HomeMy WebLinkAbout04.b. Strategic Plan Trackers for the Third Quarter of FY 2022-23Page 1 of 34
Item 4.b.
F--1-448�411C-S0
May 2, 2023
TO: ADMINISTRATION COMMITTEE
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: PHILIP LEIBER, DEPUTYGENERAL MANAGER
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE THIRD QUARTER OF
FY 2022-23
Attached are the Strategic Plan Trackers for the third 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.
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 17 of 84
Page 2 of 34
ATTACHMENTS:
1. Key Success Measures Tracker
2. Key Metrics Tracker
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 18 of 84
Page 3 of 34
ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Service
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Ongoing. Permit Counter, Collection System Operations (CSO),
Assess customer satisfaction and develop inventive ways to meet those expe
Gemmell /Seitz /
Barnett
and Communications (re: construction projects) send out regular
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.
Schectel /
Collection Facility (HHWCF), and Residential Recycled Water Fill
Deliver High-
Gemmell
Station are open to the public.
Quality Customer
cn
Q3: Opened Recreational Vehicle Disposal Station on March 6 .
Service
Q1/Q2/Q3: 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/Q3: 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
Barnett /
Q1/Q2/Q3: Issues are addressed as they arise.Carpenter
Troubleshoot and resolve construction issues as rapidly as possible.
Q1: Two hundred and seventy-seven (277) people were served
through virtual and community events.
Conduct public tours and presentations highlighting infrastructure investments.
Barnett /
Q2: One hundred and five (105) people were served through
Lavender
virtual and community events.
03: One hundred and fifty (150) 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.
Q2: Planning next session to begin in Q3.
Promote Initiatives
Perform extensive customer and
community outreach.
Q3: Hosted the 2023 Academy.
Q1: Pipeline customer newsletter in production.
to Advance
Affordable and
Barnett / Zumbo /
Q2: Pipeline customer newsletter mailed to approximately
Equitable Access
q
Develop engaging videos, publications, and brochures.
Vallee
155,000 customer addresses. Premiered our latest student
to Services
education film, "Disappearing Act."
Q3: Produced and mailed spring Pipeline newsletter.
Q1/Q2: Continue to monitor and grow YouTube, Facebook,
Expand social media outreach.
Barnett / Vallee
Twitter, Instagram, and Linkedln followers and impressions.
03: Launched Central San page on Nextdoor.
Q1: Underway.
Maintain responsible rates and
Conduct a Cost -of -Service Study.
Gemmell
Q2: Completed and results presented at 1/12 Financial
offer services at affordable levels.
Workshop.
03: Rate Workshop planned for April 20, 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
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 19 of 84
Page 1
Page 4 of 34
ATTACHMENT 1
CENTRAL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Service
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
01: Underway.
Perform annual reviews of rate structure and fees.
Gemmell
02: Completed and results presented at 1/12 Financial
Workshop.
Q3 Capacity Fee Study is underway.
Q1: Financing plan to be presented in context of rate proposal for
FY 2023-24 onward.
02: LIHWAP program underway. Notification that it will be
Administer financing programs.
Gemmell / Leiber
expanded to provide funding for low-income customers for
CURRENT bills in addition to arrearages.
Q3: Ongoing.
Q1/Q2/Q3: Ongoing outreach during events, meetings, and
Connect and engage elected officials, staff, and stakeholders on initiatives.
Barnett
outreach on programs, services, and legislative perspectives.
Form and sustain relationships with
federal, state, and local elected officials
Ongoing.
and stakeholders.
Support Board Member engagement with elected officials.
Barnett / Young
Ongoing. Staff participates in multiple industry organizations and
forums to share information, attend trainings, and represent
Build
Neighborhood and
Participate in industry organizations and forums.
All Managers
Central San.
01: General Manager will be the in -coming President for
Industry
WateReuse and will be President of CA WateReuse in two
Relationships
years.
Q1: Several Mutual Aid requests received from CalWARN but
Support member organizations and
pp 9
none that Central San could meet.
sister agencies.
Provide assistance and mutual aid to other agencies.
Deutsch
Q2: One request. We did not have any spares of the requested
item in stock.
03: 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
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 20 of 84
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Page 5 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q2: Completion of calendar year 2022 with no violations. Eligible
Continue to attain National Association of Clean Water Agencies (NACWA)
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% submittal to address
dewatering, furnace and air pollution control improvements.
Project to be bid in Q3.
Q3: QA/QC of design drawings to push bid into Q4.
Upgrade aeration tank diffusers to continue proper biological treatment and
Q1: 50% design documents submitted.Q2: Aeration Diffuser
prepare to meet future discharge limitations.
Lopez / Mizutani
RFQ/RoFP issued.
Q3: 50 /o Design Submittal completed.
Achieve Compliance
Participate in Bay Area Clean Water Agencies, California Association of
Schectel /
Ongoing.
in All Regulations
Sanitation Agencies, NACWA, and other like organizations.
Barnett
Foster relationships
Ongoing.
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
take positions on key priority legislation.
Q2: Worked on new legislative concept for upcoming session
Track, review, and comment on proposed legislation and regulations.
Barnett
with associations, peer agencies, and NGOs.
Q3: Submitted bill on financial approval changes in Sanitary
District Act. Accepted and AB 759 authored by
Assemblymember Grayson. Secured sponsorship by CASA and
Participate in legislative and
support by CSDA.
regulatory processes.
Q1-Q4: Wipes, FOG, PFAS, microplastics are all key advocacy
Support key advocacy initiatives through customer communications and
Barnett
initiatives taken up during the Q1-Q4 timeframe.
outreach.
Incorporate potential impacts of regulatory changes into long-range
Schectel /
infrastructure and financing plans.
Gemmell / Lopez
Q1: Five thousand, seven hundred and sixty nine (5,769)
Educate on Pollution
students were served through education programs.
Prevention and
Provide industry -leading public and
Present student education programs that meet the Next Generation Science
Barnett /
Q2: Three thousand, eight hundred and sixty three (3,863)
students were served through education programs.
Environmental
student education programming.
standards.
Lavender
Q3: Four thousand, three hundred and ninety-three (4,393)
Protection
students were served through education programs. Delta
Discovery Data will be added when it becomes available"
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 21 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
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.
Q3: FOG, wipes, and other pollution prevention messages
shared via social media and Pipeline newsletter.
Q3: Discussions have continued between Central San staff andstaff
Continue exploring partnerships with Contra Costa Water District (CCWD),
at Valley Water and SFPUC.
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
Committee for review in July 2022.
Q2: Central San-EBMUD Recycled Water Opportunities MOU
Collaborate with East Bay Municipal Utility District (EBMUD) on a potable reuse
fully executed in October 2022 and Work Plan completed in
study.
LaBella
December 2022.
Q3: EBMUD issued an RFP and selected a consultant to assist
with their work on the MOU. Results are expected by the end of
calendar year 2023 and the MOU term currently ends on June
30, 2024.
Explore and advance
cooperative opportunities.
Q2: Met withConcord First Group to discuss updated
assumptions on December 14tn
ass
Be Partner in
Continue to work with CCWD and the City of Concord in plans to supply
Gemmell /
Concord released Concord First Group as Master
a
Regional Development
recycled water to the Concord Community Reuse Project.
