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HomeMy WebLinkAbout05.a.1) General Manager Written AnnouncementsBoard Meeting of May 1, 2014 Written Announcements: AWARDS /RECOGNITIONS a) Regional "Excellence in Water Research" Award to be Presented to Student Competitor and Teacher in the Contra Costa County Science and Engineering Fair A student and his teacher from De La Salle High School in Concord will be recognized at the May 15, 2014 Board meeting as a recipient of the Excellence in Water Research Award. Robin Joseph, a 10th grader, took second place for his research project, Is Corn Stover Wastewater a More Efficient Fuel Source For the Microbial Fuel Cell Than Wastewater from Meat? His teacher, Victoria Aquistapace, is a Science instructor at De La Salle. Central San is one of the founding sponsors of the Excellence in Water Research Award, along with 11 other Contra Costa water and wastewater agencies. The award recognizes outstanding science and engineering projects in the field of water, wastewater or recycled water research, along with the teachers who helped guide the research. Judges from the sponsoring agencies made the awards at the annual Contra Costa County Science and Engineering Fair in late March. Robin will make a brief presentation at the May 15 Board meeting detailing his research. COLLECTION SYSTEM OPERATIONS b) District to Join Other Agencies Participating in the Collection System of the Future Study The Collection System Operations Department has initiated conversations with Phil Scott, District Manager for the West Bay Sanitary District, regarding participation in the Collection System of the Future Study. The study will primarily look at benchmarking to show how agencies in the Bay Area compare to each other and open discussions on the Collection System of the Future. The total cost for the study is $60,000 and the District's share of the cost is $6,000. The ten agencies participating in this study are: 1) West Bay Sanitary District, 2) West Valley Sanitation District, 3) Castro Valley Sanitary District, 4) Ross Valley Sanitary District, 5) Novato Sanitary District, 6) Cupertino Sanitary District, 7) West County Wastewater District, 8) Union Sanitary District, 9) City of Livermore, and 10) CentralSan. A copy of the draft Cost Sharing Agreement is attached. Written Announcements May 1, 2014 Page 2 of 3 OUT -OF -STATE CONFERENCE c) Staff Attendance at National Association of Clean Water Agencies (NACWA) P3 National Conference in Minneapolis, Minnesota from May 14 -16, 2014 NACWA's National Pretreatment and Pollution Prevention Workshop will be held in Minneapolis, Minnesota, from May 14 through May 16, 2014. Provisional Associate Engineer Melody Labella and Senior Environmental Compliance Inspector Jeff Skinner will attend. Attendance at this Workshop allows staff the opportunity to participate in the national discussion on emerging pollutants of concern to the District. Discussions held at this annual workshop help guide NACWA staff on where they should spend their energy in the coming year to provide the greatest benefit to NACWA members like Central San. In addition, Ms. LaBella has been invited to give a presentation on "Preventing Problems from Pesticides — The Research and Regulations" and to moderate a panel discussion on "Microbeads & More: How Can We Reduce Consumer Product Contributions to Pollution ?" Attendance at this workshop was specifically budgeted in the Fiscal Year 2013 -14 Pollution Prevention Operations and Maintenance budget. d) Laboratory Employee to Travel to Portland, Oregon for Quality Assurance Program Training from June 9 -10, 2014 Chemist Anita Setty will be traveling out of state to receive training on quality assurance software. Ms. Setty, who is assigned the duties of quality assurance coordinator for the District lab, will be traveling to Portland, Oregon, June 9 -10, 2014 to receive training on Northwest Analytical Quality Analyst Software. This software is used as either a stand- alone program or integrated into the current PerkinElmer laboratory information management system. The course will cover aspects of statistical analysis and their application to data quality control. Costs associated with this training are available in the Fiscal Year 2013 -14 lab training