HomeMy WebLinkAboutItem 7 - Proposed Budget FY 2020-21_2021-22 t• ._ — — l,�
PROPOSED
BUDGET
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FISCAL YEARS
2020-2021 and 2021 -2022
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Orange County Sanitation District, California - �`�
Orange County Sanitation District, California
FY 2020-21 & FY 2021 -22 Proposed Budget
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MISSION STATEMENT
"To protect public health and the environment by providing effective wastewater
collection, treatment, and recycling."
For Fiscal Years
July 1, 2020 through June 30, 2021 and
July 1, 2021 through June 30, 2022
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2020-21 & 2021 -22 Budget
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GFOA Budget Presentation Award
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Orange County Sanitation District
California
For the Fiscal Year Beginning
July 1, 2018
�'-4'� P
Lxecutive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the Orange County Sanitation District, California, for its biennial
budget for the biennium beginning July 1, 2018.
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.
The award is valid for a period of two years only. We believe our current budget continues to conform to the
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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2020-21 & 2021 -22 Budget
Table of Contents
Reader's Guide to the Budget......................................................................................................................................i
Boardof Directors ...................................................................................................................................................... iii
BoardCommittees......................................................................................................................................................iv
Orange County Sanitation District Organization Chart ...............................................................................................v
AdministrativeOfficials...............................................................................................................................................vi
General Manager's Budget Message........................................................................................................................vii
CoreValues.................................................................................................................................................................x
Section 1 — Executive Summary
ExecutiveSummary.......................................................................................................................................1
Section 2 - Introduction
Financial Overview & Budgetary Issues........................................................................................................1
BusinessPlan..............................................................................................................................................13
OCSDLong-Term Planning.........................................................................................................................24
Background Information and Description of Services .................................................................................25
OrangeCounty at a Glance.........................................................................................................................25
Section 3 - Policies, Systems and Processes
FiscalPolicy...................................................................................................................................................1
GFOA Best Practices and Advisories............................................................................................................9
Overview of the Budget Process.................................................................................................................19
BudgetAssumptions....................................................................................................................................21
Accounting System and Budgetary Control.................................................................................................25
OCSDFund Structure Diagram...................................................................................................................26
RevenueSources........................................................................................................................................27
Section 4— District Summary
FY 2020-21:
Wherethe Money Comes From..............................................................................................................1
Wherethe Money Goes..........................................................................................................................1
Funding Sources by Category ................................................................................................................2
FundingUses by Category .....................................................................................................................3
FY 2021-22:
Where the Money Comes From..............................................................................................................5
Wherethe Money Goes..........................................................................................................................5
Funding Sources by Category ................................................................................................................6
FundingUses by Category .....................................................................................................................7
BudgetResources.........................................................................................................................................8
Budget Resources by Revenue Area — FY 2020-21 ...................................................................................10
Budget Resources by Revenue Area — FY 2021-22...................................................................................12
ProjectedReserves .....................................................................................................................................14
Consolidated Cash Flow Projections...........................................................................................................16
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Section 5—Operations Overview
Operations Budget Overview.........................................................................................................................1
Operations Summary/Comparisons by Department......................................................................................2
Expenseby Category ....................................................................................................................................3
Allocation to Individual Revenue Areas.........................................................................................................4
Net Operating Expense by Line Item ............................................................................................................5
Notes to Operations Summary......................................................................................................................7
Section 6 - Operating Divisions
GENERAL MANAGEMENT
GeneralManagement Administration............................................................................................................1
BoardServices ..............................................................................................................................................5
PublicAffairs ....................................................................................................................................9
HUMAN RESOURCES
Human Resources Administration...............................................................................................................13
Risk Management/Safety/Security.................................................. ..................................................17
FINANCE AND ADMINISTRATIVE SERVICES
Administrative Services Administration .......................................................................................................21
FinancialManagement................................................................................................................................25
Contracts, Purchasing, and Materials Management...................................................................................29
InformationTechnology.......................................................................................................... 33
ENVIRONMENTAL SERVICES
Environmental Services Administration.......................................................................................................37
ResourceProtection ....................................................................................................................................41
Laboratory, Monitoring & Compliance.........................................................................................................45
ENGINEERING
EngineeringAdministration..........................................................................................................................49
Planning.......................................................................................................................................................53
ProjectManagement ...................................................................................................................................57
Design..........................................................................................................................................................61
Construction Management ..........................................................................................................................65
OPERATIONS & MAINTENANCE
Operations & Maintenance Administration..................................................................................................69
Collection Facilities Operations & Maintenance..........................................................................................73
FleetServices..............................................................................................................................................77
PlantNo. 1 Operations ................................................................................................................................81
PlantNo. 2 Operations ................................................................................................................................85
PlantNo. 1 Maintenance.............................................................................................................................89
PlantNo. 2 Maintenance.............................................................................................................................93
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2020-21 & 2021 -22 Budget
Section 7 - Self-Insurance Program
Self-Insurance Program Overview.................................................................................................................1
Total Self-Insurance Program........................................................................................................................2
General Liability and Property Self-Insurance Program................................................................................3
Workers' Compensation Self-Insurance Program.........................................................................................4
Section 8 - Capital Improvement Program
Overview........................................................................................................................................................1
Diagram of Treatment Process......................................................................................................................3
ProjectSummary - FY 2020-21 .....................................................................................................................4
Capital Improvement Expenditure Graphs by Process and Type - FY 2020-21 ...........................................5
ProjectSummary - FY 2021-22.....................................................................................................................6
Capital Improvement Expenditure Graphs by Process and Type - FY 2021-22...........................................7
Summary of Capital Requirements................................................................................................................8
CIPProject Detail Sheets............................................................................................................................12
Summary by Project Status - Collection System Projects...........................................................................87
Summary by Project Status - Treatment & Disposal Projects.....................................................................88
Summary by Revenue Program Category - Collection System Projects....................................................91
Summary by Revenue Program Category - Treatment& Disposal Projects ..............................................92
Proposed Equipment Budget Summary- FY 2020-21 ................................................................................96
Proposed Equipment Budget Detail - FY 2020-21 ......................................................................................98
Proposed Equipment Budget Summary - FY 2021-22..............................................................................100
Proposed Equipment Budget Detail - FY 2021-22....................................................................................102
Section 9 - Debt Service
DebtFinancing Program................................................................................................................................1
Debt Service Requirements - Principal & Interest.........................................................................................6
Debt Service Requirements - Interest Payments..........................................................................................8
Debt Service Requirements - Principal Payments ......................................................................................10
Section 10 -Appendix
Staffingby Department - Graph.....................................................................................................................1
Staffingby Category- Graph.........................................................................................................................1
Historical Staffing by Department - Graph.....................................................................................................2
Total Historical Staffing - Graph ....................................................................................................................2
HistoricalStaffing Summary..........................................................................................................................3
HistoricalStaffing Detail ................................................................................................................................4
AppropriationsLimit.....................................................................................................................................13
BudgetGlossary..........................................................................................................................................14
MiscellaneousStatistics ..............................................................................................................................19
Service Area Population Information...........................................................................................................20
Index............................................................................................................................................................21
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Reader's Guide to the Budget
Reader's Guide to the Budget • The Budget Process provides an overview of
the budget development process and budget
This guide is intended to help the reader calendar.
understand what information is available in the
budget and how it is organized. This budget • Budget Assumptions are decided on as a
document is broken down into ten sections foundation for developing the budget, and they
including a Budget Glossary and Index. The guide OCSD in determining the level of
Administrative Services Department invites your wastewater treatment services that will be
suggestions on ways to make the budget provided to the community.
document more understandable.
• Accounting Systems and Budgetary Control
The General Manager's Budget Message and a provides an overview of the District's accounting
summary of the District's Core Values follow this systems and the level at which budgetary
guide. The General Manager's budget message control is maintained.
introduces the budget to the reader.
Section 4-District Summary
Following is an explanation of the major sections This summary section is a comprehensive
of this budget: overview of the FY 2020-21 & FY 2021-22
Budget with a focus on all consolidated District
Section 1—Executive Summary funds. Included are tables and graphs for both
The Executive Summary highlights critical issues revenues and expenses.
and financial information regarding the District's
FY 2020-21 & FY 2021-22 Budget. Section 5— Operations Overview
This section is a comprehensive overview of the
Section 2—Introduction District's operating costs and related revenues for
FY 2020-21 and FY 2021-22. The District's
• Financial Overview and Budget Issues -This operations include collection, treatment, and
section highlights the issues impacting the disposal activities. Tables are included for
FY 2020-21 & FY 2021-22 Budget. revenues and expenses to assist the reader in
interpreting the data.
Section 3—Policies and Practices
Section 6— Operating Divisions
• Fiscal Policies describe the District's financial This section includes operating programs for the
goals along with policies addressing the District's basic organizational units which provide
operating budget; revenues and expenses; collection and essential wastewater treatment
service fees; capital improvement program; services to the community. Divisional budgets
long-and short-term debt; reserves; are presented in the following format:
investments; and accounting, auditing and
financial reporting. • Organization Chart -An organization chart by
position is provided for each division.
• GFOA Recommended Practices lists all of the
Accounting, Auditing, and Financial Reporting; • Authorized FTE Positions-The total number
Cash Management; Governmental Budgeting of full-time equivalent positions assigned to
and Fiscal Policy; Debt Management; and each division is included in this table.
Retirement and Benefits Administration
practices that are recommended by the • Staffing Trends -A multi-year staffing trend
Government Finance Officers Association of chart is provided to show the changes that
the United States and Canada. Included within have occurred in each division over time.
this list of best financial practices for states and
local governments is the District's status as to • Service Description -A description of the
whether we are in compliance, in progress services or functions provided by each division.
towards compliance, or whether the practice is
applicable to this agency. • 2019-20 Performance Objectives -This
section represents the objectives defined by the
division for the previous fiscal year.
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2020-21 & 2021 -22 Budget
• 2019-20 Performance Results -A summary of
major accomplishments and objectives that Section 10—Appendix
were actually met during the previous fiscal
year. Staffing - Includes charts of staffing by
department and category, charts of the
• 2020-21 &2021-22 Performance Objectives - historical staffing by department, a historical
A list of projected goals to be accomplished summary and detail schedules of authorized
during the 2020-21 and 2021-22 fiscal years. positions and full-time equivalent employees by
department and by division.
• Performance Measures -A listing of the
measures that will be used to evaluate the • Appropriations Limit -The calculation of the
success of the budgeted fiscal years. District's California Constitutional appropriation
limit.
• Budget Overview -This section provides an
overview of changes from the FY 2019-20 • Budget Glossary
Budget to the FY 2020-21 & FY 2021-22
Budget. Additionally, the significant impacts of . Miscellaneous Statistics
budgetary changes are outlined along with
dollar amounts. • Service Area Population Information
• Expenses by Category-A chart comparing • Index
the FY 2018-19 actual expenses and the
FY 2019-20 budgeted and projected expenses
against the proposed budget for FY 2020-21 &
FY 2021-22. The percent change from the
FY 2019-20 Budget compared to the FY 2020-
21 Budget is also included.
• Expenditure Trends -This graph provides a
multi-year historical trend of divisional
expenses.
Section 7-Self-Insurance Program
This section presents an overview of the self-
insurance program, including program
descriptions and revenue and expense detail.
Section 8- Capital Improvements
This section of the budget gives an overview of
the District's Capital Improvement Program (CIP),
CIP project summaries, and detailed CIP project
sheets. The project sheets outline project
descriptions, project location, project type,
projected costs, and funding sources.
Section 9-Debt Financing Program
This section describes the District's Debt
Financing Program including a listing of the
outstanding debt issues, a description of the
purpose of each issue, a debt service retirement
schedule, and Debt Service Requirements,
including principal and interest, over the life of the
outstanding debt issues.
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OCSD Board of Directors
Orange County Sanitation District Board of Directors
AGENCY/CITIES ACTIVE DIRECTOR
Anaheim Lucille Kring
Brea Glenn Parker
Buena Park Fred Smith
Cypress Mariellen Yarc
Fountain Valley Steve Nagel
Fullerton Jesus J. Silva
Garden Grove Steve Jones
Huntington Beach Erik Peterson
Irvine Christina Shea
La Habra Tim Shaw
La Palma Peter Kim
Los Alamitos Richard Murphy
Newport Beach Brad Avery
Orange Mark Murphy
Placentia Chad Wanke
Santa Ana Cecilia Iglesias
Seal Beach Sandra Massa-Lavitt
Stanton David Shawver
Tustin Allan Bernstein
Villa Park Robert Collacott
Sanitary Water Districts
Costa Mesa Sanitary District (CMSD) James Ferryman
Midway City Sanitary District (MCSD) Andrew Nguyen
Irvine Ranch Water District (IRWD) John Withers
Yorba Linda Water District (YLWD) Brooke Jones
County Areas
Member of the Board of Supervisors Doug Chaffee
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2020-21 & 2021 -22 Budget
Board Committees
STEERING COMMITTEE OPERATIONS COMMITTEE
David Shawver, Board Chair Robert Collacott, Chair
John Withers, Board Vice-Chair Mariellen Yarc, Vice-Chair
Chad Wanke, Chair, Administration Committee Brad Avery
Robert Collacot, Chair, Operations Committee Allan Bernstein
Peter Kim, LaPA Committee Doug Chaffee
Glen Parker, Member-At-Large Brooke Jones
Tim Shaw, Member-At-Large Steve Jones
Lucille Kring
Sandra Massa-Lavitt
ADMINISTRATION COMMITTEE Tim Shaw
Chad Wanke, Chair Jesus J. Silva
Richard Murphy, Vice-Chair Fred Smith
James Ferryman David Shawver, Board Chair
Cecilia Iglesias John Withers, Board Vice-Chair
Peter Kim
Mark Murphy
Steve Nagel LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE
Andrew Nguyen Peter Kim, Board Chair
Glenn Parker Allan Bernstein, Board Vice-Chair
Erik Peterson Lucille Kring, Member-At-Large
Christina Shea Erik Peterson, Member-At-Large
David Shawver, Board Chair Christina Shea, Member-At-Large
John Withers, Board Vice-Chair David Shawver, Board Chair
John Withers, Board Vice-Chair
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District's Organizational Chart
Board of
Directors
Gen eral Gen eral
Manager Counsel Office
Assistant
General Assistant
General
Manager L Manager -A
Human -1 r
General Administrative Environmental Engineering Operations
Manager Office Resou rces Services Services (117 FTEs) &Maintenance
General Human Resources Administrative Environmental Engineering Operations&
Management Administration Services Services Administration Maintenance
Administration Administration Administration
Risk Management/ Financial Planning
Board Services Safety/Security Management Resource Collections
Protection Project Facilities
Public Affairs Contracts, Management Operations&
Purchasing& Laboratory, Maintenance
Materials Monitoring& Design
Management Compliance Fleet Services
Construction
Information Management Plant No.1
Technology Operations
Plant No.2
Operations
Plant No.1
Maintenance
Plant No.2
Maintenance
V
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2020-21 & 2021 -22 Budget
Administrative Officials
Departments
General Manager James D. Herberg
Assistant General Manager and Director of Finance &Administrative Services Lorenzo Tyner
Assistant General Manager and Director of Operations & Maintenance Robert Thompson
Director of Engineering Kathy Millea
Director of Environmental Services Lan C. Wiborg
Director of Human Resources Celia Chandler
General Counsel Bradley R. Hogin
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Serving: Orange County Sanitation District
10844 Ellis Avenue, Fountain Valley,CA 92708
Anaheim 714.962.2411 1 www.ocsd.com
Brea June 1, 2020
Buena Park
Fountain Valley Honorable Chair and Board of Directors:
Fullerton I am pleased to submit the Orange County Sanitation District's (OCSD) Proposed Budget for
Garden Grove fiscal years 2020-2021 and 2021-2022.This document lays out the framework of OCSD's
activities during the next two years and serves as a source of information for OCSD's Board of
Huntington Beach Directors,our ratepayers,and our employees. This budget includes the operational,capital
Irvine and debt service expenditures necessary to cost-effectively support our mission and execute
the Strategic Plan adopted by our Board of Directors in November 2019.
La Habra
This budget is being submitted at a challenging time for our community,the state,and our
La Palma
nation amid the COVID-19 pandemic.There are unknowns and uncertainties regarding the
Los Alamitos � duration,the immediate and long-term impacts,and what the new"normal"will look like.
Newport Beach During the budget preparation and presentation,our staff has been aware of,and has
considered this extraordinary situation. Fortunately, under the guidance and policies set by
Orange the Board of Directors,the proposed budget reflects a financially sound and stable
Placentia ,
organization capable of weathering this storm.
Santa Ana 6 1 would like to highlight some of the areas of focus for the coming years:
Seal Beach • Operational Readiness—OCSD has always been a forward-looking agency,whether it
is for operational reliability,future infrastructure needs,emergency events such as
Stanton spills and storms,or unknown situations such as pandemics.We have Business
Tustin Continuity Plans in place,and we conduct regular tabletop exercises for various
scenarios to allow us to respond quickly and effectively without compromising our
Villa Park mission or levels of service.As we move forward,our efforts will continue to focus on
County of Orange planning, preparation, and integration so that regardless of what future situations we
face,OCSD will be ready.
Costa Mesa
Sanitary District
• Expanded Recycling Efforts
Midway City
Sanitary District o Groundwater Replenishment System Final Expansion—In partnership with the
Irvine Ranch Orange County Water District(OCWD),our agency recycles enough water to
Water District supply the needs of 850,000 people through the Groundwater Replenishment
Yorba Linda System (GWRS). Earlierthis year,construction began on the Final Expansion
Water District phase of this internationally recognized project.Changes and additions to
infrastructure will allow for the treated water from Plant No.2 that is currently
�—_—�� underutilized,to be processed at the GWRS facility in Fountain Valley.With this
_ final phase,the GWRS will provide a reliable water source for over one million
people in central and northern Orange County.
A.
Our Mission: To protect public health and the environment by
providing effective wastewater collection, treatment, and recycling
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J 11 SANIr,�T
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c� Food Waste Treatment Facility—A project created for cities in our service area to satisfy
the requirements of California State Assembly Bill 1826 and Senate Bill 1383 which
require that organic wastes be diverted away from landfills.This regulatory shift has
created an opportunity in the wastewater sector to provide a cost effective and
environmentally friendly service to help manage organics using OCSD's existing anaerobic
digesters,which in turn will produce renewable energy to power our treatment plants.
• Headquarters Complex—In our ongoing effort to streamline our operations and planning,we
have acquired 7.5 acres across Ellis Avenue from Reclamation Plant No. 1 in Fountain Valley.
The buildings on those properties will be demolished to make room for a consolidated
headquarters building to house the staff that are currently located in various buildings and
trailers spread out on the existing 100-acre wastewater treatment facility.Adding a
headquarters complex will free up needed space for future wastewater treatment
infrastructure and will centralize our administrative functions.Today,we are 95 percent
complete in design and expect to enter construction in 2021 and be move-in ready by the end
of 2023.
• Capital Improvement Program—OCSD's Capital Improvement Program (CIP) has evolved over
time. It began by focusing on creating the initial infrastructure of the collections and treatment
system,shifted to expanding capacity,and now our focus is on aging infrastructure,
incorporating climate resiliency,seismic risk,and maximizing resource recovery.During the
evolution of this program,one thing has remained;OCSD facilities must operate reliably with
sound financial management.While the COVID-19 pandemic has resulted in operational
modifications,our CIP has not been significantly impacted.OCSD will continue to construct
essential wastewater infrastructure, investing$500 million in wastewater infrastructure in the
next year and a half, issuing construction contracts for 37 projects and helping keep the
economic engine running in Orange County.
• Infrastructure Reliability and Asset Management—OCSD's infrastructure must operate
continuously day and night. Reliability must be built into all that we do and that includes
managing the condition of our$11 billion in assets to ensure they are running effectively.Over
the past two years,we made a concerted effort to establish an updated and more robust
understanding of the condition and performance of all critical and major assets and our ability
to meet established levels of service.As we embark on another year of this renewed asset
management program,we have updated our Asset Management Plan to develop a tactical
approach for addressing asset condition and performance issues.The plan lays out how we will
operate and maintain those assets to deliver the required level of service at the lowest lifecycle
cost with an acceptable level of risk. OCSD will be investing an additional$4 million in repairs
and maintenance this next year.
Our Mission:To protect public health and the environment by
providing effective wastewater collection, treatment, and recycling
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• Safety and Security—Capital projects, maintenance activities,drafting of an implementation
plan for a Voluntary Protection Program Certification,and training to address safety in our
workplace are all included in this budget,as are enhancements to our physical,electronic, and
cyber security infrastructure.
• Staffing Cost Containment—While continuing to implement programs to enhance our
resiliency,reliability and resource recovery,this budget displays our commitment to efficiency
as it includes a small reduction in staffing.
OCSD has worked very hard to create an integrated planning environment which begins with the
strategic and policy expectations of the Board of Directors and flows down to the work product of each
employee. We have worked to ensure communication and transparency among our staff members so
that they are aligned and working together in support of the plan.
OCSD will continue to provide wastewater collection,treatment, recycling,facilities maintenance,ocean
monitoring,and many other services while keeping rates among the lowest in California.This budget
fully supports the goals and levels of service included in the Orange County Sanitation District's Strategic
Plan and positions us well to proactively manage in the coming years.
4Mq&�19 dj--e-�
James D. Herberg
General Manager
Orange County Sanitation District
Our Mission: To protect public health and the environment by
providing effective wastewater collection, treatment, and recycling
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Mission, Vision and Core Values
ORANGE COUNTY SANITATION DISTRICT CORE VALUES
MISSION STATEMENT
The Mission Statement is the basic foundation that defines why the Orange County Sanitation District exists.
"To protect public health and the environment by providing effective wastewater collection, treatment, and recycling."
VISION STATEMENT
The Vision Statement supports the Mission Statement by expressing a broad philosophy of what the Orange
County Sanitation District strives to achieve now and in the future in the delivery of services to our customers,
vendors, other agencies, the general public and each other.
"ORANGE COUNTY SANITATION DISTRICT WILL BE A LEADER IN:
• Providing reliable, responsive and affordable services in line with customer needs and expectations.
• Protecting public health and the environment utilizing all practical and effective means for
wastewater, energy, and solids resource recovery.
• Continually seeking efficiencies to ensure that the public's money is wisely spent.
• Communicating our mission and strategies with those we serve and all other stakeholders.
• Partnering with others to benefit our customers, this region, and our industry.
• Creating the best possible workforce in terms of safety, productivity, customer service, and training."
Core Values
The Core Values support the Mission and Vision Statements by expressing the values, beliefs, and philosophy
that guides our daily actions. They help form the framework of our organization and reinforce our professional
work ethic.
• HONESTY, TRUST and RESPECT
We aspire to the highest degree of integrity, honesty, trust, and respect in our interactions with each other,
our suppliers, our customers, and our community.
• TEAMWORK and PROBLEM SOLVING
We strive to reach OCSD goals through cooperative efforts and collaboration with each other and our
constituencies. We work to solve problems in a creative, cost-effective and safe manner, and we
acknowledge team and individual efforts.
• LEADERSHIP and COMMITMENT
We lead by example, acknowledging the value of our resources and using them wisely and safely to achieve
our objectives and goals. We are committed to act in the best interests of our employees, our organization,
and our community.
• LEARNING/TEACHING -Talents, Skills and Abilities
We continuously develop ourselves, enhancing our talents, skills, and abilities, knowing that only through
personal growth and development will we continue to progress as an agency and as individuals.
• RECOGNITION/REWARDS
We seek to recognize, acknowledge and reward contributions to OCSD by our many talented employees.
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Executive Summary
This FY 2020-21 and FY 2021-22 budget represents and FY 2021-22 is part of the
a consolidation of two one-year proposed operating $5.8 billion for active and future projects identified
and capital budgets. OCSD's FY 2020-21 operating within the recently completed Annual CIP Validation
and capital improvement budget is proposed at Process.
$400.2 million, a 0.1 percent decrease over the prior
year budget of$400.8 million. This overall decrease Cost to Collect,Treat and Recycle One Million
Gallons
is primarily attributable to a decrease of $5.7 million
in net Capital Improvement Program (CIP) Outlay, $3,000
and $5.6 million increase in operating costs. $2,534 $2,537
$2,500 $2;451
OCSD's FY 2021-22 operating and capital $2,275
$2,069
improvement budget is proposed at$661.5 million, a $27000
65.3 percent increase from the FY 2020-21 proposed
budget. There is an additional $173.9 set aside in the $1,500
budget for early retirement of debt. The remainder of
the increase is mostly comprised of a $93.2 million,
or 63.1 percent net increase in cash outlays for $1.000
22
construction projects. The fluctuation in capital outlay n 1a 1ctua 19-ge 20 21 21-ge
p � p y Actual Actual Budget Budget Budget
requirements over the next two years is attributable to
the timing of the construction schedule on the OCSD has a variety of revenue sources available to
implementation of the overall combined ten-year, fund its operating and capital outlay requirements. As
$2.7 billion CIP. shown in the table below, OCSD's major funding
resources come from sewer service fees and property
The table below summarizes the District's funding taxes:
requirements: Funding Sources by Category
(in millions)
Funding Requirements by Category 2018-19 2019-20 2020-21 2021-22
(in millions) Category Actual Budget Proposed Proposed
2018-19 2019-20 2020-21 2021-22 Beginning Reserves $688.3 $716.8 $843.1 $931.2
Category Actual Budget Proposed Proposed Service Fees 311.8 313.1 320.4 329.1
Capital Improvement Program $163.1 $153.3 $147.6 $240.8 Property Taxes 98.3 96.4 99.9 102.0
Operating Expenses/Self Ins 168.6 170.7 176.3 176.5 Permit User Fees 9.9 9.9 13.0 13.1
Debt Service* 74.5 76.8 72.8 240.6 Capital Capacity Charges 21.0 18.0 20.1 20.7
Intradistrict Transfers 19.7 0.0 3.5 3.5 Interest 28.7 6.6 13.2 12.7
Total Outlays 425.9 400.8 400.2 661.5 Intradistrict Transfers 19.7 0.0 3.5 3.5
Ending Reserves 760.5 786.7 931.2 767.0 Debt Proceeds 0.0 0.0 0.0 0.0
Total Funding Uses $1,186.4 $1,187.5 $1,331.4 $1,428.5 Other Revenue 8.7 26.7 18.2 16.2
w1be fiscal year 2021-22 debt service amount includes a payment of$173.9 mflhm Total Funding Sources $1,186.4 $1,187.5 $1,331.4 $1,428.5
toward the Sanitation District's maturing and callable debt. Budget Overview
The agency's two treatment plants, located in
This FY 2020-21 and FY 2021-22 budget continues Fountain Valley and Huntington Beach, process a
to reflect the agency's ongoing efforts to streamline combined 188 million gallons of wastewater each day
operations. Staffing levels are being proposed at generated by approximately 2.6 million people in
639.0 full time equivalent(FTE)positions, a decrease central and northwest Orange County.
of 1.0 FTE position, or 0.1 percent over the 640.0 FTE
staffing level that was approved for FY 2019-20. The FY 2020-21 proposed budget to operate,
maintain and manage our sewage collection,
Additionally, service level increases in ocean treatment and disposal system is $173.9 million, an
monitoring, discharge and treatment, water increase of 3.4 percent, or$5.7 million, from the prior
reclamation and conservation, urban runoff year budget.
diversions, biosolids management, CIP expansion,
and aging infrastructure costs have resulted in a Contractual services are proposed to decrease $2.8
corresponding increase in cash flow requirements. million, or 12.7 percent, due to less reliance on
Considering the CIP alone, the $147.6 million and outside consultants and the reclassification of
$240.8 million proposed CIP outlay for FY 2020-21 some of the services into maintenance.
Section 1 - Page 1
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2020-21 & 2021 -22 Budget
Overhead cost allocation out to the CIP has been Repairs and maintenance costs are being proposed
increased by$0.4 million, or 2.2 percent based on an to decrease$4.2 million or 14.8 percent,primarily due
updated District-wide full cost allocation plan. to an overall reduction in deferred corrective
maintenance completed in previous years.
Combined utilities costs for natural gas, electricity,
and water are proposed to decrease $0.9 million, or Overhead cost allocation out to the CIP has been
9.6 percent, due to increased operational efficiencies. increased by$0.9 million, or 4.3 percent based on an
Offsetting these positive impacts on operating costs, updated the District-wide full cost allocation plan.
repairs and maintenance costs are proposed to The cost per million gallons of wastewater treated, an
increase $4.9 million or 20.9 percent. This increase industry-wide performance measurement is expected
is mostly attributable to increases in basic repairs and to increase in FY 2020-21 to $2,534, a $96, or 3.9
maintenance costs including the overhaul of percent increase over the prior year budget of$2,438,
dewatering centrifuges at an estimated cost of $2.0 and increase in FY 2021-22 to $2,537, a $3, or 0.1
million and major rehabilitation of primary and percent increase from the FY 2020-21 proposed
secondary clarifiers at both plants is planned for$2.5 budget. The 3.9 percent increase in FY 2020-21 is
million. primarily due to the budget increase and the projected
wastewater flows through the treatment system from
Personnel costs are budgeted to increase remaining consistent at 188 MGD. Wastewater flows
$3.6 million, or 3.7 percent, primarily due to the have an inverse relationship to the cost per million
increase in budgeted salaries and wages in gallons; the lower the flows, the higher the cost.
accordance with previously approved labor Wastewater flows are expected to remain flat at 188
agreements. MGD in FY 2021-22.
The FY 2021-22 proposed operating budget is OCSD's CIP net cash flow budget for FY 2020-21 is
$174.1 million, an increase of $0.2 million, or $147.6 million, an increase of $28.0 million from the
0.1 percent over the FY 2020-21 proposed budget. prior year estimated total. The CIP cash flow budget
for FY 2021-22 is $240.8 million, an increase of
Personnel costs are proposed to increase $93.2 million from the FY 2020-21 proposed CIP
$5.2 million, or 5.1 percent increase due primarily to cash flow. This CIP two-year cash flow
increases in salaries per approved labor agreements, budget finances collection system, joint treatment
group insurances and retirement costs. Staffing is works and disposal system improvement projects.
being proposed to remain unchanged from the 639.0 These CIP cash flows are attributable to the
FTE positions proposed for FY 2020-21. additional infrastructure needs identified in the 2017
Facilities Master Plan and in the 2020 validation of
the CIP.
FY 2020-21
Uses of Funds Source of Funds
Interest
--- -- -- -- &Misc
Capital Property
Facilities \ Taxes
1
Operations
�I
Debt Fees
Service
Section 1 - Page 2
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Executive Summary
How Resources Are Used
District resources are used to fund the cost of providing wastewater collection, treatment and recycling service,
including employees' salaries and benefits, debt service, capital improvements and the cost of self-insurance.
Summary of Operating & Maintenance
Expenses
Collections, Treatment& Recycling Operations
2018-19 2019-20 2020-21 2021-22
Actual Budget Proposed Proposed
Salaries, Wages & Benefits $102,928,375 $98,434,240 $102,081,800 $107,254,300
Administrative Expenses 1,432,347 2,027,930 2,034,004 1,859,661
Printing & Publication 274,914 329,970 415,375 426,350
Training & Meetings 664,845 1,109,740 1,075,111 968,932
Operating Materials & Supplies 16,945,647 21,008,781 21,460,704 21,330,295
Contractual Services 20,516,256 22,033,974 19,235,353 19,438,502
Professional Services 4,601,991 5,586,170 5,709,648 5,806,912
Research & Monitoring 935,801 1,099,600 1,304,700 1,428,700
Repairs and Maintenance 18,807,050 23,469,642 28,372,645 24,178,807
Utilities 7,795,426 9,250,310 8,364,954 8,378,838
Other Materials, Supplies & Services 3,462,314 4,244,740 4,681,932 4,704,942
Cost Allocation - CIP (19,709,063) (20,378,610) (20,825,710) (21,711,080)
Net Operating & Maintenance Expenses $158,655,903 $168,216,487 $173,910,516 $174,065,159
Facilities Planning supply the needs of 850,000 people. Recognizing the
The 2017 Facilities Master Plan was adopted in need for a reliable, affordable and high-quality water
December 2017. Like previous versions, this latest supply, the District's Board of Directors set a goal of
master plan updated planning assumptions, provided recycling 100 percent of all reclaimable wastewater
a comprehensive analysis of the condition and flows. OCSD is currently working with OCWD on the
capacity of our wastewater infrastructure, assessed design and construction of the final expansion of the
new technology opportunities, anticipated regulatory Groundwater Replenishment System over the next
changes, and resource recovery options to create a two years. The final expansion is projected to come
roadmap of facility evaluation improvements which online in 2023 and will supply enough water for
supports OCSD's mission over the next 20 years. one million people.
Sewer Service Fee Increases
The proposed net CIP outlays for FY 2020-21 and FY In March of 2018, the Board approved rate increases
2021-22 are $147.6 million and $240.8 million, for each year over the next five years. These
respectively, and are part of an overall 20-year CIP increases are necessary for compliance with OCSD's
outlay of$5.8 billion for all planned active and future debt fiscal policy of balancing the funding of new
projects, as well as outlays allotted for future capital improvements with current revenues and
rehabilitation and replacement of OCSD's aging existing debt, and to minimize the increase in rates
assets and systems. over an extended period of time.
Wastewater Recycling The impact of this five-year sewer fee schedule has
In partnership with the Orange County Water District increased the single family residence user fee rate,
(OCWD), our agency recycles enough water to on average, 1.2 percent a year from $335 in
Section 1 - Page 3
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2020-21 & 2021 -22 Budget
FY 2018-19 to $351 in FY 2022-23. These rate Business Principles
increases by OCSD are still well below the o Budget Control and Fiscal Discipline
average annual sewer rate of $529 being charged o Asset Management
throughout the State according to the 2016-17 o Cybersecurity
California Wastewater Charge Survey by the State o Property Management
Water Resources Control Board.
• Environmental Stewardship
Staffing o Energy Independence
Authorized staffing levels are being proposed at o Climate and Catastrophic Event Resiliency
639 FTE positions over the next two-fiscal years, one o Food Waste Treatment
FTE position lower than the approved staffing level for o Water Reuse
FY 2019-20. However, staffing is still 39 FTE o Environmental Water Quality, Stormwater
positions below the agency's all time high of 678 Management and Urban Runoff
positions approved in FY 1995-96. 0 Wastewater Management
OCSD o Chemical Sustainability
budgets staffing levels by FTE positions to o Chemical
Management
provide a realistic estimate of actual staffing levels o Constituents of Emerging Concern
since not all employees are full-time employees. The Workplace Environment
part-time positions are funded at 1,040 hours. Part-
time employees receive a prorated share of o Resilient Staffing
personnel benefits. The reductions from fiscal year o Safety and Physical Security
1995-96 are a result of this agency's effort in striving
to provide wastewater treatment as efficiently and The Strategic Plan is not a radical departure from the
effectively as possible while reducing operational and current direction, but rather the well-defined iterative
maintenance costs to more closely match those update to the direction of OCSD. With the adoption
agencies that are "best in class" for wastewater of the Strategic Plan, staff will be updating the Asset
treatment facilities. Management Plan, Capital Improvement Plan, and
Financial Plan that are the basis of a two-year budget
Strategic Planning that will be adopted by the Board of Directors. The
In November 2019, the Board of Directors adopted a
new comprehensive strategic plan to steer OCSD's Budget goals and the General Manager's work plan
efforts. The Strategic Plan developed by the Board of are the accountability steps that measure achievable
Directors and staff defines the strategic initiatives to progress toward the strategic initiatives listed in the
be pursued by OCSD and provides a basis for long- Strategic Plan.
term financial, capital, and operational planning. In
addition, it provides for long-term continuity of vision
as Board and staff members change over the many
years it takes to deliver public works infrastructure.
Driven by our Mission, Vision and Core Values, this
Strategic Plan continues OCSD's aggressive efforts
to protect the public health of the more than 2.6
million people we serve while protecting the
environment where we live.
The Strategic Plan is broken down into four broad
categories with fourteen topic areas that define our
responsibilities and the services we provide. These
areas are:
Section 1 - Page 4
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Financial Overview & Budgetary Issues
Financial Overview and Budgetary Issues Proposed Operating Budget
This section of the budget is a financial overview and The Operating program accounts for the costs to
an outline of issues affecting the development of the operate, maintain, and manage OCSD's two
budget, as listed below: treatment plants, with a secondary treatment design
capacity of 332 million gallons a day, and 388 miles
• Proposed Consolidated Cash Flow Budget of collection systems. All the personnel costs for
• Proposed Operating Budget OCSD are initially recorded as an Operating cost.
• Proposed Net Capital Improvement Outlay Costs chargeable to the Capital Improvement
• Debt Service Requirements Program (CIP) are allocated for the work done
• Sewer Service Fees & Property Tax Revenues through a job cost system.These charges are shown
• Budget Highlights as reductions in the line item Operating program
• Individual Collection System budget. Costs remaining in the Operating program
• Reserves are ultimately allocated to the two individual revenue
• Staffing Levels areas that make up OCSD, the Consolidated
Revenue Area and Revenue Area 14, based on
• Business Plan flows.
• OCSD Long-Term Planning Process
• OCSD Fiscal Policies Operational cost,comprised of collections,treatment
• GFOA Best Practices and Advisories plant, recycling operations and maintenance, and
administration are projected to come in under budget
Proposed Consolidated Cash Flow Budget for FY 2019-20 Budget by $6.8 million, or
The total proposed cash flow budget for FY 2020-21 4.0 percent. The FY 2020-21 Budget is being
is $400.2 million, a 1.4 percent decrease over the proposed with an increase of $5.7 million or
prior year total cash flow budget of $405.8 million. 3.4 percent from the prior year budget, and the
The total proposed cash flow budget for FY 2021-22 FY 2021-22 Budget is being proposed with an
is $487.6 million, a 21.8 percent increase from the increase of $0.2 million, or 0.1 percent over the
total proposed cash flow budget for FY 2020-21. FY 2020-21 Proposed Budget.
There is also the potential to pay off$173.9 million in
debt in FY 2021-22. The decrease in FY 2020-21 in Operations Budget Comparison
comparison to the prior year is primarily due to an (in millions)
decrease of $5.7 million in Capital Improvement $200.0 $168.2 $161.4 $173.9 $174.1
Program and Future Rehabilitation and
Replacement Capital Outlay resulting from a high $150.0
level of design expenditures associated with projects
that will be in construction starting in 2021 such as $100.0
Headwork Rehabilitation and Expansion (P1-105), $50.0
Primary Treatment Rehabilitation at Plant 2 (P2-98),
Rehabilitation of Western Regional Sewers (3-64), $0.0
and the Headquarters Complex (P1-128).
■19-20 Budget 1119-20 Projected 1120-21 Proposed❑21-22 Proposed
The following table shows the comparisons of the
FY 2019-20 Budget, and the FY 2020-21 and Analysis on the year-to-year change is provided from
FY 2021-22 Proposed Budgets by major budget three perspectives. First, the FY 2019-20 Budget is
category: compared to the FY 2019-20 year-end projections.
Budget Comparison Secondly, the FY 2019-20 year-end projections are
(in millions) compared to the FY 2020-21 Proposed Budget, and
$300 lastly,the FY 2020-21 Proposed Budget is compared
241 to the FY 2021-22 Proposed Budget.
$200 $168 $174$174
53$147 $77 $73 $67 FY 2019-20 Operations— Budget vs. Projected
iT$10o As depicted by the chart above, operating expenses
$0 are projected to come in under the FY 2019-20
Operations Capital Debt Svc./LT Liab. Budget by $6.8 million, or 4.0 percent. The major
Improvements categories that comprised most of the underage
■19-20 Budget 020-21 Proposed 021-22 Proposed include salaries and wages, operating materials and
Section 2—Page 1
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2020-21 & 2021 -22 Budget
supplies, professional services, and other operating
Full Time Equivalent(FTE)Staff
costs.
Salaries and wages costs are expected to come in GM 18
under budget by$2.6 million,or 2.7 percent primarily 18
due to unfilled positions and positions being filled at Human 26
entry level. Resources 26
Administrative 101
Operating materials and supplies are expected to Svcs. 101
come in under budget by$1.1 million, or 4.9 percent Environmental 93
primarily due to a reduction in odor chemical usage Svcs. 93
in the collections system as a result of optimization Engineering 117
efforts. 117
O&M 284
Professional services are expected to come in under zsa
budget by$1.2 million, or 21.9 percent primarily due 0 100 200 300
to reduced usage of outside engineering and FY20-21 ■FY21-22
consultants, along with not undertaking a staffing Total 639 FTEs Total 639 FTEs
study.
Other operating costs are expected to come in under Repairs and maintenance costs are proposed to
budget by$1.0 million, or 23.5 percent due primarily increase $4.1 million or 16.9 percent over the prior
to the unneeded and unspent budgeted contingency year projection. During FY 2020-21 the Bushard
and prior year re-appropriation funds. Diversion Structure Repair is planned for$1.1 million
major rehabilitation of primary basins, secondary
FY 2019-20 Projected Operatina Expense vs. clarifiers and overhaul of new centrifuges at both
FY 20-21 Proposed Operating Budget plants is planned for$6.5 million.
The FY 2020-21 Operating Budget is a$12.6 million,
or 7.7 percent increase over the FY 2019-20 FY 2020-21 Proposed Operations Budget vs,
projected operating requirements. Increases in the FY 2021-22 Proposed Operations Budget
proposed operating requirements are primarily In FY 2021-22, the second year of this two-year
attributable to increases in salaries, wages and operating budget, staff is proposing a 0.1 percent, or
benefits and repairs and maintenance. $0.2 million increase over the FY 2020-21 proposed
operating requirements. Increases in the proposed
Personnel costs are being proposed at $6.3 million, operating requirements are primarily attributable to
or 6.5 percent increase over the prior year projection increases in personnel costs, offset by a reduction in
mainly due to cost of living adjustments included in repairs and maintenance.
the current Memorandums of Understanding (MOU)
for all employee bargaining units and increased Personnel costs are being proposed at a 5.1 percent,
insurance premiums and retirement contributions. or $5.2 million increase in FY 2021-22 over the
There is a proposed decrease of one full time FY 2020-21 Proposed Budget. This increase is
equivalent(FTE)staff position bringing the proposed mostly attributable to the cost of living adjustments in
total FTE count in FY 2020-21 and FY 2021-22 to salaries based on existing bargaining unit
639.0 FTEs. agreements, and an increase of group medical
insurance premiums. Staffing position is proposed to
remain at 639.0 FTEs.
Operating materials and supplies are being
proposed to decrease $4.2 million or 14.8 percent,
primarily due to the completion of major maintenance
work on the secondary clarifiers at both plants and
diversion structures in the collections system.
Section 2—Page 2
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Financial Overview & Budgetary Issues
Proposed Net Capital Improvement Outlay the capital improvement costs will be focused on
Proposed capital improvement outlays approximate asset management, rehabilitation, and replacement
two-fifths of the overall proposed budget and provide of aging infrastructure.
for the improvements, rehabilitation, replacement,
expansion and upgrades of facilities at the two Projected FY20-21 Net CIP Outlay
treatment plants, including the utility systems, by Project Driver
administrative facilities, and the ocean disposal
system, and the rehabilitation, replacement and Rehab.
expansion of the 388 miles of the collection system and
Replace
and off-site pump stations. 61%
The net CIP outlay has been prepared under
assumptions included in the Facilities Master Plan
adopted by the Board of Directors in December 2017
and in accordance with the Board approved 2019
Strategic Plan.
Ic Plan is a two-year, four-step Regulatory Strategic
The Strategic y p 4/o Initiatives
management process that creates and maintains Additional 26%
vision alignment between the Board of Directors,the Capacity
staff, and the public. The Facilities Master Plan 9%
defines the District's goals, responsibilities, and The validated CIP includes 70 active and future
requirements over the next twenty years. capital projects,five programs, such as the Planning
Studies Program (M-Studies) and Small
The Facilities Master Plan provides a comprehensive Construction Program (M-FE), and budget for capital
analysis of the condition and capacity of OCSD's equipment purchases with a total CIP budget
wastewater infrastructure. It also evaluated the authority of$4.18 billion.
potential impacts due to anticipated regulatory
changes, and incorporated recommendations from The projected outlay for FY 2019-20 for Treatment
other recent master planning efforts, such as the and Disposal Improvement projects is expected to
Effluent Reuse Study, Biosolids Master Plan, the reach 59 percent of the annual net CIP outlay of
Climate Resiliency Study, the Seismic Evaluations $153.3 million. The FY 2020-21 and FY 2021-22
Study and the Collections System(sewers and pump proposed net CIP outlays for Treatment and
stations outside the Plants) Capacity Evaluation, to Disposal Improvement projects are $112.7 million
create the CIP which supports OCSD's mission over and $212.5 million, respectively.
the next 20 years.
CIP Program Net CIP Outlays
(in millions)
The projected outlay for the CIP is expected to reach S212 5
78.0 percent of FY 2019-20 budget of S200
$153.3 million. The proposed net CIP outlays for
FY 2020-21 and FY 2021-22 are $147.6 million and
$240.8 million, respectively, and are part of an
overall 20-year CIP outlay of $5.8 billion for all 1 1 S112
planned active and future projects,as well as outlays
allotted for future rehabilitation and replacement of S100
OCSD's aging assets and systems.
There are four key drivers that lead to CIP projects: $50 $37 0$28 8$34 9 28-4
(1) Rehabilitation and Replacement; (2) Additional
Capacity;(3)Regulatory;and(4)Strategic Initiatives. $0 _____1111111111L I W r n
Treatment&Disp_System Collection System
As demonstrated by the chart below, the most
prevalent CIP project driver is to rehabilitate and ■19-20 Budget E19-20 Projected 020-21 Proposed o21-22Proposed
replace aging assets. OCSD is now facing a time
when dry weather influent flows have stabilized, and
discharged regulations are less dynamic. Most of
Section 2—Page 3
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2020-21 & 2021 -22 Budget
Large treatment system and support facility projects Series 2010C in December 2010, both as "Build
include the Headquarters Complex Plant No. 1 America Bonds" (BABs) fixed rate debt and the last
(Project No. P1-128), Headworks Rehabilitation at of the "new" money debt issuances. The American
Plant No. 1 (Project No. P1-105), and Primary Recovery and Reinvestment Act of 2009 created this
Treatment Rehabilitation at Plant No. 2 (Project No. new financing product, BABs, for the municipal
P2-98) with projected expenditures of $6.0 million, issuer. BABs are issued as higher interest taxable
$8.9 million, and $8.1 million respectively in FY bonds; however, the U.S. Treasury provides a 35.0
2020-21. Note these projects are heading into percent subsidy on interest payments. The net cost,
construction towards the latter half of FY 2020-21 after accounting for the 35.0 percent subsidy
and portions of these expenditures include these. payment, frequently results in lower net costs to the
issuer, specifically in the maturity years beyond ten
53 percent of the FY 2020-21 net CIP outlay will be years. Based on the market conditions at the time of
spent in construction. The four most significant these issuances in comparing the back-loaded BABs
construction projects are the Ocean Outfall System new money borrowing to a back-loaded tax-exempt
Rehabilitation(Project No.J-117),Westminster Blvd. structure, Series 2010A resulted in present value
Force Main Replacement (Project No. 3-62), Return savings to OCSD of $15.2 million, as the debt was
Activated Sludge Piping Replacement at Plant No. 2 issued at an all-in true interest cost of 3.7
(Project No. P2-123), and Newhope-Placentia Trunk percent; and Series 2010C resulted in present value
Replacement (Project No. 2-72) with projected FY savings to OCSD of $20.0 million, as the debt was
2020-21 expenditures of$26.1 million, $11.6 million, issued at an all-in true interest cost of 4.1 percent.
$6.1 million, and $18.4 million, respectively. Further
information on these Projects can be found in On March 1, 2013, the federal government
Section 8. implemented certain automatic spending cuts known
as "the sequester". As a result of the sequester,
The Collection System (sewer pipes and pump federal subsidy payments on BABs have been
stations) Capital Program projected outlay for FY reduced annually from a high of 8.7 percent for the
2019-20 is expected to reach 19 percent of the federal fiscal year ended September 30, 2013 to a
annual net CIP outlay of $153.3 million. The FY low of 5.9 percent for the federal fiscal year ended
2020-21 and FY 2021-22 proposed CIP budget September 30, 2020.
authorities for Collection System Improvement
Projects are $34.9 million and $28.4 million, In November 2018, OCSD issued $102.2 million of
respectively. These proposed improvements are Revenue Refunding Certificate Anticipation Notes,
needed to keep the 388 miles of collection systems Series 2018A to refund Revenue Refunding
pipelines and the pump stations free from failure. Certificate Anticipation Notes, Series 2016B at a net
present value savings of $5.4 million. As a result of
Three large projects in the Collection System include having an adequately funded reserves policy,
the Westminster Blvd Force Main Replacement experienced management, and prudent planning,
(Project No. 3-62), the Newhope-Placentia Trunk OCSD was again able to secure a"AAA"credit rating
Replacement (Project No. 2-72), and the from Fitch Ratings and Moody's on this latest debt
Rehabilitation of Western Regional Sewers (Project issuance.
No. 3-64)with FY 2020-21 proposed cash outlays of
$11.6 million $18.4 million, and $4.5 million, This two-year budget proposes no additional new
respectively. The Capital Improvement Program is money debt issuances as the $2.7 billion in future
described in more detail in Section 8 of this replacement, rehabilitation, and refurbishment
document. projects anticipated over the next ten years will be
adequately funded through current sewer service fee
Debt Service Requirements charges and existing reserves.The FY 2020-21 debt
OCSD's long-term debt fiscal policy restricts long- service requirements are proposed at $72.8 million,
term borrowing to capital improvements that cannot a decrease of $9.0 million, or 11.0 percent from
be financed from current revenue. Before any new FY 2019-20 projected. Total Debt Service
debt is issued, the impact of debt service payments requirements for the second year of this two-year
on total annual fixed costs will be analyzed. budget will fall to $66.7 million, a $6.1 million or 8.4
percent decrease. OCSD is evaluating paying off a
OCSD issued the $80.0 million Wastewater $174 million of debt that matures or is callable in FY
Revenue Obligation, Series 2010A in May 2010 and 2021-22
the $157.0 million Wastewater Revenue Obligation,
Section 2-Page 4
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Financial Overview & Budgetary Issues
OCSD's Debt Financing Program is described in Annual Single Family Residential Rates
more detail in Section 9 of this budget. (July 2019)
Sewer Service Fees San Francisco $1,076
Vallejo $656
The Consolidated Revenue Area has an adopted Contra Costa $598
Sanitary Sewer Service Fee to provide funding for LA City - weJ $597
operating the sewer systems in accordance with the San Diego $573
Clean Water Act and OCSD's Revenue Program. Dublin $447
Revenue Area No. 14 is funded through user fee Sacramento $444
charges to the IRWD. Sewer service fees are East Bay MUD $423
Union
adopted in five year increments. Hayward 421
y � $412
OCSD $339
In the fall of 2007, Sanitation District staff conducted IRWD 6;-.� $313
strategic planning workshops with the Board of Fresno $309
Directors to lay out a capital program to deliver the Oro Loma 6iiiiiiiia $275
levels of service desired by the Board of Directors. LA County o $196
These levels of service and resulting capital projects $- $200 $400 $600 $800 $1,000$1,200
are included in OCSD's Five-Year Strategic Plan.
This effort was reinforced through the adoption of a In FY 1997-98, OCSD's Rate Advisory Committee,
new Master Plan in December 2017, a planning made up of elected city officials, community,
effort to define OCSD's goals, responsibilities, and business and industry leaders, and Sanitation
requirements over the next twenty years. The 2017 District staff analyzed OCSD's rate structure to
Facilities Master Plan defined a CIP consisting of determine whether user fees were equitable among
over 80 future infrastructure projects. Collectively, residences and industry. In May of 1998, the Board
these projects along with current active projects total approved the proposed revisions to the Sewer
over $5 billion of CIP spending over the next 20 Service User Fee rate structure that more equitably
years. charged consumers based on actual usage while
remaining revenue neutral. Significant changes in
The 2017 Facilities Master Plan also included a the rate structure included:
Wastewater Revenue Program Rate Study which
determined the appropriate rates going forward to
support the proposed 20-year CIP. 0 Non-residential user charge will be based upon
typical quantity and strength of discharge per
In March 2018, following a Proposition 218 notice 1,000 square feet.
process,the Board approved sewer rate increases for . Fees for users who discharge high quantities or
each year over the next five years averaging high-strength waste, including former Class III
approximately 1.2 percent a year, which is less than permittees such as restaurants and
the 1.9 percent rate of inflation for 2019. These Laundromats,will be based on the assumed flow
increases are necessary to provide needed capital and strength per 1,000 square feet.
improvements, to meet additional treatment and Discontinuation of the Class III permit process
disinfection requirements, and to minimize future rate because of the implementation of the expanded
increases. and more accurate rate structure. This resulted
The impact of this five-year sewer fee schedule has in simplification of the billing and collection
process for these two hundred users.
increased the single-family residence user fee rate, The revised rate structure resulted in a greater
the underlying rate for all sewer service user fees,an � number of decreases in charges (22,000) for
average of 1.2 percent a year from $335 in FY 2018-19 to $351 in FY 2022-23. non-residential users than increases(13,000).
Even with these increases, the OCSD rates are still Overall, the total fees collected remained essentially
well below the average annual sewer rate of $529 the same as those generated by the old structure.
being charged throughout the State according to the Property Taxes
2017 California Wastewater User Charge Survey OCSD's share of the one percent ad valorem
conducted by the State Water Resources Control property tax is dedicated for the payment of COP
Board. debt service. The apportionment of the ad valorem
Section 2-Page 5
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2020-21 & 2021 -22 Budget
tax is pursuant to the Revenue Program adopted in operational activities since each Revenue Area is
April 1979 to comply with regulations of the directly responsible for their own collection operating
Environmental Protection Agency and the State costs. The Joint Works Operation activities are
Water Resources Control Board and in accordance allocated to the Revenue Areas based on their
with COP documents and Board policy. individual contributions to the annual sewage flow.
Likewise, the Joint Works Capital Improvements are
COP Funding Requirements vs.
allocated to the Revenue Areas on a three-year Property Tax Funding Source average of sewage flows called the ,,joint works
equity percentage", and each Revenue Area is
$105,000,000 responsible for their own collection system capital
$95,000,000 improvements.
$85,000,000
$75,000,000 Details for each department can be found in"Section
$65,000,000 6— Operations" of this document. Complete staffing
$55,000,000 schedules are located in the Appendix.
$45,000,000 or
$35,000,000 General Manager's Office
$25,000,000 An amount equaling 0.5 percent of the Operating
$15,000,000 2005 2010 2015 2019 g materials and services budget is included within
the General Manager's Re-appropriation line item
Property Taxes COP Service for each of the next two fiscal years. Since the
current year's budget lapses each year, re-
Historically, OCSD's property tax revenues were at a appropriation of funds is needed to pay for goods
higher level than necessary to support OCSD's debt or services ordered at the end of one budget year
service obligations. However, capital improvement but not provided until the following year. The
needs averaging $200.0 million a year over the last General Manager reviews and approves all
ten years has required new COP debt issuances that departmental re-appropriation requests to ensure
have increased future debt service payments that that prior year funding was available and has not
more closely matches property tax revenues. been spent.
• An amount equal to 0.85 percent of the Operating
Property tax revenues have increased from materials and services budget is included within
$85.7 million in FY 2016-17 to a projected the General Manager's contingency account for
$97.9 million in FY 2019-20, primarily due to the each of the next two fiscal years.
rebound from the economic decline and the collapse
in the housing and commercial property markets Human Resources
beginning in 2008. Property tax revenues had been A decrease of $2.8 million due to the insurance
projected to increase 5.0 percent a year but are now functions and property and general liability
being projected to increase 2.0 percent a year insurance premiums are moving to the
through FY 2021-22 due to the global COVID-19 Administrative Services Department in
pandemic. FY 2020-21.
Any property tax revenue shortfalls in meeting debt A net decrease of 1.0 FTE over the next two
service obligations may require adjustments to user years.
fees, as making debt service payments are legally
mandated. Administrative Services
• An increase in salaries,wages, and benefits costs
Budget Highlights of$2.7 million in FY 2020-21 is attributable to cost
This section briefly outlines the proposed major of living adjustments included in the current
changes in all departments over the next two years. Memorandums of Understanding for all employee
All plant operating costs and collection system costs bargaining units and the inclusion of insurance
are consolidated into the individual department and project controls employees.
budgets for better accountability and control. . An increase of $203,000 in contractual service
However, separate accounting is maintained costs, $392,000 in professional service costs,
between Joint Works Operation activities (treatment
and recycling operational costs) and collection $785,000 in utility costs, and $3.0 million in
Section 2—Page 6
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Financial Overview & Budgetary Issues
materials, supplies and service costs primarily major rehabilitation of primary and secondary
due to insurance functions, project controls, and clarifiers at both plants is planned for$2.5 million.
the consolidation of general Sanitation District A decrease in contractual services of $1 million
costs being consolidated within the Administrative due to reduced biosolids hauling costs resulting
Services Department. from greater solids thickening as a benefit of new
• No net change in FTE over the next two years. centrifuge technology, as well as a reduction in
processed solids due to decreased services
Environmental Services provided to sister agencies.
• An increase in salaries, wages and benefits of . A decrease in odor control chemicals of$500,000.
$1.0 million in FY 2020-21 is primarily due to cost
of living adjustments included in the current • A decrease in utilities costs of$1 million.
Memorandums of Understanding for all employee
bargaining units and group medical insurance • No net change in FTE .
premiums.
• An increase in research and monitoring costs of FY 2021-22 decreases over FY 2020-21 budget:
$205,000. • An increase in personnel and benefits costs of
• An increase of $340,000 in operating costs will $1.0 million.
cover the following expenses: 1) special studies; • A decrease in repairs and maintenance costs of
2) regional monitoring activities; and 3) sampler $4.3 million mainly due to an overall reduction in
replacement. deferred corrective maintenance completed in
• A net increase of 1.0 FTE over the next two years. previous years.
• No net change in FTE.
Engineering
Reserves
• An increase in salaries, wages and benefits of OCSD previously conducted an in-depth review of
$234,000 in FY 2020-21 is primarily due to cost of the agency's reserve policies. This review included a
living adjustments included in the current survey of the reserve policies of 23 other public
Memorandums of Understanding for all employee agencies and is periodically updated. It serves as
bargaining units and group medical insurance a tool to assist in the evaluation of the underlying
premiums. economic reasons supporting OCSD's reserve
• FY 2020-21 proposed CIP outlay of policies. Below are seven distinct reserve
$147.6 million, a decrease of $6.7 million, or 4 criterion which together comprise OCSD's
percent, over last year's cash flow budget of reserve fund target.
$153.3 million. Cash Flow Criterion has been established at a
• FY 2021-22 proposed CIP outlays of level to fund operations, maintenance and
$240.9 million is an increase of $93.3 million, or certificate of participations expenses for the first
63 percent, from FY 2020-21 proposed budgeted half of the fiscal year, prior to the receipt of the first
CIP cash outlay. installment of the property tax allocation and the
• A net decrease of 4.0 FTE over the next two sewer service user fees which are collected as a
separate line item on the property tax bill. The
years. level of this criterion will be established as the sum
Operations & Maintenance of an amount equal to six months operations and
maintenance expenses and the total of the annual
FY 2020-21 increases over FY 2019-20 budget: debt or COP service payments due in August
• An increase in personnel and benefits costs of each year.
$345,000 primarily due to cost of living Operating Contingency Criterion has been
adjustments included in the current established to provide for non-recurring operating
Memorandums of Understanding for all employee expenditures that were not anticipated when the
bargaining units and group medical insurance annual budget was considered and adopted. The
premiums. level of this criterion will be established at an
• An increase in repair and maintenance of amount equal to ten percent of the current fiscal
$4.7 million mainly due to overhaul of dewatering year's annual operating budget.
centrifuges at an estimated cost of$2 million and
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2020-21 & 2021 -22 Budget
• Capital Improvement Criterion has been OCSD budgets staffing levels by FTE to provide a
maintained to fund annual increments of the CIP. realistic estimate of actual staffing levels since not all
The target level of this criterion has been employees are full-time employees. The part-time
established at one half of the average annual cash positions are funded at 1,040 hours per year. Part-
outlay of the CIP through the year 2030. Levels time employees receive a prorated share of
higher and lower than the target can be expected personnel benefits.
while the long-term financing and capital
improvement programs are being finalized. The staffing reductions from 1995-96 are a result of
• Catastrophic Loss, or Self-Insurance Criterion has this agency's effort in striving to provide wastewater
been maintained for property damage including treatment as efficiently and effectively as possible
fire, flood and earthquake, for general liability while lowering operational and maintenance costs to
and for workers' compensation. This reserve more closely match those agencies that are "best in
criterion is intended to work with purchased class" for wastewater treatment facilities. However,
insurance policies, FEMA and State disaster as the result of new initiatives in the areas of water
reimbursements. Based on the plant infrastructure reclamation and conservation, and the expansion of
replacement value, the level of this criterion has the CIP, the existing staffing plan was no longer
been set to fund OCSD's non- reimbursed costs, sufficient to meet OCSD's needs.
estimated to be $100 million.
• Capital Replacement/Refurbishment Criterion has 645
been established to provide funding to replace or
refurbish the current collection, treatment and 640
recycling facilities at the end of their useful
economic lives. The current replacement value of 635
these facilities is estimated to be$10.8 billion.The
reserve criterion level had been established at$75 630
million. Authorized FT taffing
• Debt Service Criterion has been established at ten 625
percent of the outstanding COP issues. Other
debt service reserves are required to be under the 620
control of a Trustee by the provisions of the COP
issues. These funds are not available for the 615
general needs of OCSD and must be maintained �N1- �Nb ��° NV NV� b NV NA'�1, �^� ��i off^
at specified levels.
• Accumulated Funds exceeding the targets The Appendices within Section 10 provide a Staffing
specified by OCSD policy will be maintained for History Summary (by Department and Division) and
Capital Improvements and Rate Stabilization. Detail (by position title within each Department and
These funds will be applied to future years' CIP Division).
needs due to the timing of the actual CIP
outlays, in order to maintain rates or to OCSD Planning Environment
moderate annual fluctuations. OCSD has developed an integrated planning system
that allows for intentional,thoughtful decision making
Collectively, these individual criterion requirements to maintain current operations while adding
average$520 million a year over the current ten-year resilience and meeting new challenges. This
cash flow forecast to support the operation and integrated planning system includes Strategic
maintenance of OCSD's $10.8 billion in assets. Planning, Asset Management, Budgeting (Capital
Staffing Levels and Operating),a General Manager's work plan, and
Authorized staffing levels are being proposed to focused engineering study efforts. While these plans
reduce the total FTE position count by one over FY are important, equally important is an organizational
2019-20 at 639 FTE positions over the next two- structure and relationships between employees that
fiscal years. However, staffing is still 39 FTE work together toward these common goals.
positions below the agency's all time high of 678
positions approved in FY 1995-96. Strategic Planning is the first step. OCSD has
developed a strategic planning model that creates a
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Financial Overview & Budgetary Issues
long-term level-of-service agreement between its longer horizon view optimizes the resources
Board of Directors and staff. The Board of Directors necessary to deliver projects by minimizing the
use this document to lay out a vision of what the number of projects and more fully scoping the
agency will deliver over the next 10 to 20 years. This necessary work at the beginning of the project,
is an alignment document to define long-term levels minimizing change orders and disruption. This more
of service. The Strategic Plan also serves as a consistent capital and operational funding approach
continuity bridge as members of the 25-member tends to level out funding requirements and user
Board of Directors come onto and leave the rates.
governing body. It is initially important as an
education tool for what and why OCSD does what it Once the two-year fiscal budget is approved, staff
does, but also allows for new Board members to develops the General Manager's Work Plan for each
adjust the vision as it is revised every two years. The of the budget years. The General Manager's Work
Strategic Plan is timed to be adopted by the Board of Plan is a list of goals that are specifically linked to the
Directors in the November prior to the bi-annual Strategic Plan items. Each goal is specific and
budget development. measurably moves the agency toward the vision in
the Strategic Plan.
OCSD has also created an updated Asset
Management Plan. The Asset Management Plan This complete planning cycle is repeated every two
details what we own,what condition it is in, and what years. In addition, OCSD is consistently studying
it is capable of delivering. This plan is renewed every very important topics that help shape the project and
year. OCSD has broken down its facilities by maintenance efforts guided by the planning cycle.
drainage areas, pump stations, and treatment plant Some of the important engineering studies include
process areas. Each of these discrete areas have a seismic risk evaluations, climate change resilience,
plan. One of the key features of this planning method biosolids management, physical and cyber security,
is to assume that each area has a life expectancy and constituents of emerging concern. By studying
and will need regular refurbishment to maintain the risks and impacts of these, and other issues,
resiliency and attain the lowest lifecycle cost. OCSD is able to understand how its facilities must be
Corrosion, mechanical wear and tear, electrical and improved or altered in order to deal with new
instrumentation obsolescence, and technological requirements or better understood risks. OCSD
opportunity must be addressed. It is generally uses the information in each of the studies to
assumed that a normal plant process area will have improve the scopes of work for existing projects or
a 60 to 80-year life if it is refurbished every 20 years. maintenance activities. Taking the long view to
Linear assets like sewers and manholes tend to have adapt the facilities to address long-term risk and
a longer life and need attention less often. OCSD opportunity is the most effective way to reach an
inspects its linear assets no less than every five intentional, strategically planned vision for OCSD.
years to correct defects, rather than replace failed Having a coherently aligned planning process is
corroded pipes. It is much more efficient and critical for moving OCSD forward, but it is only half of
responsible for OCSD to rehabilitate and extend the the equation. Creating an environment where
life of our assets rather than replace once failure people are aligned is the other half. OCSD has
occurs. worked hard to utilize both formal and informal
The CIP portion of the budget lays out major relationships in and across departments to align
refurbishment and replacement projects for each work efforts. Significant work has been done to
planning area looking out more than 20 years. define the roles and responsibilities of every
Project start dates, scopes of work and cost department, division, and work group. This includes
estimates shift based on risks and opportunities what each work group needs and is responsible to
identified in the Strategic and Asset Management supply to the rest of the organization. The work
Plans, but the overall plan and financial management groups were designed to be interdependent with a
move forward every cycle. The operations budget culture of holding each other accountable for
also lays out the smaller scale equipment level delivering required services.
refurbishments or replacements necessary to keep OCSD has worked very hard to create an integrated
the assets working between major projects. This planning environment which begins with the
Section 2—Page 9
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2020-21 & 2021 -22 Budget
expectations of its Board of Directors and flows down The Strategic Plan is broken down into four broad
to the work product of each employee. We have categories with fourteen topic areas that define our
worked equally hard to assure our staff members are responsibilities and the services we provide. These
communicating and providing transparent services areas are:
to each other in support of the plan.
• Business Principles
CIP Master Planning o Budget Control and Fiscal Discipline
The 2017 Facilities Master Plan was adopted in o Asset Management
December 2017. Like previous versions, this latest o Cybersecurity
master plan updated planning assumptions, o Property Management
provided a comprehensive analysis of the condition Environmental Stewardship
and capacity of our wastewater infrastructure, o Energy Independence
assessed new technology opportunities, anticipated o Climate and Catastrophic Event Resiliency
regulatory changes, and resource recovery options o Food Waste Treatment
to create a roadmap of facility evaluation o Water Reuse
improvements which supports OCSD's mission over o Environmental Water Quality, Stormwater
the next 20 years. Management and Urban Runoff
• Wastewater Management
The 2017 Facilities Master Plan defined a Capital o Chemical Sustainability
Improvement Program comprised of over 80 CIP o Biosolids Management
projects. However, the budget allotted for each o Constituents of Emerging Concern
project must be approved by OCSD Board of . Workplace Environment
Directors during the annual budget review. To o Resilient Staffing
prepare for this annual budget review, Sanitation o Safety and Physical Security
District employees go through a budget validation
process. Each CIP project is reviewed to ensure that
the scope of the project is appropriate, and that the The Strategic Plan is not a departure from the current
cost estimates are accurate. In addition, through the direction, but rather the well-defined iterative update
Asset Management Program, the Planning Division to the direction of OCSD. With the adoption of the
continually reviews and updates the ongoing and Strategic Plan, staff will be updating the Asset
future CIP to appropriately manage the risks Management Plan, Capital Improvement Program,
associated with asset or system failure. Future and Financial Plan that are the basis of a two-year
projects may be accelerated, delayed, consolidated, budget that will be adopted by the Board of Directors.
canceled or rescoped to help ensure that the CIP is The Budget goals and the General Manager's work
delivered in the most efficient way possible. plan are the accountability steps that measure
Strategic Plan achievable progress toward the strategic initiatives
In November 2019, the Board of Directors adopted a listed in the Strategic Plan.
new comprehensive strategic plan to steer OCSD's Biosolids Management
efforts. The Strategic Plan developed by the Board Biosolids is a resource recovered through the
of Directors and staff defines the strategic initiatives wastewater treatment process. OCSD treats
to be pursued by OCSD and provides a basis for nutrient-rich, organic matter (solids) to produce
long-term financial, capital, and operational biosolids. Biosolids can be recycled through
planning. In addition, it provides for long-term composting or fertilizing farm fields (non-food crops
continuity of vision as Board and staff members via land application). The District's goal is to ensure
change over the many years it takes to deliver public that biosolids management strategies align with
works infrastructure. beneficial use of biosolids, existing market
conditions and continue a sustainable, reliable, and
Driven by our Mission, Vision and Core Values, this economical biosolids management program that
Strategic Plan continues OCSD's aggressive efforts provides environmentally sound practices and meets
to meet the sanitation, health, and safety needs of the stringent federal, state, and local regulatory
the more than 2.6 million people we serve while requirements.
protecting the environment where we live.
In FY 2018-19, OCSD produced an average of about
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Financial Overview & Budgetary Issues
700 tons per day ("tpd") of biosolids at a cost of Urban Runoff
$14.66 million, which averaged $57.58 per ton for Recognizing that County beaches were being
hauling and recycling at offsite locations, as affected by pollution carried by urban runoff, the
described in the table on the following page. Board of Directors adopted a number of resolutions
to accept dry weather urban runoff into the sewer
The FY 2020-21 budget for biosolids management is system. In June 2002, Assembly Bill 1892 amended
$13.2 million, a decrease of 18.5 percent from FY OCSD's charter to formally allow the diversion and
2019-20 with the completion of the$197 million Plant management of dry weather urban runoff flows.
No. 1 and the $90.5 million Plant No. 2 Sludge Resolution No. 01-07, adopted March 28, 2001,
Dewatering and Odor Control facilities coming online declared that OCSD will initially waive fees and
in 2019. These facilities have reduced the water charges associated with authorized discharges of
content of the solids which has resulted in fewer dry weather urban runoff to the sewer system until
trucks and lower hauling costs. OCSD's biosolids the total volume of all runoff discharges exceeds four
production has begun trending down now that these million gallons per day (MGD) based on a monthly
new solids management facilities are commissioned. average. For the first 12 years of the Urban Runoff
Also noteworthy is that IRWD is constructing solids Program, the average monthly averages remained
processing facilities and plans to stop sending their less than the four MGD threshold thus avoiding user
solids to OCSD in FY 2020-21. fee costs being assessed to the diversion permittees.
Appx. Avg In 2012, OCSD received a number of proposals
Tons Cost seeking to establish additional diversions to address
Contractor Location Product day perton bacteria and selenium loading to the upper Newport
(Mar. (Mar. Bay. The discharge from the additional proposed
2020 2020) diversions combined with the existing diversion flows
San would eventually exceed the four MGD fee threshold.
