 Good afternoon. I'll call the meeting of the Board of Public Utilities for the City of Santa Rosa to order. If we may have a roll call, please. Chairman Galvin. Here. Vice Chair Anoni. Board Member Bannonfort. Here. Board Member Bannister. Here. Board Member Dowd. Here. Board Member Grable. Here. Board Member Watts. Here. Any statements of abstention by Board Members? Very good. And we have no study session. We'll move to item 5.1, which is a staff briefing on the water supply and recycled water supply update. Good afternoon, Chairman Galvin. Members of the Board, thank you very much. I'm calling close, and I'll give a brief update. I think you need to use the microphone a little better. Let's see. Is that a little bit better? Oh, great. Thank you. So, good afternoon. I will be providing a brief update on the water supply, the lake levels, and then I'll hand it over to the City of Santa Rosa. So, currently, our lake levels are still in excellent shape. So, with Lake Mendocino, it's at 107% of the target curve. So, you can see that dark, thick black line indicates where, no, you can't see where that dark line is. What did I do? So, apologies for multiple faux pas. Try this one more time. So, this will be your water supply update for June. And I will launch right into talking about Lake Mendocino's storage. It's at 107% of the water supply curve. You can see that dark black line. It's indicating our current levels. So, higher than some of the average years, just under what it was in 2017. So, doing quite well for Lake Mendocino moving into this dry season. Also wanted to mention that Lake Pillsbury is at 107% of its target curve. So, it's at 107% of Lake Mendocino's current levels. Also wanted to mention that Lake Pillsbury is at 107% of its target curve. And Potter Valley is quite full as well at 204 acre feet. So, all of the lakes north of us are doing quite well in terms of Lake Sonoma's storage. You can see here that we're nearly at 100% of storage. And already into mid-June, so doing quite well there as well. And we're very much in parallel with our wet winter last year as well. The releases out of Lake Sonoma are currently at 150 cubic feet per second. So, relatively small releases at this time. Also had just one public workshop that I wanted to mention. The pathways to rebuilding is that process that we have in place to help our folks who are rebuilding their single-family residential homes to comply with the Wellow requirements by providing them with easy-to-use scalable landscape plans. The overview meeting was held June 12th. I think there were somewhere in the neighborhood of 30 residents who attended. We'll have the part two hands-on session and that's where they can come in and about two hours later walk out with approved plans for their front landscapes. That'll be this Saturday, either at 10 a.m. or 1 p.m. And they're always welcome to come in at the last minute. It helps if they sign up ahead of time and let us know so we can be somewhat prepared, but we do welcome any of the folks in the rebuild areas to attend those. So, at this point, I'll go ahead and turn over the presentation to Andrew and he will talk about the recycled water update and then we'll be happy to take any questions that you might have. Thank you. Welcome, Mr. Romero. Good afternoon, Chairman Galvin and members of the Board. My name's Andrew Romero. I'm going to present, I'm the Reclamation Superintendent and I'm going to present the recycled water supply update. This slide shows our current storage, which is 1,100 million gallons. Since the last update from Joshua, we've seen a decrease in 170 million gallons. All city farms and private farmers have completed their first cutting, so now we're in full irrigation season. Here is our current storage curve. The gray line indicates the average historical storage levels. The black line shows last year's storage and the red line is this year's conditions. Currently, we are near our historical average for this time of year. As you can see, our current levels, the red line, has decreased rapidly compared to our historical average due to draining of two storage ponds. We're currently draining ponds C&D for levee repairs that are scheduled to begin next month. Due to this season's wet weather, it has made it more challenging to have these ponds emptied by the original target date of July 1st. But we expect to have these ponds emptied mid-July. In late August, the geysers have a plan shut down for their annual maintenance. And that's all I got, so any questions? How long after those ponds are drained will you be actually be able to get equipment out there to start working on those levees? There's nothing scheduled at this moment, but it's expected once we get the ponds low enough and try it out and out for the equipment to get inside the ponds, and that's when they'll be able to enter the ponds. Board member questions or comments? Board member Dowd? Since the geysers' pipeline is getting up there in years, it surprises us how old it really is, what kind of maintenance is going on at this point and how significant is it? I believe it's just annual preventative maintenance. Any other questions or comments? Thank you, gentlemen, for your report. Appreciate it. Item 5.2 is the Department of Communication and Outreach Update. I believe we have three presenters. Director Burke, would you like to introduce them? Sure. Yeah, we have our marketing and outreach communications team, and so we have Katie Oseguera, Elise Howard, and Nicole Dorotinsky, and they will be giving you all an update on all the various programs and exciting ways that we get outreach to our community. As Director Burke mentioned, my name is Nicole Dorotinsky. I'm the legislative outreach coordinator on the communication and outreach team. Our team is here today to provide you an overview of the role we play in the department and how we outreach to our community. I'm not going to go over this slide too much because Deputy Burke had mentioned, this is Katie right here, Elise, and myself. We make up the communications team. Our team is within the administration division, but we work with and provide support to all seven divisions of the department. Our mission is to promote public awareness and understanding about our water system, infrastructure, and the environment. We activate this mission through legislative and regulatory advocacy, as well as developing and implementing strategic outreach and communication programs. We also are responsible for crisis communication and media relations for the department, and we collaborate with the citywide marketing team. I'm going to go over advocacy, and then I'm going to turn it over to Elise and Katie, and they will discuss communications. So as you all are probably aware, mostly almost everything we do here in the water department is regulated in some fashion from how we set water to sewer rates under the state constitution to how and when we discharge if at all under the Clean Water Act. In order to create effective change that isn't on duly burden, our residents or our operations, we have to remain ahead of emerging issues. With laws and regulations constantly evolving, sorry, when new laws and regulations are proposed, we make sure that Santa Rosa water has a seat at the table to engage with our policy makers to build awareness around the unique aspects of our community infrastructure and how our water sewer and stormwater systems operate. When new law and registration... I'm sorry. We also engage with policy makers and on... Sorry. We participate in stakeholder work groups as well as state and federal legislative and regulatory committees. We provide input on comment letters, and we collaborate with local, regional, and state partners to develop coalitions on important issues. Oftentimes when we need to... Oftentimes to comply with our laws and