HomeMy WebLinkAbout09-23-13 EO&WR Committee PacketOTAY WATER DISTRICT
ENGINEERING, OPERATIONS & WATER RESOURCES COMMITTEE MEETING
and
SPECIAL MEETING OF THE BOARD OF DIRECTORS
2554 SWEETWATER SPRINGS BOULEVARD
SPRING VALLEY, CALIFORNIA
Board Room
MONDAY
September 23, 2013
12:30 P.M.
This is a District Committee meeting. This meeting is being posted as a special meeting
in order to comply with the Brown Act (Government Code Section §54954.2) in the event that
a quorum of the Board is present. Items will be deliberated, however, no formal board actions
will be taken at this meeting. The committee makes recommendations
to the full board for its consideration and formal action.
AGENDA
1. ROLL CALL
2. PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLIC TO
SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD'S JU-
RISDICTION BUT NOT AN ITEM ON TODAY'S AGENDA
DISCUSSION ITEMS
3. APPROVE A PROFESSIONAL SERVICES CONTRACT WITH CAROLLO ENGI-
NEERS, INC. FOR DESIGN AND CONSTRUCTION SUPPORT OF THE 870-2 PUMP
STATION PROJECT IN AN AMOUNT NOT-TO-EXCEED $624,910 (MARCHIORO) [5
minutes]
4. REJECT ALL BIDS FOR THE CONSTRUCTION OF THE 624-2 RESERVOIR INTE-
RIOR/EXTERIOR COATINGS AND 458-2 RESERVOIR INTERIOR COATING AND
UPGRADES PROJECT (CAMERON) [5 minutes]
5. STRATEGIC PERFORMANCE PLAN FISCAL YEAR-END 2013 REPORT (STE-
VENS) [10 minutes]
6. SAN DIEGO COUNTY WATER AUTHORITY UPDATE (WATTON) [10 minutes]
7. ADJOURNMENT
BOARD MEMBERS ATTENDING:
David Gonzalez, Chair
Gary Croucher
2
All items appearing on this agenda, whether or not expressly listed for action, may be delib-
erated and may be subject to action by the Board.
The Agenda, and any attachments containing written information, are available at the Dis-
trict’s website at www.otaywater.gov. Written changes to any items to be considered at the
open meeting, or to any attachments, will be posted on the District’s website. Copies of the
Agenda and all attachments are also available through the District Secretary by contacting
her at (619) 670-2280.
If you have any disability that would require accommodation in order to enable you to partici-
pate in this meeting, please call the District Secretary at 670-2280 at least 24 hours prior to
the meeting.
Certification of Posting
I certify that on September 20, 2013 I posted a copy of the foregoing agenda near the
regular meeting place of the Board of Directors of Otay Water District, said time being at least
24 hours in advance of the meeting of the Board of Directors (Government Code Section
§54954.2).
Executed at Spring Valley, California on September 20, 2013.
/s/ Susan Cruz, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board
MEETING DATE: October 2, 2013
SUBMITTED BY:
Jeff Marchioro
Senior Civil Engineer
Bob Kennedy
Engineering Manager
PROJECT: P2083-
001102
DIV. NO. 2
APPROVED BY:
Rod Posada, Chief, Engineering
German Alvarez, Assistant General Manager
Mark Watton, General Manager
SUBJECT: Award of a Professional Engineering Services Contract for
Design and Construction Support of the 870-2 Pump Station
Project to Carollo Engineers, Inc.
GENERAL MANAGER’S RECOMMENDATION:
That the Otay Water District (District) Board of Directors (Board)
award a professional services contract to Carollo Engineers, Inc.
(Carollo) and authorize the General Manager to execute an agreement
with Carollo for design and construction support of the 870-2 Pump
Station Project in an amount not-to-exceed $624,910 (see Exhibit A
for Project location).
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To obtain Board authorization for the General Manager to enter into a
professional engineering services contract with Carollo for design
and construction support of the 870-2 Pump Station Project in an
amount not-to-exceed $624,910.
AGENDA ITEM 3
2
ANALYSIS:
The 870-2 Pump Station Project (Project) includes a new pump station
to replace the District’s existing Low Head Pump Station (571-1 Pump
Station) and High Head Pump Station (870-1 Pump Station). Exhibit A
shows the location of the Low and High Head Pump Stations relative to
the Roll (570-1) Reservoir. The two existing pump stations are
reaching the end of their useful lives.
A preliminary design report dated October 1995 by RBF Consulting
(RBF) recommended replacement of the existing Low Head and High Head
Pump Stations with a single 870-2 Pump Station. RBF also completed
the final design to a 100% level; however, the project has been
shelved since the 1999-2000 timeframe.
Carollo and District staff reviewed RBF’s previous design
deliverables to identify which elements of the previous design can be
reused. Carollo will reuse as much of the previous design as
possible; however, as part of Carollo’s scope of work, Carollo will
revisit RBF’s previous design and associated assumptions to prepare a
new stand-alone preliminary design report.
The District requires a consulting firm to provide a range of
professional services, including hydraulic and surge modeling,
potholing, ground survey, demolition, grading & drainage, structural,
mechanical, HVAC, electrical, instrumentation & control, process,
cathodic protection, coatings, and constructability reviews
associated with the Project.
In accordance with the Board of Directors Policy Number 21, the
District initiated the consultant selection process on June 4, 2013,
by placing an advertisement in the San Diego Daily Transcript, and
posting the Project on the District’s website for Professional
Engineering Services. The advertisements attracted Letters of
Interest and Statements of Qualifications from eleven (11) consulting
firms. A Pre-Proposal Meeting was held on June 18, 2013. Eighteen
(18) people representing nine (9) prime consulting firms attended the
meeting.
