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HomeMy WebLinkAbout5.a. Receive Strategic Plan Trackers for the first quarter of FY 2022-23 Page 1 of 26 Item 5.a. CENTRAL SAN Y-109-ITMEN ME November 1, 2022 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIPLEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE FIRST QUARTER OF FY 2022-23 Attached are the Strategic Plan Trackers for the first quarter of Fiscal Year(FY) 2022-23, the first year of Central San's FYs 2022-24 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, 2024. Staff will be available at the meeting to answer questions. November 1, 2022 Regular ADM IN Committee Meeting Agenda Packet- Page 19 of 62 Page 2 of 26 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 20 of 62 Page 3 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 1 -CUSTOMER AND COMMUNITY Provide Exceptional Service Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments,and Exceptions) Ongoing. Permit Counter, Collection System Operations (CSO), Assess customer satisfaction and develop inventive ways to meet those Gemmell/Seitz/ and Communications(re: construction projects)send out regular expectations. Barnett customer surveys. Provide core service of collecting and treating wastewater, along with Respond in a timely manner to requests for service. Seitz value-added programs. Ongoing. Permit Counter, Household Hazardous Waste Continue to administer customer-facing programs. Sc Gemmell / Collection Facility(HHWCF), and Residential Recycled Water Fill Deliver High- Gemmell Station are open to the public. Quality Customer Service Q1: Meetings will be scheduled as needed prior to new projects Hold informational community meetings for all major sewer renovation projects, Barnett/ being advertised for bid. including outreach to officials of the impacted cities/county. Carpenter Minimize impacts to residents and Q1: Meetings continue to be held 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 Troubleshoot and resolve construction issues as rapidly as possible. Barnett/ Q1: Issues are addressed as they arise.Carpenter Q1: Two hundred and seventy-seven (277) people were served Conduct public tours and presentations highlighting infrastructure investments. Barnett/ through virtual and community events. Lavender Q1: Next session tentatively planned to be held in person in Host Central San Academy annually. Gee spring 2023. Perform extensive customer and community outreach. Barnett/Zumbo/ Q1: Pipeline customer newsletter in production Develop engaging videos, publications, and brochures. Vall6e Promote Initiatives to Advance Q1: Continue to monitor and grow YouTube, Facebook, Twitter, Affordable and Expand social media outreach. Barnett/Vall6e Instagram, and Linkedln followers and impressions. Equitable Access to Services Conduct a Cost-of-Service Study. Gemmell Q1: Underway. Q1: Underway. Perform annual reviews of rate structure and fees. Gemmell Maintain responsible rates and offer services at affordable levels. Q1: Financing plan to be presented in context of rate proposal for FY 2023-24 onward. Administer financing programs. Gemmell/Leiber Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 1 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 21 of 62 Page 4 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 1 -CUSTOMER AND COMMUNITY Provide Exceptional Service Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments,and Exceptions) Q1: Ongoing outreach during events, meetings, and outreach on Connect and engage elected officials, staff, and stakeholders on initiatives. Barnett programs, services, and legislative perspectives. Form and sustain relationships with federal, state, and local elected officials and stakeholders. Ongoing. Support Board Member engagement with elected officials. Barnett/Young Ongoing. Staff participates in multiple industry organizations and Build forums to share information, attend trainings, and represent Neighborhood and Participate in industry organizations and forums. All Managers Central San. Industry Q1: General Manager will be the in-coming President for Relationships WateReuse and will be President of CA WateReuse in two years. Support member organizations and sister agencies. Q1: Several Mutual Aid requests received from CaIWARN but Provide assistance and mutual aid to other agencies. Deutsch none that Central San could meet. Ongoing. Staff presents at various conferences and applies for Share industry-leading work. and receives awards for exceptional achievements. All Managers Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 2 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 22 of 62 Page 5 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability,and identify and reduce contributions to climate change and mitigate its impacts Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Continue to attain National Association of Clean Water Agencies(NACWA) Weer Platinum Peak Performance Awards. Continue to keep sanitary sewer overflows at a reduced level. Seitz Comply with all applicable regulations. Q1:Scope for the 1A project has been finalized with the consultant team. Key decisions include including modified Scope improvements to the Solids Handling Facilities. Lopez/Gemmell Hodges seismic improvements to the building in the 1A scope and / bidding the furnace improvements separate from the 1A bid. Upgrade aeration tank diffusers to continue proper biological treatment and Q1: 50%design documents submitted. prepare to meet future discharge limitations. Lopez/Mizutani Achieve Compliance in All Regulations Participate in Bay Area Clean Water Agencies, California Association of Schectel/ Sanitation Agencies, NACWA, and other like organizations. Barnett Foster relationships with regulatory agencies. Communicate with and participate in meetings and workshops with local, state, Schectel/ and federal regulatory bodies. Barnett Q1: Provided tracking, review, and presentations for Board to Track, review, and comment on proposed legislation and regulations. Barnett take positions on key priority legislation. 