Strategic Business Plan Implementation Status Report for FY

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1 Goal 1: CMSA will continue to operate and maintain its wastewater facilities to produce high quality effluent and biosolids, and to meet or exceed changing regulatory requirements. 1.1: Further enhance the Agency's asset management program. (Mike Cadreau, Maintenance Supervisor) a. Develop a condition assessment program and associated decision making processes for the Agency's assets. Completed during FY (Also refer to Goal 1, Objective 1b) b. Utilize the condition assessment results in the Agency's preventative maintenance program. Developed templates for asset plans and maintenance strategies for all critical assets. Developed assessment forms to compare the costs of repairing, refurbishing, or replacing assets with identical or different technology. Reviewed and modified Preventative Maintenance (PM) schedules based on condition assessment data in CMMS and residual asset life. Established procedures to modify/update PM checklists monthly as PM tasks are completed. An annual review of the PM schedule is completed in March. c. Develop a long-term risk and condition-based asset funding model. Established criteria for determining trigger points for decision making for repairs, refurbishments, or replacement based on asset plans and historical data. The Agency s 10-Year Capital Improvement Plan incorporated condition assessment information to determine scheduling of maintenance activities over the next 10 years. d. Prepare comprehensive inventory management program for critical equipment, materials, supplies and parts. Developed formal inventory management program and established procedures to conduct a physical inventory annually in February. Reorganized the various stockrooms around the Agency. Identified critical spares for all assets on the critical asset list and reset reorder points for consumables, parts and supplies to streamline purchasing from monthly to semiannually. Page 1

2 1.2: Continuously improve the performance of the treatment plant s operational processes and systems. (Jean St. Louis, Operations Supervisor) a. Periodically review process equipment and systems to identify opportunities for improvements. The Agency is working with its Process Consultant, Dr. Paul Pitt, to perform a chemically enhanced primary treatment study to optimize solids in the primary clarifier in October b. Evaluate new technologies being used in the wastewater industry for applicability at the Agency. The Agency s Process Control Team is reviewing Rotary Drum Thickeners as a replacement option for the aging DAF system. The Agency is awaiting Dr. Pitt s analysis on the effects of co-thickening primary sludge with waste activated sludge (WAS) prior to delivery into the Anaerobic Digesters. Reviewed options to conduct pilot studies on Oxygen Infusion Technology in the activated sludge system for potential energy savings. c. Develop an implementation plan for the identified improvements and technologies. The construction of the new Fats, Oil & Grease (FOG) and foodwaste receiving facility is nearing completion. Agency staff is being trained on the new digester and FOG and foodwaste receiving facility. The facility will become fully operational in FY (Also refer to Goal 3, Objective 1e and Goal 4, Objective 1e) The Agency has formed an internal team for the Sludge Thickening Project. The team has developed and issued a Request for Proposal for design services. The selection of an engineering firm will take place in September d. Develop and implement a secondary flow equalization strategy. The Agency s Process Control Team discussed performing a study on steady state flow through the primary sedimentation basins and the potential benefits and drawbacks of equalizing flow on downstream process equipment. CMSA staff tested equalizing flow theory through the treatment plant in the summer of 2011 and has engaged the Agency s process expert, Dr. Paul Pitt, to design a performance study. The Team has received a draft scope of study from Dr. Pitt and will be discussing internally when to carry out the study. Page 2

3 1.3: Proactively develop and implement strategies to meet changing regulatory requirements. (Rob Cole, Environmental Services Manager) a. Negotiate realistic and reasonable terms and conditions for the Agency s 2012 NPDES permit. b. Prepare a phased, multi-year implementation plan to monitor and/or reduce wastewater blending, if required by the Regional Water Quality Control Board. c. Participate in organizations that advocate on behalf of wastewater entities before state and federal regulators. These Actions were completed during FY d. Develop and/or update strategies and plans to meet anticipated regulatory requirements. No activities to-date. The conditions that warrant action for this Action have not occurred. Goal 2: CMSA will continually improve financial management programs to ensure transparency, financial sustainability, and sound fiscal management. 2.1: Prepare financial documents in accordance with the Governmental Finance Officer Association s (GFOA) recommended best practices. (Heidi Lang, Financial Analyst) a. Train supervisory staff on fundamentals of governmental accounting and budgeting and the use of financial documents. The CMSA Board adopted revised Financial Policies and Procedures in July The General Manager conducted a training session with all agency staff regarding changes to financial policies. Page 3

