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THE METROPOLITAN WATER DISTRICT OF SALT LAKE & SANDY Annual Report for January to December 2019

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Big horn sheep at Point of the Mountain Water Treatment Plant

June 17, 2019

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CONTENTS

Title Page

List of Abbreviations…………………………………………………………………. 4

About Metropolitan Water District of Salt Lake & Sandy…………………………… 6

Board of Trustees……………………………………………………………………... 7

Board Committees……………………………………………………………………. 8

Staff…………………………………………………………………………………… 9

General Manager’s Message………………………………………………………… 12

Administration…………………………………………………………………….… 13

Financials………………………………………………………………………….… 14

Water Supply……………………………………………………………………...… 15

Operations…………………………………………………………………………… 16

Engineering and Maintenance…………………………………………………….… 18

Information Services……………………………………………………………...… 22

Environmental Services Laboratory………………………………………………… 24

Human Resources…………………………………………………………………… 26

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LIST OF ABBREVIATIONS

Abbreviation Term

AGM

BC

District

E-Mod

GM

HAB

HR

IS

JVWTP

LC

LCWTP

Member Cities

MGD

NELAP

PC/S

POMA

POMWTP

PRA

PRWUA

SCADA

SLA

UOSH

Assistant General Manager

Big Cottonwood

Metropolitan Water District of Salt Lake & Sandy

Experience Modifier

General Manager

Harmful algal bloom

Human Resources

Information Services

Jordan Valley Water Treatment Plant

Little Cottonwood

Little Cottonwood Water Treatment Plant

Salt Lake City and Sandy City

Million Gallons per Day

National Environmental Lab Accreditation Program

Process Control/Supervisory Control and Data Acquisition

Point of the Mountain Aqueduct

Point of the Mountain Water Treatment Plant

Provo River Aqueduct

Provo River Water Users Association

Supervisory Control and Data Acquisition

Salt Lake Aqueduct

Utah Occupational Safety & Health

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Duchesne Tunnel

October 2, 2019

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About Metropolitan Water District

of Salt Lake & Sandy

C reated in 1935, the Metropolitan Water District of Salt Lake & Sandy is a nonprofit

government entity committed to treating and distributing long-range supplemental drink-

ing water supplies to its member cities. The District is governed by a seven member board,

five of which are appointed by Salt Lake City Council and two by Sandy City Council.

The District owns shares of Provo River Water Users Association (PRWUA) stock

which allows the District to obtain Provo River Project water from the Deer Creek Reser-

voir in Wasatch County. Water treated by the District also comes from Jordanelle Reser-

voir via the District’s Central Utah Project petition. A portion of the flow from the Ontario

Drain Tunnel also contributes to District water supplies. This water, which flows from old

mine workings in Park City area, is treated by Jordanelle Special Service District before a

portion flows into Jordanelle Reservoir. Lastly, the District also treats water from Little

Cottonwood (LC) Creek.

Water from these sources flows into the Little Cottonwood Water Treatment Plant

(LCWTP), Point of the Mountain Water Treatment Plant (POMWTP), and/or Jordan Val-

ley Water Treatment Plant (JVWTP) via the Salt Lake Aqueduct (SLA), the Provo River

Aqueduct (PRA), and/or the Jordan Aqueduct System. The water is then distributed to the

member cities after treatment.

On average, the District provides approximately 35% to 50% of the drinking water

necessary for Salt Lake City, and roughly 50% to 75% of Sandy City’s drinking water

needs. In treating and distributing water to its member cities, the District achieves its mis-

sion of “providing high quality water and reliable services to [its] customers in a safe,

timely, economical, and environmentally sensitive manner” and “promot[ing] the wise,

long term, and sustainable use of water resources… [The District] accomplish[es] this by

effectively managing valuable resources, utilizing practical technologies, and providing

employees with opportunities for growth and achievement.”