01: Wipes, FOG, PFAS, microplastics are all key advocacy Participate in legislative and Support key advocacy initiatives through customer communications and Barnett initiatives take up during the Q1 timeframe. regulatory processes. outreach. Incorporate potential impacts of regulatory changes into long-range Schectel/ infrastructure and financing plans. Gemmell/Lopez Present student education programs that meet the Next Generation Science Barnett/ Q1: Five thousand, seven hundred and sixty nine(5,769) standards. Lavender students were served through education programs. Educate on Pollution Q1: Promoted P2 Week and tips via social media, PSAs aired on Prevention and Provide industry-leading public and CCTV, and Rossmoor TV. Environmental student education programming. Conduct creative public education outreach that encourages positive customer Barnett/ Protection Lavender/ behavioral changes. Zumbo/Vall6e Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 3 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 23 of 62 Page 6 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability,and identify and reduce contributions to climate change and mitigate its impacts Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Continue exploring partnerships with Contra Costa Water District(CCWD), Santa Clara Valley Water District(Valley Water)and San Francisco Public LaBella Utilities Commission (SFPUC)to advance the Refinery Recycled Water Exchange Project. 01: Proposed Central San-EBMUD Recycled Water Collaborate with East Bay Municipal Utility District(EBMUD)on a potable reuse Memorandum of Understanding brought to REEP Committee for study. LaBella review in July 2022. Explore and advance Continue to work with CCWD and the City of Concord in plans to supply Gemmell/ cooperative opportunities. recycled water to the Concord Community Reuse Project. LaBella Q1: DSRSD had adequate wastewater supply, so the diversion Continue to divert raw wastewater to produce recycled water to meet Dublin project was not operated this dry season. San Ramon Services District—East Bay Municipal Utility District Recycled Gemmell/ Water Authority(DERWA)'s peak summer irrigation demand, per the LaBella Agreement. Q1: Discussions with Diablo Country Club continue. Be a Partner in Facilitate recycled water solutions(e.g., satellite water recycling facilities), LaBella Regional Development consistent with the Guiding Principles. of Local Water Supply Continue to operate and maintain a reliable recycled water distribution system Gemmell/Foss for Zone 1 customers. Continue the Residential Recycled Water Fill Station and Commercial Recycled Gemmell/Foss Water Truck Fill Programs. Q1: Project is scheduled to be complete by April 2023(original Continue to provide recycled water to Complete Phase 1A of the Filter Plant and Clearwell Renovations Project. Lopez/Mizutani completion date was Dec 2022). residents and businesses; evaluate and process new customer requests. Q1: Membrane pilot operation completed in June 2022 and pilot decommissioned in July 2022. Carollo pilot report and alternatives evaluation report anticipated in Q2. Staff's business case evaluation of filtration options anticipated in Q3. Complete the Tertiary Membrane Filter Pilot. Gemmell/Frost Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 4 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 62 Page 7 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability,and identify and reduce contributions to climate change and mitigate its impacts Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments,and Exceptions) Develop a policy on net zero carbon footprint. LaBella 01: Priority has shifted to Fleet Electrification due to regulatory requirements. Implement the 1.75-me awatt solar energy project on the La iss property. LaBella 01: Project on track to complete construction this fiscal year. P 9 9Y p J 9• p p Y• Q1: Fleet Electrification RFP issued in September 2022. Evaluate electric vehicle charging stations on site. LaBella/Cheng Reduce reliance on non-renewable Q1: Solids Handling Project scope has been coordinated with energy and responsibly manage Maximize landfill as usage in daily operations and b capital improvements. Weer/Lopez/ Plant staff to facilitate maximum use of landfill as LFG in greenhouse as GHG emissions. g g Y p y p p Hodges g 9 9 ( ) furnace operations. Complete the long-term Biosolids Handling and Disposal Evaluation feasibility Q1: Two Workshops were conducted. study and investigate how anaerobic digestion may potentially reduce Gemmell anthropogenic carbon from treatment plant energy supply by producing biogas. Continue to track and report GHG emissions. Cheng/Schectel Identify and Advance Q1: Compiled monthly energy report dashboard. On-going Sustainability Track and review energy usage; evaluate ways to optimize efficiency in RAPIDS program coordination with consultant for energy-saving Initiatives, Including accordance with Board policies. Shima/Meyer opportunities evaluations. Reducing Energy Usage and Emissions Q1: On-going in-house LED replacement. Explore opportunities for cost-effective Replace incandescent lighting and air conditioning equipment with energy- energy conservation and efficiency. efficient devices. Meyer Q1: On-going, bid documents to procure UV equipment were Assess and replace the existing disinfection system with the latest ultraviolet issued on September 2022. high-efficiency lamps. Gemmell/Goel Q1: Monthly Green Team Steering Committee meetings initiated. Restart the Green Team to solicit organization-wide ideas. LaBella Evaluating green business recertification strategy for Central San. LaBella/ Q1: Several Green Team articles have been published in the LC Expand internal sustainability practices. Promote environmentally conscious behavior in day-to-day operations. All Managers this quarter. Q1: This is one of the goals of the Institute for Sustainable Advance circular economies with suppliers and contractors towards a smaller Infrastructure's Envision Framework,which Central San will be ecological footprint. Gemmell/King piloting. Kickoff Meetings with key staff will be held in Q2. