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HomeMy WebLinkAbout04.d. Receive Strategic Plan Tracker for the first quarter of Fiscal Year (FY) 2024-26Page 1 of 26 Item 4.d. F__1_448�411C_S0 December 3, 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 TRACKER FOR THE FIRST QUARTER OF FISCAL YEAR (FY) 2024-26 Attached is the Strategic Plan Tracker for the first quarter of FY 2024-25, and the first year of Central San's FYs 2024-26 Strategic Plan. This report provides an update on the progress on each goal and strategy through the fulfillment of the key success measures (KSMs) and the key metrics. In a change from previous years, the KSM and Key Metrics Trackers have been combined into one document, for more streamlined data collection and publishing. Staff has provided updates to two KSMs (on pages 5 and 19). The former wording that is included in the published Strategic Plan remains on the tracker, in italics under the updated KSM. 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. December 3, 2024 Regular ADM IN Committee Meeting Agenda Packet - Page 75 of 102 Page 2 of 26 Staff will be available at the meeting to answer questions. ATTACHMENTS: Strategic Plan Tracker December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 76 of 102 Page 3 of 26 ' FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 1 GOAL 1 - CUSTOMER SATISFACTION AND STAKEHOLDER ENGAGEMENT Provide value and reliability to our customers and cultivate relationships within our community and industry KEY SUCCESS MEASURES 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 customer satisfaction survey and develop creative ways to meet Barnett expectations. Effectively collect and treat wastewater with our customers and stakeholders in Gemmell / Seitz / Ongoing. Permit Counter, Collection System Operations mind. Survey customers on work directly impacting them. Barnett (CSO), and Communications (re: construction projects) send out regular customer surveys. Be attentive to our customers' and stakeholders' needs. All Managers and Staff Ongoing. Q1: Meetings scheduled for Laf 15 and P Hill 2 in Q2. Hold community meetings for all major sewer renovation projects, including Carpenter outreach to the impacted cities and county. Minimize impacts to residents and Meet individually with property owners and/or tenants on projects involving Carpenter Ongoing. Met with property owners as needed. Deliver High- businesses during capital projects, Quality Customer construction work, and maintenance. private easements. Service Carpenter Ongoing. Resolved issues as needed. Troubleshoot and resolve construction issues rapidly. Q1: Raftelis contract executed, and rate model being reviewed Conduct a Cost -of -Service Study for FY 2025-26 rates. Gemmell by consultant. CIP ten-year plan is being reviewed to revise for nutrients. Q1: Planned work to begin in Q3. Perform annual reviews of rate structure and fees. Gemmell Maintain affordable services. Ongoing. Administer low cost financing programs and explore others to offer. Gemmell / Leiber Conduct updated affordability review using new Environmental Protection Gemmell Q1: Planned work to begin in Q3. Agency (EPA) Financial Capability Analysis guidelines. Q1: Two hundred and eighty (280) participants were served at Conduct public tours and presentations. Lavender local events, and through community presentations and facilities tours. Q1: Completed for 2024. Next session tentatively planned to Host citizens' academy (Central San Academy) annually. Gee be held in spring 2025. Perform extensive customer and community outreach. Ongoing. Continue to monitor and grow YouTube, Facebook, Engage with Our Expand social media outreach. Zumbo / Vallee / Twitter, Instagram, Linkedln, and Nextdoor followers and Customers, Barnett impressions. Community, and Industry Q1: Two (2) Go with the Flow Bicycling Tours were held at Lead Go with the Flow bicycling tours. Lavender / locations throughout our collections system Barnett Connect with elected officials, staff, and stakeholders on initiatives. Barnett Ongoing. Form and sustain relationships with Ongoing outreach during events, meetings, and outreach on federal, state, and local elected officials and stakeholders. Support Board Member engagement with elected officials, focusing on nutrient Barnett programs, services, and legislative perspectives. compliance and water reuse. Page 1 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 77 of 102 Page 4 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 1 - CUSTOMER SATISFACTION AND STAKEHOLDER ENGAGEMENT Provide value and reliability to our customers and cultivate relationships within our community and industry KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Ongoing. Participate in industry organizations and forums. All Managers and Staff Cooperate with professional organizations Ongoing. g g. and peer agencies. Share industry -leading work. All Managers and Staff Key Success Measure (KSM) Tracker color coding Color codes indicate the status of the KSM as of the end of the quarter. Explanations in the right -most column provide additional information about the status of the KSM. OCompleted O On Track / Revised Approach O On Hold / Delayed / At Risk (KSM was fulfilled) (KSM is in progress or being done differently from how it is (KSM is on hold, delayed, or at risk but recoverable) written in the Strategic Plan but preserving the intent) •Off Track (KSM is in danger of not being fulfilled by 6130126) Page 2 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 78 of 102 Page 5 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 1 - CUSTOMER SATISFACTION AND STAKEHOLDER ENGAGEMENT Provide value and reliability to our customers and cultivate relationships within our community and industry KEY METRICS Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Average customer service rating ?3.8 out of 4.0 Seitz 4.00 for emergency calls Average customer satisfaction rating ?95/o o Gemmell 100/o a Q1: 8 of 8 Surveys; 7 received Excellent ratings and 1 for permit counter interactions received Fair rating (received work without permit fine) 92% 01: received surveys from Pleasant Hill Sewer Renovation Average customer satisfaction rating >!95% Carpenter Phase 2 for construction projects FY 2023-24: 73% 32 minutes Q1: Slightly above goal. Discuss with field crews at End of Average onsite response time Month meeting for collection system emergency calls, :530 minutes Seitz FY 2023-24: during working hours 26.95 minutes Average onsite response time for collection system emergency calls, :540 minutes Seitz 27 minutes after hours Sewer Service Charge (SSC) affordability <2% Q1: Planned for Q3 after Financial Workshops. (EPA Lowest Quintile Residential Indicator) (or lower than Gemmell High Impact) Participants in public tours >!500 Lavender / Q1: Two hundred and eighty (280) participants were served and presentations Barnett 280 at local events, and through community presentations and facilities tours. Participants in Central San Academy >_35 Gee Q1: There were 43 participants in the 2024 Central San Academy. 