budget. PROJECT UPDATE e) Public Bidding for Walnut Creek Sewer Renovations, Phase 10, District Project 8413 Walnut Creek Sewer Renovations, Phase 10, is part of the ongoing Collection System Renovation Program. The project will install approximately 8,500 linear feet of 6- and 8- inch sewer lines within public rights -of -way and easements by using pipe -burst and open - cut methods. Written Announcements May 1, 2014 Page 3 of 3 This project will be advertised on May 2 and 7, 2014. Bids will be opened on May 20, 2014. The construction cost is currently estimated at $2,350,000. More information will be presented when the Board is asked to approve the construction contract on June 5, 2014. CONTRACTS UPDATE f) Recap of Contracts Signed by General Manager During First Quarter 2014 The Board has asked to receive quarterly reports of the professional consulting agreements entered into by staff that fall within the increased staff authority limits that became effective December 15, 2011. On that date, the limit on staff authority for professional consulting services agreements was raised by the Board from $50,000 to $100,000. This is a report of all professional agreements entered into by staff which fall within the new staff authority limits (over $50,000 and less than $100,000) and amendments that cause agreements to fall within this dollar range. Listed below are all such agreements /amendments entered into during the first quarter of 2014 (1/1/14 — 3/31/14): All other contracts that are not considered "professional services," such as maintenance services, equipment, chemicals, and supplies, do not require Board approval regardless of dollar amount. The Board approves the annual budget which includes the expenses that come from these contracts, so these contracts are not included in this report as they have historically been within staff authority. Agreement Amendment Company Date Flo. r Y /N) _ Name Description Total 1/30/14 041054 Y Carollo Add $63,465 / $98,465 Engineers Cogeneration Controls Upgrade / DP 7308DC 2/20/14 041508 N VPI Customer Satisfaction $75,000 Strategies Survey All other contracts that are not considered "professional services," such as maintenance services, equipment, chemicals, and supplies, do not require Board approval regardless of dollar amount. The Board approves the annual budget which includes the expenses that come from these contracts, so these contracts are not included in this report as they have historically been within staff authority. COST SHARING AGREEMENT BETWEEN WEST BAY SANITARY DISTRICT AND VARIOUS AGENCIES COLLECTION SYSTEM OF THE FUTURE, TRACK 1 THIS COST SHARING AGREEMENT ( "Agreement ") is entered into this 17`h day of April, 2014, by and between WEST BAY SANITARY DISTRICT (hereinafter referred to as WBSD), and the following agencies: WEST VALLEY SANITATION DISTRICT, CASTRO VALLEY SANITARY DISTRICT, CENTRAL CONTRA COSTA SANITARY DISTRICT, ROSS VALLEY SANITARY DISTRICT, NOVATO SANITARY DISTRICT, CUPERTINO SANITARY DISTRICT, WEST COUNTY WASTEWATER DISTRICT, UNION SANITARY DISTRICT, AND CITY OF LIVERMORE, all parties being legally recognized public agencies within the State of California (hereinafter referred to as Participating Agencies). RECITALS WHEREAS, WBSD was established as an Independent Special District in 1902 to provide, among other services, wastewater management services to the then - unincorporated communities of Atherton and Menlo Park, and has expanded to include the City of Menlo Park, Atherton, and Portola Valley, and areas of East Palo Alto, Woodside and unincorporated San Mateo and Santa Clara counties; and WHEREAS, WBSD has initiated a grassroots effort named the "Collection System of the Future" or "CSOTF "; and WHEREAS, the Participating Agencies and WBSD comprise Track 1 of the CSOTF effort, and will equally share in the cost of implementing CSOTF Track 1 ( "The Project "); and WHEREAS, WBSD and the Participating Agencies now desire to enter into a cost sharing agreement for WBSD the purposes of The Project. NOW, THEREFORE, it is agreed as follows: 1. Scone of Services. WBSD shall serve as the lead agency, and shall enter into one or more consultant agreements ( "Consultant Agreement ") as required to provide WBSD and the Participating Agencies with the scope of services specified in Exhibit A, attached hereto and incorporated herein. 