regulations, we need our community members' help, such as reducing indoor and outdoor water use, preventing trash from going down our storm drains, and ultimately in our waterways, and preventing overflows and backflows in our sewer system. That's why we strive to build trust with our community members and develop strategic and education programs. Elise will talk more about the education programs, but before I turn it over to her, I wanted to provide you with a background on a few hot topics that we've been actively engaged in. The first one is the implementation of a statewide low-income water rate assistance program. Back in 2016, AB401 was passed that directed the State Water Resources Board to develop a implementation plan for the statewide program and recommend legislative action. Since that time, we've been working with the board and providing them mechanics of our local H2O program to help them build the program. We've provided input on income eligibility, funding mechanisms, and overall administration of the program. The board has indicated that they plan to release the final plan by the end of the year, as well as the legislative recommendations. At this time, we don't know how it's going to affect our help to others program, but we continually assess the program and we're working on figuring out ways to make it more effective and help more people. The next hot topic is the safe and affordable drinking water fund. The State Administration, Legislature, and water providers across the state have been working together the last couple of years to develop this fund that would help fund the low-income water rate assistance program that I just talked about, as well as help non-compliant water systems become compliant with safe drinking water standards. The administration has been pushing a tax on all drinking water to fund this. However, the city, along with over 200 water providers in the state, have collaborated to oppose the tax and really push the administration to look at alternative funding mechanisms. I am happy to report that earlier this week, the budget was passed, it did not include a tax, and instead they're reallocating money from the Greenhouse Gas Reduction Fund, as well as the General Fund to fund this program. And we're still working with the legislature to implement the policy bill. There's still a few bills in legislature right now, and we're working to find one that is the most effective and efficient, because the funding will not occur unless the bill is passed. So stay tuned for that one, but no tax on water, so. And now I'll pass it over to Elise, and she will talk about communications and outreach. Good afternoon, Chairman Galvin, Board, staff. It's a pleasure to be here today. We're really proud of the fact that we get to tell Santa Rosa Water's story, and it's a really great story. It's about hard work and commitments of providing high quality drinking water, community outreach, excellent customer service, environmental stewardship, and so much more. So today I want to briefly walk you through why we do what we do, and what communication and outreach means to us. Communication is really about building trust, creating awareness through branding, connecting with our community through outreach, and really magnifying our messages through regional collaboration. So when I talk about building trust, what we're really trying to accomplish is getting to a place where people are willing to take in information. We may not always like what we have to say, but we're a trusted source of information, which is really important. And then through branding, we're really helping to shape public perception. We want to help our customers understand the value of the services that we provide to them. And in order to accomplish this, we need to tell our story. We need to tell them about the tools and the resources and the services that we provide, and then need to continually invest in our water system. We outreach to our community through a variety of print, digital, social, and in-person interactions. And later in the presentation, Katie's going to walk through some of those tools that we're using and some of the metrics that we're using to see how successful we're being in those efforts. And finally, regional collaboration is really important. We share a watershed with 360,000 other people. And so we work with our partners, like the Sonoma Marin Saving Water Partnership, the Russian River Watershed Association, our partners through the treatment plant, Sonoma Water, and many more agencies. And we're able to really magnify those messages, and we're able to benefit from the economy of scale of those regional campaigns. So, another viewing, kind of a broad overview of why we do what we do. I want to walk through our programmatic areas and talk about how we do what we do. So, the first example is WaterSmart. This is an example of branding, creating a cohesive brand. And it's really about what that brand says. Our Water Use Efficiency team has worked for many, many years to develop these quality programs, and we want our customers to know about them. We want them to know that we're here to help you be WaterSmart, and we have the staff and the technical ability to do that. So throughout the year, we're pushing out messages with this logo and brand, letting people know about rebates, events we're having, WaterSmart irrigation, weekly watering recommendations. There's a number of channels that we use and a number of tools that we're trying to push out. The next example is Take It From the Tap. This is a regional campaign. Take It From the Tap was born in Santa Rosa, and I was lucky enough to be on the team when we pitched this to the Sonoma Marin Saving Water partnership. As a regional campaign, and we were able to really develop those tools and resources in that brand that we could all use. And Santa Rosa Water has really nurtured this brand, and we see Take It From the Tap all over the place. We love this program. It's been very impactful. Our Energy and Sustainability team, they go out into classrooms and provide classroom education. This year, they've gone to almost 200 classrooms, reached approximately 9,000 students, and given away reusable water bottles. So it's a really great program, and we have a lot of requests for it. In addition, the Energy and Sustainability team also manages the hydration station. This is probably one of the best outreach tools that we have. People love the hydration station. We get calls all the time. They want it at events. So we've had it at over 30 events this year. And it's not only staff by Energy and Sustainability staff, but also the operators that operate our water system. So it's a really great opportunity for our community members to see the people that are behind the tap, providing them that service, because this is our product. It's a great product, and we want people to know that we have high-quality drinking water. The, lastly, from Take It From the Tap is each year, our water quality team is required to put out an annual water quality report, and we could just put out numbers and let people know what kind of testing we're doing. But we really use this tool as an opportunity to incorporate the Take It From the Tap brand and messaging. Let people know how frequently their water's tested and the people behind the scenes that are making it happen. So it's been a very powerful tool for us. All right, sewer man. This is a fun one. So this is an example of how do you capture people's attention. So a lot of times I don't think that sewer overflow is a topic of conversation unless you have one and you probably don't want it. So we needed to find a way to capture people's attention. And I really have to give credit to our environmental compliance team for coming up with this concept and really owning it. But we have evolved this program