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HomeMy WebLinkAbout08.a. Receive Fiscal Year 2023-24 Strategic Plan Annual ReportPage 1 of 39 Item 8.a. 110ENTRAL SAN January 9, 2025 FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: PHILIP LEIBER, DEPUTYGM -ADMINISTRATION ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE FISCAL YEAR 2023-24 STRATEGIC PLAN ANNUAL REPORT Attached is Central San's Fiscal Year (FY) 2023-24 Strategic Plan Annual Report, summarizing staff achievements from July 1, 2023 to June 30, 2024, in the second and final year of the FY 2022-24 Strategic Plan. The draft report was reviewed by the Administration Committee on December 3, 2024. ATTACHMENTS: 1. FY 2023-24 Strategic Plan Annual Report 2. Presentation January 9, 2025 Special Board Meeting Agenda Packet - Page 38 of 93 ■ CENTRAL SAN '� �� - 'fir o- Y.•-•�_`��'- w.� _, _ �- "� y. •-__ � - � - .p ' - _ � ....w�;n. .• �� :-- -... , 7w AF - -� " &^�,., _ w, MEN @- OF Achievements in fulfilling. the Goals of the r P afro _ a ri. rf, FY 2022-24 Strategic PlanX. go wig .orf Paqe 3 of 39 At the end of FY 2023-24, we closed out our two-year strategic plan which spanned FY 2022-24. The Strategic Plan set forth seven Goals to guide Central San in fulfilling its Mission, Vision, and Values. I am pleased to report that we have honored these values and have achieved successes in executing the Strategic Plan. We continued to provide the highest level of customer service, while keeping the safety of our customers and employees at the forefront. Today's uncertainties require us to be resilient, adaptable, and sensitive to our customers' needs. Each challenge has amplified our call to innovate our operations and be a positive force in our industry and community through leadership, partnership, and action. As we look toward our FY 2024-26 Strategic Plan, Central San seeks the best ways to serve and engage our customers and stakeholders; promote environmentalism and sustainability; value and grow our people; maintain financial stability and transparency; maintain and replace aging infrastructure; and optimize our operations to be efficient and nimble. This can all be done thanks to our skilled employees, who are dedicated to making us the industry leader and world-class organization we are today. They have continually risen to the call to think of the most optimal ways to utilize our resources. We, in turn, are committed to being a preferred employer so we can continue to attract, develop, and retain the best talent, and it is our goal to continue to foster a diverse, inclusive, and equitable working environment where they can thrive. In addition to our staff, I would like to recognize our Board of Directors for providing the vision, resources, and support necessary to achieve our goals and respond to challenges. We are excited to take on the next two years, will carefully continue to uphold our high standards of exceptional customer service, responsible rates, and reliability. Roger S. Bailey GENERAL MANAGER January 9, 2025 Special Board Meeting Agenda Packet - Page 40 of 93 Concord Pleasant Hlil Clayton Walnut Creek Clrinda ■ Lafayette Meru Oakland Headquarters, Treatment Plant. HHW Collection facility Collection Systems Operation ISewer Maintenance) Wastewater Collectlan and treatment; HHW Collection Wastewater Treatment and HHW Col lection HHW Col lection Only MISSION Danville c� San Ramon oi1 2 To protect public health and the environment VISION To be an innovative industry leader in environmental stewardship and sustainability, while delivering exceptional service at responsible rates Central San is a special district A1ffi4VA 9 established in 1946. It is headquartered in Martinez, California, and is proud to serve its communities with wastewater collection and treatment, household hazardous waste collection, and recycled water distribution services. Central San has 302 budgeted full-time employees led by a General Manager, 2 Deputy General Managers, 13 Division Managers, and 1 Internal Auditor. VALUES Our core values guide our daily decisions and how we fulfill our mission, vision, and goals. CUSTOMER SERVICE We are responsive to our customers, and we deliver on our commitment to provide safe, reliable, and cost-efficient services. EMPLOYEES We empower our employees to do their best work. INTEGRITY We hold ourselves accountable to a high standard of honesty, reliability, and transparency. INNOVATION We continuously improve and optimize our operations. ENVIRONMENTAL SUSTAINABILITY We conduct our business to safeguard and improve our planet. DIVERSITY, EQUITY, AND INCLUSION We value people of all backgrounds, cultures, and perspectives, and we are committed to the principles of equity and inclusion. 2 January 9, 2025 Special Board Meeting Agenda Packet - Page 41 of 93 Page 5 of 39 GOALS F� are the foundation of the Strategic Plan. They are set by the Board to identify Central San's priorities. °°0O STRATEGIES outline Central San's approach to achieve its Goals, F overcome its challenges, accomplish its mission, and meet the community's needs in the best possible ways. KEY METRICS set targets, track progress, and evaluate performance. 000INITIATIVES W0, S describe the actions to enact the Strategies. °0000 KEY SUCCESS MEASURES provide examples of tasks that further the Initiatives. The Strategic Plans establish policy direction, outline core commitments, focus initiatives, and track performance with key performance metrics. Central San develops its Strategic Plans on a two-year cycle, while tracking progress quarterly and producing reports annually. FY 2023-24 represents the second half of the FY 2022-24 Strategic Plan. Central San has adopted a FY 2024-26 Plan with updated Mission, Vision, Values, and Goals. EFFECTIVE UTILIT� MANAGEMENT A Prmw fa Whet SeO rtHift. Q '� rwtiwn. 0 EFFECTIVE UTILITY MANAGEMENT Since the development of the FYs 2016-18 Strategic Plan, staff has used the Effective Utility Management (EUM) model as a tool to identify practices and procedures to improve operations and move toward continued sustainability. The EUM framework was originally developed in 2007 by the American Water Works Association, U.S. Environmental Protection Agency, and nine other association partners representing the U.S. water and wastewater sector. It consists of 10 attributes that provide succinct focus areas for effectively managed utilities and what they should strive to achieve. 3 January 9, 2025 Special Board Meeting Agenda Packet - Page 42 of 93 • Oversaw approximately 56,137 visits to the Household Hazardous Waste Collection Facility (HHWCF), Reuse Room, and Residential Recycled Water Fill Station • Received a 95% customer satisfaction rating for the Walnut Creek, Phase 16 Sewer Renovations project. • Launched "Go with the Flow" public outreach bike tours with an interactive online map which educates the community about Central San's wastewater system. • Operated a new Recreational Vehicle (RV) Wastewater Receiving Station pilot program. • Achieved the National Association of Clean Water Agencies (NACWA) Peak Performance Platinum Award, marking 26 consecutive years of 100% compliance with Central San's National Pollutant Discharge Elimination System (NPDES) Permit. • Served 24,101 students through education programs. • Maintained one of the highest service reliability ratings in the state. • Distributed 218 million gallons of recycled water to customers. • Negotiated and implemented 3.75% cost of living adjustment effective April 18, 2024, reflective of FY 2022-23 and FY 2023-24 inflation. • Developed Diversity, Equity, and Inclusion Strategic Framework Executive Summary and Inclusion Model draft documents. • Earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 23rd consecutive year for the prior year's ACFR (FY 21-22). • Received the GFOA Distinguished Budget Presentation Award for the sixth consecutive year for the FY 23-24 budget. • Submitted three projects for federal funding/grants. • Facilitated annual internal audit workshop with the Board. • Renovated the steam and aeration blower operational process to increase reliability during energy outages. • Began piloting Aquasight Apollo dashboard for real-time monitoring of plant processes. • Pilot tested Membrane Aerated Biofilm Reactor (MABR) technology to help Central San meet potential future nutrient regulatory limits while reducing capital investments for new treatment tankage and equipment. 