01: Esri Special Achievement in GIS and Presentation at the Awards or recognitions received >_10 Young 2 User Conference Plenary and CAPIO - Excellence in Public Information & Communications Award from the California Association of Public Information Officials. Key Metric Tracker color coding Color codes indicate the status of meeting the target for the FY as of the end of the quarter. Explanations in the right -most column provide additional information on the status of meeting the target. OCompleted O On Track / Revised Approach O On Hold / Delayed /At Risk • Off Track (Target was met for the FY) (Target is on track to be met or metric is being measured differently (Ability to meet target is on hold, delayed, (Target is in danger of not being met for the FY) from how it is written in the Strategic Plan but preserving the intent) or at risk but recoverable) Page 3 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 79 of 102 Page 6 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and implement measures to reduce contributions to climate change and mitigate its impacts KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Q1: Received Platinum 26 for cy 2023; on track to be eligible for Continue to attain National Association of Clean Water Agencies (NACWA) Weer Platinum 27. Platinum Peak Performance Awards. Ongoing. See Key Metrics Tracker table for performance. Continue to keep sanitary sewer overflows at a reduced level. Seitz Meet all regulations to protect our environment. Ongoing. Develop and submit an updated Sewer System Management Plan. Waples / Frost / Gemmell / Seitz Goel / LaBella / 01: RFP for consultant selection prepared for release in Q2. Develop along -term compliance plan for nutrient regulations. Schectel Comply with All Ongoing. Environmental Regulations 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 Participate in Bay Area Clean Water Agencies, California Association of Schectel / Management Steering Committee alternate. Sanitation Agencies, NACWA, and other like organizations. Barnett 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. Staff has regular meetings with RWQCB, BAAQMD, Engage regularly with local, state, and federal regulatory authorities. Schectel and other regulatory agencies as needed. Ongoing Continue to collaborate with Contra Costa Water District (CCWD) and Valley Water in advancing the water transfer policy discussions with the United States LaBeIIa Bureau of Reclamation on the Refinery Recycled Water Exchange Project. Ongoing. Met with developer re: projected land use and Continue to work with CCWD and the City of Concord to supply recycled water Gemmell /Frost wastewater loadings. to the Concord Community Reuse Project. Be a Partner in Explore and advance Q1: Diversion was not operated in summer of 2024. DERWA Regional Development cooperative opportunities. of Local Water Supply Continue to divert raw wastewater to produce recycled water to meet Dublin requested its final 1-year extension under the Temporary San Ramon Services District — East Bay Municipal Utility District Recycled LaBeIIa Diversion Agreement. Water Authority (DERWA)'s peak summer irrigation demand. Q1: Attended DERWA Board meeting to support update Collaborate with the DERWA agencies to evaluate making the raw wastewater presentation on next steps with DERWA-Central San diversion. diversion permanent to expand recycled water use in Central San's service LaBeIIa Met with our legal counsel to initiate the development of a long - term agreement and reviewed draft term sheet with Executive area. Team members. Page 4 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 80 of 102 Page 7 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and implement measures to reduce contributions to climate change and mitigate its impacts KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Ongoing Facilitate recycled water solutions (e.g., satellite water recycling facilities), LaBella consistent with the Guiding Principles. Ongoing. Operate and maintain a reliable recycled water distribution system. Seitz / Gemmell / Foss Ongoing. Continue the Residential Recycled Water Fill Station and Commercial Recycled Gemmell / Foss / Water Truck Fill Programs. Frost /Wyatt Continue to provide recycled water to residents and businesses; evaluate and Increase reliability and capacity under the Filter Plant rehabilitation and 01: On track. Expect 60% by end of Q2. Coordination continues "Increase process new customer requests. electrical improvements. with Capital, Consultant, and O&M Staff. KSM of (Formerly: Initiate design -build for Filter Plant rehabilitation and electrical Lopez / Mizutani reliability and capacity under the Filter Plant rehabilitation and improvements.) electrical improvements" is more accurate given the project is no longer being delivered via design -build. Ongoing. Confirm future capacity for Title 22 plant systems as needed for capital renewal Gemmell / Frost and replacement projects. Q1: This will be accomplished as part of the Energy Develop alternative options to reduce Central San's carbon footprint. Goel/LaBella Management Planning and Pre -design Project. The RFP for consultant selection was issued in Q1 for contract award in Q2. 