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HomeMy WebLinkAbout97.Late Communication - Operations Committee - Items No. 3, 4 and 9.pdf SM, ORANGE COUNTY SANITATION DISTRICT Memorandum tF THE EN"�P��� June 7, 2017 TO: Operations Committee Orange County Sanitation District FROM: Kelly A. Lore Clerk of the Board RE: LATE COMMUNICATION The Clerk of the Board received late communication regarding the following items after the publication of the Operations Meeting Agenda. Item No. 3— Central Generation Engines Automatic Balancing Analyzers Director of Operations & Maintenance, Ed Torres provided a correction to the Financial Consideration of the agenda report. The last line in the paragraph should read: ("Line item: Small Capital Projects, Section 8 page 86"). There is no change to the recommendation. Item No. 4 — Central Generation Facilities Oil Centrifuge Heater and Controls Replacement Director of Operations & Maintenance, Ed Torres provided a correction to the Financial Consideration of the agenda report. The last line in the paragraph should read: ("Line item: Small Capital Projects, Section 8 page 86"). There is no change to the recommendation. Item No. 9—2017-18 Budget Update Presentation Director of Finance&Administrative Services, Lorenzo Tyner provided the following attachment to the agenda report entitled, 'Budget Update Fiscal Year 2017-18" Budo . l• 1 Orange County Sanitation District, Calif` nib Y Orange County Sanitation District, California BUDGET UPDATE Fiscal Year 2017- 18 OUR MISSION "To protect public health and the environment by providing effective wastewater collection, treatment, and recycling." GFOA BUDGET PRESENTATION AWARD G GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Orange County Sanitation District California Forthe Biennium Beginning July 1, 2016 Exm1ie Diann 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 biennium beginning July 1,2016. 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. TABLE OF CONTENTS OCSDService Area..............................................................................................................................................i Board of Directors...............................................................................................................................................ii BoardCommittees..............................................................................................................................................in Orange County Sanitation District Organization Chart.............................................................................iv AdministrativeOfficials.......................................................................................................................................v Messagefrom the General Manager...............................................................................................................A FinanceSummary..............................................................................................................................................I Financial Overview and Budgetary Issues.......................................................................................................2 Where the Money Comes From.......................................................................................................................6 FundingSources by Category............................................................................................................................6 Wherethe Money Goes......................................................................................................................................8 FundingUses by Category.................................................................................................................................8 Collection,Treatment and Recycling Process Overview........................................................................ 10 StrategicPlanning............................................................................................................................................ 12 Infrastructure Asset Management...............................................................................................................18 Capital Improvement Program....................................................................................................................28 DebtFinancing Program................................................................................................................................30 OperatingExpenses.........................................................................................................................................32 Departments......................................................................................................................................................36 Summary.............................................................................................................................................................36 GeneralManager's Office.................................................................................................................................38 HumanResources.............................................................................................................................................40 AdministrativeServices....................................................................................................................................42 Environmental Services....................................................................................................................................44 Engineering.........................................................................................................................................................46 Operations and Maintenance..........................................................................................................................48 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 NewProject Descriptions.............................................................................................................................A-11 Capital Equipment Budget Summary........................................................................................................A-18 Capital Equipment Budget Detail...............................................................................................................A-20 Self-Funded Insurance Plans.......................................................................................................................A-22 HistoricalStaffing Summary........................................................................................................................A-23 HistoricalStaffing Detail..............................................................................................................................A-24 AppropriationsLimit....................................................................................................................................A-35 MiscellaneousStatistics................................................................................................................................A-36 Wastewater Treatment Process Diagram OCSO SERVICE AREA OCSD service pros tore.eDle,geel LA HABRA BREA ORANGE COUNTYorni YORBA Calif B1e FULLER N LINDA PLAC TIA LA ARK PL YPRE ANAHEIM VILLA NTO PA LOS 1-� A AMITOS ARDE ORANGE ROV '� �— SEAL ce BEACH IN ER 8" e SAN F UN T ANA TUSTIN A HUNTI GTO IRVINE COSTA MESA OCBD Emese,Oul�ell N S tulles long B SIml Elemel , Service area boundary O,y„m,p, 1- NEWPORT s.Iles lD, BEACH Sewer pipelines �c-ma alanae, Bull® Reclamation Plant No.1(PI) Treatment Plant No.2(P2) / Pump Stations DISMMER Wp P'epa°gt" moon m,o- mDlmv.ml.mp Unincorporated Orange County{white areas) a lul n""o°r„.° . Pane eluN W�Dfa.Al,Plgnr-- v�D.w/rzou BOARD OF DIRECTORS Agency/Cities Active Director Alternate Director Anaheim Denise Barnes Lucille Kring Brea Glenn Parker Cecilia Hupp Buena Park Fred Smith Virginia Vaughn Cypress Mariellen Yarc Stacy Berry Fountain Valley Steve Nagel Cheryl Brothers Fullerton Greg Sebourn Jesus Silva Garden Grove Steve Jones Kris Beard Huntington Beach Barbara Delgleize Erik Peterson Irvine Donald P.Wagner Lynn Schott La Habra Tim Shaw Michael Blazey La Palma Peter Kim Gerard Goedhart Los Alamitos Richard Murphy Warren Kusumoto Newport Beach Scott Penner Brad Avery Orange Teresa Smith Mark Murphy Placentia Chad Wanke Ward Smith Santa Ana Sal Tinajero David Benavides Seal Beach EBery Deaton Sandra Massa-Lavitt Stanton David Shawver Carol Warren Tustin Allan Bernstein Chuck Puckett Villa Park Robert Collacott Diana Fascenelli Sanitary Water Districts Costa Mesa Sanitary District(CMSD) James Ferryman Robert Ooten Midway City Sanitary District(MCSD) AI Krippner Charlie Nguyen Irvine Ranch Water District(IRWD) John Withers Douglas Reinhart Yorba Linda Water District(YLWD) Phil Hawkins Brooke Jones County Areas Member of the Board of Supervisors Michelle Steel Shawn Nelson B BOARD COMMITTEES Steering Committee Operations Committee Greg Sebourn Board Chair John Withers,Chair(IRWD) David Shawver Board Vice-Chair Ellery Deaton,Vice-Chair(Seal Beach) Chad Wanke,Chair,Administration Committee Denise Barnes(Anaheim) John Withers,Chair,Operations Committee Allan Bernstein(Tustin) Ellery Deaton,Member-At-Large Robert Collacon(Villa Park) Tim Shaw,Member-At-Large Phil Hawkins(YLWD) Donald P.Wagner,Member-At-Large Steve Jones(Garden Grove) Richard Murphy(Los Alamitos) Administration Committee Tim Shaw(La Habra) Chad Wanke,Chair(Placentia) Fred Smith(Buena Park) Donald P.Wagner,Vice-Chair(Irvine) Michelle Steel(Board of Supervisors) Barbara Delgleize(Huntington Beach) Mariellen Yarc(Cypress) James Ferryman(CMSD) Greg Sebourn Board Chair(Fullerton) Peter Kim(La Palma) David Shawver Board Vice-Chair(Stanton) Al Krippner(MCSD) Steve Nagel(Fountain Valley) Legislative and Public Affairs Committee Glenn Parker(Brea) Allan Bernstein(Tustin) Scott Peotter(Newport Beach) Peter Kim(La Palma) Teresa Smith(Orange) Greg Sebomn(Fullerton) Sal Tinajero(Santa Ana) David Shawver(Stanton) Greg Sebourn Board Chair(Fullerton) Donald P.Wagner(Irvine) David Shawver Board Vice-Chair(Stanton) Chad Wanke(Placentia) John Withers(IRWD) C7 iI RANGE COUNTY SANITATION DISTRICT I BUDGET UPDATE- FISCAL YEAR 2017-18 III ORGANIZATION CHART U__ General Management 10 Administration r Board Services Public Affairs Human Resources Administrative Environmental Engineering Operations& Administration Services Services Administration Maintenance Risk Management/ Financial Administration Planning Administration Safety/Security Management Resource Collection Protection Protect Facilities Operations Contracts, Management Office &Maintenance Purchasing& tahoratory, Civil& Materials Monitoring& Mechanical Fleet Services Management Compliance Engineering Plant No.f Information Electrical& Operations Technology Control Systems Plant No.2 Engineering Operations Plant No.t Maintenance Plant No.2 Maintenance Maintenance Reliability& Planning n ADMINISTRATIVE OFFICIALS Management Team General Manager......................................................................................................................................................lames Herberg Assistant General Manager....................................................................................................................................Robert GhireBi Director of Engineering.....................................................................................................................................Robert Thompson Director of Environmental Services.......................................................................................................................Tames Colston Director of Finance and Administrative Services...............................................................................................Lorenzo Tyner Director of Human Resources...............................................................................................................................Celia Cbandler Director of Operations and Maintenance...........................................................................................................Edvnrd Torres GeneralCounsel.......................................................................................................................................................Bradley Hogin � 1 WEI Zw � a Y ORANGE COUNTY SANITATION DISTRICT I BUDGET UPDATE-FISCAL YEAR 2017-18 V MESSAGE FROM THE GENERAL MANAGER June 1,2017 Honorable Chair and Board of Directors: I am pleased to submit the Orange County Sanitation District's(OCSD) Proposed Budget Update for the 2017-18 fiscal year.This document lays out the framework of OCSD's activities for the upcoming year,and serves as a source of information for OCSD's Board of Directors,our ratepayers and our employees.This budget includes the operational,capital and debt service expenditures necessary to cost-effectively support our mission.As this is an update to our previously approved two-year budget,relatively minor changes are recommended including operational cost increases of less than two percent.However,there are key areas that I would like to highlight: • Expanded Water Recycling—In partnership with the Orange County Water District(OCWD),our agency recycles enough water to supply the needs of 850,000 people.Our Board of Directors has set a goal of recycling 100 percent of our reclaimable flows to provide a reliable,affordable,and high quality water source.Having completed the joint feasibility study with OCWD for the ultimate expansion of the Groundwater Replenishment System(GWRS),the two agencies now embark on design projects that will increase water recycling for an additional 250,000 people.This expansion will ensure that a potential resource once lost to the ocean will now supply water for over one million people in north and central Orange County. • Infrastructure Reliability and Operational Sustainability—We will continue to improve our planned maintenance program to include civil assets in addition to electrical and mechanical systems. Recognizing the importance of resiliency in the event of a disaster,we will complete our business continuity plan and establish offsite backup infrastructure. • Safety and Security—Capital projects,maintenance activities,and training to address safety in our workplace are included in this budget,as are enhancements to our physical,electronic and cyber security infrastructure. • Operating Expense Cost Containment—Despite inflationary increases on many external costs such as chemicals and utilities,we will minimize the impact on ratepayers by aggressively negotiating our contracts,ensuring a competitive bidding environment,prudently managing debt and implementing efficiencies. Operating efficiencies such as the reduction of long-term liabilities,operational improvements and general cost containment have allowed OCSD to minimize ongoing expenses and the need for additional resources. ri 2017-18 BUDGET UPDATE • Staffing Cost Containment—While addressing rising treatment and chemical costs,aging infrastructure,and increased regulatory requirements,this budget displays our commitment to efficiency as it includes only a minimal one percent staffing increase. • Rate and Sewer Service Planning—Our current rate structure expires on June 30,2018.During this budget period,we will complete a Capital Improvement Program Master Plan and independent Rate Study.These activities will serve as a basis for our new rate structure and assist in developing a sound financial plan in line with the goals of the agency. OCSD will continue to provide wastewater treatment,recycling,sewer and facilities maintenance,ocean monitoring and many other services while maintaining one of the lowest rates in the state.I believe this budget fully supports the goals included in the Orange County Sanitation District's Strategic Plan and positions us well to address challenges in the coming years. James D.Herberg General Manager Orange County Sanitation District rii _ _ � _ - 4_=` ;, ,�;. : v .Y ( ' .. 1 r'1 'f# ���y ..,� ��' e�� u' I � p � i � � i I� lii ill �i I ni lu � j � � ��� ' 'll I IIIII�III��lll�ll�il' i d ��� i , �i I uuu �; _; ,,.... ._ _. ���i��ldl;i 6 �� °4 t' a � : w � t ,' _ 1 . ;'�R _� - � t .:� . , �: - - _ . _ _ . , �:: . FINANCE SUMMARY FINANCIAL SUMMARY/OVERVIEW AND BUDGETARY ISSUES Budget Overview Personnel costs will increase primarily due to approved increases in salaries and wages for all employee Orange County Sanitation District's(OCSD)proposed bargaining units based on the new Memorandums of fiscal year 2017-18 operating and capital improvement Understanding.These increases are partially offset by budget totals$385.6 million,or$10.4 million decreases in retirement premiums after an additional (2.8 percent)above what was approved last year as payment of$39 million to eliminate the unfunded the second year of the adopted two-year budget.The pension liability. increase in the 2017-18 budget is primarily due to an increase of$10.1 million in the Capital Improvement OCSD will continue to effectively manage these Program(CIP)budget and an increase of$1.9 million expenses with approximately 24 percent of the budget in the operating budget,which reflects the addition of allocated to employee costs,much less than most other eight new positions and the cost of living adjustments government agencies. included in the new Memorandums of Understanding. These budget increases are partially offset by a decrease Cost of Treatment of$1.1 million in budgeted debt service costs.The The agency's two treatment plants,located in Fountain budget continues to reflect the agency's ongoing efforts to streamline operations. Valley and Huntington Beach,provide full secondary treatment of approximately 185 million gallons of OCSD's proposed CIP budget for fiscal year 2017-18 wastewater each day generated by approximately is$148.1 million,net of savings and deferrals.This 2.6 million people residing within central and northwest CIP budget supports collection system,joint works Orange County and the businesses that operate within treatment and disposal system improvement projects. this service area The fiscal year 2017-18 proposed The increase from the originally proposed budget is budget to operate,maintain and manage our sewage attributable to the timing of construction cash outlays as collection,treatment,recycling and disposal system, we meet our infrastructure needs. including self-insurance requirements,is$154 million. Financing The cost per million gallons of wastewater treated(an industry-wide performance measurement)is expected OCSD uses long-term Certificates of Participation to increase to$2,250 a$31,or 1.4 percent increase from (COP)for financing capital improvements that cannot the previous 2017-18 approved budget of$2,219.The be completely funded from current revenue.Before any increase in the cost per million gallons is due to the new debt is issued the impact of debt service payments increase in the operating budget without any change in on total annual fined costs is analyzed.Total COP projected flows. indebtedness is currently at$1.0 billion. No new money debt financings are currently forecasted to assist in the Sewer Service Fees funding of the$2.5 billion in capital improvements required over the next 10 years. The 2017-18 single family residential rate is scheduled to increase by approximately one percent to$331.OCSD's Staffing rates are well below the statewide average sewer rate of$475,according to a 2015 survey of 482 agencies in Reflecting the organization's commitment to providing California service at the lowest costs,the budget reflects an increase of eight authorized full time equivalent(FTE)positions Groundwater Replenishment for fiscal year 2017-18 as staffing is proposed at 635 System (GWRS) FTE positions.The new positions are needed to provide additional support for the increasing demands of the The OCSD Strategic Plan includes water reclamation. preventative maintenance programs.However,staffing With the Orange County Water District(OCWD), continues to remain lower than the fiscal year 2010-11 OCSD completed the GWRS,the nation's largest water approved staffing level of 641 positions. reclamation project,in January 2008. 2 2017-18 BUDGET UPDATE w The original GWRS facility reclaimed 70 million gallons Capital Improvement Program of water a day,delaying the need to build a second (CIP) outfall which could cost more than$200 million.OCSD and OCWD equally shared the expenses of this project The proposed CIP budget for fiscal year 2017-18,net of and approximately$44 million in Federal and State savings and deferrals,is$148.1 million,up$10.1 million grants that were received to offset part of the total costs. from the previously approved 2017-18 budget due to the Initial expansion of GWRS increased the production timing of construction cash outlays. of reclaimed water to 100 million gallons a day.This Over the next 10 years,OCSD's Capital Improvement expansion,which was funded entirely by the OCWD, Program will: was completed in early 2015.OCSD is directing • Rehabilitate the headworks,primary treatment,solids all reclaimable[lows from Plant No. 1 to OCWD handling facilities,and utility systems at Plant No. 1. in support of providing maximum amounts of . Replace a third of the primary treatment and the specification water for reclamation. solids dewatering facilities,and rehabilitate the outfall A feasibility study for recycling all of OCSD's pumping system at Plant No.2. reclaimable effluent was completed in May 2016.This • Construct a new Headquarters Complex. study was jointly funded by OCSD and OCWD with • Modify existing hedworks at Plant No.2 and a grant from the U.S.Bureau of Reclamation.The construct a new plant water pump station to feasibility study identified the projects necessary to enable the final expansion of the Groundwater implement the final expansion of GWRS.The expansion Replenishment System(GWRS). will add an additional 30 million gallons a day(MGD), . Replace or rehabilitate OCSD's aging pump stations bringing the total GWRS capacity to 130 MGD of and trunk sewers in the collections system. drinking water. 