HomeMy WebLinkAbout11-19-2025 Steering Committee Complete Agenda PacketSPECIAL NOTICE
PUBLIC ATTENDANCE & PARTICIPATION AT PUBLIC MEETINGS
Steering Committee Meeting
Wednesday, November 19, 2025
5:00 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 Headquarters
18480 Bandilier Circle
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:
Join the meeting now
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: 450 850 214#
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 using *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!
November 13, 2025 NOTICE OF REGULAR MEETING
STEERING COMMITTEE ORANGE COUNTY SANITATION DISTRICT
Wednesday, November 19, 2025 – 5:00 P.M. Headquarters 18480 Bandilier Circle
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 Steering Committee of the Orange County
Sanitation District will be held at the above location and in the manner indicated on Wednesday, November 19, 2025 at 5:00 p.m.
STEERING COMMITTEE & BOARD MEETING DATES
November 19, 2025 *
December 17, 2025 *
January 28, 2026
February 25, 2026
March 25, 2026
April 22, 2026
May 27, 2026
June 24, 2026
July 22, 2026
August 26, 2026
September 23, 2026
October 28, 2026
* Meeting will be held on the third Wednesday of the month
ROLL CALL STEERING COMMITTEE
Meeting Date: November 19, 2025 Time: 5:00 p.m.
COMMITTEE MEMBERS (7)
Ryan Gallagher, Board Chair
Jon Dumitru, Board Vice-Chair
Pat Burns, Operations Committee Chair Christine Marick, Administration Committee Chair
Glenn Grandis, Member-At-Large
Chad Wanke, Member-At-Large
John Withers, Member-At-Large
OTHERS
Scott Smith, General Counsel
STAFF
Rob Thompson, General Manager
Lorenzo Tyner, Assistant General Manager
Jennifer Cabral, Director of Communications Mike Dorman, Director of Engineering
Laura Maravilla, Director of Human Resources
Riaz Moinuddin, Director of Operations & Maintenance Wally Ritchie, Director of Finance
Lan Wiborg, Director of Environmental Services
Kelly Lore, Clerk of the Board
ORANGE COUNTY SANITATION DISTRICT Effective 10/1/2025 BOARD OF DIRECTORS Complete Roster
AGENCY/CITIES ACTIVE DIRECTOR ALTERNATE DIRECTOR
Anaheim
Carlos A. Leon
Ryan Balius
Brea Christine Marick Cecilia Hupp
Buena Park Joyce Ahn Lamiya Hoque
Cypress VACANT Bonnie Peat
Fountain Valley Glenn Grandis Ted Bui
Fullerton Jamie Valencia Shana Charles
Garden Grove Stephanie Klopfenstein Cindy Ngoc Tran
Huntington Beach Pat Burns Gracey Van Der Mark
Irvine Melinda Liu Kathleen Treseder
La Habra Jose Medrano Rose Espinoza
La Palma Debbie Baker Vikesh Patel
Los Alamitos Jordan Nefulda Tanya Doby
Newport Beach Erik Weigand Michelle Barto
Orange Jon Dumitru John Gyllenhammer
Placentia Chad Wanke Ward Smith
Santa Ana Johnathan Ryan Hernandez Jessie Lopez
Seal Beach Lisa Landau Ben Wong
Stanton David Shawver John D. Warren
Tustin Ryan Gallagher Austin Lumbard
Villa Park Jordan Wu Kelly McBride
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 Dan Ferons
Yorba Linda Water District Tom Lindsey Gene Hernandez
County Areas
Board of Supervisors Doug Chaffee Janet Nguyen
STEERING COMMITTEE
Regular Meeting Agenda
Wednesday, November 19, 2025 - 5:00 PM
Huntington Beach Room
Headquarters
18480 Bandilier Circle
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 OC San's Headquarters located at 18480 Bandilier Circle, 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 those distributed less than 72 hours
prior to the meeting to a majority of the Board of Directors, are available for public inspection with 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.
NOTICE TO DIRECTORS: To place items on the agenda for a Committee or Board Meeting, the item must be
submitted 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 Communications: Jennifer Cabral, jcabral@ocsan.gov / (714) 593-7581
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
STEERING COMMITTEE Regular Meeting Agenda Wednesday, November 19, 2025
CALL TO ORDER
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.
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.
CONSENT CALENDAR:
Consent Calendar Items are considered to be routine and will be enacted, by the Committee, after one motion,
without discussion. Any items withdrawn from the Consent Calendar for separate discussion will be considered in
the regular order of business.
1.2025-4569APPROVAL OF MINUTES
RECOMMENDATION:
Approve minutes of the Regular meeting of the Steering Committee held October 22,
2025.
Originator:Kelly Lore
Agenda Report
10-22-2025 Steering Committee Meeting Minutes
Attachments:
2.2025-4538ORANGE COUNTY SANITATION DISTRICT 2025 STRATEGIC PLAN
RECOMMENDATION: Recommend to the Board of Directors to:
Adopt the Orange County Sanitation District 2025 Strategic Plan.
Originator:Rob Thompson
Agenda Report
Orange County Sanitation District 2025 Strategic Plan
Attachments:
Page 1 of 4
STEERING COMMITTEE Regular Meeting Agenda Wednesday, November 19, 2025
NON-CONSENT:
3.2025-4471BOARD OF DIRECTORS COMPENSATION
RECOMMENDATION: Recommend to the Board of Directors to:
Consider the automatic five percent (5%) increase to Board Member Compensation in
accordance with Ordinance No. OC SAN-62, effective January 1, 2026.
Originator:Kelly Lore
Agenda Report
OC SAN-62 Board Compensation
Attachments:
4.2025-4500FLOW EXCHANGE AND GAP FLOWS AGREEMENTS
RECOMMENDATION: Recommend to the Board of Directors to:
A. Approve and authorize the General Manager to execute the Flow Exchange
Agreement between Orange County Sanitation District and Irvine Ranch Water
District, in a form approved by General Counsel; and
B. Approve and authorize the General Manager to execute the GAP Flows
Agreement between Orange County Sanitation District, Irvine Ranch Water
District, and Orange County Water District, for a term of 20 years, in a form
approved by General Counsel.
Originator:Mike Dorman
Agenda Report
GAP Flows Agreement
Flow Exchange Agreement
2011 IRWD GAP II/GWRS Agreement
Presentation
Attachments:
5.2025-4572RATE SETTING PROCESS
RECOMMENDATION: Recommend to the Board of Directors to:
Approve initiating the rate setting process a year early to allow Orange County
Sanitation District to assess rates across the service area including new customer
bases.
Originator:Wally Ritchie
Agenda ReportAttachments:
Page 2 of 4
STEERING COMMITTEE Regular Meeting Agenda Wednesday, November 19, 2025
INFORMATION ITEMS:
None.
DEPARTMENT HEAD REPORTS:
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.
CS-1 2025-4610CONFERENCE WITH LEGAL COUNSEL RE ANTICIPATED
LITIGATION - GOVERNMENT CODE SECTION 54956.9(D)(4)
RECOMMENDATION: Convene in Closed Session:
Number of Potential Cases: 2.
Initiation of litigation.
Agenda Report
Steering Closed Session Memo re Potential Litigation
11-19-2025
Attachments:
CONVENE IN CLOSED SESSION.
RECONVENE IN REGULAR SESSION.
CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED
SESSION:
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.
Page 3 of 4
STEERING COMMITTEE Regular Meeting Agenda Wednesday, November 19, 2025
ADJOURNMENT:
Adjourn the meeting until the Regular Meeting of the Steering Committee on December 17,
2025 at 5:00 p.m.
AFFIDAVIT OF PUBLICATION:
I hereby certify under penalty of perjury and as required by the State of California, Government Code §
54954.2(a), that the foregoing Agenda was posted online at www.ocsan.gov, in the lobby, and outside the main
door of Orange County Sanitation District Headquarters at 18480 Bandilier Cir. Fountain Valley, CA 92708 not
less than 72 hours prior to the meeting date and time above. All public records relating to each agenda item,
including those distributed less than 72 hours prior to the meeting to a majority of the Board of Directors, are
available for public inspection with the Clerk of the Board.
/s/ Kelly A. Lore, MMC
Clerk of the Board
November 13, 2025
Page 4 of 4
STEERING COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4569 Agenda Date:11/19/2025 Agenda Item No:1.
FROM:Robert Thompson, General Manager
Originator: Kelly A. Lore, Clerk of the Board
SUBJECT:
APPROVAL OF MINUTES
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION:
Approve minutes of the Regular meeting of the Steering Committee held October 22, 2025.
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 24-09
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·October 22, 2025 Steering Committee meeting minutes
Orange County Sanitation District Printed on 11/7/2025Page 1 of 1
powered by Legistar™
Orange County Sanitation District
Minutes for the
STEERING COMMITTEE
Wednesday, October 22, 2025
5:00 PM
Huntington Beach Room
Headquarters
18480 Bandilier Circle
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 Ryan Gallagher on Wednesday, October 22, 2025 at 5:00
p.m. in the Orange County Sanitation District Headquarters.
ROLL CALL AND DECLARATION OF QUORUM:
The Clerk of the Board declared a quorum present as follows:
PRESENT:Ryan Gallagher, Jon Dumitru, Pat Burns, Christine Marick, Chad
Wanke and John Withers
ABSENT:Glenn Grandis
STAFF PRESENT: Lorenzo Tyner, Assistant General Manager; Jennifer Cabral, Director of
Communications; 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;
Mortimer Caparas; Daisy Covarrubias; Raul Cuellar; Don Cutler; Thys DeVries; Martin Dix;
John Frattali; Justin Fenton; Tania Moore; Omeed Pour; Valeria Ratto; Thomas Vu; Kevin
Work; Sammady Yi; and Ruth Zintzun were present in the Huntington Beach Room.
OTHERS PRESENT: Scott Smith, General Counsel; Phillip Lem, Special Counsel, Payne &
Fears LLP; City of Fountain Valley Mayor Ted Bui; and City Manager of Fountain Valley
Maggie Le were present in the Huntington Beach Room.
PUBLIC COMMENTS:
City of Fountain Valley Mayor Ted Bui, and City of Fountain Valley City Manager Maggie Le
spoke in regard to Item No. 3.
The Clerk of the Board provided late communication regarding a revised recommendation
and a final attachment for Item No. 3. The document was provided to the Steering Committee
members and made available to the public.
REPORTS:
Chair Gallagher and Assistant General Manager Lorenzo Tyner did not provide reports.
Page 1 of 5
STEERING COMMITTEE Minutes October 22, 2025
CONSENT CALENDAR:
1.APPROVAL OF MINUTES 2025-4535
Originator: Kelly Lore
MOVED, SECONDED, AND DULY CARRIED TO:
Approve minutes of the Regular meeting of the Steering Committee held September
24, 2025.
AYES:Ryan Gallagher, Jon Dumitru, Pat Burns, Christine Marick, Chad
Wanke and John Withers
NOES:None
ABSENT:Glenn Grandis
ABSTENTIONS:None
NON-CONSENT:
2.TRICKING FILTER MEDIA REPLACEMENT AT PLANT NO. 1,
PROJECT NO. P1-142
2025-4180
Originator: Mike Dorman
Director of Engineering Mike Doman provided a PowerPoint presentation on the
Trickling Filter Media Replacement at Plant No. 1, Project No. P1-142. The overview
included the project location, background information on the secondary treatment:
trickling filters, reasons for the project, media replacement, coating repair, liner repair,
bid results, and the recommendation.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Receive and file Bid Tabulation and Recommendation for Trickling Filter Media
Replacement at Plant No. 1, Project No. P1-142;
B. Award a Construction Contract Agreement to GSE Construction Company, Inc.
for Trickling Filter Media Replacement at Plant No. 1, Project No. P1-142, for a
total amount not to exceed $21,565,292; and
C. Approve a contingency of $2,156,529 (10%).
AYES:Ryan Gallagher, Jon Dumitru, Pat Burns, Christine Marick, Chad
Wanke and John Withers
NOES:None
ABSENT:Glenn Grandis
ABSTENTIONS:None
Page 2 of 5
STEERING COMMITTEE Minutes October 22, 2025
3.PROPERTY ACQUISITION FOR 18250 EUCLID STREET, FOUNTAIN
VALLEY, CA
2025-4543
Originator: Lorenzo Tyner
Assistant General Manager Lorenzo Tyner provided a brief explanation of the item.
Board Chair Gallagher provided explanation that the public comments brought forth
today is an item separate from the actual Item. The consensus of the Steering
Committee was to consider mitigating factors for the City of Fountain Valley and to
bring back an item to the Committee in a timely manner.
MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of
Directors to:
A. Approve a Standard Offer, Agreement, and Escrow Instructions for Purchase of
Real Estate (Purchase Agreement) with Rexford Industrial Realty L.P. for
Property at 18250 Euclid Street, Fountain Valley, APN No. 156-171-4, in a form
approved by General Counsel, for $26,710,000; and
B. Authorize the General Manager and General Counsel to execute the following:
1. Preliminary Title Report Consistent with the Standard Offer, Agreement, and
Escrow Instructions;
2. Title Approval Letter;
3. Deeds and other evidence of title to the parcels of property that are the
subject of the Purchase Agreement;
4. Preliminary Change of Ownership Report;
5. Acceptance of the Grant Deed to certain real property from Rexford
Industrial Realty, L.P;
6. Approved Estimated Closing costs;
7. Seller’s Mandatory Disclosure Statement acknowledging receipt of this
document;
8. Property Information Sheet acknowledging receipt of this document;
9. Natural Hazard Disclosure Report acknowledging receipt of this document;
and
10. Any and all other instruments related to the transaction.
AYES:Ryan Gallagher, Jon Dumitru, Pat Burns, Christine Marick, Chad
Wanke and John Withers
NOES:None
ABSENT:Glenn Grandis
ABSTENTIONS:None
INFORMATION ITEMS:
None.
Page 3 of 5
STEERING COMMITTEE Minutes October 22, 2025
DEPARTMENT HEAD REPORTS:
None.
CLOSED SESSION:
CONVENED IN CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTIONS
54956.9 (d)(1) & 54956.8.
The Committee convened in closed session at 5:21 p.m. Item No. CS-2 was not heard.
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)
2025-4555
CONVENED IN CLOSED SESSION:
Number of Cases: 1
Michael Oberly v. Orange County Sanitation District, Orange County Superior Court
and Does 1-25, Orange County Superior Court Case No.
30-2025-01489491-CU-OE-CJC.
CS-2 CONFERENCE WITH REAL PROPERTY NEGOTIATORS -
GOVERNMENT CODE SECTION 54956.8
2025-4564
DID NOT CONVENE IN CLOSED SESSION:
Property: 18250 Euclid Street, Fountain Valley, CA - APN No.156-171-41.
Agency negotiators: General Manager Robert Thompson; Assistant General Manager
Lorenzo Tyner; and Director of Finance Wally Ritchie.
Negotiating parties: Rexford Industrial Realty LP
Under negotiation: Price and Terms of payment
RECONVENED IN REGULAR SESSION.
The Committee reconvened in regular session at 5:34 p.m.
CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN CLOSED
SESSION:
General Counsel Scott Smith stated there was no reportable action.
Page 4 of 5
STEERING COMMITTEE Minutes October 22, 2025
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY:
None.
BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING:
None.
ADJOURNMENT:
Chair Gallagher declared the meeting adjourned at 5:35 p.m. to the next Regular Steering
Committee meeting to be held on Wednesday, November 19, 2025 at 5:00 p.m.
Submitted by:
__________________
Kelly A. Lore, MMC
Clerk of the Board
Page 5 of 5
STEERING COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4538 Agenda Date:11/19/2025 Agenda Item No:2.
FROM:Robert Thompson, General Manager
SUBJECT:
ORANGE COUNTY SANITATION DISTRICT 2025 STRATEGIC PLAN
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION: Recommend to the Board of Directors to:
Adopt the Orange County Sanitation District 2025 Strategic Plan.
BACKGROUND
The Orange County Sanitation District (OC San)has prepared the 2025 Strategic Plan.The
Strategic Plan is a policy level roadmap which defines the future desired state of the agency and lays
out initiatives to move toward that desired state.The Strategic Plan is intended to be a living
document that is adjusted to address new needs, or regulatory requirements faced by OC San.
The plan includes 16 individual policy areas which comprise the overall Strategic Plan.The policy
statements were developed by the Executive Management Team based on input provided by Board
Members and staff.The Board of Directors’input and direction drives the development and updating
of the Strategic Plan.
RELEVANT STANDARDS
·Maintain and adhere to appropriate internal planning documents: Strategic Plan
·Sustain 1, 5, 20-year planning horizons
·Build brand, trust, and support with policy makers and community leaders
PRIOR COMMITTEE/BOARD ACTIONS
September 2025 - Information Item: 2025 Proposed Strategic Plan.
July 2025 - Information Item: Risk Register.
June 2025 - Information Item: Levels of Service.
May 2025 - Information Item: Core Values.
April 2025 -Receive and File the Orange County Sanitation District Strategic Plan Presentation No.Orange County Sanitation District Printed on 11/10/2025Page 1 of 2
powered by Legistar™
File #:2025-4538 Agenda Date:11/19/2025 Agenda Item No:2.
April 2025 -Receive and File the Orange County Sanitation District Strategic Plan Presentation No.
2.
March 2025 - Receive and file the Orange County Sanitation District - Strategic Plan Presentation.
CEQA
N/A
FINANCIAL CONSIDERATIONS
The adopted Strategic Plan will be the basis of Fiscal Year 2026-27 and 2027-28 budget
development.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Orange County Sanitation District 2025 Strategic Plan
Orange County Sanitation District Printed on 11/10/2025Page 2 of 2
powered by Legistar™
1 | Strategic Plan — 2025
StrategicPlan
ORANGE COUNTY SANITATION DISTRICT
2025
2 | Strategic Plan — 2025 3 | Strategic Plan — 2025
Table of Contents
Board of Directors 4
Message from the General Manager 5
Executive Summary 6
Our Mission and Vision 8
Core Values 9
Levels of Service 10
Risk Register 12
Policy Areas 13
Appendix
Business Principles
Budget Control and Fiscal Discipline Policy 26
Asset Management Policy 31
Cybersecurity and Artificial Intelligence Policy 34
Property Management Policy 36
Organizational Advocacy and Outreach Policy 37
Environmental Stewardship
Energy Independence Policy 42
Climate and Catastrophic Event Resiliency Policy 45
Food Waste Treatment Policy 49
Environmental Water Quality, Stormwater Management and Urban Runoff 52
Potable Water Salinity Control 56
Wastewater Management
Chemical Sustainability Policy 60
Biosolids Management Policy 64
Constituents of Emerging Concern Policy 67
Water Reuse Policy 70
Workforce Environment
Resilient Staffing Policy 74
Safety and Physical Security Policy 78
4 | Strategic Plan — 2025 5 | Strategic Plan — 2025
City
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
AGENCIES
Costa Mesa Sanitary District
Midway City Sanitary District
Irvine Ranch Water District
Yorba Linda Water District
Member of the Board
of Supervisors
Active Director
Carlos A. Leon
Christine Marick
Joyce Ahn
Glenn Grandis
Jamie Valencia
Stephanie Klopfenstein
Pat Burns
Melinda Liu
Jose Medrano
Debbie Baker
Jordan Nefulda
Erik Weigand
Jon Dumitru (Vice-Chair)
Chad Wanke
Johnathan Ryan Hernandez
Lisa Landau
David Shawver
Ryan Gallagher (Chair)
Jordan Wu
Robert Ooten
Andrew Nguyen
John Withers
Tom Lindsey
Doug Chaffee
Board of Directors Message from the General Manager
At the Orange County Sanitation District (OC San), our mission remains clear: to protect public health and the environment by providing effective wastewater collection, treatment, and recycling services for the 2.6 million residents in our service area.
As we launch our 2025 Strategic Plan, we do so with a renewed commitment to resource recovery, resilience, innovation, service, and equity—core pillars that guide our organization. These values ensure that OC San remains adaptable, visionary, and responsive.
The Strategic Plan is the foundation of our three-year planning and execution cycle. Informed by shifts in regulations, emerging technologies, infrastructure needs, and the changing expectations of those we serve, this plan charts a clear path forward. We are leveraging new technologies, data-driven decision-making, and sustainable practices to strengthen reliability, improve efficiency, and expand opportunities for resource recovery. It defines our service levels across 16 policy areas and provides direction for budgeting, capital planning, and operations.
This process is also an opportunity for renewed leadership and unity. With a Board of Directors that sees a significant number of new members every two years, the Strategic Plan gives each Board the ability to shape OC San’s future while continuing the momentum built by those who came before. By embracing innovation and fresh perspectives, our Board and staff ensure that OC San continues to grow stronger with every planning cycle.
Thank you to our past and current Board Members for their vision and leadership. Your contributions have shaped an organization that continues to innovate, improve, and adapt in service to the people of Orange County. With the guidance of this 2025 Strategic Plan, OC San will continue to rise to meet tomorrow’s challenges—delivering results our community can count on and building more resilient future for generations to come.
Sincerely,
Robert Thompson General Manager
6 | Strategic Plan — 2025 7 | Strategic Plan — 2025
Executive Summary
The Orange County Sanitation District (OC San) is driven by its mission to protect public health and the environment by providing reliable, cost-effective wastewater and resource recovery services. The 2025 Strategic Plan is the guiding framework that aligns the priorities of the Board of Directors, staff, and community to meet emerging challenges with forward-thinking solutions.
OC San’s strategic planning is based on a three-year cycle and a four-step management process that ensures continuity, accountability, and progress toward long-term goals.
This process includes:
1. Strategic Planning – Establishing a shared vision and identifying our capacity (people and assets) to fulfill our mission.
2. Budget Development – Allocating resources and setting tactical plans aligned with the adopted Strategic Plan.
3. Implementation – Executing the day-to-day operations and delivering essential services to our stakeholders.
4. Performance Reporting – Measuring and reporting on progress, service levels, and goal attainment.
This continuous improvement model fosters accountability and innovation, ensuring OC San stays true to its mission while adapting to evolving community needs, regulatory requirements, and technological advancements while maintaining organizational stability—even through Board and staff transitions.
The 2025 Strategic Plan builds upon the foundation of the 2021 and 2023 plans, reaffirming the direction while incorporating meaningful updates. Based on extensive input from the Board and staff, OC San refined its strategic policy framework, which is organized into four key focus areas and now includes 16 policy areas (an increase from 15) with the addition of Potable Water Salinity Control. The inclusion of Potable Water Salinity Control and Cybersecuity and Artificial Intelligence underscores how innovation is central to advancing the mission.
Strategic Focus Areas and Policy Topics
Business Principles
• Budget Control and Fiscal Discipline
• Asset Management
• Cybersecurity and Artificial Intelligence
• Property Management
• Organizational Advocacy and Outreach
Environmental Stewardship
• Energy Independence
• Climate and Catastrophic Event Resiliency
• Food Waste Treatment
• Environmental Water Quality, Stormwater Management, and Urban Runoff
• Potable Water Salinity Control (New)
Wastewater Management
• Chemical Sustainability
• Biosolids Management
• Constituents of Emerging Concern
• Water Reuse
Workplace Environment
• Resilient Staffing
• Safety and Physical Security
Throughout the year, OC San engaged the Board of Directors in reviewing the prior plan and updating each policy area. The result is a set of clear policy statements, background context, current conditions, and refreshed initiatives that are measurable and actionable. These initiatives will guide the development of the next steps in the planning cycle, the Budget and two General Manager’s Work Plans.
The Board received updates on Levels of Service (LOS), Core Values, and the Risk Register. LOS ensures OC San’s commitment to reliable day to day service, Core Values promote innovation and collaboration, and the Risk Register identifies opportunities and mitigates critical risks to operations.
By building on the strengths of the existing framework and proactively addressing new challenges, the 2025 Strategic Plan ensures OC San continues to lead with purpose, resilience and innovation. OC San is prepared to meet the needs of today and to reshape its staff and facilities for generations to come.
STRATEGIC PLANNING PROCESS
2023 2024 2025 2026 2027 2028
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Strategic PlanDevelopment Budget Development General Manager Work Plan
General Manager Work PlanBudget Update
General Manager Work Plan
General Manager Work PlanBudget Update
Rate Study Prop218
Strategic PlanDevelopment Budget Development
Strategic PlanDevelopment Budget Development
8 | Strategic Plan — 2025 9 | Strategic Plan — 2025
Our Mission
“To protect public health and the environment by providing effective wastewater collection, treatment, and recycling.”
Our Vision
ORANGE COUNTY SANITATION DISTRICT WILL BE A LEADER IN:
• Providing reliable, responsive, and affordable services in line with customer needs and expectations.
• Protecting public health and the environment utilizing all practical and effective means for wastewater, energy, and solids resource recovery.
• Continually seeking efficiencies to ensure that the public’s money is wisely spent.
• Communicating our mission and strategies with those we serve and all other stakeholders.
• Partnering with others to benefit our customers, this region, and our industry.
• Creating the best possible workforce in terms of safety, productivity, customer service, and training.
Core Values
OC San’s Core Values support the Mission and Vision Statements by expressing the values, beliefs, and philosophy that guides the agency’s daily actions. They help form the framework of the organization and reinforce a professional work ethic. These Core Values accurately express the philosophy and practice of OC San’s workforce.
Integrity, Inclusion, Honesty, and Respect We aspire to the highest degree of integrity, inclusion, honesty, and respect in our interaction 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 efforts and collaboration with each other and our constituencies. We work to solve problems in a creative, cost-effective, and safe manner, and we acknowledge team and individual efforts.
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.
10 | Strategic Plan — 2025 11 | Strategic Plan — 2025
Levels of Service
OC San’s Strategic Plan consists of various elements including the Levels of Service (LOS). OC San’s LOS are the commitments made to our ratepayers, regulators, employees, and the Board of Directors on our operational efforts. The LOS were updated in 2023 and were designed to better align with the Strategic Plan and showcase how the initiatives are being implemented and monitored. As part of the 2025 Strategic Plan update, the LOS are being updated once again to address improvements made. The LOS consists of four categories which coincide with the Strategic Plan policy areas: Environmental Stewardship, Wastewater Management, Business Principles, and Workplace Environment.
Environmental Stewardship Levels of Service
OC San will protect public health and the environment.
Compliance with Ocean Discharge Permit 100%
Dry weather urban runoff collected and treated Up to 10 MGD
Major non-conformance audit findings <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 < 10 events for the treatment plants < 12 events for the collection system
Sanitary Sewer Spills per 100 miles <2.1
Compliance with core industrial pretreatment requirements 100%
OC San’s effluent, solids and biogas will be recycled.
Provide specification effluent to Groundwater Replenishment System 100%
Beneficially reuse biosolids during normal operations 100%
Wastewater Management Levels of Service
OC San will be a good neighbor and will be responsive to its customers.
Respond to collection system spills within 1 hour of notification 100%
Respond to odor complaints Within 1 hour in plants Within 24 hours in collections
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 2 business days 100%
OC San will manage its assets to ensure reliability and security.
Respond to all cybersecurity events and incidents to mitigate risks and maintain an overall cyber health rating according to security operations standards.
>90%
Annual real property assessments/inspections 20% of the properties
Annual Inspection, documentation, and evaluation of collection system 70 miles of sewers 880 manholes
Business Principles Levels of Service
OC San will exercise sound financial management.
Annual user fees sufficient to cover 100% of O&M Budget 100%
Collection, treatment, and disposal costs per million gallons Within 10% of budget
Maintain Credit Rating (Moody’s, Fitch, S&P)AAA
Workplace Environment Levels of Service
OC San will provide a safe, productive workplace.
Employee injury incident rate per 100 employees <4.2
Annual days away from work, restricted activity, or job transfer resulting from a work-related injury <3.2
Annual training hours per employee >=40
12 | Strategic Plan — 2025 13 | Strategic Plan — 2025
Risk Register
The Risk Register is a compilation of various risks facing OC San for the annual review by management. The findings from this assessment are used in the development of the Strategic Plan and the General Manager’s Work Plan to ensure OC San’s operations remain unaffected.
The analysis enables management to identify solutions and prioritize concerns efficiently and effectively. The risks analyzed include staffing, cybersecurity, and operational issues. The 2023 Risk Register serves as a tool for management to maintain OC San’s progress while taking into account the identified risks.
Policy Areas
The Strategic Plan is divided into four categories with 16 topic areas. Below are the
policy statements and corresponding initiatives to achieve the goals of the plan. The
complete policy papers can be found in the appendix.
BUSINESS PRINCIPLES
Budget Control and Fiscal Discipline
Policy Statement
The Orange County Sanitation District (OC San) has practices and safeguards in place to ensure its long-term fiscal stability. These provide direction so that OC San’s finances are managed in a manner that will continue to support the daily collection and treatment of wastewater; meet the mission of the organization; maintain our AAA Bond Rating; ensure a responsible budget consisting of Revenues, Operating Expenditures, Capital Improvement Program (CIP), Debt Service; and establish reserves necessary to meet known and unknown future obligations. OC San has established Fiscal Policies and Reserve Criteria, which are included in the budget, and separately adopted Investment and Debt Policies. These policies set the guidelines for planning the cashflow of OC San and have helped to stabilize the rates that our residents pay.
Initiatives
• Use established resources, along with developing and implementing additional resources to assist OC San staff in tracking and monitoring expenditures to ensure smooth business operations while maintaining budgetary control.
• Maintain a fiscally responsible financial plan that is based on long-term planning which supports stable rate setting and a pay-as-you-go philosophy for operating and capital expenditures.
• Leverage the centralized training program to provide targeted training opportunities for employees to remain current with financial best practices and OC San fiscal policies and procedures.
• Monitor the long-term debt program and continually assess market conditions to identify possible opportunities to reduce outstanding debt balance and term, while maintaining a AAA rating. Maintain reserve levels within policy guidelines, while optimizing the use of available funds to finance capital programs and ensure a balanced budget.
Asset Management
Policy Statement
The Orange County Sanitation District (OC San) will assess and manage the collection and treatment plant systems and assets to improve resilience and reliability while lowering lifecycle costs. This will be accomplished through adaptive operation, coordinated maintenance and condition assessment, and planned capital investment. Staff will balance maintenance, refurbishment, and replacement strategies to maximize useful life, system availability, and efficiency.
14 | Strategic Plan — 2025 15 | Strategic Plan — 2025
Initiatives
• Continue developing an annual Asset Management Plan documenting the condition of the collection system and treatment plants, and upcoming maintenance or capital projects.
• Coordinate the efforts of operations, collections, mechanical maintenance, electrical maintenance, instrument maintenance and engineering through process area teams to assure OC San’s resources are focused on the high priority work functions.
• Identify critical collections and plant assets that have long lead times for parts and replacement and mitigate procurement risks and impacts to collections and plant resiliency based on market conditions.
• Maintain a 20-year forecast of all CIP projects needed to maintain or upgrade OC San’s in assets on a prioritized risk basis to establish rate structures.
• Leverage asset information and tools to define the remaining useful life of assets.
Cybersecurity and Artificial Intelligence
Policy Statement
The Orange County Sanitation District (OC San) is committed to building and maintaining resilient, secure, and ethically governed technology systems. This includes a robust cybersecurity posture and the responsible adoption of Artificial Intelligence (AI), including both generative AI and advanced operational AI. As OC San advances its digital transformation, the agency must ensure that its technology practices safeguard data, systems, and operations, while also leveraging innovation to improve service delivery, operational efficiency, and decision-making. This policy outlines OC San’s dual approach: securing our digital assets from evolving threats and strategically implementing AI in a phased, ethical, and transparent manner aligned with organizational goals.
Initiatives
Cybersecurity Initiatives
• Conduct tabletop exercises to test and improve incident response readiness.
• Expand SOC capabilities and automation to support real-time threat protection.
• Perform ransomware readiness and third-party red team assessments.
AI Initiatives
• Implement a phased AI resourcing plan leveraging support from Microsoft and Gartner.
• Launch awareness campaigns and targeted training for Microsoft Copilot and other AI tools.
• Evaluate AI infrastructure options (e.g., hosted vs. on-premises).
• Expand operational AI use in areas such as SCADA, asset health monitoring, and CCTV analytics.
• Continuously update generative AI policy to reflect advancements and align with OC San values.
Property Management
Policy Statement
The Orange County Sanitation District (OC San) owns and operates assets throughout our service area located in property owned in fee, through easements, and in the public right-of-way. OC San will identify and protect all its property rights to assure that our assets are not encumbered or encroached upon so that the facilities may be properly operated, maintained, upgraded, and replaced.
Initiatives
• Leverage technology to review property rights and identify encroachments or encumbrances that restrict operation, maintenance, inspection, or emergency repair access to remove encroachments or encumbrances.
• Collaborate with Engineering to obtain property, easements, and rights-of-way in a timely manner for capital projects.
• Augment OC San resources with contracted specialized real estate services to limit the need for additional staffing.
Organizational Advocacy and Outreach
Policy Statement
The Orange County Sanitation District (OC San) will create and disseminate information to our stakeholders with an end goal to educate, inform, and garner support for the services provided, thus allowing us to operate in a more efficient and effective manner. OC San will deliver messages that are accurate, transparent, and designed to foster public trust and confidence. Additionally, following legislative activity will ensure OC San’s interests are explained and considered.
Initiatives
• Implement a multipronged outreach strategy that will include industry and media coverage for the Supercritical Water Oxidation project and Deep Well Injection.
• Develop and implement a Local Government Affairs Outreach Program to enhance OC San business goals and build local relationships that benefit OC San, cities we serve, member agencies, and officials.
• Actively monitor and engage in regulatory and legislative activity across California and Washington, D.C., and take appropriate action in support of, or opposition to, legislative and regulatory initiatives affecting OC San and the wastewater industry. This includes using Monitoring and Analysis, Advocacy Days, Position letters and Funding Requests (as deemed suitable).
16 | Strategic Plan — 2025 17 | Strategic Plan — 2025
ENVIRONMENTAL STEWARDSHIP
Energy Independence
Policy Statement
The Orange County Sanitation District (OC San) will strive to be energy neutral. Electrical, thermal, and methane gas generation will be maximized within the current anerobic digestion engine generator infrastructure. Energy utilization will be minimized using sound engineering and financial principles. OC San will investigate new technologies to more directly convert solids associated with wastewater treatment into energy.
Initiatives
• Maximize the anaerobic digestion conversion of organics to methane through receipt of food waste and operational techniques.
• Continue to support the conversion of biomethane into electricity and heat for process use. Improve systems as necessary to comply with air regulations.
• Pursue technology innovation to reduce energy use, reduce transportation energy impacts, and reduce greenhouse gas impacts.
