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HomeMy WebLinkAbout04.b. Receive Strategic Plan Trackers for the First Quarter of Fiscal Year (FY) 2022-24Page 1 of 28 Item 4.b. 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 STRATEGIC PLAN TRACKERS FOR THE FIRST QUARTER OF FISCAL YEAR (FY) 2022-24 Attached are the Strategic Plan Trackers for the first quarter of FY 2023-24, and the second year of Central San's FYs 2022-24 Strategic Plan. These reports provide an update on the progress on each goal and strategy through the fulfillment of the key success measures (KSMs) and the key metrics. Per the Committee's request, last fiscal year's quarterly performance has been included for metrics that are On Hold / Delayed / At Risk or Off Track. The color legend is defined as follows for each tracker: BLUE — Completed • Key Metrics Tracker: Target was met for the FY • KSMs Tracker: KSM was fulfilled GREEN — On Track / Revised Approach • Key Metrics Tracker: Target is on track to be met or metric is being measured differently from how it is written in the Strategic Plan but preserving the intent • KSMs Tracker: KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent YELLOW— On Hold / Delayed /At Risk • Key Metrics Tracker: Ability to meet target is on hold, delayed, or at risk but recoverable • KSMs Tracker: KSM is on hold, delayed, or at risk but recoverable RED — Off Track Key Metrics Tracker: Target is in danger of not being met for the FY KSMs Tracker: KSM is in danger of not being fulfilled by June 30, 2024. Staff will be available at the meeting to answer questions. October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 82 of 111 Page 2 of 28 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 83 of 111 Page 3 of 28 ATTACHMENT 1 FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Ongoing. Permit Counter, Collection System Operations Assess customer satisfaction and develop inventive ways to meet those Gemmell / Seitz / (CSO), and Communications (re: construction projects) send out expectations. Barnett regular customer surveys. Provide core service of collecting and Q1: See CSO Response Time metrics for response times treating wastewater, along with Respond in a timely manner to requests for service. Seitz value-added programs. Q1: Ongoing. Permit Counter, Household Hazardous Waste Deliver High- Continue to administer customer -facing programs. Schectel / Gemmell Collection Facility (HHWCF ), and Residential Recycled Water Fill Station are open to the public. Quality Customer Q1: Meetings will be scheduled as needed prior to new projects Service Hold informational community meetings for all major sewer renovation projects, Barnett / being advertised for bid. Meeting held in October with businesses including outreach to officials of the impacted cities/county. Carpenter ahead of Walnut Creek Locust Street project in conjunction with Minimize impacts to residents and Business Association. Meet individually with property owners and/or tenants on projects involving Barnett / Q1: Meetings continue to be held as needed. businesses during capital projects, construction work, and maintenance. private easements. Carpenter Barnett / Q1: Issues are addressed as they arise.Carpenter Troubleshoot and resolve construction issues as rapidly as possible. Q1: 259 people were served through virtual and community Conduct public tours and presentations highlighting infrastructure investments. Barnett / Lavender events. Q1: Next session tentatively planned to be held in person in Host Central San Academy annually. Gee spring 2024. Perform extensive customer and community outreach. Barnett / Zumbo / Q1: Pipeline customer newsletter in production Develop engaging videos, publications, and brochures. Vallee Promote Initiatives Q1: Continue to monitor and grow YouTube, Facebook, Twitter, to Advance Affordable and Expand social media outreach. Barnett /Vallee Insta ram, Linkedln, and Nextdoor followers and impressions. 9 p Equitable Access to Services 01: Completed in FY 2022-23. Conduct a Cost -of -Service Study. Gemmell Q1: Two-year rate approved for SSC. Annual fee review Perform annual reviews of rate structure and fees. Gemmell completed during Q4 of last year and implemented effective July Maintain responsible rates and offer services at affordable levels. Q1: New finanicing program for lateral replacement approved. SRF loan for Solids Phase 1 a being administered. No new Administer financing programs. Gemmell / Leiber financing pending. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (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 84 of 111 Page 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Build Neighborhood and Industry Relationships Form and sustain relationships with federal, state, and local elected officials and stakeholders. Support member organizations and sister agencies. Page 4 of 28 FY 2022-24 STRATEGIC PLAN YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Key Success Measures Responsible Q1 Person(s) Connect and engage elected officials, staff, and stakeholders on initiatives. Support Board Member engagement with elected officials. Participate in industry organizations and forums. Provide assistance and mutual aid to other agencies. Share industry -leading work. Barnett Barnett / Young All Managers Deutsch All Managers ATTACHMENT 1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Q1: Ongoing outreach during events, meetings, and outreach on programs, services, and legislative perspectives. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach O On Hold / Delayed / At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) written in the Strategic Plan but preserving the intent) Q1: Ongoing. Ongoing. Staff participates in multiple industry organizations and forums to share information, attend trainings, and represent Central San. Q1: Rec'd one request but we didn't have the equipment they needed. Q1: 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 85 of 111 Page 2 Page 5 of 28 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Achieve Compliance in All Regulations Educate on Pollution Prevention and Environmental Protection YEAR 2: 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 I Key Success Measures Comply with all applicable regulations. Foster relationships with regulatory agencies. 