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BOARD OF TRUSTEES

Top row, left: John Kirkham, Tom Godfrey, Don Milne, John Mabey

Bottom row, left: Joan Degiorgio, Cindy Cromer, Pat Comarell

January 2019—December 2019

Chair………………………………………………………… Tom Godfrey, Salt Lake City

Vice Chair…………………...………………………...…… Donald Y. Milne, Sandy City

Secretary…………………………………………….. ….Patricia Comarell, Salt Lake City

Trustee…………………………………………………… ..Joan Degiorgio, Salt Lake City

Trustee………………………………………..……….… …..John S. Kirkham, Sandy City

Trustee………………………………………………….John H. Mabey, Jr., Salt Lake City

Trustee………………………………………………..……..Cindy Cromer, Salt Lake City

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BOARD OF TRUSTEES

Members of Standing Committees

ENGINEERING COMMITTEE Chair……………………………………………………………………….…….Don Milne

Member………………………………………………………………..…….….John Mabey

Member………………………………………………………….…………..Joan Degiorgio

ENVIRONMENTAL COMMITTEE

Chair……………………………………………………………………..….Joan Degiorgio

Member………………………………………………………………..….….Cindy Cromer

Member………………………………………………………….…………….Tom Godfrey

EXECUTIVE COMMITTEE Chair…………………………………………………………………….…….Tom Godfrey

Vice Chair……………………………………………………………..……..….Don Milne

Secretary………………………………………………………….……..…….Pat Comarell

FINANCE COMMITTEE

Chair………………………………………………………………………….John Kirkham

Member………………………………………………………………..……..….Don Milne

Member………………………………………………………….…………….Pat Comarell

MANAGEMENT ADVISORY COMMITTEE Chair……………………………………………………………………...…….John Mabey

Member………………………………………………………………..…..….Tom Godfrey

Member………………………………………………………….…………….Pat Comarell

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STAFF

EXECUTIVE MANAGEMENT General Manager……………………………………………………… …….Mike DeVries

Assistant General Manager…………………………………………… ….Annalee Munsey

Assistant General Manager Engineering & Maintenance Manager……….. Wayne Winsor

ADMINISTRATION

Environmental Services Specialist…………………………………………. .Eric Sorensen

HR Program Manager/Clerk…………………………………………...… .Sonya Shepherd

Accountant…………………………………………………………………….…Josh Croft

Executive Assistant……………………………………………………..… Breana Jackson

ENGINEERING Engineering Supervisor……………………………………….,…… …….....Ammon Allen

Engineer II………………………………………………………….… …….Gardner Olson

Engineer II…………………………………………………………...… ….Augusto Robles

Engineer I…………………………………………………………………. …...Steve Slack

Aqueduct Inspector………………………………………………………… …..Jon Jeffries

Aqueduct Inspector………………………………………………...…….… Troy Simmons

Aqueduct Inspector………………………………………………..……….. ..Terry Worley

INFORMATION SERVICES

Information Services Manager………………………………………... ........Ryan Nicholes

IT Supervisor………………………………………………………..… …….Darin Klemin

Instrumentation and Electrical Supervisor......………………………................Scot Collier

SCADA Systems Administrator…………………………………… …………...Jared Rose

Senior Systems Administrator…………………………………..….........Michael Whiteley

SCADA Analyst………………………………………….……… ………...Russell Brusch

IT Analyst………………………………………………….……….… ….….Chrystle Poss

I&E Systems Integration Specialist……………………………….............Bryan Montague

Journeyman Electrician………………………………...…….…………………Mike Hone

Control System Tech……………………………….…………………………Gordon Cook

Control System Tech…………………………….…………….… ………………Ken Fritz

Control System Tech…………………………………………….… …..……Alex Reidling

LABORATORY Laboratory Manager………………………………………….………...……Claudia Bauleth

As of December 31, 2019

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STAFF cont. Laboratory Supervisor…………………………………….……..…..………….Jeff Matheson