Climate Adaptation and Catastrophic Event Resilience
Policy Statement
The Orange County Sanitation District (OC San) aims to design, maintain, and operate valuable wastewater assets that withstand or adapt to adverse conditions in a reasonable manner that is both cost-effective and sustainable for present and future generations. These adverse conditions include drought, heavy rains, flooding, sea level rise, earthquakes, tsunamis, extreme heat, wildfires, high wind, and electrical grid interruptions. OC San is also committed to economically minimizing its greenhouse gas emissions to minimize its impact.
Initiatives
• Evaluate the seismic vulnerabilities of Plant No. 2 flow processes (primary clarifiers, activated sludge 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 improvement projects.
• Complete the biannual high flow exercise to assure readiness for a high flow event. Maintain a higher level of readiness October 15 through March 15 and in advance of predicted significant rain events.
• Pursue Deep Well Injection of Biosolids to safely sequester carbon rich materials and associated constituent of emerging concern to create a negative carbon footprint for OC San.
Food Waste Treatment
Policy Statement
The State of California limits the volume of organic waste that is diverted to landfills. The Orange County Sanitation District (OC San) will collaborate with the County of
Orange, other local agencies, and waste haulers to find ways to beneficially reuse food waste, a type of organic waste to assist cities in our service area in meeting their diversion requirements while increasing OC San’s energy production.
Initiatives
• OC San will accept a preprocessed food waste slurry that meets OC San’s specifications from an in-county partner that is compatible with its existing anaerobic digesters. OC San will charge a tipping fee to offset its costs for capital construction, operations, handling, maintenance, and biosolids disposal.
• Design, build, and operate a food waste receiving station. Utilize a county-wide specification for food waste slurry and contract with OCWR to receive and co-digest food waste slurry.
Battery storage system at Plant No. 1 in Fountain Valley.
18 | Strategic Plan — 2025 19 | Strategic Plan — 2025
Environmental Water Quality, Stormwater Management, and Urban Runoff
Policy Statement
The Orange County Sanitation District (OC San) will collaborate with regional stakeholders to accept up to ten (10) million gallons per day of dry weather urban runoff at no cost to the dischargers through its permit-based Dry Weather Urban Runoff Diversion Program (DWURD Program). The primary objective of the DWURD Program is to improve water quality in streams, rivers, and beaches in OC San’s service area without adversely impacting OC San’s occupational safety, collection and treatment systems, reuse initiatives, or permit compliance. Unauthorized discharge of urban runoff to OC San is strictly prohibited.
Initiatives
• Issue dry weather urban runoff connection permits to accept up to a total of ten million gallons per day of controlled discharge of dry weather urban runoff where existing conveyance capacity exists, and the constituents within the flow will not adversely impact OC San.
• Safeguard OC San’s sanitary sewer system against uncontrolled and unregulated discharge by supporting responsible industry practices for flow management and urban runoff pollutant reduction at the source. Utilize OC San’s pretreatment expertise to support effective urban runoff best management practices and special purpose discharge requests among OC San’s regional stakeholders.
• Support responsible and practicable urban runoff management and reuse legislations and regulations.
• Initiate timely enforcement actions to safeguard OC San occupational safety, collection and treatment systems, reuse initiatives, or permit compliance.
Potable Water Salinity Control
Policy Statement
The Orange County Sanitation District (OC San) will partner with other Public Agencies in our watershed to reduce the salinity of the potable water supply of our stakeholders. OC San will use its existing facilities, including its Ocean Outfall, to safely dispose of naturally occurring dissolved solids, or salts, which may be attributed to water reuse, imported water, brackish groundwater, or past agricultural activities.
Initiatives
• OC San will continue to invest in the maintenance of the Ocean Outfall system to assure long-term viability.
• OC San will maintain a National Pollution Discharge Elimination System Permit that supports treatment operation and safe outfall disposal of Groundwater Replenishment System reverse osmosis concentrate and dissolved solids from the Santa Ana Watershed.
• OC San will support the Santa Ana Watershed Project Authority strategic planning process to support watershed salt management through 2046 and beyond.
20 | Strategic Plan — 2025 21 | Strategic Plan — 2025
on constituents (or contaminants) of emerging concern (CECs) at the federal, state, and regional levels. Staff will obtain and maintain current knowledge on CECs under regulatory consideration, including occurrence, analytical methods, regulations, and treatment to support OC San’s mission and regulatory compliance.
Initiatives
• OC San will continue to actively engage water and wastewater stakeholders to stay abreast of the scientific progress and any potential operational and financial impacts of CECs and provide timely briefings to OC San’s Executive Management Team and Board of Directors to facilitate informed decision making.
• OC San will continue to develop capacity to identify, detect, quantify, and characterize CEC sources throughout the service area and treatment process to promote source reduction, treatment effectiveness, communication of credible risks, and responsible reuse and disposal.
• OC San will proactively establish internal expertise and develop laboratory capability to research the potential impact of CECs on beneficial reuse of water and biosolids. OC San will use science-based knowledge to help shape CEC legislation and regulations to protect the public health and environment.
• In the absence of promulgated regulatory limits for specific CECs, OC San will work with regulatory agencies to establish interim source control measures to safeguard its water and biosolids reuse initiatives and ocean discharge against potential adverse impacts. If OC San is regulated, OC San will regulate upstream.
Water Reuse
Policy Statement
The Orange County Sanitation District (OC San) will seek to beneficially reuse all reclaimable water for potable, industrial, irrigation and environmental uses.
Initiatives
• Support Groundwater Replenishment System and maximize reclaimable wastewater availability to OCWD.
• Support Green Acres project water production to provide reclaimed water for industrial and irrigation uses.
WASTEWATER MANAGEMENT
Chemical Sustainability Policy
Policy Statement
The Orange County Sanitation District (OC San) has a need to use chemicals in its treatment process to improve plant performance, reduce odor and corrosion potential, and meet its regulatory requirements. These commodity chemicals are provided by outside vendors through the purchasing process. Some of these chemicals are subject to price swings due to market condition changes such as energy cost impacts, raw material cost changes, commercial competition changes, and transportation cost volatility. OC San will identify chemicals key to its operation, investigate the market risks for those chemicals and devise strategies to mitigate identified risks to availability and pricing.
Initiatives
• Reduce the exclusive reliance on particular chemicals and/or individual vendors to establish flexibility while accomplishing operational objectives.
• OC San has evaluated the potential for generating pure oxygen onsite and will be initiating a Capital Improvement Program project to develop and maintain an oxygen generation facility, reducing reliance on the delivery of liquid oxygen by truck.
Biosolids Management
Policy Statement
The Orange County Sanitation District (OC San) will remain committed to a sustainable biosolids program and will continue the beneficial reuse of biosolids in accordance with Resolution No. OC San 13-03 and the 2017 Biosolids Master Plan.
Initiatives
• Assess Deep Well Injection to handle up to 100 percent of OC San’s biosolids production as a sustainable and diverse biosolids management strategy with the benefit of carbon sequestration and reduction in transportation costs and impacts.
• Partner with other POTW agencies to conduct a feasibility study on a proposed regional biosolids facility in the Inland Empire to address rising costs, regulatory changes, and disposal challenges.
• Continue to engage with local, state, and federal agencies to ensure that biosolids will continue to be safely and legally used as a soil amendment.
• Continue working with OCWR to explore regional biosolids management opportunities as well as local solutions to meet SB 1383’s organics diversion mandates, with an emphasis on in-county biosolids utilization, composting, food waste co-digestion, and biogas production.
• Implement new mesophilic digesters at Plant No. 2, with the option to upgrade to thermophilic, to improve OC San’s operational resiliency against seismic events while enhancing biosolids quality and marketability.
Constituents of Emerging Concern
Policy Statement
The Orange County Sanitation District (OC San) will partner with other agencies, associations, and institutions to support the use of sound science to inform policy and regulatory decisions
22 | Strategic Plan — 2025 23 | Strategic Plan — 2025
Safety and Physical Security
Policy Statement
The Orange County Sanitation District (OC San) will ensure the safety, health, and security of employees, contractors, and the public through industry best practices, policies, and procedures that support a safe and secure environment, provide an appropriate level of security, and safeguard OC San’s property and physical assets.
Initiatives
Safety
• Identify regulatory gaps and opportunities to continually improve OC San’s safety and health management system to maintain the Cal/OSHA Voluntary Protection Program (VPP) designation.
• Continue to foster a culture where employees are accountable for their safety, as well as the safety of others.
Emergency Management
• Support facility and countywide emergency preparedness, response, and recovery efforts by partnering with entities, such as WEROC, Orange County Sheriff Department, and local fire departments to plan and conduct disaster preparedness exercises and drills.
• Develop and conduct a comprehensive emergency exercise on a biannual basis to evaluate the effectiveness of systems, processes, and operational efficiency.
Security
• Develop a physical security master plan based on findings from past results of audits and surveys with a focus on mitigating risk, compliance with applicable regulations and standards, and enhancing security measures in OC San facilities and operations.
WORKPLACE ENVIRONMENT
Resilient Staffing
Policy Statement
The Orange County Sanitation District (OC San) has comprehensive programs in place to attract, develop, and retain high-quality talent to support its mission of protecting public health and the environment. Some of these programs include training and development, employee recognition, diversity and inclusion, recruitment and selection, and competitive benefits and compensation, which help promote employee engagement and productivity to make OC San an employer of choice.
Initiatives
• Vocational Training – seek out partnership opportunities with vocational training institutions to
enhance recruitment options, especially for hard-to-fill positions. Increase the levels of outreach
and participation on advisory councils and committees on curriculum for vocational trade schools to ensure the current staffing needs are met.
• Identify targeted development for lead-level positions to prepare for future attrition to ensure sustainability into the future.
• Maintain and enhance workforce planning initiatives to efficiently and effectively identify, develop, and select the next generation of prepared, capable, and engaged employees through:
• Employee Training and Development Programs
• Vocational/Professional Student Internship Programs
• Workforce Vulnerability Assessments
• Talent Readiness Assessments
• Continue to build the OC San’s centralized training program and evaluate various options to partner with member agencies to share content and network.
24 | Strategic Plan — 2025 25 | Strategic Plan — 2025
APPENDIX
Business Principles
26 | Strategic Plan — 2025 27 | Strategic Plan — 2025
Budget Control and Fiscal Discipline Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) has practices and safeguards in place to ensure its long-term fiscal stability. These provide direction so that OC San’s finances are managed in a manner that will continue to support the daily collection and treatment of wastewater; meet the mission of the organization; maintain our AAA Bond Rating; ensure a responsible budget consisting of Revenues, Operating Expenditures, Capital Improvement Program (CIP), Debt Service; and establish reserves necessary to meet known and unknown future obligations. OC San has established Fiscal Policies and Reserve Criteria, which are included in the budget, and separately adopted Investment and Debt Policies. These policies set the guidelines for planning the cashflow of OC San and have helped to stabilize the rates that our residents pay.
Background
OC San’s annual budget for Operating, Capital, and Debt Service expenses is approximately $600 million. OC San maintains all physical assets at a level adequate to meet its mission, protect OC San’s capital investment, and to minimize future maintenance and replacement costs. OC San maintains budgetary and accounting practices that balance the budget cycle without deferring costs to future budgets. These efforts are supported by OC San’s pay-as-you-go policy for its capital projects and expenditures.
OC San focuses its fiscal policy around seven distinct areas, (1) Revenues, (2) Operating Budget, (3) CIP, (4) Long-Term Debt, (5) Reserves, (6) Investments, and (7) Accounting, Auditing, and Financial Reporting. These areas are reviewed, updated annually, and described as follows:
1) Revenues
OC San’s revenues come from three general areas: Fees and Charges, Property Taxes, and other smaller revenue sources. Because revenues are sensitive to both local and regional economic conditions, revenue estimates are conservative. Staff estimates annual revenues by an objective, analytical process that utilizes trends, judgment, and statistical analysis as appropriate. Property tax revenues of OC San are first dedicated to debt service. OC San sets 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 property taxes and reserves.
2) Operating Budget
The budget is used as a fiscal control device as well as a financial plan. Budget preparation and monitoring are performed by each division within OC San at the organizational level to ensure accountability and control. An annual operating budget is developed by Financial Management and the respective divisions, conservatively projecting expenditures for the current and forthcoming fiscal years. During the annual budget development process, the existing programs are examined to assure removal or reduction of any services or programs that could be eliminated or reduced in cost. Annual budgets provide for adequate repair and maintenance of facilities and equipment. Current operating expenditures are supported by current revenues.
3) Capital Improvement Program
OC San makes all capital improvements in accordance with an adopted and funded CIP. OC San maintains a current Asset Management Plan and a twenty-year plan for capital improvements, including design, construction, and OC San staff costs. All capital projects approved in the annual budget are approved for 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 projects. Staff identifies which capital projects may have a significant impact to ongoing operating and maintenance costs, staffing impacts and estimates the impact as the project is developed. Staff coordinate the development of the CIP budget with the development of the operating budget. All operations and maintenance resources required to implement the CIP have been considered and appropriately reflected in the operating budget for the year the project is to be implemented. Cost tracking for components of the project is updated quarterly to ensure project completion against budget and established timelines.
4) Long-Term Debt
OC San maintains a Board of Directors adopted Debt Policy. Before any new debt is issued, the impact of debt service payments on total annual fixed costs is analyzed. Proceeds from long-term debt cannot be used for current on-going operations. OC San maintains a AAA credit rating from Moody’s, S&P, and Fitch.
5) Reserves
OC San has a Board of Directors Reserve Policy which governs the establishment of our reserve level and the use of those funds. To ensure an adequate and diverse reserve policy, we have established seven different criteria. These criteria ensure that OC San will have sufficient funds for debt covenants, operating expenditures, and debt service payments prior to receiving our revenue from the county, operating contingency, rehabilitations and refurbishment, CIP contingency, and self-insurance for catastrophic loss. Any amount more than these criteria are used to fund capital projects on a pay-as-you-go basis.
6) Investments
OC San annually submits an investment policy to the Board of Directors for review and adoption. The investment policy emphasizes safety and liquidity before yield. OC San contracts with an Investment Manager to manage its portfolio in accordance with State Code and the investment policy.
7) Accounting, Auditing, and Financial Reporting
OC San’s accounting and financial reporting systems are maintained in conformance with accepted accounting principles. Quarterly financial reports are submitted to the Board of Directors and made available to the public. Monthly Operating Budget Reports are compiled, analyzed, and distributed to each division. Financial Management staff meet quarterly with each division to review the operating expenditure and with the Project Management Office to review the CIP progress. An annual audit is performed by an independent public accounting firm with the subsequent issue of an official Annual Comprehensive Financial Report, including an audit opinion and a management letter. Various internal audits are undertaken each year under the direction of the Audit Ad Hoc Committee to ensure adherence to policies, processes, and procedures.
28 | Strategic Plan — 2025 29 | Strategic Plan — 2025
Current Situation
1) Revenues
Most of OC San’s revenue is generated by user fees and charges. This category accounts
for approximately 70 percent of OC San revenue in a year. Currently, OC San fees are in the
lower third of its comparison agencies. After completing a rate study, a new five-year rate
schedule was adopted by the Board of Directors in March 2023.
OC San receives a share of the basic property tax levy proportionate to what was received in the 1976 to 1978 period, less $3.5 million allocated to school districts. These funds make up approximately 22 percent of the total revenue for the year. Other Revenue includes Interest Earnings, Intra-District Transfers, and small revenue sources that make up the remaining eight percent of the annual revenue.
Budget Expenditures
OC San adopts a biennial budget with an update in the second year of the adopted budget. The annual budgeted expenditures are approximately $600 million. This document lays out the framework of OC San’s activities during the upcoming fiscal year and serves as a source of information for the Board of Directors, our ratepayers, investors, and our employees. This budget includes the operational, capital and debt service expenditure necessary to cost-effectively support our mission and execute the Strategic Plan adopted by our Board of Directors. OC San has received the Government Finance Officers Association Distinguished Budget Presentation Award for the last 29 years.
2) Operating Budget
OC San’s Operating Budget is the financial plan and fiscal control mechanism for the 25 divisions that comprise the six departments. The Operating Budget accounts for the costs to operate, maintain, and manage OC San’s two treatment plants, 15 pump stations, and over 380 miles of collection systems. Outside of salaries and benefits, the largest expenditure categories are repairs and maintenance and operating supplies. The budget preparation process is collaborative among the divisions, departments, Finance, and upper management. The General Manager and Assistant General Manager met with each of the departments to ensure their budget proposals were prudent and cost-effective. This process assists to develop a comprehensive budget for OC San that meets the needs of the organization and is fiscally responsible.
3) 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, and now our focus is on aging infrastructure, incorporating climate resiliency, seismic risk, and maximizing resource recovery in every project we execute. There is $3.5 billion in planned capital projects over the next ten years. The CIP is supported by the Asset Management Plan, which is updated annually and provides a comprehensive analysis of the condition and capacity of OC San’s wastewater infrastructure. The Asset Management Program continuously validates and updates the projects that are within the CIP. Current and near-term future projects are validated annually to ensure an accurate schedule, scope, and budget.
4) Long-Term Debt
OC San’s long-term debt fiscal policy restricts long-term borrowing to capital improvements that cannot be financed from current revenue. Before any new debt is issued, the impact of debt service payments on total annual fixed costs will be analyzed. OC San has $606 million in outstanding debt. No new money debt issuances are planned. The debt issuances are regularly reviewed and evaluated for potential savings through refinancing. All existing debt is scheduled to be paid off by 2040.
5) 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. There are seven distinct reserves criteria which together comprise OC San’s reserve fund target. These criteria are cash flow, operating contingency, capital improvement, catastrophic loss/self-insurance, replacement and refurbishment, debt service, and accumulated funds. Collectively, these individual criteria require a minimum average reserve amount of approximately $580 million a year over the current ten-year cash flow forecast. This reserve amount, while significant, totals less than five percent of the replacement value of our $15.7 billion in assets.
6) Investments
OC San invests public funds in a manner which ensures the safety and preservation of capital while meeting reasonably anticipated operating expenditure needs, achieving a reasonable rate of return, and conforming to all state and local statutes governing the investment of public funds. OC San uses a bank checking account and sweeps account for its daily transactions. Liquidity needs are met through funds invested in the Local Agency Investment Fund managed by the State Treasurer’s Office. Most of OC San’s investments are separated into two distinct portfolios, Long-term and Short-term, with a primary focus on the Long-term portfolio, which are managed by an outside investment manager. Monthly, quarterly, and annual reporting and review mechanisms are in place.
7) Accounting, Auditing, and Financial Reporting
An audit of the books, financial records, and transactions of OC San is conducted annually by independent certified public accountants. The Annual Comprehensive Financial Report includes the financial position and activity of the organization and is prepared by the Financial Management Division. Responsibility for both the accuracy of the data, and the completeness and fairness of the presentation, including all disclosures, rests with OC San. The auditor’s report on OC San’s basic financial statements and supplementary information renders an unmodified opinion on OC San’s basic financial statements for the year ended June 30, 2024. OC San has been awarded the Government Finance Officers Association Certificate of Achievement in Financial Reporting for 31 consecutive years. Along with monthly budget reviews and quarterly reporting to the Board, OC San’s internal accounting controls adequately safeguard assets and provides for proper recording of financial transactions.
30 | Strategic Plan — 2025 31 | Strategic Plan — 2025
Budget Control Resources
OC San has various structures, procedures, and resources in place to help assist with project and operating budget controls. Several software systems such as PM Web, Request to Purchase, JDE reports, and monthly operating budget reports provide information and have controls in place to be able to restrict purchases to budgeted amounts and monitor overall spending per division. Contract structures have also been optimized to fix costs over longer periods to ensure controlled and predictable expenditures for goods, services, and labor.
Future Policy Statement
OC San will maintain and enhance the sound fiscal condition of the organization by regularly updating and following the individual policies that provide guidelines for OC San’s day-to-day financial affairs. The scope of these policies includes accounting, purchasing, auditing, financial reporting, internal controls, operating and capital budgeting, pay-as-you-go for capital expenditures, revenue management, cash and investment management, expenditure control, debt management, and planning concepts. OC San will actively monitor budget expenditures, be transparent, submit quarterly financial reports to the Board, have financial information available to the public, and follow industry best practices. OC San’s accounting and financial reporting systems will be maintained in conformance with generally accepted accounting principles and standards promulgated by the Governmental Accounting Standards Board.
Initiatives to Support Progress Toward the Policy Goal
• Use established resources, along with developing and implementing additional resources to assist OC San staff in tracking and monitoring expenditures to ensure smooth business operations while maintaining budgetary control.
• Maintain a fiscally responsible financial plan that is based on long-term planning which supports stable rate setting and a pay-as-you-go philosophy for operating and capital expenditures.
• Leverage the centralized training program to provide targeted training opportunities for employees to remain current with financial best practices and OC San fiscal policies and procedures.
• Monitor the long-term debt program and continually assess market conditions to identify possible opportunities to reduce outstanding debt balance and term, while maintaining a AAA rating. Maintain reserve levels within policy guidelines, while optimizing the use of available funds to finance capital programs and ensure a balanced budget.
Asset Management Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will assess and manage the collection and
reclamation plant systems and assets to improve resilience and reliability while lowering lifecycle
costs. This will be accomplished through adaptive operation, coordinated maintenance and
condition assessment, and planned capital investment. OC San will balance maintenance,
refurbishment, and replacement strategies to maximize useful life, system availability, and
efficiency.
Background
OC San is a regional governmental agency principally chartered to protect the public health through collection and treatment of wastewater. The governing Board of Directors has defined this role to include the recovery and utilization of resources from wastewater for the public good as a part of that mission. The environmental impact mitigation of the human activity of 2.6 million people and the 479 square miles OC San serves is our principal concern.
OC San owns and operates extensive facilities to achieve its mission. OC San estimates the replacement value of the civil, mechanical, and electrical assets in its collection system, Plant No. 1 in Fountain Valley, and Plant No. 2 in Huntington Beach to be $15.7 billion. OC San has been building the piping, pumping, and treatment infrastructure it utilizes for over 70 years. It is necessary to expand, renew, replace, demolish, and rebuild components of the system to deal with wear and tear and meet new challenges.
The early years for OC San were characterized mostly by capacity expansion to meet the challenges of increased flows as the county grew. The late 1970s to 2012 were more defined by improved levels of treatment. The last thirteen years have been focused on increasing the level of recycling while rehabilitating and replacing facilities to maintain reliable operations. One of the key success factors for OC San has been the ability to maximize the life of our facilities, through cost-effective maintenance and long-range planning to ensure reliable systems.
Current Situation
OC San is a highly planned, forward-looking organization. The collection system and each of the reclamation plants are broken down into granular functional parts. Each part is well defined, and future requirements are routinely updated within the annual asset management plan. This plan may also be supplemented with detailed planning studies to optimize the timing and extent of upcoming projects. OC San has a detailed understanding of what is owned, what condition it is in, and how it is capable of performing.
The collection system is made up of independent pipe networks that were installed by the former independent sanitation districts to deliver flow to the joint treatment works. The natural watershed drainages in the service area are served by major trunk sewer systems. OC San has worked with member agency staff to understand future development plans, flow estimates, and has collected historical inflow and infiltration rates during wet weather events to assure adequate flow carrying capability exists in each trunk sewer system. OC San also factors in the effects of drought and lower domestic water usage rates to make sure the sewers operate properly at low-flow rates. Detailed modeling efforts are used to determine when upgrades are required.
The reclamation plants are broken down into two process units. Each plant has preliminary treatment to remove debris and grit, primary treatment for gravity settling solids, multiple biological secondary treatment systems, solids handling and dewatering, power generation and
32 | Strategic Plan — 2025 33 | Strategic Plan — 2025
distribution utilities, water and air system utilities, and an outfall system to release treated water to the ocean. Each plant can treat up to 320 million gallons per day of wet weather flow, but only 185 million gallons is the combined average treated by both plants. OC San must always maintain the ability to treat both the average flow and peak wet weather flow.
OC San understands that every asset has an expected life. Electrical systems with electronics
are generally limited by component obsolescence to 20 years of life and electrical distribution
equipment is limited to 30 to 40 years of life. Mechanical and coating systems are also generally limited by erosion, corrosion, and wear to 20 years of life. Civil structures and pipes are generally limited to 60 to 80 years of life if maintained on a regular basis. Generally, process facilities are renewed about every 25 years.
OC San creates and adopts an annual Asset Management Plan to renew or replace facilities on this regular basis. Collection system projects are driven by growth projections or condition findings. Pipes are upsized or renewed based on flow projections, corrosion observation, or coating system failure. The 15 regional pump stations are renewed about every 25 years due to the mechanical wear and tear, and electrical component obsolescence needs.The master plan for the reclamation plants is much more dynamic. In addition to the electrical, mechanical, and civil asset considerations, there is also the need to meet new requirements. The new requirements are driven by regulatory requirements or by the Board of Directors to change a discretionary level of service. Examples include capacity demands (more water, more solids), lower discharge requirements (lower Biochemical Oxygen Demand/Total Suspended Solids to the outfall, lower nutrients to the ocean), more water for reclamation, better energy conversion of solids. The annual Asset Management Plan looks at the anticipated needs and levels of service to lay out a detailed project plan to morph OC San infrastructure over time to meet the expectation. Renewal or replacement projects with costs and schedules are laid out for each individual unit of the reclamation plants to address capacity, condition, level of service, and anticipated new regulatory drivers.
Future Policy Statement
OC San will continue to invest in the infrastructure necessary to meet its mission. OC San will seek to provide its required level of service at the minimum lifecycle cost for its collection and treatment/reclamation systems. The annual Asset Management Plan is the basis of the Capital Improvement Program (CIP) and the means to update and modify the CIP to meet new requirements and conditions as time goes by.
OC San will understand in a transparent way what it owns, the condition of those assets, the capacity of collections and treatment required, the level of service required by its regulators and Board of Directors. OC San will work to anticipate new regulations that may require system improvements. This understanding will drive coherent operations, targeted maintenance, and capital investment strategies to assure resilient, lowest lifecycle cost compliance with the requirements.
Operations is committed to optimizing the operation of the systems to extend equipment life and minimize energy and chemical utilization, while meeting all regulatory and level-of-service requirements. Maintenance is committed to maintaining the installed assets in a ready state for operations. Maintenance will seek to balance individual component preventive maintenance, repair, and renewal in harmony with the CIP. The CIP is based on the annual Asset Management Plan, and will execute the projects to install, renew, or replace trunk sewers and reclamation plant units on a scheduled basis.
Asset Management at OC San is the living management of the operation strategies, maintenance plans, and implementation of the CIP. OC San will find creative ways to maximize asset life and meet capacity or level of service goals through operations and maintenance. OC San will annually reassess its condition, capacity, level of service, and regulatory conditions to drive operations and maintenance practices and modify the CIP.
Initiatives to Support Progress Toward the Policy Goal
• Continue developing an annual Asset Management Plan documenting the condition of the collection system and reclamation plants, and upcoming maintenance or capital projects.
• Coordinate the efforts of operations, collections, mechanical maintenance, electrical maintenance, instrument maintenance and engineering through process area teams to assure OC San’s resources are focused on the high priority work functions.
• Identify critical collections and plant assets that have long lead times for parts and replacement and mitigate procurement risks and impacts to collections and plant resiliency based on market conditions.
• Maintain a 20-year forecast of all CIP projects needed to maintain or upgrade OC San’s assets on a prioritized risk basis to establish rate structures.
• Leverage asset information and tools to define the remaining useful life of assets.
34 | Strategic Plan — 2025 35 | Strategic Plan — 2025
Cybersecurity and Artificial Intelligence Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) is committed to building and maintaining resilient, secure, and ethically governed technology systems. This includes a robust cybersecurity posture and the responsible adoption of Artificial Intelligence (AI), including both generative AI and advanced operational AI. As OC San advances its digital transformation, the agency must ensure that its technology practices safeguard data, systems, and operations, while also leveraging innovation to improve service delivery, operational efficiency, and decision-making. This policy outlines OC San’s dual approach: securing our digital assets from evolving threats and strategically implementing AI in a phased, ethical, and transparent manner aligned with organizational goals.
Background
Cybersecurity has become an increasingly complex challenge for all public agencies. Threats from nation-states, cybercriminals, and insider risks continue to grow in scale and sophistication. At the same time, the rapid rise of artificial intelligence—particularly generative AI like ChatGPT and Microsoft Copilot — presents both powerful tools for operational efficiency and significant ethical, legal, and cybersecurity risks.
OC San recognizes the need for continuous improvement in both cybersecurity readiness and AI maturity. Cybersecurity must be embedded across all technology layers, and AI must be introduced through a structured governance framework that supports safe and equitable innovation.
Current Situation
OC San has significantly expanded its cybersecurity capabilities over the past several years. OC San now maintains a 24/7 Security Operations Center (SOC) -as-a-Service, with staffed security and a comprehensive portfolio of protection measures, including:
• Security Awareness & Training: Quarterly training, phishing simulations, and targeted sessions for IT and engineering teams.
• Vulnerability Management: Continuous scanning and patching supported by threat intelligence from US-CERT, ICS-CERT, and others.
• Intrusion Detection & Response: Tools include firewalls, behavior analytics, web gateways, and next-gen anti-malware.
• SOC Monitoring: Around-the-clock threat monitoring for network reliability and integrity.
• Privileged Access Management: Tools to control and audit administrative access.
• Data Backup & Disaster Recovery: A 3-2-1-1-0 strategy with monthly restore testing.
• Security Incident Response: Playbooks and partnerships with DHS, FBI, and private incident response firms.
• Security Assessments: Regular third-party security reviews and red team exercises.
Artificial Intelligence
OC San is in the early stages of AI implementation, following a “crawl-walk-run” maturity model to ensure thoughtful and responsible adoption. Current activities include:
• AI Use Guidelines: Initial generative AI use policy established and aligned with HR.
• AI & Data Analytics User Group: A cross-functional team exploring and piloting use cases.
• Pilot Programs: Microsoft Copilot and ChatGPT pilots underway to improve office productivity.
• Trends & Education: Ongoing training based on insights from Microsoft, Gartner, and industry groups.
AI is being approached in two distinct categories:
• Generative AI — Focused on content creation (e.g., text, code) to support administrative and communication functions.
• Operational AI — Used for predictive analytics, SCADA optimization, video input, and equipment monitoring.
Future Policy Direction
Looking ahead, OC San will continue to strengthen and evolve its cybersecurity and artificial intelligence capabilities to meet the demands of a rapidly changing technological landscape. Cybersecurity incidents are no longer a question of “if” but “when,” and OC San is committed to building a resilient security program that anticipates threats and responds effectively. This includes continuous refinement of its threat detection, incident response, and recovery protocols. At the same time, the agency will expand its AI capabilities beyond pilot programs, with a focus on operational applications such as predictive maintenance, real-time process optimization, and intelligent video surveillance. A phased AI maturity model—moving from foundational awareness to full-scale implementation—will guide this progression, ensuring that each stage builds the necessary governance, technical expertise, and ethical safeguards.
As both cybersecurity and AI continue to evolve, OC San will align its strategies with emerging best practices and maintain governance frameworks that address key risks such as data privacy, misinformation, algorithmic bias, and system integrity. By integrating security and innovation, OC San aims to responsibly adopt new technologies that enhance service delivery and protect public trust.
Initiatives to Support Progress Toward the Policy Goal
To support the continued advancement of both cybersecurity and AI, OC San will pursue the following initiatives:
Cybersecurity Initiatives
• Conduct tabletop exercises to test and improve incident response readiness.
• Expand SOC capabilities and automation to support real-time threat protection.
• Perform ransomware readiness and third-party red team assessments.
AI Initiatives
• Implement a phased AI resourcing plan leveraging support from Microsoft and Gartner.
• Launch awareness campaigns and targeted training for Microsoft Copilot and other AI tools.
• Evaluate AI infrastructure options (e.g., hosted vs. on-premises).
• Expand operational AI use in areas such as SCADA, asset health monitoring, and CCTV analytics.
• Continuously update generative AI policy to reflect advancements and align with OC San values.
36 | Strategic Plan — 2025 37 | Strategic Plan — 2025
Property Management Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) owns and operates assets throughout our service area located in property owned in fee, through easements, and in the public right-of-way. OC San will identify and protect all its property rights to assure that our assets are not encumbered or encroached upon so that the facilities may be properly operated, maintained, upgraded, and replaced.
Background
OC San owns and operates $15.7 billion in assets. A portion of those assets include buildings, easements, rights-of-way, while also managing encroachments. OC San has a real property analyst that serves as a resource in support of OC San’s real property assets. The position acts as project leader and/or technical expert for real property matters, including purchase, sale, lease, rent, acquisition, disposition, appraisal, inspection, title, right of way, easements, permits, licenses, contracts, agreements, relocation, property and space management, and other related activities. Periodically, OC San sells and purchases property to support its efforts. Since these transactions are limited and not core to OC San, it has been determined that it is more cost effective to augment OC San resources with contracted specialized real estate services.
Current Situation
OC San manages its physical property and property rights in support of Reclamation Plants Nos. 1 and 2, 15 pump stations, and 388 miles of trunk sewer lines in the Collection System. The real property analyst works closely with Operations and Maintenance staff to ensure that OC San has the necessary easements and rights-of-way for operations along with unencumbered access for repairs and maintenance. Staff works with Engineering to obtain property, easements, and rights-of-way to facilitate the completion of projects for our Capital Improvement Program (CIP). Additionally, OC San manages landscaping, building maintenance, and security for its facilities.
Future Policy Statement
OC San will effectively manage its property assets and actively manage all encroachments, encumbrances, easements, and rights-of-way. When prudent, OC San will augment resources with contracted specialized real estate and property management services. OC San staff will work to support the property needs of Operations and Maintenance and the CIP.
Initiatives to Support Progress Toward the Policy Goal
• Leverage technology to review property rights and identify encroachments or encumbrances that restrict operation, maintenance, inspection, or emergency repair access to remove encroachments or encumbrances.
• Collaborate with Engineering to obtain property, easements, and rights-of-way in a timely manner for capital projects.
• Augment OC San resources with contracted specialized real estate services to limit the need for additional staffing.
Organizational Advocacy and Outreach Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will create and disseminate information to our stakeholders with an end goal to educate, inform, and garner support for the services provided, thus allowing us to operate in a more efficient and effective manner. OC San will deliver messages that are accurate, transparent, and designed to foster public trust and confidence. Additionally, following legislative activity will ensure OC San’s interests are explained and considered.
Background
OC San provides regional sewer service for 2.6 million people living, working, and commuting in central and northwest Orange County. The various stakeholders include over 650 employees, 50 local elected officials appointed to our Board of Directors, regulators, policy makers, and the public. It is critical for OC San to have a multi-pronged outreach program to reach the intended audiences and to gain support for OC San’s mission.
