commission meeting minutes august 23, 2016 · 2016-09-21 · commission meeting minutes august 23,...

COMMISSION MEETING MINUTES August 23, 2016

Meeting held at 1434 Air Rail Avenue, Virginia Beach, VA 23455 of 22

No. Topic Page 1. Awards and Recognition 3-6

a. National Association of Clean Water Agencies (NACWA) Awards 3-4

b. Service Award 4

c. Other Awards 5-6

2. Consent Agenda 7

a. Approval of Minutes 7

b. Contract Awards 7

c. Task Orders 7

d. Contract Change Orders 7

e. Sole Source 7

3. Deep Creek Interceptor Force Main Risk MitigationInitial Appropriation

8

4. Nansemond Treatment Plant Digester RehabilitationAdditional Appropriation

9

5. Regional Hydraulic Model and Other Consent Order RequirementsAdditional Appropriation and Task Order

10-11

6. 1317 Vernon Street, Vernon Street and Franklin Road, Gloucester Point,Virginia (RPC Numbers: 24250, 11551 and 20687)Acquisition of Real Property

12-13

7. Nutrient Compliance Plan for Rappahannock and York River Basins Update 14-15

8. Nutrient and Sediment Trading to Meet Hampton Roads’TMDL Stormwater Goals

16-18



No. Topic Page 9. Virginia Beach Transit Extension (Light Rail) and VDOT I-264 Improvements 19

10. Unfinished Business 20

11. New Business 20

12. Commissioner Comments 20

13. Public Comments Not Related to Agenda 20

14. Informational Items 20

a. Management Reports 20

b. Strategic Planning Metrics Summary 20

c. Effluent Summary 20

d. Air Summary 20

15. Freedom of Information Work Session 20

16. Closed Meeting – Discussion with Legal Counsel and Staff RegardingLitigation

21

17. Reconvened Meeting 21

18. Announcements 22



Name Title Present for Item Nos.

Elofson, Frederick N. Commission Chair 1-18 Lynch, Maurice P. Commission Vice-Chair 1-18 Bredemeyer, Arthur C. Commissioner Absent Glenn, Michael E. Commissioner 1-18 Lakdawala, Vishnu K. Commissioner 1-18 Levenston, Jr., Willie Commissioner 1-18 Rodriguez, Stephen C. Commissioner 1-18 Rotkis, Susan M. Commissioner Absent

1. AWARDS AND RECOGNITION

Action: No action required.

Brief:

a. Chairman Elofson presented the 2015 National Association of Clean WaterAgencies (NACWA) awards announced during the annual summerconference.

NACWA’s Peak Performance Awards recognize member facilities foroutstanding compliance with their National Pollutant Discharge EliminationSystem (NPDES) permits. Silver Awards recognize facilities that havereceived no more than five permit violations per calendar year. Gold Awardshonor those who have achieved perfect permit compliance for an entirecalendar year while Platinum Awards recognize 100 percent compliance forat least five consecutive years.

Each of HRSD’s 13 treatment plants were recognized for outstandingcompliance during calendar year 2015, a remarkable accomplishment, andearned the following awards:



Award Plant Platinum 29 Army Base Treatment Plant Platinum 21 Williamsburg Treatment Plant Platinum 20 Virginia Initiative Plant Platinum 14 Boat Harbor Treatment Plant Platinum 14 Nansemond Treatment Plant Platinum 8 York River Treatment Plant Platinum 6 Chesapeake-Elizabeth Treatment Plant Platinum 5 West Point Treatment Plant Gold Atlantic Treatment Plant Gold Central Middlesex Treatment Plant Gold King William Treatment Plant Gold James River Treatment Plant Silver Urbanna Treatment Plant

b. Service Awards

Chair Elofson presented a service award to Chris Traylor, Atlantic TreatmentPlant Lead Operator, who marked his 20th year of service with HRSD onAugust 2. Chris was hired in July 1996 as a summer helper at the AtlanticTreatment Plant. He became a full-time plant operator assistant at the JamesRiver Treatment Plant in August and was promoted to plant operator at theNansemond Treatment Plant in December. Chris transferred to the AtlanticTreatment Plant in February 1999 and was promoted to lead operator atNansemond in November of 2011. He transferred back to the AtlanticTreatment Plant in May 2013, where he is now a lead operator. Chris holds aClass 1 Wastewater Operators License and is currently working towards aCivil Engineering degree. Chris has provided valuable knowledge andassistance in several large projects including the Ostara project atNansemond, the Combined Heat and Power project at Atlantic, the Atlanticupgrade implementation and Distributive Control Systems (DCS) training.Chris is also actively involved in development of apprenticeship classes andis teaching four apprenticeship classes this year. He enjoys coaching sportswith his daughters.



c. Awards

(1) American Heart Association – HRSD has been named a 2016 Gold Level Recipient of the American Heart Association’s Fit-Friendly Worksite Recognition Program. This award distinguishes employers who champion the health and fitness of their employees by creating a culture of wellness in the workplace. HRSD was nominated by its Wellness provider, Optima Health. This is the first time HRSD is receiving the award for its employee wellness program, My Health, My Wealth. Requirements for the Gold level award incorporate physical, nutritional and cultural criteria. HRSD has a dedicated on-site Wellness Specialist who manages all aspects of the Wellness program. Some of the program highlights include a comprehensive wellness incentive program, tied to a lower health insurance deductible and cash incentives, free onsite biometric screenings and flu and tetanus clinics, outdoor boot camp classes, participation in community walk/run events, on-site nutrition classes, treadmill desks and a partnership with Web-MD offering online tools and resources to employees. Taylor Hart, Heart Walk Development Director and Elisa Wills, Executive Director and Vice-President of Development, representing the American Heart Association, presented the award.

(2) The Virginia Water Environment Association (VWEA) Operations Challenge Recognition of Excellence Award for Outstanding Support award was presented to Stacie Metzler, Chief of Environmental Laboratory during the Virginia Water Environmental Association Operators Education and Operations Challenge Conference on July 13. Stacie has been actively supporting VWEA for 15 years in thefollowing roles:

• Member and former chair of the Laboratory Practices Committee –As a member of this committee, Stacie has presented at multipleworkshops and technical sessions covering regulatory issues,laboratory quality assurance and accreditation requirements.

• Coordinator for the Laboratory event for many VWEA OperationsChallenge Competitions over the last 12 years

• Board member for four years including one year as associationpresident

• Current member of the Government Affairs Committee and Vice-Chair of the Scholarship Committee



Stacie has also been actively supporting the Water Environment Federation (WEF) for 15 years in the following roles:

• Member and current chair of the Laboratory Practices Committee –This committee collaborates with the Government Affairs andDisinfection and Public Health Committees, addressing regulatoryissues and preparing education materials.

• Current Chair of the Operations Challenge Committee – Thiscommittee provides educational opportunities for Operators onissues related to laboratory analysis, safety, maintenance, processmonitoring and collections.

• Former Operations Challenge Laboratory Event Coordinator – Aslaboratory event coordinator, Stacie implemented a team approachchallenge based on the Biochemical Oxygen Demand (BOD)analytical method that is used to meet permit requirements.

Attachment: None

Public Comment: None



2. CONSENT AGENDA

Action: Approve the items listed in the Consent Agenda.

Moved: Maurice Lynch Ayes: 6 Seconded: Willie Levenston Nays: 0

Brief:

a. Approval of minutes from previous meeting.

b. Contract Awards

1. Aqua Ammonia Blanket Purchase Agreement $295,690

2. Army Base Treatment Plant Improvements Phase III $318,150

c. Task Orders

1. Army Base Treatment Plant Improvements Phase III $704,466

2. Pump Station Generators $676,711

d. Change Orders

1. Coating Consulting and Inspection Services $95,000

2. Unifier Primavera Annual Maintenance and HostingContract

$578,574

e. Sole Source

1. Rockwell Automation Software and Support

2. SPX Flow Lightnin® Refurbished Mixer Gearboxes

3. TipTrak™ Bucket Conveyor Belt Assembly

4. Jpixx LLC Video Production Services

Item(s) Removed for Discussion: None Attachment #1: Consent Agenda Public Comment: None



3. DEEP CREEK INTERCEPTOR FORCE MAIN RISK MITIGATIONINITIAL APPROPRIATION

Action: Appropriate total project funding in the amount of $2,482,800.

Moved: Stephen Rodriguez Ayes: 6 Seconded: Michael Glenn Nays: 0

CIP Project: NP013400

Project Description: The project is to study, design and construct a 3,500 linearfoot force main to reroute the discharge flow from Chesapeake Pump Station (PS)54 to the HRSD Interceptor Force Main (IFM) located on Shell Road inChesapeake. The force main will be dedicated to the City of Chesapeake uponcompletion of the project. Chesapeake PS 57 will also be reconnected at thislocation. The private pump station serving 1500 Steel Street will be reroutedthrough the existing City force main running north along Steel Street. The privatepump station will be evaluated and upgraded if warranted by new head conditions.The existing 24-inch HRSD IFM will be abandoned in this area to address concernsby Dominion Virginia Power (DVP). The 24-inch HRSD force main will beabandoned with flowable fill wherever it is practical and necessary.

Funding Description: The total cost for this project is estimated to be $2,482,800and is based upon a recent cost estimate for installation of a new 6-inch diameterforce main and abandonment of the 24-inch IFM. Whitman, Requardt & Associates,LLP (WRA) will provide preliminary engineering report and design services for thiswork under the Interceptor System Projects annual services contract. DVP willreimburse HRSD for an initial design analysis (PER) as described in an agreementbetween the two entities. Future efforts will be negotiated with DVP after the PERstage is completed.

Schedule: PER September 2016 Design February 2017 Bid October 2017 Construction November 2017 Project Completion November 2018

Attachment: None




4. NANSEMOND TREATMENT PLANT DIGESTER REHABILITATIONADDITIONAL APPROPRIATION

Action: Appropriate additional funding in the amount of $405,758.

Moved: Willie Levenston Ayes: 6 Seconded: Vishnu Lakdawala Nays: 0

CIP Project: NP013300

Budget $1,099,042 Previous Expenditures and Encumbrances ($701,589) Available Balance $397,453 Proposed Contingency $250,800 Project Shortage $154,958 Requested Additional Funding $405,758 Revised Total Project Authorized Funding $1,504,800

Project Description: This project will rehabilitate the digester floating covers at the Nansemond Treatment Plant over a two-year period. The rehabilitation activities include blasting and coating the internal and external surfaces of both digester covers and replaces all digester rollers and roller housings.

Funding Description: This project is underway. The amount requested in the original appropriation action authorized by the Commission in January 2016 represented the CIP estimate in FY-2016. However, this estimate was expanded in the 2017 CIP because of deteriorated conditions discovered inside the digester tanks and roller boxes. This request brings the total project budget to the amount approved in the 2017 CIP.

Schedule: PER November 2014 Design January 2015 Bid December 2015 Construction April 2016 Project Completion May 2017

Attachment: None




5. REGIONAL HYDRAULIC MODEL AND OTHER CONSENT ORDERREQUIREMENTSADDITIONAL APPROPRIATION AND TASK ORDER

Actions:

a. Appropriate additional funding in the amount of $2,993,900b. Approve a task order for Brown and Caldwell in the amount of

$2,993,900.

Moved: Maurice Lynch Ayes: 6 Seconded: Michael Glenn Nays: 0

CIP Project: GN012110

Budget $128,093,142* Previous Expenditures and Encumbrances ($127,593,418)* Available Balance $499,724* Proposed Task Order to Brown and Caldwell ($2,993,900) Requested Additional Funding ($2,993,900) Revised Total Project Authorized Funding $131,087,042

*Includes all Consent Order CIPs: GN012110, GN012112, GN012113, GN012114,GN012115, GN012120, GN012130, GN012140, GN012150, CE011900, AT013800, JR013300, MP012800

Contract Status: Amount Original Contract with Brown & Caldwell $1,672,040 Total Value of Previous Task Orders $46,494,730 Requested Task Order $2,993,900 Total Value of All Task Orders $49,488,630 Revised Contract Value $51,160,670

Project Description: Engineering services, system inspections and software expenses are required to create a fully functional extended state hydraulic model for the specified portions of the regional sanitary sewer system. Model features and engineering services to include extended state simulation, GIS data integration, interoperability with the localities’ hydraulic models, training and database administration. Additional modeling efforts and software purchases for each of the localities and the Middle Peninsula are included as part of this project. Additional



task items to be completed as mandated by the Federal Consent Decree include overall program management and guidance, consent decree negotiation, locality coordination, capacity and condition assessment (an estimated 2-5 percent of the interceptor force mains and 100 percent of the gravity interceptors will need to be inspected for possible defects), public participation, overall Supervisory Control and Data Acquisition (SCADA) coordination, Sewer System Evaluation Survey (SSES) planning, rehabilitation planning and implementation, and preparation and implementation of the Regional Wet Weather Management Plan (RWWMP). Other related work includes: surveying of manholes and pumping stations, several consent order related studies and hydraulic model support to make sure other CIP projects fully comply with the Federal Consent Decree.

Funding Description: This request extends Brown and Caldwell’s contract through June 30, 2017.

Analysis of Cost: The fee for this task order is in line with Brown and Caldwell’s agreed upon rates and is in line with the task order.

Task Order Description: This task order will provide overall contract management for the Sewer System Repair and Force Main Condition Assessment contracts with T.A. Sheets Mechanical Contractors, Inc. Brown and Caldwell will prepare work orders, perform inspections of work tasks and prepare record drawings. This funding is through June 30, 2017. They will also perform an annual condition assessment report, which will be completed by December 2016.

They will also provide overall coordination and technical support for the RWWMP. They will provide Compliance Assistance, which will include Quarterly Briefings, Semi-Annual Reports and Annual Reports submitted to the U.S. Environmental Protection Agency (EPA) and Virginia Department of Environmental Quality (DEQ). There will be bi-weekly meetings with all members of the team from Brown and Caldwell, CDM Smith and HRSD. This funding will be through submittal of the plan on October 1, 2017 to EPA.

They will continue to support HRSD with many phases of the Management, Operations and Maintenance (MOM) Program update and implementation of the overall program. This task will provide funding through June 30, 2017.

Schedule: Project Completion October 2019 Attachment: None Public Comment: None



6. 1317 VERNON STREET, VERNON STREET AND FRANKLIN ROAD,GLOUCESTER POINT, VIRGINIA(RPC NUMBERS: 24250, 11551 AND 20687)ACQUISITION OF REAL PROPERTY

Actions:

a. Appropriate funding in the amount of $200,000.

b. Accept the terms and conditions of the Contract of Purchase withDonna and Malcom Combs, owners of property in Gloucester Point(RPC Numbers: 24250, 11551 and 20687) and authorize the GeneralManager to execute same, substantially as presented, together withsuch changes, modifications and deletions as the General Manager maydeem necessary.

