NOTICE OF REGULAR MEETING - Encina Wastewater Authority

N O T I C E O F R E G U L A R M E E T I N G

E N C I N A W A S T E W A T E R A U T H O R I T Y

B O A R D O F D I R E C T O R S

WEDNESDAY, JULY 22, 2020

8:00 A.M.

Teleconference Meeting

Ref: Admin. 20‐14169

The next regular meeting of the Encina Wastewater Authority Board of Directors is scheduled for 8:00

A.M. on Wednesday, July 22, 2020. Requests for disability‐related accommodations to assist or

enable any person with a disability to participate in this meeting, or requests for agenda materials

relating to this meeting, should be directed to Michael Steinlicht, General Manager.

______________________________________

Michael Steinlicht

General Manager

(760) 438‐3941

Scheduled Upcoming Meetings

All meetings will be held telephonically unless otherwise noted.

POLICY & FINANCE COMMITTEE – Tuesday, August 11, 2020 at 10:00 A.M.

CAPITAL IMPROVEMENT COMMITTEE – Wednesday, August 19, 2020 at 7:30 A.M.

REGULAR EWA BOARD OF DIRECTORS – Wednesday, August 26, 2020 at 8:00 A.M.

Ref: Admin.20-14170

A G E N D A

E N C I N A W A S T E W A T E R A U T H O R I T Y

B O A R D O F D I R E C T O R S

DATE: July 22, 2020 MEETING TIME: 8:00 A.M. Deadline to Request for Public Comment: 7:30 A.M. Public Dial-In Number: (888) 788-0099 Conference ID: 991 6114 6078

The Encina Wastewater Authority Mission Statement: “As an environmental leader, EWA provides reliable and fiscally responsible wastewater services to the

communities we serve while optimizing the use of renewable resources.”

A G E N D A

Telephonic Participation by the Public. In light of the COVID-19 Pandemic and under the direction of Governor Newsom’s Executive Order N-29-20, all EWA Board and Committee public meetings shall only be accessible to members of the public telephonically. All members of the public wishing to observe the public meeting must dial in to the telephone number indicated above, and when prompted, use the Conference ID identified above. Please note all members of the public shall be muted by the EWA telephone conference coordinator (the “Coordinator”) in order to minimize disruption and background noise. Members of the public that wish to do so may address the Board of Directors via the telephone conference for up to 3 minutes on any item; anyone wishing to address the Board of Directors must submit an email to [email protected] with the subject line “Request to Address Board of Directors” by no later than 7:30 A.M. the day of the meeting. In the email, please include your name, the item you wish to speak about, and the telephone number that you will be calling from so that the Coordinator can un-mute your line when you are called upon to speak. Alternatively, you can call Joseph Spence at (760) 268-8820 by no later than 7:30 A.M. and request an opportunity to address the Board of Directors during public comment. Those making public comment requests via phone will be asked to provide your name, the item you wish to speak about, and the telephone number that you will be calling from so that the Coordinator can un-mute your line when you are called upon to speak. Once the public meeting has commenced, the Chair will invite you to speak and ask the Coordinator to un-mute your line at the appropriate time.

Persons with disabilities that require modifications or accommodations should email [email protected] or call (760) 268-8820 by no later than 7:30 A.M. to request reasonable modifications or accommodations consistent with the Americans with Disabilities Act and EWA shall promptly work with you to resolve the matter in favor of accessibility.

In the case of an emergency, items may be added to the agenda by a majority vote of the Board of Directors. An emergency is defined as a work stoppage; a crippling disaster; or other activity, which severely imperils public health, safety, or both. Also, items that arise after the posting of the agenda may be added by a two-thirds vote of the Board of Directors.

Encina Wastewater Authority Board of Directors

July 22, 2020

ii Ref: Admin.20-14170

1. Call to Order

2. Director Mosca will lead the Pledge of Allegiance

3. General Public Comment Period

4. Approval of Agenda

5. Presentation and Awards

• Mr. Gabriel Mendez for selection as EWA’s Employee of the Quarter for the 2nd quarter of the 2020 calendar year.

~~~ C O N S E N T C A L E N D A R ~~~

Items 6-15 will be enacted in one motion in accordance with the recommendation unless removed from the Consent Calendar by the Board of Directors, Staff or Public. If a member of the public wishes to remove an item, they should submit a “Request to Address JAC/EWA Board of Directors” form to the Board Secretary prior to the meeting. Items removed from the Consent Calendar will be considered in the original agenda order immediately following adoption of the Consent Calendar.

6. Minutes of June 24, 2020 Attachment Page 6

The minutes are the permanent record of the Encina Wastewater Authority Board of Directors meeting held on June 24, 2020.

Recommendation:

Approve the June 24, 2020 EWA Board of Directors Meeting Minutes.

Staff Reference: Michael Steinlicht, General Manager

7. Operations Report for June 2020 Attachment Page 7

This report summarizes EWA’s permit status, public relations activities, and safety record for June 2020.

Recommendation:

Receive and file the EWA Operations Report for June 2020.

Staff Reference: Octavio Navarrete, Director of Operations

8. EWA Monthly Flow and Capacity Management Report for June 2020 Attachment Page 8

This report summarizes member agency wastewater flows during June 2020.

Recommendation:

Receive and File the EWA Monthly Flow and Capacity Management Report for June 2020.

Staff Reference: Doug Campbell, Director of Environmental Compliance


July 22, 2020

iii Ref: Admin.20-14170

9. Approval of Demands for June 2020 Attachment Page 9

This item provides for Board of Directors approval of all demands paid from EWA’s Treasury during the month of June 2020.

Recommendation:

Approve checks and electronic payments for June 2020.

Staff Reference: LeeAnn Warchol, Treasurer/Auditor

10. Treasurer’s Cash and Investment Report for June 2020 Attachment Page 10

This report discloses EWA’s cash and investments as of the prior month’s end.

Recommendation:

Receive and file the Treasurer’s Cash and Investment Report for June 2020.


11. Fiscal Year-to-Date Operating Budget Performance Report for June 2020

No Attachment

This report is deferred to the August 2020 Board of Directors meeting.

Recommendation: None


12. June 2020 Tactical Plan Status Report Attachment Page 12

The 2020 Tactical Plan describes specific activities staff will undertake during the calendar year in support of the EWA Board of Directors approved 2018-2023 Five Year Strategic Business Plan. The Tactical Plan consists of forty-five (45) tactical goals distributed through eight (8) Strategic Initiatives and serves as the performance evaluation basis for the General Manager and staff. This report summarizes staff’s progress toward completing the program objectives specified in the 2020 Tactical Plan.

Recommendation:

Receive and file the June 2020 Tactical Plan Status Report.



July 22, 2020

iv Ref: Admin.20-14170

13. Auditors’ Communication with Those Charged with Governance Attachment Page 13

Section 13.1.9 of the Revised Basic Agreement requires the preparation of an annual independent audit of EWA’s financial statements. Section 2.9.2 of the Revised Establishment Document requires EWA’s annual independent audit to conform to requirements established for special districts by the State Controller and generally accepted accounting principles (GAAP). Statements on Auditing Standards (SAS) are promulgated by the Auditing Standards Board of the American Institute of Certified Public Accountants and provide guidance to independent auditors on GAAP. SAS No. 114 establishes standards for the Independent Auditors’ Communication with Those Charged with Governance in relation to an audit of financial statements. The Board of Directors is charged with governance in relation to EWA’s annual independent audit.

Recommendation:

Receive and file the Independent Auditors’ Communication in relation to the annual audit of EWA’s financial statements.


14. FY 2022 E-CAMP Update Award Attachment Page 14

Established in 1993, the Encina Comprehensive Asset Management Plan (E-CAMP) is a planning tool that is updated every two years to cost effectively manage assets over their full life cycle by planning and prioritizing asset rehabilitation and replacement for the Encina Water Pollution Control Facility (EWPCF). A new E-CAMP update is needed to prepare for the FY 2022 budgeting effort. On March 22, 2017, the Board of Directors authorized the General Manager to execute a professional services agreement with Kennedy/Jenks Consultants (K/J) for the FY 2018 E-CAMP Update, with the option to extend those services for additional years for additional E-CAMP efforts. Based on K/J’s ability to effectively complete the effort, staff recommends K/J continue to be utilized for the FY 2022 E-CAMP. This authorization exceeds the General Manager’s authority and therefore requires Board approval.

Recommendation:

Authorize the General Manager to execute a Professional Services Agreement with Kennedy/Jenks Consultants (K/J) in the amount not to exceed $149,985 for Engineering Services for the FY 2022 E-CAMP Update.



July 22, 2020

v Ref: Admin.20-14170

15. FY 2021 Annual SCADA Support Services Attachment Page 15

Encina Wastewater Authority’s (EWA) Supervisory Control and Data Acquisition (SCADA) System is a critical asset that monitors, controls, and collects critical data necessary for the operation of the wastewater treatment process. Like any other critical asset and piece of technology, SCADA requires routine maintenance and minor upgrades to sustain system performance. In October 2017, the Board awarded an As-Needed Professional Services Agreement to Enterprise Automation (EA) for programmatic SCADA systems integration and support. Under this effort, EA will provide SCADA integration and support services for that routine maintenance and upkeep. The recommendation exceeds the General Manger’s authority and therefore requires Board of Directors’ approval.

Recommendation:

Authorize the General Manager to award a Task Order to Enterprise Automation (EA) in the amount of $160,007 for FY 2021 Annual SCADA Support Services.


~~~END OF CONSENT CALENDAR~~~

~~~BOARD OF DIRECTORS ACTION ITEMS ~~~

16. Resolution 2020-04 Appropriating Funds for Fiscal Year 2021 Pension Policy, Operating and Capital Program Budgets and Establishing Controls Thereon

Attachment Page 16

On April 22, 2020, the Board of Directors approved the Fiscal Year 2021 Pension Policy, Operating and Capital Program Budgets and forwarded said budgets to the Encina Joint Advisory Committee which recommended that the Boards and Councils of the Encina Member Agencies approve the budgets. Each of the Member Agencies has approved the budgets in conformance with Section 13.1.2 of the Revised Basic Agreement (Attachment 3). Adoption of the proposed resolution (Attachment 2) will appropriate and authorize expenditure of $4,096,100 in pension policy funds, $19,173,359 in operating funds and $24,249,023 in capital funds for the fiscal year ending June 30, 2021 as estimated in the Fiscal Year 2021 budget document.

Recommendation:

1. Adopt Resolution No. 2020-04 appropriating funds for Fiscal Year 2021 Pension Policy, Operating and Capital Program Budgets and establishing controls thereon.

2. Discuss and take other action as appropriate.



July 22, 2020

vi Ref: Admin.20-14170

17. Primary Area Improvements Project Change Order Attachment Page 17

On February 27, 2019, the Board of Directors awarded a contract to Gateway Pacific Contractors, Inc. (Gateway) for the construction of the Primary Area Improvements Project (PAIP). This project includes upgrades and rehabilitation of the existing grit and screenings facilities and process equipment located in the primary treatment area of the Encina Water Pollution Control Facility (EWPCF). The total cost of the proposed Change Order exceeds the General Manager’s authority and therefore requires Board of Directors approval.

Recommendation:

1. Authorize the General Manager to approve a Change Order to the construction contract between the Encina Wastewater Authority with Gateway Pacific Contractors, Inc. in the amount of $424,532.



~~~END OF DIRECTORS ACTION ITEMS~~~

~~~INFORMATION ITEMS~~~

18. Officer Report

Treasurer/Auditor – LeeAnn Warchol

No Attachment

~~~ END OF INFORMATION ITEMS~~~

~~~NEW BUSINESS~~~

Items to be added to the Agenda must meet all applicable provisions of the Brown Act.

19. General Manager’s Report No Attachment

20. General Counsel’s Report No Attachment

21. Committee Reports

a. Policy & Finance Committee next telephonic meeting date is August 11, 2020 at 10:00 a.m.

b. Capital Improvement Committee next telephonic meeting date is August 19, 2020 at 7:30 a.m.

22. Board of Directors Comments

23. Other Business


July 22, 2020

vii Ref: Admin.20-14170

~~~END OF AGENDA~~~

24. Adjournment

I, Michael Steinlicht, General Manager for Encina Wastewater Authority, hereby certify that the following agenda was posted at the Encina Water Pollution Control Facility at 6200 Avenida Encinas in Carlsbad, California at approximately 3:00 p.m. local time on July 15, 2020.

_____________________________ Michael Steinlicht, General Manager Encina Wastewater Authority (760) 438-3941

MINUTES

ENCINA WASTEWATER AUTHORITY BOARD OF DIRECTORS MEETING

WEDNESDAY, JUNE 24, 2020

ENCINA WATER POLLUTION CONTROL FACILITY VIA TELECONFERENCE

Ref: Admin.20‐14175

ALLAN JULIUSSEN, CHAIR KEITH BLACKBURN, VICE CHAIR

PRESENT

City of Carlsbad Keith Blackburn

City of Carlsbad Cori Schumacher

City of Vista/Buena Sanitation District Judy Ritter

City of Vista/Buena Sanitation District Amanda Rigby

Vallecitos Water District Hal Martin

Vallecitos Water District Jim Hernandez

Leucadia Wastewater District Elaine Sullivan

Leucadia Wastewater District Allan Juliussen

City of Encinitas Catherine Blakespear

City of Encinitas Joe Mosca (arrived at 8:10 a.m.)

General Manager Michael F. Steinlicht

Assistant General Manager Scott McClelland

General Counsel Adriana Ochoa

Auditor/Treasurer LeeAnn Warchol

ABSENT

None.

ALSO PRESENT

City of Vista/Buena Sanitation District Elmer Alex

City of Carlsbad Ken Knatz

City of Encinitas Isam Hireish, Carl Quiram

Leucadia Wastewater District Paul Bushee

Woodard & Curran Scott Goldman

EWA Staff Jennifer Basco, Doug Campbell, Vaughn DeGolyer

James Kearns, Octavio Navarrete, Tucker Southern,

Joe Spence, Lindsey Stephenson

1. CALL TO ORDER

Chair Juliussen called the meeting to order at 8:00 a.m.

2. PLEDGE OF ALLEGIANCE

Director Martin led the Pledge of Allegiance.

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July 22, 2020

Encina Wastewater Authority (EWA) Board of Directors Minutes of June 24, 2020


3. GENERAL PUBLIC COMMENT PERIOD

None.

4. APPROVAL OF AGENDA

Upon a motion by Director Martin, seconded by Director Rigby, and carried by the following vote,

the Board of Directors:

Approved the June 24, 2020 agenda.

Representative Agency Vote

Chair Juliussen Leucadia Wastewater District Aye

Vice Chair Blackburn City of Carlsbad Aye

Director Schumacher City of Carlsbad Aye

Director Rigby City of Vista Aye

Director Ritter City of Vista Aye

Director Rigby Buena Sanitation District Aye

Director Ritter Buena Sanitation District Aye

Director Blakespear City of Encinitas Aye

Director Mosca City of Encinitas Absent

Director Sullivan Leucadia Wastewater District Aye

Director Martin Vallecitos Water District Aye

Director Hernandez Vallecitos Water District Aye

5. PRESENTATIONS AND AWARDS

None.

~~~CONSENT CALENDAR~~~

6. MINUTES OF MAY 27, 2020

7. OPERATIONS REPORT FOR MAY 2020

8. EWA MONTHLY FLOW AND CAPACITY MANAGEMENT REPORT FOR MAY 2020

9. APPROVAL OF DEMANDS FOR MAY 2020

10. TREASURER’S CASH AND INVESTMENT REPORT FOR MAY 2020

11. FISCAL YEAR‐TO‐DATE OPERATING BUDGET PERFORMANCE REPORT FOR MAY 2020

12. FY2020 FOURTH QUARTER OPERATING PROGRAM BUDGET TRANSFERS

13. ORF 1 FAN REPLACEMENT, EFFLUENT PIPE COATING REPAIR AND MISCELLANEOUS SURGE TOWER

REPAIRS AWARD

Upon a motion by Director Ritter, seconded by Director Hernandez, and carried by the following

vote, the Board of Directors:

Approved the Consent Calendar.

6-2

July 22, 2020












Director Mosca City of Encinitas Absent