Chemist…………………………………………………………………..……Colin Hirayama

Chemist…………………………………………….………………….……...……Josie Taber

Lab Technician…………………………………………….……..……..………Holly Huntley

MAINTENANCE

Maintenance Supervisor……………………………………………………….Duane Mitchell

Facilities Supervisor……………………………………………………………….Lynn Coon

Warehouse Administrator……………………………………………………..Fred Strickland

Maintenance Lead…………………………………………………………………..Ky Neves

Maintenance Lead………………………………………………………………..Matt Marcek

Maintenance Tech III…………………………………………………………….Blake Burch

Maintenance Tech III……………………………………………………………….Hal Miller

Maintenance Tech III………………………………………………………….Jonathan Peters

Maintenance Tech III…………………………………………………………….Ricky Velez

Maintenance Tech II…………………………………………………………...Michael Carter

Maintenance Tech II………………………………………………................Jeff T. Matheson

Maintenance Tech II………………………………………………..........................Joey Luna

Maintenance Tech II………………………………………………................Tom Williamson

Maintenance Tech II………………………………………………................Taylor Workman

Maintenance Tech II……………………………………………….....................Blake Bowles

Maintenance Tech II……………………………………………….....................Mac Ericksen

Maintenance Tech II……………………………………………….............Brandon Rodeback

Maintenance Tech I…………………………………………………………….Dylan Jackson

Maintenance Tech I……………………………………………………………...Brady Taylor

OPERATIONS

Operations Manager…………………………………..………………………..Matthew Tietje

Assistant Operations Manager……………………………...…………………..Nathan Scown

Water System Operator……………………………………..…………………..Jimmy Cappo

Water System Operator……………………………………..…………………..Bret Goodwin

Water System Operator…………………………………..……………………….Jake McGill

Water System Operator……………………….…………………………………..Brice Meier

Water System Operator…………………………………………………….Orlando Montoya

Water System Operator………………………………….…………………………Ron Payne

Water System Operator…………………………………………………………Michael Reese

Water System Operator……………..…………………………………………..Andy Reidling

Water System Operator…………………..………………………………………Mark Sarvela

Water System Operator………………….…………………………………………….Pat Tom

LEGAL COUNSEL

Snow Christensen & Martineau………………………………………………..Shawn Draney

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Duchesne Tunnel

October 2, 2019

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General Manager’s Message Michael J. DeVries

O ur ongoing commitment to “providing high quality water and reliable services to our customers

in a safe, timely, economical, and environmentally sensitive manner” is at the forefront of all District

decisions. This commitment is also evident in the consistent, dedicated work of our staff and Board

and is reflected in the many noteworthy accomplishments of 2019. This annual report highlights some

of those noteworthy accomplishments.

Providing high quality water is a top priority for the District. In 2019, the District’s Little Cot-

tonwood Water Treatment Plant was voted by its peers to have the “Best Surface Water” and “Best

Overall” tasting drinking water in the state. We are proud of this accomplishment and know it’s due to

the persistent efforts of many District staff.

After the challenges of a very dry and hot 2018, we welcomed a wet and cooler 2019. In fact,

Salt Lake City finished 2019 with the second wettest spring in recorded history. The healthy snowpack

resulted in a positive water supply outlook with reservoirs reaching capacity levels. The District’s

largest water source is Deer Creek Reservoir and it was reported to be 90 percent full at the end of the

year (December 2019). While the 2019 water year was healthy, water supply and demand typically

fluctuates from one year to the next. In 2019, the District updated its Supply and Demand Master Plan

and completed an accompanying Facilities Demand Analysis. These documents, in conjunction with an

updated Master Plan for capital improvements, will help us plan for and ensure reliable drinking water

supplies for our member cities through the year 2060.

This past year, we continued to look for ways to provide our services in a more economical

manner. For instance, the District partnered with Rocky Mountain Power to identify ways to become

more energy efficient and thus conserve energy. During an 18 month period, we achieved noteworthy

energy savings. An estimated 2,992,038 KWh was saved, the equivalent of providing power to 273

households annually. This resulted in estimated power cost savings of over $134,000. The District also

looked for bond refunding opportunities that would result in savings on debt obligations. In 2019, a

portion of the District’s 2012A bonds were refunded, resulting in a net present value savings of $2.3

million and an average annual cash flow savings of $168,000.

