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Home My WebLink About06-26-2024 Board Meeting Complete Agenda Packet SPECIAL NOTICE PUBLIC ATTENDANCE & PARTICIPATION AT PUBLIC MEETINGS Board of Directors Meeting Wednesday, June 26, 2024 6:00 p.m. Your participation is always welcome. OC San offers several ways in which to interact during meetings. You will find information as to these opportunities below. IN-PERSON MEETING ATTENDANCE You may attend the meeting in-person at the following location: Orange County Sanitation District Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 ONLINE MEETING PARTICIPATION You may join the meeting live via Teams on your computer or similar device or web browser by using the link below: Click here to join the meeting We suggest testing joining a Teams meeting on your device prior to the commencement of the meeting. For recommendations, general guidance on using Teams, and instructions on joining a Teams meeting, please click here. Please mute yourself upon entry to the meeting. Please raise your hand if you wish to speak during the public comment section of the meeting. The Clerk of the Board will call upon you by using the name you joined with. Meeting attendees are not provided the ability to make a presentation during the meeting. Please contact the Clerk of the Board at least 48 hours prior to the meeting if you wish to present any items. Additionally, camera feeds may be controlled by the meeting moderator to avoid inappropriate content. HOW TO PARTICIPATE IN THE MEETING BY TELEPHONE To join the meeting from your phone: Dial (213) 279-1455 When prompted, enter the Phone Conference ID: 254 178 841# All meeting participants may be muted during the meeting to alleviate background noise. If you are muted, please use *6 to unmute. You may also mute yourself on your device. Please raise your hand to speak by use *5, during the public comment section of the meeting. The Clerk of the Board will call upon you by using the last 4 digits of your phone number as identification. NOTE: All attendees will be disconnected from the meeting at the beginning of Closed Session. If you would like to return to the Open Session portion of the meeting, please login or dial-in to the Teams meeting again and wait in the Lobby for admittance. WATCH THE MEETING ONLINE The meeting will be available for online viewing at: https://ocsd.legistar.com/Calendar.aspx SUBMIT A COMMENT You may submit your comments and questions in writing for consideration in advance of the meeting by using the eComment feature available online at: https://ocsd.legistar.com/Calendar.aspx or sending them to OCSanClerk@ocsan.gov with the subject line “PUBLIC COMMENT ITEM # (insert the item number relevant to your comment)” or “PUBLIC COMMENT NON-AGENDA ITEM”. You may also submit comments and questions for consideration during the meeting by using the eComment feature available online at: https://ocsd.legistar.com/Calendar.aspx. The eComment feature will be available for the duration of the meeting. All written public comments will be provided to the legislative body and may be read into the record or compiled as part of the record. For any questions and/or concerns, please contact the Clerk of the Board’s office at 714-593-7433. Thank you for your interest in OC San! June 20, 2024 NOTICE OF REGULAR MEETING BOARD OF DIRECTORS ORANGE COUNTY SANITATION DISTRICT Wednesday, June 26, 2024 – 6:00 P.M. Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 ACCESSIBILITY FOR THE GENERAL PUBLIC Your participation is always welcome. Specific information as to how to participate in this meeting is detailed on the Special Notice attached to this agenda. In general, OC San offers several ways in which to interact during this meeting: you may participate in person, join the meeting live via Teams on your computer or similar device or web browser, join the meeting live via telephone, view the meeting online, and/or submit comments for consideration before or during the meeting. The Regular Meeting of the Board of Directors of the Orange County Sanitation District will be held at the above location and in the manner indicated on Wednesday, June 26, 2024 at 6:00 p.m. BOARD MEETING DATES July 24, 2024 August 28, 2024 September 25, 2024 October 23, 2024 November 20, 2024 * December 18, 2024 * January 22, 2025 February 26, 2025 March 26, 2025 April 23, 2025 May 28, 2025 June 25, 2025 * Meeting will be held on the third Wednesday of the month ORANGE COUNTY SANITATION DISTRICT Effective 01/23/2024 BOARD OF DIRECTORS Complete Roster AGENCY/CITIES ACTIVE DIRECTOR ALTERNATE DIRECTOR Anaheim Stephen Faessel Carlos A. Leon Brea Christine Marick Cecilia Hupp Buena Park Joyce Ahn Art Brown Cypress Scott Minikus Bonnie Peat Fountain Valley Glenn Grandis Ted Bui Fullerton Bruce Whitaker Nick Dunlap Garden Grove Stephanie Klopfenstein John O’Neill Huntington Beach Pat Burns Gracey Van Der Mark Irvine Farrah N. Khan Kathleen Treseder La Habra Rose Espinoza Jose Medrano La Palma Debbie Baker Mark I. Waldman Los Alamitos Jordan Nefulda Shelley Hasselbrink Newport Beach Brad Avery Erik Weigand Orange Jon Dumitru John Gyllenhammer Placentia Chad Wanke Ward Smith Santa Ana Johnathan Ryan Hernandez Benjamin Vazquez Seal Beach Schelly Sustarsic Lisa Landau Stanton David Shawver Carol Warren Tustin Ryan Gallagher Austin Lumbard Villa Park Robbie Pitts Jordan Wu Sanitary/Water Districts Costa Mesa Sanitary District Bob Ooten Art Perry Midway City Sanitary District Andrew Nguyen Tyler Diep Irvine Ranch Water District John Withers Douglas Reinhart Yorba Linda Water District Phil Hawkins Tom Lindsey County Areas Board of Supervisors Doug Chaffee Donald P. Wagner BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 - 6:00 PM Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 ACCOMMODATIONS FOR THE DISABLED: If you require any special disability related accommodations, please contact the Orange County Sanitation District (OC San) Clerk of the Board’s office at (714) 593-7433 at least 72 hours prior to the scheduled meeting. Requests must specify the nature of the disability and the type of accommodation requested. AGENDA POSTING: In accordance with the requirements of California Government Code Section 54954.2, this agenda has been posted outside the main gate of the OC San's Administration Building located at 10844 Ellis Avenue, Fountain Valley, California, and on the OC San’s website at www.ocsan.gov not less than 72 hours prior to the meeting date and time above. All public records relating to each agenda item, including any public records distributed less than 72 hours prior to the meeting to all, or a majority of the Board of Directors, are available for public inspection in the office of the Clerk of the Board. AGENDA DESCRIPTION: The agenda provides a brief general description of each item of business to be considered or discussed. The recommended action does not indicate what action will be taken. The Board of Directors may take any action which is deemed appropriate. MEETING RECORDING: A recording of this meeting is available within 24 hours after adjournment of the meeting at https://ocsd.legistar.com/Calendar.aspx or by contacting the Clerk of the Board at (714) 593-7433. NOTICE TO DIRECTORS: To place items on the agenda for a Committee or Board Meeting, the item must be submitted in writing to the Clerk of the Board: Kelly A. Lore, MMC, (714) 593-7433 / klore@ocsan.gov at least 14 days before the meeting. FOR ANY QUESTIONS ON THE AGENDA, BOARD MEMBERS MAY CONTACT STAFF AT: General Manager: Rob Thompson, rthompson@ocsan.gov / (714) 593-7110 Asst. General Manager: Lorenzo Tyner, ltyner@ocsan.gov / (714) 593-7550 Director of Engineering: Mike Dorman, mdorman@ocsan.gov / (714) 593-7014 Director of Environmental Services: Lan Wiborg, lwiborg@ocsan.gov / (714) 593-7450 Director of Finance: Wally Ritchie, writchie@ocsan.gov / (714) 593-7570 Director of Human Resources: Laura Maravilla, lmaravilla@ocsan.gov / (714) 593-7007 Director of Operations & Maintenance: Riaz Moinuddin, rmoinuddin@ocsan.gov / (714) 593-7269 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 CALL TO ORDER Board Chairman Chad Wanke INVOCATION AND PLEDGE OF ALLEGIANCE Director Bob Ooten, Costa Mesa Sanitary District ROLL CALL AND DECLARATION OF QUORUM Clerk of the Board PUBLIC COMMENTS: Your participation is always welcome. Specific information as to how to participate in a meeting is detailed in the Special Notice attached to this agenda. In general, OC San offers several ways in which to interact during meetings: you may participate in person, join the meeting live via Teams on your computer or similar device or web browser, join the meeting live via telephone, view the meeting online, and/or submit comments for consideration before or during the meeting. SPECIAL PRESENTATIONS: 1.2024-3666RECOGNITION OF THE VIDEO CONTEST WINNERS RECOMMENDATION: Recognize the winners of the 2024 OC San Video Contest. Originator:Kelly Lore 2.2024-3653EMPLOYEE SERVICE AWARDS 35-year Service Awards Robert Livingston, Program Assistant - Division 830 Originator:Kelly Lore 3.2024-3623RECOGNITION OF BOARD CHAIRMAN CHAD P. WANKE The Board of Directors and Staff will recognize Board Chairman Chad Wanke for his service as Orange County Sanitation District’s Board Chairman. Originator:Kelly Lore REPORTS: The Board Chairperson and the General Manager may present verbal reports on miscellaneous matters of general interest to the Directors. These reports are for information only and require no action by the Directors. Page 1 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 CONSENT CALENDAR: Consent Calendar Items are considered to be routine and will be enacted, by the Board of Directors, after one motion, without discussion. Any items withdrawn from the Consent Calendar for separate discussion will be considered in the regular order of business. 4.2024-3660APPROVAL OF MINUTES RECOMMENDATION: A. Approve minutes of the Special meeting of the Board of Directors held May 22, 2024; and B. Approve minutes of the Regular meeting of the Board of Directors held May 22, 2024. Originator:Kelly Lore Agenda Report 05-22-2024 Board of Directors Special Meeting Minutes 05-22-2024 Board of Directors Regular Meeting Minutes Attachments: 5.2024-3603RESOLUTION NO. OC SAN 24-05 COMMENDING BOARD CHAIRMAN CHAD P. WANKE RECOMMENDATION: Adopt Resolution No. OC SAN 24-05, entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District commending Chad P. Wanke for his outstanding contributions and dedication to public service as Chairman of the Orange County Sanitation District’s Board of Directors”. Originator:Kelly Lore Agenda Report Resolution No. OC SAN 24-05 Attachments: RECEIVE AND FILE: 6.2024-3428REPORT OF THE INVESTMENT TRANSACTIONS FOR THE MONTH OF MAY 2024 RECOMMENDATION: Receive and file the following: Report of the Investment Transactions for the month of May 2024. Originator:Wally Ritchie Agenda Report Report of the Investment Transactions - May 2024 Attachments: Page 2 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 7.2024-3478COMMITTEE MEETING MINUTES RECOMMENDATION: Receive and file the following: A.Minutes of the Steering Committee Meeting held April 24, 2024 B.Minutes of the Operations Committee Meeting held May 1, 2024 C.Minutes of the Administration Committee Meeting held May 8, 2024 Originator:Kelly Lore Agenda Report 04-24-2024 Steering Committee Minutes 05-01-2024 Operations Committee Minutes 05-08-2024 Administration Committee Minutes Attachments: OPERATIONS COMMITTEE: 8.2024-3647ENGINEERING PROGRAM CONTRACT PERFORMANCE REPORT RECOMMENDATION: Receive and file the Engineering Program Contract Performance Report for the period ending March 31, 2024. Originator:Mike Dorman Agenda Report Contract Performance Report for period ending 03/31/2024 Attachments: 9.2024-3648TRICKLING FILTER C CENTER MAST ASSEMBLY REPLACEMENT AT PLANT NO. 2, PROJECT NO. MP2-019 RECOMMENDATION: A. Approve a Sole Source General Services Contract to Jamison Engineering Contractors, Inc. for Trickling Filter C Center Mast Assembly Replacement at Plant No. 2, Project No. MP2-019, for a total amount not to exceed $274,800 and; B. Approve a contingency of $27,480 (10%). Originator:Riaz Moinuddin Agenda Report General Services Contract - MP2-019 Attachments: Page 3 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 10.2024-3649DIGESTER C, D, F, AND G MECHANICAL REHABILITATION AT PLANT NO. 2, PROJECT NO. FE20-02 RECOMMENDATION: A. Receive and file Bid Tabulation and Recommendation for Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02; B. Award a Construction Contract Agreement to J.F. Shea Construction, Inc. for Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02, for a total amount not to exceed $3,694,000; and C. Approve a contingency of $369,400 (10%). Originator:Mike Dorman Agenda Report Construction Contract Agreement - FE20-02 Presentation - FE20-02 Contract Award Attachments: 11.2024-3650SUNFLOWER PUMP REPLACEMENT AT PLANT NO. 1, PROJECT NO. FE19-04 RECOMMENDATION: Approve a contingency increase of $318,480 (15%) to the construction contract with GSE Construction Company Inc. for Sunflower Pump Replacement at Plant No. 1, Project No. FE19-04, for a total construction contingency of $530,800 (25%). Originator:Mike Dorman Agenda Report Presentation - FE19-04 Sunflower Contingency Increase Attachments: 12.2024-3651OCEAN OUTFALL SYSTEM REHABILITATION, PROJECT NO. J-117 RECOMMENDATION: Approve a contingency increase of $727,933 (8.5%) to the Professional Construction Services Agreement with Brown and Caldwell for Ocean Outfall System Rehabilitation, Project No. J-117, Outfall Low Flow Pump Station, Contract No. J-117B, for a new total contingency not to exceed $1,584,324 (18.5%). Originator:Mike Dorman Agenda Report Presentation - J-117 Consultant Contingency Attachments: Page 4 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 13.2024-3652HEADQUARTERS COMPLEX AT PLANT NO. 1, PROJECT NO. P1-128 RECOMMENDATION: A. Approve a project budget increase of $1,500,000 for Headquarters Complex at Plant No. 1, Project No. P1-128 for a new total project budget of $171,000,000; and B. Approve a contingency increase of $1,538,175 (1.5%) to the existing Construction Contract No. P1-128A with Swinerton Builders for Headquarters Complex at Plant No. 1, Project No. P1-128, for a total contingency of $6,665,424 (6.5%). Originator:Mike Dorman Agenda Report Presentation - P1-128 Construction Contingency Attachments: ADMINISTRATION COMMITTEE: 14.2024-3662GANN APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024-25 RECOMMENDATION: Adopt Resolution No. OC SAN 24-06, entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District Establishing the Annual Appropriations Limit for Fiscal Year 2024-25 for the Orange County Sanitation District in Accordance with the Provisions of Division 9 of Title 1 of the California Government Code”. Originator:Wally Ritchie Agenda Report Resolution No. OC SAN 24-06 - Gann Attachments: 15.2024-3663FY 2024-25 USE CHARGES FOR SANTA ANA WATERSHED PROJECT AUTHORITY RECOMMENDATION: Adopt Resolution No. OC SAN 24-07, entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District Establishing Use Charges for the 2024-25 Fiscal Year Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa Ana Watershed Project Authority (“SAWPA”)”. Originator:Wally Ritchie Agenda Report Resolution No. OC SAN 24-07 - SAWPA Attachments: Page 5 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 16.2024-3664FY 2024-25 PROPERTY - LIABILITY INSURANCE RENEWALS RECOMMENDATION: Approve the Orange County Sanitation District FY 2024-25 Property-Liability Insurance Renewals included in the FY 2024-25 Budget for the not-to-exceed amounts specified below: Property and Boiler & Machinery - Not to Exceed $2,906,254 Excess General Liability Insurance - Not to Exceed $1,704,203 Excess Workers’ Compensation Insurance - Not to Exceed $ 437,293 Earthquake Insurance - Not to Exceed $ 222,583 TOTAL $5,270,333 Originator:Wally Ritchie Agenda ReportAttachments: 17.2024-3665PROPOSED FISCAL YEAR 2024-25 AND FISCAL YEAR 2025-26 BUDGET RECOMMENDATION: Approve the proposed Operating, Capital, Debt Service, and Self-Insurance Budgets for FY 2024-25 and FY 2025-26 as follows: FY 2024-25 FY 2025-26 Net Operating $232,674,493 $239,114,716 Self-Insurance - Workers’ Comp. 1,124,029 1,182,835 Self-Insurance - Property & Gen. Liability 4,402,500 4,767,000 Net Capital Improvement Program 223,075,113 279,436,128 Debt/COP Service 61,027,421 60,431,104 Intra-District Joint Equity Purchase/Sale (1) 3,500,000 3,500,000 Total $525,803,556 $588,431,783 (1) Cash to/from Revenue Area 14 (RA14) in exchange for capital assets to/from Consolidated Revenue Area 15 (RA15) Originator:Wally Ritchie Agenda Report Draft FY2024-25 and FY2025-26 Budget Presentation - FY24-25 and FY25-26 Budget Attachments: Page 6 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 STEERING COMMITTEE: 18.2024-3679LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF MAY 2024 RECOMMENDATION: Receive and file the Legislative Affairs Update for the month of May 2024. Originator:Rob Thompson Agenda Report Federal Legislative Update Federal Matrix State Legislative Update State Matrix H.R. 7944 Letter of Support - Rep. Katie Porter H.R. 7944 Letter of Support - Rep. Linda Sanchez H.R. 7944 Letter of Support - Rep. Lou Correa H.R. 7944 Letter of Support - Rep. Michelle Steel H.R. 7944 Letter of Support - Rep. Young Kim Attachments: 19.2024-3680PUBLIC AFFAIRS UPDATE FOR THE MONTH OF MAY 2024 RECOMMENDATION: Receive and file the Public Affairs Update for the month of May 2024. Originator:Rob Thompson Agenda Report Outreach and Media Report - May 2024 WPAA Local Public Affairs Report - May 2024 Attachments: 20.2024-3681PUBLIC AFFAIRS STRATEGIC PLAN FOR FISCAL YEARS 2022-2024 SUMMARY RECOMMENDATION: Receive and file the Proposed Public Affairs Strategic Plan for Fiscal Years 2022- 2024 Summary. Originator:Rob Thompson Agenda Report Public Affairs Strategic Plan, FY 2022-2024 Public Affairs Portfolio, FY 2022-2024 Attachments: Page 7 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 21.2024-3682PUBLIC AFFAIRS STRATEGIC PLAN FOR FISCAL YEARS 2024-2026 RECOMMENDATION: Receive and file the Public Affairs Strategic Plan for Fiscal Years 2024- 2026. Originator:Rob Thompson Agenda Report Public Affairs Strategic Plan, FY 2024-2026 Attachments: 22.2024-3683GENERAL MANAGER’S FY 2023-2024 WORK PLAN YEAR-END REPORT RECOMMENDATION: Receive and file the General Manager’s FY 2023-2024 Work Plan Year-End Report. Originator:Rob Thompson Agenda Report General Manager's FY 2023-2024 Work Plan Year-End Report Attachments: 23.2024-3684GENERAL MANAGER’S FY 2024-2025 WORK PLAN RECOMMENDATION: Receive and file the General Manager’s Fiscal Year 2024-2025 Work Plan. Originator:Rob Thompson Agenda Report General Manager’s FY 2024-2025 Work Plan Attachments: NON-CONSENT: 24.2024-3686PROFESSIONAL CONSULTANT SERVICES AGREEMENT FOR GENERAL LEGAL SERVICES RECOMMENDATION: Authorize Board Chairman Chad P. Wanke, to enter into a Professional Consultant Services Agreement with Best Best & Krieger LLP for General Legal Services, Specification No. CS-2024-1440BD; and appoint Scott Smith as Principal General Counsel; for a five-year term beginning July 1, 2024 through June 30, 2029, with one (1) optional five-year renewal, in a form approved by Special Counsel. Originator:Lorenzo Tyner Page 8 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 Agenda Report Detailed Scoring Professional Consultant Services Agreement - CS-2024-1440BD Attachments: 25.2024-3687PROFESSIONAL CONSULTANT SERVICES AGREEMENT FOR GENERAL LEGAL SERVICES IN THE AREAS OF ENVIRONMENTAL LAW AND AIR QUALITY RECOMMENDATION: Approve a Professional Consultant Services Agreement with Allen Matkins Leck Gamble Mallory & Natsis LLP for General Legal Services in the areas of Environmental Law and Air Quality, Specification No. CS-2024-1440BD, for the period beginning July 1, 2024 through June 30, 2029 with one (1) optional five-year renewal. Originator:Lorenzo Tyner Agenda Report Detailed Scoring Professional Consultant Services Agreement - CS-2024-1440BD Attachments: 26.2024-3688SOLE SOURCE AGREEMENT FOR LEGAL SERVICES WITH WOODRUFF & SMART RECOMMENDATION: Approve a Sole Source Agreement for Legal Services with Woodruff & Smart, commencing on July 1, 2024, in a form approved by Special Counsel. Originator:Lorenzo Tyner Agenda Report Agreement for Legal Services Attachments: INFORMATION ITEMS: None. AB 1234 DISCLOSURE REPORTS: This item allows Board members to provide a brief oral report regarding the disclosure of outside committees, conferences, training, seminars, etc. attended at the Agency’s expense, per Government Code §53232.3(d). • Report from Board Delegate - ISDOC • Report from Board Delegate - NWRI • Report from Board Delegate - OCCOG • Report from Board Delegate - SARFPA • Report from GWRS Steering Committee Member(s) • Other Page 9 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 CLOSED SESSION: During the course of conducting the business set forth on this agenda as a regular meeting of the Board, the Chairperson may convene the Board in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54956.9, 54957 or 54957.6, as noted. Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c) employment actions or negotiations with employee representatives; or which are exempt from public disclosure under the California Public Records Act, may be reviewed by the Board during a permitted closed session and are not available for public inspection. At such time the Board takes final action on any of these subjects, the minutes will reflect all required disclosures of information. CONVENE IN CLOSED SESSION. CS-1 2024-3675CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE SECTION 54956.9(d)(1) RECOMMENDATION: Convene in Closed Session: Number of Cases: 1 Orange County Sanitation District, a public entity v. Bayside Village Marina, LLC, a limited liability company; Laguna Beach County Water District, a public entity; and Does 1-100, inclusive; and all Persons Unknown Claiming an Interest in the Property, Superior Court of California, County of Orange, Case No. 30-2022-01251890. Agenda Report Board CS Memo re Bayside Village Marina 6-26-24 Attachments: CS-2 2024-3676CONFERENCE WITH LABOR NEGOTIATORS - GOVERNMENT CODE SECTION 54957.6 RECOMMENDATION: Convene in Closed Session: Agency Designated Representative: General Manager Robert Thompson. Benefits for Unrepresented Executive Management Employees: Assistant General Manager, Director of Communications, Director of Engineering, Director of Environmental Services, Director of Finance, Director of Human Resources, and Director of Operations and Maintenance. Agenda Report Board CS Memo re Labor Negotiations 6-26-24 Attachments: RECONVENE IN REGULAR SESSION. CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED SESSION: Page 10 of 11 BOARD OF DIRECTORS Regular Meeting Agenda Wednesday, June 26, 2024 OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: At this time Directors may request staff to place an item on a future agenda. ADJOURNMENT: Adjourn the Board meeting until the Regular Meeting of the Board of Directors on July 24, 2024 at 6:00 p.m. Page 11 of 11 BOARD OF DIRECTORS Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3660 Agenda Date:6/26/2024 Agenda Item No:4. FROM:Robert Thompson, General Manager Originator: Kelly A. Lore, Clerk of the Board SUBJECT: APPROVAL OF MINUTES GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: A. Approve minutes of the Special meeting of the Board of Directors held May 22, 2024; and B. Approve minutes of the Regular meeting of the Board of Directors held May 22, 2024. BACKGROUND In accordance with the Board of Directors Rules of Procedure,an accurate record of each meeting will be provided to the Directors for subsequent approval at the following meeting. RELEVANT STANDARDS ·Resolution No. OC SAN 22-37 ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·May 22, 2024 Board of Directors Special Meeting minutes ·May 22, 2024 Board of Directors Regular Meeting minutes Orange County Sanitation District Printed on 6/20/2024Page 1 of 1 powered by Legistar™ ORANGE COUNTY SANITATION DISTRICT MINUTES SPECIAL MEETING BOARD OF DIRECTORS MAY 22, 2024 New Headquarters Building 18480 Bandilier Circle Fountain Valley, CA 92708 (714) 593-7433 BOARD OF DIRECTORS Minutes May 22, 2024 CALL TO ORDER A special meeting of the Board of Directors of the Orange County Sanitation District was called to order by Board Chairman Chad Wanke on Wednesday, May 22, 2024 at 4:39 p.m. at the New Headquarters Building. The following members were in attendance: PRESENT:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker, John Withers, Art Brown (Alternate), Ted Bui (Alternate), Tom Lindsey (Alternate), Gracey Van Der Mark (Alternate) and Erik Weigand (Alternate) ABSENT:Rose Espinoza, Johnathan Ryan Hernandez, Farrah Khan and Jordan Nefulda PUBLIC COMMENTS: None. SPECIAL PRESENTATIONS: 1.ORANGE COUNTY SANITATION DISTRICT - HEADQUARTERS RIBBON CUTTING 2024-3624 Originator: Kelly Lore Mayor of Fountain Valley and OC San Board Member Glenn Grandis provided a welcome message and introduced OC San Board Chairman Chad Wanke who provided opening remarks. OC San Board Vice Chairman Ryan Gallagher provided a presentation of the Headquarters Building. PRESENTATIONS: Welcome & Introductions Glenn Grandis, Mayor of Fountain Valley and OC San Board Member Opening Remarks Chad Wanke, OC San Board Chairman Headquarters Presentation Ryan Gallagher, OC San Board Vice-Chairman Official Ribbon Cutting & Conclusion Page 1 of 2 BOARD OF DIRECTORS Minutes May 22, 2024 ADJOURNMENT: At 5:02 p.m., Chair Wanke adjourned the Special Board meeting until the Regular Meeting of the Board of Directors to be held on Wednesday, May 22, 2024 at 6:00 p.m. Submitted by: __________________ Kelly A. Lore, MMC Clerk of the Board Page 2 of 2 ORANGE COUNTY SANITATION DISTRICT MINUTES BOARD OF DIRECTORS MAY 22, 2024 Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 BOARD OF DIRECTORS Minutes May 22, 2024 CALL TO ORDER A regular meeting of the Board of Directors of the Orange County Sanitation District was called to order by Board Chairman Chad Wanke on Wednesday, May 22, 2024 at 6:00 p.m. in the Administration Building of the Orange County Sanitation District. Director Robbie Pitts delivered the invocation and led the Pledge of Allegiance. ROLL CALL AND DECLARATION OF QUORUM The Clerk of the Board declared a quorum present as follows: PRESENT:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda STAFF PRESENT: Rob Thompson, General Manager; Lorenzo Tyner, Assistant General Manager; Mike Dorman, Director of Engineering; Laura Maravilla, Director of Human Resources; Riaz Moinuddin, Director of Operations and Maintenance; Wally Ritchie, Director of Finance; Lan Wiborg, Director of Environmental Services; Kelly Lore, Clerk of the Board; Jennifer Cabral; Cheri Calisang; Mortimer Caparas; Jackie Castro; Thys DeVries; Martin Dix; Rob Michaels; Perla Rodriguez; Vianey Sorto-Gaona; Don Stokes; Thomas Vu; and Ruth Zintzun were present in the Board Room. OTHERS PRESENT: Brad Hogin, General Counsel; Lindsay Caro, Associate Counsel; and Gary Weisberg, Associate Counsel were present in the Board Room. Laura Drottz Kalty, Special Counsel, Liebert Cassidy Whitmore was present telephonically. PUBLIC COMMENTS: None. Clerk of the Board Kelly Lore stated that at the request of staff Item No. 1 had been pulled from consideration. SPECIAL PRESENTATIONS: 1.RECOGNITION OF THE VIDEO CONTEST WINNERS 2024-3462 Originator: Kelly Lore The Item was withdrawn from consideration. Recognize the winners of the 2024 OC San Video Contest. Page 1 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 2.EMPLOYEE SERVICE AWARDS 2024-3597 Originator: Kelly Lore Chair Wanke introduced General Manager Rob Thompson who presented a 20-year service award to Director of Human Resources Laura Maravilla. Chair Wanke also recognized Senior Plant Operator Matt Adams and Associate Engineer Yvonne Dake for their 20-years of service. 20-year Service Awards Matt Adams, Senior Plant Operator - Division 840 Yvonne Dake, Associate Engineer - Division 750 Laura Maravilla, Director of Human Resources - Division 160 REPORTS: Chair Wanke thanked those who attended the Headquarters Ribbon Cutting ceremony and stated that it was great to have so many in attendance to celebrate OC San’s significant milestone. He reported that Staff will move in on Tuesday, June 4 and that the first Committee and Board meetings are anticipated to take place at the Headquarters Building in July or August, dependent on AV equipment and staff training. Chair Wanke stated that the Directors would receive talking points regarding OC San activities to assist while reporting out to their councils, boards, and community groups. Chair Wanke stated that OC San was featured in an annual supplemental insert of the Orange County Register focused on water. The insert highlighted OC San's 70-year history, efforts with SCWO, the VPP certification, and offered an invitation to the upcoming Open House. Chair Wanke also announced that OC San’s Open House would take place on Saturday, June 8 from 9:00 a.m. until 12:00 noon and invited everyone to attend. He stated that there were over 500 tour registrants and nine member agencies who would be participating, with an anticipated one thousand guests. PUBLIC HEARING: 3.PROPOSED ORDINANCE NO. OC SAN-59A AMENDING ORDINANCE NO. OC SAN-59 TO CORRECT AN ERROR IN TABLE D 2024-3595 Originator: Wally Ritchie Chair Wanke opened the public hearing at 6:12 p.m. Director of Finance Wally Ritchie provided a brief staff report; Ms. Lore stated there were no comments or objections. Chair Wanke closed the public hearing at 6:13 p.m. MOVED, SECONDED, AND DULY CARRIED TO: Page 2 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A. Conduct a Public Hearing ·Open Public Hearing ·Receive Public Comment ·Close Public Hearing B. Motion to read Ordinance No. OC SAN-59A by title only and waive reading of said entire Ordinance; C. Adopt Ordinance No. OC SAN-59A entitled, “An Ordinance of the Board of Directors of the Orange County Sanitation District, Amending Ordinance No. OC SAN-59 to correct an error in Table D”; and D. Direct the Clerk of the Board to publish summaries of the Ordinance as required by law. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 4.PROPOSED ORDINANCE NO. OC SAN-60A AMENDING ORDINANCE NO. OC SAN-60 TO CORRECT ERRORS IN TABLE F AND TABLE G 2024-3596 Originator: Wally Ritchie Chair Wanke opened the public hearing at 6:14 p.m. Mr. Ritchie provided a brief staff report; Ms. Lore stated there were no comments or objection. Chair Wanke closed the public hearing at 6:14 p.m. MOVED, SECONDED, AND DULY CARRIED TO: Page 3 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A. Conduct a Public Hearing ·Open Public Hearing ·Receive Public Comment ·Close Public Hearing B. Motion to read Ordinance No. OC SAN-60A by title only and waive reading of said entire Ordinance; C. Adopt Ordinance No. OC SAN-60A entitled, “An Ordinance of the Board of Directors of the Orange County Sanitation District, Amending Ordinance No. OC SAN-60 to correct errors in Table F and Table G”; and D. Direct the Clerk of the Board to publish summaries of the Ordinance as required by law. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None ELECTIONS: 5.NOMINATIONS FOR CHAIRPERSON AND VICE CHAIRPERSON OF THE ORANGE COUNTY SANITATION DISTRICT BOARD OF DIRECTORS 2023-3031 Originator: Kelly Lore General Counsel Brad Hogin provided instructions and facilitated the nomination and election process. Mr. Hogin opened nominations for Chairperson of the Board of Directors. One nomination was received for the office of Chairperson (Ryan Gallagher). A motion, second, and unanimous approval to close nominations was received. With no further nominations, Ryan Gallagher was deemed elected as Chairman of the Board of Directors for the 2025/26 term. Mr. Hogin opened nominations for Vice-Chairperson of the Board of Directors. One nomination was received for the office of Vice-Chairperson (Jon Dumitru). A motion, second, and unanimous approval to close nominations was received. Page 4 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 With no further nominations, Jon Dumitru was deemed elected as Vice-Chairman of the Board of Directors for the 2025/26 term. A. Open nominations for Chairperson of the Board of Directors. (Election to be held at the regular June Board of Directors meeting unless only one candidate is nominated.) B. Open nominations for Vice Chairperson of the Board of Directors. (Election to be held at the regular June Board of Directors meeting unless only one candidate is nominated.) CONSENT CALENDAR: 6.APPROVAL OF MINUTES 2024-3598 Originator: Kelly Lore MOVED, SECONDED, AND DULY CARRIED TO: Approve minutes of the Regular meeting of the Board of Directors held April 24, 2024. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None RECEIVE AND FILE: 7.REPORT OF THE INVESTMENT TRANSACTIONS FOR THE MONTH OF APRIL 2024 2024-3427 Originator: Wally Ritchie WITHOUT OBJECTION ACTION TAKEN TO RECEIVE AND FILE THE FOLLOWING: Report of the Investment Transactions for the month of April 2024. 8.COMMITTEE MEETING MINUTES 2024-3477 Originator: Kelly Lore WITHOUT OBJECTION ACTION TAKEN TO RECEIVE AND FILE THE FOLLOWING: Page 5 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A.Minutes of the Steering Committee Meeting held March 27, 2024 B.Minutes of the Operations Committee Meeting held April 3, 2024 C.Minutes of the Administration Committee Meeting held April 10, 2024 OPERATIONS COMMITTEE: 9.COOPERATIVE PROCUREMENT WITH W.W. GRAINGER, INC.2024-3607 Originator: Riaz Moinuddin MOVED, SECONDED, AND DULY CARRIED TO: Approve a Blanket Purchase Order with W.W. Grainger, Inc. (Grainger, Inc.) for the purchase of maintenance tools and supplies, utilizing the Sourcewell Cooperative Agreement No. 091422-WWG in accordance with Ordinance No. OC SAN-61, Section 2.03(B), for the period beginning July 1, 2024, through June 30, 2025, with three one-year renewal options, for a total amount not to exceed $375,000 annually. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 10.ANNUAL PROFESSIONAL DESIGN SERVICES AGREEMENTS, CONTRACT NO. FE24-00-XX 2024-3608 Originator: Mike Dorman MOVED, SECONDED, AND DULY CARRIED TO: Page 6 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A. Approve Annual Professional Design Services Agreements (PDSA) with the following firms to provide professional engineering design and construction support services for a term of three (3) years commencing July 1, 2024 and expiring June 30, 2027, with a maximum annual fiscal year contract limitation not to exceed $1,000,000 for each PDSA, and FIRM CONTRACT NO. 1. AtkinsRéalis USA, Inc. FE24-00-01 2. Black and Veatch Corporation FE24-00-02 3. Brown and Caldwell FE24-00-03 4. Civiltec Engineering, Inc. FE24-00-04 5. Dudek FE24-00-05 6. GHD Inc. FE24-00-06 7. Hazen and Sawyer FE24-00-07 8. HDR Engineering, Inc. FE24-00-08 9. Kennedy/Jenks Consultants, Inc. FE24-00-09 10. Kleinfelder, Inc. FE24-00-10 11. Lee & Ro, Inc. FE24-00-11 12. Michael Baker International, Inc. FE24-00-12 13. ProjectLine Technical Services, Inc. FE24-00-13 14. SPEC Services, Inc. FE24-00-14 15. Stantec Consulting Services, Inc. FE24-00-15 B. Approve two additional one-year optional extensions for each PDSA. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 11.TAFT BRANCH IMPROVEMENTS, PROJECT NO. 2-49 2024-3609 Originator: Mike Dorman MOVED, SECONDED, AND DULY CARRIED TO: Page 7 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A. Adopt Resolution No. OC SAN 24-04 entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District adopting the mitigated negative declaration for the Taft Avenue Sewer Improvement Project, Project No. 2-49; adopting a mitigation monitoring and reporting program; and approving the Taft Branch Improvements, Project No. 2-49” which (1) adopts the Initial Study / Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program for the Taft Avenue Sewer Improvement Project, Project No. 2-49, prepared by Woodard & Curran Inc.; (2) approves the project; and (3) directs staff to file a Notice of Determination pursuant to the California Environmental Quality Act; B. Approve a project budget increase of $3,900,000 for Taft Branch Improvements, Project No. 2-49, for a new total project budget of $31,200,000; C. Receive and file the Bid Tabulation and Recommendation for Taft Branch Improvements, Project No. 2-49; D. Award a Construction Contract Agreement to Big Ben Inc. for Taft Branch Improvements, Project No. 2-49, for a total amount not to exceed $20,458,250; E. Approve a contingency of $2,045,825 (10%); F. Approve the Sewer Transfer Agreement between Orange County Sanitation District and the City of Orange, in a form approved by General Counsel; and direct the Clerk of the Board to record the document with the Orange County Clerk-Recorder’s office; and G. Approve the Memorandum of Understanding between Orange County Sanitation District and the City of Orange for the Construction and Transfer of Sewer Facilities in Conjunction with Project No. 2-49. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 12.TAFT BRANCH IMPROVEMENTS, PROJECT NO. 2-49 2024-3610 Originator: Mike Dorman MOVED, SECONDED, AND DULY CARRIED TO: Page 8 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A. Approve a Professional Construction Services Agreement with Woodard & Curran Inc. to provide construction support services for Taft Branch Improvements, Project No. 2-49, for a total amount not to exceed $1,108,033; and B. Approve a contingency of $110,803 (10%). AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None ADMINISTRATION COMMITTEE: 13.CONSOLIDATED FINANCIAL REPORT FOR THE THIRD QUARTER ENDED MARCH 31, 2024 2024-3615 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: Receive and file the Orange County Sanitation District Third Quarter Financial Report for the period ended March 31, 2024. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 14.GENERAL MANAGER APPROVED PURCHASES AND ADDITIONS TO THE PRE-APPROVED OEM SOLE SOURCE LIST 2024-3616 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: Page 9 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 A. Receive and file Orange County Sanitation District purchases made under the General Manager’s authority for the period of January 1, 2024 to March 31, 2024; and B. Approve the following additions to the pre-approved Original Equipment Manufacturers (OEM) Sole Source List: ·NORIA - Lube Awareness Training ·SULZER - Pumps and Parts AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 15.IBM TIVOLI MAXIMO ANNUAL SUBSCRIPTION AND SUPPORT, SPECIFICATION NO. S-2024-1448BD 2024-3617 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: A. Approve a Purchase Order to ZProCis Solutions Inc. to provide the conversion of IBM Tivoli Maximo from perpetual licenses to application point licenses, Specification No. S-2024-1448BD, for a total amount not to exceed $276,498; and B. Approve a contingency in the amount of $41,475 (15%). AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 16.BUILD AMERICA BONDS PREPAYMENT 2024-3619 Originator: Wally Ritchie Page 10 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 MOVED, SECONDED, AND DULY CARRIED TO: Adopt Resolution No. OC SAN 24-03 entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District authorizing prepayment of Orange County Sanitation District Wastewater Revenue Obligations, Series 2010A (Federally Taxable Build America Bonds) and Orange County Sanitation District Wastewater Revenue Obligations, Series 2010C (Taxable Build America Bonds) and authorizing the execution of necessary documents and related actions”, in a not to exceed amount of $225,000,000. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None STEERING COMMITTEE: 17.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF APRIL 2024 2024-3629 Originator: Rob Thompson MOVED, SECONDED, AND DULY CARRIED TO: Receive and file the Legislative Affairs Update for the month of April 2024. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 18.PUBLIC AFFAIRS UPDATE FOR THE MONTH OF APRIL 2024 2024-3630 Originator: Rob Thompson MOVED, SECONDED, AND DULY CARRIED TO: Receive and file the Public Affairs Update for the month of April 2024. Page 11 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None NON-CONSENT: 19.EMERGENCY DECLARATION FOR PLANT NO. 1 HEADWORKS PIPE REPAIR 2024-3612 Originator: Riaz Moinuddin Director of Operations and Maintenance Riaz Moinuddin provided a verbal report of the item. MOVED, SECONDED, AND DULY CARRIED TO: Ratify approval of an Emergency Repair Sole Source Purchase Order to Jamison Engineering, Inc. for Sunflower Trunkline Pipe Emergency Repair, for an amount not to exceed $250,000. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None 20.GRANT OF EASEMENT TO SOUTHERN CALIFORNIA EDISON 2024-3627 Originator: Mike Dorman Director of Engineering Mike Dorman provided a verbal report of the item. MOVED, SECONDED, AND DULY CARRIED TO: Page 12 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 Authorize the Orange County Sanitation District to grant an easement to Southern California Edison (Document ID. TD2201416) for purposes of installation and maintenance of underground electrical lines at the Headquarters Complex at 18480 Bandilier Circle in the City of Fountain Valley, APN No. 156-163-18, in a form approved by General Counsel. AYES:Joyce Ahn, Brad Avery, Debbie Baker, Pat Burns, Doug Chaffee, Jon Dumitru, Stephen Faessel, Ryan Gallagher, Glenn Grandis, Phil Hawkins, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Christine Marick, Scott Minikus, Andrew Nguyen, Robert Ooten, Robbie Pitts, David Shawver, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and John Withers NOES:None ABSENT:Rose Espinoza, Farrah Khan and Jordan Nefulda ABSTENTIONS:None INFORMATION ITEMS: None. AB 1234 DISCLOSURE REPORTS: Director Stephen Faessel stated there was no reportable action at the May 14, 2024 ISDOC Committee meeting. Director Jon Dumitru stated there was a lack of quorum at the May 8, 2024 NWRI Meeting. Director David Shawver provided a report on the recent OCCOG Committee meeting. Director Pat Burns stated that he would be attending the SARFPA Committee meeting on May 23, 2024. CLOSED SESSION: CONVENED IN CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTIONS 54957(b)(1), 54957.6, & 54956.9(d)(1). The Board convened in closed session at 6:25 p.m. Confidential minutes of the Closed Sessions have been prepared in accordance with the above Government Code Sections and are maintained by the Clerk of the Board in the Official Book of Confidential Minutes of Board and Committee Closed Session meetings. CS-1 PUBLIC EMPLOYEE APPOINTMENT 54957(b)(1)2024-3631 CONVENED IN CLOSED SESSION: Public Employee Appointment Number of Employees: 1 ·General Counsel Page 13 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 CS-2 CONFERENCE WITH LABOR NEGOTIATORS - GOVERNMENT CODE SECTION 54957.6 2024-3632 CONVENED IN CLOSED SESSION: Designated Representatives: General Manager Robert Thompson, Assistant General Manager Lorenzo Tyner, Director of Human Resources Laura Maravilla, and Chief Negotiator Laura Kalty. Employee Organizations: (3) International Union of Operating Engineers, Local 501; Orange County Employees Association; and the Supervisory and Professional Management Group. CS-3 CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE SECTION 54956.9(d)(1) 2024-3633 CONVENED IN CLOSED SESSION: Number of Potential Cases: 1 Orange County Sanitation District v. Robert M. Jackson, et al., Orange County Superior Court Case No. 30-2024-01379706-CU-OR-CJC. CS-4 CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE SECTION 54956.9(d)(1) 2024-3634 CONVENED IN CLOSED SESSION: Number of Cases: 1 Orange County Sanitation District, a public entity v. Bayside Village Marina, LLC, a limited liability company; Laguna Beach County Water District, a public entity; and Does 1-100, inclusive; and all Persons Unknown Claiming an Interest in the Property, Superior Court of California, County of Orange, Case No. 30-2022-01251890. RECONVENE IN REGULAR SESSION. The Board reconvened in regular session at 7:01 p.m. CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED SESSION: General Counsel Brad Hogin stated that the Board voted unanimously in closed session to accept an agreement with the three unions proposal to keep the comparator agencies for the compensation and classification studies the same as the prior negotiations. Page 14 of 15 BOARD OF DIRECTORS Minutes May 22, 2024 OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: Director Shawver complimented Chair Wanke on his two years as Chairman and thanked him for his service. BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. ADJOURNMENT: At 7:05 p.m., Chair Wanke adjourned the meeting until the next Regular Meeting of the Board of Directors to be held on Wednesday, June 26, 2024 at 6:00 p.m. Submitted by: __________________ Kelly A. Lore, MMC Clerk of the Board Page 15 of 15 BOARD OF DIRECTORS Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3603 Agenda Date:6/26/2024 Agenda Item No:5. FROM:Robert Thompson General Manager Originator: Kelly A. Lore, Clerk of the Board SUBJECT: RESOLUTION NO. OC SAN 24-05 COMMENDING BOARD CHAIRMAN CHAD P. WANKE GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Adopt Resolution No.OC SAN 24-05,entitled:“A Resolution of the Board of Directors of the Orange County Sanitation District commending Chad P.Wanke for his outstanding contributions and dedication to public service as Chairman of the Orange County Sanitation District’s Board of Directors”. BACKGROUND The Orange County Sanitation District (OC San)wishes to acknowledge Board Chairman Chad Wanke (City of Placentia)for his many contributions to OC San during his tenure as Chairman of the Board of Directors. The Resolution is a formal commendation recognizing Mr.Wanke’s term as Chairman of the Board, the different positions he held,and the accomplishments to which he contributes while serving on the Board. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Resolution No. OC SAN 24-05 Orange County Sanitation District Printed on 6/19/2024Page 1 of 1 powered by Legistar™ OC SAN 24-05-1 RESOLUTION NO. OC SAN 24-05 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ORANGE COUNTY SANITATION DISTRICT COMMENDING CHAD P. WANKE FOR HIS CONTRIBUTIONS AND DEDICATION TO PUBLIC SERVICE AS CHAIRMAN OF THE ORANGE COUNTY SANITATION DISTRICT'S BOARD OF DIRECTORS WHEREAS, Chad P. Wanke is completing his tenure as Chairman of the Orange County Sanitation District (OC San) Board of Directors, having served from July 2022 through June 2024; and WHEREAS, in various positions, Chairman Wanke has provided nearly 10 years of continuous leadership and vision to the OC San Board of Directors, Administration Committee, Steering Committee, Legislative and Public Affairs Committee, Operations Committee, Headquarters Complex Ad Hoc Committee, Groundwater Replenishment System Steering Committee, General Manager Recruitment Ad Hoc Committee; General Legal Services Ad Hoc Committee; and OC San/Santa Ana Watershed Project Authority Joint Policy Committee; and WHEREAS, in 2022 Mr. Wanke and the Board of Directors lead OC San to achieve the remarkable feat of recycling 100 percent of our reclaimable flow, setting another industry first. This achievement stems from OC San’s strategic alignment with our partners at the Orange County Water District (OCWD); and WHEREAS, under his leadership, Mr. Wanke and the OC San Board of Directors remain steadfast in their dedication to enforcing federal mandates that pertain to dental offices, with the primary objective of curtailing the release of mercury into the environment. OC San’s efforts have yielded remarkable results, having received over 1,600 completed Dental Discharger Compliance Reports to date. In June of 2022, we extended our outreach by dispatching more than 350 certification letters to newly identified dental offices; and WHEREAS, Chairman Wanke has demonstrated support for OC San’s Supercritical Water Oxidation Project by seeking funding assistance through the Orange County Congressional Delegation. OC San has been honored with federal funding amounting to $3.45 million through the federally run Community Partnering Program; and WHEREAS, with his guidance, the Headworks Rehabilitation Project, which is anticipated to take seven years to complete and is valued at $222.3 million, represents a paradigm shift in efficiency, a reduction in potential odorous concerns, and an enhancement in overall reliability. WHEREAS, Mr. Wanke has provided leadership and guidance for the construction and completion of the new OC San Headquarters. The 109,000 square OC SAN 24-05-2 foot building will consolidate over 300 administrative staff and provide a new educational display showcasing OC San’s resource recovery efforts for our visitors; and WHEREAS, with his foresight, Chairman Wanke supported OC San conducting a rate study to determine customers’ fair and equitable share of collection, treatment, and disposal costs. The previous rate structure expired in June 2022 and to support ongoing operations, maintenance, and necessary improvements, the OC San Board of Directors approved a new five-year sewer service fee rate structure for FY 2023 - 2028 in March 2023; and WHEREAS, Chad Wanke has demonstrated his determination, vision, and leadership to OC San and its ratepayers through the commitment of his time, professionalism, and devotion to the residents and businesses of Orange County. NOW, THEREFORE, the Board of Directors of the Orange County Sanitation District DOES HEREBY RESOLVE: That the Board of Directors and the staff of the Orange County Sanitation District express to Chairman Chad Wanke their sincere appreciation for his outstanding public service to the citizens of Orange County, and his meritorious efforts on behalf of OC San and its mission of protecting public health and the environment by providing effective wastewater collection, treatment, and recycling. PASSED AND ADOPTED by unanimous acclamation at the regular meeting of the Board of Directors of the Orange County Sanitation District held on June 26, 2024. __________________________ Kelly A. Lore, MMC Clerk of the Board Orange County Sanitation District __________________________ Robert C. Thompson General Manager Orange County Sanitation District __________________________ Ryan Gallagher Board Vice-Chairman Orange County Sanitation District OC SAN 24-05-3 STATE OF CALIFORNIA ) ) ss COUNTY OF ORANGE ) I, Kelly A. Lore, Clerk of the Board of Directors of the Orange County Sanitation District, do hereby certify that the foregoing Resolution No. OC SAN 24-05 was passed and adopted at a regular meeting of said Board on the 26th of June 2024, by the following vote, to wit: AYES: NOES: ABSENT: ABSTENTIONS: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of Orange County Sanitation District this 26th of June 2024. ___________________________ Kelly A. Lore, MMC Clerk of the Board Orange County Sanitation District BOARD OF DIRECTORS Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3428 Agenda Date:6/26/2024 Agenda Item No:6. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: REPORT OF THE INVESTMENT TRANSACTIONS FOR THE MONTH OF MAY 2024 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the following: Report of the Investment Transactions for the month of May 2024. BACKGROUND The CA Government Code requires that a monthly report of investment transactions be provided to the legislative body.Attached is the monthly report of investment transactions for the month ended May 31, 2024. RELEVANT STANDARDS ·CA Government Code Section 53607 PRIOR COMMITTEE/BOARD ACTIONS N/A FINANCIAL CONSIDERATIONS N/A ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Report of the Investment Transactions - May 2024 Orange County Sanitation District Printed on 6/19/2024Page 1 of 1 powered by Legistar™ Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 1 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date Account Beginning Cash Total Cash: 0.00Income Cash: 16,486,464.04Principal Cash: -16,486,464.04 05/01/2024 31846V567 310 INTEREST EARNED ON FIRST AM GOVT OB FD CL Z UNIT ON 0.0000 SHARES DUE 4/30/2024 INTEREST FROM 4/1/24 TO 4/30/24 .00 .00 .00 .00 .00 .0000 .000000 7,467.38 FGZXX .00I 05/02/2024 05/02/2024 05/02/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 7,467.38 .00 .00 7,467.3800 1.000000 -7,467.38 FGZXX .00P 05/06/2024 05/06/2024 05/06/2024 3130AVME9 20 MATURED PAR VALUE OF F H L B DEB 5.150% 5/06/24 5,000,000 PAR VALUE AT 100 % .00 .00 -4,999,600.00 400.00 .00-5,000,000.0000 1.000000 5,000,000.00 .00P 05/06/2024 3130AVME9 310 INTEREST EARNED ON F H L B DEB 5.150% 5/06/24 $1 PV ON 5000000.0000 SHARES DUE 5/6/2024 .00 .00 .00 .00 .00 .0000 .000000 17,881.94 .00I 05/06/2024 05/06/2024 05/06/2024 313384XN4 10 PURCHASED PAR VALUE OF F H L B DISC NTS 5/31/24 /WELLS FARGO SECURITIES, LLC/8,875,000 PAR VALUE AT 99.63402783 % .00 .00 8,842,519.97 .00 .00 8,875,000.0000 .996340 -8,842,519.97 .00P 05/06/2024 05/06/2024 05/06/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -8,824,638.03 .00 .00-8,824,638.0300 1.000000 8,824,638.03 FGZXX .00P 05/06/2024 05/06/2024 05/06/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 8,800,000.00 .00 .00 8,800,000.0000 1.000000 -8,800,000.00 FGZXX .00P 05/06/2024 05/06/2024 05/06/2024 71708EE68 20 MATURED PAR VALUE OF PFIZER INC DISC COML C P 5/06/24 3,800,000 PAR VALUE AT 100 % .00 .00 -3,777,019.50 .00 .00-3,800,000.0000 1.000000 3,777,019.50 .00P 05/06/2024 71708EE68 310 INTEREST EARNED ON PFIZER INC DISC COML C P 5/06/24 $1 PV ON 3800000.0000 SHARES DUE 5/6/2024 3,800,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 22,980.50 .00I 05/07/2024 05/06/2024 05/07/2024 3130AMBU5 10 PURCHASED PAR VALUE OF F H L B DEB 0.375% 5/17/24 /WELLS FARGO SECURITIES, LLC/2,000,000 PAR VALUE AT 99.8631 % .00 .00 1,997,262.00 .00 .00 2,000,000.0000 .998631 -1,997,262.00 .00P 05/07/2024 05/07/2024 3130AMBU5 300 PAID ACCRUED INTEREST ON PURCHASE OF F H L B DEB 0.375% 5/17/24 .00 .00 .00 .00 .00 .0000 .000000 -3,541.67 .00I 05/07/2024 05/06/2024 05/07/2024 3134GY2V3 10 PURCHASED PAR VALUE OF F H L B M T N 5.200% 5/17/24 /WELLS FARGO SECURITIES, LLC/1,000,000 PAR VALUE AT 99.9936 % .00 .00 999,936.00 .00 .00 1,000,000.0000 .999936 -999,936.00 .00P 05/07/2024 05/07/2024 3134GY2V3 300 PAID ACCRUED INTEREST ON PURCHASE OF F H L B M T N 5.200% 5/17/24 .00 .00 .00 .00 .00 .0000 .000000 -24,555.56 .00I 05/07/2024 05/07/2024 05/07/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -6,964,895.00 .00 .00-6,964,895.0000 1.000000 6,964,895.00 FGZXX .00P 05/07/2024 05/07/2024 05/07/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 6,974,704.77 .00 .00 6,974,704.7700 1.000000 -6,974,704.77 FGZXX .00P 05/07/2024 05/07/2024 05/07/2024 6698M4E73 20 MATURED PAR VALUE OF NOVARTIS FIN CORP DISC C P 5/07/24 10,000,000 PAR VALUE AT 100 % .00 .00 -9,973,450.00 .00 .00-10,000,000.0000 1.000000 9,973,450.00 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 2 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/07/2024 6698M4E73 310 INTEREST EARNED ON NOVARTIS FIN CORP DISC C P 5/07/24 $1 PV ON 10000000.0000 SHARES DUE 5/7/2024 10,000,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 26,550.00 .00I 05/07/2024 05/07/2024 05/07/2024 6698M4FA5 10 PURCHASED PAR VALUE OF NOVARTIS FIN CORP DISC C P 6/10/24 /GOLDMAN SACHS & CO. LLC/7,000,000 PAR VALUE AT 99.4985 % .00 .00 6,964,895.00 .00 .00 7,000,000.0000 .994985 -6,964,895.00 .00P 05/13/2024 05/13/2024 05/13/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 8,623.13 .00 .00 8,623.1300 1.000000 -8,623.13 FGZXX .00P 05/13/2024 05/13/2024 05/13/2024 46625HJX9 20 MATURED PAR VALUE OF JPMORGAN CHASE CO 3.625% 5/13/24 5,289,000 PAR VALUE AT 100 % .00 .00 -5,282,539.66 6,460.34 .00-5,289,000.0000 1.000000 5,289,000.00 .00P 05/13/2024 46625HJX9 310 INTEREST EARNED ON JPMORGAN CHASE CO 3.625% 5/13/24 $1 PV ON 5289000.0000 SHARES DUE 5/13/2024 .00 .00 .00 .00 .00 .0000 .000000 95,863.13 .00I 05/13/2024 05/10/2024 05/13/2024 59515MFC4 10 PURCHASED PAR VALUE OF MICROSOFT CORP C P 6/12/24 /J.P. MORGAN SECURITIES LLC/5,400,000 PAR VALUE AT 99.56 % .00 .00 5,376,240.00 .00 .00 5,400,000.0000 .995600 -5,376,240.00 .00P 05/14/2024 05/14/2024 05/14/2024 03785DF50 10 PURCHASED PAR VALUE OF APPLE INC DISC COML C P 6/05/24 /J.P. MORGAN SECURITIES LLC/3,000,000 PAR VALUE AT 99.67672233 % .00 .00 2,990,301.67 .00 .00 3,000,000.0000 .996767 -2,990,301.67 .00P 05/14/2024 05/14/2024 05/14/2024 06051GJY6 20 FULL CALL PAR VALUE OF BK OF AMERICA CORP 5.82776% 6/14/24 /CALLS/ .00 .00 -3,000,600.00 -600.00 .00-3,000,000.0000 1.000000 3,000,000.00 BOA1024 .00P 05/14/2024 06051GJY6 310 INTEREST EARNED ON BK OF AMERICA CORP 5.82776% 6/14/24 $1 PV ON 3000000.0000 SHARES DUE 5/14/2024 INTEREST ON FULL CALL .00 .00 .00 .00 .00 .0000 .000000 29,223.88 BOA1024 .00I 05/14/2024 05/14/2024 05/14/2024 14913R2M8 10 PURCHASED PAR VALUE OF CATERPILLAR MTN 5.42823% 5/17/24 /GOLDMAN SACHS & CO. LLC/3,137,000 PAR VALUE AT 100 % .00 .00 3,137,000.00 .00 .00 3,137,000.0000 1.000000 -3,137,000.00 CM55524A .00P 05/14/2024 05/14/2024 14913R2M8 300 PAID ACCRUED INTEREST ON PURCHASE OF CATERPILLAR MTN 5.42823% 5/17/24 .00 .00 .00 .00 .00 .0000 .000000 -40,924.92 CM55524A .00I 05/14/2024 05/14/2024 05/14/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 6,918,540.00 .00 .00 6,918,540.0000 1.000000 -6,918,540.00 FGZXX .00P 05/14/2024 05/14/2024 05/14/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -6,131,504.15 .00 .00-6,131,504.1500 1.000000 6,131,504.15 FGZXX .00P 05/14/2024 05/10/2024 05/14/2024 747525AT0 10 PURCHASED PAR VALUE OF QUALCOMM INC MTN 2.900% 5/20/24 /RBC CAPITAL MARKETS, LLC/6,000,000 PAR VALUE AT 99.956 % .00 .00 5,997,360.00 .00 .00 6,000,000.0000 .999560 -5,997,360.00 .00P 05/14/2024 05/14/2024 747525AT0 300 PAID ACCRUED INTEREST ON PURCHASE OF QUALCOMM INC MTN 2.900% 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 -84,100.00 .00I 05/14/2024 05/14/2024 05/14/2024 912797HS9 20 SOLD PAR VALUE OF U S TREASURY BILL 5/30/24 /BMO-CHICAGO BRANCH/4,250,000 PAR VALUE AT 99.76671106 % .00 .00 -4,223,832.40 .00 .00-4,250,000.0000 .997667 4,223,832.40 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 3 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/14/2024 912797HS9 310 INTEREST EARNED ON U S TREASURY BILL 5/30/24 $1 PV ON 4250000.0000 SHARES DUE 5/14/2024 4,250,000 PAR VALUE AT 99.76671106 % .00 .00 .00 .00 .00 .0000 .000000 16,252.82 .00I 05/14/2024 05/14/2024 05/14/2024 912797JW8 20 MATURED PAR VALUE OF U S TREASURY BILL 5/14/24 10,000,000 PAR VALUE AT 100 % .00 .00 -9,961,873.89 .00 .00-10,000,000.0000 1.000000 9,961,873.89 .00P 05/14/2024 912797JW8 310 INTEREST EARNED ON U S TREASURY BILL 5/14/24 $1 PV ON 10000000.0000 SHARES DUE 5/14/2024 10,000,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 38,126.11 .00I 05/14/2024 05/14/2024 05/14/2024 912797KE6 10 PURCHASED PAR VALUE OF U S TREASURY BILL 6/11/24 /BMO-CHICAGO BRANCH/4,250,000 PAR VALUE AT 99.59027435 % .00 .00 4,232,586.66 .00 .00 4,250,000.0000 .995903 -4,232,586.66 .00P 05/15/2024 05/14/2024 05/15/2024 19121AEM9 10 PURCHASED PAR VALUE OF COCA COLA CO DISC COML C P 5/21/24 /GOLDMAN SACHS & CO. LLC/250,000 PAR VALUE AT 99.910668 % .00 .00 249,776.67 .00 .00 250,000.0000 .999107 -249,776.67 .00P 05/15/2024 05/14/2024 05/15/2024 3130APQS7 10 PURCHASED PAR VALUE OF F H L B DEB 0.810% 5/24/24 /CITIGROUP GLOBAL MARKETS INC./1,990,000 PAR VALUE AT 99.8871392 % .00 .00 1,987,754.07 .00 .00 1,990,000.0000 .998871 -1,987,754.07 .00P 05/15/2024 05/15/2024 3130APQS7 300 PAID ACCRUED INTEREST ON PURCHASE OF F H L B DEB 0.810% 5/24/24 .00 .00 .00 .00 .00 .0000 .000000 -7,656.53 .00I 05/15/2024 05/15/2024 05/15/2024 3133ENYU8 20 MATURED PAR VALUE OF F F C B DEB 5.29429% 5/15/24 2,000,000 PAR VALUE AT 100 % .00 .00 -2,000,000.00 .00 .00-2,000,000.0000 1.000000 2,000,000.00 FFC5224A .00P 05/15/2024 3133ENYU8 310 INTEREST EARNED ON F F C B DEB 5.29429% 5/15/24 $1 PV ON 2000000.0000 SHARES DUE 5/15/2024 .00 .00 .00 .00 .00 .0000 .000000 26,765.56 FFC5224A .00I 05/15/2024 05/15/2024 05/15/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 31,354.96 .00 .00 31,354.9600 1.000000 -31,354.96 FGZXX .00P 05/15/2024 05/15/2024 05/15/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -702,834.07 .00 .00-702,834.0700 1.000000 702,834.07 FGZXX .00P 05/15/2024 05/15/2024 05/15/2024 71708EFD2 10 PURCHASED PAR VALUE OF PFIZER INC DISC COML C P 6/13/24 /BARCLAYS CAPITAL INC. FIXED IN/455,000 PAR VALUE AT 99.57305495 % .00 .00 453,057.40 .00 .00 455,000.0000 .995731 -453,057.40 .00P 05/16/2024 05/16/2024 05/16/2024 313384XD6 10 PURCHASED PAR VALUE OF F H L B DISC NTS 5/22/24 /BOFA SECURITIES, INC./FXD INC/389,000 PAR VALUE AT 99.912 % .00 .00 388,657.68 .00 .00 389,000.0000 .999120 -388,657.68 .00P 05/16/2024 05/16/2024 05/16/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -4,176,909.35 .00 .00-4,176,909.3500 1.000000 4,176,909.35 FGZXX .00P 05/16/2024 05/16/2024 05/16/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 4,100,178.75 .00 .00 4,100,178.7500 1.000000 -4,100,178.75 FGZXX .00P 05/16/2024 05/15/2024 05/16/2024 47816FFT3 10 PURCHASED PAR VALUE OF JOHNSON JOHNSON DISC C P 6/27/24 /GOLDMAN SACHS & CO. LLC/4,250,000 PAR VALUE AT 99.3805 % .00 .00 4,223,671.25 .00 .00 4,250,000.0000 .993805 -4,223,671.25 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 4 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/16/2024 05/16/2024 05/16/2024 59515MF67 10 PURCHASED PAR VALUE OF MICROSOFT CORP DISC C P 6/06/24 /BARCLAYS CAPITAL INC. FIXED IN/3,800,000 PAR VALUE AT 99.69083342 % .00 .00 3,788,251.67 .00 .00 3,800,000.0000 .996908 -3,788,251.67 .00P 05/16/2024 05/15/2024 05/16/2024 71708EF34 10 PURCHASED PAR VALUE OF PFIZER INC DISC COML C P 6/03/24 /BARCLAYS CAPITAL INC. FIXED IN/9,000,000 PAR VALUE AT 99.735 % .00 .00 8,976,150.00 .00 .00 9,000,000.0000 .997350 -8,976,150.00 .00P 05/16/2024 05/16/2024 05/16/2024 912797FH5 20 MATURED PAR VALUE OF U S TREASURY BILL 5/16/24 17,300,000 PAR VALUE AT 100 % .00 .00 -16,863,162.07 .00 .00-17,300,000.0000 1.000000 16,863,162.07 .00P 05/16/2024 912797FH5 310 INTEREST EARNED ON U S TREASURY BILL 5/16/24 $1 PV ON 17300000.0000 SHARES DUE 5/16/2024 17,300,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 436,837.93 .00I 05/17/2024 05/16/2024 05/17/2024 14912DEX3 10 PURCHASED PAR VALUE OF CATERPLR FIN SRV CO C P 5/31/24 /WELLS FARGO SECURITIES, LLC/XOTC 6,250,000 PAR VALUE AT 99.79311104 % .00 .00 6,237,069.44 .00 .00 6,250,000.0000 .997931 -6,237,069.44 .00P 05/17/2024 05/17/2024 05/17/2024 14913R2M8 20 MATURED PAR VALUE OF CATERPILLAR MTN 5.42823% 5/17/24 3,137,000 PAR VALUE AT 100 % .00 .00 -3,137,000.00 .00 .00-3,137,000.0000 1.000000 3,137,000.00 CM55524A .00P 05/17/2024 14913R2M8 310 INTEREST EARNED ON CATERPILLAR MTN 5.42823% 5/17/24 $1 PV ON 3137000.0000 SHARES DUE 5/17/2024 .00 .00 .00 .00 .00 .0000 .000000 43,862.10 CM55524A .00I 05/17/2024 05/17/2024 05/17/2024 3130AMBU5 20 MATURED PAR VALUE OF F H L B DEB 0.375% 5/17/24 2,000,000 PAR VALUE AT 100 % .00 .00 -1,997,262.00 2,738.00 .00-2,000,000.0000 1.000000 2,000,000.00 .00P 05/17/2024 3130AMBU5 310 INTEREST EARNED ON F H L B DEB 0.375% 5/17/24 $1 PV ON 2000000.0000 SHARES DUE 5/17/2024 .00 .00 .00 .00 .00 .0000 .000000 3,750.00 .00I 05/17/2024 3134GY2V3 310 INTEREST EARNED ON F H L B M T N 5.200% 5/17/24 $1 PV ON 1000000.0000 SHARES DUE 5/17/2024 .00 .00 .00 .00 .00 .0000 .000000 26,000.00 .00I 05/17/2024 05/17/2024 05/17/2024 3134GY2V3 20 MATURED PAR VALUE OF F H L B M T N 5.200% 5/17/24 1,000,000 PAR VALUE AT 100 % .00 .00 -999,936.00 64.00 .00-1,000,000.0000 1.000000 1,000,000.00 .00P 05/17/2024 05/17/2024 05/17/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 43,862.10 .00 .00 43,862.1000 1.000000 -43,862.10 FGZXX .00P 05/17/2024 05/17/2024 05/17/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -70,319.44 .00 .00-70,319.4400 1.000000 70,319.44 FGZXX .00P 05/20/2024 05/17/2024 05/20/2024 313384XS3 10 PURCHASED PAR VALUE OF F H L B DISC NTS 6/04/24 /WELLS FARGO SECURITIES, LLC/6,100,000 PAR VALUE AT 99.78062508 % .00 .00 6,086,618.13 .00 .00 6,100,000.0000 .997806 -6,086,618.13 .00P 05/20/2024 05/20/2024 05/20/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 381.87 .00 .00 381.8700 1.000000 -381.87 FGZXX .00P 05/20/2024 05/20/2024 05/20/2024 747525AT0 20 MATURED PAR VALUE OF QUALCOMM INC MTN 2.900% 5/20/24 6,000,000 PAR VALUE AT 100 % .00 .00 -5,997,360.00 2,640.00 .00-6,000,000.0000 1.000000 6,000,000.00 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 5 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/20/2024 747525AT0 310 INTEREST EARNED ON QUALCOMM INC MTN 2.900% 5/20/24 $1 PV ON 6000000.0000 SHARES DUE 5/20/2024 .00 .00 .00 .00 .00 .0000 .000000 87,000.00 .00I 05/21/2024 05/21/2024 05/21/2024 14912DEX3 10 PURCHASED PAR VALUE OF CATERPLR FINL SRV CO C P 5/31/24 /WELLS FARGO SECURITIES, LLC/XOTC 1,725,000 PAR VALUE AT 99.85222203 % .00 .00 1,722,450.83 .00 .00 1,725,000.0000 .998522 -1,722,450.83 .00P 05/21/2024 05/21/2024 05/21/2024 19121AEM9 20 MATURED PAR VALUE OF COCA COLA CO DISC COML C P 5/21/24 250,000 PAR VALUE AT 100 % .00 .00 -249,776.67 .00 .00-250,000.0000 1.000000 249,776.67 .00P 05/21/2024 19121AEM9 310 INTEREST EARNED ON COCA COLA CO DISC COML C P 5/21/24 $1 PV ON 250000.0000 SHARES DUE 5/21/2024 250,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 223.33 .00I 05/21/2024 05/21/2024 05/21/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -1,722,450.83 .00 .00-1,722,450.8300 1.000000 1,722,450.83 FGZXX .00P 05/21/2024 05/21/2024 05/21/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 1,675,000.00 .00 .00 1,675,000.0000 1.000000 -1,675,000.00 FGZXX .00P 05/21/2024 05/21/2024 05/21/2024 912797JX6 20 MATURED PAR VALUE OF U S TREASURY BILL 5/21/24 1,425,000 PAR VALUE AT 100 % .00 .00 -1,413,311.52 .00 .00-1,425,000.0000 1.000000 1,413,311.52 .00P 05/21/2024 912797JX6 310 INTEREST EARNED ON U S TREASURY BILL 5/21/24 $1 PV ON 1425000.0000 SHARES DUE 5/21/2024 1,425,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 11,688.48 .00I 05/22/2024 05/21/2024 05/22/2024 3130ASHK8 10 PURCHASED PAR VALUE OF F H L B DEB 3.125% 6/14/24 /WELLS FARGO SECURITIES, LLC/375,000 PAR VALUE AT 99.847 % .00 .00 374,426.25 .00 .00 375,000.0000 .998470 -374,426.25 .00P 05/22/2024 05/22/2024 3130ASHK8 300 PAID ACCRUED INTEREST ON PURCHASE OF F H L B DEB 3.125% 6/14/24 .00 .00 .00 .00 .00 .0000 .000000 -5,143.23 .00I 05/22/2024 05/22/2024 05/22/2024 313384XD6 20 MATURED PAR VALUE OF F H L B DISC NTS 5/22/24 389,000 PAR VALUE AT 100 % .00 .00 -388,657.68 .00 .00-389,000.0000 1.000000 388,657.68 .00P 05/22/2024 313384XD6 310 INTEREST EARNED ON F H L B DISC NTS 5/22/24 $1 PV ON 389000.0000 SHARES DUE 5/22/2024 389,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 342.32 .00I 05/22/2024 05/22/2024 05/22/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 9,430.52 .00 .00 9,430.5200 1.000000 -9,430.52 FGZXX .00P 05/24/2024 05/24/2024 05/24/2024 03785DFB7 10 PURCHASED PAR VALUE OF APPLE INC DISC COML C P 6/11/24 /GOLDMAN SACHS & CO. LLC/2,000,000 PAR VALUE AT 99.735 % .00 .00 1,994,700.00 .00 .00 2,000,000.0000 .997350 -1,994,700.00 .00P 05/24/2024 05/24/2024 05/24/2024 3130ANM49 20 MATURED PAR VALUE OF F H L B DEB 0.400% 5/24/24 1,815,000 PAR VALUE AT 100 % .00 .00 -1,806,142.80 8,857.20 .00-1,815,000.0000 1.000000 1,815,000.00 .00P 05/24/2024 3130ANM49 310 INTEREST EARNED ON F H L B DEB 0.400% 5/24/24 $1 PV ON 1815000.0000 SHARES DUE 5/24/2024 .00 .00 .00 .00 .00 .0000 .000000 3,630.00 .00I Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 6 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/24/2024 3130APQS7 310 INTEREST EARNED ON F H L B DEB 0.810% 5/24/24 $1 PV ON 1990000.0000 SHARES DUE 5/24/2024 .00 .00 .00 .00 .00 .0000 .000000 8,059.50 .00I 05/24/2024 05/24/2024 05/24/2024 3130APQS7 20 MATURED PAR VALUE OF F H L B DEB 0.810% 5/24/24 1,990,000 PAR VALUE AT 100 % .00 .00 -1,987,754.07 2,245.93 .00-1,990,000.0000 1.000000 1,990,000.00 .00P 05/24/2024 05/24/2024 05/24/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 2,023,339.50 .00 .00 2,023,339.5000 1.000000 -2,023,339.50 FGZXX .00P 05/24/2024 05/24/2024 05/24/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -1,994,700.00 .00 .00-1,994,700.0000 1.000000 1,994,700.00 FGZXX .00P 05/24/2024 05/23/2024 05/24/2024 46590DFJ4 10 PURCHASED PAR VALUE OF J P MORGAN SECS LLC 4 2 C P 6/18/24 /J.P. MORGAN SECURITIES LLC/1,800,000 PAR VALUE AT 99.63055556 % .00 .00 1,793,350.00 .00 .00 1,800,000.0000 .996306 -1,793,350.00 .00P 05/30/2024 05/30/2024 05/30/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 350,000.00 .00 .00 350,000.0000 1.000000 -350,000.00 FGZXX .00P 05/30/2024 05/30/2024 05/30/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -399,237.33 .00 .00-399,237.3300 1.000000 399,237.33 FGZXX .00P 05/30/2024 05/30/2024 05/30/2024 59515MFC4 10 PURCHASED PAR VALUE OF MICROSOFT CORP C P 6/12/24 /J.P. MORGAN SECURITIES LLC/400,000 PAR VALUE AT 99.8093325 % .00 .00 399,237.33 .00 .00 400,000.0000 .998093 -399,237.33 .00P 05/30/2024 05/30/2024 05/30/2024 71708EEW1 20 MATURED PAR VALUE OF PFIZER INC DISC COML C P 5/30/24 350,000 PAR VALUE AT 100 % .00 .00 -348,248.06 .00 .00-350,000.0000 1.000000 348,248.06 .00P 05/30/2024 71708EEW1 310 INTEREST EARNED ON PFIZER INC DISC COML C P 5/30/24 $1 PV ON 350000.0000 SHARES DUE 5/30/2024 350,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 1,751.94 .00I 05/31/2024 05/31/2024 05/31/2024 03785DEX0 20 MATURED PAR VALUE OF APPLE INC DISC COML C P 5/31/24 2,951,000 PAR VALUE AT 100 % .00 .00 -2,935,675.90 .00 .00-2,951,000.0000 1.000000 2,935,675.90 .00P 05/31/2024 03785DEX0 310 INTEREST EARNED ON APPLE INC DISC COML C P 5/31/24 $1 PV ON 2951000.0000 SHARES DUE 5/31/2024 2,951,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 15,324.10 .00I 05/31/2024 05/31/2024 05/31/2024 14912DEX3 20 MATURED PAR VALUE OF CATERPLR FINL SRV CO C P 5/31/24 6,250,000 PAR VALUE AT 100 % .00 .00 -6,237,069.44 .00 .00-6,250,000.0000 1.000000 6,237,069.44 .00P 05/31/2024 14912DEX3 310 INTEREST EARNED ON CATERPLR FINL SRV CO C P 5/31/24 $1 PV ON 6250000.0000 SHARES DUE 5/31/2024 6,250,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 12,930.56 .00I 05/31/2024 05/31/2024 05/31/2024 14912DEX3 20 MATURED PAR VALUE OF CATERPLR FINL SRV CO C P 5/31/24 1,725,000 PAR VALUE AT 100 % .00 .00 -1,722,450.83 .00 .00-1,725,000.0000 1.000000 1,722,450.83 .00P 05/31/2024 14912DEX3 310 INTEREST EARNED ON CATERPLR FINL SRV CO C P 5/31/24 $1 PV ON 1725000.0000 SHARES DUE 5/31/2024 1,725,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 2,549.17 .00I Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 7 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LIQUID OPERATING PORTFOLIO6745046600 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/31/2024 05/31/2024 05/31/2024 313384XN4 20 MATURED PAR VALUE OF F H L B DISC NTS 5/31/24 8,875,000 PAR VALUE AT 100 % .00 .00 -8,842,519.97 .00 .00-8,875,000.0000 1.000000 8,842,519.97 .00P 05/31/2024 313384XN4 310 INTEREST EARNED ON F H L B DISC NTS 5/31/24 $1 PV ON 8875000.0000 SHARES DUE 5/31/2024 8,875,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 32,480.03 .00I 05/31/2024 05/31/2024 05/31/2024 313588XN0 20 MATURED PAR VALUE OF F N M A DISC NT 5/31/24 1,710,000 PAR VALUE AT 100 % .00 .00 -1,692,294.37 .00 .00-1,710,000.0000 1.000000 1,692,294.37 .00P 05/31/2024 313588XN0 310 INTEREST EARNED ON F N M A DISC NT 5/31/24 $1 PV ON 1710000.0000 SHARES DUE 5/31/2024 1,710,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 17,705.63 .00I 05/31/2024 05/31/2024 05/31/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 51,845,500.00 .00 .00 51,845,500.0000 1.000000 -51,845,500.00 FGZXX .00P 05/31/2024 05/31/2024 05/31/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -51,769,898.45 .00 .00-51,769,898.4500 1.000000 51,769,898.45 FGZXX .00P 05/31/2024 05/31/2024 05/31/2024 59157TEX7 20 MATURED PAR VALUE OF METLIFE SHORT TERM FDG C P 5/31/24 6,650,000 PAR VALUE AT 100 % .00 .00 -6,580,620.18 .00 .00-6,650,000.0000 1.000000 6,580,620.18 .00P 05/31/2024 59157TEX7 310 INTEREST EARNED ON METLIFE SHORT TERM FDG C P 5/31/24 $1 PV ON 6650000.0000 SHARES DUE 5/31/2024 6,650,000 PAR VALUE AT 100 % .00 .00 .00 .00 .00 .0000 .000000 69,379.82 .00I 05/31/2024 05/31/2024 05/31/2024 912797JZ1 10 PURCHASED PAR VALUE OF U S TREASURY BILL 6/04/24 /BARCLAYS CAPITAL INC. FIXED IN/1,800,000 PAR VALUE AT 99.94188889 % .00 .00 1,798,954.00 .00 .00 1,800,000.0000 .999419 -1,798,954.00 .00P 05/31/2024 05/31/2024 05/31/2024 912797JZ1 10 PURCHASED PAR VALUE OF U S TREASURY BILL 6/04/24 /BARCLAYS CAPITAL INC. FIXED IN/50,000,000 PAR VALUE AT 99.9418889 % .00 .00 49,970,944.45 .00 .00 50,000,000.0000 .999419 -49,970,944.45 .00P 05/31/2024 912828XT2 310 INTEREST EARNED ON U S TREASURY NT 2.000% 5/31/24 $1 PV ON 23450000.0000 SHARES DUE 5/31/2024 .00 .00 .00 .00 .00 .0000 .000000 234,500.00 .00I 05/31/2024 05/31/2024 05/31/2024 912828XT2 20 MATURED PAR VALUE OF U S TREASURY NT 2.000% 5/31/24 23,450,000 PAR VALUE AT 100 % .00 .00 -22,955,509.77 494,490.23 .00-23,450,000.0000 1.000000 23,450,000.00 .00P Account Ending Cash Principal Cash: -17,609,668.36 Income Cash: 17,609,668.36 Total Cash: 0.00 Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 8 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date Account Beginning Cash Total Cash: 0.00Income Cash: 78,143,638.07Principal Cash: -78,143,638.07 05/01/2024 06367WB85 310 INTEREST EARNED ON BANK OF MONTREAL MTN 1.850% 5/01/25 $1 PV ON 3000000.0000 SHARES DUE 5/1/2024 .00 .00 .00 .00 .00 .0000 .000000 27,750.00 .00I 05/01/2024 20030NCH2 310 INTEREST EARNED ON COMCAST CORP 3.550% 5/01/28 $1 PV ON 5000000.0000 SHARES DUE 5/1/2024 .00 .00 .00 .00 .00 .0000 .000000 88,750.00 .00I 05/01/2024 05/01/2024 05/01/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 27,750.00 .00 .00 27,750.0000 1.000000 -27,750.00 FGZXX .00P 05/01/2024 05/01/2024 05/01/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 88,750.00 .00 .00 88,750.0000 1.000000 -88,750.00 FGZXX .00P 05/01/2024 31846V567 310 INTEREST EARNED ON FIRST AM GOVT OB FD CL Z UNIT ON 0.0000 SHARES DUE 4/30/2024 INTEREST FROM 4/1/24 TO 4/30/24 .00 .00 .00 .00 .00 .0000 .000000 8,739.25 FGZXX .00I 05/02/2024 05/02/2024 05/02/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 8,739.25 .00 .00 8,739.2500 1.000000 -8,739.25 FGZXX .00P 05/06/2024 05/06/2024 05/06/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 449,700.65 .00 .00 449,700.6500 1.000000 -449,700.65 FGZXX .00P 05/06/2024 05/06/2024 05/06/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -3,042,288.04 .00 .00-3,042,288.0400 1.000000 3,042,288.04 FGZXX .00P 05/06/2024 05/02/2024 05/06/2024 912828ZL7 20 SOLD PAR VALUE OF U S TREASURY NT 0.375% 4/30/25 /J.P. MORGAN SECURITIES LLC/5,000,000 PAR VALUE AT 95.4488838 % .00 .00 -4,991,406.25 .00 -218,962.06-5,000,000.0000 .954489 4,772,444.19 .00P 05/06/2024 05/06/2024 912828ZL7 301 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.375% 4/30/25 .00 .00 .00 .00 .00 .0000 .000000 305.71 .00I 05/06/2024 05/02/2024 05/06/2024 91282CDW8 10 PURCHASED PAR VALUE OF U S TREASURY NT 1.750% 1/31/29 /NMRIUS33 NOMURA SECS INTL NY/8,350,000 PAR VALUE AT 87.74609377 % .00 .00 7,326,798.83 .00 .00 8,350,000.0000 .877461 -7,326,798.83 .00P 05/06/2024 05/06/2024 91282CDW8 300 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 1.750% 1/31/29 .00 .00 .00 .00 .00 .0000 .000000 -38,538.46 .00I 05/07/2024 3135G06G3 310 INTEREST EARNED ON F N M A 0.500% 11/07/25 $1 PV ON 8255000.0000 SHARES DUE 5/7/2024 .00 .00 .00 .00 .00 .0000 .000000 20,637.50 .00I 05/07/2024 05/07/2024 05/07/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 20,637.50 .00 .00 20,637.5000 1.000000 -20,637.50 FGZXX .00P 05/13/2024 14913R2V8 310 INTEREST EARNED ON CATERPILLAR FINL MTN 3.400% 5/13/25 $1 PV ON 3485000.0000 SHARES DUE 5/13/2024 .00 .00 .00 .00 .00 .0000 .000000 59,245.00 .00I 05/13/2024 05/13/2024 05/13/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 79,557.50 .00 .00 79,557.5000 1.000000 -79,557.50 FGZXX .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 9 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/13/2024 40139LBD4 310 INTEREST EARNED ON GUARDIAN LIFE MTN 1.250% 5/13/26 $1 PV ON 3250000.0000 SHARES DUE 5/13/2024 .00 .00 .00 .00 .00 .0000 .000000 20,312.50 .00I 05/13/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 3418.57 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 3418.57 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 3,418.57 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 3418.57 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 3418.5700 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 3,418.5700 .000000 .00 .00P 05/13/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4410.71 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4410.71 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 4,410.71 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4410.71 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4410.7100 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 4,410.7100 .000000 .00 .00P 05/13/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 8490.71 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 8490.71 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 8,490.71 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 8490.71 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/13/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 8490.7100 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 8,490.7100 .000000 .00 .00P 05/15/2024 02582JJT8 310 INTEREST EARNED ON AMERICAN EXPRESS 3.390% 5/17/27 $1 PV ON 18701.5000 SHARES DUE 5/15/2024 $0.00283/PV ON 6,620,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 18,701.50 .00I 05/15/2024 02582JJV3 310 INTEREST EARNED ON AMERICAN EXPRESS 3.750% 8/16/27 $1 PV ON 6250.0000 SHARES DUE 5/15/2024 $0.00313/PV ON 2,000,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 6,250.00 .00I Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 10 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/15/2024 161571HV9 310 INTEREST EARNED ON CHASE ISSUE TR 4.600% 1/16/29 $1 PV ON 30820.0000 SHARES DUE 5/15/2024 $0.00383/PV ON 8,040,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 30,820.00 .00I 05/15/2024 3133TCE95 310 INTEREST EARNED ON F H L M C MLTCL MTG 4.681% 8/15/32 $1 PV ON 8.2800 SHARES DUE 5/15/2024 $0.00390/PV ON 2,122.20 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 8.28 FHL3032 .00I 05/15/2024 05/15/2024 05/15/2024 3133TCE95 20 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 4.681% 8/15/32 .00 .00 -46.15 .00 -.05-46.1000 .000000 46.10 FHL3032 .00P 05/15/2024 05/15/2024 05/15/2024 31348SWZ3 20 PAID DOWN PAR VALUE OF F H L M C #786064 6.262% 1/01/28 APRIL FHLMC DUE 5/15/24 .00 .00 -11.10 .00 .28-11.3800 .000000 11.38 786064F .00P 05/15/2024 31348SWZ3 310 INTEREST EARNED ON F H L M C #786064 6.262% 1/01/28 $1 PV ON 3.0000 SHARES DUE 5/15/2024 MARCH FHLMC DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 3.00 786064F .00I 05/15/2024 05/15/2024 05/15/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 1,844,142.33 .00 .00 1,844,142.3300 1.000000 -1,844,142.33 FGZXX .00P 05/15/2024 43815BAC4 310 INTEREST EARNED ON HONDA AUTO REC OWN 1.880% 5/15/26 $1 PV ON 4517.4700 SHARES DUE 5/15/2024 $0.00157/PV ON 2,883,493.47 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 4,517.47 HAR1826 .00I 05/15/2024 05/15/2024 05/15/2024 43815BAC4 20 PAID DOWN PAR VALUE OF HONDA AUTO REC OWN 1.880% 5/15/26 .00 .00 -226,398.94 .00 34.06-226,433.0000 .000000 226,433.00 HAR1826 .00P 05/15/2024 448977AD0 310 INTEREST EARNED ON HYUNDAI AUTO REC 2.220% 10/15/26 $1 PV ON 5904.4800 SHARES DUE 5/15/2024 $0.00185/PV ON 3,191,612.65 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 5,904.48 HAR2226 .00I 05/15/2024 05/15/2024 05/15/2024 448977AD0 20 PAID DOWN PAR VALUE OF HYUNDAI AUTO REC 2.220% 10/15/26 .00 .00 -245,207.00 .00 9.44-245,216.4400 .000000 245,216.44 HAR2226 .00P 05/15/2024 44933LAC7 310 INTEREST EARNED ON HYUNDAI AUTO REC 0.380% 9/15/25 $1 PV ON 75.9400 SHARES DUE 5/15/2024 $0.00032/PV ON 239,797.58 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 75.94 HAR0325 .00I 05/15/2024 05/15/2024 05/15/2024 44933LAC7 20 PAID DOWN PAR VALUE OF HYUNDAI AUTO REC 0.380% 9/15/25 .00 .00 -86,300.84 .00 9.08-86,309.9200 .000000 86,309.92 HAR0325 .00P 05/15/2024 44934KAC8 310 INTEREST EARNED ON HTUNDAI AUTO REC TR 0.380% 1/15/26 $1 PV ON 515.4700 SHARES DUE 5/15/2024 $0.00032/PV ON 1,627,785.43 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 515.47 HAR0326 .00I 05/15/2024 05/15/2024 05/15/2024 44934KAC8 20 PAID DOWN PAR VALUE OF HTUNDAI AUTO REC TR 0.380% 1/15/26 .00 .00 -271,338.38 .00 59.90-271,398.2800 .000000 271,398.28 HAR0326 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 11 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/15/2024 44935FAD6 310 INTEREST EARNED ON HYUNDAI AUTO REC TR 0.740% 5/15/26 $1 PV ON 471.6600 SHARES DUE 5/15/2024 $0.00062/PV ON 764,847.46 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 471.66 HAR0726 .00I 05/15/2024 05/15/2024 05/15/2024 44935FAD6 20 PAID DOWN PAR VALUE OF HYUNDAI AUTO REC TR 0.740% 5/15/26 .00 .00 -80,364.65 .00 17.94-80,382.5900 .000000 80,382.59 HAR0726 .00P 05/15/2024 47787JAC2 310 INTEREST EARNED ON JOHN DEERE OWNER 2.320% 9/15/26 $1 PV ON 3776.3700 SHARES DUE 5/15/2024 $0.00193/PV ON 1,953,291.57 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 3,776.37 JDO2326 .00I 05/15/2024 05/15/2024 05/15/2024 47787JAC2 20 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 2.320% 9/15/26 .00 .00 -168,700.24 .00 37.32-168,737.5600 .000000 168,737.56 JDO2326 .00P 05/15/2024 47788UAC6 310 INTEREST EARNED ON JOHN DEERE OWNER 0.360% 9/15/25 $1 PV ON 105.5000 SHARES DUE 5/15/2024 $0.00030/PV ON 351,680.89 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 105.50 JDO0425 .00I 05/15/2024 05/15/2024 05/15/2024 47788UAC6 20 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 0.360% 9/15/25 .00 .00 -86,811.62 .00 16.69-86,828.3100 .000000 86,828.31 JDO0425 .00P 05/15/2024 47789QAC4 310 INTEREST EARNED ON JOHN DEERE OWN 0.520% 3/16/26 $1 PV ON 489.9400 SHARES DUE 5/15/2024 $0.00043/PV ON 1,130,626.82 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 489.94 JDO0926 .00I 05/15/2024 05/15/2024 05/15/2024 47789QAC4 20 PAID DOWN PAR VALUE OF JOHN DEERE OWN 0.520% 3/16/26 .00 .00 -187,781.57 .00 16.75-187,798.3200 .000000 187,798.32 JDO0926 .00P 05/15/2024 47800AAC4 310 INTEREST EARNED ON JOHN DEERE OWNR TR 3.740% 2/16/27 $1 PV ON 9786.3300 SHARES DUE 5/15/2024 $0.00312/PV ON 3,140,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 9,786.33 JDO6827 .00I 05/15/2024 05/15/2024 05/15/2024 47800AAC4 20 PAID DOWN PAR VALUE OF JOHN DEERE OWNR TR 3.740% 2/16/27 .00 .00 -219,663.06 .00 20.98-219,684.0400 .000000 219,684.04 JDO6827 .00P 05/15/2024 47800BAC2 310 INTEREST EARNED ON JOHN DEERE OWNER 5.090% 6/15/27 $1 PV ON 17136.3300 SHARES DUE 5/15/2024 $0.00424/PV ON 4,040,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 17,136.33 JDO5027 .00I 05/15/2024 58768PAC8 310 INTEREST EARNED ON MERCEDES BENZ AUTO 5.210% 8/16/27 $1 PV ON 31238.2900 SHARES DUE 5/15/2024 $0.00434/PV ON 7,195,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 31,238.29 MBA5227 .00I 05/15/2024 89239FAD4 310 INTEREST EARNED ON TOYOTA AUTO REC TR 5.540% 8/15/28 $1 PV ON 10964.5800 SHARES DUE 5/15/2024 $0.00462/PV ON 2,375,000.00 PV DUE 5/15/24 .00 .00 .00 .00 .00 .0000 .000000 10,964.58 TAR5528 .00I 05/15/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 0.0100 CPI ADJUSTMENT FOR 05/15 - FACTOR 1.31075 .00 .00 .00 .00 .00 .0100 .000000 .00 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 12 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/15/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 0.01 CPI ADJUSTMENT FOR 05/15 - FACTOR 1.31075 .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/15/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 0.01 CPI ADJUSTMENT FOR 05/15 - FACTOR 1.31075 .00 .00 .01 .00 .00 .0000 .000000 .00 .00P 05/15/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 0.01 CPI ADJUSTMENT FOR 05/15 - FACTOR 1.31075 .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/15/2024 91324PEC2 310 INTEREST EARNED ON UNITEDHEALTH 1.150% 5/15/26 $1 PV ON 4000000.0000 SHARES DUE 5/15/2024 .00 .00 .00 .00 .00 .0000 .000000 23,000.00 .00I 05/15/2024 927804GH1 310 INTEREST EARNED ON VIRGINIA ELEC PWR CO 3.750% 5/15/27 $1 PV ON 5735000.0000 SHARES DUE 5/15/2024 .00 .00 .00 .00 .00 .0000 .000000 107,531.25 .00I 05/16/2024 05/15/2024 05/16/2024 3136AJZP4 10 PURCHASED PAR VALUE OF F N M A GTD REMIC 1.500% 4/25/29 /TDOMUS33 TORONTO DOMINION US/1,154,908.92 PAR VALUE AT 93.50781185 % .00 .00 1,079,930.06 .00 .00 1,154,908.9200 .935078 -1,079,930.06 .00P 05/16/2024 05/16/2024 3136AJZP4 300 PAID ACCRUED INTEREST ON PURCHASE OF F N M A GTD REMIC 1.500% 4/25/29 .00 .00 .00 .00 .00 .0000 .000000 -721.82 .00I 05/16/2024 05/16/2024 05/16/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -796,052.69 .00 .00-796,052.6900 1.000000 796,052.69 FGZXX .00P 05/16/2024 362554AC1 310 INTEREST EARNED ON GM FIN CONS AUTO 0.680% 9/16/26 $1 PV ON 519.9800 SHARES DUE 5/16/2024 $0.00057/PV ON 917,603.55 PV DUE 5/16/24 .00 .00 .00 .00 .00 .0000 .000000 519.98 GFC0626 .00I 05/16/2024 05/16/2024 05/16/2024 362554AC1 20 PAID DOWN PAR VALUE OF GM FIN CONS AUTO 0.680% 9/16/26 PRINC/INT DUE .00 .00 -78,264.93 .00 2.00-78,266.9300 2.818879 78,266.93 GFC0626 .00P 05/16/2024 362585AC5 310 INTEREST EARNED ON GM FIN CONS AUT 3.100% 2/16/27 $1 PV ON 5148.9700 SHARES DUE 5/16/2024 $0.00258/PV ON 1,993,150.34 PV DUE 5/16/24 .00 .00 .00 .00 .00 .0000 .000000 5,148.97 GFC3427 .00I 05/16/2024 05/16/2024 05/16/2024 362585AC5 20 PAID DOWN PAR VALUE OF GM FIN CONS AUT 3.100% 2/16/27 PRINC INT DUE .00 .00 -122,746.95 .00 25.66-122,772.6100 1.797021 122,772.61 GFC3427 .00P 05/16/2024 380146AC4 310 INTEREST EARNED ON GM FIN CONS AUTO 1.260% 11/16/26 $1 PV ON 1059.9200 SHARES DUE 5/16/2024 $0.00105/PV ON 1,009,447.21 PV DUE 5/16/24 .00 .00 .00 .00 .00 .0000 .000000 1,059.92 GFC1226 .00I 05/16/2024 05/16/2024 05/16/2024 380146AC4 20 PAID DOWN PAR VALUE OF GM FIN CONS AUTO 1.260% 11/16/26 .00 .00 -76,824.10 .00 6.68-76,830.7800 2.985216 76,830.78 GFC1226 .00P 05/17/2024 05/17/2024 05/17/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 141,750.00 .00 .00 141,750.0000 1.000000 -141,750.00 FGZXX .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 13 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/17/2024 58933YBH7 310 INTEREST EARNED ON MERCK CO INC 4.050% 5/17/28 $1 PV ON 7000000.0000 SHARES DUE 5/17/2024 .00 .00 .00 .00 .00 .0000 .000000 141,750.00 .00I 05/20/2024 06406HCQ0 310 INTEREST EARNED ON BANK OF NEW YORK MTN 3.950% 11/18/25 $1 PV ON 1500000.0000 SHARES DUE 5/18/2024 .00 .00 .00 .00 .00 .0000 .000000 29,625.00 .00I 05/20/2024 05/20/2024 05/20/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 31.41 .00 .00 31.4100 1.000000 -31.41 FGZXX .00P 05/20/2024 05/20/2024 05/20/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 1,405,834.85 .00 .00 1,405,834.8500 1.000000 -1,405,834.85 FGZXX .00P 05/20/2024 05/20/2024 05/20/2024 36225CAZ9 20 PAID DOWN PAR VALUE OF G N M A I I #080023 3.750% 12/20/26 APRIL GNMA DUE 5/20/24 .00 .00 -108.11 .00 -1.76-106.3500 .000000 106.35 080023M .00P 05/20/2024 36225CAZ9 310 INTEREST EARNED ON G N M A I I #080023 3.750% 12/20/26 $1 PV ON 10.0700 SHARES DUE 5/20/2024 APRIL GNMA DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 10.07 080023M .00I 05/20/2024 05/20/2024 05/20/2024 36225CC20 20 PAID DOWN PAR VALUE OF G N M A I I #080088 4.000% 6/20/27 APRIL GNMA DUE 5/20/24 .00 .00 -88.25 .00 -1.89-86.3600 .000000 86.36 080088M .00P 05/20/2024 36225CC20 310 INTEREST EARNED ON G N M A I I #080088 4.000% 6/20/27 $1 PV ON 10.9900 SHARES DUE 5/20/2024 APRIL GNMA DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 10.99 080088M .00I 05/20/2024 05/20/2024 05/20/2024 36225CN28 20 PAID DOWN PAR VALUE OF G N M A I I #080408 3.875% 5/20/30 APRIL GNMA DUE 5/20/24 .00 .00 -228.87 .00 2.35-231.2200 .000000 231.22 080408M .00P 05/20/2024 36225CN28 310 INTEREST EARNED ON G N M A I I #080408 3.875% 5/20/30 $1 PV ON 58.6500 SHARES DUE 5/20/2024 APRIL GNMA DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 58.65 080408M .00I 05/20/2024 05/20/2024 05/20/2024 36225CNM4 20 PAID DOWN PAR VALUE OF G N M A I I #080395 3.875% 4/20/30 APRIL GNMA DUE 5/20/24 .00 .00 -83.00 .00 .76-83.7600 .000000 83.76 080395M .00P 05/20/2024 36225CNM4 310 INTEREST EARNED ON G N M A I I #080395 3.875% 4/20/30 $1 PV ON 6.9100 SHARES DUE 5/20/2024 APRIL GNMA DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 6.91 080395M .00I 05/20/2024 05/20/2024 05/20/2024 36225DCB8 20 PAID DOWN PAR VALUE OF G N M A I I #080965 3.625% 7/20/34 APRIL GNMA DUE 5/20/24 .00 .00 -133.24 .00 .08-133.3200 .000000 133.32 080965M .00P 05/20/2024 36225DCB8 310 INTEREST EARNED ON G N M A I I #080965 3.625% 7/20/34 $1 PV ON 47.6500 SHARES DUE 5/20/2024 APRIL GNMA DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 47.65 080965M .00I 05/20/2024 36265MAC9 310 INTEREST EARNED ON GM FIN AUTO LSNG TR 1.9004% 3/20/25 $1 PV ON 31.4100 SHARES DUE 5/20/2024 $0.00158/PV ON 19,830.72 PV DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 31.41 GFA1925 .00I 05/20/2024 05/20/2024 05/20/2024 36265MAC9 20 PAID DOWN PAR VALUE OF GM FIN AUTO LSNG TR 1.9004% 3/20/25 CMO FINAL PAYDOWN .00 .00 -19,830.55 .00 .17-19,830.7200 .000000 19,830.72 GFA1925 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 14 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/20/2024 36266FAC3 310 INTEREST EARNED ON GM FIN AUTO LSNG 3.42001% 6/20/25 $1 PV ON 2659.8200 SHARES DUE 5/20/2024 $0.00285/PV ON 933,266.53 PV DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 2,659.82 GFA3425 .00I 05/20/2024 05/20/2024 05/20/2024 36266FAC3 20 PAID DOWN PAR VALUE OF GM FIN AUTO LSNG 3.42001% 6/20/25 .00 .00 -487,398.23 .00 50.84-487,449.0700 .000000 487,449.07 GFA3425 .00P 05/20/2024 747525AF0 310 INTEREST EARNED ON QUALCOMM INC 3.450% 5/20/25 $1 PV ON 8000000.0000 SHARES DUE 5/20/2024 .00 .00 .00 .00 .00 .0000 .000000 138,000.00 .00I 05/20/2024 89238LAC4 310 INTEREST EARNED ON TOYOTA LEASE OWNER 1.960% 2/20/25 $1 PV ON 1369.7700 SHARES DUE 5/20/2024 $0.00163/PV ON 838,634.82 PV DUE 5/20/24 .00 .00 .00 .00 .00 .0000 .000000 1,369.77 TLO1925 .00I 05/20/2024 05/20/2024 05/20/2024 89238LAC4 20 PAID DOWN PAR VALUE OF TOYOTA LEASE OWNER 1.960% 2/20/25 .00 .00 -745,838.50 .00 117.41-745,955.9100 .000000 745,955.91 TLO1925 .00P 05/21/2024 05/21/2024 05/21/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 160,335.50 .00 .00 160,335.5000 1.000000 -160,335.50 FGZXX .00P 05/21/2024 05/21/2024 05/21/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 19,830.72 .00 .00 19,830.7200 1.000000 -19,830.72 FGZXX .00P 05/21/2024 43813GAC5 310 INTEREST EARNED ON HONDA AUTO 0.270% 4/21/25 $1 PV ON 11.8900 SHARES DUE 5/21/2024 $0.00023/PV ON 52,849.58 PV DUE 5/21/24 .00 .00 .00 .00 .00 .0000 .000000 11.89 .00I 05/21/2024 05/21/2024 05/21/2024 43813GAC5 20 PAID DOWN PAR VALUE OF HONDA AUTO 0.270% 4/21/25 .00 .00 -49,618.20 .00 .90-49,619.1000 .000000 49,619.10 .00P 05/21/2024 43815GAC3 310 INTEREST EARNED ON HONDA AUTO REC 0.880% 1/21/26 $1 PV ON 830.2400 SHARES DUE 5/21/2024 $0.00073/PV ON 1,132,151.42 PV DUE 5/21/24 .00 .00 .00 .00 .00 .0000 .000000 830.24 HAR0826 .00I 05/21/2024 05/21/2024 05/21/2024 43815GAC3 20 PAID DOWN PAR VALUE OF HONDA AUTO REC 0.880% 1/21/26 .00 .00 -109,851.11 .00 23.16-109,874.2700 .000000 109,874.27 HAR0826 .00P 05/24/2024 05/22/2024 05/24/2024 05593AAC3 20 SOLD PAR VALUE OF BMW VEHICLE LEASE 5.160% 11/25/25 /MITSUBISHI UFJ SECURITIES (USA/765,000 PAR VALUE AT 99.74218693 % .00 .00 -764,981.79 .00 -1,954.06-765,000.0000 .997422 763,027.73 .00P 05/24/2024 05/24/2024 05593AAC3 301 RECEIVED ACCRUED INTEREST ON SALE OF BMW VEHICLE LEASE 5.160% 11/25/25 .00 .00 .00 .00 .00 .0000 .000000 3,179.85 .00I 05/24/2024 05/22/2024 05/24/2024 05602RAD3 20 SOLD PAR VALUE OF BMW VEH OWNER TR 3.210% 8/25/26 /MITSUBISHI UFJ SECURITIES (USA/1,862,062.57 PAR VALUE AT 98.6289059 % .00 .00 -1,861,965.74 .00 -25,433.80-1,862,062.5700 .986289 1,836,531.94 BVO3226 .00P 05/24/2024 05/24/2024 05602RAD3 301 RECEIVED ACCRUED INTEREST ON SALE OF BMW VEH OWNER TR 3.210% 8/25/26 .00 .00 .00 .00 .00 .0000 .000000 4,814.98 BVO3226 .00I Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 15 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/24/2024 05/24/2024 05/24/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 2,607,554.50 .00 .00 2,607,554.5000 1.000000 -2,607,554.50 FGZXX .00P 05/24/2024 05/24/2024 05/24/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 1,601,747.68 .00 .00 1,601,747.6800 1.000000 -1,601,747.68 FGZXX .00P 05/24/2024 05/22/2024 05/24/2024 44934KAC8 20 SOLD PAR VALUE OF HTUNDAI AUTO REC TR 0.380% 1/15/26 /GOLDMAN SACHS & CO. LLC/1,356,387.1 PAR VALUE AT 98.75000065 % .00 .00 -1,356,087.74 .00 -16,655.47-1,356,387.1000 .987500 1,339,432.27 HAR0326 .00P 05/24/2024 05/24/2024 44934KAC8 301 RECEIVED ACCRUED INTEREST ON SALE OF HTUNDAI AUTO REC TR 0.380% 1/15/26 .00 .00 .00 .00 .00 .0000 .000000 128.86 HAR0326 .00I 05/24/2024 47788UAC6 65 PAR VALUE OF JOHN DEERE OWNER 0.360% 9/15/25 ADJUSTED BY 0.0300 .00 .00 .00 .00 .00 .0300 .000000 .00 JDO0425 .00P 05/24/2024 05/22/2024 05/24/2024 47788UAC6 20 SOLD PAR VALUE OF JOHN DEERE OWNER 0.360% 9/15/25 /BARCLAYS CAPITAL INC. FIXED IN/264,852.61 PAR VALUE AT 98.98437852 % .00 .00 -264,801.68 .00 -2,638.97-264,852.6100 .989844 262,162.71 JDO0425 .00P 05/24/2024 05/24/2024 47788UAC6 301 RECEIVED ACCRUED INTEREST ON SALE OF JOHN DEERE OWNER 0.360% 9/15/25 .00 .00 .00 .00 .00 .0000 .000000 23.84 JDO0425 .00I 05/28/2024 330 CASH RECEIPT PRINCIPAL DUE 3136AJZP4 .00 .00 .00 .00 .00 .0000 .000000 24,959.22 .00P 05/28/2024 05592XAD2 310 INTEREST EARNED ON BMW VEH OWNER TR 5.470% 2/25/28 $1 PV ON 6450.0400 SHARES DUE 5/25/2024 $0.00456/PV ON 1,415,000.00 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 6,450.04 BVO5428 .00I 05/28/2024 3136AJZP4 310 INTEREST EARNED ON F N M A GTD REMIC 1.500% 4/25/29 $1 PV ON 0.0000 SHARES DUE 5/25/2024 .00 .00 .00 .00 .00 .0000 .000000 1,354.53 .00I 05/28/2024 05/16/2024 3136AJZP4 300 PAID ACCRUED INTEREST ON PURCHASE OF F N M A GTD REMIC 1.500% 4/25/29 .00 .00 .00 .00 .00 .0000 .000000 721.82 .00I 05/28/2024 05/15/2024 05/16/2024 3136AJZP4 10 PURCHASE-REV PAR VALUE OF F N M A GTD REMIC 1.500% 4/25/29 /TDOMUS33 TORONTO DOMINION US/1,154,908.92 PAR VALUE AT 93.50781185 % .00 .00 -1,079,930.06 .00 .00-1,154,908.9200 -.935078 1,079,930.06 .00P 05/28/2024 05/15/2024 05/16/2024 3136AJZP4 10 PURCHASED PAR VALUE OF F N M A GTD REMIC 1.500% 4/25/29 /BANK OF NEW YORK/1,154,908.92 PAR VALUE AT 91.35407405 % .00 .00 1,055,056.35 .00 .00 1,154,908.9200 .913541 -1,055,056.35 .00P 05/28/2024 05/16/2024 3136AJZP4 300 PAID ACCRUED INTEREST ON PURCHASE OF F N M A GTD REMIC 1.500% 4/25/29 .00 .00 .00 .00 .00 .0000 .000000 -704.80 .00I 05/28/2024 05/25/2024 05/28/2024 31371NUC7 20 PAID DOWN PAR VALUE OF F N M A #257179 4.500% 4/01/28 APRIL FNMA DUE 5/25/24 .00 .00 -100.59 .00 -5.48-95.1100 .000000 95.11 257179A .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 16 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/28/2024 31371NUC7 310 INTEREST EARNED ON F N M A #257179 4.500% 4/01/28 $1 PV ON 13.0700 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 13.07 257179A .00I 05/28/2024 05/25/2024 05/28/2024 31376KT22 20 PAID DOWN PAR VALUE OF F N M A #357969 5.000% 9/01/35 APRIL FNMA DUE 5/25/24 .00 .00 -760.47 .00 -53.06-707.4100 .000000 707.41 357969A .00P 05/28/2024 31376KT22 310 INTEREST EARNED ON F N M A #357969 5.000% 9/01/35 $1 PV ON 141.7300 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 141.73 357969A .00I 05/28/2024 3137BFE98 310 INTEREST EARNED ON F H L B GTD REMIC 3.171% 10/25/24 $1 PV ON 12951.7400 SHARES DUE 5/25/2024 $0.00264/PV ON 4,901,320.35 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 12,951.74 .00I 05/28/2024 05/25/2024 05/28/2024 3137BFE98 20 PAID DOWN PAR VALUE OF F H L B GTD REMIC 3.171% 10/25/24 .00 .00 -83,014.81 .00 -5,842.21-77,172.6000 .000000 77,172.60 .00P 05/28/2024 3137BSRE5 310 INTEREST EARNED ON F H L M C MLTCL MTG 3.120% 9/25/26 $1 PV ON 13000.0000 SHARES DUE 5/25/2024 $0.00260/PV ON 5,000,000.00 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 13,000.00 .00I 05/28/2024 3137FETN0 310 INTEREST EARNED ON F H L M C MLTCL MT 3.350% 1/25/28 $1 PV ON 15186.6600 SHARES DUE 5/25/2024 $0.00279/PV ON 5,440,000.00 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 15,186.66 FHL0428B .00I 05/28/2024 3137FG6X8 310 INTEREST EARNED ON F H L M C MLTCL MT 3.850% 5/25/28 $1 PV ON 23260.4100 SHARES DUE 5/25/2024 $0.00321/PV ON 7,250,000.00 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 23,260.41 FHL3828B .00I 05/28/2024 05/25/2024 05/28/2024 3138EG6F6 20 PAID DOWN PAR VALUE OF F N M A #AL0869 4.500% 6/01/29 APRIL FNMA DUE 5/25/24 .00 .00 -53.54 .00 -2.92-50.6200 .000000 50.62 AL0869A .00P 05/28/2024 3138EG6F6 310 INTEREST EARNED ON F N M A #AL0869 4.500% 6/01/29 $1 PV ON 9.4700 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 9.47 AL0869A .00I 05/28/2024 31394JY35 310 INTEREST EARNED ON F H L M C MLTCL MT 6.49999% 9/25/43 $1 PV ON 1833.0200 SHARES DUE 5/25/2024 $0.00542/PV ON 338,404.07 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 1,833.02 FHL9543 .00I 05/28/2024 05/25/2024 05/28/2024 31394JY35 20 PAID DOWN PAR VALUE OF F H L M C MLTCL MT 6.49999% 9/25/43 .00 .00 -2,378.90 .00 -278.33-2,100.5700 .000476 2,100.57 FHL9543 .00P 05/28/2024 31397QRE0 310 INTEREST EARNED ON F N M A GTD REMIC 2.472% 2/25/41 $1 PV ON 332.1700 SHARES DUE 5/25/2024 $0.00510/PV ON 65,083.66 PV DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 332.17 FNM2841 .00I 05/28/2024 05/25/2024 05/28/2024 31397QRE0 20 PAID DOWN PAR VALUE OF F N M A GTD REMIC 2.472% 2/25/41 .00 .00 -870.90 .00 .27-871.1700 .000000 871.17 FNM2841 .00P 05/28/2024 05/25/2024 05/28/2024 31403DJZ3 20 PAID DOWN PAR VALUE OF F N M A #745580 5.000% 6/01/36 APRIL FNMA DUE 5/25/24 .00 .00 -436.04 .00 -30.42-405.6200 .000000 405.62 745580A .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 17 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/28/2024 31403DJZ3 310 INTEREST EARNED ON F N M A #745580 5.000% 6/01/36 $1 PV ON 147.4700 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 147.47 745580A .00I 05/28/2024 05/25/2024 05/28/2024 31403GXF4 20 PAID DOWN PAR VALUE OF F N M A #748678 5.000% 10/01/33 APRIL FNMA DUE 5/25/24 .00 .00 -4.46 .00 -.31-4.1500 .000000 4.15 748678A .00P 05/28/2024 31403GXF4 310 INTEREST EARNED ON F N M A #748678 5.000% 10/01/33 $1 PV ON 1.8700 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 1.87 748678A .00I 05/28/2024 05/25/2024 05/28/2024 31406PQY8 20 PAID DOWN PAR VALUE OF F N M A #815971 5.000% 3/01/35 APRIL FNMA DUE 5/25/24 .00 .00 -2,586.98 .00 -180.49-2,406.4900 .000000 2,406.49 815971A .00P 05/28/2024 31406PQY8 310 INTEREST EARNED ON F N M A #815971 5.000% 3/01/35 $1 PV ON 204.4700 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 204.47 815971A .00I 05/28/2024 05/25/2024 05/28/2024 31406XWT5 20 PAID DOWN PAR VALUE OF F N M A #823358 5.959% 2/01/35 APRIL FNMA DUE 5/25/24 .00 .00 -126.09 .00 .99-127.0800 .000000 127.08 823358A .00P 05/28/2024 31406XWT5 310 INTEREST EARNED ON F N M A #823358 5.959% 2/01/35 $1 PV ON 66.1800 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 66.18 823358A .00I 05/28/2024 05/25/2024 05/28/2024 31407BXH7 20 PAID DOWN PAR VALUE OF F N M A #826080 5.000% 7/01/35 APRIL FNMA DUE 5/25/24 .00 .00 -52.02 .00 -3.63-48.3900 .000000 48.39 826080A .00P 05/28/2024 31407BXH7 310 INTEREST EARNED ON F N M A #826080 5.000% 7/01/35 $1 PV ON 27.6900 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 27.69 826080A .00I 05/28/2024 05/25/2024 05/28/2024 31410F4V4 20 PAID DOWN PAR VALUE OF F N M A #888336 5.000% 7/01/36 APRIL FNMA DUE 5/25/24 .00 .00 -622.98 .00 -43.46-579.5200 .000000 579.52 888336A .00P 05/28/2024 31410F4V4 310 INTEREST EARNED ON F N M A #888336 5.000% 7/01/36 $1 PV ON 244.4500 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 244.45 888336A .00I 05/28/2024 05/25/2024 05/28/2024 31417YAY3 20 PAID DOWN PAR VALUE OF F N M A #MA0022 4.500% 4/01/29 APRIL FNMA DUE 5/25/24 .00 .00 -112.99 .00 -6.15-106.8400 .000000 106.84 MA0022A .00P 05/28/2024 31417YAY3 310 INTEREST EARNED ON F N M A #MA0022 4.500% 4/01/29 $1 PV ON 15.7400 SHARES DUE 5/25/2024 APRIL FNMA DUE 5/25/24 .00 .00 .00 .00 .00 .0000 .000000 15.74 MA0022A .00I 05/28/2024 05/28/2024 05/28/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -7,345,188.90 .00 .00-7,345,188.9000 1.000000 7,345,188.90 FGZXX .00P 05/28/2024 05/28/2024 05/28/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 28,243.41 .00 .00 28,243.4100 1.000000 -28,243.41 FGZXX .00P 05/28/2024 05/23/2024 05/28/2024 76116EGP9 10 PURCHASED PAR VALUE OF RFCP STRIPS 1/15/29 /STONEX FINANCIAL INC./10,000,000 PAR VALUE AT 80.523 % .00 .00 8,052,300.00 .00 .00 10,000,000.0000 .805230 -8,052,300.00 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 18 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/28/2024 05/28/2024 05/28/2024 912828WU0 20 SOLD PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 /NMRIUS33 NOMURA SECS INTL NY/BTEC 400,000 PAR VALUE AT 100.07036118 % .00 .00 -379,598.13 .00 145,748.23-400,000.0000 1.000704 525,346.36 .00P 05/28/2024 05/28/2024 912828WU0 301 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.125% 7/15/24 .00 .00 .00 .00 .00 .0000 .000000 241.92 .00I 05/29/2024 330 CASH RECEIPT PRINCIPAL DUE NOT DUE .00 .00 .00 .00 .00 .0000 .000000 -24,959.22 .00P 05/29/2024 3136AJZP4 310 INTEREST EARNED ON F N M A GTD REMIC 1.500% 4/25/29 $1 PV ON 0.0000 SHARES DUE 5/25/2024 NOT DUE .00 .00 .00 .00 .00 .0000 .000000 -1,354.53 .00I 05/29/2024 05/29/2024 05/29/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -26,313.75 .00 .00-26,313.7500 1.000000 26,313.75 FGZXX .00P 05/29/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY -122390.81 UNITS DECREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY -122390.81 UNITS DECREASE TO ADJUST FOR CHANGE IN CPI .00 .00 -122,390.81 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY -122390.81 UNITS DECREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY -122390.8100 UNITS DECREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00-122,390.8100 .000000 .00 .00P 05/29/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4713.40 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4713.40 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 4,713.40 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4713.40 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 4713.4000 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 4,713.4000 .000000 .00 .00P 05/29/2024 912828WU0 64 BOOK VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 9073.40 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 62 FED BASIS OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 9073.40 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 9,073.40 .00 .00 .0000 .000000 .00 .00P 05/29/2024 912828WU0 63 STATE COST OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 9073.40 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 .0000 .000000 .00 .00P Post Date Trade Date Settle Date SEDOL Type Explanation Comm Fee Fee Cost Gain/Loss Gain/LossUnitsPriceAmount Long TermShort TermMiscSECTranTicker CUSIP Page: Print Date: 19 of 19 06/03/2024 at 1:42:06 am Data From: Thru: 05/01/2024 05/31/2024 Net CashPort P/I OCSD LONG-TERM PORTFOLIO6745046601 U.S. Bank Pivot Transaction History Without Totals By Account Id, Post Date 05/29/2024 912828WU0 65 PAR VALUE OF U S TREASURY NT 0.125% 7/15/24 ADJUSTED BY 9073.4000 UNITS INCREASE TO ADJUST FOR CHANGE IN CPI .00 .00 .00 .00 .00 9,073.4000 .000000 .00 .00P 05/30/2024 05/30/2024 05/30/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -191,466.75 .00 .00-191,466.7500 1.000000 191,466.75 FGZXX .00P 05/30/2024 05/30/2024 05/30/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 9,111,562.50 .00 .00 9,111,562.5000 1.000000 -9,111,562.50 FGZXX .00P 05/30/2024 05/30/2024 05/30/2024 61747YEA9 20 FULL CALL PAR VALUE OF MORGAN STANLEY 0.790% 5/30/25 /CALLS/ .00 .00 -8,889,710.25 .00 -4,710.25-8,885,000.0000 1.000000 8,885,000.00 .00P 05/30/2024 61747YEA9 310 INTEREST EARNED ON MORGAN STANLEY 0.790% 5/30/25 $1 PV ON 8885000.0000 SHARES DUE 5/30/2024 .00 .00 .00 .00 .00 .0000 .000000 35,095.75 .00I 05/31/2024 05/31/2024 05/31/2024 31846V567 10 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 410,937.50 .00 .00 410,937.5000 1.000000 -410,937.50 FGZXX .00P 05/31/2024 05/31/2024 05/31/2024 31846V567 20 SOLD UNITS OF FIRST AM GOVT OB FD CL Z .00 .00 -9,467,800.72 .00 .00-9,467,800.7200 1.000000 9,467,800.72 FGZXX .00P 05/31/2024 05/31/2024 05/31/2024 44934KAC8 25 DISTRIBUTED PAR VALUE OF HTUNDAI AUTO REC TR 0.380% 1/15/26 VALUED AT 0.05 FRACTIONAL SHRS .00 .00 -.05 .00 .00-.0500 .000000 .00 HAR0326 .00P 05/31/2024 05/31/2024 05/31/2024 912797JZ1 10 PURCHASED PAR VALUE OF U S TREASURY BILL 6/04/24 /BARCLAYS CAPITAL INC. FIXED IN/9,700,000 PAR VALUE AT 99.94188887 % .00 .00 9,694,363.22 .00 .00 9,700,000.0000 .999419 -9,694,363.22 .00P 05/31/2024 91282CCF6 310 INTEREST EARNED ON U S TREASURY NT 0.750% 5/31/26 $1 PV ON 7500000.0000 SHARES DUE 5/31/2024 .00 .00 .00 .00 .00 .0000 .000000 28,125.00 .00I 05/31/2024 91282CHE4 310 INTEREST EARNED ON U S TREASURY NT 3.625% 5/31/28 $1 PV ON 12500000.0000 SHARES DUE 5/31/2024 .00 .00 .00 .00 .00 .0000 .000000 226,562.50 .00I 05/31/2024 91282CJN2 310 INTEREST EARNED ON U S TREASURY NT 4.375% 11/30/28 $1 PV ON 17500000.0000 SHARES DUE 5/31/2024 .00 .00 .00 .00 .00 .0000 .000000 382,812.50 .00I Account Ending Cash Principal Cash: -79,677,443.81 Income Cash: 79,677,443.81 Total Cash: 0.00 * * * * * E n d O f R e p o r t * * * * * BOARD OF DIRECTORS Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3478 Agenda Date:6/26/2024 Agenda Item No:7. FROM:Robert Thompson, General Manager Originator: Kelly A. Lore, Clerk of the Board SUBJECT: COMMITTEE MEETING MINUTES GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the following: A.Minutes of the Steering Committee Meeting held April 24, 2024 B.Minutes of the Operations Committee Meeting held May 1, 2024 C.Minutes of the Administration Committee Meeting held May 8, 2024 BACKGROUND In accordance with the Board of Directors Rules of Procedure,an accurate record of each meeting will be provided to the Directors for subsequent approval at the following meeting. RELEVANT STANDARDS ·Resolution No. OC SAN 22-37 ADDITIONAL INFORMATION The minutes of the Committee meetings are approved at their respective Committees and brought forth to the Board of Directors for receive and file only. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Minutes of the Monthly Committee Meetings Orange County Sanitation District Printed on 6/19/2024Page 1 of 1 powered by Legistar™ Orange County Sanitation District Minutes for the STEERING COMMITTEE Wednesday, April 24, 2024 5:00 PM Conference Room A Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 CALL TO ORDER A regular meeting of the Steering Committee of the Orange County Sanitation District was called to order by Board Chairman Chad Wanke on Wednesday, April 24, 2024 at 5:01 p.m. in the Administration Building of the Orange County Sanitation District. ROLL CALL AND DECLARATION OF QUORUM: The Clerk of the Board declared a quorum present as follows: PRESENT:Chad Wanke, Ryan Gallagher, Pat Burns, Jon Dumitru, Glenn Grandis, Christine Marick and John Withers ABSENT:None STAFF PRESENT: Rob Thompson, General Manager; Lorenzo Tyner, Assistant General Manager; Mike Dorman, Director of Engineering; Laura Maravilla, Director of Human Resources; Riaz Moinuddin, Director of Operations and Maintenance; Wally Ritchie, Director of Finance; Lan Wiborg, Director of Environmental Services; Kelly Lore, Clerk of the Board; Jennifer Cabral; Mortimer Caparas; Jackie Castro; Daisy Covarrubias; Raul Cuellar; Thys DeVries; Rob Michaels; Aldwin Ramirez; and Ruth Zintzun were present in Conference Room A. OTHERS PRESENT: Brad Hogin, General Counsel; Lindsay Caro, Associate Counsel; Gary Weisberg, Associate Counsel; and Philip Lem, Payne & Fears, were present in Conference Room A. Cori Takkinen, Townsend Public Affairs, was present telephonically. PUBLIC COMMENTS: None. REPORTS: Chair Wanke did not provide a report. General Manager Rob Thompson reported on the recent Newport Beach City Council meeting where the city denied the appeal and upheld the decision to approve the demolition of OC San's Bay Bridge Pump Station and approve the construction of a new pump station and associated force mains. Page 1 of 5 STEERING COMMITTEE Minutes April 24, 2024 CONSENT CALENDAR: 1.APPROVAL OF MINUTES 2024-3581 Originator: Kelly Lore MOVED, SECONDED, AND DULY CARRIED TO: Approve minutes of the Regular meeting of the Steering Committee held March 27, 2024. AYES:Chad Wanke, Ryan Gallagher, Pat Burns, Jon Dumitru, Glenn Grandis, Christine Marick and John Withers NOES:None ABSENT:None ABSTENTIONS:None 2.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF MARCH 2024 2024-3569 Originator: Rob Thompson MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the month of March 2024. AYES:Chad Wanke, Ryan Gallagher, Pat Burns, Jon Dumitru, Glenn Grandis, Christine Marick and John Withers NOES:None ABSENT:None ABSTENTIONS:None 3.PUBLIC AFFAIRS UPDATE FOR THE MONTH OF MARCH 2024 2024-3571 Originator: Rob Thompson MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the month of March 2024. AYES:Chad Wanke, Ryan Gallagher, Pat Burns, Jon Dumitru, Glenn Grandis, Christine Marick and John Withers NOES:None ABSENT:None ABSTENTIONS:None Page 2 of 5 STEERING COMMITTEE Minutes April 24, 2024 NON-CONSENT: 4.ORANGE COUNTY SANITATION DISTRICT’S MEMBERSHIPS AND AGREEMENTS 2024-3536 Originator: Rob Thompson Mr. Thompson provided an overview of the item and responded to questions regarding the Southern California Coastal Water Research Project membership and its value to OC San. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Orange County Sanitation District’s Memberships and Agreements list. AYES:Chad Wanke, Ryan Gallagher, Pat Burns, Jon Dumitru, Glenn Grandis, Christine Marick and John Withers NOES:None ABSENT:None ABSTENTIONS:None INFORMATION ITEMS: None. DEPARTMENT HEAD REPORTS: None. CLOSED SESSION: CONVENED IN CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTIONS 54956.9(d)(1) & 54957(b)(1). The Committee convened in closed session at 5:09 p.m. General Counsel Brad Hogin left the meeting during Item No. CS-2. Confidential minutes of the Closed Sessions have been prepared in accordance with the above Government Code Sections and are maintained by the Clerk of the Board in the Official Book of Confidential Minutes of Board and Committee Closed Session meetings. CS-1 CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE SECTION 54956.9(d)(1) 2024-3526 CONVENED IN CLOSED SESSION: Page 3 of 5 STEERING COMMITTEE Minutes April 24, 2024 Number of Potential Cases: 1 Orange County Sanitation District v. Robert M. Jackson, et al., Orange County Superior Court Case No. 30-2024-01379706-CU-OR-CJC. CS-2 PUBLIC EMPLOYEE APPOINTMENT 54957(b)(1)2024-3550 CONVENED IN CLOSED SESSION: Public Employee Appointment Number of Employees: 1 ·General Counsel CS-3 CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE SECTION 54956.9(d)(1) 2024-3588 CONVENED IN CLOSED SESSION: Number of Cases: 1 Arlin Blazevic v. Orange County Sanitation District; Natasha Dubrovski; Lorenzo Tyner; and Does 1-100, inclusive, Superior Court of California, County of Orange, Case No. 30-2020-01149812-CU-WT-CJC. RECONVENED IN REGULAR SESSION. The Committee reconvened in regular session at 5:58 p.m. CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED SESSION: General Counsel Brad Hogin stated there was no reportable action. OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: Director Jon Dumitru requested information and a tour of the Water Emergency Response Organization of Orange County (WEROC). BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. ADJOURNMENT: Chair Wanke declared the meeting adjourned at 5:59 p.m. until the Special Meeting of the Steering Committee to be held on Wednesday, May 22, 2024 at 2:00 p.m. Page 4 of 5 STEERING COMMITTEE Minutes April 24, 2024 Submitted by: __________________ Kelly A. Lore, MMC Clerk of the Board Page 5 of 5 Orange County Sanitation District Minutes for the OPERATIONS COMMITTEE Wednesday, May 1, 2024 5:00 PM Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 CALL TO ORDER A regular meeting of the Operations Committee of the Orange County Sanitation District was called to order by Committee Chairman Jon Dumitru on Wednesday, May 1, 2024 at 5:00 p.m. in the Administration Building of the Orange County Sanitation District. Board Chairman Chad Wanke led the pledge of allegiance. ROLL CALL AND DECLARATION OF QUORUM: Assistant Clerk of the Board Tina Knapp declared a quorum present as follows: PRESENT:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) ABSENT:Phil Hawkins STAFF PRESENT: Rob Thompson, General Manager; Lorenzo Tyner, Assistant General Manager; Mike Dorman, Director of Engineering; Laura Maravilla, Director of Human Resources; Riaz Moinuddin, Director of Operations and Maintenance; Wally Ritchie, Director of Finance; Lan Wiborg, Director of Environmental Services; Tina Knapp, Assistant Clerk of the Board; Mo Abiodun; Jennifer Cabral; Tanya Chong; Raul Cuellar; Thys DeVries; Brian Engeln; Justin Fenton; Al Garcia; Marianne Kleine; Kelly Lore; Giti Radvar; Valerie Ratto; Don Stokes; and Ruth Zintzun were present in the Board Room. OTHERS PRESENT: Brad Hogin, General Counsel, and Linda Whitaker were present in the Board Room. Anni Larkins, Jacobs, was present telephonically. PUBLIC COMMENTS: None. REPORTS: General Manager Rob Thompson reported on recent smoke and leak-related activity at the Sunflower trunkline, where it enters the Plant No. 1 Headworks Metering and Diversion structure. Both Sunflower pumps are unavailable, and the flows are currently being diverted to Plant No. 2. A short-term emergency was declared to allow staff to effectively and quickly respond. Chair Dumitru reminded the Committee that the Headquarters Ribbon Cutting will take place on May 22, 2024 at 4:30 p.m. at the new building and requested that Board Members let the Clerk of the Board know whether or not they will attend as soon as possible. Page 1 of 7 OPERATIONS COMMITTEE Minutes May 1, 2024 CONSENT CALENDAR: 1.APPROVAL OF MINUTES 2024-3561 Originator: Kelly Lore MOVED, SECONDED, AND DULY CARRIED TO: Approve minutes of the Regular meeting of the Operations Committee held April 3, 2024. AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) NOES:None ABSENT:Phil Hawkins and Johnathan Ryan Hernandez ABSTENTIONS:None 2.QUARTERLY ODOR COMPLAINT REPORT 2024-3572 Originator: Riaz Moinuddin MOVED, SECONDED, AND DULY CARRIED TO: Receive and file the Fiscal Year 2023-24 Third Quarter Odor Complaint Report. AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) NOES:None ABSENT:Phil Hawkins and Johnathan Ryan Hernandez ABSTENTIONS:None 3.COOPERATIVE PROCUREMENT WITH W.W. GRAINGER, INC.2024-3573 Originator: Riaz Moinuddin MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Approve a Blanket Purchase Order with W.W. Grainger, Inc. (Grainger, Inc.) for the purchase of maintenance tools and supplies, utilizing the Sourcewell Cooperative Agreement No. 091422-WWG in accordance with Ordinance No. OC SAN-61, Section 2.03(B), for the period beginning July 1, 2024, through June 30, 2025, with three one-year renewal options, for a total amount not to exceed $375,000 annually. Page 2 of 7 OPERATIONS COMMITTEE Minutes May 1, 2024 AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) NOES:None ABSENT:Phil Hawkins and Johnathan Ryan Hernandez ABSTENTIONS:None NON-CONSENT: 4.ANNUAL PROFESSIONAL DESIGN SERVICES AGREEMENTS, CONTRACT NO. FE24-00-XX 2024-3413 Originator: Mike Dorman MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: A. Approve Annual Professional Design Services Agreements (PDSA) with the following firms to provide professional engineering design and construction support services for a term of three (3) years commencing July 1, 2024 and expiring June 30, 2027, with a maximum annual fiscal year contract limitation not to exceed $1,000,000 for each PDSA, and FIRM CONTRACT NO. 1. AtkinsRéalis USA, Inc. FE24-00-01 2. Black and Veatch Corporation FE24-00-02 3. Brown and Caldwell FE24-00-03 4. Civiltec Engineering, Inc. FE24-00-04 5. Dudek FE24-00-05 6. GHD Inc. FE24-00-06 7. Hazen and Sawyer FE24-00-07 8. HDR Engineering, Inc. FE24-00-08 9. Kennedy/Jenks Consultants, Inc. FE24-00-09 10. Kleinfelder, Inc. FE24-00-10 11. Lee & Ro, Inc. FE24-00-11 12. Michael Baker International, Inc. FE24-00-12 13. ProjectLine Technical Services, Inc. FE24-00-13 14. SPEC Services, Inc. FE24-00-14 15. Stantec Consulting Services, Inc. FE24-00-15 B. Approve two additional one-year optional extensions for each PDSA. AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) NOES:None Page 3 of 7 OPERATIONS COMMITTEE Minutes May 1, 2024 ABSENT:Phil Hawkins and Johnathan Ryan Hernandez ABSTENTIONS:None Director Johnathan Ryan Hernandez arrived at the meeting at 5:17 p.m. 5.TAFT BRANCH IMPROVEMENTS, PROJECT NO. 2-49 2023-3042 Originator: Mike Dorman Director of Engineering Mike Dorman introduced Engineering Supervisor Valerie Ratto who provided a PowerPoint presentation regarding the Taft Branch improvements project. The presentation included an overview of the project location, the City of Orange sewer transfer agreement, CEQA, outreach efforts, bid results, budget increase, and recommendation. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: A. Adopt Resolution No. OC SAN 24-XX entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District adopting the mitigated negative declaration for the Taft Avenue Sewer Improvement Project, Project No. 2-49; adopting a mitigation monitoring and reporting program; and approving the Taft Branch Improvements, Project No. 2-49” which (1) adopts the Initial Study / Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program for the Taft Avenue Sewer Improvement Project, Project No. 2-49, prepared by Woodard & Curran Inc.; (2) approves the project; and (3) directs staff to file a Notice of Determination pursuant to the California Environmental Quality Act; B. Approve a project budget increase of $3,900,000 for Taft Branch Improvements, Project No. 2-49, for a new total project budget of $31,200,000; C. Receive and file the Bid Tabulation and Recommendation for Taft Branch Improvements, Project No. 2-49; D. Award a Construction Contract Agreement to Big Ben Inc. for Taft Branch Improvements, Project No. 2-49, for a total amount not to exceed $20,458,250; E. Approve a contingency of $2,045,825 (10%); F. Approve the Sewer Transfer Agreement between Orange County Sanitation District and the City of Orange, in a form approved by General Counsel; and direct the Clerk of the Board to record the document with the Orange County Clerk-Recorder’s office; and G. Approve the Memorandum of Understanding between Orange County Sanitation District and the City of Orange for the Construction and Transfer of Sewer Facilities in Conjunction with Project No. 2-49. Page 4 of 7 OPERATIONS COMMITTEE Minutes May 1, 2024 AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) NOES:None ABSENT:Phil Hawkins ABSTENTIONS:None 6.TAFT BRANCH IMPROVEMENTS, PROJECT NO. 2-49 2023-3044 Originator: Mike Dorman Ms. Ratto provided a brief introduction to and overview of this item. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: A. Approve a Professional Construction Services Agreement with Woodard & Curran Inc. to provide construction support services for Taft Branch Improvements, Project No. 2-49, for a total amount not to exceed $1,108,033; and B. Approve a contingency of $110,803 (10%). AYES:Joyce Ahn, Debbie Baker, Doug Chaffee, Jon Dumitru, Ryan Gallagher, Stephen Faessel, Johnathan Ryan Hernandez, Stephanie Klopfenstein, Robert Ooten, Schelly Sustarsic, Chad Wanke, Bruce Whitaker and Bonnie Peat (Alternate) NOES:None ABSENT:Phil Hawkins ABSTENTIONS:None INFORMATION ITEMS: 7.CONSTRUCTION CHANGE ORDER GOALS AND CONTINGENCY RECOMMENDATIONS 2024-3566 Originator: Mike Dorman Mr. Dorman provided a brief introduction to the item and introduced Engineering Manager Raul Cuellar who provided a PowerPoint presentation regarding construction change order goals and contingency recommendations which included an overview of active construction contracts, project types, historical cumulative change order rates, the construction forecast, change order goals and recommendations, local agency change order contingencies, contingency budgeting recommendations, and construction change order mitigation measures. Page 5 of 7 OPERATIONS COMMITTEE Minutes May 1, 2024 ITEM RECEIVED AS AN: Information Item. 8.CAPITAL IMPROVEMENT PROGRAM PROPOSED BUDGET FOR FY 2024-25 & 2025-26 2024-3395 Originator: Mike Dorman Mr. Dorman provided a brief introduction to the item and introduced Engineering Manager Justin Fenton who provided a PowerPoint presentation regarding the capital improvement program (CIP) proposed budget for FY 2024-25 and 2025-26. The presentation included an overview of FY2023-24 expenses, the CIP, the annual update process, a 10 and 20-year net CIP forecast, the top 15 changes, the P1-140 Activated Sludge 1 Rehabilitation at Plant No. 1 project, the 7-69 North Tustin-Orange Improvements project, the P2-138 Operations and Maintenance Complex at Plant No. 2 project, the projected FY 2024-25 net CIP, and a summary of capital expenses. Mr. Fenton introduced Ruth Zintzun, Finance & Procurement Manager, who reviewed the FY 2024-25 CIP reserves and key meeting dates. ITEM RECEIVED AS AN: Information Item. DEPARTMENT HEAD REPORTS: None. CLOSED SESSION: None. OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: In response to Committee Vice-Chairman Bob Ooten's request for a presentation on the Dry Weather Urban Runoff Program, Mr. Dorman provided a brief overview of the program and indicated a more detailed presentation would be made in the future. BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. ADJOURNMENT: Chair Dumitru declared the meeting adjourned at 5:58 p.m. to the next Regular Operations Committee meeting to be held on Wednesday, June 5, 2024 at 5:00 p.m. Page 6 of 7 OPERATIONS COMMITTEE Minutes May 1, 2024 Submitted by: _____________________ Tina Knapp, MMC Assistant Clerk of the Board Page 7 of 7 Orange County Sanitation District Minutes for the ADMINISTRATION COMMITTEE Wednesday, May 8, 2024 5:00 PM Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 CALL TO ORDER A regular meeting of the Administration Committee of the Orange County Sanitation District was called to order by Committee Chairwoman Christine Marick on Wednesday, May 8, 2024 at 5:01 p.m. in the Administration Building of the Orange County Sanitation District. Director Rose Espinoza led the pledge of allegiance. ROLL CALL AND DECLARATION OF QUORUM: The Clerk of the Board declared a quorum present as follows: PRESENT:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) ABSENT:Andrew Nguyen and John Withers STAFF PRESENT: Rob Thompson, General Manager; Lorenzo Tyner, Assistant General Manager; Mike Dorman, Director of Engineering; Laura Maravilla, Director of Human Resources; Riaz Moinuddin, Director of Operations and Maintenance; Wally Ritchie, Director of Finance; Lan Wiborg, Director of Environmental Services; Kelly Lore, Clerk of the Board; Jennifer Cabral; Thys DeVries; Justin Fenton; Al Garcia; Tina Knapp; Rob Michaels; Aldwin Ramirez; Perla Rodriguez; Thomas Vu; and Ruth Zintzun were present in the Board Room. OTHERS PRESENT: Brad Hogin, General Counsel; and Dennis Mulqueeney, Alliant Insurance Services were present in the Board Room. PUBLIC COMMENTS: None. REPORTS: Chair Marick reminded the Committee that the Headquarters Ribbon Cutting will take place on May 22, 2024 at 4:30 p.m. at the new building and requested that Board Members let the Clerk of the Board know whether or not they will attend as soon as possible. General Manager Rob Thompson reported on recent smoke and leak-related activity at the Sunflower trunkline, where it enters the Plant No. 1 Headworks Metering and Diversion structure. Both Sunflower pumps are unavailable, and the flows are currently being diverted to Plant No. 2. A short-term emergency was declared to allow staff to effectively and quickly respond. Page 1 of 6 ADMINISTRATION COMMITTEE Minutes May 8, 2024 CONSENT CALENDAR: 1.APPROVAL OF MINUTES 2024-3560 Originator: Kelly Lore MOVED, SECONDED, AND DULY CARRIED TO: Approve minutes of the Regular meeting of the Administration Committee held April 10, 2024. AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None 2.CONSOLIDATED FINANCIAL REPORT FOR THE THIRD QUARTER ENDED MARCH 31, 2024 2024-3570 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Orange County Sanitation District Third Quarter Financial Report for the period ended March 31, 2024. AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None 3.GENERAL MANAGER APPROVED PURCHASES AND ADDITIONS TO THE PRE-APPROVED OEM SOLE SOURCE LIST 2024-3589 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Page 2 of 6 ADMINISTRATION COMMITTEE Minutes May 8, 2024 A. Receive and file Orange County Sanitation District purchases made under the General Manager’s authority for the period of January 1, 2024 to March 31, 2024; and B. Approve the following additions to the pre-approved Original Equipment Manufacturers (OEM) Sole Source List: ·NORIA - Lube Awareness Training ·SULZER - Pumps and Parts AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None 4.IBM TIVOLI MAXIMO ANNUAL SUBSCRIPTION AND SUPPORT, SPECIFICATION NO. S-2024-1448BD 2024-3592 Originator: Wally Ritchie MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: A. Approve a Purchase Order to ZProCis Solutions Inc. to provide the conversion of IBM Tivoli Maximo from perpetual licenses to application point licenses, Specification No. S-2024-1448BD, for a total amount not to exceed $276,498; and B. Approve a contingency in the amount of $41,475 (15%). AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None 5.PURCHASE ORDER FOR CALIFORNIA RECREATION COMPANY MARINA SLIP RENTAL AGREEMENT 2024-3594 Originator: Lan Wiborg MOVED, SECONDED, AND DULY CARRIED TO: Page 3 of 6 ADMINISTRATION COMMITTEE Minutes May 8, 2024 A. Approve a Purchase Order to California Recreation Company (CRC) Marinas for the rental of an end tie boat slip in Newport Beach Harbor, not to exceed $147,490 for the period July 1, 2024, through June 30, 2025; and B. Approve a contingency of $29,498 (20%). AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None NON-CONSENT: 6.PROCUREAMERICA 2024-3583 Originator: Wally Ritchie Board Chair Wanke recused himself on Item No. 6 and left the meeting during the discussion and vote. Director of Finance Wally Ritchie introduced Finance and Procurement Manager Ruth Zintzun who provided an overview of the item. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Approve the use of ProcureAmerica to perform analysis of specific operational areas to identify potential cost savings. AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None RECUSED:Chad Wanke 7.BUILD AMERICA BONDS PREPAYMENT 2024-3593 Originator: Wally Ritchie Mr. Ritchie provided a brief overview of the item. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Page 4 of 6 ADMINISTRATION COMMITTEE Minutes May 8, 2024 Adopt Resolution No. OC SAN 24-XX entitled: “A Resolution of the Board of Directors of the Orange County Sanitation District authorizing prepayment of Orange County Sanitation District Wastewater Revenue Obligations, Series 2010A (Federally Taxable Build America Bonds) and Orange County Sanitation District Wastewater Revenue Obligations, Series 2010C (Taxable Build America Bonds) and authorizing the execution of necessary documents and related actions”, in a not to exceed amount of $225,000,000. AYES:Brad Avery, Pat Burns, Rose Espinoza, Ryan Gallagher, Glenn Grandis, Christine Marick, Jordan Nefulda, Robbie Pitts, David Shawver, Chad Wanke and Kathleen Treseder (Alternate) NOES:None ABSENT:Andrew Nguyen and John Withers ABSTENTIONS:None INFORMATION ITEMS: 8.INSURANCE UPDATE 2024-3379 Originator: Wally Ritchie Mr. Ritchie introduced Dennis Mulqueeney, Alliant Insurance Services who provided a PowerPoint presentation regarding the Public Entity Insurance Marketplace, Trends, Industry Issues, Market conditions and Outlook. ITEM RECEIVED AS AN: Information Item. 9.CAPITAL IMPROVEMENT PROGRAM PROPOSED BUDGET FOR FY 2024-25 & 2025-26 2024-3602 Originator: Mike Dorman Director of Engineering, Mike Dorman provided a brief introduction to the item and introduced Engineering Manager Justin Fenton who provided a PowerPoint presentation regarding the capital improvement program (CIP) proposed budget for FY 2024-25 and 2025-26. The presentation included an overview of FY2023-24 expenses, the CIP, the annual update process, a 10 and 20-year net CIP forecast, the top 15 changes, the P1-140 Activated Sludge 1 Rehabilitation at Plant No. 1 project, the 7-69 North Tustin-Orange Improvements project, the P2-138 Operations and Maintenance Complex at Plant No. 2 project, the projected FY 2024-25 net CIP, and a summary of capital expenses. Mr. Fenton introduced Ms. Zintzun who reviewed the FY 2024-25 CIP reserves and key meeting dates. Information Item. Page 5 of 6 ADMINISTRATION COMMITTEE Minutes May 8, 2024 DEPARTMENT HEAD REPORTS: None. CLOSED SESSION: None. OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: None. BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. ADJOURNMENT: Chair Marick declared the meeting adjourned at 5:50 p.m. to the next Administration Committee meeting to be held on Wednesday, June 12, 2024 at 5:00 p.m. Submitted by: __________________ Kelly A. Lore, MMC Clerk of the Board Page 6 of 6 OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3647 Agenda Date:6/26/2024 Agenda Item No:8. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: ENGINEERING PROGRAM CONTRACT PERFORMANCE REPORT GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the Engineering Program Contract Performance Report for the period ending March 31, 2024. BACKGROUND The Engineering Program involves awarding and managing multiple construction and consulting contracts.In 2008,the Orange County Sanitation District (OC San)Board of Directors began authorizing contingencies along with construction and consulting contracts,allowing the General Manager to approve construction change orders and amendments to consulting contracts up to the amount of the authorized contingency.This practice reduces administrative costs,expedites resolution of project issues that arise,helps avoid contractor delay claims,and facilitates efficient management of many contracts. The Engineering Program Contract Performance Report summarizes construction and consulting contract performance and activities for the quarter ending March 31,2024.This report is updated quarterly and includes a summary of the General Manager approved contract contingencies among other key performance indicators. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Engineering Program Contract Performance Report for the period ending March 31, 2024 EY: tk Orange County Sanitation District Printed on 6/19/2024Page 1 of 1 powered by Legistar™ Engineering Program Contract Performance Report For the Period Ending March 31, 2024 1 DATE: June 05, 2024 TO: Orange County Sanitation District Board of Directors FROM: Rob Thompson, General Manager Through: Mike Dorman, Director of Engineering This report summarizes the status, activities, and performance of construction contracts and consultant agreements. This report also identifies the names and status of projects being performed under master budgets for planning studies, research, small construction projects, Operations & Maintenance capital projects and information technology projects. As of March 31, 2024, Orange County Sanitation District (OC San) Engineering Department manages 128 active projects, with project budgeting totaling close to $3.5 billion. These projects are in various project phases, ranging from Project Development to Closeout. The graphic below shows the number of projects in each of the project phases. This report is organized into six parts, as follows. Detailed tables can be found in the appendix section of the report. Part 1 – Construction Contracts Page 2 Part 2 – Engineering Professional Services Agreements Page 4 Part 3 – Master Budget Projects Page 6 Part 4 – Supplemental Engineering Services Contract Page 7 Part 5 – Programming Professional Services Contract Page 9 Part 6 – On-Call Services Agreements Page 11 Appendix (Tables 1 through 13) Page 13 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 2 PART 1 - CONSTRUCTION CONTRACTS Construction Contracts As shown in the graph below, there are currently 55 active construction contracts totaling $869 million. The active construction contracts, include 36 plant projects,12 collections projects and seven other projects (maintenance, small capital, and research projects). Table 1 in the appendix lists the Board-awarded construction contracts while Tables 2 and 3 list the Operations Committee and General Manager awarded construction contracts, active as of March 31, 2024. The General Manager may award contracts up to $150,000 and task orders up to $500,000. The table below summarizes the number of active and closed construction contracts and total contract amounts. See Tables 4, 5 and 6 in the appendix for a list of the closed contracts. Type Contracts Total Contract Amount Active Board-Awarded Construction Contracts 48 $868,383,135 Active Ops Committee Awarded Construction Contracts 3 $462,929 Active GM Awarded Construction Contracts 4 $354,965 Closed Board-Awarded Construction Contracts 1 $432,400 Closed Committee-Awarded Construction Contracts 0 $0 Closed GM Awarded Construction Contracts 0 $0 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 3 Cumulative Change Order Rates When the OC San Board of Directors awards a construction contract, they also approve a contingency which allows the General Manager to approve contract change orders up to the amount of the contingency. One purpose of this report is to document how much of the contingency is utilized. A contract’s change order rate is only meaningful when the work is completed. As such, this report's change order performance charts are based only on contracts closed since the Board began approving contingencies in 2008. The following chart shows how cumulative change order rates have changed for plant, collections, and all contracts since the contingency system was implemented. Engineering Program Contract Performance Report For the Period Ending March 31, 2024 4 PART 2 – ENGINEERING PROFESSIONAL SERVICES AGREEMENTS Professional Design and Related Service Agreements OC San engages engineering consultants through Professional Service Agreements (PSAs), Professional Design Services Agreements (PDSAs), and Professional Construction Services Agreements (PCSAs). PDSAs are used to obtain design engineering services, and PCSAs are a subsequent agreement with the design consultant to provide support services during construction. PSAs are used for planning studies and other consultant assignments. There are currently 50 Professional Design and Related Service Agreements (29 individual firms) with total agreement amount of $236,693,371. Table 7 in the appendix provides a detailed list of Professional Design and Related Service Agreements. Master Agreements Master Agreements are issued to a pool of pre-qualified consultants for smaller projects. On those smaller projects, OC San solicits task order proposals from interested firms and awards a task order to the most qualified consultant. There are currently five sets of Master Agreements. • 2017 Master Agreements for Planning Studies (expired) • 2018 Master Professional Design Services Agreements (expired) • 2020 Master Agreements for Planning Studies • 2021 Master Professional Design Services Agreements • Agreement for Design Installation, Implementation and Maintenance of a Process Control System Engineering Program Contract Performance Report For the Period Ending March 31, 2024 5 The 2017 Master Agreements for Planning Studies and the 2018 Master Professional Design Services Agreements have expired, meaning no new task orders can be issued under them, but previously issued task orders remain active until completed. Task Orders are limited by OC San Ordinance No. OC SAN-61 to $500,000 per task order. Below is a summary of the various master agreements with active task orders. See Table 8 in the appendix for a detailed list of task orders. Task Order Contracts Total Contract Amount 2017 Master Agreements for Planning Studies 1 $274,888 2018 Master Professional Design Service Agreements 19 $3,515,372 2020 Master Agreements for Planning Studies 5 $1,181,073 2021 Master Professional Design Service Agreement 12 $2,584,151 Master Service Agreements Through a competitive procurement process, a Master Services Agreement (MSA) was awarded to ABB Inc. for the design, installation, implementation, and maintenance of a control system for a term of 15 years with renewals up to 25 years under Project SP- 196, Process Control Systems Upgrades Study. Specific equipment and services will be procured under task orders associated with each CIP project and operating budget. Task Order Contracts Total Contract Amount Design Installation, Implementation and Maintenance of a Process Control System Master Agreement 1 $11,803,801 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 6 PART 3 – MASTER BUDGET PROJECTS The Board-adopted budget for Fiscal Years 2022-23 and 2023-24 includes master program budgets that allow staff to initiate, execute, and manage smaller projects that fit within the scope of a particular program more quickly. The projects chartered under these program budgets are referred to as sub-projects and are managed to the same standards as projects specifically listed in the adopted budget. A status table for each of these programs listing the sub-projects is attached in the appendix. These projects include Planning Studies (PS), Research (RE), Facility Engineering (FE), Information Technology (IT), Maintenance (MP), and Small Capital (SC). Master Program Title Status Table Number of Projects Total Allocated Budget Planning Studies Program Table 9 20 $16,230,660 Research Program Table 10 2 $8,101,029 Small Construction Projects Program Table 11 34 $80,369,700 Information Technology Capital Program Table 12 9 $2,220,076 Operations & Maintenance Capital Program Table 13 8 $15,578,000 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 7 PART 4 – SUPPLEMENTAL ENGINEERING SERVICES CONTRACT In April of 2022, the OC San Board of Directors approved two Professional Service Agreements - one with AECOM Technical Services, Inc. and one with Jacobs Project Management Co. - to provide Supplemental Engineering Services for a three-year period commencing May 1, 2022, through April 30, 2025, with two one-year renewal options. The Board approved the agreements for an amount not to exceed $29,700,000 per individual agreement. The benefits of using a supplemental engineering services contract, as opposed to hiring full-time staff or limited-term employees, include rapid mobilization of highly skilled/technical staff, flexibility to change the mix of staff positions on an immediate and as-needed basis, the ability to reduce staff as workloads decrease, access to technical experts to support special tasks, and access to staff with wastewater project experience. Status tables for the supplemental engineering services contract and labor summary for the 2022 Supplemental Engineering Services Contract with AECOM and Jacobs Project Management Co. are included below. 2022 Supplemental Engineering Services Contract Status (AECOM) Total Fees Time Contract $29,700,000 60 months (1) Actuals to Date $1,647,187 5.5% 23 Months 38.3% Remaining $28,052,813 94.5% 37 Months 61.7% (1) Assuming two additional 1-year extensions 2022 Supplemental Engineering Services Labor Summary (AECOM) This Quarter Inception to Date Labor Hours 1,745 9,379 Full Time Equivalents 3.88 2.72 Labor Costs (no expenses) $314,461 $1,608,518 Average Hourly Rate $180.21 $171.50 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 8 2022 Supplemental Engineering Services Contract Status (Jacobs) Total Fees Time Contract $29,700,000 60 Months (1) Actuals to Date $8,806,200 29.7% 23 Months 38.3% Remaining $20,893,800 70.3% 37 Months 61.7% (1) Assuming two additional 1-year extensions 2022 Supplemental Engineering Services Labor Summary (Jacobs) This Quarter Inception to Date Labor Hours 13,952 53,518 Full Time Equivalents 29 21 Labor Costs (no expenses) $2,271,776 $8,430,583 Average Hourly Rate $163 $163 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 9 PART 5 – PROGRAMMING PROFESSIONAL SERVICES CONTRACT In April of 2022, the OC San Board of Directors approved two Professional Service Agreements - one with Enterprise Automation and one with Maverick Technologies - to provide Programming Professional Services for a three-year period commencing May 11, 2022, through May 10, 2025, with two one-year renewal options. The Board approved the agreements for an amount not to exceed $4,900,000 per individual agreement. The programming professional services will program, test, commission, maintain, upgrade, and configure programmable logic controllers, HMI graphics, databases, servers, and networks for select projects. The benefits of using a programming professional services contract, as opposed to hiring full-time staff or limited-term employees, include the ability to provide the needed short-term resources during the execution of Project No. J-120, Process Control Systems Upgrades, rapid mobilization of highly skilled technical resources, flexibility to change the mix of needed resources to match project requirements, and the ability to increase or reduce project resources as workloads change. Status tables for the programming professional services contract and labor summary for the 2022 Programming Professional Services Contract with Enterprise Automation and Maverick Technologies are included below. 2022 Programming Professional Services Contract Status (Enterprise Automation) Total Fees Time Contract $4,900,000 60 months (1) Actuals to Date $1,663,148 34% 23 Months 38% Remaining $3,236,852 66% 37 Months 62% (1) Assuming two additional 1-year extensions 2022 Programming Professional Services Labor Summary (Enterprise Automation) This Quarter Inception to Date Labor Hours 803 8870 Full Time Equivalents 1.5 2.2 Labor Costs (no expenses) $158,195 $1,663,065 Average Hourly Rate $197 $187 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 10 2022 Programming Professional Services Contract Status (Maverick Technologies) Total Fees Time Contract $4,900,000 60 months (1) Actuals to Date $769,380 16% 23 Months 38% Remaining $4,130,620 89% 37 Months 62% (1) Assuming two additional 1-year extensions 2022 Programming Professional Services Labor Summary (Maverick Technologies) This Quarter Inception to Date Labor Hours 1144 4117 Full Time Equivalents 2.2 1.1 Labor Costs (no expenses) $208,547 $769,380 Average Hourly Rate $182 $187 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 11 PART 6 – ON-CALL SERVICES AGREEMENTS OC San uses three sets of on-call services agreements for coating inspection and corrosion testing; materials testing, inspection, and other geotechnical testing; and surveying. Services are typically requested by inspection supervisors as needs arise, and the work is generally spread among the available firms. The table below lists the contract limits and funds expended to date for each of the agreements which became effective on March 23, 2022, and will expire on April 30, 2025. For each of these services, OC San typically uses a single firm for a particular construction contract. Consultant Contract Limit Total Costs Incurred Remaining Coating Inspection Services (PSA2022-001) CSI Services, Inc. $300,000 $36,412 $263,588 Diversified Project Services Int'l (DPSI) $300,000 $78,076 $221,924 Geotechnical Testing Services (PSA2022-003) AESCO $400,000 $273,497 $126,503 Atlas Technical Consultants $400,000 $215,287 $184,713 Koury Engineering and testing, Inc. $400,000 $179,727 $220,273 MTGL, Inc $400,000 $114,956 $285,044 Surveying Services (PSA2022-002) D.Woolley & Associates $200,000 $15,085 $184,915 Michael Baker International, Inc. $200,000 $8,848 $191,152 Psomas $200,000 $6,438 $193,562 Stantec Consulting Services, Inc. $200,000 $45,435 $154,565 OC San uses an on-call corrosion engineering service agreement to perform condition assessments and an on-call corrosion engineering support agreement to support condition assessment and provide confined space entry support. Engineering Program Contract Performance Report For the Period Ending March 31, 2024 12 The table below list the contract limits and funds expended to date for each of the agreements. The Corrosion Management Support Services is a one-year agreement with four one-year renewal options that became effective on February 1, 2020. The Condition Assessment On-Call Contractor Support Services is a one-year agreement with four one-year renewal options that became effective on November 1, 2021. Consultant Contract Limit Total Costs Incurred Remaining Corrosion Management Support Services Corrpro Companies Inc $600,000 $88,709 $511,292 Condition Assessment On-Call Contractor Support Services Jamison Engineering Contractors, Inc $783,470 $194,846 $588,624 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 13 APPENDIX Engineering Program Contract Performance Report For the Period Ending March 31, 2024 14 Table 1 - Board-Awarded Construction Contracts Project/Contract Contractor Award Contract Amount Contingency Date Award Change Orders Current % Spent Original Current Used Remaining 3-62 Westminster Blvd Force Main Replacement Teichert Energy - Utilities Group, Inc. 12/18/2019 $27,743,000 $3,875,135 $31,618,135 100.0% 10.0% 14.0% 14.0% 0.0% 3-64B Los Alamitos Trunk Sewer Rehabilitation Steve P. Rados, Inc. 05/26/2021 $17,775,000 $204,958 $17,979,958 84.1% 10.0% 10.0% 1.2% 8.8% 3-67 Seal Beach Pump Station Replacement Walsh Construction Company II, LLC 12/14/2023 $97,032,743 $0 $97,032,743 0.0% 10.0% 10.0% 0.0% 10.0% 5-68 Newport Beach Pump Station Pressurization Improvements Innovative Construction Solutions 04/25/2023 $937,500 $64,715 $1,002,215 86.7% 10.0% 17.0% 6.9% 10.1% 7-65 Gisler-Red Hill Interceptor and Baker Force Main Rehabilitation Steve P. Rados, Inc. 05/24/2023 $44,706,000 ($1,216,714) $43,489,286 9.5% 10.0% 10.0% -2.7% 12.7% 7-66 Sunflower and Red Hill interceptor Repairs Charles King Company 07/28/2021 $4,777,000 $494,952 $5,271,952 100.0% 10.0% 11.0% 10.4% 0.7% 7-68 MacArthur Force Main Improvements SRK Engineering, Inc. 10/20/2023 $3,897,000 $0 $3,897,000 7.5% 10.0% 10.0% 0.0% 10.0% FE18-13 Redhill Relief Sewer Relocation at State Route 55 SRK Engineering, Inc. 06/22/2022 $2,213,000 $0 $2,213,000 0.0% 15.0% 15.0% 0.0% 15.0% FE18-14 Plant Water Pipeline Replacement in Kinnison, Lindstrom, and Scott Tunnels at Plant No. 2 MMC, Inc. 12/16/2020 $1,134,000 $4,348 $1,138,348 59.3% 15.0% 15.0% 0.4% 14.6% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 15 Table 1 - Board-Awarded Construction Contracts Project/Contract Contractor Award Contract Amount Contingency Date Award Change Orders Current % Spent Original Current Used Remaining FE18-15 Plant Boiler System Relief at Plant No. 2 MMC, Inc. 04/28/2021 $230,000 $24,528 $254,528 100.0% 15.0% 15.0% 10.7% 4.3% FE19-01 Pump Station Portable Generator Connectors Pacific Industrial Electric 09/29/2021 $1,207,479 $87,020 $1,294,499 70.1% 10.0% 16.0% 7.2% 8.8% FE19-03 Trickling Filter Sludge and Scum Pumps Replacement at Plant No. 1 Garney Pacific, Inc. 02/23/2022 $778,000 $18,317 $796,317 75.3% 10.0% 10.0% 2.4% 7.6% FE19-04 Sunflower Pump Replacement at Plant No. 1 GSE Construction Company, Inc. 10/27/2021 $2,123,200 $0 $2,123,200 42.2% 10.0% 10.0% 0.0% 10.0% FE19-06 EPSA Motor Cooling Improvements at Plant No. 2 MMC, Inc. 09/29/2021 $854,000 $43,916 $897,916 100.0% 10.0% 10.0% 5.1% 4.9% FE19-08 Secondary Treatment VFD Replacements at Plant No. 2 ACS Engineering 03/23/2022 $1,433,000 $0 $1,433,000 6.5% 10.0% 10.0% 0.0% 10.0% FE20-01 Wastehauler Station Safety and Security Improvements Leed Electric 09/28/2022 $1,689,788 $148,992 $1,838,780 96.4% 10.0% 16.0% 8.8% 7.2% FE20-03 Return Activated Sludge Discharge Piping Replacement at Activated Sludge Plant No. 1 GSE Construction Company, Inc. 12/15/2022 $3,985,400 $0 $3,985,400 54.6% 10.0% 10.0% 0.0% 10.0% FE20-04 Cengen Cooling Water Pipe Replacement at Plant No. 2 Innovative Construction Solutions 11/16/2022 $3,487,600 $0 $3,487,600 24.6% 10.0% 10.0% 0.0% 10.0% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 16 Table 1 - Board-Awarded Construction Contracts Project/Contract Contractor Award Contract Amount Contingency Date Award Change Orders Current % Spent Original Current Used Remaining FE20-06 Thickening and Dewatering Building Pipe Support Improvements at Plant No. 1 Garney Pacific, Inc. 02/23/2022 $793,000 $8,062 $801,062 100.0% 10.0% 10.0% 1.0% 9.0% FE20-07 Santa Ana Trunk Rehabilitation at Plant No. 1 Sancon Technologies Inc. 04/27/2022 $395,082 $5,497 $400,579 100.0% 20.0% 20.0% 1.4% 18.6% FE20-08 Olive Sub-Trunk Siphon Rehabilitation at Santa Ana River MMC, Inc. 04/26/2023 $1,944,000 $0 $1,944,000 2.3% 10.0% 10.0% 0.0% 10.0% FE20-09 CenGen Smoke Detection Improvements at Plant No. 1 and No. 2 ADT Commercial, LLC 12/15/2022 $313,000 $0 $313,000 85.6% 10.0% 10.0% 0.0% 10.0% FE21-07 Liquid Oxygen Tank A Replacement at Plant No. 2 J.R. Filanc Construction Company, Inc. 01/18/2023 $2,608,007 $0 $2,608,007 12.0% 10.0% 10.0% 0.0% 10.0% FR1-0005 Cengen and 12Kv Service Center Switchgear Battery System Upgrades at Plant No. 1 Mass Electric Construction Co. 11/27/2023 $970,000 $0 $970,000 0.0% 10.0% 10.0% 0.0% 10.0% FR1-0007R Control Center Offices and Day Training Room A2Z Construct Inc. 02/20/2024 $348,000 $0 $348,000 0.0% 0.0% 10.0% 0.0% 10.0% FR1-0011 VFD Replacements at Plant No. 1 ACS Engineering 12/15/2022 $1,214,888 $0 $1,214,888 12.9% 10.2% 10.2% 0.0% 10.2% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 17 Table 1 - Board-Awarded Construction Contracts Project/Contract Contractor Award Contract Amount Contingency Date Award Change Orders Current % Spent Original Current Used Remaining FR1-0016 Waste Sidestream Pump Station VFD replacements at Plant No.1 Leed Electric 03/23/2022 $344,889 $0 $344,889 95.7% 15.0% 15.0% 0.0% 15.0% FR1-0017 Trickling Filter Valve Replacement at Plant No. 1 Vicon Enterprise 02/13/2024 $257,300 $0 $257,300 0.0% 10.0% 10.0% 0.0% 10.0% FR2-0018 Activated Sludge Clarifier Repairs at Plant No. 2 Garney Pacific, Inc. 07/27/2022 $5,091,686 $32,693 $5,124,379 82.1% 10.0% 10.0% 0.6% 9.4% FR2-0023 Activated Sludge Clarifier Entry Improvements at Plant No. 2 Tharsos, Inc. 03/21/2024 $1,171,000 $0 $1,171,000 0.0% 10.0% 10.0% 0.0% 10.0% FR2-0026 Headworks Phase 3 Cable Replacement at Plant No. 2 ACS Engineering 02/22/2023 $575,360 $0 $575,360 11.2% 20.0% 20.0% 0.0% 20.0% FR2-0027 Heavy Mechanics Group Office Space Upgrade at Plant No. 2 MBE Construction 02/07/2024 $195,676 $0 $195,676 0.0% 10.0% 10.0% 0.0% 0.0% J-117B Outfall Low Flow Pump Station Shimmick Construction 12/19/2018 $90,200,000 $4,413,784 $94,613,784 90.7% 8.0% 8.0% 4.9% 3.1% J-120 Process Control Systems Upgrades ABB, Inc. 07/28/2021 $11,818,480 ($14,679) $11,803,801 30.8% 10.0% 10.0% -0.1% 10.1% J-135B Engine and Generator Overhauls at Plant No. 1 and 2 Cooper Machinery Services 07/27/2022 $29,361,029 $2,703,260 $32,064,289 46.6% 10.0% 15.6% 9.2% 6.4% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 18 Table 1 - Board-Awarded Construction Contracts Project/Contract Contractor Award Contract Amount Contingency Date Award Change Orders Current % Spent Original Current Used Remaining MP-307 Bushard Diversion Structure Repair Abhe - Svoboda, Inc. 06/22/2022 $1,762,545 $0 $1,762,545 0.0% 10.0% 10.0% 0.0% 10.0% P1-105 Headworks Rehabilitation at Plant 1 Kiewit Infrastructure West Co. 03/24/2021 $222,330,000 $2,711,063 $225,041,063 46.1% 4.0% 4.0% 1.2% 2.8% P1-128A Headquarters Complex at Plant No. 1 Swinerton Builders 05/26/2021 $102,544,973 $3,482,408 $106,027,381 97.1% 5.0% 5.0% 3.4% 1.6% P1-128A.1 Headquarters Complex at Plant No. 1 EIDIM Group, Inc. 09/20/2023 $1,580,000 $0 $1,580,000 39.9% 10.0% 10.0% 0.0% 10.0% P1-132 Uninterruptable Power Supply Improvements at Plant 1 Leed Electric 12/15/2022 $5,765,789 $0 $5,765,789 49.2% 10.0% 10.0% 0.0% 10.0% P1-133 Primary Sedimentation Basins No. 6-31 Reliability Improvements at Plant No. 1 Shimmick Construction 02/23/2022 $6,275,000 $0 $6,275,000 72.0% 10.0% 10.0% 0.0% 10.0% P1-134 South Perimeter Security and Utility Improvements at Plant No.1 Tovey-Shultz Construction, Inc. 07/28/2021 $4,396,779 $329,003 $4,725,782 97.7% 10.0% 10.0% 7.5% 2.5% P2-122 Headworks Modifications at Plant No. 2 for GWRS Final Expansion Shimmick Construction 01/22/2020 $14,487,735 $739,246 $15,226,981 100.0% 10.0% 10.0% 5.1% 4.9% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 19 Table 1 - Board-Awarded Construction Contracts Project/Contract Contractor Award Contract Amount Contingency Date Award Change Orders Current % Spent Original Current Used Remaining P2-127 Collections Yard Relocation and Warehouse Demolition at Plant No. 2 Archico Design Build, Inc. 09/19/2023 $6,500,000 $21,106 $6,521,106 15.2% 10.0% 10.0% 0.3% 9.7% P2-98A A-Side Primary Clarifiers Replacement at Plant 2 PCL CONSTRUCTION INC. 05/26/2021 $111,405,880 $934,874 $112,340,754 39.0% 6.0% 6.0% 0.8% 5.2% RE21-01 Supercritical Water Oxidation Demonstration at Plant No. 1 Garney Pacific, Inc. 12/15/2022 $1,172,000 $78,842 $1,250,842 94.3% 10.0% 10.0% 6.7% 3.3% SC19-06 EPSA Standby Power Generator Control Upgrades at Plant No. 2 Shimmick Construction 10/17/2023 $3,500,000 $0 $3,500,000 4.3% 10.0% 10.0% 0.0% 10.0% SC22-01 EPSA Electrical Building and Distribution Center H HVAC System Replacement at Plant No. 2 Trane U.S. Inc. 06/28/2023 $3,862,000 $0 $3,862,000 17.5% 10.0% 10.0% 0.0% 10.0% Total $849,187,808 $19,195,326 $868,383,135 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 20 Table 2 - Operations Committee Awarded Construction Contracts Project/Contract Contractor Award Date Contract Amount Contingency Award Change Orders Current % Spent Original Current Used Remaining FE19-13 VFD Replacements at Seal Beach Pump Station Energy Management Corporation 02/02/2022 $138,650 $3,991 $142,641 100.0% 20.0% 20.0% 2.9% 17.1% FR2-0029 Influent Pump Station Plant Water Piping Repair at Plant No. 2 W.A. Rasic Construction Company 06/07/2023 $177,063 $0 $177,063 0.0% 20.0% 20.0% 0.0% 20.0% SC23-01 Electric Vehicle Charging Stations and Network Installation Chargie, LLC 11/14/2023 $143,225 $0 $143,225 0.0% 20.0% 20.0% 0.0% 20.0% Total $458,938 $3,991 $462,929 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 21 Table 3 - GM Awarded Construction Contracts Project/Contract Contractor Award Date Contract Amount Contingency Award Change Orders Current % Spent Original Current Used Remaining FE21-06 Chemical Dosing Station Installation at Westside Pump Station RP Controls, Inc. 05/09/2023 $62,565 $0 $62,565 100.0% 20.0% 20.0% 0.0% 20.0% FR2-0022 Digester O Structural repairs at Plant No. 2 Jamison Engineering 03/14/2022 $89,500 $0 $89,500 0.0% 10.0% 10.0% 0.0% 10.0% FR2-0025 Digester O-T and Q-R Bridge Repair at Plant No. 2 O'Connell Engineering & Construction, Inc. 03/14/2022 $115,450 $38,000 $153,450 90.7% 10.0% 32.9% 32.9% 0.0% MP2-002 Ella Tunnel Walkway Replacement at Plant 2 O'Connell Engineering & Construction, Inc. 10/20/2022 $49,450 $0 $49,450 100.0% 10.0% 10.0% 0.0% 10.0% Total $316,965 $38,000 $354,965 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 22 Table 4 - Closed Board-Awarded Construction Contracts Project/Contract Contractor Award Date Closed Date Contract Amount Contingency Award Change Orders Final Original Final Unused SC19-03 Return Activated Sludge Pump Station Elevator Rehabilitation at Plant No. 2 OTIS 12/16/2020 02/09/2024 $432,400 $0 $432,400 20.0% 20.0% 20.0% Total $432,400 $0 $432,400 Table 5 - Closed Committee -Awarded Construction Contracts Project/Contract Contractor Award Date Closed Date Contract Amount Contingency Original Award Amount Change Orders Final Contract Amount Original Final Unused Total No Committee-awarded construction contract closed this quarter Engineering Program Contract Performance Report For the Period Ending March 31, 2024 23 Table 6 - Closed GM-Awarded Construction Contracts Project/Contract Contractor Award Date Closed Date Contract Amount Contingency Original Award Amount Change Orders Final Contract Amount Original Final Unused Total No GM-awarded construction contract closed this quarter Engineering Program Contract Performance Report For the Period Ending March 31, 2024 24 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining 11-33 Edinger Pump Station Replacement Arcadis U.S., Inc. PDSA 09/27/2023 $3,125,590 $0 $3,125,590 36% 10.0% 10.0% 0.0% 10.0% 1-23 Santa Ana Trunk Sewer Rehabilitation Stantec Consulting Services, Inc. PDSA 04/27/2022 $3,880,000 $0 $3,880,000 54% 10.0% 10.0% 0.0% 10.0% 1-24 Greenville Trunk Improvements Brown and Caldwell PDSA 10/26/2022 $4,730,000 $0 $4,730,000 33% 10.0% 10.0% 0.0% 10.0% 2-49 Taft Branch Improvements Woodard & Curran, Inc. PDSA 02/24/2021 $2,200,000 $147,062 $2,347,062 97% 10.0% 10.0% 6.7% 3.3% 3-60 Knott - Miller Holder Artesia Branch Rehabilitation Dudek PDSA 10/24/2023 $1,200,000 $0 $1,200,000 8% 10.0% 10.0% 0.0% 10.0% 3-62 Westminster Blvd Force Main Replacement Stantec Consulting Services, Inc. PCSA 12/18/2019 $1,183,000 ($400,000) $783,000 75% 10.0% 10.0% 0.0% 43.8% 3-64 Rehabilitation of Western Regional Sewers AECOM Technical Services, Inc. PDSA 01/27/2016 $17,639,250 $195,850 $17,835,100 63% 10.0% 10.0% 1.1% 8.9% 3-64B Los Alamitos Trunk Sewer Rehabilitation AECOM Technical Services, Inc. PCSA 05/26/2021 $610,000 $0 $610,000 68% 10.0% 10.0% 0.0% 10.0% 3-67 Seal Beach Pump Station Replacement Lee & Ro, Inc. PCSA 12/14/2023 $6,148,000 $0 $6,148,000 0% 10.0% 10.0% 0.0% 10.0% 3-67 Seal Beach Pump Station Replacement Lee & Ro, Inc. PDSA 12/18/2019 $5,947,850 $744,435 $6,692,285 98% 10.0% 12.6% 12.5% 0.1% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 25 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining 5-67 Bay Bridge Pump Station Replacement Arcadis U.S., Inc. PDSA 10/25/2017 $7,137,000 $1,779,825 $8,916,825 85% 10.0% 35.0% 24.9% 10.1% 5-68 Newport Beach Pump Station Pressurization Improvements Dudek PCSA 02/01/2023 $124,979 $0 $124,979 22% 10.0% 10.0% 0.0% 10.0% 6-20 Fairview Sewer Rehabilitation Dudek PDSA 07/27/2022 $1,200,000 $0 $1,200,000 39% 10.0% 10.0% 0.0% 10.0% 7-65 Gisler-Red Hill Interceptor and Baker Force Main Rehabilitation CDM Smith Inc. PCSA 05/24/2023 $988,460 $0 $988,460 22% 10.0% 10.0% 0.0% 10.0% 7-66 Sunflower and Red Hill Interceptor Repairs GHD, Inc. PCSA 07/28/2021 $166,000 $0 $166,000 48% 10.0% 10.0% 0.0% 10.0% 7-68 MacArthur Force Main Improvements Michael Baker International, Inc. PCSA 09/11/2023 $272,002 $0 $272,002 8% 10.0% 10.0% 0.0% 10.0% 7-68 MacArthur Force Main Improvements Michael Baker International, Inc. PDSA 05/26/2021 $500,000 $0 $500,000 100% 10.0% 10.0% 0.0% 10.0% FR1-0007 Control Center Offices and Day Training Room Remodeling at Plant No. 1 AECOM Technical Services, Inc. PSA 07/24/2017 $48,000 $33,351 $81,351 88% N/A N/A 0.0% N/A Engineering Program Contract Performance Report For the Period Ending March 31, 2024 26 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining J-117B Outfall Low Flow Pump Station SEL Engineering Services Inc. PSA 03/27/2019 $1,096,074 $0 $1,096,074 61% 10.0% 10.0% 0.0% 10.0% J-117B Outfall Low Flow Pump Station Brown and Caldwell PCSA 12/19/2018 $8,563,913 $824,932 $9,388,845 78% 10.0% 10.0% 9.6% 0.4% J-124 Digester Gas Facilities Rehabilitation Brown and Caldwell PDSA 11/15/2017 $11,770,000 $9,760,000 $21,530,000 59% 10.0% 89.9% 82.9% 6.9% J-128 Project Management Information System PMWeb, Inc. PSA 06/27/2017 $1,022,500 $200,817 $1,223,317 79% 20.0% 20.0% 19.6% 0.4% J-98 Electrical Power Distribution System Improvements Schweitzer Engineering Laboratories, Inc PSA 03/25/2020 $1,296,878 $0 $1,296,878 36% 10.0% 10.0% 0.0% 10.0% J-98 Electrical Power Distribution System Improvements Brown and Caldwell PDSA 02/26/2020 $2,240,000 $147,592 $2,387,592 97% 10.0% 10.0% 6.6% 3.4% P1-105 Headworks Rehabilitation at Plant 1 SEL Engineering Services Inc. PSA 01/30/2024 $137,275 $0 $137,275 0% 9.3% 9.3% 0.0% 9.3% P1-105 Headworks Rehabilitation at Plant 1 Carollo Engineers, Inc PCSA 03/24/2021 $16,500,000 $0 $16,500,000 43% 10.0% 10.0% 0.0% 10.0% P1-126 Primary Sedimentation Basins No. 3-5 Replacement at Plant No. 1 Black & Veatch PDSA 04/27/2022 $14,163,000 $177,504 $14,340,504 24% 10.0% 10.0% 1.3% 8.7% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 27 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining P1-128A Headquarters Complex at Plant No. 1 AECOM Technical Services, Inc. PSA 04/28/2021 $6,750,000 $0 $6,750,000 82% 10.0% 10.0% 0.0% 10.0% P1-128A Headquarters Complex at Plant No. 1 HDR Engineering, Inc. PCSA 05/26/2021 $4,900,000 $512,159 $5,412,159 91% 10.0% 15.0% 10.5% 4.5% P1-132 Uninterruptable Power Supply Improvements at Plant 1 Tetra Tech, Inc. PCSA 11/09/2023 $217,830 $0 $217,830 31% 10.0% 10.0% 0.0% 10.0% P1-132 Uninterruptable Power Supply Improvements at Plant 1 Tetra Tech, Inc. PDSA 11/20/2019 $784,630 $62,755 $847,385 97% 10.0% 10.0% 8.0% 2.0% P1-133 Primary Sedimentation Basins No. 6-31 Reliability Improvements at Plant No. 1 Carollo Engineers, Inc PCSA 03/23/2022 $530,000 $0 $530,000 48% 10.0% 10.0% 0.0% 10.0% P1-134 South Perimeter Security and Utility Improvements at Plant No.1 HDR Engineering, Inc. PCSA 07/28/2021 $235,000 $0 $235,000 56% 10.0% 10.0% 0.0% 10.0% P1-137 Support Buildings Seismic Improvements at Plant No. 1 Simpson, Gumpertz, and Heger PDSA 07/27/2022 $1,900,000 $151,537 $2,051,537 47% 10.0% 10.0% 8.0% 2.0% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 28 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining P1-140 Activated Sludge-1 Rehabilitation at Plant No. 1 HDR Engineering, Inc. PDSA 12/15/2022 $18,462,443 $0 $18,462,443 19% 10.0% 10.0% 0.0% 10.0% P2-122 Headworks Modifications at Plant No. 2 for GWRS Final Expansion CDM Smith Inc. PCSA 01/22/2020 $2,200,000 $0 $2,200,000 87% 10.0% 10.0% 0.0% 10.0% P2-123 Return Activated Sludge Piping Replacement at Plant 2 Spec Services, Inc. PCSA 09/25/2019 $252,329 $25,233 $277,562 100% 10.0% 10.0% 10.0% 0.0% P2-124 Interim Food Waste Receiving Facility Kennedy/Jenks Consultants, Inc. PDSA 09/26/2018 $695,000 $31,168 $726,168 100% 10.0% 10.0% 4.5% 5.5% P2-128 Digester Replacement at Plant No. 2 Brown and Caldwell PDSA 07/22/2020 $39,300,000 $3,078,139 $42,378,139 66% 10.0% 10.0% 7.8% 2.2% P2-135 Chemical Systems Rehabilitation at Plant No. 2 Lee & Ro, Inc. PDSA 03/22/2023 $862,328 $54,748 $917,076 46% 10.0% 10.0% 6.3% 3.7% P2-137 Digesters Rehabilitation at Plant No. 2 CDM Smith Inc. PDSA 03/23/2022 $2,700,000 $270,000 $2,970,000 84% 10.0% 10.0% 10.0% 0.0% P2-138 Operations and Maintenance Complex at Plant No. 2. Stantec Architecture Inc. PDSA 01/25/2023 $7,914,529 $431,414 $8,345,943 15% 10.0% 10.0% 5.5% 4.5% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 29 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining P2-98A A-Side Primary Clarifiers Replacement at Plant 2 SEL Engineering Services Inc. PSA 05/23/2023 $97,399 $0 $97,399 0% 0.0% 0.0% P2-98A A-Side Primary Clarifiers Replacement at Plant 2 Black & Veatch PCSA 05/26/2021 $8,400,000 $0 $8,400,000 41% 10.0% 10.0% 0.0% 10.0% PS20-02 Collection System Flow Level Monitoring Study Woodard & Curran, Inc. PSA 07/28/2021 $616,562 $0 $616,562 53% 0.0% 10.0% 0.0% 10.0% PS21-01 Exterior Lighting Study at Plant Nos. 1 and 2 IDS Group, Inc. PSA 09/07/2022 $151,660 $0 $151,660 73% 10.0% 10.0% 0.0% 10.0% PS21-04 Energy and Digester Gas Master Plan Brown and Caldwell PSA 06/22/2022 $1,438,036 $0 $1,438,036 65% 10.0% 10.0% 0.0% 10.0% PS21-06 Urban Runoff Optimization Study Michael Baker International, Inc. PSA 03/22/2023 $711,230 $70,700 $781,930 47% 10.0% 10.0% 9.9% 0.1% PS21-07 Process Simulation Model Development for Cen Gen Facilities Intelliflux Controls PSA 02/05/2024 $150,308 $0 $150,308 0% 10.0% 10.0% 0.0% 10.0% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 30 Table 7 - Active Engineering Services Agreements Project/Contract Consultant Type Award Date Contract Amount Contingency Award Amendments Current % Spent Original Current Used Remaining RE21-01 Supercritical Water Oxidation Demonstration at Plant No. 1 374Water Systems, Inc. PSA 12/15/2021 $5,139,000 $96,095 $5,235,095 41% 10.0% 10.0% 1.9% 8.1% Total $218,298,055 $18,395,316 $236,693,371 Table 8 - Active Task Orders by Master Agreement Agreement/Project Consultant Award Date Original Task Order Value Amendments Current Task Order Value % Spent 2017 Master Agreements for On-Call Planning Studies PS19-03 Laboratory Rehabilitation Feasibility Study HDR Engineering, Inc. 10/20/2020 $274,888 $0 $274,888 81% 2018 Master Professional Design Service Agreements FE18-06 CenGen Instrument Air Compressors Replacement at Plant No. 1 IDS Group, Inc. 04/27/2020 $89,876 $0 $89,876 69% FE18-13 Redhill Relief Sewer Relocation at State Route 55 GHD, Inc. 03/27/2020 $168,612 $105,331 $273,943 84% FE18-14 Plant Water Pipeline Replacement in Kinnison, Lindstrom, and Scott Tunnels at Plant No. 2 Dudek 11/06/2019 $108,308 $21,544 $129,852 80% FE18-15 Plant Boiler System Relief at Plant No. 2 IDS Group, Inc. 10/22/2019 $23,299 $0 $23,299 55% FE19-02 Cengen Plant Water Pipe Replacement at Plant No. 1 AECOM Technical Services, Inc. 07/08/2020 $156,498 $143,378 $299,876 73% FE19-03 Trickling Filter Sludge and Scum Pumps Replacement at Plant No. 1 Black & Veatch 09/02/2020 $244,728 $55,272 $300,000 97% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 31 Table 8 - Active Task Orders by Master Agreement Agreement/Project Consultant Award Date Original Task Order Value Amendments Current Task Order Value % Spent FE19-06 EPSA Motor Cooling Improvements at Plant No. 2 IDS Group, Inc. 05/05/2020 $88,206 $10,541 $98,747 96% FE19-10 Digesters C, D, F, G and I Gas Balance Lines Replacement at Plant No. 2 GHD, Inc. 02/03/2021 $25,000 $65,749 $90,749 78% FE19-11 Primary Clarifiers Nos. 6-31 Lighting and Alarm Improvements at Plant No. 1 AECOM Technical Services, Inc. 09/21/2020 $226,685 $6,137 $232,822 75% FE19-13 VFD Replacements at Seal Beach Pump Station AECOM Technical Services, Inc. 03/24/2021 $78,033 $0 $78,033 60% FE20-01 Wastehauler Station Safety and Security Improvements AECOM Technical Services, Inc. 03/16/2021 $161,012 $16,247 $177,259 91% FE20-02 Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2 HDR Engineering, Inc. 03/02/2021 $188,212 $34,352 $222,564 85% FE20-03 Return Activated Sludge Discharge Piping Replacement at Activated Sludge Plant No. 1 GHD, Inc. 06/14/2021 $249,000 $0 $249,000 89% FE20-04 Cengen Cooling Water Pipe Replacement at Plant No. 2 Dudek 05/18/2021 $240,000 $60,000 $300,000 97% FE20-05 Plant Water Piping Replacement at Secondary Clarifiers 1-26 at Plant No. 1 IDS Group, Inc. 06/22/2021 $186,626 $0 $186,626 75% FE20-08 Olive Sub-Trunk Siphon Rehabilitation at Santa Ana River Dudek 06/10/2021 $240,000 $0 $240,000 91% FE20-09 CenGen Smoke Detection Improvements at Plant No. 1 and No. 2 IDS Group, Inc. 06/15/2021 $63,275 $0 $63,275 82% FR1-0011 VFD Replacements at Plant No. 1 Black & Veatch 04/08/2021 $283,000 $17,000 $300,000 83% FRC-0009 Bitter Point Trunk Sewer Repair at Bitter Point Pump Station GHD, Inc. 06/17/2021 $159,451 $0 $159,451 83% 2020 Master Agreements for On-Call Planning Studies PS19-03 Laboratory Rehabilitation Feasibility Study Hazen and Sawyer 01/17/2023 $23,825 $0 $23,825 100% PS20-09 Thickening & Dewatering Plant Water Study at Plant No. 1 HDR Engineering, Inc. 04/21/2022 $219,670 $0 $219,670 73% PS21-08 Pure Oxygen Activated Sludge Operations Study at Plant No. 2 Hazen and Sawyer 09/22/2022 $241,791 $55,413 $297,204 100% Engineering Program Contract Performance Report For the Period Ending March 31, 2024 32 Table 8 - Active Task Orders by Master Agreement Agreement/Project Consultant Award Date Original Task Order Value Amendments Current Task Order Value % Spent PS21-10 Integrated Nitrogen Management Hazen and Sawyer 10/19/2023 $247,000 $0 $247,000 13% PS22-02 Onsite Oxygen Generation Feasibility Study at Plant No. 2 Black & Veatch 02/13/2023 $393,374 $0 $393,374 50% 2021 Master Professional Design Service Agreements FE21-08 Newhope-Placentia Sewer Manhole Replacements GHD, Inc. 02/28/2023 $235,820 $0 $235,820 77% FE22-01 Platform Modifications for Process Areas at Plant No. 1 and No. 2 ProjectLine Technical Services. Inc. 03/14/2023 $159,296 $0 $159,296 80% FR1-0017 Trickling Filter Valve Replacement at Plant No. 1 Dudek 08/16/2022 $101,108 $0 $101,108 85% FR1-0018 Dewatering Centrifuge Diverter Gate Improvements at Plant No. 1 Dudek 08/16/2022 $140,000 $93,191 $233,191 47% FR2-0023 Activated Sludge Clarifier Entry Improvements at Plant No. 2 AECOM Technical Services, Inc. 01/13/2022 $120,030 $79,828 $199,858 57% FR2-0027 Heavy Mechanics Group Office Space Upgrade at Plant No. 2 ProjectLine Technical Services. Inc. 09/13/2022 $126,153 $0 $126,153 88% FRC-0010 Warner Avenue Vault Cover Improvements Kleinfelder, Inc. 11/16/2021 $205,000 $43,128 $248,128 86% FRC-0014 Magnolia Sewer Manhole Abandonment at Interstate-5 Brown and Caldwell 03/15/2023 $195,055 $0 $195,055 17% FRJ-0003 Interplant Gas Line Blow Off Vault Repairs Dudek 09/08/2022 $165,000 $55,091 $220,091 89% J-120A Control Room Reconfiguration at Plant No.1 ProjectLine Technical Services. Inc. 12/04/2023 $255,036 $0 $255,036 18% P2-127 Collections Yard Relocation and Warehouse Demolition at Plant No. 2 ProjectLine Technical Services. Inc. 08/02/2022 $188,898 $121,517 $310,415 79% SC19-06 EPSA Standby Power Generator Control Upgrades at Plant No. 2 Spec Services, Inc. 11/03/2021 $241,153 $58,847 $300,000 73% Design Installation, Implementation and Maintenance of a Process Control System Master Agreement J-120 Process Control System Upgrade ABB (Contractor/Consultant) 9/15/2021 $11,818,480 ($14,679) $11,803,801 30% Total $18,331,398 $1,027,887 $19,359,285 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 33 Table 9 - Planning Studies Status Report Project Number Project Name Status Allocated Budget PS18-06 Go/No-Go Lights and Signage Active $495,000 PS18-09 Ocean Outfall Condition Assessment and Scoping Study Active $5,302,717 PS19-03 Laboratory Rehabilitation Feasibility Study Active $450,000 PS20-02 Collection System Flow Level Monitoring Study Active $743,218 PS20-08 Euclid Trunk Sewer Hydraulic Modeling and Odor Control Analyses Active $500,000 PS20-09 Thickening & Dewatering Plant Water Study at Plant No. 1 Active $400,000 PS21-01 Exterior Lighting Study at Plant Nos. 1 and 2 Active $345,533 PS21-02 Public Announcement and Fire System at Plant Nos. 1 and 2 Active $500,000 PS21-04 Energy and Digester Gas Master Plan Active $1,785,000 PS21-05 CAD Design Manual Update for 3D Design Active $758,000 PS21-06 Urban Runoff Optimization Study Active $1,100,000 PS21-07 Process Simulation Model Development for Cen Gen Facilities Active $211,192 PS21-08 Pure Oxygen Activated Sludge Operations Study at Plant No. 2 Active $360,000 PS21-10 Integrated Nitrogen Management Active $372,000 PS22-02 Onsite Oxygen Generation Feasibility Study at Plant No. 2 Active $295,000 PS23-01 Fleet Facilities Improvements Study Active $350,000 PS23-02 Staff Parking Study at Plant No. 2 Active $163,000 PS23-03 2025 Outfall Initial Dilution Model Active $370,000 PS23-04 Digital Asset Management Study Active $630,000 PS23-05 Utility Water Planning Study at Plant Nos. 1 and 2 Active $1,100,000 Grand Total $16,230,660 Number of Chartered Projects 20 Board Approved Program Budget $28,652,000 Remaining Unallocated Budget $12,421,340 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 34 Table 10 - Research Program Status Report Project Number Project Name Status Allocated Budget RE20-06 Co-Thickened Sludge Pump Trial at Plant No. 1 Active $160,000 RE21-01 Supercritical Water Oxidation Demonstration at Plant No. 1 Active $7,941,029 Grand Total $8,101,029 Number of Chartered Projects 2 Board Approved Program Budget $10,000,000 Remaining Unallocated Budget $1,898,971 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 35 Table 11 - Small Construction Projects Program Status Report Project Number Project Name Status Allocated Budget FE18-06 CenGen Instrument Air Compressors Replacement at Plant No. 1 Active $1,150,000 FE18-13 Redhill Relief Sewer Relocation at State Route 55 Active $3,550,000 FE18-14 Plant Water Pipeline Replacement in Kinnison, Lindstrom, and Scott Tunnels at Plant No. 2 Active $2,300,000 FE18-15 Plant Boiler System Relief at Plant No. 2 Active $675,000 FE18-16 Truck Loading Basement Drain Modifications at Plant No. 1 Active $592,000 FE18-20 DAFT Air Compressors Replacement at Plant No. 1 Active $1,360,000 FE19-01 Pump Station Portable Generator Connectors Active $2,570,000 FE19-02 Cengen Plant Water Pipe Replacement at Plant No. 1 Active $4,165,000 FE19-03 Trickling Filter Sludge and Scum Pumps Replacement at Plant No. 1 Active $3,200,000 FE19-04 Sunflower Pump Replacement at Plant No. 1 Active $4,300,000 FE19-06 EPSA Motor Cooling Improvements at Plant No. 2 Active $1,825,000 FE19-08 Secondary Treatment VFD Replacements at Plant No. 2 Active $2,900,000 FE19-10 Digesters C, D, F, G and I Gas Balance Lines Replacement at Plant No. 2 Active $176,000 FE19-11 Primary Clarifiers Nos. 6-31 Lighting and Alarm Improvements at Plant No. 1 Active $1,250,000 FE19-12 Rebuild Shop Fume Extractor Installation at Plant No 1 Active $560,000 FE19-13 VFD Replacements at Seal Beach Pump Station Active $520,000 FE20-01 Wastehauler Station Safety and Security Improvements Active $2,923,000 FE20-02 Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2 Active $6,622,000 FE20-03 Return Activated Sludge Discharge Piping Replacement at Activated Sludge Plant No. 1 Active $6,840,000 FE20-04 Cengen Cooling Water Pipe Replacement at Plant No. 2 Active $5,180,000 FE20-05 Plant Water Piping Replacement at Secondary Clarifiers 1-26 at Plant No. 1 Active $1,545,000 FE20-07 Santa Ana Trunk Rehabilitation at Plant No. 1 Active $765,000 FE20-08 Olive Sub-Trunk Siphon Rehabilitation at Santa Ana River Active $3,500,000 FE20-09 CenGen Smoke Detection Improvements at Plant No. 1 and No. 2 Active $950,000 FE21-01 Plasma Cutting Fume Extractor installation at Plant No. 1 Rebuild Shop Active $400,700 FE21-02 Lighting Improvements Boiler and Sludge Dewatering Areas at Plant No. 1 Active $320,000 FE21-04 Thickening and Dewatering Facility Handrail Installation at Plant No. 1 Active $230,000 FE21-06 Chemical Dosing Station Installation at Westside Pump Station Active $560,000 FE21-07 Liquid Oxygen Tank A Replacement at Plant No. 2 Active $3,800,000 FE21-08 Newhope-Placentia Sewer Manhole Replacements Active $1,225,000 FE22-01 Platform Modifications for Process Areas at Plant No. 1 and No. 2 Active $1,300,000 FE22-02 Liquid Oxygen Tank B Replacement at Plant No. 2 Active $4,200,000 FE23-01 Digester Gas Compressor Dryer Replacements at Plant Nos. 1 and 2 Active $8,000,000 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 36 Table 11 - Small Construction Projects Program Status Report Project Number Project Name Status Allocated Budget FE23-04 Truck Loading Scale Replacement at Plant No. 2 Active $916,000 Grand Total $80,369,700 Number of Chartered Projects 34 Board Approved Program Budget $90,000,000 Remaining Unallocated Budget $9,630,300 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 37 Table 12 - Information Technology Capital Program Status Report Project Number Project Name Status Allocated Budget IT19-01 IT Safety VPP Systems (IT19-01) Active $210,000 IT19-05 IT P1 & P2 Data Refresh (IT19-05) Active $1,200,000 IT20-05 Client Management Modernization (ICE-69_IT20-05) 6520005 Active $99,000 IT20-08 Field Computer for Nerissa and Interface with LIMS(ICE-68_IT20-07) 6520008 Active $121,000 IT20-10 Digitize Quality Assurance Tracking Processes/TNI/ELAP Standards (ICE-76_IT20-10) 6520010 Active $145,700 IT21-04 Databridge Scale Management Software (ICE - 84_IT21-04) Active $42,752 IT23-02 RMIS (Laserfische) Implementation - Phase 2 (ICE - 97_IT23-02) Active $204,624 IT23-03 Workforce Timecard Migration (ICE-98_IT23-03) Active $21,000 IT23-04 Evacuation Mustering & Visitor Management System (ICE -99_IT23-04) Active $176,000 Grand Total $2,220,076 Number of Chartered Projects 9 Board Approved Program Budget $10,000,000 Remaining Unallocated Budget $7,779,924 Engineering Program Contract Performance Report For the Period Ending March 31, 2024 38 Table 13 - Operations & Maintenance Capital Program Status Report Project Number Project Name Status Allocated Budget SC19-03 Return Activated Sludge Pump Station Elevator Rehabilitation at Plant No. 2 Active $890,000 SC19-06 EPSA Standby Power Generator Control Upgrades at Plant No. 2 Active $4,800,000 SC20-02 Ocean Outfall Booster Station Elevator Rehabilitation Active $410,000 SC22-01 EPSA Electrical Building and Distribution Center H HVAC System Replacement at Plant No. 2 Active $5,100,000 SC22-02 HVAC Replacement for Plant 2 Centrifuge Building, Operations Building, and Bitter Point PS Active $3,712,000 SC23-01 Electric Vehicle Charging Stations and Network Installation Active $391,000 SC23-02 Effluent Junction Box Security Fence Replacement at Plant No. 1 Active $130,000 SC23-03 Collection System Critical Assets Active $145,000 Grand Total $15,578,000 Number of Chartered Projects 8 Board Approved Program Budget $15,622,000 Remaining Unallocated Budget $44,000 OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3648 Agenda Date:6/26/2024 Agenda Item No:9. FROM:Robert Thompson, General Manager Originator: Riaz Moinuddin, Director of Operations & Maintenance SUBJECT: TRICKLING FILTER C CENTER MAST ASSEMBLY REPLACEMENT AT PLANT NO.2,PROJECT NO. MP2-019 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: A. Approve a Sole Source General Services Contract to Jamison Engineering Contractors, Inc. for Trickling Filter C Center Mast Assembly Replacement at Plant No. 2, Project No. MP2-019, for a total amount not to exceed $274,800 and; B. Approve a contingency of $27,480 (10%). BACKGROUND The Orange County Sanitation District (OC San)trickling filters at Plant No.2 consist of three 150- foot diameter rotating assemblies.This trickling filter process provides secondary treatment rated at an average of 60 MGD during dry weather and approximately 182 MGD during peak wet weather capacities.The trickling filters are engineered to remove the organic content in wastewater utilizing micro-organisms living on the filter media.Each trickling filter is equipped with a motor-operated rotary distributor assembly to uniformly distribute the primary treated flow over the media. The Center Rotating Mast Assembly procurement and fabrication for Trickling Filter C was approved by the Board in December 2023.The equipment is scheduled to be shipped to Plant No.2 for installation in August 2024. RELEVANT STANDARDS ·Maintain a proactive asset management program PROBLEM Trickling Filter C Center Rotating Mast Assembly is showing signs of structural cracks,and a replacement Center Rotating Mast Assembly structure was approved for fabrication in December 2023 and will be delivered to Plant No.2.The new structural element needs to be installed in Trickling Filter C. Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3648 Agenda Date:6/26/2024 Agenda Item No:9. PROPOSED SOLUTION Replace Trickling Filter C Center Mast structure provided by Ovivo USA,LLC,the original equipment manufacturer (OEM),using the exclusive OEM qualified installation contractor in our service area, Jamison Engineering Contractors, Inc. TIMING CONCERNS The Trickling Filters at Plant No.2 are critical assets that support secondary treatment requirements. There exists a higher risk of not being able to reliably provide required secondary treatment at Plant No.2.Additionally,this trickling filter process provides all secondary treatment for the GWRS from Plant No. 2. RAMIFICATIONS OF NOT TAKING ACTION Failure to act increases the risk of not being able to provide required secondary treatment at the Plant No. 2 trickling filter process and not be able to provide water to the GWRS from Plant No. 2. PRIOR COMMITTEE/BOARD ACTIONS December 2023 -Board approved a Sole Source Purchase Order Contract to Ovivo USA,LLC for a direct replacement Center Mast Assembly for the Plant No.2 Trickling Filter “C”Center Rotating Assembly Replacement at Plant No.2,Project No.MP2-019,for a total amount not to exceed $586,272; and approved a contingency of $58,627 (10%). ADDITIONAL INFORMATION Ovivo USA,LLC,is the Board of Directors approved OEM for Plant No.2 Trickling Filter parts.Ovivo USA,LLC has modified the Center Mast structural elements for greater strength for Trickling Filter C. Jamison Engineering Contractors,Inc.is the sole authorized Contractor able to make Trickling Filter repairs on behalf of Ovivo USA, LLC. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Fiscal Year Budget 2023-2024,Section 6,Page 96,Plant No.2 Maintenance Department) and the budget is sufficient for the recommended action. Date of Approval Contract Amount Contingency 06/26/2024 $274,800 $27,480 (10%) Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3648 Agenda Date:6/26/2024 Agenda Item No:9. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·General Services Contract RM:ls Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ General Services Contract 1 of 10 Project No. MP2-019 Revision 032422 SOLE SOURCE GENERAL SERVICES CONTRACT Trickling Filter C Center Mast Assembly Replacement at Plant No. 2 Project No. MP2-019 This GENERAL SERVICES CONTRACT (hereinafter referred to as “Contract”), is made and entered into as of the date fully executed below, by and between Orange County Sanitation District (hereinafter referred to as “OC San”) and Jamison Engineering Contractors, Inc. (hereinafter referred to as “Contractor”), and collectively referred to herein as the “Parties.” R E C I T A L S WHEREAS, OC San desires to retain the services of Contractor for Trickling Filter C Center Mast Assembly at Plant No. 2 (Services”) as described in Exhibit “A” attached hereto and incorporated herein by this reference; and WHEREAS, Contractor is qualified to perform the Services by virtue of experience, training, education, and expertise; and WHEREAS, OC San desires to engage Contractor to provide the Services; and WHEREAS, OC San selected Contractor to provide the Services in accordance with Ordinance No. OC SAN-61; and WHEREAS, on June 26, 2024 OC San’s Board of Directors, by minute order, authorized execution of this Contract. NOW, THEREFORE, in consideration of the above recitals and the mutual promises and benefits specified below, the Parties agree as follows: 1. General. 1.1 This Contract and all exhibits hereto are made by OC San and the Contractor. 1.2 The following exhibits, in order of precedence, are incorporated by reference and made part of this Contract. Exhibit “A” – Scope of Work Exhibit “B” – Proposal Exhibit “C” – Determined Insurance Requirement Form Exhibit “D” – Contractor Safety Standards Exhibit “E” – Human Resources Policies Exhibit “F” – General Conditions 1.3 In the event of any conflict or inconsistency between the provisions of this Contract and any of the provisions of the exhibits hereto, the provisions in the Contract shall control and thereafter the provisions in the document highest in precedence shall be controlling. 1.4 Except as expressly provided otherwise, OC San accepts no liability for any expenses, losses, or actions incurred or undertaken by Contractor as a result of work performed in anticipation of acquisition of the Services by OC San. 1.5 Work Hours: All work shall be scheduled Monday through Friday, between the hours of 7:30 a.m. and 5:30 p.m. General Services Contract 2 of 10 Project No. MP2-019 Revision 032422 1.6 Days: Shall mean calendar days, unless otherwise noted. 1.7 OC San holidays (non-working days) are as follows: New Year’s Day, Martin Luther King, Jr. Day, Presidents’ Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, Day after Thanksgiving, Christmas Eve, and Christmas Day. 1.8 Work: Shall mean all work, labor, and materials necessary to provide the Services. 1.9 The provisions of this Contract may be amended or waived only by an amendment executed by authorized representatives of both Parties. 1.10 The various headings in this Contract are inserted for convenience only and shall not affect the meaning or interpretation of this Contract or any paragraph or provision hereof. 2. Scope of Work. 2.1 Contractor shall perform the Services identified in Exhibit “A” in accordance with generally accepted industry and professional standards. 2.2 Modifications to Scope of Work. OC San shall have the right to modify the Scope of Work at any time. All modifications must be made by an amendment signed by both Parties. 2.3 Familiarity with Work. By executing this Contract, Contractor warrants that: (a) it has investigated the work to be performed; (b) it understands the facilities, difficulties, and restrictions of the work under this Contract; and (c) it has examined the site of the work and is aware of all conditions at the site. Should Contractor discover any latent or unknown condition materially differing from those inherent in the work or as represented by OC San, it shall immediately inform OC San of this and shall not proceed, except at Contractor’s risk, until written instructions are received from OC San. 2.4 Performance. Time is of the essence in the performance of the provisions hereof. 3. Contract Term. 3.1 The Services shall be completed within Forty-Nine (49) calendar days from the effective date of the Notice to Proceed. 3.2 Extensions. The term of this Contract may be extended only by an amendment signed by both Parties. 4. Compensation. 4.1 As compensation for the Services provided under this Contract, OC San shall pay Contractor a total amount not to exceed Two Hundred Seventy-Four Thousand Eight Hundred Dollars ($274,800.00). 4.2 Contractor shall provide OC San with all required premiums and/or overtime work at no charge beyond the amount specified above. 5. Payments and Invoicing. 5.1 OC San shall pay itemized invoices for work completed in accordance with Exhibit “A” thirty (30) days from receipt of the invoice and after approval by OC San’s Project Manager or designee. OC San shall be the determining party, in its sole discretion, as to whether the Services have been satisfactorily completed. General Services Contract 3 of 10 Project No. MP2-019 Revision 032422 5.2 Contractor shall submit its invoices to OC San Accounts Payable by electronic mail to APStaff@OCSan.gov. In the subject line include “INVOICE” and the Purchase Order Number. 6. California Department of Industrial Relations Registration and Record of Wages. 6.1 To the extent Contractor’s employees and/or its subcontractors perform work related to this Contract for which Prevailing Wage Determinations have been issued by the California Department of Industrial Relations (DIR) as more specifically defined under Labor Code section 1720 et seq., prevailing wages are required to be paid for applicable work under this Contract. It is Contractor’s responsibility to interpret and implement any prevailing wage requirements and Contractor agrees to pay any penalty or civil damages resulting from a violation of the prevailing wage laws. 6.2 Contractor and its subcontractors shall comply with the registration requirements of Labor Code section 1725.5. Pursuant to Labor Code section 1771.4(a)(1), the work is subject to compliance monitoring and enforcement by the California Department of Industrial Relations (DIR). 6.3 Pursuant to Labor Code section 1773.2, a copy of the prevailing rate of per diem wages is available upon request at OC San’s principal office. The prevailing rate of per diem wages may also be found at the DIR website for prevailing wage determinations at http://www.dir.ca.gov/DLSR/PWD. 6.4 Contractor and its subcontractors shall comply with the job site notices posting requirements established by the Labor Commissioner per Title 8, California Code of Regulations section 16461(e). Pursuant to Labor Code sections 1773.2 and 1771.4(a)(2), Contractor shall post a copy of the prevailing rate of per diem wages at the job site. 6.5 Contractor and its subcontractors shall maintain accurate payroll records and shall comply with all the provisions of Labor Code section 1776. Contractor and its subcontractors shall submit payroll records to the Labor Commissioner pursuant to Labor Code section 1771.4(a)(3). Pursuant to Labor Code section 1776, the Contractor and its subcontractors shall furnish a copy of all certified payroll records to OC San and/or the general public upon request, provided the public request is made through OC San, the Division of Apprenticeship Standards, or the Division of Labor Standards Enforcement of the Department of Industrial Relations. Pursuant to Labor Code section 1776(h), penalties for non-compliance with a request for payroll records may be deducted from progress payments. 6.5.1 As a condition to receiving payments, Contractor agrees to present to OC San, along with any request for payment, all applicable and necessary certified payrolls and other required documents for the period covering such payment request. Pursuant to Title 8, California Code of Regulations section 16463, OC San shall withhold any portion of a payment, up to and including the entire payment amount, until certified payroll forms and any other required documents are properly submitted. In the event certified payroll forms do not comply with the requirements of Labor Code section 1776, OC San may continue to withhold sufficient funds to cover estimated wages and penalties under the Contract. 6.6 The Contractor and its subcontractors shall comply with Labor Code section 1774 and section 1775. Pursuant to Labor Code section 1775, the Contractor and any of its subcontractors shall forfeit to OC San a penalty of not more than two hundred dollars General Services Contract 4 of 10 Project No. MP2-019 Revision 032422 ($200) for each calendar day, or portion thereof, for each worker paid less than the prevailing rates as determined by the DIR for the work or craft in which the worker is employed for any work. 6.6.1 In addition to the penalty and pursuant to Labor Code section 1775, the difference between the prevailing wage rates and the amount paid to each worker for each calendar day or portion thereof for which each worker was paid less than the prevailing wage rate shall be paid to each worker by the Contractor or its subcontractor. 6.7 Contractor and its subcontractors shall comply with Labor Code sections 1810 through 1815. Contractor and its subcontractors shall restrict working hours to eight (8) hours per day and forty (40) hours per week, except that work performed in excess of those limits shall be permitted upon compensation for all excess hours worked at not less than one and one-half (1.5) times the basic rate of pay, as provided in Labor Code section 1815. The Contractor shall forfeit, as a penalty to OC San, twenty-five dollars ($25) per worker per calendar day during which such worker is required or permitted to work more than eight (8) hours in any one calendar day and forty (40) hours in any one calendar week in violation of Labor Code sections 1810 through 1815. 6.8 Contractor and its subcontractors shall comply with Labor Code sections 1777.5, 1777.6, and 1777.7 concerning the employment of apprentices by Contractor or any subcontractor. 6.9 Contractor shall include, at a minimum, a copy of the following provisions in any contract it enters into with any subcontractor: Labor Code sections 1771, 1771.1, 1775, 1776, 1777.5, 1810, 1813, 1815, 1860, and 1861. 6.10 Pursuant to Labor Code sections 1860 and 3700, the Contractor and its subcontractors will be required to secure the payment of compensation to employees. Pursuant to Labor Code section 1861, Contractor, by accepting this contract, certifies that: “I am aware of the provisions of section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.” Contractor shall ensure that all its contracts with its subcontractors provide the provision above. 7. Damage to OC San’s Property. Any of OC San’s property damaged by Contractor, any subcontractor, or by the personnel of either will be subject to repair or replacement by Contractor at no cost to OC San. 8. Freight (F.O.B. Destination). Contractor assumes full responsibility for all transportation, transportation scheduling, packing, handling, insurance, and other services associated with delivery of all products deemed necessary under this Contract. 9. Audit Rights. Contractor agrees that, during the term of this Contract and for a period of three (3) years after its expiration or termination, OC San shall have access to and the right to examine any directly pertinent books, documents, and records of Contractor relating to the invoices submitted by Contractor pursuant to this Contract. General Services Contract 5 of 10 Project No. MP2-019 Revision 032422 10. Contractor Safety Standards and Human Resources Policies. OC San requires Contractor and its subcontractor(s) to follow and ensure their employees follow all Federal, State, and local regulations as well as the Contractor Safety Standards while working at OC San locations. If, during the course of the Contract, it is discovered that the Contractor Safety Standards do not comply with Federal, State, or local regulations, the Contractor is required to follow the most stringent regulatory requirement at no additional cost to OC San. Contractor, its subcontractors, and all of their employees shall adhere to the safety requirements in Exhibit “A,” all applicable Contractor Safety Standards in Exhibit “D,” and the Human Resources Policies in Exhibit “E.” 11. Insurance. Contractor and all its subcontractors shall purchase and maintain, throughout the term of this Contract and any periods of warranty or extensions, insurance in amounts equal to the requirements set forth in the signed Exhibit “C” – Determined Insurance Requirement Form. Contractor shall not commence work under this Contract until all required insurance is obtained in a form acceptable to OC San, nor shall Contractor allow any subcontractor to commence service pursuant to a subcontract until all insurance required of the subcontractor has been obtained. Failure to obtain and maintain the required insurance coverage shall result in termination of this Contract. 12. Bonds. Not Used 13. Indemnification and Hold Harmless Provision. Contractor shall assume all responsibility for damages to property and/or injuries to persons, including accidental death, which may arise out of or may be caused by Contractor’s Services under this Contract, or by its subcontractor(s), or by anyone directly or indirectly employed by Contractor, and whether such damage or injury shall accrue or be discovered before or after the termination of the Contract. Except as to the sole active negligence of or willful misconduct of OC San, Contractor shall indemnify, protect, defend, and hold harmless OC San, its elected and appointed officials, officers, agents, and employees from and against any and all claims, liabilities, damages, or expenses of any nature, including attorneys’ fees: (a) for injury to or death of any person, or damage to property, or interference with the use of property arising out of or in connection with Contractor’s performance under the Contract, and/or (b) on account of use of any copyrighted or uncopyrighted material, composition, or process; or any patented or unpatented invention, article, or appliance furnished or used under the Contract, and/or (c) on account of any goods and services provided under this Contract. This indemnification provision shall apply to any acts or omissions, willful misconduct, or negligent misconduct, whether active or passive, on the part of Contractor or anyone employed by or working under Contractor. To the maximum extent permitted by law, Contractor’s duty to defend shall apply whether or not such claims, allegations, lawsuits, or proceedings have merit or are meritless; or which involve claims or allegations that any of the parties to be defended were actively, passively, or concurrently negligent; or which otherwise assert that the parties to be defended are responsible, in whole or in part, for any loss, damage, or injury. Contractor agrees to provide this defense immediately upon written notice from OC San, and with well qualified, adequately insured, and experienced legal counsel acceptable to OC San. This section shall survive the expiration or early termination of the Contract. 14. Independent Contractor. The relationship between the Parties hereto is that of an independent contractor and nothing herein shall be deemed to make Contractor an OC San employee. During the performance of this Contract, Contractor and its officers, employees, and agents shall act in an independent capacity and shall not act as OC San’s officers, employees, or agents. Contractor and its officers, employees, and agents shall obtain no rights to any benefits which accrue to OC San’s employees. General Services Contract 6 of 10 Project No. MP2-019 Revision 032422 15. Subcontracting and Assignment. Contractor shall not delegate any duties nor assign any rights under this Contract without the prior written consent of OC San. Any such attempted delegation or assignment shall be void. 16. Disclosure. Contractor agrees not to disclose, to any third party, data or information generated from this Contract without the prior written consent from OC San. 17. Non-Liability of OC San Officers and Employees. No officer or employee of OC San shall be personally liable to Contractor, or any successor-in-interest, in the event of any default or breach by OC San, or for any amount which may become due to Contractor or to its successor, or for breach of any obligation under the terms of this Contract. 18. Third-Party Rights. Nothing in this Contract shall be construed to give any rights or benefits to anyone other than OC San and Contractor. 19. Applicable Laws and Regulations. Contractor shall comply with all applicable Federal, State, and local laws, rules, and regulations. Contractor also agrees to indemnify and hold OC San harmless from any and all damages and liabilities assessed against OC San as a result of Contractor’s noncompliance therewith. Any provision required by law to be included herein shall be deemed included as a part of this Contract whether or not specifically included or referenced. 20. Licenses, Permits, Ordinances, and Regulations. Contractor represents and warrants to OC San that it has obtained all licenses, permits, qualifications, and approvals of whatever nature that are legally required to provide the Services. Any and all fees required by Federal, State, County, City, and/or municipal laws, codes, and/or tariffs that pertain to the work performed under this Contract will be paid by Contractor. 21. Regulatory Requirements. Contractor shall perform all work under this Contract in strict conformance with applicable Federal, State, and local regulatory requirements including, but not limited to, 40 CFR 122, 123, 124, 257, 258, 260, 261, and 503, Title 22, 23, and Water Codes Division 2. 22. Environmental Compliance. Contractor shall, at its own cost and expense, comply with all Federal, State, and local environmental laws, regulations, and policies which apply to the Contractor, its subcontractors, and the Services, including, but not limited to, all applicable Federal, State, and local air pollution control laws and regulations. 23. South Coast Air Quality Management District’s Requirements. It is Contractor’s responsibility to ensure that all equipment furnished and installed be in accordance with the latest rules and regulations of the South Coast Air Quality Management District (SCAQMD). All Contract work practices, which may have associated emissions such as sandblasting, open field spray painting, or demolition of asbestos containing components or structures shall comply with the appropriate rules and regulations of SCAQMD. 24. Warranties. In addition to the warranties stated in Exhibit “A,” the following shall apply: 24.1 Manufacturer’s standard warranty shall apply. All manufacturer warranties shall commence on the date of acceptance of the work as complete by the OC San Project Manager or designee. 24.2 Contractor’s Warranty (Guarantee): If within a one (1) year period of completion of all work specified in Exhibit “A,” OC San informs Contractor that any portion of the Services General Services Contract 7 of 10 Project No. MP2-019 Revision 032422 provided fails to meet the standards required under this Contract, Contractor shall, within the time agreed to by OC San and Contractor, take all such actions as are necessary to correct or complete the noted deficiency(ies) at Contractor's sole expense. 25. Dispute Resolution. 25.1 In the event of a dispute as to the construction or interpretation of this Contract, or any rights or obligations hereunder, the Parties shall first attempt, in good faith, to resolve the dispute by mediation. The Parties shall mutually select a mediator to facilitate the resolution of the dispute. If the Parties are unable to agree on a mediator, the mediation shall be conducted in accordance with the Commercial Mediation Rules of the American Arbitration Agreement, through the alternate dispute resolution procedures of Judicial Arbitration through Mediation Services of Orange County (“JAMS”), or any similar organization or entity conducting an alternate dispute resolution process. 25.2 In the event the Parties are unable to timely resolve the dispute through mediation, the issues in dispute shall be submitted to arbitration pursuant to Code of Civil Procedure, Part 3, Title 9, sections 1280 et seq. For such purpose, an agreed arbitrator shall be selected, or in the absence of agreement, each party shall select an arbitrator, and those two (2) arbitrators shall select a third. Discovery may be conducted in connection with the arbitration proceeding pursuant to Code of Civil Procedure section 1283.05. The arbitrator, or three (3) arbitrators acting as a board, shall take such evidence and make such investigation as deemed appropriate and shall render a written decision on the matter in question. The arbitrator shall decide each and every dispute in accordance with the laws of the State of California. The arbitrator’s decision and award shall be subject to review for errors of fact or law in the Superior Court for the County of Orange, with a right of appeal from any judgment issued therein. 26. Liquidated Damages. Not Used 27. Remedies. In addition to other remedies available in law or equity, if the Contractor fails to make delivery of the goods and Services or repudiates its obligations under this Contract, or if OC San rejects the goods or Services or revokes acceptance of the goods and Services, OC San may (a) cancel the Contract; (b) recover whatever amount of the purchase price OC San has paid, and/or (c) “cover” by purchasing, or contracting to purchase, substitute goods and Services for those due from Contractor. In the event OC San elects to “cover” as described in (c), OC San shall be entitled to recover from Contractor as damages the difference between the cost of the substitute goods and Services and the Contract price, together with any incidental or consequential damages. 28. Force Majeure. Neither party shall be liable for delays caused by accident, flood, acts of God, fire, labor trouble, war, acts of government, or any other cause beyond its control, but the affected party shall use reasonable efforts to minimize the extent of the delay. Work affected by a force majeure condition may be rescheduled by mutual consent of the Parties. 29. Termination. 29.1 OC San reserves the right to terminate this Contract for its convenience, with or without cause, in whole or in part, at any time, by written notice from OC San. Upon receipt of a termination notice, Contractor shall immediately discontinue all work under this Contract (unless the notice directs otherwise). OC San shall thereafter, within thirty (30) days, pay Contractor for work performed (cost and fee) through the date of termination. Contractor expressly waives any claim to receive anticipated profits to be earned during the uncompleted portion of this Contract. Such notice of termination shall terminate this General Services Contract 8 of 10 Project No. MP2-019 Revision 032422 Contract and release OC San from any further fee, cost, or claim hereunder by Contractor other than for work performed through the date of termination. 29.2 OC San reserves the right to terminate this Contract immediately upon OC San’s determination that Contractor is not complying with the Scope of Work requirements, if the level of service is inadequate, or for any other default of this Contract. 29.3 OC San may also immediately terminate this Contract for default, in whole or in part, by written notice to Contractor: ▪ if Contractor becomes insolvent or files a petition under the Bankruptcy Act; or ▪ if Contractor sells its business; or ▪ if Contractor breaches any of the terms of this Contract; or ▪ if the total amount of compensation exceeds the amount authorized under this Contract. 29.4 All OC San’s property in the possession or control of Contractor shall be returned by Contractor to OC San on demand or at the expiration or early termination of this Contract, whichever occurs first. 30. Attorney’s Fees. If any action at law or in equity or if any proceeding in the form of an Alternative Dispute Resolution (ADR) is necessary to enforce or interpret the terms of this Contract, the prevailing party shall be entitled to reasonable attorney’s fees, costs, and necessary disbursements in addition to any other relief to which the prevailing party may be entitled. 31. Waiver. The waiver by either party of any breach or violation of, or default under, any provision of this Contract shall not be deemed a continuing waiver by such party of any other provision or of any subsequent breach or violation of this Contract or default thereunder. Any breach by Contractor to which OC San does not object shall not operate as a waiver of OC San’s rights to seek remedies available to it for any subsequent breach. 32. Severability. If any section, subsection, or provision of this Contract; or any agreement or instrument contemplated hereby; or the application of such section, subsection, or provision is held invalid, the remainder of this Contract or instrument in the application of such section, subsection, or provision to persons or circumstances other than those to which it is held invalid, shall not be affected thereby, unless the effect of such invalidity shall be to substantially frustrate the expectations of the Parties. 33. Survival. The provisions of this Contract dealing with payment, warranty, indemnity, and forum for enforcement shall survive expiration or early termination of this Contract. 34. Governing Law. This Contract shall be governed by and interpreted under the laws of the State of California and the Parties submit to jurisdiction in the County of Orange in the event any action is brought in connection with this Contract or the performance thereof. 35. Notices. 35.1 All notices under this Contract must be in writing. Written notice shall be delivered by personal service, by electronic telecommunication, or sent by registered or certified mail, postage prepaid, return receipt requested, or by any other overnight delivery service which delivers to the noticed destination and provides proof of delivery to the sender. Rejection or other refusal to accept or the inability to deliver because of changed address for which no notice was given as provided hereunder shall be deemed to be receipt of General Services Contract 9 of 10 Project No. MP2-019 Revision 032422 the notice, demand, or request sent. All notices shall be effective when first received at the following addresses: OC San: Contractor: Jackie Lagade Purchasing Supervisor Orange County Sanitation District 18480 Bandilier Circle Fountain Valley, CA 92708 jlagade@ocsan.gov Don Jamison President Jamison Engineering Contractors, Inc. 2525 South Yale Street Santa Ana, CA 92704 jamisoneng@msn.com 35.2 Each party shall provide the other party written notice of any change in address as soon as practicable. 36.Read and Understood. By signing this Contract, Contractor represents that it has read and understood the terms and conditions of the Contract. 37.Authority to Execute. The persons executing this Contract on behalf of the Parties warrant that they are duly authorized to execute this Contract and that by executing this Contract, the Parties are formally bound. 38.Entire Agreement. This Contract constitutes the entire agreement of the Parties and supersedes all prior written or oral communications and all contemporaneous oral agreements, understandings, and negotiations between the Parties with respect to the subject matter hereof. Intentionally left blank. Signatures follow on the next page. General Services Contract 10 of 10 Project No. MP2-019 Revision 032422 IN WITNESS WHEREOF, intending to be legally bound, the Parties hereto have caused this Contract to be signed by their duly authorized representatives. ORANGE COUNTY SANITATION DISTRICT Dated: _________________ By: Chad P. Wanke Chair, Board of Directors Dated: _________________ By: Kelly A. Lore Clerk of the Board Dated: _________________ By: Ruth Zintzun Finance & Procurement Manager JAMISON ENGINEERING CONTRACTORS, INC. Dated: _________________ By: Print Name and Title of Officer JL EXHIBIT A Page 1 of 3 Specification No. MP2-019 EXHIBIT A SCOPE OF WORK TRICKLING FILTER C CENTER MAST ASSEMBLY REPLACEMENT AT PLANT 2 (MP2-019) SCOPE OF WORK 1 Location of Work The work covered under this Contract will take place at the Orange County Sanitation District’s (“OC San’s”): • Plant 2 – 22212 Brookhurst Street, Huntington Beach, CA 92648 (See Appendix A-1, Vicinity and Appendix A-2, Location Map) 2 General The Contractor shall furnish all labor, equipment, materials, machinery, tools, supplies, insurance, bonds, permits, licenses, transportation, and other incidentals necessary to complete all tasks and items of work described within Exhibit A and within other portions of the Contract Documents and Drawings and as more specifically described below. All work performed by the Contractor on the equipment listed herein shall be completed in accordance with original equipment manufacturer (OEM) recommendations, instructions and as required by the latest applicable codes and regulations. 3 Description of the Work The work involves replacing one center mast assembly provided by OC San on Trickling Filter C (TF-C) at Plant No. 2 Trickling Filters facility. The Contractor shall coordinate work with OC San project team and Operations for existing trickling filter shutdown. No more than one trickling filter shall be shut down for installation work to avoid interference or disruption of existing process operation. The Contractor shall complete the project within 49 calendar days from the date the Notice to Proceed is issued. Contractor shall provide lifting, rigging and scaffolding, personal protective equipment, safety submittals, and complete safety related tasks. The installation work shall include support services from OEM Ovivo, the manufacturer of the center mast assembly. The services shall include Ovivo’s field supervision and inspection during the center mast assembly installation, and commissioning service. 4 Project/Work Elements 4.1 Removal 1. Disassemble the rotary arms. 2. Disconnect the electrical. 3. Remove hardware from center rotating assembly. 4. Remove part of the trickling filter dome cover and remove center rotating assembly out of trickling filter. 5. Transport of existing center rotating assemblies to an OC San designated location for parts reuse and disposal. 6. Review any findings during the removal phase with the PM or designee. 4.2 Site Preparation 1. Set up containment and remove existing mortar. 2. Clean and chase threads on anchoring studs, and reset jacking nuts. 3. Prepare and recoat the top edge of the existing 84” center feed well. 4. Fabricate template using bolts pattern from new center rotating assembly. Lay EXHIBIT A Page 2 of 3 Specification No. MP2-019 template over existing anchoring bolts to verify that new center rotating assembly will fit on bolts. 5. Working with equipment manufacturer Ovivo to make any adjustment if necessary to ensure proper installation. 4.3 Equipment Installation The equipment to be installed is manufactured by Ovivo. See Appendix A-3 – Ovivo Shop Drawing for equipment to be installed and Appendix A - 4 Existing Trickling Filter Construction Drawings and pictures for the installation work reference. The equipment shall be installed per the installation instructions and procedures from Ovivo. 1. Contractor shall perform a pre-inspection of the center rotating assemblies staged at the project site. Any discrepancies shall be documented and reported to the PM or designee immediately. 2. Set new center rotating assembly units on jacking nuts and level units. 3. Reconnect the existing rotating arms and supporting rods, and level the arms. 4. Reinstall electrical cable and conduits to the newly installed units. 5. Apply water to rotating arms and level the arms. 6. Grout center mast to existing center well. 7. Perform electrical test. 8. Reinstall the dome covers removed. 1. Commissioning Working with OC San to test running the units. 2. Startup function test shall be conducted and approved by an Ovivo representative, Operations Supervisor and PM or designee. 4.4 Submittals 1. Work Plan 2. Construction Schedule 3. Crane lifting plan 4.5 Warranties 1. The Contractor shall warrant all work performed will be free of defects in workmanship for a period of one year from the date of acceptance by OC San. All warranty periods shall begin after satisfactory installation and approved functional testing by the contractor and PM. 2. The Contractor shall be responsible for removal, installation, and shipping costs for correcting of any workmanship defects at no cost to OC San. 3. The equipment manufacturer Ovivo shall be responsible for providing the replacement parts and installation cost for correcting any equipment failure in a separate manufacturer warranty. 4.6 Material Requirements Any material or parts supplied by the contractor shall be of OEM or equal specifications. 4.7 Permits/License NONE 5 Resources Available 1. Lay down and staging area. 2. OC San will provide a laydown area at a location determined by OC San at the beginning of the project. EXHIBIT A Page 3 of 3 Specification No. MP2-019 5.1 Unavailable 1. Temporary power and utilities 2. OC San restroom facilities 6 Project Schedule Timeline Duration (days) Review Period (Days) Cumulative Days Kick-Off Meeting (NTP) 0 0 0 Submittal 7 7 14 TF-B Exiting Center Rotating Assembly Removal 7 0 21 TF-B Center Rotating Assembly Installation and Commissioning 28 0 49 7 Project Management 7.1 Project Kick-Off Meeting 1. A minimum of one week prior to start of work, a meeting with OC San staff shall be held to establish appropriate contacts and review the Contractor’s plan to implement this work. 8 Change Management See Master General Conditions – Section GC-22. 9 Staff Assistance The Contractor will be assigned a single point of contact on this project. Any meetings and/or correspondence related to this project shall be scheduled and approved by the Project Manager. OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3649 Agenda Date:6/26/2024 Agenda Item No:10. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: DIGESTER C,D,F,AND G MECHANICAL REHABILITATION AT PLANT NO.2,PROJECT NO. FE20-02 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: A. Receive and file Bid Tabulation and Recommendation for Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02; B. Award a Construction Contract Agreement to J.F. Shea Construction, Inc. for Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02, for a total amount not to exceed $3,694,000; and C. Approve a contingency of $369,400 (10%). BACKGROUND The digester system at Orange County Sanitation District’s (OC San)Plant No.2 processes sludge to reduce pathogens and volatile organics and generates methane gas for power and heat.This digester system includes pumps, heat exchangers, and gas piping. RELEVANT STANDARDS ·Comply with California Public Contract Code Section 20103.8,award construction contract to lowest responsive, responsible bidder ·24/7/365 treatment plant reliability ·Protect public safety ·Safe, beneficial reuse of Biosolids ·Commitment to safety & reducing risk in all operations PROBLEM The existing high rate mixing pumps,heat exchangers,heated sludge recirculation pumps,sludge transfer pumps,hot water pumps,and associated instrumentation for Digesters C,D,F,and G are at the end of their useful life and require replacement.In addition,the elevated walkways between Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3649 Agenda Date:6/26/2024 Agenda Item No:10. the end of their useful life and require replacement.In addition,the elevated walkways between Digesters C and D,Digesters D and I,and Digesters F and G need structural repairs and the 8-inch PVC gas balance pipes need replacement. PROPOSED SOLUTION Award a Construction Contract Agreement for Digester C,D,F,and G Mechanical Rehabilitation at Plant No.2,Project No.FE20-02.This project will replace the mechanical equipment and associated piping,replace high rate mixing pumps with chopper pumps,and replace the associated electrical and instrumentation equipment.The project will also replace the existing PVC gas balance pipes with stainless steel pipes, rehabilitate pipe supports, and repair the walkway bridges. TIMING CONCERNS Delaying the upgrade of the mechanical equipment and gas balance pipes could result in the failure of digesters, reducing the capacity of the digestion system. RAMIFICATIONS OF NOT TAKING ACTION Not replacing the mechanical equipment or piping will increase the risk of a digester failure.If too many digesters are out of service, the biosolids will not meet regulatory compliance. PRIOR COMMITTEE/BOARD ACTIONS N/A ADDITIONAL INFORMATION OC San advertised Project No.FE20-02 for bids on January 23,2024,and five sealed bids were received on March 20, 2024. A summary of the bid opening follows: Engineer’s Estimate $ 4,400,000 Bidder Amount of Bid J.F. Shea Construction, Inc.$ 3,694,000 Innovative Construction Solution $ 3,775,000 Kiewit Infrastructure West Co. $ 4,674,000 Filanc $ 4,678,397 Shimmick Construction Company, Inc.$ 5,214,000 The bids were evaluated in accordance with the OC San’s policies and procedures.A notice was sent to all bidders on April 24,2024,informing them of the intent of OC San staff to recommend award of the Construction Contract Agreement to J.F. Shea Construction, Inc. Staff recommends awarding a Construction Contract Agreement to the lowest responsive and responsible bidder, J.F. Shea Construction, Inc., for a total amount not to exceed $3,694,000. Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3649 Agenda Date:6/26/2024 Agenda Item No:10. CEQA The project is exempt from CEQA under the Class 1 categorical exemptions set forth in California Code of Regulations section 15301.A Notice of Exemption will be filed with the OC Clerk-Recorder after the OC San Board of Directors approval of the Construction Contract Agreement. FINANCIAL CONSIDERATIONS This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget Update,Fiscal Year 2023-2024,Appendix A,Page 8,Small Construction Projects Program, Project No. M-FE) and the budget is sufficient for the recommended action. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Construction Contract Agreement ·Presentation GS:lb Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ C-CA-071223 PART A CONTRACT AGREEMENT C-CA-071223 TABLE OF CONTENTS CONTRACT AGREEMENT SECTION – 1 GENERAL ....................................................................................... 1 SECTION – 2 MATERIALS AND LABOR ................................................................ 4 SECTION – 3 PROJECT ........................................................................................ 4 SECTION – 4 PLANS AND SPECIFICATIONS ....................................................... 5 SECTION – 5 TIME OF COMMENCEMENT AND COMPLETION .......................... 5 SECTION – 6 TIME IS OF THE ESSENCE ............................................................ 5 SECTION – 7 EXCUSABLE DELAYS ..................................................................... 6 SECTION – 8 EXTRA WORK ................................................................................. 6 SECTION – 9 CHANGES IN PROJECT.................................................................. 7 SECTION – 10 LIQUIDATED DAMAGES FOR DELAY ............................................ 7 SECTION – 11 CONTRACT PRICE AND METHOD OF PAYMENT ......................... 7 SECTION – 12 SUBSTITUTION OF SECURITIES IN LIEU OF RETENTION OF FUNDS ............................................................................................. 9 SECTION – 13 COMPLETION ................................................................................ 10 SECTION – 14 CONTRACTOR’S EMPLOYEES COMPENSATION ....................... 10 SECTION – 15 SURETY BONDS ........................................................................... 12 SECTION – 16 INSURANCE .................................................................................. 13 SECTION – 17 RISK AND INDEMNIFICATION ...................................................... 22 SECTION – 18 TERMINATION ............................................................................... 22 SECTION – 19 WARRANTY ................................................................................... 23 SECTION – 20 ASSIGNMENT ................................................................................ 24 SECTION – 21 RESOLUTION OF DISPUTES........................................................ 24 SECTION – 22 SAFETY & HEALTH ....................................................................... 24 SECTION – 23 NOTICES ....................................................................................... 24 C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 1 of 26 CONTRACT AGREEMENT ORANGE COUNTY SANITATION DISTRICT PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 THIS AGREEMENT is made and entered into, to be effective, this June 26, 2024, by and between J.F. Shea Construction, Inc., hereinafter referred to as “CONTRACTOR” and the Orange County Sanitation District, hereinafter referred to as “OC SAN”. WITNESSETH That for and in consideration of the promises and agreements hereinafter made and exchanged, OC SAN and CONTRACTOR agree as follows: SECTION – 1 GENERAL CONTRACTOR certifies and agrees that all the terms, conditions and obligations of the Contract Documents as hereinafter defined, the location of the job site, and the conditions under which the Work is to be performed have been thoroughly reviewed, and enters into this Contract based upon CONTRACTOR’s investigation of all such matters and is in no way relying upon any opinions or representations of OC SAN. It is agreed that this Contract represents the entire agreement. It is further agreed that the Contract Documents are each incorporated into this Contract by reference, with the same force and effect as if the same were set forth at length herein, and that CONTRACTOR and its Subcontractors, if any, will be and are bound by any and all of said Contract Documents insofar as they relate in any part or in any way, directly or indirectly, to the Work covered by this Contract. A. Contract Documents Order of Precedence “Contract Documents” refers to those documents identified in the definition of “Contract Documents” in the General Conditions, “Definitions”. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 2 of 26 1. In the event of a conflict between one Contract Document and any of the other Contract Documents, the provisions in the document highest in precedence shall be controlling. The order of precedence of the Contract Documents is as follows: a. Supplemental Agreements – the last in time being the first in precedence b. Addenda issued prior to the date for submittal of Bids – the last in time being the first in precedence c. Contract Agreement d. Permits and other regulatory requirements e. Special Provisions f. General Conditions (GC) g. Notice Inviting Bids and Instruction to Bidders h. Geotechnical Baseline Report (GBR), if attached as a Contract Document i. Plans and Specifications – in these documents the order of precedence shall be: i. Specifications (Divisions 01-17) ii. Plans iii. General Requirements (GR) iv. Standard Drawings and Typical Details j. CONTRACTOR’s Bid 2. In the event of a conflict between terms within an individual Contract Document, the conflict shall be resolved by applying the following principles as appears applicable: a. Figured dimensions on the Contract Documents shall govern. Dimensions not specified shall be as directed by the ENGINEER. Details not shown or specified shall be the same as similar parts that are shown or specified, or as directed. Full-size details shall take precedence over scale Drawings as to C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 3 of 26 shape and details of construction. Specifications shall govern as to material and workmanship. b. The Contract Documents calling for the higher quality material or workmanship shall prevail. Materials or Work described in words, which so applied, have a well-known technical or trade meaning shall be deemed to refer to such recognized standards. In the event of any discrepancy between any Drawings and the figures thereon, the figures shall be taken as correct. c. Scale Drawings, full-size details, and Specifications are intended to be fully complementary and to agree. Should any discrepancy between Contract Documents come to the CONTRACTOR’s attention, or should an error occur in the efforts of others, which affect the Work, the CONTRACTOR shall notify the ENGINEER, in writing, at once. In the event any doubts or questions arise with respect to the true meaning of the Contract Documents, reference shall be made to the ENGINEER whose written decision shall be final. If the CONTRACTOR proceeds with the Work affected without written instructions from the ENGINEER, the CONTRACTOR shall be fully responsible for any resultant damage or defect. d. Anything mentioned in the Specifications and not indicated in the Plans, or indicated in the Plans and not mentioned in the Specifications, shall be of like effect as if indicated and mentioned in both. In case of discrepancy in the Plans or Specifications, the matter shall be immediately submitted to OC SAN’s ENGINEER, without whose decision CONTRACTOR shall not adjust said discrepancy save only at CONTRACTOR’s own risk and expense. The decision of the ENGINEER shall be final. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 4 of 26 In all matters relating to the acceptability of material, machinery or plant equipment; classifications of material or Work; the proper execution, progress or sequence of the Work; and quantities interpretation of the Contract Documents, the decision of the ENGINEER shall be final and binding, and shall be a condition precedent to any payment under the Contract, unless otherwise ordered by the Board of Directors. B. Definitions Capitalized terms used in this Contract are defined in the General Conditions, “Definitions”. Additional terms may be defined in the Special Provisions. SECTION – 2 MATERIALS AND LABOR CONTRACTOR shall furnish, under the conditions expressed in the Plans and Specifications, at CONTRACTOR’S own expense, all labor and materials necessary, except such as are mentioned in the Specifications to be furnished by OC SAN, to construct and complete the Project, in good workmanlike and substantial order. If CONTRACTOR fails to pay for labor or materials when due, OC SAN may settle such claims by making demand upon the Surety to this Contract. In the event of the failure or refusal of the Surety to satisfy said claims, OC SAN may settle them directly and deduct the amount of payments from the Contract Price and any amounts due to CONTRACTOR. In the event OC SAN receives a stop payment notice from any laborer or material supplier alleging non-payment by CONTRACTOR, OC SAN shall be entitled to deduct all of its costs and expenses incurred relating thereto, including but not limited to administrative and legal fees. SECTION – 3 PROJECT The Project is described as: PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 5 of 26 SECTION – 4 PLANS AND SPECIFICATIONS The Work to be done is shown in a set of Plans and Specifications entitled: PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 Said Plans and Specifications and any revision, amendments and addenda thereto are attached hereto and incorporated herein as part of this Contract and referred to by reference. SECTION – 5 TIME OF COMMENCEMENT AND COMPLETION CONTRACTOR agrees to commence the Project within 15 calendar days from the date set forth in the “Notice to Proceed” sent by OC SAN, unless otherwise specified therein and shall diligently prosecute the Work to completion within five hundred (500) calendar days from the date of the “Notice to Proceed” issued by OC SAN, excluding delays caused or authorized by OC SAN as set forth in Sections 7, 8, and 9 hereof, and applicable provisions in the General Conditions. The time for completion includes ten (10) calendar days determined by OC SAN likely to be inclement weather when CONTRACTOR will be unable to work. SECTION – 6 TIME IS OF THE ESSENCE Time is of the essence of this Contract. As required by the Contract Documents, CONTRACTOR shall prepare and obtain approval of all shop drawings, details and samples, and do all other things necessary and incidental to the prosecution of CONTRACTOR’s Work in conformance with an approved construction progress schedule. CONTRACTOR shall coordinate the Work covered by this Contract with that of all other contractors, subcontractors and of OC SAN, in a manner that will facilitate the efficient completion of the entire Work and accomplish the required milestone(s), if any, by the applicable deadline(s) in accordance with Section 5 herein. OC SAN shall have the right to assert complete control of the premises on which the Work is to be performed and shall have the right to decide the time or order in which C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 6 of 26 the various portions of the Work shall be installed or the priority of the work of subcontractors, and, in general, all matters representing the timely and orderly conduct of the Work of CONTRACTOR on the premises. SECTION – 7 EXCUSABLE DELAYS CONTRACTOR shall only be excused for any delay in the prosecution or completion of the Project as specifically provided in General Conditions, “Extension of Time for Delay”, and the General Requirements, “By CONTRACTOR or Others – Unknown Utilities during Contract Work”. Extensions of time and extra compensation arising from such excusable delays will be determined in accordance with the General Conditions, “Extension of Time for Delay” and “Contract Price Adjustments and Payments”, and extensions of time and extra compensation as a result of incurring undisclosed utilities will be determined in accordance with General Requirements, “By CONTRACTOR or Others – Unknown Utilities during Contract Work”. OC SAN’s decision will be conclusive on all parties to this Contract. SECTION – 8 EXTRA WORK The Contract Price as set forth in Section 11, includes compensation for all Work performed by CONTRACTOR, unless CONTRACTOR obtains a Change Order signed by a designated representative of OC SAN specifying the exact nature of the Extra Work and the amount of extra compensation to be paid all as more particularly set forth in Section 9 hereof and the General Conditions, “Request for Change (Changes at CONTRACTOR’s Request)”, “OWNER Initiated Changes”, and “Contract Price Adjustments and Payments”. In the event a Change Order is issued by OC SAN pursuant to the Contract Documents, OC SAN shall extend the time fixed in Section 5 for completion of the Project by the number of days, if any, reasonably required for CONTRACTOR to perform the Extra Work, as determined by OC SAN’s ENGINEER. The decision of the ENGINEER shall be final. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 7 of 26 SECTION – 9 CHANGES IN PROJECT OC SAN may at any time, without notice to any Surety, by Change Order, make any changes in the Work within the general scope of the Contract Document, including but not limited to changes: 1. In the Specifications (including Drawings and designs); 2. In the time, method or manner of performance of the Work; 3. In OC SAN-furnished facilities, equipment, materials, services or site; or 4. Directing acceleration in the performance of the Work. No change of period of performance or Contract Price, or any other change in the Contract Documents, shall be binding until the Contract is modified by a fully executed Change Order. All Change Orders shall be issued in accordance with the requirements set forth in the General Conditions, “Request for Change (Changes at CONTRACTOR’s Request)” and “OWNER Initiated Changes”. SECTION – 10 LIQUIDATED DAMAGES FOR DELAY Liquidated Damages shall be payable in the amounts and upon the occurrence of such events or failure to meet such requirements or deadlines as provided in the Special Provisions, “Liquidated Damages and Incentives.” SECTION – 11 CONTRACT PRICE AND METHOD OF PAYMENT A. OC SAN agrees to pay and the CONTRACTOR agrees to accept as full consideration for the faithful performance of this Contract, subject to any additions or deductions as provided in approved Change Orders, the sum of Three Million Six Hundred Ninety-Four Thousand Dollars ($3,694,000) as itemized on the attached Exhibit “A”. Upon satisfaction of the conditions precedent to payment set forth in the General Requirements, Additional General Requirements, and General Conditions (including but C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 8 of 26 not limited to Sections entitled “Mobilization Payment Requirements” and “Payment Itemized Breakdown of Contract Lump Sum Prices”), there shall be paid to the CONTRACTOR an initial Net Progress Payment for mobilization. OC SAN shall issue at the commencement of the job a schedule which shows: 1. A minimum of one payment to be made to the CONTRACTOR for each successive four (4) week period as the Work progresses, and 2. The due dates for the CONTRACTOR to submit requests for payment to meet the payment schedule. After the initial Net Progress Payment, and provided the CONTRACTOR submits the request for payment prior to the end of the day required to meet the payment schedule, the CONTRACTOR shall be paid a Net Progress Payment on the corresponding monthly payment date set forth in the schedule. Payments shall be made on demands drawn in the manner required by law, accompanied by a certificate signed by the ENGINEER, stating that the Work for which payment is demanded has been performed in accordance with the terms of the Contract Documents, and that the amount stated in the certificate is due under the terms of the Contract. Payment applications shall also be accompanied with all documentation, records, and releases as required by the Contract; Exhibit A, Schedule of Prices; and General Conditions, “Payment for Work – General”. The Total amount of Progress Payments shall not exceed the actual value of the Work completed as certified by OC SAN’s ENGINEER. The processing of payments shall not be considered as an acceptance of any part of the Work. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 9 of 26 B. As used in this Section, the following defined terms shall have the following meanings: 1. “Net Progress Payment” means a sum equal to the Progress Payment less the Retention Amount and other qualified deductions (Liquidated Damages, stop payment notices, etc.). 2. “Progress Payment” means a sum equal to: a. the value of the actual Work completed since the commencement of the Work as determined by OC SAN; b. plus the value of material suitably stored at the worksite, treatment plant or approved storage yards subject to or under the control of OC SAN since the commencement of the Work as determined by OC SAN; c. less all previous Net Progress Payments; d. less all amounts of previously qualified deductions; e. less all amounts previously retained as Retention Amounts. 3. “Retention Amount” for each Progress Payment means the percentage of each Progress Payment to be retained by OC SAN to assure satisfactory completion of the Contract. The amount to be retained from each Progress Payment shall be determined as provided in the General Conditions, “Retained Funds; Substitution of Securities.” SECTION – 12 SUBSTITUTION OF SECURITIES IN LIEU OF RETENTION OF FUNDS Pursuant to Public Contract Code Section 22300 et seq., the CONTRACTOR may, at its sole expense, substitute securities as provided in General Conditions, “Retained Funds; Substitution of Securities.” C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 10 of 26 SECTION – 13 COMPLETION Final Completion and Final Acceptance shall occur at the time and in the manner specified in the General Conditions, “Final Acceptance and Final Completion”, “Final Payment”; and Exhibit A, Schedule of Prices. Upon receipt of all documentation, records, and releases as required by the Contract from the CONTRACTOR, OC SAN shall proceed with the Final Acceptance as specified in General Conditions. SECTION – 14 CONTRACTOR’S EMPLOYEES COMPENSATION A. Davis-Bacon Act: CONTRACTOR will pay and will require all Subcontractors to pay all employees on said Project a salary or wage at least equal to the prevailing rate of per diem wages as determined by the Secretary of Labor in accordance with the Davis-Bacon Act for each craft or type of worker needed to perform the Contract. The provisions of the Davis-Bacon Act shall apply only if the Contract is in excess of Two Thousand Dollars ($2,000.00) and when twenty-five percent (25%) or more of the Contract is funded by federal assistance. If the aforesaid conditions are met, a copy of the provisions of the Davis-Bacon Act to be complied with are incorporated herein as a part of this Contract and referred to by reference. B. General Prevailing Rate: OC SAN has been advised by the State of California Director of Industrial Relations of its determination of the general prevailing rate of per diem wages and the general prevailing rate for legal holiday and overtime Work in the locality in which the Work is to be performed for each craft or type of Work needed to execute this Contract, and copies of the same are on file in the Office of the ENGINEER of OC SAN. The CONTRACTOR C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 11 of 26 agrees that not less than said prevailing rates shall be paid to workers employed on this public works Contract as required by Labor Code Section 1774 of the State of California. Per California Labor Code 1773.2, OC SAN will have on file copies of the prevailing rate of per diem wages at its principal office and at each job site, which shall be made available to any interested party upon request. C. Forfeiture for Violation: CONTRACTOR shall, as a penalty to OC SAN, forfeit Two Hundred Dollars ($200.00) for each calendar day or portion thereof for each worker paid (either by the CONTRACTOR or any Subcontractor under it) less than the prevailing rate of per diem wages as set by the Director of Industrial Relations, in accordance with Sections 1770-1780 of the California Labor Code for the Work provided for in this Contract, all in accordance with Section 1775 of the Labor Code of the State of California. D. Apprentices: Sections 1777.5, 1777.6, 1777.7 of the Labor Code of the State of California, regarding the employment of apprentices are applicable to this Contract and the CONTRACTOR shall comply therewith if the prime contract involves Thirty Thousand Dollars ($30,000.00) or more. E. Workday: In the performance of this Contract, not more than eight (8) hours shall constitute a day’s work, and the CONTRACTOR shall not require more than eight (8) hours of labor in a day from any person employed by him hereunder except as provided in paragraph (B) above. CONTRACTOR shall conform to Article 3, Chapter 1, Part 7 (Section 1810 et seq.) of the Labor Code of the State of California and shall forfeit to OC SAN as a penalty, the sum of Twenty-five Dollars ($25.00) for each worker employed in the execution of this Contract by CONTRACTOR or any Subcontractor for each calendar day during which any worker is C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 12 of 26 required or permitted to labor more than eight (8) hours in any one calendar day and forty (40) hours in any one week in violation of said Article. CONTRACTOR shall keep an accurate record showing the name and actual hours worked each calendar day and each calendar week by each worker employed by CONTRACTOR in connection with the Project. F. Registration; Record of Wages; Inspection: CONTRACTOR shall comply with the registration requirements of Labor Code Section 1725.5. Pursuant to Labor Code Section 1771.4, the Work is subject to compliance monitoring by the California Department of Industrial Relations. CONTRACTOR shall maintain accurate payroll records and shall submit payroll records to the Labor Commissioner pursuant to Labor Code Section 1771.4(a)(3). Penalties for non-compliance with the requirements of Section 1776 may be deducted from progress payments per Section 1776. CONTRACTOR shall comply with the job site notices posting requirements established by the Labor Commissioner per Title 8, California Code of Regulations Section 16461(e). SECTION – 15 SURETY BONDS CONTRACTOR shall, before entering upon the performance of this Contract, furnish Bonds approved by OC SAN’s General Counsel – one in the amount of one hundred percent (100%) of the Contract amount, to guarantee the faithful performance of the Work, and the other in the amount of one hundred percent (100%) of the Contract amount to guarantee payment of all claims for labor and materials furnished. As changes to the Contract occur via approved Change Orders, the CONTRACTOR shall assure that the amounts of the Bonds are adjusted to maintain 100% of the Contract Price. This Contract shall not become effective until such Bonds are supplied to and approved by OC SAN. Bonds must be issued by a Surety authorized by the State Insurance Commissioner to do business in California. The Performance Bond shall remain in full force and effect through the warranty period, as specified in Section 19 below. All C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 13 of 26 Bonds required to be submitted relating to this Contract must comply with California Code of Civil Procedure Section 995.630. Each Bond shall be executed in the name of the Surety insurer under penalty of perjury, or the fact of execution of each Bond shall be duly acknowledged before an officer authorized to take and certify acknowledgments, and either one of the following conditions shall be satisfied: A. A copy of the transcript or record of the unrevoked appointment, power of attorney, by- laws, or other instrument, duly certified by the proper authority and attested by the seal of the insurer entitling or authorizing the person who executed the Bond to do so for and on behalf of the insurer, is on file in the Office of the County Clerk of the County of Orange; or B. A copy of a valid power of attorney is attached to the Bond. SECTION – 16 INSURANCE CONTRACTOR shall purchase and maintain, for the duration of the Contract, insurance against claims for injuries to persons, or damages to property which may arise from or in connection with the performance of the Work hereunder, and the results of that Work by CONTRACTOR, its agents, representatives, employees, or Subcontractors, in amounts equal to the requirements set forth below. CONTRACTOR shall not commence Work under this Contract until all insurance required under this Section is obtained in a form acceptable to OC SAN, nor shall CONTRACTOR allow any Subcontractor to commence Work on a subcontract until all insurance required of the Subcontractor has been obtained. CONTRACTOR shall maintain all of the foregoing insurance coverages in force through the point at which the Work under this Contract is fully completed and accepted by OC SAN pursuant to the provisions of the General Conditions, “Final Acceptance and Final Completion”. Furthermore, CONTRACTOR shall maintain all of the foregoing insurance coverages in full force and effect throughout the warranty period, commencing on the date of Final Acceptance. The requirement for carrying the foregoing insurance shall not derogate from the provisions for indemnification of OC SAN by C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 14 of 26 CONTRACTOR under Section 17 of this Contract. Notwithstanding nor diminishing the obligations of CONTRACTOR with respect to the foregoing, CONTRACTOR shall subscribe for and maintain in full force and effect during the life of this Contract, inclusive of all changes to the Contract Documents made in accordance with the provisions of the General Conditions, “Request for Change (Changes at CONTRACTOR’s Request)” and/or “OWNER Initiated Changes”, the following insurance in amounts not less than the amounts specified. OC SAN reserves the right to amend the required limits of insurance commensurate with the CONTRACTOR’s risk at any time during the course of the Project. No vehicles may enter OC SAN premises/worksite without possessing the required insurance coverage. CONTRACTOR’s insurance shall also comply with all insurance requirements prescribed by agencies from whom permits shall be obtained for the Work and any other third parties from whom third party agreements are necessary to perform the Work (collectively, the “Third Parties”). The Special Provisions may list such requirements and sample forms and requirements from such Third Parties may be included in an attachment to the General Requirements. CONTRACTOR bears the responsibility to discover and comply with all requirements of Third Parties, including meeting specific insurance requirements, that are necessary for the complete performance of the Work. To the extent there is a conflict between the Third Parties’ insurance requirements and those set forth by OC SAN herein, the requirement(s) providing the more protective coverage for both OC SAN and the Third Parties shall control and be purchased and maintained by CONTRACTOR. If CONTRACTOR maintains higher limits than the minimums shown in this Section, OC SAN requires and shall be entitled to coverage for the higher limits maintained by the CONTRACTOR. Where permitted by law, CONTRACTOR hereby waives all rights of recovery by subrogation because of deductible clauses, inadequacy of limits of any insurance policy, limitations or C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 15 of 26 exclusions of coverage, or any other reason against OC SAN, its or their officers, agents, or employees, and any other contractor or subcontractor performing Work or rendering services on behalf of OC SAN in connection with the planning, development and construction of the Project. In all its insurance coverages (except for Professional Liability/Errors and Omissions coverages, if applicable) related to the Work, CONTRACTOR shall include clauses providing that each insurer shall waive all of its rights of recovery by subrogation against OC SAN, its or their officers, agents, or employees, or any other contractor or subcontractor performing Work or rendering services at the Project. Where permitted by law, CONTRACTOR shall require similar written express waivers and insurance clauses from each of its Subcontractors of every tier. A waiver of subrogation shall be effective as to any individual or entity, even if such individual or entity (a) would otherwise have a duty of indemnification, contractual or otherwise, (b) did not pay the insurance premium, directly or indirectly, and (c) whether or not such individual or entity has an insurable interest in the property damaged. A. Limits of Insurance 1. General Liability: Five Million Dollars ($5,000,000) per occurrence and a general aggregate limit of Five Million Dollars ($5,000,000) for bodily injury, personal injury and property damage. If aggregate limits apply separately to this contract (as evidenced by submission of ISO form CG 25 03 or CG 25 04), then the aggregate limit may be equivalent to the per occurrence limit. Coverage shall include each of the following: a. Premises-Operations. b. Products and Completed Operations, with limits of at least Five Million Dollars ($5,000,000) per occurrence and a general aggregate limit of Five Million Dollars ($5,000,000) which shall be in effect at all times during the warranty period set forth in the Warranty section herein, and as set forth in the General C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 16 of 26 Conditions, “Warranty (CONTRACTOR’s Guarantee)”, plus any additional extension or continuation of time to said warranty period that may be required or authorized by said provisions. If aggregate limits apply separately to this contract (as evidenced by submission of ISO form CG 25 03 or CG 25 04), then the aggregate limit may be equivalent to the per occurrence limit. c. Broad Form Property Damage, expressly including damage arising out of explosion, collapse, or underground damage. d. Contractual Liability, expressly including the indemnity provisions assumed under this Contract. e. Separation of Insured Clause, providing that coverage applies separately to each insured, except with respect to the limits of liability. f. Independent CONTRACTOR’s Liability. To the extent first dollar coverage, including defense of any claim, is not available to OC SAN or any other additional insured because of any SIR, deductible, or any other form of self insurance, CONTRACTOR is obligated to assume responsibility of insurer until the deductible, SIR or other condition of insurer assuming its defense and/or indemnity has been satisfied. CONTRACTOR shall be responsible to pay any deductible or SIR. g. If a crane will be used, the general liability insurance will be endorsed to add Riggers Liability coverage or its equivalent to cover the usage of the crane and exposures with regard to the crane operators, riggers and others involved in using the crane. h. If divers will be used, the general liability insurance will be endorsed to cover marine liability or its equivalent to cover the usage of divers. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 17 of 26 2. Automobile Liability: The CONTRACTOR shall maintain a policy of automobile liability insurance on a comprehensive form covering all owned, non-owned, and hired automobiles, trucks, and other vehicles providing the following minimum limit of liability coverage: combined single limit of One Million Dollars ($1,000,000) for bodily injury, personal injury, and property damage. 3. Umbrella Excess Liability: The minimum limits of general liability and automobile liability insurance required, as set forth above, shall be provided for either in a single policy of primary insurance or a combination of policies of primary and umbrella excess coverage. Excess liability coverage shall be issued with limits of liability which, when combined with the primary insurance, will equal the minimum limits for general liability and automobile liability. 4. Drone Liability Insurance: If a drone will be used, drone liability insurance must be maintained by CONTRACTOR in the amount of One Million Dollars ($1,000,000) in a form acceptable to OC SAN. 5. Workers’ Compensation/Employer’s Liability: CONTRACTOR shall provide such workers’ compensation insurance as required by the Labor Code of the State of California, including employer’s liability with a minimum limit of One Million Dollars ($1,000,000) per accident for bodily injury or disease. If an exposure to Jones Act liability may exist, the insurance required herein shall include coverage with regard to Jones Act claims. 6. Errors and Omissions/Professional Liability Insurance: CONTRACTOR shall maintain in full force and effect, throughout the term of this Contract, standard industry form professional liability / errors and omissions insurance coverage with coverage limits of not less than Two Million Dollars ($2,000,000) in accordance with the provisions of this paragraph. If the policy of insurance is written on a “claims C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 18 of 26 made” basis, said policy shall be continued in full force and effect at all times during the term of this Contract, and for a period of five (5) years from the date of the completion of the Work hereunder. In the event of termination of said policy during this period, CONTRACTOR shall obtain continuing insurance coverage for the prior acts or omissions of CONTRACTOR during the course of performing Work under the terms of this Contract. Said coverage shall be evidenced by either a new policy evidencing no gap in coverage or by separate extended “tail” coverage with the present or new carrier. In the event the present policy of insurance is written on an “occurrence” basis, said policy shall be continued in full force and effect during the term of this Contract or until completion of the Work provided for in this Contract, whichever is later. In the event of termination of said policy during this period, new coverage shall be obtained for the required period to insure for the prior acts or omissions of CONTRACTOR during the course of performing Work under the terms of this Contract. CONTRACTOR shall provide to the OC SAN a certificate of insurance in a form acceptable to the OC SAN indicating the deductible or self-retention amounts and the expiration date of said policy and shall provide renewal certificates not less than ten (10) days prior to the expiration of each policy term. B. Deductibles and Self-Insured Retentions Any deductibles or self-insured retentions must be declared to and approved by OC SAN. At the option of OC SAN, either: the Insurer shall reduce or eliminate such deductibles or self-insured retentions as respects OC SAN, its Directors, officers, agents, consultants, C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 19 of 26 and employees; or CONTRACTOR shall provide a financial guarantee satisfactory to OC SAN guaranteeing payment of losses and related investigations, claim administration, and defense expenses. C. Other Insurance Provisions 1. Each such policy of general liability insurance and automobile liability insurance shall be endorsed to contain, the following provisions: a. OC SAN, its directors, officers, agents, consultants, and employees, and all public agencies from whom permits will be obtained, and their directors, officers, agents, and employees are hereby declared to be additional insureds under the terms of this policy, but only with respect to the operations of CONTRACTOR at or from any of the sites of OC SAN in connection with this Contract, or acts and omissions of the additional insured in connection with its general supervision or inspection of said operations related to this Contract. b. Insurance afforded by the additional insured endorsement shall apply as primary insurance, and other insurance maintained by OC SAN shall be excess only and not contributing with insurance provided under this policy. 2. Cancellation and Policy Change Notice. The CONTRACTOR is required to notify OC SAN in writing of any insurance cancellation notice it receives or other knowledge of pending or actual insurance policy cancellation within two (2) working days of receipt of such notice or acquisition of such knowledge. Additionally, the CONTRACTOR is required to notify OC SAN in writing of any change in the terms of insurance, including reduction in coverage or increase in deductible/SIR, within two (2) working days of receipt of such notice or knowledge of same. Said notices shall be mailed to OC SAN at: C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 20 of 26 ORANGE COUNTY SANITATION DISTRICT 18480 Bandilier Circle Fountain Valley, CA 92708 Attention: Contracts, Purchasing & Materials Management Division 3. Coverage shall not extend to any indemnity coverage for the active negligence of any additional insured in any case where an agreement to indemnify the additional insured would be invalid under California Civil Code Section 2782(b). 4. If required by a public agency from whom permit(s) will be obtained, each policy of general liability insurance and automobile liability insurance shall be endorsed to specify by name the public agency and its legislative members, officers, agents, consultants, and employees, to be additional insureds. D. Acceptability of Insurers Insurers must have an “A-“, or better, Policyholder’s Rating, and a Financial Rating of at least Class VIII, or better, in accordance with the most current A.M. Best Rating Guide. OC SAN recognizes that State Compensation Insurance Fund has withdrawn from participation in the A.M. Best Rating Guide process. Nevertheless, OC SAN will accept State Compensation Insurance Fund for the required policy of worker’s compensation insurance, subject to OC SAN’s option, at any time during the term of this Contract, to require a change in insurer upon twenty (20) days written notice. Further, OC SAN will require CONTRACTOR to substitute any insurer whose rating drops below the levels herein specified. Said substitution shall occur within twenty (20) days of written notice to CONTRACTOR by OC SAN or its agent. E. Verification of Coverage CONTRACTOR shall furnish OC SAN with original certificates and mandatory endorsements affecting coverage. Said policies and endorsements shall conform to the requirements herein stated. All certificates and endorsements are to be received and C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 21 of 26 approved by OC SAN before Work commences. OC SAN reserves the right to require complete, certified copies of all required insurance policies, including endorsements, affecting the coverage required by these Specifications at any time. F. Subcontractors CONTRACTOR shall be responsible to establish insurance requirements for any Subcontractors hired by CONTRACTOR. The insurance shall be in amounts and types reasonably sufficient to deal with the risk of loss involving the Subcontractor’s operations and work. OC SAN and any public agency issuing permits for the Project must be named as “Additional Insured” on any general liability or automobile liability policy obtained by a Subcontractor. The CONTRACTOR must obtain copies and maintain current versions of all Subcontractors’ policies, certificate of liability and mandatory endorsements effecting coverage. Upon request, CONTRACTOR must furnish OC SAN with the above referenced required documents. G. Required Forms and Endorsements 1. Required ACORD Form a. Certificate of Liability ACORD Form 25 or other equivalent certificate of insurance form 2. Required Insurance Services Office, Inc. Endorsements (when alternative forms are shown, they are Iisted in order of preference) In the event any of the following forms are cancelled by Insurance Services Office, Inc. (ISO), or are updated, the ISO replacement form or equivalent must be supplied. a. Commercial General Liability Form CG 00 01 b. Additional Insured Including Form CG 20 10 and Products-Completed Operations Form CG 20 37 All other additional insured endorsements must be submitted for approval by OC SAN, and OC SAN may reject alternatives that provide different or less coverage to OC SAN. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 22 of 26 c. Waiver of Transfer of Rights of Form CG 24 04 Recovery Against Others to Us/ Waiver of Subrogation 3. Required State Compensation Insurance Fund Endorsements a. Waiver of Subrogation Submit workers’ compensation waiver of subrogation endorsement provided by carrier for OC SAN approval. b. Cancellation Notice No endorsement is required. However, CONTRACTOR is responsible for notifying OC SAN of any pending or actual insurance policy cancellation, as described in Article C.2., Cancellation and Policy Change Notice, above. 4. Additional Required Endorsements a. Notice of Policy Termination Manuscript Endorsement SECTION – 17 RISK AND INDEMNIFICATION All Work covered by this Contract done at the site of construction or in preparing or delivering materials to the site shall be at the risk of CONTRACTOR alone. CONTRACTOR shall save, indemnify, defend, and keep OC SAN and others harmless as more specifically set forth in General Conditions, “General Indemnification”. SECTION – 18 TERMINATION This Contract may be terminated in whole or in part in writing by OC SAN in the event of substantial failure by the CONTRACTOR to fulfill its obligations under this Agreement, or it may be terminated by OC SAN for its convenience provided that such termination is effectuated in a manner and upon such conditions set forth more particularly in General Conditions, “Termination for Default” and/or “Termination for Convenience”, provided that no termination may be effected unless proper notice is provided to CONTRACTOR at the time and in the manner provided in said General Conditions. If termination for default or convenience is C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 23 of 26 effected by OC SAN, an equitable adjustment in the price provided for in this Contract shall be made at the time and in the manner provided in the General Conditions, “Termination for Default” and “Termination for Convenience”. SECTION – 19 WARRANTY The CONTRACTOR agrees to perform all Work under this Contract in accordance with the Contract Documents, including OC SAN’s designs, Drawings and Specifications. The CONTRACTOR guarantees for a period of at least one (1) year from the date of Final Acceptance of the Work, pursuant to the General Conditions, “Final Acceptance and Final Completion” that the completed Work is free from all defects due to faulty materials, equipment or workmanship and that it shall promptly make whatever adjustments or corrections which may be necessary to cure any defects, including repairs of any damage to other parts of the system resulting from such defects. OC SAN shall promptly give notice to the CONTRACTOR of observed defects. In the event that the CONTRACTOR fails to make adjustments, repairs, corrections or other work made necessary by such defects, OC SAN may do so and charge the CONTRACTOR the cost incurred. The CONTRACTOR’s warranty shall continue as to any corrected deficiency until the later of (1) the remainder of the original one-year warranty period; or (2) one year after acceptance by OC SAN of the corrected Work. The Performance Bond and the Payment Bond shall remain in full force and effect through the guarantee period. The CONTRACTOR’s obligations under this clause are in addition to the CONTRACTOR’s other express or implied assurances under this Contract, including but not limited to specific manufacturer or other extended warranties specified in the Plans and Specifications, or state law and in no way diminish any other rights that OC SAN may have against the CONTRACTOR for faulty materials, equipment or Work. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 24 of 26 SECTION – 20 ASSIGNMENT No assignment by the CONTRACTOR of this Contract or any part hereof, or of funds to be received hereunder, will be recognized by OC SAN unless such assignment has had prior written approval and consent of OC SAN and the Surety. SECTION – 21 RESOLUTION OF DISPUTES OC SAN and the CONTRACTOR shall comply with the provisions of California Public Contract Code Section 20104 et. seq., regarding resolution of construction claims for any Claims which arise between the CONTRACTOR and OC SAN, as well as all applicable dispute and Claims provisions as set forth in the General Conditions and as otherwise required by law. SECTION – 22 SAFETY & HEALTH CONTRACTOR shall comply with all applicable safety and health requirements mandated by federal, state, city and/or public agency codes, permits, ordinances, regulations, and laws, as well as these Contract Documents, including but not limited to the General Requirements, Section entitled “Safety” and Exhibit B Contractor Safety Standards. OC SAN reserves the right to stop Work for violations of safety and health standards until the hazardous conditions are corrected. The right to stop Work includes the right to remove a contractor or its employees from the worksite. SECTION – 23 NOTICES Any notice required or permitted under this Contract shall be served by personal delivery or by certified mail, return receipt requested, at the address set forth below. Unless specified elsewhere in the Contract Documents or otherwise required by law, any notice may alternatively be given by electronic telecommunication to the email address set forth below. Any party whose address changes shall notify the other party in writing. C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 25 of 26 TO OC SAN: Orange County Sanitation District 18480 Bandilier Circle Fountain Valley, California 92708-7018 Attn: Clerk of the Board ocsanclerk@ocsan.gov Copy to: Orange County Sanitation District 18480 Bandilier Circle Fountain Valley, California 92708-7018 Attn: Construction Manager rcuellar@ocsan.gov Bradley R. Hogin, Esquire Woodruff, Spradlin & Smart 555 Anton Boulevard Suite 1200 Costa Mesa, California 92626 bhogin@woodruff.law TO CONTRACTOR: Roy A. Valadez, Assistant Secretary J.F. Shea Construction, Inc. 667 Brea Canyon Road, Suite 30 Walnut, CA 91789 roy.valadez@jfshea.com estimating-water@jfshea.com C-CA-071223 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 26 of 26 IN WITNESS WHEREOF, the parties hereto have executed this Contract Agreement as the date first hereinabove written. CONTRACTOR: J.F. Shea Construction, Inc. 667 Brea Canyon Road, Suite 30 Walnut, CA 91789 By______________________________ Date _________________ ______________________________ Printed Name Its______________________________ CONTRACTOR’s State License No. 769989 (Expiration Date – 10/31/2025) OC SAN: Orange County Sanitation District By______________________________ Date _________________ Chad P. Wanke Board Chairman By______________________________ Date _________________ Kelly A. Lore Clerk of the Board By______________________________ Date _________________ Ruth Zintzun Finance & Procurement Manager C-EXA-062221 EXHIBIT A SCHEDULE OF PRICES C-EXA-062221 TABLE OF CONTENTS EXHIBIT A SCHEDULE OF PRICES EXA-1 BASIS OF COMPENSATION ........................................................................... 1 EXA-2 PROGRESS PAYMENTS ................................................................................. 1 EXA-3 RETENTION AND ESCROW ACCOUNTS ....................................................... 1 EXA-4 STOP PAYMENT NOTICE ............................................................................... 3 EXA-5 PAYMENT TO SUBCONTRACTORS ............................................................... 3 EXA-6 PAYMENT OF TAXES ...................................................................................... 3 EXA-7 FINAL PAYMENT ............................................................................................. 4 EXA-8 DISCOVERY OF DEFICIENCIES BEFORE AND AFTER FINAL PAYMENT.... 5 ATTACHMENT 1 – CERTIFICATION FOR REQUEST FOR PAYMENT ......................... 7 ATTACHMENT 2 – SCHEDULE OF PRICES .................................................................. 8 C-EXA-062221 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 1 of 8 EXHIBIT A SCHEDULE OF PRICES EXA-1 BASIS OF COMPENSATION CONTRACTOR will be paid the Contract Price according to the Schedule of Prices, and all other applicable terms and conditions of the Contract Documents. EXA-2 PROGRESS PAYMENTS Progress payments will be made in accordance with all applicable terms and conditions of the Contract Documents, including, but not limited to: 1. Contract Agreement – Section 11 – “Contract Price and Method of Payment;” 2. General Conditions – “Payment – General”; 3. General Conditions – “Payment – Applications for Payment”; 4. General Conditions – “Payment – Mobilization Payment Requirements;” 5. General Conditions – “Payment – Itemized Breakdown of Contract Lump Sum Prices”; 6. General Conditions – "Contract Price Adjustments and Payments”; 7. General Conditions – “Suspension of Payments”; 8. General Conditions – “OC SAN’s Right to Withhold Certain Amounts and Make Application Thereof”; and 9. General Conditions – “Final Payment.” EXA-3 RETENTION AND ESCROW ACCOUNTS A. Retention: OC SAN shall retain a percentage of each progress payment to assure satisfactory completion of the Work. The amount to be retained from each progress payment shall be determined as provided in General Conditions – “Retained Funds; Substitution of Securities”. In all contracts between CONTRACTOR and its Subcontractors and/or Suppliers, the retention may not exceed the percentage specified in the Contract Documents. C-EXA-062221 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 2 of 8 B. Substitution of Securities: CONTRACTOR may, at its sole expense, substitute securities as provided in General Conditions – “Retained Funds; Substitution of Securities.” Payment of Escrow Agent: In lieu of substitution of securities as provided above, the CONTRACTOR may request and OC SAN shall make payment of retention earned directly to the escrow agent at the expense of the CONTRACTOR. At the expense of the CONTRACTOR, the CONTRACTOR may direct the investment of the payments into securities consistent with Government Code §16430 and the CONTRACTOR shall receive the interest earned on the investments upon the same terms provided for in this article for securities deposited by the CONTRACTOR. Upon satisfactory completion of the Contract, the CONTRACTOR shall receive from the escrow agent all securities, interest and payments received by the escrow agent from OC SAN, pursuant to the terms of this article. The CONTRACTOR shall pay to each Subcontractor, not later than twenty (20) calendar days after receipt of the payment, the respective amount of interest earned, net of costs attributed to retention withheld from each Subcontractor, on the amount of retention withheld to ensure the performance of the Subcontractor. The escrow agreement used by the escrow agent pursuant to this article shall be substantially similar to the form set forth in §22300 of the California Public Contract Code. C. Release of Retention: Upon Final Acceptance of the Work, the CONTRACTOR shall submit an invoice for release of retention in accordance with the terms of the Contract. D. Additional Deductibles: In addition to the retentions described above, OC SAN may deduct from each progress payment any or all of the following: 1. Liquidated Damages that have occurred as of the date of the application for progress payment; 2. Deductions from previous progress payments already paid, due to OC SAN’s discovery of deficiencies in the Work or non-compliance with the Specifications or any other requirement of the Contract; 3. Sums expended by OC SAN in performing any of the CONTRACTOR’S obligations under the Contract that the CONTRACTOR has failed to perform, and; 4. Other sums that OC SAN is entitled to recover from the CONTRACTOR under the terms of the Contract, including without limitation insurance deductibles and assessments. C-EXA-062221 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 3 of 8 The failure of OC SAN to deduct any of the above-identified sums from a progress payment shall not constitute a waiver of OC SAN’s right to such sums or to deduct them from a later progress payment. EXA-4 STOP PAYMENT NOTICE In addition to other amounts properly withheld under this article or under other provisions of the Contract, OC SAN shall retain from progress payments otherwise due the CONTRACTOR an amount equal to one hundred twenty-five percent (125%) of the amount claimed under any stop payment notice under Civil Code §9350 et. seq. or other lien filed against the CONTRACTOR for labor, materials, supplies, equipment, and any other thing of value claimed to have been furnished to and/or incorporated into the Work; or for any other alleged contribution thereto. In addition to the foregoing and in accordance with Civil Code §9358 OC SAN may also satisfy its duty to withhold funds for stop payment notices by refusing to release funds held in escrow pursuant to public receipt of a release of stop payment notice executed by a stop payment notice claimant, a stop payment notice release bond, an order of a court of competent jurisdiction, or other evidence satisfactory to OC SAN that the CONTRACTOR has resolved such claim by settlement. EXA-5 PAYMENT TO SUBCONTRACTORS Requirements 1. The CONTRACTOR shall pay all Subcontractors for and on account of Work performed by such Subcontractors, not later than seven (7) days after receipt of each progress payment as required by the California Business and Professions Code §7108.5. Such payments to Subcontractors shall be based on the measurements and estimates made pursuant to article progress payments provided herein. 2. Except as specifically provided by law, the CONTRACTOR shall pay all Subcontractors any and all retention due and owing for and on account of Work performed by such Subcontractors not later than seven (7) days after CONTRACTOR’S receipt of said retention proceeds from OC SAN as required by the California Public Contract Code §7107. EXA-6 PAYMENT OF TAXES Unless otherwise specifically provided in this Contract, the Contract Price includes full compensation to the CONTRACTOR for all taxes. The CONTRACTOR shall pay all federal, state, and local taxes, and duties applicable to and assessable against any Work, including but not limited to retail sales and use, transportation, export, import, business, and special taxes. The CONTRACTOR shall ascertain and pay the taxes when due. The CONTRACTOR will maintain auditable records, subject to OC SAN reviews, confirming that tax payments are current at all times. C-EXA-062221 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 4 of 8 EXA-7 FINAL PAYMENT After Final Acceptance of the Work, as more particularly set forth in the General Conditions, “Final Acceptance and Final Completion”, and after Resolution of the Board authorizing final payment and satisfaction of the requirements as more particularly set forth in General Conditions – “Final Payment”, a final payment will be made as follows: 1. Prior to Final Acceptance, the CONTRACTOR shall prepare and submit an application for Final Payment to OC SAN, including: a. The proposed total amount due the CONTRACTOR, segregated by items on the payment schedule, amendments, Change Orders, and other bases for payment; b. Deductions for prior progress payments; c. Amounts retained; d. A conditional waiver and release on final payment for each Subcontractor (per Civil Code Section 8136); e. A conditional waiver and release on final payment on behalf of the CONTRACTOR (per Civil Code Section 8136); f. List of Claims the CONTRACTOR intends to file at that time or a statement that no Claims will be filed, g. List of pending unsettled claims, stating claimed amounts, and copies of any and all complaints and/or demands for arbitration received by the CONTRACTOR; and h. For each and every claim that resulted in litigation or arbitration which the CONTRACTOR has settled, a conformed copy of the Request for Dismissal with prejudice or other satisfactory evidence the arbitration is resolved. 2. The application for Final Payment shall include complete and legally effective releases or waivers of liens and stop payment notices satisfactory to OC SAN, arising out of or filed in connection with the Work. Prior progress payments shall be subject to correction in OC SAN’s review of the application for Final Payment. Claims filed with the application for Final Payment must be otherwise timely under the Contract and applicable law. 3. Within a reasonable time, OC SAN will review the CONTRACTOR’S application for Final Payment. Any recommended changes or corrections will then be forwarded to the CONTRACTOR. Within ten (10) calendar days after receipt of recommended changes from OC SAN, the CONTRACTOR will make the changes, or list Claims that will be filed as a result of the changes, and shall submit the revised application for Final Payment. Upon C-EXA-062221 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 5 of 8 acceptance by OC SAN, the revised application for Final Payment will become the approved application for Final Payment. 4. If no Claims have been filed with the initial or any revised application for Final Payment, and no Claims remain unsettled within thirty-five (35) calendar days after Final Acceptance of the Work by OC SAN, and agreements are reached on all issues regarding the application for Final Payment, OC SAN, in exchange for an executed release, satisfactory in form and substance to OC SAN, will pay the entire sum found due on the approved application for Final Payment, including the amount, if any, allowed on settled Claims. 5. The release from the CONTRACTOR shall be from any and all Claims arising under the Contract, except for Claims that with the concurrence of OC SAN are specifically reserved, and shall release and waive all unreserved Claims against OC SAN and its officers, directors, employees and authorized representatives. The release shall be accompanied by a certification by the CONTRACTOR that: a. It has resolved all Subcontractors, Suppliers and other Claims that are related to the settled Claims included in the Final Payment; b. It has no reason to believe that any party has a valid claim against the CONTRACTOR or OC SAN which has not been communicated in writing by the CONTRACTOR to OC SAN as of the date of the certificate; c. All warranties are in full force and effect, and; d. The releases and the warranties shall survive Final Payment. 6. If any claims remain open, OC SAN may make Final Payment subject to resolution of those claims. OC SAN may withhold from the Final Payment an amount not to exceed one hundred fifty percent (150%) of the sum of the amounts of the open claims, and one hundred twenty-five percent (125%) of the amounts of open stop payment notices referred to in article entitled stop payment notices herein. 7. The CONTRACTOR shall provide an unconditional waiver and release on final payment from each Subcontractor and Supplier providing Work under the Contract (per Civil Code Section 8138) and an unconditional waiver and release on final payment on behalf of the CONTRACTOR (per Civil Code Section 8138) within thirty (30) days of receipt of Final Payment. EXA-8 DISCOVERY OF DEFICIENCIES BEFORE AND AFTER FINAL PAYMENT Notwithstanding OC SAN’s acceptance of the application for Final Payment and irrespective of whether it is before or after Final Payment has been made, OC SAN shall not be precluded from subsequently showing that: 1. The true and correct amount payable for the Work is different from that previously accepted; C-EXA-062221 PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 6 of 8 2. The previously accepted Work did not in fact conform to the Contract requirements, or; 3. A previous payment or portion thereof for Work was improperly made. OC SAN also shall not be stopped from demanding and recovering damages from the CONTRACTOR, as appropriate, under any of the foregoing circumstances as permitted under the Contract or applicable law. C-EXA-062221PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 CONFORMED Page 7 of 8 ATTACHMENT 1 – CERTIFICATION FOR REQUEST FOR PAYMENT I hereby certify under penalty of perjury as follows: That the claim for payment is in all respects true, correct; that the services mentioned herein were actually rendered and/or supplies delivered to OC SAN in accordance with the Contract. I understand that it is a violation of both the federal and California False Claims Acts to knowingly present or cause to be presented to OC SAN a false claim for payment or approval. A claim includes a demand or request for money. It is also a violation of the False Claims Acts to knowingly make use of a false record or statement to get a false claim paid. The term "knowingly" includes either actual knowledge of the information, deliberate ignorance of the truth or falsity of the information, or reckless disregard for the truth or falsity of the information. Proof of specific intent to defraud is not necessary under the False Claims Acts. I understand that the penalties under the Federal False Claims Act and State of California False Claims Act are non-exclusive, and are in addition to any other remedies which OC SAN may have either under contract or law. I hereby further certify, to the best of my knowledge and belief, that: 1.The amounts requested are only for performance in accordance with theSpecifications, terms, and conditions of the Contract; 2.Payments to Subcontractors and Suppliers have been made from previous paymentsreceived under the Contract, and timely payments will be made from the proceeds ofthe payment covered by this certification; 3.This request for progress payments does not include any amounts which the primeCONTRACTOR intends to withhold or retain from a Subcontractor or Supplier inaccordance with the terms and conditions of the subcontract; and 4.This certification is not to be construed as Final Acceptance of a Subcontractor’sperformance. _________________________________________ Name _________________________________________ Title _________________________________________ Date C-EXA-062221PROJECT NO. FE20-02DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2CONFORMEDPage 8 of 8 ATTACHMENT 2 – SCHEDULE OF PRICES See next pages from the Bid Submittal Forms (J.F. Shea Construction, Inc.) BF-14 Schedule of Prices, Pages 1-2 Bid Submitted By: J.F. Shea Construction, Inc. (Name of Firm) BF-14 SCHEDULE OF PRICES A.General INSTRUCTIONS For Unit Prices, it is understood that the following quantities are approximate only and aresolely for the purpose of estimating the comparison of Bids, and that the actual value of Workwill be computed based upon the actual quantities in the completed Work, whether they bemore or less than those shown. CONTRACTOR's compensation for the Work under theContract Documents will be computed based upon the lump sum amount of the Contract attime of award, plus any additional or deleted costs approved by OC SAN via approved ChangeOrders, pursuant to the Contract Documents. Bidder shall separately price and accurately reflect costs associated with each line item,leaving no blanks. Any and all modifications to the Bid must be initialed by an authorizedrepresentative of the Bidder in accordance with the Instructions to Bidders, Preparation of Bid. Bidders are reminded of Instruction to Bidders, Discrepancy in Bid Items, which, in summary,provides that the total price for each item shall be based on the Unit Price listed for each item multiplied by the quantity; and the correct Total Price for each item shall be totaled todetermine the Total Amount of Bid. All applicable costs including overhead and profit shall be reflected in the respective unit costsand the TOTAL AMOUNT OF BID. The Bid price shall include all costs to complete the Work,including profit, overhead, etc., unless otherwise specified in the Contract Documents. Allapplicable sales taxes, state and/or federal, and any other special taxes, patent rights orroyalties shall be included in the prices quoted in this Bid. B.Basis of Award AWARD OF THE CONTRACT WILL BE MADE ON THE BASIS OF THE LOWESTRESPONSIVE AND RESPONSIBLE BID. Note 1: Base Bid. Includes all costs necessary to furnish all labor, materials, equipment andservices for the construction of the Project per the Contract Documents. BF-14 SCHEDULE OF PRICES C-BF-073123PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 Page 1 of 2 Bid Submitted By: J.F. Shea Construction, Inc. (Name of Firm) SCHEDULE OF PRICES BASE BID ITEMS (Refer to Note 1 in the Instructions): Item Description Unit of No. Measurement 1.Mobilization: This Item shall include all fees, mark-ups, insurances and bond, overhead and profit, labor, material, equipment, and services required for all mobilization activities performed by the CONTRACTOR in Lump Sum accordance with the Contract Documents. OC SAN's maximum payment for this Item shall not exceed four (4) percent of the Total Bid Amount. FE20-02 -Digester C, D, F and G Mechanical Rehabilitation at Plant No. 2 2. Digester C, D, F and G Mechanical Rehabilitation: All Work set forth inVolumes 1, 2, 3 and 5 except for the Work performed in Items No. 1, 3 and Lump Sum No. 4 inclusive in conformance with the Contract Documents for the lump sum price of ... FE19-10 -Digester C, D, F, G, and I Gas Balance Replacement at Plant 2 3. Digester Gas Balance Replacement: All Work set forth in Volumes 1, 2, 4 and 6 except for the Work performed in Items No. 1, 2 and No. 4 inclusive Lump Sum in conformance with the Contract Documents for the lump sum price of ... 4.Demobilization: This Item includes all demobilization activities performed by the CONTRACTOR including, but not limited to, moving out, submittal and acceptance of As-Built Drawings, and final cleanup and restoration of Lump Sum the staging area to its original condition upon Final Completion, in conformance with the Contract Documents. Demobilization shall not be less than one (1) percent of the Total Amount of Bid. TOTAL AMOUNT OF BID (BASIS OF AWARD) Approx Unit Price Qty 1 = 1 = 1 = 1 = Total Price $170,000 $ '?_:}, 0 ti , cxn $ J../ VX I CO) $50,000 $1,\ogl.-{ ooo • I BF-14 SCHEDULE OF PRICES C-BF-073123PROJECT NO. FE20-02 DIGESTER C, D, F AND G MECHANICAL REHABILITATION AT PLANT NO. 2 Page 2 of 2 5/28/2024 1 Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02 Presented by: Martin Dix, Engineering Manager Operations Committee June 5, 2024 Construction Contract Award v Orange CountySanitation District70thAnniversary MIXING PUMPRECIRC PUMP HEAT EXCHANGER HOT WATER TRANSFER PUMP DIGESTER TRANSFER PUMP MIXING PUMP RECIRC PUMP DIGESTER HEATING SYSTEM 2 HEAT EXCHANGER 1 2 5/28/2024 2 v Orange CountySanitation District70thAnniversary Gas balance line replacement and bridge repair: •D‐I gas balance line •D‐C gas balance line •F‐G gas balance line •D‐I bridge repair 3 Gas balance line v Orange CountySanitation District70thAnniversary 4 AmountBidder $3,694,000J.F. Shea Construction, Inc. $3,775,000Innovative Construction Solution $4,674,000Kiewit Infrastructure West Co. $4,678,397Filanc $5,214,000Shimmick Construction Company, Inc. $4,400,000Engineer’s Estimate 3 4 5/28/2024 3 Orange CountySanitation District70thAnniversary Recommend to the Board of Directors to: A.Receive and file Bid Tabulation and Recommendation for Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02; B.Award a Construction Contract Agreement to J.F. Shea Construction, Inc. for Digester C, D, F, and G Mechanical Rehabilitation at Plant No. 2, Project No. FE20-02, for a total amount not to exceed $3,694,000; and C.Approve a contingency of $369,400 (10%). 5 Questions? 1954 - 2024 Orange County Sanitation District70thAnniversary 5 6 OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3650 Agenda Date:6/26/2024 Agenda Item No:11. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: SUNFLOWER PUMP REPLACEMENT AT PLANT NO. 1, PROJECT NO. FE19-04 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve a contingency increase of $318,480 (15%)to the construction contract with GSE Construction Company Inc.for Sunflower Pump Replacement at Plant No.1,Project No.FE19-04, for a total construction contingency of $530,800 (25%). BACKGROUND The Orange County Sanitation District (OC San)Sunflower Pump Station transfers flows into Headworks from the deepest of the trunk sewers feeding Plant No.1.The pump station uses two 40 ‑ million gallon per day screw pumps to lift flow from the Sunflower Trunk into Plant No.1.The screws for those pumps are approximately 32 feet long,have a 9-foot diameter,and are driven through a large gearbox to reduce the speed of the 150-horsepower motor down to 28 revolutions per minute. These pumps are subject to erosion of the screws,corrosion from the sewer gas,and wear and tear on bearings submerged in wastewater. RELEVANT STANDARDS ·Protect OC San assets ·Maintain a proactive asset management program ·24/7/365 treatment plant reliability PROBLEM The original contract included the replacement of the Pump 1 screw pump and the replacement of the grout and polyurethane coating in the trough area underneath the pump.During the removal of the screw pump,the contractor discovered extensive damage to the concrete and coating in the area above the trough,which is not part of the project scope.In addition,during construction it was discovered that an existing control and signal duct bank for the screw pumps is not correctly shown on existing as-built drawings and interferes with a future stairway constructed for the existing Metering and Diversion Structure by Project No.P1-105,Headworks Rehabilitation at Plant No.1, and needs to be rerouted.Replacing these interfering cables and conduits under this project will Orange County Sanitation District Printed on 6/19/2024Page 1 of 2 powered by Legistar™ File #:2024-3650 Agenda Date:6/26/2024 Agenda Item No:11. and needs to be rerouted.Replacing these interfering cables and conduits under this project will eliminate a future pump outage. PROPOSED SOLUTION Approve a contingency increase of $318,480 to repair the concrete and coating system above the trough for Pump 1 and replace the existing control and signal cables and conduits to both screws pumps,which are outside the current scope of work.This will provide sufficient contingency for contract work. TIMING CONCERNS Pump 1 is currently being replaced by this project.It is critical that the work on Pump 1 continue without interruption so it can be returned to service prior to the start of the wet weather season in October to provide sufficient pumping capacity. RAMIFICATIONS OF NOT TAKING ACTION Pump 1 will need to be put back into service without the repairs.The repair work will need to be done under a future project,resulting in increased repair costs to remove the screw pump to perform the repairs. PRIOR COMMITTEE/BOARD ACTIONS October 2021 -Awarded a Construction Contract to GSE Construction Company Inc.for Sunflower Pump Replacement at Plant No.1,Project No.FE19-04,for a total amount of not to exceed $2,123,200; and approved a contingency of $212,320 (10%). ADDITIONAL INFORMATION N/A CEQA The project is exempt from CEQA under the Class 1 categorical exemptions set forth in California Code of Regulations Section 15301. FINANCIAL CONSIDERATIONS This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget Update,Fiscal Year 2023-2024,Appendix A,Page 8,Small Construction Projects Program, Project No. M-FE) and the budget is sufficient for the recommended action. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation Orange County Sanitation District Printed on 6/19/2024Page 2 of 2 powered by Legistar™ 5/28/2024 1 Sunflower Pump Replacement at Plant No. 1, Project No. FE19-04 Presented by: Mike Dorman, Director of Engineering Operations Committee June 5, 2024 Construction Contingency Increase v Orange CountySanitation District70thAnniversary 2 Sunflower Pump Station Headworks Area Ellis Avenue Administration Building 1 2 5/28/2024 2 v Orange CountySanitation District70thAnniversary 3 Replace Electrical and Instrumentation4 Replace Gearbox Assembly2 Replace Archimedes Screw1 3 Replace Upper and Lower Bearing and Foundations v Orange CountySanitation District70thAnniversary 4 3 4 5/28/2024 3 v Orange CountySanitation District70thAnniversary 5 M&D Structure Sunflower Pump Station Duct Bank Conflict New Stairway Ellis Avenue Guard Shack Sunflower Pump Station Control Panels Sunflower Pump Station and Metering and Diversion (M&D) Structure Site Plan Orange CountySanitation District70thAnniversary Recommend to the Board of Directors to: Approve a contingency increase of $318,480 (15%) to the construction contract with GSE Construction Company Inc. for Sunflower Pump Replacement at Plant No. 1, Project No. FE19-04, for a total construction contingency of $530,800 (25%). 6 5 6 5/28/2024 4 Questions? 1954 - 2024 Orange County Sanitation District 70th Anniversary 7 OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3651 Agenda Date:6/26/2024 Agenda Item No:12. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: OCEAN OUTFALL SYSTEM REHABILITATION, PROJECT NO. J-117 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve a contingency increase of $727,933 (8.5%)to the Professional Construction Services Agreement with Brown and Caldwell for Ocean Outfall System Rehabilitation,Project No.J-117, Outfall Low Flow Pump Station,Contract No.J-117B,for a new total contingency not to exceed $1,584,324 (18.5%). BACKGROUND Orange County Sanitation District’s (OC San)Ocean Outfall System Rehabilitation,Project No.J- 117,has two construction contracts.The second and final construction contract is the Outfall Low Flow Pump Station,Contract No.J-117B,which will construct a new Outfall Low Flow Pump Station and rehabilitate the existing Ocean Outfall Booster Station.The contract also includes construction of a new plant water pump station required to separate reclaimable and non-reclaimable flows to support OCWD’s reclamation of Plant No.2 effluent,the replacement of several 12kV switchgear lineups at the heart of the Plant No.2 power distribution system,construction of an electrical SCADA System similar to Plant No. 1, and network upgrades. Brown and Caldwell is currently under contract to provide professional construction services to support the construction of Contract No. J-117B. RELEVANT STANDARDS ·Ensure the public’s money is wisely spent PROBLEM The level of effort assumed in the Professional Construction Services Agreement included assumptions such as the number of resubmittals,requests for information (RFIs),and design changes due to unexpected field conditions.These assumptions were based on the best available information and experience from past projects.Due to project complexity,the effort to support these items has been higher than past projects.The level of effort to complete the job is projected to exceed what was anticipated due to more resubmittals,RFIs,design changes,testing,and additional Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3651 Agenda Date:6/26/2024 Agenda Item No:12. exceed what was anticipated due to more resubmittals,RFIs,design changes,testing,and additional scope of work items.In addition,the construction schedule is currently being extended by eight months due to construction delays. Examples of additional construction services that were not part of the original scope of work include: (1)additional dewatering support during construction;(2)electrical design modifications to allow CenGen to feed standby power to the Trickling Filter Pump Stations to maintain permit compliance during a power outage;(3)programming of the industrial control system network switches;and (4) development of enhanced Operations and Maintenance manuals and standard operating procedures and associated training. PROPOSED SOLUTION Approve a contingency increase to the Professional Construction Services Agreement. TIMING CONCERNS If this amendment is not approved,we may run out of budget to provide the remaining professional services to support construction. RAMIFICATIONS OF NOT TAKING ACTION The Professional Construction Services Agreement “not to exceed”fee will not be sufficient to appropriately provide the remaining professional construction service and OC San will need to utilize staff or other services to complete the project. PRIOR COMMITTEE/BOARD ACTIONS December 2018 -Approved a Professional Construction Services Agreement with Brown and Caldwell to provide construction support services for Ocean Outfall System Rehabilitation,Project No.J 117,Outfall Low Flow Pump Station,Contract No.J 117B,for a total amount not to exceed $8,563,913; and approve a contingency of $856,391 (10%). ADDITIONAL INFORMATION N/A CEQA An Initial Study/Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program for the Outfall Low Flow Pump Station,Contract No.J-117B,was adopted by the Board on September 27, 2017. The Notice of Determination was filed with the OC Clerk-Recorder on October 2, 2017. Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3651 Agenda Date:6/26/2024 Agenda Item No:12. FINANCIAL CONSIDERATIONS This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget Update,Fiscal Year 2023-2024,Appendix A,Page 8,Ocean Outfall System Rehab, Project No. J-117) and the budget is sufficient for the recommended action. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation VP:lb Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ 5/28/2024 1 Ocean Outfall System Rehabilitation, Project No. J-117 Presented by Mike Dorman, Director of Engineering Operations Committee June 5, 2024 Consultant Contingency Increase v Orange CountySanitation District70thAnniversary NON‐RECLAIMABLE FLOWSRECLAIMABLE FLOWS REPLACE EXISTING PLANT WATER PUMP STATION PLANT WATER PUMP STATION LOW FLOW PUMP STATION OCEAN OUTFALL BOOSTER STATION REHABILITATION CENGEN ELECTRICAL REPLACEMENT Project J‐117B Scope 2 1 2 5/28/2024 2 v Orange CountySanitation District70thAnniversary 3 OOBS Pumps (2,650 HP) Low Flow and Plant Water Pump Stations OOBS 12kV Switchgear Low Flow Pumps v Orange CountySanitation District70thAnniversary 12kV Service Center Dist Ctr J Dist Ctr H Ocean Outfall Booster Station (OOBS) EPSA Standby Power Headworks Standby Power Dist Ctr A EPSA Elect Bldg Dist Ctr B Power Bldg B Power Bldg C City Water PS RAS East RAS West DAF Ops Center Low Flow/ Plant Water Pump Station Projects: J-117B P2-107 CenGen P2‐107 Scope: Plant‐wide electrical control system and industrial control system network 4 3 4 5/28/2024 3 v Orange CountySanitation District70thAnniversary 5 January 2019 Award PCSA $8,563,913 + $856,391 (10%) Contingency Today Request PCSA Contingency Increase 225‐day Time Extension to April 1, 2025 Original Construction Schedule January 24, 2019 to July 23, 2024 (2,007 days) OOBS and CenGen 12kV Switchgear Delays Additional AnticipatedActuals to DateQuantity PlannedDescription 120832700Request of Information 14190100Design Changes/ Changed Conditions Planned Professional Construction Services Agreement (PCSA) Scope versus Actuals 13% additional construction duration = 8.5% additional construction costs v Orange CountySanitation District70thAnniversary 6 CostDescription $346,857Additional Dewatering Support $172,431Electrical Design Changes $172,832Cisco Switches Programming/Configuration $132,812Additional Operations Manual, Standard Operations Procedures and Training $824,932Total $856,391Current Consultant Contingency (10%) $31,459Remaining Contingency to Date $727,933Additional Requested Contingency (8.5%) $759,392Revised Remaining Contingency 5 6 5/28/2024 4 Orange CountySanitation District70thAnniversary Recommend to the Board of Directors to: Approve a contingency increase of $727,933 (8.5%) to the Professional Construction Services Agreement with Brown and Caldwell for Ocean Outfall System Rehabilitation, Project No. J-117, Outfall Low Flow Pump Station, Contract No. J-117B, for a new total contingency not to exceed $1,584,324 (18.5%). 7 Questions? 1954 - 2024 Orange County Sanitation District70thAnniversary 7 8 OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3652 Agenda Date:6/26/2024 Agenda Item No:13. FROM:Robert Thompson, General Manager Originator: Mike Dorman, Director of Engineering SUBJECT: HEADQUARTERS COMPLEX AT PLANT NO. 1, PROJECT NO. P1-128 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: A. Approve a project budget increase of $1,500,000 for Headquarters Complex at Plant No. 1, Project No. P1-128 for a new total project budget of $171,000,000; and B. Approve a contingency increase of $1,538,175 (1.5%) to the existing Construction Contract No. P1-128A with Swinerton Builders for Headquarters Complex at Plant No. 1, Project No. P1 -128, for a total contingency of $6,665,424 (6.5%). BACKGROUND The Orange County Sanitation District (OC San)is constructing a new Headquarters Building under Project No.P1-128.The new Headquarters Building will house administrative,technical,and engineering staff.Construction started in July 2021 and is scheduled for completion in mid-2024. The construction is approximately 98% complete. RELEVANT STANDARDS ·Ensure the public’s money is wisely spent ·Provide a safe and collegial workspace PROBLEM As construction nears completion,the projected cost of change orders to the construction contract is nearing the Board approved contingency amount.The changes to date have largely been related to design changes,unknown conditions,utility conflicts,and compliance with outside agency requirements that were not anticipated. Examples of these large changes that were not anticipated include:(1)waterline conflicts during the installation of a new storm drain along Ellis Avenue;(2)implementation of a distributed antenna system which is required by police and the fire department;(3)change to night work by the City of Fountain Valley for all work along Ellis Avenue due to conflicts with the on-going nearby 405 freeway Caltrans/OCTA construction project;and (4)structural framing support changes that were omitted in Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3652 Agenda Date:6/26/2024 Agenda Item No:13. Caltrans/OCTA construction project;and (4)structural framing support changes that were omitted in the design throughout the building to support all 252 active chill beam perforated metal panels. The current authorized contingency is insufficient to commence negotiations with the Contractor for all remaining requested changes by the Contractor and resolution of disputed items prior to final closure of the project.This requested contingency increase will provide authority to Staff to reach final resolution of all outstanding issues and allow closure of the project. PROPOSED SOLUTION Approve a project budget increase of $1,500,000 for a new total project budget of $171,000,000 and approve a contingency increase of $1,538,175 (1.5%)to the construction contract for a total contingency of $6,665,424 (6.5%). TIMING CONCERNS Additional contingency funds are required to approve any current and future construction changes without causing project delays and proceed with negotiations to resolve disputed construction changes. RAMIFICATIONS OF NOT TAKING ACTION If the project budget and contract contingency is not increased the project will not have sufficient funds to commence and complete negotiations with the Contractor for resolution of all outstanding requested changes and disputed items.The Contractor may seek legal action against OC San to obtain compensation for all requested and disputed items. PRIOR COMMITTEE/BOARD ACTIONS May 2021 -Awarded a Construction Contract to Swinerton Builders for Headquarters Complex at Plant No.1,Project No.P1-128,for an amount not to exceed $102,544,974;and approved a contingency of $5,127,249 (5%). ADDITIONAL INFORMATION N/A CEQA The project is included in the Addendum to the City of Fountain Valley “Fountain Valley Crossings Specific Plan” Program Environmental Impact Report, State Clearinghouse No. 2015101042. FINANCIAL CONSIDERATIONS This request complies with the authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget Update,Fiscal Year 2023-2024,Appendix A,Page 8,Headquarters Complex,Project No.P1-128).This item will increase the project budget and will be funded from the CIP budget. Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3652 Agenda Date:6/26/2024 Agenda Item No:13. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Presentation AB:lb Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ 5/29/2024 1 Headquarters Complex at Plant No. 1, Project No. P1‐128 Presented by Raul Cuellar, Engineering Manager Operations Committee June 5, 2024 Construction Contingency Increase v Orange CountySanitation District70thAnniversary 2 Remaining items to be completed by contractor: • Landscaping • Courtyard metal fencing • Final paving (Ellis Avenue) • SCE street lighting and demolition of old transformer • Conference room glass marker boards • Final inspection • Punch list items 1 2 5/29/2024 2 v Orange CountySanitation District70thAnniversary 3 Construction Contract Schedule •Notice to Proceed: July 7, 2021 •Substantial Completion: May 29, 2024 (Temporary Certificate of Occupancy)•Beneficial Occupancy: June 4, 2024 (First day for OC San Staff)•Final Completion: July 31, 2024 (Anticipated) $102,544,973Original Contract Amount $4,153,04014 Approved Change Orders $106,608,012Revised Contract Amount $5,127,249Board Approved Contingency (5%) $974,209Remaining Contingency 0.95% Remaining 4.05% v Orange CountySanitation District70thAnniversary Percentage (%)Amount ($)Change Type 75%$3,134,603Non‐reimbursable Design Errors 17%$695,972Unknown Conditions 4%$165,974Staff Requested Change 3%$123,555Other 1%$32,935Reimbursable Design Errors $4,153,040Total (through Change Order #14) $5,127,249Contingency (5%) $974,209Remaining Contingency 4 3 4 5/29/2024 3 v Orange CountySanitation District70thAnniversary 5 CostChange $608,000Storm drain utility conflicts Ellis Avenue $357,000Ellis Avenue night work (405 freeway) $425,000Distributed antenna system (DAS) $269,000Structural frame support and bracing for chilled beams Orange CountySanitation District70thAnniversary 6 5 6 5/29/2024 4 Orange CountySanitation District70thAnniversary 7 A DAS is normally required for high‐rise buildings. Energy efficiency glass impact police and fire communication signal requiring a DAS. Orange CountySanitation District70thAnniversary 8 Additional Structural Frame Supports and Bracing (252 locations) Chilled Beams 7 8 5/29/2024 5 v Orange CountySanitation District70thAnniversary 9 Amount ($)Description $1,172,070Disputed Changes / To Be Submitted $958,278Additional Known/Anticipated Changes $2,130,348Total ($974,209)Less Remaining Contingency $1,156,138Required Contingency Increase $1,538,175Requested Contingency Increase (1.5%) Orange CountySanitation District70thAnniversary Recommend to the Board of Directors to: A. Approve a project budget increase of $1,500,000 for Headquarters Complex, Project No. P1-128 for a new total project budget of $171,000,000; and B. Approve a contingency increase of $1,538,175 (1.5%) to the existing construction contract with Swinerton Builders for Headquarters Complex at Plant No. 1, Project No. P1-128A, for a total construction contingency of $6,665,424 (6.5%). 10 9 10 5/29/2024 6 Questions? 1954 - 2024 Orange County Sanitation District 70th Anniversary 11 11 ADMINISTRATION COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3662 Agenda Date:6/26/2024 Agenda Item No:14. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: GANN APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024-25 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Adopt Resolution No.OC SAN 24-06,entitled:“A Resolution of the Board of Directors of the Orange County Sanitation District Establishing the Annual Appropriations Limit for Fiscal Year 2024-25 for the Orange County Sanitation District in Accordance with the Provisions of Division 9 of Title 1 of the California Government Code”. BACKGROUND This routine annual action adopts a resolution establishing the spending limit for “proceeds of taxes” in accordance with Article XIII B of the Constitution of the State of California (Section 7910 of the Government Code).The Orange County Sanitation District’s (OC San)annual appropriations are well below the limit. In 1979,Proposition 4 (the Gann Initiative)was approved,adding Article XIII B to the State Constitution.The provisions of this article place limits on the amount of revenue that can be appropriated by all entities of government.This initiative was designed to constrain government expenditures by placing an annual limit on jurisdictions'revenue and appropriation growth.The Appropriations Limit is based on actual appropriations during the 1978-1979 fiscal year,as increased each year using specified population and inflationary growth factors.This annual growth allowance is linked to changes in population and cost of living.The passage of Proposition 111 in June 1990 amended Article XIII B,making changes in the base year upon which the Appropriations Limit is based,establishing new cost of living factors and new population factors for use by local governments,and increasing appropriations not subject to the limit (primarily qualified capital outlay projects).The financial constraints of Article XIII B apply to the State,all cities,counties,special districts, and all other political subdivisions. RELEVANT STANDARDS ·Produce Operations and CIP budgets every two years, with annual update Orange County Sanitation District Printed on 6/19/2024Page 1 of 2 powered by Legistar™ File #:2024-3662 Agenda Date:6/26/2024 Agenda Item No:14. PROBLEM Article XIII B of the State Constitution places limits on the amount of revenue that can be appropriated by all entities of government. PROPOSED SOLUTION Approval of the proposed Resolution establishing the annual Appropriations Limit for fiscal year 2024- 25 in accordance with the Provisions of Division 9 of Title 1 of the California Government Code. TIMING CONCERNS The proposed two-year budget,effective July 1 of this year,will be finalized and presented to the Board for adoption in June.The Appropriations Limit Resolution needs to be adopted in conjunction with the budget. RAMIFICATIONS OF NOT TAKING ACTION OC San will not be able to carry out its financial fiduciary duties beyond June 30, 2024. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Resolution No. OC SAN 24-06 Orange County Sanitation District Printed on 6/19/2024Page 2 of 2 powered by Legistar™ OC SAN 24-06-1 RESOLUTION NO. OC SAN 24-06 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ORANGE COUNTY SANITATION DISTRICT ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024-25 FOR THE ORANGE COUNTY SANITATION DISTRICT IN ACCORDANCE WITH THE PROVISIONS OF DIVISION 9 OF TITLE 1 OF THE CALIFORNIA GOVERNMENT CODE WHEREAS, Article XIII B of the Constitution of the State of California as proposed by the Initiative Measure approved by the people at the special statewide election held on November 6, 1979, provides that the total annual appropriations limit of each local government agency shall not exceed the appropriations limit of such entity for the prior year, adjusted for changes in the cost of living and population, except as otherwise specifically provided for in said Article; and, WHEREAS, the State Legislature added Division 9 (commencing with Section 7900) to Title 1 of the Government Code of the State of California to implement Article XIII B of the California Constitution; and, WHEREAS, Section 7910 of the Government Code provides that each year the governing body of each local jurisdiction shall, by resolution, establish its appropriations limit for the following fiscal year pursuant to Article XIII B at a regularly scheduled meeting or a noticed special meeting and that fifteen (15) days prior to such meeting, documentation used in the determination of the appropriations limit shall be available to the public; and, WHEREAS, Section 7902 (a) of the Government Code sets forth the method for determining the appropriations limit for each local jurisdiction for the 2023-24 fiscal year; and, WHEREAS, the Board of Directors wishes to establish the appropriations limit for fiscal year 2024-25 for the Orange County Sanitation District. NOW, THEREFORE, the Board of Directors of the Orange County Sanitation District DOES HEREBY RESOLVE, DETERMINE AND ORDER: Section 1: That it is hereby found and determined that the documentation used in the determination of the appropriations limit for the Orange County Sanitation District, for fiscal year 2024-25, was available to the public in the Finance Department of said Orange County Sanitation District at least fifteen (15) days prior to this date. OC SAN 24-06-2 Section 2: That the appropriations limit for fiscal year 2024-25 for the Orange County Sanitation District, as established in accordance with Section 7902(b) of the California Government Code is $142,444,371. The budgeted appropriations from proceeds of taxes is within this maximum authorized spending limitation for fiscal year 2024-25. Section 3: That the Board of Directors of the Orange County Sanitation District, has determined that the percent change in California per capita personal income from the preceding year would be the cost of living factor to be used and the weighted average population change of the cities within the Orange County Sanitation District would be the population factor to be used in calculating the Orange County Sanitation District's appropriations limit for the fiscal year 2024-25. Section 4: The determination of the appropriation limit is based upon the best and most complete information available at this time. The Orange County Sanitation District reserves the right to review and re-establish a new and different limit in the event that it subsequently determines that a modification of the limitation amount is appropriate. PASSED AND ADOPTED at a regular meeting of the Board of Directors held June 26, 2024. Chad P. Wanke Board Chairman ATTEST: Kelly A. Lore, MMC Clerk of the Board OC SAN 24-06-3 STATE OF CALIFORNIA ) ) ss COUNTY OF ORANGE ) I, Kelly A. Lore, Clerk of the Board of Directors of the Orange County Sanitation District, do hereby certify that the foregoing Resolution No. OC SAN 24-06 was passed and adopted at a regular meeting of said Board on the 26th day of June 2024, by the following vote, to wit: AYES: NOES: ABSTENTIONS: ABSENT: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of Orange County Sanitation District this 26th day of June 2024. Kelly A. Lore, MMC Clerk of the Board of Directors Orange County Sanitation District ADMINISTRATION COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3663 Agenda Date:6/26/2024 Agenda Item No:15. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: FY 2024-25 USE CHARGES FOR SANTA ANA WATERSHED PROJECT AUTHORITY GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Adopt Resolution No.OC SAN 24-07,entitled:“A Resolution of the Board of Directors of the Orange County Sanitation District Establishing Use Charges for the 2024-25 Fiscal Year Pursuant to the Wastewater Treatment and Disposal Agreement with the Santa Ana Watershed Project Authority (“SAWPA”)”. BACKGROUND Currently,the Orange County Sanitation District (OC San)invoices SAWPA on a quarterly basis for the wastewater discharge received from the SARI line.Annually,the rates for flow,BOD,and TSS are calculated based upon the fiscal year budget for treatment and disposal costs and the 1996 Wastewater Treatment and Disposal Agreement.The rates calculated for each constituent for FY 2024-25 for wastewater discharge are: FLOW $293.46 per million gallons of flow BOD $395.62 per thousand pounds TSS $496.37 per thousand pounds The FY 2024-25 rates are an average 0.5 percent increase from the FY 2023-24 rates due to an increase in the treatment and disposal costs in the proposed FY 2024-25 Budget.These rates are separate from the rates charged for additional capacity purchases by SAWPA. RELEVANT STANDARDS ·Comply with OC San Policy - Establishing Annual SAWPA Treatment and Disposal Rates ·Support of 1996 Treatment and Disposal Agreement with SAWPA TIMING CONCERNS Rates should be effective July 1, 2024 (FY 2024-25). Orange County Sanitation District Printed on 6/19/2024Page 1 of 2 powered by Legistar™ File #:2024-3663 Agenda Date:6/26/2024 Agenda Item No:15. RAMIFICATIONS OF NOT TAKING ACTION Rates would not be established for FY 2024-25 for cost recovery for treatment and disposal of SAWPA’s wastewater discharge. PRIOR COMMITTEE/BOARD ACTIONS A resolution is adopted annually in June pursuant to the Wastewater Treatment and Disposal Agreement with SAWPA. ADDITIONAL INFORMATION The FY 2024-25 proposed budget to operate,maintain,and manage OC San’s sewage collection, treatment,and disposal system is $233.7 million,an increase of approximately 8.3 percent,or $17.9 million,from the prior year budget.The Operating Budget increase is primarily driven by increased outside contractual,utility,and personnel costs.Inflation that has impacted the nation’s economy over the past year is also driving up OC San’s cost of doing business. CEQA N/A FINANCIAL CONSIDERATIONS N/A ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Resolution No. OC SAN 24-07 Orange County Sanitation District Printed on 6/19/2024Page 2 of 2 powered by Legistar™ OC SAN 24-07-1 RESOLUTION NO. OC SAN 24-07 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ORANGE COUNTY SANITATION DISTRICT ESTABLISHING USE CHARGES FOR THE 2024-25 FISCAL YEAR PURSUANT TO THE WASTEWATER TREATMENT AND DISPOSAL AGREEMENT WITH THE SANTA ANA WATERSHED PROJECT AUTHORITY (“SAWPA”) WHEREAS, the Board of Directors has approved the Wastewater Treatment and Disposal Agreement with the SANTA ANA WATERSHED PROJECT AUTHORITY (“SAWPA”); and, WHEREAS, said agreement provides for payment of Disposal Costs for the measured and sampled flow of Wastewater discharged from SAWPA’s SARI Service Area to Districts’ facilities; and, WHEREAS, said agreement provides for adjustment of said Disposal Costs on an annual basis. NOW, THEREFORE, The Board of Directors of the Orange County Sanitation District, DOES HEREBY RESOLVE, DETERMINE, AND ORDER: Section 1. That pursuant to Section C4 of the Wastewater Treatment and Disposal Agreement, the 2024-25 fiscal year charges for Disposal Costs are hereby established as follows: For Flow: $ 293.46 per million gallons of flow For Biochemical Oxygen Demand: $ 395.62 per thousand pounds For Total Suspended Solids: $ 496.37 per thousand pounds PASSED AND ADOPTED at a regular meeting of the Orange County Sanitation District’s Board of Directors held June 26, 2024. Chad P. Wanke Board Chairman ATTEST: Kelly A. Lore, MMC Clerk of the Board OC SAN 24-07-2 STATE OF CALIFORNIA ) ) ss COUNTY OF ORANGE ) I, Kelly A. Lore, Clerk of the Board of Directors of the Orange County Sanitation District, do hereby certify that the foregoing Resolution No. OC SAN 24-07 was passed and adopted at a regular meeting of said Board on the 26th day of June 2024, by the following vote, to wit: AYES: NOES: ABSTENTIONS: ABSENT: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of Orange County Sanitation District this 26th day of June 2024. Kelly A. Lore, MMC Clerk of the Board of Directors Orange County Sanitation District ADMINISTRATION COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3664 Agenda Date:6/26/2024 Agenda Item No:16. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: FY 2024-25 PROPERTY - LIABILITY INSURANCE RENEWALS GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve the Orange County Sanitation District FY 2024-25 Property-Liability Insurance Renewals included in the FY 2024-25 Budget for the not-to-exceed amounts specified below: Property and Boiler & Machinery - Not to Exceed $2,906,254 Excess General Liability Insurance - Not to Exceed $1,704,203 Excess Workers’ Compensation Insurance - Not to Exceed $ 437,293 Earthquake Insurance - Not to Exceed $ 222,583 TOTAL $5,270,333 BACKGROUND Financial Management staff and the Orange County Sanitation District’s (OC San)operational insurance broker,Alliant,began the renewal process in January and received final quotes in June. After negotiating with the insurance carriers,Alliant was able to secure competitive rates for OC San without compromising the quality of coverage provided.The insurance market has been in a state of flux due to reduced reinsurer capacity,weather extremes,sea level rise,wildfires,catastrophic losses,social inflation,and cybersecurity threats around the world and in the state of California. There is a lot of uncertainty in the market and insurers have taken losses for previous years and,as a result, insurance costs will increase to absorb the losses. The uncertainty in the market due to the above-mentioned factors will impact the insurance rates.As such,OC San will need to pay higher rates to obtain the same coverage limits.The current extreme degree of uncertainty in the insurance industry means significant rate increases,at least in the short term, until the numbers play out for the insurance industry over the next few years. The proposed cost of insurance coverage for FY 2024-25 is $5,270,333,an increase of $937,450 (22%). A summary of the insurances is included in the Additional Information section below. Orange County Sanitation District Printed on 6/19/2024Page 1 of 4 powered by Legistar™ File #:2024-3664 Agenda Date:6/26/2024 Agenda Item No:16. RELEVANT STANDARDS ·Protect OC San assets PROBLEM Current insurance coverage expires June 30,2024,and insurance coverage is necessary to protect OC San assets and financial well-being. PROPOSED SOLUTION Approve the insurance renewals as described to ensure continued coverage of OC San assets. TIMING CONCERNS Board approval is necessary since current coverage expires June 30, 2024. RAMIFICATIONS OF NOT TAKING ACTION Without Board approval,OC San cannot finalize the contracts with the insurance carriers and OC San’s insurance will lapse. PRIOR COMMITTEE/BOARD ACTIONS May 2024 -Informational presentation to the Administration Committee providing an overview of the insurance renewal market. ADDITIONAL INFORMATION The cost of insurance coverage for FY 2024-25 is $5,270,333,an increase of $937,450 (22%).OC San’s budget provides funds for the renewal of the following four major insurances for OC San operations: 1)All-Risk Property and Flood Insurance (Includes Boiler & Machinery) The All-Risk Property and Flood Insurance Program (Property Insurance)provides comprehensive coverage for much of OC San’s real and personal property regarding virtually all perils including fire, flood,and business interruption.Current Property Insurance limits are $1 billion dollars for most perils other than flood and earthquakes,and $25 million dollars for flood,with many sub-limits for various situations.In order to reach $800 million dollars in limits,the broker had to arrange for more than a dozen different insurers.The self-insured retention (SIR)is $500,000 per occurrence for most types of losses. Since the late 1990’s,the Property Insurance has been with a nationwide joint purchase property insurance program called Public Entity Property Insurance Program,one of the world’s largest property programs.It is important to note that this joint purchase property insurance offers the purchasing power of numerous large public entities without the pooling or sharing of coverage or losses.The Boiler &Machinery Insurance component of the property insurance provides Orange County Sanitation District Printed on 6/19/2024Page 2 of 4 powered by Legistar™ File #:2024-3664 Agenda Date:6/26/2024 Agenda Item No:16. losses.The Boiler &Machinery Insurance component of the property insurance provides comprehensive coverage for loss caused by machinery breakdown and explosion of steam boilers or other covered process equipment,including damage to the equipment itself and damage to other property caused by covered accidents.The current Boiler &Machinery Insurance Program provides coverage of $100 million per occurrence with deductibles ranging from $25,000 to $350,000 for losses caused by covered machinery breakdown (e.g.,motors,steam turbines,digesters,co-gen engines).Damages to the equipment,as well as damage to other property and improvements from machinery breakdown,are covered by the Boiler &Machinery Insurance.This program augments OC San’s All-Risk Property Insurance that covers perils such as fire and flood. The estimated cost for All-Risk Property and Flood is $2,906,254, an increase of $327,828 (13%). 2)Excess General Liability Insurance OC San’s Excess General Liability Insurance Program is currently provided through the California Municipal Excess Liability Program (CAMEL)and its sister program,the Alliant National Municipal Liability Program.OC San has participated in the CAMEL program since FY 1996-97.This program currently provides OC San with a $40 million dollar policy of comprehensive coverage for municipal liability,bodily injury and property damage,and personal injury.The program was structured to also include Employment Practices and Public Officials Errors &Omissions coverage.The $40 million dollar coverage has a planned self-insured deductible of $1,000,000. The estimated cost for Excess General Liability is $1,704,203, an increase of $486,915 (40%). 3)Excess Workers’ Compensation The Excess Workers’Compensation insurance coverage is with Public Risk Innovation,Solutions, and Management (formerly California State Association of Counties Excess Insurance Authority).OC San has participated in this program or its predecessor since 2003.The Excess Workers’ Compensation program currently provides “Statutory”(unlimited)coverage with a SIR,or deductible, of $1 million. The use of Excess Workers’ Compensation Insurance dates back to the late 1980’s. The estimated cost for Excess Workers’ Compensation is $437,293, an increase of $98,316 (29%). 4)Earthquake Insurance OC San previously carried earthquake insurance as part of its Property Insurance,but in the last 15 years earthquake insurance proved difficult to obtain or not cost-effective.Each year,OC San asked its insurance broker to survey the market to see if rates changed.In 2015,a plan was created to maintain coverage on several key OC San structures identified by Engineering,thus keeping the cost manageable. The insurance is a high deductible plan with a limit of $25 million dollars in total. The estimated cost for Earthquake Insurance is $222,583, an increase of $24,391 (12%). CEQA N/A Orange County Sanitation District Printed on 6/19/2024Page 3 of 4 powered by Legistar™ File #:2024-3664 Agenda Date:6/26/2024 Agenda Item No:16. FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been included in the FY 2024-25 Budget Update. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: N/A Orange County Sanitation District Printed on 6/19/2024Page 4 of 4 powered by Legistar™ OPERATIONS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3665 Agenda Date:6/26/2024 Agenda Item No:17. FROM:Robert Thompson, General Manager Originator: Wally Ritchie, Director of Finance SUBJECT: PROPOSED FISCAL YEAR 2024-25 AND FISCAL YEAR 2025-26 BUDGET GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve the proposed Operating,Capital,Debt Service,and Self-Insurance Budgets for FY 2024-25 and FY 2025-26 as follows: FY 2024-25 FY 2025-26 Net Operating $232,674,493 $239,114,716 Self-Insurance - Workers’ Comp. 1,124,029 1,182,835 Self-Insurance - Property & Gen. Liability 4,402,500 4,767,000 Net Capital Improvement Program 223,075,113 279,436,128 Debt/COP Service 61,027,421 60,431,104 Intra-District Joint Equity Purchase/Sale (1) 3,500,000 3,500,000 Total $525,803,556 $588,431,783 (1) Cash to/from Revenue Area 14 (RA14) in exchange for capital assets to/from Consolidated Revenue Area 15 (RA15) BACKGROUND The FY 2024-25 and FY 2025-26 Proposed Budget is included for the Committee's consideration. The Budget has been presented to the Operations Committee at the regular June meeting in order to allow each Standing Committee an opportunity to review the proposal prior to the June Board meeting.Although each Committee has had an opportunity to review the proposal,it remains the responsibility of the Administration Committee to recommend approval.The Administration Committee is requested to recommend that the Board of Directors approve this budget at the June 26, 2024 Board of Directors meeting. RELEVANT STANDARDS ·Ensure the public’s money is wisely spent ·Produce appropriate financial reporting -Operating and CIP budgets every two years,with annual update Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3665 Agenda Date:6/26/2024 Agenda Item No:17. PROBLEM The Orange County Sanitation District (OC San)cannot maintain and monitor its financial condition, operations,and future capital improvements without examination and transparency into its resources, revenues, reserves, and outlays, and cannot continue to operate without an approved budget. PROPOSED SOLUTION Approve the Proposed FY 2024-25 and FY 2025-26 Budget. TIMING CONCERNS OC San is currently operating in the final year of its two-year budget which runs through June 30, 2024.The new budget will be effective July 1 of this year upon adoption by the Board of Directors in June. RAMIFICATIONS OF NOT TAKING ACTION OC San will not have an updated budget to be able to carry out its financial fiduciary duties or other operations beyond June 30, 2024. PRIOR COMMITTEE/BOARD ACTIONS June 2023 -Adopted the proposed Operating,Capital,Debt Service,and Self-Insurance Budgets for FY 2023-24 as follows: FY 2023-24 Net Operating $215,389,585 Self-Insurance - Workers’ Comp. 850,500 Self-Insurance - Property & Gen. Liability 3,318,000 Net Capital Improvement Program 271,978,000 Debt/COP Service 68,611,384 Intra-District Joint Equity Purchase/Sale(1) 3,500,000 Total $563,647,469 (1)Cash to/from Revenue Area 14 (RA14)in exchange for capital assets to/from Consolidated Revenue Area 15 (RA15) ADDITIONAL INFORMATION OC San’s FY 2024-25 and FY 2025-26 Budget represents a consolidation of two one-year proposed operating and capital budgets.OC San’s FY 2024-25 operating and capital improvement budget is proposed at $456.7 million,a 6.3 percent decrease from the prior year budget of $487.4 million.This overall decrease is primarily attributable to a decrease of $48.9 million in net CIP Outlay offset by an Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3665 Agenda Date:6/26/2024 Agenda Item No:17. overall decrease is primarily attributable to a decrease of $48.9 million in net CIP Outlay offset by an $18.3 million increase in operating costs. OC San’s FY 2025-26 operating and capital improvement budget is proposed at $518.4 million,a 13.5 percent increase from the FY 2024-25 proposed budget.The increase is mostly comprised of a $56.2 million,or 25.2 percent net increase in cash outlays for construction projects.The fluctuation in capital outlay requirements over the next two years is attributable to the timing of the construction schedule on the implementation of the overall combined ten-year, $3.3 billon CIP. The FY 2024-25 and FY 2025-26 budget continues to reflect the agency’s ongoing efforts to meet the operational standards and regulatory requirements.Staffing levels are being proposed at 663.5 full time equivalent (FTE)positions,an increase of 8.5 FTE positions,or 1.3 percent over the 655.0 FTE staffing level that was approved for FY 2023-24. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Draft FY 2024-25 and FY 2025-26 Budget ·Presentation Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ Orange County Sanitation District, California DR A F T MISSION STATEMENT “To protect public health and the environment by providing eective wastewater collection, treatment, and recycling.” July 1, 2024 through June 30, 2025 and July 1, 2025 through June 30, 2026 Orange County Sanitation District, California FY 2024-25 & FY 2025-26 Proposed Budget For Fiscal Years DR A F T Service Area and Plant Location Orange County Sanitation District Service Area and Treatment Plant Locations in Orange County, CA DR A F T The Government Finance Ocers 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, 2022. 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 nancial plan, and as a communication device. The award is valid for a period of two years only. We believe our current budget continues to conform to the program requirements, and we are submitting it to GFOA to determine its eligibility for another award. GFOA Budget Presentation Award DR A F T Table of Contents Reader's Guide to the Budget ............................................................................................................................................................................................................... Board of Directors ................................................................................................................................................................................................................................... Board Committees .................................................................................................................................................................................................................................. Orange County Sanitation District Organization Chart ................................................................................................................................................................. Administrative Ocials .......................................................................................................................................................................................................................... General Manager's Budget Message ............................................................................................................................................................................................... Mission & Vision ...................................................................................................................................................................................................................................... Core Values ............................................................................................................................................................................................................................................... Section 1 – Executive Summary Executive Summary ................................................................................................................................................................................................................... Section 2 – Introduction Financial Overview & Budgetary Issues .............................................................................................................................................................................. Business Plan ........................................................................................................................................................................................................................... OC San Long-Term Planning ............................................................................................................................................................................................... Background Information and Description of Services .................................................................................................................................................. Orange County at a Glance ................................................................................................................................................................................................. Section 3 - Policies, Systems and Processes Fiscal Policy ............................................................................................................................................................................................................................... GFOA Best Practices and Advisories ................................................................................................................................................................................. Overview of the Budget Process ....................................................................................................................................................................................... Budget Assumptions ............................................................................................................................................................................................................. Accounting System and Budgetary Control ................................................................................................................................................................... OC San Fund Structure Diagram ....................................................................................................................................................................................... Revenue Sources ................................................................................................................................................................................................................... Section 4 – OC San Summary FY 2024-25: Where the Money Comes From ...................................................................................................................................................................................... Where the Money Goes .................................................................................................................................................................................................... Funding Sources by Category ........................................................................................................................................................................................ Funding Uses by Category .............................................................................................................................................................................................. FY 2025-26: Where the Money Comes From ...................................................................................................................................................................................... Where the Money Goes .................................................................................................................................................................................................... Funding Sources by Category ....................................................................................................................................................................................... Funding Uses by Category .............................................................................................................................................................................................. Budget Resources ..................................................................................................................................................................................................................... Budget Resources by Revenue Area– FY 2024-25..................................................................................................................................................... Budget Resources by Revenue Area – FY 2025-26................................................................................................................................................... Projected Reserves ................................................................................................................................................................................................................. Consolidated Cash Flow Projections ................................................................................................................................................................................. Table of Contents i iii iv v vi vii ix x 1 1 12 20 21 21 1 7 16 17 20 21 22 1 1 2 3 4 4 5 6 7 9 11 13 15DR A F T Table of Contents Section 5 - Operations Overview Operations Budget Overview .................................................................................................................................................................................................. Operations Summary/Comparisons by Department ........................................................................................................................................................ Expense by Category ............................................................................................................................................................................................................... Allocation to Individual Revenue Areas ............................................................................................................................................................................... Net Operating Expense by Line Item ................................................................................................................................................................................... Notes to Operations Summary ............................................................................................................................................................................................... Section 6 - Operating Divisions GENERAL MANAGEMENT General Management Administration .................................................................................................................................................................................... FINANCE AND ADMINISTRATIVE SERVICES Administrative Services Administration ............................................................................................................................................................................. Consolidated Services ........................................................................................................................................................................................................... Financial Management ........................................................................................................................................................................................................... Contracts, Purchasing, and Materials Management ....................................................................................................................................................... Information Technology .......................................................................................................................................................................................................... COMMUNICATIONS Communications Administration ........................................................................................................................................................................................ Board Services ........................................................................................................................................................................................................................ Public Aairs ............................................................................................................................................................................................................................ HUMAN RESOURCES Human Resources Administration ...................................................................................................................................................................................... Human Resources .................................................................................................................................................................................................................. Risk Management ................................................................................................................................................................................................................... ENVIRONMENTAL SERVICES Environmental Services Administration ............................................................................................................................................................................ Resource Protection .............................................................................................................................................................................................................. Laboratory, Monitoring & Compliance .............................................................................................................................................................................. Environmental Compliance .................................................................................................................................................................................................. ENGINEERING Engineering Administration ................................................................................................................................................................................................. Planning ..................................................................................................................................................................................................................................... Project Management .............................................................................................................................................................................................................. Design ........................................................................................................................................................................................................................................ Construction Management ................................................................................................................................................................................................... OPERATIONS & MAINTENANCE Operations & Maintenance Administration ...................................................................................................................................................................... Collection Facilities Operations & Maintenance ............................................................................................................................................................. Fleet Services ........................................................................................................................................................................................................................... Plant No. 1 Operations ............................................................................................................................................................................................................ Plant No. 2 Operations ......................................................................................................................................................................................................... Plant No. 1 Maintenance ...................................................................................................................................................................................................... Plant No. 2 Maintenance .................................................................................................................................................................................................... 1 2 3 4 5 8 1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77 81 85 89 93 97 101 105 109DR A F T Section 7 - Self-Insurance Program Self-Insurance Program Overview ......................................................................................................................................................................................... Total Self-Insurance Program .................................................................................................................................................................................................. General Liability and Property Self-Insurance Program.................................................................................................................................................... Workers' Compensation Self-Insurance Program............................................................................................................................................................... Section 8 - Capital Improvement Program Overview ....................................................................................................................................................................................................................................... Diagram of Treatment Process ............................................................................................................................................................................................... Project Summary - FY 2024-25 ............................................................................................................................................................................................ Capital Improvement Expenditure Graphs by Process and Type - FY 2024-25 ..................................................................................................... Project Summary - FY 2025-26............................................................................................................................................................................................ Capital Improvement Expenditure Graphs by Process and Type - FY 2025-26 .................................................................................................... Summary of Capital Requirements ........................................................................................................................................................................................ CIP Project Detail Sheets ........................................................................................................................................................................................................ Summary by Project Status - Collection System Projects ............................................................................................................................................. Summary by Project Status - Treatment & Disposal Projects ...................................................................................................................................... Summary by Revenue Program Category - Collection System Projects .................................................................................................................. Summary by Revenue Program Category - Treatment & Disposal Projects ............................................................................................................ Proposed Equipment Budget Summary - FY 2024-25 ................................................................................................................................................ Proposed Equipment Budget Detail - FY 2024-25 ...................................................................................................................................................... Proposed Equipment Budget Summary - FY 2025-26 .............................................................................................................................................. Proposed Equipment Budget Detail - FY 2025-26 ..................................................................................................................................................... Section 9 - Debt Service Debt Financing Program .......................................................................................................................................................................................................... Debt Service Requirements - Principal & Interest ............................................................................................................................................................. Debt Service Requirements - Interest Payments .............................................................................................................................................................. Debt Service Requirements - Principal Payments ............................................................................................................................................................ Section 10 - Appendix Sta ng by Department - Graph .............................................................................................................................................................................................. Sta ng by Category - Graph ................................................................................................................................................................................................... Historical Sta ng by Department - Graph .......................................................................................................................................................................... Total Historical Stang - Graph ............................................................................................................................................................................................. Historical Sta ng Summary .................................................................................................................................................................................................... Historical Sta ng Detail ........................................................................................................................................................................................................... Appropriations Limit .................................................................................................................................................................................................................. Budget Glossary ....................................................................................................................................................................................................................... Miscellaneous Statistics .......................................................................................................................................................................................................... Service Area Population Information .................................................................................................................................................................................. Index ............................................................................................................................................................................................................................................ Table of Contents 1 3 4 5 6 7 8 12 82 83 86 87 89 91 94 96 1 2 3 4 1 4 6 8 1 1 2 2 3 4 14 15 19 21 22DR A F T Organization Chart - An organization chart by position is provided for each division. Authorized FTE Positions - The total number of full-time equivalent positions assigned to each division is included in this table. Sta ng Trends - A multi-year stang trend chart is provided to show the changes that have occurred in each division over time. Service Description - A description of the services or functions provided by each division. FY 2023-24 Objectives - Represents the objectives dened by the division for the previous scal year. FY 2023-24 Performance Results - A summary of major accomplishments and objectives that were actually met during the previous scal year. FY 2024-25 and FY 2025-26 Performance Objectives - A list of projected goals to be accomplished during FY 2024-25 and FY 2025-26. Performance Measures - A listing of the measures that will be used to evaluate the success of the budgeted scal years. Budget Overview - Provides an overview of changes from the FY 2022-23 Budget to the FY 2024-25 and FY 2025-26 Budget. Additionally, the signicant impacts of budgetary changes are outlined along with dollar amounts. Reader’s Guide to the Budget Reader’s Guide to the Budget This guide is intended to help the reader understand what information is available in the budget and how it is organized. This budget document is broken down into ten sections including a Budget Glossary and Index. The Administrative Services Department invites your suggestions on ways to make the budget document more understandable. The General Manager’s Budget Message and a summary of OC San’s Core Values follow this guide. The General Manager’s budget message introduces the budget to the reader. Following is an explanation of the major sections of this budget: Section 1 – Executive Summary The Executive Summary highlights critical issues and nancial information regarding OC San’s FY 2024-25 and FY 2025-26 Budget. Section 2 – Introduction Section 3 – Policies and Practices Section 4 – OC San Summary This summary section is a comprehensive overview of the FY 2024- 25 and FY 2025-26 Budget with a focus on all consolidated OC San funds. Included are tables and graphs for both revenues and expenses. Section 5 – Operations Overview This section is a comprehensive overview of OC San’s operating costs and related revenues for FY 2024-25 and FY 2025-26. OC San’s operations include collection, treatment, and disposal activities. Tables are included for revenues and expenses to assist the reader in interpreting the data. Section 6 – Operating Divisions This section includes operating programs for OC San’s basic organizational units which provide collection and essential wastewater treatment services to the community. Divisional budgets are presented in the following format: i Fiscal Policies describe OC San’s nancial goals along with policies addressing the operating budget; revenues and expenses; service fees;capital improvement program; long- and short-term debt; reserves; investments; and accounting, auditing and nancial reporting. GFOA Recommended Practices lists all of the Accounting, Auditing, and Financial Reporting; Cash Management; Governmental Budgeting and Fiscal Policy; Debt Management; and Retirement and Benets Administration practices that are recommended by the Government Finance Ocers Association of the United States and Canada. Included within this list of best nancial practices for states and local governments is OC San’s status as to whether we are in compliance,in progress towards compliance,or whether the practice is applicable to this agency. Budget Process provides an overview of the budget development process and budget calendar. Budget Assumptions are decided on as a foundation for developing the budget, and they guide OC San in determining the level of wastewater treatment services that will be provided to the community. Accounting Systems and Budgetary Control provides an overview of OC San’s accounting systems and the level at which budgetary control is maintained. Financial Overview and Budget Issues highlight the issues impacting the FY 2024-25 and FY 2025-26 Budget. DR A F T Expenses by Category - A chart comparing the FY 2022-23 actual expenses and the FY 2023-24 budgeted and projected expenses against the proposed budget for FY 2024-25 and FY 2025-26. The percent change from the FY 2023-24 Budget compared to the FY 2024-25 Budget is also included. Expenditure Trends - This graph provides a multi-year historical trend of divisional expenses. Sta ng - Includes charts of stang by department and category, charts of the historical stang by department, a historical summary and detail schedules of authorized positions and full-time equivalent employees by department and by division. Appropriations Limit - The calculation of OC San’s California Constitutional appropriation limit. Budget Glossary Miscellaneous Statistics Service Area Population Information Index Reader’s Guide to the Budget ii Section 7 –Self-Insurance Program This section presents an overview of the self-insurance program, including program descriptions and revenue and expense detail. Section 8 – Capital Improvements This section of the budget gives an overview of OC San’s Capital Improvement Program (CIP), CIP project summaries, and detailed CIP project sheets. The project sheets outline project descriptions, project location, project type,projected costs, and funding sources. Section 9 – Debt Financing Program This section describes OC San’s Debt Financing Program including a listing of the outstanding debt issues, a description of the purpose of each issue,a debt service retirement schedule, and Debt Service Requirements, including principal and interest, over the life of the outstanding debt issues. Section 10 – Appendix DR A F T OC San Board of Directors Anaheim Brea Buena Park Cypress Fountain Valley Fullerton Garden Grove Huntington Beach Irvine La Habra La Palma Los Alamitos Newport Beach Orange Placentia Santa Ana Seal Beach Stanton Tustin Villa Park Stephen Faessel Christine Marick Joyce Ahn Scott Minikus Glenn Grandis Bruce Whitaker Stephanie Klopfenstein Pat Burns Farrah N. Khan Rose Espinoza Debbie Baker Jordan Nefulda Brad Avery Jon Dumitru Chad Wanke Johnathan Ryan Hernandez Schelly Sustarsic David Shawver Ryan Gallagher Robbie Pitts Active DirectorCities Robert Ooten Andrew Nguyen John Withers Phil Hawkins Sanitary/Water Districts Costa Mesa Sanitary District (CMSD) Midway City Sanitary District (MCSD) Irvine Ranch Water District (IRWD) Yorba Linda Water District (YLWD) County Member of the Board of Supervisors iii Orange County Sanitation District Board of Directors Doug ChaeeDR A F T Christine Marick, Chair Glenn Grandis, Vice-Chair Brad Avery Pat Burns Rose Espinoza Farrah Khan Jordan Nefulda Andrew Nguyen Robbie Pitts David Shawver John Withers Chad Wanke, Board Chair Ryan Gallagher, Board Vice-Chair Chad Wanke, Board Chair Ryan Gallagher, Board Vice-Chair Jon Dumitru, Chair, Operations Committee Christine Marick, Chair, Administration Committee Pat Burns Glenn Grandis John Withers Jon Dumitru, Chair Bob Ooten, Vice-Chair Joyce Ahn Debbie Baker Doug Chaee Stephen Faessel Phil Hawkins Johnathan Ryan Hernandez Stephanie Klopfenstein Scott Minikus Schelly Sustarsic Bruce Whitaker Chad Wanke, Board Chair Ryan Gallagher, Board Vice-Chair OPERATIONS COMMITTEE STEERING COMMITTEE iv Board Committees ADMINISTRATION COMMITEE Board Committees DR A F T Organization Chart v DR A F T vi Administrative Ocials Administrative O cials General Manager Assistant General Manager Director of Engineering Director of Environmental Services Director of Finance Director of Human Resources Director of Operations & Maintenance Rob Thompson Lorenzo Tyner Mike Dorman Lan Wiborg Wally Ritchie Laura Maravilla Riaz Moinuddin DR A F T vii Honorable Chair and Board of Directors: I am pleased to submit the Orange County Sanitation District’s (OC San) Proposed Budget for scal years 2024- 25 and 2025-26. This document lays out the framework for OC San’s activities over the next two years and serves as a source of information for OC San’s Board of Directors, our ratepayers, and our employees. This budget includes the operational, capital, and debt service expenditures necessary to deliver the Level of Service and Strategic Initiatives dened in the 2023 Strategic Plan which cost-eectively supports our mission “To protect the public health and the environment by providing eective wastewater collection, treatment, and recycling”. OC San’s proposed scal year 2024-25 total Operating and Capital Improvement Program (CIP) budget is $455.7 million, which is a decrease of $31.7 million (6.5 percent) compared to the scal year 2023-24 budget. Proposed CIP expenditures are decreasing by $48.9 million, while the Operating Budget includes an increase of $17.3 million. The Operating Budget increase is primarily driven by additional chemical, utility, and infrastructure maintenance/repair costs. While the eects of the COVID-19 pandemic, including ination and supply chain issues, still linger, this proposed budget reects a nancially sound and stable organization that has weathered the storm and continues to move forward. During the budget preparation process, I met with each of the departments to ensure their budget proposals were prudent and cost-eective. This process helped to develop a comprehensive budget for OC San that meets the needs of the organization and is scally responsible. I would like to highlight some of our areas of focus for the next two years: June 1, 2024 Operational Readiness – OC San continues to look ahead, preparing for our future infrastructure needs and for emergency events such as line breaks, earthquakes, extreme weather events associated with climate change, and potential cybersecurity breaches. We are continually updating our Business Continuity Plans and conducting tabletop exercises for emergency scenarios to allow us to respond quickly and eectively without compromising our mission or levels of service. Expanded Recycling Eorts – Food Waste Treatment Facility – OC San is committed to working with Orange County Waste and Recycling to assist the cities in our service area to satisfy the requirements of California State Assembly Bill 1826 and Senate Bill 1383 which requires that organic wastes be diverted away from landlls. This regulatory shift has created an opportunity to create a public-public partnership between OC San and Orange County Waste and Recycling to provide a cost eective 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. Capital Improvement Program (CIP) – OC San’s CIP has evolved over time. It began by focusing on creating the initial infrastructure of the collections and treatment system, shifted to expanding capacity, improved the level of treatment, and now our focus is on aging infrastructure, incorporating climate resiliency, seismic risk, maximizing resource recovery, and adopting improved technology in every project we execute. OC San has continued moving our CIP forward, with 73 active projects. There are 44 projects in construction that have a budget of $865 million, helping keep the economic engine running in Orange County.DR A F T v 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 $14 billion in assets to ensure reliable operation. Over the past decade, we made a concerted eort 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. Our annually updated Asset Management Plan includes tactical approaches 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 $36.3 million in repairs and maintenance this next year. Safety and Security – OC San will work to complete its plan to achieve a Voluntary Protection Program (VPP) Certication at both plants. Plant No. 1 has achieved VPP Star Certication and the work is underway for certication at Plant No. 2. The VPP certication recognizes employers and workers who have implemented eective safety and health management systems and maintain injury and illness rates below national Bureau of Labor Statistics averages for their respective industries. Stang – This budget update includes seven new key positions to enhance programs to that improve our regulatory compliance, resilience, reliability, and resource recovery. This budget displays our commitment to increased service and eciency. Research and Innovation – This budget update continues the support for operational research of innovative improvements in wastewater collection and treatment. Technology demonstrations like Supercritical Water Oxidation which show promise in cost eectively destroying microplastics, pharmaceuticals, and forever chemicals are examples of OC San commitment to making prudent investments in new technology to solve problems facing our industry. Resilient Stang – OC San continues to deal with the “silver tsunami” that is common in the wastewater sector. This budget update supports the creation of depth in the craft labor, technical, supervision, management, and executive management teams. Sta have identied areas of risk where the loss of specialized technicians, technologist, regulatory specialist, or management team members will jeopardize service levels in the short to medium term. Positions are dynamically shifted to create and ll vacancies to build organizational depth prior to retirements or other separations to keep the agency moving forward. 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 pay as you go budget fully supports the goals and levels of service included in OC San’s Strategic Plan and positions us well to proactively manage the unknown challenges that will face this agency in the coming years. Rob Thompson General Manager Orange County Sanitation DistrictDR A F T Mission and Vision MISSION STATEMENT The Mission Statement is the basic foundation that denes why the Orange County Sanitation District exists. “To protect public health and the environment by providing eective 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 aordable services in line with customer needs and expectations. Protecting public health and the environment utilizing all practical and eective means for wastewater, energy, and solids resource recovery. Continually seeking eciencies 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 benet our customers, this region, and our industry. Creating the best possible workforce in terms of safety, productivity, customer service, and training.” ix DR A F T Core Values CORE VALUES The Core Values support our Mission and Vision Statements by expressing the values, beliefs, and philosophy that guide our daily actions. They help form the framework of our organization and reinforce our professional work ethic. INTEGRITY, INCLUSION, HONESTY, and RESPECT We aspire to the highest degree of integrity, inclusion, honesty, and respect in our interactions with each other, our suppliers, our customers, and our community. We strive to demonstrate these values in our actions, commitments, and service. LEADERSHIP, TEAMWORK, and PROBLEM SOLVING We lead by example, acknowledging the value of our resources and using them wisely to achieve our mission. We strive to reach OC San goals through cooperative eorts and collaboration with each other and our constituencies. We work to solve problems in a creative, cost-eective and safe manner, and we acknowledge team and individual eorts. CUSTOMER SERVICE, TRANSPARENCY, and ACCOUNTABILITY We are committed to acting in a timely, accurate, accessible, and transparent manner through excellent customer service. We are committed to act in the best interest of our internal and external stakeholders. RESILIENCY, INNOVATION, and LEARNING We continuously develop ourselves, enhancing our talents, skills, and abilities. We recognize that only through personal growth and development will we progress as an agency and as individuals. SAFETY We are committed to providing a safe work environment. We will demonstrate leadership, promote individual accountability, and participate actively in the advancement of our health and safety practices.DR A F T Section 1 - Page 1 This FY 2024-25 and FY 2025-26 budget represents a consolidation of two one-year proposed operating and capital budgets. OC San’s FY 2024-25 operating and capital improvement budget is proposed at $455.8 million, a 6.6 percent decrease from the prior year budget of $487.4 million. This overall decrease is primarily attributable to a decrease of $48.9 million in net Capital Improvement Program (CIP) Outlay, oset by a $17.3 million increase in operating costs. OC San’s FY 2025-26 operating and capital improvement budget is proposed at $517.5 million, a $62 million increase from the FY 2024-25 proposed budget. The increase is mostly comprised of a $56.2 million, or 25.2 percent net increase in cash outlays for construction projects. The uctuation in capital outlay requirements over the next two years is attributable to the timing of the construction schedule on the implementation of the overall combined ten-year, $3.2 billion CIP. The table below summarizes OC San’s funding requirements: This FY 2024-25 and FY 2025-26 budget continues to reect the agency’s ongoing eorts to meet the operational standards and regulatory requirements. Stang levels are being proposed at 663.50 full time equivalent (FTE) positions, an increase of 8.50 FTE position, or 1.3 percent over the 655 FTE stang level that was approved for FY 2023-24. Additionally, service level increases in ocean monitoring, discharge and treatment, water reclamation and conservation, urban runo diversions, biosolids management, CIP expansion, and aging infrastructure costs have resulted in a corresponding increase in cash ow requirements. Considering the CIP alone, the $223 million and $279 million proposed CIP outlay for FY 2024-25 and FY 2025-26 is part of the 10-year $3.2 billion outlay for active and future projects identied within the recently completed Annual CIP Validation Process. OC San has a variety of revenue sources available to fund its operating and capital outlay requirements. As shown in the table below, OC San’s major funding resources come from sewer service fees and property taxes: Budget Overview The agency’s two treatment plants, located in Fountain Valley and Huntington Beach, process a combined 185 million gallons of wastewater each day generated by approximately 2.6 million people in central and northwest Orange County. The FY 2024-25 proposed budget to operate, maintain and manage our sewage collection, treatment and disposal system is $232.7 million, an increase of 8 percent, or $17.3 million, from the prior year budget. Contractual services are proposed to increase $1.7 million, or 7.7 percent, due to need for outside consultants in support of repairs and maintenance. Overhead cost allocation out to the CIP has been changed by (0.3) million, or (1.3) percent based on an updated cost allocation plan. $ .$ .$ .$ . .... .... -... .... ,.... $ ,.$ ,.$ ,.$ ,. Capital Improvement Program Operating Expense/Self Insur Debt Service Intradistrict Transfers Total Outlays Ending Reserves Total Funding Uses Executive Summary Funding Requirements by Category (In Millions) Category 2022-23 Actual 2023-24 Budget 2024-25 Proposed 2025-26 Proposed Funding Sources by Category (In Millions) $ .$ ,.$ .$ . .... .... .... .... .... .... ---- .... $ ,.$ ,.$ ,.$ ,. Beginning Reserves Service Fees Property Taxes Permit User Fees Capital Capacity Charges Interest Intradistrict Transfers Debt Proceeds Other Revenue Total Funding Sources Category 2022-23 Actual 2023-24 Budget 2024-25 Proposed 2025-26 Proposed $ 2,255$ 2,255$ 2,255 $ 3,079$ 3,079$ 3,079 $ 3,035$ 3,035$ 3,035 $ 3,446$ 3,446$ 3,446 $ 3,526$ 3,526$ 3,526 202 1 - 2 2 A c t u a l 202 2 - 2 3 A c t u a l 202 3 - 2 4 P r o j e c t e d 202 4 - 2 5 B u d g e t 202 5 - 2 6 B u d g e t 0 2 4 Cost to Collect, Treat, & Recycle One Million Gallons (Amount $ in Thousands) DR A F T Section 1 - Page 2 Excutive Summary Combined utilities costs for natural gas, electricity, and water are proposed to increase $3.9 million, or 31.6 percent, due to increased delivery costs. Repairs and maintenance costs are proposed to increase $0.8 million or 2.3 percent. This increase is mostly attributable to increases in basic repairs and maintenance costs. Operating materials and supplies, which consists primarily of chemicals used in operations, are proposed to increase $1.7 million, or 2.3 percent due to higher unit costs and hauling expenses. Personnel costs are budgeted to increase $7.5 million, or 6.4 percent, primarily due to additional sta and an increase in budgeted salaries and wages in accordance with previously approved labor agreements. The FY 2025-26 proposed operating budget is $238.1 million, an increase of $5.6 million, or 2.4 percent over the FY 2024-25 proposed budget. Personnel costs are proposed to increase $6.0 million, or 4.9 percent increase due primarily to increases in salaries per anticipated labor agreements, group insurances and retirement costs. Stang is being proposed to to increase to remain constant at 663.50 FTE proposed for FY 2024-25. Repairs and maintenance costs are being proposed to change $(0.6) million or (1.7) percent. Overhead cost allocation out to the CIP has been increased by $(0.3) million, or (1.3) percent based on an updated agency-wide full cost allocation plan. The cost per million gallons of wastewater treated, an industry wide performance measurement is expected to increase in FY 2024-25 to $3,446, a $184, or 5.6 percent increase over the prior year projected cost of $3,262, and increase in FY 2025-26 to $3,526, a $80, or 2.3 percent increase from the FY 2024-25 proposed budget. The 5.4 percent increase in FY 2024-25 is primarily due to the budget increase and the projected wastewater ows through the treatment system from remaining consistent at 185 MGD. Wastewater ows have an inverse relationship to the cost per million gallons; the lower the ows, the higher the cost. Wastewater ows are expected to remain at at 185 MGD in FY 2025-26. OC San’s CIP net cash ow budget for FY 2024-25 is $223.0 million, an change of $(49.0) million from the prior year budget. The CIP cash ow budget for FY 2025-26 is $279.2 million, an increase of $56.3 million from the FY 2024-25 proposed CIP cash ow. This CIP two-year cash ow budget nances collection system, joint treatment works and disposal system improvement projects. These CIP cash ows are attributable to the additional infrastructure needs identied in the 2017 Facilities Master Plan and updates that are part of the 2024 validation of the CIP. FY 2024-25 Capital FacilitiesCapital Facilities: 43%: 43%Capital Facilities: 43% OperationsOperations: 45%: 45%Operations: 45% Debt serviceDebt service: 12%: 12%Debt service: 12% Uses of Funds Property TaxesProperty Taxes: 22%: 22%Property Taxes: 22% Interest & MiscInterest & Misc: 4%: 4%Interest & Misc: 4% FeesFees: 73%: 73%Fees: 73% Source of Funds DR A F T Section 1 - Page 3 Executive Summary How Resources Are Used OC San resources are used to fund the cost of providing wastewater collection, treatment and recycling service, including employees’ salaries and benets, debt service, capital improvements and the cost of self insurance. Summary of Operating & Maintenance Expenses Collections, Treatment & Recycling Operations $ ,,$ ,,$ ,,$ ,, ,,,,,,,, ,,,, ,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, (,,)(,,)(,,)(,,) $ ,,$ ,,$ ,,$ ,, Salaries, Wages & Benets Administrative Expenses Printing & Publication Training & Meetings Operating Materials & Supplies Contractual Services Professional Services Research & Monitoring Repairs & Maintenance Utilities Other Materials, Supplies, and Svc Cost Allocation Net Operating Requirements Facilities Planning In December 2017, the 2017 Facilities Master Plan was adopted by the Board of Directors to dene OC San’s goals, responsibilities, and requirements over the next twenty years. It includes projections through the assumed “build-out” of OC San’s service area to beyond the year 2040. The Projects identied via the Master Plan are continually updated via OC San’s Asset Management Program (AMP). The AMP also identies new Projects and annually conducts a validation review of every future Project. The proposed net CIP outlays for FY 2024-25 and FY 2025-26 are $223.0 million and $279.2 million, respectively, and are part of an overall 20-year CIP outlay of $6.5 billion for all planned active and future projects, as well as outlays that are primarily allotted for future rehabilitation and replacement of the OC San’s aging assets and systems. Wastewater Recycling In partnership with the Orange County Water District (OCWD), our agency recycles enough water to supply the needs of 850,000 people. Recognizing the need for a reliable, aordable, and high-quality water supply, OC San’s Board of Directors set a goal of recycling 100 percent of all reclaimable wastewater ows. OC San worked with OCWD on the construction and completion of the nal expansion of the Groundwater Replenishment System. The nal expansion came online in 2023 and will supply enough water for 1 million people. Sewer Service Fee Increases In March of 2023, the Board approved rate increases for each year over the next ve years. These increases are necessary for compliance with OC San’s debt scal policy of balancing the funding of new capital improvements with current revenues and existing debt, and to minimize the increase in rates over an extended period of time. The impact of this ve-year sewer fee schedule has increased the single family residence user fee rate, on average, 3.5 percent a year from $358 in FY 2023-24 to $411 in FY 2027-28. These rate increases by OC San are still well below the average annual sewer rate of $523 being charged throughout the State according to the 2018 California Wastewater Charge Survey by the State Water Resources Control Board. 2022-23 Actual 2023-24 Budget 2024-25 Proposed 2025-26 Proposed DR A F T Section 1 - Page 4 Executive Summary Stang Authorized stang levels are being proposed at 663.50 and 663.50 FTE positions over the next two scal years, 8.50 and 0 FTE positions, respectively, higher than the approved stang level for FY 2023-24. However, stang is still 14.5 FTE positions below the agency’s all time high of 678 positions approved in FY 1995-96. OC San budgets stang levels by FTE positions to provide a realistic estimate of actual stang levels since not all employees are full-time employees. The part-time positions are funded at 1,040 hours. Parttime employees receive a prorated share of personnel benets. The reductions from FY 1995-96 are a result of this agency’s eort in striving to provide wastewater treatment as eciently and eectively as possible while reducing operational and maintenance costs to more closely match those agencies that are “best in class” for wastewater treatment facilities. Strategic Planning In November 2019, the Board of Directors adopted a new comprehensive strategic plan to steer OC San’s eorts. The Strategic Plan developed by the Board of Directors and sta is updated every two years prior to the start of the budget process. The plan denes the strategic initiatives to be pursued by OC San and provides a basis for long-term nancial, capital, and operational planning. In addition, it provides for longterm continuity of vision as Board and sta 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 eorts to protect the public health of the more than 2.6 million people we serve while protecting the environment where we live. The Strategic Plan is broken down into four broad categories with fteen policy areas that dene our responsibilities and the services we provide. These areas are: Business Principles Budget Control and Fiscal Discipline Asset Management Cybersecurity Property Management Organizational Advocacy and Outreach Energy Independence Climate and Catastrophic Event Resiliency Food Waste Treatment Water Reuse Environmental Water Quality, Stormwater Management and Urban Runo Resilient Stang Safety and Physical Security The Strategic Plan is not a radical departure from the current direction, but rather the well dened iterative update to the direction of OC San. With the adoption of the Strategic Plan, sta will be updating the Asset Management Plan, Capital Improvement Plan, 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. Environmental Stewardship Wastewater Management Chemical Sustainability Biosolids Management Constituents of Emerging Concern Workplace Environment DR A F T Section 2 - Page 1 Financial Overview & Budgetary Issues Financial Overview and Budgetary Issues This section of the budget is a nancial overview and an outline of issues aecting the development of the budget, as listed below: Proposed Operating Budget The Operating program accounts for the costs to operate, maintain, and manage OC San’s two treatment plants, with a secondary treatment design capacity of 332 million gallons a day, and over 380 miles of collection systems. All the personnel costs for OC San are initially recorded as an Operating cost. Costs chargeable to the Capital Improvement Program (CIP) are allocated for the work done through a job cost system. These charges are shown as reductions in the line item Operating program budget. Costs remaining in the Operating program are ultimately allocated to the two individual revenue areas that make up OC San, the Consolidated Revenue Area, and Revenue Area 14, based on ows. Operational cost, comprised of collections, treatment plant, recycling operations and maintenance, and administration are projected to come in under budget for FY 2023-24 Budget by $3.1 million, or 1.4 percent. The FY 2024-25 Budget is being proposed with an increase of $17.3 million or 8.0 percent from the prior year budget, and the FY 2025- 26 Budget is being proposed with an increase of $5.4 million, or 2.3 percent over the FY 2024-25 Proposed Budget. Analysis on the year-to-year change is provided from three perspectives. First, the FY 2023-24 Budget is compared to the 2023-24 year-end projections. Secondly, the FY FY23-24 year-end projections are compared to the FY 2024-25 Proposed Budget, and lastly, the FY 2024-25 Proposed Budget is compared to the FY 2025-26 Proposed Budget. FY 2023-24 Operations – Budget vs. Projected As depicted by the chart above, operating expenses are projected to come in under the FY 2023-24 Budget by $3.1 million, or 1.4 percent. The major category that comprised most of the underage is salaries and wages. 215215215 212212212 233233233 238238238 2023-24 Budget 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Series 1 0 100 200 300 Operating Budget Comparison (Amount $ in Millions) Proposed Consolidated Cash Flow Budget The total proposed cash ow budget for FY 2024-25 is $525.4 million, a 6.8 percent change under the prior year total cash ow budget of $563.6 million. The total proposed cash ow budget for FY 2025-26 is $586.7 million, a 11.7 percent increase from the total proposed cash ow budget for FY 2024-25. The change in FY 2024-25 in comparison to the prior year is primarily due to an decrease of capital costs. There was a $48.9 million decrease in the Capital Improvement Program over the prior year due to the timing of projects and inationary pressures. The following table shows the comparisons of the FY 2023-24 Budget, and the FY 2024-25 and FY 2025-26 Proposed Budgets by major budget category: 215215215 233233233 238238238 272272272 223223223 279279279 696969 616161 606060 Operations Capital Improvement Debt Service 2023-24 Budget 2024-25 Proposed 2025-26 Proposed 0 100 200 300 Budget Comparison (Amount $ in Millions) Proposed Consolidated Cash Flow Budget Proposed Operating Budget Proposed Net Capital Improvement Outlay Debt Service Requirements Sewer Service Fees & Property Tax Revenues Budget Highlights Individual Collection System Reserves Stang Levels Business Plan OC San Long-Term Planning Process OC San Fiscal Policies GFOA Best Practices and Advisories DR A F T Section 2 - Page 2 Financial Overview & Budgetary Issues Salaries and wages costs are expected to come in under budget by $5.1 million, or 4.3 percent primarily due to unlled positions and positions being lled at entry level. Administrative expenses are expected to come in under budget by $0.7 million, or 31 percent primarily due to reduced need for small computer items. Professional services are expected to come in under budget by $2.3 million, or 31 percent primarily due to reduced usage of outside consultants. Utility costs are expected to exceed budget by $3.8 million, or 31.3 percent due to signicant increase in delivery costs. FY 2023-24 Projected Operating Expense vs. FY 2024-25 Proposed Operating Budget The FY 2024-25 Operating Budget is a $20.3 million, or 9.6 percent increase over the FY 2023-24 projected operating requirements. Increases in the proposed operating requirements are primarily attributable to increases in salaries, wages and benets, operating materials and supplies, and professional services. Personnel costs are being proposed at $12.6 million, or 11.3 percent increase over the prior year projection mainly due to anticipated salary and benet adjustments for all employee bargaining units and increased insurance premiums and retirement contributions. There is a proposed increase of eight full time equivalent (FTE) sta position bringing the proposed total FTE count in FY 2024-25 to 663.50 FTEs. Costs for training and meetings are proposed to increase $1.0 million or 108 percent over the prior year projection. Increased costs for training are attributable to more in person training opportunites as the restrictions from COVID-19 are reduced, in addition to a districtwide eort to invest further into the growth of employees. Professional services costs are proposed to increase $2.7 million or 51 percent over the prior year projection. The increase is attributable to increased outside environmental scientic consultants, and software programming consultants. FY 2024-25 Proposed Operations Budget vs. FY 2025-26 Proposed Operations Budget In FY 2025-26, the second year of this two-year operating budget, sta is proposing a 2.3 percent, or $5.4 million increase over the FY 2024-25 proposed operating requirements. Increases in the proposed operating requirements are primarily attributable to increases in personnel costs, operating materials and supplies, and repairs and maintenance. Personnel costs are being proposed at a 4.9 percent, or $6.0 million increase in FY 2025-26 over the FY 2024-25 Proposed Budget. This increase is mostly attributable to anticipated salary and benet adjustments for all employee bargaining units and an increase of group medical insurance premiums. Operating materials and supplies are being proposed to increase $0.6 million or 1.9 percent, primarily due to chemical costs. 4.004.004.00 109.00109.00109.00 16.0016.0016.00 28.0028.0028.00 97.5097.5097.50 124.00124.00124.00 285.00285.00285.00 4.004.004.00 109.00109.00109.00 16.0016.0016.00 28.0028.0028.00 97.5097.5097.50 124.00124.00124.00 285.00285.00285.00 FY 24-25 FY 25-26 General Manager Administrative Services Communications Human Resources Environmental Services Engineering Operations & Maintenance 0 100 200 300 Full Time Equivalent (FTE) Sta DR A F T Section 2 - Page 3 Financial Overview & Budgetary Issues Proposed Net Capital Improvement Outlay Proposed capital improvement outlays approximate two-fths of the overall proposed budget and provide for the improvements, rehabilitation, replacement, expansion and upgrades of facilities at the two treatment plants, including the utility systems, administrative facilities, and the ocean disposal system, and the rehabilitation, replacement and expansion of the over 380 miles of the collection system and o-site pump stations. The net CIP outlay has been prepared under assumptions included in the Facilities Master Plan adopted by the Board of Directors in December 2017 and in accordance with the Board approved 2023 Strategic Plan. The Strategic Plan is a two-year, four-step management process that creates and maintains vision alignment between the Board of Directors, the sta, and the public. The Facilities Master Plan denes OC San’s goals, responsibilities, and requirements over the next twenty years. The Facilities Master Plan provides a comprehensive analysis of the condition and capacity of OC San’s wastewater infrastructure. It also evaluated the potential impacts due to anticipated regulatory changes, and incorporated recommendations from other recent master planning eorts, such as the Euent Reuse Study, Biosolids Master Plan, the Climate Resiliency Study, the Seismic Evaluations Study, and the Collections System (sewers and pump stations outside the Plants) Capacity Evaluation, to create the CIP which supports OC San’s mission over the next 20 years. The Asset Management Program (AMP) continuously validates and updates the Facilities Master Plan Projects that are within CIP. This is performed by working with Operations and Maintenance and performing facility condition assessments and Planning Studies that allows future Projects to be created and updated. Future Projects that are updated through the year are also validated annually to ensure accurate schedule, scope, and budget. The proposed net CIP outlays for FY 2024-25 and FY 2025- 26 are $223.1 million and $279.2 million, respectively, and are part of an overall 20-year CIP outlay of $6.5 billion for all planned active and future projects, as well as outlays that are primarily allotted for future rehabilitation and replacement of OC San’s aging assets and systems. There are four key drivers that lead to CIP projects: (1) Rehabilitation and Replacement; (2) Additional Capacity; (3) Regulatory; and (4) Strategic Initiatives. As demonstrated by the following chart, the most prevalent CIP project driver is to rehabilitate and replace aging assets. OC San is now facing a time when dry weather inuent ows have stabilized and discharged regulations are less dynamic. Most of the capital improvement costs will be focused on asset management, rehabilitation, and replacement of aging infrastructure. Strategic InitiativesStrategic Initiatives: 11%: 11%Strategic Initiatives: 11% Additional CapacityAdditional Capacity: 6%: 6%Additional Capacity: 6% RegulatoryRegulatory: 3%: 3%Regulatory: 3% Rehab and ReplaceRehab and Replace: 80%: 80%Rehab and Replace: 80% Projected FY24-25 Net CIP Outlay by Project Driver The three largest reclamation facility projects for FY 2024-25 include Headworks Rehabilitation at Plant No. 1 (Project No. P1-105), Primary Treatment Rehabilitation at Plant No. 2 (Project No. P2-98), and Ocean Outfall System Rehabilitation (Project No. J-117) with projected expenditures of $36 million, $17 million, and $9 million, respectively. CIP Program - Net Outlay (Amount $ in Millions) 238238238 343434 183183183 373737 167167167 565656 194194194 858585 2023-24 Budget 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Treatment & Disp. System Collection System 0 200 400 The validated CIP includes 70 active and future capital projects, ve programs, such as the Planning Studies Program (M-Studies) and Small Construction Program (M-FE), and budget for capital equipment purchases with a total CIP budget authority of $4.7 billion. The projected outlay for FY 2023-24 for Treatment and Disposal Improvement projects is expected to reach 77 percent of the annual net CIP outlay of $238 million. The FY 2024-25 and FY 2025-26 proposed net CIP outlays for Treatment and Disposal Improvement projects are $167 million and $194 million, respectively. DR A F T Section 2 - Page 4 Financial Overview & Budgetary Issues Collection system projects are related to the conveyance of sewage to Reclamation Plant No. 1 or Reclamation Plant No. 2. These projects include a combination of gravity sewers, force mains, and pump stations. The projected net CIP outlay for collection system projects for FY 2023-24 is expected to exceed the annual net CIP outlay of $34 million by 9 percent. The FY 2024-25 and FY 2025-26 proposed net CIP outlays for collection system projects are $56 million and $85 million, respectively. The three large projects in the collection system include Gisler- Red Hill Interceptor and Baker Force Main Rehabilitation (Project No. 7-65), Seal Beach Pump Station Replacement (Project No. 3- 67), and Taft Branch Improvements (Project No. 2-49) with projected expenditures of $24 million, $12 million, and $6 million, respectively. All of the projects referenced above are in construction; in total, construction accounts for 76 percent of the FY 2024-25 net CIP outlay. Additional information on these projects and the Capital Improvement Program as a whole is provided within Section 8 of this document. Debt Service Requirements OC San’s long-term debt scal policy restricts long- term borrowing to capital improvements that cannot be nanced from current revenue. Before any new debt is issued, the impact of debt service payments on total annual xed costs will be analyzed. OC San issued the $80.0 million Wastewater Revenue Obligation, Series 2010A in May 2010 and the $157.0 million Wastewater Revenue Obligation, Series 2010C in December 2010, both as “Build America Bonds” (BABs) xed rate debt and the last of the “new” money debt issuances. The American Recovery and Reinvestment Act of 2009 created this new nancing product, BABs, for the municipal issuer. BABs are issued as higher interest taxable bonds; however, the U.S. Treasury provides a 35.0 percent subsidy on interest payments. The net cost, after accounting for the 35.0 percent subsidy payment, frequently results in lower net costs to the issuer, specically in the maturity years beyond ten years. Based on the market conditions at the time of these issuances in comparing the back-loaded BABs new money borrowing to a back-loaded tax-exempt structure, Series 2010A resulted in present value savings to OC San of $15.2 million, as the debt was issued at an all-in true interest cost of 3.7 percent; and Series 2010C resulted in present value savings to OC San of $20.0 million, as the debt was issued at an all-in true interest cost of 4.1 percent. 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 have been reduced annually from a high of 8.7 percent for the federal FY ended September 30, 2013 to a low of 5.9 percent for the federal FY ended September 30, 2020. In FY 2023-24, OC San issued $139.7 million of Revenue Refunding Series 2024A to refund callable and maturing debt at a net present value savings of $23.1 million. As a result of having an adequately funded reserves policy, experienced management, and prudent planning, OC San was again able to secure a “AAA” credit rating from Fitch Ratings, Moody’s, and Standard & Poor's on this latest debt issuance. In FY 2023-24, OC San also paid o $134.2 million of the Wastewater Revenue Obligation, Series 2010C. This two-year budget proposes no additional new money debt issuances as the $3.3 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. The FY 2024-25 debt service requirements are proposed at $61.0 million, a decrease of $7.6 million, or 11.1 percent from FY FY 2023- 24 projected amount. Total Debt Service requirements for the second year of this two-year budget will be steady at $60.4 million. OC San’s Debt Financing Program is described in more detail in Section 9 of this budget. Sewer Service Fees The Consolidated Revenue Area has an adopted Sanitary Sewer Service Fee to provide funding for operating the sewer systems in accordance with the Clean Water Act and OC San’s Revenue Program. Revenue Area No. 14 is funded through user fee charges to the IRWD. Sewer service fees are adopted in ve year increments. In the fall of 2007, OC San sta conducted strategic planning workshops with the Board of Directors to lay out a capital program to deliver the levels of service desired by the Board of Directors. These levels of service and resulting capital projects were included in OC San’s Five-Year Strategic Plan. This eort was reinforced through the adoption of a new Master Plan in December 2017, a planning eort to dene OC San’s goals, responsibilities, and requirements over the next twenty years. The 2017 Facilities Master Plan dened a CIP consisting of over 80 future infrastructure projects. Collectively, these projects along with current active projects total over $6 billion of CIP spending over the next 20 years. The 2017 Facilities Master Plan also included a Wastewater Revenue Program Rate Study which determined the appropriate rates going forward to support the proposed 20-year CIP. In March 2023, following a Proposition 218 notice process, the Board approved sewer rate increases for each year over the next ve years averaging approximately 3.5 percent a year. These increases are necessary to provide needed capital improvements, to meet additional treatment and disinfection requirements, and to minimize future rate increases. The impact of this ve-year sewer fee schedule has increased the single-family residence user fee rate, the underlying rate for all sewer service user fees, an average of 3.5 percent a year from $358 in FY 2023-24 to $411 in FY 2027-28 . Even with these increases, OC San rates are still well below the average annual sewer rate of $523 being charged throughout the State according to the 2018 California Wastewater User Charge Survey conducted by the State Water Resources Control Board. DR A F T Section 2 - Page 5 Financial Overview & Budgetary Issues In FY 1997-98, OC San’s Rate Advisory Committee, made up of elected city ocials, community, business and industry leaders, and OC San sta analyzed OC San’s rate structure to determine whether user fees were equitable among residences and industry. In May of 1998, the Board approved the proposed revisions to the Sewer Service User Fee rate structure that more equitably charged consumers based on actual usage while remaining revenue neutral. Signicant changes in the rate structure included: Non-residential user charge will be based upon typical quantity and strength of discharge per 1,000 square feet. Fees for users who discharge high quantities or high- strength waste, including former Class III permittees such as restaurants and laundromats, will be based on the assumed ow and strength per 1,000 square feet. Discontinuation of the Class III permit process because of the implementation of the expanded and more accurate rate structure. This resulted in simplication of the billing and collection process for these two hundred users. The revised rate structure resulted in a greater number of decreases in charges (22,000) for non-residential users than increases (13,000). Overall, the total fees collected remained essentially the same as those generated by the old structure. Property Taxes OC San’s share of the one percent ad valorem property tax is dedicated for the payment of COP debt service. The apportionment of the ad valorem tax is 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. Debt Service Property Tax 2020 2025 2030 2035 0 50 100 150 Debt Service vs. Property Tax Receipts (Amount $ in Millions) $ 226$ 226$ 226 $ 309$ 309$ 309 $ 358$ 358$ 358 $ 368$ 368$ 368 $ 399$ 399$ 399 $ 444$ 444$ 444 $ 495$ 495$ 495 $ 495$ 495$ 495 $ 515$ 515$ 515 $ 570$ 570$ 570 $ 636$ 636$ 636 $ 697$ 697$ 697 $ 714$ 714$ 714 $ 885$ 885$ 885 $ 1,337$ 1,337$ 1,337 Los Angeles County Fresno OC San Oro Loma IRWD Sacramento County Hayward Dublin San Ramon East Bay MUD Union Sanitary City of Los Angeles Central Contra Costa City of San Diego Vallejo San Francisco 0 500 1000 1500 Annual Single Family Residential Rates (July 2023) Historically, OC San’s property tax revenues exceeded OC San’s debt service obligations. This trend should continue with debt service obligations leveling o and no new planned COP debt issuances. Property tax revenues have increased from $106.6 million in FY 2022-23 to a projected $115.3 million in FY 2023-24 . Property tax revenues projected to increase 2.0 percent a year through FY 2025- 26. Any property tax revenue shortfalls in meeting debt service obligations may require adjustments to user fees, as making debt service payments are legally mandated. Budget Highlights This section briey outlines the proposed major changes in all departments over the next two years. All plant operating costs and collection system costs are consolidated into the individual department budgets for better accountability and control. However, separate accounting is maintained between Joint Works Operation activities (treatment and recycling operational costs) and collection operational activities since each Revenue Area is directly responsible for their own collection operating costs. The Joint Works Operation activities are allocated to the Revenue Areas based on their individual contributions to the annual sewage ow. Likewise, the Joint Works Capital Improvements are allocated to the Revenue Areas on a three-year average of sewage ows called the "joint works equity percentage", and each Revenue Area is responsible for their own collection system capital improvements. Details for each department can be found in “Section 6 – Operations” of this document. Complete stang schedules are located in the Appendix. An amount equaling one percent of the Operating materials and services budget is included within the General Manager’s Re-appropriation line item for each of the next two FYs. Since the current year’s budget lapses each year, re- appropriation of funds is needed to pay for goods or services ordered at the end of one budget year but not provided until the following year. General Manager OceDR A F T Section 2 - Page 6 Financial Overview & Budgetary Issues Environmental Services An increase in salaries, wages, and benets of $0.9 million in FY 2024-25 is attributable to anticipated salary and benet adjustments for all employee bargaining units. An increase of $250,610 in other operating expense is driven by an increase in regulatory operating fees. An increase of $211,530 in professional services for engineering costs and environmental scientic consultants. A net increase of 3.5 FTE over the next two years. An increase of $3.4 million in contractual services costs, is driven by and incarease in janitorial costs to service new facilities and the addition of security services costs to this department. A net increase of 3.0 FTEs over the next two years. Engineering An increase in salaries, wages, and benets of $2.6 million in FY 2024-25 is attributable to additional FTEs along with anticipated salary and benet adjustments for all employee bargaining units. An increase in repair and maintenance of $1.5 million mainly due to activated sludge clarier repais, rmanhole rehabilitations, and digester cleaning and repairs. Operations & MaintenanceThe General Manager reviews and approves all departmental re-appropriation requests to ensure that prior year funding was available and has not been spent. An amount equal to one percent of the Operating materials and services budget is included within the General Manager’s contingency account for each of the next two FYs. An increase in salaries, wages, and benets costs of $1.6 million in FY 2024-25 is attributable to additional FTEs and anticipated salary and benet adjustments for all employee bargaining units. Administrative Services Human Resources A decrease of $2.3 million in FY 2024-25 is due to contractual services for security services being removed fromt his deaprtment. No net change in FTE over the next two years. An increase in salaries, wages,and benets of $1.4 million in FY 2024-25 is attributable to an additional FTE along with anticipated salary and benet adjustments for all employee bargaining units. A net increase of 1.0 FTE over the next two years. An increase in utilities costs of $3.7 million due to a signicant increase it utility delivery costs. No net change in FTE over the next two years. Reserves OC San conducted an in-depth review of the agency’s reserve policies. This review included a survey of the reserve policies of 23 other public agencies and is periodically updated. It serves as a tool to assist in the evaluation of the underlying economic reasons supporting OC San’s reserve policies.Below are seven distinct reserve criterion which together comprise OC San’s reserve fund target. Cash Flow Criterion has been established at a level to fund operations, maintenance and certicate of participations expenses for the rst half of the FY, prior to the receipt of the rst installment of the property tax allocation and the sewer service user fees which are collected as a separate line item on the property tax bill. The level of this criterion will be established as the sum of an amount equal to six months operations and maintenance expenses and the total of the annual debt or COP service payments due in August each year. Operating Contingency Criterion has been established to provide for non-recurring operating expenditures that were not anticipated when the annual budget was considered and adopted. The level of this criterion will be established at an amount equal to ten percent of the current FY’s annual operating budget. Capital Improvement Criterion has been maintained to fund annual increments of the CIP. The target level of this criterion has been established at one half of the average annual cash outlay of the CIP through the year 2034. Levels higher and lower than the target can be expected while the long-term nancing and capital improvement programs are being nalized. Catastrophic Loss, or Self-Insurance Criterion has been maintained for property damage including re,ood, and earthquake, for general liability and for workers' compensation. This reserve criterion is intended to work with purchased insurance policies,FEMA, and State disaster reimbursements. Communications An increase in salaries, wages, and benets costs of $0.6 million in FY 2024-25 is attributable to additional FTEs and anticipated salary and benet adjustments for all employee bargaining units. A net change of 2.0 FTEs over the next two years. DR A F T Based on the plant infrastructure replacement value, the level of this criterion has been set to fund OC San's non- reimbursed costs, estimated to be $100 million. Capital Replacement/Refurbishment Criterion has been established to provide funding to replace or refurbish the current collection, treatment, and recycling facilities at the end of their useful economic lives. The current replacement value of these facilities is estimated to be $11.6 billion. The reserve criterion level had been established at $75 million. Debt Service Criterion has been established at ten percent of the outstanding COP issues. Other debt service reserves are required to be under the control of a Trustee by the provisions of the COP issues. These funds are not available for the general needs of OC San and must be maintained at specied levels. Accumulated Funds exceeding the targets specied by OC San policy will be maintained for Capital Improvements and Rate Stabilization. These funds will be applied to future years' CIP needs due to the timing of the actual CIP outlays, in order to maintain rates or to moderate annual uctuations. Section 2 - Page 7 Financial Overview & Budgetary Issues Collectively, these individual criterion requirements average $556 million a year over the current ten-year cash ow forecast to support the operation and maintenance of OC San’s $14 billion in assets. Stang Levels Authorized stang levels are being proposed to increase the total FTE position count by eight and a half over FY 2023-24 at 663.50 FTE positions over the next two-FYs. However, stang is still 14.5 FTE positions below the agency’s all time high of 678 positions approved in FY 1995-96. OC San budgets stang levels by FTE to provide a realistic estimate of actual stang levels since not all employees are full- time employees. The part-time positions are funded at 1,040 hours per year. Part- time employees receive a prorated share of personnel benets. The stang reductions from 1995-96 are a result of this agency’s eort in striving to provide wastewater treatment as eciently and eectively as possible while lowering operational and maintenance costs to more closely match those agencies that are “best in class” for wastewater treatment facilities. However, as the result of new initiatives in the areas of water reclamation and conservation, and the expansion of the CIP, the existing stang plan was no longer sucient to meet OC San’s needs. 201 5 - 1 6 201 6 - 1 7 201 7 - 1 8 201 8 - 1 9 201 9 - 2 0 202 0 - 2 1 202 1 - 2 2 202 2 - 2 3 202 3 - 2 4 202 4 - 2 5 202 5 - 2 6 600 625 650 675 Authorized FTE Stang The Appendices within Section 10 provide a Stang History Summary (by Department and Division) and Detail (by position title within each Department and Division). 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, focused engineering study eorts, and a research program. 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 rst step. OC San has developed a strategic planning model that creates a long-term level-of-service agreement between its Board of Directors and sta. 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 dene long-term levels of service. The Strategic Plan also serves as a continuity bridge as members of the 25-member 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 OC San has also created an updated Asset Management Plan. The Asset Management Plan details what we own, what condition it is in, and what it is capable of delivering. This plan is renewed every year. OC San has broken down its facilities by drainage areas, pump stations, and treatment plant process areas. Each of these discrete areas have a plan. One of the key features of this planning method is to assume that each area has a life expectancy and will need regular refurbishment to maintain resiliency and attain the lowest lifecycle cost. Corrosion, mechanical wear and tear, electrical and instrumentation obsolescence, and technological opportunity must be addressed. DR A F T Section 2 - Page 8 Financial Overview & Budgetary Issues OC San has worked very hard to create an integrated planning environment which begins with the expectations of its Board of Directors and ows down to the work product of each employee. We have worked equally hard to assure our sta members are communicating and providing transparent services to each other in support of the plan. CIP Master Planning The 2017 Facilities Master Plan was adopted in December 2017. Like previous versions, this latest master plan updated planning assumptions, provided a comprehensive analysis of the condition and capacity of our wastewater infrastructure, assessed new technology opportunities, anticipated regulatory changes, and resource recovery options to create a roadmap of facility evaluation improvements which supports OC San’s mission over the next 20 years. The 2017 Facilities Master Plan dened a Capital Improvement Program comprised of over 80 CIP projects. However, the budget allotted for each project must be approved by OC San Board of Directors during the annual budget review. To prepare for this annual budget review, OC San employees go through a budget validation process. Each CIP project is reviewed to ensure that the scope of the project is appropriate, and that the cost estimates are accurate. In addition, through the Asset Management Program, the Planning Division continually reviews and updates the ongoing and future CIP to appropriately manage the risks associated with asset or system failure. Future projects may be accelerated, delayed, consolidated, canceled or rescoped to help ensure that the CIP is delivered in the most ecient way possible. Strategic Plan In November 2023, the Board of Directors adopted an updated comprehensive strategic plan to steer OC San’s eorts.The Strategic Plan developed by the Board of Directors and sta denes the strategic initiatives to be pursued by OC San and provides a basis for long-term nancial, capital, and operational planning. In addition, it provides for long-term continuity of vision as Board and sta 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 eorts 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 fteen policy areas that dene our responsibilities and the services we provide. These areas are: It is generally assumed that a normal plant process area will have a 60 to 80-year life if it is refurbished every 20 years. Linear assets like sewers and manholes tend to have a longer life and need attention less often. OC San inspects its linear assets no less than every ve years to correct defects, rather than replace failed corroded pipes. It is much more ecient and responsible for OC San to rehabilitate and extend the life of our assets rather than replace once failure occurs. The CIP portion of the budget lays out major refurbishment and replacement projects for each planning area looking out more than 20 years. Project start dates, scopes of work and cost estimates shift based on the ongoing asset management eorts that include an annual validation where schedule, scope, and budget are reviewed. The operations budget also lays out the smaller scale equipment level refurbishments or replacements necessary to keep the assets working between major projects. This longer horizon view optimizes the resources necessary to deliver projects by minimizing the number of projects and more fully scoping the necessary work at the beginning of the project, minimizing change orders and disruption. This more consistent capital and operational funding approach tends to level out funding requirements and user rates. Once the two-year scal budget is approved, sta develops the General Manager’s Work Plan for each of the budget years. The General Manager’s Work Plan is a list of goals that are specically linked to the Strategic Plan items. Each goal is specic and measurably moves the agency toward the vision in the Strategic Plan. This complete planning cycle is repeated every two years. In addition, OC San is consistently studying very important topics that help shape the project and maintenance eorts guided by the planning cycle. Some of the important engineering studies include Regional Urban Runo Optimization, Ocean Outfall Condition Assessment, Energy and Digester Gas Master Plan, seismic risk evaluations, climate change resilience, and biosolids management. By studying the risks and impacts of these, and other issues, OC San is able to understand how its facilities must be improved or altered in order to deal with new requirements or better understood risks. OC San uses the information in each of the studies to improve the scopes of work for existing projects or maintenance activities. Taking the long view to adapt the facilities to address long-term risk and opportunity is the most eective way to reach an intentional, strategically planned vision for OC San. Having a coherently aligned planning process is critical for moving OC San forward, but it is only half of the equation. Creating an environment where people are aligned is the other half. OC San has worked hard to utilize both formal and informal relationships in and across departments to align work eorts. Signicant work has been done to dene the roles and responsibilities of every department, division, and work group. This includes what each work group needs and is responsible to supply to the rest of the organization. The work groups were designed to be interdependent with a culture of holding each other accountable for delivering required services. DR A F T Section 2 - Page 9 Financial Overview & Budgetary Issues Through March, in FY 2023-24 , OC San produced an average of 515 tons per day (“tpd”) of biosolids at a cost of $10.6 million, which averaged $75.04 per ton for hauling and recycling at osite locations, as described in the table below. The FY 2024-25 budget for biosolids management is $14.4 million, an increase of 1.4 percent from FY 2023-24 based on the increased costs of both hauling and management. OC San’s contractors provide fail-safe, back-up biosolids management capacity in California and Arizona that include composting, land application, and landll. Together, these options have the additional available capacity to manage more than ten times OC San’s daily biosolids production to ensure sustainable, consistent, and reliable wastewater treatment operations. OC San sta have been working to implement the recommendations of the 2017 Biosolids Master Plan. The plan evaluated the biosolids markets and technology options for digestion facility replacement at Plant No. 2 in Huntington Beach. This plan will serve as the road map for sustainable and cost- eective Biosolids management options over a 20- year period and will diversify our biosolids portfolio by adding a Class “A” option under federal rules for biosolids management. Urban Runo Recognizing that County beaches were being aected by pollution carried by urban runo, the Board of Directors adopted a number of resolutions to accept dry weather urban runo into the sewer system. In June 2002, Assembly Bill 1892 amended OC San’s charter to formally allow the diversion and management of dry weather urban runo ows. Synagro - Nursery Products Helendale, CA Compost $ . Synagro - South Kern Taft, CA Compost $ . Synagro - AZ Solids Vicksburg, AZ Compost -$ . Tule Ranch Yuma, AZ Land Application $ . Synagro - Liberty Compost Lost Hills, CA Compost $ . Inland Empire Regional Composting - Denali Rancho Cucamonga, CA Compost $ . Rialto Bioenergy Facility Rialto, CA Fertilizing Pellets/Char -$ . Contractor Location Product Appx. Tons per Day (March 24) Avg. Cost per Ton (March 24) Budget Control and Fiscal Discipline Asset Management Cybersecurity Property Management Organizational Advocacy and Outreach Energy Independence Climate and Catastrophic Event Resiliency Food Waste Treatment Water Reuse Environmental Water Quality, Stormwater Management and Urban Runo Environmental Stewardship Business Principles Wastewater Management Chemical Sustainability Biosolids Management Constituents of Emerging Concern Workplace Environment Resilient Stang Safety and Physical Security The Strategic Plan is not a radical departure from the current direction, but rather the well-dened iterative update to the direction of OC San. With the adoption of the Strategic Plan, sta 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. Biosolids Management Biosolids is a resource recovered through the wastewater treatment process. OC San treats nutrient-rich, organic matter (solids) to produce biosolids. Biosolids can be recycled through composting or fertilizing farm elds (non-food crops via land application). OC San’s goals are to ensure that biosolids management strategies align with benecial use of biosolid and existing market conditions and to continue to have a sustainable, reliable, and economical biosolids management program that provides environmentally sound practices and meets the stringent federal, state, and local regulatory requirements. DR A F T Section 2 - Page 10 Financial Overview & Budgetary Issues Groundwater Replenishment System OC San has taken a multi-jurisdictional approach to planning for capital facilities because many of the methods for reducing or managing ows involve other jurisdictions. One such project is the Groundwater Replenishment System (the “GWRS”). In March 2001, OC San entered into an agreement with the Orange County Water Sanitation District (OCWD) to design and construct Phase I of the GWRS. The capital cost of this Phase was shared equally (50% shares) by each agency. The GWRS is a joint eort by the two agencies to provide reclaimed water for replenishment of the Orange County Groundwater Basin and to augment the seawater intrusion barrier. The GWRS became operational in January of 2008 with a production target of 70,000 acre-feet per year of potablewater. The GWRS Initial Expansion, funded solely by OCWD, broke ground in January 2012 to increase potable water production to approximately 103,000 acre-feet per year. The GWRS Initial Expansion was completed in June 2015, resulting in purifying 100 percent of the treated wastewater from OC San’s Fountain Valley Plant No. 1. In 2016, OC San and the OCWD completed a $2 million joint study to explore the possibility of using ows from OC San’s Plant No. 2. The study identied an implementation plan to convey secondary euent from OC San’s Plant No. 2 in Huntington Beach using new and existing infrastructure to support the GWRS Final Expansion. The GWRS Final Expansion will be funded solely by the OCWD. OC San currently has two active projects supporting the GWRS Final Expansion. The costs of these projects will be reimbursed by the OCWD. The Final Expansion of the GWRS went online in 2023. Fiscal Policies Included within Section 3 – Pages 1 through 6 is a listing of OC San’s Board Adopted Fiscal Policies. These scal policies were established purpose of: Sustaining a nancially viable organization; Having the exibility to adapt to local and regional economic changes; and Maintaining and enhancing sound scal condition of OC San. Included within OC San’s scal policies are specic polices for Budgeting, Revenues, Expenses, Capital Improvements, Vehicles, Short-term Debt, Long- term Debt, Reserves, Investment, and Accounting, Auditing and Financial Reporting. GFOA Best Practices and Advisories Included in the budget within Section 3 – Pages 7 through 15 is a listing of accounting, auditing, nancial reporting, cash management, budgetary and scal policy, debt management, retirement and benet administration, and economic development and compliance planning practices recommended by the Government Finance Ocers Association (GFOA) of the United States and Canada. Resolution No. 01-07, adopted March 28, 2001, declared that OC San will initially waive fees and charges associated with authorized discharges of dry weather urban runo to the sewer system until the total volume of all runo discharges exceeds four million gallons per day (MGD) based on a monthly average. For the rst 12 years of the Urban Runo Program, the average monthly averages remained less than the four MGD threshold thus avoiding user fee costs being assessed to the diversion permittees. In 2012, OC San received a number of proposals seeking to establish additional diversions to address bacteria and selenium loading to the upper Newport Bay. The discharge from the additional proposed diversions combined with the existing diversion ows would eventually exceed the four MGD fee threshold. On June 26, 2013, the Board adopted Resolution No. 13-09 expanding the waiver of fees or charges on the treatment of dry weather urban runo from 4 to 10 MGD. According to the Board, the change was necessary not only to protect the County’s coastal resources, but also to provide an economic benet to the local economy by helping to keep our beaches open. The Dry Weather Urban Runo Program is administered by OC San’s Resource Protection Division, which issues a discharge permit for each of the diversion structures. The permit functions as a control mechanism that specically prohibits storm runo and authorizes discharge only during periods of dry weather. The permit also establishes specic discharge limits, pollutant monitoring, and ow metering requirements. In addition, OC San conducts quarterly sampling and analysis of the urban runo discharges to ensure discharge limit compliance. There are currently 21 active urban runo diversion structures, three owned and operated by the County of Orange, 11 owned and operated by the City of Huntington Beach, three owned and operated by the City of Newport Beach, three owned and operated by the IRWD, and one owned and operated by PH Finance (present owner of the Pelican Hill Resort). On behalf of the Newport Bay Watershed Permittees, the City of Santa Ana is constructing an urban runo diversion to reduce bacteria and selenium loading to the Newport Bay Watershed. The Santa Ana Delhi Channel Diversion is estimated to add 1.92 MGD to Plant 1 inuent. Since 1999, OC San has treated cumulatively over 10.7 billion gallons of dry-weather urban runo that would otherwise have been discharged into the ocean without treatment. During FY 2022-23 the daily average urban runo ow ranged between 1.38 and 3.07 MGD with a cumulative total diversion of 565 million gallons (MG). The diversion ows increased by 18 percent due to increased operating days that met qualifying conditions for urban runo diversion. At the current operations and maintenance cost per million gallons (CMG) of $1,972 (assuming BOD at 20 mg/L and TSS at 50 mg/L), assuming the commissioning of both the Santa Ana Delhi Channel Diversion the Arches Diversion near the beginning of FY 2025-26 and these facilities reach their full discharge potential (1.92 MGD and 0.2 MGD, respectively). DR A F T Section 2 - Page 11 Financial Overview & Budgetary Issues Included within this list of best nancial practices for state and local governments is OC San’s status as to whether we are in compliance or in progress towards compliance, or whether the practice is applicable to this agency. Out of the 199 practices identied, OC San is in compliance with 171, another 28 are not considered applicable to OC San. DR A F T Section 2 - Page 12 Business Plan Business Principles; Environmental Stewardship; Wastewater Management; Workforce Environment; These four categories contain fteen policy areas with ongoing initiatives to achieve the goals of the plan and OC San. Level of Service The Levels of Services were developed with measurable outcomes, or key performance indicators, that OC San is committed to meeting. This Business Plan documents that the Levels of Service provided by OC San will require $3.2 billion in identiable capital improvements and millions in increased maintenance and operations costs over the next ten years. OC San’s Levels of Service have been updated in November 2023 to align with the Strategic Plan and showcase how initiatives are being implemented and monitored. OC San’s Levels of Service are the commitment made to our rate payers, regulators, employees, and the Board of Directors on our operational eorts. The levels of service continue under the identied following goals: OC San will protect public health and the environment. OC San’s euent, solids, and biogas will be recycled. OC San will be a good neighbor and will be responsive to its customers. OC San will manage its assets to ensure reliability and security. OC San will exercise sound nancial management. OC San will provide a safe, productive workplace. These existing Levels of Service targets are continually under review. Stang Plan A comprehensive review was completed on OC San’s stang levels for the next two scal years. This undertaking began with a review of OC San’s vision, mission, goals, and objectives. OC San’s Strategic Plan is intended to be an overarching plan based on sound decision making that provides direction on the work that OC San will take on during the next two-year budget cycle and what will be deferred. This Business Plan is the underlying foundation for the development of OC San’s Budget. During the process of developing the Business Plan, OC San’s Executive Management Team reviewed the proposed work for the upcoming year, balanced it with the stang and funding resources needed and either approved the plan or made reductions. Reductions in work or resource commitment for the coming year will be considered in light of the Level of Service that the agency is committed to and appropriate levels of risk. Elements included in two year budget includes: (1) the Business Planning Process; (2) Strategic Goals, including the timeframe, milestones, and resources required for the completion of each step; (3) performance results pertaining to the Current and Projected Key Performance Indicators (Level of Services); (4) business accountability performance objectives and measures, that are aligned with the updated Strategic Plan (these are detailed for each division within the departments in Section 6 of this document); (5) Two-Year Stang Plan; (6) Financial Model Update; (7) Risk Assessment & Mitigation Analysis; and (8) 2020- 21 Asset Management Plan Update. Business Plan Process The framework for the Business Plan is developed as part of the process of updating the Strategic Plan. The process for updating the Strategic Plan requires the assistance from all levels of the organization, and includes updating the Mission Statement, Vision Statement and Core Values; and addresses the major objectives and critical challenges facing OC San now, in the next ve years, and further into the future. This Strategic Plan also lays down the foundation for the development of the Business Plan as it addresses critical operations and construction issues, nancial and budgeting challenges, and gives a clear and concise direction from the Board of Directors to sta, ratepayers, regulatory agencies, and the general public. The Business Plan development process started with the categories and topics identied within the Strategic Plan. Sta from across the agency further dened these goals in terms of level of service, business risk exposure, capital and operational costs, stang, and long-term nancial impacts. The Business Plan identies the required resources and prioritizes projects and goals, with recommendations for which goals should go forward for inclusion in OC San budget, and which should be deferred or dropped from consideration. Strategic Goals Over the next two years, OC San will begin and complete many activities central to the goals of the organization. In November 2023, OC San updated the Strategic Plan and, as part of the strategic planning process, outlined four broad categories:DR A F T Section 2 - Page 13 The Necessity of Updating the Regional Sewer Service Fee and the Net Cost of Service Methodology for Industrial Rates - OC San provides regional sewage collection, treatment, and disposal services to approximately 550,000 customers located in central and northwest Orange County and collects fees for these services through a special assessment on the Orange County property tax bill. In addition, OC San also maintains, repairs, and replaces the local sewers for approximately 74 of the above 550,000. High strength dischargers, or industrial customers, pay sewer fees based upon a net cost of service. A rate study was required to determine the equitable rates for these three types of users. Five-Year Proposition 218 Notice - OC San’s last California Proposition 218 Notice notifying rate payers of potential sewer rate increases over the past ve-years had expired and a new 5-year Proposition 218 Notice approved by the Board and the justication of the new sewer service fee rates over the next ve years needed to be supported by an updated sewer rate study. In their Financial Model Update Report for OC San issued in December of 2022, HDR recommended that OC San: Based on current operational and capital project assumptions, implement annual increases based on construction ination, respectively, over a ve-year period ending in FY 2024-25. Increase to the unit costs to high strength discharges for FY 2024-25 and FY 2025-26, as follows: 624624624 624624624 639639639 663.5663.5663.5 2010-11 2015-16 2020-21 2025-26 600 620 640 660 Authorized FTE Stang This analysis included review and assessment of each department and division within OC San with discreet duties and responsibilities. The total FTE requirement has gradually increased over the last ten years, based on the needs of the agency over time. An increase of 663.50 FTEs over the next two FYs is proposed. This is well below the high FTE count of 678 in FY 1995-96. Stang levels are proposed at minimum levels that are necessary to support the operation and maintenance of all facilities in an ecient manner to meet all compliance requirements. Sta has focused on the reallocation of existing resources in order to balance the needs within the business units of this agency to ensure that core business operations are met, levels of service are maintained, and that strategic initiative elements are accomplished. The proposed two-year stang plan contains a signicant level of analysis on how existing resources can be utilized in consideration of the increasing demands placed on this agency and in support of the $4.7 billion capital improvement program over the next ten years. A detailed breakdown on the proposed reallocation of FTEs can be found within the Appendix section of this budget. Financial Model Update OC San’s most recent regional rate study was completed in December 2022 by HDR Engineering. The purpose of the study was to update sewer service rates and to equitably distribute costs among utility customers and to support OC San’s regional rate structure over a ve-year period from FY 2023-24 through FY 2027-28. Previously, OC San had completed regional rate studies in 2017, 2013, 2008, 2006, 2002 and 1999. The following two drivers necessitated that a rate study be completed in 2022, and be incorporated into the Business Plan: Industrial Discharge Sewer Rates $/ 1,000 $/ lbs. $/ lbs. Gallons B.O.D. T.S.S. Unit Cost -FY 2024-25 $1,754.41 $0.74423 $0.85592 Unit Cost -FY 2025-26 $1,836.37 $0.78555 $0.89834 % Increase 4.7% 5.6% 5.0% All recommendations from the December 2022 Financial Model Update Report were approved by the Board to ensure that the funding required for the additional capacity projects required for new users would be available at the time of construction. Local sewer service fees are based on the Financial Model Update Report from April 2008 and remain at $108 per single family residence. Business Plan DR A F T Section 2 - Page 14 Business Plan Supplemental CFCC Rates $/ 1,000 / lbs. $/ lbs. Gallons B.O.D. S.S. Unit Cost -FY 2024-25 $2.39 $0.55920 $0.33917 Unit Cost -FY 2025-26 $2.47 $0.58000 $0.35000 % Increase 3.5% 3.5% 3.5% Risk Assessment Analysis Many leading organizations are formally applying risk management processes to identify and manage risks across many aspects of their business. The formalization of risk management processes is a logical step towards increased accountability and transparency placed on the Board and OC San management. Risk assessment and mitigation includes the following steps: Identify and assess strategic and organization- wide risks facing OC San; Identify mitigation measures that OC San currently has in place; Propose additional mitigation measures that OC San considers appropriate to manage; and Develop an action plan of responsibilities and timeframes for follow-up. The Risk Register is a compilation of the various risks facing OC San, as seen, and described biennially by the executive management team and the managers. Business Risk is dened as a threat that an event (action or inaction) will adversely aect OC San’s ability to achieve its business objectives and execute its strategies successfully. It was determined, as a result of the new Master Plan, that future build-out is now projected to be less than what was anticipated in the previous master plan. OC San’s system currently has unused capacity that is available to serve future users. In addition, OC San will continue to maintain, improve, and expand the system with future capital improvements. Based upon this information, a hybrid approach (buy-in and future cost) to capacity charges was recommended. Based on the CFCC portion of the rate study in 2022, CFCC and Supplemental CFCC fees are as follows for FY 2024-25 and FY 2025-26: CFCC Rates Residential Commercial/ CFCC Industrial CFCC Unit Cost -FY 2024-25 $6,354 $1,659 Unit Cost -FY 2025-26 $6,576 $1,717 FY24-25% Increase 11.1% 11.1% FY25-26% Increase 3.5% 3.5% Executive management and managers continue to review risks identied in the Risk Register and implement various ways to address those that might impact OC San. Each Risk Register Update contains solutions proposed by participants for the top risks, and each Risk Register Update also contains a section recording how OC San dealt with the risks that were spotted in the previous Risk Register Update. Asset Management OC San is committed to providing services for its rate payers 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 with an acceptable level of risk. 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. OC San’s Asset Management Program has evolved into a comprehensive decision-making framework that encompasses engineering planning, design, and construction of quality facilities; optimized operation; proper maintenance; and planned rehabilitation, replacement and refurbishment of assets 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 rate payers at the lowest lifecycle cost. The ongoing improvement and maturation of the Asset Management Program has resulted in the annual publication of an Asset Management Plan which provides details on the program, asset condition summaries, and budgetary considerations. The plan evaluates the remaining useful life of assets by discipline within each of the major areas (Collection System, Reclamation Plant No. 1, and Reclamation Plant No. 2). An overarching trend identied by the Asset Management Program is an increasing need to focus on renewal expenditures as the average age of OC San’s assets continues to increase. The Asset Management Plan is not only useful for documenting the current condition of OC San’s assets, but it also allows for the development of a morethoughtful 20-year CIP plan which considers which projects are necessary, when they are needed, and how best to accomplish them. The value of OC San’s assets and the 20-year CIP plan to sustain them are summarized in the following sections and described in more detail in the CIP Budget Request Summary section of this report.DR A F T Section 2 - Page 15 Business Plan Asset Valuation The replacement valuation for all of OC San’s assets has been updated in 2018 as part of the 2017 Facilities Master Plan project. The table below presents the current replacement and depreciated values of OC San’s assets. The replacement value represents the cost in 2018 dollars to completely rebuild all the assets to a new condition. The depreciated value is the book value of the assets based on their age, which is a prediction of their current condition. Valuation Plants Collections Total Replacement $9.39 $4.59 $13.98 Value (in billions) Depreciated $2.88 $0.76 $3.64 Value (in billions) The estimated replacement value in FY 2024-25 is $14.0 billion based on the Engineering News- Record Construction Cost Index (CCI) increase since the 2017 Facilities Master Plan. Planned CIP Outlays The following chart shows the 20-year CIP outlay which includes both current and projected future Capital Improvement Program projects. Additional information on the proposed CIP outlay for Board Authorized Projects is provided in the CIP Budget Request Summary section of this report. The second half of the 20-year CIP outlay is primarily comprised of future projects which are reevaluated and adjusted annually to reect any new information available. Future CIP, Rehabilitation and Refurbishment Proposed CIP Outlay for Board Authorized Projects 202 4 - 2 5 202 5 - 2 6 202 6 - 2 7 202 7 - 2 8 202 8 - 2 9 202 9 - 3 0 203 0 - 3 1 203 1 - 3 2 203 2 - 3 3 203 3 - 3 4 203 4 - 3 5 203 5 - 3 6 203 6 - 3 7 203 7 - 3 8 203 8 - 3 9 203 9 - 4 0 204 0 - 4 1 204 1 - 4 2 204 2 - 4 3 204 3 - 4 4 0 100M 200M 300M 400M 500M 20 year CIP Outlay DR A F T Section 2 - Page 16 Business Plan Infrastructure Asset Management OC San manages and assesses collection system and reclamation plant assets to improve resilience and reliability while lowering lifecycle costs. This is accomplished through adaptive operation; coordination of maintenance and condition assessment; and planned capital investment. Sta will balance maintenance, refurbishment, and replacement strategies to maximize useful life, system availability, and eciency. Below is a summary of the infrastructure maintenance activities and associated capital projects for FY 2024-25 and FY 2025- 26. Just as this section focuses on capital costs, OC San’s operational and maintenance costs for the Collection System, Reclamation Plant No. 1, and Reclamation Plant No. 2 are provided withinSection 6. Collection System OC San’s collection system consists of more than 380 miles of sewers and 15 pump stations. The maintenance of all regional sewers is actively managed but only 230 miles of regional sewers are on a cleaning schedule as the largest sewers and force mains are designed to be self-cleaning based upon higher ows 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, 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, increase reliability, and ensure safety. The planned activities help extend the useful life of the assets and minimize the potential for issues to develop. Budget information for maintenance is available in Section 6. Collection System Capital Improvement Projects OC San’s collections projects go through a 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; address odor issues; upgrade facilities to meet current codes and standards; and, in some instances, increase ow capacity due to growth in localized portions of our service area. In FY 2024-25 a focus continues to be the replacement of three of OC San’s important pump stations. Project No. 3-67 recently started construction and Project No. 5-67 is anticipated to bid and move forward with construction within the scal year to replace Seal Beach Pump Station and Bay Bridge Pump Station, respectively. Project No. 1-23, Edinger Pump Station Replacement, is anticipated to begin the design phase in the coming scal year. The reliability of all of OC San’s pump stations are critical for preventing sewer spills; however, these three pump stations are a priority for replacement with an average age of 57 years since original installation. These projects are projected to spend a combined $18 million in FY 2024-25. Additionally, there will be a widespread eort to address mostly age- related condition issues throughout the collection system. Project No. 2-49, Taft Branch Improvements; Project No. 7-65, Gisler-Red Hill Interceptor and Baker Force Main Rehabilitation; and 7-68, MacArthur Force Main Improvements, are three good examples of this typical ongoing rehabilitation eort. All three projects will be in construction in the upcoming scal year and are projected to spend a combined $35 million in FY 2024-25. Reclamation Plant No. 1 and Reclamation Plant No. 2 Maintenance The maintenance program is continually being optimized with a focus on predictive and preventative maintenance which identies and addresses issues when they initially develop. This approach not only allows for a more planned and less disruptive maintenance program but is also more cost eective. Each year the maintenance divisions complete tens of thousands of these predictive and preventative maintenance tasks and repairs assets as needed. Reclamation Plant No. 1 Capital Improvement Projects These projects are intended to rehabilitate or reconstruct major components of our treatment process and support facilities to ensure reliable operations. One of the largest projects at Plant No. 1 continues to be the Headworks Rehabilitation at Plant No. 1 (Project No. P1-105). The facility is over 30 years old, and a comprehensive refurbishment is required to ensure the continued reliable operation of the facility into the future. The project will rehabilitate systems including the metering and diversion structure, the bar screen building, the bin loading building, the main sewage pump station, the grit basins, the primary inuent channels, the headworks odor control scrubbers, electrical power distribution systems, and control elements. This project is in construction and is projecting to spend $41 million in FY 2024-25, with nal completion scheduled in 2028. Reclamation Plant No. 1 will be undergoing major overhauls of its primary and secondary treatment processes via Project P1-126, Primary Sedimentation Basins No. 3-5 Replacement at Plant No. 1, and Project P1-140, Activated Sludge-1 Rehabilitation at Plant No. 1. Both projects will be transitioning from preliminary design to design at the start of the upcoming scal year and are projecting to spend a combined $10 million in FY 2024-25.DR A F T Section 2 - Page 17 Reclamation Plant No. 2 and Outfall Capital Improvement Projects These projects are intended to rehabilitate or reconstruct major components of our treatment process and support facilities to ensure compliance with regulatory permits, increase reliability, and improve safety. One of the largest and longest duration active projects at Plant No. 2 is Project P2-98 (Primary Treatment Rehabilitation at Plant No. 2). This project is in construction and will renew the useful life of the 14 primary clariers and associated support facilities at Plant No. 2 via rehabilitation and replacement. These facilities date back to the late 1950’s and need condition-based upgrades. The nal phase of this project is under construction and is projecting to spend $19 million in FY 2024-25, with completion scheduled in 2027. Similar to the other areas, rehabilitation to address age-related condition issues will be a focus at Plant No. 2. Project P2-137, Digesters Rehabilitation at Plant No. 2; P2-128, Digester Replacement at Plant No. 2; and P2-136, Activated Sludge Aeration Basin Rehabilitation are good examples of this typical ongoing rehabilitation eort. The projects will be in construction, continuing design, and starting design, respectively, in the upcoming year and are projecting to spend a combined $9 million in FY 2024-25. There are also a number of projects providing a variety of improvements at Plant No. 2 including Project P2-127, Collections Yard Relocation and Warehouse Demolition at Plant No. 2; P2-128A, South Perimeter Wall and Soil Improvements at Plant No. 2; and P2-138, Operations and Maintenance Complex at Plant No. 2. The projects will be completing construction, starting construction, and continuing preliminary design, respectively, in the upcoming year and are projecting to spend a combined $11 million in FY 2024-25. While considering the outfall, Project No. J-137, Ocean Outfalls Rehabilitation, will begin preliminary design during FY 2024-25 and is projected to extend through FY 2032-33. This project will rehabilitate the existing long outfall, one of our most critical assets, and will also assess and make needed repairs to our short outfall so that both pipelines remain reliable. Business Plan DR A F T Within 1 hour in plants Within 24-hours in collection system ENVIRONMENTAL STEWARDSHIP Business Plan Section 2 - Page 18 Levels of Service Target OC San will protect public health and the environment. Compliance with Ocean Discharge Permit 100% Up to 10 MGDDry weather urban runo collected and treated Major non-conformance audit ndings < 5 Per permit per audit Respond to corrective actions within regulatory timeline for air, solids, and water compliance audits 100% Comply with Fleet Air Emission Regulations 100% Number of odor complaints under normal operations < 5 per events per treatment plant < 12 per events for collection system Sanitary Sewer Spills per 100 miles < 2.1 Compliance with core industrial pretreatment requirements 100% OC San’s euent, solids and biogas will be recycled. Provide specication euent to Groundwater Replenishment System 100% Benecially reuse biosolids during normal operations 100% WASTEWATER MANAGEMENT OC San will be a good neighbor and will be responsive to its customers. Respond to odor complaints Respond to collection system spills within 1 hour of notication 100% Respond to public complaints or inquiries regarding construction within 24 hours 100% Respond to biosolids contractor violations within one week of violation notice 100% Respond to Public Records Act requests within the statutory requirements < = 10 days Dig alert response within 48 hours 100% FY 2022-23 Results 100% Up to 10 MGD < 5 Per permit per audit 100% 100% < 5 per events per treatment plant < 12 per events for collection system < 2.1 100% 100% 100% 100% Within 1 hour in plants Within 24-hours in collection system 100% 100% 100% 100% DR A F T WORKPLACE ENVIRONMENT BUSINESS PRINCIPLES OC San will manage its assets to ensure reliability and security. < 2.5 Business Plan Section 2 - Page 19 Levels of Service Target > 87%Cybersecurity event monitoring and incident handling, percent successful Annual real property assessments/inspections 25% of the properties Annual Inspection, documentation, and evaluation of collection system 70 miles of sewers 880 manholes OC San will exercise sound nancial management. Annual user fees sucient to cover 100% of O&M Budget 100% Collection, treatment, and disposal costs per million gallons Maintain Credit Rating (Moody’s, Fitch, S&P)AAA OC San will provide a safe, productive workplace. Employee injury incident rate per 100 employees Annual days away from work, restricted activity, or job transfer resulting from a work-related injury < 4.4 Annual training hours per employee 45 hours FY 2022-23 Results 95% 100% 100% 100% 100% AAA 100% Within 1 hour in plants 100% Within 10% of BudgetWithin 10% of Budget DR A F T Business Plan OC San Long-Term Planning Section 2 - Page 20 Type of Planning Process Description of Process Budget Impacts Update of the Strategic Plan Capital Master Planning and Asset Managerment Biosolids Management Groundwater Replenishment System (GWRS) The ongoing process adapts to changes and allows the budget to be reevaluated and rened. The 2024 CIP Validation, includes an overall CIP budget of over $6.4 billion for active and future projects. Biosolids production decreased after IRWD discontinued sending biosolids. OC San will continue executing CIP projects to support the Final Expansion of the GWRS. Maximize the use of treated euent for water recycling by sending secondary euent from Plant No. 2 to the GWRS. The study of biosolids options will include osite and onsite facility, and new and established technologies. In December 2017, the Board approved a new Facilities Master Plan that lays out a capital program to deliver and maintain the levels of service desired by the Board of Directors. This is validated and reinforced every year through Planning Studies and Asset Management. In November 2023, OC San’s Board approved a 2- Year Strategic Plan. It denes needs and feeds into Capital Planning. From there, budget development will be developed and executed. Maintaining a rolling two year, four-step management process that creates and maintains vision alignment between the Board of Directors, the sta, and the public we serve. Develop and maintain a 20- year Capital Improvement Program (CIP) to meet the regulatory, environmental, health, and safety needs of a growing population. Aggressively pursue biosolid disposal alternatives. Continue partnership with the Orange County Water District (OCWD) in support of the GWRS.DR A F T Section 2 - Page 21 Orange County at a Glance Background Information and Description of Services OC San is a public agency that operates one of the largest wastewater facilities in the United States of America. Originally formed in 1954 pursuant to the joint powers provision under the County Sanitation District Act of the California Health and Safety Code, OC San then consisted of independent special districts responsible for wastewater collection within their own geographical boundaries. These districts were co-participants in a Joint Agreement to provide for the joint construction, ownership, and operation of OC San’s Joint Facilities for the treatment and recycling of wastewater. On July 1, 1998, the nine-individual existing districts requested to be consolidated into one district by resolution of the Board of Supervisors of the County of Orange and special legislation. OC San is governed by a Board of Directors made up of mayors or members of city councils, directors of independent special districts, and one member from the County Board of Supervisors. A variety of board committees, made up of members of the Board of Directors, consider topics for action by the Board and make recommendations to the Board. OC San is responsible for collecting, treating, and safely disposing of approximately 185 million gallons of wastewater each day for an area covering 479 square miles in metropolitan (central and northwestern) Orange County. OC San’s service area includes approximately 2.6 million residents and businesses, or approximately 81 percent of the County’s total population. Professional sta of 655.00 full-time equivalent employees supports OC San’s around-the-clock operation. Sta is organized into six departments, including the General Manager’s Oce, Human Resources, Administrative Services, Environmental Services, Engineering, and Operations and Maintenance. As working environmentalists, OC San’s sta is regulated by many agencies, including the United States Environmental Protection Agency (U.S. EPA), California Regional Water Quality Control Board (CRWQCB), CalRecycle, the California Air Resources Board, and the South Coast Air Quality Management District (SCAQMD). OC San operates and is regulated under a National Pollution Discharge Elimination System (NPDES) ocean discharge permit issued by the U.S. EPA and the Santa Ana Regional Water Quality Control Board. This permit was last renewed in August 2021. To maintain OC San’s NPDES operating permit, OC San’s plants must meet strict conditions set jointly by the regulators. OC San is actively engaged in discussion with the regulators during the renewal process. OC San maintains and operates a large system of trunk sewers and pump stations in addition to the two modern treatment plants. The plants use chemical, physical and biological processes to produce a high- quality euent. Chemicals used are either environmentally neutral or biodegradable. The treated euent from the Huntington Beach plant is pumped through a ve-mile, 10-foot diameter ocean outfall pipe. The last mile of the outfall is a diuser section that releases treated water through more than 500 portholes approximately four-and-a- half miles oshore. In January 2008, the Orange County Water District (OCWD) and OC San began operation of the Groundwater Replenishment System (GWRS), a joint project by the two agencies to provide reclaimed water for percolation into the groundwater basin from most of the secondary euent pumped from the Fountain Valley plant, or approximately 92,300 acre- feet per year. In May 2015, OCWD completed the initial expansion of GWRS that provided an additional 33,000 acre- feet per year of reclaimed water; resulting in the purication of 100 percent of the treated wastewater produced at the FountainValley plant. In November 2019, OCWD and OC San began construction on the nal expansion of GWRS and was completed in 2023. The nal expansion of GWRS provides an additional 36,400 acre-feet per year by utilizing reclaimed water produced at OC San’s Huntington Beach plant. Community Prole of the County of Orange The County of Orange is bordered on the north by Los Angeles and San Bernardino counties, on the east by Riverside County, on the southeast by San Diego County, and on the west and southwest by the Pacic Ocean. Approximately 42 miles of ocean shoreline provide many beaches, marinas, and other recreational areas for use by residents and visitors. The climate in the County is mild, with an average rainfall of 13 inches. The mean temperature ranges from a minimum of 47 degrees to a maximum of 82 degrees. The County has become a tourist center in Southern California by oering a broad spectrum of recreational opportunities that is enhanced by the mild climate. Along the shoreline are ve state beaches and parks, ve municipal beaches and ve county beaches. There are two small-craft docking facilities in Newport Harbor, one located in Sunset Beach and another in Dana Point. Other major recreational and tourist facilities include Disneyland, Disney California Adventure, Knott’s Berry Farm and Soak City, Mission San Juan Capistrano, and the Anaheim Convention Center. Also located within the County is Anaheim Stadium, home of the Los Angeles Angels of Anaheim of Major League Baseball, and the Honda Center, home of the Anaheim Ducks of the National Hockey League. Economic Outlook Orange County’s forecasted total payroll employment increased 1.4 percent over the prior year, or the addition of 24,000 payroll jobs in 2023, following an increase of 5.3 percent in 2022. During this same time period, unemployment in Orange County increased from 3.2 percent to 3.9 percentwhile the unemployment in California as a whole increased from 4.1 percent to 5.1 percent. Of greater concern than the short-run eects of recessionary forces is the long-run impact of Orange County’s deteriorating position in luring new advanced DR A F T Section 2 - Page 22 Orange County at a Glance advanced worker establishments, which are an important indicator of generating high-value-added jobs. On the residential property front, the lack of housing aordability is wreaking havoc on this all-important sector of Orange County’s economy that calls for housing aordability in the County to reach its lowest level in history during the quarter ended June 2023. This aordability of 49.1 would suggest that median family income is less than half of what is necessary to purchase a median-priced home. During the second half of 2023, a decline in the 30-year mortgage rate to 5.8 percent by year-end will push aordability up to a still relatively low 60.3. While that's not enough to lead to a meaningful recovery in home sales, it suggests that the worst may be behind us. Another factor expected to help push up aordability is declining home prices. The average median home price in Orange County to decline from $1,020,000 in 2022 to $930,000 in 2023, a decline of 8.8 percent. Lower mortgage rates, as well as a limited supply of homes available for sale, will lead to stabilizing home prices. An important measure of future construction activity, residential permits, fell 13.2 percent in 2022. The total number of residential permits in Orange County is forecasted for a more moderate but continuing decline of 6.6 percent, which would push permit levels to about 6,000 units, roughly equal to that recorded during the COVID recession year of 2020. DR A F T Section 3 - Page 1 Fiscal Policy General Financial Goals To maintain a nancially viable OC San that can maintain an appropriate level of wastewater treatment services. To maintain nancial exibility by adapting to local and regional economic changes To maintain and enhance the sound scal condition of OC San. To ensure that the value added by every program and activity within OC San is proportional to its cost; and to eliminate those programs and activities that do not contribute to OC San’s mission. To provide training opportunities to the greatest extent possible for available jobs within the organization for those employees working in programs or activities that have been reduced or eliminated. To provide employees with cross-training opportunities in order to achieve multi-tasking capabilities. Operating Budget Policies OC San will adopt a balanced budget by June 30 of each year. The budget will be used as a scal control device as well as a nancial plan. Budget preparation and monitoring will be performed by each division within OC San, the organizational level of accountability and control. The Director of Finance will prepare a budget calendar no later than January of each year. An annual operating budget will be developed by conservatively projecting revenues and expenditures for the current and forthcoming scal years. During the annual budget development process, the existing programs will be thoroughly examined to assure removal or reduction of any services or programs that could be eliminated or reduced in cost. Current operating revenues will be sucient to support current operating expenditures. Annual budgets including reserves will provide for adequate design, construction, maintenance and replacement of OC San capital facilities and equipment. OC San will maintain all physical assets at a level adequate to protect OC San’s capital investment and to minimize future maintenance and replacement costs. √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ Fiscal Policy Statement Completed In Progress Comments DR A F T Section 3 - Page 2 OC San will project equipment replacement and maintenance needs for the next ve years and will update this projection each year. From this projection a maintenance and replacement schedule will be developed and followed. OC San will avoid budgetary and accounting procedures that balance the current budget at the expense of future budgets. OC San will forecast its expenditures and revenues for each of the next ve years and will update this forecast at least annually. Revenue Policies Because revenues are sensitive to both local and regional economic conditions, revenue estimates adopted by the Board of Directors must be conservative. Sta will estimate annual revenues by an objective, analytical process that utilizes trend, judgmental, and statistical analysis as appropriate. Ad valorem property tax revenues of OC San will be rst dedicated to debt service. Sewer Service User Fees will be projected for each of the next ten years and this projection will be updated annually. Expenditure Policies OC San will maintain a level of expenditures that provides for the health, safety and welfare of the residents of the community. OC San will set fees and user charges at a level that fully supports the total direct and indirect costs of operations, capital improvements, and debt service requirements not covered by reserves Capital Improvements Budget Policies OC San will make all capital improvements in accordance with an adopted and funded capital improvement program. The adopted capital improvement program will be based on need. OC San will develop an annual ve-year plan for capital improvements, including design, development, implementation, and operating and maintenance costs. All capital improvement projects approved in the annual operating budget are approved at the budgeted amounts through the completion of the project. The Board of Directors approves both the individual project total budget and the projected cash outlays for all capital improvement projects for the current scal year. √ √ √ √ √ √ √ √ √ √ √ √ A 20-year CIP Plan is maintained by OC San. Fiscal Policy Statement Completed In Progress Comments Fiscal Policy DR A F T Section 3 - Page 3 Fiscal Policy Sta will identify which capital projects may have a signicant impact on on-going operating and maintenance costs and estimate the impact as the project is developed. Sta will identify the estimated on-going future Operating and Maintenance costs, as well as stang requirements upon completion for each capital project proposal before it is submitted to the Board of Directors for approval. OC San will use intergovernmental assistance and other outside resources whenever possible to fund capital improvements providing that these improvements are consistent with the Capital Improvement Plan and OC San’s priorities, and that the future operating and maintenance costs of these improvements have been included in the budget. Sta will coordinate development of the capital improvement budget with the development of the operating budget. All operations and maintenance resources required to implement the CIP have been considered and appropriately reected in the operating budget for the year the CIP is to be implemented. Cost tracking for components of the capital improvement program will be updated quarterly to ensure project completion against budget and established time lines Asset Management Policy √ √ √ √ √ √ √ √ √ √ Fiscal Policy Statement Completed In Progress Comments The condition, performance, utilization, and cost of assets will be recorded to the major asset level. A detailed, planned maintenance program is in place to ensure that the assets, facilities and systems perform to their design criteria and meet their design lives. A system is in place to blend planned and unplanned activity to optimize the asset life cycle. Reliability Centered Maintenance techniques will be used to optimize the maintenance plans and to identify any alterations that are economically justied. Current levels of asset service including condition, function/size/type, reliability, and availability have been determined and documented. In order to provide for the systematic planning, acquisition, deployment, utilization control, and decommissioning of capital assets, the following policies have been established: DR A F T Section 3 - Page 4 √ √ √ √ √ √ √ √ √ √ √ √ √ Conditions and performance of assets are reported annually through the Asset Management Plan. The full economic cost is charged on all asset management activities. Planning Division and Asset Management maintains appropriate budget and funding strategies that match the needs of the business to ensure sustainability. Planning Division considers the real growth of OC San’s service area and the way in which demands for service will change in the future, including population, unit demand, and changing regulatory requirements. Monitoring and reporting are performed on the condition, performance, and reliability of OC San’s assets against design requirements, prescribed service levels and regulatory requirements. An assessment of the relative risks, costs and benets is derived for all investments in capital works, maintenance, and operations. Asset management decisions take into account budgetary constraints and the funding needs of the whole organization considering their impact on rates. Necessary renewal projects and programs to sustain the existing levels of service and condition of assets, as identied through the best appropriate process, is approved ahead of new capital works and services. New capital assets for new works and services are approved only with the commitment of the recurrent (operations and maintenance) funding necessary to sustain the new works and services. Fiscal Policy Statement Completed In Progress Comments Vehicles will be operated to ensure the highest utilization rate possible. Vehicles may be replaced when they are 7 years old or have accumulated 75,000 miles, or at the optimal replacement cycle per industry best practice. Vehicle utilization rates will assist in determining vehicle acquisition needs. Rightsizing of eet will coincide with the budget preparation process biennially. Alternative fuels will be incorporated to remain regulatory compliant. Electric carts are to be utilized for in-plant use only. Fleet Management Policy Vehicles and equipment will be operated, maintained, and appropriate to the assigned task to ensure the lowest total cost of ownership. The following policies have been established: Fiscal Policy DR A F T Section 3 - Page 5 Fiscal Policy Short-Term Debt Policies OC San may use short-term debt to cover temporary or emergency cash ow shortages. All short-term borrowing will be subject to Board approval by resolution. OC San may utilize Board approved intra-agency loans rather than outside debt instruments to meet short-term cash needs. Intra-agency loans will be permitted only if an analysis of the aected Revenue Areas indicates funds are available and the use of these funds will not impact current operations. The principal, along with interest at the prevailing rate as established by OC San’s Treasurer, will be paid to the lending Revenue Area. Long-Term Debt Policies Proceeds from long-term debt will not be used for current on-going operations. Before any new debt is issued, the impact of debt service payments on total annual xed costs will be analyzed. Develop and maintain a board adopted debt policy. Accumulated Funds & Reserve Policies A cash ow reserve will be established to fund operations, maintenance, and certicates of participation expenses for the rst half of the scal year, prior to the receipt of the rst installment of the property tax allocation and the sewer service user fees which are collected as a separate line item on the property tax bill. The level of this criterion will be established as the sum of an amount equal to six months operations and maintenance expenses and the total of the annual debt (COP) service payments due in August each year. An operating contingency reserve will be established to provide for non-recurring operating expenditures that were not anticipated when the annual budget was considered and adopted. The level of this criterion will be established at an amount equal to ten percent of the current scal year’s annual operating budget. A capital improvement reserve will be maintained to fund annual increments of the capital improvement program. The target level for this criterion has been established at one half of the average annual cash outlay of the capital improvement program through the year 2034. Levels higher and lower than the target can be expected while the long- term nancing and capital improvement programs are being nalized. A renewal/replacement reserve will be maintained to provide funding to replace or refurbish the current collection, treatment and recycling facilities at the end of their useful economic lives. The current replacement value of these facilities is estimated to be $14 billion. The reserve criterion level had been established at $75 million. √ √ √ √ √ √ √ √ √ Fiscal Policy Statement Completed In Progress Comments DR A F T Section 3 - Page 6 Catastrophic loss, or self-insurance, reserves will be maintained for property damage including re, ood, earthquake, and litigation, for general liability, and for workers' compensation. This reserve criterion is intended to work with purchased insurance policies, FEMA and State disaster reimbursements. Based on the plant infrastructure replacement value, the level of this criterion has been set to fund OC San’s non-reimbursed costs, estimated to be $100 million. A debt service reserve will be maintained at ten percent of the outstanding certicate of participation (COP) issues. Other debt service reserves are required to be under the control of a Trustee by the provisions of the COP issues. These funds are not available for the general needs of OC San and must be maintained at specied levels. Investment Policies OC San’s Treasurer will annually submit an investment policy to the Board of Directors for review and adoption. The investment policy will emphasize safety and liquidity before yield. Accounting, Auditing, and Financial Reporting OC San’s accounting and nancial reporting systems will be maintained in conformance with generally accepted accounting principles and standards promulgated by the Governmental Accounting Standards Board. A capital asset system will be maintained to identify all OC San assets, their condition, historical cost, replacement value, and useful life. Quarterly nancial reports will be submitted to the Board of Directors and will be made available to the public. Full disclosure will be provided in the general nancial statements and bond representations. OC San will maintain a good credit rating in the nancial community. An annual audit will be performed by an independent public accounting rm with the subsequent issue of an ocial Annual Comprehensive Financial Report, including an audit opinion and a management letter. √ √ Fiscal Policy Statement Completed In Progress Comments OC San’s AAA rating was rearmed with the $157.6 million 2024A Revenue Refunding debt issuance. √ √ √ √ √ √ √ √ Fiscal Policy DR A F T Section 3 - Page 7 Auditor Committees Audit Procurement Internal Auditors Oering Statements and the Independent Auditor's Role Meeting and Exceeding Minimum GAAP Financial Reporting Requirements Policies and Procedures Documentation Control Over Items That Are Not Capitalized Capitalization Thresholds for Capital Assets Inventories of Tangible Capital Assets Municipal Solid Waste Management and Full-Cost Accounting Measuring the Full Cost of Government Service Indirect Cost Allocation Disaster Recovery Cost Documentation Disaster Recovery for Technology Grants Administration Accounting for Leases Internal Control Deciencies in Audits Internal Control Environment Internal Control for Grants Internal Control and Management Involvement Whistleblowing Nonauthoritative Considerations in the Preparation of an Annual Comprehensive Financial Report Website Posting of Financial Documents Meeting and Exceeding Minimum GAAP Financial Reporting Requirements Fund Accounting Applications Timely Financial Reporting √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ GFOA Best Practices and Advisories Compliance Met In Progress Comments Administrative Committee serves as an audit committee. Administrative Committee directs internal audits. OC San does not provide solid waste services. Not Applicable √ √ √ Accounting and Financial Reporting Best Practices GFOA Best Practices and Advisories DR A F T Section 3 - Page 8 Department Reports and Management's Discussion and Analysis Department Reports and Supplementary Information Popular Reporting of Financial Information Periodic Disclosure and the Annual Comprehensive Financial Report Budgetary Comparisons as Part of the Basic Financial Statements Tax Abatement Transparency Accounting and Financial Reporting for Fiduciary Activities Special Revenue Funds Used for Budgeting, but Not Financial Reporting Securities Lending Transactions in Financial Statements Achieving a Structurally Balanced Budget Adopting Financial Policies Fund Balance Guidelines for the General Fund Working Capital Targets for Enterprise Funds Establishment of Strategic Plans Long-Term Financial Planning Role of the Finance Ocer in Supporting Fiscal Sustainability Establishing an Eective Grants Policy Establishing Government Charges and Fees Pricing Internal Services √ √ √ √ √ √ √ √ √ √ √ √ GFOA Best Practices and Advisories Compliance Met In Progress Comments Not required for proprietary fund types. Budget to actual comparisons included in unaudited quarterly nancial reports. OC San does not have tax abatement agreements. OC San does not have duciary activities. OC San does not have special revenue funds. OC San does not have securities lending transactions. OC San only has proprietary fund types - established a formal policy on the level of unrestricted net position. Not Applicable √ √ √ √ √ √ √ Budgeting Best Practices GFOA Best Practices and Advisories DR A F T Section 3 - Page 9 Evaluating Service Delivery Alternatives Financial Forecasting in the Budget Preparation Process Inationary Indices in Budgeting The Use of Trend Data and Comparative Data for Financial Analysis Basis of Accounting versus Budgetary Basis Eective Budgeting of Salary and Wages Public Engagement in the Budget Process Role of the Finance Ocer in Collective Bargaining Strategies for Managing Health-Care Costs Budget Monitoring Performance Measures Accurately Displaying Total Expenditures in Budget Presentations (Budget Consolidation) Capital Budget Presentation Departmental Presentation in the Operating Budget Document Making the Budget Document Easier to Understand The Statistical/Supplemental Section of the Budget Document Website Posting of Financial Documents Capital Asset Management Role of the Finance Director in Capital Asset Management Strategies for Establishing Capital Asset Renewal and Replacement Reserve Policies Capital Planning Policies Environmentally Responsible Practices in Capital Planning Coordinating Economic Development and Capital Planning Multi-Year Capital Planning √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ GFOA Best Practices and Advisories Compliance Met In Progress Comments OC San does not use a budgetary basis of accounting. Not Applicable √ GFOA Best Practices and Advisories Capital Planning and Infrastructure Best PracticesDR A F T Section 3 - Page 10 Master Plans and Capital Improvement Planning Technology in Capital Planning and Management Communicating Capital Improvement Strategies Capital Budget Presentation Establishing an Economic Development Incentive Policy Coordinating Economic Development and Capital Planning Role of the Finance Ocer in Economic Development Creation, Implementation, and Evaluation of Tax Increment Financing Evaluating And Selecting Economic Development Projects Negotiating Economic Development Agreements Administering Economic Development Agreements Monitoring Economic Development Performance Investment Policy Investment Program for Public Funds Diversifying the Investment Portfolio Collateralizing Public Deposits Government Relationships with Securities Dealers Investment and Management of Bond Proceeds Mark-to-Market Reporting for Public Investment Portfolios Monitoring the Value of Securities in Repurchase Agreements Managing Market Risk in Investment Portfolios Using Benchmarks to Assess Portfolio Risk and Return Selection and Review of Investment Advisors GFOA Best Practices and Advisories Compliance Met In Progress Comments OC San does not use economic development incentives. OC San does not utilize tax increment nancing. OC San does not have economic development projects. Not Applicable √ √ √ √ √ √ √ √ Treasury and Investment Management Best Practices √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ GFOA Best Practices and Advisories DR A F T Section 3 - Page 11 Using Safekeeping and Third-Party Custodian Services Local Government Investment Pools Establishing a Policy for Repurchase Agreements Ensuring the Safety of Reverse Repurchase Agreements Using Commercial Paper in Investment Portfolios Use of Derivatives and Structured Investments by State and Local Governments for Non-Pension Fund Investment Portfolios Securities Lending Programs for Non- Pension Fund Portfolios Receivables and Handling Receipts in the Treasury Oce Payments Made by Governments Using Cash Forecasts for Treasury and Operations Liquidity Abstain from Using and INvesting in Cyrptocurrency for Government Operations Bank Account Fraud Prevention Payments Made by Governments Use of Lockbox Services Accepting Payment Cards and Selection of Payment Card Service Providers Payment Consolidation Services Using Remote Deposit Capture Procurement of Financial Services Due Diligence on Bank and Treasury Management Providers Using Purchasing Cards to Streamline the Purchasing Process Revenue Control Policy GFOA Best Practices and Advisories Compliance Met In Progress Comments OC San investment policy does not allow derivative investments. Not Applicable √ GFOA Best Practices and Advisories √ OC San does not have sucient cash-related transactions to use lockbox services. The majority of revenues are collected on the property tax roll. √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ DR A F T Section 3 - Page 12 GFOA Best Practices and Advisories Compliance Met In Progress Comments Not Applicable Debt Management Best Practices Using Mutual Funds for Cash Management Purposes Receivables and Handling Receipts in the Treasury Oce Using Cash Forecasts for Treasury and Operations Liquidity Electronic Vendor Fraud Issuer's Role in Selection of Underwriter's Counsel Types of Legal Counsel Selecting and Managing Municipal Advisors Selecting Bond Counsel Selecting and Managing Underwriters for Negotiated Bond Sales Issuing Taxable Debt Bank Loans and Direct Placements Evaluating the Sale and Securitization of Property Tax Liens Using Variable Rate Debt Instruments Pension Obligation Bonds Use of Debt-Related Derivatives Products Refunding Municipal Bonds Debt Issuance Transaction Costs Expenses Charged by Underwriters in Negotiated Sales Issuing Taxable Debt Pricing Bonds in a Negotiated Sale Selecting and Managing the Method of Sale of Bonds Using Credit Rating Agencies Underwriter Disclaimers in Ocial Statements “ESG” Best Practice - “E” Environmental “ESG” Best Practice - “S” Social “ESG” Best Practice - “G” Governance √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ GFOA Best Practices and Advisories DR A F T Section 3 - Page 13 Maintaining and Investor Relations Program Understanding Your Continuing Disclosure Responsibilities Using Technology for Disclosure Primary Market Disclosure Voluntary Disclosure Marketing Municipal Bonds as Green, Sustainable, Social, or Other Alternatively Designated Bonds Debt Management Policy Refunding Municipal Bonds Investment and Management of Bond Proceeds Post-Issuance Policies and Procedures Debt Service Payment Procedures Managing Build America and other Direct Subsidy Bonds GFOA Best Practices and Advisories Compliance Met In Progress Comments Not Applicable GFOA Best Practices and Advisories √ √ √ √ √ √ √ Sustainable Pension Benet Tiers Developing a Policy to Participate in Securities Litigation Class Actions Developing a Policy for Retirement Plan Design Options OPEB Governance and Administration Governance of Public Employee Postretirement Benets Systems Preparing an Eective Summary Plan Description Educating Employees about the Adequacy of Retirement Benets Selecting Third-Party Investment Professionals for Pension Fund Assets The Use of Early Retirement Incentives Deferred Retirement Option Plans In-Kind Asset Transfer to Dened Benet Pension Plans Asset Allocation for Dened Benet Plans Core Elements of a Funding Policy Pension and Benet Administration Best Practices √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ DR A F T Section 3 - Page 14 GFOA Best Practices and Advisories Compliance Met In Progress Comments Not Applicable Design Elements of Dened Benet Retirement Plans Enhancing Reliability of Actuarial Valuations for Pension Plans Hybrid Retirement Plan Design Investment Fee Guidelines for External Management of Dened Benet Plans Investment Policies for Dened Benet Plans The Role of the Actuarial Valuation Report in Plan Funding Sustainable Funding Practices for Dened Benet Pensions and Other Postemployment Benets (OPEB) Pension Obligation Bonds Responsible Management and Design Practices for Dened Benet Pension Plans Asset Allocation for Dened Contribution Plans Dened Contribution Retirement Plan Design Hybrid Retirement Plan Design Monitoring and Disclosure of Fees for Dened Contribution Plans Participant Education Guidance for Dened Contribution Plans Dened Contribution Plan Fiduciary Responsibility Brokerage Window Options for Dened Contribution Plans Establishing and Administering an OPEB Trust OPEB Governance and Administration Ensuring Other Postemployment Benets (OPEB) Sustainability Sustainable Funding Practices for Dened Benet Pensions and Other Postemployment Benets (OPEB) Core Elements of a Funding Policy √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ OC San does not have a dened contribution plan. OC San does not have an OPEB trust fund. Pay-as-you-go method utilized. √ √ GFOA Best Practices and Advisories DR A F T Section 3 - Page 15 Other Potemployment Benets (OPEB) Bonds Communicating Health-Care Benets to Employees and Retirees Strategic Health-Care Plan Design Comply with the Aordable Care Act Patient Protection and Aordable Care Act Compliance Investment Policies for Tax-Deferred Retirement Savings Plans Investment Policies for Dened Benet Plans Investment Fee Guidelines for External Management of Dened Benet Plans Selecting Third-Party Investment Professionals for Pension Fund Assets Commission Recapture Programs Procuring Actuarial Services Actuarial Audits Disclosures of Pension Funding Obligations in Ocial Statements GFOA Best Practices and Advisories Compliance Met In Progress Comments Not Applicable GFOA Best Practices and Advisories Risk Assessment Best Practices Enterprise Risk Management Business Preparedness and Continuity Guidelines Disaster Preparedness √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ DR A F T Section 3 - Page 16 Overview of the Budget Process Budget Process Sixteen years ago, OC San prepared its rst complete budget document covering two years instead of one. The next year a smaller budget update document was prepared to summarize revisions to the second year of the previously adopted two-year budget period. This two-year cycle approach to budget preparation is expected to continue for the indenite future. This change has not caused any modication to the previously established stages of the annual budget process except with regard to the level of detail which is provided. The timing of all stages of the budget process remains consistent from year to year. In the second year of a two-year cycle, however, the focus is on any changes that need to be made to the upcoming year’s budget relative to what was previously submitted, reviewed, and approved for that budget during the prior year. OC San’s annual budget preparation process begins in January of each year and concludes in June upon its adoption. However, the entire budget process extends beyond one year and overlaps with the preceding budget and the subsequent budget. As shown in the chart above, the budget process consists of four major parts. These parts occur at various stages throughout the year as follows: Team Approach As identied by one of the scal policies, the budget preparation process originates at the division level, the organizational level of accountability and control. Budget coordinators are established to represent each operating division. A comprehensive budget manual is prepared and used as the training manual during a training session with the budget coordinators. After the initial divisional budgets are prepared, budget review sessions are scheduled for each division with the General Manager. It is during these sessions that all proposed stang levels, programs, and line item expenses are justied. Next senior management representatives from each department analyze opportunities for consolidating programs and eliminating unnecessary requests. Guidance is also sought and utilized from OC San’s committees on various issues that aect budget development. - January 18 - February 15 - March 4-8 - March 18-22 - June 5 & 12 - June 26 Execution - starts from the rst day of the budget year, July 1, through the entire budget year and beyond into November with the presentation of the annual audit report. Key dates in this budget cycle are: Preparation/Planning - takes place from January through March. Integration - runs from March through May. Passage - adoption of the budget usually occurs in June of each year. Budget Kick-o Meeting Department Budget Submissions Preliminary Budget Review General Manager Budget Review Presentation to Board Committees Public Hearing & Board Adoption DR A F T Section 3- Page 17 The Process The budget preparation process begins in January with the distribution of the budget manual, budget preparation training, and issuance of personnel budget and justication forms, and equipment budget forms to all of the Divisions. In March, the Financial Management Division develops divisional level budgets based on the request forms received from the various divisions. These divisional budgets are then reviewed in mid- March by the General Manager along with the Department and Divisional managers for each program request and for new, additional, or reduced services, positions, and capital outlay. The Capital Improvement Program requests are prepared from October through March and are reviewed by Engineering Department and Divisional managers prior to being submitted to the General Manager for review and evaluation as part of the budget process. In determining recommended allocation levels, the General Manager takes into consideration the projected amount of available resources, direction provided by the Directors, OC San’s scal policies, and how to best provide the most cost- eective and ecient service levels to the public. After a nal review of the operating budgets by the General Manager, the proposed annual budgets are nalized in late May and then distributed to the Directors for consideration. The General Manager presents the proposed budget to the various Directors’ Committees for deliberations throughout the month of June. The proposed budget is scheduled for adoption, along with any revisions by the Board, at the Board of Directors meeting in June. Level of Control and Amendments to the Budget Budgetary control, the level at which expenses cannot legally exceed the appropriated amount, isexercised at the individual Department level. Administrative policies provide guidelines on budget transfers and the authorization necessary to implement transfers. Generally, there are two types of budget transfers: 1. Budget Adjustment This is a transfer which does not change the total appropriated amount and does not require Board action. Depending on the budget category aected by the transfer, approval may be granted at the General Manager or Department Head level as follows: Department Heads have discretion to reapportion funds between certain line items within a division but may not exceed total appropriated amounts for each department. They also may transfer sta across divisional lines within their department. The General Manager and Board of Directors must approve additional capital outlay items. Funds appropriated for salaries and benets may not be expended for any other purpose unless approved by the Board. The General Manager may transfer operating funds within and between divisions and departments. The General Manager may also transfer sta positions between departments. 