board meeting - 01 sep 2020

AGENDA

Board Meeting

3:00 PM - Tuesday, September 1, 2020

NOTICE: Pursuant to State of California Executive Order N-25-20, the September 1, 2020 meeting of the Oro Loma Sanitary District Board of Directors will be accessible via teleconference. Members of the public seeking to attend and/or to address the Board of Directors are encouraged to dial-in to the meeting through the Zoom platform using the web address or the phone number below.

Meeting URL: https://us02web.zoom.us/j/89638954476

The dial-in number for the meeting is +1-669-900-6833 with meeting I.D. #896-3895-4476

In compliance with the Americans with Disabilities Act of 1990, if you need special assistance to participate in a District meeting or you need a copy of the agenda in an appropriate alternative format, please contact the District Secretary at (510) 276-4700. Notification of at least 48 hours prior to the meeting will assist District staff with ensuring that reasonable arrangements can be made.

Page

1. CALL TO ORDER 2. ROLL CALL: DIRECTORS DUNCAN, GLAZE, SIMON, WALTERS, YOUNG 3. GENERAL PUBLIC

(Members of the public wishing to comment on any item not on the agenda, but within the Board’s jurisdiction, should notify the Board at this time. Those wishing to comment on any item on the agenda should do so at the time the item is considered. Comments may be limited to three (3) minutes. Time limitations shall be at the discretion of the President.)

4. CONSENT CALENDAR 4.1. Approval of Board Minutes, August 18, 2020

Approve the minutes. Minutes - Board Meeting, August 18, 2020

4 - 7

5. STAFF RECOGNITION 5.1. Plant Chemist Sara Burke

The Board will be asked to recognize and commend Plant Chemist Sara Burke, who served as guest editor of the first ever laboratory edition of Clean Water magazine, the official publication of the California Water Environment Association (CWEA). Additionally, Sara was recently recognized by the CWEA for her service and many contributions to the CWEA Lab Committee over the past three years. Burke Letter of Commendation - CWEA Executive Director

8

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6. COMMITTEE/AUTHORITY/ASSOCIATION REPORTS 6.1. Report from Personnel/Safety/Public Information Committee,

August 19, 2020 - Director Duncan Minutes - Personnel Committee, August 19, 2020

9

6.2. Report from Construction Committee, August 19, 2020 - Director

Walters Minutes - Construction Committee, August 19, 2020

10 - 14

6.3. Report from Operations Committee, August 20, 2020 - Director

Simon Minutes - Operations Committee, August 20, 2020

15 - 26

6.4. Report from East Bay Dischargers Authority (EBDA), August 20,

2020 - Director Walters Report Attachments - EBDA, August 20, 2020

27 - 40

6.5. Approval of Committee Minutes for Entry to District Record

Approve the committee minutes for entry to the District record by reference.

7. STAFF PRESENTATIONS 7.1. Collections Department Customer Service Survey Responses

Collection System Manager Christopher Brown will present the Customer Service Survey responses for Fiscal Year 2019-20. Collections Customer Survey Results

41 - 55

8. NEW BUSINESS 8.1. Approval of Authorization to Call for Bids: Sewer Line Replacement

2020/21 Project

Approve Authorization to Call for Bids: Sewer Line Replacement 2020/21 Project. Report - SLR 2020-21 Project

56

8.2. Authorization to Execute Change Order No. 10 in the Amount of

$407,225: Nutrient Optimization Project

Authorize the General Manager to Execute Change Order No. 10 in the Amount of $407,225. Report - NOP Change Order #10

57 - 58

8.3. Authorization to Execute an Agreement with Garland/DBS, Inc, in

the amount of $409,531: Treatment Plant Roof Replacement Project

Authorize the General Manager to execute an agreement with Garland/DBS, Inc. in the amount of $409,531, and authorize staff to file a Notice of Exemption with the County. Report - Garland/DBS, Inc. Agreement

59 - 61

8.4. Authorization to Reimburse Alameda County for MH Adjustments

and Safety Improvements on the Hesperian Blvd. Streetscape Project in an Amount not to Exceed $230,995

Approve the authorization to reimburse Alameda County for MH adjustments and safety improvements on the Hesperian Blvd Streetscape Project in an amount not to exceed $230,995.

62 - 63

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Report - AC County Reimbursement

8.5. Authorize the General Manager to Execute an Agreement with H&R Plumbing and Drain Cleaning, Inc. in the amount of $173,450: Major Structures Rehabilitation 2020/21 Project 40-125.00

Authorize the General Manager to Execute an Agreement with H&R Plumbing and Drain Cleaning, Inc. in the amount of $173,450. Report - H&R Plumbing Agreement

64 - 66

8.6. Approval of Authorization to Call for Bids: Point Repairs 2020/21

Project

Approve authorization to call for bids: Point Repairs 2020/21 Project. Report - Point Repairs 2020/21

67

8.7. Authorize the General Manager to Execute an Agreement with Hill

Brothers Chemical Company: Alkalinity Chemical Supply, Magnesium Hydroxide, in an Amount Not to Exceed $200,000 per Year

Authorize the General Manager to execute an agreement with Hill Brothers Chemical Company for the supply of magnesium hydroxide.

8.8. Review of General Manager’s Completed Goals & Objectives for FY

2019-20

The General Manager will present a report on completed goals & objectives for FY 2019-20. Performance Highlights FY 2019-2020

Warner Goals - 2019-2020 End-of-Year Report

68 - 78

9. STAFF/DIRECTOR COMMENTS 10. CLOSED SESSION 10.1. Public Employee Performance Review

(Title: General Manager, pursuant to California Government Code Section 54957.)

11. RECONVENE TO OPEN SESSION 11.1. Approval of the General Manager’s Completed Goals & Objectives

for FY 2019-20 and Award of Annual Bonus

After discussion in closed session, the Board will be asked to approve the General Manager’s completed goals and objectives for FY 2019-20 and award the annual performance bonus. The Personnel/Safety/Public Information Committee reviewed the completed goals at its August 19, 2020 meeting and recommended full Board approval of the goals and award of 100% of annual bonus.

12. ADJOURNMENT

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MINUTES

BOARD MEETING

ORO LOMA SANITARY DISTRICT

TUESDAY, AUGUST 18, 2020 3:00 PM ORO LOMA SANITARY DISTRICT

BOARDROOM 2655 GRANT AVENUE, SAN LORENZO, CA 94580

1. CALL TO ORDER

Vice President Duncan called the meeting to order at 3:00 p.m. via teleconference.

2. ROLL CALL: DIRECTORS DUNCAN, GLAZE, SIMON, WALTERS, YOUNG

As permitted per State of California Executive Order N-25-20, the August 18, 2020 meeting of the Oro Loma Sanitary District Board of Directors was held via teleconference.

PRESENT: Rita Duncan, Vice President

Bob Glaze, Secretary

Fred Simon, Director

Shelia Young, Director

ABSENT: Dan Walters, President

STAFF: Jason Warner, General Manager

Jimmy Dang, District Engineer

Bill Halsted, Technical Services Manager

Andreea Simion, Administration Services Manager

Christopher Brown, Collection System Manager

Patricia Schofield, District Secretary

Natasha Browne, Solid Waste Consultant

Kristopher Decker, Field Engineer

Claire Lai, Legal Counsel

WM: Virginia Harrington, Public Sector Manager

Brandon Tong, Recycling Coordinator

PUBLIC: Diane Arante, SLZUSD Operations Manager

Marc Gordon, San Leandro High School Eco Club Teacher

Cheyenne Lin, San Leandro High School Eco Club Student

Beatrice Ramirez, San Leandro High School Eco Club Student

3. GENERAL PUBLIC

There were no comments from the general public.

4. CONSENT CALENDAR 4.1. Approval of Board Minutes, August 4 and August 11, 2020

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Moved by Director Fred Simon, seconded by Director Bob Glaze. Approve the minutes.

Carried unanimously 4.2. Approval of Financial Statements, July 2020

Moved by Director Fred Simon, seconded by Director Bob Glaze. Approve monthly financial statements.

Carried unanimously 4.3. Approval of Compliance & Activity Reports, July 2020

Moved by Director Fred Simon, seconded by Director Bob Glaze. Approve monthly compliance and activity reports.

Carried unanimously

5. COMMUNITY RECOGNITION 5.1. Community Members Recognition

The Board recognized several members of the community for their environmental efforts:

• Diane Arante, San Lorenzo Unified School District Operations Manager - instrumental in the adoption of a solid waste diversion program by the School Board and on-going collaboration with Oro Loma to expand recycling programs in the San Lorenzo schools;

• San Leandro High School Eco Club for working with the school leadership and Oro Loma to implement organics collection service at the school: Marc Gordon, Teacher, Amiri Taylor, Cheyenne Lin, Phuc Bui Diem (May) Nguyen, Philip Mariam, Quinton Grant, Michelle James, and Beatriz Ramirez, Students;

• Steve Lingor, member of the community, for years of volunteer clean-up up along the San Lorenzo/San Leandro Shoreline.

Ms. Arante thanked Solid Waste Consultant Browne and Oro Loma for their support and cooperation over the years. Mr. Gordon expressed appreciation to Solid Waste Consultant Browne for her collaboration and assistance. He also thanked the Board for their recognition of the Eco Club's efforts.

6. INTRODUCTION OF NEW LEGAL COUNSEL

Ms. Claire Lai of Meyers Nave was introduced to the Board as the District's new Legal Counsel and she provided a brief summary of her educational and prior work experience. The Board members introduced themselves and extended a warm welcome to Ms. Lai.

7. COMMITTEE/AUTHORITY/ASSOCIATION REPORTS 7.1. Report from Solid Waste Committee, August 10, 2020 - Director Young

Summary of minutes from the August 10, 2020 meeting. 7.2. Report from the California Association of Sanitation Agencies (CASA) Virtual

Conference, August 12-13, 2020 - Directors Duncan and Young

The main topics of the conference were: Senate Bill 1383, Women in Wastewater, Race in America, Long-term Impacts of COVID-19, Perfluoroalkyl Substances (PFAS), Clean Energy & Water.

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7.3. Report from Finance & Insurance Committee, August 14, 2020 - Director Glaze

Summary of minutes from the August 14, 2020 meeting. 7.4. Approval of Committee Minutes for Entry to District Record

Moved by Director Shelia Young, seconded by Director Fred Simon. Approve the committee minutes for entry to the District record by reference.

Carried unanimously

8. STAFF PRESENTATIONS 8.1. State of the Collection System

Technical Services Manager Bill Halsted and Collection System Manager Christopher Brown presented the annual State of the Collection System. The presentation included an overview of the Point Repairs and Sewerline Replacement projects; the collection system's age, condition, and materials; status of strategic goals related to the system; and the status of the District's State Revolving Fund Clean Water applications (2).

9. NEW BUSINESS 9.1. Approval of Full Design and Phased Bid Package Approach, Consolidated

Operations Building Project

The Board confirmed its direction to staff to design the complete locker room, lunchroom extension, control room relocation, and training room for the Consolidated Operations Building Project. Staff will call for bids for the base project (locker room) and structure the bid package to include alternate items for the lunchroom extension, control room relocation, and training room. Following the bid opening of the base project, awarding of the alternate bid items will be brought to the Board for consideration.

9.2. Approval of Letter of Support for Director Young's Service to the Alameda County Special District's Association (ACSDA) Executive Board Moved by Director Bob Glaze, seconded by Director Fred Simon. Approve letter of support for Director Young's service as Vice President of the ACSDA Executive Board.

Carried unanimously

10. STAFF/DIRECTOR COMMENTS

General Manager Warner stated that the Nutrient Optimization Project was online and that the process was performing well. He also stated that the topic of the September 8, 2020 Board workshop would be the Recycled Water Feasibility Study.

Legal Counsel Lai thanked the Board for the warm welcome and stated that she was happy to be working with the District.

Director Simon thanked staff and the Solid Waste Committee for their efficiency on the Community Recognition Program.

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Director Young expressed appreciation to staff for their development of the Community Recognition Program and stated that it was well done. Additionally, she gave kudos to General Manager Warner and District Engineer Dang for their work on the Nutrient Optimization Project.

Director Glaze thanked Technical Services Manager Halsted and Collection System Manager Brown for a wonderful presentation. He also thanked Solid Waste Consultant Browne and the Solid Waste Committee for their work in pushing forward the Community Recognition Program.

Director Duncan thanked Solid Waste Consultant Browne and the Solid Waste Committee for developing the Community Recognition Program for an additional connection to the community we serve. She also thanked Technical Services Manager Halsted and Collections Manager Brown for their presentation, which provided her a better understanding of the state and challenges of our collection system.

11. ADJOURNMENT

Vice President Duncan adjourned the meeting at 4:47 p.m.

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MINUTES

PERSONNEL/SAFETY/PUBLIC INFORMATION COMMITTEE MEETING


WEDNESDAY, AUGUST 19, 2020 9:00 AM ORO LOMA SANITARY DISTRICT LIBRARY 2655 GRANT AVENUE,

SAN LORENZO, CA 94580

1. CALL TO ORDER

Chair Duncan called the meeting to order at 9:00 am via teleconference.

2. ROLL CALL: CHAIR DUNCAN AND DIRECTOR GLAZE

Directors Duncan and Glaze were present, as were General Manager Jason Warner and Administrative Services Manager Andreea Simion.

3. PUBLIC COMMENTS

None.

4. GENERAL MANAGER'S REPORT ON GOALS AND OBJECTIVES FOR FISCAL YEAR 2019-2020

Jason presented highlights of completed goals assigned to him by the Board for FY 2019-2020. The Committee asked a few questions, made several comments, and asked Jason to amend the highlights memo to include areas on which he feels he should focus more, as well as the type of Board support that would be helpful in achieving the District's strategic goals. The Committee then thanked Jason for doing a great job leading the District and adapting to the challenges of the Covid-19 pandemic and recommended full Board approval of the completed goals and award of 100% of the annual bonus.

5. STAFF AND DIRECTOR COMMENTS

Both Directors said that this has been a positive, constructive meeting, with open dialog and good feedback.

6. ADJOURNMENT

There being no further business to come before the Committee, Chair Duncan adjourned the meeting at 10:07 am.

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MINUTES

CONSTRUCTION COMMITTEE MEETING


WEDNESDAY, AUGUST 19, 2020 10:00 AM ZOOM TELECONFERENCE:

84120291818

1. CALL TO ORDER

Chair Walters called the meeting to order at 10:00 a.m. via teleconference.