LaBella
Developer. New RFP Selection Process is being discussed so
of Local Water Supply
project is delayed.
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.
Facilitate recycled water solutions (e.g., satellite water recycling facilities),
LaBella
consistent with the Guiding Principles.
Ongoing.
Continue to operate and maintain a reliable recycled water distribution system
Gemmell / Foss
for Zone 1 customers.
Continue to provide recycled water to
residents and businesses; evaluate and
Ongoing.
process new customer requests.
Continue the Residential Recycled Water Fill Station and Commercial Recycled
Gemmell /Foss
Water Truck Fill Programs.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 22 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q1: Project is scheduled to be complete by April 2023 (original
completion date was Dec 2022).
Complete Phase 1A of the Filter Plant and Clearwell Renovations Project.
Lopez / Mizutani
Q2: Project is scheduled to be complete by July 2023. Previously
April 2023.
Q3: Project is scheduled to be complete by July 2023.
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.
Q3: 2 Workshops scheduled for Q4 to review final report and
alternatives evaluation.
Q1: Priority has shifted to Fleet Electrification due to regulatory
requirements.
Q2: Engaged GHD to develop a scope of work for this effort,
Develop a policy on net zero carbon footprint.
LaBella
which will begin in February 2023.
Q3: Work on Central San's baseline for scope 1, scope 2, and
scope 3 GHG emissions continued with strong support from
Central San's Regulatory Compliance group.
Q1: Project on track to complete construction this fiscal year.
Q2: Construction continues to be delayed, pending approval from
Kinder Morgan and PG&E to cross over their existing easements
Implement the 1.75-me awatt solar energy project on the La issproperty.
p g gyp g
LaBella
to construct the project.
Q3: Construction continues to be delayed, awaiting approval by
Kinder Morgan for the crossing of their three easements and two
pipelines on Central San's Lagiss property with the
interconnection facilities.
Identify and Advance
Sustainability
Reduce reliance on non-renewable
Q1: Fleet Electrification RFP issued in September 2022.
Initiatives, Including
energy and responsibly manage
Q2: Completed consultant selection for Fleet Electrification
Reducing Energy
greenhouse gas (GHG) emissions.
Evaluatelhicharging stationsit
electric vehicle cargng on site.
LaBella
aea / Cheng
Strategic Plan.
Usage and Emissions
Q3: Development of Fleet Electrification Strategic Plan is in
progress.
Q1: Solids Handling Project scope has been coordinated with
Weer / Lopez /
Plant staff to facilitate maximum use of landfill gas (LFG) in
Maximize landfill gas usage in daily operations and by capital improvements.
Hodges
furnace operations.
Q2: Use of LFG is included with furnace improvements.
Q3: Use of LFG is included with furnace improvements.
Q1: Two Workshops were conducted.Q3: Three Workshops
Complete the long-term Biosolids Handling and Disposal Evaluation feasibility
were conducted.
study and investigate how anaerobic digestion may potentially reduce
Gemmell
anthropogenic carbon from treatment plant energy supply by producing biogas.
Q1: Tracked monthly GHG emissions.
Continue to track and report GHG emissions.
Cheng / Schectel
Q2: Tracked monthly and annual GHG emissions.
Q3: Tracked monthly GHG emissions.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 23 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q1/Q2/Q3: Compiled monthly energy report dashboard. On -
Track and review energy usage; evaluate ways to optimize efficiency in
Shima / Meyer /
going RAPIDS program coordination with consultant for energy -
accordance with Board policies.
Lee
saving opportunities evaluations.
On -going in-house LED replacement.
Q1: Retrofitted 133 light fixtures to LED.
Explore opportunities for cost-effective
Replace incandescent lighting and air conditioning equipment with energy-
Meyer / Lee
Q2: Retrofitted 98 light fixtures to LED.
energy conservation and efficiency.
efficient devices.
Q3: There was a total of 73 lighting and 0 air conditioning
replacements.
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.
Q2: SRF application submitted in December; Procurement award
high -efficiency lamps.
Cauble
scheduled in Q3.
Q3: Procurement awarded.
Q1: Monthly Green Team Steering Committee meetings initiated.
Evaluating green business recertification strategy for Central
San.
Q2: Progress made on moving the Vehicle Maintenance Shop
closer to green business recertification. The first Central San
Restart the Green Team to solicit organization -wide ideas.
LaBella
Swap Meet, sponsored by the Green Team, was held in
December 2022.
Q3: The Green Team Steering Committee continued to make
progress on the green business recertifications, including
coordination with the Warehouse on transitioning to greener
cleaning products and paper products with post -consumer
recyclable content.
Expand internal sustainability practices.
Q1: Several Green Team articles have been published in the LC
this quarter.
Q2: New composting bins were purchased and placed around
Promote environmentally conscious behavior in day-to-day operations.
LaBella /
the District. Articles to support proper disposal of solid waste
All Managers
have been published in the LC and will continue.
Q3: Several articles were included in the LC to promote
environmentally -conscious behavior in Central San's operations
and beyond.
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
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 24 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT
Recruit, educate, empower, and retain a workforce from diverse backgrounds
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4/
Activities/Performance in Achieving KSM
Person(s)
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
Q1/Q2: Next program planned for Spring 2023.
Pool of Qualified
diverse staff who embody Central
Applicants
San's values.
Host the Externship Program for college students and recent graduates.
Gee / O'Malley
Q3: Hosted the 2023 Externship Program.
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
All Managers
Connection employee newsletter is released monthly.
Q1: Held Employee Appreciation Picnic on September 21.
employee newsletter, and increased interdepartmental cooperation.
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,
and Collaborative
Recognize staff accomplishments via newsletters, the intranet, Board
All Managers
Ongoing.
Environment
announcements, and other avenues.
Expand the employee recognition program.
O'Malley
Celebrate employees'
achievements.
Continue to hold the Innovations Fair, which recognizes and thanks employees for
Gee
Q1: Innovations Fair was held on September 21.
innovative projects.
Q3: Another Innovations Fair will be planned.
Engage the bargaining units in informal discussions to implement collaborative
O'Malley
Ongoing.
Sustain and grow collaborative
solutions to workplace issues.
relationships with the bargaining
units.
Track and implement action items from quarterly Labor Management Committee
O'Malley
Ongoing.
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
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 25 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT
Recruit, educate, empower, and retain a workforce from diverse backgrounds
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q1/Q2: Roger continues to meet with bargaining representatives.
As bargaining matters come up and negotiations gets closer,
Board members will be brought into these meetings. For now,
Roger briefs Board Members during meetings with them one on
Continue General Manager and Board Member meetings with the bargaining
Bailey / Crayton /
one.
representatives.
Young
Q3: Roger has recently met with both Bargaining Units. As
matters come up that involve Board members, they will be
brought in. Roger continues to brief Board members during his
one on one meetings with them.
Q1: Supervisory Academy and Mentorship Program in progress.
Two employees are enrolled in the Career Development
Continue the Leadership and Supervisory Academies, Mentorship Program, and
Gee / O'Malley
Program.
Q2: Supervisory Academy concluded. Launching Management
Career Development Program.
Leadership Academy in March 2023.
