HomeMy WebLinkAbout4.b. Receive Fiscal Year 2017-18 Optimizations Annual Report and Optimizations Program Plan Page 1 of 39
Item 4.b.
,OrCCE TR L SAN
CENTRAL CONTRA COSTA SANITARY DISTRICT
November 6, 2018
TO: ADMINISTRATION COMMITTEE
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: ANN SASAKI, DEPUTY GENERAL MANAGER
ROGER S. BAILEY GENERAL MANAGER
SUBJECT: RECEIVE FISCAL YEAR 2017-18 OPTIMIZATIONS ANNUAL REPORTAND
OPTIMIZATIONS PROGRAM PLAN
Last November, the Board received a report of the optimizations completed or in progress since August
2013. This was an effort to capture all the achievements made by staff to strive beyond performing their
regular duties, but to also improve upon them by applying human ingenuity, technology, and innovation.
Since that report, Central San was recognized for its commitment to optimization through inauguration into
the Leading Utilities of the World, a growing network of 37 of the world's most innovative water and
wastewater agencies.
Attached is the Fiscal Year 2017-18 Optimizations Annual Report(Attachment 1), which contains
completed and in progress optimizations during the last fiscal year, as well as optimizations planned for FY
2018-19.
The attached tri-fold brochure encapsulates the highlighted optimizations of FY 2017-18 (Attachment 2).
As we continue in the spirit of efficiency, effectiveness, and continuous improvement, the Board has set
forth as one of its FY 2018-19 goals for the General Manager to formalize an optimizations program at
Central San.Attached is the Optimizations Program Plan (Attachment 3), which outlines the objectives and
structure for the first year of Central San's new Optimizations Program.
Strategic Plan Tie-In
GOAL ONE:Provide Exceptional Customer Service
Strategy 2- Foster employee engagement and interdepartmental collaboration, Strategy 3- Maintain a strong reputation
in the community
GOAL THREE:Be a Fiscally Sound and Effective Water Sector Utility
Strategy 2- Manage costs
GOAL FIVE:Maintain a Reliable Infrastructure
Strategy 1 - Manage assets optimally throughout their lifecycle, Strategy 2- Facilitate longterm capital renewal and
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 23 of 80
Page 2 of 39
replacement
GOAL SIX:Embrace Technology, Innovation and Environmental Sustainability
Strategy 2- Reduce reliance on non-renewable energy, Strategy 3- Encourage the review and testing of technology to
optimize and modernize business operations
ATTACHMENTS:
1. FY 2017-18 Optimizations Annual Report
2. FY 2017-18 Summary of Optimizations Tri-fold Brochure
3. Optimizations Program Plan
4. PowerPoint Presentation
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 24 of 80
1
Page 3 of 39
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challenge of continually finding
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no matter how large or small.
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optimizations completed
between J u ly 1, 2017 and
June 30, 2018. It also includes BUSINESS PROCESS - • .
progress made on ongoing
long-term optimization projects
during that time.
The optimizations have been
categorized by their
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A MESSAGE
FROM THE GENERAL MANAGER
In November 2018, Central San was inducted into the Leading Utilities of the
World, a global network of the most successful and innovative water and
wastewater utilities. This honor recognized a commitment to optimization,
which we have been doing for many years and which reflects our aspiration to
be the best public agency.
We know cost matters, and we are sensitive when it comes to the use of funds
we collect from our customers and stakeholders. Through continuous
improvement and increased productivity, we strive to do more with less as we
tackle the challenges of aging infrastructure, tight public finances, regulatory
requirements, and other challenges facing our organization.
For the fifth consecutive year, we have maintained a relatively flat operations
and maintenance (O&M) budget for the next fiscal year (FY). However, while we
make the best use of our existing resources, some of our equipment is over 70
years old and no longer the best value for us and our customers.
To maintain the highest level of service, in FY 2019-20, we will be investing
more in our infrastructure, essentially doubling the budget of our Capital
Improvement Program. To minimize financial impact to our ratepayers, we will
review all aspects of our operations to streamline our processes, improve
operational resilience, and improve effectiveness and efficiency.
The optimizations in this report show the significant changes we have made
toward self-improvement, cost cutting, and keeping our rates as low as
possible, while maintaining a high level of service to our stakeholders.
Best Regards,
%AJ n
ROGER S. BAILEY,
GENERAL MANAGER
DOGE 01 1 OgOUT CENTRAL SON
OUR MISSION, VISION,
Page 6 of 39
VALUES, AND GOALS
MISSION `
To protect public health and the environment.
VISION'
To be ahigh-performance organization that provides exceptional
service and regulatory compliance at responsible rates.
• People 9 Principles
• Community e Leadership and
Commitment
STRATEGIC GOALS
1. Provide Exceptional S. Maintain A Reliable
Customer Service and Infrastructure
Maintain An Excellent
Reputation in The Community 6.Embrace Technology,
Innovation, and
2. Strive to Meet Regulatory Environmental Sustainability
Requirements
3. Be A Fiscally Responsible and
Effective Wastewater Utility
4. Recruit, Develop, and Retain 100 %
a Highly-Trained and Safe
Workforce
ACHIEVEMENT OF OUR STRATEGIC
GOALS AND INITIATIVES
IN FY 2017-18
PAGE 02 ABOUT CENTRAL SAN
FY 2017-18
Page 7 of 39
STRATEGIC ACCOMPLISHMENTS
CUSTOMER SERVICE
• Hosted the third Central San Academy to educate 39
interested members of our public.
• Celebrated the 20th Anniversary Household Hazardous
Waste (HHW) Collection Facility and held a Collection Drive,
serving 907 visitors - our highest participation week ever.
ENVWONM
• Achieved 20 consecutive years of total compliance with our
wastewater discharge permit.,
- e Executed a memorandum of understanding with local water
agencies to collaborate toward an innovative recycled water
exchange to augment the region's water supply.
• Increased collection of HHW by 7% (140,594 lbs.) and unwanted
pharmaceuticals by 4% (729 lbs.).
� 9 Reduced sanitary sewer overflows by 36%, from 39 to 25.
n.
• Continued to meet critical needs identified in our
Comprehensive Wastewater Master Plan.
• Installed approximately 10,000 feet of 18- to 24-inch trunk
sewers as part of our Pleasant Hill-Grayson Trunk Sewer
Project.
PHYSICAL AND CYBER SECURITY
• Received Municipal Information Systems Association of
California Excellence in Information Technology (IT) Practices
Award, as one of only four special districts to do so.
� 9 Completed Security Assessment Master Plan.
