HomeMy WebLinkAbout09.a. Receive report on optimizations, innovations, and achievements up to Fiscal Year 2016-17Page 1 of 66
Item 9.a.
Central Contra Costa Sanitary District
November 2, 2017
TO: HONORABLE BOARD OF DIRECTORS
FROM: CHRISTINA GEE, SENIOR ADMINISTRATIVE TECHNICIAN
REVIEWED BY: ANN SASAKI, DEPUTY GENERAL MANAGER
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: RECEIVE REPORT ON OPTIMIZATIONS, INNOVATIONS, AND
ACHIEVEMENTS UP TO FISCAL YEAR 2016-17
At a past Engineering & Operations Committee meeting, President Causey requested a periodic report
on innovations achieved by Central San.
The attached report originated as the Mentorship Program project for my October to December 2016
rotation with Ann Sasaki, Deputy General Manager. The original list of optimizations, both "in progress /
completed" and "planned /future," has been updated to reflect project statuses as of June 30, 2017 (the
end of Fiscal Year 2016-17). It has also been expanded to include innovations and achievements,
focusing on projects that have been completed in the last four years under the leadership of our current
General Manager, Roger S. Bailey.
The achievements collected in this report reflect staff's commitment to the teamwork, creative thinking,
willingness to accept change, and leadership which drives innovation and ensures that Central San is
continually operating at optimal levels.
Staff plans to present a similar report on an annual basis.
Strategic Plan Tie -In
GOAL SIX. Embrace Technology, Innovation and Environmental Sustainability
Strategy 2 - Evaluate Business Processes and Optimize Business Operations
ATTACHMENTS:
1. Optimizations, Innovations, and Achievements (up to FY 2016-17)
November 2, 2017 Regular Board Meeting Agenda Packet - Page 187 of 303
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2. PowerPoint Presentation
November 2, 2017 Regular Board Meeting Agenda Packet - Page 188 of 303
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All
Optimizations, Innovations,
60 and Achievements
A
June 30, 2017
Compiled by Christina Gee,
Senior Administrative Technician
TABLE OF CONTENTS
IN PROGRESS / COMPLETED PROJECTS
ADMINISTRATION 1
COMMUNICATION SERVICES & INTERGOVERNMENTAL RELATIONS, FINANCE,
HUMAN RESOURCES, INFORMATION TECHNOLOGY, SECRETARY OF THE DISTRICT,
PURCHASING AND MATERIALS SERVICES, RISK MANAGEMENT
ENGINEERING & TECHNICAL SERVICES 9
CAPITAL PROJECTS, ENVIRONMENTAL & REGULATORY COMPLIANCE,
PLANNING & DEVELOPMENT SERVICES, RESOURCE RECOVERY
COLLECTION SYSTEM OPERATIONS 22
PLANT OPERATIONS 24
PLANT MAINTENANCE, PLANT OPERATIONS, SAFETY
PLANNED / FUTURE PROJECTS
ADMINISTRATION 40
ENGINEERING & TECHNICAL SERVICES 45
COLLECTION SYSTEM OPERATIONS
PLANT OPERATIONS
CONCLUSION
ACKNOWLEDGEMENTS
November 2, 2017 Regular Board Meeting Agenda Packet - Page 190 of 303
47
48
50
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
INTRODUCTION
This report was originally produced in December 2016 under the title "Optimizations &
Opportunities," as part of my second rotation in the Mentorship Program with Ann Sasaki,
Deputy General Manager.
That report, which focused on optimizations, has now been updated and re -titled to include
innovations and other notable achievements by staff, both "in progress / completed" and
"planned / future," as of the end of FY 2016-17, and focusing on projects completed under the
leadership of Roger S. Bailey, General Manager, since he joined Central San in 2013. In
putting together this document, I met with managers and key staff throughout Central San to
learn about each process, its implementation, and positive outcomes.
Optimization and innovation is the answer to our challenge of doing more for less. It shows
productivity and continuous improvement in response to aging infrastructure, tight public
finances, regulatory requirements, and other challenges facing our industry.
The projects in this report all serve Central San's Strategic Plan in some way and benefit our
organization by achieving one or more of the following goals: reduce staff time; improve
accuracy; operate more cost effectively; eliminate hazards and promote safety; enhance
customer service; be environmentally sustainable; utilize new technologies; maximize use of
existing infrastructure; and forge leadership in the wastewater industry.
With any new ideas, there are challenges to be faced. There can be resistance to change;
competing priorities; limitations in budget and staffing; shortcomings in current resources or
software; or a potential domino effect on other workgroups or processes. Moreover, conflicting
schedules and differences of approach may become an obstacle when working in collaboration
with others.
Despite these challenges, Central San has accomplished so much. The interdepartmental
teamwork and creative thinking that is bringing these projects to completion is particularly
impressive. Central San is comprised of many divisions and hundreds of minds, and together
we have worked to bring continued ingenuity, technology, collaboration, and excellence to the
agency.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
AS OF JUNE 30, 2017
ADMINISTRATION
COMMUNICATION SERVICES & INTERGOVERNMENTAL RELATIONS
SOCIAL MEDIA
To supplement Central San's external website, social media allows Central San to
communicate with its stakeholders and peers in a variety of ways that are more friendly and
informal than the website. Central San can share news, public service announcements, cross -
promotions with sister agencies and informational videos about the services we provide. Social
media increases the efficiency of staff time by rerouting resources used to produce one
Pipeline to several social media accounts to reach many different demographics.
In October 2015, the Board approved Board Policy BP No. 021 on Social Media
Communication. The official comment policy regulates the information exchanged on the sites.
Staff launched the websites in January 2016 and maintains these on a regular basis.
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November 2, 2017 Regular Board Meeting Agenda Packet - Page 192 of 303
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
VIDEOS FOR TARGETED OUTREACH
Videos produced in house by staff are used for both internal and external communication.
They are carefully scripted and produced to maximize the message of the video. Public service
announcements were delivered to an estimated 113,000-137,000 viewers, or 34.8% of the
households in our service area.
Staff created the videos in house and negotiated pricing and strategic placement with
Comcast, at a cost savings when compared to publication costs through a newspaper. Videos
aired throughout the year at appropriate times; for example, the "Dispose Your Cooking Oil
Properly!" video (screenshot pictured) aired around the Thanksgiving holiday during cooking
shows. Staff also installed a display monitor in the Headquarters Office Building (HOB) lobby
(pictured) to provide a continuous presentation of customer information.
OUTREACH FOR THE COMPREHENSIVE WASTEWATER
MANAGEMENT PLAN (CWMP)
'• BUSINESS ,_ JSTOMER WORKSHOP
Comprehensive Wastewaler Master Plan
Planning for the Furore
November 16, 2016
Pleasant HILI Community Center
Three public workshops, one for
residential customers and one for
commercial customers (pictured), were
held to discuss the CWMP
recommendations, infrastructure
improvements, financial outlook, and other
programs and services. Staff also made
presentations to city councils, taxpayer
associations, televised broadcasts,
Pipeline newsletter articles, and
community events and meetings. These
were creative techniques to engage
customers in the CWMP and infrastructure
improvements planned for Central San.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
701h ANNIVERSARY OPEN HOUSE EVENT
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Central San's first ever customer
engagement event of its magnitude, an
Open House to celebrate our 70th
anniversary, was held Saturday, July 16,
2016 and hosted over 1,000 customers
and 20 elected officials. The attendees
learned more about our programs,
services, and operations and took tours of
our Treatment Plant and Household
Hazardous Waste Collection Facility
(HHWCF). It was a family friendly event
which included live music, toilet races, corn
hole, face painting, and other activities.
Staff presented the idea to the Board for approval and held Planning Committee and
Subcommittee meetings in preparation for the event, which was staffed by volunteer Central
San employees.
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ADDITIONAL ACHIEVEMENTS
• Negotiating the printing costs to optimize the budget of the Pipeline saved $15,000. The
savings were realized over two printing cycles in FY 2016-17.
• Reducing the number of Pipeline issues per year from three to two saved
approximately $42,000.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ADMINISTRATION
HUMAN RESOURCES
FLEXIBLE SPENDING ACCOUNT ADMINISTRATION
BENEFITS CARID A third -party company, P&A Group, administers the flexible
0spending account (FSA), including health care and dependent
12/19 u3s care. This decreases the amount of in-house staff time needed to
process reimbursements. Employees are able to utilize a benefits
MasterCard (pictured) for eligible expenses, set up their own
accounts for self-service, submit claims electronically and confidentially, and request claim
reimbursements at any time via direct deposit or a paper check.
Staff began searching for a vendor in 2014 and found P&A via our benefits broker, Alliant. The
program was rolled out in October 2016, taking effect on January 1, 2017.
MENTORSHIP PROGRAM
This was the first mentorship program at Central San, and it set itself apart from similar
programs at other companies by being project based. Each mentee was required to complete
a project with their mentor and present it to the Executive Team, and in some cases, the
Board. Many of these projects gave the mentees experience in a different field from their usual
job duties and exposed them to leadership opportunities, responsibilities, and networking with
staff from other departments and divisions.
Staff rolled out the program in 2015 by soliciting applications. Five applicants were chosen as
mentees for the pilot program, and each mentee had a different mentor each quarter, from July
2016 to July 2017. Staff plans to roll out the second mentorship program, with longer (six-
month) rotations to allow for further relationship building and more time to develop the
mentees' projects, in January 2018.
EXTERNSHIP PROGRAM
The Externship Program through Earn & Learn East Bay connects employers to regional
efforts designed to help grow the future workforce in our community. Central San volunteered
to participate in this program, offering a Life and Earth Sciences teacher from the Mt. Diablo
Unified School District exposure to different divisions in Central San. This helped him develop
a curriculum to prepare his students for a career in wastewater treatment. This was an
innovative program, as it was new to Central San and beneficial to the community we serve.
Teji O'Malley, HR Manager, offered Central San as a host agency, and Earn & Learn East Bay
placed the teacher with us. Teji developed the program via a series of questionnaires over
about a month. The teacher's externship was one week long, and he spent two to three hours
with each main functional area of Central San, including the Laboratory (Lab), Treatment Plant,
and Resource Recovery.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
HELPDESK
The Helpdesk software collects support requests filed
through a website portal or by email. This centralizes
records for IT to track the usage of its staff and the
issues experienced by a single user, and it is a platform
through which staff can be dispatched in matters
pertaining to their individual expertise. The extension
811 phone line provides exceptional customer service
as it rolls over to IT staff until the caller reaches a live
person.
ADMINISTRATION
INFORMATION TECHNOLOGY
The faster an issue is corrected, the more productive staff can be, and the Helpdesk is an
effective way of routing IT assistance. Surveys indicated that 96% of users rated their
experience 5 out of 5 in 2016 — a 4% increase from 92% in 2015, showing that customer
service satisfaction is high and has only increased while the Helpdesk has been in effect.
REPLICATION OF BACKUPS TO CO -LOCATION FACILITY
While IT backups are actively being generated daily, very few of
these backups were sent to an offsite location. Sending a
duplicate copy of all IT backups allows Central San to recover
data from a separate geographic area should a major natural
disaster (fire, flood, or earthquake) or cyber disaster (virus,
worm, or malware) occur. The ability to recover data quickly is a
critical component of our disaster recovery and business
continuity plan. Without it, key business processes vital to our
operation could be negatively impacted. This, in turn, could have
negative repercussions with our customer base as well as the
environment, depending on which systems were impacted by
the data loss. A new tape backup system was also implemented
to complement the primary disk based -backup system, which
provides another viable recovery method. In part because of the
co -location (co -lo) facility, Central San's 2015 security rating of
"critical" was upgraded to "high."
Competing proposals from three different co -lo facilities were
solicited. Initial discussion with potential providers began in April
2016, and the contract was awarded in June 2016 to the vendor
with the lowest price, Wave Communications. Data connectivity to Wave's co -lo facility
(pictured), near Sacramento, was established in December 2016. The facility was fully
functional in 2017.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ADMINISTRATION
OFFICE OF THE SECRETARY OF THE DISTRICT
VIDEO TAPING OF BOARD MEETINGS & BOARD ROOM UPGRADES
IAOT10L Centra! Contra Costa Sanitary Olstrlct
The projectors were replaced with sharper, brighter models
and a third projector and viewing screen were added; the
control panel on the podium (top picture) was replaced with
an electronic tablet (bottom picture); single -camera video
recording equipment was added; and electrical outlets were
installed on the dais and managers' table with USB ports
for charging tablets and laptops during meetings.