Q3: Launched Management Academy and Leadership Speaker
Series.
Ongoing.
Develop employees to meet their full
Encourage staff to obtain professional or technical certifications and registrations.
All Managers
potential and fill future leadership
Q1/Q2/Q3: 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
Continue to host and participate in multiagency workforce development programs
O'Malley
Ongoing.
by Investing in
Resources and
Opportunities for All
for staff from Central San and sister agencies.
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.
Q3: Wellness Expo was held and Cake Walk is being planned.
Ongoing. Financial webinars are held monthly. Health seminars
Hold financial and health seminars.
O'Malley
are held periodically.
Build a diverse workplace that
Q1: DEI initiative was launched District wide in July. DEI Task
Foster a Culture of
celebrates differences and is
O'Malley /Bailey
Force has been selected and has begun meeting.
Diversity, Equity, and
inclusive of individual perspectives,
Conduct an assessment to identify strengths and weaknesses.
/ Gee
Q2: DEI Task Force continues to meet and is beginning to look
Inclusion (DEI)
ideas, and values.
into assessment.
Q3: DEI Task Force released the DEI survey.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 26 of 84
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Page 11 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT
Recruit, educate, empower, and retain a workforce from diverse backgrounds
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Develop programs/initiatives with metrics based on the outcomes of the
Q1/Q2/Q3: Pending results of the assessment.
assessment.
All Managers
Encourage and respectfully acknowledge the voicing of different views and
All Managers
Ongoing. Leadership Team has held several DEI learning
workshops and are committed to employing DEI principles in
perspectives.
everyday activities.
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/Q3: 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
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 27 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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.
Respond promptly to Public Records Act requests.
Young
transparency.
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.
Q2: FY 21-22 ACFR audit opinion issued in December 2022.
Q1: Applied for the Distinguished Budget Award for FY 22-23
Promote and Uphold
Ethical Behavior,
Earn the Government Finance Officers Association Certificate of Achievement
budget. Finalizing FY 21-22 ACFR and plan to submit for COA in
Openness, and
(COA) for Excellence in Financial Reporting and the Distinguished Budget
Mizuno
Q2: Received COA for FY 20-21 ACFR. Submitted application for
Accessibility
Presentation Award.
FY 21-22 ACFR COA award.
Produce accurate, timely, and
meaningful financial reports.
Q1: Initial ERP contract has been closed out. Contract
management module work underway. Permitting & Community
Development on track for implementation in 2023.
Q2: Continued progress on new module for CIP development.
Continue to evolve the enterprise resource planning (ERP) software and
Leiber / Mallory /
Information Technology team members continue to develop
associated systems to meet reporting needs.
All Managers
Oracle report creation skills through training and taking on new
assignments.
Q3: Still working on Contracts and Permitting modules. Quote
obtained for on board i ng/offboard i ng for employee -assigned asset
tracking.
Q1-Q2: Promoted voter registration and get out the vote
Promote voter registration efforts.
Barnett
messages via social media.
Q3: No activities required in Q3 based on election timing.
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.
Adhere to the Brown Act to provide public access to meetings.
Young
Encourage and
Facilitate Public
Livestream Board meetings online.
Young
Q1: Website is in process of being re -branded from 75th theme to
Participation
Maintain the virtual Customer Experience website.
Barnett
general Central San theme.
Q2: Website has been rebranded and updated.
Encourage civic engagement.
Q3: Website continues to be promoted.
Q1-Q2: Planning efforts for in -person events now that most
events are returning to normal. Planned and co -hosted Recycled
Host public events.
Barnett
Water Townhall in Lafayette.
Q3: Returning to in -person construction outreach. Meetings being
planning as part of capital improvements.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 28 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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: Expecting reimbursement for initial draw of $14.68M in Q2.
Q2: Initial low -interest SRF reimbursement received. Held
discussions with Regional San on forming a JPA allowing Central
Mitigate rate increases by leveraging financing opportunities.
Leiber / Gemmell
San to issue revenue bonds (lower interest than COPs) not
/ Mizuno
needing the additional cost and time constraints associated with
an election to approve said bonds.
Q3: Awaiting Draft State Intended Use Plan to see if UV
Disinfection project makes the fundable list.
Q1: Financial Plan to be presented in upcoming workshop.
Conduct long-range planning.
Develop scenarios to utilize debt prudently in financing the 10-Year Capital
Q2: Draft Financial Plan compiled to be presented to Board on
Improvement Plan (CIP).
Leiber / Mizuno
1/12/23. Anticipates use of low -interest financing in accordance
with Debt Management Policy.
Q3: Continuing.
Q1: Continuing to monitor SRF program funding availabilities
Q2: Development of a Grants Administrative procedure outlining
Actively pursue state and federal funding via loans and grants.
Leiber / Gemmell
formalized protocols for grant management. Expected to be
/ Mizuno
rolled out in Q3.
Q3: Awaiting Draft State Intended Use Plan to see if UV
Disinfection project makes the fundable list.
Q1: Proposal for disposition of variances inclusive of potential
Maintain Financial
Fund Rate Stabilization Account and Pension and Other Post -Employment
Leiber Mizuno
/
contributions to trusts pending.
Q2: Board approved contribution of an additional $1 M into OPEBtrust
Stability and
Benefits Trust with available funds from favorable year-end variances.
utilizing prior year budgetary variance.
Sustainability
Q3/Q4: Completed for this fiscal year.
Q1: Pension fully funded at 12/31/2021. Proposal for disposition
Ensure resiliency against recession
or other economic events.
of variances inclusive of potential contributions to OPEB trust
pending.
Strive towards full funding of employee -related obligations in accordance with
Leiber / Mizuno
Q2: Completed RFP issuance and evaluation process for new
pension/OPEB actuarial consultant. To work with consultant to
Board policies.
obtain actuarial reports for FY 23-24 budgeting purposes in Q3.
Q3: OPEB report shows strong OPEB funding at 93.3 and 98.6%
as of 7/1/22 and 7/1/23 (projected) for actuarial purposes.
Q1: Three plans are coordinated and integrated.
Develop budgets in alignment with the Strategic Plan, Enterprise Risk
Q2: Commenced internal planning meetings with EPM consultnat
Management, and 10-Year Financial Plan.
Leiber / Mizuno
on FY 23-24 budget project plan.
Q3: Budget process on track to produce budget consistent with
financial plan presented in January 2023.
Q1-Q3: Developed and disseminated nine monthly budget -to -
Manage costs.
Disseminate relevant and reliable interim financial information to management for
actual expenditure overviews and three quarterly financial review
monitoring and controlling of their respective cost centers.
Mizuno
to the Board, as well as monthly detail -level budget reports
internally. Annual ACFR also issued to Board in December.
Pursue efficiencies and new technology for cost control.
All Managers
Ongoing. Optimizations continuing. O&M Budget savings 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
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 29 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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)
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
receipt of California agency survey data.
Complete annual Benchmarking Study to identify potential gaps.
Gee
Q2: FY 2020-21 Benchmarking Study is scheduled to be
presented to Admin Committee and full Board in Q3.
