tv Government Access Programming SFGTV August 31, 2018 9:00am-10:01am PDT
>> thank you, commissioners. i am pleased to call up to the podium, our former p.u.c. general manager, pat martell. could you come up, please? it's like being home. room 400. it's a homecoming. pat was the g.m. from 2001 to 2004. and mayor willie brown appointed her in a second term as mayor to head up this utility. commissioner anne cane was a commissioner at that time.
and michael carlin. where is michael? [laughter] and he was actually part of the executive leadership team and then i joined in 2003. and, in fact, pat brought me over. pat really showed leadership. we were at a time when our water system was failing and in -- in november, 2002, the san francisco voters really placed their trust in the p.u.c. by passing and placing trust in the water and wastewater system. and she spent hours talking about the need of our infrastructure and really showed some leadership and people
really felt and really trusted her when she was out there speaking on behalf of the p.u.c. and so prop a and e passed. and that started the water system improvement program. one thing that i want to do is take pat around to look at the projects. if it wasn't for you, we wouldn't be able to do the $4.8 billion of infrastructure and we're also planning another $7 billion on the wastewater system. and we really couldn't do it without your leadership at the helm at the time. so we started the master plan for the sewer system improvement program. the other thing you did, you centralized our customer service operations at 1155 at the time. so that was something else that you really did.
so, pat then moved courses, back to be city manager in 2005, which recently retired june 30. so i had an opportunity to go and visit pat that day, where she threw a party and it was just remarkable the lives and people and careers that she touched. and it was just great having you at daly city. we've worked on amazing projects together. and you knew what it was about. there's a lot of memories that i can share, but i will share a lot of them offline. from the bottom of my heart, i appreciate your effort here in the city and in city government and in daly city. we have some tokens of
appreciation. first, i would like to present you with a resolution, which pretty much says the stuff that i said before. and also present to you a sewer cover. [laughter] >> i've always wanted one. and also a water cover. and then we have some swag from power. if you can come up here and take a picture and say a few words. come this way. [laughter] [applause]
>> mr. chairman and general manager kelly and members of the commission, i want to thank you sincerely for this recognition. it's touching me very deeply for a variety of reasons. to this day, about 15 years later, almost 15 years later, the p.u.c. still holds a very, very special place in my heart and the time that i spent here meant a great deal to me. i consider the assignment here as general manager of the p.u.c. as one of the highlights of my career. and i talk about it often and i talk about the great work that was done prior to my getting here, during the time i was here, and subsequently. i want to acknowledge commissioner moran, because at the time i started as a former general manager of the p.u.c.
he was an enormous mentor for me. he provided a lot of insight, a lot of background. and was great support for not just me, but those who work on the campaign to have the bond passed. without his great insights, history, knowledge of the system, it would have been a much greater challenge, so i want to acknowledge the role that you played. and i've appreciated it very much. when then-mayor willie brown asked me to come to the p.u.c. as a general manager, he said to me, one of the reasons that he felt that i could make a difference here particularly in addressing the hetch hetchy system and the water program was the relationships that i had outside san francisco with the
wholesale customers outside of the p.u.c. as colleagues of mine in local government, we work together on a number of activities, including water issues. and it was those relationships and collaborations that i had had over come prior to coming to the p.u.c. that helped a lot, enormously, to move the work of the p.u.c. at that time forward. the formation of bawsca and the relationships among the bawsca members that was in place really needed the support of getting the work done, not just getting the water bonds passed, but the support of the agencies outside of san francisco to work collaboratively to see the day, which we've arrived at, where the project could be completed. it's those collaborations and collaborations that daly city had with the p.u.c. prior to my
coming here that has continued on over the years. i'm very proud, not just for the time i spent here leading the p.u.c., because it was the work of many, many individuals, many of whom are behind me, some who have retired already, but it was a lot of people that helped to support the work it needed to be done to move the system improvements forward, including our colleagues in bawsca and the support that elected officials outside of san francisco give given to move forward with completing the water supply improvement program. so i want to act knowledge all of those relationships. i'm very proud that daly city has worked with every single general manager since i left to continue good work in groundwater management and a variety of issues that are going to ensure the safety of our water supply for the bay area going forward. i was proud as city manager of daly city to work with the
p.u.c. on an ongoing basis to continue the good work that we had done and to continue those collaborations. and i'm certain that the new director of water and wastewater in daly city will continue to be a great collaborator with the general manager and his staff here at the p.u.c. it's been a great honor to serve the p.u.c. it's been a great honor to serve local governments throughout california. i've served five different agencies during my 38 years of local government service and i'm very happy now to be able to pass it on to the next generation who will continue the good work here at the p.u.c. under harlan's stellar leadership and i do have to take credit for bringing harlan over here and having the foresight that he was a rising star and that he would make huge contributions here as g.m.