2. Budget Amendment This is an adjustment to the total appropriated amount, which was not included in the original budget. These supplemental appropriations require formal action by the Board of Directors. Types of modications can be categorized as follows: Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. Reserves/fund balances exceeding minimum amounts required by scal policy may be appropriated if it is determined to be in the best interest of OC San. Directors may also appropriate reserves in case of emergencies or unusual circumstances. Transfers between Revenue Areas require formal action by the Board of Directors. Unexpended appropriations automatically lapse at the end of the scal year and are included in the ending fund balances. FY 2024-25 and FY 2025-26 Proposed Budget Assumptions Economic Assumptions Revenue Assumptions Ination for the Los Angeles-Long Beach- Anaheim Orange County has seen a percentage increase in consumer price index (CPI-U) of 2.8% for 2023. A 3.0 percent ination factor will also be used for FY 2025-26 Based upon the proposed Sewer Service Fee Rate Schedule to be approved by the Board in March 2023, the single- family residence (SFR) rate will increase by $13 (3.6 percent) to $371 in FY 2024-25, which is less than the projected CPI. Note that each $1 increase in the SFR rate generates approximately $900,000 per year. The capital facilities capacity charge (CFCC) fee captures only those infrastructure costs that relate to additional capacity. The proposed CFCC fee to be approved by the Board in March 2023 will increase by 11.6 percent for FY 2024-25. Other infrastructure costs such as improved treatment, rehabilitation, refurbishment, and replacement, will be supported through user fees. Given the Facilities Master Plan adopted in December 2017, a rate study was completed in December 2022 to ensure that the CFCC fee methodology remains equitable and to conrm that an appropriate share of system costs would be recovered from new development. Revenues will be budgeted to reect little growth in Equivalent Dwelling Unit (EDU) connections that have remained at over the past ve years. Overview of the Budget Process DR A F T Section 3- Page 18 Budget Assumptions Revenues will be budgeted to reect little growth in Equivalent Dwelling Unit (EDU) connections that have remained at over the past ve years. Permit user rates for ow will increase by 4.7 percent, Biochemical Oxygen Demand (BOD) will increase by 5.6 percent and Total Suspended Solids (TSS) will increase by 5.0 percent for FY 2024-25 based upon the Rate Study completed in December 2022. Annexation fees capture both the net current assets and the equivalent property tax allocations totaling $4,235 per acre. Annexable property in OC San’s service area sphere is minimal; consequently, no FY 2024-25 income from annexation fees is anticipated. Property tax revenues are preliminarily estimated to increase by approximately 7.8 percent from FY 2023-24 to $117.6. A 2.0 percent annual increase in Assessed Value is authorized by the state constitution and is included in the increases noted above. The additional increase in assessed value is from authorized increases to market value when property is sold at a higher value. A 4.0 percent vacancy factor on authorized positions has been budgeted for FY 2024-25. The actual vacancy factor is currently running at 10.4 percent, but is on a downward trend due to the streamlined recruitment processes now in place. This vacancy factor accounts for time spent for recruitment and turnover. The Memorandums of Understanding (MOUs) for the OCEA, the Local 501, and the Supervisor and Professional (SPMT) groups expire on June 30, 2025. Anticipated salary adjustments will be included in the budget for all employee bargaining units. Retirement costs for employees enrolled in Orange County Employees Retirement System (OCERS) Plan H (191 employees) are estimated at a rate of 13.36 percent of the employee’s base salary for FY 2024-25, down from 13.47 percent in FY 2023-24. The rates for Plan H include OC San’s pickup of 3.5 percent of employees’ required contributions. Employees enrolled in OCERS Plan B (52 employees) are estimated at a rate of 12.81 percent of the employee’s base salary for FY 2024-25, down from 13.09 percent in FY 2023- 24 All employees hired on or after January 1, 2013, are enrolled in OCERS Plan U (365 employees) and are estimated at a rate of 9.97 percent for FY 2024-25, up from 9.82 percent in FY 2023-24. Interns are not enrolled in OCERS, so their retirement benets are calculated at 6.2 percent (FICA rate). Other employee benets and insurances will be budgeted to increase in FY 2024-25 by moderate but yet to be determined amounts. Operating Assumptions Earnings on the investment of OC San’s operating cash and reserves will be budgeted at 2.0 percent of the average cash and investment balance projected for the scal year. No additional debt issuance is scheduled for FY 2024- 25. Employee/Stang Assumptions Stang level is expected to increase in support of the Capital Improvement Program. The total FY 2023-24 authorized stang level is 655.00 FTEs, excluding Management Discretion positions. Vacant positions as of 12/31/23 are budgeted at 50 percent of step 1 for the remainder of FY 2023-24 and at 100 percent of step 2 for FY 2024-25. New positions will be projected at 100 percent of step 1 for FY 2024-25. Operating expenses are expected to increase from the adopted FY 2023-24 budget of $221.9 million. Average daily ows are projected at 185 mgd for FY 2024-25 and FY 2025-26. The FY 2024-25 ow projection of 185 mgd conssitent with the prior budget. Materials, Supplies & Services Assumptions The proposed operating budget will continue to reect an emphasis on safety, security, and maintenance of plant assets and infrastructure. An amount equal to one percent of the Operating materials and services budget will be a contingency for prior year re- appropriations. Since the current year’s budget lapses on June 30, a contingency is needed in the succeeding budget year for goods or services ordered at the end of one budget year but not delivered until the following year. An amount equal to one percent of the Operating materials and services budget will be the General Manager’s contingency budget. These funds will be allocated to appropriate line items during the year after requests and justications for unanticipated needs are approved by the General Manager. Resource needs for strategic initiatives will be included in the budget. DR A F T Section 3- Page 19 Capital Improvement Program Assumptions The FY 2024-25 and FY 2025-26 cash ow budget, based on the most current Validated Capital Improvement Program (CIP), is the target. The baseline CIP cash ow for FY 2024-25 is $253.5 million and for FY 2025-26 is $317.3 million. Continual evaluation of the CIP by the Asset Management Team may result in deferral or reduction of some projects and a resultant increase in O&M repair costs for materials and services, if the net cash ow impact is a decrease. For the rst six months of FY 2023-24, $94.8 million of the $272.2 million CIP budget, approximately 34.8 percent, was expended. Debt Financing OC San will issue new debt in the form of Certicates of Participation (COP) as needed to fund the CIP and to maintain reserves. No additional debt issuance is scheduled for FY 2024- 25 and FY 2025-26. Debt will only be used for CIP and capital expenses, not for operating expenses. Capital nancing plans no longer include future borrowings over the next ten years as the approved user fee schedule is considered sucient. Borrowing is proposed only for facilities which do not add capacity and that are funded by all users for replacement, rehabilitation, and improved treatment. Upon COP’s becoming callable or maturing, a determination will be made as to the benet of paying o the obligation or renancing the debt. Reserve Assumptions The existing reserve policy is summarized as follows: A capital improvement criterion will be maintained to fund annual increments of the capital improvement program. The long-term target is for one half of the capital improvement program to be funded from borrowing and for one half to be funded from current revenues and reserves. With this program in mind, the target level of this criterion has been established at one-half of the average annual capital improvement program over the next ten years. A catastrophic loss, or self-insurance, criterion will be maintained for property damage including re, ood, earthquake, and litigation, for general liability and for workers' compensation. This criterion is intended to work with purchased insurance policies, FEMA disaster reimbursements and State disaster reimbursements. The potential infrastructure loss from a major earthquake, of which OC San currently has limited outside insurance coverage of $25 million, has been estimated to be as high as $1.3 billion. The level of this criterion has been set at $100 million should such a catastrophic event occur. This criterion amount will assist OC San with any short-term funding needs until Federal and State assistance becomes available. Accumulated capital funds will be set aside for certain specic, short-term capital improvements as the need and availability arise. A capital replacement/renewal criterion has been established to provide thirty percent of the funding to replace or refurbish the current collection, treatment and disposal facilities at the end of their useful economic lives. Based on the Facilities Evaluation Report completed in December 2017, the current replacement value of these facilities is estimated to be $3.85 billion for the collection facilities and $7.75 billion for the treatment and disposal facilities. The criterion level has been established at $75 million, which will be augmented by interest earnings and a small portion of the annual sewer user fee, in order to meet projected needs through the year 2030. A cash ow criterion will be established to fund operations, maintenance and certicates of participation expenses for the rst half of the scal year, prior to receipt of the rst installment of the property tax allocation and sewer service user fees which are collected as a separate line item on the property tax bill. The level of this criterion will be established as the sum of an amount equal to six months operations and maintenance expenses and the total of the annual debt (COP) service payments due in August each year. An operating contingency criterion will be established to provide for non-recurring expenditures that were not anticipated when the annual budget and sewer service fees were considered and adopted. The level of this criterion will be established at an amount equal to ten percent of the annual operating budget. Provisions of the various certicates of participation (COP) issues require debt service reserves to be under the control of the Trustee for that issue. These reserve funds are not available for the general needs of OC San and must be maintained at specied levels. The current level of required COP service reserves is projected to be $12.6 million. Accumulated funds exceeding the levels specied by OC San policy will be maintained for future capital improvements and rate stabilization. These funds will be applied to future years' needs in order to maintain rates or to moderate annual uctuations. There is no established target for this criterion. Miscellaneous The budget document will be in a bi-annual format with two, one-year budgets presented for FY 2024-25 and FY 2025- 26. The budget worksheets for operating costs will contain one column for FY 2024-25 and one column for FY 2025-26. The column will represent all collection, treatment, and disposal/reuse costs. Budget Assumptions DR A F T Section 3- Page 20 Accounting System and Budgetary Control Fund Accounting & Proprietary Funds The accounts of OC San are organized within one Enterprise Fund, a Proprietary Fund Type. OC San’s Enterprise Fund is comprised of two Revenue Areas which are identied as Revenue Area 14 and the Consolidated Revenue Area (Revenue Area 15). Each Revenue Area includes a share of capital outlay activities, self-insurance activities, debt service activities, and operating activities. These activities are allocated to each Revenue Area based on sewage ows, location, or level of participation in specic programs. Enterprise Funds are used to account for operations that are nanced and operated in a manner similar to a private business enterprise, where the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are nanced or recovered through user charges. Basis of Accounting Basis of accounting refers to the point at which revenues and expenses are recognized in the accounts and reported in the nancial statements. Enterprise funds are accounted for on the ow of economic resources measurement focus and use the accrual basis of accounting. In an enterprise fund, revenues are recognized when earned and expenses are recognized when incurred, regardless of the timing of related cash ows. Budgetary Basis of Accounting The operating budget for the Enterprise Fund is adopted on a basis consistent with generally accepted accounting principles. Except as noted in the following paragraph, the basis of accounting and the budgetary basis of accounting are the same. Budgeted amounts are as originally adopted and as further amended by Board action of OC San. Although OC San does budget for capital improvement projects, the related capital outlays are recorded as increases in Property, Plant, and Equipment on the balance sheet of the Enterprise Fund. Similarly, OC San budgets for the retirement of debt. However, the principal payments on debt are recorded as reductions in the current portion of long- term debt on the balance sheet of the Enterprise Fund. Internal Controls OC San is responsible for establishing and maintaining an internal control structure designed to ensure that the assets of the government are protected from loss, theft, or misuse and to ensure that adequate accounting data are compiled to allow for the preparation of nancial statements in conformity with generally accepted accounting principles. The internal control structure is designed to provide reasonable, but not absolute, assurance that these objectives are met. The concept of reasonable assurance recognizes that the cost of a control should not exceed the benets likely to be derived and that the valuation of costs and benets requires estimates and judgments by management. Budgetary Control Budgetary controls are maintained to ensure compliance with legal provisions embodied in the annual appropriated budget approved by the Board of Directors. The budgetary level of control, the level at which operating expenses cannot legally exceed the appropriated amount, is exercised at the department level. Accounting System & Budgetary Control DR A F T Section 3- Page 22 Orange County Sanitation District Fund Structure Diagram Fund Structure Diagram DR A F T Section 3- Page 22 Revenue Sources OC San has a variety of revenue sources available for operating and capital expenses. The major revenue sources are as follows: These sources have generally accounted for more than 90 percent of the total revenue to OC San. The following graph summarizes revenues from all sources for OC San over the past two scal years, the current year, and through the following two proposed budget years: Total revenues decreased from $526.2 million in FY 2022-23 to a projected $522.9 million in FY 2023-24, or $3.3 million. In FY 2024-25, revenues are being proposed at $531.7 million, an increase of $8.8 million, or 1.7 percent over the prior year budget. This increase is primarily attributable to the increases of $6.7 million in general user fees, and $7.6 million in property taxes revenue. In FY 2025-26, revenues are being proposed at $576.9 million, an increase of $45.2 million, or 8.5 percent over the prior year. This increase is primarily attributable to an increase in user fees that is expected to generate an additional $11.2 million. Property tax revenue is expected to generate an additional increase of $2.3 million, or another projected increase of 2.0 percent over the prior year. Property Taxes The County 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 this basic levy proportionate to the amount that 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 annual share of the one percent ad valorem property tax levy is rst dedicated for the payment of COP debt service. The apportionment of the ad valorem tax is pursuant to the Revenue Program adopted in April 1979 to comply with regulations of the Environmental Protection Agency, the State Water Resources Control Board, and in accordance with COP documents and Board policy. As shown in the graph above, property tax revenues increased from $106.6 million in FY 2022-23 to a projected $115.3 million in FY 2023-24, primarily due to the robust economy and strong housing and commercial property markets beginning. Property tax revenues are now being projected to increase 2.0 percent per year through FY 2025-26. Historically OC San’s property tax revenues exceeded OC San’s debt service obligations. This trend should continue with debt service obligations leveling o and no new planned COP debt issuances. 426.5426.5426.5 526.2526.2526.2 522.9522.9522.9 531.7531.7531.7 567.9567.9567.9 202 1 - 2 2 A c t u a l 202 2 - 2 3 A c t u a l 20 2 3 - 2 4 P r o j e c t e d 202 4 - 2 5 P r o p o s e d 202 5 - 2 6 P r o p o s e d 0 250 500 750 Property Taxes ($ Amount in Millions) Five Year Trend Revenues ($ Amount in Millions) Five Year Trend 100.8100.8100.8 106.6106.6106.6 115.3115.3115.3 99.299.299.2 100.7100.7100.7 20 2 1 - 2 2 A c t u a l 20 2 2 - 2 3 A c t u a l 202 3 - 2 4 P r o j e c t e d 202 4 - 2 5 P r o p o s e d 202 5 - 2 6 P r o p o s e d 0 50 100 150 User Fees Property Taxes Industrial Waste Permit User Fees Interest Earings Debt Proceeds Revenue Sources DR A F T Section 3- Page 23 User Fees User fees are ongoing fees for service paid by customers connected to the sewer system. A property owner, or user, does not pay user fees until connected to the sewer system and receiving services. Once connected, a user is responsible for their share of the system's costs, both xed and variable, in proportion to the user’s demand on the system. In addition, the Consolidated Revenue Area charges industrial and commercial user fees to customers discharging high- strength or high-volume wastes into the sewer systems. Revenue Area No. 14 needs are funded by IRWD. Previously OC San had been able to avoid or minimize user fee increases by reducing operational costs through reorganizing and streamlining agency operations. As a result of the capital improvement program expansion and the rehabilitation and refurbishment of existing facilities, annual increases in user fees are required. In 2007, OC San sta conducted strategic planning workshops with the Board of Directors to layout a capital program to deliver the levels of service desired by the Board of Directors. These levels of service and resulting capital projects are included in OC San’s Strategic Plan that were most recently updated in November 2023. The original eort was reinforced through the adoption of a new Master Plan in December 2017, a planning eort to dene OC San’s goals, responsibilities, and requirements over the next 20 years, and includes projections through the assumed “build-out” of OC San’s service area to the year 2050. Incorporating the 2017 Master Plan into the CIP validation for FY 2024-25, the current CIP includes projects outlays of $3.2 billion over the next ten years. In March of 2023, following a Proposition 218 notice process, the Board approved sewer rate increases for each year over the next ve years averaging approximately 3.5 percent a year. These increases are necessary to balance the funding of operating expenses and capital improvements with current revenues and existing debt, and to minimize the increase in rates over an extended period of time. The impact of this ve-year sewer fee schedule has increased the single family residence user fee rate, on average, 3.5 percent a year from $358 in FY 2023-24 to $371 in FY 2024-25. These rate increases by OC San are still well below the average annual sewer rate of $523 being charged throughout the State according to the 2018 California Wastewater Charge Survey by the State Water Resources Control Board. Interest Earnings Interest earnings are generated from the investment of accumulated reserves consisting of a cash ow/contingency, a capital improvement, a capital replacement/refurbishment, and a self- insurance reserve, all projected to total $861 million on July 1, 2024. OC San’s reserves are invested in accordance with OC San’s investment policy and the State Government Code through an outside money manager, and an independent custodian bank. Interest and investment earnings uctuate from year to year based on the timing of CIP outlays and debt issuances, which impact the available balance in reserves for investing, and in the rise and fall of xed- income investment market yields. Debt Service Property Tax 2020 2025 2030 2035 0 50 100 150 Net User Fees ($ Amount in Millions) Debt Service vs. Property Tax Receipts ($ Amount in Millions) 323.1323.1323.1 326.8326.8326.8 319.6319.6319.6 349.8349.8349.8 364.5364.5364.5 20 2 1 - 2 2 A c t u a l 20 2 2 - 2 3 A c t u a l 202 3 - 2 4 P r o j e c t e d 202 4 - 2 5 P r o p o s e d 202 5 - 2 6 P r o p o s e d 0 100 200 300 400 Revenue Sources DR A F T Section 3- Page 24 OC San’s investment policy is structured conservatively towards liquidity to avoid having to sell investments at a loss and having unrealized losses become realized losses. Total loss on investments were 3.5 percent in FY 2021-22 and 1.0 percent gain on investment in FY 2022-23. Interest and investment earnings are projected to be approximately 3.7 percent in FY 2023-24 due to the eects on the markets and economy. OC San is proposing an interest earnings rate of 2.0 percent in both FY 2024-25 and FY 2025-26 to generate earnings of $17.1 million and $17.0 million, on annual average investment portfolio projections, with scal year end balances of $867.0 billion and $849.2 million in FY 2024-25 and FY 2025-26, respectively. Debt Proceeds Over the next ten years, OC San is projecting an additional $3.2 billion in future treatment plant and collection system capital refurbishments. In order to minimize annual sewer rate increases in the long- term, all of these refurbishments are being proposed to be funded from user fees with no issuances of new money debt issuances. Teeter Plan In June 1993, the County of Orange adopted the Teeter Plan pursuant to Sections 4701 through 4717 of the California Revenue and Taxation Code. The Teeter Plan is an alternative method of distribution of revenues from the secured property tax roll to local participating agencies. OC San participates in the Teeter Plan program and receives its full share of property tax and user fees from the secured roll, whether or not these taxes and user fees have been collected. The Teeter Plan provides OC San with stable and timely cash ow without the collection risk. The County, in exchange for assuming the collection risk, receives the delinquent taxes and user fees, penalties and interest for the defaulted properties when paid. As of April 30, 2024 OC San has received $400,128,453 in tax and user fees from the County, or 97.1 percent of the total tax and user fee levy. Interest Earnings ($ Amount in Millions) (35.3)(35.3)(35.3) 12.112.112.1 51.151.151.1 17.117.117.1 17.017.017.0 20 2 1 - 2 2 A c t u a l 20 2 2 - 2 3 A c t u a l 202 3 - 2 4 P r o j e c t e d 202 4 - 2 5 P r o p o s e d 202 5 - 2 6 P r o p o s e d -50 0 50 100 Revenue Sources DR A F T Where the Money Comes From - FY 2024-25 Section 4 - Page 1 Where the Money Goes - FY 2024-25 Capital Improvement ReserveCapital Improvement Reserve: $ 529,494,059 (38.0%): $ 529,494,059 (38.0%)Capital Improvement Reserve: $ 529,494,059 (38.0%) Cash Flow/Contigency ReserveCash Flow/Contigency Reserve: $ 155,545,601 (11.2%): $ 155,545,601 (11.2%)Cash Flow/Contigency Reserve: $ 155,545,601 (11.2%)Debt Service ReserveDebt Service Reserve: $ 75,817,000 (5.4%): $ 75,817,000 (5.4%)Debt Service Reserve: $ 75,817,000 (5.4%) Self-Insurance ReserveSelf-Insurance Reserve: $ 100,000,000 (7.2%): $ 100,000,000 (7.2%)Self-Insurance Reserve: $ 100,000,000 (7.2%) FeesFees: $ 383,571,068 (27.5%): $ 383,571,068 (27.5%)Fees: $ 383,571,068 (27.5%) Interest & MiscInterest & Misc: $ 21,692,122 (1.6%): $ 21,692,122 (1.6%)Interest & Misc: $ 21,692,122 (1.6%) Intradistrict TransfersIntradistrict Transfers: $ 3,500,000 (0.3%): $ 3,500,000 (0.3%)Intradistrict Transfers: $ 3,500,000 (0.3%) Property TaxesProperty Taxes: $ 117,624,920 (8.4%): $ 117,624,920 (8.4%)Property Taxes: $ 117,624,920 (8.4%) Self-Insurance RevenuesSelf-Insurance Revenues: $ 5,166,529 (0.4%): $ 5,166,529 (0.4%)Self-Insurance Revenues: $ 5,166,529 (0.4%) FY 2024-25 Total Funding Sources - $ 1,392,411,299 FY 2024-25 Total Funding Uses - $ 1,392,411,299 OperationsOperations: $ 232,674,493 (16.7%): $ 232,674,493 (16.7%)Operations: $ 232,674,493 (16.7%) Self-Insurance ProgramSelf-Insurance Program: $ 5,166,529 (0.4%): $ 5,166,529 (0.4%)Self-Insurance Program: $ 5,166,529 (0.4%) Joint CapitalJoint Capital: $ 167,195,115 (12.0%): $ 167,195,115 (12.0%)Joint Capital: $ 167,195,115 (12.0%) Collections CapitalCollections Capital: $ 55,880,338 (4.0%): $ 55,880,338 (4.0%)Collections Capital: $ 55,880,338 (4.0%) Cash Flow/Contigency ReserveCash Flow/Contigency Reserve: $ 156,419,381 (11.2%): $ 156,419,381 (11.2%)Cash Flow/Contigency Reserve: $ 156,419,381 (11.2%) Debt Service ReserveDebt Service Reserve: $ 60,611,500 (4.4%): $ 60,611,500 (4.4%)Debt Service Reserve: $ 60,611,500 (4.4%)Self-Insurance ReserveSelf-Insurance Reserve: $ 100,000,000 (7.2%): $ 100,000,000 (7.2%)Self-Insurance Reserve: $ 100,000,000 (7.2%) Capital Improvement ReserveCapital Improvement Reserve: $ 549,936,522 (39.5%): $ 549,936,522 (39.5%)Capital Improvement Reserve: $ 549,936,522 (39.5%) Intradistrict TransfersIntradistrict Transfers: $ 3,500,000 (0.3%): $ 3,500,000 (0.3%)Intradistrict Transfers: $ 3,500,000 (0.3%) Debt ServiceDebt Service: 61,027,421 (4.4%): 61,027,421 (4.4%)Debt Service: 61,027,421 (4.4%) DR A F T Section 4 - Page 2 Funding Sources by Category Funding Sources by Category FY 2024-25 $ ,,$ ,,$ ,, ,,,,,, ,,-,, ,,-,, --- --- ,,,,,, ,,-,, ,,,,, ,,,,,, ,,,,,, $ ,,,$ ,,$ ,,, Beginning Accum, Funds & Reserves Service Fees User Fees Capital Facilities Capacity Charge Capacity Rights Debt Proceeds Property Taxes Intradistrict Transfers Insurance In-Lieu Premiums Interest and Other Revenue Subtotal Total Sources Revenue Area 14 Consolidated Revenue Area Total Sources DR A F T Section 4 - Page 3 Funding Uses by Category $ ,$ ,$ , ,,,,,, ,,,,, ,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, (,,)(,)(,,) ,,,,,, ,,-,, ,,-,, --- -,,,, --- ,,,,,, ,,,,,, $ ,,,$ ,,$ ,,, Directors' Fees Salaries & Benets Administrative Expenses Printing & Publications Training & Meetings Operating Materials and Supplies Contractual Expenses Professional Expenses Research & Monitoring Repairs & Maintenance Utilities Self-Insurance Requirements Other Materials, Supplies, & Services Cost Allocation Joint Works Capital Improvement Program Collection System Capital Improvement Prog. Debt Service Long Term Debt Reduction Intradistrict Transfers Joint Equity Sale to IRWD Subtotal Ending Accum. Funds & Reserves Total Uses Consolidated Revenue Area Revenue Area 14 Total Sources Funding Uses by Category FY 2024-25 DR A F T Where the Money Comes From - FY 2025-26 Section 4 - Page 4 Where the Money Goes - FY 2025-26 FY 2025-26 Total Funding Sources - $ 1,436,588,966 FY 2025-26 Total Funding Uses - $ 1,436,588,966 Capital Improvement ReserveCapital Improvement Reserve: $ 549,936,522 (38.3%): $ 549,936,522 (38.3%)Capital Improvement Reserve: $ 549,936,522 (38.3%) Cash Flow/Contigency ReserveCash Flow/Contigency Reserve: $ 156,419,381 (10.9%): $ 156,419,381 (10.9%)Cash Flow/Contigency Reserve: $ 156,419,381 (10.9%)Debt Service ReserveDebt Service Reserve: $ 60,611,500 (4.2%): $ 60,611,500 (4.2%)Debt Service Reserve: $ 60,611,500 (4.2%) Self-Insurance ReserveSelf-Insurance Reserve: $ 100,000,000 (7.0%): $ 100,000,000 (7.0%)Self-Insurance Reserve: $ 100,000,000 (7.0%) FeesFees: $ 400,988,619 (27.9%): $ 400,988,619 (27.9%)Fees: $ 400,988,619 (27.9%) Interest & MiscInterest & Misc: $ 39,088,065 (2.7%): $ 39,088,065 (2.7%)Interest & Misc: $ 39,088,065 (2.7%) Intradistrict TransfersIntradistrict Transfers: $ 3,500,000 (0.2%): $ 3,500,000 (0.2%)Intradistrict Transfers: $ 3,500,000 (0.2%) Property TaxesProperty Taxes: $ 120,095,043 (8.4%): $ 120,095,043 (8.4%)Property Taxes: $ 120,095,043 (8.4%) Self-Insurance RevenuesSelf-Insurance Revenues: $ 5,949,835 (0.4%): $ 5,949,835 (0.4%)Self-Insurance Revenues: $ 5,949,835 (0.4%) OperationsOperations: $ 238,114,716 (16.6%): $ 238,114,716 (16.6%)Operations: $ 238,114,716 (16.6%) Self-Insurance ProgramSelf-Insurance Program: $ 5,949,835 (0.4%): $ 5,949,835 (0.4%)Self-Insurance Program: $ 5,949,835 (0.4%) Joint CapitalJoint Capital: $ 194,084,734 (13.5%): $ 194,084,734 (13.5%)Joint Capital: $ 194,084,734 (13.5%) Collections CapitalCollections Capital: $ 85,351,394 (5.9%): $ 85,351,394 (5.9%)Collections Capital: $ 85,351,394 (5.9%) Cash Flow/Contigency ReserveCash Flow/Contigency Reserve: $ 159,872,196 (11.1%): $ 159,872,196 (11.1%)Cash Flow/Contigency Reserve: $ 159,872,196 (11.1%) Debt Service ReserveDebt Service Reserve: $ 57,203,000 (4.0%): $ 57,203,000 (4.0%)Debt Service Reserve: $ 57,203,000 (4.0%)Self-Insurance ReserveSelf-Insurance Reserve: $ 100,000,000 (7.0%): $ 100,000,000 (7.0%)Self-Insurance Reserve: $ 100,000,000 (7.0%) Capital Improvement ReserveCapital Improvement Reserve: $ 532,081,987 (37.0%): $ 532,081,987 (37.0%)Capital Improvement Reserve: $ 532,081,987 (37.0%) Intradistrict TransfersIntradistrict Transfers: $ 3,500,000 (0.2%): $ 3,500,000 (0.2%)Intradistrict Transfers: $ 3,500,000 (0.2%) Debt ServiceDebt Service: 60,431,104 (4.2%): 60,431,104 (4.2%)Debt Service: 60,431,104 (4.2%) DR A F T Section 4 - Page 5 Funding Sources by Category Funding Sources by Category FY 2025-26 $ ,,$ ,,$ ,, ,,,,,, ,,-,, ,,-,, --- --- ,,,,,, ,,-,, ,,,,, ,,,,,, ,,,,,, $ ,,,$ ,,$ ,,, Beginning Accum, Funds & Reserves Service Fees User Fees Capital Facilities Capacity Charge Capacity Rights Debt Proceeds Property Taxes Intradistrict Transfers Insurance In-Lieu Premiums Interest and Other Revenue Subtotal Total Sources Revenue Area 14 Consolidated Revenue Area Total Sources DR A F T Section 4 - Page 6 Funding Uses by Category $ ,$ ,$ , ,,,,,, ,,,,, ,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, (,,)(,)(,,) ,,,,,, ,,-,, ,,-,, --- -,,,, --- ,,,,,, ,,,,,, $ ,,,$ ,,$ ,,, Directors' Fees Salaries & Benets Administrative Expenses Printing & Publications Training & Meetings Operating Materials and Supplies Contractual Expenses Professional Expenses Research & Monitoring Repairs & Maintenance Utilities Self-Insurance Requirements Other Materials, Supplies, & Services Cost Allocation Joint Works Capital Improvement Program Collection System Capital Improvement Prog. Debt Service Long Term Debt Reduction Intradistrict Transfers Joint Equity Sale to IRWD Subtotal Ending Accum. Funds & Reserves Total Uses Funding Uses by Category FY 2025-26 Consolidated Revenue Area Revenue Area 14 Total Sources DR A F T Section 4 - Page 7 ACTUAL 2022-23 APPROVED 2023-24 PROJECTED 2023-24 PROPOSED 2024-25 PROPOSED 2025-26 BEGINNING ACCUM. FUNDS & RESERVES OPERATING REVENUES General Sewer Service User Fees Permitted User Fees IRWD Assessments SAWPA Assessments Interest Miscellaneous Receipts Operating Revenue Subtotal NON - OPERATING REVENUES Property Tax Allocation Redevelopment Agency Pass Thru Subtotal - Taxes Capital Facilities Capacity Charge Sale of Capacity Rights, SAWPA & SSBSD Capital Assessment (IRWD) Non - Operating Revenue Subtotal INTRADISTRICT REVENUES Annual Intradistrict Joint Equity Purchase/Sale FINANCING REVENUES Sale of Certicates of Participation Financing Revenues Subtotal SELF INSURANCE REVENUES Workers' Comp SFI General Liability SFI Subtotal - Self Insurance Total Revenues TOTAL AVAILABLE FUNDING $ ,,$ ,,$ ,,,$ ,,$ ,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,(,),,,, ,,,,,,,,,, ,,,,,,,,,, ,,--,,,, ,,,,,,,,,, ,,,,,,,,,, ----- ,,--,,,, ,,,,,,,,,, ,,,,-,,,, ----- ----- ,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,,,,,,, DESCRIPTION OR ACCOUNT TITLE Budget Resources DR A F T Section 4 - Page 8 Budget Resources ACTUAL 2022-23 APPROVED 2023-24 PROJECTED 2023-24 PROPOSED 2024-25 PROPOSED 2025-26 OPERATING REQUIREMENTS Directors' Fees Salaries & Benets Administrative Expense Printing & Publications Training & Meetings Operating Materials & Supplies Contractual Expense Professional Expense Research & Monitoring Repairs & Maintenance Utilities Other Materials, Supplies, & Services Cost Allocation Subtotal - Operating CAPITAL IMPROVEMENTS Joint Works Capital Improvements Collection System Capital Improvements Annual Intradistrict Joint Equity Purchase/Sale Subtotal - Capital Improvements FINANCING REQUIREMENTS Certicate of Participation Service Long Term Debt Reduction Subtotal - Financing Requirements SELF INSURANCE REQUIREMENTS Workers' Comp SFI General Liability SFI Subtotal - Self Insurance TOTAL REQUIREMENTS REVENUES OVER/UNDER REQUIREMENTS ENDING ACCUMULATED FUNDS & RESERVES $ ,$ ,$ ,$ ,$ , ,,,,,,,,,, ,,,,,,,,,, ,,,,, ,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, (,,)(,,)(,,)(,,)(,,) ,,,,,,,,,, ---,,,, ---,,,, ,,,,-,,,, ,,,,-,,,, ,,,,,,,,,, ----- ,,,,,,,,,, ,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,(,,) ,,,,,,,,,,,,, DESCRIPTION OR ACCOUNT TITLE DR A F T Section 4 - Page 9 BUDGET RESOURCES BY REVENUE AREA - FY 2024-25 DESCRIPTION OR ACCOUNT TITLE Consolidated Revenue Area Proposed Rev Area 14 Proposed Total Proposed BEGINNING ACCUM. FUNDS & RESERVES OPERATING REVENUES General Sewer Service User Fees Permitted User Fees O & M Joint Operating Assessment Service Fees ( IRWD) O & M Collection System Assessment Service Fees (IRWD) O & M Sludge Disposal Assessment Service Fees (IRWD) SAWPA Assessments Interest Miscellaneous Receipts Operating Revenue Subtotal NON - OPERATING REVENUES Property Tax Allocation Redevelopment Agency pass Thru Subtotal-Taxes Capital Facilities Capacity Charge Sale of Capacity Rights, SAWPA & SSBSD Capital Assessment (IRWD) Non - Operating Revenue Subtotal INTRADISTRICT REVENUES Annual Intradistrict Joint Equity Purchase/Sale FINANCING REVENUES Sales of Certicates of Participation Intradistrict Loans, Advances & Repayments Financing Revenues Subtotal SELF INSURANCE REVENUES Workers' Comp SFI General Liability SFI Subtotal - Self Insurance Total Revenues TOTAL AVAILABLE FUNDING $ ,,$ ,,$ ,, ,,-,, ,,-,, -,,,, --- --- ,,,,, ,,,,,, (,,),,,, ,,,,,, ,,,,,, ,,,,, ,,,,,, ,,-,, --- -,,,, ,,,,,, ,,-,, --- --- --- ,,, ,,,,, ,,,,, ,,,,,, $ ,,,$ ,,$ ,,, Budget Resources DR A F T Section 4 - Page 10 DESCRIPTION OR ACCOUNT TITLE Consolidated Revenue Area Proposed Rev Area 14 Proposed Total Proposed OPERATING REQUIREMENTS Directors' Fees Salaries & Benets Administrative Expense Printing & Publications Training & Meetings Operating Materials and Supplies Contractual Expense Professional Expense Research & Monitoring Repairs & Maintenance Utilities Other Materials, Supplies, & Services Cost Allocation Subtotal - Operating CAPITAL IMPROVEMENTS Joint Works Capital Improvements Collection System Capital Improvements Annual Intradistrict Joint Equity Purchase/Sale Subtotal - Capital Improvements FINANCING REQUIREMENTS Certicate of Participation Service Long Term Debt Reduction Subtotal - Financing Requirements SELF INSURANCE REQUIREMENTS Workers' Comp SFI General Liability SFI Subtotal - Self Insurance OTHER CASH OUTLAYS Joint Equity Sale to IRWD Subtotal - Other Cash Outlays TOTAL REQUIREMENTS REVENUES EXCEEDING REQUIREMENTS ENDING ACCUMULATED FUNDS & RESERVES $ ,$ ,$ , ,,,,,, ,,,,, ,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, (,,)(,)(,,) ,,,,,, ,,,,,, ,,-,, -,,,, ,,,,,, ,,-,, --- ,,-,, ,,, ,,,,, ,,,,, --- --- ,,,,,, (,,),,,, $ ,,$ ,,$ ,, Budget Resources BUDGET RESOURCES BY REVENUE AREA - FY 2024-25 DR A F T Section 4 - Page 11 DESCRIPTION OR ACCOUNT TITLE Consolidated Revenue Area Proposed Rev Area 14 Proposed Total Proposed BEGINNING ACCUM. FUNDS & Reserves OPERATING REVENUES General Sewer Service User Fees Permitted User Fees O & M Joint Operating Assessment Service Fees ( IRWD) O & M Collection System Assessment Service Fees (IRWD) O & M Sludge Disposal Assessment Service Fees (IRWD) SAWPA Assessments Interest Miscellaneous Receipts Operating Revenue Subtotal NON-OPERATING REVENUES Property Tax Allocation Redevelopment Agency pass Thru Subtotal-Taxes Capital Facilities Capacity Charge Sale of Capacity Rights, SAWPA & SSBSD Capital Assessment (IRWD) Non - Operating Revenue Subtotal INTRADISTRICT REVENUES Annual Intradistrict Joint Equity Purchase/Sale FINANCING REVENUES Sales of Certicates of Participation Intradistrict Loans, Advances & Repayments Financing Revenues Subtotal SELF INSURANCE REVENUES Workers' Comp SFI General Liability SFI Subtotal - Self Insurance Total Revenues TOTAL AVAILABLE FUNDING $ ,,$ ,,$ ,, ,,-,, ,,-,, -,,,, --- --- ,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,, ,,,,,, ,,-,, --- -,,,, ,,,,,, ,,-,, --- --- --- ,,,,, ,,,,, ,,,,, ,,,,,, $ ,,,$ ,,$ ,,, BUDGET RESOURCES BY REVENUE AREA - FY 2025-26 Budget Resources DR A F T Section 4 - Page 12 DESCRIPTION OR ACCOUNT TITLE Consolidated Revenue Area Proposed Rev Area 14 Proposed Total Proposed OPERATING REQUIREMENTS Directors' Fees Salaries & Benets Administrative Expense Printing & Publications Training & Meetings Operating Materials and Supplies Contractual Expense Professional Expense Research & Monitoring Repairs & Maintenance Utilities Other Materials, Supplies, & Services Cost Allocation Subtotal - Operating CAPITAL IMPROVEMENTS Joint Works Capital Improvements Collection System Capital Improvements Annual Intradistrict Joint Equity Purchase/Sale Subtotal - Capital Improvements FINANCING REQUIREMENTS Certicate of Participation Service Long Term Debt Reduction Subtotal - Financing Requirements SELF INSURANCE REQUIREMENTS Workers' Comp SFI General Liability SFI Subtotal - Self Insurance OTHER CASH OUTLAYS Joint Equity Sale to IRWD Subtotal - Other Cash Outlays TOTAL REQUIREMENTS REVENUES EXCEEDING REQUIREMENTS ENDING ACCUMULATED FUNDS & RESERVES $ ,$ ,$ , ,,,,,, ,,,,, ,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, ,,,,, (,,)(,)(,,) ,,,,,, ,,,,,, ,,-,, -,,,, ,,,,,, ,,-,, --- ,,-,, ,,,,, ,,,,, ,,,,, --- --- ,,,,,, (,,),,(,,) $ ,,$ ,,$ ,, Budget Resources BUDGET RESOURCES BY REVENUE AREA - FY 2025-26 DR A F T Section 4 - Page 13 Accumulated Funds and Reserves Policy A cash ow criterion has been established at a level to fund operations, maintenance and certicate of participations expenses for the rst half of the scal year, prior to the receipt of the rst installment of the property tax allocation and the sewer service user fees which are collected as a separate line item on the property tax bill. The level of this criterion will be established as the sum of an amount equal to six months operations and maintenance expenses and the total of the annual debt (COP) service payments due in August each year. An operating contingency criterion has been established to provide for non-recurring operating expenditures that were not anticipated when the annual budget was considered and adopted. The level of this criterion will be established at an amount equal to ten percent of the current scal year’s annual operating budget. A capital improvement criterion has been maintained to fund annual increments of the capital improvement program. The target level of this criterion has been established at one half of the average annual cash outlay of the capital improvement program through the year 2034. Levels higher and lower than the target can be expected while the long-term nancing and capital improvement programs are being nalized. A catastrophic loss or self-insurance criterion has been maintained for property damage including re, ood, and earthquake, for general liability and for workers' compensation. This reserve criterion is intended to work with purchased insurance policies, FEMA, and State disaster reimbursements. Based on the plant infrastructure replacement value, the level of this criterion has been set to fund OC San's non-reimbursed costs, estimated to be $100 million A capital replacement/renewal criterion policy has been established to provide funding to replace or refurbish the current collection, treatment, and recycling facilities at the end of their useful economic lives. The current replacement value of these facilities is estimated to be $14 billion. The reserve criterion level had been established at $75 million. A debt service criterion policy has been established at ten percent of the outstanding certicate of participation (COP) issues. Other debt service reserves are required to be under the control of a Trustee by the provisions of the certicate of participation (COP) issues. These funds are not available for the general needs of OC San and must be maintained at specied levels. Accumulated Funds exceeding the targets specied by OC San policy will be maintained for Capital Improvements and Rate Stabilization. These funds will be applied to future years' CIP needs due to the timing of the actual CIP outlays, in order to maintain rates or to moderate annual uctuations. This budget approves projects that will incur costs through 2034 and beyond. The reserves that are currently held are needed to fund projects starting in the FY 2024-25 and FY 2025-26 budget years. Projected Reserves at June 30, 2024 ,2025 and 2026 $ ,,$ ,,$ ,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, $ ,,$ ,,$ ,, Cash Flow Requirements Operating Expenses COP Payments Operating Contingencies Capital Improvement Program Catastrophe & Self Insurance Subtotal Capital Replacement & Refurbishment COP Service Required Reserves Total Projected 6/30/24 Proposed 6/30/25 Proposed 6/30/26 Projected Reserves DR A F T Section 4 - Page 14 Projected Reserves $ 867.0$ 867.0$ 867.0 $ 849.2$ 849.2$ 849.2 $ 824.9$ 824.9$ 824.9 $ 732.9$ 732.9$ 732.9 $ 651.2$ 651.2$ 651.2 $ 563.1$ 563.1$ 563.1 $ 535.3$ 535.3$ 535.3 $ 540.6$ 540.6$ 540.6 $ 573.6$ 573.6$ 573.6 $ 583.1$ 583.1$ 583.1 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 0 100 200 300 400 500 600 700 800 900 1000 Proposed Ending Reserves (in millions) DR A F T Section 4 - Page 15 Orange County Sanitation District ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ------ ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, (,,)(,,)(,,)(,,)(,,)(,,) -,,,,,,,,, ,,,,,,,,,,,, ------ ,,,,,,,,,,,, ,,,,,,,,,,,, ,,(,,)(,,)(,,)(,,)(,,) ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, $ $ $ $ $ $ .%.%.%.%.%.% ,,,,,, $ ,$ ,$ ,$ ,$ ,$ , $ ,,$ ,,$ ,,$ ,,$ ,,$ ,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, ------ ,,,,,,,,,,,, ...... Revenues: General User Fees Permitted User Fees IRWD Assessments SAWPA Assessments Property Taxes New COP Issues Interest Revenues Capital Facilities Capacity Charges Other Revenues Revenues Requirements: Oper & Mtce Exp Capital Improvement Program (CIP) Less: CIP Savings & Deferrals Allocation for Future Rehabilitation COP Debt Service Reduction of Long-Term Liabilities Other Requirements Requirements Revenues-Requirements: Accumulated Funds: Beginning of Year End of Year Consolidated Reserve Policy: Over (Under) Reserve Policy: Sewer Service User Fees: Avg SFR Annual User Fee Percentage Change Equivalent Dwelling Units SFR Connection Fee Outstanding COPs Reserve Policy: 50% Next Year Operating Expense 10% Next Year Operating Expense 100% Next Year AUG COP Svc. 50% Average Ten-Year CIP Balance Debt Svc @ 10% Outstanding COP Self Funded Insurance @ $100M Repl & Refurb *Reserve Reduction Total COP Ratios: Sr Lien Coverge, Min 1.25 Ref Description Consolidated Cash Flow Projections Prelim. 24-25 Prelim. 25-26 Prelim. 26-27 Prelim. 27-28 Prelim. 28-29 Prelim. 29-30 Cash Flow Projection DR A F T Section 4 - Page 16 Orange County Sanitation District ,,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,,, ----- ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,, ,,,,,,,,,,, ,,,,,,,,,,, ,,,,,,,,,,, (,,)(,,)(,,)(,,)(,,) ,,,,,,,,,, ,,,,,,,,,, ----- ,,,,,,,,,, ,,,,,,,,,,, ,,(,,),,,,(,,) ,,,,,,,,,,, ,,,,,,,,,,, ,,,,,,,,,,, ,,,,,,,,, $ $ $ $ .%.%.%.% ,,,, $ ,$ ,$ ,$ , $ ,,$ ,,$ ,,$ ,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, -(,,)(,,)- ,,,,,,,, .... Revenues: General User Fees Permitted User Fees IRWD Assessments SAWPA Assessments Property Taxes New COP Issues Interest Revenues Capital Facilities Capacity Charges Other Revenues Revenues Requirements: Oper & Mtce Exp Capital Improvement Program (CIP) Less: CIP Savings & Deferrals Allocation for Future Rehabilitation COP Debt Service Reduction of Long-Term Liabilities Other Requirements Requirements Revenues-Requirements: Accumulated Funds: Beginning of Year End of Year Consolidated Reserve Policy: Over (Under) Reserve Policy: Sewer Service User Fees: Avg SFR Annual User Fee Percentage Change Equivalent Dwelling Units SFR Connection Fee Outstanding COPs Reserve Policy: 50% Next Year Operating Expense 10% Next Year Operating Expense 100% Next Year AUG COP Svc. 50% Average Ten-Year CIP Balance Debt Svc @ 10% Outstanding COP Self Funded Insurance @ $100M Repl & Refurb *Reserve Reduction Total COP Ratios: Sr Lien Coverge, Min 1.25 Ref Description Consolidated Cash Flow Projections Prelim. 30-31 Prelim. 31-32 Prelim. 32-33 Prelim. 33-34 10 - Year Total Cash Flow Projection DR A F T Operating Requirements The net operating requirements budget nances the administrative, operations and maintenance, and program costs for collecting, treating, and recycling of wastewater. The departmental budgets are all completely funded by the operating fund. The net operating budget for FY 2024-25 is $232.7 million and for FY 2025-26 is $238.1 million. Following are descriptions of the major factors that comprise the operating budget: Regulatory Requirements Many of OC San’s activities are either required or regulated by environmental permits issued by federal, state, and local regulatory authorities. These authorities regulate euent quality, air emissions, greenhouse gases, stormwater quality, biosolids and hazardous waste management, as well as extensive monitoring of all media. New and developing regulations also drive future capital and operating expenses. Operating Chemicals Chemicals are used for disinfection, coagulation, and odor control programs. Section 5 - Page 1 Operations Budget Overview Coagulants: Coagulant chemicals are used to enhance primary treatment solids removal, solids dewatering, waste solids thickening, and to control hydrogen sulde in the digesters. Ferric chloride is an iron salt which is used with anionic polymer to increase the solids removal eciencies in the primary treatment process and to control hydrogen sulde levels in the digester gas as required by AQMD Rule 431.1. Cationic polymer is added to digested sludge prior to thickening and dewatering to improve the sludge and water separation process. Cationic polymer is also added to the waste activated sludge dissolved air otation thickeners to thicken the solids before digestion. Odor Control: Under septic or anaerobic conditions, sulfate-reducing bacteria can ourish resulting in the accumulation of suldes in the liquid phase. One of the sulde forms present is hydrogen sulde (H2S). When released to the vapor phase, this creates the potential for both odor and corrosion problems in the collection system. The largest costs for collection system odor control are for ferrous chloride, magnesium hydroxide and calcium nitrate. These costs cover continuous treatment for odor control within ve trunklines. The contractor(s) provide(s) leased equipment and on-going labor for services such as maintenance, remote monitoring of the chemical feed rates, optimization, and eld sampling. Sodium hypochlorite, caustic soda, and granular activated carbon are used in plant process scrubbers to treat foul air, comply with SCAQMD permits, and prevent odor complaints. Residual management These costs are for hauling and benecial reuse of wastewater solids recovered during the treatment process. Solids treated through the digesters, called biosolids or treated sewage sludge, can be recycled osite via composting (about 60 percent) or land application on farm elds (about 40 percent). Most of OC San’s residuals management costs are for hauling about 21 truckloads (525 tons) of biosolids osite every day. A smaller component of residuals management cost is non-recyclable grit and screenings waste and sewer debris that must be disposed of at a landll. Repair and Maintenance Preventive maintenance and repair activities throughout OC San’s expanded and upgraded treatment facilities and collection system continue to keep this budgetary category at a signicant amount. This category includes contracted services, materials and supplies, and outsourced service agreements. Utilities The cost for utilities is a signicant component of the operating budget. The largest utility cost incurred by OC San is the electricity that is purchased to supplement generated power to operate the plant processes. The central generation facilities produce approximately 60 percent of the electricity used for running the plants. Sodium hydroxide is added in “shock doses” to the sewer trunklines for sulde control. Sodium hydroxide is added over a period of 30 to 45 minutes at sucient dosages to elevate the pH level. The high pH slug temporarily inactivates sulfate reducing bacteria and greatly reduces hydrogen sulde generation. DR A F T Section 5 - Page 2 Operations Summary Department and Division 2023-24 Revised Budget 2023-24 Projected 2024-25 Proposed 2025-26 Proposed $ ,,$ ,,$ ,,.%$ ,,.% ,,,,,,.%,,.% ,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% --,-,-.% ,,,,,,-.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% --,-,.% ,,,,,,(.%),,.% ,,,,,,(.%),,.% ,,,,,,(.%),,.% ,,,,,,(.%),,.% ,,,,,,(.%),,.% ,,,,,,.%,,.% --,,-,,(.%) ,,,,,,.%,,.% ,,,(.%),.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,(.%),.% ,,,,,,.%,,(.%) ,,,,,,.%,,(.%) ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% General Manager's Oce General Management Admin Department Subtotal Administrative Services Department Administrative Services Admin Consolidated Services Financial Management Contracts, Purch, & Materials Mgmt Information Technology Department Subtotal Communications Department Communications Administration Board Services Public Aairs Department Subtotal Human Resources Department Human Resources Administration Human Resources Risk Management Department Subtotal Environmental Services Department Environmental Services Admin Resource Protection Environmental Lab and Ocean Monitoring Environmental Compliance Department Subtotal Engineering Department Engineering Admin Planning Project Management Design Construction Management Department Subtotal Operations & Maintenance Dept O & M Administration Collection Facilities O&M Fleet Services Plant No. 1 Operations Plant No. 2 Operations Plant No. 1 Maintenance Plant No. 2 Maintenance Department Subtotal Proposed Budget Comparisons by Department (,,)(,,)(,,)(.%)(,,).%Less: Cost Allocation $ ,,$ ,,$ ,,.%$ ,,.%Net Operating Requirements % Budget Change % Budget Change DR A F T Section 5 - Page 3 $ ,,$ ,,$ ,,.%$ ,,.% ,,,,,,.%,,.% ,,,.%,(.%) ,,,,,.%,,(.%) ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,(.%) ,,,,,,.%,,(.%) ,,,,,,.%,,(.%) ,,,,,,.%,,.% ,,,,,,.%,,.% (,,)(,,)(,,)(.%)(,,).% $ ,,$ ,,$ ,,.%$ ,,.% Salaries, Wages & Benets Administrative Expenses Printing & Publication Training & Meetings Operating Materials & Supplies Contractual Services Professional Services Research & Monitoring Repairs & Maintenance Utilities Other Materials, Supplies, and Svc Cost Allocation Net Operating Requirements Proposed Budget Expense by Category 2023-24 Revised Budget 2023-24 Projected 2024-25 Proposed 2025-26 ProposedDescription % Budget Change to 2023-24 $ ,.$ ,.$ ,..%$ ,..%Cost to Collect, Treat & Dispose of 1 Million Gallons % Budget Change to 2024-25 ,,,.%,-Flow, Million Gallons ....%..%Flow Per Day, MGD Operations Summary DR A F T Section 5 - Page 4 Operations Summary Proposed Budget Allocation to Individual Revenue Areas 2023-24 Projected Flow (MG) Projected Increase (MG) 2024-25 Budgeted Flow (MG) Percent of Total 2025-26 Budgeted Flow (MG) Percent of Total Consolidated RA RA 14 Total ,(,),.%,.% ,(),.%,.% ,(,),.%,.% Revenue Area No. Collection Costs Treatment & Disposal Costs Total Costs Total Cost/MG Consolidated RA 14 - O&M Total $ ,,$ ,,$ ,,$ ,. ,,,,,,,. $ ,,$ ,,$ ,,$ ,. Total Gallonage Flows, Million Gallons per Year (MG) Average Daily Gallonage Flows, Million Gallons per Day (MGD) Collection Costs Treatment & Disposal Costs Total Costs Total Cost/MG Consolidated RA 14 - O&M Total $ ,,$ ,,$ ,,$ ,. ,,,,,,,. $ ,,$ ,,$ ,,$ ,. FY 2025-26 Estimated Allocation of Total Costs to Revenue Areas FY 2024-25 Estimated Allocation of Total Costs to Revenue Areas 2023-24 Projected Flow (MGD) Projected Increase (MGD) 2024-25 Budgeted Flow (MGD) Percent of Total 2025-26 Budgeted Flow (MGD) Percent of Total Consolidated RA RA 14 Total ().%.% ().%.% ().%.% Revenue Area No. Revenue Area No. Revenue Area No.DR A F T Section 5 - Page 5 Description 2023-24 Revised Budget 2023-24 Projected 2024-25 Proposed 2025-26 Proposed % Budget Change to 2023-24 $ ,,$ ,,$ ,,.%$ ,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,(.%),- ,,,.%,- ,,,(.%),- ,,,.%,.% ,,,.%,- ,,,.%,- ,,,,,,.%,,.% ,,,.%,.% ,,,.%,(.%) ,,,.%,.% ,,,(.%),.% ,,.%,- ,,,,,.%,,.% ,,,.%,(.%) ,,,.%,.% ,,,.%,.% ,,,.%,(.%) --(.%)-- ,,,.%,(.%) ,,,,,.%,,(.%) Salaries, Wages, & Benets Salaries & Wages Salaries & Wages Employee Benets Retirement Group Insurances Tuition & Certicate Reimb Edu.degrees Cert. & Lic. Uniform Rental Workers' Compensation Unemployment Insurance EMT Supplemental Benets Salaries, Wages, & Benets Materials, Supplies, & Services Administrative Expenses Memberships Oce Exp - Supplies Postage Books & Publications Forms Small Computer Items Minor Furniture & Fixtures Printing & Publication Repro-In-House Printing-Outside Notices & Ads Photo Processing Meetings & Training Meetings Training Proposed Budget Net Operating Expense by Line Item % Budget Change to 2024-25 Operations Summary DR A F T Section 5 - Page 6 Operations Summary Description ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,.%,.% ,,,.%,.% ,--(.%)-- ,,,.%,.% ,,,.%,.% ,,,,(.%),(.%) ,,,,.%,,.% ,,,.%,.% ,,,.%,.% ,,,.%,.% ,,,(.%),.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,.%,.% ,,,,,.%,,.% ,,,.%,- ,,,,,.%,,.% ,,,(.%),.% ,,,(.%),(.%) ,,,,,,.%,,.% ,,,.%,- ,,,,,,.%,,- ,,,(.%),.% ,,,,,,(.%),,.% ,,,,.%,,(.%) ,,,.%,(.%) ,,,.%,- ,,,-,- ,,,-,- ,,,,,(.%),,(.%) Operating Materials & Supplies Chem. Coagulants Odor Control Disinfection Chemicals - Cogen Op. Miscellaneous Chemicals Odor & Corrosion Control Gas, Diesel, & Oil Tools Safety Equipment/tools Solv,Paint,Janitor Supplies Lab Chemicals & Supplies Misc. Operating Supplies Property Tax Fees Contractual Services Solids Removal Other Waste Disp. Groundskeeping Janitorial Outside Lab Services Oxygen Plant Oper County Service Fee Temporary Services Security Services Other . Professional Services Legal Audit & Accounting Engineering Enviro Scientic Consult Software Prgm Consult Advocacy Eorts Industrial Hygiene Svcs Labor Negotiation Svc Other Proposed Budget Net Operating Expense by Line Item (Continued) 2023-24 Revised Budget 2023-24 Projected 2024-25 Proposed 2025-26 Proposed % Budget Change to 2023-24 % Budget Change to 2024-25 DR A F T Section 5 - Page 7 Description ,,,,.%,,(.%) ,,,.%,- ,,,(.%),.% ,,,,,,.%,,(.%) ,,,,,,(.%),,.% ,,,(.%),.% ,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,,,,.%,,.% ,,,.%,.% ,,,.%,.% ,,,.%,.% ,,,(.%),.% ,,,,,,.%,,.% ,,,.%,.% ,,,,,.%,,.% ------ -.---- ,,,.%,- ,,,,,,.%,,.% ,,,,,,.%,,.% (,,)(,,)(,,)(.%)(,,).% $ ,,$ ,,$ ,,.%$ ,,.% Research & Monitoring Environ. Monitoring Air Quality Monitoring Research Repairs & Maintenance Materials & Services Service Maint. Agreements Utilities Telephone Diesel For Generators Natural Gas Power Water Other Operating Costs Outside Equip Rental Insurance Premiums Prop & Gen Liab Insurance Freight Misc. Operating Expense Regulatory Operating Fees Contingency Prior year reappropriation Loss on obsolete inventory Other Non-Oper Expense Materials, Supplies, & Services Total Operating Requirements Less: Cost Allocation Net Operating Requirements 2023-24 Projected 2024-25 Proposed 2025-26 Proposed % Budget Change to 2023-24 % Budget Change to 2024-25 Proposed Budget Net Operating Expense by Line Item (Continued) $ ,.$ ,.$ ,..%$ ,..%Cost to Collect, Treat & Dispose of 1 Million Gallons 2023-24 Revised Budget ,,,.%,- ....%..% Flow, Million Gallons Flow Per Day, MGD Operations Summary DR A F T Notes to the 2024-25 and FY 2025-26 Operations Budget Section 5 - Page 8 Notes to Operations Summary Salaries & Wages: The proposed budget is set at 663.50 and 663.50 Full Time Equivalent (FTE) positions for FY 2024-25 and FY 2025-26, respectively. An increase in salaries and wages is attributable to anticipated salary and benet adjustments for all employee bargaining units. Retirement: The employees of OC San are members of the Orange County Employees Retirement System. Employees participate in one of three plans depending on hire date: Plan H (older), Plan B, or Plan U (newer, with a lower retirement benet). The estimated employer’s required contribution rate, based on employees’ base salaries, has decreased for Plan H (191 employees) from 13.47 percent to 13.36 percent and Plan B (52 employees) from 13.09 percent to 12.81 percent, but increased for Plan U (365 employees) from 9.82 percent to 9.97 percent for FY 2024-25. The contribution rate for Plan H includes OC San’s pickup of 3.5 percent of employees’ required contributions. Group Insurance: This includes OC San’s share of employees’ medical and dental insurance plans, and life and disability insurance premiums. It also includes the other post-employment benets that OC San is obligated to pay for retirees. The group insurance budget approximates $17,000 per employee. Tuition & Certication Reimbursements: To encourage the self-development and training of employees, OC San has a tuition and certication reimbursement program. This appropriation is set at $84,192.31 for both FY 2024-25 and FY 2025-26. Development Pay: To further promote employee eorts that increase job knowledge, skills, and abilities, OC San has established this benet for employees obtaining educational degrees and jobrelated certicates and licenses. The budget of $632,326 for both FY 2024-25 and FY 2025-26 is based on estimated employee participation. Uniforms: This budget projection is for uniforms provided to eld and lab employees in accordance with employee MOUs. Workers' Compensation: This item is used to maintain the level of accumulated reserves for workers’ compensation self-insurance. The amount recommended is $905,677.50 for FY 2024-25 and $950,961.38 for FY 2025-26. The total estimated expenditures for the workers' compensation program are set forth in detail in the Self-Insurance section. Memberships OC San has memberships in agencies, such as the National Association of Clean Water Agencies (NACWA), the National Water Research Institute (NWRI), the Water Environment Research Foundation (WERF), the California Association of Sanitation Agencies (CASA), the Southern California Alliance of Publicly Owned Treatment Works (SCAP), the Association of California Water Agencies (ACWA), and the Center for Demographic Research (CDR), and has a budget of $706,626.00 for FY 2024-25 and $726,931.00 for FY 2025-26. Administrative Expenses These accounts include supplies, postage, technical journals and publications, forms, small oce equipment, and small computer items. The small equipment and computer items cost less than $15,000 per item and exclude items that are capitalized. Printing and Publication The budget provides for in-house and outside reproduction costs and reects an expanded management information system and administrative requirements as well as a continuing demand by the public and regulatory agencies for information. This group of accounts also includes costs for photo processing, advertisements, and notices. Training & Meetings This category includes ongoing technical and safety training and materials for sta, required training for computerized plant monitoring, and control systems training to allow for a more adaptive and exible workforce. OC San continues to place an emphasis on safety, technical, leadership, and management training. Salaries, Wages & Benets Unemployment Insurance: OC San is on an actual claims paid basis, which has historically resulted in an overall lower cost because of a favorable claims history. This appropriation is proposed at a level consistent with the prior year’s actual costs. DR A F T Other Operating Materials & Supplies: This group of accounts is for miscellaneous items such as scrubber acids, activated carbon, solvents, cleaners, hardware, janitorial supplies, tools, safety equipment, laboratory supplies, and property taxes that are required to operate and maintain existing and expanding facilities. This group of accounts is expected to remain relatively the same during FY 2024-25 and FY 2025-26. Section 5 - Page 9 Chemical Coagulants: Chemical coagulants are used to enhance the primary treatment process by increasing the solids removal eciencies and dewatering and thickening solids for disposal, and are used to control hydrogen sulde levels in the digester gas. The costs for these chemicals are expected to incerase slightly due to increasing costs, usage is expected to remain stable over the next two budget years. The budgeted amounts for FY 2024-25 and FY 2025-26 are $15.86 million and $16.33 million, respectively, or an average increase of 2.45 percent over the FY 2023-24 budget. Odor Control Chemicals: OC San uses sodium hydroxide (caustic soda), and bleach as the primary odor control chemicals within the treatment plants’ foul air scrubbers. In addition, muriatic acid is an odor control chemical used for cleaning the scrubbers. Ferrous chloride, magnesium hydroxide, calcium nitrate, and caustic soda are the primary odor control chemicals used within the collection system and work by reducing the generation of hydrogen sulde in the trunklines. The chemical dosage and costs reect the established performance level and aects the use of chemicals at the treatment plants. The odor control budget is $10.43 million for FY 2024-25 and $10.48 million for FY 2025-26; an average increase of 2.09 percent from the previously approved budget, based on overall inationary projections for these chemicals. Disinfection Chemicals: Sodium Hypochlorite (bleach) is used at the treatment plants for the disinfection of plant water and the control of lamentous organisms in activated sludge in the secondary treatment process. OC San’s bleach budgets for the purpose of disinfection are $611,300 in FY 2024-25 and $629,100 in FY 2025-26 or an average increase of 21.07 percent. Sodium Bisulte is used for dechlorination of outfall euent at Plant No. 2, if required, to ensure that no residual chlorine is discharged into the ocean. The sodium bisulte budgets are $9,800 in FY 2024-25 and $10,100 in FY 2025- 26. Gasoline, Oil and Fuel: This group of accounts includes gasoline, oil, and diesel fuel required to operate stationary treatment plant equipment as well as approximately 300 pieces of major mobile equipment such as cars, trucks, cranes, and generators. Also included in this group of accounts is the cost of fuel for the compressed natural gas station. The cost of the natural gas is partially recovered by selling the compressed natural gas as vehicle fuel to outside users. The volatility in price of gasoline and natural gas are the major impacts to these budgets. Contractual Services The major component of this category is biosolids removal and transportation costs. Contracts have been executed with rms for agricultural reuse of residual solids and composting for biosolids disposal. The total costs budgeted for solids removal is $14.36 million for FY 2024-25 and $14.77 million for FY 2025-26. Even though solids have been dried above original targets due to the success of the centrifuges over the belt presses, increased costs in fuel and disposal contracts oset the savings from reduced tonnage being hauled away. This category also includes appropriations for other waste removal, janitorial, groundskeeping and security services, county service fees, temporary employment services to level out periodic increases in sta workload, long-term leaves, and position vacancies, outside laboratory services, manhole rehabilitation, and industrial line and outfall inspection and cleaning services. Professional Services This group of accounts includes General Counsel, special labor counsel, engineering, advocacy eorts, audit and accounting services, software program consulting, and other technical consulting services. Research and Monitoring The costs in this category consist of contract services to carry out the extensive ocean monitoring program required by EPA Region IX under the 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, operating costs for OC San’s ocean monitoring vessel, and provides for operational and ocean research and evaluation to develop optimum operating parameters in the treatment plants. Overall, this category of costs is expected to increase slightly from the need to outsource taxonomy and mooring services, resulting in FY 2024-25 and FY 2025-26 budgets of $2.14 million and $2.02 million, respectively. Operating Materials & Supplies Notes to Operations Summary DR A F T Section 5 - Page 10 Repairs and Maintenance The majority of the materials and services budgets support the maintenance of the collection system and the treatment plants. This includes street overlays and manhole raising, manhole cover purchases, surveying services, easement improvements, equipment maintenance, and outsourced service contracts and maintenance agreements. The FY 2024-25 and FY 2025-26 budgets include repairs and maintenance costs totaling $36.31 million and $35.67 million, respectively. Materials and services for FY 2024-25 and FY 2025-26 include siphon cleaning, manhole rehab and replacement services, digester cleaning, and materials and services to maintain OC San’s eet. Service agreements for FY 2024-25 and FY 2025-26 include Information Technology maintenance, support, and licenses and disaster recovery and cybersecurity hardware and software, Operations & Maintenance service contracts for crane certication, engine monitoring systems, door and gate maintenance, scale, re extinguisher, and re sprinkler certication, uninterruptible power supply electrical maintenance, scaolding, and tree trimming. Utilities The cost for utilities is a signicant component of the operating budget. The overall cost for utilities is anticipated to be $16.13 million and $16.44 million for the FY 2024-25 and FY 2025-26 budgets, respectively. Natural Gas: Natural gas is purchased to supplement the digester gas that is used to run the central generation facilities. The total natural gas budget is $ 3.04 million for FY 2024-25 and $3.04 million for FY 2025-26. Electricity: Electricity is the largest utility cost incurred by OC San. Purchased electricity is used to run the plant processes, support buildings, and pump stations. OC San procures electricity under the Southern California Edison (SCE) Direct Access program from third party supplier, and SCE is paid only for delivering the electricity. This arrangement has allowed OC San to secured a xed rate for the power and should result in savings long term. The estimated consumption and resulting costs for electrical energy purchased for the plant processes and support buildings are $10.2 million and $10.5 million for FY 2024-25 and FY 2025-26, respectively, excluding contingencies and electricity requirements of all outlying pump stations. This estimate includes normal operations of CenGen and assumes $400,000 in savings due to battery utilization at Plant No. 1. The total budgeted amount for purchased electricity is $11.27 million and $11.52 million for the FY 2024- 25 and FY 2025-26 budgets, respectively. Insurance Premiums: Other than the budget of $754,325 for FY 2024-25 and $767,465 for FY 2025-26 in the operating section to insure OC San’s ocean vessel, the cost for general liability and property insurance premiums is budgeted entirely within the Self-Insurance section. Property & General Liability In-Lieu Insurance Premium: This item is used to maintain the level of accumulated reserves for property and general liability self-insurance. The recommended budgeted is $4.4 million for FY 2024-25 and $4.6 million for FY 2025-26. The total estimated expenditures for the insurance program are set forth in detail in the Self- Insurance section. Other Operating & Non-Operating Expenses: Expenses not chargeable elsewhere, such as annual regulatory fees assessed by SCAQMD and SWRCB, freight, obsolete inventory write-o, and other miscellaneous items are recorded within these groups of accounts. Other Operating Costs Cost Allocation This represents direct labor and benet charge-outs and materials, supplies, and services cost allocation to the capital projects where the related work is performed. Net Operating Requirements This line item represents the net salary, wages, benets, materials, supplies, and services related to operating costs for collection, treatment, and disposal activities after charge-backs to CIP. Notes to Operations Summary DR A F T 110 Stang Trends 555 333 444 555 444 444 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2 4 24-25 & 25-26 Authorized FTE Positions Executive Managers Supervisors / Professionals Condential Total General Management Administration Section 6 - Page 1 DR A F T Create a new Two-Year Strategic Plan & Recommend for Board Adoption Manage operating expenditures to within % to % of the approved budget Ensure OC San does not exceed FTEs Create a new Work Plan for Fiscal Year - The Two-Year Strategic Plan was created and approved by the Board of Directors in November All planned expenditures were met Current FTE count is New Work Plan approved by the Board of Directors in July Section 6 - Page 2 The mission of the General Manager's Administration Division is to work with the Board of Directors to establish standards, policies and procedures, and the overall goals and Strategic Plan of the agency. The Division reports OC San’s progress in meeting the established goals to support the mission and provides general oversight of the agency’s operations. The General Manager reports directly to the Board of Directors and provides general oversight to all agency and strategic planning. Service Description 2024-25 & 2025-26 Performance Objectives Create a new Strategic Plan Achieved Achieved Planned Planned Board Approved Operating expenditures Achieved Achieved Planned Planned Board Approved Do not exceed authorized FTEs Achieved Achieved Planned Planned Board Approved Create Work Plan Achieved Achieved Planned Planned Board Approved Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Create a new Work Plan for Fiscal Year - and -. Update Two-Year Strategic Plan & Recommend for Board Adoption in FY -. Managing operating expenditures to within % to % of the approved budget. Ensure OC San does not exceed authorized FTEs 2023-24 Performance Objectives 2023-24 Performance Results Performance Measures General Management Administration DR A F T General Management Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the General Management Administration Division reect an increase of 5% and an increase of 5% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, training & meetings, and legal services. The FY 2025-26 increase is primarily due to personnel expenses, memberships and training & meetings. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 2,391,105 $ 2,507,271 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1,100 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (1,000) 74,331 5,551 6,461 273 Other Cost Adjustments: Change in memberships Change in training & meetings Change in legal services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in memberships Change in training & meetings (8,674) 16,302 (30,347) 37,739 12,165 12,050 $ 2,276,310 61,510 25,000 18,500 (1) 2 Section 6 - Page 3 DR A F T Section 6 - Page 4 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,.%,.% Professional & Contractual Services ,,,,.%,.% Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other .%.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 1,427,729$ 1,427,729$ 1,427,729 $ 1,225,817$ 1,225,817$ 1,225,817 $ 2,382,786$ 2,382,786$ 2,382,786 $ 2,276,310$ 2,276,310$ 2,276,310 $ 2,391,105$ 2,391,105$ 2,391,105 $ 2,507,271$ 2,507,271$ 2,507,271 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 1 000K 1 250K 1 500K 1 750K 2 000K 2 250K 2 500K 2 750K Expenditure Trends General Management Administration DR A F T 210 Stang Trends 111 222 222 222 444 444 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 2 4 24-25 & 25-26 Authorized FTE Positions Executive Managers Managers Supervisors / Professionals Total Administrative Services Administration Section 6 - Page 5 DR A F T Submittal of annual sewer service fees (SSF) within property parcel database to the County by August th. All Treasury investments will be in compliance with the California State Government Code % of the time. Coordinate and uphold solicitation schedules in support of planned projects and emergency procurements. Submittal completed in time for placement on secured property tax bills. All Treasury investments in compliance % of the time. Solicitation schedules upheld at % completion. Section 6 - Page 6 The mission of the Administrative Services Administration Division is to oversee the functions of the Financial Management, Contracts, Purchasing, & Materials Management, and Information Technology Divisions. This oversight includes both day-to-day operations and strategic planning. The division is the departmental liaison with Executive Management, the Administration Committee, the Board of Directors, and other departments of OC San. Service Description 2024-25 & 2025-26 Performance Objectives Submit SSF to the County by August th.Achieved Planned Planned Planned OC San Standards Investment Compliance Achieved Planned Planned Planned OC San Standards Uphold Solicitation Schedules Achieved Planned Planned Planned OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Submit annual sewer service fees (SSF) within property parcel database to the County by August th. Comply with the California State Government Code % of the time with all treasury investments. Coordinate and uphold solicitation schedules in support of planned projects and emergency procurements. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Administrative Services Administration DR A F T Administrative Services Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Administrative Services Administration & Consolidated Service Division reect an increase of 58% and an increase of 5% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, training & meetings and legal services. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 957,325 $ 1,006,067 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 591 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services - 39,855 4,561 6,683 273 Other Cost Adjustments: Change in trainings & meetings Change in legal services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings 286,485 28,456 38,661 (12,428) 5,620 (2,630) $ 604,940 5,000 2 3 Section 6 - Page 7 DR A F T Section 6 - Page 8 Personnel $ ,$ ,$ ,$ ,.%$ ,.% Supplies -,,.%,(.%) Professional & Contractual Services ,,,,.%,.% Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other -.%.% Total $ ,$ ,$ ,$ ,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 Expenditure Trends $ 467,915$ 467,915$ 467,915 $ 408,623$ 408,623$ 408,623 $ 525,236$ 525,236$ 525,236 $ 604,940$ 604,940$ 604,940 $ 957,325$ 957,325$ 957,325 $ 1,006,067$ 1,006,067$ 1,006,067 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 300K 400K 500K 600K 700K 800K 900K 1 000K 1 100K Administrative Services Administration DR A F T 211 Consolidated Services Section 6 - Page 9 This division is a nancial tracking division and is not staed. DR A F T Coordinate all common costs for OC San shared support services. Manage the division’s budget to within % to % of the approved budget. On track Estimated to stay within budget. Section 6 - Page 10 The mission of the Consolidated Services Division is to centralize and streamline all common costs that support all sta, functions, and facilities at OC San. This division is a nancial tracking division and is not staed. Service Description 2024-25 & 2025-26 Performance Objectives Consolidate shared support costs Achieved Achieved Expected Expected OC San Standards Manage Budget Achieved Ongoing -%-%OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Coordinate all common costs for OC San shared support services. Manage the division’s budget to within % to % of the approved budget Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Consolidated Services DR A F T Consolidated Services Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Administrative Services Administration & Consolidated Service Division reect an increase of 58% and an increase of 5% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in security services and janitorial services. The FY 2025-26 increase is primarily due to training & meeting, contractual services and other operating expense. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 14,287,812 $ 15,534,235 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services $589 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 28,640 - 24,340 - - Other Cost Adjustments: Change in trainings & meetings Change in operating materials & supplies Change in contractual services Change in other professional services Change in utilities Change in other operating expense Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in contractual services Change in utilities Change in other operating expense (2,600) (104,404) (100) (18,764) 656,591 605,713 $ 10,010,973 (15,450) 212,775 30,400 - - Section 6 - Page 11 3,446,350 (15,300) 151,895 178,620 368,895DR A F T Section 6 - Page 12 Personnel $ ,$ ,,$ ,,$ ,,(.%)$ ,,.% Supplies ,,,,.%,,.% Professional & Contractual Services ,,,,,,,,.%,,.% Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,.%,.% Utilities ,,,,,,,,.%,,.% Other ,,,,,,,,.%,,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 Expenditure Trends $ 6,192,737$ 6,192,737$ 6,192,737 $ 8,137,547$ 8,137,547$ 8,137,547 $ 7,011,783$ 7,011,783$ 7,011,783 $ 10,010,973$ 10,010,973$ 10,010,973 $ 14,287,812$ 14,287,812$ 14,287,812 $ 15,534,235$ 15,534,235$ 15,534,235 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 4M 6M 8M 10M 12M 14M 16M 18M Consolidated Services DR A F T 220 Stang Trends 242424 242424 232323 262626 252525 252525 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 24 26 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Total Financial Management Section 6 - Page 13 DR A F T Issue monthly nancial reports within working days of the following month for % of the year. No more than invoices for payment outstanding longer than days during the completion of any one accounts payable cycle % of the time. The current backlog of rebate claims will be processed resulting in all claims being processed with days of receipt. Payroll processing will be completed on time % of the time and error free >.% of the time. All debt service payments will be paid electronically, by the due dates, and error free % of the time. Goal was achieved. No more than invoices for payment outstanding longer than days during the completion of any one accounts payable cycle % of the time. Sewer service rebate claims were processed within days approximately % of the time as a result of methodology changes and sta shortages during COVID. Payroll was processed with an error-free rate of % on a bi-weekly and interim basis. All debt service payments were paid electronically, by the due dates, and error free % of the time. Section 6 - Page 14 The mission of the Financial Management Division is to maintain nancial oversight and administration of all OC San funds and accounts. The Financial Management Division is responsible for administering the treasury management and debt nancing programs, the processing of cash receipts, accounts payable, accounts receivable, user fees, payroll, accounting for xed assets, and coordinating the capital and operating budget process throughout OC San. The annual audit required by law and all nancial reporting required of special districts by the State of California is coordinated and administered through this division. Service Description 2024-25 & 2025-26 Performance Objectives Financial Reports Issuance Standard %%%%OC San Standards Accounts Payable Standard %%%%OC San Standards Sewer Service Refund Day Standard %%%%OC San Standards Payroll Error Free Standard %%.%.%OC San Standards Debt Service Payment Standard %%%%OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Issue monthly reports within working days of the next month for % of the year. No more than invoices shall be outstanding more than days % of the time. Rebate claims to be processed < days of receipt % of the time. Payroll processing to be completed on time and error free >.% of the time. Debt service payments will be paid on time electronically, and be error free. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Financial Management DR A F T Financial Management Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Financial Management Division reect an increase of 11% and an increase of 5% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, temporary services, and other contractual services. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 4,710,890 $ 4,957,114 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (3,639) Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (1) 191,944 26,066 40,459 1,706 Other Cost Adjustments: Change in training & meetings Change in temporary services Change in other contractual services Change in professional services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings 314,044 91,816 66,928 16,325 (13,945) (13,950) $ 4,229,861 10,000 5,000 (5,500) (1) 5 Section 6 - Page 15 DR A F T Section 6 - Page 16 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,.%,.% Research & Monitoring ----.%-.% Repairs & Maintenance ---.%-.% Utilities ----.%-.% Other .%.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 3,889,297$ 3,889,297$ 3,889,297 $ 2,971,128$ 2,971,128$ 2,971,128 $ 4,637,573$ 4,637,573$ 4,637,573 $ 4,229,861$ 4,229,861$ 4,229,861 $ 4,710,890$ 4,710,890$ 4,710,890 $ 4,957,114$ 4,957,114$ 4,957,114 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2 500K 3 000K 3 500K 4 000K 4 500K 5 000K 5 500K Expenditure Trends Financial Management DR A F T 230 Stang Trends 313131 313131 313131 292929 303030 303030 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 29 30 31 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Total Contracts, Purchasing, & Materials Management Section 6 - Page 17 DR A F T Maintain the cycle count program and maintain a % accuracy rate or better. Obtain the “Achievement of Excellence in Procurement” (AEP) award by meeting all National requirements. Conduct agency-wide procurement training. Review and track Certicates of Insurance for vendors and contractors. Achieved. AEP Award Received. In progress. In progress. Section 6 - Page 18 The Contracts, Purchasing and Materials Management Division’s goal is to provide equipment, services and information with the commitment to achieving the highest ethical, economic and progressive contracts and purchasing standards possible. The division is responsible for contract administration and procurement for all OC San departments. OC San’s warehouses receive, inventory and distribute supplies, materials and equipment to all departments in addition to inventory control analysis and surplus disposition. Service Description 2024-25 & 2025-26 Performance Objectives Cycle Count Achieved Achieved Achieve Achieve APICS Standard AEP Award Obtained Obtain Obtain Obtain Industry Standards Procurement Training Ongoing Ongoing Ongoing Ongoing Best Practices Insurance Tracking Achieved Achieved Achieve Achieve Contract Compliance Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Maintain the cycle count program and maintain a % accuracy rate or better. Obtain the annual “Achievement of Excellence in Procurement” (AEP) award by meeting all National requirements. Conduct agency-wide procurement training. Review and track Certicates of Insurance for vendors and contractors. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Contracts, Purchasing, & Materials Management DR A F T Contracts, Purchasing, & Materials Management Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Contracts, Purchases, & Materials Management Division reect an increase of 4% and an increase of 2% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in training & meetings, software program consulting and other professional services and partially oset by a decrease in personal expenses. The FY 2025-26 increase is primarily due to personnel expenses and partially oset by a decrease in other professional services. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 5,359,090 $ 5,454,476 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (3,850) Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 851 190,173 25,757 47,883 2,047 Other Cost Adjustments: Change in minor furniture & xtures Change in training & meetings Change in tools Change in misc. operating supplies Change in temporary services Change in legal services Change in software program consulting Change in other professional services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in other professional services (78,475) 25,165 24,911 14,405 (10,000) (21,325) $ 5,171,811 10,923 (10,300) (7,500) (10,000) (25,000) (150,000) 1 2 Section 6 - Page 19 7,000 250,000 DR A F T Section 6 - Page 20 Personnel $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,.%,(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,.%,.% Utilities ----.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 4,116,344$ 4,116,344$ 4,116,344 $ 3,535,297$ 3,535,297$ 3,535,297 $ 5,316,679$ 5,316,679$ 5,316,679 $ 5,171,811$ 5,171,811$ 5,171,811 $ 5,359,090$ 5,359,090$ 5,359,090 $ 5,454,476$ 5,454,476$ 5,454,476 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 3 000K 3 500K 4 000K 4 500K 5 000K 5 500K 6 000K Expenditure Trends Contracts, Purchasing, & Materials Management DR A F T 250 Stang Trends 454545 454545 474747 494949 505050 505050 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 46 48 50 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Technical Services Total Information Technology Section 6 - Page 21 DR A F T Replace obsolete desktop, mobile and server computers. Maintain Safety Scorecard above %. Cyber Security Awareness/Protection - better the industry average by %. Replace % of obsolete network infrastructure for OC San’s oce computing. Manage Operating Budget between % and % of approved budget. Replaced % of computer inventory. The Safety Scorecard is at %. OC San’s phish-prone percentage has decreased and is .% better than industry average. Replaced % of network infrastructure. Currently spent % of approved budget. Section 6 - Page 22 Information Technology provides support to OC San users of related assets/services, developing and implementing solutions that best meet organizational needs. IT procures/manages hardware/software and provides end user support in computer and telecom installations, moves and changes. IT is responsible for the design, installation, maintenance, troubleshooting and upgrades of enterprise applications, networking infrastructure components, back-end computer systems, wireless connectivity, plant radio, public address/re systems, cyber security infrastructure, reprographics and copy center. IT works closely with departments to provide systems analysis, design, custom programming, system implementation/integration, database/data warehousing and support. Service Description 2024-25 & 2025-26 Performance Objectives Replace Obsolete Desktop/Mobile/Server Computers %%%%WS /LT years Maintain a Safety scorecard above % overall %%%%OC San Standards Cyber Security Awareness/Protection .%%< %<%GM Workplan Replace Obsolete Network Infrastructure, Oce %%%%system availability Manage Operating Budget %%Ongoing Ongoing OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Replace obsolete desktop, mobile and server computers. Maintain a Safely Scorecard above % for overall score. Cyber Security Awareness/Protection – phishing campaign eectiveness, targeting % above the industry average Replace obsolete network infrastructure for OC San’s oce computing. Maintain a Service Desk score above %. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Information Technology DR A F T Information Technology Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Information Technology Division reect an increase of 2% and an increase of 1% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personal expenses and partially oset by a decrease in service maintenance agreements. The FY 2025-26 increase is primarily due to personnel expenses and partially oset by a decrease in software program consulting, other professional services, and repairs and maintenance services. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 15,991,712 $ 16,088,829 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 5,625 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 3,249 344,601 46,836 80,357 3,413 Other Cost Adjustments: Change in small computer items Change in printing & publications Change in trainings & meetings Change in temporary services Change in software program consulting Change in repairs & maintenance services Change in service maintenance agreements Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in small computer items Change in software program consulting Change in other professional services Change in repairs & maintenance services Change in service maintenance agreements 635,137 126,249 118,809 34,207 45,000 36,141 $ 15,695,175 (8,625) (80,000) 90,100 180,000 (107,400) (150,000) (220,000) 1 - Section 6 - Page 23 15,000 (864,965) 59,920DR A F T Section 6 - Page 24 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,,,,.%,,.% Professional & Contractual Services ,,,,.%,(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,,,,,(.%),,(.%) Utilities ----.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 10,681,344$ 10,681,344$ 10,681,344 $ 10,079,798$ 10,079,798$ 10,079,798 $ 12,989,433$ 12,989,433$ 12,989,433 $ 15,695,175$ 15,695,175$ 15,695,175 $ 15,991,712$ 15,991,712$ 15,991,712 $ 16,088,829$ 16,088,829$ 16,088,829 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 9M 10M 11M 12M 13M 14M 15M 16M 17M Expenditure Trends Information Technology DR A F T 310 Stang Trends ------------ 111 111 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 1 24-25 & 25-26 Authorized FTE Positions Executive Managers Total Communications Administration Section 6 - Page 25 DR A F T Maintain the Special District Leadership Foundation (SLDF) District Transparency Certicate of Excellence. Respond to % of public records requests within ten 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 audiences by reaching a minimum of , people per year, and pieces of … Proactive engagement in legislative advocacy eorts that could impact OC San and the wastewater industry through the implementation of a Legislative and Regulatory Aairs Plan. Achieved. Achieved % success rate. Achieved. Estimated to be complete by the end of FY -. Achieved % success rate. Section 6 - Page 26 The Communications Administrative Division is designed to streamline communication and enhance transparency between government entities, the public, and our employees. We specialize in meeting management, public records, and crafting clear and engaging messages that convey important information, policies, and initiatives to our stakeholders. Our team works diligently to ensure that our agency actions are understood and accessible, fostering trust and accountability within both our internal and external communities. Service Description 2024-25 & 2025-26 Performance Objectives Maintain the SLDF Transparency Certicate N/A N/A %%OC San Standards Respond to % PRAs within ten business days N/A N/A %%OC San Standards Board of Directors and GM Support N/A N/A Achieve Achieve OC San Standards Legislative Advocacy N/A N/A Achieve Achieve OC San Standards Manage Budget N/A N/A %%OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Maintain the Special District Leadership Foundation (SLDF) District Transparency Certicate of Excellence. Respond to percent of public records requests within ten business days Provide information to Board of Directors through the General Manager’s monthly report and new Board Member orientation. Provide services and programs for OC San’s audience by reaching , people per year and pieces of communications. Proactive engagement in legislative advocacy eorts that could impact OC San and the wastewater industry. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Communications Administration DR A F T Communications Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the new Communications Administration Division reect an increase of - and a decrease of (14%) over the prior year, respectively. As a new Division, the FY 2024-25 budget commences the rst year of the budget cycle. The FY 2025-26 decrease is primarily due to a decrease in other professional services. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 320,274 $ 275,362 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 15,649 2,638 1,732 68 Other Cost Adjustments: Change in training & meetings Change in other professional services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in other professional services 190,306 32,548 18,912 10,107 3,400 - 65,000 1 1 Section 6 - Page 27 (65,000)DR A F T Section 6 - Page 28 Personnel ---$ ,.%$ ,.% Supplies ---,.%,.% Professional & Contractual Services ---,.%-(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other ----.%-.% Total ---$ ,.%$ ,(.%) Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 320,274$ 320,274$ 320,274 $ 275,362$ 275,362$ 275,362 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 50K 100K 150K 200K 250K 300K 350K Expenditure Trends Communications Administration DR A F T 320 Stang Trends 777 666 666 777 777 777 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 6 7 24-25 & 25-26 Authorized FTE Positions Supervisors / Professionals Administrative & Clerical Condential Total Board Services Section 6 - Page 29 DR A F T Mail Board agenda packages six calendar days prior to Committee and Board meetings, % of the time. Maintain accurate records of ocial actions taken by the Board of Directors and post those actions to website by : p.m. the day following a meeting. Respond to % of Public Records Requests within business days. Maintain legal compliance with various federal, state and local laws (Brown Act, Political Reform Act, etc.) Maintain OC San Transparency Certicate of Excellence (SDLF). Achieved % success rate. Achieved % success rate. Achieved % success rate. Achieved % success rate. Achieved % success rate. Section 6 - Page 30 The mission of the Board Services Division is to provide exceptional customer service and support to the Board of Directors, OC San Sta and the general public through the Clerk of the Board’s oce. The Clerk’s oce promotes public trust and ensures transparency by: accurately recording and preserving the legislative actions of OC San; safeguarding the vital, historic and permanent records of OC San as their ocial custodian; preparing and publishing agendas and notices in accordance with legal requirements; receiving and responding to requests for records, acts as ling ocer for Statement of Economic Interest lings; receiving and processing summons, subpoenas and complaints led against OC San; and maintaining rosters of the Board of Directors, appointed committees and historical events. Service Description 2024-25 & 2025-26 Performance Objectives Board Agenda Packages Achieved Achieved Sustain Sustain OC San Standards Maintain & Post accurate records of Board actions Achieved Achieved Sustain Sustain Legal Compliance Public requests response within business days Achieved Achieved Sustain Sustain OC San Standards Maintain Legal Compliance Achieved Achieved Sustain Sustain Legal Compliance Maintain OC San Transparency Certicate Achieved Achieved Sustain Sustain OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Publish Board agenda packages six calendar days prior to Committee & Board meetings unless authorized by the GM. Maintain & post records of ocial actions taken by the Board of Directors to website by : pm the day after meeting. Maintain legal compliance with various federal, state and local laws (Brown Act, Political Reform Act, etc.). Respond to % of public records requests within business days. Maintain OC San Transparency Certicate of Excellence (SDLF). Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Board Services DR A F T Board Services Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Board Services Division reect a decrease of (3%) and an increase of 3% over the prior year, respectively. The FY 2024-25 decrease is primarily due to an decrease in books & publications, notices and ads, other professional services and personnel expenses. The FY 2025-26 increase is primarily due to personnel expenses and postage. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 1,322,596 $ 1,367,299 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 810 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1,045 30,253 3,311 10,986 478 Other Cost Adjustments: Change in postage Change in books & publications Change in notices and ads Change in other professtional services Change in misc. operating expenses Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in postage Change in training & meetings (7,640) (5,578) 8,997 937 8,000 5,000 $ 1,369,414 (5,000) (4,000) (75,000) 31,656 - 7 Section 6 - Page 31 (6,370)DR A F T Section 6 - Page 32 Personnel $ ,$ ,,$ ,$ ,(.%)$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,(.%),.% Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 808,951$ 808,951$ 808,951 $ 665,191$ 665,191$ 665,191 $ 1,074,729$ 1,074,729$ 1,074,729 $ 1,369,414$ 1,369,414$ 1,369,414 $ 1,322,596$ 1,322,596$ 1,322,596 $ 1,367,299$ 1,367,299$ 1,367,299 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 600K 800K 1 000K 1 200K 1 400K 1 600K Expenditure Trends Board Services DR A F T 340 Stang Trends 666 666 666 777 888 888 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 6 7 8 24-25 & 25-26 Authorized FTE Positions Supervisors / Professionals Administrative & Clerical Total Public Aairs Section 6 - Page 33 DR A F T Provide services and implement programs that meet the communications needs of OC San’s internal audiences by producing a minimum of internal communication pieces. Provide services and implement programs that meet communications needs of OC San’s external audiences by reaching a minimum of , people. Support General Manager activities and provide information to Board of Directors through the General Manager’s monthly report, monthly city/agency specic brieng reports. Proactive engagement in legislative advocacy eorts that could impact OC San and the industry. At mid-year, this goal has already been met. To date, almost pieces of internal communication pieces have been produced. To date, OC San has reached over , people via printed and electronic communication pieces, as well as tours, events, and speaking engagements. Prepared monthly talking points for the Board Members and General Manager, the General Manager's Monthly Report, and reports on division eorts to the Steering Committee. To date are monitoring State bills, taking position on eight with Governor signing four of them. At the Federal level monitoring bills, have taken position on three of them. Section 6 - Page 34 The Public Aairs Division provides services and implements programs to meet the communications and legislative needs of both internal and external audiences for the Orange County Sanitation District. The division plans and implements internal and external communications, media relations, community relations, community education and outreach, corporate identity program, collateral material and graphics development, presentation development, crisis communications and legislative aairs. The goal is to create a comprehensive communications program that promotes clear and transparent communications with all identied audiences and to promote the understanding of OC San’s mission to protect public health and the environment. Service Description 2024-25 & 2025-26 Performance Objectives Internal Services and Programs Achieved Achieved Planned Planned Division Workplan External Services and Programs Achieved Ongoing Planned Planned Strategic Plan Board of Directors and General Manager Support Achieved Ongoing Planned Planned GM Workplan Legislative Advocacy Achieved Ongoing Planned Planned Strategic Plan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Provide services and programs to meet communications needs of internal audiences by producing communication pieces. Provide services and implement programs to meet communication needs of external audiences by reaching , people. Support General Manager activities & provide information to Board through reports and agency specic brieng reports. Proactive engagement in legislative advocacy eorts that could impact OC San and the industry. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Public Aairs DR A F T Public Aairs Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Public Aairs Division reect an increase of 26% and an increase of - over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses and miscellaneous operating expenses. The FY 2025-26 increase is primarily due to personnel expenses and partially oset by a decrease in training & meetings and other professional services. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 1,966,700 $ 1,972,808 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 710 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1,499 41,785 5,177 12,651 546 Other Cost Adjustments: Change in training & meetings Change in operating materials & supplies Change in other professional services Change in misc. operating expense Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in other professional services Change in misc. operating expense 259,901 40,416 68,119 3,772 (6,400) (15,550) $ 1,557,232 3,300 2,500 1 11 Section 6 - Page 35 37,150 (45,000) 5,000DR A F T Section 6 - Page 36 Personnel $ ,$ ,$ ,$ ,,.%$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,.%,(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ()---.%-.% Utilities ----.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 1,044,307$ 1,044,307$ 1,044,307 $ 907,461$ 907,461$ 907,461 $ 1,631,661$ 1,631,661$ 1,631,661 $ 1,557,232$ 1,557,232$ 1,557,232 $ 1,966,700$ 1,966,700$ 1,966,700 $ 1,972,808$ 1,972,808$ 1,972,808 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 750K 1 000K 1 250K 1 500K 1 750K 2 000K 2 250K Expenditure Trends Public Aairs DR A F T 510 Stang Trends ------------ 111 111 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 1 24-25 & 25-26 Authorized FTE Positions Executive Managers Total Human Resources Administration Section 6 - Page 37 DR A F T Maintain legal and regulatory compliance. Ensure reporting divisions achieve % of individual performance objectives. Manage the department’s budget to within % to % of the approved budget. Ongoing On track. Estimated to stay within budget. Section 6 - Page 38 Human Resources Administration provides leadership, support, and oversight in managing the varied and complex functions of the Department. The Director provides counsel and expertise on organizational initiatives, and works closely with sta to accomplish OC San's Strategic Plan and departmental goals. Service Description 2024-25 & 2025-26 Performance Objectives Legal and Regulatory compliance Achieved Ongoing Achieve Achieve OC San Standards Department Performance Objectives >%>%>%>%OC San Standards Manage Budget Achieved Ongoing -%-%OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Legal and regulatory compliance Ensure reporting divisions achieve % of individual performance objectives. Manage the department’s budget to within % to % of the approved budget. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Human Resources Administration DR A F T Human Resources Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the new Human Resources Administratiion Division reect an increase of - and an increase of 7% over the prior year, respectively. As a new Division, the FY 2024-25 budget commences the rst year of the budget cycle. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 346,221 $ 371,502 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services - 21,943 3,700 1,823 68 Other Cost Adjustments: Change in memberships Change in training & meetings Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings 266,789 45,992 20,021 7,365 730 (2,253) - 1 1 Section 6 - Page 39 5,323 DR A F T Section 6 - Page 40 Personnel ---$ ,.%$ ,.% Supplies ---,.%,(.%) Professional & Contractual Services ----.%-.% Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other ----.%-.% Total ---$ ,.%$ ,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 346,221$ 346,221$ 346,221 $ 371,502$ 371,502$ 371,502 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 100K 200K 300K 400K Expenditure Trends Human Resources Administration DR A F T 520 Stang Trends 161616 161616 161616 171717 161616 161616 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 16 17 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Total Human Resources Section 6 - Page 41 DR A F T Complete all labor negotiations with all units by // and implement the changes eective FY / and through the end of the approved contract duration Expand OC San U training oerings to outside agencies to two per year, and continue to oer one employee training session per month for OC San employees Evaluate and determine agency needs for a centralized training program by // and implement the changes eective FY / Meet the training level of service of hours per employee Manage the department’s budget to be within % to % of the approved budget Completed Completed and ongoing Completed and ongoing Ongoing On track Section 6 - Page 42 Human Resources serves as a strategic partner to departments on employment matters and organizational programs. The division ensures compliance with labor and employment law, and oversees programs and services designed to attract, develop, motivate and retain a high performing workforce that meet the needs of the organization. The team provides highly responsive services to employees in recruitment and selection, classication and compensation, benets, training, employee and labor relations, leave administration, performance management and employee recognition. Additionally, the division is responsible for implementing policies and procedures, and providing highly responsive and professional consultation on human resources matters. Service Description 2024-25 & 2025-26 Performance Objectives Approved Labor Contracts Achieved Sustain Sustain Planned Division Workplan Workforce Planning/Workforce Development Achieved Sustain Sustain Sustain Strategic Plan Training Level of Service Ongoing Sustain Sustain Level of Services Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Complete labor negotiations with all bargaining units by // Fully implement the Centralized Training Program by FY / Meet the training level of service of - hours per employee Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Human Resources DR A F T Human Resources Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Human Resources Administration Division reect a decrease of (6%) and an increase of 3% over the prior year, respectively. The FY 2024-25 decrease is primarily due to an increase in personnel expenses, training & meetings, other contractual services and other professional services. The FY 2025-26 increase is primarily due to personnel expenses and partially oset by a decrease in training & meetings and labor negotiation services. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 4,501,044 $ 4,618,876 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 3,652 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services - 126,374 20,519 25,881 1,092 Other Cost Adjustments: Change in notices & ads Change in training & meetings Change in other contractual services Change in legal services Change in labor negotiation services Change in other professional services Change in other non-operating expenses Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in labor negotiation services (263,498) 13,091 924 (6,680) 5,000 (36,034) $ 4,790,970 (30,951) (20,000) 50,000 20,000 (48,000) (20,000) (1) 19 Section 6 - Page 43 (6,160) DR A F T Section 6 - Page 44 Personnel $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,,,,.%,,(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other ,,,,(.%),.% Total $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 3,269,273$ 3,269,273$ 3,269,273 $ 3,538,043$ 3,538,043$ 3,538,043 $ 4,501,484$ 4,501,484$ 4,501,484 $ 4,790,970$ 4,790,970$ 4,790,970 $ 4,501,044$ 4,501,044$ 4,501,044 $ 4,618,876$ 4,618,876$ 4,618,876 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 3 000K 3 250K 3 500K 3 750K 4 000K 4 250K 4 500K 4 750K 5 000K Expenditure Trends Human Resources DR A F T 530 Stang Trends 101010 101010 101010 111111 111111 111111 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 10 11 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Condential Total Risk Management Section 6 - Page 45 DR A F T Provide Safety Training & Orientations Develop and implement Job Safety Analyses (JSAs) Evaluate and monitor the Safety & Health Program Implement Physical Security Plan Emergency Management Ongoing Ongoing Ongoing Ongoing Ongoing Section 6 - Page 46 Risk Management ensures regulatory compliance and safeguards the wellbeing of employees, contractors and visitors through comprehensive safety and health programs. The division is responsible for the identication of potential or known hazards, safety training, incident investigations, construction contractor oversight, facility inspections and audits, and industrial hygiene assessments to mitigate risk and workplace accidents and injuries. Other responsibilities include physical security and emergency management services including surveillance of critical infrastructure and emergency response and recovery eorts. Service Description 2024-25 & 2025-26 Performance Objectives Safety Training & Orientations Achieved Ongoing Planned Planned Legal Compliance Job Safety Analyses Achieved Ongoing Planned Planned Legal Compliance Safety & Health Program Achieved Ongoing Planned Planned Strategic Plan Physical Security Plan Achieved Ongoing Planned Planned Strategic Plan Emergency Management Achieved Ongoing Planned Planned Strategic Plan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure % completion of Safety Training and Contractor Safety Orientations. Develop, implement, and update Job Safety Analyses for high-risk work activities. Evaluate the Safety & Health Program through third party audits, periodic inspections, and key performance indicators. Implementation of Physical Security Plans on new designs and renovation projects. Prepare and conduct routine Emergency Response Exercises; provide and monitor emergency response training. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Risk Management DR A F T Risk Management Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Risk Management/Safety/Security Division reect a decrease of (39%) and an increase of 3% over the prior year, respectively. The FY 2024-25 decrease is primarily due to a decrease in security services and training & meetings. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 3,298,191 $ 3,380,717 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 4,163 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services $2,381 74,379 7,822 17,693 751 Other Cost Adjustments: Change in oce expense & supplies Change in printing & publications Change in training & meetings Change in security services Change in other contractual services Change in repairs & maintenance services Change in regulatory operating fees Change in outside laboratory services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in trainings & meetings 216,363 23,308 31,921 7,180 11,500 (20,500) $ 5,448,050 12,450 (196,330) (2,342,414) 54,500 21,500 - 14 Section 6 - Page 47 4,000 2,000 DR A F T Section 6 - Page 48 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,,,,(.%),.% Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,.%,.% Utilities ----.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 3,497,116$ 3,497,116$ 3,497,116 $ 3,456,804$ 3,456,804$ 3,456,804 $ 4,545,306$ 4,545,306$ 4,545,306 $ 5,448,050$ 5,448,050$ 5,448,050 $ 3,298,191$ 3,298,191$ 3,298,191 $ 3,380,717$ 3,380,717$ 3,380,717 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 3 000K 3 500K 4 000K 4 500K 5 000K 5 500K 6 000K Expenditure Trends Risk Management DR A F T 610 Stang Trends 222 111111 12.512.512.5 131313 222 222 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 10 24-25 & 25-26 Authorized FTE Positions Executive Managers Administrative & Clerical Total Environmental Services Administration Section 6 - Page 49 DR A F T Manage operating expenditures to within % to % of the approved budget. Ensure that reporting divisions achieve % of individual performance objectives. On track On track Section 6 - Page 50 Environmental Services Administration provides leadership, support, and management oversight for the Department to accomplish OC San’s Strategic Plan and departmental annual goals. The team actively advocates for responsible and pragmatic environmental regulations relevant to wastewater treatment and resource recovery. Service Description 2024-25 & 2025-26 Performance Objectives Manage Budget Achieved Ongoing Planned Planned Board Approved Department Performance Objectives Achieved Ongoing Planned Planned OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Manage operating expenditures to within % to % of the approved budget. Ensure that reporting divisions achieve % of individual performance objectives. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Environmental Services Administration DR A F T Environmental Services Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Environmental Services Division reect a decrease of (77%) and an increase of 2% over the prior year, respectively. The FY 2024-25 increase is primarily due to a decrease in personnel expenses, environmental scientic consulting, other professional services, research & monitoring and regulatory operating fees. The FY 2025-26 increase is primarily due to personnel expenses and research & monitoring. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 1,340,931 $ 1,373,018 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 2,944 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services - 11,522 2,695 3,250 137 Other Cost Adjustments: Change in trainings & meetings Change in professional services-auditing Change in legal services Change in environmental scientic consulting Change in advocacy eorts Change in other professional services Change in research & monitoring Change in regulatory operating fees Change in temporary services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in research & monitoring (1,581,905) (167,490) (176,445) (39,170) (88,875) (2,400) $ 5,719,939 (103,570) (60,000) (210,000) 10,000 (250,000) 16,883 (11) 12 Section 6 - Page 51 (203,609) (1,500,000) 5,000 DR A F T Section 6 - Page 52 Personnel $ ,,$ ,,$ ,,$ ,(.%)$ ,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,(.%),.% Research & Monitoring ,,,,(.%),.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other ,,,,,,(.%).% Total $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 1,542,751$ 1,542,751$ 1,542,751 $ 3,289,916$ 3,289,916$ 3,289,916 $ 4,324,321$ 4,324,321$ 4,324,321 $ 5,719,939$ 5,719,939$ 5,719,939 $ 1,340,931$ 1,340,931$ 1,340,931 $ 1,373,018$ 1,373,018$ 1,373,018 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 1M 2M 3M 4M 5M 6M Expenditure Trends Environmental Services Administration DR A F T 620 Stang Trends 373737 373737 373737 373737 373737 373737 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 37 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Technical Services Total Resource Protection Section 6 - Page 53 DR A F T Meet % of regulatory deadlines for required pretreatment program reports. Implement Ordinance terms and conditions, enforcing prohibitions (e.g., stormwater, slug discharges, etc.). Issue and renew % of the industrial wastewater permits prior to the expiration date. Complete all assigned inspections and monitoring of Class I industrial permit holders. Support of GWRS, special projects and routine monitoring requirements. To date, % compliance. To date, % compliance. To date, sta issued and renewed % of the industrial wastewater permits prior to the expiration dates. To date, sta completed all assigned inspections and monitoring of Class I industrial permit holders. Sta is supporting GWRS, special projects, and routine monitoring requirements. Section 6 - Page 54 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 benecial biosolids reuse. The division conducts its industrial and enhanced source control activities in a cost eective and legally defensible manner to protects OC San’s assets, employees, public health, and the environment. Service Description 2024-25 & 2025-26 Performance Objectives Manage Division Budget %%%%OC San Standards Meet % of Regulatory Deadlines (Reports)%%%%Permit Requirements Implement Ordinance %%%%Permit Requirements Industrial Permit Issuance/Renewal %%%%Permit Requirements Inspections/Monitoring %%%%Joint Agreement Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure the division’s expenditures are managed to within % of proposed budget. Meet % of regulatory deadlines for required pretreatment program reports. Implement Ordinance terms and conditions, enforcing prohibitions (e.g., stormwater, slug discharges, etc.). Issue and renew % of the regular industrial wastewater discharge permits on time. Complete all required inspections and monitoring of Class I industrial permittees. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Resource Protection DR A F T Resource Protection Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Resource Protection Division reect a decrease of (1%) and an increase of 4% over the prior year, respectively. The FY 2024-25 decrease is primarily due to an decrease in tools and temporary services. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 7,609,490 $ 7,921,299 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 3,290 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 3,185 230,314 27,955 59,260 2,525 Other Cost Adjustments: Change in trainings & meetings Change in tools Change in safety equipment & tools Change in laboratory chemicals & supplies Change in temporary services Change in environmental scientic consulting Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in trainings & meetings Change in safety equipment & tools Change in solvents, painting, & janitorial Change in laboratory supplies (77,669) 33,954 45,268 14,283 (7,960) (21,930) $ 7,710,253 (145,929) (18,000) 7,000 (100,000) 145,000 5,000 - - Section 6 - Page 55 2,500 3,000DR A F T Section 6 - Page 56 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,.%,.% Research & Monitoring ,,,,.%,.% Repairs & Maintenance ,,,,.%,.% Utilities ----.%-.% Other ,.%,.% Total $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 5,098,170$ 5,098,170$ 5,098,170 $ 3,735,319$ 3,735,319$ 3,735,319 $ 6,119,396$ 6,119,396$ 6,119,396 $ 7,710,253$ 7,710,253$ 7,710,253 $ 7,609,490$ 7,609,490$ 7,609,490 $ 7,921,299$ 7,921,299$ 7,921,299 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 3M 4M 5M 6M 7M 8M 9M Expenditure Trends Resource Protection DR A F T 630 Stang Trends 545454 454545 43.543.543.5 444444 474747 474747 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 50 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Technical Services Total Laboratory, Monitoring & Compliance Section 6 - Page 57 DR A F T Continued eciency improvement as measured by internal standards and industry benchmarking with regional laboratories. Successful performance on prociency test standards to maintain lab accreditations Manage Budget Support of GWRS, special projects, and routine monitoring requirements Meet all NPDES Permit requirements On Track On Track On track to meet goal of -% On Track On Track Section 6 - Page 58 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. Service Description 2024-25 & 2025-26 Performance Objectives Laboratory Productivity Achieved Ongoing Sustain Sustain OC San Standards Lab Accreditation Achieved Ongoing Sustain Sustain Lab Accreditation Manage Budget Achieved Ongoing Sustain Sustain OC San Standards Support initiatives and projects Achieved Ongoing Sustain Sustain OC San Standards Permit compliance Achieved Ongoing Sustain Sustain Permit Requirements Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Continue eciency improvements. Successful performance on prociency test standards (-%). Manage operating expenditures to % to % of the approved budget. Support GWRS, special projects, and routine monitoring requirements. Meet all NPDES Permit requirements. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Laboratory, Monitoring & Compliance DR A F T Laboratory, Monitoring & Compliance Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Laboratory, Monitoring & Compliance Division reect an increase of 8% and an increase of 2% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses and environmental research & monitoring. The FY 2025-26 increase is primarily due to personnel expenses and partially oset by a decrease in environmental research & monitoring, environmental scientic consulting and temporary services. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 11,665,367 $ 11,908,090 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 8,960 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (5,921) 273,107 35,436 74,893 3,208 Other Cost Adjustments: Change in trainings & meetings Change in gas, diesel, & oil expenses Change in laboratory chemicals & supplies Change in outside laboratory services Change in temporary services Change in environmental research & monitoring Change in repairs & maintenance expenses Change in regulatory operating fees Change in administrative expenses Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in gas, diesel, & oil expenses Change in laboratory chemicals & supplies Change in temporary services Change in environmental scientic consulting Change in environmental research & monitoring Change in repairs & maintenance expenses Change in regulatory operating fees 336,362 81,819 99,393 35,805 (27,185) 10,000 $ 10,765,428 16,000 30,000 40,000 (66,400) 263,000 10,000 (50,000) (48,000) 3 - Section 6 - Page 59 60,000 15,000 (130,000) 60,000 10,000 7,185 DR A F T Section 6 - Page 60 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,.%,.% Professional & Contractual Services ,,,,(.%),(.%) Research & Monitoring ,,,,,.%,,(.%) Repairs & Maintenance ,,,,.%,.% Utilities ----.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 10,492,345$ 10,492,345$ 10,492,345 $ 6,933,600$ 6,933,600$ 6,933,600 $ 9,698,705$ 9,698,705$ 9,698,705 $ 10,765,428$ 10,765,428$ 10,765,428 $ 11,665,367$ 11,665,367$ 11,665,367 $ 11,908,090$ 11,908,090$ 11,908,090 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 6M 7M 8M 9M 10M 11M 12M 13M Expenditure Trends Laboratory, Monitoring & Compliance DR A F T 650 Stang Trends ------------ 11.511.511.5 11.511.511.5 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 10 24-25 & 25-26 Authorized FTE Positions . . Managers Supervisors / Professionals Total Environmental Compliance Section 6 - Page 61 DR A F T Manage Budget Department Performance Objectives Compliance Reporting Requirements Audit Environmental Permits: Quarterly, semi annual, annual, every years Achieved Achieved Achieved Achieved Section 6 - Page 62 Environmental Compliance group is tasked with ensuring adherence to environmental regulations and permit conditions for ocean discharge, air emissions, and biosolids/solids management. The team actively advocates for responsible and pragmatic environmental regulations relevant to wastewater treatment and resource recovery. Service Description 2024-25 & 2025-26 Performance Objectives Compliance Reporting Requirements Achieved Ongoing Planned Planned Permit Requirements Audit Environmental Permits Achieved Ongoing Planned Planned Permit Requirements Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure all environmental compliance reporting requirements are met on or before required submission date % of time. Audit all major environmental permits within adopted audit schedule: quarterly, semiannual, annual, every years. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Environmental Compliance DR A F T Environmental Compliance Budget Overview The FY 2024-25 & FY 2025-26 budgets for the new Environmental Compliance Division reect an increase of - and an increase of - over the prior year, respectively. As a new Division, the FY 2024-25 budget commences the rst scal year of the budget cycle. The FY 2025- 26 slight decrease is primarily due to other professional services and is partially oset due to increases in personnel expenses, other professional services-auditing, and regulatory operating fees. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 5,029,310 $ 5,028,261 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (11,291) Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 84,091 11,284 18,527 785 Other Cost Adjustments: Change in training & meetings Change in legal services Change in professional services-auditing Change in environmental scientic consulting Change in advocacy eorts Change in other professional services Change in air quality monitoring Change in regulatory operating fees Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in professional services-auditing Change in environmental scientic consulting Change in other professional services Change in regulatory operating fees 1,776,834 250,208 211,216 49,926 16,125 50,000 - 60,000 20,000 286,500 63,600 250,000 (8,500) (250,000) 92,763 11.5 12 Section 6 - Page 63 300,000 1,733,610 DR A F T Section 6 - Page 64 Personnel ---$ ,,.%$ ,,.% Supplies ---,.%,.% Professional & Contractual Services ---,.%,(.%) Research & Monitoring ---,.%,.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other ---,,.%,,.% Total ---$ ,,.%$ ,,(.%) Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 0$ 0$ 0 $ 5,029,310$ 5,029,310$ 5,029,310 $ 5,028,261$ 5,028,261$ 5,028,261 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 0 1M 2M 3M 4M 5M 6M Expenditure Trends Environmental Compliance DR A F T 710 Stang Trends 555 555 444 222 222 222 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2 4 24-25 & 25-26 Authorized FTE Positions Executive Managers Supervisors / Professionals Total Engineering Administration Section 6 - Page 65 DR A F T Ensure expenditures are managed to -% of the proposed budget. Ensure reporting divisions achieve % of individual performance objectives. Projected to be %. Projected to be %. Section 6 - Page 66 The mission statement of the Engineering Department is to deliver world class engineering projects through skilled sta, technical excellence, proactive project planning, ecient project delivery, eective communication, and critical thinking. Service Description 2024-25 & 2025-26 Performance Objectives Manage division budget %%-%-%Division Workplan Division performance objectives %%%%Division Workplan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure the division's operational expenditures are managed to -% of the proposed budget. Ensure reporting divisions achieve % of individual performance objectives. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Engineering Administration DR A F T Engineering Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Engineering Administration Division reect a decrease of (29%) and an increase of 3% over the prior year, respectively. The FY 2024-25 decrease is primarily due to a decrease in personnel expenses. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 641,185 $ 660,357 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (280) Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services - 10,933 4,689 3,413 137 Other Cost Adjustments: Change in trainings & meetings Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: No other signicant cost changes (229,532) 4,031 (31,220) (4,828) 1,000 $ 902,014 - - Section 6 - Page 67 DR A F T Section 6 - Page 68 Personnel $ ,$ ,$ ,$ ,(.%)$ ,.% Supplies ,,,,.%,.% Professional & Contractual Services ----.%-.% Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other -.%.% Total $ ,$ ,$ ,$ ,(.%)$ ,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 1,109,196$ 1,109,196$ 1,109,196 $ 854,958$ 854,958$ 854,958 $ 856,921$ 856,921$ 856,921 $ 902,014$ 902,014$ 902,014 $ 641,185$ 641,185$ 641,185 $ 660,357$ 660,357$ 660,357 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 600K 700K 800K 900K 1 000K 1 100K 1 200K Expenditure Trends Engineering Administration DR A F T 740 Stang Trends 151515 151515 151515 151515 161616 161616 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 15 16 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Total Planning Section 6 - Page 69 DR A F T Ensure the division's expenditure are managed to -% of proposed budget. Expend -% of budgeted annual net CIP outlay. Respond to % of environmental correspondence within days. Complete utility requests within business days. Projected to be %. Projected to be %. Achieved. Achieved. Section 6 - Page 70 The mission of the division is to provide asset management and maintain a long-term Capital Improvement Program (CIP) to ensure availability of adequate, reliable, and cost-eective infrastructure, while protecting the environment and addressing growth within our service area. The Planning Division also establishes partnerships with the public and private sectors to resolve complex issues; has a mission to research new technologies and treatment processes; and reviews and processes connection permits; utility requests, annexations, and inter-agency agreements in an expeditious manner to best serve the public. Service Description 2024-25 & 2025-26 Performance Objectives Manage division budget %%-%-%Division Workplan Review environmental correspondence %%%%Division Workplan Respond to utility requests %%%%Division Workplan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure the division's operational expenditures are managed to -% of proposed budget. Review all environmental correspondence within days. Respond to utility requests within ve business days of receipt. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Planning DR A F T Planning Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Planning Division reect an increase of 8% and an increase of 4% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, memberships and training & meetings. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 4,671,881 $ 4,835,430 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (790) Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1,000 133,926 14,670 26,111 1,092 Other Cost Adjustments: Change in memberships Change in training & meetings Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings 243,785 31,490 39,394 8,186 10,300 (13,250) $ 4,326,056 13,460 1 - Section 6 - Page 71 DR A F T Section 6 - Page 72 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,.%,(.%) Professional & Contractual Services ,,,,,,,.%,,.% Research & Monitoring ----.%-.% Repairs & Maintenance --.%-.% Utilities ----.%-.% Other ,.%.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 3,484,204$ 3,484,204$ 3,484,204 $ 3,202,809$ 3,202,809$ 3,202,809 $ 3,955,491$ 3,955,491$ 3,955,491 $ 4,326,056$ 4,326,056$ 4,326,056 $ 4,671,881$ 4,671,881$ 4,671,881 $ 4,835,430$ 4,835,430$ 4,835,430 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 3 000K 3 250K 3 500K 3 750K 4 000K 4 250K 4 500K 4 750K 5 000K Expenditure Trends Planning DR A F T 750 Stang Trends 212121 212121 212121 212121 212121 212121 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 21 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Total Project Management Section 6 - Page 73 DR A F T Ensure the division's operational expenditures are managed to -% of proposed budget. Expend -% of budgeted net CIP outlay. Maintain or improve CIP program non-construction cost for active projects at % or less. Projected to be %. Projected to be %. Projected to be %. Section 6 - Page 74 The mission of the division is to timely deliver high quality, reliable and cost-eective projects to enable OC San to meet all treatment and regulatory goals. Service Description 2024-25 & 2025-26 Performance Objectives Manage division budget %%-%-%Division Workplan Net CIP outlay %%-%-%Division Workplan Non-construction costs %%< %< %Division Workplan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure the division's operational expenditures are managed to -% of proposed budget. Expend -% of the budgeted annual net CIP outlay. Maintain or improve CIP program non-construction cost for active projects at % or less. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Project Management DR A F T Project Management Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Project Management Oce Division reect an increase of 7% and an increase of 2% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, training & meetings and other professional services. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 4,864,814 $ 4,979,349 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (1,103) Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 126,195 19,268 33,538 1,433 Other Cost Adjustments: Change in training & meetings Change in other professional services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in other professional services 156,769 49,525 28,725 13,388 14,700 (15,900) $ 4,552,810 50,000 (50,000) - - Section 6 - Page 75 DR A F T Section 6 - Page 76 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,.%,(.%) Professional & Contractual Services ,--,.%-(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ---.%-.% Utilities ----.%-.% Other .%.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 3,912,518$ 3,912,518$ 3,912,518 $ 2,898,515$ 2,898,515$ 2,898,515 $ 4,656,053$ 4,656,053$ 4,656,053 $ 4,552,810$ 4,552,810$ 4,552,810 $ 4,864,814$ 4,864,814$ 4,864,814 $ 4,979,349$ 4,979,349$ 4,979,349 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2 500K 3 000K 3 500K 4 000K 4 500K 5 000K 5 500K Expenditure Trends Project Management DR A F T 760 Stang Trends 363636 343434 343434 373737 373737 373737 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 34 36 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Total Design Section 6 - Page 77 DR A F T Ensure the division's expenditures are managed to -% of proposed budget. Update standards and design guidelines. Ensure mission critical real-time control systems are online and available > .%. Complete control system programming prior to functional acceptance testing. Projected to be %. Expected to update standards and guidelines. Expected to be >.%. Expected to be %. Section 6 - Page 78 The mission of the division is to ensure that all projects are designed to be maintainable, operable, reliable, and aordable at optimum lifecycle costs in accordance with OC San’s Engineering Design Guidelines and industry standards and codes. This division provides construction support services and oversees commissioning to ensure projects conform with the contract documents. The division also provides control systems that are highly reliable, safe, secure, and available to monitor, record, control, and operate our facilities. Service Description 2024-25 & 2025-26 Performance Objectives Manage division budget %%-%-%Division Workplan Update standards and guidelines Division Workplan Control systems availability %>.%>.%>.%Division Workplan Complete control system programming %%>%>%Division Workplan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure the division's operational expenditures are managed to -% of proposed budget. Update standards and design guidelines. Ensure mission critical real-time control systems are online and available greater than .% (hr/yr of unplanned downtime). Complete control system programming prior to functional acceptance testing. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Design DR A F T Design Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Design Division reect an increase of 12% and an increase of 3% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, engineering services and software program consulting. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 8,084,688 $ 8,319,574 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 2,581 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (2,500) 235,134 35,915 59,712 2,525 Other Cost Adjustments: Change in training & meetings Change in engineering services Change in software program consulting Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in software program consulting 509,841 90,525 97,245 37,170 (42,950) (9,900) $ 7,194,276 40,000 156,000 (86,000) - - Section 6 - Page 79 DR A F T Section 6 - Page 80 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,(.%),(.%) Professional & Contractual Services ,,,,.%,(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ,,(.%).% Utilities ----.%-.% Other ,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 5,816,477$ 5,816,477$ 5,816,477 $ 4,499,585$ 4,499,585$ 4,499,585 $ 6,218,051$ 6,218,051$ 6,218,051 $ 7,194,276$ 7,194,276$ 7,194,276 $ 8,084,688$ 8,084,688$ 8,084,688 $ 8,319,574$ 8,319,574$ 8,319,574 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 4M 5M 6M 7M 8M 9M Expenditure Trends Design DR A F T 770 Stang Trends 404040 414141 494949 484848 484848 484848 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 40 45 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Administrative & Clerical Total Construction Management Section 6 - Page 81 DR A F T Ensure the division's budget expenditures are managed to - % of proposed budget. Respond to public complaints or inquiries within day. Reduce program change order performance towards .% goal. No employee injuries resulting in lost workdays on construction projects. No spills or odor incidents related to construction projects. Projected to be %. Responses within day. .% as of December , . No injuries resulting in lost workdays. No spills or odor incidents. Section 6 - Page 82 The mission of the division is to ensure projects are safely constructed in accordance with all applicable codes and standards and are fully inspected to be compliant with the contract documents while minimizing impacts to operations, maintenance, local agencies, and the public. Service Description 2024-25 & 2025-26 Performance Objectives Manage division budget %%-%-%Division Workplan Collections change order rate .%.%%%Division Workplan Plant change order rate .%.%%%Division Workplan No spills or odor incidents Levels of Service Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Ensure the division's operational expenditures are managed to -% of proposed budget. Maintain a Change Order Management Plan goal of % for Collections projects. Maintain a Change Order Management Plan goal of % for Plant projects. No spills or odor incidents related to construction projects. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Construction Management DR A F T Construction Management Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Construction Management Division reect an increase of 4% and an increase of 4% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses and training & meetings. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 9,469,248 $ 9,870,216 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 3,410 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services (801) 321,348 38,369 77,011 3,276 Other Cost Adjustments: Change in administrative expenses Change in printing & publications Change in training & meetings Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in postage Change in notices & ads Change in training & meetings 187,706 80,522 47,765 8,857 5,239 (5,160) $ 9,100,374 5,900 29,475 (5,000) (28,075) - - Section 6 - Page 83 DR A F T Section 6 - Page 84 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,.%,(.%) Professional & Contractual Services --,-.%-.% Research & Monitoring ----.%-.% Repairs & Maintenance (.%).% Utilities ----.%-.% Other ,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 6,038,068$ 6,038,068$ 6,038,068 $ 5,045,691$ 5,045,691$ 5,045,691 $ 8,122,106$ 8,122,106$ 8,122,106 $ 9,100,374$ 9,100,374$ 9,100,374 $ 9,469,248$ 9,469,248$ 9,469,248 $ 9,870,216$ 9,870,216$ 9,870,216 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 4M 5M 6M 7M 8M 9M 10M 11M Expenditure Trends Construction Management DR A F T 810 Stang Trends 333 444 222 111 111 111 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2 4 24-25 & 25-26 Authorized FTE Positions Executive Managers Total Operations and Maintenance Administration Section 6 - Page 85 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget for the Department. Achieved % compliance with water, solids, air, and energy permits and regulatory requirements. Achieved % compliance level of - % of the Levels of Service targets. Managed operating expenditures to % of approved budget for the Department. Section 6 - Page 86 The mission of the Operations and Maintenance Administration Division is to provide leadership and support, as well as management oversight and development of the department. Rate payer owned facilities and assets managed by the O&M Divisions have a replacement value that exceeds $11 billion. The Director, as a member of the Executive Management Team, provides counsel and expertise in developing the necessary strategies to maintain alignment with OC San’s Strategic Plan, Levels of Service, and annual divisional work plans. The Director and sta also proactively network with OC San member cities, sewer agencies and regional regulators on operational issues. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permits & Regulatory Requirements Achieved Achieved Planned Planned OC San Standards Levels of Service Compliance Achieved Achieved Planned Planned Strategic Plan Manage Budget Achieved Achieved Planned Planned Board Approved Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget for the Department. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Operations and Maintenance Administration DR A F T Operations and Maintenance Administration Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Operations and Maintenance Division reect a decrease of (12%) and an increase of 1% over the prior year, respectively. The FY 2024-25 decrease is primarily due to a decrease in personnel expenses, temporary services and legal services. The FY 2025-26 increase is primarily due to personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 626,574 $ 634,753 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1,196 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 3,863 2,525 1,722 68 Other Cost Adjustments: Change in temporary services Change in legal services Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: No other signicant cost changes 16,631 9,556 (24,454) (4,435) (82,000) $ 715,080 (5,000) - - Section 6 - Page 87 DR A F T Section 6 - Page 88 Personnel $ ,$ ,$ ,$ ,(.%)$ ,.% Supplies ,,,(.%),.% Professional & Contractual Services ,,,,(.%),.% Research & Monitoring ----.%-.% Repairs & Maintenance ----.%-.% Utilities ----.%-.% Other -(.%).% Total $ ,$ ,$ ,$ ,(.%)$ ,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 138,234$ 138,234$ 138,234 $ 214,699$ 214,699$ 214,699 $ 496,995$ 496,995$ 496,995 $ 715,080$ 715,080$ 715,080 $ 626,574$ 626,574$ 626,574 $ 634,753$ 634,753$ 634,753 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 100K 200K 300K 400K 500K 600K 700K 800K Expenditure Trends Operations and Maintenance Administration DR A F T 820 Stang Trends 292929 282828 303030 262626 262626 262626 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 26 28 30 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Operations & Maintenance Administrative & Clerical Total Collections Facilities Operations and Maintenance Section 6 - Page 89 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget. Achieve greater than % compliance with the safety scorecard Achieved % compliance with water, solids, air, and energy permits and regulatory requirements. Achieved % compliance level of - % of the Levels of Service targets. Managed operating expenditures to % of approved budget. Achieved % compliance with the safety scorecard. Section 6 - Page 90 The mission of OC San Collections Division is to safely, reliably, and cost eectively operate and maintain the Collections Systems to meet all regulatory requirements for the land, air, and water environments of Orange County and the 2.6 million residents we serve. To perform maintenance and cleaning of gravity sewer lines, pump stations, for reliable operation and to ensure that odor and corrosion control of the regional collection system are managed appropriately. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permit…Achieved Ongoing Planned Planned Permit Requirements Levels of Service Achieved Ongoing Planned Planned OC San Standards Manage Budget Achieved Ongoing Planned Planned Division Workplan Compliance with Safet…Achieved Ongoing Planned Planned OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget. Achieve greater than % compliance with the safety scorecard Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Collections Facilities Operations and Maintenance DR A F T Collections Facilities Operations and Maintenance Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Collection Facilities and Maintenance Division reect an increase of 6% and a decrease of (4%) over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in odor control, repairs & maintenance and utilities. The FY 2025-26 decrease is primarily due to training & meetings, tools and repairs & maintenance. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 20,585,536 $ 19,731,150 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 7,291 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 7,546 123,552 15,450 40,754 1,775 Other Cost Adjustments: Change in small computer items Change in training & meetings Change in odor control Change in tools Change in professional services Change in repairs & maintenance Change in utilities Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in tools Change in repairs & maintenance Change in utilities (291,733) (22,935) (48,188) 5,295 9,500 (1,845) $ 19,355,501 (9,360) 172,784 18,592 11,900 1,074,676 (60,592) (1,001,024) 19,998 - - Section 6 - Page 91 302,213 DR A F T Section 6 - Page 92 Personnel $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Supplies ,,,,,,,,.%,,(.%) Professional & Contractual Services ,,,,.%,.% Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,,,,,.%,,(.%) Utilities ,,,,,,,.%,,.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,(.%) Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 13,766,140$ 13,766,140$ 13,766,140 $ 15,547,755$ 15,547,755$ 15,547,755 $ 19,817,675$ 19,817,675$ 19,817,675 $ 19,355,501$ 19,355,501$ 19,355,501 $ 20,585,536$ 20,585,536$ 20,585,536 $ 19,731,150$ 19,731,150$ 19,731,150 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 13M 14M 15M 16M 17M 18M 19M 20M 21M Expenditure Trends Collections Facilities Operations and Maintenance DR A F T 822 Stang Trends 888 999 999 999 999 999 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 8 9 24-25 & 25-26 Authorized FTE Positions Supervisors / Professionals Operations & Maintenance Administrative & Clerical Total Fleet Services Section 6 - Page 93 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Achieved % compliance level of - % of the Levels of Service targets. Managed operating expenditures to % of approved budget. "Achieved % compliance with water, solids, air, and energy permits and regulatory requirements. " Achieved % compliance level of - % of the Levels of Service targets. Managed operating expenditures to % of approved budget. Achieved % compliance with the safety scorecard. Section 6 - Page 94 Maintenance of OC San's eet of vehicles and mobile equipment. Logistics and crane support for O&M. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permits & Regulatory Requirements Achieved Ongoing Planned Planned Permit Requirements Compliance with Safety Scorecard Achieved Ongoing Planned Planned Industry Standards Levels of Service Achieved Ongoing Planned Planned Board Approved Manage Budget Achieved Ongoing Planned Planned Division Workplan Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget. Achieve greater than % compliance with the safety scorecard Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Fleet Services DR A F T Fleet Services Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Fleet Services Division reect an increase of 5% and a decrease of (1%) over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses and repairs & maintenance. The FY 2025-26 decrease is primarily due to repairs & maintenance and partially oset by an increase in personnel expenses. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 2,696,486 $ 2,665,212 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 4,781 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 739 45,758 5,045 14,170 614 Other Cost Adjustments: Change in training & meetings Change in gas, diesel & oil Change in tools Change in repairs & maintenance Change in utilities Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in gas, diesel & oil Change in repairs & maintenance 41,103 (5,540) 12,299 4,803 4,995 (2,600) $ 2,571,697 14,090 (64,000) 110,258 5,000 (100,000) - - Section 6 - Page 95 2,000 DR A F T Section 6 - Page 96 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,(.%),.% Professional & Contractual Services ,,,,(.%),(.%) Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,.%,(.%) Utilities ,,,,.%,.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,(.%) Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 1,917,269$ 1,917,269$ 1,917,269 $ 1,780,824$ 1,780,824$ 1,780,824 $ 2,525,204$ 2,525,204$ 2,525,204 $ 2,571,697$ 2,571,697$ 2,571,697 $ 2,696,486$ 2,696,486$ 2,696,486 $ 2,665,212$ 2,665,212$ 2,665,212 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 1 600K 1 800K 2 000K 2 200K 2 400K 2 600K 2 800K Expenditure Trends Fleet Services DR A F T 830 Stang Trends 545454 555555 525252 525252 525252 525252 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 52 54 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Operations & Maintenance Administrative & Clerical Total Plant No. 1 Operations Section 6 - Page 97 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of to % of the Levels of Service targets. Manage operating expenditures to within to % of approved budget. Achieve greater than % compliance with the safety scorecard. Achieved zero enforceable compliance actions for water, solids, and air requirements. Achieved % compliance level of the Levels of Service targets. Managed operating expenditures to % of approved budget. Achieved % compliance with the safety scorecard. Section 6 - Page 98 The mission of Plant No. 1 Operations Division is to safely, reliably, and cost eectively operate the plant to meet all regulatory requirements for the land, air, and water environments of Orange County and the 2.6 million residents we serve. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permits & Regulatory Requirements Title V …Title V …Ongoing Ongoing Permit Requirements Levels of Service Compliance Achieved Achieved Ongoing Ongoing Strategic Plan Manage Budget Achieved Achieved Ongoing Ongoing OC San Standards Compliance with Safety Scorecard Achieved Achieved Ongoing Ongoing OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve zero enforceable compliance actions for water, solids, and air requirements. Achieve % compliance level of to % of the Levels of Service targets. Manage operating expenditures to within to % of approved budget. Achieve greater than % compliance with the safety scorecard. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Plant No. 1 Operations DR A F T Plant No. 1 Operations Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Plant No. 1 Operations Division reect an increase of 8% and an increase of 3% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in odor control, disinfection, repairs & maintenance and utilities. The FY 2025-26 increase is primarily due to personnel expenses, chemical coagulants, solids removal and utilities. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 43,831,773 $ 45,149,768 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 36,509 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 1 327,695 32,891 82,508 3,549 Other Cost Adjustments: Change in training & meetings Change in chemical coagulants Change in odor control Change in disinfection Change in chemicals - cogen Change in misc. chemicals Change in solids removal Change in repairs & maintenance Change in utilities Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in minor furniture & xtures Change in training & meetings Change in chemical coagulants Change in odor control Change in disinfection Change in solids removal Change in grit & screenings disposal Change in utilities (191,691) 11,246 56,293 17,792 12,200 (28,500) $ 40,589,667 (118,743) 108,380 177,200 42,000 (202,000) (14,400) 333,335 26,468 - 1 Section 6 - Page 95 (149,000) 117,920 3,324,200 12,000 279,000 15,048 248,400DR A F T Section 6 - Page 100 Personnel $ ,,$ ,,$ ,,$ ,,(.%)$ ,,.% Supplies ,,,,,,,,.%,,.% Professional & Contractual Services ,,,,,,,,(.%),,.% Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,.%,.% Utilities ,,,,,,,,.%,,.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 31,234,798$ 31,234,798$ 31,234,798 $ 31,443,514$ 31,443,514$ 31,443,514 $ 39,785,142$ 39,785,142$ 39,785,142 $ 40,589,667$ 40,589,667$ 40,589,667 $ 43,831,773$ 43,831,773$ 43,831,773 $ 45,149,768$ 45,149,768$ 45,149,768 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 30M 32.5M 35M 37.5M 40M 42.5M 45M 47.5M Expenditure Trends Plant No. 1 Operations DR A F T 840 Stang Trends 525252 535353 454545 444444 444444 444444 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 45 50 24-25 & 25-26 Authorized FTE Positions Supervisors / Professionals Operations & Maintenance Administrative & Clerical Total Plant No. 2 Operations Section 6 - Page 101 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of to % of the Levels of Service targets. Manage operating expenditures to within to % of approved budget. Achieve greater than % compliance with the safety scorecard. Achieved zero enforceable compliance actions for water, solids, and air requirements. Achieved overall % compliance level of the Levels of Service targets. Managed operating expenditures to % of approved budget. Achieved % compliance with the safety scorecard. Section 6 - Page 102 The mission of Plant No. 2 Operations Division is to safely, reliably, and cost eectively operate the plant to meet all regulatory requirements for the land, air, and water environments of Orange County and the 2.6 million residents we serve. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permits & Regulatory Requirements Title V …Title V …Ongoing Ongoing Permit Requirements Levels of Service Compliance Achieved Achieved Ongoing Ongoing Strategic Plan Manage Budget Achieved Achieved Ongoing Ongoing OC San Standards Compliance with Safety Scorecard Achieved Achieved Ongoing Ongoing OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve zero enforceable compliance actions for water, solids, and air requirements. Achieve % compliance level of to % of the Levels of Service targets. Manage operating expenditures to within to % of approved budget. Achieve greater than % compliance with the safety scorecard. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Plant No. 2 Operations DR A F T Plant No. 2 Operations Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Plant No. 2 Operations Division reect an increase of 8% and an increase of 3% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in chemical coagulants, solids removal and oxygen plant operations. The FY 2025-26 increase is primarily due to personnel expenses, chemical coagulants, solids removal. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 21,902,872 $ 22,599,168 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services -25,571 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 2,600 245,722 32,086 69,504 3,003 Other Cost Adjustments: Change in training & meetings Change in operating materials & supplies Change in chemical coagulants Change in odor control Change in chemicals - cogen Change in solids removal Change in oxygen plant operations Change in utilities Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in training & meetings Change in chemical coagulants Change in odor control Change in disinfection Change in solids removal Change in grit & screenings disposal Change in oxygen plant operations (66,905) 100,995 36,853 11,241 11,500 (13,100) $ 20,232,053 32,200 414,379 91,627 25,000 355,000 142,616 22,700 5,800 - 1 Section 6 - Page 103 592,000 92,500 139,000 6,365 40,000DR A F T Section 6 - Page 104 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,,,,,.%,,.% Professional & Contractual Services ,,,,,,,,.%,,.% Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,.%,.% Utilities ,,,,,,,,.%,,.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 16,386,327$ 16,386,327$ 16,386,327 $ 14,729,243$ 14,729,243$ 14,729,243 $ 21,052,972$ 21,052,972$ 21,052,972 $ 20,232,053$ 20,232,053$ 20,232,053 $ 21,902,872$ 21,902,872$ 21,902,872 $ 22,599,168$ 22,599,168$ 22,599,168 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 14M 16M 18M 20M 22M 24M Expenditure Trends Plant No. 2 Operations DR A F T 870 Stang Trends 858585 858585 949494 989898 979797 979797 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 90 24-25 & 25-26 Authorized FTE Positions Managers Supervisors / Professionals Operations & Maintenance Administrative & Clerical Total Plant No. 1 Maintenance Section 6 - Page 105 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets Manage operating expenditures to within - % of approved budget. Maintain a Work Order backlog of less than weeks. Achieve greater than % compliance with the safety scorecard. Achieved % compliance with water, solids, air, and energy permits and regulatory requirements. Achieved % compliance level of - % of the Levels of Service targets Managed operating expenditures at .% of approved budget. Maintained a Work Order backlog of less than weeks. Achieved % compliance with the safety scorecard. Section 6 - Page 106 The mission of the Plant No. 1 Maintenance Division is to protect public health and the environment by providing reliable power distribution, electrical and instrument maintenance, civil facilities and grounds maintenance, and mechanical maintenance to the treatment plant. The division’s professional, highly skilled sta use best practices and technology to provide Plant Operations and OC San sta with electrical power, control systems, environmental controls that are safe and on-line; and mechanical, and facilities support to ensure and restore reliability. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permits …Achieved Achieved Planned Planned OC San Standards Manage Budget Achieved Achieved Planned Planned OC San Standards Work Order Backlog Achieved Achieved Planned Planned OC San Standards Safety Scorecard Achieved Achieved Planned Planned OC San Standards PM Compliance Achieved Achieved Planned Planned OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget. Maintain a Work Order backlog of less than weeks. Achieve greater than % compliance with the safety scorecard. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Plant No. 1 Maintenance DR A F T Plant No. 1 Maintenance Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Plant No. 1 Maintenance Division reect an increase of 3% and an increase of 4% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, minor furniture & xtures and training & meetings and partially oset by a decrease in professional services and repairs & maintenance. The FY 2025-26 increase is primarily due to personnel expenses and repairs & maintenance. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 32,610,822 $ 33,881,924 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services -10,750 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 4,340 653,575 72,153 155,109 6,620 Other Cost Adjustments: Change in memberships Change in minor furniture & xtures Change in training & meetings Change in chemicals - cogen Change in gas, diesel & oil Change in operating materials & supplies Change in professional services Change in repairs & maintenance Change in other operating supplies Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in minor furniture & xtures Change in training & meetings Change in chemicals - cogen Change in tools Change in misc. operating supplies Change in engineering services Change in repairs & maintenance 700,772 63,529 121,138 154,448 5,570 11,000 $ 31,699,895 274,000 202,215 12,200 20,300 81,100 (234,605) 9,600 14,800 (1) 1 Section 6 - Page 107 (323,800) (413,835) 24,040 10,400 34,000 534,110DR A F T Section 6 - Page 108 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,,,,,.%,,(.%) Professional & Contractual Services ,,,,,(.%),.% Research & Monitoring ---.%-.% Repairs & Maintenance ,,,,,,,,(.%),,.% Utilities ---.%-.% Other ,,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 25,699,344$ 25,699,344$ 25,699,344 $ 23,482,644$ 23,482,644$ 23,482,644 $ 28,246,572$ 28,246,572$ 28,246,572 $ 31,699,895$ 31,699,895$ 31,699,895 $ 32,610,822$ 32,610,822$ 32,610,822 $ 33,881,924$ 33,881,924$ 33,881,924 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 22.5M 25M 27.5M 30M 32.5M 35M Expenditure Trends Plant No. 1 Maintenance DR A F T 880 Stang Trends 535353 535353 545454 555555 565656 565656 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 54 56 24-25 & 25-26 Authorized FTE Positions Supervisors / Professionals Operations & Maintenance Administrative & Clerical Total Plant No. 2 Maintenance Section 6 - Page 109 DR A F T Achieve % compliance with water, solids, air, and energy permits and regulatory requirements. Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget. Maintain a Work Order backlog of less than weeks. Achieve greater than % compliance with the safety scorecard. Achieved % compliance with water, solids, air, and energy permits and regulatory requirements. Achieved % compliance level of - % of the Levels of Service targets. Managed operating expenditures at % of approved budget. Maintained a Work Order backlog of less than weeks. Achieved greater than % compliance with the safety scorecard. Section 6 - Page 110 The mission of the Plant 2 Maintenance Division is to protect public health and the environment by providing reliable power distribution and asset maintenance to the treatment plants and associated pump stations in outer lying service areas. The division’s sta use best practices and technology to provide Collections and Plant Operations with electrical power, control systems, environmental controls as well as mechanical and facilities support to ensure and restore reliability. Service Description 2024-25 & 2025-26 Performance Objectives Compliance with Permits …Achieved Achieved Planned Planned OC San Standards Manage Budget Achieved Achieved Planned Planned OC San Standards Work Order Backlog Achieved Achieved Planned Planned OC San Standards Safety Scorecard Achieved Achieved Planned Planned OC San Standards PM Compliance Achieved Achieved Planned Planned OC San Standards Summary 2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Justication Achieve % compliance with water, solids, air, and energy permits and regulatory requirements Achieve % compliance level of - % of the Levels of Service targets. Manage operating expenditures to within - % of approved budget. Maintain a Work Order backlog of less than weeks. Achieve greater than % compliance with the safety scorecard. Performance Measures 2023-24 Performance Objectives 2023-24 Performance Results Plant No. 2 Maintenance DR A F T Plant No. 2 Maintenance Budget Overview The FY 2024-25 & FY 2025-26 budgets for the Plant No. 2 Maintenance Division reect an increase of 12% and an increase of 2% over the prior year, respectively. The FY 2024-25 increase is primarily due to an increase in personnel expenses, training & meetings and repairs & maintenance. The FY 2025-26 increase is primarily due to personnel expenses, engineering services and repairs & maintenance. 2023-24 Adjusted Budget - Total Operating Requirements 2024-25 Proposed Budget - Total Operating Requirements 2025-26 Proposed Budget - Total Operating Requirements Changes in Personnel Expenses: Net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Salaries for Position Changes: Transfer of Positions from/(to) Other Divisions New or (decreased) FTE $ 22,951,578 $ 23,378,572 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 6,700 Aggregate change in Other Categories: Aggregate change in other materials, supplies, and services 7,000 374,531 39,868 89,371 3,822 Other Cost Adjustments: Change in memberships Change in minor furniture & xtures Change in training & meetings Change in chemicals - cogen Change in gas, diesel & oil Change in safety equipment/tools Change in misc. operating supplies Change in engineering services Change in other professonal services Change in repairs & maintenance Changes in Personnel Expenses: Other net salary adjustments (MOU-related, leave payos, vacancy, etc.) Change in OCERS retirement costs Change in group insurance costs Other benet cost adjustments Other Cost Adjustments: Change in administrative expenses Change in training & meetings Change in gas, diesel & oil Change in tools Change in misc. operating supplies Change in engineering services Change in repairs & maintenance 1,560,145 192,516 150,788 31,246 7,380 5,020 $ 20,446,176 10,000 158,145 13,000 10,000 19,000 (186,405) 10,000 15,000 1 1 Section 6 - Page 111 (7,500) 61,250 (223,400) 516,132 8,000 30,750 30,037DR A F T Section 6 - Page 112 Personnel $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Supplies ,,,,,,.%,,(.%) Professional & Contractual Services ,,,,(.%),.% Research & Monitoring ----.%-.% Repairs & Maintenance ,,,,,,,,.%,,.% Utilities ----.%-.% Other ,,,.%,.% Total $ ,,$ ,,$ ,,$ ,,.%$ ,,.