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Home My WebLink About04.a. Receive F& 2022-23 Strategic Plan Annual Report and TrackersPage 1 of 51 Item 4.a. F__1_448�411C_S0 October 31, 2023 TO: ADMINISTRATION COMMITTEE FROM: PHILIP LEIBER, DEPUTYGENERAL MANAGER -ADMINISTRATION REVIEWED BY: ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE FY2022-23 STRATEGIC PLANANNUAL REPORTAND TRACKERS Attached is the Strategic Plan Annual report for FY 2022-23 along with associated the detailed metric tracker for the fourth quarter of Fiscal Year (FY) 2022-23. This is the first year of Central San's FYs 2022- 24 Strategic Plan. The annual report (Attachment 1) summarizes achievement related to the detailed metrics, and outlines key accomplishments in each of the seven goal areas. Also attached is the detailed key success measure (KSMs) tracker (Attachment 2) and key metrics tracker (Attachment 3) for fourth quarter of FY 2022-23. 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. October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 31 of 111 Page 2 of 51 ATTACHMENTS: 1. Annual Report 2. Q4 FY 2022-23 Key Success Measures Tracker 3. Q4 FY 2022-23 Key Metrics Tracker October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 32 of 111 FY 2022m23 STRATEGI At .r- 9 41 2 aft 140 October 31, 2023 Special`. CN ,Meetih4 gA A �.i 7!!T 446.O �� ° im - Iu��1==� Page 3 of 51 Page 4 of 51 CENTRAL SAN OVERVIEW Established in 1946, Central San is a special district of the State of California. Special districts are local public agencies formed by residents of a community to provide a specific service. We provide wastewater collection, treatment, and disposal services; recycled water production and distribution; and household hazardous waste collection. We maintain more than 1,500 miles of neighborhood sewer pipes and 18 pumping stations to collect and carry wastewater to our regional treatment plant in Martinez. We serve nearly half a million residents and more than 15,000 businesses within a 146-square-mile service area (service area map pictured). Central San has 294 budgeted full-time employees led by a -General Manager, two Deputy General Managers,13 Division Managers, and one Internal Auditor. E I �^ o_ t 1 _ October' 31, 2023 Special ADMIN SUISUN BAY MARTINEZ • CONCORD PLEASANT HILL CLAYTON WALNUT CREEK LAFAYETTE ORINDA ALAMO MORAGA DANVILLE SAN RAMON Wastewater collection & treatment* Household Hazardous Waste (HHW) disposal. Wastewater treatment & HHW disposal in Concord & Clayton by contract. HHW disposal only. Central San headquarters, treatment plant, HHW Facility & Residential Recycled Water FIII Station. MISSION, VISION, &VALUES Our Mission To protect public health and the environment Our Vision To be an innovative industry leader in environmental stewardship and sustainability, while delivering exceptional service at responsible rates Our Values Our core values guide our daily decisions and how we fulfill our mission, vision, and goals • Customer Service • Innovation We are responsive to our customers, We continuously improve and optimize and we deliver on our commitment to our operations. provide safe, reliable, and cost-efficient • Environmental Sustainability services. • Employees We empower our employees to do their best work. • • Integrity We hold ourselves accountable to a high standard of honesty, reliability, and transparency. We conduct our business to safeguard and improve our planet. Diversity, Equity, and Inclusion We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity and inclusion. 111111111111,0- m� _�_^^fR_ _ _eta®�� _ �n�� ••_� s.-T_ _ L 2� Page 5 of 51 FY 2022-23 STRATEGIC GOALS GOAL 1: CUSTOMER AND COMMUNITY Provide exceptional service GOAL 2: ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change GOAL 3: WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds GOAL 4: GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model GOAL 5: SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats GOAL 6: INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting GOAL 7: INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable 3� rA, O6tol AI ACRONYMS ADUs - Accessory Dwelling Units AWWA - American Water Works Association BI - Business Intelligence CIP - Capital Improvement Program CO2e - Carbon Dioxide Equivalent DEI - Diversity, Equity, and Inclusion EBMUD - East Bay Municipal Utility District EAM - Enterprise Asset Management FEMA - Federal Emergency Management Agency FY - Fiscal Year GFOA - Government Finance Officers Association GHG - Greenhouse Gas GIS - Geographic Information System HHW - Household Hazardous Waste IT - Information Technology kWh - Kilowatt -Hour MOU - Memorandum of Understanding MT - Metric Tons NACWA - National Association of Clean Water Agencies NOV - Notice of Violation O&M - Operations and Maintenance PTO - Process and Technology Optimization QA/QC - Quality Assurance/Quality Control RCA - Reportable Compliance Activity RV - Recreational Vehicle SRF - State Revolving Fund 0 Page 6 of 51 GOAL ONE - CUSTOMER AND COMMUNITY PROVIDE EXCEPTIONAL CUSTOMER SERVICE STRATEGIES: MAJOR ACCOMPLISHMENTS: 5 • Deliver High -Quality Customer Service • Promote Initiatives to Advance Affordable and Equitable Access to Services • Build Neighborhood and Industry Relationships 1 Completed a wastewater cost of service study, implemented a new rate category for Accessory Dwelling Units (ADUs), and approved new rates and fees that remain within the Environmental Protection Agency's affordability criteria 2 Opened a free Recreational Vehicle (RV) Waste Disposal Station for customers to safely dispose of their wastewater 3 Created Central San Home Guide highlighting information on ADUs, easements, laterals, and more for homeowners and businesses 4 Received 11 awards for exceptional state and national leadership in wastewater and specific functional areas I October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 36 of 111 10 1 ./.LI . Metric Target Performance Average onsite response time for collection system emergency calls, :-30 minutes 19 minutes during working hours Average onsite response time for collection system emergency calls, <-40 minutes 38 minutes after hours Average customer service rating for 23.8 out of 4.0 3.97 out of 4.0 emergency calls Average customer satisfaction >95% 84.5%* rating on construction projects Average customer satisfaction rating on permit counter >95% 92.3% interactions Sewer Service Charge affordability (Environmental Protection Agency <2% (or lower than High Lowest Quintile Residential Impact) <2% Indicator) Participants in public tours and 2500 722 presentations Participants in Central San 235 20 Academy Awards or recognitions received 210 11 Page 7 of 51 GOAL TWO - ENVIRONMENTAL STEWARDSHIP MEET REGULATORY REQUIREMENTS, PROMOTE SUSTAI NABI LITY, AND IDENTIFY AND REDUCE CONTRIBUTIONS TO CLIMATE CHANGE AND MITIGATE ITS IMPACTS STRATEGIES: • Achieve Compliance in All Regulations • Educate on Pollution Prevention and Environmental Protection • Be a Partner in Regional Development of Local Water Supply • Identify and Advance Sustainability Initiatives, Including Reducing Energy Usage and Emissions MAJOR ACCOMPLISHMENTS: 1 Served 19,531 students through education programs 2 Maintained the highest service reliability in the State by reducing sanitary sewer overflows 4 Executed a Recycled Water Opportunities Memorandum of Understanding (MOU) with East Bay Municipal Utility District (EBMUD) 5 Led a Town Hall with EBMUD and Rossmoor to explore options for 3 Received Peak Performance Award enhancing recycled water in the region for the 25th consecutive year from Initiated the development of a Fleet National Association of Clean Water %,, +v Agencies (NACWA) V Electrification Strategic Plan and presented greenhouse gas emissions inventory/Net Zero alternatives i 1k FOR -i� 7 Y October 31 2023 ZPerformance Metric Target National Pollutant Discharge 0 violations 0 violations Elimination System compliance Recycled Water Title 22 compliance 0 violations 0 violations Title V compliance 0 violations Regulatory Title V work orders 100% 100% completed on time 24,025 MT CO2e in calendar year Anthropogenic GHG emissions <25,000 metric tons (MT) 2022 CO2e per calendar year On track to meet 2023 target Sanitary sewer overflows :0.3 spills per 100 miles of 1.23 spills per 100 pipeline miles of pipeline Spills to public water <-1 2 Spills greater than 500 gallons <-3 4 Sanitary sewer overflows resulting 0 1 from construction work Annual Environmental Compliance inspections and permitting 100% 100% completed on time - Household Hazardous Waste (HHW) management compliance 0 violations 0 violations Students served by education >6,000 19,531 programs Gallons of recycled water >240 million gallons 181.5 million distributed to external customers gallons** Electricity produced by co- >18 million kilowatt hours (kWh) (reported as a 22.2 million kWh generation using natural gas rolling average) Solar power produced at Collection ,220 000 kWh (re orted as System Operations and HHW a rolling average 285,000 kWh Collection Facility Solar power produced by a new >2.5 million kWh (reported *** solar array near the treatment plant as a rolling average) campus ., X� 'pecial Af e eac et - Page 37 of 111 4 Page 8 of 51 GOAL THREE - WORKPLACE DIVERSITY & DEVELOPMENT RECRUIT, EDUCATE, EMPOWER, AND RETAIN A WORKFORCE FROM DIVERSE BACKGROUNDS STRATEGIES: • Recruit from a Diverse Pool of Qualified Applicants • Engage Employees and Conduct Labor Relations in a Transparent, Effective, and Collaborative Environment • Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive • Foster a Culture of Diversity, Equity, and Inclusion --i October 31, 2023 Special ADMIN Coittee Meeting Agenda Packet - Page 38 of 11 MAJOR ACCOMPLISHMENTS: 1 Launched Diversity, Equity, and Inclusion (DEI) Initiative and completed an organizational assessment including surveys and feedback sessions 2 Managed the fourth cycle of the BOOST Mentorship Program, the third Supervisory Academy, and launched the fourth Management Academy 3 Launched Women Engineers in Water employee resource group with Contra Costa Water District, Delta Diablo, and Mountain View Sanitary District 4 Developed and implemented a Teleworking Policy Metric Target Performance Average time to fill vacancy (from <-60 days 48.8 request to hire) <_6.5% (including 5.4% (including Turnover rate retirements) retirements) Average annual training hours per employee (external and internal 215 17.7 training) Completion of performance 100°/ ° 84% evaluations Temporary modified duty provided (Return to Work program) >95% of recordable injuries 100% Internal promotions (excludes entry-level positions) >25°/ ° 57 9% Formal grievances processed 0 1 Participation in annual Wellness +210% each year 54 attendees for a 15% increase Expo 10 Page 9 of 51 GOAL FOUR - GOVERNANCE & FISCAL RESPONSIBILITY UPHOLD INTEGRITY, TRANSPARENCY, AND WISE FINANCIAL MANAGEMENT IN AN EFFECTIVE GOVERNING MODEL STRATEGIES: • Promote and Uphold Ethical Behavior, Openness, and Accessibility • Encourage and Facilitate Public Participation • Maintain Financial Stability and Sustainability MAJOR ACCOMPLISHMENTS: 1 Appointed a new Board Member to fill Division 3 vacancy 2 Received support from Senators Feinstein and Padilla towards obtaining federal funding for District capital projects 4 Received Certificate of Achievement for Excellence in Financial Reporting and Distinguished Budget Presen- tation Award from the Government Finance Officers Association (GFOA) 5 Renewed California Special District Leadership Foundation Transparency Certificate of Excellence 3 Secured passage of Assembly Bill 759 to update payment procedures in the 6 Sanitary District Act Completed annual Benchmarking Study based on the American Water Works Association (AWWA) Utility Benchmarking framework and solicited involvement from 58 agencies Metric Target Performance Compliance with Public Records Act 100% 100% requests on time Board meeting videos posted online 100% 100% Standard and Poor's / Moody's AAA/Aal AAA/Aal credit ratings Debt service coverage ratio 22.0 7.2 Debt as a percentage of total <60% 6.4% assets Debt financing of prior 10 years' CIP <-60% 16.2% spending Debt financing as a percentage of <60% ° ° * 13.9/°/26.6/° projected 10-year CIP Total revenue funded collection system CIP spending in past 10 2100% 100% years Total revenue funded collection system spending in 10-year CIP 2100% 100% (projection) O&M reserves ?41.7% of next year's 47.3% budget Sewer Construction reserves >50% of next year's budget (non -debt financed) 240 9% Operating expenditures as a 95.7% (using percentage of Board -approved 90-100% pre -audited figures) operating budget Financial reports disseminated every month (summary) and 100% 100% quarter (full) Reported material weaknesses or significant deficiencies in internal 0 0 controls as part of annual financial audit Average cost per overflow claim <_$25,000 $9,343 Purchasing requisitions completed 280% 85% within standard processing time f Page 10 of 51 GOAL FIVE - SAFETY & SECURITY PROVIDE A SAFE, SECURE, AND HEALTHFUL WORKPLACE THAT FORESEES AND ADDRESSES THREATS STRATEGIES: • Reduce and Eliminate Risks of Injury or Illness • Protect Personnel and Assets from Threats and Emergencies • Understand and Reduce Impacts of Cybersecurity Attacks MAJOR ACCOMPLISHMENTS: 1 Accomplished zero lost workdays Created a Cybersecurity Analyst in Administration, Engineering, and 5 position to develop and implement a Plant Operations Divisions cybersecurity program and conducted 2 Completed seismic improvements phishing prevention training exercises on the Environmental Laboratory Internal Audit issued three audit reports 3 Expanded jurisdictional 6 including Miscellaneous Assets Review, Payroll Operational Audit, and coordination by hosting a K-9 Procurement Card Audit training for local law enforcement J �aa�.Pos � ; . .._ u EN61NP`1 r 13". 