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Home My WebLink About#7 Department updates AGENDA ITEM #7 Public Utility District m MEETING DATE: March 6, 2024 TO: Board of Directors FROM: SUBJECT: This item provides time for each Department to update the Board of D i recto rs. APPROVED BY: Brian C. Wright, General Manager RECOMMENDATION: BACKGROUND: Electric Department • Transmission outage 2/19/24 affected about 5,600 customers and the longest outage lasted for about 6 hours. The cause was due to system faults outside the TDPUD system and our distribution safety protocols worked as expected. • Current capital projects include Martis Valley substation rebuild, Battery Energy Storage System (BESS), West River Street joint agency development project, electric vehicle charging development projects, and various pole replacement and distribution system projects. Procurement of additional materials through bids is a priority due to long lead times and manufacturing uncertainty. • "Fun Fact" of the month: Woodpeckers appreciate our bespoke engineering and pole construction. Page 1 of 8 Page 4 of 114 I 1 � 1 'I ,. - 1 ; Water Department Water Deliveries • The water demand has continued to be relatively level for the first half of the winter season. Currently, we are only using five of the ten potable wells to supply this demand. The demand for the month of February was 2.0 million gallons per day (mgd) whereas the peak day for last year was 6.78 mgd (7/21/23). The following graphic details the overall demand for the 2024 calendar year. Page 2 of 8 Page 5 of 114 Water Production�� lKmoAce IMAM Elm �RM 1111112024~�ftio. "2023�-ki- ,Y—^~rage Leak Detection ° One of the main aspects of Senate Bill 606, "Making Conservation a California Way of Life" ia addressing water loss for urban water retailers. One approach is to replace the aging pipeline infrastructure. However, due tothe large cost associated with replacing mains and laterals, progress takes time and significant investments . Another approach implemented by the District is a more active leak detection and repair program. Historically, leaks have either been identified when they surfaced or were located by acoustic methods where rnicsand headphones are used. This practice required an operator to physically visit hydrants and other apparatus in the system and listen for leaks. This method is very laborious and not all piping material transmit sound effectively. 3m new methods of detecting leaks need to be utilized. Satellite Leak Detection: The Board authorized staff to implement a new service where satellites are used to capture imagery ata specific wavelength that highlights saturated areas of groundwater with chlorine present. The satellite imagery was able to identify 76 points of interest 55 of these known points of interest were further investigated, revealing 20 leaks in the system to date. The scope of work for ASTERRA only included 10 crew inspection days, which is why the remaining 21 points of interest were not inspected and included with this report. None of the 20 leaks identified by ASTERRA were visible from the surface. ASTERRA has estimated the water losses using AWWA M36 "Loss Control Program" at .16 MGO (million gallons per day) or5O.4million gallons per year. Business Intelligence (B|): PUD staff have been working with business intelligence (P[)VVER B|) tools tm identify regions with higher water loss, so infrastructure replacement can be implemented in regions with higher loss data. This past year the District installed a master meter in the (S|enshire region that captures and records all water flow into the subdivision. Over the past four months, staff have been tracking the Page 3 of 8 Page 6nf114 following data to record and detail the water loss in the Glenshire subdivision. This summer, the Water Department hopes to add additional system meters to be able to duplicate this effort and identify regions with the largest losses. Total Flow.Metered Usage.Egunaletl Lags_Eshnuted Lees%and Volume Change by Flew Da!* •btJ Fa"*L*Nwvd upme*110 tpd 1.0" f 0W .. .. III 2DU FCU 20.Y YiaF Vy1 hFeWrU Let TeFkYolme ESM Average EstirnaledLoss% StandardOevialian iiMiIYAQ 4t lLtF 2.1 �kmFtGFrF I ZW11000 U0.9DU 1QWA p i q + eaeettfr I T Co++15 X 5 740 P 3 67 M cm zz t ! ° O D $ ',,.I, a sct N6MM' r k gaaa 5+,1.1s 3. s1 lam ar IMM Public Information and Strategic Affairs Department Updates District Recognized for Transparency in Finance: Truckee Donner Public Utility District was recently awarded the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) of the United States and Canada. The award was for the District's annual comprehensive financial report for the 2022 fiscal year. "The Certificate of Achievement is the highest form of recognition in the area of governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management," the GFOA said in a news release. The District has issued a press release celebrating the Certificate of Achievement which can be found on the website homepage (www.tdpud.org). Finance and Accounting • Energy Price Benchmark. Average Price of Electricity per Kilowatt-Hour in San Francisco-Oakland-Hayward, CA (CBSA) [Federal BLS metric APUS49B72610] January 2024 at $0.412 represents an increase of 18% compared to prior month and increased 30% from a year ago. • Warmer Temps. KCRA recently reported 2/23/2024 this winter 2023/2024 has been 2nd warmest on record for Sacramento region season to date at 51 .3 Page 4 of 8 Page 7 of 114 average. 1 st Rank was 2014/2015 winter at 53.0 average. Truckee's average for January 2024 was 37% above January 2023 average and 12% above five year average. • Cost Savings. Accounting researched and obtained state exemption from sales tax for certain chemicals purchased that are utilized in our water treatment, generating an estimated cost savings of $8000+ per year. • Year End/Audit. The team is actively closing out 2023 and preparing for the 2023 annual financial audit. General Services • Facilities prepared bid documents for HQ west stucco repairs and HQ east remodel • Fleet received two new trailers and new UTV Page 5 of 8 Page 8 of 114 e.a � i Page of Page 9 of 4 r { r �J New Honda UTV with new Felling FT-201 trailer Customer Service • Refresh of Smarthub launched, has an improved look and feel. Human Resources and Risk Staffing Network&Systems Administrator-interviews beginning the first week of March Vegetation Program Manager- posted internally from 2/27-3/01. If there is no successful internal candidate, the position will be posted externally. Culture 2/29- Leap Day Relay 3/06-Oreos and Cheesecake for March Birthday and Anniversary Celebrations(March 6th is National Oreo Day and National White Chocolate Cheesecake Day) Recognition Our February Core Values Recognition Winners are: Allie Spani for Accountability Dave Emery for Integrity Staff Development 2/27- Leadership Meeting. Our main presentation was Assistant Electric Operations Manager, Cody Laplaca, sharing a culture/team building exercise the electric utility department is currently participating in. There was also a round table department update discussion. Safety&Risk CPR Certification Classes-2/29 and 3/05 Page 7 of 8 Page 10 of 114 ANALYSIS AND BODY: GOALS AND OBJECTIVES: District Code 1.05.020 Objectives: 1. Responsibly serve the public. 2. Provide a healthy and safe work environment for all District employees. 3. Provide reliable and high quality water supply and distribution system to meet current and future needs. 4. Provide reliable and high quality electric supply and distribution system to meet current and future needs. 5. Manage the District in an environmentally sound manner. 6. Manage the District in an effective, efficient and fiscally responsible manner. District Code 1.05.030 Goals: 1. Manage for Financial Stability and Resiliency 2. Environmental Stewardship: Create a sustainable resilient environment for all our communities. 3. Engage with our customers and communities in a welcoming and transparent way to identify opportunities. 4. Take the best of private sector thinking to modernize the utility and add value to our communities. 5. Developing an inclusive culture drives organizational integration and success. FISCAL IMPACT: ATTACHMENTS: None Page 8 of 8 Page 11 of 114