Synagro Bernardino, Compost 219 $56.10 CA On June 12,2013,the Board adopted Resolution No.
Tule Ranch Yuma,Az Land 223 $58.65 13-09 expanding the waiver of fees or charges on the
Application treatment of dry weather urban runoff from 4 to 10
Liberty Kern, CA Compost 115 $57.50 MGD. According to the Board, the change was
Compost necessary not only to protect the County's coastal
resources, but also to provide an economic benefit
Inland San compost 14 $74.02 Empire Bernardino, to the local economy by helping to keep our beaches
Regional CA open.
Composting
The Dry Weather Urban Runoff Program is
OCSD's contractors provide fail-safe, back-up administered by OCSD's Resource Protection
biosolids management capacity in California and Division,which issues a discharge permit for each of
Arizona that include composting, land application, the diversion structures. The permit functions as a
and landfill. Together, these options have the control mechanism that specifically prohibits storm
additional available capacity to manage more than runoff and authorizes discharge only during periods
ten times OCSD's daily biosolids production to of dry weather. The permit also establishes specific
ensure sustainable, consistent, and reliable discharge limits, pollutant monitoring, and flow
operations. metering requirements. In addition, OCSD conducts
quarterly sampling and analysis of the urban runoff
OCSD staff are working to implement the discharges to ensure discharge limit compliance.
recommendations of the 2015 Biosolids Master Plan.
The plan evaluated the biosolids markets and There are currently 21 active urban runoff diversion
technology options for digestion facility replacement structures, three owned and operated by the County
at Plant No. 2 in Huntington Beach. This plan will of Orange, 11 owned and operated by the City of
serve as the road map for sustainable and cost- Huntington Beach, three owned and operated by the
effective Biosolids management options over a 20- City of Newport Beach,three owned and operated by
year period and will diversify our biosolids portfolio the IRWD, and one owned and operated by PH
by adding a Class "A" option under federal rules for Finance (present owner of the Pelican Hill Resort).
biosolids management. On behalf of the Newport Bay Watershed
Permittees, the City of Santa Ana is constructing an
urban runoff diversion to reduce bacteria and
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2020-21 & 2021 -22 Budget
selenium loading to the Newport Bay Watershed. an implementation plan to convey secondary effluent
The Santa Ana Delhi Channel Diversion is estimated from OCSD's Plant No. 2 in Huntington Beach using
to add 2.0 to 2.6 MGD to Plant 1 influent. new and existing infrastructure to support the GWRS
Final Expansion. The GWRS Final Expansion will be
Since 1999, OCSD has treated cumulatively over 9.8 funded solely by the OCWD. OCSD currently has
billion gallons of dry-weather urban runoff that would two active projects supporting the GWRS Final
otherwise have been discharged into the ocean Expansion. The costs of these projects will be
without treatment. During FY 2019-20, the daily reimbursed by the OCWD. The Final Expansion of
average urban runoff flow ranged between 0.28 and the GWRS is expected to be online in 2023.
1.56 MGD with a cumulative total diversion of 337
million gallons (MG). The diversion flows decreased Fiscal Policies
by 27 percent due to fewer operating days that met Included within Section 3 — Pages 1 through 8 is a
qualifying conditions for urban runoff diversion. At listing of OCSD's Board Adopted Fiscal Policies.
the current operations and maintenance cost per
million gallons (CMG) of $1,907 (assuming BOD at These fiscal policies were established purpose of:
20 mg/L and TSS at 50 mg/L), the estimated cost for . sustaining a financially viable Sanitation District;
treating the FY 2019-20 combined urban runoff flows . having the flexibility to adapt to local and regional
is $642,644. The addition of the Santa Ana Delhi economic changes; and
Channel Diversion flows could boost the overall cost . maintaining and enhancing sound fiscal condition
to $1,384,225 in FY 2020-21 based on $1,972 CMG of OCSD.
and an additional 1 MGD, and $2,767,889 in FY
2021-22 based on$2,037 CMG, assuming the Santa Included within OCSD's fiscal policies are specific
Ana Delhi Channel Diversion reaches its full polices for Budgeting, Revenues,Expenses, Capital
discharge potential (2.6 MGD) and the Improvements, Vehicles, Short-term Debt, Long-
commissioning of the Arches Diversion (0.2 MGD). term Debt, Reserves, Investment, and Accounting,
Auditing and Financial Reporting.
Groundwater Replenishment System
OCSD has taken a multi-jurisdictional approach to GFOA Best Practices and Advisories
planning for capital facilities because many of the Included in the budget within Section 3 — Pages 9
methods for reducing or managing flows involve through 17 is a listing of accounting, auditing,
other jurisdictions. One such project is the financial reporting, cash management, budgetary
Groundwater Replenishment System (the "GWRS"). and fiscal policy, debt management, retirement and
benefit administration, and economic development
In March 2001, OCSD entered into an agreement and compliance planning practices recommended by
with the Orange County Water Sanitation District the Government Finance Officers Association
(OCWD) to design and construct Phase I of the (GFOA) of the United States and Canada. Included
GWRS. The capital cost of this Phase was shared within this list of best financial practices for state and
equally(50%shares)by each agency.The GWRS is local governments is OCSD's status as to whether
a joint effort by the two agencies to provide reclaimed we are in compliance or in progress towards
water for replenishment of the Orange County compliance, or whether the practice is applicable to
Groundwater Basin and to augment the seawater this agency. Out of the 154 practices identified,
intrusion barrier. The GWRS became operational in OCSD is in compliance with 102, another 46 are not
January of 2008 with a production target of 70,000 considered applicable to OCSD, and we are in the
acre-feet per year of potablewater. process of complying with the remaining six.
The GWRS Initial Expansion, funded solely by
OCWD, broke ground in January 2012 to increase
potable water production to approximately
103,000 acre-feet per year. The GWRS Initial
Expansion was completed in June 2015, resulting in
purifying 100 percent of the treated wastewater from
OCSD's Fountain Valley Plant No. 1.
In 2016, OCSD and the OCWD completed a $2
million joint study to explore the possibility of using
flows from OCSD's Plant No. 2. The study identified
Section 2—Page 12
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Business Plan
OCSD's Strategic Plan is intended to be an prioritizes projects and goals,with recommendations
overarching plan based on sound decision making for which goals should go forward for inclusion in
that provides direction on the work that OCSD will OCSD budget, and which should be deferred or
take on during the next two-year budget cycle and dropped from consideration.
what will be deferred. This Business Plan is the
underlying foundation for the development of Strategic Goals
OCSD's Budget. Over the next two years, OCSD will begin and
complete many activities central to the goals of the
During the process of developing the Business Plan, organization. In November 2019, OCSD updated the
OCSD's Executive Management Team reviewed the Strategic Plan and, as part of the strategic planning
proposed work for the upcoming year, balanced it process, outlined four broad categories:
with the staffing and funding resources needed and
either approved the plan or made reductions. . Business Principles;
Reductions in work or resource commitment for the
coming year will be considered in light of the Level of • Environmental Stewardship;
Service that the agency is committed to and . Wastewater Management;
appropriate levels of risk.
• Workplace Environment;
Elements included in two-year budget includes: (1) These four categories contain fourteen topic areas
the Business Planning Process; (2) Strategic Goals, with ongoing initiatives to achieve the goals of the
including the timeframe, milestones, and resources plan and OCSD.
required for the completion of each step; (3)
performance results pertaining to the Current and Level of Service
Projected Key Performance Indicators (Level of The Levels of Services were developed with
Services); (4) business accountability performance measurable outcomes, or key performance
objectives and measures, that are aligned with the indicators, that OCSD is committed to meeting. This
updated Five-Year Strategic Plan (these are detailed Business Plan documents that the Levels of Service
for each division within the departments in Section 6 provided by OCSD will require $2.7 billion in
of this document); (5) Two-Year Staffing Plan; (6) identifiable capital improvements and millions in
Financial Model Update; (7) Risk Assessment & increased maintenance and operations costs over
Mitigation Analysis; and (8) 2015-17 Asset the next ten years.
Management Plan Update.
No modifications were made to OCSD's Level of
Business Plan Process Service as a result of the November 2019 Strategic
The framework for the Business Plan is developed Plan update.The levels of service continue under the
as part of the process of updating the Five-Year identified following goals:
Strategic Plan. The process for updating the
Strategic Plan requires the assistance from all levels . Providing Exceptional Customer Service.
of the organization,and includes updating the Mission
Statement, Vision Statement and Core Values; and • Protecting Public Health and the Environment.
addresses the major objectives and critical . Managing and Protecting the Public's Funds.
challenges facing OCSD now, in the next five-years,
and further into the future. This Strategic Plan also . Stakeholder Understanding and Support.
lays down the foundation for the development of the
Business Plan as it addresses critical operations and • Organizational Effectiveness.
construction issues, financial and budgeting
challenges, and gives a clear and concise direction These existing Levels of Service targets are
from the Board of Directors to staff, ratepayers, continually under review.
regulatory agencies, and the general public.
The Business Plan development process started Staffing Plan
with the categories and topics identified within the A comprehensive review was completed on OCSD's
Strategic Plan. Staff from across the agencyfurther staffing levels for the next two fiscal years. This
defined these goals in terms of level of service, undertaking began with a review of OCSD's vision,
business risk exposure, capital and operational mission, goals and objectives.
costs, staffing, and long-term financial impacts. The
Business Plan identifies the required resources and
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2020-21 & 2021 -22 Budget
1. The Necessity of Updating the Regional
Authorized FTE Staffing Sewer Service Fee and the Net Cost of
650 Service Methodology for Industrial Rates -
639 639 OCSD provides regional sewage collection,
640 635 treatment, and disposal services to
approximately 550,000 customers located in
630 central and northwest Orange County and
collects fees for these services through a
62o special assessment on the Orange County
610 property tax bill. In addition, OCSD also
maintains, repairs, and replaces the local
600 sewers for approximately 17,000 of the above
2005-06 2010-11 2015-16 2020-21 550,000. High strength dischargers,or industrial
This analysis included review and assessment of customers, pay sewer fees based upon a net
each department and division within OCSD with cost of service. A rate study was required to
discreet duties and responsibilities. determine the equitable rates for these three
types of users.
Based on the needs of the agency over time,the total
FTE requirement has remained relatively stable over 2. Five-Year Proposition 218 Notice - OCSD's
the last ten years,with proposed staffing of 639 FTEs last California Proposition 218 Notice notifying
over the next two fiscal years. This is well below the rate payers of potential sewer rate increases
high FTE count of 678 in FY 1995-96. Staffing levels over the past five-years had expired and a new
are proposed at minimum levels that are necessary
to support the operation and maintenance of all 5-year Proposition 218 Notice approved by the
facilities in an efficient manner to meet all compliance Board and the justification of the new sewer
service fee rates over the next five years
requirements. Staff has focused on the reallocation
of existing resources in order to balance the needs needed to be supported by an updated sewer
within the business units of this agency to ensure rate study.
that core business operations are met, levels of Capacity Charge Update - With the adoption of a
service are maintained, and that strategic initiative new Master Plan in 2017, OCSD needed to update
elements are accomplished.
the methodology for Capacity Charges.
The proposed two-year staffing plan contains a In their Financial Model Update Report for OCSD
significant level of analysis on how existing issued in December of 2017, Carollo Engineers
resources can be utilized in consideration of the recommended that OCSD:
increasing demands placed on this agency and in
support of the $2.7 billion capital improvement
program over the next ten years without increasing Based on current operational and capital project
staffing levels. A detailed breakdown on the assumptions, implement annual increases of 1.2
proposed reallocation of FTEs can be found within percent, respectively, over a five-year period
ending in FY 2022-23.
the Appendix section of this budget.
Financial Model Update Increase to the unit costs to high strength
OCSD's most recent regional rate study was discharges for FY 2020-21 and FY 2021-22, as
completed in December 2017 by Carollo Engineers. follows:
The purpose of the study was to update sewer Industrial Discharge Sewer Rates
service rates and to equitably distribute costs among
utility customers and to support OCSD's regional rate $/ 1,000 $/Ibs. $/lbs.
structure over a five-year period from FY 2018-19 Gallons B.O.D. T.S.S.
through FY 2022-23. Previously, OCSD had Unit Cost-FY 2020-21 $1.54535 $0.66469 $0.75686
completed regional rate studies in 2013,2008, 2006, Unit Cost-FY 2021-22 $1.60128 $0.66799 $0.77700
2002 and 1999. The following two drivers 20-21 % Increase 3.8% 0.5% 2.7%
necessitated that a rate study be completed in 2017,
and be incorporated into the Business Plan: 21-22% Increase 3.6% 0.5% 2.7%
Section 2—Page 14
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Business Plan
All recommendations from the December 2017 transparency placed on the Board and Sanitation
Financial Model Update Report were approved by District management.
the Board to ensure that the funding required for the Risk assessment and mitigation includes the
additional capacity projects required for new users following steps:
would be available at the time of construction.
• Identify and assess strategic and organization-
Local sewer service fees are based on the Financial wide risks facing OCSD;
Model Update Report from April 2008 and remain at
$108 per single family residence. • Identify mitigation measures that OCSD currently
has in place;
In December of 2017, the 2017 Master Plan was • Propose additional mitigation measures that
adopted, and because the Capital Facilities Capacity OCSD considers appropriate to manage; and
Charges (CFCC) fees are based upon the most
recently completed capital strategic plan, staff was • Develop an action plan of responsibilities and
directed to include capacity charges in the 2017 rate timeframes for follow-up.
study. A prior rate study was completed in 2010. The Risk Register is a compilation of the various
risks facing OCSD, as seen and described annually
It was determined,as a result of the new Master Plan, by the executive management team and the
that future build-out is now projected to be less than managers. Business Risk is defined as a threat that
what was anticipated in the previous master plan. an event (action or inaction) will adversely affect
OCSD's system currently has unused capacity that is OCSD's ability to achieve its business objectives
available to serve future users. In addition, OCSD will and execute its strategies successfully.
continue to maintain, improve, and expand the
system with future capital improvements. Based upon Executive management and managers continue to
this information, a hybrid approach (buy-in and future review risks identified in the Risk Register and
cost)to capacity charges was recommended. implement various ways to address those that might
impact OCSD. Each Risk Register Update contains
Based on the CFCC portion of the rate study in 2017, solutions proposed by participants for the top risks,
CFCC and Supplemental CFCC fees are as follows and each Risk Register Update also contains a
for FY 2020-21 and FY 2021-22: section recording how OCSD dealt with the risks that
CFCC Rates were spotted in the previous Risk Register Update.
Residential Commercial/ Asset Management
CFCC Industrial CFCC OCSD is committed to providing services for its rate
Unit Cost- FY 2020-21 $4,973 $2,082 payers to reliably meet our regulatory mandates and
Unit Cost-FY 2021-22 $5,346 N/A levels of service approved by the Board of Directors
and will provide these services using sustainable
20-21 % Increase 8.09% 0.2% engineering principles that result in the lowest
21-22% Increase 7.50% TBD responsible lifecycle cost with an acceptable level of
risk. OCSD installs,operates, maintains, refurbishes
Supplemental CFCC Rates and disposes of assets with lifecycles measured
from years to decades, so an approach which
$/ 1,000 /Ibs. $/lbs. balances long, medium and short-term needs is
Gallons B.O.D. S.S.. necessary. OCSD's Asset Management Program
Unit Cost-FY 2019-20 $1.936 $0.41510 $0.22261 has evolved into a comprehensive decision-making
Unit Cost-FY 2020-21 $1.948 $0.42755 $0.23151 framework that encompasses engineering planning,
design and construction of quality facilities,
% Increase 0.6% 3.0% 4.0% optimized operation, proper maintenance, and
planned rehabilitation, replacement and
refurbishment of assets that will meet OCSD's
Risk Assessment Analysis changing needs. This coordinated decision-making
Many leading organizations are formally applying process will allow OCSD to consistently meet
risk management processes to identify and manage mandated levels of service to the rate payers at the
risks across many aspects of their business. The lowest lifecycle cost.
formalization of risk management processes is a
logical step towards increased accountability and
Section 2—Page 15
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2020-21 & 2021 -22 Budget
OCSD's Asset Management Plan focuses on the coating systems,atmosphere improvements or small
long-term planning of maintenance and capital structure repairs before major damage is done.
improvement projects to ensure the proper rate These actions can drastically reduce the cost of
structure is in place to support sustainable future projects by preventing the need to demolish
operations. These are important starting points and and replace entire structures.
have yielded tangible benefits in reduced risk levels
and an improved capital planning approach. The OCSD is committed to continuous improvement of
implementation of the Maximo Computer the process by which it manages the assets and
Maintenance Management System (CMMS) is an facilities that are required to reliably deliver its level
example of an effort to improve OCSD's Asset of service commitments. The additional resources
Register. CMMS Technicians and the Asset and individual accountability for specific areas has
Engineers continue to work to update the database improved, and will continue to improve our capital
information including installation date, asset cost, planning, project packaging, project execution and
condition and criticality in the new system. delivery, plant operability and maintenance planning.
OCSD has been striving to accurately identify The average age and value of the assets OCSD
medium to long-term capital cash flow requirements. owns is increasing steadily overtime,the latent asset
Specifically, the Engineering Department Planning replacement obligation is rising, and as a
Division has developed a 20-year CIP by creating consequence, OCSD needs to plan for decreased
specific project plans for the rehabilitation, capital projects for expansion and increased renewal
replacement, improvements and expansion for each expenditures in the future relative to past
treatment plant or collections area. expenditure levels. Additional focus will need to be
given to ensure that appropriate operation and
This medium to long-term planning is important for maintenance strategies are being applied that
several reasons. By moving away from narrowly consider the different ages of assets being
focused projects to solve individual problems, to maintained.
more comprehensive projects refurbishing entire
processes, OCSD benefits by having less Asset Valuation
operational disruption and more efficient project The replacement valuation for all of OCSD's assets
delivery, better cash flow estimation, and better has been updated in 2018 as part of the 2017
operations and maintenance decision-making Facilities Master Plan project. The table below
framework. This is a huge undertaking based on the presents the current replacement and depreciated
number of asset and facilities, but over time the values of OCSD's assets. The replacement value
undefined future rehabilitation capital estimates represents the cost in 2018 dollars to completely
within the 20-year window are expected to be rebuild all the assets to a new condition. The
drastically reduced and replaced by more specific depreciated value is the book value of the assets
estimated capital needs. based on their age, which is a prediction of their
current condition.
Complementing the medium to long-term planning
are the short-term efforts to coordinate maintenance Valuation Plants Collections Total
actions that can reduce risks, actively defer the Replacement $7.18 $3.56 $10.74
larger refurbishment projects, and reduce asset Value (in billions)
consumption rates to minimize the need for Depreciated $2.88 $0.76 $3.64
replacement of structures and conveyance systems Value (in billions)
when projects are executed. The Planning Division
asset engineers conduct condition assessment, and
continuously work with operations and maintenance
staff to keep track of the condition of all critical
assets, to identify opportunities for operational
adjustments or maintenance activities that cost
effectively extend the life of key assets which may
allow for deferral of the larger overall project. This
may be a targeted equipment replacement or
pipeline repair that is more urgent than the need of
the overall facility.These engineers may also identify
opportunities to reduce asset consumption through
Section 2—Page 16
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Business Plan
Planned CIP Outlays
The chart below shows the 20-year net CIP outlay
which includes current and projected future Capital
Improvement Program projects.
20 Year CIP Outlay
$450,000,000 —
$400,000,000
$350,000,000
$300,000,000
$250,000,000
$200,000,000 —
$150,000,000 —
$100,000,000
$50,000,000 —
$0
ry M o N �v n M 0 o
N N N N N N N N N M M M M M M M M M M O
N N N N N N N M N N N N N N N N N N N M o ti N M M M M N N M M M M N M M
N M M M
LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL
■Proposed CIP Outlay for Board Authorized Projects Future CIP,Rehabilitation and Refurbishment
Section 2—Page 17
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2020-21 & 2021 -22 Budget
Infrastructure Asset Management 0Completed 88% of scheduled pump station
preventative maintenance work.
OCSD manages and assesses the collection system Cleaned 90% of hot spot and scheduled
and treatment plants' assets to improve resilience inverted siphon work.
and reliability while lowering lifecycle costs. This is
accomplished through adaptive operation, 0 Managed odor control chemical expenses to 75
coordination of maintenance and condition percent of budget.
assessment, and planned capital investment. Staff • Continued an electrical safety initiative to reduce
will balance maintenance, refurbishment, and potential arc flash by validating protective relay
replacement strategies to maximize useful life, settings, replacing obsolete circuit breakers, and
system availability and efficiency. installing arc flash rating labels.
• In addition, OCSD has improved its emergency
Below is a summary of the FY 2019-20 infrastructure preparedness by procuring and preplacing
maintenance activities and FY 2020-21 planned bypass piping and fittings for three pump
activities. stations. This will allow for more swift response
at these locations in the event of a catastrophic
Collection System: failure or other emergency.
OCSD's collection system consists of 388 miles of
sewers, 15 pump stations, and 3 metering stations. Total costs in FY 2019-20 for the collections
The maintenance of all regional sewers is actively system maintenance is greater than $9 million.
managed but only 230 miles of regional sewers are
on a cleaning schedule. The largest sewers and The following activities and goals are planned for FY
force mains are design to be self-cleaning using 2020-21:
higher flows and natural scouring action. Typical
gravity sewer maintenance activities consist of: Clean 49 miles of regional sewer lines on a
closed circuit television (CCTV) inspection, physical cleaning schedule.
inspection, and cleaning operations. The cleaning • CCTV video inspection of 750 regional system
frequencies are based on data from pipe inspections, manholes.
CCTV work, process conditions, historical records, 0 CCTV video inspection of 73 miles of regional
and industry best practices. Pump station and sewer pipeline.
metering station maintenance activities include
operating the stations, maintaining electrical, Complete at least 85% of scheduled
mechanical and civil components, and cleaning preventative maintenance work.
activities. The collection system odors and corrosive 0 Manage odor control chemical expenditures to
gases are actively managed for nuisance odor between 95-102 percent of budget.
mitigation and asset preservation. 0 Continue to implement emergency
preparedness bypass pumping plan for six pump
Maintenance activities are based on established stations.
levels of service to ensure compliance with our
permit required Sewer System Management Plan, The total cost in FY 2020-21 for these proposed
which is designed to reduce spills, and increase collections system activities is greater than $11.5
reliability and safety. The planned activities help million.
extend the useful life of the assets and minimize Collection System Capital Improvement Projects
nuisance odors. OCSD's collections projects go through a planning
During FY 2019-20 the following maintenance and design process to ensure all elements of the
activities are projected to be completed: project are thoroughly assessed. These projects
typically renew or replace aging pipelines and pump
• Cleaned 30 miles of regional sewer lines on a stations, address odor issues, upgrade facilities to
cleaning schedule. meet current codes, and standards, and in some
• CCTV video inspection of 350 regional system instances, increase flow capacity due to growth in
manholes. localized portion of our service area.
• CCTV video inspection of 50 miles of regional Currently in construction is the Newhope-Placentia
sewer pipeline. Trunk Replacement (Project No. 2-72) taking place
in the cities of Fullerton and Anaheim. Seven miles
Section 2—Page 18
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Business Plan
of sewer along State College Boulevard, from Yorba The Seal Beach Pump Station is the starting point of
Linda Boulevard to Orangewood Avenue, will be the Westminster Blvd. Force Mains. The Seal Beach
upsized to allow abandonment of the Yorba Linda Pump Station Replacement (Project No. 3-67) will
Pump Station which has reached the end of its useful replace the existing pump station on the existing site
life. The pump station diverts reclaimable and demolish the old pump station when the new one
wastewater to the Santa Ana River Interceptor is complete. Not only are the electrical and safety
instead of the Newhope-Placentia line due to codes significantly different from when the station
inefficient capacity, preventing flows to be reclaimed was first construction in the early 1970s, but many of
at the Orange County Water District's Groundwater the electrical, mechanical, and control system
Replenishment System (GWRS). The completion of components are becoming obsolete, and long-term
the project will allow OCSD to recycle an additional maintenance is no longer an option. The project will
8 million gallons of wastewater by routing flows to also include odor control improvements at the pump
Plant No. 1 to be reclaimed for GWRS. The project station to minimize both upstream and downstream
will also include modifications to existing diversion odors and corrosion. The pump station will connect
structures and add flexibility to divert other to the newly constructed Westminster Blvd. Force
reclaimable flow. This project also provides Mains. The project is currently in the preliminary
adequate capacity for future development, design phase with construction anticipated to begin
minimizing the risk of sewer spills in the future. in 2023. The budget for this project is $79 million.
Construction of the first phase of the project was
completed in fall 2017. The second phase of the In Newport Beach, the Bay Bridge Pump Station
project commenced construction in summer 2018 Replacement (Project No. 5-67) will replace the
and scheduled for completion in Summer 2021. The existing pump station to meet current building,
project has a budget of$112 million. electrical, and safety codes, and to meet projected
capacity needs. The existing force mains will also be
The Rehabilitation of the Western Regional Sewers replaced and upsized, and will extend from the new
(Project No. 3-64) covers approximately 15 miles of pump station location,across the Back-Bay channel,
sewers in the northwestern service area in the cities to connect with the existing pipes near the Dover
of Anaheim, Buena Park, Cypress, La Palma, Los Avenue and Pacific Coast Highway intersection.The
Alamitos, Seal Beach and unincorporated areas of project is currently in the preliminary design phase
the County of Orange referred to as Rossmoor. This with construction of both the force mains and pump
large project is required to rehabilitate or replace station anticipated to begin in 2023. The budget for
portions of the sewers and manholes that were this project is$74 million.
installed in the late 1950s and early 1960s. The
sewers have multiple deficiencies which have Reclamation Plant No. 1 and Treatment Plant No. 2
allowed the intrusion of ground water. In some Maintenance
cases, hard calcium deposits have developed, The maintenance organization continues to
making the pipe difficult to clean, and may,overtime, implement industry best practices for safety,
impede the wastewater flow. Portions of the pipeline effectiveness and reliability. During FY 2019-20,
and over 150 manholes will be rehabilitated or several major initiatives were completed to improve
replaced. The project will be completed under three resilience, reliability and lower lifecycle costs. The
construction contracts.This project is currently in the first initiative was the formation of a heavy equipment
design phase with the first phase of construction maintenance team to conduct in-house maintenance
anticipated for 2020. The project budget is $70 of Central Generation and gas compression assets.
million. This is a decrease of from the previous The second initiative was creation of an on-call
budget of $202 million as a result of changes in the electrical preventive maintenance services contract
project elements. allowing electrical staff to focus on predictive
maintenance work. The third initiative was formation
The Westminster Blvd. Force Mains Replacement of a preventive/predictive maintenance optimization
(Project No. 3-62) will replace two existing force team to ensure all new projects are fully ready to be
mains that run three miles along Westminster Blvd. maintained when placed in service. It is critical to
from Seal Beach Boulevard in the City of Seal Beach provide maintenance immediately when projects
to Rancho Road in the City of Westminster. The with complex equipment worth tens of millions of
project commenced construction in spring 2020. The dollars are commissioned for service, as well as to
budget for this project is $44 million. maintain the equipment data in our computer-based
maintenance management system over their
lifetime.
Section 2—Page 19
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2020-21 & 2021 -22 Budget
such as vibration analysis to measure imbalance in
Throughout both plants, more than 12,200 rotating equipment, thermography to measure
preventative maintenance activities were performed. excessive heat, oil analysis to predict failure of
In addition,the following significant maintenance and lubricants, and ultrasonic leak detection to prevent
repair activities are projected to be completed in FY deterioration and short-circuiting in electrical
2019-20: equipment. These predictive technologies will not
• Installed a new close-coupled pump motor for only improve how maintenance is done but will also
the Steve Anderson Lift Station (SALS). provide decision making information to support
• Rehabilitated two of three Circular Primary
OCSD's CIP.
Clarifiers at Plant No. 1. In addition to normal maintenance activities, OCSD
• Met NFPA 110 requirements for load testing is planning the following major activities for FY 2020-
emergency standby and mobile generators. 21:
• Continued an electrical safety initiative to reduce 0 Major maintenance service of 16 remaining
potential arc flash by validating protective relay primary sedimentation basins for increased
settings, replacing obsolete circuit breakers, and reliability at Plant No. 1.
installing arc flash rating labels at both Plants. 0 Major overhaul of one gas compressor at each
• Began condition assessment of low and medium Plant.
voltage cables to ensure reliability of the . Overhaul of three thickening and dewatering
electrical distribution feed at both Plants. Centrifuges at Plant No. 1.
• Completed major service on one aeration blower 0 Clean four digesters at Plant No. 1 and three at
at the Plant No. 1 Activated Sludge secondary Plant No. 2.
treatment process.
• Overhaul three Main Service Pump motors at the
• Completed overhaul of 24 primary sedimentation Plant No. 2 Headworks.
basin collector mechanisms at Plant No 1.
• Completed overhaul of one gas compressor at Complete an assessment and repair of failed low
Plant No. 1. voltage cables at the Plant No. 2 Headworks.
• Cleaned three digesters and replaced their • Overhaul five secondary clarifiers at Plant No. 2.
mixing valves at Plant No. 2. 0Replace secondary clarifier inlet gates at Plant
• Began the rehabilitation of the steam turbine and No. 2.
condenser in the Central Generation Facility at 0Overhaul three dewatering Centrifuges at Plant
Plant No. 2. No. 2.
• Refurbished an auxiliary boiler at Plant No. 2. Replacement of the truck loading augers, valves
Completed major upgrades to Effluent Pump and sliding frame systems at Plant No. 2.
• Station Annex Motor driver electronics at Plant The total cost for these proposed plant maintenance
No. 2. activities is greater than $24 million.
• Refurbished a main sewage pump and motor at
Plant No. 2 Headworks. Reclamation Plant No. 1 CIP Projects:
These projects are intended to rehabilitate or
Total costs for the treatment plant maintenance is reconstruct major components of our treatment
greater than $23 million. process to ensure compliance with regulatory
permits, enhance water recycling and safety.
Looking forward to FY 2020-21, there are more than
12,400 preventative/predictive maintenance One of the largest projects is the Headwork
activities scheduled to be completed at Plant Nos.1 Rehabilitation at Plant No. 1 (Project No. P1-105).
and 2. This includes typical time or cycle based The facility is over 30 years old, and a
maintenance tasks such as adjustments and comprehensive refurbishment is required in order to
mechanical alignments, cleaning and tightening of extend the life of the facility. The project will
electrical equipment, calibration of sensors and rehabilitate systems including the metering and
meters, changing of lubricants and filters, exercising diversion structure, the bar screen building, the bin
equipment, rebuilds and regulatory testing. In loading building, the main sewage pump station, the
addition, staff will be utilizing predictive technologies grit basins, the primary influent channels, the
Section 2—Page 20
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Business Plan
headworks odor control scrubbers, and electrical stream pumping and piping. Costs associated with
power distribution and control systems. Thisproject this project will be reimbursed by OCWD.
will also replace the emergency pumping capacity
that has been provided by the original headworks As we make improvements throughout the plant, it is
pumping system dating back to the 1950s. imperative we pay attention to our ocean outfall
Construction is anticipated to begin in 2021.The total system. Many components of the system such as the
budgeted cost for this project is $406 million. pipeline assets have already been addressed, so
now we turn our attention to the pumping systems
To ensure Plant No. 1 has allocated space for future with the Ocean Outfall System Rehabilitation
treatment processes, the Headworks Complex (Project No. J-117). Work to the Ocean Outfall
(Project No. P1-128) will build new support facilities Booster Station includes rehabilitation of the
across from Plant No. 1 on the north side of Ellis mechanical, electrical, and civil systems which will
Avenue. Currently, administrative and engineering extend the life of the facility and increase the
functions are located primarily at Plant No. 1, and the efficiency of the system. In addition, a new Low Flow
buildings that house the staff are aging and need Pump Station will be added due to our increased
replacement. The new Headquarters will be a three- water recycling rates, which will reduce our outfall
story building for administrative, engineering, flows below the minimum capacity of the existing
resource protection and environmental compliance effluent pumps. This project will also relocate the
staff. The project includes the demolition of the Risk existing Plant Water Pump Station to prevent water
Management trailer and five buildings at the site of that is not reclaimable by the GWRS from flowing
the new Headquarters. Construction is anticipated to into the reclaimable portion of the treatment plant.
begin in 2021.The total budgeted cost for this project The project will also replace existing electrical
is $167.5 million. switchgear at the Central Generation Building.
Rehabilitation of the 84-inch and 120-inch interplant
Treatment Plant No. 2 CIP Projects: effluent lines between Plant No. 1 and Plant No. 2
These projects are intended to rehabilitate or completed in 2018. The budget for this project is
reconstruct major components of our treatment $166 million. Costs associated with the Plant Water
process to ensure compliance with regulatory Pump Station will be reimbursed by the OCWD.
permits, enhance water recycling and safety.
As part of the long-term CIP planning efforts, several
The Primary Treatment Rehabilitation Project studies are currently underway evaluating various
(Project No. P2-98)will replace or rehabilitate the 14 areas of the plants and the collection system to
primary clarifiers at Plant No. 2 with associated determine their condition, and identify deficiencies or
influent pipes, construct new primary effluent pipes, improvements needed. These studies include the
and rehabilitate and upgrade the odor control Ocean Outfall Condition Assessment and Scoping
systems. These facilities date back to the late 1950s Study, ETAP Model (electrical simulation software
and need seismic and condition-based upgrades. tool) Updates for Plant Nos. 1 and 2, Digester 6 Pipe
The project will replace the four oldest primary Stress Analysis at Plant No. 1, Circular Primary
clarifiers. The project has a second construction Clarifier Replacement Phasing Study at Plant No. 1,
contract to provide interim repairs to the other ten The Facilities Master Plan Program Environmental
clarifiers. The project as a whole will improve the Impact Report, and the Laboratory Rehabilitation
resiliency of our infrastructure and thus improve our Feasibility Study. The results of these studies will
ability to provide service. This is anticipated to be a help support, define and refine future CIP projects to
very long duration project because the need to improve our facilities and systems.
maintain treatment operations during the project.
Construction to replace the four primary clarifiers is
anticipated to begin in 2021. The total project budget
is $237 million.
The Headworks Modifications at Plant No. 2 (Project
No. P2-122)will support the GWRS Final Expansion
by separating non-reclaimable flows from those that
can be transferred to OCWD for reclamation. The
project will include the installation of new gates,
replacement of three existing influent pumps at the
existing Headworks, and modification of waste side
Section 2—Page 21
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2020-21 & 2021 -22 Budget
FY 18-19 Level of
Results Service
Target
Protecting Public Health
Protecting public health and the environment utilizing all practical and effective means for wastewater, energy,
and solids resource recovery.
Accept dry weather runoff diversion flows without imposing fees. 1.03 MGD Up to 10 MGD
Air emissions health risk to community and employees, per one 3 <10
million people (for each treatment plant).
Notices of violation (NOV)with air, land, and water permits 0 0
Respond to collection system spills within 1 hour 100% 100%
Sanitary sewer spills per 100 miles 0.0 < 2.1
Contain sanitary sewer spills within 5 hours 100% 100%
Meet secondary treatment standards BOD 4.0 mg/L BOD 25 mg/L
TSS 6.0 mg/L TSS 30 mg/L
Frequency of unplanned use of emergency one-mile (78-inch 0 0
diameter) outfall (per year during dry weather).
Tons of biosolids to landfill through 2019 Peak Production period. 0 100
Compliance with core industrial pretreatment requirements 99% 100%
Stakeholder Understanding and Support
Communicating OCSD's mission and strategies with those we serve and all other stakeholders.
Meet GWRS specification requirements for Plant No. 1 secondary 3.3 NTU 5 NTU
effluent
Provide specification effluent available to the Groundwater 100% 100%
Replenishment System to maximize production of purified water.
Managing and Protecting the Public Funds
Continually seeking efficiencies to ensure that the public's money is wisely spent.
Annual user fees sufficient to cover all O&M Requirements 100% 100%
Actual collection, treatment, and disposal costs per million gallons 4% <— 10% of budget
Maintain AAA Bond Rating 100% 100%
Section 2—Page 22
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Business Plan
FY 18-19 Level of
Results Service
Target
Providing Exceptional Customer Service
Providing reliable, responsive and affordable services in line with customer needs and
expectations.
Treatment plants odor complaint response within 1 hour. 100% 100%
Collection system odor complaint response within 1 working day. 100% 100%
Number of odor complaints:
• Reclamation Plant No. 1 2 0
• Treatment Plant No. 2 1 0
• Collection System 8 12
*Under normal operating conditions
Respond to public complaints or inquiries regarding construction projects
within 1 day. 100% 100%
New construction permits processed within 1 working day. 100% 100%
Respond to all biosolids contractor violations within a week of violation
notice. 100% 100%
Organizational Effectiveness
Creating the best possible workforce in terms of safety, productivity, customer service, and
training.
Employee injury incident rate— per 100 employees 1.1 <4.4
Industry Average
Meet mandatory OSHA training requirements 100% >95%
Achieve annual agency target of days away from work, days of restricted 2.9 <2.5
work activity, or job transferred as a result of a work-related injury or
illness
Training hours per employee 52 45 per year
Section 2—Page 23
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2020-21 & 2021 -22 Budget
OCSD Long-Term Planning
Type of Planning Description of Process Budget Impacts
Process
Update of the Maintaining a rolling two- In November 2019, the The ongoing process
Strategic Plan year, four-step District's Board approved a adapts to changes and
management process that 2-Year Strategic Plan. It allows the budget to be re-
creates and maintains defines needs and feeds evaluated and refined.
vision alignment between into Capital Planning. From
the Board of Directors, the there, budget development
staff, and the public we will be developed and
serve. executed.
Capital Master Develop and maintain a 20- In December 2017, the The 2020 CIP Validation,
Planning and year capital improvement Board approved a new includes an overall CIP
Asset Program (CIP) to meet the Facilities Master Plan that budget of over$5.8 billion
Management regulatory, environmental, lays out a capital program for active and future.
health, and safety needs of to deliver and maintain the
a growing population. levels of service desired by
the Board of Directors. This
is validated and reinforced
every year through Planning
Studies and Asset
Management.
Biosolids Aggressively pursue The study of biosolids Biosolids production will
Management biosolid disposal options will include offsite decrease by one-third when
alternatives following the an onsite facility, and new IRWD discontinues sending
expiration of the 2016-17 and established biosolids along with the
disposal contract. technologies. centrifuges online.
Groundwater Continue partnership with Maximize the use of OCSD will continue
Replenishment the Orange County Water treated effluent for water executing CIP projects to
System Sanitation District (OCWD) recycling by sending support the Final Expansion
(GWRS) in support of the GWRS. secondary effluent from of the GWRS.
Plant No. 2 to the GWRS.
Section 2—Page 24
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Orange County at a Glance
Background Information and Description of Pollution Discharge Elimination System (NPDES)
Services: ocean discharge permit issued by the USEPA and
the Santa Ana Regional Water Quality Control Board.
The Orange County Sanitation District (OCSD) is a This permit was last issued in July 2012 and has
public agency that operates one of the largest been administratively extended during the renewal
wastewater facilities in the United States of America. process. To maintain OCSD's NPDES operating
Originally formed in 1954 pursuant to the joint permit, OCSD's plants must meet strict conditions
powers provision under the County Sanitation set jointly by the regulators. OCSD is actively
District Act of the California Health and Safety Code, engaged in discussion with the regulators during the
OCSD then consisted of independent special renewal process.
districts responsible for wastewater collection within
their own geographical boundaries. These districts OCSD maintains and operates a large system of trunk
were co-participants in a Joint Agreement to provide sewers and pump stations in addition to the two
for the joint construction, ownership, and operation modern treatment plants. The plants use chemical,
of the District's Joint Facilities for the treatment and physical and biological processes to produce a high-
recycling of wastewater. quality effluent. Chemicals used are either
environmentally neutral or biodegradable.
On July 1, 1998, the nineAndividual existing districts
requested to be consolidated into one district by The treated effluent from the Huntington Beach plant
resolution of the Board of Supervisors of the County is pumped through a five-mile, 10-foot diameter
of Orange and special legislation. ocean outfall pipe. The last mile of the outfall is a
diffuser section that releases treated water through
OCSD is governed by a Board of Directors made up more than 500 portholes approximately four-and-a-
of mayors or members of city councils, directors of half miles offshore.
independent special districts, and one member from
the County Board of Supervisors. A variety of board In January 2008, the Orange County Water District
committees, made up of members of the Board of (OCWD) and OCSD began operation of the
Directors,consider topics for action by the Board and Groundwater Replenishment System (GWRS),a joint
make recommendations to the Board. project by the two agencies to provide reclaimed
water for percolation into the groundwater basin from
OCSD is responsible for collecting, treating, and most of the secondary effluent pumped from the
safely disposing of approximately 188 million gallons Fountain Valley plant, or approximately 92,300 acre-
of wastewater each day for an area covering 479 feet per year.
square miles in metropolitan (central and
northwestern) Orange County. OCSD's service area In May 2015, OCWD completed the initial expansion
includes approximately 2.6 million residents and of GWRS that provided an additional 33,000 acre-
businesses, or approximately 81 percent of the feet per year of reclaimed water; resulting in the
County's total population. purification of 100 percent of the treated wastewater
produced at the Fountain Valley plant.
Staff of 639 full-time equivalent employees
supports OCSD's around-the-clock operation. Staff In November 2019, OCWD and OCSD began
is organized into six departments, including the construction on the final expansion of GWRS and will
General Manager's Office, Human Resources, be completed by 2023. Once completed, the final
Administration, Environmental Services, expansion of GWRS will provide an additional
Engineering, and Operations and Maintenance. 36,400 acre-feet per year by utilizing reclaimed water
produced at OCSD's Huntington Beach plant.
As working environmentalists, OCSD's staff is
regulated by many agencies, including the United Community Profile of the County of Orange
States Environmental Protection Agency (USEPA), The County of Orange is bordered on the north by
California Regional Water Quality Control Board Los Angeles and San Bernardino counties, on the
(CRWQCB), CalRecycle, the California Air east by Riverside County, on the southeast by San
Resources Board, and the South Coast Air Quality Diego County, and on the west and southwest by the
Management District(SCAQMD). Pacific Ocean. Approximately 42 miles of ocean
shoreline provide many beaches, marinas and other
OCSD operates and is regulated under a National recreational areas for use by residents and visitors.
Section 2—Page 25
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2020-21 & 2021 -22 Budget
The climate in the County is mild, with an average survey questions about current economic and
rainfall of 13 inches. The mean temperature ranges financial conditions experienced the largest declines
from a minimum of 47 degrees to a maximum of 82 in consumer sentiment. On the other hand, the
degrees. smallest declines in consumer sentiment were
observed in economic and financial questions asking
The County has become a tourist center in Southern about next year. As noted by Professor Marc
California by offering a broad spectrum of recreational Weidenmier of the Argyros School of Business and
opportunities that is enhanced by the mild climate. Economics, "Going forward, consumer sentiment in
Along the shoreline are five state beaches and parks, Orange County is directly tied to the virus. If social
five municipal beaches and five county beaches. distancing and stay at home orders are followed and
There are two small-craft docking facilities in Newport work, then consumer sentiment may bounce back
Harbor,one located in Sunset Beach and another in rather quickly. However, if the virus continues to
Dana Point. spread rapidly across California and the United
States,then consumer sentiment is likely to fall even
Other major recreational and tourist facilities include farther and possibly approach depression levels."
Disneyland, California Adventure, Knott's Berry
Farm and Soak City, Mission San Juan Capistrano, Based on a survey of purchasing managers, the
the Anaheim Convention Center, and the Art Colony California Composite Index, measuring overall
at Laguna Beach with its annual art festival. Also manufacturing activity in the state, decreased from
located within the County is Anaheim Stadium, home 59.7 in the first quarter to 45.6 in the second quarter,
of the Los Angeles Angels of Anaheim of Major indicating a contraction of the manufacturing sector
League Baseball,and the Honda Center, home of the in the second quarter. Hiring in typically strong labor
Anaheim Ducks of the National Hockey League. markets including Orange County,the Bay Area, Los
Angeles, and San Diego were hit heavily. "The
Economic Outlook growth of the California manufacturing economy that
The coronavirus (COVID-19) is having an acute started in the third quarter of 2009 will come to an
negative impact on the domestic and global abrupt end in the second quarter of this year," said
economy as large segments of the economy are Dr. Raymond Sfeir, director of the purchasing
essentially shut down. The strength of the US managers' survey.
economy prior to the onset of COVID-19, the US
consumer and the `service sector' portion of the Progress and visibility on the timing of a vaccine for
economy, had been relatively immune to the more COVID-19 will serve as a material catalyst for the
cyclical elements economy over the past several ultimate recovery of the economy. Assuming
years. At the current juncture, the previous strength additional quarantines are reintroduced later in the
is a liability with the US consumer quarantined and year the impact to the economy will be less severe
significant portions of the `service' economy shut as all will have learned from the current experience.
down. Until forecasters get some visibility on when,
and to what degree, the economy will function as Prior to the onset of COVID-19 on the domestic
quarantines are lifted later in the year financial economy the data and trajectory of the economy
markets across asset classes will remain volatile. were sound. The low unemployment rate and high
savings rate should act as a catalyst to get the
The Chapman-CMC Orange County Consumer economy back on track sooner compared to other
Sentiment Index fell from a value of 96.3 to a value periods of severe financial stress in 2000 and 2008.
of 77.7 during the first quarter of 2020. The Large-scale global monetary and fiscal stimulus
consumer sentiment index declined by more than 19 programs will help mitigate the longer-term economic
percent, the largest decrease since the inception of impact of the pandemic. At this point, a U-shaped
the Orange County Consumer Sentiment Index in economic recovery heading into 2021 is possible.
2017. The spread of the coronavirus across the
United States and Southern California led to the
large fall in consumer sentiment. The consumer
sentiment survey yielded important and interesting
responses from the survey participants. First,
Orange County residents appear to see COVID-19
as a largely temporary economic phenomenon. The
Section 2—Page 26
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Fiscal Policy
In
Fiscal Policy Statement Completed Progress Comments
General Financial Goals
To maintain a financially viable Sanitation District that can ✓
maintain an appropriate level of wastewater treatment
services.
To maintain financial flexibility by adapting to local and ✓
regional economic changes.
To maintain and enhance the sound fiscal condition of the ✓
Sanitation District.
To ensure that the value added by every program and activity
within the Sanitation District is proportional to its cost; and to ✓
eliminate those programs and activities that do not contribute
to the Sanitation District's mission.
To provide training opportunities to the greatest extent
possible for available jobs within the organization for those ✓
employees working in programs or activities that have been
reduced or eliminated.
To provide employees with cross-training opportunities in ✓
order to achieve multi-tasking capabilities.
Operating Budget Policies
The Sanitation District will adopt a balanced budget by June ✓
30 of each year.
The budget will be used as a fiscal control device as well as a ✓
financial plan.
Budget preparation and monitoring will be performed by each
division within the Sanitation District, the organizational level ✓
of accountability and control.
The Director of Finance &Administrative Service will prepare ✓
a budget calendar no later than January of each year.
An annual operating budget will be developed by
conservatively projecting revenues and expenditures for the ✓
current and forthcoming fiscal years.
During the annual budget development process, the existing
programs will be thoroughly examined to assure removal or ✓
reduction of any services or programs that could be eliminated
or reduced in cost.
Current operating revenues will be sufficient to support current ✓
operating expenditures.
Section 3 - Page 1
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2020-21 & 2021 -22 Budget
In
Fiscal Policy Statement Completed Progress Comments
Annual budgets including reserves will provide for adequate ✓
design, construction, maintenance and replacement of
Sanitation District capital facilities and equipment.
The Sanitation District will maintain all physical assets at a
level adequate to protect the Sanitation District's capital ✓
investment and to minimize future maintenance and
replacement costs.
The Sanitation District will project equipment replacement and
maintenance needs for the next five years and will update this ✓
projection each year. From this projection a maintenance and
replacement schedule will be developed and followed.
The Sanitation District will avoid budgetary and accounting ✓
procedures that balance the current budget at the expense of
future budgets.
The Sanitation District will forecast its expenditures and
revenues for each of the next five years and will update this
forecast at least annually.
Revenue Policies
Because revenues are sensitive to both local and regional
economic conditions, revenue estimates adopted by the ✓
Board of Directors must be conservative.
Staff will estimate annual revenues by an objective, analytical ✓
process that utilizes trend,judgmental, and statistical analysis
as appropriate.
Ad valorem property tax revenues of the Sanitation District will ✓
be first dedicated to debt service.
Sewer Service User Fees will be projected for each of the ✓
next ten years and this projection will be updated annually.
Expenditure Policies
The Sanitation District will maintain a level of expenditures ✓
that provides for the health, safety and welfare of the
residents of the community.
The Sanitation District will set fees and user charges at a level
that fully supports the total direct and indirect costs of ✓
operations, capital improvements, and debt service
requirements not covered by reserves.
Section 3 - Page 2
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Fiscal Policy
In
Fiscal Policy Statement Completed Progress Comments
Capital Improvements Budget Policies
The Sanitation District will make all capital improvements in ✓
accordance with an adopted and funded capital improvement
program. The adopted capital improvement program will be
based on need.
The Sanitation District will develop an annual five-year plan A 20-year CIP Plan
for capital improvements, including design, development, ✓ is maintained by the
Sanitation District.
implementation, and operating and maintenance costs.
All capital improvement projects approved in the annual
operating budget are approved at the budgeted amounts
through the completion of the project. The Board of Directors ✓
approves both the individual project total budget and the
projected cash outlays for all capital improvement projects for
the current fiscal year.
Staff will identify which capital projects may have a significant
impact on on-going operating and maintenance costs and ✓
estimate the impact as the project is developed.
Staff will identify the estimated on-going future Operating and
Maintenance costs, as well as staffing requirements upon ✓
completion for each capital project proposal before it is
submitted to the Board of Directors for approval.
The Sanitation District will use intergovernmental assistance
and other outside resources whenever possible to fund capital
improvements providing that these improvements are
consistent with the Capital Improvement Plan and the ✓
Sanitation District's priorities, and that the future operating
and maintenance costs of these improvements have been
included in the budget.
Staff will coordinate development of the capital improvement
budget with the development of the operating budget. All
operations and maintenance resources required to implement ✓
the CIP have been considered and appropriately reflected in
the operating budget for the year the CIP is to be
implemented.
Cost tracking for components of the capital improvement ✓
program will be updated quarterly to ensure project
completion against budget and established time lines.
Section 3 - Page 3
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2020-21 & 2021 -22 Budget
In
Fiscal Policy Statement Completed Progress Comments
Asset Management Policy
In order to provide for the systematic planning, acquisition,
deployment, utilization control, and decommissioning of
capital assets, the following policies have been established:
• The condition, performance, utilization, and cost of ✓
assets will be recorded to the asset level.
• A detailed, planned maintenance program is in place
to ensure that the assets, facilities and systems ✓
perform to their design criteria and meet their design
lives.
• A system is in place to blend planned and unplanned
activity to optimize the cost against the asset
performance requirements.
Completed for
• Reliability Centered Maintenance techniques will be critical and high
used to optimize the maintenance plans and to ,/ value assets.
identify any design alterations that are economically
justified.
• Current levels of asset management service in terms
of quantity and quality of service including condition, ✓
function/size/type, regulatory requirements, reliability,
and repair response times have been determined and
documented.
• The full economic cost is charged on all asset ✓
management activities.
• Asset Management maintains appropriate pricing and ✓
funding strategies that match the needs of the
business to ensure sustainability.
• Asset Management considers the real growth of the
District's service area and the way in which demands
for service will change in the future, including ✓
population, unit demand, demographics, changing
customer expectations, and changing regulatory
requirements.
• Monitoring and reporting are performed on the Conditions and
condition, performance, and functionality of the performance of
Sanitation District's assets against prescribed service ✓ assets are reported
regulatory requirements. annually through the
levels and re
9 Y q Asset Management
Plan.
• Future level of service options available and their ✓
associated costs are constantly analyzed.
Section 3 - Page 4
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Fiscal Policy
In
Fiscal Policy Statement Completed Progress Comments
• An assessment of the relative risks, costs and ✓
benefits is derived for all investments in capital works,
maintenance, and operations.
• Individual asset management decisions are made
only when the cost of all programs has been analyzed ✓
and the funding needs of the whole organization is
known together with the knowledge of its impact on
rates.
• Necessary renewal programs to sustain the existing
levels of service and condition of assets, as identified ✓
through the best appropriate process, is approved
ahead of new capital works and services.
• New capital assets for new works and services are
approved only with the commitment of the recurrent ✓
(operations and maintenance)funding necessary to
sustain the new works and services.
Fleet Management Policy
Vehicles and equipment will be operated, maintained, and
appropriate to the assigned task to ensure the lowest total
cost of ownership. The following policies have been
established:
• A computerized maintenance management system ✓
(CMMS)will be employed for all elements of the fleet.
• Vehicles will be operated to ensure the highest ✓
utilization rate possible.
• Vehicles may be replaced when they are 7 years old
or have accumulated 75,000 miles, or at the optimal
replacement cycle per industry best practice. Vehicle ✓
utilization rates will assist in determining vehicle
acquisition needs.
Electric carts are to be utilized for in-plant use only. ✓
Short-Term Debt Policies
The Sanitation District may use short-term debt to cover
temporary or emergency cash flow shortages. All short-term
borrowing will be subject to Board approval by resolution.
Section 3 - Page 5
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2020-21 & 2021 -22 Budget
In
Fiscal Policy Statement Completed Progress Comments
The Sanitation District may utilize Board approved intra-
agency loans rather than outside debt instruments to meet
short-term cash needs. Intra-agency loans will be permitted
only if an analysis of the affected Revenue Areas indicates ✓
funds are available and the use of these funds will not impact
current operations. The principal, along with interest at the
prevailing rate as established by the Sanitation District's
Treasurer, will be paid to the lending Revenue Area.
Long-Term Debt Policies
Proceeds from long-term debt will not be used for current on- ✓
going operations.
Before any new debt is issued, the impact of debt service ✓
payments on total annual fixed costs will be analyzed.
Develop and maintain a board adopted debt policy. ✓
Accumulated Funds & Reserve Policies
A cash flow reserve will be established to fund operations,
maintenance, and certificates of participation expenses for the
first half of the fiscal year, prior to the receipt of the first
installment of the property tax allocation and the sewer
service user fees which are collected as a separate line item ✓
on the property tax bill. The level of this criterion will be
established as the sum of an amount equal to six months
operations and maintenance expenses and the total of the
annual debt(COP) service payments due in August each
year.
An operating contingency reserve will be established to
provide for non-recurring operating expenditures that were not
anticipated when the annual budget was considered and ✓
adopted. The level of this criterion will be established at an
amount equal to ten percent of the current fiscal year's annual
operating budget.
A capital improvement reserve will be maintained to fund
annual increments of the capital improvement program. The
target level for this criterion has been established at one half
of the average annual cash outlay of the capital improvement ✓
program through the year 2030. Levels higher and lower than
the target can be expected while the long-term financing and
capital improvement programs are being finalized.
Section 3 - Page 6
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Fiscal Policy
In
Fiscal Policy Statement Completed Progress Comments
A renewal/replacement reserve will be maintained to provide
funding to replace or refurbish the current collection, treatment
and recycling facilities at the end of their useful economic ✓
lives. The current replacement value of these facilities is
estimated to be $10.8 billion. The reserve criterion level had
been established at$75 million.
Catastrophic loss, or self-insurance, reserves will be
maintained for property damage including fire, flood, and
earthquake, for general liability, and for workers'
compensation. This reserve criterion is intended to work with
purchased insurance policies, FEMA and State disaster ✓
reimbursements. Based on the plant infrastructure
replacement value, the level of this criterion has been set to
fund the Sanitation District's non-reimbursed costs, estimated
to be $100 million.
Investment Policies
The Sanitation District's Treasurer will annually submit an ✓
investment policy to the Board of Directors for review and
adoption.
The investment policy will emphasize safety and liquidity ✓
before yield.
Accounting,Auditing, and Financial Reporting
The Sanitation District's accounting and financial reporting
systems will be maintained in conformance with generally ✓
accepted accounting principles and standards promulgated by
the Governmental Accounting Standards Board.
A capital asset system will be maintained to identify all
Sanitation District assets, their condition, historical cost, ✓
replacement value, and useful life.
Quarterly financial reports will be submitted to the Board of ✓
Directors and will be made available to the public.
Full disclosure will be provided in the general financial ✓
statements and bond representations.
The Sanitation District will maintain a good credit rating in the The Sanitation
financial community. District's AAA rating
✓ was reaffirmed with
the$66.4 million
2017A Revenue
Refunding debt
issuance.
Section 3 - Page 7
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2020-21 & 2021 -22 Budget
In
Fiscal Policy Statement Completed Progress Comments
An annual audit will be performed by an independent public
accounting firm with the subsequent issue of an official
Comprehensive Annual Financial Report, including an audit
opinion and a management letter.
Section 3 - Page 8
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GFOA Best Practices and Advisories
Compliance Not in
GFOA Recommended Practice Met Applicable Progress Comments
Accounting,Auditing, and Financial Reporting Recommended Practices
Governmental Accounting,Auditing, ✓
and Financial Reporting Practice
Prepare Popular Reports ✓ Not being considered at this
time due to other
communication efforts.
Appropriate Levels of Working Capital ✓ Working Capital of the
in Enterprise Funds Sanitation District shall be
greater than 45 days worth of
annual operating expenses.
Audit Procurement ✓
Use the Comprehensive Annual ✓
Financial Report to Meet SEC
Requirements for Periodic Disclosure
Establish Appropriate Capitalization ✓
Thresholds for Tangible Capital
Assets
Internal Audit Function Established ✓ Administrative Committee
directs Internal Audits
Audit Committees ✓ Administrative Committee
serves as an audit committee.
The Need for Periodic Inventories of ✓
Capitalized Tangible Assets
Application of Full-Cost Accounting to ✓ OCSD does not provide solid
Municipal Solid Waste Management waste services.
Activities
Present Securities Lending ✓ OCSD does not have Securities
Transactions in Financial Statements Lending Activities
Technology Disaster Recovery ✓ Managed by Information
Planning Technology Division
Present Budget to Actual ✓ Not required for audited
Comparisons Within the Basic financial statement reports of
Financial Statements Enterprise Funds. Budget/actual
comparisons are included within
unaudited quarterly financial
reports.
Use Websites to Improve Access to ✓
Budget Documents and Financial
Reports
Use of Trend Data and Comparative ✓
Data for Financial Analysis
Section 3— Page 9
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2020-21 & 2021 -22 Budget
Compliance Not In
GFOA Recommended Practice Met Applicable Progress Comments
Appropriate Level of Unrestricted ✓ OCSD only has Proprietary
Fund Balance in the General Fund Fund Types-established a
formal policy on the level of
unrestricted net assets
Document Accounting Policies and ✓
Procedures
Establish the Estimated Useful Lives ✓
of Capital Assets
Improve the Effectiveness of Fund ✓
Accounting
Enhance Management Involvement ✓
with Internal Control
Including Management's Discussion ✓
and Analysis in Departmental Reports
Auditor Association with Financial ✓
Statements Included in Offering
Statements or Posted on Websites
Ensuring Control over Noncapitalized ✓
Items
Considerations on Using the Modified ✓ OCSD depreciates all capital
Approach to Account for assets; OCSD has no
Infrastructure Assets governmental fund types
Mitigating the negative effects of ✓
Statement on Auditing Standards
No.112
Encouraging and facilitating the ✓
reporting of fraud and questionable
accounting and auditing practices
Ensuring adequate documentation of ✓
costs to support claims for disaster
recovery assistance
Improving the timeliness of financial ✓
reports
Web Site Presentation of Official ✓ Managed by Information
Financial Documents Technology Division
Treasury and Investment Management Recommended Practices
Collateralization of Public Deposits ✓
Government Relationships with ✓
Securities Dealers
Using Mutual Funds for Cash ✓
Management Purposes
Section 3— Page 10
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GFOA Best Practices and Advisories
Compliance Not in
GFOA Recommended Practice Met Applicable Progress Comments
Debt Service Payment Settlement ✓
Procedures
Adopt a comprehensive written ✓
Investment Policy and review and
update policies, if necessary on an
annual basis
Use of Derivatives and Structured ✓ Investment Policy does not
Investment by State and Local allow Derivative Investments
Governments for Non-Pension Fund
Investment Portfolios
Use of Derivatives and Structured ✓ Investment Policy does not
Investment by State and Local allow Derivative Investments
Governments for Cash Operating and
Reverse Portfolios
Security Lending Programs for Non- ✓
Pension Fund Portfolios
Diversification of Investments in a ✓
Portfolio
Managing Market Risk in Investment ✓ Managed by Chandler Asset
Portfolios Management
Electronic Payment Systems ✓
Procurement of Banking Services ✓
Purchasing Card Programs ✓
Acceptance of Payment Cards and ✓
Selection of Payment Card Service
Providers
Frequency of Purchased Securities ✓
Valuation in Repurchase Agreements
Selection of Investment Advisors for ✓
Non-Pension Fund Investment
Portfolios
Utilize independent Third-Party ✓
Custodians to safeguard District
investments and protect against
safekeeping/custodial risks.
Mark-to-Market Reporting Practices ✓
Establish Policy for Repurchase ✓
Agreements and Reverse
Repurchase Agreements
Section 3— Page 11
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2020-21 & 2021 -22 Budget
Compliance Not In
GFOA Recommended Practice Met Applicable Progress Comments
Use of Lockbox Services ✓ OCSD does not have sufficient
cash related transactions to use
Lockbox services. The majority
of revenues are collected on the
property tax roll.
Commercial Paper ✓
Use of Cash Flow Forecasts in ✓
Operations
Bank Account Fraud Prevention ✓
Use of Local Government Investment ✓
Pools
Revenue Control and Management
Policy ✓
Payment Consolidation Services ✓
Using Electronic Signatures ✓
Using Remote Deposit Capture ✓
Budggeting and Fiscal Policy Recommended Practices
Economic Development Incentives ✓
Use of Performance Measurement for ✓
Decision Making
Providing a Concise Summary of the ✓
Budget
Establishing of Government Charges ✓
and Fees
Recommended Budget Practices of ✓
the National Advisory Council on
State and Local Budgeting (NACSLB)
Financial Forecasting in the Budget ✓
Preparation Process
Relationships Between Budgetary ✓
and Financial Statement Information
Use of Financial Status in the ✓
Budgeting Process
Adoption of Financial Policies ✓
Appropriate Level of Unreserved ✓ OCSD only has Proprietary
Fund Balance in the General Fund Fund Types-established a
formal policy on the level of
unrestricted net assets
Section 3— Page 12
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GFOA Best Practices and Advisories
Compliance Not in
GFOA Recommended Practice Met Applicable Progress Comments
Include Sustainability in Public ✓
Finance Practices
Establish Strategic Plans ✓
Measuring the Cost of Government ✓
Services
Using Websites to Improve Access to ✓
Budget Documents and Financial
Reports
Business Preparedness and ✓
Continuity Guidelines
Statistical/Supplemental Section of ✓
the Budget Document
Budgeting for Results and Outcomes ✓
Present Capital Budget in Operating ✓
Budget Document
Present Departmental Section in the ✓
Operating Budget Document
Alternative Service Delivery: Shared ✓
Services
Long-Term Financial Planning ✓
Comprehensive Risk Management ✓
Program
Public Participation in Planning, ✓
Budgeting, and Performance
Management
Inflationary Indices in Budgeting ✓
Key Issues in Succession Planning ✓ Expand and align ongoing
succession planning as part of
OCSD's workforce planning and
development efforts to ensure
continuity and consistency of
service delivery.
Managing the Salary and Wage ✓
Budgeting Process
Managed Competition as a Service ✓
Delivery Option
Debt Management Recommended Practices
Select and Manage the Method of ✓
Sale of State and Local Government
Bonds
Section 3— Page 13
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2020-21 & 2021 -22 Budget
Compliance Not In
GFOA Recommended Practice Met Applicable Progress Comments
Analyzing and Issuing Refunding ✓ At the outset of evaluating the
Bonds issuance of bonds, solicit the
advice of bond counsel and
financial advisor in order to
outline key legal and financial
issues.
Debt Management Policy ✓ Board approved Debt Policy
completed in 2001-02.
Investment of Bond Proceeds ✓ Included in Trustee Documents
Use of Debt-Related Derivatives ✓ No Derivative Products
Products and Development of
Derivatives Policy
Maintain an Investor Relations ✓
Program
Payment of the Expense Component ✓ Establish at the beginning of the
of Underwriters' Discount bond negotiation process what
expenses will be directly paid by
the issuer or as part of the
underwriter spread.
Issuer's role in Secondary Market ✓ Meet qualifications of arbitrage
Securitization of Tax-Exempt
Obligations
Evaluate the Use of Pension ✓ OCSD does not manage
Obligation Bonds pension fund
Evaluating the Sale and ✓
Securitization of Property Tax Liens
Use Variable Rate Debt Instruments ✓
Issuer's Role in Selection of ✓
Underwriter's Counsel
Issuing Taxable Debt by U.S. State ✓ OCSD does not plan to issue
and Local Governments taxable debt outside of the Build
America Bonds program
Select Bond Counsel ✓
Price Bonds in a Negotiated Sale ✓
Underwriter Disclaimers in Official
Statements ✓
Use a Web Site for Disclosure ✓
Tax Increment Financing as a Fiscal ✓
Tool
Section 3— Page 14
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GFOA Best Practices and Advisories
Compliance Not in
GFOA Recommended Practice Met Applicable Progress Comments
Caution in Regard to OPEB Bonds ✓ Pay-As-You-Go funding, no
plan on issuing bond
Public-Private Partnerships for ✓
Economic Development
Role of the Finance Officer in ✓
Privatization
Selecting Financial Advisors ✓
Selecting Underwriters for Negotiated ✓
Bond Sales
Understanding Your Continuing ✓
Disclosure Responsibilities
Managing Build America and Other ✓ Develop procedures for
Subsidy Bonds managing post-sale
considerations and
responsibilities while the bonds
remain outstanding.
Retirement and Benefits Administration Recommended Practices
Public Employee Retirement System ✓ Managed by OCERS
Investments
Preparing an Effective Summary Plan ✓ Managed by OCERS
Description
Retirement and Financial Planning ✓ Managed by OCERS
Services
Directed Brokerage Programs ✓ OCERS manages all"soft
dollar"transactions
A Policy for Retirement Plan Design ✓
Option
Asset Allocation—Guidance for ✓ Managed by OCERS
Defined Benefit Plans
Asset Allocation-Guidance for ✓ OCERS is a defined benefit
Defined Contribution Plans plan.
Alternative Investment Policy for ✓ Managed by OCERS
Public Employee Retirement Systems
(PERS)
Pension Investment Policy ✓ Managed by OCERS
Selection of Investment Advisors for Managed by OCERS
Pension Fund Assets ✓
Section 3— Page 15
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2020-21 & 2021 -22 Budget
Compliance Not In
GFOA Recommended Practice Met Applicable Progress Comments
Brokerage Window Options for ✓ Managed by OCERS
Defined Contribution Retirement
Plans
Framework for Understanding ✓ Managed by OCERS
Pension Fund Risk
Investment Policies Governing Assets ✓ Managed by the plan sponsors
in a Deferred Compensation Plan
Health Care Cost Containment ✓
Evaluating Use of Early Retirement
Incentives ✓
Deferred Retirement Option Plans ✓
(DROPS)
A Policy to Participate in Securities ✓ Managed by OCERS
Litigation Class Actions
Ensuring the Sustainability of Other ✓ Pay-As-You-Go funding
Postemployment Benefits
Design Elements of Defined Benefit ✓ Managed by OCERS
Retirement Plans
Design Elements of Defined ✓
Contribution Plans as the Primary
Retirement Plan
Design Elements of Hybrid ✓
Retirement Plans
Monitoring and Disclosure of Fees for ✓
Defined Contribution Plans
Prefunding OPEB Obligation ✓ Pay-As-You-Go funding
Establishing and Administering an ✓ Pay-As-You-Go funding
OPEB trust
Commission Recapture Program ✓
Communicating Health-Care Benefits ✓
to Employees and Retirees
Participant Education-Guidance for ✓
Defined Contribution Plans
Strategic Health-Care Plan Design ✓
Governance of Public Employee ✓ Managed by OCERS
Retirement System
Sustainable Funding Practices of ✓
Defined Benefit Pension Plans
Section 3— Page 16
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GFOA Best Practices and Advisories
Compliance Not in
GFOA Recommended Practice Met Applicable Progress Comments
Responsible Management and ✓
Design Practices for Defined Benefit
Pension Plans
Design and Implement Sustainable ✓
Pension Benefit Tiers
Develop a Review Process for ✓
Implementing National Health-Care
Reform (COBRA)
Economic Development and Capital Planning
Multi-Year Capital Planning ✓
The Role of the Finance Officer in
Economic Development ✓
Capital Project Monitoring and
Reporting ✓
Capital Asset Assessment, Establish a system for
Maintenance, and Replacement ✓ assessing Sanitation District
Policy assets and plan and budget for
any capital maintenance and
replacement needs.
The Role of Master Plans in Capital
Improvement Planning ✓
Analyzing the Cost of Economic ✓
Development Projects
Building Resiliency into Capital ✓ Establish resiliency into the
Planning capital planning process to
produce a sustainable
community and mitigate the
effects of disasters.
Incorporating a Capital Project ✓
Budget in the Budget Process
Developing an Economic ✓ No Incentive Policy established
Development Incentive Policy
Monitoring Economic Development ✓
Performance
Balancing the Costs and Benefits of ✓
Economic Development Projects
Incorporating Environmentally ✓
Responsible Practices in the Capital
Improvement Program
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2020-21 & 2021 -22 Budget
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Section 3— Page 18
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Overview of the Budget Process
Financial Review Issuance of Budget
of Performance Training and Instructions
Administration of Districts Budget
Finance/Policy in Budget Development
Execution/Feedback
Executive Board Compilation/Analysis
Enactment of District's Requests
R by Financial/Planning
Consideration of Budget General Manager's
by District's Board Review and Preparation
and Committee of Executive Budget
Budget Process: Preparation/Planning -takes place from January
through March.
Fourteen years ago, OCSD prepared its first 0 Integration - runs from March through May.
complete budget document covering two years
instead of one. The next year a smaller budget 0Passage-adoption of the budget usually occurs
update document was prepared to summarize in June of each year.
revisions to the second year of the previously adopted 0 Execution-starts from the first day of the budget
two-year budget period. This two-year cycle year, July 1, through the entire budget year and
approach to budget preparation is expected to beyond into November with the presentation of
continue for the indefinite future. the annual audit report.
Key dates in this 2020 budget cycle are:
This change has not caused any modification to the Budget Kick-off Meeting - January 23
previously established stages of the annual budget Department Budget Submissions - February 20
process except with regard to the level of detail which Preliminary Budget Review - March 9-12
is provided. The timing of all stages of the budget General Manager Budget Review - March 23-27
process remains consistent from year to year. In the Presentation to Admin Committee - March 11
second year of a two-year cycle, however, the focus Presentation to Admin Committee -April 8
is on any changes that need to be made to the Presentation to Board Committees - May 6 & 13
upcoming year's budget relative to what was Presentation to Board Committees -June 3 & 10
previously submitted, reviewed,and approved for that Public Hearing & Board Adoption -June 24
budget during the prior year.