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. Participate in legislative and Support key advocacy initiatives through customer communications and regulatory processes. outreach. Incorporate potential impacts of regulatory changes into long-range infrastructure and financing plans. Present student education programs that meet the Next Generation Science standards. Provide industry -leading public and student education programming. Conduct creative public education outreach that encourages positive customer behavioral changes. Responsible Q1 Person(s) Weer Seitz Lopez / Gemmell / Hodges Lopez / Mizutani Schectel / Barnett Schectel / Barnett Barnett Barnett Schectel / Gemmell / Lopez Barnett / Lavender Barnett / Lavender/ Zumbo / 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) Q2 Q3 Q4/ FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: No violations thru Q3 of calendar year of 2023 Q1: There were 4 spills in Q1 Q1: Project awarded on September 7, 2023 Q1: Construction and Aeration System Contracts Signed. Q1: Ongoing; Schectel — BACWA Exec Board Member, Co - Chair CASA Regulatory Water Committee, participate on CASA State Leg Committee, participate in NACWA and CASA conferences, member of SFEI Board of Directors, Regional Nutrient Management Steering Committee alternate Q1: Ongoing; Schectel — regular meetings with RWQCB, BAAQMD, and other regulatory agencies as needed. Q1: Provided tracking, review, and presentations for Board to take positions on key priority legislation. Q1: PFAS legislative update to be included in fall Pipeline. Q1: CIP will start updating in Q2 for Financing plan update to Board in Q3. Q1: 4592 students were served through education programs. Q1: Promoted P2 Week and tips via social media, PSAs aired on CCTV and Rossmoor TV. 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 86 of 111 Page 3 Page 6 of 28 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Be a Partner in Regional Development of Local Water Supply YEAR 2: 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 I Key Success Measures Continue exploring partnerships with Contra Costa Water District (CCWD), Santa Clara Valley Water District (Valley Water) and San Francisco Public Utilities Commission (SFPUC) to advance the Refinery Recycled Water Exchange Project. Collaborate with East Bay Municipal Utility District (EBMUD) on a potable reuse study. Explore and advance cooperative opportunities. Continue to work with CCWD and the City of Concord in plans to supply recycled water to the Concord Community Reuse Project. Continue to divert raw wastewater to produce recycled water to meet Dublin San Ramon Services District — East Bay 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), consistent with the Guiding Principles. Continue to operate and maintain a reliable recycled water distribution system for Zone 1 customers. Continue the Residential Recycled Water Fill Station and Commercial Recycled Water Truck Fill Programs. Continue to provide recycled water to Complete Phase 1A of the Filter Plant and Clearwell Renovations Project. residents and businesses; evaluate and process new customer requests. Complete the Tertiary Membrane Filter Pilot. Responsible Q1 Person(s) LaBella LaBella Gemmell / LaBella Gemmell / LaBella LaBella Gemmell / Foss Gemmell / Foss Lopez / Mizutani Gemmell / Frost Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (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) 01: Staff continues to communicate with these potential partners about next steps, including encouraging CCWD staff to schedule the desired follow-up meeting with US Bureau of Reclamation staff to discuss the project's yield in critically dry years. 01: Staff continues to support EBMUD's efforts to complete the feasibility evaluation of an array of potential recycled water projects with Central San, including potable reuse. This effort will be completed by the end of the calendar year and will feed into EBMUD's Recycled Water Strategic Plan Update. Q1: Master Developer was selected. 01: DSRSD had adequate wastewater supply, so the diversion project was not operated this dry season. Agreement was extended for an additional year. 01: Discussions with Diablo Country Club continue. Q1:Ongoing Q1:Ongoing 01: Proceeding. Expected Completion April 2024. Q1: Final recommendations are still pending. Staff has addressed other priorities this quarter. 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 87 of 111 Page 4 Page 7 of 28 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Identify and Advance Sustainability Initiatives, Including Reducing Energy Usage and Emissions Reduce reliance on non-renewable energy and responsibly manage greenhouse gas (GHG) emissions. Explore opportunities for cost-effective energy conservation and efficiency. FY 2022-24 STRATEGIC PLAN YEAR 2: 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 Develop a policy on net zero carbon footprint. Implement the 1.75-megawatt solar energy project on the Lagiss property Evaluate electric vehicle charging stations on site. Maximize landfill gas usage in daily operations and by capital improvements. Complete the long-term Solids Handling and Disposal Evaluation Continue to track and report GHG emissions. Track and review energy usage; evaluate ways to optimize efficiency in accordance with Board policies. Replace incandescent lighting and air conditioning equipment with energy - efficient devices. Assess and replace the existing disinfection system with the latest ultraviolet high -efficiency lamps. Restart the Green Team to solicit organization -wide ideas. Expand internal sustainability practices. I Promote environmentally conscious behavior in day-to-day operations. Advance circular economies with suppliers and contractors towards a smaller ecological footprint. Responsible Q1 Person(s) LaBella LaBella LaBella / Cheng Weer / Lopez / Hodges Goel Cheng / Schectel Shima / Meyer Meyer Lopez LaBella LaBella / All Managers Gaines 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) 01: Presented policy and measurement alternatives to Board in September 01: Construction underway 01: Development of Fleet Electrification Strategic Plan is in progress 01: Ongoing and continuing effort 01: Refinement of technical memorandum. Fluidized Bed Incinerator is the leading alternative and would be operational in approximately 2042. Beginning exploration of regional solids handling alternative. This would involve upsizing or adding additional Fluidized Bed Incinerators to handle solids from other treatment plants for a fee. 01: Tracking and internal monthly reports completed 01: Plant energy usage tracked monthlya nd reported quarterly to Board of Directors. Working with PG&E on energy efficiency opportunities. 01: Working with EcoGreen / PG&E on LED lighting retrofits. Q1: Project has proceeded to final design. 01: Group has met to coordinate transition to green cleaning supplies and continues working to improve on proper solid waste disposal (recycling, compost, and landfill). 01: Included Green Team articles in every issue of the Lateral Connection this quarter. 01: Discussions between Labella and Gaines on this initiative. 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 88 of 111 Page 5 Page 8 of 28 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 2022-24 STRATEGIC PLAN YEAR 2: 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 performance planning and appraisals. inspire dedication. 