Moved: Michael Glenn Ayes: 6 Seconded: Willie Levenston Nays: 0

Project Description: HRSD currently owns three vacant lots located in Gloucester Point, Virginia in close proximity to the Virginia Institute of Marine Science (VIMS) campus (RPC Numbers 20468, 20296 and 33746). These lots were purchased in 1992 with the intent to construct a future pressure reducing station on the site. HRSD has determined that there is no longer a need for a pressure reducing station in this area.

As development increased in the area and with the widening of the Coleman Bridge, the existing storm drainage system proved insufficient, and flow increasingly drained across HRSD lots onto the adjacent three lots owned by the Combs. Two of the lots are vacant and the third lot, (RPC 24250), is the primary residence of the Combs. HRSD has researched the possibility of making drainage improvements on our site but these improvements would be costly and difficult to accomplish without improvements to infrastructure not owned or maintained by HRSD.

With the drainage issues challenging and potentially expensive to resolve, staff determined that purchase of the Combs’ properties would be the best resolution of this issue. With all the property under HRSD ownership, there are many more options available to address the drainage issues. Additionally, the Virginia Institute of Marine Science (VIMS) has indicated interest in the lots owned by HRSD and the Combs (see VIMS Letter attached).



The funding request includes $140,000 purchase price, $10,000 for relocation expenses and $1,200 to satisfy back taxes. The balance will be available for building demolition and incidental expenses related to securing the properties. Staff believes a significant portion of this investment may be recouped with the future sale of these lots to VIMS.

The attached Contract of Purchase has been reviewed by HRSD staff and legal counsel.

Attachment #2: PowerPoint Presentation, VIMS Letter and Contract of Purchase




7. NUTRIENT COMPLIANCE PLAN FOR RAPPAHANNOCK AND YORK RIVERBASINS UPDATE


Brief: The 2016 update for the HRSD Nutrient Compliance Plan in theRappahannock and York River Basins is due to the Virginia Nutrient CreditExchange Association September 1, 2016. The submission deadline for the JamesRiver Basin has been extended to October 14, 2016 to provide time for final StateWater Control Board action on the draft allocations for the James River.

The Exchange is a voluntary body of more than 100 regulated municipalwastewater treatment plants and industrial facilities discharging nitrogen andphosphorus into the Chesapeake Bay watershed. The purpose of the Exchange isto coordinate and facilitate nutrient credit trading among its members with the goalof improving water quality in the Chesapeake Bay watershed efficiently and cost-effectively.

As set forth by regulation, the Exchange must submit a five-year compliance planschedule to the Department of Environmental Quality each February on behalf of allmembers of the Exchange. In order to provide time for compilation and review, theExchange requires that all members submit their individual plans to the Exchangeseveral months prior to the annual February deadline. The annual update adds anew fifth year (2021) to the rolling five year compliance plan period.

The HRSD plan for 2021 in the York River Basin is consistent with the 2020 planyear with minor changes in flow estimates. The Rappahannock River Basin hasbeen modified slightly to reflect improved nitrogen removal performance at theUrbanna Treatment Plant. Based on this performance, we will be able to reducethe required number of nitrogen credits by nearly 50%. The highlights of the planare noted below.

• York River Basin (King William, West Point and York River Plants): BothKing William and York River employ nutrient removal. The nutrientreductions at these facilities are sufficient to meet HRSD’s nutrientallocations through 2021.

• Rappahannock River Basin (Urbanna Treatment Plant): The plancontinues to require HRSD to purchase nutrient credits through theExchange to meet its allocation. The expenditure for credits needed to



comply with nutrient obligations in 2015 was approximately $16,000. HRSD’s lower demand for nitrogen credits in 2021 will save approximately $7,000. The cost to upgrade this facility for nutrient removal far exceeds the cost of credit purchase.

The Exchange uses the information provided by the annual updates to ensure that the plans on each basin are sufficient to meet the load allocations of nitrogen and phosphorus. HRSD successfully met the nutrient allocations in the James and York River basins for 2015 and anticipates continued compliance with the nutrient allocations in the York Basin through 2021. Sufficient credits are expected to be available in the Rappahannock River Basin to address the nutrient obligations for the Urbanna Treatment Plant.

A complete update on 2015 performance and future projections will be provided at the September Commission meeting when the proposed submission for the James River is presented for Commission review.

Attachment: None




8. NUTRIENT AND SEDIMENT TRADING TO MEET HAMPTON ROADS’TMDL STORMWATER GOALS

Action: Approve providing nutrient and sediment credits to Hampton RoadsLocalities to meet Total Maximum Daily Load (TMDL) goals through tradingagreements to be developed in consultation with the Localities and executedin Spring 2017.


Brief: The Chesapeake Bay TMDL requires local governments to develop actionplans to reduce nutrient and sediment discharges from stormwater sources to theChesapeake Bay. In accordance with the Virginia Watershed Improvement Plan(WIP), permitted stormwater systems are required to reduce discharged loads by 5percent during the current permit cycle (2016-2021 for Phase I MS4 systems), 35percent in the second cycle (2021-2026) and the remaining 65 percent in the thirdcycle ending 2031. The cost to meet this requirement in Hampton Roads has beenestimated to be as much as $1.8 billion.

HRSD has been subject to nutrient load limits since 2006. The original Waste LoadAllocations (WLA) were revised with the Chesapeake Bay TMDL, with the WIPrequiring a reduction to meet interim loads in 2017 and final loads by 2023.HRSD’s WLAs were established based upon the design flows of HRSD’s treatmentplants. Currently HRSD treatment plants operate well below design flows, as thosewere established to ensure capacity to support regional population projections in2040 and beyond. Annual average flows in 2015 were approximately 60 percent ofdesign flows.

HRSD has been working to install nutrient removal technologies at HRSD treatmentfacilities since 2007. Using a phased approach, HRSD has consistently been ableto discharge below permitted WLAs using basin aggregate loads (bubble permit) forthe James and York Rivers. HRSD’s one Rappahannock discharge currently meetsload requirements through nutrient credit purchase, the most cost effectiveapproach for that small facility.

As a result of plant flows well below design flows in combination with significantinvestment in nutrient removal technologies, HRSD currently discharges nutrientsand sediment (TSS) significantly below permitted limits and is projected to do so forthe foreseeable future. The difference between permitted mass load limits and



current performance provides ample capacity to absorb load reductions required from stormwater dischargers in Hampton Roads as an interim solution through 2036.

HRSD is pursuing a sustainable water initiative (SWIFT) that when fully implemented will reduce HRSD loads to a small fraction of HRSD’s current WLA. SWIFT will reduce HRSD loads well beyond what is required to permanently offset Hampton Roads’ stormwater nutrient and sediment load reductions.

With Virginia stormwater regulations requiring load reductions from all redeveloped properties, stormwater load reductions will occur throughout Hampton Roads over time as previously developed properties are redeveloped to meet these new stormwater standards. Given enough time, this redevelopment approach will result in reduced loads from stormwater sources required to meet Chesapeake Bay TMDL goals.

HRSD’s current performance can provide some of that required time through nutrient and sediment credits until SWIFT is complete and the loads can be permanently offset. The benefits of this approach are significant. Stormwater programs can be refocused away from expensive and challenging retrofit programs to addressing recurrent flooding and climate change adaptation, issues critically important to the region’s economy and quality of life. Additionally, the relief provided from the nutrient and sediment issues can free up resources to focus on bacteria impairments in local waterways, a significant impact on quality of life issues for the residents of Hampton Roads. An advantage for regulators and environmental groups is the certainty that this concept provides. The nutrient and sediment reductions will be gained from technologies implemented in advanced treatment plants and measured at the “end of pipe,” providing accurate and verifiable reductions in nutrient and sediment loading.

It is envisioned that this concept can be accomplished with trading agreements between HRSD and localities with the stated purpose of supporting a “Sustainable Redevelopment-Based TMDL Action Plan for Stormwater in Hampton Roads.” The agreements would establish a time line and provide certainty for localities and regulators that TMDL commitments will be met. The concept would then be incorporated into future MS4 and General Permits as the TMDL Action Plan.



With many issues still unresolved related to the Bay TMDL and ultimate WLAs, the initial concept would be to use term credits generated by HRSD while HRSD flows are well below design flows. The availability of these credits will diminish over time as regional flows increase to HRSD treatment plants, consuming the currently available excess capacity. HRSD projects adequate capacity to provide nitrogen and phosphorus (in both the James and York River Basins) and sediment (James only) MS4 credits through 2036 while still meeting HRSD’s WLAs. Upon approval and completion of SWIFT HRSD would provide permanent offset of all Bay TMDL required MS4 load reductions as identified in 2016. If SWIFT is not implemented, MS4s would have until 2036 to meet their load reduction targets.

The trading agreements would need to recognize the potential impact of changes to established WLA as a result of the James River Study and any revised modeling of the Bay watershed. If HRSD loses WLA as a result of factors beyond HRSD’s control, the agreements would be revised to reflect the new WLA potentially requiring the region to accelerate other nutrient and sediment reduction strategies.

The agreements would include a commitment from HRSD to assist with targeted local water quality issues with technical support and sampling and analysis services (source tracking program).

Staff will work with local environmental groups in developing this concept as well to ensure their concerns are fully addressed.

Attachment: None




9. VIRGINIA BEACH TRANSIT EXTENSION (LIGHT RAIL) AND VDOT I-264IMPROVEMENTS BRIEFING


Brief: HRSD has been collaborating with the City of Virginia Beach, HamptonRoads Transit and VDOT to coordinate the potential extension of light rail into theCity of Virginia Beach and the improvements to the Witchduck Road interchange atI-264. HRSD has an existing force main within the project corridor and has workedclosely with the project team to determine how the improvements will affect thispipeline.

Staff provided a briefing to review the project and how this work will impact HRSD’sexisting infrastructure.

Attachment #3: PowerPoint Presentation




10. UNFINISHED BUSINESS – None

11. NEW BUSINESS

Mr. Henifin announced the Virginiaforever Bridge Builder celebration honoringVirginia Senator Emmett W. Hanger, Jr. on September 14, 2016.

12. COMMISSIONER COMMENTS – None

13. PUBLIC COMMENTS NOT RELATED TO AGENDA – None

14. INFORMATIONAL ITEMS


Brief: The items listed below were presented for information.

a. Management Reports

b. Strategic Planning Metrics Summary

c. Effluent Summary

d. Air Summary

Attachment #4: Informational Items


15. WORK SESSION – FREEDOM OF INFORMATION

Action: No action is required.

Brief: The Executive Director of the Virginia Freedom of Information (FOIA)Advisory Council, Ms. Maria Everett, provided an overview of the laws related tomeetings that must be followed by public servants. The presentation included anexplanation of what constitutes a meeting, the appropriate use of emails byCommission members and meetings of subcommittee members.

Attachment: NonePublic Comment: None



16. CLOSED MEETING

Action: Motion to go into Closed Meeting for discussion with legal counseland staff regarding actual litigation [Specific Exemption: Va. Code §2.2-3711.A7].


At the advice of Counsel, the Commission immediately reconvened the meeting torestate the motion for closed meeting before any matters had been discussed in theclosed meeting.

Roll call vote to return to Open Session: Ayes: 6 Nays: 0

Action: Motion to go into Closed Meeting for discussion with legal counsel and staff regarding two matters of litigation, one actual and one probable [Specific Exemption: Va. Code §2.2-3711.A7].

Moved: Maurice Lynch Ayes: 6 Seconded: Willie Levenston Nays: 0

Brief: Consultation with legal counsel and briefing by staff members or consultants pertaining to actual litigation, where such consultation or briefing in open meeting would adversely affect the negotiating or litigating posture of the public body.

Roll call vote to return to Open Session: Ayes: 6 Nays: 0

17. RECONVENED MEETING


Attachment: None




18. ANNOUNCEMENTS

A ceremony to celebrate our SWIFT production of purified water will be held onSeptember 15, 2016 at the York River Treatment Plant.

Next Commission Meeting Date: Wednesday, September 21, 2016 at the HRSD South Shore Operations Complex, 1434 Air Rail Avenue, Virginia Beach, VA 23455.

Meeting Adjourned: 11:13 a.m.

SUBMITTED: APPROVED:

Jennifer L. Cascio Secretary

Maurice P. Lynch, PhD Vice-Chair

HRSD COMMISSION MEETING MINUTES August 23, 2016

ATTACHMENT #1

AGENDA ITEM 1. – Consent Agenda

Resource: Steve de Mik CONSENT AGENDA ITEM 2.b.1. – August 23, 2016 Subject: Aqua Ammonia Blanket Purchase Agreement Contract Award (>$200,000) Recommended Action: Award a blanket purchase contract for Aqua Ammonia to Univar USA, Inc. in the estimated amount of $59,138 for year one with four annual renewal options and an estimated cumulative value in the amount of $295,690. Type of Procurement: Competitive Bid

Bidder Bid Amount Univar USA, Inc. $59,138 Tanner Industries, Inc. $105,707 HRSD Estimate: $55,403

Contract Description: This contract is an agreement for the supply and delivery of small bulk and tanker shipments of Aqua Ammonia for HRSD treatment plants.

Resource: Bruce Husselbee CONSENT AGENDA ITEM 2.b.2. – August 23, 2016 Subject: Army Base Treatment Plant Improvements – Phase III Contract Award (>$200,000) Recommended Action: Award a purchase contract to M and M Contractors, Inc. in the amount of $318,150.

