HomeMy WebLinkAboutBudgetUpdate_21_22_FinalOrange County Sanitation District, California
FISCAL YEAR 2021-2022
BUDGETUPDATE
BUDGET UPDATE — FISCAL YEAR 2021-2022
Orange County Sanitation District, California
BUDGET UPDATE
Fiscal Year 2021-22
OUR MISSION
“To protect public health and the environment by providing effective
wastewater collection, treatment, and recycling.”
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GFOA BUDGET PRESENTATION AWARD
BUDGET UPDATE — FISCAL YEAR 2021-2022BUDGET UPDATE — FISCAL YEAR 2021-2022
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, 2020.
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.
OC San Service Area .....................................................................................................................................i
Board of Directors ........................................................................................................................................ii
Board Committees ......................................................................................................................................iii
Orange County Sanitation District Organization Chart .......................................................................iv
Administrative Officials ..............................................................................................................................v
Message from the General Manager ........................................................................................................vi
Finance Summary ........................................................................................................................................1
Financial Overview & Budgetary Issues ..................................................................................................2
Where the Money Comes From .................................................................................................................6
Funding Sources by Category ....................................................................................................................6
Where the Money Goes ...............................................................................................................................8
Funding Uses by Category .........................................................................................................................8
Collection, Treatment & Recycling Process Overview .....................................................................10
Strategic Planning .....................................................................................................................................12
Infrastructure Asset Management .........................................................................................................14
Capital Improvement Program ...............................................................................................................24
Debt Financing Program ..........................................................................................................................26
Operating Expenses ..................................................................................................................................28
Departments ...............................................................................................................................................32
Summary ......................................................................................................................................................32
General Manager’s Office .........................................................................................................................34
Human Resources ......................................................................................................................................36
Administrative Services ............................................................................................................................38
Environmental Services .............................................................................................................................40
Engineering .................................................................................................................................................42
Operations and Maintenance ...................................................................................................................44
Appendix .................................................................................................................................................. A-1
Cash Flow Projection ..............................................................................................................................A-2
Capital Improvement Program Summary ..........................................................................................A-4
Project Summary ..................................................................................................................................... A-5
Capital Improvement Expenditure Graphs ........................................................................................A-6
Summary of Capital Requirements ......................................................................................................A-7
New Project Descriptions .....................................................................................................................A-11
Capital Equipment Budget Summary ...............................................................................................A-14
Capital Equipment Budget Detail ......................................................................................................A-16
Levels of Service ....................................................................................................................................A-18
Self-Funded Insurance Plans ...............................................................................................................A-20
Historical Staffing Summary ...............................................................................................................A-21
Historical Staffing Detail ......................................................................................................................A-22
Appropriations Limit ............................................................................................................................A-31
Miscellaneous Statistics ........................................................................................................................A-32
Wastewater Treatment Process Diagram
TABLE OF CONTENTS
BUDGET UPDATE — FISCAL YEAR 2021-2022BUDGET UPDATE — FISCAL YEAR 2021-2022
OC SAN SERVICE AREA
Orange County Sanitation District Service Area and Treatment Plant Locations in Orange County, California
Sewer pipelines
Plant No. 1 (P1)
Plant No. 2 (P2)
Pump Stations
Unincorporated Orange County
(white areas)
LEGEND
IRVINE
ANAHEIM
ORANGE
SANTAANA
FULLERTON
BREA
TUSTIN
YORBALINDA
HUNTINGTONBEACH
COSTAMESA
GARDENGROVE
SEALBEACH
BUENAPARK
NEWPORTBEACH
LAHABRA
WESTMINSTER
CYPRESS
PLACENTIA
FOUNTAINVALLEY
STANTONLOSALAMITOS
VILLAPARK
LAPALMA
OC SANService AreaArea
(area enlarged)(area enlarged)
PacificOcean
P1
P2
DISCLAIMER: Map prepared by theOrange County Sanitation District. This map is intended for graphical representation only. No level of accuracy is claimed.Portions of this derived product contain geographical information copyrighted by Rand McNally 2013. All Rights Reserved.REVISED: 2018
±
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ii
BOARD OF DIRECTORS
Agency/City Active Director Alternate Director
Anaheim Stephen Faessel Jose Diaz
Brea Glenn Parker Steven Vargas
Buena Park Art Brown Connor Traut
Cypress Stacy Berry Anne Hertz
Fountain Valley Patrick Harper Glenn Grandis
Fullerton Jesus J. Silva Nick Dunlap
Garden Grove Steve Jones John O’Neill
Huntington Beach Kim Carr Dan Kalmick
Irvine Anthony Kuo Farrah N. Khan
La Habra Rose Espinoza Jose Medrano
La Palma Marshall Goodman Nitesh Patel
Los Alamitos Mark Chirco Ron Bates
Newport Beach Brad Avery Joy Brenner
Orange Kim Nichols Chip Monaco
Placentia Chad Wanke Ward Smith
Santa Ana Johnathan Ryan Hernandez Nelida Mendoza
Seal Beach Sandra Massa-Lavitt Schelly Sustarsic
Stanton David Shawver Carol Warren
Tustin Ryan Gallagher Austin Lumbard
Villa Park Chad Zimmerman Robert Collacott
Sanitary/Water Districts
Costa Mesa Sanitary District Robert Ooten Art Perry
Midway City Sanitary District Andrew Nguyen Sergio Contreras
Irvine Ranch Water District John Withers Douglas Reinhart
Yorba Linda Water District Brooke Jones Phil Hawkins
County Areas
Member of the Board of Supervisors Doug Chaffee Donald P. Wagner
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iii
BOARD COMMITTEES
Steering Committee
David Shawver, Board Chair
John Withers, Board Vice-Chair
Stacy Berry, Chair, Operations Committee
Jesus Silva, Chair, LaPA Committee
Chad Wanke, Chair, Administration Committee
Sandra Massa-Lavitt, Member-At-Large
Glenn Parker, Member-At-Large
Administration Committee
Chad Wanke, Chair (Placentia)
Glenn Parker, Vice-Chair (Brea)
Brad Avery (Newport Beach)
Art Brown (Buena Park)
Kim Carr (Huntington Beach)
Mark Chirco, (Los Alamitos)
Rose Espinoza (La Habra)
Marshall Goodman (La Palma)
Patrick Harper (Fountain Valley)
Anthony Kuo (Irvine)
Andrew Nguyen (MCSD)
David Shawver, Board Chair (Stanton)
John Withers, Board Vice-Chair (IRWD)
Legislative and
Public Affairs Committee
Jesus Silva, Chair
Marshall Goodman, Vice-Chair
Kim Carr, Member-At-Large
Anthony Kuo, Member-At-Large
Andrew Nguyen, Member-At-Large
David Shawver, Board Chair
John Withers, Board Vice-Chair
Operations Committee
Stacy Berry, Chair (Cypress)
Brooke Jones, Vice-Chair (YLWD)
Doug Chaffee (Board of Supervisors)
Stephen Faessel (Anaheim)
Ryan Gallagher (Tustin)
Johnathan Ryan Hernandez (Santa Ana)
Steve Jones (Garden Grove)
Sandra Massa-Lavitt (Seal Beach)
Kim Nichols (Orange)
Bob Ooten (CMSD)
Jesus J. Silva (Fullerton)
Chad Zimmerman (Villa Park)
David Shawver, Board Chair (Stanton)
John Withers, Board Vice-Chair (IRWD)
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ORGANIZATION CHART
Board ofDirectors
General Manager General Counsel Office
Human Resources Administration
Risk Management/ Safety/Security
HumanResources
(26 FTEs)
General Management Administration
Board Services
Public Affairs
General Manager’s Office
(15 FTEs)
Engineering Administration
Planning
Project Management
Design
Construction Management
Operations and Maintenance Administration
Collection Facilities Operations and Maintenance
Fleet Services
Plant No. 1 Operations
Plant No. 2 Operations
Plant No. 1 Maintenance
Plant No. 2 Maintenance
Engineering
(116 FTEs)
Operations and Maintenance
(287 FTEs)
AssistantGeneralManager
Administrative Services
Consolidated Services
Financial Management
Contracts, Purchasing and Materials Management
Information Technology
Environmental Services Administration and Regulatory Compliance
Resource Protection
Laboratory, Monitoring and Compliance
Administrative Services
(102 FTEs)
EnvironmentalServices
(93 FTEs)
AssistantGeneralManager
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ADMINISTRATIVE OFFICIALS
Management Team
General Manager ........................................................................................................................................James D. Herberg
Assistant General Manager and Director of Finance and Administrative Services ............................Lorenzo Tyner
Assistant General Manager and Director of Operations and 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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vi
MESSAGE FROM THE GENERAL MANAGER
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June 1, 2021
Honorable Chair and Board of Directors:
I am pleased to submit the Orange County Sanitation District’s (OC San) Proposed Budget Update for fiscal year
2021-22, the second year of the two year budget adopted in June 2020. This document lays out the framework
of OC San’s activities during the upcoming fiscal year and serves as a source of information for the Board of
Directors, our ratepayers, and our employees. This budget includes the operational, capital and debt service
expenditures necessary to cost-effectively support our mission and execute the Strategic Plan adopted by
our Board of Directors in November 2019. The projects and programs contained in this budget are mostly a
continuation of OC San’s on-going workload.
OC San’s proposed Fiscal Year 2021-22 operating and capital improvement program budget totals $408.5 million, or $6.8 million (1.6 percent) below what was approved last year as the second year of the adopted two-year budget. The proposed 2021-22 Capital Improvement Program (CIP) budget includes an overall decrease of $16.2 million from the budget approved a year ago, while the Operating Budget includes an increase of $9.4 million. The Operating Budget increase is primarily driven by additional chemical, utility, and infrastructure maintenance/repair costs. Some of the Operating Budget increase is also due to $3.5 million in charges being moved from the CIP to the Operating budget in accordance with accounting standards. During the budget preparation process, I met with each of the departments to ensure their budget proposals were prudent and cost-effective.
This budget is being submitted 15 months into the COVID-19 pandemic. While there are still some unknowns
and uncertainties about how the pandemic will fully be resolved, this proposed budget reflects a financially
sound and stable organization that is weathering the crisis and continues to move forward.
I would like to highlight some of our areas of focus for 2021-22:
• Operational Readiness – OC San continues to look ahead, preparing for our future infrastructure needs and
for emergency events such as line breaks, earthquakes, and potential cybersecurity breaches. We are updating
our Business Continuity Plans and conducting tabletop exercises for emergency scenarios to allow us to
respond quickly and effectively without compromising our mission or levels of service.
• Expanded Recycling Efforts
– Groundwater Replenishment System Final Expansion – In partnership with the Orange County Water
District (OCWD), our agency recycles enough water to supply the needs of 850,000 people through the
Groundwater Replenishment System (GWRS). Construction continues on the Final Expansion phase of
this internationally recognized project. Changes and additions to infrastructure will allow for the treated
water from Plant No. 2 that is currently unavailable, to be processed at the GWRS facility in Fountain
Valley. With this final phase, the GWRS will increase treatment capacity from 100 to 130 million gallons
per day; enough water for 1 million people in central and northern Orange County.
– Food Waste Treatment Facility – A project created to assist the cities in our service area satisfy the requirements of California State Assembly Bill 1826 and Senate Bill 1383 which requires 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 OC San’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 operation and plan for the future, we have
acquired 7.5 acres across Ellis Avenue from Reclamation Plant No. 1 in Fountain Valley. The buildings on
those properties have been 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. The new headquarters complex will allow space for future wastewater treatment
infrastructure and will centralize our administrative functions. Construction is scheduled to begin in August
2021 with move-in by the end of 2023.
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2021-22 BUDGET UPDATE
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• Capital Improvement Program – OC San’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. While the COVID-19 pandemic has resulted in operational modifications, OC San has continued moving our CIP forward, with 32 projects with a construction budget of $438 million, helping keep the economic engine running in Orange County.
• Infrastructure Reliability and Asset Management – OC San’s infrastructure must operate continuously day
and night, requiring that we proactively manage the condition of more than $10.7 billion in assets to ensure
reliable operation. 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. Last year, we 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.
OC San will be investing an additional $29.7 million in repairs and maintenance this next year.
• 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 no staffing increases.
• Strategic Planning – OC San strives to create an integrated planning environment which begins with the strategic and policy expectations of the Board of Directors and ensures that our efforts are aligned throughout the organization. In 2021-22, the Board will adopt an updated Strategic Plan to set the policy framework and priorities for the next two years. OC San will continue to provide wastewater collection, treatment, recycling, infrastructure 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.
James D. Herberg
General Manager
Orange County Sanitation District
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FINANCESUMMARY
BUDGET UPDATE — FISCAL YEAR 2021-2022
FINANCIAL SUMMARY/OVERVIEW
AND BUDGETARY ISSUES
Budget Overview
OC San’s proposed Fiscal Year 2021-22 operating and
capital improvement program budget totals $408.5
million, or $6.8 million (1.6 percent) below what was
approved last year as the second year of the adopted
two-year budget. The decrease in the FY 2021-22
budget is primarily attributable to a $16.2 million
reduction in capital spending for changes in project
estimates and scheduling and an increase of $9.4
million in operating budget.
The budget continues to reflect the agency’s ongoing
efforts to streamline operations. Staffing levels are
proposed to remain at 639 FTEs in FY 2021-22.
OC San’s Capital Improvement Program (CIP) budget
for FY 2021-22 is $224.6 million. This CIP budget
finances collection system, joint works treatment and
disposal system improvement projects. The $16.2
million decrease from the originally proposed budget
is attributable to changes in project schedules and
estimates that result in deferred spending.
Financing
OC San uses long-term Certificates of Participation
(COP) for financing capital improvements that cannot
be completely funded from current revenue. Before
any new debt is issued, the impact of debt service
payments on total annual fixed costs is analyzed.
Total COP indebtedness is currently at $909.6 million.
It is planned to refinance $163.8 million of maturing
and callable debt during FY 2021-22 because of the
low interest rate environment that will produce
savings over the life of the debt. No new money debt
financings are currently forecasted to assist in the
funding of the $3.0 billion in capital improvements
required over the next ten years.
Staffing
Reflecting the organization’s commitment to
providing service at the lowest costs, the budget
includes no increase in authorized full time positions
for FY 2021-22. Total filled positions will not exceed
639 full time equivalent (FTE) staff positions. This
staffing level continues to reflect a significant
reduction from the Fiscal Year 1995-96 approved
staffing level of 678 positions.
Overall personnel costs for FY 2021-22 will
approximate the original adopted budget due to
reductions in retirement premiums following the pay
down of the Orange County Employees’ Retirement
System (OCERS) unfunded accrued liability.
Costs for medical insurance and workers
compensation benefits are also expected to remain the
same as the level originally approved. OC San will
continue to effectively manage these expenses with
approximately 26 percent of the budget allocated
to employee costs, much less than most other
government agencies.
Cost of Treatment
The agency’s two treatment plants, located in
Fountain Valley and Huntington Beach, process
about 188 million gallons of wastewater each day
generated by approximately 2.6 million residents
and a 1.8-million-person employment in central and
northwest Orange County. The proposed budget to
operate, maintain and manage our sewage collection,
treatment and disposal system in FY 2021-22 is $183.9
million.
The cost per million gallons of wastewater treated,
(an industry-wide performance measurement), is
expected to increase in FY 2021-22 to $2,681, a $106,
or 4.1 percent increase from the 2020-21 projection of
$2,575. The increase in the cost per million gallons is
due to an $9.4 million increase in total operating costs.
Sewer Service Fees
The 2021-22 single family residential rate, the
underlying basis for all sewer rates, is proposed at
$343 a year. This follows a one-year rate hold due to
the coronavirus pandemic and represents an increase
of $4 per the rate structure approved by the Board of
Directors.
Groundwater Replenishment
System (GWRS)
The OC San Strategic Plan includes water
reclamation. Partnered with the Orange County
Water District (OCWD), OCWD completed the
GWRS, the nation’s largest water reclamation project,
in January 2008.
The original GWRS facility reclaimed 70 million
gallons of water a day (mgd). OC San and OCWD
equally shared the expenses of this project.
Initial expansion of the GWRS increased the
production of reclaimed water to 100 mgd. The
project, which was funded entirely by the OCWD,
was completed in 2015. OC San is directing all
reclaimable flows from Plant No. 1 to OCWD in
support of providing maximum amounts of treated
wastewater for reclamation.
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BUDGET UPDATE — FISCAL YEAR 2021-2022
2021-22 BUDGET UPDATE
3BUDGET UPDATE — FISCAL YEAR 2021-2022
The plan to achieve the final expansion of the GWRS
was approved by both OC San and OCWD Board
of Directors in 2016. The final expansion of GWRS
will bring the total production of reclaimed water to
130 mgd. Since OC San has maximized the available
reclaimable wastewater treated at Plant No. 1,
secondary effluent from Plant No. 2 will be sent to the
GWRS for reclamation. Modification of existing Plant
No. 2 Headworks, a new Plant Water pump station
and construction of new pumping, equalization and
conveyance facilities will be funded by the OCWD.
As the Headworks Modification and Plant Water
project is impacting OC San’s critical infrastructure,
OC San will manage the design and construction of
these projects and will be reimbursed by OCWD up
to $50 million. GWRS final expansion is scheduled to
complete in 2023.
Capital Improvement Program
(CIP)
The total CIP budget for FY 2021-22 is being proposed
at $224.6 million, a decrease of $16.2 million from the
previously approved 2021-22 budget primarily due to
changes in project schedules and estimates that result in deferred spending Over the next 10 years, OC San’s Capital Improvement Program will:
• Rehabilitate the headworks, primary treatment, utility systems and perform security improvements at Plant No. 1.
• Replace a third of the primary treatment facilities, rehabilitate the outfall pumping and perform power reliability improvements at Plant No. 2.
• Rehabilitate all of the digester gas compressor systems
• Construct a new food waste receiving facility and rehabilitate and replace digesters at Plant No.2
• Construct a new Headquarters Complex.
