4/13/2017

1

Silicon Valley Clean WaterCommission Meeting

April 13, 2017

4/13/2017

2

Agenda Item 8A

Wastewater Conveyance System and Treatment Plant Reliability Project

Final Environmental Impact Report

Project Overview Map

4/13/2017

3

SVCW EIR Process

Public scoping and NOP  (30 days, Feb 19‐March 23)

Complete technical analyses Prepare Administrative Draft EIR

Draft EIR Public Review  (45 Days, Nov 29‐Jan 13)

Comments received from public 

Respond to Comments/Prepare Final EIR 

FEIR circulated  (10 days, Mar 31‐Apr10)

Public Comment/Certify EIR/Approve Project April 13, 2017

File Notice of Determination

Main Purposes of CEQA

• Provide information to decision makers and the public regarding environmental impacts of projects

• Identify ways to mitigate or reduce those impacts

• Evaluate project alternatives to avoid impacts

• Facilitate public participation

• Foster public agency coordination

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4

General Contents of an EIR 

• Project Description (What, Where, When, How, Why)

• Environmental Setting (on and around the project area)

• Significant Environmental Effects

• Mitigation Measures

• Unavoidable Significant Adverse Effects

• Alternatives (design, construction, operation, location, etc.)

Environmental Analysis

• Hazards/Hazardous Materials

• Visual/Aesthetics

• Utilities/Services

• Cultural Resources

• Growth‐Inducing Impacts

• Cumulative Impacts

• Global Climate Change

• Land Use 

• Geology and Soils

• Drainage and WQ

• Biological Resources

• Traffic/Circulation

• Noise and Vibration

• Air Quality

Resource Categories Analyzed:

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5

EIR Alternatives

• SVCW considered 140 potential design alternatives

• 15 alternatives were fully vetted, preferred project selected

• EIR Alternatives: 

– avoid or reduce impacts while achieving project objectives

• No Project Alternative is mandatory

• Location Alternatives

• Design Alternative

• Reduced Scale/Components Alternative

EIR Findings

• The proposed project would not result in any significant and unavoidable impacts.

• Construction would result in short‐term significant impacts able to be mitigated to a less than significant level.

• Ongoing operations at WWTP and the pump stations would have noise impacts requiring mitigation

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Anticipated Construction Periods

Gravity Pipeline 2018 to 2023

Front of Plant Facilities 2017 to 2022

Pump Stations   2021 to 2023

Future Nutrient Removal 2025+

Requested Action Items

i. Certify Final EIR–Commission certifies that the EIR was prepared in accordance with CEQA requirements

ii. Adopt Resolution:– Findings of Fact

–Mitigation Monitoring and Reporting Program

–Approving the Project

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Next Steps

File Notice of Determination w/County– Begins 30‐day statute of limitations on challenges

Consider Approving 2 Components of Project– Agenda Item 8B (to follow)

Agenda Item 8ARecommendation

i) Certify Final EIR

ii) Adopt Resolution: 

Findings of Fact

MMRP

Approve Project 

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8

Agenda Item 8BGravity Pipeline & Front‐of‐Plant

Progressive Design Build Request for Qualifications

Gravity Pipeline Project Component

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9

Front‐of‐Plant Project Component

Flow Chart for Progressive Design‐Build

Engineering Owner’s Advisor

Construction Manager (CM)

SVCW (Owner)

SVCW issues solicitations for design-

build team

SVCW selects design-build team

Design-build team completes design and

constructs project

• Qualifications Step:• SVCW Issues Request for Qualifications (Procurement Documents)

• Shortlists D‐B Teams, then

• Proposal Step:• Issues Request for Proposals (includes drawings, specifications, technical memoranda, contract language, etc)

*From January 2017 Commission Meeting Presentation 

*

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i. Approve Request for Qualifications Procurement Documents

ii. Authorize Manager to issue Request for Qualifications from Design‐Build Entities

Agenda Item 8BRecommendation

Agenda Item 8CGravity Pipeline & Front‐of‐Plant

Task Order Authorizations

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11

Flow Chart for Progressive Design‐Build

Engineering Owner’s Advisor

Construction Manager (CM)

SVCW (Owner)

SVCW issues solicitations for design-

build team

SVCW selects design-build team

Design-build team completes design and

constructs project

Flow Chart for Progressive Design‐Build

Engineering Owner’s Advisor

Construction Manager (CM)

SVCW issues solicitations for design-

build team

SVCW selects design-build team

Design-build team completes design and

constructs project

SVCW (Owner)

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12

Owner’s Project Team

Engineering Owner’s Advisor

Construction Manager (CM)

SVCW Authority Engineer

Construction Law–Hanson Bridgett

O&M – WET

Finance – SVCW CFO

Design-Builder

SVCW Commission

SVCW Manager

SVCW Project Manager

Policy Level

Project Level

Owner’s Team

SCADA – Tech Edge

Legal – SVCW Counsel

Owner’s Project Team

Engineering Owner’s Advisor

Construction Manager (CM)