CIP Project: AB010100 Budget $124,521,000 Previous Expenditures and Encumbrances ($116,232,020) Available Balance $8,288,980

Type of Procurement: Competitive Bid

Bidder Bid Amount M and M Contractors, Inc. $318,150 RepairTech LLC $351,867 HRSD Estimate: $400,000

Project Description: This project will provide for biological nutrient removal (BNR) to meet recently adopted regulatory requirements. The treatment process will be designed to meet an annual average of 5.0 mg/L total nitrogen concentration and a 1.0 mg/L total phosphorus concentration in the effluent discharge. Improvements to existing facilities will also be needed to address the BNR process upgrades including the installation of a distributed control system, grit removal improvements and generator/switchgear upgrades. A number of other site improvements will also be needed on this relatively small and fully utilized site. The improvement project will also include a number of existing CIP projects already scheduled to move ahead. These projects include: Aeration Tank Influent Pipe Replacement, Primary Clarifier Influent Pipe Replacement and Foreign Biosolids Facility Improvements. Contract Description: The work consists of furnishing and installing metal platforms for the Influent Screens one through three and Raw Wastewater Influent Pumps one through four located in the Preliminary Treatment Facility; metal access platforms and walkways at the Secondary Clarifiers one through four; modifications to the Aeration Tanks one and two; and stairs for the walkway extending to Aeration Tanks three through six. Schedule: PER January 2007 Design July 2007 Bid December 2009 Construction July 2010 Project Completion December 2016

Resource: Bruce Husselbee CONSENT AGENDA ITEM 2.c.1 – August 23, 2016 Subject: Army Base Treatment Plant Improvements – Phase III Task Order (>$200,000) Recommended Action: Approve a task order with T.A. Sheets General Contractors, Inc. for additional repairs required under the contract for Sewer Repairs and On Call Services in the amount of $704,466. CIP Project: AB010100 Budget $124,521,000 Previous Expenditures and Encumbrances ($116,232,020) Available Balance $8,288,980

Contract Status: Amount Total Value of Previous Task Orders $489,260 Requested Task Order $704,466 Total Value of All Task Orders $1,193,726

Project Description: This project will provide for biological nutrient removal (BNR) to meet recently adopted regulatory requirements. The treatment process will be designed to meet an annual average of 5.0 mg/L total nitrogen concentration and a 1.0 mg/L total phosphorus concentration in the effluent discharge. Improvements to existing facilities will also be needed to address the BNR process upgrades including the installation of a distributed control system, grit removal improvements and generator/switchgear upgrades. A number of other site improvements will also be needed on this relatively small and fully utilized site. The improvement project will also include a number of existing CIP projects already scheduled to move ahead. These projects include: Aeration Tank Influent Pipe Replacement, Primary Clarifier Influent Pipe Replacement and Foreign Biosolids Facility Improvements. Task Order Description: This task order is for work identified during the replacement of the existing NPW piping at the Army Base Treatment Plant. Work includes Non-Potable Water (NPW) line and leak repairs, chemical line repairs, secondary clarifier drain valves, valve boxes set at grade, concrete repairs and site and roadway repairs. T.A. Sheets will perform the work through HRSD’s unit price contract. Analysis of Cost: The cost for this task order is based on the unit costs defined in the blanket purchase order awarded to T.A. Sheets in 2013. Schedule: PER January 2007 Design Delay July 2007 Design July 2007 Bid Delay December 2009 Pre-Construction December 2009 Construction July 2010 Project Completion December 2016

Resource: Bruce Husselbee CONSENT AGENDA ITEM 2.c.2. – August 23, 2016 Subject: Pump Station Generators Task Order (>$200,000) Recommended Action: Approve a task order with Guernsey Tingle Architects, P.C. in the amount of $676,711. CIP Project: GN011700 Budget $7,106,000 Previous Expenditures and Encumbrances ($175,832) Available Balance $6,930,168

Project Description: This project will install generators or permanently installed emergency pumps at various interceptor system pump stations. This work will be coordinated and performed with a multi - fiscal year approach. The various site and jurisdictional restrictions may require the proposed generators be enclosed within new building structures or self-contained enclosures installed on exterior concrete slabs. Also, due to site and jurisdictional requirements, additional land and/or easements may be required to be purchased for installation of the units. Task Order Description: This task order will provide architectural and engineering services. These services will include field verification of conditions, estimate of construction cost, design documents, construction documents and specifications. Analysis of Cost: The cost for this task order is in agreement with similar efforts from other firms and the rates used are in accordance with the Architectural/Mechanical/ Electrical Projects annual contract with Guernsey Tingle Architects. Schedule: PER November 2008 Design September 2016 Bid April 2017 Construction May 2017 Project Completion May 2021

Resource: Steve de Mik CONSENT AGENDA ITEM 2.d.1. – August 23, 2016 Subject: Coating Consulting and Inspection Services Contract Change Order (>25% or $50,000) Recommended Action: Approve a change order with Corrosion Probe, Inc. in the amount of $95,000. CIP Project: NP012700 Budget $3,131,000 Previous Expenditures and Encumbrances ($1,856,134) Available Balance $1,274,866

CIP Project: NP013300 Budget $1,099,042 Previous Expenditures and Encumbrances ($701,589) Available Balance $397,453

Contract Status: Amount Cumulative %

of Contract Original Contract with Corrosion Probe, Inc. $843,750 Total Value of Previous Change Orders $177,055 21% Requested Change Order No. 4 $95,000 Total Value of All Change Orders $272,055 32% Revised Contract Value $1,115,805 Time (Additional Calendar Days) 0

Project Description: For CIP NP012700, the project will provide for the replacement of the protective coating system in the headspace of seven AAA (Anaerobic, Anoxic, Aerobic) concrete tanks that has started to fail. The project provides for blasting, restoring concrete surfaces and installing a new protective coating system on the headspace and tank walls. For CIP NP013300, the project is to rehabilitate the digester floating covers over a two year period. The rehabilitation activities include blasting and coating the internal and external surfaces of both digester covers and replaces all digester rollers and roller housings.

Change Order Description: This change order includes site charges for a NACE Certified Inspector to be onsite for coating consulting and inspection services used for Nansemond CIP Projects during June 2016. Analysis of Cost: The cost of this change order is based on the unit rates of the Corrosion Probe, Inc. coating consulting and inspection services contract.

Resource: Don Corrado CONSENT AGENDA ITEM 2.d.2. – August 23, 2016 Subject: Unifier Primavera Annual Maintenance and Hosting Contract Contract Change Order (>25% or $50,000) Recommended Action: Approve a change order with Oracle America, Inc. in the amount of $578,574. Contract Status: Amount Cumulative %

of Contract Original Contract with Oracle America Inc. $468,540 Total Value of Previous Change Orders $158,136 34% Requested Change Order No. 2 $578,574 Total Value of All Change Orders $736,710 157% Revised Contract Value $1,205,250 Time (Additional Calendar Days) 0

Change Order Description: This change order includes the fourth year license renewal for 230 licenses, purchase of 70 additional licenses and an estimated cost for the fifth year contract renewal for the combined 300 licenses calculated with a three percent inflation rate. The licenses allow internal and external users to access the Capital Improvement Projects database located within the Primavera Unifier Enterprise Project Management System. With the growth of the CIP programs, additional user licenses are required and are not currently projected to exceed 300 for the remainder of the contract term.

Resource: Don Corrado

CONSENT AGENDA ITEM 2.e.1. – August 23, 2016 Subject: Rockwell Automation Software and Support Sole Source (>$10,000) Recommended Action: Approve Rockwell Automation software and support for use at HRSD. Sole Source Justification:

Compatibility with existing equipment or systems is required

Support of a special program in which the product has unique characteristics essential to the needs of the program

Product is covered by a patent or copyright

Product is part of standardization program to minimize training for maintenance and operation, and parts inventory

Only known source Details: Annual service includes software update downloads and media; emergency software replacement; online assessment tools; and online and telephone technical support.

Resource: Steve de Mik

CONSENT AGENDA ITEM 2.e.2. – August 23, 2016 Subject: SPX Flow Lightnin® Refurbished Mixer Gearboxes Sole Source (>$10,000) Recommended Action: Approve the replacement purchase of SPX Flow Technology Lightnin® refurbished mixer gearboxes, parts and exchange services for use at HRSD. Sole Source Justification:





Only known source Details: Product includes the supply of two refurbished SPX Flow Lightnin® 74-Q-7RR gearboxes and the return of two used gearboxes under the SPX Exchange Services Program. This replacement equipment allows the reuse of the existing piping, control panel and electrical components.

Resource: Steve de Mik

CONSENT AGENDA ITEM 2.e.3. – August 23, 2016 Subject: TipTrak™ Bucket Conveyor Belt Assembly Sole Source (>$10,000) Recommended Action: Approve the replacement purchase of a UniTrak TipTrak™ bucket conveyor belt assembly for use at Nansemond Treatment Plant. Sole Source Justification:





Only known source Details: Product includes the supply of a complete belt assembly for the TipTrak™ bucket conveyor located in the Ostara Struvite Recovery Facility at the Nansemond Treatment Plant. The TipTrak™ Bucket Conveyor is proprietary to Unitrak and there are no authorized distributors.

Resource: Ted Henifin

CONSENT AGENDA ITEM 2.e.4. – August 23, 2016 Subject: Video Production Services Sole Source (>$10,000) Recommended Action: Approve Jpixx LLC as the provider of video production services to the Communications Division to achieve messaging objectives for the Sustainable Water Initiative For Tomorrow (SWIFT) and community outreach program. Sole Source Justification:





Only known source Details: The services will include audio and video recording of project sites, construction activities, interviews and special events; unlimited rights usage; directing video shoots; obtaining supplemental footage; production editing; using creative storytelling techniques to explain complex subjects; providing library music; creating graphics; supplying required audio, video and lighting equipment; and performing other activities that may be required to achieve a polished production. Jpixx LLC has previously videoed HRSD employees, worksites and special events for projects accomplished in partnership with other entities. The firm retains this video in its archives along with some of SWIFT related activities. Ready access to this library of footage is needed to expedite the production of the multiple short videos that will be required over the course of the SWIFT initiative to explain this complex project and facilitate public understanding.


ATTACHMENT #2

AGENDA ITEM 6. – 1317 Vernon Street, Vernon Street and Franklin Road, Gloucester Point, Virginia (RPC Numbers: 24250, 11551 And 20687) Acquisition of Real Property

• PowerPoint Presentation

• VIMS Letter

• Contract of Purchase

Gloucester Point/Tyndall Park Acquisition Overview

August 23, 2016

Location, Gloucester Point, VA

2

Subject area is bordered by VIMS on the left and Route 17/Coleman Bridge on the right

Increases in area development rendered the existing storm drainage system insufficient; stormwater currently drains from adjacent lots to HRSD owned lots and onto the adjacent 3 lots owned by the Combs

Overview

3

Overview – HRSD Lots Adjacent to Combs Property

4

5

Overview – Location of Water Runoff

6

Overview – Location of Water Runoff

Questions?

7

http://www.hrsd.com/






August 8, 2016 Ayanna Williams, SR/WA 1434 Air Rail Avenue Virginia Beach, VA 23455 Dear Ms. Williams: Per our meeting on July 6, 2016, I write today to provide you with a written commitment that the Virginia Institute of Marine Science (VIMS) intends to purchase the three parcels of land that the Hampton Roads Sanitation District (HRSD) currently owns and the three that it will purchase from Ms. Donna Cline on Vernon Street in Gloucester Point, Virginia; specifically, tax map numbers 51(A)-11, 11B, 11D, 11E, 11F, and 11G. VIMS looks forward to working with HRSD on this property acquisition. Respectfully,

Jennifer B. Latour Chief Financial & Administrative Officer cc: Joe Martinez, Chief Operations Officer Mark Brabham, Director, Facilities Management


ATTACHMENT #3

AGENDA ITEM 9. – Virginia Beach Transit Extension (Light Rail) and VDOT I-264 Improvements PowerPoint Presentation

Virginia Beach Transit Extension (Light Rail) and

VDOT I-264 Improvements

UPDATE

August 23, 2016

• Corridor Overview • HRSD Interceptor System Assets • HRT Light Rail Extension • VDOT I-264 Improvements • Recommendation • Project Schedules • Next Steps

Agenda

2

Corridor Overview

3

?

Designation Description Material Age Comments

SF-117 24” Southern Boulevard Trunk FM Reinforced Concrete

1968 Possible abandonment

SF-121 24” Witchduck - Kempsville Road IFM

Cast Iron 1969 NA

SF-197 30” Southern Boulevard Trunk FM Reinforced Concrete

1969 NA

HRSD Interceptor System Assets

4

HRT Light Rail Extension

5

North

VDOT I-264 Improvements

6

• HRSD has agreed in principle to abandon a section of force main (SF-117) – Multiple conflicts – Underutilized (only one connection) – Questionable condition – Not a viable corridor in the future – Chesapeake-Elizabeth offline not impacted

• The abandonment will be to HRSD standards and completed at project cost

Recommendations

7

HRT Light Rail Project 30% Design Completion 9/16 Design-Build Final Design 7/17-1/18 Design-Build Construction 9/17-9/19 VDOT I-264 Improvements Project 100% Final Design Completion 8/16 Utility Relocation Completion 9/18 Construction Completion 12/21

Project Schedules

8

• Provide letter to HRT - Light Rail indicating concurrence with the proposed abandonment

• Continue to coordinate with HRT, VDOT and Virginia Beach at regular meetings

Next Steps

9


ATTACHMENT #4

AGENDA ITEM 14. – Informational Items

a. Management Reports

(1) General Manager

(2) Engineering

(3) Finance

(4) Information Technology

(5) Operations

(6) Special Assistant for Compliance Assurance

(7) Talent Management

(8) Water Quality

(9) Report of Internal Audit Activities

b. Strategic Planning Metrics Summary

c. Effluent Summary

d. Air Summary

PO Box 5911, Virginia Beach, VA 23471-0911 • 757.460.7003

Commissioners: Frederick N. Elofson, CPA, Chair • Maurice P. Lynch, PhD, Vice-Chair • Vishnu K. Lakdawala, PhD Michael E. Glenn • Arthur C. Bredemeyer • Stephen C. Rodriguez • Susan M. Rotkis • Willie Levenston, Jr.

www.hrsd.com

August 15, 2016 Re: General Manager’s Report Dear Commissioners: HRSD was recognized at the end of July as a Utility of the Future Today in a new recognition program created by the Water Environment Federation (WEF), the Water Environment and Reuse Foundation (WE&RF), the National Association of Clean Water Agencies (NACWA) and US Environmental Protection Agency. I had the pleasure of serving on the committee that created the recognition program as a representative of NACWA and was one of four reviewers of the applications for recognition. The fix is not in as I did not review the HRSD submission but did review 34 applications from utilities large and small across the country. These utilities are all doing great and innovative things but I could not help but measure each against HRSD. Recognizing I am not objective, I really believe that we are outperforming all of the utilities I had the opportunity to review and frankly most in the nation. As I reflected on some of the reasons for this I believe our “secret sauce” is our governance structure. Few other utilities in the nation have a governance structure similar to HRSD. The separation of local politics from protection of public health and the environment allows the Commission to take measured risks, encourage innovation and support research that has the potential to significantly impact treatment processes used by future generations. I take this unique advantage for granted from time to time but realize how lucky HRSD, the Hampton Roads Region, the Commonwealth and the environment are as a result of this governance structure, especially when combined with engaged and dedicated people willing to serve the Commonwealth as a member of this unique governing body. This recognition will be presented at WEFTEC. As details become firmed up I hope those of you at WEFTEC will be able to accept this recognition on behalf of HRSD as you earned it. The attached monthly reports review activities throughout the month, with a few items highlighted below:

HRSD Commission August 15, 2016

Page 2

1. Treatment, Compliance and System Operations: All plants met all Virginia Pollutant Discharge Elimination System (VPDES) permit requirements. There were three spills in the interceptor system.

