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2009-06 OPS
MINUTES OF THE OPERATIONS COMMITTEE Engineering, Operations & Maintenance, and Technical Services Orange County Sanitation District June 3, 2009—5:00 p.m. A meeting of the Operations Committee of the Orange County Sanitation District was held on June 3, 2009, at 5:00 p.m. in the Districts Administrative Office. A quorum was declared present, as follows: Operations Directors Present: Staff Present: Bill Dalton, Chair Jim Ruth, General Manager David Shawver, Vice Chair Bob Ghirelli, Assistant General Manager Charles Antos Nick Arhontes, Dir. of Operations& Maintenance Tom Beamish Jim Herberg, Director of Engineering Troy Edgar Ed Torres, Director of Technical Services Patsy Marshall Lorenzo Tyner, Director of Finance and Roy Moore Administrative Services Joy Neugebauer Lilia Kovac, Committee Secretary Sharon Quirk Jim Burror Harry Sidhu Dean Fisher Constance Underhill Norbert Gaia Don Webb Tod Haynes Doug Davert, Board Chair John Linder Larry Crandall, Board Vice Chair Juanita Skillman Simon Watson Operations Directors Absent: Others: Gino Rampagna, IPMCFILED IN THE 7H� �E �pp7H gpgp�� FFICE ORANG CCWNTRI'SANITA EON DISTflICT PUBLIC COMMENTS JUN 24 2009 There were no public comments. BY: REPORT OF COMMITTEE CHAIR Committee Chair Dalton did not give a report. REPORT OF GENERAL MANAGER Lorenzo Tyner, Director of Finance and Administrative Services, gave a brief overview of the 2009110 budget summary, focusing specifically on areas of variance from the previously approved budget. The budget will be submitted for adoption in June. Minutes of the Operations Committee June 3, 2009 - Page 2 CONSENT CALENDAR (I -7) 1. MOVED, SECONDED, AND DULY CARRIED: Approve the minutes of the May 6, 2009 Operations Committee meeting. 2. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to receive and file the 2008-2010 Asset Management Plan prepared by Sanitation District staff. 3. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to: a)Approve an agreement with Corrpro Companies, Inc. for Corrosion Management Staffing Support Services, Specification CS-20094131313,for the period July 1, 2009 through June 30, 2010, for a total annual amount not to exceed $793,480, with four one- year renewable options; and, b) Approve a contingency of$79,348(10%). 4. MOVED, SECONDED,AND DULY CARRIED: Recommend to the Board of Directors to approve Amendment No. 1 to the Memorandum of Understanding with California State University, Fullerton Auxiliary Services Corporation, for a one-year contract with the Center for Demographic Research, extending one additional year for the period of July 1, 2009 through June 30, 2010,for$71,000,for total amount not to exceed $244,671. 5. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to approve Amendment No. 1 to the Professional Services Consultant Agreement with Black and Veatch for the Electronic Operations and Maintenance Manual Project, Specification No. CS-2006-290BD, (SP-53),for an additional amount of$1,295,000 increasing the total contract amount from $1,807,000 to a total amount not to exceed $3,102,000. 6. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to: a)Approve a contingency increase of$70,441 (5%) to the Professional Design Services Agreement with Black&Veatch Corporation, for the Power Monitoring and Control Systems, Job No. J-33-3, for a total contingency of$307,388 (25%); and, b) Authorize staff to negotiate a Professional Construction Services Agreement with Black&Veatch Corporation for construction support services for said project. 7. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to: a) Authorize staff to negotiate Amendment No. 1 to the Professional Design Services Agreement with DLT&V Systems Engineering for software programming services for Power Monitoring and Control Systems, Job No. J-33-3; and, b) Authorize staff to negotiate a Purchase Agreement with Wonderware as a sole source provider for software for Power Monitoring and Control Systems, Job No. J-33-3. Minutes of the Operations Committee June 3, 2009 Page 3 Non-Consent There were no items. INFORMATION ITEMS There were no items. DEPARTMENT HEAD REPORTS • Director of Engineering,Jim Herberg, briefly updated the committee members with the results of the survey on the condition of the SARI Line. Erosion has occurred and will require the laying of rock over the exposed pipe to delay further erosion. Work is limited to be completed between September 15 and November 15, 2009. • Director of Technical Services, Ed Torres, briefly described the County Wide Pollution Prevention Program to be kicked off with an educational workshop. Tool kits and educational materials will be distributed. Mr. Torres requested support for the program from all agencies for reduction of pollutants in wastewater. • Mr. Torres announced that a public hearing of the application for Ocean Discharge Permit public is scheduled for Friday, July 10'. CLOSED SESSION There was no closed session. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY There were none. ADJOURNMENT The Chair declared the meeting adjourned at 5:30 p.m. The next Operations Committee meeting will be held on Wednesday, July 1, 2009, at 5:00 p.m. Submitted by: Lilia ac Committee ecretary HWepOagenda\0Wm1Jws C=mittee\Owmfions 2009W609060309 Opembons Minutn.dmx Distributed at the . . Committee FISCAL YEAR 2009-10 Budget Update ti i _ r r Orange County Sanitation District We protect public health and the environment by providing effective ti y wdstewater collection,treatment,and recycling." r� Orange County Sanitation District, California Budget Update Fiscal Year 2009- 10 �o�Nt S A N I Tq;,,o s� Q ¢ n vvw E Mission Statement "We protect public health and the environment by providing effective wastewater collection, treatment, and recycling." r r r l�r ,r/ GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PPMEN BO TO r Orange County Sanitation District California Forthe Biennium Beginning July 1,2008 hn1EeG P.reeuM DlMfm r r The Government Finance Officers Association of the United States and Canada (GFOA( presented a Distinguished Budget Presentation Award to the Orange County Sanitation District, California, for its biennial budget for the fiscal year beginning July 1, 2008. r In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. r r r Table of Contents ` OCSDService Area...........................................................................................................................i Boardof Directors............................................................................................................................ ii Board Committees........................ if Orange County Sanitation District Organization Chart................................................................... iv AdministrativeOfficials....................................................................................................................v Message from the General Manager............................................................................................. A L FinanceSummary............................................................................................................1 Financial Overview 8 Budgetary Issues...........................................................................................2 Where the Money Comes From......................................................................................................6 y Revenuesby Category.....................................................................................................................6 Wherethe Money Goes...................................................................................................................8 Expensesby Category.....................................................................................................................8 StrategicPlanning ........................................................................................................10 Capital Improvement Program Overview................................................ 17 Debt Financing Program......................................................................................... 18 OperatingExpenses.............................................................................. .....................20 Departments ........ ........... ........................................................................... .....................24 Summary........................................................................................................................................24 Office of the General Manager.............................................. ..._............ .....................................26 AdministrativeServices.................................................................................................................28 TechnicalServices .........................................................................................................................30 Engineering....................................................................................................................................32 Operations and Maintenance........................................................................................................34 Appendix CashFlow Projection....................................................................................................................A-2 Capital Improvement Program Summary.....................................................................................A-4 ProjectSummary ....... ..................................................................................................................A-5 Capital Improvement Expenditure Graphs ...................................................................................A-6 Summary of Capital Requirements...............................................................................................A-7 New Project Descriptions...........................................................................................................A-13 Capital Equipment Budget Summary.........................................................................................A-18 Capital Equipment Budget Detail...............................................................................................A-20 Listing of Proposed Purchases Over$100,000..........................................................................A-21 Self-Funded Insurance Plans......................................................................................................A-22 HistoricalStaffing Summary.......................................................................................................A-23 .. HistoricalStaffing Detail.............................................................................................................A-24 AppropriationsLimit...................................................................................................................A-32 4 Miscellaneous Statistics.............................................................................................................A-33 r Wastewater Treatment Process L L OCSD Service Area vas al;e-.Es a.om r U — URANOoE u+r 9M1 LA O� aE9rye HABRA BREA A. "OFF 9OryD C � ✓ �� O`ryYY ' �� ?r•• YORBA GEES` FULLERTON PLACENTIA `JNDA pt9 LA O P4LA4A A 1 v o �iEIM CYPRESS \ VILLA 4 �\ PARk m LOS STANTON ' ORANGE `ur" ALAMITOS GARDEN — GROVE AL Nor— ACH STMINSTER <I SANTA ANA UNTAIN ; TUSTIN — ♦ V Y HUNTINGTOND Notion © ,R BEACH la"t 0' bOSTA g� MESA ♦ Cso _ - IRVINE Treamen 1� pIan t No.2 �1 WPORT BEACH f p N «5D glNare Ppelne 10A1 Ealel.5 ntl yl A 0 1 25 5 —OCSD Service Able&oun6ery)a)l square Rules) op+•r.n.lr—wpRor*asae A OCSD Pump Station 116 total, Uner,,,wrated Orange County i%wute) DISCLAIMER'. Map piepareJ by Ormrao Coolly Saniblwn Dig "m nup m Wendell Im grapluol represenlalgn only W bvel of accuracy b cLrnwO forma Wce noppiy"—,Aereun and 8nrpinu al—W nut be ulm E to odam comJimle-loot.Waarga m Jiyarben PMunc of Ill.EemeE prMim conun mpW9MM by llronms Rrdexrs All Rgala Reserved SOURCE'.CGSD GIS Dab.Moo,.,&o,be,.2m REVISED'.122go9 OCSD Board of Directors g Agency/City Active Director Anaheim....................................................................Harry Sidhu Brea...........................................................................Roy Moore Buena Park................................................................Patsy Marshall Cypress .....................................................................Phil Luebben r Fountain Valley..........................................................Larry Crandall—Vice Chairman Fullerton....................................................................Sharon Quirk it Garden Grove............................................................Bill Dalton Huntington Beach.....................................................Keith Bohr Irvine..........................................................................Christina Shea La Habra--..............................................................Tom Beamish r La Palma....................................................................Mark Waldman Los Alamitos.............................................................Troy Edgar Newport Beach.........................................................Don Webb 1. Orange ......................................................................Jon Dumilru I ' Placentia....................................................................Constance Underhill r Santa Ana..................................................................Sal Tinaiero Seal Beach................................................................Charles Antos W Stanton......................................................................David Shawver Tustin.........................................................................Doug Davert —Chairman Villa Park....................................................................Brad Reese Yorba Linda...............................................................John Anderson Sanitary/Water Districts r Costa Mesa Sanitary District....................................James M. Ferryman Midway City Sanitary District ...................................Joy L. Neugebauer Irvine Ranch Water District.......................................John Withers County Areas Member of the Board of Supervisors.......................Chris Norby r r r r OCSD Board Committees Steering Committee Doug Davert, Board Chair Larry Crandall, Board Vice Chair Bill Dalton, Operations Committee Chair Mark Waldman,Administration Committee Chair Phil Luebben James M. Ferryman David Shamer Administration Committee Mark Waldman, Chair Phil Luebben, Vice Chair John Anderson Keith Bohr Jon Dumitru James M. Ferryman Chris Norby Brad Reese Christina Shea Sal Tinajero John Withers Doug Davert, Board Chair Larry Crandall, Board Vice Chair Operations Committee Bill Dalton, Chair David Shamer,Vice Chair Charles Antos Tom Beamish Troy Edgar Patsy Marshall Roy Moore Joy L. Neugebauer Sharon Quirk Harry Sidhu Constance Underhill Don Webb Doug Davert, Board Chair Larry Crandall, Board Vice Chair GWR System Joint Cooperative Steering Committee James M. ferryman Larry Crandall Mark Waldman Don Webb(Alternate 1) Patsy Marshall(Alternate 2) Phil Luebben(Alternate 3) Organization Chart General Management Administration 'a Ir Assistant General Manager Administration lincludes Govemmem Administrative Technical Services Engineering Afausl Services Administration Administration Operations& Process Board Services &Research Maintenance Engineering& Financial Planning Administration Public Information Management Environmental Odor Control Compliance& Project COIIeclion Plant No.I ORice Contracts, Re ulato Afhirs Management g ry Facilities Operations Safetyand Health Purchasing& Office Operations& Materials Environmental Maintenance Plant No.2 r Management Laboratory& Engineering& Operations Ocean Monitoring Construction Facilities Human Maintenance& Mechanical Resources L Source Control Facilities Fleet Services hReliability Engineering Maintenance r Information Project Process Technology Management Engineering It Instrumentation Odor Control &Electrical L Maintenance `r w L V ►d Administrative Officials Management Team General Manager.................................................................James D. Ruth Assistant General Manager.............................................Robert P. Ghirelli General Counsel........................................................................Brad Hogin r Director of Finance and Administrative Services ................Lorenzo Tyner Director of Technical Services.......................................Edward M. Torres r Director of Engineering.................................................James D. Herberg Director of Operations 5 Maintenance.....................Nicholas J.Arhontes r r r r Message from the General Manager June 3, 2009 Honorable Chair and Board of Directors: I am pleased to submit this update to the Orange County Sanitation District(OCSD)2009-10 approved operating budget and capital improvement program.This document provides a framework for District activities during the second year of the adopted two-year budget for Fiscal Years 2008-09 and 2009-10 and serves as a source of information for the District's Board of Directors, and our employees and ratepayers. r In November 2008, the District Board approved an updated Five-Year Strategic Plan that presented the District's Mission and Vision statements, Levels of Service, and Business Plan. The Strategic Plan serves as the underlying basis for the development of this budget update and supports our mission to protect public health r and the environment by providing effective wastewater collection, treatment, and recycling. It also set forth the groundwork for establishing a stable five-year revenue base, a prudent step required to support our more than two billion dollar capital improvement program. In addition to providing resources to support the processing of nearly 230 million gallons of wastewater each day from 2.5 million residents and businesses,the Strategic Plan focused on four distinct program areas: Blosolids—The District produces approximately 650 tons of digested and dewatered biosolids per day. By 2020, the District's biosolids production is projected to increase by 30 percent, to 310,000 tons annually. We have viable long-term strategies in place for 2/3 of our biosolids production and we will r continue to pursue beneficial reuses for the remaining 1/3 of our biosolids production. Cost-effective land application reuse options will continue in Kern County and Arizona as long as possible while pursuing a biosolids-to-energy alternative. r Air Quality—The District expects amendments to existing regulations requiring significant reductions in common pollutants. As a result, OCSD will apply feasible and cost-effective controls to reduce the air toxic emissions below health risk notification levels to the surrounding community r and OCSD employees. Odor Control—This budget includes resources that will allow us to invest more than $100 million r to establish an odor-based standard on total odor. These resources will provide for the design and construction of new processes and structures at our wastewater treatment plants to significantly reduce odor impacts on our neighbors. Groundwater Replenishment (GWR) System—Although now completed, the District will maintain its partnership with the Orange County Water District in the initial phase of the GWR System. The GWR System captures secondary treated effluent and purifies it to a level that surpasses bottled water r quality. It has the capacity to reclaim nearly 70 million gallons of water daily. While the costs are about the same as importing water from Northern California, we are able to cut the energy necessary to do so in half while reducing our reliance on external water sources. This budget update also addresses rising treatment and chemical costs,aging infrastructure and increased regulatory requirements. As a result, the operating budget is increased by 5.9 percent above what was approved last year as the second year of the adopted two-year budget. However, despite these increases, OCSD provides wastewater treatment, sewer and facilities maintenance, ocean monitoring and many other services with residential user fees averaging less than $19 per month, one of the lowest rates in the state. As a result of operational efficiencies, we are able to provide increasing activities with only a one percent increase in authorized staffing, contributing to the goal of maintaining our low user rates. r r 2009-10 Budget Update This budget strongly supports the primary mission of the District. touching on all key areas: r • Strategic Planning-OCSD has developed a new Five-Year Strategic Plan that sets the direction of the agency and serves a basis for many budget allocations. Staff will review and update this plan, annually bringing it to the Board for approval. r • Capital Improvement Program (CIP)-All consent decree activities will remain on or ahead of schedule.A new management review program will be fully implemented to reduce the magnitude of change orders as a percentage of total program costs. r There are currently 93 projects being managed for a total fiscal year cash flow budget of$259 million. r • Levels of Service -We will continue to increase the quality of effluent discharged into the ocean or provided for water reclamation in a cost effective manner. r • Process Reviews-To ensure our major programs are managed as efficiently as possible, we will engage independent experts to review our existing and future projects and services. In previous years, auditors reporting directly to the Board have reviewed the contract administration of our large construction projects and various financial processes. • Financial Positioning-This budget reflects our commitment to fiscal responsibility as indicated by our recent upgrade to an"AAA" bond rating from Standard and Poors while r maintaining "Aa" ratings from the other two rating agencies. • Employee Emphasis-We continue to invest in our employees focusing on r succession planning, leadership training,and the implementation of a new performance appraisal system. r • Legislative Platform -Our legislative activities have supported the Santa Ana River Interceptor(SARI)Line relocation, Homeland Security requirements, and Design- Build initiatives. • Information Technology-We have completed our new Information Technology Strategic Plan that includes a comprehensive review of the Distrct's technology needs. This budget update supports that assessment as means of increasing our overall efficiency. • Interagency Agreements-We are reviewing all of our agreements with other r agencies to ensure alignment with our strategic goals. I believe that this budget update fully supports the goals included in the District's Strategic Plan and positions us well to address the challenges ahead. I look forward to another dynamic and productive year of leading the organization. r ames D. Ruth General Manager r u u u u u u u u u u u u u u u u - 2009-10 Budget Update Finance Summary r r r r r Financial Summary Overview Fr Budgetary Issues This staffing level continues to reflect a significant Budget Overview 9 9 reduction from the Fiscal Year 1995-96 approved The District's proposed 2009-10 operating and staffing level of 678 positions. Personnel costs capital improvement budget totals$495.1 million, or will increase due to increased staff, bargaining 40 5.9 percent above what was approved last year as agreements, and health insurance and retirement the second year of the adopted two-year budget. The costs, but the District will continue to effectively increase in the 2009-10 budget is primarily manage these expenses with less than 19 percent attributable to the deferral of certain construction of the District's budget allocated to employee costs, projects from 2008-09 as the District continues to move towards meeting full secondary treatment Level of Treatment standards by December 31, 2012 and incurs costs The agency's two treatment plants, located in related to the New Secondary Treatment System at Fountain Valley and Huntington Beach, process Plant No. 1 and the Trickling Filters at Plant No. 2. about 230 million gallons of wastewater each day The budget continues to reflect the agency's ongoing generated by approximately 2.5 million people in W efforts to streamline operations. However, operating central and northwest Orange County. The proposed costs will increase as a result of the expansion of the budget to operate, maintain and manage our sewage Capital Improvement Program, the rising cost of collection, treatment and disposal system in 2009-10 .. chemicals used for odor and corrosion control,and is$159.1 million. Increases are primarily a result higher salary and benefit costs due to a reduced of salary and benefits and chemical costs. vacancy factor based on trend information. The cost per million gallons of wastewater treated, r The District's Capital Improvement Program (CIP) (an industry-wide performance measurement), budget for Fiscal Year 2009-10 is $259.1 million. is expected to increase in Fiscal Year 2009-10 to This CIP budget finances collection system,joint $1,763, a $25, or 1.4 percent increase over the works treatment and disposal system improvement previous 2009-10 projection of$1,738. projects. This increase is attributable to the timing 7o eliminate most bacteria from being released from i f construction cash outlays as we meet our the ocean outfall, in Fiscal Year 2002-03 the District infrastructure needs. began using chlorine bleach to disinfect the effluent Financing and then applying sodium bisulfite to remove remaining chlorine prior to releasing the treated The District uses long-term borrowing(Certificates wastewater to the ocean. ` of Participation ICOPI)for capital improvements 7o protect the animal life living in the ocean, the that cannot be financed from current revenue.Before any new debt is issued, the impact of debt District continues to take great measures to limit service payments on total annual fixed costs is the chlorine residual to essentially non-detectable analyzed. Debt financing of $410 million is forecasted levels.This mode of disinfection is anticipated to over the next four years to assist in the funding continue for the short-term while the District studies, of the$2.0 billion in capital improvements required designs and constructs permanent facilities, and over the next ten years. New money debt was issued considers alternate disinfection technologies. in the amount of$200 million in 2008-09 and it is Beginning in Fiscal Year 2002-03,the addition anticipated that$70 million in COPS will be issued of disinfection treatment required an annual outlay r, in 2009-10. for additional chemicals in the District's operating budget.The cost for disinfection is projected to be Staffing approximately$7.5 million annually in 2009-10. r Reflecting the organization's commitment to providing service at the lowest costs,the budget includes a minimal one percent increase in staffing for 2009-10 to an authorized staffing level of 648 full-time equivalent position. Added staff for 2009-10 is mostly allocated to Operations and Maintenance with an addition of one full-time equivalent position ` in Safety and Health and one in Contracts, Purchasing,8 Materials Management. 2009-10 Budget Update Capital Improvement Groundwater Replenishment Program (CIP) (GWR) System r The total CIP cash flow outlay for Fiscal Year 2009-10 The OCSD Strategic Plan includes water reclamation. is being proposed at$259.1 million, up$30.2 million With the Orange County Water District(OCWD), we from the previously approved 2009-10 budget due began operating the Groundwater Replenishment r mostly to deferral of CIP projects from 2008-09 into (GWR)System, the nation's largest water reclamation 2009-10. project, in November 2007. Over the next 10 years, the District's Capital Phase I of the GWR System can reclaim 70 million Improvement Program will: gallons of water a day, delaying the need to build a second outfall which could cost more than • Rehabilitate the existing headworks, primary $200 million. r treatment, secondary treatment,outfall pumping, and solids handling facilities at OCSD and OCWD have agreed to match the funding both treatment plants. for this project which will be completed in Fiscal Year 2009-10. Staff recommends$537,000 should r • Replace and rehabilitate nine of the District's be budgeted in Fiscal Year 200510 for project outlying pumping stations, and rehabilitate and completion. OCSD has received approximately upgrade 29 trunk sewer improvement projects. S44 million in Federal and State grants to offset r • Optimize the production of power and biosolids part of the District's total costs. at each of the treatment plants. Moving Towards r • Reclaim 70 million gallons of the District's Secondary Treatment effluent per day, or nearly one-third of the total In July 2002, the Board of Directors approved daily flow(Groundwater Replenishment System). a change from the existing level of treatment, .. • Achieve secondary treatment standards a blend of 50 percent advanced primary and 50 by December 2012. percent secondary treated wastewater, to secondary treatment standards. The reasoning behind the Five Projects Drive the CIP decision to move to secondary standards included Over the next 12 months, secondary upgrade (1)the possibility(no matter how remote)that projects required to achieve secondary treatment bacteria from the ocean outfall may at times reach standards will drive the CIP.The New Plant No. 1 the shoreline. (2)upgraded treatment will aid r Secondary Treatment System and the Trickling Filters additional water reclamation with the Orange County at Plant No. 2 are expected to require$65.7 million Water District,(3)and the public's clearly stated and$63.9 million, respectively. preference for upgrading wastewater treatment r One of the larger Collection System related projects at this time. in the 2009-10 proposed budget is the$26.0 million The 2009-10 CIP includes three projects totaling Bitter Point Force Main Rehabilitation with 2009-10 $627 million to upgrade the District's treatment r proposed cash outflows of$8.0 million. plants to meet secondary treatment standards. Two other projects will also have a sizeable impact Construction of the facilities to meet secondary on the CIP over the next year. The Headworks treatment standards is currently on track to be r Improvements at Plant No. 2 and Central Generation completed by December 31. 2012. Automation projects are expected to require$10.9 Sewer Service Fee Increases million and$10.3 million, respectively. r Together, these five projects represent 61 percent of The proposed 2009-10 single family residential rate. the total Fiscal Year 2009-10 proposed CIP cash flow the underlying basis for all sewer rates, is$221. This budget of$259.1 million. proposed rate by the District is still well below the State's annual average sewer rate of 5406, according +� to a 2008 survey of 726 agencies in California. r r Financial Summary - Overview & Budgetary Issues �I Self-Insurance Requirements - - The operations budget for the collection, treatment. $700,000 and disposal of wastewater is proposed at$159.1 Recent and anticipated increases in the cost of NO million, a $2.9 million, or 1.9 percent increase above workers'compensation benefits and claims are the previously approved 2009-10 budget. the cause of the increase in this budget category. Although individual expenses will increase or In order to maintain an adequate reserve balance, ., decrease slightly, the overall increase to the a temporary transfer of$500,000 will be made from operating budget is primarily attributable to five the General Liability and Property program reserve specific areas: to the Workers' Compensation program reserve Personnel Costs - $2.5M in 2009-10. has Although staffing is being proposed at 648 full time Operating Expenses equivalents, as previously approved for 2009-10, +2% costs will increase$2.5 million. This increase is +5% partially due to the reduction in the budgetary $155M $159M vacancy factor from 5 percent to 3 percent based $149M on recent changes in trend information. Another significant increase in personnel cost is the$600,000, or 3.9 percent increase in retirement — premiums. This increase is reflective of revised actuarial assumptions, low interest earnings in prior years, as well as the enhanced retirement benefit FY 2008-09 FY 2009-10 FY 2009.10 program effective July 1, 2005. The retirement cost Approved Approved Proposed category has also increased due to inclusion of Revision $846,000 for net pension and other post employment benefit costs in accordance with requirements set by Total operating and maintenance expenses the Governmental Accounting Standards Board. will increase$10 million from FY 2008-09. Operating Materials & Supplies - $2.OM As the requirement for better quality effluent increases, so does the need for chemicals(primarily bleach)to treat the region's wastewater. Operating materials and supplies are proposed to increase primarily due to combined increases in chemical coagulants, odor control, and disinfection. Contractual Services - ($400,000) The major component of this category is biosolids removal and transportation costs. These costs continue to rise however, cost increases in this area i- were less than previously anticipated. Utilities - ($400,000) ., There are reductions identified in natural gas utilization because Central Generation Operations has been successful in reducing natural gas usage and changes in the rules provided by the Air Quality Management District have allowed more flexibility. L L 2009-10 Budget Update - ------- w y r I l � w - -- Financial Summary - Where the Money Comes From Where the Money Comes From Fees & Charges $240.2M 24.7% Beginning Reserves i $551.7M Debt Proceeds 56.7% $70.OM _ 7.2% Property Taxes $65.2M Other 6.7% $30.OM 3.1% Interest $15.2M 1.6% Revenues by Category (in millions) 2009-10 200&09 2009-10 Proposed F:�Begin:nniitngReserves Approved Approved Revisions $512.3 $467.2 $551.7 Service Fees 200.6 221.0 220.4 V Permit User Fees 9.5 10.4 9.2 Capital Facilities Capacity Charges 21.7 22.9 10.6 Property Taxes 64.9 68.2 65.2 Intradistrict Transfers 4.0 (2.1) 0.0 Interest 19.2 18.6 15.2 V Other Revenue 36.1 24.8 30.0 Debt Proceeds 200.0 120.0 70.0 Total Revenue $11068.2 $951.1 $972.3 r Yr Financial Summary Revenues byygory r Revenues by Category Capital Facilities Capacity The District has a variety of revenue sources Charges (CFCC) - $1 1 M available for operating and capital expenses. The major revenue sources are as follows: CFCC is a one-time, non-discriminatory charge imposed at the time a building or structure is newly r • Beginning Balances connected to the District's system, or an existing • Service Fees structure is expanded. This charge pays for District facilities in existence at the time the charge is • Industrial Waste Permit User Fees imposed, or to pay for the construction of new .. • Connection Fees facilities in the future that are of benefit to the • Property Taxes property being charged. • Interest Earnings These fees are being reduced from the original FY r • Other Miscellaneous Revenue 2009-10 budget of$23 million to$11 million due to • Debt Proceeds the current recession and decline in residential and commercial development. Beginning Reserves - $552M Property Taxes - $65M As a result of its Reserve and Investment Policies, the District will begin the year with a balance carried The County is permitted by State law(Proposition r forward from the previous year, 13)to levy taxes at 1 percent of full market value (at time of purchase)and can increase the assed General Service Fees - $220M value no more than 2 percent per year. The District r User fees are ongoing fees for service paid receives a share of the basic levy proportionate by customers connected the sewer system. to what was received in the 1976 to 1978 period less A property owner, or user, does not pay user fees perm million,the amount that represents the State's until connected to the sewer system and receiving permanent annual diversion from special districts r to school districts that began in 1992-93. The services. Once connected, a user is responsible District's share of this revenue is dedicated for the for his share of the system's costs, both fixed and payment of debt service. variable, in proportion to his demand on the system. r These fees are for both Single Family Residences Interest Earnings - $15M (SFR)and Multiple Family Residences(MFR). Interest earnings are generated from the invest- The proposed 2009-10 single family residential rate, ment of accumulated reserves consisting of a cash r the underlying basis for all sewer rates, is$221. This flow/contingency,a capital improvement,a renewal/ proposed rate by the District is still well below the replacement,and a self-insurance reserve. State's annual average sewer rate of$406. according r to a 2008 survey of 726 agencies in California. Other Revenue - $30M Permit User Fees - $9M Other revenue includes$12.8 million from the r Large industrial and commercial properties that Irvine Ranch Water District(IRWD)for capital and 9 P P equity charges. discharge high volumes or high strength wastewater are required to obtain a discharge permit and pay Debt Proceeds - $70M r extra fees.These fees are for the owner's share of the system's costs, both fixed and variable, Certificates of Participation (COPS)are the District's in proportion to the demand placed on the system. primary mechanism for financing capital projects. COPS are repayment obligations based on a lease r or installment sale agreement. In 2009-10,the District is scheduled to issue $70 million of new money COPS to assist with 'r the financing of the$259 million in capital outlays scheduled for this fiscal year. r r Financial Summary Where the Money Goes Where the Money Goes / CIP / $259.OM 26.6% Debt Ending Reserves $7 _ $477.2M 7.9% 9 /o 49.1 Operating $159.1 M 16.4% Intradistrict _ $0.0M 0.0% Expenses by Category _ (in millions) 2009-10 2008-09 2009-10 Proposed — Filapital Approved Approved Revisions ement Program $373.7 $228.9 $259.0 Debt Service 74.6 84.3 77.0 — Operating Expenses 148.8 156.2 159.1 Intradistrict Transfers 4.0 (2.1) 0.0 Subtotal $601.0 $467.3 $495.1 Ending Reserves 467.2 483.8 477.2 Total Expenses $1,068.2 $951.1 $972.3 Financial Summary �,— —_ Expenses by Category r Expenses by Category _ The District budgets its funds in five distinct areas: - Capital Improvement Program (CIP) 4� In order to provide the appropriate level of service to the District's rate payers, large capital improvements r are required. The CIP provides for the management and implementation of these improvements. r Debt Service This is the cost of issuing debt. Long-term debt financing allows the District to complete large multi- r year capital projects by providing funds not always immediately available. New secondary t,annem system facilities in construction r Operating Expenses at Plant No. t. The proposed budget allocates resources to operate. maintain and manage our sewage — collection,treatment and disposal system and for any associated administrative or technical requirements. r Intradistrict Transfers _ Expenditures related to other affiliated agencies. Reserves r The District budgets for reserves for various potential needs including cash flow, operating contingencies, capital improvement, and replace- ment and catastrophic loss.The reserve levels — are governed by District policy. r r r r Strategic Planning - Introduction Teamwork and Problem Solving — We strive to reach OCSD goals through cooperative Driven by the mission,vision and core values of efforts and collaboration with each other and our the Strategic Plan, OCSD continues aggressive efforts constituencies. We work to solve problems in a to meet the sanitation, health, and safety needs of creative, cost-effective and safe manner,and we the more than 2.5 million people we serve while acknowledge team and individual efforts. protecting the environment where we live. Leadership and Commitment — Mission Statement We lead by example, acknowledging the value of our resources and using them wisely and safely to The Mission Statement is the basic foundation that achieve our objectives and goals. We are committed defines why we exist. to act in the best interest of our employees, our organization, and our community. "We protect public health and the environment Learning/Teaching-Talents, Skills and Abilities by providing effective wastewater collection, We continuously develop ourselves,enhancing our treatment. and recycling." talents, skills,and abilities. knowing that only through Vision Statement personal growth and development will we continue to progress as an agency and as individuals.Our Vision Statement supports the Mission Statement by expressing a broad philosophy of what the Orange Recognition/Rewards We seek to recognize. acknowledge and reward County Sanitation District strives to achieve now and — in the future in the delivery of services to our contributions to OCSD by our many talented customers, vendors. other agencies, the general employees. public. and each other. Operating Philosophy _ • Making decisions in an open and honest way The Orange County Sanitation District is a public to produce optimum financial,environmental agency that is successful by working as a team and and societal results. by leveraging our efforts with other public agencies. We think like a business and act in the public • Cooperating with other stakeholders to protect interest, all the while emphasizing the ABC's of the ocean and regional water resources for the our operating philosophy: people we serve. Accountability • Beneficially recycling wastewater, biosolids We maintain accountability for our commitments and other resources using safe and effective and for our behavior.We use measurable short-term .. processes and systems. and long-term goals. We use methods that regularly check our collective and individual progress in • Developing the best possible workforce by achieving our commitments.We measure and expect providing employees with opportunities to honest, respectful, open and constructive behavior in advance their careers through enhanced growth, ourselves and from the people with whom we work. responsibility, and professional development. Balance Core Values We achieve balance in what we do. Work matches our capacity to perform it.We look for economies Our Core Values support the Mission and Vision of operation without sacrificing quality or causing Statements by expressing the values, beliefs. and unreasonable risk. We consistently perform our core philosophy that guides our daily actions. They help work and meet our basic wastewater management form the framework of our organization and reinforce responsibilities while being willing to take on our professional work ethic. new initiatives that improve environmental quality Honesty,Trust and Respect or service in the community we serve. We aspire to the highest degree of integrity, honesty, Communication trust,and respect in our interaction with each other, We promote timely and accurate communication our suppliers, our customers,and our community. with the many different people who make up our community of interest. Staff and management communicate freely, openly and honestly to solve problems and to achieve constructive change. 2009-10 Budget Upda We provide our Board of Directors with accurate OCSD Long-Term Planning and timely information about matters that impact their policy making and affect the wider interests Long-Term Strategic Goals should be acceptable, "r of Orange County. flexible, measurable, motivating, suitable, under- We provide opportunities for the public, the media standable, and achievable. The Long-Term and our staff to become informed about our activities Goals are the results the District seeks to achieve r over and to provide input during our deliberations. years.. specified period, usually three five The Risk Register contains several long- Risk Register term concerns requiring short and long-term strategic planning. r During annual strategic level risk assessment and Several goals were completed in the last year: mitigation workshops, the Executive Management Team identifies weaknesses and threats and assesses • Phase I of the Management System for r strategic and organization-wide risks facing the Environmental Compliance District. The team also identifies mitigation measures . Stage I of Engine Emission Compliance that the District currently has in place, proposes o Development of a Statewide Emissions r additional mitigation measures that the District Inventory Protocol considers appropriate; and develops an action plan of responsibilities and timeframes for follow-up. • Enterprise Information Technology Strategic Plan r The information generated from these workshops • Feasibility of Deep-Well Injection of Biosolids are compiled and documented within the District's • Evaluation of Processing Biosolids at the Risk Register. Terminal Island Demonstration Well r Several Strategic Plan long and short-term goals . In-County Compost Take-Back Program reflect mitigation measures. Several of the risks Plan Strategy involve preparedness for uncontrollable events, . Succession Management Plan. r such as terrorist attacks and natural disasters. Several are concerned with finance, and many Other interrelated, long-term goals will remain as are compliance-related. the District continues to construct the facilities required to reach full secondary treatment.As r secondary treatment facilities are completed, more biosolids will be produced. Currently, the land reuse options are scarce and other new r technologies that the District is planning will become the more available, more expensive, biosolids management options. r The biosolids long-term goal will continue until a viable, cost-efficient, and effective method of reuse is available. r Strategic Planning - Long-Tenn Goals Goals FY 2008-09 Progress Work in conjunction with the County of Orange and the Federal Government to SARI Line Relocation relocate the Santa Ana River Interceptor Line by March 2012. — Issued draft report on findings and recommendations completed on 12f3l2008. Contaminants of Potential Report based on two phases(third phase representative sample was not collected Concern(CPC) by lab-fourth phase makeup from lab is pending). Developing initial source — control strategy based on 18 CPCs in 8 sectors per RWQCB Order No. R8-2008- 0058 Amending Order No. R8-2004-"2. R8-2004-0002 Article 15, Staff Report, Summary of Public Hearing, at al., CCR Title 22 Section 60320(aN2HA) w Fate of CPCs. Monitor both opposition to land application in Kern County and Arizona, and Biosolids Management availability of sustainable cost-effective alternatives and provide management — and Board with recommendation on whether to pursue proposal for selecting a technology to manage the remaining one-third of our biosolids capacity.This is an ongoing process that will continue to be a challenge as more land becomes unavailable for reuse options. The recently completed 5-year research strategic plan identified several projects targeted at reducing the quantity of biosolids produced.A project charter to initiate .. research on one promising technology is being developed. Although the study to evaluate alternatives for complying with lower emission Engine Emission limits in the South Coast Air Quality Management's Rule 1110.2. has been w Compliance completed,the demonstration testing will not begin until 2010. Compliance modifications to the engines cannot begin until a decision is made on the success or failure of the demonstration testing. — OCSD and Santa Ana Watershed Project Authority(SAWPA)staff continue to meet Review Interagency to discuss issues related to SARI line flows, rates,and long-term planning. Agreements OCSD and Irvine Ranch Water District(IRWD)staff are close to final agreement on w issues related to sewer charges. reserves, cash balances, biosolids costs, and odor control costs. Staff will develop and present to the board of directors an MOU to document the agreement reached on the issues. w Minimizing odor complaints is a priority.Chemical addition in the collection system Odor Control has increased. Plant odors will be contained within the treatment plant boundaries by completing Odor Control Projects at Plant 1 and Plant 2 by 2016. Projects P1-113(Trickling Filters at Plant 1)and P2-102(Solids Storage at Plant 2)have been designated to satisfy odor control compliance in these areas. These projects are scheduled to start design in July 2010. w w w ® w 2009-10 Budget Update _ Strategic Initiatives - Short-Term Goals During Fiscal Year 2008-09, there were several Short-Term Goals that supported the Long-Term Strategic Goals of the District. The updates and the completed portions of Long-Term Goals are included in the following table. Status Short-Term Goals Management System for Environmental Compliance- Implement a management control system Complete for environmental compliance information that incorporates a dashboard-style report. r Climate Change/Greenhouse Gases-Complete development of statewide emission inventory Complete protocol for publicly-owned treatment works and submit mandatory emission inventory to the _ California Air Resources Board for FY 07-08. Engine Emission Compliance-Complete study to evaluate alternatives for complying with lower Complete emission limits in the South Coast Air Quality Management's Rule 1110.2. Initiate planning and _ design of demonstration testing of the most promising technology(s)identified in the study. Complete Facilities Master Plan Update-Complete a comprehensive update of the Facilities Complete Master Plan and obtain Board approval. Sustainable Biosolids Program-Evaluate option of processing some of biosolids at the City of Los Angeles Terminal Island demonstration well; Complete Evaluate the feasibility of deep injection/methane recovery including commissioning a study of the geological formations below Plants 1 and 2, and availability and acceptability of any existing wells; Complete new in-county Compost Take-Back Program Plan strategy. r Succession Plan-Implement the succession management plan including management training and Complete the creation of a Leadership Academy. Manage and Optimize a Sustainable Biosolids Program-Monitor both opposition to land r application in Kern County and Arizona, and availability of sustainable cost-effective alternatives and Ongoing provide management and Board with recommendation on whether to pursue proposal for selecting a technology to manage the remaining one-third of our biosolids capacity. Plan and Maintain a Sustainable Capital Improvement Program-The team continued work on the original plan. Tasks complete include: issue a call for new projects and prepare materials for Manager and EMT review and prioritization of new requests; work on validating all CIP project r Ongoing budgets and scopes of work with updated estimated cost at completion for the entire program; and complete ASCE Peer Review of our CIP management program and present findings to the Board of Directors. r Local Sewer Services-Tasks complete include: establish New Local Sewer Service Fee(7-1-08); obtain OCSD Board approval of sewer transfer agreement with CMSD If 1-19-08). Meetings in Ongoing progress with Orange and Newport Beach for local sewer transfers in the future. Discussions with r El Modena and Santa Ana will begin later in the year. Continue to seek an asset transfer to other agencies.Also transfer other local assets back to cities that are not serving a true regional purpose. Enterprise Information Technology Strategic Plan- Develop and publish a three year Information r Complete Technology Strategic Plan based on the master OCSD strategic plan. r r r Strategic Planning - Levels of Service The Levels of Service included in the following tables support the strategic vision, mission, ethics, goals, and initiatives of the District and include key performance indicators of the Operational targets. Level of Services Target Accomplishments for FY 2008-09 and Accomplishments for FY 2008-09 r Environmental Stewardship: OCSD will protect public health and the FY 08-09 Target FY 08-09 Results Ys environment. Provide capacity to collect and treat dry weather urban 4 mgd 1.4 mgd runoff r Maximum off-site odor impact tin D/r•1 Reclamation Plant No. 1 48 D/r 48 D/T Treatment Plant No. 2 Me Air emissions health risk to community, cancer risk per 1 <10 <10 million Employees Permit compliance(air, land, and water) 100% 99% r OCSD will be a good neighbor. FY 08-09 Target FY 08-09 Results r Odor complaint response 100% 100% Treatment Plants within'! hour 100% 100% Collection System within 1 working day r Odor complaints: Reclamation Plant No. 1 32 27 Treatment Plant No. 2 4 13 We Collection System 34 31 Restore collection service to customer within 8 hours 100% 100% r Respond to collection system spills within 1 hour 100% 100% r r r r r r Ir 2009-10 Budget Update Business Principle: _ OCSD will exercise sound financial management. j FY 08-09 Target FY 08-09 Results COP service Principal and Interest < O&M expenses <06M expenses r Annual user fees Sufficient to cover all Sufficient to cover all O&M requirements 0&M requirements Annual increase in collection, treatment, and disposal costs per <10% 9.8% million gallons r Annual reserve level over adopted reserve policy level >0% 28% OCSD will be responsive to our customers. FY 08-09 Target FY 08-09 Results Respond to public complaints or inquires regarding >90% >90% construction projects within 1 working day New connection permits processed within one working day >90% >90% r r r d r d r r d Strategic Planning - Wastewater Management. OCSD will provide a safe reliable effluent for recycling. FY 08-09 Target EY 08-09 Results — Concentration of emerging chemical constituents of concern in NDMA= < 150 ppt NOMA= 66.4 ppt Plant No. 1 secondary effluent: 1.4 Dioxane - < 2ppb 1.4 Dioxane =1.7 ppb r Thirty-day geometric mean of total coliform bacteria <7 000 mpn 291 mpn in effluent after initial dilution: r Industrial compliance with permits to discharge into OCSD >90% permit 100% permit sewers compliance compliance Meet secondary treatment standards BOD 100 mglL BOO 45 mglL r TSS 55 mglL TSS 30 mgiL OCSD will manage flows reliably. FY 08-09 Target FY 08-09 Results r 0 per year during dry. Frequency of use of emergency one-mile(78-inch diameter) less than once per 3 0 outtall: years in peak wet weather ` Sanitary sewer spills per 100 miles: <2.1 < 2.1 r Contain sanitary sewer spills within 5 hours. 100% 100% - OCSD effluent will be recycled. FY 08-09 Target FY 08-09 Results r Provide up to 104 mgd specification effluent to the 63 mgd(without Groundwater Replenishment System: 104 mgd additional flow to be r provided by lift station) OCSD will implement a sustainable biosolids FY OB-09 Target FY 08-09 Results management program. �. 9. National Biosolids Partnership Certification for Biosolids Maintain NDB Maintained Environmental Management System. Certification r Percent of biosolids recycled >95%recycled 100%recycled <5%to landfill 0% to landfill Work lace Environment. OCSD will take care of our people. FY 08-09 Target FY 08-09 Results Training hours per employee 45 per year 43 ` Employee injury incident rate 5.2 Industry Average 4.5 Mandatory OSHA training requirements 100% 58 ` Hours worked since last Lost Work Day 1.000.000 19.000 r Lost Work Day Rate 5.2 4.5 r Capital Improvement Program Overview CIP Budget Request Sunmiciry Total This is an update to the Fiscal Year 2008-10 2009-10 Project two-year budget. In preparation for the 2009-10 Current Status Cash Flow Costs update, the District's Board of Directors reviewed Future $0.0 $324.8 the proposed changes to the CIP to gain an Planning 5.4 134.1 understanding of the impact from the CIP to Design 20.6 380.8 the current rate structure program. Construction 231.5 1,664.8 Capital Equipment I& lu The CIP includes three projects totaling$627 million Total 52591 Co Fvn F to upgrade the District's treatment plants to meet secondary treatment standards. Implementation There are currently 31 projects in the Planning Phase of secondary treatment standards is scheduled with proposed capital outlay spending in 2009-10. to be completed by December 31, 2012. Two of the larger 2009-10 cash flow projects in the In conjunction with preparation for the 2008-10 Planning Phase are the Title 24 Access Compliance budget, the District staff conducted strategic Improvements at Plant No. 1 and the Plant Water planning workshops with the Board of Directors System Rehabilitation at Plant No. 2 with current year to layout a capital program to deliver the levels of projected expenditures of$0.56 million and$0.35 service desired by the Board of Directors.These million, respectively.A total of$134.1 million in levels of service and resulting capital projects are capital outlay, currently listed within the Planning included in the District's Five-year Strategic Plan. Phase, is being projected for future budgets based This includes approximately$50 million of new CIP on the capital improvement needs that are identified over the next 10 years. through the 2002 Interim Strategic Plan Update and the CIP Validation Study. This budget update also includes the identification of There are currently 18 projects in the Design Phase new future rehabilitation and replacement with proposed capital outlay spending in 2009-10. projects. These future projects are based on the Two of the larger projects in the Design Phase are District's condition assessment program.These future CIP needs increase the amount of the CIP the Sludge Thickening Dewatering and Odor Control by$118 million. However, these projects will be at Plant 1 Project and the Solids Thickening and funded from the future rehabilitation, renewal, and Processing Upgrades Project with projected current replacement line item in OCSD existing budget and year expenditures of S4.69 million and$3.89 million, will not impact OCSD user rates. respectively. In addition, District staff has reviewed each ongoing There are currently 44 projects in the Construction CIP project to ensure that the scope of the project is Phase with proposed capital outlay spending in appropriate, and that the cost estimates are accurate. 2009-10. The two most significant projects in the The validated CIP includes 94 large capital projects construction phase are the New Secondary and 29 special projects with a 15-year expenditure of Treatment System at Plant No. 1 and the Trickling $1.326 billion. This total represents a$158 million Filters at Plant No. 2 with projected current year decrease from the 2008-10 CIP estimate. expenditures of$65.69 million and$63.93 million, The proposed 2009-10 CIP budget is organized respectively. by treatment and collection system processes and Standard contingency factors have been applied areas. The funds requested for the current cash to improve budgeting. The rates of 20, 20,and flow budget total$259.1 million,a decrease of 31 10 percent have been applied respectively to the percent from last year's cash flow request of$373.7 estimates made during the project development. million. The current year cash flow is part of an design, and construction project phases.This reflects overall total cost of$2.520 billion for active projects. standard practice for estimating construction Following is a chart for the 2009-10 Proposed CIP project costs. Cash Flows and the total Project Costs for all Following within the appendix are descriptions and Proposed projects, by project phase, in millions: justifications for the capital improvement projects which are new in this Fiscal Year 2009-10 budget update. They give the reader a brief overview of each project, the budget for the total project,and any Potential changes in the operational budget resulting _ from the implementation of the project. CIP OverviewAss d Each project in the CIP went through an extensive validation and prioritization process. Projects have —been prioritized based on risk exposure if the project was deferred. Projects that would present a higher risk if they were delayed are given a higher priority. - f The CIP budget process is continually improved _ �- and further refined as the District improves the CIP project management controls systems.The Project _ Management Controls System staff work with the project managers and management throughout the " � a year to manage the scope, schedule, budget, risk _ and other key project indicators for each project. •-� - " The information is collected monthly and compiled in the OCSD Project Control System website. -_ '.:._�w..+T�:, -• This information is then readily available during Construction of new facilities at Treblme,. the budgeting process to minimize the time and in Huntington Beach. effort needed to prepare and update the CIP portion of the overall budget. 0 Debt Financing Program The maximum level of variable rate obligations Debt Financing incurred by any District should not exceed the — Due to the magnitude of identified future annual level of invested reserves available to that District. capital expenditures, it is necessary that the District The District currently has outstanding synthetic utilize debt financing to meet its total obligations. fixed-rate and fixed-rate COPS of$1.045.7 million — Debt financing allows the District to meet projected and variable-rate COPS of$195.8 million, for a construction schedules while achieving the lowest ratio of 84:16. possible user fees, as well as, long-term stability in future sewer service fee rates. The District Maintains Certificate of Participation (COP) Its AA Rating The primary debt mechanism used is Certificate The District's bond rating is "AAA"from Standard 6 of Participation(COP). COPS are repayment Poors and "AA"from Fitch Ratings. A"AAA" Rating is obligations based on a lease or installment sale the highest for a government agency. In order to agreement. The COP structure was selected over maintain this rating, the District adheres to its 2001 — her structures because COPS are not viewed Debt Policy and coverage ratios requirements. This other u of debt by the State California, as the purchaser Board-adopted policy serves as the agency's guide in the management of existing debt and in the issuance does not actually receive a "bond," but rather a of future debt. share in an installment sale arrangement where — the District serves as the purchaser. COPS can be Debt Ratios issued with fixed or variable interest rates. Fixed-rate debt can be either traditional The District does have contractual covenants .. within the existing COP agreements which require or synthetic in form: minimum coverage ratios of 1.25, The minimum • Fixed-Rate Debt traditionally has a final maturity coverage ratio is the ratio of net annual revenues — between 20 and 30 years from the date of available for debt service requirements to total annual issuance. Generally, principal is amortized debt service requirements for all senior lien COP debt. annually. Principal maturing in early years The coverage ratio for senior lien COP debt is being typically has a lower interest rate("coupon") proposed at 2.39 for Fiscal Year 2009-10, — than later maturities. This structure typically produces a level debt service. Debt Financings In Fiscal Year 2009-10. new COP debt issuances — • Synthetic Fixed-Rate Debt: long-term, variable- of$70 million are being proposed. These debt rate debt can be issued and then the interest issuances will help fund proposed CIP budgeted component can be swapped to a fixed rate. cash outlays of$259.1 million in this fiscal year. This form of fixed-rate debt achieves a balance - between short and long-term interest costs and is frequently a less expensive form of debt. In some markets, this form of fixed-rate debt is — less expensive to issue than the more traditional form of fixed-rate debt described above. Variable-rate debt can also be traditional — or synthetic: • Variable-Rate Debt traditionally has either a long - or short nominal maturity, but the interest rate resets periodically. Typically,the intervals for interest rate resets are daily, weekly or monthly, but any period is possible. • Synthetic Variable-Rate Debt as described above for fixed-rate debt, variable-rate debt _ can be created from a fixed-rate issue by means of a floating-rate swap. Operating Expenses - Summary of Operating & Maintenance Expenses 2009-10 - 2008-09 2009-10 Proposed Category Approved Approved Revisions Salaries and Benefits $83.6 $90.0 $92.5 Operating Materials 8 Supplies 22.4 23.7 25.7 Contractual Expenses 28.5 28.9 28.5 Repairs and Maintenance 11.3 10.1 10.2 Utilities 9.7 10.2 9.8 _ Professional Services 3.8 3.0 2.6 Other Materials, Supplies, Services 2.6 2.8 2.7 Capital Grants to Member Agencies 0.3 2.1 1.7 Self-Insurance Requirements 2.0 2.1 2.8 Training and Meetings 1.4 1.4 1.4 - Research and Monitoring 1.4 1.4 1.2 Administrative Expenses 1.3 1.3 1.2 - Printing and Publications 0.7 0.7 0.6 - Cost Allocation (2015) (21.5) (21.8) r Total Operating Expenses $148.7 $156.2 $159.1 .- r Salaries, Wages & HMO plans, the dental insurance plan, and Benefits - $92.SM the life and disability insurance premiums. The proposed budget includes a 10 percent increase r Salaries &Wages-This category includes salaries for the medical plans. for 648 full time equivalent(FTE)staff positions as Operating Materials & well as Directors' pay.The vacancy factor applied for r the budget update has been reduced from 5 percent Supplies - $25.7M to 3 percent based on trend information. Provision Disinfection Chemicals-The largest cost related has been made in these salary projections in order to disinfection is for chemicals, specifically bleach. r to comply with the terms of the most recently adopted MOUs. Sodium Hypochlorite(Bleach)-Over 95 percent of the bleach is used for effluent disinfection. Retirement-The District's employees are members The remaining bleach usage is for odor control, r of the Orange County Employees'Retirement System disinfection of plant water, and the control of _ (OCERS). Preliminary information from OCERS filamentous organisms in activated sludge in the indicates that an increase in rates is expected. secondary treatment process. It is anticipated that r The employer's required contribution rate has been the District will use 11.4 million gallons of bleach in increased from 21.34 percent to 21.95 percent. In 2009-10. However, due to revised estimates on unit addition, the District will pay 3.5 percent on behalf of cost increases, the proposed budget for bleach has each employee. been increased from$6.9 million to$7.2 million. as Group Insurance-Includes the District's share Chemical Coagulants-Cationic polymer is added (approximately$12,600 per employee)of employee to the influent wastewater along with ferric chloride r medical plan benefits for the indemnity plan, prepaid via the physicalkhemical treatment systems at both ® plants to improve solids removal efficiencies in the r 2009-10 Budget Update primary clarifier basins. It is also added to digested This category also includes appropriations for sludge prior to dewatering to cause the sludge grounds keeping services, janitorial services, to coagulate to improve the sludge and water security services, toxic removal services, outside separation process. The usage costs for this group laboratory services, trash pickup, plant site of chemicals is expected to increase more than sweeping, temporary help to level out periodic previously estimated as overall chemical coagulants increases in staff workload, a maintenance contract are being proposed at$500,000 more than previously for the Plant 2 oxygen generation plant, digester approved for 2009-10. cleaning and disposal services, line cleaning and Odor Control Chemicals-The District uses closed-circuit television(CCTV)services. hydrogen peroxide and sodium hydroxide(caustic Repairs and soda)as the primary odor control chemicals within the treatment plants; magnesium hydroxide, ferrous Maintenance - $1 0.2M chloride, calcium nitrate and caustic soda are the This item, which is for parts and services for repair primary odor and corrosion control chemicals used of plant and collection facilities and annual service within the collection system. contracts, reflects an authorization to allow for ,. An increase of$1.1 million is being proposed from routine equipment maintenance and is expected the previously approved $7.2 million 2009-10 budget to increase by$100,000. Two large repairs include: for odor control chemicals due to recent increases the overhaul of three belt filter presses budgeted at in unit costs. $300,000; and the rehabilitation of three digesters to maximize treatment plant capacity budgeted Contractual Services - $28.5M at$150,000. The major component of this category is biosolids Utilities - $9.8M removal and transport costs. Contracts have been executed with firms for agricultural reuse The overall cost for utilities is a significant of residual solids. Since the closure of the Coyote component of the operating budget. The overall Canyon Landfill in 1990, no replacement site for cost for utilities is anticipated to decrease by sludge disposal has yet been approved within $400.000 compared with the previously approved Orange County. 