HomeMy WebLinkAbout5.a. Receive annual Capital Improvement Program status report Page 1 of 8
Item 5.a.
CENTRAL SAN
July 6, 2022
TO: ENGINEERING AND OPERATIONS COMMITTEE
FROM: EDGAR J. LOPEZ, CAPITAL PROJECTS DIVISION MANAGER
REVIEWED BY: JEAN-MARC PETIT, DIRECTOR OF ENGINEERING AND TECHNICAL
SERVICES
SUBJECT: RECEIVE ANNUAL CAPITAL IMPROVEMENT PROGRAM STATUS REPORT
Staff completed an internal assessment of the Capital Improvement Program (CI P)to gauge its strengths
and weaknesses.
The Board outlined two initiatives associated with this goal.
1. Develop broader measurements of success of the program.
2. Conduct an annual assessment of the program to include lessons learned and post-mortem.
3. Conduct Strength-Weakness-Opportunities-Treat (SWOT)Analysis and evaluation of the Capital
I mprovement Budget and Cl P.
Staff conducted a workshop on March 29, 2022 in the Multi-Purpose Room (MPR) and via MS
Teams. Representatives included the Engineering and Technical Services Department (Planning, Special
Projects, Capital Projects, and Regulatory and Environmental Compliance), Operations Department
(Operations, Maintenance and Collection System Operations), and Administration Department
(Communications, Legal, Purchasing, Finance, Risk Management), as well as Human Resources.
Staff is providing an overview of the topics that were discussed and providing a verbal report to the Board.
Central San has been committed to continuous improvements of its CI P and with the daily duties and
services performed under all of the projects authorized by the the Board.
There are over 80 Capital Projects in the current Fiscal Year 2021-22 District Budget. These projects
reflect, but is not limited to, the infrastructure, regulatory, equipment, and safety needs of the District. The
Cl P also reflects the Strategic Plan and various Initiatives.
Staff is developing matrices for scoring the success of the program (financial, operational, public
(concerns, traffic, etc.), regulatory compliance, operator satisfaction, compliance with identified objectives
for each project for the four drivers: aging infrastructure, capacity, regulatory and sustainability.
The attached presentation presents the outline and topics that were discussed.
Strategic Plan Tie-In
July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 13 of 22
Page 2 of 8
GOAL ONE: Customer and Community
Strategy 1—Deliver high-quality customer service
GOAL TWO: Environmental Stewardship
Strategy 1—Achieve 100% compliance in all regulations, Strategy 2—Anticipate and prepare for potential regulatory
changes
GOAL FIVE: Infrastructure Reliability
Strategy 1—Manage assets optimally to prolong their useful life, Strategy 2—Execute long-term capital renewal and
replacement program
ATTACHMENTS:
1. Presentation
July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 14 of 22
Page 3 of 8
STATE OF THE CAPITAL
IMPROVEMENT PROGRAM
Engineering & Operations Committee
July 6, 2022
Jean-Marc Petit
Director of Engineering and Technical Services
°�• Edgar Lopez, P.E.
Capital Projects Division Manager
GOAL FOR THE WORKSHOP
•Complete an internal assessment of the
Capital Improvement Program to gauge
its strengths and weaknesses
AN iZ
July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 15 of 22 1
Page 4 of 8
MEETING AGENDA
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AGENDA FOR WORKSHOP
1. Goals and Expectations for Workshop
2. Brief overview of Capital Improvement Program (CIP)
over the past fifteen years
3. CIP since Comprehensive Wastewater Master Plan
(CWMP) 2016 to 2022
4. Major Accomplishments since CWMP increased CIP from
$240M to $1.1 B
5. Upcoming FY 2022-23 Capital Improvement Budget (CIB)
and Planned 10-Year CIP
6. Performance and Report Card
7. Stakeholders and External Perspectives
8. Strength-Weakness-Opportunities-Treat (SWOT)Analysis
of CIB and CIP
9. Ideas and Proposed Improvements to CIB and CIP
10. Next Steps
CENTRAL SAN
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July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 16 of 22 2
Page 5 of 8
MARCH 29, 2022 INTERNAL WORKSHOP
• Conducted an internal workshop with stakeholders on
State of the CIP in the Multi-Purpose Room. In
attendance were managers and representatives from:
• Planning and Development Services
• Capital Projects
• Regulatory and Environmental Compliance
• Operations
• Maintenance
• Collection System Operations (CSO)
• Finance
• Legal
• Communications
• Human Resources
• Purchasing
isk
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ACCOMPLISHMENTS OF CIP
• Presented Major Accomplishments since CWMP increased CIP
from $240M to$1.1 B
a. Collection System—Sasha Mestetsky
b. Treatment Plant Special Projects—Nathan Hodges
c. Treatment Plant and Recycled Water—Craig Mizutani
d. Planning Special Projects—Nitin Goel
e. Planning and Applied Research—Justin Waples
f. Process Controls/Control Systems Group—Nate Morales
g. Reliability Engineering—Clint Shima
• Presented Upcoming FY 2022-23 CIB and Planned 10-Year CIP—
Jean-Marc Petit and Edgar Lopez
4
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July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 17 of 22 3
Page 6 of 8
PERFORMANCE AND REPORT CARD:
Discussed criteria such as:
a. % Budgeted vs. % Spent on CIP
b. Change Orders: Process, Tracking, and
History
c. Consultants Selection Process
d. Public Disputes - Claims with CIB projects
i1
STAKEHOLDERS AND EXTERNAL
PERSPECTIVES
Round Table Discussion with various
Stakeholders Group
• Director of Operations
• Operations (Alan Weer), Maintenance (Neil Meyer),
CSO (Paul Seitz)
• Communications: External, Board, Public Relations —
Public Perspective
• Compliance with Regulations — Rita Cheng
• Board Perception of CIB Implementation
July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 18 of 22 4
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DISCUSSED SWOT ANALYSIS OF CIB
AND CIP
• Strength (S)
• Weakness (W)
• Opportunities (0)
• Threats (0)
• Impact of COVID-19 on Program Implementations
ji • Global Supply Chains and Trends
�!9
IDEAS AND PROPOSED IMPROVEMENTS
TO CIB AND CIP
Discussed ideas for proposed improvements to
ongoing CIB and CIP:
• Lessons Learned
• Proposed Changes — Suggestions
'Ago Li
CENTRALSAN
July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 19 of 22 5
Page 8 of 8
NEXT STEPS
1 . Develop broader measurements of success of the
program
2. Annual assessment of program to include lessons
learned/post-mortem/SWOT analysis.
3. Matrix for scoring success of program (financial,
operational, public (concerns, traffic, etc.),
regulatory compliance, operator satisfaction,
compliance with identified objectives for each
project (four drivers)
4. Report to Board
CENTRALSAN
QUESTIONS?
July 6, 2022 EOPS Regular Committee Meeting Agenda Packet- Page 20 of 22 6