2. ROLL CALL: CHAIR WALTERS AND DIRECTOR YOUNG

In attendance were Directors Walters and Young and Castro Valley Directors Johnson and Sadoff; General Manager Warner; District Engineer Dang; Technical Services Manager Halsted; Field Engineer Decker, and Field Engineer Rossman, Operator Interns Iyorah and Hernandez.

3. GENERAL PUBLIC

There were no comments from the general public.

4. CONSTRUCTION COMMITTEE MEETING MINUTES

The Committee accepted the minutes of the previous Committee meeting as presented.

5. FUNDS 40 AND 45 ACCOUNTING SHEETS

Dang presented the Fund 40 and 45 monthly accounting sheets, which show the financial status of all active projects in the budget. The Committee discussed the following items:

• 40-395.06 - Landscaping & Grounds - the budget is showing a negative balance due to additional effort expended cleaning the treatment plant in parallel with the completion of the NOP. The balance will be resolved in the next budget amendment.

• 40-900.96 - Emergency Repair Pond Bridge - Director Johnson informed the Committee that the insurance claim for this work may be resolved soon.

6. 10 YEAR R&R AND CIP PROJECTED COSTS

Dang presented the updated Ten-Year R&R and CIP Projected Costs. The Committee discussed the following items in Funds 40 & 45:

• Blower maintenance budget line item was modified to plan for future maintenance and/or replacement.

• Primary clarifier launders rehabilitation budget line item was added.

• Treatment unit aeration basin gates budget line item was added.

• Backhoe purchase was added after review of Air Board fleet requirements.

7. NUTRIENT OPTIMIZATION PROJECT

FY 20/21 Budget $0 (pending budget amendment)

Dang provided an update on the Nutrient Optimization Project. The project provides for the upgrade of our treatment process to remove approximately half of the nitrogen from the influent flow. The construction progress to date is 97.5%. All aeration basins are online. Continued work includes construction of the outfall piping and chemical feed

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systems. Dang presented the details of Change Order No. 10 which include an outfall piping loop, relocation of spoils stock pile, and repairs of the existing aeration basin concrete. Dang requested to take to the full Board approval of Change Order No. 10 in the amount of $407,225 for unforeseen items and additional requested work.

The Committee accepted the report and authorized Staff to take Change Order No. 10 in the amount of $407,225 for unforeseen items and additional requested work to the full Board for approval.

8. SIDESTREAM TREATMENT PROJECT - MICROVI

FY 20/21 Budget $0 (pending budget amendment)

Iyorah and Hernandez provided an update on the full-scale implementation of side stream treatment. The District received an EPA grant for $1M to implement the project. Microvi will be paid $800,000 to supply biocatalyst and biocatalyst retention screens. The District will use the remaining $200,000 in grant funds plus $149,000 from District funds to pay for the installation of the relocated blower, diffusers, air piping, and pH meter. The project is 73% complete. The District's existing operations interns are assisting with the construction management and will be heavily involved in the process start-up. They recently visited Microvi's headquarters and provided a review of progress to date as well as planned steps ahead.

The Committee accepted the report.

9. EQUALIZATION BASIN EXPANSION

FY 2020/21 Budget $0

Warner provided a review of a future proposed plan for the Equalization Basin expansion. With mainstream nutrient treatment underway, the nitrification facility inside the Equalization Basin is now redundant. Staff partnered with Cal Engineering and Geology to evaluate the potential storage increase, conceptual design, and costs to remove the nitrification bench. The analysis shows that 2.0 additional million gallons of storage can be provided at a cost of $1.8M. Additional storage provides the benefit of reduced loading on the treatment plant during storm events. The new mainstream nutrient treatment process is limited by its ability to clarify peak flows while operating at the high mixed liquor concentrations required to remove nutrients. If year-round treatment is desired or required, the likely response will be to expand the equalization basin. While the cost per gallon of storage is inexpensive compared to other alternatives, acting on the opportunity is not recommended now.

Director Walters asked that staff provide a future overview on how the EMNet, Equalization Basin, Nutrient Treatment, and Local Outfall work together during peak flow events. Staff agreed to report back at a future meeting.


10. PLANT PAVING PROJECT

FY 2020/21 Budget $1,100,000

Decker updated the Committee on the project, which provides for pavement rehabilitation around the treatment plant. The work incorporates three methods of pavement repair: (1)

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base dig out repairs, (2) crack and slurry seal, and (3) full depth pavement reconstruction. The project was awarded to Terramark General Engineering Contractors Inc. at $704,914 and is expected to commence in September. Due to the favorable bid price, staff will seek proposals for additional work that was left off the project scope due to budget concerns. If favorable pricing is received, staff may issue a change order for additional work within its signing authority. Director Walter stated his expectation that the same standard for the justification of the original work be applied to the new scope. Staff confirmed the same standard would be applied.


11. TREATMENT PLANT ROOFING PROJECT

FY 2020/21 Budget $400,000

Dang provided an update on the Treatment Plant Roof Replacements. The project provides for the replacement or rehabilitation of roofs within the treatment plant. The Operations Building, Belt Filter Press Building, and the New and Old Heater Building will be rehabilitated this fiscal year. Staff has received two bids for the roof rehabilitation. The apparent low bidder is Western Roofing at $409,531. The engineer’s estimate is $350,000 with a project budget of $400,000. Staff requested to take the lowest bid to the full Board for award of contract. Staff's goal is to complete the work prior to the start of wet weather.

The Committee accepted the report and authorized staff to take the contract to the full Board for award.

12. SEWER LINE REPLACEMENT (SLR)

FY 20/21 Budget $5,000,000 12.1. SEWER LINE REPLACEMENT 2019/20

Decker updated the Committee on the project, which provides for the trenchless and open cut replacement of 2.1 miles of VCP sewer pipe with high density polyethylene pipe (HDPE). The project was awarded to California Trenchless, Inc. at $3,362,183 and is currently 75% complete. The Contractor completed work on Beckham Way and 2nd Street. They are currently working on Nina Court and East Avenue.

The Committee accepted the report. 12.2. SEWER LINE REPLACEMENT 2020/21 PROJECT (45-143.13)

Halsted presented the Sewer Line Replacement 2020/21 project to the Committee. The project consists of 1.3 miles of line replacement in various areas within the District. The engineer’s estimate for the construction of the project is $1.9M with a total project cost expected at $2.2M. A second project will be prepared in FY 20/21 to utilize the remainder of the budget. Authorization was requested to take the project to the full Board for authorization to bid and to award if the bids are within 10% of the engineer’s estimate.

The Committee accepted the report and authorized Staff to take the project to the full Board for authorization to bid and to award if the bids are within

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10% of the engineer’s estimate. 12.3. HESPERIAN BOULEVARD STORM DRAIN RELOCATION

Rossman provided an update on the project, which calls for the relocation of a 24-inch CMP storm drain bypass to allow for sag repair on an existing sewer main located in the Hesperian Boulevard right-of way. The project was awarded to Andes Construction at $165,500. Rossman reported that Andes has open trenched our sewer at the storm drain crossing and found that existing conditions do not match the design documents. Andes and the District developed an alternative solution and received approval from the City of San Leandro. The contractor is in the process of procuring the necessary materials and will re-mobilize in early September.


13. POINT REPAIRS PROJECTS

FY 20/21 Budget $1,150,000 (pending budget amendment) 13.1. POINT REPAIRS 2019/20 NO. 2

Rossman provided an update on the project, which calls for 40 point repairs throughout the District's collection system. The project was awarded to APB General Engineering in the amount of $298,888. Rossman reported that APB mobilized in early-August and is 24% complete with the project. APB is scheduled to complete the project in late September.

The Committee accepted the report. 13.2. POINT REPAIRS 2020/21

Halsted presented the Point Repairs 2020/21 project to the Committee. The project consists of approximately 70 point repairs spread throughout the District. Staff is nearly complete with the plans, specifications, and engineer’s estimate, which is anticipated to be approximately $700,000. Authorization was requested to take the project to the full Board when the design is complete for authorization to bid and to award if the bids are within 10% of the engineer’s estimate.

The Committee authorized Staff to take the project to the full Board for authorization to bid and to award if the bids are within 10% of the engineer’s estimate.

14. ALAMEDA COUNTY HESPERIAN STREET RECONSTRUCTION PROJECT

FY 2020/21 Budget $100,000 (pending budget amendment)

Decker provided a review of the County paving project. The County is reconstructing Hesperian Blvd. from I-880 to A St., including pavement, sidewalks, and center islands. Staff worked with the County to include in the scope of work relocating an existing sewer across Grant Ave. to improve safety. In addition, approximately 48 sewer manholes will need to be adjusted for paving efforts. The project is expected to run for 2.5 years with the sewer work being performed at the beginning of the project. The bid cost for the sewer work on this project is $230,995. Staff sought approval from the Committee to bring to the full Board a request for authorization to reimburse Alameda County for Safety

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Improvement and MH adjustments on Hesperian Blvd. for $230,995.

The Committee accepted the report and authorized staff to bring to the full Board a request for authorization to reimburse Alameda County for $230,995.


Warner mentioned that staff is working on a backup funding plan in the event that the CWSRF #1 loan is not awarded this fall and will work with the Board to provide updates. There will also be many projects going into construction this fall.

Director Young advised everyone to stay safe and stay cool in this hot weather.

16. ADJOURNMENT

There being no further business to come before the Committee, the meeting adjourned at 11:32 a.m.

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MINUTES

OPERATIONS COMMITTEE MEETING


THURSDAY, AUGUST 20, 2020 8:30 AM ORO LOMA SANITARY DISTRICT

BOARDROOM 2655 GRANT AVENUE, SAN LORENZO, CA 94580

1. CALL TO ORDER

Chair Simon called the meeting to order at 8:30 a.m. via teleconference. Director Duncan was present, as were General Manager Jason Warner, Collection System Manager Christopher Brown, Operations Manager Manuel Talledo-Garcia, Maintenance Manager Gene Palop, and Administrative Support Specialist Lacey Aldridge.

2. GENERAL PUBLIC

There were no members of the public present.

3. NATURAL GAS USAGE

Staff presented a spreadsheet and graph for the current and historical data for purchased natural gas for July 2020, which posted a decrease compared with the previous month’s value of 8,944 therms. Gas production for July was 301,000 cu. ft./day. Warner reported July's grease revenue was $18,164.44.

• Therms purchased – 4,903

• Cost for natural gas – $3,575.

• Grease accepted – 355,692 gallons

• Digester gas consumption – 321,000 cu. ft./day

3.1.

Natural Gas Usage July 2020

4. OVERVIEW OF POWER PRODUCTION AND PLANT DEMAND

Staff provided the Co-Gen, Solar, and Utility Power Balance spreadsheet, with updates for July 2020.

Total Plant Power Demand 683,835 kWh

Solar Generation 96,521 kWh

Co-Gen 491,520 kWh

Purchased 95,794 kWh

Returned to Grid 38,396 kWh 4.1.

Overview of Power Production and Plant Demand July 2020

5. MONTHLY POWER/CHEMICAL COSTS

Staff provided a spreadsheet for power and chemical costs. The total costs for July 2020 were $95,537, an increase from the previous month.

5.1. Monthly Power and Chemical Costs July 2020

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6. PG&E DEMAND CHARGES

Staff provided a spreadsheet for PG&E demand charges. The total costs for July 2020 were $28,471.

6.1. PG&E Demand July 2020

7. O&M FINANCES Staff reviewed the monthly financial reports for July 2020.

7.1. O&M Finances - July 2020

8. DISTRICT OPERATIONS OVERVIEW

Brown reported on the Collections Department Activities for July 2020. The topics discussed included linear feet of sewer lines cleaned/CCTV inspected, service calls, stoppages/ overflows, and requests for engineering services.

Talledo-Garcia reported that the Operations Department continues to support the Nutrient Optimization effort, participated in E-Logger Training, and coordinated and modified the schedule of mixing due to the shutdown of digester #7 mixer for repairs. Staff is also working on evaluating options for biosolids trucks. Palop reported that the Maintenance Department is working on the backlog of work orders and preparing for wet weather.

9. FY 2019/2020 REGULATORY AUDIT

Staff performed an internal audit to document and verify compliance with the various regulatory requirements that apply to the District. The audit demonstrated a high level of compliance. That said, the audit noted that the permits for sources S18 (Silent Pump) and S19 (Baldor Generator) expired on December 31, 2019. Staff has engaged the services of a consultant to assist with the re-permitting. If a permit cannot be obtained, staff will investigate the option of replacing the engines with compliant units. In FY 2019/20, the two sources were operated for 2.1 (S18) and 8.4 (S19) hours. The sources are operated for maintenance testing and emergency use only.

9.1. FY 2019/2020 Regulatory Audit

10. COLLECTIONS CUSTOMER SURVEY RESULTS Brown reviewed a slide deck presentation of the Collections Customer Survey Results. The Committee discussed several topics, including the Monthly Tracking Sheet, Service Call Breakdown, Response Time, and Results. Director Duncan asked if the survey could be sent via email. Brown replied that this has been discussed previously, but handing out the customer service survey face to face allows staff to provide additional education. The Directors thanked Brown and his staff for the positive feedback received from customers.

11. ALKALINITY CHEMICAL SUPPLY - HILL BROTHERS CHEMICAL COMPANY

Warner asked for a recommendation for Board approval to award contracts with Hill Brothers Chemical Company for alkalinity supply, Magnesium Hydroxide, in an amount not to exceed $200,000 per year.

The Committee recommended full Board approval of the contract award.


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The Directors and Warner thanked Brown and his staff for their Collections Customer Survey results. The Directors also thanked staff for a job well done.

13. ADJOURNMENT

Chair Simon adjourned the meeting at 10:02 a.m.