i'm glad he's risen to this level. i've watched his leadership and know that he has great work still in store. thank you very much for this kind recognition. thank you for the opportunity and privilege to serve the residents of san francisco as well as our wholesale customers as general manager back in the day. and as resident of the city, i have been very proud to see the work that's going on and i look forward to the sewer system improvements that will be going forward as well. thank you so much. [applause] >> president kwon: thank you. terrific. next is item 8. >> clerk: any public comment?
>> president kwon: okay. next is item 8, project pull program update. i would like to call up lisa miles. you will introduce this? >> yes. commissioners, project pull is celebrating its 23rd consecutive years. it's a program that i started back in 1995. it's really a great concept that my friend and colleagued who passed away, robert mason, we talked about trying to involve some work experience for young folks and pair them up with city employees as mentors. and programs, like i said, started in 1995. i believe that we only had like four or five kids in it at that time.
and then it grew to 30, went to 50, and now this year it's 166 kids during the summer that we place in the p.u.c. and other city departments. over the years, we've had over 2,000 people participated in this program. and so with that, i wanted to bring up the director of project pull to give a little background and then you have some of the project pull students who will talk about their experiences in project pull. lisa? >> i just want to say thank you so much. we're excited to be here. we want to share a little bit of our practical journey and how the program has evolved. in 1996, we had five interns.
2009, we had 40 interns. 2013, we hit a milestone -- 113 interns across city agency. this past summer, we had 166 interns across 20 city agencies as well as 300 city employees. so for us, that's a huge success. in addition, our -- the program covers a variety, animal care control, sfpd and treasure island, just to name a few of city departments that have participated with the program. in addition to the new departments, we were able to create an expansion program, which we're super proud of. in 2014, we had project pull plus. this was geared for former interns from the bayview/hunter point area, entry into second year of college and they were
placed. our second expansion program was in 2015. it was project pull mentor assistance program. it's an extension program for college interns who were placed with city agencies within their career field. not only did they get to learn about their career interests, they also had a chance to gain leadership skills by mentoring and assisting high school students that were placed within the city departments. in 2017, our third expansion, we had our very first-ever project pull program at moccasin. so we were very excited about that. this year we have three interns, two high school and one college. this year we launched our project pull promise. i'm super proud of this program. this program we provided three incarcerated youth internship
opportunities. the purpose of this program was to provide a promise that we give them a skill set, the knowledge that's necessary for them to better themselves out in the workplace. and how we did that, we had curriculum set up for them. we had mockin -- mo mock interviews, resume writing. this is first of is kind. i want to say thank you for trusting and believing in my team with what we love so much and want to share that with the young folks that are incarcerated. we believe in trusting them, too. we hope to continue the relationship with them down the road. i want to thank harlan for leaving in me and letting me run the program the way i see fit. here i have two wonderful
project pull alum to speak on their experience with project pull. >> president kwon: before you cede your podium, looking at the energy amongst your graduates and the continued mentorship, it does a lot for your mentors within various departments to foster that level of talent. my compliments to you. it's terrific. >> i have shayla richardson and carlos ramos. sha'nice patterson could not be here. she had a family emergency. >> good afternoon. i'm shayla richardson, i'm at u.c. irvine. i completed my seventh summer with project pull. i've had the privilege of working with many city departments. starting in summer, 2012, i worked at the human rights commission, which was my first job. then i worked for public works,
[applause] >> good afternoon. i would like to thank all of you for providing me the opportunity to speak upon my experience with project pole. my first summer was in 2014 as a college team leader. it was my very first job and as a first-generation college students, it was truly an eye-opening experience. it was through project pull that i was able to envision the future that i wanted for myself and for my family. i remember walking into 525 golden gate avenue with my heart racing cabin everest to be in a professional office setting for the first time. all of my worries were put at ease when i was greeted with a welcoming hug. given that project pull was my very first job, there were many mistakes that i made, but thanks to lisa's love and patience, i