OC San provides services and tools to effectively communicate about the various programs that help achieve its mission. These programs include:
• Student Educational Outreach
Promoting and educating the youth within our service area on OC San’s mission and the essential services we provide. Reaching out to students allows for future generations to be aware of the environmental impact we each make and what we can accomplish working together. This knowledge will help our future generations to act and make positive changes. It also introduces them to an industry that they may be unaware of as a career choice. We do this through programs such as Inside the Outdoors which goes directly into classrooms to teach the wastewater treatment process; school-based plant tours that give them an inside view into a treatment plant and how the system works; events such as the Children’s Water Festival, which provides an opportunity to reach thousands of local children in a short amount of time with clear and direct messaging; our partnership with local libraries; and scholarship opportunities which is an incentive for students to get involved in developing messages for environmental issues.
• Infrastructure Outreach
OC San has more than $15.7 billion in infrastructure that must be designed, operated, maintained, replaced, and enhanced to continue providing the essential service of protecting public health and the environment. Forming a positive presence in the community prior to the start of construction projects or maintenance activities is imperative to build trust, understanding, and support for the necessary construction. This is done through an extensive outreach program that develops and implements communication tools to engage the communities affected by OC San construction projects. This includes dedicated community liaisons, construction webpages, collateral material, presentations, etc. Over the next fiscal year, over two dozen projects will be in construction with various degrees of public impacts.
• Employee Engagement
Open and honest communication with our employees creates a positive and trusting environment which can result in a more engaged workforce and ambassadors for our agency. OC San creates employee engagement by utilizing various communication methods to share agency-
38 | Strategic Plan — 2025 39 | Strategic Plan — 2025
wide messages. A diverse toolkit of communication pieces allows messages to be delivered to over 660 staff with various professional backgrounds, work shifts, work locations, and access to online materials. This toolkit of communication pieces includes The San Box (intranet), Pipeline Newsletter, Three Things to Know email, etc.
• Brand Recognition
As an industry leader, OC San must ensure its brand and image are portrayed accurately and positively. A cohesive voice, message, look, and feel are critical to maintaining a positive public perception and the trust granted to us by the community we serve and the stakeholders we work with. To build and maintain a positive image, we engage in general outreach efforts such as plant tours; community newsletters; a Speakers Bureau Program (which allows us to go into the community and meet with various groups to inform them of who we are and what we do); Member Agency Outreach Toolkits which allows us to increase our reach to our rate payers via their communication channels; an informative and educational website, an active social media presence; and the development of programs such as Wastewater 101 Citizens Academy which provides an opportunity to showcase OC San’s operations and initiatives for our ratepayers, fellow agencies, and influential public.
• Regulatory and Legislative Advocacy
OC San also recognizes the need for an active regulatory and legislative advocacy program at the local, state, and federal levels to ensure that the interests of the rate payers and the Board of Directors are communicated, understood, and supported. Towards this end, the legislative and regulatory team actively monitors and engages officials across Orange County, California and in Washington, D.C., and takes appropriate action in support of, or opposition to, legislative and regulatory initiatives.
Current Situation
OC San is an industry leader involved in innovative and significant programs. However, it is most often seen as a silent utility due to its consistent attainment of its mission. News coverage for a wastewater resource recovery agency is most often about a mission failure. People tend not to think about their wastewater or where it goes until a beach is closed or a spill occurs.
In addition, OC San has no direct connection to its ratepayers. User fees are paid via property tax bills thus eliminating an opportunity to reach our customers directly. This ultimately results in a limited understanding of OC San, what we do, and the important service provided to the community.
OC San’s outreach efforts are imperative to positively inform and educate the public we serve about the value we provide, including policy makers and regulators.
OC San actively works with other public agencies in its service area to develop opportunities to provide additional value from the assets we own and operate to the ratepayers we serve. Initiatives like dry weather urban runoff diversion, and full reclamation of wastewater to potable water are examples of public-to-public partnerships.
Future Policy Statement
OC San will creatively and effectively develop communication tools and tactics to inform and educate our various stakeholders. As a silent utility, is it imperative that OC San connect with the public we serve in a clear and transparent way to create a bank of trust, and garner support for the programs that allow us to continue protecting the public health and the environment.
OC San will maintain an active legislative and regulatory outreach program to help inform and guide leaders to ensure the wastewater industry is able to protect the public health and environment in a cost-effective way.
OC San will engage with other local government entities and nonprofit organizations to coordinate our existing messaging and services; and will search for new and innovative ways to add more value from our assets and operations.
Initiatives to Support Progress Toward the Policy Goal
• Implement a multipronged outreach strategy that will include industry and media coverage for the Supercritical Water Oxidation project and Deep Well Injection.
• Develop and implement a Local Government Affairs Outreach Program to enhance OC San business goals and build local relationships that benefit OC San, cities we serve, member agencies, and officials.
• Actively monitor and engage in regulatory and legislative activity across California and Washington, D.C., and take appropriate action in support of, or opposition to, legislative and regulatory initiatives affecting OC San and the wastewater industry. This includes using Monitoring and Analysis, Advocacy Days, Position letters and Funding Requests (as deemed suitable).
40 | Strategic Plan — 2025 41 | Strategic Plan — 2025
Environmental Principles
42 | Strategic Plan — 2025 43 | Strategic Plan — 2025
Energy Independence Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will strive to be energy neutral. Electrical, thermal, and methane gas generation will be maximized within the current anaerobic digestion engine generator infrastructure. Energy utilization will be minimized using sound engineering and financial principles. OC San will investigate new technologies to more directly convert solids associated with wastewater treatment into energy.
Background
OC San is an environmental steward that seeks to maximize the harvesting of energy available in the incoming wastewater. A natural result of wastewater treatment is the separation and concentration of solid and gaseous materials which provide opportunities to create sustainable and renewable energy and reduce greenhouse gas emissions.
OC San is also committed to be a good neighbor. As such, significant amounts of energy are spent capturing and converting odorous air and vapor streams. OC San has pursued a comprehensive program to cover and seal its liquid and solid processes. Air streams are ducted to large fans which move thousands of cubic feet of foul air per minute through chemical, biological, and activated carbon beds to scrub the air of odorants that are regulated or may be perceived as a nuisance by the community.
OC San has utilized an anaerobic digestion process that relies on biological conversion of solid organic material to methane and carbon dioxide gas or biogas. The biogas is converted to electrical and heat energy in our central generation facilities for internal use.
Current Situation
OC San invests prudently in lifecycle energy efficiency to minimize the use of energy to achieve its mission. Process technology selection includes life-cycle cost analysis. Treatment processes and pump stations are designed with energy efficient equipment Aeration blowers and diffusers are selected by overall efficiency. Lighting systems are upgraded over time to more efficient technologies and lighting levels are balanced between safety and security needs versus energy utilization and light pollution concerns. Facility designers and operators make careful choices regarding the utilization of every watt of electricity, BTU of heat, and therm of gas consumed.
OC San seeks to maximize the internal production of energy. The primary source of energy is biogas. Organic solids collected and concentrated in the water treatment processes are converted biologically to biogas composed of 65 percent methane, 34 percent carbon dioxide, and other trace constituents. OC San has been using this technology since the 1950s. The production of digester gas has been maximized by improved mixing, heating, sludge feeding, chemical addition to limit trace pollutant production, and the receiving of fats, oils, and grease. OC San is currently working with Orange County Waste and Recycling to receive preprocessed food waste up to available digestion, gas handling and generator capacity. A food waste receiving station is designed and waiting to be bid once a food waste supply contract is signed.
The biogas from the digesters is cleaned and converted into electricity, heat, and exhaust gas. Plant No. 1 has three 2.5 megawatt (MW), 12.47kV central generators. Plant No. 2 has five 3MW, 12.47 kV central generators and a 1MW steam turbine. These internal systems of energy harvesting provide roughly 66 percent of OC San’s electrical demand and 92 percent of OC San’s thermal demand in the treatment plants. Heat from the central generation at Plant No. 1 is
used to heat the digesters and heat and cool select buildings. Heat from the central generation at Plant No. 2 is used to heat digesters. The central generation exhaust gas is regulated tightly for nitrogen compounds, carbon monoxide, particulates, and volatile organic compounds which require air emission controls to meet permit limits. OC San can shift the digester gas between treatment plants via an interplant pipeline and has roughly 11 MW of additional generation capacity if more gas is produced. The additional capacity provides standby to the large outfall pumping system during an electric utility power outage using natural gas.
In addition, OC San has a 5 MW, 32 megawatt-hour (MWh) electrical battery storage system at Plant No. 1. The operation of this system is scheduled by Southern California Edison to offset plant loads and reduce the demand on the electric utility grid during peak demand times. The battery storage system is operating under a 10-year contract. OC San will evaluate the renewal of this contract as it reaches the expiration date in December 2029 based on need and available load at Plant No. 1.
OC San received approval to participate in Southern California Edison’s Direct Access Program at the end of 2021. In early 2022, OC San enrolled in direct access and was on the spot market, time-of-use rate until May 2022, when a 5-year, flat-rate contract was entered into with an energy provider for consistent and cost-effective energy costs.
The Plant No. 1 electricity imports vary between 1 MW and 6 MW, based on the time of day and if the battery storage system is charging or discharging. Currently, the Plant No. 2 load is close to zero on average. The Headquarters Building is fed from Plant No. 1 and has solar photovoltaic cells in the parking lot and at the top of the building to offset building energy requirements.
The 2024 Energy and Digester Gas Master Plan evaluated the use of solar photovoltaic cells with and without batteries at Plant No. 1 and solar photovoltaic cells only at Plant No. 2. OC San’s low energy rates resulted in a long payback period for solar. The flat energy rate with direct access provided little benefit for battery storage except reducing some peak demand. This study also evaluated converting a portion or all of the biogas to renewable natural gas for export to the gas pipeline. These alternatives were determined not to be cost effective. The selling of biogas would require additional natural gas or electricity to offset the loss of electricity generated using biogas.
In an era where environmental concerns are at the forefront of global discussions, finding sustainable solutions for creating energy from the solids derived from wastewater treatment is more critical than ever. OC San is researching a potential alternative to anaerobic digestion and agricultural reuse of our solids materials. Supercritical Water Oxidation (SCWO) offers a potential alternative to anaerobic digestions, internal combustion engines and biosolids production.
OC San is currently conducting a SCWO research project which offers the opportunity to directly convert wastewater solids materials to high temperature inert materials. OC San partnered with 374Water to build a six-ton-per-day demonstration project called AirSCWO Nix6. This process uses air and water at a high temperature and pressure to oxidize complex compound materials into more basic and benign compounds. This process should be operational in late 2025 or 2026. SCWO provides opportunities to solve future stringent air emission requirements, treatment of emerging contaminants such as Per- and polyfluoroalkyl substances compounds, treatment of microplastics, increased food waste utilization, and enhance solids recovery. Once the 6-ton SCWO unit is operational, OC San will explore the option of purchasing and testing a 30-ton SCWO unit. The solids screening portion of the SCWO system has already been sized for 30 tons. These larger units are anticipated to incorporate the ability to generate clean electricity through steam generation or other means.
44 | Strategic Plan — 2025 45 | Strategic Plan — 2025
Future Policy Statement
OC San seeks to be energy independent by self-generating all the electrical and thermal energy
necessary to sustain its operations. This will be accomplished by economically minimizing its
utilization requirements and maximizing energy harvested from the wastewater it receives.
Energy independence will reduce OC San’s environmental impact and improve its operational
reliability and resiliency. Any new occupied buildings will include solar in accordance with
building code requirements.
Staff recommends that research continue to maximize energy harvesting and to minimize energy usage to make OC San energy independent in the mission of protecting the public health and the environment. Supercritical Water Oxidation and other biosolids thermal conversion technologies offer some exciting opportunities to cut power use, reduce diesel fueled transportation, and create useful energy.
Initiatives to Support Progress Toward the Policy Goal
• Maximize the anaerobic digestion conversion of organics to methane through receipt of food waste and operational techniques.
• Continue to support the conversion of biomethane into electricity and heat for process use. Improve systems as necessary to comply with air regulations.
• Pursue technology innovation to reduce energy use, reduce transportation energy impacts, and reduce greenhouse gas impacts.
Climate Adaptation and Catastrophic Event Resilience Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) aims to design, maintain, and operate valuable wastewater assets that withstand or adapt to adverse conditions in a reasonable manner that is both cost-effective and sustainable for present and future generations. These adverse conditions include drought, heavy rains, flooding, sea level rise, earthquakes, tsunamis, extreme heat, wildfires, high wind, and electrical grid interruptions. OC San is also committed to economically minimizing its greenhouse gas emissions to minimize its impact.
Background
OC San owns and operates extensive wastewater collection and treatment facilities valued at $15.7 billion. OC San’s service area faces special challenges because of the geographic location of its facilities. These challenges include: its position on and near seismic risk factors, its proximity to the Pacific Coast, adjacency of its treatment facilities to the Santa Ana River, and being served by increasingly fragile energy utilities.
OC San’s facilities are situated on or near several seismic risk factors. Plant No. 2 is located directly on top of the Newport-Inglewood fault zone. Both plants and the collection system are influenced by many adjacent major and minor faults capable of delivering damaging energy. Both of our reclamation plants and most of our collection system sit on top of silty, alluvial soils that can have the effect of amplifying the ground motion and increasing the risk of liquefaction during a seismic event. The proximity of the treatment facilities to the Santa Ana River adds the risk of lateral spread at both sites. OC San has invested significantly over the last 50 years to improve the soils, foundations, and structures to mitigate these seismic risks. As geotechnical and structural knowledge and building codes progress, improvements and facility replacements will be necessary.
Another seismic risk associated with having a reclamation plant and several pump stations located on the Pacific Coast is the risk of tsunami inundation. OC San has been working with and reviewing plans with the City of Huntington Beach and the City of Newport Beach to understand and quantify the risks. In addition, OC San actively monitors and reviews code updates, such as the recently released American Society of Civil Engineers (ASCE) 7-22 standard by the American Society of Civil Engineers, which outlines design parameters for critical assets located in tsunami-prone regions. This information sets the elevation for critical assets.
OC San understands that climatic factors we face change widely over time. OC San’s systems must perform in extreme wet weather situations (atmospheric rivers), extreme dry weather conditions (drought), extreme tidal conditions (king tides, rising sea levels), and high and low temperature extremes. OC San generally designs for historical and expected “average conditions” for optimal performance but must also assure operations for extreme weather events.
OC San serves a critical public health role. The operations must be reliable 24 hours per day, 365 days a year. Electricity, and to a lesser extent natural gas, are necessary for pumping and treatment operations. Both electricity and natural gas supplies have become increasingly vulnerable to interruption. Electricity supplies are more vulnerable due to utility Public Safety Power Shutdowns during severe weather conditions, loss of local power generation assets, aging infrastructure, extreme weather events, and high winds. Natural gas supplies are more vulnerable due to the loss of local storage capacity, aging infrastructure, line corrosion, and more stringent regulatory requirements. OC San has significant capacity to self-supply critical energy requirement for extended periods.
46 | Strategic Plan — 2025 47 | Strategic Plan — 2025
Current Situation
OC San has spent considerable effort quantifying its seismic, climate, and utility supply risks.
Several key studies were completed over the past several years. The most acute risk factor
faced by OC San is seismic risk. Climate and utility supply risks are more accurately described as
chronic risks.
Seismic risk factors include ground shaking, liquefaction, lateral spreading, and fault rupture. Both reclamation plants are situated in a historic riverbed with poor soil conditions. The collection system is vulnerable to failures during seismic events. Building code developments to seismic design has changed greatly over OC San’s history and will continue to advance in the future. Many of our critical structures were designed or installed prior to the advancements that occurred due to the major earthquakes of the 1990s. Significant effort has been expended to better characterize the soil conditions under our reclamation plants and pump stations. Projects to replace existing unit processes will be scoped and budgeted to provide seismic resilience. These measures include deep soil mixing to strengthen ground stability, various foundation designs and building structure improvements. For refurbished facilities, the cost to provide soil improvements for existing structures to mitigate liquefaction will be evaluated based on the importance of the structure and the associated impact on pumping and treatment plant operations during dry weather conditions.
Tsunami resilience and flooding protection can go hand in hand. Tsunami protection requires a more robust wall footing and wall structure. To a great extent, these two risk factors can be mitigated in the same way. The structural design guidelines for structures in tsunami-prone areas, as outlined in ASCE 7-22, represent a well-established and peer-reviewed industry standard. By complying with this standard for Huntington Beach and Newport Beach, OC San will be reasonably prepared for flooding caused by extreme storm events and conservative sea level rise projections at Plant No. 2 and pump stations in the City of Newport Beach. A tsunami-resistant wall has been designed for a large portion of the southern perimeter of Plant No. 2 and is currently under construction. A future project will construct the remaining portion of the tsunami-resistant wall. Additionally, OC San routinely updates its design guidelines based on the latest California Climate Assessment reports, Federal Emergency Management Agency flood maps, and ASCE standards for flood-resistant design and construction (such as ASCE 24), ensuring alignment with evolving climate science and regulatory expectations.
OC San has also expended significant effort to prepare for the effects of weather extremes on its operations. Inflow and infiltration throughout the sewer system during intense storm activity have multiplied average dry weather flow rate by up to three times in past years. During recent storms, peak wet weather flows have exhibited fewer extreme peaks due to inflow and infiltration improvements throughout the collections system. Sewer rehabilitation projects helped reduce the amount of inflow and infiltration by lining the pipe or grouting the pipe joints. OC San has significant wet weather capacity and will continue to maintain a 640 million gallon per day influent and outfall capacity which is roughly 3.5 times our average dry weather flow. Historically, high rains as seen in 1863, 1938, 1983, 2005, 2017, and 2023 will push our systems to the limit. We have recently experienced king tides higher than previously anticipated which is impacting our coastal pump stations.
OC San can also shift significant influent flow from Plant No. 1 to Plant No. 2 through the interplant line and a portion of the flow from Plant No. 2 to Plant No. 1, which creates additional resilience for risk factors.
On the topic of utility supply, OC San built redundant supplies for its most critical needs: electricity, natural gas, and water. OC San has maintained three sources of electricity supply for approximately 30 years. The reclamation plants can be supplied with power from Southern California Edison, OC San’s Central Generation Plants, or onsite diesel generation systems to maintain basic operation to protect public health. In terms of natural gas, OC San has been producing bio-methane through anaerobic digestion since the 1950s with enough capacity to provide electricity for half of the loads at Plant No. 1, all the loads at Plant No. 2, heating and cooling loads at Plant No. 1, and heating loads at Plant No. 2. The 2024 Energy and Digester Gas Master Plan evaluated the standby power capacity at Plant Nos. 1 and 2 and determined that all critical loads required to meet the permit requirements could be operated using the Central Generation Plants and standby generators with a temporary reduction in secondary treatment aeration blower capacity during a 48-hour outage period. Select pump stations are provided with standby generators and 24 hours of fuel for pump stations that require response in two hours or less during a power supply failure. Portable generator connections have been installed at the pump stations to provide increased reliability and maintain pump station operation in the event the onsite standby generators fail or there is an electrical fault.
As environmental stewards, OC San also realizes that it is an emitter of greenhouse gases. OC San has been working for many years to minimize its greenhouse gas footprint through several means such as energy efficiency, methane gas capture and use, engine emission control systems, and organic waste conversion systems. OC San is working toward an innovative approach that has the potential to create a negative carbon footprint for the agency.
The proposed Biosolids Deep Well Injection (BDWI) project presents an innovative approach to managing biosolids. It will screen and pump biosolids several thousand feet underground into a sand layer below several layers of rock. At this depth, the biosolids are separate and safely segregated from the drinking water aquifer. If fully implemented, this solution has the opportunity to reduce semi-trucking milage by 4.5 million miles per year along with its costs and associated greenhouse gas creation, thus creating carbon sequestration by locking away carbon rich biosolids, Per- and Polyfluoroalkyl Substances (PFAS) and microplastics received in wastewater tend to concentrate in biosolid, so they would also be safely sequestered with the biosolids. OC San has completed a Deep Well Injection Feasibility Study for Plant Nos. 1 and 2. It is anticipated that a project will be implemented which will construct a DWI Facility at Plant No. 1. This facility will include a receiving station to receive trucked biosolids from Plant No. 2. This project will include permitting and will be designed and constructed using a progress design-build contract.
Future Policy Statement
OC San will continue to build and improve its facilities to meet the seismic, climate, and energy infrastructure risks that it faces with a long-term, planned approach. Acute life-safety risks that are identified or facilities that are damaged or fail in a catastrophic event will be addressed very quickly. However, it is not practical to update $15.7 billion in facilities every time a code is updated, or a new climate change assessment report is released. OC San will stay abreast of code and climate change projections as they occur and will implement improvements or replacements to facilities on a long-term basis in line with its asset management practices. OC San generally plans to refurbish or replace its mechanical and electrical assets every 20 to 25 years with an average capital improvement investment of $350 million per year over the next 10 years.
OC San facilities are designed to meet building codes that are standard to our industry. As time goes on and codes are updated, it is not required to upgrade existing facilities to meet those
48 | Strategic Plan — 2025 49 | Strategic Plan — 2025
latest codes unless mandated by regulation or if an unacceptable risk is identified by not doing so. OC San will accept some incremental risk in having some facilities that are not necessarily compliant with latest building codes until a project to rehabilitate or replace these facilities is developed. All of OC San’s facilities have a planned life span with two to three refurbishment cycles. Identified seismic or flooding vulnerabilities may drive a replacement versus refurbishment decision in the normal capital planning process.
OC San will continue to aspire for energy independence which will help mitigate vulnerabilities to loss of electrical and gas utilities. In addition, OC San will continue to maintain third level, diesel generator, electrical supply capability for critical loads at the plants with up to 48 hours of fuel. Pump stations diesel generation will be site specific in its design based on flow risks, hydraulic storage capacity, and site constraints. Either onsite generation or quickly deployable mobile generators will provide standby power.
Initiatives to Support Progress Toward the Policy Goal:
• Evaluate the seismic vulnerabilities of Plant No. 2 flow processes (primary clarifiers, activated sludge 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 improvement projects.
• Complete the biannual high flow exercise to assure readiness for a high flow event. Maintain a higher level of readiness October 15 through March 15 and in advance of predicted significant rain events.
• Pursue Deep Well Injection of Biosolids to safely sequester carbon rich materials and associated constituent of emerging concern to create a negative carbon footprint for OC San.
Food Waste Treatment Policy
Summary Policy Statement
The State of California limits the volume of organic waste that is diverted to landfills. The Orange County Sanitation District (OC San) will collaborate with the County of Orange, other local agencies, and waste haulers to find ways to beneficially reuse food waste, a type of organic waste to assist cities in our service area in meeting their diversion requirements while increasing OC San’s energy production.
Background
Whether supplying secondary treated wastewater for the Groundwater Replenishment System, creating renewable energy in the form of biogas from anaerobic digestion to produce electricity, or benefiting from the use of biosolids as a soil amendment, OC San is a resource recovery agency committed to providing resilient and reliable wastewater treatment service while protecting the public health and the environment.
In recent years, there has been a significant change in the regulatory landscape regarding the management of organics in California. This encompasses a range of materials including food, green waste, wood, paper, biosolids, digestate, and sludges, all of which are typically disposed of in the landfills. In response to the phaseout of organics as alternative daily cover on landfills a potential market for food waste co-digestion has emerged for the wastewater industry. Co-digestion is the mixing of sewage solids and food waste in an anaerobic digester to create biogas. There is an opportunity for OC San to produce additional biogas, reducing the reliance to purchase electricity from local utilities.
Anaerobic digestion is currently at the nexus of important mandates within California, namely: (1) organics diversion from landfills (AB 1826 and SB 1383), and (2) increased renewable energy and fuels generation (SB 32 and SB 100). The primary alternatives for organics management are anaerobic digestion and composting–of which anaerobic digestion is the only process offering energy recovery potential. California cities and counties, along with municipal solid waste haulers, material recovery facilities, and landfills will need to develop collection, processing, and energy recovery infrastructure to actively address these mandates. OC San and other wastewater digester owners are uniquely positioned to assess whether existing and planned digester capacity could be made available to support diverting food waste from landfills.
In 2017, OC San completed a comprehensive Biosolids Master Plan (Plan) that provides a roadmap and framework for sustainable and cost-effective biosolids management options and future capital facilities improvement over a 20-year planning horizon. Considering the timeliness of the regulatory mandates requiring organic diversion from landfills and increased renewable energy, the Plan evaluated the feasibility of implementing a high strength organic waste receiving program involving the co-digestion of preprocessed food waste.
While food waste digestion appears to be feasible, OC San’s existing infrastructure is not well suited or permitted for receiving, handling, or digesting green waste. Current digester feed, mixing, heating, dewatering and truck loading facilities aren’t designed to deal with cellulosic products in green waste. The highly fibrous material does not readily break down and clogs the various systems optimized for sewage sludge treatment. In addition, there are legal hurdles specified in the California Health and Safety Code, Section 4700, that must be addressed before OC San could operate a solid waste refuse transfer facility.
50 | Strategic Plan — 2025 51 | Strategic Plan — 2025
Current Situation
Project Viability
OC San’s Plan concluded that the costs to construct and operate a food waste receiving facility could be offset by tipping fees charged to food waste processors/haulers and by additional power generated from the increased digester gas production. The Plan recommended that OC San build an interim food waste receiving station immediately to take advantage of existing digestion and power generation capacity of approximately 150-250 wet tons per day at Plant No. 2. OC San will construct a more permanent facility in the future to utilize OC San’s available capacity.
Based on these recommendations, in 2018, OC San’s Board approved a project (P2-124) to construct an interim (10 to 15-year service life) food waste facility to receive, store, and feed preprocessed food waste slurry to the digester complex at Plant No. 2 to generate additional digester gas. The facility will be designed to accept approximately 150 wet tons per day of preprocessed food waste and will produce approximately 15 percent more methane gas for on-site energy production, resulting in a greenhouse gas reduction of approximately 10,800 metric tons of carbon dioxide which is equivalent to the annual greenhouse gases generated by approximately 2,000 passenger vehicles. This is consistent with OC San’s Energy Independence Policy which is to strive to be energy independent by minimizing energy utilization and maximizing useful energy recovery from the wastewater it receives.
The final biosolids product currently produced by OC San is anticipated to be largely unaffected by the addition of food waste slurry. Pilot testing conducted by OC San indicates that there will be increased gas production due to mixing sewage sludge and food waste feed stock, but the final biosolids product will remain largely unchanged.
A draft Preliminary Design Report was issued in June 2019 for the interim receiving facility which included a viability evaluation concluding that the project is economically justifiable based on project costs and anticipated tipping fees. Final design of the interim food waste receiving station is complete and ready to bid for construction. The 2019-2020 tipping fee was established by the Board of Directors, and the food waste slurry specifications were developed by OC San staff.
Between 2020 and early 2023, OC San hosted quarterly check-in meeting with several large municipal solid waste haulers to discuss procuring pre-processed food waste slurry. Although most haulers expressed interest in working with OC San, none were willing to meet OC San’s food waste slurry specifications.
In spring 2023, OC San initiated a series of meetings with Orange County wastewater digester owners and Orange County Waste and Recycling (OCWR) to discuss partnership opportunities for in-county food waste preprocessing, co-digestion, composting, biosolids management, and biogas production. The meetings were highly productive, and as of May 2025, the parties have signed a non-binding agreement to assess the feasibility of constructing a centralized food waste pre-processing facility at an OCWR landfill to provide high-quality food waste slurry for co-digestion at in-county wastewater treatment plants.
Future Policy Statement
Food Waste Slurry
OC San will only accept a preprocessed food waste slurry. We do not have land or air permits to handle, sort, and process solid or green waste. OC San will work with other regional partners to develop a county-wide standard for food waste slurry that specifies water, organic, metal, plastic, and glass content requirements. A common specification for slurry will help all parties make investment decisions.
Food Waste Volume
OC San plans to construct a permanent food waste facility based on the lessons learned from the interim system and the anticipated availability of food waste feedstock. The permanent facility will be able to accept up to 300 wet tons per day and utilize the total available capacity of the existing digesters and gas compressors. OC San also has at least 6 Megawatts of installed electrical generation capacity that can convert the produced digester gas to electricity and heat.
OC San believes that the full implementation of the current regulations will create a food waste slurry market significantly greater than 500 wet tons per day in Southern California.
Tipping Fee Basis
The acceptance of food waste could more fully utilize the system capacity that already exists for the benefit of OC San’s ratepayers.
When requested by OCWR, OC San staff will develop an updated base tipping fee rate schedule for Board of Directors’ approval that meets the following criteria:
• Recover all capital costs to construct facilities within ten years (this will allow OC San and waste haulers to properly invest in processing facilities).
• Recover all on-going costs including operating cost, maintenance cost, electricity usage, biosolids dewatering, and reuse costs.
• Food waste will not be operated “for profit” but rather a cost recovered service with tipping fees offsetting costs to not impact OC San’s wastewater service fee structure.
Food waste generated and processed within the service area will be charged the base rate and will be prioritized over food waste from outside the service area. This is justified by the fact that the underlying infrastructure of OC San is already owned by service area ratepayers. OC San contracts with service area waste haulers must provide for a pass-through savings to OC San ratepayers. That means waste haulers may charge for collection and processing of food waste but must disclose OC San’s tipping fees and negotiate pricing adjustments as necessary with City or Special District franchise partners.
If additional capacity exists, but isn’t utilized by in-service area users, then that capacity may be contracted by out-of-service area users at a premium to help offset the cost of the underlying infrastructure necessary to process the food waste.
OC San will pursue grant opportunities to the extent possible to reduce the overall capital and operating cost basis for the program to reduce the tipping fee base rate.
Initiatives to Support Progress Toward the Policy Goal:
• OC San will accept a preprocessed food waste slurry that meets OC San’s specifications from an in-county partner that is compatible with its existing anaerobic digesters. OC San will charge a tipping fee to offset its costs for capital construction, operations, handling, maintenance, and biosolids disposal.
• Design, build, and operate a food waste receiving station. Utilize a county-wide specification for food waste slurry and contract with OCWR to receive and co-digest food waste slurry.
52 | Strategic Plan — 2025 53 | Strategic Plan — 2025
Environmental Water Quality, Stormwater Management, and Urban Runoff Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will collaborate with regional stakeholders to accept up to ten (10) million gallons per day of dry weather urban runoff at no cost to the dischargers through its permit-based Dry Weather Urban Runoff Diversion Program (DWURD Program). The primary objective of the DWURD Program is to improve water quality in streams, rivers, and beaches in OC San’s service area without adversely impacting OC San’s occupational safety, collection and treatment systems, reuse initiatives, or permit compliance. Unauthorized discharge of urban runoff to OC San is strictly prohibited.
Background
OC San is a regional governmental agency principally chartered to protect public health and the environment through an extensive regional sanitary sewer system and a highly effective wastewater treatment operation. The governing Board of Directors (Board) has refined this role to include the recovery and utilization of resources from wastewater for the public good. In addition to beneficial reuse of biosolids and responsible ocean discharge, OC San delivers high-quality treated wastewater to Orange County Water District’s (OCWD) Groundwater Replenishment System (GWRS) for advance treatment and purification followed by storage in the Orange County groundwater basin.
OC San operates its regional wastewater collection system in accordance with its Sewer System Management Plan, which was developed in compliance with the California Statewide General Waste Discharge Requirements for Sanitary Sewer Systems, Water Quality Order No. WQ 2022-0103-DWQ. The Board periodically updates OC San’s Wastewater Discharge Regulations Ordinance (Ordinance) to set uniform requirements for all users of OC San’s system and enables OC San to comply with all applicable state and federal regulations. The Ordinance establishes limits on all wastewater discharges which may adversely affect OC San’s system and includes language that prohibits sewer users from discharging groundwater, stormwater, surface runoff, or subsurface drainage to the sewer without written authorization or a valid permit. Uncontrolled discharge of any type is strictly prohibited and any person who violates any provision of the Ordinance is subject to administrative, civil, and criminal penalties.
Most of the local sanitary sewer systems within OC San’s highly urbanized service area are owned and operated by cities, water districts, or sanitary districts. These local systems are designed to transport wastewater from homes and businesses to OC San’s regional sewers. These local and regional wastewater systems are designed to be wholly separate from Orange County’s Municipal Separate Stormwater Sewer System (MS4), which is a system of conveyances that includes roads, streets, catch basins, curbs, gutters, ditches, man-made channels, or storm drains that carry surface runoff into receiving waters and is regulated by the Santa Ana Regional Water Quality Control Board. Throughout the year, dry and wet weather urban runoff are collected through the MS4 and discharged along the coastline.
During wet weather, the vast majority of urban runoff is comprised of stormwater from rainfall that either travels at a flow rate that does not allow enough time to soak into the ground or whose volume has exceeded the ability of the soil to hold any more moisture. In communities with a high percentage of covered or impervious surfaces, the runoff volume and velocity can be considerably greater when compared to rural areas. Additionally, sheets of runoff in these
communities can pick up pollutants and debris from transportation, construction, industrial, and residential sources as they travel by gravity toward storm drains or other low points. Stormwater runoff carries trash, debris, bacteria, chemicals, oil, silt, sediments, microplastics, and other common and emerging contaminants, and is the responsibility of MS4 permittees, who typically have jurisdiction over land use practices and flood control.
During wet weather, the volume of surface runoff is well beyond the capacity of OC San’s conveyance and treatment systems. Inflow and infiltration into the sanitary sewer system during storm events can strain the hydraulic capacity of OC San to its limit of under 1,000 cubic feet per second. In addition, storm flow runoff also contains a much greater debris load that would compromise the sanitary sewer system.
During dry weather, OC San has the capacity normally reserved for inflow and infiltration to accept urban runoff. The Best Management Practices (BMPs) required of MS4 permit holders such as screening, street sweeping, spill prevention, and waste reduction campaigns help to effectively remove trash, silt, and other debris which help make these relatively small flows more compatible with the sanitary sewer. However, pollutants and pathogens that are not removed by the BMPs are carried by runoff from sources such as excess outdoor irrigation into storm drains which is discharged along the coastline.
In response to the significant and persistent adverse impacts from urban runoff to coastal beaches and waters, OC San sought support from the California legislature to accept controlled discharge of surface urban runoff into its wastewater system and was authorized in April 2000 to initiate a permit-based DWURD Program to accept up to three (3) million gallons of dry weather flow per day. OC San Board Resolution No. 00-04 allowed local agencies to apply for a DWUR Permit where there was not an economically or practically feasible alternative and permittees are subject to requirements of the Ordinance.
Since its inception, the DWURD Program has significantly improved beach water quality throughout OC San’s service area as evidenced by excellent ratings in Heal the Bay’s Annual Beach Report Cards and a notable decrease in water quality-based beach closures. In June 2013, OC San modified the Dry Weather Urban Runoff Policy (Resolution No. 13-09) to cap discharges received to ten (10) million gallons per day (MGD) and waived fees associated with the program until discharges exceeded 10 MGD, or until the policy is revised. The Board established an action threshold of 9 MGD to trigger revisiting the policy.