• Replace or rehabilitate OC San’s aging pump stations and trunk sewers in the collections system. This includes the West Side sewers and Seal Beach Pump Station. Newhope Placentia Trunk Improvements (in Anaheim) will continue construction through 2022.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-20224
FINANCIAL SUMMARY/OVERVIEW
AND BUDGETARY ISSUES
Operating Budget Increase –
$12.2M
The operations budget for the collection, treatment, and disposal of wastewater is proposed at $183.9 million, a $12.2 million (7.1 percent) increase above 2020-21 projected expenditures.
Although some expenses will increase or decrease slightly, the overall increase to the operating budget in 2021-22 over the 2020-21 projected is primarily attributable to the following specific areas:
Salaries and Benefits – $5.7M
Increase
Salaries and benefits will increase $5.7 million above the 2020-21 projected expenditures primarily due to the impacts of the collective bargaining agreements and increases in medical insurance premiums. The increases are partially offset by a decrease in workers’ compensation costs and lower retirement premiums resulting from OC San’s previous decision to use available cash reserves to reduce the unfunded pension liability.
These changes reflect the impacts from collective bargaining agreements and revised actuarial assumptions on retirement premiums.
Professional Services – $2.7M
Increase
The increase is primarily due to increases in anticipated engineering costs and technical consulting for operationally funded projects and software program consultants for OC San systems.
Repairs and Maintenance –
$1.7M Increase
This expense category includes parts and services for repairing aging treatment plant and collection facilities and reflects base budgets for equipment maintenance as well as out-sourced annual service contracts and maintenance agreements. The fiscal year 2021-22 budget increase over the 2020-21 projected expenditures is mostly attributable to delayed rehabilitation projects for primary and secondary clarifiers, increases in basic repairs and maintenance costs and repairs to major trunklines in the collection system.
Other Materials, Supplies and
Services – $1.1M Increase
The proposed budget increase over the 2020-21 projected expenditures is due to lab certification and audit fees, regulatory operating fees, and expenses associated with PFAS studies and monitoring.
Operating Expenses
(in millions)
$174.3M $171.7M $174.5M
FY 2020-21
Adopted
5.4%
0.1%
Budget over budget percentages are shown above the columns.
FY 2020-21
Projected
FY 2021-22
Proposed
FY 2021-22
Adopted
$183.9M
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2021-22 BUDGET UPDATE
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FINANCIAL SUMMARY/FUNDING SOURCES BY CATEGORY
Fees & Charges
$352.4M
53.7%
Property Taxes
$103.2M
15.7%
Interest
$14.5M
2.2%
IntradistrictTransfers$3.5M0.5%
Other $19.1M2.9%
Debt Proceeds
$163.8M
25.0%
Where The Money Comes From
Funding Sources by Category
(in millions)
2020-21 2021-22 2021-22
Category Adopted Adopted Proposed
Service Fees $316.7 $325.4 $323.2
Property Taxes 99.9 102.0 103.2
Permit User Fees 12.8 13.0 12.6
Capital Facilities Capacity Charges 20.1 20.7 16.6
Interest 13.2 13.1 14.5
Intradistrict Transfers 6.1 3.5 3.5
Debt Proceeds 0.0 0.0 163.8
Other Revenue 16.0 16.7 19.1
Total Funding Sources $484.8 $494.4 $656.5
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 7
2021-22 BUDGET UPDATE
OC San has a variety of revenue sources available for operating and capital expenses. The major revenue sources are:
General Service Fees –
$323.2M
User fees are ongoing fees for service paid by customers connected to the sewer system and are the primary source of OC San’s revenue. A property owner, or user, does not pay user fees until connected to the sewer system and receiving services. Once connected, users are responsible for their share of the system’s costs, both fixed and variable, in proportion to their demand on the system. These fees are for both Single Family Residences (SFR) and Multiple Family Residences (MFR).
Property Taxes – $103.2M
The County of Orange is permitted by State law (Proposition 13) to levy taxes at one percent of full market value (at time of purchase) and can increase the assessed value no more than two percent per year. OC San receives a share of the basic levy proportionate to what was received in the 1976 to 1978 period, less $3.5 million, the amount that represents the State’s permanent annual diversion from special districts to school districts that began in 1992-93. OC San’s share of this revenue is dedicated for the payment of debt service before other operational expenses.
Permit User Fees – $12.6M
Permit user fees are paid by large industrial and commercial properties owners connected to the sewer system. These fees are for the owner’s share of the system’s costs, both fixed and variable, in proportion to the user’s demand on the system.
Since the inception of the Permit User Fee Program in 1970, users of OC San’s system that discharge high volumes or high strength wastewater have been required to obtain a discharge permit and pay extra fees for the cost of service received.
Capital Facilities Capacity
Charges (CFCC) – $16.6M
The Capital Facilities Capacity Charge is a one-time charge imposed at the time a building or structure is newly connected to OC San’s system, directly or indirectly, or an existing structure or category of use is expanded or increased. This charge pays for
OC San facilities that exist at the time the charge is imposed, or to pay for new facilities to be constructed in the future that will benefit the property being charged.
Interest Earnings – $14.5M
Interest earnings are generated from the investment of accumulated reserves consisting of a cash flow/contingency, a capital improvement, a renewal/ replacement, and a self-insurance reserve.
Intradistrict Transfers – $3.5M
In accordance with Amendment No. 2 to the Agreement for Purchase and Sale of Capacity Rights in Treatment, Disposal and Sewer Facilities between Irvine Ranch Water District (IRWD) and OC San dated November 15, 1995, ownership is adjusted annually to reflect the current equity percentage ownership based on sewage flows.
Debt Proceeds – $163.8M
Certificates of Participation (COPs) are OC San’s primary mechanism for financing capital projects. COPs are repayment obligations based on a lease or installment sale agreement. COPs are not viewed as “debt” by the State of California, but rather a share in an installment arrangement where OC San serves as the purchaser.
Refinancing COPs can be beneficial to OC San when there is maturing or callable issues. In the current low interest rate environment, OC San can realize savings by issuing refunding COPs in the amount of $163.8 million. No new money debt issuances are being proposed as the $3.0 billion in future replacement, rehabilitation, and refurbishment projects anticipated over the next ten years will be adequately funded through current sewer service fee charges and existing reserves.
Other Revenue – $19.1M
Other revenue includes self-insurance assessments for workers’ compensation and general liability coverage as well as reimbursements from other agencies for shared CIP and operating costs and miscellaneous revenue such as rents and leases.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-20228
FINANCIAL SUMMARY/FUNDING
USES BY CATEGORY
Capital
ImprovementProgram
$224.6M
34.6%
Debt Service
$234.5M
36.1%
Operating
Expenses
$183.9M
28.3%
Other Requirements
$7.0M1.0%
Where The Money Goes
Funding Uses by Category
(in millions)
2020-21 2021-22 2021-22
Category Adopted Adopted Proposed
Capital Improvement Program, Net $147.6 $240.8 $224.6
Operating Expenses 174.3 174.5 183.9
Debt Service* 72.8 168.9 234.5
Other Requirements 6.1 6.5 7.0
Total Funding Uses $400.8 $590.7 $650.0
*The fiscal year 2021-22 debt service amount includes payment of $163.8 million for maturing and
callable debt for the refunding COPs.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 9
2021-22 BUDGET UPDATE
OC San budgets its funds in four distinct areas:
Operating Expenses - $183.9M
The proposed budget allocates resources to operate, maintain and manage our sewage collection, treatment, recycling and disposal system, and for any associated administrative or technical requirements.
Capital Improvement Program
(CIP) - $224.6M
To provide an appropriate level of service to OC San’s ratepayers, large capital improvements are required. The CIP provides for the management and implementation of these improvements. The CIP budget includes specific projects, cost estimates, and timelines. The gross CIP project budgets for 2021-22 total $234.6 million; however, the CIP cash outlays, net of savings and deferrals, is $224.6 million.
Debt Service - $234.5M
This is the cost of repaying debt. Long-term debt
financing allows OC San to complete large multi-
year capital projects by providing funds not always
immediately available. Currently, OC San is on track
to pay off its $909.6 million outstanding debt by 2044.
Other Requirements - $7.0M
This item includes an allocation for future
replacement, rehabilitation, and refurbishment
projects where detailed job plans have not yet
been prepared. Also included, in accordance with
Amendment No. 2 to the Agreement for Purchase
and Sale of Capacity Rights in Treatment, Disposal
and Sewer Facilities between IRWD and OC San
dated November 15, 1995, ownership is adjusted
annually to reflect the current equity percentage
ownership based on sewage flows.
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COLLECTION, TREATMENT AND
RECYCLING PROCESS OVERVIEW
OC San collects wastewater from 479 square miles
and approximately 2.6 million residents and a
1.8-million-person-employment in central and
northwest Orange County. The wastewater is
conveyed through 15 pump stations and gravity
sewers to either Reclamation Plant No. 1 in Fountain
Valley or Treatment Plant No. 2 in Huntington
Beach. After the wastewater reaches one of the
two treatment facilities, it undergoes preliminary
treatment where large solids, rags, non-dispersible
materials, and plastics are removed when the
wastewater passes through bar screens. Then it flows
through aerating grit chambers that remove coffee
grounds, sand, seeds, and gravel. All matter collected
in the preliminary treatment is taken by a contractor
to a landfill.
Primary treatment consists of wastewater settling in
large clarifying basins; chemicals enhance the solids
settling. The solids are scraped from the bottom
and skimmed from the top of the clarifiers and then
sent to digestion. Primary treated wastewater is
then pumped to secondary treatment where it is
processed using activated sludge and trickling filters.
The secondary solids collection process is similar to
the primary treatment solids collection process. All
the resulting water from the secondary treatment
processes at Plant No. 1 is sent to the Orange County
Water District (OCWD) for recycling/reuse after
purification by the Groundwater Replenishment
System (GWRS). Plant No. 2 secondary effluent is
discharged into the ocean. With the final expansion of
the GWRS in 2023, reclaimable Plant No. 2 secondary
effluent will be conveyed to the GWRS as another
source of specification water.
All of the solids collected during primary and
secondary treatment are sent to digesters for solids
processing. Primary solids and secondary solids
remain for an average of 18 days at 98 degrees
Fahrenheit in the digesters and are decomposed
by anaerobic bacteria into two main products,
biosolids and methane. The methane gas generated
during the natural decomposition of the solids in the
digesters is used to fuel the Central Power Generation
Systems and produce electricity used to operate both
treatment plants. The solids, with settling enhanced
by the addition of chemical coagulants, are treated,
and then dewatered to a cake. The caked biosolids are
then hauled from the treatment plants and recycled
by composting, by use as a land application, or by use
at a local landfill that produces methane.
Approximately 120 million gallons per day of
secondary effluent from Reclamation Plant No.
1 is sent to the OCWD for reclamation in its two
treatment and distribution systems. OCWD uses the
secondary effluent in two ways: The first is GWRS.
The GWRS is the largest water purification project
of its kind in the world; its construction was funded
jointly by OCWD and OC San. At 100 million gallons
per day, the GWRS generates enough pure water
to meet the needs of 850,000 people. The second
is OCWD’s Green Acres Project, which is a water
recycling effort that provides reclaimed water for
landscape irrigation at parks, schools and golf courses
as well as for industrial uses, such as carpet dying.
Multiple projects in design and construction will
contribute to the final expansion program that will
increase the conveyance of reclaimable secondary
effluent from Plant No. 2 to GWRS and increase
production to 130 million gallons per day of
recycled water.
Since the 1970’s, OC San, as an environmental agency,
has always recycled and reused by-products of its
treatment processes for the benefit of the health and
the environment of the people in its service area.
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STRATEGIC PLANNING
Introduction
Driven by the mission, vision, core values, and the
Strategic Plan, OC San continues aggressive efforts
to meet the sanitation, health, and safety needs of
the more than 2.6 million people we serve while
protecting the environment where we live.
Mission Statement
The Mission Statement is the basic foundation that
defines why we exist.
“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
Our 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 interaction with each other, our suppliers, our customers, and our community.
Teamwork and Problem Solving We strive to reach OC San 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 interest 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 OC San by our many talented employees.
OC San Planning Environment
OC San has developed an integrated planning system that allows for intentional, thoughtful decision making to maintain current operations while adding resilience and meeting new challenges. This integrated planning system includes Strategic Planning, Asset Management, Budgeting (Capital and Operating), a General Manager’s work plan, and focused engineering study efforts. While these plans are important, equally important is an organizational structure and relationships between employees that work together toward these common goals.
Strategic Planning is the first step. OC San has developed a strategic planning model that creates a long-term level-of-service agreement between its Board of Directors and staff. The Board of Directors use this document to lay out a vision of what the agency will deliver over the next 10 to 20 years. This is an alignment document to define long-term levels of service. The Strategic Plan also serves as a continuity bridge as members of the 25-member
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Board of Directors come onto and leave the governing body. It is initially important as an education tool for what and why OC San does what it does, but also allows for new Board members to adjust the vision as it is revised every two years. The Strategic Plan is timed to be adopted by the Board of Directors in the November prior to the bi-annual budget development.
Strategic Plan
In November 2019, the Board of Directors adopted a new comprehensive strategic plan to steer OC San’s efforts. The Strategic Plan developed by the Board of Directors and staff defines the strategic initiatives to be pursued by OC San and provides a basis for long-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 OC San’s aggressive efforts to meet the sanitation, health, and safety needs 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:
• Business Principles- Budget Control and Fiscal Discipline- Asset Management - Cybersecurity- Property Management
• Environmental Stewardship- Energy Independence- Climate and Catastrophic Event Resiliency- Food Waste Treatment- Water Reuse- Environmental Water Quality, Stormwater Management and Urban Runoff
• Wastewater Management- Chemical Sustainability- Biosolids Management- Constituents of Emerging Concern
• Workplace Environment- Resilient Staffing- Safety and Physical Security
The Strategic Plan is not a radical departure from the current direction, but rather the well-defined iterative update to the direction of OC San. With the updating of the Strategic Plan in November 2021, staff will be updating the Asset Management Plan, Capital Improvement Program, and Financial Plan that are the basis of a two-year budget that will be adopted by the Board of Directors. The Budget goals and the General Manager’s work plan are the accountability steps that measure achievable progress toward the strategic initiatives listed in the Strategic Plan.
Strategic Planning
Process
Operational
Planning
Strategic
Planning
Board
Approval of
Strategic
Plan
Board
Approval of
Budget
Goal and
ObjectivesBudget
Monitoring and
Evaluation New or Altered
Levels of Service
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INFRASTRUCTURE ASSET MANAGEMENT
Asset Management
In December 2002, the Orange County Sanitation
District (OC San) Board adopted their “Asset
Management Strategic Plan and Framework Analysis”
(Strategic Plan). The Strategic Plan defined Asset
Management for OC San as; “to create and acquire,
maintain, rehabilitate, replace and augment these
valuable wastewater assets in the most cost effective
(lowest life cycle cost) sustainable manner at the level
of service required by present and future generations of
regulators and customers at an acceptable level of risk.”
OC San is committed to providing services for its
ratepayers to reliably meet our regulatory mandates
and levels of service approved by the Board of
Directors and will provide these services using
sustainable engineering principles that result in the
lowest responsible lifecycle cost. OC San installs,
operates, maintains, refurbishes and disposes of assets
with lifecycles measured from years to decades, so an
approach which balances long, medium and short-
term needs is necessary.
Asset management has evolved into a comprehensive
decision-making framework that encompasses
engineering planning, design and construction
of quality facilities, optimized operation, proper
maintenance, and planned refurbishment and
disposal that will meet OC San’s changing needs.
This coordinated decision-making process will allow
OC San to consistently meet mandated levels of
service to the ratepayers at the lowest lifecycle cost.
OC San’s Asset Management Program focuses on
identifying short, medium and long-term planning of
systems to ensure the proper rate structure is in place
to support sustainable operations. OC San’s condition
assessment studies are conducted based on service
life and service conditions. This is important aspect
of the program and have yielded tangible benefits
in reduced risk levels and an improved capital
planning approach. The Asset Engineers use condition
assessment data along with maintenance data in
Maximo Computer Maintenance Management System
(CMMS) to update and maintain the Asset Registries.
The Registries include installation date, condition
and remaining useful life estimates for all of OC San’s
critical assets.
The Engineering Planning Division has been
maintaining a medium to long-term (up to 20
years) Capital Improvement Program (CIP) by
creating specific project plans for the refurbishment,
rehabilitation or replacement for each asset area. The
Asset Registries help guide the scope and timing of
these medium to long-term CIP projects.
This medium-term management is important for several reasons. By moving away from narrowly focused projects to solve individual problems, to more comprehensive projects refurbishing entire processes, OC San benefits by having less operational disruption and more efficient project delivery, better cash flow estimation, and better operations and maintenance decision-making framework. This is a huge undertaking based on the number of assets and facilities, but over the twenty-years, the unknown amount of capital that is in need of rehabilitation is expected to be drastically reduced and replaced by more specific estimated capital needs.
Complementing the medium-term planning are the short-term efforts to coordinate maintenance actions that can reduce risks, actively defer the larger refurbishment projects, and reduce asset consumption rates to minimize the need for replacement of structures and conveyance systems when projects are executed. The Planning Division Asset Engineers are consistently reviewing their area assets, utilizing their criticality, condition information, maintenance history and engineering judgment, 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 coating systems, atmosphere improvements or small structure repairs before major damage is done. These actions can drastically reduce the cost of future projects by preventing the need to demolish and replace entire structures.
OC San is committed to continuous improvement of the process by which it manages the assets and facilities that are required to reliably deliver its level of service commitments. The additional resources and individual accountability for specific areas will continue to improve our capital planning, project packaging, project execution and delivery, plant operability and maintenance planning.
The average age and value of the assets OC San owns is increasing steadily over time, the latent asset replacement obligation is rising, and as a consequence, OC San has planned for decreased capital projects for expansion and increased renewal expenditures in the future relative to past expenditure levels. Additional focus is given to ensuring that appropriate operation and maintenance strategies are being applied that consider the different ages of assets being maintained.
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INFRASTRUCTURE ASSET MANAGEMENT
Asset Valuation
The replacement valuation for all of OC San’s assets
has been updated in January 2020. The table below
presents the current replacement values of OC San’s
assets. The replacement value represents the cost
in August 2017 dollars to completely rebuild all the
assets to a new condition.