2. Internal Communications: I participated in the following meetings/activities with HRSD personnel:

a. A meeting to review air program issues b. A new employee orientation session c. Two employee length of service recognition breakfasts d. A meeting to review the financial plan for the integrated plan

alternative e. A meeting to review alternatives to provide sewer service to Deltaville f. A meeting to review progress on the Sustainable Water Initiative for

the Future (SWIFT) pilots g. The quarterly meeting of the Design and Construction Division

3. External Communications: I participated in the following meetings/

activities:

a. A briefing on the expert panel to be convened by the National Water Research Institute

b. A meeting with Virginia Institute of Marine Science (VIMS) staff to review options for property HRSD owns adjacent to VIMS

c. The monthly meeting of the Directors of Utilities Committee of the Hampton Roads Planning District Commission (HRPDC)

d. Two conference calls with Virginia Association of Municipal Wastewater Agencies (VAMWA) regarding Executive Order 52 to identify methods to address nutrient allocations to support new dischargers in fully allocated basins

e. A conference call to discuss biosolids litigation and VAWMA’s strategy related to that legal action

f. Conducted a tour of the SWIFT pilot at the York River Treatment Plant for The Virginian-Pilot reporter Dave Mayfield

g. A meeting with the City of Norfolk to explore resilience bonds as a potential funding option for the region addressing sea level rise

h. Presented a stormwater trading proposal to the HRPDC Stormwater Committee

HRSD Commission August 15, 2016

Page 3

i. Represented HRSD on a river tour of the Lafayette with Jeff Day, a reporter with the Bay Journal

j. The quarterly meeting of Congressman Rigell’s Chesapeake Bay Advisory Board

k. The regular meeting of the Isle of Wight Planning Commission considering a change in conditions related to the Special Use Permit for the Lawnes Point Treatment Plant

l. The summer conference and board meeting of NACWA m. The quarterly VAMWA membership meeting

Thanks for your continued dedicated service to HRSD, the Hampton Roads region, the Commonwealth and the environment. You are our competitive advantage – our secret sauce! I look forward to seeing you on Tuesday, August 23, 2016 in Virginia Beach. Respectfully submitted, Ted Henifin Ted Henifin, P.E. General Manager

TO: General Manager FROM: Director of Engineering SUBJECT: Engineering Monthly Report for July 2016 DATE: August 12, 2016 A. General

1. Capital Improvement Program (CIP) spending for the final month of Fiscal Year-2016 was $20.4 million, while the planned expenditure for the month was estimated at $12.4 million. A few large one-time payments made during this period drove up this monthly total. CIP expenditures for FY-2016 were $158.4 million, which was 102 percent of planned spending for the year. Water Quality Improvement Fund (WQIF) grant reimbursements were $12.34 million in FY-2016 and are estimated at $9.3 million in FY-2017 as the final payment for nutrient reduction work at the Army Base Treatment Plant is completed and the work at the Virginia Initiative Plant (VIP) continues. A WQIF grant reimbursement of $1.92 million was received for the VIP Nutrient Reduction Improvement project. CIP expenditures are projected to be $130 million in FY-2017. Expenditures are projected to average $10.8 million per month to complete this volume of work. Approximately 80 percent of the planned expenditures have been obligated through professional services agreements and construction contracts already in place. While efforts associated with the nutrient reduction program continue, work associated with improvements to the interceptor sewer system will increase in FY-2017. Numerous interceptor rehabilitation and/or replacement projects and a number of pump station projects will be the focus of work over the coming fiscal year. For example, there will be 12 pump station projects that will be under design or construction at various times in FY-2017. The interceptor sewer system projects are typically smaller in scope and cost than treatment plant projects but often have larger direct impacts to the public during the construction efforts. Efforts associated with the Sustainable Water Initiative For Tomorrow (SWIFT) program are relatively small at this time but as the initiative grows this will become a larger overall part of the CIP in coming years.

2. Six Virginia Revolving Loan Fund (VRLF) applications were submitted in

July. These applications included the following CIP projects:

Atlantic Treatment Plant Thermal Hydrolysis Process and FOG Receiving Facility

Boat Harbor Treatment Plant Switchgear and Controls Replacement

Ferguson Park Interceptor Force Main (IFM) Bridge Span Replacement, Huxley Place to Middle Ground Boulevard Force Main and the Deep Creek IFM Replacement

Mathews Main Vacuum Pump Station Replacement and Rodman Avenue Pump Station Wet Well Rehabilitation

King William Treatment Plant Improvements

Lucas Creek-Woodhaven IFM Replacement Phase I

These projects have a total cost of approximately $100 million and a requested loan value of $73.6 million. Due to the reduced interest rate available through this program, there is the potential for significant savings to HRSD over the life of the loan payback period. HRSD should be notified by the Virginia Department of Environmental Quality (DEQ) in September if any or all of the projects are accepted.

3. A new internal team has been formed to address enhancements to the

Capital Improvement Program. The team will address specific issues raised as part of the internal audit and other issues raised by staff to improve capital project delivery. The goals of the team include: Address CIP project development including project scope, cost and

schedule estimates.

Create a process that formalizes change control of each of these project components.

Identify tools that can be used to monitor CIP projects at a project and program level. Establish a process for monitoring project cost and schedules against a baseline. Evaluate tools that can be used to produce reports at a program level (Audit Items 1.1 and 5.2).

Implement a formal risk management process to ensure risks are effectively managed throughout the project (Audit Item 4.1).

Establish a uniform QA/QC process to define and measure quality to ensure expected level of quality is achieved (Audit Items 3.1 and 3.2).

Develop standardized procedures for document maintenance, storage and future retrieval (Audit Item 5.1).

Investigate other deficiencies in which a solution to the issue would contribute to achieving the mission of the team.

Based on solutions, recommend staffing needs and/or modified staffing responsibilities (Audit Items 2.1 and 2.2).

B. Asset Management Division

1. Staff has selected the firm of Pond & Company to provide Corrosion Protection Services. This new annual services contract will assist with the development of a corrosion protection program by integrating the coatings and cathodic protection efforts and also will assist with the evaluation of HRSD’s inspection procedures and staffing needs. A kick-off meeting will be held in August to discuss how this firm can assist HRSD. The meeting will include members of the Pond & Company team and various HRSD staff members who have addressed corrosion issues in the past.

2. Efforts have begun to conduct an Asset Management Gap Analysis. The

effort will include a series of interviews and workshops to define current practices and set needed goals for the final program. Interviews have been scheduled for Mid-August with key staff for the Gap Analysis Team to assess HRSD’s current state of use and acceptance of asset management principles. The product of the analysis will be a roadmap outlining future steps required to develop a robust Asset Management Plan as well as a list of cross-departmental teams to focus on specific areas of the overall Asset Management Program.

C. Design & Construction Divisions

1. The Sustainable Water Recycling Phase 3 Demonstration Project continues to move forward as we select the Design-Build project team. The Request for Qualifications from interested teams was advertised in July and Qualification Statements are due in August. Short-listing and interviews will be held in the coming months with a final selection in October. We expect to present a recommendation for approval to the Commission in November.

2. Construction has been completed on three gravity sewer rehabilitation

efforts as part of the Locality Sewer Rehabilitation Pilot program. The three projects were delivered using a different procurement method to assist with future decisions as part of the Regional Hydraulic Model and Other Consent Order Requirements. The projects were located in different geographic areas and featured differing project requirements. One project was delivered using a traditional design-bid-build approach. Another project used an annual services construction contract with unit price bid items. The

third project used a Design-Build project delivery method. This was HRSD’s first attempt to use this delivery method for a sewer rehabilitation project and it holds great promise for future work. Because the three projects were completed in a similar timeframe, each of the three delivery methods can be compared and contrasted. This will allow HRSD to consider their use for the many projects anticipated as part of the Regional Wet Weather Management Program.

D. Planning & Analysis Division

1. SWIFT continues to be a significant focus for staff. A number of internal webinars conducted recently highlighted the various technical aspects of the project. Coordination between public outreach, the Pilot Project and the upcoming Demonstration Project continues. Two site visits during the past month provided opportunities to learn from others in the water industry. Well drilling continues at the York River Treatment Plant and the completed well at the Nansemond Treatment Plant is being readied for groundwater testing.

2. Staff continues to coordinate with the City of Virginia Beach and their

consultants on the proposed Virginia Beach Transit Extension (Light Rail) project. The 30 percent design drawings are expected in September. Meetings have recently been held to discuss the need for relocation of existing HRSD infrastructure and the potential of abandoning certain sections of pipe within the limits of the project. The City plans to advertise for a Design-Build team in the coming months and the final decisions on relocations will be made once this team has been selected.

E. Strategic Planning Metrics Summary

1. Educational and Outreach Events: 3

a. Staff members assisted with the Summer Virginia STEAM Academy, teaching a course on Pipes and Pumps and GIS Applications on July 12.

b. Staff made a presentation as part of a webinar entitled, “Utility of the

Future” for the Water Leadership Institute of the Water Environment Federation (WEF) on July 13.

c. Staff made a presentation to the Hampton Roads Chapter of the

Design-Build Institute of America (DBIA) on the HRSD Design-Build Sewer Rehabilitation Project on July 21.

2. Number of Community Partners: 3

a. Virginia STEAM Academy

b. Water Leadership Institute of WEF c. Hampton Roads Chapter of DBIA

3. Number of Research Partners: 1

a. Virginia Tech Sustainable Water Infrastructure Management (SWIM) Center

Item # Strategic Planning Measure Unit July 2016

M-1.4a Total Training Hours per Full Time Employee (39) - Current Month

Hours / #FTE 1.63

M-1.4b Total Training Hours per Full Time Employee (39) - Cumulative Fiscal Year-to-Date

Hours / #FTE

1.63

M-5.2 Educational and Outreach Events Number 3 M-5.3 Number of Community Partners Number 3 M-5.4 Number of Research Partners Number 1

4. Annual Metrics

Item # Strategic Planning Measure Unit FY-2016 M-2.1 CIP Delivery – Budget Percentage 151% M-2.2 CIP Delivery – Schedule Percentage 172%

Bruce W. Husselbee, P.E.

Bruce W. Husselbee, P.E.

TO: General Manager FROM: Director of Finance SUBJECT: Monthly Report for July 2016 DATE: August 10, 2016 A. General

1. The Finance Department worked closely with the Planning and Analysis Division

to evaluate the feasibility of providing sewer service to Deltaville. An in-depth financial model, including a detailed spatial analysis, was developed to understand the critical factors in determining this project’s viability. This will provided us with a good template in evaluating other small communities as well. A presentation to Middlesex County officials will be scheduled in the coming months.

2. The Water Infrastructure Finance and Innovation Act (WIFIA) is a new EPA

program that was established to provide a new low interest financing mechanism for large water and wastewater infrastructure projects. Initially, staff thought that this program could help finance the SWIFT project. Upon further review, this program requires senior lien status and is not structured well for design-build projects, which is potentially how the SWIFT projects may be executed. In addition, the lowest interest rate allowed by the program is capped at the 30-year US Treasury, which is typically always higher than a subsidized State Revolving Loan Fund. As a result, staff is not recommending that HRSD pursue this financing.

3. Staff is working with the Virginia Resources Authority (VRA) and the Department of Environmental Quality to evaluate future financing options for our capital program. Currently, HRSD cannot be larger than approximately 30 percent of the VRA’s debt portfolio, which caps our future borrowing from the Virginia Clean Water Revolving Loan Fund (VCWRLF) at approximately $150 million. The VCWRLF provides subsidized interest rates based on the borrowing term. As an example, the 30-year VCWRLF rate as of July 11 was 1.2 percent and the rate from HRSD’s most recent bond sale was 3.187 percent.

4. In June and July the Customer Interaction Center has experienced a service

level decline due to position vacancies and a combination of Family Medical Leave Act events. Recruitment is underway for two positions within the Customer Interaction Center. Staff continues to look for ways to provide excellent service while managing the service level.

B. Interim Financial Report 1. Operating Budget for the Period Ended July 31, 2016

Amended Budget Current YTD

Current YTD as % of

Budget (8% Budget to

Date)

Prior YTD as % of Prior

Year BudgetOperating Revenues

Wastewater $ 242,810,000 $ 20,515,587 8% 9%Surcharge 1,500,000 181,048 12% 11%Indirect Discharge 2,500,000 226,057 9% 10%Norfolk Sludge 90,000 4,601 5% 7%Fees 2,843,000 236,866 8% 8%Municipal Assistance 1,250,000 23,490 2% 18%Miscellaneous 750,000 4,817 1% 16%

Total Operating Revenue 251,743,000 21,192,466 8% 9%Non Operating Revenues

Facility Charge 5,850,000 858,190 15% 10%Interest Income 1,400,000 926 0% 9%Build America Bond Subsidy 2,400,000 - 0% 0%Other 840,000 32,794 4% 1%

Total Non Operating Revenue 10,490,000 891,910 9% 7%

Total Revenues 262,233,000 22,084,376 8% 9%Transfers from Reserves - 0% 0%Total Revenues and Transfers $ 262,233,000 $ 22,084,376 8% 9%

Operating ExpensesPersonal Services $ 52,521,153 $ 4,020,095 8% 5%Fringe Benefits 24,277,464 1,734,562 7% 7%Materials & Supplies 7,025,374 322,241 5% 3%Transportation 1,443,719 48,041 3% 4%Utilities 12,110,491 621,378 5% 5%Chemical Purchases 9,210,500 389,932 4% 4%Contractual Services 28,242,335 2,401,235 9% 6%Major Repairs 7,424,907 194,424 3% 1%Capital Assets 1,454,400 2,569 0% 3%Miscellaneous Expense 2,314,359 68,435 3% 4%

Total Operating Expenses 146,024,702 9,802,912 7% 5%

Debt Service and TransfersDebt Service 62,947,000 4,886,625 8% 9%Cost of Issuance Bonds 900,000 - 0% 0%Transfer to CIP 52,101,298 4,341,775 8% 8%Transfer to Risk management 260,000 21,668 8% 8%Total Debt Service and Transfers 116,208,298 9,250,068 8% 9%

Total Expenses and Transfers $ 262,233,000 $ 19,052,980 7% 6%

2. Notes to Interim Financial Report The Interim Financial Report summarizes the results of HRSD’s operations on a basis of accounting that differs from generally accepted accounting principles. Revenues are recorded on an accrual basis whereby they are recognized when billed. Expenses are generally recorded on a cash basis. No provision is made for non-cash items such as depreciation and bad debt expense.