learned from them. i have the opportunity to work with lisa and continue with project pull as a project coordinator and is a city employee to help give others a same opportunities and second chances that were given to me. this past year, as proctors program coordinator, i have witnessed a tremendous amount of work and passion that it takes to run a successful program like project pull. none of which would be possible without our fearless director and leader, ms. miss lisa, never likes to take credit for her hard work. hence why we are up here today. project pull is more than an intership. it is a family. nunavut would be made possible without the support of the commission, vision, on the hard work, passion and dedication of our dearest lisa. i would now like to invite her to the podium to conclude our presentation. >> thank you. in conclusion, we would like to share a 62nd video that
demonstrates the impact that project pull has made. >> hi lisa. in celebration of project pull, we wanted to show you how much we love and appreciate you. >> sheet she is amazing, first of all. she just has a wealth of experience. >> my thoughts about lisa is how passionate she is for all the work that she does. >> lisa is definitely mom material. >> she has an extraordinary woman. she cares and that is what makes it so special. >> she has been changing for my life -- changing my life. >> lisa, thank you for giving everyone a second opportunity and for your love and dedication to the program and to all of us. >> here is to another year.
>> thank you lisa. >> thank you lisa. >> i love you, lisa. >> thank you lisa. >> thank you lisa. >> thank you. >> thank you lisa. >> thank you lisa. >> thank you! [applause] >> thank you, very much. that was terrific. i would like to invite any public comment on project pull. anyone? >> to you, lisa, there is nothing that is more rewarding than showing people the way and teaching people how to fish instead instead of just giving fish. every day i am learning more here. i know that our general manager understands that. i also understand that what is missing, most of the time from
these kinds of efforts is people like you. that's what's missing. i want to thank you personally for being there for those in this. >> thank you. >> thank you very much. any other public comment? also, i want to applaud your work with juvenile hall. i speak with some experience, but when you are youth in trouble, trusting yourself is the biggest thing. your providing opportunities and it is very important. thank you,, very much. we are now moving on to item nine which is report of the general manager and we will have public comment after each item. it is all yours. >> the first item is an update from clean power of. >> can i interrupt you very quick? we have people standing here. can i ask the people who are seated, and can you move to the middle so people can get a seat? if is the empty spaces -- empty spaces between new fill until the middle. thank you. i appreciate it.
>> thank you. >> good afternoon kat commissioners. i'm the assistant general manager for power. today's clean power s.f. update will cover service to customers and regulatory activities. our service currently has -- well, sorry. our service and current enrolment effort continues to move are long since exit successfully. we enrolled a large number of customers both commercial and residential into the program in the month of july. approximately 27,000 in total. as a result, the program --
program is actively surveying 108,000 accounts with a -- with a cumulative opt out percentage of three%. and 97% retention rate. as part of the july enrolment process, we have completed mailing all of the required enrolment notifications before notifications are required by statute. customers brought into the program in july have started to receive their first bills with clean power s.f. charges on them our super green upgrade rate continues to exceed our opt out rate at 3.4% of our customers. that means about 36 -- 3650 businesses and households in san francisco have elected to receive 100% renewable electricity from clean power s.f. that is 250 more super green participants than the last time we reported to you on this in july. as for regulatory activities, commissioners, you know that clean power s.f. generation
rates are set to absorb the impact our customers received of search and pg nde and e. charges these charges, change annually through a process at the california p.u.c. they also have a role making where they are reconsidering the general methodology for how those charges are set. we have been very active in that proceeding. the california p.u.c. has issued two proposed decisions in that role making. the first proposed decision was issued by the judge and that came out on august 1st. the second proposed decision is called an alternate. it was issued by the commissioner assigned to the proceeding on august 14th. broadly speaking, the judge post is ' proposal is much better. it encourages the investor owned utilities like p.g. & e to prudently manage their supply portfolios to minimize the cost.
