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HomeMy WebLinkAbout4.e. Receive Strategic Plan Trackers for the second quarter of FY 2022-23 Page 1 of 31 Item 4.e. CENTRAL SAN Y-109-ITMEN ME February 7, 2023 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIPLEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE SECOND QUARTER OF FY2022-23 Attached are the Strategic Plan Trackers for the second 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. February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 20 of 52 Page 2 of 31 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 21 of 52 Page 3 of 31 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 mme / Collection Facility(HHWCF), and Residential Recycled Water Fill Deliver High- Gemmell Station are open to the public. Quality Customer Service Q1/Q2: Meetings will be scheduled as needed prior to new Hold informational community meetings for all major sewer renovation projects, Barnett/ projects being advertised for bid. including outreach to officials of the impacted cities/county. Carpenter Minimize impacts to residents and Q1/Q2: 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/Q2: 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 Q2: One hundred and five(105)people were served through virtual and community events. Q1: Next session tentatively planned to be held in person in Host Central San Academy annually. Gee spring 2023. 02: Planning next session to begin in Q3. Perform extensive customer and community outreach. Q1: Pipeline customer newsletter in production.Q2: Pipeline Promote Initiatives Barnett/Zumbo/ customer newsletter mailed to approximately 155,000 customer to Advance Develop engaging videos, publications, and brochures. Vall6e addresses. Premiered our latest student education film, Affordable and "Disappearing Act." Equitable Access to Services Q1/Q2: Continue to monitor and grow YouTube, Facebook, Expand social media outreach. Barnett/Vall6e Twitter, Instagram, and Linkedln followers and impressions. Q1: Underway. Conduct a Cost-of-Service Study. Gemmell Q2: Completed and results presented at 1/12 Financial Maintain responsible rates and Workshop. offer services at affordable levels. Q1: Underway. Perform annual reviews of rate structure and fees. Gemmell Q2: Completed and results presented at 1/12 Financial Workshop. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 22 of 52 Page 4 of 31 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: Financing plan to be presented in context of rate proposal for FY 2023-24 onward. Administer financing programs. Gemmell/Leiber Q2: LIHWAP program underway. Notification that it will be expanded to provide funding for low-income customers for CURRENT bills in addition to arrearages. Q1/Q2: Ongoing outreach during events, meetings, and outreach Connect and engage elected officials, staff, and stakeholders on initiatives. Barnett on 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 01: 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 Q1: Several Mutual Aid requests received from CalWARN but sister agencies. none that Central San could meet. Provide assistance and mutual aid to other agencies. Deutsch Q2: One request.We did not have any spares of the requested item in stock. Ongoing. Staff presents at various conferences and applies for Share industry-leading work. All Managers and receives awards for exceptional 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. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 23 of 52 Page 5 of 31 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 to attain National Association of Clean Water Agencies(NACWA) Q2: Completion of calendar year 2022 with no violations. Eligible Weer for Platinum 25. Platinum Peak Performance Awards. Continue to keep sanitary sewer overflows at a reduced level. Seitz Q1: Scope for the 1A project has been finalized with the consultant team. Key decisions include including modified Comply with all applicable regulations. seismic improvements to the building in the 1A scope and Scope improvements to the Solids Handling Facilities. Lopez/Gemmell bidding the furnace improvements separate from the 1A bid. /Hodges Q2: Design progressed through the 95/D submittal to address dewatering,furnace and air pollution control improvements. Project to be bid in Q3. Upgrade aeration tank diffusers to continue proper biological treatment and Q1: 50%design documents submitted. prepare to meet future discharge limitations. Lopez/Mizutani Q2:Aeration Diffuser RFQ/RFP issued. Achieve Compliance in All Regulations Ongoing. Participate in Bay Area Clean Water Agencies, California Association of Schectel/ Sanitation Agencies, NACWA, and other like organizations. Barnett Foster relationships with regulatory agencies. Ongoing. 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. Q2:Worked on new legislative concept for upcoming session with associations, peer agencies, and NGOs. Participate in legislative and Support key advocacy initiatives through customer communications and Q1-Q4:Wipes, FOG, PFAS, microplastics are all key advocacy regulatory processes. outreach. Barnett initiatives taken up during the Q1-Q4 timeframe. Incorporate potential impacts of regulatory changes into long-range Schectel/ infrastructure and financing plans. Gemmell/Lopez Educate on Pollution Q1: Five thousand, seven hundred and sixty nine(5,769) Prevention and Provide industry-leading public and Present student education programs that meet the Next Generation Science Barnett/ students were served through education programs. Environmental student education programming. standards. Lavender Q2: Three thousand, eight hundred and sixty three(3,863) Protection students were served through education programs. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right-most column provide additional information about the status of the KSM. OCompleted O On Track/Revised Approach 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 52 Page 6 of 31 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) Q1: Promoted P2 Week and tips via social media, PSAs aired on CCTV, and Rossmoor TV. Barnett/ Q2: P2 information shared via social media and fall Pipeline Conduct creative public education outreach that encourages positive customer Lavender/ newsletter. Recycling cooking oil television commercial behavioral changes. Zumbo/Vallee campaign aired 546 spots across 47 networks. 