HomeMy WebLinkAbout7 - Prioritization for the "Opportunities for Improvement" identified in American Water Works Association (AWWA) Water Environment Federation (WEF) Peer Review Report CITY OF BOULDER
WATER RESOURCES ADVISORY BOARD
AGENDA ITEM
MEETING DATE: Jan. 12, 2009
AGENDA TITLE: WRAB consideration of prioritization for the "Opportunities for
Improvement" identified in American Water Works Association (AWWA)/ Water
Environment Federation WEF Peer Review Re ort
PRESENTERS: Ned Williams, Director of Public Works for Utilities
Joanna Crean, Public Works Administrator
EXECUTIVE SUMMARY
On October 17, 2008 the American Water Works Association (AWWA)/ Water Environment
Federation (WEF) peer review of the Utilities water and wastewater operations was completed. A
report was provided to WRAB and staff which identified both strengths and opportunities for
improvement. Staff met with WRAB on Dec. 15, 2008 to solicit feedback on the guiding principles
and prioritization method for developing an implementation plan. The feedback has been
incorporated and an initial prioritization of the opportunities for improvement will be presented to
WRAB at the Jan. 12, 2009 meeting. Feedback will be incorporated and a proposed implementation
plan will be distributed to City Council in a t~'eekly Information Packet memorandum in March,
2009.
BACKGROUND
As part of the expenditure review and efficient government objectives established by the City
Manager in response to the recommendations of the Bluc Ribbon Commission, department and
program reviews are being conducted to comprehensively evaluate the use of public funds. A peer
review of the Utilities Division (specifically, water and wastewater) of the Public Works
Department was conducted by AWWA/WEF and completed in Oct. 2008. The review included a
420-question employee self-assessment survey that, in part, created the basis for aweek-long peer
review of the water and wastewater utilities. The Peer Review Team, composed of four volunteer
utility professionals from across the country, toured the utility facilities, interviewed staff, analyzed
operations based upon their professional expertise, and generated a final report of their experienced
views. Prior to the on-site visit, each peer reviewer spent 60 to 80 hours respectively reviewing
documents provided by the utilities staff.
The peer review final report identifies areas of strength and opportunities for improvement. It is
important to recognize that while the Ltilities Division needs to assess and likely implement many
of the recommended improvements, that the strengths that are essential services or work activities
are important and need to continue to receive resources and support, as reflected in the Utilities
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A ITEM # 7 PAGE 1
Business Plan. Some of the opportunities for improvement identified by the peer review report are
already being implemented while others will take longer to implement.
GUIDING PRINCIPLES FOR PRIORITIZATION
In order to prioritize the opportunities for improvement and develop an implementation plan,
Utilities staff, with input from WRAB, developed guiding principles and compiled additional
information related to resource needs, benefits and costs, internal and external impacts, and service
levels. Attachment A provides more detail on the guiding principles for prioritization and
definitions used in collecting the additional information.
One of the guiding principles used in the prioritization process is the Boulder Business Plan
blueprint or model. Business plans are developed for each department in order to normalize the
discussion across the organization regarding resources, priorities, services and funding levels. In
this process, the city categorizes services into those that are "essential," "desirable," or
"discretionary." While using this business plan model is helpful in the initial prioritization process,
it does not include the only factors that were considered. There was also a need to rank some of the
items as opportunistic meaning these items were already underway or could be implemented
quickly. The recommendations were also evaluated based on the additional resources needed for
implementation and benefits projected from this investment. The guiding principles for
prioritization include the business plan blueprint in addition to these other factors. All of the factors
are listed below and are explained in more detail in Attachment A:
• Business Plan Model (Investment Strategy)
• Work Plan Status
• Timeline to Complete
• Resources Needed to Accomplish
• Benefits (fiscal and non-fiscal)
• Internal and External Impacts
Based on the factors listed above, each opportunity for improvement was then grouped into one of
three tiers. The tiers represent the implementation plan priority as described below:
• Tiei• 1 -Items in the Tier 1 category will be acted upon beginning in 2009 and continuing in
2010 (if they haven't already been started). Items are grouped as Tier 1 if they are a considered
a "quick win" or have a high fiscal benefit in comparison to resources needed to accomplish.
Tier 1 items are preferably considered "essential" but may be "desirable" or "discretionary"
services (as defined in the Boulder Business Plan and described in Attachment A).
o "Tier 1" includes opportunities for improvement that are:
¦ Preferably essential but may be desirable or discretionary services,
¦ "Quick wins" defined as within existing budget and accomplish in 2009,
¦ Fiscal benefits which are greater than resources needed to accomplish,
¦ Preferably short-term timeline to complete but may be moderate, long-term, or
on-going (note, that an item may need more evaluation and scope work done
initially), and/or
¦ Identified as having internal and external impacts.
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A ITEM # 7 PAGE 2
• Tiei• 2 -Items in the Tier 2 category may be started in 2010 depending on resources and
progress made on Tier 1 items. It is anticipated that all Tier 2 items will be completed between
2010 and 2014. Items are grouped as Tier 2 if they are a considered a "medium win" or have an
equal fiscal benefit in comparison to resources needed to accomplish. Tier 2 items are preferably
considered "desirable" but may be "discretionary" or "essential" services.
o "Tier 2" includes opportunities for improvement that are:
¦ Preferably desirable but may be discretionary or essential services,
¦ "Medium wins" defined as between 2 to ~ years to complete and moderate
resources needed to accomplish,
¦ Fiscal benefits which are equal to the resources needed to accomplish,
¦ Preferably moderate-term timeline to complete but may be short-term, long-term,
or on-going, and/or
¦ Preferably having internal and external impacts but may only have internal
impacts.
• Tier 3 -Items in the Tier 3 category will be acted upon beginning in 2015 (or sooner if Tier 1
and most of Tier 2 items are completed and resources are available). Items are grouped as Tier 3
if they are a considered a "long win" or have a high resource need in comparison to the fiscal
benefit. Tier 3 items are preferably considered "discretionary" but may be "desirable" or
"essential" services.
o "Tier 3" includes opportunities for improvement that are:
¦ Preferably discretionary but may be desirable or essential services,
¦ "Long wins" defined as over 5 years to accomplish and high resources needed,
¦ Resource needs to accomplish which are greater than fiscal benefits,
¦ Preferably long-term timeline to complete but may be moderate, short-term, or
on-going, and/or
¦ Identified as only internal impacts.
RESULTS OF PRIQRITIZATION
As a result of the prioritization process described above, the total 89 opportunity for improvement
items were grouped into Tiers:
• Tier 1 = 29 items
• Tier 2 = 40 items
• Tier 3 = 20 items
The prioritization of all opportunities for improvement along with a detailed description of each
item is provided in Attachment B. Listed below is each Tier 1 item. The numbering of each item
below (as well as in Attaclunent B) is not reflective of a particular order but rather it provides a
way to identify each item for discussion purposes.
1. Full staff meetings are held annually with upper management. It may be of value to all
employees to attend full staff meetings semi-annually.
2. The roles and responsibilities for WRAB and utility staff need to be better defined. The WRAB
should perform at a policy level and staff at the technical detail oriented level. Both the WRAB
and staff needs to be mindful of the WRAB's need for information that is necessary to make
policy decisions.
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A ITEM # 7 PAGE 3
3. Expand use of employee development plan within the evaluation system.
4. Enact policy to adopt "near OSHl~" standards.
5. Improve safety & health program within all divisions.
6. Supervisors need to observe practices of subordinates.
7. Senior management needs to actively promote a safety culture.
8. Trainers need to be well versed and experienced in their subjects. Topics should be varied to
ensure all aspects of safety requirements are covered.
9. Flexibility in replacement of lines should be used to establish priorities.
lfl. High pressure pipeline right-of--ways not regularly inspected & maintained.
11. Produce as-built drawings in a timelier manner so GIS maps can be accurately updated with new
facilities. This will provide the information to field crews and allow them to work more
efficiently.
12. Digitize project records to ensure information is not lost and provide methods to easily access
this information.
13. Develop and implement procedure to ensure management and the public information office is
informed of shut-off, SSOs, breaks and other emergency problems so they may be properly
informed.
14. Develop and implement procedure to ensure management and the public information office is
informed of shut-offs, SSOs, breaks and other emergency problems that impact customers.
15. Provide a system to include field collected data into the analysis and prioritization of line
replacement or rehabilitation.
16. Consider conducting an energy audit to review new electrical demands as well as review current
sources and uses of energy.
17. Integration of work groups will provide greater effectiveness in operating the plant.
18. Plant management is working to establish goals and a mission statement for the plant.
19. Management needs to make a business case for purchasing of environmental lab equipment and
continue to reviev~~ analytical request to ensure only necessary and relevant work is completed.
2fl. Reallocation of staffing must be considered in order to operate the process economically and
effectively.
21. Limited communication between maintenance staff and operations management.
22. Maintenance Computerized IVlaintenance Management System (CIVIMS) not happening.
23. Operations staff appears heavy. 24/7 monitoring of distribution system by a dedicated operator
seems excessive.
24. Business case for night monitoring of distribution system, and both plants from Betasso should
be developed.
25. Field's new GIS is slow, hard to read and not accurate. The older system is static and very
accurate.
26. Corrosion resistant bolts not always used on buried applications.
27. Field reports not recorded in electronic records/maps.
28. Group needs to objectively analyze existing work load as to what needs to be accomplished and
what is desirable to be done.
29. Group needs to objectively make a business case for new programs/projects.
FINANCIAL ANALYSIS
Out of the 29 Tier 1 items, a majority of the items (23) can be implemented within the existing
budget. The retraining items (specifically items #7, 14, 15, 16, 24, 25) would require approximately
AGENDA ITEM # 7 PAGE 4
$70,000 to $300,000 of additional resources to implement. Cif the additional resources needed,
approximately $15,000 would be needed on an annual basis and $55,000 to $285,000 is estimated to
be a one-time capital cost. Until a more detailed cost/benefit analysis is completed, it is anticipated
that the ongoing fiscal benefit related to implementing the Tier 1 items would be approximately
$170,000 to $250,000 annually. The range reflects that some Tier 1 items require further evaluation
and the resources needed to implement the resulting recommendations as well as the ongoing
benefits are unknown.
While there is a fiscal benefit to implementing the Tier 1 items, there is still a cost that needs to be
balanced against the current projects and budget. As the implementation plan is further developed,
the Tier 1 items will be weighted against current projects and budget. Trade offs will be made
and/or some projects may be delayed in order to reallocate the additional resources needed to
implement the Tier 1 items.
Part of addressing an opportunity for improvement will be to better define the costs and resources
needed to accomplish. The Tier 1 costs are anticipated to be refined and Tier 2 costs will be
developed by staff over the next several months. This information will be presented to WRAB at the
May and June meetings. Alternatives will be discussed with respect to funding including future rate
impacts and the feedback will be incorporated into the 2010 budget process. Cost estimates for Tier
3 items are anticipated to be discussed with WRAB in 2011 as part of the 2012 budget process.