The new equipment provided improved presentation
capabilities. Making videos of meetings available to staff
and the public provides better customer service and
transparency; reduces the waiting period for learning what
transpires at meetings to the next day; enables Secretary of
the District (SOD) staff to produce briefer minutes; and
reduces Public Records Act requests for transcripts or
recordings. Additional wiring was laid at no additional cost
for a possible future multi -camera setup. The new control
panel is a one -touch system that activates all projectors
and lowers the screens simultaneously. The bulbs are
energy efficient and do not need to be deactivated during meetings.
SOD staff determined the equipment needs and worked with members of IT and
Communication Services to have the equipment installed and maintained. The process took
approximately four to six months to complete in 2015.
PUBLISH SUMMARIES OF NOTICES TO CONTRACTORS
The cost of publishing legal notices in local newspapers, such as Notices to Contractors
(NTCs), is based on lines of text. Summaries are roughly one-third the length of a full NTC. In
2016, the average cost per full NTC posting was $1,598 (13 postings total). In 2017 thus far,
after only publishing the NTC summaries, the average cost per posting was $519 (8 postings
as of June 30, 2017), resulting in a 68% reduction in publication costs.
This idea was suggested by an Associate Engineer in Capital Projects. SOD staff met with the
Capital Projects Division Manager, who worked with District Counsel to review the Public
Contract Code requirements for NTCs. It was determined that summaries would be sufficient if
they included a link to where additional information may be obtained. District Counsel worked
with Capital Projects staff to develop a summary template that meets legal requirements.
After review by the Capital Projects Division Manager in October 2016, the mechanisms were
put into place and the first summarized NTC was published in December 2016.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
REVISED BID SPECS TO STANDARDIZE
CLOCK FOR BID OPENINGS
Previously, the atomic clock in the lobby was used as the
time source for public bidding, as stated in the bid specs.
The time reflected on that clock did not always sync with
cell phones or computers, which could be problematic for
last-minute bid submissions. Using time.gov ensures that
all bidders and staff are using the same time source with
no room for discrepancies as to when bids are closed.
SOD staff worked with Capital Projects and IT to
implement this. Changes to the bid specs were approved by the Bid Spec Committee. During
bid openings, a monitor in the lobby is now switched to time.gov (pictured) so that anyone
present can see the same clock being used by staff. In the event of internet disruption, anyone
can simply go to time.gov on their smart phone or tablet.
This idea was suggested to the Capital Projects Division Manager in October 2016. The first
bid opening utilizing this new method took place in December 2016.
AGENDA MANAGEMENT SOFTWARE
'aGEwnA NovusAgenda (pictured) facilitates the drafting of
position papers and other items for Board and
Committee agendas by standardizing templates
I • and automating document routing. The software
also offers the capability to lock out items that are
submitted beyond their due dates and postpone
them to the next agenda, which will encourage the
rem timely submission of items.
Posiuon Paper Y Mara
Other major benefits include the following: version control; automated assembly of electronic
agenda packets; elimination of the need to number every item and have Reprographic
Services scan the packets in house; automated hyperlinking and bookmarking; hosting and
tagging the agenda materials and video recordings; seamless integration with Laserfiche; and
capability to livestream Board meetings. In addition, it is a cloud -based solution that runs
through a browser, with no client side software needed, and it is database driven with no
"apps" needed, meaning that the agendas are available to the public through any device.
This process began in the spring of 2016. SOD staff worked with IT and Purchasing to prepare
a Request for Proposal (RFP), received bids from multiple vendors, and participated in several
vendor demonstrations of their products' features. After that, NovusAgenda was selected. A
90 -day pilot program began in January 2017 with SOD and IT staff, but the advance work
required to develop templates and workflows took a full six months.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
Mandatory trainings were held for staff in June and scheduled for the Board Members in July,
in advance of the full switch to the automated agenda beginning with the July 20, 2017 Board
meeting and associated Committee meetings. Several features remain to be implemented,
including video hosting, the interface with Laserfiche, and livestreaming. IT staff is actively
working with Novus, which has since been acquired by Granicus, on each of these features.
ADMINISTRATION
PURCHASING & MATERIALS SERVICES
AGREEMENT COVER MEMO
The cover sheet consolidates the information needed
by Purchasing to execute professional services
agreements into one place and encourages the end
user to provide all the information at once. It
organizes and standardizes submitted requests and
reduces the back and forth that might otherwise
occur to clarify or collect the information.
Staff compiled the list of data needed to execute the
agreements and put them in checklist form, with
feedback and buy -in from Capital Projects staff.
Capital Projects has provided positive feedback
during its test uses with the memo, so Purchasing
has slowly started using the document with other
departments.
CELL PHONE PROGRAM TRANSFER
TO INFORMATION TECHNOLOGY
PURCHASING DEPARTMENT
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For at least ten years, Purchasing handled the cell phone program for both smart and flip
phones for all non -managerial staff, including phone issuance and technical support. As of
April 2017, IT assumed responsibility for the entire mobile technology program, including cell
phones, tablets, air cards and accessories. Their knowledge enables them to provide an
enhanced level of service for staff's needs, and the transfer consolidated all mobile technology
to one division. Staff was notified of this change via email.
SIMPLIFIED REQUISITION APPROVAL LEVELS
Purchasing streamlined approval levels for purchase requisitions down to three levels of
approval. The signature authority matrix was previously more complex than necessary with 18
different levels of approvals, which were not consistently applied amongst staff. Staff reduced
those 18 levels of approval to 3, and they are now based on job title to ensure consistency
and to eliminate the need to determine an employee's approval authority every time a new
employee is hired or a current employee changes positions.
November 2, 2017 Regular Board Meeting Agenda Packet -Page 199 of 303
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For at least ten years, Purchasing handled the cell phone program for both smart and flip
phones for all non -managerial staff, including phone issuance and technical support. As of
April 2017, IT assumed responsibility for the entire mobile technology program, including cell
phones, tablets, air cards and accessories. Their knowledge enables them to provide an
enhanced level of service for staff's needs, and the transfer consolidated all mobile technology
to one division. Staff was notified of this change via email.
SIMPLIFIED REQUISITION APPROVAL LEVELS
Purchasing streamlined approval levels for purchase requisitions down to three levels of
approval. The signature authority matrix was previously more complex than necessary with 18
different levels of approvals, which were not consistently applied amongst staff. Staff reduced
those 18 levels of approval to 3, and they are now based on job title to ensure consistency
and to eliminate the need to determine an employee's approval authority every time a new
employee is hired or a current employee changes positions.
November 2, 2017 Regular Board Meeting Agenda Packet -Page 199 of 303
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ADMINISTRATION
RISK MANAGEMENT
DEVELOPMENT OF A RISK INVENTORY AND
USE IN RISK CONTROL MEASURES
As part of a Mentorship Program rotation from May to July 2017, a project was initiated to
identify areas of Central San's business which present inherent risks and may require
management and further attention. Interviews were conducted with each manager, and over
70 risks were identified and categorized (Regulatory, Operational Reliability, Capital Projects,
Reputational, Safety, Regulatory/Legal, Labor, Board, and Engineering). Next steps include
identifying existing and planned risk mitigation measures, quantifying inherent and residual risk
levels, and considering how this information could be used in the development of an enterprise
risk management program (ERM). In an ERM program, risks are centrally monitored,
mitigation measures tracked, and risks reported on periodically to the Board of Directors.
Additionally, from this information, Central San intends to develop an internal audit program to
conduct internal audits on a limited number of high risks functions annually. For FY 2017-18,
Central San has committed to completing three internal audits. Funding has been budgeted for
that audit work in this year's budget, and work has begun to develop an internal audit
framework, under which these internal audits will be conducted and presented to the Board.
ENGINEERING & TECHNICAL SERVICES
CAPITAL PROJECTS
TRENCHLESS GUIDED BORING SYSTEM
During the Pleasant Hill Grayson Creek Trunk Sewer Project, the construction team decided to
change pipe installation methods on Pleasant Hill Road, an arterial roadway, from traditional
open trench to a trenchless guided boring system. This reduced traffic impacts and other
disruptions normally experienced during open trench work. The system was able to reach
lengths up to 400 linear feet (LF) and was successfully implemented under Pleasant Hill Road.
A total of approximately 2,000 LF were installed by this method. This project utilized three
different trenchless guided boring methods to install about 7,200 LF (75% of total project
footage) of large diameter trunk sewer pipeline.
SLUDGE SCREENING
This pilot was an attempt to remove plastics from sludge in order to
lower furnace HCI emissions. The screening equipment was installed
for 3 months in 2015 and was temporarily operated by staff; however,
there were no measurable benefits found in piloting this process.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
PLANT ENERGY
This project will modify the main power generation unit for the Treatment Plant — the
cogeneration (cogen) system — to allow operation at full load. Added oxidation catalyst
technology can reduce carbon monoxide (CO) output by 50% to 75%, and the evaporative
cooling technology added to the inlet may improve fuel efficiency. A CO catalyst has been
added to the exhaust ducting as well. These improvements reduce emissions and costs of
imported electricity, while simultaneously increasing operational flexibility and electricity
generation.
Staff performed two business case analyses and hired Carollo Engineers for design services,
including field investigation, project specifications and drawings for bid.
Capital Projects staff coordinated with the Comprehensive Wastewater Master Plan (CWMP)
Team in Planning & Development Services to ensure the potential future replacement of the
cogen does not negatively impact this project.
This process began after the Board approved it in November 2016. The project is scheduled to
be completed by the end of November 2017.
CO CATALYST LOCATION EVAPORATIVE COOLER AT INLET
ROOT CAUSE ANALYSIS
ENGINEERING & TECHNICAL SERVICES
ENVIRONMENTAL & REGULATORY COMPLIANCE
A Root Cause Analysis program has been implemented to identify underlying cause(s) of a
permit deviation event that may potentially lead to a Title V or NPDES regulatory
violation. With continuous improvement as a goal, the analysis involves thorough investigation
with the assistance of Plant Operations and Maintenance staff and identification of corrective
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
actions. Past root cause analysis efforts have successfully reduced and prevented recurrence
of permit deviation events. This was initiated in 2016.
REGULATORY IMPACT ANALYSIS
Regulatory Impact Analysis (RIA) was developed as an effective communication tool to inform
internal staff of upcoming regulations that may impact capital improvement plans, treatment
plant operations, and maintenance practices. The RIA serves as a summary of the new or
proposed regulations and includes a technical analysis of impacts and potential actions
necessary to meet new obligations. This was initiated in 2017.
CAUSTIC INJECTION DOSAGE STUDY
Switching the caustic injection point for the wet
scrubber of Furnace No. 2 from the first stage to
the quench stage should reduce the amount of
caustic soda required to remain above the wet
scrubber effluent minimum pH limit. Optimizing
the dosage rate will reduce the amount of caustic
soda purchased and, thus, reduce chemical
costs. Once the official minimum pH limit is
established by the Environmental Protection
Agency, there is a potential to save up to
$130,000 per year in caustic consumption.
Environmental & Regulatory Compliance staff worked in
conjunction with Plant Operations to conduct a study to
test different caustic injection rates to the quench stage.
An optimal injection rate was identified based on HCI
emissions and the wet scrubber effluent pH. Extensive
emissions testing was conducted at the optimal injection
rate to confirm compliance with the existing HCI
emissions limit. The project was initialized in July 2016,
with testing from December 12 — 20, 2016, results
received in February 2017, and the final switch to quench
stage in March 2017.
Positive test results indicated reduced caustic usage
ensured compliance with Furnace No. 2's HCI limit. New
design criteria for the system is now in place.
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ZEOLITE-ANAMMOX PILOT
This was a pilot project to evaluate the technology's feasibility for
mainstream nutrient removal. The results did not indicate that this
method was compatible with Central San's operations. However,
�.' the Regional Water Quality Control Board recognized the
completion of the pilot as Central San's continual commitment to
�:• advance understanding of nutrient removal in the 2017 National
Pollutant Discharge Elimination System (NPDES) Discharge
Permit. The pilot was conducted from July 2014 to October 2015.