2009.10 budget. Additionally, biosolids production increased at • Natural Gas-Natural gas is purchased Plant No. 1 and Plant No. 2 when secondary facility to supplement the digester gas that is rehabilitation projects were completed and used to run the central generation facilities. secondary flow increased. Plant No. 1 biosolids The 2009-10 budget shows a decrease of$1 production will increase further when the Steve million reflecting lower levels of natural gas Anderson Lift Station(SALS)begins operation needed because central generation operations diverting more flow to Plant No. 1.Total estimated has been sucessful in reducing natural gas biosolids production for Fiscal Year 2009-10 is usage and changes in the rules provided by the 294,000 wet tons.The 2009.10 proposed budget SCAOMD have allowed more flexibility. reflects a decrease of$1.2 million, however, because rate increases were less than expected. • Electricity-Electricity is the largest utility cost incurred by the District and is used to run the plant processes. The 2009-10 budget reflects an increase of$600,000 due to a projected 6 percent increase in Edison energy rates, an increase in process demand for secondary treatment, and a decrease in electrical power production at the District's central generation facilities to reduce emissions. � d Nearly all the power required to operate Plant No.P is generated by the District's Central Power Generation Facilities. Operating Expenses WEL Professional Services - $2.6M Insurance - $2.8M - Professional Services includes General Counsel, The District's outside excess general liability special labor counsel, legislative advocacy, audit insurance coverage is$30 million with a self- — and miscellaneous accounting services, engineering, insurance retention of$500,000. and other technical consulting services. The District's property insurance coverage of Other Material, Supplies, $1 billion for perils of fire and S300 million for perils of flood is subject to a self-insurance retention of Services - $2.7M 5 percent per unit of insurance up to$25,000 for This category of costs includes the in-lieu insurance fire and$100,000 for flood. The District is totally premium used to maintain the level of accumulated self-insured for earthquake. reserves for the property and general liability self- An appropriation of$1.1 million for in lieu premium insurance programs.This in-lieu cost for 2009-10 contribution charged to operations is recommended is proposed at$1.1 million. for the Property and General Liability Program. Expenses not chargeable to other categories, This will serve to maintain the reserves balance. such as freight and miscellaneous items, and Training and Meetings - $1 .4M annual regulatory fees assessed by the SCACIMD, r are recorded with this category. Expanding activities of regulatory agencies have required increased Board member and staff travel Grants to Member Cities - $1 .7M in recent years. Given current economic constraints, — The payments to agencies in connection with the employee travel is now subject to increased scrutiny. _ Cooperative Projects Grant Program were reduced All meeting request budgets have been reviewed for from $2.5 million in Fiscal Year 2007-08 to$0.3 necessity, duplication, and redundancy and have r million in 2008-09, and then back up to$1.7 million been limited to a responsible level. in 2009-10. An amount equal to approximately 2 percent of The Cooperative Projects Grant Program co-funds the Regular Salaries budget is allocated to Training. r projects sponsored by a member agency to eliminate Training activities are coordinated though the or reduce inflow and/or infiltration of storm water and Human Resources Division of the Administrative groundwater from local wastewater collection lines Services Department. r and to repair or replace poor performing, aging local Also this category includes ongoing technical training wastewater collection system infrastructure. and materials for staff; expansion of our supervisory The 2009-10 grant allowance is in accordance with training program to provide supervisors with training r program contracts currently in place as this program to more effectively manage their Divisional groups; has now reached its cap of$7.5 million.This program required training for computerized plant monitoring will be discontinued after the 2009-10 fiscal year. and control systems, Laboratory Information r Management System(LIMS), Computerized Maintenance Management System(CMMS), Financial Information System(FIS), and other "high tech"equipment, processes and systems; and training to allow for an adaptive and flexible work force.The General Manager and the Board have continued to place a heightened emphasis on safety, technical, and management training. r r 2009-10 Budget Update Research and Monitoring - $1 .2M Overall, this category of costs is expected to decrease slightly over the next fiscal year. Research •I. and monitoring expenditures consists of contract _ services to carry out the extensive ocean monitoring program required by the EPA under provisions of the / - District's ocean discharge permit(NPDES)permit; air quality monitoring costs; the District's contribution to the Southern California Coastal Water Research Project(SCCWRP)being conducted under a joint ::i6 power agreement with other Southern California municipal dischargers; and also provide for increased operational and ocean research and evaluation to develop optimum operating parameters in treatment plants. Administrative Expenses - $1 .2M TheNernssaisOCSD's custom designed and built ocean monitoring and research vessel.It holds and operates specialized ocean sampling equipment that enables OCSD These accounts include supplies, postage, to conduct core and regional monitoring and special technical journals and publications.forms, small studies along the coastline. office equipment, and small computer items that cost less than S5,000 per item and exclude items _ that are capitalized. Printing and Publication - $0.6M The budget provides for in-house and outside reproduction costs and reflects an expanded management information system and administrative requirements as well as a continuing demand by the public and regulatory agencies for information. The continuing effort of the Public Information Office to improve public education programs about the Districts activities is also reflected in the budget for this line item. This group of accounts also includes costs for photo processing, advertisements,and notices. Cost Allocation - ($21.8M) This represents direct labor and benefit charge .. outs and materials, supplies and services cost allocation to the capital project where the related work was performed. Departments - Summary r Expenses by Department (in millions) 2009-10 2009-10 2008.09 Originally Percent Updated Percent Department Budget Proposed Change Proposed Change *+ Administration Units Office of the General Manager $6.6 $6.9 4.5% $6.5 15.8%) - Administrative Services 17.8 19.9 11.8% 20.0 0.5% Sub-Total $24.4 $26.8 9.8% $26.5 11.1%) _ Operating Units Technical Services 19.2 19.7 2.6% 19.8 0.5% Engineering 2.6 4A 69.2% 3.8 (13.6%) Operations 6 Maintenance 100.5 103.2 2.7% 106.0 2.7% Sub-Total $122.3 $127.3 4.1% $129.6 1.8% - Total $146.7 $154.1 5.0% $156.1 1.3% Less: Operating Revenue (7.8) (8.1) 3.8% (8.1) 0.0% Grand - GrandTotal $138.9 $146.0 5.1% $148.0 1.4% Staffing by Department (FTEs) 2009-10 2009-10 - 2008-09 Originally Percent Updated Percent Department Budget Proposed Change Proposed Change - Administration Units Office of the General Manager 29.75 29.75 0.0% 28.00 (5.9%) Administrative Services 96.50 103.50 7.3% 100.75 (2.7%) ti Sub-Total 126.25 133.25 5.5% 128.75 (3.4%) Operating Units - Technical Services 107.00 107.00 0.0% 106.50 (0.5%) Engineering 108.50 108.50 0.0% 107.50 (0.9%) Operations 8 Maintenance 299.25 299.25 0.0% 305.25 2.0% Sub-Total 514.75 514.75 0.0% 519.25 0.9% ,. Total FTEs 641.0 648.0 1.1% 648.00 0.0% r 2009-10 Budget Update r Administration Units Operating Units r Office of the General Manager Technical Services Budget $6.SM -Staffing 28 FTEs Budget$19.8M- Staffing 106.5 FTEs The Office of the General Manager provides general The Technical Services Department oversees oversight of all District operations and incorporates environmental issues, regulatory compliance and functions in the areas of Safety and Health, Public research at the District and is responsible for the Information Office, Government Affairs, and Board environmental laboratory, ocean monitoring and r Services.This office reports directly to the Board of source control.The budget reflects a transfer of Directors.The budget reflects the transfer of 2.75 0.5 FTE to Administrative Services. FTEs to Administrative Services and the addition of r one Safety It Health Specialist. Engineering Budget$3.8M-Staffing 107.5 FTEs Administrative Services The Engineering Department is responsible for .. Budget$20.OM-Staffing 100.5 FTEs the planning, design and construction of the The Administrative Services Department maintains District's capital improvement program and District financial oversight and administration of all District annexations,easements and connection permitting. r funds and accounts and is responsible for contract The budget reflects the continuing use of Integrated administration and procurement, oversees all human Program Management Consultants(IPMC)to resources management activities including employee supplement District resources in managing the r development,and employee and labor relations. CIP and the transfer of 1.0 FTE to Operations and and oversees all District computer, networking and Maintenance. customer support issues.The budget reflects a net reduction of 2.75 FTES due to the removal of the Operations and Maintenance "r seven-FTE placeholder for new positions previously budgeted here combined with the transfer of 3.25 Budget $106.OM-Staffing 305.25 FTEs FTEs from other departments and the addition The Operations and Maintenance Department r of one Storekeeper. is responsible for the operation of the District's two wastewater treatment plants and for reliable collection and transportation of wastewater, r asset management and efficient, safe operation and maintenance of the system in the 471 square mile area. The budget reflects the transfer of 1.0 FTE from Engineering and the addition of five new r positions: one Plant Operator, one Reliability Technician,one Electrical Technician I, one Mechanic, and one Lead Mechanic. r r •F7E=Full-Time Equivalent Position r r r Office of the General Manager _ The mission of the Office of the General Manager is to work with the Board to establish standards, policies and procedures, and the overall goals and Strategic Plan of the District. The Office of the General Manager reports the District's progress in meeting the established goals to support the District's mission,and provides general oversight of the District's operations. The office reports directly to the M. Board of Directors. Board of In addition to the line departments, this Administrative department oversees District-wide functions Directors Services in the areas of: Safety and Health. Public Information, Government Affairs,and Board Services. _ General General Technical Safety and Health provides expertise, support Counsel Manager Services and guidance to protect employees, the public, O the environment, and assets through develop- ment and implementation of comprehensive and cost effective safety, health and security Ergineeriip systems, policies and procedures. Public Information Office provides services and implements programs to meet Operations 6 the communications needs of both internal and Maintenance external audiences for the District. The division plans and implements media relations, website content, community relations,construction - outreach, community education and outreach, employee newsletter, intranet development, corporate identity program, collateral material and graphics development, presentation development, and crisis communications. The public information office also includes the front lobby receptionist and handles meeting planning, audio visual setup and conference room booking. Operating Expense 20D9-10 2009-10 2007-08 2008-09 Originally Updated Category Actual Budget Proposed Proposed Personnel $ 3.244,438 $ 4.009.080 $ 4.293.260 $ 4,108,850 Chemicals 6 Other Supplies 537.665 665.800 673.640 696.620 Professional/Contractual Services 1,088,531 1,050.100 1.031,550 786,600 Research 6 Monitoring 0 0 0 0 Repairs 6 Maintenance 4.687 3,580 3,600 3.500 Utilities 104,281 125.000 132.000 132,ODD Other 53,762 899,640 9D5.710 910,970 Cost Allocation (323.801) (143.500) (145.200) (147,940) Willi Total $ 4.709.563 $ 6,609,700 $ 6.894,560 $ 6,490.600 Office of the General Manager 2009-10 Budget Update Service Description lra„r, d1 Government Affairs manages the intergovernmental relations for the District, including legislative analysis and tracking, building coalitions Authorized FTE Positions around key issues,and providing timely information to the Board of Directors. The Government Affairs Office also manages state and federal Managers 4.00 legislative advocates; follows political matters at the regional,state and16.00sors federal levels; and acts as a liaison to various associations, government 4.00 agencies,and others. Finally, the office coordinates efforts seeking Intems 0.00 grants and federal appropriations. Othert t Board services includes the Clerk of the Board Office,and supports the Total 28.00" Board of Directors by acting as filing officer for Statement of Economic Interests, receiving and processing summons and complaints filed against the District; and. preservation and protection of the District's records for public, private, and governmental use. Staffing Trends Budget Overview : lt The budget for the General Manager's Office reflects a cost reduction 2 ' of$0.4 million. This decrease is due to a net reduction of 1.75 full-time equivalent positions as well as significant decreases in departmental expenses for Contractual and Professional Services. Position changes involve the transfer of 2.75 full-time equivalent positions to Administrative Services 0506 06 i i 0; 8 i, i• t and the addition of one Safety and Health Specialist. _ Performance Objectives / Measures e Maintain the collection,treatment and disposal cost per million gallons at or below$1,763.15 per million gallons by end of Fiscal Year 2009-10. a Maintain District staffing at or below 648.0 FTEs by the end of Fiscal Year 2009-10. e Maintain 100 percent compliance with terms and conditions of our permits and local. State and Federal regulations. e Deliver 80+ percent of each fiscal year's CIP budget principles. e Provide public outreach for OCSD's capital improvement projects. a Maintain a safe and healthy work environment and implement security Through the Board's leadership, measures to comply with Homeland Security requirements. a Five-Year Strategic Plan was updated in November 2008, e Establish key legislative priorities and keep the Board and senior management apprised of matters in Sacramento and Washington. D.C. e Provide accurate and timely board/committee agenda packages to the Board of Directors. a Support the Board of Directors information needs via enhanced Directors'webpage. e Update performance dashboard quarterly. e Present for Board approval proposed updated District agreements with SAWPA and IRWD. a Assure full participation of all Managers and Supervisors in the Leadership Academy. Administrative Services - Department _ Service Description The Administrative Services Department oversees all of the District's finance, contracts/ Office of the purchasing, human resources,and information General 4111 technology activities, including both day-to- Manager day operations and strategic planning. The — Financial department serves as a liaison with Executive es Board of Managanarn Management, the Board of Directors, and other Directors departments of the District. The department includes four divisions: Financial Management; r matemils Contracts, Purchasing, Er Materials Management: Management I Human Resources; and Information Technology. General General Technical Financial Management oversees and r Counsel Manayor Services Resoumes administers all District funds and accounts. Office Programs include treasury management and debt financing, accounts receivable and payable, user fees, payroll, accounting for fixed assets, Engineering coordinating the capital and operating budget process,and risk management. Contracts, Purchasing, & Materials Operations 5 Management is responsible for contract Maintenance administration and procurement for all District departments. Additionally,this division r manages the District's warehouses, receiving and maintaining inventory, and distributing supplies, materials,and equipment. Human Resources manages employee development and training, compensation and classification, employee benefits, and employee and labor relation activities. Information Technology is responsible for customer support related information technology assets and services, networking and infra- structure,telecommunications operation and maintenance and network and programming, and database systems development. Operating Expense 2007Updd,.,ated -10 2007-08 2008-09 OrigitedCategory Actual Budget Proposed Personnel $ 17,724,698 $ 12,922,700 $ 14,731, 90Chemicals 60ther Supplies 1,918,841 2,127,280 2,113, 350Professional/Contractual Services 1,241,642 1,394,870 1,427, 820Research 8 Monitoring 0 0 0 Repairs 6 Maintenance 1.028.843 1,271,900 1,341.950 1.191,650 Utilities 228,071 250,000 260,000 266,000 Other 2,083,007 991,900 1,161,950 1,026.500 Cost Allocation 11,594,826) (1,146,390) (1,155,390) (1,166,180) Total S 22,630,276 $ 17,812,260 $ 19,870,520 $ 20,006,930 — Administrative Services Department 2009-10 Budget Update Budget Overview For Fiscal Year 2009-10, the originally proposed budget showed the planned District-wide increase of seven full-time equivalent positions along with the related salary and benefits costs within the Human Resources Authorized FTE Positions Division of this department. Now that the specific positions to be added Managers 9.00 have been determined, the positions and associated costs are reflected in Supervisors/Professionals the departments to which new positions have been allocated.The budgetve 2 26.00 for the Administrative Services Department reflects the elimination of the Technical 2.00 seven position placeholder, the transfer of 3.25 full-time equivalent Interns 1.00 positions from the General Manager's Office and Technical Services, Total 100.75 and the addition of one Storekeeper. Despite the decrease in staff levels, personnel costs are increased due to the addition of net pension and other post-employment benefits costs in accordance with requirements of the Governmental Accounting Standards Board.This increase is largely offset by reductions in almost all other spending categories resulting in an overall 122.50 Staff ing Trends departmental budget increase of$0.1 million. Performance Objectives / Measures t , 75 . t e Process all approved sewer service fee refund requests will be processed within 45 days, 90 percent of the time. e All treasury investments will be in compliance with the State t 0 6 0 t 0; 0 t' t' 0 Government Code 100 percent of the time. e Sustain succession management and Leadership Academy programs through June 2010. e Continue the cycle count program and maintain a minimum =�• 97 percent accuracy rate. e Ensure bid requests are accurate and comprehensive so that resulting bids are responsive. _ e Coordinate and uphold solicitation schedules in support of planned -- projects and emergency procurements. ` e Implement various components of the Information Technology Strategic Plan (ITSP). e Maintain 99 percent network uptime. � OCSD has started a major upgrade to a Implement Enterprise Content Management(ECM)System. Its voice and data telecommunication systems. Technical Services - Department Service Description The Technical Services Department provides District leadership on environmental, regulatory Gener,l compliance and research related matters,and Management support services to other departments, and Administration consists of four divisions: Technical Services Administration and JD,rectors Research provides oversight to the operating Administrative divisions within the department and manages Services the District's research activities. Adimmirtnamn Environmental Compliance and Regulatory Gener Affairs oversees both environmental r complarricompliance and regulatory advocacy for air, land, and water issues at the federal, state and local Environmental levels. ECRA is also responsible for obtaining environmental permits from EPA. RWQCB and EngineeringOcean the SCAOMD and for the offsite management of biosolids. Environmental Laboratory and Ocean Operative;6 Monitoring provides laboratory services Maiinenance supporting operational compliance, and environmental monitoring activities and is r responsible for the District's ocean monitoring program, Source Control is responsible for administering and enforcing the District's wastewater discharge ordinance and federal pretreatment regulations to control industrial discharges into the sewer system. The division manages the District's urban runoff diversion program, FOG(fats, oils and greases)program, and non- industrial source control program to control pollutants of concern for the Groundwater Replenishment System. Operating Expense 2009-10 2009-10 2007-08 2008-09 Originally Updated Category Actual Budget Proposed Proposed _ Personnel $ 13,607,220 $ 14,335,800 $ 15,174,000 $ 15,559.600 Chemicals 6 Other Supplies 871,622 1,111.300 1,123,940 1,002,190 Professional Contractual Services 557,173 1,162,000 720,400 804,400 Research 6 Monitoring 1.030.873 1.426.410 1.409.860 1,178.460 Repairs 6 Maintenance 277.339 292,000 310,750 285,540 Utilities 310.931 396,000 410,000 410,000 Other 279,864 521,150 548,850 573.600 Cost Allocation 526,897 8,280 5,580 3,320 ® Total $ 17,461,919 $ 19,252,940 $ 19,703,380 $ 19.817.110 — Technical Services Department 2009-10 Budget Update as, Budget Overview For Fiscal Year 2009-10, the significant changes to Technical Services Department's budget are associated with transfer of the hazardous waste management program including contract services for treatment and r disposal of the waste materials from the Safety Division to Technical Managers 4.00 Services Department. Other significant changes include increased fees .00 associated with inventorying of greenhouse gases and environmental .00 r permits, and reduced costs associated with professional services for air Technical 17.00 quality auditing and monitoring activities, development of environmental Interns 1.50 reports, advocacy efforts in Kern County due to us discontinuing land Total 100.50 application of biosolids in Kern County, discontinuing biosolids related r research with the Association of Compost Producers and the Water Environment Research Foundation and further streamlining of our Ocean Monitoring Program resulting in a reduction in contract services. Staffing Trends Performance Objectives / Measures ...... e Achieve 90+ percent of strategic goals and objectives: 106.50 — Implement management control system for the scope of environmental requirements — Determine the environmental footprint for both treatment plants. — Monitor both opposition to land application in Kern County t t, t. i i r: is i• i• r and Arizona,and the availability of sustainable cost-effective alternatives in order to provide management and the Board with a recommendation on whether to pursue proposal for selecting a technology to manage the remaining one-third of our biosolids capacity. r — Complete three phase testing and analysis of compounds of emerging concern (CECI, prepare report on findings and recommendations, develop initial source control strategy if there are CECs identified that require control. r • Ensure Technical Services Department's expenditures are managed within 90 to 100 percent of the proposed budget. r e Meet 100 percent of regulatory deadlines for required compliance reports and permit applications. IN e Support GWR System routine monitoring requirements as defined Enhanced Source Control Program will r by project goals. provide educational outreach on emerging compounds of concern. e Collect and test all sediment and water quality ocean samples according to schedule. File the annual Ocean Monitoring Report with regulators r by March 1, 2010. e Meet Environmental Laboratory's tesUFTE standards within 10 percent of Fiscal Year 2008-09, Meet benchmark standard within 10 percent 'a variance. Meet turn-around time standard within 10 percent variance. e Meet Environmental Laboratory compliance test standards 95 percent .. correct on first and 100 percent on second attempt. e Conduct monitoring of industrial facilities within 95 percent of the benchmark. 'e a Conduct 100 percent enforcement action and follow-up monitoring within 30 days of each non-compliance event. Engineering - Department Service Description — The Engineering Department is responsible for the planning, design and construction of Office o1 the the District's capital improvement program and General District annexations, easements and connection Manager permitting. The Engineering Department is comprised of five divisions: r Board of Engineering Administration provides Directors Adninisuanve - management to all Engineering Divisions. _ Services Planning provides engineering data management.Capital Improvements Program General (CIP)master planning,water resources Counsel General Technical management, and California Environmental Office Manager Services Quality Act review. In addition,this division manages new annexations, connection Planning permitting, easements,and agency agreements. Project Project Management Office This division is Man 'arint responsible for the delivery of large capital r projects from the preliminary design stage Engineering& r through the closeout of Construction. Operations 6 Constnictan Engineering and Construction provides Maintenance Facilities multi-disciplinary engineering, administrative and inspection services for large CIP projects. This Project division also provides professional engineering support to the Operations and Maintenance Department. Facilities Engineering is responsible for delivery of smaller"fast-track"design and construction projects to upgrade or repair r our existing facilities, including preparation of in-house project designs. r r Operating Expense 2009-10 2009-10 2007-08 2008-09 Originally Updated Category Actual Budget Proposed Proposed r Personnel $ 13,710,055 $ 15,864,300 $ 16.834.900 $ 16.977,940 Chemicals 6 Other Supplies 237.674 265.230 271.400 229,540 Professional/Contractual Services 51.091 570.700 468.700 491,200 Research 6 Monitoring 0 0 0 0 Repairs 6 Maintenance 22.108 4.1 DO 4.160 0 r Utilities 15.748 17,000 17.340 0 Other 1.785,536 312,270 2,077.000 1,668,000 r Cost Allocation (13,004.600) (14.731,350) (15,552,950) (15,596.850) ® Total $ 2.817,612 $ 2.302.250 s 4.120,550 $ 3,769.830 Engineering Department 2009-10 Budget Update Budget Overview In Fiscal Year 2007-08, the Engineering Department formed a new division, Facilities Engineering, which increased the overall staffing level. In the Fiscal Year 2008-09 budget. six 08M employees were budgeted to move Authorized r to Engineering while two full-time equivalent positions were cut from the Managers 5.00 Department. For Fiscal Year 2009-10 the department will show a net sors73.00 decrease of one full-time equivalent position. 29.00 r The cost allocation total represents direct labor and benefit charge outs 0.50 and materials, supplies and services cost allocation to those capital projects Operations Ir Maintenance 0.00 where the related work was performed. Since the work of the Engineering Total 107.50 r Department is largely concerned with capital projects most of the costs for this department are allocated to the Capital Improvement Program, Performance Objectives / Measures Staffing Trends a Expend minimum 90 percent of project annual Capital Improvement 104,50 108.50 107.50 Program cash flows for Fiscal Year 2009-10. r • Ensure that reporting division's expenditures are managed to less than 100 percent of proposed budgets. a Ensure that reporting divisions achieve 90 percent of individual r performance objectives. t t, t. 07 I t. t. t' 0 t CIP Expendita�es Replacement/ 1 Rehabilitation $82M 32% Improved Support Treatment r $14M $132M 5% 51% Additional Capacity ,rr, $31 M 12% In 2009-10,the Engineering Department vnll be responsible for$259 million r in capital expenditures. r r Operations and Maintenance Department Service Description The Operations and Maintenance Department is responsible for collecting, conveying and w G neraltreating wastewater, reusing or disposing gement of the treated wastewater and all residuals, istration and providing care to all facilities.The OEM Department consists of eight divisions: Board of Operations and Maintenance Directors Administrative r, Administration provides leadership, strategic IN Services direction, and oversight to all Operations and Maintenance divisions. General Collection Facilities Operations and r Counsel General Technical r Maintenance operates, maintains and Office Manager Services manages regional gravity and pumping facilities that transport wastewater to the two regional plants for treatment and Engineering reclamation. The division hosts regional collaboration and networks with the member cities and agencies on collection facilities management issues. t Facilities Services manages the non-process r infrastructure systems of the two 100-acre treatment facilities, and also maintains fleet equipment, the motor pool, managing the Computerized Maintenance Management System and helping to initiate, coordinate and manage various supply and contracted services for all OEM divisions. Process Engineering provides engineering and technical support to all staff relating to air,water and solids issues in the collection and treatment facilities. r Operating Expense 20os-10 2009-10 2007-08 2008-09 Originally Updated Category Actual Budget Proposed Proposed _ Personnel $ 35,256,355 S 36,712,200 $ 38,974.500 $ 40.545.040 Chemicals 6 Other Supplies 16.418.093 21.609.000 22,938,020 24,921 7730 Professional/Contractual Services 18,068,259 28,099.800 28,197.300 27.660.280 Research E Monitoring 0 0 0 0 Repairs 6 Maintenance 10.301,483 9,749,610 8,432,070 8,713,650 _ Utilities 7,461,353 8,931,370 9,402.920 8.947.100 Other 477,393 182,600 186.960 160,100 Cost Allocation (3,233,719) (4,490,450) (4,682,750) (4,915.450) ® Total $ 94.749.217 $ 100,794,030 $ 103,449,020 S 106,032,450 Operations & Maintenance Department 2009-10 Budget Update Service Description crondneadl Plant 1 and Plant 2 Operations are responsible for the daily management of the wastewater treatment processes and biosolids loading activities to ensure compliance with all regulatory permits, management Authorized FTE Positions .. of odor reduction operations, support of the CIP, and coordination of Manager 7.00 construction work. This includes supply of spec water to OCWD'sSupervisors63.00 GWR System and processing of its waste streams. •r Mechanical and Reliability Maintenance is responsible for maintaining Interns 0.50 and repairing all mechanical equipment in the treatment plants, rebuild, I 220.00 welding and fabricating services, equipment reliability program, hosting Total 305.25 the asset management program,and leading the Asset Management Steering Committee. Instrumentation and Electrical Maintenance is responsible for maintaining Staffing Trends ,. all instrumentation, process integration and controls, electrical, HVAC equipment and systems in the treatment plants, pump stations, support and office buildings; providing reliable power by operating the two generating r r29275 _ facilities and back-up generator power sources, and repairing all systems. Budget Overview sa The Fiscal Year 2009-10 budget for the Department reflects a cost increase of$2.6 million. Significant factors affecting this change include: r t• r. ' ' '` '' r' r' r • Fiscal Year 2009-10 budget is linked to meeting all regulatory, Consent Decree, and Level of Service needs for the facilities and systems managed by the O&M staff. They include providing treated water to OCWD for GWR System needs, continued ramp-up to full secondary treatment by December 31, 2012, and minimizing offsite odor impacts from Plants No. 1 and 2 in conformance with new Dilution to Threshold (D/f)criteria. No budget is provided to meet the slate's mandated greenhouse gas reduction program as specific criteria are unknown. ses • Staffing increases are needed for proper care and management of the expanding facilities.A staffing plan developed in Fiscal Year 2007-09 will be updated in the winter of 2009 to guide future increases needed to help close staffing gaps. We will continue to utilize outsourced services and managed overtime to minimize the needs for increased FTEs. • Costs of numerous chemicals needed for the collections, treatment, chemical costs continue rise ocso •. meets the challenges of treatment, atmentnt, and oudall disinfection processes are expected to continue to increase disinfection,and odor control. based on market trends indexed to fuel and energy. This also affects our transported biosolids as produced tonnage increases with increasing levels of secondary treatment. Cost increases in electricity from the regional utility for the collection system pump stations and treatment plants are expected. Natural gas usage for the central r generation facilities has decreased due to agreements reached with the SCAQMD allowing increased use of digester gas, our renewable fuel source. Electrical loads at both plants will continue to rise as the facilities expand. Operations and Maintenance Department (continued) � _ • Materials and services for repairs and maintenance agency-wide will trend upwards to cover facilities growth, planned maintenance, as well r as increased maintenance needs in our older facilities where systems are at or beyond their life cycle. No contingencies are included for major emergency repairs or unbudgeted expenses. Performance Objectives / Measures • Achieve 100 percent compliance with water, solids, air, and r energy permits. • Achieve a compliance level of 80 percent to 100 percent of the Levels of Service(LOS)targets consistent with resource availability. �. • Manage 08M expenditures to within 96 to 100 percent of approved budget. V • In December 2009, complete the update to the 2007-06 staffing plan to guide recruitment and staff development needs as the facilities and their complexity continue to grow. r r r L r r r r ® V r r r r r r r r Appendix r r r r r r r r A- 1 Cash Flow Projection L Orange County Sanitation District Consolidated Cash Flow Projections i tJ Preliminary Preliminary Preliminary Preliminary PmNmlary Preliminary D..cdptl.n 0140 10-11 1112 12_13 13-14 W5 Revenues: L General User Fees 210,540,000 232,603,000 254.799,000 280,648,000 301,083,000 322,731,000 Permitted User Fees 9,170,000 10,124,000 11,078.000 12,198.000 13,052,000 13966.000 Property Taxes(Flat in short tam) 65,210,000 65,210.000 65.210.000 65.210,000 68,471,000 71:895,000 L New COP Issues 70,000,000 110,000,000 60,000,000 170,000.000 - - Interest Revenues(3A%) 15,205,000 15,628,000 17,641,000 20,192,000 22.221.000 21,818,000 Capital Facilities Capacity Charges 10.566.000 11,128,000 11.719,000 12.342,000 12,998,000 13,689,0' j Other Revenues 39,921,220 41,524.765 37,077,935 45,136,073 61,893.980 44,308,824 LI Revenues 420,612.220 486.217.765 457.524.935 005,926,073 479,718,980 488.405,824 Requirements: Oper&Most Exp(7.0%yr) 156,116,920 166,680,000 178,866,000 193.062.000 204,434,000 216,700,000 L Capital Improvement Program 259,068,000 200,420,000 149,877,000 188,170,000 94,235.000 84,205.000 Repl,Rehab&Refum - 11000,000 3,000,000 70,596,000 63,812,000 83.895.000 COP Service(5.0%,3)ym) 77,076,280 92,312,590 97.601.590 105.216,370 124.518.120 111,345,420 Other Requirements 2A26,200 2,824,200 2,824,200 2,824,200 2,824200 2,824,2o0 L Requirements 495,085,400 463.236.790 432.168.790 559.868,570 489.623.320 499.029.620 Revenues-Requirements (74,473,180) 22,980,975 25,356,145 46,D57,503 (9,904,340) (10.623.798) I Accumulated Funds: L Beginning of Year 551,66D,750 477,187,570 500,168,545 525,524,690 571,582,193 561,677.853 End of Year 477,187.570 500,168.545 525.524.690 571,582,193 561,677,853 551.054,057 L Consolidated Reserve Polity 475,522.590 494,942,590 514,815,370 552,005.120 641,825,420 545,981720 Over(Under)Reserve Policy 1,664,980 5,225,955 10,709,320 19,577.073 19,752,433 5,072,337 L Sewer Service User Fees: Avg SFR Annual User Fee $221.00 $244.00 $267.00 $294.00 $314.58 $336.60 Percentage Change 9.95% 10.41% 9.43% 10.11% 7.00% 7.00% L Equivalent Dwelling Units 922.270 925,037 927,812 930,595 933,387 936,187 SFR Connection Fee $4,980 $5.229 $5.490 $5,765 $6,053 $6,356 L 0a1staMino COPS $1,291,903,000 $1.372.237.000 $1,399,952,000 $1.535.289,000 $1,482,551,000 $1,441,449,000 Reserve Policy 50%Next Year Operating 78,055,000 83.340,000 89,433,000 96.531,000 102,217,000 108,380,000 V 10%Next Year Operating 15,612,000 16,688,000 17,807,000 19,300,000 20,443,000 21,676,001) 100%Next Year AUG COP Svc. 92,312,590 97,601,590 105,216,370 124,518,120 111,345,420 111,285,720 50%average CIP bal to 2020 87,043,000 85,676,000 86,702,000 81,387,000 81,716.000 61,327,000 L Shod teem CIP,GWRS - - - - - - DSR®10%Outstanding Cops 129,190,000 137,224,000 139,095.000 153,529,000 148.255.000 144145,000 SFI @$57mm INPUT 57,000,000 57,000.000 57,000,000 57,000,000 57,000,000 57,000,0" L Rapt&Relum @ 2%/yr 66,307,000 57.433,000 58,582,000 59,754,000 60,949,000 62'168,000 Total 615,522,590 534,942.590 554,815,370 592,005,120 581,925,420 585,981,720 CO_P Ratio Sr Uen Coverge,Min 1.25 2.39 2.15 2.12 2.19 2.11 2.32 L L A-2 L r 2009-10 Budget Update r Orange County Sanitation District r Consolidated Cash Flow Projections Preliminary Preliminary Preliminary Preemirtary 10 Year Description - 15516 16617 17_18 18.19 Trial r Revenues: General User Fees 345,958,000 370,878.000 393,967.600 406.391.000 $ 3.119,79B,600 Permitted User Fees 14,944,000 15.990,000 16,949.000 17,868,000 135,339.000 r Property Taxes(5%yr) 75,490,000 79,265.000 83,228.000 87.381 726,578,000 New COP Issues - - - - 410,000,000 Interest Rewnues(4%) 21,629.000 21,900,000 21,989,000 21,72B4ODD 199,951,000 Capital Facilities Capacity Charges 14,416,000 15,193,000 15,989.000 15,461,000 133,491,000 r Other Revenues 45.993.400 59,035,883 52.255,841 53.457.573 480,603,494 Revenues 518.430.400 562.251,883 584.378.441 602294.573 5205761,094 Requirements: "r Oper B Mice Exp(7.0%yr) 23115MAM 248,442,000 265.974,000 286,266,000 2,148,120,920 Capital Improvement Program 70,454AOD 65.599,000 79,047,000 56,034,000 1247,069,000 Repl,Rehab 8 Refurb 101=000 116,770,000 133214,000 150,433.000 723,902,000 r COP Service(5.0%,30 ym) 111285,720 115,771.980 111.675.580 111.664.514 1,058,488.164 Other Requirements 2,824.200 2,824200 2.824,200 2.8242DO 28,242,000 Requirements 517.465A20 549,367.180 592,734,780 607,241,714 5,205,822,084 r Revenues-Requirements 964.480 12,864.703 (8,356,339) (4,947,1411 (60.990) Accumulated Funds: Beginning of Year 551,054,057 552,019,537 554.903,240 556,546.901 551,660,750 r End of Year 552.018.537 554,903.240 556,546.901 551,599,7601 551,599,760 Consolidated Reserve Policy 555.371.980 555.090,580 6%.733,514 543.816,514 5 552,733,514 r Over(Under)Reserve Policy (3,353,443) 9,812.660 3.813,307 7,70.246 Sewer Service User Fees: Avg SFR Annual User Fee $360,16 $389.37 $408.50 $428.92 Percentage Change 7.00% 7.00% 6.00% 5.00% Equivalent Dwelling Units 938,996 941,813 944.638 947,472 SFR Connection Fee $6,674 $7,007 $7.358 $7,726 r Outstandim Cops $1,398,878,000 $1,349,512,000 $1,302,415,000 $1253223,000 r Reserve Policy 50%Netl Year Operating 115.760,000 124221,000 132,987,OO1) 113.133,000 10%Nnt Year OpeaOng 23.152,000 24,844,000 26,597,000 28,627,000 100%Next Year AUG COP Svc. 115,771.980 111.675.50) 111,654,514 111.684.514 r iarage CHIP bal to 2020 80.409.000 77,720,000 68.250.00111 50,758,D00 Shod lean CIP,GMS - - - _ DSR @ 10%Outstanding COPS 139.858,000 134,951.000 130242,000 125,322,000 SFI@$57mm INPUT 57,000,000 57,000,000 57.00 .000 57,000.000 Rapt 8 Refurb @ 2%yr 63.411,000 64.679.000 65.973,000 67,292,000 Total 595,371,980 595.090,580 592,733.514 583.816,514 COP Ratios r Sr Lien Coverge,Min 1.25 2.45 2,58 2.71 2.69 r A-3 L 2009-10 Budget Update Original IY 2009-10 Budget 228,906,000 ' % Change L Projects Completed or Canceled (4,764,000) (2.08%) New Projects 1,130,000 0.49% Additions to Existing Projects 90,687,000 39.62% V Deductions from Existing Projects (57,220.000) (25.00%) Changes to Capital Equipment 329,000 0.14% Revised FY 2007-08 Budget 259,068,000 13,18% IL L Original Total Budget 2,484,247.000 %Change Projects Completed or Canceled (120,539,000) (4.85%) New Projects 13.802,000 0.56% Additions to Existing Projects 168,023,000 6.76% Deductions from Existing Projects (24.966,000) (1.00%) Changes to Capital Equipment - 0.00% Revised Total Budget 2,520,567,000 1.46% u L V L.i L V V V V A-4 L r Capital Improvement Project Summary r Project Summary FY 2009.10 Replacement/ Improved Additional Total Item Rehabilitation Treatment Capacity Support Budget r Collections Facilities 35.938,800 115,300 3.897,600 5,626,300 45.578.000 r Headworks 10,829,000 2,737,000 1,122,000 - 14,688,000 Primary Treatment 7,310,000 150.000 - - 7.460.000 r Secondary Treatment 765,500 108,161,870 21.898.630 - 130,826,000 Solids Handling 8 Digestion 13.333.750 7.200,350 3,045.900 - 23,580.000 Ocean Ougall Systems 951,000 - - - 951,000 r Utility Systems 4.602,250 10,515,750 237,000 534.000 15,889.000 r Odor Control Related Projects 184,800 739,200 - - 924,000 r Plant Automation B Computerization 1,555.000 - 169,000 1,159,000 2.883.000 Process Related Special Projects - 30,000 - 2,911,000 2,941,000 r Miscellaneous 8 Support Projects 5,996,000 1,002,500 - 2,578,50D 9.577,000 r Water Management Projects - 537,000 - - 537.000 Strategic 8 Master Planning 38,500 262,500 38,500 38,500 378.000 r Research 8 Development 250.000 423,500 288.500 271,000 1,233,000 Equipment 405,750 405,750 405,750 405,750 1.623,000 Total 92,150,350 132,280,720 31,102,890 13,524,050 259,059.000 r r r r A-5 r 2009-10 Budget Update s]q Trea' 5a5.5]0000 Pnme 2➢eatmen le,C&M Cone msFaakM 2.9% SUme9bfl Ma to 1].6% Pldnnin90.i 51.623.600 $2].W.000 _ E9ulpmem 601bs Hande09 fl Ogesem 91% 0.6% 592a,000 Odor COnOd P.,c. _ 0a% 61a.600.000 HeadwoMs 5]% 51.2JJ.000 Researc1180erebpnen 0.5'. 52.B0J.000 Plant NmomalOnb 51J0, TI.a CoroWlenaalm Secmd W Treatment 50.5% 55Jan W Management Pro Pmµcls 0.29'. � 59.5]].000 $15,009." Miscelldneous8 UINIy$y.. SuppOn Plolec¢ 61% 3.7% 52.9i1.000 � $951.000 prmess Relabel Pgecb Ocean Oullall5ysbrrs 11% 0ax Total FY 2009-10 Capital Improvement Expenditure by Process -$259,068,000 5132.200.720 Improved Lemmem $JI,162,600 511% / MderolW Capacity \ 12.0% 513.524 050 5uppon 5 2°. 562,160.]50 Rnplacemenl I Rehab,Mal,on JI l% Total FY 2009.10 Capital Improvement Expenditure by Type -$259,068,000 A-6 r Summary of Capital Requirements r Summary of Capital Requirements—Collection System Improvement Projects ase Original Revised original Revised Total Total 2009.10 2009.10 Project Project Project Cashftow Cash0ow Item Number Budget Budget Budget Budget Number r Collections Rain and Bristol Street Sewer Ealension 01-101 3.748.000 4,450.000 016,000 1 Santa Ana Trunk Sewer Rehab. 01-17 20,129,000 21,156.000 1,056.000 620,W0 2 r� Carbon Cnyn Sewer and Pump SM.Abandonment 02-2d-1 9,952,OW 9,603.000 4,618,000 70,000 3 Santa Ana River Interceptor Realignment and Prot. 0241 10.382,000 10,828.000 655,000 893,D00 4 Santa Ana River Interceptor 2006 Protection Repair 02414 2DO,ODO Complete r Santa Ana River Interceptor 2W9-10 Protection Repair 02416 200.OW 200,000 5 Taft Branch Improvements 0249 1,121= 1,132,000 6 Eudkl Relief Improvements-Reach'A' 02-52 22.050.000 11069,000 Canceled Newhope-Placentia B Cypress Trunk Replawmints 0265 8.623,000 2,392,000 1,016,000 1,268,000 7 Rehabilitate District Siplans By Adding Air Jumper 02-0 7,558,0W 8.004.000 453,000 38,000 9 Fullerton-Brea Interceptor Sewer Relief 02-71 946,000 996.000 9 r Newhope-Placentia Trunk Replacement 02-72 62W.000 10 Rehabilbabon of the Wesiside Pump Station 03.52 9,646,000 10,509,0D0 2.789.000 4,6DO.O00 11 r Westeide Relief Intercepterl Los Alamitos MH Rehab 03-55 13,038,000 13.177,000 12 Rehabilitation of Magrolie Think Sewer 03-58 25.769,W0 27,668,000 6.216,000 5.358,000 13 Miller-Holder Trunk Sewer Relief D3-59 12.169,O00 13.253.000 14 Reath TmnWnon Interceptor Serer Relief 0360 25.605,OW 26.987.000 15 Millm-Holder and Knott Trunks Odor Control Projecl 03-61 1,795.000 16 Balboa Trunk Sewer Rehabilitation 0547 8.514,000 8.514.000 540.000 768.000 17 r Replacement of the Bitter Point Pump Station 0549 36.547,W0 31,904.W0 13.100,000 5.961.000 16 Replacement of the Rocky Point Pump Station 05.50 30.952.000 30,952.000 18.024.000 971.000 19 Bitter Point Force Main Rehabilitation 0558 24,947,0130 28,007,000 8.025,O00 20 Newport Force Main Condition Assessment 0560 2,112,DW 7,024,000 12,000 920,000 21 Beyside Drive Improvement 0561 3.751 3,760A00 2.326.O110 2.077.0110 22 Dover Drive Trunk Sewer Relief 0563 6.351.00D 6,787,000 1.575.000 1,030,000 23 r Sewer Pttoss lmpov.Big Canyon Nature Park lvea 0584 785,000 ]85,000 140,000 758.0110 24 Dishict 6 Trunk Sewer Relief OB-17 2.050.000 2,201,OW 25 Fairview Road Trunk Sewer Relief OB-16 10,029.DW CarrwMtl r $OIIIhW¢Sl Costa Mew Trunk 0&19 12,600,O00 12,71/,OW 26 Gisler-Redhill System Improvements,Reach B 07-37 9,437,000 9,170.000 7,10D,000 230,000 27 Rehabilitation of College Ave.Pump Station 0747 91969,000 10,892.0W 631,WD 2,036,DW 28 Browning Submrnk Sewer Relief 0760 3,920.000 4,510.OW 29 County Island An a uton and CEDA Documentation 0761 300,000 300,000 63,000 30 r Von Kaman Trunk Sewer Relief 0762 sell 433,000 31 Continued r r A-7 2009-10 Budget Update L Summary of Capital Requirements—Collection System Improvement Projects I Original Revised Original Revised I Total Total 2009-10 200940 L Project Project Project Cash0ow Cash0ow Item Number Budget Budget Budget Budget Number Collections(Continued.) I Edingerfficha Chico Trunk lmprovemeNe 11-26 4,411,000 4,473,000 32 L Coast Trunk Sewer Rehabilitation 11-28 10.M.000 8,941,000 710.000 2.g00,000 33 Wimersburg Channel Siphon ProlecUon Project 11-32 75.000 75.000 34 � NOM County Collections Yard 15-04 11,773.000 12.270.000 Will 4,636,000 35 Manhole Rehabilitalion and Assessment Program 15.0 1,540,0110 280,000 Canceled 1 Facilities Engineenng Projects-Collections FE-Collect 7.924000 8.520,000 1.232.000 642,000 36 I Replacement 77 laceent or Ne Ellis Ave.Pump Sun 1.10 ,P57,000 78.923.000 2.728.000 614.000 37 YYLrrlll Boshard Trunk Sewer Rehabilitation 1.24 68,757.000 68.075.000 587,000 38 Los Alamitos all Sawers Condition Assessment SP-126 350.000 350,000 360,000 39 L Total Collec0ons Projects L 1 � V L L V L L i V V L i Ir A- 8 L Summary of Capital Requirements Summary of Capital Requirements—Treatment System Improvement Projects Odainal RaNaetl odarul RaNeed r Taal Taal 2009-10 2009-10 Project Project Project Ca"11 . Ceahlee Hem Number Budget Budget Budget Budget Number Headvarke r tlaatlO4rcks Rebab.and Fxpagbn at Ram No.1 P1-105 20,202,W0 21,033.OW 40 tNadwrke Relladli180aVR91ard9amm11 Pt-71 1I.W4,W0 8.914,0W 6.292.000 3.740,W0 61 r Neadrodu:ImprovemenB a Rant No,2 P240 254p%,0W 254.497,OW 13,2W.OW 10.9tsW0 42 Headworka TOW 20 ,M0110 284.474.800 19,492,000 14, B.W0 r Prmary TaImb M Primary Clamrem 631 Evaluabea aM Opimbatbn 30ay P1-116 1 W OM 1 W,W0 43 r Prnu,EMgent Pipelme Jmint Remake Pt-118 3,5W,0W M Pdnary TMaumard RBImIxIReWrb P2-W 31,230.W0 35923,OW 5,686,OW 7,310,000 45 Prmary EMgem Pump Slatmna RdfatuNly SWdy SP-1W 1W,O0 Ca plew r PrlmaryhWmenlTaal 37.330.O01) 42.863.O00 S.B%.OW ].dW.OW Secondary Treatment .. New secondary Treatment System at Punt No.1 P1-102 285,861.0W 2W.3W,OW 21.474.O0) W.BBB.OW 40 Mthmied Mudge Rant NO.l UMm0es P1.117 17,226.OW 47 r Mther10d sludge Pleat Rekadl0atbn P142 46,111,00 46,761,000 M.OW 48 RebabHibBonaRMvatMSkWge RmtatP 2 K44 16,401.0W Canpae ga TMHint,F MRem No.2 P240 221,192,W0 223239,OW W.BT2,0130 W,9W,O00 49 Oxygen Mal RdubtlHatloa a Rant Na.2 SP-129 2,5W.OW 2,WOOW 1.8T3.OW 321.W0 W Oxygen Porn Rebadlilatlon SP-72.1 1 W,OW Compete r Secondary Treamgrd Taal 552.239.0110 550.025.O00 1101319.O0) 1W.BZB.OW r Sams MmuMM a Mgmudon suttee Ogeeler RelmbMmlbn d Plan l Pt-1W W.397.W0 W,397,OW B,BW,WO 9.781,OW $1 nudge oeeammg and Odor conbd at Plant l Pt-101 143.54].W0 143.519.000 2.0n,OW 4,6%.OW 52 r TMM Wa&1eat Oaxabrirlg Beds at Plant No.1 Pt-1% 3.146.OW 2,92T,W0 22,W0 W 04estar FeMC Comrkla System RebebMm0on P2-105 2.62T.OW In.= 54 r Sakla lgaMPrm..meUpgrades P249 73.020,W0 74.145.W0 1,9W.OW 3,8W,OW 55 Rant W.2 Pdmery sudW Feat Syalem Prgea P2-91 25.7W.OW 27.0g2.W0 3.M.Wg 4,M.W0 W Oigester Reba Mtabtm d Rent W.2 P2-91.1 W.3%,000 %,3%.00 57 r suttee Oawamdrg and Oda COnbda Pgm2 P242 51,E%,WO 5].052.OW 2W.W0 256,OW W ReMacnrem d Orymg Beds aM TWtic WarM1 d Rant P247 4,"3,00 4,443,OW 59 Y1 Solids HWlalrg6Dlgstlm Total 3%,613.O111) 1OeA10.000 18.782.O131) 23.5W.W0 r A-9 L 2009-10 Budget Update Lai Summary of Capital Requirements-Treatment System Improvement Projects Original ReNead Original Revised Total TP 2009-10 2009-10 LI Profacl Pmlecl Prejecl CaaM1Bw Caait w Nam Number Budwt BWoat BtNvel Ba t Number oeann outlall Systems L Friel ENNenl Semlllw ant BWWmg Ama Up®adec }110 1,890.OW 1.B90.OW 932.OW W EMueNPumpbq Station Annex }]] WAS7A00 ConbOele OWbel Lard SaMll ant O Piping RNladlilation J-112 ].]88AW 373.0N 61 6W OUVMl Piping RMwddallan ProOmm Sally }113 370A00 WAW 62 Oman(nWad Booamr 6mtim RaM1edNlation(Elea) I) J-114 10.WO,OW 116.OW 63 66iwil lMelgenl EgNml Pipeline Rehattilfta o J-116 W.893.W0 6" u Ocean OUBal BooeW sal.ReNebE pnkxn%Iixalanc ) J-117 4,559.W0 65 OWIMI BeaNI Boe RMeCbimOon EMwipon J-119 386.W0 380.W0 GO Ocean 0ul1a08yatema Total 62317.00 W.990.0N 932.0as 95t.0N uulNy Sawa. ba Inlarptinl Oec Urre Repablim8on ,41W 3.]52A00 3.752.000 386,W0 292W0 87 Cergan Coating Water System Replacement }1st 9.094.000 9.419.= 990.W0 1216.W0 68 Cegen Emi¢sions CwNd Propecl }111 31.000.0W 31AW,oW M." as LI CatNa Tn,ylmpmemenb at Plan 182 } 7 31,7e4,O0 31,7MAW 2AW Tr.OW 70 AlaG Fty }]9 9.168.W0 11.BBS.OW 1.7BB.W0 2.753.W0 71 CenlralGwmrNion Pulwreeon }]9-1 20,333,W0 201618.OW 8.97B4OW 10233,OW 72 Fm SuppreeMm lw Serves lint EeWP at P18P2 Jd8 W5.M 1.N9.()W 25,0W 73 ENNgel Power Dietd0u0an System lmprauerrRnb J98 8,992.= 10,026.N0 2M,OW ]e 11r Po BtiMpt,M Backup Power Re5abity PmleM Pt-111 W2,W0 W2.W0 62.W0 73,W0 75 P4nl Webr Syelem RMUOMmtienM PbN No.1 Pt-112 3.538.OW 3,]1]A00 1W.OW 152.W0 ]S V Plant 16BN Su0Ma5an Pl-97 16,780,WO 15.W6.M(i 41IN() 074,WO 17 Plant Wamr Sycmnl RMubili.. PWO No.2 P2-101 0.108.W0 4.1W.OW 689.OW 352,W0 78 P aarW High Preewm Flan, P2.103 I.tim,W0 1.53O.OW 27.OW M Ly Softie Ma Cade TM lmpmvemeMa at Plant No.2 P2-10a 6,1W.W0 2.959.OW CanceleE Fuel Call Fetaptaily Study SP-132 1W.W0 1N= 1N.W0 W . FUM Call Hydrogen Gas GenweSon Restanit SP-134 5W.M 5W.N0 232.M() 172.W0 81 L Wiffty Syemma Total 106YJ1.000 1M1122000 18229.0110 15.N8.WO V Ober CeMd Ralalatl Projacla Rebedlig0on of OOw Conbd FactliOes J-71-0 W.]0],WO 39.730.OW 940.W0 924.WO 82 Tri Rn9 Filter 0C Coned at Plant W.1 P1-113 6,562.W0 5.1821OW 83 Is.l Primary SvudM RMUGIi4ewr al Plenl Ne.1 P1-110 4. .= 0.730.W0 BC Solids Saxa a Buidng 00prCMbd Pmlecl P2-102 10.i8.1.0N 1O.M7.(`W 85 Primary Tmalment Odw Conant!UPgmOes P2-98 28AW.W0 30.919.0W W Ober Cenln,lR Winni Projects Teml W.MOW 9011MAN ga%ew 9200W 60 A- 10 L Summary of Capital Requirements ass Summary of Capital Requirements-Treatment System Improvement Projects ase Original Rerbea Original R.elead Taal Total 200940 2009-10 Pra7.m Pr a' Propel Oa dcl C•shnow Item Namee. Bmaet fiu0ael euaoet Bad.., Number Piece e,Related Special Project. r Plant O&M Manual&SOP Project-Phase I SP-53 3,750.000 900,000 87 Conosen Management SP80-1 4.667.000 4,667.000 1.487.000 2,011.000 88 uY Special Project:BlWrlckling Filter(BTF) SP-90-7 1,027,000 998.000 301000 30.000 89 Process Related Spacial Project Total 6.894.000 9.418.000 1.8t].000 2.941.000 ly Plant Automation&Computerization Power Monitoring and Cannot Syetema J-33.3 10,80.000 12.013g00 5.084.000 802.000 90 Strategic Inbmmllon Mchltclme(SIA) SP-03 1.995=0 1.995.000 270.000 120,000 91 as Inlemet/InDatret Development SP-09 650.000 650.O00 28,060 61,000 92 CMMS System Replacement SP-100 3,789.000 3,789.000 MUM 676,000 93 POS2D Software Replacement SP-103 250.000 250.000 94 Environmental Compliance Awareness Program SP-109 982,000 384,000 221.000 74,000 96 Geographic Information System SP-15 4.157.000 4.047,000 310,000 190.000 98 IV Network Epuipment Upgrade SP-09 2.806.000 2.846.000 400,000 gal 97 Plant Automaton&ComputerWllon Total 23.$28000 23974.000 6.819.000 2,883,000 Mlewllon...a&Support Propcte Facilities Engineering Raje.t-Joint FE-J 22.110.000 23.910.000 1.244.000 475.000 98 Facilities Engineering Projects-Plant 1 FE-Pl 19.110.000 20.910.000 1p10,000 2,667.000 09 Facilities Engineering Projects-Pass 2 FE-P2 19.110.000 20.910.000 750,000 2.488,000 100 Temporary Upgmtlea To Plant Security Bottom J-108 1.450.000 1.973.000 1,1a5.0W 408.000 101 Emargenq O"nsion Caner J-115 500.000 102 all C......no Punctuating Building Eatencon J-118 3.589,000 103 Lab..,Refurbishment at Plant No J-97 417.000 519.000 104 y Regional FOG Control Collection at plant No.1 P1-104 3.150.00D 456,000 Canceled TIIe 24 Access Compliance Improvement at Plant No,1 Po-115 8.965,000 555.000 105 Plant No Landscaping Pmjact P2-96 440,000 440.000 190.600 158.000 106 all Office Space Planning Study SP-127 500.000 875.000 312.000 107 Inlegrated Secur V Access Centel System SP-128 450.000 460.000 108 2009 NPDES Permit Ren.aal SP-133 787.000 150.000 3g4,000 50.000 109 SOXvram and Computer Equipment Replacement Project SP-135 2.700,00D 50.000 110 Land Rewrtls Inbnnatbn Syetm SP-136 410,000 280,000 111 Y, Email Cap.Equip.Replacement Project SP-34 10.550.000 10.120.000 1,600.000 1.500,000 112 Asset Management Program 9P-66¢ 511001000 4.800,000 650,000 804.000 113 Warehmse Relnventlon Prophet SP-77 600.000 600.000 50.000 50.O00 114 sa Plant Maintenance Building Matl10w1ione 8P-98 2]6.000 Complete Ml...H......a Support Pmjecb Tote, 34.050.000 101.821.000 7.553000 95]]000 bas A-11 I : u 2009-10 Budget Update L Summary of Capital Requirements—Treatment System Improvement Projects original Revised original Revised II Total Total 2009-10 2009-10 L Project Project Project Cash0ow Caenngw It.. Number Secret Budget Budget Budget Number Water Manag0meet Projects L Groundwater Replenishesid Syalem J-36 248.400.000 248.400.000 537.000 115 Water Management Projects Total 248,400,000 248,400,000 5]).000 Strategic&Master Planning L Treatment Plant Strategic Plan Update J-102 4,500,000 4520.000 MO." 154.000 116 �i OmyO County Bbsollds Production SltlngSMy SP-105 400.000 400.000 140,O00 224,000 117 Strategic&Master Planning Total 4,900,000 4,920,000 &/O.00D 378.000 L Research&Dewlopment USSR Brine Management Grant Project SP-116 230A00 215.000 100A00 48,000 118 M Research Strategic Plan SP-120 385.000 365.000 20A00 119 Superoaygenatbn of Primary Influent SP-121 850.000 0501000 290,000 70.00O 12D Digester OpOm¢ation SP-122 90,00 901000 45.OW 121 Ir+ Digester Pilot Plant Safety and control System Up9 SP-123 230.000 230,OOo 70.0m 122 Operational Research Prgects(annual allocated) SP-125 10,04O.o00 10.000,000 1.o0 ,om 1AOO,OOD 123 V Research&Development Total 11,805,000 11,750,000 1,410,000 1,233,000 Total Tenement and Disposal Projects 1,940,823,000 2.008.422,000 160,118,000 211,867,000 V Capital Equipment Purchases 16,000,000 16,000,000 1,294,000 1,623.000 Total Collection,Treatment and Disposal Projects 2404241009 2,520,587.000 228905000 259068000 r r V V VI rrll A- 12 L r FY 2009-10 Budget Update r Project Name&Number Santa Ana River Interceptor 2009-10 Protection Repairs-0241-6 Project Category Collections Facilities Project Budget: $200,000 r Description This project provides for emergency repairs for Fiscal Year 2009-2010 to the existing Santa Ana River Interceptor (SARI),currently located within the floodplain of the Santa Ana River between Weir Canyon Road and the County Line.This project is intended to conduct emergency repairs to the pipeline and manholes in the event of a failure or if the pipeline becomes exposed due to major storm water releases from Prado Dam. r JuaIfcaton The existing pipeline has been subjected to continued scour of overlying soil and sediments and could be washed away during high storm releases from Prado Dam. If this pipeline reach from Weir Canyon Road to the Orange/San Bernardino County line is not protected while efforts are being made to relocate SARI,then this line r could fail during a major flood event causing a wastewater split of environmentally disastrous proportions. This project will not impact the operational budgets. r Project Name&Number Wintemburg Channel Siphon Protection Project-11-32 r Project Category Collections Facilities Project Budget: $75,000 Description This project will provide for project support to protect two existing sewer siphons located under Warner Avenue that conflict with an Orange County Channel Improvement Project. The budget will allow staff to review project design documents and provide inspection services during the County of Oranges protection efforts. r Justification This project provides funding to allow staff to ensure that the existing facilities are not damaged during the County of Oranges project to widen the Wintersburg Channel. r This project will not impact the operational budgets. r r r r r r A- 13 L CIP New Project Descriptions L Project Name&Number Primary Clarifiers 6-31 Evaluation and Optimization Study-P1-116 L Project Category Primary Treatment Project Budget: $150.000 Description This project will evaluate potenfial options to improve process performance of the Primary Clarifier Basins 6 through 31 at Reclama0on Plant No. 1. This will include further developing past process performance testing I recommendations and conducting those process performance tests. The results of the tests will be used to V develop potential modifications and upgrades to the Primary Clarifiers to increase performance. The costs and benefits associated these improvements will be documented for future considerations in the Capital Improvement Program. I ; Justlfica0on V O&M Process Engineering stag has been working with Brown&Caldwell to develop tests designed to improve the process performance of the Primary Clarifiers. As part of these tests,the performance of the primary clarifiers will be monitored to document potential improvements in process performance parameters,particularly the primary L sludge density and the primary sludge pumping rates. Improvements in the primary clarification process are anticipated to result in both capital and operational savings for the District. I 60 i Project Name&Number Digester Ferric Chloride System Rehabilitation-P2-105 Project Category Solids Handling& Digestion Project Budget: $2,627,000 Description This project will rehabilitate or replace the deteriorating ferric chloride station and associated pipe lines that serve the digester system at Plant No.2.This includes relocating potential piping tripping hazards and installing additional protections to contain chemical leaks. The project will also include upgrades to the instrumentation and controls systems that are currently operated manually. Justification The existing facility is approximately 20 years old. The chemicals used are corrosive and equipment is at the end of its useful life. Also, recent optimization efforts of the chemical dosing systems at Plant No.2 have shown that it 6o is more economical to directly control hydrogen sulfides in the digesters compared to increased dosing of primary influent that carries over into the digesters. This is because the system can optimize the ferric usage based on a continual monitoring of hydrogen sulfides in the digester gas. The construction budget is$1,400.000. The project is not expected to significantly change operational costs. It will allow operational staff to tend to other L needs within the treatment plant. V 1 V A- 14 L FY 2009-10 Budget Update Project Name&Number Outfall Piping Rehabilitation Program Study-J-113 Project Category Ocean Outfall Systems Project Budget: $370,000 Description The purpose of this project is to plan outfall inspection and rehabilitation work not covered by existing outfall CIP projects. This includes review and evaluation of all previous planning and inspection activities related to Outlet ..a No.'s 1 and 2,as well as the risers on Outfall No.2. Based on the results of this evaluation,additional field data may be collected as part of the planning process. Justlflwtion Outall No. 1 has been in continual service since it was constructed in 1971. Previous limited investigations have shown that the existing outFalls may be experiencing corrosion. In order to ensure that the District has a reliable effluent discharge system,it is important to conduct periodic detailed investigations of these facilities. A critical part of this work is to create a flexible operating scenario for the ougall diversion box. To this end,the planning r efforts for the outfall investigations must be coordinated with the study and future outfall design modifications conducted under J-119. r Project Name&Number Ocean Outfall Booster Station Rehabilitation(Electrical)-J-114 Project Category Ocean Outfall Systems Project Budget: $10,000,000 r Description This project will rehabilitate the deteriorating electrical systems at the Ocean Outfall Booster Station. The Ocean r Outfall Booster Station is the primary pumping station for the discharge of treated wastewater to the ocean outlall system. This includes replacement of the variable frequency drives and other major pieces of equipment that are at the end of their useful lives and are becoming obsolete and difficult to service. r Justification The existing facility is approximately 20 years old. The O&M Department retained consulting services to perform an extensive evaluation of the existing equipment at the Ocean Outfall Booster Station. The conclusions were that the electrical equipment and systems were at the end of their useful lives.This was evidenced by the records of r equipment failures and repairs needed to ensure that the station operates reliably. The report documents that the cost for repairs of the station has increased over time,and at this time,it requires a large rehabilitation project to reduce overall maintenance cost back dawn to an acceptable level. r The construction budget is$5.333.000. The project is expected to maintain maintenance costs at the currently accepted level for the Ocean Outlet Booster Station. r r r r r A- 15 L CIP New Project Descriptions L Project Name&Number Outfall Beach Box Rehabilitation Evaluation-J-119 r Project Category Ocean Outfall Systems Project Budget: $380,000 Description L This project consists of a study to examine the current and future purposes of the outfall box located within Huntington Beach State Park and evaluate alternatives for either rehabilitating the box or constmcling a new box within the Treatment Plant No.2 property. U Justification The box was originally built in the 196ds to provide the flexibility of diverting flow from the one-mile to the five-mlle outfall(or vice vales)in order to facilitate maintenance of the outfalls. However,full flexibility was not constructed L at that time(i.e.,the connection between the boxes was not made). Because corrosion was observed In the top part of the box during a recent inspection,it is necessary to conduct a more detailed inspection of the inside of the box as well as the outlalls to determine the condition of these facilities. The first step in achieving this goal is to j determine the future use of the box and evaluate alternatives that allow the District to maintain the outtalls and box L under current permit requirements. The project is expected to maintain operational costs at current levels. I 611 I ' W Project Name&Number Title 24 Access Compliance Improvements at Plant No.1 -P1-115 Project Category Miscellaneous&Support Projects Project Budget: $8,965,000 L Description The project will provide Title 24(Americans with Disabilities Act)upgrades and retrofits at the existing office facilities and grounds at Reclamation Plant No. 1.The building and office space modifications include the following buildings:Administration,Human Resources, laboratory,Shop A,Building 5/6,Auto Shop, Purchasing,Control G Center,and supporting office trailers.The grounds modifications include changes to the parking areas, pedestrian corridors between office buildings,and access to the office facilities for outside visitors. If the projects to add offices to the second floor of the Laboratory or the Public Information Office of the Ld Administration Building proceed ahead of this project,the ADA work and associated costs need to be Included as part of those projects.The estimated ADA cost for the Laboratory is$600,000.The estimated ADA cast for the Administration Building is$800,000. L Justification State and federal law requires that OCSD ensure that these facilities can be accessible to individuals with disabilities. Li The construction estimate is$6,000.000. This project will not impact the operational budget for OCSD. V L &.I LL A- 16 L r FY 2009-10 Budget Update '-' Project Name S Number Software and Computer Equipment Replacement Project-SP-135 Project Category Miscellaneous S Support Projects Project Budget: $2.700.000 Description This project will provide for the replacement of various places of computer software and equipment that meet the criteria for capital replacement. The criteria for an equipment replacement to be eligible for capitelizatton are a value In excess of$5,000 and a useful life of five(5)or more years. Justification These funds are needed to replace obsolete software and computer equipment that is beyond Its useful life.They ,r will also be used to replace equipment when parts or services needed for repair can no longer be purchased. The project will not impact operational costs. r Project Name S Number Land Records Information System-SP-138 r Project Category Miscellaneous S Support Projects Project Budget: $410.000 Description r The project is to create a land records database system.The work Includes researching,digitizing, populating attributes,and entering data into the District's GIS database for approximately 2,450 easements and other land documents.This work also includes scanning the legal documents and other pertinent land documents into the District's Electronic Data Management System to link the two databases. r Justification Over the years,property owners knowingly and unknowingly have encroached upon the DistrI easements. Property owners have built fences,swimming pools,garages,basketball courts,and golf courses,and have planted trees,and placed other obstacles that have Impacted District staffs ability to access sewer manholes. To better address this growing concern and the need to respond quickly to encroachments,the District plans to develop a user-fdendly Land Records Information System(LRIS). The System would contain all of the District's legal and land record documents to allow stag to more effectively monitor and maintain the many land assets of r OCSD. Funding for this project was transferred from SP-68-2 and SP-15. r The project is expected to improve stag efficiency and customer response times but will not change overall operational costs. r r r r r A- 17 I-I FY 2009-10 Budget Update Proposed Equipment Budget 2009.10 u Trucks& Other Mobile Machine Eq Comm J Vehicles Eq &Tools Equipment Department 09410000 09410001 09410002 09410003 1s V Public Information Office - - - Information Technology - - - 65,000 L Environmental Laboratory&Ocean Monitoring - - - Operations& Maintenance Process Engineering - - - - Instrumentation 8 Electrical Maintenance - - - 57,000 1r Collection Facilities Operations&Maintenance - - 14,500 - Facilities Maintenance&Fleet Services 672.200 158,100 Total Proposed Capital Equipment 872,200 158.100 14,500 122,000 Li L L L L L L L L A-18 L Proposed Equipment Budget Summary r Proposed Equipment Budget r 2009-10 Instrl Test Safety& Office Fix Computer 2009-10 Equipment Traffic:Eq &Eq Equipment Proposed Department 09410004 09410005 09410006 09410007 Budget r Public Information Office - - 14,000 - 14,000 Information Technology - 20,000 - 252,100 337,100 r Environmental Laboratory&Ocean Monitoring 98,500 - - - 99,500 Operations&Maintenance Process Engineering 209,000 - - 209,000 Instrumentation&Electrical Maintenance 61,700 - - - 118,700 Collection Facilities Operations&Maintenance - - - - 14,500 r Facilities Maintenance&Fleet Services - 830,300 Total Proposed Capital Equipment 370,200 20,000 14,000 252,100 1,623,100 r r r r r r r r r r A- 19 r iW FY 2009-10 Budget Update L Proposed Equipment Budget Detail Proposed Division Equipment Type Equip.Budget L, 152-Public Information Office New Reception Station 14,000 250-Information Technoloov Archiving Equipment(rebudget ham FY 2008-09) 5.000 Storage Equipment(rebudget from FY 2008-09) 10.000 SCADA Storage(rebudget from FY 2008-09) 30.000 Plotters&Scanners(rebudget from FY 2008-09) 35.900 Scanner 11 • 17(rebudget from FY 2008-09) 10.000 Scanner-A-size and B-size Paper 28.700 Agenda Automation Equip. 