NEXT STEPS
Feedback from WRAB on the prioritization of the "opportunities for improvement" items will be
incorporated and a proposed implementation plan will be distributed to City Council in a Weekly
Information Packet memorandum in March, 2009. The refined cost estimates for Tier 1 and Tier 2
items will be discussed at the May and June WRAB meetings and feedback will be incorporated
into the 2010 budget process.
ATTACHMENTS
Attachment A: Guiding Principles for Prioritizing 4ppoitunities for bnprovement
Attachment B: Draft Prioritization of Opportunities for Improvement
AGEND
A ITEM # 7 PAGE 5
ATTACHMENT A:
GUIDING PRINCIPLES FOR PRIORITIZING
"OPPORTUNITIES FOR IMPROVEMENT"
This document explains the guiding principles and additional information needed to help prioritize the
opportunities for improvement identified in the peer review report.
• BUSINESS CATEGORY -The peer review report is divided into 26 business process categories
which are all included in the draft prioritization spreadsheet. The business process categories are
common functions conducted at a utility, such as Engineering, Customer Service, Water Treatment,
etc. Each of the business process categories consists of many "best practices" which are described
as actual behaviors or work activities that are performed consistently by employers at a high-
achieving utility. While all business process categories are high priority, each category consists of
combinations of work activities (services) including essential, desirable, and discretionary sei•~~ices
as described in the Boulder Business Plan section below.
• OPPORTUNITY FOR IMPROVEMENT -Each opportunity for improvement is listed in the
draft prioritization spreadsheet in the same way that it appears in the peer review report (grouped
by business category). In summary, the opportunities for improvement may:
• Reduce cost without reducing a basic standard of service,
• Reduce cost with an acceptable reduction in service standard,
• Be a business or professional Best Management Practice (BMP), and/or
• Upgrade a service standard.
• NARRATIVE -This section explains staff's interpretation of the "opportunity for improvement"
related to the existing conditions. Also, noted in this section is how staff might implement the item.
• IMPLEMENTATION PLAN PRIORITY -Each opportunity for improvement is grouped by
tier as described below.
o Tier 1 -Items in the Tier 1 category will be acted upon beginning in 2049 and continuing
in 2414 (if they haven't already been started). Items are grouped as Tier 1 if they are a
considered a "quick win" or have a high fiscal benefit in comparison to resources needed to
accomplish. Tier 1 items are preferably considered "essential" but may be "desirable" or
"discretionary" services (as defined in the Boulder Business Plan and described below).
¦ "Tier 1" includes opportunities for improvement that are:
• Preferably essential but may be desirable or discretionary sen~ices,
• "Quick wins" defined as within existing budget and accomplish in 2449,
• Fiscal benefits which are greater than resources needed to accomplish,
• Preferably short-term timeline to complete but may be moderate, long-term,
or on-going (note, that an item may need more evaluation and scope work
done initially), and/or
• Identified as having internal and external impacts.
o Tier 2 -Items in the Tier 2 category may be started in 2414 depending on resources and
progress made on Tier 1 items. It is anticipated that all Tier 2 items will be completed
between 2414 and 2414. Items are grouped as Tier 2 if they are a considered a "medium
win" or have an equal fiscal benefit in comparison to resources needed to accomplish. Tier
2 items are preferably considered "desirable" but may be "discretionary" or "essential"
services.
1
¦ "Tier 2" uicludes opportunities for improvement that are:
• Preferably desirable but may be discretionary or essential services,
• "Medium wins" defined as between 2 to 5 years to complete and moderate
resources needed to accomplish,
• Fiscal benefits which are equal to the resources needed to accomplish,
• Preferably moderate-term timeline to complete but may be short-term, long-
term, or on-going, and/or
• Preferably having internal and external impacts but may only have internal
impacts.
o Tier 3 -Items in the Tier 3 category will be acted upon beginning in 2Q15 (or sooner, if
Tier 1 and most of Tier 2 items are completed and resources are available). Items are
grouped as Tier 3 if they are a considered a "long win" or have a high resource need in
comparison to the fiscal benefit. Tier 3 items are preferably considered "discretionary" but
maybe "desirable" or "essential" services.
• "Tier 3" includes opportunities for improvement that are:
• Preferably discretionary but may be desirable or essential services,
• "Long wins" defined as over 5 years to accomplish and high resources
needed,
• Resource needs to accomplish which are greater than fiscal benefits,
• Preferably long-term timeline to complete but may be moderate, short-term,
or on-going, and/or
• Identified as only internal impacts.
• BUSINESS PLAN -INVESTMENT STRATEGY -The mission of the Utilities Division is to
provide quality water services, as desired by the community, in a manner which emphasizes
efficient management of fiscal and natural resources, and protects human and environmental
health. In order to achieve this goal, the Utilities Division evaluates the current funding of services
based on the following investment strategy:
Essential Services -include the operation, maintenance and administration of existing systems
that ensure highly reliable water and wastewater treatment,'deliveiy and stormwater-/flood
conveyance in a manner that meets federal and state regulatory criteria or industry standard levels
of best practice. These services ensure that customers and employees are in a safe environment,
that a basic "customer care" service standard (ie, responsiveness, financial or permits) is provided
with minimal disruptions. Maintaining quality of life is addressed as a result of these services.
These services ensure the health and safety of people and property and collect sufficient funds to
maintain these services.
Desirable Services -include the expansion of the water and wastewater treatment and delivery
systems or the stormwater;`flood conveyance systems that are intended to respond to impacts of
future growth or development, meet federal or state goals, or which support city council adopted
goals and values. These services might enhance quality of life by providing a higher level of
service or ability to access information than is routinely provided by regulatory criteria or industry
standards.
Discretionary Services -include enhancements of water and wastewater treatment or delivery
systems and stormwater/flood conveyance systems that enhance or help others (but not required to)
perform their business. These services may provide information to the industry for analysis and
2
comparisons in order to develop future regulations, or may include another way for customers to
access information. These services may provide a special convenience to a small number of
customers.
Each opportunity for improvement was evaluated based on whether it was an essential, desirable or
discretionary service within the context of the business plan.
o Response to "Business Plan -Services" vicludes one of the following choices:
¦ Essential
¦ Desirable
¦ Discretionary
• WORK PLAN STATUS -The current work plan status for each opportunity for improvement is
identified in the spreadsheet. For improvements listed as already "in progress," information related
to what percent is complete and when it is estimated to be complete is included.
o Response to "Work Plan Status" includes one of the following choices:
¦ In progress
• % complete
• Estimated date of completion
¦ Work has not begun but in work plan.
¦ Work has not begun and not planned.
• TIMELINE TO COMPLETE -This is an estimate of how long it will take to complete an
opportunity for improvement item, assuming that adequate resources would be provided to
complete.
o Response to "Timeline to Complete" includes one of the following choices:
¦ Short-term (0-2 years),
¦ Moderate (2-5 years),
¦ Long-term 5 years)
¦ Ongoing
• RESOURCES NEEDED TO ACCOMPLISH -This is an estimate of the resources needed to
accomplish the identified opportunity for improvement. Resources include money and/or staff.
o Response to "Resources Needed to Accomplish" includes one of the following:
• Additional Resources
• 11~Iinimal (less than $25,000}
• Moderate ($25,000 - $100,000)
• High $100,000)
¦ Within existing budget
• BENEFITS -This column identifies the potential benefits which can be monetary (cost savings)
and/or non-monetary (e.g., rick avoidance). If there are no cost savings or non-monetary benefits
then the respective column is left blank.
o FISCAL
¦ If applicable, response to "Benefits -Fiscal" includes:
• Cost Savings is:
o On-Going
o One-Time
3
AND
• Cost Savings is:
0 1Vlinimal (less than $25,000)
o Moderate ($25,000 - $100,000)
o High $100,000)
o NON-FISCAL
¦ If applicable, response to "Benefits -Non-Fiscal" includes a brief description.
• INTERNAL AND EXTERNAL IMPACTS -This column identifies if the opportunity for
impro~7ement item would have an internal and/or external impact.
o Response to "Internal Impacts" includes one of the following choices:
¦ Workgroup
¦ Multiple Workgroups (1-2 workgroups)
¦ Utility Wide (+3 workgroups)
o Response to "External Impacts" includes one of the following choices: (snore details
related to determining community sustainability impacts can be found at
l2tt~. %'intrativeb.ci.boulder.co.l~s'cmoclerk C:omP~aunitvSustainczbilit~~~IssessmentTools.htm)
• Economic -defined as the overall economic impacts on the business community
which could impact city revenues; promotes a diverse and sustainable economy that
supports needs of all segments of the community; may also include
intergovernmental relations or issues.
¦ Environmental - def-fined as the overall impacts based on environmental concerns
such as transportation, climate, energy, greenhouse gas emissions, recycling;
considers balance of renewable and non-renewable resources; may also include
intergovernmental relations or issues
¦ Social - defined as the overall impacts on the needs of diverse communities (e.g.,
different ethnicities and cultures, abilities, age, income, family demographics,
under-represented residents); engaged broad segments of community for input; may
also include intergovernmental relations or issues.
• OTHER COMMENTS -This includes any other relevant information, if necessary.
o If applicable, response to "Other Comments" includes a brief description.
4
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
1 Leadership & Full staff meetings are held annually with The Directors of Public Works (Ivlaureen Bait, Ned ~~~illiams and 1 Desirable tiy~`ork has not Short-term
Within NlA Improve Utility wide NIA Relatively easy to
Organization upper management. It may be of value to all Tracy Winfree) hold full vvork group meetings at each Public Service begun and existing communications,
achieve
employees to attend full staff meetings semi- Works site on an annual basis. Expand to semi-annual meetings. not planned budget improve job
annually. satisfaction
2 Leadership & The roles and responsibilities for WRAB and WRAB roles and responsibilities (as are all city boards and 1 Desirable In progress Short-term
Within On-going, Improve advice to Workgroup NIA Need to consider
Organization utility staff need to be better defined. The commissions) are defined in the city code. City staff is working Service existing Minimal CMO and
city CMO, city
WRAB should perform at a policy level and with city council to improve board member orientation, training budget council, more council and
staff at the technical detail oriented level. and selection processes in order to improve the effectiveness for efficient meetings WRAB feedback
Both the WRAB and staff needs to be all city boards. Consider reviewing the city code responsibilities and how city
mindful of the WRAB's need for information with WRAB/staff in 2009 as to appropriate scope and balance of resources should
that is necessary to make policy decisions. board activities in order to further define and clarify the be utilized.
relationship between WRAB and staff.
3 Human Expand use of employee development plan Each supervisor/employee should detail a development plan in 1 Discretion In progress, Short-term Within
N1A Improve job Utility wide NIA Need to share
Resources within the evaluation system. the employee's 2009 annual Performance Evaluation. ary 75% existing satisfaction, information and
Mgmt Service budget improve ideas
4 Health & Enact policy to adopt "near OSHA" standards Comment is primarily related to treatment plants, water 1 Essential Work has not Short- Within On-going,
Passible risk loss Utility wide NIA This peer review
Safety Mgmt distribution, and wastewater collection staff. OSHA standards Service begun and term, existing Minimal reduction and comment
appears
should be applied for activities such as confined space entry, has notbeen drafting a budget commitment to a to be directed at
excavations/trenches, locklout tag/out, chemical handling, traffic planned. policy safety culture. developing a
safety, etc. Currently, in the water distribution and waste water itself policy only,
collection maintenance workgroups, most OSHA regulations are should implementation is
being followed. Treatment plants are following many OSHA only take not covered in
standards. It is proposed that the city adopt a written policy that 30-90 this category.
states utilities establish a goal of conforming to a11OSHA days.
standards and do an inventory and assessment of facilities and
practices to identify and correct any deficiencies.