0000-. ~202,4*Speci-p Al }( r 1f ENGINEERING \ ENGINEEAIN6 ci \� . . ,. Metric Target Performance Safety -prioritized work orders completed on time 100°/ ° 97.3% Employee injury and illness lost time incident rate Q.3 2.6 Workers' compensation experience modifier <1 0 82 Days to implement approved Safety Suggestions <60 <60 Contractors/consultants in compliance with insurance >70% 80% requirements Information system outages affecting normal business 100% uptime 98.5% operations Data backup and recovery 0 lost data 0 lost data Employees trained in cybersecurity 100% 65% awareness r� x� & iiP ro ,fix 83.iY 'tryoe � �A t qari2 0--IUMIT�m 5 Page 11 of 51 GOAL SIX - INFRASTRUCTURE RELIABILITY MAINTAIN FACILITIES AND EQUIPMENT TO BE DEPENDABLE, RESILIENT, AND LONG LASTING STRATEGIES: • Manage Assets Optimally • Execute Long -Term Capital Renewal and Replacement Program MAJOR ACCOMPLISHMENTS: Navigated the January 2023 atmospheric rivers with zero overflows or unpermitted discharges 2 Completed critical inspections and improvements to the 3.5-mile outfall pipeline 3 Replaced critical infrastructure at the treatment and filter plant, including Recycled Water storage, contractor yard, and blower improvements 4 Completed major renovations to three pump stations serving Orinda and Moraga 5 Invested $59.1 million in infrastructure replacement 'n 6 Completed the Asset Management Plan Meeting Agenda Packet - Page 41 of 111 Metric Target Performance Planned treatment plant preventative maintenance 290% 96.25% completed on time Planned recycled water distribution system preventative maintenance >98% 100% completed on time Planned collection system preventative maintenance 298% 99.4% completed on time Pipeline cleaning quality assurance On >4% of pipelines / quality control (QA/QC) cleaned on an annual 3.4 basis Pipeline cleaning QA/QC passing rate >98% 97.1 Pipeline inspected through Closed 10% inspected (150 miles) 124 miles Circuit Television Program Uptime for vehicles 100% 100% Miles of sewers replaced (focused on deteriorated small diameter >6.0 4.3 pipelines) Large diameter and force main >3 miles per year <0.33* condition assessment Average time to execute Engineer- ing agreements from complete Q weeks 7.8 business days package submittal Contract renewals executed on 100% 100% time for uninterrupted service Approved request -to -stock items entered in databases within 5 busi- 100% 100% ness days Capital expenditures as a percent- age of capital budgeted cash flow 290% 37.4%** including carry forward 16 Page 12 of 51 GOAL SEVEN - INNOVATION & AGILITY OPTIMIZE OPERATIONS FOR CONTINUOUS IMPROVEMENT, AND REMAIN FLEXIBLE AND ADAPTABLE STRATEGIES: • Leverage Data Analytics to Become a More Efficient Utility • Implement Organization -Wide Optimization • Be Adaptable, Resilient, and Responsive MAJOR ACCOMPLISHMENTS: 1 Completed Information Technology/ Operational Technology Strategic Plan (presented in October 2023) and created roadmaps for network security, SMART Utilities, geographic information systems (GIS), Enterprise Asset Management (EAM), Business Intelligence (BI), and SCADA systems 3 Initiated projects under the Central San Smart initiative improving efficiency in treatment plant processes, maintenance, and Collections System Field Operations 4 Created the Operations Optimizations Division to improve efficiencies and effectiveness in all areas at Central San 2 Continued testing and optimization of the IT Disaster Recovery Plan 00 _ 4 ti Ik i rt _ _ /!•/ y ._r L } 1� �� 'fir • ' i - i I 4. - � l'� ' k t t; d 17 • • F al ADMI orneittee Meeting Agenda Packet - Page 42 of 111 ' �.T 10 = 10 10 111T/A I 1$] 0 ff-VITO 14 Metric Target Performance Projects initiated under Central San 23 3 Smart Improved process monitoring or 23 control loops 3+ performance reporting Reviews or pilot tests of new and ,3 4 promising technology Research papers and findings 23 papers or presentations 7 presented Don't Just Fix It; Improve It work 225 11 orders completed Completed optimizations 220 --.o@m-mC-SD CENTRALSAN CENTRAL CONTRA COSTA SANITARY DISTRICT 1) S�6 This publication is printed on Recycled Paper Page 14 of 51 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Strategy Initiative Key Success Measures Responsible Person(s) Assess customer satisfaction and develop Gemmell / Seitz / Barnett inventive ways to meet those expectations. Provide core service of collecting Respond in a timely manner to requests for Seitz and treating wastewater, along with service. value-added programs. Continue to administer customer -facing Schectel / Gemmell Deliver High -Quality Customer programs. Service Hold informational community meetings for all major sewer renovation projects, including Barnett / Carpenter outreach to officials of the impacted cities/county. Minimize impacts to residents and businesses during capital projects, construction work, and Meet individually with property owners and/or Barnett / Carpenter maintenance. tenants on projects involving private easements. Troubleshoot and resolve construction issues as Barnett / Carpenter rapidly as possible. Conduct public tours and presentations Barnett / Lavender highlighting infrastructure investments. Host Central San Academy annually. Gee Promote Initiatives to Advance Perform extensive customer and Affordable and Equitable Access to community outreach. Services Develop engaging videos, publications, and Barnett / Zumbo / Vallee brochures. Expand social media outreach. I Barnett / Vallee 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) Q1 0 On Hold /Delayed /At Risk (KSM is on hold, delayed, or at risk but recoverable) Q2 Q3 ATTACHMENT 1 Q4 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Ongoing. Permit Counter, Collection System Operations (CSO), and Communications (re: construction projects) send out regular customer surveys. Ongoing. Response times for during working hours and after hours are at or below the targets and are shown in the Key Metrics Tracker. Ongoing. Permit Counter, Household Hazardous Waste Collection Facility (HHWCF), and Residential Recycled Water Fill Station are open to the public. Q3: Opened Recreational Vehicle Disposal Station on March 6tn Q1/Q2/Q3: Meetings will be scheduled as needed prior to new projects being advertised for bid. Q4: Held virtual workshop for Downtown Walnut Creek — Locust Project Q1/Q2/Q3/Q4: Meetings continue to be held as needed. Q1/Q2/Q3/Q4: Issues are addressed as they arise. 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 community events. Q3: One hundred and fifty (150) people were served through virtual and community events. Q4: Two hundred and forty (240) people were served through virtual and community events. Q1: Next session tentatively planned to be held in person in spring 2023. Q2: Planning next session to begin in Q3. Q3: Hosted the 2023 Academy. Q1: Pipeline customer newsletter in production. Q2: Pipeline customer newsletter mailed to approximately 155,000 customer addresses. Premiered our latest student education film, "Disappearing Act." Q3: Produced and mailed spring Pipeline newsletter. Q4: Completed work on Central San Home Guide Q1/Q2/Q3/Q4: Continue to monitor and grow YouTube, Facebook, Twitter, Instagram, and Linkedln followers and impressions. Q3: Launched Central San page on Nextdoor. •Off Track (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 44 of 111 Page 1 Page 15 of 51 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Strategy Initiative Key Success Measures Responsible Person(s) Maintain responsible rates and offer services at affordable levels. Conduct a Cost -of -Service Study. Gemmell Perform annual reviews of rate structure and Gemmell fees. Administer financing programs. Gemmell / Leiber Connect and engage elected officials, staff, and Barnett Form and sustain relationships with stakeholders on initiatives. federal, state, and local elected officials and stakeholders. Support Board Member engagement with elected Barnett /Young officials. Build Neighborhood and Industry Participate in industry organizations and forums. All Managers Relationships Support member organizations and sister agencies. Provide assistance and mutual aid to other Deutsch agencies. Share industry -leading work. I All Managers Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) Q1 0 On Hold /Delayed /At Risk (KSM is on hold, delayed, or at risk but recoverable) Eh Q3 ATTACHMENT 1 Q4 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Q1: Underway. Q2: Completed and results presented at 1/12 Financial Workshop. Q3: Rate Workshop planned for April 20, 2023. Q4: Completed Q1: Underway. Q2: Completed and results presented at 1/12 Financial Workshop. Q3 Capacity Fee Study is underway. Q4: Rates, Fees and SSC were approved in June 2023 Q1: Financing plan to be presented in context of rate proposal for FY 2023-24 onward. Q2: LIHWAP program underway. Notification that it will be expanded to provide funding for low-income customers for CURRENT bills in addition to arrearages. Q3: Ongoing. Q4: Ongoing Q1/Q2/Q3/Q4: Ongoing outreach during events, meetings, and outreach on programs, services, and legislative perspectives. Ongoing. Ongoing. Staff participates in multiple industry organizations and forums to share information, attend trainings, and represent Central San. Q1: General Manager will be the in -coming President for WateReuse and will be President of CA WateReuse in two years. Q1: Several Mutual Aid requests received from CalWARN but none that Central San could meet. Q2: One request. We did not have any spares of the requested item in stock.Q3: One request. We did not have any spares of the requested item in stock. Q4: No requests Ongoing. Staff presents at various conferences and applies for and receives awards for exceptional achievements. •Off Track (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 45 of 111 Page 2 Page 16 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Achieve Compliance in All Regulations Initiative Comply with all applicable regulations. Foster relationships with regulatory agencies. Participate in legislative and regulatory processes. 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 Key Success Measures Continue to attain National Association of Clean Water Agencies (NACWA) Platinum Peak Performance Awards. Continue to keep sanitary sewer overflows at a reduced level. Scope improvements to the Solids Handling Facilities. Upgrade aeration tank diffusers to continue proper biological treatment and prepare to meet future discharge limitations. Participate in Bay Area Clean Water Agencies, California Association of Sanitation Agencies, NACWA, and other like organizations. Communicate with and participate in meetings and workshops with local, state, and federal regulatory bodies. Track, review, and comment on proposed legislation and regulations. Support key advocacy initiatives through customer communications and outreach. Responsible Person(s) Weer Seitz Lopez / Gemmell / Hodges Lopez / Mizutani Schectel / Barnett Schectel / Barnett Barnett Barnett Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. 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) Q1 Q2 Q3 Q4/ FY- End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q2: Completion of calendar year 2022 with no violations. Eligible for Platinum 25. Q4: Platinum 25 awarded for CY 2022. Ongoing. Sanitary sewer overflows have continued on a downward trend for this fiscal year and are at or below the targets. Actual numbers are shown in the Key Metrics Tracker. Q1: Scope for the 1A project has been finalized with the consultant team. Key decisions include including modified seismic improvements to the building in the 1A scope and bidding the furnace improvements separate from the 1A bid. 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. Q4: Design documents finalized and project advertised for bid. 11 week bid period with bid opening mid -July (Q1 FY23-24). Q1: 50% design documents submitted Q2: Aeration Diffuser RFQ/RFP issued. Q3: 50% Design Submittal completed. Q4: Project was bid and awarded. Ongoing. Ongoing. Q1: Provided tracking, review, and presentations for Board to take positions on key priority legislation. Q2: Worked on new legislative concept for upcoming session 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 support by CSDA. Q4: AB 759 signed into law Q1-Q4: Wipes, FOG, PFAS, microplastics are all key advocacy initiatives taken up during the Q1-Q4 timeframe. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 46 of 111 Page 3 Page 17 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Educate on Pollution Prevention and Environmental Protection Be a Partner in Regional Development of Local Water Supply 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 Initiative Key Success Measures Responsible Person(s) Provide industry -leading public and student education programming. Incorporate potential impacts of regulatory changes into long-range infrastructure and Schectel / Gemmell / Lopez financing plans. Present student education programs that meet the Next Generation Science Barnett / Lavender standards. Conduct creative public education outreach that encourages positive customer Barnett / Lavender/ Zumbo / Vallee behavioral changes. Continue exploring partnerships with Contra Costa Water District (CCWD), Explore and advance Santa Clara Valley Water District (Valley cooperative opportunities. Water) and San Francisco Public Utilities LaBella Commission (SFPUC) to advance the Refinery Recycled Water Exchange Project. 