over time and we use it for outreach events and to connect with people. And this program is actually award-winning. It was recognized by the state and it's been recognized nationally for our outreach that we did and we continue to do. We've had over two million impressions on this campaign, meaning eyes and ears seeing it. So we know we're getting out there and we know people are getting our message. They're seeing it and we're giving them simple things that they can do to help us prevent sewer overflows. And our crews have this information on them if they're having to go out and clean certain segments of our sewer system because of overflows and we have this information out at events as well. And sewer man continues to evolve because of his popularity. And so I'll share some more about that at the end of this presentation. And then finally, I want to talk about our creek stewardship program. We have our stormwater and creeks team. They provide a lot of environmental education and volunteer opportunities and so we can use our website, our social channels, the variety of tools we have to really push out messages about when we're having events. You know, we love our superheroes, but we also love our amazing creek stewards out in our community that are helping to keep our creeks clean and we want to continue to engage with them. One thing I wanted to point out is the creek trails of Santa Rosa map and guide. This is really popular with our community members. We have over 100 miles of creeks in Santa Rosa and we really want people to explore and connect with those creeks. They're caring about those creeks and they're wanting to protect them. And we just finished a Spanish version of this. So majority of what we put out, we try to have it in English and in Spanish. So we do have a Spanish creek map available as well. So now that I've kind of walked you through some of the big programmatic areas, I'm going to turn it over to Katie and she's going to talk to you about some of the unique things that we're doing, how we're pushing messages out and the metrics we're using to measure our success. Okay. As Elise mentioned, I'm Katie Oseguera and today I'll be reviewing the various channels we use to distribute information to our customers. First, we use social media, primarily Facebook, to push out important information, tips, fun facts and community events. As you can see from our numbers, we post multiple times a week and it built up quite the following. We currently have over 2,300 Facebook followers and almost 1,000 Instagram followers. And over the past year, we have increased our Facebook following by more than 250 people. And since July of 2018, we have promoted 11 water events and workshops on Facebook with great success. Over the years, we found that social media was an excellent platform to showcase staff in their amazing accomplishments, which is why we created the employee spotlight. These posts receive a lot of engagement, which include likes, comments, shares from the community and we highlight the many faces and jobs that make up Santa Rosa water. In addition to using social media to tell our stories through various posts, photos and videos, we also promote our campaigns through print and digital advertising, as well as monthly radio spots. We utilize the City Connections newsletter, which has close to 70,000 subscribers, bilingual water bill inserts, print and digital advertisements and bilingual radio spots to ensure that we're reaching all demographics. Research shows it takes a person seven times to see an ad or message before they take action. So our main goal is to share the information through as many channels as possible. The overarching goal of these outreach efforts are to drive customers to our Santa Rosa water website for more information. Last year alone, our website had over 114,000 views with the average page time of one minute and 18 seconds, which means our visitors are actually taking the time to read and scroll through the information they're seeking out. As a team, we strive to make our website easy to navigate, informative and a trusted resource for our customers. The final component of our outreach efforts, our events and workshops, we find that face-to-face interaction with our customers is crucial and allows our staff the opportunity to share their knowledge and educate our customers through conversation, which in turn builds invaluable trust and knowledge. You can see in 2018 alone, we organized and or participated in 77 community events and workshops, which I feel like is a pretty substantial and incredible number. As we move forward, we'd like to continue to expand our outreach toolkit and develop new multimedia campaigns that engage and educate our customers. Next, I'm going to hand the presentation back to Elise to review our regional campaigns. Thank you. So I wanted to... Yeah. All right. Save the best for last. I'm excited about these ones. All right. So we were really excited about our Superman campaign, and then I found out that Sonoma Water also had a wastewater superhero, and I was really excited. So I immediately picked up my phone and I called my colleague over at Sonoma Water and I said, how can we get this dynamic duo together to fight the clog? So this year at the Sonoma County Fair, these two are joining forces. We're going to have advertising around the fair. There'll be bathroom signage, some billboards, maybe even some cardboard cutouts for people to take selfies with. And then we'll also be layering on a social media campaign that just continues to push out our messages about what not to put down the drain. So excited about this one. And then streets to creeks. So I talked about our Sonoma Water and creeks team. They came to me about a year or so ago, and I said, we want to create a comprehensive educational campaign. And so we started muddling through the process of, well, what does this campaign look like? And as we were going through, we decided that it really lent itself to a regional campaign. And so through the Russian River Watershed Association, we pitched this idea, and the group really liked it. And so this August, we're going to be launching a multi-county, paid multimedia campaign. We're all joining forces to push this out. And the unique thing about this campaign is we can digitally target based on zip code. So our goal for this was let's connect people to their creeks in their neighborhoods. Because their storm drains connect their neighborhood creeks, and we want them to know about these resources and in their backyard and why they should be protecting them. So the first step in this campaign is creating that emotional connection with creeks for people. And then through a robust digital, social, radio, video, website, all these tools, we can push out action items. Simple things like how you wash your car at home, how you care for your yard, picking up pet waste, trash, basic things, but making the connection for people that we're all connected in this watershed, and they're all simple things that we can do to make a big impact. So this whole campaign is going to be wrapped up with a video, and we'll be sharing that soon. It's not quite done yet, but we're really excited to be launching this campaign as a region. So I know we've shared a lot with you today. I want to thank the board for your time. Appreciate it. And also say that it's my goal to come back more regularly and provide you with outreach updates. I'm happy to do that. And at this time, we're more than happy to take any questions. Thank you very much. I think it's fair to say that your team has done a marvelous job of promoting Santa Rosa water in the time that I've been on this board. It went from almost no communication efforts to just a great community organization and effort to get the word out there about what the department's doing, the options