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