01: On track. Capital Projects developing RFP for 1st phase of Cheng / Seitz/ EV charging infrastructure design -build project. RFP expected to Implement the Fleet Electrification Strategic Plan. Lopez be posted during Q2. EV Implementation workgroup, consisting of staff from Capital, CSO, and Regulatory meet biweekly to ensure ongoing coordination. Develop an energy optimization roadmap to maximize value of cogeneration Goel / Hodges Q1: RFP posted for consultant selection in 02. Reduce reliance on non-renewable equipment and plan future investments. energy. // Lee Shima Ongoing. Plant energy usage tracked monthly and reported Track and review energy usage. Meyer quarterly to Admin Committees. Optimize Energy Explore the viability of a steam turbine generator to convert incineration waste- Goel / Lopez / Ongoing — included in the Energy Roadmap effort below. Usage and Reduce Greenhouse Gas heat steam into electricity. Meyer / Weer Emissions Q1: Construction for Phase 1 is in progress with projected Replace the existing diffusers and associated control system with the latest Lopez completion in 2025. state-of-the-art high efficiency diffusers and smart control systems. Ongoing. Plant energy usage tracked monthly and reported quarterly to Admin Committees. Maximize landfill gas usage. Weer / Lopez Responsibly manage greenhouse gas (GHG) emissions. Ongoing. Plant energy usage tracked monthly and reported Track and report GHG emissions as part of the energy usage report. Lee / Shima / quarterly to Admin Committees.Meyer Page 5 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 81 of 102 Page 8 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and implement measures to reduce contributions to climate change and mitigate its impacts KEY SUCCESS MEASURES 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 Present student education programs that meet Next Generation Science Lavender / served. standards. Barnett Provide industry -leading public and 01: Social media outreach on wipes, FOG, pharmaceuticals, and student education programming. Conduct imaginative public education outreach that encourages positive Lavender / Vallee HHW customer behavioral changes. / Zumbo / Barnett Promote Pollution Q1: Continued focus on diverting solid waste from Central San's Prevention and Environmental Implement internal sustainability initiatives through the Green Team. LaBella operation to the landfill. Protection Q1: Held initial discussions on approach with Green Team. Expand internal sustainability practices. Complete Green Business re -certification for the Martinez campus. LaBella Q1: The Warehouse has procured several products that meet Advance circular economies with suppliers and contractors towards a smaller King / Gaines the Green Team qualified ingredients as Green. ecological footprint. Page 6 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 82 of 102 Page 9 of 26 ' FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 1 GOAL 2 — ENVIRONMENTAL STEWARDSHIP Meet regulatory requirements, promote sustainability, and identify and reduce contributions to climate change and mitigate its impacts KEY METRICS Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues National Pollutant Discharge Elimination 0 violations Weer 100% System compliance Recycled Water Title 22 compliance 0 violations Weer 100% Q1: 9/27 PG&E power outage led to the Emergency Bypass Damper opening on 3 different occasions. The 1st opening we have asked for Breakdown Relief; the Title V compliance 0 violations Weer FY 2023-24: 0 violations 2nd and V were the result of process difficulties while trying to get Cogen back online. Regulatory Title V work orders 100% Lee / Shima / 100% completed on time Meyer Q1: 4 spills this quarter / 0.26 spills per 100 miles. Sanitary sewer overflows <_1.3 spills per 100 miles Seitz .26 spills per 100 of pipeline miles Spills to public water 151 Seitz 1 spill Q1: There was 1 CAT 1 spill. Spills greater than 500 gallons :53 Seitz 0 Environmental Compliance inspections and 100% Henry 100% permitting completed on time Household Hazardous Waste (HHW) 0 violations Wyatt 100% management compliance Q1: 110.9MG (46% of target). Recycled water distributed to external >_240 million gallons (MG) Foss 110.9 MG customers Electricity produced by co -generation using >_18 million kWh (reported Lee / Shima / 21 kWh natural gas as a rolling average) Meyer Solar power produced at Collection System >_220,000 kWh (reported Lee / Shima / 283,000 kWh Operations and HHW Collection Facility as a rolling average) Meyer Solar power produced >_3.5 million kWh Lee / Shima / (pending staff by a new solar array near the treatment (reported as a rolling Meyer acquiring access to plant campus average) data) Anthropogenic greenhouse gas (GHG) 525,000 metric tons (MT) Cheng / Q1: On track to meet CY 2024 GHG target. emissions CO2e per calendar year Schectel / Weer Students served by education programs >_6,000 Lavender/ Barnett 1,954 Page 7 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 83 of 102 Page 10 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 3 — WORKFORCE DIVERSITY, EQUITY, AND DEVELOPMENT IN AN INCLUSIVE WORKPLACE CULTURE Recruit, empower, and retain a workforce from diverse backgrounds and foster their trust KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) O'Malley / Ongoing. Summer student and internship positions are offered in Offer internships and summer student opportunities in cross -disciplinary positions. All Managers multiple workgroups, including Engineering, Plant Maintenance, the Lab, Information Technology, and Communications. Q1: Externship Program held in August. BAYWORK has Host the Externship Program for college students and recent graduates. Gee /O'Malley requested a presentation on the program and to discuss a potential collaboration with them on a future session. Recruit from a Diverse Pool of Qualified Broadlysolicit a applications to attract Staff re collaborates with schools e. Los Ongoing. g g' regularly ( g'' Applicants a diverse talent pool. Medanos College) and BAYWORK. Form a talent pipeline by collaborating with schools and apprenticeship programs. O'Malley / Meyer / All Managers Q1: Associate Engineer in Reliability Engineering will serve as a panelist for a freshman engineering course at UC Merced in fall 2025. Ongoing. Staff regularly collaborates with schools (e.g., Los Participate in intra-agency workforce development efforts. Gee / O'Malley Medanos College) and BAYWORK. Continue the Supervisory and Management Academies, Mentorship Program, and Gee / O'Malley Q1: Supervisory Academy continues with 25 participants, Mentorship Program with three mentees. Several employees are Job Shadowing Program. enrolled in the Job Shadowing Program. Ongoing. Encourage staff to obtain professional or technical certifications and registrations. All Managers Invest in Equitable Support employees to grow to their Talent Management fullest capacity while contributing to Ongoing. Practices Central San's success. Conduct performance planning and appraisals with a coaching and career All Managers and Planning to roll out new appraisal hard copy forms in development approach, while also establishing and conveying clear expectations. Supervisors No November. Ongoing. Continue to promote and expand internal training opportunities. Gee / O'Malley Q2: Launched Pryor Learning as a learning management system, with the ability to send staff