 150 Page 8 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 FY-End Q4/Final 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; new loan or other financing will be needed for the changed Mitigate rate increases by leveraging financing opportunities to fund capital needs. Leiber (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. Q3: Presented at Financial Workshop on borrow now or later alternatives. Continuing to monitor interest rate environment. Q1/Q2: Scenarios have been developed to reflect changing project outlooks. Improvement Program (CIP). Develop scenarios to utilize debt prudently in financing the 10-Year Capital Leiber pro Various CIP and financing alternatives presented at Financial Conduct long-range financial Workshop planning. Q1: Initial agreement received in mid-September for execution for 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 Maintain Financial application. Other funding sources will be needed for digester Stability and related scope. Sustainability Q1: Debt outlook continues to be consistent with debt management policy. Issue debt as needed, consistent with Board direction and the debt management Leiber Q2: Developing plans for discussion in March at Financial policy. Workshop. Q3: Presented financing alternatives and will continue to monitor external environment. 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-endpending. variances. Mizuno 10 Q2: FY 20-21 pre-audit year-end variances brought to Board, 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 Board action in Dec-21. or other economic events. Q1: Pension is fully funded as of 7/1/21. OPEB is nearly fully funded and annual contributions are at the actuarially determined Adopt pension and Other Post-Employment Benefits funding policy to strive level. D towards full funding of employee-related obligations. Leiber Q2/Q3: Pension fully funded. OPEB at 85.7%on actuarial basis and 99.16% 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. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 6 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 109 of 150 Page 9 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently Q4/Final Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 FY-End Activities/Performance in Achieving Success Measure Person(s) Status (Status, Comments, and Exceptions) 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 Oracle software inplemented in FY 20-21. Q3: Budget on track for May 2022 presentation Ongoing task and optimizations are tracked quarterly with the Pursue opportunities for cost control through efficiencies and new technology. All Managers Managers. Adjust operations and maintenance budgets at rates no greater than the inflation Q1/Q2/Q3: FY 2021-22 budget as adopted was 0.3% higher than Manage costs. measures used in the 10-Year CIP. Mizuno prior year budget.As amended is 12% below prior year adopted budget. Enforce and continuously review procurement policies to ensure competitive and Q1/Q2/Q3: Continued to review procurements to ensure fair pricing on services and goods. King compliance with policies and regulations. Q1: Final Benchmarking Study is scheduled to be presented to the Administration Committee and the full Board in October. Complete annual Benchmarking Study to identify potential gaps. Gee Q2: Benchmarking Study was presented to the Board in December. Results will be shared with CA agencies. Q3: Results were shared with CA agencies. Internal data collection has been completed and inputted to AWWA survey. 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. Q3—debrief on Force Main break in progress Q1:Average cost per overflow claim through Q1 is$21,600. Reduce average cost of overflow claims. Deutsch Benchmark is<$25,000. Evaluate and apply risk Q2: Cumulative average cost per overflow claim is$20,663. management practices. Q3: Cumulative average cost per overflow claim is$16,216. Q1: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. Q3: Report presented to Finance Committee 3/22/22 Q1: Bar codes have been installed for a pilot project including 110 assets to have tags attached to them. O&M staff will easily Meyer/ be able to scan the asset bar codes, and quickly create an Develop and implement an equipment identification and tracking system. accurate work order in Cityworks.Working with Operations/ Gemmell/Goel Maintenance to assess performance and longevity for input before expanding to larger inventory. Q2/Q3: continuing as planned 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 7 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 110 of 150 Page 10 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently Strategy Initiative Key Success Measures Responsible Q4/Final Q1 Q2 Q3 FY-End Activities/Performance in Achieving Success Measure Person(s) Status (Status, Comments, and Exceptions) 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 principles. Perform annual review of non-residential customers to ensure current and Q1: Completed and presented to Finance Committee in April consistent billing information and charges. Gemmell 2021. Q1: FY 21-22 year-end close, audit, and ACFR preparation Issue the Annual Comprehensive Financial Report(ACFR)no later than six Mizuno underway 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. Q1: Payroll design audit completed. IT security audit completed, pending final report. Financial Statement Audit on track for FY Johnson/ 2020-21. Conduct regular internal and external financial audits. Mizuno/Leiber Q2:Accounts Payable Audit underway. Planning for Ensure Integrity and miscelleneous assets underway. Transparency in Q3: Miscellaneous Assets audit underway as of March 2022; Financial Management scheduled for completion in April. Q1: Received Certificate of Achievement award for the FY 19-20 Deliver reliable and relevant ACFR. Submitted FY 21-22 budget for the Distinguished budget financial information. Earn the Government Finance Officers Association (GFOA)Certificate of award. Achievement for Excellence in Financial Reporting and the Distinguished Budget Mizuno Q2/Q3: Submitted FY 20-21 ACFR for the Certificate of Presentation Award. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 8 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 111 of 150 Page 11 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower,and engage a highly trained and safe workforce Q4/Final Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 FY-End Activities/Performance in Achieving Success Measure Person(s) Status (Status, Comments, and Exceptions) Formalize an Organizational Development and Talent Management unit withinCompleted in FY 2020-21. Management Analyst transferred to Human Resources (HR). O'Malley HR to oversee and develop organizational development and talent management initiatives. Acquire a centralized learning management system to track training. O'Malley Q1/Q2/Q3: Performance/Learning/Safety module is being developed. Explore career and professional development opportunities (e.g.,job shadowing O'Malley 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 October 5 with mentee presentations. Now accepting Continue to develop employees to applications for Cycle 4. Supervisory Academy applications are meet their full potential and to fill open and sessions will be held in 2022. future leadership roles. Continue the Leadership and Supervisory Academies and Mentorship Program. O'Malley Q2: Four employees were accepted into Cycle 4 of the Proactively Plan for Mentorship Program, and 25 employees were accepted into the Future Operational 2022 Supervisory Academy. Staffing Needs Q3: Mentorship Program kicked off with four mentees. Supervisory Academy kicked off with 26 participants. 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/Q3: 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 Human Resources Forum and BAYWORK. organization's values. Continue participation in workforce development activities. O'Malley Q2: Planning to host Virtual Externship Program in spring 2022. Q3: Hosted 22 externs in Virtual Externship Program. Q1/Q2: Project is on hold. Perform an employee engagement survey to develop a baseline; evaluate andQ3: General Manager conducted an informal survey after hosting implement viable suggestions. O'Malley State of the District meetings in March. Engagement Survey project is still on hold. Q1/Q2: Employee Recognition Events program is available and Foster Relationships allows managers to request funding for team-building events to across All Levels of Cultivate a positive work culture. acknowledge extraordinary achievements. Cross-divisional Central San committees such as IT Leadership Committee, Smart Initiative Promote a sense of community through events, team-building exercises, and All ManaCommittee,Applied Research and Optimizations continue to increased interdepartmental communication and collaboration. gers meet. Q2: Planning to launch the Clarifier Speaker Series in January as part of our Organizational Development Program, to bring employees together to learn about what we do at Central San. Q3: Launched the monthly Clarifier series. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 9 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 112 of 150 Page 12 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower,and engage a highly trained and safe workforce Q4/Final Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 FY-End Activities/Performance in Achieving Success Measure Person(s) Status (Status, Comments, and Exceptions) Q1: Soft rollout of new evaluation process occurred with staff training/Q&A session held in August. Full rollout will coincide with Use the performance evaluation process to establish and communicate clear All Managers launch of the Goals& Performance ERP module. expectations and standards. Q2: Planning full rollout in Q3. Q3: Developed SOP which will be tested in the"live"Oracle environment in April. Planning to rollout by end of FY. 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. Sustain and grow collaborative Continue the General Manager and Board Member meetings with the bargaining relationships with the bargaining representatives. Bailey/Crayton units. Track and implement action items from Labor Management Committee meetings. O'Malley 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. intranet. Q2/Q3: Produced three Lateral Connection newsletters per quarter, and communicated important COVID-19 updates via District-wide emails. Q1/Q2/Q3: This is being worked on. Staff has added a Expand the onboarding process. O'Malley 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., to restart the HR @ Your Service sessions in Q2. Purchasing, HR)to divisions upon request. All Managers 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: Monthly financial webinars by MissionSquare Retirement have been selected and launched in February. Q1/Q2: Internal survey system remains active for Information Technology Helpdesk.With the new ERP, customer satisfaction Survey employees for customer satisfaction with internal support services. All Managers surveys for Purchasing will no longer be auto generated by the requisition. Q3: IT launched a survey associated with the IT Master Plan. Q1: Lateral Connection featured Plant Maintenance staff's Recognize employee achievements via articles in the Lateral Connection,the certifications. intranet, Board meeting announcements, and other avenues. All Managers Q3: Clarifier Speaker Series launched and General Manager Celebrate employees' State of the District meetings were held to share department achievements. accomplishments. Q1/Q2/Q3: Employee Recognition Events program is available Initiate an employee recognition program. O'Malley and allows managers to request funding for team-building events to acknowledge extraordinary achievements. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 10 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 113 of 150 Page 13 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 4—WORKFORCE DEVELOPMENT Recruit,empower,and engage a highly trained and safe workforce Q4/Final Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 FY-End Activities/Performance in Achieving Success Measure Person(s) Status (Status, Comments, and Exceptions) Q1/Q2: 2021 Innovations Fair is postponed to be held during the Hold a yearly event to recognize innovative employees going above and beyond to next summer Employee Appreciation Picnic for maximum improve and optimize their work. Gee attendance and engagement. Q3: 2022 Innovations Fair is planned to be held at summer Employee Appreciation Picnic. Improve consistently in comparison Continue to monitor accident/incident causes to identify and mitigate hazards. Ledbetter to Bureau of Labor Statistics (BLS) Continue to provide regular analysis summaries to the District Safety Committee, industry injury rates. Safety Teams, and Management Team on accident/incident causation and Ledbetter corrective measures. Increase visibility of Safety staff in the field. Ledbetter Meet or Exceed Use learning management system to provide and track employee safety training. Ledbetter Industry Safety Standards Enhance the safety culture through Continue to conduct training based upon accident/incident causal factors, new Ledbetter improved training and processes, equipment,or procedures. communications. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 11 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 114 of 150 Page 14 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 5—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient,and long lasting Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 FY-End Q4/Final 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 into Capital Improvement Budget or Maintenance Program as appropriate. Meyer 2020-21 and findings were included in the creation of the CIB inspring 2021. Continue updating the 10-Year Q1: Received contractor submittals for large diameter inspection Capital Improvement Budget(CIB) project. Large diameter pipeline inspection field work anticipated consistent with recommendations in Q2. Force main inspection project brainstorm meetings of the Asset Managementconducted. Implement the Large Diameter Pipe and Force Main Inspection and condition Gemmell/Frost/ Program. assessment programs. Waples Q2: Began work on ITpipes multi-sensor inspection portal. Inspections delayed by contractor performance; inspections still expected this FY. Q3: Coordinated meetings with contractor and subs to address contractor delays. Pushing for inspections to begin 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 Q3: PMO for aeration turbine and blower on-going Manage Assets Analysis, and other strategic reliability-based analysis on treatment plant process systems. Optimally to Prolong Their Useful Life Q1: Ongoing effort: inspection templates developed for each technology;various staff have obtained certification in the technologies; continue to implement technologies on various asset classes. This project also overlaps with the Smart Initiative Improve the asset condition monitoring program by developing and deploying -Asset Health Indicator and eventual health scores will be Expand reliability-based condition-based and predictive-based technologies(e.g., infrared,vibration, and Meyer configured based on testing/analysis and factored into the Asset approaches to maintaining assets. ultrasound testing)across asset classes. Health score. Q2:Additional staff certified in ACM technologies, completed US for steam traps, created dashboard for US. Q3: staff continues to develop standards inspections for technologies in US and obtain new certifications Add service contracts to computerized maintenance management software Meyer/ Q2: Started tracking contracts in CMMS (CMMS)to track work orders. Gemmell/Goel Q2Q3: 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 Execute Long-Term Comprehensive Wastewater Q1: Staff is pilot testing InfoAsset to replace InfoMaster.The Capital Renewal and Master Plan (CWMP)and Asset contract provides a freeze of the$7,800 annual subscription until Replacement Program Management Program into the 2023 during the pilot. Estimated savings of$64,000. In addition, analysis of long-term capital Gemmell/Goel/ Central San will be evaluating software solutions as a part of IT improvement needs. Develop a prioritization model for vertical assets. 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. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 12 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 115 of 150 Page 15 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 5—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient,and long lasting Identify vulnerable assets and develop mitigation measures. Meyer/Goel Q2:Asset Management Plan will be completed by Q4 and is including identification of vulnerable assets. Harden infrastructure for climate Q1: Collection system resiliency, vulnerability, mitigations for resiliency. 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/Q3: Treatment Plant flood vulnerability study initiated under Capital Projects w/Brown and Caldwell. Q1/Q2/Q3: Continuing to operate under COVID-19 health orders which is an actual continuity condition.Tabling plans for a Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch continuity exercise until we return to normal operational conditions. Q3: Planning underway for on-site activation exercise(s) next FY. Enhance capability to mitigate, Maintain the Emergency Operations Plan. Deutsch Q1/Q2/Q3: Plan is up to date. Minor update planned in Q4. Major prepare for, respond to, and Update planned for FY 2022-23. recover from emergencies. Q1: Ongoing. Expand participation in Ca to represent the needs of wastewater agencies in Deutsch Q2: Rec'd two requests for assistance from member agencies. emergency planning and responses. Q3: Rec'd one request—did not have requested items. 