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. Q1: Proposed Central San-EBMUD Recycled Water Memorandum of Understanding (MOU)brought to REEP Collaborate with East Bay Municipal Utility District(EBMUD)on a potable reuse Committee for review in July 2022. study. LaBella Q2: Central San-EBMUD Recycled Water Opportunities MOU fully executed in October 2022 and Work Plan completed in December 2022. Explore and advance Q2: Met with Concord/Concord First Group to discuss updated cooperative opportunities. Continue to work with CCWD and the City of Concord in plans to supply Gemmell/ assumptions on December 14t". recycled water to the Concord Community Reuse Project. LaBella 01: DSRSD had adequate wastewater supply, so the diversion Be a Partner in Continue to divert raw wastewater to produce recycled water to meet Dublin project was not operated this dry season. Regional Development San Ramon Services District—East Bay Municipal Utility District Recycled Gemmell/ of Local Water Supply Water Authority(DERWA)'s peak summer irrigation demand, per the LaBella Agreement. 01: Discussions with Diablo Country Club continue. Facilitate recycled water solutions(e.g., satellite water recycling facilities), consistent with the Guiding Principles. LaBella Continue to operate and maintain a reliable recycled water distribution system Gemmell/Foss for Zone 1 customers. Continue to provide recycled water to Continue the Residential Recycled Water Fill Station and Commercial Recycled residents and businesses; evaluate and Gemmell/Foss Water Truck Fill Programs. process new customer requests. Q1: Project is scheduled to be complete by April 2023(original Complete Phase 1A of the Filter Plant and Clearwell Renovations Project. Lopez/Mizutani completion date was Dec 2022). Q2: Project is scheduled to be complete by July 2023. Previously April 2023. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 25 of 52 Page 7 of 31 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) 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 Q2: Received draft Membrane Pilot report. Final Pilot report and Draft alternatives evaluation report anticipated in Q3. Q1: Priority has shifted to Fleet Electrification due to regulatory Develop a policy on net zero carbon footprint. LaBella requirements. Q2: Engaged GHD to develop a scope of work for this effort, which will begin in February 2023. Q1: Project on track to complete construction this fiscal year. Implement the 1.75-me awatt solar energy project on the La issproperty. LaBella Q2: Construction continues to be delayed, pending approval p g gyp g from Kinder Morgan and PG&E to cross over their existing easements to construct the project. Q1: Fleet Electrification RFP issued in September 2022. Evaluate electric vehicle charging stations on site. LaBella/Cheng Q2: Completed consultant selection for Fleet Electrification Reduce reliance on non-renewable Strategic Plan. energy and responsibly manage greenhouse gas(GHG)emissions. Q1: Solids Handling Project scope has been coordinated with Maximize landfill gas usage in daily operations and by capital improvements. Weer/Lopez/ Plant staff to facilitate maximum use of landfill gas(LFG)in Hodges furnace operations. Q2: Use of LFG is included with furnace improvements. Identify and Advance Q1: Two Workshops were conducted. Complete the long-term Biosolids Handling and Disposal Evaluation feasibility Sustainability study and investigate how anaerobic digestion may potentially reduce Gemmell Initiatives, Including anthropogenic carbon from treatment plant energy supply by producing biogas. Reducing Energy Usage and Emissions Q1: Tracked monthly GHG emissions. Continue to track and report GHG emissions. Cheng/Schectel Q2:Tracked monthly and annual GHG emissions. Q1/Q2: Compiled monthly energy report dashboard. On-going Track and review energy usage; evaluate ways to optimize efficiency in RAPIDS program coordination with consultant for energy-saving accordance with Board policies. Shima/Meyer opportunities evaluations. On-going in-house LED replacement. Explore opportunities for cost-effective Replace incandescent lighting and air conditioning equipment with energy- Q1: Retrofitted 133 light fixtures to LED. energy conservation and efficiency. efficient devices. Meyer Q2: Retrofitted 98 light fixtures to LED. Q1: On-going, bid documents to procure UV equipment were Assess and replace the existing disinfection system with the latest ultraviolet Gemmell/ issued on September 2022. high-efficiency lamps. Cauble Q2: SRF application submitted in December; Procurement award scheduled in Q3. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 26 of 52 Page 8 of 31 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) Q1: Monthly Green Team Steering Committee meetings initiated. Evaluating green business recertification strategy for Central San. Restart the Green Team to solicit organization-wide ideas. LaBella Q2: Progress made on moving the Vehicle Maintenance Shop closer to green business recertification.The first Central San Swap Meet, sponsored by the Green Team,was held in December 2022. Expand internal sustainability practices. Q1: Several Green Team articles have been published in the LC LaBella/ this quarter. Promote environmentally conscious behavior in day-to-day operations. All Managers Q2: New composting bins were purchased and placed around the District.Articles to support proper disposal of solid waste have been published in the LC and will continue. Q1: This is one of the goals of the Institute for Sustainable Advance circular economies with suppliers and contractors towards a smaller King/Mizuno/ Infrastructure's Envision Framework,which Central San will be ecological footprint. Lopez/Waples 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 6 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 27 of 52 Page 9 of 31 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL 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, Information Technology, and Communications. Recruit from a Diverse Broadly solicit applications to hire a Pool of Qualified diverse staff who embody Central Q1/Q2: 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). Ongoing. Clarifier Speaker Series is held monthly and the Lateral Foster a sense of community through internal events, team-building exercises,the Connection employee newsletter is released monthly. employee newsletter, and increased interdepartmental cooperation. All Managers Q1: Held Employee Appreciation Picnic on September 21. Q2: Holiday events held including annual meal at Back Forty restaurant. Ongoing. Staff is appraised on a yearly basis. Promote employee engagement and Establish and communicate clear expectations and standards through All Managers inspire dedication. performance planning and appraisals. 