HomeMy WebLinkAbout04.a. Receive Strategic Plan Trackers for the Third Quarter of Fiscal Year (FY) 2023-24Page 1 of 33
Item 4.a.
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May 7, 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 THIRD QUARTER OF
FISCAL YEAR (FY) 2023-24
Attached are the Strategic Plan Trackers for the third 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.
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 16 of 50
Page 2 of 33
ATTACHMENTS:
1. Key Success Measures Tracker
2. Key Metrics Tracker
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 17 of 50
Page 3 of 33
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.
Q1: Meetings will be scheduled as needed prior to new projects
Deliver High-
being advertised for bid. Meeting held in October with businesses
Quality Customer
ahead of Walnut Creek Locust Street project in conjunction with
Service
Hold informational community meetings for all major sewer renovation projects,
Barnett /
Business Association.
including outreach to officials of the impacted cities/county.
Carpenter
Q2: Meetings will be scheduled as needed prior to new projects
being advertised for bid.
03: 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.
Q1: Meetings continue to be held as needed.
Meet individually with property owners and/or tenants on projects involving
Barnett /
Q2: Meetings continue to be held as needed.
private easements.
Carpenter
Q3: 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
02: Meetings continue to be held as needed.
03: Meetings continue to be held as needed.
Q1: 259 people were served through virtual and community
events.
Q2: 262 people were served at local events, community
Conduct public tours and presentations highlighting infrastructure investments.
Barnett /
Lavender
presentations, and facilities tours.
Q3: 104 people were served at local events, community
presentations, and facilities tours.
Promote Initiatives
Q1/Q2: Next session tentatively planned to be held in person in
to Advance
Perform extensive customer and
Host Central San Academy annually.
Gee
spring 2024.
Q3: Next session planned for summer 2024 in San Ramon.
Affordable and
Equitable Access
community outreach.
Presented plan to Board and received feedback.
Q1: Pipeline customer newsletter in production
to Services
02: Pipeline distributed to all residential and business mailing
Develop engaging videos, publications, and brochures.
Barnett / Zumbo /
addresses within service area.
Vallee
03: Created a PFAS awareness video for social media to serve
our P2 goals. Pipeline customer newsletter in production.
Ongoing. Continue to monitor and grow YouTube, Facebook,
Expand social media outreach.
Barnett / Vallee
Twitter, Instagram, Linkedln, and Nextdoor followers and
impressions.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 18 of 50
Page 1
Page 4 of 33
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)
Conduct a Cost -of -Service Study.
Gemmell
Q1-Q4: Completed in FY 2022-23.
Q1: Two-year rate approved for SSC. Annual fee review
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 7th. Financial Workshop for 2nd year rate check -in
Maintain responsible rates and
is scheduled for April 4, 2024.
offer services at affordable levels.
03: on Track
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.
Q2/Q3: 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
Ongoing.
and stakeholders.
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
needed.
sister agencies.
Provide assistance and mutual aid to other agencies.
Deutsch
Q2: No requests.
Q3: 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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 19 of 50
Page 2
Page 5 of 33
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: No violations thru Q3 of calendar year 2023
Continue to attain National Association of Clean Water Agencies (NACWA)
Weer
Q2: No violations for calendar year 2023.
Platinum Peak Performance Awards.
Q3: No violations thru Q1 of calendar year 2024
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.
Q3: There were 3 spills in Q3
Q1: Project awarded on September 7, 2023.
Comply with all applicable regulations.
Q2: SRF Post award package submitted in November 2023.
Scope improvements to the Solids Handling Facilities.
Lopez / Gemmell
Construction Notice to Proceed has been issued and work has
/ Mizutani
started.
Q3: Responding to requests from State Requests for information
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, Contractor Mobilized.
Q3: Construction has started.
Ongoing.
Schectel — BACWA Exec Board Member, Co -Chair CASA
Regulatory Water Committee, participate on CASA State Leg
Committee, participate in NACWA and CASA conferences,
member of SFEI Board of Directors, Regional Nutrient
Achieve Compliance
Participate in Bay Area Clean Water Agencies, California Association of
Schectel /
Management Steering Committee alternate.
Sanitation Agencies, NACWA, and other like organizations.
Barnett
in All Regulations
Foster relationships
with regulatory agencies.
Barnett — BACWA Communications Committee; CASA
Communications and Legislative Committee participant; CASA,
CSDA, CAPIO conferences; CPSC legislative committee; NSAC
legislative committee, CSDA appointed member legislative
committee; 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
take positions on key priority legislation.
Track, review, and comment on proposed legislation and regulations.
Barnett
Q2: End of legislative session final report.
Q3: Preparation for beginning of Legislative session and new bill
introduction.
Q1: PFAS legislative update to be included in fall Pipeline.
Participate in legislative and
Support key advocacy initiatives through customer communications and
Q2: PFAS legislative update shared with all customers via
regulatory processes.
outreach.
Barnett
Pipeline newsletter.
Q3: Advocacy information shared and P2 outreach in Pipeline
and other speaker's bureau activities.
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/Q3: Including nutrients and fleet electrification in developing
2024-25 CIP.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 20 of 50
Page 3
Page 6 of 33
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)
Ongoing. See Key Metrics Tracker for number of students
served.
Present student education programs that meet the Next Generation Science
Barnett /
standards.
Lavender
Educate on Pollution
Prevention and
Provide industry -leading public and
Q1: Promoted P2 Week and tips via social media, PSAs aired on
Environmental
student education programming.
CCTV and Rossmoor TV.
Q2: Shared holiday-themed FOG tips via Pipeline newsletter
Protection
Conduct creative public education outreach that encourages positive customer
Barnett /
and social media. Aired over 800 commercials on cable TV,
behavioral changes.
Lavender/
Rossmoor TV, and local CCTV channels.
Zumbo / Vallee
Q3: Aired over 1,200 Wipes Clog Pipes commercials on cable TV
and streaming. Continued into Q4. Shared FOG, wipes, and
other P2 messages via social media.
Q1: Staff continues to communicate with these potential partners
about next steps, including encouraging CCWD staff to schedule
the desired follow-up meeting with US Bureau of Reclamation
Continue exploring partnerships with Contra Costa Water District (CCWD),
(USBR) staff to discuss the project's yield in critically dry years.
Santa Clara Valley Water District (Valley Water) and San Francisco Public
LaBella
Q2: Meeting with the partners and USBR took place in
Utilities Commission (SFPUC) to advance the Refinery Recycled Water
December to discuss several policy issues that can impact the
Exchange Project.
project. Follow-up meeting anticipated in Q3.
Q3: Presentation to REEP Committee to provide an update on
the joint meeting with the USBR. Presentation scheduled for the
full Board on April 25, 2024.
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
EBMUD's Recycled Water Strategic Plan Update.