3 FINANCIAL SUMMARY/OVERVIEW AND BUDGETARY ISSUES Operating Budget Increase - Utilities - $1.0M Increase $13.2M The proposed budgets for electricity and natural gas reflect The operations budget for the collection,treatment,and increases of$776,000 and$166,000,respectively,over disposal of wastewater is proposed at$154.3 million,a the 2016-17 projected expenditures due to anticipated $13.2 million(9.4 percent)increase above 2016-17 projected consumption and unit cost increases. expenditures. Other Materials, Supplies, Services Although some expenses will increase or decrease slightly, — $2.2M Increase the overall increase to the operating budget in 2017-18 over the 2016-17 projected is primarily attributable to the The increase is primarily due to a$1.0 million increase in following specific areas: the property and general liability insurance premiums and the restoration of the General Manager's contingency and Salaries and Benefits - $6.2M the contingency for prior year reappropriations. Increase Operating Expenses Salaries and benefits will increase$6.2 million above the 2016-17 projected expenditures primarily due to the impacts of the new collective bargaining agreements,the addition +2.a k +t2 i of eight FTE positions,and increases in medical insurance premiums.The increases are partially offset by a decrease in workers'compensation costs and lower retirement premiums resulting from OCSD's decision to use available cash reserves to reduce the unfunded pension liability by $39 million in 2016-17. These changes reflect the impacts from new collective bargaining agreements and revised actuarial assumptions on Fr 2016-n FV 2016-17 Fv Zen-18 FV 201718 Apcm d Pliected ADpnned Upd.d retirement premiums. Proposed Professional Services - $1.4M Increase Budget-over-budget percentage changes are shown above. The increase in professional services in fiscal year 2017-18 is to support the comprehensive Civil Assets Maintenance program. Repairs and Maintenance - $2.4M Increase This expense category includes parts and services for repairing aging treatment plant and collection facilities,and reflects base budgets for equipment maintenance as well as out-sourced annual service contracts and maintenance agreements.The fiscal year 2017-18 budget increase of 17 percent over the 2016-17 projected expenditures is mostly attributable to increases in basic repairs and maintenance costs and Central Generation(CenGen) engine overhaul. 4 ' I FINANCIAL SUMMARY/FUNDING SOURCES BY CATEGORY WHERE THE MONEY COMES FROM Interest Intradistrict $8.41M Transfers 1.9% $,12M 0.3% Property Taxes $93.7M 21.1% Other $6.9M 1.6% Fees& Charges $333.010 75.1% Funding Sources by Category (in millions) 2017-18 2016-17 2017-18 Updated Category Approved Approved Proposed Service Fees $307.1 $310.1 $310.2 Property Taxes 87.0 91.4 93.7 Permit User Fees 11.3 11.4 12.9 Capital Facilities Capacity Charges 13.5 18.1 9.9 Interest 8.6 8.8 8.4 Intradistrict Transfers 3.4 1.7 1.2 Debt Proceeds 0.0 0.0 0.0 Other Revenue 4.6 4.9 6.9 Total Funding Sources $435.5 $446.4 $443.2 6 2017-18 BUDGET UPDATE OCSD has a variety of revenue sources available for pay for new facilities to be constructed in the future that operating and capital expenses.The major revenue will benefit the property being charged. sources are: Interest Earnings - $8.4M General Service Fees - $310.2M Interest earnings are generated from the investment User fees are ongoing fees for service paid by customers of accumulated reserves consisting of a cash Flow/ connected to the sewer system,and are the primary contingency,a capital improvement,a renewal/ source of OCSD's revenue.A property owner,or user, replacement,and a self-insurance reserve. does not pay user fees until connected to the sewer system and receiving services.Once connected,users Intradistrict Transfers - $1.2M are responsible for their share of the system's costs,both In accordance with Amendment No.2 to the Agreement fixed and variable,in proportion to their demand on the for Purchase and Sale of Capacity Rights in Treatment, system.These fees are for both Single Family Residences (SFR)and Multiple Family Residences(MFR). Disposal and Sewer Facilities between Irvine Ranch Water District(IRWD)and OCSD dated November Property Taxes - $93.7M 15,1995,ownership is adjusted annually to reflect the current equity percentage ownership based on sewage The County of Orange is permitted by State law flows. (Proposition 13)to levy taxes at one percent of full market value(at time of purchase)and can increase the Debt Proceeds - $O.OM assessed value no more than two percent per year.OCSD receives a share of the basic levy proportionate to what Certificates of Participation(COPS)are OCSD's primary mechanism for financing capital projects.COPS are was received in the rase is 1978 the Speriod,less$3.5 million, repayment obligations based on a lease or installment the amount that represents the to school s permanent annual sale agreement.COPS are not viewed as"debt"by the diversion from special OCSD's share to school districts that State of California,but rather a share in an installment began in for payment share of this revenue is arrangement where OCSD serves as the purchaser. dedicated for the payment of debt service. No new money debt issuances are being proposed over Permit User Fees - $12.9M the next two fiscal years as the$2.5 billion in future Permit user fees are paid by large industrial and replacement,rehabilitation,and refurbishment projects commercial properties owners connected to the sewer anticipated over the next ten years will be adequately system.These fees are for the owner's share of the funded through current sewer service fee charges and system's costs,both fixed and variable,in proportion to existing reserves. the user's demand on the system. Other Revenue - $6.9M Since the inception of the Permit User Fee Program Other revenue includes self-insurance assessments for in 1970,users of OCSD's system that discharge high workers'compensation and general liability coverage as volumes or high strength wastewater have been required well as reimbursements from other agencies for shared to obtain a discharge permit and pay fees for the cost of CIP costs and miscellaneous revenue such as rents service received. and leases. Capital Facilities Capacity Charges (CFCC) - $9.9M The Capital Facilities Capacity Charge is a one-time charge imposed at the time a building or structure is newly connected to OCSD's system,directly or indirectly,or an existing structure or category of use is expanded or increased.This charge pays for OCSD facilities that exist at the time the charge is imposed,or to FINANCIAL SUMMARY/FUNDING USES BY CATEGORY WHERE THE MONEY GOES Operating Expenses Intradistrict $154.31M Capital Transfers 40.0% Improvement $1.2M Program 0.3% $148.1M 38.4% Debt Service $82.010 21.3% Funding Uses by Category (in millions) °2017-18 2016-17 2017-18 Updated Category Approved Approved Proposed Operating Expenses $148.9 $152.4 $154.3 Capital Improvement Program" 171.3 138.0 148.1 Debt Service 151.6 83.1 82.0 Intradistrict Transfers 3.4 1.7 1.2 Total Funding Uses $475.2 $375.2 $385.6 'Capital Improvement Program total includes Replacement, Rehabilitation and Refurbishment 8 2017-18 BUDGET UPDATE OCSD budgets its funds in four distinct areas: total$167.0 million;however,the CIP cash outlays,net of savings and deferrals,is Operating Expenses - $154.3M $148.1 million. The proposed budget allocates resources to operate, Debt .Service - $82.OM maintain and manage our sewage collection,treatment, recycling and disposal system,and for any associated This is the cost of repaying debt.Long-term debt administrative or technical requirements. financing allows OCSD to complete large multi- year capital projects by providing funds not always Capital Improvement Program immediately available.Currently,OCSD is on track to (CIP) - $148.1 M pay off its$1.0 billion outstanding debt by 2042. To provide an appropriate level of service to OCSD's Intradistrict Transfers - $1.2M ratepayers,large capital improvements are required.The CIP provides for the management and implementation In accordance with Amendment No.2 to the of these improvements. The CIP budget includes Agreement for Purchase and Sale of Capacity Rights specific projects as well as an allocation for anticipated in Treatment,Disposal and Sewer Facilities between replacement,rehabilitation,or refurbishment(RRR) IRWD and OCSD dated November 15, 1995,ownership projects where detailed job plans have not yet been is adjusted annually to reflect the current equity prepared.The gross CIP project budgets for 2017-18 percentage ownership based on sewage flows. ^Jam.• Q � I '^rrin' n IIII � / _ 1 i Y - ` t a 14 IEI :; i , ll:I ]IS Tf, I BUDGET UPDATE HSCAI YFAB 2017-18 9 COLLECTION, TREATMENT AND RECYCLING PROCESS OVERVIEW OCSD's system includes approximately 396 miles of Solids are then dewatered to a 20 percent solids sewers that convey wastewater generated within OCSD's consistency,called biosolids,and recycled via direct land service area to its two treatment facilities,Reclamation application or composting. Plant No. 1 located in the City of Fountain Valley,and Treatment Plant No.2located in the City of Huntington Approximately 130 million gallons per day of secondary Beach effluent from Reclamation Plant No. 1 is sent to the Orange County Water District(OCWD)for recycling in Influent wastewater undergoes Preliminary Treatment its two treatment processes. upon entry to the treatment plants where it is filtered through bar screens,and grit and debris are removed.It The first is OCWD's Groundwater Replenishment then flows to Primary Treatment,which consists of large System(GWRS).The GWRS is the largest water settling basins where solids are settled out,enhanced by purification project of its kind in the world and its the addition of chemicals,and sent to Solids Processing. construction was funded jointly by OCWD and OCSD. Wastewater then flows to Secondary Treatment,which At 100 million gallons per day,the GWRS generates is a biological process using either the trickling filter or enough pure water to meet the needs of 850,000 people. activated sludge process.Solids removed in Secondary The second is OCWD's Green Acres Project(GAP) Treatment are also sent to digestion. which is a water recycling effort that provides reclaimed Methane gas generated during the natural water for landscape irrigation at parks,schools and decomposition of the solids in the digesters fuels the golf courses as well as for industrial uses,such as carpet Central Power Generation System producing enough dying.The total annual demand for GAP water is about electricity to meet two-thirds of the power needed to four million gallons per day. run both treatment plants. dim 10 ET UPDATE YFAd 70712 2017-18 BUDGET UPDATE or _ i OPANGF COUNIV SANIIAHON OISIRICI BUDGET UPDATE F fiscal YFAR 2017 la 11 STRATEGIC PLANNING Introduction Honesty,Trust,and Respect We aspire to the highest degree of integrity,honesty, Driven by its mission,vision,core values,and the trust,and respect in our interaction with each other,our Strategic Plan,OCSD continues aggressive efforts to suppliers,our customers,and our community. meet the sanitation,health,and safety needs of the more than 2.6 million people we serve while protecting the Teamwork and Problem Solving environment where we live. We strive to reach OCSD goals through cooperative efforts and collaboration with each other and our Mission Statement constituencies.We work to solve problems in a creative, cost-effective and safe manner,and we acknowledge The Mission Statement is the basic foundation that team and individual efforts. defines why we exist. Leadership and Commitment "To protect public health and the environment by We lead by example,acknowledging the value of our providing effective wastewater collection,treatment,and resources and using them wisely and safely to achieve recycling." our objectives and goals.We are committed to act in the Vision Statement best interest of our employees,our organization,and our community. The Vision Statement supports the Mission Statement Learning/Teaching-Talents,Skills and Abilities by expressing a broad philosophy of what the Orange We continuously develop ourselves,enhancing our County Sanitation District strives to achieve now and in talents,skills,and abilities,knowing that only through the future in the delivery of services to our customers, personal growth and development will we continue to vendors,other agencies,the general public and each progress as an agency and as individuals. other. Recognition/Rewards Orange County Sanitation District will be a leader in: We seek to recognize,acknowledge and reward contri- • Providing reliable,responsive,and affordable services buttons to OCSD by our many talented employees. in line with customer needs and expectations. Risk Register • Protecting public health and the environment utilizing all practical and effective means for Many leading organizations are formally applying risk wastewater,energy,and solids resource recovery. management processes to identity and mange risks • Continually seeking efficiencies to ensure that the across many aspects of their business.The formalization public's money is wisely spent. of risk management processes is a logical step towards • Communicating our mission and strategies with those increased accountability and transparency placed on the we serve and all other stakeholders. Board and OCSD management. • Partnering with others to benefit our customers,this Risk assessment and mitigation includes the following region,and our industry. steps: • Creating the best possible workforce in terms of •Identify and assess strategic and organization-wide safety,productivity,customer service,and training. risks facing OCSD and to develop a high level risk Core Values register; • Identify mitigation measures that OCSD currently has Our Core Values support the Mission and Vision in place; Statements by expressing the values,beliefs,and . Propose additional mitigation measures that OCSD philosophy that guides our daily actions.They help form considers appropriate to manage;and the framework of our organization and reinforce our professional work ethic. • Develop an action plan of responsibilities and timeframes for follow-up. 12 2017-18 BUDGET UPDATE The Risk Register is a compilation of the various risks The top risks identified within the Risk Register Update facing OCSD,as seen,and described annually by in 2017 included: 1)earthquake and liquefaction impact management.Business Risk is defined as a threat that an facilities and operations;2)poor maintenance of assets event,action,or inaction,will adversely affect OCSD's leads to safety and reliability issues;and 3)cyber- ability to achieve its business objectives and execute terrorist or hacker attack on OCSD.Managers and its strategies successfully.OCSD first created the Risk executive management continue to review these issues Register in 2006 and subsequently updated it at least bi- and various ways to address those that might impact annually through 2017. OCSD. MK I , i I 0 HANG F COUN I Y SAN I IA I ION 0 IS I H I C I I BUDGET UPDATE - FISCAI YFAH7017-18 �� STRATEGIC PLANNING Strategic Goals and Levels of Protecting Public Health and the Service Environment On the following pages are the updates to OCSD's 3.Future Biosolids Management Options— strategic goals and levels of service.The eight strategic Completion of the Biosolids Master Plan.'Ibis Plan goals are noted and include a projected completion will identity OCSD's future biosolids management time.The levels of service standards are measures of options,evaluate OCSD's existing solids handling service that are seen by our customers as high priorities. facilities and alternative solids treatment technologies, Goals and levels of service are divided into five areas: and make recommendations for future capital facilities improvements.The plan is on target for • Providing Exceptional Customer Service—providing completion in 2017. reliable,responsive and affordable services in line with 4.Energy Efficiency—Completion of a research study customer needs and expectations. for new energy efficiency and conversion technologies • Protecting Public Health and the Environment— to maximize energy efficiency,reduce operating costs, protecting public health and the environment utilizing minimize environment impact,and replace assets all practical and effective means for wastewater, that are at the end of their useful lives.The study is on energy,and solids resource recovery. target for completion by June 2018. • Managing and Protecting the Public's Funds— Stakeholder Understanding and Support continually seeking efficiencies to ensure that the public's money is wisely spent. 5.Future Water Recycling Options—Determine • Stakeholder Understanding and Support— partnerships,needs,strategies,benefits and costs communicating our mission and strategies with those associated with recycling of Plant No.2 effluent water. we serve and all other stakeholders. The study is expected to be completed in FY 18-19. • Organizational Effectiveness—creating the best Organizational Effectiveness possible workforce in terms of safety,productivity, 6.Workforce Planning and Workforce Development— customer service and training. This initiative is an ongoing part of a comprehensive Status of Strategic Initiatives effort to ensure we have the right people,with the right skills and abilities,in the right place,at the right since Adoption of the 2016 time Five-Year Plan Providing Exceptional Customer Service 1.Odor Control—Completion of the Odor Control Master Plan to make sure OCSD's investment is current and,if needed,identification of future process systems necessary to maintain exceptional customer service. The plan is on target for completion in 2017. Managing and Protecting the Public's Funds 2.Local Sewer Transfers—Complete transfer of 174 miles of local sewers serving parts of Tustin and unincorporated areas of north of Tustin.The transfer of these local sewers is expected to be completed by June 30,2017. 14 2017-18 BUDGET UPDATE Providing Exceptional Customer Service Levels of Service FY 16-17 Level of OCSD will provide reliable,responsive and affordable services Mid-Year Service in line with customer needs and expectations. Results Target Treatment plants odor complaint response within 1 hour 100% 100% Collection System odor complaint response within 1 working day 100% 100 Number of odor incidentsievents: Reclamation Plant No. 1 under normal operating conditions 9 Zero(0) Number of odor incidents/events:Treatment Plant No.2 under normaL operating conditions 5 Zero(0) Number of odor incidents/events:Collections System 22 <=12 per year Respond to public complaints or inquiries regarding construction projects within 1 working day 100% 100% New connection permits processed within 1 working day 100% 100% Respond to all biosolids contractor violations within a week of violation notice 100% 100 Managing and Protecting the Public's Funds Levels of Service FY 16-17 Level of OCSD will continually seek efficiencies to ensure that the Mid-Year Service public's money is wisely spent. Results Target Annual user fees sufficient to cover all O&M requirements 100% 100% Actual collection,treatment,and disposal costs per million gallons 4% <=10%of budget Maintain AAA Bond Rating 100% 100% _- - I==- L__� v> _ _ ORANGE COUNTY SANITATION DISTRICT I BUDGET UPDATE- FISCAL YEAR 2017-18 15 STRATEGIC PLANNING Protecting Public Health and the Environment Levels of Service OCSD will protect public health and the environment utilizing all FY 16-17 Level of practical and effective means for wastewater,energy,and Mid-Year Service solids resource recovery. Results Target Accept dry weather runoff diversion flows without imposing tees 0.75 mgd <=10 mgd Air emissions health risk to community and employees,per one million people(for each treatment plant) 9 <10 No Notices of Violation(NOVs)with air,land,and water permits 1 0 Respond to collection system spills within 1 hour 100% 100% Sanitary sewer spills per 100 miles 0.0 <2.1 per industry average Contain sanitary sewer spills within 5 hours 100% 100% Meet secondary treatment standards BOD-C(ni 6.1 <=25 Meet secondary treatment standards TSS(mg/L) 6.3 <-30 Frequency of unplanned use of emergency one mile(78-inch diameter) outfall(per dry weather) 0 0 Tons of biosolids to landfill through 2017 peak production period 46 <100 tons perday Thirty-day geometric mean of total colifonn bacteria in effluent after 570 <1,000 mpn initial dilution of 260:1 (mpn) Compliance with core industrial pretreatment requirements 90% 1007/6 Stakeholder Understanding and Support Levels of Service FY 16-17 Level of OCSD will communicate our mission and strategies with those Mid-Year Service we serve and all other stakeholders. Results Target Meet GWRS specification requirements for Plant No. 1 secondary effluent 3.3 <5 NTII Provide all specification effluent available to the Groundwater 100% 100% Replenishment System to full production of purified water is 2017-18 BUDGET UPDATE Organizational Effectiveness Levels of Service FY 16-17 Level of OCSD will create the best possible workforce in terms of safety, Mid-Year Service productivity,customer service,and training. Results Target Training hours per employee 29.69 >=45 per year Employee injury incident rate-accidents per 100 employees 2.5 <-3.3 Industry Avg Meet mandatory OSHA training requirements 100% >=95% Hours worked since last lost work day 109,480 >=1,000.000 Achieve annual agency target of days away from work,days of restricted work activity,or job transferred as a result of a work-related injury or illness 2.1 <=2.5 Average Cost per Workers Compensation claim $6,479 $13,545 ffili lip Y J j # , IN ORANGE COUNTY SANITATION DISTRICT BUDGET UPDATE- FISCAL YEAR 2017-18 17 INFRASTRUCTURE ASSET MANAGEMENT Asset Management continue to work to update the database information including installation date,asset cost,condition and In December 2002,the Orange County Sanitation criticality in the new system. District(OCSD)Board adopted their"Asset Management Strategic Plan and Framework Analysis" While the Te=Plan Software projects future renewal (Strategic Plan).The Strategic Plan defined Asset cash flow requirements in the long-term,OCSD has Management for OCSD as;"to create and acquire, been striving to more accurately identify medium to maintain,rehabilitate,replace and augment these short-term capital cash flow requirements.Specifically, valuable wastewater assets in the most cost effective the Engineering Planning Division has been working (lowest life cycle cost)sustainable manner at the level on developing a medium to long-term(up to of service required by present and future generations 20 years)Capital Improvement Program(CIP)by of regulators and customers at an acceptable level creating specific project plans for the refurbishment, of risk." rehabilitation or replacement for each asset area. OCSD is committed to providing services for its This medium-term management is important for ratepayers to reliably meet our regulatory mandates and several reasons.By moving away from narrowly levels of service approved by the Board of Directors,and focused projects to solve individual problems,to more will provide these services using sustainable engineering comprehensive projects refurbishing entire processes, principles that result in the lowest responsible lifecycle OCSD benefits by having less operational disruption cost.OCSD installs,operates,maintains,refurbishes and and more efficient project delivery,better cash flow disposes of assets with lifecycles measured from years to estimation,and better operations and maintenance decades,so an approach which balances long,medium decision-making framework.This is a huge undertaking and short-term needs is necessary. based on the number of asset and facilities,but over time the undefined future rehabilitation capital Asset management has evolved into a comprehensive estimates within the twenty-year window is expected decision-making framework that encompasses to be drastically reduced and replaced by more specific engineering planning,design and construction estimated capital needs. of quality facilities,optimized operation,proper maintenance,and planned refurbishment and