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 Q1 Q2 Q3 Q4 / Person(s) 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 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) Q1: Ongoing Ongoing. Summer student and internship positions are offered in multiple workgroups, including Engineering, Plant Maintenance, the Lab, Information Technology, and Communications. Q1: Next program planned for Spring 2024. Q1: Ongoing. Staff regularly collaborates with schools (e.g., Los Medanos College) and BAYWORK. Q1: Ongoing. Central San is a signatory agency with BAYWORK and a supporting agency of Bay Area Consortium for Water & Wastewater Education (BACWWE). Q1: Ongoing. Clarifier Speaker Series is held monthly and the Lateral Connection employee newsletter is released monthly. Q1: Held Employee Appreciation Picnic on September 21. Q1: Ongoing. Staff is appraised on a yearly basis. Q1:Ongoing. Clarifier Speaker Series is held monthly and the Lateral Connection employee newsletter is released monthly. Q1: Roger is continuing to meet with division workgroups Ongoing. Q1: Still in planning; various ideas have been explored Q1: Scheduled for employee picnic on 10/18. Q1:Ongoing. Q1: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 89 of 111 Page 6 Page 9 of 28 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive Foster a Culture of Diversity, Equity, and Inclusion (DEI) FY 2022-24 STRATEGIC PLAN YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Initiative Key Success Measures Responsible Q1 Person(s) Continue General Manager and Board Member meetings with the bargaining Bailey / Crayton / representatives. Young Continue the Leadership and Supervisory Academies, Mentorship Program, and Gee / O'Malley Career Development Program. Encourage staff to obtain professional or technical certifications and registrations. I All Managers Develop employees to meet their full potential and fill future leadership Perform appraisals with a coaching and career development approach. All Managers roles. Continue to host and participate in multiagency workforce development programs O'Malley for staff from Central San and sister agencies. Continue to expand internal training opportunities. I O'Malley Offer comprehensive benefits such as online therapy services and the Employee O'Malley Assistance Program. Support the mental and physical O'Malley / wellbeing of all employees. Encourage participation in the Wellness Program. Howard Hold financial and health seminars. I O'Malley Conduct an assessment to identify strengths and weaknesses. O'Malley / Bailey / Gee Develop programs/initiatives with metrics based on the outcomes of the All Managers assessment. Build a diverse workplace that celebrates differences and is inclusive of individual perspectives, Encourage and respectfully acknowledge the voicing of different views and All Managers ideas, and values. perspectives. Promote inclusivity and a sense of belonging through leadership. 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) Q2 Q3 Q4 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Q1: GM 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, GM briefs Board Members during meetings with them one on one. Q1: Supervisory Academy and Mentorship Program in progress Two employees are enrolled in the Career Development Program. Q1: Ongoing. Q1: Rollout of enhanced performance appraisal forms is in progress, pending Oracle module launch. Q1: Ongoing. Q1: Ongoing. 01: Ongoing. Ongoing. Wellness Program events continue year-round. Q1: Flu clinic, quarterly massage and "Cake" Walk/Run will be held in Q2 Ongoing. Financial webinars are held monthly. Health seminars are held periodically. Q1: DEI assessment completed. Work on action plan commenced. Q1: Work is underway on the DEI Strategic Action Plan, targeted for early 2024. 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. 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 90 of 111 Page 7 Page 10 of 28 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Promote and Uphold Ethical Behavior, Openness, and Accessibility Govern and operate with honor and transparency. Produce accurate, timely, and meaningful financial reports. FY 2022-24 STRATEGIC PLAN YEAR 2: 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 Responsible Person(s) All Managers Barnett / Young Q1 Support Central San's values and conduct all business in an ethical manner. Update website with the latest Board agendas, public notices, financial documents, and other content. Young Young Respond promptly to Public Records Act requests. Renew California Special District Leadership Foundation Transparency Certificate of Excellence. Mizuno Issue the Annual Financial Report no later than six months after the end of the fiscal year. Earn the Government Finance Officers Association Certificate of Achievement (COA) for Excellence in Financial Reporting and the Distinguished Budget Mizuno Presentation Award. Leiber / Mallory / Continue to evolve the enterprise resource planning (ERP) software and associated systems to meet reporting needs. All Managers Barnett Promote voter registration efforts. Support the elections process. Enable voting through a secure, public ballot drop box on campus. Young Encourage and Young n/a Conduct first by -district election. Facilitate Public Participation 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 Host public events. Barnett Mitigate rate increases by leveraging financing opportunities. Leiber / Gemmell / Mizuno Maintain Financial Stability and Sustainability ran a Conduct Ion planning. long-range p g� Develop scenarios to utilize debt prudently in financing the 10-Year Capital Improvement Plan (CIP). Leiber / Mizuno Leiber / Gemmell / Mizuno Actively pursue state and federal funding via loans and grants. Ensure resiliency against recession or other economic events. Fund Rate Stabilization Account and Pension and Other Post -Employment Benefits Trust with available funds from favorable year-end variances. Leiber / Mizuno 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 Ongoing. Ongoing Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Performed. Q1: Award good for 3 years will renew in 2025 Q1: FY 22-23 ACFR being finalized and audit underway. On track to issue ACFR by November/December 2023. Q1: Applied for the Distinguished Budget Award for FY 22-23 budget. Finalizing FY 21-22 ACFR and plan to submit for COA in Q2: Also expect to receive COA for FY 20-21 ACFR in Q2. Q1: Initial ERP contract has been closed out. Contract management module work underway. Permitting & Community Development on track for implementation in December 2023. Work underway for a 3rd party assessment of state of Oracle system. Q1: Planning to promote voter registration via social media in advance of Election Day Q1: Vote box is securely and permanently mounted. No Q1 activity. No election needed. Q1: Ongoing Q1: Ongoing Q1: Continue to maintain and promote Virtual Experience; Q1: Ongoing Q1: No financing planned at this time. Q1: Continuing to monitor financial plan for upcoming financing needs. Q1: Limited new SRF funding available; no filing planned for this calendar year. Continuing to monitor program. Q1: Bringing proposal to Board in October/November 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 91 of 111 Page 8 Page 11 of 28 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy FY 2022-24 STRATEGIC PLAN YEAR 2: 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 I Key Success Measures Strive towards full funding of employee -related obligations in accordance with Board policies. Develop