4 January 9, 2025 Special Board Meeting Agenda Packet - Page 43 of 93 Page 7 of 39 CUSTOMER AND COMMUNITY Provide Exceptional Customer Service Strategy 1— Deliver High -Quality Customer Service Central San continues to operate customer facing programs, serve the residents and businesses in our area, and elevate our profile within the community. • Oversaw approximately 56,137 visits to the Household Hazardous Waste Collection Facility (HHWCF), Reuse Room, and Residential Recycled Water Fill Station by residents, small businesses, retail partners, and fill station users. 0 Served 32,304 customers dropping off waste 0 Collected 1,892,680 pounds of HHW 0 Gave away 262,644 pounds of reusable products 0 Collected 1,929 pounds of pharmaceuticals • Responded to 260 customer service phone calls for the collection system. • Received high customer satisfaction ratings for construction projects: 0 Martinez, Phase 7 - 80% 0 Walnut Creek, Phase 16 - 95% 0 Danville, Phase 4 - 73% • Met with businesses ahead of Walnut Creek Locust Street project. • Provided community outreach for 11 construction projects throughout the service area. • Staff continues to coordinate pipeline replacement with cities, the county, and other utilities to lessen construction impacts to neigh- borhoods. • Completed urgent sewer replacements to lessen impacts to the public and residents in Tappan Terrace and Lake Cascade in Orinda. • Hosted 2024 Central San Academy with 68 signups and 43 attendees. • Launched "Go with the Flow" public outreach bike tours with an interactive website map which educates the community about Central San's wastewater system. • Hosted facilities tours, speaking events, and community presenta- tions for 1,016 participants. I ""^fir; '... v. • ^k,�''�y`:i- . � Strategy 2 — Promote Initiatives to Advance Affordable and Equitable Access to Services Central San launched and continued several programs to assist our customers and promote our services. • Operated a new Recreational Vehicle (RV) Wastewater Receiving Station as a three-year pilot at no - charge for customers, to encourage customers to properly dispose of RV waste. • Extended Septic to Sewer (S2S) Financing Program pilot for an additional three years. 0 The program provides financing to encourage existing single-family houses on septic systems to connect to existing Central San nearby sewer mains adjacent to their parcels. Seven residential agreements were signed in FY 2024-25 with 29 in total completed, since the program commenced. 5 January 9, 2025 Special Board Meeting Agenda Packet - Page 44 of 93 Page 8 of 39 CUSTOMER AND COMMUNITY Provide Exceptional Customer Service • Created a Sewer Lateral Replacement Financing Program as a three-year pilot, to encourage both com- mercial and residential customers to reduce inflow and infiltration through single family houses con- nected to sewer mains. 0 Nine residential agreements have been signed, plus one more signed in FY 2024-25. Staff is in active discussions with several property owners regarding additional residential parcels. • Installed 181 updated maintenance access covers, which increase awareness of Central San and its ser- vices to the community. • Promoted the Low -Income Household Water Assistance Program via customer newsletters, social me- dia, and our website. The program will be expanded to provide funding for low-income customers for current bills in addition to arrearages. • Continued to offer "free" recycled water for residential landscape irrigation use through the Residential Recycled Water Fill Station Program, and "free" recycled water up to 100,000 gallons per year for commercial uses through the Commer- cial Recycled Water Truck Fill Program. • Mailed Central San Home Guide to approximately 154,000 customers. The guide includes a variety of important information on private sewer laterals, overflow protection devices, hiring a sewer contractor, easements, and accessory dwelling units, as well as HHW and other services we provide. • Retained consultant for study to explore the issues involved with a potential con- solidation with Mt. View Sanitary District, which could result in lower rates for customers of both utilities. Strategy 3 — Build Neighborhood and Industry Relationships Many staff members are active participants and presenters in industry organizations and water/ wastewater peer groups, and Central San often hosts meetings and trainings to enhance relationships, increase visibility in the community, and collaborate with stakeholders. • Held two Sewer Summit Workshops for water and wastewater sister agen- cies in Contra Costa County. • Hosted various in-person Bay Area Clean Water Agencies (BACWA) meetings, including for the Asset Management Committee, Joint Permits and Laboratory Committee, and Executive Board Meeting. • Hosted an in-person California Water Environment Association (CWEA) San Francisco Bay Section (SFBS) Laboratory Committee meeting with particle pants representing 12 sister agencies. • Hosted WateReuse Northern California Chapter meetings. • Hosted delegations from Denver Metro Water and Orange County Sanita- tion District for treatment plant and equipment system tours. • Hosted and presented at Environmental Systems Research Institute (Esri) Northern CA Water User Group Meeting. • Staff presented "Building Central San's Next Generation Web Geographic In- formation Systems & Asset Management Systems with Adobe ColdFusion" at Adobe ColdFusion Summit. • Multiple staff panelists presented on industry leading asset management practices, reliability, and work execution processes at the International Maintenance Conference. 6 January 9, 2025 Special Board Meeting Agenda Packet - Page 45 of 93 Page 9 of 39 CUSTOMER AND COMMUNITY Provide Exceptional Customer Service • Collaborated with Contra Costa Transportation Authority to initiate a joint project to relocate a % mile section of the 84 -inch A -Line Sewer to expand the Interstate 680/Highway 4 freeway interchange. • Welcomed over 30 representatives of the U.S. Environmental Protection Agency and state regulators, including the San Francisco Bay Regional Water Quality Control Board, for a National Pollutant Discharge Elimination System (NPDES) Technical Inspector Workshop. 0 Participants in the two-day training included both new and experienced inspectors, who received hands-on practice in conducting NPDES field inspections. • Participated in and hosted an industry group completing a Wipes Collection Study. 