5 Health & Improve safety & health program within all Safety and health are essential and part of the job description of 1 Essential Some safety Short-term Unknown Unknown,
but Possible risk loss Utility vvide NIA We currently are
Safety Mgmt divisions almost all utility staff. Stewart Ellenberg, the risk manager for Service work and within 2 possibly reduction. (related to
#b not experiencing
the city of Boulder, is working with his staff to schedule training goals have years minimal. and #7) injury losses that
opportunities for specific workgroups. If injury losses increase in been would indicate a
the future, may need to consider increasing resources for this initiated, but safety program
Health and Safety program. an analysis concern.
needs to be
completed.
6 Health & Supervisors need to observe practices of Currently, supervisors actively spend time in the field as well as 1 Essential In progress, Short- Within
Possible better Utility wide NIA On-site
Safety Mgmt subordinates attend safety trainings alongside staff. Improper safety practices Service schedules term, l existing working (related to #5 supervision
needs
are captured and debriefed with staff. If necessary, training is and impacts year budget relationships, and #7) to be balanced
modified or requested to prevent incidents. All supervisors need to other quality control, with other
to have a front-line role in safety and lead by example. All administrativ quality assurance, administrative
employees are expected to play a role in safety and it should be a e duties to be reinforce a safety duties. Higher
uniform category in performance evaluations. If injury losses determined. culture. grade employees
increase in the future, may need to consider increasing resources must be
for this Health and Safety program. accountable for
site work as well.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. t
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
7 Health Senior management needs to actively Currently, supen~ isors actively spend time in the field as well as 1 Essential In progress, Short- Minimal,
less On-going Injury loss Utility wide NIA 1~'e currently are
Safety Mgmt promote a safety culture attend safety trainings alongside staff. Improper safety practices Service objectives term, l ~ than $25,000 avoidance (related
to #5 not experiencing
are captured and debriefed with staff. If necessary, training is and training years and #6) injury losses that
modified or requested to prevent incidents. If injury losses need to be would indicate a
increase in the future, may need to consider increasing resources further safety program
to this Health and Safety program and hold conferences, refined . concern.
seminars, and workshops to more actively promote a safety
culture.
8 Health & Trainers need to be well versed and Kevin Krayna, risk managers office, works closely with 1 Essential In progress, Short- Minimal, less On-going
Injury loss Utility wide NIA
Safety Mgmt experienced in their subjects. Topics should supervisors to ensure that proper and effective safety training is Service 75% term, l-2 than $25,000
avoidance
be varied to ensure all aspects of safety being provided. Kevin also attends the training for quality complete years
requirements are covered. control purposes. Need to ensure that all training is done in a
professional manner and need to continue to update the list of
available trainers on apre-qualified vendor list to call.
9 Capital Flexibility in replacement of lines should be The city uses a data based decision tool to help with the 1 Desirable In progress - Short-term t~~ithin
On-going; Unknown but Multiple Econo
Improvement used to establish priorities. prioritization of waterline replacement projects. Factors include Service 50 % (0-2 years) existing moderate potentially Wor
groups (1- mic -
Program pipe age, material type, diameter and soil type. The decision tool complete, budget (>$25,000 - significant since the 2 workgroups) reduce
is one of many factors used to prioritize replacement projects and estimated $100,000) improved decision d lass
the judgment of engineering, operations and maintenance staff completion - tool should allow of
continues to play an important role in any final decisions. A first quarter for better decisions water
recent review of the decision tool provided several 2009 regarding the servic
recommendations for improvement that staff intends to priority of e
implement. The CIP process provides flexibility in re-evaluating replacement
and prioritizing projects on an annual basis. projects.
10 Plant & High pressure pipeline right-of-ways not High pressure transmission pipelines have two categories--raw 1 Essential Raw water Short-term Minimal
Cost savings Increased reliability Utility-wide-- Enviro
Property regularly inspected & maintained. water and treated water. Raw water pipeline right-of-ways are Service transmission to create resources to are
on-going by of the water system; Increase for nment
Mgmt regularly inspected, at least annually. Treated water transmission pipelines treated create treated increasing the greater flexibility in workgroups)
al and
line maintenance is not assigned to any one work group, so inspection water water life of pipelines choice of source given lead Social
attention to these pipelines varies and is done on an "as needed" plan-100°/o in transmissi transmission and valves. water; possibly responsibility
effects
basis by Water Treatment, Hydro, Utilities Maintenance or place and on pipeline pipeline Preventative increased for treated due to
Project Management. Consider a more organized and frequent maintenance plan; On- inspection maint can hydropower water emerg
inspection program of treated water transmission pipelines and in progress -going for plan and to delay need to generation and transmission
ency
more inspections of valves on the raw water pipelines. These Treated implement review raw replace $15-25 reduced greenhouse pipelines and repairs
functions could be combined into a single program under a water ing water pipeline million gases raw water to
single work group (see Item No. 69). Maintenance of the treated transmission inspections plan; pipeline by 20f valves and pipelin
water transmission pipelines should be specifically assigned to pipelines and Unknown years decrease for es
one group and resources provided. An 0&M plan for treated inspection maintenan resources wlresultant workgroups that would
water transmission pipelines should be developed. and ce of both needed to savings in currently be
maintenance treated and implement interest costs respond to minim
plan--work raw water preventative possibly in emergencies. ized
has not transmissi maintenance hundreds of Decrease in
begun and is on program thousands to Project
notplanned pipelines millions of Management
and dollars. workload due to
appurtenan less frequent
ces pipeline
replacement.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 2
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
11 Engineering Produce as-built drawings in a timelier The topic is being discussed by staff and several ideas to help 1 Desirable In progress - Short-term
Within On-going; Unknown but Utility 1~'ide Nine
manner so GIS maps can be accurately with the timelier development of as-built drawings and updating Service 25 % (0-2 years) existing minimal potentially (+3
updated with new facilities. This will provide of GIS maps have been put forward. There is a lag time between complete; budget significant since workgroups};
the information to field crews and allow them the construction of facilities and the development of as-built estimated improved timeliness related to item
to work mare efficiently drawings and updating of GIS maps. For this reason, design completion - of as-built drawing number 38 and
drawings and the development of a corresponding "work-in- first quarter information should 39
progress" layer has been discussed. It is anticipated that further 2009 provide for
consideration and a decision regarding this issue will be made increased staff
during the la quarter of 2009. efficiency
12 Engineering Digitize project records to ensure information A project tracking database and procedures for scanning and 1 Essential In progress - Short-term
Within On-going; Unknown but Utility Wide None
is not lost and provide methods to easily archiving of electronic files has been implemented to capture Service 75 % (0-2 years) existing minimal potentially (+3
access this information. critical information and provide easy access to and query of complete; budget significant since workgroups};
these records. estimated improved access to related to item
completion - archived electronic number 38 and
first quarter files should provide 39
2009 for increased staff
efficiency
13 Customer Develop and implement procedure to ensure If emergency occurs during work hours, a "water info" e-mail 1 Essential In progress Short- Within
Having a procedure Utility wide Social Plan will be
Service management and the public information goes out which includes Public Works' Communications staff. If Service term. existing in place could Public
developed with
office is informed of shut-off, sanitary sewer it's a large main break, Communications staff is contacted budget clarify what to do Comm minimal
overflows {SSOs), breaks and other directly by a supervisor. Off-hours, Communications will get and enhance unicati resources
emergency problems so they maybe properly phone call only if something really significant happens, and a communication. It on including a
informed. water info e-mail may or may not go out the next clay. Week-end would also provide procedure to
responses are not consistent. Currently no set standard for the clarity and improved implement.
division on communication procedures {including creek spills, coordination in the
power outages at the plant, main breaks, etc.} Staff will establish event of an
procedures for communicating urgentlemergency issues and emergency.
write a Utilities Division policy. This would be distributed and
supervisors would train staff. {related to #14)
14 Government, Develop and implement procedure to ensure Public Works Communications group is alerted for all urgent 1 Essential In progress Short-term Within
NA Having a procedure Utility wide Econo Plan will be
Business and management and the public information situations such as water main breaks and sewer main backups. Service existing in place could mic-
developed with
Community office is informed of shut-offs, SSOs, breaks Otherwise, it's acase-by-case judgment to alert the PIOs. Need to budget clarify what to do suppor
minimal
Relations and other emergency problems that impact keep the CMO aware of emerging situations and possible press- and enhance t resources
customers. related issues. Staff will establish procedures for communicating communication. It busine including a
urgent/emergency issues and write a Utilities Division policy. would also provide ss procedure to
{related to #13} clarity and improved needs implement.
coordination in the by
event of an more
emergency. quickl
y
alertin
g
Gusto
mers;
Social-
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 3
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
L Collection Provide a system to include field collected Field observations for gravity mains (storm and sewer) and 1 Essential In progress End of Minimal,
less Ongoing, Collection NIA 1~7rile this may
System data into the analysis and prioritization of line manholes is currently recorded in Utilities Maintenance and Service 2009 than $25,000 minimal
System appear to be
0&M replacement or rehabilitation. Management System {UMMS.} Observations come from TV-ing Maintenance essential, we are
mains and manhole observations. In addition, the condition of workgroup. not aware of any
hydrants is recorded during hydrant inspections and main breaks deficiencies or
and break causes are tracked and entered in UMMS. The Utilities gaps that this
Planning and Project Management workgroup is going to process would
implement a separate asset management system for which rectify.
Utilities Maintenance workgroup will provide UMMS data for
inclusion in making replacementlrehabilitation decisions. The
field reports will be modified to capture pipe and manhole
condition, then the UMMS system will be modified to capture
and sort by maintenance need priority in order to prioritize
maintenance work.
161h'astewater Consider conducting an energy audit to Construction completed at WWTP in June 2008 and have yet to 1 Essential Work has not Short-term One-time, On-going
cost Workgroup Enviro A consultant may
Treatment review new electrical demands as well as optimize process of certain major electrical loads such as Service begun and additional savings - nment
be the best
0&M review current sources and uses of energy. aeration blowers and centrifuges. An energy audit is warranted not planned resources - minimal al
approach to
and will likely result in some recommendationsthat could minimal achieve this goal.
provide ongoing power savings.
17 Wastewater Integration of work groups will provide This is an extremely important but long-term goal of the WWTP. 1 Essential In progress - Ongoing Within
Ongoing, Abetter working Workgroup N/A This opportunity
Treatment greater effectiveness in operating the plant. The four workgroups at WWTP (Operations, Maintenance, Service 5% complete existing minimal
relationship between will be extremely
0&M Resource Recovery, and Admin}often work independently. (5 to 10 year budget workgroups will challenging and
More cooperation and collaboration between workgroups would timeline to create more may require
provide a consistently high performing WWTP. Will consider complete) efficiencies, and less reorganization of
teambuilding skills and training and cross-workgroup time will be spent the WWTP
collaboration. on personnel issues. tivorkgroups.