~~~END OF CONSENT CALENDAR~~~

~~~BOARD OF DIRECTORS ACTION ITEMS~~~

14. SECONDARY CLARIFIERS AND STRAINERS IMPROVEMENTS CONSTRUCTION AWARD

Engineering Services Manager, Lindsey Stephenson provided a brief history on the Secondary

Clarifiers and Strainers. The secondary clarifiers are used as the final step in wastewater treatment at

the EWPCF prior to ocean discharge. The Secondary Clarifiers and Strainers Improvements Project

(Project) will complete rehabilitation in all seven active clarifiers, including coatings, gate

rehabilitation and replacement, and minor structural, electrical, and controls improvements. In

addition, the Project will replace the entire mechanical systems in Clarifiers 5, 6, and 8, which have

been in service for nearly 30 years, as well as two strainers for the plant water strainers, which have

been in service for nearly 40 years. Each of the proposed authorizations exceeds the General

Manager’s authority and therefore requires Board of Directors’ approval. The fiscal impact of the

combined recommendations is $7,275,117. Sufficient appropriations are available in the FY 2021

Capital Budget to initiate the Project, with additional funding to be included in the future fiscal years.

Member Agency Managers were briefed on the status of this project in the June meeting. The Capital

Improvement Committee reviewed this item in their June meeting and approved staff’s

recommendation.

Upon a motion by Director Hernandez, seconded by Director Ritter, and carried by the following


1. Authorized the General Manager to execute a contract with J.R. Filanc Construction

Company, Inc. (Filanc) in the amount of $6,202,111 for construction of the Secondary

Clarifiers and Strainer Improvements Project (Project).

2. Authorized the General Manager to execute a professional services agreement in the

amount not to exceed $831,251 to Carollo Engineers (Carollo) for construction

management services for the Project.

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July 22, 2020



3. Authorized the General Manager to execute a professional services agreement with

Woodard & Curran, Inc. (Woodard & Curran) in the amount not to exceed $241,755 for

engineering services during construction for the Project.





Director Rigby City of Vista


Director Rigby Buena Sanitation District



Director Mosca City of Encinitas Aye




15. COGENERATION BUILDING STRUCTURAL REPAIR PROJECT – TASK ORDER NO. 2 DEMOLITION AND INSTALLATION OF NEW WEST WALL

Capital Projects Manager, James Kearns provided a brief history of the Cogeneration Building. The

Cogeneration Building is a critical component of the Encina Water Pollution Control Facility (EWPCF).

A building condition assessment identified corrosion of the air intake louvers located on the west side

of the second floor and irregularities in the external wall stucco finish. Further investigation found

deterioration and corrosion to be so advanced that the structural integrity of the west wall, the

support of the roof and second floor, had been compromised and needed extensive repair. Filanc has

now completed the shoring system installation and is now moving to the demolition and wall

replacement phase of the project. To expedite construction activities, the General Manager, per

Section 4.8 of EWA’s Purchasing Policy, authorized the award of Task Order No.2 for the demolition

and installation of the west wall. The total combined cost of these actions exceeds the General

Manager’s authority and therefore requires Board of Directors’ approval. Member Agency Managers

were briefed on this project in their June meeting and provided their support. The Capital

Improvement Committee reviewed this item in their June meeting and approved staff’s

recommendation. The combined fiscal impact of these actions is $2,013,649. Sufficient appropriations

are available in the Capital Budget to fund this project.

Director Rigby thanked staff for the report and for showing photos of the extensive damage, which

justified the need for repairs for the safety of the facility and staff. Director Mosca thanked staff for

highlighting the issue and inquired about the integrity of the other walls. Mr. Kearns explained that

condensation from the marine environment dripped down behind the louvres and the stucco and

migrated into the block wall. The new west wall will have a longer life than the rest of the building.

The rebar which is going back inside the wall will be treated. Staff is implementing measures to make

sure that this will not happen again. All buildings in the facility were subsequently fully assessed to

confirm that no other similar issues exist. Additional minor corrosion was found in another building,

which will be repaired. Director Mosca inquired about the new wall structure’s ability to withstand

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July 22, 2020



seismic activity. Mr. Kearns stated that Carollo Engineers conducted a structural analysis and per

California structural codes, concrete and rebar is the best approach. Director Mosca questioned why

this project is still considered an emergency if it has been progressing over several years. Mr. Kearns

informed the Board Members that even though the shoring system is in place, there is still a significant

risk to the agency with a potential catastrophic failure of the building and the shoring system. Also,

due to a lot of unknowns with the project, bidding the project out for a fixed price would be unwise

and would likely include many change orders. The shoring phase was a very complex process and the

project has been slow and painstaking. EWA wants to ensure that the facility is protected due to the

critical nature of the equipment in the building.

Upon a motion by Director Rigby, seconded by Director Hernandez, and carried by the following


1. Authorized the General Manager to award a Task Order in the amount of $1,598,465 to

J.R. Filanc Construction Company Inc. for Cogeneration Building Structural Repair Project

Demolition and Installation of the West Wall.

2. Authorized the General Manager to execute a continuation of engineering services

agreement with Carollo Engineers in the amount not to exceed $415,184 for engineering

support during construction and construction management services.

3. Authorized the General Manager to approve the transfer of unexpended appropriations

from the Capital Improvement Program budget in the amount of $513,649 to the

Cogeneration Building Structural Repair Project.










Director Mosca City of Encinitas Aye