On July 3, 2013, proposals were received from the following seven (7)
consulting firms:
1. AECOM
2. Richard Brady & Associates
3. Carollo
4. Civil-Source
5. Lockwood, Andrews & Newnam, Inc. (LAN)
6. RBF Consulting
3
7. Tran Consulting Engineers
Among the potential engineering firms that submitted letters of
interest but did not propose were Lee&Ro and URS.
After the proposals were evaluated and ranked by a five-member review
panel consisting of District Engineering and Operations staff, it was
determined that three (3) proposals ranked sufficiently close to
warrant being invited to make an oral presentation and respond to
questions from the panel. After conducting the interviews on
July 30, 2013, the panel completed the consultant ranking process and
concluded that Carollo had the best approach to the Project and
provided the best overall value to the District. A summary of the
complete evaluation is shown in Exhibit B.
Scope and fee negotiations with Carollo concluded on August 22, 2013
which resulted in a fee increase of $104,770 to their original
proposed fee of $520,140. The construction support services scope of
work was expanded from a $25,000 as-needed budget to a $120,240 not-
to-exceed budget corresponding to a detailed scope of work. Other
minor refinements to the scope resulted in an increase of $9,530 for
a land surveying of the property. Carollo’s revised proposed fee,
with adjustments described above, is $624,910.
Staff reviewed each of Carollo’s scope and fee adjustments and
concluded that each modification was fair and insignificant to the
outcome of the selection process. Before scope adjustments were
made, Carollo had proposed the lowest fee.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
The Fiscal Year 2014 budget for CIP P2083 is $12,581,000. Total
expenditures, plus outstanding commitments and forecast, including
this contract, are $889,680. See Attachment B for budget detail.
Based on a review of the financial budget, the Project Manager
anticipates that the budget for CIP P2083 is sufficient to support
the Project.
Finance has determined that 100% of the funding is available from the
Replacement Fund for CIP P2083.
STRATEGIC GOAL:
This Project supports the District’s Mission statement, “To provide
high value water and wastewater services to the customers of the Otay
Water District in a professional, effective, and efficient manner”
4
and the General Manager’s Vision, “A District that is at the
forefront in innovations to provide water services at affordable
rates, with a reputation for outstanding customer service.”
LEGAL IMPACT:
None.
JM/BK:jf
Y:\Board\CurBdPkg\ENGRPLAN\2014\BD 10-02-13\870-2 Pump Station Contract to Carollo (P2083)\BD-10-02-13,
Staff Report, Award Engineering Contract to Carollo, (JM-BK) rev3.docx
Attachments: Attachment A – Committee Action
Attachment B – Budget Detail
Exhibit A – Location Map
Exhibit B – Summary of Proposal Rankings
ATTACHMENT A
SUBJECT/PROJECT:
P2083-001102 Award of a Professional Engineering Services Contract for
Design and Construction Support of the 870-2 Pump Station
Project to Carollo Engineers, Inc.
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee
(Committee) reviewed this item at a meeting held on September 23,
2013. The Committee supported Staff's recommendation.
NOTE:
The “Committee Action” is written in anticipation of the Committee
moving the item forward for Board approval. This report will be sent
to the Board as a Committee approved item, or modified to reflect any
discussion or changes as directed from the Committee prior to
presentation to the full Board.
ATTACHMENT B – Budget Detail
SUBJECT/PROJECT:
P2083-001102 Award of a Professional Engineering Services Contract for
Design and Construction Support of the 870-2 Pump Station
Project to Carollo Engineers, Inc.
Date Updated: 8/26/2013
Budget
12,581,000
Planning
Conversion Cost Type 580,444 580,444 - 580,444 EXPENDITURES PRIOR TO 2004
Service Contracts 164 164 - 164 SAN DIEGO DAILY TRANSCRIPT
Standard Salaries 23,013 23,013 - 23,013
34,770 - 34,770 34,770 INTERNATIONAL ENVIRONMENTAL CORP
Total Planning 638,391 603,621 34,770 638,391
Design 001102
Service Contracts 1,300 1,300 - 1,300 INLAND AERIAL SURVEYS INC
Standard Salaries 231,127 31,127 200,000 231,127
Service Contracts 504,670 - 504,670 504,670 CAROLLO
10,000 - 10,000 10,000 GEOTECHNICAL
20,000 - 20,000 20,000 BID DOC DISTRIBUTION
Total Design 767,097 32,427 734,670 767,097
Construction
120,240 - 120,240 120,240 CAROLLO
- - - -
Total Construction 120,240 - 120,240 120,240
Grand Total 1,525,728 636,048 889,680 1,525,728
Vendor/Comments
Otay Water District
p2083-PS - 870-2 Pump Station (28,000 GPM)
Committed Expenditures
Outstanding
Commitment &
Forecast