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Month Therms Cost Cost/Therm

% Difference

from Previous

Month

Digester Gas

Consumption

cuft/Month

Digester Gas

Consumption

cuft/Day

Grease

Accepted

gal/Month

Jan-16 4,217 $3,068 $0.728 -87.87% 10,777,740 359,258 336,060

Feb-16 4,813 $3,297 $0.685 -5.83% 10,080,000 336,000 257,500

Mar-16 6,142 $3,967 $0.646 -5.71% 9,944,520 331,484 287,250

Apr-16 8,296 $4,827 $0.582 -9.91% 8,787,000 292,900 200,800

May-16 12,336 $7,305 $0.592 1.77% 9,223,560 307,452 111,775

Jun-16 7,764 $4,726 $0.609 2.78% 9,087,000 302,900 94,500

Jul-16 8,267 $5,160 $0.624 2.55% 8,950,650 298,355 94,758

Aug-16 5,293 $3,773 $0.713 14.19% 9,277,740 309,258 160,678

Sep-16 4,634 $3,368 $0.727 1.98% 9,582,000 319,400 261,248

Oct-16 4,071 $2,995 $0.736 1.21% 9,379,350 312,645 322,950

Nov-16 3,879 $3,121 $0.804 9.36% 9,791,010 326,367 387,850

Dec-16 4,419 $3,686 $0.834 3.69% 10,628,700 354,290 233,653

Jan-17 4,295 $3,709 $0.863 3.51% 8,352,570 278,419 240,632

Feb-17 2,477 $2,102 $0.848 -1.74% 6,796,080 226,536 240,640

Mar-17 5,864 $4,423 $0.754 -11.11% 10,020,000 334,000 274,103

Apr-17 4,656 $3,319 $0.713 -5.49% 9,942,000 331,400 167,200

May-17 5,320 $3,730 $0.701 -1.64% 10,040,310 334,677 183,250

Jun-17 7,325 $5,290 $0.722 3.01% 9,611,010 320,367 173,750

Jul-17 5,263 $3,626 $0.689 -4.60% 9,434,520 314,484 275,200

Aug-17 4,022 $2,778 $0.691 0.23% 9,621,300 320,710 276,125

Sep-17 4,129 $2,858 $0.692 0.22% 9,681,000 322,700 239,000

Oct-17 6,249 $4,368 $0.699 0.99% 9,973,560 332,452 194,600

Nov-17 5,023 $3,817 $0.760 8.72% 10,380,000 346,000 188,750

Dec-17 5,777 $4,390 $0.760 0.00% 11,004,008 354,968 206,885

Jan-18 6,608 $5,022 $0.760 0.00% 11,051,004 356,484 182,800

Feb-18 4,521 $3,624 $0.802 5.47% 10,972,884 353,964 218,300

Mar-18 4,713 $3,632 $0.771 -3.86% 11,335,987 365,677 227,650

Apr-18 5,507 $3,682 $0.669 -13.25% 10,813,823 348,833 189,180

May-18 4,964 $3,339 $0.673 0.62% 10,423,998 336,258 201,650

Jun-18 4,977 $3,459 $0.695 3.32% 10,364,323 334,333 217,500

Jul-18 4,990 $3,595 $0.720 3.65% 10,509,000 339,000 196,750

Aug-18 4,231 $3,106 $0.734 1.91% 10,447,000 337,000 228,950

Sep-18 3,972 $2,926 $0.737 0.35% 10,571,000 341,000 252,450

Oct-18 4,662 $3,364 $0.721 -2.06% 10,447,000 337,000 290,209

Nov-18 3,501 $3,067 $0.876 21.43% 9,424,000 304,000 215,050

Dec-18 3,512 $3,809 $1.085 23.79% 7,560,001 243,871 253,500

Jan-19 4,775 $4,599 $0.963 -11.19% 10,141,991 327,161 357,381

Feb-19 3,101 $2,759 $0.890 -7.63% 11,038,201 356,071 384,847

Mar-19 1,036 $990 $0.955 7.36% 6,619,988 213,548 283,435

Apr-19 4,709 $3,616 $0.768 -19.60% 10,292,000 332,000 325,651

May-19 5,549 $4,018 $0.724 -5.72% 10,819,000 349,000 257,923

Jun-19 4,182 $3,033 $0.725 0.17% 10,385,000 335,000 269,697

Jul-19 3,900 $2,849 $0.731 0.73% 10,354,000 334,000 279,953

Aug-19 6,088 $4,225 $0.694 -5.00% 8,990,000 290,000 430,710

Sep-19 4,006 $2,752 $0.687 -1.01% 9,734,000 314,000 346,658

Oct-19 3,629 $2,607 $0.718 4.56% 10,044,000 324,000 480,211

Nov-19 3,902 $3,199 $0.820 14.14% 10,757,000 347,000 297,983

Dec-19 4,190 $3,787 $0.904 10.23% 11,129,000 359,000 370,473

Jan-20 5,257 $4,399 $0.837 -7.40% 11,122,800 358,800 342,747

Feb-20 3,421 $2,757 $0.806 -3.70% 10,971,861 353,931 297,793

Mar-20 3,919 $3,411 $0.870 7.98% 10,794,014 348,194 282,946

Apr-20 5,031 $3,807 $0.757 -13.05% 11,067,000 357,000 214,070

May-20 8,561 $6,519 $0.762 0.63% 9,300,000 300,000 177,687

Jun-20 8,944 $7,045 $0.788 3.44% 9,331,000 301,000 261,951

Jul-20 4,903 $3,650 $0.744 -5.50% 9,951,000 321,000 355,692

Average 5,087 $3,752 $0.756 9,947,773 325,184 256,381Max 12,336 $7,305 $1.085 11,335,987 365,677 480,211Min 1,036 $990 $0.582 6,619,988 213,548 94,500

DGS Natural Gas Purchasing

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20

Therms Cost

F:\O&M 2012\ADMINISTRATION\Monthly Report Worksheets\DGE 2020\DGS Gas Purchases 07 20.xlsx

Page 4 of 12 of 78

OVERVIEW OF POWER PRODUCTION AND PLANT DEMAND

Year Month

Total Plant

Power

Demand

(kWh)

Solar

Generation

(kWh)

Co-Gen

Generation

(kWh)

PG&E

Provided

(kWh)

Returned to

Grid (kWh)

NET

Purchased/

(Returned)

(kWh)

Bank

+ PGE favor

- OLSD favor

(kWh)

2016 January 618,849 28,832 524,640 74,560 9,166 65,394 65,3942016 February 556,249 54,589 474,640 53,477 26,335 27,142 92,5362016 March 630,291 61,151 531,880 65,499 28,239 37,260 129,7962016 April 585,326 71,607 488,160 59,032 33,334 25,698 155,4942016 May 580,294 68,540 533,760 24,725 46,582 -21,857 133,6372016 June 516,271 27,024 493,448 23,909 28,110 -4,201 129,4362016 July 509,511 9,315 533,760 10,845 44,409 -33,564 95,8722016 August 511,508 14,762 533,280 18,207 54,741 -36,534 59,3382016 September 534,691 56,517 516,520 24,219 62,565 -38,346 20,9922016 October 564,726 46,397 529,920 36,717 48,308 -11,591 9,4012016 November 553,811 39,489 516,480 33,668 35,826 -2,158 7,2432016 December 571,872 29,595 534,240 37,938 29,901 8,037 02017 January 569,931 24,743 391,200 162,844 8,727 154,117 154,1172017 February 523,270 17,180 250,740 256,540 1,078 255,462 409,5792017 March 554,951 40,678 499,040 39,627 24,262 15,365 424,9442017 April 546,375 38,791 492,480 41,503 26,270 15,233 440,1772017 May 567,693 59,718 535,680 20,662 48,367 -27,705 412,4722017 June 544,121 52,640 516,480 25,154 56,030 -30,876 381,5962017 July 524,102 90,904 528,480 13,758 108,747 -94,989 286,6072017 August 543,141 67,045 534,720 21,197 79,660 -58,463 228,1442017 September 522,760 58,593 518,400 28,695 52,928 -24,233 203,9112017 October 579,993 49,472 534,240 39,667 40,233 -566 203,3452017 November 570,368 27,598 511,200 47,196 15,626 31,570 234,9152017 December 569,344 29,899 532,360 30,847 23,762 7,085 02018 January 595,736 21,440 534,720 50,554 10,978 39,576 39,5762018 February 544,028 37,891 480,960 31,338 25,177 6,161 45,7372018 March 592,555 41,554 531,840 45,228 26,067 19,161 64,8982018 April 553,991 57,222 511,200 31,728 46,159 -14,431 50,4672018 May 569,819 59,947 535,680 24,246 60,073 -35,827 14,6402018 June 546,568 74,436 516,960 20,491 65,169 -44,678 -30,0382018 July 555,422 73,823 525,600 26,650 70,651 -44,001 -74,0392018 August 569,313 67,086 523,680 38,677 60,130 -21,453 -95,4922018 September 606,190 59,343 515,040 61,700 29,740 31,960 -63,5322018 October 620,821 52,363 524,160 68,625 24,174 44,451 -19,0812018 November 598,491 27,796 428,640 149,115 7,060 142,055 122,9742018 December 634,761 24,941 301,920 303,911 3,989 299,922 02019 January 615,696 28,047 496,580 81,039 14,260 66,779 66,7792019 February 538,482 37,241 445,920 78,216 22,895 55,321 122,1002019 March 542,429 58,734 235,200 270,216 107 270,109 392,2092019 April 571,616 75,519 488,680 55,153 47,736 7,417 399,6262019 May 656,199 76,534 531,340 48,187 44,424 3,763 403,3892019 June 552,742 95,524 509,680 21,398 73,860 -52,462 350,9272019 July 569,403 97,432 531,840 18,081 77,950 -59,869 291,0582019 August 587,273 78,772 504,000 50,035 45,685 4,350 295,4082019 September 578,051 69,761 505,920 45,158 42,788 2,370 297,7782019 October 665,490 62,988 527,520 74,982 24,253 50,729 348,5072019 November 626,061 35,137 515,040 75,884 10,418 65,466 413,9732019 December 614,751 24,207 533,760 56,784 12,571 44,213 02020 January 604,922 32,796 538,440 33,686 21,831 11,855 11,8552020 February 585,761 54,188 489,600 41,973 33,788 8,185 20,0402020 March 632,979 58,701 497,640 76,638 29,978 46,660 66,7002020 April 630,027 73,151 509,280 47,596 43,117 4,479 71,1792020 May 628,424 79,550 513,120 35,754 81,056 -45,302 25,8772020 June 603,417 96,915 471,840 34,662 60,445 -25,783 942020 July 683,835 96,521 491,520 95,794 38,396 57,398 57,492

7,440,991 762,687 6,097,680 668,946 444,326Max 683,835 97,432 538,440 303,911 108,747Min 509,511 9,315 235,200 10,845 107

Average 578,631 52,630 496,783 59,709 37,966

Total (12 months)

Page 5 of 12 of 78

Monthly Operating Costs (Chemicals, Electricity, Gas)

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

Jul-1

8

Aug-1

8

Sep-1

8

Oct-1

8

No

v-1

8

De

c-1

8

Jan-1

9

Feb

-19

Ma

r-19

Apr-1

9

Ma

y-1

9

Jun-1

9

Jul-1

9

Aug-1

9

Sep-1

9

Oct-1

9

No

v-1

9

De

c-1

9

Jan-2

0

Feb

-20

Ma

r-20

Apr-2

0

Ma

y-2

0

Jun-2

0

Jul-2

0

PG&E Solar Gas Ferric Thatcher Hypo Univar

Polymer @ Belt Press Polymer @ GBT 1265 Monthly Total Poly. (Monthly Total )

*PG&E True-Up for 2019: $115,625*

Page 6 of 12 of 78

MonthPeak

(kWh)Part (kWh)

Maximum

(kWh)Peak Cost Part Cost Maximum Cost Total Cost

Jul-19 1 663 633 $21 $3,879 $12,090 15,990$

Aug-19 181 541 778 $3,843 $3,165 $14,860 21,867$

Sep-19 581 600 600 $12,335 $3,510 $11,460 27,305$

Oct-19 449 584 601 $9,532 $3,416 $11,479 24,428$

Nov-19 0 451 781 $0 $2,638 $14,917 17,555$

Dec-19 0 685 685 $0 $4,007 $13,515 17,522$

Jan-20 0 527 527 $0 $74 $10,830 10,904$

Feb-20 0 236 375 $0 $33 $7,706 7,739$

Mar-20 0 546 546 $0 $76 $11,220 11,297$

Apr-20 0 234 418 $0 $33 $8,590 8,623$

May-20 360 501 798 $7,643 $70 $16,399 24,112$

Jun-20 214 427 427 $4,695 $2,605 $9,010 16,310$

Jul-20 353 762 762 $7,745 $4,648 $16,078 28,471$

PG&E DEMAND CHARGES

0 0 0

360

214

353

236

546

234

501

427

762

375

546

418

798

427

762

0

100

200

300

400

500

600

700

800

900

$-

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

kWh

Peak (kWh)

Part (kWh)

Maximum (kWh)

Total Cost

Feb 20 Mar 20 Apr 20 May 20 June 20 July20

kWh

kWh kWh

kWhkWh

kWh

kWh

kWh

kWh

kWh

kWh

kWh

kWh

kWh kWh

kWh

kWh

kWh

F:\O&M 2012\ADMINISTRATION\Monthly Report Worksheets\PGE Demand Charges\PGE Demand 07 2020.xlsx

Page 7 of 12 of 78

Oro Loma Sanitary DistrictREVENUES & EXPENSES WITH ENCUMBFUXNCES

Fund 15 - Operations & Maintenance

EXPENSES

COLLECTIONS

15-1-4010 SALARIES

15-1-4011 OVERTIME

15-1-4013 TRAFFIC EXPOSURE PAY

15-1-4014 STANDBY

15-1-4020 EMPLOYEE BENEFITS

15-1-4021 PENSION EXPENSE — TIER 1

15-1-4022 PENSION EXPENSE - TIER 2


15-1-4024 PENSION EXPENSE - T1 EPMC 8%

15-I-4060 GAS & OIL

15-1-4070 INSURANCE

15-1-4090 OFFICE EXPENSES

15-1-4100 OPERATING SUPPLIES

15-1-4104 SAFETY SUPPLIES

15-1-4105 OPERATING SUPPLIES-LIFT ST

15-1-4110 CONTRACTUAL SERVICES

15-1-4111 CONTRACTUAL SERV-OUTSIDE SUPPORT

15-1-4120 PROFESSIONAL SERVICES

15-1-4130 MEMBERSHIPS & PUBLICATIONS

15-1-4150 REPAIRS & MAINTENANCE

15-I-4155 REPAIR & MAINT-LIFT ST

15-1-4170 TRAVEL, MEETINGS & TRAINING

15-1-4180 RECOGNITION PROGRAM

15-1-4190 UTILITIES

15-1-4195 UTILITIES-LIFT ST

TOTAL COLLECTIONS

CurrentMonth

7/31/2020

$57,440.73

$311.17

$1,845.00

$3,520.00

$18,803.48

$158,528.31

$1,479.59

$2,925.70

$2,612.44

$0.00

$0.00

$83.10

$485.87

$0.00

$0.00

$252.13

$0.00

$2,213.91

$1,344.00

$0.00

$3,443.60

$28.75

$375.00

$989.46

Year to Date7/31/2020

$57,440.73

$311.17

$1,845.00

$3,520.00

$18,803.48

$158,528.31

$1,479.59

$2,925.70

$2,612.44

$0.00

$0.00

$83.10

$485.87

$0.00

$0.00

$252.13

$0.00

$2,213.91

$1,344.00

$0.00

$3,443.60

$28.75

$375.00

$989.46

Encumb7/31/2020

$0.00

$980,700.00

$10,500.00

$24,000.00

$31,200.00

$525,800.00

$0.00

$0.00

$0.00

$0.00

$52,500.00

$164,300.00

$3,800.00

$52,500.00

$9,500.00

$10,500.00

$40,000.00

$24,000.00

$4,000.00

$2,600.00

$21,000.00

$52,500.00

$15,000.00

$3,400.00

$26,200.00

$68,200.00

$923,259.27

$10,188.83

$22,155.00

$27,680.00

$506,996.52

($158,528.31)