~~~END OF BOARD OF DIRECTORS ACTION ITEMS~~~

~~~INFORMATION ITEMS~~~

16. OFFICER’S REPORT

Auditor/Treasurer, LeeAnn Warchol reported on the following items:

2020 Budget performance is projecting 97% spent. Over half of our operating budget is labor

related which is coming in right on target.

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July 22, 2020



Independent Auditors’ have successfully completed preliminary field testing. They will return

in September for final field testing. Everything went smoothly.

17. GENERAL MANAGER’S REPORT

General Manager, Michael Steinlicht, reported on the following items:

EWA continues working under modified operations. No infections have been reported by

staff to date; however, a construction employee did test positive. Due to EWA’s safe work

practices, it does not appear that transmission was spread to staff.

For the upcoming month of July, PFC, CIC, MAM, and Board meetings will continue on the

online platform.

Director Mosca inquired about the Investment Policy discussion at this month’s PFC meeting.

General Manager Steinlicht stated that staff is working on the Committee’s direction to look

outside the organization at investment policies from the member agencies as well as other

wastewater agencies. Staff plans on bringing the policy back for board consideration in

August.

18. GENERAL COUNSEL’S REPORT

None.

19. COMMITTEE REPORTS

a. Policy and Finance Committee: Director Schumacher stated the PFC met on June 9, 2020 and

discussed the May 2020 Tactical Plan Status Report; FY2020 Fourth Quarter Operating

Program Budget Transfers; and Investment Policy Annual Review. The next meeting is

scheduled for July 14, 2020 at 10:00 a.m.

b. Capital Improvement Committee: Vice Chair Blackburn stated the CIC met on June 17, 2020

and discussed the Capital Improvement Projects Status Report; Secondary Clarifiers and

Strainers Improvements Construction Award; ORF 1 Fan Replacement, Effluent Pipe Coatings

Repair and Miscellaneous Surge Tower Repairs Award; and Cogeneration Building Structural

Repair Project – Task Order No. 2 Demolition and Installation of New West Wall. The next

meeting is scheduled for July 15, 2020 at 7:30 a.m.

20. BOARD OF DIRECTORS COMMENTS

Director Sullivan apologized for interruption to the meeting due to the loss of her internet connection.

She was able to phone into the meeting, heard all items discussed, and would like the record to reflect

that she voted “yes” to all items that required a vote. Director Sullivan also stated that she will be

6-6

July 22, 2020 Encina Wastewater Authority (EWA) Board of Directors

Minutes of June 24, 2020


attending the two‐day WateReuse Annual Conference, which starts today. Chair Juliussen thanked

staff for a great job and thanked the Board of Directors for their patience.

21. OTHER BUSINESS

None.

22. ADJOURNMENT

The meeting was adjourned at 8:48 a.m.

ATTEST: ATTEST:

______________________________ ______________________________

Allan Juliussen, Board Chair Michael Steinlicht, General Manager

Encina Wastewater Authority Encina Wastewater Authority

6-7

Ref: 20-14176

ENCINA WASTEWATER AUTHORITY

BOARD OF DIRECTORS

Item : 7

Date : July 22, 2020

To : Honorable Chair and Board of Directors

From : Octavio Navarrete, Director of Operations

Issue : OPERATIONS REPORT FOR JUNE 2020

STAFF RECOMMENDS THE BOARD OF DIRECTORS:

Receive and file the Operations Report for June 2020.

FIVE YEAR STRATEGIC BUSINESS PLAN REFERENCE

Strategic Initiative No. 8 requires EWA to provide consistent communication to key stakeholders regarding the operation, maintenance and administration of the Encina Water Pollution Control Facility (EWPCF) and contract operated remote facilities.

DISCUSSION

The Operations Report provides a summary of EWPCF performance metrics, significant activities at the EWPCF and contract operated remote facilities, public outreach activities, odor complaints, completed safety training and recordable injuries.

THEREFORE, STAFF RECOMMENDS THE BOARD OF DIRECTORS:

Receive and file the Operations Report for June 2020.

Attachment 1: Operations Report June 2020

Prepared by: Blake Bechtold, Operations Shift Supervisor Reviewed by: Joseph Cipollini, Resource Recovery Manager Approved by: Octavio Navarrete, Director of Operations

7-1

ATTACHMENT 1

OPERATIONS REPORT

JUNE 2020

July 22, 2020

7-2

ENCINA WASTEWATER AUTHORITY OPERATIONS REPORT

June 2020

Agenda Item No. 7

1. Wastewater Treatment

The EWPCF maintained 100% compliance with its National Pollutant Discharge Elimination System(NPDES) ocean discharge permit.

The EWPCF treated on average 20.69 million gallons per day (MGD) of wastewater.

The EWPCF’s removal efficiency averaged 98.18% for Total Suspended Solids (TSS) and 98.09% forCarbonaceous Biochemical Oxygen Demand (CBOD). EWPCF’s NPDES Permit requires 85% averageremoval efficiency for both TSS and CBOD.

The EWPCF reclaimed on average 5.70 MGD of water for in‐plant use.

A total of 113.61 million gallons (MG) of EWPCF secondary effluent was diverted to the CarlsbadWater Reclamation Facility (CWRF) for reuse.

A total of 16.59 MG of EWPCF secondary effluent was diverted to Leucadia Wastewater District’sGafner Water Reclamation Facility for reuse.

2. Biosolids Treatment

Processed 8.40 MG of digested sludge through centrifuges as biosolids.

Produced 462.4 dry tons of Class A Exceptional Quality biosolids meeting EPA Part 503 regulationsfor unrestricted reuse.

Produced 136.9 dry tons of Class B biosolids for land application in Yuma.

Produced approximately 23.52 million cubic feet of digester gas with 58.84% methane content foruse in the cogeneration facility and heat dryer.

Biosolids production/distribution:

Dry Tons Percentage of Total

Class A Exceptional Quality 462.4 77.2%

Class B 136.9 22.8%

Pure Green (Fertilizer) 129.5 21.6%

Land Application (Yuma) 469.8 78.4%

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July 22, 2020

Encina Wastewater Authority (EWA) Board of Directors Operations Report – June 2020

Page 2

Ref: Admin. 20‐14176a

3. Cogeneration Facility

Produced 1,180,612 kWh of electricity or 85% of total electricity used.

Generated on average 11,463 cubic feet per minute (CFM) of air for secondary treatment.

Energy Management Program (EMP) implemented daily from 16:00 to 21:00 for the month of June. During this period, the EWPCF is isolated from the San Diego Gas and Electric (SDG&E) electrical grid to reduce costs.

Major overhaul on engine generator #2 completed.

4. Significant Operations Activities

Member Agency vactor truck crews disposed of 4 loads of debris from collection line cleaning, totaling 1,100 gallons of sewage.

Received 32 deliveries of fats, oils, and grease (FOG) totaling 127,920 gallons. Received several trial loads of screened and thickened FOG for evaluation as alternative fuel.

Received 88 deliveries of brewery waste totaling 429,005 gallons.

REMOTE FACILITIES

Carlsbad Water Recycling Facility (CWRF)

CWRF reclaimed a total of 86.16 MG.

Ultra‐Filtration System feed pump #4 returned to service.

Raceway Basin Pump Station (RBPS)

Monthly generator test performed.

Generator refueled by Bay City.

Buena Vista Pump Station (BVPS):



Vandalized fence repaired by contractors.

Buena Creek Pump Station (BCPS):



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July 22, 2020


Page 3


Agua Hedionda Pump Station (AHPS):


Monthly bypass pump test performed.

Agua Hedionda Lift Station (AHLS):


PUBLIC OUTREACH

EWA did not perform any public outreach during the month of June.

ODOR COMPLAINTS

EWA received one odor complaint during the month of June. The complaint was from the Altamira neighborhood east of the EWPCF. Staff performed both plant and site inspections and spoke with the complainant. Staff investigations identified break through of the carbon media for ORF III. Prominent Systems replaced the carbon media in the West tower and will be replacing the carbon media in the East tower next month.

COMPLETION OF SAFETY TRAINING:

Topic OPS TS EC ADMIN

HAZWOPER # 4 100% 100% 100% 100%

Heat Dryer SOP 63/ Andritz Module # 7 100%

EWA COVID‐19 100% 100% 100% 89%

NEO 100%

INJURY REPORT:

There was one OSHA recordable incident for the month of June.

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July 22, 2020


Page 4


5

10

15

20

25

30

35

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

2020

MGD Influent Distribution

EWPCF CWRF GWRF Outfall

85%

0%

25%

50%

75%

100%


2020

Plant Efficiency

TSS Removal CBOD Removal

Gafner was offline in January and February.

NPDES permit requires a minimum of 85% removal.

100

200

300

400

500

600

700

800


2020

Dry Tons Biosolids Distribution

Tier I Tier II Class B Tier II demand is less during winter months

Class B production due to dryer outages.

83%

82% 84

%

85%

85%

85%

84%

84%

84%

83%

85%

85%

0%

25%

50%

75%

100%


2020

Electricity Source

Produced Purchased

Normalized for number of days in each month.

7-6

ENCINA WASTEWATER AUTHORITY | Key Performance Indicators FY2020 June 30, 2020

ref: Admin: 20 1417 b

hours per employee(annualized)

% of salaries total injury rate employee turnover %(excluding retirements)

complaints

Training Overtime Safety Attrition Odor

PureGreen Class A Production The Operations Team uses the heat drying process to produce a Class A Biosolidknown as PureGreen fertilizer which can be directly applied to land. This metricillustrates the percentage of wastewater solids converted into Class A. This maygradually decline as solids receiving increases and heat dryer capacity is reached.

Alternative Fuel Receiving The Alternative Fuel Receiving Facility receives deliveries of Fats, Oils, Grease(FOG) and Brewery Waste. EWA earns tipping fees for receiving these andgenerates additional methane gas by feeding it into the digesters. This metricillustrates the monthly average gallons of FOG and Brewery Waste received.

Operating Costs per Million Gallons Treated This metric depicts each month's rolling 12 month costper million gallons treated. EWA's operating costs arelargely driven by labor, energy and chemical consumption.Because much of this is commodity price driven, weanticipate the cost per million gallons to increasing by aninflationary rate, all else being equal. This graphillustrates FY2018 costs gradually increasing as a result oftwo additional staff coming onboard to reduceoperational safety risks. In FY2019, energy costsescalated, though these costs were offset by additionalgallons being treated at a low marginal cost. FY2020 costsremain relatively steady.

Encina Water Pollution Control Facility

Proactive Maintenance The Technical Services Team focuses on performing preventive maintenance in aneffort to support equipment reliability and service life, and in turn, reducereactive costs. It is standard for two thirds of maintenance activities in treatmentplants to be proactive in nature, but staff has self imposed a higher goal.

These key performance indicators illustrate various aspects of the EWA's operations with historical performance,industry benchmarks and self imposed goals.

NPDES Permit Compliance EWA holds a National Pollutant Discharge Elimination System (NPDES) Permitissued by the Regional Water Quality Control Board for discharge from the EncinaOcean Outfall. In March 2018, the facility received a permit violation afterexperiencing a plant upset for the first time in nine years.

Electricity Onsite Generation EWA generates the majority of its Treatment Plant electricity demand onsitethrough its Cogeneration System whereby methane gas is used as an alternativefuel source. Historical onsite generation has been at 80%, but staff implementedoperational changes in FY2019 in hopes of making 90% the future benchmark.

Item 7

32.1EWA yrs

Goal yrs

88%86%

84%FY 2020

GoalFY 2019

$1,350

$1,450

$1,550

Jul Oct Jan Apr

FY 2018 FY 2019 FY 2020

75%77%78%FY 2020

GoalFY 2019

73%76%

85%FY 2020

GoalFY 2019

545,000585,555

475,032FY 2020 Avg.

GoalFY 2019 Avg.

3040 38

FY20Goal FY19

3 3 2

FY20Goal FY19

<2.3% 2.9% 7.0%

FY20Goal FY19

3.0

0FY20Goal FY19

<1.6 7.0

8.6 1FY20

Goal FY19

<<

galgal

gal

7-7



BOARD OF DIRECTORS

Item : 8



From : Doug Campbell, Director of Environmental Compliance

Issue : EWA MONTHLY FLOW AND CAPACITY MANAGEMENT REPORT FOR JUNE 2020


Receive and file the Flow and Capacity Management Report for June 2020.

FIVE‐YEAR STRATEGIC BUSINESS PLAN REFERENCE

Strategic Initiative No. 8: Engage key stakeholders.

DISCUSSION

Attachment 1 is the Member Agency Flow and Capacity Management Report for June 2020. EWA continues to ensure adequate capacity to meet projected needs.


Receive and file the Flow and Capacity Management Report for June 2020.

Attachment 1: EWA Flow and Capacity Management Report for June 2020

Prepared by: Jeff Parks, Laboratory Manager Reviewed by: Rachael Morgan, Associate Chemist Approved by: Doug Campbell, Director of Environmental Compliance

8-1

ATTACHMENT 1

EWA FLOW AND CAPACITY MANAGEMENT REPORT FOR

JUNE 2020

July 22, 2020

8-2

Agenda Item No. 8

Ref: Admin. 20 14174

Phase V % of Capacity

Member Current Projected Available % of Capacity Used and

Agency Flow Committed Capacity Capacity (a) Used (b) Committed (c)

Vista * 5.75 0.084 10.67 4.84 54% 55%

Carlsbad 6.35 1.694 10.26 2.22 62% 78%

Buena* 1.91 0.012 3.00 1.08 64% 64%

Vallecitos* 3.55 0.017 7.67 4.10 46% 47%

Leucadia 3.88 0.055 7.11 3.17 55% 55%

Encinitas 0.91 0.155 1.80 0.73 51% 59%

Total 22.35 2.02 40.51 16.14 55% 60%




Vista* 5.75 0.084 10.67 4.84 54% 55%

Carlsbad 6.35 1.694 10.26 2.22 62% 78%

Buena (d)* 1.91 0.012 3.00 1.08 64% 64%

Vallecitos (d)* 6.98 0.017 10.47 3.47 67% 67%

Leucadia (d) 3.88 0.055 7.11 3.17 55% 55%

Encinitas 0.91 0.155 1.80 0.73 51% 59%

Total 25.78 2.02 43.31 15.51 60% 64%




Vista* 5.75 0.084 10.67 4.84 54% 55%

Carlsbad (f) 3.48 1.694 10.26 5.09 34% 50%

Buena (e) * 1.91 0.012 3.00 1.08 64% 64%

Vallecitos (e) * 3.55 0.017 10.47 6.90 34% 34%

Leucadia (f) 3.49 0.055 7.11 3.56 49% 50%

Encinitas 0.91 0.155 1.80 0.73 51% 59%

Total 19.09 2.02 43.31 22.20 44% 49%

All units are in Million Gallons Per Day (MGD) unless specified otherwise.

(a) Available capacity = (Member Agency Phase V Projected Capacity) (Current + Committed Flows)

(b) % Capacity Used = Current Flow / Member Agency Phase V Projected Capacity

(c) % Capacity Used and Committed = (Current Flow + Committed) / Member Agency Phase V Projected Capacity

(d) To determine the total solids flow, the plant influent from the reclamation facilities is added to the raw wastewater flow.

(e) To determine the total outfall flow, the reclamation failsafe line flow is added to the raw wastewater flow.

(f) To determine LWD and CARLSBAD Outfall Flow, the corresponding recycled flow is subtracted from influent flows.

* Arbor Ranch Flows and Rancho Santalina Flows are subtracted from Vista and Buena and are added to Vallecitos

ENCINA WATER POLLUTION CONTROL FACILITIES CAPACITY MANAGEMENT REPORT

June 2020

TREATMENT PLANT LIQUID

TREATMENT PLANT SOLIDS

OUTFALL FLOW

8-3

ITEM 9 APPROVAL OF DEMANDS DASHBOARD FOR JUNE 2020

Operating 1,933,855$

Capital 3,246,966$

June Demands 5,180,820$

YTD Demands 47,280,605$

FY2020 Budget 38,086,184$

FY19 Cap. Carryforward 19,563,429$

Total 57,649,613$

646 invoices processed

*124% of the 2020 budget spent asa result of the FY 2019 CapitalCarryforward being used

Summary

14% 124%51%

49%

YTD

2020 Budget*37%

63%

June

2020 Budget

$1532 K

$110 K$120 K$151 K$157 K$215 K$236 K$256 K$327 K$399 K$309K

OTHER

CDM SMITH

STANEK CONSTRUCTORS, INC.

LOGICALIS

JR FILANC CONSTRUCTION COMPANY INC

CAROLLO ENGINEERS, INC.

CDW GOVERNMENT

KENNEDY JENKS CONSULTING

SAN DIEGO GAS & ELECTRIC

GATEWAY PACIFIC CONTRACTORS, INC.

HAWTHORNE POWER SYSTEMS

Top 10 VendorsDemands Mix

$4,192K

Vendors81%

$989K

Payroll19%

$3.2 M

$1.9 M

$1.0 M

$2.0 M

$3.0 M

$4.0 M

$5.0 M

$6.0 M

$7.0 M

$8.0 M

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

FY2020

Historical Trend

This represents unaudited data. 9-1

Ref: F&HR.20 4028


BOARD OF DIRECTORS

Item : 9



From : LeeAnn Warchol, Director of Administrative Services/Treasurer/Auditor

Issue : APPROVAL OF DEMANDS FOR JUNE 2020


Approve checks and electronic payments totaling $5,180,820.46.


Strategic Initiative No. 6: Continue fiscal responsibility and revenue generation.

DISCUSSION

Attached are Warrants for Payment and Check Registers describing all payments made by EWA for themonth ended June 2020.

The Operating Program expenses totaled $1,933,854.92 and the Capital Improvement Program expensestotaled $3,246,965.54. Properly authorized current or prior year appropriations are budgeted to fundeach payment presented. Questions should be directed to LeeAnn Warchol at (760) 268 8849.


Approve checks and electronic payments totaling $5,180,820.46.

Attachment 1 Summary of Demands by Account June 2020Attachment 2 Payroll Warrant for Payment & Check Register June 01, 2020Attachment 3 Payroll Warrant for Payment & Check Register June 03, 2020Attachment 4 Payroll Warrant for Payment & Check Register June 05, 2020Attachment 5 Payroll Warrant for Payment & Check Register June 17, 2020Attachment 6 Payroll Warrant for Payment & Check Register June 24, 2020Attachment 7 Flex Benefit Reimbursement Check Register June 2020Attachment 8 Accounts Payable Check Register June 2020

Prepared by: Grace Gilberg, Accounting Technician IIReviewed by: Mariana Grindley, Accounting Technician IIApproved by: LeeAnn Warchol, Director of Administrative Services/Treasurer/Auditor

9-2

ATTACHMENT 1

SUMMARY OF DEMANDS BY ACCOUNT

JUNE 2020

July 22, 2020

9-3

Date Class Description and Check #s Amounts

06.01.20 PR Misc Payroll Tax $ 130.53PR Misc Calpers Retirement $ 195.99

AP AP Regular Cks 189074 189116, EFT's 4232 4279 $ 947,267.93PR AP Payroll Cks 189095,189098,189113, EFT's 4240,4261,4271,4272 $ 151,904.64PR Flex Cks 294.00

PR Payroll Direct Deposit $ 203,410.75PR Payroll Tax $ 56,960.01PR Calpers Retirement $ 56,948.10PR Misc PR Cks 3360 $ 441.17

06.05.20 PR Misc Payroll tax $ 6.94

06.12.20 PR Flex Cks $ 1,565.41

06.16.20 PR Flex Cks $ 280.06

06.17.20 AP AP Regular Cks 189117 189177, EFT's 4280 4330 $ 1,923,648.85PR AP Payroll Cks 189127, EFT's 4293,4307,4308,4315 $ 67,531.19PR Payroll Direct Deposit $ 198,057.35PR Payroll Cks 3361 $ 1,671.95PR Payroll Tax $ 55,781.82PR Calpers Retirement $ 55,807.24

06.18.20 PR Flex Cks $ 30.00

06.22.20 PR Flex Cks $ 445.00

06.24.20 AP VOID Check 4324 $ (846.44)PR Misc PR cks 3362 $ 349.75

06.25.20 AP Bank Fee $ 1,266.80

06.17.20 AP AP Regular Cks 189178 189227, EFT's 4331 4733 $ 1,320,370.15PR AP Payroll Cks 189189,189211, EFT's 4358,4367,4369 $ 137,301.27

Total $ 5,180,820.46

Payroll $ 989,113.17Operating & Capital $ 4,191,707.29

Total $ 5,180,820.46

SUMMARY OF DEMANDSJUNE 2020

06.02.20

06.03.20

9-4

ATTACHMENT 2

PAYROLL WARRANT FOR PAYMENT & CHECK REGISTER

JUNE 01, 2020

July 22, 2020

9-5

Employee ID /Vendor #

Vendor Name Check Date Net Amount Advice #/Check #

INTERNAL REVENUE SERVICE 6/1/2020 130.53CALIFORNIA STATE TAX 6/1/2020 195.99SUBTOTAL TAX LIABILITY $ 326.52

PAYROLL GRAND TOTAL $ 326.52

MISC PAYROLL 6/01/2020CHECK DATE 6/01/2020

9-6

ATTACHMENT 3


JUNE 03, 2020

July 22, 2020

9-7



2093 6/3/2020 2,189.33 270902089 6/3/2020 2,110.75 270912092 6/3/2020 2,045.28 270922085 6/3/2020 5,558.25 270938191 6/3/2020 2,567.26 270942083 6/3/2020 3,576.87 270958081 6/3/2020 5,765.83 270968180 6/3/2020 4,100.03 270975200 6/3/2020 1,524.85 270985192 6/3/2020 3,020.45 270998182 6/3/2020 2,537.57 271005056 6/3/2020 3,167.72 271015177 6/3/2020 3,834.39 271025197 6/3/2020 2,138.08 271035204 6/3/2020 2,566.94 271045185 6/3/2020 3,579.43 271055188 6/3/2020 3,345.46 271065209 6/3/2020 1,715.15 271072065 6/3/2020 2,456.77 271088150 6/3/2020 2,670.53 271095171 6/3/2020 2,913.93 271105198 6/3/2020 2,441.11 271115174 6/3/2020 4,023.43 271125202 6/3/2020 3,519.39 271135193 6/3/2020 2,931.75 271145208 6/3/2020 2,139.55 271155195 6/3/2020 3,158.04 271165191 6/3/2020 2,778.27 271175190 6/3/2020 2,490.91 271185207 6/3/2020 2,067.96 271195176 6/3/2020 3,669.12 271205178 6/3/2020 2,895.68 271215203 6/3/2020 3,154.67 271225181 6/3/2020 3,067.51 271235161 6/3/2020 4,985.89 271245184 6/3/2020 2,727.72 271255206 6/3/2020 2,114.36 271268189 6/3/2020 2,051.33 271278208 6/3/2020 2,014.36 271282056 6/3/2020 2,630.04 271298215 6/3/2020 2,548.22 271308192 6/3/2020 3,049.86 271318200 6/3/2020 3,314.83 271328188 6/3/2020 2,962.88 271338168 6/3/2020 3,748.79 271348217 6/3/2020 1,769.85 27135

PAY PERIOD 5/14/2020 5/27/2020CHECK DATE 6/3/2020

9-8


2063 6/3/2020 2,163.43 271368184 6/3/2020 3,136.00 271378178 6/3/2020 3,407.88 271388203 6/3/2020 2,126.69 271392058 6/3/2020 2,260.45 271408196 6/3/2020 3,325.04 271418186 6/3/2020 2,282.88 271422087 6/3/2020 4,696.25 271438201 6/3/2020 2,677.59 271442091 6/3/2020 3,685.58 271458216 6/3/2020 2,709.22 271468171 6/3/2020 3,348.65 271472090 6/3/2020 1,001.87 271483117 6/3/2020 4,266.82 271493201 6/3/2020 2,407.79 271503203 6/3/2020 1,698.51 271513184 6/3/2020 3,619.34 271523185 6/3/2020 2,473.86 271533177 6/3/2020 2,604.50 271543202 6/3/2020 1,990.45 271553189 6/3/2020 3,413.75 271563198 6/3/2020 2,993.77 271573197 6/3/2020 2,033.20 271582071 6/3/2020 3,446.84 27159

SUBTOTAL DIRECT DEPOSIT $ 203,410.75

2065 6/3/2020 441.17 3360SUBTOTAL MISC PAYROLL CHECKS $ 441.17

INTERNAL REVENUE SERVICE 6/3/2020 43,834.46CALIFORNIA STATE TAX 6/3/2020 13,125.55SUBTOTAL TAX LIABILITY $ 56,960.01

CALPERS RETIREMENT 6/3/2020 56,948.10SUBTOTAL CALPERS $ 56,948.10

PAYROLL GRAND TOTAL $ 317,760.03

9-9

ATTACHMENT 4


JUNE 05, 2020

July 22, 2020

9-10



INTERNAL REVENUE SERVICE 6/5/2020 6.94SUBTOTAL TAX LIABILITY $ 6.94



9-11

ATTACHMENT 5


