HomeMy WebLinkAbout06-12-2013 Administration Committee Agenda Package Wednesday, June 12, 2013
5:30 P.M.
Orange County Sanitation District Administration Building
Regular Meeting of the Conference Rooms A& B
Administration Committee 10844 Ellis Avenue
Fountain Valley, CA
714 593-7130
AGENDA
PLEDGE OF ALLEGIANCE:
DECLARATION OF QUORUM:
PUBLIC COMMENTS: If you wish to speak, please complete a Speaker's Form and give it to the
Clerk of the Board. Speakers are requested to limit comments to three minutes.
REPORTS: The Committee Chair and the General Manager may present verbal reports on
miscellaneous matters of general interest to the Committee Members. These reports are for information
only and require no action by the Committee.
REPORT OF DIRECTOR OF FINANCE AND ADMINISTRATIVE SERVICES:
CONSENT CALENDAR:
1. Approve Minutes of the May 8, 2013 Administration Committee Meeting.
2. Recommend to the Board of Directors to:
Adopt Resolution No. OCSD 13-XX, Establishing Use Charges for the FY 2013-
14 pursuant to the Wastewater Treatment and Disposal Agreement with the
Santa Ana Watershed Project Authority.
ACTION ITEMS:
3. Recommend to the Board of Directors to:
Approve the proposed revisions to the Operating, Capital, DebtlCOP Service and
Self-Insurance Budgets for FY 2013-14, as shown.
06/12/2013 Administation Committee Agenda Page 1 of 2
INFORMATION ONLY
4. Cost Recovery for Urban Runoff Flows
5. Permitting Process for Sewer Connections
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA
ITEMS, IF ANY:
ADJOURNMENT:
The next Administration Committee meeting is scheduled for Wednesday, July 10,
2013, at 5:30 p.m.
Accommodations for the Disabled: Meeting Rooms are wheelchair accessible. If you require any special disability
related accommodations, please contact the Orange County Sanitation District Clerk of the Board's office at
(714) 593-7130 at least 72 hours prior to the scheduled meeting. Requests must specify the nature of the disability
and the type of accommodation requested.
Agenda Posting: In accordance with the requirements of California Government Code Section 54954.2,this agenda
has been posted outside the main gate of the Sanitation District's Administration Building located at 10844 Ellis
Avenue, Fountain Valley, California, not less than 72 hours prior to the meeting date and time above. All public
records relating to each agenda item, including any public records distributed less than 72 hours prior to the meeting
to all,or a majority of the Board of Directors,are available for public inspection in the office of the Clerk of the Board.
NOTICE TO DIRECTORS: To place items on the agenda for the Committee Meeting, items must be submitted to the
Clerk of the Board 14 days before the meeting.
Made E.Ayala
Clerk of the Board
(714)593-7130
mavala(d)ocsd.com
For any questions on the agenda,Committee members may contact staff at:
General Manager James Herberg (714)593-7110 iherbem(rpomd.com
Assistant General Manager Bob Ghirelli (714)593-7400 rohirelli(fDocsd.cem
Director of Finance and Lorenzo Tyner (714)593-7550 Itwentfiomd.com
Administrative Services
Director of Human Resources Jeff Reed (714)593-7144 ireed0ocsd.com
06/12/2013 Administration Committee Agenda Page 2 of 2
ADMINISTRATION COMMITTEE Meeting Date T1.1 O(Dlr.
06/12/13 6/26/13
AGENDA REPORT Item Number Item Number
z
Orange County Sanitation District
FROM: James D. Herberg, General Manager
Originator: Lorenzo Tyner, Director of Finance and Administrative Services
SUBJECT: ESTABLISHING USE CHARGES FOR THE FY 2013-14 PURSUANT TO
THE WASTEWATER TREATMENT AND DISPOSAL AGREEMENT WITH
THE SANTA ANA WATERSHED PROJECT AUTHORITY
GENERAL MANAGER'S RECOMMENDATION
Adopt Resolution No. OCSD 13-XX, Establishing Use Charges for the FY 2013-14
Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa Ana
Watershed Project Authority.
SUMMARY
Currently, OCSD invoices Santa Ana Watershed Project Authority (SAWPA) on a
quarterly basis for the wastewater discharge we receive from the SARI line. Annually,
the rates for flow, biochemical oxygen demand (BOD), and total suspended solids
(TSS) are calculated based upon the fiscal year budget for treatment and disposal costs
and the 1996 Wastewater Treatment and Disposal agreement. The rates calculated for
each constituent for FY 2013-14 for wastewater discharge are:
FLOW $162.60
BOD $249.40
TSS $370.19
The FY 2013-14 rates are a 1.34 percent decrease over the FY 2012-13 rates, due to a
1.34 percent decrease in the treatment and disposal costs in the proposed FY 2013-14
Budget. These rates are separate from the rates charged for additional capacity
purchases by SAWPA.
PRIOR COMMITTEE/BOARD ACTIONS
June 2012 - Adopted Resolution No. OCSD 12-08 Establishing Use Charges for the FY
2012-13 Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa
Ana Watershed Project Authority.
June 2011 - Adopted Resolution No. OCSD 11-08 Establishing Use Charges for the FY
2011-12 Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa
Ana Watershed Project Authority.
June 2010 - Adopted Resolution No. OCSD 10-09 Establishing Use Charges for the FY
2010-11 Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa
Ana Watershed Project Authority.
Page 1
June 2009 - Adopted Resolution No. OCSD 09-08 Establishing Use Charges for the FY
2009-10 Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa
Ana Watershed Project Authority.
June 2008 - Adopted Resolution No. OCSD 08-09 Establishing Use Charges for the FY
2008-09 Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa
Ana Watershed Project Authority.
June 2007 - Adopted Resolution No. OCSD 07-15 Establishing Use Charges for the FY
2007-08 Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa
Ana Watershed Project Authority.
ADDITIONAL INFORMATION
None.
CEQA
N/A
BUDGET / DELEGATION OF AUTHORITY COMPLIANCE
N/A
ATTACHMENTS
The following attachment(s)may be viewed on-line at the OCSD website(www.ocsd.coml with the complete agenda
package:
Draft Resolution No. OCSD 13-XX, Establishing Use Charges for the FY 2013-14
Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa Ana
Watershed Project Authority.
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Page 2
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RESOLUTION NO. OCSD 13-XX
A RESOLUTION OF THE BOARD OF DIRECTORS OF ORANGE
COUNTY SANITATION DISTRICT ESTABLISHING USE CHARGES
FOR THE 2013-14 FISCAL YEAR PURSUANT TO THE
WASTEWATER TREATMENT AND DISPOSAL AGREEMENT WITH
THE SANTA ANA WATERSHED PROJECT AUTHORITY
("SAW PA')
WHEREAS, the Board of Directors has approved the Wastewater Treatment and
Disposal Agreement with the SANTA ANA WATERSHED PROJECT AUTHORITY
("SAWPA"); and,
WHEREAS, said agreement provides for payment of Disposal Costs for the
measured and sampled flow of Wastewater discharged from SAWPA's SARI Service
Area to Districts'facilities; and,
WHEREAS, said agreement provides for adjustment of said Disposal Costs on
an annual basis.
NOW, THEREFORE, The Board of Directors of the Orange County Sanitation
District, DOES HEREBY RESOLVE, DETERMINE, AND ORDER:
Section 1. That pursuant to Section C4 of the Wastewater Treatment and Disposal
Agreement, the 2013-14 fiscal year charges for Disposal Costs are hereby established as
follows:
For Flow: $ 162.60 per million gallons of flow
For Biochemical Oxygen Demand: $ 249.40 per thousand pounds
For Total Suspended Solids: $ 370.19 per thousand pounds
PASSED AND ADOPTED at a regular meeting held June 26, 2013.
Chair
ATTEST:
Clerk of the Board
1
ADMINISTRATION COMMITTEE Meeting Date T1.1 Or Dir.
06/12/13 6/26/13
AGENDA REPORT Item Number Item Number
3
Orange County Sanitation District
FROM: Jim Herberg, General Manager
Originator: Lorenzo Tyner, Director of Finance and Administrative Services
SUBJECT: PROPOSED REVISIONS TO FY 2013-14 BUDGET.
GENERAL MANAGER'S RECOMMENDATION
Approve the proposed revisions to the Operating, Capital, DebUCOP Service and Self-
Insurance Budgets for FY 2013-14, as follows:
Originally Proposed
Adopted Budget Revised Budget
FY 2013-14 FY 2013-14
Operations &Maintenance $155,761,100 $151,227,990
Capital Improvement Program 174,421,000 141,600,000
Rehabilitation, Replacement, & Refurbishment - 3,303,000
Debt/COP Service 97,576,000 98,450,000
Re-Purchase of Excess Capacity - 2,200,000
General Liability and Property Self-Insurance 1,512,200 1,512,200
Worker's Compensation Self Insurance 700,000 640,000
TOTAL $429,970,300 $398,933,190
SUMMARY
Developing a two-year budget increases efficiencies and provides a longer planning
horizon. This update represents known revisions to the second year of the two-year
budget.
The FY 2013-14 Proposed Revised Budget is enclosed for the Committee's
consideration. The Proposed Revised Budget was presented to the Operations
Committee at its regular June meeting as an information item in order to allow each
Committee an opportunity to review the proposal prior to the June Board meeting.
Although each Committee has had an opportunity to review the proposal, it remains the
responsibility of the Administration Committee to recommend approval. The
Administration Committee is requested to recommend that the Board of Directors
approve this budget.
Page 1 of 2
PRIOR COMMITTEE/BOARD ACTIONS
June 2013 — The FY 2013-14 Proposed Revised Budget was presented to the
Operations Committee Meeting as an information item; and presented for consideration
to recommend to the Board of Directors to the Administration Committee during their
respective meetings in June 2013.
June 2012 — The Board approved the FY 2012-13 and FY 2013-14 Two-Year Budget
for the period July 1, 2012 through June 30, 2014.
ADDITIONAL INFORMATION
None.
ATTACHMENTS
The following attachment(s) is provided in hard copy and may be viewed on-line at the OCSD website
(www.ocsd.com) with the complete agenda package:
1. 2013-14 Budget Update Development— Expense Summary
2. Proposed FY 2013-14 Revised Budget (Separate Booklet)
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2013-14 Budget Update Development - Expense Summary
2013-14
2013-14 Proposed Increase/ Percent
Description Adopted Revision (Decrease) Change
1 Salaries&Wages $ 65.4 $ 65.4 $0.0 0%
2 Benefits $ 30.8 $ 32.6 $1.8 6%
3 Operating Materials&Supplies $ 19.8 $ 17.7 ($2.1) -11%
4 Contractual Services $ 27.9 $ 23.2 ($4.7) -17%
5 Repairs& Maintenance $ 11.9 $ 11.8 ($0.1) - 11%
6 Utilities $ 8.8 $ 7.8 ($1.0) -11%
7 Professional Services $ 2.4 $ 4.0 $1.6 67%
8 Other Operating Supplies $ 3.2 $ 2.5 ($0.7) -22%
9 Administrative Expenses $ 1.2 $ 1.3 $0.1 8%
10 Research & Monitoring $ 0.9 $ 0.8 ($0.1) -11%
11 Other Non-Operating Expenses $ 0.0 $ 0.8 $0.8 N/A
12 Training & Meetings $ 1.2 $ 1.1 ($0.1) -8%
13 Printing & Publication $ 0.4 $ 0.4 $0.0 0%
14 Cost Allocation ($ 18.2) ($ 18.2) $0.0 0%
15 Net Operating Requirements $155.7 $151.2 ($4.5) - 3%
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Proposed Adjustments to the Approved 2013-14 Operating Budget
1) Salaries/Wages: $65.4M to$65.41M No Change from Adopted
2) Benefits: $30.8M to$32.6M $1.8 Million Increase (6%)
- Increase a result of changes in Orange County Employees'Retirement System(OCERS)plan costs
3) Materials/Supplies: $19.8M to$17.7M $2.1 Million Decrease (-11%)
4) Contractual Services: $27.9M to$23.2M $4.7 Million Decrease (-17%)
5) Repairs & Maintenance: $11.9M to$11.8M $0.1 Million Decrease(-1%)
6) Utilities: $8.8M to$7.8M $1.0 Million Decrease(-11%)
7) Professional Services: $2.4M to$4.OM $1.6 Million Increase (67%)
- Increase a result of changes in Legal costs and other Professional Services contracts(see attached)
8) Operating Supplies: $3.2M to$2.SM $0.7 Million Decrease (-22%)
9) Administrative Expenses: $1.2M to$1.3M $0.1 Million Increase (8%)
- Increase a result of changes to small line items, generally by less than$10,000
10)Research & Monitoring: $0.9M to$0.8M $0.1 Million Decrease (-11%)
11)Other Non-Operating: $O.OM to$0.8M $0.8 Million Increase
- Increase a result of Budget Appropriations
Funds for Items that were not purchased in this fiscal year, but still required next fiscal year
12)Training & Meetings: $1.2M to$1.1M $0.1 Million Decrease(- 8%)
13)Printing& Publication: $0.4M to$0.4M No Change from Adopted
14)Cost Allocation: ($18.2M)to ($18.2M) No Change from Adopted
15)Net Operating Budget $155.7M to$151.2M $4.5 Million Decrease(-3%)
The Proposed Operating Budget decreases by$4.5 million or 3%from originally approved
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Orange County Sanitation District, California
Budget Update
Fiscal Year 2013-14
O�JN�y S A N I TgT/o'L
Q
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�O�FCT/
�G THE ENv�
Mission Statement
"We protect public health and the environment by providing
effective wastewater collection, treatment, and recycling."
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G�9
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Orange County Sanitation District
California
Forthe Biennium Beginning
July 1,2012
v��t �oaKaa,a
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to the Orange County Sanitation
District, California,for its biennial budget for the fiscal years beginning July 1, 2012.
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.
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TABLE OF CONTENTS
L
OCSDService Area....................................................................................................................................................................1
Boardof Directors....................................................................................................................................................................11
BoardCommittees..................................................................................................................................................................!I!
Orange County Sanitation District Organization Chart.........................................................................................................IV
AdministrativeOfficials............................................................................................................................................................v
Message from the General Manager.....................................................................................................................................vi
FinanceSummary..................................................................................................................................................................I
Financial Overview&Budgetary Issues.................................................................................................................................2
Wherethe Money Comes From..............................................................................................................................................6
FundingSources by Category.................................................................................................................................................6
Wherethe Money Goes..........................................................................................................................................................8
FundingUses by Category......................................................................................................................................................8
StrategicPlanning.................................................................................................................................................................10
CapitalImprovement Program...........................................................................................................................................18
DebtFinancing Program.....................................................................................................................................................20
OperatingExpenses.............................................................................................................................................................21
Departments.........................................................................................................................................................................26
Summary...............................................................................................................................................................................26
Officeof the General Manager.............................................................................................................................................28
HumanResources.................................................................................................................................................................30
AdministrativeServices........................................................................................................................................................32
FacilitiesSupport Services...................................................................................................................................................34
Engineering............................................................................................................................................................................36
Operations and Maintenance...............................................................................................................................................38
Appendix
CashFlow Projection............................................................................................................................................................A-2
Capital Improvement Program Summary...........................................................................................................................A-4
ProjectSummary..................................................................................................................................................................A-5
Capital Improvement Expenditure Graphs.........................................................................................................................A-5
Summary of Capital Requirements.....................................................................................................................................A-7
NewProject Descriptions..................................................................................................................................................A-13
CapitalEquipment Budget Summary...............................................................................................................................A-16
CapitalEquipment Budget Detail......................................................................................................................................A-18
Listing of Proposed Purchases Over$100,000...............................................................................................................A-19
Self-Funded Insurance Plans............................................................................................................................................A-20
HistoricalStaffing Summary..............................................................................................................................................A-21
HistoricalStaffing Detail....................................................................................................................................................A-22
AppropriationsLimit...........................................................................................................................................................A-31
MiscellaneousStatistics....................................................................................................................................................A-32
Wastewater Treatment Process,
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OCSD SERVICE AREA
Orange County Sanitation District
Service Area and Treatment Plant Locations
in Orange County, California
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Reclamation Plant No.I(PI)
Treatment Plant No.2(P2)
/ Pump and IKI stations
Uninwrporated Orange County(white areas)
min ulRIO'1--1
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OCSD BOARD OF DIRECTORS
L
Agency/City Active Director Alternate Director
Anaheim..............................................................................Lucille Kring Jordan Brandman
Brea.....................................................................................Brett Murdock Christine Marick
Buena Park.........................................................................Fred Smith Steve Berry
Cypress...............................................................................Prakash Narain Doug Bailey
Fountain Valley...................................................................Steve Nagel Mark McCurdy
Fullerton..............................................................................GregSelbourn Jan Flory
Garden Grove.....................................................................Steve Jones Kris Beard
Huntington Beach..............................................................Joe Shaw Joe Carchlo
Irvine...................................................................................Steven Choi Christina Shea
to Habra.............................................................................Tom Beamish Rose Espinoza
La Palma.............................................................................Peter Kim Gerard Goedhart
Los Alamitos.......................................................................Troy Edgar Richard Murphy
Newport Beach...................................................................Keith Curry Rush Hill
Orange................................................................................Teresa Smith Mark Murphy
Placentia.............................................................................Scott Nelson Constance Underhill
Santa Ana...........................................................................David Benavides, Sal Tinajero
Seal Beach..........................................................................Michael Levitt Gordon Shanks
Stanton...............................................................................David Shawver Carol Warren
Tustin..................................................................................John Nielsen Allan Bernstein
Villa Park.............................................................................Brad Reese Greg Mills
Yorba Linda.........................................................................John Anderson Gene Hernandez
Sanitary/Water Districts
Costa Mesa Sanitary District.............................................James M.Ferryman Robert Doren
Midway City Sanitary District ............................................Tyler Diep Allan P. Krippner
Irvine Ranch Water District...............................................John Withers Douglas Reinhart
County Areas
Member of the Board of Supervisors...............................Janet Nguyen Shawn Nelson
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OCSD BOARD
Steering Committee GWR System Joint Cooperative
Troy Edgar,Board Chao- Steering Committee
John Anderson,Board Vice-Chair Troy Edgar
Brad Reese,Chair,Administration Committee James M.Ferryman
John Withers,Vice-Chair,Administration Committee John Anderson
Tom Beamish,Chair,Operations Committee
John Nielsen,Vice-Chair,Operations Committee (A3) -Brett Murdock
===Vacancy,At Large Member=== (A2)-Tom Beamish
(A3)-Greg Sebourn
Administration Committee
Brad Reese,Chair(Villa Park) Audit Ad Hoc Committee
John Withers,Vice Chair(IRWD) John Anderson,Board Vice-Chair(Yorba Linda)
David Benavides(Santa Ana) John Nielsen(Tustin)
Steven Choi(Irvine) Troy Edgar,Board Chair(Los Alamitos)
Tyler Diep(MCSD) John Withers(IRWD)
James M.Ferryman(CMSD)
Peter Kim(La Palma)
Prakash Narain(Cypress)
Janet Nguyen(Board of Supervisors)
Joe Shaw(Huntington Beach)
Teresa Smith(Orange)
Troy Edgar,Board Chair(Los Alamitos)
John Anderson,Board Vice Chair(Yorba Linda)
Operations Committee
Tom Beamish,Chair(La Habra)
John Nielsen,Vice Chair(Tustin)
Keith Curry(Newport Beach)
Steve Jones(Garden Grove)
Lucille Kring(Anaheim)
Michael Levitt(Seal Beach)
Brett Murdock(Brea)
Steve Nagel(Fountain Valley)
Scott Nelson(Placentia)
Greg Sebourn,(Fullerton)
David Shawver(Stanton)
Fred Smith(Buena Park)
Troy Edgar,Board Chair(Los Alamitos)
John Anderson,Board Vice Chair(Yorba Linda)
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M
1
General
Management
Administration
Ir
Board Services _
Public Affairs
Human Resources Atlminis(mlive Facilities Engineering Operations&
Administalion Services SupportServices Administration Maintenance
Workbace Financial Atlministtetioo planning Adminisdation
Planning Management Equipment/ (Includes Asset Plant No.1
Workfome Commands, Rebuild Management) Operations
Development Purchasing& Facilities Project Plant No.2
Materials Engineering Management Office Operations
Management Galati Engineering& Buildings,Grounds
Information Construction &Mechanical
Technology Environmental Maintenance
Risk Management Compliance Instrumentatlon
&Electrical
Maintenance
Environmental
Laboratory&
Ocean Monitoring
r
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Management Team
General Manager.........................................................................................................................................James D.Herberg
Assistant General Manager.........................................................................................................................Robert P.Ghirelli
Director of Engineering................................................................................................................................Nicolas Kanetis
Director of Finance and Administrative Services.......................................................................................Lorenzo Tyner
Director of Facilities Support Services.......................................................................................................Nicholas J.Amontes
Director of Operations&Maintenance.......................................................................................................Edward M.Torres
Director of Human Resources.....................................................................................................................Jeffrey T.Reed
GeneralCounsel...........................................................................................................................................Bradley R.Hogin
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e , • 1
June 5,2013
Honorable Chair and Board of Directors:
I am pleased to submitthis update to the Orange County Sanitation District(OCSD)2013-14 approved operating
budget and capital improvement program.This document provides a framework for District activities during the second
year of the adopted two-year budgetfor Fiscal Years 2012-13 and 2013-14 and serves as a source of information for
the District's Board of Directors,and our employees and ratepayers.
The Sanitation District processes more than 200 million gallons of wastewater each day from 2.5 million residents
and businesses and has a budget of approximately$400 million($150 million in operating,$150 million in capital,
$100 million in debt service and other agency costs).This budget addresses rising treatment and chemical costs,aging
infrastructure and increased regulatory requirements.
As we are a large agency,we have many responsibilities. However,given the current economic environment faced by
all government agencies,we continue our focus on containing costs while increasing our level of service.
I would like to take this opportunity to highlight some of the activities that have been or will be completed during this
two year budget period:
Full Secondary Treatment
In Fall 2012,the District completed a ten-year effort to upgrade the treatment facilities to full secondary
treatment standards.The last two milestones of the Consent Decree were completed with the construction
and commissioning of the Secondary Activated Sludge Facility 2 at Plant No.1 completed ahead of the
stipulated deadline.
New Headworks at Plant No.2
The new Headworks at Plant No.2 was fully commissioned in 2012.This$258 million project replaces the head
of the treatment works at Plant No.2 where wastewater is lifted,screened,and degritted for nearly half of the
2.5 million residents served by OCSD.This critical piece of aging infrastructure was also relocated to avoid the
Newport-Inglewood fault that underlies a portion of the Plant No.2 site.
SARI Line Relocation
We are working with the County of Orange,Army Corps of Engineers,and SAWPA to complete the relocation of the
Santa Ana River Interceptor(SARI)Line.The SARI line serves to remove waste sans from the Inland Empire area
to protect the groundwater quality in that area.At several river crossings,the pipe was in danger of being exposed
and potentially washed out during planned storm releases from the upgraded Place Dam structures.Construction
should be completed in Fall 2013.
Ocean Outfall Repairs
An aging and vulnerable section of the Ocean Outfall system was rehabilitated this Fall. Ajunction box located
within Huntington State Beach Park was lined from within to eliminate the risks from corrosion by groundwater,
effluent,and ocean air.The$24 million project follows a series of smaller repairs over the past year.This project
required the use of the stand-by ouffall for 20 days during the repairs and required 24/7 construction,extensive
ocean monitoring,and close coordination with cities,regulatory agencies and the public.
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BUDGETPD
Workforce Planning and Development
Analysis of District leadership positions and core wastewater occupations indicatesjob replacement rates over the
next three years of approximately 50%and 40%,respectively. District-wide workforce planning and development
activities will continue to be designed to ensure the ongoing delivery of efficient and effective levels of service to
the ratepayers and to meet the District's mission.
Cost Containment
Despite inflationary increases on many external costs(chemicals,biosolids hauling,utilities)OCSD will continue
its efforts to minimize the impact on rate-payers by aggressively negotiating our contracts,ensuring a competitive
bidding environment,solid debt management and implementing efficiencies wherever possible.These efforts are
reflected by the$5 million(3%)reduction in our operating budget.
OCSD provides wastewater treatment,sewer and facilities maintenance,ocean monitoring and many other services
with residential user fees averaging less than$30 per month,one of the lowest rates in the state while maintaining an
outstanding level of service.
I believe this budget update fully supports the goals included in the District's Strategic Plan and positions us well to
address the challenges ahead.I look forward to leading this organization through another dynamic and productive year.
/ss
General Manager
Orange County Sanitation District
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BUDGET2013-14 PD
Finance Summary
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� 1 •
Budget Overview Personnel costs will rise due to increases in group
insurance and retirement premiums,as well as,
The District's proposed FY 2013-14 operating and provisions of current bargaining agreements.The District
capital improvement budget totals$399.0 million,or will continue to effectively manage these expenses with
7.2 percent below what was approved last year as approximately 24.6 percent of the budget allocated to
the second year of the adopted two-year budget. employee casts.
The decrease in the FY 2013-14 budget is primarily
attributable to reductions in the capital improvement Level of Treatment
budget due to the timing of construction cash outlays
and reductions in various areas of the operating The agency's two treatment plants,located in Fountain
budget reflecting lower cost increases than previously Valley and Huntington Beach, process about 206
anticipated. million gallons of wastewater each day generated by
approximately 2.5 million people in central and northwest
The budget continues to reflect the agency's ongoing Orange County.The proposed budget to operate,
efforts to streamline operations.Staffing levels are maintain and manage our sewage collection,treatment
proposed to be reduced by 1.75 full-time equivalent and disposal system in 2013-14 is$153.4 million.
(FTE)positions or 0.3 percent below the level originally
approved while operational service levels increase as The cost per million gallons of wastewater treated,(an
secondary treatment facilities have come into service to industry-wide performance measurement),is expected to
meet full secondary treatment standards.This increase in decrease in Fiscal Year 2013-14 to$1,993,a$59,or 2.9
efficiency was achieved in part due to the major"Beyond percent decrease from the previous 2013-14 projection
2012"staffing reorganization that was begun in August of$2,052.The decrease in the cost per million gallons
2010. is due solely to lower projected operating costs,as total
operating costs are being proposed at a reduction of
The District's Capital Improvement Program(CIP)budget $4.6 million,while flows are being projected the same at
for Fiscal Year 2013-14 is$141.6 million.This CIP 75,920 million gallons,or 208 million gallons per day.
budget finances collection system,joint works treatment
and disposal system improvement projects.The$14.7 To eliminate most bacteria from being released from the
million decrease from the originally proposed budget Is ocean outfall,in Fiscal Year 2002-03 the District began
attributable to the timing of construction cash outlays as using chlorine bleach to disinfect the effluent and then
we meet our infrastructure needs. applying sodium bisulfite to remove remaining chlorine
prior to releasing the treated wastewater to the ocean.
