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HomeMy WebLinkAbout04.b. Receive Strategic Plan Trackers for the Second Quarter of Fiscal Year 2023-24Page 1 of 31 Item 4.b. F__1_448�411C_S0 February 6, 2024 TO: ADMINISTRATION COMMITTEE FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIP LEIBER, DEPUTYGENERAL MANAGER -ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE STRATEGIC PLAN TRACKERS FOR THE SECOND QUARTER OF FISCAL YEAR (FY) 2023-24 Attached are the Strategic Plan Trackers for the second 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. February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 24 of 63 Page 2 of 31 ATTACHMENTS: 1. Key Success Measures Tracker 2. Key Metrics Tracker February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 25 of 63 Page 3 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Ongoing. Permit Counter, Collection System Operations (CSO), Assess customer satisfaction and develop inventive ways to meet those Gemmell / Seitz / and Communications (re: construction projects) send out regular expectations. Barnett customer surveys. Provide core service of collecting and 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. Ongoing. Permit Counter, Household Hazardous Waste Continue to administer customer -facing programs. Schectel / Gemmell Collection Facility (HHWCF), and Residential Recycled Water Fill Station are open to the public. Deliver High - Quality Customer Q1: Meetings will be scheduled as needed prior to new projects Service being advertised for bid. Meeting held in October with businesses Hold informational community meetings for all major sewer renovation projects, Barnett / ahead of Walnut Creek Locust Street project in conjunction with including outreach to officials of the impacted cities/county. Carpenter Business Association. Q2: Meetings will be scheduled as needed prior to new projects Minimize impacts to residents and being advertised for bid. businesses during capital projects, construction work, and maintenance. Meet individually with property owners and/or tenants on projects involving Barnett / Q1: Meetings continue to be held as needed. private easements. Carpenter 02: Meetings continue to be held as needed. Barnett / Q1: Issues are addressed as they arise. Troubleshoot and resolve construction issues as rapidly as possible. Carpenter Q2: Meetings continue to be held as needed. Q1: 259 people were served through virtual and community Barnett / events. Conduct public tours and presentations highlighting infrastructure investments. Lavender Q2: 262 people were served at local events, community presentations, and facilities tours. Q1/Q2: Next session tentatively planned to be held in person in Perform extensive customer and Host Central San Academy annually. Gee spring 2024. community outreach. Barnett / Zumbo / Q1: Pipeline customer newsletter in production Promote Initiatives to Advance Develop engaging videos, publications, and brochures. Vallee Q2: Pipeline distributed to all residential and business mailing Affordable and addresses within service area. Equitable Access Ongoing. Continue to monitor and grow YouTube, Facebook, to Services Expand social media outreach. Barnett / Vallee Twitter, Instagram, Linkedln, and Nextdoor followers and impressions. Conduct a Cost -of -Service Study. Gemmell Q1-Q4: Completed in FY 2022-23. Maintain responsible rates and Q1: Two-year rate approved for SSC. Annual fee review offer services at affordable levels. completed during Q4 of last year and implemented effective July. Perform annual reviews of rate structure and fees. Gemmell Q2: Kick-off for cash flow projections held with project managers on December 7t". Financial Workshop for 2nd year rate check -in is scheduled for April 4, 2024. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 26 of 63 Page 1 Page 4 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: New financing program for lateral replacement approved. SRF loan for Solids Phase 1a being administered. No new Administer financing programs. Gemmell / Leiber financing pending. 02: Ongoing. Ongoing outreach during events, meetings, and outreach on Connect and engage elected officials, staff, and stakeholders on initiatives. Barnett programs, services, and legislative perspectives. Form and sustain relationships with federal, state, and local elected officials and stakeholders. Ongoing. Support Board Member engagement with elected officials. Barnett / Young Build Ongoing. Staff participates in multiple industry organizations and Neighborhood and Participate in industry organizations and forums. All Managers forums to share information, attend trainings, and represent Industry Central San. Relationships Q1: Rec'd one request but we didn't have the equipment they Support member organizations and sister agencies. Provide assistance and mutual aid to other agencies. Deutsch needed. Q2: No requests. Ongoing. Staff presents at various conferences and applies for Share industry -leading work. All Managers and receives awards for exceptional achievements. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 27 of 63 Page 2 Page 5 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: No violations thru Q3 of calendar year of 2023 Continue to attain National Association of Clean Water Agencies (NACWA) Weer Q2: No violations for calendar year of 2023. Platinum Peak Performance Awards. Q1: There were 4 spills in Q1. Continue to keep sanitary sewer overflows at a reduced level. Seitz Q2: There were 2 spills in Q2. CY 2023 total was 13 spills. Comply with all applicable regulations. Q1: Project awarded on September 7, 2023. Q2: SRF Post award package submitted in November 2023. Scope improvements to the Solids Handling Facilities. Lopez Gemmell / Mizutani Construction Notice to Proceed has been issued and work has started. Upgrade aeration tank diffusers to continue proper biological treatment and Q1: Construction and Aeration System Contracts Signed. prepare to meet future discharge limitations. Lopez / Mizutani Q2: NTP 8-28-24, Contracto Mobilized. Ongoing. Schectel — BACWA Exec Board Member, Co -Chair CASA Regulatory Water Committee, participate on CASA State Leg Committee, participate in NACWA and CASA conferences, Achieve Compliance in All Regulations g Participate in Bay Area Clean Water Agencies, California Association of Schectel / member of SFEI Board of Directors, Regional Nutrient Sanitation Agencies, NACWA, and other like organizations. Barnett Management Steering Committee alternate. Foster relationships with regulatory agencies. Barnett —BACWA Communications Committee; CASA Communications and Legislative Committee participant; CASA, CSDA, CAPIO conferences; CPSC legislative committee; CSDA legislative committee Board Member; CAPIO conference speaker. Ongoing. Schectel — regular meetings with RWQCB, BAAQMD, Communicate with and participate in meetings and workshops with local, state, Schectel / and other regulatory agencies as needed. and federal regulatory bodies. Barnett Q1: Provided tracking, review, and presentations for Board to Track, review, and comment on proposed legislation and regulations. Barnett take positions on key priority legislation. Q2: End of legislative session final report. Support key advocacy initiatives through customer communications and Barnett Q1: PFAS legislative update to be included in fall Pipeline. Q2: PFAS legislative update shared with all customers via Participate in legislative and regulatory processes. outreach. Pipeline newsletter. Q1: CIP will start updating in Q2 for Financing plan update to Incorporate potential impacts of regulatory changes into long-range Schectel / Board in Q3. infrastructure and financing plans. Gemmell / Lopez Q2: Including nutrients and fleet electrification in developing 2024-25 CIP. Ongoing. See Key Metrics Tracker for number of students Educate on Pollution served. Prevention and Provide industry -leading public and Present student education programs that meet the Next Generation Science Barnett / Environmental student education programming. standards. Lavender Protection Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 28 of 63 Page 3 Page 6 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Promoted P2 Week and tips via social media, PSAs aired on CCTV and Rossmoor TV. Conduct creative public education outreach that encourages positive customer Barnett / Lavender/ Q2: Shared holiday-themed FOG tips via Pipeline newsletter behavioral changes. Zumbo / Vallee