0 The group consisted of Kennedy Jenks, California Association of Sanitation Agencies (CASA), Asso- ciation of Nonwoven Fabrics Industry, and Responsible Flushing Alliance personnel, as well as rep- resentatives from Proctor & Gamble and Kimberly-Clark. • Participated in sample collection to advance the wastewater -based epidemiology model for COVID-19 and other pathogens of interest. • Completed the "Microplastics - Removal Across the Treatment Plant" sampling project in collaboration with the Southern California Coastal Water Research Project Authority and the Ocean Protection Council to advance the science of microplastics in wastewater. • Participated on the Institute for Sustainable Infrastructure Envision Review Board and American Water Works Association (AWWA) panel on using the Envision Sustainable Infrastructure Framework to Trans- form our Water Future. • Risk Management Administrator was selected as the next President of the Bay Area Chapter of the Pub- lic Agency Risk Management Association and serves on the Steering Committee of the Water Leader- ship Group, a water agency risk management team that identifies new and emerging risks to the sector and shares strategies to manage or reduce the effects of such risks. January 9, 2025 Special Board Meeting Agenda Packet - Page 46 of 93 Page 10 of 39 CUSTOMER AND COMMUNITY Provide Exceptional Customer Service m F` Average onsite response time for (appliesLegend .. Target met collection system emergency calls, :530 minutes 27 minutes during working hours . Current and past performance is not within reach of the target, and/or Stretch goal Average onsite response time for . Performance is affected by circumstances beyond Central San's control collection system emergency calls, :540 minutes 33 minutes after hours Average customer service rating for >_3.8 3.94 emergency calls out of 4.0 out of 4.0 Average customer satisfaction rating >95% 85% on construction projects Average customer satisfaction rating >-95% 100% on permit counter interactions Sewer Service Charge affordability <2% (Environmental Protection Agency Lowest (or lower than <2% Quintile Residential Indicator) High Impact) Participants in public tours and presentations ?500 1,106 Participants in Central San Academy >_35 43 Awards or recognitions achieved >_10 10 �� :..rte- ,-v ���_ •-� .- : - ' ..c:. ` � � � �"'� - - •� a t a January 9, 2025 Special Board Meeting Agenda Packet - Page 47 of 93 (appliesLegend .. Target met Performance met or exceeded the target Performance fell short of the target, possibly because Work in progress/ . Current and past performance is not within reach of the target, and/or Stretch goal . Performance is affected by circumstances beyond Central San's control �� :..rte- ,-v ���_ •-� .- : - ' ..c:. ` � � � �"'� - - •� a t a January 9, 2025 Special Board Meeting Agenda Packet - Page 47 of 93 Page 11 of 39 ENVIRONMENTAL STEWARDSHIP Strive to Meet Regulatory Requirements, Promote Sustainability, and Identify and Reduce Contributions to Climate Change and Mitigate its Impacts Strategy 1 — Achieve Compliance in All Regulations Central San continues to meet regulations through preventive maintenance, proactive collaboration and communication with regulators and industry groups, construction of capital projects to address future regulations, and legislative advocacy. • Achieved 26th year of continuous compliance with all NPDES treatment plant permit requirements governing the discharge of treated effluent to San Francisco Bay. Central San's success streak is the longest of any wastewater utility in California and tied for 9th in the nation. • Met new California Environmental Laboratory Accreditation Program (ELAP) accreditation standard, (TNI -2). • Completed 16,996 work orders on schedule 99.53% of the time, to clean pipes and reduce overflows. • Completed 1,147 pretreatment inspections and 931 stormwater inspections, meeting all inspection goals. • Processed and addressed corrective actions for 230 recycled water customer self-monitoring inspection reports, meeting Title 22 inspection requirements. • Developed a Fleet Electrification Strategic Plan to ensure compliance with California's Advanced Clean Fleets Regulation. • Submitted Solids Handling Facility Improvements - Phase 1A State Revolving Fund (SRF) post award package for $173.1 million. Construction Notice to Proceed has been issued and work has started. • Began construction of Aeration Basins Diffuser Replacement, Phase 1, with half the basins scheduled to be retrofitted by end of summer 2025. When complete, the expected energy savings will be 1.7 Mwhr per year (equivalent to 4,000 metric tons of CO2). This project will help prepare to meet future discharge limitations. • Began exploration of regional solids handling alternative, which would involve upsizing or adding additional Fluidized Bed Incinerators to handle solids from other treatment plants for a fee. • Staff participated in and assumed leadership roles in various committees and boards, including in BACWA, CASA, and WateReuse committees; San Francisco Estuary Institute; Regional Nutrient Management Steering Committee; Consumer Product Safety Commission Legislative Com- mittee; and National Sustainable Agriculture Coalition Legislative Com- mittee. • Board took positions on key priority legislation. • Shared advocacy information, PFAS, nutrients, and Pollution Prevention (P2) outreach in the Pipeline community newsletter, speaker's bureau activities, Central San's website, and social media. • Pursued policy efforts at the state and federal level that addressed PFAS; fats, oils, and grease; and microplastics; and promoted pollution preven- tion, producer responsibility, and proper wipes labeling. .yam _ --- .......... `� 9 January 9, 2025 Special Board Meeting Agenda Packet - Page 48 of 93 a' i A p r.. ENVIRONMENTAL STEWARDSHIP Strive to Meet Regulatory Requirements, Promote Sustainability, and Identify and Reduce Contributions to Climate Change and Mitigate its Impacts Page 12 of 39 PP Strategy 2 – Educate on Pollution Prevention (P2) and Environmental Protection Central San shares information to help our customers help us protect public health and the environment, and we provide support to P2 events to celebrate the champions in our community. • Promoted P2 Week and tips via social media, the Pipeline, and commercials on CCTV and Rossmoor TV. • Shared holiday -themed FOG tips via the Pipeline and social media, and aired over 800 commercials on cable TV, Rossmoor TV, and local CCTV channels. • Aired over 1,200 Wipes Clog Pipes commercials on cable TV and streaming. • Created a PFAS awareness video for social media to serve our P2 goals. • Served over 20,000 students with our science -based curriculum for elementary through high schools. • Assisted with planning for Sustainable Contra Costa's 15th Annual Leadership in Sustainability Awards Gala and recognition of Central San's 2023 Pollution Prevention Award Winners. Strategy 3 – Be a Partner in Regional Development of Local Water Supply In addition to its daily management of its Zone 1 and Commercial Truck Fill Programs, Central San continues to pursue its visionary approach toward the expansion of recycled water usage through customer requests and partnerships with fellow water/wastewater agencies. • Continued exploring partnerships with Contra Costa Water District (CCWD), Santa Clara Valley Water District (Valley Water) and San Francisco Public Utilities Commission to advance the Refinery Recycled Water Ex- change Project. • Participated in a joint meeting with CCWD, Valley Water and the United States Bureau of Reclamation to ex- plore ways to promote greater use of recycled water. • Supported the completion of EBMUD's evaluation of potential recycled water projects with Central San. o In addition to recommending pursuit of a long-term agreement for the DERWA raw wastewater diver- sion, two potable reuse project scenarios are moving forward for further consideration in EBMUD's Recy- cled Water Strategic Plan update currently underway. • Continued to make available wastewater flows to DERWA (Dublin San Ramon Services District—East Bay Municipal Utility District Recycled Water Authority) for use in their recycled water program and started dis- cussions on making the project a long-term arrangement. Zo January 9, 2025 Special Board Meeting Agenda Packet - Page 49 of 93 Page 13 of 39 ENVIRONMENTAL STEWARDSHIP Strive to Meet Regulatory Requirements, Promote Sustainability, and Identify and Reduce Contributions to Climate Change and Mitigate its Impacts Strategy 4 — Identify and Advance Sustainability Initiatives, Including Reducing Energy Usage and Emissions Through big projects and small, Central San — including its newly refounded Green Team — pursues ways to become a more sustainable and energy-efficient organization. • Finished construction of a 2.16 -megawatt solar ener- gy project, under a power purchase agreement with REC Solar, LLC., that exceeds the cost-effectiveness criteria in Central San's Energy Policy. • Continued