Projected Final
Cost
(570-1)
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Alta Rd
PROJECT SITE
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LOW HEADPUMP STATION
HIGH HEADPUMPSTATION
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OTAY WATER DISTRICT870-2 PUMP STATIONLOCATION MAP
EXHIBIT A
CIP P2083
0 250125
Feet
F
F
EXHIBIT B
SUMMARY OF PROPOSAL RANKINGS
DESIGN AND CONSTRUCTION SUPPORT OF THE 870-2 PUMP STATION PROJECT
Qualifications of
Team
Responsiveness
and Project
Understanding
Technical and
Management
Approach
INDIVIDUAL
SUBTOTAL -
WRITTEN
AVERAGE
SUBTOTAL -
WRITTEN
Proposed Fee*
Consultant's
Commitment to
DBE
TOTAL -
WRITTEN
Additional
Creativity and
Insight
Strength of
Project Manager
Presentation and
Communication
Skills
Responses to
Questions
INDIVIDUAL
TOTAL - ORAL
AVERAGE
TOTAL ORAL
TOTAL
SCORE
30 25 30 85 85 15 Y/N Y/N 15 15 10 10 50 50 150 Poor/Good/
Excellent
Rod Posada 26 23 27 76 13 14 8 8 43
Bob Kennedy 25 23 25 73 13 13 8 8 42
Dan Martin 27 23 27 77 13 14 8 8 43
Kevin Schmidt 25 22 25 72 13 12 9 7 41
Jose Martinez 26 21 25 72 12 13 9 8 42
Rod Posada 20 20 20 60
Bob Kennedy 19 17 20 56
Dan Martin 21 20 21 62
Kevin Schmidt 18 18 20 56
Jose Martinez 23 18 22 63
Rod Posada 28 24 28 80 14 13 9 9 45
Bob Kennedy 25 22 25 72 13 13 8 8 42
Dan Martin 28 24 28 80 14 13 8 9 44
Kevin Schmidt 25 22 25 72 13 12 10 10 45
Jose Martinez 28 21 25 74 13 12 8 9 42
Rod Posada 20 20 22 62
Bob Kennedy 20 17 20 57
Dan Martin 22 21 22 65
Kevin Schmidt 21 19 22 62
Jose Martinez 23 18 22 63
Rod Posada 20 20 22 62
Bob Kennedy 20 18 20 58
Dan Martin 23 19 23 65
Kevin Schmidt 22 18 20 60
Jose Martinez 24 17 21 62
Rod Posada 21 20 24 65
Bob Kennedy 20 18 21 59
Dan Martin 23 19 24 66
Kevin Schmidt 23 17 19 59
Jose Martinez 24 19 23 66
Rod Posada 28 23 27 78 12 14 8 7 41
Bob Kennedy 26 23 25 74 11 13 7 7 38
Dan Martin 28 23 27 78 12 13 7 7 39
Kevin Schmidt 26 20 26 72 12 14 7 7 40
Jose Martinez 26 20 24 70 11 13 7 7 38
Firm AECOM/Atkins/DLM Brady Carollo Civil-Source LAN RBF Tran Consulting *Note: Review Panel does not see or consider proposed fee when scoring other categories. The proposed fee is scored by the PM, who is not on Review Panel.
Fee $911,480 $840,555 $520,140 $586,815 $1,093,271 $754,070 $542,243
Score 5 7 15 13 1 9 14
Brady
NOT INTERVIEWEDRBF639Y72 72
59 7 66 66
75
NOT INTERVIEWED
121
REFERENCES
Excellent44Carollo 76 15 91 135
62 NOT INTERVIEWED
127
LAN 61 1 6262NOT INTERVIEWED
39Y
RATES SCORING CHART
13 75
Tran Consulting 74 14 88
Y
Y
Y
Y
WRITTEN ORAL
Civil-Source
Y 42
MAXIMUM POINTS
5AECOM/Atkins/DLM 7974
P:\WORKING\CIP P2083 870-2 Pump Station Replacement\Staff Reports\Summary of Proposal Rankings.xls
STAFF REPORT
TYPE MEETING: Regular Board
MEETING DATE: October 2, 2013
SUBMITTED BY:
Kevin Cameron
Assistant Civil Engineer II
Bob Kennedy
Engineering Manager
PROJECT: P2493-001103
P2535-001103
DIV. NOs.: 2,4
APPROVED BY:
Rod Posada, Chief, Engineering
German Alvarez, Assistant General Manager
Mark Watton, General Manager
SUBJECT: Reject all Construction Bids for the 624-2 Reservoir
Interior/Exterior Coatings & 458-2 Reservoir Interior Coatings
and Upgrades Project
GENERAL MANAGER’S RECOMMENDATION:
That the Otay Water District (District) Board of Directors (Board)
reject all bids for the construction of the 624-2 Reservoir
Interior/Exterior Coatings & 458-2 Reservoir Interior Coatings and
Upgrades Project (see Exhibits A-1 & A-2 for Project location).
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To obtain Board authorization for the General Manager to reject all
bids for the construction of the 624-2 Reservoir Interior/Exterior
Coatings & 458-2 Reservoir Interior Coatings and Upgrades Project.
AGENDA ITEM 4
2
ANALYSIS:
In June 2013, the District’s corrosion consultant, V&A Consulting
Engineers, completed a Corrosion Control Program (CCP) that addressed
the installation, maintenance, and monitoring of corrosion protection
systems for the District’s steel reservoirs and buried metallic
piping. The CCP included a reservoir maintenance schedule that
showed the 624-2 Reservoir is due to be recoated on both the interior
and exterior surfaces, and the 458-2 Reservoir is due to be recoated
on the interior only. The exterior coating of the 458-2 was replaced
in 2004. In addition to replacing the coatings of the reservoirs,
structural upgrades will be added to comply with the current American
Water Works Association (AWWA) and the Occupational Safety and Health
Administration standards for both Federal (OSHA) and State (Cal-OSHA)
levels.
Staff developed contract documents and the Project was advertised for
bid on July 31, 2013 on the District’s website and several other
publications including the San Diego Daily Transcript.