In addition to DWURD Permits, OC San’s Ordinance allows for normally prohibited wastes such as groundwater, stormwater, surface runoff, and subsurface drainage to be discharged to OC San through a Special Purpose Discharge Permit (SPDP) or written authorization from OC San when no alternate method of disposal is reasonably available to mitigate an environmental risk or health hazard.
Both DWURD and Special Purpose Discharge permits carry strict wet weather shut-off and debris limiting provisions to protect the sanitary sewer system from hydraulic overload and the associated sewer spills. These permits also require flow monitoring and constituent sampling so that OC San can assure that water reused, water discharged to the ocean, and biosolids reused for agriculture are safe and fit for their greater environmental and resource recovery programs.
Current Situation
OC San is currently administering 18 DWURD Permits for diversions that are owned and operated by the City of Huntington Beach, the City of Newport Beach, OC Public Works, Irvine Ranch Water District, and an LLC responsible for the areas in and around Pelican Point community. In addition,
54 | Strategic Plan — 2025 55 | Strategic Plan — 2025
three permit renewals are pending. Since the program’s inception in 2000, the Dry Weather Urban Runoff Program has treated over 10 billion gallons of urban runoff. As of May 2025, OC San received on average, less than 4.5 MGD combined from these facilities, which is well below the current 10 MGD policy cap and 9 MGD action threshold.
Under special circumstances, OC San may also accept runoff on a limited-term and limited-
volume basis through the SPDP or direct authorization process if there is adequate capacity, the
runoff/wastewater meets applicable effluent discharge standards, there is no practical alternative method of disposal, and the runoff/wastewater is captured and held until it can be safely discharged to OC San.
In combination, these practices have enabled responsible management of persistent urban runoff challenges in OC San’s service area and support a thriving and healthy local economy.
Key Issues for the Future
Since the inception of OC San’s DWURD Program, the program success has depended on collaboration among stakeholders to improve beach water quality and urban runoff diversion water quality, coordinate flow management, and minimize any potential adverse impact on OC San’s ocean discharge, biosolids management, and potable reuse.
OC San’s enhanced source control program and vigilant operations provide a solid foundation for GWRS water’s safety and reliability. Much of the current urban runoff diversion is attributable to Plant No. 2 in Huntington Beach which now provides source water for OCWD. OC San is keenly aware of the critical role of source water quality and the need for a region-wide commitment to prevent Constituents of Emerging Concern from entering OC San’s system.
Although OC San will continue to accept controlled discharge from DWURDs in accordance with Resolution No. 13-09, which supports long-term integrated regional water management, OC San recognizes that urban runoff is a well-established carrier for surface contaminants. The best available scientific studies continue to highlight the need for enhanced surveillance and best management practice for pollution control prior to discharge to OC San consistent with MS4 permit requirements of diversion owners. For example, a 2020 study by the San Francisco Estuary Institute showed that runoff into San Francisco contained over 300 times the amount of microplastics when compared with treated wastewater. A 2021 study that was co-authored by the Southern California Coastal Research Project showed that tire debris in urban runoff released a rubber preservative (6-PPD) that is highly toxic to aquatic life in the Pacific Northwest.
As residents within OC San’s service area continue to reduce their indoor water use, there is increasing interest in utilizing dry weather urban runoff as a new source of water for the GWRS. Coupled with the completion of GWRS Final Expansion, the need to reassess available sewer capacity for accepting dry urban runoff was recognized by OC San. A feasibility study was initiated in 2023 by OC San in collaboration with OCWD and Orange County Public Works to identify opportunities to optimize dry weather urban runoff to sewer to augment local water supply. The study determined that there are seven locations with a potential total flow of 2.7 million gallons per day (MGD). These projects will be initiated and executed by sponsoring agencies.
Initiatives to Support Progress Toward the Policy Goal:
• Issue dry weather urban runoff connection permits to accept up to a total of ten million gallons per day of controlled discharge of dry weather urban runoff where existing conveyance capacity exists, and the constituents within the flow will not adversely impact OC San.
• Safeguard OC San’s sanitary sewer system against uncontrolled and unregulated discharge by supporting responsible industry practices for flow management and urban runoff pollutant reduction at the source. Utilize OC San’s pretreatment expertise to support effective urban runoff best management practices and special purpose discharge requests among OC San’s regional stakeholders.
• Support responsible and practicable urban runoff management and reuse legislation and regulations.
• Initiate timely enforcement actions to safeguard OC San occupational safety, collection and treatment systems, reuse initiatives, or permit compliance.
56 | Strategic Plan — 2025 57 | Strategic Plan — 2025
Potable Water Salinity Control Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will partner with other Public Agencies in our watershed to reduce the salinity of the potable water supply of our stakeholders. OC San will use its existing facilities, including its Ocean Outfall, to safely dispose of naturally occurring dissolved solids, or salts, which may be attributed to water reuse, imported water, brackish groundwater, or past agricultural activities.
Background:
OC San provides regional sewer service for 2.6 million people living, working, and commuting in central and northwest Orange County. The stakeholders include OC San’s ratepayers, the Orange County Water District (OCWD), the Santa Ana Watershed Project Authority (SAWPA), potable and reclaimed water providers in OC San’s service area and upstream of OC San in the Santa Ana River watershed, and State and Federal regulatory agencies charged with protecting water quality and the environment of the Santa Ana River basin.
The groundwater basin of central and northwest Orange County is managed by OCWD and supplies the majority of potable water to local water suppliers. The groundwater basin is naturally recharged by flows from the Santa Ana River, local rain infiltration, the Groundwater Replenishment System, and purchased imported water from Metropolitan Water District. Flows from the Santa Ana River and imported water have the potential to have high dissolved solids or salinity.
OC San has been working cooperatively with SAWPA and its predecessor agencies since 1969 to intercept high salinity, low quality water that would otherwise flow to the Santa Ana River. The initial problem was attributed to the high concentration of dairy waste that rainwater would push into the Santa Ana River system. Over the years, SAWPA built the Inland Empire Brine Line which is a network of pipes that collects high dissolved solids water from the upper Santa Ana River watershed and transports it to OC San’s Plant No. 1 in Fountain Valley. OC San diverts this unreclaimable flow to Plant No. 2 in Huntington Beach, treats it, and safely discharges this flow through its Ocean Outfall. This flow is deemed unreclaimable based on our agreement with OCWD because effluent from a superfund clean-up site in Riverside is included in the flow. This cooperative effort removes more than 500,000 pounds of salt per day from the Santa Ana River system.
Imported water from the Colorado River tends to have a relatively high dissolved solids, or salt, content compared to potable standards. While this is acceptable for initial use, reuse of this water will build up salts over time.
Water in the San Ana River that was imported by upstream users may be used several times before being recharged in aquifers along the Santa Ana River system. SAWPA, through its member agencies, removes salts from otherwise unusable groundwater supplies to render them potable and dispose of the concentrated salts in the Inland Empire Brine Line for eventual ocean disposal.
The Groundwater Replenishment System is the purest source of water to the groundwater basin in central and northwest Orange County. The use of a reverse osmosis water treatment step removes dissolved solids from the product water. The concentrate from the reverse osmosis treatment step is disposed of through OC San’s Ocean Outfall, resulting in the removal of more than 1.3 million pounds of dissolved solids, or salt, per day.
Current Situation:
OC San is committed to using its existing infrastructure to maintain or improve the quality of the potable water supply within its service area. We do this through our partnerships with OCWD and SAWPA. OC San accepts OCWD’s reverse osmosis concentrate free of charge for ocean disposal through OC San’s Ocean Outfall. The Groundwater Replenishment System is currently fully built out with no additional capacity planned in the future.
In addition, OC San has created a dedicated, unreclaimable flow stream from the Inland Empire Brine Line to the Santa Ana River Interceptor to Plant No. 2 in Huntington Beach for treatment and disposal through OC San’s Ocean Outfall. SAWPA has a purchased capacity of 17 million gallons of water per day with the contractual opportunity to purchase up to 30 million gallons of water per day. SAWPA pays OC San based on the daily flow, biological oxygen demand, and total settleable solids of the water. It does not pay based on the total dissolved solids or salt content of the water. SAWPA intends to maximize the flow of water to 30 million gallons per day and maximize the total dissolved solids, or salt, content in the future. The current 50-year agreement between OC San and SAWPA expires in 2046.
Future Policy Statement
OC San will continue to partner with OCWD and SAWPA to collect and dispose of naturally occurring dissolved solids, or salts, through its Ocean Outfall system in an environmentally responsible way for the benefit of the potable water supply in its service area.
OC San will continue to work transparently with Federal and State regulators to assure that the ocean disposal of its effluent, including salt, isn’t having an unacceptable negative impact on the ocean environment. OC San will balance the benefits of water reclamation/reuse and lower volume/higher concentration of salt to the ocean environment. OC San will continue to invest in the long-term maintenance of its Ocean Outfall system to preserve this vital infrastructure.
Initiatives to Support Progress Toward the Policy Goal
• OC San will continue to invest in the maintenance of the Ocean Outfall system to assure long-term viability.
• OC San will maintain a National Pollution Discharge Elimination System Permit that supports treatment operation and safe outfall disposal of Groundwater Replenishment System reverse osmosis concentrate and dissolved solids from the Santa Ana Watershed.
• OC San will support the Santa Ana Watershed Project Authority strategic planning process to support watershed salt management through 2046 and beyond.
58 | Strategic Plan — 2025 59 | Strategic Plan — 2025
WastewaterManagement
60 | Strategic Plan — 2025 61 | Strategic Plan — 2025
Chemical Sustainability Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) has a need to use chemicals in its treatment process to improve plant performance, reduce odor and corrosion potential, and meet its regulatory requirements. These commodity chemicals are provided by outside vendors through the purchasing process. Some of these chemicals are subject to price swings due to market condition changes such as energy cost impacts, raw material cost changes, commercial competition changes, and transportation cost volatility. OC San will identify chemicals key to its operation, investigate the market risks for those chemicals and devise strategies to mitigate identified risks to availability and pricing.
Background
OC San’s treatment plants and collection system use several bulk chemicals. A sustainable supply of these chemicals is critical to maintaining an acceptable level of treatment and for ensuring compliance with all regulatory requirements. OC San spends about $ 27 million annually on the procurement of eight key chemicals which generally can be broken down into four categories: coagulants, odor/corrosion control, disinfection, and boiler water treatment. Boiler water treatment chemicals are low volume and readily available and will not be considered here.
Coagulant Chemicals
Coagulant chemicals include ferric chloride, anionic polymer, and cationic polymer. These chemicals are the workhorses of the sewage treatment process. Coagulant chemicals work to clump together organic material so it can more readily be separated from water. Ferric chloride is the first chemical added in the treatment process. It is a powerful settling agent that causes organics to clump together and settle to the bottom of primary basins. It is a double-duty chemical in that it also controls the formation of hydrogen sulfide gas, which is a major odorant, by binding to suspended sulfur compounds and causing them to settle before they can be converted by natural bacterial processes to hydrogen sulfide.
Ferric chloride is an iron salt that is produced by reacting iron with hydrochloric acid. It is generally a byproduct of steel treatment, a leftover pickling agent. Ferric chloride is commonly used in the water and wastewater industries. Historically, this chemical has been the subject of a limited supplier base in Southern California. OC San has been actively splitting supply contracts to multiple vendors to ensure multiple vendors are available. On-site generation of the chemical is impractical due to the hazardous nature of the manufacturing process and acid handling, the bulk steel handling logistics, and waste products disposal.
Anionic polymer works with ferric chloride to further aid in the coagulation or settling of organic compounds in the primary treatment process. These long-chain molecules are designed to be negatively charged to attract or collect positively charged ferric chloride induced organic clumps or flocculant. The use of ferric chloride and anionic polymer is called Chemically Enhanced Primary Treatment or CEPT. OC San has been using CEPT for more than thirty years.
Anionic polymers are specially designed chains with many potential variants and multiple vendors. Part of the purchasing process for polymers involves polymer trials to document the efficacy of different products from different vendors to get the best cost-performance balance.
Cationic polymer is generally used to thicken sludge or biosolids in centrifuges or dissolved air floatation thickeners (DAFT). These long-chained, positively charged molecules are essential
to the proper operation of centrifuges and DAFT units. Part of the purchasing process for these polymers also involves polymer trials to document the efficacy of different products from different vendors to get the best cost-performance balance. It is important to note that it is entirely possible that four different cationic polymers will be used to optimize the performance of Plant No. 1 dewatering centrifuges, Plant No. 1 thickening centrifuges, Plant No. 2 dewatering centrifuges, and Plant No. 2 DAFTs, because the performance can vary greatly depending on the equipment or process. Each process will have its own polymer trial to determine the cost-performance balance for each application.
Odor Control Chemicals
OC San uses several chemicals in the collection system and the treatment plant to reduce the odors normally attributed to sewage and sewage treatment. These chemicals can either prevent the formation of odor causing compounds, called odorants, or they can destroy odorants that already exist. Chemicals that prevent the formation of odorants include ferrous chloride, calcium nitrate, magnesium hydroxide, and caustic.
Chemicals used in the collection systems tend to be more benign than chemicals used in the treatment plants due to their proximity to the public. Ferrous chloride is closely related to ferric chloride as described above. It is a powerful settling agent that prevents the formation of hydrogen sulfide by tying up and settling sulfide compounds in the collection system. It is a preferred chemical because of its dual role, but it is not as benign as other choices.
Calcium nitrate is another choice for collection system odor control. It works in a different way. Calcium nitrate alters the biological equilibrium in sewage. Generally, bacteria that live by respirating oxygen are the most robust organisms, followed by nitrogen respirating bacteria, and finally sulfur respirating bacteria. Adding calcium nitrate to sewage creates an environment where sulfur loving bacteria do not thrive or create hydrogen sulfide.
Magnesium hydroxide is a third choice for collection system odor control. It works primarily by raising the pH of sewage to a point that is not conducive for odor causing bacteria to thrive. Magnesium hydroxide is the most benign of the chemical choices as it is the main ingredient in Milk of Magnesia.
All three of these chemicals are continuously fed into sewer systems at different points to consistently control the formation of odorants in the system. Where OC San does not have the ability to site a chemical dosing station and persistent odors are being experienced, there is the option to utilize caustic slug dosing. Caustic slug dosing involves using tanker trucks to discharge up to 6,000 gallons of sodium hydroxide into a sewer manhole structure. The very high pH has the effect of killing the biofilm layer and increasing the solubility of hydrogen sulfide in sewer pipes. This treatment has an instant benefit that reduces hydrogen sulfide production from days to weeks depending on system conditions.
The final major odor fighting chemical is bleach. Bleach is used in treatment plant chemical scrubbers to oxidize odorants in air scrubber units. Bleach is an effective oxidizer of hydrogen sulfide, methyl mercaptan, methyl disulfide, dimethyl disulfide, and many others.
62 | Strategic Plan — 2025 63 | Strategic Plan — 2025
Disinfection
After a significant amount of work with the regulators, and noticeable degradation of the ocean
environment, OC San successfully discontinued disinfection of its effluent to the long outfall
in 2015. This means that thousands of gallons of bleach and sodium bisulfate are no longer
required to be purchased or discharged to the ocean. However, in the event of a discharge
to the short outfall or river overflow, disinfection by bleach will be required. Significant on-site
storage of bleach and dechlorination chemical, sodium bisulfite, is necessary for this emergency contingency.
Process Specific Chemicals
OC San uses pure oxygen to support its activated sludge secondary treatment process for Plant No. 2. OC San previously self-generated pure oxygen using a cryogenic oxygen plant rated at 70 tons per day. This plant was removed because it was inefficient at the current average utilization of 35 tons per day and was at the end of its useful life. OC San has evaluated the potential of generating pure oxygen in the future with a different technology that is appropriately sized. OC San contracts for delivery of liquid oxygen and uses a vaporization system to deliver pure gaseous oxygen to the activated sludge process.
Chemical Supply — Purchase vs. Make
OC San has relied on purchasing bulk commodity chemicals for its treatment plants and collection system. This has proven to be an effective strategy for operational flexibility and to allow concentration on core business. Operationally, the types and volume of chemicals change over time. Over time the types of polymers that are most efficient change. The volume and dosing of chemicals is based on sewage flow rates, sewage composition, and flow splits between plants. Managing the generation of specialized chemicals using hazardous materials imposes a significant training burden on staff, increases regulatory oversight and requirements, and increases overall risk to the organization.
OC San maintains a policy to split the volume of orders between two vendors to assure competition exists in the marketplace for ferric chloride. While OC San generally cooperates with other public agencies to pool purchasing power to secure the lowest possible cost through high volume purchasing, some specialty chemicals like ferric chloride require split orders to maintain competitive market forces.
Current Situation
OC San is constantly changing and improving its facilities to meet new challenges. Each of the facility changes offer new opportunities to reconsider how OC San operates its processes and how chemicals are used.
Staff consistently monitor and adjust chemical usage to ensure process performance aligns with permit requirements. OC San has completed a Chemical Resilience Study, which includes contingency planning for chemical substitution during emergencies. Additionally, OC San remains proactive by exploring new technologies to optimize chemical usage.
Future Policy Statement
OC San will thoroughly understand its treatment processes, the potential modes of operation, and the benefit and cost of chemicals to improve or stabilize its process. OC San will maintain a list of necessary chemicals for optimal treatment operations which will consider chemical cost, chemical availability, treatment stability, energy utilization, energy creation, nuisance odor control, biosolids generation/cost, and regulatory permit compliance risks.
Chemicals that are deemed most beneficial will be procured at the lowest overall cost from market providers to the extent possible. Where there are market stability concerns, the purchasing division will devise procurement strategies to mitigate procurement risks. Where procurement risk cannot be satisfactorily mitigated, technical staff will evaluate alternatives such as alternate operating methods, substitute chemical usage, or on-site generation of a chemical if feasible.
Initiatives to Support Progress Toward the Policy Goal
• Reduce the exclusive reliance on particular chemicals and/or individual vendors to establish flexibility while accomplishing operational objectives.
• OC San has evaluated the potential for generating pure oxygen onsite and will be initiating a Capital Improvement project to develop and maintain an oxygen generation facility, reducing reliance on the delivery of liquid oxygen by truck.
64 | Strategic Plan — 2025 65 | Strategic Plan — 2025
Biosolids Management Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will sustain the biosolids program and will continue the beneficial reuse of biosolids in accordance with Resolution No. OC San 13-03 and the 2017 Biosolids Master Plan.
Background
Wastewater treatment, at its most basic level, is the separation of water and solids it carries by gravity and biological means. Since the 1950s, OC San has used anaerobic digestion to reduce the volume of solids, create renewable energy, and create a residual product suitable for agricultural reuse. Anaerobic digestion reduces the volume of solids by 65 percent by converting organic material into biogas, which is a mixture of carbon dioxide and methane gas. This gas mixture powers OC San’s Central Generation Engines at each treatment plant which provide electrical power and heat to our reclamation plants. The remaining 35 percent of the solids material are converted by time and temperature into Biosolids. OC San produces approximately 500-600 wet tons per day, at 23-28 percent solids concentration.
OC San’s biosolids program is developed in compliance with federal, state, and local regulations, OC San’s biosolids policy (Board Resolution 13-03), biosolids management system, and the 2017 Biosolids Master Plan (Plan). It consists of the following key initiatives:
• Develop an adaptive and highly effective biosolids program emphasizing diversification and beneficial reuse options and markets.
• Provide a framework for identifying reliable, sustainable, and cost-effective biosolids management options.
• Foster innovation and continuous improvements to OC San infrastructure.
• Ensure regulatory compliance.
OC San’s adaptive and highly effective biosolids program emphasizes diversification of beneficial reuse options and markets for biosolids. Although cost is a key consideration, the incorporation of failsafe options is considered paramount. These principles align with the policy and Plan to provide a framework for identifying and adopting reliable and sustainable biosolids management options while minimizing cost. Moreover, through innovation and continuous improvements in biosolids management practices, OC San has been well-positioned to sustain regulatory compliance and commitment to beneficially reuse biosolids. Currently, about 54 percent is used to produce Class A compost in California, and about 46 percent is used for Class B land application in Arizona.
Current Situation
The legislative and regulatory landscapes in California are changing regarding organics management. Since 2003, direct land application of Class B biosolids in Southern California has largely been prohibited due to strict ordinances and conditional use requirements that preempted state recycling laws. However, in recent years there has been a greater focus on healthy soils, renewable energy, organics diversion from landfills, and reduction of Greenhouse Gases (GHGs), which are reflected in several bills and initiatives that have been adopted:
• AB 1826 (2014) — Mandatory Organics Recycling for Businesses.
• SB 1383 (2016) — 50 percent organics diversion from landfill by 2020 and 75 percent by 2025, which includes biosolids and mandatory organics procurement (compost and biogas) for impacted jurisdiction.
• SB 32 (2016) — 40 percent Reduction of GHG below 1990 levels by 2030.
• SB 100 (2018) — 50 percent renewable resources (i.e., anaerobic co-digestion of food waste) target by December 31, 2026, and to achieve a 60 percent target by December 31, 2030.
• Increasing soil carbon and carbon sequestration under the Healthy Soils Initiative and Forest Carbon Plan.
In combination, these measures are expanding the supply to the “organic waste markets”, thereby stimulating interest in siting more composting facilities and organic waste-to-energy projects. The organic waste market in California is composed of food waste, green waste and biosolids. Agencies such as the State Water Resources Control Board (SWRCB), CalRecycle, California Department of Food and Agriculture, California Air Resources Board, and California Energy Commission are developing regulations to implement the new laws. Throughout the rulemaking process, OC San has been actively involved through the California Association of Sanitation Agencies (CASA) and the Clean Water SoCal (formerly Southern California Alliance of POTWS, SCAP) to encourage regulators to work across their narrow interests to optimally reuse organic waste products. CASA, in coordination with CalRecycle, has met with counties in California to restrict enforcement of local ordinances on land application of biosolids that are unreasonably restrictive or prohibitive, thus paving the way for more local biosolids management options.
It is worth noting that, while there is growing interest in California for enhanced organics management, there has also been a rising concern from the regulatory community regarding emerging contaminants such as Per- and Polyfluoroalkyl Substances (PFAS) and microplastics. These ubiquitous, often household compounds have been detected in the wastewater pathway and biosolids, and OC San has been actively monitoring the development of the science and regulations across all water, wastewater, air, and soil sectors. To date, PFAS regulations have been established for drinking water, and a series of phased investigative orders were issued by the SWRCB to examine the fate and transport of PFAS. OC San was among 249 wastewater treatment plants that participated in Phase 3 of the investigative order and is actively participating in collaborative studies to evaluate the potential impact of PFAS on beneficial reuse of biosolids.
In an era where environmental concerns are at the forefront of global discussions, finding sustainable solutions for managing the solids derived from wastewater treatment is more critical than ever. OC San is researching potential alternatives to agricultural reuse of our solids materials. Supercritical Water Oxidation (SCWO) offers a potential alternative to anaerobic digestions, internal combustion engines and biosolids production, and Deep Well Injection (DWI) of biosolids offers a carbon sequestering option to agricultural reuse. The SCWO research is more fully discussed in the Energy Independence Policy, and the DWI initiative is more fully discussed in the Climate and Catastrophic Resilience policy.
Future Policy Statement
As California’s evolving environmental regulations influence the organic waste markets, OC San will continue to leverage its memberships with various professional/industry associations to encourage local, state, and federal agencies to promote the beneficial reuse of biosolids.
Constituents of Emerging Concern Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will partner with other agencies, associations, and institutions to support the use of sound science to inform policy and regulatory decisions on constituents (or contaminants) of emerging concern (CECs) at the federal, state, and regional levels. Staff will obtain and maintain current knowledge on CECs under regulatory consideration, including occurrence, analytical methods, regulations, and treatment to support OC San’s mission and regulatory compliance.
Background
CECs are pollutants that are not necessarily subject to existing regulations but have the potential to pose significant risk to public health and/or the environment. Wastewater treatment systems are generally not designed to remove or destroy CECs but can serve as a pathway for persistent CECs such as Per- and Polyfluoroalkyl Substances (PFAS, commonly known as the “Forever Chemicals”) and microplastics that enter the system from sources such as residential dwellings, commercial establishments, industrial facilities, dry weather urban runoff diversions, and special purpose discharges. In fact, certain CECs have the potential to compromise wastewater treatment and reuse operations, if found at levels that impair OC San’s treatment systems, digester gas utilization, or advance water purification at the Groundwater Replenishment System (GWRS).
As with most pollutants, the reduction of CECs at the source is by far the most effective means of safeguarding public health and the environment. However, since the full range of adverse effects associated with each CEC is often unknown until contamination has become wide-spread, OC San routinely coordinates with environmental regulators, industry partners, and community stakeholders to maintain up-to-date scientific knowledge, technological developments, and relevant regulatory and legislative initiatives.
It is worth noting that some of today’s regulated pollutants were once considered CECs, such as 1,4-dioxane and polychlorinated biphenyls (PCBs), and OC San is engaged in multiple regional collaborations to continuously increase our collective understanding of pollutant fate and transport and develop integrated water quality improvement strategies.
With steadfast support from the OC San Board of Directors, multiple generations of staff have acquired and conveyed considerable institutional knowledge and experience with identifying, monitoring, and reducing CECs through a combination of source control, treatment optimization, analytical innovations, outreach, and responsible reuse and disposal.
A key takeaway from OC San’s decades-long experience with CECs is that there is no such thing as ‘away’ for some pollutants. Thus, we must consider CEC management in every facet of OC San operations, with special emphasis on advance planning for source control, beneficial reuse, and responsible ocean discharge.
Current Situation
OC San has prioritized CEC source control to prevent potential adverse impacts to its mission of protecting public health and the environment. Industrial and certain non-domestic discharges are regulated by OC San’s Pre-treatment Program through a permitting and source control inspection program that enforces OC San’s Wastewater Discharge Ordinance and federal, state, and local mandates. For CECs that are undergoing regulatory development, OC San may choose to utilize interim guidelines and recommended thresholds from federal, state, and local regulatory agencies to safeguard OC San’s ocean discharge and beneficial reuse of water and biosolids.
66 | Strategic Plan — 2025 67 | Strategic Plan — 2025
OC San will also continue to monitor the development of regulations for constituents of emerging concern that may impact the beneficial agricultural reuse of biosolids.
OC San’s long-standing leadership role in key professional organizations will continue to ensure
timely and meaningful engagement on key regional, state, and national biosolids management
policies.
OC San will continue to stay abreast of new biosolids management options, technologies, and regional biosolids recycling and renewable energy partnerships within Southern California, especially those that address the removal, sequestration, and destruction of constituents of emerging concern.
Based on regulations that emerge in the coming years, staff will update OC San’s biosolids strategy to account for emerging contaminant management.
Consistent with the Biosolids Master Plan, staff will work with OC Waste and Recycling (OCWR) to explore regional biosolids management opportunities as well as local solutions to meet SB 1383’s organics diversion mandates, with emphasis on in-county biosolids utilization, composting, food waste co-digestion, and biogas production.
Initiatives to Support Progress Toward the Policy Goal
• Assess Deep Well Injection to handle up to 100 percent of OC San’s biosolids production as a sustainable and diverse biosolids management strategy with the benefit of carbon sequestration and reduction in transportation costs and impacts.
• Partner with other POTW agencies to conduct a feasibility study on a proposed regional biosolids facility in the Inland Empire to address rising costs, regulatory changes, and disposal challenges.
• Continue to engage with local, state, and federal agencies to ensure that biosolids will continue to be safely and legally used as a soil amendment.
• Continue working with OCWR to explore regional biosolids management opportunities as well as local solutions to meet SB 1383’s organics diversion mandates, with an emphasis on in-county biosolids utilization, composting, food waste co-digestion, and biogas production.
• Implement new mesophilic digesters at Plant No. 2, with the option to upgrade to thermophilic, to improve OC San’s operational resiliency against seismic events while enhancing biosolids quality and marketability.
Specifically, OC San has worked with regulators at the federal, state, and local levels in advance of CEC regulations to develop special projects that can be incorporated into the National Pollutant Discharge Elimination System (NPDES) Permit to evaluate the presence and quantity of CECs in our final discharge to the ocean and the background levels in the receiving environment. OC San’s current CEC monitoring program includes constituents in the following category: Hormones (7), Industrial Endocrine Disrupting Compounds (7), Pharmaceuticals and Personal Care Products (14), Flame Retardants (9) and PFAS (12). Data from OC San’s ongoing CEC program will be reviewed by the regulatory and natural resource agencies during the next NPDES permit renewal consultations.
Over time, OC San’s source control program has been enhanced and updated to meet the needs of GWRS as it underwent expansion to increase water supply reliability for north-central Orange County. Through formal agreements and staff-level coordination, OC San and the Orange County Water District (OCWD) have forged a world-class partnership that currently produces up to 130 million gallons per day (MGD) of purified water.
To safeguard this potable reuse effort against CECs and other pollutants that are not removed by conventional wastewater treatment systems, OC San and OCWD established a notification plan that is activated whenever a pollutant or pollutant precursor becomes a concern to either agency. When the source(s) can be identified, and the signal is persistent, consistent, and of sufficient magnitude, the plan outlines the escalation responsive actions that may include outreach and enforcement.
A typical response could include source investigation by OC San that begins with data review, accelerated sampling, laboratory analysis, and result in inspections and enforcement actions. CECs from suspected domestic and residential sources are typically addressed by way of educational outreach to the public.
CECs that are not removed through the treatment process can also be found in biosolids. At high concentrations, CECs may preclude beneficial reuse of biosolids as soil amendments for non-food crop and force OC San to dispose of biosolids in landfills or pursue costly means of destruction.
Thus, responsible legislation and regulations that reduce the production and use of CECs, encourage substitution with less toxic materials, and promote adaptive source control programs are essential for sustaining OC San’s mission and commitments to the community.
If source control, education and outreach, or legislative and regulatory efforts are not successful, OC San may be required to implement a technological or operational process change/investment to address a CEC.
Future Policy Statement
OC San shall align its resources to manage CECs throughout its service area and treatment process to comply with existing and anticipated regulatory requirements and sustain beneficial reuse of treated effluent and biosolids.
OC San shall acquire and maintain a high level of subject matter expertise and engagement across the wastewater, water, water reuse, air quality, ocean monitoring, and biosolids sectors to monitor the environmental, operational, and financial threats posed by CECs.
OC San shall continue to work with other agencies and professional organizations to develop robust analytical methods and routinely monitor its local limits to shape and comply with regulation to protect public health and the environment.
OC San shall continue to implement and update the GWRS Response Plan to sustain effective water reuse and prepare for next-generation CECs and emerging regulatory obligations.
Initiatives to Support Progress Toward the Policy Goal
• OC San will continue to actively engage water and wastewater stakeholders to stay abreast of the scientific progress and any potential operational and financial impacts of CECs and provide timely briefings to OC San’s Executive Management Team and Board of Directors to facilitate informed decision making.
• OC San will continue to develop capacity to identify, detect, quantify, and characterize CEC sources throughout the service area and treatment process to promote source reduction, treatment effectiveness, communication of credible risks, and responsible reuse and disposal.
• OC San will proactively establish internal expertise and develop laboratory capability to research the potential impact of CECs on beneficial reuse of water and biosolids. OC San will use science-based knowledge to help shape CEC legislation and regulations to protect the public health and environment.
• In the absence of promulgated regulatory limits for specific CECs, OC San will work with regulatory agencies to establish interim source control measures to safeguard its water and biosolids reuse initiatives and ocean discharge against potential adverse impacts If OC San is regulated, we will regulate upstream.
68 | Strategic Plan — 2025 69 | Strategic Plan — 2025
Water Reuse Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) will seek to beneficially reuse all reclaimable water for potable, industrial, irrigation and environmental uses.
Background
For over 40 years, OC San and the Orange County Water District (OCWD) have partnered to beneficially reuse treated wastewater from OC San. OCWD, which serves roughly the same service area as OC San, manages and replenishes the groundwater basin in northern and central Orange County, ensures water reliability and quality, prevents seawater intrusion, and protects
Orange County's rights to Santa Ana River water.
Beginning in 1975, OC San contributed treated wastewater from Plant No. 1 to OCWD for the operation of Water Factory 21, which reclaimed the treated wastewater and injected it along with deep well water into the groundwater basin to prevent seawater intrusion. In the mid-1990s, OCWD needed to expand Water Factory 21. At the same time, OC San faced the challenge of having to build a second ocean outfall pipe to discharge treated wastewater into the Pacific Ocean. Both agencies collaborated to build an advanced water purification facility to resolve these challenges. This state-of-the-art facility, known as the Groundwater Replenishment System (GWRS), took the place of Water Factory 21, and began operation in 2008.
The GWRS further processes secondary treated effluent from OC San Plant Nos. 1 and 2 to
drinking water standards and uses the purified water for both injection and percolation, through
injection wells and recharge basins, as source water to replenish the groundwater basin’s
drinking water supplies. With approximately 85 percent of the water demand in northern and
central Orange County cities coming from the groundwater basin, GWRS supplements existing water supplies by providing a new, reliable, high-quality source of water. OC San made a considerable investment to improve its level of treatment and source control to support the GWRS partnership. The upgrade to full secondary treatment and shifting the source control regulations, testing, and enforcement from a focus on ocean discharge to drinking water supply was significant.
While the original GWRS facility was initially constructed to supply up to 70 million gallons per day (MGD) of purified water, the facility was designed for an ultimate treatment and conveyance capacity of 130 MGD. The Final Expansion of GWRS was completed in December 2022 and can produce a maximum capacity of 130 MGD. OC San, in cooperation with OCWD, operates the largest potable water reuse system in the world. This was made possible by replumbing our treatment plants to segregate non-reclaimable flow and adding a new smaller pump station to deal with low outfall flow rates.
In addition to providing treated wastewater to GWRS, OC San also provides treated water to OCWD’s Green Acres Project. The Green Acres Project provides recycled water for landscape irrigation at parks, schools, and golf courses; industrial uses, such as carpet dying; toilet flushing; and power generation cooling. OC San uses reclaimed water and plant water (secondary treated effluent with bleach addition) within the treatment plants to offset potable water use. OC San uses 5-10 MGD of plant water, within the plants for engine and equipment cooling, polymer make-down, equipment flushing and washdown, and other uses.
Current Situation
The GWRS currently produces up to 130 MGD of purified water,enough water for one million people. All of OC San’s Plant No. 1 secondary effluent and Plant No. 2 secondary reclaimable effluent is made available to OCWD for the GWRS and Green Acres Project. Non-reclaimable secondary effluent from OC San’s Plant No. 2, such as discharges from inland desalters, GWRS’s reverse osmosis process, and OC San’s process sidestreams, are appropriately treated and released into the ocean.