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/Q3: No classes offered during COVID. Q1: RFP delayed until Risk Mgt returns to full staffing level. Q2: High Priority items scoped into a Capital Project. Q3: Increased trespass, vandalism and dumping incidence Protect Personnel and Budget and implement the projects identified in the Security Master Plan. Deutsch require significant improvements in perimeter control. Assets from Threats Capital provided designated engineer for security projects. and Emergencies Developed RFQ w/Capital for security consulting to assist with project development. Q1/Q2/Q3: Ongoing. Presentation to Supervisors' Summit Provide regular security awareness training to staff. Deutsch planned for April 2022. Evaluate and implement improvements to meet new or Q1: In progress. evolving threats, both physical and Renovate security guard posts and update monitoring equipment. Deutsch Q2: Guard Station on Imhoff Dr is part of Contractor Staging digital. Project, currently underway. Q3: Still in progress. Q1/Q2: Ongoing. Expand access control systems and harden certain facilities. Deutsch Q3: Security Committee advised of increased incidents,focusing on perimeter controls. Upgrade treatment plant control network and its equipment to create redundant Chebotarev/ Completed in FY 2020-21. paths. Hiteshew/Weer Continue to conduct third-party cybersecurity operation assessments focusing on Ch botarev Ongoing.Additional mitigation efforts will be addressed in technology, peo le, and physical assets, including an audit to gauge readiness Hiteshew 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 13 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 116 of 150 Page 16 of 28 ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 6—INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement 4th QTR/ Strategy Initiative Key Success Measures Responsible 1St 2nd 3rd Final Activities/Performance in Achieving Success Measures Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Status Q1/Q2/Q3: On hold, pending completion of IT Master Plan Continue meetings of the steering committee formed in January 2020. LaBeIIa Update and Technology Road Map. Utilize data to optimize operation Q1/Q2/Q3: An Implementation Plan was developed in FY 2020- Implement the and maintenance; improve asset 21. Several projects will be delayed in order to coordinate with Central San Smart management; increase energy Develop an implementation schedule for the initial projects. LaBeIIa the completion and implementation of the IT Master Plan update Initiative efficiency, staff productivity, and currently in procurement. safety; and reduce facility management costs. Q1/Q2/Q3: This task has been completed for the projects initially Establish project task forces and identify project champions. LaBeIIa identified and is on hold for new projects, pending completion of the IT Master Plan Update and Technology Road Map. Q1/Q2/Q3: Continuing to work with consultant on various outstanding ERP issues. Progress for consultant deliverables is slower than anticipated for contract management, integrations Address e-procurement, contract management,and procurement card system King/Chebotarev (DocuSign and Laserfiche), inventory management, system needs. /Hiteshew access for users, and reporting. Additional training, resources and input from consultant is still TBD. Q3: Hired a temp Business Analyst to help with procurement issues in Oracle. Started Oracle punch-out implementation with Implement new ERP system, Emtec's help. including permitting software, and Q1: Project kick-off commenced after August 10th (SSC billing integrate with linked systems. Evaluate, select, and implement new SSC billing software. Gemmell deadline). Q2: Billing software is predicated on completion of Permitting Improve and Modernize software, which is in jeopardy so it may be delayed. Operations through Q1: Staff continues to use DocuSign, PayPal, and other Technology and Leverage software towards the elimination of paper processes. All Managers technologies to conduct business electronically. Oracle now Efficiency Measures provides for invoice approval electronically. Update procedures to reflect new business workflows. All Managers Q1: Staff is updating procedures as needed. Hold Applied Research meetings to promote innovation and continuous Q1: Participated in ISLE applied research meetings. Frost/Cauble Q2/Q3: No meetings. improvement. Evaluate and invest in cost- effective and innovative technology Q1/Q2: Staff continues to participate and coordinate to enhance business processes. Continue to participate actively in the HYPOWERS pilot project to test an emerging HYPOWERS project. Funding and Dept. of Energy approval for hydrothermal resource recovery process for solids handling. Frost/Cauble Phase 2 is still TBD. Q3: DOE awarded project to Alovium as new prime but no change to project status/securing remaining funding. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 14 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 117 of 150 Page 17 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 6—INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement Q1: Construction Inspectors are utilizing mobile devices. Some aspects of Oracle Permitting Module will not be available until the end of the year, but an interim process with partial functionality is being used. Expand and improve the use of mobile computing and communication Gemmell /Lopez Q2: Oracle Permitting module is having software issues and technologies, including applications for inspector and surveyor field staff. recommended to terminate implementation,which will be recommended in Q3. Q3: Oracle Permitting module was reset and has had twice weekly meetings to review software and develop a schedule for implementation and Go-Live, including mobile inspections. Always ongoing. Review 1-, 2-, 3-, 5-, and 7-year pipeline cleaning schedules for optimization. Seitz Q1: Executives and Managers review the Optimizations Tracking Log quarterly. FY 2020-21 Optimizations Program Annual Report is scheduled to be presented to the Administration Committee Provide Optimizations Program Annual Reports to Board. Gee and Board in December. Q2: FY 2020-21 Optimizations Program Annual Report was presented to the Board in December. Q3: Executives and Managers continue to review the Optimizations Tracking Log quarterly. 