Two (2) addenda were sent out to all bidders and plan houses to
address questions and clarifications to the contract documents during
the bidding period. Bids were publicly opened on August 29, 2013 at
2:00 p.m., with the following results:
CONTRACTOR TOTAL BID AMOUNT
1 Pacific Titan, Inc. $1,758,117.00
2 Paso Robles Tank, Inc. $1,961,750.00
3 Abhe & Svoboda, Inc. $1,964,502.00
4 Blastco, Inc. $2,531,912.00
5 Classic Protective Coatings, Inc. $3,002,500.00
The Engineer’s Estimate is $1,836,500.
The low bidder, Pacific Titan, Inc. (Pacific Titan) did not include
their SSPC QP-1 certification as part of their bid, which was a
requirement of the contract documents. Pacific Titan was contacted
after the bid opening and they notified the District that they do not
hold a QP-1 Certification. Staff considered the bid unresponsive.
After the bid opening, Staff received three (3) bids at 2:45 p.m.
which were delivered via FedEx. All three (3) bids were stamped
“Extremely Urgent” and had a requested delivery time of 10:30 a.m.,
August 29, 2013. The driver stated one of the FedEx planes was
delayed arriving into San Diego, and these items missed the morning
delivery. Staff rejected delivery of the bids and they were sent
back “return to sender” unopened.
3
Since the low bidder was unresponsive, and three bids were rejected
due to the late delivery by FedEx, Staff recommends rejecting all
bids, and rebidding the Project.
Rebidding will delay construction, therefore, the Project will be
modified. Only the 624-2 Reservoir Interior/Exterior Coating will be
included, and the 458-2 Reservoir Interior Coating will be removed
from the scope of work. Removing the 458-2 Reservoir Interior
Coating will ensure that all reservoirs will be back in service
during the high peak demands of the summer months. The 624-2
Reservoir is larger than the 458-2 Reservoir (8.0 MG vs. 1.75 MG),
and the 624-2 Reservoir’s coating replacement is more critical than
the interior coating on the 458-2 Reservoir. Delaying the 458-2
Reservoir Interior Coating Project will not have an impact on the
integrity of the facility. Staff anticipates submitting a Staff
Report to the January Board Meeting for the award of a construction
contract for the 624-2 Reservoir Interior/Exterior Coatings & Upgrade
Project only and rebidding the 458-2 Reservoir Interior Coatings and
Upgrade in the Winter of CY 2014.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
None.
STRATEGIC GOAL:
This Project supports the District’s Mission statement, “To provide
high value water and wastewater services to the customers of the Otay
Water District in a professional, effective, and efficient manner”
and the General Manager’s Vision, “A District that is at the
forefront in innovations to provide water services at affordable
rates, with a reputation for outstanding customer service.”
LEGAL IMPACT:
None.
KC/BK:jf
P:\WORKING\CIP P2493 & P2535 624-2 & 458-2 Reservoir Coating\Staff Reports\Construction Contractor\BD
10-02-13, Staff Report, Reject Bids for 624-2 & 458-2 Reservoir Coating,(KC-BK).docx
Attachments: Attachment A – Committee Action
Attachment B-1 – Budget Detail for CIP P2493
Attachment B-2 – Budget Detail for CIP P2535
Exhibit A-1 – Location Map for CIP P2493
Exhibit A-2 – Location Map for CIP P2535
ATTACHMENT A
SUBJECT/PROJECT:
P2493-001103
P2535-001103
Reject all Construction Bids for the 624-2 Reservoir
Interior/Exterior Coatings & 458-2 Reservoir Interior
Coatings and Upgrades Project
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee
(Committee) reviewed this item at a meeting held on September 23,
2013. The Committee supported Staff's recommendation.
NOTE:
The “Committee Action” is written in anticipation of the Committee
moving the item forward for Board approval. This report will be sent
to the Board as a Committee approved item, or modified to reflect any
discussion or changes as directed from the Committee prior to
presentation to the full Board.
ATTACHMENT B-1 – Budget Detail
SUBJECT/PROJECT:
P2493-001103
P2535-001103
Reject all Construction Bids for the 624-2 Reservoir
Interior/Exterior Coatings & 458-2 Reservoir Interior
Coatings and Upgrades Project
Date Updated: 8/23/2013
Budget
1,950,000
Planning
Standard Salaries 569 569 - 569
Total Planning 569 569 - 569
Design 001102
Standard Salaries 27,983 20,383 7,600 27,983
Professional Legal Fees 239 239 - 239 STUTZ ARTIANO SHINOFF
Consultant Contracts 2,715 2,715 - 2,715 CSI SERVICES INC
Total Design 30,937 23,337 7,600 30,937
Construction
Standard Salaries 76,820 1,820 75,000 76,820
Construcion Contract 1,413,500 - 1,413,500 1,413,500 CONSTRUCTION CONTRACTOR (ENGR. EST.)