The District also participated in efforts to preserve and protect the watershed. As a member of

the Provo River Watershed Council (PRWC), the District supported the PRWC’s work to ensure “high

quality water for all users and to meet designated beneficial uses in the Provo River Watershed.” De-

velopment in this watershed was monitored closely by the District and the PRWC. The District contin-

ued to monitor for and respond to harmful algal blooms (HABs) in Deer Creek and Jordanelle reser-

voirs through a cooperative effort with the PRWC. The District also supported the state’s efforts to

monitor for and prevent the spread of quagga mussels to Deer Creek and Jordanelle reservoirs.

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Administration

T District’s Safety Program

he District’s dedication to providing a safe work environment made promoting a promi-

nent safety culture a top priority in 2019. Monthly training meetings have always focused on

safety and most of the safety topics are taught by employees. In addition, the District’s Safety

Committee, comprised of five employees representing different departments, proposed multiple

new safety initiatives in 2019. First was an employee safety survey which evaluated the District’s

safety leadership, processes, participation, policies and comprehensive safety. Overall, 98% of

the employees believe the District is truly committed to the health and safety of employees.

The second initiative was to invite Utah Occupational Safety & Health (UOSH) to con-

duct an on-site inspection of the LCWTP. The UOSH consultant completed an inspection and

assessment of the District’s safety and health program. The District was recognized for its best

practices and received an overall score of 2.95 out of three. The comprehensive walk-through of

the plant was a great learning and training experience for staff.

Thirdly, the committee proposed changes to the District’s safety glasses program. The

new program allowed for employees to choose glasses and/or goggles from a wide selection of

glasses with a variety of features. All of these safety practices support the overall safety culture at

the District. The current experience modifier (E-Mod), which reflects this strong safety culture, is

a result of those efforts and the goal is to continue improving upon a successful 2019 year.

District Tours

In 2019, the District provided over 30 tours of the treatment plants and reservoirs. From

students and youth groups, to neighbors and employees of other water agencies, tours have

ranged from one guest to the 374 guests that attended the Terminal Reservoir Open House. All

departments have participated in staffing for the tours, mostly dependent on the tour group’s

learning focus. For example, the District’s engineering department guided a tour in October for a

group of Cub Scouts looking to learn about careers in Engineering. Providing such tours allows

for community outreach and promotes public education about water, water treatment, and water-

shed protection.

Similar to many public employers, we are challenged with attracting and retaining talent in a

competitive marketplace. Finding the right balance of compensation and benefits was a focus in 2019.

Wellness program incentives, safety initiatives, skill-based pay opportunities, and other programs

supported our goal to retain and develop the 69 employees that support the District’s mission. With a

team of talented employees, the District was able to meet the challenges of 2019 and we look for-

ward, with optimism, to 2020 and beyond.

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T Financials

he District’s revenue is a combination of water sales, property taxes, and capital assessments. Assess-

ments for new capacity and water supply are paid via retail rates imposed by the member cities. Property taxes

are levied to properties in Salt Lake City and Sandy City. No property tax is levied to properties in non-member

cities or unincorporated areas.

Balance Sheet Summary for fiscal years ended June 30th

2019 2018 2017

Assets

Current $209,457,817 $201,405,222 $197,769,300

Capital Assets $341,143,996 $347,387,933 $351,170,501

Deferred outflow of resources $24,400,936 $21,630,646 $26,177,635

Total assets and deferred outflow of resources $575,002,749 $570,423,801 $575,117,436