Q3: FY 2020-21 study was presented to the Board. Internal data
collection for the AWWA survey was performed.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 30 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL FIVE — SAFETY AND SECURITY
Provide a safe, secure, and healthful workplace that foresees and addresses threats
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Monitor accident/incident causes to identify and mitigate hazards.
Ledbetter
Maintain low injury and illness
Provide regular analyses to the District Safety Committee, Safety Teams, and
Ledbetter
rates in a safe workplace.
Management Team on accident/incident causation and corrective measures.
Reduce and Eliminate
Risks of Injury or Illness
Increase visibility of Safety staff in the field.
Ledbetter
Enhance the safety culture through
improved training and
Conduct training based upon accident/incident causal factors, new processes,
Ledbetter
communications.
equipment, or procedures.
Notify supervisors and managers promptly of upcoming safety -related regulations.
Ledbetter
Q1: Reported to Finance Committee, scheduled for Board on
11 /3/22.
Maintain and report on the Enterprise Risk Management Program and risk
Q2: Will prepare annual report for presentation in Q3.
inventory.
Deutsch
Q3: ERM Team met, preparing for Committee and Board
presentations.
Q1: Shifting to calendar year audit program with next update
Evaluate and apply risk
effective for 2023, and to be discussed with Board in February
management practices.
2023.
Develop annual internal audit plans based on risk assessments.
Johnson
Q2: Preparing for February board discussion.
Q3: Presented annual audit plan to the Board via annual audit
workshop. Began fieldwork for first project identified in the 2023
Audit Plan.
Protect Personnel and
Ongoing.
Assets from Threats
Test and improve internal controls to mitigate risks of loss.
All Managers
and Emergencies
Address findings from regular internal and external audits.
All Managers
Ongoing.
Q1: Scheduled for Q3.
Train staff and conduct an exercise of the Continuity of Operations Plan.
Deutsch
Q2: No change.
Q3: Inclement weather prevented event — hoping to do in Q4.
Q1/Q2: Major update in September 2022.
Enhance capability to mitigate,
Maintain the Emergency Operations Plan.
Deutsch
Q3: No change.
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.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 31 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL FIVE — SAFETY AND SECURITY
Provide a safe, secure, and healthful workplace that foresees and addresses threats
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
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.
Q3: Site Visit, drafted security survey, scheduling interviews.
Q1: Focus has been on increased transient population and theft
Provide regular security awareness training to staff.
Deutsch
controls.
Q2: Continued communication regarding above topic.
Evaluate and implement
p
Q3: Additional measures included in above item.
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
Q2: Ongoing, will transition to new main gate in early Q3.
Q3: Delivery and Contractor Entrance was opened, staffed with
guards.
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.
Q3: Ongoing.
Q1: In process
Q2: In process. Cyber Security status update will be provided to
Address cybersecurity concerns as part of the Information Technology (IT)
Mallory
the Board in March 2023.
Strategic Plan.
Q3: Gave Board status update in March 2023. Cybersecurity plan
to be finalized with the Process and Technology Optimization
(PTO) Strategic Plan in late Q4.
Q1: On track; vendor completed the network penetration testing
Stay updated on the latest trends
and emerging threats in
Conduct third -party cybersecurity assessments focusing on technology, people,
Mallory
in October 2022.
Q2: Report to Admin Committee and Board will take place in
cybersecurity.
and physical assets.
March 2023.
Q3: See above key success measure.
Q1/Q2: Done on a monthly basis IT contributes to the Lateral
Understand and
Connection (LC) with Cyber Security and Technology tips to
Reduce Impacts of
Share news and tips with staff.
Mallory
increase efficiency.
Cybersecurity Attacks
Q3: Provided IT Tips article on where to find ERP Oracle training
videos in the Lateral Connection.
Q1/Q2: No notable attacks during the quarter, and no impacts.
Keep safeguards in place to block and filter attacks.
Mallory
Q3: No notable attacks/impacts. We will further optimize our
intrusion, protection and prevention systems in alignment with
our cyber security roadmap.
Q1: At 60% training level presently; continued focus area.
Prevent, detect, and remediate
effects of attacks.
Q2: Posted an opening for a Cyber Security Analyst to assist in
Measure and reduce employee susceptibility to phishing.
Mallory
creating & implementing a full cyber security program.
Q3: No significant improvement this quarter. We will ramp up
training and phishing exercises in Q4.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 32 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL FIVE — SAFETY AND SECURITY
Provide a safe, secure, and healthful workplace that foresees and addresses threats
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q4 /
Q2 Q3
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
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.
Q3: Completed.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 33 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 6 — INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q1: Draft Asset Management Plan will be presented in Q3 and
includes process details for condition assessment.
Q2: Ongoing.
Formalize a condition assessment process for each asset class and complete
Meyer / Goel /
Q3: Asset Management Plan was presented to the
condition assessments on all critical equipment.
Lopez
Engineering and Operations Committee. E&O committee
commended the Asset Management Plan and recommended
for a workshop along with the Process and Technology
Optimization Report.
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
Incorporate Asset Management
Capital Improvement projects.
integrate with CP.
practices into the Capital
Improvement and Maintenance
Programs.
Q1: Ongoing, FRACAS process in place.
Report, analyze, and identify corrective actions to eliminate or mitigate the
Meyer / Lee
Q2: Completed 1 RCA on Hypo system.
recurrence of the failure of key and critical assets.
Q3: Completed 1 RCA on Wet Scrubber.
Complete Planner Updates to work orders and use other feedback mechanisms for
Meyer / Lee
Q1: 20 planner updates completed.
Q2:18 planner updates completed.
continuous improvement.
Q3: 47 planner updates completed.
Manage Assets
Optimally
Optimize rehabilitation, replacement, and cleaning of pipelines.
Seitz
Q1: Ongoing.
Perform strategic reliability -based analysis on treatment plant process systems.
Meyer / Lee
Q2: On target. Identified processes for PMO and RCM.
Q3: On target. RCM refresher training contract executed and
actual training scheduled.
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 reliability -centered asset
Q1/Q2: This is part of the Process and Technology
management strategies.
Optimization strategic plan.
Develop Asset Health Indicator Requirements and an Asset Tool Framework.
Meyer / Goel /
Q3: Identified for prioritization exercise in May/June.
Mallory
Maintenance, Optimization, and IT divisions are summarizing
the background and objectives to engage consultants in Q4
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.
Q3: Ongoing.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 34 of 84
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ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 6 — INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q1: Ongoing CMMS set up for Pump Stations Operations
preventive maintenance work order and in the process to pilot
Transfer Pumping Stations Operations preventative maintenance work orders to
Meyer /Lee
San Ramon Pump Station.
CMMS by the end of 2022.
Q2: Ongoing, creating inboxes, work flows and creating PM
task in CMMS, plan to complete end of FY.
Q3: Ongoing.
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
Q2: Ongoing.
Q1: InfoAsset license is up-to-date. Asset management group
Develop a prioritization model for vertical assets and update the risk model.
Gemmell / Bohan
is working on completing the Asset Management Plan.
/ Meyer
Q3: Asset Management Plan is scheduled for E&O and Board
Perform capital improvements in
in Q4.
accordance with the
Q1: In progress. Executed contract with Oracle implementor
Comprehensive Wastewater
Master Plan (CWMP) and Asset
and initiated planning phase for EPM capital project budgeting
Management Program findings.
solution.