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 informations stem, operational Chebotarev/ slower than anticipated.encompass all major technology technology projects, and beyond. Hiteshew Q2: Contract completed, project kickoff pending in January 2022. implementation across the Q3: Project kicked off, user satisfaction survey completed. organization. Organize the various technologies with overlapping areas of interest and use of Chebotarev/ Q1: Phase 1 of IT Master Plan to be completed early in FY 2022- resources to plan projects with a global view. Hiteshew 23. Q2/Q3: In progress 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 15 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 118 of 150 Page 18 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 7—AGILITY AND ADAPTABILITY Preserve business continuity during pandemic events or major natural disasters 4t"QTR/ Strategy Initiative Key Success Measures Responsible 1st 2"d 3'd 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. Provide pandemic status updates and recommended safety, operational changes, Q1/Q2/Q3: Provided updates at every Board meeting and and other information to employees. Barnett provided status updates through District-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 Q3: RTO is still pending and no new improvements have been identified. Provide a safe working environment. Implement practical and reasonable revisions to work schedules to reflect social All Managers distancing best practices. Maintain a Safe Utilize automated business processes,virtual meetings, and other technologies to All Managers Working Environment minimize physical contact. for Employees and the 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 Find new and innovative ways to provide service to the community, including Develop and employ an alternative automated customer-facing programs. All Managers service delivery approach where 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 16 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 119 of 150 Page 19 of 28 ' ATTACHMENT 1 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT 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 impacts to revenues and costs. Leiber/Mizuno/ Q2: Compiled claim and submitted request to State in amount of Implement financial policies which Continue to monitor and update financial performance and assumptions. $2.8M for COVID impact relief for Special Districts in Oct-21. take into account the effects of Gemmell COVID-19(e.g., market volatility, Awarded approximately$1.OM in Dec-21. deferred rate adjustments,of and Q3: Met with County to discuss Covid-19 relief fund for SSC, Plan Ahead for which does not seem practical considering Teeter Plan. Scenarios of Direct revenue shortfalls from reduced Adverse Impacts incoming system development Q1: Budget was adopted in June.Amended budget adopted in fees). Continue to present alternatives to allow appropriate policy choices for mitigating August. 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. Q3: SSC water consumption was better than initially forecast. 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 Q1: FEMA Public Assistance (PA)application in progress. due to the pandemic. Application for$2.5 million from available$100MM pool of State funds for special districts was underway as of 9/30 and submitted Pursue reimbursement of expenses from state and federal agencies, including Leiber/Deutsch on 10/15. available grant programs. Q2: Funding of$996,000 received from State from special district COVID-19 relief fund. Q3: FEMA Public Administration window has been extended. Application will be submitted shortly after disaster term closes. 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. OCompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6/30/22) written in the Strategic Plan but preserving the intent) Page 17 May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 120 of 150 Page 20 of 28 ATTACHMENT 2 Lel FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT 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, :530 minutes Seitz 17.66 21.33 22.67 during working hours* Average onsite response time for collection system emergency calls, 5540 minutes Seitz 32.69 29.5 32.47 after hours* Average customer service rating for >_3.8 out of 4.0 Seitz 3.83 4.00 3.87 emergency calls Q1: Survey data for Martinez Phase 6 was received.Additional project surveys Carpenter(for 90.1 /D D will be mailed in future quarters are projects are completed. -_95/D FY 2020-21: No surveys sent No surveys sent Average customer satisfaction rating on D reporting)/ Q2: No surveys were sent in Q2.Additional project surveys will be mailed in construction projects Lopez(for No surveys sent future quarters are projects are completed. performance) Q3: No surveys were sent in Q3. Surveys for S. Orinda 8 will be mailed in quarter 4, additional surveys will be sent as projects are completed. Q1: 10 Excellent ratings received and 3 Needs Improvement ratings. Average customer satisfaction rating ono 76.9% 0 o Comments related to turn-around time at the permit counter. permit counter interactions ?95/o Gemmell FY 2020-21: 100% 100% 100/o 02: 8 Excellent ratings, 1 Good rating, and 2 Fair ratings. Comments related to adding electronic plan review. Q3: 8 Excellent ratings. Q1: Five hundred and ninety-nine(599)students were served through virtual classrooms and education events. Q2: Four thousand, seven hundred and forty-eight(4,748)students were Students served by -_6,000 Barnett 599 4,748 **9,264 served through virtual and in person classrooms as well as education events. education programs Q3: Nine thousand,two hundred and sixty-four(9,264)students were served through virtual and in person classrooms as well as education events. **Note that Delta Discovery Voyage data from January and February will be added when it becomes available. 01: 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 178 170 156 Q2: One hundred and seventy(170)people were served at local events and and District presentations through virtual community presentations and facilities tours. Q2: One hundred and fifty-six(156)people were served at local events and through virtual community presentations and facilities tours. 79 applications 79 applications 79 applications Q1: 79 applications have been received for the next Academy. Participants in Central San Academy -_35 Gee 02: No new applications received. received received received Q3: No new applications received. Planning to hold a 2022 session. Q1: 3 awards received. Awards or recognitions received -_10 Young 3 4 2 Q2:4 awards received. 