The 2020 replacement value is estimated to be $10.7B. In 2012, the prediction was $6.2B. It is projected that the replacement value will increase as the Capital Improvement Program continues and OC San tracks its assets in a progressive manner. The major reasons for this, the 2020 valuation was significantly detailed and thorough compared to the past.
Planned CIP Outlays
The following chart shows the 20-year CIP outlay which includes current and predicted future Capital Improvement Program projects.
OC San’s capital improvement and maintenance programs are focused on maintaining our infrastructure to ensure that our mission is delivered reliably and that our facilities are managed in a way that minimizes overall life cycle costs.
Valuation Plants Collection Total
Replacement Value $7.2 $3.5 $10.7(in billions)
0
50
100
150
200
250
300
350
400
450
FY
3
6
-
3
7
FY
3
7
-
3
8
FY
2
1
-
2
2
FY
2
2
-
2
3
FY
2
3
-
2
4
FY
2
4
-
2
5
FY
2
5
-
2
6
FY
2
6
-
2
7
FY
2
7
-
2
8
FY
2
8
-
2
9
FY
2
9
-
3
0
FY
3
0
-
3
1
FY
3
1
-
3
2
FY
3
2
-
3
3
FY
3
3
-
3
4
FY
3
4
-
3
5
FY
3
5
-
3
6
FISCAL YEAR
Budget CIP Future CIP Rehabilitation or Replacement
$
i
n
m
i
l
l
i
o
n
s
FY
3
8
-
3
9
FY
3
9
-
4
0
FY
4
0
-
4
1
20 Year CIP Outlay
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Collection System:
OC San’s collection system consists of 388 miles of
sewers, 15 pump stations and 3 metering stations.
The maintenance of all regional sewers is actively
managed but only 230 miles of regional sewers are
on a cleaning schedule. The largest sewers and force
mains are designed to be self-cleaning using higher
flows and natural scouring action. Typical gravity
sewer maintenance activities consist of: closed circuit
television (CCTV) inspection, physical inspection,
and cleaning operations. The cleaning frequencies
are based on data from pipe inspections, closed-
circuit television (CCTV) work, process conditions,
historical records, and industry best practices.
Pump station and metering station maintenance
activities include operating the stations, maintaining
electrical, mechanical and civil components, and
cleaning activities. The collection system odors and
corrosive gases are actively managed for nuisance
odor mitigation and asset preservation. Maintenance
activities are based on established levels of service to
ensure compliance with our permit required Sewer
System Management Plan, which is designed to
reduce spills and increase reliability and safety. The
planned activities help extend the useful life of the
assets and minimize nuisance odors.
During fiscal year 2020-21 the following maintenance
activities are projected to be completed:
• Cleaned 42 miles of regional sewer lines on a
cleaning schedule.
• CCTV video inspection of 75 regional system
manholes.
• CCTV video inspection of 50 miles of regional
sewer pipeline.
• Completed 83% of scheduled preventative
maintenance work.
• Managed odor control chemical expenditures to
93% of budget.
• Continued to implement emergency preparedness
bypass pumping plan for pump stations.
In addition, OC San has deployed level sensing
technology in the collection system for early warning
of a potential sewer spill, and condition-based sewer
cleaning. This will provide 24/7 level monitoring of
critical areas in the gravity collection system.
Total costs for the collections system maintenance is
greater than $9 million.
The following activities and goals are planned for fiscal year 2021-22:
• Major valve replacement at three Pump Stations.
• Repair of liners in the Sunflower Trunkline.
• Repair of the Bushard Diversion Structure.
• Clean 56 miles of regional sewer lines on a cleaning schedule.
• CCTV video inspection of 650 regional system manholes.
• CCTV video inspection of 70 miles of regional sewer pipeline.
• Complete at least 85% of scheduled preventative maintenance work.
• Manage odor control chemical expenditures to between 95-102 percent of budget.
• Continue to implement emergency preparedness bypass pumping plan for pump stations.
• Continue to deploy collection system level sensing equipment for condition-based cleaning.
The total cost for these proposed collections system activities is greater than $15 million.
Collection System Capital
Improvement Projects:
Our collections projects go through planning and design process to ensure all elements of the project are thoroughly assessed. These projects typically renew or replace aging pipelines and pump stations, upgrade facilities to meet current codes and standards, and in some instances to increase flow capacity due to observed increases in stormwater infiltration and/or growth in localized portions of our service area.
One of the larger projects is the Newhope-Placentia Trunk Replacement (Project No. 2-72) which is taking place in the cities of Fullerton and Anaheim. Seven miles of sewer along State College Boulevard, from Yorba Linda Boulevard to Orangewood Avenue, will be upsized to accommodate the flow necessary to allow the abandonment of the Yorba Linda Pump Station which has reached the end of its useful life. After analyzing the system, it is not practical to update the facility due to the high costs of rehabilitation and the limitation to utilize the flow for reclamation. Currently, flow is diverted into the
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Santa Ana River Interceptor instead of the Newhope-Placentia line due to the existing insufficient capacity, thus preventing the use of flow for the Groundwater Replenishment System. The project also includes modifications to existing diversion structures to add flexibility to the collection system and divert additional reclaimable flows. Construction is scheduled for completion in Summer 2021. The project has a current budget of $126 million.
Another large-scale project is the Rehabilitation of the Western Regional Sewers (Project No. 3-64) This project is comprised of three separate contracts that encompass the western region of OC San’s service area. This project covers an area of over 20 miles of sewer pipelines and associated manholes primarily in the public rights of way in the cities of Anaheim, Buena Park, Cypress, La Palma, Seal Beach, and unincorporated Orange County. Staff has worked and will work closely with the involved cities throughout the design of these projects. Community outreach has also taken place during the design phase to identify and mitigate risks before construction occurs. City coordination and community outreach will continue throughout construction. This Project includes the Orange Western Sub-trunk Rehabilitation that covers approximately 13,000 feet of pipe. Also, the Los Alamitos Trunk Sewer Rehabilitation covers approximately 24,000 feet. Two of the contracts are to begin construction during this Budget Book’s fiscal year. The project budget is $82 million.
At the southern edge of the previously mentioned project, the Seal Beach Pump Station (Project No. 3-62 & 3-67) also requires attention to properly support the western region of our service area. Not only are the electrical and safety codes significantly different from when the station was first constructed in the early 1970s, but many of the electrical, mechanical, and control system components are becoming obsolete, so long-term maintenance is no longer an option. One of the sewer force main pipes is too risky to operate and the others useful life is near its end. The two-sewer force main pipes (2.5 miles long) and the pump station will be replaced. Odor control facilities will be added to reduce system corrosion and minimize public impacts. The Force Main construction is underway and will be completed Fall 2022 and the Pump Station is currently under design. The budget for these projects is $131 million.
Plant Maintenance:
The maintenance organization has taken additional steps to strategically align its organization to support OC San’s increasing Capital Improvement
Program (CIP) outlay and improve asset availability and reliability. Major initiatives during FY2020-2021 include increased collaboration with asset management efforts as well as the centralization of preventive maintenance optimization, and maintenance planning, scheduling and coordination to integrate with the CIP.
Throughout the Plants, more than 12,400 preventative maintenance activities were performed. In addition, the following significant maintenance and repair activities are projected to be completed in fiscal year 2020-21:
• Completed major maintenance service of 16 remaining primary sedimentation basins for increased reliability at Plant No. 1.
• Major overhaul of one gas compressor at each Plant.
• Cleaned four digesters at Plant No. 1 and three at Plant No. 2.
• Overhauled Main Sewage Pump motors at the Plant No. 2 Headworks.
• Overhauled 6 secondary clarifiers at Plant No. 2.
• Replaced secondary clarifier inlet gates at Plant No. 2.
• Replaced the truckloading augers, valves and sliding frame systems at Plant No. 2.
• Completing the overhaul of the Steam Turbine at Plant No. 2.
Total costs for the treatment plant maintenance is greater than $23 million.
Looking forward to fiscal year 2021-22, there are more than 12,600 preventative/predictive maintenance activities scheduled to be completed at Plant Nos.1 and 2. This includes typical time or cycle based maintenance tasks such as adjustments and mechanical alignments, cleaning and tightening of electrical equipment, calibration of sensors and meters, changing of lubricants and filters, exercising equipment, rebuilds and regulatory testing. In addition, staff will be utilizing predictive technologies such as vibration analysis to measure imbalance in rotating equipment, thermography to detect heat signatures, oil analysis to predict imminent failure of equipment and lubricant degradation, and ultrasonic analysis to measure material flaws. These predictive technologies will not only improve how maintenance is performed but will also provide decision
INFRASTRUCTURE ASSET MANAGEMENT
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INFRASTRUCTURE ASSET MANAGEMENT
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making information to support the OC San Capital Improvement Plan.
In addition to normal maintenance activities, OC San is planning the following major activities for fiscal year 2021-22:
• Replacement of the Plant No. 1 CenGen Battery System.
• Bi-annual and annual major overhaul of thickening and dewatering centrifuges at Plant Nos. 1 and 2.
• On-going efforts of major mechanical repair of Plant No. 2 Digester equipment to retain in service until completion of new digesters.
• Major overhaul of one gas compressor at each Plant.
• Replacement of end-of-life pump motor drive units throughout Plant Nos. 1 and 2.
• Repair of failed low voltage cables at the Plant No. 2 Headworks.
• Cleaning of three digesters at Plant No. 1 and three at Plant No. 2.
The total cost for these proposed plant maintenance activities is greater than $19 million.
Reclamation Plant No. 1
Capital Improvement Projects:
These projects are intended to rehabilitate or reconstruct major components of our treatment process.
One of the largest projects is the Headworks Rehabilitation at Plant No. 1 (Project No. P1-105). The facility is almost 30 years old, so a comprehensive refurbishment is required in order to extend its life. 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. The project will also include demolition of the original Headworks No. 1 facilities and the unused Chlorine Building pumps. Construction is scheduled to break ground Summer 2021. The total budgeted cost for this project is $340 million.
Project No. P1-133 Primary Clarifiers Reliability Improvements at Plant No. 1 will increase the operating reliability of the rectangular primary clarifiers along with the replacement of equipment
that is beyond its useful life. The Project is scheduled to begin construction in March 2022 and the total budget is $14 million.
Treatment Plant No. 2
and Joint Facility Capital
Improvement Projects:
Plant No. 2 will be the site of many construction projects over the coming decade. A few of these projects include:
The Primary Treatment Rehabilitation Project (Project No. P2-98) will rehabilitate or replace primary clarifiers, influent pipes, construct new primary effluent pipes, and rehabilitate and upgrade the odor control systems. There are 14 primary clarifiers at Plant No. 2. The ·”A-Side” clarifiers are the first set of four clarifiers constructed in the 1960’s. The A-Side Primary Clarifiers Replacement project not only constructs four new primary clarifiers, it also includes the construction of two primary sludge pump stations, odor treatment complex, electrical distribution center, electrical and fiber systems, and process controls. The current A-Side clarifiers have dome covers and measure 140-feet in diameter and 21-feet high from the ground surface. The four new circular clarifiers will have aluminum flat covers instead of the dome shape, with hinged panels to allow for operator observation and maintenance access Construction of the first phase is underway, and the next phase will be completed by 2026. The total project budget is $195 million.
Digester Gas Facilities Rehabilitation, Project No. J-124, will rehabilitate digester gas facilities at Plants No. 1 and 2 to meet current and future OC San needs such as Air Quality Management District and National Fire Protection Association regulations, and future projected gas production. As a resource recovery agency, the digester gas facilities at both plants capture, clean, and compress digester gas from the treatment process and converts it to power the Central Generation facilities. Design on this project will continue to the next year with anticipated construction to commence in Fall 2022. The Project budget is $173 million.
Support Facilities Projects:
The Administration Building does not have sufficient office space to accommodate employees resulting in personnel being spread throughout the plant in temporary trailers. Furthermore, the Administration Building is approaching 60 years old and require extensive rehabilitation and upgrades to meeting
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INFRASTRUCTURE ASSET MANAGEMENT
current building code and permit requirements. Some of the temporary trailers have been in use since the 1990s. The Headquarters Complex (Project No. P1-128) will construct a new building, which will be located north of Ellis Ave. across from Plant No. 1, will consolidate employees and business functions, and will also preserve valuable land at Plant No. 1 for future process needs, as identified by the 2017 Facilities Master Plan. This project is currently in Bid/Award phase as of June 2021. The total project budget is $167.5 million.
Planning Studies:
As part of the long-term CIP planning efforts, several studies are currently underway, evaluating various areas of the plants and the collection system to determine their condition, and identify deficiencies or improvements needed to develop and support CIP Projects. Below are two examples of current ongoing studies.
The Central Laboratory Building at Plant No. 1 was originally constructed in 1989. It is a two-story
building of approximately 36,000 square feet. There are various issues associated with the building. The current layout is presenting challenges for newer testing and regulatory requirements. Other issues include: the building originally constructed without a formal review process by the local city building departments; and seismic issues that are projected to result in significant cost impacts in modifying the existing building. This Study will help make the determination to rehabilitate the existing structure verses a new building.
Recent efforts have revealed issues towards the ability to overhaul the existing engines at the Central Generation Facilities. This study will provide a market analysis and determine if OC San can successfully perform the bottom-end overhauls and if OC San is on a sustainable path to reliably operate and maintain the Cen Gen Facility engines for the next 20 years. Planning Studies Program Budget: $28.7 million.
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CAPITAL IMPROVEMENT PROGRAM
CIP Budget Request Summary
This is an update to the Fiscal Year 2020-22 two-year
budget. With $10.7 billion of aging assets requiring
constant investment and attention, OC San is
focusing its efforts on the continued refinement of
its asset management-based engineering planning
process. This process has been used to propose
project modifications to efficiently package projects
for execution. OC San staff is working to carefully
identify all the necessary scope of work items
in the planning phase of projects to assist with
successful CIP execution that will also reduce future
construction change orders and other project risks.
Through this, a rolling 20-year Capital Improvement
Program is maintained.
The Project Management Controls System staff work with the project managers and management throughout the year to manage the scope, schedule, budget, risk and other key project indicators for each project. The information is collected monthly and compiled in the Project Management Office Sharepoint website. This information is then readily available during the budgeting process to minimize the time and effort needed to prepare and update the CIP portion of the overall budget.
Annually, as part of the CIP budget validation and
prioritization process, OC San staff review each
ongoing CIP project to ensure that the scope of the
project is appropriate, and that the cost estimates
are up to date. All projects in the CIP program have
been prioritized based on risk exposure. Projects that
would present a higher risk if they were delayed are
given a higher priority. The CIP budget process is
continually improved and further refined as the
OC San improves the CIP project management
controls system.
The validated CIP includes 64 large capital projects with a total 10-year estimated cashflow expenditure of $3.0 billion, not including reimbursables. This represents a net $123 million increase from the 2020-21 CIP estimate. For a listing of capital projects and their budgets, see “Summary of Capital Requirements” in the appendix. As a part of this cashflow, there are also smaller Projects that fall under budgets that are listed as M-FE, , M-STUDIES, M-RESEARCH, M-MC-IT:
• 40 – Facilities Engineering Projects (consist of
smaller design costs)
• 17 – Planning and Research Studies
• 3 – Information Technology Support budget
During this budget validation process, projects
budgets are modified to account for newly discovered issues. In some cases, more accurate construction cost estimates were developed at the preliminary design level when more project details have been defined. For example, a detailed cost estimate for the Los Alamitos Sub-Trunk Extension Project (No. 3-68) revealed the need to increase the budget from $84 million to $117 million. Note this Project is scheduled to start in 2025.
Four projects have been created totaling $294 million.
These projects are:
• 6-20 - Fairview Trunk Rehabilitation
• P1-139 - Standby Generator Feeders for Plant No. 1
Secondary Systems
• P1-140 - Activated Sludge-1 and Secondary Clarifier Rehabilitation
• P2-139 - Emergency Overflow Wingwalls
Rehabilitation at Plant No. 2
Project 6-20 was recently discovered when a sewer video inspection revealed structural defects that required the Project start within the next year. P1-140 was created from two older Projects that were to start in the Future. Current Asset Management Assessments revealed the need to rehabilitate this facility sooner than later.
There are no projects that were not identified in
the FY 2020-22 budget book, that have since been
approved by the OC San Board of Directors.
As part of the budget update process, the following projects are cancelled or closed:
Cancelled: None
Closed:
• P1-101 - Sludge Dewatering and Odor Control at
Plant 1
• P2-110 - Consolidated Demolition and Utility Improvements at Plant 2
• P1-115 - Title 24 Access Compliance and Building
Rehabilitation Project
• 6-17 - District 6 Trunk Sewer Relief
• 2-41-8 - SARI Rock Stabilizers Removal
• 2-65 - Newhope - Placentia Trunk Grade Separation Replacement
Following within the appendix are descriptions and justifications for the capital improvement projects which are new projects proposed for this Fiscal Year 2021-22 budget update. For a description of ongoing projects, see Section 8 of the Fiscal Years 2020-21 and 2021-22 Budget (last year’s book).
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 25
2021-22 BUDGET UPDATE
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202226
DEBT FINANCING PROGRAM
Debt Financing
Due to the potential magnitude of the capital
improvement program, it is necessary that OC San
utilize debt financing to meet its total obligations.
Debt financing allows OC San to meet projected
construction schedules while achieving the lowest
possible user fees, as well as long-term stability in
future sewer service fee rates.
Certificates of Participation
(COP)
The primary debt financing mechanism used
is Certificates of Participation (COP). COPs are
repayment obligations based on a lease or installment
sale agreement. The COP structure was selected over
other structures because COPs are not viewed as debt
by the State of California, as the purchaser does not
actually receive a “bond,” but rather a share in an
installment sale arrangement where OC San serves
as the purchaser. COPs can be issued with fixed or
variable interest rates.
As of July 1, 2021, the total outstanding COP
indebtedness will be $909.6 million.
Build America Bonds
Financings
OC San issued the $80.0 million Wastewater Revenue
Obligations, Series 2010A in May 2010 and the
$157.0 million Wastewater Revenue Obligations,
Series 2010C in November 2010 as “Build America
Bonds” (BABs) fixed rate debt.