60.000 Control Center Video Display 11.000 L Imaging Equipment 15.000 Video Monitoring/Recording Equip. 25.000 Video Monitoring/Recording Equip. 40,000 Remote Capture Equipment 10.000 V Scanner hardware 35.900 Vehicle/License Plate Recognition Equip. 20,000 Total 337.100 1 L 630 - Environmental Laboratory&Ocean MonHoring Samplers(4) 29,500 Autoclave 70.000 I Total 99.500 LI 820-Operations&Maintenance Process Enalneerino Handheld VOC Meter 9.000 Electronic Odor Sensing Device (OdoWetch) 200.000 V Total 209,000 860 - Instrumentation&Electrical Maintenance Programmable Logic Controller CPUs and Racks Upgraded 35,000 W Infrared Camera System 22,000 Battery Tester/Load Bank 20.300 Oscilliscope 6,100 i Portable Generator System (Trailer Mounted) 35,300 L Total 118.700 7 Collection tl Maintenance Hot/Cold High Pressure Washer; Paris Cleaning Tank&Bead Blaster 8.500 �+ Washer and Dryer for North County Yard 6,000 Total 14,500 880 - Facilities Maintenance& Fleet Services L Generator Truck-Replace V#0237 61,000 Twelve-Passenger Van Pool Van-Replace V#0525 41,800 Twelve-Passenger Van Pod Van-Replace V#0528(Rebudget from FY 2008-09) 39.800 Light Duty Service Trudy-Now Lead Mechanic,Div.870 60,300 V Sedan for Div.250 28.000 Scissor Lift-Replace E#0829 27,300 Manlift-Replace E#09808 130,800 V Pickup Truck-Replace V#0425 33,800 Vector Jet Rodder-Replace V#0396 383,900 Pickup Truck-Replace V#0452 23.600 Total 830,300 y Total Proposed 2009-10 CORF Equipment Budget 1,823.100 L A-20 L r Proposed Equipment Budget Detail r Listing of Proposed Purchases Over$100,000 Resolution 07-04,'Establishing Policies and Procedures For:The Award of Purchase Orders and Contracts;Public Works w,t Project Contracts; Professional Services Contracts;and Delegation of Authority to Implement Said Policies and Procedure,' was adopted by the Board on February 28.2007. Article IV, Section 4.03(B)of the Resolution provides that,'Purchases of supplies, materials,equipment or services,including Professional Service Consultants...as outlined in each Fiscal Years annual budget,to include capital equipment,shall be bid and awarded directly by the Contracts/Purchasing Manager.' The se annual authorization amount for a mul&year contract is determined in the year the contract is cldAel. Therefore,the contract authorization amount indicated herein is valid only when the contract is bid/let in FY 2009-10. Following are services or supply items identified in the budget process with a cost greater than$100.000, Staff requests the r Board approve the purchase of these items and those listed in the Proposed Equipment Budget Detail listing without further Board action in accordance with the referenced policy. Contract Change Order Description of Services or Supolles Division Authorization Confingency(1) r Chemical Contracts Anionic polymers for solids removal 830/840 $ 347,800 0%(2) Cationic polymers for solids removal 830/840 2.450,000 0%(2) Ferric chloride 830/840 4.796,500 0%(2) r 25%Caustic soda for odor control 830/840 401.600 0%(2) Hydrogen peroxide for odor and corrosion control 830/840/870 1,746,200 0%(2) Bleach for disinfection and odor control 8301840 7,237,200 0%(2) Sodium bisulbte for dechlodnation 840 462.000 0%(2) 50%Caustic soda for odor and comosion control 870 406.860 0%(2) Magnesium hydroxide for odor and contusion control 870 2,282.870 0%(2) Ferrous chloride for odor and corrosion control 870 2,177,000 0%(2) Calcium nitrate for odor and corrosion control 870 987.000 0%(2) r Other Contracts Security services contract 153 348,000 10% Uniform contract 230 300,000 10% IBM Software Maintenance 250 130,000 10% r Microsoft Enterprise Licence Agreement 250 190,000 10% Orate Software Maintenance 250 120,000 10% Hazardous waste services 620 175,000 10% Outside Laboratory Services 630 114.600 10% Core OMP benthic Infauna taxonomy 630 169.200 10% r Thomas Bros.map production(rebudget from FY 2008-09) 740 110,000 10% Solids removal 830/840 20.580,000 10% Grit and screenings hauling and disposal 830/840 572,900 10% Natural gas 830840/860 1,042.000 10% Oxygen plant services 840 442.000 10% Digester cleaning and disposal 850 1.575,000 10% Hydraulic pack rehabilitation and service 850 150.000 10% GAP water 860 1,078,900 10% r Electric arc flash study 860 140,000 10% Local sewer line cleaning 870 250,700 10% CCTV services for sewers 870 360.000 10% Manhole rehabilitation 870 484,000 10% r Easement/right-of-way maintenance 870 200,000 10% Dig alert program contract 870 180.960 10% Pipe rehabilitation 870 230.000 10% Manhole frame&cover replacement services 870 233.350 10% r Groundskeeping services contract 870f880 355.000 10% Custodial services contract 880 490,000 10% Gasoline and lubricants-cardlock fuel contract Sao 250,400 10% Process area preventive maintenance/painting program 880 725.000 10% r Compressed natural gas 880 230,000 10% Total Contracts with Board Pre-Approval $ 54,512,040 Note 1: The change order contingenq N for the lifetime of Me contract and Is based on Me annual authorized amount In Me year Me conL Is bldAct.[For example,a three-year contract wTich Is authorised for an annual conaact amount of ssoo.i io with a 10%change order coMMgenry r must be Initially billet for less Men or eeual to$3ocom;over the life of the conduct the tolal Menge orders may rot exceed 10%of$300,000,or $30,1)1 Note 2: Once a Memical contract Is bid4at there Is no increase In unit cost allowed without BoaN approval. r A-21 L FY 2009-10 Budget Update L SELF-FUNDED INSURANCE PLANS L The General Liability and Property program and the Workers'Compensation program provide for the District to be partially self-insured for general liability and workers compensation. The in-lieu premiums charged to the operating divisions are the revenue source for these programs. Expenses primarily consist of settlement claims, legal fees and excess loss insurance premiums. Ending Reserve Balances are projected at$57 million. y General Liability and Property • The District's current excess general liability insurance coverage is$30 million with a self-insured retention Ld Of$500,000. • The District's current property insurance coverage is$1 billion for perils of fire and$300 million for perils of I flood,subject to a self-insured retention of 5 percent per unit of insurance up to$25,000 for fire and $100,000 for Flood. The District is completely self-insured for earthquake. • In order to maintain the reserve balance of$55 million for the General Liability and Property program, L appropriations for in-lieu premiums charged to operating divisions are recommended at$1,082,000 for FY 2009-10. i Workers'Compensation L. • The District's current excess workers compensation coverage has"statutory"limits with a self-insured - retention of$500,000 per person per occurrence. r • In order to maintain the reserve balance of$2 million for the Workers' Compensation program, appropriations for in-lieu premiums charged to operating divisions are recommended at$535,000 for FY 2009-10 and a temporary transfer of$500,000 will be made from the General Liability and Property L. program reserve. FY 2009-10 Self-Insurance Program Budget r General Liability Workers' Total & Property Compensation Self-Insurance DESCRIPTION OR ACCOUNT TITLE Program Program Program Beginning Reserves $ 56,000,000 $ 1,683,000 $ 57,683,000 Revenues In-Lieu Premiums 1.082,100 535,000 1.617,100 Claims Reimbursement from Other Funds - - - Transfer In - 500,000 500,000 Service Department Allocation 24,100 - 24,100 Total Revenues 1.106.200 1,035,000 2,141,200 �+ Expenses Benefits/Claims 200,000 428,000 628.000 Contractual Services 1,200 30,000 31.200 ;r Legal Services 300,000 40,000 340,000 Professional Services 5.000 10,000 15,000 Transfer Out 500,000 - 500.000 Policy Premium Expense 1,100,000 210,000 1,310,000 Total Expenses 2,106,200 718,000 2,824,200 Excess Revenue(Expenses) 1,000,000 317,000 683,000 Ending Reserves 55, 0,000 2,000,000 57,000,000 L. A- 22 r r Historical Staffing Summary Authorized Authorized Authorized Authorized Proposed Department and Division Name FTE FTE FTE FTEs FTEs 2005-06 2006-07 2007-08 2008-09 2009-10 r Office of the General Manager General Management Administration 2.00 3.00 6.50 6.50 6.00 Assistant General Manager Administration - - 3.00 3.00 2.00 r Board Services 5.50 6.50 5.25 5.25 2.00 Public Information Office 9.00 7.50 7.00 7.00 9.00 Safety&Health 8.00 8.00 8.50 8.00 9.00 r Department Subtotal 24.50 25.00 30.25 29.76 28.00 Administrative Services Department Administrative Services 2.00 2.00 2.00 2.00 3.00 r Financial Management 20.00 19.00 18.00 18.00 19.00 Contracts, Purchasing&Materials Management 27.50 29.50 31.50 29.50 29.75 Human Resources 28.00 19.00 16.00 16.00 17.00 Information Technology 45.00 32.00 30.00 31.00 32.00 Department Subtotal 122.50 101.50 97.50 96.50 100.75 Technical Services Department r Technical Services Administration 4.00 4.50 3.00 4.00 4.00 Environmental Compliance&Regulatory Affairs 15.00 16.00 18.50 16.50 16.00 Environmental Laboratory&Ocean Monitoring 37.00 38.00 48.50 46.50 46.50 r Source Control 40.00 39.00 39.00 40.00 40.00 Environmental Compliance Services 18.00 21.50 Department Subtotal 114.00 119.00 109.00 107.00 106.50 Engineering Department Engineering Administration 3.00 3.00 2.00 2.00 2.00 Planning 16.00 16.00 16.00 19.00 19.00 Project Management Office 15.75 15.75 17.00 17.00 18.00 Engineering&Construction 64.00 63.50 58.50 60.50 58.50 Facilities Engineering 11.00 10.00 10.00 r Department Subtotal 98.75 98.25 104.50 108.50 107.50 Operations&Maintenance Department Operations&Maintenance Administration 5.00 4.00 2.00 2.00 2.00 Operations&Maintenance Process Engineering 14.50 14.50 12.00 14.50 14.50 Plant No. 1 Operations 42.25 42.25 41.75 44.75 45.75 Plant No.2 Operations 47.50 47.50 46.00 48.00 48.00 Mechanical and Reliability Maintenance 58.50 73.00 74.00 57.00 58.00 Instrumentation&Electrical Maintenance 54.50 68.00 71.00 75.00 76.00 Regional Assets&Services 8.00 8.00 6.00 - - r Collection Facilities Operations&Maintenance 24.00 24.00 23.00 24.00 034:�O�O Facilities Maintenance 8 Fleet Services 30.00 19.00 17.00 34.00 Department Subtotal 284.25 300.25 292.75 299.25 Grand Total-All Departments 644.00 644.00 634.00 641.00 A-23 FY 2009-10 Budget Update Authorized Authorized Authorized Approved Proposed FTEs FTEs FTEs FTEs FTEs IL11 Division&Position 2005-06 2006.07 2007-08 2008-09 2009-10 Office of the General Manager 110 General Management Administration Lf General Manager 1.00 1.00 1.00 1.00 1.00 Assistant General Manager - 1.00 - - - Managemenl Discretion - - 4.00 4.00 4.00 Secretary to the General Manager 1.00 1.00 1.00 1.00 1.00 60 Intern 0.50 0.50 Total General Management Administration 200 3.001 6.501 6.50 6.00 150 Assistant General Manager Administration L Assistant General Manager - - 1.00 1.00 1.00 Legislative Affairs Liaison - - 1.00 1.00 1.00 Principal Financial Analyst 1.00 1.00 Total Asst.General Management Administration 3.00 3.00 2.00 V 151 Board Services(formerly division 570) Board Services Supervisor - 1.00 - - Clerk of the Board - - 1.00 1.00 1.00 L Secretary to the Board of Directors 1.00 1.00 - - Records Management Specialist 1.00 1.00 1.00 1.00 - Associate Clerk of the Board II - - 1.00 1.00 1.00 L Assistant Secretary to the Board of Directors 1.00 1.00 - - - Administrative Assistant - - - 0.25 - Program Assistant 0.50 0.50 0.25 - - Office Assistant 2.00 2.00 2.00 2.00 L Total Board Services 5.50 6.50 5.25 5.25 2.00 162 Public Information Office(formerly division 560) Public Information Manager 1.00 1.00 1.00 1.00 1.00 Public Affairs Supervisor 1.00 - - - - Principal Public Information Specialist 1.00 1.00 1.00 1.00 1.00 Senior Public Information Specialist 2.00 2.00 2.00 2.00 2.00 Public Information Specialist 2.00 2.00 2.00 2.00 2.00 Li Executive Assistant 1.00 - - - - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant - - - - 2.00 Intern 0.50 b Total Public Information Office 9.00 7.50 7.00 7.00 9.00 153 Safety&Health(formerly division 530) L Safety&Health Manager - - 1.00 1.00 1.00 Safety&Health Supervisor 1.00 1.00 1.00 1.00 1.00 Safety&Health Specialist 2.00 2.00 2.00 2.00 3.00 Security&Emergency Planning Specialist 1.00 1.00 1.00 1.00 1.00 Senior Safety&Health Representative 2.00 2.00 - - Safety&Health Representative 1.00 1.00 2.00 2.00 2.00 Human Resources Assistant 1.00 1.00 1.00 1.00 1.00 L Intern 0.50 Total Safety&Health 8.00 1 8,00 1 8.50 8.00 9.00 Total Office of the General Manager 24.50 1 25.00 30.25 1 29.75 1 28.00 L A-24 L r Historical Staffing Detail Authorized Authorized Authorized Proposed Proposed r FTEs FTEs FTEs FTEs FTEa Division&Position 2005-06 2006-07 2007-08 2008-09 2009-10 Administrative Services Department 210 Administrative Services r Director of Finance&Administrative Services/Treasurer 1.00 1.00 1.00 1.00 1.00 Principal Financial Analyst - - - - 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 r Total Finance Administration 2.00 2.00 2.00 2.00 3.00 220 Financial Management Controller 1.00 1.00 1.00 1.00 1.00 Accounting Manager 2.00 2.00 2.00 2.00 2.00 Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 Principal Accountant 4.00 4.00 3.00 3.00 3.00 Principal Financial Analyst 1.00 2.00 2.00 2.00 1.00 Senior Accountant - - - - 1.00 -� Senior Stag Analyst 1.00 1.00 1.00 1.00 - AccountanOStaOAnalyst - - 1.00 1.00 2.OD Contracts/Purchasing Assistant - - - - 1.00 r Payroll Technician 2.00 2.00 2.00 2.00 2.00 Accounting Assistant ll 8.00 6.00 5.00 5.00 5.00 Total Financial Management 20.00 19.00 18.00 18.00 19.00 230 Contracts,Purchasing&Materials Management Contracts&Purchasing Manager 1.00 1.00 1.00 1.00 1.00 Contracts Supervisor 1.00 1.00 1.00 1.00 1.00 Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 - Principal Contracts Administrator 1.00 1.00 1.00 2.00 2.00 Materials Control Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Contracts Administrator 4.50 4.50 5.50 3.50 2.75 Contracts Administrator 1.00 3.00 4.00 3.00 4.00 r Senior Buyer 2.00 3.00 2.00 2.00 2.00 Buyer 2.00 1.00 2.00 2.00 2.00 Administrative Assistant 4.00 4.00 5.00 3.00 1.01) Contracts/Purchasing Assistant - - - 2.00 3.00 r Lead Storekeeper 3.00 3.00 3.00 3.00 3.00 Senior Storekeeper 4.00 4.00 3.00 3.00 3.00 Inventory Control Technician 1.00 1.00 - - - Storekeeper 1.00 1.00 1 2.00 2.001 3.00 - Total Contracts,Purchasing&Materials Management 27.50 29.50 31.50 29.50 29.75 240 Human Resources(formerly division 510,520,540,550) Director of Human Resources 1.00 1.00 - - - r Human Resources&Employee Relations Manager - - 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 - - - Human Resources Supervisor 2.00 2.00 2.00 2.00 2.00 Principal Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 New Positions(TBD) - - - - - Senior Human Resources Analyst 4.00 4.00 5.00 5.00 5.00 Human Resources Analyst 4.00 4.00 3.00 3.00 3.00 r Executive Assistant 1.00 1.00 - - - Human Resources Assistant 2.00 2.00 3.00 3.00 3.00 Program Assistant - - 1.00 1.00 1.00 Office Assistant 1.00 1.00 - - - r Interns for agency 9.00 - - - 1.00 Planned Recruitment Position Pool($max) 2.00 2.00 Total Human Resources 1 28.001 19.001 16.001 16.001 17.00 r A-25 L FY 2009-10 Budget Update Authorizes Aulhod Autforised Propoa Proposes - FTEs FTEs FTEs FTEs FTEs Divlslon&Position 200506 MM-07 2007.W 2008.09 2o09-to 250 Information Technology(formerly tlivlsions 9t0,920,930,and 940) Director of Information Technology 1.00 1.00 Information Technology Systems&Operations Manager - - 1.00 1.00 1.00 Information Technology Manager "o 1.00 1.00 2.00 2.00 L Information Technology Supervisor 1.00 1.00 - - - PrincipallnformatlonTechnologyAnalyst 1.00 1.00 2.00 7.00 6.00 Senior Information Technology Analyst 3.00 5.00 4.00 8.00 9.00 Information Technology Analyst III 7.00 5.00 3.00 5.00 4.00 V Records Management Specialist - - - - 1.00 Information Technology Analyst II 1.00 1.00 1.00 2.00 3.00 Information Technology Analyst 1 1.00 1.00 2.00 2.00 2.00 Staff Analyst - - 1.00 1.00 1.00 U Executive Assistant 1.00 1.00 1.00 1.00 - AdmmistrativeAsslstant - - - - 1.00 Information Technology Technician II - 1.00 2.00 2.00 2.00 Information Technology Technician 1 2.00 1.00 - - - O/Oce Assistant 1.00 1.00 1..1 Total Administration.Customer&N.N ,k Support 20.00 20.00 18.00 31.00 32.00 940 Information Technology Programming&Database Systams Information Technology Manager 1.00 1.00 1.00 - principallnformationTechnologyAnalyst 3.00 5.00 5.00 - - 61 Senior Information Technology Analyst 4.00 4.00 4.00 - - Information Technology Analyst III 4.00 2.00 2.00 Total Programming&Database Systems 12.00 12.00 12.00 - 950 Information Technology Process Controls Integration u Process Controls Manager 1.00 - - - - SenlorEngineer 1.00 - - - - PrincipallnformationTechnologyAnalyst 1.00 Engineer 4.00 Senior Information Technology Analyst 2.00 - - - - Information Technology Analyst III 4.00 Total Process Controls Integration 13.00 Total Administrative Services Department 122.50 101.50 97.50 96.50 100.75 Technical Services Department 610 Technical Services,Administration Director of Technical Services 1.00 1.00 1.00 1.00 1.00 1 Leglsla0 to Affairs Liaison 1.00 1.00 - - - L Senior Engineer - - 1.00 1.00 1.00 Associate Engineer III - - - - 1.00 Associate Engineer ll - - - 1.00 - Grants Specialist - 1.00 - - - L Senior Environmental Specialist 1.00 - - - - Executive Assistant 1.00 1.00 1.00 1.00 1.00 Intern - 0.50 - - - L Total Technical Services Ad 00 ministration 4. 4.50 3.00 4.00 4.00 620 Environmental Compliance&Regulatory Affairs, Environmental Assessment Manager 1.00 1.00 1.00 1.00 1.00 Environmental Supervisor - 3.00 2.00 2.00 Legal&Regulatory Affairs Liaison 1.00 1.00 - - - ✓r Senior Engineer - - 1.00 1.00 1.00 Senior Scientist 2.00 2.00 1.00 1.00 1.00 Engineer - - 1.00 1.00 1.00 1 Seat Captain 1.00 1.00 - - - L Regulatory Spaclallst 1.00 1.00 3.00 2.00 2.00 Associate Engineer III - - 1.00 1.00 1.00 Principal Environmental Specialist 3.00 3.00 2.00 1.50 1.50 Senior Environmental Specialist 3.00 3.00 3A0 3.50 3.50 Environmental Specialist 2.00 2.00 - - - 1ar Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Intern 1.00 1 00 1.50 1.00 Total Environmental Compliance&Regulatory Affairs t5.00 16.00 18.50 16.50 18.00 L A-26 f r Historical Staffing Detail Authorized Authorized Authorzed Proposed Proposed ee FTEs "E. FTEs "Es FTEe DlAaion 8 Position ....08 2M"7 2007.09 2000.09 2009-10 630 Environmental Laboratory and Ocean Monitedng Leboratory Manager 1.00 1.00 1.00 1.00 1.00 Environmental Supervisor - - 1.00 1.00 1.00 srl Laboratory Section Supervisor 4.00 4.00 3.00 3.00 3.00 LIMS Administrator 2.00 2.00 1.00 1.00 1.00 Senior Scientist 1.00 1.00 3.00 3.00 3.00 Boat Captain 1.00 r Scientist 2.00 2.00 2.00 2.00 2.00 Principal Environmental Specialist - - 2.00 2.00 2.00 Principal Laboratory Analyst 9.00 9.00 10.00 10.00 9.00 Senior Environmental Specialist - - 3.00 4.00 4.00 Senior Laboratory Analyst 7.00 8.00 11.00 11.00 11.00 Environmental Specialist - - 1.00 1.00 1.00 Labomlory Analyst 6.00 6.00 3.00 3.00 4.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Laboratory Assistant 3.00 3.00 3.00 3.00 3.00 ew Program Assistant 1.00 1.00 1.00 - - Intem 1.00 1.80 0.50 0.50 Total Environmental Laboratory and Ocean Monitoring 37.00 38.00 48.50 46.50 46.50 640 Source Control aw Source Control Manager 1.00 1.00 1.00 1.00 1.00 Engineering Supervisor 2.00 2.00 2.00 2.00 2.00 Senior Regulatory Specallst 1.00 1.00 1.00 1.00 1.00 Engineer 7.00 7.00 6.00 8.00 8.00 r Regulatory Specialist 1.00 1.00 1.00 1.00 1.00 Source Control Supervisor 1.00 1.00 1.00 1.00 1.00 Associate Engineer III 3.00 3.00 3.00 3.00 3.00 Principal Environmental Specialist 3.00 2.00 2.00 2.00 2.00 Senior Environmental Specialist - - 1.00 2.00 2.00 Source Control Inspector II 12.00 12.00 12.00 11.00 11.00 Environmental Specialist 1.00 1.00 - Adminlslrative Assistant 1.00 1.00 1.00 1 AO 1.00 Environmental Technician 2.00 2.00 3.00 3.00 3.00 Program Assistant 4.00 4.00 4.00 5.00 5.00 Once Assistant 1.00 1.00 1.00 1.00 1.00 Total Source Control 40.00 39.001 39.00 40.00 40.00 660 Environmental Compliance Services Engineering Manager 1.00 1.00 - - - Engineering Supervisor 1.00 1.00 Legel&Regulatory Affairs Liaison 1.00 1.00 - - - Senior Engineer 1.00 1.00 - - - ew Senior Scientist 1.00 1.00 - - Engineer 2.00 3.00 - - - Regulatory Specialist 2.00 1.00 - - Associate Engineer 111 2.00 2.00 - -We Principal Environmental Specialist 1.00 1.00 - - - Assoclete Engineer ll 1.00 - - - SeniorEnvironmentalSpecialist 3.00 4.00 - - - Environmental Specialist 1.00 1.00 - - - Administrative Assistant 1.00 1.00 We Environmental Technician 1.00 1.00 - - Intern 1.50 Total Environmental Compllance Services 18.00 21.50 - Total Technical Sorvices Department 114.00 119.00 109.00 107.00 106.50 r Engineering Department 710 E Director EngineAdministration Director of Engineering 1.00 1.00 1.00 1 1.00 1.00 r Senior Engineer 1.00 1.00 - - - E%Totalve ginoeenl 3.00 3.00 2.00 1.00 2.00 Total Engineering Administration 3.00 3.00 2.00 2.00 2.00 r A-27 i FY 2009-10 Budget Update L IWNaI[eG AulhpriZ40 lwlMrtsao PropoeM PmporoE FTEa FTEs FTEa FTEs "Es Division S Position 2004W 2 07 2W7-08 2008-0H 2 10 L 740 Planning Engineering Manager 1.430 1.00 1.W 1.W 1.00 Engineering Supervisor 1.W Im 1.00 2.W 2.00 Senior Engineer 1.W 1.0c) 1.W 2,00 Engineer I.W 1.00 2.00 3.00 2.00 v Principal Engineering Data Management Specialist - 1.W _ _ PrInOlpal St."Anelyat - 1.00 Assocato Engineer III I.W 1.00 1.W - Engineering Dale Management Specialist I.W - - Senior Engineering Associate 2.W 2.00 2.00 3.W 1.00 Senor Engineering Data Management Specialist I.W I.W 1.00 1.W Associate Engineer It _ _ _ I.W Engineering Associate 1.W 1.W 2.W 2.W 2.W Engineering Data Management Technician II 3.00 3.4)0 3.W 2.W 2.W Associate Engineer - - - - 1.W Englneering Assistant ll 1.W 1.W - 1.00 I.W Administrative Assistant 1.00 1.W 1.W LW I.W Engineering Assistant l 1.00 1.W 2.W 2.W 2.W Total Planning tam 16.W 16.00 19.00 1g.W 6rl 750 Project Management ORlcs Engineering Manager 1.0() 1.W 1.W 1.00 1.W Engineering SupeMsor 1.W I.W 1.W 1.00 1.W Senior Capital lmmovament Program Project Manager - - 1.W 1.W 1.W L Capital Improvement Program Project Manager 8.W 8.00 6.W em 6.W Senior Engineer _ _ _ 1.W 1.W Principal Project Controls Analyst - - - 1.W Principal Engineering Data Management Specialist 1.W 1.W 1.W Principal Staff Analyst 2.00 2.00 2.1110 2.W 2.00 is, Cost Estimator - 1.11,0 1.00 1.00 Planner/ heaulsr I.00 1.00 1.00 1.00 1.W Engineering Assistant II O.TS 0.75 1.W 1.00 1.W Administrative Assistant 1.00 1.W 1.W Office Assistant 1.00 1.001 1.W 1.00 1 I.W 1 V Total Project Management Office 15.75 16.76 17.00 17.00 18.00 T60 Engineering a Construction - Engineering Manager 1.01) 1.00 1.W 1.W 1.00 Sell SupaMsor 4.W 4.W 4.00 4.W 4.W La Senior Construction Inspection Supervisor 1.W 1.W 1.00 1.W 1.W Senor Engineer 6.W T.W $.W 9.W 8.W Constmalon Inspection Supervisor 3.00 3.W 3.W 2.00 2.W Engineer 13.00 12.W 10.W 12.W 10.W Principal Staff Analyst 1.00 6. Associate Englneer 111 4.00 4.W 4.W 5.00 4.00 cost Eaumetor 1.W 1.00 _ _ PlanneNSchetluler 1.00 - SenlorEnglneeringAssociate 2.00 2.W I.W 1.W 1.W Senior Construction Inspector 9,00 9.W 7.04) T.W S.W 6.1 Aseoclato Englneer It 1.00 _ Engineering Associate 1.00 1.00 - - Senior Staff Analyst _ 1.00 Conctrriction Inspector 900 8.00 10.00 10.W 10.00 Associate Engineer I - 1.W Engineering Assistant II 3.00 3.W 3.00 2.00 2.001 AdminlstratNe Assistant 4.00 3.W 3.04) 4.00 4.W Engineering Assistant l 1.00 LW 1.W 1.01) 1.00 Office Assistant 1.00 1.W 1.04) - v Intern 1.WI 1.W O.W O.W Total Engineering B C nstmctlon 64.00 e3.W 1 W.W 60.60 S&W 710 Facilities Engineering Engineering Manager - - 1.040, 1.00 1.O0 Engineering SupeMaor - - LW 1.W 1.00 V Senior Engineer - - 1.W _ Engineer - - S.W 5.W 5.00 Associate Engineer 111 - - 1.W 1.W - Associate Engineer II - - 1.00 - 100 Engineering Assoclate 1.W 1.00 V Atlminli rsdW.Assistant 1.00 1.00 1.00 Total Facilities Engineering 11.W lo.W 10.00 Total Engineering Department 98.75 98.25 104.80 I 10850 10T.50 i A-28 L Historical Staffing Detail Authorized Authorised Authorised Proposed Proposed r FTEs FTEs FTEs FTEs FTEe Division&Position 2005-06 200547 2007-08 2008-0e 2009-10 Operations&Maintenance Department 810 Operations&Maintenance Administration r Director of Operations&Maintenance 1.00 1.00 1.00 1.00 1.00 Principal Financial Analyst 1.00 1.00 - - - UtllitlesManagementSpeclallst 2.00 1.00 - - - Executive Assistant 1.00 1.00 1.00 1.00 1.00 Total Operations&Maintenance Administration 5.00 4.00 2.00 2.00 2.00 410 Regional Assets&Services Director of Regional Assets&Services 1.00 1.00 - - - Engineering Supervisor 1.00 1.00 1.00 - - ..1 Senior Engineer 1.00 1.00 1.00 - - Engineer 1.00 1.00 - - Principal Financial Analyst 1.00 1.00 1.00 - PrincipalStanAnalyst 1.00 1.00 1.00 - r Senior Engineering Associate 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 Total Regional Assets&Services 8.00 5.001 6.00 820 Operations&Maintenance Process Engineering aw Engineering Manager 1.00 1.00 1.00 - 1.00 Engineering Supervisor 1.00 1.00 1.00 1.00 - Senior Engineer 3.00 3.00 2.00 3.00 3.00 Senior Scientist 0.60 0.50 0.50 1.00 - r Engineer 5.00 5.00 - 1.00 - Principal Financial Analyst - - 1.00 1.00 Regulatory Specialist - - 1.00 1.00 1.00 Scientist - - - 1.00 Associate Engineer 111 2.00 2.00 2.00 2.00 2.00 Associate Engineer ll - - - - 1.00 Senior Environments[Specialist 1.00 1.00 3.00 3.00 3.00 Administrative Assistant 1.00 1.00 - - r Environmental Technician - - 1.00 1.00 1.00 Intern 0.50 0.50 0.50 Total Operations&Maintenance Process Engineering 14.50 14.50 12.00 14.50 14.50 $30 Plant No.1 Operations Engineering Manager - - - 1.00 - Operations Manager 0.50 0.50 - - 1.00 Chief Plant Operator 1.00 1.00 1.00 1.00 1.00 Operations Supervisor 7.00 7.00 7.00 7.00 7.00 Lead Plant Operator - - 5.00 5.00 5.00 Senior Plant Operator 10.00 16.00 18.00 17.00 15.00 Administrative Assistant 0.75 0.75 0.75 0.75 0.78 Plant Operator 14.00 14.00 9.00 10.00 13.00 sai Control Center Technician 3.00 3.00 3.00 3.00 3.00 Total Plant No, 1 Operations 42.25 42.25 1 41.76 1 44.75 45.75 840 Plant No.2 Operations r Operations Manager 0.60 0.60 - - Chief Plant Operator 1.00 1.00 1.00 1.00 1.00 Operations Supervisor 8.00 7.00 7.00 7.00 7.00 Lead Plant Operator - - 5.00 5.00 5.00 Senior Plant Operator 11.00 12.00 12.00 13.00 S. Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Equipment Operator 1.00 1.00 1.00 1.00 1.00 Plant Operator 24.00 24.00 18.00 19.00 18.00 Control Center Technician 1.00 1.00 1.00 1.00 1.00 Total Plant No.2 Operations 47.50 47.50 46.00 4e.0 4 .00 r A-29 L.� FY 2009-10 Budget Update L Authorized Aul cda Authorzed Proposed Proposed FTEs FTEs FTEs FTEs FTEs Division&Position 2005-06 2006-07 2007-08 2008-09 2009-10 858 Mechanical and Reliability Maintenance Maintenance Manager 0.50 1.00 1.00 1.00 1.00 Senior Engineer - - 2.00 - - Senior Maintenance Supervisor 1.00 1.00 1.00 1.00 - Engineer 1.00 1.00 2.00 - - Utilities Management Specialist - - 1.00 1.00 1.00 Maintenance Supervisor &00 7.00 7.00 5.00 6.00 y Associate Engineer III - - 1.00 1.00 1.00 Maintenance Specialist 3.00 7.00 7.00 - - Reliability Technician - - - 1.00 2.00 CMMS Technician II 2.00 6.00 6.00 - - G Lead Electrical Technician - 1.00 - - - Lead Power Plant Operator 1.00 - - - - Electrical Technician II - 2.00 - - - Lead Mechanic 3.00 5.00 5.00 5.00 5.00 V Lead WeldedFabricator - 1.00 1.00 1.00 - Power Plant Operator II 9.00 - - - - Machinlst - 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 iw Senior Mechanic 30.00 34.00 33.00 33.00 33.00 Welder/Fabricator - 2.00 2.00 2.00 3.00 Engineering Assistant 1 1.00 1.00 1.00 - - rr Senior Maintenance Worker 1.00 1.00 - - - Mechanic - - 1.00 2.00 2.00 Maintenance Worker - - - 2.00 2.00 Office Assistant 1.00 1 1.00 Total Mechanical and Reliability Maintenance 58.50 73.00 74.00 57.00 58.00 860 Instrumentation&Electrical Maintenance Maintenance Manager 0.50 - - - - Process Controls Manager - 1.00 1.00 1.00 1.00 `r Engineering Supervisor - 1.00 1.00 2.00 2.00 Senior Engineer - 1.00 2.00 2.00 2.00 Principal Information Technology Analyst - 2.00 2.00 2.00 2.00 1 Senior Maintenance Supervisor 1.00 1.00 - - - Englneer - 4.00 2.00 2.00 2.00 Senior Information Technology Analyst - 2.00 3.00 3.00 3.00 Maintenance Supervisor 6.00 5.00 5.00 5.00 5.00 V Maintenance Specialist 3.00 - - - - Informetion Technology Analyst III - 3.00 2.00 2.00 2.00 CMMS Technician ll 2.00 - - _ Information Technology Analyst 11 - - 2.00 1.00 1.00 y Lead Electrical Technician 3.00 2.00 4.00 4.00 4.00 Lead Instrumentation Technician 2.00 2.00 2.00 3.00 3.00 Lead Power Plant Operator - 1.00 1.00 1.00 1.00 Electrical Technician II 16.00 14.00 15.00 15.00 14.00 �+ Instrumentation Technician II 19.00 19.00 19.00 19.00 19.00 Power Plant Operator II - 9.00 9.00 9.00 9.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Power Plant Operator I - - - 1.00 �+ Electrical Technician I - - - 1.00 1.00 Instrumentation Technician I - - - 2.00 1.00 Maintenance Worker - - - _ 2.00 Office Assistant 1.00 rr Total Instrumentation&Electrical Maintenance 94.50 68.00 71.00 75.00 76.00 1.a A-30 u r Historical Staffing Detail r Authorized Authoraed Autlanzed Proposed Proposed r FTEs FTES FTEs FTEs FTEs Division 8 Position 2005-M 2006-07 2007-08 2008-09 21)09-10 870 Collection Facilities Operations&Maintenance(formerly division 420) Engineering Manager - 1.00 1.00 1.00 1.00 r Senior Maintenance Supervisor 1.00 1.00 - - Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 Senior Engineering Associate - - - 1.00 CMMS Technician It 1.D0 - - - - "' Lead Mechanic 4.D0 4.00 4.00 4.00 5.00 Administrative Assistant - - - 1.00 1.00 Senior Mechanic 8.00 9.00 9.00 9.00 9.00 Mechanic 8.00 7.00 7.00 7.00 8.00 Total Collection Facilities Operations 8 Maintenance 24.00 24.00 23.00 24.00 27.00 880 Facilities Maintenance 8 Fleet Services(formerly division 130) Facilities Manager - 1.00 1.00 1.00 1.00 "I Senior Maintenance Supervisor 1.00 1.00 - - - Mainlenance Supervisor 3.00 2.00 2.00 4.00 4.00 Maintenance Specialist 2.00 - - 7.00 7.00 CMMS Technician II 1.00 - - 6.00 6.00 r Lead Mechanic 2.00 1.00 1.00 1.00 1.00 Lead Welder/Fabricator 1.00 - - Machinisl 1.00 - - - - r Automotive/Heavy Equipment Technician 3.00 3.00 3.00 3.00 3.00 Equipment Operator 3.00 3.00 2.00 2.00 2.00 Senior Mechanic 3.00 - - -Welder/Fabricator 2.00 - - - - r Engineering Assistant I - - 1.00 1.00 Lead Facilities Worker 3.00 3.00 3.00 3.00 2.00 Facilities Worker/Builder 2.00 2.00 2.00 2.00 3.00 Facilities Worker/Painter 2.00 2.00 2.00 2.00 2.00 Automotive/Heavy Equipment Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant 1.00 1.00 Total Facilities Maintenance 8 Fleet Services 30.00 19.00 17.00 34.00 34.1 11 Total Operations 8 Maintenance Department 284.25 300.25 292.75 2g925 305.25 Grand Total,All Departments 044.00 1 644.00 1 634.00 641.00 648.00 r r r r A-31 i L Appropriations Limit Appropriations Limit In certain situations, proceeds of taxes Article XIIIB of the California State Constitution, may be spent on emergencies without Ll more commonly referred to as the Gann Initiative having to reduce the limit in future years. or Gann Limit,was adopted by California voters in 1980. The Gann Limit placed limits on the amount Each agency also conducts a review of Its of proceeds of taxes that state and local Appropriations Limit during Its annual L.i governmental agencies can receive and financial audit. appropriate(authorize to spend)each year. The law requires a governing body to annually L+ The limit is different for each agency and the limit adopt, by resolution,an appropriations limit for the changes each year. The annual limit is based on following year, along with a recorded vote the amount of tax proceeds that were authorized regarding which of the annual adjustment factors I to be spent in fiscal year 1978-79 in each agency, have been selected. The Orange County Ir modified for changes in Inflation and population in Sanitation District's appropriations limit and each subsequent year. annual adjustment factors are adopted at the same meeting as the budget. The adjustment V Proposition 111 was passed by the State's voters factors used for 2009-10 are the weighted In June 1990. This legislation made changes to average change In city population and the change the manner in which the Appropriations Limit is to in state per capita personal Income. be calculated: L The following table shows the annual The annual adjustment factors for inflation appropriations limit for each of the last two years and population have been changed. and the appropriations limit and the L Instead of using the lesser of California appropriations, or proceeds from taxes,for 2009- per capita Income,or U.S.CPI, each 10. The increase in the limit is based upon agency may choose either the growth In population changes ranging from 0.46%to 2.70% the California per capita Income,or the for major cities within the District as provided by Lr growth in assessed valuation due to new the Stale Department of Finance and a per capita non-residential construction within the personal income change of 0.62%as provided by district. For population, Instead of using the State Department of Finance. only the population growth of an agency, each agency may choose to use the Annual Appropriation Limits: population growth within Its county. 2007-08 $75209,000 L These are both annual elections. 2008-09 $79:153,000 The revised annual adjustment factors will 2009-10 $80,476,000 be applied to the 1986-87 limit for most agencies and each year in between in Proceeds of Taxes(Appropriations) y order to calculate the 1990-91 limit. The 2009-10 $31.781.000 actual limits for the intervening years, however,are not affected. As a result of the July 19%consolidation of the District,a single limit Is presented in contrast to Expenditures for'qualified capital outlay", individual limits shown in years prior to 1998. which are capital assets with a value of Population changes for representative cities have more than$100,000 and an expected life continued to be used in order to ensure of 10 years or more,are excluded from consistency and to eliminate significant population the limit. growth in parts of the County outside of the District's service area. This method results in a An agency which exceeds the limit in any lower limit then using the County-wide change. one year may choose to not give a tax refund if they fall below the limit in the 1 next fiscal year. They then have two more L+ years to refund any remaining excess or to obtain a successful override vote. 60 A-32 L FY 2009-10 Budget Update General Information Year of Formation......................................................... 1948 Miles of Sewers...........................................................582 mile. Form of Government...................County Sanitation District On-Plant Pump Station.................................................2 Authority..............................................Section 4700 et.seq. Off-Plant Pump Stations..........................................................15 ...........I....I I...........I....-.California Health&Safety Code Operating Authority.....................RWQCB1NPDES Permit No. Service Area....................................................479 sq.miles ............................................... ...............CA01 10604 Service Population......................Approximately 2.5 million .................................Statewide WDR Order No.2006-000 2008-09 Assessed Value......................... S307.6 billion 2009-10 Authorized Staff(Full-Time Equivalent)...........648.00 Treatment Information Daily innuent Flow to Total Primary 2007-08 Influent BOD: Capacity Comparison(in mgd) Plant No. 1 .........................300 milligrams per liter aoo Plant No. 2.........................230 milligrams per liter 2007-08 Influent Suspended Solids: as ... 213 Plant No. 1 .........................289 milligrams per liter Me Plant No. 2.........................289 milligrams per liter 100 2007-08 Effluent BOD.......................48 milligrams per liter 0 2007-08 Effluent Suspended Solids..35 milligrams per liter 11-11 1u.l 2 1.1.1 2007-08 Biosolids Beneficially Used .......248,700 wet tons 112008,09 E.t.Influent cuc.pac,W-P,,..,T.a'..m Primary Treatment Capacity(includes standby): 2008-09 Estimated Average Daily Influent: Plant No. 1 ........................................204 mgd Plant No. I...............................................-86 mild Plant No. 2........................................168 mad Plant No. 2...............................................127 mad TOTAL................................ TOTAL...................................... Secondary Treatment Capacity: 2008-09 Estimated Electricity Generated: Plant No. 1.........................................122 mgd Plant No. 1....................................35.981,000 kwh Plant No. 2......................................... 90 mad Plant No. 2................................... 46.262.000 kwh TOTAL................................ TOTAL...........................R7 243 OnO low Legend: mgd-million gallons per day kwh-kilowatts per hour Financial Information 2009-10 2009-10 2007-08 2008-09 Originally Updated Actual Projected Proposed Proposed Fees and Chames: One-Time 3-Bedroom Residence Connection $4.517.00 $4,671.00 $4.998.00 $4.998.00 Average Annual Single-Family Residence Fee $182.00 $201.00 $ 221.00 $ 221.00 Local SFR Fee NIA $199.00 $204.00 $204.00 District's Avg.Share of Ad Valorem Property Tax 1.00% 1.80% 1.80% 1.80% Cost to Collect,Treat,&Dispose of 1 Million Gallons $1,541.18 $ 1.616.43 $ 1.738.13 $ 1.763.15 Summary of COP Issue, August 2000 Refunding/New Money $ 195.800,000 September 2008E New Money 27,800,000 August 2003 New Money 191.500.000 December 2008C Refunding 176,115,000 May 2007A Refunding 93,465,000 May 2009A New Money 200,000,000 December 2007E New Money 295,185,000 Total Outstanding COP Balance 7/1109 1,241,530,000 May 2008A Refunding 61.665,000 A-33 e< _ImuppWAL B �! DST 0 3.AIR EMIsf LAND APPLICATION Chemical and clean the air _ enclosed trul.IOS PROCESSING removed during the treatment processes are pumped into 2.CHEMICAL ADDITION am where they undergo natural decomposition for M30 data, Hydrogen peroxide is added to the incoming waste¢solids convert to a pas mostly made up of methane.which is to help reduce hydrogen sulfide and control odorst our own energy recovery facimies. Chemical coagulants are added to the Wastewater The remaining solitls are pumped to dewalering facilities to enhance the primary settling process to achieve a 23 percent solid material(with a recycled %/ , consistency)rolled bit'alida The Lion as a are recycled for direct land application as a soil amendment or psetl to make fertilizer.Biosolids can also be composted or sent to a landfill it necessary. 7.ENERGY RECOVERY In our Central Power Generation Facility, ---_� _ the methane gas derived from the digesters Cis used to power engine-generator units that 1.PRELIMINARY TREATME �� �r�_ produce the electricity used as the energy Wastewater passes through bar screens that trap and remove source to operate both treatment plants. large and nonorganic materials,It then flows into grit chambers where the heaviest materials.such as egg shells,coffee grounds and Send.settle out.The materials removed during these processes are sent to a sanitary landfill. JPING STATION ;m both plants Is disinfection and dechlodnation I This facility has the capacity to pump •�� led wastewater a day,which helps us handle s till meet our capacity needs for marry yearn. Z' _ r \metro,lute miles _ .tewater at a depth di --_ - - te is a ffuser r inch provide a LANDSCAPE IRRIGATION Sumter, u u u u u ORANGE COUNTY SANITATION DISTRICT ' 1 10844 Ellis Avenue u Fountain Valley, California 92708-7018 (714) 962-2411 www.ocsd.com I l W STATE OF CALIFORNIA) ) SS. COUNTY OF ORANGE ) Pursuant to California Government Code Section 54954.2, 1 hereby certify that the Notice and Agenda for the Operations Committee Meeting of Orange County Sanitation District to be held on June 3, 2009 was duly posted for public inspection in the main lobby of the Districts'offices on May 27, 2009. IN WITNESS WHEREOF, I have hereunto set my hand this 27th day of May 2009. Lllis Kovac, Committee Secretary Orange County Sanitation District HADEPTWGENDMOPERATIONS COMMITTEBAGENDA CERTIFICATION.DOC ORANGE COUNTY SANITATION DISTRICT e 10844 aaa Avenue 927M770 H NOTICE OF MEETING mwm'Addr®s P0.B..8127 Fpmtan V." ( _ 9272MI27 •w+w ae.4 mm OPERATIONS COMMITTEE 14l M22R411 Engineering, Operations & Maintenance, and Technical Services F. 41 B62W56 ORANGE COUNTY SANITATION DISTRICT s WEDNESDAY. JUNE 3, 2009— 5:00 P.M. aea ~ eama Pere ADMINISTRATIVE OFFICES 10844 ELLIS AVENUE FOUNTAIN VALLEY, CA 92708 reran e each www.ocsd.com ra�s Pa" a The regular meeting of the Operations Committee of the Orange County Sanitation District will be held at the above location, date and time eeann on3me Pwix . senor ana sav Beam smwn T� Vbe Pa llrOe Lntle [bsm Meca Osma md�My QBGiC kN FY ao.nae VW p�public heelN aM Ure emvo men[by pmv mg col1e n. "ae n[ sM r gdn9. OPERATIONS COMMITTEE BOARD MEETING DATE MEETING DATE O6/03109 06/24/09 07/01/09 07/22/09 r AUGUST DARK 08/26/09 09/02/09 09/23/09 10/07/09 10/28/09 11/04/09 11/18/09* 12/02/09 12/16/09* JANUARY DARK 01/28/10 02/03/10 02/24/10 03/03/10 03/24/10 04/07/10 04/28/10 05/05/10 05/26/10 06/02/10 06/23/10 *Meetings are being held on the third Wednesday of the month. r ROLL CALL OPERATIONS COMMITTEE ,. Engineering, Operations & Maintenance, and Technical Services Meeting Date: June 3, 2009 Time: 5:00 p.m. Adjourn: r COMMITTEE MEMBERS (74) Bill Dalton Chair r David Shawver ice Chair Charles Antos Tom Beamish Troy Edgar Patsy Marshall Roy Moore Joy Neu ebauer Sharon Quirk Harry Sidhu Constance Underhill Don Webb r Doug Davert Board Chair Larry Crandall Board Vice Chair OTHERS Brad Ho in, General Counsel w STAFF Jim Ruth, General Manager Bob Ghirelli, Assistant General Manager Nick Arhontes, Dir. of Operations & Maintenance Jim Herberg, Director of Engineering Ed Torres, Director of Technical Services " Lorenzo Tyner, Director of Finance and Administrative Services Lilia Kovac, Committee Secretary Dean Fisher Tod Ha es r John Linder r r AGENDA REGULAR MEETING OF THE OPERATIONS COMMITTEE Engineering, Operations, & Maintenance, and Technical Services ORANGE COUNTY SANITATION DISTRICT June 3, 2009 — 5:00 P.M. ADMINISTRATIVE OFFICE 10844 Ellis Avenue Fountain Valley, California 92708 www.ocsd.com PLEDGE OF ALLEGIANCE DECLARATION OF QUORUM PUBLIC COMMENTS REPORT OF COMMITTEE CHAIR REPORT OF GENERAL MANAGER CONSENT CALENDAR (1 -7) 1. Approve the minutes of the May 6, 2009 Operations Committee meeting. 2. Recommend to the Board of Directors to receive and file the 2008-2010 Asset Management Plan 2008-2010 prepared by Sanitation District staff. (Book Page 10) 3. Recommend to the Board of Directors to: a)Approve an agreement with Corrpro Companies, Inc. for Corrosion Management Staffing Support Services, Specification CS-2009-4136D, for the period July 1, 2009 through June 30, 2010, for a total annual amount not to exceed $793,480, with four one-year renewable options; and, b) Approve a contingency of$79,348 (10%). (Book Page 18) Book Page I Operations Committee June 3, 2009 Page 2 4. Recommend to the Board of Directors to approve Amendment No. 1 to the Memorandum of Understanding with California State University, Fullerton Auxiliary Services Corporation,for a one-year contract with the Center for Demographic Research, extending one additional year for .� the period of July 1. 2009 through June 30, 2010,for$71,000, for total amount not to exceed $244,671. (Book Page 20) 5. Recommend to the Board of Directors to approve Amendment No. 1 to the Professional Services Consultant Agreement with Black and Veatch for the Electronic Operations and Maintenance Manual Project, Specification No. CS-2006-290BD, (SP-53),for an additional amount of$1,295,000 increasina the total contract amount from $1,807,000 to a total amount not to exceed $3,102,000. (Book Page 22) 6. Recommend to the Board of Directors to: a)Approve a contingency increase of$70,441 (5%) to the Professional Design Services Agreement with Black &Veatch Corporation,for the Power Monitoring and Control Systems, Job No. J-33-3, for a total contingency of$307.388 (25%); and, b) Authorize staff to negotiate a Professional Construction Services Aqreement with Black& Veatch Corporation for construction support services for said project. (Book Page 26) 7. Recommend to the Board of Directors to: a) Authorize staff to negotiate Amendment No. 1 to the Professional Design Services Agreement with DLT&V Systems Engineering for software programming services for Power Monitoring and Control Systems, Job No. J-33-3; and, b) Authorize staff to negotiate a Purchase Agreement with Wonderware as a sole source provider for software for Power Monitoring and Control Systems, Job No. J-33-3. (Book Page 28) ACTION ITEMS No items INFORMATION ITEMS No items DEPARTMENT HEAD REPORTS • SARI Line Survey Update (Herberg) • County Wide Pollution Prevention Program (Torres) Book Page 2 Operations Committee June 3, 2009 Page 3 CLOSED SESSION _-------- ----------- ..............._..___._..____...... _.. ____._____..., During the course of conducting the business set forth on this agenda as a regular meeting of the Committee, the Chair may convene the Committee in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54966.9. 54957 or 54957.6, as noted. Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c) employee actions or negotiations with employee representatives; or which are exempt from public disclosure under the California Public Records Act, may be reviewed by the Committee during a permitted closed session and are not available for public inspection. At such time as the Committee takes final actions on any of these_subjects,_the.minutes.will.reflect,all required.disclosures of information. . .......... .......... ............................ .................................. ........ Convene in closed session Reconvene in regular session. Consideration of action, if any, on matters considered in closed session. Other business and communications or supplemental agenda items, if any. Adjournment—The next Operations Committee meeting is scheduled for Wednesday, July 1, 2009, at 5:00 p.m. Book Page 3 Operations Committee June 3, 2009 Page 4 Agenda Posting: In accordance with the requirements of California Government Code Section 54954.2,this agenda has been posted in the main lobby of the District's Administrative offices not less than 72 hours prior to the meeting date and time above. All public records relating to each agenda item, including any public records distributed less than 72 hours prior to the meeting to all, or a majority of all, of the members of District's Board, are available for public inspection in the office of the Clerk of the Board, located at 10844 Ellis Avenue, Fountain Valley, California. Items Not Posted: In the event any matter not listed on this agenda is proposed to be submitted to the Committee for discussion and/or action, it will be done in compliance with Section 54954.2(b) as an emergency item or - because there is a need to take immediate action, which need came to the attention of the Committee subsequent to the posting of agenda, or as set forth on a supplemental agenda posted in the manner as above, not less than 72 hours prior to the meeting date. — Public Comments: Any member of the public may address the Operations Committee on specific agenda items or matters of general interest. As determined by the Chair, speakers may be deferred until the specific item is taken for discussion and remarks may be limited to three minutes. Matters of interest addressed by a member of the public and not listed on this agenda cannot have action taken by the Committee except as authorized by Section 54954.2(b). Consent Calendar: All matters placed on the consent calendar are considered as not requiring discussion or further .. explanation, and unless a particular item is requested to be removed from the consent calendar by a Director of staff member, there will be no separate discussion of these items. All items on the consent calendar will be enacted by one action approving all motions, and casting a unanimous ballot for resolutions included on the consent calendar. All items removed from the consent calendar shall be considered in the regular order of business. The Committee Chair will determine if any items are to be deleted from the consent calendar. Items Continued: Items may be continued from this meeting without further notice to a Committee meeting held within five(5)days of this meeting per Government Code Section 54954.2(b)(3). Meeting Adioumment: This meeting may be adjourned to a later time and items of business from this agenda may be considered at the later meeting by Order of Adjournment and Notice in accordance with Government Code Section 54955(posted within 24 hours). Accommodations for the Disabled: The Board of Directors Meeting Room is wheelchair-accessible. If you require any special disability related accommodations, please contact the Orange County Sanitation District Clerk of the Board's office at(714)593-7130 at least 72 hours prior to the scheduled meeting. Requests must specify the - nature of the disability and the type of accommodation requested. i Notice to Committee Members: For any questions on the agenda or to place any items on the agenda, Committee members should contact the Committee Chair or Secretary ten days in advance of the Committee meeting. Committee Chair Bill Dalton (714)741-5000 gamha(acioarden-grove.org Committee Secretary: Lilia Kovac (714)593-7124 IkovacLaocsd.com General Manager Jim Ruth (714)593-7110 imthAmsd.com Assistant General Manager Bob Ghirelli (714)593-7400 rghirelliAocsd.com Director of Technical Services Ed Torres (714)593-7080 etomesOocsd.com Director of Engineering Jim Herberg (714)593-7300 iherbergiolocsd.com Director of Operations 8 Mntnc. Nick Arhontes (714)593-7210 narhontes gnocsd.com Book Page 4 r "Corrected" MINUTES OF THE OPERATIONS COMMITTEE r Engineering, Operations & Maintenance, and Technical Services Orange County Sanitation District r May 6, 2009—5:00 p.m. r A meeting of the Operations Committee of the Orange County Sanitation District was held on May 6, 2009, at 5:00 p.m. in the Districts Administrative Office. ,r A quorum was declared present, as follows: Operations Directors Present: Staff Present: Bill Dalton, Chair Jim Ruth, General Manager r David Shawver, Vice Chair Bob Ghirelli, Assistant General Manager Charles Antos Nick Arhontes, Dir. of Operations &Maintenance Tom Beamish Jim Herberg, Director of Engineering ,d Troy Edgar Ed Torres, Director of Technical Services Roy Moore Lorenzo Tyner, Director of Finance and Joy Neugebauer Administrative Services r Sharon Quirk Lille Kovac, Committee Secretary Fred Smith Dean Fisher Constance Underhill Norbert Gaia Leslie Daigle Tod Haynes Doug Davert, Board Chair John Linder Larry Crandall, Board Vice Chair Gary Conklin Carla Dillon r Operations Directors Absent: Juanita Skillman Harry Sidhu Simon Watson Chuck Winsor r Others: Gino Rampagna, IPMC Bob Oaten,Alt. Director r PUBLIC COMMENTS There were no public comments. r REPORT OF COMMITTEE CHAIR r Committee Chair Dalton did not give a report. REPORT OF GENERAL MANAGER Lorenzo Tyner, Director of Finance and Administrative Services, briefly reported that debt issuance had been delayed in March, but issued on April 22, 2009 at a lower rate than r r Book Page 5 Minutes of the Operations Committee y May 6, 2009 Page 2 anticipated, resulting in greater savings. Mr. Tyner also reviewed the Sanitation District's projected revenues for 2009-10. L CONSENT CALENDAR (1 - 121 1. MOVED, SECONDED, AND DULY CARRIED: Approve the minutes of the April 1, Lr 2009 Operations Committee meeting. u 2. a) MOVED, SECONDED, AND DULY CARRIED: Award a purchase order contract to J.F Shea Co., Inc. for Replacement of Three (3) Hazardous Materials Storage Lockers/Modules & Shower Eye/Face Wash Station at �+ Plant 2, Specification No. S-2009-401 BD, for an amount not to exceed $186,000; and, b) Approve a contingency of$13,020 (7%). 3. a) MOVED, SECONDED, AND DULY CARRIED: Approve a sole source _ purchase order to be issued to Putzmeister America, Inc. for Plant 2 No. 4 Cake Transfer Pump Repair Services, for an amount not to exceed $110,000; and, _ b) Approve a contingency of$22,000 (20%). L 4. MOVED, SECONDED, AND DULY CARRIED: Ratify Change Order No. 1 to Purchase Order No. 71172-OS issued to Jamison Engineering for Plant 1 Headworks Splitter Box No. 3 Channel Repair Services for an additional amount of $22,000, increasing the total amount not to exceed $125,180. 5. Item pulled for discussion. !r 6. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of — Directors to: a) Award a contract to Polydyne, Inc., for the Purchase of Liquid Cationic Polymer, Specification No. C-2008-3956D, for a unit price of$1.975 per active pound delivered for Solution polymer plus applicable sales tax, and $1.85 l per active pound delivered for Mannich polymer plus applicable sales tax, for an estimated annual amount of$2,282,500 for the period July 1, 2009 through June 30, 2010, and four one-year renewal options; and, L b) Approve a 10% annual unit price contingency. 7. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of y Directors to: a) Award a contract to U.S. Peroxide, LLC, for Regional Odor and Corrosion Control Services, Specification No. C-200940513D, at the unit prices of U Book Page 6 r Minutes of the Operations Committee May 6, 2009 Page 3 r $1.78/gallon delivered plus tax for Ferrous Chloride; $1.72/gallon delivered plus tax for Hydrogen Peroxide (27%), indexed to the natural gas previous quarter r average NYMEX Henry-Hub gas base price of$9.00 per MMBtu, and an escalation index factor of an additional $0.025/gallon for every increase of$1.00 above the indexed cost; and, $2.19/gallon delivered plus tax for Bioxide, for an estimated annual amount of$3,300,000, for the period July 1, 2009 through June 30, 2010, and four one-year renewal options; r b) Award a contract to Hill Brothers Chemical Company for Regional Odor and Corrosion Control Services, Specification No. C-2009-4056D, for an initial delivered unit price of$1.736/gallon plus tax for Magnesium Hydroxide, indexed to the natural gas previous month's daily average NYMEX Henry-Hub gas base price of$13.25 per MMBtu, and an escalation index factor of an additional $0.06 per gallon for every increase r of$1.00 above the indexed cost, for an estimated annual amount of $2,500,000 for the period July 1, 2009 through June 30, 2010, and four one-year renewal options; and, r c) Approve a 10% annual unit price contingency. 8. MOVED, SECONDED,AND DULY CARRIED: Recommend to the Board of Directors to approve Amendment No. 4 to the Agreement for Private Operation and Maintenance of Oxygen Generation System at Plant No. 2 with Air Products and Chemicals, Inc., (P.O. 43063-OB), extending the contract for a two-year period beginning February 2, 2010 to February 1, 2012, for an annual amount of $321,766.80 adjusted annually based on the Consumer Price Index for the Los Angeles/Orange County/Riverside area. 9. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of r Directors to authorize staff to enter into negotiations with Malcolm Pirnie, Inc. for construction support services for Replacement of the Rocky Point Pump Station, Contract No. 5-50. 10. MOVED, SECONDED,AND DULY CARRIED: Recommend to the Board of Directors to authorize staff to enter into negotiations with Dudek, Inc. for construction support services for Bayside Drive Improvement, Contract No. 5-61. r 11. MOVED, SECONDED,AND DULY CARRIED: Recommend to the Board of Directors to receive and file the ADA Compliance Feasibility Study for P1 Miscellaneous Buildings Office Improvements, Project No. FE07-08, dated August 2008, prepared by Willdan. r r.i r Book Page 7 Minutes of the Operations Committee ` May 6, 2009 Page 4 12. a) MOVED, SECONDED, AND DULY CARRIED: Approve Plans and _ Specifications for the P2 EPSA Roof Access, Project No. FE07-07, on file at the office of the Clerk of the Board; b) Approve Addendum No. 1 to the plans and specifications; c) Receive and file bid tabulation and recommendation; _ d) Award a contract to DenBoer Engineering & Construction, Inc., for P2 EPSA Roof Access, Project No. FE07-07, for an amount not to exceed - $134,000; and, u e) Approve a contingency of$26,800 (20%). Non-Consent 5. Staff answered questions on the contents of the report which is restricted to the collections system. It was then: MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of V Directors to approve the final Sewer System Management Plan prepared by staff dated May 1, 2009. — V ACTION ITEMS 03 — 14) 13. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to approve Amendment No. 9 to the Professional Services Agreement with Integrated Program Management Consultants, a joint venture of Parsons Water and Infrastructure, Inc., and CH2M Hill, Inc., authorizing: a) Establish an amount not to exceed $15,877,732 for year eight (Fiscal Year 2009-10) of the ten-year contract; and, b) Increase the total amount of the ten-year contract to a total amount not to w exceed $108,954,978. V 14. MOVED, SECONDED, AND DULY CARRIED: Recommend to the Board of Directors to: a) Approve Plans and Specifications for the P2 Plant Water PS Discharge Piping, Project No. FE07-17, on file at the office of the Clerk of the y Board; b) Approve Addendum Nos. 1 and 2 to the plans and specifications; v c) Receive and file bid tabulation and recommendation; w Book Page 8 Minutes of the Operations Committee May 6, 2009 Page 5 d) Receive and file letter dated February 5, 2009, from Atlas Allied, Inc., .+ requesting relief of their bid in the amount of$323,900 due to a mathematical error; e) Award a contract to Ken Thompson, Inc., for P2 Plant Water PS Discharge Piping, Project No. FE07-17, for an amount not to exceed $460,000; and, r f) Approve a contingency of$92,000 (20%). INFORMATION ITEMS There were none. r DEPARTMENT HEAD REPORTS ar Director of Engineering, Jim Herberg, briefly reported that he would be submitting for the Board's approval an annexation of a 1700-acre parcel in Santiago Canyon. The Director of Operations and Maintenance, Nick Arhontes, reported the volume of water Y° provided to the O.C. Water District for GWRS is an average of 69 mgd . CLOSED SESSION There was no closed session. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS. IF ANY ,r There were none. r ADJOURNMENT The Chair declared the meeting adjourned at 5:45 p.m. The next Operations Committee meeting will be held on Wednesday, June 3, 2009, at 5:00 p.m. Submitted by: Lille Kovac Committee Secretary H:Wapha9enda\Opemdons CommiOeeWpemUons 20091050=50509 Opembons Minut .do= r r r Book Page 9 OPERATIONS COMMITTEE Mee0ngDaW ToBd.ofD1r. 06/03/09 06/24/09 AGENDA REPORT 1 : Number Ran Number 2 Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: Nick Arhontes, Director of Operations and Maintenance SUBJECT: 2008-2010 ASSET MANAGEMENT PLAN GENERAL MANAGER'S RECOMMENDATION Receive and file the 2008-2010 Asset Management Plan 2008-2010 prepared by Sanitation District staff. SUMMARY . OCSD has completed our third Asset Management Plan (AMP), which has been updated and improved on the 2006 AMP. This continues to be a staff driven effort. . The 2008-2010 AMP is 131 pages and includes a summary of the state of OCSD's assets, anticipated long term asset replacement and rehabilitation costs, a summary of risk exposure due to asset failures, and target levels of service for the agency. . A copy of the Executive Summary from the Plan is attached. A presentation will be provided at the August Board meeting to familiarize the Board Members with the contents of the Plan and its recommendations. . If you would like a CD or hard copy, please contact Penny Kyle at 714 593-7130. The report will also be posted on OCSD's website www.ocsd.com. PRIOR COMMITTEE/BOARD ACTIONS + December 2006 - Receive and file the 2006 Asset Management Plan ADDITIONAL INFORMATION None ATTACHMENTS Executive Summary Form No D IC20 0 AwirE OYOINi Book Paee 10 I ' Asset Management Plan 2008-2010 Executive Summary Introduction The Orange County Sanitation District(OCSD)asset management program is a staff driven program and starting in December 2002 the OCSD Board adopted their first"Asset Management Strategic Plan and Framework Analysis" (Strategic Plan). The Strategic Plan staffs recommended defined the Asset Management mission for OCSD as; "to create and acquire, maintain, rehabilitate, replace and augment these valuable wastewater assets in the most cost effective(lowest life cycle cost) sustainable manner at _ the level of service required by present and future generations of regulators and customers at an acceptable level of risk." OCSD has taken several steps to sustain this mission since the Strategic Plan was adopted. This has included the development and implementation of many different asset management tools to obtain better information to make better decisions. The most recent effort in FY 08-09 will include working with both the Water Environmental Research Foundation (WERF) and American Water Works Association Research Foundation (AwwaRF)on research programs to develop advance asset management tools and establish standards for bench marking utilities in North America. This will help other water and wastewater utilities and provide improved asset management tools for OCSD's use. One of the most important asset management tools OCSD created was an Asset Management Plan. The first one was completed in FY 05-06. OCSD has continued to develop this document to better understand its short-term and long-term business obligations related to the assets that it currently owns and will own as facilities expand. It also reveals how the business decisions related to these assets will affect the ability to sustain the asset performance and consequently sustain the mission of cost-effective services to customers. OCSD has traditionally performed many of these tasks across the organization; however prior to June of 2005, the results of this work had never been compiled into a single document to allow the organization to clearly understand the overall business ramifications. Recent improvements �• As part of an ongoing asset management and business planning processes within OCSD the following efforts continue: r Asset Management Plan has just undergone a two-year revision: • Modeling information was re-run. This allowed for tables, figures and text to be updated and includes valuable rate planning information, which the Finance department utilized this fiscal year. • Asset Management System Summaries data was updated for both plants. This is at the _ process level and looks at condition, demand vs. capacity, function, reliability, and business efficiency, which complement the Engineering Department Master Plan updating effort; Or'M) I 'sser Ilan 200'4-2010 Book Page I I i Collaboration efforts with WERF initiated in FY 06-07 to advance asset management among wastewater utilities will result in the development of the following tools: _ • Public communication tools that can be utilized to inform decision-makers and ratepayers on the need for strategic asset management and infrastructure investment. • Best appropriate practices for asset management, as well as development of case studies that can use to learn how to implement WERF's Strategic Asset Management tools when completed. • Development of tools for decision analysis and implementation of asset management practices. This includes a cost tool and a refined gap tool that helps utilities to compare their asset management practices to those of other utilities. These tools will allow agencies to benchmark against each other. • Develop models for predicting the remaining asset life for both above and below-ground assets. This will complement the risk-based modeling approach used to date for OCSD Collections System condition assessment and Closed Circuit T.V. programs; r Future participation with AwwaRF to expand on the efforts of the WERF Asset Management advancement efforts. This effort will focus on key asset data for water and wastewater utilities, which will result in the establishment of data standards. r The Risk Plan developed in FY O6-07 continues to be a tool for the Executive Management Team, which provides an ongoing process for managing organizational risk; r The Condition Assessment Guidelines developed in FY 06>07 continues to be a resource for staff to perform condition assessment of our plants, facilities and collection systems; r The Capital Improvement Program(CIP)validation process developed for determining if there is a business case for performing new proposed capital projects continues to be utilized in the evaluation and the justification process for new projects requests. This encompasses performing a confidence level rating and business risk exposure analysis on each project. Levels of Service For the FY 05-06 Asset Management Plan, OCSD developed a summary of its present and future Levels of Service requirements using the international triple bottom line categories. The international triple bottom line is a decision making process that takes into account environmental, social and economical factors. This documented the measurable outcomes, or key performance indicators that OCSD is committed to meeting. In FY 06-07, these performance categories were modified to be consistent with OCSD Core Strategies. This placed additional importance on OCSD environmental responsibilities as demonstrated with the new OCSD strategic categories: Environmental Stewardship,Wastewater Management, Business Principles, and Workplace Environment. In FY 07-08 OCSD executive management refined the goals for these categories and gained the support of the Board of Directors by involving them in the process and obtaining their approval. Overall OCSD Levels of Service will increase significantly as a result of its large capital improvement program. This will result in millions of dollars in increased maintenance and operations annual costs due to these future changes. O( �I) Asset \lana,Cnlfnl Pt:1112tn18-20111 Book Page 12 — Some of the major Levels of Service that will or have changed include: P Adopting 100% Secondary Treatment Standards by Dec 31, 2012 0 Adopting a sustainable Biosolids program by March 30,2011 t Increasing water reclamation to 70 mgd for OCWD GWRS r Limit off-site odor impact to the OCSD fence-line by Dec 31, 2015 r Fire and Safety Code Compliance Inventory of Assets Understanding the characteristics of all of our assets is critical to our future success. Our assets can generally be split between two main groups: Collection System—the assets responsible for the collection and transfer of sewage from the cities to the treatment plants, and;Treatment and Disposal—the assets that treat the sewage and dispose of the treated effluent and byproducts. The support facilities are + contained in these groupings. The following charts present the investment history in both of these systems and the age profile of these assets. Figure E1 —Collection System (Weighted Average Age) $00 ao .C." . C clian(sm) �Fvomq Fq (9y Replaren IWluel 100 -.