03: 2 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 121 of 150 Pagel Page 21 of 28 ATTACHMENT 2 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability 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. IV, Q1: 0 Reportable Compliance Activities. Title V compliance Zero violations Weer 19 Q2: 0 Reportable Compliance Activities. FY 2020-21:0 Q3: 1 Reportable Compliance Activity and 1 violation for 3/17/22 Furnace 2 bypass. 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) Q2: Met Calendar Year 2021 GHG target. emissions COZe per calendar year Cheng On track Met CY 2021 target On track Q3: On track to meet Calendar Year 2022 GHG target Q1:There were a total of 3 SSOs for this quarter. <_2.0 spills per 100 miles Q2:There were a total of 11 SSO's for this quarter. Sanitary sewer overflows of pipeline Seitz On track On track On track Q3: There were a total of 8 SSO's for this quarter. Q1:There were 0 Category 1 SSOs for this quarter. Spills to public water <_3 Seitz Zero 2 2 Q2:There were 2 Category 1 SSO's for this quarter. FY 2020-21:0 Q3:There were 2 Category 1 SSO's for this quarter. Percent of spills ° ° 72.7% 56% Q1: Out of the 3 SSOs this quarter, 0 were over 500 gallons.Q2: Out of the 11 less than 500 gallons ?95/D Seitz 100% FY 2020-21:83% FY 2020-21:89% SSO's this quarter, 3 were greater than 500 gallons. Q3: Out of the 9 SSO's this quarter,4 were greater than 500 gallons Pipeline cleaning schedules completed on time* '?98°/D Seitz 98.32% 98.35% 99.13 Pipeline cleaning quality assurance/ On>_4%of pipelines ° 3.31% 2.42% quality control (QA/QC)* cleaned on an annual Seitz 4.43% FY 2020-21:3.16% FY 2020-21:3.65% basis Pipeline cleaning QA/QC passing rate' >_98%D Seitz 95.45% ° 94.20% 98.10 FY 2020-21:96.84% FY 2020-21:95.83% Annual Environmental Compliance ° ° inspections and permitting 100% Potter 100% 100/° 100/o completed on time Household Hazardous Waste(HHW) Zero violations Wyatt Zero violations Zero violations Zero violations management compliance Gallons of recycled water >_240 million gallons (MG) Foss 91.8 MG 25.8 MG 24.2 MG distributed to external customers kWh of electricity produced by >_18 million kWh (reported Shima/ Q1: On track. co-generation using natural gas as a rolling average) Lee 22.6 million kWh 22.7 million kWh 23.0 million kWh Q2: On track. 03: On track 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 122 of 150 Page 2 Page 22 of 28 ATTACHMENT 2 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements and promote sustainability Responsib FINAL FY-END Metric FY 2021-22 Target le Q1 Q2 Q3 Q4 PERFORMANCE Comments/Issues Person(s) kWh of solar power produced at Collection >_220,000 kWh (reported Shima/ 275,000 kWh Q1: On track. System Operations and HHW Facility as a rolling average) Lee 273,000 kWh 269,000 kWh Q2: On track. Q3: On track. Q1: Project on track for start-up in Q4. Q2: Focused on completing CEQA environmental review.To avoid burrowing owl nesting season, construction will not begin until September 1, 2022, and kWh of solar power produced >_2.5 million kWh start-up is anticipated for January/February 2023. by a new solar array near the treatment (reported as a rolling LaBella Q3: Board adopted CEQA mitigated negative declaration, approved the project, plant campus average) approved Amendment 1 to the Power Purchase Agreement, and approved creation of$600,000 capital project to directly fund PG&E's interconnection fee and CEQA mitigation measures. REC Solar submitted plans to the County for the building permit. First burrowing owl survey completed with no evidence of or burrowing owls found on the Lagiss property. *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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 123 of 150 Page 3 Page 23 of 28 ATTACHMENT 2 Lel FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 3—FISCAL RESPONSIBILITY Manage finances wisely and prudently 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 :50.78%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 Debt service coverage ratio >2.0 Leiber/Mizuno >2.0 >2.0 >2.0 Q1/Q2/Q3: Debt service coverage projected to be>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% >100% performance in Q1. Q2/Q3: On track for fully funded reserves. Operating expenditures D Q1/Q2/Q3: On track with regard to budgeted spending. as a percentage of operating budget >>-95/D Leiber/Mizuno On track On track On track Reported material weaknesses or 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/Q3/Q4: 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 database vs.value submitted to Accounting <1% King Metric no longer needed in Oracle, as opposed to the two databases in HTE,which required a monthly reconciliation. Q1: Data not available in Oracle enterprise resource planning (ERP)system. Accuracy of physical inventory count >_95% King/Gaines Data not yet 97% Data not yet Currently implementing add-on software RF-Smart to resolve the Oracle issues. vs. book value available in Oracle 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 124 of 150 Page 4 Page 24 of 28 ATTACHMENT 2 Lel FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 4-WORKFORCE DEVELOPMENT Recruit,empower,and engage 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 5560 days O'Malley/ 45 days 54 days 43 days (from request to hire) Manor Q1:Turnover with retirees: 8 employees left; 276 avg#employees=2.9% turnover.Turnover without retirees:6 employees left; 276 avg#employees= Turnover rate at or below O'Malley/ 3.6%(incl. retirees) 2.2%. median for combined utilities <_7.8%* Granzella 2.9% (incl. retirees) (no retirees) 1.10%(excl. retirees) Q2: 0 Retirements.Without retirees: 2 employees left; 275 avg#employees= via American Water Works Association 2.2%(excl. retirees) 0.73%(excl. retirees) 0.73%. (AWWA) Q3:Turnover with retirees: 10 employees left; 272 avg#employees=3.6% turnover.Turnover without retirees: 3 employees left; 272 avg#employees= 1.10°/x. Average annual training hours >_15 per full-time equivalent employee O'Malley/ 3.62 3.46 7.12 (external and internal training) (FTE) Smith Q1: July evals 86% rec'd; Aug. evals 86% rec'd; Sep. evals 83% rec'd. Completion of o O'Malley/ (see comments for (see comments for (see comments for Q2: Oct. evals 91% rec'd; Nov. evals 91% rec'd; Dec. evals 72% rec annual performance evaluations 100/D Howard Q1 performance) Q2 performance) Q3 performance) d. Q3: Jan evals 83% rec'd; Feb evals 62% rec'd; Mar evals 68% rec'd Q1: 2022 Wellness Expo is dependent upon the status of the pandemic, but Increase by >_10% O'Malley/ virtual Wellness activities are being developed and employees remain engaged in Participation in annual Wellness Expo each year Howard the online Wellness portal. Q2: Expo will be held at HOB and CSO in January and February. Q3:47 employees attended the Expo at HOB and CSO. 1.10 1 10 FYs 2019-20, 2020-21, 2021-22 have had higher ExMods as rolling three-year Workers'compensation 1.10 1.10 1.10 . s1.0 Deutsch FY 2020-21: calculation includes one very bad loss year.The 1.10 factor applies for the entire experience modifier FY 2020-21: 1.10 FY 2020-21: 1.10 FY 2020-21: 1.10 1.10 FY 2020-21: 1.1 FY. Expect decrease for 2022-23. Temporary modified duty provided >_95% of recordableD D 0% Q1/Q2: Temporary Modified Duty was provided to all eligible employees. (Return to Work program) injuries Deutsch 100% 100% % Q3: No TMD available per COVID Omicron outbreak. Internal promotionso O'Malley/ a o o /o Q1: 1 non-entry level hire; 2 promotions=66.67%. (excludes entry-level positions) >-25% Granzella 66.67% 50/0 66.67% Q2: 2 non-entry level hires; 2 promotions=50%. Q3: 1 non-entry level hire; 2 promotions=66.67% Formal grievances processed Zero O'Malley Zero Zero Zero 5_4.0 (via Bureau of Q1: 1 recordable injury. 139,518.33 hours worked. Employee injury and illness Labor Statistics) 3.16 Q2: 2 recordable illness. 126,463.94 hours worked (2.26 cumulative). lost time incident rate Ledbetter 1.43 2.93 Q3: 2 recordable Injuries. 136,204.77 hours worked (2.49 cumulative). :53.4 (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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 125 of 150 Page 5 Page 25 of 28 ATTACHMENT 2 Lel FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT 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% 100% completed on time Regulatory Title V work orders 100% Meyer 100% 95% o 98% D completed on time FY 2020-21:92% FY 2020-21:98% Planned treatment plant preventative maintenance >_90% Meyer 97% 100% 97% completed on time Q1: Completed all ReW preventative work orders on time. Recycled water distribution system Q2: Completed all ReW preventative work orders on time. maintenance schedules >_98% Seitz 100% 100% 100% Q3: Completed all ReW preventative work orders on time. completed on time Uptime for vehicles 100% Seitz 100% 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 0.9 miles Q3: 0.9 miles of sewer replaced or rehabilitated. small diameter pipelines) Q1: Received contractor submittals for large diameter inspection project. Large diameter pipeline inspection field work anticipated in >_3 miles per year for Q2. Force main inspection project brainstorm meetings conducted Large diameter and force main condition the next five years Waples/Gemmell Q2: Began work on ITpipes multi-sensor inspection portal. assessment starting in /Frost Inspections delayed by contractor performance; inspections still FY 2020-21 expected this FY. Q3: Coordinated meetings with contractor and subs to address contractor delays. Pushing for inspections to begin this FY. Q1: Oracle report on this metric is still in development. Average time to execute Engineering Data not yet 02: Oracle report not available, compiled data manually. agreements from complete package <_2 weeks King available in Oracle 6 Working days 5 Working days submittal or Board approval Tracking below Q1: Financials were not available at time of initial reporting. Mizuno Tracking below o Q2: Data pending as of time of report, but expected to be below 90% Capital expenditures o 90%as of Tracking below due to change in scope for Solids Handling Project. Projects continue o (for reporting)/ 90/o as of o 9 p 9 1 1 as a percentage of capital budgeted cash >_90/o November 90/o as of April to experience slower than anticipated spending due to deliver flow includingcar forward Lopez September o FY 2020-21:65% p p p g y carry (for performance) FY 2020-21:60% FY 2020-21: 70/ delays and material shortages. Q3: Expected to be below 90%. Information system outageso Chebotarev/ o 0 99.9% Q1/Q2: 100% uptime. affecting normal business operations 100%uptime Hiteshew 100% 100% FY 2020-21: 100% 03:About 2 hours of VPN outage due to AT&T fiber issue at Martinez campus Chebotarev/ Q1/Q2: Zero lost data. Data backup and recovery Zero lost data Hiteshew Zero lost data Zero lost data Zero lost data Q3: There was a data loss incident in Dynac when the server disk filled up, but all the data was successfully recovered. 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 126 of 150 Page 6 Page 26 of 28 ATTACHMENT 2 Lel FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6-INNOVATION AND OPTIMIZATION Explore new technologies for continuous improvement Metric FY 2021-22 Target Responsible Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues Person(s) PERFORMANCE Q1/Q2/Q3: On hold, awaiting completion of IT Master Plan Update and Projects initiated under '' (no FY 2021-22 (no FY 2021-22 (no FY 2021-22 Q3 Technology Road Map. Central San Smart -3 LaBella Q1 data available) Q2 data available) 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) 3. Tertiary Membrane/RO Pilot(installation in progress) 4. WW Based Epidemiology(continued 1 x per week sampling with UC Reviews or pilot tests Frost/ Berkeley and CC Health) of new and promising technology >3 All Managers 5. Multi-Sensor Inspection Pilot(received and reviewing contractor submittals, inspections expected in Q2 Q2: Continuation of same pilots in 01.Tertiary membrane pilot started operation in Q2. Full operation with RO expected in Q3. Q3: Continuation of above pilots. 6. Completed RO pilot installation and initiated RO pilot. 