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. Engage Employees and Q2: Meetings have been completed. Conduct Labor Host General Manager lunches with the division workgroups. Bailey/Crayton Relations in a Transparent, Effective, Ongoing. and Collaborative Recognize staff accomplishments via newsletters,the intranet, Board All Managers Environment announcements, and other avenues. 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 units. Track and implement action items from quarterly Labor Management Committee Ongoing. meetings. O'Malley 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 28 of 52 Page 10 of 31 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL 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/Q2: Roger continues to meet with bargaining representatives. As bargaining matters come up and negotiations gets closer, Continue General Manager and Board Member meetings with the bargaining Bailey/Crayton/ Board members will be brought into these meetings. For now, representatives. Young Roger briefs Board Members during meetings with them one on one. Q1: Supervisory Academy and Mentorship Program in progress. Continue the Leadership and Supervisory Academies, Mentorship Program, and Two employees are enrolled in the Career Development Career Development Program. Gee/O'Malley Program. Q2: Supervisory Academy concluded. Launching Management Leadership Academy in March 2023. Ongoing. Encourage staff to obtain professional or technical certifications and registrations. All Managers Develop employees to meet their full potential and fill future leadership Q1/Q2: Rollout of enhanced performance appraisal forms is in roles. Perform appraisals with a coaching and career development approach. All Managers progress, pending Oracle module launch. Retain Skilled Workers by Investing in Continue to host and participate in multiagency workforce development programs Ongoing. Resources and for staff from Central San and sister agencies. O'Malley Opportunities for All Employees to Grow and Ongoing. Thrive Continue to expand internal training opportunities. O'Malley 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 Q2: DEI Task Force continues to meet and is beginning to look into assessment. Foster a Culture of Build a diverse workplace that Diversity, Equity, and celebrates differences and is Develop programs/initiatives with metrics based on the outcomes of the Q1/Q2: Pending results of the assessment. Inclusion (DEI) inclusive of individual perspectives, assessment. All Managers ideas, and values. Ongoing. Leadership Team has held several DEI learning Encourage and respectfully acknowledge the voicing of different views and All Managers workshops and are committed to employing DEI principles in perspectives. everyday activities. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 29 of 52 Page 11 of 31 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) Ongoing. Q1: Standing item has been added to Managers' Forum agendas Promote inclusivity and a sense of belonging through leadership. All Managers to check in on how well inclusion was practiced during the meeting. Q2: 3 Managers are participating on DEI task force to propagate DEI learning through the organization. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 30 of 52 Page 12 of 31 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL 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, 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 of Excellence. 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 fiscal year. Mizuno track to issue ACFR by November/December 2022. Promote and Uphold Q2: FY 21-22 ACFR audit opinion issued in December 2022. Ethical Behavior, Openness, and Q1:Applied for the Distinguished Budget Award for FY 22-23 Accessibility Earn the Government Finance Officers Association Certificate of Achievement budget. Finalizing FY 21-22 ACFR and plan to submit for COA in (COA)for Excellence in Financial Reporting and the Distinguished Budget Mizuno Q2: Received COA for FY 20-21 ACFR. Submit application for Produce accurate, timely, and Presentation Award. FY 21-22 ACFR COA award. meaningful financial reports. Q1: Initial ERP contract has been closed out. Contract management module work underway. Permitting &Community Continue to evolve the enterprise resource planning (ERP)software and Leiber/Mallory/ Development on track for implementation in 2023. associated systems to meet reporting needs. All Managers Q2: Continued progress on new module for CIP development. Information Technology team members continue to develop Oracle report creation skills through training and taking on new assignments. Promote voter registration efforts. Barnett Q1-Q2: Promoted voter registration and get out the vote messages 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 Q1:Website is in process of being re-branded from 751h theme to Encourage civic engagement. Maintain the virtual Customer Experience website. Barnett general Central San theme. Q2:Website has been rebranded and updated. Q1-Q2: Planning efforts for in-person events now that most Host public events. Barnett events are returning to normal. Planned and co-hosted Recycled Water Townhall in Lafayette. Q1: Expecting reimbursement for initial draw of$14.68M in Q2. Maintain Financial Q2: Initial low-interest SRF reimbursement received. Held Stabilityand Conduct long-range lannin Mitigate rate increases b leveraging financing opportunities. Leiber/Gemmell discussions with Regional San on forming a JPA allowing Central planning. g y g g g pp /Mizuno San to issue revenue bonds(lower interest than COPs)not Sustainability needing the additional cost and time constraints associated with an election to approve said bonds. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 31 of 52 Page 13 of 31 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) Q1: Financial Plan to be presented in upcoming workshop. Develop scenarios to utilize debt prudently in financing the 10-Year Capital Leiber/Mizuno Q2: Draft Financial Plan compiled to be presented to Board on Improvement Plan (CIP). 