% Operating Expense by Category 2022-23 Actual 2023-24 Budget 2023-24 Projected 2024-25 Proposed Budget % Change to 2023-24 2025-26 Proposed Budget % Change to 2024-25 $ 20,061,700$ 20,061,700$ 20,061,700 $ 15,591,775$ 15,591,775$ 15,591,775 $ 18,873,342$ 18,873,342$ 18,873,342 $ 20,446,176$ 20,446,176$ 20,446,176 $ 22,951,578$ 22,951,578$ 22,951,578 $ 23,378,572$ 23,378,572$ 23,378,572 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 14M 16M 18M 20M 22M 24M Expenditure Trends Plant No. 2 Maintenance DR A F T Self-Insurance Program Overview Section 7 - Page 1 Self-Funded Insurance Plans OC San is partially self-insured for general liability and workers' compensation. The General Liability and Property program and the Workers' Compensation program have been in existence since 1979. The annual in-lieu premiums and charges to the Revenue Areas or Operating Divisions are the revenue sources within these programs. Expenses primarily consist of claim settlements, legal fees, and excess loss insurance premiums. Ending Reserve Balances are projected at $100,000,000 in FY 2024-25 and in FY 2025-26. General Liability and Property In order to maintain the reserve balance of $2.4 million for the Workers' Compensation program, appropriations for in-lieu premiums charged to operating divisions are recommended at $659,546 and $791,455 for FY 2024- 25 and FY 2025-26 respectively. OC San's current outside excess general liability insurance coverage is $40 million per occurence with an annual aggregate limit and with a self-insured retention of $750,000. OC San's current property insurance coverage is $1 billion for perils of re and $25 million for perils of ood, subject to a self-insured retention of $1,000,000. OC San is partially self-insured for earthquake but does carry $25 million in coverage on 15 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. In order to maintain a reserve balance of $100 million for FY 2024-25 and FY 2025-26 for the Property and General Liability program, appropriations for in-lieu premiums charged to the Revenue Areas are recommended at $4.4 million and $4.6 million for FY 2024-25 and FY 2025-26 respectively. OC San's current excess workers' compensation coverage has unlimited statutory coverage per occurence and $4 million employer's liability with a self- insured retention of $1 million per person per occurence. Workers' Compensation DR A F T Section 7 - Page 2 Total of the Self-Insurance Programs 2022-23 Actuals 2023-24 Budget 2023-24 Thru 12/31/23 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Beginning Reserves $ ,,$ ,,$ ,,$ ,,$ ,,$ ,, DESCRIPTION OR ACCOUNT TITLE ,,,,,,,,,,,, ---,,-- ,,-,,,-, ,,,,,, ,,,,,,,,,,,, Revenues In-Lieu Premiums Miscellaneous Other Revenue Reserve Contribution Service Department Allocation Total Revenues ,,,,,,,,,, ------ ,,,,,, ,,,,,, ,,,,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, Expenses Benets/Claims Contractual Services Legal Services Professional Services Subtotal Policy Premium Expense Total Expenses ,-,---Excess Revenue (Expenses) $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,Ending Reserves Self-Insurance Program DR A F T Self-Insurance Program Section 7 - Page 3 General Liability and Property Self-Insurance Program 2022-23 Actuals 2023-24 Budget 2023-24 Thru 12/31/23 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Beginning Reserves $ ,,$ ,,$ ,,$ ,,$ ,,$ ,, DESCRIPTION OR ACCOUNT TITLE ,,,,,,,,,,,, ---,,-- ,,-,,,-, ,,,,,, ,,,,,,,,,,,, Revenues In-Lieu Premiums Miscellaneous Other Revenue Reserve Contribution Service Department Allocation Total Revenues ,,,,,,, ------ -,---- ,,,,,, ,,,,,,,, ,,,,,,,,,,,, ,,,,,,,,,,,, Expenses Benets/Claims Contractual Services Legal Services Professional Services Subtotal Policy Premium Expense Total Expenses ,--(,),-Excess Revenue (Expenses) $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,Ending ReservesDR A F T Section 7 - Page 4 Workers' Compensation Self-Insurance Program 2022-23 Actuals 2023-24 Budget 2023-24 Thru 12/31/23 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Beginning Reserves $ ,,$ ,,$ ,,$ ,,$ ,,$ ,, DESCRIPTION OR ACCOUNT TITLE ,,,,,, ------ ,-,--, ,-,,,, ,,,,,,,, Revenues In-Lieu Premiums Miscellaneous Other Revenue Reserve Contribution Service Department Allocation Total Revenues ,,,,,, ------ ,,,,,, ,,,,,, ,,,,,,, ,,,,,, ,,,,,,,,, Expenses Benets/Claims Contractual Services Legal Services Professional Services Subtotal Policy Premium Expense Total Expenses (,)-,,(,)-Excess Revenue (Expenses) $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,Ending Reserves Self-Insurance Program DR A F T The total CIP budget authority has increased by $105 million as compared to FY 2023-24 approved budget of $4.6 billion. The changes are summarized below: FY 2023-24 Approved Total CIP Budget Authority $4.6 B Project Net Changes: New $47 M Budget Increases $478 M Budget Decreases ($20.9 M) Cancellation/Closures ($399 M) Total: $105 M FY 2024-25 Proposed Total $4.7 B CIP Budget Authority Following is a table of the FY 2024-25 proposed CIP budget: Description FY 2024-25 CIP Budget Capital Improvement Program (CIP) $253.5 M Less: Savings and Deferrals ($30.4 M) Net CIP Outlay $223.1 M The proposed FY 2024-25 net CIP outlays can be categorized by the project status (work phase), area ((type of wastewater treatment process or location), or driver (the reason(s) why a project is needed). Charts showing the distribution of the funds by CIP outlay for each of these categories are provided on the following page. Capital Improvement Program Overview CIP Budget Request Summary Each year, the Board of Directors, through their committee process, reviews and approves the Capital Improvement Program (CIP) encompassing all projects that rehabilitate, replace, or construct new capital facilities located throughout OC San’s collection system and Reclamation Plant Nos. 1 and 2. CIP projects take several years to complete the planning, design, and construction phases. The proposed budget for each project covers the lifecycle of the project. This budget is reevaluated each year for the purpose of managing annual cash ows. Thus, many of the projects in the CIP Budget for FY 2024- 25 and FY 2025-26 are continuing projects that were approved in prior years. In December 2017, the 2017 Facilities Master Plan was adopted by the Board of Directors. The Master Plan identied a phased 20-year program of capital improvement projects that will allow OC San to maintain reliability, accommodate future growth, adapt to future regulatory requirements, meet level of service goals, and achieve strategic initiatives. This phased 20-year program is only a starting point. The Asset Management Program within the Planning Division continues assessing the condition of OC San’s existing assets and systems to ensure that the necessary level of service is maintained. The Planning Division continues reviewing and updating the ongoing and future CIP to appropriately manage the risks associated with aging facilities. Projects are delayed, consolidated, or rescoped as time passes and additional information is gathered to help ensure that the CIP is delivered in the most ecient way possible. The Asset Management Program will continue these eorts and will scope future CIP projects to ensure a viable, long-term nancial plan is in place to provide eective and ecient operations in perpetuity. This year, three new projects are proposed for addition to the FY 2024-25 budget. These are: OC San sta reviews all active and future CIP projects to ensure the projects’ scope of work, schedule, and cost estimate are appropriate each year. Through this budget validation process, each project’s schedule, sta resources, total project cost, cash ow and risks are assessed to conrm the budgetary requirements. The validated CIP includes 73 active and future capital projects and the ve programs listed below: Section 8 - Page 1 Project No. 5-69: East Coast Highway Sewer Rehabilitation. Project No. J-139: Process Control System Alarm Optimization. Project No. P2-141: Headworks Electrical Distribution Improvements at Plant No. 2 Small Construction Projects Program (M-FE) Planning Studies Program (M-Studies) Research Program (M-Research) Operation & Maintenance Capital Program (M- SM-CAP) Information Technology Capital Program (M- MC-IT) DR A F T Projected FY 2024-25 Net CIP Outlay by Project Status Construction is the primary outlay for FY 2024-25 with a total outlay of approximately $193.2 million. A good example of a large project in construction continues to be Headworks Rehabilitation at Plant No. 1 (Project No. P1-105). The existing facility is over 30 years old with some portions dating back to the 1950’s - a comprehensive refurbishment is required to extend its useful life. The project will rehabilitate and/or replace the following: metering and diversion structure, bar screen building, bin loading building, main sewage pump station, grit basins, primary inuent channels, headworks odor control scrubbers, electrical power distribution and control systems, and original emergency pumping system. The total budgeted cost for this project is $340 million with construction anticipated to nish in 2028. The FY 2024-25 expenditures are estimated to be $41 million. Collection facilities comprise 25% of the FY 2024-25 Net CIP outlay. Seal Beach Pump Station Replacement (Project No. 3-67) will replace the existing pump station which has reached the end of its useful life with a new modernized pump station including the addition of onsite odor control facilities. The project will also accommodate a deeper inuent gravity system that will eventually allow for the abandonment of an upstream pump station and result in a more ecient system overall. The project recently began construction and is anticipated to spend $14 million in 2024-25. Construction is scheduled to end in 2027. The total project budget is $134 million. Project drivers are dominated by Rehabilitation and Replacement Projects at 80% of FY 2024-25 Net CIP Outlay. An example is Digesters Rehabilitation at Plant No. 2 (Project No. P2-137) that will rehabilitate the digesters at Plant No. 2 by providing dome and wall repairs as well as a number of ancillary and safety improvements which will extend the life of the existing facilities. Construction is anticipated to begin in the coming scal year and spend $4 million within FY 2024-25 . Construction is scheduled to end in 2027. The total project budget is $45 million. Section 8 - Page 2 PlanningPlanning: 4%: 4%Planning: 4% DesignDesign: 20%: 20%Design: 20% ConstructionConstruction: 76%: 76%Construction: 76% Collection FacilitiesCollection Facilities: 25%: 25%Collection Facilities: 25% Liquid TreatmentLiquid Treatment: 35%: 35%Liquid Treatment: 35% Utility SystemsUtility Systems: 7%: 7%Utility Systems: 7% SolidsSolids: 4%: 4%Solids: 4% OtherOther: 12%: 12%Other: 12% Support FacilitiesSupport Facilities: 17%: 17%Support Facilities: 17% Rehab and ReplaceRehab and Replace: 80%: 80%Rehab and Replace: 80% RegulatoryRegulatory: 3%: 3%Regulatory: 3% Additional CapacityAdditional Capacity: 6%: 6%Additional Capacity: 6% Strategic InitiativesStrategic Initiatives: 11%: 11%Strategic Initiatives: 11% Projected FY 2024-25 Net CIP Outlay by Area Projected FY 2024-25 Net CIP Outlay by Project Driver Capital Improvement Program Overview DR A F T Diagram of Treatment Process Section 8 - Page 3 DR A F T Section 8 - Page 4 $ ,,$ ,,$ ,,$ ,$ ,, ,,,,--,, ,,,,,,,,,, ,,,--,, ,,,--,, ,,,,--,, ,,,,--,, ,,---,, ,,,,--,, ,,,--,, ,,,,,,,,,, -,,--,, ,,,,,,,, -,--, ----- ,,,,,,,,,, ,,,,,,,,,, (,,)(,,)(,,)(,,)(,,) $ ,,($ ,,)($ ,,)($ ,,)$ ,, Collections Facilities Solids Handling & Digestion Support Facilities Utility Systems Liquid Treatment: Headworks Primary Treatment Ocean Outfall Systems Secondary Treatment Liquid Treatment Subtotal Other: Information Management Systems Equipment Research Strategic & Master Planning Others Water Management Projects Other Subtotal Grand Total Less: CIP Savings & Deferrals Proposed Net CIP Outlay Project Summary Project Summary FY 2024-25 Item Rehabilitation and Replacement Strategic Initiatives Additional Capacity Regulatory Total Budget Authority DR A F T Section 8 - Page 5 Summary of Capital Requirements - FY 2024-25 SolidsSolids: 11.3 (4.5%): 11.3 (4.5%)Solids: 11.3 (4.5%) Support FacilitiesSupport Facilities: 42.6 (16.8%): 42.6 (16.8%)Support Facilities: 42.6 (16.8%) Utility SystemsUtility Systems: 17.4 (6.9%): 17.4 (6.9%)Utility Systems: 17.4 (6.9%) Collection FacilitiesCollection Facilities: 62.9 (24.8%): 62.9 (24.8%)Collection Facilities: 62.9 (24.8%) Liquid TreatmentLiquid Treatment: 88.3 (34.8%): 88.3 (34.8%)Liquid Treatment: 88.3 (34.8%) OtherOther: 30.9 (12.2%): 30.9 (12.2%)Other: 30.9 (12.2%) FY 2024-25 Capital Improvement Program Outlay by Process - $253.4 Million Net CIP Outlay - $223.0 Million FY 2024-25 Capital Improvement Program Outlay by Driver - $253.4 Million Net CIP Outlay - $223.0 Million Rehab and ReplaceRehab and Replace: 202.8 (80.0%): 202.8 (80.0%)Rehab and Replace: 202.8 (80.0%) RegulatoryRegulatory: 7.8 (3.1%): 7.8 (3.1%)Regulatory: 7.8 (3.1%) Additional CapacityAdditional Capacity: 14.8 (5.8%): 14.8 (5.8%)Additional Capacity: 14.8 (5.8%) Strategic InitiativesStrategic Initiatives: 28.1 (11.1%): 28.1 (11.1%)Strategic Initiatives: 28.1 (11.1%) DR A F T $ ,,$ ,,$ ,,$ ,$ ,, ,,,,--,, ,,,,,,,,,, ,,,,--,, ,,---,, ,,,--,, ,,,,--,, ,,---,, ,,,,--,, ,,,--,, ,,,,,,,,,, -,--, ,,,,,,, ----- ----- ,,,,,,,,,, ,,,,,,,,,, (,,)(,,)(,,)(,,)(,,) $ ,,($ ,,)($ ,,)($ ,,)$ ,, Collections Facilities Solids Handling & Digestion Support Facilities Utility Systems Liquid Treatment: Headworks Primary Treatment Ocean Outfall Systems Secondary Treatment Liquid Treatment Subtotal Other: Information Management Systems Equipment Research Strategic & Master Planning Others Water Management Projects Other Subtotal Grand Total Less: CIP Savings & Deferrals Proposed Net CIP Outlay Section 8 - Page 6 Project Summary FY 2025-26 Item Rehabilitation and Replacement Strategic Initiatives Additional Capacity Regulatory Total Budget Authority Project Summary DR A F T Section 8 - Page 7 Summary of Capital Requirements - FY 2025-26 FY 2025-26 Capital Improvement Program Outlay by Process -$317.4 Million Net CIP Outlay - $279.2 Million FY 2025-26 Capital Improvement Program Outlay by Driver - $317.4 Million Net CIP Outlay - $279.2 Million SolidsSolids: 28.0 (8.8%): 28.0 (8.8%)Solids: 28.0 (8.8%) Support FacilitiesSupport Facilities: 45.1 (14.2%): 45.1 (14.2%)Support Facilities: 45.1 (14.2%) Utility SystemsUtility Systems: 25.2 (7.9%): 25.2 (7.9%)Utility Systems: 25.2 (7.9%) Collection FacilitiesCollection Facilities: 96.4 (30.4%): 96.4 (30.4%)Collection Facilities: 96.4 (30.4%) Liquid TreatmentLiquid Treatment: 94.0 (29.6%): 94.0 (29.6%)Liquid Treatment: 94.0 (29.6%) OtherOther: 28.7 (9.0%): 28.7 (9.0%)Other: 28.7 (9.0%) Rehab and ReplaceRehab and Replace: 254.4 (80.2%): 254.4 (80.2%)Rehab and Replace: 254.4 (80.2%) RegulatoryRegulatory: 7.1 (2.2%): 7.1 (2.2%)Regulatory: 7.1 (2.2%) Additional CapacityAdditional Capacity: 26.7 (8.4%): 26.7 (8.4%)Additional Capacity: 26.7 (8.4%) Strategic InitiativesStrategic Initiatives: 29.1 (9.2%): 29.1 (9.2%)Strategic Initiatives: 29.1 (9.2%) DR A F T Edinger Pump Station Repl.-Design ,,,,,,,,,, Slater Pump Station Rehab.-Planning ,,---,, North Huntington Beach Sewer Rehab.-Planning ,,---,, Santa Ana Trunk Sewer Rehab.-Design ,,,,,,,,,, Greenville Trunk Impr.-Design ,,,,,,,, Taft Branch Impr.-Construction ,,,,,,,,,, Fullerton - Placentia Sewer Facilities Demo. & …-Planning ,,-,,,, Atwood - Santa Ana Canyon Sewer Rehab.-Planning ,,---,, Knott - Miller Holder Artesia Branch Rehab.-Design ,,,,,,, Westminster Blvd Force Main Repl.-Construction ,,,,,,- Rehab. of Western Regional Sewers -Construction ,,,,,,,,,, I- Widening Project Impacts on OCSD Sewers -Construction ,,,,- Seal Beach Pump Station Repl.-Construction ,,,,,,,,,, Los Al. Sub-Trunk Ext. & Westside Pump Station …-Planning ,,--,,, Crystal Cove Pump Station Rehab.-Planning ,,---,, Bay Bridge Pump Station Repl.-Design ,,,,,,,,,, Newport Beach Pump Station Pressurization Impr.-Construction ,,,,,,- East Coast Highway Sewer Rehab.-Planning ,,--,,, Fairview Sewer Rehab.-Design ,,,,,,,, MacArthur Pump Station Rehab.-Planning ,,-,,,, Main Street Pump Station Rehab.-Planning ,,---,, Gisler-Red Hill Interceptor & Baker Force Main …-Construction ,,,,,,,,, Sunower & Red Hill Interceptor Repairs -Construction ,,,,,-- MacArthur Force Main Impr.-Construction ,,,,,,,,- North Tustin-Orange Sewer Impr.-Planning ,,,,,,,, Collections Facilities Total $ ,,,$ ,,$ ,,$ ,,$ ,, Section 8 - Page 8 Summary of Capital Requirement - Collection System Improvement Projects Collections Facilities Future Outlay Est. Cost To Date 6/30/24 Total Project Budget Project Phase 7/1/24 Project Number Proposed 2024-25 Outlay Proposed 2025-26 Outlay Summary of Capital Requirements DR A F T Headworks Rehab. at PP-Construction ,,,,,,,,,, Headworks Mod. at P for GWRS Final Expansion P-Construction ,,,,,-- Headworks Total ,,,,,,,,,, Ocean Outfall System Rehab.J-Construction ,,,,,,,,,, Ocean Outfalls Rehab.J-Planning ,,,,,,, Chemical Systems Rehab. at PP-Design ,,,,,,,,, Emergency Overow Wingwalls Rehab. at PP-Planning ,,,,,,, Ocean Outfall Systems Total ,,,,,,,,,, Interim Food Waste Receiving Facility P-Design ,,,,,,,, Digester Repl. at PP-Design ,,,,,,,,,, Digesters Rehab. at PP-Design ,,,,,,,,,, Truck Loading Bay Odor Control Impr. at PP-Planning ,,,,,,, Solids Handling & Digestion Total ,,,,,,,,,, Activated Sludge- Rehab. at PP-Design ,,,,,,,,,, Trickling Filter Media Repl. at PP-Planning ,,,,,,,, Return Activated Sludge Piping Repl. at PP-Construction ,,,,--- Activated Sludge Aeration Basin Rehab. at PP-Design ,,,,,,,,,, Secondary Treatment Total ,,,,,,,,,, Primary Sed. Basins No. - Repl. at PP-Design ,,,,,,,,,, Primary Sed. Basins No. - Reliability Impr. at PP-Construction ,,,,,,,- B/C-Side Primary Sed. Basins Rehab. at PP-Planning ,,---,, Primary Treatment Rehab. at PP-Construction ,,,,,,,,,, Primary Treatment Total ,,,,,,,,,, Equipment Purchases Equipment Construction ,,,,,,,,- Equipment Total ,,,,,,,,- Section 8 - Page 9 Summary of Capital Requirement - Treatment System Improvement Projects Equipment Headworks Primary Treatment Secondary Treatment Solids Handling & Digestion Ocean Outfall System Summary of Capital Requirements Future Outlay Est. Cost To Date 6/30/24 Total Project Budget Project Phase 7/1/24 Project Number Proposed 2024-25 Outlay Proposed 2025-26 Outlay DR A F T Research Program M-RESEARCH Planning ,,,,,,,,, Research Total ,,,,,,,,, GWRS Final Expansion Coordination J--Construction ,,,,--- Water Management Projects Total ,,,,--- Planning Studies Program M-STUDIES Planning ,,,,,,,,,, Strategic & Master Planning Total ,,,,,,,,,, Process Control Systems Upgrades J-Construction ,,,,,,,,,, Project Mgmt. Information System J-Construction ,,,,,,, Process Control System Alarm Optimization J-Planning ,,-,,,, Information Technology Capital Program M-MC-IT Construction ,,,,,,,,, EAM Software & Process Implementation SP-Construction ,,,,,,,, Information Management Systems Total ,,,,,,,,,, Digester Gas Facilities Rehab.J-Design ,,,,,,,,,, Natural Gas Pipelines Repl. at P & PJ-Construction ,,,,--- Cen Gen Engine Overhauls at P & PJ-Design ,,,,,,,,,, Cen Gen Facilities & OOBS Seismic Upgrades J-Planning ,,-,,,, Electrical Power Distribution System Impr.J-Design ,,,,,,,,,, Uninterruptible Power Supply Impr. at PP-Construction ,,,,,,,,, . kV Switchgear Repl. at Cen Gen at PP-Planning ,,-,,,, Industrial Control System & IT Data Center …P-Planning ,,,,,,, Headworks Electrical Distribution Impr. at PP-Planning ,,-,,,,, Utility Systems Total ,,,,,,,,,, Section 8 - Page 10 Summary of Capital Requirement - Treatment System Improvement Projects Utility Systems Information Management Systems Strategic & Master Planning Water Management Projects Research Future Outlay Est. Cost To Date 6/30/24 Total Project Budget Project Phase 7/1/24 Project Number Proposed 2024-25 Outlay Proposed 2025-26 Outlay Summary of Capital Requirements DR A F T Laboratory Repl. at PJ-Planning ,,--,,,, Small Construction Projects Program M-FE Construction ,,,,,,,,,, Operations & Maintenance Capital Program M-SM-CAP Construction ,,,,,,,,,, Headquarters Complex P-Construction ,,,,,,,- South Perimeter Security & Utility Impr. at PP-Construction ,,,,,-- Support Buildings Seismic Impr. at PP-Design ,,,,,,,,,, Administrative Facilities Demo.P-Planning ,,,,,,, Collections Yard Relocation & Warehouse Demo.…P-Construction ,,,,,,,- Operations & Maintenance Complex at PP-Design ,,,,,,,,,, Support Facilities Total ,,,,,,,,,, Capital Improvement Program Mgmt. Services SP-Planning ,,,,-- Others Total ,,,,-- Section 8 - Page 11 Summary of Capital Requirement - Treatment System Improvement Projects Future Outlay Est. Cost To Date 6/30/24 Total Project Budget Project Phase 7/1/24 Project Number Proposed 2024-25 Outlay Proposed 2025-26 Outlay Support Facilities Summary of Capital Requirements Others Total Treatment and Disposal Projects ,,,,,,,,,,,, Total Collections Facilities ,,,,,,,,,,, Capital Equipment Purchases ,,,,,,,,- Total Capital Improvement Program Budget $ ,,,$ ,,$ ,,$ ,,$ ,,, Less: CIP Savings & Deferrals --(,,)(,,)- Allocation for Future Rehab.----- Proposed Net CIP Outlay --$ ,,$ ,,- DR A F T Description This project will replace the existing Edinger Pump Station to meet current building, electrical, and safety codes and to provide safer access to the pump station. The new pump station will be located at a new location near the existing pump station. The existing pump station will be demolished when the new one is complete. Project Category Edinger Pump Station Repl. - 11-33 Collections Facilities Revised Justication Edinger Pump Station was originally constructed in 1968. Although the pumps have recently been replaced, the control systems are rapidly becoming obsolete, and the electrical system does not comply with current codes. In addition, the existing pump station is located below grade, and to access the pump station for maintenance requires blocking o a pedestrian walkway, a bike lane, and a trac lane. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,-----,, Design ,,,,,---,, Construction ,,,,,,,,,-,, Commissioning ----,,,, Close-out -----,,, Contingency ---,-,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 12 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the existing Slater Avenue Pump Station to meet current building, electrical and safety standards. The mechanical piping and pumps will be replaced and the sewage wetwell will be prepared in order to extend the useful life of the pump station. In addition to the improvements to the pump station, both sewer force mains currently serving this pump station will be rehabilitated. Project Category Slater Pump Station Rehab. - 11-34 Collections Facilities Future Justication Slater Avenue Pump Station was constructed in the late 1990s and needs rehabilitation to maintain the pump station’s reliability in the coming decades. The electrical system does not meet current building code requirements. The ductile iron force mains, one of which was constructed with the original Slater Avenue Pump Station, are aging and need to be rehabilitated. Budget Projections Proj Dev -------- Prelim Design -------- Design ------,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total ------$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The increased budget is a result of changes in the project elements and an updated estimate to complete the work. Financial Consideration Section 8 - Page 13 CIP Project Detail Sheets DR A F T Description This project will rehabilitate portions of the Edinger - Bolsa Chica, Slater-Springdale, Goldenwest, and Warner Ave Trunks in the City of Huntington Beach. The project includes replacement of 1,082 feet of 24-inch to 27-inch sewer and 18 manholes with 60-inch to 72-inch manholes, the rehabilitation of 4,918 feet of 12-inch to 27-inch sewer and 34 manholes 48-inch to 72-inch in diameter, the installation of 4 new manholes, and 6 spot repairs. Project Category North Huntington Beach Sewer Rehab. - 11-35 Collections Facilities Future Justication Rehabilitation of the existing sewer and manholes is necessary to address identied structural decenices. Budget Projections Proj Dev -------- Prelim Design -------- Design ---,,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total ---$ ,$ ,$ ,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been decreased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The decreased budget is a result of changes in the project elements identied from recent engineering eorts. Financial Consideration Section 8 - Page 14 CIP Project Detail Sheets DR A F T Description This project will rehabilitate a portion of the Santa Ana Trunk sewer north of Interstate 405. This will include rehabilitation of approximately 15,000 feet of large diameter sewers along Alton Avenue and easements crossing MacArthur Boulevard, Harbor Boulevard, Scenic Avenue, Hyland Avenue, Sunower Avenue in the Cities of Santa Ana and Costa Mesa. Project Category Santa Ana Trunk Sewer Rehab. - 1-23 Collections Facilities Continuing Justication This trunk line is unlined reinforced concrete piping. Physical and video assessments of this sewer indicate there is corrosion in the concrete and rehabilitation must be performed to prevent potential structural failure. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,,----,, Construction ,-,,,,,,--,, Commissioning ,------, Close-out ----,-, Contingency --,-,,,,-,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 15 CIP Project Detail Sheets DR A F T Description This project will upsize the Greenville Trunk sewer to increase capacity. This will include installation of pipelines, replacement of manholes and rehabilitation of manholes. The project includes improvements of up to 16,000 feet of sewer along Sullivan Street, Edinger Ave, and Greenville Street in the City of Santa Ana. Project Category Greenville Trunk Impr. - 1-24 Collections Facilities Continuing Justication The need for this project was identied in the Collections Capacity Evaluation Study, Project No. PS15-06. These improvements will accommodate changing ow patterns and potential wet weather surcharges. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,,,,---,, Design ,--,,,,-,, Construction -----,,,,, Commissioning -------- Close-out ,-----,, Contingency -----,,,,, Total $ ,,$ ,$ ,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 16 CIP Project Detail Sheets DR A F T Description This project will upsize the upper reach of the Taft Branch sewer in the City of Orange. This will include replacement of nearly 7,000 feet of pipe and associated manholes along Meats Ave and Taft Avenue. It includes a new alignment of 3,400 feet on Sacrament St. and Taft Ave to alleviate existing manhole access issues. The project will also include a swap of regional and local sewers. 2,700 feet of existing OC San facilities on Tustin Ave will be transferred to the City of Orange and 2,600 feet of regional piping owned by City of Orange will be transferred to OC San. Project Category Taft Branch Impr. - 2-49 Collections Facilities Continuing Justication The need for this project was identied in the Collections Capacity Evaluation Study, Project No. PS15-08. These improvements will accommodate changing ow patterns and potential wet weather surcharges. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,-----,, Construction ,,,,,,,---,, Commissioning -------- Close-out ---,---, Contingency ,,-,,,,--,, Total $ ,,$ ,,$ ,,$ ,,$ ,,--$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 17 CIP Project Detail Sheets DR A F T Description This project will demolish the Yorba Linda Pump Station in the City of Fullerton and its downstream force main, the Yorba Linda Spur Odor Station in the City of Yorba Linda, and abandon an additional 6300 feet of 12-inch VCP and manholes in Craig Regional Park and Associated Road. Flows which are currently being pumped by the Yorba Linda Pump Station east will be conveyed by gravity through the newly upsized Newhope-Placentia Trunk located in State College Boulevard to the west. Gravity sewers located in Yorba Linda Boulevard will be recongured to permanently divert ow away from the pump station. This project will also rehabilitate the Pioneer Branch, Kraemer Boulevard Interceptor, portions of the Rolling Hills Sub-Trunk and Carbon Canyon Dam Interceptor in the cities of Brea, Fullerton, and Placentia. This portion of the work includes construction of 30 feet of new 24-inch VCP sewer and a new 84-inch manhole, the rehabilitation of 975 feet of 15-inch VCP sewer and 48 manholes 48-inch to 84- inch manhole in diameter, and construction of various spot repairs. Project Category Fullerton - Placentia Sewer Facilities Demo. & Rehab. - 2-73 Collections Facilities Future Justication The Yorba Linda Pump Station was built, in part, to convey ow away from undersized gravity sewers located in State College Boulevard. Land development in the vicinity necessitates the upsizing of the same gravity sewers and the project (2-72) to do so has been completed, which renders the Yorba Linda Pump Station unnecessary. The pump station currently resides on the California State University Fullerton's property. The university anticipates future rennovation to include this area in the master plan design and may move forward once the pump station is no longer in use. Additionally, rehabilitation of existing trunk sewer main and manholes in the vicinity of the pump station is necessary to address identied structural decenices. Lastly, a proposed new sewer and diversion will enable more ow from the SARI trunk system to get into the Newhope trunk system and increase reclaimable dry weather ows at P1. Budget Projections Proj Dev -------- Prelim Design -------- Design -,,,,,-,, Construction ----,,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total -$ ,$ ,$ ,$ ,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The increased budget is a result of changes in the project elements identied from recent engineering eorts. Financial Consideration Section 8 - Page 18 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the Atwood Sub-Trunk and Santa Ana Canyon South River Trunk within the cities of Anaheim and Placentia. The project includes the construction of 200 LF of new air jumper pipe and 4 manholes 60- inch in diamater, rehabilitation of 2,376 feet of 18-inch to 33-inch sewer and 81 manholes 48-inch to 72-inch in diameter, and several spot repairs. The project also includes the construction of 700 feet of new access road and modications to an existing manhole structure to improve maintenance accessibility in easement areas. Project Category Atwood - Santa Ana Canyon Sewer Rehab. - 2-78 Collections Facilities Future Justication Rehabilitation and replacement of existing trunk sewer main and manholes is necessary to address identied structural decenices. Also, lack of an air jumper at inverted siphons can accelerate sewer main and manhole degradation and lead to fugitive odors. Budget Projections Proj Dev -------- Prelim Design -------- Design ---,,,,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total ---$ ,$ ,$ ,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The increased budget is a result of changes in the project elements and an updated estimate to complete the work. Financial Consideration Section 8 - Page 19 CIP Project Detail Sheets DR A F T Description This project will rehabilitate a portion of the Knott Interceptor, Miller Holder Trunk and Artesia Branch sewers in the City of Buena Park. The project includes the rehabilitation of 3,900 feet of 18-inch to 45-inch sewer, rehabilitation of 43 manholes, and installation of two new 84-inch manholes. One new air jumper will also be installed in the City of La Palma. Project Category Knott - Miller Holder Artesia Branch Rehab. - 3-60 Collections Facilities Continuing Justication Rehabilitation of existing trunk sewer mains and manholes are required to address identied structural deciencies. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,-----, Design -,,,---, Construction ---,,,,,,-,, Commissioning -------- Close-out -----,-, Contingency ---,-,,,,,, Total $ ,$ ,$ ,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 20 CIP Project Detail Sheets DR A F T Description This project will replace the two existing Westminster Blvd force mains that extend along Westminster Blvd for almost 3 miles from Seal Beach Blvd in the City of Seal Beach to Rancho Rd in the City of Westminster. The existing siphons near Rancho Rd will be slip lined to extend the force main to terminate at an existing discharge structure. Project Category Westminster Blvd Force Main Repl. - 3-62 Collections Facilities Continuing Justication The pump station currently operates with just one of two force mains, a 42-inch ductile iron pipe that has no corrosion protection system. The other force main is reinforced plastic mortar pipe in danger of failing and cannot be placed back into operation, thus eliminating operational redundancy. This project will replace the existing Westminster Blvd force mains to provide adequate redundancy and increase capacity to handle the new predicted peak wet weather ow of 34 mgd. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,------,, Commissioning ,------, Close-out ,,-----, Contingency ,,,----, Total $ ,,$ ,$ ,----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 21 CIP Project Detail Sheets DR A F T Description This project will replace or rehabilitate a portion of the sewers and manholes located in OC San's northwestern service area. The work will be completed under two construction contracts. The Orange Western Sub-Trunk and Los Alamitos Trunk Sewer Rehabilitation covers approximately 46,000 feet of pipe and the Los Alamitos Sub-Trunk Sewer and Westside Relief Interceptor Rehabilitation covers approximately 35,000 feet of pipe. These sewers are located primarily within public rights of way in the Cities of Seal Beach, Los Alamitos, Cypress, Anaheim, Buena Park, and La Palma. Project Category Rehab. of Western Regional Sewers - 3-64 Collections Facilities Continuing Justication Most of the sewers were constructed in late 1950's and early 1960's for an estimated life of 40 to 50 years. Inspections have identied signicant defects and the joints that allow signicant inltration of groundwater into the sewers. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,-----,, Construction ,,,,,,,,,,--,, Commissioning ,------, Close-out ,,--,--, Contingency ,,,,-,,--,, Total $ ,,$ ,,$ ,,$ ,,$ ,,--$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 22 CIP Project Detail Sheets DR A F T Description This project tracks sta support costs to review, monitor, and inspect impacts on OC San’s facilities related to the Orange County Transportation Authority's widening of the I-405 Freeway between State Route 73 and the I-605 Freeway. Project Category I-405 Widening Project Impacts on OCSD Sewers - 3-66 Collections Facilities Continuing Justication Widening of the I-405 Freeway requires protection or relocation of OC San facilities. Agreements between OC San and the Orange County Transportation Authority provide for reimbursements of these expenses. Budget Projections Proj Dev -------- Prelim Design -------- Design ,------, Construction ,------, Commissioning -------- Close-out -,-----, Contingency -,,----, Total $ ,$ ,$ ,----$ , Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 23 CIP Project Detail Sheets DR A F T Description This project will replace the existing Seal Beach Pump Station on the existing site and demolish the old pump station when the new one is complete. The new pump station will have a deeper wet well to allow gravity ow from the future extension of the Los Alamitos Sub-Trunk from the West Side Pump Station to the Seal Beach Pump Station, thus allowing the West Side Pump Station to be abandoned. Extension of the Los Alamitos Sub-Trunk and abandonment of the West Side Pump Station is budgeted under Los Alamitos Sub-Trunk Extension, Project No. 3- 68. The project will also include odor control improvements of vapor-phase and liquid-phase treatment at the pump station to minimize both upstream and downstream odors and corrosion. Project Category Seal Beach Pump Station Repl. - 3-67 Collections Facilities Revised Justication The existing Seal Beach Pump Station is in need of extensive rehabilitation due to age and condition. A life-cycle cost evaluation determined that the most cost-eective alternative is to replace the existing pump station on site to allow extension of the Los Alamitos Sub-Trunk by gravity and abandonment of the West Side Pump Station. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,,,,,,,,,--,, Commissioning ---,,--,, Close-out ----,,-, Contingency ,---,,,,-,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will increase operational budgets by $, annually. These costs will be oset once Westside Pump station is abandoned under future Project No. -. Financial Consideration Section 8 - Page 24 CIP Project Detail Sheets DR A F T Description This project will extend the Los Alamitos Sub-Trunk between the Westside Pump Station and the Seal Beach Pump Station and demolish the Westside Pump Station. This project includes installing approximately 5,760 feet of 48- inch to 54-inch gravity sewer via micro tunneling with 96-inch polymer concrete manholes, abandoning 150 LF of 24-inch sewer force main, and extending the 18-inch VCP gravity sewer from Rossmoor to the new gravity sewer along Gate Road, Seal Beach Boulevard and easements crossing the 405 / 22 freeway in the City of Seal Beach and unincorporated Orange County. Project Category Los Al. Sub-Trunk Ext. & Westside Pump Station Abnd. - 3-68 Collections Facilities Future Justication The new sewer will connect to the soon to be replaced Seal Beach Pump Station (Project No. 3-67), thus allowing the Westside Pump Station to be abandoned. Westside Pump Station is expected to need major rehabilitation work in approximately 10 years. Budget Projections Proj Dev -------- Prelim Design -------- Design --,,,,,,,,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total --$ ,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 25 CIP Project Detail Sheets DR A F T Description This project would rehabilitate the existing Crystal Cove Pump Station, located along Pacic Coast Highway in southern Newport Beach, to maintain compliance with electrical and safety codes, and to restore the condition of the aging facility. The project also include rehabilitation the two 8-inch ductile iron force mains and construction of access manholes within the force mains to facilitate future condition assessments. The existing gravity system in the vicinity of the pump station would also be assessed and rehabilitated as needed. Project Category Crystal Cove Pump Station Rehab. - 5-66 Collections Facilities Future Justication The Crystal Cove Pump Station was constructed in 1995. There is a strong H2S odor observed in and around the pump station. The existing force mains, which are just over half a mile in length, are dicult to maintain and service. The electrical equipment will be reaching the end of its useful life. Signs of site settlement was observed. Budget Projections Proj Dev -------- Prelim Design -------- Design ---,,,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total ---$ ,$ ,$ ,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 26 CIP Project Detail Sheets DR A F T Description This project will replace the existing Bay Bridge Pump Station to meet current building, electrical, and safety codes and OC San's design standards. The associated force mains will also be replaced. Project Category Bay Bridge Pump Station Repl. - 5-67 Collections Facilities Revised Justication The Bay Bridge Pump Station was originally constructed in 1966. The pumping systems are aging and have control systems that are rapidly becoming obsolete. In addition, the existing pumping station does not comply with the current electrical and safety codes. The force mains have reached the end of their expected life and are at risk of failure if not addressed. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,,-----,, Construction ,,,,,,,,,,,,,,, Commissioning --,,,,,, Close-out ------,, Contingency -,----,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will increase operational budgets by $, annually. The new pump station will have a vapor phase odor treatment system which will require the replacement of carbon media. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 27 CIP Project Detail Sheets DR A F T Description This project will address pressurization of the air in wet wells of the Bitter Point, Crystal Cove, A Street, 15th Street, Lido, and Rocky Point Pump Stations by adding passive ventilation. It will also add facilities to accommodate chemical addition at the 15th Street Pump Station to reduce generation of hydrogen sulde in downstream forcemains. Project Category Newport Beach Pump Station Pressurization Impr. - 5-68 Collections Facilities Continuing Justication The existing wet wells are not vented to prevent the pressurization of the air space when wet well levels rise. The resulting pressure can release foul air from upstream manholes and can blow out water seals in p-traps draining to the wet well. The loss of the water seal can result in hazardous gasses accumulating in the pump station building. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,------, Construction ,,,-----,, Commissioning -------- Close-out -,-----, Contingency -,,----, Total $ ,,$ ,$ ,----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will increase operational budgets by $, annually. Costs will include additional labor and materials for the scrubber media replacement annually. Financial Consideration Section 8 - Page 28 CIP Project Detail Sheets DR A F T Description This project will rehabilitate portions of the East Coast Highway and Bayside Drive Trunks in the City of Newport Beach. The project includes the replacement of 255 feet of 8-inch VCP sewer and 9 manholes with 60-inch and 84- inch manholes, construction of 550 feet of new air jumper and two new 60-inch manholes, and the rehabilitation of 900 feet of 10-inch to 12-inch VCP sewer and 18 manholes 48-inch to 72-inch in diameter. Project Category East Coast Highway Sewer Rehab. - 5-69 Collections Facilities New Justication Rehabilitation and replacement of existing trunk sewer main and manholes is necessary to address identied structural decenices. Also, lack of an air jumper at inverted siphons can accelerate sewer main and manhole degradation and lead to fugitive odors. Budget Projections Proj Dev -------- Prelim Design -------- Design --,,,--,, Construction ----,,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total --$ ,$ ,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 29 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the Fairview Trunk and relief sewer facilities, located along Fairview Road in the City of Costa Mesa. The project consists of rehabilitating approximately 7,500 feet of 18-inch to 27-inch sewer pipe and associated manholes. The project will also abandon approximately 4,500 feet of trunk sewer and associated manholes. Project Category Fairview Sewer Rehab. - 6-20 Collections Facilities Revised Justication Rehabilitation of the existing trunk and relief sewer mains are necessary to address identied structural deciencies. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,-----,, Design ,,,----, Construction ,,,,,,,,,-,, Commissioning -------- Close-out ,----,,, Contingency --,--,,,,,, Total $ ,,$ ,$ ,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The project will not have an impact on operational budgets The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 30 CIP Project Detail Sheets DR A F T Description The MacArthur Pump Station is located west of MacArthur Boulevard and north of Jamboree Road in the City of Newport Beach. This project includes rehabilitation of the existing civil structures, such as the wet well and underground electrical room and pump room. Replacement of mechanical equipment (e.g., pumps, valves, piping) and electrical and instrumentation equipment would also be included under this project. Project Category MacArthur Pump Station Rehab. - 7-63 Collections Facilities Future Justication The pump station was built in 1960 and the internal equipment and supporting components were replaced in 1989. The wet well is an original structure and is not coated or lined to prevent corrosion of the concrete from the hazardous sewer gases. Corrosion is also present on the existing mechanical equipment. The electrical equipment is outdated and obtaining replacement electrical parts is becoming increasingly dicult. At the completion of this project the pump station will follow the latest applicable electrical and safety codes. Budget Projections Proj Dev -------- Prelim Design -------- Design -,,,,,-,, Construction -----,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total -$ ,$ ,$ ,$ ,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The increased budget is a result of changes in the project elements and an updated estimate to complete the work. Financial Consideration Section 8 - Page 31 CIP Project Detail Sheets DR A F T Description The Main Street Pump Station is located on Main Street north of the John Wayne Airport, in the City of Irvine. This project includes the rehabilitation of the existing civil structures such as the ow diversion box, east and west wet well and the above ground electrical room and below grade pump room. Replacement of the mechanical equipment (pumps, valves, piping, etc.) and electrical and instrumentation equipment is also included. Project Category Main Street Pump Station Rehab. - 7-64 Collections Facilities Future Justication The original pump station (west side) was constructed in 1985 and the east side of the pump station was added in 2001. Although the pump station is performing well, the piping throughout and the pumps on the west side are nearing the end of their useful life. The supporting on-site civil structures such as the ow diversion structure is suering from corrosion due to high levels of corrosive gases. Corrosion also persists in the wet wells. The pump station structure needs seismic retrotting to remain reliable. Budget Projections Proj Dev -------- Prelim Design -------- Design ---,,,,,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total ---$ ,$ ,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 32 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the Gisler Redhill Interceptor from a manhole near the Main Street Pump Station to the College Avenue Pump Station and the two 42-inch Baker forcemains from the Main Street Pump Station. The project is expected to line and/or repair 30 manholes, approximately 15,000 feet of gravity sewer, and approximately 6,000 feet of forcemain along with replacing supporting valving and piping adjacent and inside the Main Street Pump Station. Project Category Gisler-Red Hill Interceptor & Baker Force Main Rehab. - 7-65 Collections Facilities Continuing Justication Condition assessments completed in 2015 and in 2017 on the Gisler Redhill Interceptor indicate corrosion in most of the manholes from the cover to the base as well as multiple cracks in the VCP piping. The Baker forcemains have corrosion and liner failures due to the corrosive gas migration from the wet wells. There is also valve vault settlement on the forcemains. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,,------,, Construction ,,,,,,----,, Commissioning ,,,----, Close-out --,,---, Contingency --,,,---,, Total $ ,,$ ,,$ ,,$ ,---$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 33 CIP Project Detail Sheets DR A F T Description The project will repair PVC liner failures within a 6,000-foot section of the Sunower and Red Hill Interceptors. This will require live entry, temporary diversions, and bypass pumping. Also, hydraulic adjustments will be made to maintain the liquid level to keep the low ows above the exposed concrete at the lower section of the pipe. Project Category Sunower & Red Hill Interceptor Repairs - 7-66 Collections Facilities Continuing Justication An assessment of the plastic lining was performed on the upper reaches of the Sunower and Red Hill Interceptors. The liner has failed in many locations allowing corrosion of the concrete substrate which could lead to structural failure. There is also additional concrete corrosion below the 270-degree plastic lining due to the ow depth being lower than the liner. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,------, Construction ,,------,, Commissioning -------- Close-out ,------, Contingency -,-----, Total $ ,,$ ,-----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 34 CIP Project Detail Sheets DR A F T Description The MacArthur Pump Station is located west of MacArthur Boulevard and north of Jamboree Road in the City of Newport Beach. This project includes construction of approximately 2,100 feet of dual force mains within the MacArthur Boulevard right of way. Project Category MacArthur Force Main Impr. - 7-68 Collections Facilities Continuing Justication The existing forcemain was constructed in 1960 and is nearing the end of its useful life. The pump station is served by a single forcemain which makes condition assessment and maintenance dicult. The construction of new dual forcemains will increase reliability and lessen the impact of the surrounding community during routine maintenance and assessment eorts. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,------, Construction ,,,,-----,, Commissioning ,------, Close-out -,----, Contingency -,,,----,, Total $ ,,$ ,,$ ,,----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 35 CIP Project Detail Sheets DR A F T Description This project will upsize a portion of the North Trunk sewer system to increase hydraulic capacity and replace and rehabilitation portions of the North Trunk, Tustin-Orange Trunk, Yorba Street Sub-Trunk, Panorama Heights Sub- Trunk, Hewes Avenue Sub-Trunk, and Chapman Avenue Sewer within the City of Tustin, Orange, and Unincorporated Orange County. The project includes improvements to install 6,351 feet of 18-inch sewer with 60- inch manholes, replace 840 feet of 8-inch to 12-inch sewer, rehabilitate 4,544 feet of 8-inch to 27-inch sewer, construct 5 spot repairs, rehabilitate 127 manholes 48-inch to 72-inch in diameter, and abandon 146 feet of 12-inch sewer and a 48-inch manhole. In addition, the project includes constructing up to 1,000 LF of 20 foot wide access roads within OC San easement areas. Project Category North Tustin-Orange Sewer Impr. - 7-69 Collections Facilities Future Justication Pipeline capacity issues have been identied through the use of a hydraulic model. This project is necessary to ensure sanitary sewer ows are conveyed to treatment plants without spilling and causing threats to waterways and public health. Sanitary sewer spills also trigger violations with the Southern California Regional Water Quality Control Board. Additionally, the rehabilitation of existing trunk sewer pipelines and manholes is necessary to address identied structural deciencies. Budget Projections Proj Dev -------- Prelim Design -------- Design ,,,,,,,--,, Construction ----,,,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total $ ,$ ,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The increased budget is a result of changes in the project elements and an updated estimate to complete the work. Financial Consideration Section 8 - Page 36 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the Ocean Outfall Booster Station at Plant No. 2, construct a new Low Flow Pump Station and a Plant Water Pump Station, and replace existing electrical switchgear at CenGen. The Low Flow Pump Station will consist of four 40-mgd pumps and deliver non-reclaimable dry weather ows to the euent outfall. The Plant Water Pump Station will replace the existing plant water pump station. The project completed rehabilitation of the 84-inch and 120-inch interplant euent lines between Plant No. 1 and Plant No. 2 in 2018. Project Category Ocean Outfall System Rehab. - J-117 Ocean Outfall Systems Revised Justication The existing Ocean Outfall Booster Station facility is over 20 years old and requires extensive rehabilitation. The two interplant euent lines have been found to need repairs and lining, which was completed in 2018. Diversions of some Plant No. 2 euent to the Orange County Water District’s Groundwater Replenishment System (GWRS) will result in outfall ow rates dropping below the minimum ow rates of the existing Ocean Outfall Booster pumps. The Plant Water Pump Station must be relocated because the existing pump station in its current location would transfer non-reclaimable euent to GWRS. Replacement of the CenGen switchgear will replace electrical equipment that is nearing obsolescence and does not provide sucient redundancy. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,,,,,----,, Commissioning ,,,-----,, Close-out ,,,,,---,, Contingency ,-,,,,---,, Total $ ,,$ ,,$ ,,$ ,,---$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The Increased budget is a result of an updated estimate to complet the work. Financial Consideration Section 8 - Page 37 CIP Project Detail Sheets DR A F T Description This project will upgrade the existing Supervisory Control and Data Acquisition (SCADA) Systems for the treatment plants and pump stations based on the vendor system selected as part of the Process Control Systems Upgrades Study, Project No. SP-196. This project will replace existing obsolete human-machine-interface systems, databases and software programs including trending, diagnostic data, monitoring, control, alarming and reporting. This project will also develop programming standards, templates, methodologies, tools, and databases and will develop standards for networking and control panels. Project Category Process Control Systems Upgrades - J-120 Information Management Systems Continuing Justication The existing human-machine-interface system and associated SCADA subsystems are obsolete. The existing software has a limited customer-installed base and technical expertise for support and source code modications has become scarce. The reliability and maintainability of the systems are critical to maintaining regulatory compliance for both the collections system and the treatment plants. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,,-----, Construction ,,,,,,,,---,, Commissioning -------- Close-out ,,,,,,,,,--,, Contingency --,,,,,--,, Total $ ,,$ ,,$ ,,$ ,,$ ,,--$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 38 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the existing gas compressor facilities at both plants. This includes seismic upgrades to the gas compressor buildings, rehabilitation of electrical and I&C systems, and rehabilitation of other necessary auxiliary equipment. It will also replace the existing ares with low pressure ultra-low emission ares. Project Category Digester Gas Facilities Rehab. - J-124 Utility Systems Continuing Justication The digester gas systems need to be rehabilitated for reliability purposes. Replacing the existing high pressure ares with low pressure ares allows greater exibility for future compressor maintenance and reliability during a power outage. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,,,---,, Design ,,,,,,,,--,, Construction ----,,,,,,,, Commissioning -----,,,,, Close-out ,,,,,,,, Contingency ---,,-,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 39 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the natural gas pipelines at Plants Nos. 1 and 2. This includes the replacement of aging metallic pipelines, risers and rehabilitation of valve vaults and piping penetrations. Project Category Natural Gas Pipelines Repl. at P1 & P2 - J-127 Utility Systems Continuing Justication Recent condition assessments of the natural gas piping have revealed that some of the metallic piping and risers have reached the end of their useful life and require replacement. The valve vaults having ooding concerns as well as corrosion issues. This project will ensure safe, reliable operation of the natural gas systems. Budget Projections Proj Dev $ ,------$ , Prelim Design -------- Design ,------, Construction ,,------,, Commissioning -------- Close-out -------- Contingency -------- Total $ ,,------$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 40 CIP Project Detail Sheets DR A F T Description This project is implementing a new Project Management Information System to replace obsolete software previously used to serve business processes related to management of the capital improvement program. Project Category Project Mgmt. Information System - J-128 Information Management Systems Continuing Justication The software application previously used to manage construction contracts is no longer functional. In addition, several of business processes involved in managing the capital improvement program could be more eciently and eectively performed using a modern commercially available software system. Budget Projections Proj Dev $ ,------$ , Prelim Design ------ Design ,,,,,,--,, Construction ------ Commissioning -------- Close-out -------- Contingency ----,--, Total $ ,,$ ,$ ,$ ,$ ,--$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 41 CIP Project Detail Sheets DR A F T Description This project will replace the Central Laboratory building at Plant No. 1. The new building will be located at an osite property that is adjacent to the new headquarters complex. This existing property contains a commercial-oce building and is owned by OC San, at 18350 Mt. Langley St in Fountain Valley. Project Category Laboratory Repl. at P1 - J-133 Support Facilities Future Justication The Laboratory was built in 1989. The building does not meet various codes that include seismic deciencies. The existing utilities, equipment and amenities are at the end of their useful lives and are in need of frequent replacements or temporary xes. Testing needs for various permit compliance items have increased since 1989 and the laboratory is in need of replacement to eciently meet these requirements. Budget Projections Proj Dev -------- Prelim Design -------- Design --,,,,---,, Construction ---,,,,,,-,, Commissioning -------- Close-out -------- Contingency ------,,,, Total --$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. The increased budget is a result of changes in the project elements identied from recent engineering eorts. Financial Consideration Section 8 - Page 42 CIP Project Detail Sheets DR A F T Description This project will overhaul all eight generator sets including the engines and generators of the Central Generation Facilities at Plant No. 1 and 2. Overhaul of the rst engine at Plant No. 1 was completed in early 2022. The overhaul of four engines and ve generators is on-going. Project Category Cen Gen Engine Overhauls at P1 & P2 - J-135 Utility Systems Revised Justication The Central Generation Facilities (CENGEN) are the primary source of electricity and thermal energy for treatment Plant No. 1 and 2, while Southern California Edison provides the backup source. While separate standby power generation is available for critical plant loads, the reliable operation of the CENGEN facilities is the key to assuring continuous operation of the process plants and to the prevention of sewage spills. Complete overhauls of CENGEN gas engines are needed when they reach a run-time of 120,000 hours to ensure reliable operation. Budget Projections Proj Dev $ ,------$ , Prelim Design -------- Design ,,,----, Construction ,,,,,,,,,,,,-,, Commissioning -------- Close-out --,,-,-, Contingency --,,,-,,-,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 43 CIP Project Detail Sheets DR A F T Description This project will rehabilitate the 120-inch Ocean Outfall. It includes the removal of debris blocking diusers access ports, replacing all hardware that reinforces pipe joints, the addition of ballast rock in shallow sections, replacement of existing manhole covers, removal of internal outfall sediment deposits, and the replacement of the ap gates. Also, this project will perform a detailed inspection, condition assessment, and essential rehabilitation of the 78-inch Emergency Outfall. Project Category Ocean Outfalls Rehab. - J-137 Ocean Outfall Systems Continuing Justication The Ocean Outfalls are a critical part of OC San’s infrastructure and must continue to operate reliably as there are currently no plans for replacement. This Project is necessary so deciencies can be addressed, and both ocean outfalls can continue to provide reliable operations. This Project will also ensure that OC San is in compliance with various permit conditions that have been issued through the California Regional Water Quality Control Board. Budget Projections Proj Dev $ ,$ ,$ ,----$ , Prelim Design --,,---, Design ,--,,,,,-,, Construction ----,,,,,,, Commissioning -------- Close-out ------,, Contingency ----,,,,,, Total $ ,$ ,$ ,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 44 CIP Project Detail Sheets DR A F T Description Some process area buildings at Plant No. 1 and 2 need structural improvements to reduce the risk of failure during a signicant seismic event. The Plant No. 1 buildings include the Central Generation and Solids Storage Facilities. Plant No. 2 includes the Central Generation and the Ocean Outfall Booster Station. Project Category Cen Gen Facilities & OOBS Seismic Upgrades - J-138 Utility Systems Future Justication These older facilities do not meet current Building Codes for seismic stability. Planning Study PS15-06, Seismic Evaluations at Structures at Plant No. 1 and 2 identied Cen Gen and OOBS as having a high risk and consequence of failure during a signicant seismic event. Budget Projections Proj Dev -------- Prelim Design -------- Design -,,,,,-,, Construction ----,,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total -$ ,$ ,$ ,$ ,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 45 CIP Project Detail Sheets DR A F T Description This project will install a new master alarm database that will be integrated with the existing process control system, develop an alarm conguration philosophy, and recongure all existing alarms. This project will also create dashboards and KPI reports for ongoing analysis of the alarm system. Project Category Process Control System Alarm Optimization - J-139 Information Management Systems New Justication The existing process control systems have over 28,000 congured alarms and this number increases each year. On average, OC San operators respond to over 1,000 instances of an alarm per day. The alarm system is critical to the safe operation of our facilities and our ability to meet permit requirements. By developing a comprehensive alarm philosophy and following an alarm rationalization process, the alarm system can be brought up to date with the latest industry standards and best practices allowing operators to respond to alarms more eciently, enhancing safety, and maintaining permit compliance. Budget Projections Proj Dev -------- Prelim Design -------- Design -,,,---, Construction ---,,,,--,, Commissioning -------- Close-out -------- Contingency -----,-, Total -$ ,$ ,$ ,,$ ,,$ ,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 46 CIP Project Detail Sheets DR A F T Description This project is used to track costs, forecast resources, and coordinate OC San reviews related to the Orange County Water District's Groundwater Replenishment System Final Expansion project. This project does not address modication of OC San Facilities included in other projects such as the Headworks Modications at Plant No.2 for GWRS Final Expansion, Project No. P2-122, and the Ocean Outfall Rehabilitation Project No. J-117B. Project Category GWRS Final Expansion Coordination - J-36-2 Water Management Projects Continuing Justication The Orange County Water District's Groundwater Replenishment System Final Expansion will impact OC San Facilities at both plants and along the interplant euent pipelines. Budget Projections Proj Dev -------- Prelim Design ,------, Design ,------, Construction ,------, Commissioning ,------, Close-out ,------, Contingency -------- Total $ ,,------$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 47 CIP Project Detail Sheets DR A F T Description This project provides various electrical distribution system improvements at Plant Nos. 1 and 2 which are needed based on equipment condition and age, insucient equipment ratings, grounding safety, non-compliance with the National Electrical Code (NEC) requirements, and electrical conguration reliability. This includes replacing electrical equipment at the end of its useful life, modifying the electrical system congurations to improve reliability and support maintenance, replacing electrical cables and equipment that are not properly sized, and adding surge protection to protect equipment. This project will also implement a load shedding scheme at Plant No. 1 along with modications for arc ash mitigation. Project Category Electrical Power Distribution System Impr. - J-98 Utility Systems Revised Justication These improvements are required to improve electrical safety, reliability, protective device coordination, and for compliance with NEC requirements. As the electrical systems at Plant Nos. 1 and 2 have aged and reliability and safety philosophy has improved, the existing electrical systems require improvements to maintain electrical system reliability and improve safety. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,-----,, Design ,,,-----,, Construction ,,,,,,,,,,,-,, Commissioning --,,,,-, Close-out -----,-, Contingency -,---,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 48 CIP Project Detail Sheets DR A F T Description This budget provides funds for small construction projects. A construction project is dened as small when the professional engineering services for design and construction can be provided by a task order issued under a master professional design services agreement per Purchasing Ordinance No. OCSD-52, or by using OC San sta. This budget request is intended to cover active small construction projects and those that will be identied and created through Fiscal Year 2026/2027. These small projects are individually managed within the Small Construction Projects Program budget. Project Category Small Construction Projects Program - M-FE Support Facilities Revised Justication This fund allows OC San sta to complete small construction projects more quickly and cost eectively than larger projects that require specic Board authorization. Of the requested budget approximately, $32,600,000 is allocated for small construction projects active as of April 2020. The remainder is for not-yet-identied projects. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,-----, Design ,,,,----,, Construction ,,,,,,,,,--,, Commissioning -------- Close-out ,,,,---, Contingency ,,,,,,,,,,,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The increased budget is the result of incorporation of previously separate projects and anticipated future work. Financial Consideration Section 8 - Page 49 CIP Project Detail Sheets DR A F T Description This project will provide for the replacement, rehabilitation and/or upgrade of various Information technology assets that meet the criteria and justication for capital expenditure. Project Category Information Technology Capital Program - M-MC-IT Information Management Systems Continuing Justication These funds are needed in order to replace/rehabilitate/upgrade Information technology assets that are not included or identied in a capital improvement project. Budget Projections Proj Dev -------- Prelim Design ,------, Design ,,,----, Construction ,,-----,, Commissioning -------- Close-out -------- Contingency ,,,,,,,,,,,, Total $ ,,$ ,,$ ,$ ,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 50 CIP Project Detail Sheets DR A F T Description This budget provides funds for research projects. Specic projects will be identied and developed to be funded from this budget. This budget request is intended to cover currently active research projects and those that will be identied and created through the next scal year. Project Category Research Program - M-RESEARCH Research Continuing Justication Research projects are used to demonstrate technologies, equipment, congurations, and control strategies to improve operational eciency, reduce costs, improve safety, or ll important information gaps. The results will support operations and maintenance and provide information needed for future planning and design work. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,,-----,, Design ,,-----, Construction ,,,-----,, Commissioning -------- Close-out -,-----, Contingency ,,,,,,,,, Total $ ,,$ ,,$ ,$ ,$ ,$ ,$ ,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. Financial Consideration Section 8 - Page 51 CIP Project Detail Sheets DR A F T Description This project will provide for the replacement and rehabilitation of various plant processes and collection facilities as well as the replacement and or rehabilitation of facilities that meet the criteria for capital replacement. Project Category Operations & Maintenance Capital Program - M-SM-CAP Support Facilities Continuing Justication These funds are needed in order to replace/rehabilitate equipment that is beyond economical repair or is at the end of its useful life or repair of facilities that are not included in a capital improvement project. It is also used to replace equipment when parts or services are no longer economically feasible. Budget Projections Proj Dev $ ,------$ , Prelim Design ------ Design ,,,----, Construction ,,,,,,,,,-,, Commissioning -,,----, Close-out --,,---, Contingency ,,,,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,$ ,$ $ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 52 CIP Project Detail Sheets DR A F T Description This budget provides funds for planning studies. This budget request is intended to cover currently active planning studies and those that will be identied and created through the next scal year. Project Category Planning Studies Program - M-STUDIES Strategic & Master Planning Revised Justication Planning studies provide comprehensive capital program planning for OC San to meet anticipated capacity needs, manage risks associated with asset or system failure, take advantage of technology advancements, comply with regulatory changes, and meet strategic goals. Budget Projections Proj Dev $ ,$ ,$ ,----$ , Prelim Design ,,,,,,,---,, Design ------ Construction -------- Commissioning -------- Close-out ,,,,---, Contingency ,,,,,,,,,,,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been decreased from $,, to $,,. The decreased budget is the result of updated study forecasts. Financial Consideration Section 8 - Page 53 CIP Project Detail Sheets DR A F T Description This project will rehabilitate and upgrade Plant No. 1 Headworks. Major facilities to be rehabilitated include the Metering and Diversion Structure, the Bar Screen Building, the Bin Loading Building, the Main Sewage Pump Station, the Grit Basins, the Primary Inuent channels, the Headworks Odor Control Scrubbers, and electrical power distribution and control systems. New structures to be constructed as part of this project include Grit Pump Station, Grit Handling Building, Headworks Odor Control Facility, Electrical Buildings, and other support systems. Project Category Headworks Rehab. at P1 - P1-105 Headworks Continuing Justication The purpose of the work is to rehabilitate the Plant No. 1 headworks that were built in the 1950s and 1960s and began operation in 1989. This is a mid-life renewal project that will extend the life of the Headworks for at least 20 years while providing reliable treatment and pumping for up to 320 million gallons per day of wastewater. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,,,,,,,,,,,-,, Commissioning ,,,,,,,,,,,,, Close-out ,---,,,,,, Contingency ----,,,,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 54 CIP Project Detail Sheets DR A F T Description This project will replace Primary Sedimentation Basins (PSB) 3-5 and all associated facilities including distribution boxes, junction boxes, primary inuent and euent lines, structural, mechanical, and electrical systems. PSB's 3-5 will be raised to allow gravity ow to secondary treatment. The project will also replace the primary odor control facility. The project will demolish PSB's 1 and 2, Primary Euent Pump Station (PEPS), and the old control center building. Project Category Primary Sed. Basins No. 3-5 Repl. at P1 - P1-126 Primary Treatment Continuing Justication This primary sedimentation complex has been assessed and studied and it was concluded that it is reaching the end of its useful life. Replacement of the basins and rehabilitation of nearby utilities was determined to be the best course of action. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,,,,---,, Construction ---,,,,,,,,,, Commissioning ----,,,,,, Close-out ------,, Contingency ---,,--,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will decrease operational budgets by $, annually. Primary Euent Pump Station No. will no longer be required and will be demolished as part of this project. Financial Consideration Section 8 - Page 55 CIP Project Detail Sheets DR A F T Description This project will construct the new Headquarters Building on the north side of Ellis Avenue to house administrative, engineering, resource protection and environmental compliance sta. Surface parking and a pedestrian bridge over Ellis Avenue to Plant No. 1 will also be constructed. The project includes the demolition of the Risk Trailer, two buildings on the Ellis property and three buildings on the Bandilier property. Project Category Headquarters Complex - P1-128 Support Facilities Continuing Justication The administrative and engineering functions are located primarily at Reclamation Plant No. 1 in Fountain Valley. The Administration, Human Resource and Risk Management buildings are aging, were not permitted when constructed, and need replacement. Also, approximately 130 sta are in aging oce trailers throughout Plant No. 1. The most cost-eective solution is replacement of the aging buildings and trailers with a new building that serves all administrative and engineering functions. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,,-----,, Commissioning ,,,-----,, Close-out ,,,-----,, Contingency ,,,,,----,, Total $ ,,$ ,,$ ,----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 56 CIP Project Detail Sheets DR A F T Description This project will provide a new regional Uninterruptible Power Supply (UPS) at Power Building 8 to provide critical power to facilities in the northwest region of Plant No. 1. New electrical distribution and branch circuit panelboards will replace existing old and obsolete equipment. The project will provide temporary power to maintain services to critical loads during construction. Miscellaneous 480-volt cables and circuit breakers will also be replaced. Project Category Uninterruptible Power Supply Impr. at P1 - P1-132 Utility Systems Continuing Justication The process areas in the northwest area of Plant No. 1 currently have numerous individual UPS units. These smaller units are spread throughout the plant, which reduces reliability and increases maintenance requirements. The need and justication for this regional UPS was identied in Uninterruptible Power System Study, Project No. SP-150. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,------, Construction ,,,,,----,, Commissioning --,----, Close-out -,,,---, Contingency --,,---, Total $ ,,$ ,,$ ,,$ ,---$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 57 CIP Project Detail Sheets DR A F T Description This project will increase the reliability of the rectangular primary clariers at Plant No. 1 by replacing the primary inuent splitter box launders, replace primary sludge pumps and VFDs, and install a foul air sump pump. It will also add a go/no-go alarm system based on loss of ventilation consistent with current NFPA 820 requirements, and new lighting xtures in the main gallery at each of the primary sludge pumps. Project Category Primary Sed. Basins No. 6-31 Reliability Impr. at P1 - P1-133 Primary Treatment Revised Justication Primary Sedimentation Basins No. 3-5 Replacement at Plant No. 1, Project No. P1-126, will replace the large circular primary clariers at Plant No. 1. During construction, the rectangular clariers will be required to operate at full capacity for approximately three years. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,,------,, Construction ,,,,-----,, Commissioning ,,-----, Close-out ,,,----, Contingency -,,----,, Total $ ,,$ ,,$ ,----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been decreased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The decreased budget is the result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 58 CIP Project Detail Sheets DR A F T Description This security project will replace the perimeter chain link fence at Plant No. 1 along Ward Street with an 8-foot-tall block wall. Interior security lighting, cameras, and intrusion detection systems will be installed along the south and west boundary of Plant No. 1 along with a permanent guard house at the Gareld Avenue Gate. Tree removal and landscaping along Ward Street is also part of the project. The utility improvements will disconnect a City of Fountain Valley potable water service from Gareld Avenue and provide two new connections to existing potable water lines within Plant No. 1. Project Category South Perimeter Security & Utility Impr. at P1 - P1-134 Support Facilities Continuing Justication The work under this project will provide improved security and monitoring capability for OC San's security sta and the new wall on Ward Street will provide enhanced protection against intruders. The water line work is required in order to remove the direct connection from Plant No. 1 to the City of Fountain Valley water main, alleviating any cross-connection concerns. Budget Projections Proj Dev -------- Prelim Design ,------, Design ,,------,, Construction ,,------,, Commissioning ,------, Close-out ,------, Contingency ,,-----, Total $ ,,$ ,-----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 59 CIP Project Detail Sheets DR A F T Description Plant 1 Central Generation is vintage 1993, making equipment 32 years old in 2025. Central Generation Electrical Equipment is critical to Plant operation and feeds multiple buildings. Medium Voltage Switchgear, Low Voltage Switchgear, Power Distribution Transformers, Low Voltage Motor Control Centers and associated Battery Charger Systems is recommended for replacement. Plant 1 Service Center is vintage 1991, making 12.47kV Switchgear 34 years old in 2025. Service Center is critical application as it is a point of connection for Southern California Edison Utility Power and the source of power for multiple power buildings. Medium Voltage Switchgear is recommended for replacement. Medium Voltage Feeders associated with Medium Voltage Switchgear that feeds multiple Power Buildings, will require to be tested and cables possibly replaced if test of existing cables will be unsatisfactory. Project Category 12.47 kV Switchgear Repl. at Cen Gen at P1 - P1-136 Utility Systems Future Justication The purpose of the Project is to replace Central Generation and Service Center Medium Voltage Switchgear, power distribution equipment and aged cabling infrastructure that approaching the end of its useful life in order to continue to provide operational reliability at Plant 1. Budget Projections Proj Dev -------- Prelim Design -------- Design -,,,,--,, Construction ----,,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total -$ ,$ ,$ ,$ ,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 60 CIP Project Detail Sheets DR A F T Description This project will construct structural improvements to sta occupied buildings and 12-kV Service Center at Plant No. 1 to reduce the risk of failure during a signicant seismic event. These buildings include the Control Center, Maintenance Buildings, Warehouse, Fleet Services and 12-kV Service Center. Project Category Support Buildings Seismic Impr. at P1 - P1-137 Support Facilities Revised Justication The Seismic Evaluation of Structures at Plant Nos. 1 and 2 study that was completed in 2020 identied seismic risks associated with these buildings. These risks need to be addressed to ensure the reliability and safety of these buildings. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,,----,, Construction -,,,,,,,--,, Commissioning -------- Close-out ----,,-, Contingency -,,-,,,,-,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 61 CIP Project Detail Sheets DR A F T Description This project will relocate and recongure networking, ber optics, and IT equipment from Control Center and Power Building 3A to the new server room constructed by Headworks Rehabilitation at Plant 1, project number P1-105. Also, this project will install an adequate HVAC system that will meet the needs of the new server room. Finally, this project will demolish the existing Power Building 3A. Project Category Industrial Control System & IT Data Center Relocation at P1 - P1-138 Utility Systems Revised Justication Current server room does not have enough space to increase/upgrade the network system to meet the current needs of Plant No 1. New Power Building 3 constructed by Headworks Rehabilitation at Plant No. 1, project number P1-105 will become the new IT Networking and Data Hub for Plant No. 1. Budget Projections Proj Dev $ ,$ ,-----$ , Prelim Design -,,----, Design --,,,--, Construction ----,,,,,,,, Commissioning ------,,,, Close-out ------,, Contingency ----,-,,,, Total $ ,$ ,$ ,$ ,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of changes in the project elements identied from recent engineering eorts. Financial Consideration Section 8 - Page 62 CIP Project Detail Sheets DR A F T Description This project will perform a comprehensive rehabilitation of the Activated Sludge Facility No. 1 (AS-1) at Plant No. 1. The facilities in this project include Blower Building No. 1, Aeration Basins Nos. 1-10, Return Activated Sludge Pump Station, and Secondary Clariers Nos. 1-26. A new Mixed Liquor Recycle (MLR) pump station and associated piping is included in this project. This project will demolish the Dissolved Air Flotation Thickeners (excluding the Pump Room), Power Building 2, and 12 KV Distribution Center. Project Category Activated Sludge-1 Rehab. at P1 - P1-140 Secondary Treatment Revised Justication 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 denitrication process which will remove nitrates and improve euent water quality. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,-----,, Design ,,,,,,,---,, Construction ---,,,,,,,,,, Commissioning ----,,,,,, Close-out ------,, Contingency ---,,--,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will increase operational budgets by $, annually. These costs are associated with operational improvements and will begin in . The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 63 CIP Project Detail Sheets DR A F T Description This project will demolition existing Administrative Facilities Buildings and repurpose the space for additional parking and future contractor staging . Project Category Administrative Facilities Demo. - P1-141 Support Facilities Continuing Justication The existing Administration Facilities Building will no longer be required after the new Headquarters is constructed. Budget Projections Proj Dev $ ,$ ,-----$ , Prelim Design -,,----, Design --,,,--, Construction ----,,,-,, Commissioning -------- Close-out -----,-, Contingency ----,,,, Total $ ,$ ,$ ,$ ,$ ,,$ ,$ ,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 64 CIP Project Detail Sheets DR A F T Description This project will replace aging media in the trickling lters at Plant No. 1 and will perform coating repairs on the structure holding the media. Project Category Trickling Filter Media Repl. at P1 - P1-142 Secondary Treatment Revised Justication The trickling lter media is approaching end of useful life. The trickling lters were constructed in 2006 and media life expectancy is between 20-25 years. Budget Projections Proj Dev $ ,$ ,$ ,----$ , Prelim Design -------- Design ,,,----, Construction --,,,,,,--,, Commissioning -------- Close-out ----,--, Contingency --,-,,,,-,, Total $ ,$ ,$ ,,$ ,,$ ,,$ ,,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been decreased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The reduced budget is the result of scope, start date and duration changes. Financial Consideration Section 8 - Page 65 CIP Project Detail Sheets DR A F T Description This project will modify the Headworks facility, related piping, and sidestream ow routing to separate reclaimable and non-reclaimable ows to accommodate the Orange County Water District's Groundwater Replenishment System Final Expansion. Work elements include installing a new 75-inch diameter ow diversion, installing new gates, and modication of waste sidestream pump station discharge piping to the non-reclaimable portion of the plant. The work includes replacing three existing main sewage pumps with new, smaller pumps. Project Category Headworks Mod. at P2 for GWRS Final Expansion - P2-122 Headworks Continuing Justication This project is necessary to separate reclaimable and non-reclaimable ows to accommodate the Orange County Water District's Groundwater Replenishment System Final Expansion project. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,------,, Commissioning ,------, Close-out ,,-----, Contingency ,,,-----,, Total $ ,,$ ,-----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 66 CIP Project Detail Sheets DR A F T Description This project includes replacement of 1,800 feet of corroded return activated sludge piping at the Activated Sludge Plant at Plant No. 2. This project will also repair full penetration cracks and surface spalling on the top deck of the aeration basins and replace all light poles with easily maintainable ones. Project Category Return Activated Sludge Piping Repl. at P2 - P2-123 Secondary Treatment Continuing Justication The Activated Sludge Plant was constructed in 1979, and the return activated sludge piping has had multiple major leaks due to corrosion. The concrete deck of the aeration basins, which is used to contain high purity oxygen, has signicant cracking and spalling which exposes the reinforcement steel to corrosion and could possibly cause leakage of oxygen. Leaking oxygen imposes a safety concern because of the potential for it to accumulate in conned areas potentially creating an oxygen-enriched environment. The existing light poles are badly corroded, and replacing lights is very dicult to perform safely. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,------, Construction ,,------,, Commissioning -------- Close-out ,------, Contingency ,------, Total $ ,,------$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 67 CIP Project Detail Sheets DR A F T Description This project will construct a station to receive, store, and feed pre-processed food waste slurry to three digesters at Plant No. 2 to generate additional digester gas. Project Category Interim Food Waste Receiving Facility - P2-124 Solids Handling & Digestion Continuing Justication This project was identied in the Biosolids Master Plan, Project No. PS15-01, to address the need for solid waste generators and haulers to divert organic waste from landlls. Waste haulers will separate organics at the source, then screen and process the high strength organic waste into a liquid slurry. The OC San's costs to construct, operate the facilities, and handle the additional biosolids production will be oset by tipping fees charged to pre-processors and additional power associated with increased digester gas production. This facility will be replaced with a permanent receiving station following completion of a proposed program to replace existing digesters at Plant No. 2. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,,,,,--, Construction ,,,-,,,-,, Commissioning -----,-, Close-out --,,---, Contingency ---,,-,, Total $ ,,$ ,$ ,$ ,$ ,,$ ,,$ ,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 68 CIP Project Detail Sheets DR A F T Description This project will replace the existing Collections Facilities yard and fencing in the location of an existing parking lot, just south of Construction Management Trailers at Plant No. 2. This project also constructs 2 warehouse stations and demolishes the existing warehouse at Plant No. 2. As part of the warehouse demolition work, the security booth will be relocated, and the oil dock facility will be refed from the centrifuge building. Project Category Collections Yard Relocation & Warehouse Demo. at P2 - P2-127 Support Facilities Revised Justication The area where the existing collections yard and warehouse are currently located is needed for the new Temperature Phased Anaerobic Digestion facilities. Two new warehouse stations are being constructed to replace the existing warehouse. Budget Projections Proj Dev $ ,------$ , Prelim Design -------- Design ,------, Construction ,,,,-----,, Commissioning -------- Close-out ,,-----, Contingency -,,----, Total $ ,,$ ,,$ ,----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 69 CIP Project Detail Sheets DR A F T Description This project will build six new anaerobic digesters at Plant No. 2, to be initially operated in mesophilic mode to produce Class B biosolids product and designed for future thermophilic operation to produce Class A product. Supporting facilities and equipment will include sludge pumping, heating, and mixing; odor control; power distribution; and instrumentation and controls. Future conversion to the thermophilic process as well as replacement and/or demolition of existing digesters will be part of a separate future project. The project P2-128A will construct a perimeter wall along the southern plant boundary to provide site security and ood protection. Project Category Digester Repl. at P2 - P2-128 Solids Handling & Digestion Continuing Justication The 2017 Biosolids Master Plan conducted a comprehensive evaluation of end-to-end alternatives for solids processing at Plant No. 2. The study was prompted by seismic and condition deciencies in many of the existing digesters. The evaluation concluded that the best alternative was to replace the existing digester complex with a temperature-phased anaerobic digestion (TPAD) process with batch tanks to meet Class A requirements. BMP recommended TPAD process, and a series of projects to ultimately build the full TPAD process to achieve the goal of generating Class A biosolids. The rst project recommended was to build six new digesters as soon as possible with the ability to be operated as meso or thermos digesters to mitigate the seismic risk. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,-----,, Design ,,,,,,,,,,,,-,, Construction ,,,,,,,-,,,,,, Commissioning ,,,,,,,,,, Close-out ---,,-,, Contingency ---,,,,,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 70 CIP Project Detail Sheets DR A F T Description This project will extensively rehabilitate B & C Sides of primary basins at Plant 2 to extend uselife by another 40 years. The work will rehabilitate 10 primary basins with new at covers; rehabilitate sludge/ scum pump stations; rehabilitate distribution structure B & C; replace all mechanical and electrical systems; replace polymer system; rehabilitate structural and yard piping; replace North Scrubber Complex; relocate electrical and controls to Distribution Center F; and miscellaneous upgrades. Project Category B/C-Side Primary Sed. Basins Rehab. at P2 - P2-133 Primary Treatment Future Justication Plant 2 has a total of 10 primary sedimentation basins from B & C sides, which were mostly built in '70s and '80s. CIP Project P2-98 conducted extensive condition assessments of the primary treatment system and provided rehabilitation plans. This project was originally included in P2-98 as a part of P2-98C, but was broken out into a separate project due to the signicant time interval between the two projects, and the lower degree of scope denition of this project. The Consultant for P2-98 evaluated 3 siting options to this project based on 2017 Fault Hazard Study (5 of 10 basins are within fault zones/setbacks), and project description below assumes the recommended option, which is to rehabilitate in place without soil stabilization. Budget Projections Proj Dev -------- Prelim Design -------- Design -----,,,,,, Construction ------,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total -----$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 71 CIP Project Detail Sheets DR A F T Description This project will make improvements to both the Sodium Bisulte Station and the Anionic Polymer Station at Plant No. 2. At the Sodium Bisulte Station, the project will replace chemical tanks, chemical feed pumps, piping, electrical equipment and install a plant water and plant air supply. The project will also demolish and replace the Anionic Polymer Station’s obsolete electrical and instrumentation assets, including controllers, motor running time meter tubs, valves, and actuators. Project Category Chemical Systems Rehab. at P2 - P2-135 Ocean Outfall Systems Revised Justication The Sodium Bisulte Station was constructed in 2004. In 2015, OC San received approval to stop disinfection of ow through the 5-mile outfall but must still disinfect if the short 1-mile outfall is used. Though the 1-mile outfall is for emergency use only, the station must be available at all times. Since the station was originally designed for continuous usage, it must be revised for intermittent use at a reduced capacity. In addition, the existing electrical and instrumentation equipment at the Anionic Polymer Station requires replacement as it is obsolete and no longer reliable. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,,,----,, Construction --,,,,---,, Commissioning --,,---, Close-out ---,,--, Contingency --,,,--,, Total $ ,,$ ,$ ,,$ ,,$ ,--$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 72 CIP Project Detail Sheets DR A F T Description This project includes structural rehabilitation of the aeration basin's reactor deck and adjacent concrete structures, coating the interior of reactor tanks to mitigate exposed concrete aggregate, replacement of all mechanical equipment, components, and piping, including all gates, valves, and appurtenances. The project will also replace large section of handrails at the secondary clariers. Project Category Activated Sludge Aeration Basin Rehab. at P2 - P2-136 Secondary Treatment Continuing Justication The aeration basins were installed in 1983 and a major mechanical and structural rehabilitation was conducted in 2006. This system is in need of major rehabilitation of structural and mechanical components in order to maintain reliable serviceability and extend useful life. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,-----,, Design -,,,,,---,, Construction ---,,,,,,,,,, Commissioning ----,,,, Close-out ------,, Contingency ---,--,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 73 CIP Project Detail Sheets DR A F T Description The project will rehabilitate existing Plant No. 2 digesters including repairing the digester domes, walls, and bridges, replacing hot water valves, improving miscellaneous safety related items, and replacing electrical motor control centers that are obsolete. Project Category Digesters Rehab. at P2 - P2-137 Solids Handling & Digestion Continuing Justication This project is needed to ensure sucient digester capacity is available until the existing digesters are demolished in the future. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,,-----,, Construction ,,,,,,,,,--,, Commissioning --,,,,-, Close-out ----,,-, Contingency --,,,,,,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 74 CIP Project Detail Sheets DR A F T Description This project will replace the Operations Center building and Maintenance building at Plant No. 2 in the location of the current Maintenance building. Project Category Operations & Maintenance Complex at P2 - P2-138 Support Facilities Revised Justication The seismic evaluation of Structures at Plant No. 2 was completed in 2020 and seismic risks were identied at the Operations Center and Maintenance buildings. These risks are being addressed in this project by building a new O&M Complex that replaces the existing Maintenance building and Operations Center. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,,,-----,, Design -,,,,,---,, Construction ---,,,,,,,,, Commissioning ----,,,, Close-out ------,, Contingency ---,--,,,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is the result of scope, start date and duration changes. Financial Consideration Section 8 - Page 75 CIP Project Detail Sheets DR A F T Description Plant No. 2 has emergency overow 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 of wingwalls are located by the Santa Ana River, this work will require permits from various agencies. Project Category Emergency Overow Wingwalls Rehab. at P2 - P2-139 Ocean Outfall Systems Revised Justication A planning study conducted structural investigation of these wingwalls and concluded that both structures are deteriorating. Budget Projections Proj Dev $ ,$ ,-----$ , Prelim Design ,,-----, Design ,,,,---, Construction ---,,,,,-,, Commissioning -------- Close-out -----,-, Contingency ---,-,,,, Total $ ,$ ,$ ,$ ,$ ,,$ ,,$ ,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget has been increased from $,, to $,,. The project's estimated construction contract cost is $,,. This project will not have an impact on operational budgets. The increased budget is a result of an updated estimate to complete the work. Financial Consideration Section 8 - Page 76 CIP Project Detail Sheets DR A F T Description This project will improve the odor control containment in the truck loading bays at Plant No. 2, by extending the bays and installing a second set of roll up doors. Project will also include new personal doors to the truck loading bays, new supply fans to improve the air ow to the existing odor control units, and improved lighting. Project Category Truck Loading Bay Odor Control Impr. at P2 - P2-140 Solids Handling & Digestion Continuing Justication This project is necessary is to contain and capture the odor in the truck loading bays to reduce odors during operations. Budget Projections Proj Dev $ ,$ ,-----$ , Prelim Design -,,----, Design --,,,--, Construction ----,,,,,,, Commissioning -------- Close-out ------,, Contingency ----,-,,,, Total $ ,$ ,$ ,$ ,$ ,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 77 CIP Project Detail Sheets DR A F T Description This project will replace and reroute all power and control cables 480V and below that serve all areas of Headworks at Plant No. 2 including: Inuent Metering, Inuent Pump Station, Waste Sidestream Pumps, Bar Screens, Screenings Washing, Scrubbers, Biotower, Grit Basins, and Grit Handling. The project will include new electrical buildings with local Motor Control Centers and Distribution Panelboards and overhead and wall mounted conduit or cable trays if necessary. Project Category Headworks Electrical Distribution Impr. at P2 - P2-141 Utility Systems New Justication There have been numerous failed cables in the Headworks area over the past 4 years that have impacted the safety and reliability of the Headworks area. Temporary cables are being used to feed equipment. The project will restore safe, reliable operation for this area. Budget Projections Proj Dev -------- Prelim Design -------- Design -,,,,,,--,, Construction ---,,,,,,,,, Commissioning -------- Close-out -------- Contingency ------,,,, Total -$ ,$ ,,$ ,,$ ,,$ ,,$ ,,$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. The impacts to operational budgets have not yet been determined Financial Consideration Section 8 - Page 78 CIP Project Detail Sheets DR A F T Description This project will replace the four A-Side Primary Clariers with associated inuent piping, inuent distribution structures, euent piping, sludge pumping units, and at covers for odor containment. The project will also construct a new air scrubbing complex. The project includes a second project that provided interim repairs to the other 12 clariers in the B/C-Side and A-Side and associated pipelines to improve reliability until they can be more extensively rehabilitated in the future B/C-Side Primary Sedimentation Basins Rehabilitation at Plant No. 2, Project No. P2-133. Project Category Primary Treatment Rehab. at P2 - P2-98 Primary Treatment Continuing Justication The A-Side Clariers are at the end of their useful life and cannot eectively be rehabilitated. Budget Projections Proj Dev $ ,------$ , Prelim Design ,,------,, Design ,,------,, Construction ,,,,,,,,,,--,, Commissioning ,--,,,--,, Close-out ,---,,-,, Contingency ----,,,-,, Total $ ,,$ ,,$ ,,$ ,,$ ,,$ ,-$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The project's estimated construction contract cost is $,,. This project will increase operational budgets by $, annually. Financial Consideration Section 8 - Page 79 CIP Project Detail Sheets DR A F T Description This project will implement the IBM Maximo System in support of the Enterprise Asset Management program. The system will replace the current Computerized Maintenance Management System. The system will manage asset data and asset activities throughout the asset lifecycle. Project Category EAM Software & Process Implementation - SP-100 Information Management Systems Continuing Justication The IBM Maximo System will provide the means to manage assets to achieve the highest return at low risk by improving asset usage and reducing cost. The system will also manage asset lifecycle, provide visibility into asset performance, streamline process by eliminating paperwork order, and reduce maintenance cost. The system will be integrated with other OC San systems (i.e., FIS, GIS, and Timecard). Budget Projections Proj Dev $ ,,------$ ,, Prelim Design ,------, Design ,,,,,,--,, Construction ,,,,,,--,, Commissioning ,------, Close-out ,------, Contingency ----,,--,, Total $ ,,$ ,$ ,$ ,$ ,,--$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. The impacts to operational budgets have not yet been determined. Financial Consideration Section 8 - Page 80 CIP Project Detail Sheets DR A F T Description This project funds program management services for the Capital Improvement Program not related to any one specic project, but on the management of the projects as a whole. Activities include consulting services related to best practices in project and program management including risk analysis, benchmarking, analysis of key performance indicators (KPI), program metrics, and data analysis. Work may also include review of project controls including project budgeting, cash ow analysis and project scheduling. Project Category Capital Improvement Program Mgmt. Services - SP-195 Others Continuing Justication The activities facilitate continuous improvements to program management practices to maintain eectiveness in managing the Capital Improvement Program as business practices and the project makeup of the CIP evolves. Budget Projections Proj Dev $ ,------$ , Prelim Design ,------, Design ,------, Construction ,------, Commissioning -------- Close-out -------- Contingency -,-----, Total $ ,$ ,-----$ ,, Budget Phase Cost to Date 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Thereafter Total Project Budget Project Name & Number Project Status: The project budget is $,,. This project will not have an impact on operational budgets. Financial Consideration Section 8 - Page 81 CIP Project Detail Sheets DR A F T Edinger Pump Station Repl.-,,--,,- Slater Pump Station Rehab.-,,---,, North Huntington Beach Sewer Rehab.-,,---,, Santa Ana Trunk Sewer Rehab.-,,-,,-- Greenville Trunk Impr.-,,-,,-- Taft Branch Impr.-,,--,,- Fullerton - Placentia Sewer Facilities Demo. & Rehab.-,,---,, Atwood - Santa Ana Canyon Sewer Rehab.-,,---,, Knott - Miller Holder Artesia Branch Rehab.-,,-,,-- Westminster Blvd Force Main Repl.-,,-,,-- Rehab. of Western Regional Sewers -,,-,,-- I- Widening Project Impacts on OCSD Sewers -,-,-- Seal Beach Pump Station Repl.-,,--,,- Los Al. Sub-Trunk Ext. & Westside Pump Station Abnd.-,,---,, Crystal Cove Pump Station Rehab.-,,---,, Bay Bridge Pump Station Repl.-,,--,,- Newport Beach Pump Station Pressurization Impr.-,,-,,-- East Coast Highway Sewer Rehab.-,,,,--- Fairview Sewer Rehab.-,,--,,- MacArthur Pump Station Rehab.-,,---,, Main Street Pump Station Rehab.-,,---,, Gisler-Red Hill Interceptor & Baker Force Main Rehab.-,,-,,-- Sunower & Red Hill Interceptor Repairs -,,--,,- MacArthur Force Main Impr.-,,-,,-- North Tustin-Orange Sewer Impr.-,,---,, Collections Facilities Budget Total ,,,,,,,,,,, Collections Facilities Section 8- Page 82 Collection System Improvement Projects - Budget by Project Status Project Number Title Total Budget New Project Continuing Project Revised Project Future Project Summary by Project Status DR A F T Ocean Outfall System Rehab.J-,,--,,- Ocean Outfalls Rehab.J-,,-,,-- Chemical Systems Rehab. at PP-,,--,,- Emergency Overow Wingwalls Rehab. at PP-,,--,,- Ocean Outfall Systems Budget Total ,,-,,,,- Interim Food Waste Receiving Facility P-,,-,,-- Digester Repl. at PP-,,-,,-- Digesters Rehab. at PP-,,-,,-- Truck Loading Bay Odor Control Impr. at PP-,,-,,-- Solids Handling & Digestion Budget Total ,,-,,-- Activated Sludge- Rehab. at PP-,,--,,- Trickling Filter Media Repl. at PP-,,--,,- Return Activated Sludge Piping Repl. at PP-,,-,,-- Activated Sludge Aeration Basin Rehab. at PP-,,-,,-- Secondary Treatment Budget Total ,,-,,,,- Primary Sed. Basins No. - Repl. at PP-,,-,,-- Primary Sed. Basins No. - Reliability Impr. at PP-,,--,,- B/C-Side Primary Sed. Basins Rehab. at PP-,,---,, Primary Treatment Rehab. at PP-,,-,,-- Primary Treatment Budget Total ,,-,,,,,, Headworks Section 8- Page 83 Treatment & Disposal Projects - Budget by Project Status Primary Treatment Secondary Treatment Solids Handlings & Digestion Headworks Rehab. at PP-,,-,,-- Headworks Mod. at P for GWRS Final Expansion P-,,-,,-- Headworks Budget Total ,,-,,-- Ocean Outfall Systems Project Number Title Total Budget New Project Continuing Project Revised Project Future Project Summary by Project Status DR A F T GWRS Final Expansion Coordination J--,,-,,-- Water Management Projects Budget Total ,,-,,-- Planning Studies Program M-STUDIES ,,--,,- Strategic & Master Planning Budget Total ,,--,,- Process Control Systems Upgrades J-,,-,,-- Project Mgmt. Information System J-,,-,,-- Process Control System Alarm Optimization J-,,,,--- Information Technology Capital Program M-MC-IT ,,-,,-- EAM Software & Process Implementation SP-,,-,,-- Information Management Systems Budget Total ,,,,,,-- Digester Gas Facilities Rehab.J-,,-,,-- Natural Gas Pipelines Repl. at P & PJ-,,-,,-- Cen Gen Engine Overhauls at P & PJ-,,--,,- Cen Gen Facilities & OOBS Seismic Upgrades J-,,---,, Electrical Power Distribution System Impr.J-,,--,,- Uninterruptible Power Supply Impr. at PP-,,-,,-- . kV Switchgear Repl. at Cen Gen at PP-,,---,, Industrial Control System & IT Data Center Relocation at PP-,,--,,- Headworks Electrical Distribution Impr. at PP-,,,,--- Utility Systems Budget Total ,,,,,,,,,, Research Program M-RESEARCH ,,-,,-- Research Budget Total ,,-,,-- Section 8- Page 84 Treatment & Disposal Projects - Budget by Project Status Utility Systems Information Management Systems Strategic & Master Planning Water Management Projects Research Project Number Title Total Budget New Project Continuing Project Revised Project Future Project Summary by Project Status DR A F T ,,,,,,,,,,,,, ,,,,,,,,,,, ,,--,,- $ ,,,$ ,,$ ,,,$ ,,,$ ,, Total Treatment and Disposal Projects Total Collections Facilities Capital Equipment Purchases Total Capital Improvement Program Budget Section 8- Page 85 Treatment & Disposal Projects - Budget by Project Status Others Capital Improvement Program Mgmt. Services SP-,,-,,-- Others Budget Total ,,-,,-- Project Number Title Total Budget New Project Continuing Project Revised Project Future Project Support Facilities Laboratory Repl. at PJ-,,---,, Small Construction Projects Program M-FE ,,--,,- Operations & Maintenance Capital Program M-SM-CAP ,,-,,-- Headquarters Complex P-,,-,,-- South Perimeter Security & Utility Impr. at PP-,,-,,-- Support Buildings Seismic Impr. at PP-,,--,,- Administrative Facilities Demo.P-,,-,,-- Collections Yard Relocation & Warehouse Demo. at PP-,,--,,- Operations & Maintenance Complex at PP-,,--,,- Support Facilities Budget Total ,,-,,,,,, Summary by Project Status DR A F T Section 8- Page 86 Collection System Improvement Projects Edinger Pump Station Repl.,,%,,--- Slater Pump Station Rehab.,,%,,--- North Huntington Beach Sewer Rehab.,,%,,--- Santa Ana Trunk Sewer Rehab.,,%,,--- Greenville Trunk Impr.,,%--,,- Taft Branch Impr.,,%--,,- Fullerton - Placentia Sewer Facilities Demo. & …,,%-,,-- Atwood - Santa Ana Canyon Sewer Rehab.,,%%,,,-- Knott - Miller Holder Artesia Branch Rehab.,,%,,--- Westminster Blvd Force Main Repl.,,%,,--- Rehab. of Western Regional Sewers ,,%%,,-,,- I- Widening Project Impacts on OCSD Sewers ,%---, Seal Beach Pump Station Repl.,,%,,--- Los Al. Sub-Trunk Ext. & Westside Pump Station …,,%%,,-,,- Crystal Cove Pump Station Rehab.,,%,,--- Bay Bridge Pump Station Repl.,,%,,--- Newport Beach Pump Station Pressurization Impr.,,%-,,-- East Coast Highway Sewer Rehab.,,%,,--- Fairview Sewer Rehab.,,%,,--- MacArthur Pump Station Rehab.,,%,,--- Main Street Pump Station Rehab.,,%,,--- Gisler-Red Hill Interceptor & Baker Force Main …,,%,,--- Sunower & Red Hill Interceptor Repairs ,,%,,--- MacArthur Force Main Impr.,,%%,,,,-- North Tustin-Orange Sewer Impr.,,%--,,- Collections Facilities Total ,,,,,,,,,, Rehab/ Repl.Total Rehab/ Repl. Strategic Initiative Additional Capcity Regulatory Rehab/ Repl.Strategic Initiative Additional Capcity Regulatory Project Name Total Project Budget Percentage allocation Total Project Cost Budget Summary of Revenue Program Category DR A F T Ocean Outfall System Rehab.,,%%,,,,-- Ocean Outfalls Rehab.,,%,,--- Chemical Systems Rehab. at P,,%%,,,,-- Emergency Overow Wingwalls Rehab. at P,,%,,--- Ocean Outfall Systems Total ,,,,,,-- Process Control Systems Upgrades ,,%,,--- Project Mgmt. Information System ,,%-,,-- Process Control System Alarm Optimization ,,%,,--- Information Technology Capital Program ,,%%,,,,-- EAM Software & Process Implementation ,,%,,--- Information Management Systems Total ,,,,,,-- Research Program ,,%-,,-- Research Total ,,-,,-- Primary Sed. Basins No. - Repl. at P,,%,,--- Primary Sed. Basins No. - Reliability Impr. at P,,%%,,,,-- B/C-Side Primary Sed. Basins Rehab. at P,,%,,--- Primary Treatment Rehab. at P,,%,,--- Primary Treatment Total ,,,,,,-- Interim Food Waste Receiving Facility ,,%-,,-- Digester Repl. at P,,%%,,,,-- Digesters Rehab. at P,,%,,--- Truck Loading Bay Odor Control Impr. at P,,%%,,,-- Solids Handling & Digestion Total ,,,,,,-- Activated Sludge- Rehab. at P,,%,,--- Trickling Filter Media Repl. at P,,%,,--- Return Activated Sludge Piping Repl. at P,,%,,--- Activated Sludge Aeration Basin Rehab. at P,,%,,--- Secondary Treatment Total ,,,,--- Headworks Rehab. at P,,%,,--- Headworks Mod. at P for GWRS Final Expansion ,,%-,,-- Headworks Total ,,,,,,-- Planning Studies Program ,,%%%%,,,,,,,, Strategic & Master Planning Total ,,,,,,,,,, Capital Improvement Program Mgmt. Services ,,%-,,-- Others Total ,,-,,-- Rehab/ Repl.Total Rehab/ Repl. Strategic Initiative Additional Capcity Regulatory Rehab/ Repl.Strategic Initiative Additional Capcity Regulatory Project Name Total Project Budget Percentage allocation Total Project Cost Budget Section 8- Page 87 Treatment & Disposal System Improvement Projects Summary of Revenue Program Category DR A F T Digester Gas Facilities Rehab.,,%,,--- Natural Gas Pipelines Repl. at P & P,,%,,--- Cen Gen Engine Overhauls at P & P,,%,,--- Cen Gen Facilities & OOBS Seismic Upgrades ,,%%,,,,-- Electrical Power Distribution System Impr.,,%%,,,,-- Uninterruptible Power Supply Impr. at P,,%,,--- . kV Switchgear Repl. at Cen Gen at P,,%,,--- Industrial Control System & IT Data Center …,,%%,,,,-- Headworks Electrical Distribution Impr. at P,,%,,--- Utility Systems Total ,,,,,,-- Laboratory Repl. at P,,%%%%,,,,,,,, Small Construction Projects Program ,,%%%%,,,,,,,, Operations & Maintenance Capital Program ,,%,,--- Headquarters Complex ,,%%,,--,, South Perimeter Security & Utility Impr. at P,,%-,,-- Support Buildings Seismic Impr. at P,,%-,,-- Administrative Facilities Demo.,,%%,,,,-- Collections Yard Relocation & Warehouse Demo. a…,,%,,--- Operations & Maintenance Complex at P,,%%,,,,-- Support Facilities Total ,,,,,,,,,, GWRS Final Expansion Coordination ,,%-,,-- Water Management Projects Total ,,-,,-- Rehab/ Repl.Total Rehab/ Repl. Strategic Initiative Additional Capcity Regulatory Rehab/ Repl.Strategic Initiative Additional Capcity Regulatory Project Name Total Project Budget Percentage allocation Total Project Cost Budget Total Treatment and Disposal ,,,,,,,,,,,, Total Collection Facilities ,,,,,,,,,, Capital Equipment Purchases ,,,,,,,,,, Total Capital Improvement $ ,,,$ ,,,$ ,,$ ,,$ ,, Blank Total Project Budget Total Rehab/Repl.Total Strategic Initiative Total Additional Capcity Total Regulatory Section 8- Page 88 Treatment & Disposal System Improvement Projects Summary of Revenue Program Category DR A F T Section 8- Page 89 Proposed Capital Equipment Budget FY 2024-25 Proposed Capital Equipment Budget Summary Department Trucks & Vehicles 09410000 Other Mobile Eq 09410001 Machine Eq & Tools 09410002 Comm Equipment 09410003 Risk Management ---- Financial Management ---- Information Technology ---- Resource Protection ---- Environmental Laboratory and Ocean…---- Design ---- Collection Facilities O&M --,- Fleet Services ,,,,-- Plant No. Operations ---- Plant No. Maintenance --,,- Plant No. Maintenance --,,- Total Proposed Capital Equipment $ ,,$ ,,$ ,,- Continued to next page DR A F T Risk Management -,,--,, Financial Management ---,, Information Technology ---,,,, Resource Protection ,---, Environmental Laboratory and Ocean …,---, Design ---,, Collection Facilities O&M ----, Fleet Services ----,, Plant No. Operations ---,, Plant No. Maintenance ,--,,, Plant No. Maintenance ,--,,, Total Proposed Capital Equipment $ ,,$ ,,-$ ,,$ ,, Section 8- Page 90 Proposed Capital Equipment Budget FY 2024-25 Division Instr & Test Equpment 09410004 Safety & Trac Eq 09410005 Oce Fix & Eq 09410006 2024-25 Proposed Budget Computer Equipment 09410007 Continued from previous page Proposed Capital Equipment Budget Summary DR A F T - Risk Management -gas meterd ,, Total ,, - Financial Management CFCC Portal , Total , - Information Technology Catalyst Network Advantage License Upgrade , - Information Technology Centralized Logging for Network Equipment , - Information Technology Accounts Payable Automation Solution , - Information Technology ICS Network Equipment Upgrade ,, - Information Technology Microsoft Teams Direct Routing for Voice , - Information Technology Project Portfolio Management in Service Now , - Information Technology Replacement Laser Engraver Machine , - Information Technology Laserche/RMIS Implementation Project - Phase , - Information Technology Maximo Upgrade to MAS, - Information Technology Pump Station Radio Coverage Project , - Information Technology Key Management System for Physcial Door Needs , - Information Technology Network Access Control Appliance (Cyber Security), - Information Technology SBITA Renewals ,, Total ,, - Resource Protection HACH Autosamplers , Total , - Environmental Laboratory and … Gas-Assisted Accelerated Solvent Extraction/Evaporation …, - Environmental Laboratory and … Automated nitrogen evaporation unit , - Environmental Laboratory and … Blowdown nitrogen evaporation unit , - Environmental Laboratory and … Benchtop centrifuges , - Environmental Laboratory and … Hydrogen generator for sulde gas analysis instruments , - Environmental Laboratory and … Inductively Coupled Plasma/Tandem Mass Spectrometer …, - Environmental Laboratory and … Automated Solid Phase Extraction (SPE) Unit , - Environmental Laboratory and … HACH Autosampler , - Environmental Laboratory and … Analytical Balance , - Environmental Laboratory and … Titrator , - Environmental Laboratory and … Flow Injection Mercury System/Cold Vapor Atomic …, Total , - Design M PLC Racks , Total , Section 8- Page 91 Proposed Capital Equipment Budget Detail Proposed Capital Equipment Budget Detail Division Continued to next page Equipment Type Proposed Capital Equip FY 2024-25 Budget DR A F T Section 8- Page 92 Proposed Capital Equipment Budget Detail Continued from previous page - Fleet Services Portable Pump, Trailer Mounted, -inch, AQMD/CARB …, - Fleet Services Electric Carts (O&M), - Fleet Services Mobile Column Lifts , - Fleet Services Heavy Duty Dump Trailer (Arrow Board), - Fleet Services Speed Trailer, Radar (Road Safety Monitoring), - Fleet Services Forklifts, electric - carry over of funds from previous FY , - Fleet Services Trailer, Heavy Duty, Dump - carry over of funds from …, - Fleet Services Specialty Crane , - Fleet Services Scissor Lift, rough terrain, carry over funds from previous FY , - Fleet Services PHEV SUV's - addition of funds to support increased costs …, - Fleet Services Boom-lift (-ft), carry over of funds from previous FY , - Fleet Services NEW-DIV- TRUCK, LGT P/U , - Fleet Services NEW-DIV TRUCK, LGT SERV BODY (PPO) - ACF …, - Fleet Services NEW-DIV SEDAN/SUV (WG) - LINE , - Fleet Services NEW-DIV TRUCK, LGT SERV BODY (PLT MAINT) - AC…, - Fleet Services NEW-DIV CARGO VAN, MID (RMT_) - LINE , - Fleet Services NEW-DIV CARGO VAN, MID (RMT_) - LINE , - Fleet Services NEW-DIV TRUCK, LGT SERV BODY (STDBY_) ACF …, - Fleet Services NEW-DIV TRUCK, LGT SERV BODY (STDBY) - ACF …, Total ,, - Plant No. Operations Handheld Radios , Total , - Plant No. Maintenance Digital Whiteboards , - Plant No. Maintenance Handheld Radio , - Plant No. Maintenance MCE max AC oine/Online tester , - Plant No. Maintenance ROTALIGN TOUCH WITH COMPLETE BRACKET KITS , - Plant No. Maintenance SDT SONAVU PRO ULTRASOUND IMAGING SYSTEM , - Plant No. Maintenance SpectrOil C optical emission Spectrometer , - Plant No. Maintenance Miller Mig welder with running gear , - Plant No. Maintenance Transformer Turns Ration and Winding Resistance combo …, - Plant No. Maintenance Emergency Capital Critical Spares for plant and collection…,, - Plant No. Maintenance Beamex MC-Ex calibrator , Division Equipment Type Proposed Capital Equip FY 2024-25 Budget Proposed Capital Equipment Budget Detail DR A F T Section 8- Page 93 Proposed Capital Equipment Budget Detail Continued from previous page - Plant No. Maintenance Emerson TREX Field Communicator , - Plant No. Maintenance Flexim Portable External Flowmeter System , - Plant No. Maintenance Portable Network Cable Testing/Analyzer Kit , Total ,, - Plant No. Maintenance Digital Whiteboards , - Plant No. Maintenance Handheld Radios , - Plant No. Maintenance Emergency Capital Critical Spares for plant and collection…,, - Plant No. Maintenance Loadtec KW(KVA) Resistive/Inductive Load Bank , Total ,, Total Proposed Budget ,, Division Equipment Type Proposed Capital Equip FY 2024-25 Budget Proposed Capital Equipment Budget Detail DR A F T Section 8- Page 94 Proposed Capital Equipment Budget FY 2025-26 Department Trucks & Vehicles 09410000 Other Mobile Eq 09410001 Machine Eq & Tools 09410002 Comm Equipment 09410003 Financial Management ---- Contracts, Purch, & Materials Mgmt ---- Information Technology ---- Resource Protection ---- Environmental Laboratory and Ocean…---- Design ---- Collection Facilities O&M --,- Fleet Services -,-- Plant No. Maintenance --,,- Plant No. Maintenance --,,- Total Proposed Capital Equipment -,,,- Continued to next page Proposed Capital Equipment Budget Summary DR A F T Section 8- Page 95 Proposed Capital Equipment Budget FY 2025-26 Division Instr & Test Equpment 09410004 Safety & Trac Eq 09410005 Oce Fix & Eq 09410006 2025-26 Proposed Budget Computer Equipment 09410007 Financial Management ---,, Contracts, Purch, & Materials Mgmt ---,, Information Technology ---,,,, Resource Protection ,---, Environmental Laboratory and Ocean …,,,--,, Design ---,, Collection Facilities O&M ----, Fleet Services ----, Plant No. Maintenance ----,, Plant No. Maintenance ----,, Total Proposed Capital Equipment ,,,-,,,, Continued from previous page Proposed Capital Equipment Budget Summary DR A F T - Financial Management Customer Portal , Total , - Contracts, Purch, & Materials Mgmt OpenGov Procurement Software , Total , - Information Technology Automated records retention process , - Information Technology Maximo Licensing , - Information Technology BOLD Planning Replacement , - Information Technology CCTV & LPR Upgrades (Based on Needs Assessment from …,, - Information Technology SBITA renewals ,, Total ,, - Resource Protection HACH Autosampler , Total , - Environmental Laboratory and Ocea… HACH Autosampler , - Environmental Laboratory and Ocea… Oil and Grease Extractor , - Environmental Laboratory and Ocea… Liquid Chromatograph/Tandem Mass Spectrometer (LC-…, - Environmental Laboratory and Ocea… Ocean Monitoring Program Research Vessel ,, Total ,, - Design ABB Commissioning Systems , Total , - Collection Facilities O&M Emergency Capital Critical Spares for plant and collections …, Total , - Fleet Services Portable Pump, Trailer Mounted, -inch, AQMD/CARB …, - Fleet Services Portable Pump, Trailer Mounted, -inch, AQMD/CARB …, - Fleet Services Electric Cart (O&M), - Fleet Services Generator, kW, Skid Mounted, AQMD/CARB Approved , Total , - Plant No. Maintenance Oil Lubrication Work Center , - Plant No. Maintenance Emergency Capital Critical Spares for plant and collections …,, - Plant No. Maintenance ROTALIGN TOUCH WITH COMPLETE BRACKET KITS , Total ,, - Plant No. Maintenance Emergency Capital Critical Spares for plant and collections …,, Total ,, Total Proposed Budget $ ,, Section 8- Page 96 Proposed Capital Equipment Budget Detail Division Equipment Type Proposed Capital Equip FY 2025-26 Budget Proposed Capital Equipment Budget Detail DR A F T Section 9 - Page 1 Debt Financing Program Certicates of Participation Debt Financing Program A Ten-Year Financial Plan is maintained to establish nancing parameters regarding the issuance of debt, the levying of user charges and the funding level for required reserves in accordance with OC San’s reserve policy. The Financial Plan is revised annually to reect the most current cost and revenue gures resulting from capital program revisions and operating changes. In December 2017, the 2017 Facilities Master Plan was adopted by the Board of Directors. The Master Plan identied a phased 20-year program of capital improvement projects that will allow OC San to maintain reliability and accommodate future growth, as well as meet future regulatory requirements, level of service goals and strategic initiatives. Each project in the master plan was initiated to address the impact of one or more of the main drivers (existing facilities condition, changes in regulations, facilities capacity, redundancy criteria, OC San initiatives and health and safety). Most of the CIP needs for the next 20 years are due to the condition of existing aging facilities requiring rehabilitation and replacement. In conjunction with preparation for the FY 2024-25 Budget, OC San sta has developed and reviewed with the Board of Directors a capital program to deliver the levels of service included in OC San’s Strategic Plan. OC San sta has also validated the active CIP projects currently being executed to ensure that the active project scopes of work and cost estimates were accurate. The validated CIP includes 70 active and future capital projects, ve programs, and capital equipment purchases, with a 10-year expenditure of $3.2 billion. Figure 1 Summary of Certicates of Participation / Revenue Obligations A Series Taxable BABs //$ ,,$ ,,February Current/Future CIP Open Senior Fixed // C Series Taxable BABs //$ ,,$ ,,February Current/Future CIP Open Senior Fixed // A Series Refund Rev Oblig //$ ,,$ ,,February Advance Refunding Open Senior Fixed // A Series Refund Rev Oblig //$ ,,$ ,,February Advance Refunding Open Senior Fixed // A Series Refund Rev Oblig //$ ,,$ ,,February Current Refunding Open Senior Fixed // A Series Refund Rev Oblig //$ ,,$ ,,February Current Refunding Open Senior Fixed // A Series Refund Rev Oblig //$ ,,$ ,,February Current Refunding Open Senior Fixed // Series Name Issue Name Issue Date Original Par Outstanding Par Payment Date Use of Proceeds Lien or Tier Interest Rate Mode Final Maturity Date DR A F T 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. Accordingly, OC San is not subject to the usual State restrictions surrounding the issuance of debt. COPs can be issued with xed or variable interest rates. Proceeds from the Series 2010A and 2010C debt issuances were used for current or future CIP projects. The proceeds of the remaining outstanding debt issuances were used to refund prior debt issuances. As of July 1, 2024, the total outstanding COP indebtedness is $606.1 million. Dedicated Funding Source In 1992 and 2004 the Board of Directors formalized the dedication of certain funding sources. To assure the continuation of favorable credit ratings, revenues were dedicated to debt service in the following order: Section 9 - Page 2 OC San embarked upon its Debt Financing and Management Program, and specically its Variable and Fixed Rate Debt Program (the "Program"), in 1990 with the issuance of $100 million in Certicates of Participation ("COP"), Capital Improvement Program, 1990 Series "A." The Program was established to: 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. Establishment of Debt Policy In 2001, OC San developed a written debt policy for the following underlying reasons: Ad valorem property taxes1. Sanitary sewer service charges2. Other Revenues 3. Finance assets with long useful lives with long-term debt; Achieve the lowest possible interest costs and highest investment returns, commensurate with the appropriate risk; Recoup reserve moneys that had previously been spent This board adopted policy serves as the agency's guide in the management of existing debt and in the issuance of future debt. Committing to long-term nancial planning; Promoting credit quality to rating agencies; Rationalizing the decision making process; Enhancing the quality of decisions; and Promoting consistency and continuity Debt Coverage Ratios OC San has no legal debt limits as imposed by state legislation. The only legal debt limits pertaining OC San are those that are provided within the existing COP indenture agreements requiring 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 proposed at 4.64 and 5.22 for FY 2024-25 and FY 2025-26, respectively. Build America Bonds Financing OC San issued the $80.0 million Wastewater Revenue Obligation, Series 2010A in May 2010 and the $157.0 million Wastewater Revenue Obligations, Series 2010C in December 2010 as “Build America Bonds” (BABs) xed rate debt. The American Recovery and Reinvestment Act of 2009 created a new nancing 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, specically 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 have been reduced annually from a high of 8.7 percent for the federal scal year ended September 30, 2013 to a low of 5.7 percent for the federal scal year ended September 30, 2030. Future Financings As a result of having a prudent reserve policy, experienced management and prudent planning, OC San has been able to secure “AAA” credit ratings from Fitch Ratings, Moody’s Investors Service and S&P Global Ratings. OC San’s long-range nancing plan is designed to maintain these high ratings. Over the next 10 years, OC San is projecting an additional $3.2 billion in future treatment plant and collection system capital replacement, refurbishment and rehabilitation improvements. In accordance with OC San’s long-term debt scal policy, OC San will conne long-term borrowing to capital improvements that cannot be nanced from current revenue. Before any new debt is issued, the impact of debt service payments on total annual xed costs will be analyzed. OC San’s cash ow forecast does not require any new money debt issuances over the next ten years as all capital improvements planned over this time period primarily consist of replacement, refurbishment and rehabilitation of existing projects which are to be funded through existing reserves and current sewer charges. Debt Financing Program DR A F T Section 9 - Page 3 Debt Financing Program Aggregate Debt Service Structures $ A m o u n t i n M i l l i o n s Existing Fixed Rate 202 4 - 2 5 202 5 - 2 6 202 6 - 2 7 202 7 - 2 8 202 8 - 2 9 202 9 - 3 0 203 0 - 3 1 203 1 - 3 2 203 2 - 3 3 203 3 - 3 4 203 4 - 3 5 203 5 - 3 6 203 6 - 3 7 203 7 - 3 8 203 8 - 3 9 0 20 40 60 80 Figure 2 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 New COP Issues CIP Outlays ---------- $ .$ .$ .$ .$ .$ .$ .$ .$ .$ . Schedule of Future Certicates of Participation Issues and CIP Cash Flows (in millions) DR A F T Section 9 - Page 4 2010A Build America Bonds Acq./Const. 2010C Build America Bonds Acq./Const. 2016A Refunding (Partial 2009A) 2017A Refunding (Remain 2007A) 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Totals $ ,,$ ,$ ,,$ ,, ,,,,,,, ,,,,,,, ,,,,,,, ,,,,,,, ,,,,,,, ,,,,,,- ,,,,,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,--- $ ,,$ ,,$ ,,$ ,, Continued on next page Total Certicates of Participation / Revenue Obligations Debt Service Requirements Principal and Interest Combined Fiscal Year of Payments Debt Financing Program DR A F T Section 9 - Page 5 2021A Refunding (Partial 2011A and 2018A) 2022A Refunding (2012A and Partial 2012B) 2024A Refunding (2014A and 2015A)Total Payments 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Totals $ ,,$ ,,$ ,,$ ,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,-,,,, ,,-,,,, ,,-,,,, --,,,, ---,, ---,, ---,, $ ,,$ ,,$ ,,$ ,, Continued from previous page Total Certicates of Participation / Revenue Obligations Debt Service Requirements Principal and Interest Combined Fiscal Year of Payments Debt Financing Program DR A F T Section 9 - Page 6 2010A Build America Bonds Acq./Const. 2010C Build America Bonds Acq./Const. 2016A Refunding (Partial 2009A) 2017A Refunding (Remain 2007A) 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Totals $ ,,$ ,$ ,,$ ,, ,,,,,,, ,,,,,,, ,,,,,,, ,,,,,,, ,,,,,, ,,,,,- ,,,,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,- ,-,- ,--- $ ,,$ ,,$ ,,$ ,, Continued on next page Total Certicates of Participation / Revenue Obligations Debt Service Requirements Annual Interest Payments Fiscal Year of Payments Debt Financing Program DR A F T Section 9 - Page 7 2021A Refunding (Partial 2011A and 2018A) 2022A Refunding (2012A and Partial 2012B) 2024A Refunding (2014A and 2015A)Total Payments 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Totals $ ,,$ ,,$ ,,$ ,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,,,,,,, ,,-,,,, ,-,,,, ,-,,,, --,,, ---,, ---,, ---, $ ,,$ ,,$ ,,$ ,, Continued from previous page Total Certicates of Participation / Revenue Obligations Debt Service Requirements Annual Interest Payments Fiscal Year of Payments Debt Financing Program DR A F T Section 9 - Page 8 2010A Build America Bonds Acq./Const. 2010C Build America Bonds Acq./Const. 2016A Refunding (Partial 2009A) 2017A Refunding (Remain 2007A) 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Totals --$ ,,- --,,- --,,,, --,,,, --,,,, --,,,, -,,,,- -,,,,- --,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,-,,- ,,--- $ ,,$ ,,$ ,,$ ,, Continued on next page Total Certicates of Participation / Revenue Obligations Debt Service Requirements Annual Prinicipal Payments Fiscal Year of Payments Debt Financing Program DR A F T Section 9 - Page 9 2021A Refunding (Partial 2011A and 2018A) 2022A Refunding (2012A and Partial 2012B) 2024A Refunding (2014A and 2015A)Total Payments 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Totals $ ,,-$ ,,$ ,, ,,-,,,, ,,-,,,, ,,-,,,, ,,-,,,, ,,-,,,, ,,,,,,,, ,,,,-,, ,,,,-,, ,,-,,,, ,,-,,,, ,,-,,,, --,,,, ---,, ---,, ---,, $ ,,$ ,,$ ,,$ ,, Continued from previous page Total Certicates of Participation / Revenue Obligations Debt Service Requirements Annual Principal Payments Fiscal Year of Payments Debt Financing Program DR A F T Stang Allocation Section 10 - Page 1 Stang by Department Total 663.50 FTE General ManagerGeneral Manager: 4.00: 4.00 General Manager: 4.00 Administrative ServicesAdministrative Services: 109.00: 109.00 Administrative Services: 109.00 CommunicationsCommunications: 16.00: 16.00 Communications: 16.00 Human ResourcesHuman Resources: 28.00: 28.00 Human Resources: 28.00 Environmental ServicesEnvironmental Services: 97.50: 97.50 Environmental Services: 97.50 EngineeringEngineering: 124.00: 124.00 Engineering: 124.00 Operations & MaintenanceOperations & Maintenance: 285.00: 285.00 Operations & Maintenance: 285.00 Stang by Category Supervisory (SPMT)Supervisory (SPMT): 10.7%: 10.7%Supervisory (SPMT): 10.7% Tech Services (OCEA)Tech Services (OCEA): 4.7%: 4.7%Tech Services (OCEA): 4.7% Admin/Clerical (OCEA)Admin/Clerical (OCEA): 7.3%: 7.3%Admin/Clerical (OCEA): 7.3% Management (Unrepresented)Management (Unrepresented): 2.4%: 2.4%Management (Unrepresented): 2.4% Engineering (OCEA)Engineering (OCEA): 3.8%: 3.8%Engineering (OCEA): 3.8% Executive ManagementExecutive Management: 1.2%: 1.2%Executive Management: 1.2% Operations & Maintenance (501)Operations & Maintenance (501): 32.1%: 32.1%Operations & Maintenance (501): 32.1% Part time (Unrepresented)Part time (Unrepresented): 0.0%: 0.0%Part time (Unrepresented): 0.0% Professionals (SPMT)Professionals (SPMT): 38.0%: 38.0%Professionals (SPMT): 38.0% DR A F T Historical Stang Detail Section 10 - Page 2 Historical Stang By Department FT E General Manager Administrative Services Communications Human Resources Environmental Services Engineering Operations & Maintenance 2021-22 2022-23 2023-24 2024-25 2025-26 0 100 200 300 400 FT E 639639639 647647647 655655655 663.5663.5663.5 663.5663.5663.5 2021-22 2022-23 2023-24 2024-25 2025-26 600 620 640 660 680 Total Historical Stang DR A F T Stang Allocation Section 10 - Page 3 ..... ..... ..... ..... ..... ..... ..... .. ..... ..... ..... .. ..... ..... ..... ..... ..... ..... .. ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... General Manager's Oce General Manager Administration Department Subtotal Administrative Services Department Administrative Services Administration Financial Management Contracts, Purchasing and Materials Management Information Technology Department Subtotal Communications Department Communications Administration Board Services Public Aairs Department Subtotal Human Resources Department Human Resources Administration Human Resources Risk Management/Safety/Security Department Subtotal Environmental Services Department Environmental Services Administration Resource Protection Environmental Laboratory and Ocean Monitoring Environmental Compliance Department Subtotal Engineering Department Engineering Administration Planning Project Management Oce Design Construction Management Department Subtotal Operations and Maintenance Department 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 Department Subtotal Grand Total - All Departments Department and Division Name Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 DR A F T Historical Stang Detail Section 10 - Page 4 ..... -.... ...-- --... ..... ..... ..... ..--- --... ---.. ---.. ---.. ...-- ..... ..--- --... ..... ..--- ..... ..... ..... ..... ..... ..... --... ..--- ---.. ..... General Manager Assistant General Manager Administration Manager Principal Sta Analyst Secretary to the General Manager 110 - General Management Admin 100 - General Manager Assistant General Manager Director of Finance Maintenance Manager Principal Sta Analyst Senior Accountant Administrative Assistant 210 - Administrative Services Admin Controller Finance & Procurement Manager Accounting Supervisor Principal Project Controls Analyst Principal Accountant Principal Sta Analyst Senior Accountant Senior Sta Analyst Accountant Payroll Technician Accounting Technician Accounting Assistant II Administrative Assistant 220 - Financial Management Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 DR A F T Section 10 - Page 5 ..-.. ..... ..... --... ..... ..... ..--- ..... ..... ..--- ..... --... ..--- ..--- --... ..--- --... ..--- --... -.... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..--- --... ..... ..... ---.. ---.. Purchasing & Contracts Manager Contracts Supervisor Purchasing Supervisor Materials Mgmt Supervisor Principal Contracts Administrator Senior Contracts Administrator Principal Buyer Contracts Administrator Senior Buyer Senior Sta Analyst Buyer Contract/Purchasing Technician Contracts/Purchasing Assistant Lead Storekeeper Lead Materials Management Clerk Senior Storekeeper Materials Management Clerk Storekeeper Materials Management Technician Oce Assistant 230 - Contracts, Purch, & Materials Mgmt Information Technology Manager Information Technology Supervisor Principal Information Technology Analyst Senior Information Technology Analyst Information Technology Analyst III Information Technology Analyst II Data Management Technician II Data Management Technician I Sta Analyst Administrative Assistant Information Technology Technician II Information Technology Technician 250 - Information Technology 200 - Administrative Services Director of Communications 310 - Communications Administration Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 6 ..... ..... ..--- --... ..... ..... ..... --... ..... ..... ..... ..... ..... ..... ..... ---.. ---.. ...-- ..--- --... ..... ..... ..... ..... --... ..--- --... ..... --... ..--- --... ..... ..--- --... ..--- --... ..--- --... ..--- --... ..--- ..... ..... Clerk of the Board Assistant Clerk of the Board Data Management Technician I Records Management Technician Program Assistant Oce Assistant 320 - Board Services Public Aairs Supervisor Principal Public Aairs Specialist Senior Public Aairs Specialist Public Aairs Specialist Graphics Designer Administrative Assistant 340 - Public Aairs 300 - Communications Director of Human Resources 510 - Human Resources Administration Director of Human Resources Human Resources and Risk Manager Human Resources Manager Human Resources Supervisor Principal Human Resources Analyst Senior Human Resources Analyst Human Resources Analyst Human Resources Technician II Human Resources Assistant Human Resources Technician I 520 - Human Resources Safety and Health Manager Safety & Health Supervisor Principal Safety & Health Specialist Security & Emergency Planning Specialist Senior Construction Inspector Safety Inspector Senior Safety & Health Representative Sr. Safety and Health Spclst Safety & Health Specialist Safety and Health Specialist Safety & Health Representative Human Resources Technician II Administrative Assistant 530 - Risk Management 500 - Human Resources Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 7 ..... --.-- -.--- ...-- ...-- ...-- ...-- ..--- --... ..... -.... .---- ..... -.... .---- ..... ..... ..... --... ..... ..... ..... ..... ..... ...-- ..... ..... ..... ..... Director of Environmental Services Environmental Protection Manager Environmental Supervisor Senior Regulatory Specialist Regulatory Specialist Principal Environmental Specialist Senior Environmental Specialist Executive Assistant Administrative Assistant 610 - Environmental Services Administration Environmental Protection Manager Engineering Manager Engineering Supervisor Environmental Supervisor Source Control Supervisor Senior Engineer Engineer Associate Engineer Senior Regulatory Specialist Principal Environmental Specialist Lead Source Control Inspector Senior Environmental Specialist Source Control Inspector II Source Control Inspector I Administrative Assistant Environmental Technician Program Assistant Oce Assistant 620 - Resource Protection Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 8 --... ..--- ..... -.... .---- ..... ..... ..... ..... ..... --... ..... ..... ..... ---.. ---.. ---.. ---.. ---.. ---.. ..... ..... ..... .---- ..--- ..--- ..... ..... ..... ..... ..... ..... ..... ..--- --... ..... Environmental Protection Manager Environmental Lab & Ocean Monitoring Manager Environmental Supervisor Senior Scientist Regulatory Specialist Scientist Principal Environmental Specialist Senior Environmental Specialist Environmental Specialist Boat Captain Assistant Boat Captain Administrative Assistant Environmental Technician 630 - Environmental Laboratory and Ocean Monito… Environ Protection Manager Pr Environmental Specialist Senior Regulatory Specialist Sr Environmental Specialist Regulatory Specialist 650 - Environmental Compliance 600 - Environmental Services Director of Engineering Principal Sta Analyst Executive Assistant Sta Analyst Administrative Assistant 710 - Engineering Admin Engineering Manager Engineering Supervisor Senior Engineer Engineer Principal Sta Analyst Associate Engineer Engineering Associate Assistant Engineer 740 - Planning Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 9 ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... --... ..... ..... ..... ..... ..... ..... ..... --... ..... --... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... --... ..... ..... ..--- --... ..... ..... ..... Engineering Manager Engineering Supervisor CIP Project Manager Senior Engineer Engineer Associate Engineer Engineering Associate Administrative Assistant 750 - Project Management Engineering Manager Engineering Supervisor Information Technology Supervisor Senior Engineer Principal Information Technology Analyst Engineer Senior Information Technology Analyst Associate Engineer Information Technology Analyst III Information Technology Analyst II Sta Analyst Administrative Assistant Assistant Engineer 760 - Design Engineering Manager Engineering Supervisor Construction Inspection Supervisor Senior Engineer Engineer Senior Cost Estimator Senior Planner/Scheduler Associate Engineer Planner/Scheduler Cost Estimator Senior Construction Inspector Construction Inspector Engineering Assistant II Engineering Technician Administrative Assistant 770 - Construction Management 700 - Engineering Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 10 .---- ..... ..--- .---- ..... ..... ..... ..--- .---- -.--- ..--- -.--- ..... ..... ..... ..... ---.. ..... ..... --... ...-- ..... ..... ..... ..... ..... ..... ..... Assistant General Manager Director of Operations & Maintenance Senior Sta Analyst Sta Analyst 810 - O & M Administration Maintenance Manager Maintenance Supervisor Engineering Supervisor Senior Engineer Principal Sta Analyst Associate Engineer Maintenance Specialist Principal Environmental Specialist Senior Environmental Specialist Lead Mechanic Senior Mechanic Environmental Specialist Administrative Assistant Mechanic Maintenance Worker Environmental Technician 820 - Collection Facilities O&M Maintenance Supervisor Lead Mechanic Automotive/ Heavy Equipment Technician Mobile Crane Operator Program Assistant 822 - Fleet Services Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 11 ..... ..... ..... ..... ..... .---- ..... .---- ..... .---- ..... ..... ..... ..... --... ..... ..... ..... ..... .---- .---- ..... ..... ..... ..... Operations Manager Chief Plant Operator Operations Supervisor Senior Engineer Engineer Principal Sta Analyst Associate Engineer Lead Power Plant Operator Lead Plant Operator Power Plant Operator II Senior Plant Operator Sta Analyst Administrative Assistant Plant Operator Program Assistant 830 - Plant No. 1 Operations Chief Plant Operator Operations Supervisor Lead Plant Operator Lead Power Plant Operator Power Plant Operator II Senior Plant Operator Administrative Assistant Plant Operator 840 - Plant No. 2 Operations Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 12 -.... .---- ..... ..... ..--- ..... ..... ..... ..... -.... ..... ..... ..... ..... -.... ..... --... ..... ..... ..... ..... ..--- ...-- ..--- ..--- --... ..... ..... Maintenance Manager Engineering Manager Maintenance Superintendent Maintenance Supervisor Engineer Associate Engineer Maintenance Specialist Lead Instrumentation Technician Lead Electrical Technician Lead Power Plant Operator Reliability Maintenance Technician Instrumentation Technician II Electrical Technician II Lead Mechanic Power Plant Operator II Machinist Senior Sta Analyst Administrative Assistant Senior Mechanic Welder/Fabricator Lead Facilities Worker Instrumentation Technician I Electrical Technician I Facilities Worker/Painter Facilities Worker/Builder Facilities Worker Mechanic 870 - Plant No. 1 Maintenance Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 13 ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ...-- ...-- ..--- ..--- --... ..... .-... ..... ..... ..... Maintenance Superintendent Maintenance Supervisor Lead Instrumentation Technician Lead Electrical Technician Instrumentation Technician II Electrical Technician II Lead Mechanic Senior Mechanic Administrative Assistant Lead Facilities Worker Instrumentation Technician I Electrical Technician I Facilities Worker/Painter Facilities Worker/Builder Facilities Worker Mechanic Maintenance Worker 880 - Plant No. 2 Maintenance 800 - Operations & Maintenance Orange County Sanitation District Division & Position Authorized FTEs 2023-24 Proposed FTEs 2025-26 Proposed FTEs 2024-25 Authorized FTEs 2022-23 Authorized FTEs 2021-22 Historical Stang Detail DR A F T Section 10 - Page 14 Appropriations Limit 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 dierent 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 FY 1978-79 in each agency, modied for changes in ination 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 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 FY 2024-25 are the weighted average change in city population and the change in state per capita personal income. The annual adjustment factors for ination 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 nonresidential 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 FY 1986-87 limit for most agencies and each year in between in order to calculate the FY 1990-91 limit. The actual limits for the intervening years, however, are not aected. Expenditures for “qualied 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 scal 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 nancial audit. The following table shows the annual appropriations limit for each of the last two scal years and for FY 2024-25. The increase in the limit is based upon population changes ranging from negative 0.97 percent to positive 0.53 percent for representative cities within the Orange County Sanitation District’s service area and a per capita personal income change of 7.55 percent, as provided by the State Department of Finance. Annual Appropriation Limits: 2022-23 2023-24 2024-25 $132,833,623 $137,371,868 $142,444,371 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 signicant 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. DR A F T Budget Glossary Accounting System: The set of records and procedures which are used to record, classify, and report information on the nancial status and operations of an entity. Accrual Basis Accounting: Under this accounting method, transactions are recognized when they occur, regardless of the timing of related cash receipts and disbursements. Administrative and Clerical: An employee group that provides administrative and clerical support. Ad Valorem Taxes: OC San’s allocated share of the property taxes assessed by the County representing a 2% annual increase in assessed values of property taxes. Annual Comprehensive Financial Report (ACFR): The ocial nancial report of a government. It includes an audit opinion as well as basic nancial statements and supporting schedules necessary to demonstrate compliance with legal and contractual requirements of OC San. Annual Budget: A budget applicable to a single scal year. Appropriation Ordinance: The ocial legal document approved by OC San’s Board of Directors authorizing ocials to obligate and expend resources. Appropriation: An authorization made by OC San’s Board of Directors which permits ocials to incur obligations against and to make expenditures of governmental resources. Operating appropriations are typically granted for a one-year period. AQMD: Air Quality Management District. See also SCAQMD. Assessed Valuation: The estimated value of real and personal property used by the Orange County Assessor as the basis for levying property taxes. Balanced Budget: A budget in which the sum of estimated net revenues and appropriated fund balances is equal to appropriations. Biennial Budget: A budget applicable to two individual scal years. Biosolids: Treated sewage sludge that meets the USEPA pollutant and pathogen requirements for land application as an agricultural soil conditioner or surface disposal. Budget Document: The ocial nancial spending and resource plan submitted by the General Manager, adopted by the Board of Directors, and made available to the public and other interested parties. Budget Message: A written explanation by the General Manager of the proposed budget. The budget message explains principal budget and policy issues and presents an overview of the General Manager’s budget recommendations. Budget Calendar: The schedule of key dates which OC San follows in preparing and adopting the budget. Capital Facilities Capacity Charge (CFCC): A one-time, nondiscriminatory 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 is to pay for District facilities in existence at the time the charge is imposed, or to pay for new facilities to be constructed in the future, that are of benet to the property being charged. This charge does not apply to temporary facilities. Capital Improvement Program (CIP): A plan over a period of ve years setting forth each capital project, the amount to be expended in each year, and the method of nancing capital expenditures. Capital Outlay: Cash outlays which result in the acquisition of or additions to capital assets. Examples include land, buildings, machinery, equipment, and other improvements. Capital Assets: Assets of signicant value which have a useful life of several years. Examples are land, buildings, other improvements, machinery, and equipment. Cash Basis Accounting: A basis of accounting under which transactions are recognized only when cash is received or disbursed. CCTV: Closed-circuit television (CCTV), also known as video surveillance, is technology often used by the OC SAN to inspect and document the condition of underground sewer lines. CEQA: California Environmental Quality Act, is a statute that requires state and local agencies to identify the signicant environmental impacts of their actions and to avoid or mitigate those impacts, if feasible. Certicates of Participation (COPs): A type of debt nancing in which certicates are issued which represent an investor’s participation in the stream of lease payments paid by the issuer. COPs are secured by the lease payments. Voter approval is not required prior to issuance. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contingent Liabilities: Items which may become liabilities of OC San but are undetermined at a given date, such as pending law suits, unsettled disputed claims, unlled purchase orders, and uncompleted contracts. Section 10 - Page 15 Budget Glossary DR A F T Budget Glossary Contractual Services: Personal services provided to OC San from the private sector or other public agencies. CRWQCB: California Regional Water Quality Control Board. Debt Service: Payment of interest and repayment of principal to holders of OC San’s debt instruments. Decision Package: A standardized format whereby departments may request budgetary consideration for new programs, positions, capital equipment, and position reclassication. Decit: The excess of an entity’s liabilities over its assets. Engineers: A professional engineers/employee group. Enterprise Fund: In governmental accounting, a fund that provides goods or services to the public for a fee that makes the entity self- supporting. Executive Manager: The group of employees which head each department. Expenditures / Expenses: Where accounts are kept on the accrual basis of accounting, expenses are recognized when goods are received or services rendered. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments are made. FEMA: Federal Emergency Management Agency. This agency provides federal grant monies for disaster relief. Fiscal Year (FY): A 12-month period to which the annual operating budget applies and at the end of which a government determines its nancial position and results of its operations. OC San’s scal year runs from July 1 - June 30. Five-Year Financial Forecast: Estimates of future revenues and expenditures to help predict the future nancial condition of the community. FLSA: The Fair Labor Standards Act sets minimum wage, overtime pay, equal pay, and Child Labor Standards to private and public sector employees. Enforcement of the FLSA is assigned to the Department of Labor (DOL), Wage and Hour Division. Fats, Oils, & Grease (FOG) Control Program: Educational and regulatory eorts designed to achieve reductions in the quantity of fats, oils and grease that is found in the wastewater that is discharged into OC San’s sewerage system. Full-Time Equivalents (FTE): The amount of time a regular, full-time employee normally works in a year. For example, a full-time employee (1 FTE) is budgeted to work 2,080 hours per year, while a .5 FTE is budgeted to work 1,040 hours per year. Fund: An independent scal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities. Fund Accounting: System used by nonprot organizations, particularly governments. Since there is no prot motive, accountability is measured instead of protability. The main purpose is stewardship of nancial resources received and expended in compliance with legal requirements. Fund Equity: The excess of an entity’s assets over liabilities. General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are pledged for payment. Ad valorem property taxes are pledged to pay the bonds. A two-thirds voter approval is required prior to bond issuance. Generally Accepted Accounting Principles (GAAP): Uniform standards for nancial accounting and reporting. They govern the form and content of the basic nancial statements of an entity. Government Finance Ocers Association (GFOA): A nonprot, professional association, serving over 18,000 government nance professionals through the United States and Canada. GFOA’s Best Practices and Advisories: A listing of the Accounting, Auditing, and Financial Reporting, Treasury and Investment Management, Budgeting and Fiscal Policy, Debt Management, Retirement and Benets Administration, and Economic Development and Capital Planning practices identied as contributing to improved government management by the Government Finance Ocers Association of the United States and Canada. GFOA’s Distinguished Budget Presentation Award Program: The only national awards program in governmental budgeting. It represents a signicant accomplishment in meeting the highest principles of governmental budgeting and satisfying nationally recognized guidelines for eective budget presentation. Groundwater Replenishment System (GWRS): A joint project by the Orange County Water District (OCWD) and OC San, the GWRS reclaims up to 100 million gallons a day of OC San’s secondary euent. GWRS is the world's largest water purication system for indirect potable reuse. The system takes highly treated wastewater that would have previously been discharged into the Pacic Ocean and puries it using a three-step advanced treatment process consisting of microltration, reverse osmosis and ultraviolet light with hydrogen peroxide. The process produces high- quality water that meets or exceeds all state and federal drinking water standards. Section 10 - Page 16 DR A F T Improvements: Buildings, structures, or attachments to land such as sidewalks, trees, drives, tunnels, drains and sewers. Interest: Revenue derived from the investment of idle cash and/or reserves. Intergovernmental Services: Purchases from other governments of those specialized services typically performed by local governments. Intergovernmental Revenue: Revenue received from other governmental agencies and municipalities. IRWD: Irvine Ranch Water District is a California Special District formed in 1961 and incorporated under the California water code. IRWD provides potable water, sewer service and reclaimed (or recycled) water to its customers in Irvine and portions of Costa Mesa, Lake Forest, Newport Beach, Orange, Tustin and unincorporated areas of Orange County. Levy: (Verb) To impose taxes, special assessments, or service charges for the support of governmental activities. (Noun) The total amount of taxes, special assessments, or service charges imposed by a government levying property taxes. Long-Term Debt or Long-Term Liabilities: Debt borrowed from a source outside OC San with a maturity of more than one year after the date of issuance. Maintenance Employees: An employee group of OC San. Manager Employees: The group of employees who assume management responsibilities for operating divisions. MGD: Million Gallons per Day is a measurement of water or wastewater ow. NPDES (National Pollution Discharge Elimination System): Permit system established by the U.S. Environmental Protection Agency to regulate discharge of treated sewage, storm water, and urban runo. Object: An expenditure classication which refers to the type of item purchased or the service obtained. Examples include personnel, supplies, or contract services. OC San University (OC San U): The OC San University (OC San U) is a voluntary employee development program designed to help OC San meet evolving organizational needs. Employees can participate in various learning opportunities including mentoring, a leadership academy, online learning, and monthly presentations on topics pertinent to employees and OC San. Section 10 - Page 17 OCWD: The Orange County Water District (OCWD) is a California special district that manages the groundwater basin beneath central and northern Orange County, California. OES: State Oce of Emergency Services. This agency provides state grant monies for disaster relief. Operating Engineers: An employee group of OC San. Operating Budget: The operating budget is the primary means by which most of the nancing of acquisition, spending, and service delivery activities of a government are controlled. Other Revenues: Revenues from sources, other than those specically identied, that are immaterial in amount and do not justify reporting as separate line items. Other Charges: Expenditures that do not t in other categories, are immaterial in amount, and do not justify reporting as separate line items. Performance Measure: Represents the objectives of each department along with a target date for achieving the objective. Performance Results: A summary of major accomplishments and objectives that were met during the scal year. Permits: Revenues earned by the issuance of permits levied in accordance with the benets conferred by the permit. Personnel: Salaries and benets paid to OC San’s employees. Included are items such as special duty pay, insurance, and retirement. Personnel Benets: Those benets paid by OC San as conditions of employment. Examples include insurance and retirement benets. Professional Employees: An employee group consisting of technical experts, analysts, and planners. Program: Organizational units directed to attain specic purposes or objectives. Reserve: A term used to indicate that a portion of fund equity is restricted for a specic purpose. Resources: Total dollars available for appropriations including estimated revenues and beginning fund equity. Budget Glossary DR A F T Budget Glossary Revenue Bonds: Bonds issued pledging future revenues such as sewer charges to cover debt payments. A majority voter approval is required prior to bond issuance. Revenue Estimate: A formal estimate of how much revenue will be earned from a specic revenue source for some future period, typically a scal year. Revenue: Income received by OC San to support wastewater treatment services. This income may be in the form of property taxes, fees, user charges, grants, and interest. Risk Register: The Risk Register is a compilation of the various risks facing OC San, as seen by OC San’s management team. Service Charges: Charges for specic services rendered. Service Description: A description of the services or functions provided by each department or division. Supervisory Control And Data Acquisition (SCADA): A system for remote monitoring and control that operates with coded signals over communication channels. SCAQMD: The South Coast Air Quality Management District, also using the acronym SCAQMD, formed in 1976, is the air pollution agency responsible for regulating stationary sources of air pollution in the South Coast Air Basin, in Southern California. Secondary Treatment: A treatment process for wastewater (or sewage) to achieve a certain degree of euent quality by using a sewage treatment plant with physical phase separation to remove settleable solids and a biological process to remove dissolved and suspended organic compounds. Signicant Changes: This section provides an overview of the changes adopted in the budget. Additionally, the signicant impacts of budgetary changes are outlined (Budget Impact) along with dollar amounts (Increase/ Decrease). Strategic Goals: Organization-wide goals that demonstrate OC San’s long-term commitment to excellence and that establish the framework necessary to maintain OC San’s high level of service standards. Strategic Plan: A planning eort to dene OC San’s goals, responsibilities, and requirements over a specied future period. Key factors used in the planning eort include estimates for population growth, new construction, the volume of wastewater delivered to the plants, and viable water conservation and reclamation programs. Supervisory Employees: An employee group whose members have responsibility for directing the work of line employees. Supplemental Appropriation: An appropriation approved by the Directors after the initial budget is adopted. Supplies: An expenditure classication for articles and commodities purchased for consumption or resale. Examples include oce and operating supplies, fuel, power, water, gas inventory, or small tools and equipment. SWRCB: The California State Water Resources Control Board (SWRCB) is one of six branches of the California Environmental Protection Agency. Taxes: Compulsory charges levied by a government for the purpose of nancing services performed for the common benet. Technical Services: Support services to OC San’s wastewater management program through environmental sampling, analysis and research, source control of industrial users, administration of compliance programs to meet federal, state and local environmental standards; provides leadership and inuence in the development and implementation of environmental policies, laws, and regulations. Section 10 - Page 18 DR A F T 150 MGD Miscellaneous Statistics Section 10 - Page 19 General Information Treatment Information Year of Formation ............................................................................ Form of Government ............................... Authority ............................................................. ........................................................... Service Area ..................................................................... Service Population .............................................................. 2023-24 Assessed Value .................................................. 1948 County Sanitation District Section 4700 et. seq California Health & Safety Code 479 sq. miles 2.6 million 584 billion Miles of Sewers .................................................................. On-Plant Pump Station .......................……………………………………. O-Plant Pump Stations ................................................................ Operating Authority ......................... …………………………………………………..................................… …………………..............................…......... Authorized Sta (Full-Time Equivalent) ............................. 388 miles 2 15 RWQCB/NPDES Permit No. CA0110604 WDR Order No. 2006-0003 663.50 Daily Inuent Flow to Total Primary Capacity Comparison (in MGD)FY22-23 Inuent BOD: Plant No. 1 .............................................. 293 milligrams per liter Plant No. 2 .............................................. 221 milligrams per liter FY22-23 Inuent Suspended Solids: Plant No. 1 .............................................. 292 milligrams per liter Plant No. 2 ............................................ 288 milligrams per liter FY22-23 Euent BOD .................................. 21 milligrams per liter FY22-23 Euent Suspended Solids .......... 7 milligrams per liter FY22-23 Biosolids Produced & Reused .......... 191,098 wet tons Secondary Treatment Capacity: Plant No. 1 ........................................................................... Plant No. 2 ...................................................................... TOTAL .............................................................. 168 MGD Primary Treatment Capacity (includes standby): Plant No. 1 ................................................................ Plant No. 2 ................................................................. 208 MGD TOTAL .....................................................376 MGD TOTAL ..................................................... 2023-24 Estimated Average Daily Inuent: Plant No. 1 ........................................................................... Plant No. 2 ........................................................................... 192 MGD 124 MGD 68 MGD 2023-24 Estimated Electricity Generated: Plant No. 1 ............................................................... Plant No. 2 .............................................................. TOTAL .................................................. 42,406,393 kwh 54,689,452 kwh 97,095,845 kwh 124124124 686868 192192192208208208168168168 376376376 2023-24 Estimated Influent Primary Treatment Capacity (includes standby) Plant 1 Plant 2 Total 0 250 500 Legend: MGD – million gallons per day kWh – kilowatts per hour 168 MGD 318 MGD DR A F T $ ,.$ ,.$ ,.$ ,. $ .$ .$ .$ . $ .$ .$ .$ . .%.%.%.% $ ,.$ ,.$ ,.