Team Approach
The District's annual budget preparation process As identified by one of the fiscal policies, the budget
begins in January of each year and concludes in June preparation process originates at the division level,
upon its adoption. However, the entire budget the organizational level of accountability and control.
process extends beyond one year and overlaps with Budget coordinators are established to represent
the preceding budget and the subsequent budget. As each operating division. A comprehensive budget
shown in the chart above, the budget process manual is prepared and used as the training manual
consists of four major parts. These parts occur at during a training session with the budget
various stages throughout the year as follows: I coordinators.
Section 3— Page 19
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2020-21 & 2021 -22 Budget
After the initial divisional budgets are prepared, is exercised at the individual Department level.
budget review sessions are scheduled for each Administrative policies provide guidelines on budget
division with the General Manager. It is during these transfers and the authorization necessary to
sessions that all proposed staffing levels, programs, implement transfers. Generally, there are two types
and line item expenses are justified. Next senior of budget transfers:
management representatives from each department
analyze opportunities for consolidating programs and 1. Budget Adjustment
eliminating unnecessary requests. Guidance is also
sought and utilized from District's committees on This is a transfer which does not change the total
various issues that affect budget development. appropriated amount and does not require Board
action. Depending on the budget category affected
The Process by the transfer, approval may be granted at the
General Manager or Department Head level as
The budget preparation process begins in January follows:
with the distribution of the budget manual, budget
preparation training, and issuance of personnel Department Heads have discretion to reapportion
budget and justification forms, and equipment budget funds between certain line items within a division but
forms to all of the Divisions. may not exceed total appropriated amounts for each
department. They also may transfer staff across
In March, the Administrative Services Department divisional lines within their department. The General
develops divisional level budgets based on the Manager and Board of Directors must approve
request forms received from the various divisions. additional capital outlay items. Funds appropriated
These divisional budgets are then reviewed in mid- for salaries and benefits may not be expended for any
March by the General Manager along with the other purpose unless approved by the Board. The
Department and Divisional managers for each General Manager may transfer operating funds within
program request and for new, additional, or reduced and between divisions and departments. The
services, positions, and capital outlay. Every month General Manager may also transfer staff positions
from March until June, an update is given to the between departments.
Administration Committee.
The Capital Improvement Program requests are 2. Budget Amendment:
prepared from October through March and are This is an adjustment to the total appropriated
reviewed by Engineering and Department and amount, which was not included in the original
Divisional managers prior to being submitted to the budget. These supplemental appropriations require
General Manager for review and evaluation as part of formal action by the Board of Directors. Types of
the budget process. modifications can be categorized as follows:
In determining recommended allocation levels, the Prior year reserves or fund balances may be
General Manager takes into consideration the appropriated to fund items not previously
projected amount of available resources, direction included in the adopted budget.
provided by the Directors, the District's fiscal policies,
and how to best provide the most cost-effective and Reserves/fund balances exceeding minimum
efficient service levels to the public. After a final amounts required by fiscal policy may be
review of the operating budgets by the General appropriated if it is determined to be in the best
Manager, the proposed annual budgets are finalized interest of OCSD. Directors may also
in late May and then distributed to the Directors for appropriate reserves in case of emergencies or
consideration. unusual circumstances.
The General Manager presents the proposed budget Transfers between Revenue Areas require formal
to the various Directors' Committees for deliberations action by the Board of Directors.
throughout the month of June. The proposed budget
is scheduled for adoption, along with any revisions by Unexpended appropriations automatically lapse at
the Board, at the Board of Directors meeting in June. the end of the fiscal year and are included in the
Level of Control and Amendments to the Budget ending fund balances.
Budgetary control, the level at which expenses
cannot legally exceed the appropriated amount,
Section 3— Page 20
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Budget Assumptions
2020-22 Proposed Budget Assumptions 0 Annexable property in the District's service area
sphere is minimal; consequently, no FY 2020-21
income from annexation fees is anticipated.
Economic Assumptions
• Inflation for Orange County in FY 2020-21 is 0 Property tax revenues are preliminarily
projected to be 1.9 percent based on the 2019 estimated to increase by approximately five
projected percentage change in consumer price percent from FY 2019-20 to $98,354,000.
index obtained from Chapman University.
A two percent annual increase in Assessed
A 1.9 percent inflation factor will also be used for Value is authorized by the state constitution and
FY 2021-22. is included in the increases noted above. The
additional increase in assessed value is from
authorized increases to market value when
Revenue Assumptions property is sold at a higher value.
• Based upon the proposed Sewer Service Fee
Rate Schedule to be approved by the Board in Earnings on the investment of the District's
March 2018, the single-family residence (SFR) operating cash and reserves will be budgeted at
rate will increase by $4 (1.2 percent) to $343 in 1.0 percent of the average cash and investment
FY 2020-21, which is less than the projected balance projected for the fiscal year.
CPI. No additional debt issuance is scheduled for
• Note that each $1 increase in the SFR rate FY 2020-21.
generates approximately$900,000 per year.
• The capital facilities capacity charge (CFCC) fee Operating Assumptions
captures only those infrastructure costs that 0 Operating expenses are expected to
relate to additional capacity. The proposed approximate the adopted FY 2019-20 budget of
CFCC fee to be approved by the Board in March $168 million.
2018 will increase by eight percent for FY 2020-
21. Other infrastructure costs such as improved 0 Average daily flows are projected at 188 mgd for
treatment, rehabilitation, refurbishment, and FY 2020-21 and 188 mgd for FY 2021-22. The
replacement, will be supported through user FY 2019-20 flow projection of 188 mgd reflects
fees. an increase of 1 mgd from the actual for the first
5 months of the current year and is 2 mgd above
• Given the Facilities Master Plan adopted in the final actual flow for FY 2018-19.
December 2017, a rate study was completed in
December 2017 to ensure that the CFCC fee Employee/Staffing Assumptions
methodology remains equitable and to confirm Staffing level is expected to remain flat. No
that an appropriate share of system costs would additional positions are anticipated. The total
be recovered from new development. FY 2019-20 authorized staffing level is 640.00
FTEs, excluding Management Discretion
• Revenues will be budgeted to reflect little growth positions.
in Equivalent Dwelling Unit (EDU) connections
that have remained flat over the past five years. Vacant positions as of 12/31/19 are budgeted at
50 percent of step 1 for the remainder of
• Permit user rates for flow will increase by 3.8 FY 2019-20 and at 100 percent of step 2 for
percent, Biochemical Oxygen Demand (BOD) FY 2020-21.
will increase by 0.5 percent and Total
Suspended Solids (TSS) will increase by New positions will be projected at
2.7 percent for FY 2020-21 based upon the Rate 100 percent of step 1 for FY 2020-21.
Study completed in December 2017.
• Annexation fees capture both the net current
assets and the equivalent property tax
allocations totaling $4,235 per acre.
Section 3— Page 21
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2020-21 & 2021 -22 Budget
• A 3.0 percent vacancy factor on authorized An amount equal to 0.85 percent of the
positions has been budgeted for FY 2020-21. Operating materials and services budget will be
The actual vacancy factor is currently running at the General Manager's contingency budget.
4.7 percent, but is on a downward trend due to These funds will be allocated to appropriate line
the streamlined recruitment processes now in items during the year after requests and
place. This vacancy factor accounts for time justifications for unanticipated needs are
spent for recruitment and turnover. approved by the General Manager.
• The Memorandums of Understanding (MOUs) Resource needs for strategic initiatives will be
for the OCEA, the Local 501, and the Supervisor included in the budget.
and Professional (SPMT) groups expire on June
30, 2022. Salary adjustments will be included in
the budget for COLA based upon the current Capital Improvement Program Assumptions
MOUs. • The FY 2020-21 and FY 2021-22 cash flow
budget, based on the most current Validated
• Retirement costs for employees enrolled in Capital Improvement Program (CIP), is the
OCERS Plans G and H are estimated at a rate target.
of 14.10 percent of the employee's base salary
for FY 2020-21, up from 13.30 percent in The baseline CIP cash flow for FY 2020-21 is
FY 2019-20. The rates for Plans G and H $209 million and for FY 2021-22 is $314 million.
include the District's pickup of 3.5 percent of
employees' required contributions. 0 Continual evaluation of the CIP by the Asset
Management Team may result in deferral or
Employees enrolled in OCERS Plan B are reduction of some projects and a resultant
estimated at a rate of 11.97 percent of the increase in O&M repair costs for materials and
employee's base salary for FY 2020-21, up from services, if the net cash flow impact is a
11.25 percent in FY 2019-20. decrease.
All employees hired on or after January 1, 2013 9 The FY 2020-21 and 2021-22 CIP budget will
are enrolled in OCERS Plan U and are only increase for critical projects which were not
estimated at a rate of 10.88 percent for FY previously identified in the Strategic Plan
2020-21, up from 10.37 percent in FY 2019-20. Update.
Interns are not enrolled in OCERS so their 0 For the first five months of FY 2019-20,
retirement benefits are calculated at 6.2 percent $39.2 million of the $153.3 million CIP budget,
(FICA rate). approximately 25.6 percent, was expended.
• Other employee benefits and insurances will be
budgeted to increase in FY 2020-21 and Debt Financing
FY 2021-22 by moderate but yet to be 0 OCSD will issue new debt in the form of
determined amounts. Certificates of Participation (COP) as needed to
fund the CIP and to maintain reserves.
Materials, Supplies & Services Assumptions 0 No additional debt issuance is scheduled for
• The proposed operating budget will continue to FY 2020-21 and FY 2021-22.
reflect an emphasis on safety, security, and
maintenance of plant assets and infrastructure. 0 Debt will only be used for CIP and capital
expenses, not for operating expenses.
• An amount equal to half of one percent of the
Operating materials and services budget will be 0 Capital financing plans no longer include future
a contingency for prior year re-appropriations. borrowings over the next ten years as the
Since the current year's budget lapses on approved user fee schedule is considered
June 30, a contingency is needed in the sufficient.
succeeding budget year for goods or services
ordered at the end of one budget year but not 0Borrowing is proposed only for facilities which do
delivered until the following year. not add capacity and that are funded by all users
Section 3— Page 22
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Budget Assumptions
for replacement, rehabilitation, and improved This criterion amount will assist OCSD with
treatment. any short-term funding needs until Federal and
State assistance becomes available.
• Upon COP's becoming callable or maturing, a
determination will be made as to the benefit of No. Accumulated capital funds will be set aside for
paying off the obligation or refinancing the debt. certain specific, short-term capital improvements
as the need and availability arise.
Reserve Assumptions
The existing reserve policy is summarized as No- A capital replacement/renewal criterion has
follows: been established to provide thirty percent of the
funding to replace or refurbish the current
► A cash flow criterion will be established to fund collection, treatment and disposal facilities at the
operations, maintenance and certificates of end of their useful economic lives.
participation expenses for the first half of the Based on the Facilities Evaluation Report
fiscal year, prior to receipt of the first installment completed in December 2017, the current
of the property tax allocation and sewer service replacement value of these facilities is estimated
user fees which are collected as a separate line to be $3.56 billion for the collection facilities and
item on the property tax bill. The level of this $7.18 billion for the treatment and disposal
criterion will be established as the sum of an facilities. The initial criterion level has been
amount equal to six months operations and established at $75 million, which will be
maintenance expenses and the total of the augmented by interest earnings and a small
annual debt (COP) service payments due in
August each year. portion of the annual sewer user fee, in order to
meet projected needs through the year 2030.
► An operating contingency criterion will be
established to provide for non-recurring ► Provisions of the various certificates of
expenditures that were not anticipated when the participation (COP) issues require debt service
annual budget and sewer service fees were reserves to be under the control of the Trustee
considered and adopted. The level of this for that issue. These reserve funds are not
criterion will be established at an amount equal available for the general needs of OCSD and
to ten percent of the annual operating budget. must be maintained at specified levels. The
current level of required COP service reserves is
► A capital improvement criterion will be projected to be $170.8 million.
maintained to fund annual increments of the
capital improvement program. The long-term ► Accumulated funds exceeding the levels
target is for one half of the capital improvement specified by District policy will be maintained for
program to be funded from borrowing and for future capital improvements and rate
one half to be funded from current revenues and stabilization. These funds will be applied
reserves. With this program in mind, the target to future years' needs in order to
level of this criterion has been established at maintain rates or to moderate annual
one-half of the average annual capital fluctuations. There is no established target for
improvement program over the next ten years. this criterion.
► A catastrophic loss, or self-insurance, criterion Miscellaneous
will be maintained for property damage including
fire, flood and earthquake, for general liability 0 The budget document will be in a bi-annual
and for workers' compensation. This criterion is format with two, one-year budgets presented
intended to work with purchased insurance for FY 2020-21 and FY 2021-22.
policies, FEMA disaster reimbursements and
State disaster reimbursements. The potential 0 The budget worksheets for operating costs will
infrastructure loss from a major earthquake, of contain one column for FY 2020-21 and one
which OCSD currently has limited outside column for 2021-22. The column will represent
insurance coverage of $25 million, has been all collection, treatment, and disposal/reuse
estimated to be as high as $1.3 billion. The costs.
level of this criterion has been set at $100
million should such a catastrophic event occur.
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2020-21 & 2021 -22 Budget
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Section 3— Page 24
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Accounting System & Budgetary Control
Accounting System and Budgetary Control
Fund Accounting & Proprietary Funds Internal Controls
The accounts of OCSD are organized within one OCSD is responsible for establishing and
Enterprise Fund, a Proprietary Fund Type. The maintaining an internal control structure designed
District's Enterprise Fund is comprised of two to ensure that the assets of the government
Revenue Areas which are identified as Revenue Area are protected from loss, theft, or misuse and to
14 and the Consolidated Revenue Area (Revenue ensure that adequate accounting data are compiled
Area 15). Each Revenue Area includes a share of to allow for the preparation of financial
capital outlay activities, self-insurance activities, debt statements in conformity with generally
service activities, and operating activities. These accepted accounting principles. The internal
activities are allocated to each Revenue Area based control structure is designed to provide reasonable,
on sewage flows, location, or level of participation in but not absolute, assurance that these objectives
specific programs. are met. The concept of reasonable assurance
recognizes that the cost of a control should not
Enterprise Funds are used to account for operations exceed the benefits likely to be derived and that
that are financed and operated in a manner similar to the valuation of costs and benefits requires
a private business enterprise, where the costs estimates and judgments by management.
(expenses, including depreciation)of providing goods
or services to the general public on a continuing basis Budgetary Control
are financed or recovered through user charges.
Budgetary controls are maintained to
ensure compliance with legal provisions
Basis of Accounting embodied in the annual appropriated budget
approved by the Board of Directors. The budgetary
Basis of accounting refers to the point at which level of control, the level at which operating
revenues and expenses are recognized in the expenses cannot legally exceed the appropriated
accounts and reported in the financial statements. amount, is exercised at the department level.
Enterprise funds are accounted for on the flow of
economic resources measurement focus and use the
accrual basis of accounting. In an enterprise fund,
revenues are recognized when earned and expenses
are recognized when incurred, regardless of the
timing of related cash flows.
Budgetary Basis of Accounting
The operating budget for the Enterprise Fund is
adopted on a basis consistent with generally
accepted accounting principles. Except as noted in
the following paragraph, the basis of accounting and
the budgetary basis of accounting are the same.
Budgeted amounts are as originally adopted and
as further amended by Board action of OCSD.
Although OCSD does budget for capital
improvement projects, the related capital outlays are
recorded as increases in Property, Plant, and
Equipment on the balance sheet of the
Enterprise Fund. Similarly, OCSD budgets for the
retirement of debt. However, the principal payments
on debt are recorded as reductions in the current
portion of long-term debt on the balance sheet of
the Enterprise Fund.
Section 3—Page 25
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2020-21 & 2021 -22 Budget
Orange County Sanitation District
Fund Structure Diagram
OCSD
Enterprise
Fund
Consolidated Revenue
Revenue Area Area
15 14
Each Revenue Area
Self- De:AbtCapitalOperating Servis comprised of Operating,
Debt Service, Capital, and
Self-Insurance components.
Share of Direct Direct Share of
Joint Works Revenues Capital Joint Capital
Operating & Expenses Outlay Outlay
Joint Works Net Operating
Expenses and Joint Capital
Joint Works Outlays are allocated to
Net Operating Joint Capital each Revenue Area's
Expense Outlay Operating and Capital
Outlay components,
respectively, based on
sewage flows.
Section 3 - Page 26
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Revenue Sources
Revenue Sources 1.8 percent over the prior year. This increase is
primarily attributable to the 1.2 percent increase in
OCSD has a variety of revenue sources user fees that is expected to generate an additional
available for operating and capital expenses. The $3.6 million. Property tax revenue is expected to
major revenue sources are as follows: generate an additional increase of $2.0 million, or
another projected increase of 2.0 percent over the
• User Fees prior year.
• Property Taxes
• Industrial Waste Permit User Fees Property Taxes
• Interest Earnings The County is permitted by State law(Proposition 13)
• Debt Proceeds to levy taxes at one percent of full market value (at
time of purchase) and can increase the assessed
These sources have generally accounted for value no more than two percent per year. OCSD
90 percent more than of the total revenue to receives a share of this basic levy proportionate to the
OCSD. amount that was received in the 1976 to 1978 period
less $3.5 million, the amount that represents the
The following graph summarizes revenues from all State's permanent annual diversion from special
sources for OCSD over the past two fiscal years, the districts to school districts that began in 1992-93.
current year, and through the following two
proposed budget years:
Property Taxes (in millions)
Five Year Trend
Revenues(in millions)
Five Year Trend $104.0 $102.0
.0
$520.0 102.0.0 $98.3 $98.0 $99.9
$$10
$98
$498.1 $488.3 $497.3 100
$500.0 $476.9 $94.2
$480.0 $96.0
$94.0
$460.0 $440.6 $92.0
$440.0 $90.0
$420.0 2017-18 2018-19 2019-20 2020-21 2021-22
$400.0 Actual Actual Projected Proposed Proposed
2017-18 2018-19 2019-20 2020-21 2021-22
Actual Actual Projected Proposed Proposed The District's annual share of the one percent ad
valorem property tax levy is first dedicated for the
Total revenues increased from $440.6 million in payment of COP debt service. The apportionment of
FY 2017-18 to$498.1 million in FY 2018-19, or$57.5 the ad valorem tax is pursuant to the Revenue
million. This increase was due mostly to: Program adopted in April 1979 to comply with
(1) an increase of$21.0 million in intra-district equity regulations of the Environmental Protection Agency,
sale/purchase between the Consolidated Revenue the State Water Resources Control Board, and in
Areas and Revenue Area 14; (2) the $25.8 million accordance with COP documents and Board policy.
increase in investment and interest income; (3)a$3.0
million increase in permitted user fees due to higher As shown in the graph above, property tax revenues
rates and an increase in the strength of the discharge increased from $94.2 million in FY 2017-18 to a
from the permittees. projected $98.0 million in FY 2019-20, primarily due
to the robust economy and strong housing and
In FY 2020-21, revenues are being proposed at commercial property markets beginning. Property tax
$488.3 million, an increase of $19.9 million, or revenues are now being projected to increase 2.0
4.3 percent over the prior year budget. This increase percent per year through FY 2021-22.
is primarily attributable to the increases of $11.6
million in CIP reimbursements from other agencies, Historically the District's property tax revenues
$4.3 million in general user fees, and $1.9 million in exceeded the District's debt service obligations. This
property taxes revenue. trend should continue with debt service obligations
leveling off and no new planned COP debt issuances
In FY 2021-22, revenues are being proposed at
$497.3 million, an increase of $9.0 million, or
Section 3 - Page 27
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2020-21 & 2021 -22 Budget
approximately 1.2 percent a year. These increases
COP Obligations Property Tax Receipts are necessary to balance the funding of operating
(inn millions) expenses and capital improvements with current
$150.0 revenues and existing debt, and to minimize the
$100.0 increase in rates over an extended period of time.
$50.0 The impact of this five-year sewer fee schedule
increased the single-family residence user fee rate,
$0.0 the underlying rate for all sewer service user fees, an
2010 2015 2020 average of 1.2 percent a year from $335 in
Property Taxes COP Service FY 2018-19 to $351 in FY 2022-23. These rate
increases by OCSD are still well below the
average annual sewer rate of $529 being charged
User Fees throughout the State according to the 2017 California
User fees are ongoing fees for service paid by Wastewater Charge Survey conducted by the State
customers connected to the sewer system. Water Resources Control Board.
A property owner,or user,does not pay user fees until
connected to the sewer system and receiving Net User Fees
services. Once connected, a user is responsible for (in millions)
their share of the system's costs, both fixed and
variable, in proportion to the user's demand on the $310.0 $301.8 $306.5
system. $305.0 $298 8
$300.0 $293.1
In addition, the Consolidated Revenue Area charges $295.0 $288.3
industrial and commercial user fees to customers $2
$285.0
.0
discharging high-strength or high-volume wastes into $280.0
the sewer systems. Revenue Area No. 14 needs are $275.0
funded by IRWD. Previously OCSD had been able 2017-18 2018-19 2019-20 2020-21 2021-22
to avoid or minimize user fee increases by Actual Actual Projected Proposed Proposed
reducing operational costs through reorganizing and
streamlining District operations. As a result of the Interest Earnings
capital improvement program expansion and the Interest earnings are generated from the investment
rehabilitation and refurbishment of existing facilities, of accumulated reserves consisting of a cash
annual increases in user fees are required. flow/contingency, a capital improvement, a capital
replacement/refurbishment, and a self-insurance
In 2007, District staff conducted strategic planning workshops with the Board of Directors to layout a reserve, all projected to total $845.8 million at July 1,
capital program to deliver the levels of service desired 2020.
by the Board of Directors. These levels of service and The District's reserves are invested in accordance
resulting capital projects are included in the District's with the District's investment policy and the State
5-year Strategic Plan that were most recently updated Government Code through an outside money
in December 2019. The original effort was reinforced manager, and an independent custodian bank.
through the adoption of a new Master Plan in
December 2017, a planning effort to define the Interest and investment earnings fluctuate from year
District's goals, responsibilities, and requirements to year based on the timing of CIP outlays and debt
over the next 20 years, and includes projections issuances, which impact the available balance in
through the assumed "build-out" of the District's reserves for investing, and in the rise and fall of fixed-
service area to the year 2050. Incorporating the 2017 income investment market yields.
Master Plan into the CIP validation for FY 2020-21,
the current CIP includes projects outlays of $2.7
billion over the next ten years.
In March of 2018, following a Proposition 218 notice
process, the Board approved sewer rate increases for
each year over the next five years averaging
Section 3 - Page 28
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Revenue Sources
for assuming the collection risk, receives the
Interest Earnings(in millions) delinquent taxes and user fees, penalties and interest
$35.0 $28 7 for the defaulted properties when paid.
$30.0
$25.0 For the fiscal year ended June 30, 2019, OCSD
$20.0 received $390,539,478 in tax and user fees from the
$15.0 $12.5 $13.3 $12.8 County, or 98.96 percent of the total tax and user fee
$10.0 $4 3 levy.
$5.0
$0.0
2017-18 2018-19 2019-20 2020-21 2021-22
Actual Actual Projected Proposed Proposed
The District's investment policy is structured
conservatively towards liquidity to avoid having to sell
investments at a loss and having unrealized losses
become realized losses. Total return on investments
were 0.7 percent in FY 2017-18 and 4.2 percent in
FY 2018-19. However, interest and investment
earnings are projected to be approximately 2.0
percent in FY 2019-20 due to the effects on the
markets and economy from the coronavirus
pandemic.
OCSD is proposing an interest earnings rate of 1.0
percent in both FY 2020-21 and FY 2021-22 to
generate earnings of$13.3 million and $12.8 million,
on annual average investment portfolio projections,
with fiscal year end balances of $934.4 million and
$783.6 million in FY 2020-21 and FY 2021-22,
respectively.
Debt Proceeds
Over the next ten years, OCSD is projecting an
additional $2.7 billion in future treatment plant and
collection system capital refurbishments. In order to
minimize annual sewer rate increases in the long-
term, all of these refurbishments are being proposed
to be funded from user fees with no issuances of new
money debt issuances.
Teeter Plan
In June 1993, the County of Orange adopted the
Teeter Plan pursuant to Sections 4701 through 4717
of the California Revenue and Taxation Code. The
Teeter Plan is an alternative method of distribution of
revenues from the secured property tax roll to local
participating agencies.
OCSD participates in the Teeter Plan program and
receives its full share of property tax and user
fees from the secured roll,whether or not these taxes
and user fees have been collected. The Teeter Plan
provides OCSD with stable and timely cash flow
without the collection risk. The County, in exchange
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2020-21 & 2021 -22 Budget
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Section 3 - Page 30
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Where the Money Comes From — FY 2020-21
Self-Insurance
Revenues
$1,649,800
0.1% Capital Improvement
Property Taxes
Reserve
$5
$99,935,520
7.5% 24,475°,476
39.4/o
Intradistrict Transfers
$3,500,000
0.3%
Interest&Misc
$29,626,188
2.2%
Cash
Flow/Contingency
Reserve
Fees $121,372,185
$353,541,782 9.1%
26.6%
Debt Service Reserve
Self-Insurance $97,278,000
Reserve 7.3%
$100,000,000
7.5%
FY 2020-21 Total Funding Sources -$1,331,378,951
Where the Money Goes — FY 2020-21
Self-Insurance Joint Capital District Capital
Program $104,049,900 $43,512,100
Operations $2,410,000 7.8% 3.3%
$173,910,516 0.2% ` Debt Service
13.1% L $72,838,369
5.5/o
Intradistrict Cash
Transfers Flow/Contingency
$3,500,000 Reserve
0.3% $128,087,000
9.6%
Debt Service
Reserve
$94,005,000
7.1%
Capital Improvement Self-Insurance
Reserve Reserve
$609,066,066 $100,000,000
45.6% 7.5%
FY 2020-21 Total Funding Uses -$1,331,378,951
Section 4— Page 1
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2020-21 & 2021 -22 Budget
Funding Sources by Category FY 2020-21
Consolidated
Revenue Revenue Total
Area Area 14 Sources
Beginning Accum. Funds&Reserves $ 755,886,007 $ 87,239,654 $ 843,125,661
Services Fees 15,578,606 15,998,616 31,577,222
User Fees 301,839,390 - 301,839,390
Capital Facilities Capacity Charge 20,125,170 - 20,125,170
Capacity Rights - - -
Debt Proceeds - - -
Property Taxes 96,675,520 3,260,000 99,935,520
Intradistrict Transfers 3,500,000 - 3,500,000
Insurance In-Lieu Premiums 1,613,000 36,800 1,649,800
Interest and Other Revenue 27,914,388 1,711,800 29,626,188
Subtotal 467,246,074 21,007,216 488,253,290
Total Sources $ 1,223,132,081 $ 108,246,870 $ 1,331,378,951
Section 4— Page 2
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Funding Uses by Category
Funding Uses by Category FY 2020-21
Consolidated
Revenue Revenue Total
Area Area 14 Uses
Directors' Fees $ 169,062 $ 3,838 $ 172,900
Salaries&Benefits 95,611,390 6,297,510 101,908,900
Administrative Expenses 1,908,314 125,690 2,034,004
Printing &Publications 389,705 25,670 415,375
Training&Meetings 1,008,671 66,440 1,075,111
Operating Materials and Supplies 20,134,534 1,326,170 21,460,704
Contractual Expenses 18,046,693 1,188,660 19,235,353
Professional Expenses 5,356,818 352,830 5,709,648
Research &Monitoring 1,224,080 80,620 1,304,700
Repairs&Maintenance 26,619,345 1,753,300 28,372,645
Utilities 7,848,034 516,920 8,364,954
Self-Insurance Requirements 2,356,300 53,700 2,410,000
Other Materials, Supplies, &Services 4,392,612 289,320 4,681,932
Cost Allocation (19,545,628) (1,280,082) (20,825,710)
Joint Works Capital Improvement Program 100,387,300 3,662,600 104,049,900
Collection System Capital Improvement Frog. 43,512,100 - 43,512,100
Debt Service 72,838,369 - 72,838,369
Long Term Debt Reduction - - -
Intradistrict Transfers - 3,500,000 3,500,000
Joint Equity Sale to IRWD - - -
Subtotal 382,257,699 17,963,186 400,220,885
Ending Accum. Funds& Reserves 840,874,382 90,283,684 931,158,066
Total Uses $ 1,223,132,081 $ 108,246,870 $ 1,331,378,951
Section 4— Page 3
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2020-21 & 2021 -22 Budget
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Section 4— Page 4
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Where the Money Comes From — FY 2021 -22
Capital
Improvement
Reserve
$609,066,066
42.7%
Self-Insurance
Revenues Cash
$2,480,000 Flow/Contingency
0.2% Reserve
$128,087,000
9.0%
Property Taxes
$102,034,166
7.1% _ Debt Service
Reserve
$94,005,000
Intradistrict Transfers 6.6%
$3,500,000
0.2%
Self-Insurance
Interest&Misc Reserve
$26,262,825 $100,000,000
1.8% Fees 7.0%
$363,071,761
25.4%
FY 2021-22 Total Funding Sources -$1,428,506,818
Where the Money Goes — FY 2021 -22
Self-Insurance Joint Capital
Program $198,127,800
$2,480,000 13.9% District Capital
0.2% I $42,718,200
Operations 3.0%
$174,065,159 Debt Service
12.2% $66,736,869
4.7%
Intradistrict Transfers
$3,500,000
0.2% Long Term Liability
Reduction
$173,855,000
12.2%
I
Cash
Flow/Contingency
Reserve
Capital Improvement $127,420,000
Reserve 8.9%
$447,471,790
31.3% Debt Service
Self-Insurance Reserve
Reserve $90,962,000
$101,170,000 6.3%
7.1%
FY 2021-22 Total Funding Uses -$1,428,506,818
Section 4— Page 5
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2020-21 & 2021 -22 Budget
Funding Sources by Category FY 2021-22
Consolidated
Revenue Revenue Total
Area Area 14 Sources
Beginning Accum. Funds&Reserves $ 840,874,382 $ 90,283,684 $ 931,158,066
Services Fees 15,835,428 19,931,486 35,766,914
User Fees 306,495,847 - 306,495,847
Capital Facilities Capacity Charge 20,809,000 - 20,809,000
Capacity Rights - - -
Debt Proceeds - - -
Property Taxes 99,576,166 2,458,000 102,034,166
Intradistrict Transfers 3,500,000 - 3,500,000
Insurance In-Lieu Premiums 2,425,700 54,300 2,480,000
Interest and Other Revenue 24,694,525 1,568,300 26,262,825
Subtotal 473,336,666 24,012,086 497,348,752
Total Sources $ 1,314,211,048 $ 114,295,770 $ 1,428,506,818
Section 4— Page 6
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Funding Uses by Category
Funding Uses by Category FY 2021-22
Consolidated
Revenue Revenue Total
Area Area 14 Uses
Directors' Fees $ 169,113 $ 3,787 $ 172,900
Salaries& Benefits 100,071,730 7,009,670 107,081,400
Administrative Expenses 1,737,921 121,740 1,859,661
Printing &Publications 398,440 27,910 426,350
Training &Meetings 905,502 63,430 968,932
Operating Materials and Supplies 19,933,985 1,396,310 21,330,295
Contractual Expenses 18,166,032 1,272,470 19,438,502
Professional Expenses 5,426,782 380,130 5,806,912
Research &Monitoring 1,335,180 93,520 1,428,700
Repairs&Maintenance 22,596,037 1,582,770 24,178,807
Utilities 7,830,348 548,490 8,378,838
Self-Insurance Requirements 2,424,700 55,300 2,480,000
Other Materials, Supplies, &Services 4,396,952 307,990 4,704,942
Cost Allocation (20,297,372) (1,413,708) (21,711,080)
Joint Works Capital Improvement Program 191,153,700 6,974,100 198,127,800
Collection System Capital Improvement Prog. 42,718,200 - 42,718,200
Debt Service 66,736,869 - 66,736,869
Long Term Debt Reduction - - 173,855,000
Intradistrict Transfers - 3,500,000 3,500,000
Joint Equity Sale to IRWD - - -
Subtotal 465,704,119 21,923,909 661,483,028
Ending Accum. Funds& Reserves 848,506,929 92,371,861 767,023,790
Total Uses $ 1,314,211,048 $ 114,295,770 $ 1,428,506,818
Section 4— Page 7
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2020-21 & 2021 -22 Budget
ACTUAL APPROVED PROJECTED PROPOSED PROPOSED
DESCRIPTION OR ACCOUNT TITLE 2018-19 2019-20 2019-20 2020-21 2021-22
BEGINNING ACCUM.FUNDS&RESERVES $ 688,285,514 $ 716,802,309 $ 760,497,103 $ 843,125,661 $ 931,158,066
OPERATING REVENUES
General Sewer Service User Fees 293,106,000 298,144,000 298,870,000 301,839,390 306,495,847
Permitted User Fees 9,912,000 9,917,000 12,845,756 12,997,336 13,149,405
IRWD Assess ments 11,424,624 12,261,560 12,427,327 10,746,886 11,394,509
SAWPA Assessments 2,978,000 2,654,000 2,693,628 2,639,000 2,745,000
Interest 28,664,000 6,602,000 17,472,000 13,208,000 12,642,000
Miscellaneous Receipts 6,730,924 18,880,498 8,030,274 16,418,188 13,620,825
Operating Revenue Subtotal 352,815,548 348,459,058 352,338,985 357,848,800 360,047,586
NON-OPERATING REVENUES
Property Tax Allocation 85,818,991 84,248,000 85,584,000 87,295,680 88,762,334
Redevelopment Agency Pass Thru 12,524,009 12,106,000 12,392,000 12,639,840 13,271,832
Subtotal-Taxes 98,343,000 96,354,000 $97,976,000 99,935,520 102,034,166
Capital Facilities Capacity Charge 21,037,000 18,000,000 19,313,912 20,125,170 20,809,000
Sale of Capacity Rights,SAWPA&SSBSD - - - - -
Capital Assessment(IRWD) 4,247,376 5,397,000 4,620,483 5,194,000 8,478,000
Non-Operating Revenue Subtotal 123,627,376 119,751,000 121,910,395 125,254,690 131,321,166
INTRA DISTRICT REVENUES
Annual Intradistrict Joint Equity Purchase/Sale 19,682,194 - - 3,500,000 3,500,000
FINANCING REVENUES
Sale of Certificates of Participation - - -
Financing Revenues Subtotal - - - - -
SELF INSURANCE REVENUES
Workers'Comp SFI 695,296 780,000 888,700 628,800 800,000
General Liability SFI 1,299,998 1,750,000 1,716,900 1,021,000 1,680,000
Subtotal-Self Insurance 1,995,294 2,530,000 2,605,600 1,649,800 2,480,000
Total Revenues 498,120,412 470,740,058 476,854,980 488,253,290 497,348,752
TOTAL AVAILABLE FUNDING $1,186,405,926 $1,187,542,367 $1,237,352,083 $1,331,378,951 $1,428,506,818
Section 4— Page 8
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Budget Resources
ACTUAL APPROVED PROJECTED PROPOSED PROPOSED
DESCRIPTION OR ACCOUNT TITLE 2018-19 2019-20 2019-20 2020-21 2021-22
OPERATING REQUIREMENTS
Directors'Fees $ 162,802 $ 155,100 $ 172,900 $ 172,900 $ 172,900
Salaries&Benefits 102,765,573 98,279,140 95,648,580 101,908,900 107,081,400
Administrative Expense 1,432,347 2,027,930 1,928,782 2,034,004 1,859,661
Printing&Publications 274,914 329,970 318,635 415,375 426,350
Training&Meetings 664,845 1,109,740 765,541 1,075,111 968,932
Operating Materials&Supplies 18,693,800 21,008,781 19,972,539 21,460,704 21,330,295
Contractual Expense 20,516,256 22,033,974 21,159,486 19,235,353 19,438,502
Professional Expense 4,601,991 5,586,170 4,361,777 5,709,648 5,806,912
Research&Monitoring 935,801 1,099,600 1,149,600 1,304,700 1,428,700
Repairs&Maintenance 18,807,050 23,469,642 24,250,530 28,372,645 24,178,807
Utilities 7,795,426 9,250,310 8,484,098 8,364,954 8,378,838
Other Materials,Supplies,&Services 9,645,000 4,244,740 3,248,588 4,681,932 4,704,942
Cost Allocation (19,709,063) (20,378,610) (20,056,720) (20,825,710) (21,711,080)
Subtotal-Operating 166,586,742 168,216,487 161,404,336 173,910,516 174,065,159
CAPITAL IMPROVEMENTS
Joint Works Capital Improvements 117,410,628 115,947,704 91,099,400 104,049,900 198,127,800
Collection System Capital Improvements 41,692,762 37,379,839 28,573,700 43,512,100 42,718,200
Annual Intradistrict Joint Equity Purchase/Sale 23,715,860 - - 3,500,000 3,500,000
Subtotal-Capital Improvements 182,819,250 153,327,543 119,673,100 151,062,000 244,346,000
FINANCING REQUIREMENTS
Certificate of Participation Service 74,481,299 76,775,000 81,847,941 72,838,369 66,736,869
Long Term Debt Reduction - - 29,029,145 - 173,855,000
Subtotal-Financing Req 74,481,299 76,775,000 110,877,086 72,838,369 240,591,869
SELF INSURANCE REQUIREMENTS
Workers'Comp SFI 528,014 780,000 774,200 780,000 800,000
General Liability SFI 1,493,518 1,750,000 1,497,700 1,630,000 1,680,000
Subtotal-Self Insurance 2,021,532 2,530,000 2,271,900 2,410,000 2,480,000
TOTAL REQUIREMENTS 425,908,823 400,849,030 394,226,422 400,220,885 661,483,028
REVENUES OVER/(UNDER)REQUIREMENTS 72,211,589 (37,165,890) 82,628,558 88,032,405 (164,134,276)
ENDING ACCUM.FUNDS&RESERVES $ 760,497,103 $ 786,693,337 $ 843,125,661 $ 931,158,066 $ 767,023,790
Section 4— Page 9
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2020-21 & 2021 -22 Budget
BUDGET RESOURCES BY REVENUE AREA-FY 2020-21
Consolidated
DESCRIPTION OR ACCOUNT TITLE Revenue Area Rev Area 14 Total
Proposed Proposed Proposed
BEGINNING ACCUM. FUNDS&RESERVES $ 755,886,007 $ 87,239,654 $ 843,125,661
OPERATING REV ENUES
General Sewer Service User Fees 301,839,390 - 301,839,390
Permitted User Fees 12,997,336 - 12,997,336
O&M Joint Operating Assessment Service Fees(IRWD) - 2,839,206 2,839,206
O&MCollection System Assessment Service Fees(IRWD) - 1,807,680 1,807,680
O&M Sludge Disposal Assessment Service Fees(IRWD) - 6,100,000 6,100,000
SAWPA Assessments 2,581,270 57,730 2,639,000
Interest 11,957,000 1,251,000 13,208,000
Miscellaneous Receipts 15,957,388 460,800 16,418,188
Operating Revenue Subtotal 345,332,384 12,516,416 357,848,800
NON-OPERATING REVENUES
Property Tax Allocation 84,447,680 2,848,000 87,295,680
Redevelopment Agency Pass Thru 12,227,840 412,000 12,639,840
Subtotal-Taxes 96,675,520 3,260,000 99,935,520
Capital Facilities Capacity Charge 20,125,170 - 20,125,170
Sale of Capacity Rights,SAWPA&SSBSD - - -
Capital Assessment(IRWD) - 5,194,000 5,194,000
Non-Operating Revenue Subtotal 116,800,690 8,454,000 125,254,690
INTRA DISTRICT REV ENUES
Annual Intradistrict Joint Equity Purchase/Sale 3,500,000 - 3,500,000
FINANCING REVENUES
Sale of Certificates of Participation - -
Intradistrict Loans,Advances&Repayments -
Financing Revenues Subtotal - - -
SELF INSURANCE REV ENUES
Workers'Comp SFI 614,800 14,000 628,800
General Liability SFI 998,200 22,800 1,021,000
Subtotal-Self Insurance 1,613,000 36,800 1,649,800
Total Revenues 467,246,074 21,007,216 488,253,290
TOTAL AVAILABLE FUNDING $ 1,223,132,081 $ 108,246,870 $ 1,331,378,951
Section 4— Page 10
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Budget Resources
Consolidated
DESCRIPTION OR ACCOUNT TITLE Revenue Area Rev Area 14 Total
Proposed Proposed Proposed
OPERATING REQUIREMENTS
Directors'Fees $ 169,062 $ 3,838 $ 172,900
Salaries&Benefits 95,611,390 6,297,510 101,908,900
Administrative Expense 1,908,314 125,690 2,034,004
Printing&Publications 389,705 25,670 415,375
Training&Meetings 1,008,671 66,440 1,075,111
Operating Materials and Supplies 20,134,534 1,326,170 21,460,704
Contractual Expense 18,046,693 1,188,660 19,235,353
Professional Expense 5,356,818 352,830 5,709,648
Research&Monitoring 1,224,080 80,620 1,304,700
Repairs&Maintenance 26,619,345 1,753,300 28,372,645
Utilities 7,848,034 516,920 8,364,954
Other Materials,Supplies,&Services 4,392,612 289,320 4,681,932
Cost Allocation (19,545,628) (1,280,082) (20,825,710)
Subtotal-Operating 163,163,630 10,746,886 173,910,516
CAPITAL IMPROVEMENTS
Joint Works Capital Improvements 100,387,300 3,662,600 104,049,900
Collection System Capital Improvements 43,512,100 - 43,512,100
Annual Intradistrict Joint Equity Purchase/Sale - 3,500,000 3,500,000
Subtotal-Capital Improvements 143,899,400 7,162,600 151,062,000
FINANCING REQUIREMENTS
Certificate of Participation Service 72,838,369 - 72,838,369
Long Term Debt Reduction - -
Subtotal-Financing Requirements 72,838,369 - 72,838,369
SELF INSURANCE REQUIREMENTS
Workers'Comp SFI 762,600 17,400 780,000
General Liability SFI 1,593,700 36,300 1,630,000
Subtotal-Self Insurance 2,356,300 53,700 2,410,000
OTHER CASH OUTLAYS
Joint Equity Sale to IRWD - -
Subtotal-Other Cash Outlays - - -
TOTAL REQUIREMENTS 382,257,699 17,963,186 400,220,885
REVENUES EXCEEDING REQUIREMENTS 84,988,375 3,044,030 88,032,405
ENDING ACCUMULATED FUNDS&RESERVES $ 840,874,382 $ 90,283,684 $ 931,158,066
Section 4— Page 11
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2020-21 & 2021 -22 Budget
BUDGET RESOURCES BY REV ENUEAREA-FY 2021-22
Consolidated
DESCRIPTION OR ACCOUNT TITLE Revenue Area Rev Area 14 Total
Proposed Proposed Proposed
BEGINNING ACCUM. FUNDS&RESERVES $ 840,874,382 $ 90,283,684 $ 931,158,066
OPERATING REVENUES
General Sewer Service User Fees 306,495,847 - 306,495,847
Permitted User Fees 13,149,405 - 13,149,405
O&M Joint Operating Assessment Service Fees (IRWD) - 2,797,729 2,797,729
O&M Collection System Assessment Service Fees (IRWD) - 1,885,780 1,885,780
O&M Sludge Disposal Assessment Service Fees (IRWD) - 6,711,000 6,711,000
SAWPA Assessments 2,686,023 58,977 2,745,000
Interest 11,493,000 1,149,000 12,642,000
Miscellaneous Receipts 13,201,525 419,300 13,620,825
Operating Revenue Subtotal 347,025,800 13,021,786 360,047,586
NON-OPERATING REVENUES
Property Tax Allocation 86,624,334 2,138,000 88,762,334
Redevelopment Agency Pass Thru 12,951,832 320,000 13,271,832
Subtotal-Taxes 99,576,166 2,458,000 102,034,166
Capital Facilities Capacity Charge 20,809,000 - 20,809,000
Sale of Capacity Rights,SAWPA&SSBSD - - -
Capital Assessment(IRWD) - 8,478,000 8,478,000
Non-Operating Revenue Subtotal 120,385,166 10,936,000 131,321,166
INTRA DISTRICT REVENUES
Annual Intradistrict Joint Equity Purchase/Sale 3,500,000 - 3,500,000
FINANCING REVENUES
Sale of Certificates of Participation - - -
Intradistrict Loans,Advances&Repayments - - -
Financing Revenues Subtotal - - -
SELF INSURANCE REV ENUES
Workers'Comp SFI 782,500 17,500 800,000
General Liability SFI 1,643,200 36,800 1,680,000
Subtotal-Self Insurance 2,425,700 54,300 2,480,000
Total Revenues 473,336,666 24,012,086 497,348,752
TOTAL AVAILABLE FUNDING $ 1,314,211,048 $ 114,295,770 $ 1,428,506,818
Section 4— Page 12
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Budget Resources
Consolidated
DESCRIPTION OR ACCOUNT TITLE Revenue Area Rev Area 14 Total
Proposed Proposed Proposed
OPERATING REQUIREMENTS
Directors'Fees $ 169,113 $ 3,787 $ 172,900
Salaries&Benefits 100,071,730 7,009,670 107,081,400
Administrative Expense 1,737,921 121,740 1,859,661
Printing&Publications 398,440 27,910 426,350
Training&Meetings 905,502 63,430 968,932
Operating Materials and Supplies 19,933,985 1,396,310 21,330,295
Contractual Expense 18,166,032 1,272,470 19,438,502
Professional Expense 5,426,782 380,130 5,806,912
Research&Monitoring 1,335,180 93,520 1,428,700
Repairs&Maintenance 22,596,037 1,582,770 24,178,807
Utilities 7,830,348 548,490 8,378,838
Other Materials,Supplies,&Services 4,396,952 307,990 4,704,942
Cost Allocation (20,297,372) (1,413,708) (21,711,080)
Subtotal-Operating 162,670,650 11,394,509 174,065,159
CAPITAL IMPROVEMENTS
Joint Works Capital Improvements 191,153,700 6,974,100 198,127,800
Collection System Capital Improvements 42,718,200 - 42,718,200
Annual Intradistrict Joint Equity Purchase/Sale - 3,500,000 3,500,000
Subtotal-Capital Improvements 233,871,900 10,474,100 244,346,000
FINANCING REQUIREMENTS
Certificate of Participation Service 66,736,869 - 66,736,869
Long Term Debt Reduction 173,855,000 173,855,000
Subtotal-Financing Req 66,736,869 240,591,869
SELF INSURANCE REQUIREMENTS
Workers'Comp SFI 782,200 17,800 800,000
General Liability SFI 1,642,500 37,500 1,680,000
Subtotal-Self Insurance 2,424,700 55,300 2,480,000
OTHER CASH OUTLAYS
Joint Equity Sale to IRWD - - -
Subtotal-Other Cash Outlays - - -
TOTAL REQUIREMENTS 465,704,119 21,923,909 661,483,028
REVENUES EXCEEDING REQUIREMENTS 7,632,547 2,088,177 (164,134,276)
ENDING ACCUMULATED FUNDS&RESERVES $ 848,506,929 $ 92,371,861 $ 767,023,790
Section 4— Page 13
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2020-21 & 2021 -22 Budget
Projected Reserves at June 30, 2020, 2021 and 2022
Projected Proposed Proposed
6/30/2020 6/30/2021 6/30/2022
Cash Flow Requirements
Operating Expenses $ 80,702,000 $ 86,955,000 $ 87,033,000
COP Payments 24,530,185 23,741,000 22,980,000
Operating Contingencies 16,140,000 17,391,000 17,407,000
Capital Improvement Program 461,960,476 534,066,066 371,593,790
Catastrophe & Self Insurance 100,000,000 100,000,000 101,170,000
Sub-total 683,332,661 762,153,066 600,183,790
Capital Replacement& Refurbishment 62,515,000 75,000,000 75,878,000
COP Service Required Reserves 97,278,000 94,005,000 90,962,000
Total $ 843,125,661 $ 931,158,066 $ 767,023,790
Accumulated Funds and Reserves Policy established at one half of the average annual cash
outlay of the capital improvement program through
A cash flow criterion has been established at a level the year 2030. Levels higher and lower than the
to fund operations, maintenance and certificate of target can be expected while the long-term financing
participations expenses for the first half of the fiscal and capital improvement programs are being
year, prior to the receipt of the first installment of the finalized.
property tax allocation and the sewer service user
fees which are collected as a separate line item on A catastrophic loss or self-insurance criterion has
the property tax bill. The level of this criterion will be been maintained for property damage including fire,
established as the sum of an amount equal to six flood and earthquake, for general liability and for
months operations and maintenance expenses and workers' compensation. This reserve criterion is
the total of the annual debt (COP) service payments intended to work with purchased insurance policies,
due in August each year. FEMA and State disaster reimbursements. Based on
the plant infrastructure replacement value, the level
An operating contingency criterion has been of this criterion has been set to fund the Sanitation
established to provide for non-recurring operating District's non- reimbursed costs, estimated to be
expenditures that were not anticipated when the $100 million
annual budget was considered and adopted. The
level of this criterion will be established at an amount A capital replacement/renewal criterion policy has
equal to ten percent of the current fiscal year's annual been established to provide funding to replace or
operating budget. refurbish the current collection, treatment and
recycling facilities at the end of their useful economic
A capital improvement criterion has been maintained lives.The current replacement value of these facilities
to fund annual increments of the capital improvement is estimated to be $10.8 billion. The reserve criterion
program. The target level of this criterion has been level had been established at$75 million.
Section 4— Page 14
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Projected Reserves
Proposed Ending Reserves
(in millions)
$1,000.0 $931.2
$900.0 $843.1
$800.0 $767.0
$725.3
$700.0 $679.2 $679.0 $645.2
$600.0 $569.5
$516.0 $522.3
$500.0 $478.9
$400.0
$300.0
$200.0
$100.0
FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30
A debt service criterion policy has been established
at ten percent of the outstanding certificate of
participation (COP) issues. Other debt service
reserves are required to be under the control of a
Trustee by the provisions of the certificate of
participation (COP) issues. These funds are not
available for the general needs of the Sanitation
District and must be maintained at specified levels.
Accumulated Funds exceeding the targets specified
by OCSD policy will be maintained for Capital
Improvements and Rate Stabilization. These funds
will be applied to future years' CIP needs due to the
timing of the actual CIP outlays, in order to maintain
rates or to moderate annual fluctuations.
This budget approves projects that will incur costs
through 2030 and beyond. The reserves that are
currently held are needed to fund projects starting
in the FY 2020-21 and 2021-22 budget years.
Section 4— Page 15
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2020-21 & 2021 -22 Budget
Orange County Sanitation District
Consolidated Cash Flow Projections
Preliminary Preliminary Preliminary Preliminary Preliminary Preliminary
Ref Description 20-21 21-22 22-23 23-24 24-25 25-26
Revenues:
1 General User Fees 301,839,390 306,495,847 311,177,631 316,816,564 322,486,265 328,187,220
2 Permitted User Fees 12,997,336 13,149,405 13,301,000 13,490,000 13,679,000 13,869,000
3 IRWD Assessments 15,940,886 19,872,509 17,117,000 15,865,000 14,474,000 16,007,000
4 SAWPA Assessments 2,639,000 2,745,000 2,828,000 2,913,000 3,001,000 3,091,000
5 Property Taxes 99,935,520 102,034,166 105,095,000 107,722,000 110,415,000 113,727,000
6 New COP Issues - - - - - -
7 Interest Revenues 13,208,000 12,642,000 11,109,000 10,455,000 10,111,000 9,857,000
8 Capital Facilities Capacity Charges 20,125,170 20,809,000 18,673,000 19,441,000 19,517,000 19,597,000
9 Other Revenues 21,567,988 19,600,825 16,441,000 16,790,000 17,149,000 17,515,000
10 Revenues 488,253,290 497,348,752 495,741,631 503,492,564 510,832,265 521,850,220
Requirements:
11 Oper&Mlce Exp(3.0%yr) 173,910,516 174,065,159 179,287,000 184,666,000 190,206,000 195,912,000
12 Capital Improvement Program(CIP) 164,833,000 261,947,000 317,935,000 316,625,000 270,380,000 287,072,000
13 Less:CIP Savings&Deferrals (17,271,000) (21,101,000) (24,891,000) (21,852,000) (23,940,000) (15,423,000)
14 Allocation for Future Rehabilitation - - 1,357,000 6,316,000 10,613,000 24,341,000
15 COP Debt Service 72,838,369 66,736,869 61,310,000 61,316,000 61,306,000 61,314,000
16 Reduction of Long-Term Liabilites - 173,855,000 - - - -
17 Other Requirements 5,910,000 5,980,000 2,480,000 2,480,000 2,480,000 2,480,000
18 Requirements 400,220,885 661,483,028 537,478,000 549,551,000 511,045,000 555,696,000
19 Revenues-Requirements 88,032,405 (164,134,276) (41,736,369) (46,058,436) (212,735) (33,845,780)
Accumulated Funds:
20 Beginning of Year 843,125,661 931,158,066 767,023,790 725,287,421 679,228,985 679,016,250
21 End of Year 931,158,066 767,023,790 725,287,421 679,228,985 679,016,250 645,170,470
22 Consolidated Reserve Policy 534,393,000 532,731,000 512,983,000 515,109,000 517,099,000 519,155,000
23 Over(Under)Reserve Policy* 396,765,066 234,292,790 212,304,421 164,119,985 161,917,250 126,015,470
Sewer Service User Fees:
24 Avg SFR Annual User Fee $343 $347 $351 $356 $361 $366
25 Percentage Change 1.18% 1.17% 1.15% 1.42% 1.40% 1.39%
26 Equivalent Dwelling Units 923,730 926,501 929,281 932,069 934,865 937,670
27 SFR Connection Fee $4,601 $4,973 $5,346 $5,719 $5,736 $5,753
28 Outstandina COPS $940,050,000 $909,620,000 $707,360,000 $677,555,000 $646,415,000 $613,760,000
Reserve Policy
29 50%Next Year Operating Expense 86,955,000 87,033,000 89,644,000 92,333,000 95,103,000 97,956,000
30 10%Next Year Operating Expense 17,391,000 17,407,000 17,929,000 18,467,000 19,021,000 19,591,000
31 100%Next Year AUG COP Svc. 23,741,000 22,980,000 18,289,000 17,625,000 16,862,000 16,201,000
32 50%average ten-year CIP Balance 137,301,000 137,301,000 137,301,000 137,301,000 137,301,000 137,301,000
33 Debt Svc @ 10%Outstanding COP 94,005,000 90,962,000 70,736,000 67,756,000 64,642,000 61,376,000
34 Self Funded Insurance @$100M 100,000,000 101,170,000 102,333,000 103,786,000 105,239,000 106,702,000
35 Repl&Refurb 75,000,000 75,878,000 76,751,000 77,841,000 78,931,000 80,028,000
36 *Reserve Reduction(in accordance with Board action allowing a$40M reduction to total res - - -
37 Total 534,393,000 532,731,000 512,983,000 515,109,000 517,099,000 519,155,000
COP Ratios
38 Sr Lien Coverge,Min 1.25 4.04 4.53 4.86 4.88 4.91 5.00
Section 4— Page 16
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Cash Flow Projection
Orange County Sanitation District
Consolidated Cash Flow Projections
Preliminary Preliminary Preliminary Preliminary 10-Year
Ref Description 26-27 27-28 28-29 29-30 Total
Revenues:
1 General User Fees 336,919,000 342,682,000 348,477,000 354,303,000 3,269,383,917
2 Permitted User Fees 14,059,000 14,249,000 14,439,000 14,628,000 137,860,741
3 IRWD Assessments 17,959,000 17,291,000 16,994,000 14,394,000 165,914,395
4 SAWPA Assessments 3,184,000 3,280,000 3,378,000 3,479,000 30,538,000
5 Property Taxes 117,139,000 120,653,000 124,273,000 128,001,000 1,128,994,686
6 New COP Issues - - - - -
7 Interest Revenues 9,065,000 8,149,000 7,521,000 7,614,000 99,731,000
8 Capital Facilities Capacity Charges 19,673,000 19,749,000 19,830,000 19,906,000 197,320,170
9 Other Revenues 17,891,000 18,276,000 18,671,000 19,075,000 182,976,813
10 Revenues 535,889,000 544,329,000 553,583,000 561,400,000 5,212,719,722
Requirements:
11 Oper&We Exp(4.0%yr) 201,789,000 207,843,000 214,078,000 220,500,000 1,942,256,675
12 Capital Improvement Program(CIP) 394,219,000 310,190,000 254,783,000 123,024,000 2,701,008,000
13 Less:CIP Savings&Deferrals (82,295,000) (34,675,000) (48,140,000) (11,413,000) (301,001,000)
14 Allocation for Future Rehabilitation 34,786,000 47,291,000 102,666,000 118,639,000 346,009,000
15 COP Service 57,514,000 61,666,000 61,661,000 61,663,000 627,325,238
16 Reduction of Long-Term Liabilites - - - - 173,855,000
17 Other Requirements 2,480,000 2,480,000 2,480,000 2,480,000 31,730,000
18 Requirements 608,493,000 594,795,000 587,528,000 514,893,000 5,521,182,913
19 Revenues-Requirements (72,604,000) (50,466,000) (33,945,000) 46,507,000 (308,463,191)
Accumulated Funds:
20 Beginning of Year 645,170,470 572,566,470 522,100,470 488,155,470 843,125,661
21 End of Year 572,566,470 522,100,470 488,155,470 534,662,470 534,662,470
22 Consolidated Reserve Policy 521,009,000 521,215,000 487,808,000 526,274,000 526,274,000
23 Over(Under) Reserve Policy" 51,557,470 885,470 347,470 8,388,470 8,388,470
Sewer Service User Fees:
24 Avg SFRAnnual User Fee $371 $376 $381 $386
25 Percentage Change 1.37% 1.35% 1.33% 1.31%
26 Equivalent Dwelling Units 940,483 943,304 946,134 948,972
27 SFR Connection Fee $5,770 $5,787 $5,804 $5,821
28 Outstanding COPS $579,775,000 $547,925,000 $510,330,000 $470,860,000
Reserve Policy
29 50% Next Year Operating 100,895,000 103,922,000 107,039,000 110,250,000
30 10% Next Year Operating 20,179,000 20,784,000 21,408,000 22,050,000
31 100%Next Year AUG COP Svc. 15,368,000 14,572,000 13,632,000 12,646,000
32 50%average ten-year CIPBal. 137,301,000 137,301,000 137,301,000 137,301,000
33 DSR@ 10%Outstanding COPS 57,978,000 54,793,000 51,033,000 47,086,000
34 SFI @$57mm 108,164,000 109,624,000 111,082,000 112,537,000
35 Repl&Refurb @ 2%/yr 81,124,000 82,219,000 83,313,000 84,404,000
36 `Reserve Reduction - (2,000,000) (37,000,000) -
37 Total 521,009,000 521,215,000 487,808,000 526,274,000
COP Ratios
38 Sr Lien Coverge,Min 1.25 5.47 5.14 5.18 5.21
Section 4— Page 17
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2020-21 & 2021 -22 Budget
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Section 4— Page 18
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Operations Budget Overview
OPERATING REQUIREMENTS minutes at sufficient dosages to elevate the pH
level. The high pH slug temporarily inactivates
The net operating requirements budget finances the sulfate reducing bacteria and greatly reduces
administrative, operations and maintenance, and hydrogen sulfide generation.
program costs for collecting,treating, and recycling of
wastewater. The departmental budgets are all The largest costs for collection system odor
completely funded by the operating fund. The net control are for ferrous chloride, magnesium
operating budget for FY 2020-21 is$173.9 million and hydroxide and calcium nitrate. These costs
for FY 2021-22 is $174.1 million. cover continuous treatment for odor control
within five trunklines. The contractor(s)
Following are descriptions of the major factors that provide(s) leased equipment and on-going
comprise the operating budget: labor for services such as maintenance, remote
monitoring of the chemical feed rates,
Regulatory Requirements: Many of the Sanitation optimization, and field sampling.
District's activities are either required or regulated by
environmental permits issued by federal, state, and Sodium hypochlorite, caustic soda, and
local regulatory authorities. These authorities granular carbon are used in plant process
regulate effluent quality, air emissions, greenhouse scrubbers to treat foul air, comply with
gases, stormwater quality, biosolids and hazardous SCAQMD permits, and prevent odor
waste management, as well as extensive monitoring complaints.
of all media. New and developing regulations also
drive future capital and operating expenses. Residuals Management: These costs are for
hauling and beneficial reuse of wastewater solids
Operating Chemicals: Chemicals are used for recovered during the treatment process. Solids
disinfection, coagulation, and odor control programs. treated through the digesters, called biosolids or
treated sewage sludge, can be recycled offsite via
• Coagulants: Coagulant chemicals are used to composting (about 60 percent) or land application on
enhance primary treatment solids removal, solids farm fields (about 40 percent). Most of the Sanitation
dewatering, waste solids thickening, and to District's residuals management costs are for hauling
control hydrogen sulfide in the digesters. about 23 truckloads (575 tons) of biosolids offsite
every day. A smaller component of residuals
• Ferric chloride is an iron salt which is used with management cost is non-recyclable grit and
anionic polymer to increase the solids removal screenings waste and sewer debris that must be
efficiencies in the primary treatment process disposed of at a landfill.
and to control hydrogen sulfide levels in the
digester gas as required by AQMD Rule 431.1. Repairs and Maintenance: Preventive maintenance
• Cationic polymer is added to digested sludge and repair activities throughout the Sanitation
prior to dewatering to improve the sludge and District's expanded and upgraded treatment facilities
water separation process. Cationic polymer is and collection system continue to keep this budgetary
also added to the waste activated sludge category at a significant amount. This category
dissolved air flotation thickeners to thicken the includes contracted services, materials and supplies,
solids before digestion. and outsourced service agreements.
• Odor Control: Under septic or anaerobic Utilities: The cost for utilities is a significant
conditions, sulfate-reducing bacteria can flourish component of the operating budget. The largest utility
resulting in the accumulation of sulfides in the cost incurred by the Sanitation District is the electricity
liquid phase. One of the sulfide forms present is that is purchased to supplement generated power to
hydrogen sulfide (1-12S). When released to the operate the plant processes. The central generation
vapor phase, this creates the potential for both facilities produce approximately 70 percent of the
odor and corrosion problems in the collection electricity used for running the plants. In FY 2005-06,
system. the central generation production was reduced in
order to meet new air emission limits. This issue has
• Sodium hydroxide is added in "shock doses"to been resolved by the installation of emission control
the sewer trunklines for sulfide control. Sodium systems on the engines at both plants.
hydroxide is added over a period of 30 to 45
Section 5— Page 1
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2020-21 & 2021 -22 Budget
Proposed Budget
Comparisons by Department
2019-20 Budget Budget
Revised 2019-20 2020-21 Percent 2021-22 Percent
Department and Division Budget Projected Proposed Change Proposed Change
General Manager's Office
General Management Admin $ 3,172,680 $ 2,100,840 $ 1,910,830 -39.77% $ 1,940,940 1.58%
Board Services 693,980 718,820 1,195,850 72.32% 1,236,800 3.42%
Public Affairs 1,155,600 1,196,776 1,300,290 12.52% 1,291,790 -0.65%
Department subtotal 5,022,260 4,016,436 4,406,970 -12.25% 4,469,530 1.42%
Human Resources Department
Human Resources 4,987,200 4,386,770 4,167,885 -16.43% 4,459,485 7.00%
Risk Management 5,785,360 5,507,435 3,917,452 -32.29% 4,003,910 2.21%
Department subtotal 10,772,560 9,894,205 8,085,337 -24.95% 8,463,395 4.68%
Administrative Services Department
Administrative Services Admin 180,710 556,295 255,180 41.21% 547,280 114.47%
Consolidated Services - - 7,215,635 100.00% 7,192,901 -0.32%
Financial Management 3,442,410 3,989,386 4,145,843 20.43% 4,291,078 3.50%
Contracts,Purch,&Materials Mgmt 4,966,960 4,238,524 4,619,006 -7.01% 4,800,172 3.92%
Information Technology 12,159,200 11,930,100 12,093,310 -0.54% 12,284,250 1.58%
Department subtotal 20,749,280 20,714,305 28,328,974 36.53% 29,115,681 2.78%
Environmental Services Department
Environmental Services Admin 619,510 868,660 915,720 47.81% 991,620 8.29%
Environmental Compliance 5,754,790 5,463,060 6,130,250 6.52% 6,617,570 7.95%
Laboratory&Ocean Monitoring 11,393,290 11,996,340 12,264,727 7.65% 12,673,508 3.33%
Department subtotal 17,767,590 18,328,060 19,310,697 8.68% 20,282,698 5.03%
Engineering Department
Engineering Admin 753,920 1,077,200 1,278,080 69.52% 1,367,530 7.00%
Planning 5,414,675 3,820,812 4,120,560 -23.90% 4,263,525 3.47%
Project Management 5,019,310 4,404,695 4,197,645 -16.37% 4,373,695 4.19%
Design 7,583,810 7,164,681 7,416,060 -2.21% 7,637,260 2.98%
Construction Management 5,670,320 6,234,143 6,637,750 17.06% 6,939,300 4.54%
Department subtotal 24,442,035 22,701,531 23,650,095 -3.24% 24,581,310 3.94%
Operations &Maintenance Dept.