Complementing the medium-term planning are disposal that will meet OCSD's changing needs.This the short-term efforts to coordinate maintenance coordinated decision making process will allow OCSD actions that can reduce risks,actively defer the larger to consistently meet mandated levels of service to the refurbishment projects,and reduce asset consumption ratepayers at the lowest lifecycle cost. rates to minimize the need for replacement of structures and conveyance systems when projects are executed. OCSD's Asset Management Plan focuses on the long- The Planning Division asset engineers are constantly term modeling of systems to ensure the proper rate reviewing their area scopes of work,utilizing their structure is in place to support sustainable operations criticality and condition information and engineering and to prioritize condition assessment studies based on judgment,to identify opportunities for operational service life and service conditions.These are important adjustments or maintenance activities that cost starting points and have yielded tangible benefits in effectively extend the life of key assets which may allow reduced risk levels and an improved capital planning for deferral of the larger overall project.This may be a approach.The results of the long-term modeling targeted equipment replacement or pipeline repair that are completely dependent on the data quality of the is more urgent than the need of the overall facility.These databases supplying information to the TeamPlan engineers may also identify opportunities to reduce asset Software.Staff continues to improve the data quality consumption through coating systems,atmosphere of the source systems to improve the accuracy of the improvements or small structure repairs before major long-term model.The implementation of the Maximo damage is done.These actions can drastically reduce Computer Maintenance Management System(CMMS) the cost of future projects by preventing the need to is an example of an effort to improve OCSD's Asset demolish and replace entire structures. Register.CMMS Technicians and the Asset Engineers 18 2017-18 BUDGET UPDATE OCSD is committed to continuous improvement of The average age and value of the assets OCSD own the process by which it manages the assets and facilities is increasing steadily over time,the latent asset that are required to reliably deliver its level of service replacement obligation is rising,and as a consequence, commitments.The additional resources and individual OCSD needs to plan for decreased capital projects for accountability for specific areas has improved,and expansion and increased renewal expenditures in the will continue to improve our capital planning,project future relative to past expenditure levels.Additional packaging,project execution and delivery,plant focus will need to be given to ensuring that appropriate operability and maintenance planning. operation and maintenance strategies are being applied that consider the different ages of assets being maintained. I' ORANGE COUNIY SANIIAIIGN OISIRICI BUDGET UPDATE FISCAI YFAR70718 j9 INFRASTRUCTURE ASSET MANAGEMENT Asset Valuation The 2012 replacement value is estimated to be $6.20 billion.In 1998,the prediction was$2.03 The replacement valuation for all of OCSD's assets has billion,which was based on original purchase cost.It been updated.The table below presents the current is projected that the replacement value will increase replacement and depreciated values of OCSD's assets. by approximately$7.1 billion when all of the a osting The replacement value represents the cost in December three billion dollar CIP has been captured in OCSD's 2009 dollars to completely rebuild all the assets to a new database.The major reasons for this increase are all the condition.The depreciated value is the book value of the new assets added to the asset register and the increased assets based on their age,which is a prediction of their replacement costs due to now having to perform current condition. construction in a more urbanized Orange County than Valuation plants Collection Total in the past. Replacement $3.11 $3.09 $6.20 Planned CIP Outlays Value(in billions) The following chart shows the 20-year CIP outlay Depreciated $1.88 $1.88 $3.76 which includes current and predicted future Capital Value(in billions) Improvement Program projects. 20 YEAR CIP OUTLAY 350 300 250 a 200 E c_ 150 100 50 0 Q O ry A P h b ry 0 Q O ry 'y y b 1 ry' 0 oiry ,1cfry �ry ,ryry ,y"' roVry h ,Ygf i ry ro° ,5�' „'� ,,,ry ,'� „y FISCALYEAR Budget CIP Future CIP Rehabilitation or Replacement 20 2017-18 BUDGET UPDATE OCSD's capital improvement and maintenance Managed odor control chemical expenditures to programs are focused on maintaining our infrastructure approximately 88 percent of budget. to ensure that our mission is delivered reliably and that our facilities are managed in a way that minimizes Total costs:$8,358,507 overall life cycle costs. The following activities and goals are planned for fiscal Below is a status of the fiscal year 2016-17 infrastructure year 2017-18: maintenance activities and planned activities for fiscal • Clean 60 miles of regional sewer lines on a cleaning year 2017-18. schedule. Collection System: • CCTV video inspection of 500 regional system OCSD's collection system consists of 396 miles of manholes. sewers.The maintenance of all regional sewers is • CCTV video inspection of 80 miles of regional sewer actively managed but only 230 miles of regional sewers pipeline. are on a cleaning schedule.The largest sewers are typically self-cleaning due to higher flows and locations • Complete at least 90 percent of scheduled pump closer to the treatment plants.The regional sewers also station preventative maintenance work include 15 pump stations and three metering locations. , Clean 90 percent of trouble spot and scheduled Typical collection system maintenance activities consist inverted siphon work of:televising,inspecting,and cleaning sewer lines; operating,maintaining and cleaning pump stations • Manage odor control chemical expenditures to with associated facilities;and chemical conditioning between 95-102 percent of budget of the sewage to reduce corrosion and control odors. Estimated total costs:$8,899,440 Maintenance activities are based on established levels of service to ensure compliance with our Sewer System Collection System Capital Management Plan,reducing spills,increasing reliability and safety,and ensuring that our facilities are managed, Improvement Projects: operated and maintained to minimize overall life cycle Our collections projects go through an intensive costs and need for repairs.The cleaning frequencies planning and design process to ensure all elements are based on data from pipe inspections,closed-circuit of the project are thoroughly assessed.These projects television(CCTV)work,historical records,and industry typically renew or replace aging pipelines and pump best practices.The planned activities help extend the stations,upgrade facilities[o meet current codes and useful life of the assets and minimize nuisance odors. standards,and in some instances to increase flow During fiscal year 2016-17 the following maintenance capacity due to growth in localized portions of our activities were completed: service area. • Cleaned approximately 60 miles of regional sewer We are currently planning and executing a lines. comprehensive program to renew our collection system. One of the larger projects is the Newhope-Placentia • CCTV video inspection of 670 regional system Trunk Replacement(Project No.2-72)which is taking manholes. place in the cities of Fullerton and Anaheim.Seven miles of sewer along State College Boulevard,from • CCTV video inspection of more than 110 miles of Yorba Linda Boulevard to Orangewood Avenue,will regional sewer pipeline. be upsized to handle the flow necessary to allow the • Completed approximately 86 percent of scheduled abandonment of the Yorba Linda Pump Station which pump station preventative maintenance work. has reached the end of its useful life.After analyzing the system,it is not practical to update the facility due to the • Cleaned approximately 86 percent of scheduled high costs of rehabilitation and the limitation to utilize trouble spot and scheduled inverted siphon work the flow for reclamation.Currently,flow is diverted 21 INFRASTRUCTURE ASSET MANAGEMENT into the Santa Ana River line instead of the Newhope- In the cities of Santa Ana,Tustin,and Irvine,we have Placentia line due to the existing insufficient capacity, the Gisler-Red Hill Trunk Improvements(Project thus preventing the use of flow for the Groundwater No.7-37)which is rehabilitating or replacing aging Replenishment System.The project will also include parallel sewer lines.The current pipes,which run along modifications to existing diversion structures to add Red Hill Avenue between McCaw Street and Mitchell flexibility to the collection system to divert other Avenue,are not large enough to handle the high flows reclaimable flow.This project also provides adequate associated with wet weather events which create the capacity for future development,minimizing the risk of risk of spills.The manholes are also deteriorated and sewer spills in the future.Construction efforts started in corroded and most also be replaced or rehabilitated to May 2016 and the first phase of the project is scheduled avoid failure.The two-mile project has a current budget to be completed by fail 2017.The project has a current of$25 million and began construction in May 2016. budget of$99 million. In Newport Beach,we have developed a comprehensive Another large-scale project is the Rehabilitation of the program to coordinate the various projects scheduled to Western Regional Sewers(Project No.3-64)which take place in the city in the next few years.We recently covers approximately 17 miles of sewers in the cities of completed construction of the Newport Force Main Anaheim,Buena Park,Cypress,La Palma,Los Alamitos, Rehabilitation Project(No.5-60),which rehabilitated Seal Beach and unincorporated areas of the County and replaced parallel pipes in Pacific Coast Highway of Orange referred to as Rossmoor.This large project between Dover Drive and just west of Superior Avenue. is required to rehabilitate or replace pipes that were The project was sequenced in two phases to minimize installed 45 to 55 years ago.The sewers have multiple public impacts by avoiding construction in the busy deficiencies which have allowed the intrusion of ground summer months.The 50-year steel pressurized mains water primarily at the joints,but also sporadically along were in poor condition and one of the pipelines was the pipe segments.In some cases,hard calcium deposits undersized to convey predicted wet weather flows.Now have developed,making the pipe difficult to dean,and completed,the system should provide another 50 years over time may impede the wastewater flow.Portions of of service.The project had a budget of$64 million. the project will be relined and others will be replaced with larger diameter pipelines.Also,over 150 manholes Also in the City of Newport Beach and in portions will be replaced.In addition,the Westside Pump Station of Costa Mesa,we have OCSD 6 Trunk Sewer Relief will undergo some improvements,the aging pump Project(No.6-17).This project is replacing the sewer station needs a new wet well and odor control measures. that extends from Pomona Avenue to Newport This project budget is$217 million. Boulevard ending near Pacific Coast Highway.These improvements will increase capacity to properly At the southern edge of the previously mentioned handle the projected increase in flow from planned project,the Seal Beach Pump Station(Project No.3-62) developments.These improvements will extend the life also needs to be rehabilitated to properly support the of the sewer by 30 years.Once the project is completed, western region of our service area.Not only are the the risk of sewer spills during dry weather events and electrical and safety codes significantly different from common wet weather events will significantly diminish. when the station was first constructed in the early 1970s, The current budget for the project is$8 million. but many of the electrical,mechanical,and control system components are becoming obsolete,so long- Reclamation Plant No. 1: term maintenance is no longer an option.The two force mains downstream of the pump station will also The maintenance organization continues to implement need to be addressed.One force main will be replaced industry best practices for safety,effectiveness and and the other rehabilitated to properly support the reliability.Some of these best practices include the updated facility.Odor control facilities will be added to implementation of a maintenance planning and reduce system corrosion and minimize public impacts. scheduling program and an increased focus on This project is currently in the design phase with the implementation of predictive and preventative construction anticipated for 2018.The budget for this maintenance programs across all crafts.During the past project is$61 million. year,we have also initiated,at both plants,the execution 22 I I FA 1*111 IN a I I I' I e•79�1ID�Ne)e�,�.r-+ . u an - e. ' r . o - - Zt INFRASTRUCTURE ASSET MANAGEMENT of scheduled maintenance activities on civil assets • Overhaul of one cake conveyor and one belt press for (such as concrete structures and pipes)to ensure their biosolids dewatering. reliability. • Major service on two blowers that service the ASl During fiscal year 2016-17,more than 3,500 secondary treatment facility. preventative maintenance activities were performed • Major maintenance service of seven primary clarifiers at Plant No. 1.In addition to these routine activities, for increased reliability. the following maintenance and repair activities were • Replacement of the vane bushings on three of the ASl completed during the year: blowers. • CenGen engine three overhaul,generator condition • Emergency generator service. assessment,and generator PM. • Cleaning and valve replacement of two digesters. • Sunflower pump upper bearing,lower bearing, Total estimated costs:$6,455,878 coupling,and grease pump overhaul. • Aeration basin air header membranes maintenance Reclamation Plant No. t Capital service and replacements. Improvement Projects: • Solids handling'M'conveyor rebuild. 'these projects are intended to rehabilitate or reconstruct • ASl Turblex Blower MMI hardware/software major components of our treatment process to ensure upgrade. compliance with regulatory permits,enhance water • Completed safety inspection repairs under safety recycling and safety. project J-126. The largest project currently underway is the • Initiated regular simulated power loss testing of Headworks Rehabilitation at Plant No. 1 (Project standby electrical generators for increased system No.PI 105).The facility is 27 years old,so a reliability. comprehensive refurbishment is required in order to Total costs:$6,372,401 extend the life of the facility.The project will rehabilitate systems including the metering and diversion structure, During fiscal year 2017-18,there are more than 4,300 the bar screen building,the bin loading building, preventative maintenance activities that are scheduled the main sewage pump station,the grit basins,the to be completed at Plant No.l.This includes typical time primary influent channels,the headworks odor control or cycle based maintenance tasks such as adjustments scrubbers,and electrical power distribution and control and mechanical alignments,cleaning and tightening of systems.This project will also replace the emergency electrical equipment,calibration of sensors and meters, pumping capacity that has been provided by the original changing of lubricants and filters,exercising equipment, headworks pumping system dating back to the 1950s. rebuilds and regulatory testing.In addition,staff will be utilizing predictive technologies such as vibration while OCSD generally has adequate hydraulic treatment analysis to measure imbalance in rotating equipment, capacity,additional solids handling capacity is needed. thermography to measure excessive heat,oil analysis The Sludge Dewatering and Odor Control Project(No. to predict failure of lubricants,and ultrasonic to detect P1-101)will provide more capacity to thicken and leaks as well as deterioration and short-circuiting in dewater sludge,which will make better use of existing electrical equipment.Other major planned activities for digester capacity,and reduce off-site biosolids hauling fiscal year 2017-18 at Reclamation Plant No. 1 include: costs.The project will also help us meet our level of service goal by reducing odors.The new facility is • Replace all check valve and jet cell ignitors for two scheduled to be in operation by mid-2018. CenGen engines. • Assess underground cable condition to ensure A project closely tied to the solids dewatering facility is reliability of the electrical distribution network. the Digester Rehabilitation(Project No.P1-100),which is rehabilitating all twelve digesters.That project will be • Completion of the arc flash and protective relay work, completed by the fall of 2017. including labeling of assets. 24 2017-18 BUDGET UPDATE Treatment Plant No. 2: • Completion of the arc flash and protective relay work, including labeling of assets. All flows entering Treatment Plant No.2 are treated to full secondary standards and then discharged four miles • 125k hour overhaul of one CenGen engine. offshore through our ocean discharge outfall.Plant • Rehabilitation of one CenGen electrical generator. No.2 has also implemented the same maintenance • Emergency generator service. best practices implemented at Plant No. 1 to ensure consistency across OCSD in the areas of safety and asset • Cleaning and valve replacement of two digesters. reliability.In addition to more than 3,900 preventative Total estimated costs:$8,180,410 maintenance activities completed during fiscal year Treatment Plant No. 2 Capital 2016/17,the following major activities were also completed at Treatment Plant No.2 during the year: Improvement Projects: • Cleaned and replaced mechanical equipment on two Plant No.2 will be the site of many construction projects digesters to improve mixing and detention time to over the coming decade.A few of these projects include: ensure best possible reclamation of the biosohds. • Completion of the Sludge Dewatering and Odor • Repaired the CenGen Steam Turbine due to oil Control at Plant No.2,Project No.P2 92,which reservoir delamination. will substantially reduce the quantity of biosohds • Overhauled two conveyor belts in dewatering. requiring costly off-site disposal. • Performed annual service on two secondary clarifiers. • Construction of a new Outfall Low Flow Pump Station under the Ocean Outfall System • Repaired failing dewatering cake transfer pumps and Rehabilitation,Project No.J-117 to accommodate the revised preventative maintenance approach to prevent reduced effluent flow rates following the GWRS Final future failure. Expansion project. • Completed safety inspection repairs under the Safety • Separation of reclaimable and non-reclaimable flows Improvements Program,Project No.J-126. to supply water for the GWRS Final Expansion • Initiated regular simulated power loss testing of through the Headworks Modifications at Plant No.2 standby electrical generators for increased system for GWRS Final Expansion,Project No.P2-122. reliability. Replacement of the 18 existing anaerobic digesters Total costs:$5,957,187 under a series of projects identified in the Biosolids During fiscal year 2017-18,there are more than 4,700 Master Plan,Project No.PS15-01.The largest of these preventative maintenance activities that are scheduled projects,the Digester Facility at Plant No.2,will to be completed at Treatment Plant No.2.This includes construct six new 110-ft diameter digesters starting typical time or cycle based maintenance tasks such in 2025. as adjustments and mechanical alignments,cleaning and tightening of electrical equipment,calibration of Support Facilities Projects: sensors and meters,changing of lubricants and filters, The Headquarters Complex,Site and Security,and exercising equipment,rebuilds and regulatory testing. Entrance Realignment Program,Project No.P1-128, In addition,staff will be utilizing predictive technologies will construct a new headquarters complex to house such as vibration analysis to measure imbalance in administrative,engineering and laboratory staff.'Ihe rotating equipment,thermography to measure excessive project is needed because many of the existing building heat,and oil analysis to predict failure of lubricants.In housing staff at Plant No. 1 cannot be cost effectively addition to planned preventative maintenance,other rehabilitated to comply with applicable building codes. major planned activities at Treatment Plant No.2 for As of April 2017,the location of the building had not yet fiscal year 2017-18 include: been determined. • Replace all check valve and jet cell ignitors for two The Safety Improvements Program,Project No.J-126 CenGen engines. is addressing safety risks identified in the Facility Wide 25 INFRASTRUCTURE ASSET MANAGEMENT Safety Assessment,Project No.SP-145-1.The project predictable.For fiscal year 2017-18,45 planned entries has been assigned over 900 items across both plants and and inspections of civil structures are planned,which the collection system pump stations. will include minor repairs of identified deficiencies. Planning Studies: Estimated total costs:$3,022,930 As part of the long-term CIP planning efforts,several studies/master plans are currently underway evaluating various areas of the plants and the collection system to determine their condition,and identify deficiencies or improvements needed.These studies include the 2017 Facilities Master Plan,which will determine,validate and prioritize OCSD's 20-year capital improvement program.We also have studies focusing on topics such as:Collections Capacity Evaluation Study,which will update OCSD's collections hydraulic model and identify future capacity projects;the Pressurization and Odor Control Study at Newport Beach,which will identify areas of improvement to reduce odor in our collections system in the City of Newport Beach;and the Seismic Hazard Evaluation at Plant Nos. 1 and 2. As these studies evolve,projects will be refined or created to improve our systems. _ Civil Assets Maintenance Program „ The Civil Assets Maintenance Program(CAMP)covers - proactive and corrective maintenance tasks for all OCSD civil assets at all its facilities located at Plants No. 1 and No.2,as well as all OCSD pump stations and the collections system to ensure that OCSD civil assets meet design life expectancy and will complement the existing maintenance programs for mechanical,electrical and _ instrumentation maintenance.In addition,the program m ensures the assessment of nearly all structures in order P to achieve OCSD's primary mission of protecting the public health and environment.This includes a valve and gate exercising program comprised of more than 264 preventive maintenance tasks for more than 1,650 valves and gates in both plants and the collections system.Besides developing in-house capabilities to better monitor and maintain these assets,the program entails utilizing consultants and contractors for program development and implementation.Repairs of the assets are planned and scheduled based on condition and criticality,and performed by staff or contracted services.CAMP will also implement an equipment rotation program to ensure that equipment wear is 20 BUDGET UPDATE HSCAI YFAE 2017 18 ' I s i / i �tr C� 1' / f a CAPITAL IMPROVEMENT PROGRAM CIP Budget Request Summary delaying the start of the projects escalated the total project costs. This is an update to the fiscal year 2016-18 two-year budget.In preparation for the 2017-18 update,OCSD's Seven projects have been created totaling$592 million. Board of Directors reviewed the proposed changes to Most notably are five projects related to the replacements the OF to gain an understanding of the impact of the of the digesters at Plant No.2 as recommended by the CIF to the current rate structure program. Biosolids Master Plan. These projects are: With$6.2 billion of aging assets requiring constant • P2-125: Plant No.2 Southwest Perimeter Screening investment and attention,OCSD is focusing its efforts . P2-126: Plant No.2 Warehouse Relocation on the continued refinement of its asset management , p2-127: Plant No.2 Collections Yazd Relocation based engineering planning process.This process has been used to propose project modifications to more . P2-128: Digester Facility at Plant No.2 efficiently package projects for execution.OCSD staff is . P2-129: Digester P,Q,R,and S Replacement working to carefully identify all the necessary scope of work items in the planning phase of projects to reduce Additionally,the following are projects that were not future change orders and other project risks. identified in the FY 2016-18 budget book,but had since been approved by OCSD's Board of Directors: The Project Management Controls System staff work with the project managers and management throughout . J-128: Project Management Information System the year to manage the scope,schedule,budget,risk . P1-129: Return Activated Sludge Piping Replacement and other key project indicators for each project. The at Activated Sludge at Plant No. 1 information is collected monthly and compiled in the OCSD Project Control System website.This information • P1-132: Uninterruptable Power Supply is then readily available during the budgeting process Improvements at Plant No. 1 to minimize the time and effort needed to prepare and • P2-122:Headworks Modifications at Plant No.2 for update the CIP portion of the overall budget. GWRS Final Expansion Annually,as part of the CIP budget validation and • P2-123: Return Activated Sludge Piping Replacement prioritization process,OCSD staff review each ongoing at Plant No.2 CIP project to ensure that the scope of the project is • P2-124: Interim Food Waste Receiving Facility appropriate,and that the cost estimates are accurate.All projects in the CIP program have been prioritized based As Part of the budget update process,the following on risk exposure.Projects that would present a higher projects are cancelled or closed: risk if they were delayed are given a higher priority.The Cancelled: CIP budget process is continually improved and further refined as OCSD improves the CIP project management . 