it creates a more stable and predictable charge for the customer. that predictability helps all customers. it allows programs like ours to continue to invest long-term and renewable resources and in developing the innovative, local programs that clean power s.f. is all about. we -- the alternate proposed decision, unfortunately, does the opposite. it creates risks risks for c.c.a. programs that compromise clean power s.f.'s sustainability and our greenhouse gas reduction goals. it. it undermines the local progress all c.c.a. programs are making these advances and providing cleaner air -- cleaner -- the alternate proposal could significantly impact the c.c.a. 's ability to deliver clean energy products at a lower or equal cost to taking generational service. we worked with c.c.a. to provide
comment on the judge proposed decision on august 21st. we are currently working with the c.c.a. trade association on comments and response to the alternate decision. those comments are due next week on september 4th. on september 7th, the california p.u.c. is convening an all party meeting to discuss both of those proposed decisions reply comments on both of those are due on september 7th. lots of activity leading up to their ability at the california p.u.c. to vote. the earliest the california p.u.c. could vote on a decision is september 13th. of course, we don't know whether they will on that date, but that will be the earliest date that they could. we are actively engaged in achieving our preferred outcome, adoption of the alj proposed decision. without, i am happy to take any questions that you may have. >> president kwon: anything?
>> thank you. >> president kwon: thank you. is there any public comment on this item? ok. an exciting time, please. >> clerk: the next item is a strategic plan update, a.g.m. ellis. >> good afternoon. julia ellis, assistant assistant general manager for external affairs. the last time we presented to you on the 2020 strategic plan, the commission approved and adopted high-level global -- goals and objectives. work has gone into the planning phase where the executive team reassessed the values of the organization and developed the goals and objectives for senior staff. as we move into implementation we focused on stocking the plan -- staffing the plan. we have been building the systems and infrastructure, not the hard concrete infrastructure , but internal infrastructure needed to implement the plan, and we are back today to share with you an update on those activities.
with that, i will turn it over to grace k. who has been spearheading and corralling the entire organization with a bunch of partners here in the room today around implementation of the strategic plan. >> thank you, julia. good afternoon, commissioners. i am excited to be here today to share the work that staff has performed over the past year. as we shift into planning and implementation, we need to translate the plan and to identify bile -- identifiable actions and involves more staff throughout the organization. to do so, we focused on the following activities. developing the performance measures, prioritizing and implementing a sick dose action plans. to implement these activities, we performed -- reformed a project team. one person per area. and we set the strategy for achieving each goal area. this group was chosen by the executive team for having some
level of content expertise in their respective goal area and their ability to work cross functionally across the organization. i am joined by various groups in the audience and want to take a quick role in organized -- in recognizing them. we began by developing the performance measures as a way to gauge our progress towards meeting our goals. these measures will allow the bench markers to collect baseline data and set meaningful targets. our aim is to use a collected data to help the agencies and setting future priorities and actions so that we can make data-driven decisions. and to make continuous improvements over time. in developing the performance measures, our goal is to define a selective number of relevant metrics that were digestible for a variety of audiences. drew from a range of sources by referencing existing controller metrics, strategic
sustainability plans and enterprise level of service goals and industry standards. to determine which performance measures went to the exercise of identifying the important elements as a goal level, by examining each goal statement for key words and concepts. and the full table of performance measures that we have included intraday process commission package, you can see these measures categorically. using the environmental stewardship goal statement as an example, the key concepts that were identified were around how we sustainably manage resources, and by mental health and community health. we began their performance measure development process in the fall, and by the spring, had several rounds of workshops to bet those measures against data availability and further refining them. in june, we presented to the citizen advisory committee for their feedback and input. we review stuff -- review the finalized measures early this month and staff is now currently working on putting a data
collection process into place. while we don't have time today to review the full complete list of performance measures, i did want to highlight a few examples to become more efficient in managing our cost and staffing these things over time, we are talking a% of overtime as a% of base salary. and as a part of the effort, we have reinstituted a biweekly report that goes to the executive team of the top users. we have also included measures with long-term goals such as the number of gallons of storm water removed from the combined sewer system, in order to reach the future goal of a billion gallons by 2050 and reaching a target of hundred 60 million gallons by 2020. with other measures, before we can even set a target, there is foundational elements that are happening in order to collect data. for example,, tracking probationary performance management. once a framework is developed by h.r. and implemented, we will be able to establish a baseline