PAGE 03 ABOUT CENTRAL SAN
■
Page 8 of 39
CENTRAL SAN
CENTRAL CONTRA COSTA Y, a
SANITARY DISTRICT
FEE;
ABOUT US
a
Y:
Central San is a special districtgoverned by a five-member Board of Directors,
P
who are elected by voters within the service area for four-year sta ered terms.
staggered
182 -
-square-mile service area
Marti nez
290
ees
budgeted full-time em toemployees
Established in 1946Concord Plerasant Hill
Clayton
Headquartered in Martinez,CA _
Walnut Creek
orinda
Serving ftLafayee
488,900 customers
Moraga
and Oakland Danville
ip
3,000 businesses
Headquarters,Treatment Plant,H H
Sart Ramon
collection rec4lity
1,540 miles Of sewer pipelines ■ CoIlection Systemsste�s operation(Sewerer Maintenance)
operated and maintained F—]Wastewater Co'Iecdon and Treatment-
HHW Collection
Wastewater Treatment and HH'►
44Mgallons of wastewater clletin
HHW Collection my �NEENE=1 �Wes
cleaned and disinfectedper day
` tea-
r.
$89.7M for O&M
q'A5.3M for Capital Improvement P (CIP
dow
$5.6M for Debt Service0140,
$0.9M for Self-Insurance
•'4
O&M(54%
•
AIM A&
CIP
•
32%
wy
I
3
pounds 2M of hazardous waste
11per y ear collected and kept out of
F
landfills and year
waterways each
12,500 pounds of unwanted drugs
collected each year by our '
Pharmaceutical Collection Program
1:
d rte•
11,140 visitors served at
the Residential Recycled Water
` Fill Station
yy'R
S '�
�F+x
9
e
3,AM students educated in
Pollution prevention programs
a
BUSINESS PROCESS IMPROVEMENTS
AlIr As we prepare for a major project to replace the enterprise resou��e 10 of 3s
planning software at the foundation of our operations, we are
identifying opportunities for efficiency within our business processes.
The improvements made as a result of these efforts have made use of
available technology, increased our predictability, and improved the
sustainability of our operations.
COMPLETED PROJECTS
BUSINESS PROCESS DOCUMENTATION AND READINESS
ASSESSMENT FOR ENTERPRISE RESOURCE PLANNING SOFTWARE
With assistance from the Government Finance Officers Association (GFOA), staff
analyzed and documented business processes from Accounting, Asset
Management, Benefits, Budget, Community Development and Permitting,
Customer Billing, Human Resources (HR), Payroll, Personnel Recruitment,
Procure to Pay, Capital Projects Planning, Risk Management, Treasury, and
Property and Land Management. We identified opportunities for improvement
in workflow, which will be incorporated in our new enterprise resource
planning (ERP) software.
ELECTRONIC TIMEKEEPING
IntelliTimeO is an automated time-reporting and leave-tracking tool that has
eliminated paperwork in the timekeeping process. Employees have online
access to their prior timesheets and accrual balances, and supervisors can see
their workgroup's schedules at a glance. IntelliTimeO went live on duly 18, 2018
after testing on a pilot basis. This initiative required a significant investment
from IT, end-users from different divisions who gave input in selecting the
vendor, and all District staff who were trained on and support the use of the
new program.
ENHANCED CUSTOMER WEBSITE
The new centralsan.org improves -
�' AL SAN
transparency and has the ease of use
that customers have come to expect PROTECTINGIt
from us. It minimizes the number of PUBLIC HEALTH
clicks needed to find information and AND THEIL
-
incorporates social media posts to ENVIRONMENT
refresh content. We used feedback from ARM M �
staff, the Board, and the public with site _
statistics to determine what visitors J
were most interested in seeing and how
to best present that information.
PAGE 06 1 BUSINESS PROCESS IMPROVEMENTS - COMPLETED
ROOM SCHEDULING AND
VISITOR CHECK-IN APP w P a g of 39
The TeemO app displays a conference room's
schedule on a tablet mounted just outside the
room. Using the tablet, employees can check the
room availability and schedule a meeting directly
on the device. More conference rooms will have �
tablets equipped with this capability in
p Y
FY 2018-19.
Using the same app, we now have aself-check-in
tablet for visitors. Rather than signing a log book, -.
visitors at the front desk now fill out their
information on a tablet, which takes their picture
and prints it directly onto a badge. Simultaneously,
the app notifies our employees that their visitor �•` .���'�t
has arrived via email and text.
PURCHASING REQUISITION TICKET SYSTEM
An electronic ticketing system was set up for Purchasing's internal customers to
access their real-time requisitions statuses, as well as to fill out a customer
satisfaction survey when their request is fulfilled. Purchasing will use the
information to prioritize their workload and establish metrics to improve internal
customer satisfaction levels. Because the Requisition Ticket System uses the
same platform as IT's Helpdesk, there was no additional training needed.
CONTROL SYSTEMS WORK ORDERS
Our Control Systems group in the Plant now receives work orders through our
computerized maintenance management system, Cityworks0. This allows them
to manage their requests for improved ability to track their tasks, meet deadlines,
and coordinate efforts with the maintenance shops. Their history of completed
work orders will serve as a repository of problems and solutions, which will be
useful for future troubleshooting and cost tracking related to Control Systems
assets. There was no additional training needed since Cityworks0 is already used
to track Plant and Collection System Operations (CSO) maintenance work.
INTERNAL AUDIT PROGRAM ESTABLISHMENT
Central San developed a program to conduct internal audits on a limited
number of high-risk functions annually. In FY 2017-18, its first year, we completed
internal audits in payroll, petty cash, and procurement cards with the help of a
contracted internal auditor. Suggested improvements have been made to the
audited processes to improve efficiency and controls.
PAGE 07 BUSINESS PROCESS IMPROVEMENTS - COMPLETED
DOCUSIGNO
Docusign0 software for electronic signatures was piloted by one workgrourajkiis- of 39
year. During the pilot, staff realized savings in faster document processing and
reduced paperwork; thus, Central San has made licenses and training available to
other divisions such as Purchasing and Human Resources for potential future use.
AUTOMATIC VEHICLE LOCATION
Following a pilot in July 2017, Verizon's NetworkFleetO is
now fully operational. This automatic vehicle location
(AVL) program improves the ability for CSO to efficiently
dispatch field crews to work sites based on locality,
identifies locations for field site inspections, reduces -
response time to emergencies, and reduces fuel -
consumption. Staff is using the vehicle diagnostic
reports to set benchmarks and create proactive
maintenance plans, which will help control repair
costs and reduce downtime.
SIG SMART@
Central San also implemented Dig SmartO, which automatically creates a work
order in our computerized maintenance management system, Cityworks0, for
the approximately 20 Underground Service Alert (USA) locating requests received
by CSO every day. In the past, we would have to manually create these work
orders one by one from a Microsoft ExcelO spreadsheet. Dig SmartO reduces the
time spent creating work orders and ensures accuracy of input into Cityworks0.