__.. _ —__- _— 05 + Q 600 25 20 s<9 1s 2W 10 Im 5 a q Yav (N-4P I k."'o mans."In'11I Plan 20WN III, Book Page 13 Figure E2-Treatment Plants(Weighted Average Life) pleura r.-I, dmn($M) �Avemga Aga(By Replacement Valae( 700 ]5 30 4W 30 (r 6s — SpJ 15 2W --._ —__ _ _ —. _._ __.___ _ __.. _.__. 10 ay �g ,p �(�, �p b �0 0 9' 9' 9AD 4AM1 9Ae 9AB 9Aa e P R' 9' 4' 3' 1 � �by Year This average age and value of the assets OCSD own is increasing steadily over time. The asset replacement obligation is rising, and as a consequence. OCSD needs to be planning for decreased capital projects. This is in regard to capacity expansion and increased renewal expenditures in the future relative to past expenditure levels. More focus will need to be given to ensure that appropriate operation and maintenance strategies are being applied that consider the different ages of assets being maintained. ` Asset Valuation ` The replacement valuation for all of OCSD's assets has been updated. The table below presents the current replacement and depreciated values of OCSD's assets. The replacement value represents the cost in December, 2007 dollars to completely rebuild all the assets to a new condition. The depreciated value is the book value of the assets based on their age, which is a prediction of their current condition. The current replacement value is estimated to be$6.26B, which compares to the 1998 prediction of $2.038, which was based on original purchase cost. This will increase by December, 2012 to approximately$7.1 B when the existing three billion dollar Capital Improvement Program are completed. The major reasons for this increase are all the new assets added to the asset register and the increased replacement costs due to now having to performing construction in a metropolitan Orange County oppose to what use to be a rural one. OCSI)I Aswt IManagrmeut Plan 2008-2111(I _ Book Page 14 r Valuation Collection' Plants Total Replacement Value ($B) 3.14 3.12 6.26 Depreciated Value($B) 1.79 1.67 3.46 I Includes 406 miles of regional interceptor and trunk sewers,26 miles of force main, 16 off-site pumping facilities, and the 176-miles of local gravity sewers. Planned Expenditure A computer model was utilized to produce the future expenditure projections in this Asset Management Plan. This model was used to perform a series of calculations on information related to the current and future OCSD assets. The following chart is the result of the modeling work undertaken, including current r and predicted future Capital Improvement Program projects and operations(including maintenance), improved understanding of asset condition and asset life. The model formula's were reviewed and updated by staff to improve the model output of information. The flat black line in Figure E3 is the average of all the future cash flows, which represents the average expenditure ($411 M current value worth) required by OCSO for each of the next 100 years. The actual annual expenditure will vary depending of the actual work required. At present the expenditure is greater r due to the accelerated CIP program thru December 2012, however, additional income in the future will also be required to pay back the capital that is currently being borrowed. With the addition of new assets and existing aging assets the O&M costs will continue to rise. Figure E3—OCSD Expenditure Total Future Predicted Cash Flow e66 U.000 700 10,000 $ soo t s0o e,000 u' Y 400 0,000 w a 300 e 4,000 200 100 2.000 � 0 0 2008 2073 2018 2023 2026 2033 2638 2043 2046 2033 2066 2063 2668 2013 2016 2063 2068 2093 20g8 2103 r r• CIP-RUWre L.Nol5emoe r• CIP Fmure Groe • a CIP.Fuum Renewer on Levelsol Semce&Grovan aaaS CIP.Fmure Rehab and Replece(ColbcDons) r• CIP-FUWre Rehab and Re01e1e(PlaMS) m CIP.awsbng Program M CIP-Fuum Renewal on E.asung ClP m operawns(opennons) opensons(maireenence) aaaa Gperaeons(O.edlead) —Book Vega —Replecemert Va4e Annual".Ty Eqbenaftre r OCSD I At ,Vt \lanugcment PI 1 2008-2 IIIII/ Future Funding Requirements The predicted overall expenditure in future years will not"drop off'as dramatically as previously predicted in 2013 after the current Capital Improvement Program winds down. This means that pressures on rate increases are likely to grow more than previously anticipated in the past. Fully funding the O&M replacement and rehabilitation costs of the assets will mean that the likely scenario for OCSD rate increases will necessitate greater-than-inflation rate increases over the next 20 years. Recommendations It is recommended that OCSD: r Continue to be selective of the Capital Improvement Program projects based on economic justification and risk presented to OCSD in order to free up available C.I.P funds and operating resources to concentrate on other areas of greatest risk; r Continue to validate future maintenance program and workload with a view toward investing in maintenance where it will defer capital investments. Some observations have indicated that an increase in maintenance expenditures could result in deferred capital investments and a reduction in r life-cycle costs (this is especially relevant for civil assets). Also, an increased understanding of the future maintenance costs associated with capital projects will help to identify the potential impacts on the maintenance program and its staffing and services needs; r r Continue to improve the existing data standards processes,data collection program, and support staff training needs and workforce development to accomplish this effort; r r Continue the effort to implement an information system strategy to ensure that this data collection and data flow is stored and recovered/adjusted to suit the reality for planning and needs to optimizing future asset management decision making; r P Continue the implementation of optimizing workload allocation/justification/prioritization system for all Engineering, Operations and Maintenance activities; w r Identify and implement ways to solicit customer expectations while working to try and to avert or reduce the cost impacts of current and future levels of service. This would include impacts on capital facilities needs and resulting operating costs; r r Review management strategies and design guidelines with a view to considering appropriate _ redundancy requirements in regard to acceptable risk levels as well as improved materials and commodity systems to lower the need for labor and services input. Next Steps A number of improvement tasks have also been identified over the next 5 years to improve the overall accuracy and coverage of the Asset Management Plan. This includes completing Business Risk r Exposures for the asset system summaries, and using more accurate data as it is collected for the models. OCSD j Ansel Management Plan 2II1 r Future editions of the Asset Management Plan are critical to the work OCSD staff is planning for improving its overall asset management performance. Many of the improvements to future Asset Management Plans will derive from other work that is planned to be undertaken across the organization as guided by staffs asset management steering committee. Sustainability and cultural organizational change are important issues for the Asset Management program, and they need to be well managed in alignment with triple bottom line categories. This needs to be kept in mind. This will ensure the ongoing improvement in stewardship of the OCSD assets. The ongoing need to support workforce development and training are components of other OCSD initiatives. U( �II V«e� Alana_cnirnt flan Ennk-'_UIIV Book Page 17 OPERATIONS COMMITTEE Meeting Date To8d of Dir. 06/03/09 O6/24/09 AGENDA REPORT Iem Numbe Iem Number _ 3 Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: Nick Arhontes, Director of Operations and Maintenance SUBJECT: AWARD OF CORROSION MANAGEMENT STAFFING SUPPORT SERVICES SPECIFICATION NO. CS-2009413BD GENERAL MANAGER'S RECOMMENDATION a) Approve an agreement with Corrpro Companies, Inc. for Corrosion Management Staffing Support Services, Specification CS-2009-413BD, for the period July 1, 2009 through June 30, 2010, for a total annual amount not to exceed $793,480.00, with four one-year renewable options: and, b) Approve an annual contingency of$79,348.00 (10%). SUMMARY • Staff recommends that the District continue to utilize two to four with an average of three full-time (40 hours per week) service providers to support the Corrosion Management Program and its backlog. The Corrosion Management program is currently staffed with one full time equivalent (F.T.E.) Senior Engineer and two contract staff through Human Resource's temporary staffing contract. • Staff recommends the procurement of a single contract to provide this staff because the requirements of the Corrosion Management Program have long term multi-year objectives, and hiring District staff is not feasible at this time. This will allow for improved efficiency. The pace of the work and task assignments are at staffs direction. PRIOR COMMITTEEIBOARD ACTIONS • None ADDITIONAL INFORMATION • Management of corrosion is a critical part of the services that the District provides to protect public health and the environment and manage its assets properly. In 2002, District staff determined that a program to improve control, prevention and prediction of corrosion would improve the District's efficiency and effectiveness. As a result, the board approved SP-68-1, Corrosion Management. Form No.Dw-102.2 nweee awtmr Page 1 Book Page 18 The objective of Corrosion Management is to implement and maintain a comprehensive program to manage the corrosion of the District's assets. The program includes performing assessments for programmatic needs, identifying corrosion risk, conducting condition assessments, developing alternative evaluations and maintenance strategies, and developing support documents to implement the preferred alternatives. The ultimate goal of Corrosion Management is to optimize: life extension and life-cycle costs for the District's assets while maintaining an acceptable level of service. Performing tasks as outlined in Corrosion Management requires a collaborative effort by experienced staff. The District solicited proposals for this work on April 10, 2009. The District received proposals from Amvigor Engineering Services, Corrpor Companies, Inc., JDH Corrosion Consultants, Inc., Project Partners, and V&A Consulting Engineers, Inc. A five-member panel reviewed, evaluated, and ranked the proposals based upon the following categories: qualifications, related experience and references, proposed staffing and project organization. Staff reviewed and ranked the proposals on March 19, 20D9, and Conpro Companies, Inc. was the top-ranked proposer. District staff has favorable experience with Corrpro Companies, Inc. based on current work. Consultant Evaluator Corrpro Project V&A Amvigor JDH Partners Reviewer A 832 600 546 429 527 .. Reviewer B 772 720 636 649 577 - Reviewer C 872 490 566 459 487 Reviewer D 772 690 616 609 607 Reviewer E 842 670 556 609 437 - TotalScore 4090 3170 2920 2756 2636 Ranking 1of5 2of5 3of5 4of5 5of5 This Purchase Agreement compliers with authority levels of the Sanitation District's Delegation of Authority. The selection process was conducted in accordance with the Sanitation District's adopted policies and procedures. This item has been budgeted under SP-68-1, Corrosion Management: Section 8, Page 83. Award Date: 06/24/09 Contracl Amount: $793,480 Contingency: $79,348 r Form No.W 1= M,.WUMM7 Page 2 Book Page 19 OPERATIONS COMMITTEE Meeting Date To Bd.or Db. 06/03/09 06/24/09 AGENDA REPORT tem NumberHeroNumbe 4 Orange County Sanitation District (� Misc.B Support Projects FROM: James D. Ruth, General Manager Originator: Jim Herberg, Director of Engineering SUBJECT: FY 2009-2010 Sponsorship of the Center for Demographic Research GENERAL MANAGER'S RECOMMENDATION Approve Amendment No. 1 to the Memorandum of Understanding with California State University, Fullerton Auxiliary Services Corporation, Center for Demographic Research, for the period of July 1, 2009 through June 30, 2010, for $71,000, for a total amount not to exceed $244,671. SUMMARY The Center for Demographic Research (CDR), located at California State University Fullerton, develops demographic and related information for Orange County. Since 1996, CDR has been supported by sponsoring agencies, including the Orange County Sanitation District (Sanitation District). The Sanitation District uses CDR information to develop flow projections, to project revenues from connection fees, and to assess capacity needs for sewer conveyance and treatment facilities. PRIOR COMMITTEE/BOARD ACTIONS April 2007—Approved the FY 2007-2008 and FY 2008-2009 sponsorship fee in an amount not to exceed $173,671. ADDITIONAL INFORMATION The Center for Demographic Research produces core demographic products such as the "Orange County Progress Report," "Orange County Projections" and census, and employment data by traffic analysis zone (TAZ). Recognizing the importance of local area expertise in developing demographic projections and associated products, a number of agencies sponsor CDR: the County of Orange, the Orange County Transportation Authority, the Orange County Council of Governments, the Orange County Sanitation District, the Transportation Corridor Agencies, the Municipal Water District of Orange County, and the Orange County Water District. Form No cwm-2 nwara o+mem Page 1 Book Page 20 The 2006 Memorandum of Understanding established Sanitation District sponsorship fees at $55,001 for 2006-2008, $57,198 for 2007-2008, and $61,472 for 2008-2009. This amendment establishes the Sanitation District fee at $71,000. The increase makes up for the loss of two CDR sponsors for FY 2009-2010. This item complies with authority evels of the Sanitation District's Delegation of Authority. This item has been budgeted. (Line item: Section 5, Page 6). PMc:sa RWgloborAgenda Draft Reports\Operallons\Center for Demographic Research Amemtled MOU 60309.Enc Form No.p4 im aMx001NbD) Page 2 Book Page 21 — OPERATIONS COMMITTEE Meebn9Date Tosa41f09 06/03/09 Ofi/24/09 AGENDA REPORT Item Number Ism Numbe Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: Nick Arhontes, Director of Operations & Maintenance SUBJECT: ELECTRONIC OPERATIONS AND MAINTENANCE MANUAL (EOMM), PROJECT SP-53 GENERAL MANAGER'S RECOMMENDATION Approve Amendment No. 1 to the Professional Services Consultant Agreement with Black and Veatch for the Electronic Operations and Maintenance Manual Project, Specification No. CS-2006-2906D, (SP-53), for an additional amount of$1,295,000 increasing the total contract amount from $1,807,000 to a total amount not to exceed $3,102,000. SUMMARY • The current project is to develop and implement a new electronic system for managing Orange County Sanitation District's operating procedures, maintenance manuals, and reference documents. The new system will provide a central electronic library to be used and maintained by the Operations and Maintenance (O&M) department. The information stored is to include both treatment plants and the collection facilities. • The District's current National Pollution Discharge Elimination System (NPDES) Permit requires that facility documentation be kept updated and that staff be trained in its use. Documentation includes operations and maintenance (O&M) manuals, standard operating procedures (SOPs) and equipment manuals. If this is not done, there is a risk of being fined $10,000/day. • In 2006, Black and Veatch was selected thru a competitive request for proposal process to develop a prototype electronic O&M manual. The prototype consists of a framework for finding information through keyword search or screen navigation. The structure is organized by plant then by process, then by sub-process. Four of the plant's fifty-five processes have been populated with their baseline information and data. These include the new trickling filters and the existing Biosolids Dewatering facility at Plant 1, and the Ocean Outfall Booster Station (COBS) and the South Scrubber Complex at Plant 2. Form No.DM02 2 Rowed M107 Page 1 Book Page 22 The current Black &Veatch team has satisfactorily executed the first phase of the development and implementation of the project constructing and demonstrating the working prototype on the Sanitation District's intranet to our satisfaction. The Black & Veatch team possesses an in-depth and unique knowledge of the intricacies of the software package and EOMM's structure; this makes Black &Veatch the best firm to provide support services for completing the baseline manual for the two plants. Black &Veatch will be adding staff to their existing team for the work covered under this Amendment. The level of service provided by this proposed team will be an _ increase as compared to their current work. This is desired so that we can complete this work in February 2011. Using these services as compared to adding District staff is the desired alternative at this time. Staff recommends awarding this Amendment. PRIOR COMMITTEE/BOARD ACTIONS • December 2006—Approval of Professional Service Consultant Agreement with Black &Veatch for the development and implementation of a prototype electronic Operations and Maintenance Manual for an amount of$1,807,000. • August 2002—Approval of Professional Consulting Services Agreement with Brown & Caldwell to prepare an Operations & Maintenance Manual Needs Assessment Study for an amount not to exceed $392,000. ADDITIONAL INFORMATION This amendment complies with authority levels of the Sanitation District's Delegation of .. Authority. This item has been budgeted. The project's remaining budgeted funds will be used for this amendment. Over several years, numerous capital projects constructed new facilities and rehabilitated old ones, mandating a review of the Sanitation District's operation and maintenance manuals and procedures. Plant O&M Manual & SOP Project- Phase 1, SP-53 was established in fiscal year 1999-00 to address the issue. The project was to assess the condition of the Sanitation District's existing O&M manuals, standard operating procedures (SOP's) and the needs of a management system. The project was also to include evaluation of electronic systems on the market and development of a scope of work (SOU ) and cost estimate for such a management system. The project's budget was $800,000. For the fol owing year, 2000-01, the project's scope and budget was revised to include the development and implementation of such an electronic management system. The project would develop the framework for the electronic .. management system. The project's budget totaled $4,000,000. As the project proceeded, the budget was further revised for 2008-09, reducing the total amount to $3,750,000. Fmm No.ow1022 Rmow awtm] Page 2 Book Page 23 The assessment (gap analysis) was completed in 2004. The assessment involved evaluation of approximately 150 existing O&M Manuals and SOPS, equipment library, laboratory and safety procedures, development of format guidelines, and review of available computer systems (both hardware and software) on the market. The assessment also provided a design scope and cost estimate for a comprehensive program and system associated with developing, maintaining, updating and accessing .. the various operating manuals, procedures and document processes throughout the Sanitation District. The assessment substantiated the need for the Sanitation District to develop a District wide, readily accessible, centralized and user-friendly O&M manual. The manual would need to be easy to use from the standpoint of periodic review of content for relevance, editing, additions and/or deletions, and general use to learn or refresh an operator's knowledge of the processes. r The framework developed by Black and Veatch (B&V) was to include populating four(4) of the approximately 55 process areas within the two plants. At the time this project was formulated it was believed that in subsequent years, Sanitation District staff would continue the development and population of data into the EOMM. However, the O&M department's trial in a fifth process area has had limited success. Staff members were tasked, in addition to their normal duties, with developing and populating the O&M manual with data for their area of operations. This proved to be an ineffective use of time as they were unable to have the time necessary to completely focus on authoring in an office setting without risking the demands of their usual work load out in the process areas of the Plants to assure Permit compliance. If done in this manner, the overall process would take an extraordinarily long period of time to complete the EOMM. Black and Veatch has competently completed the tasks of scanning and organizing the volumes of paper documents in our Operations Library, developing the electronic framework for the manual, populating four process areas of this manual and training users, authors and reviewers of the manual. In addition, the manual has been well received by the users and will assist in the knowledge transfer and retention of operational process knowledge when completed. To ensure the delivery of work on a compacted schedule, the two current project principles will remain committed to the success of this project's deliverables. Due to the size and schedule of this project, the firm will also add additional staff resources, as necessary to assist with the completion of the tasks. Black &Veatch's Operations Technology Department consists of O&M and Lab personnel who will also be available, as needed, to assist in the completion. This level of commitment ensures that the current key team members will not be removed or reassigned to another project, during the time frame of the project, ensuring the District that the project will be successful. Completion of the work stated above is expected to be in February 2011. However, additional work will be required to incorporate O&M manuals from secondary treatment facilities not yet completed, as well as projects in the collections facilities. It is also anticipated that further refining and verifying of the information populated into the sites will be necessary for quality assurance and quality control. One full time District staff r Form No.ownosa ne.n.e0vo107 Page 3 Book Page 24 1 W person will be needed in a future budget as an EOMM Program Manager to complete L this additional work and for continual, on-going maintenance of the EOMM program. Award Date: 12106 Original Contract amount: $1,807,000 Contingency: $0 v Award Date: 05/24/09 Amendment amount $1,295,000 Contingency: $0 Total Contract Amount: $3,102,000 Contingency: $0 6W NJA/JF/DH/MF I W I W L Ir i L L I L V L I ! W L Form No.owtm3 aaNra0 YJ91M Page 4 V Book Page 23 OPERATIONS COMMITTEE Ilan TOM. 06/03/09 O6/24/09 AGENDA REPORT Item Numbe Ien Numbe 6 Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: James D. Herberg, Director of Engineering Project Manager: Wendy T. Sevenandt SUBJECT: POWER MONITORING AND CONTROL SYSTEMS, JOB NO. J-33-3 GENERAL MANAGER'S RECOMMENDATIONS 1. Recommend Board of Directors to approve a contingency increase of$70,441 (5%) to the Professional Design Services Agreement with Black & Veatch Corporation, for the Power Monitoring and Control Systems, Job No. J-33-3, for a total contingency of$307,388 (25%); and, 2. Authorize staff to negotiate a Professional Construction Services Agreement with Black & Veatch Corporation for construction support services for said project. SUMMARY . Power Monitoring and Control Systems, Job No. J-33-3, installs electrical monitoring and control equipment at Plant No. 1. These systems will protect the plant from power outage problems and will reduce recovery time when problems do occur. . Black &Veatch is providing preliminary design and design services for this project, for a total amount not to exceed $1,408,823. . During the design phase, the number of devices and signals that need to conned to the Power Monitoring and Control System increased. Additional work is needed to define the construction sequence and constraints and add temporary power requirements to the specifications. Additional contingency funds are needed for an amendment to complete the design due to the increased work effort by Black & Veatch. A contingency increase of 5% of the design cost is needed for the added work effort. . Staff recommends negotiating construction support services with Black & Veatch. . The construction contract is scheduled to be awarded in February 2010. . Staff is requesting authorization to negotiate the agreement now so that contractual documents can be approved in conjunction with award of the construction contract. Form No.eWa023 Hemae!0101A] Page 1 Book Page 26 PRIOR COMMITTEE/BOARD ACTIONS February 2007—Approved a Professional Design Services Agreement with Black & Veatch to provide engineering services for Power Monitoring and Control Systems, Job No. J-33-3. Black &Veatch was selected in a competitive selection process. ADDITIONAL INFORMATION The purpose of this project is to provide a Power Monitoring and Control System which will protect the plants from power Dutage problems and will reduce the recovery time when problems do occur. The system will monitor and control the electrical distribution systems to better utilize our generation capacity during Southern California Edison power outages which will reduce the potential of spills. The system will provide increased safety to electrical maintenance staff by allowing operation of medium voltage and low voltage circuit breakers from a remote location. Black &Veatch is preparing the plans and specifications for this construction contract. In May 2008, the General Manager approved Amendment No. 1 to Black &Veatch's design Professional Design Services Agreement (PDSA) for work discovered during the pre-design phase amounting to 95% of the approved contingency which was set at 20%. Additional work discovered during the design process requires an additional 5% amount to be added to the design contract contingency. The additional contingency funds in the amount of$70,441 for this request are within the project budget. This additional work is related to increasing the number of devices and signals to be connected to the Power Monitoring and Control System. Operations staff would have difficulty operating and controlling the power distribution system without the inclusion of these additional items into the system. With the design formulated, the construction sequence and constraints can be defined. The project team has now identified a temporary power requirement that must be added to the contract. Additional effort is needed to detail the construction sequence and constraints and temporary power requirements to keep the plant functioning while the power is intermittently interrupted in various areas of the plant during construction. Black & Veatch has performed well during the design. As the engineer of record and based on demonstrated performance, staff recommends continuing Black &Veatch's services on this project during construction. This action complies with authority levels of the Sanitation District's Delegation of Authority. No funds are requested with this action. This project has been budgeted in the Fiscal Year 2009-2010 CIP budget update. Award Date: 02/28107 Contract Amount: 1,408,823 Contingency: 20% 06124109 5% 25% JH:WS:eh:an H:Ntglobal\Agenda Draft Reports\OperationsU-33-3 Neg cm svcs 06 24 09.docz Fom NO,DMI02-2 RnIW o3glgr Page 2 Book Page 27 OPERATIONS COMMITTEE meeting Date TOBd.nfD1r. 06/03/09 06/24/09 AGENDA REPORT em Numbe I em Numbe Orange County Sanitation District FROM: James D. Ruth, General Manager Originator: James D. Herberg, Director of Engineering Project Manager: Wendy T. Sevenandt SUBJECT: POWER MONITORING AND CONTROL SYSTEMS, JOB NO. J-33-3 GENERAL MANAGER'S RECOMMENDATIONS 1. Authorize staff to negotiate Amendment No. 1 to the Professional Design Services Agreement with DLTBV Systems Engineering for software programming services for Power Monitoring and Control Systems, Job No. J-33-3; and, 2. Authorize staff to negotiate a Purchase Agreement with Wonderware as a sole source provider for software for Power Monitoring and Control Systems, Job No. J-33-3. SUMMARY • Power Monitoring and Control Systems, Job No. J-33-3, installs electrical monitoring and control equipment at Plant No. 1. These systems will protect the plant from power outage problems and will reduce recovery time when problems do occur. • DLT&V Systems Engineering is preparing the programming standards and templates for this project for a total amount not to exceed $308,015. Staff recommends negotiating programming services with DLT&V due to their expertise with the software and programming standards and Orange County Sanitation District's (Sanitation District) need to supplement their programming staff for this project. • The existing software used for Central Generation automated control is Wonderware. Staff recommends negotiating a sole source purchase of Wonderware software to allow compatibility with the Central Generation control system and plant- wide data historian. • The construction contract is scheduled to be awarded in February 2010. • Staff is requesting authorization to negotiate the agreement now so that contractual documents can be approved in conjunction with award of the construction contract. Fpm NO.GWl022 Rww 0"1N7 Page 1 Book Pape 28 PRIOR COMMITTEE/BOARD ACTIONS December 2008 —Approved a Professional Design Services Agreement with DLT&V to provide programming software standards for the Power Monitoring and Control Systems ., project, Job No. J-33-3. ADDITIONAL INFORMATION Background The purpose of this project is to provide a Power Monitoring and Control System which will protect the treatment plants from power outage problems and will reduce the recovery time when problems do occur. The system will monitor and control the electrical distribution systems to better utilize our generation capacity during Southern California Edison power outages which will reduce the potential for sewage spills and process upsets. The system will provide increased safety to electrical maintenance staff by allowing operation of medium voltage and low voltage circuit breakers from a remote location. Since the Central Generation plants make power available to the Treatment Plants, the electrical distribution systems will be integrated into a single electrical Supervisory Control and Data Acquisition (SCADA) system and include Power Monitoring and Control. The Central Generation control system and electrical SCADA system will use the Wonderware software platform provided by the Job No. J-79-1 project. Job No. J-33-3 will expand the system to include Power Monitoring and Control throughout Plant No. 1 using the Wonderware software platform. The communication network for the Power Monitoring and Control Systems, Job No. J-33-3, will be installed under a public works construction contract to be awarded in February 2010. This contract will provide the power monitors, fiber optics, circuit breakers, Programmable Logic Controllers (PLCs) with its associated Unity software, and other minor physical components. A Human Machine Interface (HMI) is needed to allow communication by staff with all the PI-Cs and power monitors installed by the contractor. The HMI is the method by which staff interfaces with the monitoring and control system. The HMI requires servers, workstations, software, and programming of the software. Software Based on the past selection of Wonderware for the process historian and the Central Generation control system under other projects, Wonderware is recommended as the _ software for the Power Monitoring and Control System for the entire electrical distribution system. Wonderware would be a sole source procurement necessary to maintain seamless integration and preserve compatibility and continuity with the existing _ Central Generation control system. The software would be purchased directly by the District and not by the contractor for Job No. J-33-3. The cost of the software is anticipated to not exceed $150,000. Foam No.G iw-2 pMyp=107 Page 2 Book Page 29 Programminn The Power Monitoring and Control System software requires programming. The software includes Wonderware software for the HMI and Unity software for the PLCs. Programming standards provide a framework to assist programmers with creating uniform, well-documented, high quality software which provides a predictable and consistent interface for Operations staff. Standardized control system software assures the reliability and safety of the control system and facilitates efficient maintenance and management. DLT&V was hired in a competitive selection process to produce programming standards for the Wonderware software and Unity software. Typically, the Sanitation District staff provides the programming for all construction contracts. The Sanitation District staff is committed to performing the programming for many other projects and cannot take on this additional work to meet the current schedule. Alternatives would be to include the programming in the construction contract or directly hire a programmer to supplement Sanitation District staff. It would be advantageous for DLT&V to perform the programming since they will have developed all the elements for the software standards and templates for the new software. DLT&V would be uniquely qualified since they were responsible for software standards development. The learning curve for the programming would be limited and more likely ., to fit the construction schedule, and they would perform in line with Sanitation District requirements. Including the programming in the construction contract for bid does not guarantee a programmer that is familiar with Wonderware and the new software .. standards, templates, and Sanitation District requirements. DLT&V would likely have to be contracted to provide training for the contractors programmer if the contractor did not subcontract with DLT&V. Another advantage of removing the programming effort from the construction contract for the Job No. J-33-3 project is the ability to work on software development earlier. .d The programming effort could start as early as August and be independent of the construction phase. If DLT&V performs the programming under an amendment to the existing agreement, the construction contract could be bid earlier than February 2010, and possibly as early as October 2009. This action complies with authority levels of the Sanitation District's Delegation of Authority. No funds are requested with this action. This project has been budgeted in the Fiscal Year 09-10 CIP budget update. Award Date: NIA Contract Amount: NIA Contingency: NIA JH:WS:eh:an .. H'.knglobaRAgenda Draft Repons\0perations\J-33-3 Neg Amend 1 and Pumh Agrmt 0624e9docx r d Form N0.OVAm&Y Fwlsaa oYOtq] Page 3 Book Page 30 ORANGE COUNTY SANITATION DISTRICT (714) 962-2411 _ www.ocsd.com Mailing Address: P.O. Box 8127 Fountain Valley, California 92728-8127 Street Address: _ 10844 Ellis Avenue Fountain Valley, California 92708-7018 FISCAL YEARS 2008-09 AND 2009-10 Asset Management Plan A staff driven effort. / :-T- .� r � 1 A�• �\ Orange County Sanitation District Managing six billion dollam of publiclygwned infrasUmure. H1 r Orange County Sanitation District Asset Management Plan FY 2008 - 2010 r SANITgT J / 2 9 Q ¢ n r o -a �E ENV\PJ� r r Vision Statement r 'to maintain world-class leadership in wastewater and water resource management" r Asset Management Mission - 'To plan, create, acquire, maintain, operate, rehabilitate, replace and dispose of assets in the most cost-effective manner at the required level of service for present and future generations" r r r r r u This page is intentionally blank u u u u u u u u u u u u u u r Asset Management Strategic Plan and Framework Analysis Pilot CIP Validation (2002) -++ Validation --= P2-74 & (2003) — P2-80 (2003) r Reliability Centered CIP Validation Maintenance (RCM) (All Projects) r (2004) (2004 - 2005) r Asset Corrosion r Overall Roadmap _ Management Management Ufa Asset Management Plan (2005) Plan Improvement Plan 2005 (AMIP) (2005) BRE Collections Risk Management Plan c - (2006) and Plant r (2006 -2008) 2005106 r ( Projects AMIP (2005) Full CIP Validation AMIS Strategy (2006) r 2006 -2008 r Reliability Asset Centered Management Design Plan (2006) (2005 - 2007> r Tustin Sewer Service Area 7 Cost Projection r r � ' Modeling (2007) L L Acknowledgements L This is the third Asset Management Plan for Orange County Sanitation District(OCSD). This was completed with the input of many OCSD staff. Several staff contributed by participating in a multitude of workshops, while others provided Input on various sections through their normal roles in finance,engineering, L operations,maintenance and others through activities related to OCSD's Strategic Plan. This report was prepared by Kevin Hadden and reviewed and finalized under the auspices of the OCSD L Asset Management Steering Committee. Asset Management Steering Committee L Name Department Title Nick Arhontes Operations and Maintenance Director(CaExecutive Management Team Sponsor) Jim Herberg Engineering Director(Co-Executive Management Team Sponsor) Ed Tones Technical Services Director(Co-Executive Management Team Sponsor) La' Simon Watson Operations and Maintenance Maintenance Manager-Mechanical& Reliability Maint. Kevin Hadden Operations and Maintenance Utilities Management Specialist/Chairperson t" Rob Thompson Operations and Maintenance Engineering Manager—Instrumentation&Electrical Mainl. Doug Kanis Operations and Maintenance Senior Engineer— Process Engineering Chuck Forman Operations and Maintenance Facilities Manager—Facilities Services V Mark Esquer Engineering Engineering Manager—Facilgies Engineering John Linder Engineering Engineering Manager—Planning Jim Burror Engineering Supervisor—Planning Richard Castillon Administrative Services IT Systems&Operations Manager John Swindler Administrative Services IT Manager Edith Smith Administrative Services Amounting Manager Dan Dillon Administrative Services Accounting Manager Jeff Reed Administrative Services Human Resources&Employee Relations Manager Ingrid Hellebrand Public Information Office Senior Communications Specialist �+ OCSD Specialist Inputs r Nerve Department Title Jim Burror Engineering Supervisor—Planning Bob Bell Operations and Maintenance Maintenance Supervisor(CMMS) Ron Wade Operations and Maintenance Plant 1 Chief Operator r John Kavoklis Operations and Maintenance Plant 2 Chief Operator Barbara Collins Administrative Services Principle Financial Analyst Lr Consultant Mathew Oakey GHD Job Manager LL Orange County sanitation Distant-Aunt Management Plan 20M L r r r Contents r Executive Summary 1 1. What is an Asset Management Plan and Why Did OCSD Create It? 8 r 1.1 Introduction 8 1.2 What is an Asset Management Plan? 9 1.3 Why is an Asset Management Plan Needed? 10 - 1.4 What Should an Asset Management Plan Consist of? 11 1.5 What Can be Done with an Asset Management Plan? 13 r 2. OCSD Facilities and History 14 2.1 OCSD History 14 r 2.2 Capital Facilities 14 2.3 Service 15 2.4 Overview of Existing System 17 3. OCSD Levels of Service 19 4. Future Demand / Growth 23 r 5. Asset Management System Summaries 25 5.1 Introduction 25 5.2 Asset Management Summary Plans 26 5.3 Full Economic Cost of Infrastructure Service Delivery 58 r 6. OCSD Asset Management Model 62 6.1 Model Background 62 r 6.2 The Asset Management Plan Model 63 6.3 Model Structure 66 6.4 Data Sources and Collection 67 6.5 Asset Register(Inventory) 68 6.6 Asset Condition Determination 70 6.7 Effective Lives 71 6.8 Asset Valuation 71 6.9 Operations and Maintenance Costs 72 6.10 Predicted Failure Modes 72 r Oraipe County Senilagm DbVicl-N>el Management Plan 200 u V V 6.11 Asset Criticality—Business Risk Exposure 72 7. State of the Assets Summary 74 .. 7.1 Asset Valuation 74 7.2 State of the Assets 78 V 7.3 Improvement Program 86 8. Long Term Asset Obligations 89 V 8.1 Asset Replacement and Refurbishment Model 89 8.2 Long Term Cash Flow Model 92 8.3 Long Term Rate Implications 98 8.4 Long Term Sustainability, 98 9. Stakeholder Consultation Program 99 .. 9.1 Introduction 99 9.2 Outline of Future Methodology 99 u 10. Conclusions 102 10.1 Assetlssues 102 r 10.2 Funding Requirements 102 10.3 Opportunities for Future Management Focus 102 10.4 Key Implications 102 11. Future Asset Management Plan Improvements 104 11.1 Introduction 104 6. 11.2 Prior Confidence Level Ratings 105 - 11.3 Planning Timeframe,Assets Types and Key Expenditure Areas 1W Confidence Level Ratings 109 11.4 Improvement Program Opportunities 110 11.5 Applying OCSD's Limited Resources Effectively 113 Table Index Table 3-1 Organization Current Levels of Service 20 Table 4-1 Flow Projections—Year 2020 16 Table 6-1 Count of Asset Items against Hierarchy Tier 69 ,L Table 7-1 2005 Asset Replacement Valuation and Depreciated Values 74 Table 7-2 2006 Asset Replacement Valuation and Depreciated Values 74 Table 7-3 2008 Asset Replacement Valuation and Depreciated Values 74 W orz^9a Count saniutlon D'oaia-Rasar Manapemeni Nan aps Ld Table 7-4 Collection System Asset Replacement Valuation and Depredated Values 76 Table 7-5 Plants Asset Replacement Valuation and Depredated Values 77 Table 7-6 Business Risk Exposure(Structural Failure Mode)by Sewer Length (fit) 84 `+ Table 7-7 Business Risk Exposure(Operational Failure Mode)by Sewer Length (ft) 85 Table 11-1 Confidence Level Rating Assessment of Asset Management Plan Practices Prior to the Asset Management Plan 2005 106 Table 11-2 Confidence Level Rating Asset Management Plan 2005 107 Table 11-3 Confidence Level Rating Asset Management Plan 2006 108 r Table 11-0 Confidence Level Rating Asset Management Plan 2008 101 Table 11-5 Confidence Level Rating for Asset Management Plan Timeframe and r, System Assets 109 Table 11-7 Data Sources for Asset Summaries 117 Table 11-8 Overview of updates made to this Asset Management Plan 120 Table 0-9 Additional Asset Management Proactive Efforts 130 Figure Index Figure 1-1 Typical Asset Management Plan Structure 12 Figure 2-1 Orange County Sanitation District Service Area 16 r Figure 5-1 Asset Management Plan Hierarchy 25 Figure 5-2 Asset Management Plan Hierarchy 27 Figure 5-3 Process Flow-Plant No. 1 21 Figure 5-4 Process Flow-Plant No.2 34 Figure 5-5 Life Cycle Costs 59 Figure 5-6 OCSD Balancing Act 60 Figure 6-1 OCSD Data Sources 68 Figure 6-2 OCSD Assets Overview 69 Figure 7-1 Collection System Valuation 76 Figure 7-2 Plant 1 &2 Asset Valuation 77 Figure 7-3 Collection Assets Consumption Distribution 78 Figure 7-4 Plant 1 &2 Assets Consumption Distribution 79 Figure 7-5 Probability of Failure(Sewer Structural Failure Mode) 80 'p Figure 7-6 Probability of Failure(Sewer Operational Failure Mode) 81 Figure 7-7 Consequence of Sewer Failure 82 _ Figure 7-8 Business Risk Exposure(Sewer Structural Failure Mode) 83 Figure 7-9 Business Risk Exposure(Sewer Operational Failure Mode) 85 Omnge Caunry Sanatim Dovicl-Assal ManagNnenrPbn 2008 r L V Figure 7-10 Collection System Management Matrix 87 Figure B-1 Gravity Collection System Weighted Average Age 90 Figure 8-2 OCSD Expenditure—Predicted Future Renewal of the Collection System 90 Figure 8-3 Treatment and Disposal Weighted Average Age 91 L, Figure 84 OCSD Expenditure—Predicted Future Renewal of Plants 92 Figure 8-5 OCSD Expenditure—Predicted Future Renewal of Existing Assets 93 Figure 8-6 OCSD Expenditure—Predicted Future Capital for New Levels of Service and Growth 94 Figure 8-7 OCSD Expenditure—Predicted Future Operations and Maintenance 95 L Figure 8-8 OCSD Expenditure—Total Future Predicted Cash Flows 97 Figure 11-1 The Confidence Level Rating Methodology(CLR) 104 Figure 11-2 Lifting the Confidence Level Overtime 105 L Figure 11-3 Results of the 2002 Gap Analysis 103 Figure 11.3.1 Results of the 2008 Gap Analysis Benchmark 104 Figure 11-3.2 Results of the 2008 Gap Analysis 1145 V Figure 11-4 Step by step Filtering Process 1146 L Appendices A Data sources for Asset Summaries p108 6+ B Asset Management Plan 2008/10 Improvements p109 C Asset Management Improvement Program Components pl12 D What Is Advanced Infrastructure Asset Management? p119 v E Asset Condition Assessment Rating Definitions p125 F Asset Management Efforts p129 v References p131 V i V L orange 6ounly Sanitation Dbuicl-Asset Management VWn 20M y L r r Executive Summary Introduction The Orange County Sanitation District(OCSD)asset management program is a staff driven program and starting in December 2002 the OCSD Board adopted their first•Asset Management Strategic Plan and Framework Analysis"(Strategic Plan). The Strategic Plan staffs recommended defined the Asset ..� Management mission for OCSD as; 90 create and acquire, maintain, rehabilitate, replace and augment these valuable wastewater assets in the most cost effective(lowest life cycle cost)sustainable manner at the level of service required by present and future generations of regulators and customers at an acceptable r level of risk." OCSD has taken several steps to sustain this mission since the Strategic Plan was adopted. This has included the development and implementation of many different asset management tools to obtain better r information to make better decisions. The most recent effort in FY O8-09 will include working with both the Water Environmental Research Foundation(WERF)and American Water Works Association Research Foundation(AwwaRF)on research programs to develop advance asset management tools and establish standards for bench marking utilities in North America. This will help other water and wastewater utilities and provide improved asset management tools for OCSD's use. One of the most important asset management tools OCSD created was an Asset Management Plan. The first one was completed in FY 05-06. OCSD has continued to develop this document to better understand its short-tens and long-temr business obligations related to the assets that R currently owns and will own as facilities expand. It also reveals how the business decisions related to these assets will affect the ability to sustain the asset performance and consequently sustain the mission of cost-effective services to customers. OCSD has traditionally performed many of these tasks across the organization;however prior to June of 2005,the results of this work had never been compiled into a single document to allow the organization to cleady understand the overall business ramifications. Recent improvements As part of an ongoing asset management and business planning processes within OCSD the following efforts continue: r Asset Management Plan has just undergone a two-year revision: • Modeling information was re-run. This allowed for tables,figures and text to be updated and includes valuable rate planning information,which the Finance Department utilized this fiscal �+ year. • Asset Management System Summaries data was updated for both plants. This is at the process level and looks at condition,demand vs. capacity,function,reliability,and business efficiency, which complement the Engineering Department Master Plan updating effort; i Collaboration efforts with WERF initiated in FY O6-07 to advance asset management among wastewater utilities will result in the development of the following tools: .� OaMp CoumY SaNb4m Disuia-Asset Maiu9nnan1 plan 2006 f r L L L • Public communication tools that can be utilized to inform decision-makers and ratepayers on the need for strategic asset management and infrastructure investment. L • Best appropriate practices for asset management,as well as development of case studies that can use to learn how to implement WERF's Strategic Asset Management tools when completed. L. • Development of tools for decision analysis and implementation of asset management _ practices. This includes a cost tool and a refined gap tool that helps utilities to compare their I asset management practices to those of other utilities. These tools will allow agencies to V benchmark against each other. _ • Develop models for predicting the remaining asset life for both above and below-ground I V assets. This will complement the risk-based modeling approach used to dale for OCSD Collections System condition assessment and Closed Circuit T.V.programs; r Future participation with AwwaRF to expand on the efforts of the W ERF Asset Management y advancement efforts. This effort will focus on key asset data for water and wastewater utilities,which will result in the establishment of data standards. 0 The Risk Plan developed in FY 06-07 continues to be a tool for the Executive Management Team,which L+ provides an ongoing process for managing organizational risk; P The Condition Assessment Guidelines developed in FY 06-07 continues to be a resource for staff to 6. perform Condition assessment of our plants,facilities and collection systems; r The Capital Improvement Program (CIP)validation process developed for determining if there is a - business was for performing new proposed capital projects continues to be utilized in the evaluation and r the justification process for new projects requests. This encompasses performing a confidence level rating and business risk exposure analysis on each project. Levels of Service For the FY 05-06 Asset Management Plan, OCSD developed a summary of its present and future Levels of Service requirements using the international triple bottom line Categories. The international triple bottom line is a decision making process that takes into account environmental,social and economical factors. This had documented the measurable outcomes,or key performance indicators that OCSD is Committed to meeting. In FY 06-07,these performance categories were modified to be consistent with OCSD Core Strategies. This placed additional importance on OCSD environmental responsibilities as demonstrated with the new OCSD strategic categories: Environmental Stewardship,Wastewater Management, Business Principles,and - Workplace Environment. In FY 07-08 OCSD executive management refined the goals for these Categories and gained the support of the Board of Directors by involving them in the process and obtaining their approval. Overall OCSD Levels of Service will increase significantly as a result of its large capital improvement program. This will result in millions of dollars in increased maintenance and operations annual costs due to these future changes. Ir OmMe County Sanitation DbMot—Asset MenaOement Plan 20M Z V 1 Some of the major Levels of Service that will or have changed include: t Adopting 100%Secondary Treatment Standards by Dec 31, 2012 t Adopting a sustainable Biosolids program by March 30,2011 P Increasing water reclamation to 70 mgd for OCWD GWRS _ 0 Limit off-site odor impact to the OCSD fence-line by Dec 31,2015 t Fire and Safety Code Compliance Inventory of Assets Understanding the characteristics of all of our assets is critical to our future success. Our assets can generally be split between two main groups: Collection System—the assets responsible for the collection and transfer of sewage from the cities to the treatment plants,and;Treatment and Disposal—the assets that treat the sewage and dispose of the treated effluent and byproducts. The support facilities are contained in these groupings. The following charts present the investment history in both of these systems and the age profile of these assets. Figure E1 —Collection System(Weighted Average Age( e00 40 �r�eeuen canvunan ILa) Aeelese be tar Reple[Ynmt vwnl ra0 0s s00 — 30 are 0 300 8 3 zar l0 0 0 Year OaWe Counly Sanilzeoo Dislnd-mael vannenrom Plan 2lM 3 Figure i Treatment Plants(Weighted Average Life) eoo _ sell Coy.'. ]W 6W F vo ?6 > Ea66 o A s' amtoo — 3 — I__.I I J ka. 9' 9 0 ry '0 0 9�~9lla 90 0A0 e,I"le le 10 4�1 K' 10 10le Try 10?ti 4t" Year This average age and value of the assets OCSD own is increasing steadily over time.and the asset replacement obligation is rising, and as a consequence, OCSD needs to be planning for decreased capital projects for capacity expansion and increased renewal expenditures in the future relative to past expenditure _ levels. More focus will need to be given to ensure that appropriate operation and maintenance strategies are being applied that consider the different ages of assets being maintained. Asset Valuation The replacement valuation for all of OCSD's assets has been updated. The table below presents the current replacement and depreciated values of OCSD's assets. The replacement value represents the cost in _ December,2007 dollars to completely rebuild all the assets to a new condition. The depreciated value is the book value of the assets based on their age, which is a prediction of their current condition. The current replacement value is estimated to be$626B,which compares to the 1998 prediction of$2.038, which was based on original purchase cost. This will increase by December,2012 to approximately$7.1B when the existing three billion dollar Capital Improvement Program are completed. The major reasons for this increase are all the new assets added to the asset register and the increased replacement costs due to now having to performing Construction in a metropolitan Orange County oppose to what use to be a rural one. orange County Saneation Drl-Arras Manurial Plan 201 4 r Valuation Collection' Plants Total 1O Replacement Value($B) 3.14 3.12 6.26 Depreciated Value($B) 1.79 1.67 3.46 r ' Includes 406 miles of regional Interceptor and trunk sewers,28 miles of force main, 16 off-site pumping facilities, and the 176-miles of local gravity sewers. r Planned Expenditure A computer model was utilized to produce the future expenditure projections in this Asset Management Plan. — This model was used to perform a series of calculations on information related to the current and future OCSD assets. The following chart is the result of the modeling work undertaken, including current and predicted future Capital Improvement Program projects and operations(including maintenance), improved r understanding of asset condition and asset life. The model formula's were reviewed and updated by staff to improve the model output of information. The flat black line in Figure E3 is the average of all the future cash flows,which represents the average expenditure($411M current value worth)required by OCSD for each of the next 100 years. The actual annual expenditure will vary depending of the actual work required. At present the expenditure is greater due to the accelerated CIP program thou December 2012, however,additional income in the future will also — be required to pay back the capital that is currently being borrowed. With the addition of new assets and existing aging assets the O&M costs will continue to rise. — Figure E3-OCSD Expenditure Total Future Predicted Cash Flow 00 12000 r 700 � l0000 8 so0 s.000 sx, a s aoo one a e soot r � a,gad 200 too a000 0 0 2000 2013 2010 2023 2028 2033 2030 2043 2040 2053 2050 2003 20B0 2013 2070 2003 2080 2093 2098 2103 — CI°.Fuure L.6d Semce . CIP.Fn9ae GrovM • CP-FaYre RimanaonLwelsd5steca&CeoMg — CIP.Polae Rdaband ReplacelCogecgore7 rtootCIP-Furore ReM1eC end Renlece l%ems) M CIP-Meson Program ease CIP.Fenno Rene al on amung CP . Onstage.(oremmss7 Openomm(Mel¢enmwel . Conamo.(2va edd) —Eedk V860 —Rapacamene Vdte r —Annual Anent,Esperal.e Oranpe County senllaUon Dialect—Meet Management Pion 2008 5 1 V I Lr I V Future Funding Requirements The predicted overall expenditure in future years will not"drop off"as dramatically as previously predicted in 2073 after the cement Capital Improvement Program winds down. This means that pressures on rate increases are likely to grow more than previously anticipated in the past. Fully funding the O&M replacement and rehabilitation costs of the assets will mean that the likely scenario for OCSD rate increases will L necessitate greater-than-inflation rate increases over the next 20 years. 1 Recommendations 60 It is recommended that OCSD: r Continue to be selective of the Capital Improvement Program projects based on economic justification L and risk presented to OCSD in order to free up available C.I.P funds and operating resources to concentrate on other areas of greatest risk; r Continue to validate future maintenance program and workload with a view toward investing in maintenance where it will defer capital investments. Some observations have indicated that an increase in maintenance expenditures could result in deferred capital investments and a reduction in life-cycle costs(this is especially relevant for civil assets). Also, an increased understanding of the future maintenance costs associated with capital projects will help to identify the potential impacts on the maintenance program and its staling and services needs; beer Continue to improve the existing data standards processes,data collection program,and support stall training needs and workforce development to accomplish this effort; r Continue the effort to implement an information system strategy to ensure that this data collection and it data flow is stored and recovered/adjusted to suit the reality for planning and needs to optimizing future asset management decision making; Continue the implementation of optimizing workload allocation/justification/prioritization system for all haW Engineering, Operations and Maintenance activities; r Identify and implement ways to solicit customer expectations while working to try and to avert or reduce kae the cost impacts of current and future levels of service. This would include impacts on capital facilities needs and resulting operating costs; r Review management strategies and design guidelines with a view to considering appropriate `a redundancy requirements in regard to acceptable risk levels as well as improved materials and commodity systems to lower the need for labor and services input. Ld Next Steps A number of improvement tasks have also been identified over the next 5 years to improve the overall u accuracy and coverage of the Asset Management Plan. This includes completing Business Risk Exposures for the asset system summaries, and using more accurate data as it is collected for the models. Onye ctx my Smatsom eblfiq-meet Management Pan 2gg8 6 V r r Future editions of the Asset Management Plan are critical to the work OCSD staff is planning for improving r its overall asset management performance. Many of the improvements to future Asset Management Plans will derive from other work that is planned to be undertaken across the organization as guided by staffs asset management steering committee. Sustainablllty and cultural organizational change are important r issues for the Asset Management program,and they need to be well managed in alignment with triple bottom line categories. This needs to be kept in mind. This will ensure the ongoing Improvement in stewardship of the OCSD assets.The ongoing need to support workforce development and training are r components of other OCSD initiatives. r r r r r all r r r r r r OnnBa County aenita0on DleVicl-Nasal Mana9errrenl Plan 2008 7 r as as 1 . What is an Asset Management Plan and Why Did OCSD Create It? 1.1 Introduction ads An Asset Management Plan is a long-range planning document that OCSD can use to provide a rational framework for understanding the following: as, 0 The assets that OCSD owns,current physical condition,and the services that they provides; it The present and future demands on the Infrastructure assets that are critical for delivering the organization's level of service to its customers and community; v r The current estimate of the short term and long term financial commitments(both capital and operational)necessary to maintain the assets and services that It provides; v r The current and proposed policies,strategies,and programs that are necessary to meet the long term provision of services; r The business risk exposure associated with the potential failure of the assets to meet the expected �+ levels of service; o The linkages necessary between strategic business objectives and the service that the assets are delivering; and v r The organizational continuity that will span organizational changes and the transfer of asset management knowledge between successive generations of utility managers and staff. r This is OCSD's third version of an Asset Management Plan and as such will not yet meet all of the long- range goals for a fully developed Asset Management Plan. It is intended that the production of biannual Asset Management Plans will become a dynamic u p g y process and a living document that will be updated and continually refined as part of the annual ongoing asset management and business planning processes within OCSD. Consultants will be utilized to assist staff when appropriate. V This document has a short-term focus(ten years)within a longer-term period(100 years)covering the full life cycle of the civil/structural assets. It is based on a set of systematic planning activities to assess asset performance and demands,Improve reliability of asset performance, Improve forecasts for both capital and as, operational budgets based on asset performance and reliability needs,identify and quantify business risks and trends,formulate and evaluate both capital and operational options for meeting service levels, and plan continuous improvements related to delivering lowest life cycle cost service solutions. y The basic functional process for developing the information In an Asset Management Plan is the following: 1 Know the physical and functional characteristics of the assets; 6.1 0 Determine an acceptable standard or level of service based on business objectives and customer needs; r Determine the current condition and performance of the assets and the systems and facilities of which ' each asset forms a part; L+ Onge Cwnty Sanitation Dlsttlab Most Management Plan 2006 0 y r r r t Determine the asset's likely failure modes and the probable time of failure. The failure modes will r include condition or structural failure,and of useful life for short and long life assets,under Capacity, not meeting an established level of service,and no longer economic to own and operate; 0 Determine the optimal solution to overcome the failure mode based on a justified business Case r including costs and risk; b Document these decisions in the Asset Management Plan; r b Review the draft Asset Management Plan against the organizations'capacity and capability of completing the plan, including the amount of risk that the plan represents to the organization; r Rationalize and document the tradeoffs necessary to undertake implementation of the plan; r P Review the plan and update periodically;and The AMP can be taken to the next level by monitoring and reporting progress towards achieving best r appropriate practices targets for the industry; OCSD has developed this Asset Management Plan to better understand its short term and long-tens business obligations. This is related to the assets that it currently owns and will own. How the business r decisions related to these assets will affect its ability to sustain asset performance and consequently sustain provision of economical services to its customers. OCSD has traditionally performed many of these tasks across the organization; however,the results of this work have not been collated into a single concise r document to allow the organization to clearly understand the overall business planning ramifications. Should you wish to better understand this section,than read the following sections: r P What is Advanced Infrastructure Asset Management?(Appendix E); r What is an Asset Management Plan?(Section 1.2); r 0 What are the benefits of an Asset Management Plan to OCSD?(Section 1.5). 