to in -person trainings. Foster a sense of community through interdepartmental cooperation and internal Ongoing. Clarifier Speaker Series is held as topics arise and the events and communications. All Managers Lateral Connection employee newsletter is released monthly. Q1: Held Employee Appreciation Picnic on September 21. Promote employee engagement and inspire dedication. Ongoing. Lateral Connection employee newsletter is released Relay important initiatives to increase staff's understanding of our operations and All Managers monthly. their role in our success. Q1: Held open houses of the Membrane Aerated Biofilm Reactor pilot through the Clarifier Speaker Series. Ongoing. Lateral Connections highlight staff accomplishments in Engage Employees and Recognize staff accomplishments. All Managers Central San Happenings section. Conduct Labor Relations in a Transparent and Celebrate employees' Q1: Draft Employee Appreciation and Recognition Board and achievements. Expand the employee recognition program. Gee / O'Malley Administrative Policies are being reviewed internally. Collaborative Environment Continue to hold the Employee Appreciation Event and Innovations Fair to Parks / Gee / Q1: Employee Appreciation Event and Innovations Fair were held recognize and thank employees. O'Malley in August. Engage the bargaining units in informal discussions to implement collaborative O'Malley Ongoing. Sustain and grow collaborative solutions to workplace issues. relationships with the bargaining units. Track and implement action items from quarterly Labor Management Committee Gee /O'Malley Ongoing. meetings. Page 8 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 84 of 102 Page 11 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 3 — WORKFORCE DIVERSITY, EQUITY, AND DEVELOPMENT IN AN INCLUSIVE WORKPLACE CULTURE Recruit, empower, and retain a workforce from diverse backgrounds and foster their trust KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Meetings currently set up for November with Bargaining Continue General Manager and Board Member meetings with the bargaining Bailey / Crayton Presidents and meetings with bargaining groups will be set up representatives. based on information out of those meetings. Accept the DEI Accept the plan; Q1: Facilitated Inclusive Leadership Workshop for the Executive Framework and assign responsibilities; prioritize and implement (There are no KSMs listed in the Strategic Plan. Major accomplishments toward Johnson and Management Teams. Strategic Plan and key initiatives; this initiative are listed in the comments section.) Uphold Its Pillars and report on progress. Page 9 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 85 of 102 Page 12 of 26 ' FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 1 GOAL 3 — WORKFORCE DIVERSITY, EQUITY, AND DEVELOPMENT IN AN INCLUSIVE WORKPLACE CULTURE Recruit, empower, and retain a workforce from diverse backgrounds and foster their trust KEY METRICS Metric Target Responsible Person(s) Q1 Q2 Q3 Q4 / FY-End Comments / Issues Average time to fill vacancy <_60 day s O'Malley / 51 (from request to hire) Manor Jul rec'd 65%; Q1: Jul rec'd 65%; Aug rec'd 86%; Sep rec'd 70%. Aug rec'd 86%; Sep rec'd 70% Completion of 100% O'Malley / performance evaluations Howard FY 2023-24: Jul reed 71 %; Aug rec'd 79%; Sep rec'd 69 % Average training hours per employee >_15 3.12 (external and internal training) Smith Internal promotions >25% O'Malley / 46.15% (excludes entry-level positions) Granzella 1.06% excluding Turnover rate <D _6.5 /° O'Malley / retirements (including retirements) Granzella 1.42% including retirements Formal grievances processed 0 O'Malley / Manor 0 Page 10 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 86 of 102 Page 13 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 4 — GOVERNANCE AND FISCAL RESPONSIBILITY Operate a well -run, responsible, and ethical organization emphasizing integrity and transparency KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Keep apprised of changes to laws, regulations, and policies. All Managers Ongoing. Comply with all laws, regulations, Display policies in a visible location for staff to access. All Managers Ongoing. and policies. Incorporate potential impacts of regulatory changes into long-range infrastructure Gemmell / Ongoing. and financing plans. Schectel / Lopez Live our values and conduct all business ethically. All Managers and Staff Ongoing. Update website with the latest Board agendas, public notices, financial documents, Barnett / Young and other content. Govern and operate with Promote and Uphold transparency. Respond promptly to Public Records Act requests. Young Ethical Behavior, Openness, and Accessibility Renew California Special District Leadership Foundation Transparency Certificate Young Process will start in 2025 — award due September 2025 of Excellence. Issue the Annual Comprehensive Financial Report no later than six months after Mizuno Audit is underway and expected to be delivered to Finance the end of the fiscal year. Committee in November and full Board in December. Earn the Government Finance Officers Association Certificate of Achievement for Completed and submitted application for FY 24-25 budget award. Excellence in Financial Reporting and the Distinguished Budget Presentation Mizuno Produce accurate, timely, and Award. meaningful financial reports. Q1: Oracle "Celebrate" went live, Continuing work on Treasury Continue to enhance functionalities and outputs of the enterprise resource and Cash management module implementation as well as 'Redwood' planning (ERP) software and associated systems. Mallory / Leiber addressing OPAL issues. Preparing for Oracle upgrade and completed legal review of 3 of 4 enterprise contract templates. Promote voter registration efforts. Barnett Voter registration info shared via social media Support the elections process. Enable voting through a secure, public ballot drop box on campus. Young Ongoing. Vote box is securely and permanently mounted. Encourage and Hold Central San division elections. Young Facilitate Public Adhere to the Brown Act to provide public access to meetings. Young Ongoing. Participation Livestream Board meetings online. Young Ongoing. Encourage civic engagement. Maintain the virtual Customer Experience website. Barnett Ongoing. Host public events. Barnett / Lavender Mitigate rate increases by leveraging financing opportunities. Leiber / Gemmell Q1: Working on Scenarios for Financial Workshop Develop scenarios to utilize debt prudently in financing the 10-Year Capital m Leiber / Gemell Q1: Working