1/12/23.Anticipates use of low-interest financing in accordance with Debt Management Policy. Q1: Continuing to monitor SRF program funding availabilities Actively pursue state and federal funding via loans and grants. Leiber/Gemmell Q2: Development of a Grants Administrative procedure outlining /Mizuno formalized protocols for grant management. Expected to be rolled out in Q3. Q1: Proposal for disposition of variances inclusive of potential Fund Rate Stabilization Account and Pension and Other Post-Employment Leiber/Mizuno contributions to trusts pending. Benefits Trust with available funds from favorable year-end variances. Q2: Board approved contribution of an additional$1 M into OPEB trust utilizing prior year budgetary variance. Ensure resiliency against recession Q1: Pension fully funded at 12/31/2021. Proposal for disposition or other economic events. of variances inclusive of potential contributions to OPEB trust Strive towards full funding of employee-related obligations in accordance with Leiber/Mizuno pending. Board policies. Q2: Completed RFP issuance and evaluation process for new pension/opeb actuarial consultant. To work with consultant to obtain actuarial reports for FY 23-24 budgeting purposes in Q3. Develop budgets in alignment with the Strategic Plan, Enterprise Risk Q1:Three plans are coordinated and integrated. Management, and 10-Year Financial Plan. Leiber/Mizuno Q2: Commenced internal planning meetings with EPM consultnat on FY 23-24 budget project plan. Disseminate relevant and reliable interim financial information to management for Q1 &Q2: Disseminated three monthly budget-to-actual monitoring and controlling of their respective cost centers. Mizuno expenditure overviews and two quarterly 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/Mizuno contracts. Utilize annual requirements contracts to improve efficiency and savings through King/Mizuno negotiated pricing. Q1: FY 2020-21 Benchmarking Study is drafted and pending Complete annual Benchmarking Study to identify potential gaps. Gee receipt of California agency survey data. Q2: FY 2020-21 Benchmarking Study is scheduled to be presented to Admin Committee and full Board in Q3. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 32 of 52 Page 14 of 31 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 Q1: Reported to Finance Committee, scheduled for Board on Maintain and report on the Enterprise Risk Management Program and risk Deutsch 11/3/22. inventory. Q2:Will prepare annual report for presentation in Q3. 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 February management practices. 2023. Q2: Preparing for February board discussion. 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 Q2: No change. Assets from Threats Q1/Q2: Major update in September 2022. and Emergencies Enhance capability to mitigate, Maintain the Emergency Operations Plan. Deutsch 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. Q1: Hired consultant to enhance security program and develop Budget and complete the projects identified in the Security Action Plan. Deutsch project scopes. Q2: Conducted kickoff, initiated work on Task 1. Evaluate and implement Q1: Focus has been on increased transient population and theft improvements to meet new or Provide regular security awareness training to staff. Deutsch controls. evolving threats. Q2: Continued communication regarding above topic. Renovate security guard posts and update monitoring equipment. Deutsch Q1: New Guard Station delivered; outfitting to begin in Q2.Q2: Ongoing,will transition to new main gate in early Q3. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 33 of 52 Page 15 of 31 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) Q1: Hired consultant to enhance security program and develop Expand access control systems and harden certain facilities. Deutsch project scopes. Q2: Ongoing, additional assets installed. Address cybersecurity concerns as part of the Information Technology(IT) Q1: In process Strategic Plan. Mallory Q2: In process. Cyber Security status update will be provided to the Board in March 2023. Stay updated on the latest trends Q1: On track; vendor completed the network penetration testing Conduct third-party cybersecurity assessments focusing on technology, people, in in October 2022. cybersecurity. and emerging threats in and physical assets. Mallory Q2: Report to Admin Committee and Board will take place in March 2023. Q1/Q2: Done on a monthly basis IT contributes to the Lateral Share news and tips with staff. Mallory Connection (LC)with Cyber Security and Technology tips to Understand and increase efficiency. Reduce Impacts of Q1/Q2: No notable attacks during the quarter, and no impacts. Cybersecurity Attacks Keep safeguards in place to block and filter attacks. Mallory Q1:At 60%training level presently; continued focus area. Measure and reduce employee susceptibility to phishing. Mallory Q2: Posted an opening for a Cyber Security Analyst to assist in Prevent, detect, and remediate creating &implementing a full cyber security program. effects of attacks. Q1:Already have redundant paths for internet connections. Continuing to evaluate other needs for redundancy for internal Upgrade network and equipment to create redundant paths. Mallory systems as part of IT Strategic Plan. Q2: Redundant internet paths currently exist and periodic testing will continue. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 34 of 52 Page 16 of 31 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.Q2: Ongoing. Q1: Plan to include into CAPEX scope/work flow. Conduct Failure Mode& Effects and other reliability-based analyses as part of key Meyer/Lopez Q2:Attended RCD workshop by CWEA; looking at ways to Capital Improvement projects. integrate with Cp. 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 Q2: Completed 1 RCA on Hypo system. Improvement and Maintenance recurrence of the failure of key and critical assets. y Programs. Complete Planner Updates to work orders and use other feedback mechanisms for Q1: 20 planner updates completed. continuous improvement. Meyer/Lee Q2:18 planner updates completed. Optimize rehabilitation, replacement, and cleaning of pipelines. Seitz Manage Assets Optimally Q1: Ongoing. Perform strategic reliability-based analysis on treatment plant process systems. Meyer Q2: On target. Identified processes for PMO and RCM. 