With this significant investment and partnership, OC San has a policy to retain all wastewater flow attributable to its collection system. The financing, infrastructure, and operating capacity are in place to convert attributable water equitably into valuable potable water for the region we serve. New water reuse systems for the benefit of smaller, individual development undermine this significant existing investment and equitable distribution of potable water across the service area.
Future Policy Statement
The treated effluent produced from OC San’s Plant Nos. 1 and 2 is a valuable resource that can help boost local water resources, improve groundwater quality, and reduce dependence on imported water, while reducing the volume of effluent discharged to the ocean.
OC San will continue to support GWRS by providing secondary effluent as source water free of charge; allowing OCWD to discharge brine via OC San’s ocean outfall free of charge; leasing approximately 10 acres of land to OCWD at $1 per year for GWRS; and allowing OCWD to discharge North and South Basin extraction well flows to OC San sewers.
OC San will continue to maximize the delivery of secondary effluent available to GWRS and the Green Acres Project to maximize full production of purified recycled water for indirect potable reuse, and industrial and irrigational uses. The two agencies regularly communicate and coordinate on operations and construction projects, regulatory compliance, and source water quality to sustain reliable GWRS operations. OC San has adequate flow to maximize the production of GWRS and will work to protect those flows from upstream diversion.
Initiatives to Support Progress Toward the Policy Goal
• Support the Groundwater Replenishment System and maximize reclaimable wastewater availability to OCWD.
• Support the Green Acres project water production to provide reclaimed water for industrial and irrigation uses.
70 | Strategic Plan — 2025 71 | Strategic Plan — 2025
72 | Strategic Plan — 2025 73 | Strategic Plan — 2025
WorkplaceEnvironment
74 | Strategic Plan — 2025 75 | Strategic Plan — 2025
Resilient Staffing Policy
Summary Policy Statement
The Orange County Sanitation District (OC San) has comprehensive programs in place to attract,
develop, and retain high-quality talent to support its mission of protecting public health and the
environment. Some of these programs include training and development, employee recognition,
diversity and inclusion, recruitment and selection, and competitive benefits and compensation,
which help promote employee engagement and productivity to make OC San an employer of
choice.
Background
At OC San, employees are the organization’s most valuable resource. OC San employs over 650 highly skilled and dedicated individuals committed to providing outstanding service to the community, and whose collective efforts make OC San an industry leader. OC San invests in its employees by providing targeted educational and training opportunities, resulting in a highly skilled and educated workforce tasked with carrying out our mission and sustainability of the agency.
OC San has a diverse workforce and a wide range of expertise with approximately 70 percent of positions requiring a degree, certification, and/or license. Occupations include scientists, engineers, environmental and regulatory specialists, plant operators, mechanics, construction inspectors, as well as professionals in public affairs, finance, contracts, information technology, safety, and human resources.
Effective strategic workforce planning allows management to project the loss of institutional knowledge and experience caused by employee turnover. OC San utilizes a variety of methods to ensure we have access to internal talent pools through effective performance management, talent assessments and training, individual development plans, and external talent pools by actively sourcing for passive candidates and leveraging social media outlets and career fairs.
OC San utilizes a competitive recruitment process that prioritizes hiring the best candidate for any given position based on qualifications and merit. Human Resources utilizes an objective multi-hurdle recruitment and selection process which includes screening for minimum qualifications, secondary screening of applications by the hiring manager, assessment centers and skills testing, panel interviews (for technical skills and fit), and a full background investigation and reference check of the selected candidate.
OC San utilizes several strategies to attract, develop and retain highly skilled staff for key positions. These include fostering a strong values-based culture, being intentional with our hiring practices, promoting employees’ growth and development, supporting a healthy work/life balance, rewarding and recognizing exemplary achievements, and maintaining a competitive benefits and compensation philosophy, in addition to the following:
• Equal Opportunity Employer
As an Equal Opportunity Employer, OC San advertises vacant positions to all segments of the public providing a fair opportunity to all. Jobs are generally advertised on the internet, e-mailed to employees, and posted on social media and other industry-specific sites, and in trade magazines or on trade-specific websites for hard-to-fill, specialized, or technical positions. Recruiters utilize LinkedIn and other platforms to reach potential candidates in the labor market.
• Vocational and Student Internship Programs
Vocational students from local community colleges work 28 hours a week and rotate through five technical trades for 53 weeks within our Operations and Maintenance Department. OC San has experienced success through the program with 29 of the participants hired on full-time since the program’s inception.
OC San also offers a Student Internship Program that provides students at local universities an opportunity to work alongside professional staff while attending college full-time for a one-year maximum duration. OC San partners with Cal State Fullerton, Cal State Long Beach, Cal Poly Pomona, Chapman University, and UC Irvine, among others in Southern California.
• Employee Training and Development Program
In addition to providing all legally mandated training, OC San invests in employee training and development to increase job knowledge and skills, optimize performance in current roles and build a skilled pool of internal candidates for future organizational needs.
Comprehensive training programs include legally mandated training, and technical training through industry-specific associations or groups, local schools, and professional associations, including informal on the job training. Employee development is profiled and tracked to ensure compliance with legally mandated training as well as requirements for licenses and certifications. Staff obtains targeted job-related training necessary to keep OC San current with industry best practices and developments in their respective fields of expertise and are eligible to receive development pay for job-related licenses and certifications.
OC San also provides access to developmental learning opportunities that increase knowledge, skills, abilities, and enhance organizational awareness. The elective development training courses are focused on leadership, technology, communication, OC San business systems, and partnerships for the future. These offerings are designed to address knowledge transfer as attrition occurs and to develop employees from within the organization for succession management and business continuity. Employees may also apply to participate in the Cal State Fullerton 14-week Leadership Academy for Public Agencies.
OC San also promotes professional development through its tuition and certification reimbursement programs for courses completed toward obtaining an associate’s, bachelor’s or master’s degree at accredited colleges, universities, or other institutions or industry-specific certifications.
OC San’s staffing strategy for difficult-to-fill positions includes investing in employee training and development to build a skilled internal talent pool, particularly when the labor market is not meeting workforce demands. Through upskilling of current employees, OC San can strengthen institutional knowledge and improve retention. Currently there is a limited talent pool, both internally and externally, for state-certified candidates who qualify for the mid-level plant operator positions. In response, OC San will provide an operator certification preparation class to encourage employees to attain higher certification levels, thus qualifying them for more advanced positions for which OC San has difficulty finding qualified candidates. This three-day training is open to the public and includes a plant tour focused on operations to highlight OC San and attract external applicants for these crucial roles.
• Mentoring:
OC San’s Mentoring Program is built on a collaborative, voluntary relationship between a mentor and a mentee. Mentors are typically more experienced or hold a higher position than the mentee
76 | Strategic Plan — 2025 77 | Strategic Plan — 2025
and are not in the mentee’s direct supervisory line, ensuring objective feedback for professional development. Through the mentorship, the mentor and mentee collaborate to develop actionable and measurable goals that fulfill their development plan. Mentorships take place over five one-hour sessions and are completed within a five-month period. During the mentorship period, mentors provide guidance, support, and advice to help mentees pursue their established career goals. Since inception in 2009, there has been an average of seven to eight mentorships annually.
• Partnerships:
OC San hosts numerous training sessions on industry specific topics, benefiting not only our employees but also member agencies, local public agencies, and surrounding cities. Additionally, OC San partners with professional associations, such as the California Water Environment Association, to organize certification training events onsite that are open to other agencies. OC San employees volunteer on various commissions and administrative boards for professional associations and participate in advisory councils for both educational curriculum and industry advancements.
• Workforce Vulnerability Assessments
OC San management conducts a systematic assessment of its workforce to forecast staffing requirements and identify key and vulnerable positions based on three criteria: criticality, retention, and difficulty to fill. Human Resources facilitates annual workforce vulnerability assessments and works closely with departments to identify potential gaps and develop action plans to respond to future staffing needs.
• Talent Readiness Assessments
OC San evaluates staff readiness for key positions on a regular basis and focuses its employee development efforts based on identified gaps. Key positions and feeder roles are also identified along with the knowledge, skills, and abilities needed to perform these jobs to create Individual Development Plans for employees to enhance their skills in their current roles, prepare to compete for future job opportunities, and ensure seamless movement of talent within the organization.
To remain competitive in the labor market and ensure retention of top talent, OC San conducts recurring Classification & Compensation studies to ensure job classifications accurately reflect the work being performed, set compensation levels accordingly, and stay abreast of market benefit and salary data. The process includes feedback from multiple stakeholders including employees, management, bargaining groups, legal counsel, and Human Resources.
Current Situation
Currently, 55 percent of OC San’s executives and managers are eligible for retirement. In the next five years, the number of eligible management increases to 73 percent. For trades, para-professional, professional and supervisor occupations, 26 percent are currently eligible to retire, and that increases to 44 percent by 2030. OC San has many long-term employees with vast knowledge in their respective areas of expertise. The average years of service is nine years with some employees having been a part of the OC San family for over 35 years. Looking at OC San’s total attrition over the last five years, we have lost 3,614 years of knowledge and experience by 223 individuals leaving the agency since May 2020.
In 2010, OC San proactively implemented a second retirement benefit formula (“classic open plan”) ahead of the Public Employee Pension Reform Act, which offered candidates moving from other public sector agencies to OC San a retirement benefit of 2.43 percent at 65, with zero employer paid member contribution. Based on OC San’s classic open retirement plan, competing for experienced and highly skilled talent from surrounding municipalities, who offer a more attractive retirement benefit of 2.5 percent or 2.7 percent at 55 in addition to paying for a portion of the employees’ contribution, has been challenging. In the last five years, approximately 35 percent of new hires come from other public sector agencies. This limits our ability to hire staff who are already trained and experienced, which can be particularly difficult for technical, scientific, and management positions.
OC San has recent experience in competing with the private sector labor market, as well as with public sector candidates withdrawing from the process or declining job offers once they learn of the impact to their retirement benefit formula. Given legal restrictions which bind OC San to the classic open retirement formula, it is critical that OC San focus its efforts on retaining current staff, attracting qualified and experienced candidates, and investing in developing and growing employees’ knowledge, skills, and abilities for the future, to address any potential talent shortages.
Future Policy Statement
OC San will continue to implement strategic workforce planning processes to ensure workforce capabilities match the work required to meet OC San’s current and future needs. OC San will continue to proactively monitor the changing work environment, labor market, and legal landscape to ensure human resources programs are compliant, relevant, competitive, and help promote the behaviors, culture and competencies needed to achieve organizational goals.
Initiatives to Support Progress Toward the Policy Goal
• Vocational Training — seek out partnership opportunities with vocational training institutions to enhance recruitment options, especially for hard-to-fill positions. Increase the levels of outreach and participation on advisory councils and committees on curriculum for vocational trade schools to ensure the current staffing needs are met.
• Identify targeted development for lead-level positions to prepare for future attrition to ensure sustainability into the future.
• Maintain and enhance workforce planning initiatives to efficiently and effectively identify, develop, and select the next generation of prepared, capable, and engaged employees through:
o Employee Training and Development Programs
o Vocational/Professional Student Internship Programs
o Workforce Vulnerability Assessments
o Talent Readiness Assessments
• Continue to build OC San’s centralized training program and evaluate various options to partner with member agencies to share content and network.
78 | Strategic Plan — 2025 79 | Strategic Plan — 2025
Safety and Physical Security
Summary Policy Statement
The Orange County Sanitation District (OC San) will ensure the safety, health, and security of employees, contractors, and the public through industry best practices, policies, and procedures that support a safe and secure environment, provide an appropriate level of security, and safeguard OC San’s property and physical assets.
Background
Safety and Health
In California, employers must furnish employees with a place of employment free from known or recognized hazards that cause serious physical harm or death, that is compliant with all legal requirements and aligns with industry best practices. OC San is committed to identifying workplace hazards through regular inspection, with the goal of eliminating or providing an acceptable engineering control, implementing administrative controls such as safe work procedures and training, as well as provision of personal protective equipment. Our safety programs ensure the safety of OC San’s workforce, contractors, and members of the public.
Emergency Management
OC San must be prepared to control risks to the organization, and routinely recognize, evaluate,
and prepare for emergencies. An emergency can include an explosion, fire, verified bomb threat,
civil disorder, active shooter, or uncontrolled hazardous materials release which interrupt
OC San’s ability to provide safe and environmentally responsible wastewater treatment.
OC San’s protocol to control and respond to emergencies is outlined in the Integrated
Emergency Response Plan (IERP).
The IERP identifies and assesses hazards regarding emergency events which OC San may be confronted with. It contains policies, plans, and procedures for preparing and responding to emergencies. When OC San cannot effectively respond to an emergency under routine operations, the Emergency Operations Center (EOC) is activated. OC San’s EOC adheres to the National Incident Management System (NIMS) Incident Command System (ICS) framework, which is a standardized approach to command, control, and coordinate emergency response for incidents of any size. Once the immediate emergency has been controlled, then OC San must resume normal operations. In the event of a prolonged emergency state, the return to normal operations is guided by OC San’s Continuity of Operations Plan (COOP). In May 2018, a COOP was completed with all divisions contributing to its development. The IERP and COOP programs are regularly updated, based on emergency response exercises, or due to changes in plant processes or personnel.
OC San collaborates, and has mutual aid agreements in place, with other Orange County agencies to ensure available resources are identified and engaged in the event of an emergency. OC San is a member and funding agency of the Water Emergency Response Organization of Orange County (WEROC), which is administered by the Municipal Water District of Orange County. WEROC supports and manages countywide emergency preparedness, planning, response, and recovery efforts among Orange County water and wastewater utilities.
Physical Security
The Department of Homeland Security (DHS) has designated 16 critical infrastructure sectors, which includes water and wastewater systems. Wastewater systems are vulnerable to a variety of attacks, including acts of terrorism, contamination with deadly agents, physical attacks, and cyberattacks. In addition, DHS indicates that the average time it takes for a critical incident to take place is up to 12 minutes while the average police response time can be up to 11 minutes, and that time could increase should there be a natural disaster.
Additional security concerns include physical violence, vandalism, theft, and trespassers. With a footprint of approximately 100 acres at each plant, and over 650 employees, contractors, and members of the public onsite for tours and meetings, it is essential to maintain a security presence that can respond to security threats promptly.
OC San contracts with a security firm that includes armed guards to provide round the clock security monitoring of plant access, doors, cameras, and patrolling the perimeter at both plants.
Current Situation
Risk Management identifies potential risks to the organization and provides solutions for mitigation or reduction of the risk to acceptable levels. Through this process, the Risk Management Division will create a safe, healthy, and secure environment for OC San employees, contractors, and members of the public. Risk Management partners with management and employees to take ownership of identifying risks and mitigating risks within their sphere of control. Risk Management, managers, and staff collaborate to develop written procedures (e.g., policies) that are used for eliminating and controlling hazards at OC San; thus, ensuring compliance with occupational health and safety standards and laws.
Safety
OC San strives to achieve safety excellence and continually advance our safety and health culture and associated programs. This is exemplified by our California Voluntary Protection Program (Cal/VPP) designation, which is recognized as a higher level of protection for the workplace. The Cal/VPP is a program created by Cal/OSHA to recognize organizations that have implemented safety and health programs that effectively prevent and control occupational hazards.
A Cal/VPP workplace is expected to continually improve its safety program, which means a safe workplace for all. A reduction in injuries and illnesses has been documented at sites that have committed to the Voluntary Protection Program approach.
OC San received its Cal/VPP designation in 2023, following a weeklong audit of Plant No. 1’s safety and health management system, which included physical walkthroughs, employee interviews, as well as a review of our safety programs and procedures.
OC San utilizes a Safety Incentive Program that recognizes and rewards employees for their improvement of safe work practices, resolving unsafe working conditions, and achieving safety excellence in job performance. The program was revamped in 2022 to make recognition more transparent, flexible, and meaningful to employees and provides a broader selection of awards, ranging from OC San apparel to an assortment of sanctioned products.
OC San continues to conduct third party annual comprehensive surveys. The goal of the surveys is to identify regulatory gaps in safety, health, industrial hygiene, and emergency management. Opportunities for improvement that are identified as part of the survey process are tracked to completion.
80 | Strategic Plan — 2025 81 | Strategic Plan — 2025
Emergency Management
OC San partners with local agencies to ensure available resources are identified and engaged in the event of an emergency.
In early 2025, OC San conducted a functional seismic emergency exercise with field components at Plant Nos. 1 and 2, and remote facilities. The exercise involved coordination, communication, and decision-making within the Emergency Operations Center (EOC), and included real-world, limited physical activities in the field. These simulation exercises are an instrument to train for, assess, and evaluate OC San’s emergency response performance, test our EOC and employee notification capabilities.
Security
The designation of wastewater systems as critical infrastructure by the Department of Homeland Security requires OC San to be diligent in protecting people and property from security breaches. OC San seeks to continually improve the security program.
OC San partners with the Cybersecurity & Infrastructure Security Agency to identify, protect against, detect, and respond to physical and cyber security incidents affecting plant processes.
OC San issued a Request for Proposal (RFP) in late 2023 for Security Services, which included the expansion of security services for OC San’s new Headquarters Complex. As part of the RFP evaluation, OC San reviewed and implemented procedural and technical enhancements.
OC San’s Security Committee, which includes stakeholders from a cross-section of the organization, continues to meet quarterly to collect input and assess physical and cyber security concerns and suggestions. Responsibilities of the committee include, but are not limited to, reviewing security orders and policies, reviewing security incident reports, and planning drills.
Future Policy Statement
Risk Management will continue to implement strategic initiatives that will ensure the safety, health, and security of its workforce, and proactively plan for emergencies to ensure continuity of operations. Staff are dedicated to proactively monitoring the changing work environment and requirements to implement programs now that address future vulnerabilities. Assessments of changes in business needs, plant processes, and legal requirements are necessary to ensure a safe and secure work environment. The results of improvement will be measured using leading metric indicators and reported to the workforce to foster employee engagement.
Initiatives to Support Progress Toward the Policy Goal
Safety
• Identify regulatory gaps and opportunities to continually improve OC San’s safety and health management system to maintain the Cal/OSHA VPP designation.
• Continue to foster a culture where employees are accountable for their safety, as well as the safety of others.
Emergency Management
• Support facility and countywide emergency preparedness, response, and recovery efforts by partnering with entities, such as WEROC, Orange County Sheriff Department, and local fire departments to plan and conduct disaster preparedness exercises and drills.
• Develop and conduct a comprehensive emergency exercise on a biannual basis to evaluate the effectiveness of systems, processes, and operational efficiency
Security
• Develop a physical security master plan based on findings from past audits and surveys with a focus on mitigating risk, compliance with applicable regulations and standards, and enhancing security measures in OC San facilities and operations.
Headquarters
18480 Bandilier Circle
Fountain Valley, California 92708
714.962.2411
Reclamation Plant No. 1
10844 Ellis Avenue
Fountain Valley, California 92708
714.962.2411
Reclamation Plant No. 2
22212 Brookhurst Street
Huntington Beach, California 92646
For more information
Email: ForInformation@ocsan.gov
Phone: 714.962.2411
www.ocsan.gov
09/2025
STEERING COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4471 Agenda Date:11/19/2025 Agenda Item No:3.
FROM:Robert Thompson, General Manager
Wally Ritchie, Director of Finance
SUBJECT:
BOARD OF DIRECTORS COMPENSATION
RECOMMENDATION
RECOMMENDATION: Recommend to the Board of Directors to:
Consider the automatic five percent (5%)increase to Board Member Compensation in accordance
with Ordinance No. OC SAN-62, effective January 1, 2026.
BACKGROUND
Ordinance No.OC SAN-62 was adopted on September 27,2023,establishing the Board of Directors
compensation at $300 per meeting or day of service,an increase from the previous compensation of
$212.50 per meeting or day of service which became operative in January of 2008.Each Director
may receive compensation for up to six meetings/days of service per month;and the Board
Chairperson may receive compensation for up to ten meetings/days of service per month.
In November 2024,the Board of Directors Approved the automatic five percent (5%)increase to
Board Member Compensation to $315.
Current legislation allows the per meeting/day stipend to be increased by an amount not to exceed
5%of the present compensation for each calendar year following the operative date of the last
increase.OC San Ordinance No.OC SAN-62 states that on January 1 of each year,the amount of
compensation shall increase by 5% unless said increase is waived by the Board of Directors.
RELEVANT STANDARDS
·Comply with transparency and communication requirements, including the Brown Act
·Comply with Health & Safety Code 4733; Water Code 20201
·Offer competitive compensation and benefits
PROBLEM
The Board of Directors meeting/day stipend of $315 is set to increase by 5%,to $330.75,on January
1,2026,and requires consideration by the Board to either take no action and allow the increase or
take action to waive the increase.
Orange County Sanitation District Printed on 11/12/2025Page 1 of 3
powered by Legistar™
File #:2025-4471 Agenda Date:11/19/2025 Agenda Item No:3.
PROPOSED SOLUTION
In accordance with Ordinance No.OC SAN-62,allow the per meeting/day stipend to increase by 5%
to $330.75 on January 1, 2026.
TIMING CONCERNS
N/A
RAMIFICATIONS OF NOT TAKING ACTION
N/A
PRIOR COMMITTEE/BOARD ACTIONS
November 2024 -Approved the automatic five percent (5%)increase to Board Member
Compensation in accordance with Ordinance No. OC SAN-62, effective January 1, 2025
September 2023 -Adopted Ordinance No.OC SAN-62 establishing Board of Directors
Compensation and Repealing Ordinance No. OCSD-34.
November 2007 -Adopted Ordinance No.OCSD-34 establishing Board of Directors’Compensation
and Repealing Ordinance Nos. OCSD-14 and OCSD-23.
ADDITIONAL INFORMATION
Organization Compensation Amount &
Maximum Number of Meetings
Mileage
Costa Mesa Sanitary District $295 per meeting - 6 per month Yes
East Bay Municipal Utlility District $1,606.50 per month IRS Standard
El Toro Water District $240.90 per meeting - 10 per
month
IRS Standard
Irvine Ranch Water District $331 per meeting - 10 per month IRS Standard
LA County San District $175 per meeting $125 per
meeting, if attending same day
*no cap on meetings per month
IRS Standard
Midway City Sanitary District $345 per meeting - 6 per month IRS Standard
Municipal Water District of Orange
County
$327.43 per meeting - 10 per
month
IRS Standard
Orange County Fire Authority $100 per meeting - 3 per month None
Orange County Transportation
Authority
$100 per meeting - 5 per month IRS Standard
Orange County Vector Control $100 per month None
Orange County Water District $330.75 per meeting - 10 per
month
IRS Standard
Yorba Linda Water District $163.80 per meeting - 10 per
month
YesOrange County Sanitation District Printed on 11/12/2025Page 2 of 3
powered by Legistar™
File #:2025-4471 Agenda Date:11/19/2025 Agenda Item No:3.
Organization Compensation Amount &Maximum Number of Meetings MileageCosta Mesa Sanitary District $295 per meeting - 6 per month YesEast Bay Municipal Utlility District $1,606.50 per month IRS StandardEl Toro Water District $240.90 per meeting - 10 permonth IRS StandardIrvine Ranch Water District $331 per meeting - 10 per month IRS StandardLA County San District $175 per meeting $125 permeeting, if attending same day*no cap on meetings per month IRS StandardMidway City Sanitary District $345 per meeting - 6 per month IRS StandardMunicipal Water District of OrangeCounty $327.43 per meeting - 10 permonth IRS StandardOrange County Fire Authority $100 per meeting - 3 per month None
Orange County Transportation
Authority
$100 per meeting - 5 per month IRS Standard
Orange County Vector Control $100 per month None
Orange County Water District $330.75 per meeting - 10 per
month
IRS Standard
Yorba Linda Water District $163.80 per meeting - 10 per
month
Yes
OC San Board of Directors’current rate of compensation is $315 per meeting or day of service which
became operative in January of 2025.Each Director may receive compensation for up to six
meetings/days of service per month;and the Board Chairperson may receive compensation for up to
10 meetings/days of service per month. Mileage is also paid, if applicable, at the IRS Standard.
CEQA
N/A
FINANCIAL CONSIDERATIONS
The budget is sufficient to accommodate this action.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Ordinance No. OC SAN-62
Orange County Sanitation District Printed on 11/12/2025Page 3 of 3
powered by Legistar™
OC SAN-62-1
ORDINANCE NO.OC SAN-62
AN ORDINANCE OF THE BOARD OF DIRECTORS OF ORANGE
COUNTY SANITATION DISTRICT, PERTAINING TO THE
COMPENSATION OF THE MEMBERS OF THE BOARD OF
DIRECTORS, AND REPEALING ORDINANCE NO. OCSD-34
WHEREAS, under Health & Safety Code Section 4733, the Orange County
(OC San) Board of Directors may fix the amount of compensation to be paid to
Board members for each day’s service rendered as a member of the Board by
request of the Board;
WHEREAS, also under Health & Safety Code Section 4733, the OC San
Board of Directors may, by ordinance adopted pursuant to Sections 20200-20207
of the Water Code, increase the amount of compensation to be paid to Board
members for each day’s service;
WHEREAS, under Water Code Sections 20200-20207, the OC San Board
of Directors may, after holding a public hearing, adopt an ordinance increasing
Board Member compensation for each day’s service in an amount not to exceed
five percent (5%) for each calendar year following the operative date of the last
adjustment;
WHEREAS, the Board of Directors last adjusted the amount of
compensation on November 28, 2007 when the Board adopted Ordinance OCSD-
34 setting Board Member compensation at Two Hundred Twelve Dollars and Fifty
Cents ($212.50) for each day’s service;
WHEREAS, Ordinance OCSD-34 became effective on January 27, 2008;
WHEREAS, the Board now wishes to increase the amount of compensation
for each day’s service rendered as a member of the Board in accordance with
Water Code Sections 20200-20207; and
NOW, THEREFORE, the Board of Directors of the Orange County
Sanitation District does hereby ORDAIN as follows:
Section 1: Each Director shall receive the sum of Three Hundred Dollars
($300.00) for each day’s service rendered as a Member of the Board, by request
of the Board Chair;
Section 2. On January 1 of each year, beginning with January 1, 2025,
the amount of compensation for each day’s service shall increase by five percent
(5%) unless said increase is waived by the Board of Directors.
OC SAN-62-2
Section 3: The Chairperson of the Board shall receive compensation for
not more than ten (10) days’ service per month; all other Members of the Board
shall receive compensation for not more than six (6) days’ service per month.
Section 4: If any provision of this Ordinance is adjudged by a Court of
proper jurisdiction to be invalid, or unenforceable, it is the intention of the governing
body adopting this Ordinance, that all other provisions shall be valid and
enforceable.
Section 5: Ordinance No. OCSD-34 is hereby repealed.
Section 6: This Ordinance shall be effective sixty (60) days after
adoption.
Section 7: The Clerk of the Board shall Certify to the adoption of this
Ordinance, and shall cause a summary to be published in a newspaper of general
circulation as required by law.
PASSED AND ADOPTED at a regular meeting of the Board of Directors of
the Orange County Sanitation District held on September 27, 2023.
_____________________________
Chad P. Wanke
Board Chairman
ATTEST:
__________________________________
Tina Knapp, MMC
Assistant Clerk of the Board
APPROVED AS TO FORM:
__________________________________
Bradley R. Hogin
General Counsel
OC SAN-62-3
STATE OF CALIFORNIA)
)SS.
COUNTY OF ORANGE )
I, Tina Knapp, Assistant Clerk of the Board of Directors of Orange County
Sanitation District, do hereby certify that the above and foregoing Ordinance No.
OC SAN-62 was introduced for first reading at a regular meeting of said Board on
the 23rd day of August, 2023, by the following vote, to wit:
AYES: Brad Avery, Pat Burns, Jon Dumitru, Stephen
Faessel, Ryan Gallagher, Glenn Grandis, Johnathan
Ryan Hernandez, Farrah Khan, Stephanie
Klopfenstein, Christine Marick, Scott Minikus, Andrew
Nguyen, Robert Ooten, Robbie Pitts, Susan Sonne,
Schelly Sustarsic, Bruce Whitaker, John Withers,
Debbie Baker (Alternate), Tom Lindsey (Alternate)
and Carol Warren (Alternate)
NOES: None
ABSTENTIONS: None
ABSENT: Doug Chaffee, Rose Espinoza, Jordan Nefulda and
Chad Wanke
Passed and adopted at a regular meeting of said Board on the 27th day of
September, 2023, by the following vote, to wit:
AYES: Brad Avery, Pat Burns, Doug Chaffee, Jon
Dumitru, Rose Espinoza, Stephen Faessel, Ryan
Gallagher, Marshall Goodman, Phil Hawkins,
Johnathan Ryan Hernandez, Stephanie
Klopfenstein, Christine Marick, Scott Minikus,
Jordan Nefulda, Andrew Nguyen, Robert Ooten,
Robbie Pitts, Schelly Sustarsic, Chad Wanke,
Bruce Whitaker, John Withers, Ted Bui (Alternate)
and Carol Warren (Alternate)
NOES: None
ABSENT: Farrah Khan and Susan Sonne
ABSTENTIONS: None
IN WITNESS WHEREOF, I have hereunto set my hand this 27th day of
September, 2023.
________________________________
Tina Knapp, MMC
Assistant Clerk of the Board
STEERING COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4500 Agenda Date:11/19/2025 Agenda Item No:4.
FROM:Robert Thompson, General Manager
Originator: Mike Dorman, Director of Engineering
SUBJECT:
FLOW EXCHANGE AND GAP FLOWS AGREEMENTS
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION: Recommend to the Board of Directors to:
A. Approve and authorize the General Manager to execute the Flow Exchange Agreement
between Orange County Sanitation District and Irvine Ranch Water District, in a form
approved by General Counsel; and
B. Approve and authorize the General Manager to execute the GAP Flows Agreement between
Orange County Sanitation District, Irvine Ranch Water District, and Orange County Water
District, for a term of 20 years, in a form approved by General Counsel.
BACKGROUND
Orange County Sanitation District (OC San)and Irvine Ranch Water District (IRWD)have had
cooperative agreements dating back to the early 1960s.IRWD formally joined the Joint Powers
Authority that defined the County Sanitation Districts of Orange County (OC San’s predecessor
agency) in 1986 as County Sanitation District of Orange County #14.
IRWD owns and operates the Michelson Water Recycling Plant (MWRP)and is able to recycle most
of the wastewater generated within their service area.Accordingly,when the County Sanitation
Districts of Orange County consolidated to form Orange County Sanitation District in 1998,IRWD,
through County Sanitation District of Orange County #14,chose not to be consolidated in the same
way as the other districts.
For accounting purposes, OC San is now separated into two areas:
1.Consolidated Revenue Area (CRA)
2.Revenue Area 14 (RA14)
Businesses and residents in the CRA pay fees directly to OC San for regional wastewater collection,
treatment,and disposal.Businesses and residents in RA14 pay these fees to IRWD as most of this
wastewater is conveyed to,treated,and recycled at MWRP.There are some areas where direct
payment and service do not currently align with current boundaries;thus,there are four situations to
Orange County Sanitation District Printed on 11/13/2025Page 1 of 6
powered by Legistar™
File #:2025-4500 Agenda Date:11/19/2025 Agenda Item No:4.
consider for realignment:
1.Wastewater from RA14 that flows to OC San Reclamation Plant Nos. 1 or 2
2.Wastewater from CRA that flows to MWRP
3.Wastewater that IRWD chooses to divert from MWRP to OC San
4.Wastewater that IRWD diverts from CRA to MWRP
For the first and second cases described above,IRWD and OC San have cooperated for many
years.In most cases,these areas exist to minimize the construction of pump stations.Associated
“flow credits”are traded between the agencies through a series of flow accommodation agreements
to properly account for costs of service.Debit and credit flow amounts are tracked to create a
monthly “net flow” between CRA and RA14.
For the third case described above,IRWD will retain the right to divert wastewater attributable to
MWRP to OC San.This is necessary because IRWD does not have an ocean outfall and uses this
diversion as a last option when wastewater flow cannot be treated or recycled by IRWD.When this
occurs, OC San bills IRWD since we do not collect fees directly from ratepayers in RA14.
The fourth case described above is also associated with an existing agreement.Some wastewater
attributable to CRA was previously routed to infrastructure owned and operated by IRWD to eliminate
OC San pumps.IRWD constructed facilities to divert OC San and IRWD wastewater to MWRP for
treatment and recycling. This wastewater can flow to OC San if IRWD’s diversion is not utilized.
Within in the current agreement IRWD collects a fee for regional wastewater treatment service and
pays a different per gallon fee to OC San;though serviceable,this is an accounting challenge.Staff
from IRWD and OC San have been working together to simplify the current arrangements.The
guiding principle is for wastewater to flow by gravity to existing facilities for treatment and to align the
agreements accordingly.Applying this principle will minimize the costs of flow monitoring across
boundary lines and will result in system users paying the agency that provides service directly.
In addition,IRWD’s service area currently extends beyond that of OC San’s.Annexing the Los Alisos
Water Recycling Plant (LAWRP)area of IRWD into OC San’s service area as part of RA14 will
provide a more unified operation and create additional flexibility for IRWD moving forward.
Under the current Green Acres Project (GAP)/Groundwater Replenishment System (GWRS)
agreement,OC San,IRWD,Orange County Water District (OCWD),and the City of Newport Beach
partnered to provide IRWD the right to discharge treated,reclaimable wastewater into the GAP
pipeline for utilization by OCWD (to GAP customers or as GWRS feed)or for disposal via OC San’s
ocean outfall through January 2027.This functionality is used when IRWD’s recycled water storage
facilities are at capacity and demand in IRWD’s recycled water network is less than the supply of
reclaimable water produced by MWRP.This agreement is ecologically beneficial because it is a
superior alternative to discharging reclaimable water into the Newport Back Bay estuary.
RELEVANT STANDARDS
·Sound engineering and accounting practices, complying with local, state and federal laws
·Maintain collaborative and cooperative relationships with regulators,stakeholders,and
Orange County Sanitation District Printed on 11/13/2025Page 2 of 6
powered by Legistar™
File #:2025-4500 Agenda Date:11/19/2025 Agenda Item No:4.
neighboring communities
·Maintain a culture of improving efficiency to reduce the cost to provide the current service level
or standard
PROBLEM
As Orange County has developed,there are multiple locations where flow accommodation
agreements have been entered into to handle wastewater flows.These areas must be routinely
monitored and tracked to ensure accurate invoicing and this recurring process requires significant
resources from both OC San and IRWD.In addition to these boundary overlaps,IRWD’s boundary
extends beyond that of OC San’s service area limiting how IRWD can manage wastewater service in
these areas.
The existing GAP agreement will expire in January 2027.Without a similar agreement in place,the
shared beneficial use of reclaimable water between OC San,IRWD,and OCWD will no longer be
available in its current form.