available to them, the various programs that we have. So I commend all three of you and anybody else who's working with you and hope you'll keep up the good work. Board Member Dowden. I'm going to follow up Chairman Gallivan's comments with an observation which I think is important. Excuse me. And that is you practice what you preach because two of you came in with water from the tap in your container. And the public needs to see that your message is also ingrained within your own activities and that's important. Thank you. Board Member Grable. Yeah, I just wanted to say thank you as well. I'll echo those comments. A couple of questions and comments on just the constructive comments on the scale and some of the engagement metrics. For me, like some of the importance of this is not like letting people know they can drink their tap water. That is obviously very important and I want that to expand and especially certain communities who historically have not been able to trust their tap water, especially right now with the buzz in the news in California that focuses to be honest on rural areas and ag lands in the Central Valley where it is a serious issue, especially for some poor communities, as we know, was more important. I think in the long run for this department is showcasing obviously our track record of good clean water and then how the relationship and the communication can enable really fast important communication in the future, especially related to disasters. I mean, I think the fact that this work began before the fires is really important but it becomes even more important, I think as we go forward to recognize that something that looks just kind of fun and whimsical like sewer man that probably has some good metrics associated with it, but more than anything I think builds affinities and relationships and trust and a rapid communication feedback loop where you can, when you really need to, when there's something really important, when there is an emergency issue or a shutdown or something, something catastrophic happens that I think we just know now in our resiliency and strategic efforts that it's just critical and we were better than, vastly better than most in the way that we responded to our fires, but I think knowing that those are the, that's a foundation and that's some of the sort of mechanical essentials that enable us in the future to really engage people quickly and effectively on something that may not be so fun and whimsical and we need really good engagement really quickly and also credibility and trust associated with that. Just remembering that that is kind of the foundation regardless of the nature or the subject or the communication, the ongoing metrics and expanding that engagement for that purpose because we want to be able to touch people in Twitter, Instagram, Facebook all I think building up some of our follower base too would be, I know we started from zero so this is great, I think we can really expand that so that it is more likely to pop up on someone's everyday sort of communications feed. I did have one question about in terms of legislative stuff I mean, what's our, does it feel like our relationship with regulators is good and getting better in terms of the, that to me is always is always like a good indicator of whether we have some voice at the state level right now where there's cap and trade dollars going into drinking water stuff there's all these things happening that I know is just critical to have that ongoing and good credible relationship with regulators. Is that? Sure. Great question, actually if I could I just wanted to say a great point about building that communication with the community. We were very lucky that this team has been in place for the last couple years building these social media platforms and other things because we did use that during the fires and especially to communicate during the contamination issue and that was the best way that we found to be able to communicate with folks so it really was incredibly helpful and had we not had sort of these tools already in place I think it was one of those who no longer had homes who we need to try and talk to about what was going on with our water system. So it is a great point it's a great tool that we use not only to get our programs out there and build that trust and value but was really crucial for us during our response. In regard to the question about the regulators we do a couple different ways that we engage with our regulators and I think locally we have our regional board that are here that regulate both on the Clean Water Act side on the wastewater side and on the water side we've developed really good relationships with those local regulators but then also taking advantage of having a legislative outreach coordinator we've plugged Nicole into a number of different advocacy groups that we belong to to be on those committees to really strengthen that relationship as well as working with our governmental officer I think now is our Chief Intergovernmental Officer for the city and connecting to our lobby groups as well as the various regulators and legislators that we're trying to work with so we do work in the confines of our city council policy and what we can and can't do in relation to that but I think it really has strengthened our relationship both with our local regulators here and that relationship with those folks in the community. Thank you. I'd like to echo my colleagues praise of the work that you guys are doing especially in the outreach side I've attended and participated in a number of these events and I particularly was impressed with our recent earth day event this year was really well organized and well done and even when I participated in the past before I was on this board I thought it was a city center of the water you know complete effort it wasn't really tapping all the other departments so anyway you guys did a great job with that and then I guess I have a question of the kind of links the department's presenting here today and that was on the sewer man initiative I noticed that it said on the slide and I've seen it elsewhere about there are no such things as flushables and yet I see these products being sold at the store and it's not I mean is there work being done on why something is being sold that you can't deal with or can't deal with well on the treatment side? I know there is current legislation that is working on banning the language flushable on whites it became a two-year bill so we'll deal with that next year but there is work going towards that to show that it does not give the false pretence that they are flushable. If they're a problem let's put it that way. Thank you. I just had one more constructive comment as a Rosalind resident in terms of going forward just really being intentional about language access and diversity and equity and representation. I love Captain America and Black Panther and recognizing that there's different points of relevance in contact to different communities as the city has annexed Rosalind and expanding the relationship with Southwest sanitation and all the moving pieces there but specifically if it's about outreach and communication and representation just taking that into account with intentionality coming forward. Thank you. Board Member Bamford. My appreciation and we have an entire fantastic professionalized communications team and so thank you very much for your work. I had a question around our engagement. Has any of the feedback or engagement or responses any of those populations told us anything about who is accessing our events, who's attending, where we might need to focus more strategic outreach with certain populations whether it's age, whether it's profession, et cetera, et cetera. Yeah, we try to keep in mind the demographics of all the events that we're attending and