Liabilities & Net Assets

Current Liabilities $13,106,159 $14,143,022 $15,875,055

Long-term Liabilities $246,909,316 $251,289,529 $264,446,395

Deferred inflow of resources $103,010 $1,229,621 $373,390

Fund Net Assets $314,884,264 $303,761,629 $294,422,596

Total Liabilities & Net Assets $575,002,749 $570,423,801 $575,117,436

Income Statement for fiscal years ended June 30th

2019 2018 2017

Revenues

Water Sales $21,910,716 $21,272,534 $20,259,556

Water Treatment $1,078,839 $811,557 $1,049,095

Property Tax Revenues $12,321,378 $11,873,646 $11,717,539

Special Assessment Revenue $12,149,687 $12,249,306 $12,248,671

Other Revenues $2,497,049 $788,144 $1,531,861

Total Revenues $49,957,669 $46,995,187 $46,806,722

Expenses

Cost of Sales and Services $11,328,996 $10,675,838 $11,141,747

General & Administrative $2,507,493 $1,831,853 $1,851,563

Depreciation & Amortization $10,438,883 $10,831,933 $10,686,523

Non-Operating Interest Expense $7,423,255 $8,459,189 $8,432,739

Other Non-Operating Expenses $4,300,075 $4,790,764 $5,096,955

Contributions to Other Governments $1,102,711 $1,066,577 $981,486

TRRP Contractual Obligations $1,733,621 $0 $0

Total Expenses $38,835,034 $37,656,154 $38,191,013

Net Income $11,122,635 $9,339,033 $8,615,709

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Water Sources for water years ended October 31st

Acre Feet

2019 2018 2017

Little Cottonwood Creek 20,173 19,739 23,550

Bell Canyon Creek 0 324 894

Ontario Drain Tunnel 3,452 2,751 3,000

Provo River Project 43,622 56,470 39,365

Central Utah Project 20,000 20,000 20,006

Total: 87,247 99,284 86,815

Utah Lake Distributing Exchange Agreement for water years ended Oct 31st

Acre Feet

2019 2018 2017

From Provo River Aqueduct 15,115 14,900 14,587

From Jordan River 8,228 10,837 11,029

Total: 23,343 25,737 25,616

Water Deliveries for fiscal years ended June 30th

Acre Feet

2019 2018 2017

Salt Lake City Department of Public Utilities 52,541 44,193 50,554

Sandy City Department of Public Utilities 22,438 24,444 23,894

Other agencies finished water 912 1,048 1,344

Other agencies raw water 10,872 13,012 10,918

Total: 86,763 82,697 86,710

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Water Supply

he District supplies drinking water to its 166 square-mile service area through a conveyance and

distribution system consisting of the 42-mile-long SLA, the 15-mile-long POMA, multiple reaches of the

Jordan Aqueduct system, three water treatment plants, four high-volume pump stations, and five finished

water reservoirs. The District owns more than 271 million gallons per day (MGD) of drinking water treat-

ment capacity. This includes the District’s 2/7ths capacity in the JVWTP. In fiscal year 2019, the District

sold 86,763 acre-feet of water, with daily system deliveries as high as 168 MGD.

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Operations

I Filter Rehabilitation Project

n 1998, the LCWTP Filter Rehabilitation Project replaced the media in all 20 filters. Since

then, filter media has been lost due to normal breakdown and wear. In order to track this loss as well

as the general condition of the filters, the Operations department performs annual inspections which

entails a visual inspection, media depth measurement, and a media sieve analysis to determine break-

down amounts. When imperfections are found, they are repaired and the data collected is used to

forecast filter media replacement and manage capital expenses.

During this process, the Operations department had the opportunity to test an ATI Filter Smart

Instrument which evaluates filter media expansion during the backwash cycle and tests backwash end

-point turbidity. This opportunity resulted in optimized backwash effectiveness for 2019, and the Dis-

trict is planning to budget for at least one ATI Filter Smart Instrument to aid in future filter evalua-

tions.

Little Cottonwood Canyon Mudslide

The creek intake was swiftly shut off the evening of August 8, 2019, when LC Canyon re-

ceived 1.08” of rainfall in a span of 20 minutes – which is now considered a one-in-500 year event.

This created impactful mud and debris slides that affected the roads as well as the creek water for LC

Canyon and Big Cottonwood (BC) Canyon. During the storm, SLA supply from Deer Creek Reser-

voir was quickly increased to capacity. Although the SLA supply wasn’t equivalent to the 81 MGD

that was lost during the treatment halt, the storm aftermath occurred when finished water storage was

at its daily peak capacity. Salt Lake City Public Utilities was able to get BC Water Treatment Plant

back online in 16 hours, and quickly began treating 36 MGD. LCWTP started treating LC source wa-

ter in 22 hours; however, the Murray City Power Company’s penstock (one of the two intakes for

conveying LC source water into the plant) was out of commission for 11 days. The Utah Department

of Transportation hauled away debris the day after the storm while the LC Canyon road was closed.