6-19: Southwest Costa Mesa Trunk Sewer controls system. . 7-60: Browning Subtrunk Sewer Relief(Project was The validated CIP includes 84large capital projects transferred to East Orange County Water District) with a total 10-year expenditure of$2.458 billion.This Closed: represents a net$3 million increase from the 2016-18 CIP estimate,accounting for reimbursements. For . 1-17: Santa Ana Trunk Sewer Rehab a listing of capital projects and their budgets,see "Summary of Capital Requirements"in the appendix. . J-109:Cengen Cooling Water System Replacement Project During this budget validation process,projects budgets . J-125: Programmable Control Panel Upgrades are modified to account for newly discovered issues. In , P1-112: Plant Water System Rehabilitation at some cases,more accurate construction cost estimates Plant No. 1 were developed at the preliminary design level when more project details have been defined. In other cases, • P1-124: Plant No. 1 Primary Treatment Upgrades 28 2017-18 BUDGET UPDATE • P2-101: Plant Water System Rehabilitation at Following within the appendix are descriptions and Plant No.2 justifications for the capital improvement projects • SP-125-04: Fuel Cell Demo which are new projects proposed for this fiscal year 2017-18 budget update.They give the reader a brief • SP-125-17: AquaCritox Evaluation/Design overview of each project,the budget for the total project, • SP-129: Oxygen Plant Demolition at Plant No.2 and any potential changes in the operational budget • SP-148: Plant Air System Master Plan resulting from the implementation of the project.For a description of ongoing projects,see Section 8 of the • SP-166: Odor Control Master Plan fiscal years 2016-17 and 2017-18 budget. • SP-173:Effluent Reuse Project i .. 11 } ,6 A 29 DEBT FINANCING PROGRAM Debt Financing Dedicated Funding Source Due to the potential magnitude of the capital In 1992 and 2004 the Board of Directors formalized the improvement program,it is necessary that OCSD dedication of certain funding sources.To ensure the utilize debt financing to meet its total obligations.Debt continuation of favorable credit ratings,revenues were financing allows OCSD to meet projected construction dedicated to debt service in the following order: schedules while achieving the lowest possible user fees, as well as long-term stability in future sewer service fee 1.Ad valorem property taxes rates. 2.Sanitary sewer service charges Certificates of Participation (COP) 3.Other revenues The primary debt financing mechanism used is This apportionment of the ad valorem tax was Certificates of Participation(COP).COPS are consistent with and pursuant to the Revenue Program repayment obligations based on a lease or installment adopted in April 1979 to comply with regulations of the sale agreement.The COP structure was selected over Environmental Protection Agency and the State Water other structures because COPS are not viewed as debt by Resources Control Board and in accordance with COP the State of California,as the purchaser does not actually documents and Board policy. receive a"bond,"but rather a share in an installment sale arrangement where OCSD serves as the purchaser. OCSD Maintains AAA Bond COPS can be issued with fixed or variable interest rates. Rating As of July 1,2017,the total outstanding COP OCSD's bond rating is"AAA"from Moody's,Standard indebtedness will be$1.0 billion. &Pours,and Fitch Ratings.An"AAA"Rating is the Build America Bonds Financings highest for a government agency.In order to maintain this rating,OCSD adheres to its debt policy and OCSD issued the$80.0 million Wastewater Revenue coverage ratios requirements.This Board-adopted Obligations,Series 2010A in May 2010 and the$157.0 policy serves as the agency's guide in the management million Wastewater Revenue Obligations,Series 2010C of existing debt and in the issuance of future debt. in November 2010 as"Budd America Bonds"(BABs) Debt Ratios fixed rate debt. The American Recovery and Reinvestment Act of OCSD has contractual covenants within the existing 2009 created a new financing product,BABs,for the COP agreements which require minimum coverage municipal issuer. BABs are issued as higher interest ratios of 1.25.The minimum coverage ratio is the taxable bonds;however,the U.S.Treasury provides a ratio of net annual revenues available for debt service 35 percent subsidy on interest payments. The net cost, requirements to total annual debt service requirements after accounting for the 35 percent subsidy payment, for all senior lien COP debt.The coverage ratio for frequently results in lower net costs to the issuer, senior lien COP debt is being proposed to remain above specifically in the maturity years beyond ten years. 3.00 for fiscal year 2017-18. On March 1,2013,the federal government implemented Future Financings certain automatic spending cuts known as the sequester. No new money debt issuances are being proposed over As a result of the sequester,federal subsidy payments on BABs were reduced by 8.7 percent,7.2 percent, the next two fiscal years as the$2.5 billion in future 7.3 percent,6.8 percent and 6.9 percent for the federal replacement,rehabilitation,and refurbishment projects fiscal years ended 2013,2014,2015,2016 and 2017, anticipated over the next ten years will be adequately respectively. funded through current sewer service fee charges and existing reserves. 30 T--T, 'I V: OPERATING EXPENSES Summary of Operating and Maintenance Expenses (in millions) 2017-18 2016-17 2017-18 Updated Category Approved Approved Proposed Salaries and Benefits $89.3 $90.6 $93.4 Contractual Expenses 24.8 22.6 24.1 Repairs and Maintenance 14.2 16.1 16.0 Operating Materials&Supplies 16.7 17.4 15.8 Utilities 8.9 10.2 7.9 Professional Services 4.2 4.2 5.1 Other Materials,Supplies, Services 3.4 3.8 4.5 Sett-Insurance Requirements 2.5 2.6 2.4 Administrative Expenses 1.8 1.8 2.0 Training and Meetings 1.2 1.2 1.2 Research and Monitoring 0.8 0.9 0.9 Printing and Publications 0.3 0.4 0.4 Cost Allocation (19.2) (19.4) (19.4) Total Operating Expenses $148.9 $152.4 $154.3 Salaries, Wages and Benefits - Croup Insurance-These expenses include OCSD's $93AM share(approximately$16,400 per employee)of employee medical plan benefits for the indemnity Salaries and Wages-The proposed budget for Full plan,prepaid HMO plans,dental insurance plan,and Time Equivalent(FTE)positions for 2017-18 reflects life and disability insurance premiums.The proposed an increase of eight FTEs(1.3 percent)from the 2016- budget includes a ten percent increase for medical plans 17 approved staffing level of 627.0 FTEs to 635.0 FTEs. starting January 2018. Provision has been made in these salary projections to comply with the terms of the most recently adopted Contractual Services - $24AM Memorandum's of Understanding. The treatment plants currently produce about 800 Retirement-OCSD employees are members of wet tons per day of biosolids which are recycled in the Orange County Employees'Retirement System California and Arizona. About half of the biosolids are (OCERS).Information from OCERS indicates that the currently allocated to create compost and the other half employer's required contribution rates will be is used on farms to grow feed and seed crops.The 2017- decreased in fiscal year 2017-18 from 13.09 percent to 18 biosolids budget is$15.9 million,approximately 12.33 percent as a result of OCSD's additional payment 66 percent of the Contractual Services budget. Other in 2016-17 to reduce the unfunded actuarial accrued residuals solids and waste includes disposal costs for liability.In addition,OCSD pays 3.5 percent of the grit and screening waste,digester cleaning waste,and employee required contribution. hazardous materials. 32 2017-18 BUDGET UPDATE This category also includes appropriations for grounds Utilities - $7.9M keeping,janitorial,security,toxic waste removal,outside laboratory,trash pickup,plant site sweeping,closed During fiscal year 2017-18,the overall cost for utilities, circuit television pipeline inspections,line cleaning,and a significant component of the operating budget,is temporary services. anticipated to increase by$1.0 million,or 14.8 percent. Repairs and Maintenance - Natural Gas-Natural gas is purchased from two $16.UM providers for different purposes.Purchases from a gas marketer are used to supplement the digester gas that is This item,which is for parts and services for repair used to ran the CenGen facilities.'Ihe fiscal year 2017-18 of plant and collection facilities and annual service natural gas budget is$781,000,27.1 percent higher than contracts,is expected to increase$2.4 million,or the projected 2016-17 costs. With the new emission 17 percent above the 2016-17 projected costs of control systems installed on all GenGen engines,natural $13.6 million. gas usage is expected to increase during the summer months in order to reduce peak electricity demand. Planned repairs include:CenGen engine overhaul ($1.7M);engine jet cell check valves and ignitors Electricity-Electricity is the largest utility cost incurred ($1.OM);digester cleaning($900K);service of aeration by OCSD.Purchased electricity is used in morning the blowers($400K);clarifier maintenance($300K); plant processes as a supplement to power produced in electrical protective relay maintenance($225K);and the central generation facilities. emergency generator maintenance($150K). The 2017-18 proposed budget is 14.7 percent higher Operating Materials and Supplies thanthe 2016-17 projected costs due to a heavier $15.8M reliance in 2016-17 on natural gas. During this time OCSD efficiently used its engines to produce more Chemical Coagulants-Anionic polymer is added to power by taking advantage of lower natural gas costs, the influent wastewater along with ferric chloride to and as a result had a lesser need to import electricity. In improve solids removal efficiencies in the primary 2017-18,natural gas costs are expected to rise,resulting clarifiers.Ferric chloride is also added to the digesters in a greater projected expense for imported electricity. for solids odor control.Cationic polymer is added With the completion of the emission controls system to digested sludge prior to dewatering to aid in installation,staff have the opportunity to optimize coagulation,improving the sludge and water separation power usage by either purchasing supplemental natural process.Cationic polymer is also added to the waste gas or electricity,whichever costs less. activated sludge dissolved air flotation thickeners (DAFTs)to improve solids coagulation. Water-Water is used throughout the treatment plants. Potable(drinking)water is supplied by the Cities of The costs for this group of chemicals are expected to Fountain Valley and Huntington Beach;reclaimed remain essentially the same as the 2016-17 projected water is supplied by the GAP;and plant water is costs. disinfected secondary effluent. Odor Control Chemicals-OCSD uses hydrogen GAP water is secondary treated effluent from peroxide,sodium hydroxide(caustic soda),sodium OCSD that is further treated by the Orange County hypochlorite(bleach)and muriatic acid as the primary Water District.GAP water is significantly less odor control chemicals in the treatment plants.Ferrous expensive than potable water and is used in the chloride,magnesium hydroxide,calcium nitrate,and process wherever possible.The major uses of GAP caustic soda are the primary odor control chemicals water include cooling water,solids handling,and used in the collection system. landscaping.By agreement,OCSD receives up to The 2017-18 budget for these chemicals is$7.5 million, 11120 acre feet per year of GAP water at no charge. essentially the same as the 2016-17 projected costs. The proposed budget is$2,000 for 2017-18. 33 OPERATING EXPENSES Potable Water-The potable water budget includes An appropriation of$2.1 million for in-lieu premium water supplied by the City of Fountain Valley for contribution charged to operations is recommended for Plant No. 1 and the City of Huntington Beach for the Property and General Liability Program.This will Plant No.2.Approximately 5 percent of the potable serve to maintain the reserves balance. water at Plant No. 1 is used for domestic uses and less than l percent is used for irrigation.The majority Administrative Expenses - $2.OM of the irrigation at both plants uses reclaimed water. Less than 1 percent of the potable water used at Plant These accounts include supplies,postage,technical No.2 is for domestic uses due to the relatively small Journals and publications,forms,small office number of employees at Plant No.2.The proposed equipment,and small computer items that cost less than total potable water cost for 2017-18 is$665,000,a $5,000 per item and exclude items that are capitalized. nine percent increase from the projected 2016-17 Training and Meetings - $1.2M costs. Board member and staff travel has been significantly Professional Services - $5.1 M reduced in recent years.This category also includes Professional Services includes General Counsel,special meetings of professional societies;ongoing technical labor counsel,audit and miscellaneous accounting training and materials for staff;training for services,legislative advocacy,engineering,and other computerized plant monitoring and control systems, technical consulting services. MAXIMO(a computerized maintenance management system),Enterprise Resource Planning(ERP),and Other Material, Supplies, other"high tech"equipment,processes and systems; Services - $4.5M and training to allow for an adaptive and flexible work force.While OCSD continues to place an emphasis on This category of costs includes the in-lieu insurance effective safety training,as well as technical,leadership premium used to maintain the level of accumulated and management training,the training budget has reserves for the property and general liability self- been reduced from previous highs of 2.0 percent to insurance programs.This in-lieu cost for 2017-18 is approximately 1.8 percent of budgeted regular salaries proposed at$2.1 million. due to savings achieved in part through the use of online courses. Expenses not chargeable to other categories,such as freight and miscellaneous items,and annual Research and Monitoring - $0.9M regulatory fees assessed by the South Coast Air Quality Management District,are recorded with this category. Research and monitoring expenditures consist of contract services to carry out the extensive ocean Insurance - $2.4M monitoring program required by the EPA under provisions of OCSD's NPDES permit;air quality OCSD's outside excess general liability insurance monitoring costs;OCSD's contribution to the Southern coverage is$40 million per occurrence with self- California Coastal Water Research Project(SCCWRP) insurance retention of$500,000. being conducted under a joint powers agreement with other Southern California municipal dischargers; OCSD's property insurance coverage is$1 billion for perils of fire and$300 million for perils of flood,subject and also provide for increased operational and ocean research and evaluation to develop optimum operating to aself-insurance retention of$250,000.OCSD is parameters in treatment plants. partially self-insured for earthquake,but does carry $25 million in coverage on seven key structures with Printing and Publication - $0.4M a$5 million deductible.OCSD also has a$50 million sublimit for builder's risk under the property insurance The budget provides for in-house and outside program to ensure upcoming construction projects are reproduction costs and reflects an expanded adequately covered. management information system and administrative 34 2017-18 BUDGET UPDATE requirements,as well as a continuing demand by the Cost Allocation - ($19.4M) public and regulatory agencies for information.The continuing effort of the Public Affairs Office to improve 'Ibis represents direct labor and benefit charge outs and public education programs about OCSD's activities is materials,supplies and services cost allocation to the also reflected in the budget for this line item.This group capital projects where the related work was performed. of accounts also includes costs for photo processing, advertisements,and notices. Ilk- ;v ORANGE COUNTY SANITATION DISTRICT BUDGET UPDATE-FISCAL YEAR 2017-18 35 DEPARTMENTS SUMMARY Expenses by Department (in millions) 2017-18 2017-18 2016-17 Originally Percent Updated Percent Department Budget Proposed Change Proposed Change Administration Units: General Manager's Office $4.7 $4.6 (2.1%) $4.9 8.0% Human Resources 7.7 7.5 (2.6%) 9.5 26.8% Administrative Services 17.7 18.4 4.0% 18.5 0.3% Sub-Total 530.1 $30.5 1.3% $32.9 7.9% Operating Units: Environmental Services 16.9 17.5 3.6% 17.3 (1.5%) Engineering 2.4 2.3 (4.2%) 3.1 35.5% Operations&Maintenance 96.9 99.6 2.89/6 98.6 (0.9%) Sub-Total $116.2 $119.4 2.8% $119.0 (0.3%) Total $146.3 $149.9 2.5% $151.9 1.4% Staffing by Department (FTEs) 2017-18 2017-18 2016-17 Originally Percent Updated Percent Department Budget Proposed Change Proposed Change Administration Units: General Managers Office 15.00 15.00 0.0% 15.00 0.0% Human Resources 27.00 27.00 0.0% 27.00 0.0% Administrative Services 99.00 99.00 0.0% 99.00 0.0% Sub-Total 141.00 141.00 0.0% 141.00 0.0% Operating Units: Environmental Services 91.00 91.00 0.0% 91.00 0.0% Engineering 116.00 116.00 0.0% 116.00 0.0% Operations&Maintenance 279.00 279.00 0.0% 287.00 2.9% Sub-Total 486.00 486.00 0.0% 494.00 1.6% Total FTEs' 627.00 627.00 0.0% 635.00 1.3% "FTE totals above exclude three Management Discretion positions that are authorized but used only on a temporary basis to facilitate the replacement of key positions. FTE totals also exclude three companion positions to be used for extended leaves of absence. Total filled positions vrill not exceed 635 FTEs at any point in time 36 2017-18 BUDGET UPDATE Administration Units Operating Units General Manager's Office Environmental Services Budget $4.9M - Staffing 15 FTEs Budget $17.3M - Staffing 91 FTEs The General Manager's Office provides general The Environmental Services Department manages all oversight of all OCSD operations and incorporates environmental monitoring,regulatory,compliance functions in the areas of Public Affairs and Board and reporting elements to ensure that OCSD meets the Services. requirements of federal,state and local regulations for treated sewage discharge into the ocean,water recycling, Human Resources air emissions,industrial waste,sewer system operations, Budget $9.SM - Staffing 27 FTEs land use controls and biosolids and stormwater management. The Human Resources Department works with management and employees to ensure an effective Engineering and productive employment relationship.The Budget $3.1 M - Staffing 116 FTEs department also provides risk management services to the organization to create a safe,healthy and secure The Engineering Department is responsible for the environment for staff,contractors,and visitors. planning and execution of OCSD's capital improvement Administrative Services program and asset management program. Budget $18.SM - Staffing 99 FTEs Operations and Maintenance The Administrative Services Department maintains Budget $98.6M - Staffing 287 FTEs financial oversight and administration of all OCSD The Operations and Maintenance Department is funds and accounts and is responsible for contract responsible for the operation and maintenance of administration and procurement,and oversees OCSD's two wastewater treatment plants as well as the all OCSD computer,networking and customer sanitary sewer system pipeline and pumping facilities. support issues The department also provides fleet management services for OCSD.The budget reflects the addition of eight new positions to support an increasing maintenance workload. FTEs=Full-Time Equivalent Positions 37 GENERAL MANAGER'S OFFICE M. Human Resources Board of Directors Administrative General General General Counsel Office Manager Environmental Services Engineering Opemticns& Maintenance Service Description General Management Administration is responsible