Service Contracts 47 47 - 47 SAN DIEGO DAILY TRANSCRIPT
65,160 - 65,160 65,160 HARPER & ASSOCIATES
37,000 - 37,000 37,000 CONSTRUCTION MANAGEMENT
Equipment Rental 725 725 - 725 HORIZON CRANE SERVICE LLC
Project Closeout 15,000 - 15,000 15,000 CLOSEOUT
Project Contingency 70,675 - 70,675 70,675 5% CONTINGENCY
Total Construction 1,678,927 2,592 1,676,335 1,678,927
Grand Total 1,710,433 26,498 1,683,935 1,710,433
Vendor/Comments
Otay Water District
P2493-624-2 Reservoir Interior/Exterior Coating & Upgrades
Committed Expenditures
Outstanding
Commitment &
Forecast
Projected Final
Cost
ATTACHMENT B-2 – Budget Detail
SUBJECT/PROJECT:
P2493-001103
P2535-001103
Reject all Construction Bids for the 624-2 Reservoir
Interior/Exterior Coatings & 458-2 Reservoir Interior
Coatings and Upgrades Project
Date Updated: - 7/1/2013
Budget
425,000
Planning
Standard Salaries - - - -
Total Planning - - - -
Design 001102
Standard Salaries 5,416 4,566 850 5,416
Consultant Contracts 2,715 2,715 - 2,715 CSI SERVICES INC
Total Design 8,131 7,281 850 8,131
Construction
Standard Salaries 12,164 1,164 11,000 12,164
Service Contracts 47 47 - 47 SAN DIEGO DAILY TRANSCRIPT
Construcion Contract 363,000 - 363,000 363,000 CONSTRUCTION CONTRACTOR (ENGR. EST.)
10,000 - 10,000 10,000 HARPER & ASSOCIATES
8,000 - 8,000 8,000 CONSTRUCTION MANAGEMENT
Project Closeout 5,000 - 5,000 5,000 CLOSEOUT
Project Contingency 18,150 - 18,150 18,150 5% CONTINGENCY
Total Construction 416,361 1,211 415,150 416,361
Grand Total 424,492 8,492 416,000 424,492
Vendor/Comments
Otay Water District
P2535-458-2 Reservoir Interior Coating
Committed Expenditures
Outstanding
Commitment &
Forecast
Projected Final
Cost
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Creekwood Way
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Clearbrook Dr
Wildbrook Pl
Coldbrook Ct
Willowbrook Ct
130
VICINITY MAP
PROJECT SITE
NTSDIV 5
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P:\WORKING\CIP P2493 & P2535 624-2 & 458-2 Reservoir Coating\Graphics\Exhibits-Figures\624-2 Location.mxd
OTAY WATER DISTRICT624-2 Reservoir Interior/ExteriorCoating and Upgrades
EXHIBIT A-1 CIP P2493
624-2 Tank8.0 MG Steel Reservoir
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VICINITY MAP
PROJECT SITE
NTSDIV 5
DIV 1
DIV 2
DIV 4
DIV 3
P:\WORKING\CIP P2493 & P2535 624-2 & 458-2 Reservoir Coating\Graphics\Exhibits-Figures\458-2 Location.mxd
OTAY WATER DISTRICT458-2 Reservoir Interior Coating and Upgrades
EXHIBIT A-2 CIP P2535
458-2 Tank1.75 MG Steel Reservoir
STAFF REPORT
TYPE MEETING: Regular Board
MEETING DATE: October 2, 2013
SUBMITTED BY:
Geoffrey Stevens, Chief
Information Officer
PROJECT: Various DIV. NO. ALL
APPROVED BY: German Alvarez, Assistant General Manager
Mark Watton, General Manager SUBJECT: INFORMATIONAL ITEM - FY 2013 YEAR-END STRATEGIC PLAN AND
PERFORMANCE MEASURES REPORT
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
See “Attachment A”.
PURPOSE:
To provide a fiscal year-end report on the District’s Strategic
Performance Plan for FY 2013.
ANALYSIS:
The District has completed the second year of the three year Strategic
Plan for Fiscal Years 2012-2014. Overall, results for both the Strategic
Objectives and the Performance Measures exceeded the targets of 90% and
75% respectively.
AGENDA ITEM 5
2
Strategic Plan Objectives
Strategic Plan Objectives are designed to ensure staff is making the
appropriate high-level changes necessary to move the agency in the
planned direction to meet new challenges and opportunities. Objective
results were on target at 95% complete, ahead or on schedule. These
results are slightly higher than the previous year. Two (2) items are
behind but being addressed. Four (4) items are excluded from the
statistic because they are either “on hold” or did not begin until FY
14.
95% of Strategic Plan Objectives (41 of 43) Completed or On Schedule
Performance Measures
Performance measures are designed to track the day-to-day performance
of the District. These items measure the effectiveness and efficiency
of the daily operations and, where possible, staff utilizes the AWWA
QualServe Benchmarks as the basis for comparison. The overall goal is
that at least 75% of these measures be rated “on target”. Year-end FY
2013 District results also exceed the goal with 35 of 43 (81%) items
achieving the desired level or better.
81% of Performance Measures (35 of 43) On or Above Target
3
Next Steps
Staff is beginning to prepare the FY 15-17 Strategic Plan to be
presented with the FY 15 Budget early next year. Every three (3) years
the District is committed to taking a more in-depth look at the
strategic issues we face and revising the major elements of the plan,
including a review of the mission, vision, and goals. To accomplish
this, staff will review current research on the industry and industry
trends, as well as meet with staff to review the plan and obtain their
comments and suggestions.
Committee Reports – Slideshow
The Strategic Plan results are presented to both the Finance,
Administration, and Communications Committee and the Engineering,
Operations, and Water Resources Committee with a specific focus on the
most relevant information for each Committee.
Strategic Plan Available to Board from the Internet
All of the strategic plan results and associated details are provided
in a real time, interactive web-based application available to the Board
through a VPN connection available from the District Secretary.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
Informational item only, no fiscal impact.
STRATEGIC GOAL:
Strategic Plan and Performance Measures reporting is a critical
element in providing performance reporting to the Board and
staff.
LEGAL IMPACT:
N/A.