after the first year of use and set a target for the following year. along with the performance measures, we identified a handful of initiatives we could work on through the year and lift up the other strategic plan some accomplishments were developing and implementing an emergency exit response training and exercise through the agency. updating the i.t. plan and piloting for different occupational models within h.r. and the promotion of our one door s.f. initiative. with any major effort, communication is key. one of our objectives is to improve communication with our internal stakeholder, the employee appeared to help strengthen our identity as an organization. we've indicated -- put in internal communications in a variety of ways such as featuring the mission vision value and the arts wall. posting them in each of our facilities. we also base selection criteria for their golden pride recognition program on each of
the goals. instant recognition cards, and in the relaunch of the employee engagement survey, managed by h.r., we surveyed stop on the goals and values in order to establish a baseline for staff awareness, as we continue to work to improve the organization 's understanding of the mission billion values and strategic plan goals. finally, we are working to make sure we are aligned with the city's strategic planning effort shortly after we embarked on the strategic planning process, the mayor asked that all department heads creates 3-5 years of strategic plans. on the strategy and performance website, you can see how all the departments and their plans including the p.u.c., aligned to a set of citywide vision statements. we also record out each year to the controller's office on a set of performance measures which are then incorporated into the mayor's budget book. moving forward, starting this fiscal year, the plan is to replace those measures with the
ones developed for the 2020 plan as for it it next steps, we are currently working on establishing a data collection process for the performance measures so that we can begin collecting some of that baseline data for record reporting back to controller's office in the spring. this fall, will be holding a series of workshops to identify action items for this next fiscal year. i just went want to do and with acknowledging our consultants and staff for their work, strategic planning is a challenging exercise for any organization, especially when the p.u.c., with many day-to-day operations and emergency priorities that may come up throughout the year that make it difficult to prioritize. this will really be an iterative process. our goal is to build upon this work through 2020 and beyond so we can continue to strive to become a learning organization. with that, thank you for your
time and that concludes my update. we are happy to answer any questions you may have. >> president kwon: can they stand up so we can see who they are? don't be shy. [applause] >> president kwon: i just want to point out, those people are responsible for moving the organization. >> it is truly a team effort. [laughter] >> president kwon: just joking is there any public comment on this item? we will try and keep to five minutes. speakers, you see the clock on your screen. please help us out and stick to five. thank you.
>> good afternoon. and the manager of the s.f. p.u.c. i'm here to provide you with a brief presentation on the results of two data transactions are executed, both benefiting the wastewater enterprise. the transactions are the wastewater revenue bond and the loan transaction. sorry. thanks. so on this slide, i will talk about the 2018 at wastewater revenue bond sale which the commission authorized on july 10 th. on july 18th, a week later, we price through 594 million of the series abc bonds. the average borrowing term or maturity of the bonds is almost 20 years, and the come mind cost
is 3.44%. proceeds of the bonds will be used to fund portions of the wastewater capital program, including ss ip and nonss ip projects. two of the series of bonds is series a and series iii were designated and sold as green bonds which, as you know, it is -- we are an issuer of and we are a leader in this area of municipal findings. as you may recall from when he presented this item to you, with this sale, they have issued a terse long-term variable rate that the series a seat bonds, which are issued as a five-year put bonds. with this slide, i want to talk about the marketing effort that went into selling the bonds on the environment for the pricing. prior to the sale, we did direct outreach with respective institutional investors, including making targeted
investor presentations in boston and new york, as well as one on one investor calls. posted an online internet presentation which is well viewed by investors in advance of the sale. the market environment was stable at the time of pricing. we had very strong demand for all of the bonds. they were almost four times oversubscribed with investor orders and the series c. put bonds were three times oversubscribed. we also had new investors for the two green bond series which enhanced demand. with this healthy demand, we were able to lower rates on all three series resulting in a final price of 3.4. i also would add that interest rates are still at a historically low level so we continue to benefit from selling bonds during the extended low rate. finally, we realized the debt service savings from the bonds of verses conventional fixed rate bonds. i am pleased to report that the sale of the 2018 bonds was a big success, providing attractive long-term financing for the wastewater enterprise. turning to the federal loan,
which a commission authorized in july 24th, we close a 699 million-dollar loan a few days later on on july 27th at the washington d.c. offices. the loan will provide funding for 49% of the wastewater enterprises biosolids project which is the largest project. the interest rate on the loan is 3.09%. it is an attractive rate. of the 12 loan selected, our loan was the fourth loan with the -- that the e.p.a. closed and it will be the largest loan. in conclusion, between the bonds and the loan, we are able to secure, over the course of a couple of weeks, $1.3 billion of what i believe is attractive long-term financing that will fund a significant portion of the wastewater enterprises capital program, particularly particularly the ssi -- ss ip. i am here to take any questions. >> thank you, very much.