Be a Partner in
Q2: EBMUD staff shared the draft report prepared by their
Regional Development
Explore and advance
consultant team in November and Central San staff reviewed
of Local Water Supply
cooperative opportunities.
and returned comments in December. Report will be finalized in
Collaborate with East Bay Municipal Utility District (EBMUD) on a potable reuse
Q3 and a presentation on the findings will be made to Central
study.
LaBella
San's Board in Q3.
Q4: Presentation on the outcomes of the study were presented
to Central San's Board on March 21, 2024. Three potable reuse
project scenarios are moving forward for further consideration in
EBMUD's Recycled Water Strategic Plan update currently
underway. EBMUD has requested further evaluation of the
feasibility of making the DERWA Diversion Project permanent
and Central San joining as a partner.
Q1: Master Developer was selected.
Continue to work with CCWD and the City of Concord in plans to supply
Gemmell
Q2: Very initial discussions with City on sewer alignments.
recycled water to the Concord Community Reuse Project.
Q3: Master Developer Term Sheet accepted by City.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 21 of 50
Page 4
Page 7 of 33
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: DSRSD had adequate wastewater supply, so the diversion
project was not operated this dry season. Agreement was
Continue to divert raw wastewater to produce recycled water to meet Dublin
extended for an additional year.
San Ramon Services District — East Bay Municipal Utility District Recycled
Gemmell /
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.
Q3: Ongoing.
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.
Q3: No activity this quarter.
Ongoing.
Continue to operate and maintain a reliable recycled water distribution system
Gemmell / Foss
for Zone 1 customers.
Ongoing.
Continue the Residential Recycled Water Fill Station and Commercial Recycled
Gemmell / Foss
Water Truck Fill Programs.
Continue to provide recycled water to
Q1: Proceeding. Expected Completion April 2024.
residents and businesses; evaluate and
process new customer requests.
Complete Phase 1A of the Filter Plant and Clearwell Renovations Project.
Lopez / Mizutani
Q2: Continued delays due to electrical equipment.
Q3: Project remains under construction. Expected Completion
January 2025
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.
Q3: Met with Greg Norby and reviewed initial findings.
Q1: Presented policy and measurement alternatives to Board in
September.
Q2: Continued working with GHD to develop an appropriate
Develop a policy on net zero carbon footprint.
LaBella
scope for the sampling plan for process GHG emissions.
Q3: GHD's work was completed and this effort will feed into the
Identify and Advance
Energy Optimization Roadmap Project, which will take place in
Sustainability
Reduce reliance on non-renewable
FY24-25.
Initiatives, Including
energy and responsibly manage
Reducing Energy
greenhouse gas (GHG) emissions.
Q1: Construction underway.
Usage and Emissions
Q2: Construction continued. The project is expected to be in
operation by the end of Q4.
Implement the 1.75-megawatt solar energy project on the Lagiss property.
LaBella
Q3: Construction of the array is complete. Central San's Board
approved an easement to PG&E for the interconnection facilities
on April 4, 2024. Central San's solar vendor is now in the queue
for PG&E's construction of the interconnection facility.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 22 of 50
Page 5
Page 8 of 33
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: Development of Fleet Electrification Strategic Plan (FESP) is
in progress.
Evaluate electric vehicle charging stations on site.
LaBella / Cheng
Q2: Development of FESP in progress. Draft report completed.
Q3: Presented final recommendations of FESP to REEP and
Board. Capital working on RFP for 1st phase of EV charging
infrastructures.
Q1: Ongoing and continuing effort.
Maximize landfill gas usage in daily operations and by capital improvements.
Weer / Lopez
Q2: Ongoing effort in Operations and within the furnace
modifications under the Solids Phase 1A project.
Q3: Ongoing and continuing effort.
Q1: Refinement of technical memorandum. Fluidized Bed
Incinerator is the leading alternative and would be operational in
approximately 2042. Beginning exploration of regional solids
handling alternative. This would involve upsizing or adding
Complete the long-term Solids Handling and Disposal Evaluation
Goel
additional Fluidized Bed Incinerators to handle solids from other
treatment plants for a fee.
Q2: Ongoing and continuing effort.
3: Ongoing and continuing effort.
Ongoing. Tracking and internal monthly reports completed.
Continue to track and report GHG emissions.
Cheng / Schectel
Q3 — submitted CY 2023 inventory to California Air Resources
Board
Q1/Q2/Q3: 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.
Q1: Working with EcoGreen / PG&E on LED lighting retrofits.
Explore opportunities for cost-effective
Replace incandescent lighting and air conditioning equipment with energy-
g g ggy-
Meyer
Q2: Ongoing effort.
Q3: 38 fixtures were retrofitted/replaced with LED during that
energy conservation and efficiency.
c
efficient devices.
period.
Q1: Project has proceeded to final design.
Assess and replace the existing disinfection system with the latest ultraviolet
Q2: In design with the latest technology provided by Trojan UV.
high -efficiency lamps.
Lopez / Hodges
Q3: 30 /o Design submittal received from Carollo and comments
returned. Design is on schedule. Consider removing from metric
as construction is several years out.
Q1: Group has met to coordinate transition to green cleaning
supplies and continues working to improve on proper solid waste
disposal (recycling, compost, and landfill).
Expand internal sustainability practices.
Restart the Green Team to solicit organization -wide ideas.
LaBella
Q2: Green Team continued meeting monthly and articles were
included in all Lateral Connections in Q2.
Q3: Green Team continued monthly meetings and included
articles in all Lateral Connections 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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 23 of 50
Page 6
Page 9 of 33
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: Included Green Team articles in every issue of the Lateral
Connection this quarter.
Q2: Made additional progress on proper solid waste disposal at
Central San facilities and met with Central San's Admin Support
Forum to encourage the use of more sustainable coffee supplies
across the organization. Additional progress made on the green
Promote environmentally conscious behavior in day-to-day operations.
LaBella /
business recertification for the Vehicle Maintenance Shop at
All Managers
CSO.
Q3: Terracycle pilot project implemented for diverting snack and
PPE waste from the landfill. Worked with Central San's Admin
Support Forum to reduce waste and costs on Central San's
coffee making setups across the operation. Continued to make
progress on the green business recertification for the CSO
Vehicle Maintenance Shop.
Q1: Discussions between Green Team representatives and the
Warehouse Manager on this initiative.
Q2: Green janitorial/MRO supplies are now part of the Materials
Advance circular economies with suppliers and contractors towards a smaller
Gaines
Services Inventory.
ecological footprint.
Q3: All Materials Services Staff continue to allocate
procurements to current vendors and when new items are
purchased there is a continuous effort to seek out current
wholesalers and current manufacturing reps.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 24 of 50
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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)
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/Q3: 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
Convey important initiatives to employees to increase their understanding of
Ongoing. Clarifier Speaker Series is held as topics arise and the
inspire dedication.