Attachments: Attachment A – Committee Action Report
Attachment B – PowerPoint Presentation
ATTACHMENT A
SUBJECT/PROJECT: INFORMATIONAL ITEM - FY 2013 YEAR-END STRATEGIC PLAN AND
PERFORMANCE MEASURES REPORT
COMMITTEE ACTION:
The Finance, Administration, and Communications Committee and the
Engineering, Operations and Water Resources Committee met on
September 17 and 23, 2013, respectively. Both Committees supported
presentation to the full Board.
NOTE:
The “Committee Action” is written in anticipation of the Committee moving
the item forward for Board approval. This report will be sent to the
Board as a Committee approved item, or modified to reflect any discussion
or changes as directed from the Committee prior to presentation to the
full Board.
Otay Water District
Strategic Performance Plan
FY 2013 Year-End Report
Introduction
•We are in the tenth year of strategic plan. •Overall plan is A three year plan FY 2012-2014. •Report to board twice per year . •This report is for year end 2013. •A - Plan reports on strategic objectives . •Those projects / tasks necessary to position Otay for change. •Summary level report on balance scorecard. •B - Plan reports on performance measures. •Specific measures of daily performance of critical activities
(QualServe based when applicable).
A. Strategic Plan Objectives
•Overall Results •Breakdown By “Balanced Scorecard" •Designed to Ensure Broad Focus to Strategic Plan •Align Goals / Objectives with Four Key Dimensions •Customer •Finance •Business Process •Learning and Growth
Results for FY2013 Year End
Strategic Objectives
41 of 43 objectives complete, ahead or on target (95%)
Target is 90%
Balanced Scorecard Perspective
•Industry Best Practice (Kaplan and Norton HBS) •Designed to Ensure Broad Focus to Strategic Plan •Align Goals / Objectives with Four Key Dimensions
Customer Finance
Business
Process
Learning
and
Growth
Customer
•Deliver high quality services to meet customer needs, and
increase confidence of the customer in the value the District
provides. •Maximize our Customer Satisfaction by expanding and improving
communications
Enhance communications with customers using our new phone system
Regularly produce and evaluate communications tools and explore the effective
use of new media options including: electronic newsletters, auto-dialer services,
video stream
Continue promoting the Water Conservation Garden as a venue for new
homeowners, developers, businesses and existing homeowners
Increase customers employing on-line bill payment
Increase conservation related communications by expanding web-based
information
Financial
•Provide enhanced value by directing and managing the
financial issues that are critical to the District. •Improve Financial Information and Billing Systems
Strengthen the long-term financial plan
Develop Water and Sewer Capacity Fees for Expansion
Re-negotiate the South Bay Water Reclamation Plant (SBWRP)
Recycled Water Supply with the City of San Diego
Evaluate the feasibility of replacing the existing customer
information system or migrating to the new version of the Eden
software
Streamline requisition and purchasing procedures
Improve financial planning and communication regarding the
expenditure of District funds
Business Process
•Improve business functionality by constantly improving
the efficiency and effectiveness of important processes. •Actively Manage Water Supply and Demand
Prepare and implement a Wastewater Management Plan
Implement the recommendations within the Integrated Water Resources
Plan (IRP) to acquire alternative and/or additional potable and recycled
water supplies and resource reliability
Continue working with the City of Chula Vista (City) for the possible
development of a MBR Plant and for a potential agreement with the City for
recycled water supplies from the MBR Plant
Work with the District’s largest potable water customers to convert landscape and interior water use to recycled water where fiscally feasible
and safe
Ensure best practices are followed in meeting the 20 by 2020 conservation
targets including reclassification of industrial and commercial customers
Educate and work with local agencies and others to influence developers,
builders, and to incorporate practical water efficient practices in new
construction
Business Process (Continued)
•Identify and implement improvements to the following business
processes
Strengthen CIP planning, budgeting, and cost tracking processes
Implement a water loss management program
Streamline Accounts Payable business processes
Develop complete Asset Management Program
Enhance security processes and planning
Update the District’s National Incident Management System (NIMS)
Emergency Management
Update the District-wide Records Management program
Improve and streamline meter related processes
Implement GIS-centric work order system
Streamline Inventory procedures
Complete valve exercising program business processes
Evaluate opportunities to combine or transfer similar work functions
Business Process (Continued)
Develop and implement large meter vault retrofit programs
Develop large and small meter test bench strategy
Replace SCADA software system
Improve the operating cost and efficiency of data center and network
services
Streamline Finance business processes
Develop data collection and condition assessment for collection system
facilities
Develop data collection and condition assessment for potable system
facilities
Develop gen-set load bank testing
Streamline Customer Service business processes
Implement the recommendation for improving response to extended
power outages
Implement wireless radio and data network for field operators
Learning and Growth
•Provide the leadership, tools, and management
commitment to become a more results oriented culture. •Results-Oriented Workforce
Identify management initiatives for represented/unrepresented employees in preparation for negotiations that will provide more efficiencies and more
flexibility
Evaluate polices and procedures as appropriate to streamline processes and
ensure the District remains competitive
Review classification plan with the goal of providing greater flexibility
Negotiate a successor Memorandum of Understanding for represented employees
for 2014 and beyond, and related compensations and benefits for unrepresented employees
Senior Management Team to develop summary of expectations for management
team to manage change in the future
Update performance evaluation categories/program to ensure a results-oriented
workforce and update and provide training if needed
Evaluate pay-for-performance program to ensure the District is rewarding
employees for innovations and business process review
B. Performance Measures – Detail
Meets or Exceeds Target
Does Not Meet Target
Yay! Boo!