SVCW Authority Engineer

Construction Law –Hanson Bridgett

O&M – WET

Finance – SVCW CFO

Design-Builder

SVCW Commission

SVCW Manager

SVCW Project Manager

Policy Level

Project Level

Owner’s Team

SCADA – Tech Edge

Legal – SVCW Counsel

4/13/2017

13

Agenda Item 8COwner’s Design‐Build Team

• Successful Projects have Excellent Project Teams

• Previous Actions:

– Engineering Owner’s Advisors

– Re‐assigning SVCW Staff

– Dedication of SVCW Authority Engineer & CFO

• Today’s Actions:

– Operations Focus via Water Environmental Technical

– Automation Focus via Technical Edge

– Legal Focus via Hanson Bridgett

i. Approve Task Order for Operational Consulting Services – WET ‐ $2.16M

ii. Approve Task Order for Automation Consulting Services – Technical Edge ‐$2.16M

iii. Approve Task Order for Legal Design‐Build Services – Hanson Bridgett ‐ $460k

Agenda Item 8CRecommendation

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Agenda Item 8DFront‐of‐Plant

Geotechnical and Site Civil ServicesTask Order Amendment

Front‐of‐Plant Construction & Staging Area

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15

Front‐of‐Plant Soil Stabilization

SOIL STABILIZATION

• 7% Lime Treatment to Upper 18” of Existing Soil across Entire 10 Acre Area

• Ready for Design‐Builder Mobilization

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Front‐of‐Plant Site Civil

POTENTIAL SOUNDWALLALONG RADIO ROAD

NEW ROADWAY

NEW STAFF PARKING

NEW STAFF ENTRANCE

• Relocates Staff Entrance and Parking

• Provides Site Drainage

• Lighting, Electrical & Signal Conduits

• Soundwall, if needed 

Agenda Item 8DFront‐of‐Plant Site Work

Freyer & Laureta Design Original – Lime Stabilization onlyAmendment – Prep for Future Construction

Anticipated Bid Date:May 2017

Anticipated Project Award:June Commission meeting

4/13/2017

17

Approve Task Order Amendment for Front‐of‐Plant Soil Stabilization and Site Civil – Freyer & Laureta ‐ $46,740

Agenda Item 8DRecommendation

Agenda Item 8EProposed 2017‐18 Budget 

Workshop #2

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Budget Changes Since March

Description

Proposed 

2017‐18 

Budget 

MARCH

Revised 

2017‐18 

Budget 

APRIL

$ 

Increase/

(Decrease) Comments

Gross Operating Expenses 23,868,381$     23,912,933$    44,552$            Incorporated compensation study

Less Miscellaneous Revenue (621,608)           (621,608)         ‐                   

Net Operating Expenses 23,246,773$     23,291,325$    44,552$           

Revenue‐Funded Capital  1,222,576         1,546,000       323,424           Updated cost of valves at pump stations and FEF

Reserve Designations 2,130,895         2,030,298         (100,597)           Recognized investment earnings on Operating Reserve

Total before Debt Service 26,600,244$     26,867,623$     267,379$          

Debt Service Payments 12,347,586$     12,347,586$    ‐$                  

Total Member Contributions 38,947,831$     39,215,209$    267,379$         

Budget‐to‐Budget Overview• $742 thousand (3.3%) increase in Net Oper. Expense

• $16 thousand increase in revenue‐funded capital 

• $245 thousand increase in Cash Reserve designations

• $917 thousand decrease in Debt Service PaymentsYear‐over‐year Budgeted Member Entity Contributions

Description

2016‐17 

Adopted 

Budget

2017‐18 

Proposed 

Budget

$ 

Increase/

(Decrease)

% 

Increase/

(Decrease)

Gross Operating Expenses 22,975,931$  23,912,933$  937,002$       4.1%

Less Miscellaneous Revenue (426,829)       (621,608)       194,779        45.6%

Net Operating Expenses 22,549,103$  23,291,325$  742,222$       3.3%

Revenue‐Funded Capital  1,530,039     1,546,000     15,961          1.0%

Reserve Designations 1,785,302       2,030,298       244,995          13.7%

Total Contributions before Debt Service 25,864,444$   26,867,623$   1,003,179$     3.9%

Debt Service, Participating members 13,265,210$  12,347,586$  (917,624)$      (6.9%)

Total Member Contributions 39,129,654$  39,215,209$  85,555$         0.2%

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Revenue‐Funded CapitalProposed 2017‐18 Revenue‐Funded Capital Expenditures