for working with the Board of Directors to establish standards, policies and procedures,and the overall goals and Strategic Plan of the agency.The General Manager reports directly to the Board of Directors and provides general oversight to all OCSD operations,interagency relations,legislative activities,communications,and the Strategic Plan.The Assistant General Manager directly oversees the Public Affairs and Board Services Divisions. Board Services provides a high level of customer service through the Clerk of the Board's office. The Clerk of the Board's office supports the Bond of Directors and the public by preparing and publishing agendas in accordance with legal requirements for meetings of the Board of Directors;recording the actions taken by the Board;publishing notices as required by law;acting as filing officer for Statement of Economic Interests filings;receiving and processing summons and complaints filed against OCSD;and maintaining rosters of the Board of Directors and appointed committee assignments. Public Affairs provides services and implements programs to meet the communications needs of OCSD's internal and external audiences.The division is responsible for OCSD's media relations,internal and external communications,community relations,public education and outreach program,social media,special events,agency branding,collateral materials,graphic design,and crisis communications.The division's goal is to develop and manage a total communications program in accordance to OCSD's Core Values and OCSD's Strategic Plan. 38 Appendix A- 1 Cash Flow Projection Orange County Sanitation District Consolidated Cash Flow Projections Preliminary Preliminary Preliminary Preliminary Preliminary Preliminary an Description 17.18 18-19 19-20 20-21 21-22 22-23 Revenues: 1 General User fees 291,158,000 297,643,000 305.095.000 312,588,000 320,124,000 327,701,000 2 Permitted User Fees 12,925,000 13,159,000 13,433,000 13,706,000 13,979,000 14,253,000 3 RWDAssessments 15,807,800 15,095,1100 13,305,290 15,063,790 17,927,400 19,145,500 4 SAWPA Assessments 3,263,000 3,394,000 3,530,000 3,671,000 3,818,000 3,971,000 5 Ropeny,Taxes 93,6%%000 98,349,000 103,266,000 108,429,000 113,850,000 119,543,000 6 New COPlssues - - - - - - 7 interest Revenues 8,398,000 12,231,000 16,369,000 17,038,000 16,749,000 15,609p00 8 Capital FwIdes Capacity Charges 9,900,000 9,089000 9,534,000 10,004,000 10,494,000 11,008,000 9 Other Revenues 8,08$900 10,489,000 15739,000 16,132,000 24,763,000 24,532,000 10 Revenues 443,206,700 459,M9,800 480,271,290 496,01,790 521704,400 535762,500 Requirement: 11 Oper B fAce Exp(4.0%yr) 151,919,380 157,996,000 164,316,000 170,889,000 177,725,000 184,834,000 12 Capital inprovemant Program(CP) 166,976,000 187,785,000 213,753,000 253,475,000 319,777,000 336,477,000 13 Less:CPSavings 8 Deferrals (18,915,000) (18,800,000) (21,400,000) (20,300,000) (19,200,000) (10,100,000) 14 Repl,Rehab 8 Refurb - - 311,000 91 5,196,000 5,460,000 15 COPService 82,033,000 80,464,000 79,956.000 76,019,000 72,472,000 72,466,000 16 Other Requirements 3,615,000 2,375,000 2,375,000 2,375,000 2,375,000 2,375,000 17 Requirements 385,628,380 409,820,000 439,311,000 483,4KC00 558,345,000 591,512,000 18 Revenues-Requirements 57,578,320 49,629,800 40,961 13,217,790 (36,640,600) (55,749,500) Accumulated Funds: 19 Beginning of Year 535,274,550 592,852,870 642,482,670 683,442,960 696,660,750 660,020,150 20 End of Year 592,852,870 642,482,670 683,442,960 696,660,750 660,020,150 604,270,650 21 Consolidated Reserve Policy 519,558,000 519,040,000 519,642,000 517,217,000 515,564,000 517,495,000 22 over(Under)Reserve Policy' 73,294,870 123,442,670 163,800,960 179,M3,750 144,456,150 86,775,00 Sewer Service User Fees: 23 Avg SFR Annual User Fee $331.00 $337.00 $344.00 $351.00 $35B.00 $365.00 24 Percentage Change 1.22% 1.81% 2.06% 2.03% 1.99% 1.96% 25 Equivalent Dw ailing Units 924,950 927,725 930,508 933,300 936,100 938,908 26 SFR Connection Fee $3,855 $4,032 $4,217 $4,411 $4,614 $4,826 27 Outstanding COPS $1,004,684,000 $965,640,000 $925,258,000 $887,211,000 $851,126.000 $813,576,000 Reserve Peliv 28 50%Next Year Operating 75,960,000 78,998,000 82,158,000 85,445,000 88,863,000 92,417,000 29 10%Next Year Operating 15,192,000 15,800,000 16,432,000 17,089,000 17,773,000 18,483,000 30 100%Next Year AUG COP Svc. 82,033,000 80,4M,000 79,956,000 76,019,000 72,472,000 72,466,000 31 50%average ten-year CIP Bel. 122,91 122,932,000 122,932,000 122,932,000 122,932,000 122,932,000 32 DSR@10%Outstanding Cops 100,468,000 96,554,000 92,526,000 88721,000 85,113,000 81,358,000 33 SFI@$57. 57,000,000 57,000,000 57,000,000 57,000,000 57,000.000 57,000,000 34 PartB Refurb @ 2%An 65,973,000 67,292,000 68,638,000 70.011,000 71,411,000 72,839,000 35 Total 519,558,000 519,040,000 519,642,000 517,217,000 515,564,000 517,495,000 COPRaBos 36 Sr Lien Coverge,ffi 1.25 3A3 3.63 3.83 4A5 4.60 4.69 A-2 2017-18 Budget Update Orange County Sanitation District Consolidated Cash Flow Projections Preliminary Preliminary Preliminary Preliminary 10-Year Ref Description 23-24 24-25 25.26 26-27 Total Min nues: 1 General leer Fees 336,263,000 343,929,000 352,585,000 361,289,000 3,248,375,000 2 Pornifted User Fees 14,565,000 14S39,000 15,152,000 15,464,000 141,475,000 3 IPINDAssessments 16,922,510 17,672,880 18,463,090 17,402,580 166,806.640 4 SAMA Assessrmnts 4,130,000 4,295,000 4,467,000 4,645,000 39,184,000 5 Property Taxes 125,520,000 131,796,000 138,386.000 145,305,000 1,178,110,000 6 New COP Issues - - - - - 7 Interest Revenues 15,014,000 15,007,000 14,738,000 15,010,000 146,163,000 8 Capital Facilities Capacity Charges 11.551,000 8,651,000 9,078,000 9,523,000 96,832,000 9 Other Revenues 13,433,000 5,687,000 4,844,000 4,905,000 128,612,900 10 Revenues 537,398,510 541,876,880 557,713,090 573,543,580 5,147,558,540 Requirements: 11 Oper&Mce Exp(4.0%yr) 192,227,000 199,916,000 207,913.000 216,230,000 1,823,965,380 12 Capital Impamement Program(CPj 258,761,000 2A1,072,000 257,586,000 222,569,000 2,458,231,000 13 Less:CP Savings&Deferrals (7,800,000) (4,800,000) (5,200,000) (5,500,000) (132,015,000) 14 %pl,Rehab&%furb 11,794,000 39,010.000 36,200,000 33,491,000 132,410,000 15 OOPServoe 72,470,000 72,460,000 72,467,000 68,667,000 749,474,000 16 Other Requirements 2,375,000 2,375,000 2,375,000 2,375,000 24,990,000 17 Requirements 520,827,000 50,033,000 571,341,000 537,832,000 5,057,063,380 18 Revenues-Requirements 7,571,510 (8,156,120) (13,627,910) 35,711,580 90,495,160 Accumulated Funds. 19 Beginning of Year 604,270,650 611,842,160 603,686,040 590,058,130 535,274,550 20 End of Year 611,842,160 603S86,040 590,058,130 625,769,712 625,769,710 21 Consoldated Reserve Policy 519,498,000 521,533,000 523,662,000 522,411,001 522,411,001 22 Over(Under)Reserve Policy' 92,344,160 82,153,040 66,396,130 103,358,709 103,358,709 Sewer Service User Fees: 23 Avg SFR Annual leer Fee $373.00 $380.00 $388.00 $396.00 24 Percentage Change 2.19% 1.88% 2.11% 2.06% 25 Equivalent De ailing Units 941,725 944,550 947,384 950,226 26 SFR Connection Fee $5,048 $5,280 $5,523 $5,777 27 Outstanding CON $774,625,000 $734,093,000 $692,165,000 $652,304,000 Reserve Policy 28 50%Neal Year Operating 96,114,000 99,958,000 103,957,000 108,115,000 29 10%Next Year Operating 19,223,000 19,992,000 20,791,000 21,623,000 30 100%Next Year AUG COP Svc. 72,470,000 72,460,000 72,467,000 68,667,000 31 50%average ten-year CP Bal. 122,932,000 122,932,000 122,932,000 122,932,000 32 DSR@10%Outstanding CON 77,463,000 73,409,000 69,217,000 65,230,000 33 SFI@$57w 57,000,000 57,000,000 57,000,000 57,000,001 34 Rapt&Refurb@2%lyr 74,296,000 75,782,000 77,298,000 78,844,000 35 Total 619,498,000 521,533,000 523,662.000 522,411,001 COP Ratios 36 Sr Lien Coverge,Mn 1.25 4.60 4.60 4.70 5.06 A-3 Capital Improvement Program Summary % Change Revised FY 2017-18 Budget $ 153,026,935 Projects Completed or Cancelled (666,960) (0.44%) New Projects 5,163,803 3.37% Additions to Existing Projects 32,667,460 21.35% Deductions from Existing Projects (26,090,581) (17.05%) Changes to Capital Equipment 2,875,000 1.88% Revised FY 2017-18 Budget $ 166,975,657 9.11% Revised Total Budget $ 3,253,228,000 Projects Completed or Cancelled (67,940,000) (2.09%) New Projects 682,594,000 20.98% Additions to Existing Projects 378,210,000 11.63% Deductions from Existing Projects (127,549,000) (3.92%) Revised Total Budget $ 4,118,543,000 26.6% A-4 2017-18 Budget Update Project Summary FY 2017-18 Replacement/ Improved Additional Total Item Rehabilitation Treatment Capacity Support Budget Collections Facilities $ 24,079,228 $ 2.877,401 $ 12,923,176 $ 655,194 $ 40,534,999 Solids Handling&Digestion 11,662,948 14,236,892 10,543,737 220,192 36,663,769 Support Facilities 10,266,590 1,705,320 - 8,814,930 20,786,840 utility Systems 12,468,211 251,540 - 45,512 12,766.263 Liquid Treatment: Headworks 6,527,669 737,045 1,789,057 - 9,053,771 Ocean Outfall Systems 8,012,510 - - - 8,012,510 Primary Treatment 6,334,472 703,830 - - 7,038,302 Secondary Treatment 2,389,129 - - - 2,389,129 Liquid Treatment Total 23,263,780 1,440,875 1,789,057 - 26,493,712 Other: Process Related Special Pojects 9,986.488 - - - 9,986,488 Information Management Systems 2,746,182 - 517,590 3,994,659 7258,431 Strategic&Master Planning 2,801.830 1,898.279 700,458 1,751.144 7,151,711 Equipment 969,825 969,825 969,825 969,825 3,879,300 Research - 652,718 652,718 - 1,305.436 Water Management Projects - 86,651 - - 86,651 Others - - - 63,057 63,057 Other Total 16,504,325 3,607,473 2,840,591 6778,685 29,731,074 Grant/Total $ 98,245,082 $ 24,119,501 $ 28,096,561 $ 16,514,513 $ 166,975,657 A-5 Capital Improvement Expenditure Graphs Solids Handling 8 Digestion $36.7M 220% Other: $29.7M 17.8% Support Facilities $20ZM 12.5% Liquid Treatment: Utility Systems 526.5M $12.81V! 15.9% 7.7% Collections Facilities $40.5M 24.1 % Total FY 2017-18 Capital Improvement Outlays by Process -$167.0 Million ReplacemenURehabilation $98310 58.9% Support $16.5M 9.9% Improvetl Treatment Additional Capacity $24.1M $28AM 14.4% 16A% Total FY 2017-18 Capital Improvement Outlays by Type -$167.0 Million A- 6 2017-18 Budget Update Summary of Capital Requirement -Collection System Improvement Projects Orlglnal Revised Original Revisetl Total Total 201718 2017.1fl Project Project Project Cashflow CnM1flow Project Number Budge Budget Budget Budget Status Collector.FauliUec Raft B Bhstd Street Sewer Eudendon 1101 $ 13,622,000 $ 13,622,000 $ 164p07 $ 68,623 Continuing Sand Ana Trunk Sewer Rehab 117 6,976,000 Rnixtl Edinger B.I.Chips Took line, 11-25 51159,000 511591000 Future Edil Pump,School Upgrade B Reteb 11-33 HARM0 B880,000 Future Star Avenue Pump Staten Rehab 11-3e 9,729,000 9,729,000 Future SARI ReAgnmenl 241 11,006,000 11,904,000 201,407 Continuing BAR I Rod Stabilizers Removal 241d 3]43,000 68601000 881,137 515,545 Revised Taft Branch Imp, 249 1,928,000 119281000 Future Neaten-Placentia Tmnk Grad Repairman Repl. 265 5,739,000 4,300,000 719,339 132,306 Revised New ribelelaxMia Tmnk Red. 272 99075,000 112,000,000 14,157,441 9,464,252 Rnixtl Ymba Linda Pump Shcion Abandonment 273 7,053,000 7,053,0W 120583 Future Lakeview Grade Sepereetn Project 275 330,000 3301OW 69,03A 114,950 Continuing Tumn Ron OCTA Grade Separation 276 586,W0 5881OW 60,700 Continuing Orangethen,OCTA Grade Separation 2 P 11501 12,Wl Revised Beach TronklNn.b indmepbr Sewer Relief 3 80 118,678,0e0 118,678,000 Future Seal Bead,Pump Saton Rehab 362 W,80.000 5g10001000 2,493,453 6,375,967 Rnixtl Reteb of Western Retain Saw, 3 63 217,069,000 217,00,000 6,380,601 9,528,506 Continuing mandate 45 Wll Proled Imparts on OCSO Sewer 3 Ad 528,000 36,860 N. Hall France Main Rehab 5 do 60,000,000 591081000 Rnixtl Cryadl Cove Pumping Sdeon Upgrade B Rehab 5d6 1018821000 10,682,000 Future Bay Bridge Pump Sdeon B Fome Main Repl. 567 51,000,000 ".0001000 4,291,175 709,700 Rnixtl Newport Beech Pump Sdfi0n Odor Conch lmpr. 5 68 4,066,000 4,066,000 67,533 67,514 Continuing Dial l B Tmnk Sewer Relies 617 7,965,000 7,9650W 119751316 6,616,301 Continuing Reentrant Crud Mein Trunk Sever 619 29,650,000 W19W Rnixtl Gnler-Red Hill Tmnk In, Rai 737 25,213,000 25,213,OIW 6,W2,874 6,698,851 Continuing Browning Subunits Sewer Relief 76) 161952,000 Rnixtl MacArthur Pump Station Rehab 763 8,762,000 8,762,000 1A.5,682 31,271 Future Main Street Pump Stater Rehab 79 39,219,000 39,219,OW Future Gi-Red Hill lnereapli Rehab 765 5,486,000 1513001OW 1381529 Future FecilAes Engineedy Program-GeN d0ns M-FE-COLLECT 12,192,000 14,192,000 3,310,756 3,795,001 Rnixtl Bay Bridge Pumpschton B Fmx Mains Rehab Sandy SP-178 725,000 725,OW 12,011 90,334 Continuing Collection Facilities Total Budget BSg8N B23,B2y000 Q,166,891 40,5111 A-7 Summary of Capital Requirements Summary of Capital Requirement-Treatment System Improvement Projects ONifirel Rei Orlglnal Revisetl Tptel Total 201718 2017.16 Project Project Projsat Casing. C8sh80w Project Number Budget Budget Budget Budge Status W14 Systems Captain Coolirg Water System Rep.Pmled .4109 11,477,000 Revised Certain Emissions Contact Project J-111 23,820.000 23,820,000 251,54D Continuing UPS System Upgrade J121 8,01 8,01 Future Digester Gas Facilities Rehab J124 87,89I,000 Nwo90o 361,36T 733,210 Revisetl Natural Gas Pipelines put at P18 P2 Y127 13101000 11310,000 53.872 88946 Continuing ElecOicl Power Dishingun System lmpr. 196 34,606,000 11,611 Future Plant Water System Rehab at P1 Pt-112 6,157,000 Reused Central Nuneaton Rehab at PI P1-127 73,151,000 67,000,000 Future Unintermptable Prover Supply lmpr.at Pt Pt-132 4,8W000 9,512 New Plant Water System Rehab at P2 P2-101 3,1hM,W0 Rgi Consolidated 0emolNon B Utlil lmpc at P2 P2-110 38,460,000 3030D,000 S600005 11.646,047 Revised Central Generation Rehab at P2 P2-119 95,gO6,W0 114,001 Future Plant Air System Maaler Plan SP-148 225,000 Revead Utility Systems Total 304,002,000 40 QlUO0O 9,103,264 12,765,263 Ocean Outhall Systems Final Effluent Sempsr B Buidia,Area Upgrades 1110 16,411,000 16,411,NO 6T5,365 541,037 Confining Ocean Call System Rehab 3.117 87,683,000 147,001 5,448,891 7,471,473 Ru'rcatl Nun OuXell Systems Total f04,e94,m 163,411,000 6,124,276 8,012,510 Informs lop Management Systems Process Control Systems Upgrades 1120 102,NO." 102,399,000 Future P,.able Control Panel Upgrades ,L125 2,281 Pusetl PqW all lntprmation System N28 4,000,000 1.91 New Information Technology Capital Program M-W-IT 10,000,xO 10,000,000 1,297,930 1,176,832 Confining P2 Power MonBonng S Control Systems P2-107 34,123,000 24,100,000 2,500,842 1,764,54 Revisetl EAM Software B Process lmpkmenstion SP-100 7,50g000 7500,000 621,1W 656725 Continuing PD82D SOdware Rep. SN103 U51M 530,000 67,749 83,814 Resised Geographic Information System SP-15 4,566,W0 4,560000 614,082 699,791 Continuing Process Control Systems Upgrades Study SP-196 aWON 359000 2 MRll 963,27T Continuing IMorra llm Marmgemeot Systems Total IK%2,OW 158,851,0e0 7,391 7,250,01 Process Reteb,M Special Projects Sell Ing,Program ,L126 9,702,000 19,ONMO 710,073 9,911 Planned One,Coil Master Plan SP-166 1,950,000 27,982 Revisetl Process Related Special Projects Total 11,652,0e0 10,e0,e00 738,055 9,91 A-8 2017-18 Budget Update Summary of Capital Requirement - Treatment System Improvement Projects Original Revised Onginat Revised Total Tale 201148 201718 Project Preyed Project Coat Causin Prolect Number 8ud,. Budge Budget Sludge) Status Water Management Projects GWRS Final Expansion Coordination b362 1,132,000 St New Effluent Reuse Study SP-173 3,250,000 Revised Weer Management Projects Total 3a511,W0 1,131 B6,651 Support Facilities Faults,Engmeenng Program-Plant WIFE Pi 43325,000 43,925,000 14,749,11% 11,350,003 Continuing Operators&Maintenance Call Pogrom M-SMICAP 15,622,000 15,622,000 3,172,087 2,300,427 Coninuinp Title 24 Access Conpllanw&Buil Roa,Prolect P1-115 17509.000 17,609,000 1,561,022 1,709.156 Revsed Headquarters Coal SN&Sesai&Entrarae Realignment P1 128 1I9087000 179,067,000 10,965,474 5,399,573 Coninuing Fungmm P2 WareM1wse Re0catl0n 1,2-126 quil 0 New P2 Coleridge Yarl Rulooddim P2-lV 11500,000 New TPAD OIgaster Facilely a P2 P2-128 419,000,000 New Site&Sydney lmpr.at P2 P2-96 252,000 252,WO 7,295 10,881 Continuing Support Facililiea Tate 25SU5,W0 6K17SNg 31 20,186,840 Research Fannie"Program 64RESEARCH 8,gool 0,SOo,g00 1,695,0g2 1,306,436 Continuing Fuel Cell Demc SP-125-04 135,000 9,103 Revisetl S(CC)ARP Nutrient Cycling Sampling SP-125-15 951000 95,000 1&525 Continuing AqueCr0ox Denaturation, Si 500,13W Passage! Research real 9,318,000 8596,000 1,719,801 1,305,436 Strategic&Master Planning Planning Studies Program Mogglo EB 23,(52,000 2&6KMO 8.483.815 7.01 Reveal Climate Change Impart Study SP-152 Sol 590NO 141,135 Continuing Strategic&Master Planning Total 24,WgM00 29,242,000 BM3,815 7,151,711 Solids Handling&Digestion Clgasler Rehab a Pl P1-100 65,650,W0 61,150,000 2,567.719 2.306,50) Revised Sludge Dewetering&War Central at Pl 1:1-101 108,)20,000 180,328,000 9,725,351 13,7W,058 Continuing Imover Food Waste Rewrving Facility P2-124 5,400,000 440303 New Digeeer P,p,R,&S Patti P2-129 1So goo 000 New Sold,Tested,&Prowssing Upgrades P249 51,150,000 40,150000 305,546 26T Revised P2 Oipester Fedlllles Rehab P2,91-1 49,U0,000 49,220,000 151,386 159,528 Continuing Sludge Dawatering 6 Nor Control at P2 P2-92 904T6W0 90,47000 16,789,351 20,049,153 Continuing Solids Handling&Estimated Total N5,915,000 60072S,000 29,539,413 56,660789 Hanle ks Headwords Rehab&Exceeded at P1 P1-105 274,841,000 4X00O000 7,569.666 7,229,469 Revisetl A-9 Summary of Capital Requirements Summary of Capital Requirement-Treatment System Improvement Projects Odglnm Revlattl Original Revised Total Total 201718 2017.18 Pi P.j. Pri Cash Ca.hnow Project Number Budget Budget Butlget Butlgat Status Headwork. Trunk tine Nor Cents lmpr. Pt-123 9299,000 9299,000 11s39 35,245 Gmnnung Neadworka Modgretione at P2 for GWRS Final Expansion P2-122 54,aD000 1,789,09 New Illuminance Total 284,141 4"p2M000 7,91,205 9,053,771 Primary Treatnent Primary Scrubber lmpr.at P1 Pt-114 94328,000 74800000 M,521 Furore P1 Primary Treatment Upgrades P1-124 9,146,W0 Praised Ptlmary Clarifiers Fees&Oman at PI P1-126 155332,000 112,000,000 478,555 Ri Ptlmary Treatment Rehab at P2 P2-98 428264,000 491 51558634 7,038302 Revbed Primary Tramming Total 88919201000 6T21800.W0 6,124,210 7,038,302 Secsulary Treatment Realm Activated!Sludge Piping Rep,at Activated 9udge P1 P1-129 3.93$000 263,483 New Acivated Sludge Aeration Basin Deck Repay at P2 P2-118 2331,W0 21800,000 1,811.166 1.638294 Rev,aed Realm Activated Sludge Piping R.A.at P2 P2-123 15OWWO 49,352 Nat Oxygen Plant 06molNon at P2 SP-129 3,4 ,W0 45,127 Ranked SecondaryTremmmtTotal krli,m 21,739,000 1,916,293 2,3119,129 chars Interstate 405 Weening Project lmpemeon OCSD From Entrance P1-1W 2,655,000 16,451 N. Banning Gate Relocation&Grading at P2 P2-1211 2,812,W0 2,931,000 %,ON Four. P2 Samwxst Perimeter Screening P2-125 2,800,000 48,606 New Capitallmprovement Program Mgmt Senieea SP-195 No," 300NO 27,5% Continuing Otters Total 3,112,W0 8,686p00 82,612 63p9 Total Treatment and Disposal Projects 2,i86,11113,000 3,V%kdgO0A 109,555,804 122,561,358 Total Collections Facilities 850,321,000 823,623,000 42,46&031 40,534,999 Capital Equipment Purchases 18,OW,000 16'M'OW 1,OKMO 3,S79,300 Total Capital Impressment Program Budget 53,253,228,000 H,118,543,000 6153,025.935 S160.9I5,651 A- 10 2017-18 Budget Update CIP New Project Descriptions Project Name&Number I Interstate 405 Widening Project Impacts on OCSD Sewers - 3-66 Project Category Collections Facilities Project Budget: $528,000 Description This project will provide reimbursement for staff support for the realignmenticonflicts of District facilities as part of Orange County Transit Authority's(OCTA)proposed widening of the Interstate 405(1-405)between State Route 73 and Interstate 605. Justification In partnership with the California Department of Transportation (CalTrans),the Orange County Transportation Authority(OCTA)proposes to widen the Interstate405(1-405)between State Route 73 and Interstate 605.This project will require relocation of existing District facilities. Eight utility agreements provide the terms for 22 District facility conflicts and reimbursement up to$427,151. This project will not have an impact on operational budgets. Collections Facilities Project Name&Number I Project Management Information System - J-128 Project Category Information Management Systems Project Budget: $4,000,000 Description This project will implement a new Project Management Information System to replace the obsolete a software application currently in use and to serve additional business processes related to management of the capital improvement program. Justification lllI III The software application currently used to manage construction contracts is no longer supported by the vendor and cannot continue to meet requirements. In addition, a number of business processes involved in managing the capital improvement program could be more efficiently and effectively performed using a modem commercially available software system. Information The impacts to operational budgets have not yet been determined. Management Systems A- 11 CIP New Project Descriptions Project Name 6.Number I GWRS Final Expansion Coordination - J-36.2 Project Category Water Management Projects Project Budget: $1,132,000 Description This project will be used to track costs,forecast resources,and coordinate Sanitation District reviews related to the Orange County Water District's Groundwater Replenishment System Final Expansion project. This project will not address modification of Sanitation District Facilities,which are included in other projects such as the Headworks Modifications at Plant 2 for GWRS Final Expansion, Project No. P2-122,and the Ocean Outfall Rehabilitation Project No.J-117. Justification The Orange County Water District's Groundwater Replenishment System Final Expansion will impact Sanitation District Facilities at both plants and along the interplant effluent pipelines. Per e Water Management cooperative agreement between the two agencies, Sanitation District costs for this coordination will 9 not be charged to the Water District. Protects This project will not have an impact on operational budgets. Project Name&Number I Return Activated Sludge Piping Replacement at Activated Sludge Plant 1 - Pl-129 Project Category Secondary Treatment Project Budget: $3,979,000 Description The work consists of the removal and replacement of an existing deteriorated 30-inch steel 000 000 000 discharge header piping,valves,Flexible couplings,and pipe hangers in the Return Activated Sludge(RAS)Pump Room at Plant No. 1 and approximately 220 linear feet of buried discharge piping. 