and social media. Aired over 800 commercials on cable TV, Rossmoor TV, and local CCTV channels. Q1: Staff continues to communicate with these potential partners Continue exploring partnerships with Contra Costa Water District (CCWD), about next steps, including encouraging CCWD staff to schedule Santa Clara Valley Water District (Valley Water) and San Francisco Public the desired follow-up meeting with US Bureau of Reclamation Utilities Commission (SFPUC) to advance the Refinery Recycled Water LaBella (USBR) staff to discuss the project's yield in critically dry years. Exchange Project. Q2: Meeting with the partners and USBR took place in December to discuss several policy issues that can impact the project. Follow-up meeting anticipated in 03. Q1: 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 Collaborate with East Bay Municipal Utility District (EBMUD) on a potable reuse EBMUD's Recycled Water Strategic Plan Update. study. LaBella Q2: EBMUD staff shared the draft report prepared by their consultant team in November and Central San staff reviewed and returned comments in December. Report will be finalized in Q3 and a presentation on the findings will be made to Central Explore and advance San's Board in Q3. cooperative opportunities. Q1: Master Developer was selected. Be a Partner in Continue to work with CCWD and the City of Concord in plans to supply Gemmell / Q2: Very initial discussions with City on sewer alignments. Regional Development recycled water to the Concord Community Reuse Project. LaBella of Local Water Supply Q1: DSRSD had adequate wastewater supply, so the diversion Continue to divert raw wastewater to produce recycled water to meet Dublin project was not operated this dry season. Agreement was San Ramon Services District — East Bay Municipal Utility District Recycled Gemmell / extended for an additional year. Q2: The option of making the DERWA Diversion permanent is Water Authority (DERWA)'s peak summer irrigation demand, per the LaBella included in Central San's MOU with EBMUD and was included in Agreement. the draft report completed by EBMUD's consultants in November. Q1: Discussions with Diablo Country Club continue. Facilitate recycled water solutions (e.g., satellite water recycling facilities), LaBella Q2: No activity this quarter. consistent with the Guiding Principles. Ongoing. Continue to operate and maintain a reliable recycled water distribution system Gemmell / Foss for Zone 1 customers. Continue to provide recycled water to residents and businesses; evaluate and Ongoing. process new customer requests. Continue the Residential Recycled Water Fill Station and Commercial Recycled Gemmell /Foss Water Truck Fill Programs. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 29 of 63 Page 4 Page 7 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Proceeding. Expected Completion April 2024. Complete Phase 1A of the Filter Plant and Clearwell Renovations Project. Lopez / Mizutani Q2: Continued delays due to electrical equipment. Q1: Final recommendations are still pending. Staff has addressed other priorities this quarter. Complete the Tertiary Membrane Filter Pilot. Gemmell / Frost Q2: Completed Draft Business Case Evaluation. Q1: Presented policy and measurement alternatives to Board in Develop a policy on net zero carbon footprint. LaBella September. Q2: Continued working with GHD to develop an appropriate scope for the sampling plan for process GHG emissions. Q1: Construction underway. Implement the 1.75-megawatt solar energy project on the Lagiss property. LaBella Q2: Construction continued. The project is expected to be in operation by the end of 04. Q1: Development of Fleet Electrification Strategic Plan is in Evaluate electric vehicle charging stations on site. LaBella / Cheng progress. Q2: Development of Fleet Electrification Strategic Plan is in progress. Draft report completed. Q1: Ongoing and continuing effort. Reduce reliance on non-renewable energy and responsibly manage Maximize landfill gas usage in daily operations and by capital improvements. Weer / Lopez Q2: Ongoing effort in Operations and within the furnace greenhouse gas (GHG) emissions. modifications under the Solids Phase 1A project. Q1: Refinement of technical memorandum. Fluidized Bed Incinerator is the leading alternative and would be operational in approximately 2042. Beginning exploration of regional solids Identify and Advance Sustainability Complete the long-term Solids Handling and Disposal Evaluation Goel handling alternative. This would involve upsizing or adding Initiatives, Including additional Fluidized Bed Incinerators to handle solids from other Reducing Energy treatment plants for a fee. Usage and Emissions Q2: Ongoing and continuing effort. Ongoing. Tracking and internal monthly reports completed. Continue to track and report GHG emissions. Cheng / Schectel Q1/Q2: Plant energy usage tracked monthly and reported Track and review energy usage; evaluate ways to optimize efficiency in Shima / Meyer quarterly to Board of Directors. Working with PG&E on energy accordance with Board policies. efficiency opportunities. 01: Working with EcoGreen / PG&E on LED lighting retrofits. Explore opportunities for cost-effective Replace incandescent lighting and air conditioning equipment with energy- Meyer 02: Ongoing effort. energy conservation and efficiency. efficient devices. 01: Project has proceeded to final design. Assess and replace the existing disinfection system with the latest ultraviolet Lopez / Hodges 02: In design with the latest technology provided by Trojan UV. high -efficiency lamps. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 30 of 63 Page 5 Page 8 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Group has met to coordinate transition to green cleaning supplies and continues working to improve on proper solid waste Restart the Green Team to solicit organization -wide ideas. LaBella disposal (recycling, compost, and landfill). Q2: Green Team continued meeting monthly and articles were included in all Lateral Connections in Q2. Q1: Included Green Team articles in every issue of the Lateral Connection this quarter. Q2: Made additional progress on proper solid waste disposal at Expand internal sustainability practices. Promote environmentally conscious behavior in day-to-day operations. LaBella / Central San facilities and met with Central San's Admin Support All Managers Forum to encourage the use of more sustainable coffee supplies across the organization. Additional progress made on the green business recertification for the Vehicle Maintenance Shop at CSO. Q1: Discussions between Green Team representatives and the Advance circular economies with suppliers and contractors towards a smaller Gaines Warehouse Manager on this initiative. ecological footprint. Q2: Green janitorial/MRO supplies are now part of the Materials Services Inventory. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 31 of 63 Page 6 Page 9 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Ongoing. Post job opportunities in a variety of places. O'Malley Ongoing. Summer student and internship positions are offered in Offer internships in cross -disciplinary positions. O'Malley / multiple workgroups, including Engineering, Plant Maintenance, All Managers the Lab, Information Technology, and Communications. Recruit from a Diverse Broadly solicit applications to hire a Pool of Qualified diverse staff who embody Central Q1: Next program planned for Spring 2024. Applicants San's values. Host the Externship Program for college students and recent graduates. Gee / O'Malley Q2: Next program now planned for Summer 2024. Collaborate with schools and/or apprenticeship programs as requested to form a O'Malley / Ongoing. Staff regularly collaborates with schools (e.g., Los talent pipeline. All Managers Medanos College) and BAYWORK. Ongoing. Central San is a signatory agency with BAYWORK and Continue participation in intra-agency workforce development efforts. O'Malley a supporting agency of Bay Area Consortium for Water & Wastewater Education (BACWWE). Foster a sense of community through internal events, team -building exercises, the Ongoing. Clarifier Speaker Series is held as topics arise and the employee newsletter, and increased interdepartmental cooperation. All Managers Lateral Connection employee newsletter is released monthly. Q1: Held Employee Appreciation Picnic on September 21. Ongoing. Staff is appraised on a yearly basis. Establish and communicate