tv [untitled] July 27, 2010 9:02am-9:32am PST
hearing and seeing no one, the waste water system review workshop #6. >> good morning. today we have two workshops. we have a morning session, then there be a break and then an afternoon session. i printed some things out of large size sheets. the fall agenda -- the full agenda and some of the labs that are here that seem so big did not look that big when we printed them out on half size, so i wanted you to have the benefit of the larger size print. so, just to review from the agenda, workshop runs from 10:00 until noon. we will be walking through the
rest of the projects we did not get to on april 27, talking through some of the questions that have come up at previous meetings and responding to them, then moving on to level of service discussions. there will be words on technology from our progress engineering group. we will also talk about the rate of impact. workshop #7 will start in the afternoon at 1:30, where we will talk about flooding, community benefits, climate change, sustainability. at the end of the day there is a potential commission action to endorse the goals and levels of service and that agenda item that has been included in the program. first off, our morning session. we will start with a quick review of the process we have been through for the last 10
months, talking about the expectations for today. we have about five projects that we did not get to. they are fairly similar and straightforward. there were two other questions. the first is on the sunnyvale area, the sec as on great impact. after that we will discuss the first level of service. to make things easier, in the back of your work book there is a large size worksheet. what it has on it are the goals , and in the next column the associated levels of service, the implementation strategy, and the projects that have been proposed. essentially you can follow from left to right. all of the projects discussed today are part of the proposed program. but i think of this will help. we have been working from top to
bottom in attempting to achieve checkmark agreements on goals for a level of service, which is how the slides are formatted. unfortunately these slides are fairly small. ok, let's get going. this is the sixth and seventh workshop today. we have talked about how the system works, how it operates challenges, differing performances and how we wanted to perform. we have discussed priorities. what has come out of the long term planning process over the last several months. public priorities, commission priorities, staff concerns, and recommended levels of service goals. we spent the last three meetings talking about those. today we have set goals and levels of service that we can move forward with to get the
program moving forward. to review, there are five goals. compliant, reliable, resilience and a flexible system. minimize flooding, benefits provided to impactive communities, modified systems to adapt to climate change, and lastly achieving economic and environmental sustainability. we will move into the expectations for today's workshop. today we are focusing on goals and level of service. really, this is an improvement program and a capital program that is the result of the master planning process that occurred over the last several years, ruling in all of your concerns and conversations here at the commission, identifying how we
will meet the challenges of the future. seismic issues, regulatory, sea level rise. we are not looking for project adoption but more endorsement for the goals of levels of service seeing the program through its 30 year life, guiding us as a plan project alternative and selecting other alternatives. those strategies provide the flow into the future. once again, this is our work sheet. this will be what we are following throughout the day. put together to make it easy so that all of the strategy is linked together with goals, levels of service, and proposed projects. you can essentially follow from left to right. the source as an improvement
report that summarizes the major outcomes of the master planning process, incorporating the work and discussion we have had here at the commission. as well as additional discussions and identification with a greater deal of detail about each goal and level of service. there are great deals of information about systems, regulatory requirements, how the system performs well, talking a bit about ongoing activities. once again, pointing out that the horizon is in 30 years. referenced in the report we point the readers to the technical work that was done during the process. white have -- white papers and technical memorandum's are available on the web call all rolled into this document.
we will be updating the website so that additional studies and analysis are included. so, once again, there are supporting volumes. i have viewed binders of information that will be loaded on. we expect that by friday we will have the technical information available on the web. during the course of our workshop we have discussed operations made mince and our and our. operations maintenance is a daily activity. monthly and annual life of these to keep things running, things like cleaning, flushing, and replacing. we have also talked about already are -- r and r.
what is the frequency we need to keep our capital asset system running? there are also things under there that could be transported through box repair, tunnel inspection, other items that will come from this institution in the future. what i wanted to emphasize is that while we have been talking so much about bill long term, long-range capital program, there will always be a basis. you will see it every year in the budget process. that is the groundwork. we have to do all of that work every year, every day that there is activity. this is different, a capital program with new facilities and longer-term.
just highlight again, probably again later in the presentation, there are three forms of investment as well as major capital investments. those are handled in the annual budget process. we will be returning to the commission to discuss the potential level of service for the program. one thing that affects both ssi p and r and r is asset management. we are trying to look to the future to stabilize life cycle costs, making sure that we pick the right asset to replace.
in a treatment plant, pumps the last 30 years. managing a condominium, each component makes sure you will have maximum reliability. later in the day we will have an agenda item that is drafted for endorsement service. lucky 13 take to that. -- pick that. we are hoping to get approval to move forward on the program. at this point, before i move forward, to refresh discussion of the projects, are there any questions?