we have bilingual staff as well that we use to attend events. We can dig into the analytics through some of our social to see who our interactions are. I don't know if we've done that recently so I'd be more than happy to go back and go through that but we definitely try to make sure that we're equally representing in all that we do. Thank you. And then just one more. It's really just a comment that I know a lot of interest myself included but also at the council level on the low income water rate assistance program so I appreciate the report out on that and would be interested to hear as it moves through what the outcome is that. Thank you. Board Member Watts. So I know firsthand how much work this team does. I was involved in some of these efforts during my internship at the water department and I can say I've seen such an improvement over communication and also diversity in communication. The access to bilingual material has improved greatly and I know that the population that I work with they have been utilizing some of the materials that have been available so I just want to thank the staff for really being able to think about that and I know a lot of the times it comes down to capacity and translation services available in the department and they've made an effort to work on that and I think there's always room for improvement but it's great to see that sometimes we're in a bubble we're all very engaged and involved in the city so I'm sure all of us probably follow the water department on all the social platforms but I've heard from other people when I have my take on the tap or something like oh I've seen that I've seen that truck what is that so there's populations that are not always the ones that are probably calling or engaging that are still that are still recognizing the work that the water department has done and a lot of it has to do with this team and I know communications touches and advocacy touches every department and sometimes I think people don't realize the impact that this type of work has and I just appreciate it and good work. Any other board member questions or comments? Well I think you heard the universal appreciation of this board for all the work that you're doing so we'll look forward to future updates from you and new programs and hope that the partnership with sewer man and what was the other gals name? Wastewater man. Hope it goes well. Thank you. We have no consent items we have one report item that's going to be the up-size and relocate a portion of the Los Alamos trunk and I believe on that one Deputy Director Walton is going to be presenting. Good afternoon. Good afternoon chair Galvin members of the board thank you for having me today. I'm here to discuss a reimbursement agreement for a development that's happening alongside one of our capital improvement projects. We have a capital project that's underway for replacement of the Los Alamos trunk. The replacement of this trunk was identified in our 2014 master plan update. The trunk was installed in the 1950s and it's in poor condition and it's undersized to meet future demands. So the replacement of this trunk, the replacement of this trunk has been scheduled out in four phases in three miles total for the entire project and you can see the three phases or the four phases there. The first phase of the project is from Streamside Drive to Elaine Drive. It's a 5000 linear foot replacement of aging from a concrete pipe to a larger diameter 24-inch PVC pipe. The project is currently in design. It's about 90% complete in design and with an engineer's estimate of about 5 to 6 million and we are anticipating construction beginning in summer of 2020. You can see the approximate location of the trunk there from Streamside to Elaine and crossing Mission Boulevard. As it happens there is a proposed development on the Storage Pro site adjacent to the Los Alamos trunk shown in blue right there. So the proposed Storage Pro 2 development the developer submitted plans in early 2019, early this year for a three-story 30-unit apartment building as well as about a 150,000 square foot self-storage facility. The project is currently in the entitlement process with planning an economic development department and the developer is anticipating beginning construction in spring of 2020. So coinciding with our construction of the Los Alamos trunk beginning in summer of 2020. You can see there the Storage Pro the existing Storage Pro facility there near Mission Boulevard if you're familiar with that just to the west of that is the proposed Storage Pro 2 development site and along the back of the parcel runs the Los Alamos trunk. So construction activities occurring right on top of each other and the impetus of this item today. So our guide to potable water recycle water and wastewater policy was first adopted in 1995 and it's gone through a number of updates which have been subsequently adopted by the board allows for reimbursement for oversized facilities and basically it allows the city to require the developer to install improvements of greater size capacity number or length than would have originally been required for the project. Such improvements could be identified in a general plan master plan as the improvements are in our case were identified in our 2014 master plan for the project area plans or any other benefit that the city might deem important to require the developer to install. We then would reimburse the developer for the cost of installation of the improvements and we would reimburse them for anything above and beyond what would have been originally required for the development. So in this case the developer would not have been required to install any improvements to allow for their development to work they could theoretically just tie into the existing Los Alamos trunk and be fine with their development but because of the potential conflict and construction activities we are seeking to require the developer to install the improvements and we would reimburse the developer for that portion of the work. So instead of us coming through and being in conflict with the developer during their construction trying to accomplish our construction at the same time we would condition the project to install the portion of main that crosses their parcels and then we would come in and tie into the portion of main that the developer constructed. This benefits the city in that it avoids potential conflicts in construction it avoids potential delays if we're working on top of each other we could either delay the developer or the developer could delay our project which would not be ideal additionally requiring the developer to install the improvements we would avoid any rework so if the developer were to go do their project construct their facility and the city came in after the fact to replace the sewer trunk we would have to tear up improvements that they recently constructed and then replace those improvements. Such improvements are paving the way for the development of the project. This is one of the most important landscape features. There is one potential drawback to this approach and that is the potential for increased cost to the city because we are taking on a 5000 linear foot to be replaced by the developer it would likely cost the developer slightly more money than it would cost the city and we would be there for reimbursing the developer for slight increase in cost than it would have cost us but because we're avoiding potential delays we're avoiding conflicts in construction and we're avoiding potential rework those benefits and those costs may kind of balance themselves out. As an alternative to requiring the developer to construct a portion of the improvements we could choose to construct the improvements ourselves and maintain control of the entire construction project. This alternative we could either