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12.c. Receive Optimizations Program annual report for FY 2021-22
Page 1 of 34 Item 12.c. CENTRALSAN jdf A- hom CENTRAL CONTRA COSTA SANITARY DISTRICT March 2, 2023 TO: HONORABLE BOARD OF DIRECTORS FROM: CHRISTINA GEE, MANAGEMENT ANALYST REVIEWED BY: TEJI O'MALLEY HUMAN RESOURCES AND ORGANIZATIONAL DEVELOPMENT MANAGER ROGER S. BAILEY, GENERAL MANAGER SUBJECT: RECEIVE OPTIMIZATIONS PROGRAM ANNUAL REPORT FOR FISCAL YEAR 2021-22 Attached is the Optimizations Program Annual Report for FY 2021-22, detailing optimizations completed and in progress. This report was reviewed by the Administration Committee at its meeting on January 3, 2023. Hard copies are available to Board Members upon request. Strategic Plan Tie-In GOAL SEVEN:Innovation and Agility Strategy 2- Implement organization-wide optimization ATTACHMENTS: 1. FY 2021-22 Optimizations Program Annual Report 2. Presentation March 2, 2023 Regular Board Meeting Agenda Packet- Page 90 of 313 34 OPTIMIZATIONS PROGRAM ,♦•............•••• ANNUAL REPORT CIA Fiscal Year 2021 -22 00 new 60an■ 6 own,", ky ■ ■ ■ ■ • • ♦ ■ • ♦ ♦ • , J ♦ March 2, 2023 Regular and Meeting Agenda Packet- Page 91 of 313 I Page 3 of 34 ANEWERAOF OPTIMIZATION ANDINNOVATION A MESSAGE FROM THE GENERAL MANAGER Central San has always been proactive, especially when it comes to our customers' needs. Each of the optimizations in this report has helped us become an innovative industry leader with a focus on continuous improvement, to constantly push ourselves to be of better service to our stakeholders. Our employees continue to dream up creative cost savings to pass along to our customers, which is crucial to upholding our service levels during challenging times in our economy. This year, we will go a step further and embark on a new era of optimization at Central San. With the creation of an Optimizations Division, we will be increasing efficiencies and effectiveness in all dimensions of performance. We will develop programs, projects, and training activities that significantly improve all aspects of our operations - from our advanced wastewater treatment plant, to our water reuse distribution system, our engineering projects, our administrative processes, and everywhere in between. Our optimizations this fiscal year culminated with our first in-person Innovations Fair, which celebrated and shared stories of innovation at Central San over the last two years. It was exciting to see the passion with which our staff showcased their projects, and the enthusiasm with which those projects were received. I want to say thank you to the many individuals and workgroups who embrace futuristic thinking and innovations, and to our leadership team and Board for their support in these efforts. n. GENERAL MANAGER Roger S.Bailey March 2, 2023 Regular Board Meeting Agenda Packet- Page 92 of 313 Page 4 of 34 1 ■ This report provides the status of optimizations completed and in progress between July 1 , 2021 and June 30, 2022. Optimizations can create efficiency, save time, be cost effective, improve safety, innovate new ways of doing things, or all the above. TABLE OF CONTENTS ACHIEVEMENT IN NUMBERS 1 ....... ABOUT CENTRAL SAN 23 OPTIMIZATIONS COMPLETED 3 ....... INNOVATIONS FAIR PROJECTS 25 10 ..... OPTIMIZATIONS INPROGRESS 15 .... IN PROGRESS 22 .... OPTIMIZATION STRATEGIC INITIATIVE 24 .... ACRONYMS A UTILITY OF THE FUTURE TODAY Central San was recently recognized with the Utility of the Future Today (UotFT) distinction for the second time (our first time being in 2019, pictured). The UotFT is a joint recognition program established by the National Association of Clean • Water Agencies (NACWA), the Water Environment >. Foundation (WEF), the Water Research Foundation • ap •, ; (WRF), and WateReuse, with input from the Environmental Protection Agency (EPA). March 2, 2023 Regular Board Meeting Agenda Packet- Page 93 of 313 Page 5 of 34 ABOUT CENTRAL SAN Martinez Established in 1946, Central San is a special district responsible for the collection and treatment of wastewater for nearly 500,000 residents and more than 3,000 businesses. o It is headquartered in Martinez, California, Concord � approximately 30 miles east of San Pleasant Hill Francisco. Clayton Central San serves the communities pictured in the service area map on the Orinda Walnut Creek right. Central San operates and maintains ■ about 1,540 miles of sewer pipelines and Lafayette cleans more than 13 billion gallons of wastewater each year. Central San has 294 budgeted full-time Oakland Moraga employees led by a General Manager, a Danville Deputy General Manager, two Department Directors, and 13 Division Managers. ENVIRONMENTAL STEWARDSHIP Headquarters,Treatment Plant,HHW San Ramon Collection Facility Since 1997, Central San has operated a ■ Collection Systems Operation(Sewer Household Hazardous Waste Collection Maintenance 0 Wastewater Collection and Treatment; Facility (HHWCF) that serves approximately HHW Collection 24,000 residential and small business Wastewater Treatment and HHW customers, keeping more than 2.1 million Collection p 1 2 HHW Collection Only A (M) pounds of hazardous waste per year out of landfills and waterways. Central San also operates a Residential Recycled Water Fill Station to provide customers with recycled water at no additional charge. Through the fill station and the Recycled Water Program, Central San distributes about 250M gallons of recycled water each year to help augment the potable water supply in the service area. GUIDED BYASTRATEGIC PLAN Every two years, Central San adopts a Strategic Plan as a roadma to accomplish the goals set b the Board of Directors, reflecting the priorities and ractices for the following two years. ` The FY 2020-22 Strategic Plan included Goal 6 - INNOVATION AND l OPTIMIZATION: Explore new technologies for continuous /■l{■■■ - �r ,,., improvement, setting forth the strategies, initiatives, and key .✓ r- T success measures to drive optimizations and innovations to ^� manage costs and embrace technology. The FY 2022-24 Strategic Plan includes Goal 7- INNOVATIONAND AGILITY. In tandem with the annual Optimizations Program Annual Reports, the Strategic Plan Goal 7 Key Success Measures �. and Key Metrics help track progress in innovations and optimizations across Central San. I March 2, 2023 Regular Board Meeting Agenda Packet- Page 94 of 313 Page 6 of 34 MISSION To protect public health STRATEGIC and the environment GOALS ................................. ORR VI511 GOAL7 GOALI ADAPTABILITY To be an industry-leading F Preserve business Provide exceptional continuity during service and maintain organization known forpandernic events an excellent environmental stewardship, disasters oi major natural reputation innovation, and delivering GOAL ' N ENVIRONMENTAL—! exceptional customer service atTin -A Ilk ' '' ' ZATION STEWARDSHIP responsible rates Explore newFiscal Year ................................. 2020-22- and promote improvement sustainability G OA Ls VALUES ' +RELIABILITY RESPONSIBILITY t es FISCAL maintain facilities . , Manage finances and equipment to WORKFORCE wisely and PEOPLEbe dependable, C prudently resilient,and DEVELOPMENT long lasting Recruit,empower, • Respect customers and employees and engage a highly trained and safe • Work efficiently and effectively as a team workforce • Celebrate our successes and learn from our challenges COMMUNITY ,..•••""''•••., • Collaborate with water sector partners • Foster community relationships • Be open,transparent,and accessible • • Understand service level expectations FPRINCIPLES ' • • Be truthful and honest • Be fair, kind,and friendly •.•'� .••"" •.• • Take ownership and responsibility '•• •' •'�• ''• LEADERSHIP AND -- COMMITMENT • Promote a passionate and empowered workforce = • Encourage continuous growth and development _ • Inspire dedication and top-qualitg results • Provide a safe and healthful environment ••.