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 5 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 25 of 62 Page 8 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 3—WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower,and retain a workforce from diverse backgrounds Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status,Comments, and Exceptions) Post job opportunities in a variety of places. O'Malley Ongoing. Summer student and internship positions are offered in Offer internships in cross-disciplinary positions. O'Malley/ multiple workgroups, including Engineering, Plant Maintenance, All Managers the Lab, Inofrmation Technology, and Communications. Recruit from a Diverse Broadly solicit applications to hire a Pool of Qualified diverse staff who embody Central Q1: Next program planned for Spring 2023. Applicants San's values. Host the Externship Program for college students and recent graduates. Gee/O'Malley Collaborate with schools and/or apprenticeship programs as requested to form a O'Malley/ Ongoing. Staff regularly collaborates with schools(e.g., Los talent pipeline. All Managers Medanos College)and BAYWORK. Ongoing. Central San is a signatory agency with BAYWORK and Continue participation in intra-agency workforce development efforts. O'Malley a supporting agency of Bay Area Consortium for Water& Wastewater Education (BACWWE). Foster a sense of community through internal events, team-building exercises,the Ongoing. Clarifier Speaker Series is held monthly and the Lateral employee newsletter, and increased interdepartmental cooperation. All Managers Connection employee newsletter is released monthly. Q1: Held Employee Appreciation Picnic on September 21. Ongoing. Staff is appraised on a yearly basis. Establish and communicate clear expectations and standards through All Managers Promote employee engagement and performance planning and appraisals. inspire dedication. Convey important initiatives to employees to increase their understanding of Ongoing. Clarifier Speaker Series is held monthly and the Lateral Central San's operations and their role in its success. All Managers Connection employee newsletter is released monthly. Q1: Roger is continuing to meet with division workgroups and Engage Employees and Host General Manager lunches with the division workgroups. Bailey/Crayton meetings are almost complete. Conduct Labor Relations in a Ongoing. Transparent, Effective, Recognize staff accomplishments via newsletters,the intranet, Board All Managers and Collaborative announcements, and other avenues. Environment Celebrate employees' Expand the employee recognition program. O'Malley achievements. Continue to hold the Innovations Fair,which recognizes and thanks employees for Q1: Innovations Fair was held on September 21. innovative projects. Gee Engage the bargaining units in informal discussions to implement collaborative Ongoing. Sustain and grow collaborative solutions to workplace issues. O'Malley relationships with the bargaining Ongoing. units. Track and implement action items from quarterly Labor Management Committee O'Malley meetings. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 6 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 26 of 62 Page 9 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 3—WORKFORCE DIVERSITY AND DEVELOPMENT Recruit,educate, empower,and retain a workforce from diverse backgrounds Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status,Comments,and Exceptions) Q1: Roger continues to meet with bargaining representatives.As Continue General Manager and Board Member meetings with the bargaining Bailey/Crayton/ bargaining matters come up and negotiations gets closer, Board representatives. Young members will be brought into these meetings. For now, Roger briefs Board Members during meetings with them one on one. Continue the Leadership and Supervisory Academies, Mentorship Program, and Q1: Supervisory Academy and Mentorship Program in progress. Career Development Program. Gee/O'Malley Two employees are enrolled in the Career Development Program. Ongoing. Encourage staff to obtain professional or technical certifications and registrations. All Managers Develop employees to meet their full Q1: Rollout of enhanced performance appraisal forms is in potential and fill future leadership Perform appraisals with a coaching and career development approach. All Managers progress, pending Oracle module launch. roles. Retain Skilled Workers Continue to host and participate in multiagency workforce development programs Ongoing. by Investing in for staff from Central San and sister agencies. O'Malley Resources and Opportunities for All Ongoing. Employees to Grow and Continue to expand internal training opportunities. O'Malley Thrive Ongoing. Offer comprehensive benefits such as online therapy services and the Employee O'Malley Assistance Program. Support the mental and physical Ongoing. Wellness Program events continue year-round. wellbeing of all employees. Encourage participation in the Wellness Program. O'Malley/ Q1:Team Battle steps challenge was held. Weight Management Howard Program kicked off. Ongoing. Financial webinars are held monthly. Health seminars Hold financial and health seminars. O'Malley are held periodically. Q1: DEI initiative was launched District wide in July. DEI Task Conduct an assessment to identify strengths and weaknesses. O'Malley/Bailey Force has been selected and has begun meeting. /Gee Develop programs/initiatives with metrics based on the outcomes of the Q1: Pending results of the assessment. assessment. All Managers Foster a Culture of Build a diverse workplace that Diversity, Equity, and celebrates differences and is Ongoing. Leadership Team has held several DEI learning Inclusion (DEI) inclusive of individual perspectives, Encourage and respectfully acknowledge the voicing of different views and All Managers workshops and are committed to employing DEI principles in ideas, and values. perspectives. everyday activities. Ongoing. Promote inclusivity and a sense of belonging through leadership. All Managers Q1: Standing item has been added to Managers' Forum agendas to check in on how well inclusion was practiced during the meeting. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 7 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 62 Page 10 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 4—GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity,transparency, and wise financial management in an effective governing model Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Support Central San's values and conduct all business in an ethical manner. All Managers Ongoing. Update website with the latest Board agendas, public notices,financial documents, Barnett/Young Ongoing Govern and operate with honor and and other content. transparency. Respond promptly to Public Records Act requests. Young Renew California Special District Leadership Foundation Transparency Certificate Young Promote and Uphold of Excellence. Ethical Behavior, Issue the Annual Financial Report no later than six months after the end of the Q1: FY 21-22 ACFR being finalized and audit underway. On Openness, and fiscal year. Mizuno track to issue ACFR by November/December 2022. Accessibility Q1:Applied for the Distinguished Budget Award for FY 22-23 Earn the Government Finance Officers Association Certificate of