18 tiy'astewater Plant management is working to establish Goals and mission statement were in progress during Peer 1 Essential In progress - Short-term Within
Included in Mission, goals, workgroup N/A
Treatment goals and a mission statement for the plant. Review week. Since that time, mission, goals, values, and Service 100% existing fiscal benefits
values, and
0&M expectations have been finalized in a document by Coordinator complete budget in Item #17 expectations help
and Supervisors. Consistent and regular follow up to see how (11/5/08) employees gain a
well the goals and mission statement are being utilized is needed. sense of belonging
Performance reviews should include many of the elements listed to a purpose larger
in the document. than themselves.
19 Wastewater Management needs to make a business case Currently, the Laboratory conducts all metals analysis to support 1 Essential In-progress - Short-term
Within Unknown until Quicker tum around Multiple Econo Currently have
Treatment for purchasing of environmental lab WWTF liquid stream and biosolids monitoring (both compliance Service 50°/a (3 months) existing further
time with in-house workgroups {l- mic: one staff that
0&M equipment and continue to review analytical and non-compliance monitoring) and some drinking water metals complete. budget, evaluated. metals analysis.
2 work groups; Possib manages the
{Environmen request to ensure only necessary and relevant analysis. A "business case evaluation" process will be conducted Complete Estimate on- wastewater
and le metals program
tal work is completed. to evaluate the possible cost/benefit of the metals analysis work first quarter going cost water) (related utility and
spends
Laboratory to see if this activity should beconducted in-house or 2009. savings - to #29} bill approximately
Program} outsourced. minimal saving 50%oftime
s. analyzing metals.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 4
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
~t~ Biosolids Reallocation of staffing must be considered in Since 2003, staff responsibilities have shifted from driving city 1 Essential ti~~`ork has not Short-term
Within On-going cost Workgroup NIA If resource
Mgmt order to operate the process economically and trucks to land apply Biosolids to operational responsibilities Service begun and existing savings -
recovery staff
effectively. inside the WWTP (with contract truck hauling.) As of June not planned budget estimated cannot maintain a
2008, the dewatering system has been expanded with on-site, moderate sufficiently busy
high performance centrifuges as well as more complex support schedule, work-
systemssuch as biosolidsscreening, centrate return, and odor sharing or
control. Staffing needsllevels will be evaluated in 2009-2010 to reallocation is a
determine an optimal staffing level for the Resources Recovery good idea.
functions with the idea that staffing will be redistributed either
via work-sharing or reallocation.
21 Water Limited communication between Daily meetings are held each morning at both plants that include 1 Essential In-progress On-going Within On-goingl
better work workgroup NIA
Treatment maintenance staff and operations mechanics, e-techs, operators, supervisors and SCADA Service existing minimal relationships.
0&M management. Administrator {Hydro at Betasso) staff to discuss plant issues and budget Productivity. Safety
needs. Management walks site and checks in with staff.
Quarterly meetings are held with maintenance to prioritize
projects and to check-in about what may be needed for each
project. Reviews are held every six months with each individual.
Additional meetings are held as needed. Consider the need for
communication training and additional resources, if warranted.
May also need to consider a separate Maintenance Supervisor
position that is separate from a Treatment Operations Supervisor
22 Water Maintenance Computerized Maintenance and A CMMS system has been purchase by Water Treatment in 2008 1 Essential In-progress On-going Within
On-going I productivity. less workgroup NIA using CMMS
Treatment Management System (CMMS) not happening and is called "Fast Maintenance." Staff is currently entering data Service existing minimal down time.
0&M into the system and started to use the system in December 2008. budget Equipment
WTP staff will maintain the CMMS. (related to #62 and #63) reliability. Reduced
OT. Documentation.
Budgeting for cost
of replacement.
Reports. Forecast
budget.
23 Water Operations staff appears heavy. 2417 At Betasso WTP, one operator monitors the SCADA system 1 Essential work has not moderate Included in Included
in more maintenance multiple NIA Two operators are
Treatment monitoring of distribution system by a which includes the plant functions, hydro operations and Service begun and resources fiscal benefits
workgroups on shift weekends
0&M dedicated operator seems excessive pressure zones for the water distribution system. A second not planned needed in in Item #24. and nights
for
operator regulates and/or adjusts raw water sources, water Item #24. safety,
treatment process {chemicals, sedimentation process, filtration breakdowns and
process, residuals recovery, chemical feeders, pumps and valves emergencies.
to control liquid stream) and solids treatment processes.
Operators also walk the facilities/campus to check for abnormal
conditions to identify, locate, and resolve treatment problems
and respond to emergencies. An evaluation will be conducted to
staff levels could be reduced through remote
monitoringloperations, or by relying upon less coverage.
Comparisons with other water agencies will be evaluated.
{related to #24)
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 5
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
~41~~ater Business case for night monitoring of Betasso WTP has two operators on dut~~ per 12 hr shift, 2417. 1 Essential work has not long-teen One tune, Unknown
until less operations staff Utility wide ! NIA 63rd would need
Treatment distribution system, and both plants from The 63rd St WTP has one operator on duty per 12 hr shift, 2417. Service begun and minimal to further
but increased risk Project to be upgraded to
0&M Betasso should be developed All operators are available for emergencies and are alert to not planned evaluate; evaluate. factor for health and Engineering
operator
security of treatment plants, distribution reservoirs, pump and unknown cost Estimate on- water quality and remotely. Peer
valve stations, and hydro-electric stations. Staff will evaluate the to implement -going / emergencies review suggested
use of more automated and remote operations and what if any, estimate high moderate call outs. change to
equipment, instrumentation and communication devices may be cost membrane plant
required in order to rely less on human operations and more on
equipment. (Relatedto#23)
25 Water Field's new GIS is slow, hard to read and not Mobile computers were deployed in the second and fourth 1 Desirable 90% Short term, Cne-time, Ongoing, Water
NIA
Distribution accurate. The older system is static and very quarter of 2008. The computerized mapping is the most up to Service complete, within 2 minimal,
less minimal Distribution
0&M accurate. date and accurate utilities mapping that exists in the city. The continual years or than $25,000 and Collection
maintenance crews must complete "utility field reports" improvement less System
whenever they notice mapping inaccuracies. This, along with as technology maintenance
better dissemination of as-builts, are the only way the mapping advances. workgroup
will improve. Staff will evaluate ways to improve speed and
readability of the system.
26 Water Corrosion resistant bolts not always used on In 2008, anti-corrosion bolts were purchased and used while 1 Essential 90% Short- Within Utility
wide NIA Current design
Distribution buried applications. making repairs. The city's design standards need to be edited so Service complete, term, l-2 existing standards
need to
0&M that new installations have this requirement. Will work with continual years budget be updated for
Planning and Development Services' staff to revise design improvement this requirement.
standards so that anti-corrosion bolts are used during routine
installations and construction of watermains.
27 Water Field reports not recorded in electronic June 2008, the Utilities Program Planner started to scan all 1 Essential 100% Within NIA
Distribution records/maps submitted "utility field reports." The scanned field reports are Service complete existing
0&M hotlinked to a field report tracking database created and budget
administered by the Program Planner. This database can be made
available to other city employees upon requesting access from
the Program Planner.
28 Drinking Group needs to objectively analyze existing The program is responsible for required compliance programs 1 Desirable In progress - Short-teen Within
Included in Better coordination Multiple Social:
Water work load as to what needs to be and reporting and non-regulatory monitoring--both used in Service 20°/a (3 months) existing fiscal benefit in of
staff and workgroups {l- Based
Quality accomplished and what is desirable to be supporting water treatment and operations. The group needs to complete. budget. Item #29. allocation of any 2
work groups; on
Nlgmt done. prioritize required programs with other program needs and Complete excess budget may water treatment outco
evaluate shared responsibilities and resources. Through WQES, first quarter be considered to and utility me
the program will be developing a work plan in 2009 to assist 2009. purchase equipment maintenance} respon
with these decisions. to help off-set se
external costs. time
andlor
level
of
respon
se to
public
could
be
negati
v ely
impact
ed.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 6
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
29 Drinking Uroup needs to objectively make a business The Drinking Water Quality program is a support group to water 1 Essential In progress - Short-term
Within On-going cost Better, more cost Utility wide Econo
Water case for new programsiprojects resources, engineering, treatment and operations and has the Service 20% (6 months) existing savings. effective
balance 3 work groups; mic:
Quality opportunity for involvement at many levels. Staff plans to complete. budget. Minimal cost between contract water Additi
Mgmt interact more with the other groups to better define how the Complete savings laboratory services treatment; on of
program can provide support and help prioritize second and in-house utility new
programslprojects and leverage resources for projects. In doing quarter 2009. capabilities. Also maintenance; progra
so, staff will conduct a cost/benefit analysis to determine if work provide better water ms or
activities are more appropriately done in house (may need to information to resources) equip
purchase equipment) or out-sourced. An analysis is currently programs/groups ment
being done with respect to source water nutrient analysis. that rely on could
{related to #19) Drinking Water increa
Program data. se
utilit +
30 Leadership & Management staff needs to improve their The Directors of Public ~~'orks (Maureen Rait, Ned Williams and 2 Desirable Work has not Short-term Within
NrA Improve Utility wide NIA Relatively easy
Organization visibility amongst the maintenance and Tracy Winfree) hold full work group meetings at each Public Service begun and existing communications,
for Utilities
operations staff. Field visits and possibly Works site on an annual basis. Other staff meet with operations not planned budget improve job management
staff
quarterly meetings are recommended. and maintenance staff on a project or program specific basis. In satisfaction to get in the field
2009, upper Utility management staff (Director, Coordinators) more often.
will get out in the field more often.
31 Leadership & Considering the succession plan, efforts Some supervisory training available through Human Resources 2 Desirable In progress, Moderate Minimal
On-going, Improvejob Utility wide N/A Best done in a
Organization shoukl be made to provide internal leadership IHRi. Vlore training could be developed to focus on developing Service 21% Moderate satisfaction,
reduce city-wide effort
and supervisory training. employees for promotional opportunities and hiring-for-success employee turnover,
practices. retain knowledge
32 Human Develop objectives and methods for Currently rely upon on-the job training and working along-side 2 Essential In progress, Moderate Within
On-going, Retain knowledge, Utility wide N/A Need to share
Resources knowledge sharing including a job succession of out-going employee for a short time. There has also been a Service 25% existing Minimal reduce
employee information and
Nlgmt plan for critical areas of the utility. large effort to move all hard copy documents to storage in digital budget turnover ideas
files. Some work groups are developing Standard Operating
Procedures {SOPS). Utilities Division completed a "pilot"
program in 2005 for succession planning awareness.
