Utility Committee Agenda and Packet 2017 07 21

Home Browse Search

left the City (3 retired, 3 resigned) due to increased expectations around work performance and work place behavior. Once able to establish strong leadership and increased operations staff accountability the Director issued a zero tolerance policy focused on insufficient repairs and maintenance practices. In late 2016, Public Works Staff performed a comprehensive walk through assessment of the both the Sid Copeland (SCWTP) and the Howard Berry Water Treatment Plants (HBWTP). The purpose of the walk through was to identify items, processes and equipment that are in need of repair, replacement or remediation. During this exercise, 186 projects (103 at HBWTP and 83 at SCWTP) were identified and listed. Some of these items were completed in 2016 by plant staff with little or no cost. Other projects were tabled due to: need, timing, high cost, additional analysis or a combination thereof. The remaining projects were condensed to 102 (44 at HBWTP and 58 at SCWTP) based on necessity to maintain long term viability of the WTPs. Staff assigned a project cost estimate to each of the projects for a total of $1.575 million ($750,000-HBWTP and $825,000-SCWTP). Included in this price is approximately 5% for engineering services to be used for building code, Colorado Department of Public Health and Environment or other regulatory agencies requirements. Table 1 provides a categorized breakdown. Table 1 - Project Summary Project Category Number of Project Cost Estimate Concrete and Asphalt 8 $125,000 Meters 12 $190,000 Pumps and Valves 11 $190,000 Electrical and Instrumentation 31 $204,000 Building, Vaults and Tanks 24 $325,000 Process Equipment and Piping 8 $451,000 Demolition and Removal 8 $15,000 Engineering and Design $75,000 Total 102 $1,575,000 Additional, each project was prioritized by three categories using a simplified scale of "low", "medium" and "high". The three categories delineated as follows: • Existing Condition: defined as the relative working status with a "high" ranking meaning the project was near failure and "low" having a minor amount of useful life remaining. • Severity/Impact: defined as how critical the component is to the plant process. The lower the score the less critical the item is to the successful treatment of water. • Notification/Detection: defined as how visible the item is to alert Staff of a failure. The higher the classification, the less monitoring capability is available. Using the scale in each category a priority rating ranging between 1 to 10 was developed and allocated to each project.