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.
Q2: With the beginning of the year, Roger will schedule more of
Engage Employees and
Conduct Labor
Host General Manager lunches with the division workgroups.
Bailey / Crayton
these but finished up a few during the last of year.
Q3: Roger is navigating through Union/Board member meetings
Relations in a
at this time and held the State of the District will all staff. He will
Transparent, Effective,
resume the lunches in the near future.
and Collaborative
Ongoing. Lateral Connections highlight staff accomplishments in
Environment
Recognize staff accomplishments via newsletters, the intranet, Board
Central San Happenings section.
announcements, and other avenues.
All Managers
Q3: Launch of new San Central Intranet homepage to increase
employee engagement and awareness of District/employee
happenings.
Celebrate employees'
achievements.
Q1/Q2/Q3: Still in planning; various ideas have been explored.
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.
Q2: Held the fair and awarded prizes.
innovative projects.
Q3: Planning to hold next fair this calendar year.
Engage the bargaining units in informal discussions to implement collaborative
O'Malley
Ongoing.
solutions to workplace issues.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 25 of 50
Page 8
Page 11 of 33
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)
Track and implement action items from quarterly Labor Management Committee
O'Malley
Ongoing.
meetings.
Q1/Q2/Q3: GM continues to meet with bargaining representatives
Sustain and grow collaborative
and meetings with bargaining units with individual Board
relationships with the bargaining
members are almost complete. As bargaining matters come up
units.
Continue General Manager and Board Member meetings with the bargaining
Bailey / Crayton /
and negotiations gets closer, Board members will be brought into
representatives.
Young
further meetings if needed. For now, GM briefs Board Members
during meetings with them one on one.
Q1: Management Academy and Mentorship Program in progress.
Two employees are enrolled in the Career Development
Continue the Leadership and Supervisory Academies, Mentorship Program, and
Gee / O'Malley
Program.
Q2: Management Academy concluded with 22 graduates, plus 2
Career Development Program.
honorary graduates (support staff who attended the sessions).
Q3: Advertised and accepted applicants into Mentorship Program
(four mentees) and Supervisory Academy (26 participants),
Ongoing.
Develop employees to meet their full
Encourage staff to obtain professional or technical certifications and registrations.
All Managers
potential and fill future leadership
Q1/Q2/Q3: Rollout of enhanced performance appraisal forms is in
roles.
Perform appraisals with a coaching and career development approach.
All Managers
progress, pending Oracle module launch.
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.
Q1: Flu clinic, quarterly massage and "Cake" Walk/Run will be
Support the mental and physical
Encourage participation in the Wellness Program.
O'Malley /
Howard
held in Q2.
Q2: Received notification that John Muir Health is discontinuing
wellbeing of all employees.
its Wellness at Work program. The Wellness Committee is
working on ways to keep the program going.
Q3: Planning Cake Walk.
Ongoing. Financial webinars and some in -person education are
Hold financial and health seminars.
O'Malley
offered by MissionSquare directly to staff, based on topics
selected by the Deferred Compensation Advisory Committee.
Health seminars are held periodically.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 26 of 50
Page 9
Page 12 of 33
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)
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
O'Malley / Bailey
for feedback. Aiming to finalize in January/February.
/ Gee
Q1: Work is underway on the DEI Strategic Action Plan, targeted
Build a diverse workplace that
Develop programs/initiatives with metrics based on the outcomes of the
All Managers
for early 2024.
Foster a Culture of
celebrates differences and is
assessment.
Q2: DEI Action Plan work underway; draft circulated in December
Diversity, Equity, and
inclusive of individual perspectives,
for feedback. Aiming to finalize in January/February.
Inclusion (DEI)
ideas, and values.
Ongoing. Leadership Team has held several DEI learning
Encourage and respectfully acknowledge the voicing of different views and
All Managers
workshops and are committed to employing DEI principles in
perspectives.
everyday activities.
Q1: Standing item has been added to Managers' Forum agendas
Promote inclusivity and a sense of belonging through leadership.
All Managers
to check in on how well inclusion was practiced during the
meeting.
Q2/Q3: Ongoing.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 27 of 50
Page 10
Page 13 of 33
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)
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.
Gemmell
Respond promptly to Public Records Act requests.
Young
Q1/Q2/Q3: 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 3Td 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
advance of Election Day.
Promote voter registration efforts.
Barnett
Q2: Promoted voter registration via social media in advance of
Primary Elections.
Q3: Promoted Get out the Vote messages via social media in
advance of Primary Elections.
Q1: Vote box is securely and permanently mounted. No Q1
Support the elections process.
activity.
Encourage and
Enable voting through a secure, public ballot drop box on campus.
Young
Q2: Vote box is securely and permanently mounted. No Q2
Facilitate Public
activity.
Participation
Q3: Vote box is securely and permanently mounted. March
Elections occurred
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.
Encourage civic engagement.
Livestream Board meetings online.
Young
Ongoing.
Maintain the virtual Customer Experience website.
Barnett
Ongoing. Continued to maintain and promote Virtual Experience.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 28 of 50
Page 11
Page 14 of 33
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)
Host and attend public events.
Barnett
Ongoing.
Mitigate rate increases by leveraging financing opportunities.
Leiber / Gemmell /
Q1: No financing planned at this time.
Mizuno
Q1: Continuing to monitor financial plan for upcoming financing
Develop scenarios to utilize debt prudently in financing the 10-Year Capital
Leiber / Gemmell /
needs.
Q2: Under development, will be presented in April 2024 financial
Conduct long-range planning.
Improvement Plan (CIP).
Mizuno
workshop.
Q3: Ongoing
Leiber / Gemmell /
Q1/Q2: Limited new SRF funding available; no filing planned for
Actively pursue state and federal funding via loans and grants.
Mizuno
this calendar year. Continuing to monitor program.
Q3: Met with State about potential to expand BRIC grant.
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.
Maintain Financial
Management, and 10-Year Financial Plan.
Leiber / Mizuno
Q2: Issued FY 22-23 ACFR and finalzing first half of FY 23-24
Stability and
financial results to assist with FY 24-25 budget development.
Sustainability
Q1: Disseminated 2 monthly overviews (July no longer issued
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.
gy
All Managers
g
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.
Q2: On track to prepare next report in calendar year 2024 and
Complete annual Benchmarking Study to identify potential gaps.
Gee
submit data to AWWA survey in Q3.
Q3: Received FY 2022-23 data from staff.
Q4: Submitted data to AWWA Utility Benchmarking Survey.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 29 of 50
Page 12
Page 15 of 33
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
_PM
Provide regular analyses to the District Safety Committee, Safety Teams, and
Ledbetter
F
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.
Notify supervisors and managers promptly of upcoming safety -related regulations.