on Scenarios for Financial Workshop Conduct long-range lannin planning. Improvement Plan (CIP). Maintain Financial Actively pursue state and federal funding via loans and grants. Leiber / Gemmell Ongoing for the UV Replacmeent project. Stability and Sustainability Q1: Working on year-end close and anticipating budgetary Ensure resilience against recession Fund Rate Stabilization Account and Pension and Other Post -Employment Mizuno /Leiber variance. To deliver budgetary pre -audit budgetary variance or other economic events. Benefits Trust with available funds from favorable year-end variances. recommendations to Finance Committee in October and Board in November. Page 11 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 87 of 102 Page 14 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 4 — GOVERNANCE AND FISCAL RESPONSIBILITY Operate a well -run, responsible, and ethical organization emphasizing integrity and transparency KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Both Pension and OPEB plan latest actuarial results indicate Strive towards full funding of employee -related obligations in accordance with Mizuno / Leiber strong funded status at 99.0% and 95.4% respectively. Future Board policies. UAAL contributions designed to achieve fully funded status in accordance with policies. Develop budgets in alignment with the Strategic Plan, Enterprise Risk First quarter of newly adopted FY 24-25 budget plan and results Management, and 10-Year Financial Plan. Mizuno / Leiber indicate Central San is under budget. Budget development to largely commence in Q3. Disseminate relevant and reliable interim financial information to management. Mizuno Issued monthly and quarterly financials to Management, Finance Manage costs. Committee, and Board as planned. Purchasing transactions conducted in accordance with policies Encourage competitive, transparent, and fair sourcing of goods and services. King / Mizuno and procedures. Worked on revisions to Board Policy for Board adoption in Q2. Track, review, and comment on proposed legislation and regulations. Barnett Ongoing. Advocate for Relevant Participate in legislative and Support key advocacy initiatives through communications and outreach. Barnett Ongoing. Legislative and Policy Initiatives regulatory processes. Work with elected officials, government agencies, industry groups, and non- Ongoing. governmental organizations to support pollution prevention and other beneficial Barnett initiatives. Page 12 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 88 of 102 Page 15 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 4 — GOVERNANCE AND FISCAL RESPONSIBILITY Operate a well -run, responsible, and ethical organization emphasizing integrity and transparency KEY METRICS Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Board meeting videos posted online 100% Young Compliance with Public Records Act 100% Young requests on time Q1: June, July, and August monthly overviews issued, as well as PY Q4 financial Dissemination of interim financial reports 100% Mizuno 100% report. Reported material weaknesses or Q1: Independent audit over FY 23-24 ACFR in progress and expected to be significant deficiencies 0 Leiber / Mizuno N/A completed and delivered to Board by December 2024. in internal controls as part of annual financial audit Standard and Poor's and Moody's AAA/Aa1 Leiber / Mizuno AAA/Aa1 01: No changes to Central San's credit rating noted. credit ratings Year-end only calculation. To be updated in Q4. Debt service coverage ratio >_2.0 Leiber / Mizuno N/A N/A N/A 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 Year-end only calculation. To be updated in Q4. of prior 10 years' CIP spending ° 560 /o Leiber /Mizuno N/A N/A N/A Debt financing as a percentage Michalcz k / Year-end only calculation. To be updated in 04. of projected 10-year CIP s60% Leiber / Mizuno N/A N/A N/A Total revenue funded collection system CIP N/A Year-end only calculation. To be updated in Q4. spending in past 10 years ° ?100 /° Leiber /Mizuno N/A N/A Total revenue funded collection system N/A Year-end only calculation. To be updated in Q4. spending in 10-year CIP (projection) ° ?100 /o Leiber /Mizuno N/A N/A Operations and Maintenance (O&M) >_41.7% Year-end only calculation. To be updated in Q4. reserves of next year's budget Leiber /Mizuno N/A N/A N/A >_50% Year-end only calculation. To be updated in Q4. Sewer Construction reserves of next year's budget Leiber / Mizuno N/A N/A N/A (non -debt financed) Q1: Slightly below target, but expected to increase by close of Q2. Operating expenditures 88.4% as a percentage of Board -approved 90-100% Leiber / Mizuno operating budget FY 2023-24: 88.7% Purchasing requisitions completed within Q1: 206 purchase requisitions received; 88% met processing time metric. standard processing time ° ?85 /° King D 88 /° Contractors/consultants in compliance with 01: 173 accounts in full compliance, 42 accounts in partial compliance, and 4 insurance requirements through 79% accounts in non-compliance. Purchasing >80% King (excludes construction/public works FY 2023-24: 83% contracts done through Capital) Page 13 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 89 of 102 Page 16 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 4 — GOVERNANCE AND FISCAL RESPONSIBILITY Operate a well -run, responsible, and ethical organization emphasizing integrity and transparency KEY METRICS Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Actual inventory count value to book value Q1: Book Value = $1,019,301.16 Count Value = $1,021,236.14. error rate D <_3 /D Gaines D <1 /D Q1: Avg cost per overflow claim $6,290. Average cost per overflow claim :5$25,000 Deutsch Page 14 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 90 of 102 Page 17 of 26 ' FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 1 GOAL 5 — SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Monitor accident/incident causes to identify and mitigate hazards. Ledbetter Ongoing. Maintain low injury and illness Provide regular analyses to the District Safety Committee, Safety Teams, and Ledbetter Ongoing. rates. Management Team on accident/incident causation and corrective measures. Increase visibility of Safety staff in the field. Ledbetter Ongoing. Enhance the safety culture through improved training and Conduct training based upon accident/incident causal factors, new processes, Ledbetter Ongoing. Sustain a Safe and communications. equipment, or procedures. Ongoing. Healthful Workplace Notify supervisors and managers promptly of upcoming safety -related regulations. Ledbetter