Financing To protect the animal life living in the ocean,the District
The District uses long-term borrowing(Certificates of contin ues to take great measu res to li mit the chlon ne
Participation[COP])for capital improvements that can not residual to essentially non-detectable levels.This mode
be financed from current revenue. Before any new debt of disinfection is anticipated to continue indefinitely;
is issued,the impact of debt service payments on total however,the District will investigate means to reduce or
annual fixed costs is analyzed.No new debt financing eliminate the use of chlorine bleach.Beginning in Fiscal
is currently being forecasted over the next ten years Year 2002-03,the addition of disinfection treatment
to assist in the funding of the$2.1 billion in capital required an annual outlay for additional chemicals in the
improvements required over this same time period.No operating budget.The cost for disinfection is projected to
new money debt has been issued since FY 2010-11. As be approximately$0.5 million in Fiscal Year 2013-14.
of July 1,2013,the total outstanding COP indebtedness
will be$1.4 billion. Capital Improvement
Staffing Program (CIP)
The total CIP cash flow outlay for Fiscal Year 201314 is
Reflecting the organization's commitment to providing being proposed at$141.6 million,down$14.7 million
service at the lowest costs,the budget includes a reduction from the previously approved 2013-14 budget due to the
of1.75 full-time equivalent(FTE)positions in 2013-14 to an timing of construction cash outlays.
authorized staffing level of 626 FTE positions.
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BUDGET2013-14 UPDATE
Over the next 10 years,the District's Capital Groundwater Replenishment
Improvement Program will: (GWR)System
• Rehabilitate the existing headworks, primary The OCSD Strategic Plan includes water reclamation.
treatment,outfall pumping,solids handling facilities, The the Orange County Water District r redo ,we
and the utility systems at both treatment plants. Witbegan operating the Groundwater Replenishment(GWR)
• Replace or rehabilitate eight of OCSD's outlying System,the nation's largest water reclamation project,in
pumping stations,and rehabilitate and upgrade 29 January 2008.
trunk sewer improvement projects. The GWR System currently reclaims 70 million gallons
• Optimize the production of power and biosolids at of water a day,delayingthe need to build a second
each of the treatment plants. outfall which could cost more than$200 million.OCSD
and OCWD equally shared the expenses of Phase I of
Four Projects Drive the CIP the project.OCSD received approximately$44 million In
Federal and State grants to offset part of the Sanitation
Over the next 12 months,solids processing rehabilitation District's total costs.
and upgrade projects will continue to be a significant
component of the CIP.The Sludge Thickening Dewatering Phase II will increase the production of reclaimed water
and Odor Control at Plant No.1 and the Solids Thickening to 100 million gallons a day.The project,which will
and Processing Upgrades at Plant No.2 have expected be funded entirely by the OCWD,is anticipated to be
outlays of$27.3 million and$12.9 million,respectively in completed in 2014.OCSD is directing all reclaimable
2013-14. flows to Plant No.1 in support of providing maximum
Two of the larger Collection System related projects in amounts of specification water for reclamation.
the 2013-14 proposed budget are the$13.8 million Sewer Service Fee Increases
Dover Drive Trunk Sewer Relief with 2013-14 proposed
cash outflows of$7.9 million and the$10.6 million The 2013-14 single family residential rate,the underlying
Rehabilitation of Balboa Trunk Sewer with 2013-14 basis for all sewer rates,is$308.The District's rates are
proposed cash outflows of$5.9 million. expected to remain well below the projected statewide
Together,these four projects represent 38 percent of the average.
total Fiscal Year 2013-14 proposed CIP cash flow budget
of$141.6 million.
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� 1
Operating Budget Decrease Professional Services - $1.6M
The operations budget for the collection,treatment,and This expense category includes legal services,
disposal of wastewater is proposed at$153.4 million,a engineering services,advocacy efforts,audit,software
$4.6 million,or 2.9 percent decrease from the previously programing,and labor and hygiene services. The majority
approved 2013-14 budget. of the overall increase is related to increased legal
services of$800,000 as a result of increase costs for
Although individual expenses will increase or decrease arbitration,contracts and employee relations.
slightly,the overall decrease to the operating budget is
primarily attributable to five specific areas:
Operating Expenses
Personnel Costs - $1.7M
3"
Although staffing is being proposed at 626.00 full time
equivalent(FfE)positions, 1.75 FfE below the previously
approved 627.75 FfEs for 2013-14,costs of salaries
and wages will remain level due to existing bargaining
agreements.
The increase in personnel costs is primarily due to
the$2.1 million increase in retirement premiums
(10 percent).This increase reflects revised actuarial
assumptions and low interest earnings in prior years.The
Increases in retirement premiums reflect the rising costs
occurring throughout California.
11 Eli
Operating Materials FY 12-13 FY 13-14 FY 12-13
& Supplies - ($2.1M) Approved Approved Updated
Total budgeted operating and maintenance expenses
As the requirement for better quality effluent increases, will decrease$0.3 million from FY 2012-13.
so does the need for chemicals to treat the region's
wastewater.
Operating materials and supplies are proposed to
decrease,however,primarily because combined
increases in chemical coagulants,odor control,and
disinfection are expected to be lower than originally
anticipated.
Contractual Services - ($4.7M)
The major component of this category is biosolids
removal and transportation costs.These costs continue
to rise however,cost increases in this area were less
than previously anticipated.
Utilities - ($S.OM)
There are reductions identified in natural gas utilization
because Plant Central Generation Operations
automation controls have been successful in reducing
natural gas usage.There is also a decrease in electricity
costs related to a lower projected energy rate increase.
2013-14 BUDGET UPDATE
5
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1 •1
Where the Money Comes From
PV Intradistrict Transfers
$2.2M
0.5%
Other
-- $3.7M
0.9%
Interest
$16RM
3.9%
Fees 8,Charges
Funding Sources by Category
(in millions)
2013-14
2012-13 2013-14 Updated
Category Approved Approved Proposed
Service Fees 285.7 301.8 301.6
Permit User Fees 10.5 10.9 11.3
Capital Facilities Capacity Charges 7.7 7.8 9.8
Property Taxes 64.0 64.0 73.7
Intradistrict Transfers 4.2 0.0 2.2
Interest 12.1 14.8 16.4
Other Revenue 3.3 3.2 3.7
Debt Proceeds 0.0 0.0 0.0
Total Funding Sources $387.5 $402.5 $418.7
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1 1 /
Funding Sources by Category District's system,or an existing structure is expanded.
This charge pays for District facilities in existence at the
The District has a variety of revenue sources available time the charge m imposed,or to pay for the construction
for operating and capital expenses.The major revenue of new facilities in the future that are of benefit to the
sources are as follows: property being charged.
• Beginning Balances
• Service Fees Property Taxes - $73.7114
• Industrial Waste Permit User Fees The County is permitted by State law(Proposition 13)to
• Connection Fees levy taxes at 1 percent of full market value(attime of
• Property Taxes
• Interest Earnings purchase)and can increase the assessed value no more
• Other Miscellaneous Revenue than 2 percent p porno.The District receives a share of
• Debt Proceeds the basic levy proportionatetowhat was receivedamount
the
1976 to 1978 period less$3.5 million,the amount that
Beginning Reserves - $653.2M represents the State's permanent annual diversion from
special districts to school districts that began in 1992-
As a result of its Reserve and Investment Policies,the 93.A 15.2 percent increase is being proposed due to the
District will begin the year with a balance carried forward reallocation of property tax revenues from redevelopment
from the previous year. agencies to other local governments.The District's
share of this revenue is dedicated for the payment of
General Service Fees - $301.6M debt service.
User fees are ongoing fees for service paid by customers Intradistrict Transfers - $2.2M
connected to the sewer system.A property owner,or
user,does not pay user fees until connected to the sewer In accordance with Amendment No.2 to the Agreement
system and receiving services.Once connected,a user is for Purchase and Sale of Capacity Rights in Treatment,
responsible for his share of the system's costs,both fixed Disposal and Sewer Facilities between Irvine Ranch
and variable,in proportion to his demand on the system. Water District and Orange County Sanitation District
These fees are for both Single Family Residences(SFR) dated November 15,1995,ownership is adjusted
and Multiple Family Residences INNER). annually to reflect the current equity percentage
ownership based on sewage flows.
The 2013-14 single family residential rate,the underlying
basis for all sewer rates,is$308.The District's rates are Interest Earnings - $16.4M
expected to remain well below the projected statewide
average. Interest earnings are generated from the investment
of accumulated reserves consisting of a cash flow/
Permit User Fees - $11.3M contingency,a capital improvement,a renewal/
replacement,and a self-insurance reserve.
Large industrial and commercial properties that
discharge high volumes or high strength wastewater are Other Revenue - $3.7M
required to obtain a discharge permit and pay extra fees.
These fees are forthe owner's share of the system's Other revenue includes miscellaneous revenues of
costs, both fixed and variable,in proportion to the $2.3 million and self-insurance fund in-lieu premiums of
demand placed on the system. $1.4 million.
These fees are being increased slightly from the original Debt Proceeds - $OM
FY 2013-11 budget of$10.9 million to$11.3 million due
to recent improvements in the economy. Certificates of Participation(COPS)are the District's
primary mechanism for financing capital projects.
Capital Facilities Capacity Charges COPs are repayment obligations based on a lease or
(CFCC) - $9.8M installment sale agreement.In 2013-14,the District does
not anticipate any new money COP debt issues to assist
CFCC is a one-time,non-discriminatory charge imposed at with the financing of the$141.6 million in capital outlays
the time a building or structure is newly connected to the scheduled for this fiscal year.
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� 1
Where the Money Goes
FFI�q
RIP,
Operating $141.6M
35.5°%
Debt
Intradistrict Tr�ers Repl., Rehab.
$2.2M hilb, & Refurb.
0.6% $3.3 M
0.8%
Funding Uses by Category
(in millions)
2013 14
20U-13 2013-14 Updated
Category Proposed Approver! Proposed
Capital Improvement Program $133.9 $156.3 $141.6
Replacement,Rehabilitation&Refurbishment 3.4 18.1 3.3
Debt Service 82.6 97.6 98.5
Operating Expenses 153.7 158.0 153.4
Intradistrict Transfers 4.2 0.0 2.2
Total Funding Uses $377.8 $430.0 $399.0
Return to A enda Report
The District budgets its funds in six distinct areas: Debt Service — $98.5M
Capital Improvement This is the cost of issuing debt Longterm debt financing
Program (CIP) — $141.6M allows the DlsWct to complete large multi-year capital projects
by providing funds not always immediately available.
In order to provide the appropriate level of service to
the District's rate payers,large capital improvements Operating Expenses — $153.4M
are required.The CIP provides for the management and
implementation of these improvements.Although the The proposed budget allocates resources to operate,
FY 2013-14 capital improvement outlay is being maintain and manage our sewage collection,
proposed to increase 5.8 percent over the FY 2012-13 treatment and disposal system and for any associated
proposed amount,it is a 9.4 percent decrease from administrative ortechnical requirements.
the previously approved amount for FY 2013-14.This
decrease is a result of the annual CIP validation and the Intradistrict Transfers — $2.2M
deferral of rehabilitation projects into the future. In accordance with Amendment No.2 to the Agreement
Replacement, Rehabilitation, for Purchase and Sale of Capacity Rights in Treatment,
Disposal and Sewer Facilities between Irvine Ranch
& Refurbishment — $3.3M Water District and Orange County Sanitation District
dated November 15, 1995,ownership is adjusted
Based on its Asset Management Plan,the District annuallyto reflect the current equity percentage
anticipates the replacement,rehabilitation,or ownership based on sewage flows.
refurbishment lRRR)of existing capital facilities. The
Asset Management Plan indicates that specific facilities Ending Reserves - $672.9M
are in need of RRR that have not yet been specifically
identified or where a detailed job plan has yet to have The District budgets for reserves for various potential
been prepared. needs including cash flow,operating contingencies,
capital improvement,and replacement and catastrophic
loss.The reserve levels are governed by District policy.
i
r
f /
i � 1
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STRATEGIC PLANNING
Introduction Teamwork and Problem Solving
We strive to reach OCSD goals through cooperative
Driven by the mission,vision and core values of the efforts and collaboration with each other and our
Strategic Plan,OCSD continues aggressive efforts to constituencies.We work to solve problems in a creative,
meet the sanitation,health,and safety needs of the more cost-effective and safe manner,and we acknowledge
than 2.5 million people we serve while protecting the team and individual efforts.
environment where we live.
Leadership and Commitment
Mission Statement We lead by example,acknowledging the value of our
resources and using them wisely and safely to achieve
The Mission Statement is the basic foundation that our objectives and goals.We are committed to act in the
defines why we exist. best interest of our employees,our organization,and
our community.
"We protect public health and the environment by
providing effective wastewater collection,treatment, Learning/Teaching-Talents,Skills and Abilities
and recycling." We continuously develop ourselves,enhancing our
talents,skills,and abilities,knowingthat onlythrough
Vision Statement personal growth and development will we continue to
progress as an agency and as individuals.
Our Vision Statement supports the Mission Statement
by expressing a broad philosophy of what the Orange Recognition/Rewards
County Sanitation District strives to achieve now and in We seek to recognize,acknowledge and reward
the future in the delivery of services to our customers, contributions to OCSD by our many talented employees.
vendors,other agencies,the general public,and
each other. Operating Philosophy
• Making decisions in an open and honest way The Orange County Sanitation District is a public agency
to produce optimum financial,environmental that issuccessful byworkingasa team and by leveraging
and societal results. our efforts with other public agencies.We think like a
• Cooperating with other stakeholders to protect the business and act in the public interest,all the while
ocean and regional water resources for the people emphasizing the ABC's of our operating philosophy:
we serve. Accountability
• Beneficially recycling wastewater,biosolids We maintain accountability for our commitments and
and other resources using safe and effective for our behavior.We use measurable short-term and
processes and systems. long-term goals.We use methods that regularly check
• Developing the best possible workforce by our collective and individual progress in achieving
providing employees with opportunities to advance our commitments.We measure and expect honest,
their careers through enhanced growth, respectful,open and constructive behavior in ourselves
responsibility,and professional development. and from the people with whom we work.
Balance
Core Values We achieve balance in what we do.Work matches
Our Core Values support the Mission and Vision our capacity to perform it.We look for economies
Statements by expressing the values,beliefs,and of operation without sacrificing quality or causing
philosophy that guides our daily actions.They help form unreasonable risk.We consistently perform our core
the framework of our organization and reinforce our work and meet our basic wastewater management
professional work ethic. responsibilities while being willing to take on new
initiatives that improve environmental quality or service
Honesty,Trust and Respect in the community we serve.
We aspire to the highest degree of integrity,honesty,
trust,and respect in our interaction with each other,our
suppliers,our customers,and our community. Communication
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BUDGET2013-14 UPDATE
We promote timely and accurate communication with OCSD Long-Term Planning
the many different people who makeup our community
of interest.Staff and management communicate freely, Long-Term Strategic Goals should be acceptable,flexible,
openly and honestly to solve problems and to achieve measurable,motivating,suitable,understandable,
constructive change. and achievable.The Long-Term Goals are the results
the District seeks to achieve over a specified period,
We provide our Board of Directors with accurate and usually three to five years.The Strategic Plan contains
timely information about matters that impact their policy several long-term concerns requiring short and long-term
making and affect the wider interests of Orange County. strategic planning.
We provide opportunities for the public,the media and Several new goals were initiated from the most recent
our staff to become informed about our activities and to update in November 2012 and include the following;
provide input during our deliberations.
• Review of OCSD's 2006 Biosolids Recycling Policy
Risk Register . Odor Control Update and Action Plan
Many leading organizations are formally applying risk Business Continuity Planning
management processes to identify and mange risks . Chemical Sustainability
across many aspects of their business. The formalization
of risk management processes is a logical step towards • Workforce Planning and Development
increased accountability and transparency placed on the Other interrelated, long-term goals will remain as the
Board and District management. District completed the construction of facilities required
Risk assessment and mitigation includes the following to reach full secondary treatment at the end of 2012.
steps. Due to the completion of secondary treatment facilities,
more biosolids will be produced.New centrifuge/solids
• Identify and assess strategic and organization-wide processing projects should improve dewatering and
risks facing the District and to develop a high level decrease the wet tons of biosolids hauled.
risk register;
• Identify mitigation measures that the District Currently,the land reuse options are scarce and other
currently has in place; new technologies that the District is planning will
become the more available,more expensive,biosolids
• Propose additional mitigation measures that the management options.
District considers appropriate to manage;and
• Develop an action plan of responsibilities and The biosolids long-term goal will continue until a viable,
timeframes for follow-up. cost-efficient,and effective method of reuse is available.
The Risk Register is a compilation of the various risks
facing the Orange County Sanitation District,as seen
and described annually by District managers and senior
management.Business Risk is defined as a threat that
an event,action or inaction,will adversely affect the
District's ability to achieve its business objectives and
execute its strategies successfully.The District first
created the Risk Register In 2006 and subsequently
updated it in 2008,2009,and 2012.
The top risks identified within the Risk Register
Update in 2013 included 1)a seismic event damages
infrastructure;2)interruption of chemical supplies in
the event of a disaster;and 3)electrical failures or fires
(including those resulting from a disaster)interrupting
power.Managers and executive management continue
to review these issues and various ways to address those
that might impact OCSD.
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STRATEGIC PLANNING
Strategic Goals & Levels of Service S. Climate Change/Environmental Footprint Initiative—
On the following pages are the strategic goals and levels Develop an overall strategy for responding to climate
of service for the next five years.New goals for this report change regulations angeinclund di including
idng entification
are are noted and all goals include a projected completion affects ig climate change including identification
and mitigation of greenhouse gases and adapting to
time.The levels of service standards are measures of any impacts to our facilitiesontl operations.
service that are seen by our customers as high priorities. Completed FY 08-09
Goals antl levels of service are divided into four areas:
• Environmental S[ewardship-0CSD participates a. Develop models to estimate green house gas
collaboratively in the protection of regional water and traditional pollutant emissions for
resources for the benefit of the people we serve. determination prdioivur environouse as model
(Functional predictive greenhouse gas model
• Business Principles—OCSD makes every decision completed.)Completed in FY 10-11
based on short and long-term environmental, 6. Reclaiming Santa Ana River Interceptor Line
societal,and financial impacts(the triple bottom line). (SARI)Flows—Meet with stakeholders,develop a list
• Wastewater Management—OCSD beneficially reuses of obstacles that need to be overcome to reclaim
and recycles water and other resources using safe the SARI Line and develop a strategy to obtain
and effective wastewater systems. regulatory approval of reclaiming SARI Line flows.
• Workplace Environmenti provides an This goal was canceled in FY 08-09 due to inability
environment of partnership,growth,opportunity, to obtain regulatory approval.
responsibility and accountability. Business Principles
Goals Completed Since Adoption of the 1, Sewer Rate for Green Development—Submit for
2007 Five-Year Plan Board approval an amendment to sewer rate
ordinance with incentives for green developments.
Environmental Stewardship Completed FY 07-08
2. Complete Facilities Master Plan Update—Complete
1 Contaminants of Potential Concern(CPC)--Complete
three of a an and obtain update of the.Completed
Master
report hasetegsan recommendations,
develop
plan and obtain Board approval Completetl FY 07-08
report on soufinrce
coat of s race y if the are develop
initial source control strategy tthemare CPCs itlentlfe0 3. Enterprise Information 7echnologyS[ra[egic Plan—
that require control.Completed FY 07-08 Complete a District-witle Information
2 Management System for Environmental Technology Strategic Plan.Completed FY 09-10
Compliance—Implements management control 4. Updating OCSD's Risk Register—Review and update
system for environmental compliance information OCSD's risk register to include an assessment of
that incorporates a dashboardstyle report. technical,regulatory,financial,and political risks
Completed FY 07-08 (among others)and possible mitigation strategies.
3. Engine Emission Compliance—Complete study to Completed FY 07-08
evaluate alternatives for complying with lower 5. Annex Unincorporated Areas—With Board
emission limits in the South Coast Air Quality concurrence,annex unincorporated areas into
Management's Rule 1110.2.Initiate planning and OCSD's service area.Completed FY 07-08
design of demonstration testing of the most 6. Review lntersgencyAgreements—Conducta
promising technology(s)identified in the study. comprehensive review of agreements with the
Completed FY 07-08 Santa Ana Watershed Project Authority and Irvine
4. Fuel Cell Evaluation—Start up 300 kW demonstration Ranch Water District,and,if appropriate,reopen for
unit Completed FY10-11 discussion.Completed FY 09-10
a. Evaluate cost feasibility of replacing or 7. Strategic Business Plan—With Board concurrence,
supplementing CGS engines with fuel cells. annually update and implement the Strategic Plan
Completed FY 10-11 and Business Plan.Completed FY 10-11
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BUDGET2013-14 UPDATE
8. Business Accountability Charters—Create Business 2. Improve the Sanitation District Security—Provide
Accountability Charters for each department, long-term security enhancements at both treatment
consistent with those developed by managers and plants and within OCSD's Collections System.
supervisors.Completed FY10-11 Completed FY 07-08
9. Chemical Supplies—Develop a Chemical 3. Safety and Health Strategic Plan—Develop and
Sustainabilry Plan that provides OCSD with options implement a Safety and Health Strategic Plan for all
for obtaining wastewater treatment chemicals during OCSD activities.Completed FY08-09
chemical shortages,emergencies or complete 4, Human Resources Strategic Plan—Design,develop
stoppages.Completed FY 10-11 and implement human resources policies,practices,
10. Full-Cost Recovery 2010-11—Conduct a systems and tools to ensure OCSD has a workforce
comprehensive review of the Sanitation District's that meets future needs of OCSD and the public it
Urban Runoff Program to ensure a fair share serves.Completed FY 08-09
recovery of costs for services.Completed in FY 10-11 S. Succession Plan—Implement the Succession
11. Full-Cost Recovery 2012-13—Implement a direct Management Plan including management training
charging mechanism to recover the full cost of urban and the creation of a Leadership Academy.
runoff treatment starting July 1,2013 when the new Completed FY 08-09
rate structure is in place.Completed In FY 12-13 6. North County Yard--Open the North County
Wastewater Management Maintenance Yard and complete the relocation of
selected staff and equipment to the facility.
1. Groundwater Replenishment System—Maximize the Implement flex space for added agency-wide needs
production of GWR System product water to augment as appropriate.This goal was canceled in FY 10-11
and protect the Orange County groundwater basin and the facility is leased.
with a goal of 70 mgd. Completed FY 08-09
2. Sustainable Biosolids Program—Complete new Environmental Stewardship Goals
in-county Compost Take-Back Program Plan strategy. OCSD participates collaboratively in the protection of
Completed FY 07-08 regional water resources for the benefit of the people we
a. Evaluate the feasibility of deep injection/ serve.
methane recovery including commissioning a 1, Santa Ana River Interceptor Line Relocation—Work
study of the geological formations below Plants in conjunction with the County of Orange andthe
1 and 2,and availability and acceptability of any Federal Government to relocate the Santa Ana River
existing wells.Completed FY 08-09 Interceptor Line by June 2013.
L. Evaluate option of processing some biosolids at Targeted for completion in FY 12-13
the City of Los Angeles Terminal Island 2. Engine Emission Compliance—Implement capital
demonstration well.Completed FY 08-09 improvements or operational modifications in order
3. Implement Energy Master Plan—After the completion to achieve compliance.
of the plan,assess final recommendations to ensure Targeted for completion in FY 13-14
adequate power resources and energy management. 3. Fuel Cell Evaluation—Evaluate performance and fuel
Completed FY 09-10 clean up effectiveness.
4. Disinfection of Final Effluent—Develop a cost Targeted for completion in FY 12-13
effective program to sustain protection of public
health associated with bacteria in the effluent and
incorporate program elements into our NPDES
Permit.Completed in FY 10-11
Workplace Environment
1. Space Planning Study Recommendations—Complete
relocation of staff housed in Information
Technology Trailers to the Administration Building,
Control Center and Building 6. Completed FY07-08
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STRATEGIC PLANNING
Environmental Stewardship Levels of Service
OCSD will protect public health and the environment FY 11-1.2 Results Level of Service Target
Accept dry weather urban runoff diversion flows without imposing fees. 1.8 mgd Up to 4 mgd
Maximum off site odor Impact 42 D/T 14 D/T
• Reclamation Plant No.1
• Treatment Plant No.2 48 D/T 17 D/T
(Target dates will be established as part of the Odor Control Master Plan update scheduled for 12,12014.)
Air emissions health risk to community and employees, R < 10
Parana million people(for each treatment plant)
No Notices of Violation(NOVs)with air,land,and water permits 2 0
OCSD will be a good neighbor FY 11-12 Results Level of Service Target
Odor complaint response:
• Treatment Plants within 1 hour 100% 100%
• Collection System within l working day 700% 100%
Number of odor complaints: 1 O*
• Reclamation Plant No.1
• Treatment Plant No.2 4 0*
• Collection System 12 34
*New target-under normal operating conditions-
Respond to collection system spills within 1 hour 100% 100%
Business Principles Goals
OCSD makes every decision based on short and long-term environmental,societal,and financial impacts
(the triple bottom line).
1. Local Sewer Transfers-Complete the transfer of local sewers to member agencies and cities,focusing on completion of
the Tustin transfer.Targeted for completion in FY 12-13
2. Five-Year Rate Plan—Prepare an updated 5-year rate schedule for Board consideration to go into effect July 1,2013.
Targeted for completion in FY 12-13
3. Chemical Sustainability(newrEnsure a reliable and sustainable chemical supply using multiple vendor contracts to
reduce the risk of supply disruption while benefningfrom competitive pricing.Targeted for completion In FY 12-13
4. Business Continuity Planning(new)--Develop a Business Continuity Plan(BCP)that will define how OCSD will continue
its everyday business functions after an event that interrupts normal operationsfor an extended period of time.
Targeted for completion in FY 12-13
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BUDGET2013-14 UPDATE
Business Principles Levels of Service
OCSD will exercise sound financial management FY 11-12 Results Level of Service Target
COP service principal and interest <0&M expenses <0&M expenses
Annual User Fees Sufficient Sufficient to cover 0&M
Actual collection,treatment,and disposal costs per million 8.7% <10%of budget
gallons in comparison with the budget under budget
Annual variance from adopted reserve policy 0.1492 >Budgeted Reserves
Maintain AAA Bond Rating 100% 100%
OCSD will be responsive to our customers FY 11-12 Results Level of Service Target
Respond to public complaints or inquiries regarding 100% 100%
construction projects within one working day
New connection permits processed within one working day 100% >90%
Wastewater Management Goals
OCSD beneficially reuses and recycles water and other resources using safe and effective wastewater systems.
1. Sustainable Biosolids Proi
a. Conduct research to reduce the amount of Biosolids produced and increase digester gas production.
Targeted for completion in FY 12-13
b. (new)Assess and ravise the 2006 Biosolids Board Resolution(Policy)to reflect recent developments,experiences,
and circumstances concerning biosolids management.Targeted for completion in FY 12-13
2. Odor Control Update and Action Plan(modified)—Assess the performance of current odor control systems,validate
the appropriate LOS,align future odor control improvements with asset management objectives,and update our Capital
Improvement Program for odor control to meet our LOS goals.Targeted for completion in FY 13-14
3. Ocean Protection—Undertake studies to determine the cause of benthic community changes near the ocean ca ll
and take corrective action to return affected areas to reference conditions.Completed
(Board presentation in FY2013-14)
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STRATEGIC PLANNING
Wastewater Management Levels of Service
OCSD will provide a safe reliable effluent for recycling FY 31.12 Results Level of Service Target
Concentration of emerging chemical constituents 11.0 NDMA< 150 ppt
of concern in Plant No.1 secondary effluent 11.24 4-Dioxane<10 ppb
Meet Gi specification requirements for Plant 1 3.0 5 NTU
secondary effluent
Thirty-day geometric mean of total coliform bacteria 352.5 < 1,000 mpn
in effluent after initial dilution of 250:1
Compliance with core industrial pretreatment requirements 100% 100%
Meet secondary treatment standards BOD 12 mg/L CBOD 25 mg/L
TSS 8.9 mg/L TSS 30 mg/L
OCSD will manage flows reliably FY11-12 Results Level of Service Target
0 per year during
Frequency of unplanned use of emergency one-mile 0 dry weather
(78-inch diameter)outfall
Sanitary sewer spills per 100 miles 0.23 <2.1
Contain sanitary sewer spills within 5 hours 100% 100%
OCSD effluent will be recycled FY 11.12 Results Level of Service Target
Provide up to 104 mgd specification effluent to the
Groundwater Replenishment System 89 mgd 104 mgtl
OCSD will implement a sustainable biosolids management program FY 11-12 Results Level of Service Target
National Biosolids Partnership Certification for 5 year
Biosolids Management Program recertification Maintain certification
July 2008
Biosolids recycled 0tons to landfill <100 tons per day
(New Target Level of Service through 2017) 100%recycled to landfill
Respond to all biosolids contractor violations 100% 100%
within a week of violation notice
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BUDGET2013-14 UPDATE
Workplace Environment Goals
OCSD provides an environment of partnership,growth,opportunity,responsibility and accountability.