000 000 000 Justification The RAS facility was constructed under Project No. Pl-16 in 1974.Over the past few years,the 000 000 000 header piping failed in numerous locations due to internal corrosion warranting replacement of leaking piping. The project budget has been increased from$3,300,000 to$3,979,000. The project's construction Secondary cost is$2,250,000. This project will not have an impact on operational budgets. Treatment A- 12 2017-18 Budget Update Project Name&Number I Interstate 405 Widening Project Impacts on OCSD Front Entrance - P1-130 Project Category Others Project Budget: $2,655,000 Description This project will provide support for OCSD efforts related to the relocation of District front entrance as part of Orange County Transit Authority's(OCTA)proposed widening of the Interstate 405(I- " 405)between State Route 73 and Interstate 605. Justification In partnership with the California Department of Transportation (CalTrans),the Orange County Transportation Authority(OCTA)proposes to widen the Interstate405(IA05)between State Route 73 and Interstate 605.This project will require relocation of District's front entrance and wastehauler station.A cooperative agreement was approved by the Board of Directors 8/24/16 that allows the District to reimburse staff time up to an amount of$470,000, Other costs may be reimbursed through a land acquisition agreement,which has yet to be developed. Others le rs• This project will not have an impact on operational budgets. Project Name&Number I Uninlerruptable Power Supply Improvements at Plant 1 - P1-132 Project Category Utility Systems Project Budget: $4,800,000 Description This project will add a regional Uninterruptable Power Supply(UPS)in the northwest portion of plant 1.The UPS will supply power to power distribution buildings 4,7 and 8,maintenance buildings,primary clarifiers,any other users requiring UPS in the area.The project will also determined the UPS will supply power to the laboratory building. Justification The control center requires a reliable properly sized Unintermptable Power Supply(UPS). If power is lost to the control center the ability to control the plant could be lost.This project will supply a regional UPS that will also supply power for Power Buildings and Primary Clarifers.in the area based on the UPS study conducted in March 2013. The project's construction cost is$2,368,000. This project will not have an impact on operational Utility Systems budgets. A- 13 CIP New Project Descriptions Project Name&Number I Headworks Modifications at Plant 2 for GWRS Final Expansion - P2.122 Project Category Headworks Project Budget: $54,000,000 Description This project will modify the Headworks,related piping, and sOran C Die flow routing separate reclaimable and non-reclaimable flows to accommodate the Orange County Water Districts Groundwater Replenishment System Final Expansion. Work elements include installing install a new 66-inch diameter flow diversion with a new flow meter and vault, new motorized gates,and modification of waste sidestream pump station discharge piping to the non-reclaimable portion of the plant. Justification Secondary effluent is required to support Groundwater Replenishment System(GWRS)final expansion.Currently,all the secondary effluent from Plant 1 is routed to GWRS.To support the final expansion,all reclaimable flow suitable from Plant 2 will need to be pumped to GWRS.This will Headworks require a new pump station, an equalization tank,and conveyance system,as well as substantial modifications to the Plant 2 facilities to provide separate treatment for flow streams that are not currently suitable as source water for GWRS. The project budget has been increased from$50,000,000 to$54,000,000. The project'a construction cost is$31,718,000. This project will not have an impact on operational budgets. Project Name&Project Name&Number Return Activated Sludge Piping Replacement at Plant 2 - P2-123Activated Sludge Piping Replacement at Plant 2 - P2-123 Project Category Secondary Treatment Project Budget: $15,000,000 Description The Activated Sludge(AS)facility was built in 1979 as part of multi-facility treatment improvement. 000 000 000 The work consists of the removal and replacement of the existing deteriorated AS piping,valves, valve actuators,flexible couplings,and pipe supports located in the AS pump stations east and west, Kinnison tunnel,and Scott tunnel at Plant No.2.All piping and associated appurtenances will 000 000 000 be replaced in kind,with the exception of the butterfly valves,which will be replaced with plug valves. 000 000 000 Justification The AS facility has experienced major leaks in various locations within its piping system.Multiple repair methods have been used with varying success. Based on the results of a recent assessment Seconder and O&M concerns,a recommendation was made to rehabilitate the piping immediately.Due to the y level of corrosion of the pipes, replacement is the only feasible option. Treatment The project's construction cost is$9,641,025. This project will not have an impact on operational budgets. A- 14 2017-18 Budget Update Project Name&Number I Interim Food Waste Receiving Facility - P2-124 Project Category Solids Handling&Digestion Project Budget: $5,400,000 Description This project will construct a station to receive,store,and feed pre-processed food waste slurry to the digester complex at Plant 2 to generate additional digester gas. The cost of the project will be offset by revenues from tipping fees charged to food waste haulers. This facility will be replaced with a permanent receiving station following completion of a proposed program to replace existing digester at Plant 2. Justification This project was identified in the Biosolids Master Plan, Project No. P315-01 to address the need for solids waste generators and haulers to divert organic waste from landfills. Waste haulers will separate organics at the source,and the screen and process the high strength organic waste into a Solids Handling liquid slurry. The Sanitation District's costs to construct,operate the facilities,and handle the additional biosolids production will be offset by tipping fees charged to haulers and additional power & Digestion associated with increased digester gas production. The project's construction cost is$3,279,843. The impacts to operational budgets have not yet been determined. Project Name&Number I Plant 2 Southwest Perimeter Screening - P2-125 Project Category Others Project Budget: $2,800,000 Description This project will install landscaping or other appropriate line-of-sight barriers to minimize the visual impact on neighbors and traffic on Pacific Coast Highway and Brookhurst street. Jus This project This project is part of the Sanitation District's commitment to be a good neighbor. The project's construction cost is$1,396,370. The impacts to operational budgets have not yet been determined. Others A- 15 CIP New Project Descriptions Project Name&Number I Plant 2 Warehouse Relocation - P2-126 Project Category Support Facilities Project Budget: $9,800,000 Description The project will construct a replacement for the existing warehouse located in the southwest corner of Plant 2,which must be demolished to accommodate the proposed Temperature Phased Anaerobic Digestion facilities. e Justification The area where the Plant 2 Warehouse is currently located is needed to accommodate facilities associated with the new digester project. These new facilities must be near the new digesters. The project's construction cost is$5,359,034. The impacts to operational budgets have not yet been determined. Support Facilities Project Name&Number I Plant 2 Collections Yard Relocation - P2-127 Project Category Support Facilities Project Budget: $1,500,000 Description This project will replace the existing Collections Facilities yard and fencing in a new location,yet to be determined. Justification The area where this facility is currently located is needed for the new Temperature Phased Anaerobic Digestion facilities. The project's construction cost is$714,493. The impacts to operational budgets have not yet been determined. 4 Support Facilities A- 16 2017-18 Budget Update Project Name&Number I TPAD Digester Facility at Plant 2 - P2-128 Project Category Support Facilities Project Budget: $419,000,000 Description This project is the largest of a set of related projects to replace the mesophilic anaerobic digesters at Plant 2 with new digesters in a temperature-phased anaerobic digester(TPAD)configuration. This project will include six new thermophilic digesters,batch tanks,cooling facilities,and e associated sludge pumping,digester mixing, power distribution,and controls. Replacement and demolition of existing digesters will be included in a separate project. Justification The 2017 Biosolids Master Plan conducted a comprehensive evaluation of end-to-end alternatives for solids processing at Plant No.2. The study was prompted by seismic and condition deficiencies in many of the existing digesters. The evaluation concluded that the best alternative was to replace the existing digester complex with a temperature-phased anaerobic digestion process with batch Support Facilities tanks to meet Class A requirements. One of the key benefits of this approach is that when the thermophilic digesters are placed into service,the Sanitation District would be able to produce classified sludge even if the existing digesters failed due to seismic event. The project's construction cost is$273,930,463. The impacts to operational budgets have not yet been determined. Project Name&Number I Digester P,Q,R,and S Replacement - P2-129 Project Category Solids Handling&Digestion Project Budget: $158,000,000 Description This project will replace,or extensively rehabilitate Digesters P,Q,R,and S to address both condition issues,seismic deficiencies,and liquefaction risks. Justification Digesters P, Q, R,and S are subject to liquefaction in the event of an earthquake,there are known structural deficiencies with the structures,and a thorough rehabilitation of mechanical and electrical systems is required based on age and condition. The project's construction cost is$95,047,949. The impacts to operational budgets have not yet been determined. Solids Handling & Digestion A- 17 Capital Equipment Budget Summary Capital Equipment Budget 2017-18 Trucks & Other Mobile Machine Eq Comm Vehicles Eq & Tools Equipment Department 09410000 09410001 09410002 09410003 Information Technology $ - $ - $ - $ - Laboratory, Monitoring and Compliance - - - - Electrical and Control Systems Engineering - - - - Collection Facilities O&M - 261,700 - - Fleet SeMces 891,100 857,300 11,000 - Plant No. 1 Operations - - - - Plant No. 1 Maintenance - - 252,200 - Maintenance Reliability and Planning - - - - Plant No. 2 Maintenance - - - - Total Proposed Capital Equipment $ 891,100 $1,119,000 $ 263,200 $ - A- 18 2017-18 Budget Update Capital Equipment Budget 2017-18 Instr/ Test Safety & Office Fix Computer 2017-18 Equipment Traffic Eq & Eq Equipment Proposed Department 09410004 09410005 09410006 09410007 Budget Information Technology $ - $ - $ - $ 857.000 $ 857,000 Laboratory, Monitoring and Compliance 571,500 - - - 571,500 Electrical and Control Systems Engineering 85,400 - - - 85,400 Collection Facilities O&M - - - - 261,700 Fleet Services - - - - 1,759,400 Plant No. 1 Operations 39,500 - - - 39,500 Plant No. 1 Maintenance - - - - 252,200 Maintenance Reliability and Planning 28,500 - - - 28,500 Plant No. 2 Maintenance 17,300 6,800 - - 24,100 Total Proposed Capital Equipment $ 742,200 $ 6,800 $ - $ 857,000 $3,879,300 A- 19 Capital Equipment Budget Summary Capital Equipment Budget Detail Proposed Division Equipment Type Equip. Budget 250- Information Technology Disaster Recovery (DR) Infrastructure Support 100,000 Disaster Recovery (DR) Infrastructure Hardware/Software 210,000 Upgrade/Replace IT Sendce Management System 80,000 Upgrade/Replace Existing Physical Access System 300,000 Additional Wonderware Licenses fro Div. 770 134,000 Cathodic Protection Software for Div. 875 33,000 Total $ 857,000 630 - Laboratory. Monitoring and Compliance Automated Sample Extraction System 120,000 Digital Droplet PCR System 84,000 Acoustic Releases 16,500 Two (2)Acoustic Doppler Current Profilers (ADCP) 62,000 Telemetry Oceanographic Mooring 130,000 Seakeeper Vessel Stabilizing System 138,600 Laboratory Glassware Washer- Replacement 20,400 Total $ 571,500 770- Electrical and Control Systems Engineering Three(3) PLC Test Units 85,400 Total $ 85,400 820-Collection Facilities O&M Hose Reel Trailer for 10" Pumps 261,700 Total $ 261,700 822 - Fleet SeMces Light Duty Service Truck-Replace V0427 41,600 Light Duty Service Truck-Replace V0433 44,000 Sedan-Replace V0469 25,700 Heavy Duty Tow Truck 97,600 Light Duty Service Truck-Replace V0548 for Div. 630 45,000 Light Cargo Van - Replace V0422 for Div. 770 46,800 Light Duty Service Truck-Replace V0432 for Div. 770 25,600 Heavy Duty Service Truck - Replace V0539 for Div. 820 77,100 Light Duty Service Truck-Replace V0576 for Div. 820 46,100 Seven (7)Cargo Carts - Replace C1034, 1036, C1037, C1041, C1082, C1083, C1084 83,100 for Div. 870 Middle-Size Truck-Replace V0503 for Div. 870 47,700 Heavy Duty Service Truck - Replace Utility Bed V0521 for Div. 870 10,400 Two (2)Cargo Carts for NEW positions in Div. 870 23,800 Light Duty Service Truck-Replace V0435 for Div. 875 44,000 Sedan-Replace V0447 for Div. 875 26,000 A-20 2017-18 Budget Update Capital Equipment Budget Detail Proposed Division Equipment Type Equip. Budget 822 CONTINUED - Fleet Services Middle-Size Truck -Replace V0449 for Div. 875 47,100 Sedan- Replace V0511 for Div. 875 26,000 Middle-Size Truck for NEW Reliability Maint. Tech in Div. 875 44,400 Middle-Size Truck for Div. 875 P2 Maintenance Planners 45,100 Light Duty Sertice Truck- Replace V0436 for Div. 880 44,000 Four(4) Electric Carts - Replace C0942, C1119, C1120, C1121 48,400 Heavy Duly Trailer-Replace E0904 for Div. 820 31,500 Electric Scissor Lift for Plant No. 2 20,800 Two (2) Mobile Fueler Trailers 24,500 Four(4) Personnel Carts - Replace C0819, C0849, C0909, C1093 & Two(2)Cargo 60,500 Electric Carts -Replace C0812, C0845 Genie 65'Aerial Lift-Replace E1152 130,600 Fire (5) Electrical Carts -Replace C0794, C1008, C1021, C1064, C1099 for Div. 830 55,000 Three (3)Electric Carts for NEW positions in Div. 880 36,000 65-75 Ton A/T Crane-Replace El 178 450,000 Blast Cabinet Replacement for Fleet 11,000 Total $ 1,759,400 830-Plant No. 1 Operations Two (2) Hydrogen Sulfide Analyzers - Replacements 39,500 Total $ 39,500 870- Plant No. 1 Maintenance Dake Band Saw 35,400 Press Brake Power Back Gauge 32,500 TU3 Beveling Tool 8,100 Clausing Large Swing Standard Lathe-Replacement 150,000 Piranah Iron Worker Tooling-Replacement 10,900 Two (2) Power Breezers-Replacements 15,300 Total $ 252,200 875- Maintenance Reliability and Planning GSSI Structure Scan Mini XT GPR rebar locator 17,900 Slab Impulse Response System 10,600 Total $ 28,500 880 - Plant No. 2 Maintenance HART Field Communicator 5,800 Modal Shop Portable Vibration Test Unit 11,500 Tripod Hoist Base 6,800 Total $ 24,100 Total Proposed 2017.18 Capital Equipment Budget $ 3,879,300 A-21 Self-Funded Insurance Plans SELF-FUNDED INSURANCE PLANS The General Liability and Property program and the Workers' Compensation program provide for OCSD 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. General Liability and Property • OCSD's current excess general liability insurance coverage is$40 million per occurrence with an annual aggregate limit and with a self-insured retention of$500,000. • OCSD's current property insurance coverage is$1 billion for perils of fire and $300 million for perils of flood,subject to a self-insured retention of$250,000. OCSD is partially self-insured for earthquake, but does carry$25 million in coverage on several key structures with a$5 million deductible. OCSD also has a $50 million sublimit for builder's risk under the property insurance program to ensure upcoming construction projects are adequately covered. • In order to maintain the reserve balance of$55 million for the General Liability and Property program, appropriations for in-lieu premiums charged to operating divisions are recommended at$2,110,870 for FY 2017-18. Workers'Compensation • OCSD's current excess workers'compensation coverage has unlimited statutory coverage per occurrence and$4 million employer's liability per employee with a self-insured retention of$1 million per person per occurrence. • 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$554,330 for FY 2017-18. FY 2017-18 Self-Insurance Program Budget General Liability Workers' Total & Property Compensation Self-Insurance DESCRIPTION OR ACCOUNT TITLE Program Program Program Beginning Reserves $ 54,205,430 $ 2,475,670 $ 56,681,100 Revenues In-Lieu Premiums 2,110,870 554,330 2,665,200 Miscellaneous Other Revenue - 10,000 10,000 Service Department Allocation 18,700 - 18,700 Total Revenues 2,129,570 564,330 2,693,900 Expenses Benefits/Claims 100,000 600,000 700,000 Contractual Services - - - Legal SeMces 130,000 175,000 305,000 Professional Services 25,000 65,000 90,000 Policy Premium Expense 1,080,000 200,000 1,280,000 Total Expenses 1,335,000 1,040,000 2,375,000 Excess Revenue (Expenses) 794,570 (475,670) 318,900 Ending Reserves $ 55,000,000 $ 2,000,000 $ 57,000,000 A-22 2017-18 Budget Update Historical Staffing Summary Authorized Authorized Authorized Authorized Proposed Department and Didsion Name FTEs FTEs FTEs FTEs FTEs 2013-14 2014-15 2015-16 2016-17 2017-18 General Managaes Office General Management Administration 4.00 5.00 6.00 5.00 5.00 Board Services 5.00 5.00 4.00 5.00 5.00 Public Affairs 3.00 4.00 5.00 5.00 5.00 Department Subtotal' 12.00 14.00 15.00 15.00 15.00 Human Resources Department Human Resources Administration 18.00 16.00 16.00 16.00 16.00 Risk Management/Safety/Security 11.00 11.00 11.00 Department Subtotal 18.00 16.00 27.00 27.00 27.00 Administrative Services Department Administrative SerNces Administration 3.00 4.00 3.00 3.00 3.00 Financial Management 18.00 18.00 19.00 19.00 19.00 Contracts, Purchasing and Materials Management 31.00 32.00 32.00 32.00 32.00 Information Technology 47.00 45.00 44.00 45.00 45.00 Risk Management 11.00 12.00 Department Subtotal 110.00 111.00 98.00 99.00 99.00 Facilities Support Services Department Facilities Support Services Administration 3.00 3.00 4.00 - - Facilities Support 3.00 3.00 - - - Equipment Rebuild 8.00 8.00 - - - Fleet Sertices 8.00 8.00 9.00 - - Facilities Engineering and Repair Services 11.00 9.m 5.00 - - NPDES Source Inspection 16.00 16.00 16.00 - - Odor and Corrosion Control 6.00 6.00 6.00 - - Collection Facilities Operations and Maintenance 23.00 23.00 23.00 Department Subtotal 78.00 76.00 63.00 Envinmental Services Department Entironmental SerNces Administration - - - 2.00 2.00 Resource Protection - - - 47.00 37.00 Laboratory, Monitoring and Compliance 42.00 52.00 Department Subtotal 91.00 91.00 Engineering Department Engineering Administration 2.00 2.00 2.00 2.00 2.00 Planning 18.00 17.00 15.00 15.00 15.00 Project Management Office 20.00 20.00 20.00 17.00 17.00 CiNI and Mechanical Engineering 51.00 53.00 59.00 53.00 53.00 Electrical and Control Systems Engineering - - - 29.00 29.00 EnNmnmental Compliance 32.00 31.00 31.00 Department Subtotal 123.00 123.00 127.00 116.00 116.00 Operations and Maintenance Department Operations and Maintenance Administration 3.00 2.00 2.00 3.00 3.00 Collection Facilities Operations and Maintenance - - - 26.00 26.00 Fleet Services - - - 8.00 8.00 Plant No. 1 Operations 54.00 54.00 69.00 62.00 61.00 Plant No. 2 Operations 48.00 47.00 54.00 50.00 61.00 Building, Grounds, and Mechanical Maintenance 62.00 65.00 - - - Instrumentation and Electrical Maintenance 75.00 75.00 - - - Plant No. 1 Maintenance - - 82.00 85.00 62.00 Maintenance Reliability and Planning - - - - 28.00 Plant No. 2 Maintenance - - 46.00 45.00 48.00 Entironmental Laboratory and Ocean Monitoring 41.00 41.00 41.00 Department Subtotal i 283.00 284.00 294.00 2]9.00 28].00 Grand Total -All Departments" 824.00 824.00 824.00 82].00 835.00 A-23 Historical Staffing Detail Authorized Authorized Authorized Authorized Proposed FM FM FfEs FfEs FrEs Didsion&Position 2013-14 2014-15 2015-16 2016-17 2017-18 General Manager's Office 110 General Management Administration General Manager 1.00 1.00 1.00 1.00 1.00 Assistant General Manager 1.00 1.00 1.00 1.00 1.00 Public Affairs Manager - 1.00 1.00 - - Principal StaffAnalyst 1.00 1.00 - 1.00 1.00 Records Management Specialist - - 1.00 1.00 1.00 Senior Staff Analyst - - 1.00 - - Secretaryto the General Manager 1.00 1.00 1 1.00 1.00 1 1.00 Total General Management Administration" 4.00 5.00 6.00 5.00 5.00 120 Board Services Clerk ofthe Board 1.00 1.00 1.00 1.00 1.00 Records Management Specialist 1.00 1.00 - - - Deputy Clerk oftheBoard - - 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 - - - Program Assistant 2.00 2.00 2.00 2.00 2.00 Once Assistant 1.00 1.00 Total Board Services 5.00 5.00 4.00 5.00 5.00 140 Public Affairs Public Affairs Supervisor - - - 1.00 1.00 Principal Public Affairs Specialist - 1.00 1.00 - - SeniorPublicAffairsSpecialisl 1.00 - 1.00 1.00 1.00 Public Affairs Specialist - 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Graphics Coordinator 1.00 1.00 1.00 1.00 1.00 Total Public Affairs 3.00 4.00 5.00 5.00 5.00 Total General Manager's Office 12.00 14.00 15.00 15.00 15.00 Human Resources Department 160 Human Resources Administration Directorof Human Resources 1.00 1.00 1.00 1.00 1.00 HR and Risk Manager - - - - 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 - Human Resources Supervisor - - 1.00 1.00 1.00 Principal Human Resources Analyst 2.00 2.00 3.00 3.00 3.00 Senior Human Resources Analyst 4.00 5.00 4.00 4.00 4.00 Human Resources Analyst 5.00 4.00 4.00 4.00 4.00 Executive Assistant 1.00 - - - - Human Resources Assistant 2.00 1.00 1.00 1.00 1.00 Program Assistant 2.00 2.00 1.00 1.00 1.00 Total Human Resources Administration 18.00 16.00 16.00 16.00 16.00 161 Risk Management/Safety/Security Safety&Health Supervisor - - 1.00 1.00 1.00 Principal Financial Analyst - - 1.00 1.00 1.00 Safety&Health Specialist - - 1.00 1.00 1.00 Security&Emergency Planning Specialist - - 1.00 1.00 1.00 Occupational Health Nurse - - 1.00 1.00 1.00 Senior Safety&Health Representative - - 2.00 2.00 2.00 $afely&Health Representative - - 3.00 3.00 3.00 Administrative Assistant 1.00 1.00 1.00 Total Risk Management/Safety/Security, 11.00 11.00 11.00 18.00 16.00 Total Human Resources Department 27.00 27.00 27.00 A-24 2017-18 Budget Update Authorized Authorized Authorized Authorized proposed FTEs FTEs FTEs FTEs FTEs Division&Position 2013-14 2014-15 201516 2016-17 2017-18 Administrative Services Department 210 Administrative Services Administration Director of Finance&Administrative Services/Treasurer 1.00 1.00 1.00 1.00 1.00 Principal Financial Analyst 1.00 1.00 1.00 1.00 1.00 Esecutive Assistant 1.00 1.00 1.00 1.00 1.00 Accounting Assistant II 1.00 Total Administrative Services Administration 3.00 4.00 3.00 3.00 3.00 220 Financial Management Controller 1.00 1.00 1.00 1.00 1.00 Accounting Supervisor 3.00 3.00 3.00 3.00 3.00 Principal Accountant 3.00 3.00 3.00 2.00 2.00 Senior Accountant 1.00 1.00 1.00 2.00 2.00 Senior Staff Analyst - 1.00 1.00 1.00 Pccountant/StaffAnalyst 4.00 4.00 3.00 3.00 3.00 Payroll Technician 2.00 2.00 2.00 2.00 2.00 Accounting Assistant ll 4.00 4.00 5.00 5.00 5.00 Total Financial Management 18.00 18.00 19.00 19.00 19.00 230 Contracts,Purchasing and 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 Principal Contracts Administrator 2.00 2.00 2.00 2.00 2.00 Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 Materials Control Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Contracts Administrator 3.00 3.00 3.00 3.00 3.00 Principal Buyer 1.00 1.00 1.00 1.00 1.00 Contracts Administrator 3.00 3.00 3.00 3.00 3.00 Senior Buyer 1.00 1.00 1.00 1.00 1.00 Buyer 2.00 3.00 3.00 3.00 3.00 Contracts/Purchasing