budgets in alignment with the Strategic Plan, Enterprise Risk Management, and 10-Year Financial Plan. Disseminate relevant and reliable interim financial information to management for monitoring and controlling of their respective cost centers. Pursue efficiencies and new technology for cost control. Manage costs. Promote open competition and equal opportunity for qualified suppliers and service providers by soliciting and awarding high-level service and commodity -based contracts. Utilize annual requirements contracts to improve efficiency and savings through negotiated pricing. Complete annual Benchmarking Study to identify potential gaps. Responsible Q1 Q2 Q3 Person(s) Leiber / Mizuno Leiber / Mizuno Mizuno All Managers King King 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) Q4 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Q1: Continuing to monitor funded ratio on pension/OPEB. Q1: Budget process will commence in January 2024. Q1: Disseminated three monthly overviews and one quarterly financial review, as well as monthly detail -level budget reports internally. Q1: Ongoing. Optimizations Fair to be held in Q2. Q1: Ongoing 01: Ongoing Q1: Will prepare next report in calendar year 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 92 of 111 Page 9 Page 12 of 28 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy I Initiative Reduce and Eliminate Risks of Injury or Illness Maintain low injury and illness rates in a safe workplace. Enhance the safety culture through improved training and communications. Evaluate and apply risk management practices. FY 2022-24 STRATEGIC PLAN YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 5 — SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats Key Success Measures Responsible Person(s) Monitor accident/incident causes to identify and mitigate hazards. I Ledbetter Provide regular analyses to the District Safety Committee, Safety Teams, and Ledbetter Management Team on accident/incident causation and corrective measures. Increase visibility of Safety staff in the field. Ledbetter Conduct training based upon accident/incident causal factors, new processes, Ledbetter equipment, or procedures. Notify supervisors and managers promptly of upcoming safety -related regulations. I Ledbetter Maintain and report on the Enterprise Risk Management Program and risk Deutsch inventory. Develop annual internal audit plans based on risk assessments. I Johnson Test and improve internal controls to mitigate risks of loss. I All Managers Address findings from regular internal and external audits. I All Managers Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch Protect Personnel and Maintain the Emergency Operations Plan. Deutsch Assets from Threats Enhance capability to mitigate, and Emergencies prepare for, respond to, and Expand participation in California Water/Wastewater Agency Response Network recover from emergencies. (CaIWARN) to represent the needs of wastewater agencies in emergency planning Deutsch and responses. Cross -train staff in mission -critical functions. I All Managers Budget and complete the projects identified in the Security Action Plan. I Deutsch Evaluate and implement Provide regular security awareness training to staff. Deutsch improvements to meet new or evolving threats. Renovate security guard posts and update monitoring equipment. Deutsch Expand access control systems and harden certain facilities. Deutsch Q1 Q2 Q3 Q4/ FY-End 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: Ongoing Q1: Ongoing Q1: Ongoing Q1: Ongoing Q1: Ongoing Q1: Team meeting in Q2 Q1: Completed and issued 2023 Miscellaneous Assets Review, Phase II. Ongoing. Internal audits are continuing to identify opportunities for control improvements. . Ongoing. Regular progress is being made in addressing internal audit findings. Routine meetings are held on findings status. Q1: Planned for Q34 Q1: Planning minor update in Q2 before EOC activation exercise Ongoing. 1 request in Q1 Ongoing. Q1: Received draft report from security consultant Q1: Ongoing communications regarding evolving threats and concerns. Q1: New Guard Station is complete. Q1: Ongoing per coordination with Capital and security consultant 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 93 of 111 Page 10 Page 13 of 28 ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Understand and Reduce Impacts of Cybersecurity Attacks Initiative Stay updated on the latest trends and emerging threats in cybersecurity. Prevent, detect, and remediate effects of attacks. FY 2022-24 STRATEGIC PLAN YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 5 — SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats Responsible Q4 / Activities/Performance in Achieving KSM Key Success Measures Person(s) Q1 Q2 Q3 FY-End (Status, Comments, and Exceptions) Address cybersecurity concerns as part of the Information Technology (IT) Q1: In process. Plan presented in October 2023. The plan is in Strategic Plan. Mallory the execution phase with the implementation of intrusion protection and other technologies. Q1: New Arctic Wolf solution deployed, which performs a Conduct third -party cybersecurity assessments focusing on technology, people, Mallory continuous threat analysis of all IT systems. and physical assets. Share news and tips with staff. Mallory I I Q1: Done on a monthly basis. Keep safeguards in place to block and filter attacks. Mallory I I Q1: No notable attacks during Q1, and no impacts. Measure and reduce employee susceptibility to phishing. Mallory Q1: At 65% training level presently; continued focus area. Q1: Already have redundant paths for internet connections. Upgrade network and equipment to create redundant paths. Mallory Continuing to evaluate other needs for redundancy for internal systems as part of IT Strategic Plan. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (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 94 of 111 Page 11 Page 14 of 28 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Manage Assets Optimally YEAR 2: 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 Capital Improvement projects. Incorporate Asset Management practices into the Capital Report, analyze, and identify corrective actions to eliminate or mitigate the Meyer Improvement and Maintenance recurrence of the failure of key and critical assets. Programs. Complete Planner Updates to work orders and use other feedback mechanisms for Meyer / Lee continuous improvement. Optimize rehabilitation, replacement, and cleaning of pipelines. I Seitz Perform strategic reliability -based analysis on treatment plant process systems. I Meyer Deploy condition -based and predictive -based technologies across asset classes. I Meyer / Lee Develop Asset Health Indicator Requirements . Meyer / Goel / Develop reliability -centered asset Mallory management strategies. Add service contracts to computerized maintenance management software Meyer / Lee (CMMS) to track work orders. Transfer Pumping Stations Operations preventative maintenance work orders to Meyer / Lee CMMS by the end of 2022. Perform capital improvements in Ensure all critical