PERMIT MATRIX
The matrix serves as a single repository
for all permit -related information and
helps Central San track its Strategic Plan
Goal 2 — Strategy 1 of 100% permit
compliance in air, water, land and other
regulations. It streamlines permits
management and saves staff time by
having the permits all in one central
repository.
Central San had a plethora of information
located in many different places, so staff reorganized the network drives and commissioned
the creation of a central matrix, to be viewable via OTIS and to include hyperlinks to PDFs of
the various permits. Assistant Engineer, Robert Hess, is the sole editor of the document. Staff
developed the matrix for several months, then published it in OTIS on September 22, 2016
with a District -wide email announcing its launch. So the document stays updated, macros
automatically notify responsible parties of any permits which are set to expire. Staff will
consider integration of the matrix into an environmental management system that can improve
efficiency of routine updates and notifications.
MOBILE DEPLOYMENT FOR INSPECTORS
Environmental Compliance inspectors have been given mobile devices to improve their
workflow and capabilities in the field. Inspectors are able to access information through their
mobile devices and can input information into their databases while in the field, lessening the
amount of time spent entering data when they return to the office. The tablets also allow
inspectors to have more information available to them in the field, such as site history,
inspection reports, plan review history, etc. After pilot testing multiple devices beginning in
summer 2016, the inspectors have been outfitted with Microsoft Surface tablets and are using
them in the field.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 203 of 303
Page 18 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
DATA TRANSFER BETWEEN ENVIRONMENTAL COMPLIANCE
AND PERMIT COUNTER
such as change in use, expansion of
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assistance from IT, helped upgrade the
of Central San plan review. Also,
Inspectors' database to a more robust,
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multi-user, secure database (SQL
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of Central San plan review. Also,
Legacy Permits andRecfeps
GeoPortal has been connected to
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access real-time data from the
Environmental Compliance database (pictured above). Inspectors enter their observations via
their Surface tablets (pictured below), which sends an e-mail to the Permit Counter, prompting
them to investigate.
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Data as of October 2017: Since the
database module was launched in
November 2016, out of about
1,200 inspections, 28
observations were reported at 22
facilities, with 4 observations
requiring additional research.
This began as a Mentorship
Program project conducted by Rita
Cheng, Associate Engineer, and
Ian Morales, GIS Analyst, in fall
2016.
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November 2, 2017 Regular Board Meeting Agenda Packet - Page 204 of 303
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Expanded into 1/2412017 8:03:31 AIN
Data as of October 2017: Since the
database module was launched in
November 2016, out of about
1,200 inspections, 28
observations were reported at 22
facilities, with 4 observations
requiring additional research.
This began as a Mentorship
Program project conducted by Rita
Cheng, Associate Engineer, and
Ian Morales, GIS Analyst, in fall
2016.
PCStartDate - PCCompleteDa - DC Notes Send
518/2017 5/812017 PARCEL IS AUTO MI Email
n
November 2, 2017 Regular Board Meeting Agenda Packet - Page 204 of 303
Page 19 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
FIELD TESTS FOR PRETREATMENT COMPLIANCE MONITORING
Central San led the effort through the Bay Area Clean Water Agencies Pretreatment
Committee to request that the San Francisco Bay Regional Water Quality Control Board
(SWRCB) allow the use of field pH instruments for compliance sampling at required industrial
users. Previously, only an Environmental Laboratory Accreditation Program (ELAP) certified
laboratory could analyze pH samples, which sometimes resulted in missed holding times due
to sample collection and travel time to the ELAP certified laboratory. The SWRCB granted the
request of the Bay Area Clean Water Agencies (BACWA) Pretreatment Committee, which
means a pH sample can be taken in the field and analyzed immediately using a properly
calibrated pH meter.
OTHER ACHIEVEMENT
• New Lab instrumentation was installed to automate back samples and accommodate
sample loads for optimization of pilot testing on nutrient removal.
ENGINEERING & TECHNICAL SERVICES
PLANNING & DEVELOPMENT SERVICES
CMMS REPLACEMENT
The Accela and Mainsaver computerized
maintenance management systems
(CMMS) databases are now combined in
one system: Cityworks (pictured). Prior to
this, Accela, used by Collection System
Operations (CSO), and Mainsaver, used
by the Plant, were separated, and the two
maintenance groups used different terms
for the same assets, resulting in a
difficulty by others to interpret the
meanings. Staff across the organization
-. - can now keep better track of the assets
District wide. Cityworks uses the ESRI geodatabase for asset inventory and is browser based,
making it easy to access on a mobile device. It also offers a mobile app for disconnected
environments, creating a paperless workflow and reducing paperwork and manual data entry
at CSO, while providing almost real-time access to maintenance results.
The Asset Management workgroup managed and contracted with a consultant to provide
implementation services. Replacing the software began with planning and discovery, which
included numerous workshops with stakeholders, followed by several rounds of configurations,
then user acceptance testing. Cityworks was configured with pick -lists to ease data entry, and
customized fields were added to capture all necessary data in one system and to produce
reports customized to meet the divisions' needs.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 205 of 303
Page 20 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
Cityworks went live on September 27, 2016 for CSO, which includes fleet and recycled water
distribution. See CSO's optimizations for additional information on their setup. The Plant,
Pumping Stations, and facility assets are also live.
SEWER SUMMIT
The Sewer Summit was a three -session event hosted by the Development Services Division
for stakeholders (planners, engineers, building inspectors, and city and county representatives)
to better understand what we do and why it is important that we review development projects
early in the planning phase. The sessions covered pretreatment, capacity, connection fee, and
easement issues.
With the upturn in the economy in 2016, agencies have been re -staffing, leading to an influx of
new employees at the various county and city agencies who may not be familiar with Central
San. Developed with a tradeshow concept in mind, staff had five tables ready for the
approximately 100 attendees, with posters, information, handouts, and staff ready to answer
questions. Staff also provided networking time, so attendees could get to know our staff and
their counterparts at other agencies, and a Treatment Plant tour at the end of the session.
The event (pictured) was held in three
sessions on March 24, April 26, and May
19, 2016. It was a collaborative effort,
including presenters from the
Environmental Compliance and Recycled
Water workgroups. Staff plans to hold
these annually, with the next session
scheduled for August 2017.
PRIMARY SEDIMENTATION TANK BAFFLES
Baffles (pictured) were installed to analyze
effectiveness in improving total suspended solids and
carbonaceous biochemical oxygen demand (cBOD) y
removal in the Primary Sedimentation Tanks. `"' -d
The baffles increased total suspended solids,
removal from 60% to 75% and appeared to have
improved centrifuge dewatering performance from
around 21% cake solids up to approximately 23% `ate►
cake solids.
Following the pilot that was performed in 2013, the remaining three sets of baffles were
installed as part of the Primary Treatment Renovation Project in FY 2015-16.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 206 of 303
Page 21 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
AUTOMATED COMMERCIAL RECYCLED WATER FILL STATION
Prior to the implementation of the Automated Commercial
Recycled Water Fill Station (pictured), contractors had access
to recycled water recycled water hydrants with a portable
recycled water meter. These portable meters are expensive
(>$1,000 each) and required Central San labor for the addition
of a special brass fitting. During non -drought conditions, there
is a significant reduction in hydrant meter usage and the
request for meters drops off significantly. For these reasons,
staff only has a small supply of them (approximately 20).
During the 2015 drought, Central San had far more demand
for meters than the available number of recycled water
meters. When mandatory water restrictions were
implemented, many cities will prohibit contractors from using
potable water hydrants and will direct them to Central San. To
meet the increased demand, Planning staff would meet
customers at a nearby hydrant to dispense recycled water.
Zi.
In addition, obtaining monthly water usage readings from holders of Central San's portable
recycled water meters consumes significant staff resources.
As a result of these issues, staff pursued development of an automated Commercial Recycled
Water Fill Station for the following reasons:
1. Automatic tracking of recycled water use — The station provides each user with a unique
account code that logs their recycled water usage. All staff has to do is go out to the station
and allow the data to wirelessly transfer to a laptop, dramatically reducing time and effort in
routinely calling customers to obtain monthly meter readings.
2. Easier access to recycled water truck filling — Instead of having to lug a heavy portable
meter to a hydrant, connect it to the hydrant at one end and to their fill hose on the other,
water truck drivers only have to pull up under the overhead hose fill and press a few
buttons.
3. Elimination of the bottleneck of meter availability — In times of drought, when there is high
demand for recycled water for construction uses, Central San has been limited in its ability
to respond, based on the size of our inventory of expensive portable meters. The
automated station removes that bottleneck and allows Central San to more effectively
assist customers during drought conditions and will help expand the use of recycled water
in the service area.
The Board approved the project in November 2015, and construction of the Station was
completed in the summer of 2016.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 207 of 303
Page 22 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
COMPREHENSIVE WASTEWATER MASTER PLAN (CWMP)
The CWMP, consisting of the Collection System Master Plan and the Wastewater Treatment
Plant Master Plan, is a living document that will be updated as new drivers impact the Plan.
Given that Central San turned 70 years old in 2016, much of its $4 billion infrastructure is aging
and in need of replacement. The CWMP ensures that Central San has a strategy to address
infrastructure needs, foresee new regulatory requirements, and keep up with modern
technology to maintain Central San's commitment to innovation and environmental
sustainability. The CWMP is a management tool that allows a wholesale view of optimizing
projects over a 20 -year planning horizon as they are driven by age and condition, regulatory
requirements, capacity, and sustainability.
Central San selected a two -consultant team, Carollo Engineers and CH2M, through an RFI
(Request for Interest) - RFP process. The CWMP assessed the condition, capacity and
reliability of the current system; strategized with regard to regulations, risks, needs, and
opportunities; identified gaps with a view toward maximizing existing infrastructure and
promoting innovation and industry leadership; and prioritized projects. In addition to identifying
projects, several models were developed: BioWin treatment process model, Hydraulix
treatment plant hydraulic model, InfoWorks collection system hydrodynamic model, and
InfoMaster sewer risk and renovation model.
The CWMP kicked off in late 2015 and is a roadmap for the next 20 years. The Board
accepted the CWMP on June 1, 2017, and it is complete. Its recommendations and findings
were used to develop the capital budget and 10 -Year Capital Improvement Plan.
APPLIED RESEARCH & OPTIMIZATIONS COMMITTEE
Representatives from the Planning, Capital Projects, Regulatory Compliance, Operations,
Maintenance and Lab workgroups meet quarterly to discuss pilot opportunities, new
technologies, and optimization concepts related to the Treatment Plant and Recycled Water.
The Committee setting planning
Applied
allows for efficient
Research
interdepartmental - ,.. •"
coordination and creates a P€ant Capital Projects
space for considering .G:. .r Maintenance
investigations into existing a.
processes for optimization '
opportunities and piloting of
Plant
innovative technologies. Staff
g � � operations/ Laboratory
is launching a separate°ntr°ls
committee for Collection �` RegulatI~
ry
Systems and Recycled I Cflmpliaon e IL
Water Distribution. .1� -_-
November 2, 2017 Regular Board Meeting Agenda Packet - Page 208 of 303
Page 23 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
SOLAR PHOTOVOLTAIC SYSTEMS
Through a public-private partnership, Central
San installed solar photovoltaic systems at
the Household Hazardous Waste Collection
Facility (HHWCF) and Collection System
Operations Building (CSOB). The panels
were constructed by a third party and are
owned, operated and maintained by them.
Staff will be pursuing opportunities for the
Treatment Plant and/or buffer properties in
FY 2017-18.
These were installed in 2016 and, as mentioned, it is an ongoing effort to look at expanding
use of renewable energy throughout the District. The HHWCF and CSO panels are expected
to generate over $300,000 in electricity savings over the 20 -year agreement term.
SECURITY STUDY
This is a multi -departmental effort to evaluate District -wide vulnerabilities and physical security
improvements. The assessment identified vulnerabilities in both electronic security and
physical security, and incorporated vulnerabilities due to natural hazards such as earthquakes
and flooding.