2. Cost Sharing. (a) WBSD and the Participating Agencies will share equally in the expense of the approved Consultant Agreement(s) for a combined amount not to exceed $60,000, or $6,000.00 per participating agency. (b) Additional costs, including WBSD and Participating Agency staff costs, meeting expenses, and other expenses shall be borne by each respective agency. 3. Method of Payment. Within 30 days of execution of the Consultant Agreement(s), WBSD will submit to each Participating Agency a copy of the executed document(s) and an invoice for payment. Participating Agency will pay the invoiced amount in full within 30 days of receipt of the invoice, up to the maximum amount provided for in Section 2 above. 4. Contract Management. (a) WBSD will coordinate and manage the Consultant Agreement(s) on behalf of WBSD and the Participating Agencies. (b) The Scope of Services includes a series of Workshops. Workshop No. 1 will be held at the WBSD office at 500 Laurel Street, Menlo Park, CA. WBSD intends for subsequent Workshop locations to rotate among the various Participating Agency offices. However, if the Participating Agencies prefer, the District will hold one or more subsequent workshops at the WBSD office. 5. California Law. This Agreement is subject to the laws of the United States of America and the laws of the State of California. Any dispute arising out of this Agreement shall be governed by the laws of the State of California. 6. Severability. If any portion of this Agreement is held by a court of competent jurisdiction to be invalid, void, illegal, or unenforceable, the remainder of the provisions shall remain in full force and effect and shall in no way affect, impair, or invalidate any other term, covenant, condition, or provision contained in this Agreement. 7. Entire Agreement. This Agreement contains the entire integrated agreement between WBSD and Participating Agencies and supersedes all prior negotiations, representations and agreements, whether written or oral, with respect to the subject matter herein. Each of the parties hereto has caused this Agreement to be executed by their officers, duly authorized, the day and year first above written. WEST BAY SANITARY DISTRICT WEST VALLEY SANITATION DISTRICT By: By: Signature Signature Phil Scott, District Manager Jon Newby, District Manager and Engineer Typed Name and Title Typed Name and Title CASTRO VALLEY SANITARY DISTRICT ROSS VALLEY SANITARY DISTRICT By: By: Signature Signature Roland P. Williams Jr., General Manager Greg Norby — General Manager Typed Name and Title Typed Name and Title WEST COUNTY WASTEWATER DISTRICT NOVATO SANITARY DISTRICT By: By: Signature Signature E.J. Shalaby, General Manager Sandeep Karkal, Manager - Engineer Typed Name and Title Typed Name and Title UNION SANITARY DISTRICT CUPERTINO SANITARY DISTRICT By: By: Signature Signature Andy Morrison, Collection System Manager Richard Tanaka, District Manager/Engineer Typed Name and Title Typed Name and Title CENTRAL CONTRA COSTA SANITARY DISTRICT CITY OF LIVERMORE By: By: Signature Signature Roger S. Bailey, General Manager Darren Greenwood, Asst. Public Works Director Typed Name and Title Typed Name and Title EXHIBIT "A" VW. HOUSEN & ASSOCIATES February 10, 2014 Mr. Phil Scott District Manager West Bay Sanitary District 500 Laurel Street Menlo Park, CA 94025 Subject: Proposal for Implementation of the "Collection System of the Future" Track 1 (CSOTF -1), with WBSD as Lead Agency Dear Mr. Scott: Attached is a proposal for VWHA to support the District as the Lead Agency in implementation the "Collection System of the Future" Track 1 (CSOTF -1). This process will involve a series of workshops to be held over approximately 15 months. I have included Rita Giacalone from Dew Point Consulting to help with workshop facilitation. We are very excited about this opportunity, and have gained initial support from Bobbi Larson, the Executive Director of CASA. Based on interest received at the January 16, 2014 CASA roundtable sessions, we hope that this grassroots effort will eventually evolve into a larger initiative to enhance wastewater collection system planning and management. The proposed scope convenes up to ten wastewater agencies located within