1.2 What is an Asset Management Plan? r The Asset Management Plan is a consolidation of all the information that is currently available in regards to OCSD's infrastructure assets and service delivery programs. r The plan generally shows the management strategy and the related cost implications for all assets covering an entire life cycle. In the case of many wastewater infrastructure assets such as major sewers and civil structures,this life cycle can cover over 100 years. However,many assets have far shorter lives,both in terms of a physical rate of dewy, but also in the technological life such as planned obsolescence for certain r short life Procured/manufactured assets. Throughout the life cycle of the assets the organization will need to fully understand the most appropriate r (optimal)maintenance practice and any opportunities that may exist for intervention in terms of rehabilitation or refurbishment that will extend the life of the asset or improve its performance most cost effecfively. An Asset Management Plan is basically a written representation of the intended asset management r programs or strategies for all of the infrastructure assets based on OCSD's understandings of customer r 02nge CwMy Senitl4on Oslncl—Auel Manepement Plan 2f106 9 r u r r requirements,regulatory compliance issues and the ability of the assets to meet these performance requirements(the levels of service required from the assets). u Experienced asset managers recognize that Asset Management Plans are an indispensable management tool. It enables them to introduce discipline and logical processes into a majority of their management activities including ensuring a sustainable approach. `. Additionally,a properly prepared Asset Management Plan can greatly improve OCSD's ability to meet its goals and objectives in a way that best serves its customers. A plan allows the organization to identify future costs and predict future problems that they may have in service delivery and allow them the time to solve 6w these in the most cost effective manner for existing and future customers. Asset Management Plans also act as a vehicle by which the organization can communicate with its customers, regulators and other stakeholders. It can be used to paint a Gear picture of the future in both financial and technical terms. 1.+ 1.3 Why is an Asset Management Plan Needed? A question often asked is"Why should OCSD adopt a formalized approach to managing its infrastructure and other assets? OCSD does it now anyway?" In most cases, utilities, like OCSD,are providing a large range of services to ratepayers and customers using infrastructure assets without formal Asset Management Plans. r Throughout the world infrastructure assets are beginning to reach maturity. These aging assets are reaching a time in which they are beginning to fail with(in some cases)significant consequences. The consequences of these failures have been felt by utilities in terms of cost of repair and by customers in terms of r inconvenience, loss of service and from regulators in terms of fines from environmental damage and legal issues. In the past there were far less assets to manage,they were often fully visible,and they were younger. It was r not considered necessary to monitor their condition. Now assets exist in large numbers,they have an immense value to the community and are often hidden from view,or at least out of sight and,therefore,can be out of mind;and most importantly,they have grown much older(on average). V It is getting easier to monitor assets now,with an increasing range of objective condition measurement and relatively inexpensive inspection tools available to asset managers. OCSD is just now becoming proficient in lot some areas of condition monitoring with the use of portable tools and only on some of its critical assets. No longer can valuable community assets be managed relying on the memories and recollections of the technical staff that have been obliged to make many decisions through their experience and technical competence and basic"gut feelings". Often they may be forced to react to unplanned work,that is,wait for the problem. In many cases long-serving staff has retired or are approaching retirement and it is important that the information stored in their memories are not lost. OCSD, like many utilities,faces an aging V workforce that may result in significant knowledge loss to the business if it is not centrally collected and maintained. Typical infrastructure assets include, but are not limited to: V Onmq county Sanwon DistMt-Asset Management Plan 2W6 10 tan r 1 Treatment Plants; r 1 Gravity sewers; r Non-Process support facilities,such as buildings, grounds,and roadways; r r Force mains;and r Pump stations. Today,the high number of assets and their age and condition, have made asset management impossible without appropriate assistance. Agencies now require information systems and formal approaches that enable their technical and financial staff to present a more accurate picture of the assets under their control, from which necessary maintenance and replacement can be considered and funded to ensure the assets remain available to customers. First by having suitable information systems, processes and practices,staff can provide an accurate picture of the complex questions relating to assets for which they have responsibility. Second in many cases they will be able to clearly identify and quantify the best investment opportunities that allow OCSO to meet stated objectives and missions from a financial and technical sense. r' However, information systems will only provide meaningful and beneficial outputs if the environmental and social aspects of managing community assets are also included(far example,the types of service and levels of service expected by the customers and the Costs they are prepared to pay for each level of service). •+ Effective decision-making will also only be possible if financial and technical information Is integrated. An organization must also be able to predict future issues and needs and establish strategies to overcome r these. The basic definition of asset management is "to create, acquire,maintain, rehabilitate, replace and augment these valuable wastewater assets in the most owl effective(lowest life cycle cost)sustainable manner of the r level of service required by present and future generations of regulators and customers at an acceptable level of dsl OCSD has this definition'as the basis of its"Asset Management Charter"recommended by staff and adopted by the Board in December 2002. r 1.4 What Should an Asset Management Plan Consist of? The International Infrastructure Management Manual outlines the typical contents of an Asset Management r Plan as shown in Figure 1-1. r r r r OrenBa County Senllellon elsNcl—Fssal Management Plan 2006 11 Figure t-1 Typical Asset Management Plan Structure IdentifyCurrent Lev¢Is of servi ce Existing Assets Physical Details Condition Performan ce Capacity(Current/Ultimate) Predict Demand Capacit y l Dem ands Future Levels of Sam ice Performance/Risk 41 Predict Made of Failure Capacey/Gromh — Performan ce Condition(Age) Cost of Service New Proleets Upgrades Rehab/Replace Evaluation Determine Beat Technical/Financial Option Assess Impact on cost of Service Assess Customers Expectations and Ability/Willingness to Pay Review Program if Required (Reduce Cost) Options Reduce Levels of service Manage Demand for Service Alter M aintenance or Operations Increase Income Sources Increase Risk of Failures Prioritize W ork in Order of Risk to Business -- The OCSD Asset Management Plan 2006 has been developed to meet these guiding principles. orange county sansl ommn-Asset managerneni Plan 20M 12 1.5 What can be done with an Asset Management Plan? The following points list the key benefits to OCSD from a mature Asset Management Plan: t Assist OCSD to gain a clearer picture of its future commitments. The development of funding models will provide a guide to the Income required to manage this infrastructure effectively and efficiently for the current and future generations of the management teams and staff. This will assist to develop future funding models that allow the setting of future levels of service; .. ) Assist OCSD to be able to use existing committed funds effectively to ensure that it derives"best value" from both Its capital improvement programs and its available operations and maintenance budgets; / Assist OCSD to identify those projects and strategies that will be required over the next 10 years and lift r the level of confidence in these approaches to ensure that it is delivering the most cost effective service option from a life cycle asset management perspective at the appropriate time;and t Assist OCSD to identify any future business risks that may impact significantly on the organization from " both a level of service and tort of service perspective. An Asset Management Plan will enable OCSD's staff to connect actual assets to these benefit opportunities. er In the case of the current Asset Management Plan it has been structured to enable staff to complete the following activities: t To identify assets for which rehabilitation or refurbishment could prove to be cost effective. By being r able to identify these assets, OCSD's staff can look at those assets in greatest need and can address those that can be economically refurbished. No process existed in the past to identify this, other than by experienced valued judgment; 0 To understand which assets are most critical,which will generate the highest costs or future liabilities, OCSD can start to collect key data that will allow it to undertake the necessary analysis. This will prevent OCSD needing to collect data on every asset,just the ones that are required at this point in time; r P Once It understands those assets or future service obligations that represent the greatest risk to the organization,OCSD can start to mitigate these risks by proactively completing the necessary analysis r and deciding the most cost effective way to reduce these future liabilities; o To focus its maintenance efforts by understanding the consequence of failure and the probability of failure of the various assets and look at those that represent the greatest business risk; r To consider both capital and operations expenditure environments together, OCSD can better optimize Its maintenance and capital needs to reduce the future life cycle costs. In some instances, increases in maintenance,as apposed to increases in capital can reduce the future life cycle cost that would be incurred if it were not possible to defer the capital investment that would otherwise be required; and i To assess inter-generational equity by understanding the long-term future funding needs of the r organization and the various peaks in cost that will occur;OCSD can level these out by adopting a guide path in terms of future rate increases. OCSD will also be able to validate or justify the future expenditure and the future funding models more easily than in the past. This will also allow customers and regulators .. to be consulted regarding the relationships between the level of service and the cost of service with a complete understanding of the risk that is represented by alternatives. r On1nBe County Senibllon DlnVicl—Aeael Manepemenr Fen YWB 73 eV Lr i L o 2. OCSD Facilities and History Y.1 2.1 OCSD History OCSD was formed in 1946 under the County Sanitation District Act of 1923,which replaced a joint ouffall sewer organization owned by several sewerage agencies within Orange County. Currently,OCSD is comprised of nine former revenue areas aggregated into a single district,which fortes the third largest wastewater discharger in the western United States. OCSD provides sewer service for 23 cities and V includes eleven trunk sewer systems,two treatment plants,two discharge ouffalls and two emergency weir outlets. Assets consist of the 406-mile long regional interceptor and trunk sewers and 176-mile long local sewer system are currently operated and maintained by OCSD. y OCSD was formed to address the need for sewage collection,treatment and disposal facilities that would be suitable for the expanding municipal areas in Orange County. Formation also facilitated public financing for sewer systems in Orange County,which the previous organization was unable to accomplish. A bond election in 1949 allowed OCSD to buy treatment and disposal facilities serving the cities of Anaheim,Santa Ana, Fullerton,Orange and sanitary districts in Placentia, Buena Park, La Habra and Garden Grove. The bond election also financed the beginning of a network of trunk sewer systems throughout Orange County. OCSD formally took control of sewer management In 1954 when Plant No. 2 and Ocean Outfall No. 1 were constructed. Ocean Ouffall No.2 was subsequently constructed in the 1970's. it 2.2 Capital Facilities OCSD has managed its facilities through the preparation and Implementation of wastewater master plans. These plans outline the improvements to collection treatment and disposal facilities required to manage flows over the selected planning horizon. In October 1999,OCSD adopted a new Master Plan, a planning effort to define its goals, responsibilities, and requirements over the next twenty years,and Included projections through the assumed"build-out"of OCSD service area to the year 2050.This effort to update the 1989 30-year"2020 Vision"Master Plan was necessary because many of the assumptions used then had changed. Critical factors such as population Lr growth,new construction,volume of wastewater delivered to the plants, regulatory drivers,and viable water conservation and reclamation programs were reevaluated. j In June 2002,OCSO completed the Interim Strategic Plan Update,which further updated these critical LI factors and developed revised cost estimates and user fee projections for upgrading OCSD level of treatment to secondary standards. On July 17, 2002, after reviewing: the Interim Strategic Plan Update treatment alternatives,ocean monitoring data, public input, regulatory issues,and financial considerations, the Board of Directors made the decision to upgrade treatment to meet secondary treatment standards. The current CIP includes 3 projects totaling$679 million to upgrade OCSD treatment plants to meet V secondary treatment standards. Implementation of full secondary treatment standards Is scheduled to be completed by December 31.2012. This schedule was reviewed and determined to be reasonable and achievable by an Independent Peer Review Team.Operating needs were not committed to at that time. LI Onrge C.My SaN wDlltM-M.t WL n..nr Nan 20M 14 Lr La OCSD is currently drafting a new capital facilities Master Plan that should be completed by December 2008. r 2.3 $e"Ice Figure 2-1 shows the OCSD service area. OCSD serves more than 87 percent of the population in Orange County,representing over 2.5 million people. It has been estimated that OCSD will be serving a population of over 2.8 million people in 2020 based on projections provided by the cities. r r r r r r r r r omme county sanimoon elme -Neel Manegemem Plan NN 15 Figure 2-1 Orange County Sanitation District Service Area LOSAINGELESCOUNTY Sq u xuaA BPEA OJ�� ♦ T O9�CPO�ryOCOLh ♦ 2 IF.rory 5 ev 1lA_ r_ AL yep e (A ppLMA BUR 00 _ /Jr � CYPRESS A .. — PARK StAHIOr. _ ORANGE LOS \— �ALAtll ♦'�`�" GARDEN GROVE _ BFACX M145TER SANTAANA Don, -10INTA 1A111 HUNTII.TaN READ OCSD COSTA MESA - ♦ Reclamation IRvirvE Plant No.1 =_ OCSD ryEWPORT BEA Treatment � = Plant No.] o a am: —COSD s... n.0 eouruy OCSD Wma$.I-uOloYlI _ Omye County Saintabon DoInct-ASAN Management Plan 206 16 r r r OCSD provides sewer service for over 210,000 acres within Orange County(approximately 35 percent of the r county's land area). Land use in the OCSD service area consists of a mixture of residential, commercial, industrial,institutional and open space categories. r 2.4 Overview of Existing System The OCSD sewer system collects wastewater through an extensive system of gravity sewers,pump stations and force mains,with diversions installed between trunk sewer systems. Wastewater is treated at two r treatment facilities, and an outall system is available for ocean disposal of treated wastewater. The treatment plants currently operate under a permit from the Regional Water Quality Control Board,as established in National Pollutant Discharge Elimination Systems (NPDES)Permit No.CA0110604, that r permits the discharge of treated wastewater through an ocean ouffall system to the Pacific Ocean. In July 2002,the OCSD Board of Directors voted to relinquish the existing EPA issued 301(H)waiver that r allowed OCSD to discharge partial secondary treated effluent. The OCSD Board action committed OCSD to build future facilities,to be in place by 2012 that would treat all effluent to secondary treatment standards. The following sections briefly describe the key systems under OCSD's management. Section 5 r includes the asset system summaries for the Treatment Plants and the Outfall System. 2.4.1 Trunk Sewer Systems OCSD's service area consists of eleven trunk sewer systems that are located throughout 479-square miles of service area. The trunk sewer systems includes 406-mile long regional interceptor and trunk sewers,28 miles of force mains, 16 off-site pumping facilities, and the 176-mile long local sewer system. r 581 miles of sewers and force mains, ranging in size from 12 to 120 (interplant)Inches In diameter,as well as sixteen pump stations.The trunk sewer system also includes nine Interconnections(to convey flow between main trunk system)and 103 manhole diversion structures(to convey flow between sewer pipes within a trunk system).The trunk sewer systems are currently conveying for fiscal year 2008 approximately 221 million gallons per day(mgd),or with a Flow split of approximately 91 mgd tributary to Plant No. 1 and approximately 130 mgd tributary to Plant No.2.A portion of the raw wastewater tributary to Plant No. 1 is diverted to Plant No.2 via a 120-inch interplant pipeline. OCSD also owns and operates 176 miles of small diameter local sewer lines. 2.4.2 Treatment Plant System r OCSD has two wastewater treatment plans. Plant No. 1 is located In the City of Fountain Valley, approximately four miles inland off the Pacific Ocean and adjacent to the Santa Ana River. Influent r wastewater entering Plant No. 1 passes through the metering structure, mechanical bar screens,grit chambers and the primary clarifiers, before going to the air activated sludge plant or trickling filters.The activated sludge plant consists of aeration basins and secondary clarifiers.The trickling filters consists of a r pair of trickling filters and secondary clarifiers.Approximately 70 mgd of secondary effluent can be diverted to the Orange County Water District for tertiary treatment before reuse.The remainder of the secondary r Oreega County aenikpan 01s1rki-A9961 Menpemanr Ran Y009 17 r r YM r effluent flows through the pipeline to Plant No. 2,or though the effluent lines to the outfall booster pump and the ocean outfall for final disposal. L Plant No. 2 is located in the City of Huntington Beach,adjacent to the Santa Ana River and east of the Pacific Coast Highway. Untreated wastewater flow entering Plant No.2 passes through magnetic flow meters,mechanical bar screens and grit removal chambers. Flow then passes through the primary clarifiers before being split between the oxygen activated sludge secondary treatment plant and discharged directly to the ocean outfall.The activated sludge plant effluent is combined with the primary effluent from Plant No.2 and the total effluent from Plant No. 1 for discharge to the ocean ouffall system. Interconnections exist between Plant Nos. 1 and 2 including communications cables, Plant No. 1 effluent lines to the Ocean Oudall Booster Station and a raw wastewater interplant pipeline. u Solids treatment at both Plant No. 1 and 2 includes in-basin thickening or primary sludge,dissolved air floatation thickening of waste activated sludge;anaerobic sludge digestion and belt filter press dewatering. Both plants also have facilities for odor control, and chemical addition. And the digester gas that is created r is gathered, compressed,Leaned and distributed to the Central Power Generation System at each plant as a renewable fuel for energy generation. See Figure 5-3(Plant No. 1 process schematic)and Figure 54(Plant No. 2 process schematic)for now u diagrams and description. 2.4.3 OuNall System r The ocean outfall system includes three discharge structures. The primary ocean ouffall(Outfall No. 2)was put in service in 1971 and is approximately 27,400 feet long including a 6,000-foot diffuser section. The rime ouffall is 120 inches in diameter and discharges treated wastewater al a depth of a r primary g p approximately 200 feet some four miles offshore. The primary outfall has a capacity of approximately 480 mgd. The emergency ouffall(Oulfall No. 1),originally constructed in 1954 and modified in 1965, is approximately 7,000 feet long,including a 1,000-foot diffuser section. The emergency ouffall is 78 inches in diameter and is located at a depth of approximately 65 feel,a mile and a half offshore. The emergency outfall has a capacity of approximately 245 mgd. OCSD's NPDES permit specifies that this ouffall can be used for 6W emergencies only. The Santa Ana River emergency overflow weirs discharges directly to the Santa Ana River,and are also limited for emergency use only. See Figure 54(Plant 2 process schematic)for flow diagrams and descriptions of the outfall system. V L L O.,g County Sanlblian DWnn-Anal ma.,..n,Ran 2W6 18 r r r r 3. OCSD Levels of Service r In 2005,OCSD developed its first Levels of Service performance summary as part of its Asset Management r Program. In this effort the international"Triple Bottom Line"concept with Environmental,Social and Economic performance categories were used. In 2006 the OCSD Executive Management Team decided to change the categories to be consistent with OCSD Core Strategies. Thus the new categories became Environmental Stewardship,Wastewater Management, Business Principles, and Workplace Environment. In 2007 OCSD Executive Management Team worked on updating them for 2008. This effort included having workshops with the OCSD Board of Directors,which aided in gaining their Input and support as a part of the Ir Five-Year Strategic Plan. This document shows that the Levels of Service provided by OCSD will increase significantly as shown In the 2005 plan, requiring over$3 billion in new capital improvements and millions in increased maintenance and operations costs over the next several years. In 2002 and 2003,three commitments were made that increased OCSD Levels of Service: r • OCSD amen discharge will meet secondary treatment standards by 2013; a OCSD will provide effluent disinfection to reduce the coli-form bacteria content at Its outfall to less than the maximum concentration allowed at the beach under California Assembly Bill 411;and a OCSD will provide secondary effluent satisfying the quality and quantity requirements of Groundwater Replenishment System. r In addition OCSD is committed to: a Studying how to make further reductions in the offsite odors from Its treatment plants and reducing its emissions of air toxics. r a Continuing Improvement In the area of biosolids management. a Conducting studies and monitoring regulatory trends that may change its level of service. There is a r developing area of research concerning contaminants in treated wastewater effluents such as personal care products and pharmaceutically active compounds that are suspected of causing reproductive or other health changes to marine life in receiving waters. These compounds are also r subject to research regarding reclaimed water quality. Further changes to OCSD source control program and treatment processes could be required to address these concerns as further research defines the problems and potential solutions. These Levels of Service improvements,along with maintaining the existing performance levels,require a series of annual rate increases and borrowing to ensure that OCSD maintains the reserves and debt coverage ratios that are Included In the Business Principle Key Performance Indicators. r The Levels of Service standards on the following pages are measures of service that are perceived by management to be high priorities for our customers. Additionally, a comprehensive assessment of risks was conducted in 2006 that generated some of the targets. These LOS standards are based on environmental, r Orarge County SanMOon OislriH-Panel Manepemenr Plan 0008 19 r as all business and customer service considerations and will be monitored and periodically updated as conditions warrant. _ The following tables provide the Levels of Service and their measurable outcomes,or key performance indicators, that the Sanitation District is committed to meeting. all Table 3-1 Organization Levels of Service Wastewater Management OCSD will provide an effluent quality suitable for protecting FY 0849 Target Level of Service Driver public health and being a sour"for water recycling. _ 1. Concentration of emerging chemical constituents of concern NDMA=<150 opt GWR System influent in Plant No. 1 secondary effluent 1A Diozane=or requirements <pplb 2. Thiny-day geometric mean of total coliform bacteria in 0,000 mpn Internal Standard/AB 411 r. effluent after initial dilution of 180:1 3. Industry compliance with permits to discharge into OCSD 100%permit RWOCB/EPA sewers compliance 4. Meet secondary treatment standards BOD 100 mg/L RWOCB/EPA TSS 55 m /L OCSD will menage flows reliably. FY 08-09 Target Level of Service Driver 5. Frequency of use of emergency one-mile(78-inch diameter) 0 per year during Board Resolution 1999 r. outfall: dry,less than Strategic Plan FY 05-06. once t once per 3 years in peak wet weather r 6. Sanitary sewer spills per 100 miles <2.1 Self Imposed Standard/W DR Order No. R8-2002-0014 7. Contain sanitary sewer spills within 5 hours 100% Self Imposed Standard w OCSD affluent will be recycled. FY 08-09 Target Level of Service Driver 8. Provide up to 104 mgd specification effluent to the 104 mgd Self Imposed/ Groundwater Replenishment System Interagency Agreement OCSD will implement a sustainable biosolids management FY O849 Target Level of Service Driver Program. 9. National Biosolids Program Certification for Environmental Maintain Self Imposed Standard I Management System. Certification National Biosolids Partnership Standards as 10. Percent of biosolids recycled -95%recycled Self Imposed <5%land filled al al Omree county Sanitation Dinrbt-Asset Management Plan 20H 20 aa Environmental Stewardship OCSD will protect public health and the environment. FY 0849 Target Level of Service Driver i. Provide capacity to collect and treat dry weather urban Up to 4 mgd Self Imposed Standard runoff 2. Maximum off-site odor Impact (In D/T') Self Imposed Standard • Reclamation Plant No. 1 42 D/T • Treatment Plant No. 2 48 D/T 3. Air emissions health risk to community and employees, <25 SCAQMD/GARB Standard asper one million people for each treatmentplant) 4. Permit compliance(air, land,and water) 100% Regulatory Requirements OCSD will be a good neighbor. FY 08-09 Target Level of Service Driver 5. Odor complaint response: Self Imposed Standard • Treatment Plants within I hour 100% and Collections System within 1 working day 100% 6. Number of odor complaints: Self Imposed Standard • Reclamation Plant No. 1 32 (SCAQMD Nuisance Rule) • Treatment Plant No.2 4 el� Collection System 34 10. Restore collection service to customer within 8 hours: 100% Self Imposed Standard 11. Respond to collection system spills within 1 hour: 100% Self Imposed Standard ti t D/T=Dilution to Threshold: The dilution at which the majority of people detect the odor becomes the 0!r for that sample. Yrl Business Principle OCSD will exercise sound financial management FY 0849 Target Level of Service Driver 1. COP service Principle and Interest: <08M expenses Self Imposed Standard 2. Annual user fees Sufficient to cover Self Imposed Standard all O&M requirements 3. Annual increase in collection,treatment,and disposal costs <10% Self Imposed Standard per million gallons 4. Annual variance from adopted reserve policy <5% Self Imposed Standard as OCSD will be responsive to our customers. FY 08-09 Target Level of Service Driver 5. Respond to public complaints or inquires regarding >90% Self Imposed Standard construction projects within 1 working day: 6. New connection permits processed within one working day: >90% Self Imposetl Stantlartl Orange County Sanitation District-Asset Management Plan 2006 21 all Workplace Environment Ol will take care of our people. FY 08-00 Target Level of Service Driver 1. Training hours per employee 45 per year Self Imposed Standard 2. Employee Injury Incident Rate Industry average Self Imposed Standard lea 3. Mandatory OSHA training requirements 100% Self Imposed Standard 4. Annual employee volunteer participation in programs 15%per Division Self Imposed Standard Will that enhance safety and security culture and awareness Le L L 4 V am L it L we Orange County Sanitation District—Asset Management Plan 2006 22 4. Future Demand / Growth r OCSD's overall flow projections are based on service area population projections, and planned discharges from Irvine Ranch Water District(IRWD)which operates an upstream reclamation plant which provides partial treatment,the Santa Ana Watershed Protection Agency(SAWPA),and urban runoff diversions. These flow projections are used for planning and scheduling OCSD's new capital improvements to increase treatment and disposal capacity. In November 2004, OCSD's Board of Directors adopted a new flow projection that is lower than projected in OCSD's most recent Strategic Plans. r While the population projections in the 1999 Strategic Plan have proven to be relatively accurate(t 2%),the overall average daily sewage flows in the 1999 Strategic Plan and the 2002 Interim Strategic Plan Update did not materialize as projected. This lower flow rate Is attributed to: r Lower and declining per capita flow rate than projected(89 gallons per capita per day in 2007,99 gallons per capita per day in 2006, 104 gallons per capita per day in 2004 versus 115 projected in 2002)mainly due to water conservation and changes of existing land uses; b Reduced inflow and infiltration due to historically low rainfall and drier soils over the past seven years; and r Lower than projected flows discharged by contracting agencies(SAWPA and IRWD). P A slowdown in construction and occupancy in 2008, due to economic drivers regionally. OCSD's 1999 Strategic Plan and 2002 Interim Strategic Plan Update incorporated a projected flow from IRWD of 17 mgd through the Year 2020. For future planning, OCSD will be using a reduced flow of 10 mgd, since 7 mgd from IRWD is already modeled as part of Revenue Area(RA)5,6 and 7 flows. The remaining 10 mgd are flows from IRWD that are not treated in the Michelson Water Reclamation Plant. In effect,the 7 mgd of flow was double-counted in the planning assumptions. OCSD staff has discussed this issue with IRWD and received its concurrence,with OCSD revising planned flows from IRWD to 10 mgd. However,the IRWD is now actively pursuing an expansion of it Michelson Treatment Plant that could lower planned flows to OCSD to 3 to 5 mgd by the year 2020. IRWD currently enjoys a capacity capability to bypass flows to OCSO when desired. ,r SAWPA's current flow to OCSD averages 11 mgd. SAWPA has purchased 17 mgd of capacity in OCSD's treatment facilities.The existing agreements allow SAWPA to purchase up to 30 mgd of treatment capacity. Reducing IRW D's flow projection by 7 mgd and not expanding the treatment works for SAWPA to 30 mgd, has reduced OCSD's year 2020 flow projection by at least 24 mgd. This reduction has allowed for a decrease in the initial phases of the Reclamation Plant No. 1 Secondary Treatment Expansion projects by 20 mgd. The estimated cost savings will range between$50 and$70M in capital expenditures. r IRWD and SAWPA are responsible for long term planning in their respective service areas, including projection of flows that will be sent to OCSD for treatment. Thus,OCSD is working to clarify its agreements r with these agencies in 2008.to provide assurances that OCSD will only construct facilities that are needed, and that proper financial commitments are made prior to constructing new capacity. The goal is to allow r Qe�ge County S+Ntalkn abhki-AfeN Me.yemenl Plen 2006 23 L ILi W OCSD sufficient time(approximately seven to ten years)to construct new treatment facilities, potentially with financial support from those agencies. The Flow projections adopted by the Board in November 2004 are summarized in Table 4-1. Table 4-1 Flow Projections—Year 2020 Service Area Interim Strategic Plan Update November 2004 Projection Flow(mgd) Flow(mgd) L OCSD 264 245 (115 gpod) (104 gpod) .4 Irvine Ranch Water District 17 10 Santa Ana Watershed Protection 30 13 Agency L Runoff 10 10 Total Influent Flow 321 278 Li Actual daily Influent flows for the month of September 2008 were 213.75 mgd. L I L+ I' L. L L L L L Orenge Lounly Sanila0on Dislnct-Ansel Management Plan 2006 24 L' 5. Asset Summaries and Total Cost of Ownership 5.1 Introduction The key objective in developing Asset Management System Summaries is to assemble a comprehensive list of assets and to enable OCSO to start to filter and focus on those assets that is most critical. _ In the 2006 Asset Management Plan, OCSD commenced the process of including life cycle asset management sections relating to the key asset types and key system groups. Section 5.2 discusses the development of the Treatment Plant Asset Management Plans. The relation of the Asset Management Plans to the Treatment Plant Asset Management Plans as it relates to the Executive Management Team (EMT), managers and staff is shown below in Figure 5-1. Figure 5-1 Asset Management Plan Hierarchy AM Exec Summary Asset Management �^J Plan (AMP) TreatmenSyste AM Ps MPs Collection Systet Plantm AMP Asset Facility I Trunk Strategy Plans Of the documents noted in Figure 5-1.the Asset Management Plans Executive Summary and the Asset Management Plan have been developed. An initial summary statement of the Treatment Plant Asset Management Plans has been prepared and included in the Section 5.2. Section 5.3 discusses best appropriate practices with regards to the full cost of infrastructure service delivery. Section 5.3 is a discussion paper with respect to the future Asset Management Plan(AMP); it is valuable information and should be read as part of this plan. Omn,@ County sanda4m DisW-0. Man,ement Plan tope 25 6. 5.2 Asset Management System Summary Plans This section of the Asset Management Plan is a second pass at outlining the status of key process areas in all the plants. It provides details of Plant 1 and Plant at an area level, summarizing the assets'functions, key design features,capacity factors, current performance assessment, key issues for further investigation, current program and a financial summary of the plant area. Al the end of each asset system summary is a full schematic showing the overall process flow for each plant. This is to assist the management and operation of the assets at the agreed levels of service(defined in this plan)while optimizing lifecycie costs. V 5.2.1 Uses of Asset Strategy Plans The Asset Strategy Plans have been developed as a tool to meet the various needs of stakeholders. Potential uses for the following system level summaries include: led r Board of Directors: Provides a tool for explaining the business process used to develop CIP projects and maintenance `r strategies; A communication tool for providing context for explaining new CIP projects to the board; An education tool on how the collection and plants work; H 0 CIP Committee: Can be used for reviewing drivers and condition of assets when reviewing CIP project business cases; Itl P Operations and Maintenance Division: Documents condition and key issues for further investigation; N Assist with setting of division goals on a yearly basis; Supports efforts for summarizing operational strategies; r Engineering: `+ Provides reference information for the current system and strategies and provide a structure for communicating future strategies for assets. tr 5.2.2 Asset Management System Summaries The following Asset summaries have been updated from the previous 2006 AMP. These are based on the �. updated plant schematics for Plant 1 and 2. It Preliminary Treatment; It Primary Treatment; .a r Secondary Treatment; P Solid Handling; La r Utilities; D Central Power Generation System; to Orel county sanitation Di ltld-Mae,Management Plan 20M 26 tat r Ocean Outfall. 5.2.3 Structure of Asset Management System Summaries Each of the Asset Management System Summaries has been built around a Common structure. This structure provides a framework for the continued use and development of the summaries. The key elements of the structure for each key process area of the plant are: .. i Asset Profile—Description of the assets, its primary functions, and recent relevant history; r Demand Profile and Performance—Describes the key capacity design values for assets in terms of minimum, maximum, peak or average Flow requirements, and where available,the current performance; r Failure Mode—Data is provided when it is known. For each of the primary failure modes, a summary score on a t —5 scale is provided,on how the asset is performing. The meaning of these ratings are e, defined in Appendices E; r Key Issues for Further Investigation—Issues are listed based on O&M staff member comments,and identified issues from the Demand Performance and Failure Mode information; r Current Program—Describe the current studies, planning, design and construction and management strategy for that area of the plant; — r Investment Program—Defines funding summaries for the plant over the recent past and several future periods. It is expected that the flow of information should be developed so that Key Issues for Further Investigation is + maintained and the Current Program and Investment program reflect the agreed works. Figure 5-2 shows the general flow of information through the summary. Staff member input is to be solicited for all the elements. Figure 5.2 Asset Management Plan Hierarchy Asset Profile Failure Mode Current Inves Summary forFurther -► Program Program In n Demand Profile & Performance . 5.2.4 Data, Sources and Data Collection Methodology Data for the Asset Management System Summaries reside in numerous locations in OCSD. Appendix A lists all the sources of information for these 2008 Asset Management System Summaries. ate Orange County Sanution Cited-Meet Management Plan 2006 27 This page is intentionally blank. u u u u L L Orange CWnry SenMatlon patch—MW Management Pion 2W6 28 W I���i.]Jn GNb f pP p2 Emu^ Ttle,eNler +iSE lisE Cf b G W GA1�Purma� ma n,.mwa..n ry r Hallo.1 CIIa(2) r C<SnMn B,n IPFJaI ♦ I CIa,Men1 ) r Pump1121 I21 •M.m °°b - -- Mklinp FN_►W�~► I GUB ;..Ip , ee� � ' �I Pmla T8 pro Weale SbLw , { G InAinl Pump]131 Fllbn ) E 9� V - wum SpS Trkkll••• Ima,plam I a sl,Nm , ................... �.. minmE Tmdxpnnb I w $loon ___ _ ___ ____• _________ ____p ya. smnm IMJ6vva) �' mu PIanI N".2 i OWmml •• } --------- (91 � ___________ ___ W _ _ _ Ptlary EI4. M plant t ..'(tre Pump Stmen Stollen 131•t Ir FatlYry lleB SEJB Side 5zlm • �. ' R n Boo s 11" ; Axeletl Gap 'I ••••••••• I 1FaE tqq m.] uBmm,l ear caamm i " ocwoarmed EPm'ptl°,"� ��. $uamai 1MeMroMa 1.2.34,5 m.IPEOB yw Jodi Pomp 3bWn 5` SOIL IEJBI rq 12,5.Bi MGOP W01er I ,N,nph Trunklan Influent r a � �12o-lnM Plant No hunkllnes PI f n 5 Smbe110) deal a0'a N!,Md•n ►5A1ncP Omlell M 1 g 6-31 ClI 6 (20) ysa Drvarslon laA4D1 SP me Sueenin95 Carlo � �i�m".m] Ms wsv t. do saucwm mm, mLandnA Lenarll + Imuml GBe ea _m, '•" ,,.,Y.x.n.."... esteem Fla G, a u �'mv I)CWPmenaO •Ma Rive, , 131 a I GWR SYamm In. 'Trunks Iw,p4me namwn Cwngeew B104 i ,......nex+ Fatllllke In Io 2IIdo to Plant No n n,v r --Lw r.....,,_�.^ b..nrrc leglan ,��..e Pumps ISI S,PumP)I3eed _., ......� PIT In i.: i:.:.6:i Relum�AOAvamO bPIanI No.2lnOwnl Bled IRA$) OCWDw+we vnalF camel Po- ti '' mete FaanN 5 cenarenm,EFft sluaae > Wene.Anrvmea r es...n_Nn.,... m.)wiNnl H0191d a 9e1 AS) O CCSD .—an B PEDS D PllmeryCleriABn mvvm.n Pu)m.. Diewlved Sat 11a n.,...e llli.en.v..uv.a.4^rnrai Nr FIOhOm mn,plare Dell Fla" m.e"" LEGEND -----Mamata RmAn9 Tmnxlmeto FiP,ale Poll la) Carl Tnmler Novel 1,2.3.a Plan No.2 Pomp stet $image silos Plant Indent Wide $lalive "r—lo arrvdbaEing(1) ter/PnmSr,lnOuarm Cllamiwl Adopted Figure 5-3 �PMary ElAuanl —I, Faul Alr — Sedende,Empent — Dill Go, Process Flow Schematic �Pon"Mmme'. blmmocwD OCSD Reclamation Plant No. 1 • • • • No]a.d.Mereve .m,.—Ave..n.m rev.llt?" Asset System Summary—Plant 1 Preliminary Treatment 1.Asset Profile 2. Demand Profile and Performance Table 1 Peak, Average and Standby Design Capacities .. System Design CapaI A.tual -ir ' Sub Systems) (Min,miss,peak andlor Performance average) r rura ( wasetn pi Metering 8 Diversion Structure Max.Flowra era 490 MGD ( Hydrogen Peroxide Max.Pressure 20 gph -- *•"+•+ ( Sunflower Pump Station 40 MGD duty ••.. 'a 40 MGD standby Pill,av s r ...n.-, _ Mein Sewage Pumps 30 MGD duty w see„ sn,M 30 MGD standby ` Grit Removal 2 chambers , c'P,woc,'." Headwork,No.2 350 MGD duty was wer MGD Sunflo Pump Station 40 duty+ 40 MGD standby Influent ..on- um ♦♦ Main Sewage Pumps 280 MGD duty san,is ww,aH9.ie01 70 MGD standby sy Influentu^ sense ear Screens 4 (.allowance for 2 08its 0M bxSlNd)cle yy„iypg,,, 280 MGDD max t unit standby 6.1 MalerinB 8 Diversion Structure A coal of six Influent trunk lines bring Influent Into the nature antl dermlon Grits stem structure at Plant No,1. This structure contains magnetic flow means.pH Grit Chambers 3 pumps and 2 standby metere and etectrocanductmvity meters along wall,gates Net tun W shed or Q 42 mgd each with a lawared to move III from one trunk-line to another as maestri opinion 58 mgd peak fleff of the Influent can also be divemed W Plant No.2 through an Inexpert pipeline 5lanks and 2 standby fo regulate flow Into Plant No.1. Needlework.81 aa2 Grit Washers Hydraulic 1800 gpm There are two Headworks at Plant 1,which have a total rated Overflow Rate 12,000 comp capacity of gPdlk2 ` 200 mgd will,ff l mgd of m oo by. It has two support generation opea lm a 1 du and 1 standby power and 011000Hs# HBBdw standby system. Three y processes for sty y systemHeads isle Headworke p1 Is the standbyPumps s and. Three key prpcB99ea IO! Headworke are bar screens,Influent pumva and grit removal. Grit Storage Capacity 2 days Someming Station(Be, cm l Splltter Box US MGD aw Flow from the Metering and Diversion Structure Is muted to the Influent channel for the machricclly-cleaved bar screens at Headworks 92. Them are Odor Control Facilities 4(P24,000 cfm tlury four individual bar screen channels containing automatically cleaned screens. Scrubbers Two of the screens Bre operated and the Other Iwo are standby. The impose contains space to accommodate two ammpnal screen in flue Wore. Caustic Feed Pumps 3®11.3 gph tlury w Mein Sewage Pumps 1 ®20 gph standby After paring through the Headworke r2 bar screens.wastewater nowt Into me Mudatk Add Scrubbing Cleaning 1 ®30 gpm tlury Influent Pump station wet weer The Influent Pump station lifts careened Pumps 1 ®30 giant standby wastewater to the Influent channel serving the grit removal chemicals. There are lour 70 race variable speed pump,at Headwork,x2,and one 70 mod and Trunk Line Scrubbers 10,000 CFM duty Insufficient flas two 30 mgd constant speed pump at Hrdworks 91,which servlus as stem 1•Cause. 10,000 CFM performance by pumps. A uulce Bete In this wet well can W opened to allow screened 1•81010WR windowelar to flow to the Headw idw p1 Influent Pump sexual wel well If required allowing the tot welle al Headworke p2 antl Heedmorka xt to act as Hydrogen Peroxide one large wet well under extreme wit weather conditions. Headworke 4 duty(See 1011-120, ti Grit System(Grit III...1) Pump information) There are five aerated gilt removal chambers al Headworm 02 and two at 4 standby pumps Headworke 01 that are standby. The purpose or these Is W remove Inorganic Flowrate Capacity 85 all that are present in the wastewater, The removal of his ght helps gpm flan prevent clogging In pipes,protects mechanical equipment,and reduces the amount of mWedal that ulleas In the sludge digesters. Each grit chamber contains four grit collection hoppers. Grit is removed from the chamber. Spitler Box Max.Formers Capacity discharge its slurry by gravity to dissenters. Grit Imm the 325gptl clesslare discharged to sepaele grit bin for off-site disposer. Flow from the _ Meadworks 92 cal removal chambers Is collected In an effluent channel that Support Generators Power Rating 1,000 kill to the Primary Influent Distribution Structure(Sptaer Box). epIlller BOx The epIlller structure discharges to the Primary Basin r 1 to 5 through a 72 inch diameter pipeline anchor to the rectangular PCB e S to 31 Ibrough two 90 inch diameter pipelines. Spilling Is accomormed using the 5 same In each Box. Orange County Senitaxon Dbtdct-Aseel Management Plan 2008 29 3. Failure Mode 5.Current Program Table 2 Failure Summary Study TBA a Location Rating Planning Area - - y TBA o a UP a as Design S Construction Pi-105-Headworks Rehabilitation and Expansion at Plant No.1 Moterrg 8 Diversion 10A 3 1 3 4 3 This project rehabilitates and refurbishes process equipment and Slmclure infrastructure within the Plant 1 Headworks facility,to ensure that the es facility continues to be operational. Several studies have been conducted Headworks Al(Pumping 108 4 1 3 4 5 on the Headworks facility and a number of non-critical items have been only) Identified for repair and upgrade.The bulk of the project includes upgrades to existing bar scarabs,an additional bar screen,a screenings se Headworks 02 10C 3 1 4 4 4 compressor improvements to the grit removal facilities,improvements to the power distribution system including three new larger emergency Scale 1=Good,5=Failed generators,and miscellaneous process,mechanical,structural and ISC upgrades. 4. Key Issues for Further Investigation P1.71-Headworks Rehabilitation/Refurbishment General The scope of work consists of rehabilitating and refurbishing the VFDs for the main sewage Pumps and the cable trays and wiring from the VFDs to the pumps.An evaluation of the pumping capacity of Headworks No.2 at 9 Metering a Diversion Structure Plant 1 conducted in 2001,Capacity issues will not be addressed through Concerns about the reliability and accuracy of meters exist due to meter this project as capacity upgrades are being handled through a separate failures. However,they are on a cycle for replacement. Gate seals are a project(Ellis Avenue).There are other potential tasks items for this project which includes'.a grit characterization study based on a computer model, concern.since they are starting to leak. gate operators,and installation of ventilation in Headworks 1 to meet Headworks No.7 NFPAmove B Other tasks that were previously part of this project have been moved too Job No.P7-t05. Questions have been raised as to the ability of the headworks to operate pi-10d-Regional FOG Control Collection at Plantl 9 property under emergency conditions. Past experience has demonstrated It to be reliable so far. This PfGjOCt constructs a collection station at Plant No.1 to accept fat,oil and grease(FOG)wastes collected from restaurants and other industries. Headworks No.2 The FOG Collection Station would be adjacent to the existing waste hauler Improve grit and rag removal.and grease accumulation in grit chamber collection facility near the main ga(e,and would convey these high fuel effluent channel. grade wastes directly to the existing digester systems for additional methane gas generation. Leaking joints between channels 4 1,2,and 3. A project was started on March,20M to repair these joints. J-714-Headwork Scrubbing Replacement ew This project rehabilitates and upgrades the foul air collection and S. Investment Program treatment facilities for the Headworks and Primary treatment areas at Plant No.1. This includes rehabilitation of existing single-stage scrubbers, Table 5-Year Summary systems and appurtenant equipment which serve the primary treatment _ systems and replacement of existing scrubbers which serve the "Investment Tabu Cast abbe. 13H 13= wy roadworks facilities. lots'.) Prajectad to 08 Management Strategies Pt-105 1,020 240 303 TBA P1di P1.101 J-]1d Total 4.920 240 113 ass Table 4 O&M Coat Summary MMnlenance 191 144 Zoe 247 33e opened. 774 1 915 1295 1 978 855 Orange County Senikllon District-Asset Management Fan 2m8 30 ass r. Asset System Summary— Plant 1 Primary Treatment 1.Asset Profile 2. Demand Profile and Performance 1 Table 1 Peak, Average and Standby Design Capacities .°n"".. system Design Capacity Actual va„ary (Mtn,max,peak Performance ♦ —, Sub Syshol IMENEEL, andloraverage) _ Primary Clarifiers wa.w i r IMw01'roump lsl Primary Clanfiem(1 and 2) 2 Q 6 all Standby I Out slm suwm ;` PrysWar r- - of wrvlas �' --�--- -�� �.' ..-�-.i Primary Cladfera(3,4 and 5) 3@72 motor "rtei° Pdmary Sedimentation Basin(6—31) (5 sins standby) r (5 basins standby) 1I Ir Waste Sitloolreem Station 3.500 gpm pump 3 Q 3,S0O gpm Submersible pumps 2 r7l if wvcca 2@2 Primary Effluent Pump Station 2®250 hp r ear 1Q250 hp standby �. ( : Polymer Sysbm(West r S Storage Tanks 2 @ 20,000 Bel Mix Tanks 1 @ 2,500 Bel duly Primary Clarifier Basin Nos.i to 6 1 Q 2,500 gal standby Primary Basins(PCB)Nos 1 to 5 consist of two rectangular basins Transfer Pumps 2 @ 20 gpm (Basin Nos 1 and 2)and three circular basins(Basin Nos.3 to 5). .. PCB Nos. 1 and 2 are not normally In service due to an excessive Feed Pumps 2 2-8 gpm duty amount of operator time required to operate and pump reasonable 2 @ 2-8 gpm standby sludge densities.These tanks are utilized when one of the PCB Nos 1 and 2 is out of service. Polymer System(Eaal) \e Currently.the average flaw to PCB Nos 1 to 5 Is 30 mgd.Their Storage Tanks 1®12,0DO Bel original rated capacity Is 48 mgd.Primary sludge from PCB Noe.1 to 5 is pumped with progressive cavity pumps to the Plant No. 1 Mix Tanks i®2.630 gal duly digesters,Sludge pumps are operated from adjustable timers with density meter override. 1®2.630 gal standby Yrr Effluent flow from PCB No.1 to 5 is muted to the Trickling Filler Transfer Pumps i®25 gpm Junction Box,which diverts the effluent three ways;directly to the Odor Control Facilities oulfall;to the trickling fillers;or to the PEPS,which lifts primary effluent to the aeration basins. Odor Control Scrubbers(Caustic) 4 @ 27,000 ctm duty the The PCB No. 1 to 5 are oouipped with Independent ferric chloride and polymer food facilities to provide advanced primary treatment. Caustic Food Pumps 4 duty(Soo The basins are also covered and have air exhausted to an odor 111PMP120) control facility. 4 Standby V Pdmary Clarifier Basins Nos.6 to 15 PCB No.6 to 15 are rectangular basins.They were constructed and Recirculation Pumps 4 duty(See _ placed in service 1992.Each of these ten primary clarinets is fanned 111PMP301) by NO tanks,Currently,the average now Is 60 mgd,which is their 4 Wndby original rated capacity.These basins receive flaw from Head affluent diversion structure that routes flow to one of two places;directly to Hydrochloric Acid Scrubbing Cleaning 1 duty(See the Interplant Pipeline',or to the Plant No.1 aeration basins by Pumps 111PMP101) gravity flow. 1 standby Ire Primary effluent from these basins is routed to the primary effluent diversion structure that routes flow to one of two places',directly to Ferric Chloride for Primary 3 @ 200 gph duty the Interplant Pipeline;or to the Plant No.1 aeration basins by Feed Pump 1 @ 200 gph standby gravity flow where it is metered Primary sludge from these basins news by gravity to the dilute sludge r wet well where it is pumped to each basin 16.30 for thickening. PCB No.6 to 15 Is equipped with independent fenlc chloride and Polymer feed facility to provide advanced primary treatment.The basins also are covered Win air exhausted to an odor control system. V L Orange County Senatlion District-Asset soma,emenl Plan 2000 31 as 3. Failure Mode 5. Current Program as Table 2 Failure Summary Study TBA we Location Rating Area Planning m za c as a c TBA se u a. w Primary Clarinets 1 S 2 11 see (Out of S) Design S Construction Primary Clariners3,4,S 11 4 1 3 4 3 PIJ1-Primary Clarifiers 16.31&Related Facilities 5 Construcls 16 new primary clanners,adding 96 legal ofprimary treatment Primary Clarinets 8 to 15 11 2 1 4 4 3 capacity. This project studied process improvements and new technologies eas to optimize the operation of all primary treatment facilities at Plant No. 1. Primary Clarifiers 18 to 11 2 1 4 4 3 New facility includes sedimentation basins,sludge and scum transfer 31 systems,a foul air collection system,and a new power building. Improvements to existing facilities include foul air odor control,increased ses Scale 1=Good,5=Failed scum removal,upgrades instrumentation,now distribution modifications,and now faced chemical fired!systems. 4. Key Issues for Further Investigation Pi-114-Primary Scrubber Rehabilitation This project will rehabilitated the existing Primary Basin Scrubbers S8 to ensure that the odor treatment systems comply with the District's Odor Primary Clarifiers(1 to 5) Policy PSB No. I and 2 are not normally in service due to an excessive eas amount of operator time required to operate and pump reasonable Research Project-Superoxygenation for Odor Control sludge densities. Although designed as primary basins,the current functionality serves emergency storm water overflow. project will look al using superoxygenation to control odors at the heed of the plant through the primary clarifiers. The impact of using superoxygenabon PS No.3.4,and 5 a re structurally reason able but efluant pipeline on downstream processes and other planned projects will be evaluated. Me needs rehab or replacement due to corrosion. Older equipment is in Identify need for future piloting and economic viabnify. poor condition,and concrete walls are not sound. Management Strategies Primary Clarifier Basins IS to 31) -OCSD Strategic Plan Wastewater flows from Headwor m 2 through one of war 90-inch pipelines to PCB Nos.6 to 15.Only one pipe Is used because at the -Engineering Master Plan current flaw levels one pipe Is sufficient to convey the Bows.Even with Rehab PEPS wehvefl and piping FE908-12 only one pipe being used.velocity is estimated at greater then one foot .� per second.This may be causing settling problems in the pipe and causing sewage to be septic. These are new but the functionality is poor and can be improved with some major contractive work. Review of redundant sludge piping for primary clarifiers to allow for maintenance and steam cleaning of the line. 6. Investment Program �a Infi cent primary meters Table 5-year Summary There are antoperational ess issues with sonic meters,since they to not work and the Plant process was design to flaw pace on these meters. PEPS aw Discharge piping is corroding and leaks have occurred. Maintenance PI.37 4,9g0 1.912 393 M4 will repair as needed with a future CIP rehabilitates the discharge piping. Total 4,920 1,912 3M M4 'a Table O&M Cost Summary eas Marnarsca Mr 530 Was 642 MB Operatls, U13 1 2863 1 32M M18 36M Orange County Senibtlon District-Amt Management Plan 2008 32 fas Attest qyqtAnn Summary—Plant 1 Slut TrPahment 1.Asset Profile Activated Sludge Plant(conrd) Fpe�r� se well as allows tfrom the AS plant to filter secondary effluent the prima,however, , U.r�lrl well as effluent from from the trickling 1 to filter secondary clarions. Currently,however, only ellluenl from PCB Nos.11031 Is routed Through the aeration basins. •" '--"-" - "'-'`----' ,d.yr{,. I Dissolved Air Flotation Thickeners Ill. _ ., aw J N1 �........... .. : -...........E..... 'C� � I � No tlale. :is .dbW r'wa.m as ......... 61+. n'�tA.M 2. Demand Profile and Performance r a y . -- �1:T* i o.:' Table 1 Peak,Average and Standby Design_ Capacities System — - DaelBn Capacity Actual L_ Sub Syatem(el (Mtn,max,peak and/or Performancei -r.xiwt �1 we Trickling Filler Plant average) in n rj High Rate Trickling Filters 2 @ 15 mgd average,37.5 mgtl peak ,o.rra,In Recirculation Pumps 2@37.6 mgd duty 10 37.5 mad standby Trickling Filler Plant Secondary Clarifier 2®15 mgd average,37.5 OCSD operated two trickling Ellen and two trickling filler clarifier as mgtl peak pan of the secondary Vestment system of Plant No.i. Trickling Activated Sludge Plant r fillers 1 and 2 had been in service since March 2006. With capital project Pi-76 new trickling filter clarifiers replaced the existing Aeration Basins 10 @ 10.8 mgd tickling filler clarifiers,which were being operated at S limes the Aeration Blowers 5®28,100 chn design-loading rate. The new trickling filler facility produces better quality effluent than the old facility and allows the filters to be Secondary Clangers 20 @ 4.5 mgd duty it operated at higher flows if additional secondary treatment Is necessitated by future permit requirements. 6®4.5 mgtl standby Returned Activatetl Sludge 4 @ 11,800 gpm duty Activated Sludge Plant Pumps 7 @ 11,800 all elentlby r Plana No.l was (AS) a constructed ass trickling filter arch the When situated sludge(AS)was installed it was constructed wish the Waste Activated Sludge 2®780 gpm tlNy option of being converted from a conventonal air activated sludge Pumps plant to a high purity oxygen activated sludge plant. The aeration 2�780 spin standby r basins ere covered with deckm has capable m ly high density of -Dissolved Air Flotation earatomdent The new system has an in the extremely high density of new, Thickeners efficient diffusers and combined withthenew variable speed plant P ant No.yield o very significant energy savings over the old Thickeners 6 13,400 of plant Plans di 1 also underwent from expansion including the ase TWAS Pumps 12 t@ 100gpm secondary sedimentation system from 24 rectangular clarifiers to 28. Recycle Pumps 6 Q 1,100 Bpm Air Compressors 3®20 hp WAS Polymer Mix Tank 1 3,000 gal WAS Polymer Mix Tank 2 6.700 gal WAS Polymer Food Pumps 5 195 gph r Ventilator 2®20,000 ofm Oul of Nnice - WASPolymerTrensferPump 2 WAS Polymer Storage Tank 4,100gal r Orange County Sanitation District-Asset Management Plan 2008 33 Ira 3. Failure Mode 5. Current Program Study Table 2 Failure Summary TBA Process Area Rating Planning TBA a = c Design 8 Construction P1d6 Trickling Filter Rehabilitation and New Clarifiers Trickling Filter Plant 12B 2 2 1 3 3 This project removed the four existing tackling filters at Plant No.1 and replaces them with two new trickling Otters and clarifiers.New facilities vw AcInated Sludge Plant 12C, 2 3 3 4 2 were located in the same footprint as the e.isting trickling filters.The 12D project also included a new power building to support the increased electrical demand,two effluent lines including one t0 the GWR System Dissolved Air Flotation 121 3 3 3 4 2 inlet structure and ono to the 66 inch interplant line;and several junction Thickeners structures to allow flexibility of now distribution Secondary Charlene 12F 2 4 2- 4 2 Pf-82 Activated Sludge Plant Rehabilitation 4 The purpose of this project Is to ensure that the existing activated sludge Scale 1=Good,5=Failed plant can operate at its design capacity with a high degree of reliability. By wereplacing equipment(hat has reached the and of its useful life and by restoring the entire process facility,the District will be able to confidently 4.Key Issues for Further Investigation treat the amount of wastewater required by its permit-lees and those relying on supply of secondary treated water. s Trickling Filter Plant Pt-101 Sludge Dewatering and Odor Control Premature corrosion issues with seal water piping feeding sludge pumps This project Constructs primary sludge thickening facilities to improve solids handling capacity,replaces sludge dewatenng facilities to replace aging s s equipment and reduce bmsolids handling and disposal,rehabilitates solids handling odor control equipment to replace aging equipment.and temporarily expands sludge dewatering facilities to accommodate S. Investment Program temporary construction needs. Table 5-Year Summary P1.102 New Secondary Treatment System at Plant No.1 This project will construct 60 mgo of activated sludge secondary treatment facilities,Including aeration basins,clarifiers,a blower Wilding,a RASWAS pump station.When complete,Plant 1 will W enabled to treat 100%of Influent flows to full secondary standards by increasing secondary P1a6 Not treatment capacity by 60 mi Ansess P1.82 46.133 4,M 14,845 261800 31980 1120 Management Strategies Pt-101 143,647 0,013 1,603 -OCSD Strategic Plan P1-002 266,863 113,608 7,811 2,280 $0,882 100.050 -Engineering Master Plan Ira Pi-1 0 01 143,5 9,013 2077 14,934 62.843 33126 Conan. Pit. 266.803 113,608 21,tl4 10,O6B 14,185 antra a Table 4 O&M Cost Summary Malntenarrw S35 365 He 468 460 Operations US 2,230 3.492 2,656 2.095 n Orange County Sanhatlon District-Asset Management Plan 2008 34 Asset System Summary—Plant 1 Utilities 1.Asset Profile Chemical Facilities r Water System Chemicals are used throughout Plant No.1 to aid treatment performance and OCSD's Plant No.l requires an average daily demand of control odors. The chemicals used include hydrogen peroxide.caustic soda. approximately 5.7 mgd of in-plant water for domestic service water, ferric chlorine,sodium hypochlonte,polymer,and hydrochloric(muriatic)acid. The use of gaseous chlorine was discontinued in 1993,and the future use of process water and irrigation applications. The treatment r requirements for in-plant water vary depending on the service. chlorine et Plant No.1isnot projected. Ferric has been incetltothe Potable water(city water),plant water(secondary effluent),and 1994,digesters far hydrogen sulfide control,replacing famous chloride since January reclaimed water(terUay effluent)are used at Plant No. 1. Potable 19�' water,plant water and reclaimed water are conveyed to various Other Assets: locations within Plant No.1 through three separate piping networks. r 1 Fiber Optic Backbone; City Water(Potable) 1 Plant Air, OCSD purchases potable water for Plant No.1 from the City of 1 Fire Warm: r Fountain Valley and uses it primarily for domestic service,steam boiler make-up,and polymer arising and dilution. The City Water 1 Plant Effluent Disinfection: Pump Station provides both Potable water and industrial water to 1 Compressed Natural Gas System; locations throughout Plant No.1. 1 Plant Natural Gas System; Plant Water 1 Tunnel System; Plant water is Plant No.1 secondary effluent fill through an-site 1 Plant Pipes. course filters(strainers)and disinfected with sodum hypochlonte. Plant water is used for activities that do not result in direct contact r with humans. At Plant No.1,plant water is supplied to hose bibs and pump seal water,filter press belt sprays,scum sprays,and grit washers. Plant water is also pipetl to provide backup service for central generation cooling loads. r Reclaimed Water OCSD uses reclaimed water from OCWO's Green Acres Project (GAP)for services that do not require the quality of potable water. In �. Plant No. 1,these services include central generator engines (cooling water),central generator absorption chillers(condenser water),pump seal water,scmbbers,and polymer carder water. Standby Power Generation r Standby generators are located at various locations throughout Plant No. i for emergency service. The Blower Building contains two 800 2.Demand Profile and Performance kW generators which provide backup power for the activated sludge process. Power Building 3A contains two 1,000 kW Caterpillar y diesel generators for Headworks Nos. 1 and 2,and bar screens. Table 1 Peak,Average and Standby Design Capacities Power Building 4 contains one 1000 kW Caterpillar diesel generator for the primary scrubbers,the warehouse,personnel and the System Design Capacity Actual maintenance shops. Power building 2 contains a 1g00kw diesel (Min,max,peak and/or Performance generator which has been decomissioned. Power Building Sub Systems) average) supports the primary clarifiers 6 to 31,and Power Building 8 supports Water System the trickling filter. Each have a standby generator. Potable Water Air—Break Tank 1@3,000 gal 1 @ 6,400 gal a. Potable Water Pumps 2 Q 25 hp,230 glean 3®30 hp, F 2®_7_hp, Standby Power Generators Slower Building(Installed 1976) 2®800 kWh r Power Builtling—2(Installed 1987) 1®1.000 kWh Power Building-3A(Installed 1987) 2®1,000 kWh Power Building-4(Installed 1987) 1@1,000 kWh 'r Power Building-7(installed 2004) 1 @ 1,500 kWh Power Building 4(installed 2005) 1@ 1.500 kWh N 020ge County Sdniarl on D evict-Aran Maoagemenl Plan 2008 37 r 3. Failure Mode 5. Current Program r study Table 2 Failure Summary TBA Process Area Rating Planning ses BA S D 2 y - u Oesign BConstrudion As rsil AM PI-76 Trickling Filter Rehabilitation and New Clarifiers Trickling Filler Plant 12B 2 2 1 3 3 This project removed the four existing trickling fillers at Plant No. 1 and replaces them with two new trickling filters and clarifiers.New facilities Activated Sludge Plant 12C, 2 3 3 4 2 were located in the same footprint as the existing trickling filters.The r 12D project also includetl a new power building to support the increased electrical demand;;two effluent lines including one to the GWR System Dissolved Air Flotation 121 3 3 3 4 2 inlet structure and one to the 66 inch interplant line;and several junction Thickeners structures to allow gexibility of now distribution r Secondary Clarifiers 12F 2 4 2- 4 2 PI-02 Activated Sludge Plant Rehabilitation 4 The purpose of We project is to ensure that the existing activated sludge Scale 1=Good 5=Failed plant can operate at its design capacity with a high degree of reliability. By r replacing equipment that has reached the end of its useful life and by restating the entire process facility,the District will be able to confidenlly 4. Key Issues for Further Investigation treat the amount of wastewater required by its permit-lees and those relying on supply of secontlary treated water. r Trickling Filter Plant P1.101 Sludge Dewatering and Odor Control Premature corrosion issues with seal water piping feeding sludge pumps. This project constructs primary sludge thickening facilities to improve solids handling capacity,replaces sludge dewatering facilities to replace aging ass handling and reduce biosolids handling and disposal,rehabilitates solids handling odor control equipment to replace aging equipment,and temporenly expands sludge dewatering facilities to accommodate 6. Investment Program temporary construction needs. Table 5-Year Summery PI-102 Now Secondary Treatment System at Plant No. I This pmjecl will construct 60 mgd of activated sludge secondary treatment facilities,including aeration basins,clarifiers,a blower building,a RASAVAS pump station.When complete,Plant 1 will be enabled to treat 100%of influent flows to full secondary standards by increasing secondary 7=11. � 717 NN treatment capacity by 6D mdg. Axii � 46.133 4.eB2 14,648 25,660 3.905 1135 Management Strategies 141,54T 9,013 2,60] -OCSD Strategic Plan 265.863 113,508 7.911 2,Ien An 100.050 "Engineering Master Plan T.Wl Cmtte 2009- iota- 2011- P»leoted data to 11 iz sal143,542 9,013 2,022 14,634 62,843 33,1r5d45.883 113,508 21.474 16.066 14.70 r Table 4 O&M Cost Summary ti Maintenance WS 365 596746�8. 14570Opemtlane 645 2,230 3Asz r Orange County Sanitation Dlddd-Asset Management Plan 2008 34 Asset System Summary—Plant 1 Solids 1.Asset Profile 2. Demand Profile and Performance Table 1 Peak, Average and Standby Design Capacities System Design Capaelty Actual _ �• r Sub Sys (s) (Min,max,peak Performance it andler average) skew Anaerobic Digesters I Tank Capaury I sea B (r Working Capacity without cone Digester Nos.7 and 8 2®20 00 of 207,711 d/ dQ 209.0 d 189.30D 7—.711 d yl� ` Digester Nos.9 and 10 2 @ 330,430 328,594 d/ .y a d285.000 of 285,DDO d see ^^' in r,.�kkrk en.r "A serua, IIpp��k=vo-n r Digester Nos.11-16(1 standby) 5®330A30 328.594 d/ n.