Message from the Group Manager |
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As we are now in the home stretch of 2020, I can’t help but reflect on one of the most challenging years that we’ve faced. Of course, the COVID-19 pandemic has changed all our lives and how we work. But we have also seen other challenges such as wildfires, earthquakes, pipeline leaks, and an extreme heat emergency that led to major operational changes to help the state though a power emergency this summer. Through it all, I’m proud to say that our Team faced these challenges head on, and was able to adapt, plan, and problem-solve our way to what will be an extremely successful year for Metropolitan operations. In fact, despite a low 20% State Water Project allocation, we added to the record storage from 2019 and will be ending 2020 with 3.2 million acre-feet in dry-year storage— a new record! This is just one accomplishment that reflects the commitment of our Team to meet Metropolitan’s mission even in an extraordinary year.
I am truly impressed by the resolve and creativity of our Team. Please take the time to reflect on your tremendous accomplishments this past year. We certainly have some tough months ahead, including managing a busy shutdown season during a period when COVID-19 cases in the region are high. But I have no doubt that we will continue to work together to solve any challenge we face. Thank you for all your contributions this year to keep up Metropolitan’s reputation of safety and reliability.
I wish you and your families a happy and healthy holiday season.
Recent Memos to All WSO Employees
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Safety comes first with all work done in WSO, with a goal of zero injuries. Work in the field has inherent hazards that are multiplied during shutdowns. Shutdown work can be particularly hazardous with unique and complex activities, along with tight schedules. This includes working with hazardous chemicals, in confined spaces, and around heavy equipment. To prevent injuries, we continually evaluate and reinforce proper controls, equipment, and practices.
During shutdown season, we do the critical work needed to maintain and refurbish Metropolitan’s aging infrastructure and systems, ensuring our track record of delivering reliable, high-quality water continues long into the future. The first step to help ensure employee safety is in the planning stage while developing the Shutdown Plan, including the Shutdown Safety Plan. The Job Safety Hazard Checklist (JSH) is used to identify the following:
- Hazards based on tasks to be performed
- Personal protective equipment needed
- Training and medical requirements for employees performing the tasks
- Specialized safety equipment like scaffolds, fall protection, and aerial work platforms needed
The completed JSH checklist is also used to identify procedures, plans, and other controls to help ensure employees complete the shutdown with no injuries. An open exchange of ideas is critical to ensure all issues are discussed and effective controls are in place. Any changes to the Shutdown Plan, Safety Plan, and/or other preventive measures should occur at shift changes so adjustments can be made in a timely manner. At no time should trying to meet a shutdown schedule compromise safety.
Additional safety measures are required this shutdown season. We’ve developed a new COVID-19 Safety Talk and COVID-19 Prevention Plan template that provides measures to prevent the occurrence and spread of COVID-19 during shutdowns to protect all employees, contractors, and visitors.
Staying vigilant and keeping safety at the top of mind will help ensure a safe and healthy shutdown season.
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The Perris Pumpback facility is key to our reliability when the State Water Project flow from the east branch through Devil Canyon is not available or when SWP supplies are low during drought. Recently, a shutdown was completed to install pipe reinforcements at the facility to ultimately increase pumping capacity when delivering water from Lake Perris to the Mills plant. The 36-day planned shutdown was completed 12 days ahead of schedule.
While planning for the shutdown, WSO (involving MSU, CSU, C&D, SRS, WOP, and others) and Engineering Services staff had many meetings to discuss innovative design concepts, value engineering, and constructability of pipe reinforcements. Even during early planning stages, all parties were highly invested in the project’s success. Click here to learn more on how this work was done, along with photos of our staff working during this shutdown.
Recent and Upcoming Shutdowns
- Dec 6 – 15: San Diego Pipelines 1 and 2 – Inspection of Rainbow Tunnel
- Dec 7 - 18: Rialto Pipeline – Support DWR shutdown and PCCP inspection
- Jan 19 - 21: Box Springs Feeder/Mills Plant - Support DWR’s Santa Ana Valley Pipeline Shutdown
- Jan 25 - Feb 3: Eagle Rock Lateral – Replace Service Connection LA-17B flowmeter
- Feb 2 -26: Colorado River Aqueduct – Perform CIP and O&M activities
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Presentations and Reports |
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Keep checking our WSO YouTube Channel for noteworthy presentations recently given by your fellow WSO colleagues to our Board. We’re also using the channel to post other videos that you may find interesting.
Our latest additions to the channel:
Statewide Power Emergency Response Update: In September, Group Manager Brent Yamasaki updated the E&O Committee on Metropolitan’s Statewide Power Emergency Response as a result of the extreme heat event in mid-August.
WSO Manager E&O Reports: Each month, a brief report is given to the E&O committee on current operational issues and topics. Click here for the September, October, and November WSO Manager reports.
COVID-19 Innovation Hour: In September, Group Manager Brent Yamasaki joined other Metropolitan managers to share experiences on how Metropolitan innovated in response to the pandemic. Click here for this engaging panel discussion.