Description

One‐time 

Cost

Force Main Valves

V3 and V4 ‐ Valves on 48" FM 300,000$      

Treatment Plant Equipment

Front Loader for Sludge Beds 185,000$      

Sludge Bed Covers for stockpile & Equipment 125,000        

Biosolids Transfer Truck 110,000        

Fleet Replacement 50,000          

Digester Sensors & Flowmeters on mix pumps 30,000    

Electric cart 21,000    

Forklift Replacement, Operations 35,000    

Subtotal 556,000$      

Pump Station Valves & Equipment

Menlo Park Pump Station Inlet Gate Replacement 110,000$      

Pump Station Valves ‐ San Carlos PS 270,000        

Valves for Belmont Pump Station 92,000          

Menlo Park Pump Station Nitrate dosing system 45,000          

FEF Control Valve 50,000          

Subtotal 567,000$      

Technology

I.T. Data Storage Equipment 73,000$        

Blades for VM servers and Controller Cards 50,000          

Subtotal 123,000$      

GRAND TOTAL, REVENUE‐FUNDED CAPITAL 1,546,000$  

Operating Budget Contributions

38

2017‐18 Budget Revenue Allocation to Member Agencies ‐ Proposed

Description Belmont

Redwood 

City San Carlos

West Bay 

San District TOTAL

Allocation Factors

Flow  13.18% 46.53% 13.55% 26.74% 100%

Biochemical Oxygen Demand (BOD) 12.42% 46.31% 12.36% 28.91% 100%

Suspended Solids (SS) 12.57% 46.22% 12.13% 29.08% 100%

Weightings

Operating Expenditures Flow BOD SS

Operations 26.5% 33.5% 40.0% 1,113,646$  4,068,775$    1,105,035$  2,494,269$  8,781,725$   

Maintenance 26.5% 33.5% 40.0% 772,429       2,822,120      766,457       1,730,036    6,091,043     

Laboratory 26.5% 33.5% 40.0% 218,344       797,732         216,655       489,031       1,721,762     

Environmental Services 26.5% 33.5% 40.0% 138,975       507,754         137,900       311,267       1,095,896     

Engineering 26.5% 33.5% 40.0% 70,303         256,857         69,760         157,460       554,380        

Safety 100.0% 0.0% 0.0% 50,277         177,495         51,688         102,003       381,463        

Information Services 26.5% 33.5% 40.0% 215,216       786,306         213,552       482,027       1,697,101     

Administrative Services 100.0% 0.0% 0.0% 473,104       1,670,223      486,386       959,849       3,589,562     

Subtotal 3,052,294$  11,087,263$  3,047,434$  6,725,942$  23,912,933$ 

Subtract Miscellaneous Income 26.5% 33.5% 40.0% 78,829$       288,005$       78,219$       176,555$     621,608$      

2017‐18 Net Operating Revenue Required 2,973,466$  10,799,257$  2,969,215$  6,549,387$  23,291,325$ 

2016‐17 Net Operating Revenue Required 3,014,719   10,019,055    3,289,247   6,226,082   22,549,103   

$ Increase / (Decrease) (41,253)       780,202         (320,032)     323,305      742,222        

% Increase / (Decrease) (1.4%) 7.8% (9.7%) 5.2% 3.3%

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Flow and Loading Trends

Description Belmont

Redwood

City

San 

Carlos

West 

Bay Total

Flow 

2012 thru 2014 13.61% 44.77% 16.26% 25.36% 100.00%

2013 thru 2015 13.48% 45.64% 14.31% 26.57% 100.00%

2014 thru 2016 13.18% 46.53% 13.55% 26.74% 100.00%

Biochemical Oxygen Demand

2012 thru 2014 13.51% 42.77% 16.53% 27.19% 100.00%

2013 thru 2015 12.81% 44.79% 14.49% 27.91% 100.00%

2014 thru 2016 12.42% 46.31% 12.36% 28.91% 100.00%

Suspended Solids 

2012 thru 2014 14.83% 40.17% 17.47% 27.53% 100.00%

2013 thru 2015 13.71% 42.73% 14.99% 28.57% 100.00%

2014 thru 2016 12.57% 46.22% 12.13% 29.08% 100.00%

Flow & Loading Sensitivity

$3.2 

$9.9 

$3.9 

$6.2 

$3.1 

$10.4 

$3.4 

$6.4 

$3.0 

$10.8 

$3.0 

$6.5 

 $‐

 $2.0

 $4.0

 $6.0

 $8.0

 $10.0

 $12.0

Belmont RedwoodCity

San Carlos West BaySan District

Allocated 2017‐18 Operating Budget ‐ Flow & Loading Sensitivity($ Millions)

2014 Factors (three year avg) 2015 Factors (three year avg) 2016 Factors (three year avg)

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21

Budget vs. Long Range Financial Plan

• Only significant difference from LRFP is the reimbursement of reserves due to emergency repairs

Year‐over‐year Budgeted Member Entity Contributions

Description

Jan 2017 

Long Range 

Fin. Plan

2017‐18 

Proposed 

Budget

$ 

Increase/

(Decrease)

% 

Increase/

(Decrease)

Gross Operating Expenses 23,806,537$  23,912,933$  106,396$       0.4%

Less Miscellaneous Revenue (435,427)       (621,608)       186,181        42.8%

Net Operating Expenses 23,371,110$  23,291,325$  (79,785)$        (0.3%)

Revenue‐Funded Capital  1,500,000     1,546,000     46,000          3.1%

Reserve Designations 1,148,947       2,030,298       881,351          76.7%

Total Contributions before Debt Service 26,020,057$   26,867,623$   847,566$        3.3%

Debt Service, Participating members 12,347,586$  12,347,586$  ‐$               0.0%

Total Member Contributions 38,367,643$  39,215,209$  847,566$       2.2%

Calendar

• March 23rd – Review and Direction

• April 13th – Adoption