($1,479.59)

($2,925.70)

($2,612.44)

$52,500.00

$164,300.00

$3,716.90

$52,014.13

$9,500.00

$10,500.00

$39,747.87

$24,000.00

$1,786.09

$1,256.00

$21,000.00

$49,056.40

$14,971.25

$3,025.00

$25,210.54

Page 8 of 12 of 78

Oro Loma Sanitary DistrictREVENUES & EXPENSES WITH ENCUMBRANCES

Fund 15 — Operations & Maintenance

OPERATIONS

15-2-4010 SALARIES

15-2-401 1 OVERTIME

15-2-4013 SHIFT DIFFERENTIAL


15-2-4021 PENSION EXPENSE — TIER I




15-2-4060 GAS & OIL

15-2-4070 INSURANCE



15-2-4101 ODOR CONTROL SUPPLIES

15-2-4102 BELT PRESS SUPPLIES


15-2-4110 CONTRACTUAL SERVICES

15-2-4111 CONTRACTUAL SERV-OPER SUPPORT

15-2-41 12 CONTRACTUAL SERV-SLUDGE

15-2-41 13 CONTRACTUAL SERV-PRETREATMENT



15-2-4140 RENTS & LEASES

15-2-4150 REPAIRS & MAINTENANCE

15-2-4160 RESEARCH & MONITORING



15-2-4190 UTILITIES

15-2-4196 UTILITIES-SOLAR POWER

TOTAL OPERATIONS

CurrentMonth

7/31/2020

$103,721.39

$2,603.46

$2,709.00

$30,482.00

$332,538.74

$1,502.93

$7,558.08

$6,234.05

$0.00

$0.00

$1,238.76

$28,977.86

$0.00

$0.00

$338.46

$3,369.15

$4,587.63

$1,384.00

$0.00

$4,111.55

$2,804.00

$2,400.00

$0.00

$0.00

$0.00

$750.00

$910.01

-10..


$103,721.39

$2,603.46

$2,709.00

$30,482.00

$332,538.74

$1,502.93

$7,558.08

$6,234.05

$0.00

$0.00

$1,238.76

$28,977.86

$0.00

$0.00

$338.46

$3,369.15

$4,587.63

$1,384.00

$0.00

$4,111.55

$2,804.00

$2,400.00

$0.00

$0.00

$0.00

$750.00

$910.01

Encumb7/31/2020 Variance

(yoOfBudget

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$1,900,000.00

$13,100.00

$32,000.00

$1,156,800.00

$0.00

$0.00

$0.00

$0.00

$21,000.00

$237,300.00

$16,600.00

$511,600.00

$18,900.00

$131,300.00

$10,500.00

$135,000.00

$70,000.00

$400,000.00

$5,000.00

$25,000.00

$11,500.00

$15,000.00

$5,200.00

$100,000.00

$24,000.00

$4,800.00

$236,500.00

$99,200.00

$1,796,278.61

$10,496.54

$29,291.00

$1,126,318.00

($332,538.74)

($1,502.93)

($7,558.08)

($6,234.05)

$21,000.00

$237,300.00

$15,361.24

$482,622.14

$18,900.00

$131,300.00

$10,161.54

$131,630.85

$65,412.37

$398,616.00

$5,000.00

$20,888.45

$8,696.00

$12,600.00

$5,200.00

$100,000.00

$24,000.00

$4,050.00

$235,589.99

$99,200.00

5.46 %

19.87 %

8.47 %

2.64 %

0.00 %

0.00 %

0.00 %

0.00 %

0.00 ‘’/o

0.00 %

7.46 %

5.66 %

0.00 %

0.00 %

3.22 %

2.50 %

6.55 ‘’/o

0.35 °/o

0.00 %

16.45 °/o

24.38 %

16.00 %

0.00 °/o

0.00 %

0.00 %

15.63 %

0.38 %

Page 9 of 12 of 78

Oro Lorna Sanitary DistrictREVENUES & EXPENSES WITH ENCUMBRANCES

Fund 15 - Operations & Maintenance

MAINTENANCE

15-3-4010 SALARIES

15-3-401 1 OVERTIME

15-3-4012 PART TIME

15-3-4013 TRAFFIC EXPOSURE PAY

15-3-4014 EMERGENCY RESPONSE PAY






15-3-4060 GAS & OIL

15-3-4070 INSURANCE




15-3-41 10 CONTRACTUAL SERVICES

15-3-41 11 CONTRACTUAL SERV—MA1NTSUPPORT

15-3-4116 CONTRACTUAL SERV - SCADA



15-3-4140 RENTS & LEASES

I5-3-4150 REPAIRS & MAINTENANCE

15-3-4151 REPAIRS & MAINTENANCE-WAUKESHAS

15-3-4160 RESEARCH & MONITORING



15-3-4190 UTILITIES

TOTAL MAINTENANCE

CurrentMonth

$73,232.20

$184.15

$0.00

$13.75

$200.00

$23,165.14

$238,657.37

$2,294.84

$4,936.98

$4,123.99

$0.00

$0.00

$40.12

$5,118.69

$132.52

$23,677.73

$0.00

$0.00

$10,162.77

$1,728.00

$0.00

$19,211.79

$36.40

$0.00

$0.00

$300.00

-11-


$73,232.20

$184.15

$0.00

$13.75

$200.00

$23,165.14

$238,657.37

$2,294.84

$4,936.98

$4,123.99

$0.00

$0.00

$40.12

$5,118.69

$132.52

$23,677.73

$0.00

$0.00

$10,162.77

$1,728.00

$0.00

$19,211.79

$36.40

$0.00

$0.00

$300.00

Encumb7/31/2020

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$18,635.48

$0.00

$0.00

$0.00

$0.00

$0.00

$1,587.58

$0.00

$0.00

$0.00

$0.00

$1,232,200.00

$10,500.00

$3 0000

$4,000.00

$0.00

$682,600.00

$0.00

$0.00

$0.00

$0.00

$16,800.00

$136,200.00

$5,200.00

$44,100.00

$10,500.00

$250,000.00

$30,000.00

$40,000.00

$5,000.00

$4,000.00

$7,500.00

$292,500.00

$150,000.00

$1,500.00

$20,000.00

$3,400.00

$10,500.00

% ofVariance Budget

$1,158,967.80 5.94 %

$10,315.85 1.75 ‘’/o

$300(X) 0(x)96

$3,986.25 0.34 %

($200.00) 0.00 %

$659,434.86 3.39 %

($238,657.37) 0.00 %

($2,294.84) 0.00 %

($4,936.98) 000 %

($4,123.99) (100 96

$16,800.00 0.00 %

$136,200.00 0.00 %

$5,159.88 0.77 %

$38,981.31 11.61%

$10,367.48 1.26 %

$207,686.79 16.93 %

$30,000.00 0.00 %

$40,000.00 0.00 %

($5,162.77) 203.26 %

$2,272.00 43.20 %

$7,500.00 0.00 %

$271,700.63 7.11 %

$149,963.60 0.02 ‘’/o

$1,500.00 0.00 %

$20,000.00 0.00 %

$3,100.00 8.82 %

$9,613.62 8.44 %

$2,528,474.12 14.49 %

Page 10 of 12 of 78

2019/20

REGULATORY AGENCY DATE REQUIRED ACTION Status Responsibility Notes

RWQCB/EBDA Monthly Submit Monthly NPDES Self Monitoring Report Done JW E-mail records stored in F:\O&M 2012\ADMINISTRATION\Regulatory\2020 compliance audit

RWQCB /SSO WDRMonthly No Spill Certification (not required if a spill is

reported during the given month)Done. Current for 19-20 Fiscal Year. (10 no-spill and 2 SSO reports) CB See admin file cabinet/Sewer Overflows/B103

RWQCB/SSO WDRFeb 2018, Every two years.

SSMP 2 Year Audit Done, Performed concurrently with SSMP Update. Done in January 2019. Next due in 01/21 and 01/23.

CB Two year audit goes to file F/collections/SSMP

RWQCB/SSO WDR

Annually CIWQS Questionarre - Annual Update Last updated 1-2-20.

CB Prompt goes to LRO. Questionarre kept in CIWQS.

RWQCB/SSO WDR

January 2019, Every two years.

SSMP Audit and 5 Year Board Review/Approval of SSMP. (Last Approved January 2019)

SSMP last approved by Board January 2019. Next due in January 2024. Two year audit performed in January 2019. Due again in January 2021.

CB Re-certified 2/19. Revised SSMP has been posted to the web.

RWQCB January 31 Annual Update O & M Manual Done, See note. MTG Major sections revised to reflect new, Nutrient Project. Computerized training program built over the last 24 months.

RWQCB January 31 Annual Update of Contingency Plan Done JW Last updated in June 2019. F:\Reference Library\Contingency Plan\2019 Update. 2020 Update in progress.

RWQCBJanuary 31 Annual Pretreatment Report Done

JDSee Annual Report to SFRWQB Board. Copy in F:\O&M 2012\PRETREATMENT\DOCUMENTS AND REPORTS\A Annual & Semi Annual Report\ANNUAL PTReports\ANNUAL - 2019.

RWQCB July 31 Semi-Annual Pretreatment Report On track for compliance JD Completed in 2019 and is on track for compliance this FY.

RWQCB August 31 Pollution Prevention Annual Report On track for compliance JD Completed in 2019 and is on track for compliance this FY.

SWRCB

May 31 The TNI regs may come in effect in 2020 or 2021 and labs (at this point in the current draft regs) would have a three year period in which they need to comply or lose their certs (sunset out). Current thinking is to renew in 2020 and be good until 2022, then renew for the last time in 2022 and lose certification in 2023 or 2024 (sunset out).

Done. Our current ELAP certification is valid through 5/31/2022. It is always a 2-year certificate.

JD

After expiration in 2023 or 2024, our lab will only provide process control information. All compliance samples will be sent out. Certification renewal applied for and obtained. Certificate number 1764 dated May 13, 2020. F:\O&M 2012\LAB\Regulatory_reporting_certification\ELAP\2020 cert renewal\2020 certifcation docs

RWQCBRequired for Each Sewer Overflow

Submit Overflow Reports into CIWQS within 48 hours of event. Must notify State EOS within 2 hours of spill to a waterway.

DoneCB See admin file cabinet/Sewer Overflows/B103. Standard procedure updated to include EOS number in overflow report.

EPAAnnually, due Feb 19, Submit Annual Biosolids Report, Online Submittal Done

JW Confirmation from EPA in F:\O&M 2012\ADMINISTRATION\BIOSOLIDS\Biosolids Annual Reports\2019

BAAQMD

Annually, October/November

Permit to Operate. A separate, annual permit is issued for each plant and each source: plant 1067, main plant, plant 22718 Bockman LS, plant 21853 Railroad LS, plant 22717 Trojan LS, plant 21854 Canyon Drive LS. Invoices are recived in October/November and the permits expire December 1st each year. The District has 25 separate permits.

Done, Yes for 2019"Plant #1067 - exp 12-1-2020BockMan S#1 - exp 11-1-2021Canyon Dr S#1 - exp 12-1-2020Trojan S#1 - Exp 11-1-2021Railroad S#1 - Exp 12-1-2020

GP

All 25 permits come in at the same time. They are due on December 1st. The approximate fee is $25,000. ( excecpt Bockman which is due November 1st)

BAAQMD

Monthly - Self Report Report engine,boiler,LS engines, portables in this file, F:\MAINTENANCE\BAAQMD\Engine And Boiler Hour Reporting\Engine-Boiler-50hr-LS-Portables hours.xls

Completed thru 12/19? - Yes, completed by Lacey.

GP

See F/Maint/BAAQMD Running Logs.

BAAQMD

Annual Update Plants 1067,21853 and 21854 mid July

Mailed to OLSD in July and is due in September. All information for this report can be found at F:\MAINTENANCE\BAAQMD\Engine And Boiler Hour Reporting\Engine-Boiler-50hr-LS-Portables hours.xls

Completed 7/31/19? - Yes, completed by Lacey.

GP

This comes in as a separate request from BAAQMD. Ending date for all locations is 7/31 for each year.

SUMMARY OF REGULATORY AUDIT CHECKS AND RESULTS

Page 11 of 12 of 78

BAAQMD

Monthly Document Hourmeter and Fuel Usage on Influent Pumps #1, #2, and 750 KW Standby Generator. The hours can be found in this file which Operations updates each month "F:\MAINTENANCE\BAAQMD\Engine And Boiler Hour Reporting\Plant Monthly engine hour log 2019.xls"

GP to verify date current thru.Data updated to June 2019 by Lacey.

GP

BAAQMD

Monthly Document Hours of Operation (total) and Emergency Hours for source #s, Plant 7,8,9,16, Portable 12,13,14,18,19 Lift Stations Bockman #1 and Trojan #1

Data updated to June 2019 by Lacey.