ROD-STORAGE RACK
To perform maintenance on a rodding truck, staff must remove
a heavy coil of metal from the truck to access the equipment.
Staff would do this 10 miles away from the Vehicle Shop, p
at the treatment plant, where there is room to uncoil the
many yards of rodding. This year, staff devised a way to
repair the vehicle "in house" at the CSO yard. For each
repair, staff now disassembles the rodding cage and
uncoils the rod onto an empty reel which was manu-
factured in the CSO yard. This saves staff travel time and
makes the process of repairing the truck less cumbersome.
MAINTENANCE HOTLINE
A phone extension was set up for Plant Maintenance staff to efficiently
communicate with each other by leaving voicemails regarding callouts, defect
eliminations, and other ideas to improve preventative maintenance efforts. The
voicemails are automatically emailed to the Plant Maintenance Division Manager
and Superintendent.
PAGE 08 1 BUSINESS PROCESS IMPROVEMENTS - COMPLETED
MECHANICAL SHOP REORGANIZATION
The Mechanical Shop's floor plan has been
improved by relocating work-table-mounted Page 13 of 39
grinders and wire wheels to the welding l•>
area and consolidating nuts and bolts
shelving into proper storage cabinets with � �
bins, thus opening space to create an area
reserved for disassembled equipment
awaiting parts that had once cluttered the
shop work area and tables. Also, the grinder
has been relocated to keep the "dirty work" in
the already dirty welding area. =
r
OTHER COMPLETED OPTIMIZATIONS
• Modified the Signature Authority Matrix to be less complicated, easier to
read, and more in line with other agencies'.
• Established a new investment account at the County for improved tracking
and segregation of funds, as well as better analysis of the adequacy of the
reserve fund.
• Began live-streaming Board meetings to the lobby and on web-accessible
devices, allowing employees to queue up the part of the meeting of interest
in place of attending the meetings.
• Installed smartboards and cameras into conference rooms for improved
meeting capabilities, including facilitation of remote interviews and
meetings.
• Implemented Microsoft Office0 365 cloud tools including Office, Skype for
Business, Microsoft OneDrive, SharePoint, and others.
• Replaced old reports done through our enterprise resource planning software
with more than 20 new and improved business and financial reports, which
are clearer to read and easier to produce.
• Outfitted Treatment Plant staff with tablets to provide them with mobile
access to work orders, schematics, and other data.
• Simplified the Purchasing requisition approval process by establishing
authorization levels based on supervisory position criteria, reducing the
number of approval levels from 18 to 3.
• Began scoring Request for Proposals (RFPs) online using BidSyncO, replacing
a manual, labor-intensive process with a streamlined and fully automated
process which includes the ability to create reports to substantiate the
evaluation committee's recommendation for award.
• Created online access to safety data sheets through MSDSonline.com.
• Started using iAuditor application to allow safety inspections to be
conducted via cellphone or tablet.
• Updated and serialized Safety Directive Manuals and instituted paperless
online access.
PAGE 09 BUSINESS PROCESS IMPROVEMENTS - COMPLETED
ONGOING PROJECTS
ERP SOFTWARE REPLACEMENT Page 14 of 39
SunGard HTEO has been Central San's ERP software since 1993. This
foundational system manages the data for critical business processes, including
Human Resources, Procurement, Accounting, Billing, and related subsystems.
At first, staff had planned to perform targeted improvements to extend the life
of the software, but when those improvements did not resolve the limitations
staff was encountering, the decision was made to replace Su nGa rd0
completely. After extensive planning to ensure adequate staff resources,
change management, and high-level support, we issued an RFP in May using a
detailed list of 1,700 system requirements to ensure that responding vendors
can meet all our business requirements. Following vendor selection,
implementation is scheduled to begin in early 2019. Staff is now considering
staffing augmentation needs to allow current employees to continue doing
their daily work in addition to setting up the ERP and learning how to use it.
INTRANET REPLACEMENT MM
The current platform for the Online Total I nfor- ��� A '
pr..R, NSI 9ftl"'8 havii b417 eh.W4 H+�ti M i 1p w rwu ri nr•i,y I?AJq rla Ai!4.9 +
F-r&. 7;li"w,I Ar,na.,anct-tnu V6i w t.alrra+p
m a t i o n System (OTIS) and Plant Information I.�1,4. in WT[W lu br4hvrvr7 O NiTiLl PrW%nffz"C d.r 11
0110hJ rl ha.ilr10snrnlmd a ra J.F c 4AN t&1%A%V_
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System Fpr'arnr inw%rl Lrq+mknl wit Mal tarC wA
A uUl rhr
� � ��' `' $3�- �� #Mana
Management (PIMS) intranets are out-
Tikri Twn�
rp
Sull kku
dated, have slow ,
response times do not function " '
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on mobile devices, and are difficult to �fl,
properly �,
keep updated. The new intranets will allow staff
� pl.o7#rb r&'m.34 i.*d VPMIakr.Trugpn A Itir p?nr r1 14`lydiK" r,F[
to easily access the policies, procedures, training3
manuals and videos, and other data on the sites.
+BPS
A selection committee of employees received ;
demonstrations from multiple vendors, and Digital
De to ment®, which was also used to update ourmpmme
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pJ p mrKh i 5w &I�i WIC,t F.*ertie i
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externa I customer website, is currently working with staff "v,%and j.
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to complete the project. I uv&m
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RISK INVENTORY
In summer 2017, managers identified business areas presenting inherent risks
which may require management and further attention. Those 70 risks, now in
an inventory, are being evaluated for existing and planned risk mitigation
measures, quantifying inherent and residual risk levels, and in consideration of
the development of an enterprise risk management program, where risks are
centrally monitored, mitigation measures are tracked, and reports can be
made periodically to the Board.
DIGITAL PROJECT PLAN REVIEW
Permit Counter staff and Development Services inspectors are in the process of
piloting new paperless technology with City of Walnut Creek staff that would
allow engineering project plans to be reviewed and inspected digitally.
PAGE 10 1 BUSINESS PROCESS IMPROVEMENTS - ONGOING
AUTOMATED SLUDGE RETENTION TIME CONTROL
Consistent sludge retention time (SRT) has the potential to improve settliPaje 15 of 39
which improves effluent quality, plant capacity, filter plant operation, and
dissolved air flotation operation. To help maintain consistent SRT, an
automated controls system was installed to continuously monitor and adjust
the activated-sludge process. Before this change, Operators received the
sludge age data once a day and manually made adjustments. The control
software was tested in late 2017 and will go live in late 2018.
PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
Asset Management staff began implementation of e-Builder0 to track
scheduling and cash flow of engineering projects. It will alleviate repetitive,
manual data entry that is inefficient and time consuming and will be able to
create reports quickly. Beta teams are currently testing e-Builder0. Training and
rollout to all Capital Projects staff is scheduled for January to April 2019, with the
goal of full adoption by July 2019.
PIPELINE CLEANING SCHEDULES
CSO continues to optimize cleaning schedules by com-
bining workorders geographically to minimize visits
to the same vicinity, which decreases drive time -between job sites and increases productivity. Part of
this effort is to convert approximately 23,000 lines of
"routine" work orders into "scheduled" work orders, so
each pipe will have a scheduled date for cleaning, and
staff will be able to better manage the crews' work
schedules and reduce overdue cleaning work orders.
REFINING USE OF CITYWORKSO
We continue to refine our use of
=� y. CityWorksO at CSO by adding custom
_ templates to better automate the
. � internal reporting process.
_ Staff also collaborated to troubleshoot
weak data signals to our crews' field
WINNER tablets. We recently installed an upgrade
CityWorksO Excellence in to the CityWorksO mobile app for the
Departmental Practice Award, added ability to cache maps. Crews can
recognizing exemplary users who now access and enter information in the
use CityWorksO creatively and field by using the pre-loaded maps on
contribute to the continued their tablets, which syncs to the cloud.
improvement of the platform.
PAGE 11 1 BUSINESS PROCESS IMPROVEMENTS - ONGOING
INFRASTRUCTURE UPGRADES
Through responsible and robust maintenance practicSggV 6 of 39
have extended much of our infrastructure - orig inally built in
t the 1970's - well beyond its typical useful life. Therefore, we
completed several optimizations this year to upgrade our
equipment for reliability, safety, and compliance with current
and future regulations.
COMPLETED PROJECTS � ,
HEADWORKS SCREENING UPGRADES r�
Our Headworks Facility is the first stage of our
complex treatment process and removes inorganics
from the wastewater stream to protect and reduce -
wear on the downstream process equipment. To
improve performance at this important step, as part of
the planned CIP, we installed new bar screens, rehabi-
litated two standby screens, and added new odor
control ducts and gas detection equipment. The
enclosed design connects to the odor control
system, which will assist with Health Risk
Assessment compliance.
Overall, the project was a success with a very
good rate of removal at an average of 23 tons of
materials being collected monthly. We have 1�
also seen less plugging downstream and reduced �
the need to clean the ultraviolet lamps at the end
stage of treatment.
ENHANCEMENwr TO LUBRICATION PROGRAM
All Plant Maintenance staff uses oil and grease in their
work, so it is important to have an efficient system .
in place for staff to have easy access to lubrication.
Staff inventoried the grease guns and zerk fittings �-
in the Mechanical Shop, assigned color codes, and
distributed a chart to all Maintenance staff to help
them easily identify the lubrication equipment by �c ��;,� u+
sight. This was a small investment to guard against ,N
possible cross-contamination of grease and save staff � _�w--
time in being able to quickly identify the greases by
�.�.._
color.
PAGE 12 INFRASTRUCTURE UPGRADES - COMPLETED
VULNERABILITY/SECURITY STUDY
This was amulti-departmental effort to evaluate District-wide vulnerabilitiefge 17 of 39
and physical security improvements, including taking natural hazards like
earthquakes and flooding into consideration. In FY 2017-18, staff evaluated 20
facilities and completed the study. A Security Coordination Committee has
been formed to implement the recommended improvements in phases and
develop recommended policies and programs.
PROXIMITY SWITCH PILOT AT PRIMARY SEDIMENTATION TANK
A proximity switch was installed at the Long Flight Collector #3 gearbox as a
pilot to replace the mechanical limit switch. The mechanical limit switch was
used to stop the motor if the chain binds up but was vulnerable to the corrosive
environment. If the pilot succeeds, the proximity switch will be installed in all 4
long flight collectors when the tanks are down for maintenance in 2019.
LONG FLIGHT COLLECTOR MONITORING SYSTEM.
A programmable logic controller (PLC)
was installed to monitor normal
operation in the sedimentation tank
flights. The system includes a pivot
arm stationed on each of the drive
shafts, which protects flights from
damage caused by a broken chain, �w
skipped chain, or damaged flights. The
PLC can sense when a flight is broken,
so it can 1) shut off the drive motor to . = ,, � rT R R R
prevent further damage to the flights �
or chain and 2) alert Operators with w q M
local and remote alarms.
HYDRAULIC IRON WORKER
The Mechanical Shop now has a Hydraulic Iron Worker
to fabricate small brackets, guards, pipe stands, --
racks, and custom tooling for around the plant,
since manual fabrication methods are labor
intensive. With this equipment, we now have the i
_55
ability to shear instead of saw, punch instead of drill, cope and notch parts instead of torching, �
and to grind and drill by hand. This also eliminates
a substantial amount of environmental hazards,,
such as fumes from a cutting torch and atmospheric
particulates from grinding. -�
PAGE 13 INFRASTRUCTURE UPGRADES - COMPLETED
DON'T JUST FIX IT;
�4 IMPROVE IT Page 18 of 39
Our Plant Maintenance staff is
constantly rehabilitating our
assets to extend their useful life
and optimize their performance,
going beyond simply performing
the preventive maintenance (PM)
or repair, but also asking what
i4 more can be done. Work is
categorized as a "Don't Just Fix It;
Improve It" (DJFI) in the following
situations:
Proposal of an optimization idea
• Failure before an asset's useful
life
Repeat failures showing on the
Bad Actors list
� AV * Multiple reactive or corrective
*pool, work orders on ahigh-criticality
asset
More than 1 reactive work order
with a priority of 1 or 2 on specific
asset between PM tasks.
In total, 14 DJFls were completed
in FY 2017-18, including those on
the following.0
- -10�
milk
ih
WINNER 2018 Uptime Award
for Best Reliability
Engineering for
Maintenance Program
recognizing excellence
and leadership in
reliability and asset
PAGE 14 INFRASTRUCTURE management.
t1Dc:Qnn1=c - cnnnDi I=rFn nIF:11-q
FURNACE NO. ? CENTER SHAFT DRIVE
The old center shaft drive in our Multiple Hearth Page 19 of 39
Furnace No. 2 had multiple issues. Its replacement
sparts were no longer available for purchase, and the
hoses and hydraulic fluid were maintenance and
failure points that could be removed with an
updated design. Thus, a new design, involving an
electric motor directly driving the gearbox, was
- constructed, and a variable frequency drive now
controls the speed of the motor,which was not
possible before. The new design not only reduces the
possibility of failure, but also allows for easier
maintenance and more system control.