The American Recovery and Reinvestment Act of
2009 created a new financing product, BABs, for the
municipal issuer. BABs are issued as higher interest
taxable bonds; however, the U.S. Treasury provides a
35 percent subsidy on interest payments. The net cost,
after accounting for the 35 percent subsidy payment,
frequently results in lower net costs to the issuer,
specifically in the maturity years beyond ten years.
On March 1, 2013, the federal government
implemented certain automatic spending cuts known
as the sequester. As a result of the sequester, federal
subsidy payments on BABs were reduced by
8.7 percent, 7.2 percent, 7.3 percent, 6.8 percent,
6.9 percent, 6.6 percent, 6.2 percent, and 5.9 percent
for the federal fiscal years ended 2013, 2014, 2015,
2016, 2017, 2018, 2019 and 2020, respectively.
Dedicated Funding Source
In 1992 and 2004 the Board of Directors formalized
the dedication of certain funding sources. To ensure
the continuation of favorable credit ratings, revenues
were dedicated to debt service in the following order:
1. Ad valorem property taxes
2. Sanitary sewer service charges
3. Other revenues
This apportionment of the ad valorem tax was
consistent with and pursuant to the Revenue Program
adopted in April 1979 to comply with regulations of
the Environmental Protection Agency and the State
Water Resources Control Board and in accordance
with COP documents and Board policy.
OC San Maintains AAA Bond
Rating
OC San’s bond rating is “AAA” from Moody’s and
Fitch Ratings. An “AAA” Rating is the highest for a
government agency. In order to maintain this rating,
OC San adheres to its debt policy and coverage ratios
requirements. This Board-adopted policy serves as
the agency’s guide in the management of existing
debt and in the issuance of future debt.
Debt Ratios
OC San has contractual covenants within the
existing COP agreements which require minimum
coverage ratios of 1.25. The minimum coverage
ratio is the ratio of net annual revenues available
for debt service requirements to total annual debt
service requirements for all senior lien COP debt.
The coverage ratio for senior lien COP debt is being
proposed at 4.13 for fiscal year 2021-22.
Future Financings
No new money debt issuances are being proposed
over the next fiscal year as the $3.0 billion in future
replacement, rehabilitation, and refurbishment
projects anticipated over the next ten years will be
adequately funded through current sewer service fee
charges and existing reserves.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 27
2021-22 BUDGET UPDATE
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202228
OPERATING EXPENSES
Summary of Operating and Maintenance Expenses
(in millions)
Salaries, Wages, and Benefits –
$108.1M
Salaries and Wages – The proposed budget for Full
Time Equivalent (FTE) positions for 2021-22 reflects
no increase of FTEs from the 2020-21 approved
staffing level of 639.0 FTEs. Provision has been made
in these salary projections to comply with the terms
of the most recently adopted Memorandum’s of
Understanding.
Retirement – OC San employees are members of
the Orange County Employees’ Retirement System
(OCERS). Information from OCERS indicates that the
employer’s required contribution rates will be flat in
fiscal year 2021-22 from 10.02 percent to 9.8 percent.
As a result of OC San’s Board of Director’s actions
to reduce the unfunded actuarial accrued liability,
OC San’s contribution rate is among the lowest in the
county.
Group Insurance – These expenses include OC
San’s share (approximately $15,414 per employee)
of employee medical plan benefits for the indemnity
plan, prepaid HMO plans, dental insurance plan, and
life and disability insurance premiums. The proposed
budget includes a seven percent increase for medical plans starting January 2022.
Contractual Services – $19.2M
The treatment plants currently produce about 550 wet tons per day of biosolids which are recycled in California and Arizona. About half of the biosolids are currently allocated to create compost and the other half is used on farms to grow feed and seed crops. The 2021-22 biosolids budget is $13.1 million, approximately 68 percent of the Contractual Services budget. Other residuals solids and waste includes disposal costs for grit and screening waste, digester cleaning waste, and hazardous materials.
This category also includes appropriations for grounds keeping, janitorial, security, toxic waste removal, outside laboratory, trash pickup, plant site sweeping, closed circuit television pipeline inspections, line cleaning, and temporary services.
Repairs and Maintenance –
$29.7M
This item, which is for parts and services for repair
2020-21 2020-21 2021-22 2021-22
Category Adopted Projected Adopted Proposed
Salaries and Benefits $102.1 $102.4 $107.3 $108.1
Contractual Services 19.2 18.6 19.4 19.2
Repairs and Maintenance 28.4 28.1 24.2 29.7
Operating Materials & Supplies 21.5 21.4 21.3 22.0
Utilities 8.4 9.4 8.4 9.3
Professional Services 5.7 4.2 5.8 6.9
Other Materials, Supplies, Services 2.8 2.4 2.9 3.4
Self-Insurance Requirements 2.2 2.2 2.2 2.2
Administrative Expenses 2.0 1.9 1.9 2.1
Training and Meetings 1.1 0.5 1.0 0.8
Research and Monitoring 1.3 1.1 1.4 1.5
Printing and Publications 0.4 0.3 0.4 0.4
Cost Allocation (20.8) (20.7) (21.7) (21.7)
Total Operating Expenses $174.3 $171.7 $174.5 $183.9
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 29
2021-22 BUDGET UPDATE
of plant and collection facilities and annual service contracts, is expected to increase $1.6 million, or 5.7 percent above the 2020-21 projected costs of $28.1 million.
Planned repairs include: digester cleaning ($3.4 million); Sunflower trunk repairs ($3.3 million); centrifuge overhaul ($2.0 million); secondary clarifier repairs ($1.6 million); and digester maintenance projects ($1.0 million).
Operating Materials and
Supplies – $22.0M
Chemical Coagulants – Anionic polymer is added to the influent wastewater along with ferric chloride to improve solids removal efficiencies in the primary clarifiers. Ferric chloride is also added to the digesters for solids odor control. Cationic polymer is added to digested sludge prior to dewatering to aid in coagulation, improving the sludge and water separation process. Cationic polymer is also added to the waste activated sludge dissolved air flotation thickeners (DAFTs) to improve solids coagulation.
The costs for this group of chemicals are expected to be $10.7 million, a decrease of $500,000 from the 2021-22 projected costs due to price increases.
Odor Control Chemicals – OC San uses hydrogen peroxide, sodium hydroxide (caustic soda), sodium hypochlorite (bleach) and muriatic acid as the primary odor control chemicals in the treatment plants. Ferrous chloride, magnesium hydroxide, calcium nitrate, and caustic soda are the primary odor control chemicals used in the collection system.
The 2021-22 budget for these chemicals is $7.6 million, approximately $1.2 million more than the 2020-21 projected costs.
Utilities – $9.3M
During fiscal year 2021-22, the overall cost for utilities, a significant component of the operating budget, is anticipated to decrease by $100,000 as follows:
Natural Gas – Natural gas is purchased from two providers for different purposes. Purchases from a gas marketer are used to supplement the digester gas that is used to run the CenGen facilities. The fiscal year 2021-22 natural gas budget is $1.0 million, 11.8 percent lower than the projected 2020-21 costs. CenGen engine natural gas usage is expected to increase during the summer months in order to reduce peak electricity demand.
Electricity – Electricity is the largest utility cost incurred by OC San. Purchased electricity is used in running the plant processes as a supplement to power produced in the central generation facilities.
The 2021-22 proposed budget of $6.7 million is 1.9 percent higher than the 2020-21 projected costs due to price increases and the use of centrifuges.
Staff have the opportunity to optimize power usage by either purchasing supplemental natural gas or electricity, whichever costs less.
Water – Water is used throughout the treatment plants. Potable (drinking) water is supplied by the Cities of Fountain Valley and Huntington Beach; and plant water is disinfected secondary effluent.
• Potable Water – The potable water budget includes water supplied by the City of Fountain Valley for Plant No. 1 and the City of Huntington Beach for Plant No. 2. Approximately 5 percent of the potable water at Plant No. 1 is used for domestic uses and less than 1 percent is used for irrigation. The majority of the irrigation at both plants uses reclaimed water. Less than 1 percent of the potable water used at Plant No. 2 is for domestic uses due to the relatively small number of employees at Plant No. 2. The proposed total potable water cost for 2021-22 is $1.0 million, approximating the projected 2020-21 costs.
Professional Services – $6.9M
Professional Services includes General Counsel, special labor counsel, audit and miscellaneous accounting services, legislative advocacy, engineering, and other technical consulting services. The 2021-22 proposed budget is 64.3 percent higher than the 2020-21 projected cost mainly due to project delays from COVID-19 pandemic, increases of engineering services, safety assessments, lab certification and audit, PFAS monitoring and studies, and consulting services.
Other Material, Supplies,
Services – $3.4M
This category of costs includes an appropriation for 2021-22 of $2.2 million for in-lieu premium contribution charged to operations is recommended for the Property and General Liability Program. This will serve to maintain the reserves balance for the property and general liability self-insurance programs.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202230
OPERATING EXPENSES
OC San’s outside excess general liability insurance coverage is $40 million per occurrence with self-insurance retention of $750,000.
OC San’s property insurance coverage is $800 million for perils of fire and $100 million for perils of flood, subject to a self-insurance retention of $250,000. OC San is partially self-insured for earthquake but does carry $25 million in coverage on seven key structures with a $5 million deductible. OC San also has a $50 million sublimit for builder’s risk under the property insurance program to ensure upcoming construction projects are adequately covered.
Expenses not chargeable to other categories, such as freight and miscellaneous items, and annual regulatory fees assessed by the South Coast Air Quality Management District, are recorded with this category.
Administrative Expenses –
$2.1M
These accounts include supplies, postage, technical journals and publications, forms, small office equipment, and small computer items that cost less than $5,000 per item and exclude items that are capitalized.
Training and Meetings – $0.8M
Board member and staff travel has been significantly reduced in recent years. This category also includes meetings of professional societies; ongoing technical training and materials for staff; training for computerized plant monitoring and control systems, MAXIMO (a computerized maintenance management system), Enterprise Resource Planning (ERP), and other “high tech” equipment, processes and systems; and training to allow for an adaptive and flexible work force. While OC San continues to place an emphasis on effective safety training, as well as technical, leadership and management training, the training budget has been reduced from previous highs of 2.0 percent to approximately 1.0 percent of budgeted regular salaries due to savings achieved in part through the use of online courses.
Research and Monitoring –
$1.5M
The budget for research and monitoring expenditures
is maintained at approximately $1.5 million each
year. It consists of contract services to carry out the
extensive ocean monitoring program required by the
EPA under provisions of OC San’s NPDES permit;
air quality monitoring costs; OC San’s contribution
to the Southern California Coastal Water Research
Project (SCCWRP) being conducted under a joint
powers agreement with other Southern California
municipal dischargers; and also provide for increased
operational and ocean research and evaluation to
develop optimum operating parameters in treatment
plants.
Printing and Publication –
$0.4M
The budget provides for in-house and outside
reproduction costs and reflects an expanded
management information system and administrative
requirements, as well as a continuing demand by
the public and regulatory agencies for information.
The continuing effort of the Public Affairs Office to
improve public education programs about OC San’s
activities is also reflected in the budget for this line
item. This group of accounts also includes costs for
photo processing, advertisements, and notices.
Cost Allocation – ($21.7M)
This represents direct labor and benefit charge outs
and materials, supplies and services cost allocation
to the capital projects where the related work was
performed.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 31
2021-22 BUDGET UPDATE
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202232
DEPARTMENTS SUMMARY
Expenses by Department (in millions)
2021-22 2021-22
2020-21 Originally Percent Updated Percent
Department Budget Proposed Change Proposed Change
Administration Units:
General Manager’s Office $4.3 $4.4 2.3% $4.1 (4.9%)
Human Resources 6.6 7.0 6.1% 7.2 2.5%
Administrative Services 27.7 28.5 2.9% 30.1 5.5%
Sub-Total $38.6 $39.9 3.4% $41.4 3.8%
Operating Units:
Environmental Services 19.3 20.3 5.2% 21.2 4.6%
Engineering 5.6 5.6 0.0% 5.4 (3.2%)
Operations & Maintenance 110.8 108.7 (1.9%) 115.9 6.6%
Sub-Total $135.7 $134.6 (0.8%) $142.5 5.9%
Total $174.3 $174.5 0.1% $183.9 5.4%
Staffing by Department (FTEs)
2021-22 2021-22
2020-21 Originally Percent Updated Percent
Department Budget Proposed Change Proposed Change
Administration Units
General Manager’s Office 18.00 18.00 0.0% 15.00 (16.7%)
Human Resources 26.00 26.00 0.0% 26.00 0.0%
Administrative Services 101.00 101.00 0.0% 102.00 1.0%
Sub-Total 145.00 145.00 0.0% 143.00 (1.4%)
Operating Units
Environmental Services 93.00 93.00 0.0% 93.00 0.0%
Engineering 117.00 117.00 0.0% 116.00 (0.9%)
Operations & Maintenance 284.00 284.00 0.0% 287.00 1.1%
Sub-Total 494.00 494.00 0.0% 496.00 0.4%
Total FTEs 639.00 639.00 0.0% 639.00 0.0%
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 33
2021-22 BUDGET UPDATE
ADMINISTRATION UNITS
General Manager’s Office
Budget $4.1M – Staffing 15 FTEs
The General Manager’s Office provides general oversight of all OC San operations and incorporates functions in the areas of Public Affairs and Board Services.
Human Resources
Budget $7.2 – Staffing 26 FTEs
The Human Resources Department works with management and employees to ensure an effective and productive employment relationship. The department also provides risk management services to the organization to create a safe, healthy and secure environment for staff, contractors, and visitors.
Administrative Services
Budget $30.1M – Staffing 102 FTEs
The Administrative Services Department maintains financial oversight and administration of all OC San funds and accounts and is responsible for contract administration and procurement, and oversees all OC San computer, networking and customer support issues.
OPERATING UNITS
Environmental Services
Budget $21.2M – Staffing 93 FTEs
The Environmental Services Department manages all environmental monitoring, regulatory, compliance and reporting elements to ensure that OC San meets the requirements of federal, state and local regulations for treated sewage discharge into the ocean, water recycling, air emissions, industrial waste, sewer system operations, land use controls and biosolids and stormwater management.
Engineering
Budget $5.4M – Staffing 116 FTEs
The Engineering Department is responsible for the planning and execution of the OC San’s capital improvement program and asset management program.
Operations and Maintenance
Budget $115.9M – Staffing 287 FTEs
The Operations and Maintenance Department is responsible for the operation and maintenance of the OC San’s two wastewater treatment plants as well as the sanitary sewer system pipeline and pumping facilities. The department also provides fleet management services for OC San. The budget reflects the addition of eight new positions to support an increasing maintenance workload.
FTEs = Full-Time Equivalent Positions
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202234
GENERAL MANAGER’S OFFICE
Administrative Services
EnvironmentalServices
Engineering
Operations and Maintenance
Board ofDirectors
General CounselOffice
General Manager
HumanResources
General Management Administration
Board Services
Public Affairs
General
Manager’s
Office
Service Description
General Management Administration is responsible for working with the Board of Directors to establish
standards, policies and procedures, and the overall goals and Strategic Plan of OC San. The General Manager
reports directly to the Board of Directors and provides general oversight to all agency operations, interagency
relations, legislative activities, and communications. The General Manager directly oversees Human Resources,
Board Services, and Public Affairs.
Board Services promotes public trust and ensures transparency by preparing and publishing agendas and
notices in accordance with legal requirements; accurately recording and preserving the legislative actions;
safeguarding vital, historic and permanent records of OC San; and providing exceptional customer service
and support to the Board of Directors, OC San staff, and the general public in a courteous, timely and efficient
manner.
Public Affairs communicates information about OC San in a timely, accurate, and accessible way to employees,
the Board of Directors, the general public, the wastewater industry, and the news media.
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 35
2021-22 BUDGET UPDATE
Budget Overview
The fiscal year 2021-22 budget for the General Manager’s Office reflects
a decrease of 4.9 percent over the originally adopted budget. The
decrease is primarily due to decreases in costs for personnel, training,
and document archival for engineering library project being allocated
out to Information Technology division.
Performance Objectives / Measures
• Ensure that the Board approved Strategic Plan is implemented.
• Provide leadership development opportunities reaching at least
70 percent of staff.
• Maintain the Special District Leadership Foundation (SLDF) District
Transparency Certificate of Excellence.
• Respond to 100 percent of public records requests within seven
business days.
• Provide information to Board of Directors through the General
Manager’s monthly report and the new Board Member orientation.
• Provide services and implement programs that meet communication
needs of OC San’s external audience by reaching a minimum of 3,000
people per year.
Authorized FTE Positions
Managers ...................................2.00
Supervisors /Professionals .....7.00
Administrative /Clerical ............5.00
Technical Services ...................1.00
Total .........................................15.00
Staffing Trends
2021-222020-212019-202018-192017-18
15.00 14.00 15.00
18.00
15.00
Operating Expense
2020-21 2021-22 2021-22
Category Budget Adopted Proposed
Personnel $2,670,000 $2,790,200 $2,688,522
Supplies 160,400 126,000 123,000
Professional & Contractual Services 1,017,400 1,017,400 926,400
Research & Monitoring - - -
Repairs & Maintenance - - -
Utilities - - -
Other 559,170 535,930 518,880
Cost Allocation (117,360) (117,360) (117,360)
Total $4,289,610 $4,352,170 $4,139,442
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202236
HUMAN RESOURCES DEPARTMENT
Service Description
Human Resources is a full-service department responsible for all aspects of Human Resources and Risk
Management administration that ensures a productive and safe workplace and maintain programs that support
a positive employment relationship. The Human Resources Department is committed to a workplace grounded
in fair and equitable employment decisions and practices. This department serves as the in-house advisor to the
General Manager, executive staff, OC San departments, and all staff by delivering high quality services with an
emphasis on customer satisfaction as a key objective.
Human Resources Administration oversees all human resources functions, including Benefits Administration,
Classification and Compensation, Employee and Labor Relations, Workers Compensation, Employee
Development/Performance Management, and Recruitment and Selection. Benefits Administration administers
and maintains employee benefits and the reasonable accommodation program. Classification and Compensation
is a vital function that ensures a competitive and fair compensation system and an equitable classification
structure. Employee and Labor Relations works to enhance the employment relationship by providing
professional assistance and guidance on labor agreements, policies, laws and work-related issues. Workers
Compensation provides medical care and benefits to employees who become ill or injured in the course of
employment. Employee Development/Performance Management manages and coordinates District-wide legally
mandated training programs; and oversees the employee performance program. Through the Recruitment and
Selection program, OC San seeks to attract, hire, and retain the best qualified employees in a manner that is fair,
equitable and merit-based.