$ ,. One-Time 3-Bedroom Residence Connection Average Annual Single-Family Residence Fee Local SRF Fee OC San's Avg. Share of Ad Valorem Property Tax Cost to Collect, Treat, & Dispose of One Million Gallons Miscellaneous Statistics Section 10 - Page 20 Financial Information Fees and Charges:2022-23 Actual 2023-24 Projected 2024-25 Proposed 2025-26 Proposed Summary of COP Issues: A Series ,, C Series ,, A Series ,, A Series ,, A Series ,, A Series ,, A Series ,, Total Outstanding COP Balance $ ,, Series Outstanding Par DR A F T Section 10 - Page 20 Anaheim Brea Buena Park Costa Mesa Cypress Fountain Valley Fullerton Garden Grove Huntington Beach Irvine La Habra La Palma Los Alamitos Newport Beach Orange Placentia Santa Ana Seal Beach Stanton Tustin Villa Park Westminster Yorba Linda 340,160 47,725 82,689 109,423 49,345 56,333 140,311 171,024 192,503 314,550 60,901 15,071 11,947 82,419 138,621 52,226 310,797 24,350 40,297 78,844 5,705 89,490 66,087 2,480,818 Population as of January 1, 2024 ORANGE COUNTY SANITATION DISTRICT Estimated Population Served by the Orange County Sanitation District Miscellaneous Statistics Subtotal Cities (1) 70,692 2,551,510 Estimated Population Served in Unincorporated Areas(2) Data Source: (1) Demographic Research Unit, State of California Department of Finance. (2) Center for Demographic Research, California State University, Fullerton. DR A F T Accounting System and Budgetary Control .................................................................................................................................................... Administrative Ocials ........................................................................................................................................................................................................................... Administrative Services Administration ........................................................................................................................................................ Appropriations Limit .............................................................................................................................................................................................. Background Information and Description of Services .................................................................................................................................. Board Committees .................................................................................................................................................................................................................................. Board of Directors ................................................................................................................................................................................................................................... Board Services ................................................................................................................................................................................................ Budget Assumptions ....................................................................................................................................................................................... Budget Glossary .............................................................................................................................................................................................. Budget Resources ................................................................................................................................................................................................ Business Plan .................................................................................................................................................................................................... Capital Equipment Budget Detail ........................................................................................................................................................ Capital Equipment Budget Summary ........................................................................................................................................... Capital Improvement Expenditure Graphs ................................................................................................................................................... Capital Improvement Program - Budget Summary .................................................................................................................................... Capital Improvement Program - Overview ...................................................................................................................................................... Capital Improvement Program - Project Detail Sheets ........................................................................................................................... Capital Improvement Program - Project Summary by CIP Driver ...................................................................................................... Capital Improvement Program - Summary by Project Status .............................................................................................................. Capital Improvement Program - Summary of Capital Requirements .................................................................................................... Collection Facilities Operations & Maintenance .................................................................................................................................... Communications ............................................................................................................................................................................................. Consolidated Cash Flow Projections .......................................................................................................................................................... Consolidated Services ..................................................................................................................................................................................... Construction Management ........................................................................................................................................................................... Contracts, Purchasing and Materials Management ............................................................................................................................... Debt Financing Program ..................................................................................................................................................................................... Debt Service Requirements Schedule, Interest ............................................................................................................................................ Debt Service Requirements Schedule, Principal .......................................................................................................................................... Debt Service Requirements Schedule, Principal & Interest ....................................................................................................................... Design ................................................................................................................................................................................................................ Engineering Administration ......................................................................................................................................................................... Environmental Compliance .......................................................................................................................................................................... Environmental Services Administration .................................................................................................................................................... Executive Summary ................................................................................................................................................................................................ Financial Management .................................................................................................................................................................................. Financial Overview & Budgetary Issues ........................................................................................................................................................ Fiscal Policy ............................................................................................................................................................................................................ Fleet Services .................................................................................................................................................................................................. Fund Structure Diagram ........................................................................................................................................................................................ Funding Sources by Category ......................................................................................................................................................................... Funding Uses by Category ............................................................................................................................................................................... GFOA Best Practices and Advisories ............................................................................................................................................................ General Liability and Property Self-Insurance Program .................................................................................................................................. General Management Administration ............................................................................................................................................................. General Manager's Budget Message .......................................................................................................................................................................................... Historical Stang Chart .......................................................................................................................................................................................... Historical Stang Detail (by Department by Position) .............................................................................................................................. Historical Stang Summary (by Department) ................................................................................................................................................... Human Resources ........................................................................................................................................................................................... Human Resources Administration ............................................................................................................................................................... Information Technology ................................................................................................................................................................................. Laboratory, Monitoring and Compliance................................................................................................................................................... Levels of Service Target Levels ................................................................................................................................................................... Long-Term Planning Table .................................................................................................................................................................................... Maintenance – Plant No. 1 ........................................................................................................................................................................... Maintenance – Plant No. 2 ........................................................................................................................................................................... Miscellaneous Statistics .................................................................................................................................................................................. Mission, Vision and Core Values ...................................................................................................................................................................................................... Index Index Section 3, Page 20 vi Section 6, Pages 5-8 Section 10, Page 10 Section 2, Page 22 iv iii Section 6, Pages 29-32 Section 3, Pages 17-19 Section 10, Pages 15-18 Section 4, Page 7-12 Section 2, Pages 12-20 Section 8, Pages 91-93, 96 Section 8, Pages 89-90, 94-95 Section 8, Pages 5, 7 Section 8, Pages 4, 6 Section 8, Page 1-2 Section 8, Pages 12-81 Section 8, Pages 86-88 Section 8, Pages 82-85 Section 8, Pages 8-11 Section 6, Pages 89-92 Section 6, Pages 25-28 Section 4, Pages 15-16 Section 6, Pages 9-12 Section 6, Pages 81-84 Section 6, Pages 17-20 Section 9, Pages 1-3 Section 9, Page 6-7 Section 9, Page 8-9 Section 9, Page 4-5 Section 6, Pages 77-80 Section 6, Pages 65-68 Section 6, Pages 61-64 Section 6, Pages 49-52 Section 1, Page 1-4 Section 6, Pages 13-16 Section 2, Pages 1-11 Section 3, Pages 1-6 Section 6, Pages 93-96 Section 3, Page 21 Section 4, Pages 2, 5 Section 4, Pages 3, 6 Section 3, Pages 7-15 Section 7, Page 3 Section 6, Pages 1-4 vii-viii Section 10, Page 2 Section 10, Page 4-13 Section 10, Page 3 Section 6, Pages 41-44 Section 6, Pages 37-40 Section 6, Pages 21-24 Section 6, Pages 57-60 Section 2, Pages 18-19 Section 2, Page 20 Section 6, Page 105-108 Section 6, Page 109-112 Section 10, Page 19-20 ix-x Section 10 - Page 21 DR A F T Notes to Operations Summary ........................................................................................................................................................................................................ Operations - Plant No. 1 ............................................................................................................................................................................... Operations - Plant No. 2 ............................................................................................................................................................................. Operations Summary - Allocation to Individual Revenue Areas ................................................................................................................... Operations Summary - Comparisons by Department ..................................................................................................................................... Operations Summary - Expense by Category ................................................................................................................................................... Operations Summary - Expense by Line Item ............................................................................................................................................. Operations Summary - Budget Overview ............................................................................................................................................................ Operations & Maintenance Administration .............................................................................................................................................. Orange County at a Glance ........................................................................................................................................................................... Orange County Sanitation District’s Organization Chart ............................................................................................................................................................... Overview of the Budget Process ................................................................................................................................................................ Planning ............................................................................................................................................................................................................ Population Information, Service Area ............................................................................................................................................................... Project Management ..................................................................................................................................................................................... Projected Reserves ............................................................................................................................................................................................ Public Aairs ....................................................................................................................................................................................................... Reader's Guide to the Budget ............................................................................................................................................................................................................. Resource Protection ....................................................................................................................................................................................... Revenue Sources ............................................................................................................................................................................................ Risk Management ............................................................................................................................................................................................ Self-Insurance Program - Overview ........................................................................................................................................................................ Stang by Category Chart ..................................................................................................................................................................................... Stang by Department Chart ................................................................................................................................................................................ Summary of Outstanding Certicates of Participation ...................................................................................................................................... Total of Self-Insurance Program ............................................................................................................................................................................. Treatment Process Diagram ................................................................................................................................................................................... Where the Money Comes From ....................................................................................................................................................................... Where the Money Goes ..................................................................................................................................................................................... Workers’ Compensation Self-Insurance Program .............................................................................................................................................. Index (continued) Index ix-x Section 6, Pages 97-100 Section 6, Pages 101-104 Section 5, Page 4 Section 5, Page 2 Section 5, Page 3 Section 5, Pages 5-6 Section 5, Page 1 Section 6, Pages 69-72 Section 2, Page 21-22 v Section 3, Pages 19-20 Section 6, Pages 53-56 Section 10, Page 21 Section 6, Pages 57-60 Section 4, Page 14-15 Section 6, Pages 9-12 i-ii Section 6, Pages 41-44 Section 3, Pages 27-29 Section 6, Pages 17-20 Section 7, Page 1 Section 10, Page 1 Section 10, Page 1 Section 9, Page 1 Section 7, Page 2 Section 8, Page 3 Section 4, Pages 1, 5 Section 4, Pages 1, 5 Section 7, Page 4 Section 10 - Page 22 DR A F T DR A F T 6/11/2024 1 Proposed FY 24-25 and FY 25-26 Budget Presented by: Ruth Zintzun Finance and Procurement Manager Administration Committee June 12, 2024 v Orange CountySanitation District70thAnniversary FY 2024‐25 and FY 2025‐26 Budget •Stable revenues •Expenses include: •Operating •Capital Improvement Program •Debt service •Staffing: FY 2024‐25 (663.5 FTE) •No new debt *All figures in millions unless otherwise noted 2 1 2 6/11/2024 2 v Orange CountySanitation District70thAnniversary Property Taxes $117M 22%Other $10M 2% Interest $17M 3% Fees and Charges $384M 72% Intradistrict Transfers $4M 1% 3 Total Revenues ‐$532M FY 2024‐25 Property Taxes $120M 21%Other $28M 5% Interest $17M 3% Fees and Charges $401M 70% Intradistrict Transfers $4M 1% Total Revenues ‐$570M FY 2025‐26 v Orange CountySanitation District70thAnniversary Operating Expenses $233M 44% Capital Improvement Program $223M 42% Debt Service $61M 12% Other Requirements $8M 2% 4 Total Expenses ‐$525M FY 2024‐25 Operating Expenses $238M 40%Capital Improvement Program $279M 48% Debt Service $60M 10% Other Requirements $10M 2% Total Expenses ‐$587M FY 2025‐26 3 4 6/11/2024 3 v Orange CountySanitation District70thAnniversary 5 $534M $526M $532M $570M FY 20 2 3 ‐24 Ad o p t e d FY 20 2 3 ‐24 Pr o j e c t e d FY 20 2 4 ‐25 Pr o p o s e d FY 20 2 5 ‐26 Pr o p o s e d Revenues $564M $669M $525M $587M FY 20 2 3 ‐24 Ad o p t e d FY 20 2 3 ‐24 Pr o j e c t e d FY 20 2 4 ‐25 Pr o p o s e d FY 20 2 5 ‐26 Pr o p o s e d Expenses v Orange CountySanitation District70thAnniversary 6 Planning 4% Design 20% Construction 76%Rehabilitation and Replacement 80% Strategic Initiatives 11% Additional Capacity 6% Regulatory 3% $223 Million 5 6 6/11/2024 4 v Orange CountySanitation District70thAnniversary 7 $0 $50 $100 $150 $200 $250 $300 $350 $400 $450 FY 2 4 ‐25 FY 2 5 ‐26 FY 2 6 ‐27 FY 2 7 ‐28 FY 2 8 ‐29 FY 2 9 ‐30 FY 3 0 ‐31 FY 3 1 ‐32 FY 3 2 ‐33 FY 3 3 ‐34 FY 3 4 ‐35 FY 3 5 ‐36 FY 3 6 ‐37 FY 3 7 ‐38 FY 3 8 ‐39 FY 3 9 ‐40 FY 4 0 ‐41 FY 4 1 ‐42 FY 4 2 ‐43 FY 4 3 ‐44 Mil l i o n s Authorized Projects Future Projects v Orange CountySanitation District70thAnniversary 8 $0 $100 $200 $300 $400 $500 $600 $700 20 2 4 ‐25 20 2 5 ‐26 20 2 6 ‐27 20 2 7 ‐28 20 2 8 ‐29 20 2 9 ‐30 20 3 0 ‐31 20 3 1 ‐32 20 3 2 ‐33 20 3 3 ‐34 20 3 4 ‐35 20 3 5 ‐36 20 3 6 ‐37 20 3 7 ‐38 20 3 8 ‐39 20 3 9 ‐40 Mil l i o n s •Total outstanding debt – $606 Million •No new debt planned •All debt to be paid off by 2040 7 8 6/11/2024 5 v Orange CountySanitation District70thAnniversary 9 v Orange CountySanitation District70thAnniversary 10 20 3 3 ‐34 20 3 2 ‐33 20 3 1 ‐32 20 3 0 ‐31 20 2 9 ‐30 20 2 8 ‐29 20 2 7 ‐28 20 2 6 ‐27 20 2 5 ‐26 20 2 4 ‐25 574540535563651733825849867861Beginning 727702679657638618600579570532Revenues 718668674685726700692603588524Requirements 583574540535563651733825849867Ending $504$487$471$455$440$425$411$397$385$371SFR Rate 3.50%3.50%3.50%3.50%3.50%3.50%3.50%3.50%3.50%3.50%Rate Increases 9 10 6/11/2024 6 v Orange CountySanitation District70thAnniversary •No new debt •Planned cash flow for healthy CIP •Consistent rate increases of 3.5% •Conservative revenue assumptions •Constant monitoring throughout budget cycle 11 v Orange CountySanitation District70thAnniversary 12 January February March April May June Budget Assumptions and Calendar Board Revenues and Reserves Operations Administration Expenditures Operations Administration CIP Operations Administration Proposed 2‐Year Budget Operations Administration Board Insurance Administration 11 12 6/11/2024 7 Questions? 1954 - 2024 Orange County Sanitation District 70th Anniversary 13 13 STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3679 Agenda Date:6/26/2024 Agenda Item No:18. FROM:Robert Thompson, General Manager SUBJECT: LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF MAY 2024 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the Legislative Affairs Update for the month of May 2024. BACKGROUND The Orange County Sanitation District’s (OC San)legislative affairs program includes advocating for OC San’s legislative interests;sponsoring legislation (where appropriate);and seeking Local,State, and Federal funding for projects and programs. RELEVANT STANDARDS ·Maintain influential legislative advocacy and a public outreach program ·Build brand, trust, and support with policy makers and community leaders ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities PROBLEM Without a strong advocacy program,elected officials may not be aware of OC San’s mission, programs, and projects and how they could be impacted by proposed legislation. PROPOSED SOLUTION Continue to work with Local,State,and Federal officials to advocate for OC San’s legislative interests.Help to create and monitor legislation and grants that would benefit OC San,the wastewater industry,and the community.To assist in relationship building efforts,OC San will continue to reach out to elected officials through facility tours,one-on-one meetings,and trips to Washington D.C. and Sacramento. Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3679 Agenda Date:6/26/2024 Agenda Item No:18. RAMIFICATIONS OF NOT TAKING ACTION If OC San does not work with Local,State,and Federal elected officials,legislation could be passed that negatively affects OC San and the wastewater industry.Additionally,a lack of engagement may result in missed funding opportunities. ADDITIONAL INFORMATION Activities in May: ·Federal Update: In early May,OC San sent a letter of support to the Orange County Delegation regarding the Water Systems PFAS Liability Protection Act (H.R.7944).This bipartisan legislation provides critical liability protections for public water and wastewater agencies from liability associated with PFAS chemicals being designated as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). The Senate is continuing efforts to develop a PFAS CERCLA liability exemption for passive receivers,including wastewater treatment.The Committee on Environment and Public Works staff are reportedly working on an approach to deliver a statutory exemption from liability under CERCLA. ·State Update: On May 10,Governor Newsom released his 2024-25 State Budget May Revise,ahead of the May 14 deadline.The May Revise reflects an update to the Governor’s proposed Budget in January 2024,which reflects changes to tax returns,inflationary pressures,and federal monetary policy that could result in additional spending cuts or the restoration of spending programs. On May 16,the Assembly and Senate Appropriations Committees considered legislation that originated in the first house that had a fiscal impact to the State. Activities in June: ·Federal Update: During the month of May and June,OC San staff,lobbyist,and associations continued to work closely with passive receivers to advance commonsense liability protections for the water and wastewater sector.We anticipate the Senate Committee on Environment and Public Works will be providing a revised draft proposal to review by the end of June or early July. ·State Update: The Budget Bill must be passed by June 15. The last day for a legislative measure to qualify for the November 5 General Election ballot is June 27. Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3679 Agenda Date:6/26/2024 Agenda Item No:18. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Federal Legislative Update ·Federal Matrix ·State Legislative Update ·State Matrix ·H.R. 7944 Letters of Support - Representatives: Porter, Sanchez, Correa, Steel, and Kim Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ 1 | P a g e TO: Rebecca Long FROM: Eric Sapirstein DATE: June 5, 2024 SUBJECT: Washington Update Congressional activities remained focused upon fiscal year 2025 appropriations hearings, consideration of the Farm Bill and the Water Resources Development Act (WRDA) of 2024. On the regulatory front, the U.S. Environmental Protection Agency (USEPA) continued its effort to address Per- and polyfluoroalkyl substances (PFAS) as a hazardous substance under the Comprehensive Emergency Response, Compensation and Liability Act (CERCLA). The Department of Homeland Security proposed a new reporting standard for cyberattacks. The following summarizes activities of interest to OC San and its legislative agenda. • PFAS and Biosolids Legislation The House Committee on Agriculture completed formal action on H.R. 8467, the Farm, Food, and National Security Act of 2024. This action is intended to renew the Farm Bill, which would include reauthorization of the nation’s primary agriculture policy law every five years. Under the approved legislation, the U.S. Department of Agriculture is directed to initiate studies on PFAS and biosolids and review impacts on soils and crops. There was no effort to impose liability or restrict the land application of biosolids. In the Senate, it is highly likely that a version of the Farm Bill will be marked up before the Independence Day recess. Assuming this schedule, the House and Senate would proceed to a conference committee to reconcile differences between the bills. Passage of a final measure must occur before September 30 to avoid a lapse in program funding since the existing stopgap authorization expires on this date. At this writing it is highly likely that another extension of the stopgap will be necessary given the congressional schedule. 2 | P a g e Senate efforts to develop a PFAS CERCLA liability exemption for passive receivers, including wastewater treatment, continue. The Committee on Environment and Public Works staff are reportedly working on an approach to deliver a statutory exemption from liability under CERCLA. While actual language remains to be released, it appears that any agreement will include strong guardrails to ensure that any exemption would not apply in instances of gross negligence or violations of the Clean Water Act. As of this writing, the prospect of Congress releasing any final agreement until the following Congress’s regular session is highly unlikely given the political environment. Importance to OC San The decision to direct the Department of Agriculture to study the impact of biosolids and land application is positive. The directives would target PFAS activities on research instead of prohibiting land application. It would presumably enhance the use of a scientifically sound risk assessment model. This would govern any new biosolids treatment standards that the USEPA is developing. The standards are expected to be published by early 2025. In short, OC San should not anticipate any change in federal biosolids mandates in the coming months. With regard to liability concerns, OC San’s advocacy for an exemption from CERCLA impacts continues to enjoy strong support. The Committee on Environment and Public Works Republican leadership staff continue to assert that any PFAS legislation which would support clean-up, treatment and destruction technology must also include a passive receiver liability exemption. While committee leadership Democrats remain publicly silent, Chairman Tom Carper’s staff (D-DE) has acknowledged the passive receivers concerns are merited and may signal that a compromise to protect the water sector is possible following the congressional elections in November. • Cybersecurity Mandates The continuing cyber-attacks on the nation’s critical infrastructure continues to draw the attention of the Department of Homeland Security and specifically the Cybersecurity Infrastructure Security Agency (CISA). CISA issued a proposed rule that when finalized impose strict standards for critical infrastructure, including the wastewater sector, reporting attacks and ransomware incidences. Failure to comply with the mandate to report within 72 hours of an attack and 24 hours of a ransomware would expose operators to penalties. In addition to the reporting mandate, the rule suggests that CISA would hold primacy over the management of such incidents, but in coordination with USEPA. The rule is currently open for public comment. 3 | P a g e Importance of Rule to OC San On the surface, the proposed rule appears to add a new layer of federal mandates on the wastewater sector since it is defined as critical infrastructure. However, in a bureaucratic misstep, the proposed rule failed to acknowledge that Congress explicitly exempted public agencies from enforcement for failure to report under the Cyber Incident Reporting for Critical Infrastructure Act. Because this is a statutory exemption, CISA is unable to enforce against an agency absent a congressional amendment to the Act. For OC San, this means that if it fails to meet the deadlines for reporting to CISA, there would not be exposure to penalties. However, given the growing threats from such threats, OC San voluntary compliance with the rule when finalized would be appropriate. 1 of 8 Federal Legislative Report - June 2024 Steering Committee Bills 17 Bills US HR 8467 Title: Farm, Food, and National Security Act of 2024 Current Status: Introduced Introduction Date: May 21, 2024 Last Action Date: Referred to the House Committee on Agriculture.. May 21, 2024 Summary: H.R 8467 would establish grant funding to support research into the agriculture impacts of PFAS and microplastics, with the purpose to better understand the role and influence land-applied biosolids and wastewater treatment processes play. Eligible activities include analyzing crop uptake of PFAS and techniques, such as wastewater treatment and composting, to filter out or biodegrade such substances from biosolids intended to be used for agriculture purposes. H.R. 8467 does not establish mandates for these activities. Location: United States US HR 8032 High Priority Monitor Title: Low-Income Household Water Assistance Program Establishment Act Current Status: Introduced Introduction Date: April 16, 2024 Last Action Date: Referred to the Subcommittee on Environment, Manufacturing, and Critical Materials.. April 19, 2024 Summary: H.R. 8032 is the companion bill to S. 3830 that would create a permanent low income ratepayer assistance for water and wastewater services. Location: United States US HR 7944 Monitor Title: Water Systems PFAS Liability Protection Act Current Status: Introduced Introduction Date: April 11, 2024 2 of 8 Last Action Date: Referred to the Subcommittee on Environment, Manufacturing, and Critical Materials.. April 12, 2024 Summary: H.R. 7944 is a companion bill to S. 1430 sponsored by Senator Cynthia Lummis (R-WY). H.R. 7944 would protect water and wastewater agencies and related contractors from liability under CERCLA unless the threat stemmed from gross negligence. Location: United States US HR 2964 High Priority Monitor Title: WIPPES Act Current Status: Introduced Introduction Date: April 27, 2023 Last Action Date: Placed on the Union Calendar, Calendar No. 371.. April 05, 2024 Summary: Directs the Federal Trade Commission, in consultation with the Environmental Protection Agency, Commissioner of Food and Drugs, and the Consumer Product Safety Commission (as appropriate depending on the type of covered product involved) to issue “Do Not Flush” labeling requirements for nonflushable wipes, including baby wipes, household wipes, disinfecting wipes and personal care wipes. The requirements mirror California's labeling law and has the support from the wipes industry, national clean water sector, civil engineers, and environment advocates. Companion Senate bill: S. 1350. Location: United States US HR 7023 Title: Creating Confidence in Clean Water Permitting Act Current Status: Considering Introduction Date: January 17, 2024 Last Action Date: Received in the Senate and Read twice and referred to the Committee on Environment and Public Works.. March 22, 2024 Summary: H.R. 7023 was amended on the House floor to provide for ten year NPDES permit terms for public agencies. The amendment offered by Rep. John Garamendi (D-CA) was adopted without debate unanimously. Description: Creating Confidence in Clean Water Permitting Act This bill modifies requirements under the Clean Water Act, including requirements concerning water quality criteria, the National Pollutant Discharge Elimination System (NPDES) program, the permit program for discharging dredged or fill material into waters of the United States, and the meaning of waters of the United States. It also limits the issuance of permits under the act. First, the bill directs the Environmental Protection Agency (EPA) to develop any new or revised water quality criteria for states through a rule. Next, the bill modifies the NPDES program, including by providing statutory authority for provisions that shield NPDES permit holders from liability under certain circumstances. It also provides statutory authority for 3 of 8 the EPA to issue general permits under the program. The EPA must also provide written notification two years before the expiration of a general permit. If notice is not provided by that deadline, then di.... Location: United States US S 3830 Title: Low-Income Household Water Assistance Program Establishment Act Current Status: Introduced Introduction Date: February 28, 2024 Last Action Date: Read twice and referred to the Committee on Health, Education, Labor, and Pensions. (Sponsor introductory remarks on measure: CR S1045-1046). February 28, 2024 Location: United States US HR 7194 High Priority Monitor Title: PFAS Accountability Act of 2024 Current Status: Introduced Introduction Date: February 01, 2024 Last Action Date: Referred to the Subcommittee on Environment, Manufacturing, and Critical Materials.. February 02, 2024 Summary: H.R. 7194 would create a cause of action under the Toxics Substances Control Act to allow a citizen or class of citizens to litigate against a manufacturer of PFAS that improperly discharged PFAS into the environment and created a public health impact. Companion legislation in the Senate: S. 3725. Sponsor: Rep. Madeline Dean (D-NH) Location: United States US HR 6805 High Priority Monitor Title: PFAS Action Act of 2023 Current Status: Introduced Introduction Date: December 14, 2023 Last Action Date: Referred to the Subcommittee on Water Resources and Environment.. January 02, 2024 Summary: PFAS Action Act of 2023 is a reintroduction of the 2021 legislation. It would impose a statutory designation of PFAS as a hazardous substance under CERCLA. It would also impose other mandates including time specific drinking water standards for PFOA and PFOS and other members of the PFAS chemical family. It currently enjoys 21 sponsors, all Democratic. Sponsor: Rep. Debbie Dingell D-MI 4 of 8 Location: United States US S 2162 High Priority Monitor Title: STREAM Act Current Status: Introduced Introduction Date: June 22, 2023 Last Action Date: Committee on Energy and Natural Resources Subcommittee on Water and Power. Hearings held.. July 19, 2023 Summary: S. 2162 renews expiring provisions of the WIIN Act. It would increase funding authorizations for surface and groundwater storage projects, water recycling, desalination, and ecosystem restoration projects. Among the changes that would be authorized would be priorities for water supply projects that include enhanced public benefits (fisheries, wildlife and disadvantage communities drinking water reliability). It would also provide for enhanced water transfers to support temporary fallowing of agriculture lands to support wildlife habitats. (BILL PROVISIONS LIKELY TO INCORPORATED INTO LARGER WESTERN WATER LEGISLATION) No Sponsor at the writing Location: United States US S 1430 High Priority Title: Water Systems PFAS Liability Protection Act Current Status: Introduced Introduction Date: May 03, 2023 Last Action Date: Read twice and referred to the Committee on Environment and Public Works.. May 03, 2023 Summary: S. 1430 would provide a limited CERCLA liability (section 107) exemption for PFAS family of chemicals for water and wastewater agencies. S. 1430 would not exempt an agency from liability in cases of gross negligence. Description: Water Systems PFAS Liability Protection Act This bill exempts specified water management entities from liability under the Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA) for releases of certain perfluoroalkyl or polyfluoroalkyl substances, commonly referred to as PFAS. Specifically, the entities covered under the bill are public water systems, publicly or privately owned or operated treatment works, municipalities with a stormwater discharge permit, political subdivisions or special districts of a state that act as a wholesale water agency, and contractors performing the management or disposal activities for such entities. Under the bill, the exemption only applies if a specified entity transports, treats, disposes of, or arranges for the transport, treatment or disposal of PFAS consistent with applicable laws and during and following the conveyance or treatment of water under federal or state law, such as through the management or disposal of bi.... 5 of 8 Location: United States US S 1350 High Priority Monitor Title: WIPPES Act Current Status: Introduced Introduction Date: April 27, 2023 Last Action Date: Read twice and referred to the Committee on Commerce, Science, and Transportation.. April 27, 2023 Summary: Directs the Federal Trade Commission, in consultation with the Environmental Protection Agency, Commissioner of Food and Drugs, and the Consumer Product Safety Commission (as appropriate depending on the type of covered product involved) to issue “Do Not Flush” labeling requirements for nonflushable wipes, including baby wipes, household wipes, disinfecting wipes and personal care wipes. The requirements mirror California's labeling law and has the support from the wipes industry, national clean water sector, civil engineers, and environment advocates. Companion House bill: H.R. 2964. Location: United States US HR 1729 Low Priority Monitor Title: Water Affordability, Transparency, Equity, and Reliability Act of 2023 Current Status: Introduced Introduction Date: March 22, 2023 Last Action Date: Referred to the Subcommittee on Commodity Markets, Digital Assets, and Rural Development.. April 25, 2023 Summary: Sponsor: Rep. Bonnie Coleman D-NJ Co-Sponsor: Rep. Katie Porter D-CA Description: Water Affordability, Transparency, Equity, and Reliability Act of 2023 This bill increases funding for water infrastructure, including funding for several programs related to controlling water pollution or protecting drinking water. Specifically, it establishes a Water Affordability, Transparency, Equity, and Reliability Trust Fund. The fund may be used for specified grant programs. The bill increases the corporate income tax rate to 24.5% to provide revenues for the fund. In addition, the bill revises requirements concerning the clean water state revolving fund (SRF) and the drinking water SRF, including by prohibiting states from providing financial assistance using amounts from the clean water SRF for projects that will provide substantial direct benefits to new communities other than projects for constructing an advanced decentralized wastewater system. It also creates or reauthorizes several grant programs related to water infrastructure, such as grants for removing lead from dr.... Location: United States 6 of 8 US HR 2162 Title: To provide for a limitation on availability of funds for U.S. Department of Interior, US Fish and Wildlife Service, Neurotropic Migratory Bird Conservation for fiscal year 2024. Current Status: Introduced Introduction Date: March 29, 2023 Last Action Date: Referred to the House Committee on Natural Resources.. March 29, 2023 Description: This bill limits FY2024 funding for the U.S. Fish and Wildlife Service's Neotropical Migratory Bird Conservation grant program. Location: United States US HR 1837 Title: Investing in Our Communities Act Current Status: Introduced Introduction Date: March 28, 2023 Last Action Date: Referred to the House Committee on Ways and Means.. March 28, 2023 Summary: Legislation restores tax-exempt advance refunding for municipal bonds to allow states and local governments to more efficiently invest in projects. Description: Investing in Our Communities Act This bill reinstates the exclusion from gross income for interest on certain bonds issued to advance the refunding of a prior bond issue. The exclusion was repealed for bonds issued after 2017. Location: United States US S 938 Low Priority Monitor Title: Water Affordability, Transparency, Equity, and Reliability Act of 2023 Current Status: Introduced Introduction Date: March 22, 2023 Last Action Date: Read twice and referred to the Committee on Finance.. March 22, 2023 Summary: S. 938 would establish a $35 billion trust fund to support the construction of water and wastewater treatment systems. Funding would be derived from an increase in the corporate tax rate. The bill also imposes requirements for Department of Justice and USEPA to carryout activities to determine whether water and wastewater operators discriminate in the provision of services. USEPA must also investigate the impact of rates on service cut- offs. Additional provisions would address use of assistance to promote regionalization of systems and limitations on the use of federal assistance to support projects that address growth. The bill enjoys 500 NGO organizational support. It has five cosponsors. Sponsor: Sen. Bernie Sanders I-VT Description: Water Affordability, Transparency, Equity, and Reliability Act of 2023 This bill increases funding for water infrastructure to control water pollution or protect drinking 7 of 8 water. Specifically, it establishes a Water Affordability, Transparency, Equity, and Reliability Trust Fund. The fund may be used for specified grant programs. The bill increases the corporate income tax rate to 24.5% to provide revenues for the fund. In addition, the bill revises requirements concerning the clean water state revolving fund (SRF) and the drinking water SRF, including by prohibiting states from providing financial assistance using amounts from the clean water SRF for projects that will provide substantial direct benefits to new communities other than projects for constructing an advanced decentralized wastewater system. It also creates or reauthorizes several grant programs related to water infrastructure, such as grants for removing lead from drinking water. Location: United States US HR 250 Medium Priority Monitor Title: Clean Water SRF Parity Act Current Status: Introduced Introduction Date: January 10, 2023 Last Action Date: Referred to the Subcommittee on Water Resources and Environment.. February 01, 2023 Summary: Amends eligibility provisions for the Federal Water Pollution Control Act’s Clean Water State Revolving Fund so that all wastewater customers have the ability to benefit from the program’s low-interest loans. Supported by NAWCA Also introduce in 117th Congress - No Action Description: Clean Water SRF Parity Act This bill expands the state revolving fund established under the Clean Water Act, including by allowing low-interest loans to be given to privately owned treatment works to address wastewater. Currently, loans are given to wastewater systems that are publicly owned. Location: United States US S 115 Monitor Title: Clean Water Allotment Modernization Act of 2023 Current Status: Introduced Introduction Date: January 26, 2023 Last Action Date: Read twice and referred to the Committee on Environment and Public Works.. January 26, 2023 Summary: Provides for a set aside from Clean Water SRF appropriations to conduct Buy America oversight compliance, establishes that each state's allotment must be at the same level as FY 23 during FY 24-28 and additional allotments based on percent of state population to the nation. FY 29 and beyond allotments to be determined by new formula based upon Clean Water Needs Survey. 8 of 8 Description: Clean Water Allotment Modernization Act of 2023 This bill revises the formula the Environmental Protection Agency (EPA) uses to determine how to distribute funds from the Clean Water State Revolving Fund (SRF) program. Under the program, the EPA allocates funding to states for water quality infrastructure projects, such as wastewater systems and stormwater management projects. In FY2024-FY2028, the EPA must provide an initial allotment to each state that is equal to the amount the state received in FY2023. The EPA must also provide an additional allotment to each state that is based on its share of the U.S. population. In FY2029 and each subsequent fiscal year, the EPA must use an updated allotment formula, which is based on the needs of states as identified in the most recently available clean watersheds needs survey. Beginning in FY2024, the formula must also provide allotments for Indian tribes and territories. In addition, the formula must provide an allotment for EPA's oversight .... Location: United States Page 1 M E M O R A N D U M To: Orange County Sanitation District From: Townsend Public Affairs Date: June 5, 2024 Subject: State Legislative Monthly Report STATE LEGISLATIVE UPDATES The month of May included numerous statutory deadlines for the State Budget and Legislature. In early May, Governor Newsom released the May Revision of the State Budget. At the same time, the Legislature worked through two major legislative deadlines that measures must pass in order to advance to the second house: the Appropriations Committee’s Suspense File hearings, and the House of Origin deadline. On May 10, Governor Newsom released his 2024-25 State Budget May Revise, ahead of the May 14 deadline. The May Revise reflects an update to the Governor’s proposed Budget in January 2024, which reflects changes to tax returns, inflationary pressures, and federal monetary policy that could result in additional spending cuts or the restoration of spending programs. On May 16, the Assembly and Senate Appropriations Committees considered legislation that originated in the first house that had a fiscal impact to the State. This process serves as a “fiscal filter” for active bills before they are sent to the floor for final consideration. Typically, any bill with a fiscal impact drawing on State budget resources is placed on the fiscal committee’s “Suspense File.” The appropriations suspense process was borne out of a desire for fiscal prudence and essentially serves as a filter for the hundreds of bills introduced each year that are deemed to have a significant fiscal impact on the State’s finite resources. During this process, measures may be held under submission for a number of reasons. Their structure may be duplicative of existing budget spending proposals, bill authors may have identified other bills within their portfolio as having a greater priority, or a bill may be deemed politically unfeasible for several reasons. Given the budget constraints this year with an anticipated deficit, legislators were more inclined to halt the progression of bills with big price tags. The following week featured daily floor session proceedings as both houses raced to consider bills to meet the House of Origin deadline on Friday, May 24. The House of Origin deadline marked the last day for any bill introduced in the Senate or Assembly to pass their respective floor and into the second house for consideration. Both houses considered hundreds of bills throughout the week. Below is an overview of pertinent state actions from the month of May. Page 2 STATE BUDGET May Revise Released In his May Revise presentation, the Governor estimated a remaining $27.6 billion deficit this year, as well as ongoing deficits of around $30 billion per year beginning in 2025. The total deficit has fallen following the enactment of the “Early Action” budget package the Legislature and Administration worked on to solve approximately $17 billion of the total shortfall. The Early Action budget package included cuts to undisbursed one-time spending programs across the previous three budgets. The revised spending proposal totals $288 billion, which is significantly smaller than the $310.8 billion budget signed into law last year. Throughout his presentation, the Governor attributed the shortfall to the State’s “volatile” progressive tax structure that largely relies on the financial performance of high-income earners. Earlier this year, during the Governor’s January Proposed Budget, the Governor attributed the shortfall to the substantial decline in the stock market that drove down revenues in 2022 and the unprecedented delay in critical income tax collections. Additionally, the 2023 Budget Act experienced a budget shortfall of approximately $32 billion which became exacerbated by the IRS’s tax filing and payment delay which generated a budget without an accurate depiction of revenues. Once additional tax receipts for 2022 were received in late November 2023, the 2022 revenues were lower than projected when the 2023 Budget Act was adopted. Similar to the 2023- 24 budget cycle, the FY 24-25 continues the deficit trend with a total shortfall of $44.9 billion. Budget Committees in both houses resume hearings with consideration given to the proposals incorporated into the May Revise. The next statutory budget deadline is the Legislature’s passage of a balanced budget by June 15. After the June 15 statutory deadline, the Governor should approve a final 2024-25 spending plan before the new budget year begins on July 1. While the Budget Act must pass by June 15, the State’s spending will see numerous amendments and additional details emerge through the introduction of ‘Budget Trailer Bills” and “Budget Bill Jr.”. These measures provide implementation language, details on core (and often contentious) accounts, and amendments to the overall structure of the preliminary Budget Act. Joint Legislative Budget Proposal Released On May 29, Senate and Assembly leadership released their outline of a joint proposed budget to counter the Governor’s May Revise proposal. As the proposal is in preliminary stages, additional details on all items, and other actions that make up the Legislature’s Budget Plan, will be released in upcoming public hearing agendas for the Assembly and Senate Budget Committee hearings. Overall, the Legislature’s proposed budget solves a similar deficit and reserve spending problem. This includes the approval of the Governor’s proposal to suspend Net Operating Loss deductions and cap various business tax credits for three years. However, the Legislature’s Plan starts the three-year period earlier than the Governor so that the suspension and cap will be in place for tax years 2024, 2025, and 2026. In addition, the Legislature proposes reconfiguring or rejecting a number of proposed cuts initially incorporated into the Governor’s proposal that could potentially have some funding benefits for OC San. These include: Page 3 • Fund shifts $144.9 million General Fund from 23-24 to Greenhouse Gas Reduction Fund for Water Recycling/ Groundwater Cleanup; cuts the remaining $29.8 million. • Approves partial fund shift of $228.5 million General Fund to Greenhouse Gas Reduction Fund for Drinking Water/ Wastewater Infrastructure, cuts the remaining $124 million General Fund. • Maintains cuts $101.6 million for Per- and polyfluoroalkyl substances (PFAS) support (Governor’s Budget). Additional information and technical details are anticipated to be released soon, as negotiations continue to ramp up. STATE LEGISLATURE Appropriations Committees Consider the Fate of Hundreds of Bills On May 16, the Assembly and Senate Appropriations Committees considered legislation that originated in the first house that has a fiscal impact. This process serves as a “fiscal filter” for active bills before they are sent to the floor for final consideration. Typically, any bill with a fiscal impact drawing on state budget resources is placed on the fiscal committee’s “Suspense File.” Suspense File hearings are done at a rapid speed, with Appropriations Chairs reading through the outcomes of hundreds of bills. Traditionally, the first suspense hearings of a legislative session happen in May, when lawmakers and their staff have a better idea of the budget picture for that year. Given the recent budget projections of an increasing budget deficit, lawmakers exercised prudence in moving forward bills with big price tags. Of the 668 bills considered during the Assembly Appropriations Committee’s Suspense File hearing, 65 percent passed, and 35 percent were held and deemed inactive for the remainder of the Session. Similarly, the Senate Appropriations Committee’s Suspense File Agenda featured 341 total bills – 74.5 percent of which were passed, and 25.5 percent were held and deemed inactive. In total, there were 1,009 bills in the Suspense Files between both Committees; 689 passed to their House Floors, with 320 measures held in committee. Notably, many of the measures passed onto the floor received substantial amendments. Most notably to OC San, SB 903 (Skinner), the legislation banning the non-essential use of PFAS, failed to pass this major deadline. Page 4 Assembly and Senate Move Bills Out of the First House Prior to Deadline Following Appropriations Suspense File Hearings in both houses, the week of May 20 – May 24 featured another major legislative hurdle for bills – the May 24 House of Origin deadline. During this time, both houses held daily floor session proceedings as they raced to consider bills to meet the House of Origin deadline on Friday, May 24. The House of Origin deadline marks the last day for any bill introduced in the Senate or Assembly to pass off of the floor and into the second house for consideration. Looking forward, policy committees will resume hearings with a quick pace in late May through July. Policy committees will have little over a month to hear and pass measures from the opposite house out of their policy committee, prior to the July 3 statutory deadline, which also marks the beginning of the Legislature’s Summer Recess. OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 805 Arambula [D]Authorizes the State Water Resources Control Board (State Water Board) to require a sewer service provider—for a sewer system that has the reasonable potential to cause a violation of water quality objectives; impair present or future beneficial uses of water; or cause pollution, nuisance, or contamination of waters of the state—to contract with an administrator designated or approved by the State Water Board. Heard in the Senate Environmental Quality Committee on June 5 Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Work With Author CSDA - Oppose Unless Amended ACWA - Not Favor AB 1567 E. Garcia [D]Would enact the Safe Drinking Water, Wildfire Prevention, Drought Preparation, Flood Protection, Extreme Heat Mitigation, Clean Energy, and Workforce Development Bond Act of 2024, which, if approved by the voters, would authorize the issuance of bonds in the amount of $15,995,000,000 pursuant to the State General Obligation Bond Law to finance projects for safe drinking water, wildfire prevention, drought preparation, flood protection, extreme heat mitigation, clean energy, and workforce development programs. Referred to the Senate Natural Resources and Water Committee and the Senate Governance and Finance Committee Watch Guiding Priorities: Obtain financial assistance for OC San projects through grants, loans, and legislative directed funding. ACC-OC - NYC LOCC - Support if Amended CASA - Support if Amended CSDA -Support if Amended ACWA - Support if Amended AB 1820 Schiavo [D]Current law requires a city or county to deem an applicant for a housing development project to have submitted a preliminary application upon providing specified information about the proposed project to the city or county from which approval for the project is being sought. Current law requires a housing development project be subject only to the ordinances, policies, and standards adopted and in effect when the preliminary application was submitted. This bill would authorize a development proponent that submits a preliminary application for a housing development project to request a preliminary fee and exaction estimate, as defined, and would require the local agency to provide the estimate within 30 business days of the submission of the preliminary application. For development fees imposed by an agency other than a city or county, the bill would require the development proponent to request the fee schedule from the agency that imposes the fee. Currently in the Senate Local Government Committee and will be heard on June 11 Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Oppose Unless Amended CASA - Neutral as Amended CSDA - Oppose ACWA - Watch Proposed Legislation 2024 High Priority OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 2257 Wilson [D]The California Constitution specifies various requirements with respect to the levying of assessments and property-related fees and charges by a local agency, including notice, hearing, and protest procedures, depending on the character of the assessment, fee, or charge. Current law, known as the Proposition 218 Omnibus Implementation Act, prescribes specific procedures and parameters for local jurisdictions to comply with these requirements. This bill would prohibit, if a local agency complies with specified procedures, a person or entity from bringing a judicial action or proceeding alleging noncompliance with the constitutional provisions for any new, increased, or extended fee or assessment, as defined, unless that person or entity has timely submitted to the local agency a written objection to that fee or assessment that specifies the grounds for alleging noncompliance, as specified. This bill would provide that local agency responses to the timely submitted written objections shall go to the weight of the evidence supporting the agency’s compliance with the substantive limitations on fees and assessments imposed by the constitutional provisions. Currently in the Senate Local Government Committee and the Senate Judiciary Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Neutral CASA - Support CSDA - Support ACWA - Sponsor AB 2515 Papan [D]This bill would similarly prohibit any person from manufacturing, distributing, selling, or offering for sale in the state any menstrual products that contain regulated PFAS, as defined. The bill would authorize the Department of Toxic Substances Control to adopt guidance or regulations, as specified, for the purposes of implementing and enforcing these provisions. The bill would require the department to issue guidance related to testing for regulated PFAS in menstrual products and would exempt that guidance from the Administrative Procedure Act. The bill would authorize the department to issue a cease and desist order to a manufacturer of a menstrual product under specified circumstances. The bill would make a violation of these provisions punishable by civil penalties, as specified, and would authorize the Attorney General by request of the department, a city attorney, a county counsel, or a city prosecutor to bring an action to enforce these provisions. The bill would create, and would require all moneys collected from penalties to be deposited in, the T.A.M.P.O.N. Act Fund. Currently in the Senate Rules Committee Support State Priorities: Monitor state legislation as well as State Water Resources Control Board (SWRCB) regulatory activity related to PFAS. ACC-OC - NYC LOCC - Watch CASA - Support CSDA - Watch ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 2533 Carrillo [D]This bill would prohibit a local agency from denying a permit for an unpermitted accessory dwelling unit or junior accessory dwelling unit that was constructed before January 1, 2020, for certain violations, unless the local agency makes a finding that correcting the violation is necessary to comply with conditions that would otherwise deem a building substandard. The bill would require a local agency to inform the public about the provisions prohibiting denial of a permit for an unpermitted accessory dwelling unit or junior accessory dwelling unit. The bill would require this information to include a checklist of the conditions that deem a building substandard and to inform homeowners that, before submitting a permit application, the homeowner may obtain a confidential third-party code inspection from a licensed contractor. The bill would prohibit a local agency from requiring a homeowner to pay impact fees or connection or capacity charges except under specified circumstances. Currently in the Senate Housing Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Oppose Unless Amended ACWA - NYC AB 2557 Ortega [D]Existing law relating to the government of counties authorizes a county board of supervisors to contract for certain types of special services on behalf of the county, any county officer or department, or any district or court in the county. Existing law requires those special services contracts to be with persons who are specially trained, experienced, expert, and competent to perform those services. This bill would require each person who enters into a specified contract for special services with the board of supervisors to submit semiannual performance reports, as prescribed, every 180 days, to the board of supervisors and the exclusive representative of the employee organization. The bill would require the board or its representative to monitor semiannual performance reports to evaluate the quality of services. The bill would require contract terms exceeding 2 years to undergo a performance audit, as prescribed, by an independent auditor approved by the board to determine whether the performance standards are being met. Currently in the Senate Local Government Committee and the Senate Public Employment and Labor Committee Watch Legislative and Regulatory Policies: Labor Relations/Human Resources: Oppose efforts reducing local control over public employee disputes and imposing regulations on an outside agency. ACC-OC - NYC LOCC - Oppose CASA - Oppose CSDA - Oppose ACWA - Not Favor AB 2626 Dixon [R]This bill would extend the compliance dates for local government set forth in the Advanced Clean Fleets Regulation by 10 years. The bill would prohibit the state board from taking enforcement action against a local government for violating the Advanced Clean Fleets Regulation if the alleged violation occurs before January 1, 2025. Dead Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - Support ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 2761 Hart [D]This bill would enact the Reducing Toxics in Packaging Act, which would prohibit, beginning January 1, 2026, a person from manufacturing, selling, offering for sale, or distributing in the state plastic packaging that contains certain chemicals, as specified. The bill would exclude from that prohibition packaging used for certain medical, drug, and federally regulated products. The bill would authorize the imposition of a civil penalty for a violation of that prohibition, as specified. Currently in the Senate Rules Committee Watch State Priorities: Support legislation or regulations that restrict the use of microplastics and chemicals of emerging concern in any product that is disposed of through the sewer system. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - NYC AB 2894 Gallagher [D]Spot Bill related to Indoor Residential Water Use Dead Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - Watch ACWA - NYC AB 3073 Haney [D]Would require the State Department of Public Health, in consultation with participating wastewater treatment facilities, local public health agencies, and other subject matter experts, to create a pilot program to test for high- risk substances and related treatment medications in wastewater. Under the bill, the goal of the program would be to determine how wastewater data can be used by state and local public health programs to address substance abuse in California. The bill would require the department to develop a list of target substances to be analyzed during the program that may include cocaine, fentanyl, methamphetamine, xylazine, methadone, buprenorphine, and naloxone. The bill would require the department, on or before July 1, 2025, to solicit voluntary participation from local public health agencies and wastewater treatment facilities, as specified. The bill would require the department to work with the participating agencies and facilities to collect samples and to arrange for those samples to be tested by qualified laboratories. The bill would require the department, in consultation with public health agencies and subject matter experts, to analyze test results to determine possible public health interventions. Dead Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - NYC CASA - Support, if amended CSDA - Oppose Unless Amended ACWA - Watch ACA 2 Alanis [R]Would establish the Water and Wildfire Resiliency Fund within the State Treasury, and would require the Treasurer to annually transfer an amount equal to 3 percent of all state revenues that may be appropriated as described from the General Fund to the Water and Wildfire Resiliency Fund. The measure would require the moneys in the fund to be appropriated by the Legislature and would require that 50 percent of the moneys in the fund be used for water projects, as specified, and that the other 50 percent of the moneys in the fund be used for forest maintenance and health projects, as specified. Referred to the Assembly Water, Parks, and Wildlifre Committee and the Assembly Natural Resources Committee Watch Guiding Priorities: Obtain financial assistance for OC San projects through grants, loans, and legislative directed funding. ACC-OC - NYC LOCC - NYC CASA - NYC CSDA - Watch ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 867 Allen [D]Would enact the Drought, Flood, and Water Resilience, Wildfire and Forest Resilience, Coastal Resilience, Extreme Heat Mitigation, Biodiversity and Nature-Based Climate Solutions, Climate Smart Agriculture, Park Creation and Outdoor Access, and Clean Energy Bond Act of 2024. If approved by the voters, would authorize the issuance of bonds in the amount of $15,500,000,000 pursuant to the State General Obligation Bond Law to finance projects for drought, flood, and water resilience, wildfire and forest resilience, coastal resilience, extreme heat mitigation, biodiversity and nature-based climate solutions, climate smart agriculture, park creation and outdoor access, and clean energy programs. Currently in the Assembly Natural Resources Committee Watch Guiding Priorities: Obtain financial assistance for OC San projects through grants, loans, and legislative directed funding. ACC-OC - NYC LOCC - Support if Amended CASA - Support if Amended CSDA - Support if Amended ACWA - Support if Amended SB 903 Skinner [D]This bill would, beginning January 1, 2030, prohibit a person from distributing, selling, or offering for sale a product that contains intentionally added PFAS, as defined, unless the Department of Toxic Substances Control has made a determination that the use of PFAS in the product is a currently unavoidable use, the prohibition is preempted by federal law, or the product is used. The bill would specify the criteria and procedures for determining whether the use of PFAS in a product is a currently unavoidable use, for renewing that determination, and for revoking that determination. The bill would require the department to maintain on its internet website a list of each determination of currently unavoidable use, when each determination expires, and the products and uses that are exempt from the prohibition. The bill would impose a civil penalty for a violation of the prohibition, as specified. Dead Support State Priorities: Monitor state legislation as well as State Water Resources Control Board (SWRCB) regulatory activity related to PFAS. ACC-OC - NYC LOCC - Support CASA - Sponsor CSDA - Watch ACWA - Favor OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 937 Wiener [D]The Permit Streamlining Act, among other things, requires a public agency that is the lead agency for a development project to approve or disapprove that project within specified time periods. Current law extended by 18 months the period for the expiration, effectuation, or utilization of a housing entitlement, as defined, that was issued before, and was in effect on, March 4, 2020, and that would expire before December 31, 2021, except as specified. Current law provides that if the state or a local agency extended the otherwise applicable time for the expiration, effectuation, or utilization of a housing entitlement for not less than 18 months, as specified, that housing entitlement would not be extended an additional 18 months pursuant to these provisions. This bill would extend by 24 months the period for the expiration, effectuation, or utilization of a housing entitlement, entitlement for a priority residential development project, as those terms are defined, that was issued before January 1, 2024, and that will expire before December 31, 2025, except as specified. The bill would extent this 24- month extension during any time that the housing entitlement is the subject of a legal challenge. By adding to the duties of local officials with respect to housing entitlements, this bill would impose a state-mandated local program. The bill would include findings that changes proposed by this bill address a matter of statewide concern rather than a municipal affair and, therefore, apply to all cities, including charter cities. Currently in the Assembly Housing and Community Development Committee and the Assembly Local Government Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Oppose Unless Amended CASA - Oppose Unless Amended CSDA - Oppose Unless Amended ACWA - Watch SB 1034 Seyarto [R]This bill would revise the unusual circumstances under which the time limit may be extended to include the need to search for, collect, appropriately examine, and copy records during a state of emergency proclaimed by the Governor when the state of emergency has affected the agency’s ability to timely respond to requests due to decreased staffing or closure of the agency’s facilities. Currently in the Assembly Appropriations Committee Support Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Support CASA - Watch CSDA - Support ACWA - Favor SB 1072 Padilla [D]The California Constitution sets forth various requirements for the imposition of local taxes. Under these requirements, an assessment is prohibited from being imposed on any parcel if it exceeds the reasonable cost of the proportional special benefit conferred on that parcel, and a fee or charge imposed on any parcel or person as an incident of property ownership is prohibited from exceeding the proportional cost of the service attributable to the parcel. Current law, known as the Proposition 218 Omnibus Implementation Act, prescribes specific procedures and parameters for local compliance with the requirements of the California Constitution for assessments and property-related fees. This bill would require a local agency, if a court determines that a fee or charge for a property-related service, as specified, violates the above-described provisions of the California Constitution relating to fees and charges, to credit the amount of the fee or charge attributable to the violation against the amount of the revenues required to provide the property-related service, unless a refund is explicitly provided for by statute. Currently in the Assembly Local Government Committee Support Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Support CSDA - Support ACWA - Favor OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 1147 Portantino [D]The Sherman Food, Drug, and Cosmetic Law regulates, among other things, the manufacture, production, processing, and packing of any food, drug, device, or cosmetic, and is administered by the State Department of Public Health. The law prescribes various quality and labeling standards for bottled water and vended water, and limits the levels of certain contaminants that may be contained in those water products. Current law makes a violation of the law or regulation adopted pursuant to the law a crime. Current law requires, as a condition of licensure, a water-bottling plant, as defined, to annually prepare a water-bottling plant report, as specified, and to make the report available to each customer, upon request. This bill would require, upon adoption by the State Water Resources Control Board of a primary drinking water standard for microplastics, any water-bottling plant that produces bottled water that is sold in this state to provide the State Department of Public Health’s Food and Drug Branch an annual report on the levels of microplastics found in the source water used for bottling and in the final bottled water product that is offered for sale, as provided. The bill would require this report to be included with the annual water-bottling plant report and, upon request, be made available to each consumer. Currently in the Assembly Environmental Safety and Toxic Materials Committee and the Assembly Health Committee Watch Legislative and Regulatory Policies: Source Control - Support legislation and/or regulations that restrict the use of microplastics and chemicals of emerging concern in any product that is disposed of through the sanitary sewer system. ACC-OC - NYC LOCC - NYC CASA - Oppose Unless Amended CSDA - Oppose Unless Amended ACWA - Watch SB 1210 Skinner [D]Existing law grants the Public Utilities Commission with regulatory authority over public utilities, including electrical corporations, gas corporations, sewer system corporations, and water corporations, while local publicly owned utilities, including municipal utility districts, public utility districts, and irrigation districts, are under the direction of their governing boards. This bill would, for new housing construction, require the above-described utilities, on or before January 1, 2026, to publicly post on their internet websites (1) the schedule of fees for a service connection, capacity, or other point of connection charge for each housing development type, including, but not limited to, accessory dwelling unit, mixed-use, multifamily, and single-family developments, except as specified, and (2) the estimated timeframes for completing typical service connections needed for each housing development type, as specified. The bill would exempt from its provisions an independent special district that does not maintain an internet website due to a hardship, as provided. To the extent that this bill imposes new requirements on certain local agencies, the bill would impose a state- mandated local program. This bill contains other related provisions and other existing laws. Currently in the Senate Appropriations Committee Oppose Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Neutral, as Amended CSDA - Watch ACWA - Watch OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 1266 Limon [D]Current law prohibits the manufacture, sale, or distribution in commerce of any bottle or cup that contains bisphenol A, as specified, if the bottle or cup is designed or intended to be filled with any liquid, food, or beverage intended primarily for consumption by children 3 years of age or younger. The prohibition above does not apply to a product subject to a regulatory response by the department as of the date that the department posts a prescribed notice regarding the department’s adoption of the regulatory response. Current law additionally requires manufacturers to use the least toxic alternative when replacing bisphenol in containers and prohibits manufacturers from replacing bisphenol A with chemicals known to cause cancer or reproductive harm, as specified. This bill would, on and after January 1, 2026, apply the above prohibitions and requirements to any juvenile’s feeding product or juvenile’s sucking or teething product, as defined, that contains any form of bisphenol, as defined, at a detectable level above 0.1 parts per billion. The bill would authorize the department to establish standards for the juvenile’s products above that are more protective of public health, sensitive populations, or the environment than the standards established by the bill. The bill would additionally prohibit manufacturers from replacing any form of bisphenol with any chemical identified by the department as a Candidate Chemical, as specified. Currently in the Assembly Environmental Safety and Toxic Materials Committee and the Assembly Health Committee Watch State Priorities: Monitor state legislation as well as State Water Resources Control Board (SWRCB) regulatory activity related to PFAS. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - NYC ACWA - NYC SB 1393 Niello [R]This bill would require the state board to establish the Advanced Clean Fleets Regulation Appeals Advisory Committee by an unspecified date for purposes of reviewing appeals of denied requests for exemptions from the requirements of the Advanced Clean Fleets Regulation. The bill would require the committee to include representatives of specified state agencies, other state and local government representatives, and representatives of private fleet owners, the electric vehicle manufacturing industry, and electrical corporations, as provided. The bill would require the committee to meet monthly and would require recordings of its meetings to be made publicly available on the state board’s internet website. The bill would require the committee to consider, and make a recommendation on, an appeal of an exemption request denial no later than 60 days after the appeal is made. Dead Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Support CASA - Watch CSDA - Support ACWA - Favor OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 1420 Caballero [D]Current law requires the State Air Resources Board to adopt hydrogen fuel regulations that ensure state funding for the production and use of hydrogen fuel contributes to the reduction of the emissions of greenhouse gases, criteria air pollutants, and toxic air contaminants, and ensure the production and direct use of hydrogen fuel in motor vehicles also contributes to a reduced dependence on petroleum, as provided. This bill would require the state board to adopt regulations requiring that no less than 33.3 percent of the retail hydrogen produced for, or dispensed by, fueling stations that receive state funds is made by a qualified clean hydrogen project. Currently in the Assembly Utilities and Energy Committee and the Assembly Natural Resources Committee Watch Legislative and Regulatory Policies: Public Works: Support a comprehensive response to the state’s electricity and natural gas shortages that provide a stable energy supply, respects the ability of municipalities to provide power, recognizes that infrastructure exists that could be employed temporarily during periods with minimal air quality impact and protects ratepayers against dramatic rate increases and statewide power outages. ACC-OC - NYC LOCC - Oppose Unless Amended CASA - Support CSDA - NYC ACWA - NYC Legend: ACC-OC - Association of California Cities, Orange County LOCC - League of California Cities NYC - Not Yet Considered CASA - California Association of Sanitation Agencies ACWA - Association of California Water Agencies CSDA - California Special Districts Association May 2, 2024 The Honorable Katie Porter U.S. House of Representatives Washington, D.C. 20515 Dear Representative Porter: The Orange County Sanitation District (OC San) writes urging you to support the Water Systems PFAS Liability Protection Act (H.R. 7944). This bipartisan legislation provides critical liability protections for public water and wastewater agencies from liability associated with Per- and Polyfluorinated Substances (PFAS) chemicals being designated as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). On April 17, the U.S. Environmental Protection Agency issued its final rule designating PFAS chemicals as hazardous substances under CERCLA. The final rule does not provide liability protections for beneficial reuse of biosolids. OC San manages over 500 tons per day of community-generated biosolids, which are highly treated, nutrient-rich, organic matter recovered through the treatment of municipal wastewater. Without liability protection, OC San and other public water and wastewater agencies could be unjustly entangled in PFAS clean- up litigations at a significant cost to ratepayers in direct violation to the “polluter pays” principle of CERCLA. H.R. 7944 would provide CERCLA liability protections for water and wastewater utilities and enable sustained beneficial reuse of biosolids. The legislation would protect water and wastewater utilities from opportunistic third-party litigation that would effectively shift significant portions of the clean-up cost from actual responsible parties to water and wastewater ratepayers. It’s worth noting that H.R. 7944 includes an important safeguard where liability protections would only be granted to utilities that abide by all applicable laws at the time of conveyance or treatment of water. Please support H.R. 7944 to ensure that the underlying “polluter pays” principle of CERCLA is upheld and passive receivers of PFAS chemicals such as public water and wastewater agencies can continue to provide these essential services in a cost-effective manner. If you have any questions, please do not hesitate to contact Jennifer Cabral, OC San Administration Manager, at (714) 593-7581 or via mail at JCabral@ocsan.gov. Sincerely, Chad P. Wanke Board Chairman May 2, 2024 The Honorable Linda Sanchez U.S. House of Representatives Washington, D.C. 20515 Dear Representative Sanchez: The Orange County Sanitation District (OC San) writes urging you to support the Water Systems PFAS Liability Protection Act (H.R. 7944). This bipartisan legislation provides critical liability protections for public water and wastewater agencies from liability associated with Per- and Polyfluorinated Substances (PFAS) chemicals being designated as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). On April 17, the U.S. Environmental Protection Agency issued its final rule designating PFAS chemicals as hazardous substances under CERCLA. The final rule does not provide liability protections for beneficial reuse of biosolids. OC San manages over 500 tons per day of community-generated biosolids, which are highly treated, nutrient-rich, organic matter recovered through the treatment of municipal wastewater. Without liability protection, OC San and other public water and wastewater agencies could be unjustly entangled in PFAS clean- up litigations at a significant cost to ratepayers in direct violation to the “polluter pays” principle of CERCLA. H.R. 7944 would provide CERCLA liability protections for water and wastewater utilities and enable sustained beneficial reuse of biosolids. The legislation would protect water and wastewater utilities from opportunistic third-party litigation that would effectively shift significant portions of the clean-up cost from actual responsible parties to water and wastewater ratepayers. It’s worth noting that H.R. 7944 includes an important safeguard where liability protections would only be granted to utilities that abide by all applicable laws at the time of conveyance or treatment of water. Please support H.R. 7944 to ensure that the underlying “polluter pays” principle of CERCLA is upheld and passive receivers of PFAS chemicals such as public water and wastewater agencies can continue to provide these essential services in a cost-effective manner. If you have any questions, please do not hesitate to contact Jennifer Cabral, OC San Administration Manager, at (714) 593-7581 or via mail at JCabral@ocsan.gov. Sincerely, Chad P. Wanke Board Chairman May 2, 2024 The Honorable Lou Correa U.S. House of Representatives Washington, D.C. 20515 Dear Representative Correa: The Orange County Sanitation District (OC San) writes urging you to support the Water Systems PFAS Liability Protection Act (H.R. 7944). This bipartisan legislation provides critical liability protections for public water and wastewater agencies from liability associated with Per- and Polyfluorinated Substances (PFAS) chemicals being designated as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). On April 17, the U.S. Environmental Protection Agency issued its final rule designating PFAS chemicals as hazardous substances under CERCLA. The final rule does not provide liability protections for beneficial reuse of biosolids. OC San manages over 500 tons per day of community-generated biosolids, which are highly treated, nutrient-rich, organic matter recovered through the treatment of municipal wastewater. Without liability protection, OC San and other public water and wastewater agencies could be unjustly entangled in PFAS clean- up litigations at a significant cost to ratepayers in direct violation to the “polluter pays” principle of CERCLA. H.R. 7944 would provide CERCLA liability protections for water and wastewater utilities and enable sustained beneficial reuse of biosolids. The legislation would protect water and wastewater utilities from opportunistic third-party litigation that would effectively shift significant portions of the clean-up cost from actual responsible parties to water and wastewater ratepayers. It’s worth noting that H.R. 7944 includes an important safeguard where liability protections would only be granted to utilities that abide by all applicable laws at the time of conveyance or treatment of water. Please support H.R. 7944 to ensure that the underlying “polluter pays” principle of CERCLA is upheld and passive receivers of PFAS chemicals such as public water and wastewater agencies can continue to provide these essential services in a cost-effective manner. If you have any questions, please do not hesitate to contact Jennifer Cabral, OC San Administration Manager, at (714) 593-7581 or via mail at JCabral@ocsan.gov. Sincerely, Chad P. Wanke Board Chairman May 2, 2024 The Honorable Michelle Steel U.S. House of Representatives Washington, D.C. 20515 Dear Representative Steel: The Orange County Sanitation District (OC San) writes urging you to support the Water Systems PFAS Liability Protection Act (H.R. 7944). This bipartisan legislation provides critical liability protections for public water and wastewater agencies from liability associated with Per- and Polyfluorinated Substances (PFAS) chemicals being designated as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). On April 17, the U.S. Environmental Protection Agency issued its final rule designating PFAS chemicals as hazardous substances under CERCLA. The final rule does not provide liability protections for beneficial reuse of biosolids. OC San manages over 500 tons per day of community-generated biosolids, which are highly treated, nutrient-rich, organic matter recovered through the treatment of municipal wastewater. Without liability protection, OC San and other public water and wastewater agencies could be unjustly entangled in PFAS clean- up litigations at a significant cost to ratepayers in direct violation to the “polluter pays” principle of CERCLA. H.R. 7944 would provide CERCLA liability protections for water and wastewater utilities and enable sustained beneficial reuse of biosolids. The legislation would protect water and wastewater utilities from opportunistic third-party litigation that would effectively shift significant portions of the clean-up cost from actual responsible parties to water and wastewater ratepayers. It’s worth noting that H.R. 7944 includes an important safeguard where liability protections would only be granted to utilities that abide by all applicable laws at the time of conveyance or treatment of water. Please support H.R. 7944 to ensure that the underlying “polluter pays” principle of CERCLA is upheld and passive receivers of PFAS chemicals such as public water and wastewater agencies can continue to provide these essential services in a cost-effective manner. If you have any questions, please do not hesitate to contact Jennifer Cabral, OC San Administration Manager, at (714) 593-7581 or via mail at JCabral@ocsan.gov. Sincerely, Chad P. Wanke Board Chairman May 2, 2024 The Honorable Young Kim U.S. House of Representatives Washington, D.C. 20515 Dear Representative Kim: The Orange County Sanitation District (OC San) writes urging you to support the Water Systems PFAS Liability Protection Act (H.R. 7944). This bipartisan legislation provides critical liability protections for public water and wastewater agencies from liability associated with Per- and Polyfluorinated Substances (PFAS) chemicals being designated as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). On April 17, the U.S. Environmental Protection Agency issued its final rule designating PFAS chemicals as hazardous substances under CERCLA. The final rule does not provide liability protections for beneficial reuse of biosolids. OC San manages over 500 tons per day of community-generated biosolids, which are highly treated, nutrient-rich, organic matter recovered through the treatment of municipal wastewater. Without liability protection, OC San and other public water and wastewater agencies could be unjustly entangled in PFAS clean- up litigations at a significant cost to ratepayers in direct violation to the “polluter pays” principle of CERCLA. H.R. 7944 would provide CERCLA liability protections for water and wastewater utilities and enable sustained beneficial reuse of biosolids. The legislation would protect water and wastewater utilities from opportunistic third-party litigation that would effectively shift significant portions of the clean-up cost from actual responsible parties to water and wastewater ratepayers. It’s worth noting that H.R. 7944 includes an important safeguard where liability protections would only be granted to utilities that abide by all applicable laws at the time of conveyance or treatment of water. Please support H.R. 7944 to ensure that the underlying “polluter pays” principle of CERCLA is upheld and passive receivers of PFAS chemicals such as public water and wastewater agencies can continue to provide these essential services in a cost-effective manner. If you have any questions, please do not hesitate to contact Jennifer Cabral, OC San Administration Manager, at (714) 593-7581 or via mail at JCabral@ocsan.gov. Sincerely, Chad P. Wanke Board Chairman STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3680 Agenda Date:6/26/2024 Agenda Item No:19. FROM:Robert Thompson, General Manager SUBJECT: PUBLIC AFFAIRS UPDATE FOR THE MONTH OF MAY 2024 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the Public Affairs Update for the month of May 2024. BACKGROUND Included in this report are recent activities of interest managed by the Public Affairs Office for the month of May 2024. RELEVANT STANDARDS ·Maintain influential legislative advocacy and a public outreach program ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities ·Listen to and seriously consider community input on environmental concerns PROBLEM The Orange County Sanitation District (OC San)is a distinguished entity in the water/wastewater industry.Despite our industry recognition,there may be limited awareness among our customers regarding the pivotal role we play in protecting public health and the environment.The absence of direct communication through a billing method may contribute to this gap in knowledge. It is our responsibility to ensure that our ratepayers are aware of the vital services we provide.Many customers may not realize that improper waste disposal into the sanitation system can adversely impact our sewer lines,treatment plants,and the quality of water supplied through GWRS.By enhancing communication channels and fostering understanding,we aim to bridge the gap and empower our ratepayers with the knowledge needed to support and appreciate the essential work we undertake for the well-being of our community and the environment. Orange County Sanitation District Printed on 6/19/2024Page 1 of 4 powered by Legistar™ File #:2024-3680 Agenda Date:6/26/2024 Agenda Item No:19. PROPOSED SOLUTION By providing tours,community outreach,education,and general communication via OC San’s website,social media,and direct mailings,we can share information with the community,local agencies,and businesses on our messaging such as the What2Flush program,energy production, water recycling,biosolids,and our source control program.This,in turn,helps improve the quality of wastewater that is recycled or released to the ocean and the knowledge and understanding of wastewater treatment. RAMIFICATIONS OF NOT TAKING ACTION Neglecting to inform the community,local agencies,and area businesses about OC San could lead to insufficient support for our mission, hindering our ability to fulfill our responsibilities effectively. PRIOR COMMITTEE/BOARD ACTIONS July 2022 - Public Affairs Strategic Plan for Fiscal Years 2022-2024 approved. ADDITIONAL INFORMATION Activities in May: Outreach Report An outreach report that includes tours,website,social media posts,construction notifications, speaking engagements, and more is attached to this Agenda Report. Social Media OC San messaging,announcements,and program updates were posted across OC San’s social media platforms. Our social media handle is @OCSanDistrict. ·Facebook: 21 posts reaching 4.2k people ·X: 17 posts reaching 902 people ·Instagram: 38 posts reaching 5.9k people ·LinkedIn: 10 posts and reaching 8.8k people Presentations and Outreach Events This month,staff participated in 7 tours including Cal State Long Beach Nursing program,Godinez High School,Santiago Canyon College,Samueli Academy,Association of Facility Engineers,Air & Waste Management Association,and the general public.OC San also participated in the Children and Family Health Fair in Fullerton with Supervisor Chaney’s Office and at the Construction Network event.Staff spoke at El Modena High School to discuss the Beach Monitoring Program and to the Waste Stream Management &Circularity group.In total,we reached approximately 600 people for the month. Details can be found in the Outreach Report. Internal Communication In May,there were 68 posts on the employee intranet -The San Box,and five weekly emails distributed on relevant topics for the week. Orange County Sanitation District Printed on 6/19/2024Page 2 of 4 powered by Legistar™ File #:2024-3680 Agenda Date:6/26/2024 Agenda Item No:19. Construction Outreach Update Outreach efforts continue for OC San construction activities throughout the service area.Projects are ongoing in Fountain Valley,Costa Mesa,Buena Park,Anaheim,Newport Beach,and within both of our treatment plants.Construction has begun on the Seal Beach Pump Station.Outreach has also commenced for the Cypress Trunk Sewer Project.Website updates,email text alerts,and direct notifications continue to be distributed as the projects progress.Details on each project can be found at www.ocsan.gov/construction. OC San All Hands Meeting On May 8,staff gathered for an in-person All Hands meeting.General Manager,Rob Thompson highlighted organizational achievements,the budget,various strategic initiatives,upcoming efforts, and recognized Plant No. 1’s Cal/VPP STAR certification. OC San Headquarters Ribbon Cutting On May 22,OC San held a Ribbon Cutting ceremony for the Headquarters Building in Fountain Valley.The event was attended by dignitaries from across the county,those involved in making the project happen,as well as neighboring businesses.Following the ribbon cutting a short tour of the building was provided to highlight the features that set the building apart.ABC 7 and the Public Cable Television Authority featured the event on their channels,and the L.A.Times also covered the event. This article can be found in the attached outreach report. OC San Featured in OC Register’s Online Water Insert For the fifth consecutive year,OC San participated in the Orange County Register California Water Supplemental Educational online insert.The piece features OC San and several other local agencies.The article highlights who we are,what we do,the Supercritical Water Oxidation Project, OC San’s 70th Anniversary, and the Plant No. 1 Voluntary Protection Program. Celebrating Public Works Week The third week of May is nationally recognized as Public Works Week.OC San celebrated employees by providing OC San polo shirts,a direct message from the General Manager,and acknowledgement cards from managers and supervisors.This is an opportunity to acknowledge the various departments throughout the agency and the hard work done to provide an essential service. OC San Connection Newsletter The spring issue of the OC San Connection newsletter was distributed in early May.The issue included highlights of our history,information about the 70th Anniversary Open House,construction improvements throughout our service area,and much more.The newsletter was distributed electronically to approximately 3,500 people and shared via our various social media platforms. Local Legislative and Governmental Support Whittingham Public Affairs Advisors (WPAA)continues to provide support to OC San.A monthly report is attached to this Agenda Report.Activities to note include monitoring various City Council agendas of each of OC San’s member agencies and highlighting issues and items of relevance to OC San. Orange County Sanitation District Printed on 6/19/2024Page 3 of 4 powered by Legistar™ File #:2024-3680 Agenda Date:6/26/2024 Agenda Item No:19. Activities in June: 70th Anniversary Open House OC San’s Community Open House occurred on Saturday,June 8.The event welcomed 1,300 people to learn about the essential service we provide and how they too can become environmental stewards.OC San was joined by several agencies from across the county to showcase their contributions to the community as well as various entertainment groups from local schools and performance groups. Headquarters Move In The first week of June,OC San administrative staff moved into the new Headquarters building.This move consolidated over 300 staff members into one building allowing for easier collaboration across divisions. CEQA N/A FINANCIAL CONSIDERATIONS All items mentioned are included in OC San’s FY 2022-24 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Outreach and Media Report - May 2024 ·WPAA Local Public Affairs Report - May 2024 Orange County Sanitation District Printed on 6/19/2024Page 4 of 4 powered by Legistar™ Outreach and Media Summary May 2024 OC San Public Affairs Off ice Table of Contents OUTREACH REPORT…………………………………………………………PAGE 1 FACEBOOK POSTINGS ……………………………………………...............PAGE 3 TWITTER POSTINGS …………………………………………………………PAGE 4 INSTAGRAM POSTINGS………………………………………………………PAGE 5 LINKEDIN POSTINGS………………………………………………………....PAGE 6 NEWS ARTICLES……………………………………………………………………………. PAGE 7 Outreach Report May 2024 Date Tours Attendees Tour Guide 5/1/24 Cal State Long Beach Nursing Tour 23 Cortney Light 5/2/24 Air & Waste Management Association 5 Randa Abushaban 5/6/24 Samueli Academy 16 Randa Abushaban/ Donald Herrera 5/9/24 Godinez High School 30 Giti Radvar 5/14/24 General Public Tour 10 Chris Wheatley 5/16/24 Association of Facility Engineers 11 Dickie Fernandez 5/17/24 Santiago Canyon College 8 Randa Abushaban Date Speaking Engagements/Events Attendees Presenter 5/15/24 Waste Stream Management & Circularity 20 Rob Thompson 5/18/24 Children and Family Health Fair 400 Enisha Matthews/ Belen Carrillo/ Rachel Orejel 5/18/24 Construction Network 50 Adam Nazaroff/ Raul Cuellar 5/3024 El Modena High School 50 Sam Choi/Yiping Cao Project Area Outreach Notifications # of People Reached Website Posts and Text Alerts Community Newsletter 3500 Costa Mesa Airway-Airport Loop Sewer Project – update 183 1 website post Cypress Cypress Trunk Sewer – project introduction 35 Newport Beach MacArthur Sewer Project update 1 website post Seal Beach Seal Beach Pump Station Replacement update 75 1 website post/ 1 email alert External Communications Distribution # of People Reached 5 Minutes Per Month OC San: Headquarters Ribbon Cutting 216 1 Board Member Talking Points One 50 Website Posts 7 posts 2.1k views Website Facebook 21 posts 4.2k reached Social Media Twitter 17 tweets 902 reached Social Media Instagram 38 posts 5.9k reached Social Media LinkedIn 10 posts 8.8k reached Social Media 2 Post performance - Facebook Pages Data from 01 May, 2024 to 31 May, 2024 Sources Orange County Sanitation DistrictO Orange County Sanitation District May 31, 16:13O 🎉 Congratulations to Jon Bradley on his promotion to Operations Manager at OC San! We’re excited to see him bring his diverse experience and passion to this new role. 17.95%446 429 Orange County Sanitation District May 29, 15:22O Only 10 days until you can dive into the world of wastewater! Join the OC San Open House on June 8th for a fun and educational look at how we keep our community clean. Free tours, live entertainment, free ice cream, and more!… 3.54%530 508 Orange County Sanitation District May 29, 01:37O The OC San General Legal Services Ad Hoc Committee is happening on June 5 at 3:30 pm. Click here to view the agenda:3.19%105 94 Orange County SanitationDistrict May 25, 18:53O The Headquarters Ribbon cutting was a success! If you want to come check outour new building and our treatment plant, visit us at the Open House on June 8!Full details at ocsan.gov 14.19%171 148 Orange County SanitationDistrict May 25, 17:08O Thank you!!! We are very excited about our new building and even more excitedto show it o during our open house on June 8. Thank you for being part of thisribbon cutting celebration.21.66%167 157 Orange County SanitationDistrict May 25, 17:04O Thank you. It was great having the team there to be part of the celebration.17.45%158 149 Orange County SanitationDistrict May 24, 16:05O Spotlight for Public Works Week! This entire week is for recognizing the amazingteam we have at OC San who keep our communities clean and healthy. Today,we want to shout out to Tom, a dedicated employee who consistently goes…8.49%119 106 Orange County SanitationDistrict May 23, 20:02O Behind the scenes of a clean community! Meet Kim, a valuable member of ourteam at OC San. During Public Works Week, we celebrate the unseen heroeswho make our daily lives possible. Thank you, Kim, for your hard work and…16.56%178 157 Orange County SanitationDistrict May 20, 22:01O Public Works Week is this week. It takes every single person on our team and allthe positions at OC San to fulfill our mission of protecting public health and theenvironment. We will be highlighting some of our sta on our stories this week.5.15%222 194 Orange County SanitationDistrict May 19, 18:00O Less than a month away from the Open House! Are you ready to meet our team?Enjoy some ice cream? And maybe win a prize and take a tour of our facility?Visit ocsan.gov for more info.1.6%146 125 Orange County SanitationDistrict May 17, 16:20O #FlashbackFriday Here is a photo of some of our fellow board members core rig fishing!9.95%213 191 Orange County SanitationDistrict May 16, 23:10O The OC San Steering Committee Meeting will be happening on May 22, 2024 at 12:00 p.m. Click here to view the agenda:3.17%79 63 Orange County Sanitation District May 16, 20:15O OC San will be hosting a Board of Directors - Special Meeting from 4:30 PM - 5:30 PM that will be followed by the regular Board of Directors Meeting at 6 PM on May 22, 2024. Click here to view the agenda: 2.74%85 73 Orange County Sanitation District May 15, 16:21O FOG and wipes arent the only things that can't go down the drain. Hair can also cause clogged pipes! Be wary of the hairy. #FatsOilsGreases #UNflushableWipes #Hair 4.08%222 196 Orange County Sanitation District May 09, 16:01O So close! The anticipation is building over at OC San. We are so excited to welcome you all into our facility 🎉🎉 #OCSanOpenHouse #70YearsOfExcellence 3.03%162 132 Orange County Sanitation District May 08, 18:02O The OC San Open House is coming up on June 8! YOU DO NOT WANT TO MISSOUT ON THIS EVENT! Visit ocsan.gov for full details and to register for a tour.5.08%145 118 Orange County Sanitation District May 06, 22:50O Eww… gross right? This is what happens when anything other than pee, poopand paper get flushed! #What2flush #NoWipesDownPipes 6.16%940 876 Orange County Sanitation District May 06, 15:04O The Administration Committee Meeting is happening this Wednesday, 5/8/24 at5 p.m. Click here to view the full agenda:3.9%88 77 Orange County Sanitation District May 06, 14:57O The OC San General Legal Services Ad Hoc Committee Meeting is happening on5/14/24 at 1 p.m. Click here to read the full agenda:3.9%86 77 Orange County Sanitation District May 04, 14:02O At OC San, we have a diverse group of amazing employees. If you are interestedin working for OC San, apply today at OCSan.gov/jobs!5.11%408 372 Orange County Sanitation District May 02, 22:45O OC San participates in community events throughout the year. Here's a photo ofour decorated cart from one of our most recent events, the Tet Parade!!!14.96%278 254 DATE POST ENGAGEMENT RATE IMPRESSIONS REACH 3 Post performance - Twitter Data from 01 May, 2024 to 31 May, 2024 Sources @OCSanDistrict @OCSanDistrict May 31, 16:13 🎉 Congratulations to Jon Bradley on his promotion to Operations Manager at OC San! We’re excited to see him bring his diverse experience and passion to this new role. https://twitter.com/OCSanDistrict/status/179657562589492467… 2.96%5 169 @OCSanDistrict May 31, 16:02 🎉 Congratulations to Jon Bradley on his promotion to Operations Manager at OC San! We’re excited to see him bring his diverse experience and passion to this new role. https://twitter.com/OCSanDistrict/status/179657300516368421… 0%0 0 @OCSanDistrict May 29, 22:31 OC San is featured in the @ocregister water-focused insert! Read about our 70- year history, the Supercritical Water Oxidation Project, and our upcoming Open House on pages 6, 7, and 9. https://online.pubhtml5.com/ccun/qpek/#p=1 h… 5.17%3 58 @OCSanDistrict May 29, 15:21 Only 10 days until you can dive into the world of wastewater! Join the OC SanOpen House on June 8th for a fun and educational look at how we keep ourcommunity clean. Free tours, live entertainment, free ice cream, and more!…4.05%3 74 @OCSanDistrict May 24, 16:01 Spotlight for Public Works Week! This entire week is for recognizing the amazingteam we have at OC San who keep our communities clean and healthy. Today,we want to shout out to Tom, a dedicated employee who consistently goes…5.56%4 72 @OCSanDistrict May 23, 21:32 The Headquarters Ribbon cutting was a success! If you want to come check outour new building and our treatment plant, visit us at the Open House on June 8!Full details at http://ocsan.gov https://twitter.com/OCSanDistrict/status/179…4.69%3 64 @OCSanDistrict May 23, 20:00 Behind the scenes of a clean community! Meet Kim, a valuable member of ourteam at OC San. During Public Works Week, we celebrate the unseen heroeswho make our daily lives possible. Thank you, Kim, for your hard work and…2.33%2 86 @OCSanDistrict May 20, 22:01 Public Works Week is this week. It takes every single person on our team and allthe positions at OC San to fulfill our mission of protecting public health and theenvironment. We will be highlighting some of our sta this week. https://twitte…3.9%3 77 @OCSanDistrict May 19, 18:00 Less than a month away from the Open House! Are you ready to meet our team?Enjoy some ice cream? And maybe win a prize and take a tour of our facility?Visit http://ocsan.gov for more info. https://twitter.com/OCSanDistrict/status/…6.06%4 66 @OCSanDistrict May 17, 16:20 #FlashbackFriday Here is a photo of some of our fellow board members core rigfishing! https://twitter.com/OCSanDistrict/status/1791504010748325936/photo/1 1.92%1 52 @OCSanDistrict May 15, 16:21 FOG and wipes arent the only things that can't go down the drain. Hair can alsocause clogged pipes! Be wary of the hairy. #FatsOilsGreases#UNflushableWipes #Hair https://twitter.com/OCSanDistrict/status/17907795…4.17%3 72 @OCSanDistrict May 15, 15:59 FOG and wipes aren't the only things that can't go down the drain. Hair can alsocause clogged pipes! Be wary of the hairy. #FatsOilsGreases#UNflushableWipes #Hair https://twitter.com/OCSanDistrict/status/17907740…0%0 0 @OCSanDistrict May 09, 16:01 So close! The anticipation is building over at OC San. We are so excited to welcome you all into our facility 🎉🎉 #OCSanOpenHouse #70YearsOfExcellence https://twitter.com/OCSanDistrict/status/1788600296… 7.14%4 56 @OCSanDistrict May 08, 18:01 The OC San Open House is coming up on June 8! YOU DO NOT WANT TO MISS OUT ON THIS EVENT! Visit http://ocsan.gov for full details and to register for a tour. https://twitter.com/OCSanDistrict/status/1788267989554417866/video/1 5.17%3 58 @OCSanDistrict May 06, 22:50 Eww… gross right? This is what happens when anything other than pee, poop and paper get flushed! #What2flush #NoWipesDownPipes https://twitter.com/ OCSanDistrict/status/1787615883344445511/photo/1 4.41%3 68 @OCSanDistrict May 04, 14:02 At OC San, we have a diverse group of amazing employees. If you are interested in working for OC San, apply today at http://OCSan.gov/jobs! https://twitter.co m/OCSanDistrict/status/1786758185157615843/photo/1 2.33%2 86 @OCSanDistrict May 02, 22:45 OC San participates in community events throughout the year. Here's a photo of our decorated cart from one of our most recent events, the Lunar Festival!!! http s://twitter.com/OCSanDistrict/status/1786165076027703381/photo/1 3.45%3 87 DATE POST ENGAGEMENT RATE ENGAGEMENTS IMPRESSIONS 4 Post performance - Instagram Business Data from 01 May, 2024 to 31 May, 2024 Sources ocsandistrictO ocsandistrict May 23, 21:27O The Headquarters Ribbon cutting was a success! If you want to come check out our new building and our treatment plant, visit us at the Open House on June 8! Full details at ocsan.gov 10.23%0 53 743 ocsandistrict May 31, 16:13O 🎉 Congratulations to Jon Bradley on his promotion to Operations Manager at OC San! We’re excited to see him bring his diverse experience and passion to this new role. 12.1%385 39 372 ocsandistrict May 06, 22:50O Eww… gross right? This is what happens when anything other than pee, poop and paper get flushed! #What2flush #NoWipesDownPipes 5.5%356 17 327 ocsandistrict May 23, 20:00O Behind the scenes of a clean community! Meet Kim, a valuable member of ourteam at OC San. During Public Works Week, we celebrate the unseen heroeswho make our daily lives possible. Thank you, Kim, for your hard work and…6.64%0 15 256 ocsandistrict May 02, 22:45O OC San participates in community events throughout the year. Here's a photo of our decorated cart from one of our most recent events, the Lunar Festival!!!6.5%266 15 246 ocsandistrict May 20, 22:01O Public Works Week is this week. It takes every single person on our team and allthe positions at OC San to fulfill our mission of protecting public health and theenvironment. We will be highlighting some of our sta on our stories this week.7.22%213 14 194 ocsandistrict May 24, 16:01O Spotlight for Public Works Week! This entire week is for recognizing the amazingteam we have at OC San who keep our communities clean and healthy. Today,we want to shout out to Tom, a dedicated employee who consistently goes…4.47%0 11 246 ocsandistrict May 17, 16:20O #FlashbackFriday Here is a photo of some of our fellow board members core rig fishing!6.38%203 11 188 ocsandistrict May 04, 14:02O At OC San, we have a diverse group of amazing employees. If you are interested in working for OC San, apply today at OCSan.gov/jobs!2.66%292 7 263 ocsandistrict May 15, 16:20O FOG and wipes arent the only things that can't go down the drain. Hair can alsocause clogged pipes! Be wary of the hairy. #FatsOilsGreases#UNflushableWipes #Hair 3.57%183 6 168 ocsandistrict May 09, 16:01O So close! The anticipation is building over at OC San. We are so excited towelcome you all into our facility 🎉🎉 #OCSanOpenHouse#70YearsOfExcellence 2.81%192 5 178 ocsandistrict May 29, 15:22O Only 10 days until you can dive into the world of wastewater! Join the OC SanOpen House on June 8th for a fun and educational look at how we keep ourcommunity clean. Free tours, live entertainment, free ice cream, and more!…4.6%190 5 174 ocsandistrict May 19, 18:00O Less than a month away from the Open House! Are you ready to meet our team? Enjoy some ice cream? And maybe win a prize and take a tour of our facility? Visit ocsan.gov for more info. 1.9%178 2 158 ocsandistrict May 08, 18:02O The OC San Open House is coming up on June 8! YOU DO NOT WANT TO MISS OUT ON THIS EVENT! Visit ocsan.gov for full details and to register for a tour.0.59%0 1 169 ocsandistrict May 26, 02:59O Thank you to everyone for helping us celebrate this big moment for OC San Join us for the Open House on June 8. Full details at:0%135 0 135 ocsandistrict May 20, 21:51O (No description)0%103 0 103 ocsandistrict May 14, 18:50O It’s about upholding our mission of protecting public health and theenvironment.0%124 0 124 ocsandistrict May 23, 15:42O Stay tuned! Content from our Ribbon Cutting coming up!0%116 0 113 ocsandistrict May 22, 22:40O (No description)0%94 0 88 ocsandistrict May 14, 18:47O Infrastructure Week: OC San Edition 0%139 0 138 ocsandistrict May 30, 16:29O (No description)0%106 0 105 ocsandistrict May 14, 18:49O It’s all about capacity to serve the community.0%125 0 125 ocsandistrict May 29, 02:03O Visit our new building at the OC San Open House Saturday, June 8 9AM - 12PMFull details at:0%125 0 125 ocsandistrict May 14, 18:48O It’s all about maintenance.0%126 0 125 ocsandistrict May 16, 03:17O (No description)0%101 0 101 ocsandistrict May 22, 16:30O (No description)0%99 0 99 ocsandistrict May 29, 22:29O OC San is featured in the @ocregister water-focused insert! Read about our 70- year history, the Supercritical Water Oxidation Project, and our upcoming Open House on pages 6, 7, and 9. 0%97 0 95 ocsandistrict May 09, 18:32O They’re back! The cutest guests.0%197 0 197 ocsandistrict May 14, 18:56O The turtles do.0%122 0 120 ocsandistrict May 16, 03:07O (No description)0%113 0 112 ocsandistrict May 14, 21:23O Award Recipients of a @californiacommunicator award for the GWRS Dedication Event 💧0%132 0 130 ocsandistrict May 20, 21:53O (No description)0%94 0 94 ocsandistrict May 08, 22:17O That means all hands on deck! 🙌0%196 0 193 ocsandistrict May 23, 21:29O OC San Headquarters Ribbon Cutting!0%113 0 113 ocsandistrict May 18, 17:36O Continuously sharing the OC San message 💧0%153 0 153 ocsandistrict May 21, 21:45O Did someone say wastewater panel? Were there!0%116 0 115 ocsandistrict May 31, 16:18O (No description)0%92 0 90 ocsandistrict May 01, 22:27O The latest and greatest! Check out the Spring 2024 newsletter:0%111 0 111 ocsandistrict May 14, 18:48O It’s all about the angles 📐0%131 0 130 DATE POST ENGAGEMENT RATE IMPRESSIONS LIKES REACH 5 Post performance - LinkedIn Pages Data from 01 May, 2024 to 31 May, 2024 Sources Orange County Sanitation District Orange County Sanitation District May 31, 16:13 🎉 Congratulations to Jon Bradley on his promotion to Operations Manager at OC San! We’re excited to see him bring his diverse experience and passion to this new role. 10.25%1,805 71 0 Orange County Sanitation District May 29, 22:32 OC San is featured in the Orange County Register water-focused insert! Read about our 70-year history, the Supercritical Water Oxidation Project, and our upcoming Open House on pages 6, 7, and 9. https://lnkd.in/gHsUSQd5 3.48%603 12 0 Orange County Sanitation District May 29, 15:22 Only 10 days until you can dive into the world of wastewater! Join the OC San Open House on June 8th for a fun and educational look at how we keep our community clean. Free tours, live entertainment, free ice cream, and more!… 5.41%610 18 0 Orange County SanitationDistrict May 23, 21:33 The Headquarters Ribbon cutting was a success! If you want to come check outour new building and our treatment plant, visit us at the Open House on June 8!Full details at ocsan.gov 17.14%2,853 110 9 Orange County SanitationDistrict May 20, 22:01 Public Works Week is this week. It takes every single person on our team and allthe positions at OC San to fulfill our mission of protecting public health and theenvironment. We will be highlighting some of our sta this week.2.91%2,437 16 0 Orange County SanitationDistrict May 19, 18:00 Less than a month away from the Open House! Are you ready to meet our team?Enjoy some ice cream? And maybe win a prize and take a tour of our facility?Visit ocsan.gov for more info.2.24%447 5 0 Orange County SanitationDistrict May 09, 16:01 So close! The anticipation is building over at OC San. We are so excited towelcome you all into our facility 🎉🎉 #OCSanOpenHouse#70YearsOfExcellence 3.2%562 8 0 Orange County SanitationDistrict May 08, 18:01 The OC San Open House is coming up on June 8! YOU DO NOT WANT TO MISS OUT ON THIS EVENT! Visit ocsan.gov for full details and to register for a tour.12.01%1,157 31 2 Orange County SanitationDistrict May 04, 14:02 At OC San, we have a diverse group of amazing employees. If you are interested in working for OC San, apply today at OCSan.gov/jobs!4.81%790 8 2 Orange County SanitationDistrict May 02, 22:45 OC San participates in community events throughout the year. Here's a photo of our decorated cart from one of our most recent events, the Lunar Festival!!!7.14%490 10 0 DATE POST ENGAGEMENT RATE IMPRESSIONS REACTIONS SHARES 6 Article Date Source Link Treating Wastewater for 70 Years May-24 Ca. Water https://online.pubhtml5.com/ccun/qpek/#p=1 Navigating ocean waters 5/3/2024 UCI News https://news.uci.edu/2024/05/03/navigating- ocean-waters/ O.C. Sanitation District unveils $102.5-million headquarters in Fountain Valley 5/23/2024 LA Times https://ocsdgov.sharepoint.com/:b:/s/External /EdFKbIXpgeZJpKfUuvspwxkBbaIst7O7_D- tburEsgG4pg?e=8P3WIq Headquarters Ribbon Cutting 5/24/2024 ABC 7 https://abc7.com/14880197/ Billions flow through California special districts. Who makes big money in your city or county?5/28/2024 OC Register https://www.ocregister.com/2024/05/26/billio ns-flow-through-california-special-districts-who- makes-big-money-in-your-city-or-county/ Media News Articles for May 7 Whittingham PAA, LLC 31441 Santa Margarita Parkway, Suite A181 ▪ Rancho Santa Margarita, CA 92688 (949) 280-9181 ▪ peter@whittinghampaa.com TO: Orange County Sanitation District FROM: Whittingham Public Affairs Advisors DATE: May 29, 2024 SUBJECT: Local Public Affairs Report The month of May has been highlighted by management changes and other noteworthy events in Orange County. Following is a few of the more notable developments and issues of the month: • Santa Margarita Water District announced that Robb Grantham will serve as the agency’s next General Manager. Grantham has been the GM at Rancho California Water District since 2021; this will be his second stint at SMWD, having previously served as Assistant GM there for four years. He is scheduled to begin his tenure on June 17th. • The Tustin City Council announced that it had reached an agreement with Aldo Schindler to serve as the City’s next City Manager. Mr. Schindler has served most recently in a similar capacity for the City of Artesia, CA, and has more than 20 years of experience with a number of cities and agencies in L.A. County. • The Orange County Board of Supervisors conducted interviews of the three finalists to replace current Chief Executive Officer Frank Kim, who will be retiring this month. The next CEO will take the helm of the County, overseeing 16,000 employees and a $9.3 billion budget. • The City of Orange has amended an agreement with the City of Anaheim to incorporate a new 16-inch water main line as part of the widening of Orangewood Avenue and improvements to the Orangewood bridge over the Santa Ana River. The new line is critical to connecting businesses on the west side of the River to the remainder of the City’s water transmission system. • After months of delay, the Army Corps of Engineers sand replenishment project resumed in San Clemente between Linda Lane and T Street, using sand dredged from off the coast of Surfside. Roughly half of this area will be completed over the next several weeks, with the remainder of the project being completed in October. 2 • The South Coast Air Quality Management District (SCAQMD) will hear Proposed Rule 317.1 at its June 7th Governing Board meeting. PR 317.1 was spurred by the U.S. EPA’s revocation of the region’s attainment of the 8-hour Ozone standard for 1997 and 2008. If adopted, it will establish annual penalty fees for 320 Title V permit facilities in the region, including Orange County Sanitation District’s Fountain Valley and Huntington Beach facilities, the Disneyland Resort, Hoag Hospital in Newport Beach, and Providence St. Joseph Hospital in Orange. • The Los Angeles City Council voted 11-4 to support new sewer rates that will result in those fees doubling for most residents over the next four years. Many business groups opposed the increases, expressing concerns that landlords will be disproportionately affected. Bureau of Sanitation staff reported the increases are needed to fund the rising cost of construction and materials, sharing that labor costs will rise 24% over the next five years because of a recent salary package for city workers backed by Mayor Karen Bass and the council. As part of our scope of work, Whittingham Public Affairs Advisors (WPAA) has monitored the various City Council agendas of each of the District’s members and highlighted issues and items of relevance to OC San. WPAA also attended the Sustain SoCal tour of the Frank R. Bowerman County Landfill, where OC San General Manager participated in a panel on the organics waste stream, and the ribbon-cutting event for the new OC San HQ. It is a pleasure to work with you and to represent the Orange County Sanitation District. Sincerely, Peter Whittingham STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3681 Agenda Date:6/26/2024 Agenda Item No:20. FROM:Robert Thompson, General Manager SUBJECT: PUBLIC AFFAIRS STRATEGIC PLAN FOR FISCAL YEARS 2022-2024 SUMMARY GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the Proposed Public Affairs Strategic Plan for Fiscal Years 2022- 2024 Summary. BACKGROUND The Orange County Sanitation District’s (OC San)Public Affairs Office is responsible for creating, organizing,and disseminating all internal and external communication.The primary objective of the Public Affairs team is to deliver messages that are accurate,transparent,and designed to foster trust and confidence.An integrated Public Affairs Strategic Plan is essential to effectively manage the variety of audiences served. RELEVANT STANDARDS ·Build brand, trust, and support with policy makers and community leaders ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities ·Make it easy for people to understand OC San’s roles and value to the community ·Maintain influential legislative advocacy and a public outreach program PROBLEM There are various initiatives and messages that the Public Affairs Office must share with internal and external stakeholders for continued operation and efficiency of OC San.The messaging must be consistent, concise, and thoroughly planned to be efficient and effective. PROPOSED SOLUTION The Public Affairs Strategic Plan includes goals,objectives,strategies,and tactics to execute the various messages and efforts set forth by OC San.The two-year plan was in place from July 2022 until June 2024, with updates provided to the Steering Committee every six months. Orange County Sanitation District Printed on 6/19/2024Page 1 of 4 powered by Legistar™ File #:2024-3681 Agenda Date:6/26/2024 Agenda Item No:20. PRIOR COMMITTEE/BOARD ACTIONS January 2024 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024 Mid-Year Update. June 2023 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024 Year-End Report. February 2023 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024 Mid-Year Update. July 2022 -Board and Legislative and Public Affairs Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024. ADDITIONAL INFORMATION OC San’s Public Affairs Office Strategic Plan for Fiscal Years 2022-2024 (Plan)was developed based upon the principles of OC San’s mission of protecting public health and the environment and to support the implementation of OC San’s Strategic Plan.This Plan offered a vision to unify communication efforts and focus resources to achieve the greatest impact and greatest results.The Plan consisted of 11 categories. Below is a summary of the two-year plan. ·Employee Communications Goal: Optimize communication with internal audience including those operating in the field. o Over 1,700 The San Box posts (intranet) o 104 Three Things to Know emails (weekly email) o 12 Pipeline Employee Newsletter issues (including a Special Yearbook Edition) ·Industry Experts Goal:Establish and solidify OC San’s reputation as infrastructure leaders in the wastewater and resource recovery industry. o 25 awards received o 57 speaking engagements reaching almost 4,000 people ·Media Relations Goal: Cultivate relationships with traditional and social media journalists and influencers. o 19 press releases issued o 1,460 social media posts across five platforms with average reach of 5k o 1,795 new followers o OC Register Supplemental Water Educational Issue ·Agency Branding and Messaging Goal:Enhance OC San’s image and branding by utilizing proper messaging in external communication pieces such as OC San’s website,presentations,digital media,advertising, which includes maintaining a positive experience for OC San visitors. o Eight (8)issues of the Neighborhood Newsletter reaching an average of 4,500 per Orange County Sanitation District Printed on 6/19/2024Page 2 of 4 powered by Legistar™ File #:2024-3681 Agenda Date:6/26/2024 Agenda Item No:20. o Eight (8)issues of the Neighborhood Newsletter reaching an average of 4,500 per issue o 172 articles published on the OC San website o Website RFP issued, contract awarded, and development 50 percent complete o Development of Headquarters educational display o Launched permittee award program o Completed more than 350 graphic design projects ·Educational Outreach Goal:Identify and implement avenues for education and outreach within OC San’s service area to promote OC San’s mission and vision. o 140 tours reaching over 1,800 people o Continued supporting the Heritage Museum of Orange County with their virtual and in- person teachings reaching more than 16,000 people o Participated in 19 community events reaching over 7,000 people o Hosted a 70th Anniversary Open House with approximately 1,300 attendees o Hosted two sessions of Wastewater 101 Citizens Academy with a total of 52 graduates ·Capital and Maintenance Outreach Goal:Develop and implement outreach programs that will engage the communities affected by OC San construction and maintenance activities. o 33 printed notifications distributed reaching over 79,000 people o 142 electronic messages issued o Held individual meetings with project stakeholders and presentations to City Councils ·Legislative Affairs Goal:Proactive engagement in legislative advocacy efforts that could impact OC San and the wastewater industry. o Created annual Legislative Plan for each fiscal year o Issued seven (38) State position letters, and two (15) Federal position letters o Hosted Congressman Lou Correa visit and tour ·Grant Coordination Goal: Monitor, track, and apply for grants available to OC San. o Approved for $3.45 million in community project funding o Received $40,000 grant for Headquarters Building educational display ·Local Government Affairs Goal:Ensure that local elected officials,member agencies,stakeholders,and OC San Board Members are actively engaged in the work of OC San. o Board Member Speaking Points issued monthly o Developed OC San’s Annual Report for each fiscal year o Hosted a virtual and an in-person State of OC San with 150 participants, respectively o 24 “Five Minutes Per Month” published o Eight (8) member-agency outreach toolkits produced and distributed Orange County Sanitation District Printed on 6/19/2024Page 3 of 4 powered by Legistar™ File #:2024-3681 Agenda Date:6/26/2024 Agenda Item No:20. o Developed outreach program for inflow and infiltration issues within sewer service area o Hosted Headquarters Ribbon Cutting event with 150 guests o Issued Local Lobbyist Contract ·Crisis Management Goal:Ensure the Public Affairs Office serves as the primary spokesperson for OC San during normal business and crisis scenarios and facilitates the dissemination of information. o Updated Integrated Emergency Response Plan areas pertaining to the Public Affairs Office o Updated the Public Affairs Office’s Continuity of Operations Plan ·General Manager Support Goal:Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OC San audiences. o Strategic Plan support and development o 24 General Manager Monthly Reports o Monthly talking points preparation o Preparation of GM Work Plan, mid-year and year-end updates for each fiscal year o Developed material for speaking engagements and presentations FINANCIAL CONSIDERATIONS All items included in the Public Affairs Strategic Plan FY 2022-2024 are budgeted in the FY 2022- 2024 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Public Affairs Strategic Plan, FY 2022-2024 ·Public Affairs Portfolio, FY 2022-2024 Orange County Sanitation District Printed on 6/19/2024Page 4 of 4 powered by Legistar™ STRATEGIC PLANPUBLIC AFFAIRS 2022-2024 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 Public Affairs Strategic Plan FY 2022-2024 Introduction The Orange County Sanitation District’s (OC San) Public Affairs Office (PAO) is responsible for creating, organizing, and disseminating all internal and external communication. The primary objective of the PAO is to deliver messages that are accurate, transparent, and designed to foster public trust and confidence. An integrated Public Affairs Strategic Plan is essential to deal effectively with the variety of audiences we serve. The PAO staff provides services and tools and implements programs to meet the communication needs of several audiences for OC San. This includes planning and implementing media relations; website and intranet site content; construction outreach; elected officials and government relations; internal communications, education, and outreach; and graphic development. The PAO has created a Strategic Plan for Fiscal Years 2022 - 2024. This Plan is developed based upon the principles of OC San’s Mission of protecting public health and the environment and will support the implementation of OC San’s Strategic Plan. This Plan offers a vision to unify our communication efforts and focus resources to achieve the greatest impact and greatest results. This plan was created as we are in the process of recovering and moving into our new normal post the COVID-19 pandemic. At the creation of the previous PAO Strategic Plan, it was impossible to project the length of time that COVID-19 would impact our lives and operations, as such some items are carrying over to this new plan. Because much of what is planned and created by this group is based on external factors and therefore outside of our control, flexibility and fluidity is integrated into the plan. The PAO will follow the guidance set forth by management and the Board of Directors to carry out OC San’s messaging and support our member agencies. Background Information OC San represents 20 cities, 4 special districts and a portion of the unincorporated County of Orange. This area represents a community of 2.6 million people with approximately 550,000 customer accounts. Unlike most public agencies where there is direct contact with customers, at OC San, billing occurs through the County of Orange property tax bills. Therefore, OC San must work through other means to communicate with the public and the rate payers.We have a 25-member Board of Directors, and over 600 employees within six departments with various goals and objectives. While these groups work independently on a variety of projects, the goal of the PAO is to provide support and messaging that is consistent throughout the agency so that we are one voice, representing the same overall goals, and portraying the same brand. While there are many challenges with serving such a large and diverse customer base, there are also great opportunities working through the strategies laid out in this Plan. Public Affairs Team The division is staffed with six full-time employees and overseen by a manager. • Jennifer Cabral, Administration Manager • Daisy Covarrubias, Principal Public Affairs Specialist • Rebecca Long, Senior Public Affairs Specialist • Kelly Newell, Public Affairs Specialist • Belen Carrillo, Public Affairs Specialist • Gregg Deterding, Graphics Designer • Cheryl Scott, Administrative Assistant Each of these team members carry out specific functions to meet the communication goals and objectives laid out in this Plan. 2 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 Situation Analysis • The world is attempting to recover from a pandemic and return to a sense of normalcy, though identifying what - that remains to be seen. However, OC San has been able to continue with its operations and meet the mission of protecting public health and the environment. • While operations continue for OC San, the business functions have been modified to meet the health and safety guidelines established. • To ensure the safety of our critical on-site staff, approximately 50 percent of staff have been working remotely for the last two years. As stability with the health crisis is reached, telecommuting staff is beginning to return on-site. Communication methods have and will continue to address the varied audiences, work schedules and work environments to maintain open and transparent communications. • OC San is concluding a five-year rate program, with a rate study about to begin. Public communication must factor in the financial impacts to the OC San rate payers as decisions and communication is made regarding proposed fees for the next five years. • OC San has seen a high number of retirements this year resulting in significant personnel movement and new hires. Communicating OC San’s culture and reinforcing the importance in relationships are essential to the effectiveness and functionality of the agency. • OC San experienced high turnover in the Board of Directors in 2021. Continuous engagement with the Board Members is critical for the success of this agency. • As an essential service, OC San has continued to execute the Capital Improvement Program (CIP) to keep the regional projects on schedule that are enhancing the regional sewer system throughout the service area. In the next two fiscal years, OC San plans to award 28 construction contracts worth a total of $400 million. • In partnership with the Orange County Water District, OC San is constructing facilities to complete the final expansion of the Groundwater Replenishment System (GWRS). Once completed, OC San will be able to recycle 100 percent of the reclaimable flow and allow GWRS to produce enough water for 1 million people. • OC San is constructing a new administrative headquarters building in the City of Fountain Valley across the street from Plant No.1. The project will allow OC San to consolidate administrative staff into one building thus creating additional space for process facilities in the plant. The building is designed to be welcoming and inviting to the public. The main entry plaza will feature educational exhibits highlighting OC San’s mission of protesting public health and environment. Mission The Public Affairs Office is committed to communicating information about OC San in a timely, accurate and accessible way to the employees, the Board of Directors, our member agencies, the public, and the news media. • We are committed to open, honest, clear, and respecful two-way communication with our audiences. • We are dedicated to informing others about how OC San serves the public and protects the environment. • We are committed to outstanding customer service by responding to requests quickly and efficiently. • We are dedicated to teamwork and collaboration as well as being creative and taking the initiative to be out in front of issues. 3 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 Audiences This Public Affairs Plan focuses largely on four primary audiences. • Internal - Board of Directors - Executive Management Team - Employees - Retirees • The Public - Ratepayers - Member Agencies - Residents,Businesses,Commuters Impacted by OC San Construction and Maintenance - OC San Neighbors near our facilities(plants and pump stations) - Schools and Students - Tour Groups • Industry - Water/Wastewater Agencies - Trade Organizations - Trade Media • Influential Public - Local, State, and Federal Elected Officials - Environmental Groups - Local Media Agency Key Messages • OC San is committed to protecting public health and the environment by providing effective wastewater collection, treatment, and recycling. • OC San is more than a wastewater treatment facility; we are a resource recovery facility making use of all our byproducts. • OC San is dedicated to exceeding wastewater quality standards used for resource recovery. • OC San is committed to proper planning to ensure that the public’s money is wisely spent. • OC San’s assets are monitored and evaluated regularly to ensure top performance and timely replacement. • OC San values communicating our mission and strategies with those we serve and all other stakeholders. • Providing reliable, responsive, and affordable services in line with our customer needs and expectations is a top priority for OC San. • OC San focuses on creating the best possible workforce where safety, productivity, customer service, and training are a top priority. • OC San has worked very hard to create an integrated planning environment which begins with the expectations of its Board of Directors and flows down to the work product of each employee. We have worked hard to assure our staff members are communicating and providing transparent services to each other in support of the plan. • OC San has developed an integrated Planning/ Asset Management system that allows for intentional, thoughtful decision making to maintain current operations while adding resilience and meeting new challenges. • OC San has an organizational structure with informal relationships between employees that allow for collaboration toward common goals. 4 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 1. Optimize communication with our internal audience including those operating in the field. 2. Continue to build OC San’s reputation as infrastructure leaders in the wastewater and resource recovery industry. 3. Cultivate relationships with traditional and social media journalists and influencers to promote OC San’s programs and initiatives. 4. Enhance OC San’s image and branding by utilizing proper messaging in external communication pieces such as OC San’s website, presentation, digital media, and advertising. Maintain a positive experience and image for our visitors. 5. Identify and implement avenues for education and outreach within OC San’s service area to further promote OC San as a resource recovery agency, promote OC San’s mission and promote career opportunities within the wastewater industry. 6. Develop and implement outreach programs that will engage the communities affected by OC San’s construction projects. 7. Ensure proactive engagement in legislative advocacy efforts that could impact OC San and the wastewater industry. 8. Monitor, track, and apply for grants available and that make business sense to OC San. 9. Ensure that local elected officials, member agencies, stakeholders, and OC San Board Members are actively engaged in the work of OC San. 10. Ensure the Public Affairs Office serves as the primary spokesperson for OC San during normal business and crisis scenarios and facilitates the dissemination of information. To achieve these goals, the PAO presents the following strategies and tactics, along with the primary staff assigned to that area. While individual staff members are the key contacts for each of the goals, the team works collectively and collaboratively, reflecting our core values. Our staff recognizes the key role we play at OC San, not only communicating information, but also teaching and consulting others and serving as a resource to our Board of Directors, employees, the wastewater industry, and our member agencies. As we navigate through the pandemic recovery efforts, the team will follow this plan, and make necessary modifications to effectively communicate OC San’s strategic direction. Flexibility is implemented into this plan to deal with the dynamic situation we are all in. Public Affairs’ Goals for Fiscal Year 2022/23 and 2023/24 5 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 Public Affairs Strategies and Tactics 1. Category: Employee Communication Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Optimize communication with our internal audience including those operating in the field. Objective (measure): Create employee engagement by utilizing the identified communication methods to share agency wide messages. Strategy (why): We value open and honest communication with our employees. PAO is committed to various efforts aimed at keeping OC San employees informed about important topics, increasing the overall quality of communications to our employees while tying the business aspects of the agency with the human-interest side. • Keep information on The San Box homepage current, relevant, and useful for OC San employees by working with the various departments to gather information that should be shared. • On a regular basis, staff will continue to support various departments with their communication and outreach needs. • PAO will produce six Pipeline newsletters per year with a goal of circulation by the third week of the publication month. • PAO will track Volunteer Incentive Program (VIP) points for all participating employees and coordinate the VIP appreciation celebration. • Create employee recognition and celebratory events throughout the year that comply with health guidelines, this may include small in- person gatherings and virtual events. To include but not limited to the Annual Holiday Lunch, the Harvest Festival, andVIP Celebration, etc. • Commemorate OC San’s achievement of reusing 100 percent of the reclaimable flow upon completion of the Groundwater Replenishment System’s Final Expansion. Celebrate the milestone and acknowledge the accomplishment with staff and stakeholders. • Continue with the Honor Walk program which acknowledges retired staff and past Board Members for their contribution to OC San. The recognition event will be hosted every other year starting in 2023. • Write and coordinate the 3 Things to Know email blast to be distributed to all staff each Monday. • Produce monthly Digester bulletin. • Support and promote OC San “U”, OC San’s training program. Tactics (how): 6 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 2. Category: Industry Experts Program Manager: Daisy Covarrubias Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Establish and solidify OC San’s reputation as infrastructure leaders in the wastewater and resource recovery industry. Objective (measurable): Increase participation in strategic organizations through conferences, networking activities and awards by five percent. Strategy (why): To build positive public perception and confidence among our various audiences. Tactics (how): • Encourage participation and presentation in conferences • Encourage and support award application submittals • Publicize and coordinate award acceptance logistics • Track all awards won by OC San by keeping a master list • Track and promote staff abstracts, and publications 3. Category: Media Relations Program Managers: Daisy Covarrubias and Rebecca Long Program Coordinators: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Cultivate relationships with traditional and social media journalists and influencers. Objective (measurement): Increase media coverage with positive stories about OC San. Strategy (why): While a presence in the community is important to putting a face to our agency, media (traditional and social) is equally important with a broader reach and a more direct line of communication. 7 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 4. Category: Agency Branding and Messaging Program Manager: Daisy Covarrubias Program Coordinators/Support: Gregg Deterding, Kelly Newell, and Cheryl Scott Goal (what): Enhance OC San’s image and branding by utilizing proper messaging in external communication pieces such as OC San’s website, presentations, digital media, advertising, which includes maintaining a positive experience for OC San visitors. Objective (measure): Continue with OC San’s branding campaign including updating collateral material, signage, and promotional material as appropriate and as it is used. Maintain the lobby(s) current and informative with relevant information, i.e., displays, awards case, etc. Strategy (why): A cohesive voice, message, look, and feel are critical to the public perception that an organization holds with its community. A positive and pleasant in-person experience reinforces OC San’s culture and core values as well as showcasing OC San as industry leaders, and a well-run organization, leaving behind the stigma of typical government agencies. Tactics (how): • Develop new website to better meet the information needs of our visitors while meeting accessibility standards. • Maintain website accuracy, relevancy and timeliness with new stories posted weekly. • Provide presentations, consultation, and advice on the branding and image of OC San. • Develop new collateral materials around the key messages. • Explore advertising options to inform the public of agency efforts and role in enhancing the local economy. • Fulfill all requests for graphics, photos, and logos. • Continue with online community newsletter. Increase reach and distribution list. • Develop a branding plan for the new Headquarters Building. • Develop an educational display in the headquarters building to illustrate OC San’s reuse and recycling efforts in support of the environment and public health. Display to be revealed when new building is unveiled. • Maintain the lobby wall in the administration building at Plant No. 1 and the Operations Center at Plant No. 2 with OC San’s current branding and messaging. Tactics (how): • Annually update media list to stay current and fresh. • Develop a press kit to be online and interactive. • Build a calendar of news release topics of interest to the public and stakeholders • Invite media for a facility tour (virtual or small group). – Rolling over to new plan as unable to complete due to COVID—19 restrictions. • Develop media strategies for important events, decisions, or actions. e.g. CIP Campaign (see details in Category 6: Capital and Maintenance Outreach. • Conduct media training for Board leadership, EMT and key staff members. - Rolling over to new plan as unable to complete due to COVID—19 restrictions. • Weekly (3-5 times) social media posts about the happenings at OC San with focus on OC San’s accomplishments and mission. • Continue with social media campaigns #OCSanAtWork, #What2Flush, and those currently supporting ongoing efforts. 8 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 • Rotate flags on light poles at Plant No. 1 and at Plant No. 2 on a biennial basis. • Keep the award display cabinet up to date by rotating awards. • Keep the retiree display in the Administration Building hallway up to date. On an annual basis collect the names of the retirees and update the display board. • Maintain and coordinate the installation of Honor Walk bricks on a biennial basis. • Display collateral material in a neatly and organized manner displayed with current and relevant information. • Develop a video library of OC San programs to utilize as educational and promotional tools. • Promote the development and implementation of OC San’s permittee awards program that recognizes industries for improving their adherence to excellent standards. • Support and promote the development of an awards program for biosolids truck drivers. • Develop a campaign to showcase OC San’s diversity to be launched internally and externally. 5. Category: Educational Outreach Program Manager: Rebecca Long Program Coordinators/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Identify and implement avenues for education and outreach within OC San’s service area to promote OC San’s mission and vision. Objective (measurement): Create and identify new educational opportunities including virtual events and webinars to promote and educate the community on OC San’s work and the essential service provided. Incorporate the GWRS messaging to increase awareness of the benefits to our service area. Strategies (why): To further promote OC San as a resource recovery agency, promote OC San’s mission and promote career opportunities within the wastewater industry. Tactics (how): • Execute the Inside the Outdoors contract for Fiscal Year 2022-2023 to continue the educational partnership that includes the Sewer Science program to 500 students within Orange County and introduce them to OC San’s virtual tour program. • Reinstate physical plant tours and continue offering the virtual tour to increase the reach of OC San’s tour program. • Identify 10-12 community event opportunities for OC San to participate in to inform and educate the community on the important role OC San plays in public health and the environment. • Continue to encourage and promote the Volunteer Incentive Program to have a pool of staff that volunteer for events and speaking engagements that OC San participates in. • Expand OC San’s speaker’s bureau to provide a wider set of speakers available. • Public Service Announcement (PSA) Contest – work with high schools in our service area to create a promotional PSA for OC San on a biennial basis. Obtain a minimum of 20 individual and/or group entries. • Continue hosting Wastewater 101 Citizen Academy for our ratepayers, and influential public to showcase OC San operations and initiatives. Host a minimum of four (4) series per year. • Support the Heritage Museum of Orange County’s educational efforts by supplying material to be used for virtual and in-person teaching of OC San’s key messages. 9 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 6. Category: Capital and Maintenance Outreach Program Managers: Daisy Covarrubias and Tanya Chong from Engineering, Program Coordinators/Support: Belen Carrillo, Kelly Newell, Gregg Deterding, Cheryl Scott, and Jennifer Wein from Engineering Goal (what): Develop and implement outreach programs that will engage the communities affected by OC San construction and maintenance activities. Objective (measurement): Develop, implement, and provide outreach support for over 15 capital projects scheduled to break ground in fiscal years 2022/2023 and 2023/2024 in more than 10 cities. Strategy (why): Form a positive presence in the community prior to the start of construction projects or maintenance activities that is personal and proactive. Provide impacted community with information ahead of construction activities. Inform them of the benefits and need for the project to gain support and understanding of the necessary construction. Tactics (how): • Proactively offer briefings and community meetings to impacted neighborhoods, civic groups, businesses, schools, churches, and other institutions within the project area on an as needed basis. • Explore the option of placing advertising pieces in communities/areas impacted by construction. • Respond to inquiries within a 24-hour period. • Provide project description and notifications to impacted residents at least two weeks before construction begins. • Update collateral materials, fact sheets and website with current construction information on an as needed basis. • Maintain ongoing communications with city staff and Board Members on current and upcoming construction outreach projects in affected cities. • Maintain ongoing communications with impacted residents within the project area through collateral material (e.g., flyers, door hangers, emails, text alerts, social media posts, etc.). • Measure customer satisfaction through a construction outreach survey to be distributed at the close of construction programs. • Support the Vendor Outreach Program to promote OC San business opportunities with local businesses. 10 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 7. Category: Legislative Affairs Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Proactive engagement in legislative advocacy efforts that could impact OC San and the wastewater industry. Objective (measure): Continue positive relationships with local, state, and federal officials through facility tours, meetings, and bill tracking as stated in the Legislative Plan. Strategy (why): Legislative advocacy is an important aspect of our business. Having relationships and being actively involved, providing input and OC San’s perspective on potential legislature can and does directly affect OC San and our business. The PAO is responsible for executing the Board approved Legislative Plan, which is updated on an annual basis. In addition, staff is responsible for tracking state and federal legislation, managing OC San’s legislative advocates, and seeking appropriations and grants. Tactics (how): • Develop and implement Annual Legislative Plan in the second quarter of each fiscal year. • Track bills and maintain a priority list of key legislation. • Provide regular updates to the Legislative and Public Affairs Committee on state and federal matters. • Host legislative tours. • Engage in Advocacy Days in Sacramento and Washington DC once a year. • Take positions on bills that could affect OC San or the industry. • Work with industry organizations on state and federal issues to ensure OC San’s positions are communicated. • Partner with industry organizations to co-host virtual events and activities. • Manage the legislative advocates’ contracts and facilitate regular communication between lobbyists, staff, and the Board of Directors. 8. Category: Grants Coordination Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Monitor, track, and apply for grants available to OC San. Objective (measure): Apply and obtain grants for qualified OC San projects and programs. Strategy (why): Outside funding is important in moving OC San projects and programs forward. With ongoing attention to government spending, it is vital for OC San to apply for and secure grants to offset costs when available. 11 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 Tactics (how): • Apply for two grants a year based on availability. • Ensure Grant Policy is updated and current. • Research grant opportunities and report out to the Legislative and Public Affairs Committee. • Seek out available grant funding opportunities for OC San and its various divisions. • Secure letters of support. • Publicize grant awards received. • Create and measure outcomes. 9. Category: Local Government Affairs Program Manager: Daisy Covarrubias Program Coordinators/Support: All PAO staff Goal (what): Ensure that local elected officials, member agencies, stakeholders, and OC San Board Members are actively engaged in the work of OC San. Objective (measure): Provide at least two communication tools per month Strategy (why): Keeping OC San’s influential public engaged in OC San’s projects and accomplishments are critical to the support and success of our agency. Tactics (how): • Provide Board of Directors with speaking points following every OC San board meeting that can be used when reporting back to their respective councils and community groups. • Support an orientation (as needed) for new Board members. • Develop and keep a current list of monthly informational presentations. • Maintain an informational presentation video library for the Board of Directors on key agency topics. • Provide regular reports to the Legislative and Public Affairs Committee. • Develop OC San’s Annual Report. • Publish a Five Minutes Per Month, each month. • Participate in government affairs committees. • Invite new council and board members within OC San’s service area to take a tour of OC San and offer presentations to their respective agencies on OC San programs and efforts. • Create and distribute quarterly outreach tool kits for member agency PIOs to help them easily share and disseminate information about OC San. • Host a “State of the District” event for influential leaders throughout the infrastructure and water/wastewater industry, including virtual option. • Develop an outreach program for member agencies regarding inflow and infiltration issues within their sewer systems. The program will aim to educate, inform, and reduce inflow and infiltration affecting the local and regional sewer system. 12 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 10. Category: Crisis Management Program Manager: Rebecca Long Program Coordinators/Support: All PAO Staff Goal (what): Ensure the PAO serves as the primary spokesperson for OC San during normal business and crisis scenarios and facilitates the dissemination of information. Objective (measure): Ensure that the PIOs in the PAO can respond in a crisis. Provide the necessarily tools and material to follow established protocols and support the situation as needed. Strategy (why): It is imperative during a crisis that OC San be proactive and provide clear and effective messaging to employees, public, and the media. Tactics (how): • Maintain an updated crisis communication plan including regular briefings with staff to identify possible issues and responses. • Maintain and update PAO’s Continuity of Operations Plan (COOP). • Work with Risk and Safety Management on Public Affair’s role in an emergency, including our role via the Integrated Emergency Response Plan. • Ensure proper procedures are in place for Board, employees, and public notification. • Maintain updated contact lists for resource, member, and partnering agencies to coordinate and assist during crisis. • Develop protocols on everyday PAO tasks to facilitate the operations of the group in a time of crisis. 