This interim report does not reflect financial activity for capital projects contained in HRSD’s Capital Improvement Program.

Transfers represent certain budgetary policy designations as follows:

a. Transfer to CIP: represents current period’s cash and investments that are

designated to partially fund HRSD’s capital improvement program.

b. Transfers to Reserves: represents the current period’s cash and investments that have been set aside to meet HRSD’s cash and investments policy objectives.

3. Reserves and Capital Resources (Cash and Investments Activity) for the Period

Ended July 31, 2016

GeneralRisk

Management Capital

Beginning of Period - July 1, 2016 155,644,512$ 2,740,508$ 124,403,177$

Add: Current Year Sources of Funds Cash Receipts 24,180,474 Capital Grants - Line of Credit - Bond Proceeds (includes interest) 29,220 Transfers In - 21,671 4,341,775 Sources of Funds 24,180,474 21,671 4,370,995

Total Funds Available 179,824,986$ 2,762,179$ 128,774,172$

Deduct: Current Year Uses of Funds Cash Disbursements 30,028,848 14,500,237 Transfers Out 4,363,446 - Uses of Funds 34,392,294 - 14,500,237

End of Period - July 31, 2016 145,432,692$ 2,762,179$ 114,273,935$

4. Capital Improvements Budget and Activity Summary for Active Projects the Period Ended July 31, 2016

5. Debt Management Overview

6. Financial Performance Metrics for the Period Ended July 31, 2016

Expenditures prior to

June 30, 2016Administration 40,961,073$ 35,289,220$ 14,520$ 35,303,740$ 3,434,807$ 2,222,526$ Army Base 156,834,000 116,872,398 - 116,872,398 2,481,218 37,480,384 Atlantic 91,488,147 37,015,421 - 37,015,421 8,028,496 46,444,230 Boat Harbor 83,396,192 32,526,215 - 32,526,215 13,190,821 37,679,156 Ches-Eliz 8,807,274 4,476,174 1,530 4,477,704 1,596,883 2,732,687 James River 74,881,504 35,460,848 - 35,460,848 11,747,030 27,673,626 Middle Peninsula 36,633,823 5,121,256 12,561 5,133,817 4,160,223 27,339,783 Nansemond 71,832,012 24,489,434 51,108 24,540,542 10,810,943 36,480,527 VIP 251,751,502 193,901,069 (38,000) 193,863,069 46,428,811 11,459,622 Williamsburg 10,512,783 7,495,710 19,900 7,515,610 2,271,085 726,088 York River 43,917,467 30,174,368 3,000 30,177,368 9,281,884 4,458,215 General 212,129,437 140,178,438 2,534 140,180,972 32,599,463 39,349,002

1,083,145,214$ 663,000,551$ 67,153$ 663,067,704$ 146,031,664$ 274,045,846$

Available Balance

Classification/ Treatment Service Area Budget

Year to Date FY 2017

ExpendituresTotal

ExpendituresOutstanding

Encumbrances

June 30, 2016 Principal Payments

Net Refunding July 2016

Interest Payments

Fixed Rate Senior 444,616$ -$ -$ 444,616$ 4,819$ Subordinate 311,462 41 - 311,422 11 Variable Rate Subordinate 50,000 - - 50,000 16 Line of Credit - - - - - Total 806,078$ 41$ -$ 806,038$ 4,846$

SIFMA Index HRSDSpread to

SIFMA Maximum 0.43% 0.45% 0.02% Average 0.11% 0.10% -0.01% Minimum 0.01% 0.01% 0.00% As of 7/22/16 0.42% 0.43% 0.01%

* Since October 20, 2011 HRSD has averaged 10 basis points on Variable Rate Debt

Debt Outstanding ($000's)

Series 2016 Variable Rate Interest Summary - Variable Rate Debt Benchmark (SIFMA) as of 7/22/2016

Current YTD Policy MinimumCapital % Cash Funded 40% 15%General Reserve as % of Operations 100% 75-100%Risk Management Reserve as % of Projected Claims Costs 25% 25%

7. Summary of Billed Consumption

C. Customer Care Center 1. Accounts Receivable Overview

Summary of Billed Consumption (ccf)

MonthCumulative 3 Year Average

Cumulative 2016 Actual

2017 Cumulative

Budget Estimate

2017 Cumulative Actual

From Budget

From 2016

From 3 Year

AverageJuly 4,902 4,819 4,784 4,776 -0.2% -0.9% -2.6%Aug 9,774 9,783 9,382 - N/A N/A N/ASept 14,337 14,290 13,595 - N/A N/A N/AOct 19,210 18,976 18,284 - N/A N/A N/ANov 23,362 23,486 22,761 - N/A N/A N/ADec 27,733 27,627 26,918 - N/A N/A N/AJan 31,997 31,844 31,009 - N/A N/A N/AFeb 36,132 35,960 34,750 - N/A N/A N/AMarch 40,991 40,706 40,257 - N/A N/A N/AApr 45,205 44,834 44,861 - N/A N/A N/AMay 49,487 49,022 48,879 - N/A N/A N/AJune 54,069 53,503 52,788 - N/A N/A N/A

% Difference

HRSD Juris TotalRoll ForwardJune A/R Balance $ 21,210,497 $ 23,526,014 $ 44,736,511

Billings 19,847,146 23,322,043 43,169,189 Payments (19,610,917) (18,655,891) (38,266,808)Delinquency Activity Fees 147,065 - 147,065 Late Payment Charges 70,194 17,331 87,525 Adjustments 2,460,462 (2,382,089) 78,373 Balances Written Off (163,588) (205,809) (369,397)

July A/R Balance $ 23,960,859 $ 25,621,599 $ 49,582,458

2. Customer Care Center Statistics for the Period Ended July 31, 2016

Customer Interaction Statistics July June MayCalls Answered within 3 minutes 73% 70% 84%Average Wait Time 2:22 2:30 1:47Calls Abandoned 1,680 2,029 1,462

D. Procurement

1. Procurement Statistics Current Period FYTD

Bid Cost Savings 105,875$ $ 105,875 Negotiated Cost Savings 1,342$ $ 1,342 Salvage Revenues 59$ $ 59 Corporate VISA Card - Estimated Rebate 19,325$ $ 19,325

Average Cycle Time (Receipt of Requisition to Award) Solicitation

Types Award

Amounts June-16 July-16

No. Days Count No. Days Count

RFQs < $10,000 15 20 19 22 $10,000 - $50,000 60 31 37 13

IFBs $50,000 -$100,000 55 6 67 3

IFBs/RFPs >$100,000 58 14 46 12

2. Some of the more formal technical competitive bid solicitations for the month included: a. Interceptor System Diversion Improvements for the Chesapeake-Elizabeth

Treatment Plant b. Migration to Interactive Intelligence PureCloud for the Information

Technology Department

Requisition Volume Comparison

Requisition Amounts

7/1/2015 - 6/30/2016

Requisitions

7/1/2016 - 7/31/2016

Requisitions

Percent Comparison of Past Year

< $10,000 260 26 10% $10,000 – $50,000 274 19 7% $50,000 – $100,000 47 4 9% >$100,000 78 7 9%

Total 659 56 8%

E. Strategic Planning Metrics Summary


2. Community Partners: 0

Item # Strategic Planning Measure Unit July 2016 M-1.4a Training During Work Hours Per Full

Time Employee (100) – Current Month

Hours / #FTE 1.92

M-1.4b Total Training During Work Hours Per Full Time Employee (100) – Cumulative Fiscal Year-to-Date

Hours / #FTE 1.92

M-5.2 Educational and Outreach Events Number 0 M-5.3 Number of Community Partners Number 0 Wastewater Revenue Percentage of

budgeted 100%

General Reserves Percentage of Operating Budget less Depreciation

100%

Accounts Receivable (HRSD) Dollars $23,960,859 Aging Accounts Receivable Percentage of

receivables greater than 90 days

16%

3. Annual Metrics

Item # Strategic Planning Measure Unit FY-2016 M-2.4 Infrastructure Investment Percentage of Total

Cost of Infrastructure

*

M-4.3 Labor Cost/MGD Personal Services + Fringe Benefits/365/5-Year Average Daily Flow

*

M-4.4 Affordability 6.5 CCF Monthly Charge/Median Household Income1

*

M-4.5 Operating Cost/MGD Total Operating Expense /365/5-Year Average Daily Flow

*

Billed Flow Percentage of Total Treated

*

Senior Debt Coverage Cash Reserves/ Senior Annual Debt Service

*

Total Debt Coverage * * These metrics will be reported upon completion of the annual financial statements.

Respectfully, Jay A. Bernas Jay A. Bernas, P.E. Director of Finance

1 Median Household Income is based on the American Community Survey (US Census) for Hampton Roads

TO: General Manager FROM: Director of Information Technology (IT) SUBJECT: Information Technology Department Report for July 2016 DATE: August 10, 2016 A. General

1. The systems engineering group successfully completed upgrading the routers and switches at each treatment plant. Such replacements and upgrades ensure HRSD’s network continues to comply with industry support and security standards.

2. Staff met with members of the Talent Management and Operations departments to finalize a scope of work for the acquisition and installation of distance learning audio visual equipment for the Middle Peninsula and the Nansemond Treatment Plant.

3. Members of the Enterprise Services Division continue to expand, enhance and integrate HRSD’s Geospatial Information Systems with the constantly expanding universe of data generated by numerous software applications, instrumentation and data gathering initiatives across the enterprise.

4. Staff continues planning for the implementation of Microsoft Windows 10

and Office 365 throughout HRSD.

5. Following factory acceptance testing of the Supervisory Control and Data Acquisition system hardware, the equipment was delivered and installed within HRSD’s data center.

B. Strategic Planning Metrics Summary




M-1.4a Training During Work Hours Per Full Time Employee (48) – Current Month

Total Training Hours / # FTE

1.28

M-1.4b Total Training During Work Hours Per Full Time Employee (48) – Cumulative Fiscal Year-to-Date


1.28

M-5.2 Educational and Outreach Events Number 0

M-5.3 Number of Community Partners Number 0

Respectfully, Don Corrado

TO: General Manager FROM: Director of Operations SUBJECT: Operations Report for July 2016 DATE: August 4, 2016 A. Summary

1. All treatment plants met all Virginia Pollution Discharge Elimination System

(VPDES) permit requirements. 2. HRSD experienced several air permit deviations, four odor complaints, one

odor control exception and one Miss Utility “no-show.” 3. There were three Sanitary Sewer Overflows (SSOs) reported this month. 4. Sixty-eight staff members completed the Maximum Achievable Control

Technology (MACT 129) Operator’s training and certification program and are now officially accredited MACT 129 Operators.

B. Interceptor Systems

1. North Shore (NS) Interceptor Systems reported one SSOon Victoria Boulevard in Hampton resulting from an air vent failure caused by internal corrosion. Only 1,000 gallons of sewage was lost due to a very quick response by staff. NS staff responded to and resolved four odor complaints stemming from gravity line cleaning along Mercury Boulevard. NS staff responded to and resolved four after-hours interceptor alarms.

NS staff took over operation of the Lawnes Point Sewer Treatment Plant and collection system this month, devoting significant time to cleanup and right-of-way clearing to gain access to all the facilities. Staff diverted flows to the on-site storage pond, a practice that will continue until HRSD determines future operational procedures. At this point, pump and haul operations appear the best alternative for the near future.

2. South Shore (SS) Interceptor Systems

a. There were two SSOs reported this month. 1) On July 7, 2016, crews discovered a leak on a pipeline along

Dam Neck Road in Virginia Beach. The leak released approximately 300 gallons of wastewater; staff recovered approximately 250 gallons. The line was quickly isolated. A contractor will be exposing the pipeline to determine the cause of failure and means of repair.

2) On July 31, 2016, during a major rain event, Chesapeake

Boulevard Pump Station overflowed for approximately one hour. The tide gate was underwater so staff could not estimate the overflow volume. After the rain subsided and the higher-than-normal tide diminished, the suspected overflow ended. HRSD is developing an improvement plan for this pump station for future consideration.

b. On July 11, 2016, SS Interceptor Systems reported one Miss Utility

“no-show,” which resulted from a ticket being marked, but not entered into the system on time.

c. SS Interceptor Systems supported the Chesapeake-Elizabeth Treatment Plant (CETP) by using Vactor trucks to assist with cleaning a junction chamber at the plant. Crews removed 10 truckloads, or approximately 50 cubic yards, of debris and grease.

C. Major Treatment Plant Operations

1. Army Base Treatment Plant (ABTP) had two regulatory reportable incidents

(RRP) in sewage treatment this month. The treatment process underwent partial nitrification resulting in unstable disinfection residuals. Operators added ammonia to the effluent to stabilize the disinfection residual.

Four deviations from the MACT 129 SSI Rules requirements occurred at the ABTP. Three of the incidents resulted from power loss to the induced draft fan. One incident resulted from a corroded draft tube pipe. One Title V RRP occurred when the total hydrocarbon analyzer failed to record two valid readings within one hour. Operators recalibrated the analyzer.

Emergency generator #2 malfunctioned and damaged the cylinder block. The extent of the damage was significant and is under investigation. An evaluation of emergency generator #1 determined that it has the ability to produce the output required to maintain plant treatment operations in the event of a prolonged power failure. If necessary to ensure that generator #1 is sufficient to run plant operations, staff will shut down solids handling operations and resume hauling to the Virginia Initiative Plant (VIP). MACT 129 re-testing for Incinerator #1 was completed. Results are pending.

2. Atlantic Treatment Plant staff replaced and tested units for the #4 effluent pump drive.

3. Boat Harbor Treatment Plant (BHTP) furnace deviations under the MACT 129 regulations were notably lower this month. On July 26, staff used the emergency by-pass stack for six minutes so instrumentation staff could troubleshoot an Induced Draft (ID) fan issue that was caused by the off-gas scrubber panel. The instrumentation specialist and one of the project team electricians found condensation from a new air vent leaking into the scrubber control panel, causing the wires to short-out. On July 27, plant staff conducted a burnout to fix the condensation problem. This burnout resulted in one deviation for furnace temperatures and one deviation for differential pressure. On July 5, staff initiated nitrification efforts. This included starting the Chemically Enhanced Primary Treatment (CEPT) equipment, increasing the microorganism concentration, starting the blowers to supply air to the first cell of each aeration tank and putting all necessary tanks into service. As a result, the plant total nitrogen was down to 13.4 mg/L (milligrams per liter) for the last reading of the month.