JUNE 17, 2020

July 22, 2020

9-12



2093 6/17/2020 2,189.33 271662089 6/17/2020 2,110.75 271672092 6/17/2020 2,045.28 271682085 6/17/2020 5,558.25 271698191 6/17/2020 2,567.26 271702083 6/17/2020 3,576.87 271718081 6/17/2020 5,765.83 271728180 6/17/2020 4,565.16 271735200 6/17/2020 1,611.65 271745192 6/17/2020 3,165.71 271758182 6/17/2020 2,249.24 271765056 6/17/2020 2,817.81 271775177 6/17/2020 3,834.39 271785197 6/17/2020 1,850.87 271795204 6/17/2020 2,735.94 271805185 6/17/2020 3,136.44 271815188 6/17/2020 2,864.66 271825209 6/17/2020 1,778.59 271832065 6/17/2020 2,916.69 271848150 6/17/2020 3,554.81 271855171 6/17/2020 2,913.94 271865198 6/17/2020 2,490.61 271875174 6/17/2020 4,023.43 271885202 6/17/2020 2,632.02 271895193 6/17/2020 2,687.53 271905208 6/17/2020 2,077.94 271915195 6/17/2020 2,641.60 271925191 6/17/2020 2,858.59 271935190 6/17/2020 2,490.97 271945207 6/17/2020 1,778.63 271955176 6/17/2020 3,489.40 271965178 6/17/2020 2,990.75 271975203 6/17/2020 2,323.30 271985181 6/17/2020 3,067.50 271995161 6/17/2020 5,246.63 272005184 6/17/2020 2,358.63 272015206 6/17/2020 2,052.62 272028189 6/17/2020 2,006.29 272038208 6/17/2020 1,681.45 272042056 6/17/2020 2,630.04 272058215 6/17/2020 2,147.67 272068192 6/17/2020 3,244.74 272078200 6/17/2020 3,225.48 272088188 6/17/2020 2,310.61 272098168 6/17/2020 3,748.78 272108217 6/17/2020 1,769.85 27211


9-13


2063 6/17/2020 2,007.16 272128184 6/17/2020 2,002.48 272138178 6/17/2020 3,407.87 272148203 6/17/2020 2,126.69 272152058 6/17/2020 2,260.46 272168196 6/17/2020 3,325.04 272178186 6/17/2020 2,282.88 272182087 6/17/2020 4,696.25 272198201 6/17/2020 2,456.19 272202091 6/17/2020 3,685.58 272218216 6/17/2020 2,709.22 272228171 6/17/2020 3,348.65 272232090 6/17/2020 1,147.79 272243117 6/17/2020 4,266.82 272253201 6/17/2020 2,587.96 272263203 6/17/2020 1,816.28 272273184 6/17/2020 3,619.34 272283185 6/17/2020 2,658.33 272293177 6/17/2020 2,604.50 272303202 6/17/2020 1,990.46 272313189 6/17/2020 3,413.76 272323198 6/17/2020 2,379.07 272333197 6/17/2020 2,033.20 272342071 6/17/2020 3,446.84 27235

SUBTOTAL DIRECT DEPOSIT $ 198,057.35

5210 6/17/2020 1,671.95 3361SUBTOTAL PAYROLL CHECKS $ 1,671.95

INTERNAL REVENUE SERVICE 6/17/2020 42,996.58CALIFORNIA STATE TAX 6/17/2020 12,785.24SUBTOTAL TAX LIABILITY $ 55,781.82

CALPERS RETIREMENT 6/17/2020 55,807.24SUBTOTAL CALPERS $ 55,807.24

PAYROLL GRAND TOTAL $ 311,318.36

9-14

ATTACHMENT 6


JUNE 24, 2020

July 22, 2020

9-15



5198 6/24/2020 349.75 3362SUBTOTAL MISC PAYROLL CHECKS $ 349.75



9-16

ATTACHMENT 7

FLEX BENEFIT REIMBURSEMENT CHECK REGISTER

JUNE 2020

July 22, 2020

9-17

Check No. Employee No. Check Date Amount Plan Year

7472539 3117 6/2/2020 $ 294.00 2020$ 294.00

7512763 2091 6/12/2020 $ 1,565.41 2020$ 1,565.41

7526849 8081 6/16/2020 $ 280.06 2020$ 280.06

7536473 8196 6/18/2020 $ 30.00 2020$ 30.00

7545502 8201 6/22/2020 $ 445.00 2020$ 445.00

Total for Month $ 2,614.47

Encina Wastewater AuthorityFlexible Spending Reimbursement Register for the Month Ended June 2020

9-18

ATTACHMENT 8

ACCOUNTS PAYABLE CHECK REGISTER

JUNE 2020

July 22, 2020

9-19

VEND

OR

NAM

EIN

VOIC

ECH

ECK

NOCH

ECK

DATE

INVO

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NET

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AIN

SERV

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INC

1158

8045

042

326/

2/20

2072

0.00

2214

AMAN

DAYO

UNG

RIGB

YRI

GBY

BOD

05/2

042

336/

2/20

2021

3.21

2214

AMAN

DAYO

UNG

RIGB

YRI

GBY

PFC

05/2

042

336/

2/20

2021

3.21

2254

AMER

ICAN

SECU

RITY

GROU

P26

472

4234

6/2/

2020

4,06

1.76

1759

AMET

EKAR

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AIN

STRU

MEN

T,LL

CA0

0000

3532

7742

356/

2/20

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,912

.04

1623

ANDR

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SEPA

RATI

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C84

8009

8878

4236

6/2/

2020

9,00

9.96

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RATI

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C84

8009

8879

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6/2/

2020

4,85

4.65

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6/2/

2020

2,64

7.74

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2020

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9-30

ITEM 10 TREASURER'S CASH AND INVESTMENTSREPORT DASHBOARD FOR JUNE 2020

$0.3M$2M

$4M

$6M

$8M

$10M

$12M

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

FY2020

Receipts

$5.2M

$2M

$4M

$6M

$8M


FY2020

Disbursements

$96K

$677K

$279K$2M

$4M

$6M

$8M

$10M

$12M


FY2020

Cash & Investments

Total LAIF CAMP Cash

This represents unaudited data. 10-1

Ref: F&HR.20 4029


BOARD OF DIRECTORS

Item : 10



From : LeeAnn Warchol, Director of Administrative Services/Treasurer/Auditor

Issue : TREASURER’S CASH AND INVESTMENT REPORT FOR JUNE 2020




Strategic Initiative No. 6: Continue fiscal responsibility and revenue generation.

DISCUSSION

Cash. EWA’s cash book balance on June 30, 2020 was $676,607.34.

Reserves. EWA’s Financial Reserve Policy was last amended on June 26, 2019 by Resolution No. 2019 02funding EWA’s operating, remote facility, capital, and inventory reserves to meet anticipated cashrequirements.

Investments. EWA’s investments consist of funds deposited with the LAIF and CAMP. The total LAIF balanceat the end of June was $279,130.55 and the total CAMP balance at the end of June was $95,791.84. Themost recent LAIF and CAMP statement for the month of June 2020 is attached for your reference.

Total Cash & Investments. Cash and investments on June 30, 2020 total $1,051,529.73.

June 30, 2020 May 31, 2020

Operating Account $675,607.34 $5,764,820.82

Petty Cash $1,000.00 $1,000.00

Sub Total: Cash $676,607.34 $5,765,820.82

LAIF Investments $279,130.55 $82,130.55

CAMP Investments $95,791.84 $95,751.58

Total Cash and Investments $1,051,529.73 $5,943,702.95

10-2

Cash Receipts. EWA received payments for Source Control violations, Lab Services, Puregreen Sales, FOGand Brewery Waste, South Parcel Lease, and miscellaneous receipts totaling $74,286.51. CAMP dividendsincome for $40.26 were received for the month of June 2020.

Cash Disbursements. Checks and electronic payments were issued totaling $5,180,820.46.

Endorsements. By the signature affixed above, I, LeeAnn Warchol, Administrative Services Manager andTreasurer/Auditor of the Encina Wastewater Authority hereby certify that:

Michael Steinlicht, General Manager, received this report on July 13, 2020.

The Board of Directors will consider this report on July 22, 2020.

All investments comply with EWA’s Investment Policy adopted by Resolution No. 2019 02 on June26, 2019.



Attachment 1: Statement of Investment Information June 2020 and Monthly YieldAttachment 2: Local Agency Investment Fund June 2020 StatementAttachment 3: California Asset Management Program June 2020 Statement

Prepared by: Grace Gilberg, Accounting Technician IIReviewed by: Mariana Grindley, Accounting Technician IIApproved by: LeeAnn Warchol, Director of Administrative Services/Treasurer/Auditor

10-3

ATTACHMENT 1

STATEMENT OF INVESTMENT INFORMATION

AND MONTHLY YIELD

JUNE 2020

July 22, 2020

10-4

FUNDS ON DEPOSIT WITH AMOUNT

LOCAL AGENCY INVESTMENT FUNDJUNE 2020 YIELD 1.217%

TOTAL DEPOSIT 4,097,000.00$TOTAL WITHDRAWAL 3,900,000.00$CLOSING BALANCE 279,130.55$

CALIFORNIA ASSET MANAGEMENT PROGRAMJUNE 2020 YIELD .51%

TOTAL DEPOSIT 40.26$TOTAL WITHDRAWAL $CLOSING BALANCE 95,791.84$

TOTAL INVESTMENT FUNDS 374,922.39$

STATEMENT OFINVESTMENT INFORMATION

AS OF JUNE 30, 2020

10-5

ATTACHMENT 2

LOCAL AGENCY INVESTMENT FUND

JUNE 2020 STATEMENT

July 22, 2020

10-6

Local Agency Investment Fund P.O. Box 942809Sacramento, CA 94209-0001(916) 653-3001

July 11, 2020

LAIF HomePMIA Average Monthly Yields


TREASURER 6200 AVENIDA ENCINAS CARLSBAD, CA 92009-0171

Account Number: 40-37-004

June 2020 Statement

Tran Type Definitions

Effective Date

Transaction Date

Tran Type Confirm

Number

Web Confirm Number Authorized Caller Amount

6/5/2020 6/4/2020 RD 1643050 1603118 LEEANN WARCHOL 4,097,000.00 6/17/2020 6/16/2020 RW 1643678 1603761 LEEANN WARCHOL -2,100,000.00 6/30/2020 6/30/2020 RW 1644586 1604677 LEEANN WARCHOL -1,800,000.00

Account Summary

Total Deposit: 4,097,000.00 Beginning Balance: 82,130.55

Total Withdrawal: -3,900,000.00 Ending Balance: 279,130.55

Page 1 of 1LAIF Regular Monthly Statement

7/11/2020https://laifms.treasurer.ca.gov/RegularStatement.aspx

10-7

Jun 1.217May 1.363Apr 1.648

PMIA Quarter to Date(1): 1.89%208PMIA Average Life(1):

2.03LAIF Apportionment Rate(2):0.000055354606930461.007481015

LAIF Earnings Ratio(2): LAIF Fair Value Factor(1):

PMIA Daily(1): 1.73%

Treasuries52.38%

Agencies20.78%

Certificates of Deposit/Bank Notes

13.17%

Time Deposits5.44%

Commercial Paper7.64%

Loans0.57%

Notes: The apportionment rate includes interest earned on the CalPERS Supplemental Pension Payment pursuant to Government Code 20825 (c)(1) and interest earned on the Wildfire Fund loan pursuant to Public Utility Code 3288 (a).

Source:(1) State of California, Office of the Treasurer(2) State of Calfiornia, Office of the Controller

PMIA Average Monthly Effective Yields(1)

PMIA/LAIF Performance Reportas of 07/09/20

Daily rates are now available here. View PMIA Daily Rates

Quarterly PerformanceQuarter Ended 03/31/20

Percentages may not total 100% due to rounding

Pooled Money Investment AccountMonthly Portfolio Composition (1)

06/30/20$101.0 billion

10-8

ATTACHMENT 3

CALIFORNIA ASSET MANAGEMENT PROGRAM

JUNE 2020 STATEMENT

July 22, 2020

10-9

Website www.camponline.com Phone (800) 729-7665 Fax (415) 982-4513 Email [email protected]

2. The Trust also may publish a “monthly distribution yield.” The monthly distribution yield represents the net change inthe value of a hypothetical account with a value of one share (normally $1.00 per share) resulting from all dividendsdeclared during a month by the Pool expressed as a percentage of the value of one share at the beginning of themonth. This resulting net change is then annualized by multiplying it by 365 and dividing it by the number of calendardays in the month.

This information is for institutional investor use only, not for further distribution to retail investors, and does not representan offer to sell or a solicitation of an offer to buy or sell any fund or other security. Investors should consider the Trust’sinvestment objectives, risks, charges and expenses before investing in the Trust. This and other information about theTrust is available in the Trust’s current Information Statement, which should be read carefully before investing. A copy ofthe Trust’s Information Statement may be obtained by calling 1-800-729-7665 or is available on the Trust’s website atwww.camponline.com. While the Trust seeks to maintain a stable net asset value of $1.00 per share, it is possible to losemoney investing in the Trust. An investment in the Trust is not insured or guaranteed by the Federal Deposit InsuranceCorporation or any other government agency. Shares of the Trust are distributed by PFM Fund Distributors, Inc.,member Financial Industry Regulatory Authority (FINRA) (www.finra.org) and Securities Investor Protection Corporation(SIPC) (www.sipc.org). PFM Fund Distributors, Inc. is a wholly owned subsidiary of PFM Asset Management LLC.

CAMP Cash Reserve Portfolio

Current Annualized Yield1: 0.48%

Monthly Distribution Yields2

1. As of June 30, 2020. Past performance is not indicative of future results and yields may vary. The “current annualizedyield” of the Pool may, from time to time, be quoted in reports, literature and advertisements published by the Trust.Current annualized yield represents the net change, exclusive of capital changes and income other than investmentincome, in the value of a hypothetical account with a balance of one share (normally $1.00 per share) over a seven-daybase period expressed as a percentage of the value of one share at the beginning of the seven-day period. Thisresulting net change in account value is then annualized by multiplying it by 365 and dividing the result by 7.

.

2014 2015 2016 2017 2018 2019 2020

January 0.06% 0.07% 0.38% 0.85% 1.43% 2.62% 1.78%

February 0.07% 0.06% 0.45% 0.85% 1.50% 2.64% 1.75%

March 0.06% 0.07% 0.50% 0.89% 1.62% 2.61% 1.50%

April 0.05% 0.08% 0.48% 0.96% 1.84% 2.55% 0.98%

May 0.06% 0.08% 0.49% 0.97% 1.95% 2.52% 0.67%

June 0.06% 0.09% 0.51% 1.05% 2.05% 2.48% 0.51%

July 0.05% 0.10% 0.55% 1.12% 2.11% 2.42%

August 0.06% 0.11% 0.64% 1.14% 2.12% 2.28%

September 0.05% 0.13% 0.64% 1.15% 2.14% 2.22%

October 0.05% 0.14% 0.66% 1.17% 2.27% 2.05%

November 0.05% 0.15% 0.66% 1.20% 2.36% 1.88%

December 0.05% 0.23% 0.72% 1.29% 2.46% 1.80%

10-12



BOARD OF DIRECTORS

Item : 12



From : Michael Steinlicht, General Manager

Issue : JUNE 2020 TACTICAL PLAN STATUS REPORT



BACKGROUND

The 2020 Tactical Plan describes specific activities staff will undertake during the calendar year in support of the EWA Board of Directors approved 2018‐2023 Five Year Strategic Business Plan. The Tactical Plan consists of forty‐five (45) tactical goals distributed through eight (8) Strategic Initiatives and serves as the performance evaluation basis for the General Manager and staff. This report summarizes staff’s progress toward completing the program objectives specified in the 2020 Tactical Plan.

FIVE‐YEAR BUSINESS PLAN REFERENCE

Strategic Initiative No. 8 requires EWA to provide meaningful transparency and engage key stakeholders.

DISCUSSION

As detailed in the June 2020 Tactical Plan Status Report (Attachment 2), seven (7) of the Strategic Initiatives are listed as Completed, twenty‐six (26) are In‐Progress, and twelve (12) show No Progress.

FISCAL IMPACT

There is no fiscal impact associated with this report.

COMMITTEE REVIEW

The Policy & Finance Committee reviewed this item in their July meeting and provided their support. Director Sullivan asked whether EWA is witnessing any delays or setbacks as a result of COVID‐19. General Manager Steinlicht responded stating contractors were asked to exit the EWA plant in March and therefore setback two to four weeks while pandemic plans and safety protocals were put into place. Other than these delays, progress on the Tactical Plan’s Strategic Initiatives continues to move forward as planned.



12-1


June 2020 Tactical Plan Status Report


Attachment 1: June 2020 Tactical Plan Status Report

Prepared by: Joseph Spence, Assistant to the General Manager Reviewed by: Scott McClelland, Assistant General Manager Approved by: Michael Steinlicht, General Manager

12-2

ATTACHMENT 1

JUNE 2020 TACTICAL PLAN STATUS REPORT

July 22, 2020

12-3

1 | E n c i n a W a s t e w a t e r A u t h o r i t y 2 0 2 0 T a c t i c a l P l a n R e f : A d m i n . 2 0 - 1 4 1 7 1 a

OUR STRATEGIC INITIATIVES EWA relies upon the strategic business planning process to align the Vision, Mission, Core Values, and Business Principles with the strategies, objectives, goals, and tasks of everyday operations. The Strategic Business Plan is a valuable tool that provides focus and direction for all employees to ensure we achieve our operational goals. Each Strategic Initiative identified below provides structure and forward guidance on items that may come before EWA’s Board of Directors and is supported by a team of employees with diverse backgrounds, skill sets and areas of expertise. Our strategic business plan represents the future of EWA.

S I – 1 Enhance Workp lace Sa fe ty , Hea l th , and Wel lness

S I – 2 Remain an Employer o f Cho ice

S I – 3 Ma inta in Regula tory Compl iance

S I – 4 Improve In f rast ruc ture Per formance and Re l iab i l i t y

S I – 5 Expand Waste Resource Recovery E f for t s

S I – 6 Cont inue F i s ca l Respons ib i l i t y and Revenue Generat ion

S I – 7 Opt imize Operat iona l Per formance

S I – 8 Engage Key S takeho lders

12-4


2020 TACTICAL PLAN Purpose of the Tactical Plan The 2020 Tactical Plan describes specific activities staff will undertake during the calendar year in support of the Strategic Initiatives identified in EWA’s Board of Directors approved 2018-2023 Five-Year Strategic Business Plan.

Completed

= COMPLETED | In Progress

= IN PROGRESS | Delayed

= DELAYED | Not

Completed

= NOT COMPLETED

STRATEGIC INITIATIVE NO. 1: ENHANCE WORKPLACE SAFETY, HEALTH, AND WELLNESS

ID # Tactical Goal Key Performance Indicator Team Lead Target

2020 SI-1-1

Integrate the operation of the new Agua Hedionda Pump Station (AHPS) into EWA’s standardized policies & safety procedures.

Complete the AHPS lockout/tagout (LOTO), standard operating procedures and emergency response plan.

Operations Manager

July 2020

Completed

Status and Notes: Staff developed Standard Operating Procedures No. 99 documenting EWA’s policies and procedures for AHPS. With this process, staff developed seven LOTO procedures and updated the plant’s emergency bypass plan.

2020 SI-1-2

Update Encina Water Pollution Control Facility (EWPCF) Professional Qualification Standards to include Lead Operator.

Implementation of succession planning strategies through new procedures and standards with subsequent training of operational personnel.

Operations Manager

October 2020

In Progress

Status and Notes: Updating EWA’s Professional Qualification Standards is currently underway and is being tailored to more closely align with EWA’s organizational chart and expectations for incoming & advancing staff. The initial draft has been completed and is currently being reviewed.

2020 SI-1-3

Implement physical site security assessment recommendation.

Complete fortified site access (Phase I) in accordance with the newly developed site security policy.

Systems Manager

October 2020

Status and Notes:

2020 SI-1-4

Implement Heat Dryer Hazardous Operations Assessment Recommendations.

Include recommendations into the FY 2022 E-CAMP Update.

Engineering Services Manager

October 2020

Status and Notes:

12-5


STRATEGIC INITIATIVE NO. 2: REMAIN AN EMPLOYER OF CHOICE


2020 SI-2-1

Facilitate EWA’s annual health benefits fair.

Successful flex-plan enrollment of EWA employees.

Human Resources Manager

September 2020

In Progress

Status and Notes: EWA staff is working on a modified approach to hosting its annual benefits fair due to the pandemic and social distancing requirements.

2020 SI-2-2

Initiate labor relations negotiations process.

Convene representatives from employee group and execute a professional services agreement for a salary survey.


October 2020

Status and Notes:

2020 SI-2-3

Enhance EWA’s training and succession planning efforts.

Implement job shadowing and training-up efforts to expand institutional knowledge for EWA staff.


December 2020

Status and Notes:

STRATEGIC INITIATIVE NO. 3: MAINTAIN REGULATORY COMPLIANCE


2020 SI-3-1

Develop a joint Plume Tracking Monitoring Plan (PTMP) with San Elijo Joint Powers Authority and the City of Escondido to address permit requirements for EWA’s ocean discharge permit.

Submit the PTMP to the San Diego Regional Water Quality Control Board for approval.

Director of Environmental

Compliance

April 2020

In Progress

Status and Notes: The State Water Board received and reviewed EWA’s Plume Tracking Monitoring Plan and has provided initial guidance. The resubmittal was delivered to the SWB on 6/18.

2020 SI-3-2

Complete the Sediment Monitoring Study and the Intensive Ocean Monitoring requirements in accordance with Regional Water Quality Control Board approved plans.

Submit final studies to Regional Water Quality Control Board for approval.


Compliance

December 2020

In Progress

Status and Notes: Staff initiated these efforts and anticipates advertising a Request for Proposals in August to meet the NPDES permit requirements.

12-6


2020 SI-3-3

Review and update the Rules and Regulations for Conducting Encina Joint Advisory Committee, Encina Wastewater Authority Board of Directors, and Related Joint System Governance Committee Meetings.

Policy Finance Committee and Board of Director adoption of approved amendments.

Administrative Services Manager

October 2020

In Progress

Status and Notes: Staff is working on updating the Rules and Regulations for Conducting Encina Joint Advisory Committee, Encina Wastewater Authority Board of Directors and Related Joint System Governance Committee Meeting and will be bring these forward to the PFC for initial review once complete.

2020 SI-3-4

Determine necessary elements to modernize end‐user source control repor ng.

Assess the value that the EPA Cross-Media Electronic Reporting Rule (CROMERR) for industrial user reporting would provide to EWA’s pretreatment program.

Source Control Manager

December 2020

Status and Notes: The National Association of Clean Water Agencies (NACWA) canceled their annual conference which was instrumental in providing the needed information and guidance. Staff is reassessing other avenues to find out information.

2020 SI-3-5

Complete EWPCF Odor Control Master Plan.

Present Plan findings to the Board of Directors and include recommendations in the FY 2022 E-CAMP Update.

Capital Projects Manager

June 2020

Completed

Status and Notes: The Odor Control Master Plan has been completed. Staff presented its findings to the Board of Directors who received and filed it in their May meeting.

STRATEGIC INITIATIVE NO. 4: IMPROVE INFRASTRUCTURE PERFORMANCE AND RELIABILITY


2020 SI-4-1

Complete FY 2021 R-CAMP Present R-CAMP results to the Member Agencies (Carlsbad and Vista) and include recommendations in the FY 2021 budget.


April 2020

Completed

Status and Notes: The FY2021 R-CAMP is complete and has been reviewed by the respective Member Agencies. The report’s financial impact and feedback received from the Member Agencies were incorporated in to the FY2021 budget.