1. Workforce Planning and Workforce Development(Updated)—Design and implement comprehensive workforce
planning and development activities to improve workforce capability,adaptability,efficiency,and accountability.
Ongoing plan for preparing employees for the future.
Workplace Environment Levels of Service
OCSD will take care of Its people FY 11-12 Results Level of Service Target
Training hours per employee 40 45 per year
Employee Injury Incident rate accidents per 100 employees 4.3 Industry average 4.6
Meet mandatory OSHA training requirements 91% >95%
Hours worked since last lost work day 140,000 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- 3.0 2.5
related injury or illness
r/
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CIP Budget Request Summary Following is a chart for the 2013-14 Proposed CIP
Cash Flows and the total Project Costs for all proposed
This is an update to the Fiscal Year 2012-14 two-year projects,by project phase,in millions:
budget.In preparation for the 2013-14 update,the
District's Board of Directors reviewed the proposed Total
changes to the CUP to gain an understanding ofthe 201344 Project
Impact of the CIP to the current rate structure program. Current Status Cash Flow Costs
Implementation of secondary treatment standards was Future Planning 12..1 $1,166.7
30 .
completed in December 2012.With the completion Design 30.7
270 270.6
of this important milestone,the District is focusing Construction 97.1 1,186.3
Its efforts on the continued refinement of its asset Capital Equipment 1.7 16.0
management based engineering planning process.This Total $141.6 $2,662.3
process has been used to propose project modifications
to more efficiently package projects for execution.As an
example,four individual digester gas handling projects
are proposed to be combined into a single coordinated
project.District staff is also working to carefully identify
all the necessary scope of work items in the planning
phase of projects to avoid future change orders and
other project risks.Several projects budgets have been
increased to account for newly discovered issues. One == =
new project is proposed for addition to the Fiscal Yearei
2013-2014 budget to upgrade the communication
infrastructure associated with the District's process
control computer systems.
This budget update also includes the identification of
two new study projects.These study projects are based
on the District's condition assessment program and
asset management planning.These CUP studies increase
the amount of the CIP by$0.8 million.However,these
projects will be funded from the future rehabilitation,
renewal,and replacement line item in OCSD's existing
budget and will not Impact OCSD user rates.
In addition, District staff has reviewed each ongoing
CIP project to ensure that the scope of the project is
appropriate,and that the cost estimates are accurate.
The validated CIP includes 87 large capital projects and
50 special projects with a 20-year expenditure of$1.792
billion.This total represents a$15 million increase from
the 2012-14 CIP estimate.
The proposed 2013-14 CIP budget is organized by
treatment and collection system processes and areas.
The funds requested for the current cash flow budget
total$141.6 million,an increase of 6 percent from last
year's cash flow request of$133.9 million.The current
year cash flow is part of an overall total cost of$2.662
billion for active projects.
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BUDGET2013-14 UPDATE
There are currently 33 projects in the Planning Phase are the Sludge Thickening Dewatering and Odor Control
with proposed capital outlay spending in 2013-14. at Plant No.land the Solids Thickening and Processing
Two of the larger 2013-14 cash flow projects in Upgrades at Plant No.2 with projected current year
the Planning Phase are the SARI Rock Stabilizers expenditures of$27.3 million and$12.9 million,
Removal and the Research Program with current respectively.
year projected expenditures of$1.4 million and$1.3 Standard contingency factors have been applied to
million,respectively.Atotal of$166.7 million in capital Improve budgeting.The rates of 20,20,and 10 percent
outlay,currently listed within the Planning Phase,is have been applied respectively to the estimates made
being projected for future budgets based on the capital during the project development,design,and construction
improvement needs that are identified through the 2009 project phases.This reflects standard practice for
Facilities Master Plan and the CIP Validation Studies. estimating construction project costs.
There are currently 18 projects in the Design Phase Following within the appendix are descriptions and
with proposed capital outlay spending in 2013-14. justifications for the capital improvement projects which
Two of the larger projects in the Design Phase are the are new projects proposed for this Fiscal Year 2013-14
Rehabilitation of Balboa Trunk Sewer and the Gisler-Red budget update.They give the reader a brief overview of
Hill Trunk Improvements-Reach B with projected current each project,the budget for the total project,and any
year expenditures of$2.7 million and$1.3 million, potential changes in the operational budget resulting
respectively. from the implementation of the project.For a description
There are currently 38 projects in the construction phase of ongoing projects,see Section 8 of the Fiscal Years
with proposed capital outlay spending in 2013-14.The 2012-13 and 2013-14 Budget.
two most significant projects in the construction phase
r
® 7
t
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Debt Financing This apportionment of the ad valorem tax was
consistent with and pursuant to the Revenue Program
Due to the magnitude of identified future annual capital
adopted in April 1979 to comply with regulations of the
and operations and maintenance expenditures,it is Environmental Protection Agency and the State Water
necessary that the District utilize debt financing to meet Resources Control Board and in accordance with COP
its total obligations. Debt financing allows the District to documents and Board policy.
meet projected construction schedules while achieving
the lowest possible user fees,as well as long-term The District Maintains
stability in future sewer service fee rates. Its AAA Rating
Certificate of Participation (COP) The District's bond rating is"AAA"from both Standard&
The primary debt mechanism used Is Certificate of Pears and Fitch Ratings.An"AAA"Rating is the highest
Participation(COP).COPS are repayment obligations for a government agency. In order to maintain this rating,
based on a lease or installment sale agreement.The COP the District adheres to its 2001 Debt Policy and coverage
structure was selected over other structures because ratios requirements.This Board-adopted policy serves as
COPS are not viewed as debt by the State of California, the agency's guide in the management of existing debt
as the purchaser does not actually receive a"bond,"but and in the issuance of future debt.
rather a share In an installment sale arrangement where Debt Ratios
the District serves as the purchaser.COPS can be issued
with fixed or variable interest rates. The District does have contractual covenants within
As of July 1,2013,the total outstanding COP the existing COP agreements which require minimum
indebtedness will be$1.4 billion. coverage ratios of 1.25.The minimum coverage ratio is
the ratio of net annual revenues available for debt service
Build America Bonds Financings requirements to total annual debt service requirements
for all senior lien COP debt.The coverage ratio for senior
The District issued the$60.0 million Wastewater lien COP debt is being proposed at 2.62 for Fiscal year
Revenue Obligation,Series 2010A in May 2010 and 2013-14.
the$157.0 million Wastewater Revenue Obligations,
Series 2010C in November 2010 as"Build America Future Financings
Bonds"(BABs)fixed rate debt. In Fiscal year 2013-14,no new COP debt issuances are
The American Recovery and Reinvestment Act of 2009 being proposed.The proposed CIP budgeted cash outlays
created a new financing product,BABs,for the municipal of$141.6 million in this fiscal year would be funded from
issuer.BABs are issued as higher interest taxable bonds; reserves and other revenue sources.
however,the U.S.Treasury provides a 35 percent subsidy
on interest payments. The net cost,after accounting for
the 35 percent subsidy payment,frequently results in
lower net costs to the issuer,specifically in the maturity
years beyond ten years.
The 35 percent subsidy is available for certain debt
issuances prior to January 1,2011.
Dedicated Funding Source
In 1992 and 2004 the Board of Directors formalized the
dedication of certain funding sources. To assure the
continuation of favorable credit ratings,revenues were
dedicated to debt service in the following order:
1. Ad valorem property taxes
2. Sanitary sewer service charges
3. Other revenues
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♦ a a �
Summary of Operating & Maintenance Expenses
2013-14
2012-13 2(1314 Updated
Category Approved Approved Proposed
Salaries and Benefits $94.3 $96.3 $98.0
Operating Materials&Supplies 19.3 19.8 17.7
Contractual Expenses 26.1 27.9 23.2
Repairs and Maintenance 11.2 11.9 11.8
Utilities 8.2 8.8 7.8
Professional Services 3.1 2.4 4.0
Other Materials,Supplies,Services 3.1 3.2 3.2
Self-Insurance Requirements 2.1 2.2 2.2
Training and Meetings 1.4 1.2 1.1
Research and Monitoring 0.8 0.9 0.8
Administrative Expenses 1.4 1.2 1.3
Printingand Publications 0.5 0.4 0.5
Capital Grants to Member Agencies 0.0 0.0 0.0
Cost Allocation (17.8) (18.2) (18.2)
Total Operating Expenses $153.7 $158.0 $153.4
Salaries, Wages & Benefits - $98.OM Operating Materials &
Salaries&Wages-This category includes salaries for Supplies - $17.7M
626 full time equivalent(FfE)staff positions as well as Disinfection Chemicals-The largest cost related to
Directors'pay.The vacancy factor applied for the budget disinfection is for chemicals,specifically bleach.
update was 3 percent based on trend information.
Provision has been made in these salary projections Sodium Hypochlorite(Bleach)-Approximately 51%of
in order to comply with the terms of the most recently the process bleach is used for effluent disinfection. The
adopted MOUs. othertreatment plant bleach usage is for disinfection of
plant water and the control of filamentous organisms in
Retirement-The District's employees are members activated sludge in the secondary treatment process.
of the Orange County Employees'Retirement System
(OCERS).The employer's required contribution rate has Effluent disinfection bleach use has decreased by
been increased from 27.47 percent(Plans G&H)and over 70%after the new secondary facilities became
from 26.69 percent(Plan B)to 31.95 percent and 30.77 operational. The decrease occurred because there is
percent,respectively,in 2013-14. no longer primary bleach dosing at Plant 2 and because
there are less solids in the final effluent.It is anticipated
Group Insurance-Includes the District's share that the District will use approximately 835,000 gallons
(approximately$15,800 per employee)of employee of process bleach in FY 2013-14 at a budgeted amount
medical plan benefits for the indemnity plan,prepaid of$421,000.
HMO plans,the dental insurance plan,and the life and
disability insurance premiums.The proposed budget
includes a 11 percent increase for the medical plans.
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assuall
fin.. • � ♦I-�O �•J. ,`
Chemical Coagulants-Anionic polymer is added to Contractual Services - $23.2M
the influent wastewater along with ferric chloride via the
physical/chemical treatment systems at both pla ms to The major component of this category is biosol ids removal
improve solids removal efficiencies in the primary clarifier and transport costs.Contracts have been executed
basins.Cationic polymer is added to digested sludge with firms for agricultural reuse of residual solids.Total
prior to dewatering to cause the sludge to coagulate estimated biosol ids production for Fiscal Year 2013-14 is
to improve the sludge and water separation process. 276,000 wet tons.The proposed 2013-14 budget reflects
Cation is polymer is also added to the waste activated adecrease of$3.4 million primarily due to the termination
sludge Dissolved Air Flotation Thickeners(DAFTs)to of an agreement with a company that was contracted to
improve solids coagulation. process biosolids into an energy fuel.
The usage costs for this group of chemicals is proposed This category also includes appropriations for grounds
at$576,000 less than previously approved for 2013-14. keeping services,janitorial services,security services,
toxic removal services,outside laboratory services,trash
Odor Control Chemicals-The District uses hydrogen pickup,plant site sweeping,temporary help to level out
peroxide and sodium hydroxide(caustic soda)as the periodic increases in staff workload,a maintenance
primary odor control chemicals within the treatment contract for the Plant No.2 oxygen generation plant,
plants;ferrous chloride,magnesium hydroxide,calcium digester cleaning and disposal services,line cleaning and
nitrate and caustic soda are the primary odor and closed-circuit television(CCTV)services.
corrosion control chemicals used within the collection
system. Repairs and Maintenance - $11.8M
A decrease of$876,000 from the previously approved This item,which is for parts and services for repair
2013-14 budget of$8.7 million is being proposed for of plant and collection facilities and annual service
odor control chemicals. contracts,reflects an authorization to allow for
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BUDGET2013-14 UPDATE
routine equipment maintenance and is expected to Professional Services - $4.OM
decrease slightly.
Professional Services includes General Counsel,
Utilities - $7.8M special labor counsel,legislative advocacy,audit and
miscellaneous accounting services,engineering,and
The overall cost for utilities is a significant component other technical consulting services.
of the operating budget.The overall cost for utilities is
anticipated to decrease by$1.0 million compared with Other Material, Supplies,
the previously approved 2013-14 budget. Services - $3.2M
• Natural Gas- Natural gas is purchased to supplement
the digester gas that is used to run the central This category of costs includes the in-lieu insurance
generation facilities.The 2013-14 budget shows premium used to maintain the level of accumulated
a decrease of$164,000 reflecting lower levels of reserves for the property and general liability self-
natural gas needed because central generation engine insurance programs.This in-lieu cost for 2013-14 is
automation controls at Plant No.2 allow the engines proposed at$0.9 million.
to respond to lower digester gas production without Expenses not chargeable to other categories,such
having to shut down an engine.Thus the Plant No.2 as freight and miscellaneous items,and annual
boilers can run on digester gas all the time, reducing regulatory fees assessed by the South Coast Air Quality
natural gas usage. Management District(SCAQMD),are recorded within
• Electricity- Electricity is the largest utility cost this category.
incurred by the District and is used to run the plant
processes.The 2013-14 budget reflects a decrease of
$690,000.
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FANNIE-
Insurance - $2.2M Administrative Expenses - $1.3M
The District's outside excess general liability insurance These accounts include supplies,postage,technical
coverage is$30 million per occurrence with self- journals and publications,forms,small office equipment,
insurance retention of$250,000 and$500,000 for and small computer items that cost less than$5,000 per
employment practices liability insurance. item and exclude items that are capitalized.
The District's property insurance coverage of$1 billion Printing and Publication - $0.5M
for perils of fire and$300 million for perils of flood is
subject to a self-insurance retention of 5 percent per unit The budget provides for in-house and outside
of insurance up to$250,000 for fire and$100,000 for reproduction costs and reflects an expanded
flood.The District is totally self insured for earthquake. management information system and administrative
requirements as well as a continuing demand by the
An appropriation of$1.4 million for in-lieu premium public and regulatory agencies for information.The
contribution charged to operations is recommended for continuing effort of the Public Affairs Office to improve
the Property and General Liability Program. public education programs about the District's activities
This will serve to maintain the reserves balance. is also reflected in the budget for this line item.This
group of accounts also includes costs for photo
Training and Meetings - $1.1M processing,advertisements,and notices.
Given current economic constraints,employee travel is Cost Allocation - ($18.2M)
now subject to increased scrutiny.All meeting request
budgets have been reviewed for necessity,duplication, This represents direct labor and benefit charge outs and
and redundancy and have been limited to a responsible materials,supplies and services cost allocation to the
level. capital project where the related work was performed.
The 2013-14 proposed budget for training has been
decreased slightly.Agency-wide training activities are
coordinated through the Human Resources Department
and safety training activities are coordinated through the
Risk Management Division.
This category includes ongoing technical and safety
training and materials for staff, required training for
computerized plant monitoring and control systems and
training to allow for a more adaptive and flexible work
force.Cost savings have been achieved in part through
increased use of on-line training.
Research and Monitoring - $0.8M
Research and monitoring expenditures consist of
contract services to carry out the extensive ocean
monitoring program required by the EPA under provisions
of the District's ocean discharge permit(NPDES)permit;
air quality monitoring costs;the District's contribution
to the Southern California Coastal Water Research
Project(SCCW RP)being conducted under a joint power
agreement with other Southern California municipal
dischargers;and also provide for increased operational
and ocean research and evaluation to develop optimum
operating parameters in treatment plants.
2013-14 BUDGET UPDATE
IMM
Tft
a�� I
i
� �
25
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DEPARTMENTS
Expenses by Department (in millions)
2013-14 2013-14
20U 13 Originally Percent Updated Percent
Department Budget Proposed Change Proposed Change
Administration Units:
Office ofthe General Manager $3.7 $3.7 0.0% $3.8 2.7%
Human Resources 4.5 4.2 (6.7%) 4.2 0.0%
Administrative Services 22.2 21.6 (2.7%) 22.9 6.0%
Sub-Total $30.4 $29.5 (3.0%) $30.9 4.7%
Operating Units:
Facilities Support Services $25.7 $27.4 6.6% $25.2 (8.0%)
Engineering 8.9 8.9 0.0% 9.7 9.0%
Operations&Maintenance 86.5 89.9 3.9% 85.5 (4.9%)
Sub-Total $121.1 $126.2 4.2% $120.4 (4.6%)
Total $151.5 $155.7 2.8% $151.3 (2.8%)
Staffing by Department(FTEs)
2013-14 2013-14
2012-13 Originally Percent Updated Percent
Department Budget Proposed Change Proposed Change
Administration Units:
Office oflhe General Manager 14.00 14.00 0.0% 14.00 0.0%
Human Resources 16.00 16.00 0.0% 18.00 12.5%
Administrative Services 110.75 110.75 0.0% 110.00 (0.7%)
SutrTotal 140.75 140.75 0.0% 142.00 0.9%
Operating Units:
Facilities Support Services 81.00 81.00 0.0% 78.00 (3.7%)
Engineering 125.00 125.00 0.0% 123.00 (1.6%)
Operations&Maintenance 281.00 281.00 0.0% 283.00 0.7%
Sub-Total 487.00 487.00 0.0% 484.00 (0.6%)
Total 17Es 627.75 627.75 0.0% 626.00 (0.3%)
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BUDGET2013-14 UPDATE
Administration Units Operating Units
Office of the General Manager Facilities Support Services
Budget$3.8M -Staffing 14.00 FfEs Budget$25.2M -Staffing 78.00 FfEs
The Office of the General Manager provides general The Facilities Support Services Department provides fleet
oversight of all Sanitation District operations and and heavy equipment services for the District,handles
incorporates functions in the areas of Public Affairs non-public works construction support and projects,and
and Board Services.This office reports directly to the operates and maintains the regional collection system
Board of Directors.The budget includes two unfunded facilities providing reliable collection and transportation
Management Discretion positions. of wastewater,and efficient,safe operation and
maintenance of the system in the 463 square mile area.
Human Resources The budget reflects a reduction of 3.00 FTEs as a result
Budget$4.2M -Staffing 18.00 FTEs of transferring three positions to other departments.
The Human Resources Department works with Engineering
management and employees to ensure an effective and Budget$9.7M -Staffing 123.00 FfEs
productive employment relationship.This department
reports directly to the General Manager.The budget The Engineering Department is responsible for the
reflects an increase of 2.00 FTEs as a result of positions planning,design and construction of the District's
transferring from other departments. capital improvement program as well as environmental
compliance and asset management.The budget reflects
Administrative Services a decrease of 2.00 FfEs as a result of transferring
Budget$22.9M-Staffing 110.00 FrEs positions to other departments.
The Administrative Services Department maintains Operations and Maintenance
financial oversight and administration of all District Budget$85.SM -Staffing 283.00 F7Es
funds and accounts and is responsible for contract
administration and procurement,oversees all District The Operations and Maintenance Department is
computer, networking and customer support issues,and responsible for operation of the District's two wastewater
identifies and manages potential risk to the organization treatment plants as well as the environmental laboratory
to create a safe,healthy and secure environment for and ocean monitoring.The budget reflects a net increase
staff,contractors,and visitors.The budget reflects a of 2.00 FfEs due to the elimination of one position
net decrease of 0.75 FTE due to the elimination of one offset by the net transfer in of three positions from other
position partially offset by the conversion of a part-time departments.
position to full-time.
•FTE=Full-Time Equivalent Position
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GENERALOFFICE OF THE
M.
Human
Boa rdo` Rewal
Diroctors
Administrative
Services
General General
Counsel Office Manager
Facilities
Support5ervices
Engineering
Operotlons&
Maintenance
Service Description
The Office of the General Manager is responsible for working with the Board of Directors to establish standards,policies
and procedures,and the overall goals and Strategic Plan of the Sanitation District The Office of the General Manager
reports the progress in meeting the established goals to support OCSD's mission,and provides general oversight of
operations.The office reports directly to the Board of Directors.
In addition to the line departments,this department oversees District-wide functions in the areas of Public Affairs and
Board Services(Clerk of the Board).
Public Affairs provides services and implements programs to meet the communications needs of OCSD's internal
and e#ernaI audiences.The division plans and implements media relations,website content,community relations,
community education and outreach,employee newsletter,intranet development,corporate identity program,collateral
material and graphics development,presentation development,and crisis communications.
Board Services includes the Clerk of the Board office.Services include supporting the Board of Directors,acting
as filing officer for Statement of Economic Interests,receiving and processing summons and complaints fled
against OCSD.
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Office of
Fiscal Year r13-14 Budget Update
Operating Expense
201314 2013-14
2012-13 Originally Updated
Category Budget Proposed Proposed
Personnel $2,176,900 $2,215,100 $2,061,700
Supplies 266,980 265,090 299,040
Professional/Contractual services 426,000 327,000 539,000
Research&Monitoring 0 0 0
Repairs&Maintenance 1,500 0 1,560
Utllltles 122,000 121,000 108,000
Other 845,500 848,100 866,640
Cost Allocation (96,500) (96,500) (96,500)
Total $3,742,380 $3,679,790 $3,780,190
Budget Overview F- Authorized HE Positions
In Fiscal Year 2012-13,the General Manager reorganized the Board Services Managers 2.00
and Public Affairs Divisions.This reorganization resulted in the transfer of the r r
Public Affairs Manager position to Engineering.The budget for the General r
Manager's Office for Fiscal Year 2013-14 increased slightly compared with the Other rr
originally proposed budget primarily due to higher legal costs partially offset by
the transfer of the Public Affairs Manager position to Engineering along with Total 14.00
funding for advocacy efforts.
Stafling Trends
Performance Objectives/Measures
• Maintain OCSD staffing at or below 626 FfEs.
• Maintain 100 percent compliance with terms and conditions of our
permits and local,state and federal regulations.
• Expend minimum 90 percent of project annual Capital Improvement
Program cash flows for Fiscal Year 2013-14.
• Increase OCSD's social media presence.
• Provide comprehensive public outreach for the Newport Beach
Construction Program.
• Provide accurate and timely board/committee agenda packages
to the Board of Directors.
• Undertake a compressive,collaborative review of the current Strategic Plan
and produce a new 5-year Strategic Plan..
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•1 •
General
Management
Administration
Board of
Directors
Pdminislrative
Services
General General
Counsel Office Manager
Facilities
Support Services
Engineering
Dpe2lions&
Maintenance
Service Description
The Human Resources Department is responsible for working with management and employees to ensure an effective
and productive employment relationship.The Human Resources Department is committed to supporting a workplace
environment grounded in fair and equitable employment decisions and practices.
This department is responsible for all aspects of human resources management and labor/employee relations.It
serves as the in-house advisor to the General Manager,executive staff,OCSD departments,and line staff. Delivering
services with a high-level of customer satisfaction is a key objective.The Human Resources Department administration
oversees delivery of the workforce planning and workforce development function within Human Resources.
Workforce Planning activities include recruitment and selection,compensation and classification,and benefit and
leaves in support of the major goal of equal employment opportunity for all persons on the basis ofjob-related merit.
Workforce Development activities include performance management,training and development,employee relations
and labor relations by supporting each operating unit and its employees in achieving their full potential.
Return to A enda Re OF(
Human Resources Department
Fiscal Year 113-14 Budget Update
Operating Expense
2013-14 2013-14
2012-13 Originally Updated
Category Budget Proposed Proposed
Personnel $3,590,370 $3,634,470 $3,815,900
Supplies 1,113,550 846,900 242,230
Professional/contractual Services 402,000 343,500 789,480
Research&Monitoring 0 0 0
Repairs&Maintenance 0 0 0
Utilities - 0 0 0
Other 50,020 50,020 51,540
Cost Allocation (667,900) (667,900) (667,900)
Total $4,488,040 $4,206,990 $4,231,250
Budget Overview
Human Resources became a department during Fiscal Year 2010-11.There Authorized IFTE Positions
are 18 full-time equivalent positions authorized in this department.The Managers 2.00
department budget for Fiscal Year 2013-14 is approximately$4.2 million. 00
P•
Performance Objectives/Measures
Total 18.00
• Support departments i n the development of to ulti-year workforce
planning requirements. Staffing
Trends
• Support departments in the development of multi-year workforce
development plans. 2000
1800
• Support departments in the development of multi-year succession plans.
• Manage overall expenditures to within 96- 100 percent ofthe
department's approved budget.
• Implement a comprehensive employee relations and labor relations
training program.
hours of Training
solely ls.no
na,nlmnan.e zeal
Technical d.NB
Corfin, a 1"m
Wal 693
1,1-oz, —
Regulatory .11
CIP 369
.th., In
7 I
a 5,000 later, 15,000 za,OW
The Human Resources Department provides approximately
25,000 hours of employee training annually.
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General
Management
Administration
HumanAdministrative
S vices
Boom of Zmclal
Resoumes
Directors
Management
Purchasing&
Material
General General Management
Counsel Office Manager Information
Facilities .
ehn log,
Support Services
Engineering
Dperolions&
Maintenance
Service Description
The Administrative Services Department oversees all of OCSD's finance,contracts/purchasing,risk management,
and information technology activities,including both day-today operations and strategic planning.The department
serves as a liaison to Executive Management,the Board of Directors,and other departments of OCSD.The department
includes five divisions:
Administrative Services provides leadership and oversight to all Administrative Services divisions.
Financial Management oversees and administers all OCSD's funds 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,&Materials Management is responsible for contract administration and procurement for
all departments.Additionally,this division manages OCSD's warehouses,receiving and maintaining inventory,and
distributing 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.
Risk Management identifies and manages potential risk to the organization and provides solutions for mitigation
or reducing the risk to acceptable levels.The Risk Management Division works to create a safe,healthy,and secure
environment for OCSD staff,contractors,and visitors.Additionally,it provides the support for management and
employees to take ownership of identifying and controlling risk and cost-effectively addressing safety, health and
security issues.
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Administrative Departmen
Fiscal Year 113-14 Budget Update
Operating Expense
2013-14 2013-14
2012-13 Originally Updated
Category Budget Proposed Proposed
Personnel $15,826,400 $16,068,700 $16,735,300
Supplies 1,904,180 1,401,140 1,550,720
Professional/Contractual Services 2,611,010 2,235,770 2,587,630
Research&Monitoring 0 0 0
Repairs&Maintenance 1,301,500 1,351,500 1,361,190
Utilities 310,000 320,000 300,000
Other 1,410,980 1,411,050 1,518,310
Cast Allocation (1,174,210) (1,177,110) (1,177,110)
Total $22,189,860 $21,611,050 $22,876,040
Budget Overview
The Fiscal Year 2013-14 proposed Administrative Service Department budget Authorized HE Positions
reflects a 5.9 percent increase over the originally proposed budget primarily Managers 6.00
due to increases in Salaries,Wages,and Benefits,as well as increases in r•
Professional Services to support contracting and safety initiatives. Administrative/Clerical 38.W
Technical Staff 2.00
Performance Objectives/Measures Total =.00
• Comply with the California State Government Code 100 percent of the
time with all treasury investments. Stafflng Trends
• Submit the annual sewer service fee property parcel database to the
County in time for placement on annual secured property tax bills.