Achievement budget. Finalizing FY 21-22 ACFR and plan to submit for COA in Produce accurate,timely, and (COA)for Excellence in Financial Reporting and the Distinguished Budget Mizuno meaningful financial reports. Presentation Award. Q2:Also expect to receive COA for FY 20-21 ACFR in Q2. Continue to evolve the enterprise resource planning (ERP)software and Leiber/Mallory/ Q1: Initial ERP contract has been closed out. Contract associated systems to meet reporting needs. All Managers management module work underway. Permitting &Community Development on track for implementation in 2023. Promote voter registration efforts. Barnett Q1: Promote voter registration via social media. Support the elections process. Enable voting through a secure, public ballot drop box on campus. Young Q1:Vote box is securely and permanently mounted. Conduct first by-district election. Young No election needed. Encourage and Adhere to the Brown Act to provide public access to meetings. Young Facilitate Public Participation Livestream Board meetings online. Young Encourage civic engagement. Q1:Website is in process of being re-branded from 75th theme to Maintain the virtual Customer Experience website. Barnett general Central San theme. Host public events. Barnett Q1: Planning efforts for in-person events now that most events are returning to normal. Mitigate rate increases by leveraging financing opportunities. Leiber/Gemmell Q1: Expecting reimbursement for initial draw of$14.68M in Q2. /Mizuno Conduct long-range lannin Develop scenarios to utilize debt prudently in financing the 10-Year Capital Leiber/Mizuno Q1: Financial Plan to be presented in upcoming workshop. planning. Improvement Plan (CIP). Maintain Financial Actively pursue state and federal funding via loans and grants. Leiber/Gemmell Q1: Continuing to monitor SRF program funding availabilities Stability and /Mizuno Sustainability Fund Rate Stabilization Account and Pension and Other Post-Employment Leiber Mizuno Q1: Proposal for disposition of variances inclusive of potential / Ensure resiliency against recession Benefits Trust with available funds from favorable year-end variances. contributions to trusts pending. or other economic events. Strive towards full funding of employee-related obligations in accordance with Q1: Pension fully funded at 12/31/2021. Proposal for disposition Board policies. Leiber/Mizuno of variances inclusive of potential contributions to OPEB trust pending. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 8 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 28 of 62 Page 11 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 4—GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity,transparency, and wise financial management in an effective governing model Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM Person(s) FY-End (Status,Comments, and Exceptions) Develop budgets in alignment with the Strategic Plan, Enterprise Risk Leiber/Mizuno Q1:Three plans are coordinated and integrated. Management, and 10-Year Financial Plan. Disseminate relevant and reliable interim financial information to management for Q1: Disseminated three monthly overviews and one quarterly monitoring and controlling of their respective cost centers. Mizuno financial review, as well as monthly detail-level budget reports internally. Pursue efficiencies and new technology for cost control. All Managers Ongoing. Manage costs. Promote open competition and equal opportunity for qualified suppliers and service providers by soliciting and awarding high-level service and commodity-based King contracts. Utilize annual requirements contracts to improve efficiency and savings through King negotiated pricing. Complete annual Benchmarking Study to identify potential gaps. Gee Q1: FY 2020-21 Benchmarking Study is drafted and pending receipt of California agency survey data. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 9 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 29 of 62 Page 12 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL FIVE—SAFETY AND SECURITY Provide a safe,secure, and healthful workplace that foresees and addresses threats Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Monitor accident/incident causes to identify and mitigate hazards. Ledbetter Maintain low injury and illness rates in a safe workplace. Provide regular analyses to the District Safety Committee, Safety Teams, and Management Team on accident/incident causation and corrective measures. Ledbetter Reduce and Eliminate Risks of Injury or Illness Increase visibility of Safety staff in the field. Ledbetter Enhance the safety culture through Conduct training based upon accident/incident causal factors, new processes, improved training and equipment, or procedures. Ledbetter communications. Notify supervisors and managers promptly of upcoming safety-related regulations. Ledbetter Maintain and report on the Enterprise Risk Management Program and risk Q1: Reported to Finance Committee, scheduled for Board on Deutsch 11/3/22. inventory. Q1: Shifting to calendar year audit program with next update Evaluate and apply risk Develop annual internal audit plans based on risk assessments. Johnson effective for 2023, and to be discussed with Board in January management practices. 2023. Test and improve internal controls to mitigate risks of loss. All Managers Ongoing. Address findings from regular internal and external audits. All Managers Ongoing. Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch Q1: Scheduled for Q3. Protect Personnel and Maintain the Emergency Operations Plan. Deutsch Q1: Major update in September 2022. Assets from Threats Enhance capability to mitigate, and Emergencies prepare for, respond to, and Expand participation in California Water/Wastewater Agency Response Network Ongoing. recover from emergencies. (CaIWARN)to represent the needs of wastewater agencies in emergency planning Deutsch and responses. Cross-train staff in mission-critical functions. All Managers Ongoing. Budget and complete the projects identified in the Security Action Plan. Deutsch Q1: Hired consultant to enhance security program and develop project scopes. Q1: Focus has been on increased transient population and theft Evaluate and implement Provide regular security awareness training to staff. Deutsch controls. improvements to meet new or evolving threats. Q1: New Guard Station delivered; outfitting to begin in Q2. Renovate security guard posts and update monitoring equipment. Deutsch Q1: Hired consultant to enhance security program and develop Expand access control systems and harden certain facilities. Deutsch project scopes. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 10 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 30 of 62 Page 13 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL FIVE—SAFETY AND SECURITY Provide a safe,secure, and healthful workplace that foresees and addresses threats Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Address cybersecurity concerns as part of the Information Technology(IT) Q1: In process. Strategic Plan. Mallory Stay updated on the latest trends Q1: On track; vendor performing in October 2022. and emerging threats in Conduct third-party cybersecurity assessments focusing on technology, people, Mallory cybersecurity. and physical assets. Understand and Share news and tips with staff. Mallory Q1: Done on a monthly basis.. Reduce Impacts of Cybersecurity Attacks Keep safeguards in place to block and filter attacks. Mallory Q1: No notable attacks during Q1, and no impacts. Prevent, detect, and remediate Measure and reduce employee susceptibility to phishing. Mallory Q1:At 60%training level presently; continued focus area. effects of attacks. Q1:Already have redundant paths for internet connections. Upgrade network and equipment to create redundant paths. Mallory Continuing to evaluate other needs for redundancy for internal systems as part of IT Strategic Plan. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 11 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 31 of 62 Page 14 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 6—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient,and long lasting Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Formalize a condition assessment process for each asset class and complete Meyer/Goel/ Q1: Draft Asset Management Plan will be presented in Q3 and condition assessments on all critical equipment. Lopez includes process details for condition assessment. Conduct Failure Mode&Effects and other reliability-based analyses as part of key Meyer/Lopez Q1: Plan to include into CAPEX scope/work flow. Capital Improvement projects. Incorporate Asset Management Q1: Ongoing, FRACAS process in place. practices into the Capital Report, analyze, and identify corrective actions to eliminate or mitigate the Meyer Improvement and Maintenance recurrence of the failure of key and critical assets. Programs. Complete Planner Updates to work orders and use other feedback mechanisms for Q1: 20 planner updates completed. continuous improvement. Meyer/Lee Manage Assets Optimize rehabilitation, replacement, and cleaning of pipelines. Seitz Optimally Q1: Ongoing. Perform strategic reliability-based analysis on treatment plant process systems. Meyer Q1: On-going vibration monitoring, machine lubrication,fluid Deploy condition-based and predictive-based technologies across asset classes. Meyer/Lee analysis, Infrared imaging, Ultrasound testing for critical assets. Develop reliability-centered asset Develop Asset Health Indicator Requirements and an Asset Tool Framework. Meyer/Goel / Q1:This is part of the IT/OT master plan. Mallory management strategies. Q1: On-going incorporation of service contracts to CMMS. Add service contracts to computerized maintenance management software Meyer/Lee (CMMS)to track work orders. Q1: On-going CMMS set up for Pump Stations Operations Transfer Pumping Stations Operations preventative maintenance work orders to Meyer/Lee preventive maintenance work order and in the process to pilot CMMS by the end of 2022. San Ramon Pump Station. Q1:This is part of routine CAPEX review and CAPEX Ensure all critical assets and processes in need of repair or replacement are Meyer/Lopez/ coordination meetings. appropriately scheduled in the 10-Year CIP. Weer Perform capital improvements in Execute Long-Term accordance with the Gemmell/Bohan Q1: InfoAsset license is up-to-date.Asset management group Capital Renewal and Comprehensive Wastewater Develop a prioritization model for vertical assets and update the risk model. /Meyer is working on completing the Asset Management Plan. Replacement Program Master Plan (CWMP)and Asset Management Program findings. Q1: In progress. Executed contract with Oracle implementor Maintain and evolve tools for effective financial and project management of the Lopez/Mizuno and initiated planning phase for EPM capital project budgeting capital program. solution. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 12 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 32 of 62 Page 15 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 6—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient,and long lasting Responsible Q4/ Activities/Performance in Achieving KSM Strategy Initiative Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Identify vulnerable assets and develop mitigation measures. Lopez/Gemmell Q1: Projects identified for 2022-23 CIB for implementation. Q1: Brown and Caldwell completed Treatment Plant Flood Update the CWMP Technical Memo(TP8)on Resiliency and Vulnerability. Gemmell/Lopez Vulnerability Study in July 2022, updating flood and SLR evaluation in TM TP-8. Collection System Infrastructure Plan Harden infrastructure against starting this FY includes resiliency and vulnerability evaluation. resiliency risks associated with Improve the wet weather basins, berms, and levees to reduce risk of flood damage Q1: Levee Improvements project design with Flood Control climate change, earthquakes, and in extreme wet weather. Lopez/Gemmell District is in progress, expected to bid this FY.Wet weather energy availability. basin evaluation and berm raising planning are in progress. Seismically retrofit the Laboratory and Maintenance Reliability Center buildings. Lopez/Hodges/ Q1: Laboratory seismic retrofit is in progress,will be completed Schectel/Meyer in Q2. Complete renovation of steam and aeration blower operations to increase capacity Lopez/Mizutani/ Q1: Planning tasks are complete for procurement of electrical during energy outages. Hodges blowers. Capital is leading effort for construction. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 13 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 33 of 62 Page 16 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 7—INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy Initiative Key Success Measures Responsible 1St 2°d 3'd Q4/ Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status,Comments,and Exceptions) Q1: Consultants have been contracted and the initial Process Review plant process control loops and evaluate and rank based on potential cost Optimization Workshop is targeted for January 2023(Q3)to McDonald assess control loops. This work will also be directed and savings. supported b the new Optimization Manager that is current) Develop performance metrics pp Y p � 9 Y related to key operational systems. being recruited,with anticipated on-boarding in Q3. Assess existing monitoring, metrics, and controls for those processes with greatest Q1: In scope for completion during initial Blue Ribbon optimization potential and develop recommendations for improvements. McDonald Optimization Committee in Q3. Leverage Data Design and implement new real-time control systems for improved monitoring, McDonald Analytics to Become a control, and optimization. More Efficient Utility Assess and pilot test digital monitoring and cloud analytics to leverage machine On-track for Q3. Deploy improved monitoring and learning where effective and applicable. McDonald performance tracking and On-track for Q4. analytics. Integrate data collection and analysis for reporting performance of key business McDonald areas. Develop new reporting dashboards to track strategic,tactical, and operational Q1: Consultant contract with Aquasight is in progress to complete performance metrics. McDonald this task for development of real-time monitoring of plant processes. Q1:The Q1 deliverable recently completed is the establishment of a"Blue Ribbon Process Performance Committee"composed of consultant and Central San treatment process optimization Develop best practices guidance for process control. McDonald experts.The scope and contracts are now in place for 3 of the 4 consultant process experts. This is a phased plant optimization program, with this element of work assigned to the newly formed Blue Ribbon Process Optimization Committee for completion in Q3. Evaluate the treatment process On-track for Q4. and carry out recommendations for Conduct a review and ranking of current versus target treatment efficiencies. McDonald optimization. Implement Identify conceptual improvements and their potential efficiencies. McDonald On-track for Q4. Organization-Wide On-track for Q4. Optimization Develop an implementation plan and schedule of recommended opportunities. McDonald On-track for Q4. Communicate progress and results on process measures. McDonald / Continue the Optimizations,Applied Research, and Smart Initiative programs. Gee/Gemmell Q1: Managers continue to review optimizations progress on aLaBella quarterly basis. Support innovation in capital and Q1: FY 2021-22 Optimizations Program Annual Report targeted operational improvements. p Provide Optimizations Program Annual Reports to Board. Gee to be resented to the Board in late 2022. Develop and begin implementing the IT Strategic Plan. Mallory Q1: Consultants are at work, and project is on track. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 14 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 34 of 62 Page 17 of 26 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CEN74AL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 7—INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy Initiative Key Success Measures Responsible 1St 2°d 3'd Q4/ Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status,Comments,and Exceptions) Q1: Phase 1 of Chathu's Mentorship Project is complete. Phase Automate the Treatment Plant Asset Handover Process and track completion of Mallory/Gemmell 2 included in IT/OT master plan. key points along the workflow. /Meyer Gaines/Leiber/ Q1: Still under consideration and discussions with Operations. Evaluate and use geocoding/barcodes to tag and track plant assets. Deutsch Implement a barcode Warehouse inventory program to fully automate all issues, Gaines/Leiber Q1: RF Smart Barcode has been implemented and used in the following areas: Cycle Count, and Receiving. Material Issuances receipts, and inventory cycle counts. will be a major project with assistance from I.T. Evaluate, select, and implement new Sewer Service Charge development and Gemmell/Leiber Q1: Have not started project; have created hardware redundancy billing software. /Mallory for existing HTE system until a change is made for a new system. Implement Permitting and Community Development software. Gemmell/Leiber Q1: Project will restarted with Oracle on 10/17/2022,with a p g y p /Mallory targeted date of Summer 2023 go-live. Continue to configure new ERP Utilize digital database storage and retrieval to reduce paper processes. Young system to meet evolving needs. Create procedures to reflect new business workflows. All Managers Ongoing as needed. Improve Maintenance, Repair, and Operations metrics monitoring. Meyer Q1: Scoping of this effort is underway, as it follows the Identify potential collection and treatment system catastrophic events along with McDonald completion of the above tasks of the performance reliability of key operational decisions and responses. key treatment processes. Develop Decision Analytics to provide the required support documentation for Q1: Scoping of this effort is underway. Make sound decisions when faced rapid response. McDonald with unforeseen events. Q1: Scoping of this effort is underway. Develop the analytic infrastructure to gather and use information to make data- McDonald driven assessments. Be Adaptable, Resilient, and Responsive Ongoing as needed. Survey best practices of leading sister agencies. All Managers Design and perform Failure and Response Evaluations of major operational McDonald Q1: Scoping of this effort is underway. Develop and employ improved upsets. operational decision support systems and approaches where Q1: Staff is working with Aquasight to develop a digital real time practicable. Implement the Jarvis Operations Response software pilot to facilitate decision McDonald (DRT)monitoring program to support data analytics and making based on real-time data. performance trending. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 6130124) written in the Strategic Plan but preserving the intent) Page 15 November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 35 of 62 Page 18 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 1 -CUSTOMER AND COMMUNITY Provide Exceptional Service Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) Average onsite response time for collection system emergency calls, <30 minutes Seitz 15 minutes during working hours Average onsite response time for collection system emergency calls, 540 minutes Seitz 34 minutes after hours Average customer service rating for >_3.8 out of 4.0 Seitz 4.00 emergency calls Average customer satisfaction rating on >95% Q1: No surveys sent. Surveys will be mailed to customers for WC 15 and N. construction projects Carpenter/Lopez No surveys sent Orinda 8 projects in Q2. 