Ledbetter
Ongoing.
Q1: Team meeting in Q2.
Maintain and report on the Enterprise Risk Management Program and risk
Q2: ERM team met, report to Comm/Bod in Q3
inventory.
Deutsch
Q3 — Report delayed per Trial Preparation.
Q1: Completed and issued 2023 Miscellaneous Assets Review,
Phase II.
Evaluate and apply risk
Q2: Completed and issued 2023 Capital Projects Design -only.
management practices.
Develop annual internal audit plans based on risk assessments.
Johnson
Q3: Facilitated annual internal audit workshop with the Board,
which included presenting the Audit Plan for calendar year 2024.
Audit Plans are developed via Internal Audit's assessment of risk,
with input from District leadership and the Board.
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 internal
Protect Personnel and
Assets from Threats
audit findings. Routine meetings are held on findings status.
and Emergencies
Q1: Planned for Q34.
Train staff and conduct an exercise of the Continuity of Operations Plan.
Deutsch
Q2: No changes.
Q3. No changes.
Q1: Planning minor update in Q2 before EOC activation exercise.
Enhance capability to mitigate,
Maintain the Emergency Operations Plan.
Deutsch
Q2: EOC Activation Exercise held in December 2023.
prepare for, respond to, and
Q3. No changes.
Expand participation in California Water/Wastewater Agency Response Network
Ongoing.
Q1: 1 1 r
request.
recover from emergencies.
(CaIWARN) to represent the needs of wastewater agencies in emergency planning
Deutsch
Q2: requests.
and responses.
Q3. No requests.
Cross -train staff in mission -critical functions.
All Managers
Ongoing.
Evaluate and implement
Q1: Received draft report from security consultant.
improvements to meet new or
Budget and complete the projects identified in the Security Action Plan.
Deutsch
Q2: Small project implementation underway.
evolving threats.
Q3. Small project implementation continues.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 30 of 50
Page 13
Page 16 of 33
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 communications regarding evolving threats and
concerns.
Provide regular security awareness training to staff.
Deutsch
Q2: Replaced employee, temp, intern, onsite contactor badges
with improved security capability and new design.
Q3: Ongoing communications re: security best practices
Q1: New Guard Station is complete.
Renovate security guard posts and update monitoring equipment.
Deutsch
Q2: As above.
Q3. As above.
Q1: Ongoing per coordination with Capital and security
Expand access control systems and harden certain facilities.
Deutsch
consultant.
Q2: Small project implementation underway.
Q3. Small project implementation continues.
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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 31 of 50
Page 14
Page 17 of 33
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)
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/Q3: Draft Asset Management Plan was presented in Q2 to
the Board.
Q1: Plan to include into CAPEX scope/workflow.
Q2: Still in planning phase.
Conduct Failure Mode & Effects and other reliability -based analyses as part of key
Meyer / Lopez
Capital Improvement projects.
Q3: met with consultant to discuss use of FMEA in projects.
Including RCM to UV Project
Incorporate Asset Management
practices into the Capital
Improvement and Maintenance
Q1: Ongoing, FRACAS process in place. Ongoing RCA on
Programs.
Report, analyze, and identify corrective actions to eliminate or mitigate the
Meyer
hypo pump and P&B bldg supply fan issues.
recurrence of the failure of key and critical assets.
Q2: Ongoing process in place; completed 1 RCA.
Q3: Ongoing RCA on Aux Boiler motor and hypo pump.
Complete Planner Updates to work orders and use other feedback mechanisms for
Meyer / Lee
Q1: 62 planner updates completed.
Q2: Completed 37.
continuous improvement.
Q3: Completed 19.
Ongoing.
Optimize rehabilitation, replacement, and cleaning of pipelines.
Seitz
Manage Assets
Optimally
Q1: Ongoing RCM studies (Aeration System) training and
PMO training (Aux Boilers) with consultant.
Perform strategic reliability -based analysis on treatment plant process systems.
Meyer
Q2: Completed refresher and facilitator training on RCM; PMO.
Activated SQE and RTI process.
Q3: 1 SQE on Washer Compactor.
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/Q3: Completed.
Q1: Executed a Task agreement with consultant to provide
Develop reliability -centered asset
management strategies.
services to engage stakeholders, develop needs assessment,
and provide industry research and solution evaluation.
Develop Asset Health Indicator Requirements .
Meyer / Goel /
Q2: Scheduled kickoff meetings in January.
Mallory
Q3: Kick off meeting held with asset condition -based
maintenance team leads.
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/Q3: Ongoing and on schedule to complete in 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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 32 of 50
Page 15
Page 18 of 33
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)
Q1: On -going CMMS set up for Pump Stations Operations
preventive maintenance work order and in the process to pilot
San Ramon Pump Station. Identify next group of pump station
Transfer Pumping Stations Operations preventative maintenance work orders to
Meyer / Lee
to continue testing.
CMMS by the end of 2022.
Q2: Wrapping up SR PS pilot, next steps roll out to small PS
then other sites.
Q3: Pilot two more PS (Clyde & Concord Industrial). North PS
in CMMS by Oct, 2024 and West PS in CMMS by Apr, 2025.
Q1: This is part of routine CAPEX review and CAPEX
Ensure all critical assets and processes in need of repair or replacement are
Meyer / Lopez /
coordination meetings.
Q2: Part of routine meetings.
appropriately scheduled in the 10-Year CIP.
Weer
Q3: Ongoing effort, several meetings conducted and priority
Perform capital improvements in
list updated.
Q1/Q2: InfoAsset license is up-to-date. Asset management
accordance with the
Comprehensive Wastewater
Develop a prioritization model for vertical assets and update the risk model.
Gemmell/ / Meyer
group is working on completing the Asset Management Plan.
Master Plan (CWMP) and Asset
Q3: Asset Management Plan approved
Management Program findings.
Q1: Implemented EPM capital project budgeting solution. Now
Maintain and evolve tools for effective financial and project management of the
Lopez / Mizuno
exploring ProCore construction management software.
Q2: Rolled out tool to collect current year capital project
capital program.
projection data in EPM, to be used to develop FY 24-25 CIB.
Q3: Continue EPM progress and reporting. SOPs in progress.
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
CIB/CIP development.
Q3: Incorporating updates into 2024-25 CIB/CIP.
Q1/Q2: Brown and Caldwell completed Treatment Plant Flood
Vulnerability Study in July 2022, updating flood and SLR
Update the CWMP Technical Memo (TP8) on Resiliency and Vulnerability.
Gemmell / Lopez
evaluation in TM TP-8. SewerSystem Infrastructure Plan
Execute Long -Term
starting this FY includes resiliency and vulnerability evaluation.
Capital Renewal and
Q3: Ongoing progress on SSIP.