• Process all approved sewer service fee refund requests within 45 days,
90 percent of the time.
• All debt service payments will be paid electronically,on the actual due
dates,and error free 100 percent of the time.
• Continue the cycle count program and maintain a 97 percent accuracy
rate or better.
• Successfully revise Delegation of Authority and have approved by all
Committees and Board.
• Continue completion of the Information Technology Strategic Plan(ITSP)Planned Annual Objectives.
• Ascertain the measurement of ITSP 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.
• 100 percent completion of all Compliance training.
• Develop a new claims procedure.
• Develop lob Safety Analyses for high frequency—high hazardjobs.
Return b Aaende Rom
General
Management
Aon" trati0n
Human
9oam of flesoumes
Directors
Adminielrative
Services
General General
Counsel Office Manager
engineering
Dpe2lions&
Maintenance
Service Description
The Facilities Support Services Department is responsible for providing reliable and effective services in the areas of
Fleet Management, Equipment Rebuild/Welding/Fabrication and Machine Shop Services,Facilities Engineering and
Contracted Services Management,Source Inspection,Sewage Conditioning for Odor and Corrosion Control,and the
operation and maintenance of the Sanitary Sewer System Pipelines and Pumping Facilities.The Facilities Support
Services Department consists of four divisions:
Facilities Support Services Administration provides leadership,support,and management oversight for the
Department in order to accomplish 01 Strategic Plan and our annual goals.
Fleet Services&Equipment Rebuild provides fleet and heavy equipment services and motor pool management,
equipment rebuild and fabrication,and machining/fabrication/welding services to all OCSD staff.
Facilities Engineering and Services provides engineering,technical support,and outsourced services support in order
to deliver solutions and facility repair projects for the agency.
Collection Facilities operates and maintains the regional facilities which include gravity sewers and pumping facilities;
provides services to minimize odor and corrosion impacts within the facilities;and works with industrial and commercial
dischargers to inspect,monitor and sample within the collection system to assure regulatory compliance.This includes
coordination and troubleshooting support on sewer debris issues with cities and sewering agencies that discharge to
the OCSD system,including Santa Ana Watershed Project Authority(SAW PA).
Return to A enda Re ad
SupportFacilities Departme
Fiscal Year 113-14 Budget Update
Operating Expense
2013-14 2013-14
2012-13 Originally Updated
Category Budget Proposed Proposed
Personnel $11,639,200 $11,975,700 $11,57 ,900
Supplies 7,285,340 7,491,680 7,039,590
Professional/Contractual Services 3,101,760 3,745,810 2,503,320
Research&Monitoring 0 0 0
Repairs&Maintenance 3,344,140 3,805,060 3,624,360
Utilities 615,200 651,200 671,670
Other 46,020 46.020 49,300
Cost Allocation (28],90m (298,400) (298,400)
Total $25,743,760 $27,417,070 $25,169,740
Budget Overview
In Fiscal Year 2012-13,to further optimize resources as part of the Beyond Authorized HE positions
2012 reorga nizational plan,seven Engineeri ng Su pervisor positions Managers 3.00
district-wide were realigned.As resources were reallocated,the Facilities rr
Support Services Department has combined the leadership and oversight 6.00
responsibilities for several business units and has reduced the Department's Technical Staff 13.N
Supervisor count by two.Through realignment,contracted service analysis and r• rr
prioritization,and optimization of resources the Facilities Support Services
Department was able to reduce its proposed annual budget by$2.2 million for
FY 2013-14.
Staffing Trends
Performance Objectives/Measures
• Manage overall expenditures to within 96- 100percentofthe
Department's approved budget.
• Maintain 100 percent compliance with water,air,safety,and mobile
equipment permits.
• Achieve greater than 95 percent safety training completion rate for one 0.07 1
all staff.
• Achieve a compliance level of80- 100 percent ofthe Levels of Service Ai uri Sr—of—musieu wen
(LOS)targets in the Strategic Plan. c0airge,oumea.
• Successfully keep collection system odor complaints to less than
34 per year.
• Ensure fewer than 13 sewer spills per year.
• Respond to sewer spills within one-hour and establish containment
to protect surface waters and minimize beach closures.
Return to Agents Rom
ENGINEERING DEPARTMENT
Gene al
Management
Administration
Human
Board of Resoumes
Director
E
ve
General General
Counsel Office Manager
Facilities
Support Services
OfficePlanning
project
Management
Engineering&
Consul
Enwiron. ran
an
Operations& L Compliance
Maintenance
Service Description
The Engineering Department is responsible for the planning and execution of OCSD's Capital Improvement Program,
Environmental Compliance,and the Asset Management Program.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 Corrosion Inspection and Asset Management programs
to ensure that required levels of service are maintained by performing necessary rehabilitation and replacement of
facilities at optimal lifecycle costs.The Planning division also performs services for annexations,connection permitting,
and inter agencyagreements.
Project Management Cfflee is responsible for the delivery of capital projects from the preliminary design stage through
the closeout of construction.
Engineering and Construction provides design and construction engineering,quality control inspection,and other
technical support for design and construction projects.
Environmental Compliance is responsible for securing and maintaining permits from regulatory agencies for activates
that may impact air,land,water,and endangered and threatened species.In addition to supporting biosolids reuse,
the division evaluates and proactively identifies new regulations,along with legislative and opportunities for grants,
while building positive relationships with the regulatory community,agency associations and the public. The Industrial
Source Control and Non IndustrialSource Control groups act as the wastewater control authority for OCSD's service
area and all contributing outside agencies,implementing programs(including the federally mandated industrial
pretreatment program)that regulate industrial,commercial,and residential users. The division also supports the
Groundwater Replenishment System with our partner the Orange County Water District
Return to A enda Re orl
EngineeringDepartment
Fiscal Year 113-14 Budget Update
Operating Expense
2013-14 2013-14
2012-13 Originally Updated
Category Budget Proposed Proposed
Personnel $20,866,500 $21,093,200 $21,154,300
Supplies 431,330 424,560 555,820
Professional/Contractual Services 355,000 406,000 985,000
Research&Monitoring 93,000 96,000 85,000
Repairs&Maintenance 1,600 1,600 2,160
urndes 0 0 0
Other 694,080 714,080 714,310
Cost Allocation (13,501,450) (13,837,450) (13,837,450)
Total $8,940,060 $8,897,990 $9,659,140
Budget Overview
With the completion of the secondary treatment facilities necessary to fulfill Authorized IFTE Positions
the requirements of the consent decree issued in 2004,OCSD will turn Mut. 6.00
its focus to sustaining it's more than$6 billion in assets. The Engineering 84.00
Department will use an asset management approach to understand the r
condition of equipment,the necessary level of service, business efficiency
opportunities,and localized capacity constraints to optimally package and Total 123.00
sequence work tasks into complete and comprehensive projects. The Project Sterling Trends
Management Office and Engineering and Construction will continue to execute
the defined projects effectively and efficiently and Environmental Compliance
will continue to assure that OCSD is in compliance with all regulatory
requirements.
Performance Objectives/Measures 05.5
• Expend minimum 90 percent of project annual Capital Improvement
Program cash flows for Fiscal Year 2013-14.
• Manage overall expenditures to within 96- 100 percent of the
Department's approved budget.
CIP Expenditures
• Ensure that reporting divisions achieve 90 percent of individual
performance objectives.
recurrent
nu n
$at.
221
Replacement/
Rehabilitation Addicapacity
ssc Capacity
55%
13%
Suppmt
$13M
309.
1,201314. 1,nd oepen.,:.,,I h,
ay�oowi,samz�aumr��...:.....,uo,�,,.
Return to Aaenda Rom
a xIr i t •t
General
Management
Administration
Human
Board of Resoumes
Directors
Administrative
Services
General General
Counsel Office Manager Operations
Maintenance
FacilitiesAdministration
Support Services
Operations
OperationsPlant No.2
Building,Grounds
&Mechanical
Engineering
Maintenance
Instrumentation
&Electrical
Maintenance
Environmental
Service Description
The Operations and Maintenance Department is responsible for treating wastewater,reusing or disposing of the treated
wastewater and all residuals,and providing care to all facilities.The O&M Department consists of six divisions:
Operations and Maintenance Administration provides leadership and oversight to all Operations and Maintenance
divisions.
Plaid No.I and Plant No.2 Operations are responsible for the daily management of the wastewater treatment
processes,sludge and biosolids treatment and loading processes,and odor and air quality control processes.Activities
also include ensuring compliance with all regulatory permits,support of the Capra Improvement Program,and
coordination of construction and maintenance work.Plant I Operations also ensures the delivery of specification water to
the Grou nd Water Replenishment System.
Buildings,Grounds and Mechanical Maintenance provides mechanical maintenance support for all wastewater
treatment process and maintenance support for all OCSD's buildings and grounds in a safe,efficient,and effective
manner so that OCSD can meet all discharge requirements while minimizing impacts to our neighbors.Also housed within
the division is the Maintenance Management Group and the Reliability Maintenance Team which provides district wide
support services for planning and scheduling maintenance events and predictive maintenance activities.
Instrumentation and Electrical Maintenance is responsible for maintaining all instrumentation,electrical,HVAC
equipment and systems in the treatment plants,pump stations,support and office buildings;providing reliable power by
operating the two generating facilities and back-up generator power sources,repairing all systems,and supporting the CIP.
Environmental Laboratory and Ocean Monitoring performs analytical procedures,monitoring method development,
data analysis and reporting for a broad range of programs and sample types,including wastewater treatment streams,
industrial inputs,offshore and nearshore receiving waters,final effluent and air in order to demonstrate the effectiveness
of wastewater treatment processes,the industrial source control program,compliance with water and air regulations and
protection of the receiving water environment.
Return to A enda Re ad
Operations i Maintenance Departme
Fiscal Year 113-14 Budget Update
Operating Expense
2013-14 2013i4-
2012-13 Originally Updated
Category Budget Proposed Proposed
Personnel $40,205,800 $41,297,800 $42,648,200
Supplies 11,611,230 12,191,240 10,879,060
Professional/Contractual Services 22,249,620 23,304,930 19,754,670
Research&Monitoring 725,480 775,780 755,000
Repairs&Maintenance 6,523,320 6,752,230 6,776,820
Utilities 7,158,750 7,661,540 6,736,800
Other 107,160 107,530 103,920
Cost Allocation (2,078,840) (2,142,840) (2,142,840)
Total $86,502,520 $89,948,210 $85,511,630
Budget Overview
The Fiscal Year 2013-14 budgetfor the Department reflects a$4.4 million Authorized FrE Positions
decrease from the original proposed budgetfor this year.This significant decrease Managers6.00
is primarily related to the following factors: rr
• Expected savings of$2.9 million resulting from the termination of an Administrative/Clerical 5.00
rr
agreement with a company that was contracted to process biosolids into T.0nical Staff
an energy fuel. Operations 60
• Significant reductions in chemical usage at Plant l and Plant 2 resultingfrom
the move to full secondary treatment.
• Anticipated increases in power costs are less than previously expected with Staffing
Trends
the new secondary treatment processes now in operation.
• The Green Arces Project(GAP)water costs have decreased due to a new
agreement with the Orange County Water District that provides 1,120 acre
feet per year of free reclaimed water. se
Performance Objectives/Measures
• Achieve 100 percent compliance with water,solids,air,and energy permits.
• Achieve a compliance level of 80- 100 percent 100 percent of the Levels of
Service(LOS)targets consistent with resource availability.
• Manage 0&M expenditures to within 96-100 percent of approved budget
• Maintain safety cards above 90 percent.
• Maintain electrical power availability at Me distribution level greater than 99.9 percent(8 hours per unplanned outage).
• Continued efficiency improvement as measured by internal standards and benchmarking with other laboratories.
• Continue to meet all NPDES permit compliance standards and carry out strategic process studies focused toward
advancing OCSD's mission.
DEPARTMENTS SUMMARY
01
urn —a-
r
f�
40
Return to Aoenda Reoort
Appendix
A- 1
Return to Agenda Reoon
Cash Flow Projection
Orange County Sanitation District
Consolidated Cash Flow Projections
Preliminary Preliminary Preliminary Preliminary Preliminary Preliminary
Ref Description 13-14 14-15 1515=16 16_17 17_18 18-19
Revenues:
1 General User Fees 284,331,000 292,589,000 299,986,000 308,377,000 316,830,000 325,460,000
2 Permitted User Fees 11,291,000 11,584,000 11,841,000 12,134,000 12,427,000 12,725,000
3 IRWDAssessments 14,386,800 16,462,700 16,410,340 10,114,710 5,842,080 5,491,370
4 SAWPA Assessments 2,938,000 3,055,000 3,177,000 3,304,000 3,436,000 3,573,000
5 Properly Taxes(Flat in shod term) 73,699,000 77,384,000 81,253,000 85,316,000 89,5B2,000 94,061,000
6 New COP Issues - - - - - -
7 Interest Revenues 16,372,000 19,366,000 16562,000 18,628,000 17,763,000 18,255,000
8 Capital FacilBies Capacity Charges 9,761,000 8,677,000 9,463,000 10,137,001) 10,856,000 10,845,000
9 Other Revenues 5,926,900 4,100,000 4,147,000 12,577,000 4,246,000 4,297,0D0
10 Revenues 418,705,700 433,217,700 444,839,340 460,587,710 460,982,080 474,707,370
Requirements:
11 Oper&Mice Exp(5.0%yd 151,227,990 158,719,000 165,665,000 169,151,00) 172,769,000 180,486,000
12 Capitsl Improvement Program 141,600,000 204,692,400 183,394,400 113,006,400 178,062,400 183,559,400
13 Repl,Rehab&Refurb 3,303,000 17,391 26,283,000 62,102,000 102,751,000 81,892,000
14 COP Service(5.0%,30 yes) 98,45Q000 85,803,000 86,145,000 90,946,000 87,005,000 85,430,000
15 Other Requirements 4,352,000 2,152,000 2,152,000 2,152,M 2,152,000 2,152,000
16 Requirements 398,932,990 468,751 463,639,400 437,357,400 542,739,400 533,5191
17 Revenues-Requirements 19,772,710 (35,538,70D) (18,800,060) 23,230,310 (81,757,320) (58,812,030)
Accumulated Funds:
18 Beginning of Year 653,196,807 672,969,517 637,430,817 618,630,757 641,861,067 560,103,747
19 End of Year 672,969,517 637,430,817 618,630,757 641,861,067 W,103,747 501,291,717
20 Consolidated Reserve Policy 544,066,000 534,346,000 537,156,000 541,761,000 537,966,000 501,060,000
21 Over(Unded Reserve Poll 128,903,517 103,084,817 81,472,757 100,100,067 22,135,747 231,717
Sewer Service User Fees:
22 Avg SFR Annual User Fee $308.00 $316.00 $323.00 $331.00 $339.00 $347A4
23 Percentage Change 4.76% 2.60% 2.22% 2.48% 2,42% 2,40%
24 Equivalent Dwelling Units 929,430 932,033 934,736 937,493 940,306 943,127
25 SFR Connection Fee $3,775 $3,964 $4,162 $4,370 $4,589 $4,818
26 Orbitanding COPS $1,314,602,000 $1,286,727,000 $1,257,322,000 $1,221,747,000 $1,188,577,000 $1,175,762,000
Reserve Policy
27 50%Next Year Operating 75,614,000 79,360,000 82,833,000 B4,576,000 86,385," 90,243,000
28 10%Next Year Operating 15,123,000 15,872,000 16,567,000 16,915,000 17,277,000 18,049,000
29 100%Next Year AUG COP Svc, 98,450,000 B5,803,000 86,145,000 90,946,000 87,005,000 85,430,000
30 50%average len-year CIP Bal. 105,470,000 105,470,000 105,470,000 105,470,000 105,470,000 105,470,000
31 DSR@10%Outstanding COPS 131,460,000 128,673,000 125,732,000 122,175,000 118,858,000 117,576,000
32 SFI@$57mm INPUT 57,000,000 57,000,000 57,000,000 57,000,000 57,000,000 57,000,000
33 Rapt&Fall Q2%lyr 60,949,000 62,168,000 63,411,000 64,679,000 65,973,0D0 67,292,000
34 *Reserve Reduction(in accordance with Board action allowing a$40M reduction to total reserve requirements) (40,000,000)
35 Total 544,066,000 534,346,000 537,158,000 541,761,000 537,968,000 501,060,000
COP Ratios
36 Sr Lien Coverge,Min 1.25 262 3.10 3.13 309 3,19 3,32
A-2
Return W Amends Radon
2013-14 Budget Update
Orange County Sanitation District
Consolidated Cash Flow Projections
Preliminary Preliminary Preliminary Preliminary 10-Year
Description 19-20 20-21 21-22 22-23 Total
Revenues:
General User Fees 334,323,000 343,426,000 352,775,000 362,378,000 3,M,475,000
Permitted User Fees 13,030,000 13,343,000 13,663,000 13,991,000 126,029,000
IRWD Assessments 5,033,290 4,554,270 4,806,610 4,H8,710 87,880,8W
SAWPA Assessments 3,716,000 3,865,000 4,020,000 4,181,000 35,265,000
Properly Tans(Flat in short tem) 98,764,000 103,702,000 108,887,000 114,331.000 926,979,000
New COP Issues - - - - -
Interest Revenues 19,709,000 20,824,000 22,800,000 23,925,000 196,204,000
Capital Facilities Capacity Charges 11,421,000 12,028,000 12,667,000 9,697,000 105,552,000
Other Revenues 12,729,000 4,402,000 4,456,000 4,512,002 61,392,902
Revenues 499,725,290 5061 524,074,610 637,793,712 4,759,777,782
Requirements:
Oper&Mace Exp(7.0%yr) 188,547,000 196,971,000 205,771,000 214,966,002 1,804,272,992
Capital Improvement Program 135,930,400 78,023,400 51,465,400 39,029,400 1,308,763,600
Reel,Rehab&Return 84,069,000 89,346,000 140,551,000 192,959,000 800,646,000
COP Service 15.0%,30 yrs) 85A57,000 86,339,000 7,709,000 77,698,000 859,982,000
Other Requirements 2,152,000 2,152,000 2,152,000 2,152,000 23,720,000
Requirements 496155400 451831400 47761 526804402 797384592
Revenue-Requiremartts 2,569,890 54,312,870 46,426,210 1g989,310 (37,606,810)
Accumulated Funds:
Beginning of Year 501,291,717 503,861,607 558,174,477 604,600,687 653,196,807
End of Year 503,861,607 558,174,477 GAS00,687 615,589,997 615,589,997
Consolidated Reserve Policy 505,925,000 550,372,000 546,566,000 550,505,000 550,505,000
Over(Under)Reserves Policy* (2,063,393) 7,802,477 58,034,687 65,084,997
Sewer Service User Fees:
Avg SFR Annual User Fee $355.47 $364.00 $372.73 $381.68
Percentage Change 2.40% 2.40% 2.40% 2.40%
Equivalent Darelling Units 945,956 W,794 951,640 954,495
SFR Connection Fee $5,059 $5,312 $5,577 $5,856
Outstanding COPS $1,162,307,000 $1,143,692,000 $1,115,127,000 $1,085,182,000
Reserve Poliov
50%Next Year Operating 96,274,000 98A86,000 102,886,000 107,483.000
10%Next Year Operating 18,855,000 19,697,000 20,577,000 21,497,000
100%Next Year AUG COP Svc. 85,457,000 85,339,000 77709,000 77,698,000
50%average ten-year CIP Bal. 105,470,000 105,470,000 105,470,000 105,470,000
DSR @10%Outstanding COPs 116,231,000 114,361 111,513,000 108,518'"
SFI@$57mm INPUT 57,000,000 57,000,000 57,000,000 57,000,000
Repl&Return @2%/yr 68,638,000 70,011,000 71,411,000 72,839,000
Reserve Reduction (40,000,000)
Total 505.925,000 550,372,000 546,566,000 550,505,000
COP Ram
Sr Lien Govetge,Min 1.25 350 3.48 393 4.03
A-3
Return to Agenda Reoort
Capital Improvement Program Summary
Original FY 2013-14 Budget $ 156,317,000
% Change
Projects Completed or Canceled (713,000) (0.46%)
New Projects 852,000 0.55%
Additions to Existing Projects 33,188,000 21.23%
Deductions from Existing Projects (49,218,000) (31.49%)
Changes to Capital Equipment 1,174,000 0.75%
ReNsed FY 2013-14 Budget 141,600,000 (9.41%)
Original Total Budget 2,790,151,000
% Change
Projects Completed or Canceled (302,491,000) (10.84%)
New Projects 3,742,000 0.13%
Additions to Existing Projects 187,436,000 6.72%
Deductions from Existing Projects (16,563,000) (0.59%)
Changes to Capital Equipment - 0.00%
Re\4sed Total Budget $2,662,275,000 (4.58%)
A-4
Return to Aaentla Report
2013-14 Budget Update
Project Summary FY 2013-14
2013-14
ReplacemenH Improved Additional CashBow
Item Rehabilitation Treatment Capacity Support Budget
Collections Facilities $ 23,071,400 $ 137,400 $13,936,800 $ 137,400 $ 37,283,000
Headworks 1,598,400 425,600 - - 2,024,000
Primary Treatment 1,421,000 145,000 - - 1,566,000
Secondary Treatment 667,000 862,290 424,710 - 1,954,000
Solids Handling& Digestion 23,368,530 26,339,570 2,725,900 - 52,434,000
Ocean Outfall Systems 3,144,000 - - - 3,144,000
Utility Systems 8,171,250 1,656,250 143,250 233,250 10,204,000
Odor Control Related Projects 2,510,700 689,300 211,000 - 3,411,000
Plant Automation& Computerization 2,707,100 - 688,000 2,860,900 6,256,000
Process Related Special Projects - - - 5,000,000 5,000,000
Miscellaneous&Support Projects 9,551,600 427,200 - 3,751,200 13,730,000
Strategic& Master Planning 435,000 - - 691,000 1,126,000
Others 491,000 335,000 335,000 587,000 1,748,000
Equipment 430,000 430,000 430,000 430,000 1,720,000
Total $ 77,566,980 $31,447,610 $18,894,660 $13,690,750 $141,600,000
A-5
Return to Agenda Reoon
Capital Improvement Expenditure Graphs
$1,126.000
Strategic&Mama
$1,566,000 Planning 01%
Primery Treaanant
1.1%
$52A� l-\ HandlinSM
g
Solids ng&Olgeal4n
�
$37,263,W9 / 37.0%
Collections Fatllides
26.3%
$1,720,000
Equipment
1.2%
$2.024.000
Headuorka
1.4% $3,611,000
$1,748,000 Otlor Control Projects
tM Ors 2.4%
1.4% $6,256,W0 31,954,wo
Plant Automatlon& 5¢cOntlary Teatment
Ccmpulerieatbn $13,730,000 $10,204,000 1.4%
4.4% $9 Miscellaneous 8 Utilily systems $5 ppp ppp
WeProjects OAertt Sup port Pooled. 7.2% Process Releletl Pi
Protects OPA 97% 3.5%
$3,144,000
Ocean Ouliall Systems
2.2%
Total FY 2013-14 Capital Improvement Expenditure by Process -$141,600,000
$31,"7,610
Impmvetl Treatment
22.2%
E1B,894,860
`\ AdtlilbnalCapal
t 3.3%`
$13.690.750
Support
9.7%
377,566,980
Replacement/
Rehatilitsion
54.8% 41
Total FY 2013-14 Capital Improvement Expenditure by Type -$141,600,000
A-6
Return to Aaentla Reoort
2013-14 Budget Update
Summary of Capital Requirements—Collection System Improvement Projects
Original Revised Original Revised
Total Total 2013-14 201&14
Project Project Project Casi Cashflow Item
Number Budget Budget Budget Budget Number
Collections Facilities
Raiff and Bristol Street Sewer Extension 01-101 $ 9,906,000 $ 9,906,000 1
Santa Ana Trunk Sewer Rehab. 01-17 7,331,000 7,519,000 3,142,000 470,000 2
Santa Ana Ricer Interceptor Realignment and Fiat. 02-41 11,404,000 11,404,000 298,000 813,000 3
Santa Ana Ricer lntemepta(SARI)lnspectim and Mitigation 0241-7 1,217,000 1,217,000 176,000 616,000 4
SARI Rock Stat lizers Remi 02-41-8 3,092,000 3,092,000 2,355,000 1,404,000 5
Taft Branch lmpmcements 0249 3,143,000 3,143,000 6
Newhope-Placentia Tmnk Guide Sebastian Replacement 0265 6,390,000 6,685,000 1,674,000 3,074,000 7
Fullerton-Brea Interceptor Sewer Relief 02-71 2,736,000 454,000 Completed
NewhopnPlacentia Trunk Replacement 02-72 66,696,000 66,696,000 8
Vorba Linda Pumping Station Abandonment 02-73 9,566,000 9,566,000 9
LakeNew OCTA Grade Separation 02-75 330,000 330,000 102,000 52,000 10
Tustin Rose OCTA Grade Separation 02-76 2,500,000 1,483,000 1,475,000 11
Ouingethorpe OCTA Goods Separation 02-77 3,900,000 3,900,000 3,850,000 1,131,000 12
Westside Relief Interceptor Relief 03-55 26,482,000 26,482,000 13
Rehabilitation of Magnolia Tmnk Sever OMB 19,786,000 19,812,000 249,000 14
Mill"older Trunk Sewer Relief 0359 17,324,000 17,324,000 15
Beach TmnklKnolt Interceptor Sewer Relief 0360 25,055,000 25,055,000 16
Miller-Holder and Knott Trunks Odor Control Project 0361 1,795,000 1,795,000 17
Seal Beach Pumping Station upgrade and Rehabilitation 0362 26,356,000 26,356,000 18
Rehabilitation of 36,M,and 3.21-1 Sewers 0364 88,720,000 88,720,000 19
Benoist Tmnk Serer Rehabil0ation 05-07 9,446,000 10,622,000 2,310,000 5,878,000 20
Replacement of the Bitter Paint Pump Station 05-09 31,610,M 32,095,000 681,000 58,000 21
Replacement of the Rocky Point Pump Statim 0550 22,550,000 22,678,000 70,000 22
Bider Point Force Main Rehabilitation 0558 44,290,000 45,829,000 1,097,000 4,316,000 23
Newport Force Main Condition Rehabilitation 0560 23,779,000 45,788,000 670,000 2,038,000 24
Dow Dme Trunk Sevier Relief 0563 14,296,000 13,751,000 8,541,000 7,936,000 25
Crystal Ccw Pumpng Station Upgrade and Rehabilitation 0566 7,379,000 7,379,000 26
Bay Bridge Pumpng Station Upgrade and Rehabilitation 0567 46,852,000 46,852,000 27
District 6 Trunk Sesser Relief 06.17 5,638,000 5,638,000 850,000 412,000 28
Southwest Costa Mesa Trunk 06-19 14,91 14,993,000 956,000 974,000 29
Gisler-Redbill System Imp onaments,Reach B 07-37 11,402,000 11,814,000 5,960,000 4,593,000 30
Brovming SaMrunk Sewer Relief 0760 11,172,000 12,663,000 1,057,000 31
Von Kaman Trunk Sewer Relief 0762 433,000 433,000 32
congruent
A-7
Return to Agenda Reoon
Summary of Capital Requirements
Summary of Capital Requirements—Collection System Improvement Projects
Original Revised Original Revised
Total Total 2013.14 2013.14
Project Project Project Ca5t0ow Cash0ow Item
Number Budget Budget Budget Budget Number
Collections Facilities(Con0nued)
MacArthur Pumping Station Upgrade and Rehabilitation 07-63 7,028,000 7,028,000 33
EdingedBolsa Chico Trunk lmprmements 11-25 6,030,000 6,030,000 34
Wintemburg Channel Siphon Protection Project 1132 75,000 75,000 41,000 24,000 35
Edinger Pumping Station Upgrade and Rehabilitation 1133 11,474,000 11,474,000 36
Facilities Engineering Projects-Colections FE-CcIlact 8,250,000 8,250,000 150,000 916,000 37
Siphon and Manhole Upgrade Feesibility Study SP-138 3IX1,000 Completed
Bay Bridge Pump Station and Forcemains Rehabilitation Study SP-178 150,000 150,000 50,1100 142,000 38
Main Street Flume Downsizing Study SP-179 75000 Canceled
Recenue Area 3 Asset Management Plan SP-180 400,000 400,000 134,03 360,000 39
Reeenue Area 7 Asset Management Plan SP-181 300,000 300,000 10g000 282,000 40
Total Collection System Improvement Projects 611,651,000 634,727,000 34,647,000 37,283,000
A-8
Return t2 AOenda Re0ort
2013-14 Budget Update
Summary of Capital Requirements-Treatment System Improvement Projects
Original ReviBed Original Revised
Total Total 2013-14 M13-14
Project Project Project cache. Caeh0aw Item
Number Budget Budget Budget Budget Number
Headwork.