Risk Management/Safety/Security protects the finances and human resources of OC San. It identifies and
addresses potential risk to the organization and provides solutions for mitigating or reducing the risk. The major
areas of responsibility include insurances, occupational safety and health, security, and emergency preparedness.
Safety is a priority for OC San, and this area includes comprehensive safety training programs, safe working
practices, and quarterly facility inspections. Security and emergency preparedness programs include the oversight
of OC San’s contracted security services, planning emergency drills, and ensuring OC San has the necessary
programs, supplies and training in preparation for an emergency. These programs ensure OC San provides a
secure, safe and healthy work environment for OC San staff, contractors, and visitors.
Administrative Services
EnvironmentalServices
Engineering
Operations and Maintenance
Board ofDirectors
General CounselOffice
General Manager
HumanResources
General
Manager’s
Office
Human
Resources
Administration
Risk Management / Safety Security
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 37
2021-22 BUDGET UPDATE
Budget Overview
The fiscal year 2021-22 budget for the Human Resources Department
reflects a 2.5 percent increase from the originally adopted budget.
The increase is primarily due to increases in personnel costs, medical
insurance, employee benefits, repairs materials, and industrial hygiene
services. The overall increase is partially offset by a decrease in
training costs.
Performance Objectives / Measures
• Work with upper management to resolve issues at the lowest level through conflict resolution training and techniques.
• Reduction in injury rates through monitoring and partnering with departments to implement effective safety and health systems and processes.
• Completion of quarterly safety training, near miss and building inspection status reports.
• Implement Leading Safety Indicators to reduce injuries to employees.
• Manage operating expenditures to within 96 to 100 percent of the approved budget.
Authorized FTE Positions
Managers ...................................2.00
Supervisors /Professionals ...20.00
Administrative /Clerical ............4.00
Total .........................................26.00
Staffing Trends
2021-222020-212019-202018-192017-18
27.00 27.00 27.00 26.00 26.00
Operating Expense
2020-21 2021-22 2021-22
Category Budget Adopted Proposed
Personnel $4,003,400 $4,244,200 $4,371,762
Supplies 234,200 234,200 234,200
Professional & Contractual Services 3,137,456 3,325,625 3,373,625
Research & Monitoring - - -
Repairs & Maintenance 4,550 4,550 14,050
Utilities - - -
Other 717,562 654,820 644,370
Cost Allocation (1,486,070) (1,486,070) (1,486,070)
Total $6,611,098 $6,977,325 $7,151,937
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202238
EnvironmentalServices
Engineering
Operations and Maintenance
Board ofDirectors
General CounselOffice
General Manager
HumanResources
General
Manager’s
Office
ADMINISTRATIVE SERVICES DEPARTMENT
Service Description
The Administrative Services Department oversees all of OC San’s finance, contracts/purchasing, and information
technology activities, including both day-to-day operations and strategic planning. The department serves as
a liaison to Executive Management, the Board of Directors, and other departments of OC San. The department
includes five divisions:
Administrative Services provides leadership and oversight to all Administrative Services divisions.
Consolidated Services accounts for various OC San expenses that are not attributed to one division.
Financial Management oversees and administers all OC San’s funds and accounts. Programs include treasury
and debt management, accounts receivable and payable, user fees, payroll, fixed assets accounting, project
controls, and coordinating the capital and operating budget process.
Contracts, Purchasing, and Materials Management is responsible for contract administration and procurement
for all departments. Additionally, this division manages OC San’s warehouses, receives and maintains inventory,
and distributes supplies, materials, and equipment.
Information Technology is responsible for customer support related information technology assets and
services, networking and infrastructure, telecommunications service operation and maintenance, network and
programming, solutions and application support, and cyber security.
Administrative
Services
Financial Management
Contracts,
Purchasing and
Materials
Management
Information Technology
Administrative Services
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 39
2021-22 BUDGET UPDATE
Budget Overview
The fiscal year 2021-22 budget for the Administrative Services Department
reflects a 5.5 percent increase from the originally adopted budget. The
increase is primarily due to increases in costs for medical insurance,
janitorial services, property management fee, rental repair services &
water, freight, temporary services, software upgrade, projects deferred
from prior year, service agreements cost adjustments, new software/
hardware, maintenance renewal for GIS, and project transferred from
capital to operating. The overall increase is partially offset by a decrease in
personnel and retirement costs.
Performance Objectives / Measures
• Manage operating expenditures to within 96 to 100 percent of the approved budget.
• Validate project schedules and costs for the Capital Improvement Program (CIP) in conjunction with the budget process.
• Comply with the California State Government Code 100 percent of the time with all treasury investments.,
• Submit the annual sewer service fee property parcel database to the County in time for placement on annual secured property tax bills.
• Process all approved sewer service fee refund requests within 90 days, 90 percent of the time.
• All debt service payments will be paid electronically, on the actual due dates, and error free 100 percent of the time.
• Continue the cycle count program and maintain a 97 percent accuracy rate or better.
• Replace obsolete desktop, mobile, and server computers. Rotate desktop computers every 5 years, mobile computers every 3 years, and servers every 5-6 years.
• Cyber Security Awareness Protection – report on the overall effectiveness of phishing campaign.
Authorized FTE Positions
Managers ...................................4.00
Supervisors /Professionals ...63.00
Technical Services .................12.00
Administrative /Clerical ..........23.00
Total .......................................102.00
Staffing Trends
2021-222020-212019-202018-192017-18
99.00 100.00 101.00 101.00 102.00
Operating Expense
2020-21 2021-22 2021-22
Category Budget Adopted Proposed
Personnel $16,818,400 $17,856,800 $17,794,580
Supplies 2,476,650 2,476,650 2,523,450
Professional & Contractual Services 2,557,738 2,216,472 3,205,715
Research & Monitoring - - -
Repairs & Maintenance 2,922,078 3,048,921 3,580,271
Utilities 1,284,732 1,286,915 1,289,103
Other 2,637,545 2,634,923 2,702,516
Cost Allocation (984,770) (984,770) (986,770)
Total $27,712,373 $28,535,911 $30,108,865
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022
Environmental Services Administration and Regulatory Compliance
Resource
Protection
Laboratory, Monitoring and Compliance
40
EnvironmentalServices
Engineering
Operations and Maintenance
Board ofDirectors
General CounselOffice
General Manager
HumanResources
General
Manager’s
Office
ENVIRONMENTAL SERVICES DEPARTMENT
Service Description
The Environmental Services Department manages OC San’s environmental monitoring, regulatory compliance
and reporting elements to ensure that OC San meets the requirements of federal, state, and local regulations for
treated sewage discharge into the ocean, water recycling, air emissions, industrial waste, sewer system operations,
dry weather urban runoff diversion, biosolids, and on-site stormwater management. The Environmental Services
Department consists of three divisions:
Environmental Services Administration and Regulatory Compliance provides leadership, support, and
management oversight for the Department to accomplish OC San’s Strategic Plan and departmental annual
goals. The Regulatory Compliance group is tasked with ensuring adherence to environmental regulations and
permit conditions for ocean discharge, air emissions, potable reuse, and biosolids management. The team actively
advocate for responsible and pragmatic environmental regulations relevant to wastewater treatment and resource
recovery.
Resource Protection provides local enforcement of federal pretreatment regulations and ensures continuous
improvement in OC San’s enhanced source control program to sustain water reclamation and beneficial biosolids
reuse. The division conducts its industrial and non-industrial source control activities in a cost effective and
legally defensible manner to protects OC San’s assets, employees, public health, and the environment.
Environmental Laboratory and Ocean Monitoring provides sampling, ocean and treatment process monitoring,
laboratory analysis, and oceanographic research services to OC San’s operations and to protect receiving water
quality. The division is responsible for collaborating with OC San’s coastal monitoring partners and advancing
analytical innovation in key regulatory areas such as compounds of emerging concern and toxic air contaminants.
Administrative Services
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 41
2021-22 BUDGET UPDATE
Budget Overview
The fiscal year 2021-22 budget for the Environmental Services Department
reflects an increase of 4.6 percent from the originally adopted budget.
The increase is primarily attributable to increases in medical insurance,
memberships, temporary & outside lab services, air quality audit, new
environment compliance requirement support, emission study, aging
vessel repairs, PFAS sewer shed study, NPDES renewal, certification fees
lab audit, and accreditation & assessment fees.
Performance Objectives / Measures
• Manage operating expenditures to within 96 to 100 percent of the approved budget.
• Ensure that reporting divisions achieve no less than 90 percent of individual performance objectives.
• Ensure that all environmental compliance reporting requirements are met on or before required submission dates.
• Conduct audits of all major environmental permits at least once every three years.
• Complete 100 percent of Safety Scorecard requirements each quarter.
Authorized FTE Positions
Managers ...................................3.00
Supervisors /Professionals ...65.00
Administrative /Clerical ............8.00
Technical .................................17.00
Total .........................................93.00
Staffing Trends
2021-222020-212019-202018-192017-18
91.00 91.00 92.00 93.00 93.00
Operating Expense
2020-21 2021-22 2021-22
Category Budget Adopted Proposed
Personnel $14,577,300 $15,274,800 $15,372,316
Supplies 1,961,250 1,874,100 2,246,650
Professional & Contractual Services 946,635 1,153,683 1,437,683
Research & Monitoring 1,304,700 1,428,700 1,547,700
Repairs & Maintenance 370,747 380,910 380,910
Utilities - - -
Other 175,065 170,505 222,842
Cost Allocation (20,790) (22,800) (22,800)
Total $19,314,907 $20,259,898 $21,185,301
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202242
EnvironmentalServices
Operations and Maintenance
Board ofDirectors
General CounselOffice
General Manager
HumanResources
General
Manager’s
Office
ENGINEERING DEPARTMENT
Service Description
The Engineering Department is responsible for the planning and execution of OC San’s Capital Improvement
Program, the Asset Management Program, and interagency coordination. The Engineering Department is
comprised of five divisions:
Engineering Administration provides management to all Engineering Divisions.
Planning is responsible for developing and maintaining a comprehensive Capital Improvement Program for
OC San considering projected capacity requirements, condition of assets, anticipated regulatory and level of
service changes, and technological opportunities. Planning is responsible for OC San’s Asset Management
program to ensure that required levels of service are met by performing planned repair, rehabilitation and
replacement of facilities at optimal lifecycle costs. In addition, this division is responsible for California
Environmental Quality Act preparation and review, and performs services for annexations, connection
permitting, and interagency agreements.
Project Management is responsible for the delivery of capital projects from the preliminary design stage through
project closeout.
Design provides technical leadership, engineering design and quality assurance, design standards development
and management, control systems design and programming, and commissioning oversight.
Construction Management provides construction engineering, quality control inspection, commissioning
execution, and other technical support for construction projects.
Administrative Services
Engineering
Administration
Planning
Project
Management
Design
Construction
Management
Engineering
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 43
2021-22 BUDGET UPDATE
Budget Overview
The fiscal year 2021-22 budget for the Engineering Department reflects a
3.2 percent decrease from the originally adopted budget primarily due to
decreases in personnel and retirement costs, training, operating materials
& supplies, legal, and engineering costs. The overall decrease was partially
offset by increases of regulatory operating fees and minor furniture
and fixtures.
Performance Objectives / Measures
• Expend 90 to 105 percent of project annual Capital Improvement
Program cash flows.
• Manage operating expenditures to within 90 to 100 percent of the
approved budget.
• Ensure that reporting divisions achieve 90 percent of individual
performance objectives.
• Prepare and maintain a 20-year District-wide capital plan coordinating
condition assessment, regulatory requirements, changing levels of
service, and projected capacity requirements.
Authorized FTE Positions
Managers ...................................5.00
Supervisors /Professionals ...83.00
Administrative /Clerical ..........28.00
Total .......................................116.00
Staffing Trends
2021-222020-212019-202018-192017-18
116.00 116.00
121.00 117.00 116.00
Operating Expense
2020-21 2021-22 2021-22
Category Budget Adopted Proposed
Personnel $21,638,300 $22,640,100 $22,566,438
Supplies 39,765 40,415 42,415
Professional & Contractual Services 1,590,615 1,595,615 1,491,615
Research & Monitoring - - -
Repairs & Maintenance 3,900 3,900 3,900
Utilities - - -
Other 377,515 301,280 297,665
Cost Allocation (18,076,310) (18,954,190) (18,954,190)
Total $5,573,785 $5,627,120 $5,447,843
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-202244
EnvironmentalServices
Board ofDirectors
General CounselOffice
General Manager
HumanResources
General
Manager’s
Office
OPERATIONS AND MAINTENANCE DEPARTMENT
Service Description
The Operations and Maintenance (O&M) Department is responsible for treating wastewater, reusing or
disposing of the treated wastewater and all residuals, providing maintenance support to all treatment facilities,
operating and maintaining the sanitary sewer system pipeline and pumping facilities, and for providing fleet
management services. The Department consists of seven divisions:
Operations and Maintenance Administration provides leadership and oversight to all O&M divisions.
Collection Facilities Operations and Maintenance operates and maintains the regional facilities which include
gravity sewers and pumping facilities.
Fleet Services provides fleet and heavy equipment services and motor pool management to all OC San staff.
Plant No. 1 and Plant No. 2 Operations are responsible for the daily management of the wastewater treatment
processes, sludge and biosolids treatment and loading processes and odor and air quality control processes.
Activities also include ensuring compliance with all regulatory permits, support of the Capital Improvement
Program, and coordination of construction and maintenance work. Plant No. 1 Operations also ensures the
delivery of specification water to the Groundwater Replenishment System.
Plant No. 1 and Plant No. 2 Maintenance are responsible for civil, electrical, facilities, instrumentation and
mechanical maintenance of the two treatment plants and pump stations facilities. Plant No. 1 Maintenance
also includes planning for all maintenance activities as well as reliability engineering for both Plants and the
Collections System.
Administrative Services
Engineering
Operations and
Maintenance
Administration
Collection Facilities Operations and Maintenance
Fleet Services
Plant No. 1 Operations
Plant No. 2
Operations
Plant No. 1 Maintenance
Plant No. 2
Maintenance
Operations and Maintenance
BUDGET UPDATE — FISCAL YEAR 2021-2022 BUDGET UPDATE — FISCAL YEAR 2021-2022 45
2021-22 BUDGET UPDATE
Budget Overview
The fiscal year 2021-22 budget for the Operations and Maintenance
Department reflects a 6.6 percent increase from the originally adopted
budget. The increase is primarily due to increases in personnel costs,
group insurances, minor furniture & fixtures, various chemicals,
engineering services, consultant support, tools, solids removal, repairs &
maintenance costs, and utilities. The overall increase was partially offset
by a decrease in retirement costs.
Performance Objectives / Measures
• Achieve 100 percent compliance with water, solids, air, and energy
permits and regulatory requirements.
• Achieve 100 percent compliance level of 90 to 100 percent of the Levels
of Service targets.
• Manage operating expenditures to within 96 to 100 percent of the
approved budget.