4. Four deviations from the MACT 129 SSI Rules requirements occurred at CETP. One deviation resulted from low voltage to the induced draft fan. Three deviations resulted from a faulty pressure meter signal transmitter, which staff has replaced.

5. James River Treatment Plant (JRTP) staff modified the ferric sulfate feed system at the ANITA-Mox effluent. Ferric sulfate is fed at the ANITA-Mox effluent to optimize chemical usage for phosphorus removal. The new feed point and system performs well. However, chemical solids settle out quickly and plug the feed chamber. Staff installed an air diffuser at the bottom of the feed chamber to keep chemical solids from settling.

Staff replaced deteriorated piping and a pump base on the solids handling odor scrubber.

On the James River Hydraulic Improvement Project, the contractor poured concrete supports for return activated solids (RAS) pipeline modifications, performed demolition work on the existing RAS pipeline and formed up new manhole 41A. Staff diverted flow into empty tanks for the contactor to perform RAS demolition work.

6. Nansemond Treatment Plant (NTP) staff completed the overhaul and upgrade of Gravity Belt Thickener #3. Staff upgraded the belt control systems to use a hydraulic control system. The coating of the Anaerobic/Anoxic/Aerobic tank #6 was completed.

7. Generator testing at Virginia Initiative Plant (VIP) caused three of four

bypass stack deviations. An electrical tie-in caused the fourth bypass stack deviation and an odor control exception.

Staff replaced the coupling for Raw Influent Pump #4 in two days. Currently, all Raw Influent Pumps are required to be in operation to accommodate high flows. The current plant construction project will provide one additional influent back-up pump. Construction activities and warmer weather resulted in higher final effluent total phosphorus levels. Continuous nitrification limits tank deactivation to summer months. To accommodate construction activities, staff is placing tanks in and out of service, resulting in some process upsets.

8. Williamsburg Treatment Plant (WBTP) experienced one regulatory reportable incident in sewage treatment. A hose split and released 2,900 gallons of non-potable water (NPW). The plant drain system captured approximately 2,175 gallons and the remaining 725 gallons of NPW discharged into the storm drain. Staff secured the NPW valve and replaced the hose. One MACT 129 RRP incident occurred this month due to a trip in the main breaker in the incinerator building. Loss of utility power resulted in the incinerator bypass stack opening for five minutes while staff was restoring power.

9. York River Treatment Plant’s (YRTP) staff continues to support the

Sustainable Water Initiative for Tomorrow (SWIFT) pilot project.

D. Small Communities Division (SCD) 1. SCD Treatment

The West Point Treatment Plant (WPTP) new chemical building construction continues with final installation of instrumentation and power conduit. New chemical feed pumps have been delivered and are awaiting new chemical storage tanks. Urbanna Treatment Plant’s (UBTP) settleability upgrade project is moving forward with a Certificate to Operate request to the Virginia Department of Environmental Quality (DEQ). Minor programming changes are all that is remaining for project completion.

2. SCD Collections

The West Point Station 3 prompt repair construction is complete. Minor punch list items and the replacement of pumps should occur in August. Staff completed capacity analysis of the system at King William to allow for additional development connection to the existing system. The analysis showed minor system improvements that will aid Small Communities Operations in capacity and maintenance substantially in the future. The final installation, startup and testing date for the Rappahannock Pump Station is scheduled for August 3. Phase IV of the Matthews system valve replacement project is progressing well with 11 of 28 pits installed.

E. Support Systems

1. Generator #2 at ABTP is out of service because of a blown cylinder head gasket. The extent of the damage was significant and is under investigation.

2. The underground fuel storage tank at Coliseum Pump Station continues to signal an alarm. Staff detected no leaks in the tank or lines. The contractor continues to troubleshoot the cause for the alarm.

3. Automotive and Electrical staff performed generator load bank tests at the

NS and SS Operations Complexes, Bainbridge Boulevard, Bowers Hill, North Shore Road, Patrick Henry and Rolling Hills pump stations. All generators operated as designed and were returned to service. Generator

load bank tests were conducted at the new SCADA sites. All generators and transfer switches operated as designed.

4. Pending final review of tank #6, contractors completed the concrete repair and coating of NTP’s Triple A/Aeration tanks #5 and #6. Contractors completed 75 percent of NTP’s #1 and #2 digester roofing system. Contractors began pressure washing the interior ceiling and walls of the digesters in preparation for blasting.

5. The bypass at Williamsburg Pump Station is complete and ready to test so

the wet well rehabilitation can begin. 6. The SS Carpenters, Electrical and Instrumentation staff completed 90

percent of the renovations in the former training center as part of the Technical Services Division (TSD) staff relocation project. The SS carpenters continued renovating the Lead Operator office at ATP.

7. The Machine Shop rebuilt pump #3 at Arctic Avenue Pump Station. Staff

completed multiple projects including fabricating eight hydro-cyclone nozzles for JRTP, fabricating 12 corp-stop valve presses for NS Interceptors and repairing an ISCO water sampler for NS Pretreatment and Pollution Prevention (P3).

F. Electrical and Energy Management 1. The Chief of Electrical and Energy Management attended an informational

meeting concerning the construction of a new utility transmission line to the Peninsula. Dominion Virginia Power (DVP) plans to start closing the power station on the Peninsula in April 2017. This may limit the capacity of the existing transmission lines to import power to the Peninsula. The new transmission line will ensure backup capacity.

2. Project teams corrected several safety discrepancies identified during an

initial preliminary inspection of Lawnes Point Treatment Plant. The team will finish installing additional equipment following draining and cleaning by staff.

3. A connectivity problem with the Supervisory Control and Data Acquisition

(SCADA) communication interface at VIP interrupted information and alarms for pump stations near the plant. Staff recycled the radio power, checked the radio for problems and returned the radio system to full operation. Staff restored all communications.

4. Communication with the main flow meter at NTP was lost due to a bad network switch and connector. The Project Team replaced the parts and restored communication.

5. The Project Team continues to support construction work for the major

upgrade at VIP. Staff powered the new main switchgear (Side A) and disconnected the old main switchgear (Side B) from the utility by DVP. The plant will stay on the new main switchgear until all testing is complete.

G. Water Technology and Research

As of July 7, the SWIFT pilot testing systems are fully operational at York River Treatment Plant (YRTP). Significant issues that remain: • Excessive bromate is being generated during ozonation. Staff will evaluate

bromate control measures in August. • The project team is designing a water hypochlorination and tasting event

system and will install and test it in August. • There have been some problems with ultrafiltration system filtrate

turbidimeters. Staff will replace these units in August. • The online total organic carbon (TOC) analyzer has been unreliable due to

problems transferring sample into the instrument. Staff has not been able to solve this problem; therefore, a service technician will visit the plant in early August.

• Because the vendor for the carbon-based pilot units continues to refine system programming, the units have not been connected to the plant distributed control system. Staff will complete this in August.

H. Strategic Measurement Data

1. Education and Outreach Events: 12 a. YRTP tour for West Point High school students involved in a

summertime environmental work study program b. Charles Bott gave a keynote presentation at the Water Environment

Federation (WEF)/International Water Association Nutrient Conference (IWA)

c. Kshitiz Uprety gave a podium presentation at the WEF/IWA Nutrient Conference

d. Charles Bott gave a presentation at the WEF/IWA Nutrient Conference

e. Amanda Ford gave a podium presentation at the WEF/IWA Nutrient Conference

f. Alexandria Gagnon gave a podium presentation at the WEF/IWA Nutrient Conference

g. Stephanie Klaus gave a podium presentation at the WEF/IWA Nutrient Conference

h. Maureen Kinyua gave a podium presentation at the WEF/IWA Nutrient Conference

i. Alexandria Gagnon gave her Thesis Defense presentation at Virginia Tech

j. NTP staff provided an HRSD online instrumentation tour for staff from the U.S. Environmental Protection Agency

k. EEM staff participated in the Cooperating Hampton Roads Organizations for Minorities in Engineering (CHROME) STEM SOARS Summer Camp at Old Dominion University (ODU)

l. WBTP tour for students from West Point High School’s Summer Science Program


a. West Point High School b. ODU c. Virginia Institute of Marine Science d. WEF/IWA e. Virginia Tech f. CHROME g. Chesapeake Bay Foundation–Oyster restoration

Item # Strategic Planning Measure Unit July 2016 M-1.4a Training During Work Hours per

Full Time Employee (FTE) (507) – Current Month-

Hours / FTE 3.29

M-1.4b Total Training During Work Hours per FTE (507) – Cumulative Year-to-Date

Hours / FTE 3.29

M-2.3a Planned Maintenance Total Maintenance Hours

Total Recorded Maintenance Labor

Hours

26,972.25

M-2.3b Planned Maintenance – Preventive and Condition Based

% of Total Maintenance Hours

42.99

M-2.3c Planned Maintenance -Corrective Maintenance

% of Total Maintenance Hours

22.95

M-2.3d Planned Maintenance-Projects % of Total Maintenance Hours

34.06

Item # Strategic Planning Measure Unit July 2016 M- 4.1a Energy Use: Treatment

*reported for June 2016 kWh/MG 2,273

M-4.1b Energy Use: Pump Stations *reported for June 2016

kWh/MG 167

M-4.1c Energy Use: Office Building *reported for June 2016

kWh/MG 92

M-5.2 Educational and Outreach Events

Number 12

M-5.3 Number of Community Partners Number 7 3. Annual Metrics

Item # Strategic Planning Measure Unit FY-2016

M- 4.1a Energy Use: Treatment kWh/MG (average) 2,205

M-4.1b Energy Use: Pump Stations kWh/MG (average) 163

M-4.1c Energy Use: Office Building kWh/MG (average) 97

Respectfully submitted,

Steve de Mik

Director of Operations

TO: General Manager FROM: Special Assistant for Compliance Assurance SUBJECT: Monthly Report for July 2016 DATE: August 9, 2016 A. General HRSD continues to implement the hybrid regionalized approach to the Regional

Wet Weather Management Plan (RWWMP) with the next major Consent Decree milestone, the submittal of the final RWWMP, scheduled for October 1, 2017.

B. Submittals Completed in July 2016 – The Alternatives Analysis Report was

submitted to the U.S. Environmental Protection Agency (EPA) and Virginia Department of Environmental Quality (DEQ) on July 29.

C. Activities

1. Phase 6 – Rehabilitation Plan. Construction continued on the gravity

sewer repair work at 13th Street (SR-052) in West Point. Additional funding is required for the Sewer Repairs and On Call Services contract so that work can resume on other work orders.

2. Phase 7 – Regional Wet Weather Management Plan (RWWMP). Solution set development is complete using the Regional Hydraulic Model

(RHM) and Locality Hydraulic Models (LHMs) [2-, 5- and 10-year]. Review meetings with HRSD Operations and Engineering staff were held on July 14 at both North Shore and South Shore offices.

The Alternatives Analysis Report was completed as an Integrated Plan with the Sustainable Water Initiative for Tomorrow (SWIFT) as a component of the RWWMP. This report was submitted to the regulatory agencies on July 29. Planning for the next steps in optimizing the selected level of service is underway.

Post-rehabilitation flow modeling was completed in July for the three rehabilitation pilot projects, and staff met on August 1 to discuss overall lessons learned from these pilots. These pilots generally validate the planning level assumptions for Infiltration and Inflow (I/I) reduction assumptions and costs.

3. Phase 8 – EPA Consent Decree Services. HRSD continues to share information with the localities through the regional SharePoint site and flow, pressure and rainfall data portal. A consultation meeting was held with the localities on July 18 to review the Level of Service for the Alternatives Analysis Report.

4. Phase 9 – Supplemental Services. A monthly compliance program meeting was held on July 6 to review overall progress.

Management, Operations and Maintenance (MOM) Program elements are ongoing including the Hydrogen Sulfide (H2S) Monitoring Program and implementation of a Business Intelligence (BI) system for the Small Communities Division (SCD). This includes a MOM update manual guidance document for use on the next major update expected in 2018. The Flow, Pressure and Rainfall (FPR) monitoring program continued in July with data collection and analysis being performed as part of the MOM Program.

Field work for Work Order FMP2 038 Southern Boulevard under Phase II of the Force Main Condition Assessment (FMCA) Program resumed the week of July 25. No field work was scheduled for the Gravity Sewer Inspection Phase II Program in July.

D. Next Submittals Quarterly Briefing with the US Environmental Protection Agency and Virginia Department of Environmental Quality – September 2016

E. Program Budget Status

The overall program budget is $128,093,142, excluding the Master Metering Program. A summary of appropriations and expenses is attached.

F. Strategic Planning Metrics Summary



Item # Strategic Planning Measure Unit July 2016 M-1.4a Total Training Hours Per Full Time

Employee (1) – Current Month Total Training Hours / # FTE

0

M-1.4b Total Training Hours Per Full Time Employee (1) – Cumulative Fiscal Year to Date


0

M-5.2 Educational and Outreach Events Number 0 M-5.3 Number of Community Partners Number 0

Respectfully submitted, Phil Hubbard, P.E. Attachments: Consent Order State & EPA Expenditures

Consent Order State & EPA Expenditures

Total July 2016 AvailableAppropriation Obligations Balance

Regional Consent Order and Other ConsentOrder Requirements

Regional Hydraulic Model $101,254,812 $106,494,256 -$5,239,444

Manhole Rehab/Replacement Phase I & North Shore Siphon Chamber $2,834,000 $276,783 $2,557,217

Pump Station Wet Well Rehabilitation Phase I $2,890,000 $317,920 $2,572,080

Locality System Monitoring and Condition Assessment $21,114,330 $20,504,459 $609,871Subtotal - In progress $128,093,142 $127,593,418 $499,724

Completed Work

Regional Consent Order and Other Consent Order Requirements (Included in subtotal above)

Master Metering Program III $2,005,140

Master Metering Program IV $13,628,635

Total $143,227,193

TO: General Manager

FROM: Director of Talent Management

SUBJECT: Monthly Report for July 2016

DATE: August 10, 2016

A. Human Resources

1. Recruitment a. Summary

New Recruitment Campaigns 12 Job Offers Accepted Internal Selections 4

External Selections 4 Internal Applications 54 External Applications 243 Average Days to Fill Position 86

2. Enterprise Resource Planning (ERP)

a. HRSD worked with AST Managed Services on the following: (1) CIGNA Interface (2) Business Intelligence Reports

b. Several conference calls were held with the new managed services vendor to develop a transition plan for the new contract.

c. A Manager Self--Service training class was held for new supervisors.

d. Work with Information Technology (IT) continued to finalize the

interface with P&A Group for COBRA notifications.