�krw.z aa1p` _ vnr d285.000of 286,100of Digester Ges Compressors 2 G 1.550 chat ex ww dory 1 1,550 des duty 1standby 0 000 Interplant gas line 27,900 d @ 65 Pal (Out of Service) (max 70 psi) Anaerobic Digesters There are twelve digesters at Plant No.1. Six of these,Digester Waste Gas Flare 2 @ 750 Chat peak Nos. 11 to 16.were Constructed in 1992. During the 1996.97 update 1 standby fiscal year,five of the twelve digesters were used for stale i2ation. Sludge Dewataring and Belt es Digester Nos.5 and 6 are used as holding tanks for digested sludge Prase prior to sludge devealering. The anaerobic digei tanks options at similar ranges of primary Holding Tanks(Digesters Nos.5 1 @ 208.780 of 209.937 of sludge/fWAS combination percentages in the feed sludge and 6) 19D208,780or ... flovstream. All digesters operate with a primary sludge/NOAS (standby) mixture that is predominantly primary sludge. The operating Digester Sludge Transfer Pumps 2®800 gpm temperatures ere maintained in the range of 98-F to 100'F Sludge Feed Pumps 8®250 gpm The gas compressor building and the gas holder were completed in Belt Presses 8 st tin gpm co 1992. The gas hares were also nsirecled and placed in s iervice n 2 standby _ 1992. The flares are operational daily. Polymer Mix Tanks 2®B4ODD gel Belt Filter Press Devastating Facility err Sludge at Plant No. 1 is dewatered using four to all eight of the Polymer Mix Tanks 1®5,000 gal standby plants bell filler presses. There are two buildings,each housing four Polymer Transfer Pumps 1(M25 gpm bell filter presses. Devastating Building M was placed in service in 1 standby 1983.and Dewataring Building C was placed in service in 1988. The presses are fed a blend of digested primary and WAS from Digesters Odor Control Scrubbers 3 duty Nos.5 and 6,which serve as holding tanks for sludge from the other digesters. To enhance the dewatering process,cationic polymer is added to the sludge feed to flocculate solids and enhance Sludge Cake Handling Facilities dawalering. After dewalering,the sludge cake is transferred toAl storage bins prior to being loaded into books. Cake Transfer Sutton C 1 sta 2 s 24 y mr ea ndby Sludge Storage and Loading Facility Polymer Mix Tanks _ Devastated sludge is transported from Dewataring Buildings C and M to the cake storage facilities using conveyors and cake transfer Transfer Pumps 1 @ 25 giant duty Pumps. First.24-inch wide conveyors iranspori dawatered sludge 1®269pmslendby from the belt filler presses to the cake transfer pumps. Then. Schwing cake transfer pumps transfer the dewalered sludge cake to Sludge Cake Pumps ox any one of the four solids storage bins. The sludge cake weighs approximately 63 pounds per cubic foot. The cake is then pumped to Hoppers 4 tanks the buck-loading hopper prior to track pickup. The sludge storage and loading facilities were constructed in 1991. as as Orange County Senaatlon Dialect-All Management Plan 2008 35 3. Failure Mode 5.Current Program Study _Table 2 Failure Summary Research Project-AGF NFP upgrades The general purpose digester pilot plant research project is being evaluated to datennine if it will continue and if so the upgrades needed to meet NFPA 02D requirements and OCSD's design standards for wastewater treatment facilities. This pilot test facility Is the only one of its kind at OCSD and provides process evaluation capabilities that cannot be duplicated in the laboratory or with full-scale equipment. Planning _ Anaerobic Digesters(5.10) 15 B 4 4 3 5 3 TBA Anaerobic DigesteB(11-16) 15 C 2 4 3 4 3 Design and Construction Cake Loading 151 3 3 3 4 3 P1-f00-Sludge Digester Rehabilitation at Plant ass Pledge Dewatering end Bell 15 0,H 4 4 4 5 3 This protect reeplactmes Digesters 5 at Plant u including Press rehabilan ous other cement of associatedmechanical sludge pumping.heating, miscellaneous other sWCWraI,mechanical,electrical and control systems. Scale 1=Gootl,5=Failed This will provide reliability and treatment improvements,will restore lost capacity,and will allow the digesters to accommodate increased solids 4. Key Issues fOr FUrthOr Investigation loading resulting from other treatment improvements. PI-101 Sludge Dewatedng and Odor Control of Plant 1 *Anaerobic Digesters This project replaces existing sludge devastating systems and solids area Digesters No.T-10 are in need of rehabilitation. Automated controls oft control systems,and conslmcis sludge thickening facilities at Plant L including nehat ililationlreplacement of associated sludge pumping,cake wwwssswould also improve and simplify operation of digesters. Secondary conveyance,chemical feed,ventilation and miscallaneous other structural, treatment(P1-102)is leading to an increase of solids and slutlge, mechanical,electrical and wmrel systems .. Pl-106 Truck Wash and Dewefering Beds at Plant 1 Belt Filter Press Dawataring Facility This protect will relocate several sludge drying beds that are scheduled to be I Odom are an issue at these facilities, demolished as the District expands its secondary treatment capacity.The new drying beds will be located south of the existing drying beds, Sludge storage and Loading Facility This facility ely continue to allow Diem and local agency sewer Leaning The current biosolitls management strategy resells in the need for cake crews to safely tlispose of sand,grit and other material collected in the sewer rstorage when biosolitls cannot be applied to land, Primary calls movers system during cleaning operations.Without the drying beds,District and local agency staff will have to dump send,grit,and other debits into larger and pumps are obsolete. C2 is ready to fail,oil seal is ready to leak,and sewers for conveyance to the treatment plants. sawill constantly be leaking oil. P11-101A-Temporary Primary Sludge Diversion from Pi to P2 6. Investment Program The project will construct a primary sludge pipeline between the existing primary sludge lines(PS 1 and PS 2)to the interplant pipeline. Addidonally, re Plant 3 5-Year Summery a new fibers pipeline will be constructed to route 100%of the filtrate flows to Plant No.2 via the interplant pipeline. Management strategies -OCSD Strategic Plan P1-100 50,397 5,595 1,992 1.553 1,349 9.668 30.033 Engineering Master Plan P1-101 134,683 3,557 5,790 3,990 2,343 23,487 51,988 P1-11 4.361 294 303 3,150 514 Pi. Nor 101A Available Table4 Claim Cost Summary Maintenance 1029 1156 1371 1038 1109 Oparallana 39a8 5593 fi100 5818 7359 Orange County fianliallon Oland-Asset Management Plan Me 36 r Asset System Summary—Plant 1 Utilities 1. Asset Profile Chemical Facilities Writer System Chemicals are used throughout Plant No.1 to aid treatment performance and OCSD's Plant ND.1 requires an average daily demand of control odor. The chemicals used include hydrogen paroxide,caustic sotla, approximately 5]del of inylant water for domestic service water, island chloride,sodium hypochlotlle,polymer,and hydrochloric(murialic)acid. process water antl irrigation applications. The treatment The use of gaseous chlorine was discontinued in 1993,and the future use of _ requirements for in-plant water vary depending on the service. chlorine at Plant No.1 is not prolecletl. Fannie chl0ritle has been added ID the Potable water(city water),plant water(secondary effluent),and digesters for hydrogen sulfide control,replacing ferrous chloride since January reclaimed water(tertiary,effluent)are used at Plant No, 1. Potable 1994' water,plant water and reclaimed water are conveyed to various Other Assets'. locations within Plant No.1 through three separate piping networks. ON 1 Fiber Optic Backbone; City Water(Potable) 1 Plant Air: OCSD purchases Potable water for Plant No.i from the City of 1 Fire Alan, ass Valley and uses it primarily for domestic service,steam 1 Plant Effluent Disinfection; boiler make-up,and polymer mixing and dilution, The City Water Pump Station provides both potable water and industrial water to 1 Compressed Natural Gas System; locations throughout Plant No,1. 1 Plant Natural Gas System; Plant Water � 1 Tunnel System: Plant water is Plant No l secondary effluent Filtered through on-site 1 Plant Pipes. course filters(strainers)and disinfected with sodium hypochlo ite. Plant water is used for activities that do not result in direct Contact ass with humans. At Plant No. 1,plant water is supplied to hose bibs and pump seal water,filter press belt sprays,scum sprays,and grit washers. Plant water is also piped ID provide backup service for central generation cooling loads. Reclaimed Water OCSD uses reclaimed water from OCWD's Green Acres Facial (GAP)for services that do not require the quality of potable water. In ase Plant No.1,these services include central generator engines (cooling water),central generator absorption chillers(condenser _ water),pump seal water,scrubbers,and polymer canner water. I Standby Power Generation se Standby generators are located at various locations throughout Plant No.1 for emergency service. The Blower Building contains two 800 2.Demand Profile and Performance kW generators which provide backup power for the activated sludge Process. Power Building 3A contains two 1,000 kW Caterpillar diesel generators for Headworks Nos. 1 and 2,and bar screens. Table 1 Peak,Average and Standby Design Capacities Power Building 4 contains one 1000 kW Caterpillar diesel generator for the primary scrubbers,the warehouse,personnel and the System Design Capacity Actual maintenance shops. Power building 2 Pointers a 1000kw diesel Bub Systemic) (Min,max,peak anlllor Performance generator which has been decomissioned Power Builtling] average) supports the primary dial 6 to 31,and Power Building 8 supports Water System the trickling filler. Each have a standby generator. Potable Water Air-Break Tank 1Q3.000gaI 1®6.40D gal Potable Water Pumps 2a 25 hp,230 glare 3 @30 hp, 2@ 7_hp. Standby Power Generators Blower Building(Installed 1976) 2 C 80D kWh Power Building-2(installed 1987) 1C1.000 kWh Power Building-3A(installed 1987) 2@1.000 kWh Power Building-4(inatlled 1987) 1C1,000 kWh Power Building-7(Installed 2011 1® 1,500 kWh Power Building .8(insisted 2005) 1® 1.500 kWh I V bell County 5anibetion District-Asset Management Plan 2008 37 6r1 eas 3.Failure Mode 5.Current Program Tablet Failure Summary Study Potable Water Assessment Study Non This protect all develop and provide a hydraulic model,a hydraulic analysis. and assessment of the Plant 1 potable water systems. Based on the analyses,the project will update the Arelhow shape files(Piping Map)and 4 PBIDs of the Plant 1 Parable Water System and will recommend improvements required for the system. _ J-102 EmoldcaV Nesting Systems Master Plan This project will update the District's two recent master planning efforts,the Standby Power Generation head. 2 4 3 3 1- 19N Strategic Plan and the 2002 Interim Strategic Plan Update. The result 4 will determine future treatment facilities, Mosolids management options, water reclamation options,and an implementation plan for constructing these Chemical Facilities 4 2 4 4 3 facilities. as Odar Control 5 5 4- 4 3 Planning TEA 5 Design a construction Plant Natural Gas System 4 3 3 3 3 J.9}1A Standby Power and Reliability Modifications as Water System Reconfigures and increases the capacity of standby power systems at both a City 178 g13 2 treatment plants.corrects deficiencies by replacement of urkereaed equipment. a Plant 17C 3 P1.101 Sludge Dewatering and Odor control at Plant 1 Constructs primary sludge thickening facilities,replaces sludge devaluation, facilities,rehabilitates solids handling door control equipment,and 0 Reclaimed 4 temporanly expands sludge dewatenng facilities to accommodate temporary construction needs. Scale 1=Good,5=Failed Pt-111 Power Building 3A Load Project Ensure adequate standby generator capacity at the Plant No. 1,Power Building 3A 1PB-3A). An initial study effort needs to be conducted to 4.Key Issues for Further Investigation determine the best option.considering cost and reliability. P1.112 Plant Water System Rehabilitation at Plant No.1 This project will rehabilitate or replace deteriorating plant water ppe that is in Standby Power Generators need of replacement due to corosion. This includes the valves that have There are concerns abrul the Standby Generators reliability to Provide became unserviceable or have exceeded their useful lives. The project will backup to the Central Power Generation System, need to install temporary measures to ensure that the treatment plant maintains continuous operations during the repairs. Power Building 3a Capauty is under rated Currently being reviewed for aledncal capacity under P1-111 ass Management Strategies Chemical Facilities -DICED Strategic Plan -Engineering Master Plan 1 In general there is a concem over the remaining life span of all the 6.Investment Program 1 chemical storage tanks and they should the inspected Specifically. there is concern regarding the condition of the bulk cationic polymer Table 5-Year Summary tank and it being able to last until It is replaced under protect P1-101. Another concern is the bleach disinfection tank pressure regulator prior to the flow meter. It continues to gel clogged requiring the bypass of t Tom] Castle 2001- *dl. 2012- 'ei the flow meter until it is unclogged. And downstream of the chemical Prgede. dale me W his 1a storage facility another issue is We hardness of the water which sPects Bedgt the pH of the polymer when mixed logether. Jd3-tA P1-111 002 0 24 a32] M Odor Control 0 J-714 Supposed to rectify issues with call control -P1 112 3b39 Its all 2.320 464 �I Table 06M Cost Summery Water System There is a concern if a fire hydrant is opened on the moat side of the Plant it will reduce Me water pressure in the rest of the plant. Some ibelieve it may Wang In zero water pressure. A portable walar study a Maintenance 218 ea w 314 18] being performed that will review this issue. Opemiww I 853 I 1090 I 1205 I 1003 1099 Orange County Sari almn Dernd-Asset Management Plan 208 38 we Asset System Summary- Plant 1 Central Power Generation System 1.Asset Profile 2. Demand Profile and Performance Sunflower Gas Table 1 Peak, Average and Standby Design Capacities Pump Station Flares (3) Gas System Design C,peak Actual mmrpem wen presauro Compressor Bldg. (Min,max,peak antllor Performance b Plant No.2 oyaxw cos une Sub Syatemp) - average) nGen Central Power {���; Generators Generation System y l l l)�6 Generators 2 @ 2,500 kW duty as P exprad,2 lacers) 1 @ 2.500 kW Standby Engines 2 C 2,471 hp duty Central Power Generation System 1®2.471 by smndby e. OCSG operates a central power generation systems at Plant No.1 Bailer Circulation Pumps 1®0.25 hp.20 gpm (CGS No.1). CGS No. 1 consists of a dedicated power building that Primary Heat Loop Cliculali0n 2®Shp,450 gpm houses three 2.500 KW gas-fueled engine generators.The engines are Pump ists 12 cylinder,four stroke,turbo charged,inlercooled Casper Bessemer Waste Heat Exchanger Circulation 2®3 he 225 gpm Pumps model LSVB-I2-SGC reciprocating units which drive Ideal Electric Heal Reservoir Circulation Pumps 300.75 hp,150 arm 4 brand electrical generators at 12,670 Volts AC. CGS No.1 operates Auxiliary Weald Heat Loop Pumps 0®as hip.Tad ppm primarily on digester gas, Coding Plant Water Pumps 2a to no Condensate Pumps 2@0.6 no Submersible Sump Pumps 2QWhp Southern California Gas Company Cave Halverson 77(01 Line—Natural Gas u Southern California Edison- Cava Halverson 77(OBM) Electricity J{ I Waste Heal Recovery Units 27W pounds per Hour? S Deaeralor 1r Y 1 b L L r L Orange County sanitation Olstrict-Asset Management plan 2008 39 r as 3. Failure Mode 5. Current Program ass Table 2 Failure Summary Study TBA ass Planning TBA as Design a Construction Central Power Generation 18 3 2 3 4 4 J-107 Generator Bus Split Project at Plant No.1 end 2 ase This project is to split the existing Con-Gen generator bus Into MO and Scale=1 Good.5-Failed Install a tiebreaker between them. A single failure of the Con-Gen bus can cause the entire power system to fail and switchover to standby power. 4.Key Issues for Further Investigation This project will prevent single faults at the Can-Gen bus from causing large-scale power outages at either plant. Central Power Generation System J-79-1 Central Generation Automation A single failure of the Central Power Generation System bus can cause This project will replace the engine control systems(FT-100,FT-210)for _ the entire power system to fail and switch to standby power the Con-Gan Systems at Plants 1 and 2. The project will also provide The existing engine control systems are no longer manufactured or Improved electrical load management,operating communications between supported by the original equipment manufacturer and timely replacement Plants 1 and 2,and improved control of exhaust emissions. of parts is not reliable.The existing controls do not provide emissions monitoring feedback signals to the engines for the control of exhaust J-102 as emissions and does not effectively menage electrical loads.The anginas do not slarl,stop,or vary loads automatically and can fail when power is Pad of the Capital Facilities Master,will look at the gas collection and lost.(See Section 5:J-78n). distribution system. ass There needs to be more consideration of fuel cells and other lachmobgles J-109 for meeting existing and future regulatory requirements. This project will Improve the ill improve e e at recovery coaling system equipment Ebothplants.Itwill improve heel recovery from the the Generation Engines and ling s water consumption by replacing the .� 6.Investment Program existing once-Through cooling systems with a more efficient system. Table 5-Year Summary J37 This project performs a feasibllily study to determine what modifications and upgrades need to be done in order to bring the laboratory building up to current building codes. And determine the cost and feasibility of modifying several rooms within the laboratory. J-107 as J33-3 .Hen 20,332 2,e88 4,613 9,978 3,127 This project installs electrical power monitoring and control equipment at J-102 4400 3900 YJ0 300 300 Plant 1,which will protect the plants from power outage problems,and will reduce the recovery time when problems do occur. These systems will ats }10e DA04 IN IN Gel 4734 2=1 confinuously evaluate the power supply,and adjust the plant electrical systems to prevent power variations and outages from causing process J 17 417 2W IV failures. The new system will allow the operation of critical electrical equipment from a single location at Plant 1. J334 101899 2.614 M 6.084 2,333 J-0OB J-105 1752 412 2994 are This project rehabilitates the Interplant Gas Line. The line lrenapons J-7e 1 9.168 1 7.244 136 1788 digester gas between Reclamation Plant No.1 (Plant No.1)and Treatment Plant No,2(Plant No.2). A liner will be installed within the existing pipe to prolect the pipeline from corrosion,and to prevent future pipe failures, Table 4 O&M Cost Summary J-79 ass This project evaluated options for modification of Central Generation Facilities,at Plants 1 S 2,to meet air emission standards. The project scope includes a study to determine the impacts that new air quality O&M 1931 2544 330 1637 N14 regulations have on existing power generation systems and evaluates the as cost of upgrades necessary to meet the regulations. Management Strategies x� OCSD Strategic Plan and Engineering Master Plan Orange County sanitation DISMp-Asset Management Plan Noe 40 I This page is intentionally blank J(� W U li l� l� U O�erpe Caun:y Sa.W.l DmWd—Assetm n.ge. lPkn]OUB 41 1 1 1 1 1 1 1 1 I 1 1 1 1 1 1 1 l 1 78-hact � IDa""era»'"„*r Inter pplant Swenings h TmflOre, IP Landfill a (Raw Sews9elmn r Ire Iwnp Get to Print Na.t MbD -' 0 Lmtl011 and GAS ward beam.) .-...�,. I... X°e[M•veC h p �� LO AereIM Influent � � m *� Set Cnampem(8) .i Nebnrp B HPumpse(BIC I SWtlun Sveena (BI FrAtIry U. Plant Water OiNwip Pump Shemin um a D�'rnoumn Clain ; crrmrrn canPie. HeeRrmM1aB BOlinae Pnmary ' Anenon SewnEary q_- P pl1 Box y easue(S) Gunmen r 'silnwee G ' A-L _ Stan Ana River Dearlow(SARO) J ' I•� -OvBemi pona0l ? -.... ►Emar Prinn Arman Pum er J>rnr"rrW.u...rr..e '`• 9mkrurea H- E Simllnl Pump lS) ~ • •. . wee 1.wncllO�ull'Il �I un wmb• Clear n PPS < RNu ; Pmumpnl i L SNE Advertent IRAS); A. ; Mnevn _ _ _ _ '� � I7Epumpe FlereaalS) �'.•Drarilial, Cee�n eerrs '9na r•• t •• ���yJveim .• areFirm r Com Power y,m.vec - AB n r, GMention 5plam yaxl a e.., IS agew,wrereln 1� Gee ~ nw eve hOYlkll rnr.wNHe,P'ere.+ compresaar ** le.wrolopll w ...rvY,n'IC+iliwn►{Lull - Ble6. .... . ............... . ......c - ...----...------..-- ; ; auan Ounell rg�°e q f '^"^ - -Stream gP,�p°•° t Y;ri BaoNer SI¢YM M r e y PumptlNlon' - y y p.,ir„.. �1°ageww. C tI (ooes)San' i Q�� D.nr.•rry � '� 4 �' e a°r'rewe Slutlge vuw Ind, amm C.D.6J IJ Bgwwl Dgeabrs ra•m.ertr,a r,rrr.,aJer.e. r .'m - TmntNet(US) _J—� Hpying H, Stuart ~re ' Plant No.1 EJ0) an'Pnr.x.m... BNIF%er pb pee4 '%tatiMinadere0 Waele-A(WAS) praeyp115) Aken,(IMn SIPum(WAS) or rr • ilrlGnm(WFTe) pumps(B) ..8 J A ...... a r�""...,..,.v Ghee TerrNIN 1, LEGEND -----Alums Rpwing Sb11M Hcpprs A,O 8 Trudloenin9 �*Pled Influent SaIWe H poO.D PrimaryInflent y ChmeralArdlme Figure 5-4 Palmer Effluent — Fwl Nr SepnnaryEnluMl —�DiameterGee Process Flow Schematic WT9e¢r➢I_WT,I L—L' •�P'anlDia rge OCSD Treatment Plant No. 2 • • • • r,m reve,,ew ee. a.m.re,m..r rerr.nlzlvro Asset System Summary—Plant 2 Preliminary Treatment 1.Asset Profile Asset Profile(cont'd) V Grit System and Flow Splitting ?„:.RAP:. ■ From Primary Clanger Distribution Structure Bsere s C wastewater proceeds to PCBs -- -- D,E,F antl G. fed train Di Structure B serves PCBs H,I,J,K and a PCBs M,N, Val O,P and distribution are tur from Distribution Structure a Two of the pipelines to the crntlisurable. are adjustmewith flow meters,but those meters are currently inoperable. The akflow conditions,wastewater these gates iser frorm H periodically,net �...rc an a tlaily basis. Under peak flow conditions,wastewater from HB flows directly ' - to Primary Clarifier Distribution Structure A and bypasses the HC's grit chambers. - �.�, ♦+.? Splittar Be. -_ all The spider structure discharges to the PCBs D-G through a 72 inch-diameter pipeline and the PCBs H-L or M-0through a 90 inchAiameler pipelines to PCB t. +j H. Splitting is accomplished using the sluice gatessall- �1 2.Capacity Profile ass Table 1 Peak, Average and Standby Design Capacities system Design Capacity Actual .. Ber Screens Sub Systems) (Min,max,Peak andfor Performance average) Plant No.2 raw sewage is muted through magnetic flow meters and Hydrogen Peroxide then to the influent channel for the mechanicallycleaned bar screens Tanks at Headwork's C. This influent channel routes flow to five Individual __ ► bar amen channels containing automalicallycleaned screens Busham Pumps: 1 Q 0.5 his duty consisting of We-inch bars with one-inch openings. The bar screens 1 @ 0,5 hp standby are eight feel wide. Currently,one screen is maintained in standby. Max Flow:240 Spiel The automatic rake arm for each screen is activated by either Miller-Holder Pumps. 1 Q 0.5 hp duty differential level across the bars or a timer that automatically cleans 1 @ 0.5 hp standby the screen if the level sensor has not activated the rake arm within a Max Flow:500 d Interplant Pumps.2 Qtan b duty set time limit Screenings are deposited onto a conveyor belt that 1 ax Flo hp standby discharges to a hopper far off-site disposal, Max Flow:500 and r Headami B&C Area Site Pumps:2 duty 1 standby Headworks C(HC)are equipped with bar screens for gross solids Max Flow:500 qpcI removal,a pump station to lift flow to subsequent treatment Coast Pumps:1 Q 0.5 hp duty processes,and aerated grit chambers for removal of heavy t®0.5 IN,standby inorganics. Headworks B(HB)are equipped with a pump station Max Flow:WO upd only. The headworks are adjacent;wet wells are interconnected with Trunk Line Scrubbers 24,000 CFM duty a72-inch-diameter pipeline. 2-Caustic 24,000 CFM standby Wastewater that is not pumped by the HC pumps flaws through the Headworks B ass original HB screening structure to HB. It is then pumped from the HB Lift Sol 1 VFD and 2 Constant @ 400 wet well to the HB pump discharge channel. Normally,the (Influent Pumps) hp,40 mgd plus 1 standby wastewater flows to HC's grit chambers. Under peak wet weather Haadwods C conditions,however,wastewater bypasses the HC grit chambers and Uft Station 4VFD @ 400 hp,48 mgd goes directly to Primary Clarifier Distribution Structure A. (Influent Pumps) 4 Constant®450 hp,45 mgd Influent Pumping Bar Screens 5 units,Depth:8.7It Flow Is routed from the bar screen channels to the wet well of the HC 340 m d Grit System Influent Pump Station. This pump station peedcurrently pumps contains four Grit Chambers 8 ep h:120 ft w variable-speed pumps and lour constant speed pumps a s are Depth:duty R m automatically operated and varied in speed to maintain a set level in Grit Classifier 2 units duty the coal well.Pumps 2,4,a and a have variable speed Pumps No and �I pumps 1,3,5 and 7 have constant-speed doves. Pumps Nos.2 and Australian Bbwers 2 @ 100 hp,1,000 echo 4 were installed in 1989 under Job No.P2.37,and the remainder SpliBer Box 325 MGD were installed in 1996 under Job No.P2d2-1. HC has a total pumping capacity of 388 mgd at 35 feet Total Dynamic Head(TDH). Odor Control Facilities 1 @ 40,000 can duty HC currently pumps the majority of flow at Plant No.2. (Bleach) 1 @ 40,000 standby Grit System and Flow Splitting Foul Air Fens 1 ®40 hp duty 1 A 40 he standby The Influent Pump Station lifts careened Sewage to the influent Recirculation Pumps 4 @ 3 hp,350 gpm duty channel for eight aerated grit removal chambers. Effluent from these 4 0 3h ,30 gpmstantl chambers is collected in a channel and muted to Head works C Caustic Soda Feed 1 @ 30 gpn duty Splifter Be.A,B,and C. This splicer structure utilizes manually. Pump 1 @ 30 gpm standby operated sluice gales to proportion flow between Primary Cladfer as Distribution Structures A,B and C. Orange County S initaliw District-Asset Management Plan 2000 42 3. Failure Mode S. Current Program Table 2 Failure Summary Study TBA Rating - _ c �. Planning - o TBA u _ Design S Construction ID,w.-I.pure 20 5 3 4 5 4 � P246 Headworks Improvements at Plant No.2 20 B 5 3 4 5 4 This protect will replace the existing headwarks at Plant No.2 antl will 20 C 5 3 4 5 4 include the following components:influent diversion antl metering structure, ses stem 201 5 3 5 5 4 bar screens,Influent pump station,vortex grit chambers,primary influent aplifter and metering structure,ferric chloride feed facilities,heatlworks and Scale 1=Good.5=Failed Trunk line odor control facilities,screenings handling building(including Hycor ass washer/compactors),grit handling building(including cyclone classgiere), 4. Key Issues for Further Investigation electrical building,and standby Power. Maintaining infrastructure especially the pumps until the new heatlworks Many key components of the headworks facilities at Plant No.2 are old and comes on-line in 201D. are in need of replacement. Most of the gales are in need of replacement Diversion Structure and several have already failed. A metering and diversion structure is necessary to allow calibration and maintenance of the meters. The bar as There is a lack of adequate flow distribution at the diversion boxes screens and grit chambers are also Inefficient and grit screaninBs ere Be,Screens passing into the downstream processes causing increased O&M coins. Bar Screen No.21n HC has a broken gale that is in need of repair. Space within the existing heatlworks facility is very limited and modifications Two of the flow meters at the Distribution structures are inoperable and for rehabilitation would have been difficult or infeasible to implement. will be replaced in P2-66. Management Strategies Headworks B -Headworks B decision to not repair the pump was made on the bast Reduced pumping capacity this is due to B10 MSP out of service economic approach and risk to the plant leaving one VFD and 2 constants, � -Headworks C to be maintained to be 100%reliable at current levels till Heatlworks C demolished in 20N. Overall reliability Is a major Issue and presents a high business -OCSD Strategic Plan risk exposures to OCSD. -Engineennq Master Plan Grit System 6.Investment Program Grit blowers are in poor condition. The Grit lift area has leaks in the Table 3 5•Year Summary seams. a 2996 e a> P2E6 288,229 19,259 taste 36.896 B1,1B6 T1,353 Total Table 4 O&M Cost Summary eas Maintenance 191 223 319 316 292 Operation. 888 W 1 1051 1 1012 1 1168 et as Orange County Sanitation Card-Asset Management Plan 200 43 we Asset System Summary—Plant 2 Primary Treatment 1.Asset Profile 2. Demand Profile and Performance fig Table 1 Peak,Average and Standby Design Capacities_ u-z System Peak Design Capacity Actual r......•--•••-•� Sub Spiel Performance Cla 33% Primary Circular 0.G Clarifiers Basins(D thm Q) 14 Q 1.3]T mg, 12 mgd duty► �► ee Primary Primary Effluent Sludge Pumps 12(D.E.H,I.J, K.L,M,N.O, Oladfies Puma Sladon P.O)Q 25 hp 200 gpm as H-L (PEPS)(4) 2IF,G)Q 20 hp,200 gpm as standby as Scum Pumps T(DIE,PIG, K,UM,N/0, _ ______ ....... P/C)Q WOgpin gPm as Prime CI LJ elatam Collector Drives (1 w/each Dasin) 1.5 hp du Odor Control Fa ill Odor Control Scrubbers 5 Q 40,000 cen peak (North Scrubbers) 5 Q 21,000 chn 3 i 1 standby(one at each complex ass Foul Air Supply Fans 5 Q 100 hp peak 5Q 144 hp 1 standby Primary Clarifier Basins A Side Caustic Feed Pumps 8 Q 0.5 hp, 11.1 gph duty PCB A Side consists of PCBs D to G. Formerly,PCBs A,B and C, 6 standby which are rectangular basins,were used for primary clarification. All Sodium Hypochlente 1 tank-12,000 gal sludge withdrawal equipment has been removed,and the basins no Storage as longer act as daAflers but serve as emergency wat weather storage. Approximately 700,000 gallons of storage is available from these Hydrochloric Add Storage 4000 gal basins. PCBs D.E.F and G are circular basins. Tank All of the primary effluent from PCB A Side is normally muted to the Add Feed Pumps 1 Q 2 hp,30 gpm duty activated sludge plant. It is also passible to route the primary effluent 19 2 hp,30 gpm standby to Junction Box No.8,which can send flow to the Santa Ana River Sodium Hypochlorke Feed 1 Q 41 gph Overflow Weir(Sepal Pon 003),Ocean Oudall Booster Station Pumps i Q 41 gph standby - (COBS)or Effluent Pump Station Annex(EPSA). Sludge and scum Odor Control Scrubbers 3 Q 40,000 dm duty from PCB A Side is sent to the sludge digesters. (South Scrubbers) 1 standby as Primary Clarifier Basins B Side Foul Air Supply Fans d 0 15 hip.600 ghern PCB B Side consists of PCBs H to M. PCBs H to M consist of six Caus0c Feed Pumps 4 Q OS hp,11.1 gph dorycircular basins. PCB B Side receives wastewater from Primary d Q 0.5 hp,11.1 gph standby Clarifier Distribution Structure B. r Primary effluent from PCB B Side flows primarily to Junction Box A. Causticstoree 6,000 gal From Junction Box A,flow normally enters a 1084nch pipe running Hydrochloric Acid Storage 2,000 gal easterly,adjacent to COBS,to a junction box which splits the flow to Tank is 66-inch,and a 108-inch line into the COBS wet well and a 1a4- Acid Feed Pumps 2 Q 2 hp,30 gpm as inch to ESPA Under low flow conditions,flow is muted from the 108-inch line to the 54 inch PEPS influent line. Sludge and scum lealipmrSystere fmm PCB B Side are sent to the sludge digesters. Storage Tanks 2 Q 11.400 gal Primary Clarifier Basins C Side Mix Tanks 2Q2,54082,630 gal I. PCB C Side consists of PCBs M to Q. PCB C Side receives wastewater from Clarifier Damflaitlon Structure C discharges Into the Transfer Pumps 2Q 10 hp,25 gpm 108-inch primary effluent line. Primary Effluent Pump Station Feed Pumps 3 Q 3 hp,1-10 gpm duty i The PEPS lifts a potion of the primary effluent to a level that it can standby rss flow through the secondary treatment process by gravity. The Ferric Chloride remaining primary effluent flaws by gravity directly to GOBS.There Storage Tanks 2 Q 20,300 gal are four vertical mixed-flow type pumps. Pump No.1,2,3 and 4 are driven by electric motors with variable frequency drives, Each pump Feed Pumps 4 Q 2 hp,242 gph is identical in construction and has a nominal capacity of 50 mgtl at 4 Q 1 hp as(standby) 22 feet TDH. Primary Effluent Pump 4 Q 300 hp,50 mgtl Odor Control Facility Station OCSD has a comprehensive odor control philosophy Met consists of minimizing tie formation of odorous gases where possible and six containing,collecting,and treating the odorous gases when they do occur. Chemical pretreatment facilities are utilized to reduce the formation and evolution of hydrogen sulfitle(HzS)gas and other compounds associated with wastewater. Orange County Sanitation Distract-Asset Management Plan 2g00 44 r as Was 3.Failure Mode 5.Current Program Study Tablet Failure Summery TBA as Planning TBA Design a Construction r P2-80 Primary Treatment RehablRefurb This project replaces the existing sludge pumps with new sludge pumps and grinders in order to provide a more uniform sludge to the digesters, In Primary Clarifiers Side A 21C 4 3 5 addition,this project upgrades the scum system and provides for ass rehabilitation and refurbishment of the concrete and steel in the primary Primary Clarifiers Side B 21B 4 3 5 clarifiers. Primary Clarifiers Side C 21B 4 3 5 Primary Effluent Pump Management Strategies ,w Station 22B 2 2 -OCSD Strategic Plan Odor Control System 211, 4 4 -Engineering Master Plan as Scale 1=Gcod,5=Failed 4. Key Issues for Further Investigation Maintaining infrastructure until the new headworks comes on-line in 2010. Primary Clarifier Sides A.B aC The primary clarifiers are currently at capacity,with basins A.B S C used for stonnwater overflow and will be an issue during construction and startup of the new roadworks. Primary Clarifier Side A There is an Issue with distribution and should be rehabilitated. Odor Control Facility S.Investment Program as The current odor technology is 20 years old. Table 3 5-Year Summary es P2.80 37,2as 18,178 lease 5,685 Table 4 OSM Cost Summary Maintenance fits am 373 837 697 OpeaBane 1 3.401 3,103 2.872 2,802 2,463 _ Orange County Sanilallm District-Ansel Management Plan 2008 45 ass Asset System Summary—Plant 2 Secondary Treatment 1.Asset Profile 2. Demand Profile and Performance Pan]wmer Table 1 Peak,Average and Standby Design Capacities comp seam r System Design Capacity Actual subsysteri (Min,miss,Peak andlor Performance .. "Mgt) ,..... JA . x_. .MrActivated Slutlge Plant seeOxygen Reactors 8 @ 139,656 of,90 mgd totalOxygen Generation Units 1 @ 40.000 gal duty nerw 1 ai4 pesumodby Aerelore 32(4 per reactor) Iv`�vsnal2 @ 75 hp(per reactor) �.2 40 h er reactorAir Compressors 2 28,000 cfm11 28.000 cfm standby I e%A Secondary Clarifiers 12®182,250 of MOD duty W4 7 182,250 of MOD standby Waste Activated Sludge 5 760 gpm .}.................. ....... �1 PUMPS ,i East Secondary Sludge Pump, 1 @ 125 hp.10,625 glue y�-ijerrxr i j tj PAS 2@ 125 hp. 10,625 gpm as ! ,a, standb xn.Msm East Secondary Sludge Pump, 1 C 50 hp,1,400 gPm piTivairasysis WAS i®50 hp,1,400 gpm standby vam No I US) nmm..,... osmYro was eaa.alm West Secondary Sludge 1®125 his, 10,625 gpm r Nrfalami 5uey RAsl Pump,PAS 2®125 hp, 10.625 gpm mkrs.s lays ID 1 Powslal standby West Secondary Sludge i®50 hp,1,4D0 gpm Primary Effluent Pump Station(PEPS) Pump,WAS 1 ®50 hp,1,400 gpm standby as The PEPS lifts a portion of the primary effluent to a level that it can Channel Air Blowers 2®10 hp flow through the secondary treatment process by gravity. The Dissolved Air Flotation remaining primary,effluent flows by gravity directly to GOBS. The Thickeners EPSA pump station can be utilized as an alternative to the GOBS, e Activated Sludge Plant Thickeners 4®8.58 depth.556 dia The Activated Sludge(AS)Plant consists of eight pure-oxygen TWAS Pumps 8@250 gpm aeration basins,twelve secondary dangers,and two cryogenic Recycle Pumps 8®100 hp, 1,126 gpm ee oxygen generation plants. Each aeration basin contains four individual stages. Each stage contains one surface aerator for Alr Compressors 3 @ 20 hp mixing and mass transfer. In 1996,the P242-2 project extended the length of the secondary clarifiers from 171 feet to 225 feet. The 4.Key Issues for Further Investigation as quantity of flow receiving secondary treatment at Plant No.2 is a process flow decision based on effluent quality and the overall Primary Effluent Pump Station percentage of secondary treatment including the secondary No issues treatment from Plant No.1. Historically,the AS plant has successfully treated Bows ranging from 60 to 100 met and has Activated Sludge Plant(Aeration Basins) as provided 33 percent to 50 percent secondary treatment of the wastawater flow received at Plant No.2. The Cryo units at P2 are inoperable and would require significant refurbishment to bring to an operating status. The Cyro system is contracted out to Air Dissolved Air Flotation Thickeners Products. The activated sludge plants are currently being electrically rehabbed The DAF thickeners are operated to thicken WAS prior to anaerobic (see as digestion. There are four existing DAF's(A,B.C and D). Section 5:P2.74). Dissolved Air Flotation Thickeners DAFT units(A,B,C,and D)need rehabilitation after completion of new ass Headworks by 2012. The thickeners have major corrosion on the weirs,beeches, and rake aims. P2-89(see Section 5)may be adding an additional DAFT. All options are being evaluated. This needs to occur In line Min additional secondary treatment P2-90. There is a 12—14 year age difference between the RAFTS: RAFTS A,8 and C were constructed in 1978,whereas DAFT D was constructed in ass the early 1990s. Odor Control There are existing odor control issues and these will be addressed by P249. as r Orange Canty Sanitation District-Asset Management Plan 20M 46 3. Failure Mode S.Current Program Table 2 Failure Summary Study TBA Planning TBA "Sludge Design a Construction 22 2 P2-d-7 Secontlary Treatment Mon/fodng 4 Control System Upgrade (AeratonBasns) This project installs hardware and software necessary to upgrade the existing oxygen activated sludge process instrumentation and control Dissolved Air Flotation 221 4 4 4 4 4 1 system,et Plant 2. By utilizing current technology,the new software wall Thickeners allow operators improved access to process information. Secondary Clarifiers 22G 3 P2d4 Rehabilitation olAcf/vatetl S/utlpa Plantar Plant Not 22F This project rehabilitates secondary treatment facilities at Plant No.2 to provide reliable secondary treatment. This project includes replacement of Odor Cenral 22 4 4 4 4 4 ors major mechanical equipment items(gates,valves,operation,impeller blades,piping,etc.)that have begun to fail or are at the and of their useful Scale 1=Good,Wailed life,relines the large diameter pipes that convey wastewater to the activated sludge plant,adds odor control to the aeration basin sputter box,installs bleach pipelines and injection paints,and replaces and upgrades instrumentation and controls. .� P2.90 Trickling Fllfers at Plant No.2 This project expands secondary treatment facilities at Treatment Plant No.2 (Plant No.2)to meat secondary treatment standards by increasing secondary treatment capacity by 60 MGD. This project includes construction 6.Investment Program of three tddiing filters,a saiids confect basin,and six clarifiers for additional secondary treatment capacity of 60 MGD at Plant No.2. This project is part Table 3 5-Year Summary of the Secondary Standards Program. The tricking filler/solids contact process was chosen after preliminary design as the most cost effective process to achieve secondary standards at Plant No,2. Two Secondary Expansion Consent Decree dates have been established for this project in 2009 and 2011 with parishes of up to$27,000 per day,if the deadlines are net met. P2-]4 16,401 18,240 161 Management Strategies P2-90 221,182 51.979 73.660 S6,Br2 31M 431 -OCSO Strategic Plan -Engineering Master Plan Table 4 OSM Cost Summary Maintenance 332 410 30 Me 01 Operations 1 976 1 1.06? 1 IA13 I 1.743 1 1.610 _ Orange County Sanitano District-Asset Management Plan 20M 47 Asset System Summary—Plant 2 Solids 1. Asset Profile 2.Demand Profile and Performance Table 1 Peak, Average and Standby Design Capacities System Desi(Min, Capacity Actual r L swcae Sub Systemis) (Mtn, as,peak and/or Performance cNaamn avenge) n Dii-tn I L-M. agnuia Anaerobic Digesters ego ,,,0 1 14 p.-T._I= - C.D, servicersA88(outof 190.800 of peak Rosw,1�1 service) 190.800 of average Digesters C,D.E,F.G,H 167.552 of with cone 145.770 D.F,G)and cawau.W., 140,74444IS,H)of V mio Ncppe q e Digesters L,M.T 145.770 of with gone aeree c,o �a T^+.I^aalro 145,770 of waking volume _ 2 duty 1 standby r Digesters P,0,R.S 293,660 of with gone 259,639 of cylinder volume Anaerobic Digesters 251,111 of waking volume — There are eighteen tligesters at Plant No.2. Digesters I,J,and K are 3 duty used as holding tanks for digested sludge prior to sludge dewatedng. 1 standby The ensemble digestion tanks operate at different ranges of primary sludge/1WAS gombination percentages in the feed sludge Digester Gas Storage High Pressure:51,000 of r gowstream. During the 1996-97 fiscal year.Digesters A and B were Low Pressure:25.000 of out of service. Digester Gas Compressors 3 @ 330 hp, 1,550 she peak At Plant No.2,all the digesters receive a mixture of primary sludge Waste Gas Flares 3®1,550 chn peak �. and TWAS. Operating temperatures are maintained in the range of 3 @ 7%chn average g8°F to 100°F. A current project will allow blended primary Sludge Dewalering and sludgerfWAS to be fed to any digester from a common feed system. Belt Press A current project P2-91 will allow blended primary sludge to be fed to Holding Tanks(I,J.K.N. 166,630 of as g.J.K) r the digesters from a common feed system. Currently,Digesters A O) 166,680 of as(N,0) and B are not considered operating or holding type digesters, Digester Sludge Transfer 3 Q 15,hp 1,600 gpm peak Belt Filter Press Dewalering Facility Pumps 3®15 no,1,400 gpm average At Plant No.2,there are fifteen belt filter presses located in the Sludge Fired Pumps 15 @ 25 hp,250 gpm peak Dewatering Building. Sludge Grinders 3 @ 5 hp peak Sludge Storage and Loading Facility Bell Presses 15 @ 120 gpm average _ A new Solids Storage and Truck Loading Facility at Plant No.2 wee completed at the end of 2006. The newly contracted facility Polymer Storage Tanks consists of two circular storage bins(each with 600 cubic yards of Polymer Mix Tanks capacity)and four sludge cake pumps that convey biosolids from the Dewalering Building to the new track loading facility, Polymer Transfer Pumps r Odor Control Scrubbers C, 3 @ 37,375 cfm am of service D.J,K 4. Key Issues for Further Investigation — Anaerobic Digesters There are currently pieces of liner going through the C and D pumps. Ira As long as P2-91-1 (see Section 5)happens,there should be no problem. Automated controls can improve and simplify operation of the digesters. Belt Filler Press Dewalering Facility r This facility Is old and replacement pens may be difficult to obtain in the future. Gas Driers Frequent breakdowns and requires rehab, r r Orange County SanOMlan District-Asset Management Plan 100E 48 _ 3. Failure Mods 5. Current Program Table 2 Failure Summary Study TBA Planning TBA Design S Construction se Pi Rehabilitation of Solids Storage Silos C S D at P2 This project rehabilitates the two existing sludge cake storage hoppers at Plant No.2 to provide additional solids handling capacity,and rehabilitates Anaerobic Digeatm P5C and upgrades the dissolved air Itudis ion(DAF)sludge thickeners. This protect is required for the Trickling Filters at Plant No.2.Job No.P2-90. C,D 4 4 3 2 3 P2-91 Plant No.2 Primary Sludge Feed System Project E.H 2 3 3 3 3 This project provides piping at Plant No.2 to interconnect the primary sludge systems antl digesters feed system. so . F.G 1 2 2 2 2 At Plant No.2,there are three groups of clarifiers. Each group,celled a bank is directly connected to a small group of digesters. Currently,there are • L 2 4 4 3 4 no provisions to feed sludge from one bank of clarifiers to the other banks of digesters. Moreover,during maintenance and repairs the banks limit the • M,N,O 2 4 4 3 4 amount of treatment plant capacity because the digester banks can become ass overloaded. This projeclwfll install piping to route primary sludge from any • T 2 3 3 3 3 clarifier bank to another digester bank. • P.O,R.5 2 3 3 9 3 P2-91-1 Digester Rehabilitation of Plant No.2 This project rehabilitates digester facilities at Plant No.2 to replace is, Sludge Dewataring and Belt aging equipment,Increase operational flexibility,and restore solids Press 25 3 3 3 2 3 handling capacity. This includes Digesters C,D.E,F,G.H.P,D.R,S and T Cake Transfer Station 25 1 1 d 4 d The scope includes:digester cleaning;lining of the digester walls; Cake Loading 25 2 1 1 1 1 replacement of ferric chloride lines,steam system,hot water system,view ports,access covers,and(lame arresters;and addition of digester feed flow Odor Control 251 3 meters,digester feed piping,in-line grinder pumps,and automated controls, 3 3 3 3 This project Is needed in order to handle the additional solids produced by Storage(C S D hoppers) 25J 2 1 1 1 1 the Trickling Fillers at Plant No.2,Job No.P2-90. Additional solids handling _ capacity will be needed at Plant No.2 to accommodate the increased sludge Boilers 25F 3 volumes from expanded secondary treatment operations. 3 4 3 3 Pi Sludge Dowafering and Odor Control of Plant Gas Compressor Building 25E 2 2 2 2 2 This project constructs primary sludge thickening facilities to improve solids _ handling capacity,replaces sludge tlewatering facilities to replace aging Scale=1 Good,5=Failed equipment and reduce Bicsolids handling and disposal,rehabilitates solids handling odor control equipment to replace aging equipment,and temporarily amends sludge dewalering facilities to accommodate temporary 6. Investment Strata construction needs. This project will handle Me additional solids produced 9Y by the Trickling Filters at Plant No.2,Job No.P241). Table 5-Year Summary Management Strategies -OCSD Strategic Plan -Engineering Master Plan P240 — "� P249 73,020 457 1,741 1.983 1.051 1,000 P241 25.788 9,527 12,441 3,798 P2.91-1 38,398 731 52 295 P242 511895 0 258 37D 1,184 Table O&M Cost Summary MSNwnsna 832 1,142 1.257 I.Im 1,800 Opetlbns 5.238 1 5,835 1 7,450 1 111 91 Orange County Sanitation Dlstdd-Asses Management Plan 2008 49 ass Asset System Summary-Plant 2 Utilities 1.Asset Profile 2.Demand Profile and Performance .. Water System City Water(Potable) Table 1 Peak, Average and Standby Design Capacities Plant Water System Design capacity Actual se (Min,max,peak antllor Performance Reclaimed Water Sub S Ystem(s) average) Standby Power Generation Standby Power Chemical Facilities Generators e" Fiber Optic Backbone Power Building'C' 2@1,OD0W Plant Air Power Buikling'D' 1@i,00D kW Fire Alarm Combustion Turbine 4 @ 80D kW r Generator Building Plant Effluent Disinfection EPSA SPF 4@2,000 ON as Compressed Natural Gas System r Plant Natural Gas System Tunnel System Plant Pipes b 3.Failure Mode ` Table 2 Failure Summary Ya Witter System r City Water(Potable) 27 B 2 1 Plant Water 27 C 14 4 4 4 4 a Reclaimed!Water(GAP) 3 Standby Power Generation 28 2 Chemical Facilities 2-4 Plant Air 27 E 2 Fire Alarm 27 F S r Plant Ef0uent Disinfection 27 G 3 Plant Natural Gas System 27 K 2 3 3 2 2 ` Tunnel System 27 L 3 Plant Pipes 27Z 14 Scale 1=Good,5=Failed y Yss err Orange County Sanitation District-Meet Management Plan 2008 50 4. Key Issues for Further Investigation 5.Current Program Chemical Facilities Study Area 21 has major issues. Project eOB-12B Plant Water Piping Rehab at Plant a2 Fire Alarm A business risk model has been completed for the Plant Water Piping. The alarms need to be bxed since it is no operable(may Possibly be a Pipelines identify having a high likely hood and consequence were selected for programming issue) replacement since they present a high business risk exposure to OCSD. Tunnel System Planning TBA Area 23 tans do not run anymore,which may be due to a maintenance issue. Design&Construction Plant Pipes J-33-1A Standby Power and Reliability Modifications Decommissioned pipes in tunnels require removal to more efficiently Thisproject reconh es and Increases the cif of standby er systems utilize tunnel space. Plant pipes in general need a corrosion gun pa y y pow y assessment to determine any repels that are needed at both[moment plants and CORects deficiencies,within several major switchgear assemblies and motor control centers by replacement of _ City Water Pipes undersized equipment. Pipelines require corrosion assessment. Asa standby backup t0 power from CenGen and the utility,the District uses Chemical Facilities diesel-fueled engine-generators fa rnOcal loads throughout the treatmerN C Headwmks Fenic Chloride system needs to be maintained until facilities.In order to increase the reliability and capacity of standby power replaced under P2-66(2012). systems,this project implements recommendation of multiple studies regarding standby power needs,completed in 199E and later. Digester Femc Chloride system requires rehab or replacemenl P2.101 Plant Water System Rehabilitation at Plant No.2 Primary Basin Polymer System requires rehab or replacement. If was This project rill rehabilitate or replace deteriorating plant water pipe that is in scheduled under P2-430 however it may have been removed I need of replacement due to corrosion. This includes the valves that have rescheduled. become unserviceable or have exceeded their useful lives. Thepmjectwill need to install temporary measures to ensure that the treatment plant maintains continuous operations during the repairs. Management Strategies OCSD Strategic Plan -Engineering Master Plan 6.Investment Strategy Table 3 5-Year Summary Ja}1A P1.101 4.10 0 1H BB9 2.fi95 550 Table4 O&M Cost Summary Meabllatm OE2 519 m 443 471 OperseUru 1 4.OZB 1 E,M 1 4.01 SA52 E.531 Orange County Sanitation Donid-Asset Management Plan 2000 57 Asset System Summary—Plant 2 Central Power Generation System 1.Asset Profile 2. Demand Profile and Performance Gas Table 1 Peak, Average and Standby Design Capacities Central Power Flares(3) Generation System System Design Capacity Actual (5 engines.5 bailers. sub Systems) (Min,max,peek andfor Performance I steam N2ine) Gas average) Interalenl High Pressure * COmpras50r Generators Dgesier Gas lima hwo. Bldg' Generators 5@3.000kW ea Plant 1 torn nfeen1oef ~— (including standby) Engines - - 5@4.166 hp Cooling Plant Water Pumps 2 @ 100 hp,2,260 giant r Condensate Pumps 2 @ 1.6 hp,40 gain Central Power Generation System(CGS) 2 @ 10 hp,400 gp Submersible Sump Pumps CGS No.2 consists of dedicated Power Building that houses five 2@7.5 hp,40 gain r 3,000 kW gas-fueled engine generators and a single 1,000 kW steam Boiler Circulation Pumps turbine generator. The engines are 16 cylinders,four stroke,tuNc Primary Heat Loop Circulation 2 @ 30 hp.1,050 gpm charged,intercooled Cooper Bessemer model LSVB-I6-SGC Pumps r 2 @70 hp,450 gain reciprocating units,which drive Ideal Electric brand electrical generators Waste Meal Exchanger Circ. at 12,470 Volts AC. The steam turbine,which is powered by thermal Pumps 280 gainenergy captured from the waste heat of the engine generators.also Heat Reservoir Ciro.Pump 5 @ 10 hp, r generates at 12,500 Volts AC. In addition,the plant produces useful Auxiliary Waste Heat Loop 5 @ 5 hp,280 gpm process heat,although not required!to do so,as Is the use for Plant Pumps No. 1. CGS Noe.1 and 2 are each classifred as a'Small Power Gas Compressor Building 1 @ 1,00 kW r Production Facility,"which is a qualifying facility under PURPA (trailer mounted) regulations. To qualify for this'Small Power Production Facility' classification,the plant must utilize a renewable fuel,such as digester a� gas for a minimum of 75 percent of the total energy input. Priorities are to bum digester gas and previde heat for digesters. _ During peak season(June to October,12 pm-6 pm),the generators need to provide power or import extensive electricity. Impeding power the rest of the year Is not a priority. Demand Is driven by regulations. r ass Roo r r Orange County Semicolon Dislad-Asset Management Plan 2008 52 as 3.Failure Mode 5.Current Program Tabla2 Failure Summary Study res TBA "31 Planning — TBA Genteel Poser Genera Scale 1eGood.5=Seale Design a Construction 4. Key Issues for Further Investigation J-107 Generator Bus Split Project at Plant No. l add This project Is to split the existing Can-Gen generator bus into Iwo and Central Paver Gsrleration System install a lie breaker between them.An earlier J-25-4 Electrical Paver A single failure of the Central Power Generation System can cause me System studies project evaluated the plant system as of Ill12000 and entire power system W lail and switch to Standby power recommended the split to improve the plant electrical power supply A bl of aurdliary equipment is failing(technology S more than 10 years reliability and Availability. old),which is being handled case by case. A single failure of the Cen-Gen bus can cause the entire power system to Air filtration system replacement Items due to corrosion fail and svitchover to standby power.This project will prevent single faults a1 the Can-Gen bus hour causing large scale power outages a1 either • Air Louvers plant. Air Filtration system JO9.1 Central Generation Automation we Supply fan blowers and housing This project will replace the engine control systems(FT-100.FT-210)for Sled Air Compresses will require replacement.which is planned under the Cen-Gen systems at Plants 1 and 2.The project will also provide project g SP-34 unproved electrical lead management,operating communications between Plants 1 and 2,and improved control of exhaust emissions. 6. Investment Strategy The existing engine centralm systems are no longer manufactured or supported by the original equipment manufacturer and timely replacement Table 3 5-Year Summary of pads is not reliable.The meeting contacts do not pacyide emissions monitoring feed back signals to the engines for the control of exhaust emissions.The existing control system does not effectively manage we eIbAncal bads.The engines do not slaty,slop,or vary loads automatically 110r and can fail when power is last.The new system will provide automatic 1Ml 20.832 1 2,888 1 4.513 9.920 3.121 start,slop,and Icad management capability,as well as emissions motaonng feedback signals fa exhaust emissions control. Table4 OBM Cost Summary Management Strategies wes -OCSD Strategic Plan -Engineering Master Plan Melnieriatse 1A98 1.4134 2.3a5 2A87 3.157 � a0perabu we we will Oaye County Sammiaon Doi-Asset Management Plan 2888 53 r Asset System Summary—Plant 2 Ocean Outfall System 1. Asset Profile Asset Profile(cori ______ Santa Ana Rive.ovemow lsnBol Santa Ana River Overflow Weirs ^r-- -----►(amelr cam This discharge port consists of hwn overflow points into the Santa Ana River ii 1 t -►Emarggee and it is for use only in extreme emergencies. One of the overflow points is y 78-inch Outten located at the termination structure upstream of the Foster Pump Station. kar Effluent ,,ivo t (scowl npe rox1 The structure consists of a 50-foot long overflow weir at an elevation of 10.25 • Pump feet. Treated wastewater passing over this weir then enters two 604nch bn : a" 'v` eo.e ! ex pipes that pass through the levee into the Santa Ana River. Flap gates are "as Was I RPSA)l . installed on these overflow lines to prevent flood waters from the river from as _ m backilowing into the output system. The other overflow point is located in the GOBS wet wall. This 50-fam long u�t e�lini,� iw� overflow weir is at an elevation of 10,25 feet and discharges into two 72-inch - 130-Inch Ouuall pipes to the river. As with the other overflow weir,there are flap gates � mww Pen on, installed on these pipes. Oman outall Una e' The combined overflow capacity of both weirs is approximately 270 mgtl and a: noosmr station (OOBS)Is apron under high flow conditions in the Santa Ana River,it is passible that the t 55•yl water elevation in the river would Prevent discharge from these overflow sa 8:i0 weirs without pumping. Trunxline Interisland (from Phan No.1 EJB) xxx Effluent Discharge Facilities Treated effluent from OCSD's Plant Nos.1 and 2 is discharged to the 2. Demand Profile and Performance Pacific Ocean. There are two booster pump stations that pump a mixture of primary and secondary effluent to ham ocean curtails(120-inch and 78- Tablet Peak,Average and Standby Design inch). In addition to the two ootalls,there are two overflow weirs at Plant No.2 that discharge into the Santa Ana River Capacities Pumping Facilities system Design capacity Actual as Ocean Outfall Booster Station Sub Systam(s) (Mena max,peak and/or Performance GOBS was constructed in 1989. The pump station contains five 544nch average) dry pit pumps and 2,625 horsepower electric motors with variable Ocean Outfall 120'Pipe @ 4800 mgtl frequency drives, With one pump in standby,the pump station has a rated 78'Pipe @ 245 mgd as of 480 mild.GOBS is the lead pump station,pumping mixed standby effluent to the curtails. Three of Me five pumps are presently used to Oman Outfall Booster 4 @ 120 mgd pump the 240 mgd average daily flow. Station 1@ 120 mgd standby Surge Towers Foster Pump Station 4@72.5mgd standby There are two surge towers located between the booster pump stations and the omen outails. Surge Tower No.1 serves the 78-inch cutall and Surge Tower No.2 serves the 120-inch cutall.Surge Tower No. 1 (constructed in 1998)has an internal diameter of 26 feet and a crest 3.Failure Mode elevation of 98 feet. This lower gives OCSD increased flexibility in deacharging effluent to the 120-inch and 781 outfalls.Surge Tower No. Table 2 Fellum Summary 2 has an internal diameter of 26 feet and a crest elevation of 88 feet. It is located in-line on the 1204irch curtail. A new staircase has been installed r and future work will increase the crest elevation to 98 feet. Ocean Outfall .: o ' l 1204nch Outfall - - - n •a The NPDES Permit designates the 1204nch outall as Discharge Serial - v o n c o m a Number 001. Discharge Serial Number 001 is the only regulatlyused - � u.. �-��-� .� discharge location and consists of approximately 21,400 feet of 120-inch 78 Ocean 0 Mall Pipel diameter reinforced concrete pipe,plus a downstream 6,000 fmt-Iong Surge Towi 24J 3 2 2 2 2 L diffuser section.The diffuser section itself ranges in size from 120 inches to 72 inches in diameter and is at an average depth of 183 feet. At high 120"Oman Outfall Pipel tide,the outall has a rated capacity of 480 mgd. Surge Tower N2 24 J 3 2 2 2 2 4- 78rainch Outfall Ocean Outfall Booster Station 24G 3 2 2 2 2 F The NPDES Permit designates the 784nch outall as Discharge Sense Number 002. This outall was the primary discharge point poor to Santo Ana River Overflow construction of the 120-inch outall in 1971. This outful has been used system 24 G 2 2 2 2 2 once(in 2006)since the 12Omch outall was placed in service,and its YII designation has been revised to emergency use only. The 78-inch anthill EPSA(Effluent Pump Station 24 H 2 3 3 2 1 consists of approximately TOM feet of 78-inch diameter pipe with a 1,000- Annex) foot long diflumr section. It diwharges at an average depth of 65 Feet below mean sea level. The capacity of this buffer is approximately 245 Scale 1=Good 5=Failed L mind Orange County Sanitation District-Asset Management Plan 2008 54 ! _ 4.Key Issues for Further Investigation 5.Current Program Ocean Oueall Booster Station Study Several pieces major of a J-99 OOBS Rehabilitation Auessment Study j pi equipment are becoming obsolete inGuOing the This study will identity,the current condition of the Ocean Oulfall Booster pump drives and electrical controls. Parts and technical support for Station(OOSS)and any necessary capital upgrades to the station to Me existing equipment are becoming increasingly difficult to retain. maintain continued operation of the facility. This study will also investigate and identify corrosion and the probability of failures and risks associated with There are internal coating issues for the 120 inch ouffall line from the larger pumping station repairs.It is aMidpate l that any recommended GOBS discharge header to surge raver ll2. improvement smuld be scheduled after the construction of the standby ocean pumping annex. Planning TBA Design It Construction J47 Peak Flow Mar agemenf This project installs additional wastewater storage at Plant 2 to improve the District's effective peak hydraulic capacity.An initial study was conducted and design of the improvements listed below was completed in Feb 2004. Consbttdion of these facilities will be completed by June 2005. 1 Modification to Effluent Junction Box control valves at Plant 1: 1 Installation of secondary datifier itiel gate controls at Plant 1: 1 Installation of Ocean Oudall Buster Station adjustable weir gale at Plant 2, _ 1 Installation of de,vatmng pumps at Beane A,B,and C at Plant 2.and 1 Modifications to Primary Clanfiers Distribution Box A at Plant 2. The Identifietl improvements are required in order for operations staff to better manage influent peak flows exceeding me rated capacity of the 120- inch ocean ouffall.The recommendetl improvements will reduce the polemal for discharging flows through the emergency(7&inch)ocean ouffall and/or to 6.Investment Program the Santa Ana River. Table 3 5-Year Summary Management Strategies I - — ' -- -OCSO Strategic Plan Investment Total Costlo 200a-09 3009 20ID (000.1 Projected date 1 tt -Engineering Master Plan 1�62 199 Table 4 O&M Cost Summary r Melntererr® a] SO 238 Ste 249 paibm o 451 310 48 219 m r Orange Coumy Sanitation District-Asset Management Plan 2006 55 L L L 5.2.5 Future Asset Summary Development L It is recommended that the current Asset Strategies continue to be maintained and developed over the coming years by the asset management program coordinator. It is envisioned that the following Asset Summaries will be developed for OSCD assets with assistance from various O&M divisions. t Collection System: L • Gravity Sewer Lines • Force Main Lines Lr • Pump Stations r Facilities: • Stationary Assets L' • Mobile Assets Future development of the Completed asset summaries will be achieved through building these summaries L electronically,and linking them to detailed asset management plans for each asset summary with additional asset data. L Future development of the asset summaries will be based on further Development of the following plans. It is expected that these plans will be developed as support documents to the Asset Management Plan. It Is noted that Engineering Planning is at the stage of building Strategic Asset Management Plans to support L each of the asset summaries. Standard Operating Procedures Plan L The Standard Operation Procedures are the regular,ongoing day-to-day operation guidelines Ideally developed during design and commissioning, and updated by the operators of the plants, pump stations and collection system diversion system.Resource constraints exist at this time. L Routine Maintenance Plan Routine maintenance is the regular,ongoing,day-to-day work that is necessary to keep assets operating, L Including those Instances where portions of the assets fail and need immediate repair to make the asset operational again.This includes predictive(PdM),preventive(PM_,and corrective maintenance(CM)tasks by staff or contractors. I, Maintenance Plan(planned and unplanned); L Trends(i.e.spending,complaints)and issues; Current and past levels of service(records of failures);and L Maintenance decision-making process(planned and unplanned). r Standards and Specifications y Defined materials, methods, service standards to meet required levels of service;and L orange County Sanieellon elWN—Asset Management Plan 2008 L r r r Risks associated with alternative standards. r P Summary of Future Costs Forecast of planned and unplanned maintenance work and costs; r Note any maintenance deferred and associated risk;and Outline how operations and maintenance will be funded. Rehabilltation/Replacement Plan r Rehabilitation and replacement does not increase the asset's design capacity but restores,rehabilitates or replaces an existing asset to near its original capacity. Capital funds may be used in some cases based on r Finance Department criteria. Construction over and above restoring an asset to original capacity is new capital expenditure. i Renewal Plan `r Show how replacements/renewals are identified and to what standards they are replaced(i.e. modes of failure,options for treatment, risk); r End of life projections to remove and dispose of an asset no longer needed; and Renewal decision-making process for assets that must continue to exist. II Renewal Standards `I Define materials,methods,service standards to meet required levels of service;and Risks associated with alternative standards. er r Summary of Future Costs Forecast program of replacements and cost; Cash flow forecast of costs; r Note any renewals that are deferred; Business Risk Exposure analysis(i.e. risks and long-teml effects of deferral); and r Identify how replacements will be funded. Creation/Acquisition/Augmentation Plan New works are those works also called Capital Improvement Projects(CIP),which create a new asset that did not previously exist,or works that upgrade or improve an existing asset beyond its existing capacity. They may result from growth,social,or environmental needs. Assets may be acquired at no direct cost to .I OCSD if"gifted"by others. r Selection Criteria .d Formal procedure to rank asset creationlacquisition projects. r Standards and Specifications Define materials, methods,design standards to meet levels of service;and aeW Risks associated with alternatives, r OmWe Co mly sanitation Dlsttld-Ansel Management Plan 3008 57 Ir last L L i Summary of Future Costs Future needs for acquisition and/or purchase of assets based on demand forecasts; Li Resulting cash Flow forecast;and Identify how new assets will be funded. L Currently the Strategic Plan Update is the key document for the collection system.In 2006/07, a strategic plan was built for the plants. l Disposal Plan u Disposal is any of the activities associated with disposal of a decommissioned asset,including sale, demolition or relocation.To date, OCSD has disposed of very few assets. LI s Forecast future disposal of assets Including liming and costs. 