Q1: Levee Improvements project design with Flood Control
Replacement Program
Harden infrastructure against
District is in progress, expected to bid this FY. Wet weather
resiliency risks associated with
Improve the wet weather basins, berms, and levees to reduce risk of flood damage
basin evaluation and berm raising planning are in progress.
climate change, earthquakes, and
in extreme wet weather.
Lopez / Gemmell
Q2: Wet Weather Update given to E&O Committee on
energy availability.
12.11.23.
Q3: Levee project at 95% Design, New Wet Weather
Resiliency Project started.
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
Lopez / Mizutani
Estimated completion Q3.
Q2 and Q3: Project is not complete, however the new electrical
during energy outages.
blowers are available and in operations. Intent of this item was
to have full capacity and redundancy of the blower system.
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.
ItCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 33 of 50
Page 16
Page 19 of 33
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)
01: Consultant contract with Aquasight is in progress to
complete this task for development of real-time monitoring
MODIFYIED FOR YEAR 2: Assess and pilot test digital monitoring (andd-cloud
Goel
of plant processes.
Q2: Work on -going. Draft dashboard anticipated mid -
anatytics) to leverage machine learning where effective and applicable
February.
Q3: Work on -going. Reviewing the Draft dashboard by
consultant
Q1: Developing Dashboards for Treatment Plant
Maintenance Decision -Making.
Q2: Developed Landing Page for Treatment Plant
Maintenance related to Asset Condition Management,
Develop new reporting dashboards to track strategic, tactical, and operational and
Goel / Bohan
Work Execution Management, Reliability Engineering
maintenance performance metrics.
Management, and Asset Management. Updated CSO's
Dashboard to reflect terminology.
Q: Work on going, Discussing further concepts for
streamlining the maintenance and capital division
coordination
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
Leverage Data
Analytics to Become a
Deploy improved monitoring and
performance metrics, tracking and
NEW FOR YEAR 2: Identify process improvements and their potential efficiencies.
Goel
infrastructure.
Q2: Consultants selected. Odor control project contract
More Efficient Utility
analytics.
work in progress. Secondary Clarifier contract going to
E&O committee in February. Staff work to gather
reference material is on -going.
Q3; Work is ongoing. Provided NTP to both consultants for
projects referenced in Q2.
Q1: Developed presentation describing recently
completed, in -progress, and planned capital projects
related to Central San secondary treatment. Developed
NEW FOR YEAR 2: Assess the potential of various upcoming secondary treatment
estimates for nutrient load reduction from various projects.
area capital improvement projects for positioning Central San to remove nutrients
Goel / Schectel /
Provided information to BACWA.
for regulatory compliance or Water Exchange recycled water project. These
LaBella
Q2: Evaluations on -going as part of preparing material for
projects were planned and designed to provide future operational flexibility and
BACWA. Split treatment to be evaluated as part of
avoid stranded assets.
secondary clarifier project.
Q3: Performed the sizing and cost analysis for nutrient
reduction scenarios. Shared the project descriptions of
scenarios with the internal stakeholders. Continue to
support Regulatory Division
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.
Q3: Membrane Aerated Biofilm Reactor Pilot is installed.
Pilot is operational. Preliminary results are promising.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 34 of 50
Page 17
Page 20 of 33
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)
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
Q3: Draft presentation is shared with executive team.
Executive team is on board to issue RFP by end of Q4.
Q1: Reviewed and presented technical memos to
NEW FOR YEAR 2: Substation 90 Project planning phase to optimize the
Meyer / Lopez /
complete planning phase.
treatment plant 12,000 V distribution system in conjunction with replacing existing
Goel
Q2: Addressing final comments on planning memos.
electrical transformers and switchgear beyond useful life.
Q3: Staff is on board to issue RFP. Preliminary scope is to
be developed. RFP to be issued in Q4.
Q1: RFP issued. Interviews and consultant selection in
NEW FOR YEAR 2: Secondary process on -going optimization. Initiate design for
Weer /
Q2•
Q2: Consultant selected and to E&O committee in
secondary clarifier improvements phase 1 to rehabilitate and replace aged
Lopez /
February. Staff work to gather reference material is on -
equipment, optimize flow split, and evaluate hydraulic baffles to improve
Goel
going.
performance.
Q3: Work is on going. Provided NTP to consultants for
projects referenced in Q2,
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
other treatment plants for a fee.
feasibility, costs, and benefits of regionalization.
Q2/Q3: Work is on -going.
Q1: Identified facilities with operating steam turbine
generators of similar size as Central San. Planning tour for
Q2 with operations, maintenance, engineering and
Weer /
optimization staff.
NEW FOR YEAR 2: Continue to explore the viability of Steam Turbine Generator
Meyer /
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.
Q3: Work is on going, follow up meeting about site visit
scheduled on April 25th
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.
Q1: On -track for Q4.
Develop an implementation plan and schedule of recommended opportunities.
Goel
Q2/Q3: Project by project schedules and updates are on-
going.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 35 of 50
Page 18
Page 21 of 33
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: Presented to O and M meeting on Oct 12 and
Managers Forum on Oct 16 regarding Optimization Goals
Communicate progress and results on process measures.
Goel
and various initiatives.
Q2/Q3: Ongoing.Q3: Presented Optimization Division
2023024 accomplishments and 2initiatives in State of
District Meetings
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
Provide Optimizations Program Annual Reports to Board.
Gee
targeted to be presented to the Board in early 2024.
Q3: Annual report targeted to be presented in spring or
summer 2024.
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.
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.
Support innovation in capital and
Q2: Working on RFP.Q3: Finalizing RFP.
operational improvements.
Q1: Still under consideration and discussions with
Operations.
Q2: Still investigating possible software and hardware.
Evaluate and use geocoding/barcodes to tag and track plant assets.
Meyer / Bohan
Q3: This project is to bar code plant fixed assets. We had
some delays initially because of problems with CMMS
software (Cityworks). We are continuing to place bar
codes on assets and get Cityworks. Respond software up
and running.
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
redundancy for existing HTE system until a change is
Continue to configure new ERP
Evaluate, select, and implement new Sewer Service Charge development and
Gemmell / Leiber
made for a new system.
system to meet evolving needs.
billing software.
/ Mallory
Q2: Ongoing.
Q3: Delays to OPAL have shifted start of this project to
next FY.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 36 of 50
Page 19
Page 22 of 33
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: Project go live now scheduled for December 1, 2023
Q2: Implementation delayed due to Go -Live Critical items
Implement Permitting and Community Development software.
Gemmell / Leiber
identified moving to Dev-1 Environment. Now scheduled
/ Mallory
for February 1, 2024.
Q3: OPAL went live on Feb. 1, 2024. Numerous bugs and
Service requests submitted to Oracle to resolve.
Q1/Q2/Q3: Continuing effort to maximize use of
Utilize digital database storage and retrieval to reduce paper processes.