GP

MTG logs three influent pumps and 750 kW generator. Maintenance logs Lift stations and portables. F:\MAINTENANCE\BAAQMD\Engine And Boiler Hour Reporting\Engine-Boiler-50hr-LS-Portables hours 2018-19.xlsPermit to Operate Expired on Dec 31, 2019 for S18 and S19 we are to not operate after this date. We operated S19 for Maint PM (2.1 hrs), Emergency 8.4 hrs (EBDA related).

BAAQMD

Monthly Self Report H2S Levels in Digester Gas. Maintain rolling average under 200 ppm.

Done by Operations per permit.

MTG

See regulatory audit file folder. F:\O&M 2012\ADMINISTRATION\Regulatory\2020 Compliance Audit

Department of Toxic Substances Control

Annually Verification Questionnaire and Manifest Fees Assessment. Done on internet @ [email protected]

Completed for 2020 Fees paid 7-21-2020

GP

BAAQMDAnnually Perform Emissions Test on #1&2 Engine

GeneratorCoGen 1 engine was tested on June 24th 2020. CoGen 2 is being scheduled for testing.

GP

BAAQMD

August Receive and Review Permits to Operate, Pay Invoices. Permit Nos.

completed good until 12/1/2020, Maria paid this and permits were sent to 2600 Grant Ave, but they were not received. Maria is working on getting copies for our records.

GP

EBMUDAnnually/ August September

Test backflow preventors at treatment plant and all remote sites. Send test reports to EBMUD

Last performed 9/3/2019GP

Prompt comes from EBMUD, 60 days to coordinate inspection. Historically sent to TG Backflow.

BAAQMDAnnually Gasoline tank vent release check valve test. Last performed 12/23/19

GPEpic emails to say it is due. They automatically forward to BAAQMD to record compliance.

DMV

Bi-annual Vehicle Smog Test. Even vin #'s in even years. Odd vin #'s in odd years. Due between October and december of each year

Completed, 12-31-2019, missed one vehicle which was in the dealer for repairs and was completed in January 2020. GP

F:\MAINTENANCE\ARB\smog list.xls

CARBAnnually Diesel vehicles over 14k GVWR Opacity test due

between October and December of each year Completed 12-31-2019

GPF:\MAINTENANCE\ARB\Smoke test list 2.xlsx

Certified Unified Program Agency (CUPA)

Every 3 years Plant,CD,RR

County will call one day ahead of time to do a site visit (next due 2021). Inspection focuses on hazardous materials inspection and chemical storage and spill response training

Done in 2016. We performed an internal audit to be ready when the County calls. Housekeeping, random storage of small canisters, and labeling were key areas for tune up

GP

County has not called for inspecton. Perform an internal pre-inspection to prepare for CUPA inspection by County. Get training records in hand for submittal to inspector.

California Environmental Reporting System

Annual, Plant,CD,RR Insure current Hazardous Materials Business Plan, Spill Prevention Plan, and chemical inventories are current.

Done, Updated 6/2020, consulting with Yorke. GP

FCC10 year Next due 12/30/2028 and call sign KFK577 is

due on 2/3/23.Done. Action not needed until 2023.

GP/JW

Page 12 of 12 of 78

Meeting of the East Bay Dischargers Authority

August 20, 2020

REPORT ATTACHMENT(S)

1. Resolution Adopting the Authority’s Electronic Signature Policy

(Pages 40-46)

2. EBDA Performance - NPDES Permit Status Report (Pages 48-50)

3. Review of Authority Accomplishments for FY 2019/2020

(Pages 59-61)

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Agenda Explanation East Bay Dischargers Authority Financial Management Committee August 18, 2020

ITEM NO. FM10 RESOLUTION ADOPTING THE AUTHORITY’S ELECTRONIC SIGNATURE POLICY Recommendation Approve the resolution adopting an Electronic Signature Policy. Background Current shelter-in-place orders in response to the COVID-19 pandemic have necessitated new ways of working and accelerated trends that had already begun, with more people working remotely and conducting business digitally. In order for the Authority to conduct business efficiently in a remote-work environment while still ensuring legal requirements are consistently met, staff is recommending that the Authority adopt an Electronic Signature Policy. A draft of the Policy was reviewed in July 2020, and the Committee’s input has been incorporated. Discussion Staff has received a number of requests recently to electronically sign documents, including contracts. These requests prompted a review of legal requirements as well as best practices for issuance and acceptance of electronic signatures. The attached Policy outlines the proposed approach, including a summary of situations where an electronic signature is acceptable, and those where, by code, it is not. As noted in last month’s Committee meeting, EBDA does not have an IT Department, so a revision was made to the Policy to reflect that the Administrative Assistant will maintain the security procedure and audit trails for various electronic signature technologies. In addition, the Committee recommended that the Policy reflect the Authority’s currently selected electronic signature certification service, in order to avoid confusion. After reviewing a number of options, staff recommends implementation of DocuSign eSignature. The Policy has been updated to reflect this selection, while also noting that the vendor may change in the future.

Page 40 of 143 of 78

EAST BAY DISCHARGERS AUTHORITY EBDA POLICIES

POLICY NUMBER: 3 ______________________________________________________________________

NAME OF POLICY: Electronic Signature ______________________________________________________________________

LAST REVISED: DRAFT July 8August 20, 2020

PREVIOUSLY REVISED: NA ______________________________________________________________________

PURPOSE: This Policy establishes the acceptable technologies and procedures for the use of electronic signatures in EBDA-related business.

EBDA recognizes the need to increase efficiency, reduce waste, and provide members of the public with convenient access to EBDA services. Advances in technology can assist EBDA in achieving these goals while providing security for document management. This policy balances the need for efficient services against the risks of unauthorized activities by providing the approved electronic signature method and guidelines for certain documents and transactions.

This Policy applies to EBDA’s acceptance of electronic signatures from parties outside of EBDA, and the use of electronic signatures on documents executed on behalf of EBDA. It does not increase the scope of authority of EBDA’s authorized signatories, rather it provides an alternative means to execute EBDA-related documents. These are minimum standards. Nothing in this policy prohibits an EBDA official or employee, with the consent of the EBDA General Manager, from requiring a wet signature or higher form of secure electronic signature if he or she believes it is prudent or necessary. The General Manager may accept or authorize the acceptance of an electronic signature when the circumstances surrounding the transaction address authentication and security concerns. This Policy does not apply to electronic signatures accepted or utilized before the original effective date, and is intended to provide guidance for electronic signatures accepted thereafter. Any transaction must be analyzed under the facts and circumstances existing at the time a transaction was executed.

_____________________________________________________________________

DEFINITIONS: An “electronic record” is defined by California’s Uniform Electronic Transactions Act (“UETA”) (Civil Code section 1633.1, et seq.), as “a record created, generated, sent, communicated, received, or stored by electronic means.” An electronic record generally contains information or a data file that was created and stored in digitized form through the use of computers, machines, and software applications. The format of an electronic


EAST BAY DISCHARGERS AUTHORITY EBDA POLICIES record does not change the fact that it is a record subject to applicable public records law, but its electronic form and its dependence on machines for creation and reference do change the way these records must be stored and managed. An “electronic signature” is defined both in the federal Electronic Signatures in Global and National Commerce Act and the UETA. It is defined as “any sound, symbol, or process attached to or associated with an electronic record and executed or adopted by a person with the intent to sign the electronic record.” (Civil Code section 1633.2(h).) It is the electronic equivalent of a handwritten, wet, or manual signature on paper, and therefore must have certain characteristics for evidentiary purposes. EBDA divides this broad scope of electronic signatures into categories of documents based upon the level of security needed both to ensure the proper person is conducting the transaction and that the technology for transmission of the signature is adequate. Under California law, a “digital signature” is defined as “an electronic identifier, created by computer, intended by the party using it to have the same force and effect as the use of a manual signature.” Government Code section 16.5 states a digital signature shall have the same force and effect as a manual signature if and only if: 1. It is unique to the person using it. 2. It is capable of verification. 3. It is under the sole control of the person using it. 4. It is linked to data in such a manner that if the data are changed, the digital signature is invalidated, and 5. It conforms to regulations adopted by the Secretary of State. Government Code section 16.5 also states that the use or acceptance of a digital signature is at the option of the parties to the transaction and nothing in the law requires a public entity to use or accept the submission of a document containing a digital signature. For the purpose of this policy, “digital signature” and “electronic signature” shall have the same meaning. An “electronically signed record” is a record, file, or document that has been electronically signed by means of an electronic signature and that is related to the conduct of the EBDA’s official business.

POLICY:

Requirements for Electronic Signatures EBDA staff shall establish and maintain a software system to be used by EBDA staff for the purposes of requesting, collecting, and executing digital signatures and electronic records, consistent with the encryption standards established by, and selected from the “Approved List” of digital signature providers, authorized by the State of California. Staff


EAST BAY DISCHARGERS AUTHORITY EBDA POLICIES has selected DocuSign eSignature as EBDA’s current Digital Signature System. EBDA may change Digital Signature System vendors in the future via Commission approval of changes to this Policy.

For electronic signatures and records created and executed using EBDA’s Digital Signature System, the criteria below shall be considered met:

1. Intent to Sign Electronic signatures, i.e. not traditional wet ink signatures, are only valid and legally binding if both parties intend to sign and execute the agreement electronically.

2. Consent of the Signing Party EBDA will accept electronic signatures when the parties:

• consent to the transaction,

• consent that the transaction be completed electronically, and

• consent to receive disclosures electronically.

3. Documentation of Effect of Signature The Information Technology DepartmentAdministrative Assistant will maintain the security procedure and audit trails for various electronic signature technologies.

Routing of Electronically Signed Documents Use of electronic signatures will not change who within EBDA must approve or execute a transaction, nor will it change the routing process for the transaction. Agreements and contracts will continue to require the attestation of the General Manager.

Signed Copies Provided to All Parties When a document is electronically signed by all parties, EBDA will provide a copy of the electronically signed document to the other parties in an electronic format that is capable of being retained and printed by the other parties.

Storage and Archiving of Electronically Signed Documents EBDA staff primarily responsible for execution of a transaction shall ensure that a fixed version of the final electronic document, and any supporting documentation, is executed and collected in a manner determined by the General Manager. EBDA staff is responsible for filing and maintaining electronic records in a manner that complies with EBDA’s document retention schedule and policies.

For example, the following methods of electronically securing the final version of a document are acceptable, starting with the more secure methods: creating a final PDF that includes an encrypted signature which “breaks” if the document is modified; or saving


EAST BAY DISCHARGERS AUTHORITY EBDA POLICIES a native file (Word Document) that is locked to prevent future changes. Storage and archive locations may include EBDA’s electronic filing system, a networked drive, or other electronic system, as may be determined by the General Manager.

Classes of Documents Permitted by the General Manager The security requirements for electronic signatures range from simple to complex, depending on the transaction. A list of the documents for which electronic signatures are approved by the General Manager is available below. This list is not intended to be an exhaustive list, nor does it impose electronic signature as a requirement for any particular transaction.

EBDA staff should work with the General Manager to determine if EBDA’s Digital Signature System can be used for specific documents and with EBDA Legal Counsel to determine where applicable law permits an electronic signature be used. Any other document that, by law, requires a wet signature shall not be signed electronically.

A digital signature may be used or accepted on the following documents:

i. Requests for proposals

ii. Certificates and Permits (if permitted by law)

iii. HR-related items, such as Employee Reviews and Personnel Action Forms

iv. Commission/committee applications

v. Legal filings such as Declarations

vi. Service Agreements for Consulting & Professional Services

vii. Financial Documents (if allowed by law)

viii. Non-Professional Services Agreements

ix. Internal and External Memoranda

x. Letters and other correspondence

EBDA may accept an electronic signature form, and utilize the electronic signature software for the execution of documents for any other public entity, regulatory body, or non-profit public benefit corporation that has adopted electronic signature protocols acceptable to EBDA. Further, EBDA may accept any signature and execute any document using the digital signature technology with a certificate authority as approved by the California Secretary of State.

Classes of Documents for which Electronic Signatures are Prohibited


EAST BAY DISCHARGERS AUTHORITY EBDA POLICIES

Civil Code section 1633.3 contains a list of transactions for which electronic signatures are not available. Any other document that, by law, requires a wet signature shall not be signed electronically.

A digital signature may not be used or accepted on the following documents:

i. Documents or transactions that require a handwritten signature, includingbut not limited to transfers of interest in real property

ii. Documents or transactions requiring a signature to be notarized oracknowledged

iii. Unless the County Recorder issues an order or directive that otherwisepermits electronic signatures, documents that are to be recorded with the CountyRecorder (including but not limited to Deeds, Conditional Use Permits, andRegulatory Agreements)

iv. Initiative petitions

v. Authority Resolutions

vi. Authority Minutes


Agenda Explanation East Bay Dischargers Authority Financial Management Committee August 18, 2020

EAST BAY DISCHARGERS COMMISSION

EAST BAY DISCHARGERS AUTHORITY ALAMEDA COUNTY, CALIFORNIA

RESOLUTION NO. 20-23

INTRODUCED BY ___________________________

RESOLUTION ADOPTING THE AUTHORITY’S ELECTRONIC SIGNATURE POLICY

WHEREAS, the East Bay Dischargers Authority (Authority) is often called upon to

sign documents including contracts and agreements, financial documents, legal filings, and other official documents; and

WHEREAS, the legality and use of Electronic Signatures is governed by federal law at 15 U.S.C. section 7001 (U.S. Federal Electronic Signatures in Global and National Commerce Act, et seq., and state law at Cal. Gov. Code section 16.5, and Cal. Civ. Code section 1633.1, et seq.; and

WHEREAS, under Government Code section 16.5, an Electronic Signature has the same force and effect as a manual signature if certain conditions are met; and

WHEREAS, the COVID-19 pandemic has increased the need for the Authority to

conduct business remotely; and WHEREAS, an Electronic Signature Policy is necessary to outline such conditions

to ensure that electronic signatures may be used in place of manual signatures where desired; and

WHEREAS, one condition is the use of a state-approved certification service, and

the Authority has selected DocuSign eSignature, though this may be changed by action of the Commission.

NOW, THEREFORE, BE IT RESOLVED, the Commission of the Authority hereby Adopts the Electronic Signature Policy. SAN LORENZO, CALIFORNIA, AUGUST 20, 2020, ADOPTED BY THE FOLLOWING VOTE:

AYES: NOES: ABSENT: ABSTAIN: ______________________________________ ATTEST: ____________________________________

CHAIR GENERAL MANAGER EAST BAY DISCHARGERS COMMISSION EAST BAY DISCHARGERS AUTHORITY EX OFFICIO SECRETARY


Agenda Explanation East Bay Dischargers Authority O&M Agenda August 18, 2020

ITEM NO. OM4 EBDA PERFORMANCE

Recommendation For the Committee’s information only; no action is required.