•'�� 2 March 2, 2023 Regular Board Meeting Agenda Packet- Page 9 Page 7 of 4 INNOVATIONS FAIR I CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY I • BY SHOWCASING INNOVATIVE PROJECTS I I At the September 21, 2022 Employee Appreciation Picnic, Central San hosted its first in-person Innova- I tions Fair to celebrate employees' creativity by showcasing innovative projects currently in progress or completed in the last two years. Featured projects were selected from nominations submitted by staff, I and display booths were created by the innovators. Fair attendees voted for Innovation of the Year. I I TEAMS I I I I I INNOVATION OF THE YEAR: I I I I DEBRIS-CATCHING DEVICE FOR MAINTENANCE ACCESS HOLES I Innovators:Tifton Gantt and Loren Reimer (Collection System Operations (CSO)) I I Adjusting maintenance access hole castings and covers creates concrete debris that falls into a makeshift device or into the channel, requiring a confined space entry or a vac truck to retrieve the debris. CSO made a Device that catches the debris at an easily-reachable levf- ,just below the frame and cover; is adjustable for access holes with different depths; and is easy to carry. Best of all, everything to make the device was found at CSO, with the only additional cost being a signpost. I I _V1 .41 ux L + _ I - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - I March 2, 2023 Regular Board Meeting Agenda Packet3- Page 96 of 313 4 INNOVATIONS FAIR I CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY • I BY SHOWCASING INNOVATIVE PROJECTS I I I RUNNER-UP: I I I I IMPROVED EFFLUENT WITH DISSOLVED OXYGEN (DO) SET POINT CHANGE I Innovators: Mike Allen (Plant Operations), Aaron Cortez (Plant Operations), and Michael Cunningham (Special Projects/ Planning & Development Services) I Central San's aeration equipment is aging, making air distribution control a challenge. As high turbidity (low clarity) events increased I in frequency and duration, Operations and Special Projects came up i with a low-cost experiment to mitigate the issues. They methodical- I ly and gradually increased the DO target from the industry norm of 2 mg/L to a higher level of 3 mg/L to the first half of the tanks over three weeks. During the following months, they were surprised to _ A see stabilized and improved effluent quality (reduced nitrogen and increased clarity), which have huge benefits for Central San. The observed reductions in effluent nitrogen concentrations could help towards future potential permit limits. The improved effluent turbidity can reduce operations and maintenance (O&M) costs for downstream processes by requiring fewer ultraviolet (UV) disinfec- tion lamps to be in service, reducing maintenance and electricity , demand, and potentially reducing chemical usage in recycled water i treatment. Improved secondary process performance will hopefully i assist with maintaining stable effluent quality during upcoming capi- tal projects around the treatment plant. Staff plans to continue fine - tuning the DO target changes and quantifying benefits once the second aeration blower is back in service. Treatment Plant Effluent Turbidity (lower turbidity indicates better clarity) 12 Set point change to 3.0 mglL i I � I i 10 • • •1,91levels indicate betterI I I clarity,which can reduce 8 z gel. costs Ieffluent quality duringI II a future shutdowns due to capital p • z Average before:5.0 NTU Average atter:3.8 NTU 0 �1 1 41 ry� ry^ ry� ry� 41 $1 ry^ ryry 1P, 1P, ryry P P ryry 4111A\ y\ ra\ '�\ 0\ 9\ ^O\ ^^\` ,.y\ �.\ .J .y\ p\ y\ ra\ '�� 0\ 0\ I I I _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ I March 2, 2023 Regular Board Meeting Agenda PackeV_ Page 97 of 313 4 INNOVATIONS FAIR i CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY i • BY SHOWCASING INNOVATIVE PROJECTS FEATURED INNOVATION: 75TH ANNIVERSARY EXPERIENCE Innovators: Emily Barnett, Zoie Campbell (former intern), Chris Carpenter, Kelsey Lansang, i Ben Lavender, Ann Vallee, Charles Waltmire (retiree), and Joe Zumbo i i This 360-degree interactive website (75th.centralsan.or�) was created completely in-house by the i Communications Team, to host a virtual public open house 75th anniversary event during the pandemic. i The site is outfitted with a guided facilities tour; a learning hub with hands-on science activities for kids; i videos; photo galleries; historical facts and images; and customer information on how to protect their i pipes, safely dispose of household hazardous waste, and get free recycled water for their gardens. It i enhances accessibility for tours, facilitates customer engagement, and has been used to recruit and i educate future wastewater workers. Additionally, over 20 virtual tours for over 900 participants of all i ages have been hosted using the site. Pr '19 iiii I _ ♦ o 1� 11,1 114, . La and 13 500 hotspot click: i FEATURED INNOVATION: TEAMS PHONE REPLACEMENT Innovators: Dmitry Abramov, Damon Dun, Matt Hart, Tim Hiteshew,John Huie (retiree), Charles Mallory,Joseph Smith, George Solivar, and Jose Vega i Central San's former, dated Avaya phone system lacked modern communications and productivity fea- tures. To ensure a proper replacement, the Information Technology (IT) team spent three years consid- i ering different options, until they finally found a winner: a phone system based on and integrated with i Team; - a program staff was already using extensively during the pandemic. Now, with the new system, i staff can be more responsive while working off-site, maintaining high customer service levels, by making i and receiving telephone calls from within Teams. In addition to having a "single pane of glass" for tele- i phone, chat, and video meetings,Teams calling is cloud-based, so employees can access it from any- i where on a wide range of devices. This gives added flexibility to employees working remotely and pro- i vides a way to access the corporate phone system during an emergency or disaster when employees i may be dispersed in various locations. Enhanced i 911 service will automatically transmit detailed i location information such as building and floor i number to 911 dispatch. To make or receive i telephone calls, staff now uses the Teams soft- ware client or a physical Teams phone. i - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packets- Page 98 of 313 g 34 INNOVATIONS FAIR i CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY • i BY SHOWCASING INNOVATIVE PROJECTS FEATURED INNOVATION: TERTIARY MEMBRANE FILTRATION PILOT Innovators: Amanda Cauble and Dan Frost (Planning&Applied Research) To determine the suitability of membranes to meet Title 1 22 regulations, Planning &Applied Research operated � and completed a jilot protect to 1) refine operating pa- rameters using three tertiary membrane manufacturers, L i and 2) operate a reverse osmosis skid to gather water quality information for potential refinery uses. The pilot i required 24/7 operation during Its six months, Including i i performing operator checklists, water quality tests, and membrane chemical cleans; observing performance i trends; and completing maintenance and repairs. i The pilot ran concurrently with Phase 1A of the Filter Plant Improvements Project, where staff changed the media in one of the four filter cells. Staff will compare the performance and operating costs of that media with the membranes in the pilot project. The pilot was completed and decommissioned in July 2022, and data is now being analyzed to help make informed decisions on the future of recycled water treatment at Central San. i — _ "r,i ��f� �� �)e4 r-- [l� � i FEATURED INNOVATION: UV RESOURCE PLANNING DASHBOARD i Innovators: Khae Bohan (Asset Management), Mike Matthews (Asset Management), Neil Meyer i (Plant Maintenance), Ian Morales (Asset Management),Jon Nicolaus (Plant Maintenance), and i Carl Von Stetten (Asset Management) dracleWareAouse The objective of this project was to improve the way staff plans resources (e.g., staff availability and UV stock availability) needed to perform relamp tasks for the 9,984 UV lamps in the plant. The previous workflow (pictured) was reliant on binders, penned notes, and e _ tedious parts audits to manually cross-reference Warehouse stock availability. This paper process can be O D hindered by supply chain issues, which can complicate r—O W== the effort to organize staff and determine the equip- - ment needed to perform the relamp tasks. r - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packet& Page 99 of 313 Page 11 e 34 INNOVATIONS FAIR i CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY i • BY SHOWCASING INNOVATIVE PROJECTS To improve this process, a new dashboard was developed to break �..... ......... i down data silos by pulling in data from Oracle and the Supervisory Con- i trol and Data Acquisition (SCADA) system, to digitize the manual check- ing of runtime hours from SCADA. Staff now knows when to pre-plan maintenance activity based on a digital gauge reader, and when to tell 416 the Warehouse the lamp sleeves and count of availability. The gauge reader will also show which assets are coming up for relamp, so Mainte- nance supervisors can plan well in advance and order supplies. i With this dashboard, staff can now utilize near real-time data to inform decision making and maintenance activities. The digitized ' i monitoring process is a quickly interpreted dashboard, making the intersection of SCADA, Warehouse, and maintenance data immediately i actionable, allowing staff to be proactive and save significant time. i i INNOVATIONS IN MECHANICAL MAINTENANCE: i HEAT EXCHANGER FLUSHING CART d . Innovator: Anthony Smith (Mechanical Shop) Throughout the plant, heat exchangers run process water through tubes to i keep critical equipment from overheating. Over time, the water leaves residue i inside the walls of the tubes, reducing efficiency or eventually requiring re- placement of the exchanger. This flushing cart— made in house—expels the i material, allowing the exchangers to cool the equipment they serve for many i more years. i INNOVATIONS IN MECHANICAL MAINTENANCE: DIAGNOSING, REPLACING, AND REPAIRING THE FURNACE NO. 2 i GEARBOX USING MOTION AMPLIFICATION TECHNOLOGY i Innovators: Shaun Mockel, Anthony Smith, and Brian Walters (Mechanical Shop) i When Operations noticed an oil leak and a crack when bringing Furnace No. 2 online, Plant Maintenance i diagnosed the issue by filming the furnace's gearbox in slow motion using motion amplification technolo- i . In the video, technicians could see what was invisible to the naked eye: the gearbox was rocking side i to side and cracking its case (pictured). The gearbox and pinion gear was changed, but, then, technicians noticed a potential "soft foot" (a void between mounting surfaces which can cause stress and deformation) on the rebuilt gearbox. Staff step shimmied each foot to minimize any I h ' i soft foot issue, and they confirmed the fix was complete i by taking follow-up motion amplification videos, which did not show the same rocking motion that caused the Motion Vectors initial damage, letting them know the job was a success. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packe17- Page 100 of 313 g 34 INNOVATIONS FAIR _ 11 I CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY I BY SHOWCASING INNOVATIVE PROJECTS I I I INNOVATIONS IN MECHANICAL MAINTENANCE: I I I I RETURN ACTIVATED SLUDGE (RAS) PUMP IMPROVEMENTS I Innovators: Kenny Rosenstiel and Brian Walters (Mechanical Shop) I I I RAS pumps help maintain a healthy population of microorganisms in the wastewater by returning activat- I ed sludge back to the treatment process. Staff made the following jvement: to a RAS pump in the plant to enhance its performance and make future maintenance easier: I I *Replaced v-belt with a cog belt (improving power transmission) I I -Greased the bearings instead of using oil (increasing reliability) i t •Convered mechanical seal from split to cartridge style I Pg Y (reducing leakage and making impeller adjustment easier) } *Chromed pump shaft surface (preventing corrosion) :o •Split the 60 Ib. guard in half for easier access (pictured below) (making maintenance a one-person job) I � I I I I INCUBATOR BOOTH (PROJECTS IN PROGRESS): DIGITAL OPERATOR ROUNDS SHEETS I Innovators: Ashley Freeman (CSO), Nick Hansen (Plant Operations), Neil Meyer (Plant Maintenance), I and Ian Morales (Asset Management) I I I Plant Operators perform "rounds" every day to gather data to monitor plant performance. On any given day, they can collect up to 3,300 data points on 18 sheets of pa- per, which they copy by hand for the Control Room. However, less than 8% of the data that is written or collected is currently stored I electronically. In a multi-divisional effort, staff from CSO, Plant Ops, Plant Maintenance, and Asset Management have Aigitized _ u rounds sheets by transferred them into Cityworks, and the Opera- f49 tors are currently beta testing the digitized process on mobile de- it � I vices. If successful, the project will import and export data easily in a central system, and doing rounds will be a more efficient and paperless process. Additionally, if more data is needed to be tracked in the future, the templates can be easily edited to add new fields. I I I I I _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ I March 2, 2023 Regular Board Meeting Agenda Packet& Page 101 of 313 Page 13 e 34 INNOVATIONS FAIR - 11 i • CELEBRATING EMPLOYEE INGENUITY AND CREATIVITY i BY SHOWCASING INNOVATIVE PROJECTS INCUBATOR BOOTH (PROJECTS IN PROGRESS): i btu - HANDHELD DEVICE TO COLLECT VISITOR DATA Innovators: Dmitry Abramov (IT), Dennis Chebotarev (IT), Winston Ingram i (HHWCF), and Dave Wyatt (HHWCF) i i Technicians at the Household Hazardous Waste Collection Facility (HHWCF) and Recycled Water Fill Station process over 74,000 drivers licenses (DL) per year to confirm i that the customers live in the service area. Technicians take the DLs, go to a computer station or use a i tablet, and enter data into an aging system by hand. i To streamline this process, HHW and IT staff collaborated to identify and pilot a new, compact device i that can scan a DL and collect data for improved record-keeping and reporting. The size of a smart- phone, the device can fit in a pocket for efficiency and mobility. The devices can also be used inter- i changeably at either facility. As an added safety bonus, the new scanners can scan a DL through a car i window, not requiring the technicians to physically touch the DLs anymore. i i The devices are also technologically advanced; they can perform speech-to-text entry, hide not- i commonly-used fields, attach pictures, and add new functionalities as time goes on. Technicians can i also select from "canned responses" (samples pictured below) to quickly make notes in the customer's i file. The system can automatically detect when the zip code on a DL is out of the service area. i Staff is now using the new devices full time. The second phase of the project- reporting and data visu- alization - is currently in development. ' Zip Cotle ' ' great system Been Here: ' ' that has really improved IIIDthe way we register ' our • ©Ext a:(Overload,Thermomete ) ' I for both HHW and recycled ' I ONotes/Pictures: T ' t has streamlined the entire process by I I Iincreasing the range of our • ' ' recordkeeping capabilityand offersper DW I � v of the devices • Na Mask ' ' HHW • • ' IE-Waste ' D Dz ave Wyatt, / ' Rude Customer Program Suspected business waste I � Attach pi-re: ' Choose File No file chosen ' Acceptor Reject: I I � I � I � Thank you to all the nominators, innovators, and visitors who made the fair a success! - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packet9- Page 102 of 313 ro 34 OPTIMIZATIONS _ i NEW WAYS OF WORKING TO STREAMLINE AND MODERNIZE OPERATIONS, i MANAGE COSTS, AND PROVIDE EXCEPTIONAL CUSTOMER SERVICE O INTERAGENCY OUTREACH COORDINATION Central San performed trategic outreach coordination with two sister agencies to increase customer i engagement through new communication opportunities. Central San partnered with Contra Costa Water i District (CCWD) on student education programming outreach and with East Bay Municipal Utility District i (EBMUD) on virtual plant tours and the 75th Anniversary Customer Experience. CCWD and Central San i partnered on a one water student education program which served over 13,000 students. EBMUD sent i 14 emails that promoted Central San's plant tour along with EBMUD's tours to the District's customers. i Over 75,000 customers received outreach on Central San's plant tours via emails from EBMUD. i ONLINE ACCESS TO INTERNAL DETAIL-LEVEL BUDGET-TO-ACTUAL REPORTS i To optimize staff productivity and reduce manual effort involved in preparing, reviewing, and distrib- uting detail-level budget-reports for each cost center to staff, Finance has implemented online access to budget-to-actual results for managers and budgeteers. All managers and budgeteers have a unique log- in and can easily lookup specific cost center budgets at a summary or detail-level, at their discretion. i MONTHLY TO QUARTERLY FINANCIAL REPORTING TO FINANCE COMMITTEE i To provide transparency to the public and facilitate Board oversight of financial operations, financial i reports have been presented on a monthly basis to the Board Finance Committee. These monthly i reports are labor intensive to put together, yet, through the new ERP system, quarterly reports can be i produced which are very robust, rendering monthly reports as providing little additional value. With i Finance Committee concurrence, staff can transition to presenting detailed financial reports on a quar- terly basis, in addition to monthly O&M and Capital budgets-to-actual summary reports, which will save i staff time while preserving transparency and oversight. PERMIT COUNTER CUSTOMER SERVICE i Development Services has seen a significant increase in activity, with more residents building accessory i dwelling units (ADUs) and completing home projects that require Central San review. The Permit Coun- ter has made operational improvements to optimize and maintain Central San's high level of customer i service. To assist with the high volume of plans received, a temporary Administrative Assistant performs i precursory reviews before going to a reviewer to assist with initial checks to catch general items the i applicant may need. A dedicated email address acknowledges electronic receipt of plans and advises I customers when their plans are ready for pickup. An ADU frequently asked questions sheet is in develop- i ment to clarify the process and requirements for contractors and homeowners, to answer customers' i questions before they arise. i STANDARDIZED DAILY CONSTRUCTION INSPECTION REPORTS Staff has standardized the laily construction inspection report used by outside consultants and inter- nal engineers and inspectors. Initially, a beta team was testing sending these reports through e-Builder, i but ultimately staff determined that sending the reports through Outlook makes the process efficient, i mobile, more effective with improved timing of receiving the reports, and consistency in reporting. i - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda PacketO Page 103 of 313 34 OPTIMIZATIONS - , NEW WAYS OF WORKING TO STREAMLINE AND MODERNIZE OPERATIONS, I MANAGE COSTS, AND PROVIDE EXCEPTIONAL CUSTOMER SERVICE REMOTE RECYCLED WATER METER READING PILOT i Staff recently completed a two-year pilot to test new technology to remotely read Zone 1 recycled water meters. Two generations of Water i Pigeons were installed inside meter boxes at 10 piloted sites, sending i water consumption data and analytics to a web portal. This could facilitate I remote meter readings and be used to assist in identifying usage trends i and potential customer leaks. CSO staff currently conduct these readings i manually, which can take up to eight hours to read all 47 meters in the i i recycled water distribution system. Unfortunately, due to battery and device failures, site condition limitations, reading inaccuracies and inefficiencies, and a high staff cost despite the low cost of the technology, full-scale implementation was not recommend- .