O&M Administration 804,870 325,200 709,620 -11.83% 744,320 4.89%
Collection Facilities O&M 13,369,492 12,891,116 15,585,673 16.58% 16,153,634 3.64%
Fleet Services 1,880,480 1,807,420 2,040,071 8.49% 2,007,782 -1.58%
Plant No. 1 Operations 31,542,920 30,915,162 30,331,900 -3.84% 30,510,180 0.59%
Plant No.2 Operations 18,989,328 18,082,401 18,690,716 -1.57% 19,057,086 1.96%
Plant No. 1 Maintenance 25,352,831 22,007,130 23,335,730 -7.96% 22,366,440 -4.15%
Plant No.2 Maintenance 17,901,451 19,778,090 20,260,443 13.18% 18,024,183 -11.04%
Department subtotal 109,841,372 105,806,519 110,954,153 1.01% 108,863,625 -1.88%
Less: Cost Allocation (20,378,610) (20,056,720) (20,825,710) 2.19% (21,711,080) 4.25%
Net Operating Requirements $168,216,487 $161,404,336 $173,910,516 3.38% $174,065,159 0.09%
Section 5- Page 2
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Operations Summary
Proposed Budget
Expense by Category
2019.20 Budget Budget
Revised 2019-20 2020-21 Percent 2021.22 Percent
Description Budget Projected Proposed Change Proposed Change
Salaries, Wages & Benefits $ 98,434,240 $ 95,821,480 $102,081,800 3.71% $107,254,300 5.07%
Administrative Expenses 2,027,930 1,928,782 2,034,004 0.30% 1,859,661 -8.57%
Printing&Publication 329,970 318,635 415,375 25.88% 426,350 2.64%
Training&Meetings 1,109,740 765,541 1,075,111 -3.12% 968,932 -9.88%
Operating Materials&Supplies 21,008,781 19,972,539 21,460,704 2.15% 21,330,295 -0.61%
Contractual Services 22,033,974 21,159,486 19,235,353 -12.70% 19,438,502 1.06%
Professional Seances 5,586,170 4,361,777 5,709,648 2.21% 5,806,912 1.70%
Research&Monitoring 1,099,600 1,149,600 1,304,700 18.65% 1,428,700 9.50%
Repairs&Maintenance 23,469,642 24,250,530 28,372,645 20.89% 24,178,807 -14.78%
Utilities 9,250,310 8,484,098 8,364,954 -9.57% 8,378,838 0.17%
Other Materials, Supplies, and Svc. 4,244,740 3,248,588 4,681,932 10.30% 4,704,942 0.49%
Cost Allocation (20,378,610) (20,056,720) (20,825,710) 2.19% (21,711,080) 4.25%
Net Operating Requirements $168,216,487 $161,404,336 $173,910,516 3.38% $174,065,159 0.09%
Cost to Collect/Treat 1 Million Gallons $ 2,451.42 $ 2,339.36 $ 2,534.40 3.38% $ 2,536.65 0.09%
Flow, Million Gallons 68,620 68,995 68,620 0.00% 68,620 0.00%
Flow Per Day, MGD 188.00 188.51 188.00 0.00% 188.00 0.00%
Section 5— Page 3
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2020-21 & 2021 -22 Budget
Proposed Budget
Allocation to Individual Revenue Areas
Total Gallonage Flows, Million Gallons per Year(MG)
Revenue 2019-20 Projected 2020-21 2021-22
Area Projected Decrease Projected Percent Budgeted Percent
No. Flow (MG) (MG) Flow (MG) of Total Flow (MG) of Total
Consolidated 67,456 (356) 67,100 97.78% 67,120 97.81%
14 1,539 (19) 1,520 2.22% 1,500 2.19%
TOTALS 68,995 (375) 68,620 100.00% 68,620 100.00%
Average Daily Gallonage Flows, Million Gallons per Day(MGD)
Revenue 2019-20 Projected 2020-21 2021-22
Area Projected Decrease Budgeted Percent Budgeted Percent
No. Flow (MGD) (MGD) Flow (MGD) of Total Flow (MGD) of Total
Consolidated 184 - 184 97.87% 184 97.87%
14 4 - 4 2.13% 4 2.13%
TOTALS 188 - 188 100.00% 188 100.00%
FY 2020-21 Estimated Allocation of Total Costs to Revenue Areas
Revenue Treatment
Area Collection &Disposal Total Total
No. Costs Costs Costs CosUMG
Consolidated $ 32,706,720 $ 130,456,910 $ 163,163,630 $ 2,431.65
14-O&M 1,807,680 2,839,206 4,646,886 3,057.16
14-Sludge - 6,100,000 6,100,000 4,013.16
TOTALS $ 34,514,400 $ 139,396,116 $ 173,910,516 $ 2,534.40
FY 2021-22 Estimated Allocation of Total Costs to Revenue Areas
Revenue Treatment
Area Collection & Disposal Total Total
No. Costs Costs Costs Cost/MG
Consolidated $ 34,119,720 $ 128,550,930 $ 162,670,650 $ 2,423.58
14-O&M 1,885,780 2,797,729 $ 4,683,509 3,122.34
14-Sludge - 6,711,000 $ 6,711,000 4,474.00
TOTALS $ 36,005,500 $ 138,059,659 $ 174,065,159 $ 2,536.65
Section 5— Page 4
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Operations Summary
Proposed Budget
Net Operating Expense by Line Item
Adjusted %Budget %Budget
Budget 2019-20 2020-21 Change to 2021-22 Change to
Description 2019-20 Projected Proposed 2019-20 Proposed 2020-21
Salaries.Wages. &Benefits
Salaries &Wages
Salaries&Wages $ 74,364,500 $ 72,898,900 $ 79,271,100 6.60% $ 83,272,100 5.05%
Employee Benefits
Retirement 11,478,840 11,180,200 11,685,000 1.80% 12,167,100 4.13%
Group Insurances 11,006,200 10,051,700 9,705,500 -11.82% 10,221,000 5.31%
Tuition&Certificate Reimb 98,100 135,700 138,400 41.08% 141,200 2.02%
Edu.degrees,Cert. & Lic. 470,300 532,400 542,600 15.37% 542,600 0.00%
Uniform Rental 140,800 107,600 107,600 -23.58% 107,600 0.00%
Workers'Compensation 780,000 811,180 518,900 -33.47% 690,000 32.97%
Unemployment Insurance 3,200 2,300 2,300 -28.13% 2,300 0.00%
EMT Supplemental Benefits 92,300 101,500 110,400 19.61% 110,400 0.00%
Salaries, Wages, & Benefits 98,434,240 95,821,480 102,081,800 3.71% 107,254,300 5.07%
Materials. Supplies. &Services
Administrative Expenses
Memberships 639,660 611,711 598,217 -6.48% 616,145 3.00%
Office Exp-Supplies 71,330 73,305 64,655 -9.36% 66,621 3.04%
Postage 43,330 29,700 32,700 -24.53% 34,700 6.12%
Books&Publications 62,340 65,008 44,352 -28.85% 36,905 -16.79%
Forms 970 970 580 -40.21% 590 1.72%
Small Computer Items 900,300 900,500 925,500 2.80% 950,500 2.70%
Minor Furniture& Fixtures 310,000 247,588 368,000 18.71% 154,200 -58.10%
Printing& Publication
Repro-In-House 200,790 227,132 230,375 14.73% 240,850 4.55%
Printing-Outside 66,480 29,383 47,950 -27.87% 48,250 0.63%
Notices &Ads 62,650 62,070 137,000 118.68% 137,200 0.15%
Photo Processing 50 50 50 0.00% 50 0.00%
Meetings&Training
Meetings 170,850 121,426 167,796 -1.79% 167,206 -0.35%
Training 938,890 644,115 907,315 -3.36% 801,726 -11.64%
Operating Materials&Supplies
Chem. Coagulants 10,364,188 10,548,895 10,550,546 1.80% 10,550,546 0.00%
Odor Control 7,415,288 6,192,594 6,907,776 -6.84% 7,250,223 4.96%
Disinfection 233,000 217,500 218,000 -6.44% 218,000 0.00%
Chemicals-Cogen Op. 331,070 330,000 418,000 26.26% 418,000 0.00%
Miscellaneous Chemicals - - - n/a - n/a
Odor&Corrosion Control - - 150,000 n/a 100,000 -33.33%
Gas, Diesel, &Oil 563,460 505,110 554,633 -1.57% 540,838 -2.49%
Tools 469,135 501,110 923,230 96.79% 494,955 -46.39%
Safety Equipment/tools 624,500 670,560 731,637 17.16% 735,570 0.54%
Solv,Paint,Janitor Supplies 100,000 114,520 111,053 11.05% 112,606 1.40%
Lab Chemicals &Supplies 639,570 657,720 652,969 2.10% 665,077 1.85%
Misc. Operating Supplies 176,880 158,130 166,360 -5.95% 167,980 0.97%
Property Tax Fees 91,690 76,400 76,500 -16.57% 76,500 0.00%
Contractual Services
Solids Removal 13,403,700 13,207,700 12,380,000 -7.64% 12,380,000 0.00%
Other Waste Disp. 840,900 866,840 899,500 6.97% 899,500 0.00%
Groundskeeping 193,000 187,530 200,000 3.63% 200,000 0.00%
Janitorial 444,360 478,110 495,000 11.40% 495,000 0.00%
Outside Lab Services 260,000 272,000 286,750 10.29% 291,590 1.69%
Oxygen Plant Oper 306,000 335,000 335,000 9.48% 335,000 0.00%
County Service Fee 512,410 474,760 489,003 -4.57% 503,672 3.00%
Temporary Services 810,000 296,966 481,360 -40.57% 425,000 -11.71%
Security Services 1,608,000 1,600,240 1,600,000 -0.50% 1,600,000 0.00%
Other 3,655,604 3,440,340 2,068,740 -43.41% 2,308,740 11.60%
Section 5— Page 5
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2020-21 & 2021 -22 Budget
Proposed Budget
Net Operating Expense by Line Item (Continued)
%Budget %Budget
Budget 2019-20 2020-21 Change to 2021-22 Change to
Description 2019-20 Projected Proposed 2019-20 Proposed 2020-21
Professional Services
Legal 1,565,820 1,630,899 1,620,290 3.48% 1,621,190 0.06%
Audit&Accounting 241,110 161,075 225,400 -6.52% 227,800 1.06%
Engineering 1,361,000 842,059 980,000 -27.99% 980,000 0.00%
EmAro Scientific Consult 200,000 91,130 240,000 20.00% 640,000 166.67%
Software Prgm Consult 376,000 312,000 305,000 -18.88% 310,000 1.64%
Advocacy Efforts 179,400 176,900 187,685 4.62% 187,975 0.15%
Industrial Hygiene Svcs 50,000 50,000 50,000 0.00% 50,000 0.00%
Labor Negotiation Svc 80,000 60,160 30,000 -62.50% - n/a
Other 1,532,840 1,037,554 2,071,273 35.13% 1,789,947 -13.58%
Research& Monitorina
EmAron. Monitoring 549,600 549,600 654,700 19.12% 728,700 11.30%
Air Quality Monitoring 100,000 125,000 150,000 50.00% 150,000 0.00%
Research 450,000 475,000 500,000 11.11% 550,000 10.00%
Repairs & Maintenance
Materials &Services 19,774,364 20,273,210 23,891,620 20.82% 19,568,007 -18.10%
Service Maint. Agreements 3,695,278 3,977,320 4,481,025 21.26% 4,610,800 2.90%
Utilities
Telephone 501,100 505,860 505,971 0.97% 506,084 0.02%
Diesel For Generators 17,000 20,290 42,500 150.00% 43,000 1.18%
Natural Gas 722,140 709,938 710,801 -1.57% 710,812 0.00%
Power 7,237,990 6,228,730 6,064,165 -16.22% 6,076,735 0.21%
Water 772,080 1,019,280 1,041,517 34.90% 1,042,207 0.07%
Other Operating Costs
Outside Equip Rental 122,000 79,230 100,000 -18.03% 100,000 0.00%
Insurance Premiums 37,800 30,000 30,000 -20.63% 30,000 0.00%
Prop& Gen Liab Insurance 1,720,000 1,720,000 1,800,000 4.65% 1,800,000 0.00%
Freight 87,050 100,050 100,000 14.88% 100,000 0.00%
Misc. Operating Expense 249,460 242,088 304,457 22.05% 291,927 -4.12%
Regulatory Operating Fees 769,000 909,500 976,600 27.00% 1,049,024 7.42%
Contingency 756,200 - 776,998 2.75% 752,301 -3.18%
Prior year reappropriation 377,600 - 457,057 21.04% 442,530 -3.18%
Loss on obsolete inventory 11,550 55,890 10,000 -13.42% 10,000 0.00%
Other Non-Oper Expense 114,080 111,830 126,820 11.17% 129,160 1.85%
Materials, Supplies, &Services 90,160,857 85,639,576 92,654,426 2.77% 88,521,939 -4.46%
Total Operating Requirements 188,595,097 181,461,056 194,736,226 3.26% 195,776,239 0.53%
Less: Cost Allocation (20,378,610) (20,056,720) (20,825,710) 2.19% (21,711,080) 4.25%
Net Operating Requirements $168,216,487 $161,404,336 $173,910,516 3.38% $174,065,159 0.09%
Cost to Collect, Treat, &
Dispose of 1 Million Gallons $ 2,451.42 $ 2,339.36 $ 2,534.40 $ 2,536.65
Flow, Million Gallons 68,620 68,995 68,620 68,620
Flow Per Day, MGD 188.00 188.51 188.00 188.00
Section 5— Page 6
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Notes to Operations Summary
NOTES TO THE FISCAL YEAR 2020-21 and Workers' Compensation - This item is used to
2021-22 OPERATIONS BUDGET maintain the level of accumulated reserves for
workers' compensation self-insurance. The
Salaries, Wages & Benefits amount recommended is$518,900 for FY 2020-21
and $690,000 for FY 2021-22. The total estimated
Salaries& Wages-The proposed budget is set at expenditures for the workers' compensation
639.0 Full Time Equivalent (FTE) positions for program are set forth in detail in the Self-Insurance
FY 2020-21 and 2021-22. Provision has been section.
made in the proposed salaries for FY 2020-21 and
FY 2021-22 in order to comply with the terms of Unemployment Insurance - The Sanitation
those current MOUs which extend through these District is on an actual claims paid basis,which has
fiscal years. historically resulted in an overall lower cost
because of a favorable claims history. This
Retirement - The Sanitation District's employees appropriation is proposed at a level consistent with
are members of the Orange County Employees the prior year's actual costs.
Retirement System. Employees participate in one
of three plans depending on hire date: Plan G/H Memberships - The Sanitation District has
(older), Plan B, or Plan U (newer, with a lower memberships in agencies such as the National
retirement benefit). The employer's required Association of Clean Water Agencies (NACWA), the
contribution rate for Plan G/H has been increased National Water Research Institute (NWRI), the Water
from 13.30 percent to 14.10 percent, Plan B has Environment Research Foundation (WERF), the
been increased from 11.25 percent to California Association of Sanitation Agencies
11.97 percent, and Plan U has increased from (CASA), the Southern California Alliance of Publicly
10.37 percent to 10.88 percent in FY 2020-21. In Owned Treatment Works (SCAP), the Association of
addition, for Plan G/H the Sanitation District pays California Water Agencies (ACWA), and the Center
3.5 percent on behalf of the employees. for Demographic Research (CDR).
Group Insurance - This includes the Sanitation Administrative Expenses -These accounts include
District's share of employees' medical and dental supplies, postage, technical journals and
insurance plans, and life and disability insurance publications,forms, small office equipment, and small
premiums. It also includes the other post- computer items. The small equipment and computer
employment benefits that the Sanitation District is items cost less than $10,000 per item and exclude
obligated to pay for retirees. The group insurance items that are capitalized.
budget approximates$16,000 per employee.
Printing and Publication - The budget provides for
Tuition & Certification Reimbursements - To in-house and outside reproduction costs and reflects
encourage the self-development and training of an expanded management information system and
employees, the Sanitation District has a tuition and administrative requirements as well as a continuing
certification reimbursement program. This demand by the public and regulatory agencies for
appropriation is set at $138,000 for FY 2020-21 information. This group of accounts also includes
and $141,000 for FY 2021-22. costs for photo processing, advertisements, and
notices.
Development Pay-To further promote employee
efforts that increase job knowledge, skills, and Training & Meetings - This category includes
abilities, the Sanitation District has established this ongoing technical and safety training and materials
benefit for employees obtaining educational for staff, required training for computerized plant
degrees and job-related certificates/ licenses. The monitoring, and control systems training to allow for a
budget of$543,000 for FY 2020-21 and 2021-22 is more adaptive and flexible work force. Cost savings
based on estimated employee participation. have been achieved in part through increased use of
on-line training. The Sanitation District continues to
Uniforms - This budget projection is for uniforms place an emphasis on safety, technical, leadership,
provided to field and lab employees in accordance and management training.
with employee MOUs.
Section 5— Page 7
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2020-21 & 2021 -22 Budget
Operating Materials & Supplies well as approximately 300 pieces of major mobile
equipment such as cars, trucks, cranes, and
Chemical Coagulants - Chemical coagulants are generators.Also included in this group of accounts
used to enhance the primary treatment process by is the cost of fuel for the compressed natural gas
increasing the solids removal efficiencies and are station. The cost of the natural gas is partially
used to control hydrogen sulfide levels in the recovered by selling the compressed natural gas
digester gas. as vehicle fuel to outside users. The budgets for
this group of items are expected to remain
The budgeted amounts for FY 2020-21 and FY relatively the same for the next two fiscal years,
2021-22 for Anionic Polymer, Cationic Polymer, given no volatility in fuel prices.
and Ferric Chloride are$446,000, $5.3 million, and
$3.2 million respectively. These chemical Other Operating Materials & Supplies - This
coagulants budgets represent no significant group of accounts is for miscellaneous items such
change in usage or cost from the FY 2019-20 as scrubber acids, activated carbon, solvents,
Adopted Budget. cleaners, hardware, janitorial supplies, tools,
safety equipment, laboratory supplies, and
Odor Control Chemicals-The Sanitation District property taxes that are required to operate and
uses sodium hydroxide (caustic soda), and bleach maintain existing and expanding facilities. This
as the primary odor control chemicals within the group of accounts is expected to remain relatively
treatment plants' foul air scrubbers The bleach the same during fiscal years 2020-21 and 2021-
budget of $392,000 for FY 2020-21 is a $30,000 22.
increase over the previously approved budget, and
is a strategic move to replace more expensive Contractual Services-The major component of this
chemicals. In addition, muriatic acid is an odor category is biosolids removal and transportation
control chemical used for cleaning the scrubbers. costs. Contracts have been executed with firms for
agricultural reuse of residual solids and composting
Ferrous chloride, magnesium hydroxide, calcium for biosolids disposal. The total costs budgeted for
nitrate, and caustic soda are the primary odor solids removal is$12.4 million for FY 2020-21 and FY
control chemicals used within the collection system 2021-22. The centrifuges are running at both plants
and work by reducing the generation of hydrogen and producing a drier cake than the belt presses. The
sulfide in the trunklines. The chemical dosage and drier cake produces a lower volume to be hauled
costs reflect the established performance level and away and hauling costs are remaining steady.
affects the use of chemicals at the treatment
plants. This category also includes appropriations for other
waste removal, janitorial, groundskeeping and
The odor control budget is$6.9 million for FY 2020- security services, county service fees, temporary
21 and $7.2 million for FY 2021-22; an overall employment services to level out periodic increases
decrease from the previously approved budget. in staff workload, long-term leaves, and position
Disinfection Chemicals - Sodium Hypochlorite vacancies, outside laboratory services, manhole
(bleach) is used at the treatment plants for the rehabilitation,and industrial line and outfall inspection
disinfection of plant water and the control of and cleaning services.
filamentous organisms in activated sludge in the Professional Services - This group of accounts
secondary treatment process. The Sanitation includes General Counsel, special labor counsel,
District's bleach budgets for the purpose of engineering, advocacy efforts, audit and accounting
disinfection are $213,000 in fiscal years 2020-21 services, software program consulting, and other
and 2021-22. technical consulting services.
Sodium Bisulfite is used for dechlorination of Research and Monitoring - The costs in this
outfall effluent at Plant No. 2, if required, to ensure category consist of contract services to carry out the
that no residual chlorine is discharged into the extensive ocean monitoring program required by EPA
ocean. The sodium bisulfite budgets are$5,000 in Region IX under the provisions of the Sanitation
fiscal years 2020-21 and 2021-22. District's NPDES permit, air quality monitoring costs,
Gasoline, Oil and Fuel - This group of accounts the Sanitation District's contribution to the Southern
includes gasoline, oil, and diesel fuel required to California Coastal Water Research Project
operate stationary treatment plant equipment as (SCCWRP) being conducted under a joint powers
Section 5— Page 8
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Notes to Operations Summary
agreement with other Southern California municipal estimated consumption and resulting costs for
dischargers, operating costs for the Sanitation electrical energy purchased from Southern
District's ocean monitoring vessel, and provides for California Edison for the plant processes and
operational and ocean research and evaluation to support buildings is $5.2 million, excluding
develop optimum operating parameters in the contingencies and electricity requirements of all
treatment plants. Overall, this category of costs is outlying pump stations. This estimate includes
expected to remain approximately the same for the normal operations of CenGen and assumes
FY 2020-21 and FY 2020-21 budgets at $1.3 million $400,000 in savings due to battery utilization at
and $1.4 million respectively. Plant No. 1. The total budgeted amount for
purchased electricity is $6.1 million for the FY
Repairs and Maintenance - The majority of the 2020-21 and 2021-22 budgets.
materials and services budgets support the
maintenance of the collection system and the Other Operating Costs
treatment plants. This includes street overlays and
manhole raising, manhole cover purchases, Insurance Premiums - Other than $30,000
surveying services, easement improvements, budgeted each year in the operating section to
equipment maintenance, and out-sourced service insure the Sanitation District's ocean vessel, the
contracts and maintenance agreements. The FY cost for general liability and property insurance
2020-21 and FY 2021-22 budgets include repairs and premiums is budgeted entirely within the Self-
maintenance costs totaling $28.4 million and $24.2 Insurance section.
million, respectively.
Property & General Liability In-Lieu Insurance
Materials and services for FY 2020-21 and FY 2021- Premium -This item is used to maintain the level
22 include: Bushard Diversion structure repair, of accumulated reserves for property and general
Sunflower Trunkline liner repairs,centrifuge overhaul, liability self-insurance. The amount recommended
primary and secondary clarifier rehabilitation and is$1.8 million for the FY 2020-21 and FY 2021-22
repairs, and other maintenance work including budgets. The total estimated expenditures for the
digester cleaning, inlet gate replacement, fleet and insurance program are set forth in detail in the
emergency generator maintenance. Self-Insurance section.
Service agreements for FY 2020-21 and FY 2021-22 Other Operating & Non-Operating Expenses -
include Information Technology maintenance, Expenses not chargeable elsewhere, such as
support, and licenses for IBM software, Microsoft annual regulatory fees assessed by SCAQMD and
Enterprise, Cisco Smart Net, Maximo, Oracle, and SWRCB, freight, obsolete inventory write-off, and
disaster recovery hardware and software, and other miscellaneous items are recorded within
Operations & Maintenance service contracts for these groups of accounts.
crane certification, engine monitoring systems, door
and gate maintenance, scale, fire extinguisher, and Cost Allocation - This represents direct labor and
fire sprinkler certification, uninterruptible power benefit charge-outs and materials, supplies, and
supply electrical maintenance, scaffolding, and tree services cost allocation to the capital projects where
trimming. the related work is performed.
Utilities - The cost for utilities is a significant Net Operating Requirements - This line item
component of the operating budget. The overall cost represents the net salary, wages, benefits, materials,
for utilities is anticipated to be $8.4 million for the FY supplies, and services related to operating costs for
2020-21 and FY 2021-22 budgets. collection, treatment, and disposal activities after
charge-backs to CIP.
Natural Gas - Natural gas is purchased to
supplement the digester gas that is used to run the
central generation facilities. The total natural gas
budget is $711,000 for the FY 2020-2021 and FY
2021-22 budgets.
Electricity - Electricity is the largest utility cost
incurred by the Sanitation District. Purchased
electricity is used to run the plant processes,
support buildings, and pump stations. The
Section 5— Page 9
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2020-21 & 2021 -22 Budget
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Section 5— Page 10
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General Management Administration
110
BOARD
OF
DIRECTORS
GENERAL
MANAGER
ASSISTANT ADMINISTRATION
GENERAL MANAGER
MANAGER (2)
SECRETARY TO
THE GENERAL
MANAGER
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Executive Managers 3.0
Manager 1.0
Supervisors / Professionals 1.0 5 5_4 4-5 5
Total 5.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 1
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2020-21 & 2021 -22 Budget
Service Description
The mission of the General Management Administration Division is to work with the Board of Directors to
establish standards, policies and procedures, and the overall goals and Strategic Plan of the agency. The Division
reports the Sanitation District's progress in meeting the established goals to support the Sanitation District's
mission and provides general oversight of the agency's operations. The General Manager reports directly to the
Board of Directors and provides general oversight to all operations, interagency relations, legislative activities,
communications, and strategic planning.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Create a new 5-year Strategic Plan & ♦ A Two-Year Strategic Plan was created and
Recommend for Board Adoption. approved by the Board of Directors in November
2019.
♦ Manage operating expenditures to within 96% to ♦ On schedule to close out the year's operating
100% of the approved budget budget at 96% of the approved budget.
♦ Ensure OCSD does not exceed 640 FTEs ♦ Current FTE count is 605.
♦ Contribute to employee development through the ♦ At mid-year, the BLAST program has reached 34%
BLAST program by providing quality leadership of OCSD staff. The program is currently being
development training, materials, classes and evaluated to determine if changes need to be made.
presentations by reaching at least 70% of OCSD
staff
2020-21 &2021-22 Performance Objectives
♦ Update 2-year Strategic Plan and recommend for Board Action.
♦ Manage operating expenditures to within 96% to 100% of the approved budget.
♦ Ensure OCSD does not exceed 639 FTEs.
♦ Create a new Work Plan for Fiscal Year 2020-21 and 2021-22.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Update 2-Year Strategic Achieved Achieved Achieve Achieve Board Approval
Plan
♦ Operating Expenditures Achieved Achieved Achieve Achieve Board Approval
♦ Do not exceed approved Achieved Achieved Achieve Achieve Board Approval
FTEs
♦ BLAST Program Reach Achieved Achieved N/A N/A In-house standard
♦ Create Work Plan N/A N/A Achieve Achieve Board Approval
Section 6- Page 2
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General Management Administration
Budget Overview
The FY 2020-21 &2021-22 budgets for the General Management Administration Division reflect a decrease of
40 % and an increase of 2% over the prior year, respectively. The decrease is primarily due to a decrease in
personnel costs and a decrease in the General Manager's contingency and the contingency for reappropriations,
which are set at 0.85% and 0.5% of the District's overall non-salary related operating budget, respectively. The
contingency has been allocated to department 200.
2019-20 Adjusted Budget - Total Operating Requirements $ 3,172,680
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (151,900)
Change in OCERS retirement costs (20,820)
Change in group insurance costs (31,300)
Other benefit cost adjustments (5,300)
Other Cost Adjustments:
Increase in memberships 59,650
Decrease in meeting and training (8,350)
Increase in legal services 200,000
Decrease in other professional services (50,000)
Decrease in utilities (110,000)
Decrease in misc. operating expenses (8,500)
Decrease in General Manager's contingency/reappropriations (1,133,800)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,530)
2020-21 Proposed Budget - Total Operating Requirements $ 1,910,830
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 28,200
Change in OCERS retirement costs 4,000
Change in group insurance costs 3,300
Other benefit cost adjustments 1,100
Other Cost Adjustments:
Increase in memberships 7,140
Decrease in meeting and training (13,630)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services -
2021-22 Proposed Budget - Total Operating Requirements $ 1,940,940
Section 6 - Page 3
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020-21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 1,006,919 $ 1,195,820 $ 889,400 $ 986,500 (17.50%) $ 1,023,100 3.71%
Supplies 316,928 348,980 356,020 398,730 14.26% 392,240 (1.63%)
Professional&Contractual Services 349,786 375,000 748,390 525,000 40.00% 525,000 0.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance - - -
Utilities 104,536 110,000 106,900 - (100.00%) - -
Other 9,483 1,142,880 130 600 (99.95%) 600 0.00%
Total 1 $ 1,787,652 $ 3,172,680 $ 2,100,840 $ 1,910,830 (39.77%) $ 1,940,940 1 1.58%
Expenditure Trends
$2,334,960
$2,110,386 $1,787,652 $1,910,830
$1,940,940
2017 2018 2019 2020 2021 2022
Section 6 - Page 4
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Board Services
120
ASSISTANT GENERAL
MANAGER
ADMINISTRATION
MANAGER
CLERK OF THE
BOARD
ASSISTANT RECORDS DATA PROGRAM OFFICE
CLERK OF THE MANAGEMENT MANAGEMENT ASSISTANT(2) ASSISTANT
BOARD SPECIALIST TECHNICIAN I
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Supervisors / Professionals 3.00 7
Technical Staff 1.00 5-5-5 5/
Administrative / Clerical 3.00
Total 7.00 2017 2018 2019 2020 2021 2022
Section 6 - Page 5
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Board Services Division is to provide exceptional customer service and support to the Board of
Directors,district staff and the general public through the Clerk of the Board's Office. The Clerk of the Board's office
promotes public trust and ensures transparency by: accurately recording and preserving the legislative actions of
OCSD; safeguarding the vital, historic and permanent records of OCSD as their official custodian; preparing and
publishing agendas and notices in accordance with legal requirements; receiving and responding to requests for
records, acts as filing officer for Statement of Economic Interest filings; receiving and processing summons,
subpoenas and complaints filed against OCSD; and maintaining rosters of the Board of Directors, appointed
committees and historical events.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Maintain District Transparency Certificate of Excellence ♦ Achieved 100% success rate
♦ Timely responses to Public Records Requests within ♦ Achieved 100% success rate
allotted regulatory guidelines
♦ Maintain compliance: OCSD Conflict of Interest Code ♦ Achieved 100% success rate
filings and Mandatory training (Ethics and Harassment)
♦ Publish and distribute agenda packets to the Board of ♦ Achieved 100% success rate
Directors one week prior to meeting
♦ Advise key staff of items approved or denied after ♦ Achieved 100% success rate
Board of Directors Meeting
2020-21 & 2021-22 Performance Objectives
♦ Mail Board agenda packages six calendar days prior to Board meeting, 100% of the time, unless otherwise
authorized by the General Manager.
♦ Maintain accurate records of official actions taken by the Board of Directors and post those actions on website
by 5:00 p.m. the day following a meeting.
♦ Respond to 95% of public records requests within 7 business days.
♦ Maintain legal compliance with various federal, state and local laws (Brown Act, Political Reform Act, etc.).
♦ Maintain District Transparency Certificate of Excellence (SDLF).
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Board Agenda Packages 100% 100% 100% 100% In-house standard
♦ Maintain and post accurate 100% 100% 100% 100% Legal compliance
Records of Board Actions
♦ Respond to 95% of public 100% 100% 100% 100% In-house standard
requests within 7 business days
♦ Maintain Legal Compliance 100% 100% 100% 100% Legal compliance
♦ Maintain District Transparency 100% 100% 100% 100% In-house standard
Certificate of Excellence
Section 6- Page 6
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Board Services
Budget Overview
The FY 2020-21 &2021-22 budgets for the Board Services Division reflect an increase of 72% and an increase of
3% over the prior year, respectively. The increase is primarily due to an increase in personnel adjustments to
salaries and benefits and other expenses.
2019-20 Adjusted Budget - Total Operating Requirements $ 693,980
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 373,500
Change in OCERS retirement costs 42,880
Change in group insurance costs 24,200
Other benefit cost adjustments 2,100
Other Cost Adjustments:
Increase in temporary services 25,000
Decrease in legal services (200,000)
Increase in other professional services 200,000
Increase in training & meeting 7,980
Increase in misc. operating expenses 30,600
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (4,390)
2020-21 Proposed Budget - Total Operating Requirements $ 1,195,850
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 32,400
Change in OCERS retirement costs 3,700
Change in group insurance costs 5,500
Other benefit cost adjustments 1,800
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (2,450)
2021-22 Proposed Budget - Total Operating Requirements $ 1,236,800
Section 6 - Page 7
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 521,058 $ 424,020 $ 620,500 $ 866,700 104.40% $ 910,100 5.01%
Supplies 71,225 69,760 58,010 73,330 5.12% 70,880 (3.34%)
Professional&Contractual Services 225,989 200,000 31,890 225,000 12.50% 225,000 0.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance
Utilities - - - - - - -
Other 1,514 200 8,420 30,820 15310.00% 30,820 0.00%
Total $ 819,786 $ 693,980 $ 718,820 $ 1,195,850 72.32% $ 1,236,800 3.42%
Expenditure Trends $1,236,800
$i,19s,850
$819,786
$693,980
$658,863
$63S,957
20a7 2018 2019 2020 2021 2022
Section 6- Page 8
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Public Affairs
140
ASSISTANT GENERAL
MANAGER
ADMINISTRATION
MANAGER
PRINCIPAL SENIOR PUBLIC
PUBLICAFFAIRS AFFAIRS
SPECIALIST SPECIALIST
PUBLICAFFAIRS GRAPHICS
SPECIALIST (2) DESIGNER
ADMINISTRATIVE
ASSISTANT
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Supervisors / Professionals 4.0
Administrative & Clerical 2.0 s 6
5 5 5 5�
Total 6.0
2017 2018 2019 2020 2021 2022
Section 6 - Page 9
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2020-21 & 2021 -22 Budget
Service Description
The Public Affairs Division provides services and implements programs to meet the communications and legislative needs
of both internal and external audiences for the Orange County Sanitation District. 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, crisis
communications and legislative affairs. The goal is to create a comprehensive communications program that promotes
clear and transparent communications with all identified audiences and to promote the understanding of OCSD's mission
to protect public health and the environment.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Provide services and implement programs ♦ At mid-year, this goal had already been completed and
that meet the communications needs of exceeded. To date, over 200 pieces of internal communication
OCSD's internal audiences by producing a have been produced.
minimum of 70 internal communication ♦ Produced and circulated daily articles on MyOCSD, weekly 3
pieces. Things to Know emails, monthly news in Digester, and bi-
monthly stories in Pipeline Newsletter.
♦ Coordinated employee events including holiday luncheons,
Harvest Festival, Honor Walk, and ice cream social.
♦ Provide services and implement programs ♦ At mid-year, this goal had already been met and exceeded.
that meet communications needs of Over 85 pieces of external communication have been produced
OCSD's external audiences by reaching a and distributed reaching over 40,000 people.
minimum of 3,000 people. ♦ Hosted over 500 people at OCSD's 65th Anniversary Open
House, over 1,200 people toured OCSD, staff participated in 12
speaking engagements, and hosted a booth at 6 community
events.
♦ Support General Manager activities and ♦ Prepared/presented reports on division efforts to OCSD
provide information to Board of Directors Legislative and Public Affairs Committee.
through the General Manager's monthly ♦ Prepared the GM Monthly Report.
report and the new Board member
orientation.
♦ Proactive engagement in legislative ♦ Monitoring approximately one hundred bills, specifically six to
advocacy efforts that could impact OCSD eight of high priority to OCSD and the industry. Have also
and the industry. submitted four position letters.
2020-21 &2021-22 Performance Objectives
♦ Provide services and implement programs that meet the communications needs of OCSD's internal audiences by
producing a minimum of 100 internal communication pieces.
♦ Provide services and implement programs that meet communications needs of OCSD's external audiences by
reaching a minimum of 5,000 people.
♦ Support General Manager activities and provide information to Board of Directors through the General Manager's
monthly report, monthly city/agency specific briefing reports.
♦ Proactive engagement in legislative advocacy efforts that could impact OCSD and the industry.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Internal Services and Programs Achieved Achieved Achieve Achieve Board Approved
PAO Strategic Plan
♦ External Services and Programs Achieved Achieved Achieve Achieve Board Approved
PAO Strategic Plan
♦ Board of Directors and GM Support Achieved Achieved Achieve Achieve Board Approved
PAO Strategic Plan
♦ Legislative Advocacy Achieved Achieved Achieve Achieve Board Approved
PAO Strategic Plan
Section 6- Page 10
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Public Affairs
Budget Overview
The FY 2020-21 &2021-22 budgets for the Public Affairs Division reflect an increase of 13% and a decrease of
1%from the prior year, respectively. The increase is primarily due to increase in personnel costs and in operating
supplies and other expenses.
2019-20 Adjusted Budget - Total Operating Requirements $ 1,155,600
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 84,000
Change in OCERS retirement costs 8,700
Change in group insurance costs 30,700
Other benefit cost adjustments (1,000)
Other Cost Adjustments:
Increase in notices &Ads 25,000
Increase in training 14,600
Increase in tools 20,000
Decrease in temporary services (45,000)
Decrease in other professional services (10,000)
Increase in misc. operating expense 23,500
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (5,810)
2020-21 Proposed Budget - Total Operating Requirements $ 1,300,290
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 29,900
Change in OCERS retirement costs 3,800
Change in group insurance costs 4,900
Other benefit cost adjustments 1,600
Other Cost Adjustments:
Decrease in training (14,600)
Decrease in tools (20,000)
Decrease in misc. operating expense (14,400)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 300
2021-22 Proposed Budget - Total Operating Requirements $ 1,291,790
Section 6- Page 11
Go to Table of Contents
2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 734,346 $ 694,400 $ 759,800 $ 816,800 17.63% $ 857,000 4.92%
Supplies 46,174 61,900 46,950 107,650 73.91% 73,350 (31.86%)
Professional&Contractual Services 257,166 314,400 305,226 267,400 (14.95%) 267,400 0.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance - -
Utilities - - - - - -
Other 77,923 84,900 84,800 108,440 27.73% 94,040 (13.28%)
Total $ 1,115,609 $ 1,155,600 $ 1,196,776 $ 1,300,290 12.52% $ 1,291,790 (0.65%)
Expenditure Trends
$1,300,290 $1,291,790
$1,093,062 $1,115,609 $1,155,600
$1,001,396
2017 2018 2019 2020 2021 2022
Section 6 - Page 12
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Human Resources Administration
160
GENERAL MANAGER
DIRECTOR OF
HUMAN RESOURCES
HUMAN
RESOURCES&
RISK MANAGER
HUMAN
RESOURCES
ASSISTANT(2)
HUMAN RESOURCES HUMAN RESOURCES
SUPERVISOR SUPERVISOR
PRINCIPAL HUMAN PRINCIPAL HUMAN
RESOURCES RESOURCES
ANALYST ANALYST
SENIOR HUMAN SENIOR HUMAN
RESOURCES RESOURCES
ANALYST(2) ANALYST(2)
HUMAN
RESOURCES
ANALYST(4)
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Executive Manager 1.0
Manager 1.0
Supervisors / Professionals 12.0 1s 1s 1s 1s 1s 1s
Administrative/Clerical 2.0
Total 16.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 13
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2020-21 & 2021 -22 Budget
Service Description
The mission of Human Resources Operations is to attract, motivate and retain a successful workforce by
providing competitive compensation and benefits programs, administering a fair and consistent staffing program,
ensuring consistency in the application of policies and procedures, and conducting these and associated activities
in accordance with state and federal regulations. These programs are administered by providing a high level of
customer service, operating efficiently, and providing professional consultation on human resources matters.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Complete all labor negotiations with all units by 6/30/2019. ♦ Labor negotiations executed 9/23/2019.
♦ Continue with the development and implementation of ♦ Implemented, continuous.
effective workforce planning/development and successions
planning strategies.
♦ Implement a comprehensive employee relations and labor ♦ In process. Will be completed in April.
relations training program by the end of fiscal year 2019-20.
♦ Meet the training level of service of 45 hours per employee. ♦ Estimate will meet performance measure.
♦ Manage the department's budget to within 96% to 100% of ♦ Estimated to stay within budget.
the approved budget.
2020-21 &2021-22 Performance Objectives
♦ District wide Comp& Class Study completed by FY 21/22.
♦ Re-launching a revamped BLAST program in FY 20/21.
♦ Implement a comprehensive Management/Leadership training in FY 20/21.
♦ Meet the training level of service of 45 hours per employee.
♦ Manage the department's budget to within 96% to 100% of the approved budget.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Approved labor contracts Implement Sustain Sustain Sustain HR Work Plan
♦ Workforce Planning/ Sustain Sustain Sustain Sustain OCSD Strategic Plan
Workforce Development
♦ Training Level of Service Exceeded In Progress Sustain Sustain Level of Service
♦ Manage Budget 97% In Progress 96-100% 96-100% In-house standard
Section 6- Page 14
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Human Resources Administration
Budget Overview
The FY 2020-21 &2021-22 budgets for the Human Resources Administration Division reflect a decrease of 16%
and an increase of 7% over the prior year, respectively. The 2020-21 decrease is primarily due to decreases in
personnel costs. The 2021-22 increase is primarily due to increase in professional &contractual services.
2019-20 Adjusted Budget - Total Operating Requirements $ 4,987,200
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) (57,500)
Change in retirement costs (847,130)
Change in group insurance costs (37,200)
Other benefit cost adjustments 38,000
Other Cost Adjustments:
Increase in notices &Ads 50,000
Decrease in training (34,580)
Increase in legal expenses 250,000
Decrease in other professional services (147,000)
Decrease in labor negotiation services (50,000)
Increase in other non-operating expense 10,220
Increase in other contractual services 7,125
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,250)
2020-21 Proposed Budget - Total Operating Requirements $ 4,167,885
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 120,200
Change in retirement costs 16,200
Change in group insurance costs 13,200
Other benefit cost adjustments 7,100
Other Cost Adjustments:
Decrease in training (65,100)
Increase in other professional services 230,000
Decrease in labor negotiation services (30,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services -
2021-22 Proposed Budget - Total Operating Requirements $ 4,459,485
Section 6- Page 15
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 4,237,951 $ 3,664,930 $ 3,498,210 $ 2,761,100 (24.66%) $ 2,917,800 5.68%
Supplies 86,848 257,230 138,800 267,920 4.16% 202,820 (24.30%)
Professional&Contractual Services 863,445 974,000 657,240 1,034,125 6.17% 1,234,125 19.34%
Research&Monitoring - - - - - - -
Repairs&Maintenance 52 -
Utilities - - - - - - -
Other 69,068 91,040 92,520 104,740 15.05% 104,740 0.00%
Total $ 5,257,364 $ 4,987,200 $ 4,386,770 $ 4,167,885 (16.43%) $ 4,459,485 7.00%
Expenditure Trends
$5,257,364
$4,987,200
$4, ,485
�$4,038�,470 4,167,885 459
L$3,410,308
2017 2018 2019 2020 2021 2022
Section 6 - Page 16
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Risk Management/Safety/Security
161
DIRECTOR OF HUMAN
RESOURCES
HUMAN
RESOURCES AND
RISK MANAGER
SAFETY& HEALTH
SUPERVISOR
ADMINISTRATIVE SENIOR
ASSISTANT CONSTRUCTION
INSPECTOR
SECURITY&
SAFETY& HEALTH EMERGENCY
SPECIALIST(2) PLANNING
SPECIALIST
SENIOR SAFETY& SAFETY&
H EALTH HEALTH
REPRESENTATIVE REPRESENTATIVE
(2) (2)
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
11 11 11 11�10 10
Supervisors/ Professionals 8.0
Administrative & Clerical 2.0
Total 10.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 17
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Risk Management/Safety/Security Division is to identify potential risk to the organization and
provide solutions for mitigation or reduce the risk to acceptable levels. Through this process the Risk
Management Division will create a safe, healthy, and secure environment for District staff, contractors, and
visitors. It will partner with management and employees to take ownership of identifying risk and controlling the
risk within their sphere of control.
2019-20 Performance Objectives 2019-20Performance Results
♦ Safety Compliance Training ♦ Completed.
♦ Develop JSA's for High Risk Activities ♦ Ongoing.
♦ Third Party Safety Audit ♦ Ongoing.
♦ Revised Risk Register ♦ Ongoing.
♦ Implement Security Recommendations ♦ Ongoing.
2020-21 &2021-22 Performance Objectives
♦ Ensure 100% of Safety Compliance Training is completed.
♦ Develop JSA's for high risk work activities.
♦ Contractor Safety Analysis to reduce injuries and accidents.
♦ Third Party Safety Audit of Safety Program to ensure compliance
♦ Implement Security Recommendations from security consultant.
♦ Implement Leading Safety Indicators to reduce injuries to employees.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Safety Compliance Training 100% 100% 100% 100% OCSD Strategic Plan
♦ Develop JSA's Ongoing Ongoing 100% Planned OSHA Requirement
♦ Contractor Safety Initiative Ongoing Ongoing Planned Planned Uniform Bid Evaluation
♦ Third Party VPP Feasibility Completed N/A N/A N/A GM Strategic Plan
Audit
♦ Security Recommendations Ongoing Ongoing Planned Planned DHS Recommendations
♦ Implement Leading Safety Completed Completed Planned Planned Continuous Safety
Indicator Improvement
♦ Revise Risk Register Completed Completed N/A N/A GM Strategic Plan
Section 6- Page 18
Go to Table of Contents
Risk Management/Safety/Security
Budget Overview
The FY 2020-21 &2021-22 budgets for the Risk Management/Safety/Security Division reflect a decrease of 32%
and an increase of 2% from the prior year, respectively. These changes are primarily due to a reallocation of the
property and general liability insurance in-lieu premiums to department 200.
2019-20 Adjusted Budget - Total Operating Requirements $ 5,785,360
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) (54,600)
Change in OCERS retirement costs (7,930)
Change in group insurance costs (52,000)
Other benefit cost adjustments (20,500)
Other Cost Adjustments:
Increase in training 6,640
Increase in safety equipment/tools 21,000
Decrease in other contractual services (10,000)
Decrease in other professional services (34,000)
Decrease in property&general liability insurance (1,720,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 3,482
2020-21 Proposed Budget - Total Operating Requirements $ 3,917,452
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 67,500
Change in OCERS retirement costs 6,700
Change in group insurance costs 7,500
Other benefit cost adjustments 2,400
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 2,358
2021-22 Proposed Budget - Total Operating Requirements $ 4,003,910
Section 6- Page 19
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 1,276,140 $ 1,377,330 $ 1,088,770 $ 1,242,300 (9.80%) $ 1,326,400 6.77%
Supplies 336,561 514,880 559,815 542,802 5.42% 545,160 0.43%
Professional&Contractual Services 1,991,202 2,137,500 2,099,500 2,091,500 (2.15%) 2,091,500 0.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance 3,768 3,050 4,550 4,550 49.18% 4,550 0.00%
Utilities - - - - - - -
Other 1,330,086 1,752,600 1,754,800 36,300 (97.93%) 36,300 0.00%
Total $ 4,937,757 $ 5,785,360 $ 5,507,435 $ 3,917,452 (32.29%) $ 4,003,910 2.21%
Expenditure Trends
$5,452,890 $5,785,360
$4,276,844 $4,937,757
$3,917,452 $4,003,910
2017 2018 2019 2020 2021 2022
Section 6 - Page 20
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Administrative Services Administration
210
GENERAL
MANAGER
ASSISTANT
GENERAL
MANAGER
ADMINISTRATIVE
ASSISTANT
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Administrative / Clerical 1.0 3-3-3-3
\
1 1
Total 1.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 21
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Administrative Services Administration Division is to oversee the functions of the Financial
Management, Contracts, Purchasing, & Materials Management, and Information Technology Divisions. This
oversight includes both day-to-day operations and strategic planning. The division is the departmental liaison with
Executive Management, the Administration Committee, the Board of Directors, and other departments of OCSD.
2019-20 Performance Measures 2019-20 Performance Results
♦ Submittal of annual sewer service fees (SSF)within ♦ Submittal completed in time for placement on
property parcel database to the County by secured property tax bills.
August loth
♦ All Treasury investments will be in compliance with ♦ All Treasury investments in compliance 94.54% of
the State Government Code 100% of the time. the time.
♦ Coordinate and uphold solicitation schedules in ♦ Solicitation schedules upheld at 100% completion.
support of planned projects and emergency
procurements.
2020-21 &2021-22 Performance Objectives
♦ Submit annual sewer service fees (SSF)within property parcel database to the County by August 101n
♦ Comply with the California State Government Code 100% of the time with all treasury investments.
♦ Coordinate and uphold solicitation schedules in support of planned projects and emergency procurements.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Submit SSF to the County Yes Yes Expected Expected In-house
by August loth standard
♦ Investment Compliance 100% 94.54% 100% 100% In-house
standard
♦ Uphold Solicitation 100% 100% 100% 100% In-house
Schedules standard
Section 6 - Page 22
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Administrative Services Administration
Budget Overview
The FY 2020-21 & 2021-22 budgets for the Administrative Services Administration &Consolidated Service
Divisions reflect an increase of 4034% and an increase of 4% over the prior year, respectively. The increase is
primarily due to general manager contingency& prior year reappropriation, property&general liability Insurance,
and utility costs being reallocated to Administration/Consolidated Service divisions.
2019-20 Adjusted Budget - Total Operating Requirements $ 180,710
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 77,100
Change in OCERS retirement costs 13,750
Change in group insurance costs (16,700)
Other benefit cost adjustments 1,644,700
Other Cost Adjustments:
Increase in legal expense 6,190
Increase in utilities 1,260,677
Increase in property tax 76,500
Increase in contractual services 1,184,003
Increase in property&general liability insurance 1,800,000
Increase in general manager contingency& reappropriation 1,234,055
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 9,830
2020-21 Proposed Budget - Total Operating Requirements $ 7,470,815
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 246,300
Change in OCERS retirement costs 40,800
Change in group insurance costs 4,300
Other benefit cost adjustments 300
Other Cost Adjustments:
Increase in county service fee 14,669
Decrease in general manager contingency&reappropriation (39,224)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 2,221
2021-22 Proposed Budget - Total Operating Requirements $ 7,740,181
Section 6- Page 23
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2020-21 & 2021 -22 Budget
2019-20
Operating Expenses 2018-19 Revised 2019-20 2020-21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 488,271 $ 165,150 $ 534,200 $ 1,884,000 1040.78% $ 2,175,700 15.48%
Supplies 3,829 500 1,265 76,850 15270.00% 76,850 0.00%
Professional&Contractual Services 50,783 15,000 20,790 1,205,193 7934.62% 1,220,262 125%
Research&Monitoring - - - - - - -
Repairs&Maintenance - - -
Utilities - - - 1,260,677 - 1,262,498 0.14%
Other 29 60 40 3,044,095 5073391.67% 3,004,871 (129%)
Total $ 542,912 $ 180,710 $ 556,295 $ 7,470,815 1 4034.15% $ 7,740,181 1 3.61%
Expenditure Trends
$7,470,81s $7,740,181
$503,698
$426,607 .$542,912
$180,710
2017 2018 2019 2020 2021 2022
Section 6 - Page 24
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Financial Management
220
ASSISTANT GENERAL
MANAGER
CONTROLLER
PRINCIPAL SENIOR
STAFF ACCOUNTANT
ANALYST(2)
ACCOUNTING ACCOUNTING ACCOUNTING
SUPERVISOR- SUPERVISOR- SUPERVISOR-
Financial Reporting Payroll and Budget and
and Accounts Payable Revenue Planning
PRINCIPAL
PRINCIPAL PRINCIPAL SENIOR STAFF PROJECT
ACCOUNTANT ACCOUNTANT ANALYST CONTROLS
ANALYST
ACCOUNTANT PAYROLL ACCOUNTING PRINCIPAL STAFF
TECHNICIAN(2) ASSISTANT II(3) ANALYST(2)
ACCOUNTING SENIOR
ASSISTANT II(3) ACCOUNTANT
ACCOUNTANT
Staffing Trends
2020-21 &2021-22 Authorized FTE Positions
24 24
Manager 1.0 19 19 19 19/
Supervisors/ Professionals 15.0
Administrative & Clerical 8.0
Total 24.0
2017 2018 2019 2020 2021 2022
Section 6 - Page 25
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Financial Management Division is to maintain financial oversight and administration of all
Sanitation District funds and accounts. The Financial Management Division is responsible for administering the
treasury management and debt financing programs, the processing of cash receipts, accounts payable, accounts
receivable, user fees, and payroll, accounting for fixed assets, and coordinating the capital and operating budget
process throughout the Sanitation District. The annual audit required by law and all financial reporting required of
special districts by the State of California is coordinated and administered through this division.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Issue monthly financial reports within 10 working days ♦ Goal was achieved.
of the following month for 83% of the year.
♦ No more than 30 invoices for payment outstanding ♦ No more than 30 invoices for payment outstanding
longer than 30 days during the completion of any one longer than 30 days during the completion of any
accounts payable cycle 90%of the time. one accounts payable cycle 100% of the time.
♦ The current backlog of rebate claims will be ♦ All sewer service fee rebate requests were
processed resulting in all claims being processed with processed within 90 days 100% of the time.
90 days of receipt.
♦ Payroll processing will be completed on time 100%of ♦ Payroll was processed with an error-free rate of
the time and error free >99.5% of the time. 100% on a bi-weekly and interim basis.
♦ All debt service payments will be paid electronically, ♦ All debt service payments were paid electronically,
on the actual due dates, and error free 100%of the on the actual due dates, and error free 100%of the
time. time.
♦ All treasury investments will be in compliance with the ♦ All treasury investments were in compliance with the
California State Government Code 100%of the time. California State Government Code 94.54%of the
time.
2020-21 &2021-22 Performance Objectives
♦ Issue monthly financial reports within 10 working days of the following month for 83% of the year.
♦ No more than 30 invoices for payment shall be outstanding longer than 30 days during the completion of any
one accounts payable cycle 90% of the time.
♦ Rebate claims will be processed within 90 days of receipt 90% of the time.
♦ Payroll processing will be completed on time 100% of the time and error free >99.5% of the time.
♦ All debt service payments will be paid electronically, on the actual due dates, and error free 100% of the time.
♦ All treasury investments will be in compliance with the California State Government Code 100% of the time.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Financial Reports Issuance 83% 83% 83% 83% In-house standard
Standard
♦ Accounts Payable Standard 100% 100% 90% 90% In-house standard
♦ Sewer Service Refund 90 Day 100% 100% 90% 90% In-house standard
Standard
♦ Payroll Error Free Standard 100% 100% 99.5% 99.5% In-house standard
♦ Debt Service Payment Standard 100% 100% 100% 100% In-house standard
♦ Investment Compliance 100% 94.54% 100% 100% In-house standard
Section 6- Page 26
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Financial Management
Budget Overview
The FY 2020-21 &2021-22 budgets for the Financial Management Division reflects a 20% increase and an
increase of 4% over the prior year, respectively. The minimal increase in 2020-21 is primarily due to the increase
in personnel costs due to internal reorganization, and utility& repair costs from rental properties, offset by a
decrease in county service fee. The 2021-22 decrease is primarily due to increases in personnel costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 3,442,410
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 1,038,200
Change in OCERS retirement costs 133,450
Change in group insurance costs 39,300
Other benefit cost adjustments (13,700)
Other Cost Adjustments:
Increase in meeting/training 16,545
Decrease in county service fee (512,410)
Decrease in other contractual service (345,000)
Increase in other professional services 227,425
Increase in utilities 24,055
Increase in repairs & maintenance 97,078
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,510)
2020-21 Proposed Budget - Total Operating Requirements $ 4,145,843
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 128,400
Change in OCERS retirement costs 15,500
Change in group insurance costs 19,200
Other benefit cost adjustments 6,400
Other Cost Adjustments:
Decrease in meeting/training (1,815)
Decrease in other contractual service (10,000)
Decrease in other professional services (17,875)
Increase in repairs & maintenance 1,843
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 3,582
2021-22 Proposed Budget - Total Operating Requirements $ 4,291,078
Section 6- Page 27
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 2,416,215 $ 2,283,750 $ 2,811,600 $ 3,481,000 52.42% $ 3,650,500 4.87%
Supplies 23,528 40,610 40,065 56,595 39.36% 55,100 (2.64%)
Professional&Contractual Services 535,184 1,117,670 1,136,841 486,185 (56.50%) 461,210 (5.14%)
Research&Monitoring - - - - - - -
Repairs&Maintenance - - 97,078 - 98,921 1.90%
Utilities - - - 24,055 - 24,417 1.50%
Other 437 380 880 930 144.74% 930 0.00%
Total $ 2,975,364 $ 3,442,410 $ 3,989,386 $ 4,145,843 20.43% $ 4,291,078 3.50%
Expenditure Trends
$4,145,843 $4,291,078
$3,928,939
$3,234,439 -53,442,410
$2,975,364
2017 2018 2019 2020 2021 2022
Section 6 - Page 28
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Contracts, Purchasing, & Materials Management
230
ASSISTANT GENERAL
MANAGER
CONTRACTS&
PURCHASING
MANAGER
SENIOR STAFF
ANALYST
CONTRACTS PURCHASING MATERIALS
SUPERVISOR SUPERVISOR CONTROL
SUPERVISOR
PRINCIPAL LEAD
CONTRACTS PRINCIPAL BUYER STOREKEEPER(2)
ADMINISTRATOR(2)
SENIOR SENIOR
CONTRACTS SENIOR BUYER(2) STOREKEEPER(3)
ADMINISTRATOR(3)
CONTRACTS BUYER(2) STOREKEEPER(4)
ADMINISTRATOR(3)
CONTRACTS/ CONTRACTS/
PURCHASING PURCHASING
ASSISTANT(2) ASSISTANT(2)
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.00 32 32 32 32 31 31
Supervisors/ Professionals 17.00
Administrative & Clerical 13.00
Total 31.00 2017 2018 2019 2020 2021 2022
Section 6 - Page 29
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2020-21 & 2021 -22 Budget
Service Description
The Contracts, Purchasing and Materials Management Division's goal is to provide equipment, services and
information with the commitment to achieving the highest ethical, economic and progressive contracts and
purchasing standards possible. The division is responsible for contract administration and procurement for all the
Sanitation Districts' departments. The Districts'warehouses receive, inventory and distribute supplies, materials
and equipment to all departments in addition to inventory control analysis and surplus disposition.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Re-implement the cycle count program and maintain ♦ Achieved.
a 97% accuracy rate or better.
♦ Obtain the 2019 "Achievement of Excellence in ♦ AEP award received.
Procurement" (AEP) award by meeting all National
requirements.
♦ Successfully implement a new surplus ordinance. ♦ Achieved.
♦ Conduct District-wide procurement training. ♦ In progress.
♦ Successfully implement a new Purchasing ♦ Completed.
Ordinance.
2020-21 &2021-22 Performance Objectives
♦ Re-implement the cycle count program and maintain a 97% accuracy rate or better.
♦ Obtain the annual "Achievement of Excellence in Procurement" (AEP) award by meeting all National
requirements.
♦ Conduct District-wide procurement training.
♦ Review and track Certificates of Insurance for vendors and contractors.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Cycle Count Achieved Achieved Achieve Achieve APICS standard
♦ AEP Award Obtained Obtained Obtain Obtain NPI, NAPM, NIGP, &
CAPPO standards
♦ Procurement Training In Progress In Progress In Progress In Progress Best Practices
♦ Insurance Tracking N/A Implement Achieve Achieve Contract Compliance
Section 6- Page 30
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Contracts, Purchasing, & Materials Management
Budget Overview
The FY 2020-21 & 2021-22 budgets for the Contracts, Purchasing, & Materials Management Division reflect a
decrease of 7% and an increase of 4% over the prior year, respectively. These changes are primarily due to
decrease in personnel costs and temporary services.
2019-20 Adjusted Budget - Total Operating Requirements $ 4,966,960
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) (178,900)
Change in OCERS retirement costs (84,400)
Change in group insurance costs (105,000)
Other benefit cost adjustments (16,100)
Other Cost Adjustments:
Increase in minor furniture &fixtures 32,500
Increase in training 10,080
Increase in misc. operating supplies 11,000
Decrease in temporary services (65,000)
Increase in software program consult 25,000
Decrease in loss on obsolete inventory (10,000)
Increase in legal expenses 10,000
Increase in other operating supplies 24,500
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,634)
2020-21 Proposed Budget - Total Operating Requirements $ 4,619,006
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 162,000
Change in OCERS retirement costs 19,200
Change in group insurance costs 25,100
Other benefit cost adjustments 8,600
Other Cost Adjustments:
Decrease in minor furniture/fixture (32,500)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,234)
2021-22 Proposed Budget - Total Operating Requirements $ 4,800,172
Section 6- Page 31
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 4,460,836 $ 4,617,600 $ 3,914,100 $ 4,233,200 (8.32%) $ 4,448,100 5.08%
Supplies 44,045 44,860 95,594 96,186 114.41% 62,452 (35.07%)
Professional&Contractual Services 208,093 205,000 130,490 175,000 (14.63%) 175,000 0.00%
Research&Monitoring - - - - - -
Repairs&Maintenance (39,558) (26,140) -
Utilities - - - - - - -
Other 1 1,011,384 1 99,500 124,480 1 114,620 15.20% 114,620 0.00%
Total $ 5,684,800 1 $ 4,966,960 $ 4,238,524 1 $ 4,619,006 (7.01%) $ 4,800,172 3.92%
Expenditure Trends
$5,684,800
iiiiiiiiiiiiiiij $4,966,960 $4,800,172
$4,470,980 $4,208,27 $4,619,006
2017 2018 2019 2020 2021 2022
Section 6- Page 32
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Information Technology
250
ASSISTANT GENERAL
MANAGER
INFORMATION
TECHNOLOGY
SYSTEMS&
OPERATIONS
MANAGER
ADMINISTRATIVE
ASSISTANT
INFORMATION INFORMATION INFORMATION
TECHNOLOGY TECHNOLOGY TECHNOLOGY
SUPERVISOR SUPERVISOR SUPERVISOR
SENIOR PRINCIPAL SENIOR PRINCIPAL SENIOR
INFORMATION DATA INFORMATION INFORMATION INFORMATION INFORMATION
TECHNOLOGY MANAGEMENT TECHNOLOGY TECHNOLOGY TECHNOLOGY TECHNOLOGY
ANALYST TECH II(6) ANALYST(3) ANALYST(3) ANALYST(4) ANALYST(6)
INFORMATION DATA INFORMATION INFORMATION INFORMATION INFORMATION
TECHOLOGY MANAGEMENT TECHNOLOGY TECHNOLOGY TECHNOLOGY TECHNOLOGY
ANALYST III(3) TECH 1(3) ANALYST III (3) TECH II(2) ANALYST III(2) ANALYST II(3)
STAFF
ANALYST
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.0
Supervisors / Professionals 32.0
Technical Staff 11.0 45 45 46 46 45 45
Administrative/Clerical 1.0
Total 45.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 33
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2020-21 & 2021 -22 Budget
Service Description
The Information Technology Division provides support to the users of the Sanitation District's information
technology related assets and services, as well as developing and implementing technology solutions that best
meet the needs of the Sanitation District. The Division procures and manages computer hardware/software and
provides end user support with a Service Desk that performs computer and telecommunications installations,
moves, and changes. The Division is also responsible for the design, installation, maintenance, troubleshooting,
and upgrades of all enterprise applications, networking infrastructure component and back-end computer system,
wireless connectivity, plant radio system, public address system, fire system, cyber security infrastructure and
system, reprographics, and copy center. Additionally, this Division work closely with every department and
division in developing an understanding of the organization's software application and information requirements
and provides systems analysis, design, custom programming, system implementation and integration,
database/data warehousing and support.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Replace Obsolete Computers. ♦ Replaced 44% of obsolete inventory.
♦ Maintain Safety Scorecard above 90%. ♦ The Safety Scorecard is at 100%.
♦ Cyber Security Awareness/Protection - better the ♦ OCSD's phish-prone percentage has decreased
industry average by 15%. and is 27% better than industry average.
♦ Manage Operating Budget between 96%-100% of ♦ Currently spent 95% of approved budget.
approved budget.
2020-21 &2021-22 Performance Objectives
♦ Replace obsolete desktop, mobile, and server computers.
♦ Maintain a Safely Scorecard above 95%for overall score.
♦ Cyber Security Awareness/Protection —report on the overall effectiveness of the phishing campaign and
better the industry average by 15% yearly.
♦ Replace 30% of obsolete network infrastructure for OCSD's office computing.
♦ Manage Operating Budget between 96% and 100% of approved budget.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Replace Obsolete Desktop, 11% 15% 25% of total 25% of total Rotate Desktops Every 5
Mobile, and Server computers computers Years, Mobiles 3 Years
Computers
♦ Maintain a Safety Scorecard 100% 100% 95% 95% Sanitation District Goal
above 95%for Overall Score
♦ Cyber Security N/A 27% 15% 15% GM Workplan
Awareness/Protection
♦ Replace Obsolete Network N/A N/A 30% 30% Cyber security and system
Infrastructure for OCSD's availability
Office Computing
♦ Manage Operating Budget 85% 98% 96-100% 96-100% Sanitation District Goal
Section 6- Page 34
Go to Table of Contents
Information Technology
Budget Overview
The FY 2020-21 & 2021-22 budgets for the Information Technology Division reflect a decrease of 1% and an
increase of 2% over the prior year, respectively. The decrease is primarily due to decrease in utility costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 12,159,200
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 385,000
Change in OCERS retirement costs (3,560)
Change in group insurance costs (110,400)
Other benefit cost adjustments (57,800)
Other Cost Adjustments:
Increase in printing & publication 29,780
Decrease in temporary services (38,640)
Decrease in other contractual services (20,000)
Decrease in legal services (175,000)
Increase in other professional services 300,000
Increase in service maintenance agreements 125,000
Decrease in telephone (500,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (270)
2020-21 Proposed Budget - Total Operating Requirements $ 12,093,310
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 281,300
Change in OCERS retirement costs 32,900
Change in group insurance costs 36,100
Other benefit cost adjustments 12,000
Other Cost Adjustments:
Increase in printing & publication 10,000
Decrease in temporary services (31,360)
Increase in small computers 25,000
Decrease in other professional services (300,000)
Increase in service maintenance agreements 125,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services -
2021-22 Proposed Budget - Total Operating Requirements $ 12,284,250
Section 6- Page 35
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 7,657,290 $ 7,006,960 $ 7,125,300 $ 7,220,200 3.04% $ 7,582,500 5.02%
Supplies 858,021 1,254,750 1,238,950 1,304,410 3.96% 1,339,410 2.68%
Professional&Contractual Services 383,554 625,000 360,010 691,360 10.62% 360,000 (47.93%)
Research&Monitoring - - - - -
Repairs&Maintenance 2,233,453 2,700,000 2,675,000 2,825,000 4.63% 2,950,000 4.42%
Utilities 452,722 500,000 500,000 - (100.00%) - -
Other 25,842 72,490 30,840 52,340 (27.80%) 52,340 0.00%
Total $11,610,882 $12,159,200 $11,930,100 $12,093,310 (0.54%) $12,284,250 1.58%
Expenditure Trends
$12,159,200 $12,093,310 $12,284,250
$11,61 O,882
$10,030,624
$9,611,5 84
2017 2018 2019 2020 2021 2022
Section 6 - Page 36
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Environmental Services Administration
610
GENERAL
MANAGER
DIRECTOR OF
ENVIRONMENTAL
SERVICES
EXECUTIVE
ASSISTANT
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Executive Manager 1.00
Administrative / Clerical 1.00
2 2 2 2 2 2
Total 2.00 2017 2018 2019 2020 2021 2022
Section 6 - Page 37
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2020-21 & 2021 -22 Budget
Service Description
The Environmental Services Administration Division provides leadership, support, and oversight of the
Environmental Services Department staff whose mission is: Protecting staff, facilities, the environment, and the
public by influencing, tracking and ensuring compliance with environmental permits and regulations; providing
laboratory services for plant process optimization, recreational water quality, and industrial discharge monitoring;
and controlling industrial, commercial and residential discharges to create water, biosolids, and energy for reuse.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Manage operating expenditures to within 96% to ♦ On Track to meet goal of 96-100%
100% of the approved budget.
♦ Ensure that reporting divisions achieve 90% of ♦ All objectives were met.
individual performance objectives.
♦ Ensure all environmental compliance reporting ♦ On track.
requirements are met on or before required
submission date 100% of the time.
♦ Audit environmental permits every 3 years. ♦ On track.
2020-21 &2021-22 Performance Objectives
♦ Manage operating expenditures to within 96% to 100% of the approved budget.
♦ Ensure that reporting divisions achieve 90% of individual performance objectives.
♦ Ensure all environmental compliance reporting requirements are met on or before required submission date
100% of the time.
♦ Conduct audits of all major environmental permits with adopted audit schedule: 1-5 years.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Manage Budget 100% 96-100% 96-100% 96-100% In-house standard
♦ Department Performance > 90% > 90% >_90% >_ 90% In-house standard &
Objectives permit req.
♦ Compliance Reporting 100% 95% 100% 100% Required by permit
Requirements
♦ Audit Environmental Permits 100% 100% 100% 100% In-house standard &
Every 3 Years permit req.
Section 6- Page 38
Go to Table of Contents
Environmental Services Administration
Budget Overview
The FY 2020-21 &2021-22 budgets for the Environmental Services Administration Division reflect an increase of
48% and 8% over the prior year, respectively. The increase is primarily due to salary and benefits adjustments
and research and monitoring costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 619,510
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 221,500
Change in OCERS retirement costs 26,160
Change in group insurance costs (1,300)
Other benefit cost adjustments 2,800
Other Cost Adjustments:
Increase in research &monitoring 50,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (2,950)
2020-21 Proposed Budget - Total Operating Requirements $ 915,720
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 21,100
Change in OCERS retirement costs 2,400
Change in group insurance costs 1,800
Other benefit cost adjustments 600
Other Cost Adjustments:
Increase in research &monitoring 50,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services -
2021-22 Proposed Budget - Total Operating Requirements $ 991,620
Section 6- Page 39
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2020-21 & 2021 -22 Budget
2019-20
Operating Expenses 2018-19 Revised 2019.20 2020-21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 404,536 $ 155,140 $ 384,500 $ 404,300 160.60% $ 430,200 6.41%
Supplies 7,490 12,330 9,160 11,420 (7.38%) 11,420 0.00%
Professional&Contractual Services 910 2,000 - - (100.00%) - -
Research&Monitoring 401,321 450,000 475,000 500,000 11.11% 550,000 10.00%
Repairs&Maintenance - - - - - - -
Utilities - -
Other 33 40 - - (100.00%) - -
Total $ 814,290 $ 619,510 $ 868,660 $ 915,720 47.81% $ 991,620 8.29%
Expenditure Trends
$991,620
$877,581 $873,774 $915,720
$814,290
$619,510
2017 2018 2019 2020 2021 2022
Section 6 - Page 40
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Resource Protection
620
DIRECTOR OF
ENVIRONMENTAL
SERVICES
ENGINEERING
MANAGER
ADMINISTRATIVE OFFICE
ASSISTANT ASSISTANT
SOURCE CONTROL ENGINEERING ENGINEERING
SUPERVISOR SUPERVISOR SUPERVISOR
PRINCIPAL LEAD SOURCE SENIOR SENIOR
ENVIRONMENTAL CONTROL ENGINEER ENGINEER
SPECIALIST INSPECTOR
SOURCE SOURCE
CONTROL CONTROL ENGINEER ENGINEER(4)
INSPECTOR II(6) INSPECTOR 1(3)
ENVIRONMENTAL ADMINISTRATIVE PRINCIPAL ASSOCIATE
TECHNICIAN(3) ASSISTANT ENVIRONMENTAL ENGINEER(2)
SPECIALIST(2)
PROGRAM SENIOR
ASSISTANT(2) ENVIRONMENTAL
SPECIALIST
PROGRAM
ASSISTANT(2)
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.0
Supervisors / Professionals 16.0
Technical Staff 13.0 47\37 37 37 37 37
Administrative / Clerical 7.0
Total 37.0 2017 2018 2017 2018 2021 2022
Section 6 - Page 41
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2020-21 & 2021 -22 Budget
Service Description
The Resource Protection Division fulfills regulatory requirements with federal, state, and local pretreatment
regulations, Ordinance terms and conditions, and supports water reclamation and reuse. This is done in the most
cost effective, practical, and beneficial manner that meets regulatory requirements, protects the Sanitation
District's assets, employees and ocean discharge.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Meet 100% of regulatory deadlines for required ♦ To date 100% compliance.
pretreatment program reports.
♦ Implement Ordinance terms and conditions, ♦ To date 100% compliance.
enforcing prohibitions (e.g. stormwater, slug
discharges, etc.).
♦ Issue and renew 100% of the industrial wastewater ♦ Staff issued and renewed 100% of the industrial
permits prior to the expiration date. wastewater permits prior to the expiration dates.
♦ Complete all assigned inspections and monitoring ♦ Staff completed all assigned inspections and
of Class I industrial permit holders. monitoring of Class I industrial permit holders.
♦ Support of GWRS, special projects and routine ♦ Staff is supporting GWRS, special projects and
monitoring requirements. routine monitoring requirements.
2020-21 & 2021-22 Performance Objectives
♦ Ensure the division's expenditures are managed to 98-100% of proposed budget.
♦ Meet 100%of regulatory deadlines for required pretreatment program reports.
♦ Implement Ordinance terms and conditions, enforcing prohibitions (e.g. stormwater, slug discharges, etc.).
♦ Issue and renew 100%of the industrial wastewater permits prior to the expiration date.
♦ Complete all assigned inspections and monitoring of Class I industrial permit holders.
♦ Support of GWRS, special projects and routine monitoring requirements.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Manage Division Budget 101% 100% 100% 100% In-house Standard
♦ Meet 100%of Regulatory 100% 100% 100% 100% NPDES Permit
Deadlines (Reports) Requirement
♦ Implement Ordinance 100% 100% N/A N/A Federal Pretreatment
Requirement
♦ Industrial Permit 100% 100% 100% 100% Federal Rule and
Issuance/Renewal Permit Requirement
♦ Inspections/Monitoring 100% 100% 100% 100% Federal Rule and
Permit Requirement
♦ Support GWRS, special
projects, and routine 100% 100% 100% 100% Joint Agreement
monitoring.
Section 6 - Page 42
Go to Table of Contents
Resource Protection
Budget Overview
The FY 2020-21 &2021-22 budget for the Resource Protection Division reflects an increase of 7% and an
increase of 8% over the prior year, respectively, primarily due to an increase in environmental consulting services,
operating materials and supplies, and legal services.
2019-20 Adjusted Budget - Total Operating Requirements $ 5,754,790
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 276,100
Change in OCERS retirement costs (1,970)
Change in group insurance costs (80,400)
Other benefit cost adjustments (122,100)
Other Cost Adjustments:
Increase in operating materials &supplies 175,000
Increase in temporary services 25,000
Increase in legal services 35,000
Increase in enviro scientific consulting services 60,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 8,830
2020-21 Proposed Budget - Total Operating Requirements $ 6,130,250
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 218,400
Change in OCERS retirement costs 26,300
Change in group insurance costs 29,100
Other benefit cost adjustments 9,900
Other Cost Adjustments:
Decrease in operating materials &supplies (175,000)
Decrease in temporary services (25,000)
Increase in enviro scientific consulting services 400,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 3,620
2021-22 Proposed Budget - Total Operating Requirements $ 6,617,570
Section 6- Page 43
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 5,707,762 $ 5,408,970 $ 5,159,900 $ 5,480,600 1.32% $ 5,764,300 5.18%
Supplies 131,908 170,090 178,090 348,110 104.66% 176,730 (4923%)
Professional&Contractual Services 187,163 166,660 113,010 286,600 71.97% 661,600 130.84%
Research&Monitoring - - - - - - -
Repairs&Maintenance 10,988 7,330 11,060 14,000 91.00% 14,000 0.00%
Utilities - - - - - - -
Other 385 1,740 1,000 940 (45.98%) 940 0.00%
Total $ 6,038,206 $ 5,754,790 $ 5,463,060 $ 6,130,250 6.52% $ 6,617,570 7.95%
Expenditure Trends
$6,617,570
$6,038,206 $6,130,250
$5,754,790
$5,676,790
5-41904,370
2017 2018 2019 2020 2021 2022
Section 6- Page 44
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Laboratory, Monitoring & Compliance
630
DIRECTOR OF
ENVIRONMENTAL
SERVICES
LABORATORY,
MONITORING,AND
COMPLIANCE
MANAGER
PRINCIPAL PRINCIPAL
SENIOR F
INISTRATIVE
ENVIRONMENTAL SCIENTIST ENVIRONMENTALSSISTANT
SPECIALIST SPECIALIST(.5)
ENVIRONMENTAL ENVIRONMENTAL ENVIRONMENTAL ENVIRONMENTAL
SUPERVISOR—
SUPERVISOR— SUPERVISOR—
SUPERVISOR—
Analytical Chemistry Microbiology& Ocean Monitoring Environmental
General Chemistry Compliance
PRINCIPAL PRINCIPAL SENIOR PRINCIPAL
ENVIRONMENTAL ENVIRONMENTAL SCIENTIST SCIENTIST ENVIRONMENTAL
SPECIALIST(3) SPECIALIST(2) SPECIALIST(1.5)
SENIOR SENIOR PRINCIPAL SENIOR SENIOR
ENVIRONMENTAL ENVIRONMENTAL ENVIRONMENTAL ENVIRONMENTAL ENVIRONMENTAL
SPECIALIST(6) SPECIALIST(3) SPECIALIST SPECIALIST(6) SPECIALIST(3)
ENVIRONMENTAL ENVIRONMENTAL ENVIRONMENTAL BOAT SENIOR
SPECIALIST 3 3 SPECIALIST CAPTAIN REGULATORY
( ) SPECIALIST( ) SPECIALIST(2)
REGULATORY
ENVIRONMENTAL
SENIOR SCIENTIST TECHNICIAN(3) SPECIALIST(3)
SCIENTIST
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.0
Supervisors / Professionals 49.0 /s2 52 5z sa 5a
Technical Staff 3.0 a2
Administrative/ Clerical 1.0
Total 54.0 2017 2018 2019 2020 2021 2022
Section 6- Page 45
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Laboratory, Monitoring & Compliance Division is to perform sampling, environmental and
process monitoring, accurate analysis, evaluation and compliance reporting for collection system, treatment
processes, air emissions, coastal water quality, marine sediments and fish populations within the influence of
OCSD's wastewater discharge and comparison sites to evaluate and address issues of concern to the Sanitation
District.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Continued efficiency improvement as measured by ♦ Met all internal benchmarks in all major areas of
internal standards and industry benchmarking with laboratory established through regional
regional laboratories. benchmarking.