REPLACED CONDUIT AT PRIMARY SEDIMENTATION SANK
Staff replaced a fiberglass conduit which was installed as a pilot with
stainless steel rigid.The old conduit allowed water to drain into
motors and other devices, causing water intrusion damage or shock
hazard. The new conduit resolved the safety hazard and improves the
reliability of the equipment.
SPLIT COLLAR WREN"
Disassembly of the boiler feed pump nut sleeves was
a constant challenge, as the wrench that was
prefabricated for use was not properly designed.
Staff machined a wrench from a split collar for the
ability to apply greater torque. This made the
disassembly task easier; reducing downtime, man
hours, and components; and eliminating the risk of
damage to the nut sleeve. This worked so well that
staff is now designing a split collar wrench for the
shaft as well.
ACCESS HATS
A hatch was created for easier and safer access to a
three-way valve at the pre-aeration basin. Prior to
its installation, to reach the valve, Operators
had to remove a panel and railing and
perform a confined space entry, which
took 2-3 hours.
PAGE 15 INFRASTRUCTURE
UPGRADES - COMPLETED DJFIS m�
ETHER COMPLETED DJFIS
• Modified the shear hub for South Clarifier No. 3's gearbox by adding a grebNg2oof3s
port to lube the hub, reducing the risk of a back injury for staff.
• Modified and rebuilt the long flight shear hubs at the primary sedimentation
tank, simplifying operations by taking the guesswork out of installing the pin by
adding a stop in the correct position.
• Added a manual blowdown feature for the cogeneration (cogen) differential
pressure by installing piping testing/maintenance configuration to better
maintain and increase uptime of equipment. This creates the ability to remove
any possibility of condensation or plugging in impulse lines without powering
down the cogen or the possibility of cogen falling offline due to a false reading.
OTHER COMPLETED OPTIMIZATIONS
• Replaced core networking switch to provide automatic redundancy through
built-in failover mechanisms and a higher level of reliability of data delivery
for every device with access to the network.
• Expanded network monitoring tools to proactively notify IT staff of outages.
• Installed shaft grounding rings on certain motors to minimize premature
motor bearing failure.
• Designed and fabricated a weir basin for the pH probes for the wet
scrubbers.
• Designed and fabricated ajib-style lifting device to facilitate removal of
clarifier shear hubs to increase task efficiency and effectiveness.
• Modified auto-lubrication systems: a lid in the furnace for ease of refilling,
ports and pumps for additional lubrication areas, and installed an auto-
lubrication system on the induced draft fans to protect the split bearings.
• Designed, fabricated and installed new grit chutes with a smooth transition
from a square port to a round flange, eliminating clogging up the grit washer
conveyor.
• Improved resiliency against the ultraviolet (UV) disinfection bypass events by
installing shutdown-delay timers and enhancing the outlet gate logic.
• Piloted sludge blanket detectors in the primary sedimentation basins and
secondary clarifiers.
• Transitioned control of the induced draft fan from an
obsolete local controller into the modern furnace PLC.
r
• Enhanced furnace oxygen control by improving
automatic rate control of the air ports for Hearth
No. 10.
`
• Implemented cogeneration British thermal unit
control to save energy and simplify operation.
• Streamlined and cleaned DynacO historian server to
relieve storage space.
PAGE 16 INFRASTRUCTURE UPGRADES - COMPLETED
ONGOING PROJECTS
SECURITY DRONE Page 21 of 39
Central San has contracted with an aerial security vendor, Aptonomy0, to fly a
drone around the property to supplement security personnel. The drone will be
able to access and patrol areas quickly and easily. This project is currently
pending Federal Aviation Administration approval.
STEAM AND BLOWER REPLACEMENT PROJECT
The current steam system is complex and aging. It requires
significant maintenance and has the potential to perform
more energy recovery. One of the issues is that the blowers
do not operate reliably in parallel with the electric blower. 'r.am:.
Secondly, while they are sized for peak air demands, the
blowers do not have adequate turndown for low-air- ZZZXJ6'
demand conditions, which triggers use of the air waste �
valve. Thirdly, the electric blower is a backup for emergen-
cies but is undersized for the full range of air demands, so
there is no redundant second electric blower.
The Steam and Blower Replacement Project, in the works as part of the planned
CIP, aims to assess the condition and remaining useful life of the existing boiler
feedwater, steam, and aeration systems as well as associated structural,
electrical, and instrumentation and control systems. It will also confirm the best
energy recovery and aeration system replacement alternative that addresses
both current and future needs. The new equipment will be flexible and optimal
for addressing potential future permit requirements for nutrient removal and
supporting collaborative efforts to expand the use of recycled water such as the
Refinery Recycled Water Exchange.
PORTABLE LOAD BANK
Pumping Stations recently purchased a portable pocket
load bank for testing fixed and portable generators to verify "
operation under load. This unit will be used at the Concord
Industrial, Clyde, Acacia, Flush-Kleen, and Crossroads Pum- �wH�NN
ping Stations. The load banks will improve our existing Lin
maintenance program with standby power by being able to
use a portable device for routine maintenance and
troubleshooting.
The load banks will also be used on the two generators
that have particulate filters. Getting the particulate filters �
hot enough will theoretically yield a good burn off, which
will reduce the number of times they will need to be sent
out for cleaning.
PAGE 17 INFRASTRUCTURE UPGRADES - ONGOING
EFFICIENCIES
Pa
As we look to double our capital program budget nexfge 22 of 39
year and continue in our fifth year of keeping our O&M
budget flat, we have implemented efficiencies to
manage and reduce costs without sacrificing the high
level of service our customers expect from us.
COMPLETED PROJECTS
WET SCRUBBER PILON
One of our most significant
endeavors was a wet scrubber ��4-
pilot, which confirmed a new `
E
technology's performance and ' � ' . ' ��{•
design criteria for reliable
compliance with current and y„
potential emission
requirements. Staff from across
multiple departments
collaborated on this successful WINNER
project, whose findings
resulted in an estimated San Francisco Bay Area and statewide
savings of$14M for our ongoing California Water Environment Association
Solids Handling Facilities (CWEA) Engineering and Research
Improvement Project. Research Achievement of the Year Award
OTHER COMPLETED OPTIMIZATIONS
• Refinanced debt to save approximately $8.2M through 2029 on gross interest
costs, compared to the interest payments on the old bonds, while
maintaining the same overall term of the debt.
• Negotiated rate decreases to save $297,130 in benefits costs through medical
and dental providers.
• Saved $50,000 by purchasing plant control systems hardware for the
Input/Output Replacement Project at a discounted rate.