delay or phase our construction project to coincide with the construction of the developer so avoid constructing the portion of main that crosses the developer's lot until after they are complete with their construction. This would delay our project we would be required to closely coordinate with them as well as would be responsible for any reconstruction of recently installed improvements that the developer may have installed and we do know that they are planning on installing paving, curbing gutter and landscape improvements over the future Los Alamos trunk. We could also attempt to have concurrent construction where we're coordinating construction activities on the same site at the same time again potential for delays and very high likelihood of coordination complexities and potentially the city would be held responsible for delays in the developer's construction. This approach we would maintain control of the entire project and maintain control for the entire 5,000-foot alignment and we could potentially realize cost savings from doing so. That brings us to the recommendation which is to require the developer to construct the improvements and then delegate signature authority to the director of Santa Rosa Water to negotiate and execute a reimbursement agreement for the work. With that I'll open it up for any questions. Thank you, Deputy Director. Board member questions or comments? Board member Dowd? I appreciate the presentation and I completely support your recommendation as I think leads to potential costs increases but I look at it much more as more likelihood there'll be efficiencies that go with this that is not a penalty to our ratepayers so I would move the recommendation that's presented on page 10 of 10. Board member Bannister? It seems like there might be other drawbacks that you didn't discuss but at least in your presentation did you discuss internally just doing the project ourselves before they can start their own construction project and just making that a requirement of the approval of their project that our work is done first? So we did discuss that internally and I'll let Assistant City Attorney Clain answer the legal implications of taking that kind of approach. There's some uncertainty exactly what the city schedule would be ideally we'll start soon but asking the developer to delay the construction of an approved project that's putting off on their part operating their business and I think they're without some further discussion about what that would look like if I were the developer I would have concerns about losing money in the process and that would be something the city would be asking them to do so we did discuss that but we had some concerns about moving in that direction because it's likely that they will be in a position to start before the city would be able to get to that site. You said delaying an approved project not yet approved but it is I think ready to go forward for the entitlement approvals. And we couldn't contingent that approval on us completing the project before their construction starts? I think it could be problematic for that to be the reason why we're delaying their process and I think there could be some financial responsibility on the city's part but we can't move forward with your development and your project until we go forward with ours especially not knowing exactly what our schedule would be and how long the delay would occur again this their development project is their business and we would be telling them that they're not allowed to do their business until we were able to finish our project so that was explored but we had some concerns about that. I always involve a lot of uncertainty and I imagine there's some on theirs as well as our end in terms of timing so I appreciate that concern. Now another concern was there also internal discussions about the complications of having one segment of it built by one contractor and then the outside segments built by the city and any coordination there. Right so yes we are closely working with the design engineer for the developer as well as closely working with our capital projects teams and the design engineers associated with that project we often have public improvements constructed by development we oversee that work we inspect that work we make sure that it's in compliance with our standards and then we accept that work in this particular case written into the agreement will be that city staff and city representatives will be allowed on site to inspect the work and ensure that it is in compliance with city standards. Thank you. Board Member Grable. Yeah to tag on to that and maybe this is you know something that is more common than I know at least in my sort of three year tenure on the board I don't think we've had an issue quite like this that some of the things that I foresee just being a potential issue would be things like the Davis Bacon Act where you have under a publicly funded project you would have prevailing wage requirements obviously our city's requirements for public projects in general under our CIP that's all pretty explicit and not an issue what I think becomes an issue is when you have a subcontractor just making sure that that's is that written into the reimbursement agreement that there's prevailing wage requirements there's a protection to us from being sued under Davis Bacon things like that I just want to make sure that that's what I think so yes in the agreement it is a requirement that they pay prevailing wage for this portion of the work not for the remainder of the development work but for the public improvement portion and Miss McLean if you have anything to add I was just going to say that that is a provision of the reimbursement agreement would be required of the project public portion of the project and you're absolutely correct I think it's a requirement that they pay for the work that they come across very often or we haven't in the last couple of years I can't recall the exact date of the last time we did it but it has been a number of years since we've used this provision of our water wastewater policy but it is explicitly allowed for and for cases similar to that to support the recommendation what I would say going forward is have we also looked at any other undeveloper potentially develop land along the same I mean this is a pretty complex massive project as we kind of saw when it was presented is really complicated and difficult are there any other sites where we could see this being used as precedent for instance to say you know just in terms of our due diligence looking at any other sites where we may encounter this issue and try to get ahead of it I don't know that we've specifically looked at that we absolutely can we do work closely with planning and economic development to make sure that if projects come through on their end we're coordinating projects on our end we did identify this as an issue early on and that is why we're here bringing this item and you know frankly even if something did come through the likelihood that it would be ready for construction by next season would be unlikely I think the uniqueness of this situation and while we do have reimbursement agreements for up sizing and over sizing and that's not uncommon in this case there was already an appending application so we knew that this project was already in the approval process and likely to be entitled at a certain point in time that would conflict with the city's construction schedule, proposed schedule so it's possible that in multiple phases of the Los Alamos sewer trunk line project it could occur I think it's unlikely and again I think the reimbursement process it's very staff is very involved in approving the plans, overseeing the plans also having the costs documented and reviewed for reasonableness so it's actually a burden I think that the