PROPOSED SOLUTION
Approve the proposed flow exchange agreement that consolidates and updates the prior flow
exchange agreements to simplify and streamline operations and finances,and to provide for cleaner
jurisdictional lines and more logical service areas.
Approve the proposed GAP agreement that reestablishes the rights and duties of OC San,IRWD,
and OCWD with respect to IRWD’s supply of recycled water to OCWD’s GAP and GWRS and
IRWD’s capacity to discharge recycled water to OC San’s outfall system.
TIMING CONCERNS
Timely execution of the recommended agreements is important to facilitate their implementation.The
flow exchange agreement will require performance of a comprehensive rate study that will require
Proposition 218 notification to ratepayers.To complete this process in advance of the next fiscal
year, it is important to commence this process as soon as possible.
In addition,the GAP Agreement is set to expire in January 2027.Approving a replacement
agreement well in advance ensures continuity,prevents a contractual gap,and preserves the ability
to manage effluent discharges in an environmentally and fiscally responsible manner.
RAMIFICATIONS OF NOT TAKING ACTION
If no action is taken,OC San and IRWD would be required to continue relying on the existing flow
accommodation agreements to account for wastewater service responsibilities.This would
perpetuate a more complex and resource-intensive administrative process,increasing staff time
spent on accounting and reconciliation,while potentially creating confusion for ratepayers about
service costs.Maintaining the existing structure also limits opportunities to simplify cost allocation,
reduce administrative overhead, and improve transparency in financial management.
Upon expiration of the GAP Agreement,IRWD’s treated effluent cannot be provided to OC San or
Orange County Sanitation District Printed on 11/13/2025Page 3 of 6
powered by Legistar™
File #:2025-4500 Agenda Date:11/19/2025 Agenda Item No:4.
Upon expiration of the GAP Agreement,IRWD’s treated effluent cannot be provided to OC San or
OCWD for ocean discharge or beneficial reuse.This valuable resource would be discharged in a
less environmentally beneficial manner and could pose operational challenges.
PRIOR COMMITTEE/BOARD ACTIONS
September 2025 -Authorized the preparation of two new agreements and a resolution to streamline
operations,better align billing with services provided,and maximize the use of existing infrastructure
in Orange County as follows:
1.Agreement No. 1 between Orange County Sanitation District (OC San) and
Irvine Ranch Water District (IRWD) will realign boundaries and payment
structures with current service provisions. This agreement will consolidate many
prior agreements that were created as development occurred.
2.Agreement No. 2 between OC San, IRWD, and Orange County Water District
(OCWD) will replace the current Green Acres Project (GAP) Agreement which
expires in January 2027.
3.An OC San Board of Directors resolution will support the Orange County Local
Agency Formation Commission (OC LAFCO) process to annex the former Los
Alisos Water District (LAWD) area into OC San’s service area.
ADDITIONAL INFORMATION
Flow Exchange Agreement:
This Agreement will supersede the long series of flow exchange agreements under which OC San
and IRWD have worked together to manage wastewater transmission,treatment,and disposal to
most efficiently provide service.Due to the substantial overlap of service areas,OC San and IRWD
have provided these cross-services to each other to eliminate inefficient pumping of wastewater
against gravity to treatment facilities,utilize existing treatment facility capacity,facilitate planning for
peak flow conditions and growth,and avoid potential duplication of facilities and services.These
prior agreements contain complicated financial “truing up”and reconciliation of ad valorem taxes and
user fees between the Parties.
This Agreement consolidates and updates the flow exchange provisions of the prior agreements to
simplify and streamline operations and finances,and to provide for cleaner jurisdictional lines and
more logical service plans.
This Agreement is divided into three major parts:
1.The first part consolidates and updates the flow accommodation arrangements between the
agencies where their territories overlap,relying largely on gravity flow to determine which
agency is responsible for regional wastewater transmission,treatment,and disposal.It
provides for direct revenue recovery by the agency providing services,rather than
maintenance of sub-ledgers, routine flow monitoring, and cross-payments to each other.
2.The second portion of the Agreement authorizes IRWD to act on OC San’s behalf for regional
services in the Jamboree and Bison Service Area.
Orange County Sanitation District Printed on 11/13/2025Page 4 of 6
powered by Legistar™
File #:2025-4500 Agenda Date:11/19/2025 Agenda Item No:4.
3.The third portion of the Agreement provides for the annexation of the Los Alisos area of IRWD
into OC San.The Parties agree to submit a joint application to OC LAFCO for the annexation,
subject to standard terms and conditions used with other similar OC LAFCO applications.It
provides that pending the annexation,the Parties will use an out-of-area agreement with the
essential parameters of this Agreement until the final boundary change is approved.
GAP Flows Agreement:
The purpose of this Agreement among OC San,IRWD,and OCWD,is to establish the rights and
duties of each agency with respect to IRWD’s supply of recycled water to OCWD’s GAP or GWRS
and IRWD’s capacity to discharge recycled water into OC San’s Outfall.
GAP provides recycled water to approximately 100 different end users in Costa Mesa,Fountain
Valley,Huntington Beach,Newport Beach,and Santa Ana.The GAP system has two sources of
supply:(i)tertiary treated wastewater by OCWD,supplied from secondary treated wastewater
received from OC San;and (ii)tertiary treated wastewater from IRWD that is received intermittently,
usually during the winter months, through IRWD’s intertie facility (Intertie) that connects to GAP.
On December 21,2011,the Parties and the City of Newport Beach entered into the Agreement for
Irvine Ranch Water District Interties to Orange County Water District Green Acres Project and
Groundwater Replenishment System and Orange County Sanitation District Outfall (2011 GAP
II/GWRS Agreement)relating to the Parties’operation of the Intertie,GAP II,and the Outfall.Then,
on October 2,2013,OCWD and IRWD entered into an Annexation Agreement,under which IRWD
agreed to convey 4 million gallons per day (mgd)of sewage,recycled water,and/or runoff flows
generated within IRWD’s service area to OC San until 2033.
The proposed Agreement amends,restates,and supersedes the 2011 GAP II/GWRS Agreement with
an effective term of 20 years, as follows:
a.The Agreement gives IRWD the right to discharge to the Intertie at its sole discretion up to 8
mgd of recycled water (“Recycled Water”)treated in accordance with applicable regulatory and OC
San standards, without additional compensation.
b.OC San agrees to accept up to 5 mgd of Recycled Water not accepted by OCWD and deemed
to have been discharged by IRWD through the GWRS Connection to the Outfall.OC San commits to
accepting up to an additional 3 mgd of Recycled Water discharged by IRWD directly to the Outfall
Connection.
c.IRWD agrees to limit its discharge to the amount OC San and OCWD reasonably deems
appropriate when the Outfall is shut down.
d.The agencies agree that all associated discharges shall be subject to OC San’s source control
requirements and ensure that the wastewater is reclaimable by OCWD.
e.The parties agree to notifications and coordination of their operations to further their joint
missions.
Concurrent approval of the GAP Agreement will be necessary for the Flow Exchange Agreement to
take effect.OC San and IRWD are committed to a near-future update of the various outdated andOrange County Sanitation District Printed on 11/13/2025Page 5 of 6
powered by Legistar™
File #:2025-4500 Agenda Date:11/19/2025 Agenda Item No:4.
take effect.OC San and IRWD are committed to a near-future update of the various outdated and
obsolete provisions of their other existing contracts.
CEQA
This action is exempt from CEQA under the Class 20 categorical exemptions set forth in CEQA
Guidelines (14 California Code of Regulations)Section 15320.Section 15320 (Class 20)“consists of
changes in the organization or reorganization of local governmental agencies where the changes do
not change the geographical area in which previously existing powers are exercised.”Specifically,
this action is exempt because this annexation is only an administrative boundary change of OC San’s
service area.
A Notice of Exemption will be filed with the Orange County Clerk-Recorder’s office after approval of
this item.
FINANCIAL CONSIDERATIONS
The proposed flow exchange agreement will streamline financial administration by eliminating
multiple flow accommodation agreements,thereby reducing administrative costs and simplifying
accounting.Annexation of the area serviced by IRWD’s LAWRP into OC San’s service boundary will
provide long-term financial and operational benefits.
ATTACHMENT
The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda
package:
·Flow Exchange Agreement
·GAP Flows Agreement
·2011 IRWD GAP II/GWRS Agreement
·Presentation
Orange County Sanitation District Printed on 11/13/2025Page 6 of 6
powered by Legistar™
1
GAP Flows Agreement 22021369.13
GAP FLOWS AGREEMENT
This GAP Flows Agreement (“Agreement”) is effective December___, 2025 (“Effective
Date”), and is among:
• Orange County Water District (“OCWD”),
• Irvine Ranch Water District (“IRWD”), and
• Orange County Sanitation District (“OC San”).
OCWD, IRWD, and OC San are sometimes individually referred to as a “Party” and collectively as the “Parties.”
A. Purpose. The purpose of this Agreement is to establish the rights and duties of the
Parties with respect to IRWD’s supply of recycled water to OCWD’s Green Acres Project (“GAP”) or OCWD’s Groundwater Replenishment System (“GWRS”), and IRWD’s capacity to discharge recycled water into the OC San ocean outfall system (“Outfall”).
B. The GAP System. GAP provides recycled water to approximately 100 different
end users in Costa Mesa, Fountain Valley, Huntington Beach, Newport Beach, and Santa Ana.
OCWD’s Green Acres Phase II pipeline (“GAP II”), which is a takeoff from the GAP system, provides recycled water to Newport Beach end users, and is a part of the GAP system.
C. Recycled Water Supplies to GAP. The GAP system has two sources of supply: (i) tertiary treated wastewater from OCWD, treated from secondary treated wastewater received
from OC San’s Plants No. 1 and 2 and supplied primarily during the summer months; and (ii)
tertiary treated recycled water from IRWD’s Michelson Water Recycling Plant (“MWRP”) received intermittently, usually during the winter months, through IRWD’s intertie facility (the “Intertie”) that connects to GAP, which includes the GAP II pipeline.
D. 2011 IRWD GAP II/GWRS Agreement. On December 21, 2011, the Parties and
the City entered into the Agreement for Irvine Ranch Water District Interties to Orange County
Water District Green Acres Project and Groundwater Replenishment System and Orange County
Sanitation District Outfall (“2011 GAP II/GWRS Agreement”) relating to the Parties’ operation of the Intertie, GAP II, and the Outfall.
E. 2013 Annexation Agreement. On October 2, 2013, the OCWD and IRWD entered
into an Annexation Agreement, under which IRWD agreed to convey 4 million gallons per day
(“mgd”) of sewage, recycled water and runoff flows generated from within IRWD to OC San until 2033.
F. Cross-Services. By a separate agreement, OC San and IRWD are working to consolidate, restate, and streamline several agreements to simplify their operations and finances
with regards to the treatment of wastewater. Terms of the separate agreement will provide for the continued sewage flow from IRWD’s Irvine Business Complex into OC San’s retail territory, for the benefit of OCWD and the efficient operation of GWRS.
2
GAP Flows Agreement 22021369.13
G. The Parties intend by this Agreement to amend and restate, and in doing so, supersede, the 2011 GAP II/GWRS Agreement.
The Parties therefore agree as follows:
1. Ownership & Maintenance of Facilities. Each Party owns the facilities identified on Exhibit A, which are necessary for the delivery of recycled water to OCWD as per Sections 2 and 3 herein, and each Party shall operate and maintain the facilities they own and appurtenant equipment and telemetry.
2. IRWD Discharge of Recycled Water to GAP.
2.1 IRWD-Initiated Discharges. IRWD may discharge to the Intertie at its sole discretion up to 8 mgd of recycled water treated in accordance with the standards set forth in California Code of Regulations Title 22 (“Recycled Water”). If IRWD initiates discharges of Recycled Water to the Intertie, then IRWD will not be entitled to any compensation for that
discharged Recycled Water.
A. Notice. IRWD shall provide notice to OCWD at least 14 calendar days prior to each scheduled date for commencement or cessation of the discharge of Recycled Water to the Intertie.
B. Min-Max Daily Discharges. If IRWD elects to discharge Recycled
Water to the Intertie, then during the period its discharge, IRWD shall discharge a minimum of 4
mgd and a maximum of 8 mgd of Recycled Water.
C. In Lieu of OCWD GAP Operations. OCWD will not operate the GAP treatment plant, clearwell, pump stations or Santa Ana GAP Reservoir whenever IRWD is delivering Recycled Water to the Intertie.
D. Continuous Discharges. IRWD shall make a good faith effort to
meet GAP customer demands when discharging Recycled Water to the Intertie. IRWD shall not operate the Intertie on an intermittent basis, but rather will attempt in good faith to operate the Intertie on a continuous basis for each Intertie delivery season that IRWD elects to commence discharges of Recycled Water to the Intertie.
2.2 OCWD-Requested Supply. OCWD may request in writing that IRWD
discharge Recycled Water to meet GAP or GWRS supply needs at a time when IRWD has not itself elected to discharge Recycled Water to the Intertie (“OCWD-Requested Supply”). If IRWD Recycled Water is readily available, and supplied to OCWD at the Intertie at OCWD’s request, then OCWD shall pay IRWD for any OCWD-Requested Supply at a rate equivalent to
the Metropolitan Water District of Southern California’s full-service untreated water rate to cover
IRWD’s additional costs.
2.3 No Required Flow. Nothing in this Agreement requires IRWD to deliver any Recycled Water to the GAP system.
3
GAP Flows Agreement 22021369.13
3. Total Flow From IRWD to OC San and OCWD. Sections 3.13 and 3.14 of the 2013 Annexation Agreement require IRWD to deliver until October 22, 2033 a total of 4 mgd of
combined flows from (i) sewage flows generated by IRWD to OC San, (ii) Recycled Water flows
to GAP, and (iii) supply sources qualifying for the OC San Urban Runoff Diversion Program. Upon execution of this Agreement, and the execution of the separate agreement between OC San and IRWD referenced in Recital F, sewage flows from the Irvine Business Complex that are delivered by IRWD to OC San will continue to count towards IRWD’s obligation to comply with
Sections 3.13 and 3.14 of the Annexation Agreement.
4. Acceptance of Recycled Water Flows.
4.1 Acceptance in GWRS Facilities. OCWD shall accept any Recycled Water discharged by IRWD to the Intertie for use to supply GAP users or for treatment by the GWRS. Recycled Water that is discharged by IRWD to the Intertie will be deemed to have been delivered
through the GWRS Connection to the Outfall (as described in Section 4.2) if it is discharged by
IRWD to the Intertie when GWRS is not receiving any influent water and the control valve at the GWRS Connection is in the open position. The volumes of Recycled Water delivered to GAP or GWRS and deemed to have been delivered to the Outfall will be determined from meter readings as provided in Section 8.2. OCWD will not be entitled to any compensation from IRWD for
treating or disposing of Recycled Water.
4.2 Acceptance of up to 8 mgd in OC San Outfall. OC San shall accept up to 5 mgd of Recycled Water not accepted by OCWD and deemed to have been discharged by IRWD through the GWRS Connection to the Outfall. OC San shall accept up to an additional 3 mgd of Recycled Water discharged by IRWD directly to the Outfall Connection.
4.3 LRP Payments. IRWD waives any claim to receive Local Resources
Program subsidy payments from The Metropolitan Water District of Southern California for Recycled Water delivered to the Intertie.
4.4 No Required Acceptance for GWRS. OCWD is not required to accept any Recycled Water from IRWD for use in, treatment by, or discharge through GWRS.
4.5 Mutual Waiver of Fees. OC San shall accept IRWD’s flows under this
Agreement at no cost for so long as for IRWD waives the Harvard Avenue Trunk Sewer maintenance fees. If the Agreement for Purchase of Capacity in the [IRWD] Harvard Avenue Trunk Sewer dated June 10, 1991 is terminated, the Parties will meet and negotiate in good faith to determine the appropriate OC San charge to IRWD for conveyance of flows under this
Agreement.
5. Access to IRWD’s Outfall Connection Telemetry. IRWD owns certain Outfall Connection telemetry and a control valve at OC San’s Plant No. 2. OC San hereby confirms, ratifies and continues in effect the non-exclusive license conveyed to IRWD pursuant to the 1998 Outfall Connection Agreement for access to the Outfall Connection Cla Valve and telemetry and
for such access purposes over the portions of OC San’s Plant 2 property depicted on Exhibit B;
but OC San may modify the license area or designated access route from time to time following written notice to IRWD.
4
GAP Flows Agreement 22021369.13
5.1 Regular Maintenance. OC San shall permit IRWD to access OC San’s property for routine and scheduled maintenance or repairs of the Outfall Connection telemetry
and control valve, upon written or electronic notice at least one week prior to the date of the
maintenance. IRWD shall comply with any and all security provisions adopted or instituted by OC San for access into and across OC San’s property.
5.2 Emergency Access. In the event of an emergency, IRWD shall notify OC San by telephone prior to access, and OC San shall not unreasonably condition or delay IRWD’s
access to the OC San property required for emergency response.
5.3 Indemnity. IRWD will indemnify, defend and hold harmless OC San for any property damage, bodily injury, or wrongful death caused by the gross negligence or willful misconduct of IRWD’s employees, contractors, or agents while accessing OC San’s property.
6. Shutdown of IRWD’s Flows to OC San’s Outfall.
6.1 The Outfall Connection is intended to be used for the disposal of Recycled
Water delivered by IRWD through the Intertie and GAP II at any time elected by IRWD as specified in Section 4, which is in excess of the amount accepted into GAP and the GWRS under Sections 5.1 and 5.2. The overflow weir at the GWRS Screening Facility allows IRWD flows at the Plant No. 1 GWRS Connection to enter the OC San outfall and is also intended to be used for
the disposal of Recycled Water delivered by IRWD through the Intertie and GAP II, at any time
elected by IRWD, which is in excess of the amount accepted into GAP and the GWRS.
6.2 Outfall Shutdowns. If OC San temporarily shuts down Recycled Water deliveries into the Outfall for scheduled or emergency maintenance or repairs or during conditions of high flows through the Outfall, then IRWD shall limit its discharge of Recycled
Water through the Intertie to the amount that OC San and OCWD reasonably determine can be
used by GAP and GWRS during that shutdown.
A. Scheduled Shutdowns. OC San shall provide IRWD with written notice one week prior to the date of any scheduled maintenance or repair. OC San shall use reasonable efforts to schedule maintenance and repairs during the non-rainy season.
B. Emergency Shutdowns. If emergency high flow conditions or
maintenance require a shutdown of the Recycled Water deliveries into the Outfall, then OC San shall give reasonable notice to IRWD by telephone prior to the shutdown.
7. Source Control.
7.1 In accordance with both: (a) the 2010 OCWD-OC San GWRS Agreement
and (b) the GWRS permit, OC San shall maintain a comprehensive industrial wastewater
pretreatment source control program for controlling the discharge of wastes from point sources, including in those areas serviced by IRWD. OC San’s current source control program addressing these requirements includes: (a) monitoring and testing of federally regulated categorical and locally regulated non-categorical industrial discharges, (b) a non-point source program for
discharges with the potential to adversely affect GWRS performance and water quality, (c) the
planning and development of non-industrial source controls for contaminants, and (d) the
5
GAP Flows Agreement 22021369.13
regulatory authority to prohibit the discharge of pollutants to the sewer causing OC San effluent to be unsuitable for reclamation, as contained within OC San Ordinance No. OC San-53. For the
Recycled Water discharged by IRWD that may supply GWRS that includes any specific
contaminant specified by state or federal regulators, both now and in the future, as harmful or potentially harmful to human health and drinking water supplies, and/or affects GWRS performance and water quality, OC San shall develop and implement a pollution source control strategy for that constituent.
7.2 If any contaminants, either known as of the date of this Agreement or
discovered after that date, are found in IRWD Recycled Water which require removal in order for the GWRS to meet current or future GWRS permit requirements, and/or any other state or federal regulatory agency standards, then IRWD, OCWD, and OC San will meet and confer in good faith regarding: (a) the appropriate type of source control and/or water treatment needed to
address the contaminants; (b) the appropriate sharing of cost for the construction and operation
of any necessary treatment facilities; and/or (c) the development and implementation of additional source control strategies. IRWD shall supply trunkline sampling and /or analytical support for all sewer investigations aimed at determining the source or sources of any such contaminant discovered in IRWD’s Recycled Water.
7.3 OC San’s liability for IRWD’s Recycled Water shall extend only to the
development and implementation of the additional source control strategies; and shall not include the costs of any construction and/or operation of needed treatment facilities.
7.4 If IRWD Recycled Water is found to contain contaminants in a concentration that affects OCWD’s ability to reclaim the GWRS Specification Influent and/or
OC San’s ability to meet its NPDES discharge limits, and OC San’s source control strategies
prove unable to mitigate the concentration of said constituent, then OC San and OCWD reserve the right to reject and refuse to accept the IRWD Recycled Water to GWRS. To assist in the identification of contaminant sources or other factors that may affect GWRS performance, IRWD shall provide information concerning all chemicals (e.g., polymers and coagulants) used in the
IRWD wastewater and/or solids treatment processes (e.g., manufacturer, type, chemical
composition, etc.) in advance of any significant operational change or if requested by OCWD or OC San.
7.5 IRWD shall indemnify, defend and hold harmless OCWD and OC San from any and all liability for any damage to GWRS for noncompliance of these source control
terms, conditions and requirements.
8. Reporting. IRWD shall provide OCWD and OC San with a monthly report for each calendar month during an operation period for the Intertie, by the last day of the following month. Monthly reports must include the following information:
8.1 Water Quality Data. The reports must include final effluent water quality
data from MWRP, including, at minimum, the daily results for coliform, electrical conductivity
(maximum, minimum and average for each day) and chlorine residual (maximum, minimum and average for each day), and monthly sampling results for total dissolved solids, pH, carbonate, bicarbonate, calcium, magnesium, boron, chloride, sodium, calculated sodium adsorption ratio
6
GAP Flows Agreement 22021369.13
(SAR) and adjusted SAR. Results for other constituents that are routinely measured in the final effluent shall also be included. The report shall include the dates of sample collection and units
used for reporting. Upon written notification by OCWD or OC San, IRWD shall test for
additional constituents based on operational and regulatory needs of OCWD or OC San.
8.2 Meter Readings.
A. IRWD shall provide daily readings, in both acre feet and million gallons, of the quantity of water delivered through the Intertie meter on University Drive and the
quantity of excess flow delivered through the Outfall Connection meter.
B. OCWD shall provide daily readings of the quantity of water delivered to the GWRS Connection (at the IT Meter described in Exhibit A) for treatment by OCWD and total water delivered to the Microfiltration Feed meter (described in Exhibit A).
C. OC San shall provide daily readings of the quantity of influent
flow to Plant No. 1 and total effluent flow to the Outfall.
D. The Parties’ designated staff representatives may revise the designated meters to be read and meter reading responsibilities as they determine that operating circumstances necessitate; and those revision(s) may be made by the mutual written agreement of the Parties’ representatives without formally amending this Agreement.
9. Staff Representatives. Each Party shall appoint one staff representative and one
alternate to facilitate communication between the Parties and aid in the administration of this Agreement. The Parties shall give full consideration to all joint recommendations of the staff representatives. The staff representatives shall meet periodically, but at least once a year, to perform any tasks assigned to them by the Parties, including, but not limited to, the following:
provide and receive input on scheduling Recycled Water discharges to the Intertie, GAP, GWRS
and the Outfall; address operational concerns in the use and maintenance of the Intertie and GAP II; and address any other operational matters.
10. Notices. Any notice or other document and all billings and payments required or permitted to be given by any Party to another Party will be deemed received upon delivery in
person to the recipient or upon deposit in the United States mail in the State of California, with
postage prepaid, and addressed as follows:
To OC San: Orange County Sanitation District 18480 Bandilier Circle
Fountain Valley, CA 92708
Attention: General Manager Telephone: (714) 593-7110 E-mail: rthompson@ocsan.gov
To OCWD: Orange County Water District
18700 Ward Street P.O. Box 8300
7
GAP Flows Agreement 22021369.13
Fountain Valley, CA 92728-8300 Attention: General Manager
Telephone: (714)378-3200
E-mail: jkennedy@ocwd.com To IRWD: Irvine Ranch Water District 15600 Sand Canyon Avenue
P.O. Box 57000
Irvine, CA 92619-7000 Attention: General Manager Telephone: (949) 453-5590 E-mail: cook@irwd.com
11. Counterparts. This Agreement may be executed in counterparts, each of which will constitute an original.
12. Entire Agreement. This Agreement contains the entire Agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or
agreements, either written or oral, express or implied.
13. Further Acts. The Parties shall execute such additional documents and to take such further actions as are reasonably necessary to accomplish the objectives and intent of this Agreement.
14. Indemnification. Each Party agrees to defend, indemnify, and hold the other
parties, and their officials, officers, employees and agents free and harmless from any claim, loss,
damage, or injury to property or persons, including wrongful death, in any manner arising out of or incident to any negligent or otherwise wrongful act, omission or willful misconduct of the agreeing Party, their respective officers, employees or agents, arising out of or in connection with the execution or performance of this Agreement, including without limitation the payment of
attorneys’ fees.
15. Waiver. The failure of any Party to insist upon strict compliance with any provision of this Agreement or to exercise any right or privilege provided herein, or any Party’s waiver of any breach hereunder unless in writing, shall not relieve any other Party of any of its obligations hereunder, whether of the same or similar type. The foregoing shall be true whether
the waiving Party’s actions are intentional or unintentional.
16. Authorization to Execute. The signatories to this Agreement warrant that they have been lawfully authorized execute this Agreement on behalf of the Party for which they are signing.
17. Severability. If any provision or clause of this Agreement or any application of it
to any person, firm, organization, partnership or corporation is held invalid, that invalidity shall
not affect other provisions of this Agreement which can be given effect without the invalid provision or application. To this end, the provisions of this Agreement are declared to be severable.
8
GAP Flows Agreement 22021369.13
18. No Assignment. No Party may assign this Agreement or any interest in it without the prior written consent of the other.
19. Effectiveness of Agreement; Term. The term of this Agreement is 20 years and
will automatically renew annually unless one of the Parties gives written notice to the other Parties no later than 6 months prior to the renewal or expiration date.
ORANGE COUNTY SANITATION DISTRICT
By: Robert Thompson, General Manager
IRVINE RANCH WATER DISTRICT
By: Paul A. Cook, General Manager
ATTEST:
By:
Kelly Lore, MMC, Clerk of the Board Orange County Sanitation District
ATTEST:
By:
Kristine Swan, District Secretary Irvine Ranch Water District
APPROVED AS TO LEGAL FORM:
By: Scott C. Smith, General Counsel Orange County Sanitation District
APPROVED AS TO LEGAL FORM:
By: Claire H. Collins, General Counsel Irvine Ranch Water District
ORANGE COUNTY WATER DISTRICT
By: John Kennedy, General Manager
ATTEST:
By: Clerk of the Board
9
GAP Flows Agreement 22021369.13
APPROVED AS TO LEGAL FORM:
By:
Jeremy Jungreis, General Counsel Orange County Water District
GAP Flows Agreement 22021369.13
Exhibit A
Acknowledgment of Facilities Ownership
1. IRWD Facilities. IRWD owns:
1.1 the Intertie, Intertie meter and vault, associated pipelines and appurtenances east of, and including, the valve designed to isolate the Intertie from GAP II on Jamboree Road, and
1.2 the Outfall Connection telemetry and Cla Valve at OC San’s Plant No. 2.
2. OCWD Facilities. OCWD owns:
2.1 GAP II and associated telemetry equipment and all associated appurtenances north and west of the point of connection between the OCWD GAP II pipeline and the Intertie valve in Jamboree Road,
2.2 the Bonita Creek Park dedicated service line located in the intersection of
University Drive and La Vida south of, and including, the valve designed to isolate the Intertie
from the park’s service line, and
2.3 all other Green Acres Project (“GAP”) and GAP II facilities not included in Paragraph 1.1 or 1.2.
2.4 the microfiltration feed (“MFF”), trickling filter (“TF”), activated sludge
(“AS”), and IRWD feed (“IT”) meters and GWRS Screening Facility & Overflow Weir, and
2.5 the connection (“GWRS Connection”) between OC San Plant No. 1 Secondary Effluent Junction Box 4 (“SEJB 4”) and the 24” GAP pipeline located in Garfield Avenue immediately south of OC San’s Plant No. 1 facility, as depicted in Exhibit C, such that the IRWD flows described in Section 4 can be supplied as influent to OCWD’s GWRS project.
3. OC San Facilities. OC San owns the Outfall Connection exclusive of all
associated telemetry and control valve but inclusive of the meter, as depicted in Exhibit B.
GA
P
F
l
o
w
s
A
g
r
e
e
m
e
n
t
22
0
2
1
3
6
9
.
1
3
22021369.19
Exhibit C
22223544.16
FLOW EXCHANGE AGREEMENT
This Flow Exchange Agreement (“Agreement”) is dated _______________, 2025 and is
between the Orange County Sanitation District (“OC San”), a county sanitation district, and
Irvine Ranch Water District (“IRWD”), a California Water District. OC San and IRWD and
their predecessors are sometimes referred to individually as a “Party” and collectively as the
“Parties.”
A. OC San was created under the California County Sanitation District Act
(California Health and Safety Code Section 4700 et seq.), which empowers it to (i) own, control,
manage, and dispose of any interest in real or personal property necessary or convenient for the
construction, maintenance, and operation of a sewerage system and sewage disposal or treatment
plant (Id. at Section 4740) and (ii) acquire, construct, and complete within or without the district,
sewage collection, treatment and disposal works, including sewage treatment plants, outfalls,
intercepting, collecting and lateral sewers, pipes, pumps, machinery, easements, rights-of-way,
and other works, property or structures necessary or convenient for sewage collection, treatment,
and disposal (Id. at Section 4741).
B. IRWD was created under the California Water District Law (California Water
Code Section 34000, et seq.) which empowers it to carry out the powers and purposes granted to
it under the California Water Code, including the treatment and reuse of wastewater.
C. OC San is the successor-in-interest to nine County Sanitation Districts of Orange
County (“CSDOC”), which consolidated to form OC San in 1998. OC San owns the Joint
Wastewater Treatment Facilities (“JWTF”) which are comprised of two wastewater reclamation
plants as well as a regional wastewater transmission system.
D. IRWD owns the Michelson Wastewater Recycling Plant (“MWRP”), the Los
Alisos Wastewater Recycling Plant (“LAWRP”), and local collection facilities. IRWD’s
wastewater conveyance and treatment system is interconnected with OC San’s system.
E. The Parties have a long history of working cooperatively on wastewater
transmission, treatment, and disposal (including ocean disposal) of excess water, under various
flow accommodation agreements, including those listed in Exhibit A (the “Prior Agreements”),
and are working together to definitively update, consolidate and restate these and other prior
agreements into a more manageable and consolidated form
F. Due to the substantial overlap of their service areas, the Parties, through the Prior
Agreements, made determinations about which Party as an alternative to or substitute for the
other Party, would provide the most efficient approach to local conveyance, regional
transmission, treatment, disposal, and wastewater recycling services to various areas in their
respective service areas. However, the Prior Agreements contain complicated financial
reconciliation of ad valorem taxes and user fees between the Parties that the Parties wish to
eliminate.
G. OC San’s jurisdiction encompasses most of IRWD’s jurisdiction, giving the
Parties overlapping authority to provide wastewater services therein; however, a portion of
2
22223544.16
IRWD’s service area tributary to the LAWRP (“LAWRP Area”) is outside OC San’s
jurisdiction.
H. IRWD has infrastructure available to provide services more efficiently in one area
of OC San’s jurisdiction, and OC San has infrastructure available to provide services more
efficiently in other areas.
I. The Parties intend by this Agreement to ratify and clarify service responsibility
and align revenue collection in some of these shared service areas, and to provide for OC San’s
service to the LAWRP Area through the annexation of the LAWRP Area into OC San.
Specifically, the Parties intend by this Agreement to:
• Amend or supersede the Prior Agreements arrangements between the Parties where
their territories overlap in order to streamline their interrelated operations and
finances, and to optimize service plans for ownership, management, operation, and
development and modernization of wastewater treatment and recycling services, as
provided in Sections 3 and 4 below,
• Authorize IRWD to act on OC San’s behalf in the Jamboree and Bison Lift Station
Service Area, as provided in Section 5 below, and
• Provide for the annexation of the LAWRP Area of IRWD to OC San, as provided in
Section 6 below.
NOW THEREFORE in consideration of the mutual covenants and conditions contained herein
and in the GAP Flows Agreement between the Parties and Orange County Water District dated
December __, 2025 approved concurrently herewith, the Parties agree as follows:
1. Effective Date. This Agreement will become effective (“Effective Date”) upon:
1.1 The Parties’ execution of the GAP Flows Agreement dated December __ , 2025
and presented for consideration by their Boards concurrently with this Agreement, and
1.2 The earlier of (i) July 1, 2026, or (ii) recordation of the annexation to OC San of
the LAWRP Area of IRWD described in Section 6 (the “LAWRP Area Annexation”) following
approval by the Orange County Local Agency Formation Commission (“LAFCO”).
2. Reserve Fund Adjustments
2.1 IRWD Financials. Certain of the Prior Agreements provided for a periodic
calculation of operational and capital reserve balances held by the Parties for anticipated
payments to each other. Beginning on the Effective Date, OC San shall provide IRWD an
annual calculation of anticipated annual operation and maintenance expenses (“Annual Reserve
Amount”). IRWD shall segregate from its general fund and hold in reserve for payment to OC
San the Annual Reserve Amount for that year, with proof provided to OC San that the Annual
Reserve Amount has been deposited to a separate identified account.
2.2 OC San Financials. OC San shall credit future invoices to IRWD with any
segregated amounts on deposit that OC San maintains on IRWD’s behalf on the Effective Date,
3
22223544.16
and OC San shall remit the total of any remaining amounts on deposit to IRWD one year after
the Effective Date.
3. Transfer Areas
3.1 Under the Prior Agreements, the Parties allocated Regional Transmission and
Wastewater Treatment responsibility to a Party reliant on pumping wastewater against gravity to
collect and/or convey that wastewater for treatment.
3.1.1. “Regional Transmission” means regional conveyance of wastewater
from multiple local sewer service providers’ collection systems, generally having no direct
service connections to retail customers, and/or having no diversion pump stations to a
wastewater treatment facility belonging to another entity.
3.1.2. “Wastewater Treatment” means the treatment of wastewater, disposal of
treatment by-products, ocean disposal of excess water, and wastewater recycling.
3.2 The Parties intend to formalize and restate the terms for the transfer of
responsibility for Regional Transmission and Wastewater Treatment in certain locations to the
Party that can most efficiently provide the services in those areas, where shown in Exhibit B
(“Transfer Areas”) and to maintain the level of service in these Transfer Areas at the level of
service provided prior to the Effective Date, pending the annexation discussed in Section 6.