This is an ongoing joint effort with Planning & Development Services and Risk Management
and includes support from the Plant Operations, CSO, Plant Maintenance Divisions, and the
Administration Department including IT and Finance. The findings were presented to the Board
in closed session. Staff are working to implement the recommended improvements in phases
and will be working on developing recommended policies and programs.
ULTRAVIOLET TRANSMITTANCE STUDY
This study investigates the decreasing ultraviolet
transmittance (UVT) trend and identification of UVT of
different wastewater streams. If UVT can be improved, it
will help reduce costs by reducing the energy demand
and sizing for the future UV replacement.
A UV transmittance probe was installed in FY 2015-16 to
improve monitoring of the secondary effluent quality. The
long-term decreasing UVT trend appears to be due to water conservation; however, staff will
be continuing to gather additional UVT data. Other optimization efforts related to improving
secondary effluent quality may also help to lower the UVT.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 209 of 303
Page 24 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
WET SCRUBBER / AIR POLLUTION CONTROL PILOT
MW f 17
s'
1k ,
This is a comprehensive pilot to test new wet scrubber
technology, which is part of the Solids Handling Facilities
Improvements Predesign Project. It will confirm
performance and design criteria for reliable compliance
nw. I
with current and potential future emission requirements and
r�..: will evaluate boiler bypass performance and scrubber water
potential impacts.
The pilot plant began operation in May 2017 and is
scheduled for completion by October 2017. Data was
collected to determine which air pollution control equipment
is needed to meet regulatory limits and whether or not the
scrubber water requires treatment. The pilot results will
help inform the design team on anticipated performance on upwards of $40M worth of air
pollution control equipment and potential scrubber water treatment.
SELECTOR EVALUATION
Testing the selector may identify optimization opportunities and unlock secondary treatment
capacity. A well operating selector improves the performance of the secondary treatment
process, hopefully resulting in a more consistent sludge volume index (SVI), reduction in
bulking, and increase in treatment and filter capacity, with the ultimate goal of achieving the
wet weather capacity needed using existing infrastructure through improved performance. If
successful, selector optimization could help avoid over $10M of future capital
improvements needs for another secondary clarifier for reliable peak wet weather capacity.
A consultant is on board and currently helping to guide
-
staff on performing field sampling. Testing will need to
be conducted on a long-term basis to acquire reliable
results for determining next step optimization actions. It
is anticipated to continue through FY 2017-18. This work
is being coordinated with the Automated SRT control
work with Plant Operations. See related optimizations
and innovations being performed by Plant Operations.
LIME REDUCTION TESTING
4 , A
Adding lime to sludge in the Sludge Blend Tank before incineration is thought to help condition
the sludge for optimal dewatering, bind metals to the sludge, and increase the temperature at
which ash will melt. Ash melting would cause a major issue for operating our multiple hearth
furnaces so it was important that this testing look into the issue. Reducing the lime dosage has
the potential to save $200,000-300,000 per year in chemical costs and relieve capacity in
the furnace.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 210 of 303
20
Page 25 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
This was a collaborative effort led by Planning with help from Capital Projects, Regulatory
Compliance, Plant Operations, and the Lab to perform small-scale experiments involving
adding lime to sludge. A centrifuge pilot study completed by the Control Systems Group in
2014 suggested that it may be possible to reduce lime dosages without causing ash melting. In
February 2017, Staff Engineer, Michael Cunningham (pictured with samples) performed
bench -scale experimentation, adding different dosages of lime
to the sludge samples before placing them in the bench -top
r�_ , r.
centrifuge. After which, the centrate (mostly liquid) and some a
cake were sent to the Lab for further analysis. In addition, ash
fusion testing was repeated in 2017 and confirmed the .,.�
previous findings by the Control Systems Group that it appears w'° ' ii
to be possible to reduce lime without casing ash melting in the
furnaces. The second phase, full scale lime reduction testing,
is scheduled for early 2018 during the furnace turnaround _
schedule. The full project is currently scheduled for completion t�,r
by the end of FY 2017-18.
FILTER TESTING
During the CWMP, staff completed several field studies on the
existing Filter Plant, including filter media depth measurements,
coring, and sieve analysis, backwash turbidity profiling, filter bed
expansion tests, and filterability testing including particle size
distribution testing and bench -scale coagulant testing. In addition,
staff worked collaboratively with the Control Systems Group, Plant
Operations Division, and Plant Maintenance Division to perform
limited filter flow tests.
The testing confirmed previous findings that the existing filter plant is operating well and that
the backwash operations have been optimized to minimize the amount of recycled water
needed for backwashes. The filter flow tests demonstrated that there may be additional
capacity in the filters but that additional testing would be needed to confirm the reliable
capacity of the recycled water facilities.
ENGINEERING & TECHNICAL SERVICES
RESOURCE RECOVERY
SATELLITE RECYCLED WATER FACILITY
A facility at Diablo Country Club to provide recycled water to the golf course serves the
Strategic Plan Goal 6 — Strategy 1, to Augment the Region's Water Supply, and is innovative
as the first of its kind for Central San. In FY 2016-17, a Planning Agreement was executed with
Diablo Country Club (DCC), and the California Environmental Quality Act (CEQA)
environmental review process was initiated, including completion and release of the Initial
November 2, 2017 Regular Board Meeting Agenda Packet - Page 211 of 303
Page 26 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
Study and Notice of Preparation of an Environmental Impact Report, and conducting two Open
House public meetings to receive community input on the project. In addition to acting as the
CEQA lead agency, Central San staff is also supporting DCC's efforts to procure a design -
build team for the project.
The current schedule for the project is to complete the CEQA process in early Spring 2018,
procure the design -build team in late Spring 2018, start construction in Winter 2018, and finish
construction and start up the facility in Fall 2019 for a year of commissioning prior to turning
the facility over to Central San for operation in 2020.
RECYCLED WATER EXCHANGE/TRANSFER
The concept of this project is that an end user(s) in need of
water supply would invest in the cost of the treatment for
Central San to produce and convey 22,000 acre-feet per year
of recycled water to Contra Costa Water District (CCWD) to
serve the Shell and Tesoro refineries in Martinez. The Central
Valley Project raw water supply currently used by the
Martinez refineries would then be freed up and either
transferred or exchanged, through CCWD via existing and
future -planned infrastructure, to the same end user(s) in need
of the water supply. This is an innovative approach to
expanding beneficial use of Central San's treated effluent.
Central San is currently in discussions with CCWD and Santa Clara Valley Water District
regarding the development of a three-way memorandum of understanding (MOU) to fully
explore this concept and determine if it is economically and contractually feasible to execute
this exchange/transfer concept. The current goal for executing this MOU is Winter 2018.
SOLIDS HANDLING PUBLIC-PRIVATE PARTNERSHIP (P3)
DEMONSTRATION PROJECT
This project will explore innovative solids handling technologies that have the potential to
reduce long-term capital and operations and maintenance costs under a P3 model.
An RFI was issued in April 2017 to solicit interest from private companies to design, build,
finance, operate, and maintain a demonstration solids handling facility. Eight letters of interest
were received; four teams were invited to interview to present more information on their
proposed solutions. Update: Interviews took place in September 2017, and three teams were
short-listed — two teams are proposing gasification and one team is proposing thermal
hydrolysis with anaerobic digestion. On a parallel track, an RFP was issued in June 2017 to
select P3 advisors for technical, financial, and specialty legal support for the development of
this project. Six proposals were received and the successful team is currently working to
develop the overall RFP for the P3 project. The RFP process was initiated in October 2017,
with the goal of awarding a service contract prior to June 30, 2018.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 212 of 303
Page 27 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
COLLECTION SYSTEM OPERATIONS
IT PIPES INSTALLATION / CCTV DATABASE CONSOLIDATION
The WINCAM and Granite XP CCTV software was replaced with IT Pipes, a more up to date,
user friendly software that is widely used in the industry. WINCAM was used for approximately
a decade, and Granite XP was furnished with the last CCTV Truck purchase. WINCAM and
Granite XP data have now been merged into one database, reducing maintenance needs and
making it easier for staff to access CCTV videos (sample pictured), due to them all being in
one location. It also allows the CCTV operators to become proficient on one software package
instead of two. In FY 2016-17, 22 miles of sewers were televised for quality assurance
purposes.
This was a joint effort with the Asset Management and IT
workgroups, which began in May 2016. While planning to
install Cityworks, the new CMMS, staff identified the
opportunity to upgrade the CCTV database. Staff found a
consultant who did the work and trained CSO field crews
on how to access the data. Implementation on all three
CCTV trucks has been completed.
MOBILE DEVICE DEPLOYMENT
CSO and Fleet staff now use mobile devices to access
data and log work. Mobile deployment enables field
crews to access desktop information such as maps,
work order history and CCTV results and to complete
work orders in real-time, so office support can see the
results as they are recorded. Additionally, field staff
can take pictures with the tablets and attach them to
service requests or work orders.
While difficult to quantify as a cost savings, these
benefits are significant to CSO and potentially to
engineers in the future when evaluating renovation
projects. When combined with the new CMMS, mobile
deployment reduces paperwork and manual data entry, estimated to save almost 1 full-time
equivalent (FTE) per year. This staff time can be redirected to cleaning pipes, proactive
maintenance activities, and higher level data analysis to improve the overall CSO preventive
maintenance program. In FY 2016-17, 744 miles of pipe were cleaned, and, of those miles,
98.58% were cleaned on time and on schedule. The Vehicle and Equipment Shop also uses
field tablets to perform vehicle inspections, work orders, and inventories.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 213 of 303
Page 28 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
The new computerized maintenance management system (CMMS), Cityworks, was configured
with pick -lists to ease data entry, and customized fields were added to capture all necessary
data in one system and produce reports customized to meet the Division's needs. Cityworks
went live on September 27, 2016 for CSO, which includes fleet and recycled water distribution.
The Asset Management/GIS Group, with support from IT, worked with CSO staff to pilot tablets
in the field during October and November 2016. The pilot included 2 crew leaders, 3 fleet
mechanics, 4 supervisors and 1 superintendent. Additional tablets were procured and
configured by IT in mid-November, which was followed by basic tablet training by IT and
Cityworks training by GIS staff. All CSO field staff began using mobile devices on December 1,
2016.
VERIZON NETWORKFLEET
AUTOMATIC VEHICLE LOCATION
AND FLEET DIAGNOSTICS
Staff selected Verizon's Networkfleet for its ease
of use and wide use in the industry. Contra
Costa County Public Works Department and
Caltrans are a couple of the agencies that have
purchased and have fully implemented the
system into their workforce.
This project will reduce Central San's response time to emergencies, reduce fuel consumption,
and track vehicle diagnostic reports to create proactive maintenance plans which will help
control repair costs and reduce downtime. The pilot project will occur in July 2017 and, if
successful, a decision will be made for full implementation.
DATA INTEGRATION FROM ASSET MANAGEMENT PROGRAM TO
DETERMINE CCTV NEEDS
InfoMaster software calculates pipe
renovation schedules by leveraging data
from the Asset Management Program,
such as closed circuit televised scores
and cleaning frequency, to calculate and
consider the likelihood of failure and
consequence of failure. It also analyzes
and prioritizes gravity sewer pipe
renovation needs.
it -- W01
-
F.. -.I IT;Iial -fI, - -
Planning staff completed the implementation of InfoMaster software, and CSO staff uses
InfoMaster to determine lines that need to be CCTV'ed.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 214 of 303
Page 29 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
OPERATIONS
PLANT MAINTENANCE — ELECTRICAL SHOP
MOTOR QUICK DISCONNECTS
Motor quick disconnects were installed on key pumping station
motors, auxiliary boiler blower motors, and waste heat boiler (WHB)
rotary air lock (RAL) motors, improving production and reducing
downtime. When a motor needs to be disconnected for maintenance
for any reason, an electrical technician now does not need to be
called to disconnect the motor saving manpower, increasing
production and reducing downtime for operations.
Staff submitted a work request, coordinated with Operations, ordered
parts and materials, scheduled the work, shut down the equipment,
performed lockout/tagout, completed the work and turned it over to
Operations, all in two months' time.