work on the ultraviolet (UV) facility re- placement that will address disinfection improve- ments, energy savings and improved wet weather hydraulics. Final Design has progressed to 60%, in- cluding a new task to look at wet weather bypass al- ternatives and review of the design to date for relia- bility centered design. There will be an expected en- ergy savings of 1.3 MWhr per year (equivalent to 1,000 metric tons of CO2). • Released a Request for Proposal for the Energy Management Planning and Pre -Design Project, which will consider a portfolio of future energy sources and technologies to meet future demands and assist in greenhouse gas (GHG) reduction. • Continued working with PG&E RAPIDS program on energy efficiency opportunities. • Continued to replace and retrofit lighting with LEDs in partnership with EcoGreen and PG&E. • Installed new waste bins in various locations to facili- tate proper disposal and achieve higher solid waste recycling rates within Central San's operation. • Completed Green Business recertification for Central San's Vehicle Maintenance Shop. • Central San qualified for Green Certification. • Implemented Terracycle pilot project for diverting snack and personal protective equipment waste from the landfill. • Reduced waste and costs through adjustments to Central San's coffee making setups across the opera- tion. • Completed an Earth Month Recycling Challenge for sauce packets. • Sponsored a Central San Swap Meet. • Green janitorial and maintenance reliability opera- tions supplies are now part of the Materials Services inventory. 11 January 9, 2025 Special Board Meeting Agenda Packet - Page 50 of 93 Page 14 of 39 ENVIRONMENTAL STEWARDSHIP Strive to Meet Regulatory Requirements and Promote Sustainability 12 January 9, 2025 Special Board Meeting Agenda Packet - Page 51 of 93 E I NEv— National Pollutant Discharge 0 violations 0 violations Elimination System (NPDES) compliance Recycled Water Title 22 compliance 0 violations 0 violations Title V compliance 0 violations 1 violation Regulatory Title V work orders completed on time 100% 99% Anthropogenic GHG emissions metric tons <_25,000 00 COZe Met CY 2023 target Sanitary sewer overflows :51.3 spills per 100 miles 0.58 spills per of pipeline 100 miles of pipeline Spills to public water 51 1 Spills greater than 500 gallons :53 1 Sanitary sewer overflows resulting from construction work 0 0 Annual Environmental Compliance Inspections and permitting completed on time 100% 100% HHW management compliance 0 violations 0 violations Students served by education programs 2_6,000 24,101 Gallons of recycled water distributed 2240 million gallons 217.6 million gallons* to external customers Electricity produced by co -generation 2_18 million kWh 22.0 million kWh using natural gas Solar power produced at Collection System Operations (CSO) and 2_220,000 kWh 283,000 kWh HHW Facility kWh of solar power produced PG&E will interconnect the by a new solar array near the treatment plant campus 2_2.5 million kWh array to the power grid in 2025 12 January 9, 2025 Special Board Meeting Agenda Packet - Page 51 of 93 Page 15 of 39 WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Strategy 1– Recruit from a Diverse Pool of Qualified Applicants Central San has a long-standing tradition of developing the wastewater workforce through the programs we host for students and recent graduates, and through our ongoing coordination with other agencies and various organizations to support development of the regional workforce. • Central San hosted its fourth Externship Program in 2024. We presented to 45 students and recent grad- uates, representing 19 schools, about careers in wastewater. For one day, 16 externs—along with some of Central San's new employees— took an in-person tour of our facilities, which was livestreamed for our virtual participants. This year, we began accepting high school students to the program and were joined by three high school students. • Staff continues to attend job fairs and work with BAYWORK, a consortium of water/wastewater agencies devoted to workforce development, to develop a talent pipeline. • Staff representing our internship and externship programs met with Cal Maritime Academy to promote our offerings and answer questions. -�M 13 January 9, 2025 Special Board Meeting Agenda Packet - Page 52 of 93 Page 16 of 39 WORKFORCE DIVERSITY AND DEVELOPMENT • Recruit, educate, empower, and retain a workforce from diverse backgrounds Wai In Strategy 2 — Engage Employees and Conduct Labor Relations in a Transparent, Effective, and Collaborative Environment Because our employees are our greatest asset, Central San invests in ways to promote employee engagement, celebrate achievements, and maintain good relationships with our bargaining units. • Held an Employee Appreciation Event and Innovations Fair to recognize employees. • Configured Oracle Celebrate module to potentially use as the platform for a new peer-to-peer recogni- tion program which will allow Central San'ers to publicly thank one another for specific, job-related ac- tions that demonstrate Central San's Values. • Continued to meet with Local One and Management Support / Confidential Group Labor Management Committees quarterly and track action items for completion. • Employee newsletter received 2024 EPIC Award in Internal Communications from California Association of Public Information Officials. • Updated the San Central intranet site with a more streamlined, user-friendly look to increase employee engagement and awareness of what is going on at Central San. The new design incorporates a rotating banner and a scrolling text feed to highlight current news and events, as well as readily accessible links to the most frequently searched pages and information. 14 January 9, 2025 Special Board Meeting Agenda Packet - Page 53 of 93 ,O Page 17 of 39 + WORKFORCE DIVERSITY AND DEVELOPMENT gm Recruit, educate, empower, and retain a workforce from diverse backgrounds Strategy 3 — Retain Skilled Workers by Investing in Resources and Opportunities for All Employees to Grow and Thrive Central San offers benefits and leadership opportunities for employees at every stage of their career, from programs developed and administered in house, to readily sending staff to conferences and trainings on a regular basis. • Negotiated and implemented 3.75% cost of living adjust- ment for employees, reflective of FY 2022-23 and FY 2023- 24 inflation. • Launched the fifth cycle of the BOOST Mentorship Program with four mentees and mentor pairings. • Concluded the fourth Management Academy with 22 grad- uates, including participants from sister agencies, plus 2 honorary graduates (support staff who attended the ses- sions). • Kicked off the fourth Supervisory Academy with 26 partici- pants. • Continued the Job Shadowing Program with three partici- pants. • Completed the Leadership Speaker Series on various topics to the leadership team. • Continued to offer HR @ Your Service trainings. • Created and started hiring staff for limited duration posi- tions and rotating employees to different divisions. • Configured and tested Oracle performance management module in advance of rolling out updated and improved performance appraisal forms. • Wellness Committee held Cake Walks to bring staff togeth- er and encourage them to get active and use the on-site walk/run trails. 15 January 9, 2025 Special Board Meeting Agenda Packet - Page 54 of 93 Page 18 of 39 WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Strategy 4 — Foster a Culture of Diversity, Equity, and Inclusion (DEI) In FY 2023-24, Central San made great strides in developing its DEI program. The DEI Task Force, comprised of volunteers from across the organization, developed guiding documents and hosted educational events, and Central San appointed a DEI Officer who is now in charge of leading the program internally. • Developed DEI Strategic Framework Executive Summary and Inclusion Model draft documents. The DEI Action Plan will be used to inform conversations with leadership to develop practical approaches. • Launched internal DEI communications campaign including employee newsletter and intranet features and resources. • Hosted several talks with wastewater leaders from other agencies on DEI -related topics. 