Young
Laserfiche. Phase II of IT/OT Strategic Planning Process
may include a separate project on records management.
Ongoing as needed. Work has been accelerated in many
Create procedures to reflect new business workflows.
All Managers
instances given internal audit focus on various areas.
Q1: Ongoing effort to extract relevant information from
Improve Maintenance, Repair, and Operations metrics monitoring.
Gaines
Oracle and report for this purpose.
Q2: Ongoing.
Q3: Ongoing.
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.
Make sound decisions when faced
driven assessments.
Q3: Aquasite pilot is on -going.
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
practicable.
upsets.
for failure analysis and follow up documentation on root
cause, corrective actions, etc.
The following items were removed in transition to second year of two-year plan:
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.
Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM.
OCompleted O On Track / Revised Approach
(KSM was fulfilled) (KSM is in progress or being done differently from how it is
written in the Strategic Plan but preserving the intent)
OOn Hold /Delayed /At Risk Off Track
(KSM is on hold, delayed, or at risk but recoverable) 0 (KSM is in danger of not being fulfilled by 6130124)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 37 of 50
Page 20
Page 23 of 33
FY 2022-24 STRATEGIC PLAN
ATTACHMENT 1
CEN74AL CONTRA COSTA
SANITARY DISTRICT
YEAR 2: KEY SUCCESS MEASURES (KSMs) PROGRESS TRACKER
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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 38 of 50
Page 21
Page 24 of 33
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
Person(s)
Q1
Q2
Q3
Q4 / FY-End
Comments / Issues
Average onsite response time
Q1: Below Target.
for collection system emergency calls,
:530 minutes
Seitz
26.95 minutes
18.83 minutes
16.40 minutes
Q2: Below Target.
Q3: Below Target.
during working hours
42.83 minutes
Q1: Above Target.
Average onsite response time
Q2: Below Target.
for collection system emergency calls,
:540 minutes
Seitz
FY 2022-23:
35.89 minutes
32.60 minutes
Q3: Below Target.
after hours
34 minutes
Q1: Above Target.
Average customer service rating for
>_3.8 out of 4.0
Seitz
3.89
4.00
4.00
Q2: Above Target.
emergency calls
Q3: Above Target.
Q1: Danville Sewer Renovation Project Phase 4 survey results received this
quarter.
75%
Q2: No surveys sent this quarter.
73%
75%
Mtz 7 and partial
According to the minutes, Mike McGill asked for clarification on the status for
Average customer satisfaction rating on
oC
?95 /o
Carpenter Lopez/L
16 site surveys
Q2 last Admin Committee meeting, so if you could add explanation and make
construction projects
FY 2022-23: no
FY 2022-23: no
mailed.
sure to include explanation for Q3 that would be great.
surveys sent in Q1.
surveys sent in Q2.
Q3: Surveys have been sent out for Martinez Phase 7 and most sites in Walnut
FY 2022-23: 94%
Creek 16. Surveys for the remaining Walnut Creek 16 site and projects in the
late stages of construction (Pleasant Hill 2 and Downtown Walnut Creek) will be
sent upon completion.
Q1: 4 of 4 rated Permit Counter Excellent.
Average customer satisfaction rating on
o
?95 /a
Gemmell
100%
o
100 /a
o
100 /o
Q2: 3 of 3 rated Permit Counter Excellent.
Q2: 2 of 2 rated Permit Counter Excellent.
permit counter interactions
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%
<2%
Q2/Q3: 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.
Q2: Two hundred and sixty-two (262) people were served at local events,
Participants in public tours and
>_500
Barnett
259
262
104
community presentations, and facilities tours.
presentations
Q3: One hundred and four (104) people were served at local events,
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.
Q3: Will market and open applications for the 2024 session in early Q4.
Q1: 3 awards received.
Awards or recognitions received
>_10
Young
3
3
2
Q2: 3 awards received.
Q3: 2 awards received.
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 39 of 50
Page 1
Page 25 of 33
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANRARY 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
01: No violations.
System compliance
0 violations
Weer
0
0
0
Q2: No violations.
Q3: No violations.
01: No violations.
Recycled Water Title 22 compliance
0 violations
Weer
0
0
0
02: No violations.
Q3: No violations.
Q1: Emergency bypass damper opening: 9/13/23; 30-day letter submitted to
See comments
BAAQMD.
Q2: 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
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)
03: No violations.
Regulatory Title V work orders
°
100 /°
Meyer
98%
99%
°
100/o
completed on time
FY 2022-23: 100 %
FY 2022-23: 100 %
Q1: On track to meet CY2023 target.
Met 2023 goal
Anthropogenic greenhouse gas (GHG)
<_25,000 metric tons (MT)
Cheng
On track
On track
Q2: Met CY 2023 target.
emissions
CO2e per calendar year
Q3: On track to meet CY 2024 target.
01: There were 4 spills in 01. Below Target.
Sanitary sewer overflows
<_1.3 spills per 100 miles
Seitz
0.26
0.32
.58
Q2: There were 2 spills in Q2. Below Target.
of pipeline
Q3: There were 3 spills in Q3. Below Target.
01: There were 0 Category 1 spills in Q1.
02: There were 0 Category 1 spills in Q2.
Spills to public water
<1
Seitz
0
0
1
Q3: There was 1 Category 1 spill in Q3.
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
1
Q3: The was 1 spill greater than 500 gallons.
Sanitary sewer overflows
Seitz / Lopez
0
01: There were 0 spills resulting from contractors.
resulting from construction work
0
0
0
02: There were 0 spills resulting from contractors.
Q3: There was 0 spills resulting from contractors.
Annual Environmental Compliance
Q1/Q2/Q3: All inspections and permitting completed on time.
inspections and permitting
100%
Henry
°
100 /°
°
100 /°
°
100 /°
completed on time
Q1/Q2/Q3: 0 Violations.
Household Hazardous Waste (HHW)
0 violations
Wyatt
0
0
0
management compliance
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
OCompleted O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
OOff Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 40 of 50
Page 2
Page 26 of 33
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANRARY 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
Q1: 4,592 students were served through education programs.
Q2: 8,536 students were served through education programs.
Students served by education programs
>_6,000
Barnett
4,592
8,536
**5,492
Q3: 5,492 students were served through education programs."We are still
awaiting data from our January and February Delta Discovery Voyages.
Gallons of recycled water
Q1/Q2/Q3: On track.
distributed to external customers
>_240 million gallons (MG)
Foss
105.5
27.8
5.1
Electricity produced by co -generation using
>_18 million kWh (reported
Lee /Shima
22.0 million kWh
22.1 million kWh
22.0 million kWh
Q1/Q2/Q3: On track.
natural gas
as a rolling average)
Q1/Q2/Q3: On track.