3. Benefits and Compensation

a. Organization, salary and benefits information was provided to the City of Philadelphia for a Salary and Benefits Survey.

b. In response to the Employee Benefit Survey results, an enrollment and direct deposit process was established for employee participation in the Virginia 529 Tax Savings Plan.

4. Wellness

a. Participation Activities

Year 3 Participation Activities

Unit July

2016 Year to Date (March 2016–

February 2017) Biometric Screenings Number 3 11 Preventive Health Exams Number 16 41 Preventive Health Assessments

Number 76 220

Coaching Calls Number 0 3 On-Line Health Improvement Programs

Number 328 889

Web-MD Online Health Tracking

Number 176 752

Challenges Completed Number 0 1 Fit-Bit Promotion Number 7 43

b. HRSD has been named a 2016 Gold Level Recipient of the American

Heart Association’s Fit-Friendly Worksite Recognition Program. This award distinguishes employers who champion the health and fitness of their employees by creating a culture of wellness in the workplace.

c. The Wellness Specialist began work center visits to present health

information and help employees with online wellness activities. d. Flu and Tetanus Shot clinics were scheduled for October.

5. Workers Compensation Nine new cases were opened with 13 cases remaining active.

6. Employee Relations

a. Human Resources (HR) staff continued to partner and meet with work center supervisors to provide guidance. Several job descriptions throughout the organization were updated. The Employee Exit Interview form was revised based on feedback.

b. Meetings were held with the Director of Operations and Chief of

Electrical and Energy Management to finalize new Electrical/ Instrumentation (E/I) position descriptions and develop an implementation plan as a final step in the reorganization process.

7. General

a. Talent Management cross-functional workgroups continued to meet and work on following:

(1) Training Delivery: evaluated results of an organization wide

survey to assess familiarity with Talent Management training programs and delivery method preferences.

(2) Cross Training: evaluated results of a questionnaire to identify inter-divisional cross training interests and needs.

b. Staff attended the following training: (1) Willis Tower Watson’s Health Insurance Portability and

Accountability Act (2) Myers-Briggs Type Indicator Certification (3) Team and Problem Solving (TAPS) (4) Enterprise Resource Planning (ERP) Manager Self-Service c. A kick-off meeting was held with HR staff and SC&H Group, HRSD’s

Internal Auditors, to review the process, expectations and goals for the Employee Health Benefits internal audit.

d. Staff participated on a Water Environment Federation’s Utility

Management Committee HR/ Operations workgroup conference call to assist with development of a webinar.

B. Organization Development and Training

1. Training a. The 2016 -2017 training agenda was developed in conjunction with

EMA consultants. Two classes, Emotional Intelligence and Working Relationships have been added and plans to implement a Virtual Coaching class are underway.

b. Support was provided to deploy several 360 degree profile assessments for Operations. Candidates identified potential respondents and OD&T deployed the survey.

c. The HRSD University team continued evaluation of concepts and delivery modes for courses of interest. d. Learning Week Survey results were evaluated. Overall, feedback

was very positive and participants provided ideas for future topics.

2. Apprenticeship Program a. Review of current course curriculums and development of new

courses continued. Staff worked with the Virginia Department of Professional and Occupational Regulation on updating training credits for revised apprenticeship classes.

b. Implementation of improvements and initiatives identified at the

Apprenticeship Committee’s strategic planning workshop began including addition of virtual learning sites, abridged school year offerings, policy revisions and new apprentice classifications.

c. Recommendations for training level requirements were made for the E/I Specialist position. Information was provided to the Department of Labor to register the new E/I Trade.

c. Classes and evaluation forms were entered into the ERP Learning

Management System for the first three quarters.

3. Quality

a. Two workshops; Refresher and Teams and Problem Solving, (TAPS) were held. Both received positive evaluations and have become frequently requested training.

b. The facilitator team finalized Annual Planning Day meetings. Several new approaches are being piloted including electronic brainstorming, goal setting, team building and temporary facilitators.

c. Molly Bertsch joined the TAPS team. In her role as HRSD’s Community Educator, she will have the opportunity to bridge her skills and talents with HRSD’s Quality Program.

C. Safety

1. Mishaps and Work Related Injuries

a. HRSD-Wide Injury Mishap Status to Date (OSHA Recordable)

2015 2016

Mishaps 49 25

Lost Time Mishaps 11 5

Numbers subject to change pending HR review of each case.

b. MOM Program Year Performance Measure Work Related Injuries

July 2016

Injuries For Operations

July 2016 Injuries for

Other HRSD Departments

Total Lost Time Injuries

Since July 2016

Total HRSD Injuries Since

July 2016

4 0 1 4

c. Follow-up investigations were performed on four work related injuries

and three auto accidents.

2. HRSD Safety Training

Strategic Planning Measure Unit July 2016

Total Safety Training Hours per Full Time Employee (814) All HRSD – July 2016

588.95 Hours / 814 FTE

0.72

Total Safety Training Hours Per Full Time Employee (814) – Cumulative July 2016

588.95 Hours / 814 FTE

0.72

3. In addition to regularly scheduled safety training and medical monitoring,

the following sessions were conducted: a. Five external briefings for contractors working at HRSD treatment

plants and pump stations

b. Two Refresher Forklift training classes for Williamsburg Treatment

Plant employees

c. Two Aqua Ammonia Safety training sessions for York River Treatment Plant employees d. Virginia Department of Transportation (VDOT) Work Zone Basic

Traffic Control training for Small Communities Division employees e. Hot Work Personal Protective Equipment (PPE) training for North

Shore Interceptors employees f. Two Confined Space training sessions for South Shore Electrical and

Instrumentation employees g. External Confined Space Rescue training for North Shore Electrical

and Instrumentation employees

4. Safety Inspections, Testing and Monitoring a. Weekly on-site inspections of the following construction sites:

(1) Virginia Initiative Plant (VIP) (2) Norchester Pump Station (3) York River Treatment Plant (4) James River Treatment Plant b. Quarterly safety inspections of the following work centers:

(1) Army Base Treatment Plant (2) Boat Harbor Treatment Plant (3) North Shore Interceptor Systems (4) North Shore Automotive, Carpentry and Electrical Shops (5) North Shore P3

c. Monitoring and testing for the following: (1) Monthly hood velocity tests on Central Environmental

Laboratory (CEL) and Technical Services lab hoods (2) Air sampling for sodium bisulfite at West Point Treatment Plant

d. The following safety walk-throughs or inspections were conducted:

(1) Escorted Virginia Occupational Safety and Health Administration (OSHA) voluntary compliance officer on inspection of the VIP construction site

(2) Coordinated annual truck crane inspections for North Shore Interceptor Systems

(3) Escorted the Facilities Maintenance Superintendent on evaluation and testing of the methanol fire suppression system at Army Base Treatment Plant

(4) Evaluated safety issues for the Lawnes Point Treatment Plant

5. Safety Programs

a. Twenty-nine work centers received full safety recognition with no OSHA recordable or lost time work related injuries and no auto or property damage accidents over a-six month period. Eight work centers received modified recognition with minimal lost time injuries or accidents.

b. A meeting with Electrical and Energy Management staff was held to finalize updates to the Electrical Safety program.

c. Staff worked with Information Technology on updating the Audiometric and Pulmonary Function Testing software and importing existing data.

d. The Chemical Hygiene plan was finalized and updates to the training presentation continued.

e. The HRSD Safety Team presented a draft Safety Innovation

Recognition program to the QST.

f. The following updates to confined space permits were performed:

(1) Army Base Treatment Plant (2) Boat Harbor Treatment Plant (3) Chesapeake-Elizabeth Treatment Plant (4) James River Treatment Plant (5) Nansemond Treatment Plant

g. Confined Space procedures were evaluated for a contractor working at the James River Treatment Plant.

h. A Hot Work Permit was completed for a State Street Pump Station contractor.

i. The Safety Coordinator continued to maintain the Operations Safety

Accident Tracking report.

j. Repair of asbestos on generator insulation at the Park Avenue Pump Station was performed.

6. General

a. Staff attended the following training: (1) Audiometric Hearing Conservation Training at Chesapeake

Acoustic Solutions (2) Hampton Roads Public Works Academy (HRPWA) Professional

Writing Class D. Monthly Strategic Planning Metrics Summary

1. Education and Outreach Events: 4

a. HRPWA Professional Writing Class b. HRPWA Construction Math Class c. Inter-governmental Public Administration Committee (IPAC)

Compensation Meeting d. Christopher Newport University’s Annual Employer Information

Exchange 2. Community Partners: 3

a. HRPWA b. IPAC c. Christopher Newport University


M-1.1a Employee Turnover Rate (Total) Percentage 0.90 M-1.1b Employee Turnover due to

Service Retirements Percentage 14.3

M-1.4a Total Training Hours Per Full Time Employee (15) – Current Month

Total Training Hours/ FTE

5.77

M-1.4b Total Training Hours Per FTE (15) Cumulative Fiscal Year-to-Date

Total Training Hours/ FTE

5.77

M-5.2 Educational and Outreach Events

Number 4

M-5.3 Community Partners Number 3 Respectfully submitted, Paula A. Hogg Director of Talent Management

TO: General Manager FROM: Director of Water Quality (WQ) SUBJECT: Monthly Report for July 2016 DATE: August 13, 2016 A. General

1. Two Civil Penalties were assessed this month.

Howmet Castings & Services, Incorporated An Enforcement Order was issued to Howmet Castings & Services, Incorporated in Hampton in June 2016. The June 2016 Enforcement Order contained an invoice for a $7,000 Civil Penalty resulting from permit exceedances for Silver in March, April and May 2016. The violations have been addressed and corrective actions have been put into place, which include containerizing all Silver bearing waste for off-site disposal. The Enforcement Order was accepted and the Civil Penalty paid in July 2016. Virginia International Terminals, LLC. - Norfolk An Enforcement Order was issued to Virginia International Terminals, LLC in Norfolk in May 2016. The Enforcement Order contained a $2,000 Civil Penalty resulting from the late submittal of an Administrative Order (for COD:BOD Ratio and Zinc) Milestone Progress Report and the late submittal of a Permit Application renewal. The violations have been addressed and corrective actions have been put into place. The Enforcement Order was accepted and the Civil Penalty was paid in July 2016.

2. The Director was selected to be a member of a steering team to help the

Water Environment and Reuse Foundation develop and conduct a workshop regarding the use of coliphage as indicators of pathogen concentrations and exposure in Clean Water Act programs including the permit program used to regulate HRSD discharges. Interest in coliphage, which are viruses that infect bacteria, has significantly increased in the past two years because the U.S. Environmental Protection Agency is considering developing water quality criteria for coliphage that could be adopted in Virginia as water quality standards and then implemented in discharge permits as limits. The purpose of the workshop is to determine information gaps that are important to the treatment, analysis and management of coliphage exposures specifically unique to facilities that

treat domestic wastewater. The workshop is planned for early 2017 and will help to inform HRSD on how to deal with this new regulatory challenge.

3. The Director attended the annual summer meeting of the National Association of Clean Water Agencies (NACWA) and chaired NACWA’s Water Quality Committee meeting. A significant topic of concern to HRSD and many discharge permittees is a recent court ruling which finds that the National Pollution Discharge Elimination System permits issued to dischargers do not protect those dischargers from third party suits even though the discharger has complied with all permit application and permit requirements. The level of protection for dischargers that have approved and valid permits has historically been referred to as having the “permit as a shield” to such suits. Water Quality will be watching this decision closely as it is being challenged. NACWA is also collecting information from its membership which will help reinforce the “permit as a shield” concept and assist its members with such future challenges.

B. Quality Improvement and Strategic Team Activities

1. The Sustainability Advocacy Group (SAG) reported no activity for the month of July.

2. The Pretreatment and Pollution Prevention (P3) Technology Team reported

no activity for the month of July. 3. The Pretreatment Information Management System (PIMS) Team reported

that in July work on the new internet based Publicly Owned Treatment Works Administration and Compliance System (iPACS) and the Field Assistant Service Tracking (FAST) application continued. Live testing of the two-way interface between iPACS and SampleManager continued with both South Shore and North Shore field staff utilizing field tablets to electronically document sampling activities. The preliminary iPACS/FAST Go-Live Plan was received from enfoTech with a planned Go-Live date of October 31.

4. The Technical Services Division (TSD) Technology Team and HRSD’s

Information Technology Department have finalized the agreement to perform a product pilot to evaluate a digital transformation forms program. This new technology allows users to digitally capture data in the field with immediate validation. Testing has been extended through August to allow for the vendor to modify some of the programing associated with the test.

5. The Water Quality (WQ) Communication Team continues to monitor and

measure inter-divisional communication issues within the WQ Department.

Quarterly reports will be distributed to the WQ Quality Steering Team (QST).

C. Municipal Assistance

HRSD provided sampling and analytical services to the City of Franklin and to Hanover County to support its Virginia Pollution Discharge Elimination System (VPDES) permit application process.

D. Strategic Planning Metrics Summary

1. Educational and Outreach Events: 3 a. Staff participated in a wastewater treatment plant tour for the Norfolk

State University National Security Scholars Development Program b. Staff participated in the Virginia Water Environment Association

(VWEA)/ Virginia American Water Works Association (VA-AWWA) Good Lab Practices Conference as workshop and technical session presenters and technical session coordinator. Staff delivered three presentations.

c. A Central Environmental Laboratory staff member participated as Operations Challenge Lab Event Coordinator.


a. TSD and the Laboratory Division assisted the City of Newport News with a microbial source tracking project at Hilton Beach.

b. TSD and the Laboratory Division assisted the City of Virginia Beach in its bacteria/nutrient resuspension study in Mill Dam Creek/Broad Bay watershed.

c. TSD and the Laboratory Division assisted the City of Suffolk in a nutrient/bacteria study for Shingle Creek.

d. TSD and the Laboratory Division provided Chlorophyll Monitoring and Assessment Program support to the DEQ in monitoring the James River.

e. TSD staff assisted the City of Chesapeake and the Elizabeth River Project with bacterial monitoring and fecal source identification in the Indian River.