16 January 9, 2025 Special Board Meeting Agenda Packet - Page 55 of 93 v. v jWj Page 19 of 39 + WORKFORCE DIVERSITY AND DEVELOPMENT gm Recruit, educate, empower, and retain a workforce from diverse backgrounds Metric Target Performance Average time to fill vacancy (from request to hire) 560 days 48 days 1.1% (including retirees) Turnover rate :56.5% 0.7% (excluding retirees) Average annual training hours per employee >_15 hours 23.51 (external and internal training) Completion of annual performance evaluations 100% 92.4% >_95% of Temporary modified duty provided recordable 100% (Return to Work Program) injuries Internal promotions (excludes entry-level positions) 2:25/ 42.3% Formal grievances processed 0 0 Participation in annual Wellness Expo +>_10% each year r 17 January 9, 2025 Special Board Meeting Agenda Packet - Page 56 of 93 GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model Strategy 1— Promote and Uphold Ethical Behavior, Openness, and Accessibility Central San conducts its business with transparency and integrity. • Coordinated biennial review of existing Board policies and facilitated amendments to 14 Board policies. • Kept website updated with latest Board content. • Continued to develop tools for accurate and timely financial reports, including completing a consulting engagement for an Oracle Health Assessment. • Launched a new financial report to monitor spend on on-call/blanket agreements as well as multi-year agreements using a CPA (contractual purchase agreement) in Oracle. Strategy 2 — Encourage and Facilitate Public Participation As a public agency, Central San encourages civic involvement and provides opportunities for our customers to make their voice heard on issues that are important to them. • Conducted all Board meetings and committee ,y meetings virtually to allow for more public partici- a pation in meetings. • Promoted Get out the Vote messages via social t I media and the employee newsletter in advance of Primary Elections. • Collaborated with Contra Costa County through OFFICIAL OFFICIALWCJLL social media, community events and meetings, and BALLOT w • BALLOT Central San's website to promote public aware- DROpBOK DROP BOX ness for local hazards and the 2024 Local Hazard Mitigation Plan update. • Hosted numerous outreach programs to encourage the public to learn more about Central San, including the citizens' academy, bike tours, and treatment plant tours. Strategy 3 — Maintain Financial Stability and Sustainability With our ratepayers in mind, Central San makes prudent and sound financial decisions and is constantly eval- uating current practices to ensure we are on track and making the best financial decisions for our agency. • Developed and delivered a high-quality Annual Comprehensive Financial Report (ACFR) for FY 2022-23 with a clean audit opinion. • Earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 23rd consecutive year for the prior year's ACFR (FY 2021-22). • Developed and delivered a high-quality balanced FY 2024-25 Budget for Board adoption. • Received the GFOA Distinguished Budget Presentation Award for the sixth consecutive year for the FY 2023-24 budget. • Administered $173.1 million SRF loan for Solids Phase 1A project. • Met with State officials about the potential to expand the $2.47M Building Resilient Infrastructure and Communities (BRIC) grant anticipated for the Walnut Creek/Grayson Creek Levee Rehab Project. • Hired a consultant to help pursue funding opportunities. Zs January 9, 2025 Special Board Meeting Agenda Packet - Page 57 of 93 GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model Page 21 of 39 • Submitted three projects for federal fund- ing/grants, two of which have moved for- ward in federal budget process. • Board adopted staff recommendation to contribute $1M budgeted towards pen- sion pre -funding trust, which will help mitigate poor pension trust performance in 2022. • Formed a joint powers authority (JPA) with Regional San allowing Central San to issue revenue bonds (lower interest than certificates of participation (COPS)) with- out the need for the additional cost and time constraints associated with an elec- tion to approve said bonds. • Completed first "Finance @ Your Service" training series for internal customers on key business processes overseen by the Finance Division (i.e., procurement, budget and project monitoring, procurement cards, etc.). • Took steps towards the formation of an in- house treasury function including appoint- ment of a bank and adoption of a resolu- tion for leaving county treasury and ap- pointment of treasurer. • Submitted data to AWWA Utility Bench- marking Survey. • Presented to and joined AWWA Bench- marking Advisory Committee to provide input on survey and build our benchmark- ing network. • Produced and distributed a statewide benchmarking survey with the help of CASA. • Received a unanimous defense verdict at trial for a meritless lawsuit filed in 2019. 19 January 9, 2025 Special Board Meeting Agenda Packet - Page 58 of 93 or GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model GOAL FOUR �_ (0 _., I 20 January 9, 2025 Special Board Meeting Agenda Packet - Page 59 of 93 Aj f Compliance with Public Records Act requests on time 100% 100% Board meeting videos posted online 100% 100% Standard and Poor's (S&P) and Moody's Credit ratings AAA/Aa1 AAA/Aa1 Debt service coverage ratio >_2.Ox 12.1x Debt as a percentage of total assets :560% 12.5% Debt financing of prior 10 years' CIP spending :560% 10.9% Debt financing as a percentage of projected 10 -year CIP 5560% 23.1%* Total revenue funded collection system CIP spending o >_100/ o 100/ in past 10 years Total revenue funded collection system spending in 10 -year CIP (projection) >_100% 100% i r >_41.7% of O&M reserves next year's budget 44.6% >_50% of Sewer Construction reserves next year's budget 322.4% (non -debt financed) Operating expenditures as a percentage of Board -approved operating budget 90-100% 94.1% - Financial reports disseminated every month (summary) and quarter (full) 100% 100% Reported material weaknesses or significant deficiencies in internal controls as part of annual financial audit 0 0 Average cost per overflow claim 15$25,000 $44,304** Purchasing requisitions completed within standard processing time >80% 90% 20 January 9, 2025 Special Board Meeting Agenda Packet - Page 59 of 93 Page 23 of 39 SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats Strategy 1— Reduce and Eliminate Risks of Injury or Illness Central San ensures the safety of its employees and quickly acts on suggestions to make our workplace safer. • Safety Committee held annual joint meeting and has held monthly meetings. • Acted on all Safety Suggestions in <45 days. • Continued to manage Central San's response to the COVID-19 pandemic, including administering the COVID- 19 Exposure Prevention Plan. • Reintegrated in person training sessions including Fentanyl/Narcan, First Aid/CPR/AED, and Workplace Vio- lence. • Central San had six recordable injuries, resulting in 66 lost workdays and 350 restricted workdays. Strategy 2 — Protect Personnel and Assets from Threats and Emergencies With robust Enterprise Risk Management and Internal Audit programs, Central San takes a holistic look at risks and develops thorough plans to address them in a timely manner. • Completed and issued 2023 Miscellaneous Assets Review, Phase II and 2023 Capital Projects Design -only. • Facilitated annual internal audit workshop with the Board, which included presenting the Audit Plan for cal- endar year 2024. o Audit Plans are developed via Internal Audit's assessment of risk, with input from leadership and the Board. • Permitting project fieldwork is nearing completion. • Worked with a consultant to review and enhance the security program and develop project scopes to expand access control systems and harden certain facilities. • Scoped high priority Security Master Plan items into capital projects for implementation. • Replaced employee, temp, intern, onsite contactor badges with improved security capability and new design. Strategy 3 — Understand and Reduce Impacts of Cybersecurity Attacks In response to the growing threat of cyberattacks in our world, Central San took steps this year to advance its cybersecurity program — increasing training efforts and improving our security. • Implemented various cybersecurity measures to improve endpoint and network security and address organi- zation -wide workstation patching. • Enhanced cybersecurity with PhishER, Arctic Wolf, DarkTrace, and Crowdstrike. • Launched new campaign to underscore the important of training. • Conducted email campaigns and offered instruction through quizzes and contests with shortened training windows of 10 minutes per month to increase staff participation. • Replaced end -of -life equipment at CSO to increase network reliability and redundancy. 