2020 SI-4-2

Complete EWPCF condition assessments.

Present assessment results to the Capital Improvements Committee and incorporate into future annual budgets as appropriate.


April 2020

Completed

Status and Notes: The condition assessments are complete and their findings were presented to the CIC in their May meeting.

12-7


2020 SI-4-3

Initiate FY 2022 E-CAMP Award professional services for the Project. Engineering

Services Manager

August 2020

Status and Notes:

2020 SI-4-4

Initiate construction on the Secondary Clarifiers Improvements Project.

Award construction contract for the Project. Engineering

Services Manager

June 2020

Completed

Status and Notes: In June, the Board of Directors awarded construction of the Secondary Clarifier Project to JR Filanc Construction Company Inc.

2020 SI-4-5

Initiate final design to remediate ground settlement at Flow Equalization basin.

Award final design services for the Project. Engineering

Services Manager

May 2020

Completed

Status and Notes: The Board of Directors awarded the Flow Equalization Basin Settlement Project Design in their February meeting.

2020 SI-4-6

Initiate final design on Solids Rotary Drum Thickening (RDT) Project

Award final design services for the Project. Director of Technical Services

July 2020

Status and Notes:

2020 SI-4-7

Complete the Cogen Emergency Wall Repair Project.

Obtain EWA Board of Directors Final Acceptance for the Project.


December 2020

In Progress

Status and Notes: The Cogen Emergency Wall Repair Project is currently in progress and staff regularly updates the Capital Improvement Committee on project progress. In June, the Board of Directors cured the General Manager’s award of Task Order No.2 for demolition and installation of new west wall. Currently, the contractor is in the process of replacing two of the four sections of the compromised wall.

2020 SI-4-8

Complete construction on Digester Cleaning and Coating Project.

Obtain EWA Board of Directors Final Acceptance for the Project.


October 2020

In Progress

Status and Notes: The Digester Cleaning and Coating Project is currently in progress and staff regularly updates the Capital Improvement Committee on project progress.

2020 SI-4-9

Complete the Primary Area Improvements Project’s phase one-of-three equipment installation.

EWA beneficial use of new equipment for Project.


December 2020

In Progress

Status and Notes: The Primary Area Improvements Project phase one is currently in progress and staff regularly updates the Capital Improvement Committee on project progress.

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2020 SI-4-10

Surge Tower 60-inch bypass pipe replacement Project.

Award construction contract for Project. Capital Projects Manager

October 2020

Completed

Status and Notes: In June, the Board of Directors authorized the award of a Task Order to EWA’s As-Needed General Contractor for the construction of this project.

STRATEGIC INITIATIVE NO. 5: EXPAND WASTE RESOURCE RECOVERY EFFORTS


2020 SI-5-1

Initiate the development of the Biosolids Management Plan.

Award services for the Project. Engineering

Services Manager

September 2020

Status and Notes:

2020 SI-5-2

Meet with regional and key stakeholders in support of EWA’s Water Reuse initiatives.

Lobby key stakeholders to include EWA’s water resources into future water management planning and provide feedback to the Board of Directors on Water Reuse networking efforts.

Assistant General Manager

December 2020

In Progress

Status and Notes: A group of Water agencies in North County have submitted a project description and potential water supply needs that would be satisfied with an EWA Reuse Project. The group has decided to call the project North County One Water. EWA actively participates in these discussions.

STRATEGIC INITIATIVE NO. 6: CONTINUE FISCAL RESPONSIBILITY AND REVENUE GENERATION


2020 SI-6-1

Update EWA’s 1993 Revenue and Financial Program.

Present findings to the Member Agency Managers, Policy & Finance Committee, and Board of Directors.


Compliance

December 2020

In Progress

Status and Notes: Staff and consultants started the update and testing process for the Revenue and Financial Program Project in late January. Carollo provided the MAM a review of the project scope, an update on the project timeline and an update on the sampling program review performed to-date during the MAM’s June meeting. Staff anticipates another progress update being provided to the MAM in August. Carollo and staff continue to review and update sampling and financial components of the program.

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2020 SI-6-2

Conduct Independent 3rd Party Annual Financial Audit and complete EWA’s Comprehensive Annual Financial Report (CAFR)

Board of Directors receive and file final report.


December 2020

In Progress

Status and Notes: Staff has engaged with Vasquez & Company LLP for a one-year extension for independent financial auditing services. Staff held a kick off meeting with the Independent Auditors and had preliminary field testing conducted in May.

2020 SI-6-3

South Parcel leasing and revenue generation.

Continue to engage interested parties and the EWA Board of Directors on potential leasing opportunities.

Director of Technical Services

December 2020

In Progress

Status and Notes: The Board of Directors authorized the execution of lease options with both the Energy Storage and Vehicle Storage. Staff, EWA’s General Counsel and EWA’s Broker continue to negotiate terms of the ground leases.

2020 SI-6-4

Implement Net Energy Metering options with SDG&E to reduce EWA’s electrical cost.

Obtain new energy cost structure from SDG&E.

Director of Technical Services

November 2020

In Progress

Status and Notes: Baker Electric continue the installation of the hardware required to obtain Net Energy Metering from SDG&E.

2020 SI-6-5

Prepare and publish the Recommended Fiscal Year 2021 Operating and Capital Budget.

Apply for the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award Program.

Assistant to the General Manager

July 2020

In Progress

Status and Notes: The Board approved the FY 2021 budget unanimously in their April meeting. Staff anticipates submitting the budget to the GFOA for the presentation award once the budget has been fully adopted by the Member Agencies.

2020 SI-6-6

Provide increased financial transparency with regards to South Parcel leasing.

Early adoption of Government Accounting Standards Board Statement No. 87 regarding lease accounting and disclosures.

Assistant to the General Manager

December 2020

In Progress

Status and Notes: GASB 87 standards are being adopted to provide transparent accounting of South Parcel leasing revenues and anticipates reporting back to the Policy & Finance Committee on disclosure and revenue impacts once the Comprehensive Annual Financial Report has been fully drafted.

2020 SI-6-7

Assess potential alternative power providers.

Contact potential power providers and provide update to the Board of Directors.


December 2020

Status and Notes:

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STRATEGIC INITIATIVE NO. 7: OPTIMIZE OPERATIONAL PERFORMANCE


2020 SI-7-1

Maximize digester gas utilization at EWPCF Cogen and Heat Dryer facilities.

Maintain digester gas utilization above 80% in EWPCF processes.

Operations Manager

August 2020

In Progress

Status and Notes: Digester gas utilization is being monitoring and is being maintained above the benchmark with the year-to-date utilization currently at 83%.

2020 SI-7-2

Develop an EWA Business Con nuity Plan.

Approved service agreement in place with consultant.


December 2020

Status and Notes:

2020 SI-7-3

Develop Disaster Recovery Plan to recover critical systems and services in a timely manner.

Perform a simulated disaster to test the data recovery process. Present findings to the Board of Directors and include in Business Continuity Plan.

Systems Manager

December 2020

In Progress

Status and Notes: EWA’s disaster recovery simulation has been performed. Findings are being evaluated and will be incorporated into the Business Continuity Plan.

2020 SI-7-4

Formalize the Information Technology Strategic Plan and Standard Operating & Maintenance Procedures in response to 2019 IT audit findings.

Implement cyber security protocols and develop long term priorities to maintain security posture.

Systems Manager

September 2020

In Progress

Status and Notes: The IT Strategic Plan has been developed and has identified goals and corresponding key performance indicators (KPI) to achieve those goals. This establishes a road map for implementation of each recommendation. As a result of this plan, staff recommended, and the Board of Directors awarded, the near-term Business Network Improvements Project in April and this effort is scheduled to be completed this summer.

2020 SI-7-5

Update Emergency Bypass Plans for new Agua Hedionda Lift Station.

Submit Emergency Bypass Plans to Member Agencies for review and approval.

Operations Manager

September 2020

Status and Notes: Existing bypass plans have been reviewed and no updates were necessary. These have been posted onsite and made available to operations staff. Further updates are pending the construction status of the new station.

2020 SI-7-6

Establish standardized methods for monitoring secondary clarifier performance

Develop and implement standardized procedures for measuring solids blanket and controlling hydraulic overflow rates.

Operations Manager

September 2020

In Progress

Status and Notes: Standardized procedures for monitoring the secondary clarifier performance are currently being developed.

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2020 SI-7-7

Assess and update EWA’s critical spares inventory.

Identify critical spares required to reduce operational down-time risks and incorporate into FY2022 budget.

CMMS Administrator

November 2020

In Progress

Status and Notes: Critical spares for each process area are being reviewed with special attention provided for systems like the heat dryer which have the potential to interrupt normal operations.

2020 SI-7-8

Implement Phase II upgrades to EWA’s Computerized Maintenance Management System (CMMS).

Develop process for cataloging all known assets and capturing their related resource management metrics in CMMS.

CMMS Administrator

August 2020

In Progress

Status and Notes: The demonstration project, which is being used to develop the process of capturing and managing assets going forward, continues and is anticipated to be completed by mid-August.

2020 SI-7-9

Provide operation, maintenance, and administrative support of EWA contract-operated remote facilities.

Submit quarterly reports to Member Agencies and hold meetings as required.

Director of Operations

December 2020

In Progress

Status and Notes: Regular reporting and virtual meetings continue to be developed and made available to the Member Agencies.

2020 SI-7-10

Digi ze EWA’s historical paper archives.

Determine the appropriate enterprise pla orm and develop a Request for Proposals. Incorporate so ware and hardware costs in FY2022 budget.


December 2020

In Progress

Status and Notes: Staff is working on developing the scope of work for the implementation of a Sharepoint platform. Staff anticipates bring a recommendation forward to PFC or CIC in August or September.

STRATEGIC INITIATIVE NO. 8: ENGAGE KEY STAKEHOLDERS


2020 SI-8-1

Update CWRF Memorandum of Understanding (MOU) with Carlsbad to reflect new UF system operations.

Obtain EWA Board of Directors, Joint Advisory Committee, and City of Carlsbad City Council approval of CWRF MOU.


September 2020

In Progress

Status and Notes: The CWRF MOU has been updated and is currently being reviewed by the City of Carlsbad.

2020 SI-8-2

Conduct risk assessments for remote pump station facilities.

Engage Member Agency staff to jointly conduct pump station risk assessments and integrate into annual pump station report.


July 2020

Status and Notes:

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2020 SI-8-3

Investigate the effects of PFAS on waste resource recovery efforts.

Provide feedback on findings and recommendations to Member Agencies and develop PFAS public informational flyer.


August 2020

In Progress

Status and Notes: The State Water Board Continues to develop PFAS Investigative Order Phase 3 for sampling of Wastewater Treatment Plants. Water Board’s PFAS investigative team will meet in June to discuss sampling requirements of their forthcoming Phase 3 Order. US EPA extended the comment period from May 11 to June 10 for a preliminary regulatory determination to regulate PFOS and PFOA in drinking water.

2020 SI-8-4

Engage key stakeholders to address the flood control channel’s flow impedance and downstream vegetation growth.

Coordinate with key stakeholders to develop plan to remediate the Flood Control Channel’s restricted flow capacity.


December 2020

In Progress

Status and Notes: Staff has contacted Sea Pointe Development and North County Transit District to discuss actions to remediate the flow capacity. Staff will continue to work with these entities to make progress on addressing the situation.

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BOARD OF DIRECTORS

Item : 13


To : Honorable Chair and Board Members


Issue : AUDITORS’ COMMUNICATION WITH THOSE CHARGED WITH GOVERNANCE


Receive and file the Independent Auditors’ Communication in relation to the annual audit of EWA’s

financial statements.

BACKGROUND

Section 13.1.9 of the Revised Basic Agreement requires the preparation of an annual independent audit

of EWA’s financial statements. Section 2.9.2 of the Revised Establishment Document requires EWA’s

annual independent audit to conform to requirements established for special districts by the State

Controller and generally accepted accounting principles (GAAP). Statements on Auditing Standards (SAS)

are promulgated by the Auditing Standards Board of the American Institute of Certified Public

Accountants and provide guidance to independent auditors on GAAP. SAS No. 114 establishes standards

for the Independent Auditors’ Communication with Those Charged with Governance in relation to an audit

of financial statements. The Board of Directors is charged with governance in relation to EWA’s annual

independent audit.


Tactical Goal No. 2020‐SI‐6‐2 requires EWA to have an independent 3rd party annual financial audit

conducted.

DISCUSSION

On January 25, 2017, the Board of Directors approved an agreement with Vasquez & Company, LLP,

Certified Public Accountants (Vasquez), to provide EWA with independent financial auditing services for 3

years with the option to renew for up to 2 additional 1‐year periods. Vasquez has initiated the preliminary

review portion of the FY2020 independent audit of EWA’s financial statements. As EWA’s independent

auditor, Vasquez is responsible for forming and expressing an opinion about whether the financial

statements that have been prepared by management are fairly stated and presented in conformity with

GAAP.

SAS are promulgated by the Auditing Standards Board of the American Institute of Certified Public

Accountants and provide guidance to independent auditors on GAAP. SAS No. 114 establishes standards

for the Independent Auditors’ Communication with Those Charged with Governance in relation to an audit

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Auditors’ Communication with Those Charged with Governance Page 2


of financial statements. The Board of Directors is charged with governance in relation to EWA’s annual

independent audit.

SAS 114 further provides a framework for the Independent Auditors’ Communication with the Board of

Directors and identifies specific matters to be communicated with them. The principal purposes of

communication with those charged with governance are to:

I. Communicate clearly with those charged with governance the responsibilities of the independent

auditor in relation to the audit of EWA’s financial statements and an overview of the scope and

timing of the audit.

II. Obtain from those charged with governance information that is relevant to the audit.

III. Provide those charged with governance with timely observations arising from the audit that are

relevant to their responsibilities in overseeing the financial reporting process.

Vasquez SAS 114 communication letter dated May 20, 2020 is presented as Attachment 2. This letter is

intended to encourage two‐way dialogue between Vasquez and the Board of Directors, and to

communicate important information related to the independent audit to the Board of Directors including:

the independent auditors’ responsibilities under GAAP; the planned scope and timing of the independent

audit; and how to contact Vasquez in the event a member of the Board of Directors is aware of matters

that have a material bearing on EWA’s financial statements.

Vasquez will communicate significant findings to the Board of Directors at the conclusion of its

independent audit – typically in the November – December timeframe. However, some matters may be

communicated sooner particularly if significant difficulties are encountered during the audit or if it

appears that there are significant internal control or other issues that could lead to a modified opinion.

COMMITTEE REVIEW

The Policy and Finance Committee reviewed this item in their July meeting and approved staff’s

recommendation.

FISCAL IMPACT

There is no fiscal impact associated with this item.


Receive and file the Independent Auditors’ Communication in relation to the annual audit of EWA’s

financial statements.

Attachment 1: Auditors’ Communication with Those Charged with Governance

Prepared by: LeeAnn Warchol, Director of Administrative Services/Treasurer/Auditor Reviewed by: Scott McClelland, Assistant General Manager Approved by: Michael Steinlicht, General Manager

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ATTACHMENT 1

AUDITORS’ COMMUNICATION WITH THOSE CHARGED WITH GOVERNANCE

July 22, 2020

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BOARD OF DIRECTORS

Item : 14




Issue : FY 2022 E‐CAMP UPDATE AWARD


Authorize the General Manager to execute a Professional Services Agreement with Kennedy/Jenks Consultants (K/J) in the amount not to exceed $149,985 for Engineering Services for the FY 2022 E‐CAMP Update.

BACKGROUND

Established in 1993, the Encina Comprehensive Asset Management Plan (E‐CAMP) is a planning tool that is updated every two years to cost effectively manage assets over their full life cycle by planning and prioritizing asset rehabilitation and replacement for the Encina Water Pollution Control Facility (EWPCF). A new E‐CAMP update is needed to prepare for the FY 2022 budgeting effort. On March 22, 2017, the Board of Directors authorized the General Manager to execute a professional services agreement with Kennedy/Jenks Consultants (K/J) for the FY 2018 E‐CAMP Update, with the option to extend those services for additional years for additional E‐CAMP efforts. Based on K/J’s ability to effectively complete the effort, staff recommends K/J continue to be utilized for the FY 2022 E‐CAMP. This authorization exceeds the General Manager’s authority and therefore requires Board approval.


Strategic Initiative SI‐4‐3: Initiate FY 2022 E‐CAMP.

DISCUSSION

EWA strives to conduct sound planning to maintain reliable and cost‐effective service, as well as to invest appropriately to fully fund the cost of service, including capital improvements. The E‐CAMP is regularly updated to help EWA establish a roadmap and budget for the upcoming years to more effectively manage infrastructure at EWPCF.

The E‐CAMP process includes five task elements: project identification; project evaluation; cost estimating; prioritization; and implementation schedule. The focus of most projects identified for the EWPCF in the E‐CAMP are safety, regulatory compliance, reliability, public and EWA impacts, energy or organizational related. The projects are prioritized, and a six‐year project implementation schedule for FY 2022 through FY 2027 is developed using sound engineering and financial planning principles. While the

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July 22,2020 Encina Wastewater Authority (EWA) Board of Directors

FY 2022 E‐CAMP Update Award


E‐CAMP is independent of the budgeting process, the information is leveraged in the budgeting process and provides direction to allow staff at EWA to address infrastructure needs.

On March 22, 2017, the Board of Directors authorized the General Manager to execute a professional services agreement with K/J for the FY 2018 E‐CAMP Update. K/J was selected from five consultants that submitted proposals in the Request for Proposals (RFP) for E‐CAMP and R‐CAMP Updates. The RFP identified that the selected consultant could be eligible for additional years of similar services if EWA is satisfied with their effort. In each subsequent year since the original selection, K/J has completed the E‐CAMP or R‐CAMP. Although this current effort is beyond the original duration identified in the RFP, staff recommends K/J be utilized for the FY 2022 E‐CAMP because of their depth of knowledge and ability to effectively complete the effort without the need to educate a different consultant on EWPCF and the E‐CAMP process. Under this authorization, the E‐CAMP update will consist of meetings with EWA staff, document review, site assessments, project development, project scoring, cost estimating, and implementation schedule development. Staff has negotiated the attached scope and fee for the proposed authorization.

FISCAL IMPACT