5.3 Full Economic Cost of Infrastructure Service Delivery L Currently this section is a placehokler to address the full economic cost of service. In future Asset Summaries, it is planned to start the process of including a Il/e cycle asset management section relating to V the key asset types and key system groups. This section discusses best appropriate practices with regards to the full economic cost of infrastructure service delivery. L 5.3.1 Introduction All owners of infrastructure need to understand the"true"economic cost of their infrastructure assets. Understanding the bottom line or the point at which the assets become noneconomic to own and operate is y important. This Is one of the Identified failure modes for an asset. This section of the report outlines the latest approaches in this area. It is intended that OCSD will transition to report cost of service in this manner over the next four years. It will L not displace the current cash or accounting processes but will provide management with another source of information useful in optimized decision making. L There are different costs that occur In each phase of an asset's life. Depending on the level of service Intended, It Is possible to provide service at vastly different cost levels. I Too often In the past OCSD has focused solely on the initial capital costs of creation and acquisition. For 41 some short-lived or dynamic assets,recurrent expenditures for the operations and maintenance of assets represent a significant proportion of the total life cycle costs of these assets. L It is important to be able to attribute the costs to each phase in an asset's life cycle so that the total life cycle costs(or total cost of ownership)can be established to enable better decision-making by management. L 5.3.2 Cost Elements The cost of infrastructure asset services Is quite complex and it is vital to understand not only the current costs but also the long-term life cycle coats and the current position of the asset In the asset life cycle as L. shown in the following Figure 5-3. V Omnge County Senitsllon Distdot—Meet Management Plan 4008 58 {Ittl r r r Figure 5-3 Life Cycle Costs r CI STS rA CUMU2FSETS OVE r DISPOSAL AND REPLACEMENT L o EFFECTIVE 100% r CREATE MAINTAIN REFURBISH The key elements in asset costing for CCSD may include the following: r P Financial costs; t Asset depreciation; r r Asset operations including collection systems; t Asset maintenance; �+ r Asset administration;and t Disposal costs. ,y Capital investments occur at asset creation or acquisition and can Continue throughout the life of the asset in the forms of major repairs, improvements, rehabilitation, renewal,expansion;the blend of capital investment, and operations and maintenance activities will impact on the use of the asset or its depreciation. r 5.3.3 Quality of Outcome I Level of Service The true Costs of providing infrastructure services depend on the standard or level of service required by OCSD and the Community. While a high level of service is what every user may desire,the full cost of providing that level of service must be shown so that a realistic level of service is set and ties into the expectations of customers or stakeholders and appropriate annual service fees.. OCSD should strive to provide the required level of service at the lowest appropriate costs. r r o.,g County s.nuvo D.avo-m%vt m.uw.n,PNn POOR 59 5.3.4 Community Wealth The intent of any good accounting standard should be to reflect the real Condition of the entity in terms of cash on hand,asset value or wealth and income/expenditure/liability factors. Modern infrastructure accounting standards have tried to develop techniques for measuring and reporting this better than in the past. The Government Accounting Standard Board's Statement 34 attempted to do this; however,several shortcomings in terms of historic cost and assets pre-1980 and real time condition have severely weakened this objective. With long-lived infrastructure the key issue relates to each asset's replacement cost and to the rate at which it is being Consumed or used. By understanding the true condition and performance of the assets.OCSD can also understand the individual wealth of that community served by OCSD infrastructure. This is similar to how most people think as home or Car owners(except that they are market driven values). The current property value is considered to be an"asset". It appears in their overall'weallh'assessment and as such they can see how their family business is going from a total financial position. It is no different for the custodians of the community's assets. Best appropriate practices show that the elected members, directors and managers all need to work towards managing this infrastructure in a "sustainable"manner for present and future generations. Understanding the full economic cost is a key part of this picture. Respecting the proposition of"community wealth" is critical to adopting an OCSD site specific "best appropriate practice"in this area. Figure 5.4 OCSD Balancing Act THE BALANCING ACT Customer Sustainable Asset Residual Expectations Cost of Service Perormance Business Risk w Level of Service Exposure OCSD 5.3.5 Conclusions The true cost of infrastructure services is heavily dependent on both the valuation and Consumption of assets (depreciation)process and true operating and maintenance Costs. They are critically related to the links between asset standards or levels of service and the most appropriate maintenance,capital investment and operating regimes. OCSD needs to understand this relationship and its accurate Cost of service(full economic). This is an asset Cost based model and the issue of Cost versus price/value needs to be considered. Orange County Sanllallon District-Mate Management Plan 20011 60 r To provide a clear picture of whether the ratepayers of today are meeting their share of the system costs, it r is necessary to look at the annuity of the future capital cash flow based on well developed and detailed Asset Management Plans. This type of an Asset Management Plan has a high confidence level rating(CLR) through maintenance plans and Capital Improvement Programs that consider the triple bottom line. The benefits to OCSD of making a transition to a'full economic costs'model is that it will now have a picture of life cycle cost where the increased costs in one area must be reflected in a suitable reduction or trade off in another area. Capital investment reduces operating and maintenance costs or business risk exposure or there is a beneficial improvement in the levels of service offered. This type of model can then be shared with the OCSD member cities and agencies as an example of best appropriate practices. r r r r .r r .J r r r r Omnye county sanutuon Diu,1-otnuo Management Plan 2009 61 r 6. OCSD Asset Management Model W 6.1 Model Background I In 1998,OCSD commissioned a study with R.W. Beck to analyze future asset replacement needs and to L deliver a computer model that could be used to project alternative scenarios for funding replacements. This study used two parallel efforts;the first was building a system inventory of both existing and anticipated I future assets with a method for estimating replacement costs. The second effort used those estimated V replacement costs to generate a future expenditure plan and related user fees and rate to fund the expenditure plan. This work represented a significant step forward for long-term asset expenditure planning I for OCSD. The modeling work included many best practice approaches including: �+ r An asset register based on financial project records; r Indexed current replacement costs; V r Future costs escalated by construction cost indices; r Asset useful lives for different asset types;andu r Estimated expenditures at set points in asset lives based on asset age. As a financial planning tool this was a great improvement from previous processes. The approach used to build the information is considered a"top down"view of the assets and necessarily makes some broad assumptions about asset condition and performance in estimating the expected expenditures. The model constructed was limited to a 20-year projection of asset expenditure needs. Lr The Asset Management Plan 2005 approached the question of asset replacement needs from the"bottom up"perspective by: r Building a detailed asset register based on a complete asset hierarchy(an asset by asset compilation); u e Populating the information in the model with more detailed data about each asset that was used to make a more educated estimate of actual asset rehabilitation and replacement funding needs. V The analysis was run for a 100-year projection,thereby more closely matching the actual needs of many of OCSD's long-lived assets. The model attempted to improve on the R.W. Beck model by considering the following issues: r A comparison between the OCSD Computerized Maintenance Management System database and the R.W. Beck asset register shows that some assets may not be amounted for(for example,the outfall, j although mentioned in the report,does not appear in the database); Lr k Better asset data is now available since the R.W. Back model was developed; r The asset breakdown in the R.W. Beck model is too high a level to derive more amumte renewal L figures. This is due to the fact that the OCSD Financial Information System catalogues asset information a'SyM.Repl W~l AWds Analysts',RW Beck,May less v L Orange County Sanitagan Oland-Asset Management Plan M 62 6a r r r by capital Improvement project and not to actual assets. The Asset Management Plan constructed an asset register to a lower hierarchical level for this application to be achieved. s The replacement valuation has been completed at an asset project level and as such: r The component replacements have not made sufficient allowance for'component renewal factors'necessary for life extension models;and The replacement valuations made allowance for the cost indices from the original date of construction or used current replacement tables, but did not make the necessary adjustments for the fact that many assets were built in an undeveloped environment and will now have to be renewed or replaced in a developed environment. r r The average asset lives used in the R.W.Beck model was based solely on asset age. This does not account for the various factors that will contribute to the typical decay of like assets. It is vital that the knowledge of key staff is used to supplement this information in terms of known performance or r condition: P The rehabilitation/renewal assumption are reasonable for mechanical/electrical assets; however,they need to be adjusted to reflect the basis for civil structures and pipelines; r To better understand the renewal dates it is vital to understand the criticality of an asset;there is a need to include Business Risk Exposure allowances into the model; Jr The model makes no allowance for maintenance allocations for new assets and assumes that the assets will actually reach their effective lives; Jr Assets whose lives are consumed are renewed or replaced but only for one cycle. To run a full cost analysis over a 50 year timeframe it is essential that these assets are renewed and commence again; and Jr It is now believed that it is best to express all future cost models in current cost terms and not to make assumptions for inflation or cost indices. Future customers and ratepayers should be allowed for but costs should be expressed in 2006 dollars. This is believed to give a better response from ratepayer surveys as it allows them to assess the impact in terms that they know,"How do I feel about it In my financial environment today?" For the first Asset Management Plan in 2005,after some review of the existing data and OCSD's Internal r knowledge of the asset condition,it was decided that only data that was already available in electronic format in the Computerized Maintenance Management System,the Geographic Information System and the Facilities Atlas would be used for the analysis in this report. 6.2 The Asset Management Plan Model To meet the objectives outlined in the previous sections of this Asset Management Plan, a series of r calculations was performed on the current and future OCSD assets. To facilitate this process,a Future Expenditure Model was developed,which is designed to: r s Merge together a number of sources of data from across OCSD; r O.W C.nry ftN 1.DIW� —Meet Menegeme tPlan 200E 63 r L t Create and summarize management strategies for each asset type or individual asset; t Estimate the treatment and associated costs by year for 100 years, `+ t Estimate an asset valuation for each asset;and t Report on future expenditure and value of the asset portfolio. L; The Future Expenditure Model can be used in several ways to better understand and make decisions about the assets. Some of the existing uses include: r t Calculate the future expenditure profile of the organization, including capital,operations and maintenance costs; r Identify those assets that are approaching the end of life and require further analysis and possible y inclusion in the Capital Improvement Program; r Prioritize the review of assets based on their risk profiles; and u t Optimize the management strategy for an asset, including the intervention points based on risk,cost or condition. This model draws together data from a number of sources across OCSD. Some of data was extracted from V the existing OCSD information systems,while other data was estimated for the purposes of this Asset Management Plan. The Future Expenditure Model considers the full life cycle of the assets,starting with construction through to disposal. The model can be used to model any future time period; however,the modeling has been projected over the next 100 years so that replacement of the longest effective lives are incorporated into the planning period. L.I 6.2.1 Asset Management Plan 2005 Development V The major steps undertaken in the Future Expenditure Model development for Asset Management Plan 2005 were as follows: r Development of the Asset Management Plan 2005 Future Expenditure Model Methodology- Developed all the formulas and logic required to perform the necessary calculations; r Review of Existing Data Sources-The major data sources from OCSD were reviewed and data was chosen and used in the Future Expenditure Model; �•+ t Asset Register Population and Validation -A complete asset register was developed for OCSD and populated with the data discussed above; L t Asset Condition(Capital Improvement Program Projects)-Many of the existing assets are planned to be replaced in the existing Capital Improvement Program. The replacement data from Engineering was gathered on all of the present and future Capital Improvement Program projects and used to estimate future replacement dates; r Asset Lives Estimation-An estimate of asset life(from new condition)was developed for all major I assettypes; ILI 0range0 rt,Sanitw.D'nWd-M.t Mane .nt Plan 2M 64 L r r t Asset Valuation Development-An estimate of cost for each major asset type was developed; t Failure Mode Prediction- Failure modes based on age,cost effectiveness,and risk were calculated for each major asset type; t Residual Economic Asset Lives(Age and Condition)-Based on age and condition,the remaining economic life by asset type was calculated; t Asset Criticality—Based on probability and consequence of failure,high-risk assets were identified; t Asset Strategies-Where possible,management strategies were identified to reduce risk and premature asset failure; J t Cash Flow Model-Annual replacement costs were estimated from the above information. J 6.2.2 Asset Management Plan 2006 Development The major steps undertaken in its development for Asset Management Plan 2006 were as follows: t Asset Condition(Capital Improvement Program Projects)—The CIP had changed significantly since 2005 with some projects being completed and many projects having been revised and reviewed due to financial constraints. Many of the existing assets are still planned to be replaced in the revised Capital Improvement Program but the available level of detail and confidence in the data has improved as projects have moved through design stages. Updated replacement data from Engineering was gathered on all of the present and future CIP projects and used to estimate future replacement dates; t Asset Register Population and Validation-A revised hierarchical asset register was developed for OCSD and populated with the data discussed above; t Asset Lives Estimation-An estimate of asset life(from new condition data)was updated for several major asset types based on Delphi workshops and current performance of assets; t Residual Economic Asset Lives(Age and Condition)-Based an age and additional condition data, the remaining economic life by asset type was re-calculated; t Asset Criticality—Based on probability and consequence of failure, high-risk collection assets were identified; and t Asset Valuation Development-An estimate of valuation for the portfolio and each major asset type r was developed; and t Cash Flow Model-Annual treatment costs at the asset level were estimated from the above r information, and validated against 2006/2007 maintenance programs for major items. 6.2.3 Asset Management Plan 2008 Development r The major steps undertaken in the future Expenditure Model for the Asset Management Plan 2008 were as follows: t Asset Register Population and Validation-A revised hierarchical asset register was developed for `+ OCSD and populated with data from GHD's TeamPlan 2006, GIS, Fleet MMS, and CMMS; r oreoge coudy semmuoo Dismd-aed Management Pi,e Zoos 65 r Ir L r r Capital Improvement Program Projects—Following discussion with Engineering,the adopted approach for CIP projects is to use the existing CIP data and costs,run the model, review the Team Plan r outputs and cross check the model results against the current CIP programs; r Asset Lives Estimation-An estimate of asset life(from new condition data)was updated for several major asset types based on Delphi workshops and the current performance of assets; r t Asset Valuation Development-An estimate of valuation for the portfolio and each major asset type was developed based on the California Construction Cost Index between September 2004 and November 2007. Many asset types had specific formulas developed to calculate replacement costs across a range of asset sizes;and r Implementation of Future Investment Modeling Software—TeamPlan version 3,developed by GHD, 6. was installed on the OCSD Terminal Server,Ter mil.The model was run for the full asset register and results prepared on the OCSD server. t Expenditure Validation—Preliminary results from Team—The preliminary expenditure results were r reviewed with key engineering and finance staff members and changes were made to the final results based on identified resource and expenditure limits. v 6.3 Model Structure The Future Expenditure Model has been structured around the existing OCSD data hierarchies currently r defined within OCSD's information systems. This has had several advantages, including: r Reduces the need for large amounts of data manipulation; r Allows for a critical analysis of the existing data hierarchies; r Enables reports to be generated that are consistent across the organization;and l r Supports a direct link of the Future Expenditure Model into existing OCSD information systems for r updating of data. Due to the existing structure of the data within the OCSD information systems,four separate hierarchy structures have been supported within the model. These are listed below: V r Gravity Pipes(System->Area->Trunk->Street->Type->Asset); r Force Mains(System->Area-> Force Main->Street->Type->Asset); 1 Plant Pipes(System->Area->Pipe Location->Structure->Material Type->Asset); and r Plant Assets(System->Area->Location-> Master Loop->Loop->Loop Tag Number->Asset Type-> Asset). Apart from the hierarchical structure of the OCSD assets,the Future Expenditure Model supports two other levels of data input. The first of these is at the Asset Type level(e.g.,gravity pipes, pumps,gearboxes etc) r of which there are currently 142 within the database,while the second of these is at the asset itself. The types of data that can be entered into the model through these two levels include: r r Asset Type Level V Orzma County SanNa4on Oulricl—Resat Management Plan 2008 66 r r r r Asset Type assumptions,e.g.effective lives, unit rates,failure curves(this information cannot be entered at ,r an asset level);and Asset Specific Attributes Assumptions,e.g.size, length, location(applied to assets where data is not available on individual assets). r Asset Level Asset specific attributes,for example,size,length, location. r There are a number of reasons why the Future Expenditure Model was structured this way, Including: P It enables asset management strategies to be changed for a number of assets at a single time; r 1 It allows assumptions to be applied to assets where data is not currently available; and P It allows for updates from the existing OCSD information systems to be easily downloaded to the Future Expenditure Model. r 6.4 Data Sources and Collection There were several sources of data used to populate the Future Expenditure Model; however,the major ones were the OCSD information systems(Computerized Maintenance Management System),and staff CDelphi Group")workshops. Several workshops were conducted in order to fill the data gaps with OCSD staff,chosen for their knowledge of the assets in question,when asset information was not recorded in an existing OCSD computer system. This best appropriate practice delivers the best valued judgment available to OCSD. r Figure 6-1 summarizes the sources of data that were used for the model. The data that was required is listed down the left side,while the sources are displayed across the top. Not all the sources of data were used when more accurate information was available from other sources. J J r J J r Oniga count,S.iWon DlaNd—Asset W..,.m lPlan 2M 67 r Figure 6-1 OCSD Data Sources a m tlar N H & 1 6Et o o: a G ass 0 4 a 3 D ca n r N 9 ; N a a ✓R� fr g_ �N FN 3i O Y OO U¢ O TV° dP �° ieLL de ie de X a� y„r F R F R & R x R R "- R F R & R R R R Asset Register N N N Hierarchy N O N N N O N O N Asset'r as N D N O N N O N O N N N ass Size Lan m,De IM1 etc O N O N N N O N N Malenal O N O N O N N N N N Date of Construction O N N D N N N N Condition O N O N O N O N O N O N N O N Performance O N O N N O N N O N O N N O N N ass Effective Lives O N O N O N N D N N O N 0 N O N Diffmull Mulll Item O N O N O N O N O N 0 N O N O N O N Unit Rates O N O N N 0 N N 0 N 0 N 0 N Main%rants N O N O N 0 N N 0 N O N D N N N I� O reuons O N O N O N O N N 0 N 0 N 0 N 0 N N N Level of aeMce D N O N O N 0 N O N O N O N N N N Future Re ulremants O N O N O N O ry a ry O N O N O N Growlhl CB cil O N O N O N 0 N 0 N 0 N 0 N N Renewal)Re lace O N 0 N 0 N 0 N 0 N 0 N N ass Cones uence al Failure N 0 N 0 N 0 N O N O N O N 0 N Rates Info 0 N 0 N 0 N 0 N 0 N MN 0 N 0 N 0 N N 0 No data exists lea 3b Data axis%for less than 50%of Me assets DBla oxls%for mere Man 50%Of the assets N Data will not be used as better data exists V Deals will only be used to verify Amer sources of data Data will as used for less than 50%of the assets s� Data will be used for mom than 50%of Me assets 6.5 Asset Register(Inventory) The Future Expenditure Model now contains more than 160,000 individual items collected from the data sources listed above,which includes the fleet service assets this year. Not all of these items are considered assets since they may be components of a larger asset. The relationships between the items are set within the asset hierarchy. The majority of the items within the Future Expenditure Model are at a level where maintenance activities are undertaken. Table 6-1 is an estimated breakdown of the register against the main tiers of the asset register. ass ass ass assChange County Saturation District—Asset Management Plan 20M 68 r er r Table 6.1 Count of Asset Items against Hierarchy Tier as of March,2008 Level of Hierarchy Number of Asset hems Summary 2 r System 8 Area 36 r Locallon 275 Master Loop 1,000 Loop 26,000 Loop Tag Number 131,600 Asset 159,000 Figure 6-2 OCSD Assets Overview illustrates the distribution of the assets by its group,namely mechanical, electrical,civil,or instrumentation. There is also a"not classified"category,which is new for this year. In the previous Asset Management Plan this category was not included because the dollar value was of nominal value and made up of trivial items. Examples of these items are batteries,welders, bicycles,ice machine and electric carts to name a few. However, it demonstrates the sheer number of all these assets that are tracked in the CMMS. The first pie chart shows the distribution of the assets by the number in the Future Expenditure Model, r' whereas the second pie chart shows the distribution by the replacement value of the assets. The number of assets is dominated by the mechanical type assets,whereas the replacement value of the assets is Jdominated by the civil type assets. The civil assets, including sewers,structures, and roadways,generally have much longer lives than the Mechanical/Electrical/Instrumentation assets and,therefore, even though the value of the civil assets is greater,the overall expenditure on the assets will be more in proportion. Since the civil assets comprise such a large proportion of the assets,they need to be maintained and monitored 'J closely to prevent premature replacement. However, civil assets such as force mains and sewers can be more difficult to inspect. N r r r r all orame County aftallon ebltltl-Auer Menapanonl Plan 2W8 6e r ass w Figure 6-2 OCSD Assets Overview Number of Assets by Group Replacement Value of Asset by Group ` xecnenm.l nx la.mmunea NN ulmentallon ey, 11% Il m w n% aNl Elea Ilya Electrical 1% 1% 1 c. Elecimcal has ae% Oas laeumenlallon CINI S% Be% The model contains two"states"of the assets in reference to the replacement and depreciated value. The first state is the way the assets currently exist. The second stale is the way the asset will exist in the future ` after the existing Capital Improvement Program has been completed. This has enabled new assets and asset renewals, both planned and under construction, to be included, allowing all the assets, both present and future, to be modeled. ` It is noted that several sets of assets have not yet been included in the inventory. These include Information Technology. These asset sets of assets should be included to improve the organization's understanding of w the asset base, and to ensure that appropriate management practice is being applied to all assets. 6.6 Asset Condition Determination sas Condition data can also be used to determine the remaining life of the existing assets; however,at present, approximately only 5% of assets have condition data. The generation of this data among divisions is currently inconsistent, which has limited the advancement of the database. Thus, for this Asset Management Plan it was decided to estimate the condition of the assets based on its individual age, estimated effective life,and estimated decay curve. Many of the existing plant process assets will be either replaced or rehabilitated over the next 10 years due to the current large number of Capital Improvement Program projects, placing less importance on performing field condition assessments of the existing assets at this stage. The exact installation dates for many of the assets are not known and have been estimated based on historical information from Capital Improvement Program projects. The collection system has very good information on the installation dates due to the recent Trunk Sewer Mapping Project which researched record drawings. Orange County Sanitation District—Asset Management Plan 2008 70 r r J Y,1 Each of the asset types was allocated a decay curve,which determined the rate of decay of the asset. all Some assets were determined to decay at a constant rate throughout their life such as cars,clarifier sweep anus,and bar screens,while other assets were determined to decay quicker as they aged such as chemical mixers,fiber optic network and large civil structures. Asset installation dates have been applied at the asset level,while the asset lives and decay curves have been applied at the asset type level. r A series of"Delphi group"workshops have been conducted with the collections and engineering team to validate the asset conditions being predicted by the model. The model has also been through an initial validation trial for major plant process assets. Such validation provided a basic confidence that the model is identifying assets that are either due to be decommissioned or about to have maintenance tasks undertaken on them.Very few of OCSD's assets are due to be decommissioned due to plant process expansion. all 6.7 Effective Lives Estimated asset lives allows for making an educated guess of the condition of an assets and consequently the timing of asset renewals. Two lives have been allocated to each asset type,the maximum potential life all of the asset,which is the time from installation to replacement if it is maintained and rehabilitated and the effective life,which is the interval between rehabilitations. all, Effective lives were determined based on the knowledge of the OCSD staff of the assets and validated through external sources. Several factors were considered when determining the lives of the assets, including: r 1 Historic failure history; 1 Historic construction practices; ,.a t Planned obsolescence and support phase out by manufacturers; r Location and operational environmental; r Level of quality of installed assets;and r Maintenance Management strategy. r 6.8 Asset Valuation The replacement cost of the assets is used to determine the future expenditure requirements of the organization. The valuation of the assets includes both construction and estimated OCSD overhead costa. all The valuation of the assets is based on 2005 dollars which escalated by a total of 3%for 2006. From 2006 to 2008 it has escalated approximately 5%per year. These are not the historical values as listed in the Financial Information System. .d The majority of the assets have been valued by assigning unit rates at the asset type level,while a few Individual assets were allocated individual replacement costs,where appropriate. The asset replacement costs were developed by traditional"quantity surveying techniques"by OCSD staff (cost estimators)and validated against recent projects. Several relationships have been developed for many all Orange county sanitation olsitici-Asset Management Plan 2M 71 r V L W of the asset types,which relate asset size,length or location to the value of the asset. For example,the value of the collection system pipes varied by location within the system,depth,size and length. ar 6.9 Operations and Maintenance Costs l In Asset Management Plan 2005 operations and maintenance costs were estimated by Inflating historical L costs for OCSD. In 2006 and 2008 an improved methodology was used based on actual budget figures for the initial year.The prediction of operations costs has been calculated as a percentage of the estimated j replacement value of the assets in a given year. The prediction of maintenance costs has been calculated L.l using an inverse function of the estimated written down replacement value or depreciated over replacement value in a given year. l In future years this methodology will be modified to better predict these costs and to align with OCSD budget components. This will result in a better correlation between the model results and the budget. An example of an opportunity for improvement includes changing the categorization of major mechanical equipment in L the model to include expenditure in the maintenance budget rather than the CIP budget. 6.10 Predicted Failure Modes L The failure mode of the asset determines the timing of the renewal of the asset and potentially how the asset _ may eventually fail. For this Asset Management Plan, the following failure modes have been considered for each asset. L r Asset Renewal(Replacement and Rehabilitation)—The timing of the replacement or rehabilitation of the asset is determined by the condition of the asset,which is calculated based on its age,expected v lives and decay curve. The model uses a methodology,which optimizes the timing of the asset replacement to minimize the life cycle cost; P Future Levels of Service—If the service that the asset is providing is no longer adequate,then it is L considered to fail to meet the required level of service. This failure may be occurring now or may be predicted to occur in the future. An asset can fail to meet the level of service by falling below a required condition or performance level or it may fail when the required level of service has been increased to a L level beyond what the asset is capable of delivering; r Growth/Demand—An asset can fail if the demand for the asset exceeds the existing capacity. L This Asset Management Plan model has focused on the asset renewal failure model as the key failure mode. The other two failure modes have been considered under the impact on the asset due to the current Capital Improvement Program. For example, if an asset is to be replaced due to a level of service failure under the Capital Improvement Program,then this is considered the first failure mode for the asset and is then renewed at a set Interval after this time. L 6.11 Asset Criticality—Business Risk Exposure The criticality of an asset(Business Risk Exposure)should be used to determine the strategy for the L management of an asset,since more critical assets should be managed I maintained to a greater tlegree L o.'.County slide nmmt-RaaM Mare'e 'Plan HN 12 1 r r r than less critical assets. Asset criticality is calculated from the multiplication of the probability of a failure r occurring and the resulting consequences of that failure. Collection System all, A sophisticated Business Risk Exposure model has been developed for the collection system,to enable the prioritization of asset condition assessments and cleaning. The outputs of this model will also be used to identify potential future Capital Improvement Program projects and will be used in conjunction with capacity r modeling currently being undertaken. Two separate Business Risk Exposure models were developed for this Asset Management Plan,the first for the structural failure sub mode(asset decay or collapse)for Asset Renewal failure and the second for the operational failure sub mode(partial or complete blockage)of Level of Service failure. A number of factors were used to determine these criticalities, Including the predicted condition of the assets, capacity, location,depth, HgS,soil, land use and the pipe diameter and slope. Plants Another asset criticality model is being developed for the plant facility and process area assets and is to be r implemented over the next several years. This considers a limited number of factors in the consequence and probability equation to enable a quick identification of assets that have a high Business Risk Exposure, r and that require additional condition assessment and management. r J .d J r r ..I rl Orenge County Saralton Datict—Asset Management Plan 200g 73 I Ir L L 7. State of the Assets Summary i 1.6 7.1 Asset Valuation i The current replacement value has grown to be$6.268,which compares to the 1998 RW Beck study L+ prediction of$2.038 and the 2004 GHD estimate of$5.38B. This is estimated to increase to approximately $7.86B after the completion of the existing Capital Improvement Program in FY 2019-20. L Table 7-1 2005 Asset Replacement Valuation and Depreciated Values Valuation 2005 Collection Plants Total V Replacement Value($B) 3.03 2.35 5.38 . Depreciated Value($B) 1.70 1.43 3.13 L Table 7.2 2006 Asset Replacement Valuation and Depreciated Values Valuation 2006 Collection Plants Total L Replacement Value($B) 3.05 2.61 5.56 Depreciated Value($B) 2.21 1.36 3.56 `" Table 7.3 2008 Asset Replacement Valuation and Depreciated Values L Valuation 2008(12I07) Collection Plants Total Replacement Value($B) 3.14 3.12 6.26 1 61 Depreciated Value($a) 1.79 1.67 3.48 L The current valuation has been based on: r The asset register now contains nearly all assets including: Lr The entire gravity collection sewer system, split into individual sewer lengths and manholes;force mains; All the collection sewer pump stations and other critical assets including the siphons and associated assets; All structures and pipeline assets in the plants;and L Many plant infrastructure assets not included originally. - r The fact that the asset register now has a hierarchical structure, which allows the drilling down Into each L facility and asset to a level of component that was not previously available. There are now over 150,000 line items in the register as compared with 5,000 assets in the original RW Beck model; P The asset replacement values are now based on the assets being rehabilitated or replaced In developed W areas rather than undeveloped which the majority were originally constructed. Most future asset 6. OmWe Csumy Sanlmlon Dislnd-Aeee Mane emsnt Plan M 74 r asse rehabilitation or replacement will be completed in the confines of the existing plants,working inside office as, and shop buildings,assets that need to be kept operational, or in right of ways with high levels of traffic resulting in customer and community inconvenience. In many cases,the existing asset would require demolition before the asset can be replaced which might require temporary work to be put in place. All ,r this results in a far higher replacement cost than a simple escalated initial construction cost projection would Indicate; P A greater level of asset"breakdown"and classification has been achieved,which has increased the accuracy of the asset valuation; and b The replacement valuations of these components have been made by OCSD engineering estimating and r costing personnel using a modem equivalent asset approach. The actual replacement value of the assets Is an Important tool in understanding sound asset management; however, it is the money required to be spent on these assets in terms of capital,operations and ,r maintenance that represents the most critical Issue from OCSD's perspective. This is the prime purpose of this modeling and continues the work done by the District in previous Asset Management Plans. r sal J ser sell ass Orange county samvuon Dmmct—Asset management Plan zoos 75 7.1.1 Collection System Table 7.4 Collection System Asset Replacement Valuation and Depreciated Values Asset Group Replacement Value Book Value Book Value I (Depreciated Value) Replacement Value as Civil $3.108,100,000 $1,779,400,000 57% Electrical $6.700.000 $2,200,000 33% as Instrumentation $600,000 $100,000 17% Mechanical $23,700,000 $9,000,000 38% as Total $3,139,100.000 $1,790,700,000 57% - Figure 7-1 Collection System Valuation IoM umentallon EIoan l D.02% 0,2% Mechanical % y as Civil 99% Oa,ge County Sanitation Dbtoct-Asset Management Plan 2008 76 r ass 7.1.2 Plants r Table 7.5 Plants System Asset Replacement Valuation and Depreciated Values Asset Group Replacement Value Book Value Book Value I r (Depreciated Value) Replacement Value Civil $2,451,000,000 $1,464,000,000 60% Electrical $72,400,000 $25,800,000 36% Instrumentation $29,300,000 $1,300,000 4% r Mechanical $569,700.000 $180,800,000 32% Total $3,122,400,000 $1,671,900,000 34% r Figure 7.2 Plant 1 8 2 Asset Valuation r Mechanical 18% go Instrumentation r 1% Electrical 2% 5 r .� Civil 79% Dregs Cwnty Sensation Dairies—Asset Management Plan 200 77 7.2 Slate of the Assets Figure 7-3 and Figure 7-4 illustrates where the OCSD assets are within their life cycle and how much they ., have been consumed. Figure 7-3 shows that the bulk of the collection assets are between 26%-60%consumed,which is what would be expected due to the large proportion of the assets that have been constructed in the last 50 years, and as expected the asset base being in generally good physical condition. Figure 7-3 Collection Assets Consumption Distribution Boa •Colladnm system 500 e. F 40 IS 'c 300 E 2 200 100 N b X X X X X X X X X X X X X X X X X X Asset Censu n'tlen L11 N allOmnge County Sanllagan Dlstui-facet Management Plan 20M 78 Yn Figure 74 shows that the bulk of the plant assets are between 16e/-55%consumed,which is what would be aae expected due to the large proportion of the assets that have been constructed in the last 30 years. Figure 7-4 Plant 1 &2 Assets Consumption Distribution 600 -- •Plan and D1.1u.1 500 i 400 S c ]00 E rc 200 J100 0 MaN Coneumptlon This chart shows that a large group of assets modeled may potentially be nearing the end of their useful lives. These assets need to be checked to see if they have been addressed in the current CIP program. In future Asset Management Plans, these types of chart will be used to demonstrate the changing state of the assets over time;for example,this profile will be significantly different after the completion of the current Capital Improvement Program approximately in the year FY 2019-2020. This type of chart will also be used for scenario modeling to obverse the impact of differing levels of investment in maintenance compared to CIP. 7.2.1 Collection Assets The focus of the collection system analysis for the Asset Management Plan was on the enhancement of a Business Risk Exposure model. The purpose of this model was to highlight those pipes that represent a high risk to OCSD and to develop the appropriate strategy to manage this risk. These high risk assets may have been due to an asset that was decaying and reaching the end of it life or were critical (high consequence of failure)or a combination of both. Two major failure modes were considered: Dmnge County senih0on DusanA-Neel Management Plan 200 79 r Structure failures—where structural integrity is comprised and results in pipe collapse; - r Blockages—in the mostly eight-inch diameter CVP piping which makes up the local sewer system �. owned by OCSD in Service Area 7. Capacity is comprised commonly due to tree roots and fats and grease build up, and results in pipe blockage. There is a significant contrast between the pipes that represent the high risk from the two failure modes. At present, the majority of the high-risk pipes structurally are the medium and larger diameter pipes,which generally have shorter maximum potential lives due to the material type and greater exposure to corrosive gases. As the system ages,then more of the smaller pipes will become a high risk from a structural or maintenance perspective. However, at present the smaller pipes represent the greater risk operationally as they are more likely to have root intrusion and develop blockages. r The end result is that generally the larger pipes need to be managed differently than the smaller pipes, but overall every pipe can have its own management strategy developed. Probability of Failure(Sewer Structural Failure Mode) wa Figure 7-5 represents the Probability of Failure from a structural failure mode perspective. The majority of the higher risk pipes are those that are either older reinforced concrete or metallic pipes. r Figure 7-5 Probability of Failure(Sewer Structural Failure Mode) / r r r r 4r ) - Low POP(0-2.5) ball sled Law POP(2.5-5) ■ Metl Hgh POP(5-7.5) High POP 17.5-10) N Onings County Sanitation Dlstnct-Asset Management Plan 2008 so r Probability of Failure(Sewer Operational Failure Mode) Figure 7-6 represents the Probability of Failure from an operational failure mode perspective. The majority of the higher risk pipes are those that are the smaller local sewer and Flatter regional sewers, and generally in the Tustin area. Figure 7.6 Probability of Failure(Sewer Operational Failure Mode) � l ) - ' POF 10-P.5) Low POF lZ.6-5) `• Nei High POF(5-LS) ■ High POF(7.5-I O) A 0.,.CWnlr SeNWV W DIMOM—AIW WB ......I PW ZOOS 81 r Consequence of Sewer Failure Figure 7-7 represents(he Consequence of Failure level and is the same for both of the assessed failure r modes. Figure 7-7 Consequence of Sewer Failure r i r J t r I � r I- 1 L III - Low COF(0-2.5) as Med Lae COF(2.5-5) ■ Mad High COF(5-7.5) IegA COF(7.5-10) Ins r V Le 1� r Orange county Sanitation Dindot-Asset Management Phan 200 82 Business Risk Exposure(Structural Failure Mode) _ Figure 7-8 shows the results of the structural risk modeling. The red lines represent the pipelines that have been identified as the ones of highest risk. The majority of the high-risk assets from structural type failures are major trunks built out of reinforced concrete pipe in the 1960's or newer metallic pipes that have been exposed to higher levels of 112S. Table 7-6 summarizes the results,with a matrix of the lengths of gravity piped grouped by risk category. At present there are 736 feet of pipe that fall within the red squares, which represents the greatest risk to OCSD. Figure 7-8 Business Risk Exposure (Sewer Structural Failure Mode) i ,t LIeE Low BRE(l 1-25) s� � . AIeE Rg5 BRE 126-50) Iiglt BRE 151-100) Orange Co my Sanitation Dlstnci-Asset Management F4n 2" 83 r r r Table 7.6 Business Risk Exposure(Structural Failure Mode)by Sewer Length(ft) Probability of Failure 0 1M77 5 e 1 e a to r 1 'LL a 3dN LL 3 r O a N 3- a p ] r N a N Y_ C U 10 r Low BRE(0.10) Mod High BRE(26-50) Low Med BRE(11-25) ■High BRE(51-100) r Business Risk Exposure(Sewer Operational Failure Mode) Figure 7-9 shows the results of the operational risk modeling. The majority of the high-risk assets from operational type failures are smaller trunk lines or the local sewers within the general Tustin area. The red lines indicated the pipes of greatest risk while the yellow lines represent the pipes of least risk. Table 7-7 summarizes the results in a matrix of the lengths of gravity piped grouped by risk category. At ` present there are 378 feet of pipe that fall within the red squares, which represent the greatest risk to OCSD. These locations have been of concern to management and an approach is in place for validating the risks identified by the model. ` r r r Orange County Sanitation Dislnct-Ansel Menegentenl Plan M 64 r Figure 7-9 Business Risk Exposure(Sewer Operational Failure Mode) _ 1 _ Low BRE lo-10) _ i_, Metl Low BRE Il 1-25) Metl High BRE(z&50) High BRE(51.100) Table 7-7 Business Risk Exposure (Operational Failure Mode)by Sewer Length (ft) -- Probability of Failure 0 1 2 ] ] 1 fi ] 9 9 10 1 1 85, 6252, 8,9621 14.939, 1,73o OR 2 107,093155A42 25.950 5.073 a A44 BAOB 118Al2hK6L 21 5WA531IMAM 4 A93 166 eA9e 94Ao4 z7e,1s3 5 6P15 44 119 IIA07 29.159 -23.479. 3,714. 0 247 1,A21 72 1,s18 7 A69 s L16z 9 10 Low BRE(0-10) Mod High BRE(26-50) Low Mad BRE(11-25) High BRE (51-100) Orange County Saniunon Oislncl-Asset Mana,Menl Plan 2008 85 i Ir L L 72.2 Plant Assets Two approaches to understand and document the state of the plant assets have been undertaken in 2005 and 20D6. The assets have been considered from a'bottom up'and a lop down'perspective,to provide L data for decision-making regarding strategies for management of the assets. The 'bottom up'approach is collecting physical condition data from ongoing work order data. This is being collected as pan of maintenance activities undertaken by the various divisions. Currently 5%of the assets V have condition ratings documented. Data is being stored in the CMMS and the data has been used in the Future Expenditure Model to modify asset lives. L. The lop down'program has involved the preparation of the asset summaries that are in Section 5.2. This provides a set of data as of March 2006 for the key plant processes considering current condition,and where available reliability, business efficiency and capacity/growth. The asset summaries also provide key issues L. for investigation that were identified by"Delphi workshops for each plant. The asset management team with O&M and Engineering Planning will maintain and use this information. Lr 7.3 Improvement Program f✓ 7.3.1 Collection Assets The Business Risk Exposure model produces a ranked list of pipes based on the risk calculations performed. The first analysis to perform on the results is to list the assets by descending order of risk. That will indicate i w to OCSD which assets represent the highest risk. The next step is to assess each of the pipes and to allocate an appropriate management strategy. Examples of appropriate strategies are: 0 Schedule regular condition assessments or monitor: • CCTV—only clean those pipes that represent the highest risk for both failure modes; ~ • Do not CCTV—only assess those pipes in a line that represent significantly different rating; • Select a selection from each material type and age that results can be applied to other V assets of a similar material and age; P Establish work order for future inspections in CMMS. u r Document Strategies for each sewer pipe: • Status Quo(Continue Current Management Approach); • Do nothing(Stop Preventative Maintenance); • Renew(Repair/Rehabilitate/Replace); L • Change Maintenance/Operations Levels(Increase Attention); • Upgrade (Modify operational functionality—change penornance requirements); t Remove (Not used/unnecessary); L L Om Me wuny Samtaron omnd—A et Mamgemem PMa zoos as L This model needs to be updated regularly,to include new data; such as manholes, and the management strategies refined. There are, however,other factors that may be used to further refine the analysis. For the highest risk assets, (it's a judgment management call how far down the list OCSD should evaluate)the asset list can be further •� ranked by probability of failure, consequence of failure, condition and reliability. Using these secondary factors,which are all contained within the Business Risk Exposure calculation,will allow for more discriminatory application of management strategies. For example,two assets with equally high business risk exposure scores may be treated differently if one were to have a high probability of failure and low consequence versus the second asset with a relatively low probability of failure but a high consequence of failure. The management strategies should be tailored to suit not only the highest risk scores but also the component factors for how that particular asset received the high-risk score. .r The matrix in Figure 7-10 is used to allocate a management strategy to each of the pipes to minimize the risk of failure to OCSD. The management procedural steps for each risk category are detailed below. These are listed in chronological order and include, 1)a review of the logic(whether it makes sense for the asset to be in this risk group),2)an assessment of condition or 3)only take action where required. This management strategy for each of the assets can be utilized to develop and prioritize the condition assessment and the medium and large diameter pipe-cleaning program at OCSD. ree Figure 7-10 Collection System Management Matrix Structural Operational PoF BRE PoF BRE High Mad High Logic •Review Logic -Review Logic -Review Logic Condition -Assess Condition at -Clean at Regular rif Regular Intervals Intervals -Repair if Required -Refine Clean -_ Future CIP -Refine CCTV Interval ehab or Interval based on -Repair if Required Replace rate of decay -Develop Risk -Develop Risk Mitigation Strategy Mitigation Strategy Mad Low -Review Logic -Review Logic -Review Logic -Review Logic -Assess Condition at Extentletl Intervals Low •Monitor&Assess •Monitor&Assess •MonitorB Assess •Monitor&Assess orange County Sanitation Dearia-Adel Management Plan 2008 87 i , u L L 7.3.2 Plant Assets The nett phase of understanding the stale of the plant assets is to undertake a Business Risk Exposure � program for both treatment plants. The development of these asset summaries over the next five years may be used to prioritize the Business Risk Exposure program for both plants. This will be similar in approach to the Collection System Business Risk Exposure process. L 7.3.3 Other Assets Several key groups of assets need to have the management strategy documented and their failure modes and risk assessment undertaken. These include collection facilities Force Mains and Pump Stations and their structural elements. latl U V V L L I . V L L L L 'u Omwe county sanluuon cmrci-Asset Manapem nl Plan 20M as L 8. Long Term Asset Obligations This section of the Asset Management Plan describes the results of the modeling work described in the r previous section. The results shown here are for a 100-year period. The confidence of the timing predictions in the first 20 years is relatively high and reduces proportionately after this initial period; however,the confidence of the r actual renewal needs will remain higher. The 100-year forecast encompasses the longest life of any of the assets,allowing the full Ifle cycle of the assets to be modeled, thus decreasing the chance of a future event that has not been considered. Mechanical and instrumentlelectricel/computer type assets may be replaced r many times in a 100- ear period. Only the first 20 years will be used for cash flow or rate modeling. This is discussed in more detail in Section 10. r 8.1 Asset Replacement and Refurbishment Model r 8.1.1 Collection System The collection system comprises slightly more than half the value of the OCSD assets;therefore,its management has a large impact on the overall life cycle cost of the OCSD assets. The collection system is not very visible,since the majority of it is buried,resulting in community and external stakeholders often not understanding its importance or the costs associated with its construction,operation, and maintenance. r Figure 8-1 provides a snapshot of the collection system by showing the average age of the gravity pipes. There are two alternative methods of this calculation shown;the first weights the age of the pipes based on the replacement value while the second method weights the age of the gravity pipes based on the individual ..I lengths of the pipe segments. The figure clearly shows that the largest investment in the assets was during the 1960's and 1970's and that the average age of the system is steadily increasing with time. Based on the predicted maximum potential J lives of the assets, the maximum rife that gravity pipes such as VCP are expected to reach is 130 years old. Therefore,at any point in time in the future,the average age of the collection system will between 1 and 130 years,depending on the renewals work that has recently been undertaken. It is important to note that just r because an asset is decaying or getting older,deterioration is not necessarily the result of poor management or insufficient investment. In reality,all assets decay and when required they get replaced or rehabilitated after they are no longer delivering the level of service that is required of them. As the average age of the collection system increases,then it logically follows that in the near future there will be considerable investment required to renew this system after the existing pipes are no longer meeting the required level of service or when the business risk of the pipes failing is too high to manage efficiently. Figure 8-2 is the future predicted expenditure for the existing collection system,showing the considerable investment required in the near future. r r O.,�Daunly S.Ma Dis —A lManagement Plan M sa r Figure 8.1 Collection System Weighted Average Age wo 40 �Cc IIection Ccnslmc Iion(SM) ML ��Nve r...Nga(ay Replacement Value) 00 -- 35 600 30 C5oa G a >' y aou zo A 15 8c' 3 201 10 taro _�_o_. . _�o t]�DfJ.__ta1��L��♦u.���_. 0 0 o"^0 o e°'1P i le 1�1 et^.a 115 re.,. Figure 8.2 OCSD Expenditure—Predicted Future Renewal of the Collection System No Too Iw N 600 g 500 400 300 200 100 r 0 200e 2013 2016 2023 2020 2033 2038 2M3 2048 2053 2058 2063 2008 2013 2076 2003 2000 2093 2090 2103 _ •Repalcement.Co4ection System 0RehaDAilaLon-ColleCe0n System r Figure 8-2 includes the gravity pipes and force mains as well as all the collection pump stations. r. Orange Courtly Sanitation nislricl—NSsel Management Plan 2008 ae r r The initial investment phase is dominated by rehabilitation (red)as the average age of the system is reaching halfway through the average maximum potential lives;this is followed by a long period of increasing replacement(blue). On average,OCSD may need to invest potentially$48M(2008 dollars)every year to sustain the existing collection system, though as can be seen from Figure 8-2 a higher value may need to be invested in rehabilitation for several years prior to 2025. 8.1.2 Plant Systems Figure 8-3 provides a snapshot of the plant systems by showing the average age of the assets. The figure clearly shows that the largest investment in the assets was during the 1970's and 1980's and that the average age of the system is steadily increasing with time. Based on the predicted maximum potential lives r of the assets,the average maximum life of the assets is 77 years. Therefore,at any point in time in the future,the average age of the treatment and disposal systems will be between 1 and 77 years,depending on the renewals work that has recently been undertaken. This average life is greatly influenced by the civil r structures within the plants as they make up the large proportion of the replacement value and they have much longer lives than the electrical, mechanical and instrumentation type assets. It is expected that the weighted average age of the plant will be reduced as a result of the current CIP. Figure 8-3 Treatment and Disposal Weighted Average Age r 800 a0 1llllll1 Pin, sCons I 1 510 —Aw.age Age(By P',—menl..... 700 35 _ f J 500 - - - 30 _ C 500 25 i _ a oa 20 d a d 300 15 c' rc 200 10 100 5 a La 01P 10 le* 00 le 911 11' 11n 01e 010 11�00ryle O-�e 111 *I'll e 0' e le le 4"hli0 r Yedf The assets contained within the plants on average have shorter lives than the collection system because of the significant proportion of mechanical, electrical and instrumentation type assets in the mix of plant assets. Orange County sand DaVict—Asset Vanagemenl Plan 2008 91 r Figure 8-4 contains the future expenditure needs for the Plant 1 8 2 Assets. The future expenditure on the Plant systems is generally more consistent than the collection system due to the shorter lives of the assets in all the plants. Figure 84 OCSD Expenditure-Predicted Future Renewal of Plants 800 700 r 600 C — m Is 500 t r U E 400 a r a 300 200 - 100 0 2008 2013 2018 2023 2028 2033 2038 2093 2048 2053 2058 2063 2068 2073 2078 2083 2088 2003 2098 2103 r ■Replacement.Plants ■Rehabilital Plants r 8.2 Long Term Cash Flow Model This section details the long-term cash Bows required providing sustainable assets to deliver the required level of service for the customers. This section does not include the cash flows required to finance this expenditure, such as interest costs,which are included in a later section. The cash flows included here are for capital,operations and maintenance investments only. 8.2.1 Capital Cash Flows Figure 8-5 shows the cash flows required to replace(blue)and rehabilitate (red)the existing assets, which is r the combination of the charts in the previous sections. This chart also includes the existing OCSD Capital Improvement Program,which is comprised of both capital to replace and rehabilitate existing assets and capital money to increase the existing treatment levels of the service. ,. r Orange County Sanitation Dttlnd-Meet Management Plan 2008 92 sees ses Figure 8-5 OCSD Expenditure—Predicted Future Renewal of Existing Assets see 800 700 600 ses a 500 t ses V 400 C ses B 300 d 200 ses 00 ses 2008 20131018 20231018 2033 2038 2043 2046 20531058 2083 2068 2073 2078 2083 2088 20931098 2103 ses ■Replacement-Total ■Rehebililatlon-Total ■CIP-Future Renawalon Ensung CIP ■CIP-Edst Program The major reason for the high expenditures in the early years is the expansion of the existing treatment from partial to full secondary treatment. The huge cost of the expansion to full secondary treatment is a one-time event. Such a major change in level of service is unlikely to occur again based on EPA NPDES ses requirements. The cost to replace and rehabilitate these new assets(Capital Improvement Program)later in their lives has been included in the above cash Flows. Figure 8-6 models other possible future increases in level of service. It is predicted that in the next 100 ses years that there will be another two major changes in level of service(for example, conversion to tertiary treatment or upgrade of the existing treatment processes). It also includes an allocation for the replacement and rehabilitation of these future predicted assets. Growth in the demand for the services provided by OCSD is also likely as the number of people living within the service area increases. As the existing Capital Improvement Program already allows for future growth _ for the next 15 years,no allocation for growth has been made for this period. It is assumed that the demand for the services will increase for the next 50 years; however,the current growth rates will not be sustained due to build-out of the drainage basins and decreasing water consumptions per capita. Such reductions are likely from water use education programs and water saving appliances. No assumptions were made in the see ses Cal County serna0an District—Asset Management Plan 2008 93 modeling for increased risks due to increased levels of water conservation and on-site reuse that would present added risks to the regional sewers and plant process. Figure 8-6 OCSD Expenditure—Predicted Future Capital for Now Levels of Service and Growth 800 700 C 600 to 500 U' � 400 u m 0 300 _ c m 200 100 0 2008 2019 2016 2023 2026 2033 2036 2M3 2048 2053 2058 2063 2088 2073 2078 2083 2088 2093 2098 2103 ■CIP-Future GmrM •CIP-Future Levels of Service t CIP-Future Renewal for New Service&Growth 8.2.2 Operations and Maintenance Cash Flows The predicted long-tens operations and maintenance cash Flows are illustrated in Figure 8-7 . This chart also graphs the predicted total replacement value of the assets and the depreciated (book value)value of the assets. These operations and maintenance budgets were estimated from the existing budgets within OCSO; however, they are factored up or down to reflect the future state of the assets. The operations budget has been linked directly to the replacement value of the assets and increases as more assets are constructed. The operations budget will need to increase significantly after the existing Capital Improvement Program is completed and for each future increase in levels of service. This reflects increased requirements for more chemicals, electricity and operator, and also certain maintenance labor needs,and specialized service providers. Orange County sanitation DiatRi—Asset Management Plan 20M 94 r r Figure 8-7 OCSD Expenditure—Predicted Future Operations and Maintenance ow Iz,mo me Como wo s,am o wo � C �` WO Epp yL G � ma no no Im m m m m m m m p pm .n ym� .0n mm vn m .m+I m .n m In Operations(Operations) MEN Operations(Maintenance) M Operations(Overhead) —Book Value —Replacement Value The maintenance budget model varies depending on the ratio of the book value to the replacement value of the assets and related back to the total value of the assets. This relationship reflects the fact that as an asset decays it requires more maintenance. As the number of assets increases,then a larger maintenance _ budget will be required; however, it may not change dramatically at first, as most plant assets are still relatively new after the next ten-year period.The quantity of assets to be managed was significantly increased. OCSO staff input from operations and maintenance for the Capital Improvement Program projects is included in Section 8.2.1.A separate document, not a part of this plan,covered O&M staffing needs for FY 08/09 through FY 09/10. This was published in November,2007. r Overhead is operating costs that cannot be directly attributed to an asset,for example,Accounting, Public Information Office or Ocean Water monitoring. An allowance for overhead has been provided and has been held constant. r Olsrge County Sanila on Diend-Asset Manapemenl Plan 200 95 L L tr 8.2.3 Total Cash Flows Figure 8-8 is the result when the cash flow estimates from the earlier sections are combined. y The flat black line is the average of all the future Cash flows,which represents the average expenditure ($411 M)required by OCSD for each of the next 100 years. The exact yearly expenditure will vary depending on the actual work required. At present,the expenditure is greater due to the high Capital Improvement 6a Program workload;however,additional income in the future will also be required to pay back the Capital that is currently being borrowed. v V v ICI L. l�l all, V V lea Ym v Oretge County Sanlwtian Dalnd-Arid Management Plan 2M 96 r Figure 8-8 OCSD Expenditure—Total Future Predicted Cash Flows 800 12,000 700 m 10,000 0 800 t 500 8,000 U m w 400 6,000 m 300 an v 4,000 < 200 1111111111f ii ° else D 2008 2013 2018 2023 2026 2033 2038 2043 2048 2053 2058 2063 2068 2073 2078 2083 2068 2093 2098 2703 CIP-Future Levels of Service M CIP-Future Growth IN ■ CIP-Future Renewal on Levels of Service&Growth CIP-Future Rehab and Replace(Collections) M CIP-Future Rehab and Replace(Plants) m CIP-Existing Program ti CIP-Future Renewal on Existing CIP Operabons(Operations) M Operations(Maintenance) Operations(Overhead) Book Value —Replacement Value Annual Annuity Expenditure Orenge County Samlation Extend Management Plan 2008 97 L +r 8.3 Long Term Rate Implications r In the Asset Management Plan 2008,to determine the rate levels needed to support the future expenditures modeled, a summary of all cash Flows projected through to 2019-20(Including revenue sources as well as the capital and operations and maintenance expenditures described above)was prepared in a rates model. y This summary showed that rate Increases on the order of 10 percent per year would need to continue through to 2013-14,which is also the last year with new Certificates of Participation(debt)issuance projected. Annual rate increases needed to continue beyond that point but projected at a somewhat slower L, pace. It is expected that increasing levels of regulation including climate change drivers will Impact the current plan. At this time there is inadequate data for what these changes may be for modeling purposes. In early 2008, the summary of the rates model was updated in preparation for the FY 08-09 and 09-10 two- year budget. This Indicated that the revised rate profile needed to be approximate 10% per year through to 2013-14. By 2019-20 annual single-family residential user fees are projected at a nominal value of$440 per year. It should be noted that in current dollars this rate Is in line with the current state average. The rate model was completed prior to the update of the Future Expenditure Model. The next revision of the rate model should consider an updated version of this Future Expenditure Model. aw 8.4 Long Term Sustalnabillty Sustainable Asset Management is critical to the long-ten management of this complex infrastructure. L Long-term sustainabllity is achieved by meeting the current costs applicable to current users and predicting their future costs. Current costs include: r Capital(Interest and redemption); r Depreciation(the deterioration and consumption of assets); r Operations; L+ P Maintenance;and r Administration. L OCSD is developing the processes to identify these costs more accurately. The rate of deterioration is the greatest unknown. This is not unique to OCSD or other public utilities managing assets of these types. j These future costing issues have also been discussed in Section 5.3 of this Asset Management Plan. The Ir key area for improvement will be the accuracy of the future predictions,which has been addressed in Section 11, along with other improvements. I I`ww had L Oange county sanitarian Distract—Meet Management Plan 2000 98 L r 9. Proposed Stakeholder Consultation Program r 9.1 Introduction A benefit of the Asset Management Plan is that OCSD through applications of models will have a clear picture of the future levels of service and a true cost of that service,which includes not only future capital and operations,but also asset consumption (in depreciation). r Therefore,the Asset Management Plan contains powerful Information that can be used In developing communication outreach tools used to provide OCSD's customers and stakeholders with a clearer picture of r the organization's future.Including methods in which OCSD will try to deliver the levels of service required by customers,the community and regulators,at the lowest long term sustainable life cycle cost. This includes acceptable levels of risk. r The following section is an overview of an approach,which could be implemented In the near future. This approach was not used in this Asset Management Plan,but could be within the next two to three years If management decides to adopt this methodology. r 9.2 Outline of Future Methodology r A stakeholder is any person or group of people having an interest in the service being provided by OCSD's assets. The early involvement of stakeholders in the process of asset management planning is a vital ingredient in establishing appropriate: r r Level of Service(Identified Driver); 1 Cost of Service; r 1 Business Risk Exposure; and P Customer and Stakeholder Expectations. Stakeholder expectations will always have a major Impact on the level of service being provided by the "I organization. Asset managers should focus on those Issues which will give the greatest benefits to the stakeholder concerned and achieve the agreed upon results. This focus will rationalize the Investments made while developing a level of confidence in the process with senior management,the Board,and the key stakeholders. The consultation process will allow OCSD to modify either the levels of service,the cast of service,or the ,r amount of risk the stakeholders and organization is willing to take. In future years,these issues could be discussed as part of a stakeholder outreach program,which will help OCSD gain the support and buy-in for future strategies and actions. 