--+- . ed, but the pilot served its purpose in allowing Central San to test this new technology for potential savings. Staff is currently researching alternative meters. RECYCLED WATER INSPECTION MOBILE APPLICATION i Staff developed a Recycled Water Inspection mobile application to conduct inventory of meter, valve, i hydrant, and sampling station locations with photos. i DAM FOR OVERFLOW RESPONSE CLEANUP i CSO purchased an dam that can be inflated with water to use for Category 1 sanitary sewer overflow emergency response. In the past, CSO has used plastic and sandbags to create a pool in a creek that can be used for pumping operations. This was very labor intensive and had a high potential for slips, trips, and falls. The new dam can be carried down to the creek with just two people - only requiring them one trip, and allowing crews to stop the flow in a creek in minutes. Staff found the product online as market- ed for building protection from flooding, and re-imagined it to put it to work for Central San's needs. EASEMENT VEHICLE Staff re-purposed an existing field truck to accommodate rodder hoses for easement maintenance by i adding a new utility bed.This created an Easement Vehicle specifically outfitted for easement mainte- i nance. i PRE-CONSTRUCTION UTILITY LOCATING i Central San has unofficially adopted a practice to thoroughly evaluate project sites with pre-construction utility locating. This practice aids with design, helps contractors with their bidding, provides some relief from high dollar change orders, and prevents damaging other utilities. The useful exercise has expanded beyond the typical collection system projects to treatment plant projects, and is now an overall Capital Improvement Program practice in the agreement scope. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packell Page 104 of 313 OPTIMIZATIONS ge 34I NEW WAYS OF WORKING TO STREAMLINE AND MODERNIZE OPERATIONS, MANAGE COSTS, AND PROVIDE EXCEPTIONAL CUSTOMER SERVICE 16 DON'T JUST FIX IT; IMPROVE IT i Plant Maintenance staff is constantly rehabilitating assets to optimize their performance. They make it a i regular practice to not just perform the preventive maintenance (PM) or repair, but also to ask what i more can be done. Work orders that are categorized as "Don't Just Fix It; Improve It" (DJFI) typically are i an optimization idea to respond to a failure before an asset's useful life, repeat failures showing on the i Bad Actors list, multiple reactive or corrective work orders on a high-criticality asset, or more than one i reactive work order with a priority of one or two on a specific asset between PM tasks. In total, were completed in FY 2021-22 that resulted in energy cost savings, staff time savings, added redundancies, improved resiliency, simplified operations, and/or made adjustments needed for i regulatory requirements. i QUALITY ASSURANCE / QUALITY CONTROL PLANNER UPDATES When Plant Maintenance technicians are fulfilling a work order, they sometimes identify a need to up- i date the work order to reflect a better way of performing the task than prescribed. Within Cityworks, i Maintenance staff can check a box that sends an email to a Maintenance Planner to request a quality i assurance/quality control (QA/QC) check or improvement to the work order, standard operating proce- i dure, or asset. The Planners then review and update the work order accordingly. This practice ensures i that the work orders which form the basis of all maintenance tasks are kept updated both by staff doing i the work and by staff scheduling the tasks, leading to increased PM program effectiveness and efficien- i cy. Staff is constantly QA/QCing and improving the work orders in Cityworks. Staff completed ..,u %A / i QC Planner updates in FY 2021-22. i ARC RATED, QUICK ELECTRICAL DISCONNECTS ON MOTORS IN HEADWORKS i Washer compactor motors in the Headworks are frequently disconnected so Mechanical Maintenance technicians can perform preventative maintenance on the motors. Previously, the Electrical Shop would have extensive involvement in the process, to facilitate the electrical disconnect and isolation of the hardwired motors. By installing arc rated, quick electrical disconnects on washer compactor motors, the electrical isolation can be performed relatively quickly by either Mechanical Maintenance or Operations staff(with some training on the process). This may potentially eliminate some call outs for u o i electrical support on this equipment. The �. 0 , installation was performed consistently o r with the highest standards of electrical safe work practices and national code requirements. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packer Page 105 of 313 Page 4� el 34 OPTIMIZATIONS NEW WAYS OF WORKING TO STREAMLINE AND MODERNIZE OPERATIONS, O MANAGE COSTS, AND PROVIDE EXCEPTIONAL CUSTOMER SERVICE ONE-WEEK LOOK-AHEAD SCHEDULE FOR WORK ORDERS i Reliability Engineering produces a one-week look-ahead schedule for upcoming work orders. The sched- ule forecast utilizes the Doc Palmer methodology, which is renowned in the maintenance world for the i way it systematically prioritizes and groups hundreds of work orders for the same equipment and/or i equipment in close physical proximity to gain efficiency. The custom schedule saves time by sorting and i coordinating hundreds of work orders, reducing equipment shutdowns, and ensuring that regular PM i activities are not missed. The work descriptions indicate what kind of maintenance it is (e.g., preventive, i predictive, etc.) and at what frequency the work is scheduled to be performed. Reliability Engineering i works closely with the Maintenance Shops to continue to refine the look-ahead schedules (sample i pictured) to show the most relevant information and eliminate redundancies. i iPlant Operations Departmenti i _raw_ bME1W�lct t i edule Forecast CENTRALSAN For Period: II I 128/2129"W # WO# Work Description Equipment Status Priority 'Type Total Estimated Do- 1 554528 PM Fogger Pump l Month 22119 FOGGER-HWKS FENCE, INITIATED 3 PREVENTIVE 3 22120 FOGGER-PRI HI PRES OCU, 22200 FOGGER-PRI SED TANK AR, 32500 Fo er,Hi-Pres OCU S s 1.1 556655 PM Fogger Pump l Week 22119 FOGGER-HWKS FENCE, INITIATED 3 PREVENTIVE 3 22120 FOGGER-PRI HI PRES OCU, 32500 Fo er,Hi-Pres OCU 5 s 2 556656 24110Wet We111,24120Screen 1, INITIATED 3 PREVENTIVE 1 PM Vulcan Screens 1 Week 24210 Wet Well 2,24220 Screen 2, 24320 kreen 3,24420 Screen 4 2.1 541288 PM Vulcan Iii—ea,6 Month 24120 Scree.1,24220 Screen 2 INITIATED 3 PREVENTIVE 21 22 539624 PM Vulcan Barscree.6 Month 24320 Screen 3,244205cree.4 INITIATED 3 PREVENTIVE 21 3 554027 PDM Steam Aeration Units 1 Month 51231 Aer Unit l Lube Oil INITIATED 3 PREDICTIVE 2 Reservolr,51232 Aer Unit 2 tube Oil Reservoir 4 554025 PDM Lube Room Insp-io,1 Month 200000 Treatment Plant IN PROGRESS 3 PREDICTIVE 10 5 506867 PM Final eflueM,alvereplacementannual 34510 Bioassay Trailer(Lab) INITIATED 3 PREVENTIVE 1 6 554031 PM PE Pump Gearbox 11 Month 52103 Pri Eff Pump 1 Gear INITIATED 3 PREVENTIVE 2 7 554030 PM PE Pump Gearbox 21 Month 52104 PH Eff Pump 2 Gear INITIATED 3 PREVENTIVE 2 8 377963 PM Service Air Heat KC 4 Vear 52260 Heat Exchanger 1,Service Air INITIATED 3 PREVENTIVE 20 9 554538 PM Waste Oil Pump l Month SS212 WASTE OIL PUMP INITIATED 3 PREVENTIVE 1 10 541196 Install 69000 Material SB and Mech Maint IN PROGRESS 3NON- 32 Bldg MAINTENANCE 11 551162 Manufacture 69000 Material SB and Mach Maint IN PROGRESS 3 CORRECTIVE 30 Bldg 12 554564 PM Mechanical Shop Slings l Month 69000 Material SB and Mach Mamt INITIATED 3 PREVENTIVE 4 Bldg 13 556421 PDM Furnace Blowers l Week 71102 Fum 25haft Cooling Blower, ASSIGNED 3 PREDICTIVE 3 71126 Fur.2 Comb Air Blower, 74102 Fum 21D Blower 34 551775 PDM Pugmill 2 Month 71115 Pugmill(Ash Screw INITIATED 3 PREDICTIVE i Conveyor) CONDITION ASSESSMENT TECHNOLOGIES i Central San uses advanced, non-invasive condition assessment+echnologiE to minimize disruption to i plant operations. Examples include remote field testing (used with Auxiliary Boilers, pictured at left) and i guided wave inspections (used with steam piping, pictured at right). i I � - - - - — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — � March 2, 2023 Regular Board Meeting Agenda Packer