♦ Successful performance on proficiency test ♦ Completed all proficiency tests on time and
standards 100% correctly in no more than two passed 100% on the first attempt.
attempts and achieve no less than 95% correct
results on the first attempt.
♦ Manage division controllable costs to within 5% of ♦ Managed division controllable costs to 99.41% of
projection. projected budget.
♦ Support of GWRS, special projects and routine ♦ All samples were collected, analyzed and
monitoring requirements. reported on schedule, as defined by permit and
interagency agreements.
♦ Meet all NPDES Permit compliance standards, ♦ Met all monitoring and reporting requirements as
Strategic Initiatives and Strategic Process Studies to defined by permit and RWQCB.
advance OCSD's Mission.
2020-21 &2021-22 Performance Objectives
♦ Continued efficiency improvements as measured by internal standards and benchmarking with other
laboratories.
♦ Successful performance on proficiency test standards 100% correctly in no more than two attempts and
achieve no less than 95% correct results on first attempt.
♦ Manage division controllable costs to within 2% of projection.
♦ Support of GWRS, special projects and routine monitoring requirements.
♦ Meet all NPDES, Permit compliance standards, Strategic Initiatives and Strategic Process Studies to
advance OCSD's Mission.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Laboratory Productivity 100% 100% 100% 100% Internal and external
benchmark comparison.
♦ Laboratory Standards 100% 100% 100% 100% Blind check standards.
♦ Budget 99.85% 100% s100% :5100% In-house standard
♦ Support GWRS 100% 100% 100% 100% Percent of requested work
completed
♦ Permit Compliance 100% 100% 100% 100% Compliance measure
Section 6- Page 46
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Laboratory, Monitoring & Compliance
Budget Overview
The FY 2020-21 & 2021-22 budgets for the Laboratory, Monitoring & Compliance Division reflect an increase of
8% and 3% over the prior year, respectively. The increase is primarily due to salary and benefits adjustments and
an increase in research and monitoring costs, regulatory operating fees, repairs & maintenance costs, partially
offset by a decrease in electricity costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 11,393,290
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 829,000
Change in OCERS retirement costs 81,900
Change in group insurance costs (93,700)
Other benefit cost adjustments (131,100)
Other Cost Adjustments:
Increase in temporary services 20,000
Increase in legal services 15,000
Decrease in audit&accounting services (20,000)
Decrease in enviro scientific consult (20,000)
Increase in other professional services 150,000
Increase in research &monitoring 155,100
Decrease in utilities costs (380,500)
Increase in repairs & maintenances 49,107
Increase in regulatory operating fees 207,100
Increase in minor furniture &fixtures 14,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (4,470)
2020-21 Proposed Budget - Total Operating Requirements $ 12,264,727
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 293,400
Change in OCERS retirement costs 37,200
Change in group insurance costs 42,900
Other benefit cost adjustments 14,400
Other Cost Adjustments:
Decrease in other professional services (148,082)
Increase in research &monitoring 74,000
Increase in repairs & maintenances 10,163
Increase in regulatory operating fees 72,424
Increase in meeting &training 2,995
Increase in lab chemicals &supplies 10,649
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,268)
2021-22 Proposed Budget - Total Operating Requirements $ 12,673,508
Section 6- Page 47
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 8,820,584 $ 8,006,300 $ 8,479,500 $ 8,692,400 8.57% $ 9,080,300 4.46%
Supplies 715,095 719,210 713,020 727,605 1.17% 734,351 0.93%
Professional&Contractual Services 317,838 485,000 377,500 635,035 30.94% 492,083 (22.51%)
Research&Monitoring 534,480 649,600 674,600 804,700 23.88% 878,700 920%
Repairs&Maintenance 292,578 307,640 325,000 356,747 15.96% 366,910 2.85%
Utilities 364,201 380,500 455,610 - (100.00%) - -
Other 819,104 845,040 971,110 1,048,240 24.05% 1,121,164 6.96%
Total $11,863,880 $11,393,290 $11,996,340 $12,264,727 7.65% $12,673,508 3.33%
Expenditure Trends
$12,673,508
$12,2 64,72 7
$11,86 3,880
$11,393,290
$10,681,763
$9,965,352
2017 2018 2019 2020 2021 2022
Section 6- Page 48
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Engineering Administration
710
GENERAL
MANAGER
ASSISTANT GENERAL
MANAGER
EXECUTIVE
ASSISTANT
DIRECTOR OF
ENGINEERING
ADMINISTRATIVE
ASSISTANT
PRINCIPAL STAFF SENIOR STAFF
ANALYST ANALYST
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Executive Manager 1.0
Supervisors/ Professionals 2.0 /s 5
Administrative / Clerical 2.0
2 2 2 2
Total 5.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 49
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Engineering Administration Division is to deliver world class engineered projects through
skilled staff, technical excellence, proactive project planning, effective project delivery, effective communication,
and critical thinking.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Expend 90 to 100% of project annual CIP cash ♦ Expected to expend 76%.
flow.
♦ Ensure the department's expenditures are ♦ Expected to be 90-100%.
managed to 90- 100% of approved budget.
♦ Ensure that reporting divisions achieve 90% of ♦ Expected to be 95%.
individual performance objectives.
♦ Prepare and maintain 20-year District-wide ♦ Yes.
capital plan.
2020-21 &2021-22 Performance Objectives
♦ Expend 90-100% of project annual CIP cash flow.
♦ Ensure the department's expenditures are managed to within 90-100% of the proposed budgets.
♦ Ensure that reporting divisions achieve 90% of individual performance objectives.
♦ Prepare and maintain a 20-year District-wide capital plan coordinating research, condition assessment,
regulatory requirements, changing levels of service, and projected capacity requirements.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Expend 90-100% of Project 89.8% 76% 90-100% 90-100% In-house standard
Annual CIP Cash Flow
♦ Ensure Department's 96.5% 90-100% 96-100% 96-100% In-house standard
Expenditures 90-100%
♦ Ensure Reporting Divisions 951 95% 90% min 90% min In-house standard
Achieve 90% Performance
Measures
♦ Prepare & Maintain 20-year Yes Yes Yes Yes In-house standard
District-wide Capital Plan
Section 6- Page 50
Go to Table of Contents
Engineering Administration
Budget Overview
The FY 2020-21 & 2021-22 budgets for the Engineering Administration Division reflect an increase of 70% and an
increase of 7% over the prior year, respectively. This is primarily due to increases in salary and benefits
adjustments.
2019-20 Adjusted Budget - Total Operating Requirements $ 753,920
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 415,400
Change in OCERS retirement costs 60,410
Change in group insurance costs 39,200
Other benefit cost adjustments 10,800
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,650)
2020-21 Proposed Budget - Total Operating Requirements $ 1,278,080
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 71,600
Change in OCERS retirement costs 10,800
Change in group insurance costs 5,400
Other benefit cost adjustments 1,600
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 50
2021-22 Proposed Budget - Total Operating Requirements $ 1,367,530
Section 6- Page 51
Go to Table of Contents
2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018-19 Revised 2019-20 2020-21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 720,423 $ 746,490 $ 1,072,200 $ 1,272,300 70.44% $ 1,361,700 7.03%
Supplies 4,655 7,390 3,910 5,720 (22.60%) 5,770 0.87%
Professional&Contractual Services - - 1,050 - - -
Research&Monitoring - -
Repairs&Maintenance -
Utilities - - - - - -
Other - 40 40 60 50.00% 60 0.00%
Total $ 725,078 $ 753,920 $ 1,077,200 $ 1,278,080 69.52% $ 1,367,530 7.00%
Expenditure Trends
$1,367,530
$1,2 78,080
$753,920
$725,078
$479,406 $451,013
2017 2018 2019 2020 2021 2022
Section 6 - Page 52
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Planning
740
ASSISTANT GENERAL
MANAGER
DIRECTOR OF
ENGINEERING
ENGINEERING
MANAGER
ENGINEERING ENGINEERING
SUPERVISOR SUPERVISOR
SENIOR PRINCIPAL
ENGINEER(2) STAFF
ANALYST
ENGINEER(6) ENGINEER
ASSOCIATE ENGINEERING
ENGINEER ASSOCIATE
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.0
Supervisors/ Professionals 13.0
Administrative / Clerical 1.0 15 15 14 14 15 15
Total 15.0
2017 2018 2019 2020 2021 2022
Section 6 - Page 53
Go to Table of Contents
2020-21 & 2021 -22 Budget
Service Description
The mission of the Planning Division is to provide a comprehensive Capital Improvement Program for the
Sanitation District considering projected capacity requirements, condition of current assets, projected regulatory
and level of service changes, and business opportunities. The Planning Division takes a lead role in the Asset
Management Program. The Division is also responsible for water resources management, California
Environmental Quality Act (CEQA) preparation and review, annexations, connection permitting, easements, and
interagency agreements.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Ensure the division's expenditures are managed to ♦ Expected to be less than 90%.
within 90-100% of proposed budget.
♦ Facilitate the District-wide project Clearinghouse. ♦ Yes, meetings occur bi-weekly.
♦ Maintain a 20-year District-wide Capital ♦ Completed the 2017 Facilities Master Plan. Since
Improvement Plan (CIP). then, through Asset Management, the 20-year CIP
has been updated on an annual basis.
♦ Response to 100% of environmental ♦ Yes.
correspondence within 45 days.
♦ Complete the Facilities Master Plan Environmental ♦ In progress, expected to be completed during
Impact Report FY21-22.
♦ Complete the Biosolids Master Plan Environmental ♦ Report was completed May 2018.
Impact Report.
2020-21 &2021-22 Performance Objectives
♦ Ensure the division's expenditures are managed to 90-100% of proposed budget.
♦ Facilitate the District-wide project clearinghouse to properly disposition maintenance, repair, replacement
and capital expansion work into projects. Meet regularly and clearly assign tasks.
♦ Maintain a 20-year District-wide Capital Improvement Program considering research, condition assessment,
regulatory requirements, changing levels of service, and projected capacity requirements.
♦ Response to 100% of environmental correspondence within 45 days.
♦ Complete the Facilities Master Plan Program Environmental Impact Report.
♦ Prepare and publish an Asset Management Plan annually.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Manage Budget 109% <90% 90-100% 90-100% In-house standard
♦ Facilitate Project Clearinghouse Yes Yes Yes Yes In-house standard
♦ Maintain a 20-Year CIP Yes Yes Yes Yes In-house standard
♦ CEQA Correspondence 100% 100% 100% 100% CEQA requirement
♦ Facilities Master Plan EIR In Progress In Progress In Progress Yes CEQA requirement
♦ Asset Management Plan Yes Yes Yes Yes CEQA requirement
Section 6 - Page 54
Go to Table of Contents
Planning
Budget Overview
The FY 2020-21 budget for the Planning Division reflect a decrease of 24%. This is primarily due to decrease in
personnel costs, repairs & maintenance, and electricity costs for rental properties that being re-allocated to
Administrative Services Administration/Consolidated Services department. The FY 2021-22 budget reflects an
increase of 3% due to increase in personnel costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 5,414,675
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) (467,100)
Change in OCERS retirement costs (61,550)
Change in group insurance costs (69,100)
Other benefit cost adjustments (15,500)
Other Cost Adjustments:
Decrease in membership (77,460)
Decrease in printing publication (15,900)
Decrease in property tax fees (82,500)
Decrease in janitorial services (58,000)
Decrease in groundskeeping services (11,000)
Decrease in legal services (100,000)
Decrease in other professional services (112,000)
Decrease in repairs & maintenance services and materials (104,900)
Decrease in utilities costs (133,500)
Increase in engineering 25,000
Decrease in misc. operating supplies (7,950)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (2,655)
2020-21 Proposed Budget - Total Operating Requirements $ 4,120,560
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 113,100
Change in OCERS retirement costs 13,000
Change in group insurance costs 11,600
Other benefit cost adjustments 3,800
Other Cost Adjustments:
Increase in membership 4,180
Decrease in meetings &training (2,965)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 250
2021-22 Proposed Budget - Total Operating Requirements $ 4,263,525
Section 6- Page 55
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 2,502,642 $ 3,176,850 $ 2,448,100 $ 2,563,600 (19.30%) $ 2,705,100 5.52%
Supplies 207,914 330,350 239,052 155,495 (52.93%) 156,960 0.94%
Professional&Contractual Services 428,439 1,664,615 924,800 1,400,615 (15.86%) 1,400,615 0.00%
Research&Monitoring - - - - - -
Repairs&Maintenance 331,621 105,000 95,320 100 (99.90%) 100 0.00%
Utilities 115,570 133,500 112,780 - (100.00%) -
Other 1,293 4,360 760 750 (82.80%) 750 0.000o
Total $ 3,587,479 1 $ 5,414,675 1 $ 3,820,812 1 $ 4,120,560 (23.90%) $ 4,263,525 3.47%
Expenditure Trends
$5,414,675
$4,120,560 $4,263,525
$3,384,796 $3,587,479
$2,969,918
2017 2018 2019 2020 2021 2022
Section 6 - Page 56
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Project Management
750
ASSISTANT GENERAL
MANAGER
DIRECTOR OF
ENGINEERING
ENGINEERING
MANAGER
ADMINISTRATIVE
ASSISTANT
ENGINEERING ENGINEERING
SUPERVISOR SUPERVISOR
SENIOR CIP PROJECT
ENGINEER MANAGER
ENGINEER(3) SENIOR
ENGINEER(10)
ASSOCIATE
ENGINEER
ENGINEERING
ASSOCIATE
Staffing Trends
2020-21 &2021-22 Authorized FTE Positions
Manager 1.00
Supervisors/ Professionals 18.00
21 21
Administrative / Clerical 2.00 17 17 16 1s�
Total 21.00
2017 2018 2019 2020 2021 2022
Section 6 - Page 57
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Project Management Office (PMO) Division is to manage the design and construction of new
collection, treatment, and disposal facilities plus the rehabilitation of older facilities to ensure the safe, cost
effective transport and treatment of influent/effluent. This division is responsible for the delivery of projects from
the preliminary design stages through closeout of construction. The division provides standards, processes, and
methodologies to improve project quality, cost, and timeliness.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Ensure that the division's expenditures are managed ♦ Projected to be 55-65%.
to 90-100% of the proposed budget.
♦ Expend 85-105% of budgeted CIP expenditures. ♦ Projected at 76%.
♦ Manage non-construction costs for active projects to ♦ Projected to be 33.7%.
< 37.5% of construction costs.
♦ Maintain a Combined Advertising Variance of< 30 ♦ Projected to be 23 days late.
days late.
♦ Maintain a Combined Completion Variance of< 120 ♦ Projected to be 28 days early.
days late.
2020-21 &2021-22 Performance Objectives
♦ Ensure the division's expenditures are managed to 90-100% of proposed budget.
♦ Expend 85%-105% of budgeted CIP expenditures.
♦ Manage non-construction costs for active projects to < 37.5% of construction costs.
♦ Maintain a Combined Advertising Variance of< 30 days.
♦ Maintain a Combined Completion Variance of< 120 days.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Manage Division Budget 53.13% 90-100% 90-100% 90-100% In-house standard
♦ Expend 85-105% of Projected 89.8% 76% 85-105% 85-105% In-house standard
net CIP outlay
♦ Manage Non-construction 34.7% 33.7% < 37.5% < 37.5% In-house standard
Costs for Active Projects to
<37.5% of Construction Costs
♦ Combined Advertising 15 days 23 days < 30 late < 30 late In-house standard
Variance of< 30 days late
♦ Combined Completion -4 days 78 days < 120 late < 120 late In-house standard
Variance of< 120 days late
Section 6 - Page 58
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Project Management
Budget Overview
The FY 2020-21 &2021-22 budgets for the Project Management Office Division reflect a decrease of 16% and an
increase of 4% over the prior year, respectively. The decrease is primarily due to salary and benefits
adjustments and engineering services. FY 2021-22 increase is due to decrease in personnel costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 5,019,310
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) (368,800)
Change in OCERS retirement costs (95,280)
Change in group insurance costs (54,500)
Other benefit cost adjustments (400)
Other Cost Adjustments:
Decrease in training & meetings expense (10,360)
Decrease in engineering (293,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 675
2020-21 Proposed Budget - Total Operating Requirements $ 4,197,645
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 135,800
Change in OCERS retirement costs 16,100
Change in group insurance costs 17,700
Other benefit cost adjustments 5,900
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 550
2021-22 Proposed Budget - Total Operating Requirements $ 4,373,695
Section 6- Page 59
Go to Table of Contents
2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 3,259,170 $ 4,648,280 $ 4,186,100 $ 4,129,300 (11.16%) $ 4,304,800 4.25%
Supplies 11,952 27,660 18,275 17,945 (35.12%) 18,495 3.06%
Professional&Contractual Services 1,293 343,000 200,000 50,000 (85.42%) 50,000 0.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance 150 - -
Utilities - - - - - - -
Other 233 370 320 400 8.11% 400 0.00%
Total 1 $ 3,272,798 $ 5,019,310 $ 4,404,695 $ 4,197,645 (16.37%) $ 4,373,695 4.19%
Expenditure Trends
$5,019,310
$4,197,645 $4,373,695
$3,272,798
$2,754,464
$2,394,896
2017 2018 2019 2020 2021 2022
Section 6- Page 60
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Design
760
ASSISTANT GENERAL
MANAGER
DIRECTOR OF
ENGINEERING
ENGINEERING
MANAGER
ENGINEER ADMINISTRATIVE
ASSISTANT
ENGINEERING ENGINEERING ENGINEERING ENGINEERING
SUPERVISOR— SUPERVISOR— SUPERVISOR— SUPERVISOR—
Design/Mech Civil Design/Mech Civil E,I&C Design PCI
Collections Plants
SENIOR SENIOR SENIOR PRINCIPAL IT
ENGINEER ENGINEER(4) ENGINEER(5) ANALYST(3)
ENGINEER(2) ENGINEER(2) ENGINEER(2) SENIOR IT
ANALYST(3)
ASSOCIATE ASSOCIATE ITANALYSTIII
ENGINEER ENGINEER
IT ANALYST II
SENIOR
ENGINEER(2)
ENGINEER
Staffing Trends
2020-21 &2021-22 Authorized FTE Positions
Manager 1.0 53 53 54 54
Supervisors/ Professionals 34.0
Administrative / Clerical 1.0 36 36
Total 36.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 61
Go to Table of Contents
2020-21 & 2021 -22 Budget
Service Description
The mission of the Design Division is ensure that all projects are designed to be reliable, maintainable, and operable at
optimum lifecycle costs in accordance with Engineering Standards and codes,with minimal impact to operations,
maintenance, local agencies, and the public and properly commissioned in accordance with the contract documents. This
division provides construction support to ensure projects conform with the contract documents.The division also provides
control system hardware,software and data network support for collections and treatment plant processes that are highly
reliable, safe,secure,online, and available to monitor, record, control,and operate our facilities.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Ensure the division's expenditures are managed to 90-100% ♦ Expected to be 90-100%.
of proposed budget.
♦ Reduce program change order performance towards goal of ♦ 5.3%as of December 31 data.
<5.5%.
♦ Assure all mission critical real-time SCADA systems are ♦ Expected to be 100%.
online and available>99.9%.
♦ SCADA system programming complete and bench tested ♦ Expected to be 100%.
prior to functional acceptance testing.
♦ New electrical equipment is properly modeled and ♦ Expected to be 100%.
equipment is property configured and tested prior to
energization.
♦ Division Injury Rate<2.9 to support OCSD goal of<5.7. ♦ Projected to be 0.0.
♦ Routinely update standards and design guidelines. ♦ > 12 annually.
2018-19&2019-20 Performance Objectives
♦ Ensure division's expenditures are managed to 90-100%of proposed budget.
♦ Manage construction change orders to a CIP Change Order Management Plan goal of 5.5%.
♦ Assure all mission critical real-time SCADA systems are online and available greater than 99.9%(8hr/year of unplanned
downtime).
♦ SCADA system programming is completed and bench tested prior to functional acceptance testing.
♦ New electrical equipment is properly modeled in the power systems software and equipment is properly configured and
tested prior to energization.
♦ Division Injury Incident Rate<2.9 to support OCSD goal of<5.7.
♦ Routinely update standard specifications and design guidelines based on lessons learned from executed projects and the
latest industry standards.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Manage Division Budget 65% 90-100% 90-100% 90-100% In-house standard
♦ Change Order Rate 5.3% 5.3% <5.5% <5.5% In-house standard
♦ SCADA Systems Availability 100% 100% 99.9% 99.9% In-house standard
(less planned downtime)
♦ SCADA System Programming 100% 100% >98% >98% In-house standard
Complete
♦ New Electrical Equipment 100% 100% >98% >98% In-house standard
Configured and Tested.
♦ Injury Incident Rate<2.9 3.1 0.0 <2.9 <2.9 In-house standard
♦ Update Standards 30 12 12 annually 12 annually In-house standard
Section 6- Page 62
Go to Table of Contents
Design
Budget Overview
The FY 2020-21 &2021-22 budgets for the Design Division reflect a decrease of 2% and an increase of 3% over
the prior year, respectively. The decreases is primarily due to salary and benefits adjustments and partially offset
by increase in operating supplies and software program consulting service. The FY 2021/22 budget reflects an
increase of 3% over the prior year, primarily due an increase in personnel costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 7,583,810
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 18,500
Change in OCERS retirement costs (23,760)
Change in group insurance costs (285,200)
Other benefit cost adjustments (73,300)
Other Cost Adjustments:
Increase in minor furniture&fixture 60,000
Increase in meeting &training 44,480
Decrease in legal expenses (10,000)
Increase in software program consult 100,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 1,530
2020-21 Proposed Budget - Total Operating Requirements $ 7,416,060
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 216,800
Change in OCERS retirement costs 26,600
Change in group insurance costs 29,700
Other benefit cost adjustments 9,900
Other Cost Adjustments:
Decrease in minor furniture&fixture (60,000)
Decrease in meeting &training (3,300)
Increase in software program consult 5,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (3,500)
2021-22 Proposed Budget - Total Operating Requirements $ 7,637,260
Section 6- Page 63
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 9,285,485 $ 7,509,460 $ 7,024,700 $ 7,145,700 (4.84%) $ 7,428,700 3.96%
Supplies 27,602 60,270 103,460 162,960 170.38% 96,160 (40.99%)
Professional&Contractual Services 41,622 10,000 30,733 100,000 900.00% 105,000 5.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance 1,497 500 2,000 3,500 600.00% 3,500 0.00%
Utilities - - - - - - -
Other 917 3,580 3,788 3,900 8.94% 3,900 0.00%
Total $ 9,357,123 $ 7,583,810 $ 7,164,681 $ 7,416,060 (2.21%) $ 7,637,260 2.98%
Expenditure Trends
$8,474,088 $9,357,123
$7,623,697 $7,583,810 $7,416,060 $7,637,260
2017 2018 2019 2020 2021 2022
Section 6 - Page 64
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Construction Management
770
ASSISTANT GENERAL
MANAGER
DIRECTOR OF
ENGINEERING
ENGINEERING
MANAGER
ENGINEERING ENGINEERING CONSTRUCTION CONSTRUCTION CONSTRUCTION
SUPERVISOR— SUPERVISOR— INSPECTION INSPECTION INSPECTION
Plant 1 Construction Plant 2 Construction SUPERVISOR— SUPERVISOR— SUPERVISOR—
Management Management Plant 1 Construction QA Plant 2 Construction QA E,I&C QA
SENIOR SENIOR SENIOR SENIOR SENIOR
ENGINEER ENGINEER CONSTRUCTION CONSTRUCTION CONSTRUCTION
INSPECTOR(2) INSPECTOR(2) INSPECTOR(3)
ENGINEER ENGINEER(4) CONSTRUCTION CONSTRUCTION CONSTRUCTION
INSPECTOR(4) INSPECTOR(2) INSPECTOR(3)
ASSOCIATE SENIOR
ENGINEER(2) PLANNER/
SCHEDULER
SENIOR COST PLANNER/
ESTIMATOR SCHEDULER
ENGINEERING ENGINEERING
ASSISTANT II(2) ASSISTANT II(2)
ADMINISTRATIVE ADMINISTRATIVE
ASSISTANT ASSISTANT
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.0
Supervisors/ Professionals 17.0 40 40
Administrative/ Clerical 22.0 29 2s 30 30�
Total 40.0 2017 2018 2019 2020 2021 2022
Section 6- Page 65
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Construction Management Division is to ensure timely and quality construction and
commissioning execution. This division's role is to provide construction management and inspection services for
OCSD projects to ensure they are safely constructed and inspected in accordance with contract requirements and
regulatory and legal codes while minimizing impacts to operations, maintenance, local agencies and the public.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Ensure division's expenditures are managed to ♦ Expected to be <90%
90-100% of proposed budget
♦ Manage construction change orders to goal of ♦ 5.3% as of December 31 data
5.5%
♦ No spills
♦ No sewer spills on CIP collections projects
♦ Division injury rate < 2.9 to support OCSD goal of ♦ Projected to be 0.0
< 5.7
♦ Update Construction Management guide manual ♦ In progress. Framework has been developed
♦ Implement Project Management Information ♦ New system is in implementation
Systems to replace existing system
2020-21 &2021-22 Performance Objectives
♦ Ensure division's expenditures are managed to within 90-100% of proposed budget.
♦ Manage construction change order to CIP Change Order Management Plan goal of 5.5%.
♦ No sewer spills on CIP collections projects.
♦ Division Injury Incident Rate < 2.9 to support OCSD goal of< 5.7.
♦ Update Construction Management guide manual based on current practices and the latest industry
standards.
♦ Implement the Project Management Information Systems (PMIS)to replace existing system.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Manage Division Budget 104% < 90% 90-100% 90-100% In-house standard
♦ Change Order Rate 5.3% 5.3% < 5.5% < 5.5% In-house standard
♦ No Sewer Spills 0.0 0.0 0.0 0.0 In-house standard
♦ Injury Incident Rate < 2.9 0.0 0.0 < 2.9 < 2•9 In-house standard
♦ Update Construction N/A In Progress In Progress In Progress In-house standard
Management Manual
♦ Implement PMIS In Progress In Progress Yes Yes In-house standard
Section 6- Page 66
Go to Table of Contents
Construction Management
Budget Overview
The FY 2020-21 budget for the Construction Management Division reflects an increase of 17%. This is primarily
due to increases in salary and benefits adjustments. The FY 2021-22 budget reflects an increase of 5% over the
prior year, primarily due an increase in salary and benefits adjustments.
2019-20 Adjusted Budget - Total Operating Requirements $ 5,670,320
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 1,111,100
Change in OCERS retirement costs 35,770
Change in group insurance costs 66,200
Other benefit cost adjustments (8,900)
Other Cost Adjustments:
Decrease in meeting &training (43,160)
Decrease in software program consult (196,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 2,420
2020-21 Proposed Budget - Total Operating Requirements $ 6,637,750
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 243,200
Change in OCERS retirement costs 26,400
Change in group insurance costs 32,100
Other benefit cost adjustments 10,700
Other Cost Adjustments:
Decrease in minor furniture&fixture (13,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 2,150
2021-22 Proposed Budget - Total Operating Requirements $ 6,939,300
Section 6- Page 67
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018-19 Revised 2019-20 2020-21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 5,548,286 $ 5,323,230 $ 6,017,400 $ 6,527,400 22.62% $ 6,839,800 4.79%
Supplies 69,346 122,920 58,813 69,230 (43.68%) 58,380 (15.67%)
Professional&Contractual Services 145,699 221,000 157,000 40,000 (81.90%) 40,000 0.00%
Research&Monitoring - - - -
Repairs&Maintenance 3,771 2,500 310 300 (88.00%) 300 0.00%
Utilities - - - - - -
Other 577 670 620 820 22.39% 820 0,00%
Total $ 5,767,679 $ 5,670,320 $ 6,234,143 $ 6,637,750 17.06% $ 6,939,300
Expenditure Trends
$6,637,750 $6,939,300
$5,767,679 $5,6701,320
$5,038,673
$4,476,768
2017 2018 2019 2020 2021 2022
Section 6 - Page 68
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Operations and Maintenance Administration
810
GENERAL
MANAGER
D I RECTOR OF
OPERATIONS &
MAINTENANCE
SENIOR STAFF STAFF
ANALYST ANALYST
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Executive Manager 1.00
Supervisors / Professionals 2.00
3 3 3 3 3 3
Total 3.00
2017 2018 2019 2020 2021 2022
Section 6 - Page 69
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Operations and Maintenance(O&M)Administration Division is to provide leadership and support,
as well as management oversight and development of the department. Ratepayer owned facilities and assets
managed by the O&M Divisions have a replacement value that exceeds $10 billion. The Director, as a member of
the Executive Management Team, provides counsel and expertise in developing the necessary strategies to
maintain alignment with the Sanitation District's Strategic Plan, levels of service, and annual divisional work plans.
The Director and staff also proactively network with the OCSD member cities, sewering agencies and regional
regulators on operational issues.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% compliance with water, solids, air, ♦ Achieved 100% compliance with water, solids, air,
and energy permits and regulatory requirements. and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of the ♦ Achieved 100% compliance level of 90 to 100% of
Levels of Service targets. the Level of Service targets.
♦ Manage operating expenditures to within 96 to ♦ Managed operating expenditures 97% of approved
100% of approved budget for the Department. budget for the Department.
2020-2021 &2021-22 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of the Levels of Service targets.
♦ Manage operating expenditures to within 96 to 100% of approved budget for the Department.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Compliance with Permits & 100% 100% 100% 100% In-house standard
Regulatory Requirements
♦ Levels of Service 100% 90% 100% 100% In-house standard
Compliance
♦ Manage Budget 96.7% 97% 96-100% 96-100% In-house standard
Section 6 - Page 70
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Operations and Maintenance Administration
Budget Overview
The FY 2020-21 budget for the Operations and Maintenance Administration Division reflect a decrease of as%.
This is primarily due to a decrease in temporary services. The FY 2021-22 budget reflects an increase of 5%
over the prior year, is primarily due to adjustments in salaries and benefits osts. no significant changes affecting
the budget.
2019-20 Adjusted Budget - Total Operating Requirements $ 804,870
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 179,100
Change in OCERS retirement costs 22,530
Change in group insurance costs (6,600)
Other benefit cost adjustments (39,100)
Other Cost Adjustments:
Decrease in temporary services (250,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,180)
2020-21 Proposed Budget - Total Operating Requirements $ 709,620
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 28,600
Change in OCERS retirement costs 2,800
Change in group insurance costs 2,500
Other benefit cost adjustments 800
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services -
2021-22 Proposed Budget - Total Operating Requirements $ 744,320
Section 6- Page 71
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019-20 2020-21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 450,793 $ 450,570 $ 322,700 $ 606,500 34.61% $ 641,200 5.72%
Supplies 1,496 2,810 1,000 1,980 (29.54%) 1,980 0.00%
Professional&Contractual Services 24,222 350,530 500 100,600 (71.30%) 100,600 0.00%
Research&Monitoring - - - - - -
Repairs&Maintenance
Utilities - - - - - -
Other 165 960 1,000 540 (43.75%) 540 0.00 0
Total $ 476,676 $ 804,870 1 $ 325,200 $ 709,620 1 (11.83%)l $ 744,320 4.89%
Expenditure Trends
$804,870
$709,620 $744,320
$488,755 $500,844 $476,676
2017 2018 2019 2020 2021 2022
Section 6 - Page 72
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Collections Facilities Operations and Maintenance
820
DIRECTOR OF
OPERATIONS&
MAINTENANCE
MAINTENANCE
MANAGER
ADMINISTRATIVE OFFICE
ASSISTANT ASSISTANT
MAINTENANCE MAINTENANCE
SUPERVISOR SUPERVISOR
(COLLECTIONS O&M) (COLLECTIONS O&M)
SENIOR LEAD LEAD
ENGINEER MECHANIC(2) MECHANIC(3)
PRINCIPAL SENIOR SENIOR
ENVIRONMENTAL MECHANIC(3) MECHANIC(4)
SPECIALIST
SENIOR
ENVIRONMENTAL MECHANIC(3) MECHANIC(5)
SPECIALIST
ENVIRONMENTAL
TECHNICIAN
2020-21 & 2021-22 Authorized FTE Positions Staffing Trends
Manager 1.0
Supervisors / Professionals 5.0
Operations & Maintenance 20.0
Technical Staff 1.0 26 2s 2s 2s 2s 2s
Administrative / Clerical 2.0
Total 26.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 73
Go to Table of Contents
2020-21 & 2021 -22 Budget
Service Description
Maintenance and cleaning of gravity sewer lines, pump stations, and odor and corrosion control of the regional
collection system.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% compliance with water, solids, air, ♦ Achieved 100% compliance with water, solids, air,
and energy permits and regulatory requirements. and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of ♦ Achieved 100% compliance level of 90 to 100% of
the Levels of Service targets. the Levels of Service targets.
♦ Manage operating expenditures to within 96 to ♦ Managed operating expenditures to 83% of
100% of approved budget. approved budget.
♦ Achieve greater than 90% compliance with the ♦ Achieved 83.3% compliance with the safety
Safety Scorecard. scorecard.
2020-21 &2021-22 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of the Levels of Service targets.
♦ Manage operating expenditures to within 96-100% of approved budget.
♦ Achieve greater than 95% compliance with the Safety Scorecard.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Compliance with Permits < 100% 100% 100% 100% In house standard
& Regulatory
Requirements
♦ Levels of Service 80% 100% 100% 100% In house standard
Compliance
♦ Manage Budget 91% 83% 96-100% 96-100% In house standard
♦ Compliance with the 93.7% 83.3% 95% 95% In house standard
Safety Scorecard
Section 6- Page 74
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Collections Facilities Operations and Maintenance
Budget Overview
The FY 2020-21 budget for the Collections Facilities Operations and Maintenance Division reflect an increase of
17%. This is primarily due to increases in salary and benefits, and repairs and maintenance costs. The FY 2021-
22 budget reflects an increase of 4% over the prior year. This is primarily due to the increase in personnel costs
and repairs and maintenance charges.
2019-20 Adjusted Budget - Total Operating Requirements $ 13,369,492
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 956,800
Change in OCERS retirement costs 145,840
Change in group insurance costs (5,400)
Other benefit cost adjustments 1,900
Other Cost Adjustments:
Increase in meeting & training 17,600
Decrease in odor control costs (694,012)
Increase in odor&corrosion control 150,000
Increase in tools 142,670
Increase in outside lab services 20,000
Decrease in other contractual services (1,737,864)
Decrease in engineering (78,000)
Increase in repairs and maintenance 3,280,320
Increase in utility costs 12,782
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 3,545
2020-21 Proposed Budget - Total Operating Requirements $ 15,585,673
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 142,200
Change in OCERS retirement costs 18,700
Change in group insurance costs 22,900
Other benefit cost adjustments 7,800
Other Cost Adjustments:
Decrease in meeting & training (3,700)
Increase in odor control costs 342,447
Decrease in odor&corrosion control (50,000)
Decrease in tools (141,225)
Increase in repairs and maintenance 218,656
Increase in utility costs 11,201
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (1,018)
2021-22 Proposed Budget - Total Operating Requirements $ 16,153,634
Section 6 - Page 75
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018-19 Revised 2019-20 2020-21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 3,526,110 $ 2,931,660 $ 3,849,500 $ 4,030,800 37.49% $ 4,222,400 4.75%
Supplies 5,932,358 7,144,188 5,752,133 6,783,407 (5.05%) 6,929,055 2.15%
Professional&Contractual Services 753,639 1,881,384 1,780,433 63,500 (96.62%) 63,000 (0.79%)
Research&Monitoring - - - - - - -
Repairs&Maintenance 1,260,178 775,000 870,000 4,055,320 42327% 4,273,976 5.39%
Utilities 634,029 576,740 578,530 589,522 2•22% 600,723 1.90%
Other 46,598 60,520 60,520 63,124 4.30% 64,480 2.15%
Total $12,152,912 $13,369,492 $12,891,116 $15,585,673 16.58% $16,153,634 3.64%
Expenditure Trends
$13,104,256 $15,585,673 $16,153,634
/ $12,585,474 $13,369,492
$12,152,912
2017 2018 2019 2020 2021 2022
Section 6- Page 76
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Fleet Services
822
DIRECTOR OF
OPERATIONS&
MAINTENANCE
MAINTENANCE
MANAGER
MAINTENANCE
SUPERVISOR
(FLEET SERVICES)
LEAD AUTOMOTIVE/ EQUIPMENT
MECHANIC HEAVY EQUIP. CRANE
TECHNICIAN(4) OPERATOR(2)
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Supervisors/ Professionals 1.0
Operations & Maintenance 7.0 $ $ $ $ $ $
Total 8.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 77
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2020-21 & 2021 -22 Budget
Service Description
Maintenance of OCSD's fleet of vehicles and mobile equipment. Logistics and crane support for O&M.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% compliance with water, solids, air, ♦ Achieved 100% compliance with state emissions
and energy permits and regulatory requirements. regulations on all mobile equipment and vehicles.
♦ Achieve greater than 90% compliance with Safety ♦ Achieved 100% compliance with the Safety
Scorecard. Scorecard.
♦ Manage operating expenditures to within 96 to 100% ♦ Managed operating expenditures at 100%of
of the approved budget. approved budget.
♦ Fleet Services in-house survey published with ♦ Fleet survey not administered.
results achieving 90% or above satisfaction ratings.
♦ Decrease average age of fleet over a 5-year period ♦ Achieved FY goal as part of multi-year approach.
until all fleet vehicles meet the industry standard.
2020-21 &2021-22 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve greater than 95% compliance with the safety scorecard.
♦ Decrease average age of fleet over a 5-year period until all fleet vehicles meet the industry standard.
♦ Achieve at least 90% PM compliance for vehicles and equipment.
♦ Achieve at least 95%vehicle availability.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Regulatory 100% 100% 100% 100% DOT& State Regulations
Compliance
♦ Compliance with 100% 100% > 95% > 95% In-house standard
Safety Scorecard
♦ Manage Operating 96.6% 100% N/A N/A In-house standard
Expenditures
♦ Fleet Survey N/A N/A N/A N/A In-house standard
♦ Decrease Fleet 20% 20% 20% 20% Industry Best Practice
Average Age
♦ PM Compliance N/A N/A > 90% > 90% In-house standard
♦ Manage Budget N/A N/A > 95% > 95% In-house standard
Section 6- Page 78
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Fleet Services
Budget Overview
The FY 2020-21 budget for the Fleet Services Division reflects an increase of 8%. This is primarily due to
increases in salaries and benefits adjustments and repairs and maintenance expense. The FY 2021-22 budget
reflects a decrease of 2% over the prior year, primarily due to decrease in tools.
2019-20 Adjusted Budget - Total Operating Requirements $ 1,880,480
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 138,200
Change in OCERS retirement costs 5,570
Change in group insurance costs (300)
Other benefit cost adjustments (200)
Other Cost Adjustments:
Decrease in meeting &training (6,710)
Decrease in compressed natural gas (59,284)
Decrease in other professional services (43,112)
Increase in repairs and maintenance 82,097
Increase in utility costs 22,500
Increase in tools 28,000
Decrease in memberships (3,320)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (3,850)
2020-21 Proposed Budget - Total Operating Requirements $ 2,040,071
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 38,700
Change in OCERS retirement costs 4,800
Change in group insurance costs 6,200
Other benefit cost adjustments 2,100
Other Cost Adjustments:
Increase in meeting &training 2,300
Decrease in tools (92,800)
Increase in repairs and maintenance 1,000
Increase in utility costs 500
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 4,911
2021-22 Proposed Budget - Total Operating Requirements $ 2,007,782
Section 6- Page 79
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018-19 Revised 2019-20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 1,150,409 $ 939,930 $ 1,035,900 $ 1,083,200 15.24% $ 1,135,000 4.78%
Supplies 359,527 435,190 312,520 390,513 (10.27%) 304,779 (21.95%)
Professional&Contractual Services 60,731 50,000 6,760 6,888 (8622%) 7,019 1.90%
Research&Monitoring - - - - - - -
Repairs&Maintenance 392,202 404,000 401,540 486,097 20.32% 487,097 0.21%
Utilities - - - 22,500 - 23,000 222%
Other 31,770 51,360 50,700 50,873 (0.95%) 50,887 0.03%
Total $ 1,994,639 $ 1,880,480 $ 1,807,420 $ 2,040,071 8.49% $ 2,007,782 (1.58%)
Expenditure Trends
$2,13 S,609
$1,904,840 $1,994,639 o
$2,040,071 $2,007,782
$1,880,4S
2017 2018 2019 2020 2021 2022
Section 6- Page 80
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Plant No. 1 Operations
870
DIRECTOR OF
OPERATIONS&
MAINTENANCE
OPERATIONS
MANAGER
CHIEF PLANT O&M PROCESS SUPPORT
OPERATOR
SENIOR PRINCIPAL STAFF
ENGINEER ANALYST
ADMINISTRATIVE ENGINEER
ASSISTANT
ASSOCIATE
ENGINEER(2)
FRONT SIDE BACK SIDE DAY SHIFT/ FRONT SIDE BACK SIDE
NIGHTSHIFT NIGHTSHIFT PROCESS DAY SHIFT DAY SHIFT
OPERATIONS OPERATIONS OPERATIONS OPERATIONS OPERATIONS
SUPERVISOR SUPERVISOR SUPERVISOR(3) SUPERVISOR SUPERVISOR
SENIOR PLANT SENIOR PLANT LEAD PLANT SENIOR PLANT SENIOR PLANT
OPERATOR(2) OPERATOR(2) OPERATOR(4) OPERATOR(3) OPERATOR(3)
PLANT PLANT SENIOR PLANT PLANT PLANT
OPERATOR(3) OPERATOR(4) OPERATOR(4) OPERATOR(2) OPERATOR(4)
POWER PLANT POWER PLANT LEAD POWER POWERPLANT POWERPLANT
OPERATOR II OPERATOR II PLANT OPER OPERATOR II OPERATOR II
PLANT CONTROL CONTROL
OPERATOR CENTER CENTER
OPERATOR OPERATOR
Staffing Trends
2020-21 &2021-22 Authorized FTE Positions
Manager 1.00
Supervisors/ Professionals 13.00
Operations & Maintenance 39.00 62 62 62 62-----54 54
Administrative/ Clerical 1.00
Total 54.00 2017 2018 2019 2020 2021 2022
Section 6- Page 81
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Plant No. 1 Operations Division is to safely, reliably, and cost effectively operate the plant to
meet all regulatory requirements for the land, air, and water environments of Orange County and the 2.6 million
residents we serve.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% permit compliance with water, ♦ Achieved 100% compliance with water, solids, air,
solids, air, energy permits and regulatory and energy permits and regulatory requirements.
requirements.
♦ Achieve 100% compliance level of 90 to 100% ♦ Achieved overall 83.3% compliance level of the Level
of the Levels of Service targets. of Service targets.
♦ Manage operating expenditures to within 96 to ♦ Managed operating expenditures to 98.3% of
100% of approved budget. approved budget.
♦ Achieve greater than 90% compliance with the ♦ Achieved 100% compliance with the Safety
Safety Scorecard. Scorecard.
2020-21 &2021-22 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of Levels of Service targets.
♦ Manage operating expenditures to within 96 to 100% of approved budget.
♦ Achieve greater than 90% compliance with Safety Scorecard.
Performance Measures
Summary 2016-17 2017-18 2018-19 2019-20 Justification
Actual Projected Proposed Proposed
♦ Compliance with Permits & 100% 100% 100% 100% In-house standard
Regulatory Requirements
♦ Levels of Service 83.3% 83.3% > 90% > 90% In-house standard
Compliance
♦ Manage Budget 104.4% 98.3% 96-100% 96-100% In-house standard
♦ Compliance with Safety 100% 100% > 90% > 90% In-house standard
Scorecard
Section 6- Page 82
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Plant No. 1 Operations
Budget Overview
The FY 2020-21 budget for the Plant No. 1 Operations Division reflect a decrease of 4%. This is primarily due to
decreases in solids removal costs and chemical coagulants, which is somewhat offset with increases in repairs &
maintenance costs. The FY 2021-22 budget reflects an increase of 1% over the prior year. This is primarily due
to an increase in personnel costs, which is somewhat offset by a decreases in repairs & maintenance costs.
2019-20 Adjusted Budget - Total Operating Requirements $ 31,542,920
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 308,500
Change in OCERS retirement costs (18,190)
Change in group insurance costs (256,000)
Other benefit cost adjustments (158,200)
Other Cost Adjustments:
Decrease in minor furniture &fixture (160,000)
Decrease in meeting &training (9,800)
Decrease in chemicals coagulants (242,660)
Increase in odor control 52,300
Decrease in disinfection (18,500)
Increase in chemicals -cogen 118,660
Decrease in solids removal (1,020,000)
Decrease in other contractual services (10,000)
Increase in engineering 30,000
Increase in repairs & maintenance 268,550
Decrease in utility costs (83,370)
Decrease in other operating supplies (6,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (6,310)
2020-21 Proposed Budget - Total Operating Requirements $ 30,331,900
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 289,400
Change in OCERS retirement costs 33,100
Change in group insurance costs 42,800
Other benefit cost adjustments 14,400
Other Cost Adjustments:
Decrease in engineering (30,000)
Decrease in repairs & maintenance (175,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 3,580
2021-22 Proposed Budget - Total Operating Requirements $ 30,510,180
Section 6- Page 83
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $10,374,218 $ 8,706,890 $ 8,437,200 $ 8,583,000 (1.42%) $ 8,962,700 4.42%
Supplies 5,702,398 8,494,010 8,143,284 8,215,700 (328%) 8,219,280 0.04%
Professional&Contractual Services 7,155,016 8,853,000 8,660,510 7,865,000 (11.16%) 7,835,000 (0.38%)
Research&Monitoring - - - - - -
Repairs&Maintenance 89,341 96,450 114,520 365,000 278.43% 190,000 (47.95%)
Utilities 4,622,636 5,383,370 5,557,148 5,300,000 (1.55%) 5,300,000 0.00%
Other 2,201 9,200 2,500 3,200 (65.22%) 3,200 0.00%
Total $27,945,810 $31,542,920 $30,915,162 $30,331,900 (3.84%) $30,510,180 0.59%
Expenditure Trends
$31,542,920 $30,331,900 $30,510,180
24,938,262 $25,419,293 $27,945,810
2017 2018 2019 2020 2021 2022
Section 6- Page 84
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Plant No. 2 Operations
840
DIRECTOR OF
OPERATIONS&
MAINTENANCE
OPERATIONS
MANAGER
CHIEF PLANT
OPERATOR
ADMINISTRATIVE
ASSISTANT
FRONT SIDE BACK SIDE DAY SHIFT/ FRONT SIDE BACK SIDE
NIGHTSHIFT NIGHTSHIFT PROCESS DAY SHIFT DAY SHIFT
OPERATIONS OPERATIONS OPERATIONS OPERATIONS OPERATIONS
SUPERVISOR SUPERVISOR SUPERVISOR(3) SUPERVISOR SUPERVISOR
SENIOR PLANT SENIOR PLANT LEAD PLANT SENIOR PLANT SENIOR PLANT
OPERATOR(1) OPERATOR(1) OPERATOR(4) OPERATOR(3) OPERATOR(5)
PLANT PLANT SENIOR PLANT PLANT PLANT
OPERATOR(5) OPERATOR(5) OPERATOR(3) OPERATOR(6) OPERATOR(5)
POWER PLANT POWER PLANT LEAD POWER PLANT POWER PLANT
OPERATOR II OPERATOR II POWERPLANT OPERATOR II OPERATOR II
OPERATOR
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Supervisors/ Professionals 8.0
Operations & Maintenance 43.0 —52 52
Administrative / Clerical 1.0 50 5a 50 50
Total 52.0
2017 2018 2019 2020 2021 2022
Section 6 - Page 85
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2020-21 & 2021 -22 Budget
Service Description
The mission of the Plant No. 2 Operations Division is to safely, reliably, and cost effectively operate the plant to
meet all regulatory requirements for the land, air, and water environments of Orange County and the 2.6 million
residents we serve.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% compliance with water, solids, air, ♦ Achieved 100% compliance with water, solids, air,
and energy permits and regulatory requirements. and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of ♦ Achieved overall 83.3% compliance level of the
the Levels of Service targets. Levels of Service targets.
♦ Manage operating expenditures to within 96 to ♦ Managed operating expenditures to 94.9% of
100% of approved budget. approved budget
♦ Achieve greater than 90% compliance with the ♦ Achieved 100% compliance with the Safety
Safety Scorecard. Scorecard.
2018-19 &2019-20 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of the Levels of Service targets.
♦ Manage operating expenditures to within 96 to 100% of approved budget.
♦ Achieve greater than 90% compliance with the Safety Scorecard.
Performance Measures
Summary 2018-19 2019-20 2020-21 2021-22 Justification
Actual Projected Proposed Proposed
♦ Compliance with Permits & 100% 100% 100% 100% In-house standard
Regulatory Requirements
♦ Levels of Service 83.3% 83.3% > 90% > 90% In-house standard
Compliance
♦ Manage Budget 105.7% 94.9% 96-100% 96-100% In-house standard
♦ Compliance with Safety 100% 100% > 90% > 90% In-house standard
Scorecard
Section 6 - Page 86
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Plant No. 2 Operations
Budget Overview
The FY 2020-21 budget for the Plant No. 2 Operations Division reflect a decrease of 2%. This is primarily due to
decreases in utilities costs, which is somewhat off-set with increases in salary and benefits adjustments and
materials &supplies. The FY 2021-22 budget reflects an increase of 2% over the prior year. This is primarily due
to an increase in salary and benefits adjustments.
2019-20 Adjusted Budget - Total Operating Requirements $ 18,989,328
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 438,400
Change in OCERS retirement costs 40,050
Change in group insurance costs (78,400)
Other benefit cost adjustments (100,100)
Other Cost Adjustments:
Increase in minor furniture&fixture 10,000
Increase in chemicals coagulants 429,018
Increase in odor control 134,200
Decrease in chemicals - cogen Op. (31,730)
Decrease in grit&screenings disposal (24,000)
Increase in oxygen plant operating 29,000
Decrease in repairs & maintenance (132,670)
Decrease in utility costs (1,001,000)
Decrease in tools (7,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (4,380)
2020-21 Proposed Budget - Total Operating Requirements $ 18,690,716
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 277,600
Change in OCERS retirement costs 31,600
Change in group insurance costs 41,100
Other benefit cost adjustments 13,900
Other Cost Adjustments:
No other significant cost changes
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 2,170
2021-22 Proposed Budget - Total Operating Requirements $ 19,057,086
Section 6- Page 87
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2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018.19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 8,039,724 $ 7,667,750 $ 7,403,000 $ 7,967,700 3.91% $ 8,331,900 4.57%
Supplies 3,273,386 3,338,668 3,841,271 3,871,776 15.97% 3,873,946 0.06%
Professional&Contractual Services 8,550,322 5,560,000 5,525,670 5,565,000 0.09% 5,565,000 0.00%
Research&Monitoring - - - - - - -
Repairs&Maintenance 174,159 267,670 157,600 135,000 (49.56%) 135,000 0.00%
Utilities 1,487,357 2,149,200 1,152,330 1,148,200 (46.58%) 1,148,200 0.00%
Other 1,757 6,040 2,530 3,040 (49.67%) 3,040 0.00%
Total $21,526,705 $18,989,328 $18,082,401 $18,690,716 (1.57%) $19,057,086 1.96%
' Expenditure Trends
21,487,543 $19,168,727
$21,526,705
$18,989,328 $18,690,716 $19,057,086
2017 2018 2019 2020 2021 2022
Section 6 - Page 88
Plant No. 1 Maintenance
870
DIRECTOR OF
OPERATIONS&
MAINTENANCE
MAINTENANCE
MANAGER
jIn
NTENANCE MAINTENANCE
NTENA CE SUPERINTENDENT
(Div880)
ADMINISTRATIVE
ASSISTANT
MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE ANCE
SUPERVISOR- - SUPERVISOR- SUPERVISOR- SUPERVISOR- SUPERVISOR- SUPERVISOR- SUPERVISOR- SOR-
Mechanical Instrumentation Electrical Rebuild Civil Facilities Heavy Mechanical PMOptin'ization Planning&(Div 880) Scheduling LEAD INST. LEAD
ELECTRICAL SENIOR LEAD FACILITIES SENIOR MAINTENANCE MAINTENANCENIC TECH. TECH (2) MECHANIC(3) WORKER MECHANIC(2) SPECIALIST(3) SPECIALIST(11)R LEAD ELECFACILITIES RELIABILITY
ELECTRICAL WORKER/ MAINTENANCE
IC(6) TECH TECH.II(6) FABRICATOR(3) BUILDER(2) TECH.(5)
MECHANIC INST.TECH.II(g) ELECTRICAL FACILITIES
TECH.1(2) MACHINIST WORKER/ ENGINEER
PAINTER
INST.TECH. ASSOCIATE
ENGINEER
ELECTRICAL
TECH.II(2)
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Manager 1.0
Supervisors / Professionals 25.0 ss a5 ss s5
Operations & Maintenance 58.0 \ /
Administrative / Clerical 1.0 61 s1
Total 85.0 2017 2018 2019 2020 2021 2022
Section 6 - Page 89
Go to Table of Contents
2020-21 & 2021 -22 Budget
Service Description
The mission of the Plant No. 1 Maintenance Division is to protect public health and the environment by providing
reliable power distribution, electrical and instrument maintenance, civil facilities and grounds maintenance, and
mechanical maintenance to the treatment plant. The Division's professional, highly skilled staff use best practices
and technology to provide Plant Operations, and Sanitation District staff with electrical power, control systems,
environmental controls that are safe and on-line, and mechanical and facilities support to ensure and restore
reliability.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% compliance with water, solids, air, ♦ Achieved 100% compliance with water, solids, air,
and energy permits and regulatory requirements. and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of ♦ Achieved 100% compliance of the Levels of
the Levels of Service targets. Service targets.
♦ Manage operating expenditures to within 96 to ♦ Managed operating expenditures at 86% of
100% of approved budget. approved budget.
♦ Maintain a Work Order backlog of less than 6 ♦ Maintained Work Order Backlog of less than 6
weeks. weeks.
♦ Achieve greater than 90% compliance with the ♦ Achieved 100% compliance with the Safety
Safety Scorecard Scorecard.
♦ Achieve PM compliance of greater than 75% ♦ Achieved 75.8% PM compliance.
2020-21 &2021-22 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of the Levels of Service.
♦ Manage operating expenditures to within 96 to 100% of approved budget.
♦ Maintain work order backlog of less than 6 weeks.
♦ Achieve greater than 90% compliance with the safety scorecard.
♦ Achieve PM compliance of greater than 75%.
Performance Measures
Summary 2016-17 2017-18 2018-19 2019-20 Justification
Actual Projected Proposed Proposed
♦ Compliance with Permits & 100% 100% 100% 100% In-house standard
Regulatory Requirements
♦ Levels of Service 100% 100% 100% 100% In-house standard
Compliance
♦ Operating expenditures 84% 86% 96-100% 96-100% In-house standard
♦ Maintain Work Order < 6 weeks < 6 weeks < 6 weeks < 6 weeks In-house standard
Backlog
♦ Safety Scorecard 98.1% 100% > 90% > 90% In-house standard
Compliance
♦ PM Compliance 81.3% 75.8% > 75% > 75% In-house standard
Section 6- Page 90
Go to Table of Contents
Plant No. 1 Maintenance
Budget Overview
The FY 2020-21 budget for the Plant No. 1 Maintenance Division reflect a decrease of 8%. This is primarily due to
decreases in salary and benefits adjustments,janitorial services and engineering services. The FY 2021-22
budget reflects a decrease of 4% over the prior year. This is primarily due to a decrease in repairs and
maintenance, which is somewhat off-set with an increase in salary and benefits adjustments.
2019-20 Adjusted Budget - Total Operating Requirements $ 25,352,831
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) (1,459,800)
Change in OCERS retirement costs (173,660)
Change in group insurance costs (153,500)
Other benefit cost adjustments (123,700)
Other Cost Adjustments:
Increase in minor furniture&fixture 80,000
Decrease in meeting &training (18,090)
Increase in tools 18,955
Decrease in groundskeeping (92,000)
Decrease in janitorial (271,360)
Increase in other contractual service 98,875
Increase in repairs & maintenance 247,529
Decrease in engineering (180,000)
Decrease in other professional services (50,000)
Increase in oil &grease 10,000
Increase in other waste disposal 52,000
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (2,350)
2020-21 Proposed Budget - Total Operating Requirements $ 23,335,730
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 480,500
Change in OCERS retirement costs 54,700
Change in group insurance costs 67,800
Other benefit cost adjustments 22,700
Other Cost Adjustments:
Decrease in minor furniture &fixture (80,000)
Decrease in meeting &training (3,000)
Decrease in repairs & maintenance (1,500,000)
Increase in engineering 30,000
Decrease in other professional services (45,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 3,010
2021-22 Proposed Budget - Total Operating Requirements $ 22,366,440
Section 6- Page 91
Go to Table of Contents
2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018-19 Revised 2019-20 2020-21 Budget 2021-22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 8,488,563 $14,612,360 $11,120,900 $12,701,700 (13.08%) $13,327,400 4.93%
Supplies 569,559 605,145 591,710 696,370 15.07% 614,980 (11.69%)
Professional&Contractual Services 605,810 1,587,485 1,264,350 1,145,000 (27.87%) 1,130,000 (1.31%)
Research&Monitoring - - - - - -
Repairs&Maintenance 5,794,367 8,530,831 8,971,850 8,778,360 2•90% 7,278,360 (17.09%)
Utilities 5,494 8,000 8,170 8,000 0.00% 8,000 0.00%
Other 14,444 9,010 50,150 6,300 (30.08%) 7,700 22.22%
Total $15,478,237 $25,352,831 $22,007,130 $23,335,730 (7.96%) $22,366,440 (4.15%)
Expenditure Trends
$25,352,831
$23,335,730 $22,366,440
$15,478,237
16,414,63 7
$15,5 5 5,788
2017 2018 2019 2020 2021 2022
Section 6 - Page 92
Go to Table of Contents
Plant No. 2 Maintenance
880
DIRECTOR OF
OPERATIONS&
MAINTENANCE
MAINTENANCE
MANAGER
MAINTENANCE MAINTENANCE
SUPERINTENDENT SUPERINTENDENT
(Div 870)
ADMINISTRATIVE
ASSISTANT
MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE
SUPERVISOR- SUPERVISOR- SUPERVISOR- SUPERVISOR- SUPERVISOR- SUPERVISOR-
Heavy Mechanical Facilities Mechanical Mechanical Instrumentation Electrical
LEAD LEAD FACILITIES LEAD LEAD LEAD INST. LEAD
MECHANIC WORKER MECHANIC MECHANIC TECH.(2) ELECTRICAL
TECH.(2)
SENIOR FACILITIES SENIOR EMECHANIC(6)ENIOR ELECTRICAL
MECHANIC(4) MECHANIC(6)
WORKER/ INST.TECH.II(6) TECH.II(7)
PAINTER
FACILITIES ELECTRICAL
WORKER/ MECHANIC L INST.TECH.1(2) TECH.1(2)
BUILDER
MAINTENANCE
WORKER
Staffing Trends
2020-21 & 2021-22 Authorized FTE Positions
Supervisors / Professionals 7.0
Operations & Maintenance 45.0 45 45---50 50 —53 53
Administrative/ Clerical 1.0
Total 53.0
2017 2018 2019 2020 2021 2022
Section 6 - Page 93
Go to Table of Contents
2020-21 & 2021 -22 Budget
Service Description
The mission of the Plant No. 2 Maintenance Division is to protect public health and the environment by providing
reliable power distribution, and asset maintenance to the treatment plant and associated pump stations in outer
lying service areas. The Division's professional, highly skilled staff use best practices and technology to provide
Collections, and Plant Operations with electrical power, control systems, environmental controls, and mechanical
and facilities support to ensure and restore reliability.
2019-20 Performance Objectives 2019-20 Performance Results
♦ Achieve 100% compliance with water, solids, air, ♦ Achieved 100% compliance with water, solids, air,
and energy permits and regulatory requirements. and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of ♦ Achieved 100% compliance of the Levels of
the Levels of Service targets. Service targets.
♦ Manage operating expenditures to within 96 to ♦ Managed operating expenditures to 107% of
100% of approved budget. approved budget.
♦ Maintain a Work Order backlog of less than 6 ♦ Maintained a Work Order backlog of less than 6
weeks. weeks.
♦ Achieve greater than 90% compliance with the ♦ Achieved 100% compliance with the Safety
Safety Scorecard. Scorecard.
♦ Achieve PM compliance of greater than 75%. ♦ Achieved PM compliance of 80.2%.
2020-21 &2021-22 Performance Objectives
♦ Achieve 100% compliance with water, solids, air, and energy permits and regulatory requirements.
♦ Achieve 100% compliance level of 90 to 100% of the Levels of Service targets.
♦ Manage operating expenditures to within 96 to 100% of approved budget.
♦ Maintain a Work Order backlog of less than 6 weeks.
♦ Achieve greater than 90% compliance with the safety scorecard.
♦ Achieve PM compliance of greater than 75%.
Performance Measures
Summary 2016-17 2017-18 2018-19 2019-20 Justification
Actual Projected Proposed Proposed
♦ Compliance with Permits & 100% 100% 100% 100% In-house standard
Regulatory Requirements
♦ Levels of Service 100% 100% 100% 100% In-house standard
Compliance
♦ Operating expenditures 98% 107% 96-100% 96-100% In-house standard
♦ Maintain Work Order < 6 weeks < 6 weeks < 6 weeks < 6 weeks In-house standard
Backlog
♦ Safety Scorecard 100% 100% 100% 100% In-house standard
Compliance
♦ PM Compliance 89.7% 80.2% > 75% > 75% In-house standard
Section 6 - Page 94
Go to Table of Contents
Plant No. 2 Maintenance
Budget Overview
The FY 2020-21 budget for the Plant No. 2 Maintenance Division reflect an increase of 13%. This is primarily due
to increases in salary and benefits adjustments and repairs and maintenance costs. The FY 2021-22 budget
reflects a decrease of 11% over the prior year. This is primarily due to a decrease in repairs and maintenance,
which is somewhat off-set with an increase in salary and benefits adjustments.
2019-20 Adjusted Budget - Total Operating Requirements $ 17,901,451
Salaries for Position Changes:
Transfer of Positions from/(to) Other Divisions -
New or(decreased) FTE -
Changes in Personnel Expenses:
Other net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 794,800
Change in OCERS retirement costs 55,200
Change in group insurance costs (59,900)
Other benefit cost adjustments (109,000)
Other Cost Adjustments:
Increase in minor furniture&fixture 18,500
Decrease in meeting &training (17,580)
Increase in tools 90,600
Decrease in groundskeeping (90,000)
Decrease in janitorial (115,000)
Increase in other contractual service 430,000
Increase in repairs & maintenance 981,922
Increase in engineering 140,000
Increase in other professional services 114,100
Increase in oil &grease 23,070
Increase in other waste disposal 25,000
Increase in safety equipment/tools 77,360
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services (80)
2020-21 Proposed Budget - Total Operating Requirements $ 20,260,443
Changes in Personnel Expenses:
Net salary adjustments (MOU-related, leave payoffs, vacancy, etc.) 334,400
Change in OCERS retirement costs 34,800
Change in group insurance costs 42,800
Other benefit cost adjustments 14,100
Other Cost Adjustments:
Decrease in minor furniture &fixture (15,000)
Decrease in meeting &training (3,000)
Increase in other contractual service 250,000
Decrease in repairs & maintenance (2,875,500)
Decrease in oil &grease (20,000)
Aggregate change in Other Categories:
Aggregate change in other materials, supplies, and services 1,140
2021-22 Proposed Budget - Total Operating Requirements $ 18,024,183
Section 6- Page 95
Go to Table of Contents
2020-21 & 2021 -22 Budget
2019.20
Operating Expenses 2018-19 Revised 2019.20 2020.21 Budget 2021.22 Budget
By Category Actual Budget Projected Proposed %Change Proposed %Change
Personnel $ 6,850,227 $ 6,720,400 $ 7,638,000 $ 7,401,500 10.13% $ 7,827,600 5.76%
Supplies 452,774 412,720 484,330 602,490 45.98% 564,690 (6.27%)
Professional&Contractual Services 313,592 481,900 988,570 986,000 104.61% 1,236,000 25.35%
Research&Monitoring - - - - - - -
Repairs&Maintenance 8,189,833 10,269,671 10,647,920 11,251,593 9•56% 8,376,093 (25.56%)
Utilities 8,881 9,000 12,630 12,000 33.33% 12,000 0.00%
Other 16,485 7,760 6,640 6,860 (11.60%) 7,800 13.70%
Total $15,831,792 1 $17,901,451 1 $19,778,090 1 $20,260,443 13.18% $18,024,183 (11.04%)
Expenditure Trends
$20,260,443
$17,901,451 $18,024,183
$15,831,792
$13,593,770
$11,712,304
2017 2018 2019 2020 2021 2022
Section 6- Page 96
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Self-Insurance Program Overview
SELF-FUNDED INSURANCE PLANS In order to maintain the reserve balance of
$2 million for the Workers' Compensation
OCSD is partially self-insured for general liability and program, appropriations for in-lieu premiums
workers' compensation. The General Liability and charged to operating divisions are recommended
Property program and the Workers' at$518,800 and$690,000 for FY 2020-21 and FY
Compensation program have been in existence since 2021-22, respectively.
1979. The annual in-lieu premiums and charges to
the Revenue Areas or Operating Divisions are the
revenue sources within these programs. Expenses
primarily consist of claim settlements, legal fees and
excess loss insurance premiums. Ending Reserve
Balances are projected at $100,000,000 in FY
2020-21 and in FY 2021-22.
General Liability and Property
• The District's current outside excess general
liability insurance coverage is $40 million per
occurrence with an annual aggregate limit and
with a self-insured retention of$500,000.
• 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 $250,000. OCSD is
partially self-insured for earthquake, but does
carry$25 million in coverage on 15 key structures
with a $5 million deductible. OCSD also has a
$50 million sublimit for builder's risk under the
property insurance program to ensure upcoming
construction projects are adequately covered.
• In order to maintain a reserve balance of
$55 million for FY 2020-21 and FY 2021-22 for
the Property and General Liability program,
appropriations for in-lieu premiums charged to
the Revenue Areas are recommended at
$1,021,000 and $1,680,000 for FY 2020-21 and
FY 2021-22, respectively.
Workers'Compensation
• The District's current excess workers'
compensation coverage has unlimited statutory
coverage per occurrence and $4 million
employer's liability with a self-insured retention of
$1 million per person per occurrence.
Section 7 - Page 1
Go to Table of Contents
2020-21 & 2021 -22 Budget
Total of the Self-Insurance Program
2018-19 2019-20 2019-20 2020-21 2021-22
DESCRIPTION OR ACCOUNT TITLE Actuals Budget Projected Proposed Proposed
Beginning Reserves $ 57,452,788 $ 57,000,000 $ 57,426,550 $ 57,760,200 $100,000,000
Revenues
In-Lieu Premiums 1,885,900 2,500,000 2,500,000 1,539,800 2,370,000
Miscellaneous Other Revenue 3,794 10,000 - - -
Reserve Contribution - - - 43,000,000 -
Service Department Allocation 105,600 20,000 105,600 110,000 110,000
Total Revenues 1,995,294 2,530,000 2,605,600 44,649,800 2,480,000
Expenses
Benefits/Claims 395,789 790,000 491,900 460,000 470,000
Contractual Services - - - - -
Legal Services 70,479 120,000 102,400 130,000 130,000
Professional Services 61,746 70,000 44,700 70,000 70,000
Subtotal 528,014 980,000 639,000 660,000 670,000
Policy Premium Expense 1,493,518 1,550,000 1,632,900 1,750,000 1,810,000
Total Expenses 2,021,532 2,530,000 2,271,900 2,410,000 2,480,000
Excess Revenue(Expenses) (26,238) - 333,700 42,239,800 -
Ending Reserves $ 57,426,550 $ 57,000,000 $ 57,760,250 $100,000,000 $100,000,000
Section 7 - Page 2
Go to Table of Contents
Self-Insurance Program
General Liability and Property Self-Insurance Program
2018-19 2019-20 2019-20 2020-21 2021-22
DESCRIPTION OR ACCOUNT TITLE Actuals Budget Projected Proposed Proposed
Beginning Reserves $ 55,367,246 $ 55,000,000 $ 55,389,842 $ 55,609,000 $ 98,000,000
Revenues
In-Lieu Premiums 1,299,300 1,720,000 1,720,000 1,021,000 1,680,000
Miscellaneous Other Revenue 3,794 10,000 - - -
Reserve Contribution - - - 43,000,000 -
Service Department Allocation (3,096) 20,000 (3,100) - -
Total Revenues 1,299,998 1,750,000 1,716,900 44,021,000 1,680,000
Expenses
Benefits/Claims 54 360,000 80,200 40,000 40,000
Contractual Services - - - - -
Legal Services - 40,000 - 40,000 40,000
Professional Services 451 10,000 - 20,000 20,000
Subtotal 505 410,000 80,200 100,000 100,000
Policy Premium Expense 1,276,897 1,340,000 1,417,500 1,530,000 1,580,000
Total Expenses 1,277,402 1,750,000 1,497,700 1,630,000 1,680,000
Excess Revenue(Expenses) 22,596 - 219,200 42,391,000 -
Ending Reserves $ 55,389,842 $ 55,000,000 $ 55,609,042 $ 98,000,000 $ 98,000,000
Section 7 - Page 3
Go to Table of Contents
2020-21 & 2021 -22 Budget
Workers' Compensation Self-Insurance Program
2018-19 2019-20 2019-20 2020-21 2021-22
DESCRIPTION OR ACCOUNT TITLE Actuals Budget Projected Proposed Proposed
Beginning Reserves $ 2,085,542 $ 2,000,000 $ 2,036,708 $ 2,151,200 $ 2,000,000
Revenues
In-Lieu Premiums 586,600 780,000 780,000 518,800 690,000
Miscellaneous Other Revenue - - - - -
Transfer In - - - - -
Service Department Allocation 108,696 - 108,700 110,000 110,000
Total Revenues 695,296 780,000 888,700 628,800 800,000
Expenses
Benefits/Claims 395,735 430,000 411,700 420,000 430,000
Contractual Services - - - - -
Legal Services 70,479 80,000 102,400 90,000 90,000
Professional Services 61,295 60,000 44,700 50,000 50,000
Subtotal 527,509 570,000 558,800 560,000 570,000
Policy Premium Expense 216,621 210,000 215,400 220,000 230,000
Total Expenses 744,130 780,000 774,200 780,000 800,000
Excess Revenue(Expenses) (48,834) - 114,500 (151,200) -
Ending Reserves $ 2,036,708 $ 2,000,000 $ 2,151,208 $ 2,000,000 $ 2,000,000
Section 7 - Page 4
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Capital Improvement Program Overview
CIP Budget Request Summary • Project No. P2-137: Digesters Rehabilitation at
Each year, the Board of Directors, through their Plant No. 2
committee process, reviews and approves the Capital • Project No. P1-126: Primary Sedimentation
Improvement Program (CIP) prepared by staff for both Basins No. 3-5 Replacement at Plant No. 1
sewage collection system projects (collections)and the
joint works treatment and disposal system projects. District staff has also validated all active and future CIP
projects to ensure the project scopes of work, schedule
CIP projects take several years to complete the and cost estimates are up to date. Through the budget
planning, design, and construction cycle.The proposed validation process, each project's schedule, staff
budget for each project covers the life of the project. resources, total project cost, cash flow and risks are
This budget is reevaluated each year for the purpose of assessed to confirm the budgetary requirements. The
managing annual cash flows. Thus, many of the validated CIP includes 70 active and future capital
projects in the CIP Budget for FY 2020-21 and 2021-22 projects, five programs, such as the Planning Studies
are continuing projects that were approved in prior Program (M-Studies) and Small Construction Program
years. (M-FE), and budget for capital equipment purchases
In December 2017,the 20 17 Facilities Master Plan was with a total CIP budget authority of $4.18 billion. The
adopted by the Board of Directors. The Master Plan total CIP budget authority has increased by$153 million
identified a phased 20-year program of capital as compared to FY 2019-20 approved budget of$4.03
improvement projects that will allow OCSD to billion. The changes are summarized below:
maintain reliability and accommodate future growth, as FY2019-20 Approved Total CIP $4.03 B
well as meet future regulatory requirements, level of Budget Authority
service goals, and strategic initiatives.