The fiscal impact of this recommendation is $149,985. Sufficient appropriations are available in the FY 2021 Capital Improvement Program budget to support this action.

MEMBER AGENCY MANAGER REVIEW

The Member Agency Managers were briefed on this item in their July meeting and provided their support.

COMMITTEE REVIEW

The Capital Improvement Committee reviewed this item in their July meeting and approved staff’s recommendation.


Authorize the General Manager to execute a Professional Services Agreement with Kennedy/Jenks Consultants (K/J) in the amount not to exceed $149,985 for Engineering Services for the FY 2022 E‐CAMP Update.

Attachment 1: FY 2022 E‐Camp Update Proposal

Prepared by: Lindsey Stephenson, Engineering Services Manager Reviewed by: Scott McClelland, Assistant General ManagerApproved by: Michael Steinlicht, General Manager

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ATTACHMENT 1

FY 2022 E‐CAMP UPDATE PROPOSAL

July 22, 2020

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9325 Sky Park Court, Suite 300 | San Diego, CA 92123

858-676-7505 | [email protected]:\2019\1944105.00_ewa_fy2021 r-camp\01-prejobinfo\fy2022 e-camp\cover letter_fy2022 e-camp update_062420.docx

24 June 2020

Mr. Tucker Southern Director of Technical ServicesEncina Wastewater Authority 6200 Avenida EncinasCarlsbad, California 92011-1009

Subject: Proposal for Professional Engineering ServicesFY2022 Encina Comprehensive Asset Management Plan

Dear Mr. Southern:

Kennedy/Jenks Consultants (Kennedy Jenks) is pleased to submit this proposal to Encina Wastewater Authority (EWA) for professional engineering services for the FY2022 Encina Comprehensive Asset Management Plan (E-CAMP). The major elements to be included in this update consist of the following:

Document review and site assessmentDevelop and update project descriptions.Develop and update project scoring, costs, and implementation schedule.Prepare the FY2022 E-CAMP.

Attached is our detailed scope of services and proposed fee spreadsheet. If there is any additional information you need or any matter you wish to discuss, please feel free to contact Tim Waters at 858-676-7528, or myself at 858-676-7505.

Very truly yours,

KENNEDY/JENKS CONSULTANTS, INC.

Corey YoungVice President

Enclosures (2)

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ATTACHMENT ASCOPE OF SERVICES

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ATTACHMENT A

Encina Wastewater Authority

FY2022 Encina Comprehensive Asset Management Plan

Kennedy Jenks Scope of Services

GENERAL

The Encina Comprehensive Asset Management Plan (E-CAMP) is used to develop a comprehensive and reliable budgeting process to successfully address the Encina Water Pollution Control Facility (EWPCF) infrastructure needs and challenges. The major elements to be included in the FY2022 E-CAMP consist of the following:

Document review and site assessment. Develop and update project descriptions. Develop and update project scoring, costs, and implementation schedule. Prepare the FY2022 E-CAMP.

The following describes Kennedy Jenks’ proposed scope of services for the FY2022 Encina Comprehensive Asset Management Plan.

SCOPE OF WORK

Task 1 – Document Review and Site Assessment

1.1 Document Review EWA will provide Kennedy Jenks with previous condition assessments, facility needs assessments, recent studies, and the existing major asset register for the EWPCF. Kennedy Jenks will review the documents provided by EWA prior to performing the site assessment (Task 1.2). 1.2 Site Assessment

Kennedy Jenks will perform a visual condition assessment of the EWPCF by a multi-disciplinary team of mechanical, structural, and/or electrical/instrumentation engineers to understand project concepts being discussed and confirm conditions in the field. The assessment will be performed over a two (2) day period. The visual assessment will include documenting and evaluating the major assets of the EWPCF. Kennedy Jenks’ team will note deficiencies not identified in the previous condition assessments that are identified during the site assessment, such as deterioration or degradation of structural, electrical, instrumentation, and/or mechanical items. It is assumed that EWA staff will accompany the Kennedy Jenks team during the condition assessment. Kennedy Jenks will summarize the conclusions of the site assessment for review with EWA staff regarding incorporation into the FY2022 E-CAMP. It is assumed that the conclusions of the site assessments will be reviewed and discussed as part of one of the monthly progress meetings (Task 5.3). It is also assumed that the visual condition assessment of the EWPCF by the Kennedy Jenks team over the two (2) day period will be a high-level assessment for the purposes of identifying major projects that may be included in the FY2022 E-CAMP and informing what additional and more detailed condition assessments of the EWPCF facilities may be required (to be

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performed under a separate contract). It is anticipated that EWA will use the results of the visual condition assessment to help draft the upcoming condition assessment plan.

Task 2 – Develop Project Descriptions

2.1 Project Descriptions

Kennedy Jenks will develop project descriptions for new projects that were not included in the FY2020 E-CAMP. This will include new projects identified by EWA staff, condition assessments, studies, reports, and other engineering services performed for EWA. Each project will be assigned a number and the description will be formatted to be consistent with the existing descriptions (background, description, justification and project delivery method). It is assumed that project descriptions for up fifteen (15) new projects will be developed. Project descriptions for existing projects will be used from their source documents.

2.2 Project Review Meeting

Kennedy Jenks will meet with EWA (assumed to be one 4-hour workshop) to review and discuss the draft project descriptions.

Task 3 – Develop Project Scoring, Costs and Implementation Schedule

3.1 Project Scoring Workshop

Kennedy Jenks will meet with EWA staff in a workshop setting (assumed to be one 4-hour workshop) to walk through the FY2022 E-CAMP projects and assign impact factors for each project against the established evaluation criteria. From the outcome of this workshop, projects to be included in the FY2022 E-CAMP will be assigned an evaluation score.

3.2 Cost Estimates

Kennedy Jenks will develop cost tables for each new project (up to 15) with enough detail to determine the basis for each estimate. Cost estimates will be tied to the Engineering News Record Construction Cost Index (ENR CCI) for the Los Angeles area. Existing cost estimates for previously identified projects that are in the FY2020 E-CAMP, and will be in the FY2022 E-CAMP, will be updated based on the ENR CCI.

3.3 Implementation Schedule

Identified projects will be ranked, and priorities set, in conjunction with EWA staff using the evaluation scoring results and cost estimates. After the project prioritization process, a six-year implementation schedule, with projected cost estimates, will be developed by Kennedy Jenks with assistance from EWA staff and within the constraints of the EWA capital budgeting process. It is assumed that the presentation format and breakdown of costs in the implementation plan for the FY2022 E-CAMP will be similar to the presentation in the FY2020 E-CAMP. The cost loaded implementation schedule will be reviewed with EWA staff in consideration of its overall financial plan to confirm funding availability. Subsequent adjustments to the cost loaded schedule will then be made to keep project scheduling in line with funding availability.

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Task 4 – Prepare FY2022 E-CAMP

4.1 Draft Report

Utilizing the information developed in Tasks 1-3 above, Kennedy Jenks will prepare the Draft FY2022 E-CAMP, which will include updates to the contents of the FY2020 E-CAMP, including the following sections and appendices:

Executive Summary Introduction Encina Comprehensive Asset Management Plan Process Condition Assessment Summary Studies and Other Professional Services Identification of Projects Project Evaluation and Prioritization Recommended Project Implementation Schedule & Cost Summary Appendices

o Historical Project List o Capital Project List o Basis of Estimate o Project Cost Tables o Condition Assessment Summary o Major Asset Register

The Draft FY2022 E-CAMP will be electronically submitted in WORD and a compiled PDF format to EWA for one round of review and comments.

4.2 Final Report

It is assumed that Kennedy Jenks will receive one set of consolidated comments on the Draft FY2022 E-CAMP from EWA and will discuss EWA’s comments on the Draft FY2022 E-CAMP as part of one of the monthly progress meetings (Task 5.3). Kennedy Jenks will then address comments received from EWA and the Final FY2022 E-CAMP will be electronically submitted in PDF format, and up to ten (10) hardcopies provided, to EWA. Additionally, an electronic version of the native files (WORD, EXCEL, etc.) of the Final FY2022 E-CAMP will be provided to EWA.

Task 5 – Project Management and QA/QC

5.1 Management

This task addresses the management responsibilities associated with proper scheduling review, budget control, invoice preparation and coordination with EWA’s and Kennedy Jenks’ project team.

5.2 Project Kick-Off Meeting

The project kickoff meeting will be held within one week from receipt of a NTP. This meeting will include representatives from the EWA and Kennedy Jenks. At this kickoff meeting, project reporting/communication protocols will be established, the schedule will be reviewed, information requests will be made, and any key issues will be discussed.

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5.3 Monthly Progress Meetings

Kennedy Jenks will attend up to five (5) monthly progress meetings with EWA staff to provide updates on project deliverables and allow further discussion of the project. Kennedy Jenks will prepare an agenda and presentations slides (as appropriate) for EWA’s review prior to each meeting/workshop. Draft meeting minutes with action items will be distributed within five (5) working days following the meeting. Kennedy Jenks will incorporate EWA’s comments and distribute a final record of the meeting minutes.

5.4 QA/QC

Kennedy/Jenks will perform a review of all deliverables including reports, calculations, cost estimates, etc. prior to delivery.

FEE ESTIMATE

The fee estimate for the above described services is in included in Attachment B.

SCHEDULE

The following summarizes the anticipated project schedule for the FY2022 E-CAMP assuming EWA authorizes Kennedy Jenks to proceed by the end of July 2020, an EWA review time of fourteen (14) calendar days, and the other applicable assumptions listed below. Based on this anticipated schedule, Kennedy Jenks will submit the Final FY2022 E-CAMP by February 2021.

Authorization to Proceed July 2020

Perform Condition Assessment Study August 2020

Submit Draft Project Descriptions September 2020

Submit Final Project Descriptions October 2020

Submit Draft Cost Estimates October 2020

Submit Final Cost Estimates November 2020

Submit Draft E-CAMP December 2020

Submit Final E-CAMP February 2021

ASSUMPTIONS

1. The structure of the FY2022 E-CAMP will be similar to that of the FY2020 E-CAMP.

2. All materials (TMs, condition assessments, reports, cost estimates, new projects identified by EWA staff, etc.) will be provided by EWA to Kennedy Jenks within one week of the authorization to proceed.

3. The condition assessment will be a visual assessment only. No destructive testing will be performed as part of the condition assessment.

4. EWA staff will accompany the Kennedy Jenks team during the condition assessment.

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5. The visual condition assessment of the EWPCF by the Kennedy Jenks team over the two (2) day period will be a high-level assessment for the purposes of identifying major projects that may be included in the FY2022 E-CAMP and informing what additional and more detailed condition assessments of the EWPCF facilities may be required (to be performed under a separate contract). It is anticipated that EWA will use the results of the visual condition assessment to help draft the upcoming condition assessment plan.

6. The project evaluation criteria used in the FY2020 E-CAMP will be used in the FY2022 E-CAMP with no changes made.

7. After the project review meeting and final project descriptions are submitted to EWA, no additional projects identified will be included in the FY2022 E-CAMP.

8. If a cost estimate has already been prepared for a project by others, Kennedy Jenks will use that cost estimate in the FY2022 E-CAMP. Kennedy Jenks will develop Class IV cost estimates only for new projects with no previous cost estimate developed.

9. The scope of work includes one round of review and comments by EWA for the project descriptions, cost estimates, and E-CAMP. For each review, Kennedy Jenks will receive one set of consolidated comments from EWA.

10. EWA will provide Kennedy Jenks with the following:

a. List of assets that will be included in the FY2022 through FY2027 Condition Assessments.

b. List and description of studies and professional services to be included in the FY2022 E-CAMP that are not included as, or part of, an E-CAMP project.

c. Input on updates to the historical projects list appendix in the E-CAMP.

d. Updated Major Asset Register which is maintained by EWA.

EXCLUSIONS

The following services are not included within the Kennedy Jenks's current Scope of Work:

1. Any additional and more detailed condition assessments of the EWPCF facilities are not included and would be performed under a separate contract.

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ATTACHMENT BPROPOSED FEE

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BOARD OF DIRECTORS

Item : 15




Issue : FY 2021 ANNUAL SCADA SUPPORT SERVICES



BACKGROUND

Encina Wastewater Authority’s (EWA) Supervisory Control and Data Acquisition (SCADA) System is a critical asset that monitors, controls, and collects critical data necessary for the operation of the wastewater treatment process. Like any other critical asset and piece of technology, SCADA requires routine maintenance and minor upgrades to sustain system performance. In October 2017, the Board awarded an As‐Needed Professional Services Agreement to Enterprise Automation (EA) for programmatic SCADA systems integration and support. Under this effort, EA will provide SCADA integration and support services for that routine maintenance and upkeep. The recommendation exceeds the General Manger’s authority and therefore requires Board of Directors’ approval.

FIVE‐YEAR BUSINESS PLAN REFERENCE

Strategic Initiative No. 4: Improve Infrastructure Performance and Reliability

DISCUSSION

The Supervisory Control and Data Acquisition (SCADA) system provides EWA staff with the ability to monitor, control, and store data for the wastewater treatment process and pump station operation. EWA has embarked on a multi‐year effort to create a more standardized, centralized, and upgraded SCADA system that entails a more programmatic approach to the operational technology. In support of this effort, EA was brought on in October of 2017 to provide programmatic SCADA integration services for five years. Since then, EA has provided annual services for routine SCADA maintenance and upgrades.

Under this authorization, EA will once again provide the following SCADA integration and support services through fiscal year 2021:

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FY 2021 Annual SCADA Support Services


1. On Call Support: This task is for miscellaneous support services, including phone calls, technical investigations, 24 hours a day – 7 days per week support, annual planning meetings, and miscellaneous meetings in which EA is requested to participate.

2. Windows Server Update Services (WSUS) Updates: This effort will implement the latest Windows Server Updates.

3. SCADA Training: This task includes efforts to train staff on the SCADA system, with an emphasis on the new SCADA platform.

4. Programming Change Requests (CR): This effort includes the collection, management, and implementation of programming changes identified to improve SCADA operation or function.

5. Software Support Renewals: This item extends service support for multiple versions of software on the new SCADA platform.

These annual services are important efforts to maintain SCADA system performance and improve functionality.



COMMITTEE REVIEW

The Capital Improvement Committee reviewed this item in their July meeting and approved staff’s recommendation.

FISCAL IMPACT

The total fiscal impact of staff’s recommendation is $160,007. Sufficient appropriations are available in the Fiscal Year 2021 Capital Improvement Program Budget.



Attachment 1: EA Proposal for FY 2021 Support Services

Prepared by: Lindsey Stephenson, Engineering Services Manager Reviewed by: Scott McClelland, Assistant General Manager Approved by: Michael Steinlicht, General Manager

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ATTACHMENT 1

EA PROPOSAL FOR FY 2021 SUPPORT SERVICES

July 22, 2020

15-3

Enterprise Automation 210 Goddard Irvine CA 92618 USA Tel 949-769-6000 Fax 949-769-6005 www.eaintegrator.com

Customer: Encina Wastewater Authority Effective Date: 7/1/2020 Revision: 1.0.0 Page Number: 1 of 12 Filename: EA20EWA063 SCOPE FY2021 Annual Support 2.0.0.docx

Scope of WorkFY2021 Annual Support

for


Job Number EA20EWA063

Document Revision 1.0.0

Effective Date 7/1/2020

Author Marshall McElroy

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History

Revision Date Description of Change Author Reviewed

1.0.0 7/1/2020 Original MM LS

Table of Contents 1 Proposal Background ............................................................................................................................ 4 2 Scope of Work ....................................................................................................................................... 5

2.1 Project Management ..................................................................................................................... 5 2.2 On Call Support ............................................................................................................................. 5 2.3 WSUS Updates ............................................................................................................................. 8 2.4 SCADA Training ............................................................................................................................ 9 2.5 CRs ............................................................................................................................................... 9 2.6 Software Support .......................................................................................................................... 9

3 Assumptions & Clarifications ............................................................................................................... 10 4 Cost Estimate ...................................................................................................................................... 10

4.1 Materials ...................................................................................................................................... 10 4.2 Travel .......................................................................................................................................... 10

5 Terms & Conditions ............................................................................................................................. 11 6 Conclusion ........................................................................................................................................... 11 Appendix A: Cost Estimate Details ............................................................................................................. 12

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Acronyms and Terms For the remainder of the document the following acronyms will be used.

Term Description

CR SCADA Change Request

EA Enterprise Automation (Integrator)

FAT Factory Acceptance Test

HMI Human Machine Interface

O&M Operation and maintenance manuals

OIT Operator Interface Terminal, stand-alone graphical interface typically found on standalone equipment or remote sites

PLC Programmable Logic Controller

PM Project Manager

SAT Site Acceptance Test

SCADA Supervisory Control and Data Acquisition (refers to the entire automation system)

Encina, the Authority


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1 Proposal Background Enterprise Automation (EA) has been providing support for Encina Wastewater Authority SCADA assets since October 2017.

Originally, EA was engaged help develop a new SCADA system, while providing as needed support for legacy items. Throughout several projects with the Authority, EA has gained extensive knowledge and experience with all the Authority’s SCADA assets.

This document has been drafted to provide the Authority with the close cooperation and comprehensive coverage they are seeking to maintain the health of their SCADA control system.

This proposal includes budget from Annual Planning for the following items:

Annual General Support 2021

Annual WSUS Updates 2021

Annual SCADA Training 2021

Annual EWPCF CR Budgets 2021

Annual Software Support 2021

Along with the Annual Planning items, this proposal’s budget may also be used for ad-hoc and miscellaneous meetings which do not strictly fall under a specific project but are requested by the Authority.

