Utility Committee Agenda and Packet 2017 07 21

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LCityof Louisville COLORADO • SINCE 1878 TO: Utility Committee Memorandum 1 Department of Public Works FROM: Kurt Kowar, Director of Public Works Cory Peterson, Water Resources Engineer DATE: 7/21/17 SUBJECT: Water Plant Upgrades CIP — Budget Amendment Followup The purpose of this memo is to recommend approval of additional funding in the amount of $1,575,000 to complete deferred smaller scale repairs at both of the City's Water Treatment Plants. The repairs will bring the WTP's to a minimum acceptable condition, support a zero tolerance policy of insufficient maintenance habits, and reinforce a desired WTP division cultural norm for the future. This memo outlines a 1, 2 and 3 year plan for completion of these repairs. Staff is recommending approval of all funding in a single approval so that operations staff can move forward efficiently without future purchasing or administrative process delays. It is anticipated that all repairs can be completed by mid 2018. Through the early to mid -years of the 2000's the City had a culture of minimal maintenance spending and capital planning. This was a philosophy that was instilled in the culture of the employees. From 2010 to 2012 the Utility Committee pressed City Staff to complete infrastructure plans to identify improvements for the water and wastewater facilities to ensure future EPA compliance and reliability. Since the completion of those plans financial and capital planning has resulted in the completion of many major improvements with additional major items in the currently approved capital plan. Unfortunately, there has also been a failure by the operational level staff to identify smaller needed repairs and obsolete infrastructure to keep a minimum level of efficiency and reliability at the WTP facilities. Beginning in 2012 a Public Works and Utilities culture change was undertaken to establish a minimum level of maintenance and care for the City's facilities. This change was a top down change from the Director. This change was heavily reliant upon the skill and influence of the 2"d tier supervisory staff. The WTP staff experienced significant changes in this position that unfortunately delayed their progress for many years. From 2012 — 2014 the long time WTP Superintendent experienced health issues that unfortunately took his life. Soon after, the 3rd tier Chief WTP Operator retired. In 2014, a new WTP Superintendent and Chief Operator were hired. From 2014 to 2015 the new WTP Superintendent struggled to meet demands and ultimately resigned. From 2014 to early 2016 the new WTP Chief Operator struggled to gain staff buy in, experienced health issues, and was unable to return from FMLA. In mid -2015, the City was able to hire a 2nd new Superintendent that has proved to be a strong leader. In mid - 2016, the City was able to hire a new Chief Operator under the Superintendent whom has also proven to be a strong leader. Finally, through late 2015 and 2016 six out of 10 operations staff