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John Boisvert, P.E. Chief Engineer July 27, 2012 7/27/12Engineering Division1.

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Presentation on theme: "John Boisvert, P.E. Chief Engineer July 27, 2012 7/27/12Engineering Division1."— Presentation transcript:

1 John Boisvert, P.E. Chief Engineer July 27, /27/12Engineering Division1

2 Engineering Who we are What we do Budget & Revenues Efficiency and Effectiveness Engineering and the Strategic Plan Initiatives Strengths, Weaknesses, Opportunities and Threats (SWOT) Questions 7/27/12Engineering Division2

3 John Boisvert, P.E. Chief Engineer Experience Pennichuck Water Works 2006 – Present: Chief Engineer Weston & Sampson Engineers 2000 – 2006: Team Leader – Water Resources Layne Christensen Co – 2000: N.E. Manager - Geosciences Division Hydro Group, Inc – 1998: Project Manager Hoyle, Tanner, & Associates 1992 – 1994: Project Manager Civil Consultants, Inc – 1989: Project Engineer Underwood Engineers, Inc – 1986: Project Engineer Education BS Civil Engineering - University of NH 1985 Masters of Studies in Environmental Law – Vermont Law School 1990 MS Civil Engineering – University of NH 1992 Education non-Degree Leadership New Hampshire Class of 2010 Memberships AWWA/NEWWA Member: NEWWA Sustainability Committee NHWWA Member: NHWWA Legislative Committee NHBIA Member: NHBIA Environmental Committee Government Member - NH Legislature Water Infrastructure Sustainable Funding Commission Member - Governor Lynch’s NH Water Sustainability Commission Chairman, Stratham Public Works Commission Licenses Professional Engineer – New Hampshire and Maine Civic/Volunteer Board Member & Coach: Exeter Youth Soccer Association Coach: Stratham Youth Soccer Association 7/27/12Engineering Division3

4 Engineering: Who We Are Staff MemberTitleYears with Pennichuck Rich PhilbrookMgr. Engineering Services 43 Paul DubowikInspector 20 John GureckisInspector 30 David LevasseurCAD Technician/Inspector 11 Eric LevesqueCAD Technician 8 Maurene PepinCAD Technician 2 Kelley MurphyAdministrative Assistant 11 Pete TedderDistribution Engineer 26 Total Years: 151 7/27/12Engineering Division4

5 Engineering: What We Do Capital Projects Plan, design, permit, and oversee construction of capital projects Technical and Administrative support to: Internal Clients Distribution & Operations  Finance Water Supply & Treatment  Administration Customer Service External Clients Customers  Developers Engineers  Government Contractors Consultant Management 7/27/12Engineering Division5

6 Use of Consultants Where we lack expertise and experience Technical Hydrogeology, Land Surveying, Structural Engineering, Electrical Engineering Special Projects Treatment Asset Management Pipeline condition assessment Where we lack time and staff Environmental Permits & Reporting Cross connection surveys Where the activity is limited and infrequent Wetlands & Shoreland Permitting 7/27/12Engineering Division6

7 Future Staffing Considerations GIS Specialist “Re-tooling” of existing CAD Technicians GIS, GPS, and other evolving technologies Special Projects Engineer (previously funded position) Water Supply, Treatment, and Environmental Field Inspector 7/27/12Engineering Division7

8 Engineering: Budget and Revenues 2011 Category Direct Expenses and Revenues 2011 Direct Expenses and Revenues 2012 (Budget)* Labor & Benefits $877,461$860,000 Expenses (Equipment & Supplies) $29,330$34,100 Total Budget $906,791$894,100 Less Inspection Fees Collected $27,089 $30,000 Less Other Fees (Main Extensions, Flow Tests…) Collected $143,463 $40,000 Total (Rate Supported) $736,239 $824,100 Less Capitalized Labor (Design & Inspection) $282,928 $300,000 Remaining Non-Capitalized/Non-Fee supported Labor and Expenses (Net engineering Expense) $453,331 $524,100 7/27/12Engineering Division8

9 Engineering: Efficiency and Effectiveness CategoryValue (2011) Capital Projects Construction/Contractor Costs $3,720,924 Capitalized Labor (Design & Inspection) $282,928 Engineering and Inspection as a Percent of Construction 7.60% Number of Capital Project Work Orders 58 Average Project Cost $64,144 7/27/12Engineering Division9

10 Engineering: Non-Capitalized and Non-Fee Supported Expenses Net Engineering Expense (2011): $453,331 What does it support? Water Supply Distribution Customer Service Finance How? 7/27/12Engineering Division10

11 How: Water Supply Source assessment (wells) Pump design Treatment: design & technical support Permitting Watershed Management 7/27/12Engineering Division11

12 How: Distribution Mapping Customer response Technical support Cross connection surveys (in house and consultants) Meter sizing Fire Flows for Hydrant Coding GIS Support 7/27/12Engineering Division12

13 How: Customer Service New customer initiation Application, sizing, inspection, fee collection & processing Cross connection review Pressure complaints Project information 7/27/12Engineering Division13