Permit Compliance Issues There were no NPDES permit violations in July and preliminary data from August are also free of permit exceedances. Member Agency CBOD and TSS performance are shown below. A table with bacterial indicators is also included. Sodium hypochlorite dosing has been increased as the temperatures have started to rise to prevent bacterial outbreaks during the summer months. As shown in the table, a high fecal coliform value was detected at the end of July, however, because the limit is based on the 90th percentile and geomean, compliance was not in jeopardy.



EBDA Bacterial Indicators FECAL ENTERO

Date MPN/ 100mL MPN/ 100mL

Limit (90th Percentile) 1100

Limit (Geomean) 500 240 August 2019 Geomean 32 < 3 September 2019 Geomean 12 3 October 2019 Geomean 35 2 November 2019 Geomean 32 2 December 2019 Geomean 18 < 2 January 2020 Geomean 7 < 2 February 2020 Geomean 5 < 3 March 2020 Geomean 8 < 2 April 2020 Geomean 4 2 May 2020 Geomean 40 2

6/1/2020 12 2 6/2/2020 13 < 2 6/3/2020 110 2 6/8/2020 40 2 6/9/2020 33 4

6/15/2020 120 6 6/16/2020 17 2 6/22/2020 49 < 2 6/23/2020 8 2 6/29/2020 26 4 6/30/2020 17 2

June 2020 Geomean 28 3 7/6/2020 10 < 2 7/7/2020 70 < 2 7/8/2020 79 < 2

7/13/2020 12 < 2 7/14/2020 22 2 7/15/2020 13 2 7/20/2020 15 17 7/21/2020 5 < 2 7/22/2020 13 8 7/27/2020 20 < 2 7/28/2020 1600 2

July 2020 Geomean 27 3


Agenda Explanation East Bay Dischargers Authority Personnel Committee August 17, 2020

ITEM NO. P5 REVIEW OF AUTHORITY ACCOMPLISHMENTS FOR FY 2019/2020

Recommendation For the Committee’s review only, no action needed.

Background The end of the Fiscal Year presents an opportunity to take inventory of key accomplishments for the Authority.

Discussion Later this year, the MAC and Commission will undertake a strategic planning exercise for the Authority to map out priorities now that the new JPA is complete. Following that exercise, staff anticipates reporting annually (or more frequently if desired) on progress and accomplishments against strategic initiatives and goals. In the interim, staff is presenting here a broad summary of accomplishments for the fiscal year.

Staff notes the following milestones and accomplishments for FY 2019/2020:

• Joint Powers Agreement (JPA) – JPA Extension and Amended and Restated JPA were bothexecuted prior to January 1, 2020.

• COVID-19 Response – Through teamwork and flexibility, staff has risen to the challengesof conducting business during the COVID-19 pandemic. Staff work from home and adjusttheir schedules to maintain social distancing and accomplish daily tasks.

• Compliance – Continued compliance with permit bacterial indicators through proactivelymanaging chlorine residual, in close communication with Member Agencies. Also, timelyand thorough response to overflow events in May decreased the Authority’s exposure tofines resulting from non-compliance.

• Shoreline Resilience – Signed a $650,000 funding agreement with the Association of BayArea Governments (ABAG) for grant support to design and permit a horizontal levee projectat Oro Loma Marsh and study nature-based treatment systems at Hayward.

• Chlorine Residual Basin Plan Amendment – Working with the Regional Water Boardthrough the Bay Area Clean Water Agencies, completed planning documents and initiatedthe formal process to remove the 0.0 mg/L chlorine residual limit from the Basin Plan, whichwill result in significant dechlorination savings.

• Cargill Project – Negotiated a Term Sheet with Cargill, Inc. for a brine disposal project thatis expected to generate $5 million in capacity revenue and an additional $1.4 million inannual flow-based charges for the Authority.

• Completed the following capital projects:o OLEPS Redundant Emergency Power Project and OLEPS Flow Improvement

Project (new effluent valves on Pumps #1 & 4) – These projects were critical toimproving reliability at OLEPS and preventing potential overflows under emergencyconditions.

o SCADA System Upgrade: This project modernized the Authority’s SCADA system,improving its reliability and security.


Agenda Explanation East Bay Dischargers Authority Personnel Committee

August 17, 2020

o HEPS MCC Project: This project, which is 99.99% complete, was the largest project undertaken by the Authority in a decade, and it significantly improved the HEPS facility, beyond just the MCC.

o Admin Building Window and Dry Rot Upgrades: The Authority is responsible for providing a safe and healthy workplace. Repairing the dry rot in the managers’ offices ensures a healthy workplace for staff. The addition of sliding windows improved the circulation and outdoor airflow in the building, consistent with CDC recommendations for a safer work space in response to COVID-19.

o Completion of numerous smaller projects such as pump rebuilds/replacements, equipment upgrades and safety improvements.

• Cyber Security Upgrade – Developed and implemented a Cyber Security Plan, resulting in significant improvements including real-time monitoring and upgraded network equipment.

• Underground Service Alerts (USAs) – Updated EBDA’s USA Polygons resulting in reduced USA tickets, staff time, and fees:

Year 2016/2017 2017/2018 2018/2019 2019/2020 USA Fees $828.13 $680.07 $848.52 $256.50 Average

Tickets/Month 90.7 28.9

• Emergency Preparedness – Completed Disaster Cost Recovery Plan, which better prepares the Authority for FEMA reimbursement in the event of a disaster. Also, WEKO-Seals & Sleeves were delivered in June, and a 60-Inch Encapsulating Repair Coupling is on order. These parts will enable EBDA to quickly repair the Force Main following an earthquake.

• Optimized operations, resulting in cost reductions that offset labor cost increases (exemplified in the table below): CSL Labor Costs

SLEPS MDF CSL FM Labor Increase

FY 15/16 $ 51,661.73 $ 157,677.70 $ 157,222.83 7/1/15 – 6% 1/1/16 – 6%

FY 16/17 $ 62,779.23 $ 177,092.72 $ 172,916.88 1/1/17 – 6% FY 17/18 $ 50,414.51 $ 117,293.05 $ 155,835.58 1/1/18 – 6% FY 18/19 $ 54,455.14 $ 114,742.45 $ 136,984.18 1/1/19 – 6% FY 19/20 $ 54,518.49 $ 117,087.16 $ 124,078.59 1/1/20 – 6%

• Website – Staff collaborated with Computer Courage to redesign and launch the Authority’s website. This was long overdue, as the website was running on outdated programming.

• Policy Updates – Staff continues to work with the Commission to update the Authority’s finance and other policies.

• ADP Payroll Conversion – In October 2019, the conversion to ADP from Wells Fargo’s payroll system was completed. Staff worked with ADP to ensure that the various payroll and benefit programs were set up correctly. Staff also integrated ADP’s systems with the


Agenda Explanation East Bay Dischargers Authority Personnel Committee

August 17, 2020

Authority’s accounting software and general ledger. The effort was more complex and time-consuming than originally anticipated.

• Financial Edge Purchase Order Module – The implementation of the Financial Edge purchase order module improves efficiency. Previously, purchase orders were generated, tracked and logged in various computer applications.

• Wells Fargo Bank Treasury Services – Account conversion and implementation of Treasury Management services including fraud prevention services took place in the last quarter of FY2020. The value of Positive Pay was realized on July 17, when a fraudulent check was presented to Wells Fargo in the amount of $4,855.86. The Authority did not incur the loss with the fraud manager services in place.

• Closure of Construction Fund – The Transfer of the Fund 41 Capital Projects Fund Net Position @ June 30, 2020, to the Fund 31, Renewal and Replacement Fund including necessary general ledger entries required to accomplish the fund’s closure, tied up a loose end in the Authority’s accounting that had long been needed.

• Financial Audit – EBDA received another successful Unmodified Audit opinion of the Authority’s Financial Statements by our auditors, Maze & Associates.


Customer Service Calls Start to Finish

2019-2020 Christopher Brown Board Presentation September 1st, 2020

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First Things First

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Monthly Tracking Sheet

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Survey Tracking Sheets

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Customer Survey Results

2019-2020

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Tracking Sheet

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Tracking Sheet continued.

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Service Call Break Down

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Results

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Response Time Results

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Customer Comments

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Conclusions

• Crews continue to provide Exceptional Customer Service.

• Covid-19 has impacted the amount of people willing to accept literature typically provided.

• Service call totals have remained fairly consistent even with the Shelter at Home Order. (5 year average of 114 service calls)

• The rate of return for “Perfect Surveys” has increased from 36.8% to 68%.

• Scores from the exceptional column have gone from 64.2% to 84.5%.

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Questions?

Oro Loma Sanitary District 15

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AGENDA ITEM REPORT AGENDA ITEM NO: AGENDA DATE: September 01, 2020

Subject:

Approval of Authorization to Call for Bids: Sewer Line Replacement 2020/21 Project

BACKGROUND: Plans and Specifications for the Sewer Line Replacement 2020/21 Project have been completed by staff and are ready for advertising. The project consists of 1.2 miles of line replacement in various areas within the District. The engineer’s estimate for the construction of the project is $1.9M with a total project cost expected at $2.2M. This is within the FY 20/21 budget. The Construction Committee discussed and reviewed the project at its meeting of August 19, 2020, and concurred with the recommendation to send the project to bid and award if the low bidder is within 10% of the Engineer’s Estimate. Bids will be due on September 24, 2020. ISSUES: No known issues. OPTIONS: Do not advertise the project for public bidding - Not advised. RECOMMENDATION ACTION: Approve Authorization to Call for Bids: Sewer Line Replacement 2020/21 Project.

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Subject:

Authorization to Execute Change Order No. 10 in the Amount of $407,225: Nutrient Optimization Project

BACKGROUND:

Nutrienttheaward theapprovedBoard the of 4, September of meeting 2018, its At Optimization Project to GSE Construction, Inc. in the amount of $19,430,900. The project provides for the upgrade of our treatment process to remove approximately half of the nitrogen from the influent flow. To date, the Board and General Manager have authorized $1,416,963 in change orders (CO) on the project. These change orders brought the construction contract total to $20,847,863. The proposed Change Order No. 10 includes various items that were design changes, unforeseen conditions, and/or owner requested items. The major items include rehabilitation of existing return activated sludge inlet valves, relocating existing 4W lines, a new stair tower for future access to the aeration basins, repairs of existing clarifier concrete, SBS structure modifications, soil stockpile relocation, AB1 and 2 concrete repairs, bypass piping at outfall, and grating extensions at the outfall pump station. This item was discussed at the August 19, 2020 Construction Committee meeting. District policy authorizes the General Manager to execute change orders up to $100,000. If approved, this Board action will serve as a reset, allowing $100,000 in new authority. Staff will allocate funds for the change order from budgeted contingency reserves.

Change Order 1 Unforeseen Underground Conditions and Utilities $98,317

Change Order 2 Miscellaneous Repairs and OLSD Requested Work $32,975

Change Order 3 Miscellaneous Changes and OLSD Requested Work $25,393

Change Order 4 Unforeseen Underground Conditions and OLSD Requested Work

$57,878

Change Order 5 Alkalinity Chemical Addition $679,900

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Facilities



Change Order 8 Added pH Analyzer $30,515

Change Order 9 Miscellaneous Changes and OLSD Requested $69,402

Proposed Change Order 10 Miscellaneous Changes and OLSD Requested Work $407,225

ISSUES: No known issues. OPTIONS: 1. Authorize the General Manager to Execute Change Order No. 10 in the Amount of $407,225. 2. Do nothing – not advised. RECOMMENDATION ACTION: Authorize the General Manager to Execute Change Order No. 10 in the Amount of $407,225.

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Subject:

Authorization to Execute an Agreement with Garland/DBS, Inc, in the amount of $409,531: Treatment Plant Roof Replacement Project

BACKGROUND: The scope of work for this project includes the installation of a new roofing system on the existing Operations Building, Old and New Heater Buildings, and Belt Filter Press Building. On August 6, 2020, the District received a total of two bids. As shown in the table below, Western Roofing is the apparent low bidder at $409,531. This amount is not within the FY 2020/21 budget of $400,000. Staff reviewed the contractor’s references and found them to be responsible. Staff recommends awarding the contract in the amount of $409,531 to Garland/DBS, Inc., who is the General Contractor overseeing the work of Stronger Building Services. Staff will use existing authority to transfer $40,000 available budget in the Plant Paving Project to fund the work. The Construction Committee reviewed and discussed the project at its August 19, 2020 meeting and concurred with the recommendation to award the contract to Garland/DBS, Inc. in the amount of $409,531. Bidder Bid Western Roofing $ 409,531 Waterproofing Associates $ 484,271 Engineer’s Estimate $ 350,000 This project falls under CEQA Class 1 Categorical Exemption per Section 15301 of the California Code of Regulations. ISSUES: No known issues. OPTIONS: The execution of the agreement is discretionary.

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RECOMMENDATION ACTION: Authorize the General Manager to execute an agreement with Garland/DBS, Inc. in the amount of $409,531, and authorize staff to file a Notice of Exemption with the County. ATTACHMENT(S): NOE Treatment Plant Roof Rehab

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NOTICE OF EXEMPTION

TO: Office of Planning and Research1400 Tenth Street, Room 121Sacramento, CA 95814

FROM: Oro Loma Sanitary District2655 Grant AveSan Lorenzo, CA 94580

Office of the County Clerk-RecorderAlameda County1106 Madison StreetOakland, CA 94607

Project Title:Treatment Plant Roof Rehabilitation

Project Location - Specific:2600 Grant Ave

Project Location – City:San Lorenzo

Project Location –CountyAlameda County

Description of Nature, Purpose, and Beneficiaries of Project:Replacement of roofs of existing infrastructure.

Name of Public Agency Approving Project:Oro Loma Sanitary District

Name of Person or Agency Carrying Out Project:Oro Loma Sanitary District

Exempt Status: (Check one) Ministerial (Sec. 21080(b)(1); 15268); Declared Emergency (Sec. 21080(b)(3); 15269(a)); Emergency Project (Sec. 21080(b)(4); 15269(b)(c)); Categorical Exemption. State type and section number: 15301 Class 1(b) Statutory Exemptions. State code number:

Reasons why project is exempt:Maintenance of existing infrastructure.