clear expectations and standards through All Managers performance planning and appraisals. Promote employee engagement and inspire dedication. Convey important initiatives to employees to increase their understanding of Ongoing. Clarifier Speaker Series is held as topics ariseand the Central San's operations and their role in its success. All Managers Lateral Connection employee newsletter is released monthly. Q1: Roger is continuing to meet with division workgroups. Engage Employees and Host General Manager lunches with the division workgroups. Bailey / Crayton Q2: With the beginning of the year, Roger will schedule more of Conduct Labor these but finished up a few during the last of year. Relations in a Transparent, Effective, Recognize staff accomplishments via newsletters, the intranet, Board All Managers Ongoing. Lateral Connections highlight staff accomplishments in Central San Happenings and Collaborative announcements, and other avenues. section. Environment Q1/Q2: Still in planning; various ideas have been explored. Celebrate employees' achievements. Expand the employee recognition program. O'Malley Continue to hold the Innovations Fair, which recognizes and thanks employees for Gee / O'Malley Q1: Scheduled for employee picnic on 10/18. innovative projects. Q2: Held the fair and awarded prizes. Engage the bargaining units in informal discussions to implement collaborative O'Malley Ongoing. Sustain and grow collaborative solutions to workplace issues. relationships with the bargaining units. Track and implement action items from quarterly Labor Management Committee O'Malley Ongoing. meetings. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 32 of 63 Page 7 Page 10 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1/Q2: GM continues to meet with bargaining representatives. As bargaining matters come up and negotiations gets closer, Continue General Manager and Board Member meetings with the bargaining Bailey / Crayton / Board members will be brought into these meetings. For now, representatives. Young GM briefs Board Members during meetings with them one on one. Q1: Management Academy and Mentorship Program in progress. Continue the Leadership and Supervisory Academies, Mentorship Program, and Gee / O'Malley Two employees are enrolled in the Career Development Program. Career Development Program. Q2: Management Academy concluded with 22 graduates, plus 2 honorary graduates (support staff who attended the sessions). Ongoing. Encourage staff to obtain professional or technical certifications and registrations. All Managers Develop employees to meet their full Q1/Q2: Rollout of enhanced performance appraisal forms is in potential and fill future leadership roles. Perform appraisals with a coaching and career development approach. All Managers progress, pending Oracle module launch. Continue to host and participate in multiagency workforce development programs O'Malley Ongoing. Retain Skilled Workers for staff from Central San and sister agencies. by Investing in Ongoing. Resources and Opportunities for All Continue to expand internal training opportunities. O'Malley Employees to Grow and Thrive Ongoing. Offer comprehensive benefits such as online therapy services and the Employee O'Malley Assistance Program. Ongoing. Wellness Program events continue year-round. Support the mental and physical O'Malley / Q1: Flu clinic, quarterly massage and "Cake" Walk/Run will be wellbeing of all employees. Encourage participation in the Wellness Program. Howard held in Q2. Q2: Received notification that John Muir Health is discontinuing its Wellness at Work program. The Wellness Committee is working on ways to keep the program going. Ongoing. Financial webinars are held monthly. Health seminars Hold financial and health seminars. O'Malley are held periodically. DEI Task Force / Q1: DEI assessment completed. Work on action plan Leiber / Schectel commenced. Conduct an assessment to identify strengths and weaknesses. / Johnson / Q2: DEI Action Plan work underway; draft circulated in December Foster a Culture of Build a diverse workplace that O'Malley / Bailey for feedback. Aiming to finalize in January/February. Diversity, Equity, and celebrates differences and is /Gee (DEI) Inclusion DEI inclusive of individual perspectives, ideas, and values. Q1: Work is underway on the DEI Strategic Action Plan, targeted Develop programs/initiatives with metrics based on the outcomes of the All Managers for early 2024. assessment. Q2: DEI Action Plan work underway; draft circulated in December for feedback. Aiming to finalize in January/February. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 33 of 63 Page 8 Page 11 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Encourage and respectfully acknowledge the voicing of different views and All Managers Ongoing. Leadership Team has held several DEI learning workshops and are committed to employing DEI principles in perspectives. everyday activities. Q1: Standing item has been added to Managers' Forum agendas Promote inclusivity and a sense of belonging through leadership. All Managers to check in on how well inclusion was practiced during the meeting. Q2: Ongoing. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 34 of 63 Page 9 Page 12 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Support Central San's values and conduct all business in an ethical manner. All Managers Ongoing. Update website with the latest Board agendas, public notices, financial documents, Barnett / Young Ongoing Govern and operate with honor and and other content. Respond promptly to Public Records Act requests. Young Q1/Q2: Performed. transparency. Renew California Special District Leadership Foundation Transparency Certificate Young Award good for 3 years will renew in 2025. of Excellence. Q1: FY 22-23 ACFR being finalized and audit underway. On Issue the Annual Financial Report no later than six months after the end of the Mizuno track to issue ACFR by November/December 2023. fiscal year. Q2: Target met. Submitted final ACFR to Board for acceptance in December 2023. Promote and Uphold Ethical Behavior, Q1: Applied for the Distinguished Budget Award for FY 23-24 Openness, and Earn the Government Finance Officers Association Certificate of Achievement budget. Finalizing FY 22-23 ACFR and plan to submit for COA in Accessibility (COA) for Excellence in Financial Reporting and the Distinguished Budget Mizuno Q2: Completed and submitted FY 22-23 ACFR for GFOA award. Presentation Award. Produce accurate, timely, and meaningful financial reports. Q1: Initial ERP contract has been closed out. Contract management module work underway. Permitting & Community Development on track for implementation in December 2023. Continue to evolve the enterprise resource planning (ERP) software and Leiber / Mallory / Work underway for a 3rd party assessment of state of Oracle associated systems to meet reporting needs. All Managers system. Q2: Charter for Oracle Health Assessment review and kickoff to be held by the end of December. We finalized the SOW for the Employee Assigned Assets project (Journey module), and it will begin in January. Q1: Planning to promote voter registration via social media in Promote voter registration efforts. Barnett advance of Election Day. Q2: Promoting voter registration via social media in advance of Primary Elections. Q1: Vote box is securely and permanently mounted. No Q1 Support the elections process. Enable voting through a secure, public ballot drop box on campus. Young activity. Q2: Vote box is securely and permanently mounted. No Q2 Encourage and activity. Facilitate Public Participation Conduct first by -district election. Young n/a n/a No election needed. Adhere to the Brown Act to provide public access to meetings. Young Ongoing. Livestream Board meetings online. Young Ongoing. Encourage civic engagement. Maintain the virtual Customer Experience website. Barnett Ongoing. Continued to maintain and promote Virtual Experience. Host and attend public events. Barnett Ongoing. Conduct long-range planning' Mitigate rate increases b leveraging financing opportunities. Leiber / Gemmell Mizuno Q1: No financing planned at this time. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 35 of 63 Page 10 Page 13 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Continuing to monitor financial plan for upcoming financing Develop scenarios to utilize debt prudently in financing the 10-Year Capital Leiber / Gemmell / needs. Improvement Plan (CIP). Mizuno Q2: Under development, will be presented in April 2024 financial workshop. Actively pursue state and federal funding via loans and grants. Leiber / Gemmell / Q1/Q2: Limited new SRF funding available; no filing planned for Mizuno this calendar year. Continuing to monitor program. Fund Rate Stabilization Account and Pension and Other Post -Employment Leiber / Mizuno Q1: Bringing proposal to Board in October/November. Q2: Board adopted staff recommendation to contribute $1 M Benefits Trust with available funds from favorable year-end variances. budgeted towards pension pre -funding trust. Ensure resiliency against recession or other economic events. Q1: Continuing to monitor funded ratio on pension/OPEB. Strive towards full funding of employee -related obligations in accordance with Leiber / Mizuno Q2: Board adopted staff recommendation to contribute $1 M Board policies. budgeted towards pension pre -funding trust. Action will help mitigate poor pension trust performance in 2022. Develop budgets in alignment with the Strategic Plan, Enterprise Risk Q1: Budget process will commence in January 2024. Management, and 10-Year Financial Plan. Leiber / Mizuno Q2: Issued FY 22-23 ACFR and finalzing first half of FY 23-24 Maintain Financial financial results to assist with FY 24-25 budget development. Q1: Disseminated 2 monthly overviews (July no longer issued Stability and Sustainability due to year-end close time requirements) and 1 quarterly Disseminate relevant and reliable interim financial information to management for financial review, as well as monthly detail -level budget reports monitoring and controlling of their respective cost centers. Mizuno internally via Oracle EPM. Q2: Disseminated 3 monthly overviews and 1 quarterly financial review, as well as monthly detail -level budget reports internally via Oracle EPM. Manage costs. Pursue efficiencies and new technology for cost control. All Managers Q1: Ongoing. Innovations Fair to be held in Q2. Q2: Innovations Fair held. Promote open competition and equal opportunity for qualified suppliers and service Ongoing. providers by soliciting and awarding high-level service and commodity -based King contracts. Utilize annual requirements contracts to improve efficiency and savings through King Ongoing. negotiated pricing. Q1: Will prepare next report in calendar year 2024. Complete annual Benchmarking Study to identify potential gaps. Gee Q2: On track to prepare next report in calendar year 2024 and submit data to AWWA survey in Q3. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 36 of 63 Page 11 Page 14 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT 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 Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Monitor accident/incident causes to identify and mitigate hazards. Ledbetter Ongoing. Maintain low injury and illness Provide regular analyses to the District Safety Committee, Safety Teams, and Ledbetter Ongoing. rates in a safe workplace. Management Team on accident/incident causation and corrective measures. Reduce and Eliminate Ongoing. Risks of Injury or Illness Increase visibility of Safety staff in the field. Ledbetter Enhance the safety culture through improved training and Conduct training based upon accident/incident causal factors, new processes, Ledbetter Ongoing. communications. equipment, or procedures. Ongoing. Notify supervisors and managers promptly of upcoming safety -related regulations. Ledbetter Q1: Team meeting in Q2. Maintain and report on the Enterprise Risk Management Program and risk Deutsch Q2: ERM team met, report to Comm/Bod in Q3. inventory. Q1: Completed and issued 2023 Miscellaneous Assets Review, Evaluate and apply risk Develop annual internal audit plans based on risk assessments. Johnson Phase II. management practices. Q2: Completed and issued 2023 Capital Projects Design -only. Test and improve internal controls to mitigate risks of loss. All Managers Ongoing. Internal audits are continuing to identify opportunities for control improvements. Address findings from regular internal and external audits. All Managers Ongoing. Regular progress is being made in addressing internalaudit findings. Routine meetings are held on findings status. Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch Q1: Planned for Q34. Q2: No changes. Maintain the Emergency Operations Plan. Deutsch Q1: Planning minor update in Q2 before EOC activation exercise. Protect Personnel and Assets from Threats Enhance capability to mitigate, Q2: EOC Activation Exercise held in December 2023. and Emergencies prepare for, respond to, and Expand participation in California Water/Wastewater Agency Response Network Ongoing. recover from emergencies. (CaIWARN) to represent the needs of wastewater agencies in emergency planning Deutsch Q1: 1 request. and responses. Q2: No requests. Cross -train staff in mission -critical functions. All Managers Ongoing. Budget and complete the projects identified in the Security Action Plan. Deutsch Q1: Received draft report from security consultant. Q2: Small project implementation underway. Q1: Ongoing communications regarding evolving threats and Evaluate and implement improvements to meet new or Provide regular security awareness training to staff. Deutsch concerns. Q2: Replaced employee, temp, intern, onsite contactor badges evolving threats. with improved security capability and new design. Q1: New Guard Station is complete.Q2: Renovate security guard posts and update monitoring equipment. Deutsch As above. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 37 of 63 Page 12 Page 15 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT 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 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 per coordination with Capital and security Expand access control systems and harden certain facilities. Deutsch consultant. Q2: Small project implementation underway. Q1: In process. Plan presented in October 2023. The plan is in Address cybersecurity concerns as part of the Information Technology (IT) the execution phase with the implementation of intrusion Strategic Plan. Mallory protection and other technologies. Q2: Implemented Crowdstrike, DarkTrace and Arctic Wolf to improve endpoint and network security. Q1: New Arctic Wolf solution deployed, which performs a Stay updated on the latest trends and emerging threats in continuous threat analysis of all IT systems. cybersecurity. Conduct third -party cybersecurity assessments focusing on technology, people, Mallory Q2: Arctic Wolf continuously scans for software vulnerabilities on and physical assets. physical assets. Continued to conduct phishing campaigns to test and engage users in best practices. Ongoing use of CrowdStrike Understand and for online identity protection. Q1: Done on a monthly basis. Reduce Impacts of Cybersecurity Attacks Share news and tips with staff. Mallory Q2: Ongoing. Revised plan to increase frequency and variety of engagement tactics, such as games and contests. Keep safeguards in place to block and filter attacks. Mallory Q1: No notable attacks during Q1, and no impacts. Q2: No notable attacks during Q2, and no impacts. Q1: At 65% training level presently; continued focus area. Prevent, detect, and remediate Measure and reduce employee susceptibility to phishing. Mallory Q2: Phishing simulation measurement increased 8%. Created a new training campaign to begin in early January. effects of attacks. Q1: Already have redundant paths for internet connections. Upgrade network and equipment to create redundant paths. Mallory Continuing to evaluate other needs for redundancy for internal systems as part of IT Strategic Plan. Q2: See above. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 38 of 63 Page 13 Page 16 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Draft Asset Management Plan will be presented in Q3 and Formalize a condition assessment process for each asset class and complete Meyer / Goel / includes process details for condition assessment. condition assessments on all critical equipment. Lopez Q2: Draft Asset Management Plan was presented in Q2 to the Board. Q1: Plan to include into CAPEX scope/workflow. Conduct Failure Mode &Effects and other reliability -based analyses as part of key Meyer /Lopez Q2: Still in planning phase. Capital Improvement projects. Incorporate Asset Management practices into the Capital Improvement and Maintenance Report, analyze, and identify corrective actions to eliminate or mitigate the Meyer Q1: Ongoing, FRACAS process in place. Ongoing RCA on h o um and P&B bld supply I fan issues. hypo pump 9 pp Y Programs. recurrence of the failure of key and critical assets. Q2: Ongoing process in place; completed 1 RCA. Complete Planner Updates to work orders and use other feedback mechanisms for Meyer / Lee Q1: 62 planner updates completed. Q2: Completed 37. continuous improvement. Ongoing. Optimize rehabilitation, replacement, and cleaning of pipelines. Seitz Q1: Ongoing RCM studies (Aeration System) training and Manage Assets Perform strategic reliability -based analysis on treatment plant process systems. Meyer PMO training (Aux Boilers) with consultant. Q2: Completed refresher and facilitator training on RCM; PMO. Optimally Activated SQE and RTI process. Q1: On -going vibration monitoring, machine lubrication, fluid Deploy condition -based and predictive -based technologies across asset classes. Meyer / Lee analysis, Infrared imaging, Ultrasound testing for critical assets. Q2: Completed. Q1: Executed a Task agreement with consultant to provide Meyer / Goel / services to engage stakeholders, develop needs assessment, Develop reliability -centered asset Develop Asset Health Indicator Requirements . Mallory and provide industry research and solution evaluation. management strategies. Q2: Scheduled kickoff meetings in January. Q1: On -going incorporation of service contracts to CMMS. Add service contracts to computerized maintenance management software Meyer / Lee Selected pilot sites and contracts for incorporation (CMMS) to track work orders. Q2: Ongoing and on schedule to complete in 2024. Q1: On -going CMMS set up for Pump Stations Operations preventive maintenance work order and in the process to pilot Transfer Pumping Stations Operations preventative maintenance work orders to Meyer / Lee San Ramon Pump Station. Identify next group of pump station CMMS by the end of 2022. to continue testing. Q2: Wrapping up SR PS pilot, next steps roll out to small PS then other sites. Perform capital improvements in accordance with the Ensure all critical assets and processes in need of repair or replacement are Meyer /Lopez / Q1: This is part of routine CAPEX review and CAPEX coordination meetings. 9 Comprehensive Wastewater appropriately scheduled in the 10-Year CIP. Weer Q2: Part of routine meetings. g Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 39 of 63 Page 14 Page 17 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Master Plan (CWMP) and Asset Q1/Q2: InfoAsset license is up-to-date. Asset management Management Program findings. Develop a prioritization model for vertical assets and update the risk model. Gemmell/ / Meyer group is working on completing the Asset Management Plan. Execute Long -Term Q1: Implemented EPM capital project budgeting solution. Now Capital Renewal and Maintain and evolve tools for effective financial and project management of the Lopez / Mizuno exploring ProCore construction management software. Replacement Program capital program. Q2: Rolled out tool to collect current year capital project projection data in EPM, to be used to develop FY 24-25 CIB. Q1: Projects identified for 2023-24 CIB for implementation. Identify vulnerable assets and develop mitigation measures. Lopez / Gemmell Q2: Staff started looking at cashflow and projects for 2024-25 s CIB/CIP development. Q1/Q2: Brown and Caldwell completed Treatment Plant Flood Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability. Gemmell / Lopez Vulnerability Study in July 2022, updating flood and SLR evaluation in TM TP-8. Collection System Infrastructure Plan starting this FY includes resiliency and vulnerability evaluation. Q1: Levee Improvements project design with Flood Control Harden infrastructure against resiliency risks associated with Improve the wet weather basins, berms, and levees to reduce risk of flood damage Lopez / Gemmell * District is in progress, expected to bid this FY. Wet weather basin evaluation and berm raising are in in extreme wet weather. planning progress. climate change, earthquakes, and Q2: Wet Weather Update given to E&O Committee on energy availability. 12.11.23. Lopez / Shima/ Q1: Laboratory retrofit has been completed. MRC is in CIP. Seismically retrofit the Laboratory and Maintenance Reliability Center buildings. Schectel / Meyer Q2: MRC project design near final and construction to start after Q4 2024. Q1: Construction delayed due to supply chain issues. Complete renovation of steam and aeration blower operations to increase capacity Estimated completion Q3. Steam Renovations bid delayed to during energy outages. Lopez / Mizutani Q3 to accommodate additional scope. Q2: Project is not complete, however the new electrical blowers are available. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 40 of 63 Page 15 Page 18 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CEN74AL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy Initiative Key Success Measures Responsible 1St 2nd 3Td Q4 / Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Q1: Consultant contract with Aquasight is in progress to MODIFYIED FOR YEAR 2: Assess and pilot test digital monitoring (mod complete this task for development of real-time monitoring a"s) to leverage machine learning where effective and applicable Goel of plant processes. Q2: Work on -going. Draft dashboard anticipated mid - February. Q1: Developing Dashboards for Treatment Plant Maintenance Decision -Making. Develop new reporting dashboards to track strategic, tactical, and operational and Goel/Bohan Q2: Developed Landing Page for Treatment Plant Maintenance related to Asset Condition Management, maintenance performance metrics. Work Execution Management, Reliability Engineering Management, and Asset Management. Updated CSO's Dashboard to reflect terminology. 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 NEW FOR YEAR 2: Identify process improvements and their potential efficiencies. Goel infrastructure. Q2: Consultants selected. Odor control project contract work in progress. Secondary Clarifier contract going to E&O committee in February. Staff work to gather reference material is on -going. Leverage Data Deploy improved monitoring and Q1: Developed presentation describing recently Analytics to Become a performance metrics, tracking and NEW FOR YEAR 2: Assess the potential of various upcoming secondary treatment completed, in -progress, and Tanned capital projects pp p� p l More Efficient Utilityanal y tics. area capital improvement projects for positioning Central San to remove nutrients Goel / related to Central San secondary treatment. Developed for regulatory compliance or Water Exchange recycled water project. These /Labelly ellael estimates for nutrient load reduction from various projects. projects were planned and designed to provide future operational flexibility and Provided information to BACWA. avoid stranded assets. Q2: Evaluations on -going as part of preparing material for BACWA. Split treatment to be evaluated as part of secondary clarifier project. NEW FOR YEAR 2: Membrane Aerated Biofilm Reactor Intensification Pilot Q1: Completed design drawings for equipment installation. Testing to assess this technology's effectiveness in removing Nitrogen in Central Installation and operation planned for Q2. San's existing tankage. This could minimize or delay the need for a major Q2: Pilot contracting and contractor negotiations treatment plant expansion to remove nutrients for a recycled water project or Goel completed in Q2. Pilot delivery on track for early February regulatory permit requirements , Operate the pilot and summarize the interim 2024. finding in a presentation. Develop interim report with results, alternative analysis. NEW FOR YEAR 2: Energy optimization roadmap to maximize value of existing Q1: Gathering background information from various equipment (Cogen) and plan future investments while considering changes in projects at Central San. After meeting with stakeholders, demand from major capital projects and net zero initiative. (1) Develop energy Goel scheduled to introduce project to Board committee in Q2. profile optimization roadmap RFP. (2) Present task orders and incorporate Q2: Background information gathering is on -going. feedback from committee/board before issuing the energy optimization roadmap NEW FOR YEAR 2: Substation 90 Project planning phase to optimize the Q1: Reviewed and presented technical memos to treatment plant 12,000 V distribution system in conjunction with replacing existing Meyer /Lopez / complete planning phase. electrical transformers and switchgear beyond useful life. Goel Q2: Addressing final comments on planning memos. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 41 of 63 Page 16 Page 19 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy Initiative Key Success Measures Responsible 1St 2nd 3rd Q4 / Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Q1: RFP issued. Interviews and consultant selection in NEW FOR YEAR 2: Secondary process on -going optimization. Initiate design for Weer / Q2. secondary clarifier improvements phase 1 to rehabilitate and replace aged Lopez / Q2: Consultant selected and to E&O committee in equipment, optimize flow split, and evaluate hydraulic baffles to improve Goel February. Staff work to gather reference material is on - performance. going. Q1: Presented interim summary to Board E&O committee. NEW FOR YEAR 2: Continue to develop Central San's long-term solids handling Beginning exploration of regional solids handling strategy as part of Solids Handling Phase 2. Interim Summary identified Fluidized Bailey / alternative. This would involve upsizing or adding Bed Incinerator as leading technology to be commissioned in 2042. Explore Goel additional Fluidized Bed Incinerators to handle solids from feasibility, costs, and benefits of regionalization. other treatment plants for a fee. Q2: Work on -going. Q1: Identified facilities with operating steam turbine generators of similar size as Central San. Planning tour for Weer / Q2 with operations, maintenance, engineering and NEW FOR YEAR 2: Continue to explore the viability of Steam Turbine Generator Meyer / optimization staff. Q2: Engineering, operations, optimization and to convert incineration waste -heat steam into electricity for plant use. Lopez / maintenance staff toured UCSD facility. UCSD staff had Goel good feedback on performance and reliability of their steam turbine generator. NEW FOR YEAR 2: Establish standards for Program / Project Management for Q1: Scoping underway. large projects and enterprise -wide software purchase standards. Present Program Mallory Q2: Kicked off IT Steering Committee, distributed project / Project Management Guidelines and Enterprise Software purchasing standards charter templates, created project status report template and guidelines and created a project tracking dashboard on SharePoint. 01: On -track for Q4. Develop an implementation plan and schedule of recommended opportunities. Goel 02: Project by project schedules and updates are on- going. 01: Presented to O and M meeting on Oct 12 and Goel Managers Forum on Oct 16 regarding Optimization Goals Communicate progress and results on process measures. and various initiatives. Q2: Ongoing. Continue the Optimizations, Applied Research, and Smart Initiative programs. Gee / Gemmell / / LaBella Ongoing. Managers continue to review optimizationsGoel progress on a quarterly basis. Q1/Q2: FY 2022-23 Optimizations Program Annual Report Support innovation in capital and Provide Optimizations Program Annual Reports to Board. GeeOEM targeted to be presented to the Board in early 2024. operational improvements. Q1: Report presented to Admin Committee in October. Develop and begin implementing the IT Strategic Plan. Mallory Working on more detailed project planning and implementation. Q2: Initiated seven projects with charters. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 42 of 63 Page 17 Page 20 of 31 FY 2022-24 STRATEGIC PLAN ATTACHMENT 1 CENTRAL CONTRA COSTA SANITARY DISTRICT YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER GOAL 7 — INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy Initiative Key Success Measures Responsible 1St 2nd 3rd Q4 / Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Q1: This project was placed on hold in Q4 of FY 2022-23 Automate the Treatment Plant Asset Handover Process and track completion of Lopez /Mallory / and will prioritized as part of the Process and Technology key points along the workflow. Meyer Optimization (PTO) Strategic Plan. Timing yet to be set. Q2: Working on RFP. Q1: Still under consideration and discussions with Meyer Operations. Evaluate and use geocoding/barcodes to tag and track plant assets. Q2: Still investigating possible software and hardware, piloting air tags. Implement a barcode Warehouse inventory program to fully automate all issues, Gaines / Leiber Q1: Project ongoing and expected to completed by the end of Q2. Project is ongoing expected completion 4th receipts, and inventory cycle counts. quarter. Q1: Have not started project; have created hardware Evaluate, select, and implement new Sewer Service Charge development and Gemmell / Leiber redundancy for existing HTE system until a change is billing software. / Mallory made for a new system. Q2: Ongoing. Q1: Project go live now scheduled for December 1, 2023 Implement Permitting and Community Development software. Gemmell / Leiber Q2: Implementation delayed due to Go -Live Critical items / Mallory identified moving to Dev-1 Environment. Now scheduled for February 1, 2024. Continue to configure new ERP Q1/Q2: Continuing effort to maximize use of Laserfiche. system to meet evolving needs. Phase II of IT/OT Strategic Planning Process may include Utilize digital database storage and retrieval to reduce paper processes. Young a separate project on records management. Ongoing as needed. Work has been accelerated in many Create procedures to reflect new business workflows. All Managers instances given internal audit focus on various areas. 01: Ongoing effort to extract relevant information from Improve Maintenance, Repair, and Operations metrics monitoring. Gaines Oracle and report for this purpose. Q1: Aquasite is the current focus for this work area. Improve the analytic infrastructure to gather and use information to make data- Norby/Goel Q2 Aquasite pilot is on -going. driven assessments. Make sound decisions when faced with unforeseen events. Ongoing as needed. Be Adaptable, Resilient, Survey best practices of leading sister agencies. All Managers and Responsive Develop and employ improved Q1: Discussion in Q2 with various division managers to operational decision support Design and perform Failure and Response Evaluations of major operational Norby confirm approach. Q2/Ongoing: Central San has thorough processes in place systems and approaches where upsets. for failure analysis and follow up documentation on root practicable. cause, corrective actions, etc. Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach (KSM was fulfilled) (KSM is in progress or being done differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold /Delayed /At Risk Off Track (KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 43 of 63 Page 18 Page 21 of 31 ` FY 2022-24 STRATEGIC PLAN CEN7RALC� YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER SANITARY DISTRICT • The following items were removed in transition to second year of two-year plan: ATTACHMENT 1 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. 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) 0 (KSM is in danger of not being fulfilled by 6130124) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 44 of 63 Page 19 Page 22 of 31 ATTACHMENT 2 CE SANITARY RY TRADISTRICT COSTA ICT SANITARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 1 - CUSTOMER AND COMMUNITY Provide Exceptional Service Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Average onsite response time for collection system emergency calls, :530 minutes Seitz 26.95 minutes 18.83 minutes during working hours Average onsite response time 42.83 minutes for collection system emergency calls, :540 minutes Seitz FY 2022-23: 35.89 minutes after hours 34 minutes Average customer service rating for >_3.8 out of 4.0 Seitz 3.89 4.00 emergency calls Q1: Danville Sewer Renovation Project Phase 4 survey results received this 73% 75% quarter. Average customer satisfaction >95% Carpenter / Lopez Q2: No surveys sent this quarter. rating on construction projects FY 2022-23: no FY2022-23: no surveys sent in Q1. surveys sent in Q2. Q1: 4 of 4 rated Permit Counter Excellent. Average customer satisfaction rating on 100% Q2: 3 of 3 rated Permit Counter Excellent. permit counter interactions ° ?95 /° Gemmell ° 100 /° Sewer Service Charge affordability <2% Q1: Rates were approved in June 2023 and meet affordability indicator. (Environmental Protection