3.3 IRWD-to-OC San Transfer Areas
3.3.1. Transfer Areas. IRWD currently provides “Local Collection” (meaning
the collection and transmission of wastewater from the customer to the Regional Transmission
facility), as well as Regional Transmission and Wastewater Treatment services to portions of
those Local Collection areas, as identified in Exhibit B, specifically:
• Irvine Business Complex/Tustin MCAS/USFDA Service Area,
• Orange Park Acres Service Area, and
• San Joaquin Hills/Coyote Canyon Service Area.
These areas are referred to as the “IRWD-to-OC San Transfer Areas.”
3.3.2. Transfer of Service Responsibility. IRWD hereby transfers and OC San
hereby accepts transfer of Regional Transmission and Wastewater Treatment service
responsibility for the IRWD-to-OC San Transfer Areas as shown in Exhibit B. IRWD shall
continue to provide customers with Local Collection services, and all Local Collection facilities
serving the IRWD-to-OC San Transfer Areas remain the property and responsibility of IRWD.
OC San shall provide Regional Transmission and Wastewater Treatment to customers in the
IRWD-to-OC San Transfer areas.
3.3.3. Service Fees and Charges. IRWD will recover its costs of service by
continuing to collect sewer service fees, but only in the amount related to Local Collection.
IRWD shall not charge customers in the IRWD-to-OC San Transfer Areas for any treatment
component of the service charge. OC San will recover its costs for Wastewater Treatment and
4
22223544.16
Regional Transmission in the IRWD-to-OC San Transfer Areas through imposition and
collection of a new and separate fee charged to customers in these areas.
3.3.4. Equity Ownership. Because OC San will be assuming the duty for
Regional Transmission and Wastewater Treatment for the IRWD-to-OC San Transfer Area,
IRWD hereby transfers to OC San at no cost the Equity Ownership in the JWTF for each
transferred area as follows:
• Irvine Business Complex/Tustin MCAS/USFDA Service Area – 4.7 MGD
• Orange Park Acres Service Area – 0.04 MGD
• San Joaquin Hills/Coyote Canyon Service Area – 0.13 MGD
3.3.5. Connection Fees. Within 60 days after the Effective Date, IRWD shall pay
to OC San the IRWD treatment component of the connection fees collected by IRWD from
customers in the IRWD-to-OC San Transfer Areas between the effective dates of the last flow
measurements for each area and the Effective Date of this Agreement. The last flow
measurements were completed as follows:
• Irvine Business Complex/Tustin MCAS/USFDA Service Area – September 2022
(effective January 1, 2023)
• Orange Park Acres Service Area – July 2025
• San Joaquin Hills/Coyote Canyon Service Area – May 2025
3.3.6. Ad Valorem Taxes. OC San will continue to collect the increment of ad
valorem taxes attributable to Local Collection services for all properties in the IRWD-to-OC San
Transfer Areas and will remit them to IRWD within 180 days of the end of each fiscal year. The
increment of ad valorem taxes will be calculated for the initial year of this Agreement and
increased by the percentage increase in OC San’s ad valorem taxes each year. At least every 5
years, the base annual property tax amount remitted to IRWD will be recalculated based on
information provided by the County of Orange, but there will be no lookback reconciliation for
the prior years. The method for this determination is attached as Exhibit C.
3.4 Supersession of Prior Agreements. The following flow accommodation
agreements are hereby superseded and of no further force or effect as of the Effective Date, but
any capacity or property rights previously conveyed between the Parties under those agreements
will be unaffected by this Agreement:
• The April 25, 2001 Inter District Wastewater Flow Accommodation Agreement.
• The July 1, 2003 Agreement related to properties with the boundaries of the Irvine
Business Complex and the Tustin Marine Corps Air Facility.
• The August 27, 2008 Agreement to Accommodate Wastewater Flows from the San
Joaquin Hills Planned Community/Coyote Canyon Landfill/Gas Recovery
Systems Areas that Originate in Revenue Area 14.
• The June 28, 2010 Agreement for Administrative Transfer of Orange Park Acres
Service Area to Revenue Area 14 and Inclusion of Flows in Revenue Area 14
Wastewater Flow Calculations.
5
22223544.16
4. Harvard Area Trunk Sewer. Under the Agreement for Purchase of Capacity in the
[IRWD] Harvard Avenue Trunk Sewer dated June 10, 1991 (the “HATS Agreement”), the
Parties provided (among other things) for certain OC San wastewater flows outside of IRWD’s
service area to be conveyed through IRWD’s Harvard Avenue Trunk Sewer (“HATS”), and back
to OC San’s JWTF. The Parties hereby amend the HATS Agreement to provide as follows:
4.1 For the flows in HATS that originate outside of IRWD’s service area, IRWD may
provide Wastewater Treatment at MWRP, or IRWD may continue to divert flows to the JWTF at
no cost.
4.2 Based on historical flow monitoring, HATS flows originating outside of IRWD's
service area are equivalent to 1.0 MGD. Accordingly, when IRWD diverts wastewater flows to
OC San, IRWD will reduce the calculated average daily flow sent to OC San for each month by
up to 1.0 MGD (the average monthly flow cannot be negative).
4.2.1. There will be no accrual of the flow reduction for months in which
diversions do not occur.
4.2.2. The 1.0 MGD value may be updated via new flow monitoring at the
expense of the requesting Party. Flow monitoring should be representative, be performed for a
continuous period of not less than 21 days, exclude any day and following 2 days in which there
was measurable rainfall, and occur between April and November. Flow monitoring results will
be averaged with results from the preceding three years, if any occurred.
4.2.3. IRWD shall make reasonable efforts to schedule non-emergency
construction-related and maintenance-related flow diversions to occur during the dry season
(April 15 through October 15) and shall coordinate such diversions with OC San.
4.2.4. IRWD’s decision to treat wastewater originating outside of IRWD’s
service area at MWRP will not result in a “flow credit” to IRWD.
4.3 For so long as the GAP Flows Agreement is in effect, and in exchange for OC
San’s waiver of charges to IRWD for flows under that agreement, IRWD shall suspend and
waive any charges to OC San for HATS maintenance fees under Section 3 of the HATS
Agreement.
4.4 Except as amended by this Agreement, the HATS Agreement will remain in full
force and effect.
5. OC San-to-IRWD Transfer Area (Jamboree-Bison). OC San’s Revenue Area 14 is
exclusively funded by IRWD. Under the April 27, 2005 Agreement for Accommodation of Flows
from City of Newport Beach Abandoned Lift Stations Accepted by Irvine Ranch Water District
Sewer System (“Jamboree-Bison Agreement”), the Parties agreed that in exchange for IRWD’s
Regional Transmission by gravity of certain flows from the City of Newport Beach (which is not
inside Revenue Area 14) to OC San’s system that would otherwise require pumping, that IRWD
would receive a flow credit for Revenue Area 14 to deduct for the flows from Newport Beach.
This method required annual flow monitoring. The Parties have determined the consistent
reasonable annual flows from this area and intend to (i) continue IRWD’s Regional Transmission
6
22223544.16
of these flows but eliminate the flow monitoring requirement, (ii) provide for IRWD’s treatment
of these flows in exchange for fair value, and (iii) provide for this Agreement to supersede the
Jamboree-Bison Agreement.
5.1 IRWD as OC San’s Agent. OC San hereby designates IRWD as its agent, and
IRWD hereby accepts the responsibility as OC San’s agent, to provide the services of Regional
Transmission and Wastewater Treatment for the area in Exhibit B designated as “OC San-to-
IRWD Transfer Area” and referred to more generally as the “Jamboree and Bison Lift Station
Service Area.” The City of Newport Beach provides Local Collection services in the OC San-to-
IRWD Transfer Area.
5.2 No Ownership Changes. The Parties acknowledge that no OC San Regional
Transmission facilities exist in the OC San-to-IRWD Transfer Area, and that therefore there will
be no change of facility ownership under this Agreement with respect to the OC San-to-IRWD
Transfer Area.
5.3 Revenues. Beginning on the Effective Date, OC San shall continue to collect and
to transfer to IRWD within 180 days of the end of each fiscal year:
5.3.1. OC San’s current allocation of ad valorem tax increment for the OC San-
to-IRWD Transfer Area,
5.3.2. An amount equivalent to OC San’s Service Fees collected for the OC San-
to-IRWD Transfer Area, and
5.3.3. Any Capital Facilities Capacity Charges collected after the Effective Date
attributable to Regional Transmission and Wastewater Treatment services provided to the OC
San-to-IRWD Transfer Area.
5.4 Supersession. Upon the Effective Date, the Jamboree-Bison Agreement will be of
no further force or effect.
6. LAWRP Area Annexation
6.1 Pursuant to Government Code Section 56650, the Parties shall file joint
resolutions of application with LAFCO to initiate proceedings under the Cortese-Knox-
Hertzberg Local Government Reorganization Act of 2000 for:
6.1.1. Annexation of the territory depicted as “LAWRP Area” in Exhibit B to
OC San; and
6.1.2. Amendment of OC San’s Sphere of Influence to include the LAWRP
Area.
6.2 The joint Resolutions of Application to LAFCO for these changes of organization
will be in substantially the same form as OC San Resolution NO. OCSAN 21-07 (the Resolution
of Application for LAFCO OCSD Annexation Areas - Anaheim/Yorba Linda/Villa Park), and
will propose a plan for services and application of OC San service charges consistent with the
7
22223544.16
terms of this Agreement and in substantial conformance with the LAFCO terms and conditions
in LAFCO Resolution No. DA 21-05.
6.3 IRWD has contractual relationships with Santa Margarita Water District and El
Toro Water District to share capacity and operations in their service areas pursuant to out-of-area
agreements constituting “an alternative to, or substitute for, public services already being
provided” by IRWD (see Government Code 56133(e)(1)). IRWD shall ensure that all
wastewater flows that discharge through IRWD’s system into the OC San system for Regional
Transmission or Wastewater Treatment meet OC San discharge requirements as currently
enacted and as amended from time to time.
7. Attorneys’ Fees. In the event that any Party brings any legal action to interpret or enforce
any provision of this Agreement, the prevailing Party in that action will be entitled to receive, in
addition to all other available relief, costs of litigation and reasonable attorneys’ fees, including
expert witness fees, costs and fees incurred on appeal and in enforcing any judgment which may
be rendered on the underlying action.
8. No Third Party Beneficiaries. The Parties expressly acknowledge and agree that they do
not intend, by their execution of this Agreement, to benefit any person or entities not signatory to
this Agreement. No person or entity not a signatory to this Agreement will have any rights or
causes of action against IRWD or OC San or any combination thereof, arising out of that Party’s
entry into this Agreement.
9. Governing Law. This Agreement will be interpreted and enforced in accordance with the
provisions of California law, without regard to conflicts of law provisions.
10. Notice. Unless otherwise permitted by this Agreement, all notices to be given must be in
writing and may be made by personal delivery, certified mail, postage prepaid and return receipt
requested. Mailed notices must be addressed to the Parties at the addresses listed below, but
each Party may change the address by written notice in accordance with this paragraph. Receipt
will be deemed made as follows: notices delivered personally will be deemed communicated as
of actual receipt; mailed notices will be deemed communicated on receipt or rejection.
If to IRWD:
Irvine Ranch Water District
15600 Sand Canyon Avenue
P.O. Box 57000
Irvine, CA 92619-7000
Attn: Paul A. Cook, General Manager
Cook@irwd.com
With a Copy to:
Claire H. Collins, General Counsel
Hanson Bridgett LLP
601 W. 5th Street, Suite 300
Los Angeles, CA 90071
CCollins@hansonbridgett.com
8
22223544.16
If to OC San:
Orange County Sanitation District
18480 Bandilier Cir.
Fountain Valley, 92708
Attn: Robert Thompson, General Manager
RThompson@ocsan.gov
With a Copy to:
Scott C. Smith, General Counsel
Best Best & Krieger LLP
18101 Von Karman Ste. 1000
Irvine, CA 92612
Scott.Smith@bbklaw.com
11. Counterparts. This Agreement may be executed in counterparts, each of which will
constitute an original.
12. Entire Agreement. This Agreement contains the entire Agreement of the Parties with
respect to the subject matter hereof, and supersedes all prior negotiations, understandings or
agreements, either written or oral, express or implied.
13. Further Acts. The Parties shall execute such additional documents and take such further
actions as are reasonably necessary to accomplish the objectives and intent of this Agreement.
14. Indemnification. Each Party shall defend, indemnify, and hold the other Party, and its
officials, officers, employees and agents free and harmless from any claim, loss, damage, or
injury to property or persons, including wrongful death, in any manner arising out of or incident
to any act, omission or willful misconduct of that Party and its officers, employees or agents,
arising out of or in connection with the execution or performance of this Agreement, including
without limitation the payment of attorneys’ fees.
15. Waiver. The failure of any Party to insist upon strict compliance with any provision of
this Agreement or to exercise any right or privilege provided herein, or any Party’s waiver of any
breach hereunder unless in writing, shall not relieve any other Party of any of its obligations
hereunder, whether of the same or similar type. The foregoing shall be true whether the waiving
Party’s actions are intentional or unintentional.
16. Authorization to Execute. The signatories to this Agreement warrant that they have been
lawfully authorized by their respective Parties to execute this Agreement on their behalf.
17. Severability. If any provision or clause of this Agreement or any application of it to any
person, firm, organization, partnership or corporation is held invalid, such invalidity shall not
affect other provisions of this Agreement which can be given effect without the invalid provision
or application. To this end, the provisions of this Agreement are declared to be severable.
9
22223544.16
18. Prohibition Against Assignment. No Party may assign this Agreement or any interest in
it without the prior written consent of the other.
ORANGE COUNTY SANITATION DISTRICT
By:
Robert Thompson, General Manager
IRVINE RANCH WATER DISTRICT
By:
Paul A. Cook, General Manager
ATTEST:
By:
Kelly Lore, MMC, Clerk of the Board
Orange County Sanitation District
ATTEST:
By:
Kristine Swan, District Secretary
Irvine Ranch Water District
APPROVED AS TO LEGAL FORM:
By:
Scott C. Smith, General Counsel
Orange County Sanitation District
APPROVED AS TO LEGAL FORM:
By:
Claire H. Collins, General Counsel
Irvine Ranch Water District
22223544.16
A
EXHIBIT A
PRIOR FLOW ACCOMMODATION AGREEMENTS BETWEEN IRWD AND OC SAN
1. June 10, 1991 – Agreement for Purchase of Capacity in the Irvine Ranch Water District
(IRWD) Harvard Avenue Trunk Sewer [Amended by this Agreement]
2. April 25, 2001 – Inter District Wastewater Flow Accommodation Agreement (United States
Food and Drug Administration’s Facilities) [Superseded by this Agreement]
3. July 1, 2003 – Agreement (IRWD to provide local service to the Irvine Business Complex and
the Tustin Marine Corps Air Facility) [Superseded by this Agreement]
4. April 27, 2005 – Agreement for Accommodation of Flows from City of Newport Beach
Abandoned Lift Stations Accepted by Irvine Ranch Water District Sewer System (Jamboree and
Bison Flow Accommodation) [Superseded by this Agreement]
5. August 27, 2008 – Agreement to Accommodate Wastewater Flows from the San Joaquin Hills
Planned Community/Coyote Canyon Landfill/Gas Recovery Systems Areas that Originate in
Revenue Area 14 [Superseded by this Agreement]
6. June 28, 2010 – Agreement for Administrative Transfer of Orange Park Acres Service Area to
Revenue Area 14 and Inclusion of Flows in Revenue Area 14 Wastewater Flow Calculations
[Superseded by this Agreement]
3Q
3Q
MICHELSON
HARVARD
ROC
K
F
I
E
L
D
MEADOWOOD
TRABUCO
CUL
V
E
R
IRVINE CENTER
EDINGER
BIRCH
LAGUNACANYON
IRVINE
RID
G
E
RO
U
T
E
WALNUT
IRVINE
CAMPUS
JEF
F
R
E
Y
MUIRLANDS
MA
C
A
R
T
H
U
R
WARNER
PACIFICCOAST
BARRANCA
LAGUNACANYON
BRYAN
MICHELSON
SANTIAGOCANYON
BISON
LAK
E
F
O
R
E
S
T
BRISTOL
JERONIMO
EL
T
O
R
O
CUL
V
E
R
PORTOLA
GLENNRANCH
PORTOLA
DYER
SANTIAGO
CANYON
IRVINE
ALT
O
N
WARNER
WESTWOOD
IRVINE CENTER
SA
N
T
A
A
N
A
TRABUCO
BARRANCA
ALTON
MAIN
EL
TORO
BLACK
STAR
CANYON
QUAILHILL
MESA
SANJOAQUINHILLS
ALTON
CR
E
E
K
CANYONVIEW
CHAPMA
N
JAMBOREE
YALE
WALNUT
AV(ROBERTAV)
RANCHO
BONITA CANYON
YALE
BARRANCA
JA
M
B
O
R
E
E
EASTYALE
LOOP
HA
R
V
A
R
D
ALTON
DEL MAR
VALENCIA
RANCHO
TECHNOLOGY
ELTORO
RIDGELINE
GLENNRANCH
LAKEFORESTLAK
E
SANTIAGO
CANYON
RED HIL
L
BRYAN
JA
M
B
O
R
E
E
SA
N
D
C
A
N
Y
O
N
MARINE
BONITACANYONCA
R
L
S
O
N
UNIVERSITY
JAM
B
O
R
E
E
JA
M
B
O
R
E
E
RED
H
I
L
L
REDHILL
JERONIMOSA
N
D
C
A
N
Y
O
N
SANDCANYON
BIR
C
H
IR
V
I
N
E
YAL
E
LAGUNA
CANYON
LAGUNACANYON
HARVARD
HARVARD
JEF
F
R
E
Y
TUSTIN
RANCH
WESTYALE LO OP
YALE
NEWPORT
EL
TORO
HARVARD
TURTLE ROCK
TURTLE
ROCK
IRVINE
PARK
NEWPORTCOAST
NEWPORTCOAST
BAK
E
EASTYALELOOP
SOUTHWOOD
YALELOOP
TUSTINRANCH
VO
N
K
A
R
M
A
N
EL
T
O
R
O
LAGUNA
CANYON
SANTIAGOCANYON
.0 1 2
Miles
X:\Planning\GIS\Projects\Akiyoshi-RA14 Revenue Area\Akiyoshi-RA14 Revenue Area\Akiyoshi-RA14 Revenue Area.aprx
3Q
CAMPUS
MICHELSON
CA
R
L
S
O
N
H
A
R
V
A
R
D
SEE INSET
CARLSON/PARK APTS
SMWDFlow toIRWD
Orange Park Acres Service Area
IBC/Tustin MCAS/ USFDA Service Area
LAWRP Area Annexation
Jamboree/Bison
Area
San Joaquin Hills/Coyote Canyon Service Area
Exhibit "B" - Transfer and Annexation Areas
November 2025 LEGEND
BY SMWD
BY OCSD
BY IRWD
TRUNK TRIBUTARY TREATMENT
Revenue Area 14
OC San Consolidated Area
IRWD Boundary
Treatment Plants3Q
ETWD
Flow from SMWD to IRWD
IBC Service Area to Remain
in IRWD
IRWD to OC San Transfer Area
LAWRP Area Annexation
AREAS
OC San to IRWD Transfer Area
22223544.16
EXHIBIT C
AD VALOREM TAX ALLOCATION METHOD
Where ad valorem taxes are specific to Local Collection of sewage, IRWD will receive 100% for
applicable Tax Rate Areas (TRAs)
Where the ad valorem taxes are for both Wastewater Treatment and collection of sewage, the
prorated portion of the tax associated with treatment or collection will be remitted to the other
Party.
• OC San shall send to IRWD the collection portion of the ad valorem tax for applicable
TRAs.
• IRWD shall send to OC San the Wastewater Treatment portion of the ad valorem tax for
applicable TRAs.
• The proration will be calculated using current service fees of the Party receiving the taxes
from the County of Orange.
I ' •
. ' • ,I I
AGREEMENT FOR IRVINE RANCH WATER DISTRICT INTERTIES TO
ORANGE COUNTY WATER DISTRICT GREEN ACRES PROJECT AND
GROUNDWATER REPLENISHMENT SYSTEM AND
· ORANGE COUNTY SANITATION DISTRICT OUTFALL
This Agreement ("Agreement"), dated this d., I .s r day of f)ecvn~(AQJ 1, is
made and entered into by and between ORANGE COUNTY WATER DISTRICT, a district
organized and existing pursuant to the Orange County Water District Act, Chapter 924 of the
California Statutes of 1933, as amended ("OCWD"), IRVINE RANCH WATER DISTRICT, a
California water district organized and existing pursuant to the California Water District Law,
California Water Code Section 34000 et seq.("IRWD"), ORANGE COUNTY SANITATION
DISTRICT, a county sanitation district organized and existing pursuant to the County
Sanitation District Act, California Health & Safety Code Sections 4700 et seq. ("OCSD") and
the CITY OF NEWPORT BEACH ("CNB"), a municipality incorporated under state law in
1906. OCWD, IRWD, OCSD and CNB are sometimes individually referred to herein as a
"Party'' and collectively as the "Parties."
RECITALS:
WHEREAS, OCWD, IRWD and the CNB entered into an agreement, entitled
"Agreement," dated July 17, 1996, as amended by Revised Amendment to Agreement dated
September 18, 1996, and Amendment No. 2 to Agreement dated December 18, 1996 (the
"1996 Intertie Agreement"), providing for, among other things, the construction and operation
of an intertie (the "Intertie") to convey recycled water from IR WD' s Michelson Water
Reclamation Plant (MWRP) to OCWD's Green Acres Phase II pipeline ("GAP 11"); and
WHEREAS, the 1996 Intertie Agreement further provided for the execution of an
agreement between OCWD and OCSD's predecessor agencies, and such agreement, entitled
"Second Amended and Restated Agreement for Utilization of Reclaimed Wastewater," was
entered into on January 15, 1997 (the "Wastewater Utilization Agreement"), pursuant to which
OCSD is obligated to accept from OCWD a minimum quantity of recycled water; and
WHEREAS, OCWD, IRWD, OCSD's predecessor agencies and the CNB entered into
an agreement, entitled "Agreement For Operation of Green Acres Project Intertie and Outfall
Connection," dated April 15, 1998 (the "1998 Operating Agreement"), establishing operating
agreements and conditions for the use of the Intertie, GAP II and a connection (the "Outfall
Connection") between GAP II and the ocean outfall at OCSD's Plant No. 2 in the City of
Huntington Beach (the "Outfall"); and
WHEREAS, OCWD and OCSD entered into an agreement, entitled "Joint Exercise of
Powers Agreement for the Development, Operation and Maintenance of the Groundwater
Replenishment System and the Green Acres Project," dated November 12, 2002, as amended
by Amendment No. 1 dated October 15, 2003, and Amendment No. 2 dated April 26, 2006
(the "2002 Agreement"), which, among other things, incorporated certain provisions of the
Wastewater Utilization Agreement and terminated the Wastewater Utilization Agreement; and
1
I I I
'
WHEREAS, the 2002 Agreement was replaced by an agreement, entitled the
"Amended Joint Exercise of Powers Agreement for the Development, Operation and
Maintenance of the Groundwater Replenishment System and the Green Acres Project", dated
May 5, 2010 (the "2010 OCWD-OCSD GWRS Agreement'') which preserved all the rights
and obligations set forth in those portions of the 2002 Agreement incorporated by reference in
the 2010 OCWD-OCSD GWRS Agreement; and
WHEREAS, OCWD was issued producer/user water recycling requirements for the
Groundwater Replenishment System ("GWRS") by the California Regional Water Quality
Control Board, Santa Ana Region ("RWQCB"), which include findings of fact made by the
California Department of Public Health ("CDPH"), via Order No.R8-2004-002 and Amending
Order No. R8-2008-0058 (the "GWRS permit"); and
WHEREAS, both the 1996 Intertie Agreement and the 1998 Operating Agreement, by
their respective terms, will expire on January 15, 2012, the end of the fifteen (15) year term
described in the 2002 Agreement and the 2010 OCWD-OCSD GWRS Agreement("the "Prior
Expiration Date"); and
WHEREAS, the Parties desire to enter into this Agreement to consolidate, modify and
replace the 1996 Intertie Agreement and the 1998 Operating Agreement ( collectively, the
"Prior Agreements"), in order to continue the operation of the Intertie, GAP II and the Outfall
Connection following the Prior Expiration Date; and
WHEREAS, the effective date of this Agreement (the "Effective Date") shall be
January 16, 2012; and
WHEREAS, this Agreement is a successor agreement to the 1996 Intertie Agreement
and the 1998 Operating Agreement; and
WHEREAS, OCSD and IRWD entered into a Memorandum of Understanding dated
February 11, 1987 (the "1987 Source Control MOU") to memorialize, among other things,
that IRWD's source control program shall in no instance be less stringent than OCSD's source
control program; and
WHEREAS, the parties to the 1996 Intertie Agreement stipulated terms and conditions
for IRWD to supply Recycled Water to the IRWD planned Wetlands Water Supply Project
(WWSP) and allow under specified conditions for the discharge of said Recycled Water to San
Diego Creek and Newport Bay if the Basic Integrated Reuse Project (GAP II and the Intertie)
was not constructed by October 1, 1997; and
WHEREAS, the parties to the 1996 Intertie Agreement completed the Basic Integrated
Reuse Project prior to October 1, 1997, and IRWD constructed the WWSP to use San Diego
Creek water as supply water for the wetlands in lieu of Recycled Water
NOW, THEREFORE, in consideration of the promises and covenants herein contained,
OCWD, IR WD, OCSD and CNB agree as follows:
2
,.
AGREEMENT:
Section 1. Ownership of Facilities. The facilities described below in this Section are
schematically depicted on Exhibits "A-1," "A-2," "B" and "C," which are attached hereto and
incorporated herein by this reference.
1.1 IRWD -Facilities. IRWD owns (i) the Intertie, Intertie meter and vault,
associated telemetry equipment and all associated appurtenances upstream of the downstream
side of the lntertie meter vault on University Drive, as depicted in Exhibit A-1, and (ii) the
Outfall Connection telemetry and Cla Valve at OCSD's Plant No. 2. In addition, by this
Agreement IRWD assumes ownership from OCWD of approximately 1,300 feet of24-inch
diameter pipeline in University Drive between the downstream side of the Intertie meter vault
and the point of connection with the OCWD GAP II pipeline in Jamboree Road that was
designed and constructed by IRWD as part of the Basic Integrated Reuse Project, as depicted
in Exhibit A-2 (the "Connector Line"). Bonita Creek Park, which is served from the Bonita
Creek Park dedicated service line off of the Connector Line, will continue to be an OCWD
GAP customer.
1.2 OCWD Facilities. OCWD owns (i) GAP II and associated telemetry
equipment and all associated appurtenances downstream of the point of connection between
the OCWD GAP II pipeline and the Connector Line in Jamboree Road, (ii) the Bonita Creek
Park dedicated service line downstream of the point of connection thereof with the Connector
Line, and (iii) all other Green Acres Project ("GAP") and GAP II facilities not included in
Paragraph 1.1 or 1.3 hereof, and shall own and maintain (iv) the microfiltration feed ("MFF"),
trickling filter ("TF"), activated sludge ("AS"), and IRWD feed ("IT") meters and GWRS
Screening Facility & Overflow Weir, and OCWD shall own (v) anew connection ("GWRS
Connection") to be constructed as provided in this Agreement between OCSD Plant No. 1
Secondary Effluent Junction Box 6 ("SEJB 6") and the 24" GAP pipeline located in Garfield
Avenue immediately south ofOCSD's Plant No. 1 facility, as depicted in Exhibit C, such that
the IRWD flows described in Section 4 can be supplied as influent to OCWD's GWRS
project. The GWRS Connection shall include a flow control valve, pressure reducing valve
and flow metering device to measure the volume of the IRWD Recycled Water to the GWRS
system. The flow metering device shall include remote flow indication at OCSD and OCWD
control centers. The device shall be equipped with a flow totalizer and a continuous recorder
that logs the time, date, and flow volume. The GWRS Connection shall also incorporate an
accessible sample point with suitable pressure regulation. OCSD shall be given the
opportunity to review and approve the choice of metering equipment and components, and
sample point location.
1.3 OCSD Facilities. OCSD owns the Outfall Connection exclusive of all
associated telemetry and Cla Valve but inclusive of the meter, as depicted in Exhibit B.
Section 2. Maintenance of Facilities. The Parties agree that each of the facilities and
appurtenant equipment and telemetry shall be maintained and operated by the Party owning it
as set forth in Section 1.
3
Section 3. Construction of GWRS Connection. OCWD shall design and construct the
GWRS Connection. The GWRS Connection shall be designed and constructed to be capable
of accepting flows delivered by IRWD in the amounts specified in Section 4, through the
Intertie and GAP II and conveying such flows to the GWRS via OCSD's SEJB 6.
Section 4. Discharge of Recycled Water Flows by IRWD. IRWD shall be entitled to
discharge at its sole discretion up to 8 million gallons per day (mgd) of water treated in
accordance with the standards set forth in California Code of Regulations Title 22 ("Recycled
Water") to the Intertie at any time. IRWD shall provide notice to OCWD at least fourteen (14)
days prior to each scheduled date for commencement or cessation of the discharge of Recycled
Water to the Intertie. In the event that IR WD elects to discharge Recycled Water to the
Inertie, IRWD shall, at a minimum, discharge up to 4 mgd of Recycled Water, as determined
by OCWD in its discretion, to satisfy the average demands of GAP customers. IRWD
understands that OCWD will not operate the GAP plant, clearwell, pump stations or Santa Ana
GAP Reservoir whenever IRWD is delivering Recycled Water to the Intertie. Until OCSD
completes its "J-109" project, GAP customers could generate up to 8 mgd of demand, and
IR WD agrees to make a good faith effort to accommodate this demand when electing to
discharge Recycled Water to the Intertie. IR WD agrees not to operate the Intertie on an
intermittent basis, but rather to attempt in good faith to operate the Intertie on a continuous
basis for each Intertie delivery season that IR WD elects to commence discharges of Recycled
Water to the Intertie.
4.1 Compensation for Recycled Water Discharged to the Intertie. In the event
that IR WD elects pursuant to the preceding paragraph to discharge Recycled Water to the
Intertie, IRWD will not be entitled to any compensation for such discharged Recycled Water.
However, ifOCWD requests in writing that IRWD discharge Recycled Water to meet GAP or
GWRS supply needs at a time when IRWD has not itself elected to discharge Recycled Water
to the Intertie, then OCWD agre~s to compensate IRWD for the specifically requested flows at
a rate equivalent to IRWD's cost to provide tertiary treatment and the cost to deliver the
Recycled Water to OCWD at the Intertie when surplus Recycled Water is available. If
Recycled Water is not available, then OCWD will compensate IRWD for the specifically
requested flows at a rate equivalent to MWD full service untreated water rate.
Section 5. Acceptance of Recycled Water Flows.
5.1 Acceptance in GWRS Facilities. OCWD may accept any Recycled Water
discharged by IRWD to the Intertie for use to supply GAP users or for treatment by the
GWRS. Recycled Water that is discharged by IR WD to the Intertie shall be deemed to have
been delivered through the GWRS Connection to the Outfall (as described in Section 5.2) if it
is discharged by IR WD to the Intertie when GWRS is not receiving any influent water and the
control valve at the GWRS Connection is in the open position. The quantities of Recycled
Water delivered to GAP or GWRS and deemed to have been delivered to the Outfall shall be
determined from meter readings as provided in Section 12.2. OCWD will not be entitled to
any compensation for treating or disposing of Recycled Water.
5.2 Acceptance of up to 8 mgd in OCSD Outfall. OCSD shall accept up to 5
mgd of Recycled Water not accepted by OCWD and deemed to have been discharged by
4
I ,
IR WD through the GWRS Connection to the Outfall. The IR WD water that flows through the
GWRS Connection at SEJB 6 reaches the OCSD Outfall by overflowing the weir at the
GWRS Screening Facility and flowing through SEJB 3, or by overflowing the weirs at SEJB 6
to OCSD's Plant No. 1 SEJB 7, to the Outfall pipelines transporting flow to the Outfall
pumping facilities. OCSD shall accept up to an additional 3 mgd of Recycled Water
discharged by IRWD directly to the Outfall Connection.
5.3 No Required Flow. Nothing in this Agreement shall require IRWD to deliver
any Recycled Water to GAP II.
5.4 LRP Payments. IR WD relinquishes any claim to receive Local Resources
Program (LRP) subsidy payments from The Metropolitan Water District of Southern
California for Recycled Water delivered to the Intertie.
5.5 No Required Acceptance for GWRS. Nothing in this Agreement shall require
OCWD to accept any Recycled Water from IRWD for use in, treatment by or discharge
through GWRS.
Section 6. Access to IRWD's Outfall Connection Telemetry. To obtain access to
OCSD's property for routine and scheduled maintenance or repairs of the Outfall Connection
telemetry and Cla Valve, IRWD shall provide OCSD with written or electronic notice not less
than one (1) week prior to the date of the maintenance to comply with any and all security
provisions adopted or instituted by OCSD, with respect to access into and across OCSD
property. The security provisions shall also ensure that persons using IRWD's access license
on OCSD's property, including, but not limited to any regular full-time, temporary, part-time
or limited-term employees of IRWD or of an IRWD contractor, are made aware of OCSD
security access provisions and restrictions. In the event of an emergency, IR WD shall notify
OCSD by telephone prior to access. OCSD hereby confirms, ratifies and continues in effect
the non-exclusive license conveyed to IRWD pursuant to the i998 Outfall Connection
Agreement for access to the Outfall Connection Cla Valve and telemetry and for such access
purposes over the portions of OCSD's Plant 2 property depicted on Exhibit "B"; provided, that
OCSD may modify the license area or designated access route from time to time following
written notice to IRWD.
Section 7. Shutdown of IRWD's Flows to OCSD's Outfall. The Outfall Connection is
intended to be used for the disposal of Recycled Water delivered by IRWD through the Intertie
and GAP II, at any time elected by IRWD as specified in Section 4, which is in excess of the
amount accepted into GAP and the GWRS under Sections 5.1 and 5.2. The overflow weir at
the GWRS Screening Facility allows IRWD flows at the Plant No. 1 GWRS Connection to
enter the OCSD outfall and is also intended to be used for the disposal of Recycled Water
delivered by IRWD through the Intertie and GAP II, at any time elected by IR WD, which is in
excess of the amount accepted into GAP and the GWRS. It maybe necessary for OCSD to
temporarily shut down Recycled Water deliveries into the Outfall via either the GWRS
Connection or the Outfall Connection for scheduled or emergency maintenance or repairs or
during conditions of high flows through the Outfall, such as in storm events. During such
shutdowns, IRWD agrees to divert any flow of Recycled Water, in excess of the amount being
accepted into GAP and from the GAP II system into the GWRS, to either the OCSD Main
5
, '
Street Pump Station or, if possible, to IRWD storage facilities. OCSD shall provide IRWD
with written notice one (1) week prior to the date of any scheduled maintenance or repair. In
the event of emergency high flow conditions or maintenance requiring a shutdown of the
Recycled Water deliveries into the Outfall, OCSD shall give reasonable notice to IRWD by
telephone prior to the shutdown. OCSD shall use reasonable efforts to schedule maintenance
and repairs during the non-rainy season.