is there any public comment on this item? next item, please. >> clerk: the quarterly audit and performance review. nancy hong. >> good afternoon. i'm the chief financial officer for financial purposes and internal controls. i'm here to present the fourth quarter audit and performance review report for fiscal year 17 and 18. can i have the slide, please? we finish 17 and 18 with 44 projects in total. seventeen were completed and 16 were in progress.
we began six audits "-right-double-quote or it for as of the fiscal year. these include the annual inventory counts with wastewater being the enterprise where we received 100 inventory counts. we began interim audits for all three enterprises including the s.f. car program. one audit was completed this past quarter. staff completed and internal follow-up of the city services of the 2012 power and inventory audit. the objective was to determine if they implanted recommendations by the city service auditor is part of their assessment. they did find that there were some inconsistencies within the maximum inventory system when compared to inventory counts on site. we have currently implemented a follow-up program between financial services and the power warehouse inventory team to ensure they are properly using the system, as well as correcting any injuries that
went into the system incorrectly -- entries that went into the system incorrectly. this city services services auditor also issued a public -- published their annual work plan for the current year, 2018, 2019 , audits in the current year for their plan that included a tea sleeve audit -- audit. and attest to determine risk and vulnerabilities in the network. and a real estate development audit and an improvement project called heme -- human resources services for the p.u.c. our current quarter outlook for quarter four is ending june the 30th of where we are expected to complete the audits for the citywide fleet management. audits, as well as the annual fiscal inventory count for the three enterprises. upcoming audits that come at this time of the year include the financial statement audits for fiscal year 17, 18, as well as upcoming comprehensive financial report and the popular annual financial report.
lastly, this final piece highlights our performance within the outstanding audits and recommendations. in quarter four, we closed one audit for the citywide construction safety audit. from this audit, at included eight recommendations that were close. in addition, age recommendations were close for the wastewater management divisional performance audit. as a result, there are now only 13 open audit recommendations remaining, representing open audit recommendations remaining, representing a 94% rate. we will continue to work on the remaining outstanding audits and recommendations. staff will continue to report to this body. our progress and result of the annual audit plan and with that, this concludes my update for today. thank you. >> president kwon: any comments? >> thank you. again, i am constantly pleased with the scope and depth of our
audit program. i am not aware of any publications -- public agency, anywhere, that has this open a process of self-monitoring. we sponsor it, but a lot of it is done by outside individuals. we requested that you provide information to us about closeouts, of audit recommendations. the other thing we ask for is for those things that do remain open, that there be a schedule for when we can expect it will come to closure. do you have that for these? or is that still a work in progress? >> the intent is to have newly issued audit recommendations closed within six months timeframe. for those that are outstanding, i do not have a timeline. i could provide that to the commission's. >> commissioner moran: there
are times where you can't close that in six months. we recognize that. if that is the case, i think it is important to say, you know, what are the steps that need to be done? how long do we expect it to take so that it is something we can track as well. thank you for doing a great job. >> thank you. is really hard work of staff that we have here. 's. >> commissioner moran: great. thank you. >> president kwon: thank you, very much. is there any public comment on this item? all right. the next two items i will call together as the water enterprise capital improvement program, and the water system improvement program quarterly report. dan waite will give an update. >> good afternoon commissioners and president. i am pleased to present on the first item here, which is the update on the water enterprise
capital improvement program. in the interest of time and past quarters, i have gone over these advances that are associated with this particular program. i am happy to answer any questions on the variances, but they are essentially the same as were reported in previous quarters. i will pass on that. if you have questions, i will be happy to answer them. the highlights for this current reporting. are listed here. rather than read them to you, i will just say that good progress is being made on each of these fronts. the last one i do want to say something about. that is the local water pipeline replacement program. during the fiscal year 2017 and 2018, we replaced about 9 miles of pipeline. as you are all aware, that is below the goal of 15 miles per year, which is our target. the reason for that, is primarily due to the association
of some of our projects with these large multi- agency projects, including m.t.a. and public works, where our water pipelines are joined with these very large projects that have encountered some difficulties and delays. we do anticipate that that mileage will be much larger next year. some of these projects are moving forward, and we get a lot of pipeline in the ground. i just want to acknowledge that that is below goal but we expect to see improvement next year. this is the largest of those projects. the van ness avenue improvements there is now about a mile of water pipeline installed in the ground. especially with this project, there is 3 miles to go. progress is being made. i think many of you have been on van ness and you know how difficult that construction is and how difficult the traffic is so that's just kind of a picture of what we are encountering.