THC ANALYZER
FOR
UNINTERRUPTIBLE
POWER SUPPLY
A THC Analyzer was
installed on the Solids
Conditioning Building (SCB)
Uninterruptible Power Supply
(UPS). The analyzer will ride
through power switching
more effectively without
damaging the circuitry in the
analyzer. This saves money
and downtime by not having
to send the analyzer out for
repairs.
Staff submitted a work
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request, coordinated with IN
Operations, installed a temporary portable UPS, ordered the
parts and materials, installed scaffolding, scheduled the work,
performed lockout/tagout, completed connecting the analyzer
Operations. This was completed in six months in December 2016.
shut down the equipment,
to the UPS, and turned it over to
November 2, 2017 Regular Board Meeting Agenda Packet - Page 215 of 303
Page 30 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
AERATION & NITIRIFICATION TANK CONDUIT
The old conduit and wire on the inside of the tank were
badly corroded. By replacing it with stainless steel conduit,
staff eliminated downtime due to a future emergency repair.
Using stainless steel also removed the potential for
corrosion years later.
Staff submitted a work request,
coordinated with Operations,
ordered parts and materials,
scheduled the work, installed
the conduit and wire, shut down
the equipment and terminated
the wires and turned it over to
Operations. The process took
six months.
OPERATIONS
PLANT MAINTENANCE — MECHANICAL SHOP
BAR SCREEN GRINDER LIFTING TREE
The grinder lifting device, or tree (pictured), was developed to simplify the process of replacing
a worn out bar screen grinder in the Treatment Plant Headworks. With the lifting tree, a grinder
and its gearbox can be removed and replaced as one piece instead of being handled
separately, making it easier to transport and simplifying the rigging required.
This shortens the job time by 30 minutes, saving 9 hours of staff time per year assuming the
grinder is replaced 6 times per year; reduces three technicians' exposure time to the inlet
channels atmosphere; and reduces the need to manhandle the individual components, thus
reducing the probability of incurring back injuries for staff.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 216 of 303
Page 31 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
PIPE REPLACEMENT AT MARTINEZ
PUMPING STATION
When a wet weather pipe at the Martinez Pumping
Station began to leak, the Pumping Station workers
looked to the Mechanical Maintenance staff for
assistance. While assessing the pipe, staff realized the
elbow of the pipe was beyond repair and needed
replacement. This replacement occurred in an
innovative way which showcased staff's collaboration
and quick thinking.
The leaky pipe was discovered during early February 2017, during
wet weather season, so time was of the essence to get it repaired.
Technicians Don "Bo" Botelli, Bernard Martinez, and Paul Serrato
created a plan to cut out the leaky section of the pipe and weld a
new pipe in its place. Bo welded a new pipe in their shop (pictured
above) with the skill and precision needed for the pipe to line up
perfectly. Lifting the pipe was heavy and limited space would make
welding difficult, so Paul suggested building a rigging system like
those used in hospitals after knee surgeries. After testing the
rigging in their shop, the team rushed to the Pumping Station in
late February and used it to successfully replace the pipe (pictured
at right).
OPERATIONS
PLANT MAINTENANCE — MACHINE SHOP
AUTOCAD FOR CUTTER PATHS
In computer numerical controlled machining, a cutter path
(top picture) can be more easily obtained through AutoCAD.
Profile milling and pockets are just one example, and
repeatability is consistent. The use of AutoCAD enhances
the ability to plot out cutter paths on the Computer
Numerical Control (CNC) Mill and JWC grinder rebuilds.
Another benefit in using AutoCAD is that staff is able
to show and explain to a vendor flaws in its design.
Demonstrating exact plots on an accurate digital
drawing (at right) convinces the vendor to correct
their component.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 217 of 303
RETUR4
Page 32 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
7�_
`' UP TO JUNE 30, 2017
Mark Benedetti, Machinist, was tasked with rebuilding sludge grinders and correcting an issue
with the seal cartridges. Because he was well versed in AutoCAD, it was purchased by Central
San to be used as a tool for the Machine Shop. This task in particular took Mr. Benedetti
approximately one week to complete in July 2016.
CONE TYPE DIVERTERS FOR GEARBOX SEALS
The Cake Pump Gearbox is a heavy-duty
piece of equipment that should run for many
years; however, the conveyor it drives
extrudes unwanted cake through its
packing, through the gearbox seals, and into
the gearbox. Staff has had to rebuild the
gearboxes many times over the years due to
the damage this causes to the bearings.
Staff created cone -type diverters (pictured)
to protect the gearbox seals, which has
curbed the symptoms but not cured the root
of the problem. However, it does reduce the amount of times the gearboxes have to be rebuilt.
Staff identified what caused the seal to fail and designed diverters to send the cake away from
the gearbox. This took approximately two weeks in November 2016.
REORGANIZATION OF SHOP
The reorganization of the material and welding shop improves workflow and creates additional
capacity and a more organized system for storage of materials.
A contractor removed an abandoned plenum and the wall between the two shops. Staff moved
equipment and storage racks to better accommodate its needs, plumbed supplied air lines,
and asked the Electrical Shop to wire the machines that were moved. This began on August
25, 2016 and is almost complete (shop pictured as of December 2016).
November 2, 2017 Regular Board Meeting Agenda Packet - Page 218 of 303
Page 33 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ADDITIONAL ACHIEVEMENTS
• Modified portable stairs in the Solids Conditioning Building to be more stable and safe.
The wheels and feet on the stairs are fairly narrow and unstable when on the grid
panels, so staff removed the casters and welded on new, wider wheels and feet.
• Designed and fabricated a piping system, water separator and waste chute to save time
and improve safety when the Operators perform maintenance on the grit washers every
six months. During this time, the Operators empty the tanks filled with grit and water,
using a heavy vacuum and with precarious access.
• Designed a hub from 4140 steel that was heavier and had a double bearing output end
for a mower that Buildings & Grounds purchased, whose cutter blade hub broke shortly
after purchase. The mower has now run a couple of seasons of mowing and still works.
• Installed an auto -lube system in the cake pump packing well, which breaks down rapidly
when not greased every eight hours. The system stopped cake migration and is now on
three of the four cake pumps, with a fourth one on order. The system has been so
successful that it will be installed on other assets, such as induced draft (ID) fans.
• Designed and installed a stair with a platform and outrigger to assist the Operators
during their daily task of attending to the grit bin, whose access required climbing a
short ladder which was hard to navigate.
• Designed and fabricated components that incorporate two different methods of control
(rotary and linear actuators) for a hydraulic pump for the center shaft drive of both
furnaces. They had old servos that could not maintain speed control.
• Designed and fabricated bracketry to mount a VFD motor, which may eliminate the
need for the old hydraulic system on the furnace centerdrive.
• Designed and fabricated console boxes for CSO's new vactor trucks. This improved
staff's ability to maintain maps, paperwork and other tools.
• For the CSO rodder truck operators:
o Designed multiple variations of control handles to custom fit each operator,
hopefully limiting physical issues cited by the operators due to the size and
shape of the control lever.
o Designed and fabricated a three-legged sling with hooks that allowed one man to
set the hooks, lift the coil with a forklift and set the coils into the carousel for
loading as part of the operators' task of loading 1,400 feet of coiled '/2"dia rod.
This saves time and manpower on a task that sometimes required three men to
perform.
• Building an Oil Distribution System to maintain quality control of its lubrication materials
(in process).
November 2, 2017 Regular Board Meeting Agenda Packet - Page 219 of 303
Page 34 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
OPERATIONS
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PREVENTIVE MAINTENANCE TASKS TO CMMS
Each asset has a physical service record that contains the maintenance history going back to
1980. The new CMMS, Cityworks, keeps these records in an electronic database that can be
remotely accessed and stored indefinitely.
PJ Turnham, Maintenance Planner, was given the task of checking and updating the Pumping
Station asset numbers, including some equipment that did not have an asset number. She
tagged the equipment, assigned asset numbers as needed, and input them into the CMMS. As
of February 2017, the new CMMS asset registry has all Pumping Station assets in the
database. Plant Maintenance Planners are currently working with the Pumping Stations
personnel to develop preventive maintenance tasks.
BRACING AND FIBERGLASS PLATFORMS FOR SAFETY
Pumping Stations and the Maintenance Shop worked together to fabricate bracing and
fiberglass platforms for the emergency bypass vaults. This saves a minimal amount of staff
time but, most importantly, is a safety precaution to guard against falls and to provide an area
on which the workers can stand.
OPERATIONS
PLANT MAINTENANCE — RELIABILITY ENGINEERING
PORTABLE OIL
FILTRATION PROGRAM
Staff created a portable system
which filters all oil before use,
increasing the versatility in the places
staff can filter oil, preventing damage
to the machinery, extending its life
and improving its reliability.
Reliability Engineering and the
Machine Shop also collaborated on a
hot oil recirculation system for fixed
equipment. This recirculation system
won first place in the 2016
California Water Environment
OPPUMISM -0-- Machinist Mark Senedeftfuses the aiveso'"' Association (CWEA) Gimmicks
portable hot od renreuLi on s}stem to Bush particulates nut ofa darrfier gearbox_
and Gadgets of the Year category.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 220 of 303
Inlet
Filter —
Thermal Weir Bar
Heater
Magnets
Page 35 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
f I "
Oil Return to Unit
Drain
Oil From Unit
(2x) Pumps
Glen Bradley, Maintenance Planner,
modified off-the-shelf equipment to
create a portable filtration system. Staff
has since proven this has improved the
orders of magnitude in the quality of the
oil.
Around the end of 2015, Mr. Bradley
started with a custom-made filtration
system, which he has constantly been
improving and upgrading. He also uses
an off-the-shelf filtration device. Refining
the portable filtration system is an
ongoing process that does not have a
completion date. The hot oil recirculation
system was Mr. Bradley's concept,
which the Machine Shop made reality.
One instance where staff uses the
recirculation system (schematic
pictured) is to drain used and
contaminated oil from the Secondary
Clarifier Sludge Collector Drive
Assemblies. The hot oil recirculation
system cleans the particulates out of
the gearboxes without removal or
disassembly.
FIXED VIBRATION SENSORS ON BEARINGS
Fixed vibration sensors and monitoring on the induced draft (ID) fan were installed to allow for
predictive maintenance. The ID fan pulls air from the furnace and is critical to Treatment Plant
operation. Maintenance staff has been using more condition -based technologies to help
diagnose component failure. In the past, vibration switches have been used to shut down the
ID fans due to excessive vibration. Although vibration switches effectively protect equipment,
they give no early warning of high vibration.
The new vibration sensors record ID fan vibration and are set to notify staff of elevated
vibration levels. When a vibration alarm is received, staff will analyze the data to identify and
correct the issue before the vibration becomes excessive. Thus, the new sensors enable
proactive repair and avoid costly unplanned ID fan outages.
Staff purchased the sensors from a local vendor. Electrical, Instrumentation and Control
Systems staff worked together to install them. One of the two sensors has been installed, and
the second was scheduled for installation in early in 2017 when Furnace No. 2 was shut down.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 221 of 303
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
pr NEW OIL FILTRATION AND STORAGE AREA
built into them; and Buildings & Grou
painted the walls. This process began
state pictured above).
An unused space has been converted into a
consolidated and enhanced work area for oil product
receiving, storage and dispensing. This reduces the
amount of space needed for the same amount of work
to be done and created a better workflow to receive,
store and dispense oil filtration needs and other
supplies.
Staff identified an old chlorine room in the Plant
Operations Building. Then, a team effort brought the
vision of this room to life. Engineering installed a new
door; the Electric Shop put in improved lighting; the
Machine Shop installed racks with oil filtration methods
nds leveled the floor, closed the drain in the floor, and
in mid -2015 and the room is under construction (current
USE OF OIL MIST ADAPTERS ON CENTRIFUGES
Installation of VaporGuard oil mist adapters on the sludge -dewatering centrifuge better controls
lubrication on key equipment. The adapters isolate the lubrication system from the atmosphere
to prevent ingression of particulate contamination, as it contains a particulate filter and can
optionally be fitted with a quality desiccant breather.