33 Human Develop procedures andlor training to ensure City policies and department policies are on the intraweb. Work 2 Desirable In progress, Short-term Within
NrA Improve Utility wide N/A Best done with a
Resources policies are enforced fairly across the utility. group policies, if any, are available at each work site. Service 71% existing accountability,
centralized
Mgmt Coordinators/supervisors may initiate contact with other budget consistency review
supers+isors/coordinators to assess consistency across work
groups.
34 Continuous Need to track efforts, set goals and determine Goals and expectations are communicated in annual 2 Desirable In progress, Short-terns Within
On-going, Improve Utility wide NIA In progress with
Improvement expectations. This will help set the course for Performance Evaluations. ti'arious work performance data are Service 75% existing Minimal accountability
annual PPF
all employees. reported in the annual Utilities Report. The annual report is budget
posted on the intraweb and shared tivith staff
35 Continuous Implement a program to orient employees to A general, city-uvide orientation is performed for all new 2 Desirable Work has not Short-term Moderate
On-going, Improvejob Utility tivide NIA
Improvement all the aspects of utility operations. This will employees during their first week at work. Then, each work Service begun and Minimal satisfaction,
help employees understand the relationship of group provides an on-the-job orientation. A more focused not planned increase employee
their work to the overall mission of the utility. "Utility Division" orientation could be formally developed and effectiveness
implemented.
36 Emergency Track or review the plan for goals & Annual flood drills and exercises are debriefed and plans and 2 Desirable Continual Ongoing Within Utility
wide N/A
Planning and improvements. procedures are modified accordingly. Employee rosters are Service improvement existing
Response updated annually. Areas for improvement are assigned , in progress. budget
accordingly (ex: paging system improvementj.
37 Emergency Extend strengths to all sections of utility. In house "experts" are available to train others within utilities. 2 Desirable Continual Ongoing
Within Utility wide N,~A
Planning and Key responders within the division routinely take part in Service improvement existing
Response emergency drills, exercises and training. A more comprehensive , in progress. budget
and formal training program for all employees could be
developed in the future, if warranted.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 7
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
38 Capital The utility should consider developing an It is envisioned that m aster plans will be developed for each 2 Desirable In progress - It~4oderate
High On-going; Unknown but Utility Wide None
Improvement executive summary of all master plans that enterprise utility. The master plan will provide an executive Service 30 % (2-5 (>$100,000); moderate
potentially (+3
Program prioritize projects. This could assist in summary of priority projects, programs and needs. The first such complete, years); Wastewater (>$25,000 - significant
since the workgroups};
formulating and communicating the utility's master plan will be for the Wastewater Utility and it is estimated Wastewate tltility Master $100,000); master plans
should related to
CIP. anticipated this will be presented to the WRAB in spring 2009 completion - r Utility Plan -already related to allow for better number 39 and
2011; related Master in base number 39 and decisions regarding 40
to item Plan -First budget; lh'ater 40 the need for and
number 39 quarter tltility Master priority of programs
and 40 2009; Plan - and capital
Water $300,000; improvement
Utility Stormwater projects; related to
Master and Flood number 39 and 40
Plan - Management
2010; Master Plan -
Stormwate $300,000;
r and related to
Flood number 39
Manageme and 40
nt Master
Plan -
2011;
related to
number 39
and 40
39 Strategic Develop an executive summary of all master It is envisioned that master plans will be developed for each 2 Desirable In progress - Moderate High
On-going; Unknown but Utility G~'ide None
Planning plans that prioritizes projects. This could enterprise utility. The master plan will provide an executive Service 30 % (2-5 0$100,000); moderate
potentially (+3
assist in formulating and communicating the summary of priority projects, programs and needs. The first such complete, yrs);Waste Wastewater (>$25,000 - significant
since the workgroups);
utility's CIP. master plan will be for the Wastewater Utility and it is estimated water Utility Master $100,000); master plans should related to
anticipated this will be presented to the WRAB in spring 2009. completion - Utility Plan -already related to allow for better number 38 and
2012; related Master in base number 38 and decisions regarding 40
to item Plan-1st budget;l~'ater 40 the need for and
number 38 quarter Utility Master priority of programs
and 40 2009; Plan - and capital
1~Jater $300,000; improvement
Utility Stormwater projects; related to
1Vlaster and Flood number 38 and 40
Plan - Management
2010; Master Plan -
Stormwate $300,000;
r & Flood Executive
Manageme Summary -
ntMaster $50,000;
Plan - related to
2011; number 38
Executive and 40
Summary
2012;
related to
38 & 40
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 8
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
40 Strategic Utility should establish vision, values and The Utilities Division has a mission statement and guiding 2 Desirable In progress - Review Review
On-going; Unknown but Utility Wide
Planning goals to guide employees in improving the principles. It is appropriate that mission and values (guiding Service 30 °io mission mission moderate
potentially (+3
utility's performance. Employees should be principles) be reviewed periodically and that all employees are complete, statement/ statement and (>$25,000 - significant
since the workgroups};
involved in the establishment of the utility's provided an opportunity to participate. Goals are typically estimated guiding guiding $100,000); master
plans should related to
vision, values, and goals. Milestones should developed through the master planning process. Master plans completion - principles -principles - related to
allow for better number 38 and
be set to monitor progress in accomplishing will be updated on a regular (5-10 year cycle) basis and 2012; related 2010; City number 38 and decisions regarding
39
the goals to implement the utility's vision. milestones will be set through the annual budget process. Work to number 38 Wastewate staff/WRAB 39 the need
for and
groups are also encouraged to develop mission statements and and 39 r Utility time only, priority of programs
goals specific to their activities. Master Wastetivater and capital
Plan-1st LltilityMaster improvement
quarter Plan -already projects; related to
2009; in base number 38 and 39
Water budget;lhrater
Utility tltility Master
Master Plan -
Plan- $300,000;
2010; Stomrwater
Stormwate and Flood
r & Flood Management
Manageme Master Plan -
ntMaster $300,000;
Plan - related to
2011; number 38
related to and 39
38 & 39
41 Finance ~ Financial training & communication with Currently, the Utilities Financial Manager meets with new Z Discretion Additional Ongoing Within
On-going; zero Employees maybe Utility Wide NIA
Fiscal Mgmt employees may help work groups stay within coordinators and gives them an overview of the utilities budget ary work has not existing to minimal
more
their budget. and the city's budget process. The Utilities Financial Manager Service begun and budget savings knowledgeable of
also meet with new supervisors and workgroups as requested, not planned. the utilities financial
sends out monthly budget status reports to coordinators and position and may be
provides updates as part of the annual budget process. more conscientious
Accountability for staying within budgets is addressed through of expenditures and
performance evaluations. budget addition
requests
42 Finance c~ The outtanding debt is rather high ( $85 Outstanding debt Water - $47M paid off in 2021; Sewer - $42M 2 Desirable Discussing Short- Within
One-time; high Reducing debt may Delay of capital Econo In order to build
Fiscal Mgmt million). Boulder should look for more ways paid off in 2025; Flood - $5M paid off in 2018. "Pay as you go" Service with city's term, existing
not paying be more favorable to improvement mic - up the reserves
to "pay as you go" until bond retirement dates would require 1) additional revenues andlor 2) reduced Finance budget interest on rating agencies if don't
increase Potent quickly enough to
are nearer. expenditures from the current budget. Money from any option Director and borrowed rates to ial meet capital
would go to fund balance until enough was saved for the next the city's money; generate the impact needs may
large CIP project. Projected bonds: Water - $36NI in 2014; financial receiving needed nn rate require large rate
Sewer - $12M in 2010; Flood - $SF4 in 2011. Utilities is advisor. interest on revenue; may increa increases. Needs
reevaluating it's debt level with the city's finance director and reserves increase risk of ses to be a long-term
private financial advisor. The Utilities' current debt obligation infrastructure strategy that may
meets all landing requirements and satisfies the city's designated failure or may not be
reserve requirements. Bond rating agencies have provided a supported as
fairly high {AA+, Aa2) rating for the revenue bonds. (Related to WRAB and
74) council members
chan e.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes. 9
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
43 Finance & Some vv~rk groups consistently over-run their Some work groups g~ over budget and it is handled in one of the 2 Desirable ti~~`ork has not Ongoing
Within Ongoing; Having a procedure Utility l~~ide N;'A
Fiscal Mgmt budgets. Some years this may be unavoidable following ways: 1) try to cover the overage from some other Service begun and existing minimal
in place could
but it is suggested these work groups be area with their workgroup, 2) talk to another coordinator looking not planned. budget clarify what to do,
required to stay in budgeted amounts or for coverage, and 3) communicate the overage to Ned andlor reinforce
provide writtenjustification on rvhy the Carol to develop a plan for coverage at the fund level. Staff will accountability and
budget must be exceeded. The justification in develop a procedure in 2009 for reporting budget status and enhance
writing should occur between the second and projected year-end status. communication
third quarter of the fiscal year.
44 Purchasing Have approved vendor list include those Annual Pricing and Contract Agreement Catalog does not 2 Desirable The annual Short- Within On-going;
zero Be able to more Nlultiple N/A
services that maybe required at treatment currently include vendors that supply metering pumps, motors or Service pricing and term. existing to minimal
cost quickly replace and Workgroups
plants. other maintenance equipment that is needed at the treatment contract budget savings repair
plants. The pricing and contract agreement catalog is updated agreement items/processes;
annually and staff will make sure treatment plants have input to catalog is may reduce the need
vendors included in annual contracts. Only vendors reasonably updated to do interim
expected to be used each year should be included in the annual annually. repairs.
contracts. An alternative is for the treatment plants to maintain a
list of vendors who can supply the appropriate parts to simplify
identifying them when needed.
45 Purchasing Shorten the lead time required for purchasing Annual Pricing and Contract Agreement Catalog does not 2 Desirable In progress Short- Within
On-going; zero Be able to more Utility 1Vide N/A
equipment costing greater than $50,000. currently include vendors that supply metering pumps, motors or Service term. existing to minimal cost quickly replace
and
other maintenance equipment that is needed at the treatment budget savings repair
plants. Finance is working with the attorney's office to items/processes;
consolidate contracts {for material purchases) into the PO to may reduce the need
stream line the purchasing process for materials. Finance is also to do interim
considering developing a checklist in 2009 for bid packets. repairs.
46 Inform ation Continued expansion of GIS enterprise The city's enterprise GIS system is fully integrated with the 2 Desirable In progress - Short-term
Minimal (less On-going; Unknown but Utility Wide
Mgmt system with integration of maintenance maintenance {LTh`IIvIS) database. Each active asset in UMMS has Service 50 % (0-2 years) than $25,000) moderate
potentially (+3
management system will improve work place a hotlink to the Utilities Viewer ArcIMS vvebsite enabling users complete, (>$25,000 - significant since workgroups);
efficiency. to view the mapped location and GIS data behind all assets. first quarter $100,000) improved access to related to
Plans are in place to continue and improve this integration with 2009 archived electronic number 47
the roll-out of an ArcServer application. Plans far the future files should provide
expansion of this integration include mapping of multi-point and for increased staff
multi-line maintenance types {valve operations, sewer and storm efficiency
line cleaning, hydrant inspection, hydrant repair, etc) and
mapping of maintenance based on structured queries (i e. over
selected date ranges etc.). Currently, staff is in the early stages of
creating a utilities GIS server solution to implement these
expansions. It is in the 2009 work plan to begin.