4 2.1: Prepare financial documents in accordance with the Governmental Finance Officer Association s (GFOA) recommended best practices. b. Identify GFOA best practices that could be utilized by the Agency. The Agency received the GFOA Distinguished Budget Presentation Award for its FY Budget Presentation. GFOA evaluators noted a significant improvement in this second budget presentation when compared to the Agency s first effort at developing the FY Budget using GFOA guidelines. The Agency s Financial Analyst attended two GFOA budget training seminars: How to Build a Better Budget Document and How to Present Departmental Information in Operating Budget. CMSA will be incorporating some of these techniques into its FY Budget. c. Define key performance indicators and develop a public reporting document that links finances to operational results. Finance Department began research on how to link finance to operational results. Finance staff met with Napa Sanitary District to learn how that District measures its performance and issues an annual Performance Measurement Report to accompany its annual budget. Staff will access the resources and tools available to assemble the financials and performance information into a report and determine timeframe to issue the first report. 2.2: Enhance interdepartmental capital program planning and project implementation. (Brian Thomas, Engineering Manager) a. Utilize a capital improvement planning team to manage and administer the Agency s Capital Improvement Program. The CIP team is responsible for developing the annual and 10-Year CIP Program for inclusion into the annual Agency Budget. The CIP team is responsible for CIP procurement, project oversight and budget performance once the annual Budget has been adopted. Page 4

5 2.2: Enhance interdepartmental capital program planning and project implementation. b. Develop standardized assessments for use in capital project decision making and reporting. Ongoing and dependent on Goal 2, Objective 2b. c. Develop new reports for capital project implementation and management. Ongoing and dependent on Goal 2, Objectives 2b and c. 2.3: Broaden financial policies and procedures to further align procurement and contracting practices with public contracting standards. (Brian Thomas, Engineering Manager) a. Periodically review financial policies and procedures and update or supplement them as appropriate. The CMSA Board has adopted a revised Hauled Waste Policy and Fee Ordinance to include the acceptance of foodwaste and Fats, Oils and Grease for disposal at CMSA. (Also refer to Goal 4, Objective 1e) b. Develop and utilize California Uniform Public Cost Construction Accounting Act (CUPCCAA) informal bidding procedures. The CMSA Board recently updated the Agency s Financial Policies (560 - Signature Authority and Contracting) and Bid Cost Thresholds and Bidding Procedures for Construction Services Ordinance (2013-3) to align with updated CUPCCAA guidelines. Staff will monitor the State Controller s Office website for updates to the CUPCCAA guidelines. c. Develop a forecasting analysis for chemical pricing. This Action was completed during FY d. Prepare a guidance document to assist in selecting the appropriate procurement or contracting method. Completed during FY (Also refer to Goal 2, Objective 2b) Page 5

6 Goal 3: CMSA will incorporate green business principles in its short and long-term planning. 3.1: Consider energy efficiency and environmental sustainability in Agency projects, initiatives, and business practices. (Kit Groves, Electrical/Instrumentation Supervisor) a. Maintain Green Business certification status with the County of Marin. No activities to-date. The County has not yet scheduled CMSA for recertification. b. Conduct an energy audit of the Agency s facilities and equipment. The Agency has been on a waiting list for the past year to receive a free energy audit from the regional US Environmental Protection Agency (EPA). Since it is unlikely that the US EPA would be providing this service in the near future, the Agency has begun to seek out other sources of funding to conduct an energy audit. Two potential sources are State grants from the California Energy Commission s Partnership Program or the California Public Utility Commission s California Waterwater Process Optimization Program. The Agency will be evaluating which grant to apply for during FY c. Perform a greenhouse gas audit of the treatment plant. The CMSA Board approved funding a Greenhouse Gas Study in the Agency s FY Budget. The Agency developed an Agreement with CH2MHill to conduct the Study which was approved by the Board in July Worked on the study has begun and will be completed by the end of this calendar year. d. Review results of the audits for implementation if economically feasible. No activities to-date; is dependent on Goal 3, Objective 1c. e. Implement projects to enhance the production of biogas. The construction of the new FOG and foodwaste receiving facility is nearing completion. Staff from the Agency and Marin Sanitary Service (MSS) has received training on the operation of the facility to receive foodwaste. The facility will become fully operational in FY Page 6