• Repaired two rodder assemblies in-house at C50, which reduced the
downtime for the vehicle from 4 weeks to 2 weeks per truck and saved about
$8,000 per truck in mechanics' fees. In total, for two rodders, we saved
$16,000 and one month of downtime for the truck.
• Enrolled in the Bureau of Automotive Repairs Smog Program to have our
smog requirement waived by sending in the data from our AVL program. This
saves us $9,300 per year on smog costs for our 83 vehicles and staff time
spent taking the vehicles to get smogged.
PAGE 18 1 EFFICIENCIES - COMPLETED
• Added a decanting and filtration system to the hot oil re-circulation machine
to save and reuse re-circulated oil, saving about $2,600 this year on the tN§e6pf 39
new oil for the clarifiers.
• Continued to recirculate oil from furnace center shaft gearboxes and
dissolved air flotation gearboxes.
ONGOING PROJECTS
LIME REDUCTION TESTING ,
Lime is added to the sludge in the Sludge Blending
Tank before incineration to help condition the
sludge for optimal dewatering in the furnace.
Reducing the amount of lime added would have
the potential to save hundreds of thousands of •` �-, ' � �;'
dollars per year in chemical costs and relieve
capacity in the furnace. :•
Therefore, an ongoing collaborative effort across
multiple departments has been ongoing to test the
effects of reducing lime, including whether it will �
cause ash melting in the furnaces. The first phase,
bench-scale testing, was completed in FY 2016-17.
The second phase, full-scale testing, was postponed
until after the furnace burner and burner control
are upgraded. �
SODIUM HYPOCHLORITE USAGE FOR #3 WATER
Before the UV systems were constructed and placed into service around 1998, the
tertiary-treated (#3) water was secondary-treated water without any disinfection.
It was not until after the UV system was implemented that Central San started
adding sodium hypochlorite (bleach) to the high and low #3 water. Identifying
the ability to reduce or eliminate the use of bleach in this instance as a potential
efficiency, staff sought input from multiple divisions, tested samples, and
gathered data.
Staff confirmed that there is not a chlorine residual requirement for in-plant
water use within our National Pollutant Discharge Elimination System Permit,
and the #3 water for on-site use is a Title 22 exemption we provide for ourselves.
Thus, Central San could either eliminate sodium hypochlorite feed to the high
and low pressure #3 water or significantly reduce the current amount used by as
much as 50%. While there is not a capital cost associated with elimination, there
is a capital cost with reduction that has a payback of approximately eight
months. Plant Operations staff is working with Capital Projects to potentially carry
out this optimization the future.
PAGE 19 1 EFFICIENCIES - COMPLETED
SOLIDS HANDLING FACILITY IMPROVEMENTS
24
The Solids Conditioning Building was built Wt
in the mid-1970's and has four levels. As part
of the planned CIP, the project to improve � „t 14 �
the facilities addresses regulatory drivers
with new air emission control equipment,
improves employee safety with seismic
improvements, increases resiliency, and -
replaces aging equipment.
MOP "I
Some of the components will optimize
operations and result in lower O&M costs by
reducing chemical, electrical, maintenance
repair, and/or fuel expenses, including the
following:
Av-
• New sludge blending tanks sized for
better mixing of primary sludge and
thickened waste activated sludge,
improving sludge dewaterability.
• New polymer system, high-efficiency centrifuges, and cake pumps for increased
reliability and more cake solids using less polymer, requiring less fuel for the
furnace.
• New burners, controls, and combustion air blower system for the furnace,
improving air emission (lower nitric oxides) with less fuel.
• New wet scrubbers, multiple hearth furnace emergency bypass, and ash slurry
drain system with potential future treatment to reduce metals to ensure
compliance with both existing and expected regulatory requirements.
• New wet ash loadout system, wet ash collection system, and ash slurry pump
system to create less dust for increased employee safety.
MIEV
PAGE 20 EFFICIENCIES - COMPLETED
IMPROVE SLUDGE PROCESSING BY
OPTIMIZING SELECTOR �'4'_;-• age 25 of 39
A good selector improves the performance of
the secondary treatment process, hopefully
resulting in a more consistent sludge volume - -
index, reduction in bulking, and an increase in
treatment and filter capacity, with the ultimate
goal of achieving the wet weather capacity J1
needed using existing infrastructure through
improved performance.
If successful, the ongoing selector optimization, related to the Automated
Sludge Retention Control optimization on page 11, could help avoid over $10M of
future capital improvements needs for another secondary clarifier for reliable
peak wet weather capacity. Testing, currently in progress, will need to be
conducted on a long-term basis to acquire reliable results for determining next
step optimization actions.
ADOPTION OF UNIFORM PUBLIC CONSTRUCTION COST
ACCOUNTING ACT (UPCCAA)
In May 2018, the Board adopted the UPCCAA to be effective September 1, 2018.
With the UPCCAA, Central San can use informal bidding procedures for
construction contracts of$45,001 to $175,000. For simpler, lower-cost projects, this
has the potential to significantly reduce the administrative costs of bidding and
allow for faster project completion, while retaining a competitive process and
containing project costs.
REPLACE EXISTING LIGHTING WITH LED LIGHTS
A significant, District-wide effort was been initiated to upgrade high-intensity and
other energy-inefficient lights to LED fixtures to save energy and maintenance
costs. This has been going on for a few years, and, this year, the lights in the HHW
Collection Facility sorting area, the high bay lighting in the Standby Power
Building, and the Headworks Pump Room were all been replaced.
PAGE 21 1 EFFICIENCIES - COMPLETED
ON THE HORIZON Page 26 of 39
FORMALIZATION OF OPTIMIZATIONS PROGRAM
This fiscal year, we created a structure for our optimizations program
which tracks progress, establishes executive oversight, and ingrains
optimizations into the company culture as an everyday mindset. Each
division has identified at least one critical process to consider optimizing
in FY 2018-19, listed below.
OPTIMIZATIONS CONSIDERED TO BEGIN 1=v 2018-19
As we move into the 2018-19 fiscal year, staff will continue to work on the
ongoing optimizations projects from FY 2017-18, including significant District-
wide efforts such as the replacement of our ERP software, adoption of the
UPCCAA, and use of the PMIS, in addition to the following:
• Install permanent cameras in the Multipurpose Room to record training
sessions, special presentations, Board workshops, Central San Academy,
and other events. This will reduce staff time to record videos, eliminate
the potential safety hazards of cords running along the ground, and
broaden the possibilities for video recording in the room.
• Enhance our performance evaluation system to make the process less
cumbersome and emphasize the delivery of meaningful feedback.