Regional Recycled Water Program – Workshop #2: In October, a workshop was held with the E&O Committee to discuss institutional and financial considerations for the RRWP. COO Deven Upadhyay along with staff from ESG and WRM presented this information that led to a Board action in November to proceed with environmental review of this important program for future water supply reliability.
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Key Reports and Plans
Energy Sustainability Plan: The Energy Sustainability Plan is now complete and provides a roadmap of potential projects and initiatives to contain energy costs, increase operational reliability and flexibility, and move Metropolitan towards energy independence and sustainability.
WSO Business Plan (FY 2020/21): The WSO Business Plan is our strategic guide of objectives and actions that WSO is focusing on this year to continue meeting our mission of safe and reliable water deliveries. The plan is centered around the GM’s three strategic priorities of Resiliency, Sustainability, and Innovation.
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Fleet Services Unit’s 41 employees support Metropolitan’s sizeable service area, including the CRA. Led by Eric Brown, the unit is comprised of the East, West, and Desert teams, along with managers/staff that support administration of the unit. Fleet oversees nearly 1,800 assets with an original value of $48 million. The unit maintains 11 service center garage locations and two aircraft for flight operations throughout the service area and beyond-- performing maintenance, emergency repairs, emissions testing, fuel services, and most recently sanitization of cars, trucks, and other vehicles. Overall, Fleet performs over 8,000 preventative or corrective repairs on Metropolitan assets every year.
Click here to learn more on how Fleet manages its equipment and responded to the pandemic.
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The La Verne Shops provide manufacturing, coating, valve, and dive services for Metropolitan, member agencies, DWR, and other public agencies. This vast in-house talent often generates innovative ideas to fix urgent problems, even when design drawings don’t exist. This was the case recently when investigating a leak at service connection CB-01 on the Upper Feeder.
A leak was discovered on a 24-inch butterfly valve. While formulating a repair plan, a second leak developed on the high-pressure side of the valve when a 2-inch fitting broke off due to heavy corrosion. This soon flooded the structure and divers rapidly moved into action to temporarily stop the leak while a permanent solution could be developed. With creativity and problem-solving skills, the divers used parts they quickly purchased from local stores and used a GoPro camera to inspect the vault in a submerged condition.
Staff across WSO (MSU, C&D–Western Unit, CSU, SRS and others) and Engineering Services quickly coordinated on a plan of attack. How did they handle this challenging repair? Click here to learn more.
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Check out the employees recently coming into the group (since September 2020), along with those employees retiring after a successful career at Metropolitan.
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New Hires – Click here to see employees new to Metropolitan within WSO
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Transfer Hires – Click here to see existing Metropolitan employees new to WSO
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Retirements – Click here to see WSO employees that have recently completed, or are soon to complete, their Metropolitan careers.
Please reach out to these fellow WSO employees to say hello or goodbye and congratulations for their achievements at Metropolitan!
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Calling all puzzle enthusiasts! We know WSO likes to problem solve, here’s a word scramble for you to apply your skills. Unscramble the words below. All the words can be found somewhere in this WSO Pipeline issue.
· LAANISBUSTTYII
· UOZADHASR MCIHSLCEA
· EILDV YACNNO
· DGASNCFIFLO
· BOLTLAOIOCNRA
Email your answers to WSOExchange@mwd2ho.com. The first three WSO employees to submit correct answers will win a $20 Amazon gift card!
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FACT: Control Systems Team Manager Chuck Lane trained Group Manager Brent Yamasaki in 1992 to operate Metropolitan’s desalination pilot demonstration plant in Huntington Beach. Chuck designed, built and programmed the automated control system for the pilot project that was used to test thermal distillation processes for a potential full-size desalination plant that ultimately was never built.
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FLASHBACK: As a child, Mills Control Systems Team Manager Chuck Lane moved to Murrieta just across the valley from Lake Skinner. Chuck recalls hearing the blasting for the dam construction at Lake Skinner. Fifteen years later, Chuck joined Metropolitan as an electrician at the Skinner plant with aspirations of becoming an engineer. A fellow Metropolitan employee encouraged him to look around the organization and figure out his career path to work towards that goal. Four years later, Chuck reached that goal and became a control systems technician and then eventually a Control Systems engineer working on the Metropolitan SCADA system. After 34 years of dedicated service, Chuck is leaving the Metropolitan family at the end of the year and has a message for his peers: “The encouragement I received I would like to pass on to others. Metropolitan has many opportunities-- if you work hard and continue taking on challenges and learning, you will be able to attain your goals in due time.”
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Fun Special thanks to the following contributors for this issue of the WSO Pipeline:
Safety Moment – Dan Guillory; Shutdowns – Mehdi Jalali, Arman Motavvef, Dean Rusin, Matthew Parry, Scott Reierson, and Eron Villa; WSO Spotlight – Eric Brown;
WSO Innovates – Silvia Perez; Fun Facts and Flashbacks – Chuck Lane
Of course, the stories described in this issue would not be possible without the teamwork and dedication of everyone in WSO.
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CONTACT US
We’re always looking for energetic and creative staff who want to be involved in newsletter content. Please contact us at WSOExchange@mwd2ho.com if you’d like to be part of that team.
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