Headwnrks Rehabilitation at Plant No P1-105 72,058,000 T'Ow,000 5921000 307,000 41
Headwarks Expansion MAW 222,804,000 222,804,000 42
Headwmks Improtestri at Plant No.2 P2-66 258,124,000 259,124,000 2,974,000 1,641,000 43
Plant No.1 Hem&Bypass Asset Management Plan SP-182 "'Wo 400,000 10Q0oo 76,000 44
Headwork.TOWI 553,286,000 554,386,001) 3,66Q000 2,01
Primary Treatment
Joint GWRS Micmfi0mticn Backvresh Redirection Project J- i 1,111,000 522,000 145,000 45
Primary Stuart Pipeline Joint Repairs P1-118 3,246,000 3,246,OW 46
Plant Hai Primary Treatment Upgrades Pi-124 17,835,000 11,W5,000 897,000 702,000 47
Primary Treatment Area Rehabilitation Study SP-137 w,wo 848,000 162,OOo 719,000 48
Primary Treatment Total 23,040.000 10,161,O0 1100,000 1,566,DW
Secondary Treatment
New Secondary Treatment System at Plant No P1-102 255,471,000 255,471,000 3,164,000 1,287,000 49
Tricking Filters at Plant Na.2 P2bID 22g206poo 173,O00 Completed
Oxygen Plant Rehabilitation at Plant No.2 SP-129 2,208,000 2,300,000 281,000 302,000 50
Plant Hai Secondary Treatment Asset Management Plan SP-183 200,OOo 200,OOD 66,000 180,0W 51
Plant No.2 Secondary Oxygen Plant Asset Management Plan SP-185 M'Mo 200,000 SE'Wo 180,0W 52
Secondary Treatment Total 478,285,000 250,171,000 3.7601O00 1,954,Ooo
Solids Handling&Digestion
Sludge Digester Rehabilitation at Plant l P1-100 5T,205'Wo 576,11,000 S,BSS,Ooo 5926,000 53
Sludge Dewatering and Odor control at Plant l P1-101 147,2TO,OOo 171,978,000 36,140,000 27,259,000 54
Greater Feelc Chloride System Rehabilitation P2-105 4,078,000 4,178,000 1.144,000 11881 55
Demolition of Digesters A and B and Gas Holders P2-1 f0 5,4051000 29,409.000 402,OW 56
Solids Storage Silo Rehabilitation P2-114 37,604,000 37,604,000 57
Solids Thickenitg and Processing Upgrades P2d9 4$146,000 48,146,0W 17,861,000 12,881,000 58
Digester Relabilitatlon at Plant No,2 P2A1-1 45,637,000 47,600,000 ;aS' 0 59
Sludge Dewatering and Odor Control at Plant 2 PM2 71,560,000 71,860,000 1,948,000 2,842,000 60
Plant No.2 Digesters and Boilers Plant Asset Management Plan SPAM 2001000 200000 661000 180,000 61
Solids Handling&Digestlon Total 417,405,000 488,616,000 64,060,000 52,434,000
Ocean Degan systems
Final Effluent Sampler and Building Area Upgrades J-110 12,585,000 14,064,000 954,000 1,085,000 62
Outial Land Section and GOBS Piping Rehabilitation Jl12 24,139,000 20,939,000 2,85ti 1,6]],000 63
664nch Intemlant Effluent Pipeline Relmolitation J-116 T$517,000 9 ,51T,000 64
Ocean Outtell System Rehabilitation Y117 15',vo'w0 15A02,000 1,450,000 98,000 65
OatWll Beach Box Rehabilitation Etaluation 1l 19 385,000 28,000 BE
Aftermaths ElAuent Disinfection Study SP-156 1w,000 100,000 67
Plant No.2 OutWll Systems Asset Management Plan SP-182 3001000 3001000 100.W0 256,O00 68
Ocean Oman Systems TOWI 125,043,000 120.707,000 5,30 M 3,144,000
A-9
Return to Agenda Reoon
Summary of Capital Requirements
Summary of Capital Requirements—Treatment System Improvement Projects
Original Revised Original Fennel
Total Total 2013-14 M13-14
Project Project Project coal cash0ow Item
Number Budget Budget Budget Budget Number
utility Symbol
Interplant Gas Line Rehabilitation L106 5,634,DOO 5,634,000 74,000 1,128,000 69
Cengen Cooling Water System Replacement L109 11,337,000 11,454,000 gfi8,000 1'M'000 TO
Cengen Emissions CoMml Pri b111 31,251,000 29,000,000 1,743,000 1,513,000 71
UPS System Upgrades b121 13,012,000 13,012,000 n
Digester Gas Compressor lmlromments ,L124 55,385,000 73
Central Generation Automation N7 -1 23.W.000 completed
Electrical Power Distribution System lmp.ments As 9,n3,000 12,791,000 960,000 74
Plant Water System Rehabilitation at Plant No.1 P1-112 10,029,000 S569p00 5,439,IID0 2,587,000 75
Flare Addition P1-119 2,08SCOD Canceled
Gas Compressor UNrades Pi-121 27,181,000 Canceled
Plant Water System Rehabilitation at Plant No.2 P2-101 3,064.000 4,009,000 1,132,000 115641000 76
Additional High Pressure Flare P2-103 2,116,000 Canceled
15 kV Upgrades at Plant No,2 P2-108 4,658,000 4,658,000 1,612,000 561,000 ➢y
Goo Compressor Upgrades P2-109 22,362,000 Canceled
SCE Feed Reliability Improvements P2-111 22,490,000 22,490,000 78
Somers,Area Cable Trey Upgrades P2-116 2,154,000 2,154,000 79
Headamins Area Cable Tray Upgrades P2-117 310151000 3,015,000 80
Ogaden Gas Facilities Assessment SP-141 700,000 700,000 668,000 81
Utility Water Systems Study SP-10 000,000 8001000 573.000 82
Plant Air System Master Plan SP-148 340.000 3401000 83
Electrical System Base Map SP-149 250,DOO 250,000 84
UnintenuptiWe Power System(UPS)Study SP-150 342,000 Completed
Simetream Pumping System and Water Characterization Study SP-155 246,000 246,000 90,000 85
Standby Poteer Generation Stud, SP-158 400,000 4001000 86
Power Outage Ran.,Plan SP-170 100,000 100000 1orl 87
Potable Water Quality Study SP-175 50,000 5Q000 88
Utility Systems Total 197,533,000 1761 12,020,000 10,204,000
Odor control Related Project
Coyote Hills Goff Course Odor Control Station U-74 8,365,000 8,365,000 89
Primary and Secondary Oda Control at Plant No.1 Pi-114 48,600,000 50,708,000 716,000 90
Trunk Line Odor Control lmphnements Pi-123 10,016,000 10,016,000 737,000 832,000 91
Chemical Scrubber Conversions antl Piping System Imprmement P2-106 2,BOT,000 2,906,000 11101 1,474,000 92
P2 Primary Clatters Rehabilitation Pri P298 35,691'" 43,210,000 1,09;S,W0 93
Oda Control Means-Plan SP-166 1,200,000 1,200,000 800,000 1,055000 94
Collection System Odor Control Systems Study SP-189 Stem 500,000 166,000 50,000 95
Odor control Related Projects Total 107,1n,000 116,905,0011 4,620,000 3,411,000
Process Related Special Projects
Corrosion Management SP98-1 14,3T2,000 37,603,000 1,416,000 5,000,000 96
Process Related Special Projects Total 14,372,000 31.603.000 1,416,000 5,000,000
A- 10
Return to Aaentla Reoort
2013-14 Budget Update
Summary of Capital Requirements-Treatment System Improvement Projects
Original Revised Original Revised
Total Total 2013-14 2013-14
Project Project Project casb0ost casi Item
Number Budget Budget Budget Budget Number
Plant Automation 8 Computerization
Process SCADA Replacement . 120 24,680,000 24,680,OW 91
Programmable Control Panel Upgrades J-125 2,942,000 300,000 98
carver Monitoring and Contrd Systems J33 13,050,000 12,327,000 3,244,000 1,474,000 99
SCADA System and Network Upgrades P2-107 22,895,W0 27,839,000 2,06,000 IN
Strategic Information Architecture ISLA) SPAS 1,991 1,995,OW 100,000 445,W0 101
IntemeVlntranet Dereloprnent SPAS 650,000 Ill 25,000 300.000 102
CMMS System Replacement SPAN 51000,000 61W0,000 942,000 2752,OW 1W
P0S20 Software Replacement SP-103 250,000 500,000 90,000 275,000 IN
Geographic Interne on System SP-15 4,047,000 4,047,000 365,Wo 364,000 105
Network Equipment Upgrade SP-89 2,90SOW 1,427,000 44000 346,000 IN
Plant Automation It computerization Total ]5,4]2,000 82,90I,000 7,702,000 6,256,000
Miscellaneous 8 Support Projects,
Facilities Engineering Projects-Joint FEJ 23,910,000 23,910,000 3351000 265,000 107
Fallities Engineering Projects-Plant FE-Pt 20,910,W0 20,910,000 124,000 1,353,000 I
Facilities Engineering Projects-Plant 2 FE-P2 20,910,W0 20,910,OW 435,000 1,2W,W0 IN
Emergency Operation Center J-115 lw,W0 160,000 110
Contmcts and Purchasing Building Extension b118 3,589,W0 3,589,000 Ill
Operations Center Entrance/Building Repairs 1122 2,S25,W0 2,648,000 1,292,000 217,WO 112
Fall Protection lmprmements at Plants Nos.1 and2 J-123 2,961,W0 2,961,OW 1,W2,000 588,000 113
Title 24 Access Compllance and Building Rehabilitation Project P1-115 30,V6,W0 32,637,000 3,114,000 2,181,W0 114
Site and Security Improvements at Plant No.2 P2-96 1,OT],000 2,0]],000 618,000 Sell 115
2W9 NPDES Permit Renewal SP-133 150,W0 completed
Entrance and Computer Equipment Replacement Project SP-135 2.I00,000 51050,0W 400,000 2,262.000 116
Iend Records lnlormaticn System SP-136 410,000 410,000 40,Wo 117
Facility Assets Assessment SP-145 2,960,000 2,960,000 22o,Wo 221,Wo 118
PIent 2 WSSPS Motor Location SP-145-2 72,000 72,00D 54,W0 119
Stormwaler Master Plan SP-167 Soil 300,000 236,000 120
Inramedion Technology Workrpnn Replacement SP-176 2,966,000 2,566,000 2,566,000 121
Public Address System Study SP-188 75,WO 75,090 8,000 M
Plant No.2 Tunnels Systems Asset Management Plan SP-191 MAI) 200,0W 66,000 137,WO 123
Small CapOal ReplacementlRehabilitmion Project SP-34 37,2W,000 3I,200,0110 510001000 4,2W,W0 124
Asset Management Pmgram SP-68-2 4,800,000 4,800,000 399,000 100,000 125
Miscellaneous B Support Projects Total 157,55T,000 163,"l,OW 15,051000 13,73Q000
Water Management Projects
Initial Expansion of the GrouMwater Replenishment System SP-139 Sri 86,000 Comlieled
Effluent Reuse Study SP-173 W,WO 60,OW 126
Water Mana go me nl Projects Total 36l 60,000 86,000
A- 11
Return to Agenda Report
Summary of Capital Requirements
Summary of Capital Requirements-Treatment System Improvement Projects
Original Revised Original Revlsed
Too] Tsui 2013-14 2013-14
Project Project Project Castel Cashgow Ikon
Number Budget Budget Budget Budget Number
Strategic&Master Planning
Facilities-Wide Safety Assessment SP-145-1 300,000 930,000 473,000 127
Landscape Master Plan SP-1454 150,000 150,000 118,000 128
Climate Change Impact Study SP-152 100,000 100,000 100,000 100,000 129
Treatment Plant Hydraulic Assessment SP-168 300,000 300,000 300,000 130
Sediment and Liquefaction Study SP-177 173,000 173,000 131
Plant Not Effluent 8lreerplant Piping Asset Management Plan SP-184 200,000 200,000 66,000 135,000 132
Plant No.2 Administraliw Buildings Master Plan SP-193 300,000 300,000 133
Strategic B Moslem Planning Total 1,223,000 2,10,000 466,000 1,126,000
Others
Research-Superoxygentation SP-121 850,000 Connectetl
Operational Research Projects(annual allocation) SP-125 10,000,000 10,440,000 1,000,000 1,340,000 134
Process SCADA Link to Pump Stations SP-157 271,000 271,000 103,000 156,000 135
Data Storage Addition SP-163 444,000 Completed
Information Technology Data Center Replacement SP-174 180,000 180,000 180,000 im
Infomnation Technology Master Plan SP-192 500 No 252,000 137
OthereTotal 11,745,000 11,391,000 1,283,000 1,748,000
Total Treatment and Dispose l Projects 2,162,500,000 2,011,548,000 121,124,000 102,597,000
Ca pital Soul pment Purchases 16,000,000 16,000,000 546,000 1,720,000
Total Collection,Treatment and Disposal Projects 52,790,151,000 52.662,275,000 5156,317,000 $141,600,000
A- 12
Return to Agenda Reoon
2013-14 Budget Update
CIP New Project Descriptions
Project Name&Number Programmable Control Panel Upgrades.J-125
Project Category Plant Automation 9 Computerization Project Budget: S2 942 000
Description
The project will upgrade programmable logic coobol(PLC)panels at both plants to be functional with new
Industrial Control System(ICS)Network being Installed by the Information Technology Department. The project
will Install ten(10)new PLC panels(5 at Plant No 1 and 5 Plant No 2).ado equipment to existing panels at Win
Plants No. 1 &2.and Installation of miscellaneous network components.
Justification
ICS Network Inspllatpn and Supervisory Control and Data Acquisition System(SCADA)Security Upgrade
Project(IT Project)IS being completed by IT and requires these PLC upgrades for Me PI-Cs t0 communicate
through me ICS Nehvon, This project will eliminate me dependency on the old Modbus Plus Network,and will
ncrease level of security and reliability in SCADA communications.
The projects construction cost budget is$1.900,000.
The impacts to opemtionat budgets have not yet been determined.
Project Name 8 Number Plant No.2 Administrative Buildings Master Plan-SP-193
Project Category Strategic l3 Master Planning Project Budget: $300,000
Description
This study provides for an assessment of options for sustaining our office facilities and non process related
lac alms at Plant No.2 over the next 30 years,along we an office space optimization planning study.
Justification
There are various issues associated with the facilities used for shaft offices including but not limited to:
1.DCSD staff is dispersed throughout van WS buildings and trailers within Me treatment facilities. The winding
efficiency of this arrangement needs to be evaluated
2.Facilities may have been constructed without a formal review process by the local city building departments.
and have various ADA and compliance issues Nat have and will result in signdicant cost impacts when modifpng
existing Facilities.
3.The facilities are nearing the point where major rehabilitations and upgrades will be necessary for continued
operation of Ire facilities.
The impacts to operational budgets have not yet been determined.
A- 13
Return to Agenda Report
CIP New Project Descriptions
Project Name R Number Information Technology Master Plan-SP-192
Project Category Information Management&Computerlaation Project Budget E`00.000
Description
This project will develop a master plan for information technology software and hardware systems for the
treatment wads and admm5trative support Iacilues for me nert 20 years This will include ideotit"ng and space
needs for the expanding server systems,incorporating newer server technologies(packaged data centers),
network infrastructure needs(wire.finer optics,swncnes.and wireless networks).standby Power and other col try
requirements to operate the information technology equipment.estimating costs for locating backup server
systems oflsde,mcomorate Mended needs for business continuity alter a disaster implementation plan for
replacement of major software systems(financial, laboralory.etc 1.and plan for needed upgrades for the
treatment plant control system(SCADA)
Justlbcabon
A plan Is needed to lay out a plan for Mure information technologies and upgrades.The information technology
systems that are in place are aging,rearing the end-of their useful Ines.and need a planned replacement Ilan.
Also many existing equipment locations are nearing space capacities and are prohibiting necessary enPanuons
The project will also support ongoing efforts for maintaining business common,after a disaster.
This pmject will not have an Impact on operational budgets
A- 14
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FY 2013-14 Budget Update
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A - 15
Return to Agenda Reoort
Capital Equipment Budget Summary
Capital Equipment Budget
2013-14
Machine
Trucks & Other Eq& Comm
Vehicles Mobile Eq Tools Equipment
Division 09410000 09410001 09410002 09410003
Contracts, Purchasing, & Materials Management $ - $ - $ - $ -
Information Technology - - - -
Facilities Support 221,000 63,500 - -
Equipment/Rebuild - - 62,600 -
Fleet Services 401,500 8,600 - -
Odor and Corrosion Control - - - -
Plant No. 2 Operations - - - -
Mechanical& Reliability Maintenance - - - -
Instrumentation& Electrical Maintenance - - - 33,500
Environmental Laboratory&Ocean Monitoring - - - -
Total Proposed Capital Equipment $ 622,500 $ 72,100 $ 62,600 $ 33,500
A- 16
Return to Aaentla Report
FY 2013-14 Budget Update
Capital Equipment Budget
2013-14
Instr/Test Safety& Office Fix& Computer 2013-14
Equipment Traffic Eq Eq Equipment Proposed
Division 09410004 09410005 09410006 09410007 Budget
Contracts, Purchasing,&Materials Management $ - $ - $ 38,200 $ - $ 38,200
Information Technology - - - 391,000 391,000
Facilities Support - - - - 284,500
Equipment/Rebuild - - - - 62,600
Fleet Services - - - - 410,100
Odor and Corrosion Control 21,000 - - - 21,000
Plant No.2 Operations 65,000 - - - 65,000
Mechanical&Reliability Maintenance 10,000 - - - 10,000
Instrumentation&Electrical Maintenance 109,100 - - - 142,600
Environmental Laboratory&Ocean Monitoring 295,000 - - - 295,000
Total Proposed Capital Equipment $ 500,100 $ - $ 38,200 $ 391,000 $1,720,000
A- 17
Return to Agenda Reoon
Capital Equipment Budget Detail
Capital Equipment Budget Detail
Proposed Equip.
lNNalen Erwiment Tyl» Budget
230 - Contracts. Purchasina. & Materials Manaaement
Pellet Racks-Plem 1 $ 19.100
Pellet Racks -PlaM 2 19,100
Total 38.200
250 - IMormatZTecbnoloAbsence Coay
mpliance Tracking 37,000
Advanced Threat Detection Appliance 21.000
Emulator Proxy Servers 181.000
Pump Station SCADA Servers Replacement 62,000
Risk Management Database 60.000
Video and Storage Equipment 30,000
Tolal 391,000
320 - Facilities Support
Dump Trailers (3)for Div 340- Replace E#0902. 0903&0904 63.500
Hydraulic Driven Pull Rig-Replace V#0385 102,000
Secondary Trailer Rig-Replace V#0383 62,000
Truck, Pump Station Maintenance-Replace V#0451 57,000
Total 289,500
321 - Equipment/ Rebuild
Down Draft Workbench 8.200
Millar Multi-Purpoaa Welder 16,200
Platen Table 9,300
Power Peen Sandblaster 17,200
Pressure Washer 11,700
Total 82,600
322 - Fleet Services
Truck-Rapt...V0524 44,100
Personnel Caller-Replace Canter C1022 8,600
Truck-Replace V0502 70,400
Standby Pump Station 350KW Generator&Truck 287,000
Total 410,100
342 - Odor and Corrosion Contml
VOO Meter Replacement 10,500
Volatile Organic Compound Meter-replacement 10,500
Total 21,000
840 - Plant No. 2 Operation.
Chem Scan Analyzer model W-0100 65,000
Total 65,000
850 - Mechanical is Reliability Maintenance
CSI 26M Machinery Health Expert -Upgrade from 12 Channels to 24 10000
Total 10,000
"0 - Instrumentation& Electrical Maintenance
Cable. Control Wiring & Fiber Analyzer 11.300
Motor Operated Valve Simulator 12.400
PLC Communication Netvroda Equipment 33.500
Portable 70KVA Generator("W hispar Quiet') 47,200
Process Control Network Ethernet Analyzer 8,800
Ultrasonic Detection System 16,300
Vibration Analysis Test Unit 13,100
Total 142,600
890 - EnOronmental Laboratory is Ocean Monitoring
Upgrade of Air Concentrator and Air Autosampler 82,400
Gel Permeation Cleanup Autosampler 24.700
Purge& Trap GUMS system for EPA method 624 136.500
Ref igerated Auto-Sampler 43,300
S.mpla Rack &Vacuum Cover-.pleb concentrator 8.100
Total 295.000
Total Proposed 2013-14 CORP Equipment Budget $ 1,720,000
A- 18
Return to Agentla Report
FY 2013-14 Budget Update
Listing of Proposed Purchases Over$100,000
Resolution 07-04,"Establishing Policies and Procedures For:The Award of Purchase Orders and Contracts; Public Works
Project Contracts;Professional Services Contracts;and Delegation of Authority to Implement Said Policies and Procedure,"
was adopted by the Board on February 28,2007. Article IV,Section 4.03(B)of the Resolution provides that,"Purchases of
supplies, materials,equipment or services, including Professional Service Consultants...as outlined in each Fiscal Years
annual budget,to include capital equipment,shall be bid and awarded directly by the Contraots/Purchasing Manager.' The
annual authorization amount for a multi-year contract is determined in the year the contract is bid/let. Therefore,the
contract authorization amount indicated herein is valid only when the contract is bid/let in FY 2013-14.
Following are services or supply items identified in the budget process with a cost greater than$100,000. Staff requests the
Board approve the purchase of these items and those listed in the Proposed Equipment Budget Detail listing without further
Board action in accordance with the referenced policy.
Contract Change Order
Description of SaMces or Supplies DMsmn Authorization Contingency (1)
Chemical contracts
Calcium nitrate for odor and corrosion control 342 $ 705,000 0% (2)
Caustic soda(50%)for odor and corrosion control 342 618,000 0% (2)
Ferrous chloride for odor and corrosion control 342 2,139,000 0% (2)
Magnesium hydroxide for odor and corrosion control 342 2,570,000 0% (2)
Anionic polymers for primary treatment 830/840 378,000 0% (2)
Bleach for disinfection and odor control 830/840 716,000 0% (2)
Cationic polymers for solids dewatering and coagulation 830/840 1.642,000 0% (2)
Caustic soda(25%)for odor and corrosion control 830/840 128,220 0% (2)
Ferric chloride for primary treatment 830/840 4,754,700 0% (2)
Hydrogen peroxide for odor control 830/840 1,177.600 0% (2)
Other Contrails
Auditing seMces-audit PDSA and construction contract change orders 230 100,000 10%
Contractual resources contras 230 208.000 10%
Uniform contract 230 3001000 10%
Copy center managed seMces 250 230,000 10%
IBM software maintenance 250 215,000 10%
License and seMces maintenance of plant security systems 250 110,000 10%
Mlcrosoft Enterprise License Agreement 250 225,000 10%
Oracle software maintenance 254) 145,000 10%
Outside reprographics seMces 250 400,000 10%
Telecommunication services 250 200,000 10%
Hazardous waste disposal 260 175,000 10%
OCIP broker 260 150,000 10%
Safely training seMces 250 110,000 10%
Security 260 450,000 10%
CCTV seMces for sewers 330 468,000 10%
Contract traffic control 330 101 10%
CenGen engine overhaul 330 720,000 10%
Janitorial seMces 330 4",81 10%
Landscape maintenance 330 160,720 10%
Manhole creme and cover purchase 330 100,000 10%
Manhole frame and cover replacement 330 235,000 10%
Manhole structural repair and coating services 330 302,000 10%
On-call architect and engineering consultant 330 101 10%
On-call contractor for facilities repair jobs 330 250,000 10%
On-call structural engineer 330 100.000 10%
Pipeline rehabilitation 330 246.000 10%
Process area coating contract 330 680.000 10%
Sewer line cleaning 330 360.000 10%
NPDES permit fees 790 540.000 10%
Carbon replacement 8301 300.000 10%
Grit and screenings hauling and disposal 830/840 756.000 10%
Oxygen plant operation 8301 578.800 10%
Solids removal 8301 17.940.000 10%
Gale and door repair services San 130.000 10%
General labor service 850 200.000 10%
Plumbing services 850 175.000 10%
Arc Flash Study 860 100.000 10%
Carbon filter replacements for digester gas cleaning 860 134.000 10%
CenGen generator rehabilitation 860 130.000 10%
Electric protective relay calibration and testing 860 200.000 10%
GAP water we 900.000 10%
Natural gas Se, 437.000 10%
Total $44.632.a80
Note 1: The change order contingency is for the lifetime of the contract and is based on the annual authorized amount
In the year the contract Is bid/let. [For example, a thresyetir contract which Is authorized for an annual contract amount
of$300,000 with a 10% change order contingency must be Initially bld/let for less than or equal to$300,000; over the 11%
of the contract,the total change orders may not exceed 10%of$300,000, or$30,000.]
Nob 2: Once a chemical contract is bid/let,there is no increase in unit coat allowed without Board approval.
A- 19
Return to Agenda Reoorl
Self-Funded Insurance Plans
SELF-FUNDED INSURANCE PLANS
The General Liability and Property program and the Workers' Compensation program provide for the District to be
partially self-insured for general liability and workers' compensation. The in-lieu premiums charged to the
operating divisions are the revenue source for these programs. Expenses primarily consist of settlement claims,
legal fees and excess loss insurance premiums. Ending Reserve Balances are projected at$57 million.
General Liability and Property
• The District's current excess general liability insurance coverage is$30 million per occurrence with an
annual aggregate limit and with a self-insured retention of$250,000 and $500,000 for EPLL
• The District'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 5 percent per unit of insurance up to$250,000 for fire and
$100,000 for Flood. The District is completely self-insured for earthquake.