7 3.1: Consider energy efficiency and environmental sustainability in Agency projects, initiatives, and business practices. 3.2: Develop a strategy for promoting and/or increasing the beneficial use of the Agency s products. (Jason Dow, General Manager) f. Increase use of recycled products when economically feasible. No activities to-date; is dependent on Goal 3, Objective 1a. a. Develop a policy for the beneficial use of the Agency s products. The SBP Steering Committee has been discussing a policy that was drafted by two members of the committee. A final draft of the policy will be presented for Board review in Fall b. Explore opportunities for the use of reclaimed water. The Agency s General Manager has had discussions with his new counterpart from Marin Municipal Water District (MMWD) in February 2013 about collaborating on a potential reclamation project in the future. They agreed that there were many opportunities in the MMWD service for the use of recycled water to offset potable water use including the use of recycled water at San Quentin State Prison, which is MMWD s second largest customer. CMSA and MMWD representatives met again in June 2013 to discuss conducting a joint study. MMWD expressed interest in examining opportunities close to CMSA due to the high cost associated with a reclaimed water distribution system. The CMSA Board formed an ad hoc committee (Commissioners Boro and Egger) to work with CMSA staff and MMWD representatives to develop the scope for a recycled water feasibility study in the MMWD/CMSA service area. CMSA sent MMWD a letter of interest for a joint study and the MMWD Board Operating Committee will discuss the study at its September 2013 meeting. c. Expand material and commodity reuse and recycling programs within the Agency. The Agency has started to track recycling and reuse activities and the results are reported in an annual Green Business Report. Page 7

8 3.2: Develop a strategy for promoting and/or increasing the beneficial use of the Agency s products. d. Identify, monitor, and evaluate beneficial use opportunities for biosolids. The Agency is a member of a Bay Area Biosolids to Energy (B2E) coalition that is studying the technology and opportunities to use biosolids as a renewable energy source. The General Manager attends monthly meetings and briefs the Board and staff on the status of the ongoing efforts. B2E had developed a Request for Proposal for a regional B2E facility. Five firms have been prequalified to submit proposals which are due in late October The goal is to select a firm by early B2E is recruiting an executive director who will carry out the goals of the B2E coalition such as managing the process to select a firm, overseeing advocacy and public outreach efforts, executing contractual agreements for the construction of the regional B2E facility(ies). Goal 4: CMSA will lead or actively participate in collaborative discussions and efforts to address regional environmental opportunities and challenges. 4.1: Identify regional issues and lead or participate in their resolution. (Rob Cole, Environmental Services Manager) a. Monitor issues that could directly impact wastewater agencies. The Agency is actively monitoring these issues: Blending. Ruling by U.S. 8th District Circuit Court that the US EPA only has authority to monitor and regulate end of pipe receiving water requirements. Nutrient Removal. The State Regional Water Quality Control Board is conducting a 2-year study on this subject towards developing a nutrient watershed permit. b. Identify appropriate organizations for Agency participation. This Action was completed during FY Page 8