Page 106 of 313 age 34 OPTIMIZATIONS _ NEW WAYS OF WORKING TO STREAMLINE AND MODERNIZE OPERATIONS, MANAGE COSTS, AND PROVIDE EXCEPTIONAL CUSTOMER SERVICE DASHBOARDS Dashboards help staff monitor, report, and adjust operations by implementing automatic monitoring and reporting of key maintenance and crew parameters.They provide easy access to information with- i out having to log in or navigate specialized systems. Search functions display information specific to the i treatment plant asset, including as-built drawings, project drawings, manuals, etc. As part of the Asset i Management Program, staff is constantly rolling out new dashboards. Currently, one is in the works to i display trending information from bearing temperature and sound inspections. i I�u IL hIL II CI II IIS � I� II II�IL.I� III�I i i 1---- i , I III A"AL FINDING INSPIRATION FOR OPTIMIZATION i Central San is always open to learning about new technologies, and i being inspired to innovate by seeing what private companies and i other agencies are doing. By touring the Anaergia Rialto Plant in i Southern California, staff researched the latest and best practices i on biosolids and solids waste management, biogas production, and i energy recovery. The Aenergia Rialto Plant facility diverts organic i waste from landfills and biosolids from municipal wastewater treat- i ment plants to produce high-quality methane gas. The renewable i gas is then sold to SoCal Gas, reducing greenhouse gas emissions i by up to 220,000 metric tons per year. Designed to i process up to 1,000 tons of food waste and biosolids per day, the i plant is one of the largest organic waste diversion and energy re- i covery facilities in North America. This was a timely visit as Central *I i San is undertaking its own biosolids management studies. - - — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — � March 2, 2023 Regular Board Meeting Agenda Packet4 Page 107 of 313 Page 1 go 34 IN PROGRESS - 11 OPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKS I I • I I I I I HAZARDOUS MATERIALS DATABASE I I Hazardous materials tracking is currently handled in a Microsoft Access database that is not easily searchable or accessible from multiple locations. A more sophisticated hazardous materials tracking I database will automate the tracking of hazardous materials and locations throughout Central San's facilities. When launched, the new database will be linked from the San Central intranet to make it easy I to find and use. I I PUBLIC RECORDS REQUEST MANAGEMENT THROUGH NEXTREQUEST The Secretary of the District office has contracted with online, cloud-based platform NextRequest for the management of Public Records Requests. To optimize Central San's response to requests, this appli- cation offers some great features, such as the following: • A single repository with unlimited file size and comprehensive tracking capabilities for all commu- nications and documents related to requests. This means no more emails, attachments, Share- Point folders, Excel spreadsheets, etc. • In-app redaction capability that ensures confidentiality and safety of personally identifiable infor- I mation I CENTRAL CONTRA COSTA SANITARY DISTRICT i Simplified and improved accessibility for all i requesters via an online portal, with enhanced ability to connect them with self-service infor- IIQ� Open Public mm eeeemRecords , booraw,IM1e,Pro Comm ,tare mation wrereabeer wM1a,aotmem, er H, n open.g.,.e o ::cs aoe rewoo:ne e«eoreonare wewaNe Here Al Iu mryeuen finOwM1atyou're boking I br IwitM1om M1aWng to submit a new requese • Robust reporting capabilities that define what is _ being requested, by whom, and how CentralSan ENTRAL. CONTRA COS AN A responds. Once launched, the landing page for NextRequest will Ixetr 11—Y seeus QNextRequest I be at https://centraIsanca.nextreguest.com/. , I I I I I PIPELINE TOOL AND MAINTENANCE ACCESS HOLE INSTALLATION DEMONSTRATORS I I I I CSO completed an award-winning Overflow Simulator in past years, and now, they plan to further expand their in-house training tools to include a demonstrator of pipeline cleaning tool , and a I demonstrator on how to install a maintenance access hole - specifically, the proper methods of turning I cleaning tools within the maintenance access holes. When completed, these projects will efficiently train staff and potentially also educate customers on the work done to maintain sewer pipelines. I I PROCORE CONSTRUCTION MANAGEMENT SOFTWARE Capital Projects staff has begun using a new construction management software called ProCorl . They are currently using it through consultants but could acquire it for full-time use if the pilot is successful. I I I I I I I I - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packer Page 108 of 313 701 34 IN PROGRESS - 11 OPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKSI - 1 ILAI I OPTIMIZING CLEANING SCHEDULES i Cleaning and performing maintenance on sewer lines effectively and on schedule prevents overflows i and uses staff resources efficiently. Using the Pipeline Cleaning Schedules Web Application, CSO staff is i constantly reviewing and improving pipeline cleaning schedules based on schedule frequency intervals i and by location. Staff can see information on each pipe, project out seven years, and schedule mains or i groups of mains to manage distribution of schedules by month. Pipelines can be on one-, two-, three-, or i six-month schedules, or on one-, two-, three-, five-, and seven-year schedules. Using the web application i software, staff continues the ongoing effort to optimize these schedules with the goal of reducing over- i flows, helping to meet Central San's ambitious Strategic Plan target of completing >_98% pipeline clean- i ing schedules on time, increasing productivity, and reducing vehicle wear-and-tear. i ONLINE ENVIRONMENTAL COMPLIANCE PERMITTING Staff is currently evaluating whether it is feasible to move some of the :nvironmental Compliance i permitting to an online system. Part of the feasibility depends on regulatory requirements. i PURCHASING CONTRACT DOCUMENTS IN LASERFICHE To alleviate the limitations that have been experienced affecting the naming structure, accessibility, and the security of Purchasing contract documents, these files will be moved into a central repository, Laserfich, , to provide a secure storage location while also giving staff across the organization the ability to search and access the contract documentation they are looking for in a system with which they are already familiar. Staff has moved the documents into a shared network drive and will continue to work on uploading them into Laserfiche. MAINTENANCE ACCESS HOLE REMOTE MONITORS i Staff recently tested two remote manhole monitorinf vendors over 12 1 months. The technology applications of these units include real-time level i monitoring, hydraulic surcharge evaluation, cleaning frequency validation, i and smart systems. i i Following the pilot, after weighing the pros and cons of each unit, staff select- ' ed the one that provides real-time understanding of levels, level and machine i learning alerts, and easy-to-access data. Staff is moving forward with develop- i ing a scale-up phasing strategy to employ monitors in the collection system as part of the Collection System Master Plan update. LEARNING MANAGEMENT SYSTEM Having a centralized learning management system will fill an existing need to track District-wide train- i ing consistently and in a centralized place for reporting purposes such as benchmarking and strategic i planning. Staff had previously identified NeoGov to fulfill this purpose, as the system can not only track i spending and hours, but also course content. i - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packel6 Page 109 of 313 Page 21 e 34 IN PROGRESS OPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKS GRIT TRAP DESIGNED BY STAFF Solids and grit tend to build up in pipelines when flow is low. For larger pipes designed to handle wet weather conditions, seasonal changes and weather can contribute to the challenges of low flows, as i they require higher flows to flush grit and solids settlement. Thus, larger pipelines can retain more i sediment during long periods of low flow. This is especially the case for siphons that can trap settlement i until higher flows are present. In response to recurring challenges encountered in cleaning and flushing i one particular 42-inch interceptor and siphon, staff designed a grit trap that can be installed before i sewage even enters the siphon. The new structure will help CSO significantly. Installation will be i completed by a contractor as part of the Danville Sewer Renovations, Phase 4, District Project 8466. This i project is ongoing and scheduled for completion in FY 2022-23. i ASSET CONDITION MANAGEMENT PROGRAM DEVELOPMENT Plant Maintenance is constantly developing its condition monitoring program which incorporates new technologies and expands on condition -based maintenance and predictive maintenance activities. Asset condi- tion monitoring technologies include ultrasound testing, motor analysis, i visual inspection, infrared thermography, vibration analysis/motion i amplification, lubrication and fluid analysis, laser alignment, cathodic surveys, and closed-circuit television (CCTV). i i ASSET BARCODING Staff has begun putting barcodes on assets to streamline work order creation and asset lookup. For this pilot project, Central San put about 100 barcodes on assets and tested a new user interface using mobile tablets. Currently, staff is standardizing asset names and they plan on ordering more barcodes. FIT-5406 Cogen Hypo Pump 1 s Compressed NG'Ts• (10.1/.5HP-115V)Position Number s i IIIUIIIVIVIIIIVI m Position.