'r Asset Management Plans must ultimately meet the needs and pass the scrutiny of the following key stakeholders: r OCSD Executive Managers, Managers and Staff It Validation and justification of proposed actions, budgets and Capital Improvement Programs; r orange county sxmranon Distmct—Assel Management Plan zoos 99 r L L 1 . law r Transparency of all key decision-making processes;and 0 Accountability. all Auditors(Internal and external) r Compliance with financial reporting requirements; L r Achievement of agreed upon service levels; 0 Responsible management of budget; tan r Compliance with business quality processes; r Achievement of agreed upon AM Improvement program tasks;and r Successful contribution to the achievement of corporate strategies. L Rate Payers t Expect to be provided with efficient,reliable and safe services that meet agreed upon levels of service. all OCSD Board of Directors j Confidence that: V r The investment in the infrastructure assets is secure; I r That the operational capability of the assets is being maintained; LJ r The benefits of investment in AM planning are being realized; r Business risks are being managed responsibly;and L r Sound processes have been implemented to anticipate and manage future demand to ensure ongoing business viability. i w Creditors r Confirm that the business is sustainable over the life of the debt instruments and that the debt source I and bond requirements will be met. Lr Regulators/Governments Compliance with: `a. 0 Regulations; 0 Service; L r Performance; r Risk management; L r EPA; Wastewater collection,treatment, reuseldisposal; Air quality,minimize odor nuisance; and V L+ Oanga County Sal District—MsM Management Plan 2008 100 L r r Biosolids reuse/disposal. r P Occupagonal health and safely; P Public health and safety; ,r r Accounting/financial regulations;and P Others. r Other parties with an interest in AM plans may include consultants and contractors who manage and work on the assets. Methods of consulting with stakeholders will vary depending on their level of expertise and involvement in r the Asset Management Plan. One approach to external outreach is to prepare public updates summarizing the key points of the Asset Management Plan based on current levels of service.A community advisory committee is another method of soliciting valuable input of levels of service. A common approach to internal r consultation is to use a structured AM status review process which includes interviews to identify the needs of accountants,strategic planners,senior managers,information technology specialists and other internal stakeholders. r r r .i r r r r r r Omi a County eaMWWn DWd-Asset We OMent Plan 2= 101 r 1..1 ;v 10. Conclusions L 10.1 Assetlssues The information contained in this updated 2008 AMP provides OCSD a better understanding of the extent of L. its assets;its current asset replacement value and its general asset condition. From this information OCSD can better identify those assets which represent opportunities for cost effective rehabilitation. The recent modeling efforts have developed a more accurate future expenditure model,and the data collection i. programs can now be focused on those assets that represent the greatest risk to OCSD. 10.2 Funding Requirements In the short run,there are two major sources for funding investment. These sources are current user fees ("pay as you go)and debt issuance. Of course,all debt incurred must eventually be paid off with revenues r from user fees. As discussed in Section 8.3,cash flow projections have clearly shown that in order to fund the work which sustains OCSD's level of service rates will need to increase every year for many years to come. These increases are projected along with the issuance of new debt. There is some tradeoff here, however, in that if OCSD is willing to increase rates to a greater extent in the early years,than it may avoid r some debt issuance and the attendant interest costs later. These funding decisions will involve tough choices and due consideration of inter-generational equity. r 10.3 Opportunities for Future Management Focus The key management strategies can now be focused to identify cost savings,such as: L r Those assets with the highest probability of failure; r Those assets with a high consequence of failure(for example,the costs of the failure,environmental y impacts, and regulatory violation if the event actually occurs); and r Those assets that are at a stage where rehabilitation in the near future would cost effectively extend their 1 lives. This approach would provide adequate time for doing a rehabilitation project. �+ 10.4 Key Implications The predicted overall expenditure in future years is not likely to"drop off"after the current major Capital Improvement Program comes to an ends in approximately Fiscal Year 201912020,which means that pressures on rate increases are likely to grow rather than diminish. r The OCSD finance department is using the expenditure predictions from this Asset Management Plan to derive the average likely rate increases that could be required to meet these expenditure scenarios. r It is estimated that OCSD has approximately two years to Check the validity of the data in the model and lift the confidence level even higher,especially for the work being generated in the next seven to eight years. r r oa�o county sznweon omna-w,W mawsemem Pan sane 102 r r A detailed analysis of the next seven to eight years may Identify opportunities to defer or reduce the expected capital costs; however, particular emphases need to be placed on the maintenance costs. Some Initial observations have Indicated that an increase in maintenance expenditure(labor, materials,supplies, and services)could result in deferred capital investments and a reduction in life cycle costs. OCSD should consider ways in which it can start to better understand customer expectations while working to try and avert or reduce the impacts of these cost models. It is recommended that OCSD: it Be more critical of those Capital Improvement Program projects that are not economically Justified and do not represent a great risk to OCSD and divert available funds to concentrate scarce staff resources r and available asset management consulting budgets on the key issues of: Validating the immediate 5 year Capital Improvement Program; r Validating the current and future maintenance program and workload with a view to Investing in more maintenance where it will defer capital; Getting the date standards,processes and data collection programs in place to deliver the above outcomes; r and Getting the Information system strategies in place to ensure that this data collection and data flow is stored, retrieved and manipulated to suit the needs of OCSD. 'll' P Consider the need for a more formal and better integrated works management system and workload allocation/justification/prioritization system for all engineering,operations and maintenance activities. rI J J all, oange county Sembsiion Dismct—Man Many nem Pies zoos 103 r 11 . Future Asset Management Plan Improvements 11.1 Introduction Asa part of our staff-driven effort, OCSD expects that this 2008/10 Asset Management Plan will be developed and improved on a biannual basis. These improvements will be taken on a step-by-step basis in line with the resources the organization has available to complete this work. To enable the Asset Management Steering Committee and the various improvement project teams to identify the most .. appropriate improvements OCSD will employ OCSD's current Confidence Level Rating approach as improved by staff where needed to identify those aspects that will represent the greatest benefit/cost ratio to OCSD. .. In simple terms the Confidence Level Ratings are based on the following principles: i That the plans are produced following a best practice guideline and process; r That the production of the Asset Management Plan involves 15 quality steps or elements; 1 That the practice undertaken is reviewed and assessed in terms of the quality applied to that process element; 1 That the data used in the process is assessed for accuracy and quality perspective; t That the product of process effectiveness and data quality develops a confidence level rating; r That depending on the asset condition and performance and the business environment/viability, a business value chain (weighting)is applied to each quality element based its value to the businesses, or _ service delivery; r This then equates to the Confidence Level Rating for that particular quality element;and t The sum of these elements then equates to the Confidence Level Rating for the Asset Management Plan as a whole. This is best represented by Figure 11-1. Figure 11-1 the Confidence Level Rating Methodology(CLR) Quality of Quality of X Value Chain _ Confidence Process Used + Data Used of QualityLevel Rating Element CLR The confidence level of an Asset Management Plan varies over the planning horizon. As the planning period extends up to 20, 30,50 years and more,the accuracy of the predictions becomes less in terms of a clearly identifying the timing of the needs and the most appropriate renewal or replace decisions and as such,the r confidence level will fall. This is quite satisfactory since the quality of the funding model can be seen in optimistic and pessimistic terms in line with the lower confidence level. It is vital however that the confidence Otani County Sanitation Distild-Nast Management Plan 200E 104 level in the early years 0 to 5, 5 to 10, 10 to 20 is moderately high since the Asset Management Plan will form the basis of the organization's capital and operational investment programs. This approach is best represented by Figure 11-2. +� Figure 11-2 Lifting the Confidence Level Overtime 20 Asset Management Planning Outputs m 10 50%Confidence Level 0 n Key Final Project t Development Phase y, 75% Confidence Level p 5 9 m Design I FConstruct 85%Confidence Level 0 Project Operational Date 11.2 Prior Confidence Level Ratings Prior to the Asset Management Plan 2005 no asset management plan existed at OCSD. However, the organization had some elements of the plan developed for other purposes. The key elements that did exist were: r The R.W. Beck study completed in 1998 and described previously; r The 2002 Capital Improvement Strategic Plan which dealt primarily with known regulatory issues and growth; and r A multitude of strategic plans that dealt with some assets and some aspects of their life cycle management. The RW Beck model was a good start modeling 5000 OCSD assets; however, the GHD TeamPlan model went beyond modeling 100,000 OCSD assets in 2005 and put asset value in current value and conducted a failure mode analysis. o mes County eenite8en ebiricl-Asset Management Pian 2008 105 Pre Asset Management Plan 2005 Confidence Level Rating Assessment To provide the organization with an idea of their current status in this area, GHD,as part of the 2002 Asset Management Strategic Plan, assessed the capability of the organization to produce such a plan. GHD also assessed the quality or Confidence Level Rating that would be achieved if current OCSD processes were followed and the data available at the time was used. The results of this 2002 evaluation are shown in Table 11-1. Table 11.1 Confidence Level Rating Assessment of Asset Management Plan Practices in 2002 No Ouality Element R®u DaM Elem ni Primary M.O EMeMprees Oualit Rarm W MN s CmLLmI 1 Ealstin Sta"aNs of S"m 59X 45% H% a% 1.9 2 Nnowletl eof ASMa W% 50% 50% 12% 6.0 0 Curnm Demands 20% To% TO% 4% 22 a Furore Wmanaa aOS u% a% 0% a% aA 5 Prodlclien of Failure Moo. 0% 45% 0% 8% 2.6 6 Timin of Failure W% 55% W% 6% 2.5 T Consequence of Failure 25% 20% 25% 14% 83 8 Oual11y o1 propond Maintenance Pro,nm 5 % 45% b% 15% Ll 8 Appropriateness of Opar.B Malnlca.Co04 60% 70% 65% 5% 2.S 10 Approprlaloness of Renewal Option W% 50% W% a% 2.0 11 A proprlaleness of New AsmtOptions 70% 70% 70% 4% 28 j Apprgpr1.1an9ss of Ciplbl EvaluaUon Prxassas WY. W% W% 6% 2.0 15 PIan6Lualaner Eipeclatlena 40% 40% 1 40% 6% 2.4 14 1 Adll to Mod' Plan 1 401 W% I 45X 1 2% 0.9 15 Links to Buelnns Goals 40% 0% 20% 2% 0.4 T TALS 1 4 . A confidence level rating of 46% is common for most agencies in the state of development of asset management that OCSD was at in 2002. 11.2.1 Asset Management Plan 2005 Confidence Level Rating Assessment Table 11-2 represents the assessment completed on this Asset Management Plan. The confidence level rating of 59% is very high considering the fact that it was OCSD's first Asset Management Plan. Om�ge County sanimbon orstdct-Asset Managemem Pion 2M 106 Table 11-2 Confidence Level Rating Asset Management Plan 2005 No. Dudley Element P'... Dale Element Primary AMP EXeclivan. Quart Rating Welghan,S CorlLeval 1 Existing Standards of Service 80% 60% 80% eX 3.2 2 Knowledge of Assets 70% 65% 66% 12% 8.1 3 Current Demands 81 80X 01 eX 03 a Future Demands&OS 60% 50% 0% 8X IA 5 Protlicllon of Failure Made 70% 60X 65X 8X 5.2 a noting of Failure 75% Si 0% 6% 3.8 7 consequence of Failure 50% 30% 60% 14% 5.6 a Duality of proposed Maintenance Program Si 50X 51 15% 7.5 9 Appropriateness of Oper.B Mainlae.Cosh 80X 75% 70% 5% 3.9 10 Appropriateness of Renewal Options 75% 1 70% eX 28 11 APDroOrieteness of New ..at Options 80% 65% 13% 8X 29 12 Appropriateness ofZiU[Evaluation Processes 80X 60X ]0% 6% e.2 13 plan 6 Customer Eapectalione 50% 50X 50% 6% 3.0 to Ability to Modify Plan ism I asm I al I 2% 1.1 15 Links to eaelne11300816 50% 50X i 51 i 296 1.0 At- The key reasons for this significant improvement(from 461Y.to 59%)were identified as: 9 Staff dedication to the effort 9 The expansion of the asset register to: Cover a more appropriate hierarchical parent/child relationship; and Include asset information that was not available prior to this plan. 9 Improved data in relation to the age and the effective life of the assets leading to an estimation of the residual economic life that takes into account condition and basic risk; and 9 The development of more appropriate renewal strategies. 11.2.2 Asset Management Plan 2006 Confidence Level Rating Assessment Table 11-3 represents the assessment completed on this Asset Management Plan. The confidence level rating of 62% is appropriate considering the fact that this is OCSD's second Asset Management Plan. Due to the level of detail now expected to be included in the plan, the components of the scores from last year were considered at a greater level of detail for 2006, and some scores have moved up and others down. Orange County Sanitation Dislnct-Asset Management Plan 2" 107 Table 11-3 Confidence Level Rating Asset Management Plan 2006 No, Quality Element Process Data Element Primary AMP Effectiveness Quality Rating Wei hlln s Coni.Level _ 1 EAstling Standards of Service 66% 81% 74% 4% 2.9 2 Knowledge of Assets 72% 69% 71% 12% 8.5 3 Current Demands 69% 78% 73% 4% 2.9 4 Future Demands/LOS 58% 51% 55% 8% 4.4 5 Prediction of Failure Mode 59% 69% 64% 8% 5.1 6 Timing of Failure 67% 59% 63% 6% 3.8 7 Consequence of Failure 53% 0% 60% 14% 8.4 s Quality of proposed Maintenance Program 52% 53% 52% 15% 7.9 9 Appropriateness of O er.&Melntce.Coats 65% 70% 88% 5% 3.4 - 10 Appropriateness of Renewal Options 60% 64% 621 4% 2.5 111 Proorlstenest,of New Aeast 0 rions I85% II 12 ro riateness of Ca ital Evaluation Processing 78% 60% 69% 6% 4.1 13 Plan&CUMamer Es ectetlons W% 1 61% 81% 8% 3.6 14 Abilityto ModifyPlan 60% 55% 58% 2% 1.2 15 1 Links to Business Goals 1 50% 1 50% 1 2% 1.0 If I TOTALS I I I I 1o0°e 1 62 The key reasons for this improvement (from 59%to 62%) were identified as: se o Improved data in relation to the age and the effective life of the collection assets leading to an estimation of the residual economic life that takes into account condition and basic risk; and o The development and implementation of the process for identifying the consequence of failure in the collection system. se 0 Staff's attention to the effort. 11.2.4 Asset Management Plan 20G8 Confidence Level Rating Table 11-4 represents the assessment completed on this Asset Management Plan. The confidence level rating of 63% is an improvement over 2006 and is reasonable considering the consultant mentoring support was stopped less than halfway through the development of the 8 year program and a more staff-driven approach was used.. However, staff have continued to work on asset management and selectively used consultant support as required to help continue to move the program forward. ses sis Orange County Smilellon DialSal-Asset Management Plan 208 108 Table 11-4 Confidence Level Rating Asset Management Plan 2008 No. Quality Element Process Data Element Primary AMP Effectiveness Quality Rating Weignihngs Conf.Level 1 Existing Standards of Service 66% 81% 74% 4% 2.9 2 Knowledge of Assets 72% 70% 71% 12% 8.6 3 Current Demands 69% 78% 73% 4% 2.9 4 Future Demands/LOS 50% 51% 55% e% 4.4 5 Prediction of Failure Mode 61% 69% 65% 8% 52 6 Timing of Failure 67% 59% 63% 6% 3A 7 Consequence of Failure 53% 66% 60% 14% BA a ualit of proposed Maintenance Program 53% 53% 53% 15% 8.0 9 Appropriateness of Oper.6 Meintce.Costs 0% 7096 68% 5% 3.4 101 propriateness of Renewal options 60% 1 64% 11 Appropriateness of New Asset options 71% 65% 68% 4% 2.7 12 Appropriateness of Ca ital Evaluation Proeesssa 78% 60% 69% 6% 1.1 13 Plan 6 Customer Expectations 60% 61% fit% 6% 3.6 14 Altility to Modify Plan 60% 55% 58% 2% 1.2 15 Links to Business Goals 50% 50% a0% 2% 1.0 TOTALS 100°6 1 63 The key reasons for this improvement(from 62%to 63%)were due to the improvement of the model formulas and failure mode information in the AMSS. Specifically the formula rehab/replacement timing was aligned with the feasibility of when projects would occur within the next 10 years. 11.3 Planning Timeframe, Assets Types and Key Expenditure Areas Confidence Level Ratings Although the Confidence Level Rating assessments shown in Table 11-4 are an appropriate assessment for this Asset Management Plan, it is important to understand the Confidence Level Ratings of the relative planning periods of that plan. The next phase of improvements will require the collection of quantifiable and high quality data to put into these processes; it is in this area that the organization will be concentrating efforts in future plans. Table 11.5 Confidence Level Rating for Asset Management Plan Timeframe and System Assets Plan Elements 0-5 yrs 5-10 yrs 10.25 yrs 25-50 yrs Over 50 yrs r Prior to AMP 2005 50% 45% 40% 35% 30% AMP 2005 65% 60% 55% 50% 50% r AMP 2006 65% 65% 55% 50% 50% _ AMP 2008 70% 65% 55% 50% 50% Table 11-5 shows the drop in confidence level rating with time over the planning horizon. This is logically expected since the capacity to systematically predict the future declines the further in the future the projection is made. In the future OCSD will need to develop optimistic and pessimistic predictive models Orange County sanitation Dlstnct-Asset Management Plan 2" 109 Ir r which will give the managers and Board an envelope of future funding which will give a better idea of the implications of different options, levels of service,and the impacts of future regulatory pressures. The work performed in the past Asset Management Plans represent a huge improvement for OCSD. The update in Asset Management Plan 2008 has focused on improving the predictive capability for work over the next 5 to 10 years. The improvements from the introduction and update of the Asset Management Plan represent a significant gain for OCSD in understanding their current assets, the future funding needs and L. issues relating to inter-generational equity. It is important to remember that OCSD have"picked the low hanging fruit"and that improvements, in r maintenance in particular,will take more effort,but also represent more potential to reduce Irfe cycle cost and improve asset performance. r 11.4 Improvement Program Opportunities In an effort to identify asset management opportunities a gap analysis can be performed. This is not only a good place to start when you're beginning an asset management program; it is also useful for understand the progress of it. To date OCSD has performed two gap analyses. The key findings from OCSD first gap analyses performed in 2002 revealed some of the biggest gains could be made in the areas of: r Business Risk Exposure in particular developing the consequences and probability of failure; r Improving the quality of the future maintenance programs and budgets; Ir Understanding the changes in future demands and available redundancy of the assets;and li Understanding the condition and performance of the assets. r The overall results of the 2D02 analysis are shown in Figure 11-3. In 2008 OCSD performed another gap analyses. This was done in conjunction with the Water Environmental Research Foundation (W ERF) North America pilot effort. The results of this reveals the r performance gains OCSD has made in asset management in comparison to it 2002 gap analyses, which can be seen by viewing figure 11-3 and figure 11-3.1. It also reveals our standings on a North America basis for Water and Wastewater utilities that participated in this recent W ERF survey, which is shown in figure 11-3.2. `+ r V Y„I V orenpe caumv a rfton owm -A twaapa than me 110 L Figure 11-3Results of the Gap Analysis done in 2002 I Confidence Level Gap for each Quality Element Evseng Sandats of Senile Kweedgeolksets 1 Cu.,t Genantle Future Demands ROS Ptedidw of Future fte Timing of Failure E Consequence of Feilure w Ounty of pon osetl Mainlenance Program r Appmpneaneu of Oyer.a Ma,mee.Costs O Apprppnatenees of RmewG Opoons _ Aypmpnaleneu of New Meet Optons Apprapdateness of Capal EMu bon Pmceesee Plan 6 Cusbmx Dpeoulione Run,to Moldy Pan LnMS to Buwneee GNla o% 2% e% ex au mx in we Perunage Confidence Level r r Orange County Sanitation OMttlq—Asset Management Plan 200 t N Overall 7.01 Asset Management Plans 6.01 People Issu as 5.01 Organizational Issues "- 4.01 Service Delivery N n 3.03 Tertiary Data and Knowledge ¢` 3.02 Secondary Data and Knowledge 3.01 Primary Data and Knowledge 2.04 Information System Issues u .� 2.03 Tertiary Information Systems E 2.02 Secondary Information Systems a � 2.07 Primary Information Systems 0 z 1.12 Continuous Improvement u_ 1.11 Work and Resource Management 1.10 Maintenance 3 p 1.09 Operations 0 1.08 Rationalization and Disposal m 1.07 Creation and Acquisition 0 N 1.06 Business Rlsk Management i 1.05 Capital Expenditure Evaluation 0 1.04 Strategic Planning a 9 1.03 Accounting and Costing m1.02 Knowledge of Assets 1.01 Demand Analysis L M O O p O O O 5 O W [p O N ^ O m � q ar IL t; V e 0 Figure 11-3.2 Results of the 2008 OCSD WERF North America Gap Analysis Benchmark 100 100 _ 90 e0 g0 80 70 70 r 50 60 r 50 50 40 40 r 30 30 20 20 10 /0 0 I J0 P d P Into Sys D 8 k Seance Del Ong People AMP Overall r = Your Assessmem E= Top 10%of Water and Wasleamer Organizations In North America Beal Appropriate Pracllce r 11.5 Applying OCSD's Limited Resources Effectively all OCSD has developed an asset management improvement program. This is a step-by-step filtering process to focus on the assets that represent the greatest risk or potential business benefit to OCSD. This risk based investment technique incorporates the following methodology/inputs to identify those activities which will represent the greatest benefit/cost: r a The value of the Capital Investment Program; e The Life Cycle Costs of the project; all 1 The Confidence Level Rating of the projects;and h The Business Risk Exposure. ,. The assets or investment projects are then identified using the filtering process as shown in Figure 11-4. r r Orange County sanitation Detncl—Asset Management Plan 20118 113 Figure 11.4 Step by step Filtering Process I•I•���� 1%oflAsset, — 0 Advanced Level3 LA Level 3 Tools u 0 IL O rn Intermediate 1 + 0 5%of Asset C Y Level2 Level 2 Tools `J t00%Aea.t"s Basic Li Level 1/mom a Level 1 Tools Y N LY _ Time .. 11.5.1 Current Improvements The original development and periodic update of OCSD Asset Management Plan is a critical project of the original Asset Management Improvement Program developed back in 2005. However, it is only the — overarching results or assembly of outcomes from of a lot of work being done in many areas. In 2005106,the Asset Management Improvement Program started with four key projects as part of the Unifying Strategies program and these were initially made up of fourteen sub projects. In 06/07 the asset — management effort continued but with a more staff driven and decentralized effort. This focused on continuing the efforts for CIP validation, BRE development,condition assessment, corporate risk, information system,and reliability centered design. 11.5.2 Future Improvements r A series of Asset Management Improvement Projects were originally identified at an organization level in the 2005 Asset Management Improvement Program document. This was based on the gap analysis documented in the 2002 Asset Management Strategic Plan,which still is a useful reference document. - For 2008/10 the asset management effort will continue to be a staff driven program using a decentralized approach. The focus will be on BRE development, condition assessment,CIP validation, level of service, and improving our Asset Management Plan. A comparison of the 2002 and 2008 gap analysis will be Orange County Sanitation Dal-Asset Management Plan 2008 114 all r performed to determine our progress and were opportunities still present. Determine the current asset r valuation serving IRWD;identify assets over the next ten years which may need rehab and renewal; investigating the possibility of developing an in house asset management model;and continue to work with WERF to develop asset management tools. Many of these efforts will continue to be refined in the future for the purpose of increasing the confidence level in the information. This will provide better information,which will allow for making better decisions. all r r r eN r r 4 r rd J Orange County Sanitallan Dleolct—Asset Management Plan 2008 15 r 6w v y Appendix A Data sources for Asset Summaries " Link between other data sets and Asset Management Plan Asset y Summaries - V L V 6a1 V V O mn,e County Sometime Domot-Man,Management Plan 2M 116 Ir Table l l-7 Data Sources for Asset Summaries r Information Asset System Summary Source Heading Physical Parameters General comments on assets Asset Profile Strategic Plan Summary of total asset parameters in WA table or graph format, (e.g. age distribution,size) Include an overall plan of asset Current Program Capital Improvement Program system or network 2007-08 and meeting with Jim Burror of Engineering Planning r Data sources for part-by-part asset WA CMMS(partial) Information(e.g.OCSD databases available). ally Asset Capacity/Performence Design capacity, actual measured Demand Profile and 08M Reports,meetings with capacity,and current utilization of Performance OCSD staff,and Workshops assets Odor Control Maslen Plan NPDES Permit W Smart Plant Explorer(PID's) J-102 Documentation Data location of detailed information WA (e.g.computer models,calculations and analyses) Asset capacity deterioration graphs WA and failure modes and timing Asset Condition Summary of current asset condition Asset Condition Delphi workshops with OCSD based on beat Information currently staff available Brief details on how condition is N/A Condition Assessment Protocol monitored 2006 r Age and condition profile graphs NIA CMMS (decay profiles) „i Key Issues Key Issues for Further Delphi workshops with OCSD Investigation staff J Oan,a County sanitation Distiot—Asset Management Plan 2ooe 117 Ld I , L Information Asset System Summary Source Heading Asset Valuations Asset replacement valuation summary Current Program and Capital Improvement Program r Investment Program (5-Year 2005-06 Summary) Depreciated asset replacement WA valuation summary Description of valuation method N/A `. Basis for determining effective N/A physical and economic lives used for valuation Key assumptions made in preparing NIA valuation - Details of historical valuations WA 7r Hislon'cal Data Summary of type of historical data WA y available and location Relevant financial information Investment program(O&M OCSD Financial Information (historical expenditure) Cost Summary) System W 6, V W Lr y L V Orange County Sanllnon Dcind-asset Management Plan 2M lie r J it i V Appendix B Asset Management Plan 2008/10 Improvements J � i J yl J J u i W oreeye county se dm Mtnd—Mw Meregemem rwe 2008 119 W 61 L Table 11.8 Overview of updates made to this Asset Management Plan - ui Area Highlights L,t Asset Register t Import new data from the OCSD Computerized Maintenance Management - System,and the Trunk Sewer Mapping Project—this is a biyeady update v required to keep the model current; t Reviewed Capital Improvement Program project date(e.g.add structural assets); �. Align Capital Improvement Program with OCSD's asset hierarchy; Develop Asset Management Plan data(impact on existing/new assets)for L Capital Improvement Program projects with no project manager; t Further breakdown of the Capital Improvement Program projects to the maintenance managed item level; V t Future efforts are to implement a new CMMS system; Level of Service t LOS was refined by staff,and the Board of Directors were included in this effort including the formal adoption of them; Ld Growth r Predicted future growth—100 years,including the timing and expenditure requirements covering: ka t Population (Residential, Industrial,Commercial); t Capacity(Hydraulic, Biological); Lr Condition t Continue Condition Assessment Program for all assets; 0 Continue condition assessment collection routine from work order completion; Maintenance P Breakdown Maintenance expenditure for asset processes,which includes all V facilities; Operations r Breakdown operations Costs to asset processes costs for Plant 1 and 2 and 6W Collections: Rates s Further enhance funding model; Future t A"Dash Board"type system will be utilized by Management to monitors LOS Performance goals; - Monitoring t IT Strategic Plan summarizes the program and progress on information system I'V development to support current and future requirements. Business Risk Plant System Exposure u t Probability of Failure—Identify Key Risk components and develop risk model; Collection System t Probability of Failure-Structural Failure Mode; r L. Orange County Sanitation Dmtnct—Asset Management Plan Zg00 120 J Area Highlights J HgS locations included; P Consequence of Failure; `sl Soil Type; aal v MW y J J J i J J Omee Courtly SenlIallon Oleltlol—Nseel Managemanl Plan 2" 121 J V V Y� bl 1�1 V Appendix C Asset Management Improvement Program " Components Project Steps and Expected Benefits w 1� L W W W V Omega County Sanitation Dil—Asset Management Plan 2008 122 Ir r Asset Management Current Program Efforts for the next 5 years r No Description Remarks/Deliverables Benefits 1 Asset Continue to increase confidence level 1 Asset Management Plan output Managemen rating with more accurate data on Improvements. t Plan condition and performance, better P o Improved Confidence Leval Rating. Operations and Maintenance costs, more r Improved Business Risk Exposure r defined management strategies, improve assessments,funding and rate models, future predictions on changed levels of operations and maintenance budgets. service overall results/outputs etc including rate modeling. r Expenditure prediction Tool r enhancements and Improved Business Continue to review the Asset Risk Exposure modeling. Management Strategic Plan,to identify P Multiple strategy analysis and r progress and value to organization. development of OCSD mitigation program Options. r r Evaluation of Asset Management Program for advice to Board. 2 Capital Continue the use of Confidence Level 1 Better definition of required projects prior r Improvemen Rating, Business Risk Exposure, Life to commencement of CIP projects. t Program Cycle Costing and Business Case tools 0 Enhanced recording of results of analysis Validation and templates in O&M group. of project options. 1 Improved ability to rank and prioritize options and projects. r 1 Greater understanding of Business Risk Exposure. 1 Higher Confidence/justification in the projects proceeding. D Improved ability to justify deferral. 3 Reliability Take advantage of Reliability Centered 6 Ensures that the project will not be over `I Centered Maintenance Methodology in project designed. Design validation and design. This Is for the r Allows criticality and reliability to be purpose of improving Operations and understood and included in design. Maintenance Input taking into account 1 Optimizes maintenance and capital asset condition, performance,and blends. .. reliability mapping criteria. r Ensures better maintenance plans and budget justification. M r .r Orange County Sanllation Dist d—Asset Management Plan 2008 123 r L I No Description Remarks/Deliverables Benefits V 4 Collections Continue to Improve Business Risk r Better risk cost benefits to be identified. System Exposure data and analysis Including r Improved business case analysis. y Business actual flows,actual condition and 0 Feeds into the Operations and _ Risk performance informatlon,etc. Maintenance programs and the Capital Exposure Validate model with condition assessment Improvement Program. l� Model data from CCTV. r Resulted in focused condition assessment program that can be economically justified and meets regulatory requirements. 5 Treatment Undertake analysis using Business Risk r Improved business case analysis. Plant Exposure for Plant tool on key plant r Feeds into the Operations and rt Business assets.Collect required asset data,and Maintenance programs and Capital Risk store data against asset. Focus on assets Improvement Program. Exposure identified in Asset Summaries in Asset r Will result in focused condition Model Management Plan 2008/10, Identify high assessment program that can be risk and high consequence areas of the economically Justified. plant. Initiate further condition assessment and study.Validate model. 8 Levels of Continue refine business-wide levels of r Provides clear focus on the service level l Service service model from high-level approach to delivery required from OCSD. asset centric model. Tie levels of service r Allows performance and reliability to asset hierarchy and complete reliability mapping of full wastewater system. bu mapping rules for facilities. Set detailed Key Performance Indicators(adequacy, Assists optimal designs. reliability,efficiency)for asset types and 0 Ensures only Justified redundancy is Individual critical assets. Installed. V 7 AM Continue to refine and develop levels of f Commences process of customer surveys I Managemen service,cost of service, risk,customer and levels of service/cost of service �. t Model expectation model with guidance relationship. documents and procedures for the annual t Allows clear relationship between the business plan. The project will look at the level of service, cost of service and level ways the above outputs can be tested by of business risk exposure. customer surveys and assess failure mode mitigation strategies. L iw I Inl V V Onves county sanlMWn osuct-minx Menegement Plan 200E 124 teal — No Description Remarks/Deliverables Benefits 8 Asset Support implementation of information r Deliver benefits Identified in strategic Managemen flow for condition assessment and failure plan. t Information prediction,and CIP validation process r Supports O&M/RAS data needs. System with the implementation of a single OCSD r Supports GIS strategic plan. r Strategy Asset Register with appropriate procedural control. b Supports future CIP Validation analysis, though gathering and storing of asset data. r r Improved business procedural practices in asset management. ,r r Allow all necessary AM outputs to be derived. r Single data repository. r 9 Risk Update Risk Management Plan using an b Ensure an understanding of the portfolio Managemen independent facilitator. Develop a plan to of risks and that the mitigation strategies r t Plan monitor the effect of mitigation strategies are appropriate. Reporting to the Board. Develop r Provide a tool for demonstrating to the protocols to provide assurance to stakeholders including the board that r stakeholders that the annual strategic appropriate management strategies are in business plan processes are in place to place manage key risks to the organization. 13 Condition Confine the ongoing collection and r Optimized condition assessment program Assessment recording of asset condition data by for all assets Techniques OCSD staff. Implement and support r Reduced cost using; r and analysis methodologies and techniques. Programs Refine program for all asset types and Unique Step by step approach to ensure the a cost effective collection programs assets with budget development for r sustainable condition assessment Business Risk Exposure risk based filtering program. system r Staff trained and competent in condition r assessment. r Long-tern sustainable condition assessment program budget. r 14 Organization Establish program to align policy, r Clarification of organizational structures to al Alignment structure,and culture around Enterprise fully support Asset Management as part r wide Advanced Asset Management of the undying strategies. business model. r Detailed training programs matched to roles and responsibilities of Asset r Management staff. r r 0.l count,sarelauaa o'mnce-Howl Man,9 . mPlan zaoa 125 r W v Appendix D What is Advanced Infrastructure Asset Management? What is Advance Asset Management? What are the benefits of Advance Asset Management to OCSD? W Originally published in OCSD 20D5 AMP by GHD u W Ln V y V 1.. V V Omgo Cwhhy Sanitation Distnn-Awl Management Pen 20M 126 tea � What is Advanced Infrastructure Asset Management? Asset management, In Its simplest terms, is about the way in which we look after the assets j around us, both on a day-today basis(maintenance and operations)and in the medium to long d term (strategic and forward planning). "Asset management",or the way in which assets are managed, is directly associated with the current or desired levels of service for our customers,the associated costs in providing these 'r services,and the practices and systems that assist organizations in achieving this in the most efficient and effective ways. J Practitioners now find themselves involved in all or some of the following asset management activities: Js Planning for assets and reviewing the current asset stock, based on what customers require; P Creating or acquiring new assets; J1 Accounting for assets and determining the true cost of the services they provide; ly Operating and maintaining assets; r Monitoring the performance and condition of assets; ..i P Assessing rehabilitation,renewal and replacement option; i Rationalizing or disposing of assets that are no longer required; r Auditing the way in which assets are managed, and the asset management practices, procedures and systems themselves; and r Identifying and working to minimize life cycle costing of new assets and reduce their ad operating risks. In the public arena,local government authorities,service authorities and semi-government instrumentalities are responsible for managing significant numbers and types of Infrastructure assets. At OCSD the replacement value of the assets will exceed$6 billion by the year 2020. This represents a significant community investment that must be well managed. With an average effective life of 65 years, it represents an annual renewal of$92 M per year, and this doesn't Include growth of future regulatory requirements.The Asset Management Plan allows us to consider all future costs implications. And while this example does not address the growth demands for new assets,it serves to indicate the Importance of asset management. It is"Big Business"I The responsible practice of asset management requires organizations to know: J ii The assets owned or controlled; t The current condition and residual physical lives of all assets; ,r t The present or current replacement value of the assets; P The replacement dates(approximately)of all assets; t The cost of maintenance programs; r The cost of replacement or rehabilitation programs; 0 How programs will be financed and funds accumulated; 1 How funding will affect the organization's costs/incomes; r Orznge county sanitation Dlaltlnt—Asset Management Plan 2006 127 r 6, r The necessary levels of service acceptable to customers; r Date of construction or creation of the assets; u r Whether assets will be replaced at the end of their life,e.g. bridges. What will cause their I failure? The growth in demand: L r What the assets and components consist of(down to levels at which maintenance can be managed); IJ 0 The rate of decay of assets; P The impact that possible future failures and technological change will have, bath from a j business point of view and in terms of how the assets are managed; L It The strategies to counter failures and changes; r The optimal maintenance and renewal required for reliability or long life at least cost; L r Whether the assets are being operated efficiently and effectively; r How different levels of funding will affect the level of service; r b Whet risks the many different management options cronslllute for an organization; 1 What Investment options there are for maintenance,rehabilitation and renewal over the life I cycle of the asset; W It The service capacity of components and the potential for the service capacity to be exceeded prior to the end of the physical life of the asset. 1 V What are the benefits to OCSD? The benefits of advanced asset management fall into two major areas. These are: r Cost reduction opportunities(or redirection of existing investments)(80%); y r Improved system and organizational performance(20%). The percentages show the general areas in which other agencies believe the benefits have been V derived. Cost Reduction Opportunities Remember that some of these can be achieved immediately, but others may take years to realize. The key benefits in this area are the reduction of future life cycle costs to our customers and the community. In some cases it maybe justified to spend more on maintenance and raise annual operating current budgets, but reduce the longer term life cycle cost by deferring major capital Investments. Sometimes we will have to spend to save. But really the key opportunity is lL to invest our existing budgets in both capital and, operations and maintenance more effectively. r Asset Life Extensions—extending the life of existing assets through: i Optimal maintenance practices; V The mitigation of any causes of unwarranted decay; Thereby deferring major capital expenditure. L o Risk Mitigation—Identifying and understanding the whole business risk exposures including: Operational risks—unexpected asset failures,and associated emergency response plans; i y Orange County Salutation DisMct—Asset Management Plan 2000 128 r Life cycle investment risks e.g. rehabilitating or refurbishing,thereby extending life at a — lower cost before an asset needs total replacement(optimal intervention); Natural events such as earthquakes,cyclones,floods and associated emergency response plans; Vandalism or terrorism risks; Other risks, e.g.supply/resource security. P Optimizing Maintenance—optimizing maintenance planning and practices including: r Using Reliability Centered Maintenance or Failure Mode Effects Criticality Analysis techniques to develop logical and justified maintenance plans; r Improving system reliability,e.g. Mean Time Between Failure; Reducing the Mean Time to Repair; Assessing and optimizing back up or redundancy to justifiable levels; '+ Balancing capital and maintenance by making due allowances for the opportunity costs of capital and recognizing the spent costs of the existing asset's activities; — Use economic(cost)based risk or criticality assessments to derive maintenance budgets that have full economic justification; and Use the above risk based process and actuarial sampling techniques to derive the optimal condition assessment process for the organizations full list of assets. Current budgets in these areas are often non-existent or totally inadequate so savings will come from the benefits of knowing the probability of failure of our assets and appropriately reporting them. .+ r Capital Investment Validation—improving the analysis on asset investments(Capital Investment Validation techniques)to ensure we are constructing new or rehabilitating old assets now to ensure that: We are doing it at the right time; Building the most appropriate option by: — Not overbuilding nor gold plating; Only including warranted or economically justified'redundancy or back up; Considering non-asset solutions; - Choosing what we do today in confidence that it will meet our future strategic needs or strategies; Understanding the full life cycle costs and not just considering capital and choosing the most appropriate combination to suit the business; Considering the methods of delivery including privatized service, Build Own Operate Transfer and s, leasing arrangements; To take into account changing expectations of consumers,environmentalists and regulators (examples include EPA licensing, regulator in the case of Sydney Water requiring a 35% r reduction in fresh water consumption over 10 years,etc.); Taking into account future likely/possible changes in new technology(e.g. sewer rehabilitation, predictive maintenance tools,etc.); Matching them to our long-term strategies so we are not disposing of them before we need to; P Improving Operation Efficiency—this has been achieved in two key areas: - Orange County Sanitation Oisttltl—Meet Management Plan 2000 129 u,l iy Improve inefficient work practices to reduce the cost of individual activities,and/or I exposing our non-core activities to Competition. Benchmark our activities and drive efficiencies 66 where warranted; _ Automation of plant and the expansion of the latest SCADA control and data acquisition systems; I r t Management Effectiveness/Efficiency I Good Governance—enabling gains in productivity and managerial effectiveness through:The use of sophisticated asset management information systems including: mobile/wireless u Computing,and the full suite of specialist Life Cycle Asset Management applications; The ability to develop long-term strategy plans for asset replacement or rehabilitation and through this planning to develop the necessary funding programs or strategies,e.g.Improving out self- funding capabilities. Or building it into prices over time so we don't'get caught with large price rises in a time of problems; j The better understanding of growth through computer modeling(capacity/failures)of the various Lr asset systems by down loading data from the AMIS and real time SCADA to populate the necessary models; had Improving the ability to manage the operations and maintenance activities,through resource management for labor(staff,workload forecasts),plant and materials and by reducing downtime, travel time,non-productive time and allowing causal and activity based cost analysis to be V Completed. This also has a significant Impact on the capital Investment cycle as businesses often justify capital and inefficient or excessive maintenance costs; Corporate image—reduction of dsk;demonstration of proper stewardship of the assets;due r diligence, and justification of why we are spending their money most judiciously. Improved System and Organizational Performance r The key benefits in these areas include: r The reliability and performance of our system improves with less service failures and much shorter interruptions with regards to a service performance; V t Improved response times. The organization will be able to improve its emergency response and its actions in regards to customer Complaints and rectify these issues in a shorter time; 6r t Improved discharge and environmental performance. In this area the organization will be able to reduce its environmental impacts both in terms of wastewater discharge, but also in terms of air,noise,and other pollutants; y r Improved are staff and customer safety by better understanding the consequences of failure of the organization can better manage of these in respect to their impact on both our Customers,our community,and our valuable staff;and r r A greater accountability. Throughout the world many agencies have found that their customers and stakeholders have identified this aspect as a key benefit in terms of being able to account for our actions while being able to meet our changing customer's expectations and needs. Iu, W w Crania County Sanits0on Din not-Asset Management Plan 200r 130 V Appendix E Asset Condition Assessment Rating all Definition of the ratings for each of the Failure Modes Provided by GMD in 2008 r r r r Y� 1� Orange County 8aneailon Daus t-Asset Mavdgemeot PI2o 2M 125 Asset Condition Assessment Rating Definitions Asset Condition Assessment Rating Table Condifloh Description Degree of Rating Replacernent Maintenance 1 New or Excellent 0% hbrmal Preventative Maintenance Condition 2 Minor Defects Only 5% Normal Preventative Maintenance, r. Minor Corrective Maintenance 3 Moderate Deterioration 10-20% Normal Preventative Maintenance, Major Corrective Maintenance r 4 Significant Deterioration 20-50% Rehabilitate if Possible 5 Virtually Unserviceable 1 50-100% Replace Condition Rating 1 New or Excellent Condition Only normal maintenance required. The asset is to be maintained in as-new condition, with no blemishes or imperfections to any of its components Outside features-The asset, if new,may still be under defects liability. The outside features, finishes and fittings are in as new Condition. Inside features—All maintainable asset Components are in as new condition. Less than 5%of the minor components have been upgraded or replaced due to wear and tear. Condition Rating 2 Minor Defects Only Minor maintenance required (5%asset value investment required). The asset is to be maintained in near-new Condition, with slight degradation of function or appearance to less than 10%of its components,mainly its main features. Outside features—The majority of its outside features are in new condition or, showing only superficial marks to less than 10%of its surfaces. Inside features—All main Components are to be in near-new Condition, performing well within the requirements,with no failures reported to date. Less than 10%of the Components have been upgraded, repaired or replaced due to deterioration from normal wear and tear Condition Rating 3 Moderate Deterioration Backlog maintenance required (10-20%asset value investment required). The asset is to be maintained in average condition,with slight imperfections or minor problems to the majority of the asset components. Outside features—Between 25-50%of the outside features and finishes need to be renewed due to normal wear and tear. Inside features—Some of the inside features need to be renewed due to normal wear and tear. More than 50%of the main parts are in good operating Condition,although some may have been through a major upgrade. Condition Rating 4 Significant Deterioration .. Significant renewal required(20-50%asset value investment required). The asset is to be maintained in a degraded condition. Orange County sonerion Oatna-Asset Management Plan 20B 126 Outside features—50-75%of its outside features and finishing need to be replaced or renewed, The structure is still sound, although aesthetically it requires attention. Inside features—More than 50%of the minor components need to be replaced, while the major components are in poor operating condition. _ Condition Rating 5 Virtually Unserviceable Major replacement required (over 50%of asset value investment required). This asset is potentially a health and safely hazard, in terms of its physical or functional performance. _ Outside features—the asset outside features and structures show significant damage and require part demolition/reconstruction. A complete redevelopment is recommended to bring it to statutory compliance. Inside features—the internal services operate ineffectively and are evidently affecting its r functional duty Asset Capacity Assessment Rating Table (Growth) Description 1 •7Significantly Exceeds Design Capacity 2 Exceeds Design Capacity r 3 Meets Design Capacity 4 .• Fails Design Capacity 5 Significantly Fails Design Capacity The rating is the ability for the asset to deliver the required capacity today and into the future. Asset Functionality Assessment Rating Table (Level of Service) r 725 Description Exceeds all Functional Requirements Exceeds some Functional Requirements Meets all Functional Requirements Fails some Functional Requirements Fails all Functional Requirements The rating Is the ability for the asset to meet the required levels of service intended for the asset. r Orange County Sentdtion Oistaft-Asset Management Plan 2008 127 Asset Reliability Assessment Rating Table (Level of Service) DescriptionProbability of Reliability Failure Timing Fa Rating [lure E32 Never 0% As Specified by Manufacturer EvEvery 20 Years 5% Random Breakdown ery 5 Years 20% Occasional Breakdown Every 2 Years 50% Periodic Breakdown r s 1 year 100% Continuous Breakdown The descriptive columns are not interdependent and can be used independently or in conjunction with each other to assess the reliability rating for an asset. -� Asset Financial Efficiency Assessment Rating Table(Subset for Condition) e- 1 Short Lead Time No Low No more efficient asset available 2 Lead Time > 1 Current Technology is Average Asset financially r month >5 years old g efficiency is high 3 Lead Time >3 Current Technology is Significant Asset financially months > 10 years old efficiency is average r 4 Special Order and Current Technology is h Asset is financially Non-OEM only >20 years old g efficiency Is low 5 Not Available Current Technology is VeryHih Asset should be r >50 years old g replaced An asset fails due to financial efficiency if it is no longer economic to continue to own and operate this asset. The descriptive columns are not interdependent and can be used independently or in conjunction with each other to assess the financial efficiency failure mode. Orange County Sanilalion natal-Asset Management Plan 2008 128 it l� W w Appendix F Asset Management Efforts Proactive Efforts by OCSD Staff Time Period 2006-2005 l� W �I W W I Omige Coenly Senitelion Oislntl—Asset Menegemenl Plan Me 129 W L L Table l l-9 Asset Management Proactive Efforts by OCSD Staff I Area Proactive Efforts �+ Sewer Rate Study In an effort for the District to determine the sustainable rates that should Area 7 be charged for Area 7 an asset management model was run to determine the current value and costs for the collection systems over the next 100 years for this area. The information generated provided OCSD with improve and defendable information for establishing rates. New rates were approved in June 2008. Plant Water Piping The Plant water piping system is aged and beginning to fail. Asset BRE Analysis management Delphi workshops were conducted to determine OCSD business risk exposure for all of these pipes located at Plant 1 &2. This evaluation process aided in developing two CIP projects for the rehabilitation of the systems. This helped in determining the next r appropriate steps that should be taken based on the information generated. A job charter was approved April 2,2008 for this work. Gap Analysis Participated in WERF's new 2008 effort for establishing national asset Workshop management standards by performing a gap analysis with OCSD Asset Management Steering Committee. This also provided OCSD an update comparison to the gap analysis that was performed in 2002. r Reliability Centered Applied the reliability centered maintenance concept to engineering Design Pilots design. This was piloted for two of our pump stations,which were the Biller Point Pump Station and the Rocky Mountain Point Pump Station. r EPA Four Pillars Asset management is now one of the key components that EPA Approach for emphasizes the importance for utilities to perform. Please go to this link Sustainability http:tiw .epa.govtwaterinfrastruture/for further information. Staff presented information on how OCSD was integrating the four pillars in 2007. La SWRCB's WDR In 2006 the State Water Resources Control Board(SWRCB)adopted a Order for sewers General Waste Discharge Requirement(WDR)Order for publicly owned sanitary sewers. One purpose of this order was to reduce sanitary 6. sewer overflow discharges. One of the requirements in the WDR was for a utility to be able to demonstrate sustainability,which our asset management program accomplishes and demonstrates OCSD due diligence effort. Sustainability of our Staff continues to work on determining the condition of our assets. assets Modeling and condition assessment efforts are being utilized to help y determine our business risks exposures. This allows for resources to be properly focused on assets that need to be repaired first,which have the highest business risk exposure. WERF Strategic Staff is participating in 2008 with WERF and other utilities to improve Asset Management and expand the asset management tools that W ERF offers. This has already benefited OCSD by participating in W ERF gap analysis pilot V O np County Sem low mi61iR't-0.ese1 rlamgement Mn MN 13D 1� ri �1 �1 Appendix E Asset Condition Assessment Rating Definition of the ratings for each of the Failure Modes PrNdw Cy GHD in 2008 J J J J J r r Omnge county Sanitation OisMn-Aeset Management Pkn 2 8 131 Asset Condition Assessment Rating Definitions — Asset Condition Assessment Rating Table Description Replacement � New or Excellent 0% Normal Preventative Maintenance Condition 2 Minor Defects Only 5% Normal Preventative Maintenance, _ Minor Corrective Maintenance 3 Moderate Deterioration 10-20% Normal Preventative Maintenance, Major Corrective Maintenance 4 Significant Deterioration 20-50% Rehabilitate if Possible 5 Virtually Unserviceable 50-100% Replace Condition Rating 1 New or Excellent Condition Only normal maintenance required. The asset is to be maintained in as-new condition, with no blemishes or imperfections to any of its components Outside features -The asset, if new, may still be under defects liability. The outside features, finishes and fittings are in as new condition. Inside features—All maintainable asset components are in as new condition. Less than 5%of the minor components have been upgraded or replaced due to wear and tear. Condition Rating 2 Minor Defects Only Minor maintenance required (5%asset value investment required). The asset is to be maintained in near-new condition, with slight degradation of function or appearance to less than 10%of its components, mainly its main features. _ Outside features—The majority of its outside features are in new condition or, showing only superficial marks to less than 10%of its surfaces. Inside features—All main components are to be in near-new condition, performing well within the requirements,with no failures reported to date. Less than 10%of the components have been upgraded, repaired or replaced due to deterioration from normal wear and tear Condition Rating 3 Moderate Deterioration Backlog maintenance required (10-20%asset value investment required). The asset is to be maintained in average condition,with slight imperfections or minor problems to the majority of the asset components. Outside features—Between 25-50%of the outside features and finishes need to be renewed due to normal wear and tear. Inside features—Some of the inside features need to be renewed due to normal wear and tear. More than 5096 of the main parts are in good operating condition, although some may have been through a major upgrade. Condition Rating 4 Significant Deterioration Significant renewal required (20-50%asset value investment required). The asset is to be maintained in a degraded condition. Orange County sanitation Dannm-Asset Management Plan 2m 132 Outside features—50-75%of its outside features and finishing need to be replaced or renewed. The structure is still sound, although aesthetically it requires attention. Inside features—More than 50%of the minor components need to be replaced, while the major components are in poor operating condition. Condition Rating 5 Virtually Unserviceable Major replacement required (over 50%of asset value investment required). This asset is potentially a health and safety hazard, in terms of its physical or functional performance. Outside features—the asset outside features and structures show significant damage and require part demolition/reconstruction. A complete redevelopment is recommended to bring it to statutory compliance. Inside features—the internal services operate ineffectively and are evidently affecting its functional duty Asset Capacity Assessment Rating Table (Growth) Descripti on •. SEEM 1 Significantly Exceeds Design Capacity 2 Exceeds Design Capacity 3 Meets Design Capacity 4 Fails Design Capacity 5 Significantly Fails Design Capacity The rating is the ability for the asset to deliver the required capacity today and into the future. Asset Functionality Assessment Rating Table (Level of Service) 4 7_ Description 1 Exceeds all Functional Requirements 2 Exceeds some Functional Requirements 3 Meets all Functional Requirements Fails some Functional Requirements 5 Fails all Functional Requirements The rating is the ability for the asset to meet the required levels of service intended for the asset. Orange county Sanitation Distnct-Asset Management Plan 2M 133 Asset Reliability Assessment Rating Table (Level of Service) r . T r 1 Never 0 % As Specified by Manufacturer 2 Every 20 Years 5 % Random Breakdown 3 Every 5 Years 20% Occasional Breakdown I1e 4 Every 2 Years 50% Periodic Breakdown 5 <_ 1 year 100% Continuous Breakdown r The descriptive columns are not interdependent and can be used independently or in conjunction with each other to assess the reliability rating for an asset. Asset Financial Efficiency Assessment Rating Table(Subset for Condition) Descriptionre Part Availability of Newer Maintenance A:lability Technologies Levels 1 Short Lead Time No Low No more efficient r asset available Lead Time> 1 Current Technology is Asset financially 2 month >5 years old Average efficiency is high r 3 Lead Time >3 Current Technology is Significant Asset financially months > 10 years old efficiency is average r 4 Spacial Order and Current Technology is HI h Asset is financially Non-OEM only >20 years old g efficiency is low 5 Not Available Current Technology is Very High Asset should be >50 years old replaced An asset fails due to financial efficiency if it is no longer economic to continue to own and operate this asset. The descriptive columns are not interdependent and can be used _ independently or in conjunction with each other to assess the financial efficiency failure mode. Orange county sanitation Manor-Asset Management Plan 2888 134 J r Appendix F Asset Management Efforts Proactive Efforts by OCSD Staff Time Parod 2W6-2WB e✓ sl r r ar r d r r Omtgo County Sanitation Distinct-Asset Management Plan 2M 135 m L Table 11-9 Asset Management Proactive Efforts by OCSD Staff I"'l Area Proactive Effort Sewer Rate Study In an effort for the District to determine the sustainable rates that should Area 7 be charged for Area 7 an asset management model was run to determine the current value and costs for the collection systems over the next 100 years for this area. The information generated provided OCSD with improve and defendable Information for establishing rates. New rates were approved in June 2008. Ir Plant Water Piping The Plant water piping system is aged and beginning to fail. Asset BRIE Analysis management Delphi workshops were Conducted to determine OCSD business risk exposure for all of these pipes located at Plant 1 &2. This evaluation process aided in developing two CIP projects for the rehabilitation of the systems. This helped in determining the next appropriate steps that should be taken based on the information generated. A job charter was approved April 2,2008 for this work. Gap Analysis Participated in W ERF's new 2008 effort for establishing national asset Workshop management standards by performing a gap analysis with OCSD Asset Management Steering Committee. This also provided OCSD an update comparison to the gap analysis that was performed in 2002. r Reliability Centered Applied the reliability centered maintenance concept to engineering Design Pilots design. This was piloted for two of our pump stations,which were the Bitter Point Pump Station and the Rocky Mountain Point Pump Station. EPA Four Pillars Asset management is now one of the key components that EPA Approach for emphasizes the importance for utilities to perform. Please go to this link Sustainability http://www.spa.gov/watednfrastructurat for further information. Staff presented information on how OCSD was integrating the four pillars in 2007. `. SWRCB's WDR In 2006 the State Water Resources Control Board (SWRCB) adopted a Order for sewers General Waste Discharge Requirement(WDR)Order for publicly owned sanitary sewers. One purpose of this order was to reduce sanitary sewer overflow discharges. One of the requirements in the WDR was for a utility to be able to demonstrate sustainability,which our asset management program accomplishes and demonstrates OCSD due diligence effort. Sustainability of our Staff continues to work on determining the condition of our assets. assets Modeling and condition assessment efforts are being utilized to help determine our business risks exposures. This allows for resources to be properly focused on assets that need to be repaired first,which have the highest business risk exposure. WERF Strategic Staff is participating in 2008 with WERF and other utilities to Improve Asset Management and expand the asset management tools that WERF offers. This has 6. already benefited OCSD by participating in WERF gap analysis pilot Is+ Orange County serration District-Meot Wnegemera Plan 2008 136 V r �+ Area Proactive Efforts program. r O&M Staffing Plan, Provides a 3-year plan to address staffing needs based on facilities November,2007 growth to ensure adequate O&M. Edition REFERENCES 1. The International Infrastructure Management Manual, Australia/New Zealand, version 1.0 r —April 2000, ISSN:0 473 06739 0 r r r r r r r r .a r r Q rge County earl wn Dlatnd-Asset Management Plan zxe 137 r U L L L L L L L i u L L L L L ORANGE COUNTY SANITATION DISTRICT L 10844 Ellis Avenue Fountain Valley, California 1 92708-7018 v (714) 962-2411 L w .ocsd.com(Search AMP) Revised OCSD 4/09 L