• In order to maintain the reserve balance of$55 million for the General Liability and Property program,
appropriations for in-lieu premiums charged to operating divisions are recommended at$908,800 for FY
2013-14.
Workers'Compensation
• The District's current excess workers'compensation coverage has unlimited statutory coverage per
occurrence and $4.5 million employer's liability per employee with a self-insured retention of$500,000 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$455,000 for FY
2013-14.
FY 2013-14 Self-Insurance Program Budget
General Liability Workers' Total
& Property Compensation Self-Insurance
DESCRIPTION OR ACCOUNT TITLE Program Program Program
Beginning Reserves $ 55,579,300 $ 2,185,840 $ 57,765,140
Revenues
In-Lieu Premiums 908,800 455,000 1,363,800
Claims Reimbursement from Other Funds - - -
Service Department Allocation 24,100 24,100
Total Revenues 932,900 455,000 1,387,900
Expenses
Benefits/Claims 100,000 320,000 420,000
Contractual Services 1,200 25,000 26,200
Legal Services 75,000 75,000 150,000
Professional SeMces 5,000 40,000 45,000
Policy Premium Expense 1,331,000 180,000 1,511,000
Total Expenses 1,512,200 640,000 2,152,200
Excess Revenue (Expenses) (579,300) (185,000) (764,300)
Ending Reserves $ 55,000,000 $ 2,000,840 $ 57,000,840
A-20
Return to Aacnda Report
2013-14 Budget Update
Historical Staffing Summary
Authorized Authorized Authorized Authorized Proposed
Department and Division Name FTEs FTEs FTEs FTEs FTEs
2009-10 2010-11 2011-12 2012-13 2013-14
Office of the General Manager
General Management Administration 4.00 5.00 3.00 5.00 6.00
Assistant General Manager Administration 1.00 - - - -
Board Services 2.00 2.00 2.00 3.00 5.00
Public Affairs 8.00 8.00 8.00 6.00 3.00
Department Subtotal 15.00 15.00 13.00 14.00 14.00
Human Resources Department
Human Resources 20.00 16.00 18.00
Department Subtotal 20.00 16.001 18.00
Administrative Services Department
Administrative Services 3.00 5.00 5.00 3.00 3.00
Financial Management 19.00 18.00 17.00 18.00 18.00
Contracts.Purchasing&Materials Management 28.75 28.75 30.75 29.75 31.00
Human Resources 17.00 27.00 - - -
Informalion Technology 32.00 33.00 45.00 48.00 47.00
Safety&Health 9.00 - - - -
Risk Management 13.00 12.00 11.00
Department Subtotal 108.75 111.75 110.75 110.75 110.00
Facilities Support Services Department
Facilities Support Services Administration - - 3.75 3.00 3.00
Facilities Support - - 18.00 19.00 3.00
Equipment Rebuild - - - - 8.00
Fleet Services - - - - 8.00
Facilities Engineering - - 13.00 13.00 11.00
Collections - - 49.00 46.00 -
NPDES Source Inspection - - - - 16.00
Odor and Corrosion Control - - - - 6.00
Collection Facilities O&M 23.00
Department Subtotal 83.75 $1.00 78.00
Technical Services Department
Technical Services Administration 4.00 4.00 - - -
Envlronmental Compliance&Regulatory Affairs 16.00 1&00 - - -
Environmental Laboratory&Ocean Monitoring 46.50 43.50 - - -
Source Control 39.00 40.00
Department Subtotal 105.50 102.50
Engineering Department
Engineering Administration 2.00 2.00 2.00 2.00 2.00
Planning 17.00 9.00 12.00 15.00 18.00
Project Management Office 19.00 18.00 17.00 19.00 20.00
Engineering&Construction 57.50 57.50 58.50 57.00 51.00
Facilities Engineering 10.00 9.00 - - -
Asset Management - 25.00 6.00 - -
Environmental Compliance 33.00 32.00 32.00
Department Subtotal 105.50 120.50 128.50 125.00 123.00
Operations&Maintenance Department
Operations&Maintenance Administration 2.00 3.00 2.75 3.00 3.00
Odor&Corrosion Control 14.50 9.50 - - -
Plant No. 1 Operations 45.75 49.75 52.75 54.00 64.00
Plant No.2 Operations 48.00 47.00 47.00 47.00 48.00
Building.Grounds.and Mechanical Maintenance 59.00 58.00 62.00 61.00 62.00
Instrumentation&Electrical Maintenance 76.00 63.00 75.00 75.00 75.00
Collection Facilities Operations&Maintenance 27.00 26.00 - - -
Facilities Maintenance&Fleet Services 34.00 35.00 - - -
Environmental laboratory&Ocean Monitoring 41.50 41.00 41.00
Department Subtotal 306.25 291.25 281.00 281.00 283.00
Grand Total -All Departments 641.00 841.00 83].00 82].]5 826.00
A-21
Return to Agenda Regorl
Historical Staffing Detail
Authorized Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division&Position 200g 10 2010-11 2011-12 2012-13 2013-14
Office of the General Manager
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
Management Discretion 2.00 2.00 - 2.00 2.00
Principal Staff Analyst - - - - 1.00
Secretary to the General Manager 1.00 1.00 1.00 1.00 1.00
Total General Management Administration 4.00 5.00 3.00 5.00 6.00
150 Assistant General Manager Administration
Assistant General Manager 1.00
Total Asst.General Management Administration 1.00
120 Board Services
Clack of the Board 1.00 1.00 1.00 1.00 1.00
Records Management Specialist - - - - 1.00
Associate Clerk of the Board II 1.00 1.00 1.00 -Administrative Assistant - - - 1.00 1.00
Program Assistant 1.00 2.00
Total Board Services 2.00 2.00 2.00 3.00 5.00
140 Public Affairs
Public Affairs Manager 1.00 1.00 1.00 1.00 -
Pdncipal Public Affairs Specialist 2.00 2.00 2.00 2.00 -
Senior Public Affairs Specialist 1.00 1.00 1.00 1.00 1.00
Public Affairs Specialist 1.00 1.00 1.00 - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Graphics Coordinator - - - - 1.00
Program Assistant - - - 1.00 -
Office Assistant 2.00 2.00 2.00
Total Public Affairs 8.00 8.00 8.00 6.00 3.00
Total Office of the General Manager 15.00 15.00 13.00 14.00 14.00
Human Resources Department
160 Human Resources(formerly part of division 240)
Director of Human Resources - - 1.00 1.00 1.00
Management Discretion - - 3.00 -
Human Resources&Employee Relations Manager - - - 1.00 1.00
Human Resources Supervisor - - 1.00 -
Principal Human Resources Analyst - - 1.00 1.00 2.00
Senior Human Resources Analyst - - 6.00 5.00 4.00
CMMS Technician II - - 1.00 -
Associale Engineer - - 1.00 -
Human Resources Analyst - - 3.00 5.00 5.00
Executive Assistant - - - 1.00 1.00
Human Resources Assistant - - 2.00 1.00 2.00
Program Assistant 1.00 1.00 2.00
Total Human Resources 20.00 16.00 18.00
Total Human Resources Department 20.00 16.00 1830
Administrative Services Department
210 Administrative Services
Director of Finance&Administrative Services Treasurer 1.00 1.00 1.00 1.00 1.00
Engineer - 1.00 - - -
Principal Financial Analyst 1.00 1.00 1.00 1.00 1.00
Principal Staff Analyst - 1.00 1.00 - -
Principal Environmental Specialist - - 1.00 - -
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Total Finance Administration 3.00 5.00 5.00 3.00 3.00
A-22
Return to AOentla Report
2013-14 Budget Update
Authorized Auffirmi tl Authonzetl Authorizetl Proposed
FTEa FTEs FTEs FTEs 'a
Division&Position 2009-10 2010-11 2011-12 2012-13 2013-14
220 Financial Management
Controller 1.00 1.00 1.00 1.00 1.00
Accounting Manager 2.00 1.00 1.00 - -
Accounling Supervisor 1.00 2.00 2.00 3.00 3.00
Principal Accountant 3.00 3.00 3.00 3.00 3.00
Principal Financial Analyst 1.00 1.00 - - -
Benior Accountant 1.00 1.00 1.00 1.00 1.00
Accountant/Staff Analyst 2.00 2.00 2.00 4.00 4.00
Contracts/Purchasing Assistant 1.00 - - - -
Payroll Technician 2.00 2.00 2.00 2.O0 2.00
Accounting Assistant II 5.00 5.00 5.00 4.00 4.00
Total Financial Management 19.00 18.00 17.00 18.00 18.00
230 Contracts,Purchasing&Materials Management
Contracts&Purchasing Manager 1.00 1,00 1.00 1.00 1.00
Contracts Supervisor 1.00 1.00 1.00 1.00 1.00
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
Senior Contracts Administrator 2.75 2.75 2.75 2J5 3.00
Principal Buyer - - - - 1.00
Planner/Scheduler - - 1.00 - -
Contracts Administrator 3.00 3.00 3,00 3.00 3.00
Senior Buyer 2.00 2.00 2,00 2.00 1.00
Buyer 2.00 2.00 2.00 2.00 2.00
Contracts/Pumhasing Assistant 4.00 4.00 5,00 BOO 5.00
Lead Storekeeper 3.00 3.00 2.00 2.00 2.00
Senior Storekeeper 3.00 3.00 4.00 3.00 3.00
Storekeeper 3.00 3,00 4,00 5.00 5.00
Time Contracts, Pummeing&Materials Management 28.75 28.75 30.75 29.75 31.00
240 Human Resources
Human Resources&Employee RBlations Manager 1.00 1.00 - - -
Human Resources Supervisor 2.00 2.00 - - -
Safety&Health Supervisor - 1.00 - - -
Principal Human Resources Analyst 1.00 1.00 - - -
Safety&Health Specialist - 3.00 - - -
Security&Emergency Planning Specialist - 1.00 - - -
Semi Human Resources Analyst 5.00 6.00 - - -
Human Resources Analyst 3.00 3.00 - - -
Safety&Health Representative - 2.00 - - -
Human Resources Assistant 3.00 5.00 - - -
Program Assistant 1.00 1.00 - - -
Interns for agency 1.00 1.00
Total Human Resources 17.00 27.00
250 Information Technology
Information Technology Systems&Operations Manager 1.00 1.00 1.00 1.00 1.00
Information Technology Manager 2.00 2.00 2.00 2.00 2.00
Information Technology Supervisor - - 1.00 1.00 1.00
Principal Information Technology Analyst 6.00 6.00 6.00 6.O0 6.00
Principal Public Affairs Specialist - - - - 1.00
Senior Information Technology Analyst 9.00 10.00 10.00 10.00 9.00
Information Technology Analyst 111 4.00 4.00 2.00 3.00 3.00
Engineering Associate - - 1.00 1.00 1.00
Records Management Specialist 1.00 1.00 1.00 1.00 -
CMMS Technician 11 - - 5.00 - -
Data Management Technician II - - - 7.00 7.00
Information Technology Analyst 11 3.00 3.00 3.00 5.00 6.00
Engineering Data Management Technician 11 - - 3.00 - -
CMMS Technician I - - 1.00 - -
Data Management Technician I - - - 6.00 5.00
Information Technology Analyst l 2.00 2.00 2.00 - -
Engineering Assistant ll - - 1.00 - -
Staff Analyst 1.00 1.00 1,00 1.00 1.00
Administra0ve Assistant 1.00 1.00 1.00 1.00 1.00
Engineering Assistant - - 1,00 - -
Information Technology Technician 11 2.00 2,00 2,00 1.00 1.00
Information Technology Technician I - - - 1.00 1.00
Program Assistant 1.00 1.00 1.00
Total Information Technology 32.00 33.00 45.00 48.00 47.00
A-23
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Historical Staffing Detail
Autbonzetl Authorizetl Autbanoad Authori-d Proposed
FTE. FTE. FTEs FTEs FTEs
Division&Position 2110910 2010-11 2011-12 2012-13 2013-14
260 Risk Management(formerly paid of division 240)
Risk Manager - - 1.00 1.00
Safely&Health Supervisor - - 1.00 1.00 1.00
Principal Financial Analyst - - 1.00 1.00 1.00
Safety&Health Specialist - - 2.00 2.00 2.00
Security&Emergency Planning Specialist - - 1.00 1.00 1.00
I nforma0on Technology Analyst III - - 1.00
Occupational Health Nurse - - 1.00 1m 1.00
Senior Safety&Health Representative - - 1.00 1.00 1.00
Safety&Health Representative - - 3.00 3.00 3.00
Administrative Assistant 1.00 1.00 1.00
Total Human Resources 13.00 12.00 11.00
153 Safety&Health
Safety&Health Manager 1.00 - - - -
Safety&Health Supervisor 1.00 - - - -
Safety&Health Specialist 3.00 - - - -
Security&Emergency Planning Specialist 1.00 - - - -
Safely&Health Representative 2.00 - - - -
Human Resources Assistant 1.00
Total Safety&Heal(b 9.00
Total Administrative Services Department 108.73 111.75 110.73 110.75 110.00
Facilities Support Sardines Department
310 Facilities Support Services Administration
Director of Facilities Support - - 1.00 1.00 1.00
Principal Financial Analyst - - 1.00 1.00 1.00
Executive Assistant - - 1.00 1.00 1.00
Intern 0.75
Total Facilities Support Services Administration 3.75 3.00 3.00
320 Facilities Support
Facilities Manager - - 1.00 1.00 1.00
Maintenance Supervisor - - 2.00 2.00 -
Senior Public Affairs Specialist - - - 1.00
Senior Staff Analyst - - - - 1.00
Lead Mechanic - - 1.00 1.00 -
Machlnlst - - 1.00 1.00 -
Automotive/Heavy Equipment Technician - - 3.00 3.00 -
Equipment Operator - - 2.00 2.00 -
Senior Mechanic - - 3.00 3.00 -
WeiEer/Fabncator - - 3.00 3.00 -
Automotive/Heavy Equipment Assistant - - 1.00 1.00 -
Office Assistant 1.00 1.00 1.00
Total Equipment/Rebuild 18.00 19.00 3.00
321 Equipment Rebuild(formerly part of tllvlslon 320)
Maintenance Supervisor - - - - 1.00
Machinist - - - - 1.00
Senior Mechanic - - - - 3.00
Welder/Fabricator 3.00
Total Equipment/Rebuild 8.00
322 Fleet Services(formerly part of division 320)
Maintenance Supervisor - - - - 1.00
Lead Mechanic - - - - 1.00
Automotive/Heavy Equipment Technician - - - - 3.00
Mobile Crane Operator - - - - 2.00
Automotive/Heavy Equipment Assistant 1.00
Total Equipment/Rebuild 8.00
330 Facilities Engineering(fomredy division]TO)
Engineering Manager - - 1.00 1.00 1.00
Engineering Supervisor - - 1.00 1.00 -
Senlor Engineer - - 1.00 1.00 1.00
Engineer - - 2.00 2.00 2.00
Materials Control Supervisor - - 1.00 1.00 -
Associate Engineer - - - 1.00 3.00
Maintenance Specialist - - 4.00 4.00 2.00
Senior Engineering Associate - - 1.00 - -
Engineering Associate - - 1.00 1.00 1.00
Adia.m.trativa Assistant 1.00 1.00 1.00
Total Facilities Engineering 13.00 13.00 11.00
A-24
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2013-14 Budget Update
Authonzed Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division&Position 2009-10 2010-11 2011-12 2012-13 2013-14
340 Collection Facilities
Source Control Manager - - 1.00 - -
Engineering Supervisor - - 3.00 3.00 -
Maintenance Supervisor - - 2.00 1.00 -
Associate Engineer - - - 1.00 -
Associate Engineer 111 - - 1.00 - -
Principal Environmental Specialist - - 1.00 1.00 -
Senior Environmental Specialist - - 3.00 3.00 -
Source Control Inspector 11 - - 9.00 9.00 -
Lead Mechanic - - 5.00 5.00 Administrative Assistant - - 1.00 1.00 -
Senior Mechanic - - 9.00 9.00 -
EngineeringAssistantl - - 1.50 1.00 -
Environmental Technician - - 4.00 4.00 -
Mechanic - - 8.00 0.00 -
Intern 0.50
Total Collection Facilities 49.00 46.00
341 NPDES Source Inspection
Engineering Supervisor - - - - 1.00
Principal Environmental Specialist - - - - 1.00
Senior Environmental Specialist - - - - 1.00
Source Control Inspector 11 - - - - 9.00
Administrative Assistant - - - - 1.00
Environmental Technician 3.00
Total NPDES Source Inspection 16.00
342 Odor and Corrosion Control
Engineering Supervisor - - - - 1.00
Associate Engineer - - - - 1.00
Senior Environmental Specialist - - - - 2.00
Engineering Assistant 1 - - - - 1.00
Environmental Technician 1.00
Total Odor&Corrosion Control 6.00
343 Collection Facilities O&M
Maintenance Supervisor - - - - 2.00
Lead Mechanic - - - - 5.00
Senior Mechanic - - - - 8.00
Mechanic 8.00
Total Collection Facilities O&M 23.00
Total Facilities Support Services Department 83.75 01.00 78.00
Technical Services Department
610 Technical Services Administration
Director of Technical Services 1.00 1.00 - - -
Senior Engineer 1.00 1.00 - - -
Associate Engineer 111 1.00 1.00 - - -
Executive Assistant 1.00 1.00
Total Technical Services Administration 4.00 4.00
620 Environmental Compliance&Regulatory Affairs
Environmental Assessment Manager 1.00 1.00 - - -
Environmental Supervisor 2.00 1.00 - -Senior Engineer 1.00 - - - -
Senior Scientist 1.00 1.00 - - -
Engineer 1.00 - - - -
Regulatory Specialist 2.00 2.00 - - -
Associate Engineer 111 1.00 1.00 - - -
Principal Environmental Specialist 1.50 1.50 - - -
PrincipalLaboratoryAnalyst - 1.00 - - -
Senior Environmental Specialist 3.50 3.50 - -Administrative Assistant 1.00 1.00 - -Program Assistant - 1.00 - - -
Intern 1.00 1.00
Total Environmental Compliance 16.00 15.00
A-25
Return to Acenda Reoon
Historical Staffing Detail
Authorized AuthmiEed Authorized! Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division&Position 2009-10 2010-11 2011-12 2012-13 2013-14
630 Environmental Laboratory and Ocean Nictitating
Laboratory Manager 1.00 1.00 - - -
Environmental Supervisor 1.00 1.00 - - -
Laboratory,Section Supervisor 3.00 3.00 - - -
LIMSAdministrator 1.00 - - -Senior Scientist 3.00 3.00 - - -
Scientist 2.00 2.00 - - -
Principal Environmental Specialist 2.00 2.00 - - -
princlpalLaboratoryAnalyst 8.00 7.00 - - -
Senior Environmental Specialist 5.00 6.00 - - -
SanlorLabOmtoryAnalyst 11.00 10.00 - - -
Environmental Specialist 1.00 1.00 - -Laboratory Analyst 4.00 3.00 - - -
Administrative Assistant 1.00 1.00 - -Laboratory Assistant 3.00 3.00 - - -
Intern 0.50 0.50
Total Environmental Laboratory and Ocean Monitoring 46.50 43.50
"0 Source Control
Source Control Manager 1.00 1.00 - - -
Engineering Supervisor 2.00 3.00 - - -
Senior Engineer - 1.00 - - -
SeniorRegulatorySpecialist 1.00 1.00 - - -
Engineer 6.00 6.00 - - -
Regulatory Specialist 1.00 - - - -
Source Control Supervisor 1.00 1.00 - - -
Associate Engineer III 3.00 3.00 - - -
Principal Environmental Specialist 2.00 2.00 - - -
SeniorEnvlronmentalSpecialist 2.00 2.00 - - -
Source Control Inspector II 11.00 11.00 - -Administrative Assistant 1.00 1.00 - - -
Environmental Technician 3.00 3.00 - - -
Program Assistant 4.00 4.00 - - -
Office Assistant 1.00 1.00
Total Source Control 39.00 40.00
Total Technical Services Department 105.50 102.50
Engineering Department
910 Engineering Administration
Assistant General Manager - - 1.00 1.00 -
Director olEngineering 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 2.00 1.00 1.00 1.00 1.00
Senior Engineer 2.00 1.00 4.00 6.00 4.00
Engineer 1.00 1.00 1.00 3.00 5.00
Principal Stag Analyst 1.00 1.00 - - 1.00
Utilities Management Specialist - - - 1.00 -
Associate Engineer - - - 1.00 2.00
Associate Engineer III - - 1.00 - -
Principal Environmental Specialist - - - - 1.00
Senior Engineering Associate 1.00 1.00 1.00 1.00 -
Assistant Engineer - - - 1.00 1.00
Associate Engineer ll - - 1.00 - -
Engineering Associate 2.00 1.00 1.00 - -
Senior Staff Analyst - - - - 1.00
Engineering Data Management Technician 11 2.00 - - - -
Associate Engineer 1 1.00 1.00 - - -
Engineering Assistant 11 1.00 - - - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Engineering Assistant I 2.00
Total Planning 700 9.00 12.00 15.00 18.00
A-26
Return to AOentla Report
2013-14 Budget Update
Authorized Authorized Authorized Authonzed Proposed
FTEs FTEs FTEs FTEs FTEs
Division 8 Position 2009-10 2010-11 2011-12 2012-13 2013-14
750 Project Management Office
Engineering Manager 1.00 1.00 1.00 1.00 1.00
CIP Project Management Supervisor 1.00 1.00 1.00 1.00 -
Engineering Supervisor 1.00 - - - 1.00
Program Controls Supervisor - 1.00 1.00 - -
Project Controls Supervisor - - - - 1.00
Capital Improvement Program Project Manager 7.00 6.00 6.00 8.00 8.00
Principal Project Controls Analyst 1.00 1.00 1.00 1.00 1.00
Engineer - - - - 1.00
Principal Engineering Data Management Specialist 1.00 1.00 - - -
Princlpal Staff Analyst 2.00 1.00 2.00 2.00 1.00
Cost Estimator 1.00 1.00 1.00 1.00 1.00
Planner/S.h.duler 1.00 1.00 1.00 1.00 1.00
Senior Staff Analyst - 1.00 1.00 1.00 2.00
Engineering Assistant II 1.00 1.00 1.00 1.00 -
Administrative Assistant L00 L00 - 1.00 L00
Office Assistant 1.00 1.00 1.00 1.00 1.00
Total Project Management Office 19.00 18.00 17.00 19.00 20.00
760 Engineering 8 Construction
Engineering Manager 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor 4.00 3.00 3.00 3.00 3.00
Senior Construction Inspection Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Engineer 8.00 8.00 8.00 8.00 8.00
Construction Inspection Supervisor 2.00 2.00 2.00 1.00 1.00
Engineer 10.00 13.00 15.00 14.00 10.00
Associate Engineer - - - 3.00 2.00
Associate Engineer 111 4.00 3.00 2.00 - -
Senior Engineering Associate 1.00 1.00 1.00 1.00 -
SeniorConstrucllonlnspector 7.00 7.00 7.00 7.00 7.00
Assistant Engineer - - - 1.00 1.00
Associate Engineer ll - 1.00 1.00 - -
Senior Staff Analyst 1.00 - - 1.00 -
Construction Inspector 10.00 10.00 9.00 9.00 9.00
Associate Engineer l 1.00 - 1.00 - -
Engineering Assistant II 2.00 2.00 2.00 3.00 3.00
Public Affairs Specialist 1.00 1.00 1.00 - -
Staff Analyst - - - 1.a0 1.00
Administrative Assistant 3.00 3.00 3.00 2.00 2.00
Engineering Assistant 1 1.00 1.00 1.00 1.00 1.00
Program Assistant - - - - 1.00
Intern 0.50 0.50 0.50
Total Engineerng&Construction 57.50 57.50 58.50 57.00 51.00
770 Facilities Engineering
Engineering Manager 1.00 L00 - - -
Engineering Supervisor 1.00 1.00 - - -
Senior Engineer - 1.00 - - -
Engineer 5.00 3.00 - - -
Associate Engineer II 1.00 1.00 - - -
Engineering Associate 1.00 1.00 - - -
Administrative Assistant 1.00 1.00
Total Facilities Engineering 10.00 8.00
780 Asset Management
Engineering Manager - 1.00 1.00 - -
Engineering Supervisor - 2.00 - - -
Senior Engineer - 4.00 3.00 - -
Principallnformation Technology Analyst - 2.00 - - -
Engineer - 3.00 1.00 - -
Utilities Management Specialist - 1.00 1.00 - -
Senior Information Technology Analyst - 3.00 - - -
Information Technology Analyst III - 2.00 - - -
Engineering Associate - 1.00 - - -
Information Technology Analyst II - 1.00 - - -
Engineering Data Management Technician II - 2.00 - - -
Associate engineer - 1.00 - - -
Englneering Assistant 11 - 1.00 - - -
Englneering Assistant 1 1.00
Total A6ael Management 25 00 6.00
A-27
Return to Agenda Reoon
Historical Staffing Detail
Authorized Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division&Position 2009-10 2010-11 2011-12 2012-13 2013-14
790 Environmental Compliance
Environmental Compl&Reg Affairs Manager - - 1.00 1.00 1.00
Engineering Supervisor - - 2.00 2.00 2.00
Environmental Supervisor - - 1.00 1.00 1.00
Public Affairs Manager - - - - 1.00
Senior Scientist - - 1.00 1.00 1.00
Engineer - - 6.00 6.00 6.00
Regulatory Specialist - - 2.00 2.00 3.00
Associate Engineer - - - 4.00 4.00
Associate Engineer III - - 4.00 - -
Principal Environmental Specialist - - 2.50 3.50 2.50
Principal Laboratory Analyst - - 1.00 1.00 -
SeniorEnvironmentalSpecialisl - - 4.50 4.50 4.50
Administrative Assistant - - 2.00 1.00 1.00
Program Assistant - - 4.00 4.00 4.00
Office Assistant - - 1.00 1.00 1.00
Intam 1.00
Total Environmental Compliance 33.00 32.00 32.00
Total Engineering Department 105.50 120.50 128.50 125.00 123.00
Operations&Maintenance Department
$10 Operations&Maintenance Administration
Director of Operations&Maintenance 1.00 1.00 1.00 1.00 1.00
Operations Manager - - - - 1.00
Principal Financial Analyst - 1.00 - - -
Senior Financial Analyst - - - 1.00 -
Senior Staff Analyst - - - - 1.00
Executive Assistant 1.00 1.00 1.00 1.00 -
Intem 0.]5
Total Operations&Maintenance Administration 2.00 3.00 2.75 3.00 3.00
820 Ocher&Corrosion Control
Engineering Manager 1.00 1.00 - - -
Senior Engineer 3.00 2.00 - - -
Principal Financial Analyst 1.00 - - - -
Regulatory Specialist 1.00 - - - -
Sashmat 1.00 - - - -
AssociateEngineerlll 2.00 1.00 - - -
AssociateEngineerll 1.00 - - - -
SeniorEnvironmentalSpecialist 3.00 3.00 - - -
Engineering Assistant I - 1.00 - - -
Environmental Technician 1.00 1.00 - - -
Imam 0.50 0.50
Total Odor&Corrosion Control 14.50 9.50
830 Plant No.1 Operations
Engineering Manager - - - - 1.00
Engineering Supervisor 1.00
Operations Manager 1.00 1.00 1.00 1.00 -
Chief Plant Operator 1.00 1.00 1.00 1.00 1.00
Senior Engineer - 1.00 2.00 2.00 2.00
Engineer - 1.00 2.00 2.00 2.00
Operations Supervisor 7.00 7.00 7.00 6.00 6.00
Scientist - 1.00 1.00 1.00 1.00
Assistant Engineer - - - 2.00 2.00
Associate Engineer II - 1.00 1.00 - -
Senior Environmental Specialist - - 1.00 1.00 1.00
Lead Plant Operator 5.00 5.00 5.00 5.00 5.00
Senior Plant Operator 15.00 15.00 15.00 15.00 15.00
Administrative Assistant 0.75 0.75 0.75 - 1.00
Plant Operator 13.00 13.00 14.00 16.00 14.00
Control Center Technician 3.00 3.00 2.00 2.00 2.00
Program Assistant 1.00
Total Plant No. 1 Operations 1 45.75 1 49.75 52.]5 54.00 54.00
A-28
Return to Acentla Report
2013-14 Budget Update
Authorized Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division&Position 2009.10 2010-11 2011-12 2012-13 2013.14
840 Plant No.2 Operations
Chief Plant Operator 1.00 1.00 1.00 1.00 1.00
Operations Supervisor 7.00 7.00 7.00 6.00 6.00
Lead Plant Operator 5.00 5.00 5.00 5.00 5.00
Senior Plant Operator 13.00 12.00 12.00 14.00 14.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Equipment Operator 1.00 - - - -
Plant Operator 19.00 20.00 20.00 19.00 20.00
Control Center Technician 1.00 1.00 1.00 1.00 1.00
Total Plant No.2 Operations 48.00 47.00 47.00 47.00 48.00
850 Building,Grounds,and Mechanical Maintenance
Maintenance Manager 1.00 1.00 1.00 1.00 1.00
Engineer - - - - 1.00
Utilities Management Specialist 1.00 - - - -
Maintenance Supervisor 6.00 &00 6.00 6.00 6.00
Associate Engineer - - - 1.00 1.00
Associate Engineer III 1.00 1.00 1.00 - -
Maintenance Specialist - - 4.00 4.00 5.00
Senior Public Affairs Specialist 1.00 1.00 1.00 - -
Reliability Maintenance Technician 2.00 2.00 2.00 4.00 4.00
Lead Mechanic 5.00 5.00 5.00 4.00 4.00
Machinist 1.00 1.00 - - -
Administrstive Assistant 1.00 1.00 1.00 1.00 1.00
Senior Mechanic 33.00 33.00 30.00 30.00 29.00
Welder/Fabricator 3.00 3.00 - - -
Lead Facilities Worker - - 2.00 1.00 1.00
Facilities Worker/Builder - - 3.00 3.00 3.00
Facilities Worker/Painter - - 2.00 2.00 2.00
Mechanic 2.00 2.00 2.00 2.00 2.00
Maintenance Worker 2.00 2.00 1 2.00 2.00 1 2.00
Total Building,Grounds,and Mechanical Maintenance 59.00 58.00 62.00 61.00 62.00
860 Instrumentation&Electrical Maintenance
Engineerng Manager - 1.00 1.00 1.00 1.00
Process Controls Manager 1.00 - - - -
Engineering Supervisor 2.00 1.00 1.00 1.00 1.00
Senior Engineer 2.00 - 2.00 3.00 3.00
Principal Information Technology Analyst 2.00 - 2.00 1.00 1.00
Engineer 2.00 - 2.00 2.00 4.00
Senior Information Technology Analyst 3.00 - 3.00 3.00 4.00
Maintenance Supervisor 5.00 5.00 5.00 5.00 5.00
Information Technology Analyst III 2.00 - 2.00 2.00 2.00
Information Technology Analyst II 1.00 - 1.00 1.00 -
Lead Electrical Technician 4.00 4.00 4.00 5.00 5.00
Lead Instrumentation Technician 3.00 3.00 3.00 3.00 3.00
Lead Power Plant Operator 1.00 1.00 1.00 1.00 1.00
Electrical Technician II 14.00 14.00 14.00 14.00 13.00
Instrumentation Technician II 19.00 19.00 18.00 18.00 15.00
Power Plant Operator ll 9.00 9.00 9.00 8.00 8.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Power Plant Operator 1 1.00 1.00 1.00 1.00 1.00
Electrical Technician 1 1.00 1.00 1.00 1.00 2.00
Instrumentation Technician 1 1.00 1.00 1.00 1.00 1.00
Maintenance Worker 1 2.00 2.00 3.00 3.00 4.00
Total Instrumentation&Electrical Maintenance 76.00 63.00 75.00 75t 75.00
A-29
Return to Agenda Reoon
Historical Staffing Detail
Authorized Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division&Position 2009-10 2010-11 2011-12 2012-13 2013-14
870 Collection Facilities Operations&Maintenance
Engineering Manager 1.00 - - - -
Engineenng Supervisor - 1.00 - - -
Maintenance Supervisor 2.00 2.00 - - -
SeniorEngineeringAssociate 1.00 1.00 - - -
Lead Mechanic 5.00 5.00 - - -
Administrative Assistant 1.00 - - -Senior Mechanic 9.00 9.00 - - -
Mechanic 8.00 8.00
Total Collection Facilities Operations&Maintenance 27.00 26.00
330 Facilities Maintenance&Fleet Services
Facilities Manager 1.00 1.00 - - -
Maintenance Supervisor 4.00 4.00 - - -
Maintenance Specialist 7.00 6.00 - - -
CMMSTechnicianll 600 7.00 - - -
CMMSTechnicianl - 1.00 - - -
Lead Mechanic 1.00 1.00 - - -
Administrative Assistant - 1.00 - - -
Automotive/Heavy Equipment Technician 3.00 3.00 - - -
Equipment Operator 2.00 2.00 - - -
Engineering Assistant 1 1.00 - - - -
Lead Facilities Worker 2.00 2.00 - - -
Facilities Worker/Builder 3.00 3.00 - - -
Facilities Worker/Painter 2.00 2.00 - - -
Automotive/Heavy Equipment Assistant 1.00 1.00 - - -
Office Assistant 1.00 1.00
Total Facilities Maintenance&Fleet Services 34.00 35.00
890 Environmental Laboratory and Ocean Monitoring(formerly division 630
Environmental Lab&Ocean Monitoring Manager - - 1.00 1.00 1.00
Environmental Supervisor - - 1.00 1.00 1.00
Laboratory Supervisor - - 2.00 2.00 2.00
Senior Scientist - - 3.00 4.00 3.00
Scientist - - 1.00 1.00 1.00
Principal Environmental Specialist - - 3.00 3.00 2.00
Principal Laboratory Analyst - - 7.00 6.00 6.00
Senior Environmental Specialist - - 6.00 5.00 6.00
Boat Captain - - - 1.00 1.00
Senior Laboratory Analyst - - 10.00 11.00 10.00
Environmental Specialist - - - - 1.00
Laboratory Analyst - - 3.00 2.00 3.00
Administrative Assistant - - 1.00 1.00 1.00
Laboratory Assistant - - 3.00 3.00 3.00
Inlem 0.50
Total Environmental Laboratory and Ocean Monitoring 41.50 41.00 41.00
Total Operations&Maintenance Department 306.25 291.25 231.00 281.00 283.00
Grand Total,All Departments 661.00 641.00 637.00 627.75 626.00
A-30
Return to Agenda Report
2013-14 Budget Update
Appropriations Limit
In certain situations, proceeds of taxes
Article XIIIB of the California State Constitution, may be spent on emergencies without
more commonly referred to as the Gann Initiative having to reduce the limit in future years.