assets and processes in need of repair or replacement are Meyer / Lopez / accordance with the appropriately scheduled in the 10-Year CIP. Weer Comprehensive Wastewater Master Plan (CWMP) and Asset Management Program findings. Develop a prioritization model for vertical assets and update the risk model. Gemmell/ / 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: Draft Asset Management Plan will be presented in Q3 and includes process details for condition assessment. Q1: Plan to include into CAPEX scope/workflow. Q1: Ongoing, FRACAS process in place. Ongoing RCA on hypo pump and P&B bldg supply fan issues. Q1: 62 planner updates completed. Q1: Ongoing Q1: Ongoing RCM studies (Aeration System) training and PMO training (Aux Boilers) with consultant. Q1: On -going vibration monitoring, machine lubrication, fluid analysis, Infrared imaging, Ultrasound testing for critical assets. Q1: Executed a Task agreement with consultant to provide services to engage stakeholders, develop needs assessment, and provide industry research and solution evaluation. Q1: On -going incorporation of service contracts to CMMS. Selected pilot sites and contracts for incorporation Q1: On -going CMMS set up for Pump Stations Operations preventive maintenance work order and in the process to pilot San Ramon Pump Station. Identify next group of pump station to continue testing. Q1: This is part of routine CAPEX review and CAPEX coordination meetings. Q1: InfoAsset license is up-to-date. Asset management group is working on completing the Asset Management Plan. 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 95 of 111 Page 12 Page 15 of 28 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy Execute Long -Term Capital Renewal and Replacement Program YEAR 2: 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 Maintain and evolve tools for effective financial and project management of the capital program. Identify vulnerable assets and develop mitigation measures. Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability Harden infrastructure against resiliency risks associated with Improve the wet weather basins, berms, and levees to reduce risk of flood damage climate change, earthquakes, and in extreme wet weather. energy availability. Seismically retrofit the Laboratory and Maintenance Reliability Center buildings. Responsible Q1 Q2 Q3 Person(s) Lopez / Mizuno Lopez / Gemmell Gemmell / Lopez Lopez / Gemmell Lopez / Hodges / Schectel / Meyer Complete renovation of steam and aeration blower operations to increase capacity Lopez / Mizutani / during energy outages. Hodges 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 / Activities/Performance in Achieving KSM FY-End (Status, Comments, and Exceptions) Q1: Implemented EPM capital project budgeting solution. Now exploreing ProCore construction management software. 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. 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. Q1: Laboratory retrofit has been completed. MRC is in CIP. Q1: Construction delayed due to supply chain issues. Estimated completion Q3. Steam Renovations bid delayed to Q3 to accommodate additional scope. •Off Track (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 96 of 111 Page 13 Page 16 of 28 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Strategy YEAR 2: 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 MODIFYIED FOR YEAR 2: Assess and pilot test digital monitoring (mod aR ) to leverage machine learning where effective and applicable Develop new reporting dashboards to track strategic, tactical, and operational and maintenance performance metrics. NEW FOR YEAR 2: Identify process improvements and their potential efficiencies. Responsible 1st 2nd 3rd Q4 / Person(s) QTR QTR QTR FY-End Goel Goel/Bohan Goel NEW FOR YEAR 2: Assess the potential of various upcoming secondary treatment area capital improvement projects for positioning Central San to remove nutrients Goel, Schectel, for regulatory compliance or Water Exchange recycled water project. These Labella projects were planned and designed to provide future operational flexibility and avoid stranded assets. NEW FOR YEAR 2: Membrane Aerated Biofilm Reactor Intensification Pilot Testing to assess this technology's effectiveness in removing Nitrogen in Central Leverage Data Deploy improved monitoring and San's existing tankage. This could minimize or delay the need for a major Analytics to Become a performance metrics, tracking and treatment plant expansion to remove nutrients for a recycled water project or More Efficient Utility analytics. regulatory permit requirements , Operate the pilot and summarize the interim finding in a presentation. Develop interim report with results, alternative analysis. NEW FOR YEAR 2: Energy optimization roadmap to maximize value of existing equipment (Cogen) and plan future investments while considering changes in demand from major capital projects and net zero initiative. (1) Develop energy profile optimization roadmap RFP. (2) Present task orders and incorporate feedback from committee/board before issuing the energy optimization roadmap NEW FOR YEAR 2: Substation 90 Project planning phase to optimize the treatment plant 12,000 V distribution system in conjunction with replacing existing electrical transformers and switchgear beyond useful life. NEW FOR YEAR 2: Secondary process on -going optimization. Initiate design for secondary clarifier improvements phase 1 to rehabilitate and replace aged equipment, optimize flow split, and evaluate hydraulic baffles to improve performance. NEW FOR YEAR 2: Continue to develop Central San's long-term solids handling strategy as part of Solids Handling Phase 2. Interim Summary identified Fluidized Bed Incinerator as leading technology to be commissioned in 2042. Explore feasibility, costs, and benefits of regionalization. Goel Goel Meyer Lopez Goel Weer Lopez Goel Bailey Goel 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:. Consultant contract with Aquasight is in progress to complete this task for development of real-time monitoring of plant processes. Q1: Developing Dashboards for Treatment Plant Maintenance Decision -Making. Q1: Issued request for proposal for Odor Control Facility Plan Update and Secondary Clarifier Phase 1A projects. These two projects will evaluate opportunities for process optimizations, while also rehabilitating and replacing aging infrastructure. Q1: Developed presentation describing recently completed, in - progress, and planned capital projects related to Central San secondary treatment. Developed estimates for nutrient load reduction from various projects. Provided information to BACWA. Q1: Completed design drawings for equipment installation. Installation and operation planned for 02. Q1: Gathering background information from various projects at Central San. After meeting with stakeholders, scheduled to introduce project to Board committee in Q2. Q1: Reviewed and presented technical memos to complete planning phase. Q1: RFP issued. Interviews and consultant selection in Q2. Q1: Presented interim summary to Board E&O committee. Beginning exploration of regional solids handling alternative. This would involve upsizing or adding additional Fluidized Bed Incinerators to handle solids from other treatment plants for a fee. 