There is concern that reoccurrence will remain a lingering threat due to the possibility of con-

tinual debris flow into the 2020 run-off season; therefore, the District will be on high alert: watching

weather forecasts and looking for the possibility of debris flow. If thunderstorms start to build, the

District will be prepared to put priority on the Deer Creek Reservoir and thus increase SLA supply.

This will allow for the LC Creek supply to be cut, and still allow the District to continue to treat wa-

ter.

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Filter Rehabilitation Project, pictured: Bret Goodwin

LC Canyon mudslide clean-up

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Engineering & Maintenance

T he Engineering & Maintenance department regularly plans at least 50 years into the future in or-

der to ensure water reliability and resiliency for its member cities and future generations. Each year, staff

identify, review, prioritize, update, plan, and execute capital projects, in concert with our member cities

to maintain and ensure safe, reliable water infrastructure necessary to meet their water needs.

Supply and Demand Master Plan update

In 2019, having recently completed the latest of the major Metro Water Projects – Terminal Res-

ervoir Replacement Project – staff sought to assess its future needs by updating its Supply and Demand

Master Plan. As a follow-up, staff also conducted a Facilities Demand Analysis.

The 2019 Supply and Demand Master Plan study comprises high-level planning for the District’s

overall water system; the demands of which are grouped into four categories:

1. Residential Population – representing population indoor use

2. Employment Population – representing commercial and institutional indoor use

3. Industrial Area – representing industrial uses

4. Irrigated Area – representing outdoor use for all water user types (residential, commercial, institu-

tional, and industrial)

Water demands were projected out to year 2060 with respect to anticipated growth and develop-

ment by using cities’ planning data, and regional planning data, which was then respectively aligned

with conservation goals and objectives. The results of the study concluded the District has sufficient sup-

plies to meet the projected demands of both cities up to year 2060.

The 2019 Facilities Demand Analysis was focused on evaluating the District’s ability to deliver

peak-day demand to its member cities. The analysis results indicated the District could successfully do

so; however, seasonal variabilities could limit conveyance capacities to and from the LCWTP, and there-

fore limit the production capacity and reliability.

At the conclusion of the Supply and Demand Study and the Facilities Demand Analysis, staff

embarked on updating the District’s Master Plan. Having addressed most of the projects identified in the

2008 Master Plan, staff sought to identify the capital needs of the District for the next 10 to 20 years

based on the aforementioned studies. The result of the Master Plan will be finalized by June 2020.

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District Seismic Design

Continuing with the theme of reliability and resiliency, District staff also sought to investigate

the vulnerabilities of fault crossings with the SLA. The outcome identified several fault crossings, as

well as the need to perform mitigations in order to increase the reliability of service. Another result

from this inquiry was the need to update the District Seismic Design criteria, which was last updated

in 2003.

Preventative and Routine Maintenance

The Maintenance department procured a new CAT Backhoe in 2019, to supplement the cur-

rent 1999 backhoe — which will remain in use for as long as possible. Other maintenance activities

included tasks such as routine inspections, conditional assessments, trouble-shooting repairs, and

maintaining District fleet vehicles. The District also made inventory assessments of inappropriate uses

within the corridor, reviewed and updated signage locations, examined corridor access and restriction

needs, and cooperated in permitting a bicycle-trails park within the corridor in Pleasant Grove, Utah.

Department staff continues to resolve various land use, boundary, and title conflicts that devel-

op with District lands or interest in lands. The SLA corridor traverses three counties and 10 cities, and

since 2006, when the District received title to the SLA facilities, staff has diligently worked to facili-

tate resolutions to these many land-use conflicts. As an outcome, the District has executed over 308

cooperation agreements with local landowners, developers, utility companies and cities. In an effort to

raise awareness, the District has also made countless presentations regarding District infrastructure to

city councils, planning commissions, local interest groups, and county officials – all for the safeguard

of the highly important SLA infrastructure.