3. Industrial Waste Related System Issues: 0

https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiZ0vCTw7fOAhVKBcAKHbfuDsIQFggeMAA&url=http%3A%2F%2Fwww.vwea.org%2F&usg=AFQjCNHk1UDvW1RfsIcvPXwI8NL9exNPgA&sig2=e46A4TICgo8lH7Wq9rX6XA

https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwicjYSow7fOAhXLLsAKHT3tAAAQFggdMAA&url=http%3A%2F%2Fwww.vaawwa.org%2F&usg=AFQjCNGF3JzKYe5NJj0c66w6fGz3y72GGw&sig2=GjmiP6pyEDJs0iQyNxnqCg&bvm=bv.129389765,d.ZGg

4. Odor Complaint: 1

a. A resident living near the Lucas Creek pump station reported odors in July that were mistakenly attributed to the station. Based on an investigation by North Shore Interceptor Systems staff and TSD, the source of sulfur odors was attributed to naturally occurring decomposition of organic matter in the exposed mud flats at low tide.

Item # Strategic Planning Measure Unit July 2016 M-1.4a Training During Work Hours Per

Full Time Employee (105) (Current Month)

Total Hours / # FTE 6.46

M-1.4b Total Training During Work Hours Per Full Time Employee (105) (Cumulative Fiscal Year-to-Date)

Total Hours / # FTE 6.46

M-2.5 North Shore/South Shore Capacity Related Overflows

# within Level of Service

1

M-3.1 Permit Compliance # of Exceedances: # of Permitted Parameters

0:4,374

M-3.2 Odor Complaints # 1

M-3.4 Pollutant Removal Total Pounds Removed

16,738,122

M-3.5 Pollutant Discharge % Pounds Discharged/Pounds Permitted

23%

M-5.2 Educational and Outreach Events # 3

M-5.3 Community Partners # 5

Average Daily Flow Total MGD for all Treatment Plants

151.49

Industrial Waste Related System Issues

# 0

6. Annual Metrics

Item # Strategic Planning Measure Unit FY-2016 M-3.3 Carbon Footprint Tons per MG * M-4.2 R & D Budget Percentage of Total

Revenue %*

M-5.4 Value of Research Number * M-5.5 Number of Research Partners Number * Rolling 5-Year Average Daily

Flow MGD 153.09

Rainfall reported at Norfolk International Airport

Number 54.14”

*This metric will be reported upon closeout of fiscal year financials. Respectfully submitted, James Pletl, PhD Director of Water Quality

Hampton Roads Sanitation District Internal Audit Status July 31, 2016

Page 1 of 1

Engagement Background Our team is continuing to progress with the planned internal audit assignments. We are in the final stage of completing the Biosolids Program review. The draft report was issued to management and discussions to finalize the report will take place in August. We started the Human Resources audit and are well into the Planning phase. The scope of the audit will center on the internal controls and processes related to the management of the employee (active and retired) health insurance benefit programs. Our audit process consists of three phases:

• Planning: Reviewing relevant background information, gaining an understanding of, and documenting the key areas to be reviewed

• Fieldwork: Testing and examining pertinent documents, reports, transactions, and information to confirm the strength of the processes and related controls

• Reporting: Discussing the conclusions of our audit work and ultimately issuing a written report with suggestions being provided (if identified)

Project Accomplishments During the month of July, our team performed the following:

• Biosolids Program Review: o Delivered the draft report to process owners for review o Discussed the results with process owners and updated the report accordingly

• Human Resources Process Review: o Conducted the kick-off meeting with process owners o Delivered the initial documentation request list o Began reviewing policy and procedure documentation received o Arranged meeting times with applicable parties to gain further insight into the relevant activities

Projected Tasks for August During the month of August, our team will:

• Biosolids Program Review: o Conduct an exit meeting with HRSD management and process owners o Finalize and deliver the audit report

• Human Resources Process Review: o Conduct process walkthrough meetings with HR staff o Document process understanding o Develop audit program o Begin audit testing

Engagement Notes/Delays The finalization and delivery of the Biosolids report was delayed as additional information was being retrieved and provided by the process owners. No additional delays have been noted. Future Activity/Engagements We anticipate moving on to the fourth internal audit project in late September.

Strategic Planning Metrics Summary

Annual MetricsItem Strategic Planning Measure Unit Target FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16M-1.1a Employee Turnover Rate (Total) Percentage < 8% 5.63% 4.09% 6.64% 7.62% 8.22% 9.97% 6.75%M-1.1b Employee Turnover Rate within Probationary Period 0% 2.22% 8.16% 14.58% 9.68% 0.66% 0.13%M-1.2 Internal Employee Promotion Eligible Percentage 100% 59% 80% 69.57% 71.43% 64.00% 69.00%M-1.3 Average Time to Fill a Position Calendar Days < 30 70 60 52 43.76 51 56M-1.4 Training Hours per Employee - cumulative fiscal year-to-date Hours > 40 30.0 43.8 37.5 35.9 42.8 49.0M-1.5a Safety OSHA 300 Incidence Rate Total Cases # per 100 Employees < 3.5 6.57 6.15 5.8 11.2 5.07 3.87 7M-1.5b Safety OSHA 300 Incidence Rate Cases with Days Away # per 100 Employees < 1.1 0.74 1.13 1.33 0.96 1.4 0.82 1.9M-1.5c Safety OSHA 300 Incidence Rate Cases with Restriction, etc. # per 100 Employees < 0.8 3.72 4.27 2.55 4.5 2 1.76 3.6M-2.1 CIP Delivery - Budget Percentage 113% 96% 124% 149% 160% 151%M-2.2 CIP Delivery - Schedule Percentage 169% 169% 161% 150% 190% 172%

M-2.3a Total Maintenance Hours Total Available Mtc Labor Hours Monthly Avg 16,495 22,347 27,615 30,863 35,431 34,168 M-2.3b Planned Maintenance Percentage of Total Mtc Hours Monthly Avg 20% 27% 70% 73% 48% 41%M-2.3c Corrective Maintenance Percentage of Total Mtc Hours Monthly Avg 63% 51% 12% 10% 18% 25%M-2.3d Projects Percentage of Total Mtc Hours Monthly Avg 18% 22% 20% 18% 32% 34%M-2.4 Infrastructure Investment Percentage of Total Cost of Infrastructure 2% 8.18% 6% 6% 4% 7% *M-3.3 Carbon Footprint Tons per MG Annual Total 1.61 1.57 1.47 1.46 1.44 *M-3.6 Alternate Energy Total KWH 0 0 0 5,911,289 6,123,399 6,555,096M-4.1a Energy Use: Treatment kWh/MG Monthly Avg 2,473 2,571 2,229 2,189 2,176 2205M-4.1b Energy Use: Pump Stations kWh/MG Monthly Avg 197 173 152 159 168 163M-4.1c Energy Use: Office Buildings kWh/MG Monthly Avg 84 77 102 96 104 97M-4.2 R&D Budget Percentage of Total Revenue > 0.5% 1.0% 1.4% 1.0% 1.3% 1.0% *

M-4.3 Total Labor Cost/MGDPersonal Services + Fringe Benefits/365/5-Year Average Daily Flow $1,028 $1,095 $1,174 $1,232 $1,249 $1,279 *

M-4.4 Affordability8 CCF Monthly Charge/Median Household Income < 0.5% 0.48% 0.48% 0.41% 0.43% 0.53% *

M-4.5 Total Operating Cost/MGDTotal Operating Expense/365/5-Year Average Daily Flow $2,741 $2,970 $3,262 $3,316 $3,305 $3,526 *

M-5.1 Name Recognition Percentage (Survey Result) 100% 67% 71% N/A 62% N/A 60% N/AM-5.4 Value of Research Percentage - Total Value/HRSD Investment 129% 235% 177% 149% 181% *M-5.5 Number of Research Partners Annual Total Number 42 36 31 33 28 *

Rolling 5 Year Average Daily Flow MGD 157.8 155.3 152 154.36 155.2 151.51 153.09Rainfall Annual Total Inches 66.9 44.21 56.21 46.65 46.52 51.95 54.14Billed Flow Annual Percentage of Total Treated 71.9% 82.6% 78% 71% 73% 74% *Senior Debt Coverage Net Revenue/Senior Annual Debt Service > 1.5 2.51% 2.30% 2.07% 1.88% 1.72% 1.90% *Total Debt Coverage Net Revenue/Total Annual Debt >1.4 1.67% 1.67% 1.46% 1.45% 1.32% 1.46% *

*These metrics will be reported upon closeout of fiscal year financials.

Monthly Updated MetricsItem Strategic Planning Measure Unit Target FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16 Jun-16 Jul-16

Average Daily Flow MGD at the Plants < 249 136 146.5 158.7 156.3 153.5 155.8 158.4 151.5Industrial Waste Related System Issues Number 0 3 6 6 6 2 4 1 0Wastewater Revenue Percentage of budgeted 100% 97% 96% 98% 107% 102% 104% 102% 100%General Reserves

Percentage of Operating and Improvement Budget 75% - 100% 72% 82% 84% 92% 94% 95% 105% 100%Accounts Receivable (HRSD) Dollars (Monthly Avg) 17,013,784$ 17,359,488$ 18,795,475$ 20,524,316$ 20,758,439$ 22,444,273$ $21,210,497 $23,960,859

Aging Accounts Receivable Percentage of receivables greater than 90 days 21% 20% 18% 19% 21% 20% 19% 16%M-2.5 Capacity Related Overflows Number within Level of Service 0 25 1 30 5 11 16 0 3M-3.1 Permit Compliance # of Exceedances to # of Permitted Parameters 0 12:55,045 1:51995 2:52491 1:52491 2:52491 2:52,491 2:52,491 0:4374M-3.2 Odor Complaints Number 0 6 2 7 11 5 9 0 1M-3.4 Pollutant Removal (total) Total Pounds Removed 178,163,629 171,247,526 176,102,248 185,677,185 180,168,546 193,247,790 193,247,790 16,738,122M-3.5 Pollutant Discharge (% of permitted) Pounds Discharged/Pounds Removed < 40% 25% 22% 25% 22% 22% 20% 23% 23%M-5.2 Educational and Outreach Events Number 302 184 238 322 334 443 44 42M-5.3 Number of Community Partners Number 280 289 286 297 321 354 28 29

FLOW % of BOD TSS FC ENTERO TP TP TN TN TKN NH3 CONTACTPLANT mgd Design mg/l mg/l #/UBl #/UBl mg/l Yr Avg mg/l Yr Avg mg/l mg/l TANK EX

ARMY BASE 8.44 47% 3 5.9 17 1 1.0 1.0 8.4 7.9 NA NA 22ATLANTIC 28.67 53% 7 8.1 8 1 NA NA NA NA NA NA NABOAT HARBOR 13.12 52% 6 4.2 11 2 1.0 0.59 26 21 NA NA 6CENT. MIDDLESEX 0.012 47% <2 <1 16 11 NA NA NA NA 0.62 <2.0 NACHES-ELIZ 17.99 75% 17 29 84 10 2.1 1.5 33 30 NA NA 13JAMES RIVER 13.35 67% 1 2.3 5 1 0.91 0.83 5.6 7.7 NA NA 1KING WILLIAM 0.036 36% 2 <1 NA <1 0.12 0.87 0.80 0.79 0.80 NA NANANSEMOND 18.53 62% 4 3.5 3 2 1.4 1.3 7.1 7.1 NA NA 15URBANNA 0.059 59% 5 19 3 4 6.3 4.2 12 24 NA 0.70 NAVIP 29.22 73% 6 4.1 9 1 1.5 0.94 9.1 8.1 NA NA 7WEST POINT 0.401 67% 17 18 3 4 3.2 2.4 17 14 NA 8.7 0WILLIAMSBURG 8.78 39% 1 2.4 4 6 0.96 0.61 6.1 6.6 NA NA 2YORK RIVER 12.88 86% 3 0.68 1 2 0.28 0.30 3.8 4.9 NA NA 17

151.49 6 9

% of Capacity

North Shore 58% TN Projected TPSouth Shore 62% Tributaries WLA TN WLA WLAMid Peninsula 59% James River 46% 79% 57%

York River 47% 80% 49%Rappahannock 145% 248% 366%

Pounds of Pollutants Removed in FY17 to Date: 16,738,122 MonthPollutant Lbs Discharged/Permitted Discharge FY17 to Date: 23%

TN Pounds TP Pounds TP WLA4,744,769 364,695 98%231,686 16,313 84%

3,019 571 627%

EFFLUENT SUMMARY FOR JULY 2016

Tributary SummaryProjected Projected Projected

RainfallPermit Exceedances:Total Possible Exceedances, FY17 to Date: 0:4,374 North Shore South Shore

Normal for YTD 28.49" 27.37"

3.63" 10.33"Normal for Month 5.92" 6.37"

Year to Date Total 32.37" 37.62"

AIR EMISSIONS SUMMARY FOR JULY 2016

No. of Permit Deviations below 129 SSI Rule Minimum Operating Parameters Part 503e LimitsBZ Temp Venturi(s) PD Tray PD Precooler Flow Spray Flow Venturi Flow Tray/PBs Flow Scrubber Any THC THC BZ Temp12 hr ave 12 hr ave 12 hr ave 12 hr ave 12 hr ave 12 hr ave 12 hr ave pH Bypass Mo. Ave DC Daily Ave

MHI PLANT (F) (in. WC) (in. WC) (GPM) (GPM) (GPM) (GPM) 3 hr ave Stack Use (PPM) (%) Days >Max

ARMY BASE 0 0 0 0 0 0 0 0 4 42 100 0

BOAT HARBOR 1 1 0 0 n/a 0 0 0 1 39 89 1

CHES‐ELIZ 0 0 0 n/a 0 1 0 0 1 28 97 0

VIP 0 0 0 0 n/a 0 0 0 4 59 98 0

WILLIAMSBURG 0 0 0 0 n/a 0 0 0 2 17 100 0

ALL OPERATIONS

DEQ Reportable Air Incidents: 2 No. of Permit Deviations/Possible No. of Permit Deviations (7/16) = 15/3215No. Permit Deviations/No. Possible Permit Deviations (CY16 to date)* = 154/14,632

DEQ Request for Corrective Action (RCA): 0Total Time on Bypass/Total Time Operating (7/16) = 2.3 hrs/3577 hrs

DEQ Notice of Violation (NOV): 0 Total Time on Bypass/Total Time Operating (CY16 to date)* = 15.7 hrs/14,762 hrs

Other Air Permit Deviations: 0 Tons Solids Processed (7/16) =2434Total Tons Solids Processed (CY16 to date)* = 10,966

Odor Complaints Received: 1 Monthly average Dry Ton per Day (DTD) per MHI unit = 16.1

Odor Scrubber HRSD Exceptions: 3 * CY16 commences with 03/21/16 compliance requirements

commission meeting minutes august 23, 2016 · 2016-09-21 · commission meeting minutes august 23,...

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