Q2: Completed "discovery" and successfully transitioned to
Maintain and evolve tools for effective financial and project management of the
Lopez / Mizuno
"design" phase of project planning. Expect to complete
"design" "test'
capital program.
and transition to phase in Q3.
Q3: Worked through various design and pre -implementation
tasks including 10-year actual and budget CIP data migration
Execute Long -Term
and validation. Staff training and change management
Capital Renewal and
sessions to commence in Q4.
Replacement Program
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.
Harden infrastructure against
Q2: The technical memo will be initiated in the next FY.
resiliency risks associated with
climate change, earthquakes, and
Q1: Levee Improvements project design with Flood Control
energy availability.
Improve the wet weather basins, berms, and levees to reduce risk of flood damage
Lopez / Gemmell
District is in progress, expected to bid this FY. Wet weather
in extreme wet weather.
basin evaluation and berm raising planning are in progress.
Q2: In process. A consultant is reviewing this item.
Q1: Laboratory seismic retrofit is in progress, will be completed
Seismically retrofit the Laboratory and Maintenance Reliability Center buildings.
Lopez / Hodges /
Schectel / Meyer
in Q2.
Q2: Laboratory seismic improvements completed.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 35 of 84
Page 17
Page 20 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
GOAL 6 — INFRASTRUCTURE RELIABILITY
Maintain facilities and equipment to be dependable, resilient, and long lasting
Strategy
Initiative
Key Success Measures
Responsible
Q1
Q2
Q3
Q4 /
Activities/Performance in Achieving KSM
Person(s)
FY-End
(Status, Comments, and Exceptions)
Q1: Planning tasks are complete for procurement of electrical
blowers. Capital is leading effort for construction.
Q2: Design is in progress for Phase 1 Steam Improvements.
This project will improve the safety and reliability of the steam
system. Expected to bid project Q2 of FY 23-24. Blower
Complete renovation of steam and aeration blower operations to increase capacity
Lopez / Mizutani /
Project to be complete Q3 2023.
during energy outages.
Hodges
Q3: Design continues for Phase 1 Improvements with bid
expected Q1 of FY 23-24.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 36 of 84
Page 18
Page 21 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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
supported by the new Optimization Manager that is currently
being recruited, with anticipated on -boarding in Q3.
Review plant process control loops and evaluate and rank based on potential cost
Goel / Director of
Q2: Operations Optimization Manager Nitin Goel was on -
boarded, but with the departure of the Director of Operations, this
savings.
Operations
KSM may be reworked or be put on hold to pursue other priorities
related to the optimization effort.
Develop performance metrics
Q3: Control loops are continuously updated as part of major
related to key operational systems.
capital improvement projects such as Electric Blower
Improvement Project, Solids Phase 1A, Influent Pump Station
Electrical Upgrade, etc
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 -
boarded, but with the departure of the Director of Operations, this
optimization potential and develop recommendations for improvements.
Operations
KSM may be reworked or be put on hold to pursue other priorities
related to the optimization effort.
Q3: To start engaging consultants in Q4.
Q2/Q3: 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.
p
Operations
p
KSM may be reworked or be put on hold to pursue other priorities
related to the optimization effort.
Analytics to Become a
More Efficient Utility
Q1: On -track for Q3.
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
Assess and pilot test digital monitoring and cloud analytics to leverage machine
Goel / Meyer
boarded, but with the departure of the Director of Operations, this
learning where effective and applicable.
KSM may be reworked or be put on hold to pursue other priorities
related to the optimization effort.
Q1: On -track for Q4.
Deploy improved monitoring and
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
performance tracking and
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
analytics.
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
processes.
Q2: Operations Optimization Manager Nitin Goel was on -
Develop new reporting dashboards to track strategic, tactical, and operational
Goel / Director of
boarded, but with the departure of the Director of Operations, this
KSM may be reworked or be put on hold to pursue other priorities
performance metrics.
Operations
related to the optimization effort.
Q3: SCADA hardware upgrades is in a critical path and to be
completed first before the implementation of Aquasight
dashboard. Aquasight is developing dashboard and will be live
after the SCADA upgrades are complete.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 37 of 84
Page 19
Page 22 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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: 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
consultant process experts. This is a phased plant optimization
Goel / Director of
program, with this element of work assigned to the newly formed
Develop best practices guidance for process control.
Operations
Blue Ribbon Process Optimization Committee for completion in
Q3.
Q2/Q3: 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: On -track for Q4.
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
Conduct a review and ranking of current versus target treatment efficiencies.
Goel / Director of
boarded, but with the departure of the Director of Operations, this
Evaluate the treatment process
Operations
KSM may be reworked or be put on hold to pursue other priorities
and carry out recommendations for
related to the optimization effort.
optimization.
Q1: On -track for Q4.
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
Implement
Identify conceptual improvements and their potential efficiencies.
Goel / Director of
boarded, but with the departure of the Director of Operations, this
Organization -Wide
Operations
KSM may be reworked or be put on hold to pursue other priorities
Optimization
related to the optimization effort.
Q1: On -track for Q4.
Goel / Director of
Q2/Q3: 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/Q3: 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/Q3: Managers continue to review optimizations progress
Continue the Optimizations, Applied Research, and Smart Initiative programs.
LaBella / Goel /
on a quarterly basis.
Meyer
Q1: FY 2021-22 Optimizations Program Annual Report targeted
Support innovation in capital and
operational improvements.
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.
Q3: FY 2021-22 report was presented to the Board.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 38 of 84
Page 20
Page 23 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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 are at work, and project is on track.
Q2: Workshops held to present tentative results; Smart Utility
Develop and begin implementing the IT Strategic Plan.
Mallory
workshops will take place in February 2023. On schedule for a
Q3 completion.
Q3: Completed Smart Utility workshop in February. Blue Wall
prioritization exercise planned for May.
Q1/Q2: Phase 1 of Chathu's Mentorship Project is complete.
Phase 2 included in IT/OT master plan.
Automate the Treatment Plant Asset Handover Process and track completion of
Mallory / Goel /
Q3: IT provided access to Engineering folder that houses the
key points along the workflow.
Meyer
asset information until the process is either automated or further
improved.
Q1: Still under consideration and discussions with Operations.
Q2: Bar coding fixed plant assets has been piloted and proven
successful. Now in the stage of implementing at the treatment
Evaluate and use geocoding/barcodes to tag and track plant assets.
Gaines / Leiber /
plant, where bar codes will be put on all fixed assets. Piloting
Deutsch / Meyer
geo-tracking devices for mobile assets (loss prevention) is still
under consideration. For the first item tested, it did not prove
effective.
Q3: Implementing bar coding for TP assets.
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/Q3: The issuance of inventory items is a collaborative project
with IT 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/Q3: Have not started project; have created hardware
redundancy for existing HTE system until a change is made for a
billing software.
/ Mallory
new system. Waiting for Permitting Software go -live.
Q1: Project will restart with Oracle on 10/17/2022, with a targeted
date of Summer 2023 go -live.
Implement Permitting and Community Development software.
Gemmell / Leiber
Q2: Progressing. Summer 2023 go live still anticipated, but could
/ Mallory
extend to fall depending on implementer issues.