Authorized FTE Positions
Managers ...................................5.00
Supervisors /Professionals ...72.00
Administrative /Clerical ............6.00
Technical ...................................1.00
Operations & Maintenance ..203.00
Total .......................................287.00
Staffing Trends
2021-222020-212019-202018-192017-18
287.00
288.00
284.00 284.00
287.00
Operating Expense
2020-21 2021-22 2021-22
Category Budget Adopted Proposed
Personnel $42,374,400 $44,448,200 $45,308,222
Supplies 20,304,496 20,354,881 20,996,570
Professional & Contractual Services 15,731,988 15,936,619 15,616,600
Research & Monitoring - - -
Repairs & Maintenance 25,071,370 20,740,526 25,738,215
Utilities 7,080,222 7,091,923 8,040,623
Other 391,677 290,876 363,146
Cost Allocation (140,410) (145,890) (145,890)
Total $110,813,743 $108,717,135 $115,917,486
BUDGET UPDATE — FISCAL YEAR 2021-202246
BUDGET UPDATE — FISCAL YEAR 2021-2022
APPENDIX
A - 1
Cash Flow Projection
A - 2
Orange County Sanitation District
Consolidated Cash Flow Projections
Preliminary Preliminary Preliminary Preliminary Preliminary Preliminary
Ref Description 21-22 22-23 23-24 24-25 25-26 26-27
Revenues:
1 General User Fees 301,839,390 306,495,847 313,036,193 319,612,771 326,225,725 332,875,570
2 Permitted User Fees 12,621,177 12,768,845 12,990,000 13,211,000 13,432,000 13,652,000
IRWD O&M Assessment 4,648,984 4,543,049 4,577,880 4,743,530 4,885,830 5,032,410
IRWD Capital Assessment 7,905,000 10,639,000 10,034,000 9,967,000 11,816,000 12,250,000
IRWD Solids Assessment 6,100,000 5,500,000 1,375,000 - - -
3 IRWD Assessments 18,653,984 20,682,049 15,987,000 14,711,000 16,702,000 17,282,000
4 SAWPA Assessments 2,653,000 2,759,000 2,842,000 2,927,000 3,015,000 3,105,000
5 Property Taxes 103,214,240 106,310,667 109,499,987 112,784,987 116,168,537 119,653,593
6 New COP Issues 163,775,355 - - - - -
7 Interest Revenues 14,516,000 14,132,000 13,391,000 12,827,000 11,960,000 10,703,000
8 Capital Facilities Capacity Charges 16,739,034 17,308,000 18,673,000 19,441,000 19,517,000 19,597,000
9 Other Revenues 23,291,030 20,060,825 16,901,000 17,250,000 17,609,000 17,975,000
10 Revenues 657,303,210 500,517,233 503,320,180 512,764,758 524,629,262 534,843,163
Requirements:
11 Oper & Mtce Exp (3.0% yr)183,950,874 180,550,649 185,967,000 191,546,000 197,292,000 203,211,000
12 Capital Improvement Program (CIP)234,588,954 328,766,646 309,047,000 302,025,000 338,629,000 361,394,000
13 Less: CIP Savings & Deferrals (15,028,451) (26,513,683) (25,367,501) (26,439,366) (27,555,283) (46,289,914)
14 Allocation for Future Rehabilitation 5,000,000 - 1,360,405 7,565,109 24,612,756 32,900,727
15 COP Debt Service 70,731,000 70,124,000 70,126,000 70,116,000 70,126,000 68,226,000
16 Reduction of Long-Term Liabilites 163,775,355 - - - - -
17 Other Requirements 6,951,253 6,440,000 2,940,000 2,940,000 2,940,000 2,940,000
18 Requirements 649,968,985 559,367,612 544,072,904 547,752,743 606,044,473 622,381,813
19 Revenues-Requirements 7,334,225 (58,850,379) (40,752,724) (34,987,985) (81,415,211) (87,538,650)
Accumulated Funds:
20 Beginning of Year 971,304,483 978,638,708 919,788,329 879,035,605 844,047,620 762,632,409
21 End of Year 978,638,708 919,788,329 879,035,605 844,047,620 762,632,409 675,093,759
22 Consolidated Reserve Policy 548,665,000 541,568,000 540,023,000 542,442,000 544,698,000 546,983,000
23 Over (Under) Reserve Policy*429,973,708 378,220,329 339,012,605 301,605,620 217,934,409 128,110,759
Excess (Shorfall) in Reserves 429,973,708 378,220,329 339,012,605 301,605,620 217,934,409 128,110,759
Sewer Service User Fees:
24 Avg SFR Annual User Fee $343 $347 $353 $359 $365 $371
25 Percentage Change 1.18%1.17%1.73%1.70%1.67%1.64%
26a SFR noticed 4-2003
26b PV of SFR Annual Fee @ 5%$322.86 $311.11 $299.75 $290.41 $281.29 $272.37
Added EDUs 2,763 2,771 2,780 2,788 2,796 2,805
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
Conn. Fee- Indust.$2,072 $2,078 $2,084 $2,090 $2,096 $2,102
28 Outstanding COPs $909,620,000 $846,180,000 $814,495,000 $781,240,000 $746,365,000 $709,770,000
Average Daily Flow, mgd 188 188 188 188 188 188
Reserve Policy
29 50% Next Year Operating Expense 91,975,000 90,275,000 92,984,000 95,773,000 98,646,000 101,606,000
30 10% Next Year Operating Expense 18,395,000 18,055,000 18,597,000 19,155,000 19,729,000 20,321,000
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 148,592,000 148,592,000 148,592,000 148,592,000 148,592,000 148,592,000
33 Debt Svc @ 10% Outstanding COP 90,962,000 84,618,000 81,450,000 78,124,000 74,637,000 70,977,000
34 Self Funded Insurance @ $100M 100,000,000 101,170,000 102,920,000 104,670,000 106,418,000 108,163,000
35 Repl & Refurb 75,000,000 75,878,000 77,191,000 78,503,000 79,814,000 81,123,000
36 *Reserve Reduction (in accordance with Board action allowing a $40M reduction to total reserves)- - -
37 Total 548,665,000 541,568,000 540,023,000 542,442,000 544,698,000 546,983,000
COP Ratios
38 Sr Lien Coverge, Min 1.25 4.14 4.32 4.26 4.30 4.39 4.57
2021-22 Budget Update
A - 3
Orange County Sanitation District
Consolidated Cash Flow Projections
Preliminary Preliminary Preliminary Preliminary 10-Year
Ref Description 27-28 28-29 29-30 30-31 Total
Revenues:
1 General User Fees 342,562,000 349,285,000 356,046,000 362,844,000 3,310,822,496
2 Permitted User Fees 13,873,000 14,094,000 14,315,000 14,535,000 135,492,022
IRWD O&M Assessment 5,183,370 5,338,870 5,499,050 5,664,020 50,116,993
IRWD Capital Assessment 11,339,000 11,385,000 9,878,000 9,396,000 104,609,000
IRWD Solids Assessment - - - - 12,975,000
3 IRWD Assessments 16,522,000 16,724,000 15,377,000 15,060,000 167,701,033
4 SAWPA Assessments 3,198,000 3,294,000 3,392,000 3,493,000 30,678,000
5 Property Taxes 123,243,000 126,940,000 130,748,000 134,670,000 1,183,233,011
6 New COP Issues - - - - 163,775,355
7 Interest Revenues 9,606,000 8,739,000 8,235,000 8,171,000 112,280,000
8 Capital Facilities Capacity Charges 19,673,000 19,749,000 19,830,000 19,906,000 190,433,034
9 Other Revenues 18,351,000 18,736,000 19,131,000 19,535,000 188,839,855
10 Revenues 547,028,000 557,561,000 567,074,000 578,214,000 5,483,254,806
Requirements:
11 Oper & Mtce Exp (3.0% yr)209,307,000 215,586,000 222,054,000 228,716,000 2,018,180,523
12 Capital Improvement Program (CIP)339,646,032 315,447,626 229,372,053 183,851,312 2,942,767,623
13 Less: CIP Savings & Deferrals (60,415,911) (51,096,452) (26,444,445) (14,356,378) (319,507,384)
14 Allocation for Future Rehabilitation 42,904,593 59,099,990 77,708,409 97,434,615 348,586,604
15 COP Service 72,377,000 72,373,000 72,374,000 77,224,000 713,797,000
16 Reduction of Long-Term Liabilites - - - - 163,775,355
17 Other Requirements 2,940,000 2,940,000 2,940,000 2,940,000 36,911,253
18 Requirements 606,758,714 614,350,164 578,004,017 575,809,549 5,904,510,974
19 Revenues-Requirements (59,730,714) (56,789,164) (10,930,017) 2,404,451 (421,256,168)
Accumulated Funds:
20 Beginning of Year 675,093,759 615,363,045 558,573,881 547,643,864 971,304,483
21 End of Year 615,363,045 558,573,881 547,643,864 550,048,315 550,048,315
22 Consolidated Reserve Policy 549,225,000 551,009,000 547,558,000 549,946,000 549,946,000
23 Over (Under) Reserve Policy*66,138,045 7,564,881 85,864 102,315 102,315
Excess (Shorfall) in Reserves 66,138,045 7,564,881 85,864 102,315 102,315
Sewer Service User Fees:
24 Avg SFR Annual User Fee $377 $383 $389 $395
25 Percentage Change 1.62%1.59%1.57%1.54%
26a SFR noticed 4-2003
26b PV of SFR Annual Fee @ 5%$267.93 $259.23 $250.75 $242.50
Added EDUs 2,813 2,821 2,830 2,838
26 Equivalent Dwelling Units 940,483 943,304 946,134 948,972
27 SFR Connection Fee $5,770 $5,787 $5,804 $5,821
Conn. Fee- Indust.$2,108 $2,114 $2,120 $2,126
28 Outstanding COPs $673,280,000 $630,815,000 $586,230,000 $539,415,000
Average Daily Flow, mgd 188 188 188 188
Reserve Policy
29 50% Next Year Operating 104,654,000 107,793,000 111,027,000 114,358,000
30 10% Next Year Operating 20,931,000 21,559,000 22,205,000 22,872,000
31 100% Next Year AUG COP Svc.15,368,000 14,572,000 13,632,000 12,646,000
32 50% average ten-year CIP Bal.148,592,000 148,592,000 148,592,000 148,592,000
33 DSR @ 10% Outstanding COP 67,328,000 63,082,000 58,623,000 53,942,000
34 SFI @ $100M 109,915,000 111,663,000 113,416,000 115,163,000
35 Repl & Refurb 82,437,000 83,748,000 85,063,000 86,373,000
36 *Reserve Reduction - (5,000,000) (4,000,000)
37 Total 549,225,000 551,009,000 547,558,000 549,946,000
COP Ratios
38 Sr Lien Coverge, Min 1.25 4.39 4.45 4.49 4.27
Approved FY 2021-22 Outlay $261,945,634
New Projects 673,103 0.3%
Additions to Existing Projects 20,478,630 7.8%
Deductions from Existing Projects (48,508,413)(18.5%)
Proposed Outlay for FY 2021-22 234,588,954 (10.4%)
Less: CIP Savings & Deferrals ($15,028,451)(5.7%)
Allocation for Future Rehab.5,000,000 1.9%
Proposed Net CIP Outlay $$224,560,503 (14.2%)
Approved FY 2020-21 Total CIP Budget Authority $4,179,541,800
New Projects 294,000,000 6.9%
Additions to Existing Projects 160,356,001 3.8%
Deductions from Existing Projects (378,952,003)(8.9%)
FY 2021-22 Proposed Total CIP Budget Authority $4,254,945,798 1.8%
% Change
A - 4
Capital Improvement Program Summary
Item
Rehabilitation
and
Replacement
Strategic
Initiatives
Additional
Capacity Regulatory Total
Budget
Collections Facilities $30,708,828 $1,951,374 $7,803,195 $21,696 $40,485,093
Solids Handling & Digestion 9,506,512 5,718,377 --15,224,889
Support Facilities 33,194,642 28,560,521 1,200,196 1,200,196 64,155,555
Utility Systems 7,742,169 742,028 --8,484,197
Liquid Treatment:
Headworks 33,064,764 8,481,733 --41,546,497
Ocean Outfall Systems 6,013,451 17,979,971 --23,993,422
Primary Treatment 20,600,018 303,402 --20,903,420
Secondary Treatment 4,078,207 ---4,078,207
Liquid Treatment Subtotal 63,756,440 26,765,106 --90,521,546
Other:
Information Management Systems 5,249,148 1,183,849 -16,283 6,449,280
Strategic & Master Planning 1,642,080 1,026,301 410,520 1,026,301 4,105,202
Others 946,400 959,567 946,400 946,400 3,798,767
Research -806,894 --806,894
Water Management Projects -309,211 --309,211
Process Related Special Projects ---248,320 248,320
Other Subtotal 7,837,628 4,285,822 1,356,920 2,237,304 15,717,674
Grand Total $152,746,219 $68,023,228 $10,360,311 $3,459,196 $234,588,954
Less: CIP Savings & Deferrals ($15,028,451)
Allocation for Future Rehab.$5,000,000
Proposed Net CIP Outlay $224,560,503
Project Summary FY 2021-22
A - 5
2021-22 Budget Update
A - 6
Capital Improvement Expenditure Graphs
Collections Facilities
Santa Ana Trunk Sewer Rehab 1-23 $54,620,000 $54,620,000 $1,051,179 $914,334 Not Started
Greenville-Sullivan Trunk Impr.1-24 48,600,000 48,600,000 371,204 286,363 Not Started
Edinger Pump Station Repl.11-33 10,153,000 13,500,000 275,917 74,449 Not Started
Slater Pump Station Rehab 11-34 26,622,000 31,000,000 600,988 235,537 Not Started
SARI Rock Stabilizers Removal 2-41-8 4,860,000 4,210 Revised
Taft Branch Capacity Impr.2-49 14,000,000 16,800,000 724,782 1,422,835 Started
Newhope - Placentia Trunk Grade Separation Repl.2-65 4,300,000 11,357 Continuing
Newhope-Placentia Trunk Repl.2-72 112,000,000 112,000,000 10,278,948 5,662,265 Started
Yorba Linda Dosing Station Installation 2-73 14,080,000 11,000,000 Not Started
Beach Relief Trunk/Knott Interceptor/Miller Holder Trunk Rehab 3-60 35,132,000 35,132,000 Not Started
Westminster Blvd Force Main Repl.3-62 44,000,000 44,000,000 11,582,220 8,458,681 Started
Rehab of Western Regional Sewers 3-64 70,000,000 82,000,000 12,848,669 13,051,457 Started
Interstate 405 Widening Project Impacts on OCSD Sewers 3-66 250,000 250,000 62,102 21,696 Started
Seal Beach Pump Station Repl.3-67 78,900,000 87,000,000 2,093,648 2,133,205 Started
Los Alamitos Sub-Trunk Extension 3-68 84,124,000 117,000,000 Not Started
Crystal Cove Pump Station Rehab 5-66 13,200,000 13,200,000 Not Started
Bay Bridge Pump Station Repl.5-67 74,000,000 74,000,000 1,145,952 3,814,704 Started
Newport Beach Pump Stations Pressurization Impr.5-68 4,300,000 4,300,000 343,555 327,102 Started
District 6 Trunk Sewer Relief 6-17 7,250,000 Revised
Fairview Trunk Sewer Rehab 6-20 17,000,000 187,716 New
MacArthur Pump Station Rehab 7-63 9,800,000 9,800,000 Not Started
Main Street Pump Station Rehab 7-64 39,450,000 37,000,000 Not Started
Gisler-Red Hill Interceptor & Baker Force Mains Rehab 7-65 21,000,000 39,000,000 1,763,122 772,900 Started
Sunflower & Red Hill Interceptor Repairs 7-66 4,700,000 6,999,997 2,553,194 2,704,438 Started
MacArthur Force Main Impr.7-68 2,468,000 3,500,000 54,349 417,411 Started
North Trunk Impr.7-69 9,200,000 10,000,000 Not Started
Collections Facilities Total Budget 787,009,000 867,701,998 45,765,396 40,485,093
A - 7
2021-22 Budget Update
Summary of Capital Requirement - Collection System Improvement Projects
Project
Number
Original
Total
Project
Budget
Revised
Total
Project
Budget
Approved
2021-22
Outlay
Proposed
2021-22
Outlay
Project
Status
Ocean Outfall Systems
Ocean Outfall System Rehab J-117 166,000,000 166,000,000 23,477,550 23,933,041 Started
Sodium Bisulfite Station Rehab at P2 P2-135 3,834,000 3,834,000 206,659 60,381 Not started
Emergency Overflow Pipes & Wingwall Rehab at P2 P2-139 4,200,000 New
Ocean Outfall Systems Total 169,834,000 174,034,000 23,684,209 23,993,422
Information Management Systems
Process Control Systems Upgrades J-120 33,000,000 37,000,000 4,987,341 3,406,549 Started
Project Mgmt. Information System J-128 2,280,000 2,280,000 565,864 294,481 Started
Information Technology Capital Program M-MC-IT 10,000,000 10,000,000 1,012,782 1,778,736 Started
EAM Software & Process Implementation SP-100 7,500,000 9,200,000 448,311 Started
Geographic Information System SP-15 4,700,000 4,568,000 59,709 16,283 Started
Process Control Systems Upgrades Study SP-196 3,400,000 3,400,000 7,806 504,920 Started
Information Management Systems Total 60,880,000 66,448,000 6,633,502 6,449,280
Utility Systems
Digester Gas Facilities Repl.J-124 173,000,000 173,000,000 3,736,720 1,398,801 Started
Natural Gas Pipelines Repl. at P1 & P2 J-127 1,610,000 2,000,000 105,734 221,883 Started
Central Generation Engine Overhauls at P1 & 2 J-135 26,000,000 44,000,000 1,521,979 3,788,815 Started
Power Building Structural Seismic Impr. at P1 & 2 J-136 7,080,000 5,400,000 239,060 161,114 Not started
Electrical Power Distribution System Impr.J-98 26,500,000 26,500,000 2,075,970 2,107,681 Started
Central Generation Rehab at P1 P1-127 68,452,000 68,452,000 Not started
Uninterruptible Power Supply Impr. at P1 P1-132 7,000,000 7,000,000 584,761 625,925 Started
12.47 kVSwitchgear Repl. at Central Generation at P1 P1-136 14,800,000 17,000,000 Not started
Network & Server Relocation at P1 P1-138 3,027,000 13,000,000 228,012 179,978 Not started
Standby Generator Feeders for P1 Secondary Systems P1-139 2,800,000 New
Consolidated Demolition & Utility Impr. at P2 P2-110 30,000,000 16,281 Revised
Central Generation Rehab at P2 P2-119 108,000,000 108,000,000 Not started
Warehouse, Electrical Substation & 12kV Service Center Repl. at
P2 P2-126 65,000,000 64,999,999 3,415,000 Started
Utility Systems Total 530,469,000 532,151,999 11,923,517 8,484,197
Process Related Special Projects
Safety Impr. Program J-126 16,000,000 16,000,000 13 248,320 Started
Process Related Special Projects Total 16,000,000 16,000,000 13 248,320
Support Facilities
Laboratory Rehab at P1 J-133 44,200,000 44,200,000 Not started
Small Construction Projects Program M-FE 65,000,000 90,000,000 10,104,836 12,001,957 Started
Operations & Maintenance Capital Program M-SM-CAP 15,622,000 15,622,000 1,089,947 2,022,639 Started
A - 8
Summary of Capital Requirements
Summary of Capital Requirement - Treatment System Improvement Projects
Project
Number
Original
Total
Project
Budget
Revised
Total
Project
Budget
Approved
2021-22
Outlay
Proposed
2021-22
Outlay
Project
Status
Support Facilities
Title 24 Access Compliance & Building Rehab Project P1-115 18,400,000 Continuing
Headquarters Complex P1-128 167,500,000 167,499,999 42,138,713 45,106,221 Started
South Perimeter Security & Utility Impr. at P1 P1-134 10,000,000 10,000,000 4,607,510 3,852,526 Started
Support Buildings Seismic Impr. at P1 P1-137 23,730,000 23,730,000 519,477 776,979 Started
Collections Yard Relocation P2-127 1,840,000 1,900,000 106,701 39,814 Not started
Operations & Maintenance Complex at P2 P2-138 95,000,000 95,000,000 1,150,713 355,419 Not started
Support Facilities Total 441,292,000 447,952,000 59,717,897 64,155,555
Water Management Projects
GWRS Final Expansion Coordination J-36-2 1,132,000 1,332,000 265,666 309,211 Started
Water Management Projects Total 1,132,000 1,332,000 265,666 309,211
Research
Research Program M-RESEARCH 8,500,000 8,500,000 729,331 806,894 Started
Research Total 8,500,000 8,500,000 729,331 806,894
Strategic & Master Planning
Planning Studies Program M-STUDIES 28,652,000 28,652,000 1,488,527 4,105,202 Started
Strategic & Master Planning Total 28,652,000 28,652,000 1,488,527 4,105,202
Solids Handling & Digestion
Sludge Dewatering & Odor Control at P1 P1-101 197,000,000 Revised
Digester Ferric Chloride Piping Repl. at P1 P1-135 1,360,000 1,360,000 1,021,560 723,747 Started
Interim Food Waste Receiving Facility P2-124 6,300,000 6,300,000 3,946,321 3,201,672 Started
TPAD Digester Facility at P2 P2-128 455,000,000 455,000,000 13,009,017 10,066,820 Started
Digester P, Q, R, & S Repl.P2-129 165,900,000 165,900,000 Not started
Digesters Rehab at P2 P2-137 40,632,000 40,632,000 1,547,988 537,702 Started
Sludge Dewatering & Odor Control at P2 P2-92 90,477,000 90,476,999 583,093 694,948 Started
Solids Handling & Digestion Total 956,669,000 759,669,000 20,107,979 15,224,889
Headworks
Headworks Rehab at P1 P1-105 406,000,000 340,000,000 49,765,501 33,064,764 Started
Headworks Modification at P2 for GWRS Final Expansion P2-122 32,000,000 32,000,000 8,633,144 8,481,733 Started
Headworks Total 438,000,000 372,000,000 58,398,645 41,546,497
Primary Treatment
Primary Sedimentation Basins No. 3-5 Repl. at P1 P1-126 117,700,000 127,000,000 185,465 459,659 Started
Primary Sedimentation Basins No. 6-31 Reliability Impr. at P1 P1-133 10,100,000 14,000,000 1,295,242 606,804 Started
B/C-Side Primary Sedimentation Basins Rehab at P2 P2-133 279,842,000 279,842,000 Not started
Primary Treatment Rehabiliation at P2 P2-98 237,000,000 195,000,000 26,239,796 19,836,957 Started
Primary Treatment Total 644,642,000 615,842,000 27,720,503 20,903,420
A - 9
2021-22 Budget Update
Summary of Capital Requirement - Treatment System Improvement Projects
Project
Number
Original
Total
Project
Budget
Revised
Total
Project
Budget
Approved
2021-22
Outlay
Proposed
2021-22
Outlay
Project
Status
Secondary Treatment
Return Activated Sludge Piping Repl. at Activated Sludge P1 P1-129 10,300,000 9,300,000 217,032 144,269 Started
Activated Sludge-1 Aeration Basin & Blower Rehab at P1 P1-140 270,000,000 485,387 New
Return Activated Sludge Piping Repl. at P2 P2-123 10,800,000 10,000,000 2,174,218 3,285,100 Started
Activated Sludge Aeration Basin Rehab at P2 P2-136 65,600,000 65,600,000 501,296 163,451 Not started
Secondary Treatment Total 86,700,000 354,900,000 2,892,546 4,078,207
Others
Capital Improvement Program Mgmt. Services SP-195 700,000 700,000 26,903 13,167 Started
Others Total 700,000 700,000 26,903 13,167
Total Treatment and Disposal Projects 3,383,470,000 3,378,181,000 213,589,238 190,318,261
Total Collections Facilities 787,009,000 867,701,998 45,765,396 40,485,093
Capital Equipment Purchases 9,062,800 9,062,800 2,591,000 3,785,600
Total $ 4,179,541,800 $4,254,945,798 $261,945,634 $234,588,954
Less: CIP Savings & Deferrals ($15,028,451)
Allocation for Future Rehab.$5,000,000
Proposed Net CIP Outlay $224,560,503
A - 10
Summary of Capital Requirements
Summary of Capital Requirement - Treatment System Improvement Projects
Project
Number
Original
Total
Project
Budget
Revised
Total
Project
Budget
Approved
2021-22
Outlay
Proposed
2021-22
Outlay
Project
Status
Rehabilitation of existing trunk sewer main is necessary to address identified structural deficienices.