Assistant 5.00 5.00 5.00 5.00 5.00 Lead Storekeeper 2.00 2.00 2.00 2.00 2.00 Senior Storekeeper 3.00 3.00 3.00 3.00 3.00 Storekeeper 5.00 5.00 5.00 5.00 5.00 Total Contracts,Purchasing and Materials Management 31.00 32.00 32.00 32.00 32.00 250 Information Technology Information Technology Systems and Operations Manager 1.00 1.00 1.00 1.00 1.00 Information Technology Manager 2.00 1.00 1.00 1.00 - InformationTechnologySupervisor 1.00 2.00 2.00 2.00 3.00 Principal Information Technology Analyst 6.00 6.00 6.00 6.00 6.00 Principal Public Affairs Specialist 1.00 - - - - Senior Information Technology Analyst 9.00 9.00 9.00 10.00 10.00 Information Technology Analyst 111 3.00 4.00 6.00 6.00 6.00 Engineering Associate 1.00 - - - - Senior Staff Analyst - 1.00 - -Data Management Technician 11 7.00 7.00 7.00 7.00 7.00 Information Technology Analyst ll 6.00 5.00 3.00 3.00 3.00 Data Management Technician 1 5.00 4.00 4.00 4.00 4.00 Slaff Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Information Technology Technician 11 1.00 1.00 1.00 1.00 1.00 Information Technology Technician 1 1.00 1.00 1.00 1.00 1.00 Program Assistant 1.00 1.00 1.00 1.00 1.00 Total Information Technology 47.00 45.00 44.00 45.00 45.00 A-25 Historical Staffing Detail Authorized Authoraed Authorized Authorized Proposed FTEs FTEs FTES FTES FTEs Division&Position 2013-14 2014-15 2015-16 2016-17 2017-18 260 Risk Management Risk Manager - 1.00 - - - Safety&Health Supervisor 1.00 1.00 - - - Principal Financial Analyst 1.00 1.00 - - - Safety&HealthSpecialist 2.00 1.00 - - - Security&Emergency Planning Specialist 1.00 1.00 - - - Occupational Health Nurse 1.00 1.00 - - - SeniorSeletyB Health Representative 1.00 2.00 - - - Safety&Health Representative 3.00 3.00 - - - Administrative Assistant 1.00 1.00 Total Risk Management 11.00 12.00 Total Administrative Services Department 110.00 111.00 98.00 99.00 99.00 Facilities Support Services Department 310 Facilities Support Services Administration Directorof Facilities Support 1.00 1.00 1.00 - - Principal Financial Analyst 1.00 1.00 1.00 - - SeniorStaffAnalyst - - 1.00 - - Executive Assistant 1.00 1.00 1.00 Total Facilities Support Services Administration 3.00 3.00 4.00 320 Facilities Support Facilities Manager 1.00 1.00 - - - SeniorStaffAnalyst 1.00 1.00 - -Office Assistant 1.00 1.00 - - Total Facilities Support 3.00 3.00 321 Equipment Rebuild Maintenance Supervisor 1.00 1.00 - - - Machinist 1.00 1.00 - -Senior Mechanic 3.00 3.00 - - - Welder/Fabricator 3.00 3.00 - TotalEquipmentRebuild 8.00 8.00 322 Fleet Services Maintenance Supervisor 1.00 1.00 1.00 - - Lead Mechanic 1.00 1.00 1.00 - - Automotive/Heavy Equipment Technician 3.00 3.00 3.00 - - Mobile Crane Operator 2.00 2.00 2.00 - - Automotive/Heavy Equipment Assistant 1.00 1.00 1.00 - - Office Assistant 1.00 Total Fleet Services 8.00 8.00 9.00 330 Facilities Engineering and Repair Services Engineering Manager 1.00 1.00 1.00 - - SeniorEngineer 1.00 1.00 1.00 - - Engineer 2.00 2.00 - - - Associate Engineer 3.00 3.00 2.00 - - MaintenanceSpecialist 2.00 - - - - EngineeringAssociate 1.00 1.00 - - - Administrative Assistant 1.00 1.00 1.00 Total Facilities Engineering and Repair Services 11.00 9.00 5.00 A-26 2017-18 Budget Update Authorized Authorized Authorized Authorized Reposed F7Ea F7Ea FTEs FTEs FTEs Division&Position 2013-14 2014=15 201616 201617 2017-18 341 NPDFS Source Inspection Source Control Supervisor 1.00 1.00 1.00 - - Principal Envronmental Specialist 1.00 1.00 1.00 - - SeniorEnvironmentalSpecialist 1.00 1.00 - - - LeadSourceControllnspector - - 1.00 - - Source Control Inspector II 9.00 8.00 7.00 - - Source Control Inspector I - 1.00 2.00 -Administrative Assistant 1.00 1.00 1.00 - - EnNronmentalTechnician 3.00 3.00 3.00 Total NPDES Source Inspection 16.00 16.00 16.00 342 Odor and Corrosion Control Engineering Supervisor 1.00 1.00 1.00 - - Associate Engineer 1.00 1.00 1.00 - - SeniorEnvironmentalSpecialist 2.00 2.00 2.00 - - EngineeringAssistantl 1.00 1.00 1.00 - - Enmronmental Technician 1.00 1.00 1.00 Total Odorand Corrosion Control 6.00 6.00 6.00 343 Collection Facilities Operations and Maintenance Maintenance Supervisor 2.00 2.00 2.00 - - Lead Mechanic 5.00 5.00 5.00 - - Senior Mechanic 8.00 8.00 8.00 - - Mechanic 8.00 8.00 8.00 Total Collection Facilities Operations and Maintenance 23.00 23.00 23.00 Total Facilities Support Services Department 78.00 76.00 63.00 Envrionmental Services Department 610 Environmental Services Administration Director of Environmental Services - - - 1.00 1.00 Etecutive Assistant 1.00 1.00 Total Environmental Services Administration 2.00 2.00 620 Resource Protection Engineering Manager 1.00 Envronmental Compl&Reg Affairs Manager - - - 1.00 - Engineering Supervisor - - - 2.00 2.00 Envronmental Supervisor - - - 1.00 - Senior Engineer - - - 1.00 1.00 Senior Regulatory Specialist - - - 1.00 - Engineer - - - 5.00 5.00 Source Control Supervisor - - - 1.00 1.00 Regulatory Specialist - - - 3.00 - Associate Engineer - - - 4.00 3.00 Principal Environmental Specialist - - - 3.50 3.00 Lead Source Control Inspector - - - 1.00 1.00 Senior Environmental Specialist - - - 4.50 1.00 Source Control Inspector II - - - 7.00 7.00 Source Control Inspector I - - - 2.00 2.00 Administrative Assistant - - - 2.00 2.00 Envronmental Technician - - - 3.00 3.00 Program Assistant - - - 4.00 4.00 Office Assistant 1.00 1.00 Total Resource Protection 47.00 37.00 A-27 Historical Staffing Detail Authorized Authorized Authorized Authorized Proposed FTrs FTES FTFs FTEs FTEs Division&Position 2013-14 2014-15 2015-16 2016-17 2017-18 630 Laboratory,Monitoring and Compliance Environmental Lab&Ocean Monitoring Manager - - - 1.00 1.00 Environmental Supervisor - - - 1.00 4.00 Laboratory Supervisor - - - 2.00 - Senior Regulatory Specialist - - - - 1.00 Senior Scientist - - - 3.00 3.00 Regulatory Specialist - - - - 2.00 Scientist - - - 1.00 1.00 Associate Engineer - - - - 1.00 Principal Environmental Specialist - - - 2.00 8.50 Principal LaboratoryAnalyst - - - 6.00 - SeniorEnvironmentalSpecialist - - - 6.00 18.50 Boat Captain - - - 1.00 1.00 Senior Laboratory Analyst - - - 10.00 - Environmental Specialist - - - 2.00 7.00 Laboratory Analyst - - - 3.00 Administrative Assistant - - - 1.00 1.00 Environmental Technician - - - - 3.00 Laboratory Assistant - - - 3.00 - Total Laboratory,Monitoring and Compliance 42.00 52.00 Total Environmental Services Department 91.00 91.00 Engineering Department 710 Engineering Administration Director of Engineering 1.00 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 Total Engineering Administration 2.00 2.00 2.00 2.00 2.00 740 Planning Engineering Manager 1.00 1.00 1.00 1.00 1.00 Engineering Supervisor 1.00 1.00 1.00 2.00 2.00 Senior Engineer 4.00 4.00 3.00 3.00 3.00 Engineer 5.00 4.00 4.00 3.00 3.00 Principal Financial Analyst - - - 1.00 1.00 Principal Staff Analyst 1.00 1.00 1.00 1.00 1.00 Associate Engineer 2.00 3.00 2.00 2.00 2.00 Principal Environmental Specialist 1.00 - - -Assistant Engineer 1.00 - - - - Engineering Associate - 1.00 1.00 1.00 1.00 Senior Staff Analyst 1.00 1.00 1.00 - - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Total Planning 18.00 17.00 15.00 15.00 15.00 A-28 2017-18 Budget Update Authorized Authorized Authorized Authorized Roposed FTEs FTEe FTEs FTEs FTEs DiAsion&Position 2013-14 2014-15 201516 2016-17 2017-18 750 Project Management Office Engineering Manager 1.00 1.00 1.00 1.00 1.00 Engineering Supervisor 1.00 1.00 1.00 - - ProjectControlsSupenAsor 1.00 - - - - CapitallmprovementProgmmProjectManager 8.00 8.00 7.00 8.00 9.00 Senior Engineer - 1.00 2.00 1.00 Principal Project Controls Analyst 1.00 1.00 1.00 1.00 1.00 Engineer 1.00 1.00 1.00 - - Principal StaffAnalyst 1.00 2.00 2.00 2.00 2.00 Cost Estimator 1.00 1.00 1.00 - - Planner/Scheduler 1.00 1.00 1.00 - - SeniorStaffAnalysl 2.00 1.00 1.00 - - Engineering Assistant ll - 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1 t00 Office Assistant 1.00 1.00 1.00 1.00 1.00 Total Project Management Office 20.00 20.00 20.00 17.00 17.00 760 Civil and Mechanical Engineering Engineering Manager 1.00 1.00 1.00 1.00 1.00 Engineering Supervisor 3.00 4.00 4.00 5.00 5.00 Senior Construction Inspection Supervisor 1.00 1.00 1.00 - - Senior Engineer 8.00 8.00 9.00 7.00 7.00 Construction Inspection Supervisor 1.00 1.00 1.00 2.00 2.00 Engineer 10.00 10.00 13.00 13.00 13.00 Associate Engineer 2.00 1.00 3.00 3.00 3.00 Cost Estimator - - - 1.00 1.00 Planner/Scheduler - - - 1.00 1.00 Senior Construction Inspector 7.00 7.00 7.00 5.00 5.00 Assistant Engineer 1.00 2.00 2.00 1.00 1.00 Associate Engineer ll - - - - - Engineering Associate - - 1.00 1.00 1.00 Senior Staff Analyst - 1.00 1.00 2.00 2.00 Construction Inspector 9.00 9.00 9.00 5.00 5.00 Associate Engineer - - - - - EngineeringAssistar ll 3.00 3.00 3.00 3.00 3.00 Public Affairs Specialist - - - - - StaffAnalyst 1.00 1.00 1.00 - - AdministratieeAssistant 2.00 2.00 2.00 2.00 2.00 Engineering Assistant I 1.00 1.00 1.00 1.00 1.00 Program Assistant 1.00 1.00 Total Civil and Mechanical Engineering 51.00 53.00 59.00 53.00 53.00 770 Electrical and Control Systems Engineering Engineering Manager - - - 1.00 1.00 Engineering Supervisor - - - 2.00 2.00 Senior Construction lnsp Supv - - - 1.00 1.00 Senior Engineer - - - 6.00 6.00 Principal Info Tech Analyst - - - 4.00 4.00 Engineer - - - 4.00 4.00 Senior Info Tech Analyst - - - 3.00 3.00 Information Tech Analyst 111 - - - 1.00 1.00 Senior Construction Inspector - - - 2.00 2.00 Information Tech Analyst ll - - - 1.00 1.00 Construction Inspector 4.00 294.00 Total Electrical and Control Systems Engineering 29.00 .00 A-29 Historical Staffing Detail Authorized Authorized Authorized Authorized Proposed i FTEs FTEs FfEs FTEs Division&Position 2013-14 2014-15 2015-16 2016-17 2017-18 790 Environmental Compliance Environmental Compl&Reg Affairs Manager 1.00 1.00 1.00 - - Engineering Supervisor 2.00 2.00 2.00 - - EnNronmental Supervisor 1.00 1.00 1.00 - - PublicAffairs Manager 1.00 - - -Senior Scientist 1.00 1.00 1.00 - - Engineer 6.00 6.00 6.00 -Regulatory Specialist 3.00 3.00 3.00 - - Associate Engineer 4.00 4.00 4.00 - - AssociateEngineerIII - - - - - PrincipalEnwonmentalSpecialist 2.50 2.50 2.50 - - Principal Laboratory Analyst - - - - - SeniorEnvronmentalSpecialist 4.50 4.50 4.50 -Administrative Assistant 1.00 1.00 1.00 - - Program Assistant 4.00 4.00 4.00 -Office Assistant 1.00 1.00 1.00 - - Intern Total Environmental Compliance 32.00 31.00 31.00 Total Engineering Department 123.00 123.00 127.00 116.00 116.00 Operations and Maintenance Department 810 Operations and Maintenance Administration Director of Opera dons&Maintenance 1.00 1.00 1.00 1.00 1.00 Operations Manager 1.00 - - - - SeniorStaffAnalysl 1.00 1.00 1.00 2.00 1.00 Staff Analyst - - - - 1.00 Total Operations and Maintenance Administration 3.00 2.00 2.00 3.00 3.00 820 Collection Facilities Operations and Maintenance Engineering Manager - - - 1.00 1.00 Maintenance Supervisor - - - 2.00 2.00 Lead Mechanic - - - 5.00 5.00 Administrative Assistant - - - 1.00 1.00 Senior Mechanic - - - 8.00 8.00 Mechanic - - - 8.00 8.00 Office Assistant 1.00 1.00 Total Collection Facilities Operations and Maintenance 26.00 26.00 822 fleet Services Maintenance Supervisor - - - 1.00 1.00 Lead Mechanic - - - 1.00 1.00 Automotive/Heavy Equipment Technician - - - 3.00 3.00 Mobile Crane Operator - - - 2.00 2.00 Automotive/Heavy Equipment Assistant 1.00 1.00 Total Fleet Services 8.00 8.00 A-30 2017-18 Budget Update Authorized Authorized Authorized Authored Proposed FIEs FIEs FTFs FTFs FTFs Division&Position 2013-14 2014-15 2015-16 2016-17 2017-18 830 Plant No.1 Operations Engineering Manager 1.00 - - - - Operations Manager - 1.00 1.00 1.00 1.00 Engineering Supervisor 1.00 1.00 2.00 1.00 1.00 Chief Plant Operator 1.00 1.00 1.00 1.00 1.00 Senior Engineer 2.00 2.00 4.00 1.00 1.00 Principal Information Technology Malys - - 3.00 - - Engineer 2.00 2.00 3.00 2.00 2.00 Operations Supervisor 6.00 6.00 6.00 6.00 6.00 Senlorinformation Technology Analyst - - 3.00 - - Mclntenance Supervisor - - 1.00 - - Scientist 1.00 1.00 1.00 1.00 1.00 Associate Engineer - - 1.00 2.00 2.00 Principal Environmental Specialist - - - - 1.00 Information TechnologyAnalyst 111 - - 1.00 -Assistant Engineer 2.00 2.00 1.00 1.00 1.00 Senior Environmental Specialist 1.00 1.00 1.00 2.00 1.00 Information Technology Analyst ll - - 1.00 - - LeadPlantOperator 5.00 5.00 3.00 4.00 4.00 Lead Power Plant Operator - - 1.00 1.00 1.00 Power Plant Operator ll - - 4.00 4.00 4.00 Senior Plant Operator 15.00 14.00 14.00 15.00 15.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Plant Operator 14.00 15.00 14.00 16.00 15.00 Environmental Technician - - - 1.00 1.00 Control Center Technician 2.00 2.00 2.00 2.00 2.00 Total Plant No.l Operations 54.00 54.00 69.00 62.00 61.00 840 Plant No.2 Operations Chief Plant Operator 1.00 1.00 1.00 1.00 1.00 Operations Supervisor 6.00 6.00 6.00 6.00 7.00 Lead Plant Operator 5.00 5.00 6.00 5.00 4.00 Lead Power Plant Operator - - - - 1.00 Power Plant Operator ll - - 4.00 4.00 4.00 Senior Plant Operator 14.00 14.00 15.00 14.00 14.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Plant Operator 20.00 19.00 20.00 18.00 19.00 Control Center Technician 1.00 1.00 - - - Program Assistant 1.00 1.00 Total Plant No.2 Operations 48.00 47.00 54.00 50.00 51.00 850 Building,Grounds,and Mechanical Maintenance Maintenance Manager 1.00 1.00 - - - Senior Engineer - 1.00 - - - Engineer 1.00 - - - - Maintenance Supervisor 6.00 6.00 - -Associate Engineer 1.00 1.00 - -Maintenance Specialist 5.00 8.00 - - - ReliabilityMaintenanceTechnician 4.00 4.00 - - - Lead Mechanic 4.00 4.00 - -Administrative Assistant 1.00 1.00 - - - BeniorMechanic 29.00 29.00 - - - Lead Facilities Worker 1.00 1.00 - - - Facilities Worker/Builder 3.00 3.00 - - - Facilities Worker/Painter 2.00 2.00 - - - Mechanic 2.00 2.00 - - - Maintenance Worker 2.00 2.00 Total Building,Grounds,and Mechanical Maintenance 62.00 65.00 A-31 Historical Staffing Detail Authorized Authorized Authorized Authorized Proposed FIFs FEs FEs FIE. FEs Division&Position 2013-14 201415 2015-16 2016.17 2017-18 860 Instrumentation and Electrical Maintenance Engineering Manager 1.00 1.00 - - - Engineering Supervisor 1.00 1.00 - -Senior Engineer 3.00 3.00 - - - PrmcipallnformationTechnologyAnalyst 1.00 2.00 - - - Engineer 4.00 3.00 - -Senior Information Technology Analyst 4.00 4.00 - - - Maintenance SupeMsor 5.00 5.00 - - - Information Technology Analyst 111 2.00 1.00 - - - InformatonTechnologyAnalystll - 1.00 - - - Lead Electrical Technician 5.00 5.00 - - - Lead Instrumentation Technician 3.00 3.00 - - - Lead Power Plant Operator 1.00 1.00 - - - Electrical Technician II 13.00 14.00 - - - Instrumentation Technician II 15.00 14.00 - - - PowerPlantOperatorll 8.00 8.00 - -Administrative Assistant 1.00 1.00 - - - PowerPlantOpemtorl 1.00 1.00 - -Electrical Technician 1 2.00 2.00 - - - Instrumentation Technician 1 1.00 2.00 - - - Maintenance Worker 4.00 3.00 - - - Total Instrumentation and Electrical Maintenance 75.00 75.00 870 Plant No.1 Maintenance Engineering Manager - - 1.00 - - Maintenance Manager - - - 1.00 1.00 Engineering Supervisor - - 1.00 1.00 - Maintenance Superintendent - - 1.00 1.00 1.00 Senior Engineer - - 2.00 3.00 - Engineer - - 3.00 4.00 - Maintenance SupeMsor - - 6.00 7.00 6.00 Associate Engineer - - 1.00 2.00 - Maintenance Specialist - - 5.00 5.00 - Lead Electrical Technician - - 3.00 3.00 3.00 Lead Instrumentation Technician - - 1.00 1.00 1.00 Maintenance Planner/Scheduler - - 3.00 4.00 - Reliability Maintenance Technician - - 4.00 6.00 - Electrical Technician 11 - - 7.00 7.00 8.00 Instrumentation Technician II - - 6.00 5.00 6.00 Lead Mechanic - - 2.00 2.00 2.00 Machinist - - 1.00 1.00 1.00 Administrative Assistant - - 1.00 1.00 1.00 Senior Mechanic - - 17.00 17.00 18.00 Welder/Fabricator - - 3.00 3.00 3.00 Lead Facilities Worker - - 1.00 1.00 1.00 Electrical Technician I - - 1.00 1.00 1.00 Instrumentation Technician I - - 3.00 3.00 3.00 Facilities Worker/Builder - - 3.00 2.00 2.00 Facilities Worker/Painter - - 2.00 1.00 1.00 Mechanic - - 1.00 1.00 1.00 Maintenance Worker 3.00 2.00 2.00 Total Plant No.1 Maintenance 82.00 85.00 62.00 A-32 2017-18 Budget Update Authored Authored Authorized Authored Reposed FIE. F1Es FrEs FrEs F-Es Division&Position 2013-14 2014-15 2015-16 2016-17 2017-18 875 Maintenance Rellabllityand Planning Engineering Manager - - - - 1.00 Engineering Supervisor - - - - 1.00 Senior Engineer - - - - 3.00 Engineer - - - - 4.00 Maintenance Supervisor - - - - 1.00 Associate Engineer - - - - 2.00 Maintenance Specialist - - - - 11.00 Reliability Maintenance Technician 5.00 Total Maintenance Reliabilityand Planning - 28.00 880 Plant No.2 Maintenance Maintenance Superintendent - - 1.00 1.00 1.00 Maintenance Supervisor - - 5.00 5.00 5.00 Lead Electrical Technician - - 2.00 2.00 2.00 Lead Instrumentation Technician - - 2.00 2.00 2.00 Electrical Technician 11 - - 6.00 6.00 7.00 Instrumentation Technician ll - - 7.00 6.00 8.00 Lead Mechanic - - 2.00 2.00 2.00 Administrative Assistant - - 1.00 - - Senior Mechanic - - 15.00 14.00 14.00 Lead Facilities Worker - - - 1.00 1.00 Electrical Technician I - - 1.00 1.00 1.00 Instrumentation Technician l - - 1.00 - - Facilibes Worker/Builder - - - 1.00 1.00 Facilities Worker/Painter - - - 1.00 1.00 Mechanic - - 1.00 1.00 1.00 Maintenance Worker 2.00 2.00 1 2.00 Total Plant No.2 Maintenance 46.00 45.00 48.00 890 Environmental Laboratory and Ocean Monitoring Environmental Lab&Ocean Monitoring Manager 1.00 1.00 1.00 - - Environmental Supervisor 1.00 1.00 1.00 - - LaboratorySupervisor 2.00 2.00 2.00 -Senior Scientist 3.00 3.00 3.00 - - Scientist 1.00 1.00 1.00 - - Principal Environmental Specialist 2.00 2.00 2.00 - - Principal Laboratory Analyst 6.00 6.00 6.00 - - SeniorEnvironmentalSpecialist 6.00 6.00 6.00 -Boat Captain 1.00 1.00 1.00 - - SeniorLaboratoryAnalyst 10.00 10.00 10.00 - - Environmental Specialist 1.00 1.00 1.00 - - LaboratoryAnalyst 3.00 3.00 3.00 -Administrative Assistant 1.00 1.00 1.00 - - LaboretoryAssistant 3.00 - Total Environmental Laboratoryand Ocean Monitoring 41.00 41.00 41.00 Total Operations and Maintenance Department 283.00 284.00 294.00 279.00 287.00 Grand Total,All Departments' 1 624.00 624.00 624.00 627.00 635.00 'FTE totals above exclude three Management Discretme positions that are authorized but used only on a temporaryine is to facilitate the replacement of key positions. FTE Orals also exclude three companion positions to be used for extended leaves of absence. Total(Iledpo,dreer s Hill not exceed 635 FTEs at anypoint in time. A-33 Historical Staffing Detail This page was intentionally left blank A-34 2017-18 Budget Update Appropriations Limit In certain situations, proceeds of taxes may be spent on emergencies without having to Article MIS of the California State Constitution, more reduce the limit in future years. commonly referred to as the Gann Initiative or Gann Limit, was adopted by California voters in 1980. The Each agency also conducts a review of its Gann Limit placed limits on the amount of proceeds of Appropriations Limit during its annual financial taxes that state and local governmental agencies can audit. receive and appropriate (authorize to spend)each year. The law requires a governing body to annually adopt, by resolution, an appropriations limit for the following The limit is different for each agency and the limit year, along with a recorded vote regarding which of changes each year. The annual limit is based on the the annual adjustment factors have been selected. amount of tax proceeds that were authorized to be The Orange County Sanitation District's appropriations spent in fiscal year 1978-79 in each agency, modified limit and annual adjustment factors are adopted at the for changes in inflation and population in each same meeting as the budget. The adjustment factors subsequent year. used for 2017-18 are the weighted average change in city population and the change in state per capita Proposition 111 was passed by the State's voters in personal income. June 1990. This legislation made changes to the manner in which the Appropriations Limit is to be The following table shows the annual appropriations calculated: limit for each of the last two years and the appropriations limit and the appropriations, or The annual adjustment factors for inflation and proceeds from taxes,for 2017-18. The increase in the population have been changed. Instead of limit is based upon population changes ranging from using the lesser of California per capita (0.15 percent)to 0.80 percent for major cities within income, or U.S. CPI, each agency may the District as provided by the State Department of choose either the growth in the California per Finance and a per capita personal income change of capita income, or the growth in assessed 3.69 percent as provided by the State Department of valuation due to new non-residential Finance. construction within the district. For population, instead of using only the population growth of Annual Appropriation Limits: an agency, each agency may choose to use 2015-16 $95,682,784 the population growth within its county. These 2016-17 $101,768,666 are both annual elections. 2017-18 $105,998,787 The revised annual adjustment factors will be Proceeds of Taxes (Appropriations) applied to the 1986-87 limit for most agencies and each year in between in order to calculate 2017-18 $22,418,475 the 1990-91 limit. The actual limits for the intervening years, however, are not affected. As a result of the July 1998 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 more Population changes for representative cities have than $100,000 and an expected life of continued to be used in order to ensure consistency 10 years or more, are excluded from the limit. and to eliminate significant population growth in parts of the County outside of OCSD's service area. This An agency which exceeds the limit in any one method results in a lower limit than using the County- year may choose to not give a tax refund if wide change. they fall below the limit in the next fiscal year. They then have two more years to refund any remaining excess or to obtain a successful override vote. A-35 Miscellaneous Statistics General Information Year off.ma.tim-.......... .........._.._.._................1948 Miles of Sewers.............._.._.._.._.._...........................396 miles Form of Government...................County Sanitation District On-Plant Pump Station.................................................2 Authority..............................................Section 4700 et.seq. Off-Plant Pump Stations..........................................................15 ..........................................California Health&Safety Code Operating Authority.....................RWQCB/NPDES Permit No. Service Area....................................................479 sq.miles ...............................................................CAM 10604 Service Population......................Approximately 2.6 million .................................Statewide WDR Order No.2006-0003 2016-17 Assessed Value.................................