7. New WW Based Epidemiology efforts(analyzing solids with Verily as part of CDC NWSS,also began sending influent samples to CDC lab concurrent with samples to UCB) Q1: Papers and presentations: 1. WW Based Epidemiology-Central San co-authored journal article w/ UC Berkeley"Tools for interpretation of wastewater SARS-CoV-2 temporal and spatial trends demonstrated with data collected in the San Francisco Bay Area", published in Water Research X(Aug Research papers and >_3 papers or Frost/ 2021). findings presented presentations All Managers Q2: No new papers completed. Q3: 2. WW Based Epidemiology-Central San co-authored manuscript w/Stanford"Diurnal variability of SARS-CoV-2 RNA concentrations in hourly grab samples of wastewater influent during low COVID-19 incidence", submitted to American Chemical Society(Feb 2022). Don't Just Fix It; Improve It 6 1 2 work orders completed* ?35 Meyer/Nicolaus FY 2020-21:0 FY 2020-21:2 FY 2020-21: 1 Q1/Q2/Q3: 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 127 of 150 Page 7 Page 27 of 28 ATTACHMENT 2 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 7-AGILITY AND ADAPTABILITY Preserve business continuity durin 3 pandemic events or major natural disasters Metric FY 2021-22 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues PERFORMANCE Number of Q1: 1.09 standard deviation due to overflows being sanitary sewer overflows 51 standard Seitz 109 264 136 reduced when compared to the last five years for the (during the last five years deviation . . . same time period. for the same time period)* 100% (Air) 01: 0 days out of compliance for air and liquid permits. Nguyen/Cheng (Air) 100%(Air) 100%(Air) Q2: 0.01 days out of compliance for air permit. Esparza (Liquid) 100% (Liquid) 100% (Liquid) 100% (Liquid) Q3: 0.04 days out of compliance for air permit. oPermit compliance 100% Q1:4.16 days out of compliance for collection system. aa) Seitz 95.5% 95.4% Q2: 0.81 days out of compliance for the collection system. C (Collection System) FY 2020-21:99.8% 99.1% FY 2020-21:94.5% Q3:4.13 days out of compliance for the collection system. Q1: Continuing arrangements of prior quarters. Return to office pending mandatory vaccination meet and confer with bargaining units as of 9/30/21. Productivity 95% Leiber >95% >95% >95% Q2: Return to office still on hold due to variants and spikes in cases. Q3: Return to office discussion held at Board in April 2022. Increase in costs to the Q1: O&M spending is below budget. Operations&Maintenance 0% Leiber/Mizuno None None None budget beyond what is approved Revenue projections met 100% Leiber/Mizuno 100% 100% 100% Q1/Q2/Q3: Revenues are on track. Pension funding Pension Funding at Q1/Q2/Q3: Unfunded actuarial accrued liabilities are paid 100% No increase ° Additional increase in <-5% Leiber Pension funding at at 100%. No off and is at 0%. . unfunded liabilities 5/° 100% increase in UAAL in UAAL noted. noted. ii $996,000 Q1: FEMA Public Assistance (PA)application in progress. received from Application for$2.8 million from available$100MM pool of State. State funds for special districts was underway as of 9/30 Funds granted from ° and submitted on 10/15. 100/°of requested FEMA application available state and federal funds Leiber/Deutsch Pending FEMA period still open. Q2:Award of$996,000 from $2,798,700 for State Funds reimbursement programs for special districts. Funding based on overall claim on application State funds from other applicants and available funds. period still open. Q3: PA disaster term extended to 6/30/22.Application to be filed shortly thereafter. Seitz 100% 96.8% ° U) (Average customer service 95.8% UCustomer satisfaction levels >_90% rating for collection system (3.83 out of 4) (4.00 out of 4) (3.87 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 128 of 150 Page 8 Page 28 of 28 ATTACHMENT 2 FY 2021-22 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 7—AGILITY AND ADAPTABILITY Preserve business continuity durin 3 pandemic events or major natural disasters Metric FY 2021-22 Target Responsible Person(s) Q1 Q2 Q3 Q4 FINAL FY-END Comments/Issues PERFORMANCE Q1: Survey data for Martinez Phase 6 was received. Carpenter/Lopez 90.1% Additional project surveys will be mailed in future quarters (Average customer No surveys sent No surveys sent are projects are completed. satisfaction rating on FY 2020-21: Q3: No surveys were sent in Q3. Surveys for S. Orinda 8 construction projects) No surveys sent will be mailed in quarter 4, additional surveys will be sent as projects are completed. Q1: 10 Excellent ratings received and 3 Needs Gemmell ° 100/° Improvement ratings. Comments related to turn-around (Average customer 76.9% ° 100/°° time at the permit counter. ° satisfaction rating on permit FY 2020-21: 100% Q2: 8 Excellent ratings received, 1 Good rating and 2 Fair counter interactions) ratings. Comments related to adding electronic plan review. Q3: 8 Excellent ratings. 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 Q3: Planning improvements for patio to promote social cu distancing and eating outside Employees trained on 100% Ledbetter COVID-19 prevention Twice-daily cleaning of all ° Q1/Q2/Q3: B&G continued the daily COVID-19 cleaning restroom facilities 100% Meyer using the matrix supplied by HR and Safety. Cleaning frequency will increase with Return to Office. 01: Financials were not available at time of initial o reporting. E Capital expenditures as a Mizuno Tracking below 90°/D as Tracking below Q2: Data pending as of time of report, but expected to be ° a) co percentage of capital ° ** 90%as of Tracking below 90% below 90%due to change in scope for Solids Handling (for reporting)/Lopez of September o o budgeted cash flow >_85/O November as of April Project. Projects continue to experience slower than wU 0- including carry forward (for performance) anticipated spending due to delivery delays and material shortages. 03: Expected to be below 90%. 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<_l. 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. • CompletedO On Track/Revised Approach O On Hold/Delayed/At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) May 3, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 129 of 150 Page 9