�., 73075 73081 1 i ::049 00920 :At to E Code 128 reads'13075 ;A F to f Code 128 reads'73081 1 1 _ E 36243 UV Lamp Bank/PDC 36243 37010 Hypo Pump 1(40/2HP) ' March 2, 2023 Regular Board Meeting Agenda Packe17 Page 110 of 313 34 IN PROGRESS - 11 OPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKS I O ' I I I I LARGE-DIAMETER PIPELINE INSPECTION PROGRAM I I Central San has launched a pilot project using multi-sensor technology to assess the condition of its largest sewers and better plan for needed repairs and replacements. The 39-inch reinforced concrete I pipe located near the treatment plant, for example, dates to the late 1940s. Staff has begun working with contractors to inspect about 630 feet of one of Central San's interceptors using the state-of-the-art I technology like lidar, which emits laser pulses and measures the time it takes them to bounce back to the receiver. From this, staff can determine the inside diameter of the pipe in different locations and I spot deviations: a sign that the pipe may have corroded or thinned in that area. I I To assess the pipe, contractors are using a four-wheel-drive buggy that can be equipped with a variety of sensors. The vehicle is lowered into the maintenance access hole and operated remotely from a control van (similar to the CCTV system used for inspecting smaller pipes). I I The Executive Summary for phase 1 has been completed. If the results from phase 1 of the pilot prove I valuable, the team plans to continue assessing other interceptors in the system. Next on the list is I 29,000 feet of 30-to 36-inch pipe along Danville Boulevard. In phase 2, staff will evaluate options to I improve safety and reliability, enhance ease of operation, extend the useful life of equipment, and I reduce operating costs. f I I ary # ' ich are ver 50 years old. + , I I I I I I I STEAM AND AERATION BLOWER SYSTEM IMPROVEMENTS I I I Central San's steam system is complex and aging, requires significant maintenance, and has the poten- tial to perform more energy recovery. The Steam and Aeration Blower Improvements (iteam Project), a multi-year effort to optimize one of the main power sources at the treatment plant, continues to i progress. After a two-year condition assessment effort to estimate the remaining useful life of the i existing boiler feedwater, steam, and aeration systems, as well as associated structural, electrical, and instrumentation and control systems, workshops were held with consultants and staff to discuss the results of the condition assessments, including remaining useful life and improvement options for current equipment. I I Now in Phase 2, staff is evaluating options to improve safety and reliability, enhance ease of operation, extend useful life of equipment, and reduce operating costs. The overall Steam Project will be completed as four separate projects: 1) Blower Project, 2) Aeration Basin Diffusers, 3) Secondary Process Improve- ments, and 4) Steam Process Improvements. The Executive Summary was recently completed. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packet8 Page 111 of 313 Page 23 ei 34 IN PROGRESS - 11 OPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKS I SODIUM HYPOCHLORITE USAGE FOR #3 WATER This Mentorship Project from the 2018 cycle of mentees identified the ability to reduce or eliminate the use of bleach to disinfect#3 (tertiary-treated) water as a potential cost savings. Staff sought input from multiple divisions, tested samples, and gathered data to confirm that there is no chlorine residual re- quirement for in-plant water use within Central San's National Pollutant Discharge Elimination System i Permit, and the#3 water for on-site use is a Title 22 exemption Central San provides for itself. Thus, Cen- tral San could either eliminate sodium hypochlorite feed to the high and low pressure #3 water or signifi- cantly reduce the current amount used by as much as 50%. While there is not a capital cost associated i with elimination, there is a capital cost with reduction that has a payback of approximately eight i months. A chlorine analyzer is on site and mounted and will be installed in the Piping Renovations, Phase i 10 Project. This analyzer will provide the necessary hardware to establish this feature, so staff can per- i form program modifications to adjust the pump speed to maintain a desired chlorine dose. i ENTERPRISE RESOURCE PLANNING SOFTWARE REPLACEMENT i A multi-year optimization project to replace Central San's outdated CentralSquare/SunGard HTE enter- prise resource planning (ERP) system with Oracle Fusion Cloud is now mostly complete. Staff is now i using the new ERP software to manage business data and processes for Human Resources, Procurement, i Accounting, Billing and related subsystems. Every area of Central San's operations depends upon the ERP i as a foundational technology. Replacing the ERP was a highly complex and time-consuming effort involv- ing conference room pilots, user acceptance testing, closing of configuration gaps, data conversion i system documentation, and training staff. While it was a challenge, the new ERP system improves inter- nal operations with employees by eliminating onerous and time-consuming paper-based procedures, i re-engineering business processes to employ controls and best practices for efficiency and security, facil- itating productive work from home, and producing reports that assist staff and our leadership in making i smart data-based decisions. It also opens the door to future new modules which are in the process of being developed: GOALS AND PERFORMANCE MODULE This module will facilitate the rollout of the enhanced performance appraisal process, which - among i other improvements- includes an employee self-assessment, clearer rating scales and competencies, i and is based on supervisory or non-supervisory roles instead of bargaining unit. The new process will i bring a career coaching and personal development focus to the appraisal process, and it will be done i electronically through Oracle. Staff worked with Oracle to develop and test the module and drafted - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packer Page 112 of 313 7ge34 IN PROGRESSOPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKS1 procedures. The new module and performance appraisal process will be launched after the module goes i live and the procedures are tested. i COMMUNITY DEVELOPMENT PERMITTING MODULE i This module will migrate the permitting system from the legacy SunGard system, to improve business processes, add tools for public access and mobile inspection, save staff time, and improve customer i service. It can potentially integrate with Environmental Compliance permits and the future billing i module. Go-live is scheduled for fall 2023 upon the release and implementation of a software update by i Oracle that will provide necessary functionality for use of the module by Central San. i SAFETY MODULE This is currently on hold, pending improvements from Oracle. i MOBILE DEVICES FOR INSPECTORS / DIGITAL PROJECT PLAN REVIEW i Development Services inspectors currently carry paper with them on their jobs, but having the plans i available digitally will save time and money in running hard copies. When the Oracle permitting software i is completed, Inspectors may transition to full use of mobile devices to use the permitting software and i GeoPortal in the field. i IT STRATEGIC PLAN To develop the updated IT Strategic Plan, Central San engaged a firm that specializes in master planning, i which has partnered with an engineering consultant to help guide Central San through the process, with i the benefit of their experience in implementing universal technology plans at other utilities. The goal of i this project is to keep Central San at the forefront of innovation and ensure that Central San uses IT i effectively to reduce risks and improve efficiency; plan for both business and O&M needs; establish a i framework for bringing in new technology in smart ways; transform data into actionable information; i stage projects for success with proper resources and foundations in place; and provide for proper securi- i ty, business continuity, and disaster response. The IT Strategic Plan will include roadmaps for various i systems that will be considered both on their own as well as in the context over the overall effort. This i will ensure that needs of each business unit will be addressed and provide a path forward