90% Q1: 10 surveys submitted. 8 Excellent, 1 Fair and 1 Needs Improvement, which provided a comment to have more options to schedule an inspection than Average customer satisfaction rating on >95% Gemmell calling standard phone number. permit counter interactions FY 2021-22: 90.1% Sewer Service Charge affordability <2% Q1: New SSC rate schedule is in process for Financial Workshop in Q3. (Environmental Protection Agency Lowest (or lower than Gemmell Quintile Residential Indicator) High impact) Participants in public tours and Q1: Two hundred and seventy-seven (277)people were served through virtual presentations >>-500 Barnett 277 and community events. Participants in Central San Academy >_35 Gee Q1: Next session tentatively planned to be held in person in spring 2023. Awards or recognitions received >_10 Young 2 Q1: 2 awards received. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 36 of 62 Page 1 Page 19 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CONTRA KEY METRICS PROGRESS TRACKER SANDARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability,and identify and reduce contributions to climate change and mitigate its impacts Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) National Pollutant Discharge Elimination 0 violations Weer System compliance Recycled Water Title 22 compliance 0 violations Weer See comments 01: Opacity excursion on 8/31/22. This will or will not constitute a violation. Title V compliance 0 violations Weer FY 2021-22: 0 Reportable Compliance Activities Regulatory Title V work orders 100% Meyer 100% completed on time Anthropogenic greenhouse gas (GHG) :525,000 metric tons(MT) Q1: On track to meet calendar year(CY)2022 GHG target. emissions CO2e per calendar year Cheng <_1.3 spills per 100 miles Sanitary sewer overflows of pipeline Seitz 3 1 Spills to public water :51 Seitz FY 2021-22:0 Spills greater than 500 gallons 53 Seitz 1 Sanitary sewer overflows 0 Seitz/Lopez 0 resulting from construction work Annual Environmental Compliance Q1: 100%of Environmental Compliance inspections and permitting completed inspections and permitting 100% Potter 100% on time. completed on time Household Hazardous Waste(HHW) 0 violations Wyatt 0 violations management compliance Q1: Five thousand, seven hundred and sixty nine(5,769)students were served Students served by education programs >_6,000 Barnett 5,769 through education programs Gallons of recycled water >_240 million gallons(MG) Foss 90.7 MG 01: On track. distributed to external customers Electricity produced by co-generation using >_18 million kWh (reported Q1: On track. natural gas as a rolling average) Lee/Shima 22.8 million kWh 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. OCompleted O 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 37 of 62 Page 2 Page 20 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 2—ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability,and identify and reduce contributions to climate change and mitigate its impacts Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) 01: On track. Solar power produced at Collection System >_220,000 kWh (reported Lee/Shima 286,000 kWh Operations and HHW Collection Facility as a rolling average) Solar power produced >_2.5 million kWh Q1: Start of construction delayed by 45 days due to a pipeline easement issue on the Lagiss Property. Still on track to complete project by end of fiscal year. by a new solar array near the treatment (reported as a rolling LaBella plant campus average) Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 38 of 62 Page 3 Page 21 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CONTRA KEY METRICS PROGRESS TRACKER SANDARY DISTRICT GOAL 3—WORKFORCE DIVERSITY AND DEVELOPMENT Recruit,educate,empower, and retain a workforce from diverse backgrounds Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) Average time to fill vacancy <_60 day s O'Malley/ 45 (from request to hire) Manor 2.5% (incl. <_6.5% O'Malley/ retirements) Turnover rate (incl. retirements) Granzella 1.1% (excl. retirements) Average annual training hours O'Malley/ per employee >_15 7.22 (external and internal training) Smith See comments Q1:Aug rec'd 62%; Sep rec'd 38%; Oct rec'd 18%. Completion of 100% O'Malley/ FY 2020-21:July annual performance evaluations Howard evals 78%reed,Aug. evals 68%ec'd,Sep. evals 33%rec'd. Temporary modified duty provided >95%of recordable ° Q1:All eligible employees received Temporary Modified Duty. (Return to Work program) injuries Deutsch 100/o Internal promotions >25% O'Malley/ 66.67% (excludes entry-level positions) Granzella Formal grievances processed 0 O'Malley/Manor 0 Participation in annual Wellness Expo + >>-10%each year O'Malley/ Q1:Wellness Expo takes place in Q2. Employees continue to engage in Wellness p p y Howard activities. 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. OCompleted O On Track/Revised Approach O On Hold/Delayed/At Risk O 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 39 of 62 Page 4 Page 22 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 4—GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity,transparency, and wise financial management in an effective governing model Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) Compliance with Public Records Act 100% Young requests on time Board meeting videos posted online 100% Young Standard and Poor's and Moody's AAA/Aal Leiber/Mizuno AAA/Aal 01: No known change to standing S&P and Moody's ratings. credit ratings Debt service coverage ratio >_2.0 Leiber/Mizuno n/a This year a year-end calculation only.To be updated in 04. Debt as a percentage of total assets :560% Leiber/Mizuno n/a This year a year-end calculation only.To be updated in Q4. Debt financing ° This year a year-end calculation only.To be updated in Q4. of prior 10 years' CIP spending <_60% Leiber/Mizuno n/a Debt financing as a percentage ° This year a year-end calculation only. To be updated in Q4. of projected 10-year CIP <_60/° Leiber/Mizuno n/a Total revenue funded collection system CIP ° n/a This year a year-end calculation only.To be updated in Q4. spending in past 10 years ?100/o Leiber/Mizuno Total revenue funded collection system ° n/a This year a year-end calculation only.To be updated in 04. spending in 