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KPBS Voters Guide@KPBSNews
November 8, 2016 — Elección General de California
Distrito especial

Candidato para Director

Photo de Tad J. Pilecki

Tad J. Pilecki

Board Member, Central Contra Costa Sanitary District
72,372 votos (25.96%)Winning
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Mis 3 prioridades principales

  • Reduce unfunded liabilities associated with Pensions and Other Post Employment Benefits
  • Develop a comprehensive roadmap to address major new water and air regulations coupled with infrastructure renewal. Explore/implement funding mechanisms to pay for the infrastructure improvements.
  • Implement financially viable resource recovery projects such as expansion of recycled water and energy recovery/optimization.



Profesión:Retired Wastewater Engineering Manager
Sanitary Board Director, Central Contra Costa Sanitary District — Cargo elegido (2012–2016)
Capital Projects Division Manager, Central Contra Costa Sanitary District (2006–2012)
Provisional Operations Manager, Central Contra Costa Sanitary District (2011–2011)
Collection System Program Manager, Principal Engr., Sr, Engr. & Assoc Engr., Central Contra Costa Sanitary District (1986–2006)
Supervising Engineer, Senior Engineer and Associate Engineer., James M. Montgomery Consulting Engineers (currently Montogmery Watson Harza) (1980–1986)
Staff Engineer, Perliter and Ingalsbe (1978–1980)


University of California at Los Angeles - UCLA Master of Business Administration, Emphasis on Finance and Accounting (1986)
Loyola - Los Angeles Master of Science, Sanitary Engineering (1981)
University of California at Los Angeles (UCLA) Bachelor of Science, Civil and Environmental Engineering (1978)


I have 39 years of Engineering and Management experience in the sanitary/wastewater field in the public and private sectors including 4 years on the Central San Board of Directors.  As a former manager at Central San, I was responsible for Engineering Management, wastewater treatment and collection system operations.  I managed a $35 million annual Capital Improvement budget, a $360 million ten year Capital Improvement Plan and supervised a staff of 80. I was also responsible for developing and implementing an infrastructure management plan for over $2 billion in wastewater facilities.  In the private sector, I was responsible for tens of millions of dollars in projects.  I have a Bachelor Degree in Civil Engineering and Masters Degrees in Sanitary Engineering and Business Administration.  I am a registered Engineer in the State of California.

I am the current Sanitary District Board President.  Since my Election in 2012 the District has accomplished the following:

Financial Stability

  • Reduced pension liability by $75 million
  • Continued to fund Other Post Employment Benefits at $2 million per year
  • Established and funded reserves
  • Conducted an independent Cost of Services Study to insure our customers are being fairly charged
  • Maintained an AAA Credit Rating
  • Completed a comprehensive Staffing Assessment


Infrastructure Renewal/Reliability

  • Invested over $100 million in infrastructure renewal
  • Implemented an Infrastructure management plan
  • Began a Comprehensive Wastewater Management Plan process to guide the District's infrastructure needs for the next 20 years
  • Implemented computerized Maintenance Management systems
  • Continued to upgrade our Information Technology capabilities to improve customer service

Recycled Water

  • Expanded our recycled water system into parts of Concord
  • Established Resdential and Commercial fill stations
  • Approved a Demonstration Sustainable Farm on District property to help promote the use of recylced water while providing fresh food crops to the Food Bank
  • Working with Diablo Country Club to plan and build a Pilot Satelite Water Recycling Facility
  • Continuing to Collaborate with our Water Sector Parnters on potential uses of recycled water in the future

Enviromental Compliance

  • Achieved our 18th year of Total Compliance with our Discharge Permit
  • Achieved 100% compliance with our Recycled Water Permit
  • Reduced sewer spill rates to 2.83 per 100 miles compared to the Bay Area Average of 5.5 per 100 miles

Exceptional Customer Service

  • Developed a Comprehenisve Outreach Strategy
  • Increased the use of social media including CCTV, Facebook and Twitter
  • Received an average rating of 3.86 out of 4 for customer service on emergency callouts
  • Received an average rating of 80% or above for customer satisfaction on contruction projects
  • Implemented a Cental San Academy to educate customers on our mission
  • Reducted the average response time to after-hours emergency service calls to 36.5 minutes

A more detailed summary of qualifications and future challenges can be found at



Creencias poliza

Documentos sobre determinadas posturas

Key Challenges Facing the District Going Forward


Key challenges facing the District include Unfunded Liabilities, potential major new water and air regulations coupled with infrastructure renewal and the associated costs, Resource Recovery such as recycled water and energy self-sufficiency, and finally how to pay for everything.


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