pipes program0e70fc86-94c4... · strategic goal 1: adopt infrastructure maintenance and...
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PIPES
Program
Agenda Item No. 5.c.
Board Meeting
June 17, 2020
Purpose and Effects
of the Program The proposed Program is intended to reduce
inflow and infiltration (I/I) as well as service calls
by providing financial incentives to property
owners to repair or replace their sewer laterals.
The reduction in I/I will reduce the risk of Sanitary
Sewer Overflows (SSOs) throughout our service area,
as well as illicit discharges at the Water Quality &
Resource Recovery Plant (WQRRP).
What Is I/I
I/I can enter into
Into WCW’s sewer
system as a
result of
several sources.
..
.
Downspoutconnected to Lateral
Manhole Cover with Holes
Cross-connectionfrom
Storm Catch Basin
Area Drain connected to Lateral
Deteriorated Manhole
Cracked or Damaged Pipe
Faulty Lateral Connectionto Sanitary Sewer
Exfiltrationfrom
Storm Sewer
DeterioratedLateral
Roof Vent
Tree Root Penetration
How I/I Impacts the System
Reduces Capacity for wastewater
Reduced ability to support development
Increases likelihood of SSO’s
Public health and safety
Increased Influent at the WQRRP
Increased treatment costs
Increased likelihood of illicit discharges
Environmental damage
Increased potential for fines
Background/DiscussionI/I is infringing
upon WCW’s
sewer system’s
available capacity.
LegendSub-basins Total I/I Ranking
Rank 1 – 2 (Top 25%)Rank 3 – 4 Rank 5 – 6Rank 7 – 8 (Lower 25%)
Background/DiscussionThe Program
aims to provide I/I
relief, especially
in the high I/I
(red) areas.
Proposed Program
Components
Incentive disbursements are available in varying amounts up to a maximum of $4,500 & will not exceed 50% of the lowest submitted bid.
Laterals longer than 100 feet, deeper than 10 feet or located in high I/I areas have higher disbursement eligibility.
Proposed Program
Components
1 incentive disbursement per property
owner, per property located within WCW
boundaries.
No incentive disbursements will be
provided for construction performed prior
to receiving pre-approval.
Proposed Program
Components
Applicants must submit an application, a
video inspection letter, a sewer lateral
inspection form & at least 3 construction
bids with non-collusion forms (one per
contractor).
Recommendation
Authorize the General Manager to commence the
PIPES Program.
Approve an amendment to the current Biennial
Budget to reflect an allotment of $400K for FY 2021.
Questions?
11
FY 2021 Budget
UpdateAgenda Item No. 5.d.
Board of Directors
June 17, 2020
Revenues $30.1M
Sewer Usage Charge
$26 million, 86% of revenues
Single Family Residential $639
Multi Family/Trailer $557
Commercial/Industrial varies on water usage
SF Bay Estuary Measure AA Grant
Living Levee $644,709
EBMUD Secondary Effluent Water
$204,000
Expenditures – Personnel $15.7M
$9,504,890$9,014,846
$3,300,447 $4,220,445
$2,390,963
FY 2021 Adopted FY 2021 Updated
Salaries & Wages + Overtime Benefits- Retirement Other Benefit
Total: $15,196,000 Total: $15,737,000
$2,501,709
Expenditures - Non Personnel $9.3M
$7,502,997 $7,502,997
$1,798,829
FY 2021 Adopted FY 2021 Updated
Original Amount New Initiatives
Total: $9,301,826
Total: $7,502,997
Non Personnel Initiatives $1.8 M
Living Levee Planning Grant $687,209
PIPES Program $400,000
IT Security/Mobile Workforce $148,000
Rate Study $50,000
Software license for mobile + Upgrades $250,000
Office Furniture – Reconfiguration $250,000
Reserves
Type FY 2021
SRF Loan $ 2,134,783
Operating and Capital $ 6,174,000
Insurance $ 200,000
Capacity Improvement $ 270,475
Equipment Replacement $ 403,403
New: Emergency $ 1,500,000
New: Facility/Software $ 1,800,000
Undesignated $ 5,726,900
Total $18,209,651
Questions?