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) Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM FY- (Status, Comments, and Exceptions) End Regulatory projects were included in FY23-24 CIP, which was adopted in June 2023. 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 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' Q4: Five thousand, five hundred and six (5,506) students were served through education programs. *"This includes the Delta Discovery Data which is now available" Q1: Promoted P2 Week and tips via social media, PSAs aired on CCTV, and Rossmoor TV. Q2: P2 information shared via social media and fall Pipeline newsletter. Recycling cooking oil television commercial campaign aired 546 spots across 47 networks. Q3: FOG, wipes, and other pollution prevention messages shared via social media and Pipeline newsletter. Q4: Promoted HHWs anniversary with a public raffle drawing that incentivized hazardous waste dropouts. Q3: Discussions have continued between Central San staff and staff at Valley Water and SFPUC. Q4: Valley Water continues to pursue a CCWD-initiated meeting with the USBR to discuss the yield for the Water Exchange Project during critically dry years. The meeting is being targeted for Q1 of FY 2024. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 47 of 111 Page 4 Page 18 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) Collaborate with East Bay Municipal Utility LaBella District (EBMUD) on a potable reuse study. Continue to work with CCWD and the City of Concord in plans to supply recycled water to the Concord Community Reuse Gemmell /LaBella Project. Continue to divert raw wastewater to produce recycled water to meet Dublin San Ramon Services District — East Bay Gemmell / LaBella Municipal Utility District Recycled Water Authority (DERWA)'s peak summer irrigation demand, per the Agreement. Facilitate recycled water solutions (e.g., satellite water recycling facilities), LaBella consistent with the Guiding Principles. Continue to operate and maintain a reliable recycled water distribution system for Zone Gemmell / Foss Continue to provide recycled water 1 customers. to residents and businesses; evaluate and process new Continue the Residential Recycled Water customer requests. 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) Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM FY- (Status, Comments, and Exceptions) End 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 fully executed in October 2022 and Work Plan completed in 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. Q4: EBMUD secured Board approval for their consultant contract and issued the notice -to -proceed, and their consultant team (Woodard & Curran, HDR and Trussell Technologies) held a kick-off meeting and started work on the MOU study elements, which includes an evaluation of direct and indirect potable reuse projects. The study completion is anticipated in Q2 of FY 2024. Q2: Met with Concord First Group to discuss updated assumptions on December 14tn Q3: Concord released Concord First Group as Master Developer. New RFP Selection Process is being discussed so project is delayed. Q4: SOQ's are due to City on July 14, 2023 Q1: DSRSD had adequate wastewater supply, so the diversion project was not operated this dry season. Q4: No diversion requested for the 2023 dry season. Further expansion of this project will be evaluated as part of the MOU with EBMUD. Q1: Discussions with Diablo Country Club continue. Q4: No activity with Central San in 2023. Ongoing. Ongoing. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 48 of 111 Page 5 Page 19 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Initiative 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 Identify and Advance Sustainability Reduce reliance on non-renewable Initiatives, Including Reducing energy and responsibly manage Energy Usage and Emissions greenhouse gas (GHG) emissions. Key Success Measures Responsible Person(s) Complete Phase 1A of the Filter Plant and Lopez / Mizutani Clearwell Renovations Project. Complete the Tertiary Membrane Filter Pilot. Gemmell /Frost Develop a policy on net zero carbon LaBella footprint. Implement the 1.75-megawatt solar energy LaBella project on the Lagiss property. 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) Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM FY- (Status, Comments, and Exceptions) End Q1: Project is scheduled to be complete by April 2023 (original completion date was Dec 2022). Q2: Project is scheduled to be complete by July 2023. Previously April 2023. Q3: Project is scheduled to be complete by July 2023. Q4: Project delays due to Electrical Equipment. Estimated completion Jan 2024. 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 03. 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. Q4: 1 Workshop completed. Received final membrane reports. Business case evaluation and 2nd workshop anticipated next FY. Q1: Priority has shifted to Fleet Electrification due to regulatory requirements. Q2: Engaged GHD to develop a scope of work for this effort, 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. Q4: Exec Team briefing on GHD's work to date held in advance of update to the REEP Committee in July 2023. 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 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. Q4: Central San's solar vendor continued working with Kinder Morgan and secured their approval via a fully executed Pipeline Crossing Agreement. Central San mailed postcards to the nearby neighborhood to notify them of the start of construction, which is expected in July 2023. Project completion and startup is anticipated by Q3 of FY 2024. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 49 of 111 Page 6 Page 20 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) Evaluate electric vehicle charging stations on site. LaBella /Cheng Maximize landfill gas usage in daily Weer / Lopez / Hodges operations and by capital improvements. Complete the long-term Biosolids Handling and Disposal Evaluation feasibility study and investigate how anaerobic digestion may potentially reduce anthropogenic Goel carbon from treatment plant energy supply by producing biogas. Continue to track and report GHG Cheng / Schectel emissions. Track and review energy usage; evaluate ways to optimize efficiency in accordance Shima / Meyer / Lee with Board policies. Explore opportunities for cost- effective energy conservation and efficiency. Replace incandescent lighting and air conditioning equipment with energy- Meyer / Lee efficient devices. 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) Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM FY- (Status, Comments, and Exceptions) End Q1: Fleet Electrification RFP issued in September 2022. Q2: Completed consultant selection for Fleet Electrification Strategic Plan. Q3: Development of Fleet Electrification Strategic Plan is in progress. Q4: Development of Fleet Electrification Strategic Plan is in progress. Q1: Solids Handling Project scope has been coordinated with Plant staff to facilitate maximum use of landfill gas (LFG) in furnace operations. Q2: Use of LFG is included with furnace improvements. Q3: Use of LFG is included with furnace improvements. Q4: Use of LFG in included with Solids Project furnace improvements. Q1: Completed site visits to St. Paul, MN and Green Bay, WI to tour fluidized bed incineration, as well as fluidized bed incineration combined with anaerobic digestion. Alternatives analysis to screen leading process configurations from universe of alternatives. Q2: Completed alternatives analysis and planning level cost estimates for 8 leading alternatives. Sent information to peer review team for review. Q3: Reviewed the finding with internal staff and incorporated peer review comments. Completed Interim Project Summary and presented to the Executive and Management Team in June 2023 Q4: Presented to the E&O Committee on July 10tn 2023 Q1: Tracked monthly GHG emissions. Q2: Tracked monthly and annual GHG emissions. Q3: Tracked monthly GHG emissions. Q4: Tracked monthly GHG emissions. Q1/Q2/Q3/Q4: Compiled monthly energy report dashboard. On -going RAPIDS program coordination with consultant for energy -saving opportunities evaluations. On -going in-house LED replacement. Q1: Retrofitted 133 light fixtures to LED. Q2: Retrofitted 98 light fixtures to LED. Q3: There was a total of 73 lighting and 0 air conditioning replacements. Q4: 41 replaced in quarter. Annual total is 345. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 50 of 111 Page 7 Page 21 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) Expand internal sustainability practices. Assess and replace the existing disinfection system with the latest Gemmell / Cauble ultraviolet high -efficiency lamps. Restart the Green Team to solicit LaBella organization -wide ideas. Promote environmentally conscious LaBella / behavior in day-to-day operations. All Managers Advance circular economies with suppliers and contractors towards a smaller King / Mizuno / Lopez / Waples ecological footprint. 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) Q1 Q2 Q3 Q4/ Activities/Performance in Achieving KSM FY- (Status, Comments, and Exceptions) End Q1: On -going, bid documents to procure UV equipment were issued on September 2022. Q2: SRF application submitted in December; Procurement award 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 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 recertifi cations, including coordination with the Warehouse on transitioning to greener cleaning products and paper products with post -consumer recyclable content. Q4: The Green Team continued to make progress on the green business recertification requirements, continued working to improve signage on solid waste disposal bins and sponsored Central San's second Swap Meet. Q1: Several Green Team articles have been published in the LC this quarter. Q2: New composting bins were purchased and placed around the District. Articles to support proper disposal of solid waste have been published in the LC and will continue. Q3: Several articles were included in the LC to promote environmentally -conscious behavior in Central San's operations and beyond. Q4: Articles on green topics were included in each LC issue in Q4. Q1: This is one of the goals of the Institute for Sustainable Infrastructure's Envision Framework, which Central San will be piloting. Kickoff Meetings with key staff will be held in Q2. Q2-Q4: Will continue when staff workload eases. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 51 of 111 Page 8 Page 22 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Recruit from a Diverse Pool of Qualified Applicants Engage Employees and Conduct Labor Relations in a Transparent, Effective, and Collaborative Environment 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 Initiative I Key Success Measures Post job opportunities in a variety of places. Offer internships in cross -disciplinary positions. Broadly solicit applications to hire a diverse staff who embody Central San's values. Host the Externship Program for college students and recent graduates Collaborate with schools and/or apprenticeship programs as requested to form a talent pipeline. Continue participation in intra-agency workforce development efforts. Foster a sense of community through internal events, team -building exercises, the employee newsletter, and increased interdepartmental cooperation. Establish and communicate clear expectations and standards through Promote employee engagement and inspire dedication. performance planning and appraisals. Convey important initiatives to employees to increase their understanding of Central San's operations and their role in its success. Host General Manager lunches with the division workgroups. Recognize staff accomplishments via newsletters, the intranet, Board announcements, and other avenues. Celebrate employees' Expand the employee recognition program. achievements. Continue to hold the Innovations Fair, which recognizes and thanks employees for innovative projects. Engage the bargaining units in informal discussions to implement collaborative Sustain and grow collaborative solutions to workplace issues. relationships with the bargaining units. Track and implement action items from quarterly Labor Management Committee meetings. Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End O'Malley O'Malley / All Managers Gee / O'Malley O'Malley / All Managers O'Malley All Managers All Managers All Managers Bailey / Crayton All Managers O'Malley Gee O'Malley O'Malley Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Ongoing. Summer student and internship positions are offered in multiple workgroups, including Engineering, Plant Maintenance, the Lab, Information Technology, and Communications. Q1/Q2: Next program planned for Spring 2023. Q3: Hosted the 2023 Externship Program. Ongoing. Staff regularly collaborates with schools (e.g., Los Medanos College) and BAYWORK. Ongoing. Central San is a signatory agency with BAYWORK and a supporting agency of Bay Area Consortium for Water & Wastewater Education (BACWWE). Ongoing. Clarifier Speaker Series is held monthly and the Lateral Connection employee newsletter is released monthly. Q1: Held Employee Appreciation Picnic on September 21. Q2: Holiday events held including annual meal at Back Forty restaurant. Ongoing. Staff is appraised on a yearly basis. Ongoing. Clarifier Speaker Series is held as topics arise and the Lateral Connection employee newsletter is released monthly. Q2: Meetings have been completed. Ongoing. Q4: This is still being planned. Q1: Innovations Fair was held on September 21. Q3: Another Innovations Fair will be planned. Scheduled for Q1 of FY 2023-24. Ongoing. Ongoing. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 52 of 111 Page 9 Page 23 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive 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 Initiative I Key Success Measures Continue General Manager and Board Member meetings with the bargaining representatives. Continue the Leadership and Supervisory Academies, Mentorship Program, and Career Development Program. Develop employees to meet their full Encourage staff to obtain professional or technical certifications and registrations potential and fill future leadership roles. Support the mental and physical wellbeing of all employees. Perform appraisals with a coaching and career development approach Continue to host and participate in multiagency workforce development programs for staff from Central San and sister agencies. Continue to expand internal training opportunities. Offer comprehensive benefits such as online therapy services and the Employee Assistance Program. Encourage participation in the Wellness Program. Responsible Q1 Person(s) Bailey / Crayton / Young Gee / O'Malley All Managers All Managers O'Malley O'Malley O'Malley O'Malley / Howard 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) Q2 Q3 Q4/ FY-End Activities/Performance in Achieving KSM (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 one. 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. Q4: Roger continues to meet with Bargaining Units. He briefs Board members at his one-on-one meetings with them, and will bring them into meetings with the Bargaining Units if need be. Q1: Supervisory Academy and Mentorship Program in progress. Two employees are enrolled in the Career Development Program. Q2: Supervisory Academy concluded. Launching Management Leadership Academy in March 2023. Q3: Launched Management Academy and Leadership Speaker Series. Q4: Continued holding Management Academy and Leadership Speaker Series trainings. Ongoing. Q1/Q2/Q3: Rollout of enhanced performance appraisal forms is in progress, pending Oracle module launch. Q4: In the process of testing the SOPs and whether notifications are functioning. Ongoing. Ongoing. Ongoing. Ongoing. Wellness Program events continue year-round. Q1: Team Battle steps challenge was held. Weight Management Program kicked off. Q3: Wellness Expo was held and Cake Walk is being planned. Q4: Wellness Awards were held. 36 employees participated in the Cake Walk. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 53 of 111 Page 10 Page 24 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Foster a Culture of Build a diverse workplace that Diversity, Equity, and celebrates differences and is Inclusion (DEI) inclusive of individual perspectives, ideas, and values. 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 Key Success Measures Hold financial and health seminars. Conduct an assessment to identify strengths and weaknesses. Develop programs/initiatives with metrics based on the outcomes of the assessment. Encourage and respectfully acknowledge the voicing of different views and perspectives. Promote inclusivity and a sense of belonging through leadership. Responsible Q1 Person(s) O'Malley O'Malley / Bailey / Gee All Managers All Managers All Managers Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) Q2 Q3 Q4 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Ongoing. Financial webinars are held monthly. Health seminars are held periodically. Q1: DEI initiative was launched District wide in July. DEI Task Force has been selected and has begun meeting. Q2: DEI Task Force continues to meet and is beginning to look into assessment. Q3: DEI Task Force released the DEI survey. Q4: DEI Task Force reviewed the DEI survey results and are determining next steps. Work on action plan commenced in Q1 of FY 2023-24. Q1/Q2/Q3/Q4: Pending results of the assessment. Ongoing. Leadership Team has held several DEI learning workshops and are committed to employing DEI principles in everyday activities. Ongoing. Q1: Standing item has been added to Managers' Forum agendas 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. Q4: Board of Directors participated in a DEI training. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 54 of 111 Page 11 Page 25 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Promote and Uphold Ethical Behavior, Openness, and Accessibility Encourage and Facilitate Public Participation 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 Initiative Key Success Measures Responsible Person(s) Support Central San's values and conduct all business in an ethical manner. I All Managers Update website with the latest Board agendas, public notices, financial Young Govern and operate with honor and documents, and other content. transparency. Respond promptly to Public Records Act requests. Young Renew California Special District Leadership Foundation Transparency Certificate Young of Excellence. Produce accurate, timely, and meaningful financial reports. Issue the Annual Financial Report no later than six months after the end of the Mizuno fiscal year. Earn the Government Finance Officers Association Certificate of Achievement (COA) for Excellence in Financial Reporting and the Distinguished Budget Mizuno Presentation Award. Continue to evolve the enterprise resource planning (ERP) software and Leiber / Mallory / associated systems to meet reporting needs. I All Managers Promote voter registration efforts. Barnett Support the elections process. Enable voting through a secure, public ballot drop box on campus. Young Conduct first by -district election. Young Adhere to the Brown Act to provide public access to meetings. Young Livestream Board meetings online. Young Encourage civic engagement. Maintain the virtual Customer Experience website. Barnett Q1 Q2 Q3 Q4/ FY-End Ongoing. 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) Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: FY 21-22 ACFR being finalized and audit underway. On track to issue ACFR by November/December 2022. Q2: FY 21-22 ACFR audit opinion issued in December 2022. 01: Applied for the Distinguished Budget Award for FY 22-23 budget. Finalizing FY 21-22 ACFR and plan to submit for COA in 02: Received COA for FY 20-21 ACFR. Submitted application for FY 21-22 ACFR COA award; award presented in Q2 of FY 2023-24 01: 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. Information Technology team members continue to develop Oracle report creation skills through training and taking on new assignments. Q3: Still working on Contracts and Permitting modules. Quote obtained for onboarding/offboarding for employee -assigned asset tracking. 04: Still working on Contracts and Permitting modules. Completing capital reporting EPM project. Q1-Q2: Promoted voter registration and get out the vote messages via social media. Q3-Q4: No activities required in Q3 based on election timing. Q1: Vote box is securely and permanently mounted No election needed. Performed throughout the year. Performed throughout the year. Q1: Website is in process of being re -branded from 75t" theme to general Central San theme. Q2: Website has been rebranded and updated. 03: Website continues to be promoted. 04: Website continues to be promoted. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 55 of 111 Page 12 Page 26 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Maintain Financial Stability and Sustainability Conduct long-range planning. 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 Key Success Measures Host public events. Mitigate rate increases by leveraging financing opportunities. Develop scenarios to utilize debt prudently in financing the 10-Year Capital Improvement Plan (CIP). Actively pursue state and federal funding via loans and grants. Ensure resiliency against recession Fund Rate Stabilization Account and Pension and Other Post -Employment or other economic events. Benefits Trust with available funds from favorable year-end variances. Responsible Person(s) Barnett Leiber / Gemmell / Mizuno Leiber / Mizuno / Gemmell Leiber / Gemmell / Mizuno Leiber / Mizuno Q1 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) Q3 Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1-Q2: Planning efforts for in -person events now that most events are returning to normal. Planned and co -hosted Recycled Water Townhall in Lafayette. Q3: Returning to in -person construction outreach. Meetings being planning as part of capital improvements. Q4: In person construction events, speakers bureau, and tours. Q1: Expecting reimbursement for initial draw of $14.68M in Q2. 02: Initial low -interest SRF reimbursement received. Held discussions with Regional San on forming a JPA allowing Central San to issue revenue bonds (lower interest than COPs) not 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. Q4: Application did not receive adequate points for consideration of funding. 01: Financial Plan to be presented in upcoming workshop. 02: Draft Financial Plan compiled to be presented to Board on 1/12/23. Anticipates use of low -interest financing in accordance with Debt Management Policy. Q3: Continuing. 04: Financial Plan continued to be maintained with scenarios to be presented at next workshop in winter 2024. 01: Continuing to monitor SRF program funding availabilities 02: Development of a Grants Administrative procedure outlining formalized protocols for grant management. Expected to be rolled out in Q3. Q3: Awaiting Draft State Intended Use Plan to see if UV Disinfection project makes the fundable list. Q4: UV Project and Solids Project are in consideration for Community Directed Spending in Federal Budget. 01: Proposal for disposition of variances inclusive of potential contributions to trusts pending. 02: Board approved contribution of an additional $1 M into OPEB trust utilizing prior year budgetary variance. Q3/Q4: Completed for this fiscal year. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 56 of 111 Page 13 Page 27 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) Strive towards full funding of employee -related obligations in accordance with Leiber / Mizuno Board policies. Develop budgets in alignment with the Strategic Plan, Enterprise Risk Leiber / Mizuno Management, and 10-Year Financial Plan. Disseminate relevant and reliable interim financial information to management for Mizuno monitoring and controlling of their respective cost centers. Manage costs. Pursue efficiencies and new technology for cost control. All Managers Promote open competition and equal opportunity for qualified suppliers and service providers by soliciting and awarding high-level service and commodity- King / Mizuno based contracts. Utilize annual requirements contracts to improve efficiency and savings through King / Mizuno negotiated pricing. Complete annual Benchmarking Study to identify potential gaps. Gee Q1 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) Q3 Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) 01: Pension fully funded at 12/31/2021. Proposal for disposition of variances inclusive of potential contributions to OPEB trust pending. Q2: Completed RFP issuance and evaluation process for new pension/OPEB actuarial consultant. To work with consultant to obtain actuarial reports for FY 23-24 budgeting purposes in Q3. 03: OPEB funding actuarial report shows strong OPEB funding at 96.3% and 98.6% as of 7/1/22 and 7/1/23 (projected) for actuarial purposes. 04: OPEB funded position remains strong, consistent with in Q3. Adopted FY 23-24 budget includes an additional $1 M contribution towards either the pension or OPEB trust at the Board's discretion. Q1: Three plans are coordinated and integrated. Q2: Commenced internal planning meetings with EPM consultnat on FY 23-24 budget project plan. 03: Budget process on track to produce budget consistent with financial plan presented in January 2023. 04: FY 23-24 budget adopted by Board on 6/21/23. Budget book includes strategic plan alignment and 10-year projections for O&M and capital. Q1-Q4: Developed and disseminated twelve monthly budget -to - actual expenditure overviews and four quarterly financial review to the Board, as well as monthly detail -level budget reports internally. June budget -to -actual overview and FY 23-24 Q4 report expected to be delivered to Board in August 2023 after year-end close process. Annual ACFR also issued to Board in December. Ongoing. Optimizations continuing. O&M Budget savings on track. Ongoing. Enforcing competitive sourcing requirements accordance with purchasing policies and procedures. Ongoing. Regularly pursue opportunities to negotiate competitive pricing and establish terms in a master contract (i.e., chemicals, etc.). 01: FY 2020-21 Benchmarking Study is drafted and pending receipt of California agency survey data. 02: FY 2020-21 Benchmarking Study is scheduled to be presented to Admin Committee and full Board in Q3. 03: FY 2020-21 study was presented to the Board. Internal data collection for the AWWA survey was performed. 04: Central San data was provided to AWWA in their annual survey. Work to begin on Central San's FY 21-22 Benchmarking Study. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 57 of 111 Page 14 Page 28 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Reduce and Eliminate Risks of Injury or Illness Protect Personnel and Assets from Threats and Emergencies 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 Initiative I Key Success Measures Monitor accident/incident causes to identify and mitigate hazards. Maintain low injury and illness rates in a safe workplace. Provide regular analyses to the District Safety Committee, Safety Teams, and Management Team on accident/incident causation and corrective measures. Increase visibility of Safety staff in the field Enhance the safety culture through Conduct training based upon accident/incident causal factors, new processes, improved training and equipment, or procedures. communications. Evaluate and apply risk management practices. Enhance capability to mitigate, prepare for, respond to, and recover from emergencies. Notify supervisors and managers promptly of upcoming safety -related regulations Maintain and report on the Enterprise Risk Management Program and risk inventory. Develop annual internal audit plans based on risk assessments. Test and improve internal controls to mitigate risks of loss. Address findings from regular internal and external audits. Train staff and conduct an exercise of the Continuity of Operations Plan. Maintain the Emergency Operations Plan. Responsible Q1 Q2 Q3 Q4 / Person(s) FY-End Ledbetter Ledbetter Ledbetter Ledbetter Ledbetter Deutsch Johnson All Managers All Managers Deutsch Deutsch 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) Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Reported to Finance Committee, scheduled for Board on 11 /3/22. Q2: Will prepare annual report for presentation in Q3.Q3: ERM Team met, preparing for Committee and Board presentations. Q4: ERM report -Semiannual on track for fall Q1: Shifting to calendar year audit program with next update effective for 2023, and to be discussed with Board in February 2023. 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. Q4: Completed first audit project identified in the Audit Plan and on track to complete remaining planned projects by the end of calendar year 2023. Ongoing. Ongoing. Q1: Scheduled for Q3. Q2: No change. Q3: Inclement weather prevented event — hoping to do in Q4. Q4: Now scheduled for FY23/24 Q1/Q2: Major update in September 2022. Q3: No change. Q4: No Change OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 58 of 111 Page 15 Page 29 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Understand and Reduce Impacts of Cybersecurity Attacks 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 Initiative Key Success Measures Responsible Person(s) Evaluate and implement improvements to meet new or evolving threats. Stay updated on the latest trends and emerging threats in cybersecurity. Expand participation in California Water/Wastewater Agency Response Network (CaIWARN) to represent the needs of wastewater agencies in emergency planning Deutsch and responses. Cross -train staff in mission -critical functions. All Managers Budget and complete the projects identified in the Security Action Plan. I Deutsch Provide regular security awareness training to staff. I Deutsch Renovate security guard posts and update monitoring equipment. I Deutsch Expand access control systems and harden certain facilities. I Deutsch Address cybersecurity concerns as part of the Information Technology (IT) Mallory Strategic Plan. Conduct third -party cybersecurity assessments focusing on technology, people, Mallory and physical assets. Q1 Q2 Q3 Q4/ FY-End Ongoing. 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) Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Hired consultant to enhance security program and develop project scopes. Q2: Conducted kickoff, initiated work on Task 1. Q3: Site Visit, drafted security survey, scheduling interviews. Q4: Survey and Interviews completed, draft report in Q1 2324 Q1: Focus has been on increased transient population and theft controls. Q2: Continued communication regarding above topic. Q3: Additional measures included in above item. Q4: Ongoing Q1: New Guard Station delivered; outfitting to begin in Q2. Q2: Ongoing, will transition to new main gate in early 03. Q3: Delivery and Contractor Entrance was opened, staffed with guards. Q4: Ongoing tweaks to process and equipment at new guard station Q1: Hired consultant to enhance security program and develop project scopes. Q2: Ongoing, additional assets installed. Q3: Ongoing. Q4:Draft report from security consultant due in Q1 2324 Q1: In process Q2: In process. Cyber Security status update will be provided to the Board in March 2023. 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. Q4: Evaluated Cyber Wolf for network monitoring and plant to deploy it in FY24Q2. Q1: On track; vendor completed the network penetration testing in October 2022. Q2: Report to Admin Committee and Board will take place in March 2023. Q3: See above key success measure. Q4: Completed. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 59 of 111 Page 16 Page 30 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1/Q2: Done on a monthly basis IT contributes to the Lateral Connection (LC) with Cyber Security and Technology tips to Share news and tips with staff. Mallory increase efficiency. Q3: Provided IT Tips article on where to find ERP Oracle training videos in the Lateral Connection. Q4: Continue to provide IT tips in Lateral Connection. Q1/Q2: No notable attacks during the quarter, and no impacts. Keep safeguards in place to block and filter attacks. Mallory Q3 / 04: 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. Q2: Posted an opening for a Cyber Security Analyst to assist in creating & implementing a full cyber security program. Q3: No significant improvement this quarter. We will ramp up Measure and reduce employee susceptibility to phishing. Mallory training and phishing exercises in Q4. Prevent, detect, and remediate effects of attacks. Q4: Completed a Phishing Campaign. Failure rate was 5.4% (all time low). Q1: Already have redundant paths for internet connections. Continuing to evaluate other needs for redundancy for internal systems as part of IT Strategic Plan. Upgrade network and equipment to create redundant paths. Mallory Q2: Redundant internet paths currently exist and periodic testing will continue. Q3: Completed. Q4: See 03. 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) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 60 of 111 Page 17 Page 31 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Manage Assets Optimally 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 Initiative Key Success Measures Responsible Person(s) Formalize a condition assessment process for each asset class and complete Meyer / Goel / condition assessments on all critical equipment. Lopez Conduct Failure Mode & Effects and other reliability -based analyses as part of key Meyer / Lopez Incorporate Asset Management Capital Improvement projects. practices into the Capital Improvement and Maintenance Programs. Report, analyze, and identify corrective actions to eliminate or mitigate the Meyer / Lee recurrence of the failure of key and critical assets. Complete Planner Updates to work orders and use other feedback mechanisms for Meyer / Lee continuous improvement. Optimize rehabilitation, replacement, and cleaning of pipelines. I Seitz Develop reliability -centered asset Perform strategic reliability -based analysis on treatment plant process systems. Meyer / Lee management strategies. Q1 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) Q2 Q3 Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Draft Asset Management Plan will be presented in Q3 and includes process details for condition assessment. Q2: Ongoing. Q3: Asset Management Plan was presented to the 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. Q4: Condition Assessment processes for horizontal and vertical assets generally formalized and documented in Asset Management Plan. Condition assessments on critical equipment ongoing. Q1: Plan to include into CAPEX scope/work flow. Q2: Attended RCD workshop by CWEA; looking at ways to integrate with CP. Q4: Ongoing effort with involving O&M staff early on in design to review with reliability and maintainability focus Q1: Ongoing, FRACAS process in place. Q2: Completed 1 RCA on Hypo system. Q3: Completed 1 RCA on Wet Scrubber. Q4: Carried out continuous improvement process for past RCA: 1. MCC33 and 2. Hypo system. Q1: 20 planner updates completed. Q2:18 planner updates completed. Q3: 47 planner updates completed. Q4: 41 planner updates completed. Year total 126 This is an ongoing task. Preventative maintenance work order results and ongoing CCTV inspection of sewer line segments continue to assist in refining preventative maintenance scheduling. Q1: Ongoing. Q2: On target. Identified processes for PMO and RCM. Q3: On target. RCM refresher training contract executed and actual training scheduled. Q4: Ongoing RCM refresher training to wrap up RCM pilot study on Aeration System and starting PMO pilot study on Aux Boilers. Completed 1 SIDE for the B&G UV Acid Wash preventive maintenance work order 573804. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 61 of 111 Page 18 Page 32 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Execute Long -Term Capital Renewal and Replacement Program 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 Initiative I Key Success Measures Deploy condition -based and predictive -based technologies across asset classes. Develop Asset Health Indicator Requirements and an Asset Tool Framework Add service contracts to computerized maintenance management software (CMMS) to track work orders. Transfer Pumping Stations Operations preventative maintenance work orders to CMMS by the end of 2022. Ensure all critical assets and processes in need of repair or replacement are Perform capital improvements in appropriately scheduled in the 10-Year CIP. accordance with the Comprehensive Wastewater Master Plan (CWMP) and Asset Management Program findings. Develop a prioritization model for vertical assets and update the risk model. Responsible Person(s) Meyer / Lee Meyer / Goel / Mallory Meyer / Lee Meyer / Lee Meyer / Lopez / Weer Gemmell / Bohan / Meyer Q1 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) Q2 Q3 Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: On -going vibration monitoring, machine lubrication, fluid analysis, Infrared imaging, Ultrasound testing for critical assets. Q2: Staff obtained certification in various technologies. Q3: On -going internal coordination among shops to standardize process. Q4: Continuing with internal standardization effort. ACM program improvement for better reliability/quality of oil storage through Conex specification and procurement Q1 /Q2: This is part of the Process and Technology Optimization strategic plan. Q3: Identified for prioritization exercise in May/June. Maintenance, Optimization, and IT divisions are summarizing the background and objectives to engage consultants in Q4 Q4: consultant is selected and project is moving along Q1: Ongoing incorporation of service contracts to CMMS. Q2: Ongoing, creating inboxes, work flows and creating PM task in CMMS. Q3: Ongoing. Q4: Ongoing. Adding service contracts to CMMS and monitor for improvements opportunity. Q1: Ongoing CMMS set up for Pump Stations Operations preventive maintenance work order and in the process to pilot San Ramon Pump Station. Q2: Ongoing, creating inboxes, work flows and creating PM task in CMMS, plan to complete end of FY. Q3: Ongoing. Q4: Ongoing. San Ramon Pump Stations preventive maintenance work worker pilot is wrapping up and, in the process, to coordinate other pump station preventive maintenance activities to roll out to other pump stations. Q1: This is part of routine CAPEX review and CAPEX coordination meetings. Q2,Q3,Q4: Ongoing. Q1: InfoAsset license is up-to-date. Asset management group is working on completing the Asset Management Plan. Q3: Asset Management Plan is scheduled for E&O and Board in Q4. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 62 of 111 Page 19 Page 33 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) Maintain and evolve tools for effective financial and project management of the Lopez / Mizuno capital program. Identify vulnerable assets and develop mitigation measures. I Lopez / Gemmell Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability. I Gemmell / Lopez Improve the wet weather basins, berms, and levees to reduce risk of flood damage Lopez / Gemmell in extreme wet weather. Harden infrastructure against resiliency risks associated with climate change, earthquakes, and Seismically retrofit the Laboratory and Maintenance Reliability Center buildings. Lopez / Hodges / energy availability. Schectel / Meyer Complete renovation of steam and aeration blower operations to increase capacity Lopez / Mizutani / during energy outages. Hodges Q1 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) Q2 Q3 Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: In progress. Executed contract with Oracle implementor and initiated planning phase for EPM capital project budgeting solution. Q2: Completed "discovery" and successfully transitioned to "design" phase of project planning. Expect to complete "design" and transition to "test' phase in Q3. Q3: Worked through various design and pre -implementation tasks including 10-year actual and budget CIP data migration and validation. Staff training and change management sessions to commence in Q4. Q4: Pre -go -live validation and testing completed, with training for all Capital and Planning division leaders (Senior Engineers and up) in May and June 2023. Still on track for "go live" in FY 23-24, with Capital and Planning division -wide training planned 7/19/23. 