Results for FY2013 Year End
Performance Measures
35 of 43 performance measures complete, ahead or on target (81%)
by year end. Target is 75%
Measure 1.2.101, Blanket Order Activity, aims to be above all set targets in order to have no less than 15%
of material purchases acquired via blanket POs per quarter in a single year.
Blanket Order Activity 1.2.101
Pe
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a
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Total Customer Water Saved 1.3.102
Measure 1.3.102, Total Water Saved, aims to be above all set targets in order to save more than 100 acre
feet of water in a single year.
Ac
r
e
F
e
e
t
Measure being Revised in FY14
Measure 1.3.103, Otay Water Use, aims to be below 172 Gallons Per Day
Gallons Per Capita per Day 1.3.103
Ac
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F
e
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t
Measure 1.1.100, Customer Satisfaction, is a once yearly survey that is reported on annually in the third
quarter and represents the results for the given fiscal year.
Customer Satisfaction 1.1.100 Measured Once per Fiscal Year
Pe
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c
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n
t
a
g
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Health & Safety Severity Rate (QualServe) 1.4.104
Measure 1.4.104, H & S Severity Rate, aims to be below all set targets in order to have no more than 30%
severity rate per quarter in a single year.
Pe
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c
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n
t
a
g
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Measure 1.4.105, Turnover Rate, aims to be below all set targets in order to have less than 5% turnover in a
single year.
Pe
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c
e
n
t
a
g
e
Employee Turnover Rate 1.4.105
Measure 1.4.106, Training Hours per Employee, aims to be above all set targets in order to have more than
12 hours of training per employee in a single year.
Training Hours per Employee 1.4.106
Ho
u
r
s
Measure 1.4.106, Training Hours per Employee, aims to be above all set targets in order to have more than
12 hours of training per employee in a single year.
Safety Training Hours per Employee 1.4.107
Ho
u
r
s
Measure 2.2.201, Construction Change Order Incidence, aims to be below all set targets in order to have no
more than 2 % in one year
% rate of change orders in a single year.
Construction Change Order Incidence (without allowances) 2.2.201
Pe
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n
t
a
g
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Measure 2.2.200, CIP Project Expenditure vs. Budget, aims to be below all set targets in order to keep
expenditures below 100% of the budgeted amount for a single year. Note: Annual result aims to be between
95-100% but is not to exceed 100%. Being significantly below target also gives the measure a “not on
target” status.
CIP Project Expenditure vs. Budget 2.2.200
Pe
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n
t
a
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Measure 2.3.202, Mark Out Accuracy, aims to have no less than 100% mark out accuracy every quarter in a
single year.
Mark Out Accuracy 2.3.202
Pe
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t
a
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Measure 2.3.203, Project Closeout Time, aims to be below all set targets in order to have an average
closeout time of no more than 45 days per quarter in a single year.
Note: No projects closed out in the 1st, quarter 2013 .
Project Closeout Time 2.3.203
Da
y
s
NA
Answer Rate 3.1.300
Measure 3.1.300, Answer Rate, aims to be above all set targets in order to have an average answer rate of
no less than 97% .
Pe
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c
e
n
t
a
g
e
Measure 3.2.301, O & M Cost per Account, aims to be below all set targets in order to keep O & M cost per
account less than $510.40 in a single year.
O & M Cost per Account (QualServe) 3.2.301
Do
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a
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Measure 3.2.302, Billing Accuracy, aims to be above all set targets in order to have no less than 99.8%
billing accuracy per quarter in a single year.
Billing Accuracy (QualServe) 3.2.302
Pe
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n
t
a
g
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Measure 3.2.302, Billing Accuracy, aims to be above all set targets in order to have no less than 99.8%
billing accuracy per quarter in a single year.
Overtime Percentage 3.2.303
Pe
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n
t
a
g
e
Measure 3.2.304, Sewer Rate Ranking, is a once yearly survey that is reported on annually in the first
quarter and represents the results for the given fiscal year. The District’s goal was to be in the top 50.
Sewer Rate Ranking 3.2.304 Measured Once per Fiscal Year
Pe
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n
t
a
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Measure 3.2.305, Water Rate Ranking, is a once yearly survey that is reported on annually in the first
quarter and represents the results for the given fiscal year. The District’s goal was to be in the top 50.
Water Rate Ranking 3.2.305 Measured Once per Fiscal Year
Pe
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n
t
a
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Measure 3.2.306, Debt Coverage Ration aims to be greater than 148%. It is measured annually.
Pe
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c
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n
t
a
g
e
Annual Measure Calculated in 4th Q
Debt Coverage Ratio (QualServe) – YTD 3.2.306
Reserve Level 3.2.307
Measure 3.2.307, Reserve Level, aims to be no less than 85%. It is measured annually.
Pe
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n
t
a
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In Development
Annual Measure Calculated at year end.
Measure 3.3.308, Distribution System Loss, aims to be below all set targets in order to ensure less than 5%
of unaccounted water in a single year.
*The calculation is a year-to-date calculation, so Qtr Result = YTD Result.
Distribution System Loss (QualServe) 3.3.308
Pe
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a
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Customer Satisfaction with Website 4.1.400
Measure 4.1.400, Customer Satisfaction with Website, is a once yearly survey that is reported on annually in
the second quarter and represents the results for the given fiscal year.
Measured Once per Fiscal Year
Pe
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n
t
a
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Measure 4.3.401, Network Availability, aims to be above all set targets in order to have an average of no
less than 99.2% network availability per quarter in a single year.