Project Net Changes:
With this phased 20-year program as a starting point, Midyear Approvals $1.3 M
the Asset Management Program within the Planning New $392 M
Division continues assessing the condition of the Budget Increases $265 M
District's existing assets and systems to ensure these
assets and systems can provide the necessary level of Budget Decreases ($247 M)
service.The Planning Division continues reviewing and Cancellation/Closures ($257 M)
updating the ongoing and future CIP to appropriately Capital Equipment Purch. 0.7 M
manage the risks associated with asset or system
failure. Projects can be delayed, consolidated or Total: $153 M
rescoped to help ensure that the CIP is delivered in the FY2020-21 Proposed Total CIP $4.1 B
most efficient way possible. The Asset Management Budget Authority
Program will continue these efforts and will continue to
define the future CIP project requirements not currently
included on the CIP list but are anticipated within the Following is a table of the FY 2020-21 proposed CIP
long-term financial plan to ensure effective and efficient budget:
operations.
Description FY 2020-21 CIP
This year, eight new projects are proposed for addition Budget
to the 2020-21 budget. These are: Capital Improvement Program (CIP) $164.8 M
Less: Savings and Deferrals ($17.3)M
• Project No. 7-68: MacArthur Pump Station
Force Main Improvements Net CIP Outlay $147.6 M
• Project No. J-135: Central Generation Engine The proposed FY 2020-21 net CIP outlays can be
Overhauls at Plant No. 1 and 2 categorized by the location of the projects in terms of
• Project No. 11-33: Edinger Pump Station wastewater treatment process, or by the reasons why
Replacement the projects are needed, i.e. project drivers. charts
• Project No. J-120: Process Control Systems showing the distribution of the funds by CIP driver and
Upgrades location are shown on the following page.
• Project No. P1-137: Support Buildings Seismic
Improvements at Plant No. 1 The proposed net CIP outlays can also be categorized
by project phase or status. The following chart shows
• Project No. P2-135: Sodium Bisulfite Station the net CIP outlays of projects in the Planning, Design
Rehabilitation at Plant No. 2 and Construction phases for FY 2020-21.
Section 8 - Page 1
Go to Table of Contents
2020-21 & 2021 -22 Budget
and Construction phases for FY 2020-21. Projects that are in the Planning phase make up about
3 percent of the FY 2020-21 net CIP outlay. Projects
Projected FY20-21 Net CIP Outlay in the Planning phase are planning or research
by Project Status studies that are primarily managed under the
Design Planning Studies Program, or M-Studies.
44%
44 percent of the FY 2020-21 net CIP outlay will
be for projects that are in the Design phase. The
three largest projects in the Design phase are
Headquarters Complex Plant No. 1 (Project No.
P1-128), Headworks Rehabilitation at Plant No. 1
(Project No. P1-105), and Primary Treatment
Rehabilitation at Plant No. 2 (Project No. P2-98) with
Planning projected expenditures of $5.9 million and $8.9
3% Construction million, $8.1 M respectively in FY 2020-21. Note
53/o these Projects are heading into construction
towards the latter half of FY 2020-21 and portions of
these expenditures include this.
Projected FY20-21 Net CIP Outlay 53 percent of the FY 2020-21 net CIP outlay will be
by Area spent in construction. The four most significant
Liquid other: construction projects are the Ocean Outfall System
Treatment: 11% Solids Rehabilitation (Project No. J-117), Westminster
38% 111iii 6% Blvd. Force Main Replacement (Project No.
3-62), Return Activated Sludge Piping Replacement
Support at Plant No. 2 (Project No. P2-123), and Newhope-
acilities Placentia Trunk Replacement (Project No. 2-72)
11% with projected FY 2020-21 expenditures of
$26.1 million, $11.6 million, $6.1 million, and
$18.4 million, respectively. Further information on
these Projects can be found in Section 8.
Utility
Systems
Collection 6%
Facilities
28%
Projected FY20-21 Net CIP Outlay
by Project Driver
Rehab.and
Replac
61% 41!
Strategic
Regulatory Initiatives
4% Additional 26%
Capacity
9%
Section 8 - Page 2
Go to Table of Contents
Overview
Treatment Process Diagram OceanOutfal)
Systems
Blend and
Pump to
Ocean Outfall
Collections Headworks Primary Secondary Pipe
Treatment Treatment
ram-°0 n ° °°°°° °°°°
Aeration; Settling
oBasin o2SIn Basin
O°° ° °° °° °°°°°° Reclamation
Incoming 12
Wastewater Seawater Barrier
from Homes and Landscape Irrigation
Businesses O.0 Water Districts
Reclamation Plant
Utility
Land Systems
Dewatering ► Application
. Composting
i r
Solids Handling & Digestion
Budget Legend Ocean Outfall Solids Handling
Systems & Digestion
Collections �ti Others ��1i� Strategic &
Facilities ri Master Planning
T Equipment Primary Treatment Support Facilities
Headworks ® Process Related ® Utility Systems
Special Projects
a
e„ o0 0�.Information Secondary Treatment Water Management
Management Systems , Projects
Section 8 - Page 3
Go to Table of Contents
2020-21 & 2021 -22 Budget
Project Summary FY 2020-21
Rehabilitation Strategic Additional Total
Item and Initiatives Capacity Regulatory Budget
Replacement
Collections Facilities $ 30,890,189 $ 5,011,674 $ 10,978,333 $ 173,024 $ 47,053,220
Solids Handling&Digestion 7,765,701 1,505,089 448,210 - 9,719,000
Support Facilities 10,520,379 4,953,821 844,008 1,419,686 17,737,894
Utility Systems 9,002,424 993,766 - - 9,996,190
Liquid Treatment:
Ocean Outfall Systems 6,578,011 19,632,187 26,210,198
Headworks 9,418,986 5,413,951 14,832,937
Secondary Treatment 11,641,977 - 11,641,977
Primary Treatment 8,793,814 645,639 9,439,453
Liquid Treatment Subtotal 36,432,788 25,691,777 - - 62,124,565
Other:
Strategic&Master Planning 2,327,507 1,454,693 581,877 1,454,693 5,818,770
Equipment 1,265,450 1,265,450 1,265,450 1,265,450 5,061,800
Information Management Systems 2,896,601 1,837,100 - 59,707 4,793,408
Process Related Special Projects - - 1,326,635 1,326,635
Research 931,220 - 931,220
Water Management Projects 243,477 243,477
Others - 26,901 - - 26,901
Other Subtotal 6,489,558 5,758,841 1,847,327 4,106,485 18,202,211
Grand Total $ 101,101,039 $ 43,914,968 $ 14,117,878 $ 5,699,195 $ 164,833,080
Less: CIP Savings&Deferrals ($17,271,000)
Proposed Net CIP Outlay $ 147,562,080
Section 8- Page 4
Go to Table of Contents
Summary of Capital Requirements - FY 2020-21
Other:
$18.2M
11.0%
Liquid Treatment: Solids Handling&Digestion
$62.1 M $9.71VI
37.7% 5.9%
Support Facilities
$17.7M
10.7%
Utility Systems
$10.0M
6.1 %
Collections Facilities
$47.1 M
28.6%
FY 2020-21 Capital Improvement Program Outlay by Process-$164.8 Million
Net CIP Outlay-$147.6 Million
Strategic Initiatives
$43.9M
26.6%
Additional Capacity
$14.1 M
8.6%
Regulatory
$5.7M
3.5%
I
Rehabilitation and Replaceme
$101.1M
61.3%
FY 2020-21 Capital Improvement Program Outlay by Driver-$164.8 Million
Net CIP Outlay-$147.6 Million
Section 8- Page 5
Go to Table of Contents
2020-21 & 2021 -22 Budget
Project Summary FY 2021-22
Rehabilitation Strategic Additional Total
Item and Initiatives Capacity Regulatory Budget
Replacement Authority
Collections Facilities $ 33,299,633 $ 2,940,467 $ 9,447,627 $ 77,669 $ 45,765,396
Solids Handling&Digestion 12,909,404 7,198,575 - - 20,107,979
Support Facilities 29,914,745 27,782,184 1,010,484 1,010,484 59,717,897
Utility Systems 8,535,811 3,387,706 - - 11,923,517
Liquid Treatment:
Headworks 49,765,501 8,633,144 58,398,645
Primary Treatment 27,072,882 647,621 27,720,503
Ocean Outfall Systems 5,972,717 17,711,492 23,684,209
Secondary Treatment 2,892,546 - 2,892,546
Liquid Treatment Subtotal 85,703,646 26,992,257 - 112,695,903
Other:
Information Management Systems 5,501,538 1,072,255 - 59,709 6,633,502
Equipment 647,750 647,750 647,750 647,750 2,591,000
Strategic&Master Planning 595,410 372,132 148,853 372,132 1,488,527
Research - 729,331 - - 729,331
Water Management Projects 265,666 265,666
Others 26,903 - 26,903
Process Related Special Projects - - - 13 13
Other Subtotal 6,744,698 3,114,037 796,603 1,079,604 11,734,942
Grand Total $ 177,107,937 $ 71,415,226 $ 11,254,714 $ 2,167,757 $ 261,945,634
Less: CIP Savings&Deferrals ($21,101,000)
Proposed Net CIP Outlay $ 240,844,634
Section 8- Page 6
Go to Table of Contents
Summary of Capital Requirements - FY 2021 -22
Support Facilities Utility Systems
$59.71VI $11.9M
22.8% 4.5%
Collections Facilities
$45.8M
17.5%
Solids Handling&Digestion
$20.1 M
7.7%
Other:
$11.7M
4.5
Liquid Treatment:
$112.7M
43.0%
FY 2021-22 Capital Improvement Program Outlay by Process-$261.9 Million
Net CIP Outlay-$240.8 Million
Strategic Initiatives Additional Capacity
$71.41VI $11.31VI
27.3% 4.3%
Regulatory
$2.2M
0.8%
I
Rehabilation and Replacement
$177.0M
67.6%
FY 2021-22 Capital Improvement Program Outlay by Driver-$261.9 Million
Net CIP Outlay-$240.8 Million
Section 8 - Page 7
Go to Table of Contents
2020-21 & 2021 -22 Budget
Summary of Capital Requirement - Collection System Improvement Projects
Project Total Est.Cost Proposed Proposed
Project Phase Project to Date 2020.21 2021.22 Future Project
Number 7/1/20 Budget 6/30/20 Outlay Outlay Outlay Status
Collections Facilities
Santa Ana Trunk Sewer Rehab 1-23 Planning $ 54,620,000$ $ 1,051,179$ 53,568,821 New
Greenville-Sullivan Trunk Impr. 1-24 Planning 48,600,000 371,204 48,228,796 New
Edinger Pump Station Repl. 11-33 Planning 10,153,000 102,369 275,917 9,774,714 Revised
Slater Pump Station Rehab 11-34 Planning 26,622,000 600,988 26,021,012 Revised
SARI Rock Stabilizers Removal 2-41-8 Const./Impl. 4,860,000 4,809,921 45,869 4,210 Revised
Taft Branch Capacity Impr. 2-49 Design 14,000,000 167,488 314,739 724,782 12,792,991 Revised
Newhope-Placentia Trunk Grade Separation Repl. 2-65 Const./Impl. 4,300,000 4,196,520 92,123 11,357 Continuing
Newhope-Placentia Trunk Repl. 2-72 Const./Impl. 112,000,000 78,171,924 18,441,383 10,278,948 5,107,745 Continuing
Yorba Linda Dosing Station Installation 2-73 Planning 14,080,000 14,080,000 Revised
Beach Relief Trunk/Knott Interceptor/Miller Holder Trunk 3-60 Planning 35,132,000 35,132,000 Revised
Rehab
Westminster Blvd Force Main Repl. 3-62 Const./Impl. 44,000,000 10,662,813 11,561,567 11,582,220 10,193,400 Revised
Rehab of Western Regional Sewers 3-64 Design 70,000,000 17,698,759 5,711,536 12,848,669 33,741,036 Revised
Interstate 405 Widening Project Impacts on OCSD 3-66 Design 250,000 137,799 35,032 62,102 15,067 Revised
Sewers
Seal Beach Pump Station Repl. 3-67 Design 78,900,000 503,977 3,427,428 2,093,648 72,874,947 Continuing
Los Alamitos Sub-Trunk Extension 3-68 Planning 84,124,000 84,124,000 Revised
Crystal Cove Pump Station Rehab 5-66 Planning 13,200,000 13,200,000 Revised
Bay Bridge Pump Station Repl. 5-67 Design 74,000,000 2,991,087 5,684,572 1,145,952 64,178,389 Continuing
Newport Beach Pump Stations Pressurization Impr. 5-68 Design 4,300,000 116,903 378,513 343,555 3,461,029 Revised
District 6 Trunk Sewer Relief 6-17 Const./Impl. 7,250,000 7,219,964 30,036 Revised
MacArthur Pump Station Rehab 7-63 Planning 9,800,000 9,800,000 Revised
Main Street Pump Station Rehab 7-64 Planning 39,450,000 39,450,000 Revised
Gisler-Red Hill Interceptor&Baker Force Mains Rehab 7-65 Design 21,000,000 95,832 823,405 1,763,122 18,317,641 Revised
Sunflower&Red Hill Interceptor Repairs 7-66 Design 4,700,000 227,600 359,017 2,553,194 1,560,189 Revised
MacArthur Force Main Impr. 7-68 Planning 2,468,000 45,631 54,349 2,368,020 Revised
North Trunk Impr. 7-69 Planning 9,200,000 9,200,000 New
Collections Facilities Total Budget 787,009,000 127,000,588 47,053,220 45,765,396 567,189,797
Section 8- Page 8
Go to Table of Contents
Summary of Capital Requirements
Summary of Capital Requirement -Treatment System Improvement Projects
Project Total Est.Cost Proposed Proposed
Project Phase Project to Date 2020-21 2021-22 Future Project
Number 7/1/20 Budget 6/30/20 Outlay Outlay Outlay Status
Equipment
Equipment Purchases Equipment Const./Impl. 9,062,800 1,410,000 5,061,800 2,591,000 Continuing
Equipment Total 9,062,800 1,410,000 5,061,800 2,591,000
Headworks
Headworks Rehab at P1 P1-105 Design 406,000,000 26,468,394 9,418,986 49,765,501 320,347,119 Continuing
Headworks Modification at P2 for GWRS Final P2-122 Const./Impl. 32,000,000 8,972,891 5,413,951 8,633,144 8,980,014 Revised
Expansion
Headworks Total 438,000,000 35,441,285 14,832,937 58,398,645 329,327,133
Primary Treatment
Primary Sedimentation Basins No.3-5 Repl.at P1 P1-126 Planning 117,700,000 521,079 61,054 185,465 116,932,402 Revised
Primary Sedimentation Basins No.6-31 Reliability Impr, P1-133 Planning 10,100,000 604,011 1,291,277 1,295,242 6,909,470 Revised
at P1
B/C-Side Primary Sedimentation Basins Rehab at P2 P2-133 Planning 279,842,000 279,842,000 Revised
Primary Treatment Rehabiliation at P2 P2-98 Design 237,000,000 26,329,990 8,087,122 26,239,796 176,343,092 Revised
Primary Treatment Total 644,642,000 27,455,080 9,439,453 27,720,503 580,026,964
Secondary Treatment
Return Activated Sludge Piping Repl.at Activated P1-129 Const./Impl. 10,300,000 4,516,052 5,566,916 217,032 Continuing
Sludge P1
Return Activated Sludge Piping Repl.at P2 P2-123 Const./Impl. 10,800,000 1,866,933 6,075,061 2,174,218 683,788 Revised
Activated Sludge Aeration Basin Rehab at P2 P2-136 Planning 65,600,000 501,296 65,098,704 New
Secondary Treatment Total 86,700,000 6,382,985 11,641,977 2,892,546 65,782,492
Solids Handling&Digestion
Sludge Dewatering&Odor Control at P1 P1-101 Const./Impl. 197,000,000 196,103,581 896,419 Revised
Digester Ferric Chloride Piping Repl.at P1 P1-135 Planning 1,360,000 115,689 170,893 1,021,560 51,858 Continuing
Interim Food Waste Receiving Facility P2-124 Design 6,300,000 1,198,406 1,058,172 3,946,321 97,101 Continuing
TPAD Digester Facility at P2 P2-128 Planning 455,000,000 493,485 1,787,669 13,009,017 439,709,829 Revised
Digester P,Q,R,&S Repl. P2-129 Planning 165,900,000 165,900,000 Future
Digesters Rehab at P2 P2-137 Planning 40,632,000 589,432 1,547,988 38,494,580 New
Sludge Dewatering&Odor Control at P2 P2-92 Const./Impl. 90,477,000 84,677,492 5,216,415 583,093 Continuing
Solids Handling&Digestion Total 956,669,000 282,588,653 9,719,000 20,107,979 644,253,368
Ocean Outfall Systems
Ocean Outfall System Rehab J-117 Const./Impl. 166,000,000 59,745,674 26,108,350 23,477,550 56,668,426 Continuing
Sodium Bisulfite Station Rehab at P2 P2-135 Planning 3,834,000 101,848 206,659 3,525,493 New
Ocean Outfall Systems Total 169,834,000 59,745,674 26,210,198 23,684,209 60,193,919
Utility Systems
Digester Gas Facilities Repl. J-124 Design 173,000,000 8,446,913 4,282,106 3,736,720 156,534,261 Revised
Natural Gas Pipelines Repl.at P1&P2 J-127 Design 1,610,000 465,774 1,038,492 105,734 Revised
Section 8- Page 9
Go to Table of Contents
2020-21 & 2021 -22 Budget
Summary of Capital Requirement - Treatment System Improvement Projects
Project Total Est.Cost Proposed Proposed
Project Phase Project to Date 2020.21 2021.22 Future Project
Number 7/1/20 Budget 6/30/20 Outlay Outlay Outlay Status
Utility Systems
Central Generation Engine Overhauls at P1&2 J-135 Planning 26,000,000 291,727 1,521,979 24,186,294 New
Power Building Structural Seismic Impr.at P1&2 J-136 Planning 7,080,000 239,060 6,840,940 New
Electrical Power Distribution System Impr. J-98 Design 26,500,000 380,862 1,823,293 2,075,970 22,219,875 Revised
Central Generation Rehab at P1 P1-127 Planning 68,452,000 68,452,000 Revised
Uninterruptible Power Supply Impr.at P1 P1-132 Design 7,000,000 274,014 928,600 584,761 5,212,625 Continuing
12.47 kVSwitchgear Repl.at Central Generation at P1 P1-136 Planning 14,800,000 14,800,000 New
Network&Server Relocation at P1 P1-138 Planning 3,027,000 228,012 2,798,988 New
Consolidated Demolition&Utility Impr.at P2 132-110 Const./Impl. 30,000,000 29,069,004 914,715 16,281 Revised
Central Generation Rehab at P2 132-119 Planning 108,000,000 108,000,000 Revised
Warehouse,Electrical Substation&12kV Service Center P2-126 Design 65,000,000 31,317 717,257 3,415,000 60,836,426 Revised
Repl.at P2
Utility Systems Total 530,469,000 38,667,885 9,996,190 11,923,517 469,881,408
Process Related Special Projects
Safety Impr.Program J-126 Const./Impl. 16,000,000 14,673,352 1,326,635 13 Revised
Process Related Special Projects Total 16,000,000 14,673,352 1,326,635 13
Information Management Systems
Process Control Systems Upgrades J-120 Planning 33,000,000 10,000 4,987,341 28,002,659 Revised
Project Mgmt.Information System J-128 Design 2,280,000 1,407,886 306,250 565,864 Revised
Information Technology Capital Program M-MC-IT Const./Impl. 10,000,000 1,695,335 3,061,700 1,012,782 4,230,183 Continuing
EAM Software&Process Implementation SP-100 Const./Impl. 7,500,000 6,634,767 865,233 Continuing
Geographic Information System SP-15 Const./Impl. 4,700,000 3,437,774 59,707 59,709 1,142,810 Revised
Process Control Systems Upgrades Study SP-196 Planning 3,400,000 2,036,443 1,355,751 7,806 Revised
Information Management Systems Total 60,880,000 15,212,205 4,793,408 6,633,502 34,240,885
Strategic&Master Planning
Planning Studies Program M-STUDIES Planning 28,652,000 16,835,714 5,818,770 1,488,527 4,508,989 Continuing
Strategic&Master Planning Total 28,652,000 16,835,714 5,818,770 1,488,527 4,508,989
Water Management Projects
GWRS Final Expansion Coordination J-36-2 Const./Impl. 1,132,000 435,267 243,477 265,666 187,590 Continuing
Water Management Projects Total 1,132,000 435,267 243,477 265,666 187,590
Research
Research Program M-RESEARCH Planning 8,500,000 2,153,331 931,220 729,331 4,686,118 Continuing
Research Total 8,500,000 2,153,331 931,220 729,331 4,686,118
Support Facilities
Laboratory Rehab at P1 J-133 Planning 44,200,000 44,200,000 Revised
Small Construction Projects Program M-FE Const./Impl. 65,000,000 14,111,262 8,440,078 10,104,836 32,343,824 Revised
Section 8-Page 10
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Summary of Capital Requirements
Summary of Capital Requirement -Treatment System Improvement Projects
Project Total Est.Cost Proposed Proposed
Project Phase Project to Date 2020-21 2021-22 Future Project
Number 7/1/20 Budget 6/30/20 Outlay Outlay Outlay Status
Support Facilities
Operations&Maintenance Capital Program M-SM-CAP Const./Impl. 15,622,000 4,328,883 1,442,561 1,089,947 8,760,609 Continuing
Title 24 Access Compliance&Building Rehab Project P1-115 Const./Impl. 18,400,000 17,824,322 575,678 Continuing
Headquarters Complex P1-128 Design 167,500,000 29,406,431 6,339,527 42,138,713 89,615,329 Continuing
South Perimeter Security&Utility Impr.at P1 P1-134 Design 10,000,000 1,235,005 680,311 4,607,510 3,477,174 Revised
Support Buildings Seismic Impr.at P1 P1-137 Planning 23,730,000 259,739 519,477 22,950,784 New
Collections Yard Relocation P2-127 Planning 1,840,000 106,701 1,733,299 Future
Operations&Maintenance Complex at P2 P2-138 Planning 95,000,000 1,150,713 93,849,287 New
Support Facilities Total 441,292,000 66,905,903 17,737,894 59,717,897 296,930,306
Others
Capital Improvement Program Mgmt.Services SP-195 Planning 700,000 279,473 26,901 26,903 366,723 Revised
Others Total 700,000 279,473 26,901 26,903 366,723
Total Treatment and Disposal Projects 3,383,470,000 566,776,808 112,718,060 213,589,238 2,490,385,894
Total Collections Facilities 787,009,000 127,000,588 47,053,220 45,765,396 567,189,797
Capital Equipment Purchases 9,062,800 1,410,000 5,061,800 2,591,000
Total Capital Improvement Program Budget $4,179,541,800 $695,187,395 $164,833,080 $261,945,634 $3,057,575,691
Less:CIP Savings&Deferrals ($17,271,000) ($21,101,000)
Proposed Net CIP Outlay $147,562,080 $240,844,634
Section 8- Page 11
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2020-21 & 2021 -22 Budget
Project Name&Number Santa Ana Trunk Sewer Rehabilitation - 1-23
Project Category Collections Facilities Project Status: New
Description
This project will rehabilitate a portion of the Santa Ana Trunk sewer. This will include rehabilitation
of pipelines (lining)and manholes.The project includes rehabilitation of 14,525 feet along Alton
Avenue and easements crossing MacArthur Boulevard, Harbor Boulevard, Scenic Avenue, Hyland
Avenue, Sunflower Avenue and Interstate 405 in the Cities of Santa Ana and Costa Mesa.
Collections
Facilities
Justification
This trunk line is unlined reinforced concrete piping. Physical and video assessments of this sewer indicate there is corrosion in
the concrete and rehabilitation must be performed to prevent potential structural failure.
The project budget is$54,620,000. The project's estimated construction contract cost is$31,920,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 1,051,179 1,257,464 1,744,080 2,245,994 6,837,090 13,135,807
Construction 31,923,979 31,923,979
Commissioning
Close-out
Contingency 9,560,214 9,560,214
Total 1,051,179 1,257,464 1,744,080 2,245,994 48,321,283 54,620,000
Reimbursable Costs: N/A
Section 8-Page 12
Go to Table of Contents
CIP Project Detail Sheets
Project Name&Number Greenville-Sullivan Trunk Improvements - 1-24
Project Category Collections Facilities Project Status: New
Description
This project will upsize the Greenville Trunk sewer to increase capacity.This will include installation
of pipelines, replacement of manholes and rehabilitation of manholes. The project includes
improvements of up to 16,000 feet of sewer along Sullivan Street, Edinger Ave, and Greenville
Street in the City of Santa Ana.
Collections
Facilities
Justification
The need for this project was identified in the Collections Capacity Evaluation Study, Project No. PS15-06. These improvements
will accommodate changing flow patterns due to planned development strategies. economic influences, and potential wet weather
surcharges.
The project budget is$48,600,000. The project's estimated construction contract cost is$28,410,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 371,204 775,804 964,663 1,274,817 8,302,424 11,688,912
Construction 28,407,587 28,407,587
Commissioning
Close-out
Contingency 8,503,501 8,503,501
Total 371,204 775,804 964,663 1,274,817 45,213,512 48,600,000
Reimbursable Costs: N/A
Section 8-Page 13
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2020-21 & 2021 -22 Budget
Project Name&Number Edinger Pump Station Replacement - 11-33
Project Category Collections Facilities Project Status: Revised
Description
This project will replace the existing Edinger Pump Station to meet current building, electrical, and
safety codes and to provide safer access to the pump station. The new pump station will be
located at a new location near the existing pump station. The existing pump station will be
demolished when the new one is complete.
Collections
Facilities
Justification
Edinger Pump Station was originally constructed in 1968. Although the pumps have recently been replaced,the control systems
are rapidly becoming obsolete and the electrical system does not comply with current codes. In addition,the existing pump
station is located below grade, and to access the pump station for maintenance requires blocking off a pedestrian walkway, a bike
lane and a traffic lane.
The project budget has been decreased from$14,100,000 to$10,153,000. The reduced budget is a result of an updated cost
estimate, start date and duration changes. The project's estimated construction contract cost is$5,250,000. This project will not
have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 102,369 275,917 392,052 392,053 452,111 1,715,234 3,329,736
Construction 5,254,963 5,254,963
Commissioning
Close-out
Contingency 1,568,301 1,568,301
Total 102,369 275,917 392,052 392,053 452,111 8,538,498 10,153,000
Reimbursable Costs: N/A
Section 8-Page 14
Go to Table of Contents
CIP Project Detail Sheets
Project Name&Number Slater Pump Station Rehabilitation - 11-34
Project Category Collections Facilities Project Status: Revised
Description
This project will rehabilitate the existing Slater Avenue Pump Station to meet current building,
electrical and safety codes, and OCSD design standards, and to extend the useful life of the pump
station. In addition to the improvements to the pump station, both force mains currently serving this
pump station will be rehabilitated.
Collections
Facilities
Justification
Slater Avenue Pump Station was constructed in the late 1990s and needs rehabilitation to maintain the pump station's reliability in
the coming decades. The electrical system does not meet current building code requirements. The ductile iron force mains, one
of which was constructed with the original Slater Avenue Pump Station, are aging and need to be rehabilitated.
The project budget has been increased from$25,300,000 to$26,622,000. The increased budget is the result of scope, start date
and duration changes. The project's estimated construction contract cost is$14,468,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 600,988 951,228 998,988 1,046,699 4,244,777 7,842,680
Construction 14,462,168 14,462,168
Commissioning
Close-out
Contingency 4,317,152 4,317,152
Total 600,988 951,228 998,988 1,046,699 23,024,097 26,622,000
Reimbursable Costs: N/A
Section 8-Page 15
Go to Table of Contents
2020-21 & 2021 -22 Budget
Project Name&Number SARI Rock Stabilizers Removal - 2-41-8
Project Category Collections Facilities Project Status: Revised
Description
This project involves the removal and disposal of approximately 22,000 tons of rip rap rocks from
within sensitive habitat in the Santa Ana River bed between the Green River Golf Course and Weir
Canyon Road in Yorba Linda.The work also includes mitigation and restoration work associated
with temporary access roads. This project is approaching close-out.
Collections
Facilities
Justification
The Sanitation District had installed large rocks, called rip rap, on an emergency basis to protect its Santa Ana Regional
Interceptor in the Santa Ana River downstream of Prado Dam until a better-protected new pipe could be constructed. The US
Army Corps of Engineers permit that allowed the rock to be installed obligated the Sanitation District to remove the rock when the
new pipe was completed.
The project budget has been decreased from$6,860,000 to$4,860,000. The reduced budget is a result of an updated estimate to
complete the work. The project's estimated construction contract cost is$2,810,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 205,126 205,126
Prelim Design 323,096 323,096
Design 442,518 442,518
Construction 3,581,162 3,581,162
Commissioning
Close-out 18,019 17,797 35,816
Contingency 240,000 28,072 4,210 272,282
Total 4,809,921 45,869 4,210 4,860,000
Reimbursable Costs: 38,060
Section 8-Page 16
Go to Table of Contents
CIP Project Detail Sheets
Project Name&Number Taft Branch Capacity Improvements - 2-49
Project Category Collections Facilities Project Status: Revised
Description
This project will upsize the Taft Branch sewer from Santiago Blvd and Meats Ave to Taft Ave and
Glassell St. This will include replacement of nearly 10,000 feet of pipe and associated manholes
along Meats Ave,Tustin Street, and Taft Avenue in the City of Orange.
Collections
Facilities
Justification
The need for this project was identified in the Collections Capacity Evaluation Study, Project No. PS15-08. These improvements
will accommodate changing flow patterns due to planned development strategies. economic influences, and potential wet weather
surcharges.
The project budget has been increased from$8,130,000 to$14,000,000. The increased budget is needed based on an updated
estimate to complete the work. The project's estimated construction contract cost is$9,000,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 156,040 156,040
Prelim Design 8,751 314,739 225,793 549,283
Design 2,697 498,989 738,077 13,085 1,252,848
Construction 4,589,568 4,920,865 563,960 10,074,393
Commissioning
Close-out 35,879 35,879
Contingency 120,000 1,811,557 1,931,557
Total 167,488 314,739 724,782 738,077 4,722,653 4,920,865 2,411,396 14,000,000
Reimbursable Costs: N/A
Section 8-Page 17
Go to Table of Contents
2020-21 & 2021 -22 Budget
Project Name&Number Newhope-Placentia Trunk Grade Separation Replacement - 2-65
Project Category Collections Facilities Project Status: Continuing
Description
This project was needed to replace a section of the Sanitation District's Newhope-Placentia Trunk
in State College Boulevard between Orangethorpe and Commonwealth to accommodate a railroad
grade separation project being done by the City of Fullerton. The work has been completed, but a
repair of a construction defect still needs to be completed.
Collections
Facilities
Justification
The existing sewer needed to be relocated to accommodate the undergrounding of State College Boulevard below the railroad
tracks at the intersection of Valencia Drive and State College Boulevard . These improvements also accommodated a capacity
increase.
The project budget is$4,300,000.The project's estimated construction contract cost is$3,570,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 103,062 103,062
Prelim Design 64,933 64,933
Design 313,041 313,041
Construction 3,697,774 3,697,774
Commissioning
Close-out 17,711 17,711
Contingency 92,123 11,357 103,480
Total 4,196,520 92,123 11,357 4,300,000
Reimbursable Costs: N/A
Section 8-Page 18
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CIP Project Detail Sheets
Project Name&Number Newhope-Placentia Trunk Replacement - 2-72
Project Category Collections Facilities Project Status: Continuing
Description
This project will increase the size of approx. 35,000 feet of the Newhope-Placentia Trunk sewer
from Yorba Linda Boulevard to Orangewood Avenue. The upsized sewer will accommodate flows
from the newly abandoned Yorba Linda Pump Station and the newly interconnected Atwood Sub-
trunk. The scope also includes rehabilitating five sections of the Rolling Hill Sub trunk, and
abandoning any remaining portion of the wastewater disposal company sewer alignment not used
for the new pipeline.
Collections
Facilities
Justification
This section of the Newhope-Placentia Trunk Sewer was originally constructed in 1961. These improvements will accommodate
the projected flow increases due to the abandonment of the aging Yorba Linda Pump Station, increase capacity in a short portion
of the Rolling Hills Sub-trunk that is undersized when burdened by 2030 wet weather flows, and increase operational flexibility of
the collection system.
The project budget is$112,000,000. The project's estimated construction contract cost is$80,810,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 132,601 132,601
Prelim Design 5,390,814 5,390,814
Design 4,712,611 4,712,611
Construction 67,865,140 18,441,383 5,316,264 91,622,787
Commissioning
Close-out 70,758 359,282 18,331 448,371
Contingency 4,603,402 5,089,414 1 9,692,816
Total 78,171,924 18,441,383 10,278,948 5,107,745 112,000,000
Reimbursable Costs: 2,180,000
Section 8-Page 19
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2020-21 & 2021 -22 Budget
Project Name&Number Yorba Linda Dosing Station Installation - 2-73
Project Category Collections Facilities Project Status: Revised
Description
This project will abandon the Yorba Linda Pump Station and downstream force main. Gravity
sewers located in Yorba Linda Boulevard will also be reconfigured to improve access to the facilities
for maintenance. Flows which are currently being pumped by the Yorba Linda Pump Station east
will be conveyed by gravity through the newly upsized Newhope-Placentia Trunk located in State
College Boulevard to the west. After abandonement,the site will be re-purposed with the
installation of an odor control dosing station. This station will dose odor reducing chemicals into the
Newhope-Placentia sewer that follows State College Boulevard and Newhope Avenue to
Reclamation Plant No. 1.
Collections
Facilities
Justification
The Yorba Linda Pump Station was built, in part, to convey flow away from undersized gravity sewers located in State College
Boulevard. Land development in the vicinity necessitates the upsizing of the same gravity sewers and the project to do so is
currently in design. When complete the pump station will no longer be needed. Costly rehabilitation would be necessary for the
pump station to remain in service. The odor control dosing station will provide a permanent location to strategically assist with
odor control reduction. Currently,weekly to monthly caustic chemical dumps are sent into the system through sewer manholes.
The project budget has been increased from$10,800,000 to$14,080,000. The increased budget is the result of scope, start date
and duration changes. The project's estimated construction contract cost is$7,650,000. The impacts to operational budgets have
not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 324,040 654,643 3,168,188 4,146,871
Construction 7,646,996 7,646,996
Commissioning
Close-out
Contingency 2,286,133 2,286,133
Total 324,040 654,643 13,101,317 14,080,000
Reimbursable Costs: N/A
Section 8-Page 20
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CIP Project Detail Sheets
Project Name&Number Beach Relief Trunk/Knott Interceptor/Miller Holder Trunk Rehabilitation - 3-60
Project Category Collections Facilities Project Status: Revised
Description
This project will rehabilitate a portion of the Beach Relief Trunk, Knott Interceptor and Miller Holder
Trunk sewers located in the City of Buena Park. The project includes repairs over 37,000 feet of
sewer pipe and manholes along Artesia Boulevard, Tulare Steet, Kingman Avenue, Franklin Street,
Rostrata Avenue, Knott Avenue, Caballero Boulevard, Dodds Avenue and easements in the City of
Buena Park.
Collections
Facilities
Justification
Physical and video assessments of this sewer indicate there is corrosion in the concrete and rehabilitation must be performed to
prevent a risk of structural failure.
The project budget has been increased from$20,910,000 to$35,132,000. The increased budget is the result of being combined
with a nearby sewer rehabilitaiton project. The project's estimated construction contract cost is$20,540,000. This project will not
have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 609,677 1,145,038 1,237,532 5,457,885 8,450,132
Construction 20,536,360 20,536,360
Commissioning
Close-out
Contingency 6,145,508 6,145,508
Total 609,677 1,145,038 1,237,532 32,139,753 35,132,000
Reimbursable Costs: N/A
Section 8-Page 21
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2020-21 & 2021 -22 Budget
Project Name&Number Westminster Blvd Force Main Replacement - 3-62
Project Category Collections Facilities Project Status: Revised
Description
This project will replace the two existing Westminster Blvd force mains that extend along
Westminster Blvd for almost 3 miles from Seal Beach Blvd in the City of Seal Beach to Rancho Rd
in the City of Westminster. The existing siphons near Rancho Rd will be slip lined to extend the
force main to terminate at an existing discharge structure.
Collections
Facilities
Justification
The pump station currently operates with just one of two force mains, a 42-inch ductile iron pipe that has no cathodic protection
system. The other force mains is reinforced plastic mortar pipe in danger of failing and cannot be placed back into operation, thus
eliminating operational redundancy. This project will replace the existing Westminster Blvd force mains to provide adequate
redundancy and increase capacity to handle the new predicted peak wet weather flow of 34 mgd.
The project budget has been decreased from$54,000,000 to$44,000,000. The reduced budget is a result of an updated estimate
to complete the work. The project's estimated construction contract cost is$27,740,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 199,656 199,656
Prelim Design 4,103,528 4,103,528
Design 3,035,366 3,035,366
Construction 3,324,263 11,561,567 11,582,220 4,820,178 31,288,228
Commissioning
Close-out 190,848 190,848
Contingency 4,692,600 489,774 5,182,374
Total 10,662,813 11,561,567 11,582,220 9,703,626 489,774 44,000,000
Reimbursable Costs: N/A
Section 8-Page 22
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CIP Project Detail Sheets
Project Name&Number Rehabilitation of Western Regional Sewers - 3-64
Project Category Collections Facilities Project Status: Revised
Description
This project will replace or rehabilitate a portion of the sewers and manholes located in Sanitation
District's northwestern service area. The work will be completed under three construction
contracts. The Orange Western Sub-Trunk Rehabilitation covers approximately 13,000 feet of pipe,
the Los Alamitos Trunk Sewer Rehabilitation covers approximately 34,000 feet, and the Cypress
Trunk Sewer Rehabilitation covers approximately 32,000 feet. These sewers are located primarily
within public rights of way in the Cities of Seal Beach, Los Alamitos, Cypress,Anaheim, Buena
Park, and La Palma.
Collections
Facilities
Justification
Most of the sewers were constructed in late 1950's and early 1960's for an estimated life of 40 to 50 years. Inspections have
identified significant defects and the joints that allow significant infiltration of groundwater into the sewers.
The project budget has been decreased from$202,069,000 to$70,000,000. The reduced budget is a result of changes in the
project elements identified from recent engineering efforts.The project's estimated construction contract cost is$30,510,000. This
project will not have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 489,084 489,084
Prelim Design 12,815,742 38,251 12,853,993
Design 4,308,181 1,531,889 1,798,577 642,659 8,281,306
Construction 44,010 3,641,396 9,601,865 9,301,236 10,997,595 3,714,130 37,300,232
Commissioning
Close-out 41,742 59,267 64,962 7,701 69,961 243,633
Contingency 500,000 1,388,960 1,395,861 56,857 7,490,074 10,831,752
Total 17,698,759 5,711,536 12,848,669 11,404,718 11,062,153 11,274,165 70,000,000
Reimbursable Costs: N/A
Section 8-Page 23
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2020-21 & 2021 -22 Budget
Project Name&Number Interstate 405 Widening Project Impacts on OCSD Sewers - 3-66
Project Category Collections Facilities Project Status: Revised
Description
This project will provide reimbursement for staff support for the realignment/conflicts of District
facilities as part of Orange County Transportation's proposed widening of the 1-405 Freeway
between State Route 73 and the 1-605 Freeway.
Collections
Facilities
Justification
Widening of the 1-405 Freeway will require relocation of Sanitation District facilities. Agreements between the Sanitation District
and the Orange County Transportation Authority provide for reimbursements up to$427,151.
The project budget has been decreased from$528,000 to$250,000. The reduced budget is a result of a reduction in the extent of
Sanitation District facilities impacted by the freeway widening project.This project will not have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 99,738 99,738
Construction 30,117 8,630 3,467 42,214
Commissioning
Close-out 763 2,173 9,596 358 12,890
Contingency 7,181 24,229 49,039 14,709 95,158
Total 137,799 35,032 62,102 15,067 250,000
Reimbursable Costs: 112,201
Section 8-Page 24
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CIP Project Detail Sheets
Project Name&Number Seal Beach Pump Station Replacement - 3-67
Project Category Collections Facilities Project Status: Continuing
Description
This project will replace the existing Seal Beach Pump Station on the existing site and demolish the
old pump station when the new one is complete. The new pump station will have a deeper wet well
to allow gravity flow from the future extension of the Los Alamitos Sub-Trunk from the West Side
Pump Station to the Seal Beach Pump Station, thus allowing the West Side Pump Station to be
abandoned. Extension of the Los Alamitos Sub-Trunk and abandonment of the West Side Pump
Station is budgeted under Los Alamitos Sub-Trunk Extension, Project No. 3-68. The project will
also include odor control improvements of vapor-phase and liquid-phase treatment at the pump
station to minimize both upstream and downstream odors and corrosion.
Collections
Facilities
Justification
The existing Seal Beach Pump Station is in need of extensive rehabilitation due to age and condition. A life-cycle cost evaluation
determined that the most cost effective alternative is to replace the existing pump station on site to allow extension of the Los
Alamitos Sub-Trunk by gravity and abandonment of the West Side Pump Station.
The project budget is$78,900,000. The project's estimated construction contract cost is$43,930,000. The impacts to operational
budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 218,175 218,175
Prelim Design 284,133 3,010,614 3,294,747
Design 1,669 416,814 2,093,648 1,765,440 381,961 4,659,532
Construction 181,413 7,783,320 21,924,142 22,557,307 52,446,182
Commissioning 879,139 879,139
Close-out 230,865 230,865
Contingency 597,173 16,574,187 17,171,360
Total 503,977 3,427,428 2,093,648 1,946,853 8,762,454 21,924,142 40,241,498 78,900,000
Reimbursable Costs: N/A
Section 8-Page 25
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2020-21 & 2021 -22 Budget
Project Name&Number Los Alamitos Sub-Trunk Extension - 3-68
Project Category Collections Facilities Project Status: Revised
Description
This project will extend the Los Alamitos Sub-trunk by gravity from the Westside Pump Station to
the new, deeper Seal Beach Pump Station to be constructed under Seal Beach Pump Station
Replacement, Project No.3-67. It will also abandon the existing Westside Pump Station.
Collections
Facilities
Justification
Extension of this section of gravity sewer will allow the Westside Pump Station to be abandoned when it reaches the end of its
useful life, at which point it would require replacement on a different site.
The project budget has been increased from$66,000,000 to$84,124,000. The increased budget is the result of an estimated
longer project duration. The project's estimated construction contract cost is$52,000,000. The impacts to operational budgets
have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 16,568,627 16,568,627
Construction 51,995,772 51,995,772
Commissioning
Close-out
Contingency 15,559,601 15,559,601
Total 84,124,000 84,124,000
Reimbursable Costs: N/A
Section 8-Page 26
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CIP Project Detail Sheets
Project Name&Number Crystal Cove Pump Station Rehabilitation - 5-66
Project Category Collections Facilities Project Status: Revised
Description
This project will rehabilitate the existing Crystal Cove Pump Station to maintain compliance with
electrical and safety codes, and to restore the condition of the aging facility. The project also
consists of rehabilitating the two 8-inch ductile iron force mains. The existing gravity system in the
vicinity of the pump station, located in Pacific Coast Highway, will also be assessed and
rehabilitated as needed.
Collections
Facilities
Justification
The Crystal Cove Pump Station was originally constructed in 1995 and needs rehabilitation to maintain the pump station's
reliability in the coming decades.The electrical system does not meet current code requirements. The control system is out of
date and does not meet OCSD standards. The force mains are not currently protected from corrosion.
The project budget has been decreased from$17,900,000 to$13,200,000. The reduced budget is a result of scope, start date and
duration changes.The project's estimated construction contract cost is$7,160,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 27,072 307,639 515,709 3,030,462 3,880,882
Construction 7,156,498 7,156,498
Commissioning
Close-out
Contingency 2,162,620 2,162,620
Total 27,072 307,639 515,709 12,349,580 13,200,000
Reimbursable Costs: N/A
Section 8-Page 27
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2020-21 & 2021 -22 Budget
Project Name&Number Bay Bridge Pump Station Replacement - 5-67
Project Category Collections Facilities Project Status: Revised
Description
This project will replace the existing Bay Bridge Pump Station to meet current building, electrical,
and safety codes and the Sanitation District's design standards. The associated force mains will
also be replaced.
Collections
Facilities
Justification
The Bay Bridge Pump Station was originally constructed in 1966. The pumping systems are aging, and have control systems that
are rapidly becoming obsolete. In addition,the existing pumping station does not comply with the current electrical and safety
codes. The force mains have reached the end of their expected life and are at risk of failure if not addressed.
The project budget has been increase from$64,000,000 to$74,000,000. The project's estimated construction contract cost is
$38,120,000. The impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 271,914 271,914
Prelim Design 2,572,773 2,684,572 423,691 5,681,036
Design 144,626 3,000,000 722,261 2,230,775 1,045,444 7,143,106
Construction 1,774 4,788,843 19,378,574 21,954,278 46,123,469
Commissioning 5,840 190,616 307,689 504,145
Close-out 172,379 172,379
Contingency 58,630 286,114 13,759,207 14,103,951
Total 2,991,087 5,684,572 1,145,952 2,289,405 6,126,241 19,569,190 36,193,553 74,000,000
Reimbursable Costs: N/A
Section 8-Page 28
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CIP Project Detail Sheets
Project Name&Number Newport Beach Pump Stations Pressurization Improvements - 5-68
Project Category Collections Facilities Project Status: Revised
Description
This project will address pressurization of the air in wet wells of the Crystal Cover,A-Street, 15th
Street, Lido, Bitter Point, and Rocky Point Pump Stations. It will also add facilities to accommodate
chemical addition at the 15th Street Pump Station to reduce generation of hydrogen sulfide in
downstream forcemains.
Collections
Facilities
Justification
The existing wet wells are not vented to prevent the pressurization of the air space when wet well levels rise. The resulting
pressure can release foul air from upstream manholes and can blow out water seals in p-traps draining to the wet well. The loss
of the water seal can result in hazardous gasses accumulating in the pump station building.
The project budget has been increased from $4,066,000 to $4,300,000. The increased budget is needed based on an updated
estimate to complete the work . The project's estimated construction contract cost is$1,830,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 115,577 115,577
Prelim Design 1,326 318,926 320,252
Design 59,587 343,555 173,084 576,226
Construction 1,759,971 982,764 2,742,735
Commissioning
Close-out 37,396 37,396
Contingency 64,500 195,360 247,954 507,814
Total 116,903 378,513 343,555 1,997,555 1,215,520 247,954 4,300,000
Reimbursable Costs: N/A
Section 8- Page 29
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2020-21 & 2021 -22 Budget
Project Name&Number District 6 Trunk Sewer Relief - 6-17
Project Category Collections Facilities Project Status: Revised
Description
This project increases the capacity, rehabilitates and performs access improvements for OCSD 6
Trunk sewer.The existing 3,700 feet of 12-inch through 18-inch pipeline runs near Pomona Ave to
Newport Boulevard near 15th St, and southerly along Newport Boulevard towards Coast Highway
in the Cities of Costa Mesa and Newport Beach. Portions of the sewer that are not being
increased in size are being rehabilitated so the life of this sewer will be extended by 30 years.
Combined into this work are maintenance access improvements for OCSD personnel. This project
is approaching close-out.
Collections
Facilities
Justification
The need for this project was identified in the January 2006 Draft Strategic Plan Update. This project is needed to reduce the
potential for surcharging and sewer spills due to a projected increase in flow from planned developments and growth.
Investigations during preliminary design also revealed the that segments not being up-sized, required rehabilitation and
maintenance access improvements.
The project budget has been decreased from$7,965,000 to$7,250,000. The reduced budget is a result of an updated estimate to
complete the work. The project's estimated construction contract cost is$4,200,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 70,429 70,429
Prelim Design 442,648 442,648
Design 936,967 936,967
Construction 5,676,188 5,676,188
Commissioning 1,435 1,435
Close-out 21,195 21,195
Contingency 71,102 30,036 101,138
Total 7,219,964 30,036 7,250,000
Reimbursable Costs: N/A
Section 8-Page 30
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CIP Project Detail Sheets
Project Name&Number MacArthur Pump Station Rehabilitation - 7-63
Project Category Collections Facilities Project Status: Revised
Description
The MacArthur Pump Station is located west of MacArthur Boulevard and north of Jamboree Road
in the City of Newport Beach.This project includes rehabilitation of the existing civil structures such
as the wet well and underground electrical and pump room. Replacement of mechanical
equipment(pumps,valves, piping, etc.)and electrical and instrumentation equipment is also
included.
Collections
Facilities
Justification
The pump station was built in 1960 and the internal equipment and supporting components were replaced in 1989. The wet well is
an original structure and is not coated or lined to prevent corrosion of the concrete from the hazardous sewer gases. Corrosion is
also present on the existing mechanical equipment. The electrical equipment is outdated and obtaining replacement electrical
parts is becoming increasingly difficult. At the completion of this project the pump station will follow the latest applicable electrical
and safety codes.
The project budget has been increased from$9,151,000 to$9,800,000. The increased budget is the result of start date and
duration changes. The project's estimated construction contract cost is$5,330,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 20,146 228,927 383,760 2,255,090 2,887,923
Construction 5,325,439 5,325,439
Commissioning
Close-out
Contingency 18,646 211,889 215,279 1,140,824 1,586,638
Total 38,792 440,816 599,039 8,721,353 9,800,000
Reimbursable Costs: N/A
Section 8-Page 31
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2020-21 & 2021 -22 Budget
Project Name&Number Main Street Pump Station Rehabilitation - 7-64
Project Category Collections Facilities Project Status: Revised
Description
The Main Street Pump Station is located on Main Street north of the John Wayne Airport, in the City
of Irvine. This project includes the rehabilitation of the existing civil structures such as the flow
diversion box, east and west wet well and the above ground electrical room and below grade pump
room. Replacement of the mechanical equipment(pumps, valves, piping, etc.)and electrical and
instrumentation equipment is also included.
Collections
Facilities
Justification
The original pump station (west side)was constructed in 1985 and the east side of the pump station was added in 2001. Although
the pump station is performing well the piping throughout and the pumps on the west side are nearing the end of their useful life.
The supporting on-site civil structures such as the flow diversion structure is suffering from corrosion due to high levels of
corrosive gases. Corrosion also persists in the wet wells. The pump station structure needs seismic retrofitting to remain reliable.
The project budget has been decreased from$40,660,000 to$39,450,000. The reduced budget is a result of scope, start date
and duration changes. The project's estimated construction contract cost is$21,430,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 11,619,878 11,619,878
Construction 21,427,456 21,427,456
Commissioning
Close-out
Contingency 6,402,666 6,402,666
Total 39,450,000 39,450,000
Reimbursable Costs: N/A
Section 8-Page 32
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CIP Project Detail Sheets
Project Name&Number Gisler-Red Hill Interceptor and Baker Force Mains Rehabilitation - 7-65
Project Category Collections Facilities Project Status: Revised
Description
This project will rehabilitate the Gisler Redhill Interceptor from a manhole near the Main Street
Pump Station to the College Avenue Pump Station and also the two 42-inch Baker forcemains from
the Main Street Pump Station. The project is expected to line and/or repair 30 manholes,
approximately 15,000 feet of gravity sewer, and approximately 6,000 feet of forcemain along with
replacing supporting valving and piping adjacent and inside the Main Street Pump Station.
Collections
Facilities
Justification
Condition assessments completed in 2015 and in 2017 on the Gisler Redhill Interceptor indicate corrosion in the majority of the
manholes from the cover to the base as well as multiple cracks in the VCP piping. The Baker forcemains have corosion and liner
failures due to the corrosive gas migration from the wet wells.There is also valve vault settlment on the forcemains.
The project budget has been increased from$14,800,000 to$21,000,000. The increased budget is the result of combining the
force main rehabilitation work of the Main Street Pump Replacement and Force Main Rehabilitation, Project No. 7-67, into this
project. The project's estimated construction contract cost is$13,000,000. This project will not have an impact on operational
budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 95,077 47,742 142,819
Prelim Design 645,646 53,386 699,032
Design 755 130,017 1,381,660 109,506 1,621,938
Construction 328,076 13,346,723 781,487 14,456,286
Commissioning
Close-out 57,268 22,089 79,357
Contingency 1,470,000 2,530,568 4,000,568
Total 95,832 823,405 1,763,122 14,983,497 3,334,144 21,000,000
Reimbursable Costs: N/A
Section 8-Page 33
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2020-21 & 2021 -22 Budget
Project Name&Number Sunflower and Red Hill Interceptor Repairs - 7-66
Project Category Collections Facilities Project Status: Revised
Description
The project will repair PVC liner failures within a 6,000 foot section of the Sunflower and Red Hill
Interceptors. This will require live entry,temporary diversions, and bypass pumping.Also, hydraulic
adjustments will be made to artificially keep the low flows above the area of exposed concrete at
the lower section of the pipe.
Collections
Facilities
Justification
An assessment of the plastic lining was performed on the upper reaches of the Sunflower and Red Hill Interceptors. The liner has
failed in many locations allowing corrosion of the concrete substrate which could lead to structural failure. There is also additional
concrete corrosion below the 270 degree plastic lining due to the flow depth being lower than the liner.
The project budget has been decreased from$5,500,000 to$4,700,000. The reduced budget is a result of an updated estimate to
complete the work. The project's estimated construction contract cost is$2,500,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 20,451 20,451
Prelim Design 64,743 64,743
Design 142,406 323,410 53,971 519,787
Construction 35,607 2,466,106 846,766 3,348,479
Commissioning
Close-out 2,246 22,825 25,071
Contingency 30,871 399,617 290,981 1 721,469
Total 227,600 359,017 2,553,194 1,269,208 290,981 4,700,000
Reimbursable Costs: N/A
Section 8-Page 34
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CIP Project Detail Sheets
Project Name&Number MacArthur Force Main Improvements - 7-68
Project Category Collections Facilities Project Status: Revised
Description
The MacArthur Pump Station is located west of MacArthur Boulevard and north of Jamboree Road
in the City of Newport Beach.This project includes construction of approximately 2,100 feet of new
forcemain and rehabilitation of the existing forcemain.
Collections
Facilities
Justification
The existing forcemain was constructed in 1960 and is nearing the end of its useful life. The pump station is served by a single
forcemain which makes condition assessment and maintenance difficult. The construction of a parallel forcemain will increase
reliability and lessen the impact on the surrounding community during routine maintenance and assessment efforts.
The project budget has been increased from$2,385,000 to$2,468,000. The increased budget is the result of an estimated longer
project duration. The project's estimated construction contract cost is$1,440,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 45,631 54,349 74,089 92,630 115,968 210,951 593,618
Construction 149,009 1,293,665 1,442,674
Commissioning
Close-out
Contingency 431,708 431,708
Total 45,631 54,349 74,089 92,630 264,977 1,936,324 2,468,000
Reimbursable Costs: N/A
Section 8-Page 35
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2020-21 & 2021 -22 Budget
Project Name&Number North Trunk Improvements - 7-69
Project Category Collections Facilities Project Status: New
Description
This project will upsize a portion of the North Trunk System to increase capacity. The project
includes improvements of up to 6,400 feet of sewer and manholes along Yorba Street and 17th
Street in the City of Tustin and Unincorporated Orange County.
Collections
Facilities
Justification
The need for this project was identified in the Collections Capacity Evaluation Study, Project No. PS15-08. These improvements
will accommodate changing flow patterns due to planned development strategies, economic influences, and potential wet weather
surcharges.
The project budget is$9,200,000. The project's estimated construction contract cost is$5,370,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 201,716 244,846 365,468 1,398,305 2,210,335
Construction 5,371,817 5,371,817
Commissioning
Close-out
Contingency 1,617,848 1,617,848
Total 201,716 244,846 365,468 8,387,970 9,200,000
Reimbursable Costs: N/A
Section 8-Page 36
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CIP Project Detail Sheets
Project Name&Number Ocean Outfall System Rehabilitation - J-117
Project Category Ocean Outfall Systems Project Status: Continuing
Description
This project will rehabilitate the Ocean Outfall Booster Station at Plant No. 2, construct a new Low
Flow Pump Station and a Plant Water Pump Station, and replace existing electrical switchgear at
CenGen. The Low Flow Pump Station will consist of four 40-mgd pumps and deliver non-
reclaimable dry weather flows to the effluent outfall. The Plant Water Pump Station will replace the ��
existing plant water pump station.
The project includes the rehabilitation of the 84-inch and 120-inch interplant effluent lines between
Plant No. 1 and Plant No. 2 completed in 2018. 1:
Ocean Outfall
Systems
Justification
The existing Ocean Outfall Booster Station facility is over 20 years old and requires extensive rehabilitation.The two interplant
effluent lines have been found to need repairs and lining,which was completed in 2018. Diversions of some Plant No. 2 effluent to
the Orange County Water District's Groundwater Replenishment System (GWRS)will result in outfall flow rates dropping below
the minimum flow rates of the existing Ocean Outfall Booster pumps. The Plant Water Pump Station must be relocated because
the existing pump station in its current location would transfer non-reclaimable effluent to GWRS. Replacement of the CenGen
switchgear will replace electrical equipment that is nearing obsolescence and does not provide sufficient redundancy.
The project budget is$166,000,000. The project's estimated construction contract cost is$105,110,000. The impacts to
operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 287,945 287,945
Prelim Design 4,159,490 4,159,490
Design 9,174,473 9,174,473
Construction 45,355,870 26,108,350 23,201,508 20,254,902 15,053,745 3,638,430 133,612,805
Commissioning 476,869 276,042 1,802,328 2,235,271 231,963 10,644 5,033,117
Close-out 291,029 2,941,669 975,781 4,208,479
Contingency 1,351,608 6,702,242 1,469,842 9,523,692
Total 59,745,674 26,108,350 23,477,550 22,057,230 18,640,624 13,514,304 2,456,268 166,000,000
Reimbursable Costs: 14,000,000
Section 8-Page 37
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2020-21 & 2021 -22 Budget
Project Name&Number Process Control Systems Upgrades - J-120
Project Category Information Management Systems Project Status: Revised
Description
This project will upgrade the existing Supervisory Control and Data Acquisition (SCADA)Systems
for the treatment plants and pump stations based on the vendor system selected as part of the
Process Control Systems Upgrades Study, Project No. SP-196. This project will replace existing CD
obsolete human-machine-interface systems, databases and software programs including trending,
diagnostic data, monitoring, control, alarming and reporting. This project will also develop F11111111
programming standards, templates, methodologies, tools, and databases and will develop
standards for networking and control panels.
Information
Management
Systems
Justification
The existing human-machine-interface system and associated SCADA subsystems are obsolete.The existing software has a
limited customer-installed base and technical expertise for support and source code modifications has become scarce. The
reliability and maintainability of the systems are critical to maintaining regulatory compliance for both the collections system and
the treatment plants.
The project budget has been decreased from$46,000,000 to$33,000,000. The reduced budget is a result of changes in the
project elements identified from recent engineering efforts. The impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 10,000 10,000
Construction 4,987,341 6,238,182 6,238,179 6,337,990 2,084,283 25,885,975
Commissioning
Close-out 44,866 44,866
Contingency 7,059,159 7,059,159
Total 10,000 4,987,341 6,238,182 6,238,179 6,337,990 9,188,308 33,000,000
Reimbursable Costs: N/A
Section 8-Page 38
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CIP Project Detail Sheets
Project Name&Number Digester Gas Facilities Replacement - J-124
Project Category Utility Systems Project Status: Revised
Description
This project will replace the low and high pressure digester gas facilities at Plant No. 1 and No. 2 to
meet current and future needs such as projected gas production and Air Quality Management
District and National Fire Protection Association regulations.The Plant No. 1 work includes
replacement of all compressors and flares and rehabilitation of the existing gas compressor
building. The Plant No. 2 work includes construction of a new gas compressor building, and
replacement of the flares and gas compressors.
Utility Systems
Justification
The major equipment associated with the digester gas systems are at the end of their useful lives and need to be replaced for
reliability purposes.
The project budget has been increased from$156,500,000 to$173,000,000. The increased budget is needed based on an
updated estimate to complete the work. The project's estimated construction contract cost is$116,840,000. The impacts to
operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 281,020 281,020
Prelim Design 5,935,195 5,935,195
Design 2,218,560 4,282,106 2,400,210 156,784 9,057,660
Construction 390,796 23,318,381 34,415,409 35,134,370 46,250,194 139,509,150
Commissioning 787,117 956,868 2,070,103 3,814,088
Close-out 12,139 734,333 746,472
Contingency 945,714 181,287 12,529,415 13,656,416
Total 8,446,913 4,282,106 3,736,720 23,656,452 35,202,526 36,091,238 61,584,045 173,000,000
Reimbursable Costs: N/A
Section 8-Page 39
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2020-21 & 2021 -22 Budget
Project Name&Number Safety Improvements Program - J-126
Project Category Process Related Special Projects Project Status: Revised
Description
This project will address approximately 900 safety deficiencies throughout the Sanitation District's
Facilities that could not be readily addressed with staff resources, or that require engineering
efforts. This project is being completed using a number of construction contracts to allow the
highest priority items to be constructed while the design of lower priority items is being completed.
Process Related
Special Projects
Justification
Correction of these safety deficiencies is needed to address potential safety risks to Sanitation District staff, consultants,
contractors, and visitors, and to comply with code requirements.
The project budget has been decreased from$19,000,000 to$16,000,000. The reduced budget is a result of an updated estimate
to complete the work. The project's estimated construction contract cost is$7,860,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 294,080 294,080
Prelim Design 614,853 24,684 639,537
Design 3,246,528 53,703 3,300,231
Construction 10,434,536 430,293 10,864,829
Commissioning
Close-out
Contingency 83,356 817,955 13 901,324
Total 14,673,352 1,326,635 13 16,000,000
Reimbursable Costs: N/A
Section 8-Page 40
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CIP Project Detail Sheets
Project Name&Number Natural Gas Pipelines Replacement at Plant Nos. 1 and 2 - J-127
Project Category Utility Systems Project Status: Revised
Description
This project will rehabilitate the natural gas pipelines at Plants Nos. 1 and 2.This includes the
replacement of aging metallic pipelines, risers and rehabilitation of valve vaults and piping
penetations.
Utility Systems
Justification
Recent condition assessments of the natural gas piping have revealed that some of the metallic piping and risers have reached
the end of their useful life and require replacement. The valve vaults having flooding concerns as well as corrosion issues.This
project will ensure safe, reliable operation of the natural gas systems.
The project budget has been increased from$1,310,000 to$1,610,000. The increased budget is needed based on an updated
estimate to complete the work. The project's estimated construction contract cost is$630,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 86,463 86,463
Prelim Design
Design 376,375 21,214 397,589
Construction 858,590 858,590
Commissioning
Close-out 34,497 34,497
Contingency 2,936 124,191 105,734 232,861
Total 465,774 1,038,492 105,734 1,610,000
Reimbursable Costs: N/A
Section 8-Page 41
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2020-21 & 2021 -22 Budget
Project Name&Number Project Management Information System - J-128
Project Category Information Management Systems Project Status: Revised
Description
This project is implementing a new Project Management Information System to replace obsolete
software previously used to serve business processes related to management of the capital
improvement program. ID
P111111
Information
Management
Systems
Justification
The software application previously used to manage construction contracts is no longer functional. In addition, a number of
business processes involved in managing the capital improvement program could be more efficiently and effectively performed
using a modern commercially available software system.
The project budget has been decreased from$4,000,000 to$2,280,000. The reduced budget is a result of an updated estimate to
complete the work. The impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 129,322 129,322
Prelim Design 450 450
Design 1,277,777 306,250 14,700 1,598,727
Construction 337 337
Commissioning
Close-out
Contingency 551,164 551,164
Total 1,407,886 306,250 565,864 2,280,000
Reimbursable Costs: N/A
Section 8-Page 42
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CIP Project Detail Sheets
Project Name&Number Laboratory Rehabilitation at Plant No. 1 - J-133
Project Category Support Facilities Project Status: Revised
Description
This project will rehabilitate the existing Laboratory building at Plant No. 1 to meet current building,
electrical and safety codes and to incorporate recommendations from the Seismic Evaluation
Study. Amenities, utilities, and equipment will be upgraded and working spaces will be re-purposed •
and optimized to meet the existing needs of the Laboratory. This project also includes temporary
Laboratory service relocations since it will need to be shut down during rehabilitation.
PSI
Support Facilities
Justification
The Laboratory was built in 1989 and has not been rehabilitated. The laboratory does not meet various building codes. The
existing utilities, equipment and amenities are at the end of their useful lives and are in need of frequent replacements or
temporary fixes. Testing needs for various permit compliance items have increased since 1989 and the laboratory is in need of
significant modifications so it can be modernized to efficiently meet these requirements. The Seismic Evaluation of Structures at
Plant Nos. 1 and 2 study that was completed in 2020 identified seismic risks associated with this building. These risks need to be
addressed to ensure the reliability and safety of this building.
The project budget has been increased from$15,000,000 to$44,200,000. The increased budget is the result of a revised cost
estimate that included further detail and an increased overall Project duration. The project's estimated construction contract cost
is$28,217,046. This project will not have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 671,904 741,030 900,712 5,088,646 7,402,292
Construction 28,217,046 28,217,046
Commissioning
Close-out
Contingency 8,580,662 8,580,662
Total 671,904 741,030 900,712 41,886,354 44,200,000
Reimbursable Costs: N/A
Section 8-Page 43
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2020-21 & 2021 -22 Budget
Project Name&Number Central Generation Engine Overhauls at Plant No. 1 and 2 - J-135
Project Category Utility Systems Project Status: New
Description
This project will overhaul six of the Central Generation Facility Gas Engines at Plant No. 1 and 2.
This work will also include the replacement of other miscellaneous engine related components such
as the electrical generator bearings and heat exchangers.
Utility Systems
Justification
Complete overhauls of Central Generation Facility Gas Engines are needed when they reach a run-time of 120,000 hours.
Currently, two of the eight engines are being overhauled. This work is required to ensure reliable operation of the Central
Generation Facility at both treatment plants.
The project budget is$26,000,000. The project's estimated construction contract cost is$20,000,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 216,576 216,576
Construction 75,151 1,521,979 6,627,566 9,492,879 3,562,447 449,090 21,729,112
Commissioning
Close-out
Contingency 4,054,312 4,054,312
Total 291,727 1,521,979 6,627,566 9,492,879 3,562,447 4,503,402 26,000,000
Reimbursable Costs: N/A
Section 8-Page 44
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CIP Project Detail Sheets
Project Name&Number Power Building Structural Seismic Improvements at Plant No. 1 and 2 - J-136
Project Category Utility Systems Project Status: New
Description
The buildings at Plant No. 1 and 2 that house electrical systems will undergo structural and
geotechnical (soil)improvements to reduce the risk of failure during a significant seismic event. At
Plant No. 1,this includes the 12 kV Service Center, Central Power Generation, and Power
Buildings 2 and 4. At Plant No. 2,this includes the Boiler Building, Headworks Power, Headworks
Standby Power, Central Power Generation, and Power Buildings B, C, D.
Utility Systems
Justification
The Seismic Evaluation of Structures at Plant Nos. 1 and 2 study that was completed in 2020 identified seismic risks associated
with these buildings.These risks need to be addressed to ensure the reliability and safety of this building.
The project budget is$7,080,000. The project's estimated construction contract cost is$3,490,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 239,060 296,220 304,013 308,877 1,395,009 2,543,179
Construction 3,486,906 3,486,906
Commissioning
Close-out
Contingency 1,049,915 1,049,915
Total 239,060 296,220 304,013 308,877 5,931,830 7,080,000
Reimbursable Costs: N/A
Section 8-Page 45
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2020-21 & 2021 -22 Budget
Project Name&Number GWRS Final Expansion Coordination - J-36-2
Project Category Water Management Projects Project Status: Continuing
Description
This project is used to track costs,forecast resources, and coordinate Sanitation District reviews
related to the Orange County Water District's Groundwater Replenishment System Final Expansion
project.This project does not address modification of Sanitation District Facilities included in other
projects such as the Headworks Modifications at Plant No.2 for GWRS Final Expansion, Project No.
P2-122, and the Ocean Outfall Rehabilitation Project No. J-11713. 0!
Water Management
Projects
Justification
The Orange County Water District's Groundwater Replenishment System Final Expansion will impact Sanitation District Facilities
at both plants and along the interplant effluent pipelines.
The project budget is$1,132,000.This project will not have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design 79,091 79,091
Design 242,720 242,720
Construction 113,456 243,477 264,388 170,265 791,586
Commissioning
Close-out 17,325 17,325
Contingency 1,278 1,278
Total 435,267 243,477 265,666 187,590 1,132,000
Reimbursable Costs: N/A
Section 8-Page 46
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CIP Project Detail Sheets
Project Name&Number Electrical Power Distribution System Improvements - J-98
Project Category Utility Systems Project Status: Revised
Description
This project provides various electrical distribution system improvements at Plant No. 1 and No. 2
which are needed based on equipment condition and age, insufficient equipment ratings, grounding
safety, non-compliance with the National Electrical Code (NEC)requirements, and electrical
configuration reliability. This includes replacing electrical equipment at the end of its useful life,
modifying the electrical system configurations to improve reliability and support maintenance,
replacing electrical cables and equipment that are not properly sized, and adding surge protection
to protect equipment. This project will also implement a load shedding scheme at Plant No. 1 along
with modifications for arc flash mitigation.