that will take i into consideration cost and resource requirements for each functional area. Specific roadmaps will in- i clude Enterprise Asset Management, Geographic Information System, SCADA, Document Management, i Information Security Roadmap, and Business Intelligence &Analytics Planning. These will be incorpo- rated into an overall plan that will also include methodologies to ensure that future projects will proper- i ly integrate and interoperate with existing systems and business processes prior to project initiation. In i addition, Central San will be using this opportunity to explore ways to improve standardization and im- plement a platform to help support all systems in a cohesive manner. When information from each sys- tem can be accessed in a uniform way, providing needed data to staff will be simplified. This will enable i the creation of more useful agency dashboards, which will put information in the hands of the end- users, where it belongs. The consultant has completed their interviews with staff, and results are i expected in mid-2023. Projects included in the IT Strategic Plan include the following: - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packe1G Page 113 of 313 Page 26 e 34 IN PROGRESS _ I OPTIMIZATION PROJECTS CURRENTLY UNDERWAY OR IN THE WORKS i DOCUMENT MANAGEMENT i Most agencies struggle with maintaining documents, files, email, and other information in a way that i staff can find current information quickly. Central San is no exception. Documents are stored in a variety i of places that are impossible to search in any practical way. Documents are stored on network drives, in i email folders, SharePoint, LaserFiche, and many other places. When staff retire or change positions, their i records are sometimes hard to find and important information can be lost. In addition, Central San still i has many paper documents stored in file cabinets and off-site storage. These documents are difficult to i find and are at constant risk since they are susceptible to loss by fire or water, or simply by being i misplaced. The IT Strategic Plan will inventory and prioritize the major documents stored across the or- i ganization. Items will be scanned, procedures will be created to make sure staff is working with the latest i information, and indexing and nomenclature standards will be created. This will help ensure that the i document retention schedules are being followed and the needs of the organization are met in terms of i workflow, security, and system backups. i TREATMENT PLANT ASSET HANDOVER PROCESS i The Treatment Plant Asset Handover Process is a complicated series of steps, requiring coordination among all multiple divisions to ensure the Equipment Lifecycle 0 continuity of O&M of new assets delivered from the Engineers to the Plant staff as capital projects. Various departments and programs are Operate,Maintain,and Monitor involved in the planning and design, construction, and project closeout i Performance ASSET ' HANDOVER of acquiring, replacing, or disposing of capital assets. Often, documenta- tion and information are in silos and are not properly passed off to the i O&M staff, who need this information to properly service the equipment. Some of the equipment is also i decades old, and records are no longer available. Without the historical information on the equipment, i staff must come up with creative, sometimes costly, ways to fix the asset. Some of the asset handover i processes include properly recording as-builts, as-is drawings, hazard energy control procedures, manu- als, spare parts, and asset registries. Flowcharts depicting each process have been generated and reviewed by stakeholders. Software is being evaluated to automate these processes, to hand over asset information to the appropriate staff, and to house it in a centralized document management system using supportable processes and methodologies. ASSET HEALTH INDICATOR TOOL This is a tool to use data and analytics to optimize maintenance schedules to supplement Central San's i condition-based maintenance program. Plant Maintenance has various asset condition monitoring sen- i sors which monitor and measure the health of assets and identify opportunities for optimization. These i tools can sense vibration, thermography, ultrasound, motor windings temperature, flow, laser alignment, i and motion amplification. The objective of using these sensors, coupled with analytics tools, is to per- i form analysis on the assets and determine when a failure may occur, when to perform maintenance, i how to reduce overall cost of maintenance, and ways to improve reliability. Part of the IT Strategic Plan i will be to develop Asset Health Indicator Requirements and an Asset Tool Framework and workflows, i evaluate various software products, and begin rolling this program out in a systematic way that will more i efficiently utilize maintenance staff and resources while improving the reliability of these systems. i - - — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — � March 2, 2023 Regular Board Meeting Agenda Packet) Page 114 of 313 Page 26 e 34 OPTIMIZATION STRATEGIC INITIATIVE - 11 A MULTI-DEPARTMENT EFFORT TO IMPROVE PERFORMANCE IN ALL DIMENSIONS i VISION i The District is implementing a multi-department strategic initiative to improve performance through i organizational development and enhancements in training, workflow efficiencies, and physical facilities i by adopting the latest in data management and analytics. This effort will be particularly focused on inte- grated and system-wide improvements to collection, treatment, and reuse/disposal facilities. i ADOPTING A DATA-DRIVEN DECISION PROCESS This initiative will reduce O&M costs and optimize the need and timing of projects through the Capital Improvement Plan (CIP) by implementing real-time data-driven decision-making and by leveraging the latest technologies in real-time monitoring and advanced process controls. The overall goal of this project is to identify and prioritize the monitoring, metrics, and controls for improving efficiencies of those treatment processes that consume the greatest amount of power, chemicals, and supplies - and to i develop real-time (RT) monitoring and reporting systems that track the performance and progress of the i top-ranked efficiency projects towards the objectives. i OVERALL APPROACH TO IMPLEMENTATION i This initiative will be implemented as a phased program, with the major phases including the following: • Phase 1—Organizational Structure and Communications • Phase 2— Data Management, Performance Metrics/Analytics • Phase 3— Discovery and Innovation • Phase 4—Collection, Treatment, and Reuse/Disposal Optimizations Phase 5—Training and Continuous Improvement Reporting/Feedback Phase 1 - Organizational Structure and Communications: This phase will focus on improved communica- tions across Central San's departments and divisions to leverage existing capabilities and to better coor- i dinate data-gathering activities and methods. Progress to date is the recent formation of a new Optimiza- tion Division in the Operations Department. The new Optimizations Manager is anticipated to be select- i ed and in place by the close of December 2022. Phase 2— Data Management, Performance Metrics/Analytics: The goal of this phase is to improve data- driven decision-making processes through improved data collection, analytics, and Operations Technolo- gy (OT). Progress to date includes contracting with Aquasight, a company that is on the cutting edge of i real-time monitoring and analytics. Aquasight will assist 0&M staff in optimizing operations and achiev- ing savings in power and chemical costs, determine proactive maintenance needs and document i knowledge, train new staff, and aid in decision making. The use of real-time monitoring alongside SCADA i will leverage operations' capabilities to assess and respond to help with optimization and contribute to i knowledge retention. This phase will engage deep collaboration among all the departments and divi- sions, especially IT. At the completion of phase 2, the vision is to have 7 to 10 TV screens in hallways with i high foot traffic in the Martinez offices to show real-time operating performance at a glance. Phase 3— Discovery and Innovation: This phase is the heart of idea generation for tracking, assessing, i and adopting the latest optimization strategies and assets, including extending awareness of industry i - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - March 2, 2023 Regular Board Meeting Agenda Packe12- Page 115 of 313 Page 27 el 34 OPTIMIZATION STRATEGIC INITIATIVE - � A MULTI-DEPARTMENT EFFORT TO IMPROVE PERFORMANCE IN ALL DIMENSIONS i trends and opportunities. Progress to date is the formation of a Blue-Ribbon Treatment Process Com- i mittee composed of the top process engineering experts and innovators in the industry from four differ- ent consulting firms. The Blue-Ribbon Committee will help to lead overall discovery and brainstorming i efforts through facilitated workshops conducted every quarter. The Blue-Ribbon Committee