Revamp and encourage participation in the Wellness Program. O'Malley / Ongoing.Howard Support the mental and physical Offer comprehensive benefits such as online therapy services and the Employee O'Malley wellbeing of all employees. Assistance Program. Hold financial and health seminars. Mizuno / Gee / Ongoing. Financial webinars are offered regularly through O'Malley Mission Square Retirement. Q1: Team Mtg set for October. Maintain and report on the Enterprise Risk Management Program and risk Deutsch inventory. Activate and engage Risk Mitigation Teams to develop mitigation plans for key Q1: Will follow ERM Team Mtg in October. strategic risks. Deutsch Evaluate and apply risk management practices. Johnson / Ongoing: Internal Audit takes arisk-based approach in Identify internal audit opportunities based on risk assessments. Deutsch / developing the annual Audit Plan, collaborating with stakeholders All Managers across the District to identify and address risks. Address findings from regular internal and external audits, including testing and Johnson / Ongoing. Internal audits identify opportunities for control improving internal controls. All Managers improvements. Collaborate with Contra Costa County to maintain and keep updated a Local Frost Q1: Planning has taken this over. Identify, Evaluate, and Hazard Mitigation Plan. Mitigate Risks Train staff and conduct an exercise of the Continuity of Operations Plan. Deutsch Q1: COOP Update in Q2, exercise planned for Q3 Maintain the Emergency Operations Plan. Deutsch Q1: Major Update completed 9/24 Enhance capability to mitigate, Maintain planned level of Federal Emergency Management Agency training. Deutsch Q1: Planned for, and held on 10/30/24. prepare for, respond to, and recover from disasters and emergencies. Participate in California Water/Wastewater Agency Response Network. Deutsch Ongoing. Be active partners in regional aid networks. Deutsch Ongoing. Evaluate and implement Budget and complete the projects identified in the Security Action Plan. Deutsch Ongoing improvements to meet evolving Ongoing security needs. Provide regular security awareness training to staff. Deutsch Page 15 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 91 of 102 Page 18 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 5 — SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Improve perimeter security at the Martinez campus. Deutsch Ongoing. Ongoing. Continue to modernize access control systems. Deutsch Q1: Extra staff assigned to strengthening OT cybersecurity. Implement Information Technology (IT) Cybersecurity Roadmap. Mallory Corrected identified critical and high-level (CVE 8+) vulnerabilities. SD -WAN has entered the planning phase to address network redundancies Q1: Security Operations Center performing continuous scans for Stay updated on the latest trends Conduct third -party cybersecurity assessments focusing on technology, people, Mallory network vulnerabilities in technology and physical assets. and emerging threats in and physical assets. Awareness training and phishing simulations continue to evaluate Understand and cybersecurity. staff. 3rd party penetration test scheduled for Nov. 2024 Q1: Cybersecurity awareness campaigns and phishing Reduce Impacts of Cybersecurity Attacks Train staff to increase levels of awareness. Mallory simulations run monthly. Risk score dropped 7 points since Q4 2023 1: Quarterly reports replaced with Yearly reports. Q Distribute quarterly cybersecurity Reports. Mallory Execute the Disaster Recovery Plan. Mallory Q1: This is an IT Recovery Plan. Prevent, detect, and remediate Q1: Tabletop exercises to identify gaps in response and effects of attacks. Evaluate and test redundancies in network and equipment. Mallory infrastructure to be scheduled monthly. Completed an exercise mid -October 2024. Page 16 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 92 of 102 Page 19 of 26 ' FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 1 GOAL 5 - SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats KEY METRICS Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Employee injury and illness Q1: 142674.01 Hours Worked, 0 Recordable Injuries. lost time incident rate <_3.3 Ledbetter 0.0 Safety -prioritized work orders 100% Lee / Shima / 100% completed on time Meyer Days to implement approved 560 Ledbetter 100% Safety Suggestions Temporary modified duty provided >_95% of recordable O'Malley/ 100% (Return to Work program) injuries Ledbetter Workers' compensation 01: Ex Mod is .67 for the entire fiscal year. experience modifier <-1.0 Deutsch .67 .67 .67 67 01: There is currently not an expo planned. There is currently not an expo Participation in annual Wellness Expo +>10% each year O'Malley / Howard planned. FY 2023-24: Expo was planned to be held in Jan/Feb Emergency response supplies and equipment Deutsch / 01: This item needs further review with Risk and Safety. Also need input from in stock o 100% Gaines o 100% Maintenance 01: Training and phishing simulations run monthly, extra content for October Employees trained in o 100% Mallory 2024. cybersecurity awareness Page 17 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 93 of 102 Page 20 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Formalize a condition assessment process for each asset class and complete Meyer / Goel / Q1: Process was identified and implemented as part of Steam Project. Optimization is wrapping up condition assessment on condition assessments on all critical equipment. Lopez Clarifier/Secondary Assets. Will be complete in Q2. Ongoing. Failure reporting and corrective action system Follow failure reporting and corrective action system process on critical assets. Meyer / Lopez (FRACAS) process in place and followed. Ongoing. See Key Metrics tracker for number of Planner Complete Planner Updates to work orders and use other feedback mechanisms for Lee / Shima / Updates completed. continuous improvement. Meyer Incorporate asset management Ongoing. Staff regularly reviews and optimizes pipeline practices into the Capital Optimize rehabilitation, replacement, and cleaning of pipelines. Seitz cleaning schedules. Improvement and Maintenance Programs. Ongoing. Initiated pump station condition assessments. Update Sewer System Infrastructure Plan to identify collection system capital and Waples /Frost / O&M needs and opportunities. Gemmell / Seitz Ongoing. Prepared National Plant Services inspection contract Manage Assets for Implement large diameter and force main condition and risk assessment programs. Lawson / Waples Frost /Gemmell package. Optimal Lifecycle Value Ongoing. Continue to implement the recommendations listed in the Strategic Asset Lopez / Meyer / Management Plan. Goel Q1: Consultant on board and down to final presentations from Develop an Asset Health and Condition Monitoring framework, including using Meyer three vendors for asset health. reliability -based analysis and condition -based and predictive -based technologies. Q1: Appling technics to UV project. Apply reliability -centered design to one or more capital projects. Meyer / Lopez Develop and pursue reliability - centered asset management strategies and design. Add service contracts to computerized maintenance management software Lee /Shima / Q1: Ongoing effort. (CMMS) to track work orders. Meyer Q1: Ongoing effort working on West side now. Transfer Pumping Stations Operations preventative maintenance work orders to Lee /Shima / CMMS. Meyer Ongoing. 