47 Information Updating tTIv1h2S program to include work The maintenance database, called UMMS (Utilities Maintenance 2 Desirable In progress - Short-term
Minimal(less On-going; Unknown but Utility Wide
Mgmt order system within maintenance must be Management System), presently has a functioning work order Service 50 % (0-2 years) than $25,000) moderate potentially (+3
implemented to improve not only system. However, work arders are only created for hydrant and complete, ('$25,000 - significant since workgroups);
management of work but provide better valve maintenance activities. The current work order function is first quarter $100,000) improved access to related
to
access to data for capital improvement too limited for it's use in the day-to-day maintenance of the 2009 archived electronic number 4b
decisions. sewer mains because it is missing other pipe rehabilitation files should provide
methods (e g., slip lining, chemical treatment, etc.). Uh~4S for increased staff
administrators and the database developer are aware the work efficiency
order system needs improvement. This task is already on the
work plan for a future release of tTMi~IS, anticipated by the end
of 2009.
*Please note that the "item number" column does not reflect a particular order but rather provides a way to identrfy each item for discussion purposes.
t 0
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
48 Inform ation Reinforce that inform ation technology The installation of fiber optic cable to the Betasso ti~,'TP and 7Sth 2 Desirable In progress - Short-term
High Un-going; Unknown but Utility Wide
Nlgmt infrastructure is a critical operation of the St. WWTP will be completed in the first quarter of 2009. This Service SO°/o (0-2 years) (>$100,000) moderate
potentially (f3
utility and that the appropriate level of will greatly improve the information technological support to complete, (>$25,000 - significant since the workgroups);
response time must be maintained. these facilities. Discussions wiii be scheduled with the city's IT estimated $100,000) improved related to item
Department to further discuss and clarify lead and support roles. completion - connectivity and number 38 and
first quarter other network 39
2009 capabilities should
provide for
increased staff
49 Customer Develop brochure to orient new customers. Information is available on the web regarding utility billing, 2 Discretion 1~ork has not Short- Minimal Increas
d level of Workgroup and Social Could benefit
Strategy & water budgets and payment options. In 2009, Communications ary begun and term. customer service. the public Custo entire
utility as
Satisfaction and UTB staff will work together to create an appropriate Service not planned. mer info could be
customer friendly brochure that could be mailed to new Sen~ic about billing and
customers. (Related to #S 1} e other utility
(could services
also
have it
transla
ted
into
Spanis
h)
SO Customer Implement E-care to provide customers on- The current priority for the billing office has been implementing 2 Desirable Work has not Short- Within
Increased level of Workgroup and NIA Working with
Strategy & line access to their accounts. the 2008 water budget changes and processing customer credits. Service begun but in term. existing customer services.
the public vendor to get on
Satisfaction The June 2008 changes should be programmed into CIS and workplan+bus budget Initially may have their
credits processed by the end of 2008. Staff will work with the iness plan. increased calls, then implementation
billing vendor to schedule E-care for the first half of 2009. This calls should schedule.
will allow customers on-line access to their accounts and to be decrease. Credit
able to pay bills online. Staff will work with Advanced Utility Card {CC) fees may
Systems to implement the e-care module. increase if more
people pay by CC
using this system.
S1 Customer Consider a brochure to welcome new Information is available on the web regarding utility billing, 2 Discretion Work has not Short- Minimal Increased
level of Workgroup and Social Could benefit
Strategy & customers and inform them of utility's billing water budgets and payment options. In 2009, Communications ary begun and term. customer
service. the public Custo entire utility as
Satisfaction and payment options with contact and UTB staff will work together to create an appropriate Service not planned. mer info could be
information. customer friendly brochure that could be mailed to new Servic about billing and
customers. (Related to #49) e other utility
{could services
also
have it
transla
ted
into
Spanis
h)
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
1 t
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
52 Customer Develcp procedures to ensure any softtivare~ or The meter reading softtivare is called CONI~CT and it is 2 Desirable In progress Ongoing Within
On-Going and Reduces potential Multiple N;'A Workgroups are
Accounts hardware changes will not interfere with data currently located at the yards. C(_)NNECT reads a file generated Service existing minimal for billing errors
to Workgroups working together
A4gmt exchange between billing and meter reading by the utility billing system (CIS) which contains the meters "to budget customers; better and the
public to coordinate the
systems. be" read and creates a file with the meters reads which is cooperation accelerated
uploaded into CIS and used to generate bills. In the past software between transponder
or hardware changes to CONNECT have occurred and workgmups. changeout
interrupted (either miscalculated or omitted reads) the data used project.
to generate bills. The changes are not always communicated to
the billing office and they become aware as billing issues
surface, utility billing staff, IT staff and Meter Reading staff will
meet and agree to implementation control procedures and
coordinate all future changes between the two groups.
53 Customer Changes to the water budget billing criteria Changes to water budgets have been made in response to Z Desirable Work has not Short- Within N1A
Allow data to Econo
Accounts shoukl be minimized until the effect of these customer concerns and have been approved by WRAB and Service begun and term. existing stabilize
and get mic -
Ivlgmt rates have on revenues is fully realized council. The .tune 2008 changes were programmed into CIS and not planned. budget information on Potent
credits processed at the end of 2008. revenues and ial
consumption by impact
account type and on rate
block. increa
ses
54 Uovemment, May need to improve outreach to managers of Currently, contact key customers when there is an urgent 2 Desirable 1Uork has not Short-term Within
NA Improve Utility wide Econo
Business and key customers. situation (water sen•ice outage or water quality problem) that Service begun and existing communications, mic-
Community involves the customer. Will initiate contact with key customers not planned budget improve customer suppor
Relations or groups (like the Chamber of Commerce) when performing satisfaction t
studies {PIF, monthly rates, IPT, etc) that affect them. busine
ss
needs
to
sustain
econo
my
55 Collection An enhanced work order system within the The UMMS 2008 work plan included tasks to enhance the work 2 Desirable In progress End of Minimal,
less Collection N/A
System utility maintenance program uvill improve the order functions and process. The goal is to complete the Service 2009 than $25,000 System
O&M effectiveness of work. enhancements by the end of 2009, depending on contractor Maintenance
availability. workgroup.
56 Collection Upgrading camera. equipment. will provide for The workgroup is currently in the process of acquiring Uranite 2 Desirable In progress, End of High,
Collection N/A
System better collection and analysis of data. XP software in order to further evaluate, categorize and Service 95% 2009 $100,000+. System
0&M characterize the conditions of the sewer mains. This system will complete But within Maintenance
provide a more uniform analysis of the pipe conditions. It is budget if year workgroup.
anticipated that the new software will be installed and useable by end savings
staff by 7uly 2009. can be used.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
t 2
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
57 Collection Ge~o-assigning of work orders once integrated A planned overhaul of the L~IVIMS work order system includes 2 Desirable In progress, 2010 Minimal,
less Collection N;'A
System with GIS will improve effectiveness of work. tasks that will allow the utilities maintenance supervisors/other Service 50% than $25,000 System
0&h•4 staff to generate a work order for an asset+s by interactively complete Maintenance
selecting that assetls from a GIS mapping application This will workgroup.
not be possible until the ArcGIS Server {server-based GIS
platform) is deployed. Server GIS provides users with live access
to GIS Data and a set of customized GIS tools that will enable
users to interact with real-time GIS datasets via the web.
However, the deployment of a sen~er GIS product is estimated to
be by the end of 2009 or early 2010.
58 Industrial May need to improve communication with Control of accidental releases and reporting are of primary 2 Desirable In progress. Ongoing. Within
Ongoing Multiple Econo The current level
Pretreatment SIU's for response to accidental releases. importance to Pretreatment staff. Significant Industrial Users Service Annual Keep on existing compliance
of workgroups - mic: of
Program {SIUs) are required by permit, local, and federal regulations to inspection is current budget. SIUs, reduced wastewater and Potent communication/c
prevent unauthorized releases to the sanitary sewer and to 69°/a annual impact to City pretreatment. ial ontact from
establish spill control and reporting plans. Annually, complete for schedule. wastewater industr pretreatment to
pretreatment staff review during site inspections the potential for 2008. Fully utility. Cost y cost regulated industry
spills to the sanitary sewer. This review also includes a check of compliant by savings are saving is already
the SIU spill control plan. During this annual inspection, end of year. ongoing and s by adequate.
Pretreatment staff will also review the communication plan with considered better Program has been
each SIU and emphasis the requirement of quick notification and High respon in place since
response. (+$100,000) se to 1992. No
spills. improvement
Enviro necessary.
nm ent
al:
Better
enviro
nm ent
al
protect
ion by
minim
izing
spill
impact
s
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
13
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
59 Permitting - Continue to work with researchers on projects Since 2002, the city has been part of cooperative studies with CU 2 Discretion Ongoing It~4odera~te
-Limited None. In-kind Cost savings. on- Utility wide Enviro Future regulations
Air and that effect water quality in the city. Boulder and the USGS nn emerging contain inants in wastewater. ary since 2003. 2-5 years. internal staff suppart
only. going with a High 3 work groups) nment will be
1~'ater The studies have focused on emerging contaminant removal in Service 60% time (+$100,000) al: implemented so
(duality the 75th Street WWTF and emerging contain inant impact to complete. (approximate! savings. Possib knowledge now is
aquatic life in Boulder Creek. To dale, the city's support has been Estimated y 60 hours) le beneficial. Very
in-kind and focused nn site access, power for the research trailer completion reducti minimal cast to
and staff support for sampling and field work. These efforts are date 2012. nn ar city.
anticipated to continue through at Least 2010. Results from this elimin
research will help the city address possible future regulatory anon
requirements for emerging contaminants. of
aquati
c life
impact
s.
Social-
Possib
le
reducti
nn or
elimin
anon
of
impact
s to
human
s.
601~rater The ravv water lines have exceeded their This applies only to Barker Gravity Line and Betasso Pipeline 2 Essential Barker Betasso Current CIP
savings Barker Gravity Line Utility-vide- Enviro The Betasso
Resources expected life capacity. because Silver Lake and Lakewood Pipelines have been recently Service Gravity Line- pipelines budget for (laossibly repair
and Betasso Water nment Pipeline Project
and reconstructed and Boulder Canyon Penstock was recently in progress, proj -short- Barker hundreds of Pipelines Project Resources and al
and includes repair of
1~ratershed inspected and found to be in good condition. If expanded to 30% term; Gravity Line thousands?) if will increase water Planning!
Social the worst section
A4gmt include treated water transmission pipelines, it applies to Orodell complete; Barker is insufficient emergency system reliability; Project
due to of Orodell
Pipeline. The condition of Sunshine Pipeline is unknown. Repair 2013 to 2025 Gravity to complete in repairs Management repair Pipeline.