21 January 9, 2025 Special Board Meeting Agenda Packet - Page 60 of 93 Page 24 of 39 SAFETY AND SECURITY Provide a safe, secure, and healthful workplace that foresees and addresses threats �J 1 11 Safety -prioritized work orders 100% completed on time Employee injury and illness lost time incident rate <_3.3 2.3 Workers' compensation experience modifier <_1.0 0.76 Days to implement approved All Safety Suggestions are Safety Suggestions <_60 acted on in <45 days Contractors/consultants in compliance >_70% 77% with insurance requirements Information system outages affecting normal business 100% uptime 98% uptime operations Data backup and recovery 0 lost data 0 lost data Employees trained in cybersecurity awareness 100% 68% 22 January 9, 2025 Special Board Meeting Agenda Packet - Page 61 of 93 Page 25 of 39 INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Strategy 1— Manage Assets Optimally Using asset management technology and reliability -centered maintenance philosophy, Central San performs thousands of work orders a year to ensure our equipment runs smoothly and our assets have the longest possible lifecycles. Staff employs the latest diagnostic tools — including motion amplification technology and infrared detection — to catch problems before they happen and reduce downtime. • Formalized Condition Assessment Process in Asset Management Plan. • Began working with consultants on the Odor Control Facility Plan Update and Secondary Clarifier Phase 1A projects, and completed the existing equipment condition assessment. 0 These two projects will evaluate opportunities for process optimizations, improved performance, and reduced costs, while rehabilitating and replacing aging infrastructure. • Completed 5,105 work orders. • Completed 161 Planner Updates to work orders. • Conducted demos of software for developing Asset Health Indicator Requirements. • Added service contracts to computerized maintenance management system (CMMS) to track work orders. • Piloted transferring the pumping stations operations preventative maintenance work orders to the CMMS on the San Ramon Pumping Station, with plans to pilot on three more pumping stations in FY 202425. • Increased accessibility of Asset Management and Reliability Engineering in- formation, including tracking Don't Just Fix It; Improve It (DJFI) initiatives, improving spares management, cre- ating new workflows to the CMMS, adding job plans to GeoPortal, and creating links in GeoPortal to reliability analysis information and preventive and predictive maintenance program tasks based on asset identification. • Continued Phase 4 of the Sewer Structure Inventory to include ease- ment areas and private parcels. Previously completed review of accessi- ble structures in public right of way for maintenance access hole and cleanout conditions, locations in bike lane, road type, and whether there are any structural issues needing immediate attention and recommend- ing to CSO for review. Strategy 2 — Execute Long -Term Capital Renewal and Replacement Program Central San's capital program has ramped up the past few years with no signs of slowing down. This work is done to replace our aging infrastructure with newer, more efficient technologies such as new aeration blow- ers, and the work is supported by an ever -improving planning software infrastructure. • Completed high-value and critical facility improvements at the treatment plant, including the Influent Pump Electrical Improvements and Return -Activated Sludge Piping Renovations. • Initiated the construction of the Solids Handling Facility Improvements - Phase 1A to address dewatering, furnace, and air pollution control improvements. 23 January 9, 2025 Special Board Meeting Agenda Packet - Page 62 of 93 Page 26 of 39 INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting • Initiated construction for three pumping stations in Martinez, with two consisting of new replacement facili- ties. • Entered phase 2 of Enterprise Performance Management (EPM) capital budgeting implementation to im- prove EPM's planning capabilities and optimization of Oracle Project Management to meet project manage- ment needs of Project Managers. 0 EPM is being implemented for effective financial and project management of the capital program. • Piloted ProCore construction management software through outside partners for potential purchase and implementation in our internal systems. • Rolled out tool to collect current year capital project projection data in EPM, to be used to develop the FY 2024-25 Capital Improvement Budget. • Seismically retrofitted the Laboratory building. • Near completion of Maintenance Reliability Center project design; construction will start in FY 2024-25. • Completed planning phase of Substation 90 Project to optimize the treatment plant 12,000 -volt distribution system switching to improve redundancy/reliability and replace existing electrical transformers and switch- gear beyond useful life. • Completed high-speed fiber implementation at pumping stations. • Deployed new virtual servers on the operational technology network. • Continued to work with the Contra Costa Flood Control District on a joint project to raise the Walnut Creek levee at the Treatment Plant. • Kicked off design to abandon 6,600 lineal feet of the 39 -inch Main Trunk No. 1, which has reached the end of its lifespan, as part of the Large Diameter Renovation Program. 0 To abandon the 39 -inch Main Trunk No. 1, the design includes 3,900 lineal feet of new 8 -inch sew- ers that will intercept flows from multiple points of connection along the 39 -inch and reroute those flows to the nearby 78 -inch A -Line and 102 -inch Pleasant Hill Relief Interceptors. 