and Central i San team will work together to develop the fundamental information and data requirements for success- i ful completion of the objectives for optimization. The team will work through a series of tasks and ana- lytical evaluations to identify the top-ranked unit operations and process control loops as candidates i with the greatest opportunities for sustained cost savings. Also, this effort is being closely coordinated i with the development of the IT/OT Strategic Plan currently in progress. i i Phase 4—Collection,Treatment, and Reuse/Disposal Optimizations: The purpose of Phase 4 is to devel- op a final assessment and recommendations for implementation of optimization projects and programs. i The conceptual ideas and improvements that are generated in Phase 3 will be assessed and short-listed i for implementation in Phase 4 through a 3-step process. Step 1 is to develop the Basis of Design. This in- cludes the comparative costs and benefits of not only individual asset options, but also overall systems i for improved reliability and efficiencies. Step 2 is to finalize the conceptual design to confirm earlier ex- pectations. Step 3 is the final design/construction for capital assets, or the development of new oper- ating standards and program initiatives, as determined. More specifically, this effort will be key to achiev- ing the institutional and policy objectives outlined in the Strategic Plan, including water reuse and net i zero greenhouse gas emissions. i Phase 5—Training and Continuous Improvement Reporting/Feedback: This phased program and project i implementation approach will build on the collaboration among the Central San Team, the Aquasight i Team, and the Blue-Ribbon Committee Process Experts. It will also require ongoing communication and i development of training support and performance feedback reports that are comprehensive, concise, i and complete the circle of continuous improvement. Progress toward this effort is work that Central San i has done to collaborate with the developers of Jarvis, an Operator training and knowledge retention soft- ware support system. i Project Steps Step 1:Treatment Step 2:Real-Time Step 3.Implement Process Priority Intelligence Baseline 9 Recommended ioptimal Improvementsi •Treatment process review_ •Process optimization sessions with external •Implementation of layout/plant design CCCSD consultants recommended improvements I •Provide Mass&Energy balance, •I.or 2•year historical analysis plus additional •Support services to evaluate pre I Energy&Chemical table by year For wet weather Smart advisors"optimal" &past APOLLO software(track ' process use as is or enhance and document program story for ' case study) •Provide Live,Lab data process •Unit process control loop launched through me Ps&Permits APOLLO and displayed on TV's(2 control loop •Develop overall project impact processes] •Process control loops(Standard •Tune APOLLO as required Operating Procedures)for top 6 •Baseline 8 optimal(based on advisor)gaps (included in on-going process major processes anaryzed,and milestone 2 ppt optirnizatson support services) •Develop priority improvement •Control loops redesign opportunity matrix matrix:Aquasight to meet with district team to develop and .Support on recommended improvement or recommend control loops redesign .Milestone 1 ppt on top ranked •Decision on equipment&process changesfor ' standard operating procedures. sources&uses of power •Central San employee training on APOLLO - Aquasight Team ' Confidential®Aquasight LLC CCCSD Team ' Process Consultants I — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — I March 2, 2023 Regular Board Meeting Agenda Packe13 Page 116 of 313 Page 28 of 34 - - - - - - - - - - - - - - - - - - - - - - - - - - - - ACRONYMS - 11 Accessory Dwelling Unit Household Hazardous Waste Closed-circuit Television Collection Facility i i 0 Contra Costa Water District Information Technology Collection System Operations Operations and Maintenance Don't Just Fix It; Improve It Preventive Maintenance Quality Assurance/ • Dissolved Oxygen Quality Control East Bay Municipal Utility Supervisory Control and District Data Acquisition , i Enterprise Resource Planning Utility of the Future Today Fiscal Year Ultraviolet - - — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — � March 2, 2023 Regular Board Meeting Agenda Packe24 Page 117 of 313 •♦♦♦••••■■■........■••••••♦♦♦♦ f34 i. • r ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ • 1 J • ■ • • _ 1 1 March 2, 2023 Regular fardMeeting Agenda Packet- Page 118 of 313 Page 30 of 34 Attachment 2 March 2,2023 Fiscal Year (FY) 2021-22 Optimizations Program Annual Report Board Meeting Christina Gee Management Analyst f 1 r ti Optimizations Program Structure Optimizations Tracking Log Quarterly progress reviews at Managers Forum Optimizations Steering Committee meetings as needed r Annual reporting to Administration Committee and full Board " Innovations Fair Objectives Identify and execute optimizations to critical processes organization wide ' Track progress with leadership team oversight Promote efficiencies and continuous improvement 2 March 2, 2023 Regular Board Meeting Agenda Packet- Page 119 of 313 1 Page 31of34 OPTIMIZATIONS FY 2021-22 Annual Report ANNUAL REPORT .......... Fiscal Year 2021-22 Presented by category Innovations Fair Optimizations In Progress Optimization Strategic Initiative Optimizations Increase efficiency,save time and/or money, improve safety, innovate new ways of doing things, or all the above ANNIVERS Innovations Fair Projects ExPERiENCE Debris-Catching Device for Maintenance Access Holes Improved Effluent with Dissolved Oxygen Set Point Change 75th Anniversary Experience Phone System Replacement Tertiary Membrane Filtration Pilot 4UL-AH I UV Resource Planning Dashboard Heat Exchange Flushing Cart Return Activated Sludge Pump Improvements Diagnosing, Replacing,and Repairing the Furnace No.2 Gearbox Using Motion Amplification Technology Digital Operator Rounds Sheets Handheld Device to Collect Household Hazardous Waste Collection Facility(HHWCF)Visitor Data 4 Page 32 of 34 Optimizations Interagency outreach coordination Served>13,000 students via a one water student education program with Contra Costa Water District Reached>75,000 customers with information on Central San's plant tours via emails from East Bay Municipal Utility District Online access to internal detail-level budget-to-actual reports Permit Counter customer service Temporary staff performs precursory reviews of plans Dedicated email address acknowledges receipt Accessory Dwelling Units sheet in development Dam for overflow response cleanup Prior practice of using sandbags and plastic to create a pool in a creek to be used for pumping Repurposed a product used to protect buildings from flooding Dam can be carried to the creek by just two people in one trip and can stop the flow to a creek in minutes 5 Optimizations Pre-construction utility locating Aids with design, helps contractors with their bidding, provides some relief from change orders,and prevents damaging other utilities Expanded beyond typical collection system projects and is now part of overall Capital Improvement Program practice 14 "Don't Just Fix It; Improve It" work orders 106 Quality Assurance/Quality Control Planner updates Arc rated, quick electrical disconnects on washer compactor motors .r I Preventive maintenance required Electrical Shop =a t Electrical isolation can now be performed by y- Mechanical Maintenance or Operations staff 6 March 2, 2023 Regular Board Meeting Agenda Packet- Page 121 of 313 3 Page 33 of 34 In Progress Hazardous materials database _ .•.,.•.... " '"" Will automate tracking of materials and their locations Public records request management through NextRequest Single repository with unlimited file sizes and comprehensive tracking capabilities Maintenance access hole remote monitors ., Pilot project tested two vendors over 12 months :f Real-time level monitoring, hydraulic surge evaluation, cleaning frequency validation,smart systems Asset barcoding Streamlines work order creation and asset lookup Pilot project put 100 barcodes on assets and -- tested a user interface on tablets • 1 7 In Progress Information Technology (IT) Strategic Plan Will ensure use of IT effectively across the organization Technology roadmaps to address the needs of various systems Interviews were conducted with staff Results expected in mid-2023 Optimization Strategic Initiative Improve performance through organizational development and enhancements in training, workflow efficiencies,and physical facilities by adopting the latest in data management and analytics Formation of Optimizations Division Contracted with Aquasight to use real-time data monitoring and analytics Blue-Ribbon Treatment Process Committee to help lead overall discovery and brainstorming efforts 8 March 2, 2023 Regular Board Meeting Agenda Packet- Page 122 of 313 4 Thank you to staff, the Leadership Team, and the Board for supporting optimization and innovation! r . 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