Staff looked at products on the market that would lubricate the machinery and selected the
VaporGuard mist adapter because of its compact size and
k4
relative low price. This very device
has also been tested and
proven effective on another
wastewater facility's Alfa
Laval decanter centrifuges,
which are identical to Central
San's.
VaporGuard was selected in
September 2016, and the
Mechanical Maintenance
Shop installed them on
Centrifuges 1 and 3. The
installation on Centrifuges 2
and 4 are in progress.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 222 of 303
Page 37 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
RELIABILITY CENTERED MAINTENANCE PILOT
This pilot was performed on two subsystems as part of an Asset Management program to
establish a framework to improve maintenance efficiency and functional reliability of assets
that, when combined with the CMMS, is a repeatable program with documented processes
and procedures. This is a systematic approach to developing a comprehensive maintenance
program based on asset criticality and consequence of failure, using a qualitative decision
methodology. The framework provides methods that identify and analyze the equipment and
systems that cause a majority of reactive work orders based on cost and work order count.
This creates better knowledge of the assets, modifies existing preventive maintenance tasks
and adds new ones, identifies hidden failures, enhances documentation, and increases cost
effectiveness.
During FY 2016-17, staff performed two pilots: 1) Dewatering System, Centrifuge Subsystem
and 2) Steam System, Waste Heat Boiler Subsystem. The pilot results were presented to the
Board on April 6, 2017 as part of the Asset Management update.
OPERATIONS
PLANT MAINTENANCE — ALL SHOPS
CONDITION -BASED AND PREDICTIVE TECHNOLOGIES
Staff expanded the use of condition -based and predictive technologies to identify potential
problems. Problems that can be identified via these methods include the following:
1) incorporating new vibration analysis equipment in reoccurring PM procedures - not just
repairs and new installations;
2) incorporating new infrared (IR) equipment in the expanding IR Program, beyond
electrical equipment to include mechanical equipment and furnace burner leaks and
refractory issues; and
3) documenting the use of ultrasonic equipment, including inspections, and exceptions.
Advanced diagnostics provide early indication of potential issues, and more thorough record
keeping provides staff with better history on an asset's repairs. This has been used to identify
potential problems, including in the following cases:
• Digital Low Resistance Ohmmeter (DLRO) meter use on electrical equipment
• Use of Dissolved Gas Analysis (DGA) testing on transformers
• Vacuum testing on breakers/protective devices
• Use of stray current detection
• Battery system testing equipment
• Ultrasonic probe tester to be used with the thermal image preventive maintenance
• Ultrasonic grease gun for motor grease PM.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 223 of 303
Page 38 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
TRAINING AND DEVELOPMENT CHECKLIST
These status sheets are designed to
provide a system to track an CENTRAL CONTRA COSTA SANITARY DISTRICT
individual technician's training and PLANT MAINTENANCE DIVISION
MECHANICAL SHOP
development progress. The checklists
ensure a consistent level of MAINTENANCE TECHNICIAN
TRAINING ANO OEVEL OAMENT CHECKLIST
knowledge, skills and ability, including
certification and asset/Plant specific
knowledge. This aids an individual at
any level entering the shop, from a
Trainee to a journeyman
Maintenance Mechanic or to new
Technicians hired from the outside.
This is in development for all Plant
Maintenance Shops.
TRAINING MANUALS
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Versions of the "yellow book" from CSO specific to each Maintenance shop contain information
on shop -specific skills for all positions, from trainees to Maintenance Technicians III to the
Shop Supervisor, with preventive maintenance training and development. This manual will
provide a reference for staff and make it easier to train people on new tasks.
The Machine Shop and Mechanical Shop have completed their manuals, and the other shops
are on target to complete theirs by the end of 2017.
OPERATIONS
PLANT OPERATIONS
SLUDGE RETENTION CONTROL USING A CALCULATOR
Targeted sludge retention time (SRT) time control uses lab data and calculated sludge wasting
rates to achieve consistent SRT and sludge volume index (SVI). Theoretically, more consistent
SRT will lead to more consistent SVI and, in turn, improve effluent quality, which will reduce
chemical costs for recycled water, create better control of the biological process and the
potential to improve capacity. The change has held SRT mostly steady, but there has been
no appreciable benefit yet in sludge volume index (SVI) or turbidity.
Operations staff worked with the Lab to determine how SRT was being calculated in their
database. Then, they created an SRT calculator (pictured on the next page), provided the tool
to the Shift Supervisors for training and implemented it. This took six months and was finished
in March 2016.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 224 of 303
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
Planning & Development Services staff has hired a consultant to evaluate the selector tank,
which affects SRT and SVI, as mentioned earlier in this report. A related Real -Time SRT
Control future optimization is ongoing for the Control Systems group, discussed later in this
report.
FILTER PLANT BACKWASH TESTING
There are a total of four filters, and only one to two would be used at a time in the past.
Theoretically, when three filters are used, they process more water per filter before the need to
backwash, which increases the amount of time between filters, thereby reducing labor and
energy costs. To verify this, the Operators performed tests every other week, alternating
between three filters and two filters. According to data from Dynac trends, this reduced the
number of backwashes per week by 35%.
Robert Maroon, Shift Supervisor, approached Doug Little, Plant Operations Superintendent,
with the idea. Doug approved and directed him to keep track of the results. Doug notified
Operations staff of the project while it was in progress. The test was a short one, running for
two months from August 6 to September 23, 2016, before being curtailed by wet weather and
the corresponding decrease in recycled water demand, when there is no need to operate three
filters.
GRIT SYSTEM WET WEATHER
CONTROLS
A button activates "wet weather mode" in the
supervisory control and data acquisition (SCADA)
computer system to streamline the switch from
normal operation to wet weather and reduce the
opportunity for errors. Pushing a single button
(pictured in the SCADA screenshot on the next
page, circled in yellow) sets times to wet weather
November 2, 2017 Regular Board Meeting Agenda Packet - Page 225 of 303
Page 40 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
sequencing of the six pumps (as seen in the SCADA screenshot on the previous page). Too
many pumps running at once can overwhelm the grit washers.
Operations staff provided the requirements needed, and Rohit Upadhya, Control Systems
Engineer, created the program. The idea was conceived around February 2016 and was
completed in time for the 2016 wet weather season.
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WASTE HEAT BOILER
WATER LEVEL
The software controller for the water level in the waste
heat boiler (WHB) was improved to maintain a more
stable boiler level and enhance its ability to respond to
rapid changes in the steam system.
When the water level in the WHB (pictured) gets too
low, furnace exhaust gas must be bypassed around
the boiler and wet scrubber to avoid damage to the
boiler. Although important for safe operation, these bypasses are considered to be a violation
of Central San's air emissions permit. Improving the level control in the WHB prevents bypass
events, which reduces potential permit violations and reduces natural gas use. During a
bypass, WHB steam production stops, and auxiliary boilers must be used to make up the
difference by use of natural gas.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 226 of 303
Page 41 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
Low boiler water level events have decreased significantly as a result of this
optimization. There were 12 in 2015, 2 in 2016 and none to date in 2017.
Chuck Burnash, Associate Control Systems Engineer, planned and implemented the level
control improvements with encouragement from the Regulatory group. The effort was started
in the fall of 2015 and implemented incrementally through the spring of 2016.
COGENERATION CONTROL
A control mode automatically limits cogeneration
(cogen) based on fuel usage. In the past, Operators
had to manually change the PG&E power import
set point in the cogen system (pictured) multiple
times per day. The operator's manual changes
were generally conservative, causing greater PG&E
import than necessary. The automatic mode tightly
controls fuel usage and minimizes excess PG&E
import power usage. The mode also limits the
amount of natural gas used, which addresses
concerns about exceeding regulatory limits. It has
been in operation for over a year and has been highly effective at maintaining a steady
cogen fuel usage, as seen in the chart (pictured below). Plant Operators no longer need to
manually change PG&E import values to ensure compliance with air regulations.
The Shift Supervisors conceived the control mode and Chuck Burnash designed and
implemented the change. This effort was first discussed in March 2015 and was implemented
in May 2016.
;{ Cogen Fuel Use (Decatherms per day) vs Time
to
rol
November 2, 2017 Regular Board Meeting Agenda Packet - Page 227 of 303
Page 42 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
REPLACEMENT OF AIR WASTING VALVE
A valve actuator in the aeration blowers was replaced to prevent undesired valve opening.
Before this was fixed, the air wasting valve that adjusts air flow for stable operation in the
aeration blowers was continuously opening and closing slightly. Replacing the actuator
stopped the valve from unnecessarily opening and wasting air without purpose, thereby
reducing the volume of air being generated by the blowers, reducing steam demand by the
blowers, and directly reducing Treatment Plant energy costs in air saving of 800 standard
cubic feet per minute, equating to a savings of about $15,000 annually in natural gas fuel
costs.
Chuck Burnash updated the valve control program and worked with Capital Projects and a
contractor to replace the valve actuator and install the additional wiring required. The project
was conceived in late 2015 and implemented in early 2016.
AUTOMATED SLUDGE RETENTION TIME CONTROL
Field instrumentation calculates sludge age on a real-time basis. Solids Retention Time (SRT)
is a critical operating parameter for the activated -sludge process. Currently, Operators use
data that is provided once per day to control SRT. An automated system will continuously
monitor and adjust the process to maintain a stable SRT. More consistent SRT has the
potential to improve settling, which would improve effluent quality, plant capacity, filter plant
operation, and dissolved air flotation operation. Improvements in each of these areas will result
in cost savings.
This is a follow up project to Plant Operations' Sludge Retention Control Using a Calculator
optimization, discussed earlier in this report. In 2016, three process monitoring probes were
installed, which provide real-time data. SRT Control Software is expected to be installed in late
2017, which will use the probe data to accurately control SRT.
CONTROL SYSTEM NETWORK
�— Currently, the network is comprised of single, non-redundant
Ethernet switches and communication links. Improving this
��— network to have both redundant Ethernet switches and
redundant communication links will greatly increase the reliability
,r• of the Plant control system. If a network connection is damaged
or a switch fails, the backup will keep communication active,
maintaining the Operators' ability to monitor and control the Treatment Plant.
Staff designed the new system, bid the switch purchase and contracted the installation of new
fiber optic cables (pictured). The installation of the upgraded system requires a team that
includes the Control Systems group, Capital Projects, IT, the Electrical Shop and
communications contractors. The effort is largely complete, with final redundancies scheduled
to be installed as part of the Server Room Relocation project in late 2018.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 228 of 303
Page 43 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
OPERATIONS
SAFETY
SAFETY DATA SHEET (SDS) ONLINE DATABASE
The online database allows employees to access chemical hazard information via a mobile
device application and web browser.
The SDS documents are automatically kept up to date to ensure the most accurate information
is available to staff.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 229 of 303
A
Page 44 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
Planned/Future
Optimizations,
Innovations, and
Achievements
November 2, 2017 Regular Board Meeting Agenda Packet - Page 230 of 303
Page 45 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ADMINISTRATION
COMMUNICATION SERVICES & INTERGOVERNMENTAL RELATIONS
HHW 20th ANNIVERSARY COLLECTION DRIVE
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A week-long customer awareness engagement event will take place in honor of the 20th
anniversary of the HHWCF, and a flagship reception event will be held for the District Board
and leadership to celebrate with elected officials and valued partners.
Central San will host a week-long customer awareness and engagement event from Monday,
October 16 through Saturday, October 21, 2017, to increase first-time and repeat use of the
HHWCF in support of Central San's Strategic Plan Goal One - Foster Customer Engagement
and Awareness and further increase pollution
prevention outreach and education.
On Wednesday, October 18, 2017, the Central San
Board and leadership will hold a flagship reception
event to include awards and comments from
elected officials and staff. The event will also offer a
VIP Plant Tour for elected officials and community
partners.
Communication Services will be conducting
significant outreach in the months leading up to the
event, to ensure the collection drive is a success.
Update: The event was a success; Central San met
its goal of 750 visitors from October 16 — October
21, 2017. The flagship event (pictured above)
hosted community leaders, elected officials, sister
agency representatives, and prior Central San
Board Members.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 231 of 303
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OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ADMINISTRATION
FINANCE
ELECTRONIC TIMEKEEPING
An automated time -reporting and leave -tracking tool for use District wide will save the cost of
paper to print leave request forms and timesheets and reduce staff time by eliminating the
need to reconcile the hard copy forms. Employees will have easy access to their pay stubs
with leave accruals and other related information, which staff would usually have to request
from the Payroll Analyst.