some other projects include the old yard long term improvements. this is the administration building. you can see these buildings are being closed now. good progress is being made. this will be a huge improvement for operations staff out in the valley. so we look forward to that project moving forward expeditiously. that is in spite of some major obstacles that we had on that project where we encountered some native american burials that are anywhere from several hundreds of years old, to quite a bit older than that. those are very sensitive and we are carefully relocating those. so the work can advance. it has slowed down the project. we are glad to see that the work is moving forward. with that, -- actually, i want to show you one last picture.
this is in the watershed, also in the valley. this is a nursery facility that is being constructed as part of a commitment to environmental stewardship on watershed lands. this facility will be used to help propagate plants in the watershed. native plants that we can grow ourselves and not have to pay outside nurseries. i would be happy to answer any questions. especially about this program. >> president kwon: thank you. any public comment before we move on to his second segment? ok. >> the next item i would like to present an update on as the water insist -- assistant assistant prove -- improvement program. and the former -- former general manager will be glad to know that what she started is still
going strong and we are 96% complete as shown on this slide. we do have about $400 million worth of work to do, but we are making good progress. the largest of those projects has made excellent progress in this last quarter. as you may recall, last quarter we reported there was a winter shutdown for the construction of the embankment. at the end of this last quarter, we were nearly at full height of the embankment. in fact, since that time in july , we were leached a final hate -- height of the dam embankment. that is great news. this photo shows the embankment under construction in the, coming right up to the top of this bill way or the bridge will be able to connect to the road over the top of the dam. in july, the team was able to
celebrate, placing the last truckload of clay core material in the embankment. we are looking forward to having a celebration for the final project completion next spring. this does mean that we are now working with the california division of safety of dams on getting approval to start impounding water this fall. will be able to capture water even though there's other work that will be ongoing. the fish passage facility at the dam is also making very good progress. at the end of the quarter, the contractor was working on a lot of the building structures that are associated with the project, including the electrical building and other facilities. so we do expect this project to be done at the end of this calendar year.
the storage and recovery project is a two phase project. phase one has been a construction. we are in the start up and testing phase of 12 while stations. there's a 13th station that we finish during phase two. we also have test wells that are currently being installed so we can evaluate groundwater, both quantity and quality conditions for potential future wells to be installed, as part as the groundwater program. the last project that we look forward to seeing go to construction is the alameda? recapture project. as you know, we did certify, or the planning department certified the environmental impact report last fall. there was an appeal to that report that was upheld by the board of supervisors.
we are now working through the updates to the e.i.r. and we expect to publish that early next year and hope to be able to obtain certification and go to construction next year for that project. that is all i have to report. i would be happy to take any questions. >> commission -- >> president kwon: . commissioners, anything? any public comment on this item? thank you. item f. next item, please. >> clerk: that concludes my report. >> president kwon: ok. we will move on to item number 10. it is the update on the state water resources control board amendment to the water quality control plan for the san francisco bay, sacramento, san joaquin in the delta estuary. the a.g.m. will be be coming up. >> president kwon: five minutes for presentation. i know yours is 15. please go ahead and expect the questions from the commissioners >> all right.
today we will we will provide you with an update on two important issues that we are focused on. improving the river fish population and water supply planning to ensure that we have enough drinking water for 2.7 million bay area customers when the next drought happens. both issues are at the heart of our science-based proposal that we submitted to the state water resource and control board last year for consideration. they didn't just reject the plan , they didn't even consider it. in the meanwhile, it intends to move forward a plan based on studies that do not pertain to the river and would have our fish production and terrible impacts on our californians and our service area. we are proposing a win win solution that will offer