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2 Scope of Work This section details the scope of work for tasks included in the estimate in Appendix A.

2.1 Project Management EA will provide standard project management support for the duration of this annual support.

2.2 On Call Support

2.2.1 Basis This SCADA Support Contract provides details of the agreement between:


and

Enterprise Automation

2.2.2 Facilities Covered The services provided under this SCADA Support Contract are solely for the following facilities:

a) Encina Water Pollution Control Facility 6200 Avenida Encinas Carlsbad, CA 92011

2.2.3 Contact Details The Engineering Services Manager contact for the Authority is:

The Systems Manager contact for the Authority is:

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2.2.4 Nature of Services The services provided by Enterprise Automation under this SCADA Support Contract are limited to the following systems:

a) SCADA software a. Schneider Electric

i. EcoStruxure Hybrid DCS ii. Wonderware Historian iii. Top View Alarm Paging Software iv. SCADA SSRS Reports

b) Rockwell/Allen Bradley a. RSView 32 b. Factory Talk SE c. Historian

c) PLC types and brands a. Schneider Electric

i. M580 PLCs b. Allen Bradley

i. PLC-5 ii. SLC-500 iii. ControLogix iv. Flex I/O v. Micrologix

d) OITs Types and Brands a. Allen Bradley

i. Panel View e) SCADA Domain PCs, Virtual Machines f) Associated SCADA networking (Cat 5/6 and fiber) g) Associated SCADA panels and I/O h) Schneider Electric VFDs i) Schenider Electric TeSys-Ts

2.2.5 Excluded Equipment The Authority has some specialized equipment with which EA does not have specific expertise. As these systems interact with the supported equipment, EA will assist with

15-9



diagnosing problems where possible; however the equipment is not supported by Enterprise Automation under this agreement. Equipment not supported is as follows:

a) General process equipment (Valves, pumps, motors, etc.)

b) Security systems

c) Electrical systems (MCC buckets, medium/high voltage equipment)

2.2.6 Services Provided As the Authority makes support requests, the EA project manager will work with the Authority to set an initial scope and budget for the support call, obtain approval from the Authority to proceed, and create a new budget item to track support on a case by case basis. This procedure is intended to ensure that the budget is used with discretion. If the initial budget for a support call will exceed the original estimate, the EA project manager will discuss the matter with the Authority.

2.2.6.1 Phone Support

Phone support will be provided 24 hours 7 days a week. After hours support is for critical problems only that are threatening safety or production.

Phone support is the first tier of support provided

2.2.6.2 Remote Support

Although remote support is not currently in place for the Authority, Enterprise Automation would like the opportunity to discuss setting up remote support.

To implement remote support, EA would like to establish a remote access connection to the WTP. EA intends to work with the Authority to implement the remote access connection so it can be leveraged in the future.

Remote support is the second tier of support provided, and will be provided when phone support options have been exhausted.

2.2.6.3 On-site Support

Where necessary, EA engineers will be available for on-site support, with the Authority receiving priority scheduling.

On-site support is the third tier of support provided, and will be provided when phone support and remote support options have been exhausted.

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2.2.7 Requesting Support

2.2.7.1 Phone Call Response Times

EA will attempt to respond to any phone call within one hour. In general, Enterprise Automation will be able to begin troubleshooting a problem immediately after being contacted.

2.2.7.2 On-Site Response Times

The Authority will receive priority scheduling should on-site support be required. An engineer will therefore be dispatched to site as soon as practical.

Note that EA is located approximately 50 miles from the Authority’s facilities, and that travel time can vary from 45 minutes to 2 hours, depending on traffic conditions. Time must also be allowed for the engineer to prepare for the trip.

2.3 WSUS Updates

2.3.1 Microsoft Updates The Authority’s SCADA system consists of many computers, which require updates from Microsoft on a regular basis. The Authority’s SCADA system uses a Microsoft server-grade operating system service called Windows Server Update Services (WSUS) to manage the updates. The Authority’s IS is in control of the WSUS server onsite, Enterprise Automation (EA) controls the WSUS server on the test platform.

The key steps to the WSUS update process are:

1. EA will install and test all updates on the Authority’s test platform

2. Once the updates are proven to not interfere, EA will supply a summary report tothe Authority’s IS confirming which updates are safe for release.

3. The Authority’s IS can install updates according to EA’s report

The key advantage of this process is that it allows EA to test all updates on a replica of the onsite system, ensuring the updates do not interfere with SCADA operations (e.g. communication drivers, Windows firewalls, etc.), prior to them being installed onsite.

2.3.2 Update Failure Should an update affect the integrity of the SCADA system, EA will investigate the issue and identify a solution. Solutions may include skipping installation of the specific update(s), requesting SCADA software manufacturer support (patches, hotfixes, etc.), or identifying alternatives as recommended by Microsoft.

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If required, EA will perform all safe updates on-site, excluding the failed update, so that the SCADA system on-site is as current as possible. This is to be confirmed by the Encina IT department.

Budget to fix failed updates would be handled as a separate CR.

2.3.3 Test Platform Updates EA has included time to apply firmware updates and VMware ESXi updates (“Remediation”) on the Authority’s test platform servers.

All onsite updates will be carried out by the Authority’s IS.

2.4 SCADA Training EA will prepare a training manual or manuals for each topic to be covered under this training portion. Topics will be decided upon via conference call with the Authority’s personnel.

EA will perform as many training sessions for the Authority’s staff onsite in one day as the budget in Attachment A allows.

2.5 CRs CRs will be investigated per EWA SPECC CR System Process 1.0.0 for each request, and then estimates provided to EWA to authorize proposed solutions. Significant efforts may be authorized via separate task order.

2.6 Software Support EA will procure the following software items for the Authority during FY21:

HDCS Support Renewal – 18 months, New exp 12/31/2021

Historian Renewal – 12 months, New exp 12/23/2021

TopView Support Renewal – 12 months, New exp 12/31/2021

Citect Anywhere Renewal – 12 months, New exp 1/31/2022

EA will work to get these software support items on the same cycle (Dec. renewals) during this FY, where previously HDCS was not.

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3 Assumptions & Clarifications The following assumptions and clarifications were used in preparing this proposal:

1. The Authority must approve all use of this support budget, it is assumed approval must come from Lindsey Stephenson and Dave Ummel. The Authority may add additional personnel with authority to approve support requests by contacting the EA project manager.

2. The WSUS portion of the scope only applies to the new Hybrid DCS SCADA Servers and VMs

3. The Authority’s SCADA test platform is located at EA’s office in Irvine, CA

4. In some cases, EA may recommend a partial list of SCADA computers to update, typically because ongoing project work on the test platform prevents the proper testing procedure. This will be explained in all reports sent to the Authority’s IS

5. The Authority’s IS is responsible for installing updates, firmware, remediation on the production SCADA computers

6. The scope does not include time to troubleshoot extended problems, should a significant issue arise, EA will work with the Authority management and the Authority’s IS to resolve the issue using an alternate source of funding

4 Cost Estimate The tasks to be performed along with the estimated time to complete the tasks are detailed in the attached cost estimate (Appendix A).

4.1 Materials Budget has been included for EA to procure the annual software support items. These items are in the attached cost estimate (Appendix A).

4.2 Travel All travel is billed at cost according to the U.S. General Services Administration (GSA) for hotel and per diem rates and the IRS standard mileage rate as of 7/1/2020.

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5 Terms & Conditions Terms and conditions are as per the following contract dated October 25th, 2017:

PROFESSIONAL SERVICES AGREEMENT

BETWEEN ENCINA WASTEWATER AUTHORITY

AND ENTERPRISE AUTOMATION

FOR AS-NEEDED PROFESSIONAL SERVICES FOR

SCADA SYSTEM INTEGRATION AND SUPPORT

6 Conclusion I welcome any further discussion that may facilitate the refinement of this scope of work. Please contact me at (949) 769-6000 or alternatively on my cell phone at (702) 497-4505 with any questions.

Submitted by

Luke Stephenson

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Appendix A: Cost Estimate Details

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BOARD OF DIRECTORS

Item : 16




Issue : RESOLUTION 2020‐04 APPROPRIATING FUNDS FOR FISCAL YEAR 2021 PENSION

POLICY, OPERATING AND CAPITAL PROGRAM BUDGETS AND ESTABLISHING

CONTROLS THEREON


1. Adopt Resolution No. 2020‐04 appropriating funds for Fiscal Year 2021 Pension Policy, Operating

and Capital Program Budgets and establishing controls thereon.


BACKGROUND

On April 22, 2020, the Board of Directors approved the Fiscal Year 2021 Pension Policy, Operating and

Capital Program Budgets and forwarded said budgets to the Encina Joint Advisory Committee which

recommended that the Boards and Councils of the Encina Member Agencies approve the budgets. Each

of the Member Agencies has approved the budgets in conformance with Section 13.1.2 of the Revised

Basic Agreement (Attachment 3). Adoption of the proposed resolution (Attachment 2) will appropriate

and authorize expenditure of $4,096,100 in pension policy funds, $19,173,359 in operating funds and

$24,249,023 in capital funds for the fiscal year ending June 30, 2021 as estimated in the Fiscal Year 2021

budget document.


Tactical Goal No. 2020‐SI‐6‐5 requires EWA to prepare and complete the annual Appropriations

Resolution in completing the Fiscal Year 2021 Operating and Capital Budget process.

DISCUSSION

Resolution 2020‐04, as proposed, accomplishes the following:

1. Appropriates $4,096,100 in pension policy funds, $19,173,359 in operating funds and $24,249,023

in capital funds for the fiscal year ending June 30, 2021 as authorized by the Boards and Councils

of the Encina Member Agencies.

2. Estimates $4,096,100 in Member Agency pension funding policy revenue.

3. Estimates $18,211,359 in Member Agency operating revenue, $962,000 in other operating

revenue, and total operating revenue of $19,173,359.

16-1


Resolution Appropriating Funds for Fiscal Year 2021


4. Estimates $24,249,023 Member Agency capital program revenue.

5. Authorizes expenditure of appropriated and budgeted funds subject to a $50,000 per transaction

limit and all other controls established in the proposed Resolution.

6. Limits full‐time equivalent positions to seventy‐one (71) and authorizes the General Manager to

hire temporary or part‐time staff within the aggregate Operating and Capital Program expense

budget. The Board of Directors can adjust staffing at its discretion.

7. Authorizes the General Manager to approve transfers of budgeted funds up to $50,000 and make

transfers for purpose of administratively consolidating accounts.

8. Authorizes the General Manager to approve change orders to contracts and agreements up to

$50,000 subject to an aggregate limit of $100,000 on any particular contract or agreement.

9. Authorizes the General Manager to execute contracts for continuing services provided the FY

2021 Operating or Capital Budget includes the underlying appropriation.

10. Authorizes, subject to Board of Directors approval, expenditures necessary to reconstruct the

Joint System in an emergency.

11. Carries forward budgeted and unexpended prior year Capital Improvements appropriations.

12. Carries forward budgeted and unexpended prior year Capital Program appropriations for the

following incomplete Planned Asset Replacement or Capital Acquisitions:

13. Identifies appropriate Capital Reserve amount established by the Financial Reserve Policy

Resolution.

14. Authorizes the General Manager to delegate authority given to him by the Appropriation

Resolution.



COMMITTEE REVIEW

The Policy & Finance Committee reviewed this item in their July meeting and approved staff’s

recommendation. Director Sullivan asked whether EWA’s purchasing and budget transfer threshold of

$50,000 needs to be revisited. General Manager Steinlicht stated staff examined this concern and found

only a few items in recent years that were slightly above this threshold. Staff aims to balance having the

Account Description Balance

32002‐7750‐70890 BVPS ‐ Spare Pump 65,000$

80002‐8050‐80860 EWPCF ‐ Primary Sedimentary Tank Parts 42,000

80002‐8020‐80780 EWPCF ‐ DAF Pressurization Pump Rebuild 8,500

115,500$

16-2


Resolution Appropriating Funds for Fiscal Year 2021


appropriate level of control protocols with transparency and believes EWA should maintain the $50,000

threshold for an additional year.

Director Mosca asked whether EWA needs any additional internal controls in light of COVID‐19 causing

more work to be conducted remotely. Mr. Spence responded stating EWA’s internal controls have

consistently been ahead of the curve and EWA was prepared for work‐from‐home initiatives due to the

fact that EWA transitioned years ago to a paperless, digitized workflow to document, review, and approve

financial transactions. EWA’s independent auditors have tested these procedures in the past and have

praised the internal control environment. Staff invites further recommendations for improvement each

year though.

FISCAL IMPACT

The recommendation appropriates and authorizes the Fiscal Year 2021 Pension Funding Policy Budget

totaling $4,096,100, Operating Budget totaling $19,173,359 and Capital Program Budget of $24,249,023

in addition to certain unexpended Fiscal Year 2020 appropriations consistent with the approved Budget

document and the controls established by Resolution No. 2020‐04.


1. Adopt Resolution No. 2020‐04 appropriating funds for Fiscal Year 2021 Pension Policy, Operating

and Capital Program Budgets and establishing controls thereon.


Attachment 1: Presentation Attachment 2: Proposed Resolution 2020‐04 Appropriating Funds for Fiscal Year 2021 Pension Policy, Operating

& Capital Program Budgets and Establishing Controls Thereon Attachment 3: Member Agency Budget Adoption Resolutions Prepared by: Joseph Spence, Assistant to the General Manager Reviewed by: LeeAnn Warchol, Director of Administrative Services/Treasurer/Auditor Reviewed by: Scott McClelland, Assistant General Manager Approved by: Michael Steinlicht, General Manager

16-3

ATTACHMENT 1

PRESENTATION

July 22, 2020

16-4

Resolution 2020-04Appropriating Funds for Fiscal Year 2021 Pension Policy, Operating and Capital Program Budgets and Establishing Controls Thereon

BOARD OF DIRECTORS7/22/2020

16-5


1. Adopt Resolution No. 2020‐04 appropriating funds for Fiscal Year 2021Pension Policy, Operating and Capital Program Budgets and establishingcontrols thereon.


Resolution 2020-04: Appropriating FY2021

16-6

Background

• Appropriations Resolution is final step of budgetimplementation process

• Establishes control parameters around the funds

• FY2021 Budget approved by Board of Directors andJoint Advisory Committee (April 22nd)

• Budget approved by each Member Agency (May-June)


16-7

Proposed Resolution 2020-04

1. Appropriates $4,096,100 in pension policy funds, $19,173,359 in operating funds and $24,249,023 in capital funds for the fiscal year ending June 30, 2021 as authorized by the Boards and Councils of the Encina Member Agencies.

2. Estimates $4,096,100 in Member Agency pension funding policy revenue.

3. Estimates $18,211,359 in Member Agency operating revenue, $962,000 in other operating revenue, and total operating revenue of $19,173,359.


16-8


4. Estimates $24,249,023 Member Agency capital program revenue.

5. Authorizes expenditure of appropriated and budgeted funds subject toa $50,000 per transaction limit and all other controls established in theproposed Resolution.

6. Limits full‐time equivalent positions to seventy‐one (71) and authorizesthe General Manager to hire temporary or part‐time staff within theaggregate Operating and Capital Program expense budget. The Boardof Directors can adjust staffing at its discretion.


16-9


7. Authorizes the General Manager to approve transfers of budgetedfunds up to $50,000 and make transfers for the purpose ofadministratively consolidating accounts.

8. Authorizes the General Manager to approve change orders to contractsand agreements up to $50,000 subject to an aggregate limit of$100,000 on any particular contract or agreement.

9. Authorizes the General Manager to execute contracts for continuingservices provided the FY 2021 Operating or Capital Budget includes theunderlying appropriation.


16-10


10. Authorizes, subject to Board of Directors approval, expendituresnecessary to reconstruct the Joint System in an emergency.

11. Carries forward budgeted and unexpended prior year CapitalImprovements appropriations.


16-11


12. Carries forward budgeted and unexpended prior year Capital Programappropriations for the following incomplete Planned AssetReplacement or Capital Acquisitions:



32002‐7750‐70890 BVPS ‐ Spare Pump 65,000$ 80002‐8050‐80860 EWPCF ‐ Primary Sedimentary Tank Parts 42,000


115,500$

16-12


13. Identifies appropriate Capital Reserve amount established by theFinancial Reserve Policy Resolution.

14. Authorizes the General Manager to delegate authority given to him bythe Appropriation Resolution.


Financial Reserve Balance Operating Reserve 2,750,000$ Remote Facilities Reserve 250,000

Inventory Reserve 1,300,000

Capital Reserve 8,100,000

12,400,000$

16-13

THEREFORE, STAFF RECOMMENDS BOARD OF DIRECTORS:

1. Adopt Resolution No. 2020‐04 appropriating funds for Fiscal Year 2021Pension Policy, Operating and Capital Program Budgets and establishingcontrols thereon.



16-14

ATTACHMENT 2

PROPOSED RESOLUTION 2020‐04 APPROPRIATING FUNDS FOR FISCAL YEAR 2021 PENSION POLICY, OPERATING & CAPITAL PROGRAM

BUDGETS AND ESTABLISHING CONTROLS THERON

July 22, 2020

16-15

RESOLUTION No. 2020‐04

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ENCINA WASTEWATER AUTHORITY APPROPRIATING FUNDS FOR FISCAL YEAR 2021 PENSION POLICY, OPERATING AND CAPITAL

PROGRAM BUDGETS AND ESTABLISHING CONTROLS THEREON

Ref: Admin. 20‐14151b

WHEREAS, the Revised Basic Agreement and Revised Establishment Document governing the

administration of the Encina Wastewater Authority (Authority) require the preparation and approval of

Estimated Operating and Capital Program budgets on an annual basis; and,

WHEREAS, the Authority’s Fiscal Year 2021 Pension Policy, Operating and Capital Program

Budgets were approved by the Authority’s Board of Directors and the Encina Joint Advisory Committee

on April 22, 2020; and,

WHEREAS, the Authority has received certified copies of approving resolutions or minute orders

from the governing bodies of each of the Member Agencies confirming their approval of the Authority’s

Fiscal Year 2021 Pension Policy, Operating and Capital Program Budgets as required by the Revised Basic

Agreement.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Encina Wastewater Authority

as follows:

Section 1. Pension Policy funds totaling $4,096,100, Operations, Maintenance, and

Administration Program funds totaling $19,173,359 and Capital Program funds totaling $24,249,023 are

hereby appropriated for Fiscal Year 2021.

Section 2. Estimated Member Agency Pension Policy revenues of $4,096,100 are hereby

appropriated for Fiscal Year 2021.

Section 3. Estimated Member Agency Operating revenues of $18,211,359, Other Operating

revenues of $962,000, and total Operating revenues of $19,173,359 are hereby appropriated for Fiscal

Year 2021.

Section 4. Estimated Member Agency Capital Program revenues totaling $24,249,023 are

hereby appropriated for Fiscal Year 2021.

Section 5. Subject to a $50,000 single transaction limit and as modified by other applicable

controls established herein, the General Manager is hereby authorized to expend appropriated funds in

accordance with the Authority’s Fiscal Year 2021 Operating and Capital Program Budgets. 16-16

EWA Board of Directors Resolution No. 2020‐04 Fiscal Year 2021 Budget Appropriation and Controls Resolution


Section 6. Seventy‐one (71) full‐time equivalent positions are authorized for Fiscal Year 2021.

Only the Board of Directors may authorize any increase in the number of authorized positions. The

General Manager is hereby authorized to hire temporary or part‐time staff as necessary, within the

aggregate Operating and Capital Program expense budget appropriations.

Section 7. The General Manager is hereby authorized to transfer funds between accounts within