Staff from IT, Human Resources, and Finance met with potential vendors and selected one;
however, after a few trial pay periods with pilot user groups in 2016, it was found that the
vendor could not meet Central San's needs. Staff is now working on securing a new vendor.
Once the timekeeping software is finalized, it will be rolled out organization wide.
PAYROLL ANALYST TRANSITION FROM FINANCE
TO HUMAN RESOURCES
Due to the alignment of the payroll function to several functions within Human Resources, this
organizational change will provide for a more effective structure. This change will be reflected
on the organizational chart but the Payroll Analyst will remain at the same office location and
same phone number. Update: This change went into effect on October 24, 2017 without
disruption.
ACCOUNTS PAYABLE IMPROVEMENTS
Functions in a new enterprise resource planning (ERP) software and modifications to internal
practices will allow electronic transfer of funds to pay vendors and reimburse expenses to
employees, as well as billing system improvements to ensure accurate commercial billing,
circulating, and processing.
Currently, there are several processes in need of improvement, including the electronic
transfer of funds, automation of internal signatures, and reduction in the amount of signature
authority levels. Another issue that continues to arise is that vendors are sending invoices in
duplicate to multiple people throughout the organization. Being able to perform these tasks
electronically and more accurately will expedite current business operations and reduce the
amount of errors that can stall efficiency.
SunGard was on site in November 2016 working with Purchasing & Materials Services
(Purchasing) staff and other internal business groups. At that time, some potential
improvements were identified for Finance, but it was later found that SunGard had significant
limitations and will be replaced as an ERP. The project is on hold until that ERP is in place.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 232 of 303
Page 47 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
OF SIGNATURE AUTHORITY MATRIX
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The Signature Authority Matrix
(pictured at top) will be
modified to be less complicated
and more in line with similar
agencies'. The new version will
be easier to read and will save
staff time in interpretation.
Matrices from other agencies
were gathered in June 2017.
Staff will work on redesigning
Central San's Signature
Authority Matrix to be more
consistent with our sister
agencies'. Update: the new
form (pictured at left) was
rolled out to staff on August 24,
2017.
ADMINISTRATION
INFORMATION TECHNOLOGY
BUSINESS PROCESS MAPPING IN PREPARATION FOR NEW ERP
A consultant will perform a study on what select workgroups do, how responsibilities are
divided, to what standard their business process should be completed, and how the success of
the business process can be determined. The scope of the agreement includes analysis and
November 2, 2017 Regular Board Meeting Agenda Packet - Page 233 of 303
Page 48 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
documentation of our current business processes, an assessment of organizational readiness,
and assistance in the procurement of a new ERP. This will help identify inefficiencies in the
processes and best set up Central San for the acquisition of a new ERP system.
The consultant was procured in summer 2017 and will review critical functions and map
workflows within the framework of determining Central San's readiness for a new ERP system.
It is anticipated that the work will be completed by the fall of 2017.
NEW INTERNET SITE
The current platform and website
(pictured) lacks a great deal of
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functionality, and the interface is
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difficult for staff to use to
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maintain content. Many of the
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it. A new internet platform will
improve and facilitate
communication of important
Helpdesk
business information, allow
webmasters to maintain better
control of the content, and offer
-
the possibility of improved customer service such
employment
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Central Contra Costa Sanitary District (CCCSD) is
a special district that collects and cleans an ;ate w' „r.;M°;'';m
average of 32 million gallons of wastewater per
day for approximately 451,600 residents and�;,� ^'
3,000 husinesses in central Contra Costa County.
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as live chat capability with stakeholders.
A selection committee received demos from multiple vendors and issued an RFP. A vendor
has been selected and staff is working with them to redesign our internet.
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The current platform and internal website
(pictured) is difficult to use to maintain
content. Staff will benefit from modernizing
this site by being able to easily access
policies, procedures, division information,
and documents related to ongoing projects.
A selection committee received demos
from multiple vendors and issued an RFP.
A vendor has been selected and staff is
working with them to redesign our intranet
as well as our internet site. Staff plans to
update the intranet during FY 2017-18.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 234 of 303
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The current platform and internal website
(pictured) is difficult to use to maintain
content. Staff will benefit from modernizing
this site by being able to easily access
policies, procedures, division information,
and documents related to ongoing projects.
A selection committee received demos
from multiple vendors and issued an RFP.
A vendor has been selected and staff is
working with them to redesign our intranet
as well as our internet site. Staff plans to
update the intranet during FY 2017-18.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 234 of 303
Page 49 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
CORE NETWORKING SWITCH
Replacing the core networking switch will provide a higher level of reliability of data delivery for
every device that has access to the network. The built-in failover mechanisms will provide a
method of automatic redundancy in case any piece of the switch fails.
IT staff will solicit bids from three technology providers and will work closely with the selected
vendor to implement the new core switch and cutover from the existing switch. The anticipated
project completion date is September 2017.
ADMINISTRATION
PURCHASING & MATERIALS SERVICES
&PROCUREMENT / IMPROVED ELECTRONIC WORKFLOW
Automation in the procurement process is essential to improving efficiencies for all users. The
current ERP has a procurement module that is designed specifically for the procurement of
commodities and is significantly limited in function, leaving contracted services to be managed
manually. Purchasing will be working with a consultant and IT to determine its needs in a new
ERP, while also considering contract management software and an insurance tracking
program to automate the procurement function. E -procurement will increase efficiency,
accessibility, increase cost savings, improve transparency, and provide meaningful reports in
procurement.
Purchasing staff met with SunGard representatives on site at the end of November 2016.
Based on the limitations identified in this visit, staff determined that focusing on identifying its
needs for a new ERP and implementing it would be a better use of staff time than trying to
make improvements on a program with significant limitations.
PURCHASING POLICIES AND PROCEDURES MANUAL
Staff will reorganize and edit the current Policies and Procedures manual, including the
addition of specific and concise diagrams, definitions, and bullet point outlines of processes,
documents, and procedures required to procure goods and services for Central San. This will
provide a more succinct and accessible document.
Staff is currently reviewing and evaluating the reorganization of this document and plans to complete
the edit in early 2018 and provide training workshops later that year.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 235 of 303
Page 50 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ENGINEERING & TECHNICAL SERVICES
UV DISINFECTION UPGRADES
The current UV disinfection equipment is obsolete and lacks the
controls and automated cleaning capabilities that newer UV
technology has. In addition, its electrical connections (pictured)
are worn. Staff will address these issues with near-term
improvements in order to reliably operate the existing equipment,
followed by installation of a new system in five to 10 years.
Performing this replacement with common equipment will make
future replacements easier because the parts will be easier to
find.
AERATION AND ENERGY PROJECT
107-11:21111 1_1 OU :1611 x91169
Staff presented this project as Key Finding
7 in the CWMP Recommendations to the
Board on November 10, 2016. Staff will
monitor the equipment over the next few
years to ensure this is done at the proper
time.
The equipment will be fully evaluated in
about three years, depending on the
status of the equipment, with planning and
design in the fourth year, with construction
starting in the fifth year and taking up to
five years to complete.
The existing aeration system was built in the 1970's and
is outdated, experiences significant air leaks, and has
limited turndown capabilities. Also, the existing steam
piping and valves are corroding. Although it is
advantageous to recover waste heat for generating
steam for secondary aeration, this also creates a
complicated interconnection. Disruptions in solids
handling and steam systems can impact the reliability of
the secondary process. Similarly, disruptions in blower
operation can impact the boiler and steam system,
impacting solids emission controls. Separating this
connection will improve operational resiliency.
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November 2, 2017 Regular Board Meeting Agenda Packet - Page 236 of 303
Page 51 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
ENGINEERING & TECHNICAL SERVICES
PLANNING & DEVELOPMENT SERVICES
PROGRAM MANAGEMENT INFORMATION SYSTEM (PMIS)
The program management tool, e -Builder, is an online software tool to track scheduling and
cash flow. It is efficient, easily accessible, and can manage and track all aspects of capital
projects from inception through completion, including financial planning, project scheduling,
integration, monitoring and reporting capability. Once implemented, it will alleviate repetitive,
manual data entry that is inefficient and time consuming.
This is a collaborative effort with Capital Projects, Finance, and IT. A consultant was
contracted by the Asset Management workgroup to evaluate and determine the functional
requirements for the system. A professional consulting services agreement with CDM Smith to
implement e -Builder PMIS software was authorized by the Board on July 20, 2017. A three-
phase implementation process will occur over the following 18 months.
WATER ENVIRONMENT RESEARCH FOUNDATION (WERF)
HYPOWERS PROJECT
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Central San is part of the
HYPOWERS bioenergy project
team that was awarded a $1.2
million Department of Energy
grant in December 2016 for an
emerging hydrothermal resource
recovery process (converting
wastewater solids to biofuel,
renewable gas, fertilizers, etc.), to
test new solids
handling/renewable energy (or
bioenergy) technology. Central
San was selected as the location
for the pilot project because of our
proximity to refineries, who are potential end users of the recovered biocrude byproduct. Other
potential recovered resources include liquid/solid fertilizer byproducts and biogas that can be
treated to renewable natural gas standards. Phase 1 will entail pilot planning, design, and
permitting for a 3 -ton per day pilot, and Phase 2 will be construction and operation of the pilot.
This is a multi -agency collaboration with the Water Environment & Reuse Foundation
(WE&RF), Pacific Northwest National Laboratory, Genifuel, Merrick & Co., Tesoro Corporation,
MicroBio Engineering, SoCal Gas, Utility Advisory Panel, and others. This is a joint effort with
Resource Recovery.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 237 of 303
Page 52 of 66
MWOPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
MEMBRANE AERATED BIOREACTORS
This potential pilot to test nutrient
removal technology is innovative and
involves installing the membrane
aerated bioreactors in Central San's
existing aeration tanks to intensify the
treatment capacity of existing
infrastructure. In an anaerobic zone,
the membranes deliver oxygen to a
biofilm attached to the membrane
07
surface. This technology would
potentially enhance nutrient removal
treatment capacity using existing tankage, possibly eliminating the need to expand tankage
and deal with contaminated soils. Staff is completing a feasibility report for the innovative
technology and is exploring pilot and demonstration opportunities.
16
Nereda M
flus
ANAEROBIC
GRANULAR SLUDGE
0
This is a possible pilot nutrient
removal process that reduces
energy demands for nutrient
removal, does not require external
carbon addition, and uses minimal
mechanical equipment. The
aerobic granular sludge process uses sequencing batch reactors to grow fast settling granules
that performs simultaneous nitrification/denitrification in order to meet nutrient limits. The
innovative technology offers a compact nutrient removal method that may also require a lower
lifecycle cost than conventional nutrient removal technologies. Staff is completing a feasibility
report for the innovative technology and is exploring pilot and demonstration opportunities.
COLLECTION SYSTEM OPERATIONS
LARGE DIAMETER PIPE INSPECTIONS
Cutting edge inspection technologies, such as laser scanning,
3-D HD cameras, and sonar can better inspect over 76 miles
of large diameter sewers from 24" to 102" in diameter, mostly
made of reinforced concrete pipe, and over 50% of which are
over 50 years old. This technology will offer better viewing
ability than CCTV. The data will be used to update condition
scores and investigate corrosion, sediment, and defects.
Inspections will be prioritized by risk score.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 238 of 303
Page 53 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
FORCE MAIN INSPECTIONS
Pressure transient monitoring, acoustic leak
detection, and electromagnetic technologies will be
used to inspect over 21 miles of force main up to 30"7ma=
in diameter (concrete, ferrous, plastic pipe materials).
This technology is non -intrusive, and the datacollected will be used to update condition scores and_investigate corrosion, defects, etc. to ensure the force
mains are in good condition. Inspections will be
prioritized by criticality.