11. Category: General Manager Support Program Manager: Daisy Covarrubias Program Coordinators/Support: All PAO Staff Goal (what): Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OC San audiences. Objective (measure): Develop monthly communication pieces on behalf of the General Manager. Ensure General Manager (or designee) is participating and involved in promoting OC San’s initiatives. Strategy (why): Collaborate with the General Manager to prepare communication and messaging that reflects the mission and vision of OC San. 13 Pu b l i c A f f a i r s D i v i s i o n 10 8 4 4 E l l i s A v e n u e Fo u n t a i n V a l l e y , C A 9 2 7 0 8 Tactics (how): New Tactics Introduced • Assist the General Manager and the Assistant General Managers with keeping the Board Members informed and up to date with OC San activities. • Assist in the development of the General Manager’s Monthly Report. • Develop talking points for Board and Committee meetings. • Develop material and speaking points for presentations and speaking engagements. • Support the development of the OC San Strategic Plan. • Assist in the development of the General Managers Annual Work Plan, including mid- year and end of year reports. • Manage Ask the GM questions submitted. • Coordinate and support VIP tours guided by General Manager and Assistant General Managers. • Coordinate and produce two Town Hall meetings (live and/or pre-recorded) to keep employees informed and engaged. Closing Comments This plan is a broad outline of the Public Affairs Office program. As new issues arise, new functions and duties will evolve as well. The role of the Public Affairs Office is to stay ahead of issues, be responsive and flexible to meet the needs of the agency. We will adjust our program accordingly. • Vendor Outreach Program • Inflow/Infiltration Member Outreach Campaign • OC San New Website • Biosolids Driver Rewards Program • Permittee Awards • Diversity Campaign • Heritage Museum Educational Program • Video Library 14 Public Affairs Division 10844 Ellis Avenue Fountain Valley, CA 92708 Fiscal Year 2022/23 and Fiscal Year 2023/24 PUBLIC AFFAIRS PORTFOLIO Page left intentionally blank 3 Jennifer Cabral Administration Manager Kelly Newell Public Aff airs Specialist Daisy Covarrubias Public Aff airs Supervisor Rebecca Long Senior Public Aff airs Specialist Gregg Deterding Graphics Designer Belen Carrillo Senior Public Aff airs Specialist Cheryl Scott Administrative Assistant MEET THE TEAM Isai Carrillo Graphics Designer 4 Outreach 5 Internal Projects 31 Branding 43 Legislative 57 Reports 61 TABLE OF CONTENTS FISCAL YEAR 2022/23 5 OUTREACH FISCAL YEAR 2022/23 6 OUTREACH Fiscal Year 2022/23 — Notice of Public Hearing Notice of Public Hearing NOTICE OF PUBLIC HEARING Wednesday, March 22, 2023 • 6 p.m.10844 Ellis Avenue, Fountain Valley, CA 92708 10844 Ellis AvenueFountain Valley, CA 92708 RETURN SERVICE REQUESTED We protect public health and the environment by: Este material esta disponble en español en la pagina electronica: www.ocsan.gov. 7jLOLӋXQj\ÿѭӧFFXQJFҩSEҵQJWLӃQJ9LӋWWUrQWUDQJZHEFӫD chúng tôi: www.ocsan.gov. PRESORTEDFIRST-CLASSU.S. POSTAGEPAIDSANTA ANA, CAPERMIT NO. 356 Am I eligible for a rebate/refund?Non-residential users that have substantially lower than average water use are eligible for a reduced charge. If you think you qualify, please visit our website, www.ocsan.gov, to obtain claim forms for a rebate or refund. As the single-family residential rate is a flat rate and is the lowest rate that any user can pay for our services, residential users are not eligible for a rebate. What if I am not connected to the sewer system?The OC San sewer service fee ordinance applies to parcels that are connected to the sewer system. Parcels that are on a septic system are exempt from the OC San sewer service fee. While we have attempted to identify all parcels that utilize a septic system, it is possible that we may have missed some. If this is your situation, please visit our website, www.ocsan.gov, to obtain a septic tank form for a refund. • Helping to ensure our beaches are safe. • Supplying 130 million gallons per day of treated water for recycling. • Recycling 800 tons per day of solids from wastewater and creating soil amendment and compost. • Producing over 60 percent of electricity to power our treatment facilities. • Maintaining over $11 billion in infrastructure — guaranteeing reliability of our pipelines and treatment systems — reducing the risk of sewer spills and beach closures. All while being fiscally responsible and keeping your rates below the industry average. To learn more about OC San visit: www.ocsan.gov. QUESTIONS & ANSWERS How do I Protest the Proposed Fees? A public hearing will be held on Wednesday, March 22 at 6 p.m. in the OC San Board Room, 10844 Ellis Avenue, Fountain Valley, California. Any property owner within the sewer service area may protest the proposed fee at the public hearing or may file a written protest by sending a letter to OC San, 10844 Ellis Avenue, Fountain Valley, CA 92708 or an email to rates@ocsan.gov. A valid protest letter or email must include your name, the parcel number at which you receive sewer service from OC San and a statement of protest. The letter or email must be received prior to or during the public hearing on March 22, 2023. I already pay a sewer fee on another bill. Is this a duplicate sewer charge?A separate sewer fee may be collected for the operation and maintenance of your local sewer system, which may be owned by your city, water district or sanitary district. That system collects the sewage from your parcel, conveys it through the sewers in your local streets, and ultimately transfers it to the large regional trunk sewers and treatment plants that make up the OC San regional system. OC San does not receive any monies collected by these other local sewer agencies. John Doe 12345 Any Street Any Town, CA 000000 The cost of the regional sewerage system is apportioned to each property owner based on the amount and strength of theaverage wastewater discharged from that type of parcel use. Parcels are categorized by use on the Orange County Assessor’sdatabase. Although the OC San sewer service fee is not a tax, it is collected as a separate line item on the property tax bill. Using the services of the County Tax Collector-Treasurer significantly reduces the OC San’s administrative and collection costs. These savings are reflected in your rate. The proposed sewer service fees are based on financial and engineering studies and reports. The proposed rates may not be exceeded in any year without another notice. These sewer service fees do not fund the capital costs of constructing new orexpanded facilities to serve new development; those costs are paid by the customer’s connecting to the local sewer system inthe form of a separate capital facilities capacity charge. Current Proposed Rate Structure beginning July 1, 2023 through June 30, 2028 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 $347 $358 $371 $384 $397 $411 Annual Single Family Residential (SFR) User Rate The multi-family residential (MFR) use per apartment unit has been established by flow monitoring and census data to be 70% of the SFR use. Thus, the MFR rate will increase proportionally per unit per year. Non-residential users pay a rate per 1,000square feet of building area, based upon the average quantity and strength of wastewater discharged as determined by studies ofactual flows discharged into the system by each particular category of users. The Orange County Sanitation District (OC San) is a special district responsible for safely collecting, treating, disposing, and recycling of wastewater (sewage) and industrial waste. It is a public agency, separate from the County of Orange or any city government, established under the State Health and Safety Code to provide clean water service to a specific regional geographic area. OC San is governed by a Board of Directors comprised of elected officials from each of the local sewer agencies or cities within our 479-square-mile service area serving 2.6 million people throughout Orange County. Who is the Orange County Sanitation District?We calculated the proposed wastewater rates based on the following studies: •2021 Strategic Plan •2022 Wastewater Rate Study •2022 Asset Management Plan •2017 Facilities Master Plan All of which can be found at www.ocsan.gov. How Our Rates Are Set Take a virtual tour, find out more Want to see our treatment process up close or learn more about your regional wastewater treatment provider? Join one of our upcoming virtual tours.Find out more by visiting www.ocsan.gov/tours or emailingforinformation@ocsan.gov. You have received this notice because the Orange County SanitationDistrict (OC San) provides regional sewer service to your property.OC San collects and treats wastewater from 20 cities, four special districts and a portion of the unincorporated County of Orange. Amap of OC San’s sewer service area can be viewed at www.ocsan.gov. OC San is proposing a rate increase in order to pay projected costs of inspection, repair, operation, maintenance, debt service and reserves needed for OC San’s regional collection and treatment system. As a property owner within OC San’s service area, yourregional sewer service fees along with property tax revenues and other sources of income, will pay for these services. Due to our efficient operations and size, OC San sewer service fees remain among the lowest in California and in the United States for wastewater treatment facilities. At the end of the proposed rate program in 2028, OC San’s rates are expected to remain below the projected statewide average. NOTICE OF PUBLIC HEARING MARCH 22, 2023 AT 6 P.M. ORANGE COUNTY SANITATION DISTRICT 10844 ELLIS AVENUE, FOUNTAIN VALLEY, CA REGARDING PROPOSED SEWER SERVICEFEES TO THE OWNER OF RECORD OF OC SanTreatment PlantsOC SanRegional Trunkline OC SAN WASTEWATER (SEWER) SYSTEM APN####### You are currently paying your share of the current costs of operating the sewerage system through your annual service fee of $XXX per year. You are receiving this notice because this change in rates will increase the annual rate per 1,000 square feet of building for users in your category from $ to $ for the first year of sewerage service. Subsequent annual increases will be proportional to the SFR rate increases described above. Your total service charge will be the product of this rate and the number of 1,000 square feet in your building(s). 7 Certificates OUTREACH Fiscal Year 2022/23 — Honor Roll The organization is being recognized as an environmental steward, meeting industrial pretreatment program compliance requirements. 10844 Ellis Avenue, Fountain Valley, California 92708-7018 • 714.962.2411 • www.ocsan.gov BRONZE RECIPIENT CLASS OF 2022 OC SAN PRETREATMENT HONOR ROLL PROGRAM BRONZE RECIPIENT OCS aSS naa P r err t r err aee taa m ent Honor RoRRllProrr grarr m aa “Company name” is being recognized as an environmental steward andg recognized as an en Bronze award recipient. The facility has met industrial pretreatmentt. T y has met i program compliance requirements for at least two consecutive fiscal yearsiremleast tw and demonstrated their commitment to the environment.d their commit nt to Mark Kawamoto Environmental Protection Manager CLASS OF 2022S OF Date Window Sticker 8 OUTREACH Fiscal Year 2022/23 — Construction Cypress Truck Sewer Post Card Orange County Sanitation District 10844 Ellis AvenueFountain Valley, CA 92708-7018 Stay informed of the latest construction news by signing up for text alerts and email notifications. Contact the Construction Hotline 714.378.2965 or ConstructionHotline@ocsan.gov if you have any questions. Connect with us @OCSanDistrict Orange County Sanitation District (OC San) is the public agency that provides wastewater collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. CONSTRUCTION AREA Use your smartphone to scan or snap a picture of this QR code or visit www.ocsan.gov/Cypress to take the survey. Available in English, Spanish and Korean. CYPRESS TRUNK SEWER PROJECT ORANGE COUNTY SANITATION DISTRICT S E WER Construction is set to begin in 2023 This project is making improvements to over six miles of regional sewer pipe and 100 manholes in the cities of Cypress, Los Alamitos, and La Palma. (See reverse for map and additional information) WE WANT TO HEAR FROM YOU. OC San is gathering information from the community to assist us as we design this important project. Please take a few minutes to answer questions which will help us determine work hours and days for this project. Thank you for your feedback. 9 OUTREACH Fiscal Year 2022/23 — Construction HQ Bridge Ellis Closure OC San Headquarters Bridge Crossing Installation The 3-storyofficebuildingconstructionproject includesapedestrianbridgethatwillconnectthe buildingtoOCSan'sPlantNo.1. A100-ftspanofthebridgecrossingEllisAvenuewill beinstalled,requiringaweekend closureofEllis Avenue. Detourswillbeinplace,seemapon reverseside. EllisAvenueClosure Startingat9p.m.Friday,July21,2023 through11p.m.Sunday,July23,2023 Alldateandtimessubjecttochangeduetooperationalfactorsor inclementweather. 10 OUTREACH Fiscal Year 2022/23 — Construction Los Alamitos Truck Sewer Project S E WER Construction Is Coming! Los Alamitos Trunk Sewer Project The Los Alamitos Trunk Sewer Projectunk Sew isanticipated to start in the next couple of months. in the next co This project will make improvements to the make improvement regional sewer lines and manholes in the cities of lines and manholes in Seal Beach andd Los Alamitos. Stay informed of the latest construction news by signing up for text alerts and email notifications. To sign up for text alerts use your smartphone to scan or snap a picture of this QR code or text “Los Alamitos” to 74121. For email alerts sign up at www.ocsan.gov/LosAlamitos For questions contact the Construction Hotline at 714.378.2965 or at ConstructionHotline@ocsan.gov.Connect with us @OCSanDistrict 11 OUTREACH Fiscal Year 2022/23 — Construction Collecting Samples Post Card ~ 12 OUTREACH Fiscal Year 2022/23 — Construction Westminster Blvd. Sewer Project Post Card Westminster Blvd. Sewer Project Street restoration in progress, including upcoming nightwork. See reverse side for additional information FollowUs: @OCSanDistrict Questions? Construction HotlineČĆĉĈČčćĎċĊ Email~k Website 1 10844 Ellis AvenueFountain Valley, CA 92708-7018www.ocsan.gov } uàèÅ¯ÆàèÜ ¿øı ^ùÜ WÜÍºè OCSan isa publicagencythatprovides wastewatercollection,treatment, anddisposalservicesforapproximately2.6millionpeoplein central and northwestOrange County.OCSan hasalmost400miles ofsewer pipes that collectwastewaterfromresidential,commercial,andindustrialsources. Sunday, March26-Thursday, March30 Sunday, April3-Thursday, April 6 WorkHours: 9p.m. -5a.m. Alldateandtimessubject tochange due to operationalfactorsorinclementweather. Anychangesto the schedule willbe postedon the project webpage at 1. } i i OCSanis apublic agencythatprovides wastewatercollection, treatment, anddisposal servicesforapproximately2.6 millionpeople incentraland northwest OrangeCounty.OCSanhasalmost400milesofsewer pipesthat collectwastewater fromresidential, commercial,andindustrialsources. 13 OUTREACH Fiscal Year 2022/23 — Construction Construction Network Owner’s Night Post Card ocsan.gov/doingbusiness DOING BUSINESS WITH The Orange County Sanitation District (OC San)is a public agency that provides wastewater collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. OC San treats about anaverage of 179 million gallons of wastewater per day. ANNUAL REPORT CapitalImprovement Program Fiscal Year 21/22 Interested in doing business with OC San? Scan the QR code on the front or visit the website ocsan.gov/doingbusiness for general information and to view current and upcoming opportunities. Follow us: @OCSanDistrict Email: Construction@ocsan.gov 14 OUTREACH Fiscal Year 2022/23 — Construction OC San Service Area Annexation OC SAN SERVICE AREAANNEXATION Visit www.ocsan.gov/annexation or scan the QR code for more information. 15 OUTREACH Fiscal Year 2022/23 — Construction Bushard Diversion Routine maintenance is required to support the OC San sewer system, such as the removal of debris from fats, oils, grease, wipes, and other materials. Due to the location and when sewer flows are at their lowest, work at the diversion structure will need to be performed at night. Temporary traffic control with lane closures and associated noises are expected. We apologize in advance for the inconvenience. In addition to the scheduled maintenance, crews will use this opportunity to gather information for an upcoming construction project that is expected to start in early June. The future project will make repairs to the Bushard Diversion Structure. Area residents should expect to receive additional project details including working hours and traffic plans prior to the start of construction. Nighttime Activity: Bushard St. North of Ellis Ave. at the OC San Bushard Diversion Structure April 20 from 9 p.m. to 7 a.m. Dates and time subject to change due to operational factors or inclement weather Several manhole covers are noticeable in the roadway surface on Bushard Street. These manholes provide access to a below grade large concrete structure, the Bushard Diversion Structure. This structure is critical to the conveyance of wastewater and is responsible for diverting wastewater flows through eight- and nine-foot diameter sewer pipelines to either the Fountain Valley or Huntington Beach facility for treatment. What is the Bushard Diversion Structure?SCHEDULED MAINTENANCE ORANGE COUNTY SANITATION DISTRICT 10844 Ellis Avenue Fountain Valley, CA 92708-7018 SEE INSIDE For more information Stay informed Call the Construction Hotline at (714) 378-2965 Email ConstructionHotline@ocsan.gov Visit www.ocsan.gov Connect with us on social media @ocsewers The Orange County Sanitation District is a public agency that provides regional wastewater collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. 16 OUTREACH Fiscal Year 2022/23 — Construction Taft Sewer Improvement Project Orange County Sanitation District – or OC San – provides wastewater collection, treatment and disposal services for approximately 2.6 million people in central and northwest Orange County. The OC San Taft Sewer Improvement Project is part of a large capital improvement program to maintain and improve infrastructure. Taft Ave Meats Ave Tu s t i n S t CITY OFORANGE Sa n t i a g o B l v d CITY OFVILLA PARK OC SAN TAFT IMPROVEMENTS PROJECT PROPOSED ALIGNMENT  SEWER REPLACEMENT AND RELOCATION RAILROAD Taft Ave Gla s s e l l S t N C a m b r i d g e S t N S a c r a m e n t o S t N Breckenridge St East Brentford Ave NOT TO SCALE Questions?OC San is committed to proactive and transparent communication. Call the Construction Hotline at (714) 378-2965 or email ConstructionHotline@ocsan.gov. To sign up for text alerts, scan the QR code below or visit www.ocsan.gov/taft for the latest project updates and schedule information. About the ProjectThe project will replace and relocate a portion of the Taft Sewer in the City of Orange. The project will upsize almost two miles of pipe along Taft Avenue from Glassell Street to Sacramento Street, northbound on Sacramento Street to Brentford Avenue, to Breckenridge Street to Meats Avenue. The current pipe ranges between 12 to 15 inches and will be upsized to 18 to 21 inches. A portion of the sewer that currently runs along Tustin Street will be relocated to North Sacramento Street. OC San Taft Sewer Improvement Project Area Why Is This Infrastructure Needed? OC San is committed to protecting public health and the environment by proactively replacing and maintaining its infrastructure. Increasing the size of the pipe as part of the project will facilitate the future maintenance of the pipeline. Stay Informed For more information, visit www.ocsan.gov/taft and follow us on social media @OCSanDistrict. Taft Sewer Improvement Project 2022 2023 2024 2025 2026 Design Start Anticipated Construction Start Anticipated Construction Completion Schedule JOIN US FOR A VIRTUAL COMMUNITY MEETING! Taft Sewer Improvement Project Date:Thursday, Dec. 8, 2022, via Zoom Webinar Time:6 p.m. start time (PST) The Orange County Sanitation District (OC San) is proposing the Taft Sewer Improvement Project that will replace and relocate a portion of the existing Taft Avenue sewer pipeline within the City of Orange. The project will upsize approximately two miles of pipe along Taft Avenue from Glassell Street to Sacramento Street, northbound on Sacramento Street to Brentford Avenue, to Breckenridge Street to Meats Avenue. All work would be conducted within the public road right-of-way. The project will abandon 1,200 feet of existing OC San sewer pipeline and three maintenance holes along Meats Avenue at State Route 55. At the community meeting you can: Ɣ Learn more about the project status and schedule Ɣ Speak with project team members and ask questions The virtual meeting will be held in English. Get more information at ocsan.gov/taft. Taft Ave Meats Ave Tu s t i n S t CITY OFORANGE Sa n t i a g o B l v d CITY OFVILLA PARK OC SAN TAFT IMPROVEMENTS PROJECT PROPOSED ALIGNMENT - SEWER REPLACEMENT AND RELOCATION RAILROAD Taft Ave Gla s s e l l S t N C a m b r i d g e S t N S a c r a m e n t o S t N Breckenridge St East Brentford Ave NOT TO SCALE 17 OUTREACH Fiscal Year 2022/23 — Communication Sunflower and Red Hill Sewer Repairs LOCATION: Sunflower Avenue between South Ross Street and Main Street, in the cities of Costa Mesa and Santa Ana. CONSTRUCTION ACTIVITY:The Orange County Sanitation District (OC San) is rehabilitating over a mile of regional sewer pipe in the cities of Irvine, Costa Mesa and areas adjacent to Santa Ana. In February, work will begin on Sunflower Avenue between South Ross Street and Main Street. An epoxy will be applied to the sewer pipes to repair and prevent future corrosion. This type of work is best done at night when the flow in the pipes is low. This work was initially scheduled for October and was to be completed by December, however, due to weather, the work had to be rescheduled and will begin in early February. This is the final stage of the Sunflower and Red Hill Sewer Repairs Project. SCHEDULE: February 2023 through March 2023* Monday through Friday, 7 p.m. to 7 a.m. *Dates and times are subject to change due to operational factors or inclement weather. WHAT TO EXPECT: QIntermittent construction noise may be noticeable due to use of heavy equipment and machinery QReduced lanes on Westbound/Northbound Main Street QLeft turn / U-Turn Lane on Southbound Main at Sunflower will be closed** **Traffic control will be set up and remain in place 24/7 until the work is complete. Mitigation measures will be taken to minimize the traffic and noise impacts to our neighbors. We understand the construction can be an inconvenience and appreciate your patience. For more information scan the QR code, visit www.ocsan.gov/ sunflower, call 714.378.2965 or email ConstructionHotline@ocsan.gov Sunflower and Red Hill SEWER REPAIRS S B r i s t o l S t S B r i s t o l S t S P l a z a D r W MacArthur Blvd Sunflower Ave Sunflower Ave S F l o w e r S t Mai n S t 55 Av e n u e o f t h e A r t s Upcoming Work Lane Closures South CoastPlaza February - March AVIS/BudgetCar Rental gNo Turns S R o s s S t ORANGE COUNTY SANITATION DISTRICT collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. 01/2023 LOCATION: Sunflower Avenue between S. Plaza Drive and Main Street, in the cities of Costa Mesa and Santa Ana. CONSTRUCTION ACTIVITY: The Orange County Sanitation District (OC San) is rehabilitating over a mile of regional sewer pipe in the cities of Irvine, Costa Mesa and areas adjacent to Santa Ana. Later this month, work will occur on Sunflower Avenue near the South Coast Plaza shopping area. An epoxy will be applied to the sewer pipes to repair and prevent future corrosion. This type of work is best done at night when the flow in the pipes is low. SCHEDULE: September 2022through December 2022* Monday through Friday, 7 p.m. to 7 a.m. *Dates and times are subject to change due to operational factors or inclement weather. WHAT TO EXPECT: Q Intermittent construction noise may be noticeable due to use of heavy equipment and machinery Q Lane closures will remain in place for the duration of the work in this phase Q Westbound Sunflower Avenue will be reduced to one lane between Flower and Avenue of the Arts Q Avenue of the Arts will be reduced to one left turn lane at Sunflower Q Southbound left turn lane on Main Street at Sunflower will be closed Mitigation measures will be taken to minimize the traffic and noise impacts to our neighbors. This portion of the project is part of a larger project to repair sewer lines in Costa Mesa, Irvine and areas adjacent to Santa Ana. Part of the work in Irvine has been completed and the remainder of the projects work will be completed in the City of Irvine after this work is complete. The entire project is expected to be complete in early 2023. We understand the construction can be an inconvenience and appreciate your patience. For more information scan QR code, visit www.ocsan.gov/ sunflower, call 714.378.2965 or email ConstructionHotline@ocsan.gov Sunflower and Red Hill SEWER REPAIRS S B r i s t o l S t S B r i s t o l S t S P l a z a D r W MacArthur Blvd Sunflower Ave Sunflower Ave S F l o w e r S t Ma i n S t 55 Ave n u e o f t h e A r t s Upcoming Work Future Work Lane Closures South CoastPlaza September - October October - December ORANGE COUNTY SANITATION DISTRICT collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. The Orange County Sanitation District Sunflower and Red Hill Sewer Repairs Project rehabilitates over a mile of regional sewer pipe in the cities of Irvine, Costa Mesa, and areas adjacent to Santa Ana. Upcoming Construction Activity LOCATION: Sunflower Avenue in the City of Costa Mesa WHAT: This work will be done at night. There will also be traffic lane closures for above ground bypass piping to accommodate the sewer work. WHEN: October 6 through October 28, 2022(Dates and times are subject to change due to operational factors or inclement weather.) WORK HOURS:Monday through Thursday, 7 p.m. – 7 a.m. All lane closures will remain in place 24/7 until work in the area is complete. For additional information about this project, please scan the QR code below, call the Construction Hotline at 714.378.2965 or email ConstructionHotline@ ocsan.gov. Sunflower and Red Hill SEWER REPAIRS ORANGE COUNTY SANITATION DISTRICT wastewater collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. 10/2022 Right TurnONLYPar k C e n t e r D r W Stevens Ave NO LEFT TURNS Right TurnONLY BristolSunflowerPlazaNO LEFT TURN DETOURS: •If heading Eastbound on Sunflower, the next available U-turn will be at Flower Street •If heading Northbound on Park Ctr and need to travel WB on Sunflower, make a U-turn at Flower Street or head South on Park Center Drive, Right on Town Center and Right on Bristol •If exiting the Bristol – Sunflower Plaza or the apartments off West Stevens Avenue on Westbound Sunflower, make a U-turn at Bristol Street WHAT TO EXPECT: •Northbound Park Center Drive and Southbound West Stevens Avenue traffic will be limited to Right Turns only at Sunflower Avenue •All Left Turn lanes in all directions at the intersection of Sunflower Avenue and West Stevens Avenue/Park Center Drive will be closed •Eastbound traffic on Sunflower Avenue will not be affected •Left Turn lane on Sunflower Avenue south of West Stevens Avenue into Bristol – Sunflower Plaza will be closed The Orange County Sanitation District Sunflower and Red Hill Sewer Repairs Project rehabilitates over a mile of regional sewer pipe in the cities of Irvine, Costa Mesa, and areas adjacent to Santa Ana. Upcoming Construction Activity LOCATION: Sunflower Avenue in the City of Costa Mesa WHAT: This work will be done at night. There will also be traffic lane closures for above ground bypass piping to accommodate the sewer work. WHEN: October 6 through October 28, 2022(Dates and times are subject to change due to operational factors or inclement weather.) WORK HOURS:Monday through Thursday, 7 p.m. – 7 a.m. All lane closures will remain in place 24/7 until work in the area is complete. For additional information about this project, please scan the QR code below, call the Construction Hotline at 714.378.2965or email ConstructionHotline@ ocsan.gov. Sunflower and Red Hill SEWER REPAIRS ORANGE COUNTY SANITATION DISTRICT wastewater collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. 10/2022 Right TurnONLYPar k C e n t e r D r W Stevens Ave NO LEFT TURNS Right TurnONLY BristolSunflowerPlazaNO LEFT TURN DETOURS: •If heading Eastbound on Sunflower, the next available U-turn will be at Flower Street •If heading Northbound on Park Ctr and need to travel WB on Sunflower, make a U-turn at Flower Street or head South on Park Center Drive, Right on Town Center and Right on Bristol •If exiting the Bristol – Sunflower Plaza or the apartments off West Stevens Avenue on Westbound Sunflower, make a U-turn at Bristol Street WHAT TO EXPECT: •Northbound Park Center Drive and Southbound West Stevens Avenue traffic will be limited to Right Turns only at Sunflower Avenue •All Left Turn lanes in all directions at the intersection of Sunflower Avenue and West Stevens Avenue/Park Center Drive will be closed •Eastbound traffic on Sunflower Avenue will not be affected •Left Turn lane on Sunflower Avenue south of West Stevens Avenue into Bristol – Sunflower Plaza will be closed 18 OUTREACH Fiscal Year 2022/23 — Communication OCSanConnection Spring 2023 published by the orange county sanitation district community newsletter OC San is near completion on the Sunflower Avenue and Red Hill Sewer Repairs Project that has been taking place in the cities of Irvine, Santa Ana and Costa Mesa over the past 15 months. This project rehabilitated over a mile of sewer pipeline. These pipes range in size from 4 ½ to 6 ½ feet in diameter and were installed over 50 years ago between 1969 and 1971. The pipeline is lined to add a layer of protection from corrosive hydrogen sulfide gases from wastewater. The project made repairs to the lining to reduce the risk of a sewage spill and/or pipe failure. This repair will also extend the life of the pipe to continue to collect and transport an average of 7-15 million gallons per day of wastewater to OC San for treatment. This project required crews to physically enter live sewers and set up temporary diversions and bypasses. These diversions and bypasses are necessary to reroute wastewater out of the pipeline to allow crews to perform the repair work inside the live sewers. Most of the work was performed at night when wastewater flows inside the pipes are lower. Performing night work also minimizes the risk of a sewer spill and traffic impacts. This project began in November 2021 and was expected to be complete earlier this year, however, due to some construction delays and the recurring rain events, the $4.8 million construction project will be completed by the end of April 2023. Bypass piping typically set up above the ground as seen here are used to reroute flows out of the sewer pipeline below ground. The pipes are large enough for the crews to walk inside of them to make the repairs. FINISH LINE IN SITE Spring 2023 Newsletter 19 OUTREACH Fiscal Year 2022/23 — Communication Summer 2022 Newsletter OCSanConnection Summer 2022 published by the orange county sanitation district community newsletter Heal the Bay Releases Beach Report Card Just In Timefor Summer! Heal the Bay released their 2021-2022 Beach Report Card and it has us doing a little happy dance! For the second year in a row, Orange County beaches top the Honor Roll list. To be on the Honor Roll, beaches need to receive an A+ for all four seasons. Beaches in the OC San service area to receive this honor are: •Corona Del Mar •Huntington City Beach, at 17th Street •Bolsa Chica Reserve, at Flood Gates •Surfside Beach, at Sea Way •Crystal Cove Landing a spot on the list is in part attributed to OC San’s 100 percent Ocean Discharge Permit compliance record, our extensive Beach/Ocean Monitoring Efforts, and our Urban Runoff Diversion Program. To learn about these programs visit www.ocsan.gov. The Heal the Bay Beach Report Card can be viewed at www.healthebay.org. 20 OUTREACH Fiscal Year 2022/23 — Communication What2Flush Brochure 'R\RXNQRZZKDWVKRXOG JRGRZQWKHGUDLQWKDWLV VHZHUVDIH" For more information on What 2 Flush visit www.ocsan.gov/education 6ROHW·VNHHSRXUZDVWHZDWHUÁRZLQJ DQGRXURFHDQVFOHDQ (GXFDWH\RXUVHOIDQGRWKHUV.QRZ :KDW)OXVKDQGZKDWWRSXWGRZQ WKHGUDLQ3URWHFWRXUVHZHUVDQG HQYLURQPHQW ,W·VVLPSOHWKHWRLOHWLV RQO\PHDQWWRÁXVKWKH WKUHH 3V³ &RQQHFWZLWKXVRQVRFLDOPHGLD#RFVDQGLVWULFW Orange County Sanitation District &RIIHH*URXQGV (JJVKHOOV should be properly disposed of in the trash. Never put them in the garbage disposal. Crushed eggshells and coffee grounds can also be used for making garden compost. )RRG should not be flushed down the sink. The best way to get rid of food is to compost what you can and wipe or scrape the remnants in the trash. Use a drain screen in your sink to catch any remaining bits of food as you wash the dishes. Use your garbage disposal sparingly. Using the drain as a dump will have unforeseen consequences of clogging sewer lines and possible backups in your home. )DWV2LOVDQG*UHDVH)2* should never be poured down the sink or garbage disposal. FOG sticks to the interior surface of the sewer pipes, hardens over time and eventually may cause sewage to backup and lead to a sewage spill in your home or on our streets. Running hot water as you pour the grease down the drain will not help either. Many people are unaware that pouring hot water and detergent down the drain only breaks up grease temporarily. The best way to get rid of FOG is to let it cool/harden, mix it with other absorbent materials, place it in a bag or container and then throw it in the trash. +DLU always seems to make its way past the plug. Hair will catch and stick to other items and is very difficult to get out of piping once it gets in. Keep hair from going into the pipes by using a fine drain screen to catch hair in your bathtub and shower and dispose of it properly in the trash. +RXVHKROG+D]DUGRXV0DWHULDOV such as motor oil, pesticides, paint and solvents should never be poured down the drain. All of these are highly toxic and will cause long term damage to the environment. Dispose of these items by contacting the nearest household hazardous waste collection center where these and other household items can be dropped off. If there is just a little unused paint left, put the can in a safe place (inaccessible to children, pets, or ignition sources) and remove the lid so the remaining contents can dry out. Once the contents have dried out, replace the lid and dispose of the can in the trash or recycler. 3UHVFULSWLRQ'UXJV2YHU7KH&RXQWHU0HGLFDWLRQV contain chemicals that you don’t want entering the wastewater supply. Keep in mind that sewage is treated and recycled, so we want to keep our wastewater as chemical-free as possible. Our wastewater treatment plants were not designed to remove chemicals from the water. The best way to dispose of items like these is to make them undesirable, such as crushing them and then mixing with coffee grounds, kitty litter or dirt before sealing them in a plastic bag and disposing in the trash. 6DQLWDU\3URGXFWV3DSHU7RZHOV'LDSHUV %DE\:LSHV )DFLDO7LVVXHV are made of materials that don’t break down and can cause pipes to clog. The trash is the place for these items. .LWW\/LWWHU (especially clay kitty litter) will sooner or later clog your pipes, even the ones that claim to be “flushable.” Far more problematic is Toxoplasmosis, a parasite found in cat waste that is harmful to marine biology. It’s better to keep your cat waste out of wastewater and just put it in the trash. &RQGRPV 'HQWDO)ORVV both cause more problems than you’d imagine. They don’t biodegrade and can cause pipes to clog. 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 5 gallons of water every time you flush) and most importantly can have a huge impact on our sewers and not to mention our ocean. Below is a list of items that people commonly flush that should not be going down the toilet: +80$1:$67($1'72,/(73$3(5 6+28/'%(7+(21/<7+,1**2,1* '2:17+(72,/(7 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. Since the invention of the garbage disposal, which claims to grind even the hard stuff such as small bones and fruit peels, people have turned the sink drain into a common destination for kitchen waste. Again, as long as it fits, people throw it or pour it down the drain. 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. Here is a list of the most common things that people dump into their sinks instead of disposing of them properly: 7+(21/<7+,1*7+$76+28/'%( *2,1*'2:17+('5$,1,6:+$7 &20(62872)7+()$8&(7 7+(21/<7+,1*7+$76+28/'%( *2,1*'2:1 7+('5$,1 ,6:+$7 &20(6 287 2) 7+( )$8&(7 21 OUTREACH Fiscal Year 2022/23 — Communication What2Flush Flyers It’s simple, the toilet is only meant WRÁXVKWKHWKUHH3·V³SHHSRRS DQGSDSHU 7KHRQO\WKLQJWKDWVKRXOGEH JRLQJGRZQWKHGUDLQLVZKDW FRPHVRXWRIWKHIDXFHW It’s simple, the toilet is only meant to ÁXVKWKHWKUHH3·V³SHHSRRSDQGSDSHU 22 Ocean Monitoring Program OUTREACH Fiscal Year 2022/23 — Fact Sheet Ocean Monitoring Program hhe ocean?How does OC San protect th hhealth and To meet our mission of “protecting public hnngoing ocean the environment,” OC San maintains an on yy the United monitoring program, which is overseen byaand theStates Environmental Protection Agency a ool Board.California Regional Water Quality Contro fefe, sediment OC San regularly monitors the marine life uuare miles of quality, and water quality in over 185 squ water samples ocean off Huntington Beach. In addition, CCounty coastlines, are collected along 19 miles of Orange C eess potentialfrom Seal Beach to Crystal Cove, to asseMMonitoring health risks to beachgoers. The Ocean M OOLFDUHVDIH3URJUDPYHULÀHVWKHPDULQHOLIHDQGSXEO sse of treatedfrom any possible effects from the releas wastewater. hhow?What does the program sh re the treare the treatedrea• Fish and other critters are healthy whernces betwences between wewater is released. There are no differen e living in sime living in similar simthose living around the outfall and thoseparts of the ocean. • The concentration of contaminants in muscle tissue of uscle tissue of e of • The concentration of contaminants in mu e e and federaal bottom-dwelling fish do not exceed state human consumption standards. Thereforee, it is safe totohuman consumption standards. Thereforeh eaeat fish caught offshore.ea the• The sediment that ssurrounds the outfall pipelinethe to does have pollutants r related to wastewater releases.to tantHowever, the level of ppollutants has decreasedtantcaudramatically since 1985 b because of OC San’s Source ecau Control Program. on• Overall, OC San’s core monnitoring area is healthy e monon ce conand similar to reference condnditions throughout thece conBight rSouthern California Bight regioion. OC San regularly Bight r ommuncollaborates with community ppartners on regional ommun ms to emonitoring programs to ensure te the healthy conditionsms to emare continuously mmet. f the effOC San is proud of the efforts taken n every day to protectf the effthe envirpublic health and the environment. HaHard work is put intothe envir icals frompreventing chemicals from entering thehe sewer system. icals fromken to useGreat care is taken to use the best wasstewater treatment ken to use ailable. Otechnologies available. OC San’s Ocean n Monitoring ailable. O nProgram continues to be a model for othher programs nues to beethroughout the United States. e United S eTo learn more about OC San’s Ocean Mononitoring e about OitProgram, visitit csan.gov/oceanwww.oc . Answers to questions about...ORANGE COUNTY SANITATION DISTRICT cct (OC San) is a public agency ththat provides wastewater collection,The Orange County Sanitation Districprproximately 2.6 million people in cecentral and northwest Orange County. treatment, and recycling services for appr t wastewater from residential, commercial and industt wastewater from residential, commmercial and industrial sources.stOC San has two plants that treat OC San’s Ocean Monitoring team - the team of 11 goes out 80 - 100 days a year to conduct testing.OC San’s Ocean Monitoring and Research Vessel Nerissa 23 PhotoShelter Brochure INTERNAL PROJECTS Fiscal Year 2022/23 — PhotoShelter Employee Brochure OC San’s Photo Library (PhotoShelter) is an online archiving system that offers staff the flexibility and ease to locate a picture or video based on a specific description/category. The library is constantly changing and growing as photos are added and categorized. Log in to The San Box;Access the Apps tab; Scroll down to PhotoShelter To access PhotoShelter follow these simple steps: 1 Log in using your Internal OC San login2 Once in the system, click galleries to browse photos or use the Search feature3 Plant No. 1PlantNo 1 Plant No. 2Employee EventEmployee E v e nt 4 Download and Save to your PC PHOTOSHELTER OnlinePhoto ArchivingLibrary user guide 24 General Manager Recruitment Brochure OUTREACH Fiscal Year 2022/23 — Employment General Manager Recruitment Announcement 25 Employment Recruitment Brochure OUTREACH Fiscal Year 2022/23 — Employment Orange County Sanitation District DIRECTOR OF ENGINEERING Recruitment Announcement 26 Employment Recruitment Brochure OUTREACH Fiscal Year 2022/23 — Employment Orange County Sanitation District DIRECTOR OF FINANCE Recruitment Announcement 27 Construction Post OUTREACH Fiscal Year 2022/23 — Social Media/Videos What 2 Flush Posts 28 National HandwashingWeek Post OUTREACH Fiscal Year 2022/23 — Social Media/Videos New Year’s resolution Post NACWA Utility Leadership Post Wastewater 101 Post 29 OUTREACH Fiscal Year 2022/23 — Social Media/Videos Video Contest Post FOG Post NACWA Utility Leadership Post Beach Report Card Post 30 INTERNAL PROJECTS FISCAL YEAR 2022/23 31 Honor Walk Invitation INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Event - Honor Walk Light refreshments will be served RSVP to: forinformation@ocsan.gov by Wednesday, June 21, 2023 Please join us on Wednesday, June 28, 2023 3:30 p.m. Plant No. 1 Administration Building to honor this year’s Honor Walk Inductees Larry Crandall Board Chairman and Board Member d Marc Dubois Contracts and Purchasing Manager Jack Ellis Collections Facilities Foreman James Ferryman Board Chairman and Board Memberd2023Honor WalkORANGE COUNTY SANITATION DISTRICT 32 2023 Honor Walk Brochure INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Event - Honor Walk ORANGE COUNTY SANITATION DISTRICTHonor Walk 2023 Inductee 3 Larry Crandall Larry Crandall served on the OC San Board of Directors from 2002 to 2012. He proudly represented the City of Fountain Valley of which he was elected to serve as Council Member in 1998 serving as mayor in 2001 and 2005. Mr. Crandall served as Board Vice Chairman from 2008-2010 and as Board Chairman from 2010-2012. He served on the Operations Committee and the Groundwater Replenishment System (GWRS) Steering Committee during his tenure. Mr. Crandall implemented policy decision such as moving to full secondary treatment and was instrumental in the initial expansion of the GWRS. Under his leadership, OC San’s Fitch Bond rating went up from AA to AAA. The new rating, coupled with the existing AAA rating from Standard and Poor’s, allowed OC San to issue debt at the lowest possible cost. Mr. Crandall represented OC San in Sweden to accept the World Water Prize for GWRS, which is of course recognized around the world. He was instrumental in creating the rate structure which helped bring balance between residential, commercial, and industrial users. Due to his forward thinking, the residential sewer rates remained some of the lowest in California averaging less than one dollar a day. 33 INTERNAL PROJECTS Fiscal Year 2023/24 — Honor Walk The Orange County Sanitation District proudly recognizes James Ferryman Honoring distinguished public service on the occasion of his induction into the OC San Honor Walk Wednesday, June 28, 2023 ______________________________________________________ Robert Thompson Chad Wanke General Manager Chairman of the Board2023Honor Walk Certificate TODAYHonorWalk HONORING Marc Dubois Contracts and Purchasing Manager Jack Ellis Collections Facilities Foreman Larry Crandall Board Chair and Board Member James Ferryman Board Chair and Board Member Poster 34 INTERNAL PROJECTS Fiscal Year 2022/23 — Signage Chemical Sign for Plant SODIUM HYPOCHLORITE (BLEACH) CAS No. 7681-52-9 Emergency Call 714-593-7133 CONSULT CORRESPONDING MSDS FOR FURTHER HAZARDOUS INFORMATION AND INSTRUCTIONS 3 0 1 FIRE HAZARD REACTIVITY HEALTH HAZARD 4 - Severe 3 - Serious 2 - Moderate 1 - Slight 0 - Minimal SPECIFIC HAZARD OXY - Oxidizer ACID - Acid ALK - Alkali COR - Corrosive W - Use No Water Sodium Hypochlorite 12.5% MAINTENANCE OR LINE BREAKING INSPECTION GOGGLES FACE SHIELD CHEMICAL GLOVES CHEMICAL BOOTS TYVEX SUIT GOGGLES 35 OC San Birthday Card INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Communications 36 Mar-April Bi-Monthly Newsletter Jan-Feb Bi-Monthly Newsletter INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Communications JANUARY/FEBRUARY 2023 ORANGE COUNTY SANITATION DISTRICT YOUR SOURCE FOR OC SAN NEWS AND INFORMATION PASSING THE TORCH OC San’s New General Manager ROB THOMPSON HelloSpring INSIDE THIS ISSUE MARCH/APRIL 2023 37 July-Aug Bi-Monthly Newsletter May-June Bi-Monthly Newsletter MAY/JUNE 2023 ORANGE COUNTY SANITATION DISTRICT YOUR SOURCE FOR OC SAN NEWS AND INFORMATION Honor Walk Returns On June 28, four recipients were honored as part of the Honor Walk Celebration. The event recognizes past staff and board members for significant contributions to the quality of operations and leadership. Honorees are permanently memorialized with a custom engraved brick that is installed in the Honor Walk located near the Administration Building at Plant No. 1. Marc Dubois, James Ferryman and Larry Crandall Jack Ellis Additional photos on page 7 SUMMER INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Communications 38 2022 Retiree Poster Thank You Card Dear Peggy, We would like to express our sincerest appreciation for your service and dedication to OC San. Our agency would not be what it is today without your contributions. You should take great pride in your role in protecting the public’s health and the environment over the past 19 years. We wish you the best of luck and good health in all your future endeavors! Sincerely, __________________________________________________ Chad P. WankeBoard Chairman Robert C. ThompsonGeneral Manager INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Event 39 Banner *THESE REPRESENT THOSE WHO SUBMITTED PHOTOS TO PARTICIPATE. Bob Bell³861DY\(OHFWULFLDQV0DWH3HWW\2IÀFHUQG&ODVVÌ Jason Biedermann³860DULQH&RUS&RUSRUDO,QIDQWU\6TXDG/HDGHUÌ Tony Briseno — U.S. Navy, Machinist MateJames Brown³860DULQH&RUSV/DQFH&RUSRUDO%URZQ²Ì Jesse Freeman³$UP\1DWLRQDO*XDUG6HUJHDQW(Ì Bill Gilbert³86$UP\6SHFLDOLVWWK&ODVV Victor Gonzalez³861DY\$YLDWLRQ%RDWVZDLQ0DWH(TXLSPHQWQG&ODVVÌ Derek Harp³&$$UP\1DWLRQDO*XDUG&DSWDLQ&XUUHQWÌ Donald Hawthorne³861DY\VW&ODVV(QJLQHPDQLudwig Lapus³861DY\3HWW\2IÀFHUQG&ODVVÌ Adam McMurdy³86$UP\5DQN6SHFLDOLVWy Ì Michael Morey³86$UP\(QJLQHHUyTracey Murphy ³861DY\(QJLQHQG&ODVVÌ Paul Nguyen³86$LU)RUFH6HUJHDQWÌ Brian Reed³861DY\$YLDWLRQ6WUXFWXUDODQG+\GUDXOLFV6SHFLDOLVWLarry Roberson³86$LU)RUFH6HUJHDQWÌ Henry Rosas³861DY\0DFKLQLVW0DWHQG&ODVV3HWW\2IÀFHU Kevin Schuler ³860DULQH&RUSV6HUJHDQWÌ Enrique Zapien³860DULQH&RUSV&RUSRUDO Ì OC San Retirees ÌDan Dillon Ì Steve HowardPatrick McNelly Ì Mark MutGary Prater Ì Jim TintleDave Usher Ì OC San Retirees ÌJennifer Alexander³861DY\&RQVWUXFWLRQ0HFKDQLFÌ John Bellitti ³861DY\%RLOHU7HFKUG&ODVVDan Dillon³860DULQH&RUS6HUJHDQW Ì Steve Howard³860DULQH&RUSV6HUJHDQW Roger Kenerson³861DY\$YLDWLRQ7HFKQLFLDQQG&ODVV(No photo available) Ì Tony Leak³86$UP\6HUJHDQWkSteve Lavelle³860DULQH&RUS/LHXWHQDQW&RORQHOÌ Patrick McNelly (Deceased)³86$UP\6SHFLDOLVWMark Mutz³86$UP\6HUJHDQW Ì Gary Prater (Deceased)³86$UP\6HUJHDQW( Jim Tintle³861DY\3HWW\2IÀFHUVW&ODVV Ì Dave Usher³860DULQH&RUSr Jennifer Alexander John Bellitti Dan Dillon Steve Howard Tony Leak Steve Lavelle Patrick McNelly Mark Mutz Gary Prater Jim Tintle Dave Usher Adam McMurdy Michael Morey Tracey Murphy Paul Nguyen Brian Reed Larry Roberson Henry Rosas Kevin Schuler Enrique Zapien Bob Bell Jason Biedermann Tony Briseno James Brown Jesse Freeman Bill Gilbert Victor Gonzalez Derek Harp Donald Hawthorne Ludwig Lapus Past and Present OC San Salutes Our Veterans Veterans Poster for Employees INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Communications 40 Certificate INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Event - VIP Luncheon Cortney Light In recognition of your commitment to community outreach and education by participating in the Volunteer Incentive Program July 2021 - June 2022 ____________________________________ James D. Herberg, General Manager I amI amI amI am DedicatedDedicatedDedicatedDedicated For you to use at any food restaurant of your choice *Please submit your receipt for reimbursement Expires 06/30/2023 OC SANTHANKS YOUour Volunteers $15 Food Voucher OC SANTHANKS YOUour Volunteers Food Voucher Coupon THANK YOU Dear Cortney, In this new virtual world, we wanted to write this note and say thank you for taking the time to volunteer. Every year we take a moment to celebrate our volunteers who have given their time to help spread the news about OC San. Thank you for being a tour guide to most of our “virtual” nursing student tours. You have gone above and beyond, and it hasn’t gone unnoticed. On behalf of Management and the Board of Directors, thank you for your time and dedication to OC San. ________________________________________________James D. Herberg, Chad P. WankeGeneral Manager Board Chairman Thank You Card 41 Poster INTERNAL PROJECTS Fiscal Year 2022/23 — Employee Event - Ice Cream Social Let’s get back together OC San and celebrate by getting social! It’s time for us to get together and be social, so why not get together with Ice Cream. Come swing by and say hi to old friends and new. This will be your opportunity to say goodbye to the March Retirees and visit with the past retirees since 2019. Please get your Supervisors approval to attend. Plant No. 1 Open Area Near Building A And B. Thursday, March 23 3:00 - 4:30 pm l Sant a A n a R i v e r AdminBldg. HR M&D Chambe r WastehaulerStation LabBldg. GarfieldGate ParkingStructure FleetServices Bldg. 2Bldg. 1 Bldg. 8 Bldg.3 Bld g . 7 Bldg . 4 Bld g . 6 Bld g . 5 Shop B Shop A War e h o u s e ControlCenter Ell i s A v e n u e Purchasing West Perimeter Road Entrance East P e r i m e t e r R o a d SteveAndersonLift Station W E N S EXIT EXIT ConstructionAreaPARKING PARKING PARKING Guard Parking available in:lable inarkinng a ailaiia :ParkinPan ƔƔ$GPLQ$GPL$G$G SDUNLQJDSDS ORWRWRWORWWWRWRWWRWW ƔƔ+5+5 SDUNLQJQSQUNNL ORW ƔƔ3XUFKDVLQJ3XUFKDVLQJDVLQJ SDUNLQJNNLSDUNLQJSDUNLQJ ORWOWORWORW 6RFLDO OROFDWHGF EHWZHHQ J%XLOGLQJJ $DQGD % Map 42 INTERNAL PROJECTS Fiscal Year 2022/23 — Organizational Response Chart Board Guidebook Inserts Orange County Sanitation District TEAM CONTACTS 20 23 3 Kelly Lore Clerk of the Board Areas of Responsibility• Administrative Support to the Board of Directors•Prepare, Record, Preserve and Maintain the Legislative Actions of theBoard of Directors &XVWRGLDQ RI 5HFRUGV DQG )LOLQJ 2IÀFHU Jennifer Cabralministration ManagerAdmigement responsibility for assigned services/activities including:Manage ned services/act f ResponsibilityAreas of R•nity & Educational OutreachCommunity & Educational Outre•External CommunicationsInternal & External Communication•rant ManagementLegislative & Grant Management••Media Relations •BBoard Services•Recoecords Management Carrie RoblesSecretary to the General Manager General Manag Areas of Respononsibility• Maintains the General Manager’s Schedulethe General Manager’s • Prioritizes the General Manager’s Daily Tasks and Responsibilitiess the General Manager’s D• Edit all General Manager Communicationsl General Manager Communica• Prepare and Disseminate Correspondence, Memos and Formsare and Disseminate Corresponden Rob ThompsonGeneral Manager Areas of Responsibility•Agent of the Board of Directors•Full Management Responsibility for all OC San Operations, Services and Activities•Plans, Manages and Oversees the Activities and Operations of Seven Departments 3XEOLF $IIDLUV2IÀFH•Board Services GENERAL MANAGER’S OFFICE 43 BRANDING FISCAL YEAR 2022/23 44 BRANDING Fiscal Year 2022/23 — Corporate Identity Lobby Template 45 BRANDING Fiscal Year 2022/23 — Corporate Identity Backbanners Frontbanners 46 BRANDING Fiscal Year 2022/23 — Corporate Identity Bus Banners 47 BRANDING Fiscal Year 2022/23 — Corporate Identity Cart Signs, Tet Festival Learn more about what we do www.ocsan.gov Follow us: @OCSandistrict 2QO\ÁXVKWKH WKUHH3·V³SHH SRRSDQGSDSHU 48 BRANDING Fiscal Year 2022/23 — Signage Contractor Hat Decal 2023 CONTRACTOR 2023 CONTRACTORSAFETY ORIENTATION 49 BRANDING Fiscal Year 2022/23 — Corporate Identity OC San Plant Banners 50 BRANDING Fiscal Year 2022/23 — Corporate Identity GWRS Teams Background 51 BRANDING Fiscal Year 2022/23 — Corporate Identity GWRS Step and Repeat Banner 52 BRANDING Fiscal Year 2022/23 — Corporate Identity GWRS Gift Tag Thank You! 53 BRANDING Fiscal Year 2022/23 — Signage FOG Signs For additional information visit www.ocsan.gov 54 BRANDING Fiscal Year 2022/23 — Signage OC San Stickers for Lab Property of 55 BRANDING Fiscal Year 2022/23 — Signage - Public Works Week Front Gate Banner National Week Public WorksPublic Works THANK YOU FOR ALL YOU DO! Please take one of each item, as a token of our appreciation Limited supply Please be considerate of others May 21 through May 27 National Week Public WorksPublic Works Celebrating the work we do every dayCelebrating the work we do every day! Table Tent 56 BRANDING Fiscal Year 2022/23 — Signage Pump Station Sign MacArthur Pump Station Call (714) 962-2411 4219 MacArthur Boulevard, Newport Beach, CA 92660 57 LEGISLATIVE FISCAL YEAR 2022/23 58 OUTREACH Fiscal Year 2022/23 — Virtual Event - State of OC San Flyer and Admission Ticket State of OC San ADMISSION TO 59 INTERNAL PROJECTS Fiscal Year 2023/24 — Headquarters Signs for Board Tour of Headquarters • Mass timber is featured into the design of the building, consisting of JOXODPLQDWHGWLPEHUEHDPVDQGFURVVODPLQDWHGWLPEHUÁRRUSDQHOV • The largest mass timber beam measures 12 ¾-inch wide by 40 ½-inch GHHSDQGIHHWORQJORRNXSWRVHHWKLVEHDP • Pursuing LEED Gold 7DUJHWLQJ1HW=HUR(QHUJ\SURGXFLQJPRUHUHQHZDEOHHQHUJ\WKDQLWXVHV • Three-story building totaling 109,000 square feet 6RODUSKRWRYROWDLFSDQHOVRQURRIDQGSDUNLQJORWSURYLGHSHUFHQWRI renewable energy 3DUNLQJORWZLWKHOHFWULFYHKLFOHFKDUJLQJVWDWLRQV 60 Guide to Business Report REPORTS Fiscal Year 2022/23 BOARD OF DIRECTORS’ GUIDE TO BUSINESS 61 REPORTS FISCAL YEAR 2022/23 62 First Quarter Financial Report Cover Design REPORTS Fiscal Year 2022/23 First Quarter Financial Report For the period ended September 30, 2022 Orange County Sanitation District Orange County, California 63 Asset Management Plan Report REPORTS Fiscal Year 2022/23 2022ASSETMANAGEMENTPLAN 64 Budget Update Report REPORTS Fiscal Year 2022/23 Orange County Sanitation District, California Budget UPDATE Fiscal Year — 2023-24 65 Annual Comprehensive Financial ReportCover Design REPORTS Fiscal Year 2022/23 Orange County, California Orange County Sanitation District Annual Comprehensive Financial Report for the year ended June 30, 2022 66 Design and Construction Report REPORTS Fiscal Year 2022/23 ORANGE COUNTY, CALIFORNIA Design and Construction Requirements for Sanitary Sewers 67 High Flow Management Cover Design REPORTS Fiscal Year 2022/23 Orange County Sanitation District High Flow Management Guide Book OPERATIONS DIVISION February 2023 68 Marine Monitoring Annual ReportCover Design REPORTS Fiscal Year 2022/23 Marine Monitoring Annual Report Program Year 2021 - 2022 69 OC San Annual Report REPORTS Fiscal Year 2022/23 We are OC San annual report 21 22 70 Mid-Year Financial Report REPORTS Fiscal Year 2022/23 For the period ended December 31, 2022 Orange County, California Orange County Sanitation District 71 Resource Protection Annual ReportCover Design REPORTS Fiscal Year 2022/23 RESOURCE PROTECTION DIVISION Annual Report PRETREATMENT PROGRAM 2021-22 72 Personnel Policies and Procedures Manual REPORTS Fiscal Year 2022/23 Personnel Policies and Procedures Manual ORANGE COUNTY SANITATION DISTRICT 73 Outreach 74 Internal Projects 105 Branding 125 Legislative 134 Reports 143 TABLE OF CONTENTS FISCAL YEAR 2023/24 74 OUTREACH FISCAL YEAR 2023/24 75 OUTREACH Fiscal Year 2023/24 — Community Newsletter OCSanConnection Spring 2024 published by the orange county sanitation district community newsletter See page 7 for more information. Come celebrate 70 years of environmental excellence at our upcoming Open House! Don’t miss out on this fun and FREE event for the community. Throughout our 70 years, OC San has worked very hard to transform our wastewater treatment plants to the resource recovery facilities that we operate today. OC San repurposes and utilizes every byproduct possible generated during the wastewater treatment process. To gain a clear picture of who we are, we must look back on our journey. and Going Strong OCSanConnection Summer 2023 published by the orange county sanitation district community newsletter It all started on June 9, 1954 – the County Sanitation Districts of Orange County began official operations taking over the duties of the Joint Outfall Sewer (the original sewer agency). Today, 69 years later, as the Orange County Sanitation District, we are more than just a wastewater treatment plant, we are a resource recovery facility. We are recycling 100 percent of our reclaimable flow, we recycle about 540 tons of biosolids (nutrient-rich organic byproduct of wastewater treatment), we generate an average of 7.1 million kilowatts of energy per month, and so much more. Over 600 employees work day in and day out to meet the same mission we had back then, to protect public health and the environment. Cheers to us for celebrating 69 years! Learn more about OC San and our history on our website at www.ocsan.gov. Aerial view of construction of Ocean Outfall in Huntington Beach, circa 1930s Celebrating 69 Years asEnvironmental Stewards Arial view of OC San circa 1953. OCSanConnection Winter 2024 published by the orange county sanitation district community newsletter OC San Celebrates The Orange County Sanitation District has an extensive history that has made it what it is today. On June 9, 1954, we began official operations as the County Sanitation District of Orange County. This year, marks 70 years of hard work, dedication and prosperity that has allowed OC San to transcend its role well beyond a wastewater treatment plant, to an essential resource recovery facility that recycles water, produces energy, and creates nutrient-rich organic matter. With a workforce of over 650 employees serving 2.6 million people in central and northwest Orange County, we remain committed to protecting public health and the environment through effective wastewater treatment and recycling. Join us as we celebrate 70 remarkable years throughout 2024! Years of Environmental Excellence OC San is hosting a Save the Date Updates will be posted on our website and on our social media platforms. OPEN HOUSECommunity Saturday, June 8, 2024 to commemorate the milestone and we inviteall of you. OCSanConnection Fall 2023 published by the orange county sanitation district community newsletter Protecting public health and the environment requires a superb system in place to ensure the over 180 million gallons of wastewater received daily are properly collected, treated, and recycled. To make this happen we must invest in our infrastructure. We have a 10-year, $3 billion Capital Improvement Program (CIP) to maintain, rehabilitate, or upgrade our two treatment plants, 15 pump stations, and almost 400 miles of regional sewer pipes. We have two CIP projects starting construction later this year that will make infrastructure improvements in the communities of Costa Mesa and Newport Beach. The first is the MacArthur Project along MacArthur Blvd. between Newport Place/Von Karman Avenue and Birch Street within the City of Newport Beach. The project will install about 1/3 of a mile of new pipe and several new manholes. This project is slated to start later this year and will be in construction for approximately one year. More information on this upgrade can be found online at www.ocsan.gov/MacArthur. Another infrastructure improvement project scheduled for later this year is the rehabilitation of two parallel regional sewer pipelines along a 1-mile stretch on Airway Avenue and Airport Loop Drive (www.ocsan.gov/airwayairport) in the City of Costa Mesa, near the John Wayne Airport. A secondary portion to this project is the rehabilitation of approximately four miles of the regional sewer pipeline that runs along the I-405 freeway in the City of Costa Mesa (www.ocsan.gov/alongthe405). As specific schedules are available, they will be posted on our website. We encourage you to visit the project pages to sign up for email and text notifications to stay informed and be among the first to know about the project developments. To gain deeper insights into our Capital Improvement Program and to learn more about additional upcoming projects, please explore our latest annual report(www.ocsan.gov/construction). MAKINGIMPROVEMENTSto Better Serve You! Newsletters 76 OUTREACH Fiscal Year 2023/24 — Seal Beach Pump Station As part of the Orange County Sanitation District’s (OC San) Capital Improvement Program, the Seal Beach Pump Station is being replaced. The 1970’s station is located at the corner of Seal Beach Blvd. and Westminster Ave. in the City of Seal Beach. The project will start this spring and last approximately four years. The pump station is nearing the end of its useful life and needs to be replaced with a new facility that will include a more efficient pumping system, odor treatment systems, and a standby emergency generator. The new station will be constructed on the same site, once fully operational, the old pump station will be demolished. SEAL BEACH PUMP STATION Orange County Sanitation District Start Date: Spring 2024Duration: ~ 4 years Seal BeachPump Station WESTMINSTER AVE. SE A L B E A C H B L V D . Handout [Text Here] Template 77 OUTREACH Fiscal Year 2023/24 — Honor Roll Post Card APPLY TODAY TODAY TODAY APPLYAPPLY Join the Pretreatment Honor Roll Class of 2023 OCS a n P r e t r e atment Honor RollProgra m Sunny Delight Beverages Company is being recognized as an environmental steward and Bronze award recipient. The facility has met industrial pretreatment program compliance requirements for at least two consecutive fiscal years and has demonstrated their commitment to the environment. Mark Kawamoto Environmental Protection Manager CLASS OF 2023 Date This facility is recognized as an environmental steward for meeting industrial pretreatment program compliance requirements. 10844 Ellis Avenue, Fountain Valley, California 92708-7018 • 714.962.2411 • www.ocsan.gov OC SAN PRETREATMENT HONOR ROLL PROGRAM BRONZE AWARDBRONZE AWARD SCAN HERE TO LEARN MORE! –CLASS OF 2023––CLASS OF 2023– OC SAN PRETREATMENT HONOR ROLL PROGRAM Postcard Certificate Window Decal 78 OUTREACH Fiscal Year 2023/24 — Tet Festival Parade Banner 79 OUTREACH Fiscal Year 2023/24 — CWEA Water Jobs CWEA Employment Flyer WHAT WATER HAS TO OFFER Instrumentation Technicians: Install, repair, and inspect manufacturing equipment and monitoring devices. Electricians: Install, repair, operate, and maintain electrical systems. Mechanics: Performs preventative and corrective maintenance on equipment, vehicles, and machinery. Heavy Equipment Operators: Operates and maintains a variety of heavy and light equipment used in the operation and maintenance. Water Treatment Operators: Manage a system of machines to treat and transfer water. Wastewater Treatment Operators: Operate a system of machines used to clean and improve the quality of wastewater. WATER JOBS ARE IN HIGH DEMAND CALIFORNIA WATER JOBS The next big water challenge for California is a shrinking workforce as highly specialized workers have reached retirement age and are leaving the profession. We’ve refilled our reservoirs but need to refill the water workforce pipeline! Many California water and wastewater agencies have seen significant turnover in recent years. More than half of our workforce is retiring in large waves, a trend some call the ‘silver tsunami.’ You can help California’s water associations build a healthier, more resilient water system by raising the profile of the mighty water workforce. Please help us spread the word about these stable, well-paid, high-quality, inclusive career opportunities. Family sustaining wages and benefits. Pay for entry-level workers is 50% higher than in other industries. Stability. Everyone needs water, so jobs are secure and in demand wherever you want to live. Fast way to $100K without a degree. Community college and trade programs can help you on your career journey to earning more, but college degree not required for all positions. Big projects. Critical responsibilities. Water workers are responsible for protecting public health and the environment for all Californians. Overflowing with opportunities. The wave of retirements means promotional opportunities come up quickly, and many agencies provide training and tuition reimbursement. Work as a team. Water professionals work closely together, sharing a common goal and supporting a welcoming and inclusive environment. OVER 200 different career pathways. Water offers There is something for everybody. Find career paths, salary info, job openings, and local training info from your local water supplier or at: www.CAWaterJobs.org www.Baywork.org www.IEWorks.org www.MWDOC.com/weea WATER IS HIRING! 80 OUTREACH Fiscal Year 2023/24 — Easement Post Card Post Card Front OC SAN EASEMENT CLEAN-UP OC San will be conducting bi- annual cleaning in the easement located behind your home within the next two weeks. To ensure a smooth operation, please make sure that the area is clear of any obstructions and remains easily accessible. Your cooperation is highly appreciated. For additional information regarding OC San’s easements please visit www.ocsan.gov/ easements. Or scan the QR code 10844 Ellis Avenue Fountain Valley, CA 92708 Questions: Email – easement@ocsan.gov Post Card Back 81 OUTREACH Fiscal Year 2023/24 — Careers Brochure Engineering Brochure Engineering Careers in Wastewater rolesLearn about the many playwe ORANGE COUNTY SANITATION DISTRICT 82 OUTREACH Fiscal Year 2023/24 — Flyer Box Flyer Box Scan the QR code or visit www.ocsan.gov/westside for more information. PLEASE TAKE ONE Construction Hotline (714) 378-2965ConstructionHotline@ocsan.gov www.ocsan.gov 83 OUTREACH Fiscal Year 2023/24 — Construction Fountain Valley Living Magazine Ad Have any questions about the construction? Visit www.ocsan.gov/Bushard or contact the Construction Hotline at (714) 378-2965 or email constructionhotline@ocsan.gov. CONSTRUCTION AT BUSHARD ST OC San is a public agency that provides regional wastewater collection, treatment, and recycling services for approximately 2.6 million people in central Orange County and treat over 180 million gallons of wastewater each day. OC San operates two treatment facilities, one in Huntington Beach and one right here in Fountain Valley. You may have noticed driving down Bushard Street near Ellis Avenue some construction work. The Orange County Sanitation District (OC San) has been in the City of Fountain Valley streets working on their Diversion Structure since mid-April. What is a Diversion Structure you ask? It’s a structure that is critical to the conveyance of wastewater and is responsible for diverting wastewater flows through large diameter sewer pipelines (think 8- to 9-feet wide!) that go to OC San’s treatment facilities. The majority of the work will take place during daytime hours. However, there will be some night work for critical activities that will need to occur when sewer flows are at their lowest which is during the nighttime hours. The maintenance work that is being done is helping the longevity of the structure for the next 70 years. Construction will be completed in the summer months, until then please excuse the traffic control set ups and any delays they may cause. OC San appreciates your patience. 84 OUTREACH Fiscal Year 2023/24 — Video Contest Flyer - Front R E C VIDEO CONTEST Find Yourself at OC San 00:00:60:00 OC San is more than just a job, it is a career. You probably never imagined that your dream job would be at a wastewater treatment plant but after participating in our video contest, it just might be. Submit a 15-59 second video that high- lights an OC San career and get entered for a chance to win. Entries must be submitted no later than April 30, 2024. Winners will be announced in June 2024. Deadline Five Prizes Awarded* Three winners receiving - $500 - Selected by an OC San judging panel. Instagram Viewer’s Choice Award - $250 - Video with the most likes Facebook Viewer’s Choice Award - $250 - Video with the most reactions TOM R. *OC San reserves the right to not award, or to modify the monetary awards presented as deemed appropriate or necessary. Preparing Your Entry • The video must be between 15 – 59 seconds in length. • No professional assistance or use of copyright material is allowed. This will result in automatic disqualification. • A completed entry form must accompany each video submitted. Please note that all submissions are the property of OC San and will not be returned. Who May Enter Students who live or attend a high school or college within the OC San service area. Entries can be a group or individual effort. Each participating group and/or individual may only submit one entry to win. Students and/or groups may only be selected once to receive a winning entry. Must Haves for Video • A career title must be highlighted in the video. Suggested phrase: If I worked at OC San, I would be a (career title), because (reasoning). • For a list of OC San career opportunities, isit ocsan.gov/video • The sentence "I found myself at OC San" must be said in the video. To view previous submission, please visit: http://www.youtube.com/user/2OC SAN (Technical information may be outdated) • Obscene, provocative, or otherwise questionable content will not be considered. We retain sole discretion as to what constitutes inappropriate content. • By entering the contest, entrants agree to have their submitted name displayed on our website, and social media platforms and used by OC San for any purpose, at any time, without any fee or other form of compensation. We reserve the right to disqualify users, without notice, and for any reason. General Conditions If you are unsure if you are within the OC San service area,email Belen Carrillo at bcarrillo@ocsan.gov for verification. Submissions must be emailed to forinformation@ocsan.gov IRVINE ANAHEIM ORANGE SANTAANA FULLERTON BREA TUSTIN YORBALINDA HUNTINGTONBEACH COSTAMESA GARDENGROVE SEALBEACH BUENAPARK NEWPORTBEACH LAHABRA WESTMINSTER CYPRESS PLACENTIA FOUNTAINVALLEY STANTONLOSALAMITOS VILLAPARK LAPALMA PacificOcean P1 P2 Flyer - Front 85 OUTREACH Fiscal Year 2023/24 — Headquarters Fact Sheet Fact Sheet 86 OUTREACH Fiscal Year 2023/24 — Employment Flyer - Front Under direction, performs advanced professional-level information technology support duties in the analysis, design, evaluation, development, programming, testing, implementation, documentation, and maintenance of a wide variety of systems and programs for OC San; provides support to departments with complex computer systems and programs and/or enterprise systems; troubleshoots, analyzes, and resolves difficult and complex systems and software problems; serves as a project manager on assigned projects; evaluates and recommends current and third party systems and applications; provides highly technical support, expertise, and training to end users; and performs duties as assigned. This individual will be responsible for: • Designing and implementing financial reports. • Prepare functional design documents for any changes or implementations for supported financial systems. • Designing, writing, and updating process documentation for supported financial systems. • Suggesting improvements to current processes being performed by Finance group. • Work with Finance group to understand and troubleshoot key areas of business including but not limited to In-house Payroll, Procurement, General Ledger Accounts Payable, Revenue. • Maintains system configuration for finance supported software. • Performs system administration tasks including but not limited to periodic updates, break fix updates, and general upgrades. • Performs data quality analysis during financial system implementations, upgrades and enhancements. • Provides quantitative and qualitative business process analysis. The successful candidate will possess: A Bachelor’s degree from a college or university accredited by the U.S. Department of Education, with major coursework in computer science, information systems, or a related field; At least four (4) years of work experience in information systems or network programming and analysis. A valid California Class C Driver’s License. Any combination of education and experience that provides the required knowledge, skills, and abilities may be qualifying as determined by OC San. The annual salary range for this position is $128,585.60 - $141,710.40. Placement within this range will be dependent upon the qualifications of the successful candidate and OC San policies. Benefits include vacation leave; eleven paid holidays and one floating holiday; sick leave; administrative leave; group life insurance; group disability insurance; group health insurance (employee contribution required), dependent coverage available, including medical, dental, and vision; a retirement* plan (Orange County Employees Retirement System) and the option of participating in a deferred compensation plan as well as other optional benefits. A credit union is available. Benefits are subject to the Board of Directors’ periodic determination (usually annually) and the meet and confer process, and are therefore subject to change. The District makes a generous contribution toward the cost of these benefits. *New employees hired on or after January 1, 2013 will be subject to the retirement benefit formula and provisions set forth by the California Public Employees’ Pension Reform Act of 2013 (PEPRA). All employees contribute to the Orange County Employees Retirement System (OCERS). Contributions are based on an OCERS actuarially determined rate structure and age at time of employment; contributions are deducted on a pre-tax basis. The retirement benefit formula is 2.5% at age 67; however, employees with reciprocity may be eligible for the 2.43% at age 65 retirement formula (also known as “1.667% at 57.5”). For an overview of OC San’s benefits, please visit www.ocsan.gov/ about-us/jobs/employee-benefits. THE SENIOR INFORMATION TECHNOLOGY ANALYST (FINANCE SUPPORT) ROLE For questions and inquiries, please contact:Adam Montoya, Human Resources Analyst Telephone: (714) 593-7026 E-mail: amontoya@ocsan.gov HOW TO APPLY APPLY ONLINE AT WWW.OCSAN.GOV/JOBS by MONDAY, MAY 20, 2024. Stay Connected! Follow us @OCSanDistrictAn Equal Opportunity/ADA Employer EDUCATION, CERTIFICATIONS AND EXPERIENCE BENEFITS AND COMPENSATION SENIOR INFORMATION TECHNOLOGY ANALYST FINANCE SUPPORT Recruitment Announcement The Orange County Sanitation District (OC San) has provided more than 70 years of outstanding and innovative service to residents and businesses in north and Central Orange County, California. As the third largest wastewater agency west of the Mississippi River, OC San is focused on providing an excellent level of service to its rate payers. With the mission, “To protect public health and the environment by providing effective wastewater collection, treatment and recycling,” OC San has maintained an extensive ocean monitoring program for over 30 years. OC San is nationally recognized as a leader in wastewater recycling, biosolids management, and energy recovery. In 2003, OC San became the first biosolids program in the nation to be certified by the National Biosolids Partnership (NBP). OC San produces over 365 million pounds of biosolids a year which are recycled for use on agricultural land or used to produce compost material. OC San also captures and recycles methane gas to produce electricity and heat that powers over 60% of its energy needs, saving OC San rate payers millions of dollars every year. OC San’s two treatment plants, located in Fountain Valley and Huntington Beach, process about 180 million gallons of wastewater each day generated by approximately 2.6 million residents and businesses within the service area. While some of the treated water from the two treatment plants is released over five miles out into the ocean at a depth of two hundred feet below the surface of the water, most is recovered into Orange County’s main water supply through the visionary Groundwater Replenishment System (GWRS), a project jointly funded by the Orange County Water District (OCWD) and OC San, which began operation in 2008. The GWRS is the largest water purification project of its kind in the world and can produce up to 130 million gallons (492,000 cubic meters) of water per day of near-distilled, high-quality water. That is enough to meet the needs of nearly one million residents in north and central Orange County. OC San is governed by a 25-member Board of Directors, comprised of representatives appointed from 20 service-area cities, two sanitary districts, two water districts, and one representative from the Board of Supervisors. The Board oversees operations, approves programs and projects and sets policy. The Board has three standing sub-committees. These committees are: Steering Committee, Administration Committee, and Operations Committee. Board and Committee meetings are typically held on Wednesday evenings. For a full list of committees and meeting times, please visit www.ocsan.gov. ABOUT OC SAN (Continued on other side) Flyer - Back 87 OUTREACH Fiscal Year 2023/24 — Signage Event Sign OCSanConnection published by the orange county sanitation district community newsletter Scan to receive our newsletter directly in your inbox. Stay up-to-date Stay up-to-date with OC San.with OC San. Follow us on social media @OCSanDistrict 88 OUTREACH Fiscal Year 2023/24 — Headquarters Media Kit 89 OUTREACH Fiscal Year 2023/24 — Brochure OC San Brochure Take a tour of the largest wastewater facility in the county.Sign up at www.ocsan.gov/tours Follow us on social media @OCSanDistrict www.ocsan.govforinformation@ocsan.gov 714.962.2411 04/2024 Fat, Oils, and Grease (FOG) should never be poured down the sink or garbage disposal. FOG sticks to the interior of the sewer pipes, hardens over time, and can eventually cause a backup leading to a sewage spill in your home or on our streets. The best way to get rid of FOG is to let it cool/harden, mix it with other absorbent materials, place it in a bag or container and then throw it in the trash. KEEP ITFLOWINGABOUTOC SAN • OC San is the regional wastewater sewer provider for 2.6 million people in north and central Orange County. • OC San treats about 180 million gallons of wastewater every day, and provide 130 million gallons of wastewater to the Groundwater Replenishment System which produces enough drinking water for 1 million people. • We have 15 pump stations and almost 400 miles of sewers in our service area which encompasses 20 cities, four special districts, and unincorporated portion of the County of Orange. v G) should never be poureddisposal. FOG sticks to the s, hardens over time, and ckupleading to a sewage ur streets. FOG is to let it cool/harden, nt materials, place it in a throw it in the trash. Best Practices For Proper Disposal Orange County Sanitation District The 3 Ps ONLY VKRXOGEHÁXVKHGGRZQWKHWRLOHW WRLOHW Prescription drugs and over-the-counter medications contain chemicals that you don’t want entering the wastewater supply. The best way to dispose of prescription drugs and over-the-counter medication is to make them undesirable, by crushing them and mixing it with coffee grounds, kitty litter or dirt before sealing them in a secure bag or container and disposing in the trash. PHARMACEUTICALS Disposable wipes can clog your pipes and affect our equipment and treatment process. Even though it may say “flushable” on the packaging, please throw them in the trash. “FLUSHABLE” WIPES ARE NOT FLUSHABLE 90 OUTREACH Fiscal Year 2023/24 — Open House Passport Scan QR Code Follow us @OCSanDistrict View our OC San Tour Video Invitation Save The Date Passport Tour Card 91 OUTREACH Fiscal Year 2023/24 — Open House Tour Sign Quality Assurance Scientist• Serves as the Quality Assurance Administrator for OC San’s Environmental Laboratory and Ocean Monitoring Program. • Responsible for implementing, maintaining, and improving upon the laboratory’s Quality Management System. • Manages laboratory accreditations (CA-ELAP, UT-NELAP, SCAQMD) and ensures testing activities meet the requirements of the 2016 TNI Standard. Principal Environmental Specialist• Oversees contracted laboratory testing activities and projects, including coordination of scheduling and final report preparation. • Develops, maintains, and distributes controlled documentation used for laboratory data calculations, calibrations, reporting, and traceability. • Conducts revisions of laboratory Standard Operating Procedures (SOPs) and procedural documents. Senior Environmental Specialist• Coordinates and oversees the calibration, verification, and maintenance of laboratory support equipment, ensuring that laboratory and standard specifications are met. • Performs comprehensive review of contracted laboratory data to ensure quality control parameters align with method specifications. • Assists laboratory staff with quality assurance inquiries and the correction of non-conformances. Welcome to the OC San • Get an event passport at the welcome table. • Fill it up by visiting each booth. • Submit your passport for a chance to win a raffle prize. Follow us @OCSanDistrict PRIZESPRIZPRIZESIZESESPRPRPRPRPRPRPRPRPRPRPRPRPRPRPRIZIZIZIZIZIZIZIZIZIZIZIZIZIZIZESESESESESESESESESESESESESESESPPPRRRPRPPPRRRPRPPZIZIIRRRZZIZISESEEZZZESESEEESESPRPRPRPRPRPRIZIZIZIZIZIZESESESESESESPPPRRPRPRRIIIZZZZEESSESESS MUST KNOWSMUMUMUMUMUMUMUMUMUMUMUMUMUMUMUSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTKKKKKKKKKKKKKKKNONONONONONONONONONONONONONONOWSWSWSWSWSWSWSWSWSWSWSWSWSWSWSMUMUMUMUMUMUSTSTSTSTSTSTKKKKKKNONONONONONOWSWSWSWSWSWSMUST KNOWS Collect your free ice cream ticket (Limit one per person) Photographs and/or video will be taken at today’s event. By taking part in this event you grant the Orange County Sanitation District full rights to use the images resulting from the photography/video filming, and any reproductions or adaptations of the images for publicity or other purposes to help promote the work of the Orange County Sanitation District. This might include (but is not limited to), the right to use them in printed and online materials, or social media. If you do not wish to be photographed, please inform a member of the Orange County Sanitation District team at the welcome booth. NOTICE NespressoMachine Airpods2nd Generation StanleyCup (40 oz) TOURCHECK-IN Booth Sign Welcome Sign Ocean Monitoring Environmental Supervisor • Plans, assigns, and reviews the environmental compliance work of staff • Assists in the preparation and administration of the ocean monitoring budget • Supervises and participates in the preparation of environmental reports, memoranda, and correspondence related to ocean monitoring Scientist • Develops, plans, conducts, and manages environmental research projects and special studies to advance OC San’s Ocean Monitoring Program • Participates in related working groups and committees within OC San, with regulatory agencies, and with outside organizations • Coordinates the production and review of the Marine Monitoring Annual Report Principal Environmental Specialist• Oversees offshore field sampling efforts for special studies and permit compliance, including coordination of scheduling, staffing, and pre- and post-mobilization logistics • Oversees the benthic invertebrate (infauna) taxonomy program, including managing the specimen voucher collection as well as coordinating sample assignments and review of taxonomic data • Coordinates and oversees the work of external contractors and the ordering of supplies and equipment Senior Environmental Specialist• Participates in complex offshore fieldwork to collect and process a wide variety of samples for special studies and permit compliance • Conducts laboratory analyses including toxicity testing and identification of infauna specimens • Participates in the generation of the Marine Monitoring Annual Report, including data input and analysis, interpretation of findings, and composition Boat Captain• Commands and navigates OC San’s 58-foot ocean monitoring vessel Nerissa • Performs and schedules routine vessel maintenance, including purchasing vessel parts and supplies • Works with senior staff to coordinate field sampling schedules and logistics to meet compliance sampling requirements Assistant Boat Captain• Assists in the navigation and maintenance of OC San’s ocean monitoring vessel Nerissa • Serves as the principal operator of the winch and A-frame for deployment of oceanographic equipment to collect samples for special studies and permit compliance • Participates in beach sample collection for indicator bacteria analysis Lab Signs PERFORMANCES Mariachi los Santos from Santa Ana High School South Coast Chinese Cultural Center Martial Arts USA Film SoundTracks Fountain Valley High School Royal Regiment Drumline 9 am 10 am 10:30 am 11 am 9:30 am Stage Poster 92 OUTREACH Fiscal Year 2023/24 — What 2 Flush Fact Sheet Sticker Honk if you know What 2 Flush! *Pee, Poop, and Toilet Paper ONLY Pee, poop and paper should be the only things going down the toilet. Flushing other 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 and not to mention our ocean. It’s simple, the toilet is only meant to ÁXVKWKHWKUHH3·V³SHHSRRSDQGSDSHU 7KHRQO\WKLQJWKDWVKRXOGEHJRLQJGRZQ WKHGUDLQLVZKDWFRPHVRXWRIWKHIDXFHW are made of materials that don’t break down and can cause pipes to clog. The trash is the place for these items. both cause more problems than you’d imagine. They don’t biodegrade and can cause pipes to clog contain chemicals that you don’t want entering the wastewater supply. The best way to dispose of items like these is to make them undesirable, such as crushing them and then mixing with coffee grounds, kitty litter or dirt before sealing them in a plastic bag and disposing in the FOG sticks to the interior surface of the sewer pipes, hardens over time and eventually may cause sewage to backup and lead to a sewage spill in your home or on our streets. Running hot water as you pour the grease down the drain will not help either. Instead, let it cool/harden, mix it with other absorbent materials, place it in a bag or container and then throw it in the trash. should not be flushed down the sink. The best way to get rid of food is to compost what you can and wipe or scrape the remnants in the trash. Never put them in the garbage disposal. always seems to make its way past the plug. Hair will catch and stick to other items and is very difficult to get out of piping once it gets in. such as motor oil, pesticides, paint and solvents should never be poured down the drain. All of these are highly toxic and will cause long- term damage to the envirnoment. Dispose of these items by contacting the nearest household hazardous waste collection center where these and other household items can be dropped off. (especially clay kitty litter) will sooner or later clog your pipes, even the ones that claim to be “flushable.” Far more problematic is Toxoplasmosis, a parasite found in cat waste that is harmful to marine biology. It’s better to keep your cat waste out of wastewater and just put it in the trash. Items that people commonly dispose of that should NOT be going down the drain: are made of materials that don’t break down and can cause pipes to clog. The trash is the place for these items. contain chemicals that you don’t want entering the wastewater supply. The best way to dispose of items like these is to make them undesirable, such as crushing them and then mixing with coffee grounds, kitty litter or dirt before sealing them in a plastic bag and disposing them in the trash. (especially clay kitty litter) will sooner or later clog your pipes, even the ones that claim to be “flushable.” Far more problematic is Toxoplasmosis, a parasite found in cat waste that is harmful to marine biology. It’s better to keep your cat waste out of wastewater and just put it in the trash. It’s simple, the toilet is only meant to ÁXVKWKHWKUHH3·V³SHHSRRSDQGSDSHU Which sewer-safe items should go down the drain? Pee, poop and toilet paper should be the only things going down the toilet. Flushing other 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 and not to mention our ocean. Fact Sheet 93 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Earth Day Posts Engineers Week Post 94 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Valentines Day Post Saint Patricks Day Post 95 OUTREACH Fiscal Year 2023/24 — Social Media/Videos World Water Day Post Government Communications Day Posts 96 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Video Contest Posts Wasterwater 101 Post Public Works Week Post 97 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Festival Festival Post Retiree Save the Date Post Countdown to Open House Posts 98 OUTREACH Fiscal Year 2023/24 — Videos International Day of Friendship Post General Manager Post70th Anniversary Post 99 OUTREACH Fiscal Year 2023/24 — Social Media/Videos GWRS Employee Event Post Flash Back Friday Post Dream Team Post Spark of Love Post 100 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Heavy Rain Post CIP Annual Report Post 101 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Did you know? Construction 102 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Clog Free Holiday PostUnsung Hero’s Post 103 OUTREACH Fiscal Year 2023/24 — Social Media/Videos 70th Anniversary Post GWRS Final Completion Post Public Works Week Video 104 OUTREACH Fiscal Year 2023/24 — Social Media/Videos Innovative Program/Project of the Year Video Tour Bus Video Headquarters Bridge Video 105 INTERNAL PROJECTS FISCAL YEAR 2023/24 106 INTERNAL PROJECTS Fiscal Year 2023/24 — Headquarters Employee Door Hanger TUESJUNE 4 THURSJUNE 6 End of Week Chill Coffee Lobby WEDJUNE 5 Over the WeekdayHump Enjoy a morning Donut! Start your day with Coffee! WelcomeHQWeek day Week eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee in the Cool down with ice cream! 12 pm to 3 pm Outdoor Patio 7:30 am to 9:30 am 2nd Floor Breakroom Parking Lot Ellis Ave. Pa c i f i c A v e . Ba n d i l i e r C i r c l e North Wing South Wing North Wing: First Floor: Div. 110 General Manager’s Office, Div. 120 Board Services, Div. 140 Public Affairs, Div. 210 Administrative Services, Div. 220 Financial Management Second Floor: Div. 710 Engineering Administration, Div. 750 Project Management, Div. 760 Design Third Floor: Div. 250 Information Technology South Wing: First Floor: Div. 160 Human Resources, Div. 161 Risk Management, Div. 230 Contracts and Purchasing Second Floor: Div. 740 Planning, Div. 770 Construction Management Third Floor: Div. 610 Environmental Services Administration and Compliance, Div. 620 Resource Protection, Div. 760 Design (PCI) Empty crates will be picked up daily until June 6. Remaining common area crates will be picked up on June 14. Lobby Welcome to our new Headquarters! 18480 BANDILIER CIRCLE FOUNTAIN VALLEY, CA 92708 Employee Table Tent Crates and Labels • Only use the pre-printed personalized labels provided to you. • Place pre-printed labels at each end of the crate. DO NOT place on the TOP as crates are stacked when moved and the label will be covered. • Crates must be able to close completely. • Record the crate/item # on each label. •Please leave any extra labels on your desk in case they are needed during the move. Computer Equipment •DO NOT pack any of your computer equipment into the crate. • A team of technical consultants will be responsible for labeling, disconnecting, relocating, and reconnecting your equipment at your new location. • Power-off all desktop computer equipment when you leave for the day. • Take your laptop home with you. Chairs/Trash Cans • Approved office chairs based on ergonomic assessment and survey will be transported by the movers. Otherwise, a new chair will be provided for you. • There will be new individual trash cans at each workstation – no need to pack. Take Home • Laptops, cell phone/chargers, and any personal items. • You will be responsible for moving any fragile items or personal plants or items that do not fit in the crate. During the Move (May 30 - June 3) • All affected employees will be telecommuting on scheduled workdays. If your job duties require you to be on site, your supervisor will coordinate with you. MOVE INSTRUCTIONS Please be packed by the end of your workday no later than Wednesday, May 29. If you are not onsite and unavailable to pack your desk, please pack in advance. First official day of business in the new Headquarters will be Tuesday, June 4. Day One • Check your computer equipment for connectivity. • Review the Welcome Information that will be provided on your desk. • Unpack and empty crates by June 6. • An HQ General Service Request form will be available for any immediate move related issues. Any questions? Contact your HQ Champions or Common Area Coordinator found under Headquarters Contacts on the HQ Update page. Move In Instructions KNOB DIAL TO UNLOCK Re-enter your code. Turn the knob up to . Open the door. Keeping the knob facing , scramble the dials for the next user. 1 2 3 4 TO LOCK Close the door. Make sure knob is pointing up to , then set one letter and one number code. Turn knob to . Scramble the dials. 1 2 3 4 USER INSTRUCTIONS SEE HOW IT WORKS: www.keyless.co/keyless360-instructions/user/ Locker Instructions 107 INTERNAL PROJECTS Fiscal Year 2023/24 — Headquarters Directory Sign North Wing: First Floor: Div. 110 General Manager’s Office Div. 120 Board Services Div. 140 Public Affairs Div. 210 Administrative Services Div. 220 Financial Management Second Floor: Div. 710 Engineering Administration Div. 750 Project Management Div. 760 Design Third Floor: Div. 250 Information Technology South Wing: First Floor: Div. 160 Human Resources, Div. 161 Risk Management, Div. 230 Contracts and Purchasing Second Floor: Div. 740 Planning Div. 770 Construction Management Third Floor: Div. 610 Environmental Services Administration and Compliance Div. 620 Resource Protection Div. 760 Design (PCI) Welcome to HeadquartersDIRECTORY North Wing South Wing Lobby ENTRANCE Parking Lot Courtyard Ellis Avenue Employee Welcome Sign 108 INTERNAL PROJECTS Fiscal Year 2023/24 — Headquarters Welcome Place Mat WELCOMETO OUR NEWHEADQUARTERS Check your computer equipment for connectivity. Submit an Incident Ticket for any IT related issues. Click Here. Unpack! Empty crates will be picked up daily until June 6. Missing crate or issues with the move? Submit an HQ General Service Request. Check out our new Headquarters! See map on reverse side. • Be patient and communicative with your colleagues. • Be aware of scents within your workspace. • Always be mindful of volume when having a conversation. • Use huddle rooms for personal calls, group conversations, and small meetings. • Keep your workspace clean, neat, and safe. • Keep it professional and office appropriate. DAY 1CHECKLIST OPENOFFICEETIQUETTE Notify front reception/security desk.EMERGENCIES: DIAL 911 How to Submit: OnlineGo to the HQ Information page. Click Here. Scan QR code In personVisit the Command Center located in the Santa Ana River Conference room on 2nd Floor next to the Breakroom. June 4, 5, & 6 only from 7:30-4 p.m. HHQHQHQ GGEGENENENERARARARALLL L SSESESERVRVRVRVICICICEE E REREREEQQUQUQUESESESTT 18480 Bandilier Circle, Fountain Valley, CA 92708 Courtyard• Bike storage shed • Outdoor seating Showers & Lockers• On a daily first come first serve basis • No towel service Public Counter• Located past the lobby stairs to conduct business with members of the public Breakrooms• Indoor and outdoor covered seating on 2nd and 3rd floor. • Equipped with microwaves, refrigerators, coffee machine, hot water kettle, toaster oven, and vending machines Pantries• Located at the end of each wing of every floor • Equipped with microwave, refrigerators, coffee machine, and hot water kettle Water Bottle Filling Stations• Located in all pantries and lobby Wellness Room• 2nd and 3rd floor north wing • Contact HR for access SSHSHSHARARAREEDEDD SSSPPAPAPAPACECECECE IIINFNFNFFOORORORMMAMATION CCOCOCONFNFNFEERERENENENCCECECE RROROOOMOMOMM SSASASAFEFEFETTTYTY Please refer to the instructions on how to locate and book conference rooms. Scan or ClickQR CODE • Do not prop doors open. • Enter through main lobby, courtyard and bridge. 24/7 access available through the main lobby. • Do not tailgate through a door. Always scan yourself through. Room names are based on location, not intended users. LEVEL 1 Huntington BeachConference Room Fountain ValleyConference Room Board Room BikeShedFrontDesk CopyCenter Finance 1ConferenceRoom GMO Conference RoomInformal Team Area Purchasing Conference RoomWarehouse Lockers Showers & Lockers Educational Display Public Counter and Awards Display Finance 2ConferenceRoom LEVEL 2 Santa Ana RiverConference RoomBreakRoom & Vending Machines LEVEL 3 PacificConference Room SafetyConferenceRoom HRConferenceRoom InterviewConferenceRooms BreakRoom & Vending Machines PMO Conference Room IT 1 Conference Room Resource Protection Conference Room Environmental 1 Conference Room Bridge Environmental 2 Conference Room CM 1 Conference Room Compliance Conference Room Planning Conference Room Wellness Room Wellness RoomEllis Avenue Elevator Conference Room Restroom Pantry Legend Parking Lot FrontEntrance OutdoorPatio Courtyard Design 1 Conference RoomDesign 2 Conference Room IT Service Desk IT 2 Conference Room IT 3 Conference Room CM 2 Conference Room 109 INTERNAL PROJECTS Fiscal Year 2023/24 — GWRS Employee Event San Box Banner AdminBuilding LabBuilding Control Center Maintenance Shops WarehousePurchasing FleetServices Gate GWRS Staff Appreciation Luncheon Wednesday, August 16, 2023 11:30 a.m. to 1 p.m. GWRS area at OCWD Microfiltration Event Site FOOD VOUCHER Good for ONE entree at the GWRS Staff Appreciation Luncheon on Wednesday, August 16 FOOD VOUCHER Good for ONE entree at the GWRS Staff Appreciation Luncheon on Wednesday, August 16 Join us for the Groundwater Replenishment System Final Completion Staff Appreciation Luncheon DATE:Wednesday, August 16, 2023 TIME:11:30 a.m. to 1 p.m. LOCATION:Outside of Microfiltration in the GWRS area Lunch will be provided by the Lime Truck and Lucille’s Smokehouse Bar-B-Que, PLUS an Ice Cream Truck to top it all off. REGISTRATION WILL BE REQUIRED. MORE DETAILS COMING SOON. SAVE THE DATE JOIN US FOR THE GWRS Staff Appreciation Luncheon DATE:Wednesday, August 16, 2023 TIME:11:30 a.m. to 1 p.m. LOCATION:GWRS area at OCWD Lunch will be provided by the Lime Truck OR Lucille’s Smokehouse, PLUS an Ice Cream Truck for dessert. REGISTRATION IS REQUIRED BY NO LATER THANTUESDAY, AUGUST 1. To register and reserve your lunch, scan the QR code or visit The San Box. Employee Map San Box Banner Food Voucher 110 INTERNAL PROJECTS Fiscal Year 2023/24 — GWRS Event Employee Table Tents to all your Dedication and Hard Work THANK YOU for your Commitment to Excellence! A SUPERA SUPERA SUPER THANK YoUTHANK YoUTHANK YoU TO OUR HEROES!TO OUR HEROES!TO OUR HEROES! Let’sCelebrate for all you do. 111 INTERNAL PROJECTS Fiscal Year 2023/24 — Employee Appreciation Day Employee Appreciation Cards 112 INTERNAL PROJECTS Fiscal Year 2023/24 — Veterans Day Employee Appreciation Poster *THESE REPRESENT THOSE WHO SUBMITTED PHOTOS TO PARTICIPATE. Bob Bell³861DY\(OHFWULFLDQV0DWH3HWW\2IÀFHUQG&ODVVÌ Jason Biedermann³860DULQH&RUS&RUSRUDO,QIDQWU\6TXDG/HDGHUÌ James Brown³860DULQH&RUSV/DQFH&RUSRUDO%URZQ²Ì Jesse Freeman³$UP\1DWLRQDO*XDUG6HUJHDQW(Ì Beck Gass³86&RDVW*XDUG0DFKLQHU\7HFKQLFLDQUG&ODVV Bill Gilbert³86$UP\6SHFLDOLVWWK&ODVVÌ Victor Gonzalez³861DY\$YLDWLRQ%RDWVZDLQ0DWH(TXLSPHQWQG&ODVVÌ Donald Hawthorne³861DY\VW&ODVV(QJLQHPDQ Ludwig Lapus³861DY\3HWW\2IÀFHUQG&ODVVÌ *ULIÀQ/XQG³861DY\*DV7XUELQH6\VWHPV0HFKDQLF6HFRQG*ODVV3HWW\2IÀFHUÌ Adam McMurdy³86$UP\5DQN6SHFLDOLVW Michael Morey³86$UP\(QJLQHHUÌ Paul Nguyen³86$LU)RUFH6HUJHDQWÌ Brian Reed³861DY\$YLDWLRQ6WUXFWXUDODQG+\GUDXOLFV6SHFLDOLVW Larry Roberson³86$LU)RUFH6HUJHDQWÌ Henry Rosas³861DY\0DFKLQLVW0DWHQG&ODVV3HWW\2IÀFHUKevin Schuler ³860DULQH&RUSV6HUJHDQWÌ Enrique Zapien³860DULQH&RUSV&RUSRUDO Ì OC San Retirees ÌDan Dillon³860DULQH&RUS6HUJHDQWÌ Steve Howard³860DULQH&RUSV6HUJHDQWPatrick McNelly³86$UP\6SHFLDOLVWÌ Mark Mutz³86$UP\6HUJHDQWGary Prater³86$UP\6HUJHDQW(Ì Jim Tintle³861DY\3HWW\2IÀFHUVW&ODVVDave Usher³860DULQH&RUS Ì OC San Retirees Ì Jennifer Alexander³861DY\&RQVWUXFWLRQ0HFKDQLFÌ John Bellitti ³861DY\%RLOHU7HFKUG&ODVVTony Briseno ³861DY\0DFKLQLVW0DWH²Ì Dan Dillon³860DULQH&RUS6HUJHDQW Ì Steve Howard³860DULQH&RUSV6HUJHDQWRoger Kenerson³861DY\$YLDWLRQ7HFKQLFLDQQG&ODVV(No photo available) Ì Tony Leak³86$UP\6HUJHDQWSteve Lavelle³860DULQH&RUS/LHXWHQDQW&RORQHOÌ Patrick McNelly (Deceased)³86$UP\6SHFLDOLVWTracey Murphy ³861DY\(QJLQHQG&ODVVÌ Mark Mutz³86$UP\6HUJHDQW Ì Gary Prater (Deceased)³86$UP\6HUJHDQW( Jim Tintle³861DY\3HWW\2IÀFHUVW&ODVV Ì Dave Usher³860DULQH&RUS Jennifer Alexander John Bellitti Tony Briseno Dan Dillon Steve Howard Tony Leak Steve Lavelle Patrick McNelly Tracey Murphy Mark Mutz Gary Prater Jim Tintle Dave Usher *ULIÀQ /XQG$GDP 0F0XUG\Michael Morey Paul Nguyen Brian Reed Larry Roberson Henry Rosas Kevin Schuler Enrique Zapien Bob Bell Jason Biedermann James Brown Jesse Freeman Beck Gass Bill Gilbert Victor Gonzalez Donald Hawthorne Ludwig Lapus Past and Present OC San Salutes Our Veterans 113 INTERNAL PROJECTS Fiscal Year 2023/24 — Harvest Festival Theme Poster Meal Tickets FOOD VOUCHER Good for ONE HAM SANDWICH at the OC San Halloween Event FOOD VOUCHER Good for ONE ROAST BEEF SANDWICH at the OC San Halloween Event FOOD VOUCHER Good for ONE VEGGIE SANDWICH at the OC San Halloween Event FOOD VOUCHER Good for ONE TURKEY SANDWICH at the OC San Halloween Event 114 INTERNAL PROJECTS Fiscal Year 2023/24 — Health Fair Signage OPEN ENROLLMENTPRESENTATION Conference Rooms A and B Presented by: Alliant Insurance Services Starts at 9:00 a.m. FLU SHOTS CONFERENCE ROOM C 115 INTERNAL PROJECTS Fiscal Year 2023/24 — Honoring Employees Certificates O R A N G E C OUNTY SANITATION DISTRICT for her contributions, and commemorating her legacy through the naming of one tunnel at the Temperature-Phased Anaerobic Digestion Digester Facility located at Plant No. 2 in Huntington Beach. This honor serves as a lasting tribute to Linda’s outstanding achievements during her tenure at OC San. We hope that this recognition serves as a heartfelt token of our enduring appreciation for all that she contributed to Orange County Sanitation District. December 1, 2023 Proudly acknowledges Linda Losurdo Robert Thompson General Manager O R A N G E C OUNTY SANITATION DISTRICT For his contributions, and commemorating his legacy through the naming of one tunnel at the Temperature-Phased Anaerobic Digestion Digester Facility located at Plant No. 2 in Huntington Beach. This honor serves as a lasting tribute to Brian’s outstanding achievements during his tenure at OC San. We hope that this recognition serves as a heartfelt token of our enduring appreciation for all that he contributed to the Orange County Sanitation District. December 14, 2023 Proudly acknowledges Brian Bingman Robert Thompson General Manager Chad Wanke Board Chairman 116 INTERNAL PROJECTS Fiscal Year 2023/24 — Honoring Employees Candy Box Web Banner National Week General Manager Message 117 INTERNAL PROJECTS Fiscal Year 2023/24 — Benefits Post Card Front San Box Banner CHANGE IS COMING ^2&6DQ5HWLUHH%HQHÀWV9HQGRU&KDQJH` OC San is moving to a new vendor for retiree benefit administration effective August 1, 2024. The relationship with WORKTERRA is ending and moving to Benefit Coordinators Company (BCC). WORKTERRA will continue to manage your account through July 31, 2024. Over the coming weeks, you will receive communication regarding this change with all the necessary information for this transition ahead of the move. No action is needed on your part. OC San looks forward to working with this new partner and the new features that will be available to retirees, including online portal access and monthly invoices/ account statements. Please watch for any mailings from OC San and BCC between now and August. For questions, contact Stephanie Barron in OC San Human Resources (714-593-7183, sbarron@ocsan.gov). 10844 Ellis Avenue, Fountain Valley, CA 92708 Post Card Back 118 INTERNAL PROJECTS Fiscal Year 2023/24 — Retirement Event Retiree Banner 119 INTERNAL PROJECTS Fiscal Year 2023/24 — All Hands Meeting Web Banner Podium Sign TEXT YOUR QUESTIONS TO714-780-2117 Sign 120 INTERNAL PROJECTS Fiscal Year 2023/24 — Holiday Luncheon Table Tent Employee Gift Web Banner SAVE THE DATE Holiday Luncheon Thursday, December 7, 2023 11:30 a.m. to 1 p.m. More information coming soon HolidayLuncheons MONDAY, DECEMBER 4 Plant Nos. 1 and 2 Frontside Night Shift Plant No. 1 at 7 p.m. in the Control CenterPlant No. 2 at 8:30 p.m. in the Operations Center TUESDAY, DECEMBER 5 Plant Nos. 1 and 2 Frontside Day ShiftPlant No. 1 at 11:30 a.m. in the Control Center THURSDAY, DECEMBER 7Plant Nos. 1 and 2 Day Shift 11:30 a.m. - 1 p.m. Plant No. 2 Warehouse THURSDAY, DECEMBER 7 Plant Nos. 1 and 2 Backside Night shift Plant No. 1 at 7 p.m. in the Control Center Plant No. 2 at 8:30 p.m. in the Operations Center 121 INTERNAL PROJECTS Fiscal Year 2023/24 — Take a kit to your kid day Web Banner Activity MY RESUME FIRST Welcome to “My First Resume”! Today, you’ll explore the important skills and experiences that make you special. Write a sentence about what you want to do for your future job. List some of your experience working, such as doing chores, participating in clubs, babysitting, etc. Use the space below to draw a picture of what you would look like at work! Child’s Name School Name What are some cool things you can do? Write down skills like drawing, playing sports, or helping others. Have you won any awards or certificates? Write them down here. Grade Personal Information Education Skills Achievements Objective Work Experience Have Fun! Worksheet 122 INTERNAL PROJECTS Fiscal Year 2023/24 — VIP Luncheon Sign Certificate Welcome ____________________________________ Rob Thompson, General Manager ENISHA MATTHEWS In recognition of your commitment to community outreach and education by participating in the Volunteer Incentive Program June 2022 - June 2023 UNSTOPPABLE!UNSTOPPABLE!UNSTOPPABLE!UNSTOPPABLE!UNSTOPPABLE!UNSTOPPABLE!UNSTOPPABLE! Together We AreTogether We AreTogether We AreTogether We AreTogether We AreTogether We AreTogether We Are 123 INTERNAL PROJECTS Fiscal Year 2023/24 — Tidy Tips Sign Event Flyer Web Graphic Tidy TipsTidy Tips 124 INTERNAL PROJECTS Fiscal Year 2023/24 — Spark of Love Holiday Card Toy Drive Poster SPARK OF LOVE TOY DRIVE Bring a new unwrapped toy or sports equipment valued at $10 or more. Or make a cash donation to help Orange County children and teens in need this holiday season. NOVEMBER 20 - DECEMBER 11 Contact: GERRY MATTHEWS, EXT. 7131 to make a cash donation or questions. Rob Thompson Happy The end of the year brings great joy and our season’s greetings and good wishes. May your holidays and new year be filled with joy and the coming year be happy, healthy and prosperous for you and yours. Chad Wanke 125 BRANDING FISCAL YEAR 2023/24 126 BRANDING PROJECTS Fiscal Year 2023/24 — 70th Anniversary Logo 127 BRANDING PROJECTS Fiscal Year 2023/24 — 70th Anniversary Teams Background Teams Background 128 BRANDING PROJECTS Fiscal Year 2023/24 — 70th Anniversary Five Minutes Per Month Header 3 Things to Know Header 129 Starting From Front Gate #1 #2 #3 BRANDING PROJECTS Fiscal Year 2023/24 — 70th Anniversary Light Pole Banners 130 BRANDING PROJECTS Fiscal Year 2023/24 — 70th Anniversary Your Name Here Your Division Name | Your Title Office: 714.593.???? | Cell: 714.???.???? | www.ocsan.gov Your Name Here Your Division Name | Your Title Office: 714.593.???? | Cell: 714.???.???? | www.ocsan.gov 131 BRANDING PROJECTS Fiscal Year 2023/24 — Signage Monument Sign at Plant No. 1 132 BRANDING PROJECTS Fiscal Year 2023/24 — Signage Step and Repeat 133 BRANDING PROJECTS Fiscal Year 2023/24 — Signage Board Room Sign ROBERT C. THOMPSONGeneral ManagerOrange County Sanitation District CHAD P. WANKEChairman of the BoardOrange County Sanitation DistrictCity of Placentia BOARD OF DIRECTORS Anaheim, Stephen Faessel Brea, Christine Marick Buena Park, Joyce Ahn Costa Mesa Sanitary District, Robert Ooten Cypress, Scott Minikus Fountain Valley, Glenn Grandis Fullerton, Bruce Whitaker Garden Grove, Stephanie Klopfenstein Huntington Beach, Pat Burns Irvine, Farrah N. Khan Irvine Ranch Water District, John Withers La Habra, Rose Espinoza La Palma, Debbie Baker Los Alamitos, Jordan Nefulda Midway City Sanitary District, Andrew Nguyen Newport Beach, Brad Avery Orange, Jon Dumitru Orange County Board of Supervisors, Doug Chaffee Placentia, Chad Wanke Santa Ana, Johnathan Ryan Hernandez Seal Beach, Schelly Sustarsic Stanton, David Shawver Tustin, Ryan Gallagher Villa Park, Robbie Pitts Yorba Linda Water District, Phil Hawkins PAO 03/2024 134 LEGISLATIVE FISCAL YEAR 2023/24 135 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — Supercritical Water Oxidation Demonstration EPA Community Grants Program - Supercritical Water Oxidation Demonstration 2 Name of Applicant Orange County Sanitation District (OC San) Project Title Supercritical Water Oxidation (SCWO) Demonstration at Plant No. 1 in Fountain Valley, CA Project Objective and Need OC San provides wastewater collection, treatment, and recycling for approximately 2.6 million people in central and northwest Orange County, CA. OC San’s primary mission is to protect public health and the environment through its services. OC San’s ratepayers rely on OC San’s continued delivery of effective and affordable clean water services for our community, we believe this project will directly support the priority to address vital public health needs and deliver a treatment technology that can be implemented throughout California to reduce the threats of Per- and Polyfluorinated Substances (PFAS). As a leader in protecting the public health and environment, OC San continuously develops innovative treatment processes and technologies to improve public health and drive down the costs of treatment that can lead to affordable water treatment for all communities. Currently OC San is addressing the pressing challenges created by the demand to develop effective treatment of the PFAS family of chemicals by developing and demonstrating a new technology that would treat biosolids, a byproduct of the wastewater treatment process, to ensure that PFAS chemicals are eliminated. For this project, OC San has partnered with 374Water Systems to install a six-ton-per-day demonstration system called AirSCWO 6. 6XSHUFULWLFDO:DWHU7KHSURSHUWLHVRI+2FKDQJHVLJQL¿FDQWO\ above 3200 psi and 705 degrees Fahrenheit. EPA Community Grants Program SUPERCRITICALWATER OXIDATIONDEMONSTRATION Workplan 136 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — Board of Directors Guide to Business BOARD OF DIRECTORS’Guide toBusiness20 2 4 137 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — Certificate Commendation CERTIFICATE OFOO The Orange County Sanitation District is honored to recognize Marshall Goodman from the City of La Palma for his service on the Board of Directors from January 2018 to December 2023. Marshall Goodman served on the Administration Committee, Audit Ad Hoc Committee, Steering Committee, and served as Vice-Chair of the Legislative and Public Affairs Committee, and Vice-Chairman and Chairman of the Operations Committee. The Board of Directors and staff thank you for your years of support and dedication to protecting public health and the environment throughout Orange County. Presented to Marshall Goodman on January 17, 2024 Commendation ORANGE COUNTY SANITATION DISTRICT ________________________________________________________________________ Chad P. Wanke Robert C. Thompson Chairman of the Board of Directors General Manager __________________________ 138 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — Headquarters Invitation 139 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — Headquarters Program WEDNESDAYMAY 22, 20244:30 p.m. - 5:30 p.m. Refreshments and Networking Welcome and IntroductionsFountain Valley Mayor and OC San Board Member,Glenn Grandis Opening RemarksOC San Board Chairman,Chad Wanke Headquarters PresentationOC San Vice Chairman,Ryan Gallagher Official Ribbon Cutting and ConclusionOC San Board Chairman, Chad Wanke Learn More HEADQUARTERS RIBBON CUTTING Tour immediately following program. Posters 140 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — GWRS NEAA Project Slide GROUNDWATER REPLENISMENT SYSTEM Final Expansion Of The OC SAN PROVIDES 111111111333333300000000 A DAY OF WASTEWATER TO THE GWRS GWRS PRODUCESENOUGH WATER FOR MMMMMMMIIIIIILLLLLLLLLIIIIOOOONNNNN PPPPPEEEEOOOOOPPPPLLLEE OC SAN IS RRRERERERERECCLCLCLCLLAIAIAIAIAIMMAMAMABLE MMMIMIMILLMILLILLLLIOIOION IONION ON GAGAGALLGALALLLLOONONSONSONS Follow us on social media @OCSanDistrict The Groundwater Replenishment System (GWRS) is the result of a collaborative effort between the Orange County Water District (OCWD) and the Orange County Sanitation District (OC San). In March 2023, the GWRS completed its final expansion, achieving the goal of producing up to 130 million gallons of drinking water a day (MGD), enough water for nearly one million people in north and central Orange County. The GWRS provides a new, local, drought-resilient supply to the 2.5 million people in OC San’s and OCWD’s shared service area by recycling 100 percent of OC San’s reclaimable wastewater flows for the first time – something unheard of with other wastewater recycling projects. The facility replenishes the local groundwater basin, protects it from seawater intrusion, and maximizes water reuse for the region. The GWRS is a flagship project in the water sector and has garnered global attention for its innovative reuse of a previously wasted resource. The system has brought water reliability and resilience to Orange County residents and businesses. With the Final Expansion project operational, OC San and OCWD have realized their goal of reusing all reclaimable flow from OC San’s two treatment plants and fortifying the GWRS as a dependable water supply resource. The GWRS: • Provides a reliable supply of high-quality water, even during drought • Reduces the need for imported water from northern California and the Colorado River • Offers a more cost-effective and energy-efficient strategy than importing water from distant sources • Improves water quality of the Orange County Groundwater Basin • Creates a hydraulic barrier that prevents seawater intrusion into drinking water wells • Replenishes groundwater supplies • Reduces the volume of treated wastewater discharged into the ocean and puts it to beneficial use Since the GWRS facility began taking water from OC San’s Plant No. 2 in December 2022, the GWRS has produced approximately 25 billion gallons. RERERREREREREREREREREREREEREREREREREREERERERERERERERRERERERRESUSUUSUSUUSUSUSUSUSUSUSUSUSUSUSUSUSUSUSUSUSUUSUSSUSUSUSUSUSULTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLTLSSSSSSSSSSSSSSSSSSSS SSSS S SS SSS 141 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — State of OC San Invitation SCAN HERE To view the 2022/23 Annual Report STRATEGIC ALIGNMENT ORANGE COUNTY SANITATION DISTRICT AnnualReport2022/23 Join our Board of Directors and General Manager as we discuss our accomplishments and exciting advances. An optional tour of our Fountain Valley Plant No. 1 will take place immediately following the event. Location: Mile Square Golf Course Clubhouse 10401 Warner Avenue Fountain Valley, CA 92708 For more information or questions, email us at: forinformation@OCSan.gov. State of OC San Luncheon Friday, October 27 11 a.m. – 1 p.m. ORANGE COUNTY SANITATION DISTRICT: YOU ARE INVITED! Lunch and Networking Call Meeting to OrderBoard Chairman, Chad Wanke Welcome and Pledge of AllegianceBoard Chairman, Chad Wanke State of the OC San Presentation General Manager, Rob Thompson Adjourn Meeting Board Chairman, Chad Wanke PROGRAM State of OC San Luncheon Friday, October 27 11 a.m. – 1 p.m. ORANGE COUNTY SANITATION DISTRICT: Event Program Table Tent 142 LEGISLATIVE PROJECTS Fiscal Year 2023/24 — Board Meeting Signs for Board Meeting Vactor 2100i Combination Vacuumand Jet Rodder Truck •Built on a 2023 Peterbilt 567 frame •CNG-fueled engine with 400 horsepower (125 gallons of diesel equivalent fuel capacity) •Holds a 5000 cubic feet per minute positive displacement blower that produces 18 inches Hg vacuum •Has the capacity to: - Carry 1,200 gallons of water - Hold 13 cubic yards of debris - Extend an 800-foot hose for jetting XSWRSVLRIÀXVKZDWHU Front View of Vactor Truck View of Debris and Water Tanks Back View of Dump Door of Vactor Truck %DFN9LHZRI2௺/RDG$UHD Side View of Vactor Truck View of Vactor Truck with Extended Hose Side View of Vactor Truck 143 REPORTS FISCAL YEAR 2023/24 144 REPORTS Fiscal Year 2023/24 Financial Report Orange County Sanitation District Annual for the year ended June 30, 2023 Financial Report Orange County, California Comprehensive 145 Biosolids Compliance Report YEAR2023 BIOSOLIDSMANAGEMENTCOMPLIANCEREPORT EPA 40 CFR Part 503 Orange County Sanitation District 777000TTHTHH AANNNNNNIIVVVERERRSSASAARRYRYRYYY REPORTS Fiscal Year 2023/24 146 Asset Management Plan REPORTS Fiscal Year 2023/24 Asset Management Plan 2023 147 Annual Report REPORTS Fiscal Year 2023/24 STRATEGIC ALIGNMENT ORANGE COUNTY SANITATION DISTRICT AnnualReport2022/23 148 Executive Summary REPORTS Fiscal Year 2023/24 Orange County Sanitation District, California Executive Budget Summary Fiscal Years 2024-25 and 2025-26 149 CIP Annual Report REPORTS Fiscal Year 2023/24 RECLAIMABLE FLOW Capital Improvement Program Annual Report FiscalYear 22/23 150 FOG Permit Manual REPORTS Fiscal Year 2023/24 Fats, Oils, and Grease (FOG) WASTEWATER DISCHARGE PERMIT Orange County Sanitation District 10844 Ellis Avenue Fountain Valley, CA 92708-7018www.ocsan.gov 151 Marine Monitoring Annual Report REPORTS Fiscal Year 2023/24 Marine Monitoring Annual Report Program Year 2022 - 2023 152 Mid-Year Financial Report REPORTS Fiscal Year 2023/24 Orange County, California Mid-YearFinancialReport For the period ended December 31, 2023 Orange County Sanitation District 153 Popular Annual Financial Report REPORTS Fiscal Year 2023/24 Foor The Year Ended JJuune 30, 2023 154 First Quarter Financial Report REPORTS Fiscal Year 2023/24 for the period ended September 30, 2023 First Quarter Financial Report Orange County Sanitation District Orange County, California 155 Resource Protection Annual Report REPORTS Fiscal Year 2023/24 RESOURCE PROTECTION DIVISION Annual Report PRETREATMENT PROGRAM 2022-23 156 Strategic Plan REPORTS Fiscal Year 2023/24 STRATEGIC PLAN — 2023 1STRATEGIC PLAN — 2023 1 StrategicPlan’23 ORANGE COUNTY SANITATION DISTRICT 157 Third Quarter Financial Report REPORTS Fiscal Year 2023/24 Orange County, California Third Quarter Financial Report For the period ended March 31, 2024 Orange County Sanitation District Page left intentionally blank 159 07/2023 PUBLIC AFFAIRS OFFICE 18480 Bandilier Circle | Fountain Valley, CA 92708 Website: www.ocsan.gov | Social Media: @OCSanDistrict | Email: forinformation@ocsan.gov STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3682 Agenda Date:6/26/2024 Agenda Item No:21. FROM:Robert Thompson, General Manager SUBJECT: PUBLIC AFFAIRS STRATEGIC PLAN FOR FISCAL YEARS 2024-2026 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the Public Affairs Strategic Plan for Fiscal Years 2024- 2026. BACKGROUND The Orange County Sanitation District’s (OC San)Public Affairs Office is responsible for creating, organizing,and disseminating all internal and external communication.The primary objective of the Public Affairs team is to deliver messages that are accurate,transparent,and designed to foster trust and confidence.An integrated Public Affairs Strategic Plan is essential to effectively manage the variety of audiences served. RELEVANT STANDARDS ·Build brand, trust, and support with policy makers and community leaders ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities ·Make it easy for people to understand OC San’s roles and value to the community ·Maintain influential legislative advocacy and a public outreach program PROBLEM There are various initiatives and messages that the Public Affairs Office must share with internal and external stakeholders for continued operation and efficiency of OC San.The messaging must be consistent, concise, and thoroughly planned to be efficient and effective. PROPOSED SOLUTION The current Public Affairs Strategic Plan concludes in June 2024.To continue meeting the agency’s goals,the Public Affairs team has developed a plan to span from fiscal year 2024-25 to 2025-26.It includes goals,objectives,strategies,and tactics to execute the various messages and efforts set forth by OC San’s Strategic Plan and the General Manager’s Work Plan.The two-year plan commences July 1, 2024, and updates will be provided to the Steering Committee every six months. Orange County Sanitation District Printed on 6/19/2024Page 1 of 3 powered by Legistar™ File #:2024-3682 Agenda Date:6/26/2024 Agenda Item No:21. PRIOR COMMITTEE/BOARD ACTIONS January 2024 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024 Mid-Year Update. June 2023 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024 Year-End Report. February 2023 -Board and Steering Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024 Mid-Year Update. July 2022 -Board and Legislative and Public Affairs Committee received and filed the Public Affairs Strategic Plan for Fiscal Years 2022-2024. ADDITIONAL INFORMATION OC San’s Public Affairs Office Strategic Plan for Fiscal Years 2024-2026 (Plan)was developed based upon the principles of OC San’s mission of protecting public health and the environment and to support the implementation of OC San’s Strategic Plan.This Plan offers a vision to unify communication efforts and focus resources to achieve the greatest impact and results.The Plan consists of 11 categories. ·Employee Communications Goal: Optimize communication with internal audience including those operating in the field. ·Industry Experts Goal:Establish and solidify OC San’s reputation as infrastructure leaders in the wastewater and resource recovery industry. ·Media Relations Goal: Cultivate relationships with traditional and social media journalists and influencers. ·Agency Branding and Messaging Goal:Enhance OC San’s image and branding by utilizing proper messaging in external communication pieces such as OC San’s website,presentations,digital media,and advertising, which includes maintaining a positive experience for OC San visitors. ·Educational Outreach Goal:Identify and implement avenues for education and outreach within OC San’s service area to promote OC San’s mission and vision. ·Capital and Maintenance Outreach Goal:Develop and implement outreach programs that will engage the communities affected by OC San construction and maintenance activities. Orange County Sanitation District Printed on 6/19/2024Page 2 of 3 powered by Legistar™ File #:2024-3682 Agenda Date:6/26/2024 Agenda Item No:21. ·Legislative Affairs Goal:Proactive engagement in legislative advocacy efforts that could impact OC San and the wastewater industry. ·Grant Coordination Goal: Monitor, track, and apply for grants available to OC San. ·Local Government Affairs Goal:Ensure that local elected officials,member agencies,stakeholders,and OC San Board Members are actively engaged in the work of OC San. ·Crisis Management Goal:Ensure the Public Affairs Office serves as the primary spokesperson for OC San during normal business and crisis scenarios and facilitates the dissemination of information. ·General Manager Support Goal:Ensure the General Manager and Assistant General Manager are supported with information necessary to communicate to the varied OC San audiences. FINANCIAL CONSIDERATIONS All items included in the Public Affairs Strategic Plan FY 2024-2026 are budgeted in the FY 2024- 2026 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Public Affairs Strategic Plan, Fiscal Years 2024-2026 Orange County Sanitation District Printed on 6/19/2024Page 3 of 3 powered by Legistar™ STRATEGIC PLAN STRATEGIC PLAN PUBLIC AFFAIRS 2024-20262024-2026 3 Public Affairs | Strategic Plan 2024-2026 June 2024 Introduction The Orange County Sanitation District’s (OC San) Public Affairs Office (PAO) is responsible for managing all internal and external communications. The PAO’s main goal is to ensure messages are accurate, transparent, and build public trust and confidence. An integrated Public Affairs Strategic Plan is essential for effectively addressing the diverse audiences we serve. The PAO offers services, tools, and programs to meet OC San’s communication needs. This includes media relations, website and intranet site content, construction outreach, elected officials and government relations, internal communications, education, outreach, and graphic development. The PAO has developed a Strategic Plan (Plan) for Fiscal Years 2024 - 2026. This Plan is developed based upon the principles of OC San’s Mission of protecting public health and the environment and will support the implementation of OC San’s Strategic Plan. This Plan offers a vision to unify our communication efforts and focus resources to achieve the greatest impact and greatest results. Because much of what is planned and created by this group is based on external factors and therefore outside of our control, flexibility and fluidity is integrated into the Plan. The PAO will follow the guidance set forth by management and the Board of Directors to carry out OC San’s messaging and support our member agencies. Background Information OC San represents 20 cities, 4 special districts, and a portion of the unincorporated County of Orange. This area represents a community of 2.6 million people with approximately 550,000 customer accounts. Unlike most public agencies where there is direct contact with customers, OC San’s billing occurs through the County of Orange property tax bills. Therefore, OC San must work through other means to communicate with the public and the rate payers. We have a 25-member Board of Directors, and more than 650 employees within six departments with various goals and objectives. While these groups work independently on a variety of projects, the goal of the PAO is to provide support and messaging that is consistent throughout the agency so that we are one voice, representing the same overall goals, and portraying the same brand. There are many challenges with serving such a large and diverse customer base, however; there are also great opportunities working through the strategies laid out in this Plan. 4 Public Affairs | Strategic Plan 2024-2026 June 2024 Public Affairs Team The division is staffed with seven full-time employees and overseen by a supervisor and a department head. Jennifer Cabral Director of Communications Daisy Covarrubias Public Affairs Supervisor Rebecca Long Senior Public Affairs Specialist Belen Carrillo Senior Public Affairs Specialist Kelly Newell Public Affairs Specialist Public Affairs Specialist – Vacant Gregg Deterding Graphics Designer Isai Carrillo Graphics Designer Cheryl Scott Administrative Assistant Each of these team members carry out specific functions to meet the communication goals and objectives laid out in this Plan. 5 Public Affairs | Strategic Plan 2024-2026 June 2024 • OC San approved a five-year rate program in 2023. Public communication must account for the financial impact on OC San ratepayers as decisions and proposed fees for the next five years are developed and communicated. • OC San must continue to attract talented and qualified personnel to fill vacancies. Effectively communicating OC San’s culture and emphasizing the importance of professional relationships is essential to the effectiveness and functionality of the agency. • OC San will have new Board leadership and is anticipating a high turnover post the November 2024 election. Continuous engagement with the Board of Directors will be critical for the success of this agency. • As an essential service, OC San has continued to execute the Capital Improvement Program (CIP) to keep the regional projects on schedule, improving and maintaining the regional sewer system throughout the service area. In the next two fiscal years, OC San plans to award 38 construction contracts worth a total of $340 million. • OC San administrative staff have moved into a new Headquarters across the street from Plant No. 1, in Fountain Valley. The new building houses over 300 staff members that were previously spread across 10 buildings. Internal communications and engagement will need to become a greater focal point to ensure OC San’s culture remains positive between staff located at the Plants, and staff at Headquarters. Situation Analysis The Public Affairs Office is committed to communicating information about OC San in a timely, accurate and accessible way to the employees, the Board of Directors, our member agencies, elected officials, the public, and the news media. • We are committed to open, honest, clear, and respectful two-way communication with our audiences. • We are dedicated to informing others about how OC San serves the public and protects the environment. • We are committed to outstanding customer service by responding to requests quickly and efficiently. • We are dedicated to teamwork and collaboration as well as being creative and taking the initiative to be out in front of issues. Mission 6 Public Affairs | Strategic Plan 2024-2026 June 2024 This Public Affairs Plan focuses largely on four primary audiences. • Internal • Board of Directors • Executive Management Team • Employees • Retirees • The Public • Ratepayers • Member Agencies • Residents, Businesses, Commuters Impacted by OC San Construction and Maintenance • OC San Neighbors near our facilities (plants and pump stations) • Schools and Students • Tour Groups • Industry • Water/Wastewater Agencies • Trade Organizations • Trade Media • Contractors and Consultants • Influential Public • Local, State, and Federal Elected Officials • Environmental Groups • Local Media Audience 7 Public Affairs | Strategic Plan 2024-2026 June 2024 • OC San is committed to protecting public health and the environment by providing effective wastewater collection, treatment, and recycling. • OC San is more than a wastewater treatment facility; we are a resource recovery facility making use of all our byproducts. • OC San is dedicated to exceeding wastewater quality standards used for resource recovery. • OC San is committed to proper planning to ensure that public funds are wisely spent. • OC San’s assets are monitored and evaluated regularly to ensure top performance and timely replacement. • OC San values communicating our mission and strategies with those we serve and all other stakeholders. • OC San provides an essential service to 2.6 million people at one of the lowest rates in the state. • Providing reliable, responsive, and affordable services in line with our customer needs and expectations is a top priority for OC San. • OC San is committed to creating the best possible workforce, prioritizing safety, productivity, customer service, and training. • OC San has diligently developed an integrated planning environment that starts with the Board of Directors’ expectations and extends to each employee’s work product. We strive to ensure our staff members communicate effectively and provide transparent services to support the Plan. • OC San has developed an integrated Planning/Asset Management system that allows for intentional, thoughtful decision making to maintain current operations while adding resilience and meeting new challenges. • OC San’s organizational structure includes informal relationships between employees that facilitate collaboration toward common goals. Agency Key Messages 8 Public Affairs | Strategic Plan 2024-2026 June 2024 1. Optimize communication with our internal audience. 2. Continue to build OC San’s reputation as leaders in the wastewater and resource recovery industry. 3. Cultivate relationships with traditional and social media journalists and influencers to promote OC San’s programs and initiatives. 4. Enhance OC San’s image and branding by utilizing proper messaging in external communication pieces such as OC San’s website, presentations, digital media, and advertising. Maintain a positive experience and image for our visitors. 5. Identify and implement avenues for education and outreach within OC San’s service area to further promote OC San as a resource recovery agency, our mission, and career opportunities within the wastewater industry. 6. Educate and inform the public on the various OC San initiatives aimed to protect the environment such as What 2 Flush; Fats, Oil, and Grease; and any other necessary message. 7. Develop and implement outreach programs that will engage the communities affected by OC San’s construction projects. 8. Ensure proactive engagement in legislative advocacy efforts that could impact OC San and the wastewater industry. 9. Monitor, track, and apply for grants available and that make business sense to OC San 10. Ensure that elected officials, member agencies, stakeholders, and OC San Board Members are actively engaged in the work of OC San. 11. Ensure the Public Affairs Office serves as the primary spokesperson for OC San during normal business and crisis scenarios and facilitates the dissemination of information. To achieve these goals, PAO outlines the following strategies and tactics, along with the primary staff assigned to each area. Although individual staff members are the key contacts for each of the goals, the team works collectively and collaboratively, reflecting our core values. Our staff acknowledges the key role we play at OC San, not only communicating information, but also educating, consulting, and serving as a resource to our Board of Directors, employees, the wastewater industry, our member agencies, and our community. Flexibility is implemented into this plan to deal with unexpected situations and circumstances. Public Affairs’ Goals for Fiscal Year 2024/25 and 2025/26 9 Public Affairs | Strategic Plan 2024-2026 June 2024 Public Affairs Strategies And Tactics 10 Public Affairs | Strategic Plan 2024-2026 June 2024 01 CategoryEmployee Engagement Program Lead: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, Isai Carrillo, and Cheryl Scott Goal (what): Optimize communication and engagement with our internal audience to include both field staff and administrative staff. Objective (measure): Establish a base line of current engagement by tracking access and participation from the identified tactics. Strategy (why): We value open and honest communication with our employees. PAO is committed to various efforts aimed at keeping OC San employees informed about important topics, increasing the overall quality of communications to our employees while tying the business aspects of the agency with the human-interest side. Tactics (how): • Keep information on The San Box current, relevant, and useful for OC San employees by working with the various departments to gather information that should be shared. • On a regular basis, staff will continue to support various departments with their communication and outreach needs. • PAO will produce six Pipeline newsletters per year with a goal of circulation by the third week of the publication month. • Incentivize employees to educate and inform the public of OC San’s essential service through the Volunteer Incentive Program (VIP) by issuing points for all volunteer hours. • Create employee recognition and celebratory events throughout the year, this may include small in-person gatherings and virtual events. To include but not limited to the Annual Holiday Lunch, the Harvest Festival, and VIP Celebration, etc. • Continue with the Honor Walk program which acknowledges retired staff and past Board Members for their contribution to OC San. The recognition event will be hosted every other year starting in 2025. • Write and coordinate the 3 Things to Know email blast to be distributed to all staff each Monday. • Support and promote OC San “U”, OC San’s training program. 11 Public Affairs | Strategic Plan 2024-2026 June 2024 • Create “New Employee Welcome Kit” to be distributed on employees first day of work to introduce employees to the OC San culture, include electronic communication with key messages and link to important information. • Create and implement an employee engagement audit to assess the value of the information shared, the method used, and feedback on OC San’s culture. • Conduct periodic surveys following employee events to allow for improvements and/or modifications. • Implement an employee art contest using OC San’s infrastructure.02 CategoryIndustry Experts Program Lead: Kelly Newell Program Coordinator/Support: Public Affairs Specialist, Gregg Deterding, Isai Carrillo, and Cheryl Scott Goal (what): Establish and solidify OC San’s reputation as infrastructure leaders in the wastewater and resource recovery industry. Objective (measure): Increase participation in strategic organizations through conferences, networking activities and awards by five percent. Strategy (why): To build positive public perception and confidence among our various audiences. Tactics (how): • Encourage participation and presentation in conferences. • Encourage and support award application submittals. • Publicize and coordinate award acceptance logistics. • Track all awards won by OC San by keeping a master list. • Track and promote staff abstracts, and publications. 12 Public Affairs | Strategic Plan 2024-2026 June 2024 04 CategoryAgency Branding and Messaging Program Lead: Belen Carrillo Program Coordinator/Support: Gregg Deterding, Isai Carrillo, Kelly Newell, Public Affairs 03 CategoryMedia Relations Program Lead: Rebecca Long Program Coordinator/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Cultivate relationships with traditional and social media journalists and influencers. Objective (measure): Track and increase media coverage with positive stories about OC San. Strategy (why): While a presence in the community is important to putting a face to our agency, media (traditional and social) is equally important with a broader reach and a more direct line of communication. Tactics (how): • Annually update media list to stay current and fresh. • Maintain a digital press kit. • Build a calendar of news release topics of interest to the public and stakeholders. • Invite media for a facility tour, including traditional and non-traditional media. • Develop media strategies for important events, decisions, or actions. • E.g. CIP Campaign (see details in Category 6: Capital and Maintenance Outreach) • Weekly (3-5 times) social media posts about the happenings at OC San with focus on OC San’s accomplishments and mission. • Continue with social media campaigns # #OCSanCareers, #What2Flush, and those currently supporting ongoing efforts. • Track and promote staff abstracts, and publications. 13 Public Affairs | Strategic Plan 2024-2026 June 2024 Specialist, and Cheryl Scott Goal (what): Enhance OC San’s image and branding by utilizing proper messaging in external communication pieces such as OC San’s website, presentations, digital media, advertising, which includes maintaining a positive experience for OC San visitors. Objective (measure): Continue with OC San’s branding campaign including updating collateral material, signage, and promotional material as appropriate and as it is used. Maintain the lobby(s) current and informative with relevant information, i.e., displays, awards case, etc. Strategy (why): A cohesive voice, message, look, and feel are critical to the public perception that an organization holds with its community. A positive and pleasant in-person experience reinforces OC San’s culture and core values as well as showcasing OC San as industry leaders, and a well-run organization, leaving behind the stigma of typical government agencies. Tactics (how): • Develop new website to better meet the information needs of our visitors while meeting accessibility standards. • Maintain website accuracy, relevancy and timeliness with new stories posted weekly. • Provide presentations, consultation, and advice on the branding and image of OC San. • Develop new collateral materials around the key messages. • Explore advertising options to inform the public of agency efforts and role in enhancing the local economy. • Fulfill all requests for graphics, photos, and logos. • Continue with online community newsletter. Increase reach and distribution list. • Update and maintain signage across OC San facilities. • Develop a Board approved design for the hands-on educational display for the outdoor patio. • Maintain the lobby wall in the Operations Center at Plant No. 2 with OC San’s current branding and messaging and implement lobby display at the Headquarters. • Rotate flags on light poles at Plant No. 1 and at Plant No. 2 on a biennial basis. • Keep the award display up to date by rotating awards. • Install a retiree display in the Headquarters and keep it up to date. • Maintain and coordinate the installation of Honor Walk bricks on a biennial basis. • Display collateral material in a neatly and organized manner displayed with current and relevant information. 14 Public Affairs | Strategic Plan 2024-2026 June 2024 • Update a video library of OC San programs to utilize as educational and promotional tools. • Promote implementation of OC San’s permittee awards program that recognizes industries for improving their adherence to excellent standards and expand to recognize multi-year awardees. Identify methods to include waste haulers in recognition system.05 CategoryEducational Outreach Program Lead: Belen Carrillo Program Coordinator/Support: Kelly Newell, Public Affairs Specialist, Gregg Deterding, Isai Carrillo, and Cheryl Scott Goal (what): Identify and implement avenues for education and outreach within OC San’s service area to promote OC San’s mission and vision. Objective (measure): Create and identify new educational opportunities including virtual events and webinars to promote and educate the community on OC San’s work and the essential service provided. Strategy (why): To further promote OC San as a resource recovery agency, promote OC San’s mission and promote career opportunities within the wastewater industry. Tactics (how): • Execute the Inside the Outdoors contract for Fiscal Year 2025-2026 to continue the educational partnership that includes the Sewer Science program to 500 students within Orange County and introduce them to OC San’s virtual tour program. • Revise plant tours to incorporate Headquarters. • Identify 8-10 community event opportunities for OC San to participate in to inform and educate the community on the important role OC San plays in public health and the environment. • Expand OC San’s speaker’s bureau to provide a wider set of speakers available. • Continue hosting Wastewater 101 Citizen Academy for our ratepayers, and influential public to showcase OC San operations and initiatives. Host one session with four classes per year. • Support the Heritage Museum of Orange County’s educational efforts by supplying material to be used for virtual and in-person teaching of OC San’s key messages. 15 Public Affairs | Strategic Plan 2024-2026 June 2024 06 CategoryCapital and Maintenance Outreach Program Lead: Belen Carrillo and Tanya Chong from Engineering Program Coordinator/Support: Kelly Newell, Public Affairs Specialist, Rebecca Long, Gregg Deterding, Isai Carrillo, and Cheryl Scott Goal (what): Develop and implement outreach programs that will engage the communities affected by OC San construction and maintenance activities. Objective (measure): Develop, implement, and provide outreach support for over 10 capital projects scheduled to break ground in fiscal years 2024/2025 and 2025/2026 in more than 10 cities. Strategy (why): Form a positive presence in the community prior to the start of construction projects or maintenance activities that is personal and proactive. Provide impacted community with information ahead of construction activities. Inform them of the benefits and need for the project to gain support and understanding of the necessary construction. Tactics (how): • Proactively offer briefings and community meetings to impacted neighborhoods, civic groups, businesses, schools, churches, and other institutions within the project area on an as needed basis. • Explore the option of placing advertising pieces in communities/areas impacted by construction. • Respond to inquiries within a 24-hour period. • Provide project description and notifications to impacted residents at least two weeks before construction begins. • Update collateral materials, fact sheets and website with current construction information on an as needed basis. • Maintain ongoing communications with city staff and Board Members on current and upcoming construction outreach projects in affected cities. • Maintain ongoing communications with impacted residents within the project area through collateral material (e.g., flyers, door hangers, emails, text alerts, social • Connect with OC San service area libraries to identify possible OC San program collaboration and implementation opportunities that would aim to highlight selected OC San messaging points such as What 2 Flush, the wastewater treatment process, and career opportunities. 16 Public Affairs | Strategic Plan 2024-2026 June 2024 media posts, etc.). • Measure customer satisfaction through a construction outreach survey to be distributed at the close of construction programs. • Provide outreach program training for the engineering team to help them understand the outreach program, the role of the community liaison and benefits to project. • Implement a multipronged outreach strategy that will include industry and media coverage for the Supercritical Water Oxidation project.07 CategoryLegislative Affairs Program Lead: Rebecca Long Program Coordinator/Support: Kelly Newell, Public Affairs Specialist, and Cheryl Scott Goal (what): Proactive engagement in legislative advocacy efforts that could impact OC San and the wastewater industry. Objective (measure): Continue positive relationships with local, state, and federal officials through facility tours, meetings, and bill tracking as stated in the Legislative Plan. Strategy (why): Legislative advocacy is an important aspect of our business. Having relationships and being actively involved, providing input and OC San’s perspective on potential legislature can and does directly affect OC San and our business. The PAO is responsible for executing the Board approved Legislative Plan, which is updated on an annual basis. In addition, staff is responsible for tracking state and federal legislation, managing OC San’s legislative advocates, and seeking appropriations and grants. Tactics (how): • Develop and implement Annual Legislative Plan in the second quarter of each fiscal year. • Track bills and maintain a priority list of key legislation. • Provide regular updates to the Legislative and Public Affairs Committee on state and federal matters. • Host legislative tours. • Engage in Advocacy Days in Sacramento and Washington DC as needed. • Take positions on bills that could affect OC San or the industry. 17 Public Affairs | Strategic Plan 2024-2026 June 2024 • Work with industry organizations on state and federal issues to ensure OC San’s positions are communicated. • Partner with industry organizations to co-host virtual events and activities. • Manage the legislative advocates’ contracts and facilitate regular communication between lobbyists, staff, and the Board of Directors.08 CategoryGrants Coordination Program Lead: Rebecca Long Program Coordinator/Support: Kelly Newell, Public Affairs Specialist, and Cheryl Scott Goal (what): Monitor, track, and apply for grants available to OC San. Objective (measure): Apply and obtain grants for qualified OC San projects and programs. Strategy (why): Outside funding is important in moving OC San projects and programs forward. With ongoing attention to government spending, it is vital for OC San to apply for and secure grants to offset costs when available. Tactics (how): • Apply for two grants a year based on availability. • Ensure Grant Policy is updated and current. • Research grant opportunities and report out to the Legislative and Public Affairs Committee. • Seek out available grant funding opportunities for OC San and its various divisions. • Secure letters of support. • Publicize grant awards received. • Create and measure outcomes. 18 Public Affairs | Strategic Plan 2024-2026 June 2024 09 CategoryLocal Government Affairs Program Lead: Rebecca Long and Belen Carrillo Program Coordinator/Support: All PAO staff Goal (what): Ensure that local elected officials, member agencies, stakeholders, and OC San Board Members are actively engaged in the work of OC San. Objective (measure): Provide at least two communication tools per month. Strategy (why): Keeping OC San’s influential public engaged in OC San’s projects and accomplishments are critical to the support and success of our agency. Tactics (how): • Provide Board of Directors with speaking points following every OC San board meeting that can be used when reporting back to their respective councils and community groups. • Support an orientation (as needed) for new Board members. • Develop and keep a current list of monthly informational presentations. • Maintain an informational presentation video library for the Board of Directors on key agency topics. • Provide regular reports to the Steering Committee. • Develop OC San’s Annual Report. • Publish a Five Minutes Per Month, each month. • Participate in government affairs committees. • Invite new council and board members within OC San’s service area to take a tour of OC San and offer presentations to their respective agencies on OC San programs and efforts. • Create and distribute quarterly outreach tool kits for member agency PIOs to help them easily share and disseminate information about OC San. • Host a “State of OC San” event for influential leaders throughout the infrastructure and water/wastewater industry, including virtual option. 19 Public Affairs | Strategic Plan 2024-2026 June 2024 11 CategoryGeneral Manager Support Program Lead: Daisy Covarrubias / Rebecca Long Program Coordinator/Support: All PAO staff Goal (what): Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OC San audiences. 10 CategoryCrisis Management Program Lead: Rebecca Long Program Coordinator/Support: All PAO staff Goal (what): Ensure the PAO serves as the primary spokesperson for OC San during normal business and crisis scenarios and facilitates the dissemination of information. Objective (measure): Ensure that the PIOs in the PAO can respond in a crisis. Provide the necessarily tools and material to follow established protocols and support the situation as needed. Strategy (why): It is imperative during a crisis that OC San be proactive and provide clear and effective messaging to employees, public, and the media. Tactics (how): • Maintain an updated crisis communication plan including regular briefings with staff to identify possible issues and responses. • Maintain and update PAO’s Continuity of Operations Plan (COOP). • Work with Risk and Safety Management on Public Affair’s role in an emergency, including our role via the Integrated Emergency Response Plan. • Ensure proper procedures are in place for Board, employees, and public notification. • Maintain updated contact lists for resource, member, and partnering agencies to coordinate and assist during crisis. • Develop protocols on everyday PAO tasks to facilitate the operations of the group in a time of crisis. 20 Public Affairs | Strategic Plan 2024-2026 June 2024 Objective (measure): Develop monthly communication pieces on behalf of the General Manager. Ensure General Manager (or designee) is participating and involved in promoting OC San’s initiatives. Strategy (why): Collaborate with the General Manager to prepare communication and messaging that reflects the mission and vision of OC San. Tactics (how): • Assist the General Manager and the Assistant General Managers with keeping the Board Members informed and up to date with OC San activities. • Assist in the development of the General Manager’s Monthly Report. • Develop talking points for Board and Committee meetings. • Develop material and speaking points for presentations and speaking engagements. • Support the development of the OC San Strategic Plan. • Assist in the development of the General Manager’s Annual Work Plan, including mid-year and end of year reports. • Manage Ask the GM questions submitted. • Coordinate and support VIP tours guided by General Manager and Assistant General Manager. • Coordinate and produce annual All Hands meetings (live and/or pre-recorded) to keep employees informed and engaged. 21 Public Affairs | Strategic Plan 2024-2026 June 2024 Closing Comments This plan is a broad outline of the Public Affairs Office program. As new issues arise, new functions and duties will evolve as well. The role of the Public Affairs Office is to stay ahead of issues, be responsive and flexible to meet the needs of the agency. We will adjust our program accordingly. New Tactics Introduced • OC San new website – In progress • Library Educational Program • Headquarters Educational Display – Phase 2 • Video Library Update • Employee Engagement Audit • New Employee Welcome Kit • Employee Art Contest Public Affairs Division 18480 Bandilier Circle Fountain Valley, CA 92708www.ocsan.gov STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3683 Agenda Date:6/26/2024 Agenda Item No:22. FROM:Robert Thompson, General Manager SUBJECT: GENERAL MANAGER’S FY 2023-2024 WORK PLAN YEAR-END REPORT GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the General Manager’s FY 2023-2024 Work Plan Year-End Report. BACKGROUND Each year,the General Manager prepares a work plan of activities supporting Orange County Sanitation District’s (OC San)strategic goals and initiatives to be accomplished during the fiscal year. The General Manager’s FY 2023-2024 work plan was received and filed by the Steering Committee and Board of Directors in July 2023.Attached is the year-end report for the General Manager’s FY 2023-2024 work plan. RELEVANT STANDARDS ·Maintain a culture of improving efficiency to reduce the cost to provide the current service level or standard ·Plan for and execute succession, minimizing vacant position times ·Cultivate a highly qualified, well-trained, and diverse workforce ·Maintain and adhere to appropriate internal planning documents (Biosolids,Odor,and Energy Master Plans) ·Use all practical and effective means for resource recovery PRIOR COMMITTEE/BOARD ACTIONS January 2024 -Steering Committee and Board of Directors received and filed the General Manager’s Fiscal Year 2023-2024 Work Plan Mid-Year Report. July 2023 -Steering Committee and Board of Directors received and filed the General Manager’s Fiscal Year 2023-2024 Work Plan. June 2023 -Steering Committee and Board of Directors received and filed the General Manager’s Fiscal Year 2023-2024 Proposed Work Plan. Orange County Sanitation District Printed on 6/19/2024Page 1 of 2 powered by Legistar™ File #:2024-3683 Agenda Date:6/26/2024 Agenda Item No:22. ADDITIONAL INFORMATION The General Manager’s work plan includes 21 goals for the fiscal year.Of those,19 items are completed and the remaining two will be carried over to the next work plan. FINANCIAL CONSIDERATIONS All items included in the General Manager’s Work Plan were budgeted in the FY 2022-2024 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·General Manager’s FY 2023-2024 Work Plan Year-End Report Orange County Sanitation District Printed on 6/19/2024Page 2 of 2 powered by Legistar™ June 26, 2024 TO: Chairman and Members of the Board of Directors FROM: Robert C. Thompson General Manager SUBJECT: General Manager’s FY 2023-2024 Work Plan Year-End Report I am pleased to present the year-end update for my Fiscal Year 2023-2024 Work Plan. The Work Plan has 21 individual goals organized under four Strategic Planning categories: Business Principles, Environmental Stewardship, Wastewater Management, and Workplace Environment. The Work Plan was reviewed and approved by the Steering Committee and Board of Directors in June 2023, and a mid-year update was provided in January 2024. 19 items in the work plan have been completed and two will carry over into fiscal year 2024-2025. 1.Business Principles •Asset Management Plan – (1) Identify critical plant and collections assets that are currently in service or under construction that have long lead timesfor parts and replacement. Develop an approach to mitigate procurementrisks and impacts to plant and collections resiliency under current marketconditions by March 31, 2024. (2) Develop an approach to evaluateprocurement times, market pricing, and bidding risks for projects in the design phase and adjust construction cost estimates and schedulesaccordingly by December 31, 2023. UPDATE: (1) Complete. Critical assets were identified, the criteria forspare equipment and parts were identified, Critical Asset Spare Inventory Tracking spreadsheets were developed for existing assets and assetsunder construction, and the next steps required to procure these equipmentand parts were provided. (2) Complete. An approach to update the designscope of work template for current and future projects was developed. •Permit Outreach and Restructuring – Conduct an analysis of memberagency services, encroachment permits, and requirements to betterunderstand and evaluate if a regional approach and harmonized feestructure is needed with a determination by June 30, 2024. UPDATE: Complete. Outreach correspondence was transmitted via emailto member agencies and those managing public right-of-way access. The General Manager’s FY 2023-2024 Work Plan Year-End Report June 26, 2024 Page 2 of 7 permit process of each agency, including current and active encroachment permits issued or held, has been documented. Staff assessed individual procedures and processes for each member agency and recommended coordinating and complying with each agency's individual requirements in lieu of a standardized process. •Interagency Agreements for Wastewater Service – Expand on coordination opportunities with the Irvine Ranch Water District (IRWD) inanticipation of the expiration of agreements in 2026. UPDATE: Complete. OC San and IRWD Management have met to discuss the impact of the expiration of the Green Acres Project Agreement which allows IRWD to discharge effluent to the OC San ocean outfall. OCSan provided financial models with potential impacts to future discharges.IRWD is considering its options. OC San and IRWD will continue toinvestigate win-win opportunities for collaboration, including bringing the Orange County Water District in the discussions. •Pretreatment Management – Work with member agencies to update wastedischarge and pretreatment ordinance by June 30, 2024. UPDATE: Complete. OC San has updated member agencies on the auditfindings. OC San does not plan to require member agencies to make anychanges to waste discharge and pretreatment requirement ordinance in FY2023-2024. •Organizational Advocacy and Outreach – Implement an integratedoutreach strategy that will include industry and media coverage for theSupercritical Water Oxidation project. UPDATE: Complete. Plan established resulting in various presentationsgiven to groups of interest and news articles published over the last twelvemonths promoting and covering OC San's innovative project. All newsarticles are included in OC San’s monthly outreach report presented to the Steering Committee. 2.Environmental Stewardship •Food Waste Treatment – Continue with a county-centric approach.Finalize the unified specifications and collaborate with OC Waste &Recycling (OCWR) to support the construction and utilization of a regionalfood waste processing facility by June 30, 2024. General Manager’s FY 2023-2024 Work Plan Year-End Report June 26, 2024 Page 3 of 7 UPDATE: Complete. In March, OC San met with OCWR to discuss next steps concerning OCWR’s strategic initiatives for developing a regional food waste processing facility. OCWR and other Orange County Publicly Owned Treatment Works digester owners were provided with a unified food waste slurry specification. A draft project MOU was provided to OCWR for consideration. •Urban Runoff Optimization Study – Identify opportunities within OrangeCounty Water District, County of Orange, and OC San's respective water,stormwater, and wastewater systems for additional dry weather urbanrunoff diversion under a controlled discharge scenario by June 30, 2024. UPDATE: Complete. Developed a list of locations for additional dryweather urban runoff diversions based on the final screening criteria. •Energy Resilience – (Carried over from FY 22/23) (1) Investigate energystorage options to build resilience and offer potential cost savings. Workwith the consultant as part of the Energy and Digester Gas Master PlanStudy and report to the Board of Directors by October 31, 2023. (2)Complete the Study by June 30, 2024. UPDATE: (1) Complete. An energy resilience information item waspresented to the Operations Committee on October 4, 2023, and theAdministration Committee on October 11, 2023. (2) Complete. The Energyand Digester Gas Master Plan was completed. •Fleet Long-Term Strategy – Review and update the fleet procurementstrategy based on recently adopted regulations. Regulatory compliance willwork with air quality consultants to analyze California Air Resources Board’s Advanced Clean Fleet Regulations and develop recommendations for fleet replacement by December 31, 2023. UPDATE: Complete. OC San Regulatory Compliance staff hassuccessfully engaged with California Association of Sanitation Agencies and Yorke Engineering, LLC to analyze California Air Resource Board’s Advance Clean Fleet Regulations. Together with OC San Fleet Services,Regulatory Compliance has developed three viable pathways for fleetreplacement. The viable pathways/recommendations were presented to theExecutive Management Team for deliberation in January 2024. •Headquarters Educational Display – Develop a Board approved designfor the hands-on educational display for the outdoor patio by June 30, 2024. General Manager’s FY 2023-2024 Work Plan Year-End Report June 26, 2024 Page 4 of 7 UPDATE: Carry Over. Due to overall Headquarter delays, Phase 2 of the hands-on educational display will be carried over to the next fiscal year. This delay allows us the opportunity to evaluate Phase 1 thoroughly and determine the specific needs for Phase 2. Notably, as part of Phase 1, we successfully incorporated the first step by adding three agency manholes. •Member Agency Outreach Program – Develop outreach material for member agencies to educate, inform, and reduce impacts affecting the localand regional sewer system by December 31, 2023. UPDATE: Complete. An outreach toolkit including messaging and supporting graphics was distributed to our member agencies to share with their community regarding local issues affecting the regional system. •Industrial Users Award Program – Identify opportunities to expand OC San Pretreatment Honor Roll Program beyond Significant Industrial Usersby June 30, 2024. UPDATE: Complete. Staff recommends adding the Wastehauler Programto the Pretreatment Honor Roll program in FY 2024-2025. •Plant No. 2 Process Facilities Seismic Resilience – Evaluate the seismicvulnerabilities of Plant No. 2 flow processes (primary clarifiers, activatedsludge facility, and ocean outfall piping) within the plant. Determine the required improvements to maintain dry weather flow capacity after a seismic event. Incorporate necessary upgrades into future capital improvementprojects. Advertise for a Request for Proposal by June 30, 2024. UPDATE: Complete. Staff completed the seismic vulnerabilities planning study scope of work and sent out the request for proposal. 3.Wastewater Management •Supercritical Water Oxidization (SCWO) – (Carried over from FY 22/23)Complete the commissioning and begin demonstration of the pilot projectby June 30, 2024, subject to regulatory permitting. UPDATE: Carry Over. OC San's work to prepare the test site and permitting work is complete. 374Water is continuing development work onthe industrial machine. Positive progress and optimization are on-going inthe machine design and control system. 374Water estimates delivery of the General Manager’s FY 2023-2024 Work Plan Year-End Report June 26, 2024 Page 5 of 7 system this fiscal year with on-site commissioning through the spring of 2025. •Wastewater Characterization Study – In collaboration with the OrangeCounty Water District and regulatory agencies, conduct research tocharacterize changes in OC San's final effluent following completion of the Groundwater Replenishment System (GWRS). Complete initial chemical and toxicological evaluation by June 30, 2024. UPDATE: Complete. OC San staff completed the initial chemical andtoxicological evaluation by June 30, 2024. Staff will refine the study based on these findings in FY 2024-2025 to fully characterize the final effluent and its potential impacts on the receiving environment. •Biosolids Management – Refresh both short and long-term hauling and management options to ensure reliability and availability of failsafe options,promote local biosolids management options, and enable compliance withAdvanced Clean Fleet and Greenhouse Gas reduction regulations by June30, 2024. UPDATE: Complete. OC San Issued a Request for Proposal to secureprofessional services from qualified hauling contractors by the final quarterof FY 2023-2024. This initiative seeks to ensure the ongoing adaptability,sustainability, and diversity within OC San's biosolids managementprogram. Additionally, OC San has quarterly discussions with the Los Angeles County Sanitation District to explore potential biosolidsmanagement collaborations in the region. •Property Management – Ensure compliance with easement requirements and maintain unobstructed access to OC San’s regional sewer line within the Miller-Holder alignment in Huntington Beach. Begin outreach andcoordination efforts by December 31, 2023. UPDATE: Complete. The outreach and coordination efforts began in August with briefings to our Board of Directors and city representatives. Individual packets of information were prepared and delivered on December 1 to eachproperty owner within the identified area. Ongoing efforts continue inalignment with the Board’s authorization, the 2023 Strategic Plan, andResolution OCSD 07-14 to ensure unobstructed access with our easements. General Manager’s FY 2023-2024 Work Plan Year-End Report June 26, 2024 Page 6 of 7 4.Workplace Environment •Scanning & Paper Reduction – (Carried over from FY 22/23) CompleteScope of Work for Phase II, issue Request for Proposal, and award thecontract for implementation of the trusted system in a phased approach byDecember 31, 2023. Complete Phase II by June 30, 2024. UPDATE: Complete. A Purchase Order Agreement with ECS Imaging,Inc., utilizing the California Multiple Award Schedules Contract, wasapproved by the Administration Committee on November 8, 2023. ECSImaging, Inc. is the vendor that completed the first phase of the trusted system implementation. A kickoff meeting occurred in December 2023. OC San staff are working collaboratively with the consultant on Phase II andprogressing through the work. The group is on schedule to complete PhaseII by June 30, 2024. •Emergency Preparedness – Develop and conduct an earthquakeemergency response drill, which includes evacuation of buildings, assemblyand accountability of employees, deployment of the damage assessmentteam, and medical team response by June 30, 2024. Conduct National Incident Management System (NIMS) training for employees that areinvolved in emergency planning and response or recovery efforts by June30, 2024. NIMS training is determined based on assignment within OCSan’s Emergency Operations Center (EOC). Additionally, employees willreceive training on how to use the Incident Command System (ICS) forms specific to their role within the EOC. UPDATE: Complete. Staff is on track to complete an emergency responseexercise of an earthquake simulation on June 20, 2024. The drill will includebuilding evacuations and re-occupancy assessments, in addition to medical team deployment. Staff assigned to OC San’s Emergency OperationsCenter have completed online and in-person ICS training in support of OCSan's emergency planning, response, and recovery efforts. •Centralized Training Program – OC San’s employee training programs and activities will be transitioned from individual departments to HumanResources over a two-year period. The centralized approach will providegreater consistency, transparency, and access for all employees, andensure that OC San’s training is responsive to the needs of the organization and in alignment with the Strategic Plan and General Manager’s Work Plan. One new full-time employee will be dedicated to the program and will berecruited for by December 30, 2023. Human Resources will develop General Manager’s FY 2023-2024 Work Plan Year-End Report June 26, 2024 Page 7 of 7 training profiles based on roles, classifications, and work groups and fully transition the compliance and essential training elements by June 30, 2024. UPDATE: Complete. Staff transitioned all compliance and essential training activities from individual departments to Human Resources ahead of June 30, 2024, which include all regulatory and OC San-mandated courses. The process included the development of comprehensive training profiles for all OC San positions which will support onboarding, career, succession, and budget planning efforts. A process was also established for the review of new requests as training and development needs evolve. The full-time position for this program was filled on July 28, 2023 through a competitive recruitment, ahead of schedule. •Employee Relations Legal Services – Solicit, interview, and recommenda licensed law firm to provide as-needed legal services to support HumanResources in employment related cases by December 31, 2023. UPDATE: Complete. The solicitation was completed, and contracts wereawarded by the Board of Directors in October 2023, for services to beeffective beginning November 1, 2023. Contracts were awarded to LiebertCassidy Whitmore, and Payne & Fears LLP. STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3684 Agenda Date:6/26/2024 Agenda Item No:23. FROM:Robert Thompson, General Manager SUBJECT: GENERAL MANAGER’S FY 2024-2025 WORK PLAN GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Receive and file the General Manager’s Fiscal Year 2024-2025 Work Plan. BACKGROUND Each year,the General Manager prepares a work plan of activities supporting Orange County Sanitation District’s (OC San)strategic goals and initiatives to be accomplished during the fiscal year. The General Manager’s FY 2024-2025 Work Plan includes 21 individual goals under four categories. RELEVANT STANDARDS ·Maintain a culture of improving efficiency to reduce the cost to provide the current service level or standard ·Plan for and execute succession, minimizing vacant position times ·Cultivate a highly qualified, well-trained, and diverse workforce ·Maintain and adhere to appropriate internal planning documents (Biosolids,Odor,and Energy Master Plans) ·Use all practical and effective means for resource recovery PRIOR COMMITTEE/BOARD ACTIONS May 2024 -Steering Committee and Board of Directors received and filed the General Manager’s FY 2024-2025 Proposed Work Plan. ADDITIONAL INFORMATION The General Manager’s work plan includes 21 goals for the fiscal year. FINANCIAL CONSIDERATIONS All items included in the General Manager’s Work Plan are budgeted in the FY 2024-2026 Budget. Orange County Sanitation District Printed on 6/19/2024Page 1 of 2 powered by Legistar™ File #:2024-3684 Agenda Date:6/26/2024 Agenda Item No:23. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·General Manager’s FY 2024-2025 Work Plan Orange County Sanitation District Printed on 6/19/2024Page 2 of 2 powered by Legistar™ June 26, 2024 TO: Members of the Steering Committee FROM: Robert C. Thompson General Manager SUBJECT: General Manager’s FY 2024-2025 Work Plan I am pleased to present my Work Plan for Fiscal Year 2024-2025. The plan has been developed to support the Strategic Plan and is organized under four Strategic Planning categories: Business Principles, Environmental Stewardship, Wastewater Management, and Workplace Environment. The 21 goals for next year include two goals from the previous year as well as new goals that will ensure our operations are safe and efficient. In addition, we will continue leading the way in innovation, financial management, and work force while maintaining the level of service we have committed to. 1. Business Principles • Asset Management Plan – Implement a siphon cleaning program by June 30, 2025. • Progressive Design-Build – Select an Owner Advisor for Progressive Design- Build by March 31, 2025. Develop Progressive Design-Build contract templates by June 30, 2025. • Earned Value – Review Engineering’s earned value processes for project reporting and compare with industry best practices by June 30, 2025. • NPDES Permitting Legal Support – Secure legal and technical resources for 2026 NPDES permit renewal by March 31, 2025. • Permit Fees – Complete analysis of the current Capital Facilities Capacity Charge program to identify deficiencies for the member agencies and provide program improvement recommendation by December 31, 2024. Create a customer portal for online submission and payment of fees by June 30, 2025. • Headquarters Educational Display – (Carried over from FY 23/24) Develop a Board approved design for the hands-on educational display for the outdoor patio by June 30, 2025. General Manager’s FY 2024-2025 Work Plan June 26, 2024 Page 2 of 3 • Regional Sewer Spill Training – Conduct regional sanitary sewer spill training for the collections system by June 30, 2025. 2. Environmental Stewardship • Plant No. 2 Process Facilities Seismic Resilience – Select a consultant for the Plant No. 2 Process Facilities Seismic Resiliency Study by December 31, 2024. • Urban Runoff Optimization Study – Receive draft Urban Runoff Study identifying opportunities within Orange County Water District, County of Orange, and OC San’s services area for additional dry weather urban runoff by June 30, 2025. • Enforcement Response Plan – Update pretreatment/source control enforcement response plan in alignment with State of California’s 2024 water quality enforcement guidance document for legal review by June 30, 2025. • Pretreatment Management – Expand OC San’s Pretreatment Honor Roll program to include wastehaulers by June 30, 2025. • Food Waste – Finalize Memo of Understanding with Orange County Waste and Recycling by December 31, 2024. Agree on deal points for a cooperative agreement and make go/no-go decision to move forward by June 30, 2025. 3. Wastewater Management • Plant No. 1 Distributed Control System Human Machine Interface (HMI) – Complete the conversion of the Plant No. 1 HMI system from CRISP to ABB by June 30, 2025. • Deep Well Injection – Evaluate the initial feasibility of deep well injection of biosolids. Issue and evaluate Request for Information for potential deep well injection design-build-operate vendors and review permitting requirement by June 30, 2025. • Supercritical Water Oxidization – (Carried over from FY 23/24) Complete the commissioning and begin demonstration of the pilot project by March 31, 2025, subject to regulatory permitting. Publicize project status. General Manager’s FY 2024-2025 Work Plan June 26, 2024 Page 3 of 3 • Property Management – Complete a physical assessment of all current OC San easements and rights-of-way. Document the assessment in written and visual forms as part of the OC San easement management program. Complete the assessment and report by June 30, 2025. 4. Workplace Environment • Staff Training – Create development plans for each employee with associated training plans by June 30, 2025. • Scanning and Paper Reduction – Complete Scope of Work for Phase III, issue a Purchase Order Agreement Request for Proposal and award the contract for implementation of the trusted system, Phase III for Environmental Services. Complete Phase III by June 30, 2025. • Labor Agreements – Complete all labor agreements for all labor groups by June 30, 2025. • OSHA Voluntary Protection Program (VPP) certification for Plant No. 2 – Apply for VPP certification for Plant No. 2 by June 30, 2025. • Employee Engagement Survey – Conduct an employee engagement survey by June 30, 2025 to gather feedback on workplace environment satisfaction, communication effectiveness, recognition programs, and professional development opportunities. Utilize survey results to identify areas for improvement and develop action plans aimed at enhancing employee engagement and satisfaction levels. RCT:clr STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. FROM:Robert Thompson, General Manager Originator: Lorenzo Tyner, Assistant General Manager SUBJECT: PROFESSIONAL CONSULTANT SERVICES AGREEMENT FOR GENERAL LEGAL SERVICES GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Authorize Board Chairman Chad P.Wanke,to enter into a Professional Consultant Services Agreement with Best Best &Krieger LLP for General Legal Services,Specification No.CS-2024- 1440BD;and appoint Scott Smith as Principal General Counsel;for a five-year term beginning July 1, 2024 through June 30,2029,with one (1)optional five-year renewal,in a form approved by Special Counsel. BACKGROUND In September 2023,the Steering Committee established the General Legal Services Ad Hoc Committee to review the current general legal services contract,the policy and process surrounding the contract, and potentially bid general counsel legal services. The current general legal counsel,Woodruff and Smart,has been serving Orange County Sanitation District (OC San)since 1975.An informal competitive solicitation process was conducted in 2005, resulting in the incumbent being awarded a contract for the services,with Bradley R.Hogin named as Principal General Counsel.In 2008,the agreement was amended to annually adjust rates by Consumer Price Index. RELEVANT STANDARDS ·Comply with applicable employment and labor laws ·Ensure the public’s money is wisely spent ·Maintain positive employer-employee relations ·Provide a safe and collegial workplace PROBLEM A solicitation for general legal counsel services has not been conducted since 2005.The Steering Committee requested that the General Legal Services Ad Hoc Committee evaluate the need to conduct a formal solicitation for general legal counsel services. Orange County Sanitation District Printed on 6/19/2024Page 1 of 7 powered by Legistar™ File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. PROPOSED SOLUTION A rigorous procurement process overseen by the General Legal Services Ad Hoc Committee and the Steering Committee recommends approval of a Professional Consultant Services Agreement with Best Best & Krieger LLP for General Counsel and other Legal Services. Approval of a Professional Consultant Services Agreement with Allen Matkins Leck Gamble Mallory &Natsis LLP (Allen Matkins)for Legal Services in the areas of Environmental Law and Air Quality to backup Best Best and Kreiger in the event of conflicts or other complications will be recommended in a separate agenda item. TIMING CONCERNS The RFP process was initiated in February 2024 and completed in June 2024,resulting in two (2) legal firms being identified for consideration by the Board of Directors to provide legal services. RAMIFICATIONS OF NOT TAKING ACTION Without approval of the agreement,access to legal guidance and consultation from this firm will be delayed. PRIOR COMMITTEE/BOARD ACTIONS N/A ADDITIONAL INFORMATION A Request for Proposal was issued on February 8,2024,via PlanetBids.Proposals were due on March 7,2024.OC San received nine (9)proposals which are valid for 180 calendar days from proposal submittal date. The following firms submitted proposals: •Aleshire & Wynder, LLP •Allen Matkins •BDG Law Group •Best Best & Krieger LLP •Burke, Williams & Sorenson, LLP •Hanson Bridgett LLP •Richard D. Jones •Rutan & Tucker, LLP •Woodruff & Smart Firms were able to submit proposals on the following areas of law: •General Counsel •Public Construction •Environmental Law •Air Quality Orange County Sanitation District Printed on 6/19/2024Page 2 of 7 powered by Legistar™ File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. •Utility Rate Setting •Real Estate Matters and Related Matters •General Contract The table below shows the areas of law that each firm submitted a proposal on: Area of Law Aleshir e & Wynder , LLP Allen Matkin s BDG Law Group Best Best & Krieger LLP Burke, William s & Sorens on, LLP Hanson Bridge tt LLP Richard D. Jones Rutan & Tucker, LLP Woodr uff & Smart General Counsel X X X X X X X Public Construction X X X X X X X X Environmental Law X X X X X X X X X Air Quality X X X X X X X X Utility Rate Setting X X X X X X X Real Estate & Related Matters X X X X X X X X X General Contract X X X X X X X X All proposals were reviewed by OC San’s Purchasing Division (Purchasing)and deemed responsive. The evaluation process then consisted of three rounds: Round 1 -Evaluation of written proposals Round 2 -Staff interviews on all areas of law •Second interviews for General Counsel area of law by the Steering Committee. Round 3 -Offered rates and reference checks Individual scoring was the chosen method of evaluation for this procurement on each area of law,in each round. Round 1 - Evaluation of Written Proposals Prior to receipt of proposals,an evaluation team was formed consisting of Assistant General Manager (non-scorer),Director of Finance,Director of Environmental Services,and Director of Engineering.The team was chaired by a Purchasing representative as a non-voting member.On March 12,2024,an evaluation kick-off meeting was held with the evaluation team to discuss the policies and procedures of the evaluation process. Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Engagement Management 15% 2. Qualifications of Firm 35% 3. Staffing Qualifications 50% Orange County Sanitation District Printed on 6/19/2024Page 3 of 7 powered by Legistar™ File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. Members of the team performed an independent review of the proposals for each area of law.After the individual scoring,the evaluators met as a group with the Buyer to discuss their preliminary scores and discuss any questions and concerns they had.Detailed scoring for each criterion can be found in attached. Area of Law Aleshire & Wynder, LLP Allen Matkins BDG Law Group Best Best & Krieger LLP Burke, William s & Sorenso n, LLP Hanson Bridgett LLP Richard D. Jones Rutan & Tucker, LLP Woodru ff & Smart General Counsel 54.8%--77.7%77.1%77.0%64.0%67.6%74.5% Public Construction 33.8%-67.0%71.3%70.3%73.0%39.3%38.8%69.6% Environmental Law 33.8%78.8%62.3%70.5%70.7%67.0%37.9%40.2%69.6% Air Quality 32.7%68.3%-66.7%59.0%72.5%37.9%37.3%27.0% Utility Rate Setting 33.8%--72.8%73.7%67.2%37.9%37.3%73.8% Real Estate & Related Matters 39.7%80.2%69.7%71.4%73.2%69.0%39.3%34.5%70.3% General Contract 39.5%-66.8%71.9%74.6%71.6%44.4%43.0%71.0% The top firms in each area of law were selected to move on to Round 2 of the evaluation process: Area of Law Aleshir e & Wynder , LLP Allen Matkin s BDG Law Group Best Best & Krieger LLP Burke, William s & Sorens on, LLP Hanson Bridge tt LLP Richard D. Jones Rutan & Tucker, LLP Woodr uff & Smart General Counsel X X X X X X Public Construction X X X X Environmental Law X X X X Air Quality X X X Utility Rate Setting X X X Real Estate & Related Matters X X X General Contract X X X X Orange County Sanitation District Printed on 6/19/2024Page 4 of 7 powered by Legistar™ File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. Round 2 - Interviews Scoring reset for Round 2 and the evaluation team for the interviews in all areas of law remained the same as in Round 1.The interviews were conducted on the week of May 6,2024,and each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Presentation 10% 2. Engagement Management 15% 3. Qualifications of Firm 30% 4. Staffing Qualifications 45% Area of Law Allen Matkins Best Best & Krieger LLP Burke, Williams & Sorenso n, LLP Hanson Bridgett LLP Richard D. Jones Rutan & Tucker, LLP Woodru ff & Smart General Counsel 84.4%75.2%74.2%61.5%71.3%68.4% Public Construction 83.1%70.9%74.7%64.9% Environmental Law 83.1%83.2%64.7%70.5% Air Quality 84.6%83.1%76.6% Utility Rate Setting 85.8%70.9%69.5% Real Estate & Related Matters 84.1%83.6%74.3% General Contract 81.9%74.4%74.4%71.3% The top firms for each area of law, excluding General Counsel, were advanced to round 3 of the evaluation process. The top three firms for General Counsel were invited to a second interview on May 22,2024,which comprised of a presentation and a set of questions.The evaluation team for the second interview for General Counsel consisted of all members of the Steering Committee,General Manager (non- scorer), and Assistant General Manager (non-scorer). Criteria Best Best & Krieger LLP Burke, William s & Sorens on, LLP Hanson Bridget t LLP Presentation (10%)8.7%4.6%7.0% Questions (90%)78.3%43.9%58.5% Total (100%)87.0%48.5%65.5% Orange County Sanitation District Printed on 6/19/2024Page 5 of 7 powered by Legistar™ File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. The top firm for General Counsel was advanced to Round 3 of the evaluation process.The following table shows all the firms that were moved to Round 3 of the evaluation process: Area of Law Allen Matkins Best Best & Krieger LLP Burke, Williams & Sorenso n, LLP Hanson Bridgett LLP Richard D. Jones Rutan & Tucker, LLP Woodru ff & Smart General Counsel X Public Construction X X Environmental Law X X Air Quality X X Utility Rate Setting X X Real Estate & Related Matters X X General Contract X X X Round 3 - Offered Rates and Reference Checks Round 3 of the evaluation process was to compare the rates offered by each firm in their respective areas of law,and to conduct reference surveys for each firm.The evaluation criteria considered the interview scoring from round 2 and was as follows: CRITERION WEIGHT 1. Interview 80% 2. Offered Rates 10% 3. References 10% Area of Law Allen Matkins Best Best & Krieger LLP Burke, Williams & Sorenso n, LLP Hanson Bridgett LLP General Counsel 89.6% Public Construction 86.4%78.4% Environmental Law 80.8%86.5% Air Quality 80.2%86.4% Utility Rate Setting 85.8%76.6% Real Estate & Related Matters 82.8%86.8% General Contract 82.7%79.4%75.0% All proposals were accompanied by a sealed rate sheet.Only the rate sheets for the firms in Round 3 were opened. Based on these results,staff recommends approving a Professional Consultant Services Agreement Orange County Sanitation District Printed on 6/19/2024Page 6 of 7 powered by Legistar™ File #:2024-3686 Agenda Date:6/26/2024 Agenda Item No:24. Based on these results,staff recommends approving a Professional Consultant Services Agreement with Best Best &Krieger LLP for General Counsel and other Legal Services in all areas of law listed in the table above.The term of these agreements will begin July 1,2024 through June 30,2029,with one (1) optional five-year renewal. Approval of a Professional Consultant Services Agreement with Allen Matkins for Legal Services in the areas of Environmental Law and Air Quality to backup Best Best &Krieger LLP in the event of conflicts or other complications will be recommended in a separate agenda item. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget FY 2024-25 and 2025-26,Section 5,Page 6,Legal)and the budget is sufficient for the recommended action. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Detailed Scoring ·Professional Consultant Services Agreement Orange County Sanitation District Printed on 6/19/2024Page 7 of 7 powered by Legistar™ Detailed Scoring General Legal Services: CS-2024-1440BD Round 1 – Evaluation of Written Proposals Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Engagement Management 15% 2. Qualifications of the Firm 35% 3. Staff Qualifications 50% Scores shown in Round 1 are rounded to the nearest whole number. General Counsel Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - - 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 20% - - 26% 26% 26% 21% 23% 26% Staff Qualifications 50% 28% - - 39% 39% 41% 33% 36% 39% Total 100% 55% - - 78% 77% 77% 64% 68% 75% Public Construction Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & Tu c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 12% - 22% 23% 23% 26% 12% 12% 25% Staff Qualifications 50% 15% - 34% 35% 35% 37% 17% 18% 35% Total 100% 34% - 67% 71% 70% 73% 39% 39% 70% Environmental Law Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% 12% 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 12% 26% 21% 23% 24% 23% 12% 13% 25% Staff Qualifications 50% 15% 41% 30% 35% 35% 34% 16% 18% 35% Total 100% 34% 79% 62% 71% 71% 67% 38% 40% 70% Air Quality Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% 12% 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 11% 23% 0% 22% 19% 24% 12% 12% 7% Staff Qualifications 50% 15% 33% 0% 32% 28% 38% 16% 16% 10% Total 100% 33% 68% 11% 67% 59% 72% 38% 37% 27% Utility Rate Setting Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w Gr o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - - 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 12% - - 24% 24% 23% 12% 12% 26% Staff Qualifications 50% 15% - - 36% 38% 34% 16% 16% 38% Total 100% 34% - - 73% 74% 67% 38% 37% 74% Real Estate and Related Matters Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% 12% 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 14% 27% 24% 22% 24% 24% 12% 11% 24% Staff Qualifications 50% 19% 41% 35% 36% 37% 35% 17% 15% 36% Total 100% 40% 80% 70% 71% 73% 69% 39% 35% 70% General Contracts Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 14% - 23% 24% 25% 26% 14% 14% 25% Staff Qualifications 50% 18% - 34% 35% 38% 36% 20% 20% 36% Total 100% 39% - 67% 72% 75% 72% 44% 43% 71% Round 2 – Interviews Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Presentation 10% 2. Engagement Management 15% 3. Qualifications of the Firm 30% 4. Staff Qualifications 45% General Counsel Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% 7.2% 6.2% 7.2% 7.0% Engagement Management 15% - 12.8% 11.4% 11.1% 8.4% 10.0% 9.5% Qualifications of Firm 30% - 25.5% 22.0% 21.0% 18.0% 20.7% 20.0% Staff Qualifications 45% - 37.1% 34.5% 34.9% 28.9% 33.4% 31.9% Total 100% - 84.4% 75.2% 74.2% 61.5% 71.3% 68.4% Public Construction Criteria Weight Al l e n Ma t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% 7.2% - - 7.0% Engagement Management 15% - 12.8% 11.4% 11.1% - - 9.5% Qualifications of Firm 30% - 24.5% 23.0% 21.5% - - 21.0% Staff Qualifications 45% - 36.8% 29.2% 34.9% - - 27.4% Total 100% - 83.1% 70.9% 74.7% - - 64.9% Environmental Law Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% 8.5% 9.0% 7.3% - - - 7.0% Engagement Management 15% 12.4% 12.8% 11.4% - - - 9.5% Qualifications of Firm 30% 24.0% 25.0% 17.5% - - - 22.5% Staff Qualifications 45% 38.3% 36.4% 28.5% - - - 31.5% Total 100% 83.1% 83.2% 64.7% - - - 70.5% Air Quality Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% 8.5% 9.0% - 7.2% - - - Engagement Management 15% 12.4% 12.8% - 11.1% - - - Qualifications of Firm 30% 25.5% 24.5% - 23.0% - - - Staff Qualifications 45% 38.2% 36.8% - 35.3% - - - Total 100% 84.6% 83.1% - 76.6% - - - Utility Rate Setting Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% - - - 7.0% Engagement Management 15% - 12.8% 11.4% - - - 9.5% Qualifications of Firm 30% - 25.0% 21.5% - - - 21.5% Staff Qualifications 45% - 39.0% 30.7% - - - 31.5% Total 100% - 85.8% 70.9% - - - 69.5% Real Estate and Related Matters Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% 8.5% 9.0% 7.3% - - - - Engagement Management 15% 12.4% 12.8% 11.4% - - - - Qualifications of Firm 30% 25.0% 25.0% 21.5% - - - - Staff Qualifications 45% 38.2% 36.8% 34.1% - - - - Total 100% 84.1% 83.6% 74.3% - - - - General Contracts Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% 7.2% - - 7.0% Engagement Management 15% - 12.8% 11.4% 11.1% - - 9.5% Qualifications of Firm 30% - 24.5% 23.5% 22.0% - - 22.5% Staff Qualifications 45% - 35.6% 32.2% 34.1% - - 32.3% Total 100% - 81.9% 74.4% 74.4% - - 71.3% General Counsel firms were then interviewed by the Steering Committee using the following criteria: CRITERION WEIGHT 1. Presentation 10% 2. Questions 90% General Counsel Criteria Weight Best Best & Krieger LLP Burke, Williams & Sorenson, LLP Hanson Bridgett LLP Presentation 10% 8.7% 4.6% 7.0% Questions 90% 78.3% 43.9% 58.5% Total 100% 87.0% 48.5% 65.5% Round 3 – Offered Rates and References Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Interview 80% 2. Offered Rates 10% 3. References 10% General Counsel Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n Br i d g e t t LL P Interview 80% 69.6% Offered Rates 10% 10.0% References 10% 10.0% Total 100% 89.6% Public Construction Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 66.4% 59.7% Offered Rates 10% 10.0% 8.9% References 10% 10.0% 9.8% Total 100% 86.4% 78.4% Environmental Law Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 66.5% 66.5% Offered Rates 10% 4.3% 10.0% References 10% 10.0% 10.0% Total 100% 80.8% 86.5% Air Quality Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 67.7% 66.4% Offered Rates 10% 2.5% 10.0% References 10% 10.0% 10.0% Total 100% 80.2% 86.4% Utility Rate Setting Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 68.7% 56.7% Offered Rates 10% 7.1% 10.0% References 10% 10.0% 9.9% Total 100% 85.8% 76.6% Real Estate and Related Matters Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 67.3% 66.8% Offered Rates 10% 5.5% 10.0% References 10% 10.0% 10.0% Total 100% 82.8% 86.8% General Contracts Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 65.6% 59.5% 59.5% Offered Rates 10% 7.1% 10.0% 5.7% References 10% 10.0% 9.9% 9.8% Total 100% 82.7% 79.4% 75.0% The costs shown below were the offered rates for the lead partner in each area of law. Area of Law Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P General Counsel $360.00 Public Construction $450.00 $500.00 Environmental Law $706.00 $450.00 Air Quality $787.00 $450.00 Utility Rate Setting $450.00 $350.00 Real Estate & Related Matters $652.00 $450.00 General Contract $450.00 $350.00 $500.00 Professional Consultant Services Agreement 1 of 11 Specification No.CS-2024-1440BD Revision 022822 PROFESSIONAL CONSULTANT SERVICES AGREEMENT General Legal Services Specification No. CS-2024-1440BD This PROFESSIONAL CONSULTANT SERVICES AGREEMENT (hereinafter referred to as “Agreement”) is made and entered into as of the date fully executed below, by and between Orange County Sanitation District (hereinafter referred to as “OC San”) and Best Best & Krieger LLP (hereinafter referred to as “Consultant”), and collectively referred to herein as the “Parties.” R E C I T A L S WHEREAS, OC San desires to obtain general legal services as described in Exhibit “A” attached hereto and incorporated herein by this reference (“Services”); and WHEREAS, Consultant is qualified to provide the Services by virtue of possessing law licenses, experience, training, and expertise; and WHEREAS, OC San desires to engage Consultant to render the Services as provided herein; and WHEREAS, OC San selected Consultant to provide the Services in accordance with OC San’s current Purchasing Ordinance; and WHEREAS, on June 26, 2024, OC San’s Board of Directors, by minute order, authorized execution of this Agreement. NOW, THEREFORE, in consideration of the above recitals and the mutual promises and benefits specified below, the Parties agree as follows: 1. General. 1.1 This Agreement and all exhibits hereto are made by OC San and the Consultant. 1.2 The following exhibits, in order of precedence, are incorporated by reference and made part of this Agreement. Exhibit “A” – Scope of Work Exhibit “B” – Statement of Qualifications and Rate Schedule(s) Exhibit “C” – Determined Insurance Requirement Form Exhibit “D” – Contractor Safety Standards Exhibit “E” – Human Resources Policies 1.3 In the event of any conflict or inconsistency between the provisions of this Agreement and any of the provisions of the exhibits hereto, the provisions in the Agreement shall control and thereafter the provisions in the document highest in precedence shall be controlling. 1.4 Except as expressly provided otherwise, OC San accepts no liability for any expenses, losses, or actions incurred or undertaken by Consultant as a result of work performed in anticipation of purchases of the Services by OC San. 1.5 Work Hours: The work required under the Agreement may include normal business hours, evenings, and weekends. All work or meetings with OC San staff shall be Professional Consultant Services Agreement 2 of 11 Specification No.CS-2024-1440BD Revision 022822 scheduled Monday through Friday, between the hours of 8:00 a.m. and 4:30 p.m. OC San will not pay for travel time. 1.6 Days: Shall mean calendar days, unless otherwise noted. 1.7 OC San holidays (non-working days) are as follows: New Year’s Day, Martin Luther King, Jr. Day, Presidents’ Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, Day after Thanksgiving, Christmas Eve, and Christmas Day. 1.8 The provisions of this Agreement may be amended or waived only by an amendment executed by authorized representatives of both Parties. 1.9 The various headings in this Agreement are inserted for convenience only and shall not affect the meaning or interpretation of this Agreement or any paragraph or provision hereof. 2. Scope of Work. 2.1 Consultant shall provide the Services identified in Exhibit “A” in a competent, professional, and satisfactory manner in accordance with generally accepted industry and professional standards, including fiduciary standards, ethical practices, and standards of care and competence for its trade/profession. 2.2 Modifications to Scope of Work. OC San shall have the right to modify the Scope of Work at any time. All modifications must be made by an amendment signed by both Parties. 2.3 Performance. Time is of the essence in the performance of the provisions hereof. 3. Agreement Term. 3.1 The term of this Agreement shall be for five (5) years commencing on the effective date of the Notice to Proceed. 3.2 Renewals. At its sole discretion, OC San may exercise the option to renew this Agreement for up to one (1) five-year period. This Agreement may be renewed by an OC San Purchase Order. OC San shall have no obligation to renew the Agreement nor to give a reason if it elects not to renew it. 3.3 Extensions. The term of this Agreement may be extended only by an amendment signed by both Parties. 4. Compensation. 4.1 As compensation for the Services provided under this Agreement, OC San shall compensate Consultant for the reasonable time Consultant’s attorneys, paralegals, and applicable administrative support staff spend on OC San matters based on the applicable hourly rates in effect at the time the work is performed. The current hourly rates for Consultant’s attorneys, paralegals, and applicable administrative support staff are listed on the Rate Schedule(s) attached hereto as Exhibit “B”. 4.2 Adjustment. Consultant may adjust the hourly rates once every 12-month period during the term of the Agreement. Such adjustments shall not exceed the percentage increase in the Consumer Price Index for the Los Angeles-Orange County Metropolitan area. Professional Consultant Services Agreement 3 of 11 Specification No.CS-2024-1440BD Revision 022822 4.3 Costs and Disbursements. OC San shall compensate Consultant for costs and disbursements Consultant incurs and pays on OC San’s behalf, including filing fees, computerized legal research, facsimiles, long distance telephone calls, photocopying, shipping, etc. Such costs and disbursements shall be itemized in Consultant’s invoices and shall be compensated at cost. 5. Payments and Invoicing. 5.1 OC San shall pay itemized invoices submitted monthly for work completed in accordance with Exhibit “A” and consistent with Exhibit “B” thirty (30) days from receipt of the invoice and after approval by OC San’s Project Manager or designee. OC San shall be the determining party, in its sole discretion, as to whether the Services have been satisfactorily completed. 5.2 Consultant shall submit its invoices to OC San Accounts Payable by electronic mail to APStaff@OCSan.gov. In the subject line include “INVOICE” and the Purchase Order Number. 6. Key Personnel. Personnel, as provided in Exhibit “B,” are considered “key” to the work under this Agreement and will be available for the term of the Agreement. The “key” personnel includes Scott Smith who will serve as Principal General Counsel to the OC San Board of Directors. No person designated as key under this Agreement shall be removed or replaced without prior written consent of OC San. If OC San asks Consultant to remove a person designated as key under this Agreement, Consultant agrees to do so immediately regardless of the reason, or the lack of reason, for OC San’s request. Consultant shall assign only competent personnel to perform Services under this Agreement. 7. Ownership of Documents. All reports, records, documents, memoranda, correspondence, computations, and other materials prepared by Consultant, its employees, subconsultants, and agents in the performance of this Agreement shall be the property of OC San and shall be promptly delivered to OC San upon request of OC San’s Project Manager or designee or upon the termination of this Agreement and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by OC San of its full rights of ownership of the documents and materials hereunder. Any use of such completed documents for other projects and/or use of incomplete documents without specific written authorization by the Consultant will be at OC San’s sole risk and without liability to Consultant. Consultant shall ensure that all its contracts with its subconsultants/subcontractors provide for assignment to OC San of any documents or materials prepared by them. 8. Ownership of Intellectual Property. 8.1 Consultant agrees that all reports, memoranda, investigations, training materials, and all other information and items made during the course of this Agreement and arising from the Services (hereinafter referred to as “New Developments”) shall be and are assigned to OC San as its sole and exclusive property. 8.2 Consultant agrees to promptly disclose to OC San all such New Developments. Upon OC San’s request, Consultant agrees to assist OC San, at OC San’s expense, to obtain patents or copyrights for such New Developments, including the disclosure of all pertinent information and data with respect thereto, the execution of all applications, specifications, assignments, and all other instruments and papers which OC San shall deem necessary to apply for and to assign or convey to OC San, its successors and Professional Consultant Services Agreement 4 of 11 Specification No.CS-2024-1440BD Revision 022822 assigns, the sole and exclusive right, title, and interest in such New Developments. Consultant agrees to obtain or has obtained written assurances from its employees and contract personnel of their agreement to the terms hereof regarding New Developments and confidential information. 8.3 Consultant warrants that Consultant will have good title to any New Developments and the right to assign New Developments to OC San free of any proprietary rights of any other party or any other encumbrance whatever. 8.4 The originals of all computations, drawings, designs, graphics, studies, reports, manuals, photographs, videotapes, data, computer files, and other documents prepared or caused to be prepared by Consultant or its subconsultants/subcontractors in connection with the Services hereunder shall be delivered to and shall become the exclusive property of OC San. OC San may utilize such documents, at its own risk, for OC San’s applications on other projects or extensions of this project. 9. Right to Review Services, Facilities, and Records. 9.1 OC San reserves the right to review any portion of the Services performed by Consultant under this Agreement and Consultant agrees to cooperate to the fullest extent possible in such endeavor. 9.2 Consultant shall furnish to OC San such reports, statistical data, and other information pertaining to Consultant’s Services as shall be reasonably required by OC San to carry out its rights and responsibilities under its agreements with its bondholders or noteholders and any other agreement relating to the development of the project(s) and in connection with the issuance of its official statements and other prospectuses with respect to the offering, sale, and issuance of its bonds and other obligations. 9.3 The right of OC San to review or approve procedures, instructions, reports, schedules, or other data that are developed by Consultant shall not relieve Consultant of any obligation set forth herein. 10. Conflict of Interest and Reporting. 10.1 Consultant shall, at all times, avoid conflicts of interest or appearance of conflicts of interest in performance of this Agreement. 10.2 Consultant affirms that, to the best of its knowledge, there exists no actual or potential conflict between Consultant’s families, business, or financial interest and the Services under this Agreement and in the event of change in either its private interests or Services under this Agreement, it shall raise with OC San any question regarding possible conflict of interest which may arise as a result of such change. 11. Audit Rights. Consultant agrees that, during the term of this Agreement and for a period of three (3) years after its expiration or termination, OC San shall have access to and the right to examine any directly pertinent books, documents, and records of Consultant relating to the invoices submitted by Consultant pursuant to this Agreement. 12. Contractor Safety Standards and Human Resources Policies. OC San requires Consultant, its subconsultants, and its subcontractors to follow and ensure their employees follow all Federal, State, and local regulations as well as Contractor Safety Standards while working at OC San locations. If, during the course of the Agreement, it is discovered that Contractor Safety Standards do not comply with Federal, State, or local regulations, the Consultant is required to follow the most stringent regulatory requirement at no additional Professional Consultant Services Agreement 5 of 11 Specification No.CS-2024-1440BD Revision 022822 cost to OC San. Consultant, its subconsultants, and all of their employees shall adhere to all applicable Contractor Safety Standards in Exhibit “D” and the Human Resources Policies in Exhibit “E.” 13. Insurance. Consultant and all its subconsultants/subcontractors shall purchase and maintain, throughout the term of this Agreement and any periods of warranty or extensions, insurance in amounts equal to the requirements set forth in the signed Exhibit “C” – Determined Insurance Requirement Form. Consultant shall not commence work under this Agreement until all required insurance is obtained in a form acceptable to OC San, nor shall Consultant allow any subconsultant/subcontractor to commence service pursuant to a subcontract until all insurance required of the subconsultant/subcontractor has been obtained. Failure to obtain and maintain the required insurance coverage shall result in termination of this Agreement. 14. Indemnification and Hold Harmless Provision. 14.1 To the fullest extent permitted by law, Consultant shall indemnify, defend (at Consultant’s sole cost and expense and with legal counsel approved by OC San, which approval shall not be unreasonably withheld), protect, and hold harmless OC San and all of OC San’s officers, directors, employees, consultants, and agents (collectively the “Indemnified Parties”), from and against any and all claims, damages, liabilities, causes of action, suits, arbitration awards, losses, judgments, fines, penalties, costs, and expenses (including, without limitation, attorneys’ fees, disbursements and court costs, and all other professional, expert or Consultant’s fees and costs, and OC San’s general and administrative expenses; individually, a “Claim”; collectively, “Claims”) which may arise from or are in any manner related, directly or indirectly, to any work performed, or any operations, activities, or services provided by Consultant in carrying out its obligations under this Agreement to the extent of the negligent, recklessness, and/or willful misconduct of Consultant, its principals, officers, agents, employees, Consultant’s suppliers, Consultant, Subconsultants, subcontractors, and/or anyone employed directly or indirectly by any of them, regardless of any contributing negligence or strict liability of an Indemnified Party. Notwithstanding the foregoing, nothing herein shall be construed to require Consultant to indemnify the Indemnified Parties from any Claim arising solely from: (A) the active negligence or willful misconduct of the Indemnified Parties; or (B) a natural disaster or other act of God, such as an earthquake; or (C) the independent action of a third party who is neither one of the Indemnified Parties nor the Consultant, nor its principal, officer, agent, employee, nor Consultant’s supplier, Consultant, Subconsultant, subcontractor, nor anyone employed directly or indirectly by any of them. 14.2 Exceptions (A) through (B) above shall not apply, and Consultant shall, to the fullest extent permitted by law, indemnify the Indemnified Parties, from Claims arising from more than one cause if any such cause taken alone would otherwise result in the obligation to indemnify hereunder. 14.3 Consultant’s liability for indemnification hereunder is in addition to any liability Consultant may have to OC San for a breach by Consultant of any of the provisions of this Agreement. Under no circumstances shall the insurance requirements and limits set forth in this Agreement be construed to limit Consultant’s indemnification obligation or other liability hereunder. The terms of this Agreement are contractual and the result Professional Consultant Services Agreement 6 of 11 Specification No.CS-2024-1440BD Revision 022822 of negotiation between the parties hereto. Accordingly, any rule of construction of contracts (including, without limitation, California Civil Code Section 1654) that ambiguities are to be construed against the drafting party, shall not be employed in the interpretation of this Agreement. 15. Duty to Defend. 15.1 The duty to defend hereunder is wholly independent of and separate from the duty to indemnify and such duty to defend shall exist regardless of any ultimate liability of Consultant and shall be consistent with Civil Code section 2782.8. Such defense obligation shall arise immediately upon presentation of a Claim by any person if, without regard to the merit of the Claim, such Claim could potentially result in an obligation to indemnify one or more Indemnified Parties, and upon written notice of such Claim being provided to Consultant. Payment to Consultant by any Indemnified Party or the payment or advance of defense costs by any Indemnified Party shall not be a condition precedent to enforcing such Indemnified Party’s rights to indemnification hereunder. In the event a final judgment, arbitration, award, order, settlement, or other final resolution expressly determines that the claim did not arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, to any extent, then OC San will reimburse Consultant for the reasonable costs of defending the Indemnified Parties against such claims. 15.2 Consultant’s indemnification obligation hereunder shall survive the expiration or earlier termination of this Agreement until such time as action against the Indemnified Parties for such matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 16. Independent Contractor. 16.1 Consistent with California Government Code section 54957(b), it is understood and agreed that Consultant is acting as an independent contractor for OC San and that Consultant will also function as an officer in the role of General Counsel. 16.2 During the performance of this Agreement, Consultant and its officers, employees, and agents shall act in an independent capacity and shall not act as OC San’s officers, employees, or agents. OC San assumes no liability for Consultant’s action and performance nor assumes responsibility for taxes, funds, payments, or other commitments, expressed or implied, by or for Consultant. 16.3 Consultant shall not be considered an agent of OC San for any purpose whatsoever nor shall Consultant have the right to, and shall not, commit OC San to any agreement, contract, or undertaking. Consultant shall not use OC San’s name in its promotional material or for any advertising or publicity purposes without prior expressed written consent of OC San. 16.4 Consultant shall not be entitled to any benefits accorded to those individuals listed on OC San’s payroll as regular employees including, without limitation, worker’s compensation, disability insurance, vacation, or holiday or sick pay. Consultant shall be responsible for providing, at Consultant’s expense, disability, worker’s compensation, and other insurance as well as licenses and permits usual or necessary for conducting the Services hereunder. 16.5 Consultant shall be obligated to pay any and all applicable Federal, State, and local payroll and other taxes incurred as a result of fees hereunder. Consultant hereby Professional Consultant Services Agreement 7 of 11 Specification No.CS-2024-1440BD Revision 022822 indemnifies OC San for any claims, losses, costs, fees, liabilities, damages, or penalties suffered by OC San arising out of Consultant’s breach of this provision. 16.6 Consultant shall not be eligible to join or participate in any benefit plans offered to those individuals listed on OC San’s payroll as regular employees. Consultant shall remain ineligible for such benefits or participation in such benefit plans even if a court later decides that OC San misclassified Consultant for tax purposes. 17. Subcontracting and Assignment. Consultant shall not delegate any duties nor assign any rights under this Agreement without the prior written consent of OC San. Any such attempted delegation or assignment shall be void. 18. No Solicitation of Employees. 18.1 Consultant agrees that it shall not, during the term of this Agreement and for a period of one (1) year immediately following expiration or termination of this Agreement or any extension hereof, call on, solicit, or take away any of the employees whom Consultant became aware of as a result of Consultant’s Services to OC San. 18.2 Consultant acknowledges that OC San’s employees are critical to its business and OC San expends significant resources to hire, employ, and train employees. Should Consultant employ or otherwise engage OC San’s employees during the term of this Agreement and for a period of one (1) year following expiration or termination of this Agreement, Consultant shall pay OC San fifty percent (50%) of the former employee’s most recent annual salary earned at OC San to accurately reflect the reasonable value of OC San’s time and costs. This payment is in addition to any other rights and remedies OC San may have at law. 19. Confidentiality and Non-Disclosure. 19.1 Consultant acknowledges that, in performing the Services hereunder, OC San may have to disclose to Consultant, orally and in writing, certain confidential information that OC San considers proprietary and has developed at great expense and effort. 19.2 Consultant agrees to maintain in confidence and not disclose to any person, firm, or corporation, without OC San’s prior written consent, any trade secret, confidential information, knowledge, or data relating to the products, process, or operation of OC San. 19.3 Consultant further agrees to maintain in confidence and not to disclose to any person, firm, or corporation any OC San data, information, or material developed or obtained by Consultant during the term of this Agreement. 19.4 Consultant agrees as follows: 19.4.1 To use the confidential information only for the purposes described herein; to not reproduce the confidential information; to hold in confidence and protect the confidential information from dissemination to and use by anyone not a party to this Agreement; and to not use the confidential information to benefit itself or others. 19.4.2 To restrict access to the confidential information to its subconsultant/subcontractor or personnel of Consultant who (1) have a need to have such access and (2) have been advised of and have agreed in writing to treat such information in accordance with the terms of this Agreement. Professional Consultant Services Agreement 8 of 11 Specification No.CS-2024-1440BD Revision 022822 19.4.3 To return all confidential information in Consultant’s possession upon termination of this Agreement or upon OC San’s request, whichever occurs first. 19.4.4 To hold in confidence information and materials, if any, developed pursuant to the Services hereunder. 19.4.5 The provisions of this section shall survive termination or expiration of this Agreement and shall continue for so long as the material remains confidential. 20. Non-Liability of OC San Officers and Employees. No officer or employee of OC San shall be personally liable to Consultant, or any successor-in-interest, in the event of any default or breach by OC San or for any amount which may become due to Consultant or to its successor, or for breach of any obligation under the terms of this Agreement. 21. Third-Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than OC San and Consultant. 22. Applicable Laws and Regulations. Consultant shall comply with all applicable Federal, State, and local laws, rules, and regulations. Consultant also agrees to indemnify and hold OC San harmless from any and all damages and liabilities assessed against OC San as a result of Consultant’s noncompliance therewith. Any provision required by law to be included herein shall be deemed included as a part of this Agreement whether or not specifically included or referenced. 23. Licenses, Permits, Ordinances, and Regulations. Consultant represents and warrants to OC San that it has obtained all licenses, permits, qualifications, and approvals of whatever nature that are legally required to provide the Services. Any and all fees required by Federal, State, County, City, and/or municipal laws, codes, and/or tariffs that pertain to the work performed under this Agreement will be paid by Consultant. 24. Dispute Resolution. 24.1 The Parties agree that any and all disputes, claims, or controversies arising out of or relating to this Agreement, including, but not limited to, disputes as to the construction or interpretation of this Agreement or any rights or obligations hereunder, shall be submitted to JAMS, or its successor, for mediation in Orange County, California. The Parties will cooperate with JAMS and with one another in selecting a mediator from the JAMS panel of neutrals and in scheduling the mediation proceedings. The Parties agree that they will participate in the mediation in good faith and that they will share equally in its costs. 24.2 All offers, promises, conduct, and statements, whether oral or written, made in the course of the mediation by any of the Parties, their agents, employees, experts, and attorneys and by the mediator or any JAMS employees are confidential, privileged, and inadmissible for any purpose, including impeachment, in any arbitration or other proceeding involving the Parties, provided that evidence that is otherwise admissible or discoverable shall not be rendered inadmissible or non-discoverable as a result of its use in the mediation. 24.3 Either Party may initiate arbitration with respect to the matters submitted to mediation by filing a written demand for arbitration at any time following 45 days from the date of the mediation (the “Earliest Initiation Date.”) Professional Consultant Services Agreement 9 of 11 Specification No.CS-2024-1440BD Revision 022822 24.4 All applicable statutes of limitation and defenses based upon the passage of time shall be tolled starting from the submission of a dispute for mediation until 15 days after the Earliest Initiation Date. The Parties will take such action, if any, required to effectuate such tolling. 24.5 Any dispute, claim, or controversy arising out of or relating to this Agreement or the breach, termination, enforcement, interpretation, or validity thereof, including the determination of the scope or applicability of this agreement to arbitrate, and including, without limitation, federal and state statutory claims, common law claims, and those based in contract, tort, fraud, misrepresentation, or any other legal theory shall be determined by arbitration in Orange County, California. The issues in dispute shall be submitted to arbitration pursuant to Code of Civil Procedure, Part 3, Title 9, sections 1280 et seq. The arbitration shall be administered by JAMS pursuant to its Comprehensive Arbitration Rules and Procedures. Except that discovery may be conducted in connection with the arbitration proceeding pursuant to Code of Civil Procedure section 1283.05. The Parties are not precluded from seeking provisional remedies in aid of arbitration from a court of appropriate jurisdiction. 24.6 The Parties will work together to select an agreed upon arbitrator. In the absence of agreement, each party shall select an arbitrator and those two (2) arbitrators shall select a third. The arbitrator shall decide each and every dispute in accordance with the laws of the State of California. The arbitrator’s decision and award shall be subject to review for errors of fact or law in the Superior Court for the County of Orange, with a right of appeal from any judgment issued therein. 25. Remedies. In addition to other remedies available in law or equity, if the Consultant fails to make delivery of the Services or repudiates its obligations under this Agreement, or if OC San rejects the Services or revokes acceptance of the Services, OC San may cancel the Agreement. 26. Termination. 26.1 OC San reserves the right to terminate this Agreement for its convenience, with or without cause, in whole or in part, at any time, by written notice from OC San. Upon receipt of a termination notice, Consultant shall immediately discontinue all work under this Agreement (unless the notice directs otherwise). OC San shall thereafter, within thirty (30) days, pay Consultant for work performed (cost and fee) through the date of termination. Such notice of termination shall terminate this Agreement and release OC San from any further fee, cost, or claim hereunder by Consultant other than for work performed through the date of termination. 26.2 OC San reserves the right to terminate this Agreement immediately upon OC San’s determination that Consultant is not complying with the Scope of Work requirements, if the level of service is inadequate, or for any other default of this Agreement. 26.3 OC San may also immediately terminate this Agreement for default, in whole or in part, by written notice to Consultant: • if Consultant becomes insolvent or files a petition under the Bankruptcy Act; or • if Consultant sells its business; or • if Consultant breaches any of the terms of this Agreement. Professional Consultant Services Agreement 10 of 11 Specification No.CS-2024-1440BD Revision 022822 26.4 All OC San’s property in the possession or control of Consultant shall be returned by Consultant to OC San on demand or at the expiration or termination of this Agreement, whichever occurs first. 27. Attorney’s Fees. If any action at law or in equity or if any proceeding in the form of an Alternative Dispute Resolution (ADR) is necessary to enforce or interpret the terms of this Agreement, the prevailing party shall be entitled to reasonable attorney’s fees, costs, and necessary disbursements in addition to any other relief to which the prevailing party may be entitled. 28. Waiver. The waiver by either party of any breach or violation of, or default under, any provision of this Agreement, shall not be deemed a continuing waiver by such party of any other provision or of any subsequent breach or violation of this Agreement or default thereunder. Any breach by Consultant to which OC San does not object shall not operate as a waiver of OC San’s rights to seek remedies available to it for any subsequent breach. 29. Severability. If any section, subsection, or provision of this Agreement, or any agreement or instrument contemplated hereby, or the application of such section, subsection, or provision is held invalid, the remainder of this Agreement or instrument in the application of such section, subsection, or provision to persons or circumstances other than those to which it is held invalid, shall not be affected thereby, unless the effect of such invalidity shall be to substantially frustrate the expectations of the Parties. 30. Survival. The provisions of this Agreement dealing with payment, indemnity, and forum for enforcement shall survive expiration or early termination of this Agreement. 31. Governing Law. This Agreement shall be governed by and interpreted under the laws of the State of California and the Parties submit to jurisdiction in the County of Orange in the event any action is brought in connection with this Agreement or the performance thereof. 32. Notices. 32.1 All notices under this Agreement must be in writing. Written notice shall be delivered by personal service, by electronic telecommunication, or sent by registered or certified mail, postage prepaid, return receipt requested, or by any other overnight delivery service which delivers to the noticed destination and provides proof of delivery to the sender. Rejection or other refusal to accept or the inability to deliver because of changed address for which no notice was given as provided hereunder shall be deemed to be receipt of the notice, demand, or request sent. All notices shall be effective when first received at the following addresses: OC San: Rob Thompson General Manager Orange County Sanitation District 10844 Ellis Avenue Fountain Valley, CA 92708 Rthompson@ocsan.gov Consultant: Scott C. Smith Partner Best Best & Krieger LLP 18101 Von Karman Avenue, Suite 1000 Irvine, CA 92612 scott.smith@bbklaw.com Professional Consultant Services Agreement 11 of 11 Specification No.CS-2024-1440BD Revision 022822 32.2 Each party shall provide the other party written notice of any change in address as soon as practicable. 33. Authority to Execute. The persons executing this Agreement on behalf of the Parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the Parties are formally bound. 34. Entire Agreement. This Agreement constitutes the entire agreement of the Parties and supersedes all prior written or oral communications and all contemporaneous oral agreements, understandings, and negotiations between the Parties with respect to the subject matter hereof. IN WITNESS WHEREOF, intending to be legally bound, the Parties hereto have caused this Agreement to be signed by their duly authorized representatives. ORANGE COUNTY SANITATION DISTRICT Dated: _________________ By: Chad P. Wanke Chair, Board of Directors Attest: _______________________ Kelly A. Lore, MMC Clerk of the Board Approved as to form: _____________________ Alex Ackerman Special Counsel, Alston & Bird BEST BEST & KRIEGER LLP Dated: _________________ By: Scott C. Smith, Partner EXHIBIT A Specification No. CS-2024-1440BD EXHIBIT A SCOPE OF WORK For General Legal Services EXHIBIT A Page 1 of 7 Specification No. CS-2024-1440BD EXHIBIT A SCOPE OF WORK GENERAL LEGAL SERVICES SPECIFICATION NO. CS-2024-1440BD EXECUTIVE SUMMARY/OVERVIEW The Orange County Sanitation District (OC San) operates the third largest wastewater agency west of the Mississippi River. Since 1954, we have safely collected, treated, and disposed of and/or reclaimed the wastewater generated by 2.6 million people living and working in central and northwestern Orange County, California. Each day we treat approximately 180 million gallons of wastewater, enough water to fill Anaheim stadium over two and a quarter times. About 80 percent of the wastewater comes from homes – sinks, toilets, showers, laundry, and dishwashers. The remaining come from businesses – retail stores, restaurants, manufacturers, hotels, offices, and other industries. OC San is a special district, governed by a 25-member Board of Directors. For the Fiscal Year 2022-23, OC San’s total Operating and Capital Improvement Program budget was $476.5 million. We employ a staff of over 600 employees in professional, administrative, technical, and trade occupations, managing the day-to-day activities of OC San, including, but not limited to, in areas of public works, contracts, environmental, air quality, real estate, and utility rates. We have a diverse workforce in various job classifications including plant operators, mechanics, electricians, engineers, scientists, accountants, construction inspectors, among many others. Our facilities include 388 miles of sewer pipes, located throughout the county, and two treatment plants (one in Fountain Valley, CA and the other in Huntington Beach, CA) where wastewater is treated in accordance with strict state and federal standards. A future Headquarters Complex building to house OC San’s administrative support departments is slated for completion in early 2024. Our employees are on duty protecting public health and the environment by ensuring the sewer system operates efficiently 24 hours a day, seven days a week, and 365 days a year. We take pride in providing quality service to our ratepayers. 1 PURPOSE OC San is seeking proposals (Proposals) from qualified legal firms (hereinafter referred to as “Consultant(s)”) to provide legal services on an as-needed basis. Proposals are solicited in accordance with the terms, conditions, and instructions set forth in the Request for Proposal (RFP). OC San intends to receive and evaluate Proposals from Consultants and enter into a Professional Services Agreement(s) (Agreement) for the legal services to be provided by the successful firm(s). OC San expects the Consultants providing legal services to be service-oriented, actively involved in the business of OC San, creative in finding solutions to matters, proactive in assisting OC San’s officials and staff mitigate risks and avoid legal pitfalls, and tenacious in defending against claims and lawsuits. OC San reserves the right to award an Agreement to a single firm for all the legal services requested or multiple Agreements to various firms for general services and/or specified areas of law listed in section 6, Areas of Law and Requirements, below. EXHIBIT A Page 2 of 7 Specification No. CS-2024-1440BD 2 BACKGROUND OC San currently has one firm providing legal services in all areas listed in section 6, Areas of Law and Requirements, below. Over recent years, OC San has conducted an effort to competitively solicit all current services to ensure OC San is receiving the best value and service available. OC San currently spends between $1.3 million to $1.8 million annually for legal services outlined in this RFP. In 2023, OC San conducted a solicitation to procure and award contracts for Human Resources legal services. The service covered under those agreements are not included in this solicitation. The following are some data of interest for Consultants. OC San • Has 49 active construction contracts valued at over $750 million • Annually issues over 5,000 purchase orders • Has over 100 air quality permits • Adopted 5-year rate increases in 2023 • Has a 10-year CIP budget of $3.1 billion 3 DESCRIPTION Through this RFP, OC San seeks qualified legal firms with local offices to act as OC San’s outside counsel to provide legal advice and defense on matters, including, but not limited to, general counsel, public works construction, environmental law, general contracts, utility rate setting, real estate and related matters, air quality law, and other legal advisory services on an as-needed basis. OC San may continue to employ attorneys who leave a firm selected under this RFP to complete any matters that are pending at the time the attorney leaves the employment of the firm, and OC San may continue to work with such attorney in new matters. Firms selected under this RFP shall cooperate in this respect. OC San may also hire attorneys outside this procurement when a legal matter requires specialized knowledge, experience, or capacity that the firms selected through this RFP do not possess. This RFP does not entitle any selected firm to obtain actual assignments from OC San. Whether or not a selected firm is given assignments depends on the nature of the matter, the qualifications of the selected firm(s), and the needs of OC San. OC San seeks legal services from qualified legal firm(s) with expertise in the areas of law detailed in section 6, Areas of Law and Requirements, below. The services shall be provided under the direction of OC San’s Board of Directors or the General Manager, or designee. Consultant shall be retained and compensated in accordance with the fee schedule attached to the Agreement. OC San reserves the right not to accept all terms of the fee schedule submitted by Consultant(s). Should a conflict of interest arise on an assignment, OC San may engage an alternative firm for such assignment. OC San makes no commitment or guarantee as to the services that may be requested or billable hours to be worked by Consultant. EXHIBIT A Page 3 of 7 Specification No. CS-2024-1440BD 4 QUALIFICATIONS Consultant and its attorneys must possess all active licenses and registrations necessary to practice law in the State of California. Further, it is required that Consultant has the experience and abilities listed below. • Consultants or their attorneys shall have at least 10 years’ experience providing legal services for special districts, municipalities, or other local public agencies in the areas of law specified below and for which they are submitting a Proposal, and the staff availability to meet OC San’s needs in a timely manner. • Substantial knowledge and experience in the interpretation of state, federal, and local laws and codes as they relate to special districts and wastewater agencies • Substantial experience in working with agencies and public boards with multi-million-dollar annual budgets • Substantial expertise and experience in all aspects of contract law as it pertains to the Public Contract Code and Government Code • Substantial knowledge of the Brown Act, Political Reform Act, and Government Code section 1090 • Demonstrated ability to speak clearly, concisely, and effectively in public • Skillful in relating easily and effectively with all members of the Board of Directors, General Manager, OC San staff, and the public 5 GENERAL REQUIREMENTS Consultant shall: • Adhere to the highest standards of fiscal, ethical responsibility and accountability • Provide quality service that meets OC San’s needs. This should be achieved through the Consultant’s experienced legal team, who shall demonstrate proficiency in the applicable areas of law specified in section 6, Areas of Law and Requirements, below; efficient use of workforce; material resources; and technology to deliver the requested services • Respond to inquiries from OC San within 24 hours of the initial contact and maintain reasonable availability to respond to requests and events of an emergent nature that expose OC San to serious potential legal liability • Be promptly available for telephone consultation and to render written opinions on given issues related to OC San business in a timely manner • Provide written and/or oral reports in a timely manner to the Board of Directors regarding status of any legal actions in which OC San is or may be involved. EXHIBIT A Page 4 of 7 Specification No. CS-2024-1440BD 6 AREAS OF LAW AND REQUIREMENTS a. General Counsel • Provide general legal advice • Provide advice on o wastewater business and administration o consulting and training services o Board policies and procedures o California Public Records Act • Provide interpretation of and advice on the Public Contract Code and Government Code as it pertains to business matters and public construction • Provide advice and assistance with Intergovernmental agreements, partnerships, and complex contracts, including drafting, reviewing, negotiating, and related litigation • Represent OC San in o inter-agency projects and other legal matters o administrative, litigation, and court proceedings • Maintain knowledge base of issues facing sewer and special districts and be prepared to offer advice and legal opinions in a timely manner • Prepare, review, consult, and approve contracts • Review and approve legislative documents for Board of Directors’ action items • Assess liability for Board of Directors and Elected Official issues • Work with other assigned OC San counsel as needed • Attend work sessions and regular Board meetings (open and closed sessions) and special Board meetings/workshops with the Board of Directors and staff when requested • Advise on Brown Act and Board agenda items • Report to and receive assignments from the General Manager or designee • Monitor and/or supervise litigation activity handled by other firms • Review citations for violations of OC San ordinances in accordance with criminal/civil law and procedures; prepare and try infractions, misdemeanors, and ordinance violations as required and requested by the General Manager • Represent and advise the Board of Directors as the governing body and all OC San officers in all matters of law pertaining to their offices • Represent and appear in legal proceedings for any current or former OC San Officer and/or employee for which such officer or employee is entitled by law to representation furnished by OC San • Investigate all claims and complaints by or against OC San and prepare civil cases and act as trial counsel as required and requested by the Board of Directors or General Manager • Oversee and manage OC San’s legal affairs ensuring that OC San’s policies and programs and activities of OC San’s employees and agents are carried out in compliance with all applicable laws and that the best interests of OC San are otherwise protected to the fullest extent possible • Attend, in-person or remotely, regular or special meetings of OC San and its duly appointed committees for which attendance is requested by the General Manager/Board Chair, unless excused by the General Manager/Board Chair • Attend Board meetings and be prepared to advise the Board of Directors and staff on matters on the agenda as well as parliamentary procedure and substantive issues that may arise EXHIBIT A Page 5 of 7 Specification No. CS-2024-1440BD • Attend in-person Executive Management meetings twice per month, unless excused by the General Manager • Conduct regular office hours at the OC San designated office. Preferred office hours are half a day four times a month, or as negotiated • Review agendas and conduct related consultation with OC San staff and members of the Board of Directors regarding the proper placement and/or description of business items on agendas • Review, analyze, redact, and/or develop written responses to California Public Records Act requests (Government Code section 6250 et seq.) • Other services as necessary b. Public Construction • Provide interpretation and advice on public works, including drafting, reviewing, negotiating, and litigating contracts in accordance with the Public Contract Code, Government Code, and other applicable codes • Provide advice and guidance on competitive bid requirements in accordance with the Public Contract Code, Government Code, and other applicable codes • Provide advice on labor compliance and reporting obligations • Provide advice and direction on public works and construction, including: o liability o construction claims and litigation o bid and contractor compliance • Provide advice and guidance as required on various construction and construction management delivery methods, such as CM, CM at Risk, CM Agency, Design-Build, Progressive Design Build, Design-Bid-Build, etc. • Advise OC San’s Bord of Directors, General Manager, and designated staff on various legal and construction issues • Demonstrate a track record for preparing documents and legal advice that will limit OC San’s exposure to litigation and change orders, and then minimizing the impact of change orders and effectively handling any potential post-construction litigation • Other public construction matters c. Environmental Law • California Environmental Quality Act (CEQA) • National Environmental Policy Act • Other applicable laws and regulations d. Air Quality • Rule Interpretation • Permitting o Case precedent consultation  Rule applicability (i.e., Supercritical Water Oxidation and Sewage Sludge Incineration Rule) o Lowest Achievable Emissions Rate/ Best Available Control Technology o CEQA, specific to permit issuance • SCAQMD/CARB/EPA Enforcement: Title V, non-Title V, and Mobile/Portable Sources o Notice of Violation Settlement Agreements o Supplemental Environmental Projects EXHIBIT A Page 6 of 7 Specification No. CS-2024-1440BD o Variances before SCAQMD Hearing Board o Order of Abatement o Compliance Risk Analyses o Legal Guidance Memos  Auditing/self-reporting • Other applicable laws and regulations e. Utility Rate Setting • Taxes • Assessments • Fees • Proposition 218 • Other financial advice f. Real Estate and Related Matters • Acquisition/disposal • Leases • Eminent domain • Easements • Right of Way • Encroachments • Permits • Other related agreements and negotiations g. General Contracts • Risk transfer provisions • Advice and counsel on contract term negotiation • Contract form and template updates • Other contract matters 7 DELIVERABLES a. Invoices • Consultant shall issue detailed monthly invoices to OC San, which shall include a detailed description of services, date(s) of service, billed hours, hourly rate, attorney’s name, and details regarding any additional costs incurred. Consultant shall also include a summary page of the key areas reflecting the overall time and cost. • Invoices shall be submitted electronically in a format that can be uploaded and sorted. b. Reports • Consultant shall prepare and submit to OC San monthly and as requested reports concerning the outcome of Consultant’s performance of the services rendered. • Consultant shall provide ongoing and as requested written status updates to the General Manager or designee on all litigated matters. • Reports shall be submitted electronically in a format that can be uploaded and sorted. EXHIBIT A Page 7 of 7 Specification No. CS-2024-1440BD c. Meetings • Consultant shall attend quarterly meetings with OC San’s General Manager or designee to review current status of open tasks. • Consultant shall attend OC San’s Committee and Board meetings as requested and provide updates and/or legal advice during the meetings. EXHIBIT B Specification No. CS-2024-1440BD EXHIBIT B TECHNICAL PROPOSAL AND COST PROPOSAL For General Legal Services bbklaw.com Proposal for General Legal Services Orange County Sanitation District March 7, 2024 Best Best & Krieger LLP Scott C. Smith Scott.Smith@bbklaw.com BBK has provided Exhibit B Rate Schedule for the following Areas of Law: General Counsel (General and Special Services) Public Construction (General and Special Services) Environmental Law Air Quality Utility Rate Setting Real Estate and Related Matters General Contracts (General and Special Services) Proposed Roster Please note that BBK will update this roster on an annual basis: Area of Law Attorney Title General Counsel Scott Smith Partner General Counsel Mal Richardson Partner General Counsel Ryan Baron Partner General Counsel Sonia Carvalho Partner Public Construction Rebecca Chaparro Partner Public Construction Michael Maurer Partner Environmental Law Andre Monette Partner Environmental Law Alisha Winterswyk Partner Environmental Law Ryan Baron Partner Air Quality Wendy Wang Partner Air Quality Ryan Baron Partner Utility Rate Setting Lutfi Kharuf Partner Real Estate & Related Matters Glen Price Partner Real Estate & Related Matters Nancy Park Partner General Contracts Scott Smith Partner General Contracts Sonia Carvalho Partner General Contracts Mal Richardson Partner Cost of Living Adjustment We are happy to discuss mutually agreed upon adjustments whenever necessary. In addition, on July 1, 2025, and each July 1st thereafter, all hourly rates and amounts will be increased for the change in the cost of living for the prior calendar year, as shown by the U.S. Department of Labor in its All Urban Consumers Index set forth for the Los Angeles-Long Beach-Anaheim area. Exhibit B Rate Schedule - Introduction Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $360 Director (equivalent of Partner) Partner On attached roster $360 Principal Shareholder Of Counsel Of Counsel $360 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $310 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable PRA/ARC Team* $230 Other, if applicable Other, if applicable Task/Cost Rate *Note: PRA/ARC team consists of attorneys, paralegals, law clerks and analysts. Area of Law General Counsel - General Services Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD The Advanced Records Center (ARC) team handles PRA requests and processing as well as policy drafting if needed. Policy drafting includes reviewing, assessing and updating records-related policies to reflect current legal standards and best practices. The following legal services are excluded from the General Counsel - General Services pricing (these services are included in the General Counsel - Special Services pricing sheet): 2. Labor relations and employment matters. 3. Non-routine real estate matters (e.g., deed or title work). 4. Land acquisition and disposal matters (including pre-condemnation). 5. Taxes, fees and charges matters (e.g., Prop. 218 and Mitigation Fee Act). 6. Public construction disputes. 7. Non-routine contract negotiation matters (including "off-template" non-BBK agreements). 8. Non-routine land use and development matters (including development agreements). 9. Environmental matters (e.g., CEQA, NEPA, endangered species). 10. Toxic substances matters. 12. Water quality (stormwater, NPDES). 13. Water law matters. 17. Other matter mutually agreed upon between BBK and the District. 15. Tax and ERISA related matters, employee and retirement benefits. General Counsel - General Services Area of Law 1. Litigation, claims and substantial exposure to litigation as defined in the Brown Act, including formal administrative or other adjudicatory hearing matters. 14. Public utility matters (e.g., electric, natural gas, telecommunications, water, rail or transit that involve state or federal regulatory issues). 11. Renewable energy and energy efficiency project contracts and power purchase agreements. 16. Intergovernmental Relations and Advocacy efforts (e.g. legislative and regulatory representation) at the federal and state level. Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate General Counsel - Special Services Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD Area of Law pricing: 2. Labor relations and employment matters. 3. Non-routine real estate matters (e.g., deed or title work). 4. Land acquisition and disposal matters (including pre-condemnation). 5. Taxes, fees and charges matters (e.g., Prop. 218 and Mitigation Fee Act). 6. Public construction disputes. 7. Non-routine contract negotiation matters (including "off-template" non-BBK agreements). 8. Non-routine land use and development matters (including development agreements). 9. Environmental matters (e.g., CEQA, NEPA, endangered species). 10. Toxic substances matters. 12. Water quality (stormwater, NPDES). 13. Water law matters. 17. Other matter mutually agreed upon between BBK and the District. 15. Tax and ERISA related matters, employee and retirement benefits. General Counsel - Special Services Area of Law 1. Litigation, claims and substantial exposure to litigation as defined in the Brown Act, including formal administrative or other adjudicatory hearing matters. 14. Public utility matters (e.g., electric, natural gas, telecommunications, water, rail or transit that involve state or federal regulatory issues). The following legal services are included in General Counsel - Special Services 11. Renewable energy and energy efficiency project contracts and power purchase agreements. 16. Intergovernmental Relations and Advocacy efforts (e.g. legislative and regulatory representation) at the federal and state level. Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate NOTE: Contract review for on-template contracts and District forms will be billed at our General Counsel rates. Area of Law Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD Public Construction Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate Area of Law Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD Environmental Law Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate Area of Law Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD Air Quality Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate Area of Law Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD Utility Rate Setting Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate Area of Law Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD Real Estate and Related Matters Personnel Role (or equivalent)Title Name Hourly Rate Lead Director (equivalent of Partner) Partner On attached roster $450 Director (equivalent of Partner) Partner On attached roster $450 Principal Shareholder Of Counsel Of Counsel $450 Senior Counsel Partner Senior Associate Mid-level Associate Associate Associate $350 Law Clerk Law Clerk $180 Paralegal Paralegal $180 Subconsultant/Subcontractor Administrative Support Staff Other, if applicable Municipal Analyst $180 Other, if applicable Research Analyst $180 Other, if applicable Litigation Analyst $180 Other, if applicable Other, if applicable Other, if applicable Task/Cost Rate NOTE: Contract review for on-template contracts and District forms will be billed at our General Counsel rates. Area of Law Exhibit B Rate Schedule (Upload file separately from Response File) General Legal Services Specification No. CS-2024-1440BD General Contracts STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3687 Agenda Date:6/26/2024 Agenda Item No:25. FROM:Robert Thompson, General Manager Originator: Lorenzo Tyner, Assistant General Manager SUBJECT: PROFESSIONAL CONSULTANT SERVICES AGREEMENT FOR GENERAL LEGAL SERVICES IN THE AREAS OF ENVIRONMENTAL LAW AND AIR QUALITY GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve a Professional Consultant Services Agreement with Allen Matkins Leck Gamble Mallory & Natsis LLP for General Legal Services in the areas of Environmental Law and Air Quality, Specification No.CS-2024-1440BD,for the period beginning July 1,2024 through June 30,2029 with one (1) optional five-year renewal. BACKGROUND In September 2023,the Steering Committee established the General Legal Services Ad Hoc Committee to review the current general legal services contract,the policy and process surrounding the contract, and to potentially bid general counsel legal services. The current general legal counsel,Woodruff and Smart,has been serving Orange County Sanitation District (OC San)since 1975.An informal competitive solicitation process was conducted in 2005, resulting in the incumbent being awarded a contract for the services,with Bradley R.Hogin named as Principal General Counsel.In 2008,the agreement was amended to annually adjust rates by Consumer Price Index. RELEVANT STANDARDS ·Comply with applicable employment and labor laws ·Ensure the public’s money is wisely spent ·Maintain positive employer-employee relations ·Provide a safe and collegial workplace PROBLEM A solicitation for general legal counsel services has not been conducted since 2005.The Steering Committee requested that the General Legal Services Ad Hoc Committee evaluate the need to conduct a formal solicitation for general legal counsel services. Orange County Sanitation District Printed on 6/19/2024Page 1 of 6 powered by Legistar™ File #:2024-3687 Agenda Date:6/26/2024 Agenda Item No:25. PROPOSED SOLUTION Approve a Professional Consultant Services Agreement with Allen Matkins Leck Gamble Mallory & Natsis LLP (Allen Matkins)for General Legal Services in the areas of Environmental Law and Air Quality as backup to Best Best & Krieger LLP in the event of conflicts or other complications. Approval of a Professional Consultant Services Agreement with Best Best &Krieger LLP for Legal Services for General Counsel and all other areas of law will be recommended in a separate agenda item. TIMING CONCERNS The RFP process was initiated in February 2024 and completed in June 2024,resulting in two (2) legal firms being identified for consideration by the Board of Directors to provide legal services. RAMIFICATIONS OF NOT TAKING ACTION Without approval of the agreement,access to legal guidance and consultation from this firm on environmental and air quality matters will be delayed. PRIOR COMMITTEE/BOARD ACTIONS N/A ADDITIONAL INFORMATION A Request for Proposal was issued on February 8,2024,via PlanetBids.Proposals were due on March 7,2024.OC San received nine (9)proposals which are valid for 180 calendar days from proposal submittal date. The following firms submitted proposals: •Aleshire & Wynder, LLP •Allen Matkins •BDG Law Group •Best Best & Krieger LLP •Burke, Williams & Sorenson, LLP •Hanson Bridgett LLP •Richard D. Jones •Rutan & Tucker, LLP •Woodruff & Smart Firms were able to submit proposals on the following areas of law: •General Counsel •Public Construction •Environmental Law •Air Quality •Utility Rate Setting Orange County Sanitation District Printed on 6/19/2024Page 2 of 6 powered by Legistar™ File #:2024-3687 Agenda Date:6/26/2024 Agenda Item No:25. •Real Estate Matters and Related Matters •General Contract The table below shows the areas of law that each firm submitted a proposal on: Area of Law Aleshir e & Wynder , LLP Allen Matkin s BDG Law Group Best Best & Krieger LLP Burke, William s & Sorens on, LLP Hanson Bridge tt LLP Richard D. Jones Rutan & Tucker, LLP Woodr uff & Smart General Counsel X X X X X X X Public Construction X X X X X X X X Environmental Law X X X X X X X X X Air Quality X X X X X X X X Utility Rate Setting X X X X X X X Real Estate & Related Matters X X X X X X X X X General Contract X X X X X X X X All proposals were reviewed by OC San’s Purchasing Division (Purchasing)and deemed responsive. The evaluation process then consisted of three rounds: Round 1 -Evaluation of written proposals Round 2 -Staff interviews on all areas of law •Second interviews for General Counsel area of law by the Steering Committee. Round 3 -Offered rates and reference checks Individual scoring was the chosen method of evaluation for this procurement on each area of law,in each round. Round 1 - Evaluation of Written Proposals Prior to receipt of proposals,an evaluation team was formed consisting of Assistant General Manager (non-scorer),Director of Finance,Director of Environmental Services,and Director of Engineering.The team was chaired by a Purchasing representative as a non-voting member.On March 12,2024,an evaluation kick-off meeting was held with the evaluation team to discuss the policies and procedures of the evaluation process. Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Engagement Management 15% 2. Qualifications of Firm 35% 3. Staffing Qualifications 50% Members of the team performed an independent review of the proposals for each area of law.After Orange County Sanitation District Printed on 6/19/2024Page 3 of 6 powered by Legistar™ File #:2024-3687 Agenda Date:6/26/2024 Agenda Item No:25. Members of the team performed an independent review of the proposals for each area of law.After the individual scoring,the evaluators met as a group with the Buyer to discuss their preliminary scores and discuss any questions/concerns they had.Detailed scoring for each criterion can be found in attached. Area of Law Aleshire & Wynder, LLP Allen Matkins BDG Law Group Best Best & Krieger LLP Burke, William s & Sorenso n, LLP Hanson Bridgett LLP Richard D. Jones Rutan & Tucker, LLP Woodru ff & Smart General Counsel 54.8%--77.7%77.1%77.0%64.0%67.6%74.5% Public Construction 33.8%-67.0%71.3%70.3%73.0%39.3%38.8%69.6% Environmental Law 33.8%78.8%62.3%70.5%70.7%67.0%37.9%40.2%69.6% Air Quality 32.7%68.3%-66.7%59.0%72.5%37.9%37.3%27.0% Utility Rate Setting 33.8%--72.8%73.7%67.2%37.9%37.3%73.8% Real Estate & Related Matters 39.7%80.2%69.7%71.4%73.2%69.0%39.3%34.5%70.3% General Contract 39.5%-66.8%71.9%74.6%71.6%44.4%43.0%71.0% The top firms in each area of law were selected to move on to round 2 of the evaluation process: Area of Law Aleshir e & Wynder , LLP Allen Matkin s BDG Law Group Best Best & Krieger LLP Burke, William s & Sorens on, LLP Hanson Bridge tt LLP Richard D. Jones Rutan & Tucker, LLP Woodr uff & Smart General Counsel X X X X X X Public Construction X X X X Environmental Law X X X X Air Quality X X X Utility Rate Setting X X X Real Estate & Related Matters X X X General Contract X X X X Orange County Sanitation District Printed on 6/19/2024Page 4 of 6 powered by Legistar™ File #:2024-3687 Agenda Date:6/26/2024 Agenda Item No:25. Round 2 - Interviews Scoring reset for Round 2 and the evaluation team for the interviews in all areas of law remained the same as in Round 1.The interviews were conducted on the week of May 6,2024 and each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Presentation 10% 2. Engagement Management 15% 3. Qualifications of Firm 30% 4. Staffing Qualifications 45% Area of Law Allen Matkins Best Best & Krieger LLP Burke, Williams & Sorenso n, LLP Hanson Bridgett LLP Richard D. Jones Rutan & Tucker, LLP Woodru ff & Smart General Counsel 84.4%75.2%74.2%61.5%71.3%68.4% Public Construction 83.1%70.9%74.7%64.9% Environmental Law 83.1%83.2%64.7%70.5% Air Quality 84.6%83.1%76.6% Utility Rate Setting 85.8%70.9%69.5% Real Estate & Related Matters 84.1%83.6%74.3% General Contract 81.9%74.4%74.4%71.3% The top firms for each area of law,excluding General Counsel,were advanced to Round 3 of the evaluation process.The process for General Counsel followed additional steps not relevant to this item. Round 3 - Offered Rates and Reference Checks Round 3 of the evaluation process was to compare the rates offered by each firm in their respective areas of law,and to conduct reference surveys for each firm.The evaluation criteria considered the interview scoring from Round 2 and was as follows: CRITERION WEIGHT 1. Interview 80% 2. Offered Rates 10% 3. References 10% Area of Law Allen Matkins Best Best & Krieger LLP Burke, Williams & Sorenso n, LLP Hanson Bridgett LLP General Counsel 89.6% Public Construction 86.4%78.4% Environmental Law 80.8%86.5% Air Quality 80.2%86.4% Utility Rate Setting 85.8%76.6% Real Estate & Related Matters 82.8%86.8% General Contract 82.7%79.4%75.0% Orange County Sanitation District Printed on 6/19/2024Page 5 of 6 powered by Legistar™ File #:2024-3687 Agenda Date:6/26/2024 Agenda Item No:25. Area of Law Allen Matkins Best Best & Krieger LLP Burke, Williams & Sorenso n, LLP Hanson Bridgett LLP General Counsel 89.6% Public Construction 86.4%78.4% Environmental Law 80.8%86.5% Air Quality 80.2%86.4% Utility Rate Setting 85.8%76.6% Real Estate & Related Matters 82.8%86.8% General Contract 82.7%79.4%75.0% All proposals were accompanied by a sealed rate sheet.Only the rate sheets for the firms in Round 3 were opened. Based on these results,staff recommends approving a Professional Consultant Services Agreement with Allen Matkins for General Legal Services in the areas of Environmental Law and Air Quality due to a more likely prospect of conflict or other complication limiting legal services by the proposed General Counsel.The term of these agreements will begin July 1,2024 through June 30,2029,with one (1) optional five-year renewal. Approval of a Professional Consultant Services Agreement with Best Best and Krieger for Legal Services for General Counsel and all other areas of law will be recommended in a separate agenda item. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget FY 2024-25 and 2025-26,Section 5,Page 6,Legal)and the budget is sufficient for the recommended action. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Detailed Scoring ·Professional Consultant Services Agreement Orange County Sanitation District Printed on 6/19/2024Page 6 of 6 powered by Legistar™ Detailed Scoring General Legal Services: CS-2024-1440BD Round 1 – Evaluation of Written Proposals Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Engagement Management 15% 2. Qualifications of the Firm 35% 3. Staff Qualifications 50% Scores shown in Round 1 are rounded to the nearest whole number. General Counsel Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - - 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 20% - - 26% 26% 26% 21% 23% 26% Staff Qualifications 50% 28% - - 39% 39% 41% 33% 36% 39% Total 100% 55% - - 78% 77% 77% 64% 68% 75% Public Construction Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & Tu c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 12% - 22% 23% 23% 26% 12% 12% 25% Staff Qualifications 50% 15% - 34% 35% 35% 37% 17% 18% 35% Total 100% 34% - 67% 71% 70% 73% 39% 39% 70% Environmental Law Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% 12% 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 12% 26% 21% 23% 24% 23% 12% 13% 25% Staff Qualifications 50% 15% 41% 30% 35% 35% 34% 16% 18% 35% Total 100% 34% 79% 62% 71% 71% 67% 38% 40% 70% Air Quality Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% 12% 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 11% 23% 0% 22% 19% 24% 12% 12% 7% Staff Qualifications 50% 15% 33% 0% 32% 28% 38% 16% 16% 10% Total 100% 33% 68% 11% 67% 59% 72% 38% 37% 27% Utility Rate Setting Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w Gr o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - - 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 12% - - 24% 24% 23% 12% 12% 26% Staff Qualifications 50% 15% - - 36% 38% 34% 16% 16% 38% Total 100% 34% - - 73% 74% 67% 38% 37% 74% Real Estate and Related Matters Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% 12% 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 14% 27% 24% 22% 24% 24% 12% 11% 24% Staff Qualifications 50% 19% 41% 35% 36% 37% 35% 17% 15% 36% Total 100% 40% 80% 70% 71% 73% 69% 39% 35% 70% General Contracts Criteria Weight Al e s h i r e & Wy n d e r , L L P Al l e n M a t k i n s BD G L a w G r o u p Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Engagement Management 15% 7% - 11% 13% 12% 10% 10% 9% 10% Qualifications of Firm 35% 14% - 23% 24% 25% 26% 14% 14% 25% Staff Qualifications 50% 18% - 34% 35% 38% 36% 20% 20% 36% Total 100% 39% - 67% 72% 75% 72% 44% 43% 71% Round 2 – Interviews Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Presentation 10% 2. Engagement Management 15% 3. Qualifications of the Firm 30% 4. Staff Qualifications 45% General Counsel Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% 7.2% 6.2% 7.2% 7.0% Engagement Management 15% - 12.8% 11.4% 11.1% 8.4% 10.0% 9.5% Qualifications of Firm 30% - 25.5% 22.0% 21.0% 18.0% 20.7% 20.0% Staff Qualifications 45% - 37.1% 34.5% 34.9% 28.9% 33.4% 31.9% Total 100% - 84.4% 75.2% 74.2% 61.5% 71.3% 68.4% Public Construction Criteria Weight Al l e n Ma t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% 7.2% - - 7.0% Engagement Management 15% - 12.8% 11.4% 11.1% - - 9.5% Qualifications of Firm 30% - 24.5% 23.0% 21.5% - - 21.0% Staff Qualifications 45% - 36.8% 29.2% 34.9% - - 27.4% Total 100% - 83.1% 70.9% 74.7% - - 64.9% Environmental Law Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% 8.5% 9.0% 7.3% - - - 7.0% Engagement Management 15% 12.4% 12.8% 11.4% - - - 9.5% Qualifications of Firm 30% 24.0% 25.0% 17.5% - - - 22.5% Staff Qualifications 45% 38.3% 36.4% 28.5% - - - 31.5% Total 100% 83.1% 83.2% 64.7% - - - 70.5% Air Quality Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% 8.5% 9.0% - 7.2% - - - Engagement Management 15% 12.4% 12.8% - 11.1% - - - Qualifications of Firm 30% 25.5% 24.5% - 23.0% - - - Staff Qualifications 45% 38.2% 36.8% - 35.3% - - - Total 100% 84.6% 83.1% - 76.6% - - - Utility Rate Setting Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% - - - 7.0% Engagement Management 15% - 12.8% 11.4% - - - 9.5% Qualifications of Firm 30% - 25.0% 21.5% - - - 21.5% Staff Qualifications 45% - 39.0% 30.7% - - - 31.5% Total 100% - 85.8% 70.9% - - - 69.5% Real Estate and Related Matters Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% 8.5% 9.0% 7.3% - - - - Engagement Management 15% 12.4% 12.8% 11.4% - - - - Qualifications of Firm 30% 25.0% 25.0% 21.5% - - - - Staff Qualifications 45% 38.2% 36.8% 34.1% - - - - Total 100% 84.1% 83.6% 74.3% - - - - General Contracts Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Ri c h a r d D . J o n e s Ru t a n & T u c k e r , LL P Wo o d r u f f & Sm a r t Presentation 10% - 9.0% 7.3% 7.2% - - 7.0% Engagement Management 15% - 12.8% 11.4% 11.1% - - 9.5% Qualifications of Firm 30% - 24.5% 23.5% 22.0% - - 22.5% Staff Qualifications 45% - 35.6% 32.2% 34.1% - - 32.3% Total 100% - 81.9% 74.4% 74.4% - - 71.3% General Counsel firms were then interviewed by the Steering Committee using the following criteria: CRITERION WEIGHT 1. Presentation 10% 2. Questions 90% General Counsel Criteria Weight Best Best & Krieger LLP Burke, Williams & Sorenson, LLP Hanson Bridgett LLP Presentation 10% 8.7% 4.6% 7.0% Questions 90% 78.3% 43.9% 58.5% Total 100% 87.0% 48.5% 65.5% Round 3 – Offered Rates and References Each area of law was evaluated based on the following criteria: CRITERION WEIGHT 1. Interview 80% 2. Offered Rates 10% 3. References 10% General Counsel Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n Br i d g e t t LL P Interview 80% 69.6% Offered Rates 10% 10.0% References 10% 10.0% Total 100% 89.6% Public Construction Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 66.4% 59.7% Offered Rates 10% 10.0% 8.9% References 10% 10.0% 9.8% Total 100% 86.4% 78.4% Environmental Law Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 66.5% 66.5% Offered Rates 10% 4.3% 10.0% References 10% 10.0% 10.0% Total 100% 80.8% 86.5% Air Quality Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 67.7% 66.4% Offered Rates 10% 2.5% 10.0% References 10% 10.0% 10.0% Total 100% 80.2% 86.4% Utility Rate Setting Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 68.7% 56.7% Offered Rates 10% 7.1% 10.0% References 10% 10.0% 9.9% Total 100% 85.8% 76.6% Real Estate and Related Matters Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 67.3% 66.8% Offered Rates 10% 5.5% 10.0% References 10% 10.0% 10.0% Total 100% 82.8% 86.8% General Contracts Criteria Weight Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P Interview 80% 65.6% 59.5% 59.5% Offered Rates 10% 7.1% 10.0% 5.7% References 10% 10.0% 9.9% 9.8% Total 100% 82.7% 79.4% 75.0% The costs shown below were the offered rates for the lead partner in each area of law. Area of Law Al l e n M a t k i n s Be s t B e s t & Kr i e g e r L L P Bu r k e , W i l l i a m s & So r e n s o n , L L P Ha n s o n B r i d g e t t LL P General Counsel $360.00 Public Construction $450.00 $500.00 Environmental Law $706.00 $450.00 Air Quality $787.00 $450.00 Utility Rate Setting $450.00 $350.00 Real Estate & Related Matters $652.00 $450.00 General Contract $450.00 $350.00 $500.00 Professional Consultant Services Agreement 1 of 12 Specification No.CS-2024-1440BD Revision 022822 PROFESSIONAL CONSULTANT SERVICES AGREEMENT General Legal Services Specification No. CS-2024-1440BD This PROFESSIONAL CONSULTANT SERVICES AGREEMENT (hereinafter referred to as “Agreement”) is made and entered into as of the date fully executed below, by and between Orange County Sanitation District (hereinafter referred to as “OC San”) and Allen Matkins Leck Gamble Mallory & Natsis LLP (hereinafter referred to as “Consultant”), and collectively referred to herein as the “Parties.” R E C I T A L S WHEREAS, OC San desires to obtain general legal services as described in Exhibit “A” attached hereto and incorporated herein by this reference (“Services”); and WHEREAS, Consultant is qualified to provide the Services by virtue of possessing law licenses, experience, training, and expertise; and WHEREAS, OC San desires to engage Consultant to render the Services as provided herein; and WHEREAS, OC San selected Consultant to provide the Services in accordance with OC San’s current Purchasing Ordinance; and WHEREAS, on June 26, 2024, OC San’s Board of Directors, by minute order, authorized execution of this Agreement. NOW, THEREFORE, in consideration of the above recitals and the mutual promises and benefits specified below, the Parties agree as follows: 1. General. 1.1 This Agreement and all exhibits hereto are made by OC San and the Consultant. 1.2 The following exhibits, in order of precedence, are incorporated by reference and made part of this Agreement. Exhibit “A” – Scope of Work Exhibit “B” – Statement of Qualifications and Rate Schedule(s) Exhibit “C” – Determined Insurance Requirement Form Exhibit “D” – Contractor Safety Standards Exhibit “E” – Human Resources Policies 1.3 In the event of any conflict or inconsistency between the provisions of this Agreement and any of the provisions of the exhibits hereto, the provisions in the Agreement shall control and thereafter the provisions in the document highest in precedence shall be controlling. 1.4 Except as expressly provided otherwise, OC San accepts no liability for any expenses, losses, or actions incurred or undertaken by Consultant as a result of work performed in anticipation of purchases of the Services by OC San. Professional Consultant Services Agreement 2 of 12 Specification No.CS-2024-1440BD Revision 022822 1.5 Work Hours: The work required under the Agreement may include normal business hours, evenings, and weekends. All work or meetings with OC San staff shall be scheduled Monday through Friday, between the hours of 8:00 a.m. and 4:30 p.m. OC San will not pay for travel time. 1.6 Days: Shall mean calendar days, unless otherwise noted. 1.7 OC San holidays (non-working days) are as follows: New Year’s Day, Martin Luther King, Jr. Day, Presidents’ Day, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day, Day after Thanksgiving, Christmas Eve, and Christmas Day. 1.8 The provisions of this Agreement may be amended or waived only by an amendment executed by authorized representatives of both Parties. 1.9 The various headings in this Agreement are inserted for convenience only and shall not affect the meaning or interpretation of this Agreement or any paragraph or provision hereof. 2. Scope of Work. 2.1 Consultant shall provide the Services identified in Exhibit “A” in a competent, professional, and satisfactory manner in accordance with generally accepted industry and professional standards, including fiduciary standards, ethical practices, and standards of care and competence for its trade/profession. 2.2 Modifications to Scope of Work. OC San shall have the right to modify the Scope of Work at any time. All modifications must be made by an amendment signed by both Parties. 2.3 Performance. Time is of the essence in the performance of the provisions hereof. 3. Agreement Term. 3.1 The term of this Agreement shall be for five (5) years commencing on the effective date of the Notice to Proceed. 3.2 Renewals. At its sole discretion, OC San may exercise the option to renew this Agreement for up to one (1) five-year period. This Agreement may be renewed by an OC San Purchase Order. OC San shall have no obligation to renew the Agreement nor to give a reason if it elects not to renew it. 3.3 Extensions. The term of this Agreement may be extended only by an amendment signed by both Parties. 4. Compensation. 4.1 As compensation for the Services provided under this Agreement, OC San shall compensate Consultant for the reasonable time Consultant’s attorneys, paralegals, and applicable administrative support staff spend on OC San matters based on the applicable hourly rates in effect at the time the work is performed. The current hourly rates for Consultant’s attorneys, paralegals, and applicable administrative support staff are listed on the Rate Schedule(s) attached hereto as Exhibit “B”. 4.2 Adjustment. Consultant may adjust the hourly rates once every 12-month period during the term of the Agreement. Such adjustments shall not exceed the percentage Professional Consultant Services Agreement 3 of 12 Specification No.CS-2024-1440BD Revision 022822 increase in the Consumer Price Index for the Los Angeles-Orange County Metropolitan area. 4.3 Costs and Disbursements. OC San shall compensate Consultant for costs and disbursements Consultant incurs and pays on OC San’s behalf, including filing fees, computerized legal research, facsimiles, long distance telephone calls, photocopying, shipping, etc. Such costs and disbursements shall be itemized in Consultant’s invoices and shall be compensated at cost. 5. Payments and Invoicing. 5.1 OC San shall pay itemized invoices submitted monthly for work completed in accordance with Exhibit “A” and consistent with Exhibit “B” thirty (30) days from receipt of the invoice and after approval by OC San’s Project Manager or designee. OC San shall be the determining party, in its sole discretion, as to whether the Services have been satisfactorily completed. 5.2 Consultant shall submit its invoices to OC San Accounts Payable by electronic mail to APStaff@OCSan.gov. In the subject line include “INVOICE” and the Purchase Order Number. 6. Key Personnel. Personnel, as provided in Exhibit “B,” are considered “key” to the work under this Agreement and will be available for the term of the Agreement. No person designated as key under this Agreement shall be removed or replaced without prior written consent of OC San. If OC San asks Consultant to remove a person designated as key under this Agreement, Consultant agrees to do so immediately regardless of the reason, or the lack of reason, for OC San’s request. Consultant shall assign only competent personnel to perform Services under this Agreement. 7. Ownership of Documents. All reports, records, documents, memoranda, correspondence, computations, and other materials prepared by Consultant, its employees, subconsultants, and agents in the performance of this Agreement shall be the property of OC San and shall be promptly delivered to OC San upon request of OC San’s Project Manager or designee or upon the termination of this Agreement and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by OC San of its full rights of ownership of the documents and materials hereunder. Any use of such completed documents for other projects and/or use of incomplete documents without specific written authorization by the Consultant will be at OC San’s sole risk and without liability to Consultant. Consultant shall ensure that all its contracts with its subconsultants/subcontractors provide for assignment to OC San of any documents or materials prepared by them. 8. Ownership of Intellectual Property. 8.1 Consultant agrees that all reports, memoranda, investigations, training materials, and all other information and items made during the course of this Agreement and arising from the Services (hereinafter referred to as “New Developments”) shall be and are assigned to OC San as its sole and exclusive property. 8.2 Consultant agrees to promptly disclose to OC San all such New Developments. Upon OC San’s request, Consultant agrees to assist OC San, at OC San’s expense, to obtain patents or copyrights for such New Developments, including the disclosure of all pertinent information and data with respect thereto, the execution of all applications, specifications, assignments, and all other instruments and papers which OC San shall Professional Consultant Services Agreement 4 of 12 Specification No.CS-2024-1440BD Revision 022822 deem necessary to apply for and to assign or convey to OC San, its successors and assigns, the sole and exclusive right, title, and interest in such New Developments. Consultant agrees to obtain or has obtained written assurances from its employees and contract personnel of their agreement to the terms hereof regarding New Developments and confidential information. 8.3 Consultant warrants that Consultant will have good title to any New Developments and the right to assign New Developments to OC San free of any proprietary rights of any other party or any other encumbrance whatever. 8.4 The originals of all computations, drawings, designs, graphics, studies, reports, manuals, photographs, videotapes, data, computer files, and other documents prepared or caused to be prepared by Consultant or its subconsultants/subcontractors in connection with the Services hereunder shall be delivered to and shall become the exclusive property of OC San. OC San may utilize such documents, at its own risk, for OC San’s applications on other projects or extensions of this project. 9. Right to Review Services, Facilities, and Records. 9.1 OC San reserves the right to review any portion of the Services performed by Consultant under this Agreement and Consultant agrees to cooperate to the fullest extent possible in such endeavor. 9.2 Consultant shall furnish to OC San such reports, statistical data, and other information pertaining to Consultant’s Services as shall be reasonably required by OC San to carry out its rights and responsibilities under its agreements with its bondholders or noteholders and any other agreement relating to the development of the project(s) and in connection with the issuance of its official statements and other prospectuses with respect to the offering, sale, and issuance of its bonds and other obligations. 9.3 The right of OC San to review or approve procedures, instructions, reports, schedules, or other data that are developed by Consultant shall not relieve Consultant of any obligation set forth herein. 10. Conflict of Interest and Reporting. 10.1 Consultant shall, at all times, avoid conflicts of interest or appearance of conflicts of interest in performance of this Agreement. 10.2 Consultant affirms that, to the best of its knowledge, there exists no actual or potential conflict between Consultant’s families, business, or financial interest and the Services under this Agreement and in the event of change in either its private interests or Services under this Agreement, it shall raise with OC San any question regarding possible conflict of interest which may arise as a result of such change. 10.3 Forward-Looking Waiver. In order to represent OC San, OC San has agreed to provide Consultant a forward-looking waiver for its representation of any of Consultant’s other clients ("Consultant Clients") in all matters adverse to OC San, of any kind or character, except for litigation, arbitration, or similarly disputed matters which will be subject to separate request. In connection with this forward-looking conflict of interest waiver, to the extent that the applicable ethical rules governing attorneys allow the acceptance of such engagements with a client’s consent, it will not be necessary to receive the further informed written consent from OC San for any subsequent specific allowed matter on behalf of any Consultant Clients. This conflict of interest waiver shall apply to each future circumstance and matter in which Consultant Clients are adverse Professional Consultant Services Agreement 5 of 12 Specification No.CS-2024-1440BD Revision 022822 to OC San which are permitted by this provision. Should OC San elect to revoke this waiver, OC San agrees that Consultant has the right to immediately withdraw from representing OC San in all matters. Consultant hereby requests and OC San hereby provides informed written consent to this forward-looking conflict waiver pursuant to the provisions of Rule 1.7 of the California Rules of Professional Conduct. Consultant agrees that it will not share the confidential information of OC San with other Consultant Clients with interests adverse to OC San, or vice versa, and will not use such confidential information to OC San’s material disadvantage. In considering the request for this forward-looking conflict waiver, OC San acknowledges that it is fully informed regarding the legal implications of this request. Consultant strongly encourages OC San to consult with independent legal counsel concerning the law and the scope of the request set forth in this provision. By signing this Agreement, OC San acknowledges and agrees, to the extent permitted under Rule 1.7 and any other applicable Rule of Professional Conduct, to waive any conflicts of interest that may arise under this forward-looking waiver, and will not directly or indirectly seek to disqualify Consultant, or support such disqualification, or seek discipline or sanctions against Consultant, as a result of the potential or actual forward-looking conflicts of interest which are waived herein. 11. Audit Rights. Consultant agrees that, during the term of this Agreement and for a period of three (3) years after its expiration or termination, OC San shall have access to and the right to examine any directly pertinent books, documents, and records of Consultant relating to the invoices submitted by Consultant pursuant to this Agreement. 12. Contractor Safety Standards and Human Resources Policies. OC San requires Consultant, its subconsultants, and its subcontractors to follow and ensure their employees follow all Federal, State, and local regulations as well as Contractor Safety Standards while working at OC San locations. If, during the course of the Agreement, it is discovered that Contractor Safety Standards do not comply with Federal, State, or local regulations, the Consultant is required to follow the most stringent regulatory requirement at no additional cost to OC San. Consultant, its subconsultants, and all of their employees shall adhere to all applicable Contractor Safety Standards in Exhibit “D” and the Human Resources Policies in Exhibit “E.” 13. Insurance. Consultant and all its subconsultants/subcontractors shall purchase and maintain, throughout the term of this Agreement and any periods of warranty or extensions, insurance in amounts equal to the requirements set forth in the signed Exhibit “C” – Determined Insurance Requirement Form. Consultant shall not commence work under this Agreement until all required insurance is obtained in a form acceptable to OC San, nor shall Consultant allow any subconsultant/subcontractor to commence service pursuant to a subcontract until all insurance required of the subconsultant/subcontractor has been obtained. Failure to obtain and maintain the required insurance coverage shall result in termination of this Agreement. 14. Indemnification and Hold Harmless Provision. 14.1 To the fullest extent permitted by law, Consultant shall indemnify, defend (at Consultant’s sole cost and expense and with legal counsel approved by OC San, which approval shall not be unreasonably withheld), protect, and hold harmless OC San and all of OC San’s officers, directors, employees, consultants, and agents (collectively the “Indemnified Parties”), from and against any and all claims, damages, Professional Consultant Services Agreement 6 of 12 Specification No.CS-2024-1440BD Revision 022822 liabilities, causes of action, suits, arbitration awards, losses, judgments, fines, penalties, costs, and expenses (including, without limitation, attorneys’ fees, disbursements and court costs, and all other professional, expert or Consultant’s fees and costs, and OC San’s general and administrative expenses; individually, a “Claim”; collectively, “Claims”) which may arise from or are in any manner related, directly or indirectly, to any work performed, or any operations, activities, or services provided by Consultant in carrying out its obligations under this Agreement to the extent of the negligent, recklessness, and/or willful misconduct of Consultant, its principals, officers, agents, employees, Consultant’s suppliers, Consultant, Subconsultants, subcontractors, and/or anyone employed directly or indirectly by any of them, regardless of any contributing negligence or strict liability of an Indemnified Party. Notwithstanding the foregoing, nothing herein shall be construed to require Consultant to indemnify the Indemnified Parties from any Claim arising solely from: (A) the active negligence or willful misconduct of the Indemnified Parties; or (B) a natural disaster or other act of God, such as an earthquake; or (C) the independent action of a third party who is neither one of the Indemnified Parties nor the Consultant, nor its principal, officer, agent, employee, nor Consultant’s supplier, Consultant, Subconsultant, subcontractor, nor anyone employed directly or indirectly by any of them. 14.2 Exceptions (A) through (B) above shall not apply, and Consultant shall, to the fullest extent permitted by law, indemnify the Indemnified Parties, from Claims arising from more than one cause if any such cause taken alone would otherwise result in the obligation to indemnify hereunder. 14.3 Consultant’s liability for indemnification hereunder is in addition to any liability Consultant may have to OC San for a breach by Consultant of any of the provisions of this Agreement. Under no circumstances shall the insurance requirements and limits set forth in this Agreement be construed to limit Consultant’s indemnification obligation or other liability hereunder. The terms of this Agreement are contractual and the result of negotiation between the parties hereto. Accordingly, any rule of construction of contracts (including, without limitation, California Civil Code Section 1654) that ambiguities are to be construed against the drafting party, shall not be employed in the interpretation of this Agreement. 15. Duty to Defend. 15.1 The duty to defend hereunder is wholly independent of and separate from the duty to indemnify and such duty to defend shall exist regardless of any ultimate liability of Consultant and shall be consistent with Civil Code section 2782.8. Such defense obligation shall arise immediately upon presentation of a Claim by any person if, without regard to the merit of the Claim, such Claim could potentially result in an obligation to indemnify one or more Indemnified Parties, and upon written notice of such Claim being provided to Consultant. Payment to Consultant by any Indemnified Party or the payment or advance of defense costs by any Indemnified Party shall not be a condition precedent to enforcing such Indemnified Party’s rights to indemnification hereunder. In the event a final judgment, arbitration, award, order, settlement, or other final resolution expressly determines that the claim did not arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, to any extent, then OC San will reimburse Consultant for the reasonable costs of defending the Indemnified Parties against such claims. Professional Consultant Services Agreement 7 of 12 Specification No.CS-2024-1440BD Revision 022822 15.2 Consultant’s indemnification obligation hereunder shall survive the expiration or earlier termination of this Agreement until such time as action against the Indemnified Parties for such matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 16. Independent Contractor. 16.1 The relationship between the Parties hereto is that of an independent contractor and nothing herein shall be construed as creating an employment or agency relationship. 16.2 During the performance of this Agreement, Consultant and its officers, employees, and agents shall act in an independent capacity and shall not act as OC San’s officers, employees, or agents. OC San assumes no liability for Consultant’s action and performance nor assumes responsibility for taxes, funds, payments, or other commitments, expressed or implied, by or for Consultant. 16.3 Consultant shall not be considered an agent of OC San for any purpose whatsoever nor shall Consultant have the right to, and shall not, commit OC San to any agreement, contract, or undertaking. Consultant shall not use OC San’s name in its promotional material or for any advertising or publicity purposes without prior expressed written consent of OC San. 16.4 Consultant shall not be entitled to any benefits accorded to those individuals listed on OC San’s payroll as regular employees including, without limitation, worker’s compensation, disability insurance, vacation, or holiday or sick pay. Consultant shall be responsible for providing, at Consultant’s expense, disability, worker’s compensation, and other insurance as well as licenses and permits usual or necessary for conducting the Services hereunder. 16.5 Consultant shall be obligated to pay any and all applicable Federal, State, and local payroll and other taxes incurred as a result of fees hereunder. Consultant hereby indemnifies OC San for any claims, losses, costs, fees, liabilities, damages, or penalties suffered by OC San arising out of Consultant’s breach of this provision. 16.6 Consultant shall not be eligible to join or participate in any benefit plans offered to those individuals listed on OC San’s payroll as regular employees. Consultant shall remain ineligible for such benefits or participation in such benefit plans even if a court later decides that OC San misclassified Consultant for tax purposes. 17. Subcontracting and Assignment. Consultant shall not delegate any duties nor assign any rights under this Agreement without the prior written consent of OC San. Any such attempted delegation or assignment shall be void. 18. No Solicitation of Employees. 18.1 Consultant agrees that it shall not, during the term of this Agreement and for a period of one (1) year immediately following expiration or termination of this Agreement or any extension hereof, call on, solicit, or take away any of the employees whom Consultant became aware of as a result of Consultant’s Services to OC San. 18.2 Consultant acknowledges that OC San’s employees are critical to its business and OC San expends significant resources to hire, employ, and train employees. Should Consultant employ or otherwise engage OC San’s employees during the term of this Agreement and for a period of one (1) year following expiration or termination of this Professional Consultant Services Agreement 8 of 12 Specification No.CS-2024-1440BD Revision 022822 Agreement, Consultant shall pay OC San fifty percent (50%) of the former employee’s most recent annual salary earned at OC San to accurately reflect the reasonable value of OC San’s time and costs. This payment is in addition to any other rights and remedies OC San may have at law. 19. Confidentiality and Non-Disclosure. 19.1 Consultant acknowledges that, in performing the Services hereunder, OC San may have to disclose to Consultant, orally and in writing, certain confidential information that OC San considers proprietary and has developed at great expense and effort. 19.2 Consultant agrees to maintain in confidence and not disclose to any person, firm, or corporation, without OC San’s prior written consent, any trade secret, confidential information, knowledge, or data relating to the products, process, or operation of OC San. 19.3 Consultant further agrees to maintain in confidence and not to disclose to any person, firm, or corporation any OC San data, information, or material developed or obtained by Consultant during the term of this Agreement. 19.4 Consultant agrees as follows: 19.4.1 To use the confidential information only for the purposes described herein; to not reproduce the confidential information; to hold in confidence and protect the confidential information from dissemination to and use by anyone not a party to this Agreement; and to not use the confidential information to benefit itself or others. 19.4.2 To restrict access to the confidential information to its subconsultant/subcontractor or personnel of Consultant who (1) have a need to have such access and (2) have been advised of and have agreed in writing to treat such information in accordance with the terms of this Agreement. 19.4.3 To return all confidential information in Consultant’s possession upon termination of this Agreement or upon OC San’s request, whichever occurs first. 19.4.4 To hold in confidence information and materials, if any, developed pursuant to the Services hereunder. 19.4.5 The provisions of this section shall survive termination or expiration of this Agreement and shall continue for so long as the material remains confidential. 20. Non-Liability of OC San Officers and Employees. No officer or employee of OC San shall be personally liable to Consultant, or any successor-in-interest, in the event of any default or breach by OC San or for any amount which may become due to Consultant or to its successor, or for breach of any obligation under the terms of this Agreement. 21. Third-Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than OC San and Consultant. 22. Applicable Laws and Regulations. Consultant shall comply with all applicable Federal, State, and local laws, rules, and regulations. Consultant also agrees to indemnify and hold OC San harmless from any and all damages and liabilities assessed against OC San as a Professional Consultant Services Agreement 9 of 12 Specification No.CS-2024-1440BD Revision 022822 result of Consultant’s noncompliance therewith. Any provision required by law to be included herein shall be deemed included as a part of this Agreement whether or not specifically included or referenced. 23. Licenses, Permits, Ordinances, and Regulations. Consultant represents and warrants to OC San that it has obtained all licenses, permits, qualifications, and approvals of whatever nature that are legally required to provide the Services. Any and all fees required by Federal, State, County, City, and/or municipal laws, codes, and/or tariffs that pertain to the work performed under this Agreement will be paid by Consultant. 24. Dispute Resolution. 24.1 The Parties agree that any and all disputes, claims, or controversies arising out of or relating to this Agreement, including, but not limited to, disputes as to the construction or interpretation of this Agreement or any rights or obligations hereunder, shall be submitted to JAMS, or its successor, for mediation in Orange County, California. The Parties will cooperate with JAMS and with one another in selecting a mediator from the JAMS panel of neutrals and in scheduling the mediation proceedings. The Parties agree that they will participate in the mediation in good faith and that they will share equally in its costs. 24.2 All offers, promises, conduct, and statements, whether oral or written, made in the course of the mediation by any of the Parties, their agents, employees, experts, and attorneys and by the mediator or any JAMS employees are confidential, privileged, and inadmissible for any purpose, including impeachment, in any arbitration or other proceeding involving the Parties, provided that evidence that is otherwise admissible or discoverable shall not be rendered inadmissible or non-discoverable as a result of its use in the mediation. 24.3 Either Party may initiate arbitration with respect to the matters submitted to mediation by filing a written demand for arbitration at any time following 45 days from the date of the mediation (the “Earliest Initiation Date.”) 24.4 All applicable statutes of limitation and defenses based upon the passage of time shall be tolled starting from the submission of a dispute for mediation until 15 days after the Earliest Initiation Date. The Parties will take such action, if any, required to effectuate such tolling. 24.5 Any dispute, claim, or controversy arising out of or relating to this Agreement or the breach, termination, enforcement, interpretation, or validity thereof, including the determination of the scope or applicability of this agreement to arbitrate, and including, without limitation, federal and state statutory claims, common law claims, and those based in contract, tort, fraud, misrepresentation, or any other legal theory shall be determined by arbitration in Orange County, California. The issues in dispute shall be submitted to arbitration pursuant to Code of Civil Procedure, Part 3, Title 9, sections 1280 et seq. The arbitration shall be administered by JAMS pursuant to its Comprehensive Arbitration Rules and Procedures. Except that discovery may be conducted in connection with the arbitration proceeding pursuant to Code of Civil Procedure section 1283.05. The Parties are not precluded from seeking provisional remedies in aid of arbitration from a court of appropriate jurisdiction. 24.6 The Parties will work together to select an agreed upon arbitrator. In the absence of agreement, each party shall select an arbitrator and those two (2) arbitrators shall select a third. The arbitrator shall decide each and every dispute in accordance with Professional Consultant Services Agreement 10 of 12 Specification No.CS-2024-1440BD Revision 022822 the laws of the State of California. The arbitrator’s decision and award shall be subject to review for errors of fact or law in the Superior Court for the County of Orange, with a right of appeal from any judgment issued therein. 25. Remedies. In addition to other remedies available in law or equity, if the Consultant fails to make delivery of the Services or repudiates its obligations under this Agreement, or if OC San rejects the Services or revokes acceptance of the Services, OC San may cancel the Agreement. 26. Termination. 26.1 OC San reserves the right to terminate this Agreement for its convenience, with or without cause, in whole or in part, at any time, by written notice from OC San. Upon receipt of a termination notice, Consultant shall immediately discontinue all work under this Agreement (unless the notice directs otherwise). OC San shall thereafter, within thirty (30) days, pay Consultant for work performed (cost and fee) through the date of termination. Such notice of termination shall terminate this Agreement and release OC San from any further fee, cost, or claim hereunder by Consultant other than for work performed through the date of termination. 26.2 OC San reserves the right to terminate this Agreement immediately upon OC San’s determination that Consultant is not complying with the Scope of Work requirements, if the level of service is inadequate, or for any other default of this Agreement. 26.3 OC San may also immediately terminate this Agreement for default, in whole or in part, by written notice to Consultant: • if Consultant becomes insolvent or files a petition under the Bankruptcy Act; or • if Consultant sells its business; or • if Consultant breaches any of the terms of this Agreement. 26.4 All OC San’s property in the possession or control of Consultant shall be returned by Consultant to OC San on demand or at the expiration or termination of this Agreement, whichever occurs first. 27. Attorney’s Fees. If any action at law or in equity or if any proceeding in the form of an Alternative Dispute Resolution (ADR) is necessary to enforce or interpret the terms of this Agreement, the prevailing party shall be entitled to reasonable attorney’s fees, costs, and necessary disbursements in addition to any other relief to which the prevailing party may be entitled. 28. Waiver. The waiver by either party of any breach or violation of, or default under, any provision of this Agreement, shall not be deemed a continuing waiver by such party of any other provision or of any subsequent breach or violation of this Agreement or default thereunder. Any breach by Consultant to which OC San does not object shall not operate as a waiver of OC San’s rights to seek remedies available to it for any subsequent breach. 29. Severability. If any section, subsection, or provision of this Agreement, or any agreement or instrument contemplated hereby, or the application of such section, subsection, or provision is held invalid, the remainder of this Agreement or instrument in the application of such section, subsection, or provision to persons or circumstances other than those to which it is held invalid, shall not be affected thereby, unless the effect of such invalidity shall be to substantially frustrate the expectations of the Parties. Professional Consultant Services Agreement 11 of 12 Specification No.CS-2024-1440BD Revision 022822 30. Survival. The provisions of this Agreement dealing with payment, indemnity, and forum for enforcement shall survive expiration or early termination of this Agreement. 31. Governing Law. This Agreement shall be governed by and interpreted under the laws of the State of California and the Parties submit to jurisdiction in the County of Orange in the event any action is brought in connection with this Agreement or the performance thereof. 32. Notices. 32.1 All notices under this Agreement must be in writing. Written notice shall be delivered by personal service, by electronic telecommunication, or sent by registered or certified mail, postage prepaid, return receipt requested, or by any other overnight delivery service which delivers to the noticed destination and provides proof of delivery to the sender. Rejection or other refusal to accept or the inability to deliver because of changed address for which no notice was given as provided hereunder shall be deemed to be receipt of the notice, demand, or request sent. All notices shall be effective when first received at the following addresses: OC San: Jeremey Arbiso Senior Buyer Orange County Sanitation District 10844 Ellis Avenue Fountain Valley, CA 92708 JArbiso@ocsan.gov Consultant: Kamran Javandel Partner Allen Matkins Leck Gamble Mallory & Natsis LLP Three Embarcadero Center, Suite 1200 San Francisco, CA 94111-4074 kjavandel@allenmatkins.com 32.2 Each party shall provide the other party written notice of any change in address as soon as practicable. 33. Authority to Execute. The persons executing this Agreement on behalf of the Parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the Parties are formally bound. 34. Entire Agreement. This Agreement constitutes the entire agreement of the Parties and supersedes all prior written or oral communications and all contemporaneous oral agreements, understandings, and negotiations between the Parties with respect to the subject matter hereof. [Intentionally left blank. Signatures follow on the next page.] Professional Consultant Services Agreement 12 of 12 Specification No.CS-2024-1440BD Revision 022822 IN WITNESS WHEREOF, intending to be legally bound, the Parties hereto have caused this Agreement to be signed by their duly authorized representatives. ORANGE COUNTY SANITATION DISTRICT Dated: _________________ By: Chad P. Wanke Chair, Board of Directors Dated: _________________ By: Kelly A. Lore Clerk of the Board Dated: _________________ By: Ruth Zintzun Finance & Procurement Manager ALLEN MATKINS LECK GAMBLE MALLORY & NATSIS LLP Dated: _________________ By: Kamran Javandel, Partner DO EXHIBIT A Specification No. CS-2024-1440BD EXHIBIT A SCOPE OF WORK For General Legal Services EXHIBIT A Page 1 of 5 Specification No. CS-2024-1440BD EXHIBIT A SCOPE OF WORK GENERAL LEGAL SERVICES SPECIFICATION NO. CS-2024-1440BD EXECUTIVE SUMMARY/OVERVIEW The Orange County Sanitation District (OC San) operates the third largest wastewater agency west of the Mississippi River. Since 1954, we have safely collected, treated, and disposed of and/or reclaimed the wastewater generated by 2.6 million people living and working in central and northwestern Orange County, California. Each day we treat approximately 180 million gallons of wastewater, enough water to fill Anaheim stadium over two and a quarter times. About 80 percent of the wastewater comes from homes – sinks, toilets, showers, laundry, and dishwashers. The remaining come from businesses – retail stores, restaurants, manufacturers, hotels, offices, and other industries. OC San is a special district, governed by a 25-member Board of Directors. For the Fiscal Year 2022-23, OC San’s total Operating and Capital Improvement Program budget was $476.5 million. We employ a staff of over 600 employees in professional, administrative, technical, and trade occupations, managing the day-to-day activities of OC San, including, but not limited to, in areas of public works, contracts, environmental, air quality, real estate, and utility rates. We have a diverse workforce in various job classifications including plant operators, mechanics, electricians, engineers, scientists, accountants, construction inspectors, among many others. Our facilities include 388 miles of sewer pipes, located throughout the county, and two treatment plants (one in Fountain Valley, CA and the other in Huntington Beach, CA) where wastewater is treated in accordance with strict state and federal standards. A future Headquarters Complex building to house OC San’s administrative support departments is slated for completion in early 2024. Our employees are on duty protecting public health and the environment by ensuring the sewer system operates efficiently 24 hours a day, seven days a week, and 365 days a year. We take pride in providing quality service to our ratepayers. 1 PURPOSE OC San is seeking proposals (Proposals) from qualified legal firms (hereinafter referred to as “Consultant(s)”) to provide legal services on an as-needed basis. Proposals are solicited in accordance with the terms, conditions, and instructions set forth in the Request for Proposal (RFP). OC San intends to receive and evaluate Proposals from Consultants and enter into a Professional Services Agreement(s) (Agreement) for the legal services to be provided by the successful firm(s). OC San expects the Consultants providing legal services to be service-oriented, actively involved in the business of OC San, creative in finding solutions to matters, proactive in assisting OC San’s officials and staff mitigate risks and avoid legal pitfalls, and tenacious in defending against claims and lawsuits. OC San reserves the right to award an Agreement to a single firm for all the legal services requested or multiple Agreements to various firms for general services and/or specified areas of law listed in section 6, Areas of Law and Requirements, below. EXHIBIT A Page 2 of 5 Specification No. CS-2024-1440BD 2 BACKGROUND OC San currently has one firm providing legal services in all areas listed in section 6, Areas of Law and Requirements, below. Over recent years, OC San has conducted an effort to competitively solicit all current services to ensure OC San is receiving the best value and service available. OC San currently spends between $1.3 million to $1.8 million annually for legal services outlined in this RFP. In 2023, OC San conducted a solicitation to procure and award contracts for Human Resources legal services. The service covered under those agreements are not included in this solicitation. The following are some data of interest for Consultants. OC San • Has 49 active construction contracts valued at over $750 million • Annually issues over 5,000 purchase orders • Has over 100 air quality permits • Adopted 5-year rate increases in 2023 • Has a 10-year CIP budget of $3.1 billion 3 DESCRIPTION Through this RFP, OC San seeks qualified legal firms with local offices to act as OC San’s outside counsel to provide legal advice and defense on matters, including, but not limited to, general counsel, public works construction, environmental law, general contracts, utility rate setting, real estate and related matters, air quality law, and other legal advisory services on an as-needed basis. OC San may continue to employ attorneys who leave a firm selected under this RFP to complete any matters that are pending at the time the attorney leaves the employment of the firm, and OC San may continue to work with such attorney in new matters. Firms selected under this RFP shall cooperate in this respect. OC San may also hire attorneys outside this procurement when a legal matter requires specialized knowledge, experience, or capacity that the firms selected through this RFP do not possess. This RFP does not entitle any selected firm to obtain actual assignments from OC San. Whether or not a selected firm is given assignments depends on the nature of the matter, the qualifications of the selected firm(s), and the needs of OC San. OC San seeks legal services from qualified legal firm(s) with expertise in the areas of law detailed in section 6, Areas of Law and Requirements, below. The services shall be provided under the direction of OC San’s Board of Directors or the General Manager, or designee. Consultant shall be retained and compensated in accordance with the fee schedule attached to the Agreement. OC San reserves the right not to accept all terms of the fee schedule submitted by Consultant(s). Should a conflict of interest arise on an assignment, OC San may engage an alternative firm for such assignment. OC San makes no commitment or guarantee as to the services that may be requested or billable hours to be worked by Consultant. EXHIBIT A Page 3 of 5 Specification No. CS-2024-1440BD 4 QUALIFICATIONS Consultant and its attorneys must possess all active licenses and registrations necessary to practice law in the State of California. Further, it is required that Consultant has the experience and abilities listed below. • Consultants or their attorneys shall have at least 10 years’ experience providing legal services for special districts, municipalities, or other local public agencies in the areas of law specified below and for which they are submitting a Proposal, and the staff availability to meet OC San’s needs in a timely manner. • Substantial knowledge and experience in the interpretation of state, federal, and local laws and codes as they relate to special districts and wastewater agencies • Substantial experience in working with agencies and public boards with multi-million-dollar annual budgets • Substantial expertise and experience in all aspects of contract law as it pertains to the Public Contract Code and Government Code • Substantial knowledge of the Brown Act, Political Reform Act, and Government Code section 1090 • Demonstrated ability to speak clearly, concisely, and effectively in public • Skillful in relating easily and effectively with all members of the Board of Directors, General Manager, OC San staff, and the public 5 GENERAL REQUIREMENTS Consultant shall: • Adhere to the highest standards of fiscal, ethical responsibility and accountability • Provide quality service that meets OC San’s needs. This should be achieved through the Consultant’s experienced legal team, who shall demonstrate proficiency in the applicable areas of law specified in section 6, Areas of Law and Requirements, below; efficient use of workforce; material resources; and technology to deliver the requested services • Respond to inquiries from OC San within 24 hours of the initial contact and maintain reasonable availability to respond to requests and events of an emergent nature that expose OC San to serious potential legal liability • Be promptly available for telephone consultation and to render written opinions on given issues related to OC San business in a timely manner • Provide written and/or oral reports in a timely manner to the Board of Directors regarding status of any legal actions in which OC San is or may be involved. EXHIBIT A Page 4 of 5 Specification No. CS-2024-1440BD 6 AREAS OF LAW AND REQUIREMENTS a. General Counsel – NOT USED b. Public Construction – NOT USED c. Environmental Law • California Environmental Quality Act (CEQA) • National Environmental Policy Act • Other applicable laws and regulations d. Air Quality • Rule Interpretation • Permitting o Case precedent consultation  Rule applicability (i.e., Supercritical Water Oxidation and Sewage Sludge Incineration Rule) o Lowest Achievable Emissions Rate/ Best Available Control Technology o CEQA, specific to permit issuance • SCAQMD/CARB/EPA Enforcement: Title V, non-Title V, and Mobile/Portable Sources o Notice of Violation Settlement Agreements o Supplemental Environmental Projects o Variances before SCAQMD Hearing Board o Order of Abatement o Compliance Risk Analyses o Legal Guidance Memos  Auditing/self-reporting • Other applicable laws and regulations e. Utility Rate Setting – NOT USED f. Real Estate and Related Matters – NOT USED g. General Contracts – NOT USED • Risk transfer provisions • Advice and counsel on contract term negotiation • Contract form and template updates • Other contract matters 7 DELIVERABLES a. Invoices • Consultant shall issue detailed monthly invoices to OC San, which shall include a detailed description of services, date(s) of service, billed hours, hourly rate, attorney’s name, and details regarding any additional costs incurred. Consultant shall also include a summary page of the key areas reflecting the overall time and cost. • Invoices shall be submitted electronically in a format that can be uploaded and sorted. EXHIBIT A Page 5 of 5 Specification No. CS-2024-1440BD b. Reports • Consultant shall prepare and submit to OC San monthly and as requested reports concerning the outcome of Consultant’s performance of the services rendered. • Consultant shall provide ongoing and as requested written status updates to the General Manager or designee on all litigated matters. • Reports shall be submitted electronically in a format that can be uploaded and sorted. c. Meetings • Consultant shall attend quarterly meetings with OC San’s General Manager or designee to review current status of open tasks. • Consultant shall attend OC San’s Committee and Board meetings as requested and provide updates and/or legal advice during the meetings. STEERING COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3688 Agenda Date:6/26/2024 Agenda Item No:26. FROM:Robert Thompson, General Manager Originator: Lorenzo Tyner, Assistant General Manager SUBJECT: SOLE SOURCE AGREEMENT FOR LEGAL SERVICES WITH WOODRUFF & SMART GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve a Sole Source Agreement for Legal Services with Woodruff &Smart,commencing on July 1, 2024, in a form approved by Special Counsel. BACKGROUND In November 2023,the Board of Directors approved the General Legal Services Ad Hoc Committee to conduct and oversee an open competitive solicitation for general legal counsel services. RELEVANT STANDARDS ·Comply with applicable employment and labor laws ·Ensure the public’s money is wisely spent ·Maintain positive employer-employee relations ·Provide a safe and collegial workplace PROBLEM A solicitation for general legal counsel services has been conducted and has recommended a new General Counsel for OC San.Woodruff &Smart will need a new agreement with OC San to be able to continue to provide legal services on existing assignments and to assist with the transition to the new General Counsel. PROPOSED SOLUTION Approve a Sole Source Agreement for Legal Services with Woodruff &Smart to continue legal services on assignments and assist with the transition to new general counsel. Orange County Sanitation District Printed on 6/19/2024Page 1 of 2 powered by Legistar™ File #:2024-3688 Agenda Date:6/26/2024 Agenda Item No:26. TIMING CONCERNS The new general counsel agreement is recommended to be effective July 1,2024.Woodruff &Smart will need a new agreement to continue to provide legal services. RAMIFICATIONS OF NOT TAKING ACTION Without approval of the sole source agreement,Woodruff &Smart will not have a current effective agreement for services. PRIOR COMMITTEE/BOARD ACTIONS N/A ADDITIONAL INFORMATION Woodruff and Smart,has been serving Orange County Sanitation District (OC San)since 1975 and is currently engaged on various assignments that require continuity of legal representation. CEQA N/A FINANCIAL CONSIDERATIONS This request complies with authority levels of OC San’s Purchasing Ordinance.This item has been budgeted (Budget FY 2024-25 and 2025-26,Section 5,Page 6,Legal)and the budget is sufficient for the recommended action. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Agreement for Legal Services Orange County Sanitation District Printed on 6/19/2024Page 2 of 2 powered by Legistar™ 566492.1 AGREEMENT FOR LEGAL SERVICES This Agreement For General Counsel Services ("Agreement") is entered into this 1st day of July, 2024, by and between the Orange County Sanitation District (“OC San”), a county sanitation district organized and existing under the County Sanitation District Act, Health & Safety Code §§ 4700 et seq., ("OC San"), and Woodruff & Smart, a professional corporation (“Woodruff”). OC San and Woodruff are sometimes individually referred to in this Agreement as each "Party" and collectively referred to as the "Parties." RECITALS A. OC San desires to retain Woodruff to provide legal services as may be requested by OC San. This Agreement establishes the terms and conditions that will govern OC San's retention of Woodruff. TERMS AND CONDITIONS NOW THEREFORE, in consideration of the mutual promises contained in this Agreement, the Parties agree as follows: 1. Retention of Woodruff. OC San may retain Woodruff to perform legal counsel services. Woodruff may agree to perform such services. 2. Compensation/Annual Adjustment. OC San shall compensate Woodruff for the time that Woodruff’s attorneys and paralegals spend on OC San matters based on the applicable hourly rates in effect at the time the work is performed. The current hourly rates for attorneys and paralegals working on OC San matters are listed on the Rate Schedule attached hereto as Exhibit A. Hourly billing rates shall be adjusted effective January 1 of each year in an amount equal to the percentage increase in the Consumer Price Index for the Los Angeles-Orange County Metropolitan area, all wages for the period of December 1 – November 30 of the prior year. Each hourly labor rate shall be rounded to the nearest one-dollar increment. 3. Costs and Disbursements. In addition to fees for professional services, Woodruff may incur costs and make disbursements on OC San’s behalf. Possible costs and disbursements include filing fees, travel expenses, photocopying costs, and computerized legal research charges. Except for items listed on the attached Rate Schedule, expenses incurred will be billed at amounts that are competitive with other sources of the same products or services. 4. Invoices. Woodruff will render invoices to OC San monthly for legal services, costs, and disbursements. The invoices are payable upon receipt and are considered overdue if not paid within thirty (30) days. Any statement not paid within sixty (60) days of the date of the statement will incur finance charges at the rate of one and one-half percent (1-1/2%) per month, compounded monthly. 5. Term and Termination. The term of this Agreement shall commence on July 1, 2024. Either Party may terminate this Agreement at any time on thirty (30) days’ notice to the other Party. 566492.1 2 6.Insurance. Woodruff shall maintain, at its sole cost and expense, professionalliability insurance coverage in the amount of five million dollars ($5,000,000) per occurrence, and five million dollars ($5,000,000) in the aggregate. 7. Status of Woodruff. It is understood and agreed that Woodruff is, and shall be,acting at all times as an independent contractor herein, and not as an employee of OC San. 8.Notices. Any notices between the parties hereto may be given by U.S. mail,addressed as follows: To OC San: Orange County Sanitation District 18480 Bandilier Circle Fountain Valley, CA 92708 Attention: Rob Thompson, General Manager To Woodruff Woodruff & Smart 555 Anton Blvd., Suite1200 Costa Mesa, CA 92626 Attention: Bradley R. Hogin, Esq. IN WITNESS WHEREOF, OC San and Woodruff have executed this Agreement as of the date first set forth above. ORANGE COUNTY SANITATION DISTRICT By: _____________________________________ WOODRUFF, SPRADLIN & SMART By: _____________________________________ Bradley R. Hogin, Esq. Shareholder & Director Chad P. Wanke Board Chairman Approved as to form: __________________________ Alex Ackerman, Special Counsel Alston & Bird 566492.1 3 EXHIBIT A RATE SCHEDULE HOURLY RATES Directors $500.00 Associates $400.00 Law Clerk $300.00 Paralegals $290.00 Time is billed in tenths of an hour (.1 hour). EXPENSES 1. Costs advanced to third parties for clients will be billed at Woodruff's cost. 2. Costs incurred in-house will be billed at the following rates: a.Photocopies $.10/page b. Extraordinary secretarial services $40/hour c.Mileage in accordance with the IRS Standard Mileage rate 3.Computerized legal research will be performed at client expense based on our cost. 5. Travel expenses will include lodging, meals, and transportation at the most reasonable rates available, taking advantage of all available discounts and special rates. These will only be incurred with the prior approval of the client. 6.Costs advanced will be itemized on the client bill. BOARD OF DIRECTORS Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3675 Agenda Date:6/26/2024 Agenda Item No:CS-1 FROM:Robert Thompson, General Manager SUBJECT: CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION - GOVERNMENT CODE SECTION 54956.9(D)(1) RECOMMENDATION: Convene in Closed Session: Number of Cases: 1 Orange County Sanitation District,a public entity v.Bayside Village Marina,LLC,a limited liability company;Laguna Beach County Water District,a public entity;and Does 1-100,inclusive;and all Persons Unknown Claiming an Interest in the Property,Superior Court of California,County of Orange, Case No. 30-2022-01251890. BACKGROUND During the course of conducting the business set forth on this agenda as a regular meeting of the Board,the Chairperson may convene the Board in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters. Reports relating to (a)purchase and sale of real property;(b)matters of pending or potential litigation;(c)employment actions or negotiations with employee representatives;or which are exempt from public disclosure under the California Public Records Act,may be reviewed by the Board during a permitted closed session and are not available for public inspection.At such time the Board takes final action on any of these subjects, the minutes will reflect all required disclosures of information. RELEVANT STANDARDS ·Government Code Sections 54956.8, 54956.9, 54957, or 54957.6, as noted ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Memorandum from General Counsel Orange County Sanitation District Printed on 6/18/2024Page 1 of 1 powered by Legistar™ WOODRUFF&SMART,APC 555 ANTONBOULEVARD,SUITE 1200|COSTAMESA,CA 92626-7670 |TELEPHONE(714)558-7000 |FAX(714)835-7787 WWW.WOODRUFF.LAW M E M O R A N D U M TO: Hon. Chair and Members of the Orange County Sanitation District Board of Directors FROM: Bradley R. Hogin, Esq. General Counsel DATE: June 26, 2024 RE: Closed Session Items The Board will hold a closed session on June 26, 2024 for the purpose of conferring with its legal counsel regarding existing litigation to which the District is a party. The title of the case is: Orange County Sanitation District, a public entity v. Bayside Village Marina, LLC, a limited liability company; Laguna Beach County Water District, a public entity; and Does 1-100, inclusive; and all Persons Unknown Claiming an Interest in the Property, Superior Court of California, County of Orange, Case No. 30-2022-01251890. The closed session will be held pursuant to the authority of California Government Code Section 54956.9(d)(1). Respectfully submitted, By_________________________________ Bradley R. Hogin, General Counsel BOARD OF DIRECTORS Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2024-3676 Agenda Date:6/26/2024 Agenda Item No:CS-2 FROM:Robert Thompson, General Manager SUBJECT: CONFERENCE WITH LABOR NEGOTIATORS - GOVERNMENT CODE SECTION 54957.6 RECOMMENDATION: Convene in Closed Session: Agency Designated Representative: General Manager Robert Thompson. Benefits for Unrepresented Executive Management Employees:Assistant General Manager,Director of Communications,Director of Engineering,Director of Environmental Services,Director of Finance, Director of Human Resources, and Director of Operations and Maintenance. BACKGROUND During the course of conducting the business set forth on this agenda as a regular meeting of the Board,the Chairperson may convene the Board in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters. Reports relating to (a)purchase and sale of real property;(b)matters of pending or potential litigation;(c)employment actions or negotiations with employee representatives;or which are exempt from public disclosure under the California Public Records Act,may be reviewed by the Board during a permitted closed session and are not available for public inspection.At such time the Board takes final action on any of these subjects, the minutes will reflect all required disclosures of information. RELEVANT STANDARDS ·Government Code Sections 54956.8, 54956.9, 54957 or 54957.6, as noted ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Memorandum from General Counsel Orange County Sanitation District Printed on 6/18/2024Page 1 of 1 powered by Legistar™ WOODRUFF&SMART,APC 555 ANTONBOULEVARD,SUITE 1200|COSTAMESA,CA 92626-7670 |TELEPHONE(714)558-7000 |FAX(714)835-7787 WWW.WOODRUFF.LAW M E M O R A N D U M TO: Hon. Chair and Members of the Orange County Sanitation District Board of Directors FROM: Bradley R. Hogin, Esq. General Counsel DATE: June 26, 2024 RE: Closed Session Items The Board will hold a closed session on June 26, 2024 for the purpose of conferring with its labor negotiators to discuss negotiations with the Unrepresented Executive Management Employees. The Agency Designated Representatives is Robert Thompson. The closed session will be held pursuant to authority of California Government Code Section 54957.6. Respectfully submitted, By_________________________________ Bradley R. Hogin, General Counsel ORANGE COUNTY SANITATION DISTRICT COMMON ACRONYMS ACWA Association of California Water Agencies LOS Level Of Service RFP Request For Proposal APWA American Public Works Association MGD Million Gallons Per Day RWQCB Regional Water Quality Control Board AQMD Air Quality Management District MOU Memorandum of Understanding SARFPA Santa Ana River Flood Protection Agency ASCE American Society of Civil Engineers NACWA National Association of Clean Water Agencies SARI Santa Ana River Interceptor BOD Biochemical Oxygen Demand NEPA National Environmental Policy Act SARWQCB Santa Ana Regional Water Quality Control Board CARB California Air Resources Board NGOs Non-Governmental Organizations SAWPA Santa Ana Watershed Project Authority CASA California Association of Sanitation Agencies NPDES National Pollutant Discharge Elimination System SCADA Supervisory Control And Data Acquisition CCTV Closed Circuit Television NWRI National Water Research Institute SCAP Southern California Alliance of Publicly Owned Treatment Works CEQA California Environmental Quality Act O & M Operations & Maintenance SCAQMD South Coast Air Quality Management District CIP Capital Improvement Program OCCOG Orange County Council of Governments SOCWA South Orange County Wastewater Authority CRWQCB California Regional Water Quality Control Board OCHCA Orange County Health Care Agency SRF Clean Water State Revolving Fund CWA Clean Water Act OCSD Orange County Sanitation District SSMP Sewer System Management Plan CWEA California Water Environment Association OCWD Orange County Water District SSO Sanitary Sewer Overflow EIR Environmental Impact Report OOBS Ocean Outfall Booster Station SWRCB State Water Resources Control Board EMT Executive Management Team OSHA Occupational Safety and Health Administration TDS Total Dissolved Solids EPA US Environmental Protection Agency PCSA Professional Consultant/Construction Services Agreement TMDL Total Maximum Daily Load FOG Fats, Oils, and Grease PDSA Professional Design Services Agreement TSS Total Suspended Solids gpd gallons per day PFAS Per- and Polyfluoroalkyl Substances WDR Waste Discharge Requirements GWRS Groundwater Replenishment System PFOA Perfluorooctanoic Acid WEF Water Environment Federation ICS Incident Command System PFOS Perfluorooctanesulfonic Acid WERF Water Environment & Reuse Foundation IERP Integrated Emergency Response Plan POTW Publicly Owned Treatment Works WIFIA Water Infrastructure Finance and Innovation Act JPA Joint Powers Authority ppm parts per million WIIN Water Infrastructure Improvements for the Nation Act LAFCO Local Agency Formation Commission PSA Professional Services Agreement WRDA Water Resources Development Act ORANGE COUNTY SANITATION DISTRICT GLOSSARY OF TERMS ACTIVATED SLUDGE PROCESS – A secondary biological wastewater treatment process where bacteria reproduce at a high rate with the introduction of excess air or oxygen and consume dissolved nutrients in the wastewater. BENTHOS – The community of organisms, such as sea stars, worms, and shrimp, which live on, in, or near the seabed, also known as the benthic zone. BIOCHEMICAL OXYGEN DEMAND (BOD) – The amount of oxygen used when organic matter undergoes decomposition by microorganisms. Testing for BOD is done to assess the amount of organic matter in water. BIOGAS – A gas that is produced by the action of anaerobic bacteria on organic waste matter in a digester tank that can be used as a fuel. BIOSOLIDS – Biosolids are nutrient rich organic and highly treated solid materials produced by the wastewater treatment process. This high-quality product can be recycled as a soil amendment on farmland or further processed as an earth-like product for commercial and home gardens to improve and maintain fertile soil and stimulate plant growth. CAPITAL IMPROVEMENT PROGRAM (CIP) – Projects for repair, rehabilitation, and replacement of assets. Also includes treatment improvements, additional capacity, and projects for the support facilities. COLIFORM BACTERIA – A group of bacteria found in the intestines of humans and other animals, but also occasionally found elsewhere, used as indicators of sewage pollution. E. coli are the most common bacteria in wastewater. COLLECTIONS SYSTEM – In wastewater, it is the system of typically underground pipes that receive and convey sanitary wastewater or storm water. CERTIFICATE OF PARTICIPATION (COP) – A type of financing where an investor purchases a share of the lease revenues of a program rather than the bond being secured by those revenues. CONTAMINANTS OF POTENTIAL CONCERN (CPC) – Pharmaceuticals, hormones, and other organic wastewater contaminants. DILUTION TO THRESHOLD (D/T) – The dilution at which the majority of people detect the odor becomes the D/T for that air sample. GREENHOUSE GASES (GHG) – In the order of relative abundance water vapor, carbon dioxide, methane, nitrous oxide, and ozone gases that are considered the cause of global warming (“greenhouse effect”). GROUNDWATER REPLENISHMENT SYSTEM (GWRS) – A joint water reclamation project that proactively responds to Southern California’s current and future water needs. This joint project between the Orange County Water District and OCSD provides 70 million gallons per day of drinking quality water to replenish the local groundwater supply. LEVEL OF SERVICE (LOS) – Goals to support environmental and public expectations for performance. N-NITROSODIMETHYLAMINE (NDMA) – A N-nitrosamine suspected cancer-causing agent. It has been found in the GWRS process and is eliminated using hydrogen peroxide with extra ultra-violet treatment. NATIONAL BIOSOLIDS PARTNERSHIP (NBP) – An alliance of the NACWA and WEF, with advisory support from the EPA. NBP is committed to developing and advancing environmentally sound and sustainable biosolids management practices that go beyond regulatory compliance and promote public participation to enhance the credibility of local agency biosolids programs and improved communications that lead to public acceptance. PER- AND POLYFLUOROALKYL SUBSTANCES (PFAS) – A large group (over 6,000) of human-made compounds that are resistant to heat, water, and oil and used for a variety of applications including firefighting foam, stain and water-resistant clothing, cosmetics, and food packaging. Two PFAS compounds, perfluorooctanesulfonic acid (PFOS) and perfluorooctanoic acid (PFOA) have been the focus of increasing regulatory scrutiny in drinking water and may result in adverse health effects including developmental effects to fetuses during pregnancy, cancer, liver damage, immunosuppression, thyroid effects, and other effects. PERFLUOROOCTANOIC ACID (PFOA) – An ingredient for several industrial applications including carpeting, upholstery, apparel, floor wax, textiles, sealants, food packaging, and cookware (Teflon). PERFLUOROOCTANESULFONIC ACID (PFOS) – A key ingredient in Scotchgard, a fabric protector made by 3M, and used in numerous stain repellents. PLUME – A visible or measurable concentration of discharge from a stationary source or fixed facility. PUBLICLY OWNED TREATMENT WORKS (POTW) – A municipal wastewater treatment plant. SANTA ANA RIVER INTERCEPTOR (SARI) LINE – A regional brine line designed to convey 30 million gallons per day of non-reclaimable wastewater from the upper Santa Ana River basin to the ocean for disposal, after treatment. SANITARY SEWER – Separate sewer systems specifically for the carrying of domestic and industrial wastewater. SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) – Regional regulatory agency that develops plans and regulations designed to achieve public health standards by reducing emissions from business and industry. SECONDARY TREATMENT – Biological wastewater treatment, particularly the activated sludge process, where bacteria and other microorganisms consume dissolved nutrients in wastewater. SLUDGE – Untreated solid material created by the treatment of wastewater. TOTAL SUSPENDED SOLIDS (TSS) – The amount of solids floating and in suspension in wastewater. ORANGE COUNTY SANITATION DISTRICT GLOSSARY OF TERMS TRICKLING FILTER – A biological secondary treatment process in which bacteria and other microorganisms, growing as slime on the surface of rocks or plastic media, consume nutrients in wastewater as it trickles over them. URBAN RUNOFF – Water from city streets and domestic properties that carry pollutants into the storm drains, rivers, lakes, and oceans. WASTEWATER – Any water that enters the sanitary sewer. WATERSHED – A land area from which water drains to a particular water body. OCSD’s service area is in the Santa Ana River Watershed.