Q3: Good progress on implementation. Go -Live scheduled for fall
Continue to configure new ERP
2023 to focus on training/UAT after billing is completed.
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/Q3: Reviewing Oracle functionality for tracking these items.
Improve Maintenance, Repair, and Operations metrics monitoring.
Meyer
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 39 of 84
Page 21
Page 24 of 34
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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: Scoping of this effort is underway, as it follows the
completion of the above tasks of the performance reliability of
key treatment processes.
Identify potential collection and treatment system catastrophic events along with
Goel / Director of
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
key operational decisions and responses.
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: Scoping of this effort is underway.
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
Develop Decision Analytics to provide the required support documentation for
Goel / Director of
boarded, but with the departure of the Director of Operations, this
Make sound decisions when faced
rapid response.
Operations
KSM may be reworked or be put on hold to pursue other priorities
with unforeseen events.
related to the optimization effort.
Q1: Scoping of this effort is underway.
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
Develop the analytic infrastructure to gather and use information to make data-
Goel / Director of
boarded, but with the departure of the Director of Operations, this
driven assessments.
Operations
KSM may be reworked or be put on hold to pursue other priorities
Be Adaptable, Resilient,
related to the optimization effort.
and Responsive
Ongoing as needed.
Survey best practices of leading sister agencies.
All Managers
Q1: Scoping of this effort is underway.
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
Design and perform Failure and Response Evaluations of major operational
Goel / Director of
boarded, but with the departure of the Director of Operations, this
upsets.
Operations
KSM may be reworked or be put on hold to pursue other priorities
related to the optimization effort.
Develop and employ improved
Q1: Staff is working with Aquasight to develop a digital real time
operational decision support
systems and approaches where
(DRT) monitoring program to support data analytics and
practicable.
performance trending.
Implement the Jarvis Operations Response software pilot to facilitate decision
Goel / Director of
Q2/Q3: Operations Optimization Manager Nitin Goel was on -
making based on real-time data.
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.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 40 of 84
Page 22
Page 25 of 34
ATTACHMENT 2
CE SANITARY
RY TRADISTRICT
COSTA
ICT
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
GOAL 1 - CUSTOMER AND COMMUNITY
Provide Exceptional Service
Metric
Target
Responsible
Person(s)
Q1
Q2
Q3
Q4 / FY-End
Comments / Issues
Average onsite response time
for collection system emergency calls,
<30 minutes
Seitz
15 minutes
20 minutes
18 minutes
during working hours
Average onsite response time
41 minutes
for collection system emergency calls,
540 minutes
Seitz
34 minutes
42 minutes
FY 2021-22:
after hours
32.47
Average customer service rating for
>_3.8 out of 4.0
Seitz
4.00
4.00
4.00
emergency calls
Q1: No surveys sent. Surveys will be mailed to customers for WC 15 and N.
94%
Orinda 8 projects in Q2.
°
75 /°
Q2: Walnut Creek 15 overall satisfaction was 75%. Results for N. Orinda 8 will
Average customer satisfaction rating on
°
?95 /°
Carpenter Lopez
No surveys sent
FY 2021-22:
FY 2021-22:
be available next quarter.
ro
construction projects
p�
No surveys sent in
No surveys sent in
Q3: North Orinda 8 overall satisfaction was 94%.
Q2; 90. 1% in Q1
Q2 or Q3;
90.1 % in Q1
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
90%
86%
calling standard phone number.
Average customer satisfaction rating on
?95%
Gemmell
100%
FY021-22:
Q2: 4 Surveys submitted with Excellent ratings.
permit counter interactions
p
FY 2021-22:
100 %
Q3: 6 out of 7 surveys submitted with Excellent ratings. 1 Needs Improvement
y g p
90.1%
rating related to customer who was told that their existing encroachments would
need a Real Property Agreement and no further encroachments would be
permitted.
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.
Q2: One hundred and five (105) people were served through virtual and
Participants in public tours and
?500
Barnett
277
105
150
community events.
presentations
Q3: One hundred and fifty (150) people were served through virtual and
community events.
Q1: Next session tentatively planned to be held in person in spring 2023.
Participants in Central San Academy
>_35
Gee
20
Q2: Planning next session to begin in Q3.
Q3: Central San Academy was held with 20 participants.
4
Q1: 2 awards received.
Awards or recognitions received
>_10
Young
2
2
Q2: 4 awards received.
Q3: 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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 41 of 84
Page 1
Page 26 of 34
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANDARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
GOAL 2 — ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts
Metric
Target
Responsible
Person(s)
Q1
Q2
Q3
Q4 / FY-End
Comments / Issues
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.
FY 2021-22:
Violation is not expected.
Title V compliance
0 violations
Weer
0 Reportable
Q3: Inoperative monitor RCA for Furnace 1 opacity monitor on 1/27/2023.
Compliance
Violation is not expected.
Activities
Regulatory Title V work orders
°
100 /°
Meyer
°
100 /°
100%
°
100/o
completed on time
Q1: On track to meet calendar year (CY) 2022 GHG target.
Anthropogenic greenhouse gas (GHG)
<_25,000 metric tons (MT)
Cheng
Q2: Met CY 2022 target. Pre -verified total: 24,025MT CO2e.
emissions
CO2e per calendar year
Q3: On track to meet calendar year (CY) 2023 GHG target.
Sanitary sewer overflows
<_1.3 spills per 100 miles
Seitz
3
9
2
of pipeline
1
3
1
Spills to public water
<1
Seitz
FY 2021-22: 0
FY 2021-22: 2
FY 2021-22: 2
3
0
Spills greater than 500 gallons
s3
Seitz
1
FY
FY 2021-22: 4
Sanitary sewer overflows
0
Seitz / Lopez
0
0
0
resulting from construction work
Annual Environmental Compliance
Q3: 100% of Environmental Compliance inspections and permitting completed
inspections and permitting
100%
Henry /
100%
°
100 /D
°
100 /°
on time.
completed on time
Talarico
Household Hazardous Waste (HHW)
0 violations
Wyatt
0 violations
0 violations
0 violations
management compliance
Q1: Five thousand, seven hundred and sixty nine (5,769) students were served
through education programs.
Q2: Three thousand, eight hundred and sixty three (3,863) students were served
Students served by education programs
>_6,000
Barnett
5,769
3,863
**4,393
through education programs.
Q3: Four thousand, three hundred and ninety-three (4,393) students were
served through education programs. **Delta Discovery Data will be added when
it becomes 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.
OCompleted O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 42 of 84
Page 2
Page 27 of 34
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANDARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
GOAL 2 - ENVIRONMENTAL STEWARDSHIP
Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts
Metric
Target
Responsible
Person(s)
Q1
Q2
Q3
Q4 / FY-End
Comments / Issues
Q1: On track.
Gallons of recycled water
'-240 million gallons (MG)
Foss
90.7 MG
23.6 MG
4.2 MG
FY2021-22:
Q2: On track.Q3: Recycled water usage was lower than usual due to wet
distributed to external customers
24.2 MG
weather.
Electricity produced by co -generation using
>_18 million kWh (reported
Lee / Shima
22.8 million kWh
22.0 million kWh
22.0 million kWh
01: On track.