OPERATIONS
PLANT MAINTENANCE — ELECTRICAL SHOP
REPLACE EXISTING LIGHTING AT THE HOUSEHOLD
HAZARDOUS WASTE COLLECTION FACILITY (HHWCF)
At the HHWCF, there are numerous high intensity discharge (HID) lights which are not energy
efficient. Upgrading these to energy efficient LED fixtures will save energy and maintenance
costs by using less energy and not having to replace lamps as often. Staff will purchase and
order the fixtures, submit a work request, order additional materials for installation, install and
the complete work. This process is expected to take three months.
OPERATIONS
PLANT MAINTENANCE — MECHANICAL SHOP
COLOR CODED SUPPLIES (GREASE
GUNS & ZERK FITTINGS)
If the Operations and Maintenance staff had a chart that
identified the grease by color, time would be saved in finding
the correct grease. This would be a small investment to
eliminate the maintenance needed as a result of cross
contamination of grease. For this optimization, staff would
have to inventory the grease guns and zerk fittings needing to
be classified, assign the color codes, create a chart, make
copies of the chart and distribute them to staff.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 239 of 303
Page 54 of 66
OPTIMIZATIONS, INNOVATIONS, AND ACHIEVEMENTS
UP TO JUNE 30, 2017
OPERATIONS
PLANT MAINTENANCE — PUMPING STATIONS
GRINDER INSTALLATION
AT MORAGA PUMPING
STATION
Currently, the station has a
mechanical bar screen. All Pumping
Stations crews from the Supervisor
down to the Operators manually rake
the debris (as Operators Anthony
MacArthur and Mike Muhlestein are
A. doing in the picture), using the rake to
wring the water out as much as
- possible, then putting the heavy rags
into trash bags, carrying them out of
the wet well, and placing them in the dumpsters. Some of the larger pump stations, like
Martinez and Lower Orinda and San Ramon and Concord Industrial already have grinders,
because they were installed at the time the stations were built. Once installed, the grinder will
break down the debris that would normally collect on the bar screen or get stuck in the pump.
This project was started in the summer of 2016 and is currently in the planning stage. Pumping
Stations is working with the engineers as part of a larger project for pumping station
rehabilitations and improvements. Capital Projects has hired an outside firm to do pre -design,
and the schedule is to be determined.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 240 of 303
50
Page 55 of 66
CONCLUSION / ACKNOWLEDGEMENTS
It is clear that Central San has a commitment to optimization and innovation. Studying these
projects has been an exercise in recognizing staff's teamwork, communication,
resourcefulness, and constant attention toward improving the status quo. Optimization and
innovation would not be possible without leadership to drive progress; a Strategic Plan to help
track and give credit; and the staff to design, implement, and achieve these optimizations.
Thank you to Ann Sasaki for her mentorship and to the Executive Team, Teji O'Malley, Dr.
Larry Bienati, and the Board for their support of the Mentorship Program. Creating and
updating this report has been an immense opportunity to enrich my general knowledge of
Central San, learn tips on how to design efficient and effective workflows, and be inspired by
the achievements of staff.
There are too many people who were involved with the reporting of these optimizations to list
individually. I would like to extend a "thank you" to all of the Managers and key staff who took
the time to meet with me and help ensure a complete report of all of our accomplishments as
an organization. I look forward to continuing the discussion and recording the progress and
positive outcomes of all the steps we are making toward being industry leaders in
optimizations and innovations.
November 2, 2017 Regular Board Meeting Agenda Packet - Page 241 of 303
OPTIMIZATIONS, INNOVATIONS,
AND ACHIEVEMENTS
Presented by
Christina Gee, Senior Administrative Technician
�►► Board of Directors Meeting
November 2, 2017
INTRODUCTION
Mentorship Project: Optimizations
Meetings with Managers and staff
October — December 2016
Presented to Executive Team
February 2017
Departmental presentations
Request by President Causey
Report expanded to include
innovations and general
achievements
Page 56 of 66
10/25/2017
1
November 2, 2017 Regular Board Meeting Agenda Packet - Page 242 of 303
Page 57 of 66
10/25/2017
IMPORTANCE TO CENTRAL SAN
Fiscal Year 2016-18 Strategic Plan
Goal Six: Embrace Technology, Innovation
and Environmental Sustainability
Strategy 2: Evaluate Business Processes and
Optimize Business Operations
Strategy 3: Encourage the review and testing of
promising and leading technology
IN SERVICE TO CENTRAL SAN
Reduce staff time
Improve accuracy
Operate more cost effectively
Promote safety
Enhance customer service
Be environmentally sustainable
Utilize new technologies
Maximize use of existing infrastructure
Forge leadership in the industry
2
November 2, 2017 Regular Board Meeting Agenda Packet - Page 243 of 303
Page 58 of 66
10/25/2017
CO -LOCATION FACILITY
• Lead Team: IT
• Project: Duplicate copy of all IT backups sent
offsite to a separate geographic area.
• Data connectivity established December 2016.
• Completion in early 2017.
• Outcome:
• Critical component of disaster recovery and
business continuity, resiliency and reliability.
• Guards against potential ramifications to
customers and/or the environment.
Security rating upgraded (Critical to High).
r
PUBLISHING SUMMARIES OF
NOTICE TO CONTRACTORS (NTCS)
Lead Team: Secretary of the District with Capital Projects
and District Counsel
Project: Publishing summaries instead of full NTCs.
• Cost of publishing is based on lines of text.
• Summaries are —1/3 the length of a full NTC.
Outcome: I Year I Average Cost/NTC I Number of Postings
2016 1 $1,598 13
First Summary NTC published in December 2016
2017 $519 8
(up to 6/30/17) 68% reduction in
publication costs
3
November 2, 2017 Regular Board Meeting Agenda Packet - Page 244 of 303
PLANT ENERGY
• Lead Team: Capital Projects with
Planning
• Project: Modify cogen to allow operation
at full load by adding the following:
• Oxidation catalyst
• Evaporative cooling technology
• CO catalyst to the exhaust ducting.
• Outcome: Oxidation catalyst technology
can reduce carbon monoxide (CO)
output by 50% to 75%.
• Improved fuel efficiency (evaporative
cooling technology).
• Reduced emissions and costs of
imported electricity.
• Increased operational flexibility and
electricity generation.
• Scheduled completion at end of
November 2017.
CO CATALYST LOCATION
EVAPORATIVE COOLER AT INLET
CAUSTIC INJECTION DOSAGE
• Lead Team: Regulatory Compliance in
collaboration with Plant Operations
• Project: Switch caustic injection point from first
stage to quench stage for wet scrubber of
Furnace No. 2.
• Optimal injection rate based on HCI
emissions and scrubber effluent pH.
• Positive test results indicated reduced
caustic usage ensured compliance with
Furnace No. 2's HCI limit.
• Outcome: Once official minimum pH limit is
established by the USEPA, potential cost
savings of $130,000 per year in caustic
consumption.
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SEWER SUMMIT
Lead Team: Development Services, with Environmental
Compliance and Recycled Water (presenters)
Project: Three -session event hosted for stakeholders on
March 24, April 26, and May 19, 2016.
• Tradeshow concept, including Treatment Plant Tour.
• Networking time with staff and their counterparts at other agencies.
Outcome: Approximately 100 attendees. Second Summit was
held in August 2017. ti -
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LIME REDUCTION TESTING
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• Lead Team: Planning with
Capital Projects, Regulatory Compliance,
Plant Operations, and the Lab
• Project: Adding lime in the Sludge Blend
Tank may help condition the sludge for
optimal dewatering, bind metals to the
sludge, and increase the temperature at
which ash will melt.
• Bench -scale experimentation added different
dosages to sludge samples.
• Ash fusion testing confirmed previous findings that it
appears to be possible to reduce lime without ash
melting.
• Early 2018: Second phase (full-scale testing).
• Full project scheduled for completion by the end of
FY 2017-18.
• Outcome: Potential to save $200,000-
300,000 per year in chemical costs and
relieve capacity in the furnace.
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PRIMARY SEDIMENTATION TANK BAFFLES
• Lead Team: Planning
• Project: Installed baffles to analyze effectiveness in improving total
suspended solids and carbonaceous biochemical oxygen demand
(cBOD) removal.
• Outcome:
Increased total suspended solids removal from 60% to 75%.
Appeared to have improved centrifuge dewatering performance
from —21% cake solids up to —23% cake solids.
• Following the 2013 pilot, the
remaining three sets of baffles were
installed as part of the Primary
Treatment Renovation Project in FY
2015-16.
MOBILE DEVICE DEPLOYMENT AT CSO
• Lead Teams: CSO,
Asset Management, and IT
• Project: Mobile deployment enables
field crews to do the following:
• Access desktop information such as maps, work
order history and CCTV results.
• Complete work orders in real-time, so office
support can see the results as they are recorded.
• Attach pictures to service requests and work
orders.
• Vehicle and Equipment Shop also uses field
tablets to perform vehicle inspections, work
orders, and inventories.
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MOBILE DEVICE DEPLOYMENT AT CSO
(CONTINUED)
• 22 iPads went live on December 1, 2016.
• Outcome: When combined with the new
CMMS, reduces paperwork and manual
° data entry.
• Estimated to save almost 1 full-time
equivalent (FTE) per year.
• Staff time redirected to cleaning pipes,
proactive maintenance activities, and higher
level data analysis to improve the overall CSO
preventive maintenance program.
BAR SCREEN GRINDER LIFTING TREE
• Lead Team: Mechanical Shop
• Project: Lifting tree simplifies
replacement of bar screen grinder in
the Treatment Plant Headworks.
• Grinder and gearbox can be removed
and replaced as one piece.
• Easier to transport with simpler rigging.
• Outcome: Shortens the job time
by 30 minutes, saving 9 hours of
staff time per year, assuming the
grinder is replaced 6 times per year.
• Reduces three technicians' exposure
time to the inlet channels atmosphere.
• Reduces the probability of incurring back
injuries for staff.
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RIGGING SYSTEM FOR PIPE REPLACEMENT
• Lead Team: Mechanical Shop
(Technicians Don "Bo" Botelli, Bernard
Martinez, and Paul Serrato)
• Project: Replace a leaky pipe at the
Martinez Pumping Station.
• Bo welded a new pipe.
• Heavy pipe and limited space ->
Paul suggested fabricating a rigging
system.
• Outcome: After testing the rigging in
their shop, the team rushed to the
Pumping Station in late February 2017
and used it to successfully replace
the pipe.
PORTABLE OIL
FILTRATION PROGRAM
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• Lead Teams: Reliability
Engineering and Machine Shop
• Project: Hot oil recirculation system
for fixed equipment and portable
filtration system.
• Prevents damage to machinery.
• Extends machine life.
• Improves reliability.
• Outcome:
• Portability creates versatility.
• Hot oil recirculation system for fixed
equipment won first place in the
2016 California Water Environment
Association (CWEA) Gimmicks and
Gadgets of the Year category.
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FILTER PLANT BACKWASH
• Lead Team: Plant Operations
• Project: Pilot testing of using more
filters (1-2 at a time used in the past).
• Alternated between 3 and 2 filters (every
other week from Aug. — Sept. 2016).
• More water is processed per filter before the
need to backwash.
• Increases the amount of time between filters.
• Reduces labor and energy costs.
• Outcome: According to data from Dynac
trends, this reduced the number of
backwashes per week by 35%.
WASTE HEAT BOILER WATER LEVEL
Lead Team: Control Systems/Process Control with
Regulatory Compliance
Project: Improve the software controller for the water level to
prevent bypass events.
• Low water level -> furnace exhaust gas must be bypassed around boiler and
wet scrubber to avoid boiler damage -> potential air emissions permit violation
• Reduces natural gas use (during a bypass, WHB steam production stops, and
auxiliary boilers must make up the difference with natural gas).
Outcome:
Year
Low Boiler Water Events
2015
12
Software controller improved
2016
2
2017
0 to date
(up to 6/30/17)
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CONCLUSION
Projects showcase staff
• Desire for constant improvement
• Teamwork
• Communication
• Creative thinking
• Leadership
Acceptance of change
Future annual reports will track progress
; and performance of projects
ACKNOWLEDGEMENTS
Ann Sasaki, Deputy
General Manager
Managers and Key Staff
Executive Team
Teji O'Malley
Dr. Larry Bienati
The Board of Directors
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