Lead Agency Contact Person:Jimmy Dang

Area Code/Telephone/Extension:510-481-6981

Signature:

Jason J. Warner, General Manager

Date:

Signed by Lead Agency Date received for filing at OPR:

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Subject:

Authorization to Reimburse Alameda County for MH Adjustments and Safety Improvements on the Hesperian Blvd. Streetscape Project in an Amount not to Exceed $230,995

BACKGROUND: The County is reconstructing Hesperian Blvd. from I-880 to A St., including pavement, sidewalks, and center islands in its Hesperian Blvd. Streetscape Project. Approximately 48 sewer MHs will need to be adjusted for paving efforts. In addition, Staff worked with the County to include in the project scope of work for relocating an existing sewer line across Grant Ave. to improve safety. The County publicly bid this project and awarded the work to Ghilotti Construction at $24.1M in June 2020. The project is expected to run for 2.5 years with the sewer relocation work being performed at the beginning of the project. The bid cost for all sewer work on this project is $230,995. Reimbursement to Alameda County is a standard practice and occurs most years. Staff proposes to use budgeted line replacement funds to reimburse the County for the sewer related items on the Hesperian Blvd. Streetscape project. The Construction Committee concurred with the recommended action at its August 19, 2020, meeting. ISSUES: No known issues. OPTIONS: Work with Alameda County to delete the safety improvements from the construction contract scope – not advised. RECOMMENDATION ACTION:

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Approve the authorization to reimburse Alameda County for MH adjustments and safety improvements on the Hesperian Blvd Streetscape Project in an amount not to exceed $230,995.

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Subject:

Authorize the General Manager to Execute an Agreement with H&R Plumbing and Drain Cleaning, Inc. in the amount of $173,450: Major Structures Rehabilitation 2020/21 Project 40-125.00

BACKGROUND: The scope of work of the Major Structures Rehabilitation 2020/21 project includes rehabilitating the following structures:

• The Nielson Box and an adjacent MH at the intersection of Grant Avenue and Nielson Avenue;

• The Railroad Box at the intersection of Grant Avenue and Railroad Avenue; • A Junction Structure at the intersection of Fargo Avenue and Swenson Street; and • The four siphon structures on Bockman Road at Via Hornitos.

All these structures will be cleaned, repaired, and then coated with epoxy. On August 21, 2020, the District received two bids. As shown in the following table, H&R Plumbing and Drain Cleaning, Inc. is the apparent low bidder at $173,450. The amount is within the available FY 2019/20 and FY 2020/21 budgets. The Construction Committee discussed and reviewed the project at its meeting of July 15,2020, and concurred with the recommendation to send the project to bid and award if the low bidder is within 10% of the Engineer’s Estimate. Bidder Bid Amount H&R Pluming and Drain Cleaning, Inc. $173,450 Devaney Engineering, Inc. $365,000 Engineer's Estimate $275,000 This project is categorically exempt from CEQA per Section 15301 Class 1 (b) of the California code of regulations. ISSUES: No known issues. OPTIONS: Do not award the project - Not advised.

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RECOMMENDATION ACTION: Authorize the General Manager to Execute an Agreement with H&R Plumbing and Drain Cleaning, Inc. in the amount of $173,450. ATTACHMENT(S): NOE Major Structures 2020-21

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Subject:

Approval of Authorization to Call for Bids: Point Repairs 2020/21 Project

BACKGROUND: Plans and Specifications for the Point Repairs 2020/21 Project are near completion and will be ready for advertising in the first week of September 2020. The project consists of approximately 70 standard point repairs in various areas within the District. The engineer’s estimate for the construction of the project is approximately $700,000 with a total project cost estimated at at $775,000. The estimated amount is within the FY 20/21 budget of $1.15M. Staff anticipates a second batch of repairs in the second half of the fiscal year. The Construction Committee discussed and reviewed the project at its meeting of August 19, 2020, and concurred with the recommendation to send the project to bid and award if the low bidder is within 10% of the Engineer’s Estimate. Bids will be due on October 8, 2020. ISSUES: No known issues. OPTIONS: Do not advertise the project for public bidding - Not advised. RECOMMENDATION ACTION: Approve authorization to call for bids: Point Repairs 2020/21 Project.

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Oro Loma Sanitary District MEMORANDUM

TO: Personnel Committee FROM: Jason Warner, General Manager DATE: August 26, 2020 SUBJECT: PERFORMANCE HIGHLIGHTS: FY 2019/20 The past year was successful for the District. We worked lost-time injury free, met all regulatory requirements, and did not lose a single gallon from the collection system. Covid-19 was a thing, dramatically changing planned work for the year. On a personal basis, I completed 90% of my annual goals, which represents a low compared to past years. Covid-19 was a contributing factor in all my incomplete goals. The following memo includes highlights, challenges, and additional efforts from FY 2019/20. Safety – No Lost Time Injuries – Two years running. Budget – The District’s FY 2019/20 operating expenses ($20.9M) were held flat on a year over year basis (vs $20.9M in FY 18/19). The District’s cash position ended the year at $19.4M, well above the target position of $13M. Nutrient Optimization – The project is operational, completed early and under budget. This week, we reduced influent ammonia from an average of 45 mg/L to under 2 mg/L. The project is the largest at the District in 17 years. Staff invested significant resources to train our O&M staff to ensure a successful start-up. The District will not need to improve its treatment for nutrients for at least 20 years. “Zero Goals” – Each year, my goals include zero lost time injuries, zero effluent violations, zero sewer overflows, zero lift station overflows, and zero Bay Area Air Quality Management District Air violations. The District completed FY 2019/20 with zero effluent violations, zero lift station overflows, and zero lost time injuries. This year, we had two sewer overflows. Due to sound procedures, training, and execution by line craftspeople, both overflows were 100% contained and returned to the system. While capturing all volume is second to no overflows, there are no environmental impacts, third party liability, or regulatory fines in cases where all flows are captured. This was a great year for collections. EBDA Negotiations – The new JPA was signed. The District achieved its strategic goal of reducing or eliminating liability for infrastructure it does not use. The District is no longer responsible for the seven miles of conveyance pipeline upstream of the District or the two-mile segment from San Leandro’s treatment plant to the de-chlorination station. We no longer share costs for San Leandro’s effluent pump station, our responsibility for the

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Alvarado Station will end in 10 years, and our responsibility for the Hayward Pump Station site will end in 20 years. These wins were the result of 10 years of strategic thinking and execution. The changes represent $100M+ of reduced risk exposure to our ratepayers. Increased Revenue – During the year, the District began a partnership with Synagro to use a portion of the site for wet weather biosolids storage. The partnership will result in $200,000/year in new revenue. Sick Leave – No personal sick leave use in 12 years. Additional Efforts In addition to regular duties and assigned goals, I led the following efforts during the year:

1. Proactively assessed the condition of Digesters 1, 2, 4, and 5, which were found to be in good condition. Made recommendation to defer for five years a $10M project for digester replacement, resulting in savings of $1.5M.

2. Based upon the results of a cyber security audit in the prior year, implemented network security monitoring, shutdown multiple vulnerable access points to SCADA network, provided staff training on various types of cyber-attacks, and implemented active email filtering that opens incoming files in a safe zone to determine if malicious code exists. The District has taken a leap in its ability to safeguard its network and detect breaches if they occur.

3. As a result of questions from CVSan about District planning efforts, staff prepared and presented four technical memoranda documenting current loads, review of process unit capacity, review of digester and cogen needs, and ongoing efforts to address emerging needs. Staff prepared memos in lieu of a consultant-prepared master plan (which was requested), with savings of $300-500k. Planning documents were well received by both Boards and reflected the sound planning already in place at Oro Loma.

4. Successfully transitioned new Maintenance Manager to the District. The new manager was the first outside hire for the position in 30 years.

5. Performed alternatives analysis to reduce utility demand charges. Selected immediate action to implement load shedding during periods of peak import (scheduled to go online September 1, 2020) and worked to design and submit application for battery storage grant under PG&E’s self-generation incentive program. Notice on PG&E grant expected in September 2020. If the grant is awarded, the project will provide a two-year payback with ongoing savings of $150,000/year.

6. Led the transition to online Board meetings.

7. Led communications and sound response to Covid-19 risks. Implemented solutions for worker safety and completion of essential work.

8. Implemented Target Solutions Online Safety Training System. Online training interface was well timed for meeting limitations under Covid-19.

9. Responded well to Board feedback to initiate monthly Board workshops, seven-day advanced preparation of Board agenda packets, and operating with ‘no surprises’

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communications. Staff began circulating Board agenda packages seven days in advance of meetings to allow additional time for the Board to engage the materials and ask questions. Staff also prepared discussion materials for each month’s workshop. The workshops provide a collegial venue to ask questions, achieve common understanding, and make decisions.

Self Assessment Improving communication with the Board and between management and staff remains a focus for improvement. During the past year, we took a positive step with monthly Board workshops. However, more work needs to be done. In the next two to four months, the Board will decide how much to borrow or whether its strategic goals should be adjusted to limit spending. The Board will also set major policy directives through labor negotiations (the existing labor contracts expire in June 2021), the rate setting process (Spring 2021), strategic plan update (Spring 2021), budget (late Spring 2021), and potential solid waste contract extension (options could be presented as soon as December 2020). Each of these policy directives will require advanced communications and opportunity for open dialogue. The first major step will be to communicate a clear picture of our finances over the next 10 years and offer a range of potential policy options for Board consideration. Communications between management and employees involves the new challenge of Covid-19. We have worked to overcome barriers with bi-weekly town hall virtual meetings, achieving historically high employee participation (compared to in-person town halls). Employees still voice concerns that their suggestions are not taken into consideration. The challenge is to circle back and describe how an idea was considered and why it was or was not implemented. In most cases, ideas are thoughtfully considered, but the explanation for the decision is not routed back to all parties. Providing two-way communication channels allows for the highest level of buy-in for the vision and direction of the District. Great communication is essential for the highest levels of performance. I am committed to improving it at the District at all levels. The Personnel Committee suggested that I mention what help staff needs from the Board to achieve the highest levels of success. The biggest request would be for the Board to work hard to debate and refine ideas, and then present a unified directive for staff to execute. Secondly, help staff understand areas requiring additional communication by providing feedback on areas of future interest. Conclusion FY 2019/20 was a good one for the District. Several strategic efforts – including the EBDA JPA and the Nutrient Optimization Project are either complete or coming to a successful close. We continue to make measured progress on the collection system health and are poised to perform more renewal in the next five years than in the prior 20. Staff continues to look into the future to simplify and optimize our operation through real-time

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instrumentation, internal audits, sound engineering, and harnessing the professionalism and brainpower of our staff. Covid-19 will establish a mark in history. Very soon, time will be marked with “Before” or “After” Covid-19. It will change the way we live and work. In FY 19/20, it certainly changed my priorities and hindered my work plan for the year. In the case of all my missed goals, Covid-19 played a role. During the year, my recommendations to defer digester replacement, defer the cogeneration system upgrade, initiation of a biosolids storage program, and day-to-day budget management has led to cost savings well in excess of my annual salary. Given these financial wins and sound management during challenging times, I request grace related to the shortfall in assigned goals (90% Completion of Assigned Goals). Based upon the completed goals, additional efforts above and beyond the assigned goals, and challenges presented by Covid-19, I request approval of a 95% bonus award. Thank you for your guidance, counsel, and the trust you have placed in me.

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Annual Goals & Objectives Jason J. Warner

2019-2020 Note: “10-Year Strategic Vision and Goals” document sections and page numbers included. TOTAL COMPLETED GOALS (50.25/56= 90%)

1. SERVICE (4/5) ● Work one day in each of the following departments: Maintenance, Operations, and

Collections. District Vision & Values (p.6-7) – Not Done ● Obtain transparency certification from the California Special Districts Association. The

transparency certification process includes an audit of existing practices compared to those recommended by the California Special Districts Association (CSDA). District Values (p.7) Done – CSDA Transparency Certification good for 2020 and 2021.

● Send ten personal letters to District employees to express appreciation and recognition for

excellent service. District Values (p.7) Done, great to give well deserved appreciation! ● Review collection system customer service survey responses with Operations Committee

and note any recommended improvements. Present annual results to the Board of Directors in August 2020. Customer Service (p.14) Done, scheduled for August Operations Committee and September 1 Board meeting.

● Provide review of existing actions taken to advertise our line replacement activities, detail

our existing customer service to properties impacted by replacement construction, and incorporate feedback from the Board as directed. District Values (p.7) Done, presented to Construction Committee.

2. FINANCIAL (5/5) ● Prepare for upcoming Prop 218 rate setting notification (Winter 2021). Collect a minimum

of 10 notices from local agencies, identify best practices, and provide a written recommendation for Prop 218 noticing to the Personnel Committee. Financial Stability (p.9) Done, memo of best practices presented to the Personnel Committee in June 2020. These will be incorporated into our noticing scheduled for February 2021.

● Maintain lowest residential sewer service charge in Alameda County and among lowest 5%

in the State. Prepare 10-year trend of OLSD rates compared to peer agencies within Alameda County. Financial Stability (p.9) Done. The District provides service at $275/customer or $137/customer less than the nearest rate (Hayward). The District continues to invest back into its infrastructure despite its low rates.

● Deliver FY 2019-20 Expenses at least 3% under total amended budget appropriations.

Manage total operating expenses below $22.6M (Budget = $23.3M) and maintain cash position at $13M unless significant Board expenditure is approved during the fiscal year. Financial Stability (p.9) Done, expenses delivered at $20.9M and cash position at $19.4M. Expenses held flat on a year over year basis.

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● Verify cash position monthly. Financial Stability (p.9) Done. Each month, bank statements

are reconciled with the general ledger. Reconciliation signed each month and placed in the file.

● Staff will outline a minimum of three alternatives to manage pension liabilities over the next

ten years. Present written memo and recommended alternative to the Finance Committee for review. For background, the District’s outstanding pension liabilities are approximately $9.7M (June 30, 2018 valuation). The unfunded liability accrues at a rate of 7.15% or $700k/year. The District is currently earning approximately 2.2% on its reserves and can borrow at an approximate rate of 3.5%. Financial Stability (p.9) Done. Recommendation made to borrow half of $4.9M and amortize remaining balance over 10 years. Option was cash flow neutral for next 10 years and would provide nearly $750k of benefits after year 10. The recommendation was reviewed by Bartle Wells and Associates and staff analysis was verified.