the Operating or Capital Program in an amount up to $50,000 per transfer. Any transfer of funds from

the Operating Program to the Capital Program, from the Capital Program to the Operating Program, or, in

excess of $50,000, must be approved by the Board of Directors. Any transfer of funds between identical

project codes for the purpose of consolidating accounts is hereby authorized and is not subject to the

transfer limit.

Section 8. Where sufficient budgeted funds are available, the General Manager is hereby

authorized to approve change orders on contracts and agreements provided, however, that no single

change order shall exceed $50,000 and that the aggregate value of change orders on any particular

contract or agreement shall not exceed $100,000. The Board of Directors must approve all change orders

exceeding these limits.

Section 9. The General Manager is authorized to execute contracts and agreements for

appropriated programs between the Authority and: [a] the California Sanitation Risk Management

Authority for insurance; [b] each and every contractor necessary to ensure continuous execution of all

existing and subsequently effective employee retirement, health, and other employee welfare benefits as

specified in Board of Directors approved labor agreement resolutions; [c] the California Public Employees’

Retiree Benefit Trust for continuous execution of the Irrevocable Trust as specified in Board of Directors

approved resolutions; [d] Universal Protection Service L.P. or subsequently effective provider of onsite

security patrol services; [e] ADS Environmental Services for flow metering services; [f] Prominent Systems

Inc. for carbon replacement within the Odor Reduction Facilities; [g] Procopio, Cory, Hargreaves, and

Savitch for legal services; [h] Woodard & Curran for as needed engineering services; [i] Hawthorne Power

Systems for engine overhaul maintenance services; [j] Parada Painting Inc. for as needed coating services;

[k] Tyler Technologies for accounting support services; [l] Accounting Principles or subsequently effective

provider of temporary staffing services; and, [m] White Nelson Diehl Evans LLP for professional financial

management staff services.

16-17



Section 10. In an emergency, the General Manager is hereby authorized to expend those funds

necessary to reconstruct, or cause to be reconstructed, any portion of the Joint system when

reconstruction is immediately required to permit the Joint System to continue to function. Any such

expenditure must be approved by the Board of Directors.

Section 11. All funds budgeted for Capital Improvements remaining unexpended at June 30, 2020

are hereby appropriated and budgeted for Fiscal Year 2021.

Section 12. Funds budgeted and unexpended in Fiscal Year 2020 for the following Planned Asset

Replacement or Capital Acquisition project are hereby appropriated and budgeted in Fiscal Year 2021:

Section 13. The Financial Reserve amounts for Fiscal Year 2021 are established as follows:

Section 14. The General Manager may delegate any authority granted pursuant to this resolution.


32002‐7750‐70890 BVPS ‐ Spare Pump 65,000$ 80002‐8050‐80860 EWPCF ‐ Primary Sedimentary Tank Parts 42,000


115,500$

Financial Reserve Balance Operating Reserve 2,750,000$ Remote Facilities Reserve 250,000

Inventory Reserve 1,300,000

Capital Reserve 8,100,000

12,400,000$

16-18



PASSED AND ADOPTED at a meeting of the Board of Directors of the Encina Wastewater Authority

held July 22, 2020, by the following vote:

Representative Agency Vote Chair Juliussen Leucadia Wastewater District

Vice Chair Blackburn City of Carlsbad Director Schumacher City of Carlsbad Director Rigby City of Vista Director Ritter City of Vista Director Rigby Buena Sanitation District Director Ritter Buena Sanitation District Director Blakespear City of Encinitas Director Mosca City of Encinitas Director Sullivan Leucadia Wastewater District Director Martin Vallecitos Water District Director Hernandez Vallecitos Water District

ATTEST:

Chair Allan Juliussen Michael Steinlicht Board of Directors Board Secretary Encina Wastewater Authority Encina Wastewater Authority

16-19

ATTACHMENT 3

MEMBER AGENCY BUDGET ADOPTION RESOLUTIONS

July 22, 2020

16-20

EXHIBIT 10

RESOLUTION NO. 2020-131

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,

CALIFORNIA, APPROVING THE CITY OF CARLSBAD'S SHARE OF THE

FISCAL YEAR 2020-21 OPERATING AND CAPITAL BUDGETS OF THE


WHEREAS, the City of Carlsbad is a Member Agency to the Encina Joint Powers

Agreement (the Encina Agreement) entered into on July 13, 1961, for the acquisition, construction,

ownership, operation and maintenance of the Encina Joint Sewer System; and

WHEREAS, the Encina Agreement requires approval for the budget of the Encina

Wastewater Authority (EWA) by the Member Agencies following the recommendation of the Joint

Advisory Committee (JAC); and

WHEREAS, the City Council of the City of Carlsbad desires to approve said budget and

provide for the payment of its share of such expenses in accordance with the allocation provided in

the Encina Agreement; and

WHEREAS, the Wastewater Fund is projected to have sufficient funds for the payments

as they become due.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,

California, as follows:

1. That the above recitations are true and correct.

2. That the City of Carlsbad's estimated share of the FY 2020-21 Operating Budget

of the EWA as approved by the JAC on April 22, 2020, in the amount of $4,145,972 for Wastewater

Plant Operations, $953,505 for Wastewater Plant Operations pension pay-down (year two of three),

$1,392,864 for the Carlsbad Water Recycling Facility Operations, and $256,601 for Carlsbad Water

Recycling Facility Operations pension pay-down (year two of three) is approved.

3. That the City of Carlsbad's estimated share of the FY 2020-21 Capital Budget of

June 23, 2020 Item #9 Page 117 of 124 16-21



BOARD OF DIRECTORS

Item : 17


To : Honorable Chair and Board Members


Issue : PRIMARY AREA IMPROVEMENTS PROJECT CHANGE ORDER


1. Authorize the General Manager to approve a Change Order to the construction contract between

the Encina Wastewater Authority with Gateway Pacific Contractors, Inc. in the amount of

$424,532.


BACKGROUND

On February 27, 2019, the Board of Directors awarded a contract to Gateway Pacific Contractors, Inc.

(Gateway) for the construction of the Primary Area Improvements Project (PAIP). This project includes

upgrades and rehabilitation of the existing grit and screenings facilities and process equipment located in

the primary treatment area of the Encina Water Pollution Control Facility (EWPCF). The total cost of the

proposed Change Order exceeds the General Manager’s authority and therefore requires Board of

Directors approval.


Strategic Initiative SI‐4‐9: Complete the Primary Area Improvements Projects Phase One of Three

Equipment Installations.

DISCUSSION

On February 27, 2019, the Board of Directors awarded a contract to Gateway for the construction of the

PAIP. The majority of the existing grit and screenings facilities were constructed and placed into service

as part of the 1982 Phase III Expansion Project. Additional facilities to include Grit Tank No.3,

Sedimentation Tanks No.7 through No.10 and associated channels were subsequently constructed and

placed in service as part of the 1992 Phase IV Expansion Project. The PAIP is a critical plant upgrade and

improvements construction project that rehabilitates the aging channels and structures, upgrades

preliminary treatment equipment, and replaces deteriorating electrical and control systems in the primary

area. The Project is comprised of the following elements:

Replacement of screening and grit handling equipment, including construction of a new Grit and

Screenings Annex.

17-1

July 22, 2020

Encina Wastewater Authority (EWA) Board of Directors Primary Area Improvements Project Change Order


Repair, rehabilitation, and replacement of aging infrastructure including concrete repair and

coatings of tanks and channels.

Earthwork, grading, paving, yard piping, and construction of a new soil‐nailed retaining wall.

Replacement of isolation gates throughout the primary area.

Replacement of Motor Control Centers (MCC’s), replacement of conduit and wiring, and upgrades

to the primary area instrumentation and control systems including integration into the plant‐wide

Gateway is currently mobilized on‐site executing this scope of work with the project nearing 50%

completion. The Change Orders to date includes costs related to several changes in the project

construction scope resulting from design modifications made due to field conditions identified during

construction. These items include; alternate conduit and piping system routing due to conflicts with

existing below grade utilities, installation of waterproofing over the masonry block finish on the

Screenings Annex walls in lieu of the stucco finish as originally designed, increased height of the soil nail

wall, additional effort associated with duct bank routing based on existing below grade utilities and

installation of a temporary potable water bypass while the soil nail wall was under construction. These

and several other additional design enhancements included in the proposed Change Order ensure the

operational success of the facilities being installed. The contractor is currently working on the scope

elements that must be completed during the dry weather season. These include the replacement of

isolation gates and rehabilitation of the concrete channels and tanks.

Based on the age of the criticality of the facilities and the nature of the remaining scope elements the

proposed Change Order also includes an allowance in the amount of $250,000 to be utilized for

unforeseen conditions as they arise during construction. This allowance will provide the General Manager

the flexibility to authorize additional scope based on field conditions and minimize costly delays by

allowing construction to continue without interruption. This scope expansion would be reflected as

Change Order No. 4. Details of the PAIP financial performance are presented in the table below:

Primary Area Improvements Project Fiscal Performance

Amount Approval Authority Comments

Original Contract

Award $11,225,520 Board of Directors

Change Order No.1 $32,771

General Manager

Changes in contractor scope to

accommodate actual field conditions &

design clarifications/enhancements

Change Order No.2 $44,229 General Manager Change Annex from stucco finish to

decorative masonry block finish

Change Order No.3 $22,093 General Manager




17-2

July 22, 2020

Encina Wastewater Authority (EWA) Board of Directors Primary Area Improvements Project Change Order


Proposed Change

Order No.4 $424,532

Board of Directors

(pending)




Contract Value $11,749,145 Sufficient appropriations exist in Capital

Budget

* Total Change Orders to date including proposed Change Order No.4 are approx. 4.66% of the original $11.2 million

contract value.

FISCAL IMPACT

The fiscal impact of the proposed Change Order is $424,532 Sufficient appropriations are available in the

FY 2021 Capital Budget to support this action.

MEMBER AGENCY MANAGERS REVIEW

Member Agency Managers were briefed on this item in their July meeting and provided their support.

COMMITTEE REVIEW

The Capital Improvement Committee reviewed this item in their July meeting and approved staff’s

recommendation.


1. Authorize the General Manager to approve a Change Order to the construction contract between

the Encina Wastewater Authority with Gateway Pacific Contractors, Inc. in the amount of

$424,532.


Attachment 1: Presentation Attachment 2: Primary Area Improvements Project Change Order No.4 Prepared by: James Kearns, Capital Projects Manger

Reviewed by: Scott McClelland, Assistant General Manager

Approved by: Michael Steinlicht, General Manager

17-3

17-4

ATTACHMENT 1

PRESENTATION

July 22, 2020

Primary Area Improvements Project Change Order

B O A R D O F D I R EC T O R S 7 / 2 2 / 2 0 2 0

17-5

Recommendation

• Authorize the General Manager to approve a Change Order to the construction contract between the Encina Wastewater Authority and Gateway Pacific Contractors, Inc. in the amount of $424,532

• Discuss and take other action as appropriate

17-6

FIVE-YEAR STRATEGIC BUSINESS PLAN REFERENCE

Strategic Initiative No.4: “Improve Infrastructure Performance and Reliability ”

SI-4-9 Complete the Primary Area Improvements Projects Phase One of Three Equipment Installations

17-7

Primary Area Improvements Project (PAIP) - Background

Old Screenings Building

Screenings Building Equipment

• BOD Award Gateway Pacific Feb 2019

• Original Contract Value $11,225,520• Contract Duration – 730 Calendar

Days • 1982 Phase III Facilities (40 years old)

17-8

Project Scope

• Barscreen replacement • Channel concrete repair & coatings• Grit Tank & Sedimentation Tank concrete

repair & coatings • Screenings conveyance & handling

equipment replacement • Construction of a new Grit & Screening

Annex • Grit & Sedimentation Tank Isolation gate

replacements• MCC Replacement• Building HVAC Improvements • SCADA Upgrades

Sed Tank Influent Channel

New Conduit Routing

17-9

Construction in Progress

Sed Tank Influent Channel

New Isolation Gates

New Retaining Wall

New Screenings Annex

17-10

Primary Area Improvements Project Fiscal Performance

Amount Approval Authority Comments

Original Contract Award

$11,225,520 Board of Directors

Change Order No.1 $32,771General Manager

Changes in contractor scope to accommodate actual field conditions & design clarifications/enhancements

Change Order No.2 $44,229 General ManagerChange Annex from stucco finish to decorative masonry block finish

Change Order No.3 $22,093 General ManagerChanges in contractor scope to accommodate actual field conditions & design clarifications/enhancements

Proposed Change Order No.4

$424,532Board of Directors(pending)

Changes in contractor scope to accommodate actual field conditions & design clarifications/enhancements

Contract Value $11,749,145 Sufficient appropriations exist in Capital Budget

Total Change Orders to date including proposed Change Order No.4 are approx. 4.66% of theoriginal $11.2 million contract value

17-11

Fiscal Impact

• The fiscal impact of the proposed Change Order is $424,532 Sufficient appropriations are available in the FY 2021 Capital Budget to support this action

17-12

Recommendation

• Authorize the General Manager to approve a Change Order to the construction contract between the Encina Wastewater Authority and Gateway Pacific Contractors, Inc. in the amount of $424,532

• Discuss and take other action as appropriate

17-13

Questions

17-14

17-15

ATTACHMENT 2

PRIMARY AREA IMPROVEMENTS PROJECT CHANGE ORDER NO.4

July 22, 2020

DATE OF CONTRACT: April 15, 2019PROJECT TITLE: Primary Area Improvements Project

TO CONTRACTOR: Gateway Pacific Contractors Inc.8055 Freeport Blvd.Sacramento, CA 95832

Item 1 is an ADD / DEDUCT / NO CHANGE in the amount of 12,653.83$ and requires 0 calendar days ADDED / DEDUCTED

ITEM 2


ITEM 3


ITEM 4


CHANGE ORDER FORM

DESCRIPTION: PCO #6 / RFI #32 – Wash Water Manifold Drains. Add piping for 3-inch drains from Huber Screening Wash Press Units. Drains were not shown on Bid Drawings and need to be connected to in slab under slab drain piping in the Grit and Screenings Annex Building.

DESCRIPTION: PCO #7 / Field Order #3 – Revised Door Lintel Steel Beam Detail. Change door lintel to concrete beam at Grit and Screenings Annex Building, Door DA-100A. Original door lintel was a steel beam that would have been exposed to view.

DESCRIPTION: PCO #10B / Field Order #7 – Delete Dumpster Lidding and Grit Screw Conveyor Modifications. Dumpster lidding system was deleted from scope due to potential operational challenges. Modifications to the Grit Screw Conveyor are required for leveling in the grit bin. Cost proposal included credit for the deleted equipment and additional cost for design changes.

DESCRIPTION: PCO #4 / RFI #29 – Temporary Water Bypass. Install temporary water line for 6-inch potable water line during construction of Soil Nail Wall. Existing pipeline alignment conflicted with Soil Nail Wall.

CHANGE ORDER NO. 4DATE: July 8, 2020

Ref: Admin.20-1416

When this change order has been approved by Encina Wastewater Authority, you are directed to make the following

changes under the Contract, subject to all Contract provisions.

ITEM 1

Page 1 of 517-16

ITEM 5


ITEM 6


ITEM 7


ITEM 8


ITEM 9


DESCRIPTION: PCO #20A / Field Order #5 – FRP Ducting in Screening Building. Modify FRP ducting by adding offsets. Changes made to provide maximum clearance on the South side of the Existing Screenings Building between the new Mezzanine level steel framing and FRP foul air ducts.

DESCRIPTION: PCO #13 – Change All Handrail to Aluminum. Change handrail from galvanized steel to an aluminum three-rail system to match existing. Also, change Mezzanine handrail to removable and add cable guard railing to Soil Nail Wall.

DESCRIPTION: PCO #17 / Field Order #6 – Annex Building Under lab Pipe Encasement. Add concrete encasement for under slab drain piping at the Grit and Screenings Annex Building. Bid Addendum was unclear about encasement. Additional work was performed and tracked on time and materials.

DESCRIPTION: PCO #16 / RFI #24 – Counterfort Wall Widening. Grit and Screenings Building Annex Building foundation concrete walls needed widening to account for rebar clearance. Additional cost is for rebar subcontractor work without General Contractor markup.

DESCRIPTION: PCO #15 / RFI #25 – Modify Trench Drain in Annex Building. Change the trench drain to have stainless steel grating in lieu of fiberglass reinforced plastic. Bid addendum was not clear on trench drain construction.

Page 2 of 517-17

ITEM 10


ITEM 11


ITEM 12


ITEM 13


ITEM 14


ITEM 15

DESCRIPTION: PCO #26 – Electrical MH/HH Conduit Routing. Additional work on time and materials due to unforeseen conditions. Unforeseen existing underground duct banks required tunneling and air-lancing for the new duct banks near Electrical manhole and handholes MH-18 and HH-18.

DESCRIPTION: PCO #28 – Additional Rebar at Annex SOG. Additional work on time and materials for reinforcing steel added in the Grit and Screenings Annex Building slab on graded as directed by the Engineer and Inspector. Added reinforcing steel were provided as clarification to the Contract Drawing Details.

DESCRIPTION: PCO #30 / RFI #51 HDPE Pipe Cost. Changes to the HDPE grit piping routing and added insulation. Cost proposal includes credit for original pipe supports, additions for the new supports and insulation wrapping for the exposed HDPE pipe.

DESCRIPTION: PCO #31 / RFI #80 – Extend Soil Nail Wall. The Soil Nail Wall field dimensions were greater in height and width due to existing slope conditions differing from the Contract Drawings.

DESCRIPTION: PCO #34 / RFI #85 – Annex Building Structural Beam Bearing Plates and Masonry Rebar Interferences. Unforeseen conflict between the mezzanine and roof deck structural steel bearing plates and the masonry reinforcing. Steel bearing plates were field modified on time and materials to mitigate the conflict.

DESCRIPTION: PCO #40 / RFI #90 – Supply NEMA 6/7 Operator for Overhead Door. Changed the rating of the overhead door operators at the Grit and Screenings Annex Building due to classified area. Specifications for the door operator where not appropriate for the environment of Screenings Building.

Page 3 of 517-18


ITEM 16


ITEM 17


ITEM 18


ITEM 19


DESCRIPTION: PCO #46 – Annex Building Trolley Hoist. Proposal by Gateway Pacific to add a trolley hoist beam in the Grit and Screenings Annex Building. Cost for added beam is split between Gateway Pacific and EWA since Gateway Pacific will use the hoist during construction.

DESCRIPTION: PCO #53 – Waterproof Exterior Walls of Annex Building. Added a waterproof coated to the exterior of the Grit and Screening Annex Building. The recommendation to add waterproof coating was suggested by the masonry subcontractor due to the porous finish of the CMU. This recommendation was confirmed by CDM Smith and approved material was provided.

DESCRIPTION: Unforeseen Conditions Allowance - For this Item, payment will be by Force Account or Extra Work Procedures identified in GC-4 of the General Conditions, not to exceed the stipulated dollar amount shown

DESCRIPTION: PCO #44 / RFI #94 – Revise Checkered Plate Handles. Change checkered plate handle detail to match handles provided on previous Primary Effluent Conveyance Project as requested by EWA Operations.

Page 4 of 517-19

CONTRACT SUMMARY1. Original Contract sum 11,225,520.00$ 2. Net Change through previous Change Orders 99,093.31$ 3. Contract sum prior to this Change Order 11,324,613.31$ 4. Contract sum increased / decreased / unchanged by this Change Order 424,532.11$ 5. New Contract sum, including this Change Order 11,749,145.42$ 6. Contract time increased / decreased / unchanged by this Change Order 0 Calendar Days7. New date of completion of contract as of this Change Order June 4, 2021

Approvals:

1. Contractor By________________________________ Date:_____________________

2. Construction Manager By________________________________ Date:_____________________

3. EWA By________________________________ Date:_____________________

The above adjustments in time and cost include all compensation and adjustments for changes in sequence of work, equipment delivery, rescheduling, impact, and costs for extended overhead.

Page 5 of 517-20

NOTICE OF REGULAR MEETING - Encina Wastewater Authority

Documents

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