Aging infrastructure is another aspect to consider when maintaining safe and reliable water

deliveries. Some of the oldest infrastructure of the District, namely the SLA, was constructed in the

early 1940’s and placed into service in November of 1951. By 1960, the state’s then largest water

treatment facility, LCWTP, was placed into service. Today, both of these facilities continue to serve

the District well. However, with infrastructure well over 50 years in service and future demands in-

creasing, the District persistently works to ensure that the infrastructure of today stays viable to con-

tinually deliver the high-quality product our customers have come to expect.

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New CAT backhoe August 08, 2019

Clearing of the drying beds at LCWTP October 07, 2019

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Seismic Design Guideline

License Program

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Information Services

he Information Services (IS) Department carries the essential responsibility of monitor-

ing and caring for a very broad and technical range of systems, equipment, and services that are

critical in the water treatment and distribution processes. Some of these systems are the Process

Control/Supervisory Control and Data Acquisition (PC/S), electrical, telecommunications, in-

strumentation, physical and cyber security, various computer/server hardware and software,

radio communications, and many more. A considerable amount of effort goes into the design,

installation, and maintenance of these systems.

Power Monitoring and Controls Upgrade

The IS Department spent significant time and effort in planning and implementing the

necessary replacements and upgrades to power monitoring and controls-related equipment at

both LCWTP and POMWTP. This was essential for the District, due to the criticality of the

systems this equipment supports and the unavailability of replacement parts for the existing

equipment.

This effort involved various engineering, programming, and electrical professionals as-

sisting District staff in the design, programming, and installation of new, up-to-date equipment

that will provide accurate and essential information and result in increased equipment reliabil-

ity as well as reduce energy consumption. This project has allowed staff to implement a faster

and more secure communications network.

The newly installed equipment will be more reliable and serviceable, which will ulti-

mately contribute to the overall stability of the water treatment process.

Network Backbone Upgrades

The Network Backbone upgrade project was a major undertaking that encompassed all

District facilities. The equipment that was decommissioned and replaced had been running

since 2006, and was overdue for replacement and upgrades. District staff researched, rede-

signed, programmed, and installed the new equipment completely in-house, which reduced the

approximated cost of the project by nearly $160,000.

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A new network design was also developed which increased network separation and

added more network security, reliability, and visibility. There is a constant risk of an unex-

pected hardware failure that could significantly impact the ability of the network to do its job;

however, the new design added hardware redundancy that will reduce the risk of impaired

communications to critical systems. These changes will allow the entire network infrastructure

to self-heal from various types of hardware failures.

Preventative and Routine Maintenance

In addition to the aforementioned accomplishments, the IS Department consistently per-

forms many routine tasks that are just as crucial when looking to keep District processes and

essential equipment running. Dedicated IS staff help keep equipment up and running, thereby

preventing unplanned downtime and expensive fixes resulting from unexpected equipment fail-

ure.

Information Services Support of District’s Mission

The systems and services the IS Department supports, contribute to the District’s mis-

sion which, in part, is to provide “…high quality water and reliable services to our custom-

ers…”. IS staff is proud to serve the District and help achieve its mission.

Little Cottonwood Water Treatment Plant Point of the Mountain Water Treatment Plant

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Laboratory

T he District’s Environmental Laboratory (Lab) is certified by the National Environmental Labor-

atory Accreditation Program (NELAP), and conforms to the 2009 National Institute Standard. The Lab

runs compliance tests required by both the Safe Drinking Water and the Clean Water Acts for the Dis-

trict as well as its member cities. These tests are run to evaluate treatment efficiency, monitor water

during District special projects, and observe water quality throughout the year.

Lab Tests

In 2019, Lab team members continued to monitor for mycrocystin and anatoxin: cyanotoxins

produced by cyanobacteria. Cyanobacteria, also known as blue-green algae, occurs naturally in surface

water, usually appearing in low numbers. Under certain conditions, cyanobacteria can grow rapidly,

producing what is referred to as harmful algal blooms (HABs). HAB events are problematic because

they can produce cyanotoxins. At high concentrations, cyanotoxins can have acute or chronic effects on

the liver, nervous system, and gastrointestinal system. When concerns regarding HABs and/or elevated

cyanotoxins in District source waters are identified, District staff follow the procedures established in

the District’s HAB and Cyantoxin Response Plan to ensure uninterrupted deliveries of safe drinking

water.