Agenda Item No. 6.a.Board of Directors | June 17, 2020
Timeline
• January 27 – Initial Board Workshop Mission, Vision, Values and Current Goals Discussion
• April 20 – Board Workshop #2 – Initial Plan Presented Initial Plan and proposed elements built from initial discussion
Feedback regarding structure and clarity
• May 5 – Board Workshop #3 – Revised Plan Updated Strategic Plan incorporating Board feedback and direction
• May 28 – Board Workshop #4 – Board Feedback Receive any final feedback regarding the plan
• June 11 – ELC Action Plan Workshop
• June 17 – Board Workshop #5 – Strategic Plan Discussion
Changes Requested From May 28 Workshop• Core Values: Move Trust to just under Service
• Goals:
• Strategic Goal 2: Change ”ultimately becoming” to “making significant strides toward becoming”
• Strategic Goal 4: Change “efficient” to “effective”
• Strategies:
• Change Strategy on Strategic Goal 1:
• Confused as to if it fit under two Strategic Goals
• Add to Strategic Goal 2:• Continuously look for cost savings from current processes and possible Revenue streams by creating resources from by-products
• Add to Strategic Goal 6:• Create relationships with Elected Officials whose constituents are also our customers and stakeholders• Provide educational materials for K-6 teachers to help with curriculum development
• Document:• Add a range of dates to the cover
• Remove Executive Summary title and let subheads stand alone
• Change “aiming” to “helping”
• Change ”progressiveness” to ”progress”
• Change “ideologies” to “ideals”
• Add parenthetical: (See Strategic Goal 1 above)
Core Values
• Service
• Trust
• Collaboration
• Leadership
• Accountability
• Sustainability
Delivering value with humility, agility and reliability
Be an example that inspires others
More than the sum of our parts
Starts with truth and ends with truth
If it’s to be, it’s up to me
Securing what we have for what will be
Strategic GoalsStrategic Goal 1: Adopt infrastructure maintenance and modernization strategies that maximize performance, reduce
risk and ensure reliable service in collaboration with local, regional and national partners to further
Strategic Goal 2: Be an environmental steward in our community through a commitment to reducing carbon emissions, maximizing resource recovery, minimizing our environmental footprint and making neutral enterprise.
Strategic Goal 3: Promote financial policies and practices that support sustainability, integrity, innovation and responsible resource allocation for the organization.
Strategic Goal 4: Identify and leverage information and data management systems to ensure responsible infrastructure management and promote an effective and innovative organization.
Strategic Goal 5: Recruit, develop, inspire and retain employees that embrace West County Wastewater’s identity, values and culture, while also providing a working environment that supports and rewards their
Strategic Goal 6: Engage with our community, enhancing the image of West County Wastewater and building awareness of our role in keeping our community healthy.
Findings from the Staff Work Session
• Strategies to Objectives
• Action to Milestones
• Why did we make a change
• Benefits of change
Plan Use – Why have a Plan?
• Guide Decisions: Empower staff to make informed decisions guided by clear Board direction
– The Plan should provide a framework for every-day decision-making, as well as decisions
made in time of crisis.
• Educate Stakeholders: Equip the Board with a tool to educate the public and legislators on
the direction of the organization
• Ensure Accountability: Provide a resource to the Board that serves as a measure of
success for the organization and a means to evaluate the General Manager• Through the Action Plan timelines for strategies will be established, providing the Board with a way to
determine progress and strategic goal progression
Strategic Plan Components
• Vision
• Mission
• Core Values
• Strategic Goals
• Objectives
• Milestones
A vision statement is the aspirational description of how you see the future of the organization – Board Directed
A mission statement defines your organization’s purpose – Board Directed
Core values describe your organization’s culture – Board Directed
Strategic goals define the direction provided by the Board to staff in order to move toward the agency
forward – Board Directed
Objectives are high-level statements that outline what exactly you want to achieve, with clearly stated
deadlines that support the overarching strategic goals – Board Approved
Milestones serve as markers to provide the Board with a way to measure progress – Staff Determined
Streamlining the Action Plan > Becoming an Implementation Plan
• This example takes us from 10 Strategies to 6 Objectives
• Many Strategies were components to over-arching Objectives
• Some Strategies were not expansive enough
• Some Objectives were revised to add clarity
• STRATEGY 1: Develop an IT Master Plan
• STRATEGY 2: Employ supervisory control and data acquisition (SCADA)
• STRATEGY 3: Use a Computer Maintenance Management System (CMMS) to track wastewater system needs, allowing West County Wastewater
to perform proactive infrastructure maintenance
• STRATEGY 4: Explore tools to increase organization efficiencies including MinuteTraq, Incode, and NEOGOV
• STRATEGY 5: Develop and implement a records management program, in addition team project management and work collaboration tools
• STRATEGY 6: Evaluate communications infrastructure to ensure reliability during day-to-day operations and during emergencies
• STRATEGY 7: Ensure hardware balances software capability and organization need
• STRATEGY 8: Develop an IT Master Plan
• STRATEGY 9: Identify and establish project management tools and processes to support daily operations
• STRATEGY 10: Research and implement network security opportunities
Strategic Goal 4 (BEFORE): Identify and leverage information and data management systems to ensure responsible infrastructure management and promote an efficient and innovative organization.