or Gann Limit, was adopted by California voters in
1980. The Gann Limit placed limits on the amount Each agency also conducts a review of its
of proceeds of taxes that state and local Appropriations Limit during its annual
governmental agencies can receive and financial audit.
appropriate (authorize to spend)each year.
The law requires a governing body to annually
The limit is different for each agency and the limit adopt, by resolution, an appropriations limit for the
changes each year. The annual limit is based on following year,along with a recorded vote
the amount of tax proceeds that were authorized regarding which of the annual adjustment factors
to be spent in fiscal year 1978-79 in each agency, have been selected. The Orange County
modified for changes in inflation and population in Sanitation District's appropriations limit and
each subsequent year. annual adjustment factors are adopted at the
same meeting as the budget. The adjustment
Proposition 111 was passed by the State's voters factors used for 2013-14 are the weighted
in June 1990. This legislation made changes to average change in city population and the change
the manner in which the Appropriations Limit is to in state per capita personal income.
be calculated:
The following table shows the annual
The annual adjustment factors for inflation appropriations limit for each of the last two years
and population have been changed. and the appropriations limit and the
Instead of using the lesser of California appropriations, or proceeds from taxes,for
per capita income, or U.S. CPI,each 2013-14. The increase in the limit is based upon
agency may choose either the growth in population changes ranging from 0.45%to 1.78%
the California per capita income, or the for major cities within the District as provided by
growth in assessed valuation due to new the State Department of Finance and a per capita
non-residential construction within the personal income change of 5.12%as provided by
district. For population, instead of using the State Department of Finance.
only the population growth of an agency,
each agency may choose to use the Annual Appropriation Limits:
population growth within its county. 2011-12 $81,888,000
These are both annual elections. 2012-13 $85,835,000
The revised annual adjustment factors will 2013-14 $90,880,000
be applied to the 1986-87 limit for most
agencies and each year in between in Proceeds of Taxes(Appropriations)
order to calculate the 1990-91 limit. The 2013-14 $73,699,000
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 Population changes for representative cities have
more than$100,000 and an expected life continued to be used in order to ensure
of 10 years or more, are excluded from consistency and to eliminate significant population
the limit. growth in parts of the County outside of the
District's service area. This method results in a
An agency which exceeds the limit in any lower limit than using the County-wide change.
one year may choose to not give a tax
refund if 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-31
Return to Agenda Reoort
Miscellaneous Statistics
General Information
Year ofFortmtion.........................................................1948 Miles of Sewers...........................................................572 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 ...............................................................CA0110604
Service Population......................Approximately 2.5 million .................................Statewide WDR Order No.2006-0003
2012-13 Assessed Value.................................$316.4 billion 2013-14 Authorized Staff(Full-Time Equivalent)...........626.00
Treatment Information
Daily Influent now to Total Primary 2011-12 Influent BOD:
Capacity Comparison(in mgd) Plant No. 1................................310 milligrams per liter
are Plant No. 2................................210 milligrams per liter
goo
2011-12 Influent Suspended Solids:
ass aoa Plant No. 1................................339 milligrams per liter
200 Plant No. 2................................286 milligrams per liter
- cr 103 -- 2011-12 Effluent ROD...........................10.3 milligrams per liter
too
0
2011-12 Effluent Suspended Solids.........7.6 milligrams per liter
vlxnll elan@ Tool
2011-12 Biosolids Produced&Reused............280,547 wet tons
.2012.13 Est Intl—. neapacity-Primary Treatment
Primary Treatment Capacity(includes standby): 2012-13 Estimated Average Daily Influent:
Plant No. 1................................................204 mgd Plant No. 1.........................................................97 mgd
Plant No. 2................................................168 road Plant No. 2....................................................... 10
3 ad
TOTAL....................................372m s! TOTAL...........................................290 mad
Secondary Treatment Capacity: 2012-13 Estimated Electricity Generated:
Plant No. I................................................182 road Plaat No. 1............................................30,850,000 kwh
Plant No. 2................................................15� Plant No. 2........................................... 33,770,000 kwh
TOTAL 3.32,lil d TOTAL................................64.620.000 kwh
Bend:
mad—million&perh per day
kwh—kilownttcPe how
Financial Information
2013-14 2013-14
2011-12 2012-13 Originally Updated
Achlal PoRlected Proposed Proposed
Fees and Charges:
One-Time 3-Bedroom Residence Connection $3,341.00 $3.369.00 $3.369.00 $3.430.00
Average Annual Single-Family Residence Fee $267.00 $294.00 $306.00 $308.00
Local SFR Fee $212.00 $216.00 $225.00 $216.00
District.Aug.Share of Atl Valorem Properly Tax 1.80% 1.80% 1.80% 1.80%
Costto Collect,Treat,&Dispose of 1 Milan Gallons $1.968.48 $2.016.31 $ 2.051.65 $ 1.992.66
Summarvof COP Issues:
August2000 Refunding/New Money $ 80,600,000 May 2010A New Money 80,000,000
Msy2007AReamd1ng 92.620,000 Nowm her 20100 New Money 157,000.000
December 2007B New Money 273,400,000 September2011ARefunding 140,195,000
May2009ARefunding 19,195,000 February2012ARefunding 100,645,000
September 2008B New Money 26,075,000 August 2012B Retarding 66,395,000
April 2009ANew Money 187.766,000 October 20120 Refunding 131700.000
Total Outstanding COP Balance 7/1113 $1.355,590,000
A-32
Return to Agenda Report
Yr ; -T " NGE COUNTY SANITATION DISTRICT Asalsomal
Wastewater Treatment Process Diagram LANDFILL
l e.PRIMARY TREATMENT
R \ FCIlowi(f preliminary treatment where
re unts and school
spedatlarge settling
solthodids and dadN re scraped W the bottom and the lighter
TIIE heavier COMPOST
solids cope add are ins.T tl off the bottom,and m vied ar material is skimmed r
/ off the Ica of the basins.The materials that are removed are sent to solids
p ', processing facilities.Adding coagulants to the raw wastewater improves settling —
3.eAIRmi EMISSIONS CONTROL — LAND APPLICATION
/ T o e solids resu er I in to secondary
treated wastewater The ded into
Chemical airextrctedrmthers �a isdherpumpetl to secondary treatment facilities;or bbndetl into -
encloselean eailtment OtlfrOmthe VdrlOYa IhE QOed
IBtl efflYerll. /
enclosed treatment facilities. '-T 0.SOLIDS
rem PROCESSINGduringth
Sands removed during the treatment processes are pumped into
2.CHEMICAL ADDITION / digesters where they undergo natural decomposition for 20-30 poll
Hydrogen peroxide is added to the incoming wastewater Half the solids Convert to a Bids mostly made up of methane.w111Ch Is
to help reduce hydrogen sulfide and control odors.
— sent to our own emrgy recovery lacilities
add .
Chemical coagulants are added pr the wastewater - IDE achieve
ant solids are pumped to i l(with
a c0 facilities
to enhance the primary seUlinB Process, to achieved 23 cement solid material(wRh a cakecyce
�, Cen515tlnCy)Lolled nct land
n1da The Oion as a aresoil
amend
led
fartlrM, r usdDPll make d5a5011 demands t
`, or used to make composted
sent to
7 can also it coessary or sent to
f a landfill if necessary.
i/
T ENERGY RECOVERY
In our Central Power Generation Facility,
the methane gas derived from the digesters
s used to power engine-generatoru units roar
produce the electricity used as the energy
1.Wastewater
passe TREATMENT
bar
� source to operate bath treatment plants.
Wastewater passes through bar screens thatflows
trap and chambers
/�^ / / ^�^ rl
large and noaviest m materials.It then flows into Brit Chambers
where the heaviest materials.such as egg shells.coffee grounds
and sand,settle out.The materials removed during these _
processes are sent to a sxndary landfill. l 0 OCEAN DUIFALL PUMPING STATION
S.SEced primary
treated wastewater
^� blended itd undandhematertrombaectionrss
Advanced pr mary ion basins
where into a large
ge hear confaler pipe
This faco and rose
thedechlo cape n
Is pumped to aeration basins where into d largo ocean outlall pipe. ace watery has the rapacity to pump
microorganisms organic
solids
sludge consume ^� SAD million gallons of treated wastewatera day,whichhelpsus hand.! Z
the remaining organic solitls.The wastewater is then pumped stormp2ter inflows and will meet our capacity needs for marry years.
into seUlinB basins
bot where the activated the aeration
do series out.Most a it e is
scraped offes the bottom and is send o the aeration basins to regenerate
this prpeESe and the excessfilar t sent tosolids with
c processing.
-Triddingp an Imes pmvltla similar treatment wIM mlcmbes i
IMnp an media,
�ara O.OCEAN OUTFALL _ r
long
Danes safely
d pipe Is 10 feel In tllameMa .�j:' -
---- Iona anon ouffdischa is 10fastein cartel
,_
10.WATER RECLAMATION of 200 feet The last mile of we PIfeNOMfal _
We provide secondary-treated wastewater to the section with hundreds of Motes,wi propose a O � --
OmnBeCountyWatarOistntlforadvancestreatmentantl high rate OLditaft with nIN gseawater.
LANDSCAPE IRRIGATIONdistrict —.. -
that provide
The water wa has two theinfoPlants
that provide recorded tablethateitherinfectedinto thegroundwater to bIPCF seawater �
.a Intrusion.or used for the Groundwater HeWWQ04XKMPEVrt.
s �t the water is also used for landscape irripaaon addirreMEs. • a
TER INTRUSION BARRIER - -
` 0 AATER REPLENISHMENT SY&TEMiwmw%•
��rear_
ADMINISTRATION COMMITTEE Meeting Date To ad.of Di,
06,12,13 --
AGENDA REPORT Item Number Item Number
a
Orange County Sanitation District
FROM: James D. Herberg, General Manager
Originator: Nick Kanetis, Director of Engineering
SUBJECT: COST RECOVERY FOR URBAN RUNOFF FLOWS
GENERAL MANAGER'S RECOMMENDATION
Information Only.
SUMMARY
Since 1999, The Orange County Sanitation District (OCSD), as a part of a county-wide
regional effort, has been accepting, treating, and properly disposing of bacterial laden
urban runoff from several coastal watersheds in Orange County to reduce bacterial
impacts on Orange County's beaches. The effectiveness of this Urban Runoff Program
has been demonstrated through an observable and gradual decrease in the number of
beach closures along Huntington State beach and other city beaches. To date, the
program continues to provide public health and environmental protection for Orange
County's coastal resources, while also providing an economic benefit to the local economy
by helping to keep its beaches open.
Due to increasingly strict receiving water quality standards, OCSD is receiving requests to
accept additional urban runoff discharges. On an annual basis, urban runoff discharges
average 2 million gallons per day (MGD); however, during the heaviest discharge months,
the flows peak at 3.5 MGD. Proposed new urban runoff flows will result in average monthly
flows of 4-6 MGD. Under the current Urban Runoff Policy, Resolution No. 01-07, all permit
holders will pay for all treatment costs when the monthly average flow from urban runoff
permits exceeds 4 MGD. The flows from these proposed diversions would trigger the
collection of wastewater treatment charges for the first time since inception of the urban
runoff program. Concurrently, the Board of Directors requested action to amend the Urban
Runoff Policy.
As part of the 2010 and 2011 Strategic Plan initiatives, staff was directed to seek cost
recovery for Urban Runoff discharges. In response to the Strategic Plan, OCSD staff have
met with the participating cities and agencies to explain the issues and costs associated
with the current Urban Runoff Diversion Program. OCSD staff discussed cost sharing
among the Municipal Separate Stormwater Sewer Systems (MS4) National Pollutant
Discharge Elimination System (NPDES) permit members, and with OC Watersheds, the
lead agency for Orange County's NPDES Stormwater permit. The conclusion of these
discussions was that: (1) OC Watersheds doesn't have the legal authority to impose fees;
therefore, a mechanism for equitably allocating the costs to the MS4 members did not
appear feasible through the regulatory scope of that agency; and (2) the diversions
Page 1 of 5
proposed by MS4 NPDES permittees are for pollutants (mainly bacteria and selenium) that
are not readily treatable by conventional stormwater best management practices.
Based on conversations with stakeholders, staff has developed alternatives to the current
resolution to share the cost between OCSD and the permit holders. The alternatives
provide relief for the first 4-6 MGD of urban runoff discharges, but modifies the resolution
to institute a user charge provision for flows above the 4-6 MGD threshold to recover some
of the treatment costs.
The charges would be applicable only to those flows above 4-6 MGD. Charges would be
based upon flow and strength (Biochemical Oxygen Demand (BOD)) and Suspended
Solids (SS). Costs would be divided among all permittees based upon their proportional
contribution to the total flow.
PRIOR COMMITTEE/BOARD ACTIONS
November 2011 — Adopted the updated Strategic Plan which reiterates the desire for cost
recovery for urban runoff flows. Direction is given to negotiate with the County of Orange
as the MS4 NPDES permit holder.
November 2010 — Adopted the updated Strategic Plan which included a new goal, the full-
cost recovery for the urban runoff flows.
March 2001 — Adopted Resolution No. 01-07 Establishing Dry Weather Urban Runoff
Policy.
ADDITIONAL INFORMATION
Since 1999, OCSD has treated a total of 7.0 billion gallons of dry-weather urban runoff
from the City of Huntington Beach, Orange County Public Works, City of Newport Beach,
Irvine Ranch Water District, and The Irvine Company. The total cost for treatment of these
flows has reached $5.9 million during this period. OCSD will continue to receive between
500 and 700 million gallons per year if current discharge trends remain unchanged and no
new diversion systems are added. The urban runoff treatment cost for 2011-12 was
$922,000 based upon the reported diversion of 640 million gallons. Treatment costs are
projected to increase to $1,013,000 for fiscal year 2012-13 if the diversion flows remain at
that level.
Five additional urban runoff diversions have been proposed to deal with bacteria and
selenium loading to the Newport Back Bay Watershed: Peters Canyon in the City of Irvine,
Big Canyon Wash in the City of Newport Beach, and the Delhi, Santa Fe, and Lane flood
control channels in the City of Santa Ana.
Pursuant to OCSD's Dry-Weather Urban Runoff Policy (Resolution No. 01-07), no fees or
charges shall be imposed until the accumulative discharge of urban runoff from all sources
exceeds 4 MGD in any one month. However, when the discharge surpasses 4 MGD, the
current resolution imposes operation and maintenance fees to cover the cost of treating
the entire flow, along with any related administrative costs. The discharge from the
additional five proposed diversions combined with the existing diversion flows will exceed
Page 2 of 5
the 4 MGD payment threshold. At present, Urban Runoff permit holders include: City of
Huntington Beach, Irvine Ranch Water District, the Irvine Company, and Orange County
Public Works. The permitting process for the Newport Dunes diversion has been initiated
with the City of Newport Beach, and this permit is expected to be issued shortly.
Proceeding with this initiative, staff has:
A. Presented the preliminary Urban Runoff Cost Recovery Plan to the County of Orange
NPDES Technical Advisory Committee (TAC). Staff met with the TAC on two
additional occasions to update them on the cost recovery issue including the proposed
options, document their suggested changes to the rate structure, and to inform the
group of the plan to take this item to the OCSD Board for consideration.
B. Met with the following County of Orange representatives at OC Watersheds:
Senior water quality engineer- OC Watersheds
Manager- Environmental Resources - OC Watersheds
Manager- OC Public Works - OC Engineering, Flood Control
Manager- OC Watersheds
C. Met with City of Newport Beach assistant city engineer and the City of Huntington
Beach environmental engineer.
D. Drafted a revised Urban Runoff Policy to replace Resolution No 01-07. The revised
document eliminates all language referring to waiving fees and charges, and it
establishes provisions for levying a permit application fee and various use charges
(revised draft may need further revisions based upon the Board's direction).
E. Met with the TAC subcommittee (representatives from Huntington Beach, Irvine, and
Newport Beach) to discuss the urban runoff rate structure options. Met with a
representative from the City of Santa Ana after the TAC subcommittee meeting.
F. Met with representatives from the City of Irvine and the Irvine Ranch Water District to
discuss the diversion of Peters Canyon.
OPTIONS FOR BOARD/COMMITTEE CONSIDERATION
Resolution No. 01-07 suggested that the Board of Directors would eventually consider
imposing costs for the urban runoff diversion flows. Consistent with OCSD's policy of Fair
Share Cost Recovery for Services Provided, it has been proposed that OCSD begin
charging for the diversion of urban runoff proportionate to the treatment costs for such
flows. Without the incentive provided by cost recovery, the urban runoff permittees have
less motivation to minimize or eliminate dry weather flows. Once essentially free sewer
disposal is off-the-table, more stringent practices and strategies, such as managed
diversion pumping regimes, stormwater system improvements aimed at controlling
infiltration, or wetlands restoration and enhancement, might become viable alternatives for
controlling bacterial levels and pollutant contamination in Orange County's recreational
waters.
Page 3 of 5
OCSD staff has formulated three alternative options for cost allocation of Urban Runoff
discharges, and a fourth option as suggested by the Orange County NPDES Technical
Advisory Committee (TAC). The four options are:
Option 1: Maintain Resolution No. 01-07 (Status Quo)
Option No. 1 would maintain the existing waiver of sewer use charges for all costs below
the 4 MGD threshold, but would charge the permittees for the entire flow volume,
including the initial 4 MGD, if the threshold were exceeded. This option requires no
changes to Resolution No. 01-07. The addition of Urban Runoff Use Charge language to
the fee Ordinance is advised.
Option 2: Cancel Urban Runoff Cost Recovery Completelv
Option No. 2 would remove all requirements for permittees to pay any treatment costs
from the Urban Runoff Program. This option would require modifications to Resolution
No. 01-07.
Option 3: Begin Cost Recovery for Flows Above 4 MGD on a Proportional Basis
Option No. 3 would waive all costs below the 4 MGD threshold, but would proportionally
charge the permittees a use charge based upon flow, Biochemical Oxygen Demand
(BOD), and Suspended Solids (SS) for flows above the 4 MGD threshold monthly
average. This option would require the Board of Directors to repeal and replace
Resolution 01-07.
The Orange County NPDES TAC formally supported Option 2 above; but as an
alternative, it is requesting OCSD's Board of Directors consider the following proposal and
modifications to the urban runoff cost recovery rate structure:
Option 4: Change the Threshold for charges to begin at 6 MGD
This proposal, offered by the TAC, recognizes the merit of Option No. 3 above, but
requests increasing the threshold from 4 MGD to 6 MGD.
Regardless which proposal the Board ultimately chooses to advance, the TAC supports
the following Urban Runoff Policy modifications:
• Increase the 4 MGD cost recovery threshold to 6 MGD.
• Change the average flow calculation method for the threshold from monthly to
yearly (this essentially allows the permittees to manage flows on an annual basis
to avoid all treatment charges).
• Stipulate that charges be applied to the flows over the threshold and not
retroactively applied to the flows from the first gallon to the threshold amount
(OCSD would assume the cost of treating all flows up to the threshold amount).
Page 4 of 5
OCSD staff recommends that all options retain the daily 10 MGD cap on Urban Runoff
discharges.
URBAN RUNOFF TREATMENT COST COMPARISON*
(Cost Estimates in Million Dollars per Year)
Avenge Option 1 Option 2 Option 3 Option 4
only o6n's Cost Perminees' ties Can Perminere o60's Can Perminees' o6D's Can permittees'
oix6arge con con Con Can
0-4 MGD D-2 0 0.2 0 b2 D 0.2 D
4-6 MGD 0 2-3 2-3 0 2 0-1 2-3 0
6-10 MGD 0 3-5 3-5 0 2 1-3 3 0-2
*Cost projections based upon 2012 diversion discharge flows(FY 2012-13 Class I use charge rates)
Comparison Cost Analysis*
OCSD would cover $2,000,000 of Urban Runoff treatment costs up to the 4 MGD
threshold under options 1 and 3 based upon 2011-12 flow diversion numbers and sewer
use rates. Under option 3, the permittees would collectively assume the treatment cost
for up to 6 MGD (flows between the 4 MGD threshold and the 10 MGD cap) at a potential
annual cost of $3,000,000 allocated according to the proportional contribution of each
permittee. Under option 2, OCSD would potentially incur the entire Urban Runoff
treatment cost of $5,000,000 if diversion flows reach the 10 MGD cap. The entire cost of
treatment for all Urban Runoff diversion flows shifts to the permittees above 4 MGD under
option 1.