Agency Lowest (or lower than Gemmell <2% <2% Q2: Meets affordability indicator. Quintile Residential Indicator) High impact) Q1: Two hundred and fifty-nine (259) people were served at local events, community presentations, and facilities tours. Participants in public tours and >_500 Barnett 259 262 Q2: Two hundred and sixty-two (262) people were served at local events, presentations community presentations, and facilities tours. Q1: Next session tentatively planned to be held in person in spring 2024. Participants in Central San Academy >_35 Gee Q2: 8 signups to the mailing list since the close of last session. Q1: 3 awards received. Awards or recognitions received >_10 Young 3 3 Q2: 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 (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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 45 of 63 Page 1 Page 23 of 31 ATTACHMENT 2 CENTRAL CONTRA COSTA SANDARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues National Pollutant Discharge Elimination 0 violations Weer 0 0 Q1: No violations. System compliance Q2: No violations. Recycled Water Title 22 compliance 0 violations Weer 0 0 Q1: No violations. Q2: No violations. Q1: Emergency bypass damper opening: 9/13/23; 30-day letter submitted to See comments BAAQMD. 02: RCA on 11/30/23 is an Inoperative Monitor for the Cogen NOx CEM annual Title V compliance 0 violations Weer FY 2022-23 (One 0 maintenance; RCA cleared when CEM was returned to service 12/12/23. Violation is Opacity excursion; not expected from inoperative monitor RCAs less than 15 days. no violation yet) Regulatory Title V work orders o 100 /o Meyer 98% 99% completed on time FY 2022-23: 100 % FY 2022-23: 100% Anthropogenic greenhouse gas (GHG) <_25,000 metric tons (MT) Cheng On track 01: On track to meet CY2023 target. Q2: Met CY 2023 target. emissions CO2e per calendar year Q1: There were 4 spills in Q1. Sanitary sewer overflows <_1.3 spills per 100 miles Seitz 0.26 0.32 Q2: There were 2 spills in Q2. of pipeline 01: There were 0 Category 1 spills in Q1. Q2: There were 0 Category 1 spills in Q2. Spills to public water <1 Seitz 0 0 01: There were 0 spills greater than 500 gallons. 0 Q2: There were 0 spills greater than 500 gallons. Spills greater than 500 gallons 53 Seitz 0 Sanitary sewer overflows Seitz / Lopez 0 01: There were 0 spills resulting from contractors. resulting from construction work 0 0 Q2: There were 0 spills resulting from contractors. Annual Environmental Compliance Q1: All inspections and permitting completed on time. inspections and permitting 100% Henry D 100 /0 a 100 /D Q2: All inspections and permitting completed on time. completed on time Q1: 0 Violations. Household Hazardous Waste (HHW) 0 violations Wyatt 0 0 Q2: 0 Violations. management compliance Q1: 4,592 students were served through education programs. Students served by education programs >_6,000 Barnett 4,592 8,536 Q2: 8,536 students were served through education programs. Q1/Q2: On track. Gallons of recycled water >_240 million gallons (MG) Foss 105.5 27.8 distributed to external customers Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. OCompleted O On Track / Revised Approach (Target was met for the FY) (Target is on track to be met or metric is being measured differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold / Delayed /At Risk (Ability to meet target is on hold, delayed, or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 46 of 63 Page 2 Page 24 of 31 ATTACHMENT 2 CENTRAL CONTRA COSTA SANDARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues Electricity produced by co -generation using >_18 million kWh (reported Lee /Shima 22.0 million kWh 22.1 million kWh Q1/Q2: On track. natural gas as a rolling average) Q1/Q2: On track. Solar power produced at Collection System >_220,000 kWh (reported Lee / Shima 280,00 kWh 280,00 kWh Operations and HHW Collection Facility as a rolling average) Not yet in 01: Construction is underway and, weather -permitting, will be completed by the Solar power produced >_2.5 million kWh production Not yet in end of calendar year 2023. Start-up, which is contingent on PG&E's schedule, is by a new solar array near the treatment (reported as a rolling LaBella production expected in Q1 2024. plant campus average) FY 2022-23: Q2: The project is on track to be operational by the end of the current fiscal year. As on track anticipated, startup will rely on PG&E's interconnection schedule. 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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 47 of 63 Page 3 Page 25 of 31 ATTACHMENT 2 CENTRAL CONTRA COSTA SANDARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 3 — WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues Average time to fill vacancy <_60 day s O'Malley / 42 58 (from request to hire) Manor 1.7% (including 1.4% (including <_6.5% O'Malley / retirements) retirements) Turnover rate (incl. retirements) Granzella 1.1 % (excluding 0.7% (excluding retirements retirements) Average annual training hours O'Malley / per employee >_15 Smith 6.0 9.82 (external and internal training) Q1: Jul rec'd 76%; Aug rec'd 90%; Sep rec'd 81 % (avg of 82% for quarter) 82% 63% Q2: Oct rec'd 76%; Nov rec'd 58%; Dec rec'd 55% (avg of 63% for quarter) Completion of ° 100 /° O'Malley / annual performance evaluations Howard FY 2022-23: 82% FY 2022-23: 70% O'Malley/ Ongoing. HR/Safety conducts the interactive process meetings with employees Temporary modified dutyprovided p y >95% of recordable Ledbetter 100% 100% suffering both occupational and non -occupational injuries or illnesses. (Return to Work program) injuries Internal promotions ° 25 /° O'Malley/ 37.5% 75% (excludes entry-level positions) Granze la Formal grievances processed 0 O'Malley / Manor 0 0 O'Malley / FY 2022-23: Expo not Q1: Expo is typically held in Jan/Feb. Participation in annual Wellness Expo ° + >10 /° each year Howard yet held at that time Q2: Wellness -at -work facilitator terminated services eff. Dec 2023. The Expo is cancelled for now as we re -group and figure out how to move forward. 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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 48 of 63 Page 4 Page 26 of 31 ATTACHMENT 2 CE SANITARY RY TRADISTRICT COSTA ICT SANITARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 4 — GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Compliance with Public Records Act 100% Young 100% 100% requests on time Board meeting videos posted online 100% Young 100% 100% Standard and Poor's and Moody's AAA/Aal Leiber / Mizuno AAA, Aal AAA, Aal Q1-Q2: No changes to Central San's credit rating noted. credit ratings Debt service coverage ratio >_2.0 Leiber / Mizuno n/a n/a Year-end only calculation. To be updated in Q4. Debt as a percentage of total assets 560% Leiber / Mizuno n/a n/a Year-end only calculation. To be updated in Q4. Debt financing n/a n/a Year-end only calculation. To be updated in Q4. of prior 10 years' CIP spending ° <_60% Leiber /Mizuno Debt financing as a percentage n/a n/a Year-end only calculation. To be updated in Q4. of projected 10-year CIP ° <_60 /° Leiber /Mizuno Total revenue funded collection system CIP n/a n/a Year-end only calculation. To be updated in Q4. spending in past 10 years ° ?100 /o Leiber /Mizuno Total revenue funded collection system n/a n/a Year-end only calculation. To be updated in Q4. spending in 10-year CIP (projection) ° ?100 /° Leiber /Mizuno >_41.7% n/a n/a Year-end only calculation. To be updated in Q4. O&M reserves of next year's budget Leiber /Mizuno >50% n/a n/a Year-end only calculation. To be updated in Q4. Sewer Construction reserves of next year's budget Leiber / Mizuno (non -debt financed) Operating expenditures 88.7% Q1: Metric generally trends low in 1 sc quarter of year with many payments being as a percentage of Board -approved 90-100% Leiber / Mizuno 93.8% accrued to the prior year. Q2: On track, with noteworthy increase over prior quarter as expected. operating budget FY 2022-23: 87.4% 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 Financial reports disseminated 100% Leiber / Mizuno 100% 100% information, July overviews are no longer issued. Also released detail -level data for every month (summary) and quarter (full) June and August to EPM for self-service monitoring. Q2: Issued September, October, and November overviews and Q1 report and mi released detail -level data for Sept -Nov to EPM for self-service monitoring. Reported material weaknesses or Q1: Expect to receive audit opinion letter for FY 22-23 ACFR in Q2. significant deficiencies 0 Leiber / Mizuno n/a n/a in internal controls as part of annual financial audit 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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 49 of 63 Page 5 Page 27 of 31 ATTACHMENT 2 CE SANITARY RY TRADISTRICT COSTA ICT SANITARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: 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) $47,414 Q1: $4,600 - 2 claims Average cost per overflow claim <_25,000 Deutsch $4,600 Q2: $47,414 for 3 claims. FY 2022-23: $8, 777 One claim in Q2 cost over $100,000 which skewed the average cost. Purchasing requisitions completed within Q1: 206 purchase requisitions received; 92% met processing time metric. standard processing time ?80% King 92% 85% Q2: 84 purchase requisitions received; 85% met processing time metric. Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach (Target was met for the FY) (Target is on track to be met or metric is being measured differently from how it is written in the Strategic Plan but preserving the intent) OOn Hold / Delayed /At Risk (Ability to meet target is on hold, delayed, or at risk but recoverable) •Off Track (Target is in danger of not being met for the FY) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 50 of 63 Page 6 Page 28 of 31 ATTACHMENT 2 CE SANITARY RY TRADISTRICT COSTA ICT SANITARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER GOAL 5 — SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Safety -prioritized work orders o 100 /o Meyer a 100 /o 97% completed on time 0 FY 2022-23: 100% Q1: One recordable incident. 132831.46 Hours Worked Employee injury and illness <_3.3 Ledbetter 1.51 3.9 Q2: Four recordable incidents. 125593.07 Hours Worked lost time incident rate Workers' compensation Q1: Reduced from 0.82 last year. Modifier applies for entire year. experience modifier <_1.0 Deutsch 0.76 0.76 Q2: As above. Q1/Q2: Safety Committee has not had a quorum to vote for Safety Suggestion Days to implement approved See Comments See Comments implementation during the first or second quarters of FY 2023-24. Safety Suggestions <_60 Ledbetter FY 2022-23: <45 FY 2022-23: <45 Purchasing Contractors/consultants in o a Q1: 182 accounts full compliance, 29 accounts in partial compliance, and 9 compliance >_70% King 83 /0 76 /o accounts in non-compliance. with insurance requirements Q2: 171 accounts in full compliance, 44 accounts in partial compliance, and 10 accounts in non-compliance. 98% 98% Q1: Lost connection to the CSO which prevented them from accessing shared Information system outages o 100 /o uptime Mallory files on at the Martiniz facility. CSO was able to continue normal work activity. affectingnormal business operations p FY 2022-23: 100% FY 2022-23: 99% Q2: Two incidents affected uptime. There was an Internet outage for 12 hours on Oct. 6, and a switch outage for a day at CSO that affected wifi on Nov. 8. Q1: No data was lost during this review period. Data backup and recovery 0 lost data Mallory 0 0 Q2: No data was lost during this review period. Q1: New campaign launched to underscore the important of training. New 65% reports will be developed to report on group training %. Employees trained in 100% Mallory FY 2022-23: 60% Q2: Conducted email campaign throughout the month of October, aka cybersecurity awareness Cybersecurity Security Awareness month, offering instruction and staff engagement through quizzes and contests. 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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 51 of 63 Page 7 Page 29 of 31 ATTACHMENT 2 CE CONTRA COSTA SANIT SANITARY DISTRICTICT 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 Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Planned treatment plant preventative maintenance >_90% Meyer 97% 97% completed on time Planned recycled water distribution system preventative maintenance >_98% Seitz 100% 100% completed on time Planned collection system preventative >98% Seitz 99.75% 99.40% maintenance completed on time Pipeline cleaning On >A% of pipelines 3.50% quality assurance / quality control (QA/QC) cleaned on an annual Seitz o 3.98 /o basis FY 2022-23: 3.21 % 96.00% Pipeline cleaning QA/QC passing rate >_98% Seitz 98.06% FY 2022-23: 96.43% Pipeline inspected through 10% inspected 71 miles Closed Circuit Television Program (150 miles) / 37.5 Seitz 45 miles miles per quarter Uptime for vehicles 100% Seitz 100% 100% Miles of sewers replaced Mestet / 0.6 miles 0.6 miles (focused on deteriorated >_6.0 Lopez small diameter pipelines) FY 2022-23: 1 mile FY 2022-23: 0.5 miles 0.1 mile of FM Q1: CCTV inspections of FMs by CSO in Q1. Last FY, there were large diameter inspections. RFP to solicit consultant/contractor for large Large diameter and force main Frost / Waples / 0.5 miles of FM FY 2022-23: diameter/siphon inspections is being drafted in Q1 and Q2 with release in Q3. condition assessment >_3 miles per year Gemmell preliminary files SSIP consultant initiating forcemain desktop condition assessments in Q2. FY 2022-23: provided to ITPipes, CSO CCTV inspection of priority forcemains completed in Q1 to Q2. <1 mile cues process of laser data delayed Q2: On track with Q1 plan. CSO completed some additional CCTV of FM. Average time to execute Engineering <_2 weeks King agreements from complete package submittal 5.47 business days 5.59 business days Contract renewals executed on time 100% King 100% 100% for uninterrupted service Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. •Completed O On Track / Revised Approach (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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 52 of 63 Page 8 Page 30 of 31 ATTACHMENT 2 CE CONTRA COSTA SANIT SANITARY DISTRICTICT 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 Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Approved request -to -stock items entered in Gaines 100% Q1: 18 items requested. Total value added $12,687. databases within 5 business days 100% 100% Q2: 40 items requested and added due to Special Projects Value = $67,300.00. Q1: Rate generally trends low in Q1 with many payments being accrued to the Capital expenditures 54.4% prior year. Q2: Well short of annual spend target, mainly due to large appropriations as a percentage of capital budgeted >_90% Lopez / Mizuno ° FY 2022-23: 28.9/ 23.7% carryforward from prior year budget bringing FY 24-25 adopted CIB of $71.2M cash flow including carry forward to an adjusted CIB (total authorized spend) of $150.OM. 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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 53 of 63 Page 9 Page 31 of 31 ATTACHMENT 2 CENTRAL CONTRA COSTA SANDARY DISTRICT FY 2022-24 STRATEGIC PLAN YEAR 2: KEY METRICS PROGRESS TRACKER 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. Q2: This initiative has been assumed into the IT/OT Strategic Plan. 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. Staff has addressed other priorities this quarter. Completed design for installation of membrane aerated biofilm reactor (MABR) pilot. Installation Reviews or pilot tests >3 Frost / All Managers and operation planned in Q2. of new and promising technology Q2: Membrane/Filters BCE is drafted and being routed through staff. Aquasight pilot work is on -going, draft dashboard anticipated mid -February. MABR pilot contracting and contractor negotiations completed in 02, and pilot delivery on track for early February 2024. Q1: None this quarter. Multiple conference presentations scheduled for Q2 by Planning & Applied Research and Optimizations/GIS groups. Q2: Presented "Sustainable Membrane Performance for Refinery Reuse of Research papers and findings presented >_3 papers or Frost All Managers 0 3 Non -nitrified Wastewater" at WEFTEC, "Building Central San's Next presentations Generation Web GIS & Asset Management Systems with Adobe ColdFusion" at Adobe ColdFusion Summit. Multiple staff panelists presented on industry leading asset management practices, reliability, and work execution processes at the International Maintenance Conference. Don't Just Fix It; Improve It >25 Meyer 8 8 work orders completed Q1/Q2: Managers log their optimizations quarterly and review them at Completed optimizations >_20 Gee / All Managers Managers' Forum. 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) February 6, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 54 of 63 Page 10