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. Q2: Staff obtained certification in various technologies. Develop Asset Health Indicator Requirements and an Asset Tool Framework. Meyer/Goel/ Q1/Q2: This is part of the IT/OT master plan. Develop reliability-centered asset Mallory management strategies. Q1: Ongoing incorporation of service contracts to CMMS. Add service contracts to computerized maintenance management software Meyer/Lee Q2: Ongoing, creating inboxes,work flows and creating PM (CMMS)to track work orders. task in CMMS. Q1: Ongoing CMMS set up for Pump Stations Operations Transfer Pumping Stations Operations preventative maintenance work orders to preventive maintenance work order and in the process to pilot CMMS by the end of 2022. Meyer/Lee San Ramon Pump Station. Q2: Ongoing, creating inboxes,work flows and creating PM task in CMMS, plan to complete end of FY. Q1:This is part of routine CAPEX review and CAPEX Perform capital improvements in Ensure all critical assets and processes in need of repair or replacement are Meyer/Lopez/ coordination meetings. Execute Long-Term accordance with the appropriately scheduled in the 10-Year CIP. Weer Q2: Ongoing. Capital Renewal and Comprehensive Wastewater Replacement Program Master Plan (CWMP)and Asset Gemmell/Bohan Q1: InfoAsset license is up-to-date.Asset management group Management Program findings. Develop a prioritization model for vertical assets and update the risk model. /Meyer is working on completing the Asset Management 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 14 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 35 of 52 Page 17 of 31 ATTACHMENT 1 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL 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) Q1: In progress. Executed contract with Oracle implementor and initiated planning phase for EPM capital project budgeting Maintain and evolve tools for effective financial and project management of the Lopez/Mizuno solution. capital program. Q2: Completed "discovery"and successfully transitioned to "design" phase of project planning. Expect to complete "design"and transition to"test' phase in Q3. 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 Vulnerability Study in July 2022, updating flood and SLR Update the CWMP Technical Memo(TP8)on Resiliency and Vulnerability. Gemmell/Lopez evaluation in TM TP-8. Collection System Infrastructure Plan starting this FY includes resiliency and vulnerability evaluation. Q2:The technical memo will be initiated in the next FY. Q1: Levee Improvements project design with Flood Control Harden infrastructure against Improve the wet weather basins, berms, and levees to reduce risk of flood damage Lo Gemmell District is in progress, expected to bid this FY.Wet weather resiliency risks associated with in extreme wet weather. pez/ basin evaluation and berm raising planning are in progress. climate change, earthquakes, and Q2: In process.A consultant is reviewing this item. energy availability. Q1: Laboratory seismic retrofit is in progress,will be completed Seismically retrofit the Laboratory and Maintenance Reliability Center buildings. Lopez Hodges/ in Q2. Schectel/Meyer Q2: Laboratory seismic improvements completed. Q1: Planning tasks are complete for procurement of electrical blowers. Capital is leading effort for construction. Complete renovation of steam and aeration blower operations to increase capacity Lopez/Mizutani/ Q2: Design is in progress for Phase 1 Steam Improvements. during energy outages. Hodges This project will improve the safety and reliability of the steam system. Expected to bid project Q2 of FY 23-24. Blower Project to be complete Q3 2023. 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 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 36 of 52 Page 18 of 31 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 Optimization Workshop is targeted for January 2023(Q3)to assess control loops. This work will also be directed and Review plant process control loops and evaluate and rank based on potential cost Goel/Director of supported by the new Optimization Manager that is currently savings. Operations being recruited,with anticipated on-boarding in Q3. Q2: Operations Optimization Manager Nitin Goel was on- boarded, but with the departure of the Director of Operations, this Develop performance metrics KSM may be reworked or be put on hold to pursue other priorities related to key operational systems. related to the optimization effort. Q1: In scope for completion during initial Blue Ribbon Optimization Committee in Q3. Assess existing monitoring, metrics, and controls for those processes with greatest Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- optimization potential and develop recommendations for improvements. Operations boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q2: Operations Optimization Manager Nitin Goel was on- Design and implement new real-time control systems for improved monitoring, Goel/Director of boarded, but with the departure of the Director of Operations, this Leverage Data control, and optimization. Operations KSM may be reworked or be put on hold to pursue other priorities Analytics to Become a related to the optimization effort. More Efficient Utility Q1: On-track for Q3. Assess and pilot test digital monitoring and cloud analytics to leverage machine Q2: Operations Optimization Manager Nitin Goel was un- learning where effective and applicable. Goel/Meyer boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Deploy improved monitoring and Q1: On-track for Q4. performance tracking and Q2: Operations Optimization Manager Nitin Goel was on- analytics. Integrate data collection and analysis for reporting performance of key business Goel/Director of boarded, but with the departure of the Director of Operations, this areas. Operations KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: Consultant contract with Aquasight is in progress to complete this task for development of real-time monitoring of plant Develop new reporting dashboards to track strategic,tactical, and operational Goel/Director of processes. performance metrics. Operations Q2: Operations Optimization Manager Nitin Goel was on- boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. 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 experts.The scope and contracts are now in place for 3 of the 4 Implement Evaluate the treatment process consultant process experts. This is a phased plant optimization Organization-Wide and carry out recommendations for Develop best practices guidance for process control. Goel/Director of program,with this element of work assigned to the newly formed Optimization optimization. Operations Blue Ribbon Process Optimization Committee for completion in Q3. Q2: Operations Optimization Manager Nitin Goel was on- boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. 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 16 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 37 of 52 Page 19 of 31 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: On-track for Q4. Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- Conduct a review and ranking of current versus target treatment efficiencies. Operations boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: On-track for Q4. Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- Identify conceptual improvements and their potential efficiencies. Operations boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: On-track for Q4. Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- Develop an implementation plan and schedule of recommended opportunities. Operations boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: On-track for Q4. Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- Communicate progress and results on process measures. Operations boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Gee/Gemmell/ Q1/Q2: Managers continue to review optimizations progress on a Continue the Optimizations,Applied Research, and Smart Initiative programs. LaBella/Goel/ quarterly basis. Meyer Q1: FY 2021-22 Optimizations Program Annual Report targeted to be presented to the Board in late 2022. Provide Optimizations Program Annual Reports to Board. Gee Q2: Innovations Fair recap was presented. FY 2021-22 Optimizations Program Annual Report is scheduled to be presented to the Admin Committee and full Board in Q3. Q1: Consultants are at work, and project is on track. Develop and begin implementing the IT Strategic Plan. Mallory Q2:Workshops held to present tentative results; Smart Utility Support innovation in capital and workshops will take place in February 2023. On schedule for a operational improvements. Q3 completion. Q1/Q2: Phase 1 of Chathu's Mentorship Project is complete. Automate the Treatment Plant Asset Handover Process and track completion of Mallory/Gemmell Phase 2 included in IT/OT master plan. key points along the workflow. /Meyer Q1: Still under consideration and discussions with Operations. Q2: Bar coding fixed plant assets has been piloted and proven Gaines/Leiber/ successful. Now in the stage of implementing at the treatment Evaluate and use geocoding/barcodes to tag and track plant assets. Deutsch/Meyer plant,where bar codes will be put on all fixed assets. Piloting geo-tracking devices for mobile assets(loss prevention)is still under consideration. For the first item tested, it did not prove effective. 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 17 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 38 of 52 Page 20 of 31 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: RF Smart Barcode has been implemented and used in the following areas: Cycle Count, and Receiving. Material Issuances Implement a barcode Warehouse inventory program to fully automate all issues, Gaines/Leiber will be a major project with assistance from I.T. receipts, and inventory cycle counts. Q2:The issuance of inventory items is a colaborative project with I.T. and Risk Management. Discussions have been held but full implementation is projected by Q4. Evaluate, select, and implement new Sewer Service Charge development and Gemmell/Leiber Q1/Q2: Have not started project; have created hardware billing software. /Mallory redundancy for existing HTE system until a change is made for a new system. Q1: Project will restart with Oracle on 10/17/2022,with a targeted Implement Permitting and Community Development software. Gemmell/Leiber date of Summer 2023 go-live. /Mallory Q2: Progressing. Summer 2023 go live still anticipated, but could extend to fall depending on implementer issues. Continue to configure new ERP system to meet evolving needs. Utilize digital database storage and retrieval to reduce paper processes. Young Ongoing as needed. Create procedures to reflect new business workflows. All Managers Leiber/Gaines/ Q2: Reviewing Oracle functionality for tracking these items. Improve Maintenance, Repair, and Operations metrics monitoring. Meyer Q1: Scoping of this effort is underway, as it follows the completion of the above tasks of the performance reliability of Identify potential collection and treatment system catastrophic events along with Goel/Director of key treatment processes. key operational decisions and responses. Operations Q2: Operations Optimization Manager Nitin Goel was on- boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: Scoping of this effort is underway. Develop Decision Analytics to provide the required support documentation for Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- Make sound decisions when faced rapid response. Operations boarded, but with the departure of the Director of Operations, this with unforeseen events. KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Be Adaptable, Resilient, and Responsive Q1: Scoping of this effort is underway. Develop the analytic infrastructure to gather and use information to make data- Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- driven assessments. Operations boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Ongoing as needed. Survey best practices of leading sister agencies. All Managers Develop and employ improved Q1: Scoping of this effort is underway. operational decision support Design and perform Failure and Response Evaluations of major operational Goel/Director of Q2: Operations Optimization Manager Nitin Goel was on- systems and approaches where upsets. Operations boarded, but with the departure of the Director of Operations, this practicable. KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. 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 18 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 39 of 52 Page 21 of 31 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 15t 2°d 3'd Q4/ Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status,Comments,and Exceptions) Q1: Staff is working with Aquasight to develop a digital real time (DRT)monitoring program to support data analytics and Implement the Jarvis Operations Response software pilot to facilitate decision Goel/Director of performance trending. making based on real-time data. Operations Q2: Operations Optimization Manager Nitin Goel was on- boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. 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 19 February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 40 of 52 Page 22 of 31 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 20 minutes during working hours Average onsite response time for collection system emergency calls, 540 minutes Seitz 34 minutes 42 minutes after hours Average customer service rating for >_3.8 out of 4.0 Seitz 4.00 4.00 emergency calls 75% Q1: No surveys sent. Surveys will be mailed to customers for WC 15 and N. Average customer satisfaction rating on D Orinda 8 projects in Q2. o construction projects ?95/a Carpenter/Lopez No surveys sent FY 2021-22: Q2: Walnut Creek 15 overall satisfaction was 75/D. Results for N. Orinda 8 will No surveys sent in be available next quarter. Q2;90.1%in Q1 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 100% calling standard phone number. permit counter interactions FY 2021-22: Q2:4 Surveys submitted with Excellent ratings. 