Network Availability 4.3.401
Pe
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c
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n
t
a
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Website Hits 4.4.402
Measure 4.4.402, Website Hits, aims to be above all set targets in order to have an average of no less than
12,100 website hits per quarter in a single year.
Nu
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H
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Measure 5.1.500, Unplanned Disruptions, aims to be below all set targets in order to have no more than .7
disruptions per 1000 accounts in a single year.
Note: Target is expressed as number of disruptions per 1000 accounts
Unplanned Disruptions (QualServe) 5.1.500
Di
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0
0
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Measure 5.1.501, Technical Quality Complaint, aims to be below all set targets in order to have no more
than 9 complaints per 1000 customer accounts in a single year.
Technical Quality Complaint (QualServe) 5.1.501
Co
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A
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Measure 5.2.502, Planned Drinking Water Maintenance Ratio in $, aims to be above all set targets in order
to have no less than 66
% of all labor dollars spent on preventative maintenance per quarter in a single year.
Note: Quarterly results are subject to change.
Planned Potable Water Maintenance Ratio in $ (QualServe) 5.2.502
Pe
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a
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Measure 5.2.503, Planned Recycled Water Maintenance Ratio in $, aims to be above all set targets in order
to have no less than 70% of all labor dollars spent on preventative maintenance per quarter in a single year.
Note: Quarterly results are subject to change.
Planned Recycled Water Maintenance Ratio in $ 5.2.503
Pe
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Measure 5.2.504, Planned Wastewater Maintenance Ratio in $, aims to be above all set targets in order to
have no less than 66% of all labor dollars spent on preventative maintenance per quarter in a single year.
Note: Quarterly results are subject to change.
Planned Wastewater Maintenance Ratio in $ (QualServe) 5.2.504
Pe
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a
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Measure 5.2.505, Direct Cost of Treatment per MGD, aims to be below all set targets in order to have no
more than $1000 per MG spent on wastewater treatment per quarter in a single year.
Direct Cost of Treatment per MGD (QualServe) 5.2.505
Do
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Measure 5.2.506, O & M Cost per MGP - wastewater, aims to be below all set targets in order to have no
more than $1750 per MG spent on O & M for wastewater treatment per quarter in a single year.
O & M Cost per MGP - Wastewater (QualServe) 5.2.506
Do
l
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a
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s
Measure 5.3.507, % PMs Completed – Fleet Shop, aims to be above all set targets in order to have no less
than 90% of the scheduled PMs completed per quarter in a single year.
% PMs Completed – Fleet Shop 5.3.507
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Measure 5.3.508, % PMs Completed – Reclamation Plant, aims to be above all set targets in order to have
no less than 90% of the scheduled PMs completed per quarter in a single year.
% PMs Completed – Reclamation Plant 5.3.508
Pe
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Measure 5.3.508, % PMs Completed – Reclamation Plant, aims to be above all set targets in order to have
no less than 90% of the scheduled PMs completed per quarter in a single year.
% PMs Completed – Pump and Electric 5.3.509
Pe
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Measure 5.3.510, % PMs Completed – Valve Maintenance Program, aims to be above all set targets in
order to have no less than 90% of the scheduled PMs completed per quarter in a single year.
% PMs Completed – Valve Maintenance Program 5.3.510
Pe
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t
a
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Measure 5.3.511,Valve Exercising Program, aims to be above all set targets in order to have no less than
2400 valves exercised in a single year.
Valve Exercising Program 5.3.511
Nu
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V
a
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s
Measure 5.3.512, Water Distribution System Integrity, aims to be below all set targets in order to have no
more than 16 leaks and breaks per 100 miles of distribution piping in a single year.
Water Distribution System (Potable) Integrity (QualServe)
5.3.512
Le
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a
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M
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Measure 5.3.513, Planned Water Service Disruption Rate, aims to be below all set targets in order to have
no more than 2.5 planned outages per 1000 accounts per quarter in a single year.
Note: This measure is expressed as number of accounts affected per 1000 accounts
Planned Water Service Disruption Rate (QualServe) 5.3.513
Di
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0
0
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A
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Measure 5.3.514, Drinking Water Compliance Rate, aims to be no less than 100% every quarter in order to
ensure the District meets all of the health related drinking water standards everyday for a single year.
Potable Water Compliance Rate (QualServe) 5.3.514
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Measure 5.3.515, Collection System Integrity, aims to be below all set targets in order to have no more than
3.5 wastewater collection system failures per 100 miles of collection system pipeline in a single year.
Collection System Integrity (QualServe) 5.3.515
Fa
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p
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1
0
0
M
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s
No Spills in 2013!
Measure 5.3.516, Replace Manual Read Meters with Automated Meters, aims to be above all set targets in
order to have no less than 4500 meters replaced in a single year.
Replace Manual Read Meters with Automated Meters 5.3.516
Nu
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M
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t
e
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Measure 5.3.517, Recycled Water System Integrity, aims to be below all set targets in order to have no more
than 6.6 leaks or breaks per 100 miles of recycled distribution system in a single year.
Recycled Water System Integrity 5.3.517
Le
a
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o
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B
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e
a
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s
p
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1
0
0
M
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Measure 5.3.518, Sewer Overflow Rate, aims to have no overflows in a single year.
Sewer Overflow Rate (QualServe) 5.3.518
Ov
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M
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Next Steps FY2015 – 2017 Plan
•Reevaluation of Current Goals and Strategies •Evaluation of Alternatives •Evolution of Strategy Maps •Begin in October 2014 •Finalize By March 2015 •Board Adoption with FY15 Budget
Questions and Comments