The project budget is $17,000,000. The project's estimated construction contract cost is
$7,960,000. The impacts to operational budgets have not yet been determined.
Description
This project will rehabilitate the entire west parallel sewer of the Fairview Trunk and repair other
portions. The project includes the rehabilitation of 9,489 feet of 12-inch to 27-inch sewer with 48-
inch to 84-inch manholes along Fairview Road in the City of Costa Mesa. The project also includes
spot repairs in the same vicinity.
Justification
Project Name & Number
Project Category $17,000,000Collections Facilities
Fairview Trunk Sewer Rehabilitation - 6-20
Project Budget:
Description
P1-105 Project “Headworks Rehabilitation at Plant 1” will install Medium Voltage Back Up
Generators to support Plant 1 Loads, including Blower Building 1 and Power Building 2 standby
loads. This project will demolish existing diesel standby generators, fuel storage tanks, associated
cabling and power distribution equipment at Blow Building 1 and Power Building 2. It will also
provide new medium voltage feeders, power transformers to refeed standby loads at Blower
Building 1 and Power Building 2.
Justification
The purpose of this project is to rehabilitate the existing standby diesel generator infrustructure
and Standby Power distribution System in Blower Building 1 and Power Building 2 and phase out
aged generators with overheating problems
The project budget is $2,800,000. The project's estimated construction contract cost is $1,380,000.
The impacts to operational budgets have not yet been determined.
Project Name & Number
Project Category $2,800,000Utility Systems
Standby Generator Feeders for Plant No. 1 Secondary Systems - P1-139
Project Budget:
CIP New Project Descriptions
A - 11
2021-22 Budget Update
Built in the early 1970s, the AS-1 facility is nearing the end of its useful life. A major rehabilitation of
AS-1 will ensure reliable service for next 20 plus years. PEPS will no longer be needed when the
Primary Sedimentation Basins Nos. 3-5 Replacement Project, P1-126, is completed. A new MLR
pump station is required to convert AS-1 from a partial to a full denitrification process which will
remove nitrates and improve effluent water quality.
The project budget is $270,000,000. The project's estimated construction contract cost is
$162,640,000. The impacts to operational budgets have not yet been determined.
Description
This project will perform a comprehensive rehabilitation of the Activated Sludge Facility No. 1 (AS-
1) at Plant No. 1. This project will demolish the Primary Effluent Pump Station No. 1 (PEPS) and
associated piping, replace all major mechanical, electrical and instrumentation equipment and
perform structural rehabilitation. The facilities in this project include Blower Building No. 1, Aeration
Basins Nos. 1-10, Return Activated Sludge Pump Station and Secondary Clarifiers Nos. 1-26. A
new Mixed Liquor Recycle (MLR) pump station and associated piping is also included in this
project.
Justification
Project Name & Number
Project Category $270,000,000Secondary Treatment
Activated Sludge-1 Aeration Basin and Blower Rehabilitation at Plant No. 1 - P1-140
Project Budget:
Description
Plant No. 2 has emergency overflow weirs consisting of four reinforced concrete pipes that can
discharge into the Santa Ana River through two concrete wingwall structures. This project will
include rehabilitation of concrete and rebar of the wingwalls and foundation slabs. Because both
wingwalls are located by the Santa Ana River, this work will require permits from various agencies.
Justification
A Planning Study conducted a structural investigation on the wingwalls and concluded that both of
the structures appear to be in a gradually deteriorating condition. If the current level and rate of
deterioration are not addressed, the remaining service life of each structure will be greatly
impacted and could potentially require replacement within approximately 10 years.
The project budget is $4,200,000. The project's estimated construction contract cost is $2,290,000.
The impacts to operational budgets have not yet been determined.
Project Name & Number
Project Category $4,200,000Ocean Outfall Systems
Emergency Overflow Pipes and Wingwall Rehabilitation at Plant No. 2 - P2-139
Project Budget:
A - 12
CIP New Project Descriptions
2021-22 Budget Update
A - 13
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Capital Equipment Budget Summary
A - 14
Capital Equipment Budget
2021-22
Department
Trucks &
Vehicles
09410000
Other Mobile
Eq
09410001
Machine Eq
& Tools
09410002
Comm
Equipment
09410003
Information Technology -$ -$ -$ -$
Resource Protection 45,000 - 11,600 -
Environmental Laboratory & Ocean Monitoring - - - -
Design - - - -
Construction Management 33,300 - - -
Collection Facilities O&M - - - -
Fleet Services 1,055,000 407,400 - -
Plant No. 1 Operations - - - -
Plant No. 2 Operations - - - -
Plant No. 1 Maintenance 93,600 - 191,300 -
Plant No. 2 Maintenance 66,600 - 43,700 -
Total Proposed Capital Equipment 1,293,500$ 407,400$ 246,600$ -$
2021-22 Budget Update
A - 15
Capital Equipment Budget
2021-22
Department
Instr / Test
Equipment
09410004
Safety &
Traffic Eq
09410005
Office Fix
& Eq
09410006
Computer
Equipment
09410007
2021-22
Proposed
Budget
Information Technology -$ -$ -$ -$ -$
Resource Protection - - - - 56,600
Environmental Laboratory & Ocean Monitoring 1,592,900 - - - 1,592,900
Design 21,600 - - - 21,600
Construction Management - - - - 33,300
Collection Facilities O&M 25,000 - - 48,500 73,500
Fleet Services - - - - 1,462,400
Plant No. 1 Operations - - - - -
Plant No. 2 Operations - - - - -
Plant No. 1 Maintenance 150,100 - - - 435,000
Plant No. 2 Maintenance - - - - 110,300
Total Proposed Capital Equipment 1,789,600$ -$ -$ 48,500$ 3,785,600$
Capital Equipment Budget Summary
A - 16
Capital Equipment Budget Detail
Division Equipment Type
Proposed
Equip. Budget
Heavy Duty Service Truck 45,000
All Weather Refrigerated Sampler 11,600
Total 56,600$
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
Triple Quadrupole GC/MS 308,000
Hach Refrigerated Auto-Sampler 18,500
Acoustic Doppler Current Profiler (ADCP)49,200
Phytoplankton Autosampler 163,400
Ocean Acidification and Hypoxia Sensors (6)211,600
Total 1,592,900$
PLC Test Units 21,600
Total 21,600$
Mid-size Truck or Small SUV for Construction Projects 33,300
Total 33,300$
Providence Photonics QL320 25,000$
FLIR GF77a - Optical Gas Imaging Camera 48,500$
Total 73,500$
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$
Medium Duty Truck 46,800
Medium Duty Truck 46,800
Aaladin Model 2260E Parts Washer 47,300
Pipe and Angle Bender 20,800
Quincy QGS 75 Rotary Air Compressor 123,200
Beamex Multi-Calibrator (5)130,300
Portable External Flowmeter with Transducers 19,800
Total 435,000$
Sedans (2)66,600
Olymus IPLEX GX/GT Borescope 43,700
Total 110,300$
Total Proposed 2021-22 Capital Equipment Budget 3,785,600$
870 - Plant No. 1 Maintenance
880 - Plant No. 2 Maintenance
620 - Resource Protection
630 - Environmental Laboratory & Ocean Monitoring
770 - Construction Management
760 - Design
820 - Collection Facilities O&M
822 - Fleet Services
2021-22 Budget Update
A - 17
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Levels of Service
A - 18
FY 19-20
Results
Level of
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 1.4 MGD Up to 10 MGD
Maximum Individual Cancer Risk to off-site residents, per one million people (for each treatment plant) Plant No. 1 – 2.24
Plant No. 2 – 1.76
<10
<10
Notices of violation (NOV) with air, land, and water permits 2 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 5.4 mg/L TSS 5.3 mg/L BOD 25 mg/L TSS 30 mg/L
Frequency of unplanned use of emergency one-mile (78-inch diameter) outfall (per year during dry weather) 0 0
Compliance with core industrial pretreatment requirements 100% 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 effluent 3.2 NTU 5 NTU
Provide specification effluent available to the Groundwater
Replenishment System to maximize production of purified water
100% 100%
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 6% ≤ 10% of budget
Maintain AAA Bond Rating 100% 100%
2021-22 Budget Update
A - 19
FY 19-20
Results
Level of
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 95% 100%
Collection system odor complaint response within 1 working day 100% 100%
Number of odor complaints:
•Reclamation Plant No. 1
•Treatment Plant No. 2
•Collection System*Under normal operating conditions
10 7 9
0 0 12
Respond to public complaints or inquiries regarding construction projects within 1 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 2.85 <4.8 Industry Average
Meet mandatory OSHA training requirements 100% >95%
Achieve annual agency target of days away from work, days of restricted work activity, or job transferred as a result of a work-related injury or illness
0.89 <2.9
Training hours per employee 30 45 per year
Self-Funded Insurance Plans
A - 20
SELF-FUNDED INSURANCE PLANS
The General Liability and Property program and the Workers’ Compensation program provide for OCSD to be
partially self-insured for general liability and workers’ compensation. The in-lieu premiums charged to the
operating divisions are the revenue source for these programs. Expenses primarily consist of settlement claims,
legal fees and excess loss insurance premiums. Ending Reserve Balances are projected at $100 million.
General Liability and Property
•OCSD’s current excess general liability insurance coverage is $40 million per occurrence and aggregate,
with a self-insured retention of $750,000.
•OCSD’s current property insurance coverage is $800 million for perils of fire and $100 million for perils of
flood, subject to a self-insured retention of $500,000. 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 the reserve balance of $98 million for the General Liability and Property program,
appropriations for in-lieu premiums charged to operating divisions are recommended at $2,140,000 for
FY 2021-22.
Workers’ Compensation
•OCSD’s current excess workers’ compensation coverage has unlimited statutory coverage per occurrence
and $4 million employer’s liability per employee with a self-insured retention of $1 million per person per
occurrence.
•In order to maintain the reserve balance of $2 million for the Workers’ Compensation program,
appropriations for in-lieu premiums charged to operating divisions are recommended at $800,000 for
FY 2021-22.
FY 2021-22 Self-Insurance Program Budget
General Liability Workers' Total
& Property Compensation Self-Insurance
DESCRIPTION OR ACCOUNT TITLE Program Program Program
Beginning Reserves 98,000,000$ 2,000,000$ 100,000,000$
Revenues
In-Lieu Premiums 2,140,000 780,000 2,920,000
Miscellaneous Other Revenue - - -
Service Department Allocation - - -
Total Revenues 2,140,000 780,000 2,920,000
Expenses
Benefits/Claims 40,000 430,000 470,000
Contractual Services - - -
Legal Services 40,000 80,000 120,000
Professional Services 20,000 60,000 80,000
Policy Premium Expense 2,509,393 271,860 2,781,253
Total Expenses 2,609,393 841,860 3,451,253
Excess Revenue (Expenses)(469,393) (61,860) (531,253)
Ending Reserves 97,530,607$ 1,938,140$ 99,468,747$
2021-22 Budget Update
A – 21
Historical Staffing Summary
Authorized Authorized Authorized Authorized 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 3.00
Board Services 5.00 5.00 5.00 7.00 6.00
Public Affairs 5.00 5.00 6.00 6.00 6.00
Department Subtotal 15.00 14.00 15.00 18.00 15.00
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 3.00 3.00 3.00 1.00 2.00
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 99.00 100.00 101.00 101.00 102.00
Envrionmental Services Department
Environmental Services Administration & Regulatory Compliance 2.00 2.00 2.00 2.00 11.00
Resource Protection 37.00 37.00 37.00 37.00 37.00
Environmental Laboratory & Ocean Monitoring 52.00 52.00 53.00 54.00 45.00
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 34.00
Construction Management 29.00 30.00 31.00 40.00 41.00
Department Subtotal 116.00 116.00 121.00 117.00 116.00
Operations and Maintenance Department
Operations and Maintenance Administration 3.00 3.00 2.00 3.00 3.00
Collection Facilities Operations & Maintenance 26.00 26.00 26.00 29.00 29.00
Fleet Services 8.00 8.00 8.00 8.00 9.00
Plant No. 1 Operations 61.00 62.00 62.00 54.00 55.00
Plant No. 2 Operations 51.00 50.00 50.00 52.00 53.00
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
Department Subtotal 287.00 288.00 284.00 284.00 287.00
Grand Total - All Departments*635.00 636.00 640.00 639.00 639.00
Historical Staffing Detail
A – 22
Authorized Authorized Authorized Authorized 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 -
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 3.00
120 Board Services
Clerk of the Board 1.00 1.00 1.00 1.00 1.00
Records Management Specialist - - - 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 6.00
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 15.00
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 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
2021-22 Budget Update
A – 23
Authorized Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division & Position 2017-18 2018-19 2019-20 2020-21 2021-22
Administrative Services Department
210 Administrative Services
Director of Finance & Administrative Services / Treasurer 1.00 1.00 1.00 - -
Assistant General Manager - - - - 1.00
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 3.00 3.00 3.00 1.00 2.00
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 2.00
Accountant 2.00 2.00 2.00 2.00 1.00
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 -
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 3.00
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 Management 32.00 32.00 32.00 31.00 31.00
250 Information Technology
Information Technology Systems and Operations Manager 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 7.00
Records Management Specialist - 1.00 1.00 - -
Data Management Technician II 7.00 7.00 7.00 6.00 7.00
Information Technology Analyst II 3.00 3.00 3.00 3.00 3.00
Data Management Technician I 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 I 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 99.00 100.00 101.00 101.00 102.00
Historical Staffing Detail
A – 24
Authorized Authorized Authorized Authorized Proposed
FTEs FTEs FTEs FTEs FTEs
Division & Position 2017-18 2018-19 2019-20 2020-21 2021-22
Envrionmental Services Department
610
Director of Environmental Services 1.00 1.00 1.00 1.00 1.00
Pr Environmental Specialist - - - - 1.00
Regulatory Specialist - - - - 3.00
Senior Regulatory Specialist - - - - 2.00
Sr Environmental Specialist - - - - 3.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00 11.00
620 Resource Protection
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 1.00 2.00 2.00 2.00 2.00
Engineer 5.00 4.00 4.00 5.00 5.00
Source Control Supervisor 1.00 1.00 1.00 1.00 1.00
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 I 2.00 2.00 2.00 3.00 3.00
Administrative Assistant 2.00 2.00 2.00 2.00 1.00
Environmental Technician 3.00 3.00 3.00 3.00 4.00
Program Assistant 4.00 4.00 4.00 4.00 4.00
Office Assistant 1.00 1.00 1.00 1.00 1.00
Total Resource Protection 37.00 37.00 37.00 37.00 37.00
630 Environmental Laboratory & Ocean Monitoring
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
Senior Regulatory Specialist 1.00 1.00 2.00 2.00 -
Senior Scientist 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 8.00
Senior Environmental Specialist 18.50 18.00 18.00 18.00 15.00
Boat Captain 1.00 1.00 1.00 1.00 1.00
Environmental Specialist 7.00 7.00 7.00 7.00 7.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Technician 3.00 3.00 3.00 3.00 3.00
Total Environmental Laboratory & Ocean Monitoring 52.00 52.00 53.00 54.00 45.00
Total Environmental Services Department 91.00 91.00 92.00 93.00 93.00
Environmental Services Administration & Regulatory
Compliance
Total Environmental Services Admin. & Regulatory
Compliance
2021-22 Budget Update
A – 25
Authorized Authorized Authorized Authorized 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
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
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 -
Senior Engineer 1.00 1.00 2.00 11.00 11.00
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 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 11.00
Construction Inspection Supervisor 2.00 2.00 2.00 - -
Engineer 13.00 13.00 13.00 8.00 7.00
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 - -
Historical Staffing Detail
A – 26
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 I 1.00 1.00 - - -
Total Design 53.00 54.00 52.00 36.00 34.00
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 6.00
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 II 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 II - - - 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 Construction Management 29.00 30.00 31.00 40.00 41.00
Total Engineering Department 116.00 116.00 121.00 117.00 116.00
Operations and Maintenance Department
810 Operations and Maintenance Administration
Director of Operations & Maintenance 1.00 1.00 - 1.00 -
Assistant General Manager - - - - 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 Administration 3.00 3.00 2.00 3.00 3.00
820 Collection Facilities Operations & Maintenance
Engineering Manager 1.00 1.00 1.00 - 1.00
Maintenance Manager - - - 1.00 1.00
Engineering Supervisor - - - - 1.00
Maintenance Supervisor 2.00 2.00 2.00 2.00 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
Environmental Technician - - - 1.00 1.00
Office Assistant 1.00 1.00 1.00 1.00 -
Total Collection Facilities Operations and Maintenance 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
Office Assistant - - - - 1.00
Automotive/ Heavy Equipment Assistant 1.00 1.00 1.00 - -
Total Fleet Services 8.00 8.00 8.00 8.00 9.00
Historical Staffing Detail
A – 27
Authorized Authorized Authorized Authorized 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 1.00 2.00
Principal Information Technology Analyst - - - - -
Staff Analyst - - - - 1.00
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
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 12.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Plant Operator 15.00 16.00 16.00 13.00 15.00
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 55.00
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 16.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Plant Operator 19.00 18.00 18.00 21.00 19.00
Total Plant No. 2 Operations 51.00 50.00 50.00 52.00 53.00
Historical Staffing Detail
A – 28
Authorized Authorized Authorized Authorized 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 1.00 1.00
Maintenance Manager 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 13.00
Lead Electrical Technician 3.00 3.00 3.00 3.00 4.00
Lead Heavy Equip Mechanic 1.00 1.00 1.00 - -
Lead Instrumentation Technician - - 1.00 1.00 1.00
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 I 1.00 1.00 2.00 2.00 2.00
Instrumentation Technician I 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 - - -
2021-22 Budget Update
A – 29
Authorized Authorized Authorized Authorized 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 6.00
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 16.00
Lead Facilities Worker 1.00 1.00 1.00 1.00 1.00
Electrical Technician I 1.00 1.00 2.00 2.00 2.00
Instrumentation Technician I - - 1.00 2.00 2.00
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 287.00 288.00 284.00 284.00 287.00
Grand Total, All Departments 635.00 636.00 640.00 639.00 639.00
Historical Staffing Detail
A – 30
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2021-22 Budget Update
A -31
Appropriations Limit
Article XIIIB of the California State Constitution, more
commonly referred to as the Gann Initiative or Gann
Limit, was approved by California voters in 1979. The
Gann Limit placed limits on the amount of proceeds of
taxes that state and local governmental agencies can
receive and appropriate (authorize to spend) each
year.