Solar power produced at Collection System
>_220,000 kWh (reported
Lee / Shima
280,000 kWh
280,000 kWh
281,000 kWh
Operations and HHW Collection Facility
as a rolling average)
Q1: Construction is underway and, weather -permitting, will be completed by the
Not yet in
end of calendar year 2023. Start-up, which is contingent on PG&E's schedule, is
Solar power produced
>_2.5 million kWh
production
Not yet in
Not yet in
expected in Q1 2024.
Q2: The project is on track to be operational by the end of the current fiscal year. As
by a new solar array near the treatment
(reported as a rolling
LaBella
production
production
anticipated, startup will rely on PG&E's interconnection schedule.
plant campus
average)
FY 2022-23:
Q3: The project has been constructed and is PG&E's queue for building the
on track
interconnection facilities to power the array. REC Solar's Project Manager is
currently estimating startup in June 2024.
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
OCompleted O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 41 of 50
Page 3
Page 27 of 33
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANRARY 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
41
(from request to hire)
Manor
1.7% (including
1.7% (including
1.4% (including
retirements)
<_6.5%
O'Malley /
retirements)
retirements)
Turnover rate
(incl. retirements)
Granzella
1.1 % (excluding
0.7% (excluding
0.4% (excluding
retirements
retirements)
retirements)
Average annual training hours
O'Malley /
4.5
per employee
>_15
Smith
6.0
9.82
(external and internal training)
Q1: Jul rec'd 76%; Aug rec'd 93%; Sep rec'd 94% (avg of 88% for quarter)
88%
81 %
71 %
Q2: Oct rec'd 88%; Nov rec'd 84%; Dec rec'd 74% (avg of 81 % for quarter)
Completion of
100%
O'Malley /
Q3: Jan reed 81 %; Feb reed 67%; Mar reed 67% (avg of 71 %for quarter)
annual performance evaluations
Howard
FY2022-23: 84%
FY 2022-23: 91 °
FY2022-23: 94%
O'Malley/
Ongoing. HR/Safety conducts the interactive process meetings with employees
Temporary modified duty provided
>95% recordable
Ledbetter
100%
100%
100%
suffering both occupational and non -occupational injuries or illnesses.
(Return to Work program)
injuries
20%
Internal promotions
>25%
O'Malley /
°
37.5/0
75/° °
FY 2022-23: N/A (only
(excludes entry-level positions)
Granzella
one new hire and it
was an entry-level
position)
Formal grievances processed
0
O'Malley / Manor
0
0
0
Q1: Expo is typically held in Jan/Feb.
Participation in annual Wellness Expo
+ >10% each year
O'Malley /
I
Q2: Wellness -at -work facilitator terminated services eff. Dec 2023. The Expo is
Howard
2022-23: Expo not
FY 2022-23:
cancelled for now as we re -group and figure out how to move forward.
t held at that time
15% increase
Q3: No updates.
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
OCompleted O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
OOff Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 42 of 50
Page 4
Page 28 of 33
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%
100%
requests on time
Board meeting videos posted online
100%
Young
100%
100%
100%
Standard and Poor's and Moody's
AAA/Aal
Leiber / Mizuno
AAA, Aal
AAA, Aal
AAA, Aal
Q1-Q3: No changes to Central San's credit rating noted.
credit ratings
Debt service coverage ratio
>_2.0
Leiber / Mizuno
n/a
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
n/a
Year-end only calculation. To be updated in Q4.
Debt financing
n/a
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
Michalcz k /
n/a
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
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
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
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
n/a
Year-end only calculation. To be updated in Q4.
Sewer Construction reserves
of next year's budget
Leiber / Mizuno
(non -debt financed)
Q1: Metric generally trends low in 1 sc quarter of year with many payments being
Operating expenditures
88.7%
accrued to the prior year.
as a percentage of Board -approved
90-100%
Leiber / Mizuno
93.8%
92.8%
Q2: On track, with noteworthy increase over prior quarter as expected.
operating budget
FY 2022-23: 87.4%
Q3: On track, slight decrease from Q2, however expect this /° to increase in next
quarter.
Q1: Issued June and August expenditure overviews and prior year Q4 report. Due
to time constraints associated with year-end close and minimal usefulness of
information, July overviews are no longer issued. Also released detail -level data for
Financial reports disseminated
100%
June and August to EPM for self-service monitoring.
every month (summary) and quarter (full)
°
100%
Leiber / Mizuno
°
100%
°
100%
Q2: Issued September, October, and November overviews and Q1 report and
released detail -level data for Sept -Nov to EPM for self-service monitoring.
Q3: Issued January and February overviews and Q2 report (No December
overview report regularly issued given extra time needed to close Q2 for budget
drafting),
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 43 of 50
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Page 29 of 33
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)
Reported material weaknesses or
Q1: Expect to receive audit opinion letter for FY 22-23 ACFR in Q2.
significant deficiencies
0
Q2: ACFR audit opinion issued w/o any material weaknesses or significant
in internal controls as part of annual
0
Leiber / Mizuno
n/a
n/a
defficiencies.
financial audit
$56,958
$44,303
Q1: $4,600 - 2 claims
Average cost per overflow claim
:525,000
Deutsch
$4,600
Q2: $56,958 for 3 claims.
Q3: 44,303 for 4 claims.
FY 2022-23: $8, 777
FY 2022-23: $12,100
One claim in Q2 cost over $150,000 which skewed the average cost.
Q1: 206 purchase requisitions received; 92% met processing time metric.
Q2: 84 purchase requisitions received; 85% met processing time metric.
Purchasing requisitions completed within
a
?80 /o
King
o
92 /o
85%
90%
Q3: 182 purchase requisitions received; 90% met processing time metric.
standard processing time
(This target coincides with Purchasing's Processing Standards at
https://www.sancentral.org/sites/main/files/file-
attachments/purchasing processing standards O.pdf?1665073091)
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 44 of 50
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Page 30 of 33
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
°
100 /°
Meyer
°
100 /°
97%
°
100/°
completed on time
FY 2022-23: 100%
Q1: One recordable incident. 132831.46 Hours Worked
Employee injury and illness
<_3.3
Ledbetter
1.51
3.9
1.5
Q2: Four recordable incidents. 125593.07 Hours Worked
lost time incident rate
Q3: One recordable Incident. 133422.217 Hours Worked
Workers' compensation
Q1: Reduced from 0.82 last year. Modifier applies for entire year.
experience modifier
<_1.0
Deutsch
0.76 I
0.76
0.76
Q2: As above.
Q3. As above.
Q1/Q2: Safety Committee has not had a quorum to vote for Safety Suggestion
implementation during the first or second quarters of FY 2023-24. Staff
Days to implement approved
See Comments
See Comments
continues to receive safety suggestions and implement improvements without
Safety Suggestions
<_60
Ledbetter
See Comments
District Safety Committee review.