• Switch to CaIPERS health for more cost-effective employee and retiree
healthcare plans, which will provide the same coverage at a reduced
cost to Central San through membership in a larger risk pool.
• Adopt unified communication tools across mobile and desktop phone
systems to possibly reduce the number of telephone licenses and
hardware. This will also streamline Emergency Operations Center
activities by simplifying the establishment of a live phone line.
• Increase staffing versatility and improve efficiency at the HHW Collection
Facility by adjusting the contracted staffing levels.
A�
PAGE 22 ON THE HORIZON
• Develop a system for Board Policies and Administrative Procedures Page 27 of 39
management, including a standardized file folder structure,
comprehensive tracking log, and biennial administrative procedure review
process to coincide with related the related Board Policies.
• Link photos to assets in our geographic information system, so staff can
better identify what and where specific pieces of equipment are within the
treatment plant.
• Analyze the results of the AVL program to identify any vehicles that could
potentially be decommissioned with minimal impact to staff.
• Implement various testing programs to avoid equipment downtime,
increase reliability, and increase effectiveness, including breaker/overload
testing to protect circuits from damage, active electric motor testing /
troubleshooting, and ultrasound testing programs for bearing testing /
re-greasing and energy savings.
• Replace the Furnace No. 2 oxygen analyzer, which often becomes clogged
with fine furnace ash, with a new analyzer that is more robust and will not
need the same amount of maintenance. Staff will perform side-by-side
oxygen testing on the new analyzer, then complete a Relative Accuracy
Test per regulatory requirements to certify the new oxygen analyzer as a
compliance monitoring instrument.
• Establish valve exercising program to ensure that valves do not stop
functioning due to lack of use, to avoid unforeseen delays in capital
projects.
• Install grit washer auger exercise timer to operate auger briefly but on a
fixed schedule. This prevents grit drying out inside the equipment and
causing current overloads on the auger motor.
OR 1W/
• Improve reliability of the UV disinfection basins by replacing obsolete
control hardware, pilot testing on low transmittance, and coordinating
with the Capital Improvement Program to eventually replace the UV
system with a new one with variable power controls.
PAGE 23 ON THE HORIZON
ACKNOWLEDGEMENTS,
- Page 28 of 39
, e
s r c
_
r
,
-
Central San is made of a diversegroup oemf to ees with va in skiIIs and
employees varying
duties,yet we have found o ortunities too timize Processes across our
PP P
organization and will continue to do so as we move into FY 2018-19. Committingg
tooptimize often means changing our past practices or routines, and, at times, it
also g
requires a significant amount of work to launch and maintain. We
areratefu I to have staff who recognize ize the importance orta nce of layingthis
g g P
for long-termgroundwork success.
None of the accomplishments in this report would be possible without the hard
work, ingenuity, and collaboration of our staff; the oversight of our managers
g
and executives; and the support of our Board of Directors.
AL
Y
F
i.
r
j6;
r/ K -
1. �
IN
f :_
Ir
'-_
v
kk
ACRONYMSPage 29 of 39
FOUND IN THIS DOCUMENT
Ew*~. -win
• AVL - Automatic Vehicle Location
• CIP - Capital Improvement Program
• CSO - Collection System Operations
• DJFI - Don't Just Fix It; Improve It
• ERP - Enterprise Resource Planning
• FY - Fiscal Year
• HHW - Household Hazardous Waste
• IT - Information Technology
• O&M - Operations and Maintenance
• PLC - Programmable Logic Controller
• PM - Preventative Maintenance
• PMIS - Project Management Information System
• RFP - Request for Proposal
• SRT - Sludge Retention Time
• UPCCAA - Uniform Public Cost Construction Accounting Act
• UV - Ultraviolet
Aw
-0
PAGE 25 ACRONYMS
Page 30 of 39
CENTRALSAKORG
ACCOMPLISHMENTS
INNUMBERS
saved on the upgrades of our _
$14M solids handling facilities by _
piloting new wet scrubber "
m
technology • • •
potential savings on interest
$8*2Mcosts 2 2 through 0 9 by
refinancing debt
saved through negotiated
$297K r r m i
ate decreases from o ed ca
and dental providers
saved on plant control
$50K systems m hardware
early-bird pricing • " • • - -
saved by performing repair ••• • " • • _ "• _ r ��
s
$16K of collections stem trucks •• _ -
rodder assemblies in house
saved on smog-related costs •- -
$9K by submitting data from our _ _ _ -
vehicle diagnostic software
requirements compiled for
1,700 selection of enterprise _ _ _
resourcela n n i n software • • • •
p g
risks inventoried for inclusion
70 in monitoringand tracking
g CENTRAL$AKORG
program20 • •
facilities evaluated in SUMMARY OF
Security/Vu I nera bi l ity Study .
November 2018 Regular ADMIN Committee Meeting A encu ace a"e o
g g g gOPTIMIZATIONS
BUSINESSINFRASTRUCTURE� EFFICIENCIEST
PROCESi UPGRADES Ai
-# � _ Reliabilityweb.com0 Best Reliability • -• - • •-
.4
VEMENEngineering for Maintenance
T74
• •• •" • -
Program Uptime Award Winner• Documented business process to - • • " • - •
for excellence and leadership inidentify opportunities for efficiency. - - -• - • • • • - •
reliability and asset management.• Introduced electronic timekeeping
- • •for employee •. • • -- • • • - 02 •-
r
Launched•
new - • enhanced Installed new bar screen
customer website. to improve inorganic '
• Established - - •it Program. material removal at the
• Completed . on payroll, petty first stage of treatment. 6 ,_. m �' CA Water Environment
� -
cash,
• procurement c- • Completed Vulnerability/Security Association Engineering
• Implemented • - • • - • Stud and established Security and Research -
Y Y
improve - • to dispatch Coordination Committee.
Research Achievement
field crews. I - of the Year Award Winner
ONGOING
ONGOINLO,OReplace steam system for more for our Wet Scrubber Pilot
Replace enterprise r effective energy recovery to prepa
resource • - • for future regulatory requirements ONGOINGFF"_
software - thefoundation and expanded use of recycled water Upgrad7Solids Handling equipment
of our operations. to increase resiliency and decrease
DON'T JUSTF r'r,a i,.
information• Use project management
-;4 O&M costs for operating the
_ IMPROVE ITAnalyze . . _ ultimately
capital projects. Our Plant Maintenance staff
achieve - necessary wetweather• Group pipeline -- is constantly rehabilitating our capacity using our existing selector
schedules by • - • for assets to extend their useful life andinfrastructure
increased • •• optimize their performance, going - - • - • • processing
beyond the preventive maintenance for potential r-. •n in chemical
(PM)
- -
(PM) or repair to execute "DJ FIs," suchcosts.
as the following done this year: L
FF I o Adoptionof • Public
,.. CityWorks® Excellence in
• Replaced Furnace No. 2 center shaft • • • • •
P
Departmental Practice drive for increased system control. reduce administrative
Award Winner
• Replaced fiberglass conduit with costs of bidding - •
for creative use of our stainless steel for greater reIiab•I•ty. _ • • `
maintenance management
• Added hatch for operators to more project
4
software and our suggestions to
easily access a three-way valve at the7 completion.