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 97 of 111 Page 14 Page 17 of 28 FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT Strategy GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Initiative Key Success Measures Responsible Person(s) Weer 1st QTR 2nd QTR NEW FOR YEAR 2: Continue to explore the viability of Steam Turbine Generator Meyer to convert incineration waste -heat steam into electricity for plant use. Lopez Goel NEW FOR YEAR 2: Establish standards for Program / Project Management for large projects and enterprise -wide software purchase standards. Present Program Mallory / Project Management Guidelines and Enterprise Software purchasing standards and guidelines Develop an implementation plan and schedule of recommended opportunities. Goel Communicate progress and results on process measures. Goel Gee / Gemmell / LaBella Continue the Optimizations, Applied Research, and Smart Initiative programs. Provide Optimizations Program Annual Reports to Board. Gee Develop and begin implementing the IT Strategic Plan. Mallory Automate the Treatment Plant Asset Handover Process and track completion of Support innovation in capital and Lopez/ Mallory / operational improvements. key points along the workflow. Meyer FY 2022- Evaluate and use geocoding/barcodes to tag and track plant assets. Meyer/Deutsch 23 yellow as of Q1 Gaines / Leiber Implement a barcode Warehouse inventory program to fully automate all issues, receipts, and inventory cycle counts. Gemmell / Leiber Evaluate, select, and implement new Sewer Service Charge development and billing software. / Mallory Implement Permitting and Community Development software. Gemmell / Leiber / Mallory Continue to configure new ERP system to meet evolving needs. Utilize digital database storage and retrieval to reduce paper processes. Young All Managers Create procedures to reflect new business workflows. 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) 3rd QTR Q4/ FY-End ATTACHMENT 1 Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Identified facilities with operating steam turbine generators of similar size as Central San. Planning tour for Q2 with operations, maintenance, engineering and optimization staff. Q1: Scoping underway. Q1: On -track for Q4. Q1: Presented to O and M meeting on Oct 12 and Managers Forum on Oct 16 regarding Optimization Goals and various i n itatives Q1: Managers continue to review optimizations progress on a quarterly basis. Q1: FY 2022-23 Optimizations Program Annual Report targeted to be presented to the Board in early 2024. Q1: Report presented to Admin Committee in October. Working on more detailed project planning and implementation. Q1: This project was placed on hold in Q4 of FY 2022-23 and will prioritized as part of the Process and Technology Optimization (PTO) Strategic Plan. Timing yet to be set. Q1: Still under consideration and discussions with Operations. Q1: Project ongoing and expected to completed by the end of Q2. Q1: Have not started project; have created hardware redundancy for existing HTE system until a change is made for a new system. Q1: Project go live now scheduled for December 1, 2023 Q1: Continuing effort to maximize use of Laserfiche. Phase II of IT/OT Strategic Planning Process may include a separate project on records management Ongoing as needed. Work has been accelerated in many instances given internal audit focus on various areas. 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 98 of 111 Page 15 Page 18 of 28 FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy Initiative Key Success Measures Responsible 1st 2nd 3rd Q4 / Person(s) QTR QTR QTR FY-End Improve Maintenance, Repair, and Operations metrics monitoring. Warren Norby/Goel Improve the analytic infrastructure to gather and use information to make data - driven assessments. Make sound decisions when faced with unforeseen events. Be Adaptable, Resilient, and Responsive Survey best practices of leading sister agencies. All Managers Develop and employ improved Norby operational decision support Design and perform Failure and Response Evaluations of major operational systems and approaches where upsets. practicable. • The following items were removed in transition to second year of two-year plan: ATTACHMENT 1 Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) Q1: Ongoing effort to extract relevant information from Oracle and report for this purpose. Q1: Aquasite is the current focus for this work area.. Ongoing as needed. Q1: Discussion in Q2 with various division managers to confirm approach. Be Adaptable, Make sound decisions when faced with unforeseen events Identify potential collection and treatment system catastrophic events along with key operational decisions and responses. Replaced by other Optimizations Division Priorities Develop Decision Analytics to provide the required support documentation for rapid Resilient, and response. Work with Aquasite continues under other initiative Responsive Develop and employ improved operational decision support Implement the Jarvis Operations Response software pilot to facilitate decision systems and approaches where making based on real-time data. Now subsumed into the Aquasite work practicable. Leverage Data Develop performance metrics related to key operational systems. Review plant process control loops and evaluate and rank based on potential cost savings. Now subsumed into the Aquasite work Assess existing monitoring, metrics, and controls for those processes with greatest Replaced by other Optimizations Division Priorities Analytics to become a optimization potential and develop recommendations for improvements. More Efficient Utility Deploy improved monitoring and Replaced by other Optimizations Division Priorities performance tracking and analytics. Integrate data collection and analysis for reporting performance of key business areas. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach O On Hold / Delayed / At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) written in the Strategic Plan but preserving the intent) •Off Track (KSM is in danger of not being fulfilled by 6130124) October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 99 of 111 Page 16 Page 19 of 28 ATTACHMENT 1 FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT Develop best practices guidance for process control. Replaced by other Optimizations Division Priorities Implement Organization- Evaluate the treatment process Replaced by other Optimizations Division Priorities Wide Optimization and carry out recommendations for Conduct a review and ranking of current versus target treatment efficiencies. optimization. Identify conceptual improvements and their potential efficiencies. Replaced by other Optimizations Division Priorities 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 100 of 111 Page 17 Page 20 of 28 ATTACHMENT 2 FY 2022-24 STRATEGIC PLAN CENTRAL CONTRA COSTA YEAR 2: KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues Average onsite response time 26.95 minutes Q1: Met target for collection system emergency calls, <_30 minutes Seitz during working hours 42.83 minutes Q1: Slightly above target Average onsite response time for collection system emergency calls, 540 minutes Seitz FY2022-23 was 34 after hours minutes 3.89 Q1: Met target Average customer service rating for '>_3.8 out of 4.0 Seitz emergency calls Q1: Danville Sewer Renovation Project Phase 4 survey results received this 73o/D quarter. Average customer satisfaction >95o/a Carpente rating on construction projects r / Lopez FY2022-23: no surveys sent in Q1. Q1: 4 of 4 rated Permit Counter Excellent Average customer satisfaction rating on D ?95 /o Gemmell 100% permit counter interactions Sewer Service Charge affordability <2% <2% Q1: Rates were approved in June 2023 and meet affordability indicator. (Environmental Protection Agency Lowest (or lower than Gemmell Quintile Residential Indicator) High impact) Q1: Two hundred and fifty-nine (259) people were served at local events, Participants in public tours and 259 community presentations, and facilities tours. presentations ?500 Barnett Q1::Next session tentatively planned to be held in person in spring 2024 Participants in Central San Academy >_35 O'Malley Awards or recognitions received >_10 Young 3 Q1: 3 awards received Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk (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) Page 1 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 101 of 111 Page 21 of 28 ' FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 2 r-TMeet GOAL 2 — ENVIRONMENTAL STEWARDSHIP regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts ' Metric Target Responsible Person(s) Q1 0 Q2 Q3 Q4 / FY-End Comments / Issues Q1: No violations National Pollutant Discharge Elimination 0 violations Weer System compliance Recycled Water Title 22 compliance 0 violations Weer Q1: No violations See comments Q1: Emergency bypass damper opening: 9/13/23; 30-day letter submitted to BAAQMD Title V compliance 0 violations Weer FY 2022-23 (One Opacity excursion; no violation yet) 98% Q1: Slightly below target Regulatory Title V work orders o 100 /o Meyer completed on time FY 2022-23 100% Anthropogenic greenhouse gas (GHG) s25,000 metric tons (MT) Q1: On track to meet CY2023 target emissions CO2e per calendar year Chang On track 0.26 <_1.3 spills per 100 miles Q1: There were 4 spills in Q1 Sanitary sewer overflows of pipeline Seitz 0 Q1: There were 0 Category 1 spills in Q1 Spills to public water :51 Seitz 0 Q1: There were 0 spills greater than 500 gallons Spills greater than 500 gallons 53 Seitz 0 Sanitary sewer overflows Seitz / Lopez Q1: There were 0 spills resulting from contractors resulting from construction work 0 100% Annual Environmental Compliance Q1: All inspections and permitting completed on time. inspections and permitting 100% Henry completed on time Q1: 0 Violations Household Hazardous Waste (HHW) 0 violations Wyatt management compliance 0 Q1: 4592 students were served through education programs. Students served by education programs >:6,000 Barnett 4,592 Gallons of recycled water Q1: On track distributed to external customers >_240 million gallons (MG) Foss 105.5MG 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 • 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) OOff Track (Target is in danger of not being met for the FY) Page 2 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 102 of 111 Page 22 of 28 FY 2022-24 STRATEGIC PLAN CENTRAL CONTRA COSTA YEAR 2: KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 2 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) Electricity produced by co -generation using >_18 million kWh (reported Q1: On track. natural gas as a rolling average) Lee /Shima 22.0 million kWh Solar power produced at Collection System >_220,000 kWh (reported Lee / Shima 280,00 kWh Operations and HHW Collection Facility as a rolling average) Solar power produced >_2.5 million kWh Not yet in by a new solar array near the treatment (reported as a rolling LaBella production plant campus average) Q1: On track Q1: Construction is underway and, weather -permitting, will be completed by the end of calendar year 2023. Start-up, which is contingent on PG&E's schedule, is expected in Q1 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 • 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) Page 3 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 103 of 111 Page 23 of 28 ATTACHMENT 2 FY 2022-24 STRATEGIC PLAN CENTRAL COSTA YEAR 2: KEY METRICS PROGRESS TRACKER SANITARYRY DISTRICT GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues Q1: 42 days Average time to fill vacancy < _60 days O'Malley / 42 (from request to hire) Manor 1.7% (including Q1: On track to meet target <_6.5% O'Malley / retirements) Turnover rate (incl. retirements) Granzella 1.1% (excluding retirements 6.0 Q1: On track to meet target Average annual training hours per employee >:i 5 O'Malley / (external and internal training) Smith Q1: Jul rec'd 71 %; Aug rec'd 79%; Sep rec'd 69% (avg of 73% for quarter) Completion of 100% O'Malley / 73% annual performance evaluations Howard FY 2022-23 was 39% Q1: HR/Safety conducts the interactive process meetings with employees O'Malley/ Ledbetter suffering both occupational and non -occupational injuries or illnesses. Temporary modified duty provided >_95% of recordable 100% (Return to Work program) injuries (Previously Deutsch) Q1: Exceeded target. Internal promotions >25% O'Malley/ 37.5% (excludes entry-level positions) Granzella p Q1: None Formal grievances processed 0 O'Malley / Manor Q1: Expo is typically held in Jan/Feb O'Malley / Participation in annual Wellness Expo ° + >10%each year Howard 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) Page 4 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 104 of 111 Page 24 of 28 ' FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY METRICS PROGRESS TRACKER SANITARY DISTRICT Metric Compliance with Public Records Act requests on time ATTACHMENT 2 GOAL 4 - GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing Target Responsible Q1 Q2 Q3 Q4 / FY-End Person(s) Q1:100% 100% Young 100% Board meeting videos posted online 100% Young Standard and Poor's and Moody's AAA/Aa1 Leiber / Mizuno credit ratings Debt service coverage ratio >-2.0 Leiber / Mizuno Debt as a percentage of total assets 1560% Leiber / Mizuno Debt financing 560% Leiber / Mizuno of prior 10 years' CIP spending Debt financing as a percentage <-60% Leiber / Mizuno of projected 10-year CIP Total revenue funded collection system CIP >-100% Leiber/ Mizuno spending in past 10 years Total revenue funded collection system >-100% Leiber/ Mizuno spending in 10-year CIP (projection) O&M reserves ?41.7% of next year's budget Leiber/Mizuno >50% Sewer Construction reserves of next year's budget Leiber / Mizuno (non -debt financed) Operating expenditures as a percentage of Board -approved operating budget Financial reports disseminated every month (summary) and quarter (full) Reported material weaknesses or significant deficiencies in internal controls as part of annual financial audit Average cost per overflow claim Purchasing requisitions completed within standard processing time 100% AAA, Aal n/a n/a n/a n/a n/a n/a 88.7% 90-100% Leiber/Mizuno FY2022-23Q1 was 87.4% 100% Leiber/ Mizuno Ir 100% 0 1 Leiber/ Mizuno I n/a 525,000 >-80% Deutsch I Not yet calculated King 92% Q1: 100% Comments / Issues Q1: No changes to Central San's credit rating noted. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. To be updated in Q4. Q1: Year-end only calculation. Metric generally trends low in 1It quarter of year with many payments being accrued to the prior year. Q1: Issued June and August expenditure overviews and prior year Q4 report. Due to time constraints associated with year-end close and minimal usefulness of information, July overviews are no longer issued. Q1: Expect to receive audit opinion letter for FY 22-23 ACFR in Q2. Q1: 2 events, both open claims with reserves. Total will change as claims develop. Q1: 206 purchase requisitions received; 92% met processing time metric Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. OCompleted • 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) Page 5 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 105 of 111 Page 25 of 28 ' FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 2 GOAL 5 - SAFETY AND SECURITY de a safe, secure, and healthful workplace that foresees and addresses JL threats Target Comments /Issues Metric Responsible Q1 Q2 Q3 7 Q4 / FY-End Person(s) o 100 /o Meyer Q1: 100%, tracking to target. Safety -prioritized work orders o 100 /o completed on time Employee injury and illness 1.51 Q1: 1 Recordable incident. 132831.46 Hours Worked lost time incident rate <<-3.3 Ledbetter Workers' compensation Q1: - Reduced from 0.82 last year. Modifier applies for entire year. experience modifier <<-1.0 Deutsch 0.76 Q1: Safety Committee has not had a quorum to vote for Safety Suggestion Days to implement approved < _60 Ledbetter N/A implementation during the first quarter of FY2023-24. Safety Suggestions FY 2022-23, <45 Q1: _182 accounts full compliance, 29 accounts in partial compliance, and 9 Purchasing Contractors/consultants in compliance >70% Kin 9 accounts in non-compliance. with insurance requirements 83% 98% FFY022-23, Information system outages Q1: Lost connection to the CSO which prevented them from accessing shared affecting normal business operations ° 100 /o uptime Mallory 100% files on at the Martiniz facility. CSO was able to continue normal work activity Q1: No data was lost during this review period Data backup and recovery 0 lost data Mallory 65% Q1: New campaign launched to underscore the important of training. New Employees trained in 100% Mallory FY 2022-23, 60% reports will be developed to report on group training %. cybersecurity awareness Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. OCompleted • 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) OOff Track (Target is in danger of not being met for the FY) Page 6 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 106 of 111 Page 26 of 28 FY 2022-24 STRATEGIC PLAN CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: 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 Person(s) Planned treatment plant preventative maintenance >_90% Meyer 97% completed on time Planned recycled water distribution system preventative maintenance >_98% Seitz 100% completed on time Planned collection system preventative maintenance >98% Seitz 99.75% completed on time Pipeline cleaning On >_4% of pipelines 3.50% quality assurance / quality control (QA/QC) cleaned on an annual Seitz basis Pipeline cleaning QA/QC passing rate 1 >_98% 1 Seitz 1 98.06% Pipeline inspected through 10% inspected (150 miles) / 37.5 Seitz 71 miles Closed Circuit Television Program miles per quarter Uptime for vehicles 100% Seitz 100% Miles of sewers replaced Mestet / 0.6 miles (focused on deteriorated >_6.0 Lopezz (FY 2022-23, was 1 small diameter pipelines) mile as of Q1) Large diameter and force main condition assessment Average time to execute Engineering agreements from complete package submittal Contract renewals executed on time for uninterrupted service >_3 miles per year Waples / Frost / 0.5 miles so far Gemmell <_2 weeks King 5.47 business days 100% King 100% Comments / Issues Q1: On target Q1: On target Q1: Meeting target Q1: Slightly below target. Q1: Meeting target Q1: On track Q1: On track Q1: 0.6 miles ATTACHMENT 2 Q1: CCTV inspections of FMs by CSO in Q1. Last FY, there were large diameter inspections RFP to solicit consultant/contractor for large diameter/siphon inspections is being drafted in Q1 and Q2 with release in Q3. SSIP consultant initiating forcemain desktop condition assessments in Q2. CSO CCTV inspection of priority forcemains completed in Q1 to Q2. Q1: Meeting target Q1: Meeting target 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) Page 7 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 107 of 111 Page 27 of 28 �<<CD CENTRALSAN Metric Target Approved request -to -stock items entered in databases 100% within 5 business days Capital expenditures as a percentage of capital budgeted >_90% cash flow including carry forward FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Responsible Q1 Q2 Q3 Q4 / FY-End Person(s) Gaines 100% Lopez / Mizuno 54.4% (FY2022-23 was 28.9%) ATTACHMENT 2 Comments / Issues Q1: 18 items requested. Total value added $12,687 Q1: Rate generally trends low in Q1 with many payments being accrued to the prior 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 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) Page 8 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 108 of 111 Page 28 of 28 ' FY 2022-24 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 2: KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 2 GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues Q1: This initiative is on hold pending completion of the IT Strategic Plan Projects initiated under Central San Smart >_3 LaBella update. Improved process monitoring or Metric eliminated and replaced by others. performance reporting >3 control loops Goel/Norby Q1: Membrane/Filters Business Case Evaluation draft anticipated in Q2. Reviews or pilot tests >3 Frost / All Managers Staff has addressed other priorities this quarterl. Completed design for of new and promising technology installation of membrane aerated biofilm reactor (MABR) pilot. Installation and operation planned in Q2. Q1: INone this quarter. Multiple conference presentations scheduled for Q2 Research papers and findings resented p p g p r papers or presentations Frost / All Managers g b Planning& A lied Research and O timizations/GIS groups. y pp p g p Don't Just Fix It; Improve It >25 Meyer 8 Q1: On target work orders completed Completed optimizations >_20 Gee / All Managers Q1: Optimizations are tracked quarterly by the managers. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach O On Hold / Delayed / At Risk (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) Page 9 October 31, 2023 Special ADMIN Committee Meeting Agenda Packet - Page 109 of 111