developers agree to take on I'm sure that it would be preferred that the city take care of this in time for them to then go forward with their project without being disturbed so what we've got a brand-new pavement brand-new curbing gutter seems like a real inefficiency for both the developer and the city so in these cases we have a guideline that allows us to consider options like this but we're bringing it to the board for consideration now any other board member questions or comments I think we kind of had a motion in a second but we actually have a resolution and make a motion with regards to the resolution, we'll handle it that way. I move approval of the resolution of the Board of Public Utilities to require Storage Pro of Santa Rosa, LLC, to upsize and relocate a portion of the Los Alamos trunk subject to reimbursement by the city for such work and delegate signature authority to the director of Santa Rosa Water to approve a reimbursement agreement and waive the remaining reading of the text. Second. We have a motion by Board Member Dowd, seconded by Board Member Grable to approve the resolution before us. All in favor say aye. Aye. Any opposed? Passes unanimously. Thank you, Deputy Director Walton. Thank you. We now have a public hearing regarding the Public Health Goals Report. I believe Anthony Restad is going to be making the presentation, after which I will open it up for a public hearing. All right, good afternoon, Chairman Galvin, members of the Board. My name is Anthony Restad. I am the Acting Water Quality Supervisor. I'm here to present the required public hearing for the Public Health Goal Report as required by Senate Bill 1307. California Health and Safety Code 116-470 requires public water systems with over 10,000 service connections in which we have over 50,000. Provide a public health go report every three years if any of our water quality measurements exceed the public health goal limit. So this year's report covers years 2016, 17, and 18. So first, I would like to talk about the federal requirements. So federally, we have maximum containment level goals. They're similar to public health goals. They are the federal equivalent to the state public health goals, which I'll talk about in the next slide. The maximum contaminant level goals are set by the US EPA, and they only take into account impacts to public health. They're not required to be met by public water systems. So public health goal limits, they are the state's equivalent to the maximum contaminant level goals set by the EPA. They're set by the California Office of Environmental Health Hazard Assessment. They are also based solely on public health risk considerations, and they are also not enforceable and are not required to be met by any public water system, and those public health goals are what this report is going over. And then we have maximum contaminant levels, which are, again, set by the EPA, and these are the actual legal threshold limit on the amount of a substance that is allowed in our public water system, and these are considered economically and technically feasible to be met. Our public health goals exceedances in those three years mentioned, 2016, 2017, and 2018 were in total coliform and with benzene. The public health goal for total coliform is zero, and the MCL is 5% of our monthly samples. So based on our population, we are required to take a minimum of 120 bacteria samples a month. We usually take around 140. In the three years covered in the report, we have 14 total coliform positives, and as you can see by the table, we were well below the MCL of 5% a month. Also, you can see that most of these positive samples were taken during the winter or wetter months, and weather seems to have an effect on this, and I'll go into that on the next slide. So this is a typical sample station. We have 144 of these located throughout the city, and like I said, around 144 times a month. One of our samplers will open this up. Oops. We'll open this up, disinfect the area, flush it, and then they will then take one of these 100-milliliter sample bottles, which also has sodium thiosulfate in it, which neutralizes the chlorine. They'll remove the lid, fill it up with 100 milliliters of water, and put the lid back on. So during that process, if a speck of dust, if it's raining a raindrop or anything other than the source water goes into the bottle, since the chlorine's been neutralized, it'll come up with a positive coliform test. When we get a positive sample, we have to report it to the state. We have to resample the location itself, five service line connections upstream, five service line connections downstream. And in all the cases listed in the previous table, all the re-samples were negative for E. coli as well as coliform bacteria, which leads us to believe that it was contaminated during the sampling process. Some ways we have tried to prevent this from happening is we've installed, starting installing these pedestal-style sample stations. Not only are they more ergonomically correct for our samplers, it also gets the sample station off the ground to prevent any kind of dirt or anything getting in the sample bottles, and also during like inclement weather, rainy weather, we'll send two samplers with an umbrella just to protect the sample from getting contaminated during that process. The other constituent over the public health goal limit was benzene. The public health goal limit is 0.15 parts per billion, and the maximum contaminant level is one part per billion. So this contamination of benzene obviously occurred during the Tubbs fires of 2017. It was caused by the backflow of burned and melted plastics, soot, ash, and other fire debris entering our water system. So in November of 2017, we issued an advisory. After the source was determined, we replaced all the water components to all 352 properties in the advisory area, as well as all the blow-offs, all the hydrants, and three sections of water main. And then in October of 2018, the advisory was lifted. Since the advisory was lifted, we followed an extensive flushing and monitoring schedule, which included bi-weekly sampling for two months, followed by monthly samples during months three through six, and quarterly sampling, which we are currently doing in months six through 12. All the activities and results are being reported to the state, the Division of Drinking Water, and also shared with the community, and all the results have been non-detect for benzene, which is good. I'm required to notify the State Water Resource Control Board Division of Drinking Water that this meeting was held. It is recommended by the Water Department that the Board of Public Utilities accept and respond to public comment regarding this Public Health Goals Report, and this report can also be found on the city's website. Be happy to answer any questions the board may have. Thank you. At this point, we'll open it up for a public hearing if there's any members of the public that would like to address this item. Please feel free to head to one of the microphones. See nobody rise. I will go ahead and close the public hearing. Any Board Member comments or questions? If not, we need by a motion to accept the report so that it can be submitted to the state. I'll move that we accept the Public Health Goals Report. I will second. Motion by Board Member Watts, seconded by Board Member Banister to approve and accept the report. All in favor say aye. Aye. Any opposed? Passes unanimously with one absence. Two absences, I guess. Thank you very much. Thank you, guys. Next item is public comments on non-agenda matters. See no one rise. We have no referrals, no written communications, any subcommittee reports? Board Member Badenfort. Thank you. The agricultural ad hoc met last week, and I, sorry, I wanted to give a quick report back. Of course, I've lost my place. We met