FY 2022-23: <45
FY 2022-23: <45
Q3: The Safety Committee completed the backlog review of Safety
Suggestions in February/March Meetings.
Q1: 182 accounts full compliance, 29 accounts in partial compliance, and 9
Purchasing Contractors/consultants in
83%
76%
accounts in non-compliance.
compliance
°
>_70 /°
Kin g
74%
Q2: 171 accounts in full compliance, 44 accounts in partial compliance, and 10
with insurance requirements
accounts in non-compliance.
Q3:
Q1: Lost connection to the CSO which prevented them from accessing shared
98%
98%
98%
files on at the Martiniz facility. CSO was able to continue normal work activity.
Information system outages
100% uptime
Mallory
Q2: Two incidents affected uptime. There was an internet outage for 12 hours
affecting normal business operations
FY 2022-23: 100%
FY 2022-23: 99%
FY 2022-23: 99%
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
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/
68%
°
68 /°
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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 45 of 50
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Page 31 of 33
ATTACHMENT 2
CE CONTRA COSTA
SANIT
SANITARY °ISiRICTICT
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%
98%
completed on time
Planned recycled water distribution system
Q1: Above Target
preventative maintenance
>_98%
Seitz
100%
100%
100%
Q2: Above Target
completed on time
Q3: Above Target
Planned collection system preventative
Q1: Above Target
maintenance completed on time
'-98%
Seitz
99.75%
99.40%
99.77%
Q2: Above Target
Q3: Above Target
Q1: Below Target
Pipeline cleaning
On >A% of pipelines
3.50%
2.26%
Q2: Met Target
quality assurance / quality control (QA/QC)
cleaned on an annual
Seitz
°
3.98 /o
Q3: Below Target
basis
FY 2022-23: 3.21 %
FY 2022-23: 3.81 %
Q1: Above Target
Q2: Target not met due to insufficient cleaning in the pipes that were double
94.44%
checked. 98% is very high metric for this and 96.00% is still good by industry
96.00%
standards.
Pipeline cleaning QA/QC passing rate
>_98%
Seitz
98.06%
FY 2022-23: 98.74%
Q3: Target not met due to insufficient cleaning in the collection system.
FY 2022-23: 96.43%
QA/QC verified using CCTV and all failed lines have been reviewed with the
Maintenance Supervisor and crew that performed the cleaning.
Q1: Met Target
10% inspected
Q2: Met Target
Pipeline inspected through
(150 miles) / 37.5
Seitz
71 miles
45 miles
12.2 miles
Q3: Below Quarterly Target, but still on track to complete Annual Goal of 150
Closed Circuit Television Program
miles per quarter
miles per year.
100%
Ql: Met Target
Uptime for vehicles
°
100%
Seitz
100%
100%
Q2: Met Target
Q3: Met Target
Q2: Target not met due to difficulty of projects in construction, requiring
substantial coordination with other utilities and the Cities. Also due to staff in
the Collection System program being focused on pumping stations, along with
Miles of sewers replaced
Mestet /
0.6 miles
0.6 miles
1.6 miles
urgent projects that occur.
(focused on deteriorated
>_6.0
Q3: Progress has increased this quarter, however goal will not be reached this
small diameter pipelines)
p p )
z
Lopez
FY 2022-23: 1 mile
FY 2022-23: 0.5 miles
FY 2022-23: 1.3 miles
fiscal year due to several reasons as stated in Q2 and the support to Pumping
Y Pp p� 9
Stations (also aimed to reduce spills).
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 46 of 50
Page 8
Page 32 of 33
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)
Q1: CCTV inspections of FMs by CSO in Q1. Last FY, there were large
0.1 mile of FM
diameter inspections. RFP to solicit consultant/contractor for large
diameter/siphon inspections is being drafted in Q1 and Q2 with release in Q3.
Large diameter and force main
Frost / Waples /
0.5 miles of FM
FY 2022-23:
See comments
SSIP consultant initiating forcemain desktop condition assessments in Q2.
condition assessment
>_3 miles per year
Gemmell
preliminary files
CSO CCTV inspection of priority forcemains completed in Q1 to Q2.
FY 2022-23:
provided to ITPipes,
FY 2022-23: 1.3 miles
Q2: On track with Q1 plan. CSO completed some additional CCTV of
<1 mile
cues process of laser
FM.Previous Large Diameter Inspection Contractor terminated.
data delayed
Q3: Large Diameter & Siphon RFP issued for 5-year program. Anticipate
awarding a contract by end of fiscal year.
Average time to execute Engineering
<2 weeks
King
6.23 business days
agreements from complete package submittal
5.47 business days
5.59 business days
Contract renewals executed on time
100%
King
100%
100%
100%
for uninterrupted service
Q1: 18 items requested. Total value added $12,687.
Approved request -to -stock items entered in
100%
Gaines
100%
100%
100%
Q2: 40 items requested and added due to Special Projects Value =
databases within 5 business days
$67,300.00.
Q3. 5 items requested. Total value added $2,225.81
Q1: Rate generally trends low in Q1 with many payments being accrued to the
prior year.
Capital expenditures
54.4%
59.5%
58.6%
Q2: Well short of annual spend target, mainly due to large appropriations
as a percentage of capital budgeted
>_90%
Lopez / Mizuno
carryforward from prior year budget bringing FY 24-25 adopted CIB of $71.2M
cash flow including carry forward
o
FY 2022-23: 28.9%
o
FY 2022-23: 37.3%
FY 2022-23: 37%
to an adjusted CIB (total authorized spend) of $150.OM.
Q3: Short of annual spend target. Utilizing latest PM submitted projections,
anticipating year end spend of 62.5% (as of April 2024)
Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target.
•Completed O On Track / Revised Approach
(Target was met for the FY) (Target is on track to be met or metric is being measured differently
from how it is written in the Strategic Plan but preserving the intent)
OOn Hold / Delayed /At Risk
(Ability to meet target is on hold, delayed,
or at risk but recoverable)
•Off Track
(Target is in danger of not being met for the FY)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 47 of 50
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Page 33 of 33
ATTACHMENT 2
CENTRAL CONTRA COSTA
SANRARY 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-Q4: 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
and operation planned in Q2.
of new and promising technology
'3
Frost / All Managers
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.
Q3: MABR Pilot starting. Attended Isle meeting on new technologies.
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
Non -nitrified Wastewater" at WEFTEC, "Building Central San's Next
Research papers and findings presented
>:3 papers or
Frost / All Managers
0
3
0
Generation Web GIS & Asset Management Systems with Adobe
presentations
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.
Q3: None this quarter.
Don't Just Fix It; Improve It
>25
Meyer
8
8
4
work orders completed
Q1/Q2/Q3: 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)
May 7, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 48 of 50
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