• OBJECTIVE 1: Develop an IT Master Plan
• OBJECTIVE 2: Use a Computer Maintenance Management System (CMMS) to track wastewater system needs,
allowing West County Wastewater to perform proactive infrastructure maintenance
• OBJECTIVE 3: Explore tools and software programs to increase organization efficiencies
• OBJECTIVE 4: Develop and implement a records management program, in addition team project management
and work collaboration tools
• OBJECTIVE 5: Evaluate IT hardware to support organizational needs
• OBJECTIVE 6: Ensure we have the right balance of hardware and software to support a paper-free workplace
Strategic Goal 4 (AFTER): Identify and leverage information and data management systems to ensure responsible infrastructure management and promote an efficient and innovative organization.
Strategic Goal 4: Identify and leverage information and data management systems to ensure responsible infrastructure management and promote an efficient and innovative organization.
• OBJECTIVE 1: Develop an IT Master Plan
• OBJECTIVE 2: Use a Computer Maintenance Management System (CMMS) to track wastewater system needs,
allowing West County Wastewater to perform proactive infrastructure maintenance
• OBJECTIVE 3: Explore tools and software programs to increase organization efficiencies
• OBJECTIVE 4: Develop and implement a records management program, in addition team project management
and work collaboration tools
• OBJECTIVE 5: Evaluate IT hardware to support organizational needs
• OBJECTIVE 6: Ensure we have the right balance of hardware and software to support a paper-free workplace
OBJECTIVE 5: Evaluate IT hardware to support organizational needs
Milestones Completed in Q2 FY 2021Created specifications for standardizing hardware by employee classification
Replaced outdated and unsupported SCADA servers
Overall Progress: 50% Complete
On-track for FY 2023 Completion
OBJECTIVE 5: Evaluate IT hardware to support organizational needs
Milestones Completed in FY 2021Created specifications for standardizing hardware by employee classification
Implemented additional network security protocols
Replaced outdated and unsupported SCADA servers
Replaced outdated radio communications system between West County agency partners
Overall Progress: 75% Complete
On-track for FY 2023 Completion
STRATEGIC GOAL 4: FY 2021 Overall Progress
0
10
20
30
40
50
60
70
80
90
100
OBJECTIVE 1 OBJECTIVE 2 OBJECTIVE 3 OBJECTIVE 4 OBJECTIVE 5 OBJECTIVE 6
50 Logos > Logo & Tagline
Long-term Success
• Quarterly Progress Check-In
• Annual Strategic Plan Review
Do any strategies need to be adjusted to achieve the goals set forth based on external or
internal factors?
Have the goals of the Board fundamentally changed in any way?
How has the organization progressed in the past year?
Next Steps
• Approval of Plan July
• Print and digital copies made available, as needed
Sonoma Street
Close Out Report
Agenda Item No. 6.c.
Board Meeting
June 17, 2020
Presentation Overview
Project background
Project scope and timeline
Project outcome, challenges and lessons learned
Fiscal impact
Project Background
Location: Sonoma St. (McBryde Ave. to Solano Ave)
Intent: Provide sufficient capacity as mandated by
the San Francisco Bay Regional Water Quality Control
Board’s Inspection Report
Benefits: Reduce the risk of Sanitary Sewer
Overflows (SSOs) and State fines
Project Scope and Timeline
During the project, several services were provided
from May 28, 2019 to December 9, 2019:
Enviro Tech International Corporation (soil sample
collection, lab analysis and asbestos concentration
reporting)
Kister, Savio & Rei, Inc. (site survey and design/plans)
D’Arcy & Harty Construction, Inc. (construction
services associated with the project scope)
Project Scope and Timeline
D’Arcy and Harty completed the construction
items below:
Reconnected 6 laterals
Replaced 7 standard manholes w/7 trunk manholes
Replaced 30 LF of 10-inch line w/18-inch line
Replaced 1,540 LF of 12-inch line w/18-inch line
Project PicturesThe lateral-to-main
connection allowing
transport of sewage
into WCW’s
collection system
Project PicturesThe process of
creating a manhole
channel and shelf
by shaping the newly
poured concrete
Project PicturesThe inside of a
new trunk (large)
manhole with a
channel, shelf
and rungs (stairs)
Summary of
Project Outcome Successful completion of this project provides
several benefits for WCW and its customers:
Improved capacity for several sewer segments
Reduced risk of SSOs occurring
Reduced risk of State fines
Achieved compliance with the San Francisco Bay
Regional Water Quality Control Board’s Inspection
Report
Project Highlights
The following challenges were encountered:
Unforeseen subsurface conditions (boulders
significantly obstructing trench paths)
Setting up bypasses to maintain continuous wastewater
collection and transport services during construction
Project Highlights
Lessons learned:
Draft specifications to clearly delineate between
additive items and base items. Both were needed;
therefore, the project scope was completed despite
this issue.