02: On track.
natural gas
as a rolling average)
Q3: On track.
Q1: On track.
Solar power produced at Collection System
>_220,000 kWh (reported
Lee /Shima
286,000 kWh
293,000 kWh
279,000 kWh
Q2: On track.
Operations and HHW Collection Facility
as a rolling average)
Q3: On track.
FY 2021-22: Boarded
Q1: Start of construction delayed by 45 days due to a pipeline easement issue
FY 2021-22:
adopted CEQA
on the Lagiss Property. Still on track to complete project by end of fiscal year.
Focused on
mitigated negative
Q2: Start of construction continues to be delayed as Central San's solar vendor
completing CEQA
declaration, approved
works with Kinder Morgan and PG&E to gain approval for crossing over their
Solar power produced
>_2.5 million kWh
environmental
the project, approved
existing easements with facilities for the new solar array.
by a new solar array near the treatment
(reported as a rolling
LaBella
review, start-up
Amendment 1 to the
03: Central San's solar vendor continues to await approval from Kinder Morgan
plant campus
p p
average)
g)
anticipated for
Power Purchase
for crossingover their three easements and two pipelines on the La iss property
p p g p p y
January/February
Agreement, and
with the interconnection facilities for the solar array. The project cannot proceed
2023.
approved creation of
to construction until this is resolved.
$600,000 capital
project.
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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
OOff Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 43 of 84
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Page 28 of 34
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANDARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT
Recruit, educate, empower, and retain a workforce from diverse backgrounds
Metric
Target
Responsible
Person(s)
Q1
Q2
Q3
Q4 / FY-End
Comments / Issues
Average time to fill vacancy
<_60 day s
O'Malley /
45
59
45
(from request to hire)
Manor
2.1 % (incl.
2.5% mints.
0.7% (incl.
Retirements)
56.5%
O'Malley /
retirements)
Retirements)
Turnover rate
(incl. retirements)
Granzella
1.1 % (excl.
0.36% (excl.
0.72% (excl.
retirements)
Retirements)
Retirements)
Average annual training hours
O'Malley /
2.70
per employee
>_15
Smith
7.22
3.69
(external and internal training)
See comments for FY
See comments for FY
See comments for FY
Q1: Jul rec'd 73%; Aug rec'd 80%; Sep rec'd 95%.
2022-23 performance
2022-23 performance
2022-23 performance
Q2: Oct rec'd 82%; Nov rec'd 76%; Dec rec'd 79%.
Q3: Jan rec'd 84%; Feb rec'd 65%; Mar rec'd 65%
Completion of
annual performance evaluations
100%
O'Malley /
Howard
FY2021-22:
FY2021-22:
FY2021-22:
July evals 86% reed,
Oct. evals 91 % rec'd,
Jan. evals 83% reed,
Aug. evals 86% rec'd,
Nov. evals 91 % reed;
Feb. evals 62% reed;
Sep. evals 83% reed.
Dec. evals 72% reed.
Mar. evals 68% reed.
Q1: All eligible employees received Temporary Modified Duty.
Temporary modified duty provided
>-95% of recordable
Deutsch
°
100 /O
°
100 /°
°
100 /°
Q2: All eligible employees received Temporary Modified Duty.
(Return to Work program)
injuries
Q3: All eligible employees received Temporary Modified Duty.
Q3: Only one new hire and it was an entry-level position.
Internal promotions
°
?25 /°
O'Malley /
°
66.67 /°
°
33.33 /°
°
0 /°
(excludes entry-level positions)
Granzella
Formal grievances processed
0
O'Malley / Manor
0
0
0
O'Malley /
Q1/Q2: Wellness Expo takes place in Q2. Employees continue to engage in
Participation in annual Wellness Expo
+ >>-10% each year
Howard
°
15 /° increase
Wellness activities.
Q3: 54 Attendees at 2023 Expo vs. 47 in 2022. 15% increase.
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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 44 of 84
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Page 29 of 34
ATTACHMENT 2
CE SANITARY
RY TRADISTRICT
COSTA
ICT
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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
AAA/Aa1
Q1 - Q3: 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
n/a
This is a year-end calculation only. To be updated in Q4.
n/a
n/a
This is a year-end calculation only. To be updated in Q4.
Debt as a percentage of total assets
:560%
Leiber /Mizuno
n/a
Debt financing
n/a
n/a
This is 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
n/a
This is 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
n/a
This is 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
n/a
This is a year-end calculation only. To be updated in Q4.
spending in 10-year CIP (projection)
°
?100 /°
Leiber /Mizuno
°
n/a
n/a
This is 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
n/a
This is a year-end calculation only. To be updated in Q4.
Sewer Construction reserves
of next year's budget
Leiber / Mizuno
n/a
(non -debt financed)
Q1: Slightly below target, largely due to July always being lower due to prior year
Operating expenditures
95 2%
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
Q2: 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%
°
100%
Committee.
Reported material weaknesses or
Q1: This is a once a year result only. To be updated in when Financial Audit is
significant deficiencies
0
Leiber / Mizuno
n/a
0
0
available for FY 2021-22 (in Q2 of this fiscal year).
in internal controls as part of annual
Q2/Q3: Audit of ACFR completed without material weaknesses or significant
financial audit
deficiencies.
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 45 of 84
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Page 30 of 34
ATTACHMENT 2
CE SANITARY
RY TRADISTRICT
COSTA
ICT
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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)
Q1: No overflow claims.
Average cost per overflow claim
<_$25,000
Deutsch
$0
$8,777
$12,100
Q2: $8,877 (which includes $20k reserve. Avg cost paid to date is $3,877).
Q3: Average cost per Overflow (combined) $12.100.00.
Q1: 197 purchase requisitions received; 81 % met processing time metric. Avg
Purchasing requisitions completed within
86%
requisition processing time is 5 business days.
standard processing time
o
?80 /o
King
0
81 /0
0
86 /o
Q2: 180 purchase requisitions received; 86% met processing time metric. Avg
requisition processing time is 4 business days.
Q3: 222 purchase requisitions received; 86% met processing time 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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 46 of 84
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ATTACHMENT 2
CE SANITARY
RY TRADISTRICT
COSTA
ICT
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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%
100%
completed on time
Q1: 2 recordables, 136,988 hours worked. Incident Rate - 2.9
Employee injury and illness
<
_3.3
Ledbetter
2.9*
3.8*
3.0*
Q2: 3 recordables, 125,556 hours worked. Incident Rate - 4.77
lost time incident rate
Q3: 1 recordable, 134677 hours worked. Incident Rate - 1.5
*Cumulative Incident Rate
Workers' compensation
Q1-Q4: Ex Mod applies for the fiscal/policy year.
experience modifier
<_1.0
Deutsch
82
.82
.82
.82
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
<60
implement).
Q3: Chair for Safety Committee resigned and we only could have one meeting
in the past quarter.
Q1: 174 accounts in full compliance, 40 accounts in partial compliance, and 9
accounts in non-compliance.
Contractors/consultants in compliance
>70%
King
78%
81 %
83%
Q2: 180 accounts in full compliance, 35 accounts in partial compliance, and 7
with insurance requirements
accounts in non-compliance.