Line-long-
of Barker Gravity Line should continue and preferably be completion; reasonable avoided; workgroups and
term; la-ls
accelerated. The Betasso Pipelines Project should be completed Betasso yrs to timeframe, Betasso will increase mainte
as planned in 2009, which would also address the worst section Pipelines complete would require Pipelines Proj work load nonce
of Orodell Pipeline. Internal inspection of Sunshine Pipeline is Project wicun~ent high resources increases hydro w/acceleration constr
scheduled for 2009 and an internal inspection of Orodell Pipeline design and fimding; 7 to accelerate; rev $4 million of Barker uction-
should bescheduled. bidding yeas or less Betasso over 17 years; Gravity Line -
100% to complete pipelines increased repairs & Water mostly
complete; w~'desired project in reliability of Treatment USFS
planned to funchng; current Barker Gravity would need land
start and end Sunshine budget; any Line could adjust to longer and
construction pipeline additional increase hydro outages for Count
inspection--
in 2009; short-term, repairs rev by reducing Barker sys; y open
Sunshine unknouni needed for outages finance & space;
Pipeline SrmsMne Ch-odell admin involved Enviro
inspection in repairs or Pipeline or resohring nment
work plan for timeline needed for funding issues al-
2009 Sunshine reduce
Pipeline not d CO2
in budget with
increa
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
t 4
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
61 l~~ater Boulder Canyon hydro needs to be~ evaluated A feasibility study of options for Boulder Canyon Hydro was 2 Desirable Feasibility It~4oderate
Re~source~s for Boulder provides means to Multiple Enviro This work is
Resources to determine if it should be upgraded or completed in 2005. Tt vvas determined that it would be cost- Service analysis-- tuneline; steps Canyon
Hydro do emergency workgroups-- nment being prioritized
and abandoned. effective to replace the existing turbine with a 4.9 i~fW unit. No complete; once currently generated 9.5 discharge from Water al- as
part of the
lhratershed further analysis can be completed until the FERC exemption FERC FERC and possible are in million k1~rH & Kossler Resen~oir to Resources, power
Source Water
A4gmt from licensing process is complete in 2009 for the Boulder exemption Xcel existing $234,000 in Boulder Creek Project produc n•4aster
Plan.
Canyon Hydro Project. Work can proceed on a final process--in contract budget; if 2007; annual Management, ed at
determination of whether or not to install a new turbine at progress; issues are turbine rev stream ends Finance Bould
Boulder Canyon Hydro in 2009 or 2010. 50% addressed replacement when current er
complete; in 2009; proceeds, turbine dies in Canyo
completion design can high resources next 5 years n in
in 2009; Xcel begin on needed in the wlout 2007
contract--not turbine forn~ of replacement offset
begun, in replaceme millions of $ the
work plan for nt in 2010 and dedicated need
2009 staff time will to
be required burn
coal
that
would
have
produc
ed
19.9
millio
n tons
of
621~rater Maintenance staff pulled in too many The two plants and pump stations use 4 mechanics, 2 E-techs, 2 Desirable In -progress short -term moderate
On-going l Better work load for workgroup N/A
Treatment directions. and a SCADA administrator. Daily meetings are held each Service minimal maintenance. Less
0&M morning at both plants that include mechanics, e-techs, training. Better skill
operators, supervisors, SCADA Administrator (Hydro at level project. Safety.
Betasso} to discuss plants issues and needs. Quarterly Treatment
maintenance meetings are held. Superv isors and the workgroup reliability. Project
decide what would be the best action plan to accomplish the done on-time.
work which may include outsourcing. Coordinator,-'supen+isors
may need to better define work priorities and schedules for
maintenance activities, along with providing some
communications training, The recently implemented
Computerized Itlaintenance Management System (Ch~IS),
called "Fast Maintenance", will also allow for planning and
prioritization of maintenance activities. (related to #22 and #63)
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
15
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
631~~ater There are 4 industrial mechanics (including Use of the C~`IvIMS called "Fast Maintenance" started in 2 Desirable In-progress On-going moderate
On-goingi higher productivity. workgroup N;'A
Treatment load mechanic) working on plant December 2008. Routine tasks and equipment projects are Service moderate less down time.
O&M maintenance, new and replacement projects, considered for outsourcing as budgets allow. Outsourcing now equipment
regulators, cleaning tasks, residuals handling includes HVAC, painting, pumps and motors, pipe valve reliability. reduced
and developing the Cb~~IS Routine tasks and replacement, electrical work, doors, windows, and locks, paving, overtime.
equipment projects m fight be considered for anitorial, roofing, sludge cleaning and hauling. {Related to #22 documentation.
outsourcing so that the CMMS can be fully and #62) budgeting for cost
developed, priorities can be clean}+ identified of replacement.
and the right tasks performed per plan. reports. forecast
budget
64 Water Changes in procedures or standard practices Continual improvement, training, meeting and field visits 2 Desirable In progress, Short- t~'ithin Water N
~A
Distribution need to be fully coordinated with all work between supervisors and staff are currently underway to discuss Service 75% term, l-2 existing
Distribution
0&M groups involved. and communicate changes in procedures and practices. Monthly complete years budget workgroup
"all employee workgroup" meetings are held and staff are
allowed to provide feedback on all operations in order to become
more effective and efficient..
651~rater Management has decreased interface with Administrative functions have increased and field time is at a 2 Desirable In progress, Short- Within Water NIA
Distribution field crews. premium. Past practice and preference of crews 4vas to NOT Service within 1 }+ear term, existing Distribution
O&M have the supervisor in the field as much, Finding the "middle within 1 budget and Collection
road" is possible and coordinatorlsupervisors need to evaluate year System
how best to interface and communicate with field crews. maintenance
workgroup
66 Water Thrust restraint methods used by field crews New methods will be investigated and associated costs 2 Desirable In progress, Short- Minimal,
less Water NIA
Distribution are outdated. considered for this operation. The city's design standards will Service reactive term, than $25,000 Distribution
O&M also be reviewed and edited by the Utilities Planning,'Project work. within 1 workgroup
Management, Maintenance and P&DS work groups for new year
installations.
67 l~'ater Cathodic protection practices not employed Utilities Planning/ProjectMonagement staff are evaluating 2 Desirable In progress - Moderate, Unknown
Utility wide NIA
Distribution {attachment of anodes when opportunity existing steel pipelines {recent and older). With assistance from a Service 20% 2-5 years
0&IvI exists, isolation, bonding, etc.). cathodic protectionlcorrosioncootrol consultant, a program is complete.
being developed to replace anodes and test stations on older Evaluation
pipelines and to implement monitoring of all test stations into complete
0&M practices for all large diameter steel pipelines. second
quarter 2009.
68 Water Aging work force. Utilities Division completed a succession plan "pilot" project in 2 Desirable 75% Moderate, Moderate, On-going ~,Iinimal
Utility Wide NIA
Distribution 2008 related to an aging work force and possible retirements. Service complete and 2-5 years $50-$100K
O&M One response has been that .ioe Cowan has taken a leadership in progress
role in developing a program with the BVSD and AWWA to
teach and train local vo-tech students about skills and abilities
for jobs in the utilities maintenance field.
691~rater No air-vac valve maintenance. Responsibility for maintenance of the air-vac valves has not been 2 Essential Work has not Moderate, Unknown
NIA
Distribution clearly defined. Multiple work groups have performed Service been 2-5 years
O&M maintenance on air-vac valves in the past. Need to evaluate if the identified or
responsibility should be with the pressure system maintenance begun.
staff simply based upon where the valves are located, or with
another work group and more clearly and fornially designate
maintenance responsibilities. {Related to #10)
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
16
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
70 Le~a~lership & Provide a venue to award perfomlance and a Currently use "Alternative Recognition and Rewards" program, 3 Discretion ti~~`ork has not Short-te~ml
Minimal NlA Improve job Utility wide NIA Need to correlate
Organization higher level venue for recognizing employees promotion to higher grade for treatment plant certifications, and ary begun and satisfaction, reduce
awards with job
who received awards from organizations cash bonus for collection and distribution system certification. Service not planned employee tumaver performance
and
outside the utilities division. This program could be expanded to include other types of benefit to city
recognition, if appropriate.
71 Human Expand incentive program for developing Currently use "Alternative Recognition and Rewards" program, 3 Discretion In progress, boderate Moderate
On-going, Improvejob Multiple NIA Some workgroups
Resources needed skills within operations and promotion to a higher grade for treatment certifications and cash ary 75% Minimal satisfaction, retain
workgroups are more
Mgmt maintenance. bonus for collection and distribution system certifications Service knowledge, reduce formalized and
Incentive program could be expanded, depending upon employee turnover quantifiable than
organizational needs. others (i.e, state
certification
programs)
72 Human Review pay scales for entry level position to Need to consult with HR about turnover data and appropriate 3 Desirable Work has not Short-term Minimal
On-going, Reduce employee Multiple Social Best done in a
Resources ensure they do not cause significant turnover grade levels/j~ay scale. Under the BMEA contract, supervisors Service begun and Minimal turnover
workgroups ensure city-wide effort
Mgmt and added training costs. have hiring discretion regarding entry level pay rate depending not planned that
upon applicant's experience and skill level. city
pay
scale
is
suppor
tive of
divers
e
comet
unity
culture
s and
needs.
73 Health & Hire safety professional to mentor a safety Stewart Ellenberg, the risk manager for the city of Boulder, is 3 Desirable Some safety Short- Moderate, On-
Possible risk loss Utility wide NIA We currently are
Safety Mgmt culture. working with his staff to schedule training opportunities along Service work and term, $100,000 going/moderate reduction and
not experiencing
with specific workgroup's scheduling for their specific training goals have within 2 commitment to a injury losses that
needs and Risk Management staff may provide support on been years. safety culture. vvould indicate a
various topics. This Opportunity for Improvement is built around initiated, but safety program
having a dedicated city employee focused 100% on safety and an analysis concern.
could "champion" the safety efforts for all utilities (or city-wide) needs to be
workgroups. An alternative approach is to increase the skill and completed.
capacity for all employees to be responsible for a safe working
environment.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
t l
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
74 Finance & The utility relies on debt financing for major Outstanding debt. Water - $471t~4 paid off in 2021; Sewer - $421v~I 3 Desirable Additional Ongoing
Within One-time; high Reducing debt may Delay of capital Econo In order to build
Fiscal Mgmt capital improvements. The utility division paid off in 2025; Flood - $5M paid oft in 2018. In recent years, Service work has not existing not paying
be more favorable to improvements mic - up the reserves
should consider building a reserve fund to Utilities CMO, WRAB and council have questioned the large begun and budget interest on rating agencies if don't
increase Potent quickly enough to
begin a "pay as you go" financing method. In reserve amounts. In tan 2007, Red Oak Consulting completed a not planned. borrowed rates to ial meet
capital
order to do this, senior policy makers (WRAB review of the utility reserves and recommended that, in addition money; generate the impact needs may
& Council) must accept that the reserve to designated reserves (e.g. Lakewood Pipeline Remediation receiving needed on rate require large rate
accumulations are necessary for the "pay as Reserve), each utility should maintain an operating reserve equal interest on revenue; may increa
increases. Needs
you go" and not dispute the large reserve in to 25% of its operating expenditures (water - $4M; Sewer - reserves increase risk of ses to be a
long-term
the funds. In addition, policy makers must $2.SM; Flood - $900k) and a capital reserve based on the infrastructure strategy that may
realize that building reserves takes several minimum annual renewal and replacement costs for capital failure or may not be
years and the utility has immediate needs that {Water - $2M; Sewer - $SOOk; Flood - $200k). These supported as
require funding in the near future. recommendations are reflected in the 2008 and 2009 fund WRAB and
financials. Since the outside review was recently conducted; council members
staff recommends that another review be undertaken in 2012, change.
perhaps as part of the next comprehensive rate study. {Related to
#42)
75 Finance ~ The city has a purchasing policy that allows For purchases of $lOk to $5Dk it is required that 3 informal 3 Discretion In progress - Short-
Depending on On-going; zero Further ensures that Utility wide N,~A The amount of
Fiscal Mgmt employees to make purchase up to $50,000 quotes, sole source rationale, pre-qualified vendor, or annual ary review is term. the to moderate
staff is receiving additional review
with informal quotes. It is recommended that contract & pricing agreement is required to be documented in the Service expected to recommendati cost savings
informal quotes for may not offset
the informal quotes are documented and note pad. For purchases of $ lk to $ lOk comparison shopping is be completed on it could be depending on competitive any
realized cost
reviewed by both management and cost recommended with documentationlrationale in the note pad. in December accomplished the resulting purchases. savings.
accounting staff Finance does spot audit purchases below $50,000 and reviews 2008. either within purchasing Purchases over
the informal quotes. Finance will be reviewing these existing efficiencies. $1,000 are
requirements as part of their purchasing review that is expected budget or at a currently
to be completed in December 2008. minimal cost, reviewed and
depending on approved by the
the amount of appropriate
additional supervisor.
review.