Utility Systems
Justification
These improvements are required to improve electrical safety, reliability and protective device coordination and for compliance
with NEC requirements. As the electrical systems at Plant No. 1 and No. 2 have aged and reliability and safety philosophy has
improved, the existing electrical systems require improvements and replacement to maintain electrical system reliability and
improved safety.
The project budget has been decreased from$30,000,000 to$26,500,000. The reduced budget is a result of an updated estimate
to complete the work. The project's estimated construction contract cost is$12,380,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 229,161 229,161
Prelim Design 139,022 891,568 636,195 29,548 1,696,333
Design 7,999 882,975 1,391,025 209,529 2,491,528
Construction 1,848,965 4,472,725 5,691,997 4,656,163 16,669,850
Commissioning 301,365 417,034 410,735 1,129,134
Close-out 82,277 82,277
Contingency 4,680 48,750 48,750 251,495 3,848,042 4,201,717
Total 380,862 1,823,293 2,075,970 2,339,537 4,774,090 6,109,031 8,997,217 26,500,000
Reimbursable Costs: N/A
Section 8-Page 47
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2020-21 & 2021 -22 Budget
Project Name&Number Small Construction Projects Program - M-FE
Project Category Support Facilities Project Status: Revised
Description
This budget provides funds for small construction projects. A construction project is defined as
small when the professional engineering services for design and construction can be provided by a
task order issued under a master professional design services agreement per Purchasing •
Ordinance No. OCSD-52, or by using Sanitation District staff. This budget request is intended to
cover active small construction projects and those that will be identified and created through Fiscal
Year 2024/2025. These small projects are individually managed within the Small Construction PSI
Projects Program budget.
Support Facilities
Justification
This fund allows Sanitation District staff to complete small construction projects more quickly and cost effectively than larger
projects that require specific Board authorization. Of the requested budget, $33,000,000 is allocated for small construction
projects active as of April 1, 2020. The remainder is for not-yet-identified projects.
The project budget has been increased from $53,250,000 to$65,000,000.The increased budget is needed to accommodate a
larger volume of small projects that are being generated by the Sanitation District's Asset Management Program. This project will
not have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 270,861 270,861
Prelim Design 29,297 29,297
Design 3,421,263 1,426,045 156,903 5,004,211
Construction 8,766,718 2,921,371 6,416,111 5,135,912 1,681,283 281,117 25,202,512
Commissioning 7,748 2,421 10,169
Close-out 16,570 44,233 24,657 49,738 6,232 141,430
Contingency 1,598,805 4,046,008 3,507,165 3,951,202 3,908,647 3,197,039 14,132,654 34,341,520
Total 14,111,262 8,440,078 10,104,836 9,136,852 5,596,162 3,478,156 14,132,654 65,000,000
Reimbursable Costs: N/A
Section 8-Page 48
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CIP Project Detail Sheets
Project Name&Number Information Technology Capital Program - M-MC-IT
Project Category Information Management Systems Project Status: Continuing
Description 01
This project will provide for the replacement, rehabilitation and/or upgrade of various Information
technology assets that meet the criteria and justification for capital expenditure.
Information
Management
Systems
Justification
These funds are needed in order to replace/rehabilitate/upgrade Information technology assets that are not included or identified
in a capital improvement project.
The project budget is$10,000,000. This project will not have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 150,000 150,000
Prelim Design 4,392 4,392
Design 715,103 715,103
Construction 660,547 2,664,360 615,440 169,150 579,170 210,957 4,899,624
Commissioning
Close-out
Contingency 165,293 397,340 397,342 1 397,340 397,340 403,698 1 2,072,528 4,230,881
Total 1,695,335 3,061,700 1,012,782 566,490 976,510 614,655 2,072,528 10,000,000
Reimbursable Costs: N/A
Section 8-Page 49
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2020-21 & 2021 -22 Budget
Project Name&Number Research Program - M-RESEARCH
Project Category Research Project Status: Continuing
Description
This budget provides funds for research projects. Specific projects will be identified and developed
to be funded from this budget. This budget request is intended to cover currently-active research
projects and those that will be identified and created through Fiscal Year 2024/2025. These
research projects are individually managed within the Research Program budget.
Research &
Development
Justification
Research projects are used demonstrate technologies, equipment, configurations, and control strategies to improve operational
efficiency, reduce costs, improve safety, or fill important information gaps.The results will support operations and maintenance
and provide information needed for future planning and design work. Of the requested budget, $6,400,000 is allocated for
Research Projects active as of April 1, 2020. The remainder is for not-yet-identified projects.
The project budget is$8,500,000.The impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 1,694,017 115,035 1,809,052
Prelim Design 138,979 184,253 144,590 467,822
Design 256 256
Construction 3,176 3,176
Commissioning
Close-out 1,088 1,088
Contingency 315,815 631,932 584,741 569,255 569,255 578,364 2,969,244 6,218,606
Total 2,153,331 931,220 729,331 569,255 569,255 578,364 2,969,244 8,500,000
Reimbursable Costs: N/A
Section 8-Page 50
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CIP Project Detail Sheets
Project Name&Number Operations& Maintenance Capital Program - M-SM-CAP
Project Category Support Facilities Project Status: Continuing
Description
This project will provide for the replacement and rehabilitation of various plant processes and
collection facilities as well as the replacement and or rehabilitation of facilities that meet the criteria
for capital replacement. •
PSI
Support Facilities
Justification
These funds are needed in order to replace/rehabilitate equipment that is beyond economical repair or is at the end of its useful
life or repair of facilities that are not included in a capital improvement project. It is also used to replace equipment when parts or
services are no longer economically feasible.
The project budget is$15,622,000. The project's estimated construction contract cost is$4,010,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 678,145 678,145
Prelim Design 63 28,755 28,818
Design 318,636 114,675 101,321 134,603 149,986 179,565 1,323,175 2,321,961
Construction 3,034,034 423,281 219,310 85,428 68,684 87,905 718,839 4,637,481
Commissioning 1,057 235 11,503 12,795
Close-out 59 2,397 288 2,744
Contingency 296,948 875,615 757,754 750,673 729,702 738,420 3,790,944 1 7,940,056
Total 4,328,883 1,442,561 1,089,947 973,101 948,660 1,005,890 5,832,958 15,622,000
Reimbursable Costs: N/A
Section 8-Page 51
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2020-21 & 2021 -22 Budget
Project Name&Number Planning Studies Program - M-STUDIES
Project Category Strategic&Master Planning Project Status: Continuing
Description
11
This budget provides funds for planning studies. This budget request is intended to cover currently- `'
active planning studies and those that will be identified and created through Fiscal Year 2024/2025.
These planning studies are individually managed within the Planning Studies Program budget.
P0
Strategic &
Master Planning
Justification
Planning studies provide comprehensive capital program planning for OCSD to meet anticipated capacity needs, manage risks
associated with asset or system failure,take advantage of technology advancements, comply with regulatory changes, and
meet strategic goals. Of the requested budget, $5,800,000 is allocated for planning studies active as of April 1, 2020. The
remainder is for not-yet-identified projects.
The project budget is$28,652,000. The impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 13,367,920 408,005 13,775,925
Prelim Design 2,139,559 3,556,344 428,829 6,124,732
Design 34,937 4,082 39,019
Construction 5,071 237 5,308
Commissioning
Close-out 5,273 18,314 34,793 514 58,894
Contingency 1,282,954 1 1,831,788 1,024,905 568,426 544,808 553,525 2,841,716 1 8,648,122
Total 16,835,714 5,818,770 1,488,527 568,940 544,808 553,525 2,841,716 28,652,000
Reimbursable Costs: N/A
Section 8-Page 52
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CIP Project Detail Sheets
Project Name&Number Sludge Dewatering and Odor Control at Plant No. 1 - P1-101
Project Category Solids Handling &Digestion Project Status: Revised
Description
This project has constructed primary sludge thickening facilities to improve solids handling capacity,
replace sludge dewatering facilities with aging equipment and reduce biosolids handling and
disposal, rehabilitate solids handling odor control equipment for aging equipment, and temporarily
expand sludge dewatering facilities to accommodate temporary construction needs.This project is
in close-out.
Solids Handling
& Digestion
Justification
This project was necessary to support the need for more capacity to thicken and dewater sludge due to conversion of Plant No. 1
to full secondary treatment and increased flows to support expansion of the GWR System. The existing sludge dewatering
facilities that were built in the late 1970's had reached the end of useful life and are in need of replacement.This project has
increased cake dryness which will reduce biosolids management costs; improve sludge thickening to optimize use of existing
digesters while eliminating construction of new digesters and improve site constraints at Plant No. 1 by building compact solids
treatment facilities and facilitate future expansion.
The project budget has been decreased from$199,500,000 to$197,000,000. The reduced budget is a result of an updated
estimate to complete the work. The project's estimated construction contract cost is$143,930,000. The facilities constructed by
this project are now in service and will have no further impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 330,031 330,031
Prelim Design 6,904,058 6,904,058
Design 11,414,244 11,414,244
Construction 171,057,997 171,057,997
Commissioning 5,231,494 5,231,494
Close-out 668,153 241,297 909,450
Contingency 497,604 655,122 1,152,726
Total 196,103,581 896,419 197,000,000
Reimbursable Costs: N/A
Section 8-Page 53
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2020-21 & 2021 -22 Budget
Project Name&Number Headworks Rehabilitation at Plant No. 1 - P1-105
Project Category Headworks Project Status: Continuing
Description
This project will rehabilitate and upgrade Plant No. 1 Headworks. Major facilities to be rehabilitated
include the Metering and Diversion Structure,the Bar Screen Building,the Bin Loading Building,
the Main Sewage Pump Station,the Grit Basins, the Primary Influent channels,the Headworks
Odor Control Scrubbers, and electrical power distribution and control systems. New structures to be
constructed as part of this project include Grit Pump Station, Grit Handling Building, Headworks
Odor Control Facility, Electrical Buildings, and other support systems. N I
Headworks
Justification
The purpose of the work is to rehabilitate the Plant No. 1 headworks that were built in the 1950s and 1960s and began operation
in 1989. This is a mid-life renewal project that will extend the life of the Headworks for at least 20 years while providing reliable
treatment and pumping for up to 320 million gallons per day of wastewater.
The project budget is$406,000,000. The project's estimated construction contract cost is$293,270,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 152,473 152,473
Prelim Design 6,334,946 6,334,946
Design 19,873,680 3,817,846 1 23,691,527
Construction 107,258 5,134,598 49,260,668 63,678,784 63,678,787 47,488,397 106,163,435 335,511,927
Commissioning 504,833 942,897 942,899 1,096,893 2,805,323 6,292,845
Close-out 36 1,085,244 1,085,280
Contingency 466,542 32,464,459 32,931,001
Total 26,468,394 9,418,986 49,765,501 64,621,681 64,621,686 48,585,290 142,518,462 406,000,000
Reimbursable Costs: N/A
Section 8-Page 54
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CIP Project Detail Sheets
Project Name&Number Title 24 Access Compliance and Building Rehabilitation Project - P1-115
Project Category Support Facilities Project Status: Continuing
Description
This project was created to upgrade existing office facilities and grounds at Plant No. 1 to comply
with accessibility and other code requirements. Following the decision to build a new Headquarters
Complex, the scope of this project was limited to the Warehouse, Maintenance Facilities, and Fleet •
Services. The project also demolished Building H and provided area improvements adjacent to
these buildings. The project involved two construction contracts, Title 24 Access Compliance and
Building Rehabilitation Project, Contract No. P1-115A, and Rehabilitation of Fleet Services Building, PSI
Building 8 and Paving Area, Contract No. P1-115B. This project is approaching close-out.
Support Facilities
Justification
The Sanitation District was obligated under the terms of an agreement with the City of Fountain Valley to upgrade these facilities
to comply with accessibility and code requirements .
The project budget is$18,400,000. The project's estimated construction contract cost is$9,970,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 86,853 86,853
Prelim Design 1,600,880 1,600,880
Design 2,697,317 2,697,317
Construction 13,163,743 741 13,164,484
Commissioning
Close-out 134,209 134,209
Contingency 141,320 574,937 716,257
Total 17,824,322 575,678 18,400,000
Reimbursable Costs: N/A
Section 8-Page 55
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2020-21 & 2021 -22 Budget
Project Name&Number Primary Sedimentation Basins No. 3-5 Replacement at Plant No. 1 - P1-126
Project Category Primary Treatment Project Status: Revised
Description O 0
This project will replace Primary Sedimentation Basins(PSB)3-5 and all associated facilities 000000
including distribution boxes,junction boxes, primary influent and effluent lines, structural, 0000000
O
mechanical, and electrical systems. PSB 3-5 will be raised to allow gravity flow to secondary 000000000
treatment.This project will demolish PSB 1 and 2. The existing 12-kV load interrupter switches, �^^�
double ended motor control centers, and standby engine generator will be replaced with new load 000000000
`
interruptible switches,480-volt switchgear, and motor control centers. Replace Eastside Basins 00000000
Distribution Box and rehabilitate the 10, 16, and 24-inch force mains between Waste Sidestream `-^-^�
Pump Station 1 and Eastside Basins Distribution Box. 00 O O O
0
Primary
Treatment
Justification
This primary sedimentation complex has been assessed and studied and it was concluded that it is reaching the end of its useful
life. Replacement of the basins and rehabilitation of nearby utilties was determined to be the best course of action.
The project budget has been increased from$106,000,000 to$117,700,000. The increased budget is the result of an estimated
longer Project duration. The project's estimated construction contract cost is$69,770,000. The impacts to operational budgets
have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 520,582 61,054 105,971 687,607
Prelim Design 497 78,163 182,048 24 260,732
Design 64,137 2,863,615 4,174,072 1,787,570 8,889,394
Construction 80,065,149 80,065,149
Commissioning 4,983,074 4,983,074
Close-out 901,943 901,943
Contingency 1,331 64,679 152,398 244,703 21,448,990 21,912,101
Total 521,079 61,054 185,465 310,864 3,016,037 4,418,775 109,186,726 117,700,000
Reimbursable Costs: N/A
Section 8-Page 56
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CIP Project Detail Sheets
Project Name&Number Central Generation Rehabilitation at Plant No. 1 - P1-127
Project Category Utility Systems Project Status: Revised
Description
This project will rehabilitate the Central Generation facility equipment including the lube oil system,
the engine jacket water loop, steam loop, hot water loop,waste/supplement heat system, chilled
water loop, cooling water loop, HVAC system, starting air and instrumentation air systems, exhaust
gas monitoring system, miscellaneous building improvements, and allowance for electrical and
controls improvements.
Utility Systems
Justification
Central Generation equipment had been rebuilt through the planned maintenance program, or by CIP projects working in the
area. There has not been a project just focusing on the condition assessment and rehabilitation of overall Central Generation
facility equipment, particularly the equipment that are too large to be rebuilt through regular maintenance.
The project budget has been decreased from$87,000,000 to$68,452,000. The reduced budget is a result of an updated cost
estimate, start date and duration changes. The project's estimated construction contract cost is$41,100,000. This project will not
have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 15,022,126 15,022,126
Construction 41,099,657 41,099,657
Commissioning
Close-out
Contingency 12,330,217 12,330,217
Total 68,452,000 68,452,000
Reimbursable Costs: N/A
Section 8-Page 57
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2020-21 & 2021 -22 Budget
Project Name&Number Headquarters Complex - P1-128
Project Category Support Facilities Project Status: Continuing
Description
This project will construct the new Headquarters Building on the north side of Ellis Avenue to house
administrative, engineering, resource protection and environmental compliance staff. Surface
parking and a pedestrian bridge over Ellis Avenue to Plant No. 1 will also be constructed. The •
project includes the demolition of the Risk Trailer,two buildings on the Ellis property and three
buildings on the Bandilier property. 6A I
PSI
Support Facilities
Justification
The administrative and engineering functions are located primarily at Reclamation Plant No. 1 in Fountain Valley. The
Administration, Human Resource and Risk Management buildings are aging,were not permitted when constructed, and need
replacement.Also, approximately 130 staff are in aging office trailers throughout Plant No. 1. The most cost-effective solution is
replacement of the aging buildings and trailers with a new building that serves all administrative and engineering functions.
The project budget is$167,500,000. The project's estimated construction contract cost is$103,200,000. The impacts to
operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 115,017 115,017
Prelim Design 6,153,063 129,339 6,282,402
Design 23,075,933 2,735,617 212,008 26,023,558
Construction 52,545 3,051,870 39,676,669 57,316,243 18,501,723 118,599,050
Commissioning 99,999 92,127 1,051,028 1,120,968 2,364,122
Close-out 24,081 9,364 3,396,362 3,429,807
Contingency 9,873 298,621 2,148,545 5,932,551 2,296,454 10,686,044
Total 29,406,431 6,339,527 42,138,713 58,367,271 28,951,604 2,296,454 167,500,000
Reimbursable Costs: N/A
Section 8-Page 58
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CIP Project Detail Sheets
Project Name&Number Return Activated Sludge Piping Replacement at Activated Sludge Plant No. 1 - P1-129
Project Category Secondary Treatment Project Status: Continuing
Description
This project involves replacement of an existing deteriorated 30-inch steel discharge header piping, 000 000 000
valves,flexible couplings, and pipe hangers in the Return Activated Sludge(RAS) Pump Room at
Activated Sludge Plant No. 1 and approximately 220 linear feet of buried discharge piping.
000 000 000
000 000 000
Secondary
Treatment
Justification
The discharge header was constructed with Activated Sludge Plant No. 1 in 1974.The pipe has had numerous leaks due to
corrosion and requires complete replacement.
The project budget is$10,300,000. The project's estimated construction contract cost is$6,860,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 30,417 30,417
Prelim Design 395,290 395,290
Design 542,535 542,535
Construction 3,547,810 4,673,777 8,221,587
Commissioning 22,580 22,580
Close-out 60,250 1,264 61,514
Contingency 810,309 215,768 1,026,077
Total 4,516,052 5,566,916 217,032 10,300,000
Reimbursable Costs: N/A
Section 8-Page 59
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2020-21 & 2021 -22 Budget
Project Name&Number Uninterruptible Power Supply Improvements at Plant No. 1 - P1-132
Project Category Utility Systems Project Status: Continuing
Description
This project will provide a new regional Uninterruptible Power Supply(UPS)at Power Building 8 to
provide critical power to facilities in the northwest region of Plant No. 1. New electrical distribution
and branch circuit panelboards will replace existing old and obsolete equipment. The project will
provide temporary power to maintain services to critical loads during construction. Miscellaneous
480-volt cables and circuit breakers will also be replaced.
Utility Systems
Justification
The process areas in the northwest area of Plant No. 1 currently have numerous individual UPS units. These smaller units are
spread throughout the plant,which reduces reliability and increases maintenance requirements. The need and justification for this
regional UPS was identified in Uninterruptible Power System Study, Project No. SP-150.
The project budget is$7,000,000.The project's estimated construction contract cost is$3,390,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 98,021 98,021
Prelim Design 174,700 337,354 512,054
Design 1,293 591,246 264,670 857,209
Construction 241,623 3,142,197 1,272,141 4,655,961
Commissioning 189,325 59,812 249,137
Close-out 42,811 18,277 61,088
Contingency 78,468 358,780 129,282 566,530
Total 274,014 928,600 584,761 3,331,522 1,733,544 147,559 7,000,000
Reimbursable Costs: N/A
Section 8-Page 60
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CIP Project Detail Sheets
Project Name&Number Primary Sedimentation Basins No. 6-31 Reliability Improvements at Plant No. 1 - P1-133
Project Category Primary Treatment Project Status: Revised
Description O 0
This project will increase the reliability of the rectangular primary clarifiers at Plant No. 1 by 000000
replacing three primary sludge pumps, replacing the failing launders in the Primary Influent Splitter 0000000
O
Box, and installing a sump pump to remove water accumulation in a below-grade foul air pipe. 000000000
vV-�i
000000000
00000000
00
000
Primary
Treatment
Justification
Primary Sedimentation Basins No. 3-5 Replacement at Plant No. 1, Project No. P1-126,will replace the large circular primary
clarifiers at Plant No. 1. During construction,the rectangular clarifiers will be required to operate at full capacity for approximately
three years.
The project budget has been decreased from$12,000,000 to$10,100,000. The reduced budget is a result of changes in the
project elements identified from recent engineering efforts. The project's estimated construction contract cost is$2,700,000. The
impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 291,775 291,775
Prelim Design 242,099 345,728 587,827
Design 70,137 945,549 435,884 1,451,570
Construction 737,391 2,434,070 1,893,172 5,064,633
Commissioning 74,244 94,492 168,736
Close-out 44,928 64,123 109,051
Contingency 121,967 696,509 1,607,932 2,426,408
Total 604,011 1,291,277 1,295,242 2,508,314 2,032,592 760,632 1,607,932 10,100,000
Reimbursable Costs: N/A
Section 8-Page 61
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2020-21 & 2021 -22 Budget
Project Name&Number South Perimeter Security and Utility Improvements at Plant No.1 - P1-134
Project Category Support Facilities Project Status: Revised
Description
This security project will replace the perimeter chain link fence at Plant No. 1 along Ward Street
with an 8-foot tall block wall. Interior security lighting, cameras, and intrusion detection systems will
be installed along the south and west boundary of Plant No. 1 along with a permanent guard house •
at the Garfield Avenue Gate. Tree removal and landscaping along Ward Street is also part of the
project. The utility improvements will disconnect a City of Fountain Valley potable water service
from Garfield Avenue and provide two new connections to existing potable water lines within Plant
No. 1.
Support Facilities
Justification
The work under this project will provide improved security and monitoring capability for Sanitation District's security staff and the
new wall on Ward Street will provide enhanced protection against intruders. The water line work is required in order to remove
the direct connection from Plant No. 1 to the City of Fountain Valley water main, alleviating any cross-connection concerns.
The project budget has been decreased from$10,500,000 to$10,000,000. The reduced budget is a result of changes in the
project elements identified from recent engineering efforts. The project's estimated construction contract cost is$5,110,000. The
impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design 555,611 555,611
Design 679,394 575,536 1,254,930
Construction 104,775 4,607,510 1,807,974 6,520,259
Commissioning
Close-out 71,262 71,262
Contingency 546,200 1 1,051,738 1,597,938
Total 1,235,005 680,311 4,607,510 2,425,436 1,051,738 10,000,000
Reimbursable Costs: N/A
Section 8-Page 62
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CIP Project Detail Sheets
Project Name&Number Digester Ferric Chloride Piping Replacement at Plant No. 1 - P1-135
Project Category Solids Handling &Digestion Project Status: Continuing
Description
This project will replace the digester ferric chloride piping, valves and appurtenances from the ferric
chloride facility to each of the digesters. I:t
Solids Handling
& Digestion
Justification
The existing ferric chloride feed piping to the digesters has been requiring repairs in numerous locations due to age and partial
blockage. Ferric chloride feed to the digesters is required to control hydrogen sulfide concentrations in digester gas in order to
comply with South Coast Air Quality permit conditions.
The project budget is$1,360,000.The project's estimated construction contract cost is$600,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 23,976 23,976
Prelim Design 58,792 135 58,927
Design 32,921 104,179 137,100
Construction 48,979 744,965 793,944
Commissioning 1,642 1,642
Close-out 14,953 20,603 35,556
Contingency 17,600 260,000 1 15,140 1 16,115 308,855
Total 115,689 170,893 1,021,560 35,743 16,115 1,360,000
Reimbursable Costs: N/A
Section 8-Page 63
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2020-21 & 2021 -22 Budget
Project Name&Number 12.47 kVSwitchgear Replacement at Central Generation at Plant No. 1 - P1-136
Project Category Utility Systems Project Status: New
Description
The project will be replacing existing 12.47kV electrical switchgear at the Plant No. 1 Central
Generation facility. The project will also assess existing Central Generation 12.47kV feeders and
replace ones that fail electric tests. The 125 volt direct current battery system will be replaced to
address new control power demands.
Utility Systems
Justification
Plant No. 1 Central Generation equipment was installed in 1994 and is critical equipment for plant operation and feeds multiple
Power Buildings. This equipment requires replacement to prevent the risk of system power supply failure.
The project budget is$14,800,000. The project's estimated construction contract cost is$8,660,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 3,564,904 3,564,904
Construction 8,663,816 8,663,816
Commissioning
Close-out
Contingency 2,571,280 2,571,280
Total 1 14,800,000 14,800,000
Reimbursable Costs: N/A
Section 8-Page 64
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CIP Project Detail Sheets
Project Name&Number Support Buildings Seismic Improvements at Plant No. 1 - P1-137
Project Category Support Facilities Project Status: New
Description
Staff occupied buildings at Plant No. 1 will receive structural and geotechnical (soil)improvements
to reduce the risk of failure during a significant seismic event.These buildings include the Control
Center, Maintenance Buildings,Warehouse, and Fleet Services. •
PSI
Support Facilities
Justification
The Seismic Evaluation of Structures at Plant Nos. 1 and 2 study that was completed in 2020 identified seismic risks associated
with these buildings.These risks need to be addressed to ensure the reliability and safety of this building.
The project budget is$23,730,000. The project's estimated construction contract cost is$12,760,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 259,739 519,477 804,963 819,988 833,108 3,906,200 7,143,475
Construction 12,759,883 12,759,883
Commissioning
Close-out
Contingency 3,826,642 3,826,642
Total 259,739 519,477 804,963 819,988 833,108 20,492,725 23,730,000
Reimbursable Costs: N/A
Section 8-Page 65
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2020-21 & 2021 -22 Budget
Project Name&Number Network and Server Relocation at Plant No. 1 - P1-138
Project Category Utility Systems Project Status: New
Description
This project will relocate the existing data network and telecommunications room that is located in
the Administration Building at Plant No. 1 to Power Building 3.
Utility Systems
Justification
Once the new headquarters complex is complete,the current Administration Building will need to be demolished and the data
network,telecommunications, and server room which is housed in there,will need to be relocated.
The project budget is$3,027,000.The project's estimated construction contract cost is$1,490,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 228,012 264,476 327,056 268,494 1,088,038
Construction 243,917 1,247,863 1,491,780
Commissioning
Close-out
Contingency 447,182 447,182
Total 228,012 264,476 570,973 1,963,539 3,027,000
Reimbursable Costs: N/A
Section 8-Page 66
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CIP Project Detail Sheets
Project Name&Number Consolidated Demolition and Utility Improvements at Plant 2 - P2-110
Project Category Utility Systems Project Status: Revised
Description
This project was created to clear space for future facilities at Plant No. 2 by demolishing obsolete
and abandoned facilities. Facilities to be demolished included Digesters A and B; Primary Clarifiers
A, B and C;the Air Compressor Building; the Emergency Power Building, and several other
facilities at the end of useful life. Several tunnels were demolished or rehabilitated with pipe
supports, drainage improvements, structural repair, and lighting improvements. Demolition areas
have also received extensive grading, drainage and paving improvements.This project is
approaching close-out.
Utility Systems
Justification
Upcoming projects will be builid new facilities that require large areas of clear space.
The project budget has been decreased from$31,000,000 to$30,000,000. The reduced budget is a result of an updated estimate
to complete the work. The project's estimated construction contract cost is$18,270,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 221,226 221,226
Prelim Design 1,535,233 1,535,233
Design 2,013,629 2,013,629
Construction 24,423,562 139,786 24,563,348
Commissioning 776,160 19,768 795,928
Close-out 99,195 168,904 268,099
Contingency 586,257 16,281 602,538
Total 29,069,004 914,715 16,281 30,000,000
Reimbursable Costs: N/A
Section 8-Page 67
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2020-21 & 2021 -22 Budget
Project Name&Number Central Generation Rehabilitation at Plant No.2 - P2-119
Project Category Utility Systems Project Status: Revised
Description
This project will rehabilitate the Plant No. 2 Central Generation facility equipment including the lube
oil system,the engine jacket water loop, steam loop, hot water loop, cooling water loop, HVAC
system, starting air and instrumentation air systems, exhaust gas monitoring system, miscellaneous
building improvements, and allowance for electrical and control improvements.
Utility Systems
Justification
Central Generation equipment had been rebuilt through planned maintenance program, or by CIP projects working in the area.
There has not been a project just focusing on the rehabilitation of the overall Central Generation facility equipment, particularly
the equipment that are too large to be rebuilt through regular maintenance.
The project budget has been decreased from$114,000,000 to$108,000,000. The reduced budget is a result of an updated cost
estimate, start date and duration changes. The project's estimated construction contract cost is$64,850,000. This project will not
have an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 23,701,566 23,701,566
Construction 64,846,049 64,846,049
Commissioning
Close-out
Contingency 19,452,385 19,452,385
Total 108,000,000 108,000,000
Reimbursable Costs: N/A
Section 8-Page 68
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CIP Project Detail Sheets
Project Name&Number Headworks Modification at Plant No.2 for GWRS Final Expansion - P2-122
Project Category Headworks Project Status: Revised
Description
This project will modify the Headworks facility, related piping, and sidestream flow routing to
separate reclaimable and non-reclaimable flows to accommodate the Orange County Water
District's Groundwater Replenishment System Final Expansion.Work elements include installing a
new 72-inch diameter flow diversion, installing new gates, and modification of waste sidestream
pump station discharge piping to the non-reclaimable portion of the plant.The work includes
replacing three existing main sewage pumps with new, smaller pumps. N I
Headworks
Justification
This project is necessary to separate reclaimable and non-reclaimable flows to accommodate the Orange County Water District's
Groundwater Replenishment System Final Expansion project.
The project budget has been decreased from$54,000,000 to$32,000,000. The reduced budget is a result of an updated estimate
to complete the work. The project's estimated construction contract cost is$14,490,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 234,102 234,102
Prelim Design 2,326,715 2,326,715
Design 4,514,410 4,514,410
Construction 1,897,664 5,105,155 8,071,863 5,133,100 20,207,782
Commissioning 308,796 561,281 272,655 1,142,732
Close-out 348,355 203,989 552,344
Contingency 1,932,236 1,089,679 3,021,915
Total 8,972,891 5,413,951 8,633,144 7,686,346 1,293,668 32,000,000
Reimbursable Costs: 23,000,000
Section 8-Page 69
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2020-21 & 2021 -22 Budget
Project Name&Number Return Activated Sludge Piping Replacement at Plant No.2 - P2-123
Project Category Secondary Treatment Project Status: Revised
Description
This project includes replacement of 1,800 feet of corroded return activated sludge piping at the 00 O 000 000
Activated Sludge Plant at Plant No. 2. This project will also repair full penetration cracks and
surface spalling on the top deck of the aeration basins and replace all lightpoles with easily
maintainable ones. 0001000 000
000 000 000
Secondary
Treatment
Justification
The Activated Sludge Plant was constructed in 1979, and the return activated sludge piping has had multiple major leaks due to
corrosion. The concrete deck of the aeration basins,which is used to contain high purity oxgen, has significant cracking and
spalling which exposes the reinforcement steel to corrosion and could possibly cause leakage of oxygen. Leaking oxygen
imposes a safety concern because of the potential for it to accumulate in confined areas potentially creating an oxygen-enriched
environment.The existing light poles are badly corroded, and replacing lights is very difficult to perform safely.
The project budget has been decreased from$20,000,000 to$10,800,000. The reduced budget is a result of an updated estimate
to complete the work. The project's estimated construction contract cost is$6,040,000. This project will not have an impact on
operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 83,703 83,703
Prelim Design 1,326 1,326
Design 831,176 831,176
Construction 950,728 6,018,564 1,406,572 8,375,864
Commissioning 56,497 16,131 72,628
Close-out 122,071 122,071
Contingency 629,444 683,788 1,313,232
Total 1,866,933 6,075,061 2,174,218 683,788 10,800,000
Reimbursable Costs: N/A
Section 8-Page 70
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CIP Project Detail Sheets
Project Name&Number Interim Food Waste Receiving Facility - P2-124
Project Category Solids Handling &Digestion Project Status: Continuing
Description
This project will construct a station to receive, store, and feed pre-processed food waste slurry to
three digesters at Plant No. 2 to generate additional digester gas. I:t
Solids Handling
& Digestion
Justification
This project was identified in the Biosolids Master Plan, Project No. PS15-01, to address the need for solid waste generators and
haulers to divert organic waste from landfills. Waste haulers will separate organics at the source,then screen and process the
high strength organic waste into a liquid slurry. The Sanitation District's costs to construct, operate the facilities, and handle the
additional biosolids production will be offset by tipping fees charged to haulers and additional power associated with increased
digester gas production. This facility will be replaced with a permanent receiving station following completion of a proposed
program to replace existing digesters at Plant No. 2.
The project budget is$6,300,000.The project's estimated construction contract cost is$2,690,000. The increased operational
costs associated with these facilities will be offset by tipping fees collected from food waste haulers and by the value of additional
digester gas generated.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 111,14E 111,14E
Prelim Design 366,066 366,066
Design 721,192 107,316 828,508
Construction 902,073 2,540,384 3,442,457
Commissioning 117,759 117,759
Close-out 57,401 54,193 111,594
Contingency 48,783 1,230,777 42,908 1,322,468
Total 1,198,406 1,058,172 3,946,321 97,101 6,300,000
Reimbursable Costs: N/A
Section 8-Page 71
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2020-21 & 2021 -22 Budget
Project Name&Number Warehouse, Electrical Substation and 12kV Service Center Replacement at Plant No.2 -
P2-126
Project Category Utility Systems Project Status: Revised
Description
This project will add a second 66-kV electrical feed to Plant No. 2, replace Southern California
Edison's substation, replace the Electrical Service Center, and build a replacement Warehouse.
The project will also relocate a major power distribution ductbank to clear space for a future
Operations and Maintenance Complex.
Utility Systems
Justification
Plant No. 2 currently has only one 66-kV power feed from Southern California Edison (SCE). A second power feed from a
different section of SCE's power distribution system will reduce the risk that a major shutdown of one node of their network would
impact the ability to maintain permit requirements. The second power feed requires the existing SCE substation to be replaced.
The Electrical Service Center is nearing the end of its useful life and reconfiguration of the area of the plant associated with the
new SCE substation and Warehouse provides a good opportunity to replace it in a better location and relocate a key duct bank to
accommodate future construction of an Operations and Maintenance Complex. The area where the Warehouse is currently
located is needed for the new Temperature Phased Anaerobic Digestion facilities(TPAD).
The project budget has been increased from$9,800,000 to$65,000,000. The increased budget is the result of combining the
work of two other projects into this one. Those other projects include Substation Replacement at Plant No. 2, Project No. P2-134,
and a future 12 kV Service Center Replacement project. The project's estimated construction contract cost is$41,300,000. The
impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 26,491 63,685 7,133 97,309
Prelim Design 4,826 653,572 2,094,666 2,753,064
Design 1,313,201 1,283,946 2,597,147
Construction 606,426 9,312,351 18,877,698 17,861,636 46,658,111
Commissioning 73,322 100,114 129,994 303,430
Close-out 109,557 109,557
Contingency 300,000 121181,382 12,481,382
Total 31,317 717,257 3,415,000 2,190,372 9,385,673 18,977,812 30,282,569 65,000,000
Reimbursable Costs: N/A
Section 8-Page 72
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CIP Project Detail Sheets
Project Name&Number Collections Yard Relocation - P2-127
Project Category Support Facilities Project Status: Future
Description
This project will replace the existing Collections Facilities yard and fencing in a new location, yet to
be determined.
PSI
Support Facilities
Justification
The area where this facility is currently located is needed for the new Temperature Phased Anaerobic Digestion facilities.
The project budget is$1,840,000.The project's estimated construction contract cost is$900,000. The impacts to operational
budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 106,701 143,178 167,836 167,839 82,799 668,353
Construction 226,301 671,937 898,238
Commissioning
Close-out
Contingency 273,409 273,409
Total 106,701 143,178 394,137 839,776 356,208 1,840,000
Reimbursable Costs: N/A
Section 8-Page 73
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2020-21 & 2021 -22 Budget
Project Name&Number TPAD Digester Facility at Plant No.2 - P2-128
Project Category Solids Handling &Digestion Project Status: Revised
Description
This project will enhance the existing anerobic digesters at Plant No. 2 with a temperature-phased
anaerobic digester(TPAD)configuration. This project will build six new thermophilic digesters;
Class A batch tanks; sludge heating and cooling facilities; associated sludge pumping;digester
mixing; gas conveyance and cooling facilities; odor control; power distribution; and controls. The
project will also construct a perimeter protection wall along the southwestern plant boundary.
Replacement and demolition of existing digesters will be included in a separate project. I:t
Solids Handling
& Digestion
Justification
The 2017 Biosolids Master Plan conducted a comprehensive evaluation of end-to-end alternatives for solids processing at Plant
No. 2. The study was prompted by seismic and condition deficiencies in many of the existing digesters. The evaluation concluded
that the best alternative was to replace the existing digester complex with a temperature-phased anaerobic digestion process with
batch tanks to meet Class A requirements. One of the key benefits of this approach is that when the thermophilic digesters are
placed into service,the Sanitation District would be able to produce classified sludge even if the existing digesters failed due to
seismic event.
The project budget has been increased from$405,100,000 to$455,000,000. The increased budget is needed based on changes
in the project elements identified from recent engineering efforts. The project's estimated construction contract cost is
$317,480,000. The impacts to operational budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 493,485 122,615 616,100
Prelim Design 1,665,054 10,505,758 301,417 12,472,229
Design 2,503,259 9,320,405 9,326,857 8,949,531 845,340 30,945,392
Construction 300,987 354,455,214 354,756,201
Commissioning 6,568,601 6,568,601
Close-out 426,361 426,361
Contingency 49,215,116 49,215,116
Total 493,485 1,787,669 13,009,017 9,621,822 9,326,857 9,250,518 411,510,632 455,000,000
Reimbursable Costs: N/A
Section 8-Page 74
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CIP Project Detail Sheets
Project Name&Number Digester P, Q, R, and S Replacement - P2-129
Project Category Solids Handling &Digestion Project Status: Future
Description
This project will replace, or extensively rehabilitate Digesters P, Q, R, and S to address both
condition issues, seismic deficiencies, and soil liquefaction risks, and relocated the ferric chloride
dosing facility to the new digesters location.
Solids Handling
& Digestion
Justification
Digesters P, Q, R, and S are subject to liquefaction in the event of an earthquake,there are known structural deficiencies with the
structures, and a thorough rehabilitation of mechanical and electrical systems is required based on age and condition.
The project budget is$165,900,000. The project's estimated construction contract cost is$99,640,000. The impacts to operational
budgets have not yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 36,418,448 36,418,448
Construction 99,638,778 99,638,778
Commissioning
Close-out
Contingency 29,842,774 29,842,774
Total 165,900,000 165,900,000
Reimbursable Costs: N/A
Section 8-Page 75
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2020-21 & 2021 -22 Budget
Project Name&Number B/C-Side Primary Sedimentation Basins Rehabilitation at Plant 2 - P2-133
Project Category Primary Treatment Project Status: Revised
Description O 0
This project will rehabilitate B&C sides of primary basins at Plant No. 2. The work will rehabilitate Ov-�.. O O
10 primary basins with new flat covers; rehabilitate sludge/scum pump stations; replace all 00000000
mechanical and electrical systems; rehabilitate structural and yard piping; replace North Scrubber 000000000
Complex; relocate electrical and controls to Distribution Center F; and miscellaneous upgrades. �^^�
000000000
00000000
00
000
Primary
Treatment
Justification
The project is necessary to modify aging clarifiers and their associated mechanical and electrical systems. A concept study was
completed in 2015 that recommended these permanent repairs.
The project budget has been increased from$249,560,000 to$279,842,000. The increased budget is a result of an increased
Project duration. The project's estimated construction contract cost is$168,140,000. The impacts to operational budgets have not
yet been determined.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 61,455,272 61,455,272
Construction 168,137,999 168,137,999
Commissioning
Close-out
Contingency 50,248,729 50,248,729
Total 279,842,000 279,842,000
Reimbursable Costs: N/A
Section 8-Page 76
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CIP Project Detail Sheets
Project Name&Number Sodium Bisulfite Station Rehabilitation at Plant No.2 - P2-135
Project Category Ocean Outfall Systems Project Status: New
Description
Since 2012,The Sanitaiton District no longer discharges primary effluent to the ocean. In 2015, the
Sanitaiton District received approval to stop disinfection for the long outfall. Even though the use
of the short outfall is for emergencies or planned maintenance, all flow must be disinfected when it
is used. Sodium Bisulfite is the chemical that is used to disinfect through the short outfall. This ��
project will downsize the existing sodium bisulfite facility to address new design conditions and
rehabilitate structural, mechanical, electrical, and instrumentation to extend the useful life.
1:
Ocean Outfall
Systems
Justification
The existing station requires modernization and rehabilitation in order to maintain operations.
The project budget is$3,830,000. The project's estimated construction contract cost is$1,890,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 101,848 206,659 234,960 271,285 311,942 251,317 1,378,011
Construction 715,668 1,173,695 1,889,363
Commissioning
Close-out
Contingency 566,626 566,626
Total 101,848 206,659 234,960 271,285 1,027,610 1,991,638 3,834,000
Reimbursable Costs: N/A
Section 8-Page 77
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2020-21 & 2021 -22 Budget
Project Name&Number Activated Sludge Aeration Basin Rehabilitation at Plant No.2 - P2-136
Project Category Secondary Treatment Project Status: New
Description
This project includes structural rehabilitation of the aeration basin's reactor deck, coating the 000 000 000
interior of reactor tanks to mitigate exposed concrete aggregate, replacement of all mechanical
equipment, components, and piping, including all gates, valves and appurtenances. This Project
will also upgrade lighting and nearby storm drains. 000 O O O 000
000 000 000
Secondary
Treatment
Justification
The aeration basins were installed in 1983 and a major mechanical and structural rehabilitation was conducted in 2006. This
system is in need of major rehabilitation of structural and mechanical components in order to maintain reliable serviceability and
extend useful life.
The project budget is$65,600,000. The project's estimated construction contract cost is$39,390,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 501,296 1,043,832 1,280,797 1,695,061 9,875,173 14,396,159
Construction 39,387,066 39,387,066
Commissioning
Close-out
Contingency 11,816,775 11,816,775
Total 501,296 1,043,832 1,280,797 1,695,061 61,079,014 65,600,000
Reimbursable Costs: N/A
Section 8-Page 78
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CIP Project Detail Sheets
Project Name&Number Digesters Rehabilitation at Plant No.2 - P2-137
Project Category Solids Handling &Digestion Project Status: New
Description
The project will rehabilitate all existing Plant No. 2 digesters to extend their useful lives by 10-15
years. Work includes repairing the digester domes,walls and bridges, rehabilitating the hot water
piping system, improving miscellaneous safety related items and replacing electrical motor control
centers that are obsolete.
Solids Handling
& Digestion
Justification
These digesters require rehabilitation to keep them in operable condition until the new thermophilic phase digesters are
constructed and in operation.
The project budget is$40,630,000. The project's estimated construction contract cost is$21,850,000. This project will not have
an impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 589,432 1,547,988 1,867,525 2,014,505 2,497,130 3,714,321 12,230,901
Construction 409,281 7,056,566 7,169,472 7,211,811 21,847,130
Commissioning
Close-out
Contingency 6,553,969 6,553,969
Total 589,432 1,547,988 2,276,806 9,071,071 9,666,602 17,480,101 40,632,000
Reimbursable Costs: N/A
Section 8-Page 79
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2020-21 & 2021 -22 Budget
Project Name&Number Operations and Maintenance Complex at Plant No. 2 - P2-138
Project Category Support Facilities Project Status: New
Description
This Project will replace the Operations and Maintenance Buildings at Plant No. 2. The new
location will be along the westerly border,just south of Banning Avenue. The main entrance will be
relocated to Banning Avenue.The existing buildings and main entrance will be demolished. •
PSI
Support Facilities
Justification
The Seismic Evaluation of Structures at Plant Nos. 1 and 2 study that was completed in 2020 identified seismic risks associated
with these buildings.These risks need to be addressed to ensure the reliability and safety of this building. Also, the Operations
Building does not meet various building code requirements and cannot readily accommodate the upgrades. Relocation of the
main entrance to Banning Avenue will add circulation, safety and security improvements.
The project budget is$95,000,000. The project's estimated construction contract cost is$56,997,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev
Prelim Design
Design 1,150,713 1,749,646 2,113,630 2,147,449 13,671,175 20,832,613
Construction 56,996,764 56,996,764
Commissioning
Close-out
Contingency 17,170,623 17,170,623
Total 1,150,713 1,749,646 2,113,630 2,147,449 87,838,562 95,000,000
Reimbursable Costs: N/A
Section 8-Page 80
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CIP Project Detail Sheets
Project Name&Number Sludge Dewatering and Odor Control at Plant No. 2 - P2-92
Project Category Solids Handling &Digestion Project Status: Continuing
Description
This project constructed new dewatering facilities to reduce biosolids handling and disposal costs,
replaced the aging sludge dewatering facilities, and provided associated odor control facilities. The
project also demolished the existing Belt Press Dewatering Building, and two unused sludge cake
storage silos. This budget also included construction of Truck Loading Bay Odor Control, Contract
No. P2-92A,which was built under a separate construction contract. This project is approaching
close-out. 131
Solids Handling
& Digestion
Justification
This project replaced the belt press dewatering facilities that have reached the end of their service life. Based on the Long Range
Biosolids Master Plan, a newer dewatering technology, centrifuges,was utilized to reduce the amount of water in the biosolids
hauled offsite to reduce biosolids management disposal costs.
The project budget is$90,477,000. The project's estimated construction contract cost is$55,630,000.The facilities constructed by
this project are now in service and will have no further impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 637,454 637,454
Prelim Design 2,793,707 2,793,707
Design 7,164,915 7,164,915
Construction 72,452,258 727,394 73,179,652
Commissioning 1,501,743 34,994 1,536,737
Close-out 127,415 388,401 515,816
Contingency 4,065,626 583,093 4,648,719
Total 84,677,492 5,216,415 583,093 90,477,000
Reimbursable Costs: N/A
Section 8-Page 81
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2020-21 & 2021 -22 Budget
Project Name&Number Primary Treatment Rehabiliation at Plant No.2 - P2-98
Project Category Primary Treatment Project Status: Revised
Description O 0
000000
This project will replace the four A-Side Primary Clarifiers with associated influent piping, influent ��
distribution structures, effluent piping, sludge pumping units, and flat covers for odor containment. 00000000
The project will also construct a new air scrubbing complex. The project includes a second 000000000
construction contract to provide interim repairs to the other ten clarifiers in the B-Side and C-Side �^^�
and associated pipelines to improve reliability until they can be more extensively rehabilitated on in 000000000
`
the future B/C-Side Primary Sedimentation Basins Rehabilitation at Plant No. 2, Project No. P2-133. 00000000
00
0
Primary
Treatment
Justification
The A-Side Clarifiers are at the end of their useful life and cannot effectively be rehabilitated.
The project budget has been decreased from$245,000,000 to$237,000,000. The reduced budget is a result of an updated
estimate to complete the work. The project's estimated construction contract cost is$148,100,000. This project will increase
operational budgets by$50,000 annually. Additional one hour a day for inspecting the clarifiers.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 828,160 828,160
Prelim Design 8,892,709 8,892,709
Design 10,928,392 3,403,156 226,130 14,557,678
Construction 5,680,729 4,683,966 24,065,917 30,284,533 52,922,174 28,048,273 29,789,490 175,475,082
Commissioning 21,209 62,245 64,322 71,112 63,203 282,091
Close-out 125,468 790,550 916,018
Contingency 1,801,072 139,445 34,107,745 36,048,262
Total 26,329,990 8,087,122 26,239,796 30,486,223 52,986,496 28,119,385 64,750,988 237,000,000
Reimbursable Costs: N/A
Section 8-Page 82
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CIP Project Detail Sheets
Project Name&Number EAM Software and Process Implementation - SP-100
Project Category Information Management Systems Project Status: Continuing
Description
This project will implement the IBM Maximo System in support of the Enterprise Asset Management
program. The system will replace the current Computerized Maintenance Management System.
The system will manage asset data and asset activities throughout the asset lifecycle.
F11111111
Information
Management
Systems
Justification
The IBM Maximo System will provide the means to manage assets to achieve the highest return at low risk by improving asset
usage and reducing cost. The system will also manage asset lifecycle, provide visibility into asset performance, streamline
process by eliminating paper work order, and reduce maintenance cost. The system will be integrated with other District system
(i.e. FIS, GIS, and Timecard).
The project budget is$7,500,000. The project's estimated construction contract cost is$210,000. This project will not have an
impact on operational budgets.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 1,306,829 1,306,829
Prelim Design 412,837 412,837
Design 3,139,389 3,139,389
Construction 1,427,910 1,427,910
Commissioning 311,956 311,956
Close-out 35,846 35,846
Contingency 865,233 865,233
Total 6,634,767 865,233 7,500,000
Reimbursable Costs: N/A
Section 8-Page 83
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2020-21 & 2021 -22 Budget
Project Name&Number Geographic Information System - SP-15
Project Category Information Management Systems Project Status: Revised
Description
Geographic Information Systems(GIS)can be utilized at the Sanitation District for any works
project such as collections, ocean monitoring,flow studies, rate structure studies, and construction.
The GIS can be a planning tool for Asset Management, and a reporting tool for Permits and Sewer CD
Shed Modeling. Other regional programs that would utilize the GIS are Bacteria Investigations,Air
Quality, Special Purpose Discharge Permits, Connection Permits, and Source Control Permits. A I I I I I I I
goal of the project is to enable Internet access to the Sanitation District's GIS and Electronic Data
Management System (EDMS)by consultants to collect data for projects and to check out and check
in drawings. The public would also benefit through Internet access to reports and news about
Sanitation District's projects. Information
Management
Systems
Justification
There is a need and an opportunity for cost savings, spatial data control, and a reporting tool that can graphically display the
District's data on maps via the Internet to reporting agencies, the public, and across the organization.
The project budget has been increased from$4,568,000 to$4,700,000. The increased budget is a result of increases to software
vendor contracts.
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 801,985 801,985
Prelim Design 126,890 126,890
Design 183,934 16,282 16,283 16,281 7,228 240,008
Construction 2,275,489 43,425 43,426 43,425 19,280 2,425,045
Commissioning 25,000 25,000
Close-out 24,476 24,476
Contingency 951,272 105,324 1,056,596
Total 3,437,774 59,707 59,709 1,010,978 131,832 4,700,000
Reimbursable Costs: N/A
Section 8-Page 84
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CIP Project Detail Sheets
Project Name&Number Capital Improvement Program Management Services - SP-195
Project Category Others Project Status: Revised
Description
This project funds program management services for the Capital Improvement Program not related
to any one specific project, but on the management of the projects as a whole. Activities include
consulting services related to best practices in project and program management including risk
analysis, benchmarking, analysis of key performance indicators(KPI), program metrics, and data
analysis. Work may also include review of project controls including project budgeting, cash flow
analysis and project scheduling.
Others
Justification
The activities facilitate continuous improvements to program management practices to maintain effectiveness in managing the
Capital Improvement Program as business practices and the project makeup of the CIP evolves.
The project budget is$700,000. This project wll not have an impact on operational budgets
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 5,826 5,826
Prelim Design 2,938 2,938
Design 204,538 26,901 26,903 26,902 285,244
Construction 66,171 66,171
Commissioning
Close-out
Contingency 339,821 339,821
Total 279,473 26,901 26,903 366,723 700,000
Reimbursable Costs: N/A
Section 8-Page 85
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2020-21 & 2021 -22 Budget
Project Name&Number Process Control Systems Upgrades Study - SP-196
Project Category Information Management Systems Project Status: Revised
Description
This study will evaluate and identify suitable replacements for the existing Supervisory Control and
Data Acquisition (SCADA)Systems for the treatment plants and pump stations. The study will
include a formal,two-phase procurement selection process comprised of a qualification-phase to CD
shortlist prospective system vendors and a proposal-phase to perform a best-value selection of a
vendor to enter into a long-term agreement for supplying a new SCADA system.
The SCADA system includes Human Machine Interface(HMI)hardware and software, P111111 piil
Programmable Logic Controllers(PLCs), Historian, and security and administrative requirements
for the Industrial Control System (ICS)network.These improvements will provide greater reliability
and system continuity by replacing the existing obsolete systems with current technology that Information
enhances trending, diagnostic data, monitoring, control, automation and management information.
This study will evaluate the latest technology offerings; define system reliability, redundancy, and Management
performance; evaluate enterprise wide process data integration needs; define requirements for Systems
current and future SCADA and ICS security requirements; and define requirements for upgrading y
HMI and PLC hardware and software standards.
Justification
The existing HMI system consisting of the CRISP software and associated SCADA sub systems is obsolete. The CRISP software
has a limited customer installed base and technical expertise for support and source code modifications will become scarce in the
future. The CRISP HMI software in conjunction with the SCADA sub systems provides important data communications for
treatment process and plant monitoring, control, automation, visualization, alarm handling and notification. The existing Quantum
PLCs that are currently being used throughout the treatment plants and pump stations are no longer being manufactured.. The
manufacturer has developed a family of replacement PLC processors and ancillary equipment with enhanced capabilities and
security features.A new processor system will also be evaluated and selected to provide a long-term,20-year plus life. Reliability
and maintainability of the SCADA systems is critical to maintaining regulatory compliance for both the collections system and the
treatment plants.
The project budget has been decreased from$3,554,000 to$3,400,000. The reduced budget is a result of an updated estimate to
complete the work. This project wll not have an impact on operational budgets
Budget Projections
Budget Phase Cost To- 2020-2021 2021-22 2022-23 2023-24 2024-25 Thereafter Total Project
Date Budget
Proj Dev 2,002,212 1,033,834 2,278 3,038,324
Prelim Design 2,352 2,352
Design 31,879 20,136 81 52,096
Construction
Commissioning
Close-out
Contingency 301,781 5,447 307,228
Total 2,036,443 1,355,751 7,806 3,400,000
Reimbursable Costs: N/A
Section 8-Page 86
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Summary by Project Status
Collection System Improvement Projects - Budget by Project Status
Project Total New Continuing Revised Future
Number Title Budget Project Project Project Project
Collections Facilities
1-23 Santa Ana Trunk Sewer Rehab $ 54,620,000$ 54,620,000
1-24 Greenville-Sullivan Trunk Impr. 48,600,000 48,600,000
11-33 Edinger Pump Station Repl. 10,153,000 10,153,000
11-34 Slater Pump Station Rehab 26,622,000 26,622,000
241-8 SARI Rock Stabilizers Removal 4,860,000 4,860,000
2-49 Taft Branch Capacity Impr. 14,000,000 14,000,000
2-65 Newhope-Placentia Trunk Grade Separation Repl. 4,300,000 4,300,000
2-72 Newhope-Placentia Trunk Repl. 112,000,000 112,000,000
2-73 Yorba Linda Dosing Station Installation 14,080,000 14,080,000
3-60 Beach Relief Trunk/Knott Interceptor/Miller Holder Trunk Rehab 35,132,000 35,132,000
3-62 Westminster Blvd Force Main Repl. 44,000,000 44,000,000
3-64 Rehab of Western Regional Sewers 70,000,000 70,000,000
3-66 Interstate 405 Widening Project Impacts on OCSD Sewers 250,000 250,000
3-67 Seal Beach Pump Station Repl. 78,900,000 78,900,000
3-68 Los Alamitos Sub-Trunk Extension 84,124,000 84,124,000
5-66 Crystal Cove Pump Station Rehab 13,200,000 13,200,000
5-67 Bay Bridge Pump Station Repl. 74,000,000 74,000,000
5-68 Newport Beach Pump Stations Pressurization Impr. 4,300,000 4,300,000
6-17 District 6 Trunk Sewer Relief 7,250,000 7,250,000
7-63 MacArthur Pump Station Rehab 9,800,000 9,800,000
7-64 Main Street Pump Station Rehab 39,450,000 39,450,000
7-65 Gisler-Red Hill Interceptor&Baker Force Mains Rehab 21,000,000 21,000,000
7-66 Sunflower&Red Hill Interceptor Repairs 4,700,000 4,700,000
7-68 MacArthur Force Main Impr. 2,468,000 2,468,000
7-69 North Trunk Impr. 9,200,000 9,200,000
Collections Facilities Total Budget 787,009,000 112,420,000 269,200,000 405,389,000
Section 8-Page 87
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2020-21 & 2021 -22 Budget
Treatment & Disposal Projects - Budget by Project Status
Project Total New Continuing Revised Future
Number Title Budget Project Project Project Project
Headworks
P1-105 Headworks Rehab at P1 406,000,000 406,000,000
P2-122 Headworks Modification at P2 for GWRS Final Expansion 32,000,000 32,000,000
Headworks Total Budget 438,000,000 406,000,000 32,000,000
Primary Treatment
P1-126 Primary Sedimentation Basins No.3-5 Repl.at P1 117,700,000 117,700,000
P1-133 Primary Sedimentation Basins No.6-31 Reliability Impr.at P1 10,100,000 10,100,000
P2-133 B/C-Side Primary Sedimentation Basins Rehab at P2 279,842,000 279,842,000
P2-98 Primary Treatment Rehabiliation at P2 237,000,000 237,000,000
Primary Treatment Total Budget 644,642,000 644,642,000
Secondary Treatment
P2-136 Activated Sludge Aeration Basin Rehab at P2 65,600,000 65,600,000
P1-129 Return Activated Sludge Piping Repl.at Activated Sludge P1 10,300,000 10,300,000
P2-123 Return Activated Sludge Piping Repl.at P2 10,800,000 10,800,000
Secondary Treatment Total Budget 86,700,000 65,600,000 10,300,000 10,800,000
Solids Handling&Digestion
P2-124 Interim Food Waste Receiving Facility 6,300,000 6,300,000
P2-128 TPAD Digester Facility at P2 455,000,000 455,000,000
P2-129 Digester P,Q,R,&S Repl. 165,900,000 165,900,000
P1-135 Digester Ferric Chloride Piping Repl.at P1 1,360,000 1,360,000
P1-101 Sludge Dewatering&Odor Control at P1 197,000,000 197,000,000
P2-137 Digesters Rehab at P2 40,632,000 40,632,000
P2-92 Sludge Dewatering&Odor Control at P2 90,477,000 90,477,000
Solids Handling&Digestion Total Budget 956,669,000 40,632,000 98,137,000 652,000,000 165,900,000
Ocean Outfall Systems
P2-135 Sodium Bisulfite Station Rehab at P2 3,834,000 3,834,000
J-117 Ocean Outfall System Rehab 166,000,000 166,000,000
Ocean Outfall Systems Total Budget 169,834,000 3,834,000 166,000,000
Utility Systems
J-124 Digester Gas Facilities Repl. 173,000,000 173,000,000
J-127 Natural Gas Pipelines Repl.at P1&P2 1,610,000 1,610,000
J-135 Central Generation Engine Overhauls at P1&2 26,000,000 26,000,000
J-136 Power Building Structural Seismic Impr.at P1&2 7,080,000 7,080,000
Section 8-Page 88
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Summary by Project Status
Treatment & Disposal Projects - Budget by Project Status
Project Total New Continuing Revised Future
Number Title Budget Project Project Project Project
Utility Systems
J-98 Electrical Power Distribution System Impr. 26,500,000 26,500,000
P1-136 12.47 kVSwitchgear Repl.at Central Generation at P1 14,800,000 14,800,000
P1-132 Uninterruptible Power Supply Impr.at P1 7,000,000 7,000,000
P1-127 Central Generation Rehab at P1 68,452,000 68,452,000
P1-138 Network&Server Relocation at P1 3,027,000 3,027,000
P2-110 Consolidated Demolition&Utility Impr.at P2 30,000,000 30,000,000
P2-119 Central Generation Rehab at P2 108,000,000 108,000,000
P2-126 Warehouse,Electrical Substation&12kV Service Center Repl.at P2 65,000,000 65,000,000
Utility Systems Total Budget 530,469,000 50,907,000 7,000,000 472,562,000
Process Related Special Projects
J-126 Safety Impr.Program 16,000,000 16,000,000
Process Related Special Projects Total Budget 16,000,000 16,000,000
Information Management Systems
J-120 Process Control Systems Upgrades 33,000,000 33,000,000
J-128 Project Mgmt.Information System 2,280,000 2,280,000
M-MC-IT Information Technology Capital Program 10,000,000 10,000,000
SP-100 EAM Software&Process Implementation 7,500,000 7,500,000
SP-15 Geographic Information System 4,700,000 4,700,000
SP-196 Process Control Systems Upgrades Study 3,400,000 3,400,000
Information Management Systems Total Budget 60,880,000 17,500,000 43,380,000
Strategic&Master Planning
M-STUDIES Planning Studies Program 28,652,000 28,652,000
Strategic&Master Planning Total Budget 28,652,000 28,652,000
Water Management Projects
J-36-2 GWRS Final Expansion Coordination 1,132,000 1,132,000
Water Management Projects Total Budget 1,132,000 1,132,000
Research
M-RESEARCH Research Program 8,500,000 8,500,000
Research Total Budget 8,500,000 8,500,000
Support Facilities
M-SM-CAP Operations&Maintenance Capital Program 15,622,000 15,622,000
M-FE Small Construction Projects Program 65,000,000 65,000,000
P1-115 Title 24 Access Compliance&Building Rehab Project 18,400,000 18,400,000
Section 8-Page 89
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2020-21 & 2021 -22 Budget
Treatment & Disposal Projects - Budget by Project Status
Project Total New Continuing Revised Future
Number Title Budget Project Project Project Project
Support Facilities
J-133 Laboratory Rehab at P1 44,200,000 44,200,000
P2-127 Collections Yard Relocation 1,840,000 1,840,000
P1-128 Headquarters Complex 167,500,000 167,500,000
P1-137 Support Buildings Seismic Impr.at P1 23,730,000 23,730,000
P1-134 South Perimeter Security&Utility Impr.at P1 10,000,000 10,000,000
P2-138 Operations&Maintenance Complex at P2 95,000,000 95,000,000
Support Facilities Total Budget 441,292,000 118,730,000 201,522,000 119,200,000 1,840,000
Others
SP-195 Capital Improvement Program Mgmt.Services 700,000 700,000
Others Total Budget 700,000 700,000
Total Treatment and Disposal Projects 3,383,469,997 279,703,000 944,742,997 1,991,284,000 167,740,000
Total Collections Facilities 787,008,999 112,420,000 269,200,000 405,388,999
Capital Equipment Purchases 9,062,800 9,062,800
Total Capital Improvement Program Budget $4,179,541,796 $392,123,000 $1,223,005,797 $2,396,672,999 $167,740,000
Section 8-Page 90
Summary of Revenue Program Category
Collection System Improvement Projects
Project Name Total Percentage Allocation Total Project Cost Budget
Project Rehab/ Strategic Additional Regulatory Rehab./ Strategic Additional Regulatory
Budget Repl Initiative Capacity Replacement Initiative Capacity
Collections Facilities
Santa Ana Trunk Sewer Rehab $ 54,620,000 100% $ 54,620,000 -
Greenville-Sullivan Trunk Impr. 48,600,000 100% - 48,600,000
Edinger Pump Station Repl. 10,153,000 100% 10,153,000 -
Slater Pump Station Rehab 26,622,000 100% 26,622,000
SARI Rock Stabilizers Removal 4,860,000 100% - - 4,860,000
Taft Branch Capacity Impr. 14,000,000 100% 14,000,000
Newhope-Placentia Trunk Grade Separation Repl. 4,300,000 100% 4,300,000
Newhope-Placentia Trunk Repl. 112,000,000 25% 25% 50% 28,000,000 28,000,000 56,000,000
Yorba Linda Dosing Station Installation 14,080,000 100% - 14,080,000 -
Beach Relief Trunk/Knott Interceptor/Miller Holder Trun 35,132,000 100% 35,132,000 -
Rehab
Westminster Blvd Force Main Repl. 44,000,000 100% 44,000,000 -
Rehab of Western Regional Sewers 70,000,000 75% 25% 52,500,000 17,500,000
Interstate 405 Widening Project Impacts on OCSD 250,000 100% 250,000
Sewers
Seal Beach Pump Station Repl. 78,900,000 100% 78,900,000
Los Alamitos Sub-Trunk Extension 84,124,000 75% 25% 63,093,000 21,031,000
Crystal Cove Pump Station Rehab 13,200,000 100% 13,200,000 -
Bay Bridge Pump Station Repl. 74,000,000 100% 74,000,000
Newport Beach Pump Stations Pressurization Impr. 4,300,000 100% 4,300,000
District 6 Trunk Sewer Relief 7,250,000 50% 50% 3,625,000 - 3,625,000
MacArthur Pump Station Rehab 9,800,000 100% 9,800,000 -
Main Street Pump Station Rehab 39,450,000 100% 39,450,000
Gisler-Red Hill Interceptor&Baker Force Mains Rehab 21,000,000 100% 21,000,000
Sunflower&Red Hill Interceptor Repairs 4,700,000 100% 4,700,000 -
MacArthur Force Main Impr. 2,468,000 50% 50% 1,234,000 1,234,000 -
North Trunk Impr. 9,200,000 100% - - 9,200,000
Collections Facilities Projects Total 787,009,000 560,029,000 47,614,000 1 169,956,000 9,4t0,000
Section 8- Page 91
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2020-21 & 2021 -22 Budget
Treatment & Disposal Improvement Projects
Project Name Total Percentage Allocation Total Project Cost Budget
Project Rehab/ Strategic Additional Regulatory Rehab./ Strategic Additional Regulatory
Budget Rep Initiative Capacity Replacement Initiative Capacity
Headworks Rehab at P1 406,000,000 100% 406,000,000
Headworks Modification at P2 for GWRS Final 32,000,000 100% - 32,000,000
Expansion
Headworks Projects Total 438,000,000 406,000,000 32,000,000
Process Control Systems Upgrades 33,000,000 100% 33,000,000 -
Project Mgmt.Information System 2,280,000 100% - 2,280,000
Information Technology Capital Program 10,000,000 50% 50% 5,000,000 5,000,000
EAM Software&Process Implementation 7,500,000 100% 7,500,000 -
Geographic Information System 4,700,000 100% - 4,700,000
Process Control Systems Upgrades Study 3,400,000 100% 3,400.000 -
Information Management Systems Projects Total 60,880,000 48,900,000 7,280,000 1 4,700,000
Ocean Outfall System Rehab 166,000,000 25% 75% 41,500,000 124,500,000 -
Sodium Bisulfte Station Rehab at P2 3,834,000 50% 50% 1,917,000 1,917,000
Ocean Outfall Systems Projects Total 169,834,000 43,417,000 126,417,000
Capital Improvement Program Mgmt.Services 700,000 100% - 700,000
Others Projects Total 700,000 700,000
Primary Sedimentation Basins No.3-5 Repl.at P1 117,700,000 100% 117,700,000 -
Primary Sedimentation Basins No.6-31 Reliability Impr. 10,100,000 50% 50% 5,050,000 5,050,000
at P1
B/C-Side Primary Sedimentation Basins Rehab at P2 279,842,000 100% 279,842,000 -
Primary Treatment Rehabiliation at P2 237,000,000 100% 237,000,000 -
Primary Treatment Projects Total 644,642,000 639,592,000 1 5,050,000
Safety Impr.Program 16,000,000 100% - - 16,000,000
Process Related Special Projects Projects Total 16,000,000 16,000,000
Research Program 8,500,000 100% 8,500,000
Research Projects Total 8,500,000 8,500,000
Activated Sludge Aeration Basin Rehab at P2 65,600,000 100% 65,600,000 -
Return Activated Sludge Piping Repl.at Activated 10,300,000 100% 10,300,000
Sludge P1
Return Activated Sludge Piping Repl.at P2 10,800,000 100% 10,800,000
Secondary Treatment Projects Total 86,700,000 86,700,000
Section 8- Page 92
Summary of Revenue Program Category
Treatment & Disposal Improvement Projects
Project Name Total Percentage Allocation Total Project Cost Budget
Project Rehab/ Strategic Additional Regulatory Rehab./ Strategic Additional Regulatory
Budget Rep Initiative Capacity Replacement Initiative Capacity
Interim Food Waste Receiving Facility 6,300,000 100% - 6,300,000
TPAD Digester Facility at P2 455,000,000 75% 25% 341,250,000 113,750,000
Digester P,Q,R,&S Repl. 165,900,000 75% 25% 124,425,000 41,475,000
Digester Ferric Chloride Piping Repl.at P1 1,360,000 100% 1,360,000 -
Digesters Rehab at P2 40,632,000 100% 40,632,000
Sludge Dewatering&Odor Control at P2 90,477,000 100% 90,477,000 -
Sludge Dewatering&Odor Control at P1 197,000,000 50% 50% 98,500,000 - 98,500,000
Solids Handling&Digestion Projects Total 956,669,000 696,644,000 161,525,000 98,500,000
Planning Studies Program 28,652,000 40% 25% 10% 25% 11,460,800 7,163,000 2,865,200 7,163,000
Strategic&Master Planning Projects Total 28,652,000 11,460,800 7,163,000 2,865,200 7,163,000
Operations&Maintenance Capital Program 15,622,000 100% 15,622,000 -
Small Construction Projects Program 65,000,000 70% 10% 10% 10% 45,500,000 6,500,000 6,500,000 6,500,000
Title 24 Access Compliance&Building Rehab Project 18,400,000 100% - - - 18,400,000
Laboratory Rehab at P1 44,200,000 75% 25% 33,150,000 11,050,000
Operations&Maintenance Complex at P2 95,000,000 50% 50% 47,500,000 47,500,000
Collections Yard Relocation 1,840,000 100% 1,840,000 -
Headquarters Complex 167,500,000 50% 50% 83,750,000 83,750,000
Support Buildings Seismic Impr.at P1 23,730,000 100% - 23,730,000
South Perimeter Security&Utility Impr.at P1 10,000,000 100% - 10,000,000
Support Facilities Projects Total 441,292,000 227,362,000 182,530,000 6,500,000 24,900,000
12.47 kVSwitchgear Repl.at Central Generation at P1 14,800,000 100% 14,800,000 - - -
Uninterruptible Power Supply Impr.at P1 7,000,000 100% 7,000,000
Central Generation Rehab at P1 68,452,000 100% 68,452,000 -
Network&Server Relocation at P1 3,027,000 70% 30% 2,118,900 908,100
Consolidated Demolition&Utility Impr.at P2 30,000,000 100% 30,000,000 -
Central Generation Rehab at P2 108,000,000 100% 108,000,000 -
Warehouse,Electrical Substation&12kV Service 65,000,000 25% 75% 16,250,000 48,750,000
Center Repl.at P2
Digester Gas Facilities Repl. 173,000,000 100% 173,000,000 -
Natural Gas Pipelines Repl.at P1&P2 1,610,000 100% 1,610,000
Central Generation Engine Overhauls at P1&2 26,000,000 100% 26,000,000
Section 8- Page 93
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2020-21 & 2021 -22 Budget
Treatment & Disposal Improvement Projects
Project Name Total Percentage Allocation Total Project Cost Budget
Project Rehab/ Strategic Additional Regulatory Rehab./ Strategic Additional Regulatory
Budget Rep Initiative Capacity Replacement Initiative Capacity
Power Building Structural Seismic Impr.at P1&2 7,080,000 100% - 7,080,000
Electrical Power Distribution System Impr. 26,500,000 75% 25% 19,875,000 6,625,000
Utility Systems Projects Total 530,469,000 467,105,900 63,363,100
GWRS Final Expansion Coordination 1,132,000 100% - 1,132,000
Water Management Projects Projects Total 1,132,000 1,132,000
Total Treatment and Disposal Projects 3,383,470,000 2,627,181,698 595,660,099 107,865,200 52,763,000
Total Collections Facilities 787,009,000 560,028,999 47,614,000 169,956,000 9,410,000
Capital Equipment Purchases 9,062,800 2,265,700 2,265,700 2,265,700 2,265,700
Total Capital Improvement Program $4,179,541,800 $3,189,476,397 $645,539,799 $280,086,900 $64,438,700
Section 8-Page 94
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Summary of Revenue Program Category
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Section 8— Page 95
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2020-21 & 2021 -22 Budget
Proposed Capital Equipment Budget
2020-21
Trucks& Other Mobile Machine Eq Comm
Vehicles Eq &Tools Equipment
Department 09410000 09410001 09410002 09410003
Public Affairs $ - $ - $ - $ -
Risk Management/Safety/Security - - - -
Information Technology - - - -
Laboratory, Monitoring and Compliance - - 60,500 -
Design - - - -
Collection Facilities O&M - - 162,100 -
Fleet Services 2,305,000 787,300 75,700 -
Plant No. 1 Operations - - 109,300 -
Plant No. 1 Maintenance - - 141,100 -
Total Proposed Capital Equipment $ 2,305,000 $ 787,300 $ 548,700 $ -
Section 8- Page 96
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Proposed Capital Equipment Budget Summary
Proposed Capital Equipment Budget
2020-21
Instr/Test Safety& Office Fix& Computer 2020-21
Equipment Traffic Eq Eq Equipment Proposed
Department 09410004 09410005 09410006 09410007 Budget
Public Affairs $ - $ - $ - $ 70,000 $ 70,000
Risk Management/Safety/Security - - - 27,000 27,000
Information Technology - - - 15,000 15,000
Laboratory, Monitoring and Compliance 919,000 - - - 979,500
Design 21,600 - - - 21,600
Collection Facilities O&M 15,400 - - - 177,500
Fleet Services - - - - 3,168,000
Plant No. 1 Operations 239,000 - - 34,300 382,600
Plant No. 1 Maintenance 79,500 - - - 220,600
Total Proposed Capital Equipment $1,274,500 $ - $ - $ 146,300 $5,061,800
Section 8—Page 97
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2020-21 & 2021 -22 Budget
Proposed Capital Equipment Budget Detail
Proposed
Capital Equip.