24 January 9, 2025 Special Board Meeting Agenda Packet - Page 63 of 93 l-9 ! -N D Page 27 of 39 INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting Lk ��Wletric _A" Target Performance Planned treatment plant >90% 98% preventative maintenance completed on time Planned recycled water distribution system preventative maintenance completed on time >98% 100% Planned collection system preventative maintenance completed on time >98% 99.53% Pipeline cleaning On >A of quality assurance /quality control (QA/QC) pipelines cleaned on 3.35%an annual basis Pipeline cleaning QA/QC passing rate >_98% 96.61% Pipeline inspected through 10% inspected 11.47% Closed Circuit Television Program (150 miles) (176 miles) Uptime for vehicles 100% 100% Miles of sewers replaced (focused on deteriorated small diameter pipelines) >_6.0 3.5 Large diameter and force main >3 miles 0.6 miles* condition assessment Average time to execute Engineering agreements 52 weeks 5.51 business days from complete package submittal Contract renewals executed on time for uninterrupted service 100%100/ ° Approved request -to -stock items entered in databases within 5 business days 100% 100% Capital expenditures as a percentage of capital >90% 61.7%** budgeted cash flow including carry forward 25 January 9, 2025 Special Board Meeting Agenda Packet - Page 64 of 93 Page 28 of 39 INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Strategy 1— Leverage Data Analytics to Become a More Efficient Utility Before artificial intelligence (AI) became as popular as it is today, Central San was already exploring the use of Big Data and Al to improve our decision-making capabilities and monitor our operations. This year, the work continued on assessing whether these technologies will be right for Central San. • Released Aquasight Apollo dashboard for real-time monitoring of plant processes to treatment plant op- erations staff for full-scale piloting on solids dewatering and influent pumping. This will evaluate Apollo's ability to provide real-time performance insights to staff using machine learning and Al. • Continued to develop dashboards for Treatment Plant Maintenance decision making. • Completed landing page for Treatment Plant Maintenance related to Asset Condition Management, Work Execution Management, Reliability Engineering Management, and Asset Management. • Modernized the permitting system and migrated it from the legacy SunGard system, which was dated and inefficient. Oracle Permitting and Licensing (OPAL), which is a beta tested software, interfaces with our Oracle ERP. Central San is testing and helping Oracle improve its software for marketability and usability. • Developed 18+ reports for Finance, HR, and Purchasing. • Rolled out Oracle modules for administrative asset tracking and contracts. • Installed smart Eaton variable frequency drives (VFDs) and Schneider motor control centers (MCCs), which are internally controlled by solid state processors and can link via ethernet versus hard -wiring. • Migrated pump stations to a new AT&T fiber network. Strategy 2 — Implement Organization -Wide Optimization Central San maintains an Optimizations Program and employs an Operations Optimizations Division. Both efforts are dedicated to inspiring, tracking, and implementing innovative ideas — not just to our plant opera- tions but also organization wide. • Continued evaluating secondary clarifier hydraulics capacity/process improvements as part of the Sec- ondary Clarifier and Channel Improvements Project. This could potentially increase wet weather capacity and improve effluent turbidity (i.e., clarity) to reduce UV and recycled water filtration costs, etc. • Implemented the new environmental management system Mir to optimize tracking of permits as well as regulatory requirements and deadlines. • Developed Recycled Water Inspection mobile application to conduct inventory of meter, valve, hydrant, and sampling station locations with photos. • Began developing energy optimization roadmap to maximize value of existing equipment (cogen) and plan future investments while considering changes in demand from major capital projects and net zero initiative. This includes analyzing the potential impact of new nutrient removal facilities. • Initiated design for Secondary Clarifier Improvements Phase 1 to rehabilitate and replace aged equip- ment, optimize flow split, and evaluate hydraulic baffles to improve performance. • Completed condition assessment and performance testing of existing clarifiers. • Continued to explore the viability of a steam turbine generator to convert incineration waste -heat steam into electricity for plant use. • Implemented electronic scanning to track HHWCF and residential recycled water fill station visitors. • Developed charter for the Information Technology Strategic Plan governance and overseeing inventory of 12 projects. • Completed Scope of Work and approved Project Charter for automating the Treatment Plant Asset Hand- over Process and tracking completion of key points along the workflow. 26 January 9, 2025 Special Board Meeting Agenda Packet - Page 65 of 93 :nnMen i 'uanenk ' 1117"Z 7Agti* r Q� GOAL SEVEN PERMANENT BASE STATION A new, permanently mounted global positioning system (GPS) base station at CSO was installed and provides a more accurate and consistent reference point for land surveys, saving time previously required for control surveys. ,_ The upgraded signal also allows the Survey team to work more effectively near large buildings and trees that can block GPS signals. The collaborative project was developed entirely in-house. rlL MEMBRANE AERATED BIOFILM REACTOR PILOT, PHASE 1 This year, Central San installed a Membrane Aerated Biofilm Reactor (MABR) pilot to help us meet potential future nutrient regulatory limits while reducing capital investments for new treatment tankage and equipment. The project tests if nitrogen can be sufficiently removed using Central San's existing secondary treatment process and a novel treatment process intensification technology, MABR. Increas- ing the solids retention time (SRT) (i.e., the age and concentra- tion of bacteria in the tank) would traditionally require new tankage to be constructed. The MABR could provide a place for nitrogen -removing bacteria to live without having to increase the SRT. Initial results have shown it is possible to remove ni- trogen through the MABR intensification technology with mixed liquor from the existing secondary treatment process. If true, this could potentially help avoid hundreds of millions of dollars in the construction of new tanks. Instead, Central San could retrofit existing tankage to include this energy efficient technology. Phases 2 and 3 will test different pilot feed loca- tions, and initial results are promising. ;n ':res Page 30 of 39 INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable • Completed Oracle Supportability Assessment review. • Implemented Oracle's Journeys module for tracking assigned employee keys, badges, P -Cards, and mo- bile devices. • Implemented the Oracle Warehouse Management System, which also included updating Warehouse la- bels with the latest barcode symbology QR codes. The barcode inventory program fully automates all is- sues, receipts, and inventory cycle counts. • Drafted Tertiary Membrane Filtration business case evaluation. • Presented "Sustainable Membrane Performance for Refinery Reuse of Non -nitrified Wastewater" at Water Environment Federation's Technical Exhibition and Conference. Implemented an interactive In/Out Board to communicate employees' availability and location, featuring a user-friendly interface for easy updates, real-time synchronization, and remote accessibility. Strategy 3 — Be Adaptable, Resilient, and Responsive Central San strives to be nimble in its operations and provide staff with the tools and empowerment to respond quickly to issues and continue operations uninterrupted. • Developed, negotiated, and implemented the Limited Duration Position Program to assist with project - based peak workloads. • Expanded Treatment Plant Wi-Fi network. Operations and Maintenance staff can now view real-time da - to while in the field. 