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 evaluation in TM TP-8. Collection System Infrastructure Plan starting this FY includes resiliency and vulnerability evaluation. Q2: The technical memo will be initiated in the next FY. Q1: Levee Improvements project design with Flood Control District is in progress, expected to bid this FY. Wet weather basin evaluation and berm raising planning are in progress. Q2: In process. A consultant is reviewing this item. Q4: Ongoing Q1: Laboratory seismic retrofit is in progress, will be completed in 02. Q2: Laboratory seismic improvements completed. Q4: MRC buildings seismic to be scheduled in a future project. 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 Project to be complete Q3 2023. Q3: Design continues for Phase 1 Improvements with bid expected Q1 of FY 23-24. Q4: Phase 1 improvements design progressed on schedule. Bidding expected Q1 of FY23-24. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 63 of 111 Page 20 Page 34 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Leverage Data Analytics to Become a More Efficient Utility 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 Initiative Key Success Measures Responsible Person(s) 1st QTR Review plant process control loops and evaluate and rank based on potential cost Goel / Deputy GM Ops & savings. Engineering Develop performance metrics related to key operational systems. Assess existing monitoring, metrics, and controls for those processes with greatest Goel / Deputy GM Ops & optimization potential and develop recommendations for improvements. Engineering Design and implement new real-time control systems for improved monitoring, Goel / Deputy GM Ops & control, and optimization. Engineering Deploy improved monitoring and performance tracking and analytics. Assess and pilot test digital monitoring and cloud analytics to leverage machine Goel / Meyer learning where effective and applicable. 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) 2nd QTR 3rd QTR Q4/ FY-End Activities/Performance in Achieving KSM (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 03. Q2: Operations Optimization Manager Nitin Goel was on - boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. 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 Q4: As Aquasight pilot project, operations and optimization staff ranked major treatment plant processes. Q1: In scope for completion during initial Blue Ribbon Optimization Committee in Q3. Q2: Operations Optimization Manager Nitin Goel was on - boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q3/Q4: To start engaging consultants in Q4. Completed tour with Aquasight staff and operations to discuss which two processes would be best to pilot test for Apollo process advisor. Selected influent pump station as first process to pilot test. Selected centrifuge polymer dosage as the second process to pilot test. 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. Q4: Aquasight process advisor pilot project will provide dewatering polymer dosage suggestions based on historical and real time data using advanced analytics Q1: On -track for 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. Q4: Aquasight process advisor pilot described above. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 64 of 111 Page 21 Page 35 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2022-23 STRATEGIC PLAN KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER 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) 0 On Hold /Delayed /At Risk (KSM is on hold, delayed, or at risk but recoverable) Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: On -track for Q4. 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. Q4: Developed Plant Maintenance dashboards and will continue for Asset Condition Management, Work Order Execution, Reliability Engineering Management and Asset Management. Completed UV Dashboards. Developed and completed Dashboards for CSO. Developed capital project prioritization system used to score and update scores for Fiscal Year 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 - 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. 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. Q4: Ongoing. Aquasight presented initial dashboard that was developed from the historical data for influent pump station. 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 program, with this element of work assigned to the newly formed 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. Q4: Developed procedures and completed first multi -hour aeration system shutdown since 1980s to install equipment on new electric aeration blowers. Time of shutdown and biological process operational strategy were carefully planned. Continued as -needed biological process operational support and began planning for shutdowns required for next summer's Aeration Basin Diffuser Replacement and Seismic Upgrades Project shutdown of one of four aeration tanks. Identified opportunities to collect data during preventative maintenance shutdowns in Q1 of FY 23-24 to support operational strategy development for next summer •Off Track (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 65 of 111 Page 22 Page 36 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) 1st QTR Goel / Deputy Conduct a review and ranking of current versus target treatment efficiencies. GM Ops & Engineering Goel / Deputy Identify conceptual improvements and their potential efficiencies. GM Ops & Engineering Goel / Deputy Develop an implementation plan and schedule of recommended opportunities. GM Ops & Engineering Goel / Deputy GM Communicate progress and results on process measures. Operations & Engineering Gee / Gemmell / Continue the Optimizations, Applied Research, and Smart Initiative programs. LaBella / Goel / Meyer Support innovation in capital and operational improvements. Provide Optimizations Program Annual Reports to Board. Gee 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) 2nd QTR 3rd QTR Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: On -track for Q4. 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. Q4:.Completed tour with Aquasight staff and operations to discuss which two processes would be best to pilot test for Apollo process advisor. Selected influent pump station as first process to pilot test. Selected centrifuge polymer dosage as the second process to pilot test. Q1: On -track for Q4. 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. Q4: Focusing on supporting Capital Projects and Operations department in preparing treatment process for first summer of Diffuser Replacement and Seismic Upgrades Project construction. Diffuser replacement is expected to result in significant improvements in aeration system efficiency. Q1: On -track for Q4. 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. Q4: Many ongoing improvements have been identified and are being pursued such as development of facilities plan for odor control, clarifier optimization, MABR piloting effort etc. Q1: On -track for Q4. Presented results of Improved Treatment Plant Effluent with Dissolved Oxygen Set Point Change in Central San Innovation Fair 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. Q4:. Summarizing long term nutrient management strategy Q1/Q2/Q3/Q4: Managers continue to review optimizations progress on a quarterly basis. Q1: FY 2021-22 Optimizations Program Annual Report targeted to be presented to the Board in late 2022. 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/Q4: FY 2021-22 report was presented to the Board. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 66 of 111 Page 23 Page 37 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative Key Success Measures Responsible Person(s) 1st QTR Develop and begin implementing the IT Strategic Plan. Mallory Automate the Treatment Plant Asset Handover Process and track completion of Mallory / Goel / key points along the workflow. Meyer Gaines / Leiber / Evaluate and use geocoding/barcodes to tag and track plant assets. Goel/Deutsch / Meyer Implement a barcode Warehouse inventory program to fully automate all issues, Gaines / Leiber receipts, and inventory cycle counts. Continue to configure new ERP Evaluate, select, and implement new Sewer Service Charge development and Gemmell / Leiber system to meet evolving needs. billing software. / Mallory 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) 2nd QTR 3rd QTR Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Consultants are at work, and project is on track. Q2: Workshops held to present tentative results; Smart Utility 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. Q4: Completed Blue Wall exercise. Q1/Q2: Phase 1 of Chathu's Mentorship Project was completed.. Phase 2 included in IT/OT master plan. Q3: IT provided access to Engineering folder that houses the asset information until the process is either automated or further improved. Q4: This project was placed on hold and will be implemented as part of the Process and Technology Optimization (PTO) Strategic Plan. 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 plant, where bar codes will be put on all fixed assets. Piloting geo-tracking devices for mobile assets (loss prevention) is still under consideration. For the first item tested, it did not prove effective. Q3: Implementing bar coding for TP assets. Q4: started bar coding plant assets, headworks and primary tanks Q1: RF Smart Barcode has been implemented and used in the following areas: Cycle Count,and Receiving. Material Issuances will be a major project with assistance from I.T. 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. Q4: Cycle Counting and receiving are automated through Oracle via RF Smart. Inventory Issuances will also become an automated function once the new badges are assigned and linked to expenditure accounts thus this is an on -going objective. Q4: Ongoing; will extend into next fiscal year. This will be a collaborative effort with Risk, HR and IT. Q1/Q2/Q3/Q4: Have not started project; have created hardware redundancy for existing HTE system until a change is made for a new system. Waiting for Permitting Software go -live. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 67 of 111 Page 24 Page 38 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Be Adaptable, Resilient, and Responsive 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 Initiative I Key Success Measures Implement Permitting and Community Development software. Utilize digital database storage and retrieval to reduce paper processes. Create procedures to reflect new business workflows. Improve Maintenance, Repair, and Operations metrics monitoring. Identify potential collection and treatment system catastrophic events along with key operational decisions and responses. Make sound decisions when faced Develop Decision Analytics to provide the required support documentation for with unforeseen events. rapid response. Develop the analytic infrastructure to gather and use information to make data - driven assessments. Survey best practices of leading sister agencies. Develop and employ improved operational decision support Design and perform Failure and Response Evaluations of major operational systems and approaches where upsets. practicable. Responsible 1st 2nd 3rd Q4 / Person(s) QTR QTR QTR FY-End Gemmell / Leiber / Mallory Young All Managers Leiber / Gaines / Meyer Goel / Deputy GM Ops & Engineering Goel / Deputy GM Ops & Engineering Goel / Deputy GM Ops & Engineering All Managers Goel / Deputy GM Ops & Engineering 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) Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Project will restart with Oracle on 10/17/2022, with a targeted date of Summer 2023 go -live. Q2: Progressing. Summer 2023 go live still anticipated, but could extend to fall depending on implementer issues. Q3 / 04: Good progress on implementation during Q4. Go -Live scheduled for fall 2023 to focus on training/UAT after billing is completed. Continuing effort to maximize use of Laserfiche Ongoing as needed. Q2/Q3: Reviewing Oracle functionality for tracking these items. Q4: ongoing effort for improvements to tracking in Oracle Q1: Scoping of this effort is underway, as it follows the completion of the above tasks of the performance reliability of key treatment processes. Q2/Q3/Q4: Operations Optimization Manager Nitin Goel was on - boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: Scoping of this effort is underway. Q2/Q3/Q4: Operations Optimization Manager Nitin Goel was on - boarded, but with the departure of the Director of Operations, this KSM may be reworked or be put on hold to pursue other priorities related to the optimization effort. Q1: Scoping of this effort is underway. Q2/Q3/Q4: 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. Ongoing as needed. Q1: Scoping of this effort is underway. Q2/Q3/Q4: 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. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 68 of 111 Page 25 Page 39 of 51 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy 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 Initiative I Key Success Measures Implement the Jarvis Operations Response software pilot to facilitate decision making based on real-time data. Responsible 1st Person(s) QTR Goel / Deputy GM Ops & Engineering 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) 2nd QTR 3rd QTR Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Staff is working with Aquasight to develop a digital real time (DRT) monitoring program to support data analytics and performance trending. Q2/Q3/Q4: 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. Q4: Staff continuing work on pilot testing Aquasight process advisor on influent pump station and centrifuge polymer dosage. OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 69 of 111 Page 26 Page 40 of 51 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER 94.5GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Metric Target Responsible Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) Performance Average onsite response time 23 minutes for collection system emergency calls, <30 minutes Seitz 15 minutes 20 minutes 18 minutes 19 minutes during working hours 42 minutes 41 minutes Average onsite response time for collection system emergency calls, <40 minutes Seitz 34 minutes 38 38 minutes after hours FY2021-22, FY2021-22: 29.5 32.47 Average customer service rating for >_3.8 out of 4.0 Seitz 4.00 4.00 4.00 3.89 3.97 emergency calls Q1: No surveys sent. Surveys will be mailed to customers for WC 15 and N. 75% 94% 84.5% Orinda 8 projects in Q2. Q2: Walnut Creek 15 overall satisfaction was 75%. Results for N. Orinda 8 Average customer satisfaction rating on oY ?95 /o Carpenter Lopez/L No surveys sent 2021-22: FY 2021-22: No surveys sent 82.6% will be available next quarter. construction projects p 1 No surveys sent Y No surveys sent in Avg. From all Q3: North Orinda 8 overall satisfaction was 94%. in Q2; 90.1 % in Q2 or Q3; surveys receive Q4: No additional surveys sent. Q1 90.1 % in Q1 in FY 2021-22 Q1: 10 surveys submitted. 8 Excellent, 1 Fair and 1 Needs Improvement, 92 3% which provided a comment to have more options to schedule an inspection 90% than calling standard phone number. Average customer satisfaction rating on 86% Q2: 4 Surveys submitted with Excellent ratings. permit counter interactions p o ?95 /o Gemmell FY 20211-22: 0 100 /o FY 2021-22: o 100 /a 90%, Average Q3: 6 out of 7 surveys submitted with Excellent ratings. 1 Needs 100% For FY 21-22 Improvement rating related to customer who was told that their existing 90.1 / encroachments would need a Real Property Agreement and no further surveys encroachments would be permitted. Q4: 5 of 5 surveys submitted with Excellent ratings. 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) Q4: Rates approved on June 21, 2023 which remain with EPA affordable criteria. 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 community events. Participants in public tours and 500 Barnett 277 105 150 240 772 Q3: One hundred and fifty (150) people were served through virtual and presentations community events. Q4: Two hundred and forty (240) people were served through virtual and community events. 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 70 of 111 Page 1 Page 41 of 51 -CD CENTRALSAN FY 2022-23 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER ATTACHMENT 2 94.5GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Metric Target Responsible Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) Performance 20 20 Q1: Next session tentatively planned to be held in person in spring 2023. 20 FY 2021-22. 79 FY 2021-22: 79 Q2: Planning next session to begin in Q3. Participants in Central San Academy >_35 Gee FY 2021-22: 79 Applicants Applicants Q3/Q4: Central San Academy was held with 20 participants. Applicants received received for next received for next for next Academy Academy Academy Q1: 2 awards received. Awards or recognitions received >_10 Young 2 4 2 3 11 Q2: 4 awards received. Q3: 2 awards received. Q4: 3 awards received. GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts Metric Target Responsible Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) Performance National Pollutant Discharge Elimination 0 violations Weer System compliance See comments See comments 1 violation Recycled Water Title 22 compliance 0 violations Weer Q1: Opacity excursion on 8/31/22. This will or will not constitute a violation. for Q4 Q2: Inoperative monitor RCA for Aux Boiler 1 landfill gas flowmeter on expected 10/14/22. Violation is not expected. FY 2021-22: FY FY 2021-22: Q3: Inoperative monitor RCA for Furnace 1 opacity monitor on 1/27/2023. Title V compliance 0 violations Weer 0 Reportable p 2 Reportable bl por a 2 Reportable Violation is not expected. Compliance Compliance Compliance Q4: Emissions deviation RCA for Furnace 1 wet scrubber differential Activities as of Activities as of Activities as of pressure on 4/18/2023. Violation is expected. p p Q1 0 100 /a 100% o 100 /a Q1 o 100 /o Q1 Regulatory Title V work orders o 100 /o Meyer Target meet completed on time Q1: On track to meet calendar year (CY) 2022 GHG target. Anthropogenic greenhouse gas (GHG) s25,000 metric tons (MT) On track to meet Q2: Met CY 2022 target. Pre -verified total: 24,025MT CO2e. emissions CO2e per calendar year Cheng calendar year Q3: On track to meet calendar year (CY) 2023 GHG target. 3 9 2 5 target 1.23 Q4: On track to meet calendar year (CY) 2023 GHG target. Sanitary sewer overflows <_1.3 spills per 100 miles Seitz of pipeline 1 2 1 0 FY2021-22, FY2021-22, Spills to public water <1 Seitz FY2021-22, 0 1 spill this 0 2 spills for year spills this quarter quarter Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. OCompleted O On Track / Revised Approach O On Hold / Delayed / At Risk O Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 71 of 111 Page 2 Page 42 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY 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 Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) Performance 4 rMV 3 0 Spills greater than 500 gallons <3 Seitz 0 FY 2021-22, 7 FY 2021-22: 3 FY 2021-22: spills were 4 greater than 500 1 gallons 1 Sanitary sewer overflows 0 Seitz / Lopez 0 0 0 FY2021-22: N/A, resulting from construction work new measure FY2021-22: N/A, new measure Annual Environmental Compliance Q4: 100% of Environmental Compliance inspections and permitting inspections and permitting 100% Henry / 100% ° 100 /° ° 100 /° D 100 /° 100% completed on time. completed on time Talarico Household Hazardous Waste (HHW) Zero violations management compliance 0 violations Wyatt 0 violations 0 violations 0 violations 0 violations 0 Violations Q1: 5,769 students were served through education programs. Q2: 3,863 students were served through education programs. Students served by education programs >_6,000 Barnett 5,769 3,863 **4,393 5,506 19,531 Q3: 4,393 students were served through education programs. **Delta Discovery Data will be added when it becomes available** Q4: 5,506 students were served through education programs. **This includes 63.0 MG the Delta Discovery Data which is now available** Q1: On track. 4.2 MG FY2021-22: 82.7 181.5 MG Q2: On track. Gallons of recycled water '-240 million gallons (MG) Foss 90.7 MG 23.6 MG FY 2021-22: MG distributed to external customers 24.6 MG FY2021-2 Q3: Recycled water usage was lower than usual due to wet weather. 22T 5 M Q4: Recycled water usage was lower than usual due to cooler weather. Q1: On track. Electricity produced by co -generation using >_18 million kWh (reported Lee /Shima 22.8 million kWh 22.0 million kWh 22.0 million 22.0 million kWh 22.2 million kWh Q2: On track. natural gas as a rolling average) kWh Q3: On track. Q4: On track Q1: On track. 279,000 285,000 kWh Q2: On track. Solar power produced at Collection System >_220,000 kWh (reported Lee / Shima 286,000 kWh 293,000 kWh kWh 280,000 kWh Q3: On track. Operations and HHW Collection Facility as a rolling average) Q3: On track. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 72 of 111 Page 3 Page 43 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY 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 Performance Comments / Issues Q1: Start of construction delayed by 45 days due to a pipeline easement issue on the Lagiss Property. Still on track to complete project by end of fiscal year. Q2: Start of construction continues to be delayed as Central San's solar vendor works with Kinder Morgan and PG&E to gain approval for crossing over their existing easements with facilities for the new solar array. Solar power produced >_2.5 million kWh Q3: Central San's solar vendor continues to await approval from Kinder by a new solar array near the treatment (reported as a rolling LaBella Morgan for crossing over their three easements and two pipelines on the plant campus average) Lagiss property with the interconnection facilities for the solar array. The project cannot proceed to construction until this is resolved. Q4: Central San's solar vendor continued working with Kinder Morgan and secured their approval via a fully -executed Pipeline Crossing Agreement. Central San mailed postcards to the nearby neighborhood to notify them of the start of construction, which is expected in July 2023. Project completion and startup is anticipated by Q3 of FY 2024. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 73 of 111 Page 4 Page 44 of 51 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Metric Target Responsible Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) 45 59 45 46 Performance 48.75 Average time to fill vacancy < _60 days O'Malley / (from request to hire) Manor 2.1 % (incl. mints.ments) 0.7% (incl. Retirements) 0.3% (No 5.4% (incl. 56.5% O'Malley / retirements) Retirements) retirements Retirements) Turnover rate (incl. retirements) Granzella (excl. 0.36% (excl. 0.72% (excl. this quarter) 2.2% (excl. retirements) eti a Retirements ) Retirements) 2.70 Retirements ) Average annual training hours O'Malley / per employee >_15 Smith 7.22 3.69 4.08 17.69 (external and internal training) See comments Q1: Jul rec'd 77%; Aug rec'd 80%; Sep rec'd 95%. for FY 2022-23 Q2: Oct rec'd 96%; Nov rec'd 84%; Dec rec'd 84%. See comments for FY See comments for FY See comments for FY performance See comments Q3: Jan rec'd 96%; Feb rec'd 88%; Mar rec'd 87% 2022-23 performance 2022-23 performance 2022-23 performance for FY 2022-23 04: Apr rec'd 89%; May rec'd 79%; Jun rec'd 55% FY2021-22: performance Total rec'd 84% Completion of annual performance evaluations 100% O'Malley / Howard FY2021-22: FY2021-22: FY2021-22: Apr. evals July evals 86% reed, Oct. evals 91 % reed, Jan. evals 92% reed, 77% rec'd, FY 2021-22 Aug. evals 86% reed; Nov. evals 91 % reed; Feb. evals 78% reed; May evals 85% Total evals Sep. evals 92% reed. Dec. evals 75% reed. Mar. evals 85% reed. reed; Jun. 85% rec'd. evals 85% rec'd. Q1: All eligible employees received Temporary Modified Duty. Temporary modified duty provided >_95% of recordable Deutsch ° 100 /° ° 100 /° ° 100 /° ° 100 /° ° 100 /° Q2: All eligible employees received Temporary Modified Duty. Return to Work program) m p 9 ) injuries 1 Q3: All eligible employees received Temporary Modified Duty. 9•p Y Y• Q4: All eligible employees received Temporary Modified Duty Q1-Q3: restated; corrected calculations. Internal promotions >25% O'Malley / 66�e 00 75% 57.9% (excludes entry-level positions) Granzella 33.3% 50% 100% Q4: The arbitrator did not agree with the District in one grievance in Formal grievances processed g p 0 O'Malley /Manor Y 0 0 0 1 1 Q4. Q1/Q2: Wellness Expo takes place in Q2. Employees continue to O'Malley / Participation in annual Wellness Expo ° + >_10 /D each year Howard ° 15 /D increase ° 15 /D increase ° 15 /D increase engage in 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. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 74 of 111 Page 5 Page 45 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA 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) Performance Compliance with Public Records Act ° 100 /° Young All met requests on time All posted Board meeting videos posted online 100% Young Q1 - 04: No change to standing S&P and Moody's ratings. Standard and Poor's and Moody's AAA/Aa1 Leiber / Mizuno AAA/Aa1 AAA/Aa1 AAA/Aal AAA/Aa1 AAA/Aa1 credit ratings n/a This is a year-end calculation updated in Q4 only. Calculated as Debt service coverage ratio >_2.0 Leiber / Mizuno n/a n/a 7.24 7.24 gross revenue (O&M and capital) divided by total annual debt n/a service. This is a year-end calculation only. To be updated in Q4. Debt Debt as a percentage of total assets s60°/D Leiber /Mizuno n/a n/a 6.4°/D 6.4% includes the 2021 COPs, 2018 refunding bonds, and SRF loan. This excludes non -financing debt such as long-term pension, OPEB, n/a and compensated absences obligations. Calculated as $73.6M in total debt divided by $453.7M in total Debt financing of prior 10 years' CIP spending ° s60 /D Leiber / Mizuno n/a n/a ° 16.2 /D ° 16.2 /D capital spending. Per 10-year financial plan, external funding will be used for up to Debt financing as a percentage n/a n/a 13.9% / 26.6% $170MM of $1,219 MM in total CIP (13.9%). This increases to of projected 10-year CIP ° s60 /D Leiber / Mizuno n/a ° ° 13.9 /D / 26.6 /D 26.6 /D with inclusion of $155MM of SRF proceeds spent between n/a n/a n/a FY 2023-24 and FY 2032-33. Total revenue funded collection system CIP Borrowing was only used for treatment plant work. spending in past 10 years ° ?100 /° Leiber /Mizuno n/a n/a n/a ° 100 /° D 100 /° Total revenue funded collection system Per 10-year financial plan, external funding will be used only for a spending in 10-year CIP (projection) ° ?100 /° Leiber / Mizuno n/a n/a ° 100 /° ° 100 /o portion of treatment plant expenditures. ° ?41.r' /° This is a year-end calculation only. To be updated in Q4. Calculated O&M reserves of next year's budget Leiber / Mizuno n/a 47.27% 47.27% based on total working capital reserves of $43.0 million as of n/a 6/30/23 (using pre -audit figure) ° >_50 /D This is a year-end calculation only. To be updated in Q4. Calculated Sewer Construction reserves of next year's budget Leiber /Mizuno n/a n/a 240.9°/D 240.9% based on total working capital reserves of $137.8 million as of (non -debt financed) 6/30/23 (using pre -audit figure) Q1: Slightly below target, largely due to July always being lower due Operating expenditures ° to prior year AP/payroll accrual reversals. Conversely, June is as a percentage of Board -approved 90-100% Leiber / Mizuno 87.4% 94.7% 95.2 /o 95.7/° ° 95.7/° D typically higher following current year AP/payroll accruals. operating budget Q2-Q3: On target. OPEB trust contributions approved by Board in Fall 2022 increasing % from Q1 in addition to other factors. Q4: Within target range. 