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. Achieve risk -balanced prioritization appropriately scheduled in the 10-Year CIP. Weer using a consistent evaluation and planning framework with Ongoing. interdepartmental coordination. Develop a prioritization model for vertical assets and update the risk model. Gemmell / Meyer Page 18 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 94 of 102 Page 21 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting KEY SUCCESS MEASURES Strategy Initiative Key Success Measures Responsible Q1 Q2 Q3 Q4 / Activities/Performance in Achieving KSM Person(s) FY-End (Status, Comments, and Exceptions) Ongoing. Execute the Approved Capital Program Coordinate interdepartmentally and with all stakeholders to prioritize projects. Lopez Q1: RFPs for nutrients and electrical/energy drafted. Develop and continue updating strategic roadmaps for nutrients, electrical, energy, Goel / Lopez Consultant selection expected in Q2. Solids is progressing and solids. under the Solids Ph 2 effort. Ongoing. Update the process for new projects to be accepted within the CIP by Capital Lopez Projects. Q1: Templated completed and reviewed by legal. Includes Finish updating contract templates. Lopez PES for large projects, UPCCAA, and construction. Routine updates shall be done under the Capital Projects Specification Committee. Investigate a single -platform application for project details and shutdown Lopez / Weer / Ongoing, scoping and meeting with user groups. processes. Goel Continue project management and project delivery training for responsible staff Lopez Ongoing. and develop onboarding process for new staff. Ongoing. Provide Project Management Professional training for all project managers. Lopez Completed. Q1 Reviewed FY 23-24 SWOT assessment and Improve CIP delivery capability. Perform annual CIP self -assessment. Lopez CIP under a series of workshops. Ongoing. Q1 performed high I;evel review under Annual CIP Conduct annual forward -looking delivery capacity review. Lopez Assessment. Q1: Identified plan to use Procore for construction payment Manage all contracts in Procore. Lopez review and billing. Also, have the ability to use for planning and (formerly. Manage all contracts in Enterprise Performance Management (EPM).) design agreements. Request for approval from the Board in Q2. Q1: FY 23-24 items completed. Second phase in progress. Complete internal audit recommendations. Lopez Update all Engineering procedures for Capital Projects. Lopez Completed in September. Page 19 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 95 of 102 Page 22 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting KEY METRICS Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) Planner Updates (work orders improved) >_24 Lee / Shima / Meyer 38 Planned treatment plant preventative >90% Lee / Shima / 98% maintenance completed on time Meyer Planned recycled water distribution system preventative maintenance >_98% Seitz 100% completed on time Planned collection system preventative >98% Seitz D 99.24/D maintenance completed on time Pipeline cleaning On >_3% of pipelines quality assurance / quality control (QA/QC) cleaned on an annual Seitz D 3.56 /a basis Pipeline cleaning QA/QC passing rate >_95% Seitz 99.39% 01: Slightly below goal. Met with contractor and will add a second CCTV 10% inspected 33.3 miles truck for inspection work. Pipeline inspected through (150 miles per year Seitz Closed Circuit Television Program or 37.5 miles per FY 2023-24: quarter) 71 miles Uptime for vehicles 100% Seitz 100% Q1: On July 18, around 11:00 PM, Crowd Strike worldwide automatic update Information system outages 99% caused multiple servers and PCs to crash, preventing them from booting up. affecting normal business operations D 100% uptime Mallory Central San IT responded immediately. Critical systems were back online by 4 FY 2023-24: 98% a.m. Remaining systems were online by 6 a.m. SCADA and pumping stations were unaffected. Q1: No data was lost. Data backup and recovery 0 lost data Mallory 100% Warehouse stockouts of spares Q1: We have had zero stockouts in terms of a request for an tiem, but said linked to an asset <_4 Gaines 0 item has a zero balance, thus we've had a 100% fill rate. Q1: All new request -to -stock items have been filled within the time period of Time to fulfill request -to -stock items <30 days Gaines <30 days s30 days. Capital expenditures as a percentage of capital budgeted >_80% Lopez / Mizuno 86.4% cash flow including carry forward >_6.0 0.1 miles Q1. Staff vacancies have been filled and new projects out to bid. Miles of sewers replaced (running three-year Mestetsky / Lopez FY 2023-24: average) 0.6 miles Page 20 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 96 of 102 Page 23 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 6 — INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting KEY METRICS Metric Target Responsible Q1 Q2 Q3 Q4 / FY-End Comments / Issues Person(s) >_11 miles per year Ongoing. Prepared National Plant Services inspection contract package. All large diameter gravity sewers inspected in FY 2024-25 Lawson / Waples / Frost / within 5 years >_15 miles per year Gemmell in FY 2025-26 All large diameter siphons cleaned and inspected Lawson / Ongoing. Prepared National Plant Services inspection contract package. within 3 years ? 