the San Francisco Bay RWQCB jurisdiction. We have included eight half -day workshops to discuss and compare goals, organizations, and practices. The workshop topics would begin with a discussion of current practices, and end with a definition of future needs and challenges, as well as a strategy for meeting the these future challenges. This effort is named "Track 1" to differentiate the proposed group from potential parallel or future "tracks" that could involve additional cities or agencies. The proposed cost for this effort is $60,000. Shared between ten agencies, the cost to each agency would be $6,000. To date, we have received a tentative commitment from nine agencies including the District, and have received interest from a broader group of wastewater districts and cities. Because this effort could benefit wastewater agencies in addition to those directly involved in the project, we recently submitted a proposal to the Clean Water Summit Partners requesting a 50% funding match per "track" for this project. The Summit Partners, which comprise the following industry groups, will consider this request later in February. 185 Frost Street, Suite 207 Danville, CA94526 (923) 518 -3487 www.hOLlsenassociates.com VWHA Proposal Collection System of the Future — Track 1 Page 2 • California Association of Sanitation Agencies (CASA) • Bay Area Clean Water Agencies (BACWA) • Central Valley Clean Water Agencies (CVCWA) • California Water Environment Associates (CWEA) • Southern California Alliance of Publicly -Owned Treatment Works (SCAP) Thank you for the opportunity to support the District on this exciting project. Please contact me at (925) 518 -3487 or vhousen @housenassociates.com if you have questions, or would like to discuss this proposal in more detail. Sincerely, Vivian Housen, P.E. 185 Front Street, Suite 207 Danville, CA94526 (925) 516 -3487 www.housenassociates.com West Bay Sanitary District Collection System of Future — Track 1 The California Association of Sanitation Agencies (CASA) is focused on leading the California wastewater industry into the future, by helping agencies increase awareness of and move toward processes that consider and utilize wastewater as a resource. Much of this focus is driven by regulatory, financial, and legislative changes. A good part of the discussion to date has been related to wastewater treatment plant operations, maintenance, and improvements. This scope of work extends the CASA approach to review wastewater collection system issues, operations, maintenance, and funding. The objective of the study is to convene a small group of Bay Area wastewater agencies with wastewater collection systems in a series of workshops that achieve the following: • Compare systems, staffing, budgets, and Level of Service • Identify current strengths, gaps, and needs through the sharing of information from a management perspective, and also from an operations and maintenance perspective • Share ideas to fill gaps, including ways to overcome real or perceived challenges in staffing, resources, and funding • Discuss the collection system of the future. Some topics that may be discussed include: How will collection system management and maintenance change as a result of age, environmental awareness, regulatory requirements, and downstream (treatment plant) constraints? Will changes in recycled water demands and stormwater regulations impact wastewater collection system agencies? How can wastewater agencies be a leader in the community, given anticipated changes? • Review potential changes in desired services to be provided, and discuss associated changes that may be required (either up or down) in staffing, resources, funding, and other support. • Develop a preliminary framework for how an agency might adjust its organizational and management structure and vision over time to anticipate and meet these future needs. Project deliverables will include workshop materials, meeting notes, and a draft and final white paper summarizing the process, issues raised, findings, and recommendations. Interim progress could be communicated through any of the Clean Water Summit Partners meetings (CASA, BACWA, CVCWA, CWEA, or SCAP), through other forums that attract industry -wide staff. V. W. Housen & Associates (VWHA), in association