6 MGD Threshold Cost Analysis*
OCSD would cover $3,000,000 of Urban Runoff treatment costs up to the 6 MGD
threshold under option 4. Under option 4, the permittees would collectively assume the
treatment cost for up to 4 MGD (flows between the 6 MGD threshold and the 10 MGD
cap) at a potential annual cost of $2,000,000 allocated according to the proportional
contribution of each permittee.
Estimated Future Cost Under Current Policy**
The following table provides an estimated allocation of charges under the current policy
based upon actual 2012 diversion discharges plus the estimated flows from the proposed
diversions if the total of those five additional discharges reach their projected flow of 4
MGD. At this projected diversion level, the average monthly discharge will likely exceed
the 4 MGD threshold during six months of the year.
CURENT POLICY ON ESTIMATED URBAN RUNOFF CHARGES`*
(Estimated User Charges in Dollars per Year)
Huntington Beach Newport Beach IRWD DOM Santa Ana OCSD
Option 1 267,295 32,506 536,261 339,]3] 679,103 711,078
% 10% 1% 21% 13% 26% 28%
—Estimate based upon FY 2012-13 Class I use charge rates
Page 5 of 5
CEQA
N/A
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE
Depending on the outcome of the process, changes to the annual budget may be
necessary to cover increased or reduced costs for flow and strength of wastewater.
ATTACHMENTS
The following attachment(s) is included in hard copy and may also be viewed on-line at the OCSD website
(wwmocsd.com)with the complete agenda package and attachments:
• Urban Runoff Diversion Report (7 pages)
MS:JC:jb:gc
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OrangeReturn to Mende Rom
RUNOFFURBAN • REPORT
BOARD STEERING COMMITTEE
May 22, 2013 Prepared .
Environmental Compliance Division
`5Y3
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Supplemental Urban Runoff Questions
1. Where do urban runoff flows originate geographically? What upstream citieslareas
contribute to the diversions?
Orange County Public Works(OCPWI Santa Ana River Diversion
While the Santa Ana River watershed runs all the way to San Bernardino,due to the capture of the surface
water below Prado Dam for groundwater recharge,the majority of the flow reaching the OCPW diversion
originates downstream of the percolation basins near Anaheim Stadium. Cities contributing to the Santa Ana
River diversion include Anaheim,Garden Grove,Orange,Santa Ana, Fountain Valley, a tiny corner of Costa
Mesa, and by way of the Santiago Creek tributary,Villa Park and Tustin.
OCPW Greenville Channel Diversion
The Greenville Channel drains approximately 9.0 square(sq.) miles on the eastern side of the Santa Ana River.A
single tributary,the Fairview Channel,flows into Greenville Channel south of Adams Avenue and the system
terminates at the Santa Ana River south of Hamilton Avenue.This system provides flood protection to the cities
of Costa Mesa and Santa Ana.
OCPW Huntington Beach Channel
The Huntington Beach channel Begins at Adams Avenue and ends at its confluence with Talbert Channel.Since
this diversion is located at the head of the channel,the only tributary to this diversion is the City of Huntington
Beach's local storm drain system that runs all the way to Ellis Avenue.All flows to this diversion originate within
Huntington Beach.
OCPW Talbert Channel Diversion
The Talbert Channel drains approximately 13.3 sq.miles on the western side of the Santa Ana River.The Talbert
Channel ends at Brookhurst Street where it feeds into the restored Talbert Marsh wetlands. Initially
constructed by early settlers to make the land usable for agriculture,the flood channels were re-engineered in
the late 1950's to contain 65%of a 25 year flood. In 1990,steel sheet piles were installed to meet the 100 year
flood standard.This system,which includes the Fountain Valley Channel tributary, provides flood protection to
the cities of Huntington Beach and Fountain Valley.
Huntington Beach Diversions
All eleven Huntington Beach (HB) diversions are linked to a local storm drain system.With the exception of the
1s`Street diversion,these systems are adjacent to either a county flood channel or the Santa Ana River where
they discharge during wet weather. Flows for all the HB diversions originate within Huntington Beach.
Irvine Ranch Water District(IRWD)Diversions
The two IRWD diversions, Los Trancos Canyon and Muddy Canyon,are both natural creeks that originate in the
San Joaquin Hills just southwest of Highway 73. Los Trancos drains approximately 2.2 sq. miles and terminates in
the Pacific Ocean at Crystal Cove. Farther south, Muddy Canyon drains approximately 1.7 sq. miles and
terminates in the Pacific Ocean at El Morro. Both diversion structures are located on the inland side of Pacific
Coast Highway.All flows to these two diversions originate within the area annexed by the City of Newport
Beach in 2002.While these watersheds now reside within Newport Beach, both of these diversions are
regulated through permits issued to IRWD,the agency that owns and maintains the structures.
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Newport Beach-Dunes Diversion
The Newport Beach-Dunes diversion is located off of Back Bay Drive at Jamboree Road on the southwest
corner of the Hyatt Resort.The storm drain system flows into the Newport Dunes swimmers area adjacent to
the foot bridge. In addition to several local storm drain systems,the diversion is fed by the overflow from a golf
course lake. Flows to this diversion originate within Newport Beach.
The Irvine Company-Pelican Point Diversion
The Pelican Point diversion, located on The Pelican Hill Golf Club's Ocean South Course, is bordered by the
Pacific Coast Highway to the northeast, and Crystal Cove State Park to the southwest.This subwatershed drains
approximately 0.2 sq.miles.The outlet of the storm drain is on the southeast corner of the golf course under a
Crystal Cove State Park foot bridge.The outlet runs a short distance through a canyon and flows over the beach
and into the Irvine Coast Area of Special Biological Significance. Flows to this diversion originate within Newport
Beach.
2. What sources contribute to the diversion flows?
The dry weather diversion flows originate from rising groundwater,shallow groundwater seepage,well
development and purging,and limited urban runoff contributions.The flow source that predominates at each
diversion depends on the particular location. Subterranean seepage appears amplified due to tidal action at
several of the HB diversions.
OCPW Santa Ana River Diversion
Direct sources of flow in the Santa Ana River include rising groundwater due to shallow bedrock, along with
intermittent well development and purging contributions. Indirect sources include groundwater seepage and
urban runoff from local storm system point sources located along the river and its main tributary,Santiago
Creek.
OCPW Greenville Channel Diversion
The predominant flow source is direct shallow groundwater seepage to the channel,or by way of the Fairview
Channel tributary.Other sources include groundwater seepage and urban runoff from local storm system point
sources located along the channel.
OCPW Huntington Beach Channel Diversion
The predominant flow source is shallow groundwater seepage from the local storm drain system.The storm
drain system that feeds this particular channel may be experiencing excessive infiltration due to the Orange
County Water District's Talbert Barrier Injection Program.This possibility is currently being investigated in
conjunction with Orange County Water District hydrologists.
OCPW Talbert Channel Diversion
The predominant flow source is direct shallow groundwater seepage to the channel,or by way of the Fountain
Valley Channel tributary.Other sources include groundwater seepage and urban runoff from local storm system
point sources located along the channel.
Huntington Beach Diversions
The dry weather flows to the HB diversion pump stations appear to originate primarily from subterranean
seepage into the storm drain system,with a minor contribution from urban runoff. Contributing factors include
infiltration into the storm drain system and the high water table in the vicinity of the county flood channels,or
along the Santa Ana River in the case of the Meredith diversion.The areas adjacent to the flood channel,where
the local storm drain systems reside,are inherently impacted by leakage from the channels into the surrounding
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permeable soil.The continuous pumping of the storm drain diversions to the sewer perpetuates this channel
leakage by causing a localized zone of depression around the storm drain system which enhances the
groundwater flow by creating a path of least resistance. In addition,subterranean seepage appears amplified
due to tidal action at several of the HB diversions, particularly the Atlanta, Newland, Banning,and Hamilton
diversions.
IRWD Diversions
The two canyons that terminate at the IRWD diversions(Los Trancos Canyon and Muddy Canyon)extend from
the coastline to near Signal Peak,an elevation of 1,164 feet.These canyons are relatively deep and thus
intercept the water table contributing to groundwater seepage,the predominant flow source to these
diversions. Both canyons have experienced extensive residential (Los Trancos 34%residential, Muddy Canyon
21%residential) and commercial development,including a large golf course.This development has led to the
importation of recycled and potable water into the watersheds, particularly for landscape irrigation.This water
increases groundwater recharge significantly,which in turn increases groundwater seepage into the canyon
creeks.'
Newport Beach-Dunes Diversion
In this subwatershed, groundwater seepage and urban runoff from the local storm drain systems and the
overflow of the golf course lake are the predominant sources of flow for this diversion. Irrigation of residential
lawns and commons,golf courses,and the major landscape areas around the Hyatt Resort and along Jamboree
Road all contribute to groundwater recharge which leads to this subterranean seepage. Landscape irrigation
and resort maintenance may lead to some surface runoff to the storm drain system as well.
The Irvine Company-Pelican Point Diversion
The land use in this relatively small subwatershed includes a gated community consisting of 55 single family
residences,surface streets,a golf course,and some heavily landscaped common areas. Runoff is directed by a
storm drain system consisting of area drains from the residential lots,street inlets,and drainage grates on the
golf course. The flow to this diversion is predominantly from seepage into the storm drain system as a result of
groundwater recharge due to the golf course irrigation with a smaller contribution by the residential
landscaping.
'Newport Coastal Seepage Study
3. What additional projects are being considered to the urban runoff program? What are the
estimated additional and combined flow rates?
Three proposed projects which have been gaining momentum recently are the Delhi Channel, Peters Canyon, and
the Big Canyon Wash. These proposed diversions are in response to the impacts these flows are having to the
Upper Newport Bay Ecological Reserve. The discharge for the Delhi Channel, Peters Canyon,and Big Canyon
Wash are estimated at 1.8, 1.4,and 0.1 million gallons per day(MGD) respectively. Combined,the flows from
these three proposed diversions will approach 3.3 MGD. Combined with the current urban runoff flow which can
reach 3.2 MGD during some months,OCSD is looking at a doubling of the diversion flow with an equivalent
increase in urban runoff treatment costs.
Santa Ana Delhi Channel
The Santa Ana Delhi Channel subwatershed encompasses 17 sq.miles and empties into the far northwestern
end of Upper Newport Bay.The subwatershed primarily includes urban land uses in the cities of Costa Mesa,
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Santa Ana, Irvine and Newport Beach.The channel is the second largest tributary to the Upper Newport Bay.
Dry weather fecal indicator bacteria(FIB)concentrations from the Santa Ana Delhi channel suggest that this
channel maybe impacting the water quality in the Bay.While FIB concentrations appear to increase
dramatically during wet weather,during dry weather,the Delhi FIB concentrations are markedly higher than the
other tributaries!
Peters Canyon Creek
Peters Canyon Creek,the largest tributary to the San Diego Creek,accounts for 27%,or approximately 41 sq.
miles, of the 154 total sq.miles of drainage in the Upper Newport Bay watershed. Based upon the similarity of
land use patterns in the San Diego Creek watershed, Peters Canyon watershed is approximately 50%urbanized,
15%agricultural,and 35%open space.'Peters Canyon Wash,which collects selenium from selenium-laden
shallow groundwater, is the biggest contributor of selenium in the San Diego Creek watershed in dry weather.°
The Peters Canyon diversion project is proposing to add an additional 736 MGY of flow to OCSD's collection
system.Some of this flow is generated by three permanent roadway dewatering locations,two operated by the
City of Irvine and one operated by CalTrans.The project is expected to reduce the loading of selenium and
nitrogen to the Upper Newport Bay by 2581bs. and 70,0001bs. respectively'
Big Canyon Wash
The Big Canyon Wash watershed is a small(<2 sq. miles)watershed tributary to Upper Newport Bay.The
watershed is highly developed(96%)with homes,commercial areas,a golf course,cemetery,and other urban
features.The 60-acre undeveloped lower portion of Big Canyon (Big Canyon Creek Nature Park)has been
identified by the Southern California Wetlands Recovery Project(SCWRP)as an important resource that is in
need of restoration.Selenium measured in water samples collected throughout the Nature Park and just
upstream of the park exceeded the California Toxics Rule(CTR)freshwater chronic criterion for selenium of 5
micrograms per liter(µg/t) under both wet and dry conditions.`
r Newport Bay Fecal Coliform Source Management Plan
3 San Diego Creek Watershed Natural Treatment System Project
Newport Bay Toxlcs TMDL
s Peters Canyon Channel Water Capture and Reuse Pipeline Proposal
6 Big Canyon Watershed Preliminary Selenium Source Tracking Studies
4. What happens if urban runoff flows aren't diverted to the sewer? Are there any regulatory
obligations, i.e. RWQCB or NPDES mandates, which specifically require diversion of urban runoff
to the sewer?
OCPW Diversions
Orange County Watersheds(OCW),the lead agency coordinating the county's NPDES permit efforts, considers
this diversion program essential for maintaining the quality of surfzone waters along Huntington Beach.
Furthermore,OCW believes urban runoff diversion to be the only recognized practically effective method by
which they can protect the coastline from the bacterial sources found in the Lower Santa Ana River drainage
areas. Orange County Watersheds sites the following directive,order,and grant stipulation in their request to
continue the diversions.
Section 13267 Directive: The Section 13267 Directive refers to the October 15, 1999 letter from the Santa Ana
Regional Water Quality Control Board (SARWQCB) in response to the summer 1999 beach closures along
Huntington Beach due to high surfzone bacteria concentrations. Citing authority from Section 13267 of the
California Water Code,the letter required the named agencies(County of Orange and cities of Huntington
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Beach,Costa Mesa, Fountain Valley,and Santa Ana)to submit"a plan to identify and control sources which may
be contributing to bacteria concentrations in urban runoff'from Talbert Channel, Lower Santa Ana River,and
Greenville Banning Channel, in order to minimize or prevent bacterial contamination and standards
exceedances along the Huntington Beach ocean front.
In response,the County of Orange as lead responsible agency submitted the "Summer 2000 ACTION Plan for
Huntington Beach Coastal Waters',which outlined the proposed structural program of dry weather urban
runoff diversion to the sanitary sewer system from storm drain system pump stations of the County and the City
of Huntington Beach and the three drainage channels cited in the directive.The County also outlined and
conducted a series of water quality investigations to better characterize and quantify the nature and source of
surfzone bacteria contamination,with emphasis on characterizing the contribution of dry weather urban runoff
from the subject channels.OCPW eventually completed four dry weather urban runoff diversions, Huntington
Beach Pump Station,Talbert Channel,Santa Ana River, and Greenville Banning Channel,essentially diverting dry
weather urban runoff from the Talbert—Lower Santa Ana River Watershed,an area of 16,575 acres.
SARWQCB Order No. RS-2009-0030-FINDINGS.Section I. POTENTIAL POLLUTANTS IN STORM WATER
RUNOFF/IMPACTS ON BENEFICIAL USES:34. During the summers of 1999 and 2000,a number of locations along
the Orange County coast exhibited elevated bacterial levels.Since then a number of studies have been
conducted that indicate that urban runoff,especially dry weather runoff, is a major contributing factor to the
Orange County coastal bacterial contamination problems.To address this bacterial problem,the permittees
currently divert dry weather low flows from some of these areas to the sanitary sewer.With the diversion of dry
weather flows to the sanitary sewer,there have been significant improvements in the beach water quality.A
number of studies have been conducted to determine the source of this microbial contamination and to
develop permanent remedial measures.These studies have not conclusively determined the sources or
solutions to this problem.
SARWQCB Order No. 118-2009-0030-PERMIT REQUIREMENTS,Section IV. RECEIVING WATER LIMITATIONS:
1. Discharges from the MS4s shall not cause or contribute to exceedances of receiving water quality standards
(designated beneficial uses and water quality objectives)for surface waters or groundwaters.
2.The DAMP (Drainage Area Management Plan)and its components shall be designed to achieve compliance
with receiving water limitations. It is expected that compliance with receiving water limitations will be achieved
through an iterative process and the application of increasingly more effective BMPs.The permittees shall
complywith Sections 111.2 and IVA ofthis orderthrough timely implementation of control measures and other
actions to reduce pollutants in urban runoff in accordance with the DAMP and other requirements of this order,
including any modifications thereto.
Grant Requirements-State Clean Beach Initiative Grant Agreement No.01-072-55-0:
A 2002 State Clean Beach Initiative grant of$999,999 was used to construct the subject diversion facilities.The
agreement stipulates in Exhibit E,Special Conditions that"the Project demonstrates the ability to produce
sustained benefits for 20 years' (1. Bond Terms)and that the County agrees to"properly staff,operate,and
maintain all portions of the Project during the Project's useful life",where failure to comply with this"shall be
considered a material breach and violation of this Agreement,and a nonexclusive remedy shall include
reimbursement by the Contractor(County)of all grant funds disbursed under this Agreement"
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Huntington Beach Diversions
The City of Huntington Beach (City)and the Orange County Public Works(OCPW)diversions were implemented
primarily due to the beach closures in 1999-2000,followed by Huntington State Beach's listing as impaired for
the indicator bacteria enterococcus. From their renewal application for the city's urban runoff permits:The City
of Huntington Beach is regulated by the Clean Water Act,section 402(p);40 CFR Parts 122, 123,and 124;
Porter-Cologne Water Quality Control Act(Division 7 of the California Water Code,section 13000);Water
Quality Control Plan for the Santa Ana River Basin(Basin Plan);California Toxics Rule(CiR);California Toxics
Rule Implementation Plan;and NPDES Permit, Order No. R8-2009-0030,CAS618030.The permit renewal
application goes on to state.To abide by the above-mentioned regulations,the City must put in controls to
reduce the discharge of pollutants to the maximum extent practicable, including management practices,control
techniques and system, design and engineering methods, and such other provisions as the Administrator or the
State determines appropriate for the control of such pollutants. Urban runoff collected at this pump station
may create a public health and/or environmental problem associated with the discharge of runoff directly into
the adjacent channel which discharges into the Pacific Ocean.
Irvine Ranch Water District/The Irvine Company Diversions
The Newport Coast Watershed discharges into two Areas of Special Biological Significance,the Newport Beach
(Robert E. Badham) Marine Life Refuge(ASBS No. 32)and the Irvine Coast Marine Life Refuge(ASBS No. 33).The
Pelican Point, Los Trancos,and Muddy Canyon diversions were implemented in response to the Regional Water
Quality Control Board's Cease and Desist Order No.00-87,dated November 16,2000, prohibiting new
discharges of waste,including storm water and non-storm runoff,from developed regions into these areas.
Considering these subwatersheds now include significant development,all entities involved including The Irvine
Company, IRWD,the City of Newport,and the Regional Water Quality Control Board,deem these three
diversions essential for the protection of the beneficial uses and water quality objectives specified in California's
1997 Ocean Plan.
Newport Beach-Dunes Diversion
The Newport Dunes diversion started as a demonstration project after OCSD received a penalty(ACL#99-58)
from the Regional Water Quality Control Board (RWQCB)for a July 1998 sewage spill. OCSD agreed to spend
$40,000 of the$50,000 fine on a Supplemental Environmental Project in the City of Newport Beach (City).The
project proposed redirecting the bacteria polluted nuisance flows from a golf course lake and local storm drain
system that drain into the Newport Dunes Lagoon to the sanitary sewer system.After the RWQCB accepted the
proposal,the project proceeded through design and construction,with the diversion going on-line in 2001.
Newport Bay(Bay) is the second largest estuarine embayment in southern California.The Bay is made up of two
water bodies: 1)the Upper Bay, currently a high value estuary that contains a State Ecological Reserve;and 2)
the Lower Bay(commonly referred to as Newport Harbor),a regionally important recreational area where
thousands of people visit every year and take part in various recreational activities,including swimming and
boating. In 1986,the Santa Ana Regional Water Quality Control Board (Regional Board) identified and listed
Newport Bay(Lower and Upper) as a water quality limited receiving water body for pathogens in accordance
with Section 303(d)of the Federal Clean Water Act.7 Therefore,the City of Newport considers the Dunes
diversion essential for maintaining the beneficial uses and water quality ofthis heavily used recreational area.
7 Newport Bay Fecal Coliform Source Management Plan
Page 7
ADMINISTRATION COMMITTEE Needng Dare To ad.of Dir.
06,12,13 --
AGENDA REPORT Item Number Item Number
s
Orange County Sanitation District
FROM: James D. Herberg, General Manager
Originator: Nick Kanetis, Director of Engineering
Engineering Manager: Robert Thompson
SUBJECT: PERMITTING PROCESS FOR SEWER CONNECTIONS
GENERAL MANAGER'S RECOMMENDATION
Information Only.
SUMMARY
Staff will present an informational overview of the connection permitting process.
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
Orange County Sanitation District (OCSD) works closely with individual city building
departments, local sewering agencies, and the county building department to identify,
permit, and collect capital facility capacity charges (CFCC). OCSD, as are other
agencies and special districts, are reliant on these other departments to enforce our fee
collections. The presentation will provide an overview of the connection process, the
history of our local service and records, and describe our policy for collection of fees.
CEQA
N/A
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE
N/A
JDH:NK:RT:sa
Page 1 of 1
ORANGE COUNTY SANITATION DISTRICT
Agenda
Terminology Glossary
Glossary of Terms and Abbreviations
AQMD Air Quality Management District
ASCE American Society of Civil Engineers
BOO Biochemical Oxygen Demand
CARB California Air Resources Board
CASA California Association of Sanitation Agencies
CCTV Closed Circuit Television
CEQA California Environmental Quality Act
CRWQCB California Regional Water Quality Control Board
CWA Clean Water Act
CWEA California Water Environment Association
EIR Environmental Impact Report
EMT Executive Management Team
EPA U.S. Environmental Protection Agency
FOG Fats, Oils, and Grease
FSSD Facilities Support Services Department
gpd Gallons per day
GWR System Groundwater Replenishment System (also called GWRS)
LOS Level of Service
MGD Million gallons per day
NACWA National Association of Clean Water Agencies
NPDES National Pollutant Discharge Elimination System
NWRI National Water Research Institute
O&M Operations and Maintenance
OCCOG Orange County Council of Governments
OCHCA Orange County Health Care Agency
OCSD Orange County Sanitation District
OCWD Orange County Water District
OOBS Ocean Outfall Booster Station
OSHA Occupational Safety and Health Administration
POTW Publicly Owned Treatment Works
ppm Parts per million
RFP Request For Proposal
RWQCB Regional Water Quality Control Board
SARFPA Santa Ana River Flood Protection Agency
SARI Santa Ana River Inceptor
SARWQCB Santa Ana Regional Water Quality Control Board
Glossary of Terms and Abbreviations
SAWPA Santa Ana Watershed Project Authority
SCADA Supervisory Control and Data Acquisition system
SCAP Southern California Alliance of Publicly Owned Treatment Works
SCAQMD South Coast Air Quality Management District
SOCWA South Orange County Wastewater Authority
SSMP Sanitary Sewer Management Plan
SSO Sanitary Sewer Overflow
SWRCB State Water Resources Control Board
TDS Total Dissolved Solids
TMDL Total Maximum Daily Load
TSS Total Suspended Solids
WDR Waste Discharge Requirements
WEF Water Environment Federation
WERF Water Environment Research Foundation
Activated-sludge process — A secondary biological wastewater treatment process where bacteria
reproduce at a high rate with the introduction of excess air or oxygen, and consume dissolved
nutrients in the wastewater.
Biochemical Oxygen Demand (BOD)—The amount of oxygen used when organic matter undergoes
decomposition by microorganisms. Testing for BOD is done to assess the amount of organic matter in
water.
Biosolids — Biosolids are nutrient rich organic and highly treated solid materials produced by the
wastewater treatment process. This high-quality product can be recycled as a soil amendment on
farm land or further processed as an earth-like product for commercial and home gardens to improve
and maintain fertile soil and stimulate plant growth.
Capital Improvement Program (CIP) — Projects for repair, rehabilitation, and replacement of assets.
Also includes treatment improvements, additional capacity, and projects for the support facilities.
Coliform bacteria—A group of bacteria found in the intestines of humans and other animals, but also
occasionally found elsewhere used as indicators of sewage pollution. E. coli are the most common
bacteria in wastewater.
Collections system — In wastewater, it is the system of typically underground pipes that receive and
convey sanitary wastewater or storm water.
Certificate of Participation (COP) — A type of financing where an investor purchases a share of the
lease revenues of a program rather than the bond being secured by those revenues.
Contaminants of Potential Concern (CPC) — Pharmaceuticals, hormones, and other organic
wastewater contaminants.
Dilution to Threshold (DR) — the dilution at which the majority of the people detect the odor
becomes the D(f for that air sample.
Glossary of Terms and Abbreviations
Greenhouse gases — In the order of relative abundance water vapor, carbon dioxide, methane,
nitrous oxide, and ozone gases that are considered the cause of global warming ("greenhouse
effect').
Groundwater Replenishment (GWR) System — A joint water reclamation project that proactively
responds to Southern California's current and future water needs. This joint project between the
Orange County Water District and the Orange County Sanitation District provides 70 million gallons a
day of drinking quality water to replenish the local groundwater supply.
Levels of Service (LOS)—Goals to support environmental and public expectations for performance.
NOMA— N-Nitrosodimethylamine is an N-nitrosoamine suspected cancer-causing agent. It has been
found in the Groundwater Replenishment System process and is eliminated using hydrogen peroxide
with extra ultra-violet treatment.
National Biosolids Partnership (NBP) — An alliance of the National Association of Clean Water
Agencies (NACWA) and Water Environment Federation (WEF), with advisory support from the U.S.
Environmental Protection Agency (EPA). NBP is committed to developing and advancing
environmentally sound and sustainable biosolids management practices that go beyond regulatory
compliance and promote public participation in order to enhance the credibility of local agency
biosolids programs and improved communications that lead to public acceptance.
Plume—A visible or measurable concentration of discharge from a stationary source or fixed facility.
Publicly-owned Treatment Works (POTW)— Municipal wastewater treatment plant.
Santa Ana River Interceptor (SARI) Line — A regional brine line designed to convey 30 million
gallons per day (MGD) of non-reclaimable wastewater from the upper Santa Ana River basin to the
ocean for disposal, after treatment.
Sanitary sewer — Separate sewer systems specifically for the carrying of domestic and industrial
wastewater. Combined sewers carry both wastewater and urban run-off.
South Coast Air Quality Management District (SCAQMD) — Regional regulatory agency that
develops plans and regulations designed to achieve public health standards by reducing emissions
from business and industry.
Secondary treatment — Biological wastewater treatment, particularly the activated-sludge process,
where bacteria and other microorganisms consume dissolved nutrients in wastewater.
Sludge—Untreated solid material created by the treatment of wastewater.
Total suspended solids (TSS)—The amount of solids floating and in suspension in wastewater.
Trickling filter — A biological secondary treatment process in which bacteria and other
microorganisms, growing as slime on the surface of rocks or plastic media, consume nutrients in
wastewater as it trickles over them.
Urban runoff — Water from city streets and domestic properties that carry pollutants into the storm
drains, rivers, lakes, and oceans.
Wastewater—Any water that enters the sanitary sewer.
Watershed —A land area from which water drains to a particular water body. OCSD's service area is
in the Santa Ana River Watershed.