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 Q2: Existing and new proposed rate remains within EPA affordable criteria. Quintile Residential Indicator) High impact) Q1: Two hundred and seventy-seven (277)people were served through virtual and community events. Participants in public tours and presentations >_500 Barnett 277 105 Q2: One hundred and five(105)people were served through virtual and community events. Participants in Central San Academy >_35 Gee Q1: Next session tentatively planned to be held in person in spring 2023. Q2: Planning next session to begin in Q3. Awards or recognitions received >_10 Young 2 4 Q1: 2 awards received. Q2:4 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 41 of 52 Page 1 Page 23 of 31 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CONTRA KEY METRICS PROGRESS TRACKER SANRARY 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. Q2: Inoperative monitor RCA for Aux Boiler 1 landfill gas flowmeter on 10/14/22. Title V compliance 0 violations Weer FY 2021-22: Violation is not expected. 0 Reportable Compliance Activities Regulatory Title V work orders o 0 100% completed on time 100/o Meyer 100/a 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 Q2: Met CY 2022 target. Pre-verified total: 24,025MT CO2e. <_1.3 spills per 100 miles Sanitary sewer overflows of pipeline Seitz 3 9 1 3 Spills to public water :51 Seitz FY 2021-22:0 FY 2021-22:2 3 Spills greater than 500 gallons :53 Seitz 1 FY 2021-22:3 Sanitary sewer overflows 0 Seitz/Lopez 0 0 resulting from construction work Annual Environmental Compliance o Q2: 100%of Environmental Compliance inspections and permitting completed inspections and permitting 100% Potter 100% 100/o on time. completed on time Household Hazardous Waste(HHW) 0 violations Wyatt 0 violations 0 violations management compliance 01: Five thousand, seven hundred and sixty nine(5,769)students were served through education programs. Students served by education programs >_6,000 Barnett 5,769 3,863 Q2:Three thousand, eight hundred and sixty three (3,863)students were served through education programs. Gallons of recycled water Q1: On track. distributed to external customers i-240 million gallons(MG) Foss 90.7 MG 28.9 MG Q2: On track. Electricity produced by co-generation using >_18 million kWh (reported 01: On track. natural gas as a rolling average) Lee/Shima 22.8 million kWh 22.0 million kWh 02: 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. 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 42 of 52 Page 2 Page 24 of 31 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CONTRA KEY METRICS PROGRESS TRACKER SANRARY 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 Q2: On track. Operations and HHW Collection Facility as a rolling average) Lee/Shima 286,000 kWh 293,000 kWh FY 2021-22: Q1: Start of construction delayed by 45 days due to a pipeline easement issue Focused on on the Lagiss Property. Still on track to complete project by end of fiscal year. Solar power produced >_2.5 million kWh completing CEQA 02: Start of construction continues to be delayed as Central San's solar vendor by a new solar array near the treatment (reported as a rolling LaBella environmental works with Kinder Morgan and PG&E to gain approval for crossing over their plant campus average) review, start-up existing easements with facilities for the new solar array. anticipated for January/February 2023. 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 43 of 52 Page 3 Page 25 of 31 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CONTRA KEY METRICS PROGRESS TRACKER SANRARY 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 59 (from request to hire) Manor 2.5% (incl. 0.7% (incl. <_6. retirements) Turnover rate 5% O'Malley/ Retirements) (incl. retirements) Granzella 1.1% (excl. 0.36% (excl. retirements) Retirements) Average annual training hours O'Malley/ per employee >_15 7.22 3.69 (external and internal training) Smith See comments Q1: Jul rec'd 73%;Aug rec'd 80%; Sep rec'd 91%. See comments Q2: Oct rec'd 79/°; Nov rec'd 68/°; Dec rec'd 63/°. Completion of 100% O'Malley/ FY 2021-22: FY 2021-22: annual performance evaluations Howard July evals 78%reed, Oct. evals 78%reed, Aug. evals 68%rec'd, Nov. evals 57%reed; Sep. evals 33%reed. Dec. evals 44%reed. Q1:All eligible employees received Temporary Modified Duty. Temporary modified duty provided >95%of recordable Deutsch 100% 100% Q2:All eligible employees received Temporary Modified Duty. (Return to Work program) injuries Internal promotions >25% O'Malley/ 66.67% 33.33% (excludes entry-level positions) Granzella Formal grievances processed 0 O'Malley/Manor 0 0 Participation in annual Wellness Expo + >>-10%each year O'Malley/ Q1/Q2: Wellness Expo takes place in Q2. Employees continue to engage in p p y Howard Wellness 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 44 of 52 Page 4 Page 26 of 31 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 AAA/Aal Q1 - 02: No known change to standing S&P and Moody's ratings. credit ratings Debt service coverage ratio >_2.0 Leiber/Mizuno n/a n/a This year a year-end calculation only.To be updated in Q4. Debt as a percentage of total assets :560% Leiber/Mizuno n/a n/a This year a year-end calculation only.To be updated in Q4. Debt financing ° n/a 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 ° n/a 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 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 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% n/a 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% n/a 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) 01: Slightly below target, largely due to July always being lower due to prior year Operating expenditures AP/payroll accrual reversals. Conversely, June is typically higher following current as a percentage of Board-approved 90-100% Leiber/Mizuno 87.4% 94.7% year AP/payroll accruals. operating budget 02: On target. OPEB trust contributions approved by Board in Fall 2022 increasing %from Q1 in addition to other factors. Financial reports disseminated ° ° ° Q1 -Q2: On track. Three overviews and one quarterly report to Board/Finance every month (summary)and quarter(full) 100% Leiber/Mizuno 100% 100% Committee. Reported material weaknesses or 01: This is a once a year result only.To be updated in when Financial Audit is significant deficiencies 0 Leiber/Mizuno n/a 0 available for FY 2021-22(in Q2 of this fiscal year). in internal controls as part of annual 02:Audit of ACFR completed with material weaknesses or significant financial audit deficiencies. 01: No overflow claims. Average cost per overflow claim <_$25,000 Deutsch $0 $8,777 02: $8,877(which includes$20k reserve.Avg cost paid to date is$3,877). 