on June 13th, the agricultural formally, the agricultural recycled water users ad hoc, we call the ag ad hoc, met to discuss and give direction on the proposed agricultural recycled water fees. We've been looking at this for more than a year and staff has done a tremendous job. They have been working both with the ad hoc but also with the agricultural recycled water users working group to develop a consistent fee structure and a user agreement for agricultural recycled water. The current staff fee proposal consists of miscellaneous fee per acre foot of water used that would be considered by the board and would be phased in over a multi-year process. We anticipate bringing this back to the agricultural ad hoc. I'm pleased to also report that staff will be working with Sonoma County Farm Bureau to have one final larger engagement meeting and we can expect a formal proposal back to this board in September. Thank you. Any other subcommittee reports? Board Member Dowd. I was teasing our board secretary, Ms. Perez, for sending out the announcements on two subcommittees that I happen to serve on. One is the contract review subcommittee that you chair, Chairman Galvin and then the budget review, which I chair. And since you were picking four dates for each of them, my calendar got really pretty full for about a month. So the contract review subcommittee has been confirmed now. So I'd appreciate the other members of the budget review getting in their dates that they're available so we can begin to clean up our calendars a little. Thank you. Any other subcommittee reports? Any Board Member reports? All right, we will move to the Director's Report. Director Burke. Thank you. I do have a couple things to report to the board. First, in relation to sort of our outreach programs and things we do, we actually have a Dental Amalgam Pollution Prevention Partnership program. The City of Santa Rosa's Environmental Compliance section inspects dental facilities within our service area every three years. And we're looking for compliance with local and federal wastewater discharge regulations as well as required dental facilities specific BMPs, or best management practices. And this inspection by our compliance inspectors includes a visual inspection of the amalgam separator, the vacuum system, proper product use and waste management storage, as well as a review of their paperwork. And in that process, if the inspection shows that they don't have any deficiencies or violations and that their practices and paperwork is all in order, then they qualify as a Dental Amalgam Pollution Prevention Partnership Award recipient. And then we develop a certificate and our chair of the board actually signs those certificates. We have 143 dental office permits in our service area and of those four offices received awards in 2018. And so far in 2019, six offices have received awards. So it's a great program and a great way to recognize those dental offices that are following all the required requirements as well as best management practices. Also wanted to update the board on the process of the activities related to our headwater screens, or sorry, headwork screens. As the board may recall, we had previously reported that two of the Luna treatment plants for headwork screens had failed and sustained significant damage to prevent the possibility of failure to the other two working screens. We took those offline and we are using our bar screens which requires manual cleaning by staff. So very labor-intensive. We have some good news to share. There has been progress this week on that critical maintenance and new chains on one screen has been installed and the screen is expected to be operational by the end of the week, which is great. By having that screen back in operation, this will eliminate the need for the manual cleaning of the bar screens and will free up a lot of labor hours for staff. We also anticipate that the materials to maintain and repair the other screens, the other three, should arrive sometime mid next month. So we're still waiting for those but it's really good news to get that one back in operation. Also just wanted to let the board know, I think it was reported earlier by Ms. Dorotinsky. We have been following the sort of proposal for the water tax very closely. It is good news that there's a different recommendation by the legislature to fund this critical source to help disadvantaged communities with clean water. We have been taking positions both in support of an alternative funding structure as well as an opposition to a water tax. So most recently we had the mayor sign a letter for SB 200 by Senator Monning which was a program that would provide an alternative funding structure for the Safe Water Drinking Fund. And in relation to that, I've recognized that we do do a lot of advocacy and we do try to keep the board up to date. And so going forward, what I talked with the chair about and what we're gonna do is to make sure you're kept aware of all those letters that we do send and work on. We'll start providing those to the board under a written communication going forward. So you'll get copies of all the letters that we work on with the council to provide updates on what's going on with legislation. And then last, I just wanted to give an update on the budget. So on Tuesday, the city council did approve the fiscal year 2019-20 budget. I do again wanna thank the board for taking the time and opportunity to meet with your respective council appointees. It really helped with the Water Department budget. We did not have any questions from the council when the budget was brought forward in front of them for the two-day budget public hearing or budget study session. And then there were no questions at the public hearing on Tuesday. So again, thank you very much to the board. That was really helpful. As part of the approval of the budget, the council also adopted a new organizational structure. And that structure basically creates three portfolio areas that each of those portfolios will be headed by an assistant city manager. So the three portfolio areas are operations and transportation overseen by assistant city manager Jason Nutt, who's in the audience today. Community development and engagement overseen by assistant city manager David Gowan. And internal services overseen by assistant city manager Chuck McBride. In terms of the Water Department, it doesn't affect our structure per se. Our structure pretty much will stay the same, but now the Water Department will be in the operations and transportation portfolio. And we will be reporting up through assistant city manager Jason Nutt. And I think this is really gonna help with some efficiencies and being able to get maybe more streamlined answers and responses in terms of working with the city manager's office. In addition to this sort of new reporting structure over the coming year, we will be working with the city manager's office regarding a new city-wide reporting structure for the marketing and outreach teams. So we're gonna be working together to see what that new structure might be and how that would be put into place. And that is my report. I'm happy to answer any questions and I'm sure if you have any questions for our new assistant city manager, he'd be happy to answer as well. Thank you and we're happy to have Mr. Nutt being involved with us. We hope to see you at many of our board meetings and we look forward to your input and helping you help us communicate to the city manager and do our job and help you do yours. So any questions for the director? Hearing none, our next item is a closed session assistant city attorney McLean. We will adjourn, I believe, to the mayor's conference room for our closed session. Item 15.1, existing litigation and case name stated in the agenda. Thank you. We will head up to the mayor's conference room.