Division Equipment Type Budget
140 - Public Affairs
Digital Messaging System $ 70,000
Total 70,000
161 - Risk Management/Safety/Security
myCority 27,000
Total 27,000
250 - Information Technology
DJI Phantom 4 RTK 15,000
Total 15,000
630 - Laboratory, Monitoring, and Compliance
Freeze Dryer 60,500
Triple Quadrupole Gas Chromatography Mass Sectrometry(GC-MS)Systems 350,000
GC-SDC 77,000
Hot Block Digestem System 33,000
Humdified Incubators (2) 34,800
Acoustic Doppler Current Profiler(ADCP) 49,200
Phytoplankton Autosampler 163,400
Ocean Acidification and Hypoxia Sensors (6) 211,600
Total 979,500
760- Design
PLC Test Units 21,600
Total 21,600
820-Collection Facilities O&M
Sewer Inspection Camera 14,100
Manhole CCTV Inspection Equipment 148,000
Methane Analyzer 2020 15,400
Total 177,500
822 - Fleet Services
Heavy Duty Specialty Truck-Sewer Pull Rig 250,000
Combination Sewer Cleaning Truck 875,000
Heavy Duty Trucks (3) 385,000
Light Duty Trucks (6) 300,000
Medium Duty Trucks(4) 355,000
Sedans and SUVS (4) 140,000
Portable Electrical Generator- 175kW (2) 350,000
Electric Carts O&M (23) 437,300
6-Post Portable Heavy Truck Lift 75,700
Total 3,168,000
Section 8 - Page 98
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Proposed Capital Equipment Budget Detail
Proposed Capital Equipment Budget Detail
870 - Plant No. 1 Maintenance
Weldsale Platens with Steel Stands (4) 40,200
Industrial Walk Behind Floor Scrubber 14,200
Ruger Industries Inc., 1 Ton Shop Crane 54,900
Calibration Work Station 71,700
Motion Amplification MX High Speed Camera for IRIS-M System 23,400
Referenced High Temperature Calibration Blocks 33,500
Reference Low Tempearture Calibration Block 33,500
Rotalign Touch Laser Shaft Alignment System 30,500
SDT270DU Static/Dynamic/UAS ATEX 19,600
Beamex Multi-Calibrator 26,800
TruVu 360 Pro Software on DVD&USB Media 34,300
Total 382,600
880 - Plant No. 2 Maintenance
Industrial Walk Behind Floor Scrubber 14,200
Ruger Industries Inc., 1 Ton Shop Crane 54,900
Skid Mounted Pump System (2) 72,000
Fluke Networks Fiber Optics OTDR Tester 16,300
GE Oil &Gas Dresser Flow Meter and Instrument Model 5 Prover 63,200
Total 220,600
Total Proposed 2020-21 Capital Equipment Budget $ 5,061,800
Section 8—Page 99
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2020-21 & 2021 -22 Budget
Proposed Capital Equipment Budget
2021-22
Trucks & Other Mobile Machine Eq Comm
Vehicles Eq &Tools Equipment
Department 09410000 09410001 09410002 09410003
Public Affairs $ - $ - $ - $ -
Laboratory, Monitoring and Compliance - - - -
Design - - - -
Collection Facilities O&M - - - -
Fleet Services 1,055,000 407,400 - -
Plant No. 1 Maintenance - - 191,300 -
Total Proposed Capital Equipment $ 1,055,000 $ 407,400 $ 191,300 $ -
Section 8- Page 100
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Proposed Capital Equipment Budget Summary
Proposed Capital Equipment Budget
2021-22
Instr/Test Safety& Office Fix& Computer 2019-20
Equipment Traffic Eq Eq Equipment Proposed
Department 09410004 09410005 09410006 09410007 Budget
Public Affairs $ - $ - $ - $ - $ -
Laboratory, Monitoring and Compliance 842,200 - - - 842,200
Design 21,600 - - - 21,600
Collection Facilities O&M 25,000 - - 48,500 73,500
Fleet Services - - - - 1,462,400
Plant No. 1 Maintenance - - - - 191,300
Total Proposed Capital Equipment $ 888,800 $ - $ - $ 48,500 $2,591,000
Section 8— Page 101
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2020-21 & 2021 -22 Budget
Proposed Capital Equipment Budget Detail
Proposed
Capital Equip.
Division Equipment Type Budget
630 - Laboratory, Monitoring, and Compliance
Fourier Transform Infrared Sectroscopy(FTIR) $ 110,000
Triple Quadrupole GC/MS(Gas Chromatography Mass Sectrometry) 308,000
Acoustic Doppler Current Profiler(ADCP) 49,200
Phytoplankton Autosampler 163,400
Ocean Acidification and Hypoxia Sensors(6) 211,600
Total 842,200
760-Design
PLC Test Units 21,600
Total 21,600
820-Collection Facilities O&M
FLIR GF77a-Optical Gas Imaging Camera 48,500
Providence Photonics QL320 25,000
Total 73,500
822 - Fleet Services
Heavy Duty Speciality Truck-Sewer Pull Rig 260,000
Light Duty Trucks (12) 450,000
Medium Duty Trucks(2) 135,000
Sedans&Van (Pass)(6) 210,000
Electric Carts O&M (21) 407,400
Total 1,462,400
870-Plant No. 1 Maintenance
Aaladin Model 2260E Parts Washer 47,300
Pipe and Angle Bender 20,800
Quincy QGS 75 Rotary Air Compressor 123,200
Total 191,300
Total Proposed 2021-22 Capital Equipment Budget $ 2,591,000
Section 8 - Page 102
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Debt Financing Program
CERTIFICATES OF PARTICIPATION District to maintain reliability and accommodate
DEBT FINANCING PROGRAM future growth, as well as meet future regulatory
requirements, level of service goals, and strategic
A Ten-Year Financial Plan is maintained to establish initiatives.
financing parameters regarding the issuance of debt,
the levying of user charges and the funding level for Each project in the master plan was initiated to
required reserves in accordance with the Sanitation address the impact of one or more of the main
District's reserve policy. The Financial Plan is drivers (existing facilities condition, changes in
revised annually to reflect the most current cost and regulations, facilities capacity, redundancy criteria,
revenue figures resulting from capital program Sanitation District initiatives, and health and safety).
revisions and operating changes. Most of the CIP needs for the next 20 years are due
to the condition of existing aging facilities requiring
In December 2017, the 2017 Facilities Master Plan rehabilitation and replacement.
was adopted by the Board of Directors. The Master
Plan identified a phased 20-year program of capital
improvement projects that will allow the Sanitation
Figure 1
Summary of Certificates of Participation/Revenue Obligations and Notes
Series 2010A Series 2010C Series 2011A Series 2012A Series
Issue Name Taxable BABs Taxable BABs Refund Rev Oblig Refund Rev Oblig
Issue Date 05-18-10 11-29-10 10-03-11 03-22-12
Original Par $80,000,000 $157,000,000 $147,595,000 $100,645,000
Outstanding Par $80,000,000 $157,000,000 $75,370,000 $100,645,000
Payment Date February 1 February 1 February&August 1 February 1
Use of Proceeds Current/Future CIP Current/Future CIP Advance Refund Advance Refund
Lien or Tier Open Senior Open Senior Open Senior Open Senior
Interest Rate Mode Fixed Fixed Fixed Fixed
Final Maturity Date 02-01-2040 02-01-2044 02-01-2026 02-01-2031
Series 2012B Series 2014A Series 2015A Series 2016A Series
Issue Name Refund Rev Oblig Refund Rev Oblig Refund Rev Oblig Refund Rev Oblig
Issue Date 08-16-12 08-07-14 02-12-15 03-30-16
Original Par $66,395,000 $85,090,000 $127,510,000 $145,880,000
Outstanding Par $25,560,000 $63,930,000 $127,510,000 $141,465,000
Payment Date February 1 February 1 February 1 February 1
Use of Proceeds Advance Refund Advance Refund Advance Refund Advance Refund
Lien or Tier Open Senior Open Senior Open Senior Open Senior
Interest Rate Mode Fixed Fixed Fixed Fixed
Final Maturity Date 02-01-2026 02-01-2027 02-01-2037 02-01-2039
Series 2017A Series 2018A Series
Issue Name Refund Rev Oblig Refunding CANS
Issue Date 02-01-17 11-29-18
Original Par $66,370,000 $102,200,000
Outstanding Par $66,370,000 $102,200,000
Payment Date February 1 August 15
Use of Proceeds Advance Refund Current Refund
Lien or Tier Open Senior Open Senior
Interest Rate Mode Fixed Fixed
Final Maturity Date 02-01-2030 08-15-2021
Section 9—Page 1
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2020-21 & 2021 -22 Budget
In conjunction with preparation for the 2020-21 Dedicated Funding Source
Budget, Sanitation District staff has developed and In 1992 and 2004 the Board of Directors formalized
reviewed with the Board of Directors a capital the dedication of certain funding sources. To assure
program to deliver the levels of service included in the continuation of favorable credit ratings, revenues
the Sanitation District's 5-year Strategic Plan. were dedicated to debt service in the following order:
Sanitation District staff has also validated the active 1. Ad valorem property taxes
CIP projects currently being executed to ensure that 2. Sanitary sewer service charges
the active project scopes of work and cost estimates 3. Other revenues
were accurate. The validated CIP includes 75 active
and future capital projects, five programs, and This apportionment of the ad valorem tax was
capital equipment purchases, with a 10-year consistent with and pursuant to the Revenue
expenditure of$2.7 billion. Program adopted in April 1979 to comply with
regulations of the Environmental Protection Agency
The Sanitation District embarked upon its Debt and the State Water Resources Control Board and
Financing and Management Program, and in accordance with COP documents and Board
specifically its Variable and Fixed Rate Debt policy.
Program (the "Program"), in 1990 with the issuance
of $100 million in Certificates of Participation Establishment of Debt Policy
("COP"), Capital Improvement Program, 1990 Series In 2001, the Sanitation District developed a written
"A." The Program was established to: debt policy for the following underlying reasons:
• Finance assets with long useful lives with long- • committing to long-term financial planning;
term debt; • promoting credit quality to rating agencies;
• Achieve the lowest possible interest costs and . rationalizing the decision making process;
highest investment returns, commensurate with • enhancing the quality of decisions; and
the appropriate risk; • promoting consistency and continuity.
• Recoup reserve moneys that had previously
been spent. This Board adopted policy serves as the agency's
COPS are repayment obligations based on a lease guide in the management of existing debt and in the
or installment sale agreement. The COP structure issuance of future debt.
was selected over other structures because COPs Debt Coverage Ratios
are not viewed as debt by the State of California, as The only legal debt limits pertaining to the Sanitation
the purchaser does not actually receive a bond, but District are those that are provided within the
rather a share in an installment sale arrangement existing COP indenture agreements requiring
where the Sanitation District serves as the minimum coverage ratios of 1.25. The minimum
purchaser. Accordingly, the Sanitation District is not coverage ratio is the ratio of net annual revenues
subject to the usual State restrictions surrounding available for debt service requirements to total
the issuance of debt. COPs can be issued with fixed annual debt service requirements for all senior lien
or variable interest rates. COP debt. The coverage ratio for senior lien COP
As of July 1, 2020, the total outstanding COP debt is proposed at 4.07 and 4.54 for FY 2020-21
indebtedness is$940.1 million. and FY 2021-22, respectively.
Section 9— Page 2
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Debt Financing Program
Build America Bonds Financings Future Financings
The Sanitation District issued the $80.0 million As a result of having a prudent reserve policy,
Wastewater Revenue Obligation, Series 2010A in experienced management, and prudent planning,
May 2010 and the $157.0 million Wastewater the Sanitation District has been able to secure "AAA"
Revenue Obligations, Series 2010C in November credit ratings from Fitch Ratings and Moody's. The
2010 as "Build America Bonds" (BABs) fixed rate Sanitation District's long-range financing plan is
debt. designed to maintain these high ratings. Over the
next 10 years, the Sanitation District is projecting an
The American Recovery and Reinvestment Act of additional $2.7 billion in future treatment plant and
2009 created a new financing product, BABs, for the collection system capital replacement,
municipal issuer. BABs are issued as higher interest refurbishment, and rehabilitation improvements. In
taxable bonds; however, the U.S. Treasury provides accordance with the Sanitation District's long-term
a 35 percent subsidy on interest payments. The net debt fiscal policy, the Sanitation District will confine
cost, after accounting for the 35 percent subsidy long-term borrowing to capital improvements that
payment, frequently results in lower net costs to the cannot be financed from current revenue. Before
issuer, specifically in the maturity years beyond ten any new debt is issued, the impact of debt service
years. payments on total annual fixed costs will be
On March 1, 2013, the federal government analyzed.
implemented certain automatic spending cuts known The Sanitation District's cash flow forecast does not
as the sequester. As a result of the sequester, require any new money debt issuances over the
federal subsidy payments on BABs have been next ten years as all capital improvements planned
reduced annually from a high of 8.7 percent for the over this time period primarily consist of
federal fiscal year ended September 30, 2013 to a replacement, refurbishment, and rehabilitation of
low of 5.9 percent for the federal fiscal year ended existing projects which are to be funded through
September 30, 2020. existing reserves and current sewer charges.
Aggregate Debt Service Structures
$300mil
$250mil
$200mil
$150mil
$100mil -
$50mi1
$Omit
O .-1 N M ;t U) l0 I11 a0 Ql O r-I N M i!1 lD I� DO Ql O —I N M
N N N N N N N N N N M M M M M M M M M M qT -ZT �
O O O O O O O O O O O O O O O O O O O O O O O O O
N N N N N N N N N N N N N N N N N N N N N N N N N
■Existing Fixed Rate
Section 9— Page 3
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2020-21 & 2021 -22 Budget
Figure 2
Schedule of Future Certificates of Participation Issues and CIP Cash Flows
(in millions)
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
New COP Issues $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0
CIP Outlays $147.6 $240.8 $294.4 $301.1 $257.1 $296.0 $346.7 $322.8 $309.3 $230.2
Section 9—Page 4
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Debt Financing Program
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Section 9— Page 5
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2020-21 & 2021 -22 Budget
Total Certificates of Participation/Revenue Obligations and Notes Debt Service Requirements
Principal and Interest Combined
Fiscal 2010A 2010C 2011A 2012A 2012B 2014A
Year Build America Build America Refunding Refunding Refunding Refunding
Of Bonds Bonds (Partial2000 (Remain (2000-A (Partial
Payments Acq./Const. Acq./Const. &2003) 2003) &2000-B) 2007B)
2020-21 2,897,639 6,523,780 3,348,350 3,735,900 18,535,650 11,046,500
2021-22 2,897,639 6,523,780 17,143,350 75,390,900 1,776,150 11,049,000
2022-23 2,897,639 6,523,780 17,093,600 869,700 1,821,150 11,046,750
2023-24 2,897,639 6,523,780 17,136,200 869,700 1,781,950 11,044,000
2024-25 2,897,639 6,523,780 17,088,450 869,700 1,818,050 11,049,750
2025-26 2,897,639 6,523,780 17,141,250 869,700 1,771,600 11,052,500
2026-27 2,897,639 6,523,780 - 869,700 - 11,051,250
2027-28 2,897,639 6,523,780 - 869,700 - -
2028-29 2,897,639 6,523,780 - 869,700 - -
2029-30 2,897,639 6,523,780 - 869,700 - -
2030-31 2,897,639 12,258,780 - 29,859,700 - -
2031-32 2,897,639 23,382,068 - - - -
2032-33 2,897,639 23,476,472 - - - -
2033-34 12,487,639 13,967,040 - - - -
2034-35 12,696,056 13,897,232 - - - -
2035-36 12,919,416 13,834,528 - - - -
2036-37 13,151,453 13,758,096 - - - -
2037-38 13,399,607 13,667,936 - - - -
2038-39 13,658,823 13,574,048 - - - -
2039-40 13,937,832 13,481,016 - - - -
2040-41 - 22,698,216 - - - -
2041-42 - 13,457,728 - - - -
2042-43 - 10,305,640 - - - -
2043-44 - 2,583,168 - - - -
Totals $ 129,920,132 $ 269,579,770 $ 88,951,200 $ 115,944,100 $ 27,504,550 $ 77,339,750
Section 9- Page 6
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Debt Financing Program
Total Certificates of Participation /Revenue Obligations and Notes Debt Service Requirements
Principal and Interest Combined
Fiscal 2015A 2016A 2017A 2018A Total
Year Refunding Refunding Refunding Refunding Payment
Of (Partial (Partial (Remain Notes Per
Payments 200713) 2009A) 2007A) (201613) Fiscal Year
2020-21 6,375,500 11,391,550 3,873,500 5,110,000 72,838,369
2021-22 6,375,500 11,389,800 3,290,750 104,755,000 240,591,869
2022-23 6,375,500 11,391,550 3,290,750 - 61,310,419
2023-24 6,375,500 11,396,050 3,290,750 - 61,315,569
2024-25 6,375,500 11,392,550 3,290,750 - 61,306,169
2025-26 6,375,500 11,390,800 3,290,750 - 61,313,519
2026-27 6,375,500 11,390,050 18,405,750 - 57,513,669
2027-28 21,615,500 11,394,550 18,365,000 - 61,666,169
2028-29 21,658,500 11,388,300 18,323,500 - 61,661,419
2029-30 20,776,250 11,391,050 19,204,500 - 61,662,919
2030-31 10,228,000 11,411,550 - - 66,655,669
2031-32 3,702,250 11,413,050 - - 41,395,007
2032-33 3,702,250 11,415,550 - - 41,491,911
2033-34 20,882,250 11,408,050 - - 58,744,979
2034-35 20,883,250 11,415,050 - - 58,891,588
2035-36 20,881,250 11,409,800 - - 59,044,994
2036-37 20,879,250 11,411,800 - - 59,200,599
2037-38 - 11,411,000 - - 38,478,543
2038-39 - 11,414,000 - - 38,646,871
203940 - - - - 27,418,848
2040-41 - - - - 22,698,216
204142 - - - - 13,457,728
204243 - - - - 10,305,640
2043-44 - - - - 2,583,168
Totals $ 209,837,250 $ 216,626,100 $ 94,626,000 $ 109,865,000 $ 1,340,193,852
Section 9-Page 7
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2020-21 & 2021 -22 Budget
Certificates of Participation/ Revenue Obligations and Notes Debt Service Requirements
Annual Interest Payments
Fiscal 2010A 2010C 2011A 2012A 2012B 2014A
Year Build America Build America Refunding Refunding Refunding Refunding
Of Bonds Bonds (Partial2000 (Remain (2000-A (Partial
Payments Acq./Const. Acq./Const. &2003) 2003) &2000-B) 2007B)
2020-21 $ 2,897,639 $ 6,523,780 $ 3,348,350 $ 3,735,900 $ 1,145,650 $ 3,196,500
2021-22 2,897,639 6,523,780 3,348,350 3,735,900 276,150 2,804,000
2022-23 2,897,639 6,523,780 2,658,600 869,700 216,150 2,391,750
2023-24 2,897,639 6,523,780 2,081,200 869,700 151,950 1,959,000
2024-25 2,897,639 6,523,780 1,328,450 869,700 103,050 1,504,750
2025-26 2,897,639 6,523,780 816,250 869,700 51,600 1,027,500
2026-27 2,897,639 6,523,780 - 869,700 - 526,250
2027-28 2,897,639 6,523,780 - 869,700 - -
2028-29 2,897,639 6,523,780 - 869,700 - -
2029-30 2,897,639 6,523,780 - 869,700 - -
2030-31 2,897,639 6,523,780 - 869,700 - -
2031-32 2,897,639 6,287,068 - - - -
2032-33 2,897,639 5,581,472 - - - -
2033-34 2,897,639 4,837,040 - - - -
2034-35 2,551,056 4,457,232 - - - -
2035-36 2,184,416 4,064,528 - - - -
2036-37 1,796,453 3,658,096 - - - -
2037-38 1,384,607 3,237,936 - - - -
2038-39 948,823 2,804,048 - - - -
2039-40 487,832 2,356,016 - - - -
2040-41 - 1,893,216 - - - -
2041-42 - 1,027,728 - - - -
2042-43 - 510,640 - - - -
2043-44 - 103,168 - - - -
Totals $ 49,920,132 $ 112,579,770 $ 13,581,200 $ 15,299,100 $ 1,944,550 $ 13,409,750
Section 9— Page 8
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Debt Financing Program
Certificates of Participation/ Revenue Obligations and Notes Debt Service Requirements
Annual Interest Payments
Fiscal 2015A 2016A 2017A 2018A Total
Year Refunding Refunding Refunding Refunding Interest
Of (Partial (Partial (Remain Notes Per
Payments 200713) 2009A) 2007A) (201613) Fiscal Year
2020-21 $ 6,375,500 $ 6,756,550 $ 3,318,500 $ 5,110,000 $ 42,408,369
2021-22 6,375,500 6,524,800 3,290,750 2,555,000 38,331,869
2022-23 6,375,500 6,281,550 3,290,750 - 31,505,419
2023-24 6,375,500 6,026,050 3,290,750 - 30,175,569
2024-25 6,375,500 5,757,550 3,290,750 - 28,651,169
2025-26 6,375,500 5,475,800 3,290,750 - 27,328,519
2026-27 6,375,500 5,180,050 3,290,750 - 25,663,669
2027-28 6,375,500 4,869,550 2,535,000 - 24,071,169
2028-29 5,613,500 4,543,300 1,743,500 - 22,191,419
2029-30 4,811,250 4,201,050 914,500 - 20,217,919
2030-31 4,013,000 3,841,550 - - 18,145,669
2031-32 3,702,250 3,463,050 - - 16,350,007
2032-33 3,702,250 3,065,550 - - 15,246,911
2033-34 3,702,250 2,648,050 - - 14,084,979
2034-35 2,843,250 2,210,050 - - 12,061,588
2035-36 1,941,250 1,749,800 - - 9,939,994
2036-37 994,250 1,266,800 - - 7,715,599
2037-38 - 861,000 - - 5,483,543
2038-39 - 439,000 - - 4,191,871
2039-40 - - - - 2,843,848
2040-41 - - - - 1,893,216
204142 - - - - 1,027,728
2042-43 - - - - 510,640
2043-44 - - - - 103,168
Totals $ 82,327,250 $ 75,161,100 $ 28,256,000 $ 7,665,000 $ 400,143,852
Section 9—Page 9
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2020-21 & 2021 -22 Budget
Certificates of Participation/ Revenue Obligations and Notes Debt Service Requirements
Annual Principal Payments
Fiscal 2010A 2010C 2011A 2012A 2012B 2014A
Year Build America Build America Refunding Refunding Refunding Refunding
Of Bonds Bonds (Partial2000 (Remain (2000-A (Partial
Payments Acq./Const. Acq./Const. &2003) 2003) &2000-B) 2007B)
2020-21 $ - $ - $ - $ - $ 17,390,000 $ 7,850,000
2021-22 - - 13,795,000 71,655,000 1,500,000 8,245,000
2022-23 - - 14,435,000 - 1,605,000 8,655,000
2023-24 - - 15,055,000 - 1,630,000 9,085,000
2024-25 - - 15,760,000 - 1,715,000 9,545,000
2025-26 - - 16,325,000 - 1,720,000 10,025,000
2026-27 - - - - - 10,525,000
2027-28 - - - - - -
2028-29 - - - - - -
2029-30 - - - - - -
2030-31 - 5,735,000 - 28,990,000 - -
2031-32 - 17,095,000 - - - -
2032-33 - 17,895,000 - - - -
2033-34 9,590,000 9,130,000 - - - -
2034-35 10,145,000 9,440,000 - - - -
2035-36 10,735,000 9,770,000 - - - -
2036-37 11,355,000 10,100,000 - - - -
2037-38 12,015,000 10,430,000 - - - -
2038-39 12,710,000 10,770,000 - - - -
2039-40 13,450,000 11,125,000 - - - -
2040-41 - 20,805,000 - - - -
2041-42 - 12,430,000 - - - -
2042-43 - 9,795,000 - - - -
2043-44 - 2,480,000 - - - -
Totals $ 80,000,000 $ 157,000,000 $ 75,370,000 $ 100,645,000 $ 25,560,000 $ 63,930,000
Section 9-Page 10
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Debt Financing Program
Certificates of Participation/ Revenue Obligations and Notes Debt Service Requirements
Annual Principal Payments
Fiscal 2015A 2016A 2017A 2018A Total
Year Refunding Refunding Refunding Refunding Principal
Of (Partial (Partial (Remain Notes Per
Payments 200713) 2009A) 2007A) (201613) Fiscal Year
2020-21 $ - $ 4,635,000 $ 555,000 $ - $ 30,430,000
2021-22 - 4,865,000 - 102,200,000 202,260,000
2022-23 - 5,110,000 - - 29,805,000
2023-24 - 5,370,000 - - 31,140,000
2024-25 - 5,635,000 - - 32,655,000
2025-26 - 5,915,000 - - 33,985,000
2026-27 - 6,210,000 15,115,000 - 31,850,000
2027-28 15,240,000 6,525,000 15,830,000 - 37,595,000
2028-29 16,045,000 6,845,000 16,580,000 - 39,470,000
2029-30 15,965,000 7,190,000 18,290,000 - 41,445,000
2030-31 6,215,000 7,570,000 - - 48,510,000
2031-32 - 7,950,000 - - 25,045,000
2032-33 - 8,350,000 - - 26,245,000
2033-34 17,180,000 8,760,000 - - 44,660,000
2034-35 18,040,000 9,205,000 - - 46,830,000
2035-36 18,940,000 9,660,000 - - 49,105,000
2036-37 19,885,000 10,145,000 - - 51,485,000
2037-38 - 10,550,000 - - 32,995,000
2038-39 - 10,975,000 - - 34,455,000
203940 - - - - 24,575,000
2040-41 - - - - 20,805,000
2041-42 - - - - 12,430,000
2042-43 - - - - 9,795,000
2043-44 - - - - 2,480,000
Totals $ 127,510,000 $ 141,465,000 $ 66,370,000 $ 102,200,000 $ 940,050,000
Section 9- Page 11
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2020-21 & 2021 -22 Budget
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Section 9— Page 12
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Staffing Allocation
Staffing by Department
Total 639 FTE
General
Manager's Office
Operations & 18 FTE
Maintenance Human Resources
284 FTE 26 FTE
Administrative
Sevices
101 FTE
_ Environmental
Engineering Services
117 FTE 93 FTE
Staffing by Category
Supervisory
10.5%
Technical Services
4.5%
Professional / Administrative
8.1/o
36.5%
Division Management
2.2%
Engineering
3.6%
Executive Management
1.1%
Part Time
0.2%
Operations&
Maintenance
33.3%
Section 10- Page 1
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2020-21 & 2021 -22 Budget
Historical Staffing By Department
300
250
200
W
u- 150
100
50
0
2017-18 2018-19 2019-20 2020-21 2021-22
Fiscal Year
■General Manager's Office Human Resources Administrative Services
Environmental Services Engineering m Operations & Maintenance
Total Historical Staffing
650
640.00 639.00 639.00
640
635.00 636.00
w
630
620
610
2017-18 2018-19 2019-20 2020-21 2021-22
Fiscal Year
Section 10— Page 2
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Staffing Allocation
Authorized Authorized Authorized Proposed Proposed
Department and Division Name FTEs FTEs FTEs FTEs FTEs
2017-18 2018-19 2019-20 2020-21 2021-22
General Manager's Office
General Management Administration 5.00 4.00 4.00 5.00 5.00
Board Services 5.00 5.00 5.00 7.00 7.00
Public Affairs 5.00 5.00 6.00 6.00 6.00
Department Subtotal* 15.00 14.00 15.00 18.00 18.00
Human Resources Department
Human Resources Administration 16.00 16.00 16.00 16.00 16.00
Risk Management/Safety/Security 11.00 11.00 11.00 10.00 10.00
Department Subtotal 27.00 27.00 27.00 26.00 26.00
Administrative Services Department
Administrative Services Administration 3.00 3.00 3.00 1.00 1.00
Financial Management 19.00 19.00 19.00 24.00 24.00
Contracts, Purchasing and Materials Management 32.00 32.00 32.00 31.00 31.00
Information Technology 45.00 46.00 47.00 45.00 45.00
Department Subtotal 99.00 100.00 101.00 101.00 101.00
Envrionmental Services Department
Environmental Services Administration 2.00 2.00 2.00 2.00 2.00
Resource Protection 37.00 37.00 37.00 37.00 37.00
Laboratory, Monitoring and Compliance 52.00 52.00 53.00 54.00 54.00
Department Subtotal 91.00 91.00 92.00 93.00 93.00
Engineering Department
Engineering Administration 2.00 2.00 3.00 5.00 5.00
Planning 15.00 14.00 18.00 15.00 15.00
Project Management 17.00 16.00 17.00 21.00 21.00
Design 53.00 54.00 52.00 36.00 36.00
Construction Management 29.00 30.00 31.00 40.00 40.00
Environmental Compliance - - - - -
Department Subtotal 116.00 116.00 121.00 117.00 117.00
Operations and Maintenance Department
Operations and Maintenance Administration 3.00 3.00 2.00 3.00 3.00
Collection Facilities Operations and Maintenance 26.00 26.00 26.00 29.00 29.00
Fleet Services 8.00 8.00 8.00 8.00 8.00
Plant No. 1 Operations 61.00 62.00 62.00 54.00 54.00
Plant No.2 Operations 51.00 50.00 50.00 52.00 52.00
Plant No. 1 Maintenance 62.00 61.00 86.00 85.00 85.00
Maintenance Reliability and Planning 28.00 28.00 - - -
Plant No.2 Maintenance 48.00 50.00 50.00 53.00 53.00
Environmental Laboratory and Ocean Monitoring - - - - -
Department Subtotal 287.00 288.00 284.00 284.00 284.00
Grand Total -All Departments* 635.00 636.00 640.00 639.00 639.00
Section 10- Page 3
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2020-21 & 2021 -22 Budget
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division & Position 2017-18 2018-19 2019-20 2020-21 2021-22
General Manager's Office
110 General Management Administration
General Manager 1.00 1.00 1.00 1.00 1.00
Assistant General Manager 1.00 1.00 1.00 2.00 2.00
Public Affairs Manager - - - - -
Principal Staff Analyst 1.00 1.00 1.00 -
Records Management Specialist 1.00 - - - -
Administration Manager - - - 1.00 1.00
Secretary to the General Manager 1.00 1.00 1.00 1.00 1.00
Total General Management Administration" 5.00 4.00 4.00 5.00 5.00
120 Board Services
Clerk of the Board 1.00 1.00 1.00 1.00 1.00
Records Management Specialist - - - 1.00 1.00
Deputy Clerk of the Board 1.00 1.00 1.00 - -
Assistant Clerk of the Board - - - 1.00 1.00
Data Management Technician I - - - 1.00 1.00
Program Assistant 2.00 2.00 2.00 2.00 2.00
Office Assistant 1.00 1.00 1.00 1.00 1.00
Total Board Services 5.00 5.00 5.00 7.00 7.00
140 Public Affairs
Administrative Manager - - 1.00 - -
Public Affairs Supervisor 1.00 1.00 - - -
Principal Public Affairs Specialist - - 1.00 1.00 1.00
Senior Public Affairs Specialist 1.00 1.00 1.00 1.00 1.00
Public Affairs Specialist 1.00 1.00 1.00 2.00 2.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Graphics Designer - 1.00 1.00 1.00 1.00
Graphics Coordinator 1.00 - - - -
Total Public Affairs 5.00 5.00 6.00 6.00 6.00
Total General Manager's Office 15.00 14.00 15.00 18.00 18.00
Human Resources Department
160 Human Resources Administration
Director of Human Resources 1.00 1.00 1.00 1.00 1.00
HR and Risk Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Manager - - - - -
Human Resources Supervisor - 2.00 2.00 2.00 2.00
Principal Human Resources Analyst 2.00 2.00 2.00 2.00 2.00
Senior Human Resources Analyst 5.00 4.00 4.00 4.00 4.00
Human Resources Analyst 4.00 4.00 4.00 4.00 4.00
Human Resources Assistant 1.00 2.00 2.00 2.00 2.00
Program Assistant 2.00 - - - -
Total Human Resources Administration 16.00 16.00 16.00 16.00 16.00
161 Risk Management/Safety/Security
Safety& Health Supervisor 1.00 1.00 1.00 1.00 1.00
Principal Financial Analyst 1.00 1.00 1.00 - -
Safety& Health Specialist 1.00 1.00 2.00 2.00 2.00
Security& Emergency Planning Specialist 1.00 1.00 1.00 1.00 1.00
Occupational Health Nurse 1.00 1.00 1.00 - -
Senior Safety& Health Representative 2.00 2.00 1.00 2.00 2.00
Senior Construction Inspector - - 1.00 1.00
Safety& Health Representative 3.00 3.00 3.00 2.00 2.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Total Risk Management/Safety/Security 11.00 11.00 11.00 10.00 10.00
Total Human Resources Department 27.00 27.00 27.00 26.00 26.00
Section 10- Page 4
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Historical Staffing Detail
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division &Position 2017-18 2018-19 2019-20 2020-21 2021-22
Administrative Services Department
210 Administrative Services Administration
Director of Finance&Administrative Services/Trez 1.00 1.00 1.00 - -
Assistant General Manager - -
Principal Financial Analyst 1.00 - - - -
Principal Staff Analyst - 1.00 1.00 - -
Administrative Assistant 1.00 1.00
Executive Assistant 1.00 1.00 1.00 - -
Total Administrative Services Administration 3.00 3.00 3.00 1.00 1.00
220 Financial Management
Controller 1.00 1.00 1.00 1.00 1.00
Accounting Supervisor 3.00 3.00 3.00 3.00 3.00
Principal Accountant 2.00 2.00 2.00 2.00 2.00
Principal Project Controls Analyst 1.00 1.00
Principal Staff Analyst 4.00 4.00
Senior Accountant 2.00 2.00 2.00 2.00 2.00
Senior Staff Analyst 1.00 1.00 1.00 1.00 1.00
Accountant 2.00 2.00 2.00 2.00 2.00
Staff Analyst 1.00 - - - -
Payroll Technician 2.00 2.00 2.00 2.00 2.00
Accounting Assistant II 5.00 6.00 6.00 6.00 6.00
Total Financial Management 19.00 19.00 19.00 24.00 24.00
230 Contracts, Purchasing and Materials Management
Contracts&Purchasing Manager 1.00 1.00 1.00 1.00 1.00
Contracts Supervisor 1.00 1.00 1.00 1.00 1.00
Principal Contracts Administrator 2.00 2.00 2.00 2.00 2.00
Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00
Materials Control Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Contracts Administrator 3.00 3.00 3.00 3.00 3.00
Principal Buyer 1.00 - 1.00 1.00 1.00
Contracts Administrator 3.00 3.00 3.00 3.00 3.00
Senior Buyer 1.00 3.00 2.00 2.00 2.00
Buyer 3.00 2.00 2.00 2.00 2.00
Contracts/Purchasing Assistant 5.00 5.00 5.00 4.00 4.00
Senior Staff Analyst 1.00 1.00
Lead Storekeeper 2.00 2.00 2.00 2.00 2.00
Senior Storekeeper 3.00 3.00 3.00 3.00 3.00
Storekeeper 5.00 5.00 5.00 4.00 4.00
Total Contracts, Purchasing and Materials Mana 32.00 32.00 32.00 31.00 31.00
250 Information Technology
Information Technology Systems and Operations M 1.00 1.00 1.00 1.00 1.00
Information Technology Supervisor 3.00 3.00 3.00 3.00 3.00
Principal Information Technology Analyst 6.00 7.00 7.00 7.00 7.00
Senior Information Technology Analyst 10.00 10.00 10.00 10.00 10.00
Information Technology Analyst III 6.00 6.00 7.00 8.00 8.00
Records Management Specialist - 1.00 1.00 - -
Data Management Technician II 7.00 7.00 7.00 6.00 6.00
Information Technology Analyst II 3.00 3.00 3.00 3.00 3.00
Data Management Technician 1 4.00 4.00 4.00 3.00 3.00
Staff Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Information Technology Technician II 1.00 1.00 1.00 2.00 2.00
Information Technology Technician 1 1.00 1.00 1.00 - -
Program Assistant 1.00 - - - -
Total Information Technology 45.00 46.00 47.00 45.00 45.00
Total Administrative Services Department 99.00 100.00 101.00 101.00 101.00
Section 10- Page 5
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2020-21 & 2021 -22 Budget
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division &Position 2017-18 2018-19 2019-20 2020-21 2021-22
Envrionmental Services Department
610 Environmental Services Administration
Director of Environmental Services 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Total Environmental Services Administration 2.00 2.00 2.00 2.00 2.00
620 Resource Protection
Engineering Manager 1.00 1.00 1.00 1.00 1.00
Environmental Compl &Reg Affairs Manager - - - - -
Engineering Supervisor 2.00 2.00 2.00 2.00 2.00
Environmental Supervisor - - - - -
Senior Engineer 1.00 2.00 2.00 2.00 2.00
Senior Regulatory Specialist - - - - -
Engineer 5.00 4.00 4.00 5.00 5.00
Source Control Supervisor 1.00 1.00 1.00 1.00 1.00
Regulatory Specialist - - - - -
Associate Engineer 3.00 3.00 3.00 2.00 2.00
Principal Environmental Specialist 3.00 3.00 3.00 3.00 3.00
Lead Source Control Inspector 1.00 1.00 1.00 1.00 1.00
Senior Environmental Specialist 1.00 1.00 1.00 1.00 1.00
Source Control Inspector II 7.00 7.00 7.00 6.00 6.00
Source Control Inspector 1 2.00 2.00 2.00 3.00 3.00
Administrative Assistant 2.00 2.00 2.00 2.00 2.00
Environmental Technician 3.00 3.00 3.00 3.00 3.00
Program Assistant 4.00 4.00 4.00 4.00 4.00
Office Assistant 1.00 1 1.00 1.00 1.00 1.00
Total Resource Protection 37.00 37.00 37.00 37.00 37.00
630 Laboratory, Monitoring and Compliance
Environmental Lab&Ocean Monitoring Manager 1.00 1.00 1.00 1.00 1.00
Environmental Supervisor 4.00 4.00 4.00 4.00 4.00
Laboratory Supervisor - - - - -
Senior Regulatory Specialist 1.00 1.00 2.00 2.00 2.00
Senior Scientist 3.00 3.00 3.00 3.00 3.00
Regulatory Specialist 2.00 3.00 3.00 3.00 3.00
Scientist 1.00 1.00 1.00 2.00 2.00
Associate Engineer 1.00 1.00 1.00 - -
Principal Environmental Specialist 8.50 8.00 8.00 9.00 9.00
Principal Laboratory Analyst - - - - -
Senior Environmental Specialist 18.50 18.00 18.00 18.00 18.00
Boat Captain 1.00 1.00 1.00 1.00 1.00
Senior Laboratory Analyst - - - - -
Environmental Specialist 7.00 7.00 7.00 7.00 7.00
Laboratory Analyst - - - - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Technician 3.00 3.00 3.00 3.00 3.00
Laboratory Assistant - - - - -
Total Laboratory, Monitoring and Compliance 52.00 52.00 53.00 54.00 54.00
Total Environmental Services Department 91.00 91.00 92.00 93.00 93.00
Section 10- Page 6
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Historical Staffing Detail
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division &Position 2017-18 2018-19 2019-20 2020-21 2021-22
Engineering Department
710 Engineering Administration
Administrative Assistant - - - 1.00 1.00
Assistant General Manager - 1.00 1.00 - -
Director of Engineering 1.00 - 1.00 1.00 1.00
Principal Staff Analyst 1.00 1.00
Senior Staff Analyst 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Total Engineering Administration 2.00 2.00 3.00 5.00 5.00
740 Planning
Engineering Manager 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor 2.00 2.00 2.00 2.00 2.00
Senior Engineer 3.00 3.00 3.00 2.00 2.00
Engineer 3.00 3.00 6.00 7.00 7.00
Principal Financial Analyst 1.00 - - - -
Principal Staff Analyst 1.00 2.00 2.00 1.00 1.00
Associate Engineer 2.00 1.00 2.00 1.00 1.00
Engineering Associate 1.00 1.00 1.00 1.00 1.00
Senior Staff Analyst - - - - -
Administrative Assistant 1.00 1.00 1.00 - -
Total Planning 15.00 14.00 18.00 15.00 15.00
750 Project Management
Engineering Manager 1.00 1.00 1.00 1.00 1.00
CIP Project Manager - - - 1.00 1.00
Engineering Supervisor - 1.00 1.00 2.00 2.00
Capital Improvement Program Project Manager 9.00 9.00 9.00 - 9.00
Senior Engineer 1.00 1.00 2.00 11.00 2.00
Principal Project Controls Analyst 1.00 1.00 1.00 - -
Engineer - - - 3.00 3.00
Engineering Associate 1.00 1.00
Principal Staff Analyst 2.00 2.00 2.00 - -
Cost Estimator - - - - -
Planner/Scheduler - - - - -
Assoicate Engineer - - - 1.00 1.00
Engineering Assistant II 1.00 - - - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Office Assistant 1.00 - - - -
Total Project Management Office 17.00 16.00 17.00 21.00 21.00
760 Design
Engineering Manager 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor 5.00 4.00 4.00 4.00 4.00
Senior Engineer 7.00 7.00 7.00 12.00 12.00
Construction Inspection Supervisor 2.00 2.00 2.00 - -
Engineer 13.00 13.00 13.00 8.00 8.00
Senior Cost Estimator - 1.00 1.00 - -
Senior Planner/Scheduler - 1.00 1.00 - -
Associate Engineer 3.00 4.00 4.00 2.00 2.00
Cost Estimator 1.00 - - - -
Planner/Scheduler 1.00 - - - -
Senior Construction Inspector 5.00 5.00 5.00 - -
Assistant Engineer 1.00 - - - -
Engineering Associate 1.00 1.00 1.00 - -
Senior Staff Analyst 2.00 2.00 1.00 - -
Construction Inspector 5.00 6.00 6.00 - -
Engineering Assistant II 3.00 4.00 4.00 - -
Section 10- Page 7
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2020-21 & 2021 -22 Budget
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
2017-18 2018-19 2019-20 2020-21 2021-22
Information Tech Analyst II - - - 1.00 1.00
Information Tech Analyst III - - - 1.00 1.00
Administrative Assistant 2.00 2.00 2.00 1.00 1.00
Principal Info Tech Analyst 3.00 3.00
Senior Info Tech Analyst 3.00 3.00
Engineering Assistant 1 1.00 1.00 - - -
Total Civil and Mechanical Engineering 53.00 54.00 52.00 36.00 36.00
770 Construction Management
Engineering Manager 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor 2.00 2.00 2.00 2.00 2.00
Senior Construction Insp Supv 1.00 1.00 1.00 - -
Senior Engineer 6.00 6.00 7.00 2.00 2.00
Principal Info Tech Analyst 4.00 4.00 4.00 - -
Engineer 4.00 4.00 4.00 5.00 5.00
Senior Info Tech Analyst 3.00 3.00 3.00 - -
Information Tech Analyst III 1.00 1.00 1.00 - -
Senior Construction Inspector 2.00 3.00 3.00 7.00 7.00
Information Tech Analyst 11 1.00 1.00 1.00 - -
Construction Insp Supervisor 3.00 3.00
Construction Inspector 4.00 3.00 3.00 9.00 9.00
Engineering Assistant 11 4.00 4.00
Senior Cost Estimator 1.00 1.00
Senior Planner/Scheduler 1.00 1.00
Planner/Scheduler 1.00 1.00
Associate Engineer 2.00 2.00
Administrative Assistant - 1.00 1.00 2.00 2.00
Total Electrical and Control Systems Engineering 29.00 30.00 31.00 40.00 40.00
Total Engineering Department 116.00 116.00 121.00 117.00 117.00
Operations and Maintenance Department
810 Operations and Maintenance Administration
Director of Operations& Maintenance 1.00 1.00 - 1.00 1.00
Senior Staff Analyst 1.00 1.00 1.00 1.00 1.00
Staff Analyst 1.00 1.00 1.00 1.00 1.00
Total Operations and Maintenance Administratio 3.00 3.00 2.00 3.00 3.00
820 Collection Facilities Operations and Maintenance
Engineering Manager 1.00 1.00 1.00 - -
Maintenance Manager 1.00 1.00
Maintenance Supervisor 2.00 2.00 2.00 1.00 1.00
Lead Mechanic 5.00 5.00 5.00 5.00 5.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Senior Mechanic 8.00 8.00 8.00 7.00 7.00
Mechanic 8.00 8.00 8.00 8.00 8.00
Sr Environmental Specialist 1.00 1.00
Senior Engineer 1.00 1.00
Pr Environmental Specialist 1.00 1.00
Maintenance Supervisor 1.00 1.00
Environmental Technician 1.00 1.00
Office Assistant 1.00 1.00 1.00 1.00 1.00
Total Collection Facilities Operations and Mainte 26.00 26.00 26.00 29.00 29.00
822 Fleet Services
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Lead Mechanic 1.00 1.00 1.00 1.00 1.00
Automotive/Heavy Equipment Technician 3.00 3.00 3.00 4.00 4.00
Mobile Crane Operator 2.00 2.00 2.00 2.00 2.00
Automotive/Heavy Equipment Assistant 1.00 1.00 1.00 - I -
Total Fleet Services 8.00 8.00 8.00 8.00 8.00
Section 10- Page 8
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Historical Staffing Detail
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division & Position 2017-18 2018-19 2019-20 2020-21 2021-22
830 Plant No. 1 Operations
Operations Manager 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor 1.00 1.00 1.00 - -
Chief Plant Operator 1.00 1.00 1.00 1.00 1.00
Senior Engineer 1.00 1.00 1.00 - -
Principal Information Technology Analyst - - - - -
Engineer 2.00 1.00 1.00 1.00 1.00
Operations Supervisor 6.00 7.00 7.00 7.00 7.00
Principal Staff Analyst - 1.00 1.00 1.00 1.00
Control Center Operator - - - 2.00 2.00
Senior Engineer - - - 1.00 1.00
Scientist 1.00 1.00 1.00 - -
Associate Engineer 2.00 2.00 2.00 2.00 2.00
Principal Environmental Specialist 1.00 1.00 1.00 - -
Information Technology Analyst III - - - - -
Assistant Engineer 1.00 1.00 1.00 - -
Senior Environmental Specialist 1.00 1.00 1.00 - -
Information Technology Analyst II - - - - -
Lead Plant Operator 4.00 4.00 4.00 4.00 4.00
Lead Power Plant Operator 1.00 1.00 1.00 1.00 1.00
Power Plant Operator II 4.00 4.00 4.00 4.00 4.00
Senior Plant Operator 15.00 14.00 14.00 15.00 15.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Plant Operator 15.00 16.00 16.00 13.00 13.00
Environmental Technician 1.00 1.00 1.00 - -
Control Center Technician 2.00 2.00 2.00 - -
Total Plant No. 1 Operations 61.00 62.00 62.00 54.00 54.00
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 7.00 7.00
Lead Plant Operator 4.00 4.00 4.00 4.00 4.00
Lead Power Plant Operator 1.00 1.00 1.00 1.00 1.00
Power Plant Operator II 4.00 4.00 4.00 4.00 4.00
Senior Plant Operator 14.00 14.00 14.00 13.00 13.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Plant Operator 19.00 18.00 18.00 21.00 21.00
Program Assistant - - - - -
Total Plant No. 2 Operations 51.00 50.00 50.00 52.00 52.00
Section 10- Page 9
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2020-21 & 2021 -22 Budget
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division &Position 2017-18 2018-19 2019-20 2020-21 2021-22
870 Plant No. 1 Maintenance
Engineering Manager - - 1.00 - -
Maintenance Manager 1.00 1.00 1.00 1.00 1.00
Engineering Supervisor - - 1.00 - -
Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00
Senior Engineer - - 1.00 - -
Engineer - - 1.00 1.00 1.00
Maintenance Supervisor 6.00 6.00 7.00 8.00 8.00
Associate Engineer - - 1.00 1.00 1.00
Maintenance Specialist - - 11.00 14.00 14.00
Lead Electrical Technician 3.00 3.00 3.00 3.00 3.00
Lead Heavy Equip Mechanic 1.00 1.00 1.00 - -
Lead Instrumentation Technician 1.00 1.00 1.00
Maintenance Planner/Scheduler - - - - -
Reliability Maintenance Technician - - 5.00 5.00 5.00
Electrical Technician II 8.00 8.00 8.00 8.00 8.00
Instrumentation Technician II 6.00 6.00 7.00 9.00 9.00
Lead Mechanic 2.00 2.00 2.00 2.00 2.00
Machinist 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Senior Mechanic 18.00 17.00 18.00 18.00 18.00
Senior Heavy Equip Mechanic 2.00 - -
Welder/Fabricator 3.00 3.00 3.00 3.00 3.00
Lead Facilities Worker 1.00 1.00 1.00 1.00 1.00
Electrical Technician 1 1.00 1.00 2.00 2.00 2.00
Instrumentation Technician 1 3.00 3.00 2.00 1.00 1.00
Facilities Worker/Builder 2.00 2.00 2.00 2.00 2.00
Facilities Worker/Painter 1.00 1.00 1.00 1.00 1.00
Mechanic 1.00 1.00 1.00 1.00 1.00
Maintenance Worker 2.00 2.00 - - -
Total Plant No. 1 Maintenance 62.00 61.00 86.00 85.00 85.00
875 Maintenance Reliability and Planning
Engineering Manager 1.00 1.00 - -
Engineering Supervisor 1.00 1.00 - -
Senior Engineer 3.00 3.00 - -
Engineer 4.00 4.00 - -
Maintenance Supervisor 1.00 1.00 - -
Associate Engineer 2.00 2.00 - -
Maintenance Specialist 11.00 11.00 - -
Reliability Maintenance Technician 5.00 5.00 - -
Total Maintenance Reliability and Planning 28.00 28.00 - - -
Section 10- Page 10
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Historical Staffing Detail
Authorized Authorized Authorized Proposed Proposed
FTEs FTEs FTEs FTEs FTEs
Division & Position 2017-18 2018-19 2019-20 2020-21 2021-22
880 Plant No.2 Maintenance
Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00
Maintenance Supervisor 5.00 5.00 5.00 6.00 6.00
Lead Electrical Technician 2.00 2.00 2.00 2.00 2.00
Lead Instrumentation Technician 2.00 2.00 2.00 2.00 2.00
Electrical Technician II 7.00 7.00 7.00 7.00 7.00
Instrumentation Technician II 8.00 8.00 7.00 6.00 5.00
Lead Mechanic 2.00 2.00 2.00 3.00 3.00
Administrative Assistant - 1.00 1.00 1.00 1.00
Senior Mechanic 14.00 15.00 14.00 16.00 15.00
Lead Facilities Worker 1.00 1.00 1.00 1.00 1.00
Electrical Technician 1 1.00 1.00 2.00 2.00 3.00
Instrumentation Technician I - - 1.00 2.00 3.00
Facilities Worker/Builder 1.00 1.00 1.00 1.00 1.00
Facilities Worker/Painter 1.00 1.00 1.00 1.00 1.00
Mechanic 1.00 1.00 1.00 1.00 1.00
Maintenance Worker 2.00 2.00 2.00 1.00 1.00
Total Plant No. 2 Maintenance 48.00 50.00 50.00 53.00 53.00
Total Operations and Maintenance Department 287.00 288.00 284.00 284.00 284.00
Grand Total,All Departments* 635.00 636.00 640.00 639.00 639.00
Section 10 - Page 11
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2020-21 & 2021 -22 Budget
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Section 10- Page 12
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Appropriations Limit
a successful override vote.
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 or having to reduce the limit in future years.
Gann Limit, was adopted by California voters in
1980.The Gann Limit placed limits on the amount of Each agency also conducts a review of
proceeds of taxes that state and local governmental its Appropriations Limit during its annual
agencies can receive and appropriate (authorize to financial audit.
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 the following year, along with a recorded vote
amount of tax proceeds that were authorized to be regarding which of the annual adjustment factors
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 in factors used for 2020-21 are the weighted average
June 1990. This legislation made changes to the change in city population and the change in state
manner in which the Appropriations Limit is to be per capita personal income.
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 for 2020-21. The increase in the limit is based
Instead of using the lesser of California per upon population changes ranging from negative
capita income, or U.S. CPI, each agency 0.77 percent to positive 0.20 percent for major
may choose either the growth in the cities within the Sanitation District as provided by
California per capita income, or the growth the State Department of Finance and a per capita
in assessed valuation due to new non- personal income change of 3.73 percent as
residential construction within OCSD. For provided by the State Department of Finance.
population, instead of using only the
population growth of an agency, each Annual Appropriation Limits:
agency may choose to use the population 2018-19 $110,229,598
growth within its county. These are both
annual elections. 2019-20 $114,427,648
2020-21 $118,695,799
The revised annual adjustment factors will As a result of the July 1998 consolidation of the
be applied to the 1986-87 limit for most Sanitation District, a single limit is presented in
agencies and each year in between in contrast to individual limits shown in years prior to
order to calculate the 1990-91 limit. The 1998. Population changes for representative cities
actual limits for the intervening years, have continued to be used in order to ensure
however, are not affected. consistency and to eliminate significant population
Expenditures for"qualified capital outlay", growth in parts of the County outside of the
which are capital assets with a value of Sanitation District's service area. This method
more than $100,000 and an expected life results in a lower limit than using the County-wide
of 10 years or more, are excluded from the change.
limit.
An agency which exceeds the limit in any
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
Section 10-Page 13
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2020-21 & 2021 -22 Budget
Budget Glossary Biosolids:
Treated sewage sludge that meets the USEPA
Accounting System: pollutant and pathogen requirements for land
The set of records and procedures which are used to application as an agricultural soil conditioner or
record, classify, and report information on the surface disposal.
financial status and operations of an entity.
BLAST:
Accrual Basis Accounting: A District program that stands for Building Leaders,
Under this accounting method, transactions are Abilities and Skills for Tomorrow. The BLAST
recognized when they occur, regardless of the timing program is an employee designed leadership
of related cash receipts and disbursements. development program that aims to provide training
and opportunities for staff at levels of the organization
Administrative and Clerical: to develop themselves as leaders
An employee group that provides administrative and
clerical support. Budget Document:
The official financial spending and resource plan
Ad Valorem Taxes: submitted by the General Manager, adopted by the
OCSD's allocated share of the property taxes Board of Directors, and made available to the public
assessed by the County representing a 2% annual and other interested parties.
increase in assessed values of property taxes.
Budget Message:
Annual Budget: A written explanation by the General Manager of the
A budget applicable to a single fiscal year. proposed budget. The budget message explains
principal budget and policy issues and presents an
Appropriation Ordinance: overview of the General Manager's budget
The official legal document approved by OCSD's recommendations.
Board of Directors authorizing officials to obligate and
expend resources. Budget Calendar.
The schedule of key dates which OCSD follows in
Appropriation: preparing and adopting the budget.
An authorization made by OCSD's Board of
Directors which permits officials to incur obligations Capital Facilities Capacity Charge:
against and to make expenditures of governmental A one-time, nondiscriminatory charge imposed at the
resources. Operating appropriations are typically time a building or structure is newly connected to
granted for a one-year period. OCSD's system, directly or indirectly, or an existing
structure or category of use is expanded or increased.
AQMD: This charge is to pay for OCSD facilities in existence
Air Quality Management District. See also SCAQMD. at the time the charge is imposed, or to pay for new
facilities to be constructed in the future, that are of
Assessed Valuation: benefit to the property being charged. This charge
The estimated value of real and personal property does not apply to temporary facilities.
used by the Orange County Assessor as the basis for
levying property taxes. Capital Improvement Program:
A plan over a period of five years setting forth each
Balanced Budget: capital project, the amount to be expended in each
A budget in which the sum of estimated net revenues year, and the method of financing capital
and appropriated fund balances is equal to expenditures.
appropriations.
Capital Outlay:
Biennial Budget: Cash outlays which result in the acquisition of or
A budget applicable to two individual fiscal years. additions to capital assets. Examples include land,
buildings, machinery, equipment, and other
improvements.
Section 10—Page 14
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Budget Glossary
Capital Assets: Decision Package:
Assets of significant value which have a useful life of A standardized format whereby departments may
several years. Examples are land, buildings, other request budgetary consideration for new programs,
improvements, machinery, and equipment. positions, capital equipment, and position
reclassification.
Cash Basis Accounting:
A basis of accounting under which transactions are Deficit:
recognized only when cash is received or disbursed. The excess of an entity's liabilities over its assets.
CCTV: Engineers:
Closed-circuit television(CCTV),also known as video A professional engineers/employee group.
surveillance, is technology often used by the OCSD
to inspect and document the condition of Enterprise Fund:
underground sewer lines. In governmental accounting, a fund that provides
goods or services to the public for a fee that makes
CEQA: the entity self-supporting.
California Environmental Quality Act, is a statute that
requires state and local agencies to identify the Executive Manager:
significant environmental impacts of their actions and The group of employees which head each
to avoid or mitigate those impacts, if feasible. department.
Certificates of Participation (COPS): Expenditures/Expenses:Where accounts are kept on the accrual basis of
A type of debt financing in which certificates are accounting, expenses are recognized when goods
issued which represent an investor's participation in are received or services rendered. Where accounts
the stream of lease payments paid by the issuer. are kept on a cash basis, expenditures are
COPs are secured by the lease payments. Voter approval is not required prior to issuance. recognized only when the cash payments are made.
Comprehensive Annual Financial Report(CAFR): FEMA:
The official financial report of a government. It Federal Emergency Management Agency. This
includes an audit opinion as well as basic financial agency provides federal grant monies for disaster
statements and supporting schedules necessary to relief.
demonstrate compliance with legal and contractual Fiscal Year:
requirements of OCSD. A 12-month period to which the annual operating
budget applies and at the end of which a government
Contingency: determines its financial position and results of its
A budgetary reserve set aside for emergencies or operations. OCSD's fiscal year runs from July 1 -
unforeseen expenditures not otherwise budgeted. June 30.
Contingent Liabilities: Five-Year Financial Forecast:
Items which may become liabilities of OCSD but are Estimates of future revenues and expenditures to
undetermined at a given date, such as pending law help predict the future financial condition of the
suits, unsettled disputed claims, unfilled purchase community.
orders, and uncompleted contracts.
Contractual Services: FLSA:
Personal services provided to OCSD from the The Fair Labor Standards Act sets minimum wage,
private sector or other public agencies. overtime pay, equal pay, and Child Labor Standards
to private and public sector employees. Enforcement
CRWQCB: of the FLSA is assigned to the Department of Labor
California Regional Water Quality Control Board. (DOL), Wage and Hour Division.
Debt Service:
Payment of interest and repayment of principal to
holders of the OCSD's debt instruments.
Section 10— Page 15
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2020-21 & 2021 -22 Budget
Fats, Oils, & Grease(FOG) Control Program: practices identified as contributing to improved
Educational and regulatory efforts designed to government management by the Government
achieve reductions in the quantity of fats, oils and Finance Officers Association of the United States and
grease that is found in the wastewater that is Canada.
discharged into the District's sewerage system.
GFOA's Distinguished Budget Presentation
Full-Time Equivalents(FTE): Award Program:
The amount of time a regular, full-time employee The only national awards program in governmental
normally works in a year. For example, a full-time budgeting. It represents a significant
employee (1 FTE) is budgeted to work 2,080 hours accomplishment in meeting the highest principles of
per year, while a .5 FTE is budgeted to work 1,040 governmental budgeting and satisfying nationally
hours per year. recognized guidelines for effective budget
presentation.
Fund:
An independent fiscal and accounting entity with a Groundwater Replenishment System (GWRS):
self-balancing set of accounts recording cash and/or A joint project by the Orange County Water District
other resources together with all related liabilities, (OCWD) and OCSD, the GWRS reclaims up to 100
obligations, reserves, and equities. million gallons a day of the District's secondary
effluent. GWRS is the world's largest water
Fund Accounting: purification system for indirect potable reuse. The
System used by nonprofit organizations, particularly system takes highly treated wastewater that would
governments. Since there is no profit motive, have previously been discharged into the Pacific
accountability is measured instead of profitability. Ocean and purifies it using a three-step advanced
The main purpose is stewardship of financial treatment process consisting of microfiltration,
resources received and expended in compliance with reverse osmosis and ultraviolet light with hydrogen
legal requirements. peroxide. The process produces high-quality water
that meets or exceeds all state and federal drinking
Fund Equity: water standards.
The excess of an entity's assets over liabilities.
Improvements:
General Obligation Bonds: Buildings, structures, or attachments to land such as
Bonds for which the full faith and credit of the insuring sidewalks, trees, drives, tunnels, drains and sewers.
government are pledged for payment. Interest:
Ad valorem property taxes are pledged to pay the Revenue derived from the investment of idle cash
bonds. A two-thirds voter approval is required prior to and/or reserves.
bond issuance.
Intergovernmental Services:
Generally Accepted Accounting Principles Purchases from other governments of those
Uniform( iform standards for financial accounting and specialized services typically performed by local
governments.
reporting. They govern the form and content of the
basic financial statements of an entity. Intergovernmental Revenue:
Revenue received from other governmental agencies
Government Finance Officers Association and municipalities.
(GFOA):
A nonprofit, professional association, serving over IRWD:
18,000 government finance professionals through the Irvine Ranch Water District is a California Special
United States and Canada. District formed in 1961 and incorporated under the
GFOA's Best Practices and Advisories: California water code. IRWD provides potable water,
A listing of the Accounting, Auditing, and Financial sewer service and reclaimed (or recycled)water to its
Reporting, Treasury and Investment Management, customers in Irvine and portions of Costa Mesa, Lake
Budgeting and Fiscal Policy, Debt Management, Forest, Newport Beach, Orange, Tustin and
unincorporated areas of Orange County.
Retirement and Benefits Administration, and
Economic Development and Capital Planning
Section 10— Page 16
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Budget Glossary
Levy: identified, that are immaterial in amount and do not
(Verb) To impose taxes, special assessments, or justify reporting as separate line items.
service charges for the support of governmental
activities. (Noun) The total amount of taxes, special Other Charges:
assessments, or service charges imposed by a Expenditures that do not fit in other categories, are
government levying property taxes. immaterial in amount, and do not justify reporting as
separate line items.
Long-Term Debtor Long-Term Liabilities:
Debt borrowed from a source outside OCSD with a Performance Measure:
maturity of more than one year after the date of Represents the objectives of each department along
issuance. with a target date for achieving the objective.
Maintenance Employees: Performance Results:
An employee group of OCSD. A summary of major accomplishments and objectives
that were met during the fiscal year.
Manager Employees:
The group of employees who assume management Permits:
responsibilities for operating divisions. Revenues earned by the issuance of permits levied in
accordance with the benefits conferred by the permit.
MGD:
Million Gallons per Day is a measurement of water or Personnel:
wastewater flow. Salaries and benefits paid to OCSD's employees.
Included are items such as special duty pay,
NPDES (National Pollution Discharge insurance, and retirement.
Elimination System):
Permit system established by the U.S. Environmental Personnel Benefits:
Protection Agency to regulate discharge of treated Those benefits paid by OCSD as conditions of
sewage, storm water, and urban runoff. employment. Examples include insurance and
retirement benefits.
Object:
An expenditure classification which refers to the type Professional Employees:
of item purchased or the service obtained. Examples An employee group consisting of technical experts,
include personnel, supplies, or contract services. analysts, and planners.
OCWD: Program:
The Orange County Water District (OCWD) is a Organizational units directed to attain specific
California special district that manages the purposes or objectives.
groundwater basin beneath central and northern
Orange County, California. Reserve:
A term used to indicate that a portion of fund equity is
OES: restricted for a specific purpose.
State Office of Emergency Services. This agency
provides state grant monies for disaster relief. Resources:
Total dollars available for appropriations including
Operating Engineers: estimated revenues and beginning fund equity.
An employee group of OCSD.
Revenue Bonds:
Operating Budget: Bonds issued pledging future revenues such as
The operating budget is the primary means by which sewer charges to cover debt payments. A majority
most of the financing of acquisition, spending, and voter approval is required prior to bond issuance.
service delivery activities of a government are
controlled.
Other Revenues:
Revenues from sources, other than those specifically
Section 10— Page 17
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2020-21 & 2021 -22 Budget
Revenue Estimate: establish the framework necessary to maintain the
A formal estimate of how much revenue will be District's high level of service standards.
earned from a specific revenue source for some
future period, typically a fiscal year. Strategic Plan:
A planning effort to define OCSD's goals,
Revenue: responsibilities, and requirements over a specified
Income received by OCSD to support wastewater future period. Key factors used in the planning effort
treatment services. This income may be in the form include estimates for population growth, new
of property taxes, fees, user charges, grants, and construction, the volume of wastewater delivered to
interest. the plants, and viable water conservation and
reclamation programs.
Risk Register:
The Risk Register is a compilation of the various Supervisory Employees:
risks facing OCSD, as seen by the management An employee group whose members have
team. responsibility for directing the work of line employees.
Service Charges: Supplemental Appropriation:
Charges for specific services rendered. An appropriation approved by the Directors after the
initial budget is adopted.
Service Description:
A description of the services or functions provided by Supplies:
each department or division. An expenditure classification for articles and
commodities purchased for consumption or resale.
SCADA (Supervisory Control And Data Examples include office and operating supplies, fuel,
Acquisition): power, water, gas inventory, or small tools and
A system for remote monitoring and control that equipment.
operates with coded signals over communication
channels. SWRCB:
The California State Water Resources Control Board
SCAQMD: (SWRCB) is one of six branches of the California
The South Coast Air Quality Management District, Environmental Protection Agency.
also using the acronym SCAQMD, formed in 1976, is
the air pollution agency responsible for regulating Taxes:
stationary sources of air pollution in the South Coast Compulsory charges levied by a government for the
Air Basin, in Southern California. purpose of financing services performed for the
common benefit.
Secondary Treatment:
A treatment process for wastewater (or sewage) to Technical Services:
achieve a certain degree of effluent quality by using a Support services to OCSD's wastewater
sewage treatment plant with physical phase management program through environmental
separation to remove settleable solids and a sampling, analysis and research, source control of
biological process to remove dissolved and industrial users, administration of compliance
suspended organic compounds. programs to meet federal, state and local
environmental standards; provides leadership and
Significant Changes: influence in the development and implementation of
This section provides an overview of the changes environmental policies, laws, and regulations.
adopted in the budget. Additionally, the significant
impacts of budgetary changes are outlined (Budget
Impact) along with dollar amounts (Increase/
Decrease).
Strategic Goals:
District-wide goals that demonstrate OCSD's
long-term commitment to excellence and that
Section 10— Page 18
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Miscellaneous Statistics
General Information
Year of Formation ................................................1948 Miles of Sewers.................................................. 388 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 2.6 million ..........................Statewide WDR Order No. 2006-0003
2019-20 Assessed Value........................$468.7 billion Authorized Staff(Full-Time Equivalent)..................639.00
Treatment Information
Daily Influent Flow to Total Primary 2018-19 Influent BOD:
Capacity Comparison (in MGD) Plant No. 1.........................296 milligrams per liter
Plant No. 2.........................288 milligrams per liter
376
400 2018-19 Influent Suspended Solids:
Plant No. 1......................... 353 milligrams per liter
300 208 168 168 Plant No. 2.........................411 milligrams per liter
200 12
2018-19 Effluent BOD.........................6 milligrams per liter
100
0 2018-19 Effluent Suspended Solids.. 10 milligrams per liter
Plant 1 Plant 2 Total
2018-19 Biosolids Produced &Reused ..254,616 wet tons
■2019-20 Estimated Influent OCapacity-Primary Treatment
Primary Treatment Capacity(includes standby): 2019-20 Estimated Average Daily Influent:
Plant No. 1 .......................................208 MGD Plant No. 1............................................. 120 MGD
Plant No. 2.......................................168 MGD Plant No. 2...............................................68 MGD
TOTAL..............................376 MGD TOTAL.................................... 188 MGD
Secondary Treatment Capacity: 2019-20 Estimated Electricity Generated:
Plant No. 1 .......................................182 MGD Plant No. 1...................................39,778,706 kwh
Plant No. 2..................................... 150 MGD Plant No. 2.................................. 59,154,981 kwh
TOTAL..............................332 MGD TOTAL..........................98,933,687 kwh
Legend:
MGD—million gallons per day
kwh—kilowatts per hour
Financial Information
2018-19 2019-20 2020-21 2021-22
Actual Projected Proposed Proposed
Fees and Charges:
One-Time 3-Bedroom Residence Connection $4,228.00 $4,601.00 $4,973.00 $5,346.00
Average Annual Single-Family Residence Fee $335 $339 $343 $347
Local SRF Fee $108 $108 $108 $108
District's Avg.Share of Ad Valorem Property Tax 1.59% 1.60% 1.60% 1.60%
Cost to Collect,Treat,&Dispose of One Million Gallons $ 2,274.73 $ 2,339.36 $2,534.40 $2,536.65
Summary of COP Issues:
May 2010A New Money $ 80,000,000 August 2014A Refunding 63,930,000
November 2010C New Money 157,000,000 February 2015A Refunding 127,510,000
October 2011A Refunding 75,370,000 March 2016A Refunding 141,465,000
March 2012A Refunding 100,645,000 February 2017A Refunding 66,370,000
August 2012B Refunding 25,560,000 November 2018A Refunding 102,200,000
Total Outstanding COP Balance 7/1/20 $ 940,050,000
Section 10— Page 19