November 6 ifffirReV$iLrWbWW,UWMittee Me ig r IO � e 54 of 80
Page 33 of 39
Optimizations Program Plan
Under General Manager Roger S. Bailey's leadership, Central San has emphasized
optimizations as a means of becoming a highly efficient and effective utility with a focus
on continuous improvement. We protect public health and the environment in service to
our customers, to whom we aim to deliver the best value for their investment, while
maintaining our reputation of being safe and reliable. As our agency is in its 72nd year of
operation, much of our infrastructure is in need of replacement, and we consider each
task, no matter how small, an opportunity to identify ways to do our work better. This
fiscal year, we formalize this mindset with the launch of Central San's Optimizations
Program.
Objective for FY 2018-19
To inaugurate the Optimizations Program, which will identify and execute optimizations
to critical processes District wide, develop a mechanism to track progress, establish
executive oversight, and ingrain optimizations into the company culture as an everyday
mindset for all staff.
Stru ctu re
An Optimizations Tracking Log has been created for internal use. This log will track
optimizations that occur throughout the year and will serve as a centralized, running list
of all ongoing and planned optimizations District wide.
After the close of each fiscal year, each division manager will be asked to submit at least
one optimization planned to begin in the following fiscal year and meet the following
criteria:
• The initiative must be critical or important to the operation of the District.
• A team must be named to manage the project.
• Each Manager and Department Director is expected to be involved in the
development and implementation.
To ensure timely and successful outcome of all projects, the Management Analyst will
facilitate a quarterly progress review at Managers Forum. The Optimizations Steering
Committee, consisting of the Executive Team, will also meet as needed to support the
program.
At the end of each fiscal year, staff will provide an annual report to the Administration
Committee and full Board on the achievements and progress of the fiscal year, as well
as the optimizations planned for the next fiscal year. Presentations will also be made
periodically at departmental staff meetings.
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 55 of 80
10/31/18
-
Law
FISCAL YEAR (FY) 2017=18
OPTIMIZATIONS ANNUAL REPORT
AND
OG
PR RAM PLAN
.
6
� . Administration Committee Meeting
=w November 6, 2018
i
Christina Gee
Management Analyst
FY 2017-18 ANNUAL REPORT
•Achievements and
m � r progress in
F - optimizations by
category
r • Business Process
OPTINZATIONS Improvements
ANNUAL REPORT
. ;t �. r-- == • Infrastructure
Upgrades
l� # : ' ' • Efficiencies
August 2013— July 1, 2017— . On the Horizon
June 30, 2017 June 30, 2018 � .�- -
'��` • Program formalization
• FY 2018-19
SU oRY
—"IMIIATIOq pF optimizations
a
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 56 of 80
1
10/31/18
BUSINESS PROCESS IMPROVEMENTS
• Enhanced customer website
• App for visitor check-in and room scheduling
• Business process documentation and
readiness assessment
• Electronic timekeeping
• Work order ticketing systems =�-
• Internal audit program
• Automatic vehicle location (AVL)
• Rod-storage rack
• Program forautomatic creation of
underground service alert (USA) locating
request work orders
CENTRALSAN
INFRASTRUCTURE UPGRADES
• Headworks screening upgrades
• Vulnerability/Security Study
• Core networking switch
replacement
• Don't Just Fix It; Improve It
• Optimization idea `
t
•
Failure before asset useful life r
• Repeat failures showing up on Bad
Actors list
• Multiple reactive or corrective work
orders on High Criticality Asset - ,
More than 1 reactive work orders with
priority of 1 or 2 on specific asset
between preventative maintenance
tasks
4
CENTRALSAN
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 57 of 80
2
10/31/18
14 DJFls COMPLETED
• Furnace No. 2 Center Shaft Drive
• Conduit at Primary Sedimentation Tank
• Split Collar Wrench
•Access Hatch
w.
1
�m r
5
w *y,
CENTRALSAN
EFFICIENCIES
,; E' _LI •Piloting wet scrubber technology
Refinancing debt(total anticipated gross interest savings through 2029)
•Negotiating rate decreases in benefits
costs
$50,000 —
Purchasing control systems hardware at
an early-bird rate
k
II ' • 111
*� •Repairing two rodder assemblies in
house
•Submitting AVL data in lieu of smogging
vehicles
•Reusing recirculated oil for the clarifiers
x 6
CENTRALSAN
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 58 of 80
3
10/31/18
FY 2017-18
ONGOING OPTIMIZATIONS
• New enterprise resource
planning software
• Intranet replacement �,
p �
• E-Builder® project management
information system
• CityWorks® refinement* Uniform Public Construction .f .
Cost Accounting Act = .
• Solids Handling Facility
Improvements
• Steam and Blower Replacement
CENTRALSAN
OPTIMIZATIONS PROGRAM PLAN
• Structure
• Optimizations Tracking Log
• Quarterly progress review at Managers Forum
• Optimizations Steering Committee meetings as needed
• Annual reporting to Administration Committee and full Board
• Commitment to plan additional projects for next fiscal year
• Periodic departmental presentations
• Objectives
• Identify and execute optimizations to critical processes
District wide
• Develop a mechanism to track progress
• Establish executive oversight
• Ingrain optimizations into our culture as an everyday mindset
for all staff
CENTRALSAN
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 59 of 80
4
10/31/18
FY 2018-19 PLANNED OPTIMIZATIONS
•Switch to CalPERS health
• Install video camera in Multipurpose Room
•Enhance performance evaluation system
•Link photos to assets in geographic information
system
•Replace Furnace No. 2 oxygen analyzer
•Evaluate vehicle fleet inventory
• Improve reliability of ultraviolet disinfection
basins
9 = 1
CENTRALSAN
CONCLUSION
•Next steps
•Complete implementation of ongoing
FY 2017-18 optimizations
•Evaluate and/or fulfill planned FY 2018-19
optimizations
•Thank You
•Staff
•Division Managers
•Executive Team "
•Board
1. r
,dug
to
CENTRAL SAN
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 60 of 80
5
10/31/18
QUESTIONS?
CENTRALSAN
November 6, 2018 Regular ADMIN Committee Meeting Agenda Packet- Page 61 of 80
6