with Dew Point Consulting, proposes to coordinate and lead these workshops, with West Bay Sanitary District as the lead agency, Dew Point brings expertise and insight in organizational development and management that will help guide what we hope to be a diverse group of people, challenges, and experience, into a set of common ideas that can then be used as a guideline for other wastewater agencies that manage wastewater collection systems. V. W. Housen h \m \WBS© \CSOTF021014 Collection System of the Future, Track 1 Scope of Work Page 2 Scope VWHA proposes to accomplish these objectives through the following scope of work. This project will involve up to ten agencies with wastewater collection systems (cities could be added in a later "track ") that are located within the jurisdiction of the San Francisco Bay Regional Water Quality Control Board. Task 1. Project Kickoff Meeting During the project kickoff meeting, the participating agencies will exchange information, review project objectives, and share their goals, expectations, and challenges. This discussion will expand upon the information that was gathered at the January 16, 2014 CASA roundtable sessions. During the project kickoff meeting, the need for outside task groups will be discussed and preliminary champions identified. Task groups are defined further under Task 2. Meeting materials will be prepared and minutes distributed following the project kickoff meeting. The meeting notes will outline potential topics to be addressed at the Initial Workshop. Task 2. Data Collection and Initial Workshops VWHA will gather system information for the participating agencies through the CIWQS agency questionnaires and will develop a worksheet that compares and contrasts this information in advance of the Initial Workshops. VWHA and Dew Point will prepare for and lead two 4 -hour workshops to compare and contrast Level of Service objectives, and ways in which each agency is successful or needs improvement in meeting these objectives. The discussions will review organizational structures, available resources, areas for collaboration, and local and regional challenges /obstacles to achieving success. The workshops should include a combination of management staff and future leaders within each agency's O &M group. We anticipate that these workshops will precipitate topics that require further discussion and resolution through outside task groups. Some of these task groups may already be in place through California Association of Sewer Service Excellence (CASSE), BACWA, or CWEA. However, other task groups, especially pertaining to management issues, will be developed specifically for CSOTF. The CSOTF effort will provide direction and guidance to the work to be addressed through the task groups. The task groups will meet between CSOTF planned workshops. Workshop materials and summary notes will be prepared and distributed. Initial findings will be presented in preparation for Workshop No. 3 Task 3. Workshop No. 3 - Gaps Analysis and Self -Audit VWHA and Dew Point will prepare for and lead one 4 -hour workshop with the same participants from the prior workshops. The purpose of the workshop will be to review the results from the initial workshops, discuss gaps, and share ideas as to ways to bridge these gaps. Workshop No. 3 will allow V. W. Housen - h \m \WBSD \CSoftheFuture Collection System of the Future, Track 1 Scope of Work Page 3 participating .agencies to compare their own agency goals, resources, and processes to those from other agencies. During this and future workshops, the agencies will be asked to start brainstorming the collection system of the future — how do they see their agency changing over the next ten years. During this and future workshops, task group leaders will also provide updates on their group's efforts. Workshop materials and summary notes will be prepared and distributed. Brainstorm ideas will be collected and organized in preparation for Workshop No. 4. A formal comparative assessment or self -audit document can be prepared for any participating agency upon request, as an optional service. Task 4. Workshop Nos. 4 and 5 — Collection System of the Future VWHA and Dew Point will prepare for and lead two 4 -hour workshops to develop ideas for the collection system of