76 Plant & No enforcement of encroachment of Meter pit enforcement occurs as required, however the city does 3 Discretion Continual Ongoing tit~'ithin Water
Property landscaping on right-of-ways and meter pit NOT charge the customer for the encroachment removal as a ary improvement existing Distribution
Mgmt sites. way to enhance customer service and decrease customer Service , in progress. budget Workgroup
complaints.
77 Purchasing Monitor purchases from $1,000 to $10,000 to For purchases of $lk to $1 Ok comparison shopping is 3 Discretion In progress - Short- Depending
on On-going; zero NIA Utility wide NIA The amount of
ensure procurement policy is followed recommended with documentationhationale in the note pad. ary review is term the to moderate additional
review
Finance annually pulls a sample of purchases citywide and Service expected to recommendati cost savings may not offset
performs a high level review of compliance with the be completed on it could be depending on any realized cost
procurement policy. Finance will be reviewing these in December accomplished the resulting savings.
requirements as part of their purchasing review that is expected 2008. either within purchasing Purchases over
to be completed in December 2008. existing efficiencies. $1,000 are
budget or at a currently
minimal cost, reviewed and
depending on approved by
the amount of appropriate
additional supervisor.
review.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
t 8
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
78 Customer Consider a follow-up survey to customers so Currently do not do this. Staff could select random customers 3 Discretion ti~~`ork has not Short- Minimal Increased
level of Workgroup and Social Could benefit
Service the utility can gauge how well it is responding from the credit card and front counter payment batches and from ary begun and term customer
service. the public Comm entire utility
to the customers concerns comments made on accounts and send them a postcard asking Service not planned. Increased unity because may get
them for feedback based on their experience. satisfaction of the Feedb feedback about
public. ack any or all sectors.
Depending on
type of survey
and whether
scientific or not,
may be more
expensive.
79 Customer Conduct customer surveys to measure The city's community survey that is done periodically (last 3 Discretion Work has not Short- Minimal Increased
level of Workgroup and Social Could benefit
Strategy & customer satisfaction. completed in 2007) has had questions addressing utility billing ary begun and term. customer service.
the public Comm entire utility
Satisfaction services. The results from the last survey showed that b2% of the Service not planned. Increased unity because may get
respondents indicated the utility billing services were very goad satisfaction of the Feedb feedback about
or good; which is similar to the 2001 survey results. The 2007 public. ack any or all sectors.
survey also noted that utility billing was one area that the city Depending on
might want to focus onto improve resident perceptions. The city type of survey
could hire a survey firm to create an appropriate survey, send it and whether
out and report on the results. Or the survey could be produced in- scientific or not,
house,mailed to customers and an outside firm could compile the may be more
results. expensive.
80 Industrial Need to analyze the benefits of a FOG Control of Fats, Oils, and Grease in the sanitary sewer system is 3 Desirable This is being Long-term Moderate
Ongoing cost Multiple Econo Fully analyzing
Pretreatment program with the goal of reducing cleaning often referred to as a FOG program. POTWs and sewer districts Service reviewed as (+5 years) ($25,000
- savings. workgroups uric: the benefits of a
Program within the collection system. around the country have found that proactive FOG programs part of $100,000 for Reduced (Utility Possib FOG
program
with program elements that include: specific sizing criteria; Wastewater 1 FTE) money/time Maintenance, le have not been
installation inspection; routine maintenance inspection; pump Collection spent on Wastewater, saving completed but
out manifest requirement, and; follow up blockage investigation, System cleaning and Pretreatment, s if would likely be a
have significantly reduced line cleaning operations and the Master Plan. maintenance of City Attorney) minim cost/benefit
occurrence of sanitary sewer overflows (SSOs) related to SSOs are sewer lines. ize/eli analysis based on
FOG. Boulder's current regulations require food service facilities currently Minimal cost urinate Utility
to install grease traps or interceptors when grease is minimized savings (less sewer Maintenance not
generated. Boulder does not have specific design criteria for such by an than $25,000) backu continuing to
plumbing devices. City staff will identify plumbing code aggressive ps to perform their
changes that could enhance the FOG program and that could be cleaning house regular
approved in the B.R.C. in 2009 for new construction. prog. holds. preventative
Although no Enviro maintenance.
changes are nment
currently al:
recommende Minim
d, staff will izeleli
continue to urinate
monitor and impact
evaluate need s of
for FOG raw
prog. sewag
e
overfl
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
t 9
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
81 Biosolids Continue to look for opportunities for Presently, biosolic~s are land applied 65 miles east of Boulder. 3 Discretion ti~~`orkhas not Ongoing Additional
Large public Workgroup Econo 1~7~i1e it is food
Mgmt alternative disposal methods as part of a long- Second option is to compost material, but this is also outside of ary begun and resources - perception
issues at mic, to keep options
range plan. Boulder County. Alternative disposal options are limited in Service not planned high work here. While a Enviro open, land
Boulder. Future considerations for Class A compost products, or composted or other nment application and/or
a dried product, have been considered in the past and remain as marketable product al, and contract
options for the future. may sound Social composting are
appealing, this the feasible
option has not options for
worked for Boulder. Boulder at this
point.
82 t~'ater Use of Hydro as electrical back-up for the Betasso and Lakewood Hydros can't be used for power for the 3 Discretion work on this short-term minimal
cost Emergency Increased reliability Multiple N,~A
Treatment treatment plant should be investigated. treatment plant under the existing power sales contract; Boulder ary possibility for for power
for of the water system workgroups--
0&M Canyon Hydro could be used for this purpose if it is incorporated Service has not investigati investigation; Betasso rarely Water
into a new power sales contract to be negotiated with Xcel begun and is on; high resources used, but high Resources,
Energy in 2009; a conduit for a dedicated power delivery cable not planned moderate needed for cost savings if Water
from Boulder Canyon to Betasso could be incorporated into the timeline battery bank long-term Treatment and
current Betasso Pipelines Project to facilitate this possibility in for and power power outage; Project
the future. implement line, if done; might be able Management
anon; steps moderate to provide on-
to facilitate resources for going savings
the short-term on power costs
possibility steps, if taken
could be
taken in
the short-
term
83 Water Dual reporting for coordinator is not a tVhile the potential far conflicts exist due to the unique reporting 3 Discretion Work has not Short-term
Within NIA
Distribution standard management best practice due to structure and unique function(s) of this position, it does not ary begun and existing
0&IvI potential conflicts of priorities and styles. appear to impact the work products(s) or efficiency at this time. Service not planned budget
84 Water Expand training opportunities to include more Every year, some staff attend the C.U. Water and Wastewater 3 Discretion 100% 100% Within Water NIA
Distribution technical water sections. The training that was short course and several technical presentations put on by ary complete complete existing
Distribution
0&M offered was exclusively for safety related vendors. Staff also attend local, regional and national Service budget workgroup and
tasks. If AWWA section conferences or other conferences, when economically feasible. Collection
short school type training is available, field System
staff should be allowed to attend maintenance
workgroup
85 Water No flushing program or unidirectional A "pilot" program was developed and evaluated. The results of 3 Discretion 100% NIA No cost
benefit
Distribution flushing the "pilot' program showed little water quality improvement. ary complete from activating
0&M And, with acommunity-wide focus on water conservation, a Service plan.
flushing program was not currently considered to be an efficient
use of water. (Related to #88}
86 Water Emergency response night work usually Emergency response work after-hours is supervised by a 3 Discretion 100% NIA
Distribution unsupervised Maintenance Person IV crew lead who is in contact with the ary complete
0&M supervisor. Supervisor is required to respond if the issue affects Service
a major road or public health and safety.
87 Water Very low pay for newer employees for long Incoming employees are paid at the entry level wage as set by 3 Discretion Continual NIA
Distribution time market comparison. If they have experience and certifications ary improvement
0&M above what is required they maybe paid at a higher wage (within Service and salary
budget and approved FTE limits}, as provided for in BMEA review by
contract. HR
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
20
ATTACHMENT B: DRAFT -Prioritization of Opportunities for Improvement
Item Business Opportunity for Improvement Narrative Implementation Business Wm•k Plan Timeline Resources Benefits Impacts Other
# Category Plan Priority - Plan - Status to Needed to Internal Exter Comments
Tiers Services Complete Accomplish Fiscal Non-Fiscal nal
881~~ater Expensive flushing program sitting idle Utilities carried out a demonstration Uni-Directional Flushing 3 Discretion 11111°~o NIA
No cost benefit
Distribution (UDF} Program which, after four years (2004-2007} resulted in ary complete from activating
0&M flushing only about 20 percent of the distribution system. Service plan.
MACTech Engineers and Merrick completed a study of the UDF
flushing results that showed little water quality improvement and
estimated it would take at least 5 years to flush the system once
if Uve had a concentrated effort and dedicated manpower
Currently, MWHSoft is completing the UDF flushing run
designs for the entire system and whether the city proceeds with
the program or holds the UDF flushing runs for potential
contamination events will be evaluated in 2009 and 2010.
(Related to #85}
89 Water No utility help passing certification tests, Water and Wastewater maintenance crews are supplied course 3 Discretion 100% N/A
Distribution tracking certification CEUs, etc work and tutors for the math sections and city pays for C.U. short ary complete,
OEM course held annually to prepare for certification tests. A Service current
certification bonus policy was also implemented in 200$ to process in
reward employees for higher levels of certification than required place.
by their positions.
*Please note that the "item number" column does not reflect a particular order buf rather provides a way to identrfy each item for discussion purposes.
2 t