Fiscal Impact
Total project budget amount was $1,700,000
The total project expenses were $889,039
The project was completed under budget due to
receiving very competitively priced bids
There were change orders totaling $143,513
Conclusion
The capacity-deficient sewer segments have been upsized
The risk of SSOs & State fines have been reduced
The construction mandated by the San Francisco BayWater Quality Control Board was completed
The project was delivered on time and under budget
Questions?
14
Baseline Inventory of Greenhouse Gas
Emissions
Agenda Item 6.d.
Board Meeting
June 17, 2020
What is a GHG Baseline?
GHG = Greenhouse Gas
The Baseline Inventory =
measurement of current emissions
First step in becoming a Carbon
Negative Enterprise.
Background
Sage Energy Consulting - independent energy consulting firm
Since 2009, Sage has performed more than 85 project feasibility studies.
Has led design review and written procurement specifications on 53 large-scale projects.
Dana Coe – our lead consultant on the project-
Has over 15 years of experience on emissions studies
Emissions inventory development, emissions data analysis, development of emissions guidance
Managed/provided key technical direction for numerous emissions inventory development projects
NASA, BAAQMD, and the California Energy Commission’s Greenhouse Gas Emissions Inventory
Emissions Categories• Scope 1 –– Direct emissions are generated by sources within WCW’s
organizational boundaries and within the ownership or control of WCW.
• Scope 2 ––Includes emissions that occur at sources owned or controlled
by entities other than WCW, but result from activities located within WCW’s
organizational boundaries. Associated exclusively with purchased or acquired
electricity, steam, heating, or cooling.
• Scope 3 –– Indirect emissions related to WCW operations, which are
generated by sources outside WCW’s financial or operational control. Includes
all indirect emissions not covered by the Scope 2 category.
• Biomass Combustion or Biogenic CO2 (BC) –– Directly
emitted carbon dioxide (CO2) from combustion of renewable biomass that is
considered a part of the short-term carbon cycle. Similarly, biogenic CO2 that
arises as a part of the organization’s value chain is categorized BC.
CO2
Earth’s Atmosphere
CO2
C
C
C
C
C
C
C
Organic Matter C
Earth’s Atmosphere
Combustion
C
What makes BC emissions different?They are part of the short-term atmospheric CO2 cycle.
CO2
Earth’s Atmosphere
O2 N
2
Other Gases
CH4
CO2
C
C
C
C
C
C
C
Photosynthesis
Earth’s Atmosphere
CO2
C
C
C
C
C
C
C
Organic Matter C
Respiration
Excretion
Earth’s Atmosphere
Combustion
CO2
CH4
C
C
C
C
C
C
C
Organic Matter CExcretion
Decay
Digestion or Decay
Earth’s Atmosphere
Organic Matter
C
Earth’s Atmosphere
C
C
C
CO2
C
C
C
C
C
C
C
CH4
Overall SummaryBaseline greenhouse gas emission inventory for WCWD—overall summary.
Detailed BreakdownBaseline greenhouse gas emission inventory for WCWD—detailed breakdown.
Highlights• Largest Sources of Emissions–– The Biosolids storage lagoons
and residual effluent Nitrogen.
• Fugitive Emissions –– Fugitive emissions of Methane (CH4) and
CO2 created by wastewater collection systems.
• Process Emissions –– Plant Processes estimated at 7% of Scope 1
plus Scope 2 emissions.
• Electricity -- Electricity consumption estimated at 6%.
• Fleet -- WCW vehicles and equipment each estimated at 4%.
• Onsite Energy Projects – Existing Biogas recovery and a solar
photovoltaic (PV) systems reduce emissions.
Next Steps Evaluate:
• Bio Solids / Solids drying
• Co-Gen
• Solar
• Energy Efficiency
• Electric Vehicles / Fleet
• Commute Reductions
• Composting
Questions?
10