Q3: 181 accounts in full compliance, 28 accounts in partial compliance, and 9
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
100%
equipment "phoning home". The root cause was a patch applied by the vendor
affecting normal business operations
FY 2021-22:
that switched the timing from 2AM to 2PM.
100% uptime
Q3: No incidents.
Q2 / Q3: No data lost.
Data backup and recovery
0 lost data
Mallory
0 lost data
100%
65%
65%
Q3: Status unchanged. Will ramp up in Q4.
Employees trained in
100%
Mallory
60%
cybersecurity awareness
FY2021-22: N/A
FY2021-22: N/A
(new metric)
(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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 47 of 84
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Page 32 of 34
ATTACHMENT 2
CE SANITARY
RY TRADISTRICT
COSTA
ICT
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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%
95%
completed on time
Planned recycled water distribution system preventative
maintenance
>98%
Seitz
100%
100%
100%
completed on time
Planned collection system preventative maintenance
?98%
Seitz
99.2%
99.2%
99.5%
completed on time
Pipeline cleaning
On >A% of pipelines
3.21 %
3.31 %
3.81 %
quality assurance / quality control (QA/QC)
cleaned on an annual
Seitz
basis
FY 2021-22: 4.43%
FY2021-22:3.31%
FY 2021-22: 2.42%
95.1 %
96.43%
Pipeline cleaning QA/QC passing rate
2:98%
Seitz
FY 2021-22:
FY 2021-22:
98.74%
95.45 %
94.20 %
31 miles
18 miles
18 miles
Pipeline inspected through
10% inspected
Closed Circuit Television Program
(150 miles) / 37.5
miles per quarter
Seitz
FY2021-22: N/A
FY2021-22: N/A
FY2021-22: N/A
(new metric)
(new metric)
(new metric)
Uptime for vehicles
100%
Seitz
100%
100%
100%
Miles of sewers replaced
0.5 miles
1.3 miles
(focused on deteriorated
>_6.0
Mestetsky /
1 mile
small diameter pipelines)
Lopez
FY2021-22:
FY2021-22:
1.3 miles
0.9 miles
FY 2021-22: Began
Ir Y 2021-22:Q1:
Completed Phase 1 inspection of large diameter pipelines in Martinez and
work on ITpipes
Coordinated
Danville Blvd and associated maintenance access covers. Results expected in
multi -sensor
meetings with
Q2: Preliminary files for manhole inspections, CCTV, and H2S provided to
Large diameter and force main
Waples / Frost /
inspection portal.
I contractor and subs
ITpipes. Cues processing of laser data delayed, anticipate remaining data
condition assessment
>_3 miles per year
Gemmell
<1 mile
Inspections delayed
to address
delivered to ITpipes early 2023 and accessible to District in Q3.
by contractor
contractor delays.
Q3: ITpipes platform completed. Data being reviewed. Additional inspections
performance;
Pushing for
to achieve >3 miles/year would not be authorized until after staff determines
inspections still
inspections to begin
the value of MSI results in Phase 1.
expected this FY.
this FY.
Average time to execute Engineering agreements from
<2 weeks
King
9.81 business days
6.35 business days
6.69 business days
complete package submittal
99%
Contract renewals executed on time
100%
King
100%
100%
for uninterrupted service
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
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 48 of 84
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Page 33 of 34
ATTACHMENT 2
CE SANITARY
RY TRADISTRICT
COSTA
ICT
SANITARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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
working day threshold. Three items outside this range required additional
Approved request -to -stock items entered in databases
o
100 /0
Gaines / Leiber
100%
o
100 /a
o
100 /o
information from the requester.
Q2: 9 Items requested to stock and 9 items added within the specified 5
within 5 business days
working day threshold.
Q3: 19 Items requested to stock, all 19 items were added within 5 working
days and linked to the appropriate assets.
Q1: Rollover in FY 22-23 was large at $69.41VI excluding project close-out
savings, thus falling well short of target in Q1. Finance/Capital/Planning teams
are looking into the spending pace as we gear up for rate adjustment hearings.
Capital expenditures
29.2%
37.3%
37.0%
Q2: Increase from Q1, although well short of target due to large carryforward
as a percentage of capital budgeted
from FY 21-22. 1/12/23 Financial Workshop communicated that approximately
(YTD estimated budget)
o
>-90 /o
Lopez / Mizuno
FY 2021-22:
FY 2021-22:
FY 2021-22:
$28.91VI in FY 21-22 carryforward would be released to reserves for future
cash flow including carry forward
Data was not yet
Tracking below 90%
Tracking below 90%
years as part of FY 23-24 budget cycle.
available
as of November
as of April
Q3: Slight reduction from Q2, still short of target due to carry forward from FY
21-22. FY 23-24 CIB significantly lowered from recent years in an effort to
catch up on projects impacted by pandemic and supply chain challenges over
past 2-3 years.
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 49 of 84
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Page 34 of 34
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANDARY DISTRICT
FY 2022-23 STRATEGIC PLAN
KEY METRICS PROGRESS TRACKER
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
Mallory / Goel
update.
Projects initiated under Central San Smart
>_3
03: This initiative is being rolled into the Process and Technology
Optimization (PTO) Strategic Plan.
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
performance trending.
Q2: Operations Optimization Manager Nitin Goel was on -boarded, but with
Improved process monitoring or
?3 control loops
Goel Director of Operations
FY 2021-22: N/A
the departure of the Director of Operations, the development of control loops
performance reporting
p P 9
new metric
i �
will be put on hold to pursue other priorities related to the optimization effort.
p p p� p�
Q3: Control loops are continuously updated as part of major capital
improvement projects such as Electric Blower Improvement Project, Solids
Phase 1A, Influent Pump Station Electrical Upgrade, etc.
01: Membrane pilot decommissioned. Reports anticipated in Q2/Q3.
02: Received draft Membrane Pilot report. Final Pilot report and Draft
Reviews or pilot tests
-3
''
Frost All Managers
alternatives evaluation report anticipated in Q3.
of new and promising technology
Q3: Received Final Pilot report. Final Alternatives evaluation report
anticipated Q4. Received draft multi -sensor inspection pilot inspection
reports from Cues/ProPipe.
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.
>_3 papers or
02: Envision abstract submitted to WEF CS 2023 and WEFTEC 2023
Research papers and findings presented
presentations
Frost / All Managers
2
3
conferences. Membrane pilot abstract submitted to WEFTEC 2023.Abstract
"Re
submitted to WEFTEC -use and Rehabilitate to Recycle: A case study
on modernizing dual media tertiary filters at the Central San WWTP"
Q3: No new papers completed this quarter. Membrane pilot was presented
to both Central San Academy and Externship programs.
2
1
7
Q1: In addition, 20 Planner updates completed.
Don't Just Fix It; Improve It
'25
Meyer
02: In addition, 18 Planner updates completed.
work orders completed
FY2021-22: 6
FY2021-22: 1
FY2021-22: 2
03: 7 completed.
Completed optimizations
>_20
Gee / All Managers
Q1/Q2/Q3: 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.
OCompleted O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
OOff Track
(Target is in danger of not being met for the FY)
May 2, 2023 Regular ADMIN Committee Meeting Agenda Packet - Page 50 of 84
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