Lead and Copper Sampling

In June 2019, requests for lead and copper sampling increased significantly. The Lab increased

from running lead and copper occasionally to running at least 60 samples quarterly. During 2019, Lab

team members ran a total of over 19,000 tests. Due to upcoming changes and revisions to existing regu-

lations, such as the lead and copper rule revision, the Lab anticipates the number of tests needing to be

run will continue to increase in 2020.

Nostoc sp. (microcystin producing cyanobacteria)

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Lead and copper samples

Chemist, Josie Taber

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Human Resources

I n 2019, Human Resources emphasized employee development and overall wellness while

continuing to encourage employee accomplishments, hire promising new talent, and maintain

compliance with ever-changing requirements.

The District honored two well-earned retirements: Gordon Smith retired as a Control Sys-

tems Tech after 30 years and Danny Hall retired as a Maintenance Tech II after 13 years. Six em-

ployees joined the organization, including Michael Whiteley, Mark Gonda, Augusto Robles,

Breana Jackson, Dylan Jackson, and Holly Huntley. The District also celebrated seven service

anniversaries: Lynn Coon, Jonathan Peters, and Mike Hone hit their 25 year milestones; Jeff

Matheson celebrated 20 years; Pat Tom and Jon Jeffries reached 15 years of hard work; and Jeff

T. Matheson was congratulated on five years with the District.

Employee Development

HR offers a variety of opportunities for employees to continue or pursue knowledge and

training to ensure the District is prepared for staffing changes and talent loss – mostly due to

workplace retirement.

Obtaining a skill-based pay is one option for employees to be trained on specific skills

that aid in multiple aspects of daily operation at the District. There are currently seven skill-based

pay opportunities including filling in as a substitute aqueduct inspector, backflow assembly tester,

water sampler, and lab technician. Becoming a certified forklift operator, welder, and obtaining a

commercial driver’s license also qualify as skill-based pay opportunities. Employees are encour-

aged to qualify and train in these areas for additional compensation.

Education assistance is also offered in the form of tuition reimbursement for employees

looking to further their education. This year, two employees took advantage of the program and

obtained a bachelor’s degree and a master’s degree respectively. Two other employees are also

actively taking classes with the support of the program.

In addition, the District offers company-wide monthly training for all employees that co-

vers a multitude of subjects from safety, to employee welfare, and departmental insight.

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Employee Welfare

HR has implemented multiple wellness incentives to promote healthy lifestyle balance.

Employees have had the opportunity to attend a “Lunch and Learn” focused on stress management

or Social Security and Medicare, and complete health assessments or preventative wellness exams

for credit toward their wellness program participation.

Earlier in the year, employees could also participate in training for and running in a local

5K race. The seven week training program required employees to rely on each other or family

members for support and accountability, which ultimately lead up to the option of participating in

the Dimple Dell 5K Run.

HR also organized a biometric screening for employees in which they could get health

screening results concerning blood pressure, cholesterol levels, body mass index and other useful

data.

In Loving Memory

After an eight year battle with cancer, Zack Oldham passed away on May 9, 2019. Zack

came to the District in October 2007 as a Maintenance Technician II and quickly rose to Mainte-

nance Technician III. In July of 2018, he was promoted to Maintenance Lead. Zack excelled in all

efforts with the District and in life. Zack was family to some at the District, but a friend to all. His

legacy at the District will outlast time; he is dearly missed. Rest in peace, Zack.

Zack Oldham

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Danny Hall (13 years) Gordon Smith (30 years)

From left: Jeff T.

Matheson (5 years),

Lynn Coon (25 years),

Jonathan Peters (25

years)

From left: Mike

Hone (25 years), Jeff

Matheson (20 years)

Pat Tom (15 years)

Not pictured: Jon Jeffries (15 years)

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Water Sampling Skill-Based Pay

Welding Skill Based-Pay

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3430 E Danish Road Cottonwood Heights, Utah 84093

www.mwdsls.org