28 January 9, 2025 Special Board Meeting Agenda Packet - Page 67 of 93 INNOVATION AND AGILITY Optimize operations for continuous improvement, and remain flexible and adaptable Page 31 of 39 Metric Target Performance Projects initiated under This metric has been Central San Smart >_3 assumed into the IT Strategic Plan Reviews or pilot tests >3 4 of new and promising technology Research papers and findings presented >_3 papers or 3 presentations Don't Just Fix It; Improve It (DJFI) >25 23 work orders completed Completed optimizations >20 34 (including 23 DJFIs) r,ML 29 January 9, 2025 Special Board Meeting Agenda Packet - Page 68 of 93 Page 32 of 39 ACRONYMS 30 January 9, 2025 Special Board Meeting Agenda Packet - Page 69 of 93 Annual Comprehensive Financial Report American Water Works Association Bay Area Clean Water Agencies California Association of Sanitation Agencies 0 Contra Costa Water District Computerized Maintenance �. Management System • Collection System Operations { California Water Environment Association 11A 9 Diversity, Equity, and Inclusion ? Dublin San Ramon Services District- - East Bay Municipal Utility District Recycled Water Authority Don't Just Fix It; Improve It Enterprise Performance Management �. Fiscal Year �r+ • Government Finance Officers Association ' Greenhouse Gas Household Hazardous Waste + f Household Hazardous Waste Collection Facility Million -Membrane Aerated Biofilm Reactor j - ' National Pollutant Discharge Elimination System Pollution Prevention I ! Recreational Vehicle San Francisco Bay Section 1 Solids Retention Time t'� State Revolving Fund ! Ultraviolet 30 January 9, 2025 Special Board Meeting Agenda Packet - Page 69 of 93 1 }r S CENTRAL SAN ON �ty- //Fy 1011-)t 1 STRATEGIC PLAN 6 CENTRAL SAN c[rvrvwv [arfvw [osis Sseniwx wsixci ��� GOAL 7 GOAL Z INNOVATION CUSTOMER AND AND AGILITY COMMUNITY OpHmL. ogrraonr for Aroride er[epMonal ser.lte cvntlnv°uf 1. m.lement, a remain frenlele.rb L fdapraole GOAL6 GOAL2 3NFRASTRUCTURE ENVIRONMENTAL RELIABILITY STEWARDSHIP Maintain f.Asmea Meet re¢uialory requkwmmts, �. and nq.lpmenl to e¢ promote nuairinehlllly, end dependable, fe5slleei, and 1 Id-tifyan0 reduce long 1-6n, nir{huHvns tv rllmxe chan¢a GOALS r GOALS GOAL3 " SAFETY AND WORKFORCE SECURITY DIVERSITY AND GOAL 4 DEVELOPMENT twine aSare, secure, and P eealihrul workplace GOVERNANCE ge41e ednrxe .mpner.r - hai m e eeY aed AND FISCAL r �' addeessea[hreaYn RESPONSIBILITY 1O"1tl11°r" hacYgrvends _ tiph°ra Ime¢nry, nl , an6 wise ci-t Anancie! managem Nan vffecHw ¢vvarnln¢ v, mode! CUSTOMER AND COMMUNITY Provide Exceptional Customer Service Earned high average customer satisfaction rating of 3.94 out of 4.0 on collection system emergency calls Launched "Go with the Flow" public outreach bike tours Received a 95% customer satisfaction rating on the Walnut Creek, Phase 16 construction project Oversaw 56,137 visits to the Household Hazardous Waste Collection Facility, Reuse Room, and Residential Recycled Water Fill Station Operated a new Recreational Vehicle Wastewater Receiving Station as a three-year pilot at no -charge for customers Hosted 43 participants in citizens' academy (Central San Academy) Continued to communicate with customers and stakeholders Continued to remain active in professional and industry organizations _ 'p.. -:=fir s 3 ENVIRONMENTAL STEWARDSHIP Strive to Meet Regulatory Requirements, Promote Sustainability, and Identify and Reduce Contributions to Climate Change and Mitigate its Impacts. Received the National Association of Clean Water Agencies Platinum 26 Award Executed 16,996 pipeline cleaning work orders on schedule 99.53% of the time Maintained a high service reliability rating (0.58 spills per 100 miles of pipe) Developed a Fleet Electrification Strategic Plan to ensure compliance with California's Advanced Clean Fleets Regulation Served 24,101 elementary through high school students with science -based education programs Continued to explore partnerships with other agencies in the regional development of local water supply Distributed 227.5 million gallons of recycled water to external customers Finished construction of a 2.16 -megawatt solar energy project 4 January 9, 2025 Special Board Meeting Agenda Packet - Page 72 of 93 Page 35 of 39 WORKFORCE DIVERSITY AND DEVELOPMENT Recruit, educate, empower, and retain a workforce from diverse backgrounds Hosted 45 students and recent graduates in the fourth Externship Program Piloted a peer-to-peer recognition program Negotiated and implemented 3.75% cost of living adjustment for employees Hosted 140 children for Bring a Child to Work Day Held Employee Appreciation Event and Innovations Fair Concluded the fourth Management Academy with 22 graduates Kicked off the Supervisory Academy with 26 participants Continued the Mentorship Program with 4 mentor pairings Wellness Committee hosted Cake Walks Developed DEI Strategic Framework Executive Summary and Inclusion Model draft documents 5 GOVERNANCE AND FISCAL RESPONSIBILITY Uphold integrity, transparency, and wise financial management in an effective governing model Held Board meetings virtually to facilitate public participation Administered $173.1 million State Revolving Fund loan for the Solids Handling Facility Improvements - Phase 1A Earned the Government Finance Officers Association (GFOA) ; 4 Certificate of Achievement for Excellence in Financial Reporting for the 23rd consecutive year Received the GFOA Distinguished Budget Presentation Award for the 6th consecutive year Continued to develop budgeting tools and financial reports Presented to and joined American Water Works Association Benchmarking Advisory Committee I ,OW, 4 January 9, 2025 Special Board Meeting Agenda Packet - Page 73 of 93 Page 36 of 39 Page 37 of 39 SAFETY AND SECURITY Provide a safe, secure, and healthful workplace*_ 4► that foresees and addresses threats Acted on all Safety Suggestions in <45 days k Employee injury and illness lost time incident rate of 2.3 Completed and issued several audits Miscellaneous Assets Review, Phase II Capital Projects Design -only Y Replaced employee, temp, intern, onsite contactor badges ` with improved security capability and new design V Implemented various cybersecurity measures to improve endpoint and network security and address organization - wide workstation patching ei-WN C INFRASTRUCTURE RELIABILITY Maintain facilities and equipment to be dependable, resilient, and long lasting. Formalized Condition Assessment Process in Asset Management Plan _ Piloted transferring the pumping stations preventative maintenance work orders to Cityworks on the San Ramon r - Pumping Station Constructed the Influent Pump Electrical Improvements and �-r• Return -Activated Sludge Piping Renovations ` Seismically retrofitted the Laboratory building ... Renovated the steam and aeration blower operational process by installing three high-speed blowers fi Initiated the construction of the Solids Handling Facility Improvements - Phase 1A ` Entered Phase 2 of Enterprise Performance Management (EPM) capital budgeting implementation `J _ Piloted ProCore construction management software I January 9, 2025 Special Board Meeting Agenda Packet - Page 74 of 93 Page 38 of 39 ONINNOVATION AND AGILITY r - Optimize operations for continuous improvement, 4 and remain flexible and adaptable A" Released Aquasight Apollo dashboard Full-scale piloting on solids dewatering and influent pumping •�` Continued leveraging Oracle Modernized the permitting system using Oracle Permitting and Licensing (OPAL) ■ �� ^ 1 Implemented Journeys module for tracking employee items +.r � R Implemented the Warehouse Management System to fully automate all issues, receipts, and inventory cycle counts Installed a Membrane Aerated Biofilm Reactor (MABR) pilot to help meet potential future nutrient regulatory limits while reducing \h capital investments for new equipment r� , Began electronic scanning to track HHWCF and Residential Recycled p' Water Fill Station visitors Implemented the new environmental management system Klir Developed, negotiated, and implemented the Limited Duration Position Program to assist with project -based peak workloads. I Objectives for FY 2024-25 Continue to educate, perform outreach, advocate, and communicate Select consultant for long-term compliance plan for nutrient regulations Continue working with project partners on recycled water expansion Begin purchasing solar energy from the newly constructed array Pilot test a new learning management system, Pryor Learning Expand and formalize the Employee Appreciation and Recognition Program Continue work to advance the DEI initiative Construct Phase 1 of Aeration Basins Diffuser Replacement Project Continue work on roadmaps to improve enterprise governance of information technology 10 January 9, 2025 Special Board Meeting Agenda Packet - Page 75 of 93 Page 39 of 39 11 January 9, 2025 Special Board Meeting Agenda Packet - Page 76 of 93