the future. Workshop No. 4 will be used to share ideas on how collection systems will change physically, demographically, as perceived by the community, and from a regulatory perspective. This discussion will include thoughts on changes in technology, tools, and in the typical agency employee in terms of background and expectations. Representatives from wastewater treatment plants that are downstream of any collection -only agencies will be invited to provide additional perspective. Workshop No. 5 will explore how wastewater agencies will fit in with and adjust to the larger picture of treatment plant constraints, recycled water, water conservation, and changing stormwater regulations. The group will develop strategies for how wastewater collection system agencies can become leaders in the water- related community, given these anticipated changes. The budget includes an allowance for an additional Workshop No. 5a that may be required to complete this task. Workshop 5a may also be used to solicit ideas from elected officials that could help frame the CSOTF discussions. Workshop materials and summary notes will be prepared and distributed. The identified strategies will serve as the basis for Workshop No. 6. Task 5. Workshop No. 6 and 7 — Strategies for Success VWHA and Dew Point will prepare for and lead two 4 -hour workshops to establish new common goals for the collection system of the future, and identify potential changes that may be required (either up or down) in staffing, resources, tools, funding, or other support, in order to assure the success of this future agency. With this end point in mind, the team will develop a preliminary framework for how an agency might adjust its organizational and management structure and vision over time to anticipate and meet these future needs. Task 6. Draft and Final Summary Report VWHA will summarize meeting and workshop notes in a draft and final summary report, to be published as a white paper by the participants. This task also includes consultant staff time to prepare for and attend four different conference or organizational round table forums to present interim and final results throughout the study. V. W. Ho€asen h \m \WBS® \CSo`theFuture Collection System of the Future, Track 1 Scope of Work Page 4 Table 1 shows the proposed budget for each task. The proposed budget is $60,000. We expect that this cost would be shared among up to 10 agencies. Concurrently, we have submitted a proposal for a 50 percent funding match from the Clean Water Summit Partners. The process is expected to require seven workshops over 15 to 18 months, with an allowance for an eighth workshop. This schedule may need to be extended, depending on member agency staff availability. V. W. Housen h \m \WBSE3 \CSoftheFuture Table 1 West Bay Sanitary District as Lead Agency Collection System Agency of the Future, Track 1 Proposed Budget for V. W. Housen Associates V. W. Housen and Associates ProleatKxkofl MeetfV 2 2 4 S 8w S 482 S 48 S 100 S 1229 Prepare meeting agendas and nwKms 1 1 2 $ 334 S 100 S 10 $ 444 Subtotal Task 1 .. 3 3 0 6 $ 1.002 $ 582 $ 56 $ 100 $ 1.742 Data Collection and Review 4 8 1 13 S 1.898 S 5 1,828 Prepare for and lead tiro 4-totr workshops 18 8 2 25 S 4.r8 $ 4.420 S 442 S 200 5 9.836 Workshop mate ials and notes 5 8 2 15 S 2200 S 100 S 10 S 2.310 Subtotal Task 21 25 24 1 5 1 54 1 $ 8.672 1 $ 4.520 1 $ 452 1 $ 200 I S 13,8dd Prepare fa and lead one 44xLr wcrkshW 10 6 1 17 13 ZM $ 2.210 S =1 I S 10013 5,431 Woeh.hcip materials and notes 1 4 1 4 1 9 S 1.424 $ 100 $ 10 $ 1.534 Subtotal Task 31 1d 1 10 2 26 $ 4.380 S 2.310 $ 231 $ 100 $ 7.M Prepare fir and lead two 4-hour workshops plus one optional warldgp 30 12 2 44 IS 8.072 $ 8.830 3 883 S 300 5 15.885 1Ycrkslnp mtenals and notes 4 12 2 18 S 2.458 $ 100 S 10 5 2.588 Subtotal Task 4 3t 24 4 62 $ 10518 $ 6.730 $ 673 $ 300 $ 18.231 Prepare and lead b.o4fiotrwarkshops 18 8 2 28 S 4,Si6 S 2210 $ 221 S 200 5 r'2ffi WarWW matena6 and notes 8 4 1 11 S 1.858 S 100 S 1D S 1.288 Subtotal Task 5 22 12 3 37 $ SA32 S 2.310 $ 231 S 200 S 9.173 Draft and F" White Paper 8 24 4 38 $ 4.412 S 1.000 5 1 DD S 8.012 Prepae materials far alnkrenoe presenticons 8 18 4 26 S 3,286 S S 3.286 Subtotal Task 6 16 40 8 6d $ 8.880 $ 1.000 $ 100 S - $ 9.980 V. W. Housen and Associates