3 siphons per year Waples / Frost / Gemmell All pump station force mains ?5 force mains Lawson / Ongoing. Prepared National Plant Services inspection contract package. inspected within 5 years per year Waples / Frost / starting FY 2025-26 Gemmell 10.25 business days Average time to execute Engineering <_2 weeks (10 King agreements from complete package submittal business days) FY 2023-24: 5.47 business days Contract renewals executed on time 100% King 100% for uninterrupted service Page 21 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 97 of 102 Page 24 of 26 ' FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT ATTACHMENT 1 GOAL 7 — INNOVATION AND AGILITY Optimize performance through continuous improvement Strategy Initiative Key Success Measures Responsible 15t 2nd 3rd Q4 / Activities/Performance in Achieving KSM Person(s) QTR QTR QTR FY-End (Status, Comments, and Exceptions) Assess and pilot test digital monitoring, machine learning, and artificial intelligence Goel / Meyer / 01: Looking at several individual asset condition monitoring solutions with Al and ML. Also looking at ML for plant assets. Weer and Al as part of asset health initiative. Develop new reporting dashboards to track strategic, tactical, and O&M Q1: Asset Health Monitoring efforts continued with Deploy improved monitoring and performance metrics, tracking, and performance metrics. Goel selection of tool expected in Q2. analytics. Q1: Pilot testing of Aquasight continues. Working with Apply Data Analytics to Identify Efficiencies Identify process improvements and their potential efficiencies. Goel Operations and Maintenance staff as needed. On schedule to complete in Q2. Ongoing. Managers continue to review optimizations Communicate progress and results on process measures. Goel progress on a quarterly basis. Make improvements based on Q1: The FYs 2021-23 Benchmarking Study is in performance data. Complete annual Benchmarking Study to assess organizational performance. Gee / Leiber production. Staff participates in the AWWA Benchmarking Advisory Committee. Initiate design for Secondary Clarifier Improvements to rehabilitate and replace Goel Ongoing. Condition assessment and pre -design efforts in aged equipment, optimize flow split, and evaluate hydraulic baffles to improve progress. performance. Develop Electrical Infrastructure Replacement Program to optimize the treatment Ongoing evaluation within projects. plant 12,000 V distribution system and replace existing electrical transformers and Lopez / Meyer Construct optimization -related switchgear. Plant improvements. Operate and report findings of a Membrane Aerated Biofilm Reactor Intensification Q1: Ongoing with completion expected November 2024. Pilot to assess removing nitrogen in existing tankage. Goel Develop long-term solids handling strategy, including exploring feasibility, costs, 01: In progress with Brown & Caldwell with draft TM and benefits of regionalization of fluidized beds. Goel expected to be complete in Q2. 01: FYs 2022-24 Optimizations Program Annual Report Provide Optimizations Program Annual Reports to Board. Gee / O'Malley will be presented to Administration Committee in December and the full Board in January. Q1: On track for implementation in 02. Implement Organization -Wide Administer an in-house treasury function. Mizuno / Leiber Optimization Q1: Progress on developing general PO balance report to Procurement system functionality optimizations/enhancements including develop King / Mizuno accompany capital PO and multi -year agreement reports, of new reports, implementing contract drafting module, and others. expected to be rolled to production in Q2. Significant progress on contracts drafting module in Q1 as well. Develop and implement asset on -boarding technical data flow, including a tracking Q1: In process of consultant selection. Support innovation in capital and operational practices. system. Meyer Document O&M standard operating procedures and Training Plan administrative Meyer /Weer Ongoing effort. procedures. Develop a 3-D representation of Solids 1A Perpetual As -Built reflecting adopted Lopez Ongoing, scope is being introduced to the construction management team and designers. BIM/CADD standards. Ongoing effort. Implement barcoding of plant assets to create legacy IDs. Meyer Page 22 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 98 of 102 Page 25 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT GOAL 7 — INNOVATION AND AGILITY Optimize performance through continuous improvement Strategy Initiative Key Success Measures Responsible Person(s) 18t QTR 2nd QTR 3Td QTR Q4 / FY-End Activities/Performance in Achieving KSM (Status, Comments, and Exceptions) 01: On Hold until performance improves on OPAL. Evaluate, select, and implement new SSC development and billing software. Gemmell / Mallory / Leiber Continue to configure ERP system to meet evolving needs. Administer capital projects using EPM technology. Lopez / Mizuno Q1: Completed FY 24-25 adopted CIB interim allocations utilizing new tool. 01: Staff continues to pilot test the appraisal process in Launch electronic performance appraisal process. Gee / O'Malley the Oracle Goals and Performance module. Q1: Team is reviewing top three potential vendors for Execute Enterprise Asset Management roadmap. Mallory Enterprise Asset Health Monitoring project in November. Q1: Stabilizing the current SCADA Execute Supervisory Control and Data Acquisition roadmap. Mallory server/storage/networking infrastructure in preparation for an RFP within the next year to upgrade SCADA software Execute roadmaps to improve enterprise governance of IT. Execute Cybersecurity roadmap. Mallory 01: We roadmapcontinue to make progress working through our Q1: Treatment Plant migrated to VertiGIS in development Execute Geographic Information Systems roadmap. Mallory environment; began GIS 3D/BIM Integration Pilot. 01: Held demo with Oracle Analytics. Contractor Execute Business Intelligence - Data Governance roadmap. Mallory completed DB inventory. We will build a plan to remediate findings. Page 23 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 99 of 102 Page 26 of 26 ATTACHMENT 1 FY 2024-26 STRATEGIC PLAN CENTRAL CENTRAL C� YEAR 1: KEY SUCCESS MEASURES (KSMs) AND KEY METRICS PROGRESS TRACKER SANITARY DISTRICT 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 Reviews or pilot tests of new and promising technology and >3 Frost / Goel / Cunningham / Ongoing. Q1: Reviewing Subterra SewerScout technology for possible sewer tunnel presentations of findings All Managers inspections. Optimization Division progressing MABR and Aquasight pilots. Don't Just Fix It; Improve It >20 Lee / Shima / Meyer 5 work orders completed Ongoing. Managers log their optimizations quarterly and review them at Completed optimizations >_20 Gee / All Managers Managers' Forum. Page 24 December 3, 2024 Regular ADMIN Committee Meeting Agenda Packet - Page 100 of 102