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 75 of 111 Page 6 Page 46 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA 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) 100% Performance 100% Financial reports disseminated Q1 - 02: On track. Three overviews and one quarterly report to every month (summary) and quarter (full) o 100% Leiber / Mizuno 0 100 /0 0 100 /0 0 100 /o Board/Finance Committee. Reported material weaknesses or Q1: This is a once a year result only. To be updated in when significant deficiencies 0 Leiber / Mizuno n/a 0 0 0 0 Financial Audit is available for FY 2021-22 (in Q2 of this fiscal year). in internal controls as part of annual Q2/Q3/Q4: Audit of ACFR in progress. Not anticipating any material financial audit weaknesses or significant deficiencies as of 10/18/23. Q1: No overflow claims. Q2: $8,877 (which includes $20k reserve. Avg cost paid to date is Average cost per overflow claim <$25,000 Deutsch $0 $8,777 $12,100 $99 $9,343 $3,877). Q3: Average cost per Overflow (combined) $12,100. Q4: Combined Avg Cost per Overflow Claim $9,343 for 22-23 Q1: 197 purchase requisitions received; 81 % met processing time metric. Avg requisition processing time is 5 business days. Q2: 180 purchase requisitions received; 86% met processing time metric. Avg requisition processing time is 4 business days. Purchasing requisitions completed within standard processing time >80% Kin g 81% 86% 86% 88% 85°/D ° Q3: 222 purchase requisitions received; 86% met processing time metric. Q4: 241 purchase requisitions received; 88% met processing time metric. For the year, a total of 840 were processed, 717 met processing time metric, or 85%. 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 76 of 111 Page 7 Page 47 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA 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) Performance Safety -prioritized work orders 78% 78% Q1-Q3 Target met completed on time 100% Meyer 100% 100% 100% FY2021-22, FY202°1-22, Q4: Seven of nine completed before projected due date 100% 100% Q1: 2 recordables, 136,988 hours worked. Incident Rate - 2.9 Q2: 3 recordables, 125,556 hours worked. Incident Rate - 4.77 Employee injury and illness <_3.3 Ledbetter 2.9 * 3.8* 3.0 * 2.6 * 2.6 Q3: 1 recordable, 134677 hours worked. Incident Rate - 1.5 lost time incident rate Q4 : 1 Recordable , 134880 Hours worked. Incident Rate - 1.5 YE: 2.6 *Cumulative Incident Rate Workers' compensation Q1-Q4: Ex Mod applies for the fiscal/policy year. experience modifier <_1.0 Deutsch 0.82 0.82 0.82 0.82 0.82 Q1: Some items are added into the Capital Improvement Budget Days to implement approved and can take months if not years. Performance reported reflects Safety Suggestions s60 Ledbetter <45 <45 <60 <60 <60 days to act upon (vs. 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. Q2: 180 accounts in full compliance, 35 accounts in partial Contractors/consultants in compliance >> ° -70 /° King D 78 /° 81% 83% 78% 80% compliance, and 7 accounts in non-compliance. with insurance requirements Q3: 181 accounts in full compliance, 28 accounts in partial compliance, and 9 accounts in non-compliance. Q4: 177 accounts in full compliance, 36 accounts in partial compliance, and 14 accounts in non-compliance. Q2: There was an internet slow down during a board meeting due to Slightly less security equipment "phoning home". The root cause was a patch than 100% due applied by the vendor that switched the timing from 2AM to 2PM. 99% uptime 98% to outages in Q3: No incidents. Information system outages 100% uptime Mallory 100% uptime 100% FY2021-22, Q2, Q4 Q4: The Orinda Crossroads pumping station experienced a brief affecting normal business operations FY 2021-22: 99 9% outage when AT&T misconfigured the wireless router that they were 100% uptime using for access to the SCADA network. FY2021-22, An Oracle update prevented payroll from completing their payroll 99.9% process at their normally scheduled time. IT staff were able to work with Oracle to resolve the issue and complete payroll on time. Q2 / Q3 / 04: No data lost. Data backup and recovery 0 lost data Mallory 0 lost data 0 lost data 0 lost data 0 lost data 0 lost data Q3: Status unchanged. Will ramp up in Q4. 65% 65% 65% 65% FY 2021-22: Q4: Cyber Security Analyst attended the MISAC tabletop exercise Employees trained in ° 100% Mallory ° 60 /° FY 2021-22: N/A FY2021-22: N/A FY2021-22: N/A N/A (new and obtained the Certified Information Systems Security Manager c bersecurit awareness y y new metric ( ) (new metric) (new metric) metric) (CISSM) Certification. We're going to renew our training effort with our new Cyber Security Analyst in the next year. 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 77 of 111 Page 48 of 51 ATTACHMENT 2 FY 2022-23 STRATEGIC PLAN CENTRAL CENTRAL C� KEY METRICS PROGRESS TRACKER SANITARY DISTRICT Metric Target Planned treatment plant preventative maintenance >_90% completed on time Planned recycled water distribution system preventative maintenance >_98% completed on time Planned collection system preventative maintenance ?98% completed on time Pipeline cleaning On >_4% of pipelines quality assurance / quality control (QA/QC) cleaned on an annual basis Pipeline cleaning QA/QC passing rate Pipeline inspected through Closed Circuit Television Program Uptime for vehicles Miles of sewers replaced (focused on deteriorated small diameter pipelines) Large diameter and force main condition assessment Average time to execute Engineering agreements from complete package submittal ?98% 10% inspected (150 miles) / 37.5 miles per quarter 100% >_6.0 GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Responsible Q1 Q2 Q3 Q4 Person(s) Meyer 97% 97% 95% 96% Seitz Seitz Seitz Seitz Seitz Seitz Mestetsky / Lopez >_3 miles per year Waples / Frost / Gemmell 100% 100% 100% 99.2% 99.2% 99.5% 3.21 % 3.31 % 3.81 % FY 2021-22: 4.43 % FY 2021-22: 3. 31 % FY 2021-22: 2.42% 95.1 % FY 2021-22: 95.45% 31 miles FY 2021-22: N/A (new metric) 100% 1 mile <1 mile 96.43% FY 2021-22: 94.2% 18 miles FY 2021-22: N/A (new metric) 100% 0.5 miles FY 2021-22: 1.3 miles FY 2021-22: Began work on ITpipes multi -sensor inspection portal. Inspections delayed by contractor performance; inspections still expected this FY. s2 weeks King 9.81 business days 6.35 business days 98.74% 18 miles FY 2021-22: N/A (new metric) 0% 1.3 miles FY 2021-22: 0.9 miles 100% 99.8% 3.40% FY 2021-22: 2.81% 98.10% 57 miles 100% 1.5 miles FY 2021-22: 1.4 miles FY-End Comments / Issues Performance 96.25% Target Met 100% 99.4 3.43% FY 2021-22: 3.24% 97.10% FY 2021-22: 95.85% 124 miles FY 2021-22: N/A (new metric) Q1: Completed Phase 1 inspection of large diameter pipelines in Martinez and Danville Blvd and associated maintenance access covers. Results expected in Q2: Preliminary files for manhole inspections, CCTV, and H2S provided to ITpipes. Cues processing of laser data delayed, anticipate remaining data delivered to ITpipes early 2023 and accessible to District in Q3. Q3: ITpipes platform completed. Data being reviewed. Additional inspections to achieve >3 miles/year would not be authorized until after staff determines the value of MSI results in Phase 1. Q4: Staff met internally due to contractor unresponsiveness and is developing new path forward for inspections. Working with staff and consultant on request for proposal for inspection scope/approach. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 78 of 111 Page 9 Page 49 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA 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) Performance Contract renewals executed on time 100% King 100% 100% 99% FY 2021-22: N/A 100% 100% for uninterrupted service (new metric) Q1: 29 Items requested to stock with 26 items added within the specified 5 working day threshold. Three items outside this range required additional information from the requester. Q2: 9 Items requested to stock and 9 items added within the Approved request -to -stock items entered in databases D 100 /D Gaines / Leiber 100% D 100 /D D 100 /a D 100 /a o 100 /a specified 5 working day threshold. within 5 business days Q3: 19 Items requested to stock, all 19 items were added within 5 working days and linked to the appropriate assets. Q4: 25 Line items requested to stock, all 25 items were added within 3 working days. All items wer linked to assets and purchased as required. Total value added = $15,754.16 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 37.4% of total as we gear up for rate adjustment hearings. authorized Q2: Increase from Q1, although well short of target due to large 37.4% expenditures carryforward from FY 21-22. 1/12/23 Financial Workshop Capital expenditures 29 2% 37 3% 37.0% (including communicated that approximately $28.91VI in FY 21-22 carryforward as a percentage of capital budgeted p g p g FY 2021-22: carryforward), 65% would be released to reserves for future years as part of FY 23-24 (YTD estimated budget) >_90% Lopez / Mizuno p FY 2021-22: FY 2021-22: FY 202low Tracked below 90% Tracked below and budge budget cycle. g Q3: Slight reduction from Q2, still short of target due to carry forward carry cash flow includingcar forward Tracked below 90% Tracked below 90% 90% from FY 21-22. FY 23-24 CIB significantly lowered from recent FY 2021-22: years in an effort to catch up on projects impacted by pandemic and Tracked be/o supply chain challenges over past 2-3 years. 90% Q4: Year-end figure well short of target. To address this, FY 23-24 CIB was reduced significantly to $71.2M. Additional $18M in carryforward expected from FY 22-23 to FY 23-24 directed to reserves. 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 79 of 111 Page 10 Page 50 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2022-23 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Metric Target Responsible Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) Performance Q1/Q2: This initiative is on hold pending completion of the IT Strategic Plan update. Q3: This initiative is being rolled into the Process and Technology Mallory / Goel Optimization (PTO) Strategic Plan to be delivered in Q2 FY23-24. Projects initiated under Central San Smart >_3 3 Q4: Initiated three projects (Aquasight pilot, Asset Health Indicator, CAD/BIM standardization) that were identified under Central San Smart Initiatives 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 the departure of the Director of Operations, the Improved process monitoring or ?3 control loops Goel / Director FY 2021-22: N/A 3+ development of control loops will be put on hold to pursue other performance reporting of Operations (new metric) priorities related to the optimization effort. Q3/Q4: 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. Q1: Membrane pilot decommissioned. Reports anticipated in Q2/Q3. 4 (Membrane Q2: Received draft Membrane Pilot report. Final Pilot report and pilot, Multi -sensor Draft alternatives evaluation report anticipated in 03. inspection pillot, Q3: Received Final Pilot report. Final Alternatives evaluation report Reviews or pilot tests >3 Frost / All Membrane anticipated 04. Received draft multi -sensor inspection pilot of new and promising technology Managers Aerated Bio inspection reports from Cues/ProPipe. Reactor, Aquasite Q4: Received final membrane alternatives evaluation report and Pilot started) held membrane results review meeting with staff. Initiated Membrane Aerated Bio Reactor for Nutrient Management Strategy Advancement and Aquasight Pilot for Treatment Plant Optimization 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 80 of 111 Page 11 Page 51 of 51 ATTACHMENT 2 CENTRAL CONTRA COSTA SANITARY DISTRICT FY 2022-23 STRATEGIC PLAN KEY METRICS PROGRESS TRACKER GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Metric Target Responsible Q1 Q2 Q3 Q4 FY-End Comments / Issues Person(s) Performance 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. Q2: Envision abstract submitted to WEF CS 2023 and WEFTEC 2023 conferences. Membrane pilot abstract submitted to WEFTEC 2023. Abstract submitted to WEFTEC "Re -use and Rehabilitate to >_3 papers or Frost / All Recycle: A case study on modernizing dual media tertiary filters at Research papers and findings presented presentations Managers 2 3 0 2 7 the Central San WWTP" Q3: No new papers completed this quarter. Membrane pilot was presented to both Central San Academy and Externship programs. Initiated Membrane Aerated Bio Reactor for Nutrient Management Strategy and Aquasight Pilot for Treatment Plant Optimization Q4: Abstract accepted at International Maintenance Conference - Rising to the Top: Collaborative Projects Prioritization Considering Industry Best Practices of Asset Management and Reliability Q1: In addition, 20 Planner updates completed. Don't Just Fix It; Improve It > _25 Meyer 2 1 7 1 11 Q2: In addition, 18 Planner updates completed. work orders completed FY 2021-22: 6 FY 2021-22: 1 FY 2021-22: 2 FY 2021-22: 4 FY 2021-22: 13 Q3: 7 completed. Q4: 1, for total of 11 for the year Gee / All Not yet available Not yet available Q1/Q2/Q3: Optimizations are tracked quarterly by the managers. Completed optimizations >20 Managers Q4: TBD based on Optimizations Tracking Log. (Not available as of publication date of this report) 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) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 81 of 111 Page 12