$391.8 billion 2017-18 Authorized Staff(Full-Time Equivalent)...........635.00 Treatment Information Daily Influent Flow to Total Primary 2015-16 Influent ROD: Capacity Comparison(in mgd) Plant No. 1 ................................320 milligrams per liter ens Plant No. 2................................330 milligrams per liter 40 2015-16 Influent Suspended Solids: ase zoe Plant No. 1 ...................... ....353 milligrams per liter m Ius Ina Plant No. 2................................370 milligrams per liter z u iao � 'd 2015-16 Effluent BOD...._._....................9.S milligrams per liter 6 2015-16 Effluent Suspended Solids.........6.0 milligrams per liter Plant Plant Taal 2015-16 Biosolids Produced&Reused............284,633 wet tons 62016-17 Est Influent OCapaciry-Ptlmary TreaMant Primary Treatment Capacity(includes standby): 2016-17 Estimated Average Daily Influent: Plant No. 1................................................208 mgd Plant No. 1....................................................... 114 mgd Plant No. 2................................................16� Plant No. 2.........................................................74 med TOTAL....................................3,2�m TOTAL........................................... Secondary Treatment Capacity: 2016-17 Estimated Electricity Generated: Plant No. 1................................................182 mgd Plant No. L...........................................41,424,000 kwh Plant No. 2................................................150. Plant No. 2............................................56.381 000 kwh TOTAL....................................3d TOTAL................................ 805 000 kwh Legend: mgd-million gallons per day ktah-kurnoans per hour Financial Information 2017-18 2017-18 2015-16 2016-17 Originally Updated Actual Protected Proposed Proposed Fees and Chaal One-Time 3-Bedroom Residence Connection $3,588.00 $3,710.00 $3,710.00 $3,855.00 Average Annual Single-Family Residence Fee $322 $327 $331 $331 Local SFR Fee $216 $108 $108 $108 OCSD's Avg.Share of Ad Valorem Property Tax 1.62% 1.62% 1.80% 1.80% Cost to Collect,Treat,&Dispose of 1 Million Gallons $2,110.39 $2,047.83 $2,219.24 $2,249.82 Summary of COP Issues: April 2009A New Money $ 9,155,000 August 2014A Refunding 85,090,000 May 2010A New Money 80,000.000 February 2015A Refunding 127,510,000 November 2010C New Money 157,000,000 March 2016A Refunding 145,880,000 September 2011 A Refunding 96,330,000 November 2016E Refunding 109,875,000 February 2012A Refunding 100,645,000 February 2017A Refunding 66,370,000 August 2012B Refunding 66.395,000 Total Outstanding COP Balance 711117 $ 1,044,250,000 A-36 2017-18 BUDGET UPDATE Operating Expense 2017-18 2017-18 2016-17 Originally Updated Category Budget Proposed Proposed Personnel $2,286,100 $2,336,300 $2,416,600 Supplies 355,590 362,690 538,380 Professional/Contractual Services 898,900 642,900 719,000 Research&Monitoring 0 0 0 Repairs&Maintenance 0 0 0 Utilities 122,000 137,000 130,000 Other 1,115,270 1,151,970 1,191,670 Cost Allocation (57,240) (57,240) (57,240) Total $4,720,620 $4,573,620 $4,938,410 Budget Overview Authorized FTE The fiscal year 2017-18 budget for the General Manager's Office reflects Positions an increase of 8.0 percent over the originally proposed budget.The Managers.......................... .......... increase is primarily due to increases in costs for salaries and benefits, Supervisors/Professionals...........8.00 training and meetings,and legal services.The increase in training and Administrative/Clerical.................5.00 meetings is attributable to the addition of leadership training for board members and staff,in addition to the centralization of budgets for large Total............................................15.00 annual conferences. 'F�Erorai:emwae roe,nnae e rcoreerenos poMd.winch are auflror2etl 0 be usetl onyon a femporerybasl ro iaGlllale th replacemenroi keyposilions. Performance Objectives / Measures • Ensure that the Board approved Strategic Plan is implemented. Staffing Trends • Provide leadership development opportunities reaching at least 70 percent of staff. u.00 1s.00 ts.00 taco • Maintain the Special District Leadership Foundation(SLDF)District 12.00 Transparency Certificate of Excellence. • Respond to 90 percent of public records requests within seven 2013-14 enieis 2015-16 201b17 2017ae business days. • Provide information to Board of Directors through the General Manager's monthly report and the new Board member orientation. • Provide services and implement programs that meet communication needs of OCSD's external audience by reaching a minimum of 3,000 people. -FISCAL YEAR 2017-18 39 HUMAN RESOURCES DEPARTMENT General Manager's OffiHuman ce Resources Administration Board of Risk Directors Management I Administrative General Services Counsel General Office Manager Environmental Services Engineering Operations& Maintenance Service Description Human Resources is a full-service department responsible for all aspects of Human Resources and Risk Management administration that ensures a productive and safe workplace and maintain programs that support a positive employment relationship.The Human Resources Department is committed to a workplace grounded in fair and equitable employment decisions and practices.This department serves as the in-house advisor to the General Manager,executive staff,OCSD departments,and all staff by delivering high quality services with an emphasis on customer satisfaction as a key objective. Human Resources Administration oversees all human resources functions,including Benefits Administration, Classification and Compensation,Employee and labor Relations,Employee Development/Performance Management,and Recruitment and Selection.Benefits Administration administers and maintains employee benefits and the reasonable accommodation program.Classification and Compensation is a vital function that establishes new classifications and salaries.Employee and Labor Relations offers professional assistance in various areas of the employee and labor relations field.Employee Development/Performance Management manages and coordinates District-wide legally mandated and development training programs;and oversees the employee performance program.Through the Recruitment and Selection program,OCSD seeks to attract,hire,and retain the best qualified employees in a manner that is fair,equitable and merit-based. Risk Management/Safety/Security protects the finances and human resources of OCSD.It identifies and addresses potential risk to the organization and provides solutions for mitigating or reducing the risk.The major areas of responsibility include insurances,occupational safety and health,workers'compensation,security,and emergency preparedness.The division manages OCSD's numerous insurance programs that include excess liability,property, boiler and machinery,earthquake and excess workers'compensation.Safety is a priority for OCSD,and this area includes comprehensive safety training programs,safe working practices,and quarterly facility inspections.Security and emergency preparedness programs include the oversight of OCSD's contracted security services,planning emergency drills,and ensuring OCSD has the necessary programs,supplies and training in prepamtion for an emergency.These programs ensure OCSD provides a secure,safe and healthywork environment for OCSD staff, contractors,and visitors. 40 2017-18 BUDGET UPDATE Operating Expense 2017-18 2017-18 2016-17 Originally Updated Category Budget Proposed Proposed Personnel $4,409,600 $4,484,300 $4,614,900 Supplies 707,220 687,910 753,460 Professional/Contractual Services 2,292,000 1,642,400 2,737,900 Research&Monitoring 0 0 0 Repairs&Maintenance 28,050 28,050 3,050 Utilities 0 0 0 Other 1,231,070 1,576,120 2,313,730 Cost Allocation (931,720) (931,720) (931,720) Total $7,736,220 $7,487,060 $9,491,320 Budget Overview Authorized FIFE The fiscal year 2017-18 budget for the Human Resources Department Positions reflects a 26.8 percent increase from the previously proposed budget. Managers......................................2.00 The increase is primarily due to increases in costs for salaries and Supervisors/Professionals.........22.00 wages,property and general liability insurance in-heu premiums, Administrative/Clerical.................3.00 security and other professional services,partially offset by a decrease in legal services. Total............................................27.00 Performance Objectives / Measures Staffing Trends 27.00 27.00 27,00 • workinue force with development and implementation succession of effective workforce planning/development and succession planning strategies. Is W--I,/ • Continued with a recruitment plan to reduce vacancies and 36,00 time-to-fill. • Review all training requirements and support departments in 12013-14 201415 2015-16 2016-17 201718 meeting the training level of service of 45 hours per employee. • Ensure 100 percent of Safety Compliance Training is completed. • Implement Leading Safety Indicators to reduce injuries to employees. • Manage operating expenditures to within 96 to 100 percent of the approved budget. E- FISCAL YEAR 2017-18 41 ADMINISTRATIVE SERVICES DEPARTMENT General Managers Office Human Resources Board of Directors General General Counsel Manager Office Environmental Services Engineering Operations& Maintenance Service Description The Administrative Services Department oversees all of OCSD's finance,contracts/purchasing,and information technology activities,including both day-to-day operations and strategic planning.The department serves as a liaison to Executive Management,the Board of Directors,and other departments of OCSD.'Ihe department includes four divisions: Administrative Services provides leadership and oversight to all Administrative Services divisions. Financial Management oversees and administers all OCSD's fonds and accounts.Programs include treasury and debt management,accounts receivable and payable,user fees,payroll,fixed assets accounting,and coordinating the capital and operating budget process. Contracts,Purchasing,and Materials Management is responsible for contract administration and procurement for all departments.Additionally,this division manages OCSD's warehouses,receives and maintains inventory,and distributes supplies,materials,and equipment. Information Technology is responsible for customer support related information technology assets and services, networking and infrastructure,telecommunications service operation and maintenance,network and programming, solutions and application support. 42 2017-18 BUDGET UPDATE Operating Expense 2017-18 2017-18 2016-17 Originally Updated Category Budget Proposed Proposed Personnel $13,363,400 $13,563,000 $13,884,300 Supplies 1,391,960 1,581,870 1,557,050 Professional/Contractual Services 1,289,400 1,578,900 1,340,000 Research&Monitoring 0 0 0 Repairs&Maintenance 2,042,000 2,142,000 2,140,000 Utilities 400,000 400,000 400,000 Other 109,610 121,610 123,610 Cost Allocation (942,320) (942,320) (942,320) Total $17,654,050 $18,445,060 $18,502,640 Budget Overview Authorized FTE The fiscal year 2017-18 budget for the Administrative Services Positions Department reflects a 0.3 percent increase from the previously proposed Managers......................................4.00 budget.Increases in costs for salaries and wages were largely offset by Supervisors/Professionals.........57.00 decreased costs for postage,county service fees,and other professional Administrative/Clerical...............36.00 services Other.............................................2.00 Performance Objectives / Measures Total............................................99.00 • Manage operating expenditures to within 96 to 100 percent ofthe staffing Trends approved budget. • Comply with the California State Government Code 100 percent of the time with all treasury investments., • Submit the annual sewer service fee property parcel database to the n o.00 110.00 '�--F� County in time for placement on annual secured property tax bills. • Process all approved sewer service fee refund requests within 45 days, 98.00 99.00 99.00 90 percent of the time. • All debt service payments will be paid electronically,on the actual due 12013-14 2014-1 s 2015-16 2016-0 2017-19 dates,and error free 100 percent of the time. • Continue the cycle count program and maintain a 97 percent accuracy rate or better. • Ensure the measurement of the Information Technology Strategic Plan target achievement based on the importance and completion of goals supporting the Levels of Service(LOS)in the OCSD Strategic Plan. • Maintain an average uptime of 90 percent for critical applications. - FISCAL YEAR 2017-18 43 ENVIRONMENTAL SERVICES DEPARTMENT General Managers Office Human Resou es Board of Directors Administrative Environmental General Services Counsel General Services Office ManagResource er Protection Monitoring& Compliance Engineering Operations& Maintenance Service Description The Environmental Services Department manages all of OCSD's environmental monitoring,regulatory,compliance and reporting elements to ensure that OCSD meets the requirements of federal,state and local regulations for treated sewage discharge into the ocean,water recycling,air emissions,industrial waste,sewer system operations,land use controls and biosolids and stormwater management. The Environmental Services Department consists of three divisions: Environmental Services Administration provides leadership,support,and management oversight for the Department in order to accomplish OCSD's Strategic Plan and departmental annual goals. Resource Protection fulfills regulatory requirements with proper biosolids management,air quality controls, federal pretreatment regulations,non-industrial source control,and water reclamation and reuse.This is done in the most cost effective,practical,and beneficial manner that meets regulatory requirements,protects OCSD's assets, employees,and ocean discharge. Laboratory,Monitoring and Compliance performs sampling,monitoring,analysis,evaluation and recommendations for collection system,treatment processes,air samples,coastal water quality,marine sediments and the fish populations within the influence of OCSD's wastewater discharge. The division also assures compliance with environmental permits and regulations,and the team works proactively on developing regulations of interest to OCSD. 44 2017-18 BUDGET UPDATE Operating Expense 2017-18 2017-18 2016-17 Originally Updated Category Budget Proposed Proposed Personnel $13,239,100 $13,387,300 $13,420,000 Supplies 708,150 781,530 795,180 Professional/Contractual Services 681,000 966,800 674,800 Research&Monitoring 800,000 872,400 872,400 Repairs&Maintenance 255,000 270,000 270,000 Utilities 448,000 504,000 500,000 Other 778,370 793,240 779,060 Cost Allocation (34,950) (34,950) (34,950) Total $16,934,670 $17,540,320 $17,276,490 Budget Overview Authorized FTE The fiscal year 2017-18 budget for the Environmental Services Positions Department reflects a decrease of 1.5 percent from the originally Managers......................................3.00 proposed budget.The decrease is primarily attributable to decreases Supervisors/Professionals........63.00 in costs for legal services,audit and accounting services,and other Administrative/Clerical.................9.00 professional services,partially offset by a net increase in costs for salaries Technical.....................................16.00 and benefits. Total............................................91.00 Performance Objectives / Measures Staffing Trends • Manage operating expenditures to within 96 to 100 percent of the 91.00 91.00 approved budget. • Ensure that reporting divisions achieve 90 percent of individual performance objectives. • Ensure that all environmental compliance reporting requirements are met on or before required submission dates. o.00 0.00 O. 2013-1a mla-11 1o11-16 1m1 - 1on-19 • Conduct audits of all major environmental permits at least once every three years. • Complete 100 percent of Safety Scorecard requirements each quarter. .................._.._...._._.,... ....._....._ _..____..__.iE- FISCAL YEAR 2017-18 45 ENGINEERING DEPARTMENT General Manager's Office Human Resources Board of Directors Administrative General Services Counsel General Office Manager EnNronmental Planning Project Management Office Civil& Mechanical Services Operations& Engineering Maintenance Electrical& Service Description The Engineering Department is responsible for the planning and execution of OCSD's Capital Improvement Program and the Asset Management Progmm.The Engineering Department is comprised of five divisions: Engineering Administration provides management to all Engineering Divisions. Planning is responsible for estimating future capacity requirements,planning existing asset lifecycles,performing applied research,developing the OCSD Capital Improvement Program and complying with the California Environmental Quality Act.In addition,this division is responsible for OCSD's Asset Management program to ensure that required levels of service me maintained by performing necessary rehabilitation and replacement of facilities at optimal lifecyde costs.The Planning division also performs services for annexations,connection permitting,and inter-agency agreements. Project Management Office is responsible for the delivery of capital projects from the preliminary design stage through the closeout of construction. Civil and Mechanical Engineering provides design and construction engineering,quality control inspection,and other technical support for design and construction projects. Electrical and Control Systems Engineering provides electrical and control system designs,ensures that projects are properly and safely constructed,and provides process control SCADA system hardware,software and data network support for collections and treatment plant processes that monitor,record,control,and operate our facilities. 40 2017-18 BUDGET UPDATE Operating Expense 2017-18 2017-18 2016-17 Originally Updated Category Budget Proposed Proposed Personnel $18,341,000 $18,594,200 $19,334,430 Supplies 516,090 471,430 457,360 Professional/Contractual Services 530,000 430,000 501,000 Research 8 Monitoring 0 0 0 Repairs 8 Maintenance 2,000 2,000 5,700 Utilities 0 0 10,000 Other 4,360 4,410 4,410 Cost Allocation (17,010,000) (17,220,420) (17,220,420) Total $2,383,450 $2,281,620 $3,092,480 Budget Overview The fiscal year 2017-18 budget for the Engineering Department reflects a Authorized FTE 35.5 percent increase from the previously proposed budget primarily due to Positions increases in costs for salaries and wages. Managers......................................5.00 Supervisors/Professionals........82.00 Administrative/Clerical..............29.00 Performance Objectives / Measures Total..........................................116.00 • Expend minimum 90 percent of project annual Capital Improvement Staffing Trends Program cash flows for fiscal year 2017-18. • Manage operating expenditures to within 90 to 100 percent of the 12300 12300 lr approved budget. . . zoo 11e.00 ne 00 • Ensure that reporting divisions achieve 90 percent of individual performance objectives. • Prepare and maintain a 20-year District-wide capital plan coordinating 2013-14 2014-15 2015-16 2016-17 2017-18 research,condition assessment,regulatory requirements,changing levels of science,and projected capacity requirements. E-FISCAL YEAR 2017-18 47 OPERATIONS AND MAINTENANCE DEPARTMENT General Managers Office Human r, , Resources Board of Directors AAministrative General Services r, Counsel General Office Manager Environmental Servicesant No 1 r, till n' -Plant No.2 Engineering r� ' -Plant No.1 Maintenance -Plant No.2 Maintenance Reliability& Plamming Service Description The Operations and Maintenance(O&M)Department is responsible for treating wastewater,reusing or disposing of the treated wastewater and all residuals,providing maintenance support to all treatment facilities,operating and maintaining the sanitary sewer system pipeline and pumping facilities,and for providing fleet management services. The Department consists of eight divisions: Operations and Maintenance Administration provides leadership and oversight to all O&M divisions. Collection Facilities Operations and Maintenance operates and maintains the regional facilities which include gravity sewers and pumping facilities. Fleet Services provides fleet and heavy equipment services and motor pool management to all OCSD staff. Plant No. 1 and Plant No.2 Operations are responsible for the daily management of the wastewater treatment processes,sludge and biosolids treatment and loading processes,power generation,and odor and air quality control processes.Activities also include ensuring compliance with all regulatory permits,support of the Capital Improvement Program,and coordination of construction and maintenance work Plant No. 1 Operations also ensures the delivery of specification water to the Groundwater Replenishment System. Plant No. 1 and Plant No.2 Maintenance are responsible for civil,electrical,facilities,instrumentation and mechanical maintenance of the two treatment plants and pump stations. Maintenance Reliability and Planning is responsible for the planning function for all maintenance activities as well as reliability engineering for both Plants and the Collections System.The Division also oversees administration of the Civil Assets Maintenance Program(CAMP). 48 2017-18 BUDGET UPDATE Operating Expense 2017-18 2017-18 2016-17 Originally Updated Category Budget Proposed Proposed Personnel $37,650,600 $38,252,300 $39,706,800 Supplies 16,337,150 16,900,820 15,311,040 Professional/Contractual Services 23,767,950 21,549,530 23,229,380 Research&Monitoring 0 0 0 Repairs&Maintenance 11,938,880 13,718,110 13,600,860 Utilities 7,272,240 9,192,670 6,858,590 Other 166,490 121,190 119,280 Cost Allocation (205,800) (207,910) (207,910) Total $96,927,510 $99,526,710 $98,618,040 Budget Overview Authorized FTE The fiscal year 2017-18 budget for the Operations and Maintenance Positions Department reflects a 0.9 percent decrease from the previously proposed Managers...... .............5.00 budget.The decrease is primarily due to decreases in costs for electricity, Supervisors/Professionals..........65.00 odor control chemicals,and other contractual services,partially offset by Administrative/Clerical..................5.00 increases in costs for salaries and benefits,solids removal,and engineer- Technical.......................................1.00 ing services. Department staffing is proposed to increase by eight full Operations&Maintenance.......211.00 time equivalent(FTE)positions to support the increasing maintenance Total..........................................287.00 workload. Staffing Trends Performance Objectives / Measures • Achieve 100 percent compliance with water,solids,air,and energy permits. 283.00 284.00 29400 279.00 28J00 �T T • Achieve a comphance level of 90 to 100 percent of the O&M performance measurement targets. • Manage operating expenditures to within 96 to 100 percent of the 2013-14 2034-15 2015-16 2016-17 M17 18 approved budget. E-FISCAL YEAR 2017-18 49 u ti L s r 50 ORANGE COUNTY SANITATION DISTRICT BUDGET UPDATE- FISCAL YEAR 2017-18 Sy 3 ' 3 M. :E I-, o i " o F _ C = m zoo 3 W > 03 yi p 14. ° v of o D c C N O d n S O > fop m' N OO > 0 3 c > o > S > � � o n o �. ♦/ Q 9 � � w p a 20. m w °i m � m > o ® d (D QS p O Y>i � O N N O W r on pi n r yQQ � d � m04 � m rF d 8 3 m too Irt� ry w .. 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