9 4.1: Identify regional issues and lead or participate in their resolution. c. Assign appropriate staff to represent the Agency at regional organizations. This Action was completed during FY d. Promote interagency coordination on capital projects and explore regional benefits of collaborating on joint ventures. The Agency and San Rafael Sanitation District have executed a Memorandum of Understanding (MOU) for asset maintenance and ownership. The Agency, Ross Valley Sanitary District and the Sanitary District No. 2 of Marin County have developed a draft MOU for asset maintenance and ownership. The JPA managers have reestablished a JPA supervisors group consisting of the CMSA Treatment Plant Manager and key collection systems staff from each JPA. This group meets monthly to coordinate wet well/gravity line cleaning and wastewater sampling of each collection system and to share information on Agency and Districts activities. e. Partner with other local entities to reduce greenhouse gas emissions. The Agency has executed a Food Processing and Disposal Agreement with Marin Sanitary Services (MSS) for the Food-to-Energy (F2E) project. MSS will supply pre-processed foodwaste to CMSA for further processing and ultimately for the production of biogas. Both CMSA and MSS have secured the necessary operating permits for its respective operational F2E responsibilities. The CMSA Board has adopted a revised Hauled Waste Policy and Fee Ordinance to include the acceptance of foodwaste and Fats, Oils and Grease for disposal at CMSA. (Also refer to Goal 2, Objective 3a.) The Agency drafted a Standard Operating Procedure for the FOG/F2E receiving facility pursuant to a NPDES permit requirement and submitted it to the Regional Water Board. Page 9

10 4.2: Collaborate with other local agencies in sharing of services and resources. (Jason Dow) a. Consider providing Agency services to local agencies when requested and develop contracts as appropriate. The Agency entered into two agreements during FY to provide Agency staff and expertise for the following: Resumed administration of the Fats, Oil and Grease program for the Ross Valley Sanitary District. Implement and administer the Mercury Source Control program for the Novato Sanitary District. b. Identify opportunities with local agencies to share services and/or resources and develop a contract or agreement as appropriate. The Agency worked in concert with its JPA member agencies in September 2012 to facilitate the shutdown of the collection and treatment system. The simultaneous shutdown which took place at midnight and lasted only a few hours, involved careful planning with all stakeholders over a threemonth period. The shutdown allowed CMSA and the JPA members to perform critical maintenance and installation work to their respective systems. c. Identify and initiate beneficial pooled purchasing opportunities for commodities and services. While the Agency did not join in the Bay Area Chemical Consortium (BACC) until late June 2013, the BACC chemical suppliers agreed to provide sodium bisulfite, sodium hypochlorite and ferric chloride to CMSA at the FY 14 unit price for the BACC Marin-North Bay region. This resulted in substantial budget savings when compared to the previous process whereby the Agency would seek bids from chemical suppliers for each type of chemical used. (Also refer to Goal 2, Objective 3c) Page 10

11 Goal 5: CMSA will retain and attract high quality employees by providing a work environment that motivates staff and fosters professional development. The progress for this goal came to an unexpected halt this past year when the staff person who initially volunteered to be the coordinator and lead for many of the objectives and actions in this goal resigned from the Agency. The Agency s Administrative Services Manager and Administrative Assistant are now the current coordinators for this goal. The Agency recently initiated discussion with CPS-HR Consulting, a selffunded state agency, to assist the Agency with a review of its existing employee performance evaluation and merit award programs. Many of the actions will take place during FY : Design and implement training and processes that support a culture of leadership and professional growth. (Executive Team) a. Inventory and evaluate current training programs and assess the need for additional training to support professional development. This Action was completed during FY b. Develop an Agency-wide training policy. No activities to-date due to short-term staffing constraints. c. Incorporate training elements into each employee s annual workplan. Ongoing and dependent on Goal 5, Objective 1b. d. Provide internal and external training resources to promote professional development. Ongoing and is dependent on Goal 5, Objectives 1b and c. Page 11