Section 8. Pumping, Operation & Maintenance and Dechlorination Costs. At the end
of each fiscal year, OCSD will estimate the cost per gallon of pumping Recycled Water flows
(i) delivered from the Outfall Connection into the Outfall, and (ii) not used by OCWD and
deemed to have been delivered through the GWRS Connection to the Outfall, using actual
costs for operation and maintenance of the Outfall for the previous 12 months, and will
compute the total pumping, operation and maintenance, and dechlorination costs for such
fiscal year, using the information generated by OCWD, IRWD and OCSD pursuant to Section
12.2 hereof and the cost formulas set forth in Sections 8.1 and 8.2. IRWD shall pay the
annual pumping, operation and maintenance, and dechlorination costs to OCSD annually, not
later than December 31, 2012, and not later than December 31 of each year thereafter. Each
annual payment shall constitute payment of the costs for annual pumping, operation and
maintenance, and dechlorination for the Recycled Water flows from the Outfall Connection
into the Outfall and the GWRS Connection into the Outfall during the fiscal year ended on
June 30 preceding the December 31 payment date. OCSD shall, on or before September 30
following the close of the fiscal year, provide a written statement to IRWD setting forth the
calculation of the pumping, operation and maintenance, and dechlorination costs for that fiscal
year. OCSD shall periodically review all costs related to operating the Outfall and, if deemed
necessary, adjust the cost factor used for determining the total Outfall pumping, operation and
maintenance, and dechlorination costs (the variable "E" as used in the formulas in Sections 8.1
and 8.2) without amending this Agreement, by giving sixty (60) days advance notice to IRWD.
IR WD has the right to examine all costs and calculations used by OCSD in determining
IRWD's total cost.
8.1 Cost Formula for outfall flows via GWRS Connection. The formulas below
will be used to compute IRWD's annual cost for flows deemed to have been delivered through
the GWRS connection (OCWD IT Meter) to the Outfall for a given fiscal year period.
During any period when GWRS is off or GWRS operations are reduced to a level below the
low flow influent levels ofOCSD's Reclamation Plant No. 1, all flows discharged by IRWD
will be charged.
Prior to OCWD storage tanks becoming operational and during periods when GWRS is
operational above the minimum daily flows at Reclamation Plant No. 1, flows delivered
between the hours of0430 and 0930 will be assumed to enter the GWRS system and will not
be charged. Flows delivered during the remaining portion of the day will be charged. The
staff representatives, pursuant to Section 13, may periodically review the actual GWRS
operations to determine if the hours need to be adjusted to better reflect IRWD flows actually
entering the GWRS system.
After OCWD storage tanks become operational and during periods when GWRS is operational
6
above the minimum daily flows at Reclamation Plant No. 1, the total flow to be charged will
be based on the following formula:
X = (A-(B -C)) * (E / D)
X = Cost to IRWD for Operation of the Ocean Outfall in dollars
A= IRWD Flow to the GWRS Connection at OCWD's IT Meter in million gallons (MG)
B = OCWD Flow to the GWRS Microfiltration Unit at OCWD's MFF Meter in MG
C = OCSD Influent Flow to Reclamation Plant No. 1 in MG
D = OCSD Total Effluent Flow to Ocean Outfall System in MG
E = OCSD Costs to Operate and Maintain the Ocean Outfall System in $'s
Where if A-(B-C) is less than zero use $0 for charges to IRWD. Where (B-C) is a negative
number, use 0.
Flow totalization numbers for values A and B above will be recorded and reported on a daily
basis by OCWD. OCSD will be responsible to record daily flow totalization numbers for
value C, and perform the daily calculation (A-(B-C)). OCSD will make the information
available to IRWD on a monthly basis. On an annual basis, before the billing invoice to
IRWD is generated by OCSD, OCSD will calculate the total annual cost of operations and
maintenance of the outfall system for the prior year (value E) and totalize the annual Outfall
flow for the prior year (value D). Pursuant to Section 13, the Parties' staff representatives may
revise this formula and change the recording and reporting responsibilities as operating
circumstances necessitate such revision(s) without amending this Agreement. As part of any
review, all parties must maintain the concept that IRWD's water is considered to be last into
GWRS and first flows to the ocean Outfall system when flows are spilling to the ocean_ Outfall
system.
Outfall costs include, but are not limited to, actual costs of pumping, dechlorination, and
operation and maintenance costs. IR WD has the right to examine all costs and calculations
used by OCSD in determining IRWD's total cost.
8.2 Cost Formula for Outfall flows via the Outfall Connection at Plant 2. The
formula to be used to compute IRWD's annual cost for flows delivered through the Outfall
Connection at Plant 2 for a given fiscal year period is as follows:
Y= (FI D) * E
Y= Annual Cost to IRWD for Operation of the Ocean Outfall in dollars
F = Annual IRWD Flow through the Outfall Connection Meter in million gallons (MG)
D = Annual OCSD Effluent flow To Ocean Outfall System in MG
E = Annual OCSD Costs to Operate and Maintain the Ocean Outfall System in dollars
Outfall costs include, but are not limited to, actual costs of pumping, dechlorination, and
operation and maintenance costs. Initially, these calculations will be done using the totalized
annual flows from IRWD and OCSD. The Parties' designated staff representatives may revise
formulas in Sections 8.1 and this 8.2 pursuant to Section 13 if and when they determine that
operating circumstances necessitate such revision(s), and such revisions may be effected
7
without amending this Agreement. In such event, each revised formula shall be set forth in an
addendum hereto.
Section 9. Determination of Flow Delivered. IRWD's payment to OCSD pursuant to
Section 8 for the costs of pumping, operation and maintenance, and dechlorination shall be
based on the quantity of Recycled Water discharged by IRWD and metered into the Outfall
Connection and the quantity deemed to have been delivered through the GWRS Connection
into the Outfall.
Section 10. Source Control.
10.1 In accordance with both: (a) the 2010 OCWD-OCSD GWRS Agreement and
(b) the GWRS permit, OCSD shall maintain a comprehensive industrial wastewater
pretreatment and pollutant source control program for controlling the discharge of wastes from
point sources including in those areas serviced by IRWD. OCSD's current source control
program addressing these requirements includes: (a) monitoring and testing of federally
regulated categorical and locally regulated non-categorical industrial discharges, (b) a non-
point source program for discharges with the potential to adversely affect GWRS performance
and water quality, (c) the planning and development of non-industrial source controls for
contaminants, and (d) the regulatory authority to prohibit the discharge of pollutants to the
sewer causing OCSD effluent to be· unsuitable for reclamation, as contained within OCSD
Ordinance No. OCSD-39. For the Recycled Water discharged by IRWD that may supply
GWRS that includes any specific contaminant specified by CDPH, both now and in the future,
as harmful or potentially harmful to human health and drinking water supplies, and/or affects
GWRS performance and water quality, OCSD shall develop and implement a pollution source
control strategy for that constituent.
10.2 In the event that any contaminants, either known as of the date of this
Agreement or discovered after that date, are found in IR WO Recycled Water which require
removal in order for the GWRS to meet current or future GWRS permit requirements,
RWQCB, CDPH, and/or any other regulatory agency standards, then IRWD, OCWD, and
OCSD will meet and confer in good faith regarding: (a) the appropriate type of source control
and/or water treatment needed to address the contaminants; (b) the appropriate sharing of cost
for the construction and operation of any necessary treatment facilities; and/or (c) the
development and implementation of additional source control strategies. IRWD shall supply
trunkline sampling and /or analytical support for all sewer investigations aimed at determining
the source or sources of any such contaminant discovered in IRWD's Recycled Water.
OCSD's liability for IRWD's Recycled Water shall extend only to the development and
implementation of the additional source control strategies; and shall not include the costs of
any construction and/or operation of needed treatment facilities. In the event that IRWD
Recycled Water is found to contain contaminants in a concentration that affects OCWD's
ability to reclaim the GWRS Specification Influent and/or OCSD's ability to meet its NPDES
discharge limits, and OCSD's source control strategies prove unable to mitigate the
concentration of said constituent, then OCSD and OCWD reserve the right to reject and refuse
to accept the IRWD Recycled Water to GWRS. To assist in the identification of contaminant
sources or other factors that may affect GWRS performance, IRWD shall provide information
concerning all chemicals (e.g., polymers and coagulants) used in the IRWD wastewater and/or
8
solids treatment processes (e.g., manufacturer, type, chemical composition, etc.) if requested
by OCWD or OCSD.
10.3 IRWD shall indemnify, defend and hold harmless OCWD and OCSD from any
and all liability for any damage to GWRS for noncompliance of terms, conditions and
requirements contained in Section 10 -Source Control of this Agreement and the successor
provision(s) of any amendments to this Agreement.
Section 11. Discharges to San Diego Creek. It is agreed that notwithstanding the
expiration of the 1996 Intertie Agreement on the Prior Expiration Date, nothing in this
Agreement is intended to modify or discontinue the long term "no-discharge" scenario, the
principles of which are described in Section 6 of the 1996 Intertie Agreement (see Appendix 1
for said agreement), and the parties agree that such long term "no-discharge" scenario will
remain in effect during the term in which this Agreement remains in effect.
Section 12. Reporting. IRWD shall provide OCWD and OCSD with a monthly report for
each calendar month during an operation period for the Intertie, by the thirtieth (30th) day of
the following month. Such monthly reports shall include the following information:
12.1 Water Quality Data. Final effluent water quality data from MWRP,
including, at minimum, the daily results for coliform, electrical conductivity (maximum,
minimum and average for each day) and chlorine residual (maximum, minimum and average
for each day), and monthly sampling results for total dissolved solids, pH, carbonate,
bicarbonate, calcium, magnesium, boron, chloride, sodium, calculated sodium adsorption ratio
(SAR) and adjusted SAR. Results for other constituents that are routinely measured in the
final effluent shall also be included. The report shall include the dates of sample collection
and units used for reporting. Upon written notification by OCWD or OCSD, IRWD shall test
for additional constituents based on operational and regulatory needs of OCWD or OCSD.
12.2 Meter Readings. IRWD will provide daily readings, in both acre feet and
million gallons, of the quantity of water delivered through the Intertie meter on University
Drive and the quantity of excess flow delivered through the Outfall Connection meter. OCWD
will provide daily readings of the quantity of water delivered to the GWRS Connection (IT
Meter) for treatment by OCWD and total water delivered to the MFF meter. OCSD will
provide daily readings of the quantity of influent flow to Plant No. 1 and total effluent flow to
the Outfall. The Parties' designated staff representatives may revise the designated meters to
be read and meter reading responsibilities pursuant to Section 13 as they determine that
operating circumstances necessitate; and such revision(s) may be made by said representatives
without amending this Agreement. In such event, the revised meter reading requirements shall
be set forth in an addendum hereto.
Section 13. Staff Representatives. Each Party shall appoint one staff representative and
one alternate staff representative to work with the staff representatives and alternate
representatives of the other Parties to facilitate communication between the parties and aid in
the administration of this Agreement. The parties shall give full consideration to all joint
recommendations of the staff representatives. The staff representatives shall meet
periodically, but at least once a year, to perform such tasks as may be assigned to them by the
9
parties from time to time, including, but not limited to, the following: provide and receive
input on scheduling of Recycled Water discharges to the Intertie, GAP, GWRS and the
Outfall; address operational concerns in the use and maintenance of the Intertie and GAP II;
and address any other operational matters as deemed necessary.
Section 14. Notices. Any notice or other document and all billings and payments required
or permitted to be given by any Party hereto to another Party shall be deemed received upon
delivery in person to the recipient or upon deposit in the United States mail in the State of
California, with postage prepaid, and addressed to the Party for whom intended at the
following address:
ToOCSD:
ToOCWD:
ToIRWD:
ToCNB:
Orange County Sanitation District
P.O. Box 8127
Fountain Valley, CA 92728-8127
Attention: Director ofEngineering/AGM
Telephone: (714) 593-7300
E-mail: jherberg@ocsd.com
Orange County Water District
18700 Ward Street
P.O. Box 8300
Fountain Valley, CA 92728-8300
Attention: Director of Engineering
Telephone: (714) 378-3200
E-mail: dyoungblood@ocwd.com
Irvine Ranch Water District
15600 Sand Canyon A venue
P.O. Box 57000
Irvine, CA 92619-7000
Attention: General Manager
Telephone: (949) 453-5590
E-mail: cook@irwd.com
City of Newport Beach
3300 Newport Boulevard
P.O. Box 1768
Newport Beach, CA 92658-8915
Attention: Utilities General Manager
Telephone: (949) 644-3011
E-mail: gmurdoch@newportbeachca.gov
Section 15. Effectiveness of Agreement; Term. This Agreement shall become effective on
the Effective Date, and the Prior Agreements shall remain in effect through January 15, 2012.
The term of this Agreement shall expire on the fifteenth (15th) anniversary of the Effective
Date.
APPENDIX 1
.. ,
IRWD's obligations pursuant to the Grant Deed from The Irvine Company (TIC) to IRWD
dated December 28th, 1995.
2. Use Reclaimed Water for beneficial purposes.
3. Reduce the amount of nutrients flowing into Newport Bay during the
summer.
4. Modify the amount of contributions to the County Sanitation District of
Orange County (CSDOC) to more closely correspond with actual IRWD usage of CSDOC
facilities.
5. Provide data relative to water quality and existing flora and fauna in
Newport Bay that would be useful to the Santa Ana Regional Water Quality Control Board
(SARWQCB) in setting standards pursuant to the Clean Water Act to protect and
enhance bay water quality.
D. On July 1, 1996, SARWQCB approved Orders 96-2 (the Pennit) and 96-3
which authorized IRWD to implement WWSP subject to certain conditions and
restrictions,
E. City has been actively seeking measures which would allow the scientific
community to better evaluate the potential impacts of WNSP and alleviate concerns
expressed by certain members of the public and the scientific community about possible
impacts ofWNSP on Newport Bay, without interfering with IRWD's ability to achieve all or
substantially all of the Project Objectives;
2
F. The Parties have identified a series of actions, projects, and pennits (Basic
Integrated Reuse Project) pursuant to which some of the Reclaimed Water otherwise
used in conjunction with \/INJSP would be transmitted to OCWD for beneficial use or
lawful disposal.
G. IRWD and City have identified additional actions or projects which, if
implemented, could achieve Project Objectives on an interim basis, and possibly on a
permanent basis, with discharge reductions or no discharge of Reclaimed Water into San
Diego Creek or Newport Bay
H. The Parties desire to establish the tenns and conditions pursuant to which
they are willing to implement those components of the Basic Integrated Reuse Project,
modify the amount of Reclaimed Water to be discharged pursuant to the Pennit, establish
the criteria that must be satisfied to preclude discharge of Reclaimed Water pursuant to
the Permit for the period from October 1, 1996 to March 31, 1997 and to identify the
additional issues that must be resolved to achieve, or possibly exceed, Project Objectives
without Reclaimed Water discharges.
1. BASIC INTEGRATED REUSE PROJECT:
The Basic Integrated Reuse Project consists of the components specified in this
Section. The Parties shall perform in accordance with their respective obligations
provided all conditions precedent have been satisfied.
3
--------------------
A. GREEN ACRES PHASE II (GAP II). GAP II is a water pipeline with a
nominal capacity of 7.8 mgd to be constructed from the current terminus of OCWD's
"Phase I" facility to the point of intersection with the lntertie as determined in the ASL
Study and then extended to Newport Beach to serve End-users. OCWD shall pay the
entire cost of GAP II. OCWD shall commence the design of GAP II when City has
contributed $500,000 toward End-user retrofits which will increase the cost-benefit ratio of
GAP II to 1.5 or more, and shall commence construction of GAP II when City has
complied with its obligation to obtain End-user Agreements;
B. INTERTIE. The lntertie is a water pipeline with a nominal capacity of 7.8
mgd to be constructed between the Michelson Water Reclamation Plant (MWRP) and
GAP II. IRWD shall pay the entire cost of designing and constructing the lntertie. IRWD
shall commence the design of the lntertie when City has contributed $500,000 to OCWD
for GAP II and shall authoriz~ OCWD to commence construction of the lntertie when City
has complied with its obligation to obtain End-user Agreements.
C. OCWD FLOW ACCEPTANCE COMMITMENTS. OCWD shall accept at
least 4.6 mgd, and up to 7.8 mgd, of Reclaimed Water from IRWD (the additional 3.2 mgd
is sometimes referred to as Excess Flows) during the period from October 1 through
March 31. These commitments are subject to the following conditions:
(1) Completion of GAP II and the lntertie;
(2) The execution of a written agreement between CSDOC and OCWD
pursuant to which CSDOC commits to accept from OCWD at least 4.2 mgd of Reclaimed
4
Water during the period from October 1 through March 31 for a period of fifteen (15)
years, and to pay OCWD for the Reclaimed Water at a rate per acre foot equal to
OCWD's cost to treat secondary water to a tertiary standard;
(3) IRWD's commitment to supply 4.6 mgd of Reclaimed Water on a
·continuous basis for the fifteen ( 15) year term of this Agreement;
(4) IRWD's commitment to supply a total of 7.8 mgd of Reclaimed Water (the
4.6 mgd described in 1.C(3) and an additional 3.2 mgd) on a basis to permit peaking by
OCWD up·to 7.8 mgd for up to fifteen percent (15%) of any ~enty-four (24) hour period
for the fifteen (15) year term of this Agreement;
( 5) IRWD's commitment to sell at least 4.6 mgd of Reclaimed Water for no
more than fifty percent (50%) of ~e price CSDOC pays OCWD for the Reclaimed Water
and to receive no consideration for any Reclaimed Water in excess of 4.6 mgd except to
the extent that OCWD receives consideration for the sale of some or all of the Excess
Flows to any third party and, as appropriate, the framework for determining that
consideration;
(6) IRWD's commitment to resolve, in good faith, issues related to water
subsidies for Reclaimed Water, and Reclaimed Water transmission rates during peak
period of demand; and
' .
D. IRWD's FLOW TRANSMISSION COMMITMENTS. IRWD shall transmit at
least 4.6 mgd of Reclaimed Water to OCWD during the period from October 1 through
March 31 subject to the following:
5
·,' ...
(1) Completion of GAP II and the lntertie;
(2) Satisfaction of the conditions precedent to OCWD's Flow
Acceptance Commitments;
(3) OCWD's payment for at least 4.6 mgd of Reclaimed Water at a rate
not to exceed fifty percent (50%) of the price CSDOC pays OCWD for the Reclaimed
Water;
E. CITY COMMITMENTS. City commits to do the following;
(1) Obtain fully executed End-user Agreements with Major Purchasers
of Reclaimed Water within the corporate limits of City (Big Canyon Country Club and
Newport Beach Country Club are among the End-users considered to be Major
Purchasers and agreements with them are essential). City shall use its best efforts to
obtain these agreements on or before October 1, 1996. OCWD and City shall amend the
Green Acres Agreement to allow for the sale of Reclaimed Water above the current price
ceiling.
(2) City shall contribute $500,000 towards End-user retrofits which will
increase the cost benefit ratio of GAP II to 1.5 or more. IRWD will loan City the $500,000
at a rate of interest equal to 6.4% , with the loan to be repaid over fifteen (15) years in
annual payments beginning twelve (12) months after the receipt of the loan. The loan
proceeds will be available within thirty (30) days after a written request of IRWD submitted
by City at any time subsequent to the effective date of this Agreement.
6
2. CONSTRUCTION OF BASIC INTEGRATED REUSE PROJECT:
A. The Parties agree that OCWD will be designated as the lead agency for the
construction of GAP II and the lntertie. The Parties agree to use their best efforts to
ensure that GAP II and the lntertie are constructed and installed on or before October 1,
1997. Toward that end, the Parties agree to do the following:
(1) OCWD agrees to phase the construction of GAP II such that the
initial portion of the facility to be constructed is the pipeline from the current terminus of
Phase I to the point of connection with the lntertie (generally at the intersection of
University and Jamboree);
(2) OCWD agrees to consolidate the construction of the lntertie and
GAP II under the same contract, with the same construction management,
(3) The Parties agree to use their best efforts to expedite permit
issuance, permit review, or plan check, including the assignment of personnel capable
and willing to expedite, review or approve necessary plans or permits.
B. City, OCWD, and IRWD each agree to pay up to one third of the cost, not to
exceed $30,000 each, of retaining engineering consultant who shall act as a Project
Manager to implement and coordinate the timely completion of all components of the
Basic Integrated Reuse Project.
7
..
3. FLOW CONSIDERATIONS
A. IRWD and OCWD agree to meet and confer to develop mutually acceptable
adjustments to the flow commitments specified in this Agreement in the event of any
change in winter Reclaimed Water demand, provided, however, IRWD will not initiate
discharge of any Reclaimed Water into San Diego Creek as a result of any flow
commitment modification implemented pursuant to this subsection.
8. In the event IRWD's ability to deliver 4.6 mgd of Reclaimed Water is
interrupted· or reduced due to operational conditions or other circumstances, and it is
necessary for OCWD to supply Reclaimed Water from another source, IRWD will pay
OCWD at one-half the CSDOC rate for the Reclaimed Water supplied by OCWD during
such period.
4. WWSP DISCHARGE REDUCTIONS
A. In consideration of City's commitments pursuant to Subsection 4.8 (1)-(4)
and Section 5, IRWD agrees not to discharge more than 3.2 mgd of Reclaimed Water
pursuant to the Pennit.
8. In consideration of IRWD's commitment to reduce vw.JSP discharges, City
agrees;
(1) Not to file an appeal of the Permit;
(2) Not to file or support any legal challenge to the Pennit or the \N\NSP
EIR;
8
(3) To request modification of AB 3344 to facilitate implementation of
some or all of the provisions of this Agreement.
(4) To support amendment of IRWD's consolidated NPDES pennit to
authorize use of reclaimed water in the MMA's for irrigation of vegetation in a manner that
does not result in any discharge of Reclaimed Water to San Diego Creek.
5. INTERIM WWSP DISCHARGE RESTRICTIONS
IRWD agrees not to discharge Reclaimed Water pursuant to the Permit during the
period from October I, 1996 through and including March 31, 1997 subject to satisfaction of
the following:
A CSDOC agrees, on or before October 1, 1996, to calculate IRWD flows to
CSDOC for the pur:pose of detennlning Capital Outlay Revolving Fund and Annual Equity
Adjustment as if IRWD was exercising the Permit pursuant to provisions of this
Agreement (discharging 3.2 mgd of reclaimed water into San Diego Creek);
B. SARWQCB acknowledges that the additional modeling and monitoring as
determined pursuant to Subsection C will, if used with the data derived from a simulated
two month operation of the WNSP (actual operation except for discharge) satisfy the first
year of the Demonstration Phase;
C. City and IRWD shall, on or before September 1, 1996 agree on any
modifications to the internal monitoring program, the external monitoring program, and the
model used to analyze the potential impacts of the discharge necessary or appropriate to
9
'•
ensure the most accurate scientific evaluation of the Demonstration Phase of 'VmSP.
City and IRWO shall cooperate with SARWQCB staff in evaluating modifications to the
monitoring program required by the Permit to ensure scientific accuracy of the
Demonstration Phase without increasing the costs of monitoring above those required to
evaluate \NNSP in accordance with the Permit. City shall fund the initial costs
associated with the additional or modified monitoring or modeling up to a maximum of
$15,000. IRWO shall fund additional costs in excess of the City's initial contribution up to
a maximum of $30,000 ($15,000 from City and $15,000 from IRWD). City and IRWO shall
attempt to reach agreement regarding any additional costs in excess of $30,000 .
0. City has obtained fully executed End-user Agreements with the Major
Purchasers;
E. In the event the preconditions to "no discharge" (A,B,C and O of this
Section) have not been satisfied on or before October 1, 1996, IRWD shall be entitled to
discharge up to 3.2 mgd of Reclaimed Water only if it has received all necessary permits,
approvals and authorizations, provided, however, IRWD shall cease discharge of
Reclaimed Water pursuant to the Permit if all preconditions to "no discharge" have been
satisfied on or befor~ December 1, 1996, the cessation of discharges will not prejudice
IRWO and the City pays for any costs associated with the cessation of discharges.
F. In the event the preconditions to "no discharge" are fully satisfied on or
before October 1, 1996, and subsequent to the simulated operation of 'NNSP as well as
at least two months of the summertime low flow diversion, City and IRWO shall meet and
10
confer relative to preparation of, and then issue, a joint report on the data received during
monitoring and, to the extent that science will permit, any conclusions that can
reasonably be drawn from the data. This report, which shall be presented to the Newport
Beach City Council, the IRWD Board of Directors and the SARWQCB shall address, at a
minimum, the following:
(1) Nutrient and other constituent reductions achieved in the Duck
Ponds during the winter and summer;
• (2) The extent to which \f-M/SP discharges would impact nutrient and
other constituent levels in Newport Bay during the winter and summer;
(3) The extent to which the discharges would function to stimulate or
arrest the growth of algae and other plant-life;
(4) The location and extent of salinity dilution as well as the likely impact,
if any, on flora and fauna in and around Newport Bay; and
(5) The public health risks, if any, posed by the discharges.
G. In the event there is no discharge of Reclaimed Water pursuant to the
Permit during the period from October 1, 1996 through March 31, 1997, then the initial
discharge pursuant to the Permit shall commence on October 1, 1997 at the rate of 3.2
mgd subject to further reduction or elimination pursuant to Section 6.
11
----------
6. LONG TERM "NO DISCHARGE" SCENARIO
A. City and IRWD agree to use their best efforts to reach agreement on ways
to fully achieve Project Objectives without the discharge of Reclaimed Water into San
Diego Creek or Newport Bay. City and IRWD acknowledge that development of a long
term "no-discharge" scenario requires the resolution of the issues identified in this
section.
B. OCWD has expressed a willingness to accept 7.8 mgd of Reclaimed Water
from IRWD on a continuous basis during the period from October 1 through March 31 if it
has the ability to beneficially use, or lawfully dispose of, excess flows. The Parties have
been advised that disposal of excess flows directly into the outfall facility maintained by
CSDOC is feasible and is estimated to cost approximately $100,000. Accordingly, by
January, 1997, there must be an agreement between the City and IRWD regarding the
preparation of, and payment for, all necessary environmental documents, the processing
and approval of all necessary permits, the design and construction of any physical facility
necessary to discharge, and payment of all costs related to the actual discharge or
transmission of, that portion of the excess flows that OCWD is unable to beneficially use.
C. To satisfy Project Objectives and its obligations pursuant to the Grant Deed,
IRWD must have a reliable source of water to irrigate the Duck Ponds and the MMA's
from October 1 through March 31. Possible sources of irrigation water include San
Diego Creek and Reclaimed Water which is retreated and distributed to IRWD's
customers. Diversion of flows from San Diego Creek during the winter will involve the
12
--------------
construction of an instream facility which may require environmental documentation and
mitigation. The cost of construction is uncertain as is the source of funding. IRWD is
uncertain about operational feasibility issues, including the cost to retreat Reclaimed
Water used to irrigate the Duck Ponds and MMA's. City and IRWD shall discuss, in good
faith, the irrigation alternatives, the responsibility for implementing the preferred
alternative and the funding of any costs associated with the preferred alternative.
D. \/WI/SP has the potential to significantly reduce nutrients in Newport Bay
during the ·summer. The external monitoring program and the baseline characterization
studies will provide the SARWQCB with information helpful to establishment of standards
pursuant to the Clean Water Act and other actions which will improve bay water quality.
City and IRVVD will attempt, in good faith, to reach agreement on continued summertime
creek diversions, monitoring, and other activity important to improvement in bay water
quality in the event IRVVD is not obligated to do so because it is not discharging pursuant
to the Permit.
13
11/13/2025
1
Flow Exchange Agreement and
GAP Flows Agreement
Presented by:
Justin Fenton
Engineering Manager
Steering Committee
November 19, 2025
Flow Exchange Agreement
•Best utilizes existing infrastructure
•Simplifies accounting
•Provides operational flexibility
Green Acres Project (GAP) Flows Agreement
•Replaces and extends to 2045
•Details how IRWD can manage surplus
recycled water:
•Provide to OCWD (GAP or GWRS)
•Disposal by OC San (Ocean Outfall)
Overview
2
1
2
11/13/2025
2
–Exist. Infrastructure
–Simplify Accounting
Flow
Exchange
3
ELIMINATE
FLOW
MONITORING
UPDATED
CRA / RA14
BOUNDARY
CRA = Consolidated Revenue AreaRA14 = Revenue Area 14
Flow monitoring
4
–Provides Flexibility
Flow
Exchange •Annexation ofLos Alisos area to OC San
•Simplification for IRWD
•Allows for future possibilities
3
4
11/13/2025
3
5
GAP
FlowsIRWD
RESERVOIR
IRWD
Michelson Water Recycling Plant
–IRWD Recycled
Water Discharge
Options
NEWPORT
BACK BAY
OCWD GAP
SYSTEM
6
GAP
Flows
–Extend to 2045
–Environmental
Benefits
OC SAN
OUTFALL
GAP
USERS
OCWD
GWRS FEED
OCWD GAP
SYSTEM
5
6
11/13/2025
4
Recommend to the Board of Directors to:
A. Approve and authorize the General Manager to execute the Flow Exchange Agreement between Orange County Sanitation District and Irvine Ranch Water District, in a form approved by General
Counsel; and
B. Approve and authorize the General Manager to execute the GAP
Flows Agreement between Orange County Sanitation District, Irvine
Ranch Water District, and Orange County Water District, for a term
of 20 years, in a form approved by General Counsel.
Recommendations
7
Questions?
8
7
8
STEERING COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4572 Agenda Date:11/19/2025 Agenda Item No:5.
FROM:Robert Thompson, General Manager
Originator: Wally Ritchie, Director of Finance
SUBJECT:
RATE SETTING PROCESS
GENERAL MANAGER'S RECOMMENDATION
RECOMMENDATION: Recommend to the Board of Directors to:
Approve initiating the rate setting process a year early to allow Orange County Sanitation District to
assess rates across the service area including new customer bases.
BACKGROUND
Orange County Sanitation District (OC San)completes a rate study every five years to determine
customers’fair and equitable share of collection,treatment,and disposal costs,develop an accurate
rate model,and establish a new five-year rate schedule which ensures full cost recovery and
provides support for the Proposition 218 notifications.In March 2023,the Board of Directors adopted
service fees for fiscal years 2023-2024 through 2027-2028.
OC San and Irvine Ranch Water District have been collaborating on the restatement of prior
agreements and the transfer of flows that will effectively adjust the customer base of both agencies.
The new customers that will have their regional sewer service provided directly by OC San were not
part of the previous Proposition 218 process,therefore OC San cannot assess service fees directly
on those properties which are anticipated to transfer to OC San on January 1, 2027.
RELEVANT STANDARDS
·Stable rates, no large unforeseen rate increases
PROBLEM
The new direct customers of OC San cannot be assessed sewer service fees until a new rate setting
and Proposition 218 process has been completed and adopted.
PROPOSED SOLUTION
Initiate the rate setting process a year earlier than anticipated to be able to assess new customer
service fees effective July 1, 2027.
Orange County Sanitation District Printed on 11/12/2025Page 1 of 2
powered by Legistar™
File #:2025-4572 Agenda Date:11/19/2025 Agenda Item No:5.
TIMING CONCERNS
The rate setting process needs to commence in December 2025 to ensure new fees can be adopted
for all customers and be effective on July 1, 2027.
RAMIFICATIONS OF NOT TAKING ACTION
OC San will not be collecting service fees from the new direct customers that will be receiving
service.Without a new rate study and Proposition 218 process,OC San cannot equitably charge
service fees to all the customers in the service area.
PRIOR COMMITTEE/BOARD ACTIONS
March 2023 -Approved Ordinance No.OC SAN-58 entitled:“An Ordinance of the Board of Directors
of Orange County Sanitation District Adopting Regional Sewer Service Charges and Repealing
Ordinance No. OCSD-49”.
ADDITIONAL INFORMATION
Adopting service fees consists of multiple steps prior to the Board of Directors approving the new
rates.The following timeline is necessary to meet the requirements to adopt service fees to be
effective July 1, 2027:
December 2025 Issue a Request for Proposal for a Comprehensive Rate Study
March 2026 Award a contract for a Comprehensive Rate Study
December 2026 Receive and file the Comprehensive Rate Study
February 2027 Mail Proposition 218 Notifications and first reading of the
Ordinance
March 2027 Public Hearing, Second Reading, and Adoption of the Ordinance
July 2027 Ordinance takes effect
CEQA
N/A
FINANCIAL CONSIDERATIONS
If the rate setting process is not completed a year earlier than anticipated,OC San will forego
potential revenue from the new direct customer base.
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 11/12/2025Page 2 of 2
powered by Legistar™
STEERING COMMITTEE
Agenda Report
Headquarters
18480 Bandilier Circle
Fountain Valley, CA 92708
(714) 593-7433
File #:2025-4610 Agenda Date:11/19/2025 Agenda Item No:CS-1
FROM:Robert Thompson, General Manager
SUBJECT:
CONFERENCE WITH LEGAL COUNSEL RE ANTICIPATED LITIGATION - GOVERNMENT CODE
SECTION 54956.9(D)(4)
RECOMMENDATION: Convene in Closed Session:
Number of Potential Cases: 2.
Initiation of litigation.
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 11/12/2025Page 1 of 1
powered by Legistar™
Scott C. Smith
(949) 263-6561
scott.smith@bbklaw.com
18101 Von Karman Avenue.Suite 1000.Irvine, CA 92612
Phone: (949) 263-2600 | Fax: (949) 260-0972
bbklaw.com
Memorandum
To: Honorable Chair and Members of the Orange County Sanitation District Steering Committee
From: General Counsel
Date: November 19, 2025
Re: Closed Session Items
The Steering Committee will hold a closed session on November 19, 2025, for the purpose of conferring with its legal counsel regarding potential litigation. Based on existing facts and circumstances, the Orange County Sanitation District has decided to initiate, or is deciding whether
to initiate litigation for two potential cases. The closed session will be held pursuant to the authority of California Government Code section 54956.9(d)(4). Respectfully submitted,
SCOTT C. SMITH
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.