3. PLANT (5.75 / 6) ● Start nutrient removal process. Achieve at least one month of <2 mg/L effluent ammonia

concentrations. Plan a celebration for the Oro Loma and CVSan Boards. Regulatory Compliance (p.12) Partially done. Process started and we recently obtained our first <2 mg/L results. Full month results may come before the wet season. Save the Date for online celebration scheduled for October 2020.

● Audit critical equipment list to verify that all required PMs are in the maintenance

management system and that the frequency of maintenance is appropriate. Regulatory Compliance (p.12) Done, great exercise for new Maintenance Manager. Equipment list serves as a teaching tool and the new manager has added his insight to improving the maintenance of critical equipment.

● Maximize the use of the existing flow equalization storage capacity by implementing the

EMNet Real Time Decision Support System. The system will access the best available storm forecasting, make predictions on plant influent flow, and advise operations on the recommended diversion flowrate. Write an assessment of the effectiveness of the system in May 2020 and identify ways to improve the system. Infrastructure (p.15) Done, written assessment presented to Operations Committee in June 2020. The assessment was inconclusive. First, the wet season was modest and the system was not put to the challenge. Second, the system relates forecast rainfall into projections of influent flow. Based upon historical data, projections for a given rain event are highly accurate. However, the system exposed the unreliability of forecast data. If the forecast is inaccurate, the resulting projections are off as well. Over time, staff will tune its use of the data and work with the project team from NOAA to improve the forecast data by installing a new radar site in the East Bay.

● Manage peak wet weather flows (peak effluent – 60 minute duration) to below 62 mgd by

optimizing influent pumping, managing diversions to the equalization basin, initiating major storms with a secondary clarifier/disinfection channel out of service and use of EMNet application. Perform pre-storm meeting with Collections, Operations, and Maintenance departments. Regulatory Compliance (p.12) Done. As stated previously, this was a modest wet season and flows remained below the 62 mgd target.

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● Perform quarterly lift station system check to ensure hardwired back-up, SCADA, and SCADAlarm systems are functional. Update quarterly procedure to verify that the hardwired back-up continues to perform without the functionality of the programmable logic controller. Verify high level controls, alarms, and paging notification for the equalization basin. Regulatory Compliance (p.12) Done. This is a key practice for the long history of reliable pump station performance.

● Evaluate potential alternative management actions to PG&E’s decision to change our rate

structure to include demand charges. At a minimum, include a review of battery systems and a survey of grant opportunities. Financial Stability (p. 9) Done, load shedding logic developed and written, to be fully operational in September 2020; design developed and grant application written to cover 90% of costs for battery system; awaiting final word from PG&E.

4. COLLECTIONS (4/5) ● Minimize overflows. Perform a Paretto Analysis on recent and historic overflows and

provide a report to the Operations Committee on proactive actions taken based on the analysis. Regulatory Compliance (p.12) Done. The analysis showed that the District’s overflows do not follow the typical pattern. Instead of a small fraction of causes resulting in the majority of overflows, the analysis shows that overflows come from a wide range of causes.

● Perform and document annual training sessions for crew on the spill contingency plan,

electronic spill reporting, and Sanitary Sewer Management Plan (SSMP). Regulatory Compliance (p.12) Done. Our crews have committed the SSMP requirements to memory and are familiar with the legal requirements governing collection systems.

● Maintain an average of 150,000 feet cleaned and/or TV’d per month. Regulatory

Compliance (p.12) Not Done. Covid allowed for limited production in the collections department.

● Replace a minimum of 2.5 miles of pipe in FY 19/20.Infrastructure (p.15) Done, 3.15 miles

replaced.

Reduce a minimum of two miles of pipe with Grade 4&5 defects. Infrastructure (p.15) Done, 2.5 miles replaced via line replacement or

5. REGULATORY (5/5) ● Use master annual regulatory checklist to perform self-audit to verify compliance with all air,

water, hazardous materials, and biosolids regulations and associated reporting requirements. Train new Maintenance Manager on Air Permitting framework, self reporting, and external reporting requirements. Present audit checklist to the Operations Committee in March 2020. Regulatory Compliance (p.12) Done, audit continues to be a great tool for proactive compliance. This year, the audit showed that the District will need to accelerate the replacement of its off-road fleet to maintain compliance with CARB standards in CA. Staff will evaluate each piece of equipment, develop a replacement strategy, and include required budget amounts into the ten-year plan.

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● Meet National Pollution Discharge Elimination System (NPDES) discharge targets.

Regulatory Compliance (p.12) Done, 14 years in a row. We have an excellent O&M team! ● Meet Bay Area Air Quality Management District (BAAQMD) Emission Standards.

Regulatory Compliance (p.12) Done ● Meet State Sewer System Management Plan (SSMP) spill reporting requirements including

all 2-hour notifications, final spill reports, monthly reports, and annual reports. Regulatory Compliance (p.12) Done

● Present list of regulatory issues potentially impacting the District to the Operations

Committee a minimum of two times or as needed. Regulatory Compliance (p.12) Done. Staff continues to rely on BACWA Regulatory Matrix update. The biggest potential issues include the 2024 Nutrient Watershed Permit, Residual Chlorine Basin Plan Amendment, Reg 11, Rule 18 Air Emissions, and future regulations on PFAS.

6. PROFESSIONAL DEVELOPMENT/COMMUNICATIONS (2/3) ● Plan and coordinate an offsite management team retreat. Agenda to include succession

planning, strategic planning, and outlook for the year ahead. Safety & Employee Development (p.11) Done, September 2019. Great time to plan and strategize for the year ahead.

● Hold breakfast or lunch meeting with Collections, Plant O&M, and Engineering. District

Vision & Values (p.6-7) Not Done. ● Host or attend two classes as a management team on best practices in organizational

communication, engagement, Sick Leave law or other pertinent topics. Safety & Employee Development (p.11) Done, Best Practices in Communications and Diversity & Inclusion.

7. SAFETY/LEGAL (5/5) ● Develop a comprehensive set of lock out tag out procedures for all District equipment. This

item is a follow up to last year’s audit. Audit shows that approximately 2/3 of our equipment has written procedures. OSHA requires 100%. Strategy will be to group equipment into classifications, then write a procedure for each classification (as allowed under the law). Safety & Employee Development (p.10) Done, project completed. After considering the effort, staff decided to complete individual procedures for all missing equipment. This was great work by staff.

● Ensure that the District and the Board remain in compliance with the Brown Act, Health &

Safety Code, and other relevant regulations. District Vision (p.6) Done ● Experience zero “lost time” injuries during fiscal year 2019-2020. Safety & Employee

Development (p.10) Done ● Perform a minimum of four management safety audits of collection system field practices.

Audits to mirror existing monthly audits within the treatment plant. Safety & Employee Development (p.10) Done

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● Update Oro Loma Contingency Plan including a review/update of all attachments.

Regulatory Compliance (p.13) Done 8. INNOVATION/OPTIMIZATION (4/4) ● Provide a minimum of two updates on the progress of the ‘First Mile’ Horizontal Levee grant

effort to the Operations Committee. District Vision (p.6) Done. During the year, the alignment was shifted to the South of the Treatment Plant. The effort was held pending the outcome of a parallel effort from HASPA to engage stakeholders and select a preferred alignment. A draft RFP has been developed and will be sent to consultants in Fall 2020.

● Develop a test plan for the use of our local outfall for continuous (100%) discharges on a

ten-day trial. Target date for trial is September/October 2020. Submit plan to Regional Water Quality Control Board and obtain approval. Coordinate all planned sampling efforts by August 1, 2020. Note: this trial was anticipated and written into our 2019 Local Outfall NPDES permit. Financial Stability (p.9) Rescheduled with Operations Committee approval; removed from goals list.

● Implement and start-up the Microvi Sidestream treatment process. Write quarterly reports

required by EPA and modify our existing Operations internship program to attract local candidates from local community. District Vision (p.6)/Financial Stability (p.9) Done. All quarterly reports submitted to EPA, successful recruitment held during Covid, and four interns working now.

● Prepare preliminary engineering study to estimate storage opportunity and estimated costs

to expand the equalization basin by removing the nitrification trench, which is no longer needed because of the nutrient optimization project. The expansion effort is expected to be low cost as it simply involves excavation of material on the interior of the existing basin. Financial Stability (p.9)/Regulatory Compliance (p.12) Done, memo scheduled for August Construction Committee meeting. Analysis shows that the basin can be expanded by 2 million gallons at a cost of $2M. Staff’s recommendation is to hold on the option.

● Prepare visualizations of the Omnivore Process (technology to double the capacity of

Digesters 6 and 7) as applied to the District’s digestion system. Omnivore offers many benefits including energy efficiency and an alternative to rebuilding the capacity in Digesters Nos. 1, 2, 4, and 5 planned for replacement in 2024. The technology is new and not well understood by existing staff. The visualizations are intended to clarify the alternative, so that it can be considered along with the conventional alternative of building new digesters. District Vision (p.6) Done, brochure presented to Construction Committee and circulated among O&M staff. The planned replacements will be pushed back after an assessment of the existing digesters showed there is remaining life.

9. ENGINEERING (5/5)

● Supplement the existing recycled water feasibility analysis with a new section focused on non-potable reuse alternatives analysis. Identify potential customers, potential demands, lay out a distribution system, potential interconnects between other existing systems, and estimate costs per acre-foot for the supply of non-potable recycled water within the Oro Loma Sanitary District. Present report findings to the Board in July 2020. Infrastructure

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(p.16) Done, report circulated in August 2020 and will be the focus of the September 2020 Board Workshop.

● Complete Spot Repair Contract No. 1 and 60% of the FY 19/20 Line Replacement

Construction Scope. Prepare plans and award Spot Repair Contract No. 2 by April 2020 and prepare plans and bid the Auxiliary Secondary Clarifier Demolition Project. Infrastructure (p.15) Done. The Spot Repair Contract is complete and the FY 19/20 Scope is 75% complete. The Spot Repair No. 2 contract is under construction and the Auxiliary Clarifier coating work is complete.

● Prepare plans and send the FY 20/21 SLR Project to bid by October 1, 2020, prepare plans

and bid the FY 19/20 spot repairs no. 1 contract by September 1, 2020. October 1 goal allows coordination with status of the State Revolving Fund Loan Award. Infrastructure (p.15) Done. The effort was arguably done twice. Plans were ready based upon an SRF award. After we did not receive the award, we put another package together of ‘non-SRF’ work.

● Provide Board with “2019/20 State of the Collection System”. Presentation will provide

update on progress toward strategic goals, health of system, and required funding requirements into the future in August 2020. Infrastructure (p.15) Done, scheduled for August 18 Board meeting.

● Perform a minimum of three inspections of Collection System Improvements and/or new

tracks with the District Engineer. Infrastructure (p.15) Done. Recent inspections show that activity at City Center is high. This project is key for the District’s cash flow. It appears that fees may come in sooner than projected.

10. SOLID WASTE AND RECYCLING (3/5) ● Perform characterization study on residential recycling to establish baseline compliance

levels on the organics and mixed recyclables placed in the cart. Use study results to set baseline for progress toward strategic goal of 50% reduction of residential recycling contamination. Regulatory Compliance (p.13) Not Done. A contract for this effort was in place and the work was scheduled. The contractor halted all operations for safety reasons and WMAC would not allow access to Davis Street Transfer Facility to conduct the study due to Covid concerns.

● Develop a menu of potential options and costs with Waste Management to meet the

Strategic Goal of reducing recycling contamination by 50%. Present menu to the Board for consideration. Regulatory Compliance (p.13) Not Done. Staff held at least three meetings with WMAC to frame up potential menu items. Due to WMAC’s focus on Covid response, proposals were never presented.

● Meet the AB 939 waste diversion mandate (50%) and strive toward achieving the Alameda

County Measure D goal of 75% waste diversion for Alameda County Unincorporated. Regulatory Compliance (p.13) Done. The measured diversion rate for Alameda County Unincorporated exceeded 80%.

● Monitor Waste Management operational contract compliance by auditing routes three times

and presenting the findings to the Solid Waste Committee. Regulatory Compliance (p.13)

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Done. This practice continues to be a good tool to identify issues to tune up and reinforce with WMAC management.

● Continue outreach to commercial and multi-family customers to help them to get into

compliance with state and county mandates – contact all affected customers one time per year, as required, and provide site visits, waste assessments, technical assistance, and training as needed. Regulatory Compliance (p.13) Done. We continue to target outreach to businesses, schools, and multi-family complexes.

11. BOARD AND COMMUNITY RELATIONS (4.5/5)

● Arrange and provide a minimum of three school or other youth group tours of our facility.

Customer Service (p.14) Done ● Submit all Board and Committee agendas in an accurate and timely manner each month.

District Values (p.7) Done

● Schedule Board workshops to review the existing Communications Plan and gain input to either update it at a staff level or perform a complete overhaul using outside consultants in FY 2020/21. Customer Service (p.14) Done. Direction was to do it in-house and focus messaging on a customer call to action.

● Attend a minimum of ten community meetings, including homeowners associations,

chamber of commerce events, or other similar events during the year. Meeting attendance should include meetings in various geographical areas within the District. Customer Service (p.14) 50% complete. Covid limited many opportunities to meet in the second half of the year.

● Provide the Board with an overview of existing Board and Committee meetings schedule.

Present options and trade-offs between supplying attachments or Committee meeting minutes with less than seven days’ notice or delaying their distribution to allow the target review time. (District Values, p. 7) Done. Board re-affirmed its desire for seven days’ notice. For items that cannot be produced due to scheduling limitations (e.g. minutes for meetings occurring within 7 days) staff distributes the minutes when they are available.

12. PERSONNEL (3/3) ● Maintain staffing at or below budgeted position allowance of 45 employees (note: Board

approved an addition to the Operations Department, raising the approved number of positions from 44 to 45. District Vision (p.6) Done

● Continue quarterly brown bag training sessions to provide peer-to-peer training

opportunities. District Vision (p.6) Done. Extensive training performed this year in advance of the NOP start-up. At least 20 hours has been filmed and available for future staff training.

● Complete annual performance reviews for all direct reports. District Vision (p.6) Done, we

have an excellent management team.

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