The limit is different for each agency and the limit
changes each year. The annual limit is based on the
amount of tax proceeds that were authorized to be
spent in fiscal year 1978-79 in each agency, modified
for changes in inflation and population in each
subsequent year.
Proposition 111 was passed by the State’s voters in
June 1990. This legislation made changes to the
manner in which the Appropriations Limit is to be
calculated:
The annual adjustment factors for inflation and
population have been changed. Instead of
using the lesser of California per capita
income, or U.S. CPI, each agency may
choose either the growth in the California per
capita income, or the growth in assessed
valuation due to new non-residential
construction within the agency. For
population, instead of using only the
population growth of an agency, each agency
may choose to use the population growth
within its county. These are both annual
elections.
The revised annual adjustment factors will be
applied to the 1986-87 limit for most agencies
and each year in between in order to calculate
the 1990-91 limit. The actual limits for the
intervening years, however, are not affected.
Expenditures for “qualified capital outlay”,
which are capital assets with a value of more
than $100,000 and an expected life of
10 years or more, are excluded from the 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 a successful
override vote.
In certain situations, proceeds of taxes may
be spent on emergencies without having to
reduce the limit in future years.
Each agency also conducts a review of its
Appropriations Limit during its annual financial
audit.
The law requires a governing body to annually adopt,
by resolution, an appropriations limit for the following
year, along with a recorded vote regarding which of
the annual adjustment factors have been selected.
The Orange County Sanitation District’s appropriations
limit and annual adjustment factors are adopted at the
same meeting as the budget. The adjustment factors
used for 2021-22 are the weighted average change in
city population and the change in state per capita
personal income.
The following table shows the annual appropriations
limit for each of the last two fiscal years and for 2021-
22. The increase in the limit is based upon population
changes ranging from negative 1.86 percent to
positive 0.02 percent for representative cities within
the Orange County Sanitation District’s service area
and a per capita personal income change of 5.73
percent, as provided by the State Department of
Finance.
Annual Appropriation Limits:
2019-20 $114,427,648
2020-21 $118,695,799
2021-22 $124,166,799
As a result of the July 1998 consolidation of the
Orange County Sanitation District, a single limit is
presented in contrast to individual limits shown in
years prior to 1998. Population changes for
representative cities have continued to be used in
order to ensure consistency and to eliminate
significant population growth in parts of the county
outside of Orange County Sanitation District’s service
area. This method results in a lower limit than using
the county-wide change.
Miscellaneous Statistics
A - 32
General Information
Year of Formation ......................................................... 1948
Form of Government ................... County Sanitation District
Authority .............................................. Section 4700 et. seq.
.......................................... California Health & Safety Code
Service Area .................................................... 479 sq. miles
Service Population ...................... Approximately 2.6 million
2020-21 Assessed Value ................................. $494.2 billion
Miles of Sewers ........................................................... 388 miles
On-Plant Pump Station…………… ........ ……………………..2
Off-Plant Pump Stations .......................................................... 15
Operating Authority ..................... RWQCB/NPDES Permit No.
………………… ...... ………………………………CA0110604
……………… .......... …..Statewide WDR Order No. 2006-0003
2021-22 Authorized Staff (Full-Time Equivalent) ................ 639
Treatment Information
2019-20 Influent BOD:
Plant No. 1 ................................ 297 milligrams per liter
Plant No. 2 ................................ 233 milligrams per liter
2019-20 Influent Suspended Solids:
Plant No. 1 ................................ 340 milligrams per liter
Plant No. 2 ................................ 305 milligrams per liter
2019-20 Effluent BOD .............................. 11 milligrams per liter
2019-20 Effluent Suspended Solids ............ 5 milligrams per liter
2019-20 Biosolids Produced & Reused ............ 209,000 wet tons
Primary Treatment Capacity (includes standby):
Plant No. 1 ................................................ 208 mgd
Plant No. 2 ................................................ 168 mgd
TOTAL .................................... 376 mgd
Secondary Treatment Capacity:
Plant No. 1 ................................................ 182 mgd
Plant No. 2 ................................................ 150 mgd
TOTAL .................................... 332 mgd
Legend:
mgd – million gallons per day
kWh – kilowatts per hour
2020-21 Estimated Average Daily Influent:
Plant No. 1 ....................................................... 117 mgd
Plant No. 2 ......................................................... 66 mgd
TOTAL ........................................... 183 mgd
2020-21 Estimated Electricity Generated:
Plant No. 1 ........................................... 35,596,000 kWh
Plant No. 2 ........................................... 56,222,000 kWh
TOTAL ............................... 91,818,000 kWh
Financial Information
2021-22 2021-22
2019-20 2020-21 Originally Updated
Actual Projected Proposed Proposed
Fees and Charges:
One-Time 3-Bedroom Residence Connection $4,601.00 $4,973.00 $5,346.00 $5,346.00
Average Annual Single-Family Residence Fee $339 $339 $343 $343
Local SRF Fee $108 $108 $108 $108
District's Avg. Share of Ad Valorem Property Tax 1.58%1.60%1.60%1.60%
Cost to Collect, Treat, & Dispose of One Million Gallons 2,421.83$ 2,575.14$ $2,542.56 $2,680.72
Summary of COP Issues:
May 2010A New Money 80,000,000$ August 2014A Refunding
November 2010C New Money 157,000,000 February 2015A Refunding
October 2011A Refunding 75,370,000 March 2016A Refunding
March 2012A Refunding 100,645,000 February 2017A Refunding
August 2012B Refunding 8,170,000 November 2018A Refunding
Total Outstanding COP Balance 7/1/21 909,620,000$
56,080,000
127,510,000
136,830,000
65,815,000
102,200,000
0
100
200
300
400
Plant 1 Plant 2 Total
117
66
183208
168
376
2020-21 Est. Influent Capacity - Primary Treatment
Daily Influent Flow to Total Primary
Capacity Comparison (in mgd)
1. METERING AND DIVERSION
Wastewater enters our plant at 2.5 - 5 mph through
pipes up to 10 feet in diameter. High tech equipment
monitors the temperature, pH, conductivity, and flow
of the incoming wastewater.
2. PRELIMINARY TREATMENT
Raw sewage passes through bar
screens that trap large items like rags
that cannot be recycled. Materials like
egg shells and coffee grounds are then
removed through the grit chamber that
uses high pressure air to separate the
gritty material.
3. AIR SCRUBBER
Hydrogen sulfide (foul air) is
captured throughout the process
and funneled into large silos. It
passes through a plastic medium
and mixes with caustic soda and
bleach. Causing the odorous
compounds to be neutralized.
4. PRIMARY TREATMENT
Primary clarifiers or settling basins, slow the
water down to allow the solids in the wastewater
that readily settle or float to be separated from
the water being treated. Collector arms that
move along the top and the bottom remove over
80 percent of the influent wastewater solids.
Solids are then sent to the digesters
for processing.
5. SECONDARY TREATMENT
Trickling filters and aeration basins are used to further clean the
water. In trickling filters the water is sprayed over a honeycomb
type material upon which aerobic bacteria grow. As the water
trickles down, the microorganisms consume the solids that were
not removed through primary treatment. Aeration tanks use a
combination of oxygen and microorganisms, (activated sludge)
that consume the remaining organic solids. Treated water is
then sent to the Orange County Water District for recycling, or
discharged into the ocean.
7. SOLIDS PROCESSING
Solids captured from primary and secondary treatment are batch loaded into anaerobic
digesters where they are heated to about 98 degrees and treated for 18-21 days. The digestion
process produces methane gas and a material called biosolids. Biosolids are sent to the
dewatering facility where they are run through dewatering centrifuges. The centrifuges spin the
biosolids separating water from the solids. This process saves OCSD several million dollars per
year in truck hauling costs. The nutrient-rich biosolids are trucked off to
farms where they are recycled for direct land application and composting.
8. CENTRAL GENERATION
Methane gas that is captured from
digesters is compressed and used to
fuel engine generators that produce
electricity, supplying more than 60%
of our energy needs.
PA 05/2020
6. GROUNDWATER REPLENSMENT SYSTEM
A joint project between Orange County Sanitation
District and Orange County Water District. This system
reduces the amount of wastewater discharged to the
Pacific Ocean and creates a reliable supply of high-
quality water that is drought-resilient.
Orange County Sanitation DistrictWastewater Treatment Process
Biosolids
Our Policy
OC San strives to recycle our biosolids using sustainable options while
protecting public health and the environment.
Some of our biosolids are recycled and used like fertilizer on farm fields to
create and maintain healthy soils and improve crop yields.
Some of OC San’s biosolids are further processed through composting to
create a consumer-grade soil amendment that is distributed to agricultural,
commercial and residential users.
Our Program
Orange County’s biosolids are safe, highly-regulated, and meet the most
restrictive standards. In order to maintain these high-quality standards for
recycling our biosolids, OC San maintains a comprehensive and award-
winning Source Control Program that has significantly reduced the amount
of pollutants entering our facilities and biosolids.
Fertilizing farmland with biosolids is a win-win for the environment because
we are recycling a renewable resource and creating productive farmland.
It’s a win for farmers because research has demonstrated using biosolids
increases crop yields. And this biosolids management option is a win for
local sewer rate payers since it is a low-tech, low-cost, reliable option that
helps keep sewer rates low.
Learn More
Visit our website at www.ocsan.gov/biosolids for more information and to
sign up for periodic biosolids program newsletters.
Know what should go downthe drain that is sewer safe
It’s simple, the toilet is only meant to flush the
three Ps—pee, poop and paper.
Unfortunately, over the years, people have turned the toilet into a
trash can. From medications and sanitary products to deceased
pet fish and cigarette butts. If it fits, people flush it. Flushing these
types of items down the toilet causes home pipes to clog, wastes
water (up to five gallons of water every time you flush) and most
importantly can have a huge impact on our sewers, not to mention
our ocean.
Besides the three Ps the only other thing going down the drain should be soap and water. The toilet is not the
only drain that people are using to get rid of unwanted waste;
people are also known to use the kitchen sink as a trash can.
Letting trash flow and go down the kitchen sink (or any other
drain in the house) may cause pipes to clog and can eventually
lead to sewage spills that harm the environment.
Visit www.What2Flush.com to learn how to properly dispose of common
items that people flush or dump down the drain. Let’s keep our wastewater
flowing and our oceans clean. Educate yourself and others.
Know What 2 Flush and what to put down the drain. Protect our sewers
and environment!
The Groundwater Replenishment System (GWRS) is the world’s largest
advanced water purification system for potable reuse. It takes treated
wastewater that otherwise would be sent to the Pacific Ocean and purifies it
using a three-step advanced process.
The design and construction of the GWRS was jointly funded by the
Orange County Sanitation District (OC San) and the Orange County Water
District (OCWD). Together OC San and OCWD constructed one of the most
celebrated civil engineering and water reuse projects in the world.
The GWRS provides a reliable supply of highly purified, near-distilled quality
water. Even during drought years, the GWRS offers a more cost-effective
and energy-efficient way of producing water.
GWRS provides the county with new water it can count on. The project
serves as a model for other regions throughout the United States and
the world.
Reclamation Plant No. 1 and Administration Offices
10844 Ellis Avenue, Fountain Valley, California 92708
Treatment Plant No. 2
22212 Brookhurst Street, Huntington Beach, California 92646
Phone: 714.962.2411
Email: forinformation@ocsan.gov
Website: www.ocsan.gov
The Orange County Sanitation District (OC San) is a public agency that provides wastewater collection, treatment, recycling, and disposal services for approximately
2.6 million people in our service area of central and northern Orange County. OC San
is a special district that is governed by a Board of Directors consisting of 25 board
members. OC San has two operating facilities in Fountain Valley and Huntington
Beach that treat wastewater from residential, commercial, and industrial sources.
Follow the Flow:
Pretreatment: All the cities’ sewers connect to OC San’s collections system that
transports the wastewater to our treatment plants. Before the sewage enters our
facilities, our Source Control Program permits and inspects business and industry that discharge waste into the sewers. Maintaining and protecting our trunklines from
corrosion and odor issues is also an important part of what we do.
1. Metering and Diversion: Wastewater enters our treatment plants through
trunklines up to 10-feet in diameter at a speed of 2.5-5 mph. Automated
equipment measures the pH, conductivity, flow, and temperature. Data is
monitored by operators around the clock.
2. Preliminary Treatment: Consists of two parts – bar screens and grit chambers.
First, sewage passes through metal bars that catch large items (rags, trash,
wood, etc.). Next, grit chambers use air bubbles to suspend lighter material while
heavier grit (egg shells, coffee grounds, gravel, sand, etc.) sinks to the bottom
and is removed. Screenings and grit are sent to a landfill.
3. Air Scrubber: Most processes that produce odors are covered and the foul air is
drawn off for cleaning (deodorizing) by air scrubbers. OC San uses both chemical
and biofilter systems. Hydrogen sulfides (sewer gas smell) are neutralized by
using caustic soda, bleach, or live microorganisms.
4. Advanced Primary Treatment: Chemicals (ferric chloride and anionic polymer)
are added to the preliminary treated sewage to improve settling. Heavier suspended solids clump together and sink to the bottom (sludge). Lighter waste
(grease and oil) float to the surface (scum). This process takes about 2 hours
and up to 80% of the suspended solids are continuously removed by scraper
arms that revolve along the top and bottom of the basin. These solids are sent to
digesters for further processing.
5. Secondary Treatment: Advanced primary treated sewage is sent to either
trickling filters or activated sludge processes were aerobic microorganisms eat
the remaining dissolved waste from the water. The secondary treated wastewater
is then settled in clarifiers allowing the remaining sludge (either live or dead
microorganisms) to be removed. Activated sludge process uses aeration basins to mix oxygen and microorganisms to enhance the waste removal rate. Some of
the sludge is pumped back into the aeration basin as return activated sludge to
regenerate the basin. The remaining sludge is thickened and sent to digesters.
Final Effluent: The secondary treated wastewater from Plant No. 1 is sent to the
Orange County Water District for advanced treatment through the Groundwater Replenishment System (GWRS). This water is used to replenish Orange County’s
groundwater aquifers and protect against seawater intrusion. The secondary treated
wastewater from Plant No. 2 is safely released though our ocean pipeline five miles
out to sea at a depth of 200 feet below the ocean surface.
Our Mission:
“To protect public health and the environment by providing
effective wastewater collection, treatment, and recycling.”
Orange County Sanitation District
10844 Ellis Avenue
Fountain Valley
California, 92708-7018
714.962.2411
www.ocsan.gov
05/2021