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 45 of 52 Page 5 Page 27 of 31 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) 01: 197 purchase requisitions received; 81% met processing time metric.Avg Purchasing requisitions completed within requisition processingtime is 5 business days. standard processing time ?80% King 81% 86% 02: 180 purchase requisitions received; 86%° met processing time metric.Avg requisition processing time is 4 business days. 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 46 of 52 Page 6 Page 28 of 31 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% 100% completed on time Employee injury and illness Q1:2 recordables, 136,988 hours worked. lost time incident rate 53.3 Ledbetter 2.9 4.77 Q2: 3 recordables, 125,556 hours worked. Workers' compensation 51.0 Deutsch .82 82 82 Q1-Q4: 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 <45 implement). Q1: 174 accounts in full compliance,40 accounts in partial compliance, and 9 Contractors/consultants in compliance >> D King 78/o 81%o accounts in non-compliance. with insurance requirements -70/o ng Q2: 180 accounts in full compliance, 35 accounts in partial compliance, and 7 accounts in non-compliance. 99% uptime Q2: There was an internet slow down during a board meeting due to security Information system outages 100% uptime Mallory 100% uptime equipment" honin home".The root cause was a patch applied b the vendor affecting normal business operations p y p FY 2021-22: "phoning pp y 100%uptime that switched the timing from 2AM to 2PM. Data backup and recovery 0 lost data Mallory 0 lost data Q2: No data lost 65% Employees trained in 100% Mallory 60% cybersecurity awareness FY2021-22:N/A (new metric) 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 47 of 52 Page 7 Page 29 of 31 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 97% preventative maintenance >_90% Meyer 97% completed on time Planned recycled water distribution system preventative maintenance >_98% Seitz 100% 100 completed on time Planned collection system preventative maintenance >98% Seitz 99.2% 99.2 completed on time Pipeline cleaning On>_4%of pipelines 3.21% 3.31 quality assurance/quality control (QA/QC) cleaned on an annual Seitz basis FY 2021-22:4.43% FY 2021-22:3.31% 95.1% 96.43 Pipeline cleaning QA/QC passing rate >_98% Seitz FY2021-22: FY2021-22: 95.45% 94.20% 31 miles 18 miles Pipeline inspected through 10% inspected Closed Circuit Television Program (150 miles)/37.5 Seitz FY 2021-22:N/A g miles per quarter FY 2021-22:N/A (new metric) (new metric) Uptime for vehicles 100% Seitz 100% 100 Miles of sewers replaced Mestetsky 0.5 miles / (focused on deteriorated >_6.0 Lopez 1 mile FY2021-22: small diameter pipelines) 1.3 miles Q1: Completed Phase 1 inspection of large diameter pipelines in Martinez and Danville Blvd and associated maintenance access covers. Results expected in FY2021-22:Began Q2. work on ITpipes Q2: Preliminary files for manhole inspections, CCTV, and 1­12S provided to Large diameter and force main Waples/Frost/ multi-sensor ITpipes. Cues processing of laser data delayed, anticipate remaining data condition assessment ?3 miles per year Gemmell 1 mile inspection portal, delivered to ITpipes early 2023 and accessible to District in Q3. Inspections delayed by contractor performance; inspections still expected this FY. Average time to execute Engineering agreements from <2 weeks King 9.81 business days 6.35 business days complete package submittal Contract renewals executed on time 100% King 100% 100% for uninterrupted service 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 48 of 52 Page 8 Page 30 of 31 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) Q1: 29 Items requested to stock with 26 items added within the specified 5 Approved request-to-stock items entered in databases o Gaines/Leiber 100% o working day threshold.Three items outside this range required additional within 5 business days 100/0 100/o information from the requester. Q2: 9 Items requested to stock and 9 items added within the specified 5 working day threshold. Q1: Rollover in FY 22-23 was large at$69.41VI excluding project close-out 29.2% 37.3% 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 a capital budgeted >_90% Lopez/Mizuno FY 2021-22: Q2: Increase from Q1, although well short of target due to large carr forward (YTD estimated budget) p FY2021-22: 9 9 9 carry forward flow including carry forward Data was not yet Tracking below 90% from FY 21-22. 1/12/23 Financial Workshop communicated that approximately available as of November $28.91VI in FY 21-22 carryforward would be released to reserves for future years as part of FY 23-24 budget cycle. 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 49 of 52 Page 9 Page 31 of 31 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/Q2: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 the development of the approach and scope for Aquasight to develop a digital real time(DRT)monitoring program to support data analytics and Improved process monitoring or '' FY 2021-22:N/A performance trending. performance reporting -3 control loops Goel/Director of Operations (new metric) Q2: Operations Optimization Manager Nitin Goel was on-boarded, but with the departure of the Director of Operations,the development of control loops will be put on hold to pursue other priorities related to the optimization effort. Reviews or pilot tests Q1: Membrane pilot decommissioned. Reports anticipated in Q2/Q3. of new and promising technology '-3 Frost/All Managers Q2: Received draft Membrane Pilot report. Final Pilot report and Draft alternatives evaluation report anticipated in Q3. Q1:Abstract submitted to WateReuse: "Sustainable Membrane Performance for Refinery Reuse of Challenging Non-Nitrified Wastewater". Poster presentation for Membrane Pilot at Central San's Innovations Fair. Research papers and findings presented '!3 papers or Frost/All Managers 2 Q2: Envision abstract submitted to WEF CS 2023 and WEFTEC 2023 presentations conferences. Membrane pilot abstract submitted to WEFTEC 2023. 02:Abstract submitted to WEFTEC"Re-use and Rehabilitate to Recycle:A case study on modernizing dual media tertiary filters at the Central San WWTP" Don't Just Fix It; Improve It 2 1 Q1: In addition, 20 Planner updates completed. work orders completed '25 Meyer Q2: In addition, 18 Planner updates completed. FY 2021-22: 6 FY 2021-22: 1 Completed optimizations >20 Gee/All Managers Q1/Q2: 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) February 7, 2023 Regular ADMIN Committee Meeting Agenda Packet- Page 50 of 52 Page 10