14 How: Finance Fixed assets – Main Pipe Inventory Asset additions and retirements Fee processing Capital planning Rate Case testimony and support Invoice approval and coding 7/27/12Engineering Division14

15 Engineering and the Strategic Plan 7/27/12Engineering Division15

16 Strategy #1 Protect and Sustain our Water Resources Strategic Plan Engineering’s Role Maintain ownership of watershed land and well head properties Continue investment in the Company’s watershed plan Promote water conservation Educate communities regarding the location and value of watersheds. Work with communities to develop local zoning that protects our water sources Mapping Monitoring (quantity/level) Stormwater improvement and enhancement Public Education 7/27/12Engineering Division16

17 Strategy #3 Maintain Fiscally Sound Operating Practices that Enhance Access to Long-Term Capital Markets Strategic Plan Engineering’s Role Work with Public Utilities Commission to establish a rate making structure that allows fiscal stability through periods of regulatory lag, inclement weather and increased operating costs Continued evaluation and enhancement of fiscal operations to maximize bond ratings Identify lowest possible cost source of long-term bonding necessary to fund capital expenditures Provide technical support Ensure that the risk of aging infrastructure assessed and minimized Ensure that the long term capital plan is technically and financially feasible and documented Follow least cost planning principles 7/27/12Engineering Division17

18 Strategy #4 Maintain Customer Confidence and Support Strategic Plan Engineering’s Role Maintain 100% compliance with all New Hampshire Public Utilities Commission rules and regulations Maintain service level of less than 1% of customer complaints resolved without intervention from the New Hampshire Public Utilities Commission Communicate customer service initiatives and promote customer education through our website, customer mailings and community meetings Maintain skilled analysis of customer meter reading and fees to ensure timely and accurate billings Competitive bidding and procurement Seek efficient project delivery Communicate capital initiatives to our customers Apply company policies and technical standards fairly and consistently 7/27/12Engineering Division18

19 Strategy #6 Meet Customer Expectations for Quantity and Quality of Water Strategic Plan Engineering’s Role Invest in and maintain water treatment equipment that insures 100% compliance with the Safe Drinking Water Act’s primary water quality standards Invest in and maintain water treatment equipment that addresses secondary or aesthetic water quality standards Invest in and maintain water supply facilities that ensure delivery of water pressure within established State and Local guidelines Maintain in-house technical expertise Manage outside consultants Source evaluation and monitoring Design services Planning for: Efficient use of assets and resources Source redundancy and security 7/27/12Engineering Division19

20 Strategy #7 Manage the Company’s Assets to Provide Cost Effective, Uninterrupted Provision of Water Service Strategic Plan Engineering’s Role Implement an Asset Management plan to optimize the maintenance and replacement of the Company’s assets to minimize their life cycle costs Invest in information technology to efficiently allow employees to interface with operating systems in order to enhance the operation of the distribution, customer service and financial organizations Invest in sustainable (green) technologies that lower life cycle expenses Maintain unaccounted for water at less than 15% Lead Asset Management and Capital Planning Initiative Implement GIS Evaluate alternative energy opportunities to power our facilities Make efficiency a design priority 7/27/12Engineering Division20

21 Moving Forward: Initiatives Asset Management GIS Planning for: Increased asset utilization Redundancy and security 7/27/12Engineering Division21

22 Engineering: Strengths, Weaknesses, Opportunities, and Threats STRENGTHS Staff: Experienced, knowledgeable, customer focused, cross trained and longevity Good buried asset inventory Engineering Manager that can focus on the day to day Chief Engineer that can devote time to long range planning Company/Engineering has a strong regulatory and legislative presence Well respected by our regulators, the NHDES, NHPUC and EPA Willingness to engage in public forums (Merrimack River Watershed, NH & NEWWA, Regional Planning Commissions, Local Economic Development Commissions, etc.) 7/27/12Engineering Division22

23 Engineering: Strengths, Weaknesses, Opportunities, and Threats WEAKNESSES Systems to project data and information to our customers are out step with current delivery applications Data retrieval systems are not user friendly Time reporting and timesheet structure does not allow for analysis and assessment Difficult to assess goal and objective attainment Engineering map & drawing files are not consistent with Distribution Long range planning was a low priority – need to catch up Staff shortage – GIS, Water Supply (Special Projects) Engineer, Inspector Lack condition assessment tools for buried infrastructure 7/27/12Engineering Division23

24 Engineering: Strengths, Weaknesses, Opportunities, and Threats OPPORTUNITIES Asset Management (to be presented at a future meeting) Initiate a transition to GIS based mapping, design and information delivery Allow for company wide access, use, and participation GPS City utility projects offer an opportunity to partner with the City on water main replacement projects Remain engaged in public activities (State and regional planning) 7/27/12Engineering Division24

25 Engineering: Strengths, Weaknesses, Opportunities and Threats THREATS Untimely staff departure would result in a loss of institutional knowledge Aging infrastructure Downward pressure on rates Lack of task/activity variation Capital water main replacement program may not align with City utility projects reducing partnering opportunities in the future 7/27/12Engineering Division25

26 Questions? 7/27/12Engineering Division26


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