12 5.2: Create meaningful opportunities to participate in and contribute to organizational success. (Gretchen Mueller, Environmental Services Analyst and Kate Brouillet, Administrative Assistant) a. Provide opportunities for employees to participate in the planning and implementation of Agency initiatives. Ongoing. Employees throughout the organization are encouraged to participate in Agency initiatives such as the SBP and capital planning by serving on project and initiative teams. b. Encourage employees to volunteer for leadership/committee assignments in industry organizations. Ongoing. Also refer to Goal 1, Objective 3c and Goal 4, Objective 1b. c. Conduct a needs assessment for employee workspaces and develop a plan for modifications to optimize productivity. Limited activities to-date due to short-term staffing constraints. d. Initiate a biannual organizational culture survey and evaluate and share results with staff. Limited activities to-date due to short-term staffing constraints. e. Develop standardized elements in annual performance reviews to solicit feedback regarding organizational improvement. No activities to-date due to short-term staffing constraints. The Agency will be seeking assistance from human resources consultants to develop a process for eliciting employee input. Page 12

13 5.3: Improve recognition of employee work performance. (Hank Jen, Administrative Services Manager) a. Promote and acknowledge exceptional performance by employees and the Agency. This Action was completed during FY b. Develop a standardized format with classification-specific criteria for performance evaluations. c. Develop a consistent method for providing feedback during annual employee performance evaluations. d. Develop a standardized evaluation procedure for the merit award program. No activities to-date for Objectives 3b, c and d due to short-term staffing constraints. The Agency will be seeking assistance from human resources consultants to develop a process for eliciting employee input. Goal 6: CMSA will enhance its internal and external communication programs. 6.1: Enhance outreach to external stakeholders. (Kate Brouillet, Tuomas Groves, Information Systems Analyst a. Promote public awareness of industry issues and trends. Produced an annual Green Business Report in brochure format which is distributed by Environmental Services staff at public events. The Agency has been updating the layout, content, navigation and functionality of its website and webpages. Page 13

14 6.1: Enhance outreach to external stakeholders. b. Develop and maintain a list of stakeholders to receive Agency communications. This Action was completed during FY c. Develop a web-based application to allow stakeholders to sign-up for and receive Agency announcements. The Agency is investigating approaches to collecting and maintaining contact information collected via the Agency website from interested parties. d. Expand webcam page to allow stakeholders to view Agency facilities and projects. Ongoing. Use of webcam is on a case-by-case basis with consideration on cost of webcams and wiring installation and online maintenance. 6.2: Develop standardized departmental formats for information sharing. (Kate Brouillet) a. Standardize the use of calendaring software for Agency-wide use. Completed: The Agency has implemented the use of Google calendars to maintain the Agency s master calendar for trainings, meetings, reservation of conference rooms, and staff leaves. Each department is also maintaining its own calendar. The Google calendar system allows staff across all levels of the organization to view Agency and department activities. b. Develop standardized departmental formats for information sharing. Agency departments are preparing periodic inter-departmental memos and/or reports used to disseminate information on current and future Agency activities: weekly O&M reports, Engineering reports, and memos related to San Quentin Village and San Quentin Prison are prepared and distributed on a regular basis and posted on the employee bulletin board. Page 14

15 6.2: Develop standardized departmental formats for information sharing. c. Inventory Agency and departmental information sharing needs. Efforts have been underway to update the records filing system for official Agency documents. An Inventory has been completed of all Agency paper files and a filing system has been developed. Filing of documents under a new system is 50% complete. Once filing has been completed, the Administrative Assistant will create a catalog and procedure on how to locate and file documents. d. Implement solutions to any important information sharing needs. Ongoing and dependent on Objectives b and c. 6.3: Implement technologies and systems that facilitate access to and use of information. (Tuomas Groves) a. Obtain legal guidance on what information must be retained in hard copy. No activity to-date; activity to take place during FY b. Retain an information management consultant. No activity to-date; activity to take place during FY c. Develop an information management master plan that addresses ongoing planning and coordination of information technology needs. d. Initiate implementation of the information management master plan. Status for both Actions c and d: The Agency began upgrading its Supervisory Control and Data Acquisition (SCADA) System this year which monitors the wastewater treatment processes, equipment and systems. Testing has been successfully completed on the new system s functionality and over the next year, the design of the SCADA screens that monitor the different processes will be completed. Page 15