>> [inaudible] how is that fought through with regards to the financial fixer? -- picture? >> todd will be looking at that. when we look at the complete business impact we have to consider both and what both would warrant in terms of rate increases or changes. but we have given him projections for the spending. ssip is different because those are discrete projects that need to be laid out over time. r and r is a more predictable
amount of work. in the future we will have other types that relate to the system, like changing of the ponds and other types of things, that is was being programmed into the financial were given to todd. >> i was going to rest a similar question. at the end of the day we will have to figure out how one relates to the other. to do the level of r&r that we think we should be doing will take a lot of money. by the time we start thinking about the impact we are capable of dealing with, it will be in front of us. today we will have only one piece to figure out how the
space out. >> our assumptions that have gone into the modeling, the process being used books every component r&r & -- component of r&r, of laying them out in time and doing escalation where warranted. that is the basis for his work. it is hard to have a snapshot that is out that far for these things in each category. we can come back with that at a subsequent meeting. that is a complete discussion on unsound. >> asset management pieces, are they primarily technology infrastructure? not technology -- not capital infrastructure, really is a
matter of being able to manage the assets. >> is actually both, not the whole picture. looking at the assets that we have now, the condition and expected remaining life, the history on that, the repair history that we can get from our electronic databases, tracking the work orders, failure of history, all of that would go in for any given asset. even for things we are running out and in the future. for a new facility would be given unique components, each component would be given identifier numbers that would require regular inspections, tests, and life associated with
each office bill. it is intended to be everything. it would affect our practices as to how we inspect, maintain, and track assets. lewis, am i missing a thing else? >> does it include recommendations? >> for replacement for extension of life. in the discussion we will connect to the outfall. we have existing big investments in these types and we must do inspections with major capital programs to extend the useful life. feeding into the asset management system. we are trying to integrate the systems so that we know the history and failure of capital
planning so that it is linked together, planning the program we would know from our asset management system that these lines are hybrid. based on but two years that are left. the history of breaks, repairs, and sinkholes starting to integrate to make this a lot more transparent, coming to you on a regular basis, looking for annual appropriations. >> we have had several discussions on this that had been very helpful. i have started to think for ssip that we have -- for r&r, we have a common-sense obligation that keeps things in good running order. engineers will tell us what that will take. it needs to meet two other tests.
there's a value engineering process where we make sure that this is not just a wish list, but the most cost-effective way of keeping it running. it also needs to fit into our vision of how we think about rates. that is the discussion that i think we need to have as well. it starts as engineering activities and quickly from their gets into value engineering. >> section 3 is going to take you back to april, when we were talking about the types of projects that might be included in the program and the few remaining projects that we have to go through. we do have bigger copies of this in the handouts that i passed out. on april 27 workshop we discussed the projects highlighted in green.
with treatment front order control we spent a lot of time on channel tunnel and flood control. today we have a section later in the day on flood control as well. i will briefly be going over the other projects, including treatment plant upgrades, outfall, treasure island, and i want you to notice that we have upgraded this chart. you have seen it before. it is the cost chart. it includes dollars for building the project the day or tomorrow. we also included estimates on the time of construction with a preliminary schedule time for environmental reviews, design, and construction. those are the escalated dollars that are the midpoint.
when the project meets a goal and level service, there is an x in that column. i will be using this chart throughout the presentation as an interactive tool. now we are looking at levels of service and the related projects. we will start with some treatment projects. once again, refreshing about the treatment plant that we got from the city, just to refresh you on the location, urban side on the west side of town with outfall on the pacific ocean, north of
the city and southeast here, we cannot forget treasure island. i think you have a better copy in front of you. talking about treatment plans and out fall. the problem we are solving when we are looking at treatments, we want to make sure that we maintain permit compliance. meaning that all of our equipment has to be able to be fully operable during wet weather, we have to be able to turn everything on and operate at max. we can also not have any dry weather violations. remember we talked before about the wet weather season being effectively october through april? have i given you too many pieces of paper? do you need a replacement?
>> [unintelligible] >> as the commissioner pointed out, the permit also requires placing equipment on a regular basis with a capital program so that it works well. replacing the inefficient and undependable processes that are breaking or troublesome, we need to upgrade the order control an institution to electrical. everything is in service, 24/7, constantly running. we have talked a lot about risk and removal. we have seismic,