10-year CIP(projection) ?100/° Leiber/Mizuno >_41.7% This year a year-end calculation only.To be updated in Q4. O&M reserves of next year's budget Leiber/Mizuno n/a >50% This year a year-end calculation only.To be updated in 04. Sewer Construction reserves of next year's budget Leiber/Mizuno n/a (non-debt financed) Operating expenditures 01: Slightly below target, largely due to July always being lower due to prior year as a percentage of Board-approved 90-100% Leiber/Mizuno 87.4% AP/payroll accrual reversals. Conversely, June is typically higher following current operating budget year AP/payroll accruals. Financial reports disseminated ° ° Q1: On track.Three overviews and one quarterly report to Board/Finance every month (summary)and quarter(full) 100% Leiber/Mizuno 100% Committee. Reported material weaknesses or This year a year-end calculation only.To be updated in when Financial Audit is significant deficiencies 0 Leiber/Mizuno n/a available for FY 2021-22(in Q2 of this fiscal year). in internal controls as part of annual financial audit 01: No overflow claims. Average cost per overflow claim :525,000 Deutsch $0 Purchasing requisitions completed within ° ° 01: 197 purchase requisitions received; 81% met processing time metric. standard processing time ?80/° King 81 /° Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 40 of 62 Page 5 Page 23 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 5—SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) Safety-prioritized work orders 100% Meyer 100% completed on time Employee injury and illness Q1:2 recordables, 136,988 hours worked. lost time incident rate s3.3 Ledbetter 2.9 Workers' compensation 51.0 Deutsch .82 Q1: Ex Mod applies for the fiscal/policy year. experience modifier Q1: Some items are added into the Capital Improvement Budget and can take Days to implement approved months if not years. Performance reported reflects days to act upon (vs. Safety Suggestions <_60 Ledbetter <45 implement). Contractors/consultants in compliance o o Q1: 174 accounts in full compliance,40 accounts in partial compliance, and 9 with insurance requirements ?70/o King 78/o accounts in non-compliance. Information system outages 100% uptime Mallory 100%uptime affecting normal business operations Data backup and recovery 0 lost data Mallory 0 lost data Employees trained in 100% Mallory 60% cybersecurity awareness Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 41 of 62 Page 6 Page 24 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6-INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) Planned treatment plant preventative maintenance >_90% Meyer 97% completed on time Planned recycled water distribution system preventative maintenance >_98% Seitz 100% completed on time Planned collection system preventative maintenance >98% Seitz 99.2% completed on time Pipeline cleaning On>_4%of pipelines 3.21% quality assurance/quality control (QA/QC) cleaned on an annual Seitz basis FY 2021-22:4.43% 95.1% Pipeline cleaning QA/QC passing rate >_98% Seitz FY2021-22: 95.45% 31 miles Pipeline inspected through 10% inspected Closed Circuit Television Program (150 miles)/37.5 Seitz g miles per quarter FY 2021-22:N/A (new metric) Uptime for vehicles 100% Seitz 100% Miles of sewers replaced Mestetsky/ (focused on deteriorated >_6.0 1 mile small diameter pipelines) Lopez Large diameter and force main Waples/Frost/ Q1: Completed Phase 1 inspection of large diameter pipelines in Martinez and condition assessment >-3 miles per year Gemmell Danville Blvd and associated maintenance access covers. Results expected in Q2. Average time to execute Engineering agreements from <2 weeks King 9.81 business days complete package submittal Contract renewals executed on time 100% King 100% for uninterrupted service Approved request-to-stock items entered in databases o Gaines/Leiber 100% Q1: 29 Items requested to stock with 26 items added within the specified 5 within 5 business days 100% working day threshold. Three items outside this range required additional information from the requester. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 42 of 62 Page 7 Page 25 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6—INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Metric Target Responsible Q1 Q2 Q3 Q4/FY-End Comments/Issues Person(s) 28 9% Q1: Rollover in FY 22-23 was large at$69AM excluding project close-out savings,thus falling well short of target in Q1. Finance/Capital/Planning teams Capital expenditures are looking into the spending pace as we gear up for rate adjustment hearings. as a percentage of capital budgeted >_90% Lopez/Mizuno FY 2021-22: cash flow including carry forward Data was not yet available Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 43 of 62 Page 8 Page 26 of 26 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAE C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 7-INNOVATION AND AGILITY Optimize o erations for continuous improvement, and remain flexible and adaptable Metric Target Responsible Person(s) Q1 Q2 Q3 Q4/FY-End Comments/Issues Q1: This initiative is on hold pending completion of the IT Strategic Plan Projects initiated under Central San Smart >_3 LaBella update. Q1:This is a phased optimization program.The Q1 milestone completed is Improved process monitoring or the development of the approach and scope for Aquasight to develop a performance reporting ?3 control loops McDonald digital real time DRT monitoring program to support data anal tics and p P 9 g� ( ) gp 9 Pp Y� performance trending. Reviews or pilot tests 01: Membrane pilot decommissioned. Reports anticipated in Q2/Q3. of new and promising technology ''-3 Frost/All Managers >_3 papers or 01:Abstract submitted to WateReuse: "Sustainable Membrane Research papers and findings presented presentations Frost/All Managers 2 Performance for Refinery Reuse of Challenging Non-Nitrified Wastewater". Poster presentation for Membrane Pilot at Central San's Innovations Fair. Don't Just Fix It; Improve It >25 Meyer 2 Q1: In addition, 20 Planner updates completed. work orders completed FY 2021-22: 6 Completed optimizations >20 Gee/All Managers Q1: Optimizations are tracked quarterly by the managers. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right-most column provide additional information on the status of meeting the target. • Completed O On Track/Revised Approach O On Hold/Delayed/At Risk • 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) November 1, 2022 Regular ADMIN Committee Meeting Agenda Packet- Page 44 of 62 Page 9